Agenda packet — Clovis City Council, February 11, 2025 (part 1 of 5)

February 11, 2025 - 1 - 6:41 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

February 11, 2025 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 February 11, 2025 - 2 - 6:41 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 $500 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 $500 within the preceding 12 months from a pa rty 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, subdivision (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 $500 made within the pre ceding 12 months by the party or their agent to any Councilmember. The disclosure shall be made as required by Government Code Section 84308, subdivision (e)(1) and California Code of Regulations, Title 2, section 18438.8. No party or their agent, and no p articipant or their agent, shall make a campaign contribution of more than $500 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 Ashbeck

ROLL CALL

PUBLIC HEARING - Item to be heard at 6:03 p.m.

1. Receive and File - Information from Fourth Public Hearing in City’s Transition to District-Based Elections.

Staff: Briana Parra, City Clerk
Recommendation: Receive and File

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 February 11, 2025 - 3 - 6:41 PM

2. Administration - Approval - Minutes from the February 4, 2025, Council Meeting.

3. Administration – Receive and File – Economic Development Corporation Serving Fresno County Quarterly Report, Q2 October - December 2024.

4. Finance – Receive and File – Investment Report for the Month of July 2024.

5. Finance – Receive and File – Treasurer’s Report for the Month of July 2024.

6. Finance – Receive and File – Investment Report for the Month of August 2024.

7. Finance – Receive and File – Treasurer’s Report for the Month of August 2024.

8. General Services - Approval to Waive the City’s Usual Purchasing Requirements; and Authorize the City Manager to Approve the Purchase of Three (3) Ram Promaster and Four (4) Class C - Ford E450 for $1,207,372.80, Utilizing the California Association for Cooperative Transportation (CalACT) Competitive Bid Award.

9. General Services - Approval to Waive the City’s Usual Purchasing Requirements; and Authorize the City Manager to Approve the Purchase of Bus Shelters totaling $571,004.96 Utilizing the California Association for Cooperative Transportation (CalACT) Competitive Bid Award.

10. General Services – Approval – Res. 25 -___, Amending the City’s FY 2024 -2025 Position Allocation Plan by deleting one (1) Principal Office Assistant position and adding one (1) Administrative Assistant position within the General Services Department.

11. General Services – Approval – Res. 25-___, Authorizing Revisions to the City of Clovis Personnel Rules.

ADMINISTRATIVE ITEMS - Administrative Items are matters on the regular City Council Agenda other than Public Hearings.

12. Workshop – Receive and File – Landscape Maintenance District (LMD).

Staff: Scott Redelfs, Public Utilities Director
Recommendation: Receive and File

13. Consider Approval – Authorization of City staff to proceed with an assessment increase election for Landscape Maintenance District No. 1, Benefit Zones 4 and 5; and Authorize the City Manager to enter into an agreement with Francisco and Associates, Inc., to administer the Landscape Maintenance District assessment increase election.

Staff: Scott Redelfs, Public Utilities Director
Recommendation: Approve

14. Consider Approval – Award Recycling and Organic Material Collection, Processing, and Marketing Services Agreement to Mid Valley Disposal; and Authorize the City Manager to Execute the Agreement on Behalf of the City. (Continued from the February 4, 2025, meeting)

Staff: Glenn Eastes, Assistant Public Utilities Director Recommendation: Approve

3 February 11, 2025 - 4 - 6:41 PM

COUNCIL ITEMS

15. Consider Approval –Council Appointment to the Measure C Sales Tax Renewal Committee.

Staff: Andrew Haussler, City Manager
Recommendation: Approve

CITY MANAGER COMMENTS

COUNCIL COMMENTS

CLOSED SESSION - A “closed door” (not public) City Council meeting, allowed by State law, for consideration of pending legal matters and certain matters related to personnel and real estate transactions.

16. Government Code Section 54956.8

CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Properties: 5095 E. Shepherd Ave.; 5157 E. Shepherd Ave.; 5221 E. Shepherd Ave.; 5388 E. Shepherd Ave.; 9029 N. Fowler Ave.

Agency Negotiators: City Manager, City Attorney, Ryan Burnett Negotiating Parties: Harold and Kerri Bricks; Chris and Annaliza Gagnebin; Albert and Yvette Sanchez; Gurinderjit and Sukhcham Dhillon; Yu Gyung Lee Nelson Under Negotiation: Price and Terms

17. Government Code Section 54956.8

CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Properties: 3778 E. Behymer Ave.

Agency Negotiators: City Manager, City Attorney, Ryan Burnett Negotiating Parties: Behymer/Minnewawa LLC
Under Negotiation: Price and Terms

RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION

ADJOURNMENT

FUTURE MEETINGS

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

February 18, 2025 (Tue.)
March 4, 2025 (Tue.)

4 TO: Mayor and City Council
FROM: Administration
DATE: February 11, 2025
SUBJECT: Receive and File - Information from Fourth Public Hearing in City’s Transition to District-Based Elections.

Staff: Briana Parra, City Clerk
Recommendation: Receive and File

ATTACHMENTS: 1. NDC PowerPoint Presentation

2. Draft Map 505

3. Public Hearing Notice

RECOMMENDATION
For the City Council to receive and file information , and provide input related to draft district maps created by the City’s demographer and members of the public , as part of the City’s transition from at-large to district-based elections.

EXECUTIVE SUMMARY
On August 26, 2024, the City of Clovis received a demand letter claiming racially polarized voting exists in the City’s elections in violation of the California Voting Rights Act (“CVRA”). Despite the lack of evidence of polarized voting in the City’s elections, to avoid lengthy and costly litigation, on October 7, 2024, the Council adopted Resolution 24 -110, to initiate the transition to district - based elections beginning with the November 2026 City Council Election. As part of the process of transitioning to district-based elections, the City is required to hold at least five public hearings to allow the public and Council the opportunity to provide input on the transition process and possible district maps.

The first public hearing was held on November 1 6, 2024, the second on December 16, 2024, and the third on January 21, 2025. Tonight is fourth of the five hearings and is the second hearing in which Council will review and consider draft district maps, some of which were prepared by the City’s demograph er and others by members of the public. Although Council will be considering maps for possible adoption at a future date, t his hearing is strictly informational for the public and Council. On January 21, 2025, the Council provided direction to remain a fiv e- member body and adopt five election districts.

5 AGENDA ITEM NO. 1.

BACKGROUND
On August 26, 2024, the City of Clovis received a demand letter from the Southwest Voter Registration Education Project (“SVREP”) claiming that racially polarized voting exists in the City’s elections in violation of the California Voting Rights Act (“CVRA ”). This letter further advised that the City had the choice to voluntarily convert from its current at -large election system to district -based elections - where Councilmembers are elected by only the voters residing within the election district in which the candidate resides or face a legal challenge to its current at-large election system. Despite the lack of evidence of racially polarized voting or vote dilution in the City’s elections, on October 7, 2024, the Council passed Resolution 24 -110, declaring its intent to transition from an at -large election system to a district -based election system. This decision was primarily made to avoid what would likely be a prohibitively costly and unfavorable legal challenge to the City’s at-large elections by SVREP.

Since the adoption of Resolution 24 -110, the City has engaged an expert demographic firm, National Demographics Corporation (“NDC”), to assist the City with the process of converting to district-based elections. The City has also started public outreach related to the election transition process by creating a dedicated webpage, which will serve as a public resource for related information and communications. Additionally, on January 9, 2025, the City also hosted a community map drawing workshop, during w hich the consultant provided explanations and demonstrations on how to create maps that meet the required criteria.

The City’s transition to election districts is mostly governed by Elections Code section 10010, pursuant to which, the City Council is required to hold at least five public hearings prior to approving a final election district map and adopting an ordinance to implement district -based elections. The first two hearings, known as “pre -map” hearings, occur prior to the City’s development of any draft maps and are for the purpose of gathering public and Council input on the process and potential election districts. Thereafter, the next two hearings are for the public and Council to consider and provide input on any draft district maps. The last hearing is for the Council to adopt a final map setting forth the boundaries of the City’s election districts and to establish the election sequencing for those districts. The City’s demographer is assisting the City with this process.

On January 21, 2025, the Council provided direction to remain a five -member body and adopt five election districts. This is the fourth public hearing and the second hearing to consider draft maps. The City has already held three public hearings as part of the transition process, including one hearing where draft maps were reviewed. Tonight’s hearing will be the second opportunity for the Council to consider and discuss the draft maps prepared by the City’s demographer.

Members of the public were also invited to submit draft maps, which are included in those being presented to Council for consideration this evening. The City’s demographer will present to Council information on each draft map, including individual district boundaries and overall compliance of the map with federal and state law.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
Tonight’s hearing is a continuation of the City’s process of converting to district-based elections in accordance with Resolution 24-110.
6 AGENDA ITEM NO. 1.

ACTIONS FOLLOWING APPROVAL
Receive and file information provided in tonight’s public hearing.

CONFLICT OF INTEREST
None.

Prepared by: Briana Parra, City Clerk

Reviewed by: City Manager AH
7 AGENDA ITEM NO. 1.

CITY OF CLOVIS
Draft Maps Discussion
February 11, 2025 Dr. Jeff Tilton, Senior Consultant
National Demographics Corporation
8 AGENDA ITEM NO. 1.
2 Districting Process
2 Step Description
Pre-draft map hearing
November 18
• Held prior to release of draft maps
• Education and to solicit input on the composition of districts Pre-draft map hearing
December 16
• Held prior to release of draft maps
• Education and to solicit input on the composition of districts Community Workshop
January 9
• Clovis Transit Center, 6 p.m.
• Learn about the process and mapping tools
Release draft maps • Maps must be posted at least 7 days prior to hearing • Public maps must be submitted by 10 days prior to hearing Hearing on draft maps
January 21
• Discuss and revise the draft maps
• Deadline to submissions: January 9, 5 p.m.

Hearing on draft maps
February 11
• Discuss and revise the draft maps
• Deadline to submissions: January 30, 5 p.m.

Selection of final map
March 4
• Select final map and the election sequence; Ordinance first reading • Final map must be posted at least 7 days prior to adoption • Deadline to submissions: February 21, 5 p.m.

Ordinance adoption
March 10
• Map adopted via Ordinance
Within 21 days of
map adoption
• Issue compliance report
9 AGENDA ITEM NO. 1.
3 Equal Population
Federal Voting Rights Act
No Racial Gerrymandering
“Shall not adopt election district
boundaries for the purpose of favoring
or discriminating against an incumbent,
political candidate, or political party.”
No other criterion may be prioritized
over statutory criteria.

1. Federal Laws 2. California Criteria
Mandatory in prioritized order:

1. Geographically contiguous

2. Avoid division of
neighborhoods and
“communities of interest”
(Socio-economic geographic areas
that should be kept together)

3. Easily identifiable
boundaries

4. Compact
(Do not bypass one group of
people to get to a more distant
group of people)

2. California Prohibition
3 Districting Rules and Goals
Future population growth

3. Other Traditional
Redistricting Principles
February 11, 2025
10 AGENDA ITEM NO. 1.
44 The Maps
February 11, 2025
11 AGENDA ITEM NO. 1.
55February 11, 2025
12 AGENDA ITEM NO. 1.
66February 11, 2025
13 AGENDA ITEM NO. 1.
77February 11, 2025
14 AGENDA ITEM NO. 1.
88 Proposed Election Sequencing
February 11, 2025
15 AGENDA ITEM NO. 1.
99 Discussion / Feedback
February 11, 2025
 What do you like or dislike about the various maps?
 What possible changes would improve the maps?
16 AGENDA ITEM NO. 1.
10 Share Your Thoughts
Website
cityofclovis.com
Phone
559.324.2060
Email
[email protected]
10February 11, 2025
17 AGENDA ITEM NO. 1.
5 4
3 2
1 Gettysburg
ES
Red Bank ES
Cox ES
Dry Creek
ES
Clovis High
Jefferson
ES
Gateway ES
Oraze ES
Weldon ES
Tarpey ES
Buchanan
High
Garfield ES
Alta Sierra
MS
Heliport
FS
FS
FS
FS
Tollhouse
Rd
W
Shaw
Av
e
Temperance Ave
E Bullard Ave
W Sierra Ave
N Villa Ave
N Locan Ave
Sunnyside Ave
W Herndon Ave
E Alluvial Ave
Armstrong Ave
E Ashlan Ave
N Peach Ave
W
Barstow
Ave
W
G
ettysburg Ave
Clovis Ave
N Fowler Ave
Bernad
ine D
r
Willow Ave
E Shepherd Ave
N
ees
Ave
E Teague Ave
N Marion Ave
N Locan Ave
N Leonard Ave
N De Wolf Ave
N Highland Ave
National Demographics Corporation, January 30, 2025
Unpopulated, non-contiguous
area to the north is in District 1.

Clovis 2025
Districting
Not contiguous.

Not compact.
©2021 CALIPER
Attachment 2 18
AGENDA ITEM NO. 1.
505
District 1
Total Pop 23,703
Deviation from ideal -389
% Deviation -1.61%
% Hisp 21.0%
% NH White 57%
% NH Black 3%
% Asian-American 16%
Total 16,191
% Hisp 21%
% NH White 61%
% NH Black 4%
% Asian/Pac.Isl. 13%
Total 16,076
% Latino est. 18%
% Spanish-Surnamed 16%
% Asian-Surnamed 7%
% Filipino-Surnamed 1%
% NH White est. 69%
% NH Black 5%
Total 9,524
% Latino est. 15%
% Spanish-Surnamed 13%
% Asian-Surnamed 5%
% Filipino-Surnamed 1%
% NH White est. 74%
% NH Black 5%
Total 13,834
% Latino est. 15%
% Spanish-Surnamed 14%
% Asian-Surnamed 6%
% Filipino-Surnamed 1%
% NH White est. 74%
% NH Black est. 3%
ACS Pop. Est. Total 24,500
age0-19 32%
age20-60 48%
age60plus 20%
immigrants 13%
naturalized 69%
english 77%
spanish 10%
asian-lang 7%
other lang 7%
Language Fluency Speaks Eng. "Less than Very Well" 7%
hs-grad 45%
bachelor 30%
graduatedegree 20%
Child in Household child-under18 44%
Pct of Pop. Age 16+ employed 61%
income 0-25k 5%
income 25-50k 7%
income 50-75k 8%
income 75-200k 51%
income 200k-plus 29%
single family 92%
multi-family 8%
rented 19%
owned 81%
Total population data from the 2020 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

Latino voter registration and turnout data are Spanish-surname counts adjusted using Census Population Department undercount estimates. NH White and NH Black registration and turnout counts estimated by NDC. Citizen Voting Age Pop., Age, Immigration, and other demographics from the 2018-2022 5-year American Community Survey and Special Tabulation data.
2 24,522
430

1.78%
30%
44%
3%
19%
15,834
28%
52%
4%
15%
15,597
28%
25%
7%
2%
58%
4%
8,155
24%
21%
5%
2%
64%
5%
12,247
25%
23%
6%
2%
66%
2%
25,374
33%
49%
18%
14%
57%
77%
11%
7%
5%
6%
54%
24%
14%
47%
64%
5%
10%
11%
55%
18%
99%
1%
12%
88%
3 23,852
-240
-1.00%
25%
51%
3%
17%
15,764
23%
57%
4%
16%
14,834
22%
20%
7%
2%
66%
3%
8,482
19%
17%
5%
1%
72%
4%
12,645
19%
18%
6%
1%
72%
2%
23,613
32%
51%
18%
13%
78%
78%
7%
10%
5%
5%
54%
26%
14%
44%
62%
5%
8%
11%
54%
22%
93%
7%
20%
80%
4 23,990
-102
-0.42%
34%
50%
3%
8%
15,734
31%
61%
3%
4%
13,938
28%
25%
3%
1%
65%
3%
7,161
21%
19%
2%
1%
72%
3%
11,420
24%
23%
2%
1%
71%
3%
23,621
29%
51%
20%
11%
52%
77%
18%
4%
2%
9%
60%
17%
11%
33%
63%
11%
28%
17%
37%
7%
63%
37%
52%
48%
5 24,394
302

1.25%
42%
39%
4%
10%
16,068
38%
47%
4%
10%
12,210
35%
32%
3%
1%
56%
4%
5,146
27%
25%
3%
1%
64%
4%
9,572
31%
29%
2%
1%
63%
4%
23,406
28%
55%
17%
11%
53%
73%
20%
6%
1%
8%
68%
14%
5%
34%
60%
19%
17%
23%
37%
3%
59%
41%
58%
42%
Total
120,461
819

3.40%
31%
48%
3%
14%
79,591
28%
56%
4%
12%
72,655
26%
23%
6%
1%
63%
4%
38,468
20%
18%
4%
1%
70%
4%
59,718
22%
21%
5%
1%
70%
3%
120,514
31%
51%
18%
12%
62%
76%
13%
7%
4%
7%
56%
22%
13%
40%
62%
9%
15%
14%
46%
15%
80%
20%
34%
66%
01/30/2025 19:33 Page 1 of 1
Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2022)
Voter Turnout
(Nov 2022)
Voter Turnout
(Nov 2020)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats
19 AGENDA ITEM NO. 1.

Attachment 3
City of Clovis
1033 Fifth Street
Clovis, CA 93612

**PLEASE POST**

NOTICE OF PUBLIC HEARING

The City of Clovis will hold a public hearing on February 11, 2025, to gather public input on “draft” election district maps.

The City Council of the City of Clovis is currently elected under an “at -large” election system, where Council members are elected by voters of the entire City. On October 7, 2024 , the Council approved beginning the process to establish district-based elections beginning in 2026 in response to a threat of litigation related to the City’s current at -large election system. In a district-based election system, each Council member must reside within the designated election district boundary and is elected only by the voters in that district. The Council has published “draft” district maps for the City Council’s and public’s consideration. The maps are available for viewing at the City’s website:
https://cityofclovis.com/government/city-clerk/districts/.

On February 11, 2025, the City Council will hold a third public hearing to gather public input on the “draft” election district maps in accordance with Elections Code section 10010.

The public hearing is scheduled as follows:

DATE TIME LOCATION
Tuesday,
February 11, 2025
6:03 p.m. or as
soon thereafter as
possible
City of Clovis City Council’s
Council Chamber
1033 Fifth Street
Clovis, CA 93612

The public is invited to participate and make comments during the public hearing. If you have any questions regarding this public hearing, please contact Briana Parra, City Clerk , at 559-324-2060 or [email protected].

20 AGENDA ITEM NO. 1.

PRELIMINARY - SUBJECT TO APPROVAL

Page 1 of 4 ends

CLOVIS CITY COUNCIL MEETING

February 4, 2025 6:00 P.M. Council Chamber

Meeting called to order by Mayor Mouanoutoua at 6:00
Flag Salute led by Councilmember Pearce

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

PUBLIC COMMENTS – 6:01

Nathan Wensko, a professor at Clovis Community College, invited the Council to the Speech Gala on Thursday, February 6, 2025, at 5 p.m.

John Gerardi, a resident, expressed support for the City of Clovis declaring itself a non-sanctuary city and recommended that the City Council explore legal avenues to oppose sanctuary policies.

Don Watkin, a resident, also voiced support for the City of Clovis becoming a non -sanctuary city and suggested the City Council consider partnering with other cities, such as Huntington Beach.

Eric Rollins, a resident, spoke in favor of the City of Clovis declaring itself a non -sanctuary city and urged the Council to stand with Huntington Beach.

Randy Hecker, a resident, supported the City of Clovis becoming a non-sanctuary city.

Josh, a resident, advocated for Clovis to be declared a non -sanctuary city and suggested the Council align with other cities, such as Huntington Beach.

Niel Styler, a resident, voiced his support for the City o f Clovis to become a non -sanctuary city and encouraged the Council to seek support from the Trump administration.

Chris Thompson, representing Fresno TNR, urged the City Council to explore policies for pets left behind after an owner's passing.

Jenny Krens, a resident, spoke in opposition to placing a non-sanctuary resolution on the agenda.

Blanca, a resident and immigrant from Chihuahua, Mexico, expressed her support for the non - sanctuary resolution.

Tracy Borne, a resident, opposed designating the City of Clovis as a non-sanctuary city.

21 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

Page 2 of 4 ends

Joe Hebert, a resident, spoke against the sanctuary city measure, suggesting the Council focus on more pressing issues for the community.

Steven Trevino, resident, s hared his experience working with immigrants and suggested more local representation at events like the Martin Luther King Celebration.

Peggy, resident spoke in support for the City of Clovis becoming a non-sanctuary city.

Mayor Mouanoutoua noted for the record there were 14 written comments regarding the sanctuary city issue and 39 written comments related to the Animal Control issue.

CONSENT CALENDAR – 6:43

Upon call, there was no public comment.

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

1. Administration - Approval - Minutes from the January 21, 2025, Council Meeting.

2. General Services – Approval – Res. 25-09, Amending the City’s FY 2024 -2025 Position Allocation Plan by adding one (1) Deputy Fire Chief Position within the Fire Department.

3. Planning and Development Services – Approval – Res. 25-10, A request authorizing the City Manager to execute a consultant service agreement between the City of Clovis and FCS International, Inc. for the preparation of a revised environmental impact report and related services associated with ±952 acres of property located north of Shepherd Avenue, between Sunnyside Avenue and the Big Dry Creek Reservoir.

4. Planning and Development Services - Approval – Res. 25 -11, Amending the Fresno Metropolitan Flood Control District (FMFCD) Schedule of Drainage Costs and Fees for 2025-2026.

5. Public Utilities – Approval – Final Acceptance for CIP 23-18, Letterman Dog Park, with a Final Contract Cost of $169,922.54.

6. Public Utilities – Approval – Waive Formal Bidding Requirements and Authorize the Purchase of Two (2) Refuse Automated Side -Loading Bodies from AMREP, INC. Using the Sourcewell Purchasing Contract in the Total Amount of $372,958, Including Installation.

ADMINISTRATIVE ITEMS – 6:44

6:44 ITEM 7 - CONSIDER ADOPTION – ORD. 25 -01, AN ORDINANCE REPEA LING ORDINANCE 24-16 AMENDING SECTION 2.1.01 OF CHAPTER 2 OF TITL E 2 OF THE

CLOVIS MUNICIPAL CODE RELATING TO CITY COUNCIL MEETING DAY AND TIM E ADOPTED ON NOVEMBER 12, 2024. (VOTE: 3 -2 WITH MAYOR PRO TEM PEARCE AND COUNCILMEMBER BESSINGER VOTING NO).

Upon call, there was no public comment.

22 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

Page 3 of 4 ends

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

Motion carried 3-2 vote, with Councilmember Bessinger and Mayor Pro Tem voting no.

6:46 ITEM 8 - CONSIDER APPROVAL – AWARD RECYCLING AND ORGANIC MATERIAL

COLLECTION, PROCESSI NG, AND MARKETING SE RVICES AGREEMENT TO MID VALLEY DISPOSAL; AND AUTHORIZE THE CITY MANAGER TO EXECUTE T HE AGREEMENT ON BEHALF OF THE CITY.

Joseph Kalpakoff, Managing Member of Mid -Valley Disposal, addressed the Council's questions and concerns.

Mr. Lazano, a Republic Services employee, spoke in f avor of continuing services with Republic Services, emphasizing the company’s tradition of keeping the city clean.

Tony Sandavol, a Republic Services employee, discussed the potential job losses at Republic Services and supported continuing services with the company for the City of Clovis.

Jerry Mendez, a Republic Services employee, expressed concerns about the upcoming contract changes and the impact on the 22 employees who could lose their jobs and benefits.

Patricia Herrera, Operations Manager for Republic Services in Fresno, spoke about the company’s long-standing history of service in Clovis.

Ashlee Cawley, Municipal Manager for Republic Services in Clovis, addressed the Council regarding pricing, service reliability, and their commitment to Clovis.

Steve Sharp, President of Teamsters Local 431, spoke in support of Republic Services workers.

German Hernandez, General Manager for Republic Services, discussed the company’s safety priorities.

Moses Perez, a Republic Services employee, shared his p ersonal experience working for Republic Services and expressed his desire to continue serving the community.

Richard Caglia, with Caglia Environmental, highlighted the company’s experience in other cities, their customer service, and addressed concerns re garding commercial business right-sizing.

Keith Hester, General Manager with Caglia Environmental, spoke about his 40 years of industry experience and expressed support for a contract with Caglia Environmental. 23 AGENDA ITEM NO. 2.

PRELIMINARY - SUBJECT TO APPROVAL

Page 4 of 4 ends

The council discussed the need for more inf ormation on the commercial proposals, expressing a desire to see all three bi ds to ensure a well -informed decision. The Council discussed the possibility of approving the residential contract while delaying the commercial contract decision.

Motion to continue the matter to the next City Council meeting and direct staff to provide the Council with copies of the remaining two Requests for Proposals, and to make them public, by Councilmember Ashbeck, seconded by Councilmember Bessinger . Motion carried by unanimous vote.

9:32 ITEM 9 - RECEIVE AND FILE – POLICE DEPARTMENT UPDATE.

Motion by Councilmember Ashbeck, seconded by Councilmember Bessinger, that the matter be continued to a date uncertain. Motion carried by unanimous vote.

9:32 ITEM 10 - RECEIVE AND FILE – FIRE DEPARTMENT UPDATE.

Motion by Councilmember Ashbeck, seconded by Councilmember Bessinger, that the matter be continued to a date uncertain. Motion carried by unanimous vote.

CITY MANAGER COMMENTS – 9:32

City Manager Haussler announced the launch of the "Eat Local" program, which supports local restaurants by offering gift cards to those who dine in Clovis. He also highlighted the soft opening at Letterman Park, welcomed Assistant City Manager Paul A rmendariz, and mentioned the upcoming Department budget overview.

COUNCIL COMMENTS – 9:34

None.

ADJOURNMENT

Mayor Mouanoutoua adjourned the meeting of the Council to February 11, 2025.

Meeting adjourned: 9:57 p.m.

______________________________ ________________________________ Mayor City Clerk
24 AGENDA ITEM NO. 2.

TO: Mayor and City Council
FROM: Administration
DATE: February 11, 2024
SUBJECT: Administration – Receive and File – Economic Development Corporation Serving Fresno County Quarterly Report, Q2 October - December 2024.

ATTACHMENTS: 1. EDC Quarter 2 Report, October - December 2024

RECOMMENDATION
That the City Council receive and file the Quarter 2 Report, October – December 2024, from the Economic Development Corporation serving Fresno County.

EXECUTIVE SUMMARY
The Economic Development Corporation serving Fresno County (EDC) has submitted their Quarter 2 Report of activities for the City Council to receive and file, as required per the 2024 - 2025 Agreement with the City.

BACKGROUND
In September 2024, the City of Clovis and the EDC entered into a contract for the 2024 -2025 fiscal year to provide regional marketing and business services to Clovis businesses. The contract provides for $40,000 in baseline funding and provides $10,000 for focused outreach and project support for the City of Clovis in developing the Five Year Comprehensive Economic Development Strategy plan update. This allows Clovis to be part of a regional effort in attracting commercial and industrial business es to Clovis. Attached is a report detailing the progress of their activities to provide information to industrial/commercial representatives not currently located in Clovis for recruiting purposes, and to continue to assist existing Clovis businesses with informational and/or technical assistance to access statewide business support programs.

FISCAL IMPACT
The City will forward the Quarter 2 installment payment to EDC. The funds were budgeted in the fiscal year budget.

REASON FOR RECOMMENDATION
The attached report meets the requirements established in the 2024-2025 Agreement between the EDC and the City of Clovis.
25 AGENDA ITEM NO. 3.

ACTIONS FOLLOWING APPROVAL
Staff will file the report and send payment to the EDC.

CONFLICT OF INTEREST
None.

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

Reviewed by: City Manager AH

26 AGENDA ITEM NO. 3.

FRESNO COUNTY ECONOMIC

DEVELOPMENT CORPORATION
2024 Year in Review
Attachment 1
27 AGENDA ITEM NO. 3.

FRESNO COUNTY EDC | 2024 Year in Review
2 BY THE NUMBERS
12 $ 200,000+
NEO Wage Reimbursements to Clovis Businesses
New and Renewed
NEO Employers
27 New Business
Leads
NEO Job
Placements
$ 1,000,000+
Projected 5-Year PG&E EDR savings supported

TRANSITION IN LEADERSHIP
The Fresno County EDC would like to congratulate
Vong Mouanoutoua for taking over the
gavel as Mayor of Clovis, Diane Pearce for becoming
Mayor Pro Tempore, and Andrew Haussler on being
named City Manager.

We would also like to extend a heartfelt thank you to
Lynne Ashbeck for her exceptional service to the city
as Mayor and John Holt for his service as City
Manager
.

We are grateful for your dedication to our community
and look forward to continued partnership.
79 30
Clients Served
28 AGENDA ITEM NO. 3.

FRESNO COUNTY EDC | 2024 Year in Review
3 BUSINESS ATTRACTIONBUSINESS ATTRACTION
SEMICON West 2024SEMICON West 2024
Fresno County EDC, along with the City of Clovis, City of Fresno, and Fresno State, exhibited at SEMICON West in San Francisco. Representatives from each team were able to interface with various companies involved in the supply chain ecosystem of semiconductors; EDC is coordinating efforts to follow up with promising leads from the tradeshow.

Representatives from SEMI and local partners conducted a signing of the MOU discussed in February. This partnership between SEMI and local partners aims to drive development of the semiconductor supply chain in Fresno County.

WORKFORCEWORKFORCE

HEALTHCARE SECTOR PARTNERSHIP & HEALTHCARE SECTOR PARTNERSHIP &

POTENTIAL TRAINING DEVELOPMENTPOTENTIAL TRAINING DEVELOPMENT In partnership with Mayor Pro Tem Vong Mouanoutoua, EDC staff met with executive representatives of a large medical provider to discuss potential training pathways for CNA’s, LVN’s and other in-demand occupations utilizing the New Employment Opportunities, and potentially, Good Jobs Challenge pro- grams. This will mark the first healthcare pathway once launched.

CLIENTS SERVED
• 13 Prime Steak
• 2 Hands Corn Dogs
• 84 Lumber
• A Mind Above, A Professional
Psychology Corporation
• A1 Lock and Key
• Accelerated Urgent Care (Clovis)
• Accounting America
• Action Equipment & Event Rentals
• Affordable Site Model
• All Signs
• Alpha Pro Scooters
• AMA Management, Inc.
• Ano-Tech Metal Finishing Inc.
• Aquatic Pets and Reptiles
• Backyard Social Club
• Beard Papas
• Best Western Clovis Cole
• Big Bear Apparel
• Braswell
• Burning Sun Brewing Company
• Cabinet Connection
• CALBEC Group
• Casa Maria’s
• Circle Automotive
• City of Clovis
• Clovis Ace Hardware
• Clovis Appliance
• Clovis Auto Shop
• Clovis Floral & Cafe
• Clovis Sports Cards & Collectibles
• Clovis Stationery & Office Supplies, Inc.
• Clovis Stone Masonry &
Landscape Supply
• Club Cleaners
• Colton’s Social House
• Community Medical Centers
• Contech Concrete Techniques, Inc
• Country Rose II Antiques & Accents
• Courtyard Fresno Clovis
• Cozy Cottage Antiques
• Crow and Wolf Brewing Company
• Denny’s #9549
• Diciccos
• Elite Landscape Construction
• Elite Landscaping
• Elite Team Offices, Inc
• Epic Games2Go Game Trailer
• Eureka
• Excel Sign Company
• Facelogic Spa
• Fifth Street Antiques
• Focused Resources
• Gilbert K. Moran, M.D. F.A.C.O.G. INC.
• Gottschalk Music Center
• Happy Growing Landscaping
• High Performance Academy
• House of JuJu
• IDLS Sierra Avenue, LLC dba
Magnolia Crossing, LLC
• Mark’s Chevron
• Monkey Dog Coffee
• Neighbors
• Old Town Auto Glass
• Once Upon A Time Gifts & Antiques
• Paul Halajian Architects
• PC Solutions
• PR Farms
• Ramen Hayashi
• Rodeo Coffee Shop
• S&G Collision Center
• Sassano’s Mens Wear
• SheraChic Boutique
• Showroom Doctor Z Inc
• Sierra Cleaners
• SMS Services Inc.
• The Craft House
• Valley Chrome Plating Inc.
• Valley Community Small Business
Development Center (SBDC)
• Waterhouse Animal Hospital
• Wawona Frozen Foods
• Yolked Kitchen
29 AGENDA ITEM NO. 3.

TO: Mayor and City Council
FROM: Finance Department
DATE: February 11, 2025
SUBJECT: Finance – Receive and File – Investment Report for the Month of July 2024.

ATTACHMENTS: 1. Distribution of Investments

2. Monthly Investment Transactions

3. Certificates of Deposit

4. Municipal Securities

5. Corporate Securities

6. Graph of July 31, 2024 Treasury Rates

EXECUTIVE SUMMARY
Attached is the Investment Report for the month of July 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 inves tment 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 July 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 July 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.
30 AGENDA ITEM NO. 4.

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 3.72%. 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 9% of the Treasury bill rate.

The Finance Department began investing in corporate securities in February 2024 to provide additional diversification and yield to the portfolio. 2 corporate securities totaling $ 4,000,000 were purchased this month at an aggregate yield of 4.51%, which is roughly 31 basis points higher than current yields on 5-year Treasury bonds.

In accordance with the Investment Policy, the inves tment period on each investment is up to three years and can be extended to five years with the City Manager’s approval. As of July 2024, the average investment life of the City’s investment portfolio is 1.95 years.

Current Investment Environment and Philosophy

During the month of July 2024, the federal funds rate remained at 5.25% -5.50%. On July 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 CDs are held by U.S. Bank, a third-party custodian. Non-negotiable CDs are held in the City’s safe.

Purchases and Maturities

• 0 government securities were purchased.
• 0 government securities matured.
• 3 certificates of deposit totaling $750,000 were purchased. • 2 certificates of deposit totaling $500,000 matured.
• 0 municipal securities were purchased.
• 0 municipal securities were called or matured.
• 2 corporate securities totaling $4,000,000 were purchased. • 0 corporate securities were called or matured.

31 AGENDA ITEM NO. 4.

Market Environment

• During July, the federal funds rate remained at 5.25%-5.50%. • On July 31, the yield curve decreased from 3 -month to 10-year notes. See Attachment 6, Graph of Treasury Rates on July 31, 2024.

CONFLICT OF INTEREST
None.

Prepared by: Susan Evans, Deputy Finance Director

Reviewed by: City Manager AH

32 AGENDA ITEM NO. 4.
33 AGENDA ITEM NO. 4.
34 AGENDA ITEM NO. 4.
35 AGENDA ITEM NO. 4.
36 AGENDA ITEM NO. 4.
37 AGENDA ITEM NO. 4.
38 AGENDA ITEM NO. 4.
39 AGENDA ITEM NO. 4.

TO: Mayor and City Council
FROM: Finance Department
DATE: February 11, 2025
SUBJECT: Finance – Receive and File – Treasurer’s Report for the Month of July 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 July 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 July 31, 2024.

CONFLICT OF INTEREST
None.

Prepared by: Susan Evans, Deputy Finance Director

Reviewed by: City Manager AH
40 AGENDA ITEM NO. 5.
41 AGENDA ITEM NO. 5.
42 AGENDA ITEM NO. 5.
43 AGENDA ITEM NO. 5.
44 AGENDA ITEM NO. 5.
45 AGENDA ITEM NO. 5.

TO: Mayor and City Council
FROM: Finance Department
DATE: February 11, 2025
SUBJECT: Finance – Receive and File – Investment Report for the Month of August 2024.

ATTACHMENTS: 1. Distribution of Investments

2. Monthly Investment Transactions

3. Certificates of Deposit

4. Municipal Securities

5. Corporate Securities

6. Graph of August 31, 2024 Treasury Rates

EXECUTIVE SUMMARY
Attached is the Investment Report for the month of August 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 t he 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 August 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 August 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.

3. Sufficient liquidity is maintained to provide a source for anticipated financial obligations as they become due.
46 AGENDA ITEM NO. 6.

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 governmen t 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 annu alized 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. 40%. The rate of return for the City of Clovis portfolio is 3.68%. 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 8% of the Treasury bill rate.

The Finance Department began investing in corporate securities in February 2024 to provide additional diversification and yield to the portfolio. 1 corporate security totaling $2,000,000 were purchased this month at an aggregate yield of 4.35%, which is roughly 67 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 August 2024, the average investment life of the City’s investment portfolio is 1.98 years.

Current Investment Environment and Philosophy

During the month of August 2024, the federal funds rate remained at 5.25%-5.50%. On August 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. Negot iable CDs are held by U.S. Bank, a third-party custodian. Non-negotiable CDs are held in the City’s safe.

Purchases and Maturities

• 0 government securities were purchased.
• 0 government securities matured.
• 1 certificate of deposit totaling $250,000 was purchased. • 1 certificate of deposit totaling $250,000 matured.
• 0 municipal securities were purchased.
• 1 municipal security totaling $440,000 was called or matured. • 1 corporate security totaling $2,000,000 was purchased. • 0 corporate securities were called or matured.

47 AGENDA ITEM NO. 6.

Market Environment

• During August, the federal funds rate remained at 5.25%-5.50%. • On August 31, the yield curve decreased from 3-month to 10-year notes. See Attachment 6, Graph of Treasury Rates on August 31, 2024.

CONFLICT OF INTEREST
None.

Prepared by: Susan Evans, Deputy Finance Director

Reviewed by: City Manager AH

48 AGENDA ITEM NO. 6.

STATED

DAYS TO

MATURITY

NET BOOK MARKET YIELD TO INTEREST INVEST MATURIT Y FROM COST VALUE VALUE * MATURIT Y RATE DATE DATE 8/31/2024

GOV'T SECURITIES
FHLB 4,969,000 4,995,847 4,957,900 1.274% 1.050% 01/20/22 11/15/24 76 FHLB 1,595,506 1,702,061 1,708,992 4.515% 0.500% 11/16/22 12/30/24 121 FNMA 1,857,400 1,951,589 1,961,260 4.415% 0.500% 03/23/23 02/24/25 177 FNMA 930,300 976,273 978,010 4.338% 0.520% 03/23/23 02/25/25 178 FHLB 932,200 976,793 979,400 4.328% 0.625% 03/23/23 02/27/25 180 FHLB 3,980,000 3,995,566 3,938,760 1.922% 1.750% 02/28/22 02/28/25 181 FHLB 4,000,000 4,000,000 3,951,640 2.750% 2.750% 04/25/22 04/25/25 237 FAMCMTN 3,947,600 3,984,399 3,862,800 1.121% 0.750% 12/16/21 07/28/25 331 FHLB 5,000,000 5,000,000 4,948,950 3.600% 3.600% 08/30/22 08/28/25 362 FAMCMTN 4,948,500 4,984,279 4,816,250 0.869% 0.600% 10/14/21 09/08/25 373 FHLB 871,150 907,196 906,357 3.886% 0.500% 04/26/23 11/25/25 451 FHLB 4,963,000 4,986,477 4,746,950 0.750% 0.580% 09/08/21 02/11/26 529 FHLB 3,922,000 3,969,228 3,802,320 1.229% 0.750% 12/16/21 02/24/26 542 FHLB 2,751,000 2,849,879 2,848,380 3.916% 0.790% 05/17/23 03/16/26 562 FFCB 4,967,500 4,985,276 4,689,550 1.075% 0.940% 10/14/21 09/28/26 758 FHLB 3,649,200 3,811,517 3,761,120 3.342% 1.150% 06/29/22 10/28/26 788 FHLB 5,988,000 5,994,237 5,642,760 1.291% 1.250% 11/24/21 11/24/26 815 FHLB 5,127,757 5,063,951 4,807,950 1.580% 2.125% 01/20/22 12/11/26 832 FHLB 4,043,250 4,239,805 4,170,984 3.397% 1.020% 06/29/22 02/24/27 907 FHLB 4,550,000 4,736,047 4,659,171 3.173% 1.020% 08/17/22 02/24/27 907 FHLB 3,695,200 3,834,935 3,863,004 2.564% 0.900% 03/31/22 02/26/27 909 FHLB 6,072,400 5,289,315 5,328,029 3.737% 0.900% 01/19/23 02/26/27 909 FHLB 5,247,000 6,328,687 6,375,008 4.329% 0.900% 02/16/23 02/26/27 909 FHLB 5,050,770 5,502,949 5,294,730 3.971% 1.000% 12/14/22 02/26/27 909 FHLB 4,000,000 4,000,000 3,843,000 2.375% 2.375% 03/08/22 03/08/27 919 FFCB 5,160,000 5,377,363 5,387,460 3.996% 0.830% 03/23/23 02/22/28 1,270 FHLB 355,160 360,066 363,260 4.123% 1.125% 01/18/24 02/25/28 1,273 FFCB 2,123,750 2,188,163 2,256,650 4.812% 1.000% 09/27/23 03/02/28 1,279 FHLB 1,893,209 1,949,320 2,027,347 5.018% 1.000% 10/18/23 03/10/28 1,287 FHLB 3,124,500 3,095,427 3,063,570 3.553% 4.500% 05/17/23 03/10/28 1,287 FFCB 626,780 634,654 639,366 4.121% 1.370% 01/18/04 03/22/28 1,299 FFCB 6,102,000 6,077,925 6,017,520 3.501% 3.875% 04/26/23 04/25/28 1,333 FFCB 5,354,250 5,385,611 5,417,445 4.349% 3.740% 06/14/23 04/27/28 1,335 FFCB 2,955,000 2,963,816 2,999,970 4.814% 4.470% 07/12/23 06/22/28 1,391 FFCB 2,641,500 2,683,006 2,704,170 4.130% 1.230% 12/20/23 07/13/28 1,412 FHLMC 853,500 872,965 895,770 4.601% 1.100% 11/15/23 07/27/28 1,426 FNMA 848,800 868,878 892,140 4.613% 1.000% 11/15/23 07/28/28 1,427 FHLB 882,500 895,927 901,910 4.117% 1.300% 12/20/23 08/04/28 1,434 FHLB 2,981,700 2,984,322 3,105,300 4.892% 4.750% 10/18/23 09/08/28 1,469 FHLMC 842,300 862,276 886,390 4.614% 1.000% 11/15/23 10/19/28 1,510 SECURITIES TOTAL 133,803,681$ 136,266,024 $ 134,401,543 $ LAIF 57,959,324$ 57,959,324 $
Municipal Issuance 56,954,370$ 56,748,450 $
Corporate Securities 35,830,493$ 36,476,220 $
Sweep Account (Union Bank) 12,462,171$ 12,462,171 $ TOTAL CD'S 32,500,000$ 32,668,768 $
TOTAL INVESTMENTS 331,972,382$ 330,716,475 $
* Market values for securities obtained from US Bank.

City of Clovis
Distribution of Investments
As of August 31, 2024
ATTACHMENT 1
49 AGENDA ITEM NO. 6.

Activity Maturity
Institution Description Activit y Amount Market Value Rate Date Date Citibank NA Corp Purchase 2,000,000 2,043,000 4.838% 08/15/24 08/06/29 Generations Cmnty Fed Cr Un CD Purchase 250,000 250,000 4.000% 08/21/24 08/23/27 Santa Ana College Impt Mun Iss. Maturity 440,000 439,868 0.644% 08/01/24 08/01/24 Connex Cr Un CD Maturity 250,000 250,000 3.500% 08/14/24 08/14/24

PORTFOLIO DATA
Current Month (08/24)
Book Market
CD'S 32,500,000 $ 32,668,768 $
Gov't Securities* 136,266,024 134,401,543
Municipal Securities 56,954,370 56,748,450
Corporate Securities 35,830,493 36,476,220
LAIF 57,959,324 57,959,324
Sweep Account (Union Bank) 12,462,171 12,462,171
TOTAL 331,972,382 $ 330,716,475 $
Prior Month (07/24)
Three Months Previous (05/24)
Book Market Book Market
CD'S 32,500,000 $ 32,434,510 $ CD'S $32,000,000 $31,646,538 Gov't Securities* 136,266,024 133,445,075 Gov't Securities* 141,808,163 137,255,049 Municipal Securities 57,394,238 56,672,436 Municipal Securities 57,132,240 55,727,322 Corporate Securities 33,787,493 34,158,720 Corporate Securities 23,816,029 23,618,720 LAIF 57,959,324 57,959,324 LAIF 57,312,667 57,312,667
Sweep Account (Union Bank) 13,547,446 13,547,446 Sweep Account (Union Bank) 29,051,998 29,051,998 TOTAL 331,454,525 $ 328,217,511 $ TOTAL $341,121,097 334,612,294 $ Six Months Previous (02/24)
One Year Previous (08/23)
Book Market Book Market
CD'S $30,495,000 $30,328,869 CD'S $26,245,000 $25,537,294 Gov't Securities* 155,350,042 150,873,470 Gov't Securities* 140,516,837 134,028,857 Municipal Securities 57,130,672 55,970,997 Municipal Securities 55,388,719 53,687,790 Corporate Securities 5,935,200 5,887,560 Corporate Securities - - LAIF 56,706,769 56,706,769 LAIF 55,589,725 55,589,725
Sweep Account (Union Bank) 13,082,312 13,082,312 Sweep Account (Union Bank) 19,571,681 19,571,681 TOTAL 318,699,995 $ 312,849,977 $ TOTAL 297,311,962 $ 288,415,347 $ *Adjusted Quarterly for Premium/Discount Amortization
As of August 31, 2024
Monthly Investment Transactions
City of Clovis
ATTACHMENT 2
50 AGENDA ITEM NO. 6.
51 AGENDA ITEM NO. 6.
52 AGENDA ITEM NO. 6.

MARKET INTEREST INVEST MATURITY MATURITY FROM INTEREST
Municipal Securities COST PRICE RATE DATE DATE 08/31/24 FREQUENCY University CA Rev Bond 992,459 987,610 4.350% 09/15/22 05/15/25 257 QUARTERLY Antelope Valley CA Ref Bond 743,092 731,138 1.767% 05/12/22 08/01/25 335 QUARTERLY Chabot Las Positas Cmnty Clg Bond 1,458,584 1,441,650 0.880% 04/29/22 08/01/25 335 QUARTERLY Foothill De Anza Bond 806,471 807,662 0.906% 03/24/23 08/01/25 335 QUARTERLY San Dieguito High School Ref Bond 971,826 973,310 1.661% 10/13/22 08/01/25 335 QUARTERLY Santa Ana CCD Ref Bond 243,755 241,523 0.744% 05/12/22 08/01/25 335 QUARTERLY Orange County Water Dist Ref Bond 877,849 878,490 2.095% 10/13/22 08/15/25 349 QUARTERLY San Jose CA Txble Ser B 2,303,839 2,305,992 2.450% 10/13/22 09/01/25 366 QUARTERLY Los Angeles CA USD Ref Bond 1,004,328 954,190 1.455% 11/15/21 07/01/26 669 QUARTERLY Chabot Las Positas Cmnty Clg CA 3,364,719 3,310,753 1.080% 07/27/22 08/01/26 700 QUARTERLY Chaffey CA High School Ref Bond 1,532,651 1,515,468 2.475% 06/30/22 08/01/26 700 QUARTERLY Huntington Beach HS Dist Ref Bond 3,192,603 3,120,812 1.208% 04/29/22 08/01/26 700 QUARTERLY Placentia Yorba USD Ref Bond 1,069,014 1,047,307 1.070% 05/31/22 08/01/26 700 QUARTERLY San Diego CA Cmnty Ref Bond 462,515 453,536 2.299% 04/29/22 08/01/26 700 QUARTERLY San Ramon Valley CA USD Ref Bond 2,125,000 2,012,056 1.147% 11/03/21 08/01/26 700 QUARTERLY Sonoma Cnty Jr College Ref Bond 1,957,536 1,933,540 2.447% 06/30/22 08/01/26 700 QUARTERLY San Diego CA Pub Facs Ref Bond 1,569,664 1,543,783 1.812% 08/18/22 10/15/26 775 QUARTERLY CA ST Univ Rev Ref Bond 2,322,478 2,342,975 1.142% 02/17/23 11/01/26 792 QUARTERLY El Dorado CA Irr Dist Ref Bond 1,124,965 1,104,794 1.687% 08/18/22 03/01/27 912 QUARTERLY Rancho Santiago Cmnty Clg 304,540 307,168 1.106% 11/17/22 03/01/27 912 QUARTERLY University Gen Rev Bond 2,187,091 2,216,094 1.316% 10/13/22 05/15/27 987 QUARTERLY El Monte Ca Ref Bond 551,215 556,332 1.326% 03/24/23 06/01/27 1,004 QUARTERLY Los Angeles CA Dept Wtr Ref Bond 2,082,541 2,064,520 5.516% 04/27/23 07/01/27 1,034 QUARTERLY Colton CA Jt Uni Sch 974,611 980,055 1.603% 11/17/22 08/01/27 1,065 QUARTERLY Contra Costa Ref Bond 837,679 832,718 2.163% 09/15/22 08/01/27 1,065 QUARTERLY Corona Norco Ref Bond 231,190 237,478 2.297% 09/28/23 08/01/27 1,065 QUARTERLY Foothill De Anza CCD 497,173 501,568 1.473% 12/15/22 08/01/27 1,065 QUARTERLY Fremont CA Uni Sch Dist 1,090,329 1,012,088 1.113% 11/17/22 08/01/27 1,065 QUARTERLY Fremont CA USD Ref Bond 1,009,562 1,076,388 2.000% 05/31/22 08/01/27 1,065 QUARTERLY Marin CA Cmnty Clg Dist 323,283 327,704 3.330% 11/17/22 08/01/27 1,065 QUARTERLY Mount San Antonio Cmnty Clg 257,292 261,616 1.139% 11/17/22 08/01/27 1,065 QUARTERLY Mount San Antonio Ref Bond 379,835 384,851 2.329% 10/13/22 08/01/27 1,065 QUARTERLY Saddleback VY Uni Ref Bond 2,922,090 2,860,470 2.400% 08/10/22 08/01/27 1,065 QUARTERLY San Diego CA Com CD 559,330 562,984 2.407% 12/15/22 08/01/27 1,065 QUARTERLY San Ramon Valley Ref Bond 1,337,475 1,337,578 3.415% 09/15/22 08/01/27 1,065 QUARTERLY Santa Monica Cmnty Clg Ref Bond 987,154 981,880 3.050% 09/15/22 08/01/27 1,065 QUARTERLY Sierra CA Cmnty Clg Dist 421,411 428,163 1.129% 11/17/22 08/01/27 1,065 QUARTERLY William Hart CA Un High 180,976 183,366 1.174% 11/17/22 08/01/27 1,065 QUARTERLY San Jose CA Txble Ser B 860,087 872,353 2.600% 10/13/22 09/01/27 1,096 QUARTERLY Soquel Creek Cnty Ref Bond 495,577 498,168 1.445% 05/18/23 03/01/28 1,278 QUARTERLY Gardena Calif Pension Oblig 913,667 948,570 2.663% 10/19/23 04/01/28 1,309 QUARTERLY Beverly Hills Ref Bond 571,623 577,488 1.514% 06/15/23 06/01/28 1,370 QUARTERLY California Health FACS 718,999 738,013 3.378% 11/16/23 06/01/28 1,370 QUARTERLY Alameda Cnty Calif 521,792 532,084 3.519% 03/21/24 08/01/28 1,431 QUARTERLY Desert CA Cmnty College 916,424 927,560 2.023% 01/19/24 08/01/28 1,431 QUARTERLY Long Beach Calif Cmnty 671,881 684,076 2.337% 03/21/24 08/01/28 1,431 QUARTERLY Redondo Beach Ref Bond 587,838 608,567 1.430% 09/28/23 08/01/28 1,431 QUARTERLY San Ramon Valley CA Uni 1,631,146 1,675,092 1.670% 07/13/23 08/01/28 1,431 QUARTERLY Santa Ana College Impt 1,322,878 1,355,070 1.320% 07/13/23 08/01/28 1,431 QUARTERLY Santa Clarita CA Cmnty 899,475 909,380 1.563% 01/19/24 08/01/28 1,431 QUARTERLY William Hart CA High 893,674 901,210 1.429% 12/21/23 08/01/28 1,431 QUARTERLY Yosemite Calif Cmnty Clg 691,189 701,213 2.210% 12/21/23 08/01/28 1,431 QUARTERLY Mun. Securities TOTAL 56,954,370$ 56,748,450 $
Municipal Securities TOTAL 56,954,370$ 56,748,450 $
City of Clovis
Municipal Securities
As of August 31, 2024
ATTACHMENT 4
53 AGENDA ITEM NO. 6.
54 AGENDA ITEM NO. 6.
55 AGENDA ITEM NO. 6.

TO: Mayor and City Council
FROM: Finance Department
DATE: February 11, 2025
SUBJECT: Finance – Receive and File – Treasurer’s Report for the Month of August 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 August 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.

CONFLICT OF INTEREST
None.

Prepared by: Susan Evans, Deputy Finance Director

Reviewed by: City Manager AH

56 AGENDA ITEM NO. 7.
57 AGENDA ITEM NO. 7.
58 AGENDA ITEM NO. 7.
59 AGENDA ITEM NO. 7.
60 AGENDA ITEM NO. 7.
61 AGENDA ITEM NO. 7.

TO: Mayor and City Council
FROM: General Services
DATE: February 11, 2025
SUBJECT: General Services - Approval to Waive the City’s Usual Purchasing Requirements; and Authorize the City Manager to Approve the Purchase of Three (3) Ram Promaster and Four (4) Class C - Ford E450 for $1,207,372.80, Utilizing the California Association for Cooperative Transportation (CalACT) Competitive Bid Award.

ATTACHMENTS: 1. Vehicle Quote – RO Bus Sales

2. Vehicle Quote – Davey Coach

RECOMMENDATION
For the City Council to waive the usual purchasing requirements and authorize the City Manager to approve the purchase of three (3) Ram Promaster and four (4) Class C - Ford E450 for $1,207,372.80 utilizing the California Association for Coordinated Transportation (CalACT) competitive bid award.

EXECUTIVE SUMMARY
Staff recommends the purchase of three (3) Ram Promaster through RO Bus Sales and four (4) Class C - Ford E450 through Davey Coach. These vehicles will be replacements and additional vehicles to be used for Round Up and Stageline transit services . The purchase will aid in the delivery of transportation services to passengers using paratransit and fixed-route services. The cost of three Ram Promaster s is $511,830.12 and the cost of four Class C - Ford E450 is $695,542.68 for a total of $1,207,372.80. The costs for the buses, Promasters, and associated expenses will be paid through a combination of State Transit Assistance (STA) and Senate Bill 1 State of Good Repair (SB1 SGR) funds already received.

BACKGROUND
Clovis Transit will be purchasing replacement and additional vehicles in efforts to assist our growing community and demands for our paratransit and fixed route services.

In 2010, following the end of the Caltrans purchasing cooperative, CalACT created a purchasing cooperative administered by Basin Transit Authority to assist small and medium -sized transit agencies with vehicle procurements.
62 AGENDA ITEM NO. 8.

The CalACT purchasing cooperative awards bid positions in accordance with the Federal Transit Administration and California Department of Transportation regulations and has been audited by both agencies with no findings. The purchasing cooperative is also compliant with Buy America requirements. The purchase of transit vehicles requires technical expertise and a broad scope of knowledge of bus manufacturing concepts. By utilizing the cooperative and most recent agreement RFP No. 20 -01, Clovis Transit can purchase the vehicles our operation needs at a competitive cost for a 1.5% procurement fee.

Vehicle specifications and options were listed in the CalAC T request for proposal and the vendor’s proposals. These specifications meet or exceed our transit operation’s desired vehicle design and capacity. The Promasters are designed to hold up to seven (7) passengers or three (3) passengers using mobility devices.

Additionally, this purchase includes four (4) Class C - Ford E450 buses to replace vehicles that are far past their useful life and add more vehicles to the existing fleet. The Class C – Ford E450 has the capacity of twenty-one (21) passengers or fifteen (15) passengers with two (2) mobility devices.

FISCAL IMPACT
Adequate State Transit Assistance (STA) and SB1 State of Good Repair (SB1 SGR) funds are held in the City’s Transit fund account for the purchase of transit vehicles.

Pricing for the recommended purchase is as follows:

 Proposed three (3) Ram Promaster Minibuses including tax, options, and pro curement fee: $511,830.12.
 Proposed four (4) Class C - Ford E450 including tax, options, and procurement fee:
$695,542.68

Total: $1,207,372.80

Details regarding pricing are in the quotes from RO Bus Sales in Attachment 1 and Davey Coach in Attachment 2.

REASON FOR RECOMMENDATION
Clovis Transit vehicles have far surpassed their useful life. Clovis Transit’s fleet includes six (6) vehicles with an average mileage of 377,871 miles, with the highest at 392,097 miles . The vehicles selected for purchase performed well, and the Ram Promaster can be operated by drivers with a Class C license, thereby providing additional flexibility to operations staff to maintain service levels. Clovis Transit’s use of the CalACT bid is within the City of Clov is Purchasing Policy, Section IV, C, 1, b, (1).

ACTIONS FOLLOWING APPROVAL
Following approval, transit staff will prepare a purchase order for the City Manager’s approval and the vehicles will be ordered. Vehicles are expected to be delivered within 200 days.

63 AGENDA ITEM NO. 8.

CONFLICT OF INTEREST
None.

Prepared by: Adriana Barba, Staff Analyst

Reviewed by: City Manager AH

64 AGENDA ITEM NO. 8.

VIN: TBD
Invoice: TBD
Stock Number: TBD
Date: 1/22/2025
Agency: Vehicle Type:

Contact: Year:

Address: Manufacturer:

City/ST/Zip: Model:

Phone/Fax: Type:

Email: Passenger:

P.O. # Lift Manufacturer:

Sales Person: Lift Type:

Ford GPC Seat Type:

Quantity: Price Ext. Price ADA
1 $150,515.00 $150,515.00 $76,810.00
Published Options
1 $1,213.00 $1,213.00
2 $165.00 $330.00
Non-Published Options
1 $4,560.88 $4,560.88
1 $560.00 $560.00 $560.00
1 $750.00 $750.00 $750.00
1 $1,240.00 $1,240.00 $1,240.00
1 $1,500.00 $1,500.00
Subtotal
Class P - Base Price $150,515.00
Published Options $1,543.00
DISCLAIMER OF DELIVERY Non-Published Options $8,610.88
Total $160,668.88 $79,360.00
Delivery is expected within 200 days. Delivery Doc Prep Fee $470.75 may occur sooner than expected. Non-Taxable $79,360.00 or Implied, Including Any Implied Warranty Taxable Amount $81,308.88 Delivery time may be extended if OEM Tax Total $6,484.38 7.975% supply chains are extended. Subtotal $167,624.01
Calact Fee $2,410.03 1.5%
DMV Fee $80.00
Tire Fee $7.00
Delivery Fee $489.00 Zone 3
Total $170,610.04
Number of Units 3
Final Total $511,830.12
Date Date RO Limited Warranty (30 Days)
(Check Box)
THE SIGNER OF THE ABOVE AGREEMENT MUST BE AUTHORIZED TO SIGN ON x Factory Certified Warranty BEHALF OF THE PURCHASING ENTITY AND OR INDIVIDUAL (Check Box) As Is, No Warranty
Make Check Payable to: R O Bus Sales
GO-ES Seats
Front Passenger Seat Delete and Storage Area
Additional programmed key fobs
N/A
Promaster 159
159
8 Passenger / (2) Wheelchair Positions
MPower
32" Manual Swing Ramp
[email protected]
TBD
Joe Machin
CalACT RFP 20-01 - Quote Form

DISCLAIMER OF WARRANTIES
The Seller, RO BUS SALES, Hereby Expressly
Disclaims All Warranties, Either Expressed
Merchantability of Fitness For A
Particular Purpose, and RO BUS SALES
Neither Assumes Nor Authorizes Any Other
Person To Assume For It Any Liability In
Joe Machin
Class P - Ram Promaster (159)
Sunset Vans - Class P - Ram Promaster 159" Lowfloor
Step in Side Wheelchair Position, (2) Wheelchair Positions, Interior Dome Lights, Door Entrance LED Lighting, ABS Interior, Driver Heavy Duty Running Board, Rear A/C System, (8) 19" GO-ES Seats, Manual Swing 32" Ramp, Interlock for Ramp, Back Up Alarm, Entrance Grab Bar, Safety Kit, Window Tint, MorRyde Suspension, 46" Plug Door, Rear 10 Inch Step Riser (From Flat Floor to Back Row). (6) Dual USB Charging Ports
Vehicle Description
2024
Ram
Quote Valid For 30 Days
Sales Representative
L-Track floor anchors and restraints.

Full Graphics & Wrap Installation
Sales Representative's Signature
Nick Chin
Purchaser Name
Purchaser's Signature
Mpower Assist Grab Handle
Horizontal Wall Grabrail at Wheelchair position - Stainless Steel Upgrade Storage Pod to Technology Cabinet: Storage Box, Slide-Out Shelves, Electronics In Co-Pilot Seat Area (Requires Co-Pilot Seat Removal), AngelTrax Camera System + Install, (2) Power Block Prewire
City of Clovis
Nick Chin
1033 5th St
Clovis, CA 93612
(559) 324-2130
RO Bus Sales
2701 Westwood Dr, Las Vegas NV, 89109
Phone/Fax: (702) 798-0029 / (702) 835-1434
1/22/2025
ATTACHMENT 1 65
AGENDA ITEM NO. 8.

CalACT
Contract # 20-01
12380 Firestone Blvd
Norwalk, CA 90650
[email protected]
(424) 901-3301
Date:

End User:

Contact:

Address:

City:

State:

Zip:

Phone:

Email:

EXTENDED
QTY. PART_ID DESCRIPTION ADDITIONAL INFO. UM UNIT_PRICE PRICE 1 1 Class C - Ford E450 - Front Lift Turtle Top Terra Transit - 14 Ambulatory + 2 W/C - Front Lift EA $109,463.00 $109,463
4 1 Freedman Foldaway Seat (double) EA $1,272.00 $5,088 1 9 Credit for seat delete EA -$351.00 -$351
1 12 USSC G2 E Drivers Seat (If not standard) EA $1,825.00 $1,825 1 14 ADNIK Power Seat Base EA $595.00 $595
1 25 Raised Flat Floor - (3 Step Entry) * EA $687.00 $687 2 31 Qstraint Deluxe (8100) credit per set of 4 EA -$375.00 -$750 1 40 Braun NCL 1000 (1k lbs capacity lift) EA $530.00 $530 1 42 Lift Pad Cover EA $160.00 $160
1 48 REI PA system (4 interior, 1 exterior ADA sokr) EA $670.00 $670 1 56 Transair TA77R90 (Super 13 90k) Roof Top System EA $8,053.00 $8,053 1 76 Intermotive Break Out Box (Multi Access Hub) EA $0 1 77 Cruise Control Standard EA N/A
1 79 Sportworks bike rack (black 2 bike) DL-2 EA $2,632.00 $2,632 1 82 CrossOver Mirror EA $1,112.00 $1,112
1 84 Roof Vent EA $383.00 $383
1 91 Dialight Exterior LED Front and rear cap marker lights only EA $325.00 $325 1 95 Farebox rail/prewire EA $277.00 $277
1 102 Rear Backup Camera and Monitor EA $562.00 $562
1 116 Stop Request System (w/ sign) * EA $1,040.00 $1,040 1 117 Hanover Front and Side Destination Signs EA $6,572.00 $6,572 1 Unpublished Option Exterior Paint - One Color, Roof Remains White Not Needed - Wrapping the Bus after delivery EA $0 $0
1 Unpublished Option Front Monitor Mounted Behind Driver on Shield To be pruchased and installed by Passio Technologies after delivery EA $0 $0
1 Unpublished Option UTA APC On-Bus Complete System
Model 31 Interface Module, Sensor,
Cables, Antenna, and Driver Seat
Monitoring. Installed in New Paris, IN
EA $4,950 $4,950
1 Unpublished Option AngelTrax 7- Camera System
Vulcan Series 12-channel, 1TB hard
drive, 6 Interior Cameras, & 1 Exterior
Camera
EA $5,129 $5,129
1 Unpublished Option Floorplan will Have 5-across Rear Row Included (adding one seat) EA $333 $333 16 Unpublished Option Freedman ABS Seat Backs* All Seats Except Rear Row EA $79 $1,264 1 Unpublished Option Speaker Package (Standard) 2 in cab & 4 in body EA $0 $0 1 Unpublished Option Exterior Graphics - Full Installation 3M Materials EA $5,250 $5,250 Base Unit Cost $109,463.00
Ford Mobility Rebate: $1,000.00
Total of all Options: $46,336.00
Subtotal of Order: $156,799.00
ADA Non-Taxable: $24,089.00
CalACT Administrative Fee $2,351.99
9/9/23 Pricing
Registration/DMV $58.00
CA Tire & Battery Fee ($1.75 per tire &
$2.00 per battery) $14.50
Ford Mobility Rebate: -$1,000.00
Delivery Zone #3: $4,771.00
Sales Tax @ 7.98% $10,891.18
TOTAL: $173,885.67
QUANTITY: 4
GRAND TOTAL: $695,542.68
Sales Tax Base Reduction for ADA/Mobility Equipment & Transport: $24,089 Sales Tax Subject to Change at or near Delivery
***Delivery Estimate Late Summer 2025 ARO***
93612
559-324-2770
[email protected]

01.29.25 City of Clovis
Nick Chin
785 Third Street
Clovis
CA

Page 1 of 1 ends

ATTACHMENT 2 66
AGENDA ITEM NO. 8.
937
8"
961
4"
8"
E
E
"THIS DRAWING

AND THE

INFORMATION

CONTAINED

THEREON ARE

THE EXCLUSIVE

PROPERTY OF

TURTLE TOP AND

SHALL NOT BE

COPIED OR

DUPLICATED IN

ANY MANNER

WITHOUT OUR

WRITTEN
CONSENT"
FILE NAME :

DNS
"To furnish the customer the best mid-sized
bus in the industry in both quality of material
and workmanship."
NOTES
OVER ALL LENGTH:

FLOOR LENGTH:

CHASSIS MAKE:TURTLE TOP BODY MODEL:

SCALE:

DATE:

DRAFTSMAN: DRAWING NUMBER:

DIMENSIONING TOLERANCE = +/- 3"
CHASSIS GVWR:

ORDER NUMBER:

REVISION:

CONTACT TURTLE TOP AT 800-269-2105 FOR

AVAILABILITY OF THIS FLOOR LAYOUT IF
DRAWING DATE HAS EXCEEDED 90 DAYS.

CHASSIS FUEL TYPE:

DRAFTSMAN NOTES:

U T P EL T O T

TERRA TRANSIT
3 STEP ENTRY
2 STEP ENTRY

W/ WHEEL WELLS
√
241230-A3_FD30_FLD_12 FW_4 FOLDAWAY_2 WC
AND
12/30/2024
TERRA TRANSIT FORD E450
GAS 14,500 lbs.208"
25' 8.5"
241230-A3
QUOTE
ORIG
E
SB
30"
48"
SB
30"
48"9"
27"
28"
10"
3081
2"
176"9711
16" 343
4"
208" 923
4"
0"0"
AXLE
LC
AXLE
LC
17"

WHEELCHAIR LIFT
11"
10"
E
E
363
4 30

CLEAR OPENING
121
2"
281
2"
67 AGENDA ITEM NO. 8.

TO: Mayor and City Council
FROM: General Services
DATE: February 11, 2025
SUBJECT: General Services - Approval – Res. 25-___, Budget Amendment for the General Services Department Budget; Waive the City’s Usual Purchasing Requirements; and Authorize the City Manager to Approve the Purchase of Bus Shelters totaling $571,004.96 Utilizing the California Association for Cooperative Transportation (CalACT) Competitive Bid Award.

ATTACHMENTS: 1. Resolution 25-___ - Budget Amendment

2. Quote for Bus Shelters

RECOMMENDATION
For the City Council to approve a resolution amending the budget for the General Services Department, and to waive the usual purchase requirement and authorize the City Manage r to approve the purchase of fifty-three (53) bus shelters in support of the route redesign project for transit services totaling $571,004.96 , utilizing the California Association for Coordinated Transportation (CalACT) competitive bid award.

EXECUTIVE SUMMARY
Staff recommends the purchase of fifty-three (53) bus shelters for our new route redesign bus stop locations . These new bus shelters will support passengers utilizing fixed -route transportation services . The cost per bus shelter is $9,558.00 which includes a bus shelter, bench, lighting, and a trash can dispenser . The total costs for fifty -three (53) shelters, plus shipping, fees, and taxes is $571,004.96. Expenses will be paid through the Low Carbon Transit Operations Program (LCTOP).

BACKGROUND
LCTOP is one of the several programs that are part of the Transit, Affordable Housing, and Sustainable Communities Program established by the California Legislature in 2014 by SB 862.

The City of Clovis is eligible for funding on a formulaic basis. LCTOP supports new or expanded transit services and expanded intermodal transit facilities, with each project reducing greenhouse gas emissions. LCTO P is administered by the California Department of Transportation (Caltrans) in coordination with the California Air Resource Board (CARB) and the 68 AGENDA ITEM NO. 9.

State Controller's Office (SCO). Clovis Transit has designated LCTOP funding to support its Route Redesign and Bus Stop Improvement Projects.

In our ongoing commitment to enhance and elevate public transit, Stageline, our fixed route system, will be significantly upgrad ing its public transportation routes to better serve residents.

The route redesign project is in the process of adding fifty-three (53) new stops. Construction of these new bus stops is currently underway . This redesign not only reflects Clovis Transit’s dedication to fostering a robust public transportation system but also strengthens the fabric of our community by ensuring that mobility is within reach for all. By incorporating more accessible routes and expanding service areas it will make it easier for residents to connect to essential services, employment opportunities, and recreational activities. Our commitment to inclusivity is evident in the integration that will cater to the diverse needs of our community.

Clovis Transit is increasing its services by adding bus stop locations to better serve the public.

Therefore, we require fifty-three (53) bus shelters to accommodate and provide transportation services. All bus shelters will be ADA compliant with a seating area, clear floor space for wheelchair access, a trashcan , and solar lighting for enhanced visibility. The total cost of the fifty-three (53) bus shelters is $571,004.96 and will be subsidized with LCTOP funds.

FISCAL IMPACT
Funding designated from LCTOP will fund the purchase of fifty-three (53) bus shelters. Each bus shelter will cost $9,558.00 plus shipping, fees, and taxes for a total of $571,004.96. If needed, STA funds are available to subsidize any associated costs.

REASON FOR RECOMMENDATION
Purchasing the new bus shelters will support the LCTOP Route Redesign and Bus Stop Improvement Projects. The additional shelters will increase accessibility to the new transit routes improving the quality of life for Clovis residents.

ACTIONS FOLLOWING APPROVAL
A purchase order will be prepared for the City Manager’s approval, and the bus shelters will be ordered. The bus shelters are expected to be delivered within 20 weeks.

CONFLICT OF INTEREST
None.

Prepared by: Adriana Barba, Staff Analyst

Reviewed by: City Manager AH
69 AGENDA ITEM NO. 9.

ATTACHMENT 1
RESOLUTION 25-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS
APPROVING AN AMENDMENT TO THE FY2024-25

GENERAL SERVICES DEPARTMENT BUDGET

WHEREAS, the City Council adopted the FY2024-25 city budget on June 10, 2024; and

WHEREAS, additional funding for Transit became available throughout the year; and

WHEREAS, these revenues and expenditures were not included in the original adopted budget; and

WHEREAS, the additional funds are intended for the Transit fund.

NOW, THEREFORE BE IT RESO LVED, that the City of Clovis hereby approves the budget amendment as shown in the “Summary of Expenditures/Revenues by Department” and “Summary of Expenditures/Revenues by Fund” as Attachment A.

* * * * *

The foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on February 11, 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: February 11, 2025

________________________ ___________________________
Mayor City Clerk

70 AGENDA ITEM NO. 9.

ATTACHMENT A

SUMMARY OF EXPENDITURES BY DEPARTMENT

DEPARTMENT – GENERAL SERVICES

Transit Fund - 34800-68135 $571,000
TOTAL DEPARTMENT $571,000

TOTAL ALL DEPARTMENTS $571,000

SUMMARY OF EXPENDITURES BY FUND

Transit Fund - 34800-68135 $571,000
TOTAL TRANSIT FUND $571,000

___________________________________________________________________

SUMMARY OF REVENUES BY DEPARTMENT

DEPARTMENT – GENERAL SERVICES

Low Carbon Transit – Account 34800-45073 $571,000
TOTAL DEPARTMENT $571,000

SUMMARY OF REVENUES BY FUND

Low Carbon Transit – Account 34800-45073 $571,000
TOTAL TRANSIT FUND $571,000

71 AGENDA ITEM NO. 9.

Quote No:

Date:

Quote Expires: 90 Days
Sales Contact:

Phone:

Email:

Project:

Item: Qty: Unit Price: Ext. Price:
15 3 9,558.00$ 506,574.00$
506,574.00$
3 11,342.00$
12,664.35$
CA State Sales Tax 7.98% 40,424.61 $
571,004.96$
Pricing Notes:

Standard Terms and Conditions
These Terms and Conditions are attached to and incorporated by reference into the Proposal for products or services (“Proposal”) provided by Tolar Manufacturing Company, Inc. (“we”, “our” or “us”).

2. Vendor Status: Tolar Manufacturing Company, Inc. is a vendor supplier of manufactured products; is not a subcontractor or contractor; and is not subject to retainage or liquidated damages for any reason.

1. Drawings and Specifications: All drawings and specifications submitted to our clients or potential clients are proprietary in nature and remain our property. They may be viewed, printed and distributed, without alteration, as reference for sales or for the process of specifying products for use. Detailed shop and erection drawings are provided to allow for field installation or repair. Sealed and stamped engineering calculations and drawings from an engineer licensed in the state of installation, if required, can be made available for an additional charge. Customers that provide their own drawing packages will retain ownership and be covered under a separate agreement.

4. Freight cost is an ESTIMATE ONLY. Freight is invoiced at actual cost, without mark up, at time of shipment, unless specified above.

Print Name:

Date:

PO No:

6. Processing fee of 3% of total charge amount is additional and charged on all credit card payments.

5. Client provides unloading at destination, including forklift and labor as necessary.

2. If requested, structural engineering calculations from CA licensed engineer are provided at no additional cost.

3. Products are shipped knock down & unassembled in bulk packaging for unloading and installation by others. Hardware boxed by unit. Installation instructions are provided.

CalACT/MBTA Procurement Fee (2.5%)
Total:

QUOTE APPROVED FOR PURCHASE:

Signature:
53@ $214 CalACT/MBTA FIRM Freight:
258 Mariah Circle
Corona, CA 92879
(951) 808-0081
www.tolarmfg.com
[email protected]
Customer:

Susanna Herrera
Management Analyst
City of Clovis-General Services
785 Third Street
Clovis, CA 93612
MBTA/CALACT 21-
01 10/24 Pricing
Lead Time:

Sub-Total:

CalACT/MBTA Freight Zone
Description:
13' Sierra Dome Roof Non-Advertising Transit Shelters (26125-00) featuring:

Sierra series roof perimeter, bronze twinwall polycarbonate roof panels, perforated aluminum sheet below the roof facia, downstream end wall with integrated 24 1/2" X 36 1/2" map case, adjustable leveling shoes, stainless steel anchors and all installation hardware, Tolar USC RMS 80F (3390010 15902-XXX) dusk to dawn UL listed solar powered illumination under the shelter roof, one 8' perforated metal bench, no back, three seat delineators (12104-121), 20 gallon smooth side pole mount trash receptacle (1578-01)with hinged and covered lid, stainless steel anchors - durable baked powder coat finish SD Quaker 40 Bronze, Base Bundle Price $ 9,489.00 delete walls ($ 1,004.00), add end wall map case $ 598.00, add one perforated metal left side end wall $ 475.00 23297PM
951-547-8209
12/30/24
20 Weeks
[email protected]
From receipt of signed written order, and all
required approvals.

Terms: Terms subject to change. Final terms to be
determined based on credit history & bonding.

Net 30 Days From Invoice
Patrick Merrick
Init ials: _____________Page 1 of 2 ATTACHMENT 2
72 AGENDA ITEM NO. 9.

Quote No:

Date:

Quote Expires: 90 Days
Sales Contact:

Phone:

Email:

Project:

Item: Qty: Unit Price: Ext. Price:
258 Mariah Circle
Corona, CA 92879
(951) 808-0081
www.tolarmfg.com
[email protected]
Customer:

Susanna Herrera
Management Analyst
City of Clovis-General Services
785 Third Street
Clovis, CA 93612
MBTA/CALACT 21-
01 10/24 Pricing
Lead Time:

Description:
23297PM
951-547-8209
12/30/24
20 Weeks
[email protected]
From receipt of signed written order, and all
required approvals.

Terms: Terms subject to change. Final terms to be
determined based on credit history & bonding.

Net 30 Days From Invoice
Patrick Merrick

15. Amendment: No amendments to these Terms and Conditions can be made unless submitted in writing to us and signed and accepted by our President or his designee.

11. Returns: Due to the custom nature of our products, we cannot accept returns and we cannot permit cancellations once work has commenced.

12. Manufacturer’s Warranty: Our manufacturer’s warranty is set forth in a separate document.

13. Limitation of Liability: WE ARE NOT LIABLE TO BUYER OR ANY THIRD PARTY FOR ANY SPECIAL, INCIDENTAL, INDIRECT, CONSEQUENTIAL, PUNITIVE OR EXEMPLARY

DAMAGES OF ANY KIND ARISING FROM OR RELATING TO OUR OBLIGATIONS UNDER THE PROPOSAL, INCLUDING LOST PROFITS, LOSS OR USE, LOSS OF REVENUE OR COST OF CAPITAL. EXCEPT FOR PERSONAL INJURY OR DEATH DUE TO OUR MISCONDUCT, BUYER AGREES THAT THE TOTAL DAMAGES THAT CAN BE AWARDED

IN ANY CLAIM BY BUYER RELATING TO OUR OBLIGATIONS UNDER THE PROPOSAL (WHETHER BASED IN CONTRACT, TORT OR OTHERWISE, SHALL NOT EXCEED THE TOTAL PAID BY BUYER TO US UNDER THE PROPOSAL. BUYER AGREES THAT THE ABOVE LIMITATIONS ON LIABILITY PROVISIONS SHALL REMAIN IN FULL FORCE AND EFFECT EVEN IF IT IS FOUND THAT BUYER’S EXCLUSIVE REMEDY FAILS OF ITS ESSENTIAL PURPOSE.

14. Governing Law, Jurisdiction and Venue: The Proposal shall be governed by and construed in accordance with the laws of the State of California without reference to the choice of law principles thereof. Each party irrevocably submits to the jurisdiction of the Courts of the State of California and the United States District Court for the Central District of California.

9. Delayed Shipment: If buyer delays shipment, we may invoice for products when ready for shipment and, at our option, we may charge reasonable daily storage fees.

3. Payment Terms: Payment terms for services rendered or products manufactured by us shall be determined by us based on our determination of the credit worthiness of buyer and may require a deposit at time of order. Products are invoiced as shipped.

4. Late Payment Penalty: Buyer agrees to pay a charge equal to the lesser of (i) the highest rate allowable by law or (ii) 1.5% per month (18% per annum) on the unpaid balance with respect to any late payments. In addition, buyer will pay all our costs and expenses, including actual attorney’s fees, incurred in connection with enforcing the Proposal and/or collecting any past due payments. In the event buyer fails to make any payment when due, we have the right of setoff, the right to terminate the Proposal and/or to suspend further deliveries to buyer and the right to recover damages in addition to any other remedies available to us as a matter of law. Buyer has no right to setoff.

10. International Freight: We require the services of freight forwarder for all international shipments. Buyer may select the freight forwarder, subject to our approval. All fees, taxes and additional charges, in addition to the actual freight costs, are the responsibility of buyer.

5. Cancellation: If an order is cancelled by buyer after receipt of order authorization, and cancellation fee of 10% of order value may be assessed to the buyer, in addition to an the cost of materials purchased for the order, which may be invoiced to the buyer at time of cancellation.

6. Delivery, Title and Receipt: Unless otherwise provided in the proposal, all shelters are prefabricated and shipped knock-down and in bulk format (not packaged individually) for ease of handling and fast on-site installation. Neither buyer nor consignee shall have the right to direct or re-consign the goods to any other destination without our consent. All sales of products are F.O.B. our plant. Risk of loss of the products shall transfer to buyer upon delivery of the products to the common carrier.

7. Delivery Charges: Unless otherwise provided in the Proposal, buyer shall bear all the costs of transportation, including without limitation loading, unloading, storage, and freight charge. All delivery quotes allow for an approximate 2-hour unload window for a full truck. If this window is exceeded, additional charges may apply. All price quotes given for delivery are based on estimates obtained at the time the quote was requested. Actual freight charges may vary.

8. Delivery Dates: Any delivery date(s) or period of delivery provided for in the Proposal is approximate and does not guarantee a particular date(s) or period of delivery. Estimated lead times are provided in the quote. Under no circumstances will we be liable for delay in delivery occasioned in whole or in part, by fire, flood, explosion, casualty, riot, strike, embargo, transportation delay, breakdown, accident, act of God or the public enemy, government authority, by our inability to secure materials, fuel, supply power or shipping space or any other circumstances beyond our reasonable control.

Page 2 of 2 ends

73 AGENDA ITEM NO. 9.

TO: Mayor and City Council
FROM: General Services Department
DATE: February 11, 2025
SUBJECT: General Services – Approval – Res. 25 -___, Amending the City’s FY 2024-2025 Position Allocation Plan by deleting one (1) Principal Office Assistant position and adding one (1) Administrative Assistant position within the General Services Department.

ATTACHMENTS: 1. Resolution 25-____ Position Allocation Plan

RECOMMENDATION
For Council to approve Resolution 25 -___, amending the City’s FY 2024 -2025 Position Allocation Plan by deleting one (1) Principal Office Assistant position and adding one (1) Administrative Assistant position within the General Services Department.

EXECUTIVE SUMMARY
The Personnel/Risk Management Division within the General Services Department is currently authorized two (2) Principal Office Assistant positions for FY 2024-2025. It is recommended that the City’s Position Allocation Plan be amended to remove one (1) Principal Office Assistant position and add one (1) Administrative Assistant position within the General Services Department. Council approval is required for any changes to the Position Allocation Plan.

BACKGROUND
Staff recently conducted a review of the responsibilities and tasks performed by the Principal Office Assistant in the Personnel /Risk Management Division of the General Services Department as part of a classification assessment. The duties currently performed b y the Principal Office Assistant exceed the scope and depth of the existing classification, reflecting the Division’s evolution in response to City growth, the incumbent’s expanded skill set, and the increased complexity of the work required to effectively coordinate projects and programs. The incumbent now assumes responsibilities more closely aligned with the Administrative Assistant classification, including overseeing and planning the work of office support staff within the Personnel/Risk Management Division.

Under management’s direction, the incumbent performs a broad range of administrative activities related to assigned programs and projects. These duties include coordinating the onboarding process for new employees, conducting new hire orientations, training support staff on current and new operating procedures, and evaluating their performance. 74 AGENDA ITEM NO. 10.

FISCAL IMPACT
The fiscal impact of salary and benefits for the remainder of FY 2 024-2025 is approximately an additional $ 3,000. There are adequate funds in the General Services Department budget to cover the costs of this position for this fiscal year.

REASON FOR RECOMMENDATION
The addition of one (1) Administrative Assistant position and the elimination of one (1) Principal Office Assistant position reflects the level of responsibility of staff in the General Services Department. A change to the Position Allocation Plan requires Council approval.

ACTIONS FOLLOWING APPROVAL
The position allocation for the General Services Department will be modified as noted in Attachment A of Attachment 1.

CONFLICT OF INTEREST
None.

Prepared by: Lori Shively, Deputy General Service Director

Reviewed by: City Manager AH

75 AGENDA ITEM NO. 10.

ATTACHMENT 1

RESOLUTION 25-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS APPROVING AMENDMENTS TO THE CITY’S FY 2024-2025 POSITION ALLOCATION PLAN

WHEREAS, the FY 2024-2025 Position Allocation Plan in the General Services Department was approved as part of the FY 2024-2025 City Budget adoption process; and

WHEREAS, a review of the staffing needs for the General Services Department indicates that the addition of one (1) Administrative Assistant position and the removal of one (1) Principal Office Assistant position is needed in order to provide the necessary support for the General Service Department; and

WHEREAS, amending the City’s adopted FY 2024-2025 Position Allocat ion Plan requires City Council authorization.

NOW THEREFORE, BE IT RESOLVED that the City of Clovis shall amend the City’s FY 2024-2025 Position Allocation Plan 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 February 11, 2025, by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: February 11,2025

___________________________ __________________________ Mayor City Clerk

76 AGENDA ITEM NO. 10.

ATTACHMENT A

POSITION ALLOCATION ADJUSTMENT BY DEPARTMENT FY 2024-2025

DEPARTMENT NUMBER OF POSITIONS

General Service Department
Personnel/Risk Management Division

Add: Administrative Assistant 1.0

Remove: Principal Office Assistant 1.0

77 AGENDA ITEM NO. 10.

TO: Mayor and City Council
FROM: General Services Department
DATE: February 11, 2025
SUBJECT: General Services – Approval – Res. 25-___, Authorizing Revisions to the City of Clovis Personnel Rules.

ATTACHMENTS: 1. Resolution 25-___

RECOMMENDATION
For the City Council to approve a resolution revising the City of Clovis Personnel Rules.

EXECUTIVE SUMMARY
Changes to the Personnel Rules are necessary to bring the City into compliance with State and Federal regulations, improve some procedures and processes, and to help streamline the hiring processes. The changes have been reviewed by the City’s eight (8) bargaining units.

BACKGROUND
The Personnel Rules define and dictate the procedures and processes related to candidates and personnel for the City of Clovis. Since the last revision to the Personnel Rules in 2018, new laws and best practices have been added or revised. Many of the changes were minor formatting changes, proc esses to speed the hiring process, or corrections to maintain compliance with recent laws. The following is a summary of the more substantial changes:

 Define Business Day for the purposes of filing deadlines.  Define “Out of Class” to align with CalPERS definition.  Clarify when employees can receive temporary assignment pay.  Increase the number of days for a rejected applicant to appeal from three days to five days.
 Verbiage changes to comply with recent California regulation changes regarding drug testing, sick leave, and bereavement leave.
 Define who is eligible for veteran’s preference points.  Clarify that the City can hire any candidate from the eligibility list.  Streamline the hiring process when there are fewer than six qualified candidates by allowing the department to interview all qualified candidates without the need for an intermediary panel interview or test.
 Added a section stating that all City employees are considered disaster service workers and may be required to serve in the event of a declared disaster. 78 AGENDA ITEM NO. 11.

City staff worked closely with the City Attorney’s office to ensure the changes to the Personnel Rules comply with current State and Federal laws. The updates were provided to all eight (8) bargaining units, but only two units met to disc uss the changes and make adjustments. If language within a bargaining unit’s Memorandum of Understanding (MOU) conflicts with the Personnel Rules, the MOU takes precedence and will be adhered to for that bargaining unit, unless prohibited by law.

FISCAL IMPACT
None.

REASON FOR RECOMMENDATION
The changes bring the City into compliance with State and Federal regulations, improve some hiring practices, and clarify some procedures.

ACTIONS FOLLOWING APPROVAL
The revised Personnel Rules will be distributed to City staff and posted on the City’s website.

CONFLICT OF INTEREST
None.

Prepared by: Amy Hance, General Services Director

Reviewed by: City Manager AH

79 AGENDA ITEM NO. 11.

RESOLUTION 25-__

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS

APPROVING REVISIONS TO THE PERSONNEL RULES

WHEREAS, The City of Clovis Personnel Rules set policy and procedures for candidates for hire and existing employees; and

WHEREAS, the Personnel Rules were last updated in 2018, and new laws and best practices require updating of the Personnel Rules; and

WHEREAS, revisions to the Personnel Rules will better clarify procedures, improve hiring practices, and update the document in compliance with State and Federal laws.

NOW, THEREFORE, BE IT RESOLVED, that the City of Clovis does hereby adopt the revised version of the Personnel Rules, specified in Attachment A with an effective date of February 11, 2025.

* * * * *

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on February 11, 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:

______________________________ ______________________________ Mayor City Clerk

ATTACHMENT 1

80 AGENDA ITEM NO. 11.

CITY OF CLOVIS

PERSONNEL RULES AND REGULATIONS

REVISED

February 11, 2025

ATTACHMENT A

81 AGENDA ITEM NO. 11.

CITY OF CLOVIS

PERSONNEL RULES AND REGULATIONS

TABLE OF CONTENTS

PAGE

RULE I. DEFINITION OF TERMS

1-50 ............................................................................................................. 1

RULE II. GENERAL PROVISIONS

1. Fair Employment .................................................................................... 5

RULE III. CLASSIFICATION

1. Preparation of Plan .................................................................................. 5

2. Allocation of Positions ............................................................................ 5

3. New Classifications/Positions ................................................................. 5

4. Reclassification ....................................................................................... 6

RULE IV. COMPENSATION

1. Compensation Policy .............................................................................. 6

2. Five Step Salary Range Plan ................................................................... 6

3. Management Employees ......................................................................... 7

4. Temporary Employees ............................................................................ 7

5. Performance Evaluations ........................................................................ 7

RULE V. APPLICATION AND APPLICANTS

1. Job Announcements ................................................................................ 8

2. Filing of Application ............................................................................... 8

3. Disqualification ....................................................................................... 9

4. Nepotism ................................................................................................. 9

RULE VI. EXAMINATIONS

1. Nature and Types of Examination ........................................................ 10 82 AGENDA ITEM NO. 11.

2. Promotional Recruitment ...................................................................... 10

3. Continuous Examination ....................................................................... 10

4. Conduct of Examination ....................................................................... 10

5. Scoring Examinations and Qualifying Scores ...................................... 10

6. Notification of Examination Results and Review of Papers ................. 10

7. Time Off to Take Examinations ........................................................... 10

8. Examination Security ............................................................................ 11

9. Veterans Preference Points ................................................................... 11

RULE VII. EMPLOYMENT LIST

1. Employment Lists ................................................................................. 11

2. Duration of Lists ................................................................................... 11

3. Re-employment Lists ............................................................................ 12

4. Removal of Names From List ............................................................... 12

RULE VIII. METHOD OF FILLING VACANCIES

1. Types of Appointment .......................................................................... 12

2. Certification of Eligibles ....................................................................... 12

3. Appointment ......................................................................................... 13

4. Oath ....................................................................................................... 13

RULE IX. PROBATIONARY PERIOD

1. Probationary Period .............................................................................. 13

2. Objective of Probationary Period.......................................................... 13

3. Rejection of Probationer ....................................................................... 13

4. Rejection Following Promotional Probation ........................................ 14

RULE X. ATTENDANCE AND LEAVES

1. Annual Vacation Leave ......................................................................... 14

2. Sick Leave ............................................................................................. 14

3. Family and Medical Leave.................................................................... 14

4. Military Leave ....................................................................................... 14

5. Leave of Absence Without Pay............................................................. 14

6. Jury Leave ............................................................................................. 14

7. Bereavement Leave ............................................................................... 15

8. Attendance ............................................................................................ 15

9. Holidays ................................................................................................ 15

83 AGENDA ITEM NO. 11.

RULE XI. TRANSFER, PROMOTION, LAY-OFF, RESIGNATION,

REINSTATEMENT AND SEPARATION

1. Transfer ................................................................................................. 15

2. Promotion .............................................................................................. 15

3. Demotion............................................................................................... 15

4. Lay-Off ................................................................................................. 15

5. Resignation ........................................................................................... 15

6. Reinstatement ........................................................................................ 16

7. Separation ............................................................................................. 16

RULE XII. DISCIPLINARY ACTION

1. Authority to Impose Discipline ............................................................. 16

2. Causes for Disciplinary Action ............................................................. 16

3. Applicability ......................................................................................... 18

4. Suspension or Relief of Duty ................................................................ 18

5. Notice of Proposed Discipline .............................................................. 18

6. Employee Response .............................................................................. 18

7. Imposing Discipline .............................................................................. 18

8. Procedures for Appeal of Disciplinary Action...................................... 18

9. Effect of Disciplinary Actions .............................................................. 19

10. Management and Exempt Employees ................................................. 20

RULE XIII. GRIEVANCE PROCEDURES

1. Purpose of Rule ..................................................................................... 20

2. Matters Subject to Grievance Procedure............................................... 20

3. Form of Grievance ................................................................................ 20

4. Grievance Procedure - Department Level............................................. 21

5. Department Head Review ..................................................................... 21

6. City Manager Review ........................................................................... 21

7. Extension of Time Limit ....................................................................... 21

RULE XIV. MEMORANDA OF UNDERSTANDING AND SAFETY OFFICERS'

BILL OF RIGHTS

1. Memoranda of Understanding .............................................................. 21

2. Peace Officers’ Bill of Rights ............................................................... 21

3. Firefighters Procedural Bill of Rights ................................................... 22

RULE XV. DISASTER SERVICE WORKER

1. Designation and Duties .........................................................................22

84 AGENDA ITEM NO. 11.

THIS PAGE INTENTIONALLY LEFT BLANK
85 AGENDA ITEM NO. 11.

RULE I. DEFINITION OF TERMS

The following terms, whenever used in these rules, shall be defined as follows:

1. “Advancement”: A salary increase within the limits of a pay range established for a class.

2. “Allocation”: The assignment of a single position to its proper class in accordance with the duties performed, and the authority and responsibilities exercised.

3. “Appointing Authority”: The City Manager, pursuant to the authority delegated by the City Council, or designee.

4. “At Will Status”: The status of an employee who is appointed to a position which serves at the will of the appointing authority or the City Council. At will employees may be terminated at any time, with or without cause, or with or without advance notice. Such employees do not have appeal rights upon termination and are not subject to a probationary period.

5. “Business Day”: 8:00am to 4:30pm, Monday through Friday excluding weekends and City of Clovis observed holidays.

6. “Class”: All positions suff iciently similar in duties, authority, and responsibility, to permit grouping under a common title and the application of common standards of selection, transfer, promotion and salary.

7. “Class Specification”: The official description of a class that inclu des the title, a definition, a statement of duties and responsibilities and the employment standards such as education, experience, knowledge and skills.

8. “Classification Plan”: The arrangement of positions in classes, together with the title and specifications describing each class.

9. “Competitive Service”: A grouping of positions that have an established set of duties and requirements as outlined in published classification specifications that are filled through competitive examination. Positions that are not considered to be part of competitive service are identified in the Clovis Municipal Code.

10. “Continuous Employment”: A period of time which begins with the date of hire and ends with the effective date of termination/resignation without a break in service. A break in service shall include an extended absence from employment, except as otherwise prohibited or defined by law.

11. “Confidential Employee”: Means an employee who, in the course of his or her duties, has access to confidential information re lating to the City’s formulation of financial, personnel, labor relations and administrative policies.

12. “Continuous Examination”: An open -competitive examination which is administered periodically and as a result of which names are placed on an employment list, in order of final scores, for a period of no more than one year.
86 AGENDA ITEM NO. 11.

13. “Day”: Is defined and used as calendar day throughout this document unless otherwise noted.

14. “Demotion”: The movement of an employee from one class to another class having a lower maximum rate of pay.

15. “Eligible”: A person whose name is on an employment list and who has submitted a job application, been deemed qualified and successfully completed the examination process according to the terms of the examination announcement.

16. “Employee”: A person employed by the City, excluding persons elected to office, volunteers, unpaid interns, or those appointed to serve on boards, commissions, or committees by the Mayor or Council.

17. “Employee Status”: Th e condition of a person’s present appointment such as probationary, regular, promotional probationary, transfer probationary, at will, or extra help. Employees may work on a full or part time-basis.

18. “Employment List”: A list of names of persons who have taken a competitive examination for a class in the competitive service and have qualified.

19. “Entry Level Position”: A full -time position that is the lowest non -management position in a class as identified in the attached management list of entry level positions.

20. “Exempt Employee”: An employee who meets one or more of the duties test exemption from overtime under the Fair Labor Standards Act (FLSA) (e.g., executive, administrative, professional) and who is paid on a salary basis.

21. “Extra Help Employee”: An employee who is hired usually for an indeterminate period of time that maybe limited in duration and is classified as an intern, provisional or temporary worker.

Extra help employees possess at will employment status, have no right to appeal upon termination, and are only paid for hours worked.

22. “Extra Help Position”: Positions not specifically allocated as a position by City Council in the budget, but is budgeted and paid for through the respective Department’s Extra Help Budget.

Extra Help Positions are temporary in nature and are at-will positions.

23. “Full Time Position”: A position allocated by City Council in the budget, that normally works forty hours per work week, certain exceptions may apply in the police and fire departments, or as otherwise allowed by law.

24. “Interim Appointment”: An appointment of a person who possesses the minimum qualifications established for a particular class and who has been appointed to a vacant position in that class.

25. “Management Employee”: An employee having responsibility for formulating, administering or managing the implementation of City policies and programs.

26. “Non-Exempt Employee”: An employee who is entitled to FLSA overtime, regardless of whether 87 AGENDA ITEM NO. 11.
paid on a salary or hourly basis.

27. “Open-competitive Examination”: An examination for a particular class which is open to all persons meeting the qualifications for the class.

28. “Out of Class”: An employee assigned to work in a vacant position during an active recruitment for a permanent appointment. Out of Class assignments cannot exceed 960 hours in a fiscal year.

29. “Part-Time Position”: A position that normally is scheduled for less than 30 hours per week.

30. “Personnel Commission”: The Personnel Commission established in the ordinance creating a personnel system for the City.

31. “Personnel Ordinance”: Article 2 of Chapter 2.2 of Title 2 of the Clovis Municipal Code which creates a personnel system for the City.

32. “Personnel Officer”: The Personnel Officer is the City Manager or designee.

33. “Position”: As aut horized by the City Council, usually in conjunction with the adoption of a budget or budget amendment, a combination of duties and responsibilities requiring the full, part- time or temporary services of an employee.

34. “Probationary Period”: The final phase of the selection process that is used by the Appointing Authority for the evaluation and effective adjustment of an employee. The usual duration of a probationary period is twelve months. This period must be completed satisfactorily before an employee is granted regular status in the assigned classification. Probationary employees can be released before completing the probationary period and the Appointing Authority may grant an extension of the probationary period. Personnel Actions subject to a probationary period of one year are appointment to a regular position, competitive promotion, reemployment, transfer to a different classification, or other change of classification where the employee has not previously completed a probationary period.

35. “Probationary Status”: The status of an employee who is appointed to a regular position and who has not completed the required probationary period. An employee on probationary status serves at the pleasure of the Appointing Authority and has no appeal rights on termination.

36. “Promotion”: The movement of an employee from one class to another class having a higher maximum rate of pay.

37. “Promotional Examination”: An examination for a particular class open only to current employees.

38. “Promotional Probationary Status ”: The status of an employee who has been appointed to a regular position who has completed an initial probationary period but is now in the process of completing a new probationary period due to a promotion within City service.

39. “Regular Position”: A position authorized by the City Council in the budget or by resolution as 88 AGENDA ITEM NO. 11.
a regular position and is paid from the regular salaries line item of the budget.

40. “Regular Status”: The status of an employee appointed to a regular position who has completed the required probationary period.

41. “Reinstatement": The re -employment without examination of a former permanent or probationary employee.

42. “Resignation”: The voluntary action of an employee who separates from City employment.

Typically, resignations are submitt ed in writing. Employees who do not provide at least two weeks’ notice may be ineligible for reemployment. After a resignation has been accepted it may not be withdrawn without the approval of the City Manager.

43. “Supervisory Employee”: An employee who par ticipates in recommendations regarding hiring, transfers, suspensions, layoffs, recall, promotions, discharges, assignments, rewards, or disciplining other employees, or responsibility to direct them, or to adjust their grievances, or to recommend such action if, in connection with the foregoing, the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independent judgment.

44. “Suspension”: The temporary separation from the service of an employee without pay, for disciplinary purposes.

45. “Temporary Assignment”: The assignment of a regular employee to another position for a specified period of time which is short in duration and where the employee is expected to return to their most recently assigned role at the end of the temporary assignment.

46. “Temporary Employee”: An employee appointed to a position which is not a regular position and may be either full-time or part-time.

47. “Temporary Status”: The status of an employee who is hired to work temporarily in a regular, extra-help or temporary position. An employee with temporary status may be released without cause or advance notice and has no appeal rights upon termination. Temporary employees are only paid for hours worked.

48. “Termination”: Any involuntary separation, other than layoff, of an employee.

49. “Transfer”: A change of an employee from one position to another position in the same class or in a comparable class.

50. “Transfer Probationary Status”: The status of an employee who has been appointed to a regular position, completed an initial probationary period and is in the process of completing another probationary period due to a transfer to another classification with the same maximum salary.

51. “Vacant Position”: Any position that has been authorized by the City Council and is not currently filled by an employee.

52. “Volunteer”: An individual who performs work for civic, charitable, or humanitarian reasons without promise, expectation, or receipt of any compensation for work performed. 89 AGENDA ITEM NO. 11.

RULE II. GENERAL PROVISIONS

1. Fair Employment: The City will not discriminate in its employment practices in regard to race, color, ancestry, national origin, religious creed, sex, pregnancy or pregnancy related conditions, including but not limited to childbirth and breastfeeding, sexual orientation, gender, gender identity, gender expression, age, physical or mental disability, genetic information, military or veteran status, marital status or political opinion or affiliation.

RULE III. CLASSIFICATION

1. Preparation of Plan: The Personnel Officer, designee, or a person or agency employed for that purpose, shall ascertain and record the duties, res ponsibilities and requirements of all positions in the competitive service and, after consulting with appointing authorities and Department Heads affected, shall recommend a classification plan for such positions. The classification plan shall consist of classes of positions in the competitive service defined by class specifications, including the title. The classification plan shall be so developed and maintained so that all positions substantially similar with respect to duties, responsibilities, author ity and character of work are included within the same class. The classification plan shall be adopted and may be amended from time to time by resolution of the City Council.

2. Allocation of Positions: Following the adoption of the classification plan, the Personnel Officer shall allocate every position in the competitive service to one of the classes established by the plan.

3. New Classifications/Positions: Notice will be provided to the applicable bargaining unit when a new classification is created. The notice will advise the unit of the salary range assignment and the opportunity to meet and confer regarding the salary range assignment before adoption of the new classification. When a new classification/position is created, before the same may be filled, the Appointing Authority shall notify the Personnel Officer, and, except as otherwise prov ided by Ordinance or these Rules, no person shall be appointed or employed to fill any such position until the classification plan has been amended and an appropriate classification specification has been established for such position.

4. Reclassification: Positions, the duties of which have changed materially so as to necessitate reclassification, shall be allocated by the Personnel Officer to a more appropriate class, whether new or already creat ed. The applicable bargaining unit will be advised of the reclassification action. Reclassification shall not be used as a mean to circumvent the procedures related to demotions and promotions as outlined in these rules.

RULE IV. COMPENSATION

1. Compensation Policy: The City Council shall, by resolution or Memoranda of Understanding, establish wage rates or salary schedules for each classification. The City Manager is responsible for recommending such rates or schedules to the City Council and may use data from a variety of sources when developing such recommendations.

2. Five Step Salary Range Plan : Regular employees in the competitive service, except for 90 AGENDA ITEM NO. 11.
management employees, shall be placed within a five step salary range as follows:

a. The first step shall be the minimum rate and shall normally be the hiring rate for the class.

In cases where it is difficult to secure qualified personnel, or if a person of unusual qualifications is engaged, appointment may be made by the Appointing Authority at the second or third step. Initial appointments above step three must be authorized by Council action.

b. The second step is an incentive advancement to encourage an employee. An employee may be advanced to the second step by the Appointing Authority after the completion of one year of actual, continuous employment, and satisfactory service. There is no guarantee of advancement to this step after one year of employment. Advancement to this step must be earned.

c. The third step represents the middle value of the salary range and is the rate at which a fully qualified, experienced and ordinarily conscientious employee may expect to be paid after a reasonable period of satisfactory service. The Appointing Authority may advance an employee to the third step after the completion of not less than one year of actual, continuous employment, and satisfactory service at the second step of the salary range.

There is no guarantee of advancement to this step after one year of employment.

Advancement to this step must be earned.

d. The fourth step is for an employee whose work is above standard for the classification/position. The Appointing Authority may advance an employee to the fourth step at the completion of not less than one year of actual and continuous employment at the third step and upon satisfactory evidence that the employee's work is above standard.

e. The fifth step is for an employee whose work is consistently above standard service. The Appointing Authority may advance an employee to the fifth step after completion of not less than one year of actual and continuous employment at the fourth step upon satisfactory evidence that the employee's work has been consistently above standard. f. In any case where, by reason of unusual circumstances, rigid adherence to the foregoing principles relating to salary adjustments would cause a manifest injustice, the Appointing Authority may make a salary adjustment based upon the unique qualifications/experience of the employee and the circumstances.

g. Notwithstanding the foregoing provisions of this Section, when an employee is promoted or reclassified from one class to another having a higher overlapping salary range, or when a given classification is assigned to a new salary range, such employee shall be adjusted to the minimum of the new range if the increase is at least 5% or to the next higher rate than that attained in the former position, whichever is higher, but thereafter shall be governed by this Section; provided, however, that such adjustment made by assigning a given classification to a new salary range shall not alter the anniversary date or the eligibility of the e mployee for consideration for a regular increase under this Section unless the employee is required to complete a probationary period in the new classification.
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h. Rates of compensation provided for by this Section or Memorandum of Understanding, unless otherwise shown, are fixed on the basis of dollars per month for full time service in full-time positions. If any position provided for is by appropriate language specified or indicated as being for less than full time service, the rate of compensation provided for such position shall be proportionately reduced.

i. A permanent employee may be assigned to fill a position in a higher classification on a temporary basis. While filling the position on a temporary basis and completing the majority of the duties in the higher classification, the employee shall be paid the minimum rate of the new pay range of the position being filled temporarily or the next higher rate above his/her regular salary, whichever is higher. Nothing in this section will give the employee a right to the higher classification position.

3. Management Employees: The first through third steps are considered entry level dependent upon experience and qualifications. The fourth step is considered the mid-range representing a highly qualified and experienced level. The remaining steps require sustained above standard or better performance for advancement to and maintenance of these levels.

4. Temporary Employees : Temporary employees shall be appointed and compensated in accordance with administrative directives issued by the City Manager for actual hours worked.

An employee with temporary status may be released without cause or advance notice and has no appeal rights upon termination. Temporary employees are only paid for hours worked.

5. Performance Evaluations: It is the responsibility of the imm ediate supervisor to observe and evaluate the job performance of assigned staff as well as to provide appropriate orientation to the job. Failure of the immediate supervisor to conduct an evaluation, could subject the supervisor to discipline. The purpos e of the performance evaluation is to encourage open communication between the employee and immediate supervisor regarding expectations and performance, identify opportunities for professional development and establish goals and objectives for future progress and development.

a. All newly hired and promoted full -time employees will be evaluated after 6 months of employment. After successful completion of a probationary period, the performance evaluation is conducted on an annual basis, or more frequently, if appropriate. The performance evaluation should be conducted prior to the employee’s anniversary date.

The anniversary date is the date of a personnel action, such as promotion, demotion, transfer to a different class, or reclassification.

RULE V. APPLICATIONS AND APPLICANTS

1. Job Announcements : All notices for vacant positions in the competitive service shall be publicized by posting announcements on the City Web page and by such other methods as the Personnel Officer deems advisable. The announcements shall specify the title and pay of the class for which the examination is announced; the nature of the work to be performed; preparation desirable for the performance of the work of the class; the manner of making a pplication; and other pertinent information.

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2. Filing of Application: Application for employment shall be submitted as prescribed on the job announcement in a form or format acceptable to the Personnel/Risk Management Division.

Unless otherwise specified on recruitment announcements, resumes will not be accepted in lieu of the required application. Applications will be accepted only during the posted recruitment filing period for that position.

a. Applications must be completed in full. It is the responsibility of applicants to demonstrate that they meet the minimum requirements for the position. The applicants shall certify to the correctness of all statements made on the application. Knowingly providing false or incorrect information on an application is grounds for disqualification from the recruitment process and/or immediate discipline, up to and including termination of employment attained at any time after the application has been filed.

b. A separate and complete application is required for each recruitment unless otherwise specified in the job announcement. Applications, whether accepted or rejected, are the property of the City of Clovis and will not be returned.

c. Applications must be received by the Personnel/Risk Management Division no later than the closing time of the filing period posted in the job announcement.

d. The application deadline may be extended by the Personnel/Risk Management Division as circumstances warrant.

3. Disqualification: The Personnel Officer may reject an application which indicates that the applicant does not possess sufficient qualifications required for the position. If an application is rejected for failure to meet the minimum qualifications, the applicant can appeal by contacting the Personnel/Risk Management Division within 5 business days of the date of notice of rejection. The Personnel Officer, or designee, shall make the final decision regarding any appeal received. An application may be rejected or the applicant may be disqualified from the examination if the application is not complete; if the application indicates facts showing that the applicant is unable to perform the job applied for; if the applicant fails to comply with California law with respect to drug and alcohol use; if the applicant has been convicted of a crime that is related to the job applied for and future job performance; if the applicant has made any false statement of a material fact or practiced any deception or fraud in an application. Whenever an application is rejected, the Personnel Officer shall mail or electronically serve notice of the rejection to the applicant. If Applicant is a qualified individual with a disability a nd identifies the need to be accommodated for such disability during the application process or thereafter, the City will engage in the interactive process and provide reasonable accommodations. However, the Applicant must engage in the interactive proces s in good faith with the City or such application may be rejected.

4. Nepotism: In order to ensure that relatives of employees or elected official are not given preferential employment treatment, minimize the pot ential for adverse impact on supervision, safety, security or morale, the following shall apply:

a. No person shall be assigned, appointed, promoted or demoted to a position in any department in which such person’s relative already holds a position when such 93 AGENDA ITEM NO. 11.
employment would result in any of the following: (1) a regular and reoccurring supervisor-subordinate relationship; or (2) both employees having the same immediate supervisor. For the purpose of this Section, a supervisor -subordinate relationship shall be defined as one in which one person exercises the right to control, direct, reward or discipline another person by virtue of the duties and responsibilities assigned to his or her position. For purposes of this section a distinction is made regarding the length of the supervisor-subordinate relationship to note that an exception is made for short term acting assignments of a few shifts.

b. For purposes of this Section, "relative" means spouse, registered domestic partner, child/step, parent/step, grandparent, grandchild, brother/step, sister/step, aunt, uncle, niece, nephew, parent-in-law, brother-in-law or sister-in-law and legal dependents of the employee.

c. If a City employee marries another person employed by the City within the same department, both employees shall be allowed to retain their respective positions provided that a supervisory relations hip does not exist at the time of marriage between these two positions. During the period of employment, no supervisor subordinate relationship shall exist between the two employees.

RULE VI. EXAMINATIONS

1. Nature and Types of Examination : The selection techniques used in the examination process shall be impartial, of a practical nature and shall relate to those subjects which, in the opinion of the Personnel Officer, fairly measure the relative capacities of the persons examined to execute the duties and responsibilities of the class to which they seek to be appointed. Examinations shall consist of selection techniques which will test fairly the qualifications of candidates such as but not necessarily limited to achievement and aptitude tests, other written tests, personal interviews, performance tests, physical agility tests, evaluation of daily work performance, work samples, medical tests, or any combination of these or other tests.

2. Promotional Recruitment: Promotional recruitments are limited recruitments. Applicants must be currently employed with the City in a regular, probationary or contract status. Temporary, Contract, and Part -Time employees or those working for the City through an authorized temporary agency who have been employed on a continuous basis for a minimum of six (6) consecutive months preceding the final filing date are eligible to apply. Individuals who have been laid off and whose name is on an active re-employment list are also eligible to apply.

3. Continuous Examination: Open-competitive examinations may be administered periodically for a single class as the needs of the service require. Names shall be placed on employment lists, and shall remain on such lists, as prescribed in Rule VII.

4. Conduct of Examination: The Personnel Officer shall administer, delegate or contract with any competent agency or individual for the preparation and/or administration of examinations.

5. Scoring Examinations and Qualifying Scores: A candidate's performance in a given examination shall be scored on each competitive part of the examination, weighted as show n in the 94 AGENDA ITEM NO. 11.
examination announcement. Failure in one part of the examination may be grounds for declaring such applicants as failing in the entire examination or as disqualified for subsequent parts of an examination. The Personnel Officer, may, include as a part of the examination tests which are qualifying only.

6. Notification of Examination Results and Review of Papers : Each candidate in an examination shall be given written notice by email communication of the results thereof, and if successful, of his final earned score on the employment list. Any candidate shall have the right to inspect their own examination pape rs within ten (10) business days after the notice of examination results were emailed, unless the test is copyrighted, in which instance the employee will have the right to review the score if feasible. Any error in computation, if called to the attention of the Personnel Officer shall be corrected. Such correction shall not, however, invalidate any previously made appointments.

7. Time Off to Take Examinations : When employees of the City are candidates for examinations administered by the City, the employees shall be granted necessary time off from their normal duties to take such examinations. Time off granted for examination purposes shall be with pay for probationary or regular status employees. Employees participating in examinations while off duty are not paid for attendance.

8. Examination Security: Any candidate who receives or gives unauthorized assistance designed to aid a candidate in the examination process will be disqualified from the examination and may be barred from future examinations. Examination material shall not be removed by applicants from the examination area. Photo identification with a signature may be used as a positive means of identifying applicants.

9. Veterans Preference Points : In any open competitive examination, except for management positions and promotional processes, a veteran shall be allowed an additional credit on the eligibility list after having attained the passing mark(s) established for the examination. Veterans Preference Points will not be applied to positions recruited through promotional processes or management recruitments.

For the purposes of this section, “veteran” refers to an individual who meets the eligibility requirements as provided within California Government Code section 18540.4, shall also include those who have served in the United States Armed Forces (Army, Navy, Air Force, Marine Corps, Coast Guard, National Guard, or Space Force) for more than 180 days of continuous active duty. Such individu als may claim veteran preference points if they have successfully passed a City examination.

a. Five points will be added to the passing examination score or rating of a veteran who served in the United States Armed Forces, provided they submit proof of eli gibility by the application deadline. Proof of eligibility must include a Federal DD -214 from showing honorable discharge.

b. Ten points will be added to the passing examination score of a veteran who served any time and who (1) has a present service - connected disability or (2) is receiving compensation, disability retirement benefits, or pension from the military or the 95 AGENDA ITEM NO. 11.

Department of Veterans Affairs. Individuals who received a Purple Heart qualify as disabled veterans, an unmarried spouse of certain deceased veterans, a spouse of a veteran unable to work because of a service -connected disability, and a parent of a veteran who died in service or who is permanently and totally disabled. Proof of eligibility will require appropriate documentation from the United States Department of Veterans Affairs.

RULE VII. EMPLOYMENT LISTS

1. Employment Lists: As soon as possible after the completion of an examination, the Personnel Officer shall prepare and keep available an employment list consisting of the names of the candidates who qualified in the examination, arranged in order of final scores, from the highest to the lowest qualifying score. After interviewing candidates in score order, the hiring authority may select anyone from the eligibility list who has been interviewed regardless of final scores.

2. Duration of Lists: Employment lists other than those resulting from a continuous examination shall remain in effect for one (1) year, unless sooner exhausted, and may be extended, prior to their expiration dates, by a ction of the Personnel Officer, but in no event shall an employment list remain in effect for more than two (2) years. Employment lists created as the result of continuous examinations shall remain in effect for not more than one (1) year after the last administration of the examination, unless sooner exhausted. Names placed on such lists shall be merged with any others already on the list in order of final scores and shall remain on the list for not more than one year.

3. Re-employment Lists: The names of probationary and regular employees who have been laid off shall be placed on appropriate re-employment lists in the order of total continuous cumulative time served in probationary and permanent status. Such names shall remain thereon for a period of one (1) year unless such persons are sooner re-employed. When a re-employment list is to be used to fill vacancies, the Personnel Officer shall certify from the top of such list the number of names equal to the number of vacancies to be filled, and the appointing authority shall appoint such qualified persons to fill the vacancies.

4. Removal of Names From List : The name of any person appearing on an employment, re-employment or promotional list shall be removed by the Personnel Officer if the eligible requests in writing that their name be removed, if the person fails to respond to a notice of certifications mailed to the last known address, or for any of the reasons specified in the Disqualification section of Rule V, of these Rules. The names of persons on promotional employment lists who resign from the service shall automatically be dropped from such lists.

RULE VIII. METHOD OF FILLING VACANCIES

1. Types of Appointment : All vacancies in the competitive service shall be filled by transfer, demotion, re-employment, reinstatement or from eligibles certified by the Personnel Officer from an appropriate employment list, if available. In the absence of persons eligible for appointment in these ways, interim appointments may be made in accordance with the Personnel Ordinance and these Rules.

2. Certification of Eligibles : If the Appointing Authority does not consider it in the City's best 96 AGENDA ITEM NO. 11.
interest to fill the vacancy by reinstatement, transfer, or demotion, or if it is not possible to fill the vacancy by re-employment, the Appointing Authority has the ability to fill the position from an appropriate employment list, provided eligibles are available. When the Appointing Authority requests a vacancy filled by appoin tment from a promotional employment list or from an open employment list, the Personnel Officer has discretion to certify sufficient numbers of names to fill the vacancies. Whenever there are fewer than six (6) names of individuals willing to accept appointment on a promotional employment list or an open employment list, the Appointing Authority may make an appointment from among such eligibles or may request the Personnel Officer to establish a new list. When so requested, the Personnel Officer shall hol d a new examination and establish a new employment list.

a. If a promotional or open eligible list is to be used, the Personnel/Risk Management Division shall determine which score levels from an eligible list are to be referred to the Appointing Authority. The Personnel/Risk Manager should consider, in making such determination, the number of vacancies available, the availability of eligible at various score levels, and other factors specific to the appointment. Whenever possible, at least the top three (3) available candidates should be certified and referred to the Appointing Authority for consideration in filling of the vacancy. The specific number of candidates to be certified shall be determined by the Personnel/Risk Management Division.

b. In addition to, or in lieu of, a certification of names from an open or promotional eligible list, the Appointing Authority may request certification of any or all eligible candidates on rehire, reinstatement, and/or transfer lists.

3. Appointment: After interview and investigation, the Appointing Authority shall make appointments from among those certified. The person accepting appointment shall appear before the Personnel Officer, for processing on or before the d ate of appointment. If the applicant accepts the appointment and reports for duty within such period of time as the appointing authority shall prescribe, the applicant shall be deemed appointed; otherwise, the applicant shall be deemed to have declined the appointment.

4. Oath: No appointment shall be completed until the applicant has subscribed to an oath of allegiance of affirmation as required by the State Constitution and the Government Code and such oath or affirmation has been subscribed to in written document constituting the applicants agreement.

RULE IX. PROBATIONARY PERIOD

1. Probationary Period: All original and promotional appointments shall be tentative and subject to a probationary period of not less than one (1) year's actual paid service. The Appointing Authority may extend the probationary period for not more than an additional six (6) months. If an employee is on a leave of absence or light duty in another position, due to medical, personal, or other applicable leave as allowed by law, for 30 calendar days or more, the employee’s probation will automatically be extended for an equal amount of time as the leave of absence, in order to allow the fair evaluation of the employee for regular status. Department heads shall seek approval from the Appointing Authority and notify the probationer concerned prior to the release from probation or extension of a probationary period.
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2. Objective of Probationary Period : The probationary period shall be regarded as a part of the selection process and shall be utilized for closely observing the employee's work and for securing the most effective adjustment of a new employee to his/her position.

3. Rejection of Probationer : During the prob ationary period, an employee may be released from employment at any time by the Appointing Authority with or without cause. An employee on probation does not have a right to appeal the decision to release them from employment.

Notification of release from probation shall be reduced to writing and served on the probationer and a copy filed with the Personnel Officer.

4. Rejection Following Promotional Probation : An employee rejected during the probationary period following a promotional appointment shall be reinstated to the position, or a like position, from which they were promoted, unless otherwise discharged in the manner provided for by these Rules or the employee’s former or like position has been permanently filled.

RULE X. ATTENDANCE AND LEAVES

1. Annual Vacation Leave : Annual vacation leave shall be provided in accord ance with the respective Memoranda of Understanding and in accordance with administrative policies.

2. Sick Leave : Sick leave shall be granted in accordance with the respective Memoranda of Understanding and in accordance with state law and administrative policies. A department head may require a written physician’s statement to verify that an employee is able to resume normal duties or may require an employee to participate in a fitness for duty examination /evaluation as allowed by law or the Memoranda of Understanding.

3. Family and Medical Leave : Family and medical leave will be administered and granted in accordance with federal and state law and/or in accordance with administrative policies. It is the stated practice of the City that employees using family and medical leave and which have available sick leave, will be required to use such sick leave during the leave period, as a llowed by law.

4. Military Leave: Military leave shall be granted in accordance with the provisions of state and federal law. All employees entitled to military leave shall give the Appointing Authority an opportunity within the limits of military regulations to determine when such leave shall be taken.

5. Leave of Absence Without Pay: The City Manager may grant a regular or probationary employee leave of absence without pay or accrual of seniority, based on the totality of the circumstances.

No such leave shall be granted except upon written request of the employee, setting forth the reason for the request, and the approval shall be in writing. The employee shall have exhausted all applicable leave balances prior to requesting a leave of absence without pay. Upon expiration of a regularly approved leave or within a reasonable period of time after notice to return to duty, the employee shall be reinstated in the position held at the time leave was granted. Failure on the part of an employee on leave to report promptly at its expiration, or within a reasonable time after notice to return to duty shall be cause for discharge. Any leave of absence without pay shall be limited to three months, but may be renewed for additional similar time periods by the City Manager.
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6. Jury Leave: Full-time employees of the City who are called or required to serve as a trial juror shall be entitled to be absent from their duties with the City during the period of such service or while necessarily being present in court as a result of such call. Under such circumstances, eligible employees shall be paid the difference between their full salary and any payment received by them, except travel pay, for such duty.

7. Bereavement Leave : Bereavement leave shall be granted in acco rdance with respective Memoranda of Understanding, state law, and in accordance with administrative policies.

8. Attendance: Employees shall be in attendance at their job in accordance with the rules regarding hours of work, holidays, and leaves. All departments shall keep daily attendance records of employees, which shall be reported to Payroll on the form and on the dates specified by the Finance Director.

9. Holidays: The holidays to be observed are set forth in the respective Memoranda of Understanding and in the administrative policies.

RULE XI. TRANSFER, PROMOTION, LAY-OFF,

RESIGNATION, REINSTATEMENT AND SEPARATION

1. Transfer: No person shall be transferred to a position for which they do not possess the minimum qualifications. The Director or Chief of a Department may request a transfer of a part -time or temporary employee who has been continuously working for the City for not less than 1 year, to a full-time entry level position in the same Department, provided the full -time vacancy is in the same class and has similar job duties. Upon notice to the affected employee, the Appointing Authority may transfer an employee at any time from one position to another position in a comparable class. For transfer purposes, a comparable class is one with the same maximum salary, involves the performance of similar duties and requires substantially the same basic qualifications. Additional transfer procedures may be found in a Memorandum of Understanding with a recognized bargaining unit.

2. Promotion: Insofar as consistent with the best interests of the service, vacancies in the competitive service may be filled by promotion from within the competitive service, after a promotional examination has been given and a promotional list established. If, in the discretion of the Personnel Officer, a vacancy in the position could be filled better by an open-competitive examination instead of promotional examination, then such an examination shall be arranged.

3. Demotion: An employee may seek a voluntary demotion for non -disciplinary reasons. Such demotions shall only be effective upon approval of the Personnel Officer.

4. Lay-Off: The Appointing Authority may lay-off an employee in the competitive service because of material change in duties or organization or shortage of work or funds. At lea st ten (10) business days before the effective date of lay -off, the Appointing Authority shall notify the Personnel Officer of the intended action with reasons therefore, and a statement certifying whether or not the services of the employee have been satisfactory. A copy of such notice shall be given the employee affected. Additional layoff procedures may be found in a Memorandum of Understanding with a recognized bargaining unit.

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5. Resignation: An employee wishing to leave the competitive service in good standing shall file with the Appointing Authority, a written resignation stating the effective date and reasons for leaving at least two (2) weeks before leaving the service, unless such time limit is waived by such official. A statement as to the resigned employee's service performance and other pertinent information shall be forwarded to the Personnel Officer. Failure to give notice as required by this Rule may be cause for denying future employment by the City. After a resignation has been accepted, it cannot be withdrawn without the approval of the Personnel Officer and the City Manager.

6. Reinstatement: With the approval of the Appointing Authority and the Personnel Officer, a full- time permanent or probationary employee who has resigned with a good record may be considered for reinstatement within two (2) years from the effective date of resignation to a vacancy in the same position provided the employee meets all eligibility requirements the same as any newly hired employee would be required to meet. Upon reinstatement, the employee, for all purposes, shall be in the status as a new employee without credit for any purpose for time previously served in the employment of the City.

7. Separation: Separation shall include actions which severs the employment relationship as outlined in these rules, including but not limited to Rule XI and Rule XII.

RULE XII. DISCIPLINARY ACTION

1. Authority to Impose Discipline : A department head may take disciplinary action against an employee under his/her authority for one or more of the causes for discipline specified below. A department head may delegate to a supervisory employee the authority to impose disciplinary action up to suspension without pay for up to five (5) days. Disciplinary action may include but does not have to include any or all of the following, counseling, verbal warning, written reprimand, suspension without pay, reduction in pay, demotion, discharge, or other action as determined by the department head or designee. The City is not required to follow any progressive discipline process.

2. Causes for Disciplinary Action: Causes for disciplinary action include but are not limited to the following:

a. Fraud in securing appointment, including falsifying or omitting information on the employment application.

b. Conviction of a felony or conviction of a misdemeanor involving moral turpitude. A plea or verdict of guilty, or a conviction following a plea of nolo contendre to a charge of a felony or any offense involving moral turpitude is deemed to be a conviction within the meaning of this Section.

c. Consumption of intoxicating beverages or use of controlled substances while on duty, or intoxication or use of controlled substances while off duty when such consumption or use impacts an individual's ability to safely perform their work duties while on duty.

d. Consumption of intoxicating beverages, use of controlled substances, or being intoxicated 100
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while off duty if such consum ption or use affects an individual's ability to provide services while in a paid, designated on-call status.

e. Insubordination, willful disobedience, dishonest, or failure to comply with a City policy, rule or regulation.

f. Discourteous or offensive conduct or language toward the public or another employee.

g. Other failure of good behavior, either during or outside of duty hours, that bears a rational relationship to the employee’s employment, which is of such a nature that it:

(1) causes discredit to the City;
(2) causes discredit to the employee’s employment;
(3) impairs or disrupts the employee’s public service; (4) impairs the employee’s fitness to perform the employee’s duties required by the position; or
(5) impairs the employee’s fitness for efficient service.

The failure of good behavior need not be publicly known.

h. Inefficiency or incompetence.

i. Inattention to or willful neglect of duty, excessive or repeated tardiness, indolence, carelessness, misuse of or damage to, or negligence in the c are and handling of City property.

j. Inability to perform assigned duties due to failure to meet or retain job qualifications (including, but not limited to failure to possess required licenses or failure to pass required tests).

k. Unauthorized absence from duty or duty station.

l. Improper or unauthorized use of City vehicles or equipment.

m. Abandonment of position or excessive absenteeism.

n. Claim of sick leave under false pretenses, malingering or other misuse of sick leave.

o. Engaging in outside employment not specifically authorized by the Department Head and City Manager or engaging in other employment that is incompatible with City employment or detrimental to the efficiency of his/her regular work with the City.

p. Absence from duty without leave, or failure to return to work after leave of absence has expired or has been disapproved, revoked or canceled.

q. Willful violation of any of the provisions of federal law, state law, City ordinances, these Rules, or any rules or regula tions which may be prescribed by the City Manager or a 101
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department head.

r. Acceptance of a personal gift or other form of remuneration in addition to regular compensation, by an employee for the performance of his/her City duties in violation of City policy. Solicitation in an official capacity or as an employee of the City of the public for money, goods, or services not specifically authorized by the City Manager.

s. Violation of the Safety Policy.

t. Unsatisfactory work performance.

u. Behavior which constitutes unlawful discrimination or harassment.

3. Applicability: The procedures and appeal rights set forth in this Rule do not apply to the discipline of verbal or written warnings or reprimand or of discipl ine which results in a loss of salary of five (5) days or less except where the Memorandum of Understanding, Firefighters Procedural Bill of Rights or Police Officers Bill of Rights specify otherwise. This Rule applies only to an employee in a regular competitive service position.

4. Suspension or Relief of Duty: A department head may suspend or relieve from duty an employee for disciplinary reasons in accordance with this policy, the Memorandum of Understanding or other state and federal laws. Notice of such action must be provided to the Personnel Officer prior to the action being taken.

5. Notice of Proposed Discipline : The department head shall give written notice of the proposed disciplinary action to the employee. The notice shall include the action being considered; the reasons for the proposed action and the nature of the charges; copies of or reference to the materials upon which the action is based; notice of the opportunity to respond in writing or orally at a particular time and place; the right of the employee to be represented by an attorney or other representative at any disc iplinary proceeding; and the fact that the failure of the employee to respond is conclusively presumed to be a waiver of his or her objection to the discipline and the procedure.

6. Employee Response: An employee notified of proposed disciplinary action may respond by submitting a written response and/or appearing at the appointed place and time. The meeting shall be held at least five (5) days after the notification of the proposed disciplinary action. The purpose of the meeting is to hear the response of the employee to the charges. This meeting is not an evidentiary hearing, and the employee is not entitled to present witnesses. During this meeting, the employee may be represented by a person of their choosing that is not a witness in the disciplinary matter.

7. Imposing Discipline : As soon as practicable after the employee has had an opportunity to respond, the department head shall notify the employee and the Personnel Officer in writing of the nature and extent of the discipline, if any, and the effective date. The notification will also advise the employee of the right of appeal as per these rules.

8. Procedures for Appeal of Disciplinary Action: The following procedures shall apply unless the 102
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applicable Memorandum of Understanding, Firefighters Procedural Bill of Rights or the Peace Officer Bill of Rights specify different processes.

a. Method of Appeal. An appeal of imposed discipline shall be in writing, signed by the appellant, and filed with the Personnel Officer within five (5) calendar days of the effective date of the disciplinary action. The appeal shall set forth the matter appealed from, the detailed basis of appeal, and a statement of the action desired by the appellant with supporting reasons. The formality of a legal pleading is not required. The failure to file an appeal within the five (5) day period is deemed a waiver of the right to appeal.

b. Notice. Upon the filing of an appeal, the Personnel Officer shall set a date for a hearing on the appeal no more than ninety (90) days from the date of filing, unless otherwise mutually agreed upon by both parties in writing. The Personnel Officer shall notify the appellant in writing of the date, time and place of the hearing.

c. Hearings. The appellant shall appear personally before the Personnel Commission or an Administrative Law Judge as agreed to by the appellant and the City, at the time and place of the hearing. The appellant may be represented by a person of his or her choosing and may produce relevant oral or documentary evidence at the hearing. The City's case shall be presented first. Cross -examination of witnesses shall be permitted. Rebuttal matter not repetitive may be allowed in the discretion of the Personnel Commission. The conduct and decorum of the hearing shall be under the cont rol of the Personnel Commission Chairman. The Commission in its discretion may continue the hearing from time to time. Hearings need not be conducted according to technical rules of evidence.

Hearings shall be closed unless the appellant, in writing, requests an open hearing.

d. Findings and Recommendations. The Personnel Commission shall, within thirty (30) days after the conclusion of the hearing, certify its findings and decision in writing to the appellant and to the City Manager. The Personnel Commission may recommend affirming, revoking, or modifying the discipline. Any member of the Personnel Commission may submit a minority or supplemental finding and recommendation. The City Manager shall review the findings and recommendations of the Pers onnel Commission and may then affirm, revoke or modify the action. The City Manager's decision shall be issued within sixty calendar days after receipt of the Commission's findings and recommendations. The City Manager's decision shall be final and binding.

e. Any time limit or stage of procedure in this chapter may be waived for good cause and with the consent of both parties.

9. Effect of Disciplinary Actions:

a. Suspension. An employee suspended from the City service forfeits all rights, privileges and compensation during the period of suspension.

b. Discharge. An employee who has been discharged shall be paid salary accumulated to the effective date of termination, any compensatory time accumulated, and accrued vacation time.
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c. Reduction in Pay. Reduction in pay becomes effective at the beginning of the next payroll period following the effective date of the disciplinary action.

d. Written Reprimand. An official reprimand is in the form of a written notice to the employee and is placed in the employee's personnel file. No employee shall have a written reprimand entered in his or her personnel file without the employee having first read and signed the document, indicating he or she is aware of the reprimand; except that the reprimand may be placed in the file if after reading the document, the employee refuses to sign it. In that case, the refusal shall be noted and signed by the supervisor.

10. Management and Exempt Employees : Any employee in a management position, or any other position that is exempt from the overtime pay and/or minimum wage provisions of the Fair Labor Standards Act of 1938, may not be suspended without pay for less than one (1) full day.

RULE XIII. GRIEVANCE PROCEDURES

1. Purpose of Rule : The purpose of the grievance procedures is to promote improved employer-employee relations by establishing grievance procedures and to afford employees individually or through qualified employee organizations, collectively herein after referred to throughout this rule as “employee”, a systematic means of obtaining fur ther considerations of problems after every reasonable effort has failed to resolve them through discussions.

Additionally, the procedure provides a mechanism that allows grievances to be settled as near as possible to the point of origin and to provide t hat appeals shall be conducted as informally as possible.

2. Matters Subject to Grievance Procedure: Any employee in the competitive service shall have the right to grieve, under this rule, a decision affecting their employment over which the Appointing Authority has partial or complete jurisdiction and for which appeal is not provided by other regulations or is not prohibited. The grievance procedures i n this chapter do not apply to disciplinary actions, the determination of the contents of a job classification or a decision to reclassify a position, the determination of procedures and standards of selection for employment and promotion, the evaluation process, the contents of an evaluation, items which require capital expenditures, items subject to the meet -and-confer process as defined in the California Government Code, and all City rights reserved in the City's employer -employee relations resolution.

3. Form of Grievance : An employee (the grievant) shall present his/her grievance in writing to his/her supervisor or department head. The supervisor, department head or Personnel Officer shall respond in writing.

4. Grievance Procedure - Department Level: A grievance should be considered within the department whenever possible. An employee should bring the grievance to the attention of the immediate supervisor as soon as possible. If the employee does not bring the grievance to the attention of the supervisor within fifteen (15) calendar days of the date of the action or incident causing th e grievance, it is considered a waiver of the employee's right to submit the grievance (unless the action or incident is part of an on -going pattern of behavior). The supervisor shall consider the grievance and notify the grievant of the supervisor's action or decision in writing within fifteen (15) 104
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calendar days from the date the grievance was submitted. If the matter cannot be adjusted or settled by the immediate supervisor within fifteen (15) calendar days from the date of submission, or if the grievant is still dissatisfied after the supervisor's decision, the employee may submit the grievance in writing to the department head.

5. Department Head Review: The grievance shall be s ubmitted to the department head within ten (10) calendar days from the date of the supervisor's decision if the employee is dissatisfied with the supervisor’s decision. The department head shall confer with the grievant, the supervisor and such other pers ons as may be necessary to gather all the facts and to find a solution. The department head must take action and so notify the grievant in writing within fifteen (15) calendar days.

6. City Manager Review : If the grievant is not satisfied after informal discussion(s) and the department head's decision, he/she may, within ten (10) calendar days of the date of the department head's decision, submit a written grievance to the City Manager. If the grievant does not submit a written grievance within the ten (10) calendar days, the grievance procedure ends. Upon receiving a written grievance, the City Manager or designee, shall within fifteen (15) calendar days discuss the grievance with the grievant, their representative, if any, and any other persons involved. The City Manager/designee may make any inquiry, investigation or compilation of facts deemed necessary in reaching a decision. The City Manager/designee shall render a decision in writing to the grievant, with a copy to the department head, within thirty (30) calendar days from the date the City Manager/designee met with the grievant to discuss the matter. The decision of the City Manager/designee is final.

7. Extension of Time Limit: Any time limit or stage of procedure in this Rule may be waived for good cause and with the consent of both parties.

RULE XIV. MEMORANDA OF UNDERSTANDING
AND SAFETY OFFICERS’ BILL OF RIGHTS

1. Memoranda of Understanding : In the event the terms of an applicable memorandum of understanding, entered into pursuant to the Meyers-Milias-Brown Act, conflict with the terms of these rules, the terms of the memorandum of understanding shall prevail.

2. Peace Officers’ Bill of Rights : In the event the requirements of the Publi c Safety Officers’ Procedural Bill of Rights Act (California Gov. Code, §§ 3300, et seq.) conflict with the terms of these rules, the requirements of the Public Safety Officers’ Procedural Bill of Rights Act shall prevail.

3. Firefighters Procedural Bill of Rights: In the event the requirements of the Firefighters Procedural Bill of Rights (California Gov. Code, §§ 3250, et seq.) conflict with the terms of these rules, the requirements of the Firefighters Procedural Bill of Rights shall prevail.

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RULE XV. DISASTER SERVICE WORKER

1. The protection of the health and safety, and the preservation of lives and property of the citizens of the City of Clovis from the effects of natural, manmade, or war-caused emergencies that result in conditions of disaster or in extreme peril to life, property, and resources is of paramount importance to the City, requiring the responsible efforts of public and private agenc ies and individual citizens. In furtherance of the exercise of power of the City in protection of its citizens and resources, ALL City employees are hereby declared to be Disaster Service Workers subject to such disaster service activities as may be assigned to them by their supervisors or by law.

It is the duty of each City employee to fulfill the responsibilities of a disaster service worker if deemed necessary by the City Manager. In the event of a declared emergency (i.e., riot, war, fire, flood, earthquake, etc.) employees may be directed to report to the City’s designated Emergency Operations Center (EOC). Employees may be contacted and given further instructions as to when and where to report to the EOC in the event of a declared emergency.

In the event of a disaster, the City Manager, serving as Director of Emergency Services, or designee, is authorized to take such actions as may be necessary to facilitate recovery operations, including, but not limited to, deploying staff for damage assessme nt and emergency repair purposes, and procuring materials, labor, and services required for damage control and emergency repair.

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TO: Mayor and City Council
FROM: Public Utilities Department
DATE: February 11, 2025
SUBJECT: Workshop – Receive and File – Landscape Maintenance District (LMD).

Staff: Scott Redelfs, Public Utilities Director
Recommendation: Receive and File
ATTACHMENTS: None.

Public Utilities Director Scott Redelfs will provide a verbal presentation on this item.

Please direct questions to the City Manager’s office at 559-324-2060. 107
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TO: Mayor and City Council
FROM: Public Utilities Department
DATE: February 11, 2025
SUBJECT: Consider Approval – Authorization of City staff to proceed with an assessment increase election for Landscape Maintenance District No. 1, Benefit Zones 4 and 5; and Authorize the City Manager to enter into an agreement with Francisco and Associates, Inc. , to administer the Landscape Maintenance District assessment increase election.

Staff: Scott Redelfs, Public Utilities Director
Recommendation: Approve

ATTACHMENTS: 1. Election Diagram Map: Benefit Zone 4

2. Election Diagram Map: Benefit Zone 5

3. Agreement & Proposal – Francisco & Associates, Inc.

RECOMMENDATION

1. For the City Council to authorize City staff to proceed with the Landscape Maintenance District Proposition 218 assessment increase election; and

2. For the City Council to authorize the City Manager to enter into an agreement with Francisco & Associates, Inc., to administer the Landscape Maintenance District assessment increase Proposition 218 election.

EXECUTIVE SUMMARY
Clovis Landscape Maintenance District (LMD) No. 1 is comprised of 50 Benefit Zones that consist of parks, street -side landscaping, neig hborhood entry monuments, roundabouts, and lighting that benefit the properties within each of the zones. The properties in each zone are assessed to provide funding for landscape maintenance and the repair and replacement of monuments, lights, irrigation systems, and park amenities. Annually, City staff analyzes the revenues, expenses, and reserves of each Benefit Zone to determine assessment rates. Staff is proposing a Proposition 218 election in Benefit Zones 4 and 5 at this time.

Benefit Zone 4 includes parks located within the boundary of Benefit Zone 1 – generally, north of Herndon Avenue to Shepherd Avenue between Willow Avenue and SR-168. A map showing the properties assessed in Benefit Zone 4 is included as Attachment 1. The rates in Benefit Zone 108
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4 have not increased since a Proposition 218 election in 2016 that received 60% voter approval of the increase. There have been no increases proposed since the 2016 election. The park conditions and playground structures are aging, and expenditures for operation s and maintenance have exceeded the annual assessment revenue. Should a rate increase not be approved, it is estimated that reserves will be de pleted in two years . However, that time could be minimally extended with a decrease in services. Therefore, it is recommended to increase the existing annual rate by $15.14/year, from $49.86/year to $65.00/year. It is also recommended to include an annual escalator based on the change in the Consumer Price Index (CPI), not to exceed 3% commencing Fiscal Year 2026-27. This would allow sufficient funds to be collected to continue current maintenance levels near-term and would allow for additional funds to be collected in future years to replace aging playground structures and continue the level of service for the City parks in Benefit Zone 4.

Benefit Zone 5 includes parks located within the boundary of Benefit Zone 2 – generally, south of Herndon Avenue betwe en Sunnyside Avenue and Locan Avenue. A map showing the properties assessed in Benefit Zone 5 is included as Attachment 2. The rates in Benefit Zone 5 have not increased since a Proposition 218 election in 2013. In 2016, 2022, and 2023 Proposition 218 elections were conducted but all failed by a very narrow margin. The park conditions and playground structures are aging, and expenditures have exceeded the annual assessment revenue. The Park Benefit Zone 5 account fund balance is in a deficit condition. It is recommended to increase the existing annual rate by $14.90/year, from $50.10/year to $65.00/year. It is also recommended to include an annual escalator based on the change in CPI, not to exceed 3% commencing Fiscal Year 2026-27. The proposed increase that failed in 2023 was for an additional $25.14 per year. Staff believes that a smaller initial increase ($14.90/yr) with an annual CPI will be more palatable for Benefit Zone 5 property owners. Over time, this would allow sufficient funds to restore ma intenance levels and replace some of the oldest playground structures that, if not replaced, will need to be removed for safety purposes.

Francisco & Associates, Inc. , is an assessment engineering firm that specializes in the administration of Landscape maintenance districts (LMDs). Francisco and Associates, Inc., has served as the LMD Engineer for the City of Clovis since 1995 and has contracted with the City previously on LMD Proposition 218 elections. Staff is recommending contracting with Francisco & Associates, Inc., for services associated with the Proposition 218 election.

BACKGROUND
There are currently 50 Benefit Zones within Landscape Maintenance District No.1. These Benefit Zones were established to provide funding for specific landscape and lighting benefits throughout the City. The properties that receive a specific benefit from those improvements are assessed in proportion to the benefit they receive. The first six Benefit Zones cover the City’s LMD street and LMD park landscaping. Benefit Zones 1, 2, and 3 fund the City’s LMD street - side and street median landscaping. Benefit Zones 4, 5, and 6 fund the City’s LMD parks. Benefit Zones 7 through 50 are neighborhood -specific and include decorative neighborhood entries and/or decorative street lighting, also known as enhancement zones. Benefit Zone 11 is no longer used. Benefit Zones Southeast (SE) and Northwest (NW) are unique in that one zone funds all street landscaping, parks, and decorative features benefitting properties within these respective Benefit Zones . Benefit Zone SE is Loma Vista and is located generally south of 109
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Bullard Avenue and east of Locan Avenue. Benefit Zone NW is Heritage Grove and is located north of Shepherd Avenue.

The assessments for LMD Benefit Zones 1 through 6 do n ot have an annual escalation factor because not all of the properties within these zones include an escalation authority in their property covenants. The assessments for LMD Benefit Zones 7 through NW include an annual escalation factor equal to the change in the CPI plus 2%. If assessments need to increase in Benefit Zones 1 through 6, or if they need to increase more than CPI plus 2% in the other zones, it is necessary to hold a Proposition 218 election of the affected property owners. The balloting is co nducted per Proposition 218. Election results are determined by a simple majority of returned ballots weighted according to the proportional financial obligation . Benefit Zones are tabulated separately, and each Benefit Zone stands on its own.

The last increase to Benefit Zone 4 was approved by property owners in 2016. Revenues are falling below expenditures, and the funding will soon face deficit conditions unless significant reductions to maintenance occur.

The City has conducted assessment increase Proposition 218 elections in Benefit Zone 5 in 2016, 2022, and 2023. In all elections, an assessment increase was not approved. Reductions to service levels in Benefit Zone 5 have been implemented and further reductions are needed as expenditures continue to exceed revenue.

Proposition 218 Election Recommendations
Based on the financial conditions of Benefit Zones 4 and 5, staff recommends proceeding with a Proposition 218 election to increase the assessments and include an annual CPI escalator not to exceed 3% commencing Fiscal Year 2026 -27. Including a CPI, along with a smaller initial increase, will allow the City to maintain services and slowly build reserves for capital improvements and long-term maintenance. Including a CPI will allow the City to move towards a direction that will be more consistent with covenants for newer Benefit Zones.

Contract with Francisco and Associates, Inc., to Administer the Election Francisco & Associates, Inc. , has administered the LMD for the City since 1995. Fra ncisco & Associates, Inc. , has consistently provided excellent service to the City and administered previous LMD Proposition 218 elections in a competent and efficient manner.

Francisco & Associates, Inc., has submitted a proposal (Attachment 3) for servi ces associated with the administration of the recommended LMD Proposition 218 elections, including assisting the City with preparing and mailing the notices and ballots and the subsequent tabulation of the ballots. Staff has reviewed the proposal and has f ound the costs for the services to be reasonable. Francisco & Associates, Inc. , specializes in the administration of LMDs, has expertise in the legislative and judicial issues associated with LMDs, and is very familiar with the City of Clovis LMD. For thes e reasons, staff recommends that Council authorize the City Manager to enter into an agreement with Francisco & Associates, Inc., for these services.

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FISCAL IMPACT
There is minimal impact to the general fund. Costs will be paid almost exclusively by the LMD.

Preparation and mailing of the notices and ballots , including postage, and tabulation of the ballots will cost approximately $56,745 ($4.85/ballot). If the Proposition 218 elections are successful, revenues will be adequate to maintain the current level of service in Park Benefit Zone 4 and increase the level of service in Park Benefit Zone 5. If the Proposition 218 elections are not held or unsuccessful, revenues in Benefit Zones 4 and 5 will not be adequate to support the current level of service and staff must reduce services to meet the available revenue.

REASON FOR RECOMMENDATION
Benefit Zone 4 revenues have remained constant since 2016 while expenses ha ve risen significantly. A rate increase is needed to continue current maintenance levels and fund the replacement of some of the aging playgrounds and park amenities.

Benefit Zone 5 revenues have remained constant since 2013 while expenses have risen significantly. A rate increase is needed to restore maintenance levels and potentially fund the replacement of some of the aging playgrounds and park amenities.

Francisco & Associates, Inc. , is the most qualified firm to provide the services associated with the Proposition 218 elections and they have submitted a proposal for those services. Staff has reviewed the proposal and found the costs to be reasonable.

ACTIONS FOLLOWING APPROVAL
• The City Manager will execute a contract with Francisco & Associates, Inc. • Ballot Preparation: April 9, 2025 - April 24, 2025
• Mail Ballots: No later than April 24, 2025 (45 days prior to Public Hearing) • Proposition 218 Election Public Hearing and final day to return ballots: June 9, 2025 • Ballot Tabulation: June 10, 2025
• Present Proposition 218 Election Results to Clovis City Council: June 16, 2025

This is the proposed schedule which can be adjusted if needed.

CONFLICT OF INTEREST
None.

Prepared by: Tim Breshears, Parks Manager

Reviewed by: City Manager AH
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NEES AVENEES AVE

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ASSESSED PARCELS
ATTACHMENT 1
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BARSTOW AVE

BULLARD AVE

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ATTACHMENT 2
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CITY OF CLOVIS

CONSULTANT SERVICE AGREEMENT
This Consultant Services Agreement ("Agreement") is entered into between the City of Clovis, a California general law city ("City") and the individual or entity identified below ("Consultant") with respect to the following recitals, which are a substantive part of this Agreement. This Agreement shall be effective on the date signed by City, which shall occur after execution by Consultant ("Effective Date").

RECITALS
A.

City desires to obtain services for the work and associated services ("Services") described in Exhibit A, and as further set forth in the proposal from Consultant attached as Exhibit B ("Proposal") and incorporated herein by reference.

B. Consultant is engaged in the business of furnishing the Services and hereby warrants and represents that it is qualified, licensed, and professionally capable of performing the Services.

C. City desires to retain Consultant, and Consultant desires to provide the City with the Services, on the terms and conditions as set forth in this Agreement.

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

AGREEMENT

1. Scope of Services. Consultant shall perform the Services described in the Recitals. If there is a conflict between the scope of the Proposal and this Agreement, this Agreement shall control. The contractual terms and conditions detailed on page 2 and page 3 of the Proposal shall have no force or effect with respect to this Agreement and the Services performed by Consultant.

2. Commencement of Services; Term of Agreement. Consultant shall commence the Services upon City's issuance of a written "Notice to Proceed" and shall continue with the Services until Consultant, as determined by City, has satisfactorily performed and completed the Services, or until such time as the Agreement is terminated by either party pursuant to Section 16 herein, whichever is earlier.

3. Payment for Services. City shall pay Consultant a sum not to exceed the total set forth in Exhibit A for the Services performed pursuant to this Agreement. Consultant shall submit monthly invoices to City containing detailed billing information regarding the Services provided and unless otherwise specified in Exhibit A and/or Exhibit B, City shall tender payment to Consultant within thirty (30) days after receipt of invoice.

4. Independent Contractor Status. Consultant and its subcontractors shall perform the Services as independent contractors and not as officers, employees, agents or volunteers of City. Consultant is engaged in an independently established trade, occupation, or business to perform the services required by this Agreement and is hereby retained to perform work that is outside the usual course of City’s business.

Consultant is free from the control and direction of City in connection with the manner of performance of the work. Nothing contained in this Agreement shall be deemed to create any contractual relationship between City and Consultant's employees or subcontractors, nor shall anything contained in this Agreement be deemed to give any third party, including but not limited to Consultant's employees or subcontractors, any claim or right of action against City.

Attachment 3 114
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Revised: June 2019; Reviewed April 2020 2

5. Standard of Care. Consultant expressly represents it is qualified in the field for which Services are being provided under this Agreement and that to the extent Consultant utilizes subcontractors, such subcontractors are, and will be, qualified in their fields. Consultant also expressly represents that both Consultant and its subcontractors, if any, are now, and will be throughout their performance of the Services under this Agreement, properly licensed, bonded, and/or otherwise qualified and authorized to perform the Services required and contemplated by this Agreement, as may be required by law. Consultant and its subcontractors, if any, shall utilize the standard of care and skill customarily exercised by members of their profession, shall use reasonable diligence and best judgment while performing the Services, and shall comply with all applicable laws and regulations.

6. Identity of Subcontractors and Sub-Consultants. Consultant shall, before commencing any work under this Agreement, provide to City in writing: (a) the identity of all subcontractors and sub-consultants (collectively referred to as "subcontractors"), if any, Consultant intends to utilize in Consultant's performance of this Agreement; and (b) a detailed description of the full scope of work to be provided by such subcontractors. Consultant shall only employ subcontractors pre-approved by City and in no event shall Consultant replace an approved subcontractor without the advance written permission of City, with the understanding that City's permission will not be unreasonably withheld. Notwithstanding any other provisions in this Agreement, Consultant shall be liable to City for the performance of Consultant's subcontractors.

7. Subcontractor Provisions. Consultant shall include in its written agreements with its subcontractors, if any, provisions which: (a) impose upon the subcontractors the obligation to provide to City the same insurance and indemnity obligations that Consultant owes to City; (b) make clear that City intends to rely upon the reports, opinions, conclusions and other work product prepared and performed by subcontractors for Consultant; (c) entitle City to impose upon subcontractors the assignment rights found elsewhere in this Agreement; and (d) require the payment of prevailing wages in accordance with State and Federal law, if applicable.
7A. Prevailing Wages. Where applicable, Consultant shall be responsible for the payment of prevailing wages in accordance with State and Federal law. Consultant shall further be responsible for ensuring any subcontractors comply with any requirements for the payment of prevailing wages in accordance with State and Federal law, if applicable.
8 . Power to Act on Behalf of City. Consultant 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.

9. Record Keeping; Reports. Consultant shall keep complete records showing the type of Services performed. Consultant shall be responsible and shall require its subcontractors to keep similar records. City shall be given reasonable access to the records of Consultant and its subcontractors for inspection and audit purposes. Consultant shall provide City with a working draft of all reports and five (5) copies of all final reports prepared by Consultant under this Agreement.

10. Ownership and Inspection of Documents. All data, tests, reports, documents, conclusions, opinions, recommendations and other work product generated by or produced for Consultant or its subcontractors in connection with the Services, regardless of the medium, including physical drawings and materials recorded on computer discs or other electronic devices ("Work Product"), shall be and remain the property of City.

City shall have the right to use, copy, modify, and reuse the Work Product as it sees fit. Upon City's request.

Consultant shall make available for inspection and copying all such Work Product and all Work product shall be turned over to City promptly at City's request or upon termination of this Agreement, whichever occurs first. Consultant shall not release any Work Product to third parties without prior written approval of the City Manager. This obligation shall survive termination of this Agreement and shall survive for four (4) years 115
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from the date of expiration or termination of this Agreement.

11. Confidentiality. All data, reports, conclusions, opinions, recommendations and other work product prepared and performed by and on behalf of Consultant in connection with the Services performed pursuant to this Agreement shall be kept confidential and shall be disclosed only to City, unless otherwise provided by law or expressly authorized by City. Consultant shall not disclose or permit the disclosure of any confidential information acquired during performance of the Services, except to its agents, employees and subcontractors who need such confidential information in order to properly perform their duties relative to this Agreement.

Consultant shall also require its subcontractors to be bound to these confidentiality provisions.

12. City Name and Logo. Consultant shall not use City's name or insignia, photographs relating to the City projects for which Consultant's services are rendered, or any publicity pertaining to the Consultant's services under this Agreement in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

13. Conflicts of Interest. Consultant warrants that neither Consultant nor any of its employees have an interest, present or contemplated, in the Services. Consultant further warrants that neither Consultant nor any of its employees have real property, business interests or income that will be affected by the Services.

Consultant covenants that no person having any such interest, whether an employee or subcontractor shall perform the Services under this Agreement. During the performance of the Services, Consultant shall not employ or retain the services of any person who is employed by the City or a member of any City Board or Commission.

14. Non-liability of Officers and Employees. No officer or employee of City shall be personally liable to Consultant, or any successors in interest, in the event of a default or breach by City for any amount which may become due Consultant or its successor, or for any breach of any obligation under the terms of this Agreement.

15. City Right to Employ Other Consultants. This Agreement is non-exclusive with Consultant. City reserves the right to employ other consultants in connection with the Services.

16. Termination of Agreement. This Agreement shall terminate upon completion of the Services, or earlier pursuant to the following.
a. Termination by City: Without Cause. This Agreement may be terminated by City at its discretion upon seven (7) days prior written notice to Consultant. b. Termination by City or Consultant: For Cause. Either party may terminate this Agreement upon fourteen (14) days prior written notice to the other party of a material breach, and a failure to cure within that time period.
c. Compensation to Consultant Upon Termination. In the event termination is not due to fault attributable to Consultant, and provided all other conditions for payment have been met, Consultant shall be paid compensation for services satisfactorily performed prior to notice of termination. As to any phase partially performed but for which the applicable portion of Consultant's compensation has not become due, Consultant shall be paid the reasonable value of its services provided. However, in no event shall such payment when added to any other payment due under the applicable part of the work exceed the total compensation of such part as specified in Section 3 herein. In the event of termination due to Consultant’s failure to perform in accordance with the terms of this Agreement through no fault of City, City may withhold an amount that would otherwise be payable as an offset to City's damages caused by such failure. 116
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d. Effect of Termination. Upon receipt of a termination notice (or completion of this Agreement), Consultant shall: (i) promptly discontinue all Services affected (unless the notice directs otherwise); and (ii) deliver or otherwise make available to the City, without additional compensation, all data, documents, procedures, reports, estimates, summaries, and such other information and materials as may have been accumulated by the Consultant in performing this Agreement, whether completed or in process.

Following the termination of this Agreement for any reason whatsoever, City shall have the right to utilize such information and other documents, or any other works of authorship fixed in any tangible medium of expression, including but not limited to physical drawings, data magnetically or otherwise recorded on computer disks or other electronic devices, or other writings prepared or caused to be prepared under this Agreement by Consultant. Consultant may not refuse to provide such writings or materials for any reason whatsoever.

17. Insurance. Consultant shall satisfy the insurance requirements set forth in Exhibit C. 1 8. Indemnity and Defense. Consultant 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 Consultant or its subcontractors relating to the performance of Services described herein, unless the injuries or damages are the result of City's sole negligence or willful misconduct.

Consultant and City agree that said indemnity and defense obligations shall survive the expiration or termination of this Agreement for any items specified herein that arose or occurred during the term of this Agreement.

19. Taxes. Consultant agrees to pay all taxes, licenses, and fees levied or assessed by any governmental agency on Consultant incident to the performance of Services under this Agreement, and unemployment compensation insurance, social security, or any other taxes upon the wages of Consultant, its employees, agents, and representatives. Consultant agrees to obtain and renew an annual business license from City and pay the applicable annual business license fee to City during the term of this Agreement.

20. Assignment. Neither this Agreement nor any duties or obligations hereunder shall be assignable by Consultant without the prior written consent of City. In the event of an assignment to which City has consented, the assignee shall agree in writing to personally assume and perform the covenants, obligations, and agreements herein contained. In addition, Consultant shall not assign the payment of any monies due Consultant from City under the terms of this Agreement to any other individual, corporation or entity. City retains the right to pay any and all monies due Consultant directly to Consultant.

21. Form and Service of Notices. Any and all notices or other communications required or permitted by this Agreement or by law to be delivered to, served upon, or given to either party to this Agreement 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 acknowledgment of receipt by the other party. Service shall be deemed the date of written acknowledgement.
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c. Delivery by a reliable overnight delivery service, ex., Federal Express, receipted, addressed to the addressees set forth below the signatories to this Agreement. 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.

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

23. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective successors and assigns.

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

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

26. Applicable Law and Interpretation and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. The language of all parts of this Agreement shall, in all cases, be construed as a whole, according to its fair meaning, and not strictly for or against either party. This Agreement is entered into by City and Consultant in the County of Fresno, California. Consultant shall perform the Services required under this Agreement in the County of Fresno, California. Thus, in the event of litigation, venue shall only lie with the appropriate state or federal court in Fresno County.

27. Amendments and Waiver. This Agreement 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 Agreement shall be deemed, or shall constitute, 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 Agreement shall not constitute a waiver of the right to compel enforcement of the remaining provisions of this Agreement.

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

29. Execution in Counterparts. This Agreement may 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 Agreement.

30. Alternative Dispute Resolution. If a dispute arises out of or relating to this Agreement, 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, 118
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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 Agreement.

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 for 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 statues of limitations.

31. Non-Discrimination. Consultant shall not discriminate on the basis of any protected class under federal or State law in the provision of the Services or with respect to any Consultant employees or applicants for employment. Consultant 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 Consultant have executed this Agreement on the date(s) set forth below.

CONSULTANT CITY OF CLOVIS

By: __________________________ By: ______________________________ Andrew Haussler, City Manager

Date: _________________________ Date: ____________________________

ATTEST

_________________________________
Briana Parra, City Clerk

APPROVED AS TO FORM

_________________________________
Scott G. Cross, City Attorney
Party Identification and Contact Information:

Consultant City of Clovis
Francisco and Associates Public Utilities Department Attn: Ed Espinoza Scott Redelfs
Managing Principal Public Utilities Director
5963 LaPlace Court, Suite 110 155 N Sunnyside
Carlsbad, Ca 92008 Clovis, CA 93611
[email protected] [email protected]
925-867-3400 559-324-2600

J:\wdocs\00601\037\agt\00660865.DOC

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EXHIBIT A

DESCRIPTION OF SERVICES

SCOPE OF SERVICES
The scope of work will consist of updating the notice and balloting mailing database to include the most current parcel information (e.g. property owner names, mailing addresses, etc.), duplication of approximately 11,700 notices, ballots and outgoing and return envelopes, mailing of the notices and ballots, preparation of replacement notices and ballots if requested by property owners and subsequent tabulation of ballots for Benefit Zones No. 4 and No. 5.

Task 1 – Develop updated Notice and Ballot Mailing Database Coordinate with the County to obtain the most current property owner database and update the property owner names and mailing address information for the parcels located within Benefit Zones No. 4 and No. 5.

Task 2 – Mail Merge and Duplicate Approximately 11,700 Notices, Ballots, Outgoing Envelopes and Return Envelopes
Coordinate with City staff and the mail house to mail merge and duplicate approximately 11,700 notices, ballots, outgoing and incoming envelopes. The outgoing envelopes will be white No. 10 windowed envelopes with the City’s logo, return address, stamp and statement that the envelopes contain an assessment ballot inside. The No. 9 return envelopes will be a light pastel color and contain the City’s logo and return address on them along with prepaid return postage. The notice will be color 11” x 17” and contain the information associated with the proposed assessment increase. The ballot will be printed on colored card stock.

Task 3 – Mailing of Notices and Ballots
Fold, stuff, apply postage to outgoing and incoming envelopes and deliver approximately 11,700 notices and ballots to the post office to ensure they are delivered by the legal deadline. The ballots will be mailed no less than 45 days prior to the public hearing.

Task 4 – Duplicate Notices and Ballots
If requested by the City or property owner(s), Francisco & Associates will prepare and mail duplicate notices and ballots in the event they are lost, misplaced, if the property owner wishes to change their vote, etc. These ballots will be printed on a different colored card stock than the original ballots to ensure ballots are not counted twice.

Task 5 – Tabulation of Ballots
After the close of the Public Hearing, open, sort, and tabulate all returned ballots and prepare the ballot tabulation reports for each Benefit Zone. The tabulation reports shall include, but not limited to; the number of returned ballot in favor of the assessment increase, number of ballot opposed to the assessment increase, number of ballots considered invalid, and number of ballots not returned.
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Responsibilities of the City

1) Provide qualified legal counsel to review and approve the Proposition 218 documents and proceedings;
2) Determine the assessment increases for Benefit Zones Nos. 4 and 5; 3) Prepare and publish all legal notices;
4) Prepare all staff reports and resolutions; and
5) Schedule and agendize required City Council meetings.

COMPENSATION AND BILLING

All the work completed for this project shall be paid in a time and materials basis payment not to exceed fifty- six thousand seven hundred and forty-five dollars ($56,745). Invoicing shall be completed the month directly following completion of the scope of work.

SCHEDULE

If not otherwise specifically set forth in the Scope of Services or Proposal, the Services shall occur pursuant to an agreed upon schedule, which is subject to modification based on the City’s operational needs. City will notify Consultant in advance of any modification to the schedule.

PERFORMANCE REQUIREMENTS

Notwithstanding, and in addition to the provisions of, Section 16 of this Agreement, if any work performed hereunder is not in conformity with the requirements of this Agreement and other pertinent documents, City shall have the right to require Consultant to perform the work again in conformity with the requirements of this Agreement at no additional increase in the Consultant’s fee for service. Remedy for non-compliance or non-performance shall occur within 24 hours of notice. The City shall also have the right to require Consultant to take all necessary steps to ensure future performance of the work in conformity with the requirements of this Agreement. In the event Consultant fails to perform the work again or fails to take necessary steps to ensure future performance of the work in conformity with the requirements of this Agreement, City shall have the right to immediately terminate this Agreement for default.

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EXHIBIT B

CONSULTANT PROPOSAL

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Northern California
925-867-3400
Southern California
760-438-5330

franciscoandassociates.com
January 31, 2025

Scott Redelfs, P. E.

Public Utilities Director
City of Clovis
155 N. Sunnyside
Clovis, CA 93611

Subject: Proposal to Assist the City of Clovis to Conduct Proposition 218 Notice and Ballot Mailing and Subsequent Ballot Tabulation for Benefit Zones No. 4 and No. 5 for Landscape Maintenance District No. 1

Dear Scott:

Francisco & Associates appreciates the opportunity to submit this proposal to the City of Clovis to conduct Proposition 218 notice and ballot mailing and subsequent ballot tabulation for Benefit Zones Nos. 4 and 5 corresponding to the City’s Landscape Maintenance District No. 1.

SCOPE OF SERVICES

The scope of work will consist of updating the notice and balloting mailing database to include the most current parcel information (e.g. property owner names, mailing addresses, etc.), duplication of approximately 11,700 notices, ballots and outgoing and return envelopes, mailing of the notices and ballots, preparation of replacement notices and ballots if requested by property owners and subsequent tabulation of ballots for Benefit Zones No. 4 and No. 5.

Task 1 – Develop updated Notice and Ballot Mailing Database

Coordinate with the County to obtain the most current property owner database and update the property owner names and mailing address information for the parcels located within Benefit Zones No. 4 and No. 5.

Task 2 – Mail Merge and Duplicate Approximately 11,7 00 Notices, Ballots, Outgoing Envelopes and Return Envelopes

Coordinate with City staff and the mail house to mail merge and duplicate approximately 11,700 notices, ballots, outgoing and incoming envelopes. The outgoing envelopes will be white No. 10 windowed envelopes with the City’s logo, return address, stamp and statement that the envelopes contain an assessment ballot inside. The No. 9 return envelopes will be a light pastel color and contain the City’s logo and return address on them along with prepaid return postage. The notice will be color 11” x 17” and contain the information associated with the proposed assessment increase. T he ballot will be printed on colored card stock.

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Task 3 – Mailing of Notices and Ballots

Fold, stuff, apply postage to outgoing and incoming envelopes and deliver approximately 11,700 notices and ballots to the post office to ensure they are delivered by the legal deadline. The ballots will be mailed no less than 45 days prior to the public hearing.

Task 4 – Duplicate Notices and Ballots

If requested by the City or property owner (s), Francisco & Associates will prepare and mail duplicate notices and ballots in the event they are lost, misplaced, if the property owner wishes to change their vote, etc. These ballots will be printed on a different colored card stock than the original ballots to ensure ballots are not counted twice.

Task 5 – Tabulation of Ballots

After the close of the Public Hearing, open, sort, and tabulate all returned ballots and prepare the ballot tabulation reports for each Benefit Zone. The tabulation reports shall include, but not limited to; the number of returned ballot in favor of the assessment increase, number of ballot opposed to the assessment increase, number of ballots considered invalid, and number of ballots not returned.

Responsibilities of the City

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FEE SCHEDULE

A breakdown of our proposed fee is provided below.

Preparation, Mailing of Notices/Ballots and Tabulation (11,700 parcels) $4.85 /parcel

All mail house costs associated with duplication, folding, postage and stuffing the notices and ballots are included in the fee per parcel shown above. Based upon conducting a Proposition 218 election for 11,7 00 parcels located within Benefit Zones Nos. 4 and 5, the estimated total fee is $56,745.

Terms

Francisco & Associates will invoice the City on a monthly basis for services performed during the previous month.

If you have any questions or comments regarding our proposal, please don’t hesitate to call me at 925-867-3400.

Sincerely,

FRANCISCO & ASSOCIATES

Ed Espinoza, P.E.

Managing Principal

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EXHIBIT C

INSURANCE REQUIREMENTS

Prior to commencement of the Services, Consultant shall take out and maintain, at its own expense, and shall cause any subcontractor with whom Consultant contracts for the performance of Services pursuant to this Agreement to take out and maintain, the following insurance until completion of the Services or termination of this Agreement, whichever is earlier, except as otherwise required by subsection (d) below. All insurance shall be placed with insurance companies that are licensed and admitted to conduct business in the State of California and are rated at a minimum with an "A:VII" by A.M. Best Company, unless otherwise acceptable to the City.

a. Minimum Limits of Insurance. Consultant shall m aintain limits no less than:

(i) Professional Liability Insurance (Errors and Omissions) in an amount not less than $2,000,000.00 per occurrence or claim, $2,000,000 aggregate. Said insurance shall be maintained at all times during Consultant's performance of Services under this Agreement, and for a period of five years following completion of Consultant's Services under this Agreement or termination of this Agreement.

(ii) General Liability Insurance (including opera tions, products and completed operations coverages) in an amount not less than $1,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

(iii) Worker's Compensation Insurance as require d by the State of California.

(iv) Business Automobile Liability Insurance in a n amount not less than $1,000,000 per accident for bodily injury and property damage.

(v) Umbrella or Excess Liability. In the event Con sultant purchases an Umbrella or Excess insurance policy(ies) to meet the “Minimum Limits of Insurance,” this insurance policy(ies) shall “follow form” and afford no less coverage than the primary insurance policy(ies). In addition, such Umbrella or Excess insurance policy(ies) shall also apply on a primary and non-contributory basis for the benefit of the City, its officers, officials, employees, agents and volunteers.

If Consultant maintains higher limits than the minimums shown above, the City shall be entitled to coverage at the higher limits maintained.

b. Other Insurance Provisions. The general liabili ty policy is to contain, or be endorsed to contain, the following provisions:

(i) The City, its officers, officials, employees, a gents, and volunteers are to be covered as insured's with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Consultant; and with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts or equipment furnished in connection with such work or operations.

General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO Form 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33 or CG 20 38; and CG 20 37 forms if later revisions used).

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(ii) For any claims related to the Services perform ed pursuant to this Agreement, the Consultant's insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant's insurance and shall not contribute with it.

(iii) Each insurance policy required by this sectio n shall be endorsed to state that the City shall receive written notice at least thirty (30) days prior to the cancellation, non-renewal, or material modification of the coverages required herein.

(iv) Coverage shall not extend to any indemnity cov erage for the active negligence of the additional insured in any case where an agreement to indemnify the additional insured would be invalid under Subdivision (b) of Section 2782 of the Civil Code.

(v) Consultant grants to the City a waiver of any r ight to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance.

Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

(vi) Any deductibles or self-insured retentions mus t be declared to and approved by the City of Clovis Risk Services. The City may require the Consultant to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

c. Evidence of Coverage. Consultant shall deliver to City written evidence of the above insurance coverages, including the required endorsements prior to commencing Services under this Agreement; and the production of such written evidence shall be an express condition precedent, notwithstanding anything to the contrary in this Agreement, to Consultant's right to be paid any compensation under this Agreement. City's failure, at any time, to object to Consultant's failure to provide the specified insurance or written evidence thereof (either as to the type or amount of such insurance), shall not be deemed a waiver of City's right to insist upon such insurance later.

d. Maintenance of Insurance. If Consultant fails t o furnish and maintain the insurance required by this section, City may (but is not required to) purchase such insurance on behalf of Consultant, and the Consultant shall pay the cost thereof to City upon demand, and City shall furnish Consultant with any information needed to obtain such insurance. Moreover, at its discretion, City may pay for such insurance with funds otherwise due Consultant under this Agreement.

Consultant shall maintain all of the foregoing insurance coverages during the term of this Agreement, except as to (a) the products and completed operations coverage under the General Liability Insurance which shall also be maintained for a period of ten (10) years following completion of the Services by Consultant or termination of this Agreement, whichever is earlier; and (b) Professional Liability Insurance, which shall be maintained for a period of five (5) years following completion of the Services by Consultant or termination of this Agreement, whichever is earlier.

e. Subcontractors. If the Consultant should subcont ract all or any portion of the work to be performed in this Agreement, the Consultant shall cover the subcontractor, and/or require each subcontractor to adhere to all the requirements contained herein. Similarly, any cancellation, lapse, reduction or change of subcontractor’s insurance shall have the same impact as described above.

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f. Special Risks or Circumstances. The City reserv es the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

g. Indemnity and Defense. Except as otherwise expr essly provided, the insurance requirements in this section shall not in any way limit, in either scope or amount, the indemnity and defense obligations separately owed by Consultant to City under this Agreement. 128
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TO: Mayor and City Council
FROM: Public Utilities Department
DATE: February 11, 2025
SUBJECT: Consider Approval – Award Recycling and Organic Material Collection, Processing, and Marketing Services Agreement to Mid Valley Disposal ; and Authorize the City Manager to Execute the Agreement on Behalf of the City. (Continued from the February 4, 2025, meeting)

Staff: Glenn Eastes, Assistant Public Utilities Director Recommendation: Approve

ATTACHMENTS: 1. Proposal (Mid Valley Disposal)

2. Agreement

3. Compliance Checklist

4. Proposal (Caglia Environmental)

5. Proposal (Republic Services)

RECOMMENDATION
For the City Council to award a recycling and organic material collection, processing, and marketing services agreement to Mid Valley Disposal, and to authorize the City Manager to execute the agreement, in substantially the same form as attached, on behalf of the City.

EXECUTIVE SUMMARY
At the February 4, 2025, Council meeting, Council continued the item to February 11, 2025, to allow Council additional time to review the other two proposals. A Compliance Checklist and the proposals for Republic Services and Caglia Environmental we re added as attachments to this report.

The City of Clovis currently contracts with Republic Services to provide collection, processing, and marketing services for recyclable materials and organics. This contract is set to expire on July 31, 2025. To ensure a competitive process for obtaining the best price and service proposal, and to allow time for a potential transition and continuity of service if a new vendor was selected, City staff – with the assistance of HF&H Consultants – prepared and issued a Request for Proposals (RFP) on October 16, 2024, for recycling and organic material collection, processing, and marketing services. The proposal was for a 10 -year service contract beginning on August 129
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1, 2025, and includes an additional 3 -year term should the City elect that option at the end of the initial contract term.

Staff received proposals from three (3) prominent and capable service providers: Republic Services, Mid Valley Disposal, and Caglia Environmental. Staff conducted an extensive review of each proposal, including interviewing each proposer to gain a comprehensive understanding of the services offered in their proposals and calling several listed references for each proposer.

Staff then scored all three proposals based on qualifications, ability to perform, proposed costs, and overall responsiveness. Staff ranked Mid Valley Disposal the highest and best value for the required services. Staff believe Mid Valley’s proposal is the most cost -effective and would not cause an immediate need to increase customer rates and go through the Propos ition 218 rate increase public noticing and protest hearing process.

As a result, staff recommend awarding a 10 -year contract for recycling and organic material collection, processing and marketing services to Mid Valley Disposal, beginning on August 1, 2025.

BACKGROUND
The Legislature of the State of California enacted the California Integrated Waste Management Act of 1989 (AB 939) that requires local agencies to make adequate provisions for solid waste handling within their jurisdictions.

Public Resour ces Code Section 40059 allows the City to provide collection and recycling services through contract, franchise, or permit, with or without competitive bidding. Staff chose to issue a Request for Proposal (RFP) to ensure that Clovis residents and the City were receiving the best value possible. Staff chose the option of using an RFP to evaluate the full credentials of the proposers and not to award on cost savings alone. Staff received approval from Council on July 1, 2024, to use the firm HF&H Consultants (HF&H) to assist in preparation and processing of the RFP. The RFP was issued on October 16, 2024, and the City received proposals for services from three well -qualified companies: Mid Valley Disposal, Caglia Environmental, and Republic Services.

The prop osals were evaluated on proposer qualifications, technical ability and capability, exception to the provided terms, costs, predictability of rate stability, and customer satisfaction.

This evaluation was based on the criteria outlined in the RFP. Interview s with the proposers were conducted on December 10 and 11, 2024, in which each proposer provided an opening presentation, responses and clarifications to staff questions, and a closing statement. They were also each given the opportunity to specifically ad dress questions related to their proposals by submitting additional information within the following weeks that they thought would be beneficial to staff’s evaluation.

Staff evaluated the proposals based on the criteria described in the RFP. The following is a summary of staff’s evaluation:

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Proposer Qualifications (Experience, Key Personnel, Past Performance)

Mid Valley Disposal began serving the Central Valley in 1997 and has grown to become the largest operating hauler in the region. They currently m anage 31 franchise agreements and provide services to 80,000 residential customers. Their leadership team possesses extensive experience and have been with the company for a significant period of time.

Caglia Environmental, a locally owned business with over 85 years of service to the community, has its largest contract in Madera County, where it serves 13,000 residential customers. Their leadership team possess extensive experience and have been with the company for a significant period of time.

Republic Services, the second-largest waste management company in the nation, has seen its presence in the Central Valley decline. The only two Cities that they provide services to in the area are the City of Salinas and the City of Clovis.

Technical Proposa l (Implementation, Operations, Equipment, Public Education, Customer Service)

Mid Valley Disposal presented a solid and practical transition plan, demonstrating extensive experience in this type of operation. References indicated they achieved highly successful transitions in each of the several jurisdictions where they have transitioned to providing service under similar contracts. They are well -equipped for the transition and anticipate the arrival of a new fleet of trucks before the contract begins, although servicing Clovis under this contract is not dependent on the arrival of the new fleet. Staff determined Mid Valley Disposal had the best public education plan and their customer service proposal ranked very high.

Caglia Environmental also presen ted a good transition plan. Staff found that the successful timing and implementation of their proposed transition plan included some dependency on new trucks to service Clovis under this contract arriving prior to the contract start date in August 2025.

This was not scored against them as the City was aware that fleet purchases could be a timing issue and staff were prepared for potential delays in the contract start date. Their recent transition experience has also been successful but is limited to only one jurisdiction (unincorporated Madera County), where they received positive feedback for effectively managing a complex transition scenario. Staff determined Caglia’s proposal on public education was very good as well as their customer service plan.

Republic Services requires the least preparation for the transition, as the majority of the necessary equipment is already in place. However, they would need to expand organics and recycling services for commercial customers, which has been a challenge unde r the current contract. The current management team is experienced but has been overseeing this contract for less than two years, following a period of high turnover over the past six years. Staff determined Republic proposed adequate public education but their customer service plan ranked lower than the other two companies.

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Exceptions to Proposed Contract Terms

Contract exceptions are statements or requests added by the prop oser that limit or change the intent of contract provision or requirement. Mid Valley and Caglia scored high in this category because they did not propose significant exceptions to the City’s draft agreement included in the Request for Proposal. For the most part, they were agreeable to all contract terms as required in the Request for Proposal. Republic scored lower because they proposed the most exceptions to the City’s draft agreement.

Costs (Reasonableness, Competitiveness)

The cost of service has increased significantly over the years. This is largely due to inflation and requirements of SB 1383 (collection and disposal of organic material) implementation. Staff anticipated the potential increase in cost of a new contract, including the continued implementation of the previously authorized 4% annual increase to the recycling and organics rates permitted by ordinance. The revenue generated from customer fees for recycling and organics services has historically covered the contract amount the City pays Republic to provide these services, and also covered the other City costs and expenses related to providing recycling and organics collection and disposal services.

Mid Valley Disposal proposed the lowest rate, which is 20% higher than the City’s current contract. Caglia Environmental’s proposal reflected a 45% increase compared to the current contract. Republic Services proposed the highest rate, with a 79% increase to current contract.

Anticipating the continued implementation of the authorized 4% rate increase, the projected City revenue from customer fees is estimated to cover t he City’s cost of the Mid Valley contract. As a result, staff have determined the City will not need to increase customer rates if the contract is awarded to Mid Valley Disposal. The previously authorized 4% ongoing annual increase to residential customer rates is sufficient to cover the additional costs proposed by Mid Valley Disposal. However, if the contract were to be awarded to Caglia Environmental or Republic Services, customer rates would need to be increased more than the authorized 4% annual increase to cover the higher contract costs. Such a rate increase would require the City to conduct the Proposition 218 public noticing and public protest hearing before considering and approving the necessary rate increases.

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The table below shows the annualized cost for the City of Clovis for provisions of residential services. Commercial services are billed directly to customers by the service provider. These services are not included in the rates below. All proposals for Commercial services essen tially offer the same rate by contractual limits, equating to 60% of the City's refuse bin rate as established in the Request for Proposal (RFP).

Predictability (Assurance, Operations)

Mid Valley Disposal received the highest praise for assurance, reliability, and rate stability. They are the only hauler in Fresno County who charges customers less than the maximum allowable rate. Their requested rate increases in other jurisdictions have been deemed reasonable, and they are known for being easy to work with. Additionally, their handling of customer service complaints has been commendable.

Caglia Environmental also earned strong references for their collection reliability, responsiveness to customer complaints, and their fair and reasonable approach to rate increase requests.

Republic Services has faced challenges in recent years with collection reliability and customer satisfaction, as noted by the City of Clovis and other reference s. However, the current management team has made notable improvements over the past year in addressing these issues.

Summary of Evaluations

Based on the evaluation of the three proposals summarized above, staff recommend awarding the contract to Mid Vall ey Disposal. They have extensive experience providing recycling and organics services in the Central Valley, received positive feedback for their transition plans and service reliability, and their proposed costs fall within a range that allows the City to award the contract without requiring a Proposition 218 rate increase at this time. 133
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FISCAL IMPACT
Mid Valley Disposal’s proposed contract to provide collection, processing, and marketing services for recyclable materials and organics fits within the City’s current rate and generated revenue from residential customers. Contract costs will increase at a rate tied to the Consumer Price Index (CPI) but not to exceed the maximum rate of 4% in any year. Generally, contract rate increases have been lower than the contract stated maximum. Collection revenue should increase at a rate of 4% with Council approval and should be stable with contract and administration costs. At this time, a rate increase to customers would not be required if the contract is awarded to Mid Valley Disposal.

REASON FOR RECOMMENDATION
Of the three proposals received, Mid Valley Disposal’s proposal presents the best value for City residents and City operations. Their proposal is cost -effective and assures that the implementation and transitio n for the services are seamless and problem -free as indicated in their proposal and from the feedback received by the references.

ACTIONS FOLLOWING APPROVAL
If approved, the City Manager will execute the contractual agreement with Mid Valley Disposal in substantially the same form as attached. The attached agreement is in draft form as staff await consideration by Council to award the contract to the recommended proposer. The agreement will be finalized for content and format after incorporating the inform ation from the awarded proposal. Should there be any substantial changes to the agreement, it will be brought back to Council for consideration of approval.

CONFLICT OF INTEREST
None.

Prepared by: Glenn Eastes, Assistant Public Utilities Director

Reviewed by: City Manager AH
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Corporate Office
15300 W Jensen Ave
Kerman, CA 93630

GENERATIONS

OF EXPERIENCE
ATTACHMENT 1
135
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Introduction: Cover Letter
November 12, 2024
City of Clovis
1033 Fifth Street
Clovis, CA
93612
Proposal for Recyclable Materials and Organic Materials Services It is with considerable pride that Mid-Valley Disposal, LLC hereby submits its proposal for the above referenced collection and processing services for the City of Clovis.

We received and reviewed the City’s request for proposal, including its contents, attachments, and all addenda. We have also conducted due diligence to confirm material facts upon which this proposal is based.

The name of the entity to execute an agreement with the City of Clovis is Mid-Valley Disposal, LLC. As President and CEO, I, Joseph Kalpakoff, am duly authorized to execute a Franchise Agreement on behalf of Mid-Valley Disposal, LLC, and I certify that I am the contact person in reference to this submittal. You may contact me at:
15300 W Jensen Ave (559) 237-9425 or (559) 842-9436
Kerman, CA
93630 [email protected]
On behalf of Mid
Valley Disposal, I sincerely thank you for your consideration and look forward to partnering with the City of Clovis.

Sincerely,
Joseph Kalpakoff
President / CEO
Mid Valley Disposal
Introduction: Cover Letter
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TABLE OF CONTENTS
Introduction: Executive Summary 5 1: C
ompany Description 9

1.A
: Corporate Structure 10

1.B: D
escription of Proposer’s Collection Experience
11 1.C
: Description of Proposer’s Service Initiation Experience 29

1.D: K
ey Personnel 31

1.E:

Labor and Wages
39 1.F: F
inancial Information & Ownership 40

1.G:

Past Performance Record 42

1.G
.1: Litigation and Regulatory Actions 42

1.G
.2: Fines and Penalites 44

1.G
.3: Satisfactory Performance in Other Agreements 45 2:

Technical Proposal for Services 46

2.A: R
ecyclable Materials Collection 46

2.B:

Recyclables Materials Processing
51 2.C
: Recyclables Materials Marketing 52

2. E: Organic Materials Processing 56

2.F:

Organic Materials Marketing 62

2.G
: Ancillary Services 63

2.H:

Optional Services 64

2.I:

Implementation Plan
65 2.

J: Customer Service 75

2.K:

Electronic Monitoring & Communication System 82

2.L
: Environmental Issues 83

2.M:

Public Education & Outreach 84

2.N:

Other Required Plan 95

2.N.
1: SB 1383 Implementation and Monitoring Plan 95 MID VALLEY DISPOSAL • Pr OPOSAL - CItY Of CL OVIS
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2.N.2: Litter Prevention/Abatement Plan 1 03

2.N.3: Skilled Driver Recruiting, Training, and Retention Plan 105
2 .N.4: Local Purchasing Preference
106
2 .O: Subcontracting

108
2 .P: Billing

109
2 .Q: Corporation Yard & Maintenance Facilities 111 3:

Financing and Cost Proposal
112

3. A: Financing Plan

112

3.B: Cost and Rate Proposal
113
3 .C: Revenue Share

123
4: Exceptions

1 24
5: Other Proposal Forms
125

5. 1: Secretary’s Certificate
125

5. 2: Anti-Collusion Affidavit
1 26

5.3: Iran Contracting Act Certification
1 27
6: Additional Information
1 52

6.1: Indemnification CERCLA
1 52
MID VALLEY DISPOSAL • Pr OPOSAL - CItY O f C LOVIS
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Introduction: Executive Summary
Mid Valley Disposal is excited at the opportunity to serve the City of Clovis. The people that make up Mid Valley Disposal are passionate and enthusiastic about the waste and recycling industry. Our commitment goes beyond simply collecting trash. We strive to be a strong partner throughout the community.

We are confident that reviewing this proposal will address the service needs, as well as added value services, for the City of Clovis and its residents. Key takeaways will include:
y Commitment to service from a locally
o
wned and operated family company
y MVD’s e
xperience and proven
track record for municipal
operations and transitions
y Guar
anteed organics processing
capacity at our Kerman facility
Locally Owned and Operated
Founded in 1997, Mid Valley Disposal (MVD) is the leading locally owned and operated company that provides recycling, organics, and solid waste services in the Central Valley. The Kalpakoff family has four generations of experience in successfully operating a solid waste management company in California. Today, MVD is led by brothers Joseph and Jonathan Kalpakoff (fourth generation). With over 400 employees, MVD provides exclusive collection services to 36 local jurisdictions and is permitted to provide collection services in Fresno, Merced, Madera, Kings, and Tulare counties.

Introduction: Executive Summary
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Our presence in the Central Valley is
unmatched and our local knowledge plays
a key role in our ability to deliver excellent
service. In the search for an exclusive
provider, it is important to know the company
will honor your community goals and values.

We appreciate the City’s
consideration of our
proposal and look forward to
partnering with the residents
and businesses of Clovis.

Value Added Services
Mid Valley Disposal is proud to offer the following value-added services to the City of Clovis. The services outlined below are included as part of the provided rates.
y New Equipment
Collection vehicles will meet the model and GPS
requirements outlined in the RFP.
y High School Programs – Environmental Clubs
Mid Valley Disposal will support high school clubs focused on environmental activities with financial and technical assistance.
y Compost
Our CDFA certified organic Kerman’s Best Compost can be available at City’s annual compost event. y Christmas Tr ee Disposal
Natural Christmas trees can be disposed of in the organics container during the three weeks following December 25th.

Recycler of the Year
Mid
Valley Disposal selects a Recycler of
the Year, chosen from local businesses that
demonstrate exceptional commitment to
recycling and sustainability efforts. We
recognize these businesses at city council
meetings or business awards dinners.

Introduction: Executive Summary
6/152 MID VALLEY DISPOSAL • Pr OPOSAL - CItY Of CLO VIS Service Area Map
140
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MVD is committed to purchasing
locally, building sustainable
infrastructure, and reinvesting back
into the communities we serve.

Introduction: Executive Summary
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Family owned...family focused
Jay Kalpakoff had a simple business philosophy
“treat employees like family.”
His legacy of service to employees continues today in the many programs that create a culture of recognition and appreciation at Mid Valley Disposal.

Founder’s Day Picnic at Wild Water
Over 1,500 friends and family gather for a day of celebration that includes food, fun, and camaraderie. The day culminates with recognition of our longest serving employees and a serious, but friendly “Taco Throwdown” competition between our operations teams!
Employee Engagement
Mid Valley Disposal promotes a “servant leadership” culture.

Through various events planned throughout the year, leaders stay connected with employees and their families, acknowledging that they are the keys to MVD’s success.

Scholarship Program
Each year, MVD awards financial support to employees and eligible family members in their personal pursuit for higher education and enhanced skills training.

Employee Recognition
Years of service milestones aren’t the only things MVD celebrates.

When employees proactively take action or go above and beyond their role as an essential worker, leaders and colleagues take notice. From exemplary safety records to outstanding customer support, MVD feels it is important to acknowledge employees for their front-line responses.

Introduction: Executive Summary
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1: Company Description
(L to R: Jonathan, Tatiana, Harrison, Natalie, Joseph)
The Kalpakoff family has owned and operated solid waste and recycling businesses in California for four generations. Mid Valley Disposal was formed in 1997 to provide solid waste hauling services in Fresno County and the Central Valley. Today, Joseph and Jonathan Kalpakoff serve as President and Executive Vice President of the Company and are involved in all aspects of day-to-day operations.

Mid-Valley Disposal, LLC (MVD, LLC) is the legal entity that will execute an agreement with the City. MVD, LLC is a manager managed California limited liability company formed in 2014 to accommodate the growth and expansion of hauling operations in the Central Valley. The company maintains all required permits and filings to conduct business in California. MVD, LLC is a wholly owned subsidiary of Mid-Valley Disposal Holdings, LLC, which is owned by Joseph Kalpakoff and Jonathan Kalpakoff.

Mid-Valley Recycling, LLC and Crown Transportation, LLC are related companies that support different functions in providing vertically integrated services. Mid-Valley Recycling, LLC owns and operates recycling and organics processing facilities and is also a wholly owned subsidiary of Mid-Valley Disposal Holdings, LLC. Crown Transportation owns and operates tractors and trailers for the transportation of materials from transfer stations to landfills and processing sites. All related companies are owned by Joseph Kalpakoff and Jonathan Kalpakoff. 1: Company Description
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1.A: Corporate Structure
The company maintains credit facilities with BMO (formerly Bank of the West) that provide revolving credit for asset acquisition and working capital. BMO is the only creditor with outstanding debt greater than 10% of the company’s total assets, as evident in the financial statements provided.

The diagram below illustrates the overall corporate structure.

Mid-Valley Disposal Holdings, LLC
Parent Company for
Hauling and Processing
Mid-ValleyDisposal, LLC
COLLECTION OPERATIONS:

Franchise and Open Market
Mid-Valley Recycling, LLC
POST-COLLECTION OPERATIONS:

Processing and MRF opeartions
Crown Transportation, LLC
Material Transfer Trucks
Mid-Valley Disposal Holdings, LLC
Parent Company for
Hauling and Processing
Mid-Valley Disposal, LLC
COLLECTION OPERATIONS:

Franchise and Open Market
Mid-Valley Recycling, LLC
POST-COLLECTION OPERATIONS:

Processing and MRF operations
Crown Transportation, LLC
Material Transfer Trucks

1.A: Corporate Structure
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1.B: Description of Proposer’s Collection Experience

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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2 FEL; 3 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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20 FEL; 5 ASL
1 FEL; 1 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
1 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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2 FEL; 2 ASL
2 FEL; 2 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 3 ASL
1 FEL; 3 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
16/152 MID VALLEY DISPOSAL • 01. C OMPAnY DESCrIPtIOn 5 FEL; 6 ASL
1 FEL; 3 ASL
1 FEL; 2 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 4 ASL
5 FEL; 7 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
1 FEL; 3 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
2 FEL; 4 ASL
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MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
2 FEL; 2 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 1 ASL
1 FEL; 1 ASL
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CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1.B: Description of Proposer’s Collection Experience
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Madera City Hall, 205 W 4th Street, Madera, CA 93637
PHONE: (559) 661-5400 • www.madera.gov

OFFICE OF PUBLIC WORKS
Ismael Hernandez, Director
November 1, 2024
SUBJECT: Letter of Recommendation
To Whom It May Concern:

It
is with great pleasure that I offer this letter of recommendation on behalf of Mid Valley Disposal, LLC. In April 2012, Mid Valley Disposal took over solid waste services for the City of Madera by acquiring the previous contractor, initially focusing on solid waste services only. In August 2018, they were awarded full responsibility for solid waste management in Madera, which expanded their role to include customer service, as well as cart replacement and repairs. Since then, Mid Valley Disposal has been instrumental in assisting the City with the implementation of CalRecycle’s recycling and organics mandates citywide.

Mid Valley Disposal is dedicated to serving more than 13,746 single-family residences and 1,789 businesses weekly. Their committed staff, including recycling coordinators, work diligently to keep our City clean and ensure compliance with the State’s rigorous diversion and reporting requirements.

The company also supported the City in implementing a three-cart program for mixed recycling and organics collection, fully aligned with SB 1383 standards. Their efforts have been critical in helping Madera comply with AB 341, AB 1826, and SB 1383. We are confident in their commitment as California continues to lead in recycling and environmental initiatives.

Mid Valley Disposal consistently provides exceptional service to Madera’s residents and businesses.

If you have any questions regarding Mid Valley Disposal, please feel free to contact me at (559) 661-5466.

Sincerely,
Ismael Hernandez
Public Works Operations Director

1.B: Description of Proposer’s Collection Experience
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1.B: Description of Proposer’s Collection Experience
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1.C: Description of Proposer’s Service Initiation Experience Experience Matters
Our South Valley operations team on the first day
of services in the City of Selma on July 1, 2024.

When changing haulers, there is no substitute for proven experience and performance. Our operations team will create a detailed implementation plan based on the needs of the City of Clovis. Subsequent sections will also describe how MVD will engage and educate the community through live customer service calls and chats, special events and printed multilingual communication. Our goal is to mitigate disruption of services and ensure a smooth transition for all customers.

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Dedicated team backed by local resources
Being locally owned and operated means that transitions and implementations are directly overseen by ownership. Located just 12 miles away in Fresno, we have a team of local managers with extensive experience in transitions and service implementation. We also have 6 facilities within 60 miles of the City of Clovis. Our diverse team of drivers, supervisors and dispatch operators are trained to deploy services and proactively address issues before they hinder operations. With our established presence in neighboring communities, the City of Clovis can be confident that Mid Valley Disposal is never far away.

SB 1383 Compliance
Our Recycling Department specializes in SB 1383 regulations, and is well-equipped to offer comprehensive public education, exceeding SB 1383 standards. Through cross-functional
collaboration, we’ve developed efficient procedures for gathering city compliance information through diverse
assessments. For detailed information about SB 1383
compliance, please refer to Section 2.M within this proposal.

Guaranteed Capacity for SB 1383
If selected, MVD can guarantee processing capacity to the City of Clovis for the length of the exclusive hauler agreement.

Through conservative fiscal practices and strategic investment, MVD has developed local processing facilities for both recycling and organics. Our fully permitted and operational composting facility is designed to accept mixed organics, including food scraps, to comply with SB 1383 programs. Our vertical
integration provides guaranteed processing capacity for both recyclables and organics collected in the City of Clovis. Section

2.B and 2.E of this proposal provides a detailed description of the facilities owned and operated by Mid Valley Disposal.

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1.D: Key Personnel
Joseph Kalpakoff: President and CEO
[email protected]
Education: Bachelor of Science, Arizona State University - Mass Communications; Minor, Business Administration As President and CEO of MVD, Joseph is the steward of the family business built on genera- tions of service in the solid waste industry. He plays a key role in recruiting and retaining the best employees, manages public relations, and ensures compliance with all regulating agencies.

Joseph keeps current with changes in environmental law both locally and at the state level. He is President of the California Waste Haulers Council and has participated in statewide panels on recycling industry issues. Joseph was recently appointed to the Statewide Commission on Recycle Markets and Curbside Recycling to make recommendations on achieving statewide objectives under AB 1583.

IMPLEMENTATION EXPERIENCE
Joseph has spent over 20 years managing and implementing solid waste services under municipal franchise agreements in the Central Valley. He has overseen the development and implementation of recycling and organics diversion programs for 37 jurisdictions. Joseph attends pre-bid meetings and oversees all RFP processes.

If selected, Joseph assembles and oversees the implementation team, requiring accountability to ensure strict adherence with contract requirements and jurisdiction expectations. Joseph works side by side with each department manager during implementation to ensure the accuracy and timing of each start-up task.

KEY RESPONSIBILITIES | 2000 - CURRENT
X Administers and oversees all solid
w
aste and recycling contracts
X Ov
ersees senior management team
and makes policy decisions
X Se ts the company vision and values
throughout the organization that
guide day to day operations
X Ov
ersees community
engagement programs
X In volved in statewide industry
organizations to ensure local issues
and interests are represented in
developing state policy and regulations
in the waste and recycling industry

YEAR MUNICIPALITY INCUMBANT HAULER SERVICES
2000 City of Avenal Waste Management Residential and Commercial 2001 City of San Joaquin Waste Management Residential and Commercial 2003 City of Mendota Waste Management Residential and Commercial 2001 City of Huron Waste Management Residential and Commercial 2006 County of Fresno Multiple Haulers Residential and Commercial 2008 City of Firebaugh Firebaugh Disposal Residential and Commercial 2008 City of Kerman Republic Services Residential and Commercial 2011 City of Fresno Commercial - Zone 2 City Hauled Commercial and Multi-Family 2014 City of Kingsburg Waste Management Residential and Commercial 2021 City of Los Banos Republic Services Residential and Commercial 2021 City of Reedley City Hauled Residential and Commercial 2022 City of Gustine Gilton Solid Waste Residential and Commercial 2022 City of Dos Palos Republic Services Residential and Commercial 2023 City of Atwater Republic Services Residential and Commercial 2024 City of Selma Waste Management Residential and Commercial 2024 City of Orange Cove Peñas Disposal Service Residential and Commercial

1.D: Key Personnel
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Jonathan Kalpakoff: Executive Vice-President
[email protected]
Jonathan’s career in the solid waste industry began in 1992 when he began working for his fa- ther’s company in Montebello, California. He started at Metropolitan Waste Disposal as a driver and quickly fell in love with the industry. Through his 27+ years in the industry, he has been involved in every aspect of the operations of solid waste. His primary role now is to oversee the post-collection operations at all MVD facilities.

Jonathan also oversees container maintenance operations at multiple facilities. He has procured and managed the main- tenance of over 235,000 ASL carts, 31,000 FEL containers (bins), and over 1,800 industrial boxes and compactors. He has extensive experience in designing diversion programs at industrial/commercial facilities utilizing compactors combined with FEL/ASL containers.

KEY RESPONSIBILITIES | 1997 – CURRENT
X Oversees equipment specification
and ac
quisition
X Recruits, de
velops, and trains supervisors
& employees in post collection
operations, including senior managers
X Responsible f or finding sustainable users
for recovered recyclable materials and
developing new markets for commodities
X In
volved in facility
construction and design
X Main tain good standing with all
local jurisdictions for facility and
environmental compliance
X Coor
dinates product marketing and
sales for export and domestic markets
Joe Heisdorf: Chief Financial Officer
[email protected]
Education: Bachelor of Science, Business Administration – Finance Emphasis, California State University Fresno; Masters of Science in Accountancy, California State University Fresno Joe joined Mid Valley Disposal in 2012 after 4 years in public accounting where he provided tax, audit, and consulting services to a diverse group of companies in the Central Valley. He currently manages financial reporting for municipal contracts, government agencies, and financial institu- tions, as well as provides internal analysis and forecasts for MVD management.

IMPLEMENTATION EXPERIENCE
Since joining Mid Valley Disposal, Joe has played a key role in the proposal and contract award process for municipal contracts and franchise agreements. He also performed due diligence reviews and helped procure financing for the acquisition of Waste Connections of the Central Valley and Sunset Waste. He plays a key role in managing the transition and integration of processes post-acquisition.

KEY RESPONSIBILITIES | 2012 – CURRENT
X Oversees all financial processes and
c
ontrols including implementation of
software and support programs
X Ensur
es completion and submission
of financial filings and returns
required by contractual agreements
and government entities (e.g., tax
filings, franchise, and royalty fees)
X Manag es accounting personnel and
provides direction to different accounting
functional areas (invoice processing,
cash collection cycle, month-end close,
journal entries, and statistical data)
X Re
views and oversees administration
of Employee Benefit Plans
X Manag es and provides necessary support
to financial audits including internal
audits, external audits and peer reviews
X Pr
ovides the Senior Managers
with financial analytics

1.D: Key Personnel
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Jay Fowler: District Manager
[email protected]
Jay brings over 30 years of experience in managing large transportation and logistics organiza- tions, the last 17 years in the waste and recycling industry. He is responsible for the daily man- agement of the North Valley District and will oversee service operations for the City of Clovis.

KEY RESPONSIBILITIES | 2020 – CURRENT
X Oversees all field operations,
including the dir
ect management of
municipal contacts with the goal of
exceeding service expectations
X Fost ers a “teamwork” culture
by promoting cross-training and
skills development programs,
while promoting from within
X Builds and main
tains strong and
effective relations with government,
community, and environmental groups
X Sta ys connected with industry
counterparts to learn about the latest
technology and compare best practices
X Ov
ersees effective safety and accident
prevention programs to ensure all
reasonable actions are taken to
prevent accidents and injuries
Lisa Helm: Director of Administration
[email protected]
Lisa has worked in the recycling and solid waste industry since 1987 in various positions, such as a Frontload and Roll-Off Dispatcher, Transfer Station Supervisor, Office Manager, Billing Manag- er, Customer Service Manager, and Corporate Level Trainer. During her 20 years with MVD, she has played a key role in supporting growth by managing customer data programs and onboarding for 3 mergers/acquisitions and dozens of contract implementations.

IMPLEMENTATION EXPERIENCE
Lisa’s broad experience across the entire service cycle gives her a unique knowledge base and perspective into operation- al data. She has directly managed account data migration and customer service implementation across multiple software programs for over 40 municipal franchises and contracts. Lisa plays a key role in overseeing the conversion and accuracy of customer data during service transitions, while maintaining effective communication across all groups of customers.

KEY RESPONSIBILITIES | 2004 – CURRENT
X Supervises billing process for
C
ommercial, Residential, Roll Off
and Portable Toilet accounts
X Monit
ors and develops processes and
controls for operational data, including
material tonnages and origins
X Main tains jurisdiction information on all
accounts to provide accurate disposal
reporting to City, County and State
bodies, including AB 901 reporting
X De
velops program standards and
leverages technology for managing
and securing customer data
X Ov ersees the training and performance
of customer service representatives
and data entry specialists
X Pr
ovides other departments with logistic
and operations analytics and reporting
X Tr
ansitions all new data from
acquisitions or contract awards into
customer management software

1.D: Key Personnel
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Randy DeVaney: Fleet Manager
[email protected]
Randy has over 20 years of experience in the solid waste industry. His background includes the oversight and direction of solid waste maintenance programs with large public and private haul- ers. Randy manages company-wide maintenance programs for MVD. As fleet manager, he also oversees shop supervisors, mechanics, dispatchers, vehicle DOT compliance, safety, all vehicle and yellow iron equipment maintenance, and general administration.

IMPLEMENTATION EXPERIENCE
Randy has been involved in multiple contract implementations throughout his career. Notably, he has managed the procure- ment and specification of over 60 alternative fuel collection vehicles utilizing clean air grant programs. By overseeing an aggressive fleet replacement program, Randy stays up to date with the latest design and technology in the waste collection sector, including the use of clean air alternative fuel vehicles.

KEY RESPONSIBILITIES | 2017 – CURRENT
X Responsible for overall safety
and pr
oductivity of 5 Shop
Supervisors and 20 Mechanics
X Ov
ersees the installation and
implementation of 3rd Eye cameras and
software on entire garbage truck fleet
X Ov ersees the documentation of fleet
maintenance records by vehicle and
maintaining company equipment to
Department of Transportation standards
X Administ
ers mechanic job specific
operating standards and procedures
X Manag es department staff, including
hiring, training, performance
management and safety issues/claims
X Ensur
es safety and regulatory
compliance standards are met
Christian Horta: North Valley Operations Manager
[email protected]
Christian has been in the logistics industry for 16 years. After joining Mid Valley Disposal, he has been the Operations Manger for the areas of Fresno, Sanger and Shaver Lake. His acquired knowledge and experience with operations aids in the successful implementation of new con- tracts and agreements. Christian strategizes improvements in day-to-day operations with new and existing contracts. He has vast knowledge of municipal contracts and maintains professional relations with public officials. As the Operations Manager he is also very involved in city events including parades, city clean up and a variety of community gatherings. Christian is actively involved in recruiting, training and overseeing the development of employees through promoting the company’s safety culture and compliance regulations.

KEY RESPONSIBILITIES | 2022 – CURRENT
X Utilize and maintain reporting tools
f
or use in minimizing expenses
and increasing efficiencies
X Main
tain knowledge of municipal
contracts and cultivate relationships
with key municipal staff
X Plan and implemen
t routing and logistics
changes to ensure operational efficiency
X Ov ersee all depot employees
counseling/disciplinary actions
as well as performance reviews
and coaching sessions
X Assist District M
anager with
new bid and proposals as well as
ongoing contract management
X Monit or and oversee safety compliance
and reporting for department location
X Ov
ersee dispatch and support all hauling
operation (FEL, ASL, RO, Walking Floor)
X Iden
tify, develop, and maintain new and
existing training programs and initiatives

1.D: Key Personnel
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Billie Hansen: Recycling Programs Manager
[email protected]
Education: Bachelors of Arts, Environmental Studies-Education, CSU Monterey Bay Born and raised in Clovis, CA, Billie is a dedicated environmental professional with a strong background in solid waste management and recycling. She graduated from CSU, Monterey Bay, with a degree in Environmental Studies, focusing on education. Billie began her career in the waste and recycling industry as a Recycling Coordinator in the Bay Area, quickly developing a keen understanding of regulatory compliance and community outreach. Returning to California’s Central Valley, she joined Mid Valley Disposal as a legislative expert on SB 1383, where she worked closely with jurisdictions to help them meet evolving state compliance requirements. Currently, Billie serves as the North Valley Recycling Programs Manager, leading a team of Recycling Coordinators and working with local jurisdictions to achieve full SB 1383 compliance.

Her commitment to sustainability, paired with her extensive expertise in legislative processes, makes her an invaluable asset to any project focused on environmental stewardship and regulatory adherence.

KEY RESPONSIBILITIES | 2021 – CURRENT
X Hire, train, and manage a team of
r
ecycling coordinators to support local
jurisdictions with waste diversion
and compliance initiatives
X Act as a liaison be
tween cities,
counties, and state agencies, fostering
strong relationships and effective
communication on regulations
X Assist and guide jurisdictions with the
c
ompletion of annual reports, ensuring
accuracy and timely submission in
accordance with state requirements.

X De
velop and implement programs
to achieve full compliance with
SB 1383, including recordkeeping
and reporting systems
X Ov
ersee Franchise Agreement
contract compliance, ensuring all
requirements are met and maintained
X Plan, or ganize, and oversee community
outreach events and special programs
to promote sustainable practices
and engage local residents
X Deliv
er presentations to city staff,
councils, and other stakeholders
on program updates, regulatory
changes, and community impact
Megan Guarducci, CSP:

Senior Manager, Safety & Environmental Compliance
[email protected]
Education: Bachelor of Science, Business Administration – Human Resources, San Jose State University Megan Guarducci joined MVD in 2015 with seven years of environmental, health, and safety leadership in the Scrap Metal Recycling Industry, managing multiple high-hazard facilities. At MVD, she directs a comprehen- sive EHS program, ensuring regulatory compliance and promoting safety excellence. Megan is a Certified Safety Professional (CSP) and was recognized as a Waste 360 “40 Under 40” Award recipient in 2024.

IMPLEMENTATION EXPERIENCE
During her tenure with Mid Valley Disposal, Megan has supported the implementation of seven waste management contracts, which included adding two new facilities and a compost operation. Her experience highlights her expertise in ensuring that all new operations meet stringent safety and environmental compliance standards.

KEY RESPONSIBILITIES | 2015 – PRESENT
X Develops and leads comprehensive
en
vironmental, health, and
safety (EHS) programs
X Ensur
es full compliance with local,
state, and federal regulations, including
managing site-specific permits
X Collabor ates closely with
management and her team to provide
thorough safety training to ensure
exceptional service quality
X Analyz
es safety performance data and
incident trends to identify, prioritize,
and mitigate risks effectively
X Re views facility inspections conducted
by her team and collaborates with
safety coordinators, managers, and
the executive team on compliance
and improvement initiatives

1.D: Key Personnel
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Nella Leos: Customer Service Manager
[email protected]
Nella joined MVD in 2018 after more than 30 years of experience in business administration, including customer service and accounting. Her current role at MVD involves the technical as- pects of our communication systems and leads our teams in customer service and frontload/ sideload data entry. Her leadership has increased retention in our external facing roles at MVD.

Her knowledge and experience are key to Mid Valley Disposal providing excellent service.

KEY RESPONSIBILITIES | 2018 – CURRENT
X Oversee and manage a team of
cust
omer service representatives
to ensure exceptional customer
support and satisfaction
X De
velop and implement policies,
procedures, and standards to enhance
the overall customer experience
and promote customer loyalty
X Monit or and analyze customer service
metrics, such as response time,
resolution rate, and customer feedback,
to identify areas of improvement and
implement appropriate strategies
X Collabor
ate with cross-functional
teams, including marketing, recycling,
and operations, to address customer
concerns, resolve escalated issues,
and enhance overall service quality
X Pr ovide regular coaching, training,
and performance feedback to the
customer service team, promoting
professional growth and ensuring
consistent service excellence
X Ov
ersee and ensure the smooth
operation of the company’s
communication system, including
phone, email, live chat, and
other relevant platforms
Maria Ayala: Food Recovery Program Specialist
[email protected]
Maria joined Mid-Valley Disposal in 2021 after more than a decade in the non-profit sector man- aging hunger relief programs throughout Fresno, Madera, Kings, and Tulare Counties. Prior to joining MVD, Maria managed the development and implementation of multiple community pro- grams helping provide food to vulnerable families in our area. Maria’s goal at MVD is to develop a comprehensive SB 1383 Edible Food Recovery Program to help jurisdictions, food generators, and food recovery organizations meet compliance requirements. Maria is trained in food safety standards to ensure food is also safely recovered for donation.

KEY RESPONSIBILITIES | 2021 – CURRENT
X Develop SB 1383 Edible Food Recovery
O
utreach and Education Materials
X Pr
ovide support to jurisdictions on all
aspects of Edible Food Recovery
X Conduct in-per son and online food
recovery training for jurisdictions
and food generators
X Pr ovide consultation to food generators
looking to start food recovery programs
X Cr
oss-departmental advisement
on SB 1383 regulation

1.D: Key Personnel
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Abel Salazar: Post-Collections Manager (Recyclables)
[email protected]
Abel joined MVD in 2017 and is responsible for all operations at our Transfer Station/Material Recovery Facility. His knowledge and efficiency in facility management is key to Mid Valley Dis- posal’s processing capability at this location. As the Plant Manager, Abel oversees all operations at the MRF, including facility staff, daily materials processing & reporting, enforcing safety stan- dards, and ensure compliance of government regulations.

KEY RESPONSIBILITIES | 2018 – CURRENT
X Manage company employees and
r
esources throughout the processing
cycle, from receiving material to final
sale and delivery to customers
X Ensur
e divisional compliance
with all OSHA, DOT, city, state,
county, and federal regulations
X Main tain compliance with facility
permits including, Solid
Waste Facility Permit
X Monit
or and report inbound
tonnages and inventories
X Manag e a team of heavy equipment
operators, maintenance mechanics,
sorters & scale operators responsible
for receiving, sorting, and transporting
material while ensuring compliance with
federal and state weight regulations
X Ov
ersee facility processes that
optimize diversion rates
Mike Gonzalez: Post-Collections Manager (Organics)
[email protected]
Mike joined the Mid Valley Disposal team in June of 2023 after 10 years in the waste industry in Southern California. Prior to this, he was in the paper industry for almost 20 years. Mike has 11 years of experience managing Material Recovery Facilities, Transfer Station, C&D, bio-separation, and composting operations. Mike brings with him the knowledge of the Gore UTV composting system, which is utilized at the MVD Compost facility. Mike’s knowledge and background in composting operations has helped MVD excel with the expansion of requirements in SB 1383.

KEY RESPONSIBILITIES | 2023 – CURRENT
X Oversee Kerman green waste
sort line, tr
ansfer station and
composting operations
X Supervise f
acility staff including
supervisors, MVD employees,
and temporary staff
X Ensur e divisional compliance
with all OSHA, DOT, city, state,
county, and federal regulations
X Ov
ersee all levels of composting
operations (Grinding, blending,
composting, screening, curing and testing)
X Uphold CDF A certification by performing
regular sample testing of finished compost
X Main
tain compliance with facility permits
including, Solid Waste Facility Permit

1.D: Key Personnel
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Kacey Auston: Government Liaison
[email protected]
With 20 years of experience in government and public relations consulting, Kacey Auston joined Mid Valley Disposal in 2015. Bringing a wealth of knowledge in managing relationships between the public and private sectors, Kacey plays a crucial role in fostering collaboration and understanding between government entities and the company. Her extensive expertise in public relations ensures that Mid Valley Disposal remains informed and compliant with evolving govern- mental standards while actively engaging with community partners and stakeholders.

KEY RESPONSIBILITIES | 2015 - CURRENT
X Supports MVD’s state and local
r
elationships with cooperative
partnerships with municipal,
county and state agencies
X Facilita
tes philanthropic opportunities
for MVD across the Central Valley
X Works closely with government
agencies to navigate regulatory
environments, ensuring seamless
adherence to policies and guidelines
X De velops strategies to enhance Mid
Valley Disposal’s public image and
reputation within the community

1.D: Key Personnel
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1.E: Labor and Wages
Mid-Valley Disposal has not entered into labor agreements with any individual or groups of employees, nor does the company intend to enter into any such agreement to provide services to the City of Clovis.

1.E: Labor and Wages
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1.F: Financial Information & Ownership
Audited consolidated financial statements for the year ended 2023 have been provided under separate cover.

The financial statements are prepared on consolidated basis that includes the parent company and related entities of Mid-Valley Disposal, LLC, as described in section 5.4.

The financial statements are evidence of the company’s strong financial footing and available resources.

Additionally, the company has access to approved credit facilities on which to draw for capital acquisition. We have included a letter from BMO that reinforces our financial strength and access to capital specifically for this proposal.

I, Joe Heisdorf, am the Chief Financial Officer of Mid Valley Disposal and the related entities presented in the consolidated financial statements provided. I hereby certify that, as of the date this proposal is submitted, there has been no material adverse event or change in the financial position of the company since the financial statement date. _____________________________________________
Joe Heisdorf
Chief Financial Officer
Mid-Valley Disposal, LLC

1.F: Financial Information & Ownership
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1.F: Financial Information & Ownership
41/152 MID VALLEY DISPOSAL • 01. C OMP A n Y D ESC r IPt IO n 175
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Auto and General Liability Litigation 2019 – 2024

DATE OF INCIDENT TYPE OF CLAIM CLAIM NUMBER DESCRIPTION RESOLUTION STATUS
11/22/2019 Auto Liability 00242-024689-AB-01 &
AB-02 & AB-03 & AB-04
Vehicle collision due
to dust cloud, injuries
reported
Closed, Settled
08/11/2020 Auto Liability 002042-027729-AB-01 Rear-end collision, injuries reported Closed, Settled
10/19/2020 General Liability 002042-031332-GB-01 Injury on-site, injuries reported Open, Pending
12/12/2020 Auto Liability 002042-029410-AD-01
Property damage
caused by vehicle
collision
Closed, Settled
11/22/2021 Auto Liability 002042-034542-AB-01 Vehicle collision, injuries reported Open, Pending
04/03/2023 Auto Liability 002042-042650- AB-01 &
AB-02
Vehicle damage,
injuries reported Open, Pending
03/20/2024 Auto Liability 002042-048869-AB-01
Unpreventable vehicle
collision caused by 3rd
party, injuries reported
Open, Denied

1.G.1: Litigation and Regulatory Actions
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1.G.2: Fines and Penalites
Other than those amounts indicated in the section above, Mid Valley Disposal has no fines, penalties, settlements, or damages to report.

1.G.2: Fines and Penalites
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1.G.3: Satisfactory Performance in Other Agreements
An extensive list of local agencies where MVD provides franchise collection and processing services is shown in section 1.B. of this proposal. MVD encourages the City to contact those agencies to learn more about our contract performance and involvement in those communities. MVD has not incurred liquidated damages or any defaults with franchise agreements in 20+ years of serving the central valley.

1.G.3: Satisfactory Performance in Other Agreements
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2: Technical Proposal for Services

2.A: Recyclable Materials Collection
Mid Valley Disposal takes a holistic approach to launching new services by actively engaging City of Clovis stakeholders, including customers, Public Works, and the Sanitation Department. With extensive experience meeting fixed deadlines for recycling collection transitions, we combine our expertise with stakeholder insights into city services and resident needs to ensure successful outcomes.

Local Knowledge + Industry Expertise = Customer Appreciation Recyclable Materials Collection
With y
ears of experience managing recycling collections across rural, suburban, and urban areas, Mid Valley Disposal has established standard procedures to ensure reliable outcomes. Our team has extensive expertise in scheduling weekly residential, multi-family, and commercial recycling services.

For residential routes, we conduct thorough route audits to assess cart set-out rates, traffic patterns, safety zones (e.g., near schools), and areas requiring specific access, like private streets or alleys. For multi-family and c
ommercial services, we perform site visits to verify container placements and access details (e.g., keys, remote codes), which are digitized into our routing database.

O
ur route schedules align with the city’s trash collection schedules, and start/end points are designed to avoid dela
ys. Using geo-coded customer data, our routing software optimizes routes with safety in mind, prioritizing right-hand turns. To minimize noise disturbances, commercial stops near residential areas are sequenced later in the route, preventing early-morning collections.

I
n the rare event of a noise complaint, our Route Supervisor investigates immediately, adjusts routes as needed, and follows up to ensure the issue is resolved.

Collection Methodology
T
o streamline our approach as recommended by the city, the following outlines our collection methodology for r
ecyclable and organic materials across residential, multi-family, and commercial customers, noting any specific differences where relevant.

Mid Valley Disposal will use Automated Side Load (ASL) trucks for all residential, multi-family, and commercial cart collections, and Front End Load (FEL) trucks for bin collections. Each truck is equipped with two-w ay radios, onboard cameras, and service tablets to maintain real-time communication between drivers, supervisors, and dispatch.

Our drivers report and address any service issues, such as road closures or container accessibility, and can communicate immediate updates about delays, discrepancies, or safety concerns. Onboard cameras (3rd Eye System) provide safety monitoring, while GPS-enabled tablets sync customer data and track route progress in real-time. These tablets also allow seamless documentation of service discrepancies—such as contamination or overloading—through high-resolution photos added directly to customer records.

Service discrepancies are documented and included in the city’s Daily Missed Collection Report, and the city can ac
cess GPS tracking of all Clovis-assigned trucks. Each route identifies service type (Commercial, Residential, or Multi-Family) and material type. Accounts are organized to facilitate compliance tracking and analysis of recycling programs, cross-referencing service types to ensure alignment with applicable regulations. 2: Technical Proposal for Services
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AGENDA ITEM NO. 14.

Contamination
Our recycling programs comply with City of Clovis and CalRecycle require- ments for identifying and documenting contamination. Drivers are trained to distinguish between incidental and severe contamination and have the discretion to service or skip servicing a container when unsafe to do so. We generally favor courtesy collections for contaminated containers, providing education without customer inconvenience. In all cases, contamination is documented with a physical tag (one on the container, one submitted to dis- patch), and recorded on the driver’s tablet with high-resolution photos added to the customer account.

Our Dispatch, customer service, and Recycling Departments are notified of contamination, allowing the recycling department to provide follow-up education (see Section 2.M, Public Education and Outreach). The diagram below illustrates a typical weekday collection route for residential, multi- family, and commercial customers. Routes are scheduled to enter Clovis after 6:00 a.m. and exit before 6:00 p.m., with all recyclable materials transported to our Material Recycling Facility for processing. All the information regarding Materials Recovery Facility (MRF) processing will be found in Recyclable Materials Processing in section 2.B of our proposal.

Mid Valley Disposal uses route management software directly connected to our back-office systems to provide accurate service details for drivers.

This software records, analyzes, and reports jurisdictional tonnages across all waste streams, enabling streamlined reporting for regulatory compliance by tracking route productivity and weight data in a single platform. We are experienced in transmitting data via file upload, email, and direct web application entry.

Start 05:30
• Safety First
• Pre-trip truck
• Login to tablet
Depart 05:50
•Gate check
•
Radio check
Arrive 06:20
• Radio check
• Tablet launch
Depart 11:30
• Break & meal period
• 1st load complete
Arrive 13:00
•Dump 1st load at

MVD ELM
•
Start 2nd load
Depart 16:30
•Dump 2nd load at

MVD ELM
•
Post trip

2.A: Recyclable Materials Collection
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Service Day Map
Mid Valley Disposal is committed to maintaining the City’s existing solid waste collection schedule, ensuring continuity of service without disruption. We will uphold all collection days, times, and frequency as currently established, providing seamless service to the City’s residents and businesses.

Nees AveNees Ave
Herndon AveHerndon Ave
Bullard AveBullard AveBullard AveBullard Ave
Barstow AveBarstow Ave
Shepherd AveShepherd Ave
Gettysburg AveGettysburg Ave
Ashlan AveAshlan Ave
Dakota AveDakota Ave
Dayton AveDayton Ave
Shaw AveShaw AveShaw AveShaw Ave
Thompson AveThompson Ave
Temperence AveTemperence Ave
Locan AveLocan Ave
Minnewawa AveMinnewawa Ave
Peach AvePeach Ave
Leonard AveLeonard Ave
De Wolf AveDe Wolf Ave
Highland AveHighland Ave
Sierra AveSierra Ave Willow AveWillow Ave
Willow AveWillow Ave
Sunnyside AveSunnyside Ave
Sunnyside AveSunnyside Ave
Clovis AveClovis Ave
Winery AveWinery Ave
Armstrong AveArmstrong Ave
Armstrong AveArmstrong Ave
Fowler AveFowler Ave
Fowler AveFowler Ave
Monda yMonda y
Tuesda yTuesda y
Frida yFrida y
Wednesda yWednesda y
Thursda yThursda y

2.A: Recyclable Materials Collection
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Employee Transition
All drivers, whether transitioning from Republic Services or newly hired, will undergo comprehensive training in recycling programs, contamination handling, service standards, and ‘The Mid Valley Way.’ This approach, grounded in the Kalpakoff family’s values, ensures consistently excellent service and includes:
y Sa
fety First: Safe completion of
assignments is our top priority.
y Skilled E
mployees: We recruit, retain,
and reward highly skilled personnel.
y Cust
omer Focus: Employees are trained to
give customers the benefit of the doubt,
reducing complaints and fostering goodwill.
y Neighborhood P
ride: Drivers treat routes as
their own, ensuring upright cart placement,
closed lids, and prompt cleanup of spills.
y Commitmen
t: We follow through
on promises to build trust.
y Pr
oactive Communication: GPS and
digital systems enable real-time updates,
documentation, and timely issue resolution.

All employees will receive thorough training in identifying hazardous and unpermitted wastes, with a focus on
flammable, combustible, and explosive materials. Our
Hazardous/Unpermitted Waste Screening Protocol will
be submitted for city review to align with local emergency response procedures.

Our Fresno operations provide Clovis with economies of
scale, and we anticipate some Republic Services drivers may stay with Republic or experience attrition before the start date. To ensure seamless service, we are prepared to recruit, hire, and train additional drivers at our other locations well before the start date, ensuring a full, ready team to meet operational needs.

Equipment to be Utilized
Our truck deployment plan for residential, multi-family and commercial collections are as follows. Our standard crew size is one driver per vehicle. All trucks will be outfitted with leakproof compartments to store motor oil & filter collections, replacement motor oil and filter kits, containers for batteries, cell phones, and CFL. Each truck will have a spill kit on board, and broom and shovel for litter. All trucks will be equipped with the sign boards as specified in the draft agreement 5.5.B. All vehicles will meet the 2020 Heavy Duty Vehicle emissions requirements.

Truck Type Qty Route Assignment Manufacturer Make Model Year Size Automated
Side Loader 5 5 R
esi, Comm, and
MF – Recycle Carts AMREP Peterbilt 520 2024 36 yd
Commercial
Front Loader 2 Comm, and MF –
Recycle Bins AMREP Peterbilt 520 2024 40 yd
Bin Truck 5
R
esi Cart; Comm
Bin Delivery/
Removal/Exchange
Kenworth Flatbed T270 2023 24’ Bed

2.A: Recyclable Materials Collection
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Containers to be Utilized
Our container deployment will be managed by two trusted partners: Toter will supply all necessary carts, and McLaughlin will supply all bins. Each cart will feature SB 1383 compliant colors and labeling that displays our company name, contact information, and guidelines for acceptable and prohibited waste. Full hot stamps for carts and bin labeling will be submitted to the city in advance for feedback and approval.

Type Size Material Type Manufacturer Quantity
Cart 64 gallons Recycle Tote r 400
Cart 96 gallons Recycle Tote r 800
Bin 1 Yard Recycle McLaughlin 93
Bin 2 Yard Recycle McLaughlin 280
Bin 3 Yard Recycle McLaughlin 289
Bin 4 Yard Recycle McLaughlin 147
Bin 6 Yard Recycle McLaughlin 12
NOTE: Due to the nature of the hot stamping process, this image may vary slightly and will not be as distinct when stamped onto the plastic container. Placement of Hot Stamps and/or IML’s, may also vary slightly in location when actually stamped on product.

Colors are simulated and may or may not be these exact colors when manufactured.

11.2024
CUSTOMER: MID VALLEY DISPOSAL
PRODUCT #: 99796
DESCRIPTION: 96 GALLON
BODY COLOR: 705 BLUE
LID COLOR: 705 BLUE

CART RENDERING

2.A: Recyclable Materials Collection
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2.B: Recyclables Materials Processing
MATERIAL RECOVERY FACILITY (MRF) and PROCESSING LINE
Recyclable materials are delivered to our MRF in Fresno. This site includes a 50,000 sf MRF, 46,000 sf Transfer Station, a 2,000 sf vehicle and equipment Maintenance Building, a 4,700 sf Administration and Visitor Center, and two truck scales. MVD has owned and operated this facility since October 2014.

Facility Address:
2721 South E
lm Avenue
Solid Waste Permit No. : 10-AA-0188
Permitt
ed Capacity:
2,000 T
ons Per Day (TPD)
This location is home to our state-of-the-art facility processing 35 tons per hour of commercial and residential recycling. Mid Valley Disposal continued to invest in the San Joaquin Valley by redesigning and upgrading the comingled recyclables processing line in 2017. The newly designed line increased throughput and currently processes recyclables from 17,500 Commercial accounts and 112,000 households. Recyclable material is processed over an advanced CP Group sort recycling system or MRF, composed of multiple disc screens, a Trommel, and features three optical sorters to remove contaminants. This new technology accomplishes a 95% recovery rate and produces cleaner material. Recyclables processed through the system include corrugated cardboard, newspaper, office and mixed paper, aluminum and tin cans, HDPE plastic bottles, PET plastic bottles, and glass.

Quality control is maintained at multiple points in the process to produce the best outcome. All residual waste that remains after being processed at our Elm facility is transported to the American Avenue landfill.

2.B: Recyclables Materials Processing
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2.C: Recyclables Materials Marketing

1. MVD has been marketing its own materials since 2006 when it opened its Kerman facility. Because of MVD’s rigorous contamination monitoring initiatives, which start with accute driver observation and reporting during collection activities and include contamination monitoring on a consistent case- managed basis, MVD has always been able to move its materials—even through downcycles and commodity market disruptions. The key to MVD’s strategy is to market and sell its material direct and not rely on 3rd party brokers. This means that MVD is intimately familiar with trends and changes in quality standards and specifications, and which buyers offer the best value. MVD sells materials through individual POs in order to capture the best pricing at any given time. A lsiting of buyers by commodity and 12 month pricing is provided below.

2. Because MVD is both collector and processor, the city can be assured that MVD will always work in partnership with the City, residents, and businesses to keep diversion strong and contamination in check. This also means that MVD processing systems remain up-to-date to optmize pricing and recovery rates—which has a direct benefit to the City rebates and customer rates. The relationship between MVD, its municipal clients, the materials it collects and must sell, brings reassurance to the City that MVD will not knowingly send recyclable materials to the landfill.

3. MVD has been processing recyclables at its own MRF for almost 20 years. In that time, we have seen many cycles and disruptions in commodity demand and pricing. Our conservative approach to budgeting and forecasting is informed by our experience. Through diligent processing standards, we have earned a reputation for producing clean materials, which partially insulates us from changes in quality specifications. We also operate multiple transfer station facilities with adequate storage space in those severe cases where large amounts of product cannot be moved. Working through regulatory changes, economic disruption, and pandemics, MVD stays committed to meeting diversion goals and commitments.

4. Our sort line is designed to maximize recovery through optical sorting technology, which endures a 95% or greater recovery rate of all comoodities. Additional qaulity control and hand sort stations ensure that actual recovery rates are higher and that the commodities are marketable with little to no contamination.

Established Buyers

PRIMAR Y SECONDARY
PET B C0458--KT RESOURCES INC. C0440--BLACKBRIDGE
SRPN #56 C0454--FIBRE TRADE INC. C0460--Linden Trading Company, Inc.

OCC #11 C0418--OI-ABLE C0467--Winfibre (U.S.) Incorporated MIXED PAPER C0008--BERG MILL SUPPLY CO C0454--FIBRE TRADE INC.

HDPE MIXED C0358--MING'S RESOURCE CORP C0008--BERG MILL SUPPLY CO

2.C: Recyclables Materials Marketing
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HDPE NATURAL C0358--MING'S RESOURCE CORP C0008--BERG MILL SUPPLY CO

MIXED RIGID

PLASTIC
C0425--UNIVERSAL COMMODITY
SERVICES INC. C0008--BERG MILL SUPPLY CO
PP #5-MIXED
PLASTIC C0358--MING'S RESOURCE CORP C0533--POLYFIT INC
ALUMINUM CANS C0358--MING'S RESOURCE CORP C0417--GOTTLIEB, INC METAL C0175--SCHNITZER RECYCLING C0269--SA RECYCLING
TIN C0175--SCHNITZER RECYCLING C0269--SA RECYCLING
GLASS Strategic Halo
Assumed Characterization for Curbside Residential
% OF

STREAM PRICE CRV NET VALUE/
TON

WEIGHTED
VALUE
PET B 1.80% 234.54 1,190.00 1,424.54 25.64
SRPN #56 9.20% 23.26 23.26 2.14
OCC #11 29.50% 121.66 121.66 35.89
MIXED PAPER 2.60% 41.31 41.31 1.07
HDPE MIXED 1.50% 240.06 64.75 304.81 4.57
HDPE NATURAL 0.84% 559.06 64.75 623.81 5.24
MIXED RIGID PLASTIC 1.46% 32.29 32.29 0.47
PP #5-MIXED PLASTIC 0.70% 54.22 54.22 0.38
ALUMINUM CANS 0.94% 1,318.00 3,240.00 4,558.00 42.85 METAL 2.20% 95.38 95.38 2.10
TIN 2.02% 195.00 195.00 3.94
GLASS 8.24% (18.15) 54.12 35.97 2.96
Residual 39.00% (48.00) (48.00) (18.72)
T otal 100.00% $ 108.53

2.C: Recyclables Materials Marketing
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Commodity
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 12-mo
AVG
PET B 165 175 168 188 202 230 254 253 283 280 270 285 235 SRPN #56 15 20 20 20 20 20 20 20 44 35 35 35 23 OCC #11 113 95 106 123 116 131 129 140 141 132 130 125 122 MIXED PAPER 29 36 32 35 35 27 20 46 37 48 53 50 41 HDPE MIXED 210 255 290 236 310 310 270 280 185 180 190 193 240 HDPE
NATURAL 470 450 455 450 460 475 490 540 560 590 655 763 559

MIXED RIGID
PLASTIC 30 30 30 31 26 26 26 29 28 28 30 70 32 PP #5-MIXED
PLASTIC 60 60 60 60 60 60 60 60 60 45 30 30 54

ALUMINUM
CANS 1,200 1,200 1,200 1,240 1,220 1,260 1,520 1,520 1,520 1,219 1,400 1,480 1,318 METAL 107 85 95
TIN 192 192 198 198 195 195 195 205 205 215 205 205 200

2.C: Recyclables Materials Marketing
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187
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2.D: Organics Materials Collection
Our proposed approach to organic material collection are identical to our recyclable material collection enumerated in section 2.A with the following notations.

Organic materials collected will be dumped at our transfer station located at 2721 S Elm Ave, in Fresno, and will be subsequently transferred to our Kerman Compost operations located at 15300 W Jensen Ave. This process is explained in more detail in the Organic Materials Processing located in section 2.E of our proposal.

Truck Type Qty Route Assignment Manufacturer Make Model Year Size Automated
Side Loader 5 5 R
esi, Comm, and MF –
Organic Carts AMREP Peterbilt 520 2024 36 yd
Commercial
Front Loader 1 Comm, MF – Organic Bins AMREP Peterbilt 520 2024 40 yd Bin Truck 5 R
esi Cart, Comm Bin Delivery/
Removal/Exchange Kenworth Flatbed T270 2023 24’ Bed
Containers to be Utilized
Our container deployment will be managed by two trusted, experienced partners: Toter for all necessary carts and McLaughlin for bins. Each cart will be in SB 1383 compliant colors and labeling that displays our company name, contact details, and guidelines for acceptable and prohibited waste. Full hot stamps for carts and bin labeling will be submitted to the City for review and approval. Additionally, we offer alternative-sized organics carts for customers in Planned Unit Developments, HOAs, condos, and townhomes upon request to accommodate space constraints.

Type Size Material Type Manufacture Quantity
Cart 64 gallons Organics Tote r 200
Cart 96 gallons Organics Tote r 600
Bin 1 Yard Organics McLaughlin 202
Bin 2 Yard Organics McLaughlin 62
Bin 3 Yard Organics McLaughlin 4
Bin 4 Yard Organics McLaughlin 4
Bin 6 Yard Organics McLaughlin 0
NOTE: Due to the nature of the hot stamping process, this image may vary slightly and will not be as distinct when stamped onto the plastic container. Placement of Hot Stamps and/or IML’s, may also vary slightly in location when actually stamped on product.

Colors are simulated and may or may not be these exact colors when manufactured.

11.2024
CUSTOMER: MID VALLEY DISPOSAL
PRODUCT #: 99764
DESCRIPTION: 64 GALLON
BODY COLOR: 925 GREEN
LID COLOR: 925 GREEN

CART RENDERING

2.D: Organics Materials Collection
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2.E: Organic Materials Processing

ORGANICS COMPOSTING FACILITY
Green Waste and Organics are processed at our facility located in Kerman. This site includes a new state-of- the-art Green and Food Waste Composting Facility, Food Depackaging System, 34,250 sf Material Recovery Facility and Transfer Station, 6,840 square foot Vehicle and Equipment Maintenance Shop, 6,097 square foot Administration Office, and Truck Scales. MVD has owned and operated this facility since 2008.

Facility Address:

15300
West Jensen Avenue
Solid Waste Permit No.:
10-AA-0201
P
ermitted Capacity:
1,500
Tons Per Day (TPD)
Mid Valley Disposal received multiple competitive CalRecycle Organics Grants for development and expansion of an organics processing facility. Operations began in 2017 and expanded in 2020. The 28-acre site includes a food depackager and 24 composting bunkers for processing food and green waste collected by MVD specifically designed for SB 1383 compliance.

MVD utilizes the GORE® covered aerated static pile system. When fully scaled, MVD’s compost facility can process over 82,000 tons annually. The GORE® Covered System is a clean technology with a 95% retention rate of odor and VOC’s. Other attributes of the system include a small facility footprint, low energy requirements, greater than 99% containment of bio-aerosols, reduced odor, and production of compost within 8-10 weeks.

2.E: Organic Materials Processing
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THOR TURBO Separator
In 2022 CalRecycle awarded MVD an Organic Programs Grant that contributed to the purchase and installation of a new Scott Thor Turbo Separator. The new equipment
began operation in the spring of 2023. This state-of-the-art system separates packaging material from food waste so it can be added to the composting process. This investment in
advanced processing emphasizes MVD’s effort to increase organic waste diversion.

RECEIVING
Call (949) 646-9731 –Ask For Turbo Sales

CONVEYOR PRE-SORT

AVAILABLE

2.E: Organic Materials Processing
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SWFP: Kerman Recycling and Transfer Station

2.E: Organic Materials Processing
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2.E: Organic Materials Processing
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2.D: Organics Materials Collection
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2.D: Organics Materials Collection
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2.F: Organic Materials Marketing
MVD produces a variety of finished grades of compost which is largely marketed to the local agricultural spreaders. MVD also provides compost to local jurisdictions to meet SB 1383 procurement requirements.

Through the use of the THOR food separator, the contamination processing line, and on-the-ground sorting, MVD can ensure a high level of diversion while producing a marketable and clean product.

MVD will not landfill source-separated organic materials. MVD does not own a landfill which is why the company invests in appropriate technology to efficiently process and market the materials it collects. MVD can provide assurance to the city that no source separated organic materials are landfilled through reporting, log book inspections, and site inspections.

In the past 12 months MVD has sold over 20,000 tons of compost for agricultural use to 4 different operators, several of which have procured compost consistently for the past 4 years. Established relationships with local spreaders and growers ensures an outlet for compost produced and sustains the economic viability of the processing operation even during fluctuations in feedstock volumes. MVD’s facility is over 20 acres (with room to expand) which allows for adequate storage during heavy years.

MVD sells compost and mulch products to municipalities for use in field turf, landscaping and erosion control, with over 5,000 tons sold just in the past year. With more jurisdictions coming into compliance with SB 1383, we have seen an increase in demand for this market, which will only grow as regulations are enforced.

Finish grades of compost include:
y 3/8” fine compost
y 5/8”
bulk compost
y C ompost mulch
y B
agged compost
Lastly, MVD has its own compost bagger and has developed a branded compost bag for retail sale of fine compost. These bags are an effective way to get compost to local residents through hardware stores or giveaways at clean up events. This is another value added service MVD can offer the city of Clovis.

2.F: Organic Materials Marketing
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2.G: Ancillary Services
Proposal Section 5.5.7.1(1) Ancillary and Optional Services 3a. Sharps Collection Program: Mid Valley Disposal currently operates a comprehensive Sharps Waste home delivery program, which we are prepared to extend to Single-Family and Multi-Family Dwelling Unit customers in your community. Upon request, we will deliver an approved sharps container directly to a customer’s home within one (1) week. Each delivery will include recycling awareness materials and detailed instructions for participating in the Sharps Collection Program.

To ensure maximum convenience and safety, our program utilizes 1.4-quart, postage-paid sharps containers approved by the United States Postal Service for secure shipment. Customers can take advantage of this mail- based service at no charge, receiving one (1) sharps container/mailing kit per calendar year, with the option to purchase additional containers as needed. All collected sharps are autoclaved in compliance with local, state, and federal regulations at HealthWise Services, a locally owned and operated sharps processing facility.

3.b. Alternative Sharps Collection Program for Consideration by City. As an alternative sharps collection program, we propose establishing a partnership with MED-Project. This collaboration would provide residents with free, convenient mail-back options for safe sharps disposal, supporting compliance with California’s SB 212 and promoting safety and environmental stewardship.

To enhance community engagement and awareness, we will work with MED-Project to create and distribute targeted informational materials, including brochures and online advertisements. These resources will detail the program’s benefits and guide residents on how to use the mail-back service. By incorporating these materials into local outreach efforts, we can ensure residents understand and utilize the program effectively, fostering a safer community.
https:/ /med-project.org/locations/california/sharps/program-information/ 3c. Alternative Sharps Collection Program for Consideration by City. Recognizing that the City already maintains three Sharps Kiosk locations, Mid Valley Disposal proposes partnering with an approved vendor to expand this program by adding five (5) additional kiosks at locations mutually agreed upon by the City and Mid Valley Disposal. These additional kiosks would be strategically installed in accessible areas at Fire Departments and Police Stations, providing residents with convenient, secure options for sharps disposal.

To increase awareness and educate residents on proper sharps disposal, Mid Valley Disposal will implement a community outreach initiative. This will include distributing informational fliers, sending email notifications, and posting updates on social media. These materials will provide details about the expanded kiosk locations, proper disposal practices, and program benefits. Each Sharps Kiosk will be serviced regularly by an approved vendor to maintain safety and regulatory compliance, supporting the city’s goals for a cleaner and safer community.

This expanded program offers an efficient solution for managing sharps disposal, helping to reduce environmental risks and promote public safety.

4. Battery and Cellphone Collection Program. As a special added service, MVD will collect discarded batteries and cell phones that customers place in clear, zip-lock or tie-close plastic bags on top of their recyclable

2.G: Ancillary Services
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materials carts. Upon request, MVD will also provide multi-family complexes with designated battery, cell phone, and CFL recycling receptacles (“Battery Buckets”) to safely collect these materials. MVD will collaborate with property managers and owners to determine the most convenient and environmentally responsible locations for these Battery Buckets within each complex. Furthermore, MVD will promptly deliver educational materials and additional Battery Buckets within five (5) working days of any request, ensuring our customers have easy access to responsible recycling solutions.

Our Elm Transfer and Processing Station features a fully operational Household Hazardous Waste Receiving Area, where collection vehicles can drop off any contract-required HHW items collected during their routes, such as Batteries, Cell Phones, Sharps, Used Motor Oil, Used Oil Filters, and CFLs. Our trained Yard Attendants carefully remove these items from the trucks, ensure they are properly contained and stored, and manage their shipment in full compliance with local, state, and federal regulations. This process upholds our commitment to the highest standards of safety and environmental responsibility.

2.H: Optional Services
Multi-family Kitchen Pail Program
As a leader in waste management, Mid Valley Disposal recognizes the crucial role of community engagement in advancing
sustainability initiatives. We are well-positioned to assist the city in delivering countertop food waste collection pails to multi- family units, a program we have successfully implemented in all our contract cities since the enactment of SB 1383 in January 2022. Over the past two years, we have actively participated in the distribution of food waste pails, including those purchased by other jurisdictions through their SB 1383 local assistance grants.

Our comprehensive countertop food waste collection program is designed to facilitate the recycling of food scraps across all of our contract cities. By personally delivering high-quality collection pails, we empower households to engage in waste diversion efforts. Our dedicated Recycling Department provides tailored educational resources and support alongside the pails, ensuring residents understand the significance of their contributions to reducing landfill waste and enhancing organic recycling. This proactive approach not only reinforces our company’s commitment to sustainability, but also positions Mid Valley Disposal as a valuable partner in achieving California’s environmental goals.

2.H: Optional Services
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Commercial Container Cleaning and/or Exchange
We are pleased to offer our customers—including commercial, residential, and multi-family properties—one (1) complimentary cart exchange per calendar year. This service is designed to ensure that our customers have access to well-maintained containers that meet their waste management needs. For customers requiring additional exchanges beyond the annual allowance, we provide options for extra cart or bin exchanges at a nominal fee.

Our exchange policy covers containers exhibiting general wear and tear or unpleasant odors, ensuring that our customers maintain a clean and hygienic waste disposal environment. Containers damaged beyond normal wear and tear, such as those affected by fire, will be replaced for an additional fee. This comprehensive exchange program underscores our commitment to customer satisfaction and operational excellence, positioning our company as a responsive and responsible partner in waste management.

2.I: Implementation Plan
In the past few years, Mid Valley Disposal has successfully transitioned services for 32,000 residential and
2,000 commercial customers in 6 municipalities.

The transitions were from 4 different haulers.

Within a 3 month span, MVD was able to secure over 20,000 SB 1383 compliant carts and roll out services for 2 cities Each transition of solid waste services is unique. Mid Valley Disposal has developed a successful formula for the planning and execution of intricate service transitions. Using our proven template, we collaborate with the city, and key stakeholders, to implement programs that foster new behaviors and highlight the necessary link between education, waste prevention, and reduction activities. We have a track record of working with stakeholders to ensure resources are procured, distributed in a timely manner, and employees are prepared to deliver excellent service from day one.

2.I: Implementation Plan
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Our approach to this process includes three key components:

Collaboration: An early engagement strategy with all stakeholders – the city, the incumbent, and the community – assures that all perspectives are weighed and gives a framework to the Master Implementation Schedule. Transparent communication is essential, and MVD recommends an initial discussion with each stakeholder group, followed by regular meetings once the contract is signed.

Intelligent Project Planning: We have included our Master Implementation Schedule as a blueprint to demonstrate our understanding of the planning process, identify specific tasks, and consider the required lead time to accomplish the overall plan. Years of experience allow our team to stay agile when additional details arise.

Expertise & Experience: Our team has extensive experience in transitioning large-scale waste and recycling services in cities throughout the Valley. As we meet with stakeholders, tasks are assigned to an MVD team member with the necessary experience and authority to complete their tasks within the specified timeframe.

After careful study of the City’s RFP and addendums, we conducted our own field studies and audits to validate the current services being provided.

Planning
Implementation Schedule
The Clovis Implementation Schedule will go into effect immediately following approval of the franchise agreement. The breadth of the schedule below speaks to the experience, thought, and care Mid Valley Disposal has when serving a new community. Our priority is to consider the perspectives of residents and businesses and fulfill all our contractual obligations to the City of Clovis.

Month Task Accountable Description
JAN 2025 Implementation
Kick-off Meeting

MVD TEAM

CITY OF CLOVIS
Management Team meeting with City Staff, introductions, roles and responsibilities, implementation schedule overview, review assignments, communications, schedule reoccurring implementation meetings with City Staff as needed.

FEB 2025
Submit Container
Labeling for
Approval

MVD TEAM
CITY OF CLOVIS Submit draft of bin labeling and cart hot stamps for approval.

2.I: Implementation Plan
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JAN 2025
Clovis Chamber
of Commerce
(ongoing)

MVD RECYCLE
TEAM
Join the Chamber, and engage with the business community to assist business owners and managers with the transition to the new recycling and organics programs.

FEB 2025 Billing data
reconciliation

MVD ADMIN
TEAM

CITY OF CLOVIS
City to provide customer data file for verification and input into MVD Customer Data Base.

FEB 2025 Validate City data
to routing

MVD ADMIN
TEAM

CITY OF CLOVIS
Verify service levels with billing detail and reconcile discrepancies. Work collaboratively with City Staff to address data concerns.

MAR 2025
Place Order for
New Commercial
Containers

MVD OPS TEAM

CITY OF CLOVIS
Submit purchase order for new multifamily & commercial
containers (bins & carts) for delivery to an approved
local facility to be staged for assembly & distribution to customers.

MAR 2025
Confirmation
of Service
Requirements
at City Facilities,
Parks, and
Downtown
Containers

MVD OPS TEAM

CITY OF CLOVIS
In coordination with City Staff, we will visit each of the sites where City Services are located. We will confirm the service levels, conduct a hazard assessment, note gates, locks, and enclosures. This service data will be incorporated into our long-term routing plans.

MAR 2025
Audits &
assessments
for Commercial
& Multi-family
customers

MVD OPS AND

RECYCLE TEAM
Operations Teams will perform on-site container and location assessments gathering service data which will be incorporated into our Long-Term routing plans and new container delivery methods. Teams will identify and document safety hazards, space limitations, accessibility, locking systems, and other site- specific service data. Pre-existing property or infrastructure damages will be digitally gathered and communicated with points of contact.

MAR 2025
Draft & Finalize
communications
of new Service
Provider

MVD RECYCLING

DEPARTMENT /

MARKETING

CITY OF CLOVIS
Incorporate print, digital media, and local periodicals to introduce Mid Valley Disposal as the new franchise hauler.

Provide city-wide communications of new hauler information, detailing new and existing programs, references to MVD web site, and implementation FAQ's. Schedule dates for mailed inserts through city billing, forecast newsprint posts, and distribute digital media throughout collective departments.

MAR 2025 Source Local
Office

MVD OPS AND
ADMIN
Review, visit, and compare available properties in the City of Clovis to house our customer service office.

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APR 2025
Collaborate with
City to draft
Residential Route
Plan for Recycling
and Organics

MVD OPS AND
ADMIN

CITY OF CLOVIS
We will work with City to fully understand their existing residential routing structure and will collaborate how to best integrate our own recycling and organics collections to complement the City schedule. We will engage with ongoing route assessments to capture information critical to early implementation success (e.g. gate codes to private roads, alley use, identify potential route hazards like low wires, walk in locations, etc). This service information that we will incorporate into route plan database.

APR 2025
Finalize and
approve recycling
outreach and
education
collateral

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Coordinate with City Staff on recycling outreach and
education brochures for distribution through print, digital and local periodicals
APR 2025 Big Hat Days

MVD RECYCLING

DEPARTMENT

AND OPS TEAM
Participate in fun weekend of Big Hats Day in Downtown
Clovis. Staff an interactive educational booth that delivers prizes, recycling games, and in- person education through our knowledgeable recycling coordinators.

APR 2025 Clovis Rodeo
April 2025

MVD RECYCLE

AND OPS TEAM
Seek an opportunity with organizers to showcase services offered to the community. Compost giveaway to be mutually agreed upon.

MAY 2025
Transition
meeting with
Republic Service
regarding
containers

MVD OPS TEAM,

AND REPUBLIC

SERVICES
Collaborate with incumbent hauler on recycling and organics collection service transition. Scheduling old container removal process, new container delivery methods, and lines of
communication throughout the transition.

MAY 2025
Engage with
Republic Services
to provide
employee
transition offers

MVD OPS, HR

TEAM, AND

REPUBLIC

SERVICES
Coordinate communication with incumbent employees
interested in transitioning to Mid Valley Disposal.

MAY 2025
Access Additional
Employee
Needed for
Implementation

MVD TEAM
After accessing Republic employees interested in transitioning to Mid Valley, identify and recruit additional employee resources as needed.

Schedule New Driver training at MVD Training Facility.

MAY 2025
Receiving and
Assembly of
new Commercial
containers

MVD OPS
Receipt of new commercial containers at local staging
grounds. Assemble, prepare, and label new bins and carts for distribution to commercial businesses and multi-family developments.

MAY 2025
Distribute
Residential
Implementation
mailer

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Mail out 1st residential flyer introducing Mid Valley Disposal as their new recycling company, and detailing the program offerings in English, Spanish Punjabi, and Hmong. Incorporate flyer into print, digital media and local periodicals.

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JUN 2025
Receiving and Fit
Out of Collection
Trucks

MVD OPS AND

FLEET TEAM
We have committed deliveries of new AMREP / Peterbilt
Collection trucks. Trucks will be fitted out with in-cab technology systems, sign boards, and will be road tested. We will tare weight the trucks at a certified scale, and we will provide all vehicle information to the City of Clovis prior to the start-up.

JUN 2025
Finalize new
residential route
plan

MVD OPS AND
ADMIN

CITY OF CLOVIS
Present route maps and plan to City for final review and feedback. Indicate route start and end points that will not impede City routes.

JUL 2025
Delivery of New
Commercial &
MFD Containers

MVD OPS TEAM

AND REPUBLIC

SERVICES
Execute the container exchange plan worked out
collaboratively with Republic Services for commercial and multi-family units.

JUL 2025
Dry Run
Residential &
Commercial
Routes
MVD OPS TEAM Perform physical route drive runs transiting weekly route schedules and stops with various team members.

JUL 2025 Freedom Fest
July 2025

MVD RECYCLE
TEAM

CITY OF CLOVIS
Participate in the 2025 Independence Day Celebration.

Provide an interactive educational booth that delivers prizes, recycling games, touch a truck interactive, and in-person education through our knowledgeable recycling coordinators..

JUL 2025
Distribute
Residential
Implementation
Mailer

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Mail out 2nd residential flyer introducing Mid Valley Disposal as their new recycling company, and detailing the program offerings in English, Spanish, Punjabi, and Hmong. Incorporate flyer into print, digital media and local periodicals.

AUG 2025
Mid Valley
Disposal
Collections Begin
MVD OPS TEAM Begin commercial & residential collection operations. Kickoff safety meeting and tailgate with the Clovis Team.

AUG 2025
Post
Implementation
Report

MVD TEAM

CITY OF CLOVIS
After action report and discussion detailing the entire implementation process.

AUG 2025
Billing data
reconciliation
final pass

MVD ADMIN

CITY OF CLOVIS
City to provide updated data file to verify any changes to service levels.

SEP 2025
Waste
Characterization
Study

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Recycling department staff will conduct full waste
characterization studies of all Residential and commercial collection loads.

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November 6, 2024

Mr. Jay Fowler
Mid Valley Disposal
15300 W Jensen Ave
Kerman, CA 93630

REF: City of Clovis, CA Service Agreement, RFP Specifications Lines 1208-1297 Commitment Letter

Dear Mr. Fowler,

Toter is pleased to present information to Mid Valley Disposal for the City of Clovis’ important bid. We are North America’s pioneer and largest manufacturer of rollout cart systems. Toter utilizes our 60+ years of cart manufacturing experience and 35+ years of cart Assembly & Distribution to ensure that the provision of carts is a success for the City. We have a history of providing high quality products and excellent service to our customers, and Toter knows the importance of ongoing support and customer service which continues many years after carts are delivered. By selecting Toter, you are obtaining a supplier you and the City can depend on, now and in the future.

As you evaluate our submission, please consider the following:

 Toter has all of the assets in place to provide carts to the City. All products, manufacturing, and transportation, equipment and personnel are ready to go.

 Toter offers Mid Valley Disposal, and the City of Clovis, state of the art products which meet or exceed the intent of the City’s specifications, production, uniform parts, and warranty requirements. Many of our customers have tried injection molded carts and switched (or switched back) to our rotationally molded product due to the lowest lifecycle cost of our carts – we have many Toter carts still in service ranging in age from 15 to 30+ years.

 RFP speaks to kicks and blows – Toter carts are manufactured utilizing a rotational molding process which yields a HIGHLY IMPACT RESISTANT cart. Our carts are designed with automated collection in mind - taking into account the impacts associated with that collection process. Because of our rotationally molded manufacturing process – Toter carts are designed to flex on impact – they are far less brittle than the alternative.

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 Toters have a dome shaped lid - designed to prevent water from pooling. Toter lids sit on a rugged rim – designed to provide additional strength and keep water from running into the cart.

 Toter carts are engineered with a low profile design to better withstand winds overall, with the following thresholds for wind speeds by model. These thresholds represent maximum wind speeds measured just before the cart blew over.

Model Average Front Side Back
79296 46 mph 43 mph 46 mph 50 mph
79264 44 mph 40 mph 46 mph 46 mph
79248 44 mph 41 mph 40 mph 52 mph

 Per Mid Valley request - Our EVR II cart can accommodate this request as there are no penetrating points to the cart body. Our design is seamless with no drilled holes – having sealed stop bar and axle journals. This in not the case with all manufacturers.

 Toter carts are easy to tilt and roll – best in class ergonomics designed to ease the burden of getting carts to curb.

 Toter has a vast range of marking capabilities for Mid Valley to choose from as it pertains the City’s labeling requirements. Toter has executed on various 1383 label conversions.

We partnered with Mid Valley on its transition to new stamping – Toter is prepared to partner again for this project.

 Toter is pleased to offer the Mid Valley Disposal and the City of Clovis a 12-year full cart body warranty (plus 10 years on all other cart components). This is the longest standard warranty of its kind in the industry, which exceeds requirements for a 12-year warranty specified in the Bid. No other company offers our industry leading standard term for warranties with the 12 year body warranty and 10 years of coverage on all other components.

 Toter carts offer Mid Valley Disposal and the City of Clovis the lowest total cost of ownership and the lowest carbon footprint. The carts proposed herein are also stackable / nestable when fully assembled (no other manufacturer’s carts are nestable when fully assembled) to enhance route delivery productivity by up to 400% and reduce Mid Valley Disposal’s and the City of Clovis’ ongoing delivery costs. This also means fewer service trucks on the road and in turn less vehicle emissions. EVR II carts are more durable and last significantly longer than competitors’ carts. Toter’s EVR II carts quoted have interchangeable parts; 10” wheels, stop-bars, and lid hardware, which significantly reduces the need for parts inventory and creates familiarity when making repairs, leading

2.I: Implementation Plan
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to additional efficiencies. Toter carts are 100% recyclable and include recycled content.

All of these advantages point to a product that will be environmentally friendly and highly sustainable.

 Toter will deliver carts within 8 weeks from Toter’s receipt in writing of a Purchase Order, Order Confirmation, and Markings Approvals from Mid Valley Disposal, and if credit has been established; however, the delivery time frame may be subject to shorter or longer lead times due to extraordinary demand or outside circumstances including our compliance with applicable CDC/local agency guidance and mandates, executive orders, and federal, state and local laws.

If you have questions, please contact Michael Lynn, Regional Sales Manager, 916-203-9640, [email protected].

Thank you again for the opportunity to participate in this process.

Sincerely,

Laura P. Hubbard
Director of Municipal Sales
Toter, LLC

LPH/kkc

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Amrep Manufacturing Co, LLC
1555 S. Cucamonga Ave. Ontario, CA 91761
PH: 909 923-0430 FAX: 909-923-2485

November 14th, 2024

Randy Devaney
Mid Valley Disposal
2721 S. Elm Ave.

Fresno, CA 93706

Re: 2025 RFP, Clovis

Dear Randy,

Amrep Mfg Co., a refuse body manufacturer located in Ontario, California, appreciates the opportunity to support Mid Valley Disposal with the equipment outlined in the 2025 Clovis RFP. This letter confirms that equipment received by April 7 th, 2025, will be
delivered and ready to service your accounts on or before August 1, 2025.

Amrep has been a trusted supplier of refuse equipment for Mid Valley Disposal and other industry partners for over 40 years, consistently working to ensure all equipment meets or exceeds customer specifications and requirements.

We would be pleased to provide Mid Valley Disposal with the necessary collection bodies for this RFP and are committed to delivering maintenance and service support upon delivery and throughout the warranty period.

Sincerely,

Scott Mattson
Vice President, General Manager
Amrep Mfg Co, LLC

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2.J: Customer Service
Mid Valley Disposal will open a local office to offer customer service availability in which customers can interact with us directly. The office will maintain regular business hours Monday through Friday 8 a.m. to 5 p.m.

Customer service plays a vital role in the success of Mid Valley Disposal. We understand the value of making connections to every customer and hold ourselves accountable to the highest standards.

We are pleased to report that we have never experienced claims for liquidated damages related to any contract for any reason. We attribute our commitment to customer service as the foundation for the strong relationships with the communities we serve.

Through exclusive and open market service areas, MVD services over 115,000 residential and 33,000 commercial/industrial customers. This equates to over 444,000 services each week. The table below provides an example of the additional service requests performed monthly.

November 2023-October 2024 Service Orders
TYPE Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct GRAND TOTAL

ABANDONED
RMV 7 15 11 18 22 36 57 62 56 104 110 99 597
AUDIT 28 23 125 88 19 63 33 65 259 81 47 27 858
CANCEL 243 209 255 186 149 207 183 163 156 190 315 223 2479 DECREASE 158 128 238 165 173 171 146 194 149 182 185 204 2093 DRIVER VERIFY 671 687 731 555 699 706 738 652 869 802 557 941 8608 INCREASE 881 3366 574 181 191 187 240 313 316 257 254 229 6989 MPU 950 1039 979 792 1001 1129 984 968 1086 1153 921 1352 12354 NEW 212 199 220 205 208 234 242 603 303 318 258 268 3270 OFFICE 17 15 34 33 24 70 40 31 19 46 33 17 379
RECYCLE DEPT 20 65 106 107 54 62 62 57 66 89 58 47 793
REDELIVER 75 103 117 113 74 108 136 93 114 70 94 84 1181 REMINDER 480 752 780 692 590 633 677 505 747 907 691 804 8258 RENT A BIN 186 128 125 99 76 130 175 159 106 141 126 131 1582 REPAIR 1237 1075 1096 1252 1184 1526 1491 1349 1602 1495 1489 1739 16535 RESTART 26 23 25 30 21 27 28 22 13 11 31 21 278

RTE MGR
VERIFY
431 432 513 379 333 412 373 486 842 754 536 813 6304

SPECIAL
EVENTS
84 118 105 73 52 120 176 139 127 103 177 133 1407
STOLEN 253 284 347 322 389 352 369 373 415 399 395 533 4431 XPU 751 753 708 705 755 797 934 846 1258 1017 851 965 10340 Grand T otal 6710 9414 7089 5995 6014 6970 7084 7080 8503 8119 7128 8630 88736

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We leverage technology to expedite and track routes, work orders, and status, including real-time email notifications, and online chatting features. We will collaborate with City Staff on future processes to deliver transparent next-gen service communication through mobile applications and an online customer interface.

We utilize 3rd Eye, an onboard truck monitoring system, that provides live video feed of trucks to give accurate evidence of route events and service completion times to our customers and City Staff.

Together with over 36 jurisdictions, MVD has developed efficient processes for receiving work orders and delivering feedback, so City Staff and the customer are always up to date with service complaints and requests.

We follow a 5-step system that not only guides
our actions but also holds our team accountable,
ensuring customer satisfaction.

MAKING THE CONNECTION

WITH EVERY CUSTOMER

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A CSR will answer incoming
call WITHIN 3 RINGS.1
2 3
Dispatcher will receive work order
IN REAL TIME and dispatch out to driver.

CSR cr
eates a work order
reflecting customer’s request.

Real Time Updates

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Driver receives work order and updates
dispatch when work is completed.4
Account is updated and
customer is notified.
5 10,000+
CALLS PEr MOnth
nO Ph O n E
trEE
ACCOUNTABILITY IN ACTION:

Driving Service Excellence
15 SECOnDS
AVErAGE WAIt tIME
LIVE
rEPr ESE ntAt IVES

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Analytics Dashboard

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MVD currently utilizes 8x8 technology, an omnichannel platform that combines the use of voice, chat, and video to optimize our customer service experience while providing detailed analytics and reporting. The program tracks & records individual calls and chats to improve service accountability and access to historical data. Speech and text analytics provide Instant intelligence with ML/AI, catalogue calls, chats, texts, and social posts that need attention, classifying the interactions that matter the most.

We will have a minimum of two CSRs available Monday through Friday 8:00am-5:00pm at a local office dedicated to the City of Clovis. Excess call flow will be routed to other customer service locations and live answered by a trained representative. All CSRs are trained to address most service requests and billing issues, limiting call transfers.

X A local phone number will be
established prior t
o start-up and
distributed throughout electronic
and print media to city customers.

X Customer
s can reach us by email,
online chat, or calling a local
customer service center.

X Benchmarks are established f or answer
times, wait times, and total call times.

X After
hours phone calls are answered by
a voicemail system. A designated CSR will
respond to after-hour communications
the next business day, beginning at
7:00am and completed before 12:00pm.

X MVD has an established bilingual
call center with customer service
representatives (CSRs) fluent in
both Spanish and English.

Non-Collection notices are placed on containers that may be overloaded or contaminated. Drivers are trained to distinguish between incidental and severe contamination and have the discretion to service or skip a container if unsafe to service. We generally favor courtesy collections for contaminated containers, providing education without customer inconvenience. In all cases, overload or contamination is documented with a physical tag (one on the container, one submitted to dispatch), and recorded on the driver’s tablet with high-resolution photos added to the customer account. Our Dispatch, Customer Service, and Recycling Departments are notified of contamination, allowing the Recycling Department to provide follow-up education. See section 2.M, Public Education and Outreach.

City Website Page
MVD’s website includes individual city landing pages that are customized to each city or county franchise agreement. MVD’s in-house marketing team will add or change relevant information as directed by City Staff.

Our website is integrated with our customer records billing and routing software making account access to our billing and payment software easily accessible. Customers may also submit electronic inquiries through our website. MVD has a designated CSR monitoring and responding to emailed communications Monday through Friday 7:00am to 5:00pm Customers can count on prompt responses. After-hour communications are responded to the next business day, beginning at 7:00am and completed by 12:00pm.

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Mid Valley Disposal’s guiding philosophy is grounded on the premise of building a relationship with ev ery customer, by supporting and promoting the interests of customer s.

Cross-team collaboration between CSRs and Operations is encouraged and facilitated by discussions and pro- actively working hand in hand to solve customer needs.

Documentation of all customer contact is a necessity and requirement for all CSRs to not only track issues but to assist in preventing future issues.

Our phone program tracks and records individual calls and chats to improve service accountability and access to historical data. Speech and text analytics provide Instant intelligence with ML/AI, catalogue calls, chats, texts, and social posts that need attention, classifying the interactions that matter the most.

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2.K: Electronic Monitoring & Communication System
Mid Valley Disposal has bridged what occurs on a collection route to our Customer Relations Management (CRM) and Operational Group.

Through the use of Routeware e-mobile tablets installed in the cab of each truck, every assigned account scheduled for service that day is accounted for in real time. The GPS based process follows the driver as they collect containers, either confirming service automatically through GEO coded locations or can be manually confirmed by the driver. The tablet communicates service confirmation to the CRM via data networks, and route progression is monitored by our operational team. Route is detoured because of a road closure, no problem. The driver can select nearest stop, and the GPS will track the driver’s whereabouts with the closet scheduled customer collection, and the driver can resume the route as scheduled. In addition, the system has integrated cameras and DVR for photographic documentation.

If a residential container is not out to the curb at time of service, the driver selects “not out”, the system takes a right facing high resolution picture of the house and notes the account as not out in real time. Through the same process, the driver can document any service discrepancy and can even flag issues with pictures to notify the route supervisor for follow up. Customer contamination will be documented through the same process. As noted in our proposal section 5.5.1, our driver will document any incidental contamination through a courtesy pick up notice, or a non-collection notice for unsafe and/or significant amounts contamination. Through the on- board cameras, the driver can select to take pictures of contamination through the front facing camera, right hand facing (ASL trucks) camera, or the truck’s hopper camera. These records are matched to the customer’s account in our CRM, along with the pictures.

The city will be provided their own read on access to our CRM with the ability to see real time route progress, access to service confirmation, service discrepancies, contamination and pictures. The City daily reporting of missed collection described in Exhibit D will also be fulfilled through this process.

In addition to our service tablets and CRM, Mid Valley Disposal will install 3rd Eye systems in each truck. 3rd Eye is a Camera and Software systems that allows Mid Valley Disposal to monitor driver behavior, conduct service verifications, and provides complete camera coverage for liability protection. The system allows management to monitor driver observations, infractions, and positive recognition events. Supervisors coach each event according to the Progressive Disciplinary Action Program or positive reinforcement. Reports can be generated to show the company’s riskiest drivers and event types. Riskiest drivers are coached and counselled as needed to improve their behavior. Knowing event types and frequency assists in the continuous improvement of Mid Valley Disposal’s Behavior Based Safety Program curriculum. Each vehicle has GPS and can be monitored in real time

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2.L: Environmental Issues
Proposal Section 5.5.11 Environmental Issues

1. Excluded Waste Management
At Mid Valley Disposal, we are dedicated to stringent management of excluded waste within the recyclable and organic materials streams, implementing a comprehensive approach that ensures adherence to both environmental and regulatory standards. MVD’s robust contamination tag program enables drivers to identify and reject excluded waste directly at the source, preventing its transport and preserving the integrity of our waste streams. Our drivers are highly trained to recognize contamination; when identified, they immediately tag and document the contaminated bin in our system, effectively blocking improper waste from entering the collection process. This information is relayed to our Recycling Department, which promptly engages with customers through educational outreach to reinforce proper sorting practices and disposal guidelines. Persistent contamination may result in contractual enforcement, including fines, as a means to encourage compliance and reduce future contamination. Through ongoing training programs, all MVD drivers and staff maintain a high level of proficiency in contamination identification, reporting, and adherence to safe handling procedures.

This proactive and preventative approach underscores MVD’s commitment to environmental stewardship and responsible waste management.

2. Litter Abatement Program
At Mid Valley Disposal (MVD), we implement a proactive and thorough approach to litter prevention and abatement, underscoring our commitment to environmentally responsible waste collection services. Our comprehensive litter abatement program includes the following key measures:
x Litt
er Prevention: MVD drivers are expertly trained in techniques to prevent litter and spills during the collection and transport of materials. This includes verifying that containers are not overloaded and ensuring lids are securely closed before lifting, minimizing the risk of windblown debris. MVD has an established and proactive Preventative Maintenance Program to ensure that all equipment, including garbage truck arms, is regularly serviced and maintained to prevent issues like flinging carts or debris. This commitment to consistent maintenance plays a crucial role in preventing litter and maintaining clean service areas. x Litt
er Removal Procedures: Should litter or minor spills occur, all MVD trucks are equipped with shovels and brooms to promptly address small cleanup needs. For larger situations, our dedicated spill response team ensures that the area is thoroughly cleaned, and that debris is removed. Repeated litter issues are documented, and customers are notified to foster a collaborative approach to litter prevention. x V
ehicle Fluid Spill Prevention: Through a robust preventative maintenance program, MVD minimizes the risk of vehicle fluid leaks, including fuel, oil, and hydraulic fluid. Our equipment undergoes regular inspections and maintenance to prevent leaks and ensure safe operations. x S
pill Response Protocols: If a vehicle fluid spill does occur, MVD drivers have spill kits readily available in the cab to contain and address spills immediately, mitigating environmental impact. For larger incidents, our specialized spill response team utilizes advanced cleanup supplies, followed by street sweeping to ensure no residue remains and the area is restored to a safe, clean condition.

This structured, preventive approach reflects MVD’s steadfast dedication to safety, environmental responsibility, and the highest standards in waste collection.

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2.M: Public Education & Outreach
Mid Valley Disposal and the City of Clovis prioritize effective public outreach and education to ensure that residents and businesses fully understand the benefits of source reduction, reuse, recycling, and composting. The Public Education and Outreach Plan (PEOP) outlines the educational programs and outreach activities that Mid Valley Disposal has developed for the Rate Period One. This plan will be updated annually to incorporate new programs, regulations, and to ensure the city’s compliance.

Mid Valley Disposal’s Rate Period One Public Education and Outreach Plan was developed with the following goals and objectives:

1. Increase customer awareness of MVD services offered. As the franchised hauler, it is our goal to inform all customers of proper disposal of recyclables and organics, as well as the various ways to request support - phone, website, email, social media, etc.

2. Increase customer awareness and understanding of SB 1383 Organics Reduction Program and Compliance. Mid Valley
Disposal will create and distribute educational materials to inform residents, property managers, and business owners about SB 1383 legislation, organics reduction programs, and the City of Clovis Organics Ordinance and its relevance to them.

We will keep Tier 1 and Tier 2 food waste generators updated on SB 1383 requirements while offering essential education and outreach support, along with guidance on participating in a food recovery program to meet compliance with SB 1383.

SB1383 is a bill that was passed to reduce organic
waste disposal from our landfills by 75 percent and
increase edible food recovery by 20 percent by 2025
and takes effect January 1, 2022.

All jurisdictions are required to adopt a mandatory
organic waste ordinance. Jurisdictions will enforce and apply fines and penalties on anyone who does not comply.

Everyone. Single residences, multiple family residences, businesses, schools, and special districts are all required to comply with SB 1383 and subscribe to recycling and
organic waste recycling services. This means that organic waste, including food scraps and green waste, must be
separated and placed in a green container, recyclables in a blue container, and trash in a gray container.

Organic waste that decomposes in a landfill releases
methane gas, a highly potent greenhouse gas. This is
why keeping food waste and green waste out of your
trash is so important. Sending food scraps and green
waste to a controlled composting facility through your
green containers helps to prevent the release of methane gas that contributes to poor air quality affecting your health. Reducing methane gas will also prevent extreme
climate change impact such as droughts and wildfires.

The organic waste collected by Mid Valley Disposal goes through it’s composting facility in Kerman where the
materials are processed to produce compost and mulch
used in the farming industry in the Central Valley to grow and produce nuts, vegetables, and fruits. You can help by making sure everything going in your organic container is compostable. Refer to our recycling guide to see what is compostable. If you have an alternative arrangement for your organic waste, you must be approved and comply
with City requirements.

What is senate Bill 1383?
Keeping Organic Waste Out Of the landfill
Ways tO reduce Organic Waste at hOme
ediBle fOOd recOvery
There is an urgent need for food donation. Early participation in food recovery programs will help feed people who face hunger daily. California protects food businesses from liability now more than ever through the California Good Samaritan Food Donation Act.

Visit MidValleyDisposal.com for information regarding
programs for the donation of edible food in your community.

What happens tO Organic Waste
cOllected By mid valley dispOsal?
Shop smart and plan your food preparation
by using a grocery list.

Buy exactly what you need.

When unpacking groceries move old products
to the front and new items to the back.

Monitor what you throw away.

Eat leftovers & repurpose leftover scraps.

Donate what you won’t use.
recycling guide
WhO is affected?
SB 1383 INFORMATION GUIDE
WWW.MIDVALLEYDISPOSAL.COM
5 RECYCLING
mixed paper

CLEAN/FLAT

CARDBOARD
OFFICE PAPERaluminum & tin
CANS
recyclaBle plastics

BOTTLES AND

CONTAINERS
glass

JARS & BOTTLES
1 2

ORGANICS

BREADS & GRAINS

YARD TRIMMINGS

UNTREATED WOOD

PASTA & RICE
FRUITS

VEGETABLES

EGGSHELLS

NUTSHELLS

SOILED PAPER & CARDBOARD

COOKED MEAT/POULTRY/FISH

LANDFILL

STYROFOAM

TREATED WOOD

HOSE/ROPE

PET WASTE

CLOTHES

PLASTIC BAGS

TOILET PAPER

DIAPERS
SHOES
CARPET

NON RECYCLABLE PLASTIC
TOYS

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3. Increase awareness and encourage participation in recycling and organic recycling programs. Mid Valley Disposal will offer on-site technical assistance and education to business owners and property managers, helping them implement programs
that enhance diversion rates and participation in recycling initiatives. We will also actively engage in community outreach events to educate Clovis residents and encourage their
involvement in available recycling and composting programs.

4. Increase awareness of best recycling management practices to reduce contamination. Minimizing container contamination is a crucial aspect of SB 1383. Mid Valley Disposal will offer personalized education and outreach to support the community in reducing contamination. The PEOP outlines effective outreach and educational strategies aimed at achieving these four goals and objectives through annual campaigns and various channels.

Plan Development, Review and Modification
Mid Valley Disposal will submit the PEOP annually to the City Contract Manager. The City Contract Manager has 30 calendar days to review, request modifications, and approve Mid Valley Disposal’s PEOP. Mid Valley Disposal will have 15 calendar days to revise the PEOP in response to any requested changes by the City Contract Manager. Mid Valley Disposal will revise the PEOP by reviewing the prior year’s activities, successes and challenges and evaluate the implementation success using deadlines and products developed as performance measures. Each activity identified in the subsequent year’s PEOP will specify the target audience for services provided, the methods and timelines for distribution, and will include upcoming promotions for City specified ongoing and special events.

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ALL SECTORS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING

ACTIVITY PURPOSE & DISTRIBUTION PROPOSED
BUDGET
Website Provide a comprehensive website, updated as needed, that includes new and expanded program offerings specific to single-family, multi-family, and commercial customers and includes at minimum online bill pay options, all outreach materials being provided in electronic form including, but not limited to, newsletters, posters, fliers, and brochures.

Distribution: https:/ /www.midvalleydisposal.com/locations/clovis/ Schedule: Update as needed
Included
Billing Inserts Educational materials may be placed in the bill inserts. For customers receiving electronic bills, the Contractor agrees to distribute brochures, newsletters or provide other means of communication to those customers. Educational materials may include but are not limited to Instructional Service Guides, educational fliers on current legislation requirements, highlights of commonly contaminated items, recycling guides, or any other special communication needed as approved by the City Contract Manager.

Distribution: Billing insert and post online to website as needed Schedule: Quarterly newsletter and billing inserts as needed $432,000
annually:

Approximately 36,000 x
6 per year at $2.00 each
Contamination Tags Distribute as-needed Contamination tags (CMAT) to customers as a communication and education tool to notify customers of prohibited container contaminants or overfilled containers.

CMAT tags include information on what to do in the case of non- collection & detail common prohibited items for the recycling and organics stream. These notices are uniform to all sectors to increase continuity with messaging, recording data, and reporting.

Distribution: Left on container by Driver or Recycling
Coordinator and direct follow-up with customer
Schedule: As needed
$780.00 annually:

Approximately 2,000
overload & CMAT tags
combined at $.39 each
Contamination
Letters
Distribute as needed to communicate directly with customers following the issuance of a contamination notice on their containers. Our recycling department mails these notifications daily to inform customers of any contamination, overloads, service disruptions, or associated fees.

Distribution: Mailed daily by recycling coordinators
Schedule: As needed
$2,000 annually:

Approximately 1,000
letters at $2.00 each

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Overload Letters Distribute as needed to communicate directly with customers following the issuance of a overfill notice on their containers. Our recycling department mails these notifications daily to inform customers of any contamination, overloads, service disruptions, or associated fees.

Distribution: Mailed daily by recycling coordinators
Schedule: As needed
$2,000 annually:

A
pproximately 1,000
letters at $2.00 each
Annual Notice of
Requirements
Distribute annual notice of requirements that includes information specified in 14 CCR Section 18985.1(a). This may include information on source separating materials, source reduction of organic waste, the methane benefits of reducing the landfill disposal of organic waste and the methods of organic waste recovery and or the organic waste collection service uses, how to recover organic waste, public health and safety and environmental impacts associated with the landfill disposal of organic waste, programs for the donation of edible food, self-hauling organic material requirements.

Distribution: Direct mail and post online to website
Schedule: Annually
Included in
“billing inserts”
above
Start Up Period
Welcome Packets
Distribute welcome letter, SB 1383 general information, transition information, Service Guide and Meet Your New Carts (recycling and compost education).

Distribution: Delivered to all generators in the City of Clovis before start date Schedule: As needed
Introduction
letter $80,340:
39,000 mailers
at $2.06 per flier
New Start
Packets $43,000:

Delivered with carts
39,000 packets at
$1.03 per packet
Radio and TV
Commercials
Commercials used to educate residents about various recycling and sustainability initiatives.

Distribution: As needed through radio and tv ad companies Schedule: As needed
Included

2.M: Public Education & Outreach
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RESIDENTIAL CUSTOMERS
P

UBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

PROPOSED
BUDGET
Recycling Education y SB 1383 General Information
y Instructional Service Guide
y Maintaining Your Organics Bin
y Organic Waste Disposal Guide
y Recycling Guide
y Flammable Material Hazard Disposal Guide/HHW
Distribution: Hand deliver, email, direct mail
Schedule: As needed
Included in
Billing inserts,
Community
Events, and
website budget
Neighborhood Group
& HOA Visits
By customer and/or agency request, visit homeowner associations and/or other neighborhood groups and associations to promote and explain the recycling and diversion programs available to residential customers.

Performance: Site visit by Recycling Coordinator
Schedule: As needed
Included

MULTI-FAMILY CUSTOMERS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

PROPOSED
BUDGET
Recycling Education y SB 1383 General Information
y Instructional Service Guide
y Maintaining Your Organics Bin
y Organic Waste Disposal Guide
y Recycling Guide
y Flammable Material Hazard Disposal Guide/HHW
Distribution: Direct mail, hand delivered by Recycling Coordinator, and post online to websited
Schedule: As needed
$4,000
11,243 MFD units x
$0.36 per printed flier
Multi-Family Signage Distribute poster signage to all multi-family property managers, upon request, for source separated recyclable materials, organics, and gray container waste or mixed waste program guidelines to be placed in collection areas, enclosures, and other community areas.

Distribution: Hand delivered by Recycling Coordinator at time of waste assessment and or upon request.

Schedule: As needed
$828
276 MFD 5+ units
x 3 posters at
$1.00 per poster

2.M: Public Education & Outreach
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Multi-Family
Customers: AB 341 /
AB 1826 / SB 1383
T echnical Assistance
Offer Recycling Opportunity Assessments (ROA) to eligible AB 341, AB 1826 and SB 1383 multi-family customers conducted one (1) time per year, plus follow up, as necessary. ROAs offered may include, but are not limited to:
y Performing walk-throughs to identify areas of generation and placement of containers and signage
y Assessing adequacy of container types and
collection frequency by material types
y Promoting increased recyclable materials
collection and proper sorting techniques
y Identifying sources of potential contamination and/or litter issues y Making recommendations for waste reduction,
contamination prevention, and/or service modifications
y Dissemination of outreach materials and resources,
placement of posters and other notices
Performance: Offered by mail, phone, email, website, workshop and/or onsite visit by Recycling Coordinator
Schedule: As needed
Included
Workshops Offer and respond to requests for on-site meetings, presentations and/or workshops for multi-family customers to demonstrate to property managers and/or residents how to fully utilize the available recycling and organics collections programs and minimize contamination.

Performance: By request, perform on-site meetings, presentation and/or workshops Schedule: As needed
Included

COMMERCIAL CUSTOMERS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
AC
TIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

PROPOSED
BUDGET
Recycling Education y SB 1383 General Information
y Instructional Service Guide
y Edible Food Recovery-Generator Requirements
y Grocery Store Food Loss Prevention
y Restaurant Food Loss Prevention
y Edible Food Recovery-Legal Protections
y Maintaining Your Organics Bin
y Organic Waste Disposal Guide
y Recycling Guide
y Flammable Material Hazard Disposal Guide/HHW
Distribution: Direct mail, hand delivered by Recycling Coordinator, and post online to website
Schedule: As needed
$1,313
1,216 commercial
businesses x
approximately 3 fliers
hand delivered per year
at $.36 per printed flier

2.M: Public Education & Outreach
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Commercial Signage Distribute to all commercial customers poster signage for source separated recyclable materials, organic waste, and Gray Container Waste or Mixed Waste program guidelines to be placed in collection areas, enclosures, and other community areas.

Distribution:

Hand delivered by Recycling Coordinator at time of waste assessment and/or by request
Schedule: As needed
$3,648
1,216 commercial
businesses x
approximately 3 posters
at $1.00 per poster
Commercial
Customers: AB 341 /
AB 1826 /
AB 827 / SB 1383
T echnical Assistance
Offer Recycling Opportunity Assessments (ROA) to eligible AB 341, AB 1826 and SB 1383 commercial customers conducted one (1) time per year, plus follow up, as necessary. ROAs offered may include, but are not limited to:
y Performing walk-throughs to identify areas of generation and placement of containers and signage
y Assessing adequacy of container types and collection frequency by material types y Promoting increased recyclable and organic materials collection and proper sorting techniques y Identifying sources of potential contamination and/or litter issues y Making recommendations for waste reduction, contamination prevention, and/or service modifications
y Dissemination of outreach materials and resources, placement of posters and other notices Assist Commercial customers with the execution of waivers, if applicable, and providing them to the city of Clovis for approval

Performance: Offered by mail, phone, email, website, workshop and/or onsite visit by Recycling Coordinator Schedule: As needed
Proposed Budget: Included
SB 1383 Tier 1 &2
Generator Outreach
Activities
Mid Valley Disposal’s Edible Food Recovery Specialist will provide technical assistance to all Tier 1 & 2 generators that receive Mid Valley Disposal service to assist and guide them in compliance with the edible food recovery aspect of SB 1383.

Distribution: Hand Delivered by Food Recovery Specialist, print material Schedule: Annually and as needed
Proposed Budget: Included

SCHOOLS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

Education Materials Upon request, develop and distribute educational materials and presentations geared towards younger audiences
Performance:

Upon request
Proposed Budget: Included
Schools Education
and O
utreach
Conduct outreach and educational activities to school that may include, but not limited to, participation in events, provision of technical assistance, developing and conducting presentations to support curriculum and conducting facility tours. *Will be treated as a commercial business for all SB 1383 AB 341 AB 1826 compliance.

Performance:

Upon request
Proposed Budget: Included

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SPECIAL EVENTS
P

UBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY PURPOSE & DISTRIBUTION PROPOSED
BUDGET
Craft Beer Crawl
Big Hat Days
American Crown Circus
Water T ower Car Show
Clovis Rodeo
Rodeo Parade
Friday Farmers Market
Old T own Flea
O.T. Motorama
CIF Track & Field
Glorious Junk Days
Freedom Fest
Clovis Fest
One Enchanted Evening
Christmas Parade
y Event collection boxes
y Provide appropriate service levels for the
event (recycling, trash, and organics)
y Participation in parades
y Public education booth- staff exhibit booth to
promote new and expanded program offerings
available to residents, multi-family, and commercial
customers. Provide visual displays for tabling and
distribute promotional educational materials
Performance: Upon request
$1,800
800 event boxes at $2.25
per box

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Public Education & Outreach Plan Summarized & Streamlined Mid Valley Disposal Public Education and Outreach Plan:

Setting a New Standard for Environmental Leadership
Mid Valley Disposal is deeply committed to ensuring the long-term success of the City’s recycling and organics programs through comprehensive, innovative, and community-focused public education. As a locally owned and operated company, we take immense pride in being stewards of environmental responsibility and believe that our holistic approach makes us the most qualified partner to lead this effort. Our tailored education initiatives will empower every sector of the City—single-family, multi-family, and commercial customers—while ensuring full compliance with critical state recycling laws like AB 939, AB 1826, AB 341, and SB 1383.

1. Unmatched Public Education for All Customer Groups:

Mid Valley Disposal’s multi-pronged educational programs for single-family, multi-family, and commercial customers are not only tailored but strategically designed to ensure maximum engagement and participation. From comprehensive service guides to interactive workshops, our initiatives will ensure that customers are fully informed and equipped to excel in recycling and organic waste diversion.

Our ability to adapt these programs to meet the needs of different customer groups positions us as the leader in outreach execution.

2. Flawless Compliance with State Mandates:

With a proven track record of successful implementation of state-mandated recycling laws, Mid Valley Disposal is the partner the City can trust to ensure compliance with AB 939, AB 1826, AB 341, and SB 1383. Our dedicated Recycling Coordinators will perform waste audits, provide hands-on technical support, and distribute educational materials designed to foster behavioral change, helping the City exceed diversion goals while minimizing contamination.

3. A Cutting-Edge Digital Presence:

Our City-specific webpage will serve as a critical hub for residents and businesses, offering seamless access to service information, rates, recycling guidelines, and more. This real-time resource will ensure that customers always have the information they need, when they need it. With the flexibility to update the site continuously, our digital platform will drive engagement, foster compliance, and provide the highest level of transparency. Our experience in creating successful websites like the City of Fresno’s ensures we will deliver nothing less than excellence for the City of Clovis. Mid Valley
Disposal maintains an active presence on social
media platforms, including Instagram and
Facebook, where we regularly share educational
content, service updates, and highlights of our
community involvement. Through these channels,
we engage with our customers and the public,
fostering awareness about waste management
practices, promoting sustainability initiatives, and
keeping our community informed about important
service announcements and events.

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4. Innovative Contamination Fee and Courtesy Noticing Program:

Mid Valley Disposal’s extensive experience with tiered contamination fee systems sets us apart. Our proactive, education-based approach to contamination management ensures that customers are not only informed but actively engaged in improving their waste disposal habits. By integrating courtesy notices, follow-up education, and our unique “Good Job” incentive tags, we will turn contamination reduction into a collaborative and successful effort between the City, our team, and its residents.

5. Expert Guidance on Proper Disposal of Hazardous and Difficult Materials:

Our robust communications strategy will ensure that all residents are well-educated on the safe disposal of household hazardous waste, sharps, and other challenging materials. Through brochures, website resources, and direct outreach at city events, Mid Valley Disposal will make sure no resident is left in the dark when it comes to proper disposal.

6. Engaging Presentations for Schools and Community Organizations:

We firmly believe that education is most effective when it starts at a young age and reaches all levels of the community.

Our school presentations, interactive facility tours, and community workshops are designed to inspire a culture
of sustainability. We tailor our presentations to suit each audience, ensuring our message on recycling is clear and easy for all to understand.

7. Active Participation at City-Sponsored Events:

Mid Valley Disposal is dedicated to being a visible, active partner at City-sponsored events. Our engaging booths, displays, and interactive games will educate and entertain residents, ensuring that recycling and organic waste diversion become integral parts of the community’s culture. Through sponsorship, prize giveaways, and educational materials, we will foster widespread support and participation in the City’s environmental initiatives.

8. Comprehensive Information Distribution:

Our outreach efforts will include newsletters,
brochures, billing inserts, and posters, distributed
widely across all platforms—both digitally and in print.

This comprehensive distribution strategy will ensure
that every resident and business is fully informed of
their responsibilities and the benefits of participating in the City’s recycling and organics programs.

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9. Dedicated T eam of Experts:

Our highly qualified team—led by two full-time Recycling Coordinators and a Recycling Programs Manager—will be fully devoted to ensuring the success of the City’s outreach and education programs.

With a hands-on approach, our team will attend city events, monitor compliance, and provide real-time assistance to residents and businesses. This level of dedication is what sets Mid Valley Disposal apart as the best choice for the City.

10. Proven Educational Materials:

Our extensive library of educational materials has been honed through years of successful programs.

From recycling guides to contamination notices, these materials have been proven effective in engaging diverse audiences and driving positive behavioral change.

11. Innovative Features for Maximum Engagement:

Mid Valley Disposal will introduce innovative strategies such as the “Good Job” tags for exemplary recycling behavior, offering real incentives for customers to improve their waste disposal habits.

This, alongside our comprehensive contamination reduction program and personalized community engagement, underscores our commitment to being the most proactive and customer-focused provider in the region.

By selecting Mid Valley Disposal, the City gains a dedicated partner who brings unparalleled expertise, proven strategies, and a deep commitment to the community’s sustainability goals. We are fully equipped to lead this important initiative and make a lasting impact on the City’s environmental future.

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2.N: Other Required Plan

2.N.1: SB 1383 Implementation and Monitoring Plan
Mid Valley Disposal fully appreciates the challenges
the City of Clovis and other municipalities face in
meeting new unfunded State mandates. For over 20
years we have assisted municipalities, large and small, in navigating new legislation that affects our industry.

With our experienced team, we are well positioned to
assist the City of Clovis in complying with SB 1383.

The senior management team at Mid Valley Disposal is
very familiar with all the requirements of SB 1383 that jurisdictions are now expected to comply with as of
January 2022. The following is a list of actions we have already taken in cities we serve:
y Implemen
ted a color and hot-stamp labeled compliant 3-can system. y Recy
cling Department management assists jurisdictions with all CalRecycle required reporting and attends all CalRecycle site-visits or virtual meetings.
y De
veloped and distributed all SB 1383 required collateral materials that cover SLCP regulation Section 18985.1 Organic Waste Recovery Education & Outreach and Section 18985.2 Edible Food Recovery Education and Outreach.
y De
velop additional jurisdiction support tools such as webinars covering topics such as procurement, school district edible food recovery, and Tier 1 & Tier 2 generator inspections, and the Jurisdiction Edible Food Recovery Toolkit which covers all information that Jurisdictions would need to perform inspections on edible food generators including templates on forms needed and generator letters. y Full
Jurisdiction and customer-based edible food recovery support from our on-staff Edible Food Recovery Specialist including, but not limited to, identifying Tier 1 & Tier 2 generators, developing Food Recovery Organization Services list, edible food recovery education and outreach, and the continued development of support tools and services as needed.
y De
veloped and implemented tools, processes, and collateral materials to perform container contamination minimization studies in compliance with SLCP regulation Section 18984.5. y De
veloped and implemented all internal recordkeeping and reporting procedures to cover the requirements of SLCP regulation Section 18984.6 Recordkeeping Requirements for Container Contamination Minimization, Section 18984.14 Recordkeeping Requirements for Waivers and Exemptions, Section 18985.3 Recordkeeping Requirements for a Jurisdictions Compliance with Education and Outreach Requirements. y Recy
cling Department Management offers the Jurisdiction one-on-one technical assistance to prepare all Implementation Records required under SB 1383.
y Conduct on-site
waste assessments and right-sizing audits.
y Pur
chased and distributed Countertop Food Waste Collection Pails.

2.N: Other Required Plan
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AGENDA ITEM NO. 14.
y Recycling Coordinators assist the Jurisdiction and customers with assessing and executing generator waivers f
or submission to the Jurisdiction.
y Recy
cling Coordinators attend community events in the Jurisdiction to provide continued education and outreach to all event attendees.

Customer Outreach:

Mid Valley Disposal Recycling Coordinators are well-versed in customer service, outreach, and recycling education. During implementation, the Recycling Coordinators will perform in-person compliance reviews of all Commercial & Multi-Family generators with the intention of verifying all on-site service levels and becoming familiar with all generators in the city. After the implementation year the Recycling Coordinators will continue to perform on-site compliance reviews of all solid waste collection accounts for commercial and multi-family businesses that generate two cubic yard or more per week of solid waste, including organic waste.

During the compliance Review the Recycling Coordinator is looking for the following:
y Ensuring the customer
has all their containers on-site
and that the containers are in working order.
y Iden
tifying any potential overload or underfilling with the intention to right-size the customer to their individual needs. y Iden
tifying any contamination across all three containers
with the intention to offer the customer direct and
individualized assistance with recycling best practices. y Iden
tifying any customers who may qualify for a De
Minimis or Physical Space Waiver to offer assistance with executing the waiver for submission to the jurisdiction. y Speaking
with property owners, property managers, or employees to offer any additional educational materials, presentations, or staff trainings. y Iden
tifying other needs that a customer may have and providing information and resources such as HHW disposal, bulky-item disposal, and mattress disposal. y Iden
tifying potential needs for edible food recovery support or education and working in partnership with Mid Valley Disposals Edible Food Recovery Specialist.

Mid Valley Disposals Edible Food Recovery Specialist also performs in-person site visits to all identified Tier 1 & Tier 2 Generators. During these site visits the Edible Food Recovery Specialist is performing the following:
y Mee
ting with business owners, property
managers, or staff to provide one-on-
one technical assistance and education
on their requirements of SB 1383.
y Iden
tifying the individual needs of each Tier
1 & Tier 2 generator to tailor an assistance
approach that is right for the customer.
y Pr
ovide customers with resources and
education to be in compliance of SB
1383 - Edible Food Recovery.

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Mid Valley Disposal Recycling Coordinators will upon request perform classroom presentations, staff trainings and/or community presentations. These services can include:
y
Walkthroughs of properties, businesses, or sites to identify back-of-house recycling opportunities y
Staff tr ainings on the implementation of new programs
y Student presentations on recycling, composting, or f ood wast e recycling y General recycling education or Q &A style recy cling education Mid V
alley Disposal Recycling Coordinators regularly
attend community events within the jurisdictions
that they serve, and take great pride in being able to
offer extended community outreach and education
to a broader customer base. At community events
Mid Valley Disposal Recycling Coordinators perform
the following:
y Set-up education boo
th with Mid Valley
Disposal branded canopy and tablecloth.
y Offer our
most popular educational
collateral materials.
y Play educa
tional games that focus on recycling
education and common contaminants.
y Encourag
e following our Social Media pages to
gain access to our “What Goes Where Wednesday”
campaign to assist with correct disposal of
seasonal and common contamination items.

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y Offer Mid Valley Disposal swag items:
x Countertop food waste
c
ollection pails
x Pens/P
encils
x Chapstick
x Reusable pr oduce bags
x Reusable shopping bags
x Coloring books/
crayons
x Recy cling guide magnets
x Stick
ers
x And mor
e!
Stickers
Magnets
Bags
Pens
Coloring
Books
Chapstick
Food
Collection
Pails
Recycling
Guide
Crayons
Pencils
Education
Mid Valley Disposal has a full-time Marketing and Communication Coordinator that designs and develops all of our educational collateral materials in partnership with our Recycling Department Manager. Mid Valley Disposal has a large library of educational materials to cover many topics, and we continue to develop materials as needed. Our most commonly used educational materials include:
y SB 1383 Gener
al Information
y Instructional S
ervice Guide
y Edible F
ood Recovery-Generator Requirements
y Gr
ocery Store Food Loss Prevention
y Restaur
ant Food Loss Prevention
y Edible F
ood Recovery- Legal Protections
y Main
taining Your Organics Bin
y Or
ganic Waste Disposal Guide
y Recy
cling Guide
y Flammable M
aterial Hazard Disposal Guide/HHW
y Ov
erfilled Container Notice
y Con
tamination Notice

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GUÍA DE RECICLAJE

VERTEDERO
BOLSAS DE PLÁSTICO

EXCREMENTO DE ANIMAL

PAPEL HIGIENICO

MADERA TRATADA

MANGUERA/CUERDA

HOJAS DE PALMA
ROPA

ALFOMBRA
PAÑALES

JUGETES

ZAPATOS
UNICEL
PLÁSTICO NO RECICLABLE
*asegúrese de mantener las tapas cerradas antes del servicio Escanee el código QR para obtener más información sobre la educación de reciclaje y la clasificación adecuada
ORGÁNICOS
RECORTES DE ÁRBOL
RECORTES DE JARDÍN

MADERA NO TRATADA
FRUTAS

VEGETALES
CÉSPED
PAPEL Y CARTÓN ENSUCIADO

CON COMIDA
CÁSCARAS DE HUEVO Y DE NUEZ

CARNE / AVES / PESCADO COCIDOS
*Favor de no usar bolsas de plástico o bolsas de
plástico compostables en el contenedor de orgánico

RECICLAJE
*todos los materiales reciclables deben estar sin
bolsa, vacíos, limpios, y secos

PAPEL MIXTO
CARTÓN
ALUMINIO Y ESTAÑO
LATAS

PAPEL DE ALUMINIO

FRASCOS DE VIDRIO Y BOTELLAS
PLÁSTICOS RECICLABLES

BOTELLAS Y

CONTENEDORES
1 2
5 1
2 5
MIDV ALLEYDISPOSAL.COM

RECYCLING GUIDE
*please be sure to keep lids closed for service
MIDV ALLEYDISPOSAL.COM
Scan the QR code for a full list of
items and their proper disposal

ORGANICS

TREE TRIMMINGS

GARDEN CLIPPINGS

UNTREATED WOOD
GRASS
FRUITS

VEGETABLES

EGGSHELLS

NUTSHELLS

COOKED MEAT/

POULTRY/FISH

FOOD SOILED PAPER

SOILED CARDBOARD
*no plastic bags or compostable plastic
bags to be used in the organics

LANDFILL

STYROFOAM

CLOTHES

PET WASTE
CARPET

TREATED WOOD

HOSE/ROPE

PLASTIC BAGS

TOILET/TISSUE PAPER

DIAPERS
TOYS
SHOES

PALM FRONDS

NON RECYCLABLE PLASTIC

RECYCLING

MIXED PAPER

CARDBOARD

ALUMINUM & TIN
CANS

ALUMINUM FOIL

RECYCLABLE PLASTICS

BOTTLES AND

CONTAINERS
1 2
5 *all recyclable materials should be
unbagged, empty, clean, and dry
Glass JARS & BOTTLES
1 2
5 2.N.1: SB 1383 Implementation and Monitoring Plan
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During implementation period and the roll out of new services Mid Valley Disposal delivers a “new start packet” to all customers. The “new start packet” generally includes but is not limited to the following fliers:
y New
Start Welcome Letter
y Recycling G
uide
y SB 1383 general in
formation
y Container
Exchange Guidelines
y Mid Valley Disposal Additional Services Guide
Contamination monitoring:

Mid Valley Disposal contamination monitoring is conducted through Driver or Recycling Coordinator observation, and scheduled SB 1383 Route Reviews.

Drivers on routes or Recycling Coordinators performing site audits may observe and tag containers for contamination at any time. All carbon c opies of tags are entered into our customer data base for record keeping purposes.

Our Recycling Coordinators then provide immediate and
individualized education to the customer to help them
resolve the issue of contamination through phone calls, emails, direct mail, or in person visits. Mid Valley Disposal’s Recycling Programs Manager works directly with the city to develop educational materials and/or letters that align with the detailed contamination program described in the franchise agreement. Mid Valley Disposal currently works with four other jurisdictions whose franchise agreements require different tiered contamination fee programs. Based on each franchise agreement, we develop individualized
program tools, including billing and recurring reports, to ensure that jurisdictions meet the necessary contamination program requirements.

The Recycling Department also conducts annual SB 1383
compliant Route Reviews on every route that runs through the city. The Recycling Programs Manager will work closely with the City of Clovis in the planning process to ensure we align with all city timelines and requests.

2.N.1: SB 1383 Implementation and Monitoring Plan
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RSB 1383 Route Review Standard Operating Procedure

1. PURPOSE:

The purpose of this SOP is to describe the methods and procedures used by Mid Valley Disposal staff to execute the contamination minimization requirements of SB 1383.

2. SCOPE:

This procedure applies to contamination minimization efforts performed by Mid Valley Disposal’s Recycling Coordinator staff. This procedure does not apply to contamination monitoring performed by Mid Valley Disposal drivers.

3. RESPONSIBILITIES:

OPERATIONS MANAGER: Responsible for identifying all routes operating within the city, identifying a random sampling of 5% of stops along each route, and providing a map of the selected stops on the route to the Recycling Programs Manager.

RECYCLING PROGRAMS MANAGER: Responsible for setting up all routes in Smartsheet program, record keeping all documents in an organized manner, and scheduling and assigning Recycling Coordinator staff to complete the route review. Report findings to the Jurisdiction on a quarterly basis. The Program Manager will work closely with the Jurisdiction to ensure methodology and scheduling approval.

RECYCLING COORDINATORS: Responsible for completing route review audits in the field, taking clear photos, leaving contamination tags on containers, providing follow-up education and outreach, and keeping detailed records of all actions performed.

4. PROCEDURE:

Step 1: Identify Routes
Step 2: 5% of stops selected & map provided to Recycling Department Step 3: Stops on route entered into Smartsheet
Step 4: Route review scheduled
Step 5: Route review performed in-field
Step 6: Follow up education mailed out to all generators with contamination observed Step 7: Downloading of route review data results and saved in recordkeeping folder Step 8: Provide results to jurisdiction

5. SAFETY CONSIDERATIONS:

PPE and closed toed shoes are required to be worn by all Recycling Coordinator staff while out in the field.

6. EQUIPMENT AND MATERIALS:
y S
martsheet program & App
y C
ell Phone with camera
y C
ontamination Tags
y “G
ood Job” Tags
y W
riting utensil
y C
omputer
y PPE (high
visibility vest)
y V
ehicle

7. REFERENCES:

SB 1383 Section 18984.5 container contamination minimization

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Recordkeeping:

Mid Valley Disposal’s Recycling Department is
well versed in the record-keeping and reporting
requirements of SB 1383 and assists all of
our contract cities with their reporting and
implementation record requirements. The Recycling
Department manager ensures all education, outreach,
waivers, contamination monitoring, procurement, and
compliance reviews are tracked in full compliance
with SB 1383. All records are regularly provided to the Jurisdiction on an agreed-upon schedule.

Reporting:

Mid Valley Disposal is well positioned to assist the
City of Clovis with all CalRecycle reporting. We have
assisted all of our contract cities with the execution
and on-time submission of accurate and in-depth
electronic annual reports for over 20 years. Our
approach is to not just report data to the City, but to act as a point of contact for CalRecycle staff while
advocating for the interests of the City. MVD has been
praised by CalRecycle for the quality and effectiveness of reporting.

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2.N.2: Litter Prevention/Abatement Plan
Proposal Section 5.5.13 Other Required Plans
At Mid Valley Disposal, we prioritize litter prevention and abatement as part of our commitment to providing efficient and environmentally responsible waste collection services. Our approach focuses on both preventing litter during collection and effectively addressing any litter that may occur afterwards, ensuring minimal disruption to the community and maintaining a clean, safe environment.

1. Side Loader T oters (carts):

T o prevent litter during cart collection, we utilize side-loader trucks equipped with advanced automated servicing mechanisms. These trucks undergo regular maintenance to ensure they function properly, reducing the likelihood of malfunctions that could result in trash spilling from the carts. Our drivers are trained to carefully monitor the collection process and ensure all waste makes it into the truck. Additionally, drivers are vigilant in identifying overloaded carts, which they tag to notify the customer and encourage proper disposal practices. This proactive approach minimizes litter caused by overfilled containers.

2. Commercial Bins:

For commercial collection services, we ensure drivers closely monitor for overloaded bins. If a bin is overloaded, drivers will tag it and, in cases where litter is left behind, document the issue and notify the customer. This allows us to address overloading with customers directly and offer solutions, such as adjusting service frequency or providing additional bins to prevent future litter incidents.

3. Litter Abatement Post-Collection:

In the event that litter does occur during collection, our drivers are equipped with shovels and brooms on every truck to clean up any debris that may spill onto the ground. When safe to do so, drivers will manually collect small debris and clean the area as needed. Larger litter issues are reported to supervisors for further action. Additionally, our trucks are fitted with cameras that help identify problem areas where litter may be a recurring issue, allowing us to implement targeted abatement strategies.

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Cost Considerations:

Mid Valley Disposal is committed to providing cost-effective solutions while maintaining the highest standards of service. The costs associated with our litter prevention and abatement efforts, including equipping trucks with cleaning tools and regular driver training, are integrated into our overall operational expenses. As such, no additional fees will be charged to the City or its residents for standard litter control measures. If a customer requires extra services to address recurring litter due to overloading or improper disposal, we offer tailored solutions such as increased service frequency or additional bins at a competitive cost, discussed on a case-by- case basis.

In summary, our approach to litter prevention and abatement is proactive and customer-focused. By maintaining our equipment, training drivers, and ensuring each truck is equipped with shovels and brooms for immediate cleanup, we minimize litter during collection operations. When litter does occur, we are prepared to respond quickly and efficiently to keep the City clean and safe for all residents.

2.N.2: Litter Prevention/Abatement Plan
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2.N.3: Skilled Driver Recruiting, Training, and Retention Plan Proposal Section 5.5.13 Other Required Plans
Recruitment, Training, and Retraining Program for Skilled Drivers At Mid Valley Disposal, our drivers are the backbone of our commitment to the community, ensuring dependable and thoughtful service every day.

We take pride in providing consistent, reliable collections by equipping our team with the skills they need to excel. Our comprehensive approach to the recruitment, training and retention of skilled drivers is now in one centralized location. The MVD Training and Resource Center opened in March of 2024 and serves as a 360-degree training hub for drivers to focus on safety, efficiency and customer service.

Recruitment
Our recruitment strategy is built on the belief that the best teams are made up of people who care deeply about their work and community. We partner with local vocational schools, participate in job fairs, and engage in community outreach, while also encouraging in-house referrals from our employees who understand our culture of safety and service. We offer competitive compensation, comprehensive benefits, and clear career growth pathways to attract and keep top talent, fostering a supportive and close-knit environment where everyone looks out for one another.

Commercial Driver Instructor (CDI) Program
Our Commercial Driver Instructor (CDI) program is the heart of our training efforts, ensuring that every new driver learns from the best. The 8-hour course is divided into two phases: trainers first learn how to deliver engaging and impactful in-cab instruction, then gain an overview of the classroom training content that new drivers receive. This approach ensures consistency and creates a strong foundation, helping trainers connect with new hires and reinforce knowledge in the field. It’s about more than just teaching; it’s about inspiring and mentoring the next generation of drivers.

New-Hire Driver Training Program
Every new driver goes through a multi-phase training program that prepares them to serve our community with excellence:

Classroom Instruction: A 5-day session where drivers learn critical safety protocols, vehicle operations, regulatory compliance, and the importance of exceptional customer service.

Hands-On Training: Real-world, in-cab coaching with experienced trainers focused on route efficiency, safe driving, and solid waste handling. We emphasize the importance of community service standards and teach drivers to use in-cab technology effectively. We also instill pride in being the face of Mid Valley Disposal, representing our company’s values of safety, courtesy, and reliability to every neighborhood we serve.

Retraining and Ongoing Development
Our commitment to growth doesn’t end with initial training. Drivers receive personalized retraining and development, from hands-on coaching to performance feedback sessions. Weekly Toolbox Talks keep safety top of mind, while quarterly safety campaigns and route observations promote ongoing excellence. Our continuous investment in our drivers means they always feel prepared, confident, and supported.

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Retention and Performance Monitoring
We believe that a happy,
supported driver is the key to
our company’s success and
our community’s well-being.

Regular Feedback: Supervisors offer consistent, meaningful feedback to help drivers grow and feel valued.

Incentive Programs: We recognize outstanding performance with bonuses for safety, attendance, and customer satisfaction.

Robust Onboarding: Our thorough onboarding program has
contributed to an impressive 80% retention rate, reducing incidents and creating a stable and engaged workforce.

Career Advancement: We offer full support when employees show interest in growth opportunities within MVD. Drivers have a career path to go from “behind the wheel” to becoming a route supervisor, and beyond.

During the pandemic, our team’s spirit shined brightest. We never missed a day of service, even when it meant supervisors and managers stepping in to help. This unwavering commitment not only kept our operations running but also brought us closer together, reinforcing our dedication to our community.

We also make sure our drivers feel appreciated and part of the family. From annual family picnics to local BBQs cooked by ownership and management, holiday gifts, and community events, we celebrate our team’s hard work and the role they play in keeping our neighborhoods clean and safe.

2.N.4: Local Purchasing Preference
Mid Valley Disposal is committed to supporting the local economy of Clovis by prioritizing partnerships with businesses within the city. We recognize the importance of investing in our community and aim to source materials and services locally whenever possible.

We utilize several local vendors to meet our operational needs:

MINUTEMAN PRESS (657 SHAW AVE, CLOVIS):

We rely on Minuteman Press for all our printing services.

They produce essential educational materials that we
distribute across our jurisdictions, ensuring that our
outreach efforts are effective and well-represented.
90%
of our super
visors
hav
e been promoted
from within.

A testament to our
dedication to developing
our own people.

2.N.4: Local Purchasing Preference
106/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fOr SErV ICES 239
AGENDA ITEM NO. 14.

FASTSIGNS (1541 RAILROAD AVE, CLOVIS):

FastSigns is our go-to provider for banners and large
signage, which play a vital role in our community visibility.

Additionally, they create custom acrylic trophies for
our “Recycler of the Year” recipients, celebrating the
achievements of our partners and encouraging continued
excellence in recycling efforts.

ACE TROPHY SHOP (1050 POLLASKY AVE, CLOVIS):

At Mid Valley Disposal, we believe in celebrating the exceptional contributions of our employees and community members. To honor their dedication and achievements, we collaborate with Ace Displays to create a variety of awards. Recently, they designed custom steering wheel trophies for our “Safe Driver Campaign,” highlighting our drivers’ unwavering commitment to safety and excellence in service.

WILD WATER ADVENTURE PARK (11413 E SHAW AVE. CLOVIS):

Each year, we proudly host our Founder’s Picnic at Wild Water in Clovis, a centrally located venue that is easily accessible for all employees, regardless of where they reside. This special event honors our founder, Jay Kalpakoff, and serves as a wonderful opportunity for the entire Mid Valley Disposal team to gather for a day of fun, camaraderie, and team- building activities. The picnic not only celebrates our company culture but also reinforces the strong connections among our employees, fostering a sense of unity and pride in our mission.

Through these collaborations, Mid Valley Disposal not only enhances its operations but also strengthens the local economy, demonstrating our commitment to community engagement and support.

2.N.4: Local Purchasing Preference
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2.O: Subcontracting
MVD and related companies perform all the direct services required under this proposal including processing and marketing of diverted materials.

Sorted glass is sent to Strategic Materials Inc (SMI) processing site in Fairfield for further processing under the state QIP program. MVD also uses 3rd party freight companies for shipment of sorted commodities to end markets. A listing of those companies is available upon request.

2.O: Subcontracting
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2.P: Billing
The jurisdictions currently being directly billed by Mid Valley Disposal.

X ARMONA
X A
TWATER

X BIOLA

X DOS P
ALOS
X F

ARMERSVILLE

X FIREB
AUGH

X FRESNO

X GUSTINE

X LINDS
AY
X L

OS BANOS

X ORANGE C
OVE

X REEDLEY

X SELMA
X STRA
TFORD

X C OUNTY OF FRESNO
X C

OUNTY OF KINGS
X C

OUNTY OF MADERA
X C

OUNTY OF MERCED
X C

OUNTY OF TULARE
Mid Valley Disposal uses Encore, a part of Routeware, an all-in-one customer records management software.

Billing and service transaction codes are linked to contract pricing and routing, meaning service changes are updated in the customer’s billing and driver routes at one time. The workflow automation provides seamless transitions for customers, back office-staff and drivers. All account information is centralized affording the opportunity for the CSR to manage accounts quickly and easily. The service history for each account and what date and time a customer was serviced is available for CSRs to efficiently and effectively solve customer issues.

CSRs can see a comprehensive waste billing summary for the customer, including payment history and aged debt, to answer customer inquiries.

Changes in customer service level changes, (e.g. starts, cancelations, rate changes) are prorated once the work is complete, and customer accounts are subsequently updated to ensure accurate billing.. Billing is conducted on the last day of the month in arrears. Customers can make payments through a variety of methods: the MVD website (electronic check, debit/credit cards, auto-pay), visit any local MVD office, call our pay-by-phone option, or mail in their payment.

Statements are printed electronically through BMS Technologies and stored indefinitely. BMS Technologies can include multiple inserts to invoice mailing or provide mid-billing mailings with minimal lead time.

BMS Technologies provides Online Mail Tracking, utilizing IMb Tracing™ data from the US Postal Service. This process allows us to track customer statement delivery dates as it moves through USPS system.

BMS Technologies also provides us with National Change of Address Linkage system (NCOALINK) a secured system provided by the USPS to allow addresses to be updated to reflect permanent change-of-address information before mailing. This system references each record against change-of-address requests that have been filed with the USPS, updating it if a match is found.

Our CSRs reach out to all customers that may appear on the NCOALINK list to verify any new and updated information. A correct address saves time, money, and manpower by reducing the volume of non-deliverable mail; unsorted mail; and mail that is deliverable but requires extra effort to determine the proper location to which it should be delivered.

Statement example PDF (following page)

2.P: Billing
109/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fO r S E r VICES 242
AGENDA ITEM NO. 14.

PLEASE DETACH AND RETURN THIS PORTION WITH YOUR PAYMENT • MAKE CHECKS PAYABLE TO MID VALLEY DISPOSAL AMOUNT ENCLOSED $
ALL ACCOUNTS ARE DUE BY THE 20TH OF THE MONTH.

CURRENT 30 - DAYS 60 - DAYS 90 + DAYS
DATE DESCRIPTION REFERENCE JOB PO UNITS $/UNIT SUBTOTAL Finance Charge is computed at the rate of 1 1/2% monthly (APR is 18%) with a $3.00 minimum charge.

ACCOUNT NAME:

ACCOUNT NUMBER INVOICE NUMBER

DATE INVOICE TOTAL AMOUNT DUE

ACCOUNT NUMBER PAYMENT DUE DATE

INVOICE NUMBER INVOICE DATE

INVOICE TOTAL INVOICE BALANCE AMOUNT DUE
51086300
$3,160.12 $3,160.12
3082404
11/01/24

SITENAME
PO BOX 12146
FRESNO CA 93776-2146
Phone: (559) 567-0604
www.midvalleydisposal.com
ACCT # 51086300 SITE NAME **** SERVICE ADDRESS FRESNO, CA 93727 10/01/24 PAYMENT 1.00 ($3,160.12)($3,160.12)ACH AUTOPAY 508938
11/01/24 64G TRASH 1XWK 73.00 $1,543.22$21.14
11/01/24 2YD ORGANICS 1XWK 1.00 $86.80$86.80
11/01/24 96G RECYCLE 1XWK 73.00 $1,338.09$18.33
11/01/24 96G ORGANIC 1XWK 7.00 $192.01$27.43
Scan the QR Code below to make a payment, sign up for paperless billing, or autopay. To make a payment using our automated phone system dial 559-421-1780 or visit www.midvalleydiposal.com to contact us for all service requests.

Containers that are overfilled or contaminated may result in additional charges on your next invoice.

MID VALLEY DISPOSAL
PO BOX 12146
FRESNO CA 93776-2146

EXAMPLE STATEMENT
2ND NAME

MAILING ADDRES
FRESNO CA 93727
$3,160.12 $0.00$0.00 $0.00
51086300
11/01/243082404
11/30/24
$3,160.12 $0.00 Autopay
PO BOX 12146
FRESNO CA 93776-2146

PAY MY BILL

2.P: Billing
110/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fO r S E r VICES 243
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2.Q: Corporation Yard & Maintenance Facilities

5.5.16 Corporate Y ard and Maintenance Facilities
Mid Valley Disposal currently owns and operates a fully permitted facility at Whitesbridge and Valentine, alongside Highway 180. Overall, this approximate 12-acre site supports our operations across much of Fresno County. This location provides immediate access to Highways 99, 41, and 168, allowing for a centrally located facility to our service area. Built on this site is approximately 14,000 sf office space, including a multi-bay maintenance shop, and parking for 75 trucks. Truck fueling and washing is also available on site.

Currently in progress are plans to build a new corporate office, located adjacent to the existing facility on Whitesbridge and Valentine. This new property will include approximately 20,000sf of office space, and an additional 9,500 sf to house a maintenance shop and dispatch team. Construction is projected to begin in 2025 with anticipation of being fully operational in preparation of Mid Valley Disposal’s 30th anniversary.

Our post collect sites are detailed in sections 5.5.2 and 5.5.5.

We recognize the importance of having a local office as described in the Customer Service section 4.8 for the length of our agreement. Upon execution of the agreement, Mid Valley Disposal will source a local office to house local Mid Valley Disposal representatives. Similar to our service agreements with Los Banos and Atwater, we have launched local offices where in-person customer service support is available.

2.Q: Corporation Yard & Maintenance Facilities
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AGENDA ITEM NO. 14.
3: Financing and Cost Proposal

3.A: Financing Plan
MVD has a long history of fiscal responsibility and stability, demonstrated in the audited financial statements provided under confidential cover. Should the City award the contract to MVD, all required equipment could be purchased using existing capital on hand. As a secondary source, MVD maintains a revolving credit agreement with BMO that has existing availability adequate to finance the required equipment to begin services. A letter from BMO is included in section 1 to reinforce MVD’s access to capital needed for all equipment necessary to perform under the agreement.

Sources:

Combination of cash on hand and revolving credit line draw:
$8,900,000
Uses
All collection equipment, rolling stock, containers, and G&A equipment:
$8,900,000
3: Financing and Cost Proposal
112/152 MID VALLEY DISPOSAL • 03. fInAnCIAL & COSt PrOPOSAL 245
AGENDA ITEM NO. 14.

3.B: Cost and Rate Proposal
City of Clovis Base Services
Proposer Name: Mid-Valley Disposal, LLC
Note to proposer: No data input required on this Form 0 Form Title
Rate Period 1 Total
Revenue
1 Estimated Residential Revenue - Rate Period One (without bagged organics) $5,510,244.96 2 Estimated Multi-Family/Commercial Revenue - Rate Period One (without bagged organics) $2,204,542.23 3 Estimated Miscellaneous Services Revenue for Rate Period One (without bagged organics) $6,160.29 Total Rate Revenue $7,720,947.48
4 Proposed Rate Period 1 Cost (without bagged organics) $7,721,927.21 5 Surplus/(Deficit)* -$979.73
* N
ote: The proposed annual cost should be no more than $1,000 different from the Total Rate Revenue.

3.B: Cost and Rate Proposal
113/152 MID VALLEY DISPOSAL • 03. fInAnCIAL & COSt PrOPOSAL 246
AGENDA ITEM NO. 14.

Form 1General Proposer Information City of Clovis Base Services Proposer Name: Mid-Valley Disposal, LLC
A. Primary Contact Information
1 Name
Joseph J. Kalpakoff
2 Title
CEO/President
3 Phone
(559) 237-9425
4 Fax
NA
5 E-mail
[email protected]
B. Support Facilities
1 Address of collection vehicle parking, maintenance,
washing, and route staff parking facility(ies)
3444 W Whitessbridge Rd. Fresno, CA 93706
2 Address of administrative office
15300 W Jensen Ave Kerman, CA 93630
3 Address of billing office
15300 W Jensen Ave Kerman, CA 93630
4 Address of customer service office
3444 W Whitessbridge Rd. Fresno, CA 93706
C. Recyclable Materials Processing and Handling
1 Name of processing site
Mid Valley Recycling Elm Ave MRF
2 SWIS ID
10-AA-0188
3 Hauling method (e.g. direct haul, transfer haul, pod
haul) Direct Haul
4 Name and address of transfer location (if applicable) D. Organic Materials Processing and Handling (co-mingled YW/FW) 1 Name of processing site
Mid Valley Recycling Kerman Compost
2 SWIS ID
10-AA-0201
3 Hauling method (e.g. direct haul, transfer haul, pod
haul) Transferd
4 Name and address of transfer location (if applicable) Mid Valley Recycling Elm Ave TS 2721 S Elm Ave
5 Bagged materials accepted at facility?
Commercial Only
E. Other Processing and Handling (Optional)*
1 Name of processing site
2 SWIS ID
3 Hauling method (e.g. direct haul, transfer haul, pod
haul)
4 Name and address of transfer location (if applicable) * Insert Rows as Needed to Reflect Additional Facility(ies) and/or Subcontractor Information.

Note to proposer: Input data in yellow shaded areas only.

Page 2 of 10 ends

Clovis City CouncilFebruary 11, 2025

Clovis City Council
February 11, 2025