Selma City Council
February 17, 2026

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training program. Required tools and supplies will be submitted to the City on an ongoing basis using purchase orders or other City approved methods.

The training curriculum, endorsed and facilitated by representatives from the Building Trades, will comprehensively cover all aspects of the building and construction industry. Over the course of 12 weeks, students will receive a blend of group and one-on-one instruction along with handson project work. Hands-on shop training will be conducted and supervised by skilled craftpersons (full journeyman) in the applicable trade. Core elements of the curriculum will encompass, but not necessarily be limited to:
 Orientation to the construction
industry and the apprenticeship
structure
 Construction related physical fitness
training and job safety
 Applied math for construction
 Surveying and blueprint reading
 Tool and material identification
 Fundamentals of structural steel and
ironwork
 Fundamentals of framing, form,
foundation work, and cement work
 Basic electrical and wiring work
 Basic elements of plumbing
 Hazardous waste and lead abatement
training
 Confined space training
 On-line training in emerging
environmental technologies
 Rail/ Train Safety
 Additional training including but not
necessarily limited to:
o Building Inspection
o Computer Assisted Drafting
(CAD)
o Construction Site Supervision
and Management
o Forklift Operations
o Other in-demand
certifications
Throughout the training program, each student’s progress is evaluated and graduation from the program is contingent upon meeting specific program objectives in addition to demonstrated job readiness. These objectives include active class participation, consistent attendance, successful performance in both written and practical exams, and the maintenance of a passing grade. Upon completion, students receive industry-specific certifications provided by the Northern CA Laborers, which not only validates their expertise but also sets them apart from individuals without such credentials. While these certifications do not guarantee employment, they serve as a testament to the students’ comprehensive understanding of building and construction safety, enabling them to identify and address problems or issues more adeptly. Each successful student currently earns the following industry certifications:
 First Aid
 CPR
 Confined Space
2 HAZWOPER training prepares cleanup and emergency response workers to operate safely during a variety of scenarios involving hazardous substances.
 Traffic Control / Work Zone Safety
 OSHA-30
 Hazardous Waste / HAZWOPER 402

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 EPA Lead Paint RRP3
 Forklift and Scissor Lift
After completing the program, students will receive a program evaluation via web-based survey aimed at gauging their overall satisfaction and learning experience during the training. The case management team also speaks with students on a weekly basis during the program and then monthly post-graduation to ensure employment and job retention while assisting with any other barriers that may have emerged. These assessments include inquiries such as:

1. How successful was the program in equipping you with relevant knowledge and skills?

2. Were you able to implement what you learned?

3. What additional advantages did the training program yield? Based on the evaluation outcomes, participant check-ins, and monthly program reports, the program’s management team can discern the training program’s strengths and areas for improvement and subsequently adapt service delivery. FCEDC will highlight achievements by disseminating them for outreach, recruitment, and in public relations materials. Regarding areas requiring refinement, FCEDC will promptly address correctable issues and undertake a comprehensive assessment for those necessitating a longer-term strategic approach. It should be noted that as the incumbent bidder, FCEDC and its partners have extensive experience working together on this project and other similar projects. Staff conduct biweekly check-ins and after each cohort the entire team has an “all hands” meeting to discuss what went well and what can be improved from the previous cohort. Client survey results are also reviewed at the “all hands” meeting. Typically, representatives from the contractor and subcontractors in the current program and this proposal are onsite together multiple times each week to further collaborate.

Task 3: Job Placement and Counseling: The case management team offers comprehensive job search support, counseling, and placement services to graduates. These services will aid students in evaluating their career aspirations, interests, and skills. As the training nears completion, the program team will also engage with students on a weekly basis, aiding job applications, refining resumes, crafting cover letters, honing interview techniques, and conducting job searches. The contractors for the current project and in this proposal coordinate and will continue to coordinate with the City of Selma, the High Speed Rail Authority and its consultants, contractors, and subcontractors to fulfill skilled labor needs for the HSR Project. Meet and Greets, Open Houses, and Job Fairs are currently and will continue to be conducted to connect graduates with potential employers and the community with the training program.

Task 4: Job Retention Assistance: The Workforce Training Coordinator at FCEDC and others on the case management team will offer job retention support and ongoing services to all individuals, including job advice, assistance with employment searches, and guidance in accessing various social services. Following job placement, an initial follow-up will take place on the client’s start date, followed by monthly check-ins for a full year. These check-ins may be conducted either in person or via telephone. In cases where a student encounters obstacles to maintaining employment, the staff will work to connect them with resources that can help them 3 This certificate (Lead Renovation, Repair, and
Painting), is provided to the project from a U.S. HUD
grant awarded to Fresno County Department of
Public Health and would continue to be available
from 2026-2028 through their partnership with
Fresno County EDC.

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stay employed. Should a student experience job loss, the staff will assist in identifying alternative employment options and provide support in securing new employment.

Task 5: Mentoring: As a component of job retention assistance and follow-up services, the Workforce Training Coordinator and others on the instruction team, i.e., Building Trades’ journeymen, and case management teams will offer on-the-job mentoring to guarantee the ongoing engagement and success of program graduates. The primary responsibility of the mentor is to promote the mentee’s development in specific areas and to facilitate their successful program completion.

Proposed Responsibilities
For the project envisioned in this proposal, it is expected that the City of Selma will undertake the following responsibilities:
 Recruitment of administrative and contract oversight personnel.  Procurement of training-related supplies, such as construction materials.  Securing a building lease.
 Managing utilities, internet, water for drinking, and pest control services.

For the proposed project, Fresno County EDC (FCEDC) will be responsible for the following:
 Managing sub-contractors who conduct case management, vocational training, and soft skills training.
 Providing staff at no additional cost to the grant to augment the program team.  Providing staff at no additional cost to the grant to augment employer engagement.  Providing job readiness assistance, career navigation support, job placement, and job retention support.
 Managing marketing efforts.
 Procuring or recommending the procurement of training equipment, office supplies, furniture and other program supplies.
 Recommending facility improvements.
 Handling financial reporting: FCEDC will provide monthly invoices to the City’s Contract Manager or designee for services rendered during the program’s execution  Providing program reporting: To assess the program’s effectiveness and achievements, FCEDC will deliver monthly progress reports to the City of Selma’s Contract Manager or designee. These reports will include:
o The number of students enrolled in the program for the report month. o The total hours of training received by each student during the report month. o The number of students successfully placed into jobs during the month, categorized by zip code, occupation, employer, or apprenticeship program. o An audit detailing the allocation of funds provided to FCEDC pursuant to this project.
o Reporting on marketing efforts.
o Reporting on material and equipment inventories.
o Final program reporting.

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A final report will be submitted to the Contract Manager or designee for the City of Selma upon completion of the contract. This report will summarize all pertinent activities and accomplishments throughout the course of the program. The final annual report will include:
 Findings, conclusions, and recommendations.
 Quantified data qualified for measurement purposes.

Innovative/Creative Approaches
Fresno County Economic Development Corporation (FCEDC) is an innovative organization operating at the leading edge of economic and workforce development. In 2014, FCEDC and Fresno County Department of Social Services (DSS) developed the New Employment Opportunities (NEO) Program. This innovative initiative enables both organizations to serve their respecive clients: businesses in need or employees and indivudals facing underemployment or unemployment. The NEO program provides wage reimbursements to employers who hire and provide on-the-job training to participants of the California Work Opportunities and Responsibility to Kids (CalWORKs) Welfare-to-Work program. Through this collaboration, FCEDC and DSS identify job-ready candidates and businesses provide up to one year of subsidized training. This program pioneered the pairing of a County Social Service agency with a non-profit, economic development agency to align local businesses and industries with readyto-work jobseekers. In 2018, the NEO program was recognized by the International Economic Development Council who awarded the program the Gold Award for Business Retention and Expansion Programs. FCEDC and DSS leverage the Central Valley Training Center, and other workforce development programs, to train NEO and other underrepresented, underemployed, and unemployed individuals and enable placement into high-quality, family-sustaining careers.

FCEDC’s leadership in workforce development was recognized in 2022 with one of only 32 awards nationally in the U.S. Department of Commerce’s Good Jobs Challenge. This grant program was highly competitive with 509 applications submitted. All partners in this proposal for continued funding of the Central Valley Training Center are also partners in Good Jobs.

Additionally, Good Jobs includes partners in the surrounding counties that will assist with recruitment and job placement support for the Central Valley Training Center during the program years for this proposal. Good Jobs funding is approved and available for the Central Valley Training Center to provide leveraged funding support for the following supportive services at no charge to the City of Selma:
 Union Initiation Fees and Dues
 Transportation Assistance (i.e., Gas
Cards and/or E.V. ride shares)
 Childcare Services
 Additional Tools / Supplies Required
for Work
Additionally, FCEDC’s support of the project will be augmented through leveraged Good Jobs funding providing approximately $110,706 in staff support at no cost to the City of Selma.

During the most recent contract, the Central Valley Training Center has adapted innovative practices to maximize benefits for its target populations. Of all the pre-apprenticeship

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construction programs available in the region, CVTC is the only one to offer the more robust OSHA 30 certification for workplace safety. This represented a change from 2020-2023 when OSHA 10 was offered. However, employer partners indicated OSHA 30 was more in-demand and as a result CVTC switched certifications. A multiyear partnership with the Fresno County Department of Public Health (DPH) (see letter of support) was also added to CVTC in Fall 2023.

To date, more than 100 CVTC participants have received EPA certification in lead paint removal and remediation thanks to this partnership and a separate federal grant received by DPH. In 2025, CVTC began to offer short-term training in OSHA-30 and Forklift to increase the usage of the facilities and provide more individuals with industry recognized credentials. ATSSA Flagger and other new certifications are offered, informed by employer requests. Additional new certifications and other innovations will continue under this proposal.

3. Staffing and Key Personnel Qualifications
This Staffing section identifies the qualifications of the project’s key personnel at Fresno County EDC (FCEDC) and summarizes the qualifications of the subcontractors from this proposal.

Resumes for the FCEDC personnel referenced in this section can be found in Attachment D.

William Oliver, President and Chief Executive Officer: Mr. Oliver brings over a decade of experience in business services, economic development, and public policy. He has served on the City Council of Madera, the Board for the City of Madera Housing Authority, and now serves on the Board for United Way. Mr. Oliver will liaise with key decision-makers and oversee the project team. He will dedicate 240 hours per year or 11.5% FTE to the project. 67.8% of that time will be leveraged and funded by Good Jobs from March 2026 through September 2027.

Chris Zeitz, Vice President of Workforce Development: Mr. Zeitz will be responsible for overseeing the project team and its subcontractors, ensuring compliance. He has been the Program Director/Principal Investigator for the Good Jobs Challenge since 2022. Prior to his time at FCEDC, Mr. Zeitz worked for a Community Based Organization focused on workforce development for CalFresh participants and supported programming in Fresno, Kings, Madera, and Riverside Counties. Mr. Zeitz will dedicate 240 hours per year or 11.5% FTE to the project.

Paul Thorn, Controller: Mr. Thorn will be responsible for supervising the accounting activities for the program. This will include financial statements, general ledger, payroll, accounts payable and receivable, ensuring compliance with tax laws, and analyzing financial data. Mr. Thorn has been the Controller for FCEDC for over 10 years and has more than 20 years of experience in accounting. Mr. Thorn will dedicate 300 hours per year or 14.4% FTE to the project.

Mohamed Hussin, Vice President of Administration: Mr. Hussin is the responsible for FCEDC’s organizational development and human resources. Prior to working at FCEDC, he held similar roles for Prima Wawona. While at Prima, he worked with FCEDC on a Spanish-language training program to be hosted at Reedley College for incumbent workers. The program was successfully implemented despite Prima’s impending closure in Spring 2024 as rapid upskilling for laid-off workers as covered by KVPR: https://www.kvpr.org/local-news/2024-05-16/in-theland-of-peaches-and-oranges-california-farmworkers-are-learning-skills-for-a-new-future

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Mr. Hussin will dedicate 240 hours per year or 11.5% FTE to the project. 67.8% of that time will be leveraged and funded by Good Jobs from March 2026 through September 2027.

Danielle Dixon-Oglesby, Workforce Training Coordinator: Ms. Dixon-Oglesby previously served as a Job Specialist at Fresno County Department of Social Services. She now is responsible for job readiness training and job placement / retention assistance at the High Speed Rail Authority’s Central Valley Training Center (CVTC). In this role, she works with each participant on their resumes, interview skills, and career preferences. She is also the main point of contact for employers. She provides ongoing job search and retention services to program participants. Ms. Dixon-Oglesby will dedicate 1320 hours per year or 63.4% FTE to the project.

Kaila Lugo, Office Administrator: Ms. Lugo is EDC’s Office Administrator. Under the current CVTC contract, Ms. Lugo is responsible for assisting with job fairs, graduation ceremonies, and other events. She has extensive customer service experience. Ms. Lugo will dedicate 300 hours per year or 14.4% FTE to the project.

Merritt Pacini, Executive Assistant to Mr. Oliver: Ms. Pacini serves as the Executive Assistant to Mr. Oliver. She also supports the Executive Team at FCEDC and assists with event planning and marketing. Ms. Pacini supports CVTC with dignitary outreach, scheduling, and supporting the graduation ceremonies and other events. Ms. Pacini will dedicate 300 hours per year or 14.4% FTE to the project.

Marlyn Rolon Lopez, Program Analyst: Ms. Lopez is primarily responsible for program reporting and analysis for Good Jobs. She also supports FCEDC’s marketing and recruitment efforts. Ms. Rolon Lopez will dedicate 240 hours per year or 11.5% FTE to the project. 67.8% of that time will be leveraged and funded by Good Jobs from March 2026 through September 2027.

Raymond Jones: Mr. Jones reviews and processes financial reporting from subcontractors and prepares these for final review by the Controller. Mr. Jones brings 30 years of experience in accounting to FCEDC including supervision of complex projects at Clovis Unified School District. Mr. Jones was responsible for the finances of the district’s online charter school during the pandemic, when enrollments soared by more than 500%. Mr. Jones will dedicate 240 hours per year or 11.5% FTE to the project. 67.8% of that time will be leveraged and funded by Good Jobs from March 2026 through September 2027.

Sub-Contractors
Under the current contract for High Speed Rail training services in Selma, CA, the Fresno Economic Opportunities Commission (EOC) and the Fresno Madera Kings and Tulare Counties Building and Construction Trades Council (BCTC) are involved as partners in the project. Both organizations have expressed their commitment through formal letters of agreement and support to align with this proposal and both partners are currently under contract with FCEDC. Under this proposal, the BCTC will transition their operations from their 501c5 to a 501c3, PreApprenticeship Construction Training, Inc. (PACT).

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EOC provides and proposes to continue providing participant recruitment, case management, referrals to supportive services, delivering instruction of non-technical skills training (i.e., soft skills training). This includes the Thinking for a Change curriculum as well as physical training outlined in the example schedule (Attachment E). Additionally, the inclusion of support from Good Jobs will result in federal funding for certain supportive services, e.g., childcare services or transportation, along with increased coordination with community-based organizations. The following personnel, all of whom are active on this project under the current contract, would be funded through this proposal, if awarded, at the forgoing estimated time allocations:
 Thinking for a Change Facilitator: approximately 40% FTE or 814 hours per year.  Case Manager: approximately 40% FTE or 814 hours per year.  Program Manager: approximately 40% FTE or 814 hours per year.  Program Assistant: approximately 40% FTE or 814 hours per year.

BCTC provides and proposes to continue providing via their 501c3, PACT, training delivered by members of the region’s construction unions. This training provides hands-on experience in multiple trades. Additionally, the BCTC and PACT will facilitate lectures on applied mathematics and imparts insights into the process of applying to and joining local unions. The following personnel, the all of whom are currently active on the project, would be funded through this proposal, if awarded, with the foregoing estimated time allocations:
 Building Trades Director: approximately 50% FTE, 1029 hours per year  Building Trades Training Manager: approximately 50% FTE, 1029 hours per year  Building Trades Laborer Instructor: approximately 50% FTE, 1029 hours per year  Building Trades Journeyman I: approximately 35% FTE, 720 hours per year  Building Trades Journeyman II: approximately 35% FTE, 720 hours per year Additional details on this staffing plan can be found in the budget provided in Attachment A.

4. Similar Projects
Fresno County EDC (FCEDC) has administered a subsidized employment program through a partnership with the County’s Department of Social Services since 2014. In the 10+ years since this program was launched, more than 2,272 job seekers have been hired with their employers receiving nearly $16.4 million in wage reimbursements to provide on-the-job training. Multiple construction businesses participated in this program. In September 2022, FCEDC secured $23 million in funding from the U.S. Department of Commerce’s Good Jobs Challenge. In June 2023, FCEDC was a successful subrecipients in partnership with United Way of Fresno and Madera Counties for Economic Development Pilot funding as discussed above. Earlier this year, FCEDC received a $1.7 million Workforce Innovation Opportunity Act grant from the State of California to provide paid, on-the-job training to participants who have worked at Employment Social Enterprises, such as Goodwill, to continue climbing the career ladder and earn family sustaining living wages. Eligible participants from these providers that enroll in the Central Valley Training Center will be able to receive 3-months of fully subsidized transitional employment upon completion of the program from now until March 2027.

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A select list of similar workforce development projects and references is provided below:

Department of Social Services:

Valley Apprenticeship Connections and Truck Driver Training Programs FCEDC has made available to eligible Welfare to Work participants impactful training in several occupations through the ongoing partnership with Fresno County Department of Social Services (DSS). Valley Apprenticeship Connections (VAC), a Metro Fresno Construction PreApprenticeship program like the Central Valley Training Center, and Truck Driver Training (TDT) programs work with Fresno County’s hardest-to-serve populations to help eradicate their barriers to employment.

VAC is a 12-week pre-apprenticeship program that prepares students for jobs in the construction trades such as the routine of daily work schedule and physical activity to condition them to the physical labor required by the trades. The program curriculum used is exemplary in developing soft skills and shifting thought patterns by using the Thinking for Change curriculum. Guidance, correction, and encouragement provided by staff is used appropriately to propel students to success and their best self.

TDT is a public-private partnership consisting of a 10-week program located at a local employer in Metro Fresno. Previously, the program was located at a JD Food facility and was administered by West Hills Community College District. With Good Jobs funding, West Hills shifted to provide services closer to their campuses in Western Fresno County and Kings County. In 2025, the TDT program for DSS transitioned to State Center Community College as the administrator and OK Produce as the supporting employer.

Partner Name: Fresno County Department of Social Services Project Description: VAC Pre-Apprenticeship Training Program, Truck Driver Training Program Project Start/End Dates: Ongoing
Project Points of Contact:

Program Manager: Andrea Story
Phone Number: 559-600-6304
Email: [email protected]
Assistant’s Name and Email: Wilson,
Deedee: [email protected]
Deputy Director: Maria Rodriguez-Lopez
Phone: 559-600-3253
Email: [email protected]
State Center Community College District: Good Jobs Challenge Project Example Federation for Advanced Manufacturing Education (FAME)
The Central Valley FAME (Federation for Advanced Manufacturing Education) Chapter is an industry-led workforce development program at Reedley College. The program's core purpose is to create a pipeline of highly skilled technicians for the advanced manufacturing sector in the Central Valley by combining classroom instruction with paid, hands-on work experience at local manufacturing companies. This approach ensures that graduates are ready for high-demand, good-paying jobs and that the curriculum directly meets the needs of regional employers. It is

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one of 45 FAME Chapters in the United States and the first to come into existence West of the Rockies. In August, 2025, 15 students enrolled at Reedley College in the first FAME Cohort in California supported by 8 employers who pay sponsored students for part-time, on-the-job training as they work toward their associates’ degrees.

Partner Name: State Center Community College District at Reedley College Project Description: Central Valley Federation for Advanced Manufacturing Education (FAME) Project Start/End Dates: Ongoing
Project Points of Contact:

Dr. Jerry Buckley, President of Reedley
College
[email protected]
David Clark, Dean of Instruction at Reedley
College
[email protected]
Phone: 559-494-3061
Assistant’s name and email:

Kassandra Davis-Schmall: kassandra.davis[email protected]

5. Fee Proposal
FCEDC is requesting $2,700,000 for 28 months of program funding for this proposal to the City of Selma, with the following proposed allocations for the parties:
 Fresno County EDC: $544,065.33 for program management, subcontractor oversight, fiscal and program reporting, job development, job search and retention support, marketing, and employer engagement.
 Pre-Apprenticeship Construction Training, Inc.: $738,608.00 for hands on training provided by experienced members of the local Building Trades Council.  Fresno Economic Opportunities Commission (Valley Apprenticeship Connections):
$569,912.63 for recruitment, case management, soft skills, and physical fitness training including the use of the Thinking 4 a Change curriculum.  City of Selma: $847,414.04 for overall grant administration, training supplies, facilities lease, management, and select related services.

A 28-month program is proposed to allow nine (9) cohorts of 12 weeks in duration with a slight increase in time between cohorts to permit program refit and other innovative training opportunities as discussed above. Per cohort, the cost would be $300,000 compared to the previous contract’s $250,000 cost. This increase is due to increases due to inflation, potential new lease of facilities, and the anticipated macroeconomic impact of tariffs on program supplies.

The detailed budget is outlined in Attachment A. Staffing allocations, roles, and responsibilities were also discussed in Section 3 of this proposal. FCEDC and its partners look forward to continuing this worthwhile project.

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Attachment A: Detailed Budget

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Staffing Description Hourly Rate Hours Grant Expenses
William Oliver, CEO EDC Mr. Oliver oversees the project and engages key decision-makers and other stakeholders. $ 117.49 180 $ 21,148.20
Mohamed Hussin, VP Of Admin, EDC Mr. Hussin oversees organizational development and HR. He brings industry training experience as well. $ 62.89 180 $ 11,320.20 Chris Zeitz, VP of Workforce Development,
EDC
Mr. Zeitz oversees program efficacy and compliance for the project as well as the Good Jobs Challenge. $ 69.71 560 $ 39,037.60
Kaila Lugo, Office Administrator Ms. Lugo supports events for the project and other support functions as needed. $ 52.02 700 $ 36,414.00
Merritt Pacini Ms. Pacini supports events for the project and other support functions as needed. $ 44.86 700 $ 31,402.00
Danielle Dixon-Oglesby, Workforce
Training/Retention, EDC
Ms. Dixon-Oglesby coordinates day-to-day project activities and provides career development / navigation support. $ 52.02 3080 $ 160,221.60 Paul Thorn, Controller, EDC Mr. Thorn is the Controller of FCEDC and oversees fiscal activities and reporting.
$ 77.21 700 $ 54,047.00
Marlyn Rolon Lopez, Program Analyst, EDC Ms. Rolon Lopez supports internal and external data requirements for workforce development. $ 40.51 180 $ 7,291.80
Ray Jones, Accountant, EDC Mr. Jones provides initial analysis and processing of financial reporting to support the Controller. $ 70.44 180 $ 12,679.63
$ 373,562.03
Outreach and Marketing EDC To raise awareness of the project among potential participants, agencies who would benefit from partnerships, and employers. $ 75,900.00 $ 75,900.00
Apprenticeship Support ($350/student * avg
22 graduates per class * 9 cohorts)
Tool kits provided to successful program graduates to assist in their job search and retention efforts. $ 69,300.00
Drug Testing
Construction employers screen for drug use. The program conducts two random screenings each cohort to ensure participants are successful with job searching.
$ 17,803.30
Program Supplies, EDC
Paper products (cups, hand towels,) pens, markers, pencils, highlighters.

Picture Frames/Certificate Holders. Disposable masks/gloves, hand sanitizer, wipes/cleaner. Program required PPE.
$ 5,000.00
Copier/Certificate Paper/Ink FCEDC provides the site with a high-volume printer for instructional materials and record keeping purposes. $ 2,500.00
Total Other Expenses $ 94,603.30
$ 544,065.33
Staffing Hourly Rate Hours Grant Expenses
Director, *PACT Oversees the project and partnership with the Building Trades. $ 88.65 2400 $ 212,760.00 Training Manager, *PACT Supports the day-to-day management and scheduling of Building Trades personnel. $ 54.28 2400 $ 130,272.00
Laborer Instructor (Certifications), *PACT Provide instruction and testing related to certifications offered by the program.
$ 47.94 2400 $ 115,056.00
Journeyman Instructor 1, *PACT Iron Worker, Taping/Texturing, Bricklaying, Cement, Carpentry $ 73.65 1680 $ 123,732.00 Journeyman Instructor 2, *PACT Sheet Rock, Sheet Metal, Painting, Plumbing, Electrical $ 73.65 1680 $ 123,732.00 $ 705,552.00
Insurance, *PACT Required insurance to act as a subcontractor on the project. $ 28,056.00 $ 28,056.00
Program Supplies, *PACT
Paper products (cups, hand towels,) pens, markers, pencils, highlighters.

Disposable masks/gloves, hand sanitizer, wipes/cleaner. Program required PPE.
$ 5,000.00
$ 5,000.00
$ 738,608.00
Staffing Hourly Rate Hours Grant Expenses
TFC instructors *VAC Provides Thinking for a Change instruction (soft skills) and physical fitness instruction. Supports the case manager. $ 71.05 1900 $ 134,993.86 Case Manager, *VAC Provides case management and supportive services referrals. $ 71.05 1900 $ 134,993.86 Program Manager, *VAC Oversees the VAC team and liaises with other project partners. $ 40.22 1900 $ 76,420.85 Program Assistant, *VAC Assists all VAC team members in administrative tasks. $ 71.05 1900 $ 134,993.86 $ 481,402.43
Other Expenses (PACT)
Program Services (PACT)
Total Program Services
Total Staffing
Total Other Expenses
Pre-Apprenticeship Construction Training (PACT)
Fresno Economic Opportunities Commission Valley Apprenticeship Connections (VAC) Total Staffing
Program Budget Central Valley Training Center
March 1, 2026 to June 30, 2028
Fresno County Economic Development Corporation (FCEDC)
Total Fresno County Economic Development Corporation (FCEDC) Pre-Apprenticeship Construction Training (PACT)
Other Expenses (FCEDC)
Total Other Expenses
Total Staffing
Program Services (FCEDC)

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Program Supplies, PACT
Paper products (cups, hand towels,) pens, markers, pencils, highlighters.

Disposable masks/gloves, hand sanitizer, wipes/cleaner. Program required PPE.
$ 15,000.00
Additional Certifications In-demand, employer-defined certifications and training to assist participants in obtaining careers. $ 73,510.20
$ 88,510.20
$ 569,912.63
Staffing Hourly Rate Hours Grant Expenses
Administrator, City of Selma Oversees the project teams and subcontractors. $ 133.98 923 $ 123,665.76 Economic Development, City of Selma Coordinates with subcontractors on reporting and program activities. $ 133.98 923 $ 123,665.76 Contract Oversight, City of Selma Oversees the fiscal reporting of the project. $ 133.98 538 $ 72,082.53 $ 319,414.04
Equipment Rental Costs Including forklift, scissor lift, storage racks, metal sheers, etc. $ 28,000.00 $ 28,000.00
Gravel/Concrete Mix Program supplies required for hands on training. $ 10,000.00 Dry Wall/Dry Wall Hand Tools Program supplies required for hands on training. $ 10,000.00 Bricks, Planks Program supplies required for hands on training. $ 10,000.00 Shovels, Wheel Barrows Program supplies required for hands on training. $ 5,000.00 Nails, Screws, Wires Program supplies required for hands on training. $ 5,000.00 Painting Materials Rollers, covers, brushes, paint, tile/construction adhesives, trays, liners, tools, scrapers, drop cloths, tape, etc. $ 20,000.00
Hand Tools Wrenches, pliers, screw drivers, splicers, hex keys, measuring tape, drills, cutters, hammers, trowel, etc. $ 30,000.00
$ 90,000.00
Water Services Building services required to operate the program. $ 5,000.00 Pest Control Building services required to operate the program. $ 5,000.00 Utilities & Internet Building services required to operate the program. $ 50,000.00 Lease Building services required to operate the program. $ 350,000.00 $ 410,000.00
$ 847,414.04
$ 2,700,000.00
Total City of Selma Expenses
Total Project Costs (28 Months)
Total Other Expenses
Fresno Economic Opportunities Commission Valley Apprenticeship Connections (VAC) City of Selma
Total Program Services
Program Services
Other
Total Staffing
Program Services
Total Program Services
Program Materials
Total Materials

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Attachment B: Additional Letter of Support:
 Fresno County Department of Public Health

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222

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Attachment C: Letters of Agreement (MOUs)
 Fresno Madera Kings Tulare Counties Building
and Construction Trades Council
 Fresno Economic Opportunities Commission
 Pre-Apprenticeship Construction, Inc.

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BUIIDIIIIC & COIII$TRUCTIOIII TRADE$ COUNCII, AFL-CIO
Ffir$ruil, il/]AUIt{A, KtiiJG$ Ili{il Tl.lLtif;[ f;t]Ltffil[$ Partner Letter of Agreement and Understanding
Juty 31 ,2025
City of Setma
1710 Tucker Street
Setma, CA 93662
Attention: High Speed RaiI Training Review Committee
Dear Members of the Review Committee,
The Fresno Madera Kings and Tutare Counties BuitdingTrades CounciL is pl.eased to extend our support and continued commitment to provide the required training through the PreApprenticeship Construction Training, lnc. (PACT), non-profit organization for the Central, VatLey Training Center (CVTC). Our team currentty provides the required Buitding Trades hands-on training for CVTC and witl continue to do so through PACT as described in Fresno County EDC's response to the City's Request for Proposal.s.

The CentratVattey Training Center tacktes significant workforce chal,l.enges in one of Catifornia's most economicaLl.y chal,tenged regions. With a specific focus on the construction industry, CVTC's pre-apprenticeship program trains skitl.ed workers to meet the demands of this essentiaI sector. CVTC's program serves approximatety 80 to 100 individual.s each year from diverse backgrounds and hetps participants address barriers to become not onty more emptoyabte but atso able to obtain high-quatity, Living-wage jobs.

Participants receive comprehensive training that incl.udes education in the buitding trades, hands-on experience, and seven industry-recognized certifications. SeLect certifications provided inctude but are not [imited to:
o OSHA-30
o Work Zone Safety / Traltic Controt
o Forktift / Scissor Lift
o Confined Space
o First Aid / CPR
o EPA Certified Lead Paint Renovation, Repair, and Painting (RRP)- offered through a partnership with Fresno County Department of Pubtic Heatth Our organization and our partners continue to evatuate opportunities and tabor market needs and adjust to keep the program as innovative and effective as possibl.e. Recent examptes inctude the inctusion of additionaI vocational. math tutoring and providing (559) 457-0894 I SatO E. Home Avenue Fresno, CAg372l o.=-ffi>311 Page 25 of 50 225
asbestos remediation certification to meet the needs of unions operating throughout the state.

Beyond technica[ skitts, participants atso receive criticaI job readiness and empl.oyment retention support. This comprehensive approach gives graduates the skitl.s and supports they need to secure apprenticeships and buil.d Lasting careers.

The Centrat Vattey is a region marked by persistent, generational. poverty with high rates of poverty. These economic chattenges disproportionatety impact minority poputations whil,e emptoyers often comptain about more avaitabte job openings than quatified appl,icants.

The Centrat Vattey Training Center addresses at[ these interretated issues facing our region.

Our organization is committed to addressing these disparities through a strong partnership with CWC. Together, we are buitding [oca[ capacity to meet the demands of major infrastructure projects, such as High Speed Rait.

We urge you to support this proposaI to address the significant needs of our region and to champion the unprecedented cotlaboration focused on equity and inctusive economic devetopment.

Sincerety,
c
Chuck Riojas
Fresno Madera Kings and Tutare Counties BuitdingTrades Council 5410 E. Home Ave.

Fresno, CA93727

226

227

228
PRE.APPRENTICESHIP
c0NsTRUCTr0it

TRAINING BOARD
fiii
q%u.r,o*..tt.'*
Partner Letter of Agreement
August 11.2025
City of Selma
l7l0 Tucker Street
Selma. CA93662
Attention: HSR Training Program Review Committee
Dear Members of the Review Committee.

The Pre-Apprenticeship Construction Training is pleased to extend our support and continued commitment to act as a sub-contractor for the Central Valley Training Center (CVTC) currently providing services under the City of Selma's High Speed Rail Project. Collaborating with various community-based organizations (CBOs) in the Central Valley, CVTC has taken strides to tackle the enduring workforce challenges prevalent in some of Califomia's most economically challenged regions. With a specific focus on the construction industry. CVTC is dedicated to creating skilled workers to meet the demands of this essential sector.

CVTC's pre-apprenticeship program caters to approximately 20 to 25 individuals from diverse. local backgrounds. It offers them education to the building trades. hands-on experience, and multiple industry-recognized certifications, including OSHA-30. Hazardous Waste, Work Zone Safety I Trafftc Control. Forklift / Scissor Lift, Confined Space, First Aid / CPR. ATSSA Flagger, and EPA Certified Lead Paint Renovation. Repair, and Painting (RRP).

Beyond the technical training and hands-on experience. participants receive valuable assistance in job readiness. resume writing, on-the-job etiquette. and job retention services, all of which are provided by local CBOs. This comprehensive training package and the access to support services pave the way for CVTC graduates to seize opportunities in apprenticeships and establish a robust fbundation for their careers.

CVTC is situated in the heart of Califbrnia's Central Valley. where poverty rates are nearly double that of the national average. Our organization is dedicated to alleviating these disparities through a close partnership with CVTC. Together, we are actively building local capacity to meet

229
the demands of available job opportunities, particularly those stemming from crucial initiatives such as the High-Speed Rail project. By uniting with other CBOS and programs in our communities, the participants with CVTC will have access to various people and resources that will be able to assist them in barrier abatement/removal so that they are better able to focus on completing the program, attaining their certifications, and setting themselves up for a future that will allow them to live their lives above the national poverty line.

We strongly urge you to support this funding request to address the significant needs in our region and to support the unprecedented collaboration focused on equity and inclusive economic development that has taken place here in recent years.

Sincerely,
Chuck Riojas
Pre-Apprenticeship Construction Training
5410 E. HomeAve
Fresno, CA9372l
559-696-2066
C rioj as I 4 9 24 @gmail.com
&€>o \:i:r\-/,A

230
Attachment D: Resumes of Key Personnel

231
William G. Oliver
Fresno, CA • [email protected] • 559-474-0303 • www.linkedin.com/in/williamgoliver

PROFESSIONAL EXPERIENCE
● Responsible for informing strategy, program opportunities, staffing/operational decisions, contract negotiation and implementation of 14+ individual contracts totaling over $9M. ○ Oversee Attractions Department and business/capital recruitment initiatives that have supported 30 new company locations, 3,703 jobs and $357M in direct economic impact. ● Spearheaded $23M U.S. Good Jobs Challenge grant application, uniting community-based organizations (CBOs), multi-sector employers, and national experts to eliminate barriers and provide training pathways for 2,500 participants, 70% from underserved and underrepresented communities. One of two awardees in California, and 32 nationwide (of 509 applications).
● Trusted advisor to priority business clients, investors, and initiatives; fostered partnerships with strategic private equity and venture capital firms to utilize capital recruitment to aid in local job creation and corporate site selection.
● Manage Special Projects and Initiatives Department which implements the Good Jobs Challenge program and utilizes statistical methods/quantitative analysis to develop and evaluate programs and services.
○ Industry informed Manufacturing Generalist program first to launch in June 2023 at Reedley College.
● Adopted impact valuation techniques through strategic relationships with national and international thought leaders, such as Harvard Business School’s (HBS) Impact-Weighted Accounts Initiative. Guest speaker in HBS’ Reimagining Capitalism MBA course on how impact valuation can be adapted in local economic development. ● Guest lecturer in CALED’s Introduction to Economic Development Certificate Program Keys Course.

Director of Business Services July 2016 – February 2020 ● Promoted to manage an underperforming Business Expansion & Retention team and exercised one-on-one collaboration, synthesized feedback into action plans and set performance standards that exceeded organizational goals. ● From 2017 - 2020, advised 8 priority clients applying for and receiving tax credit awards totaling $5.6M, resulting in 394 new jobs and $73M in project-related investments.

Business Support Manager/Business Support Specialist September 2013 – July 2016 ● Managed a business retention program serving 330 businesses/property owners to mitigate negative impacts by California High-Speed Rail right-of-way acquisition which resulted in an 89% business retention rate, with 30% of clients expanding operations.

City of Madera
Mayor Pro Tem and Councilmember, District 3 December 2014 – December 2018 ● Mayor Pro Tem (2015) and Councilmember, representing the City’s 67,900 residents. ● Enacted budgets totaling $90M with $14M in general fund reserves, resulting in consecutive audited financial statements with an unmodified audit opinion. ● Directed infrastructure investments in aging areas (e.g., installation of 167 solar street lights), implemented business incentives to spur investment and enhanced police and fire services through the addition of 15 new officers and the city’s 3rd fire station.

Fresno County Economic Development Corporation
Vice President of Business Services February 2020 – Present

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EDUCATION
City of Madera Housing Authority Madera, California
Chairman and Board Member December 2014 - December 2019 ● Oversaw budgets totaling $9M annually, resulting in audited financial statements with an unmodified audit opinion.
● Secured $11M in funding to capitalize $24.69M in mixed-use projects, including a 48-unit housing project for veterans and low-income families, and transit, pedestrian, and bike improvements (e.g., 27,000 linear feet of new sidewalks).
● Mobilized over a dozen CBOs to convert underutilized facilities for transitional housing for 40 homeless families during winter with access to wraparound services (e.g., transportation and childcare) and job placement assistance.

Madera County Transportation Commission Madera, California Vice Chairman and Commissioner January 2017 - December 2019 ● Secured strategic funding for key local projects, including $13.6M for complete streets downtown revitalization planning/construction projects and $60M in highway widening funding (complete in 2021).

Developing the Region’s Inclusive & Vibrant Economy (DRIVE) Fresno, California Executive Committee Member July 2019 – July 2022
● 10-year investment plan to develop an inclusive, vibrant, and sustainable economy. Led the creation of the DRIVE Fresno’s Impact Economy Initiative, which aims to recruit capital and companies conditioned for impact to increase economic mobility and address racial disparities through new jobs and investment. Developed first-ever resident leader group to co-inform initiative priorities and objectives.

Business Street Online - 40 Under 40 Honoree December 2015 ● Selected as member of the Central Valley’s 40 Under 40 Class of 2015 by Business Street Online for contributions in the private and public sector.

United Way of Fresno and Madera Counties
Board Member June 2022 – Present
Fresno Chamber of Commerce
Board Member March 2022 - Present

ACHIEVEMENTS AND CIVIC SERVICE
William Oliver [email protected] 559-474-0303

LONDON SCHOOL OF ECONOMICS
Location: London, United Kingdom
Degree: Master of Science – Social
Business and Entrepreneurship
Awards: Graduated with Merit; Marshall
Scholarship Recipient
Date: December 2021

CALIFORNIA STATE UNIVERSITY, FRESNO
Location: Fresno, California
Degree: Bachelor of Science – Business
Administration
Awards: Mass Communication and
Journalism Certificate
Date: December 2009
[email protected] • 559-474-0303 • www.linkedin.com/in/williamgoliver Page 33 of 50 233
Contact
+1 617 599 5093 (Mobile)
[email protected]
om
www.linkedin.com/in/chriszeitz
(LinkedIn)
Top Skills
Analysis
Leadership
Training
Certifications
Data Analytics
Honors-Awards
Army Commendation Medal
Army Commendation Medal
Additional Awards
Publications
Should We Stay or Should We Go?
COIN in the Pech valley
Houses of Cards: Network Theory
vs. Networks in Theory
Architect of Battle: Buford at
Gettysburg
Could we kill our way out of
Afghanistan?
Chris Zeitz
Equitable Economic Growth through Employer Led Training Pathways
Fresno, California, United States
Summary
Experienced researcher, manager, grant writer, program planner, and implementer.

Experience
Fresno County EDC
5 years
Vice President of Workforce Development
November 2023 - Present (1 year 10 months)
Fresno, California, United States
Director of Special Projects
September 2022 - November 2023 (1 year 3 months)
Fresno, California, United States
Research Analyst
September 2020 - September 2022 (2 years 1 month)
Fresno, California, United States
California State University, Fresno
Temporary Lecturer in Economics
July 2021 - June 2022 (1 year)
Fresno, California, United States
Taught Intro to Econometrics in Fall 2021 and Spring 2022 Reading and Beyond
Data & Continuous Improvement Analyst
December 2017 - September 2020 (2 years 10 months)
Fresno, California Area
AIRINC
Product Manager, Research Analyst
April 2012 - June 2016 (4 years 3 months)
Cambridge, Massachusetts

234
US Army
Sergeant
February 2007 - February 2012 (5 years 1 month)
Fort Campbell, KY
Positions included "Attention," "Parade Rest," and "At-Ease." Interactive Data
Client Services Consultant
September 2004 - February 2007 (2 years 6 months)
Education
Boston College
Master of Science, Applied Economics · (2016 - 2018)
Norwich University
Master of Arts, Diplomacy · (2013 - 2015)
Fairfield University
Bachelor of Arts, Philosophy · (2000 - 2004)
Defense Language Institute
Associates, Modern Standard Arabic · (2007 - 2008)
International Language Institute, Cairo
Modern Standard Arabic and Egyptian Dialect · (2008 - 2008)

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PAUL THORN
Fresno, CA 93705
559.232.2107
[email protected]
WORK EXPERIENCE:

Vice President Business & Finance/Controller
05/2007 - Present Fresno County Economic Development Corporation Fresno, CA
- Responsible for all aspects of accounting including but not limited to accounts receivable, accounts payable, general ledger, payroll, annual budget, fiscal contract compliance, financial reporting, and forecasting
- Human Resources
- IT and coordination
Finance Manager
04/2004 - 10/2007 Greater Fresno Area Chamber of Commerce Fresno, CA
- Responsible for all aspects of accounting including but not limited to accounts receivable, accounts payable, payroll, general ledger, budgets, financial reporting, forecasting
- Human Resource Manager
Full Charge Bookkeeper/Office Manager
04/2000 - 04/2006 Eaton Fine Art
San Francisco, CA and Austin, TX
- Responsible for all aspects of accounting including but not limited to accounts receivable, accounts payable, payroll, general ledger, budgets, financial reporting, forecasting
- Created and implemented accounting policy and procedures - Created and implemented inventory policy and control procedures

236

MOHAMED HUSSIN
Fresno, CA | +1-559-317-3864 | [email protected]

PROFILE SUMMARY
Successful organizational development professional with six years of experience and strong foundations in talent management, project management, and process improvement. Possesses strong analytical, problem-solving, and strategic thinking skills. Uses adaptive communication to effectively engage with all levels of employees, executive management, business partners, and technical teams.

PROFESSIONAL HISTORY
Prima® Wawona Fresno, CA
Organizational Development Manager 10/2022 – Present
➢ Managed a team of five employees to deliver on all OD responsibilities in talent acquisition, training, performance management, communication, and employee engagement. ➢ Planned and executed the seasonal recruitment strategy, including defining the roles, budgets, timelines, and sources, for over 3,000 seasonal workers across different functions and locations. • Reduced time-to-fill for critical positions from 47 to 34 days compared to previous season. • Reduced recruitment costs by 38% through leveraging internal talent programs. ➢ Developed and executed a comprehensive communications strategy, including digital newsletters, prints, and social media posts to inform, engage, and inspire over 5,000 employees.

Talent Management Supervisor 01/2022 –09/2022
➢ Successfully designed and implemented the enterprise’s first performance appraisal system. • Engaged executive management, obtained stakeholder buy-in, and facilitated meetings. • Partnered with programmers to develop a user-customized platform. • Executed communication and training for all components and participants in the process. ➢ Facilitated the annual succession planning review process across different functions and levels, involving the identification of critical roles and succession candidates, ensuring a robust and diverse talent pipeline for the organization.

Talent Management Specialist 06/2020 –12/2021
➢ Managed the delivery of multiple training programs, using various learning activities and methods, such as on-the-job, instructor-led, e-learning, blended, and self-paced. • Restructured the New Packer OJT, reducing in-training time by 30% and increasing the average packer productivity from 26.7 to 30.8 boxes/hour YOY. • Introduced formal OJT for 25+ critical positions, reaching 295 employees. • Developed and deployed a range of technical and leadership development solutions, using various tools and methods, to support the organizational goals and priorities.

University of California, Los Angeles Los Angeles, CA
Project Manager 07/2017 – 06/2019
➢ Successfully led a project to establish a DEI pipeline to 4-year colleges in South Central LA. • Led a team of 5 part-time staff and 40+ volunteers to deliver academic and college counseling services to 128 students, resulting in college matriculation for 43. • Increased overall services provided by 63% YOY without budget increase through work reassignment, attentive scheduling, and efficient resources management. • Initiated and supervised a SAT Prep Course, improving students’ scores by 18%.

237

EDUCATION
University of California, Los Angeles
Bachelor of Science - Human Biology and Society 06/2016 University of California, Davis (Extension)
Certificate - Human Resources Management 06/2022

CERTIFICATIONS
Project Management Professional (PMP), Project Management Institute 10/2021 SHRM-Certified Professional (SHRM-CP), Society for Human Resources 02/2022 Professional Scrum Master (PSM I), Scrum.org 02/2022
SKILLS
Language: English, Fluent; Arabic, Fluent; Spanish, Professional Professional: Project Management; Talent Management; Organizational Change Management; Process Mapping; Human Resources Strategy; Internal Communication; Employee Engagement; Succession Planning; Talent Acquisition; Change; Training Programs; Budget Management; Professional Development; Training; DiSC Facilitation
Technical: MS Visio, MS PowerPoint, MS Excel; MS Outlook; MS Access; SQL Queries, Articulate 360, Qualtrics, Asana PM Software, LMS Management

238
Danielle D. Dixon-Oglesby
Clovis, CA / (559) 709-5682/ [email protected] ________________________________________________________________________ SKILLS:
 Communication
 Problem solving
 Organizational skills
 Leadership
 Public speaking
 Record keeping
 Program assessment
 Microsoft Office Suite
EXPERIENCE:

Fresno County Economic Corporation
January 2023-present: Workforce Training Coordinator. Oversee and coordinate workforce training programs. Collaborate with external partners, such as local businesses and educational institutions, to enhance training offerings and job placement opportunities. Assess programs to identify and address any needs or improvements required for optimizing training outcomes. Conduct retention support by proactively contacting clients 12 months after they successfully completed the program, providing ongoing assistance and guidance to promote long-term career sustainability.

County of Fresno: Department of Social Services
November 2019-January 2023: Job Specialist III Employment Services. Arranged and coordinated client participation in employment opportunity programs, ensuring their access to resources and support needed for success. Kept current with industry trends and resources to provide clients with the most up-todate information and support. Conducted regular follow-up meetings with clients to track their progress, evaluate outcomes, and adjust case plans as needed
Big Brothers Big Sisters of Central California
January 2017-March 2018: High School Bigs Program Coordinator. Managed and oversaw four High School Bigs Programs in Dinuba and Sanger, ensuring the effective implementation of mentorship initiatives. Utilized the AIM software to keep detailed records of program activities, participant progress, and outcomes. Played a pivotal role in recruiting new volunteers, growing the pool of mentors, and expanding the program's reach within the community. Actively participated in program evaluation, leveraging collected data and participant feedback to make informed decisions for program improvement
DN Associates and Core Conditions Group Homes
July 2015-November 2019: Childcare Worker: Provided comprehensive support and guidance to young men at risk, ages 12-17, to foster their emotional and social development. Implemented selfmotivational strategies and activities to empower and inspire young men to take an active role in their personal growth and development. Facilitated group activities and workshops designed to enhance interpersonal skills, emotional intelligence, and self-esteem among participants.

EDUCATION:

Bachelor of Science Recreation Administration

CALIFORNIA STATE UNIVERSITY, FRESNO, CA
Bachelor of Science Degree, Community Recreation and Youth Services

CONTINUING EDUCATION & CERTIFICATION OF TRAINING
Serving at Risk Youth Certificate Page 39 of 50
239
Kaila Lugo
Fresno, CA | 559-392-1019 | [email protected]
Skills & Abilities
 QuickBooks
 Oracle Field Service Cloud (OFSC)
 Proficient in general office skills and clerical
techniques
 Self-starter with a proactive problem-solving
approach
 Exemplary customer service with a friendly
professional attitude.
 Microsoft Office (Outlook, Word, Excel,
PowerPoint)
 Maintain an average of 52 wpm
 Fast learner possessing the ability to work
quickly and accurately while adapting to
change
Experience
OFFICE ADMINISTRATOR | FRESNO COUNTY EDC | NOVEMBER 2022 - PRESENT · Manage travel arrangements/appointments etc. for staff, phone calls and correspondence (e-mail, letters, packages etc. Create and update records and databases with personnel, financial and other data.

Assist in event planning. Track stocks of office supplies and place orders when necessary. Assist colleagues whenever necessary.

DISPATCHER | LINK-US | AUGUST 2016 – NOVEMBER 2022
· Disperse incoming and outgoing communication; process calls to and from technicians and customers.

Manage 30-50 techs per day nation-wide. Schedule, cancel and update customers on appointment changes. Defuse and resolve escalated customer issues. Geographically map techs’ workflow for maximum efficiency.

DISPATCHER/INSIDE SALES | HIGHLANDS ENERGY | JANUARY 2016 – AUGUST 2016 · Exceeded sales goals by cold calling to offer multiple programs to those who qualify, such as the energy savings assistance program and the care program. Managed schedules for technicians.

CUSTOMER SERVICE/SHIPPING CLERK | POSTAL ANNEX | AUGUST 2015 – JANUARY 2016 · Packed, shipped and received packages and mail for customers. Assisted customers in finding the most cost-efficient way to send their mail; maintained the store front.

RESERVATION CLERK | PISMO CREEK R.V. RESORT | MARCH 2015 – JULY 2015 · Provided excellent customer service while assisting members in booking reservations and checking members in and out. Sold memberships, handled cash, opened and closed the resort. Monitored and maintained wait lists daily. Utilized QuickBooks to manage accounts receivable.

ADMINISTRATIVE SALES ASSISTANT | TOLOSA PRESS | APRIL 2014 - FEBRUARY 2015 · Assisted the sales team in ensuring all ads were placed in local newspapers. Gathered literature for the company’s annual magazine; managed the events section of the newspapers weekly. Made collection calls and managed accounts receivable using QuickBooks.

240

MERRITT BENNER PACINI
Clovis, CA 93619 • 559-696-2229 • [email protected]

PROFESSIONAL SUMMARY
Highly organized and detail-oriented Executive Assistant with over 20 years of experience supporting executives, managing operations, and coordinating events. Proven expertise in administrative leadership, project management, vendor relations, and board communications.

Skilled in contract preparation, budgeting, and process improvement. Recognized for balancing professionalism with a personal touch to foster positive relationships at all levels.

CORE COMPETENCIES
• Executive Calendar & Schedule Management
• Board of Directors Support & Liaison
• Event Planning & Fundraising Coordination
• Contract Review
• Vendor Relations & Negotiation
• Travel Arrangements & Meeting Preparation
• Office Administration & Supply Management
• Microsoft Office Suite (Word, Excel, Outlook, PowerPoint)

PROFESSIONAL EXPERIENCE
Fresno County Economic Development Corporation – Executive Assistant Mar 2015 – Present | Fresno, CA
• Manage executive calendars, coordinate meetings, and arrange complex travel for the President/CEO and senior staff.
• Prepare reports, meeting materials, and presentations to ensure efficient executive operations.
• Serve as primary liaison to the Board of Directors, facilitating communication and documentation.
• Co-chair and manage logistics for large-scale events, including fundraising campaigns, vendor contracts, and budget oversight.

De Young Properties – Executive Assistant
Sep 2010 – Mar 2015 | Fresno, CA

241
• Provided high-level administrative support to management, handling correspondence, scheduling, and event planning.
• Managed front office operations, greeting clients, directing calls, ordering supplies, and maintaining office functionality.
• Drafted and processed construction contracts for subcontractors, ensuring compliance and accuracy.

Merit Construction / Pacini Construction – Owner / Licensed General Contractor Jan 2001 – Dec 2013 | Clovis, CA
• Directed all phases of custom construction and finish carpentry projects, from client consultation to project completion.
• Managed contracts, procurement, project scheduling, and stakeholder communications. • Oversaw complete office operations, including QuickBooks accounting, payroll, AP/AR, billing, and tax compliance.

VOLUNTEER LEADERSHIP
• AWANA Leader – Campus Bible Church (Aug 2023 – Present) • 4-H Leader – University of California Cooperative Extension Fresno County (Sep 2004 – Jun 2014)
• Corresponding Secretary – Buchanan Foundation Board (Aug 2009 – Jun 2013) • President – Alta Sierra Intermediate School Parent Teacher Club (Jun 2007 – Jun 2009)

EDUCATION
California State University, Fresno – Bachelor of Science, Agriculture Business

242
Marlyn Rolon Lopez
(559) 250-0284 ● Fresno, CA ● [email protected] ● Portfolio: https://marlynrolonlopez.my.canva.site/portfolio

EDUCATION
California State University, Fresno| Bachelor of Science, Business Administration - Computer Information Systems Fresno City College | Associate Degree of Science, Business Administration EXPERIENCE:

Training Program Analyst, Fresno County EDC| Fresno, CA October 2024 - Ongoing ● Compiled, analyzed, and submitted monthly and quarterly reports for sub-awardees and training providers to the Economic Development Administration under the U.S. Department of Commerce. ● Interpreted and defined data requirements from stakeholders to deliver accurate reports of workforce program data. ● Conducted data analysis on training and employment outcomes to identify trends and support strategic decision-making. ● Collaborated on the development and beta testing of the Good Jobs Central Valley career navigation platform, launched in October 2024, ensuring data integrity and usability.
● Supported community-based organizations with compliance, reporting, and invoice processing. ● Designed and executed a data collection/ Marketing campaign that secured 600+ survey responses for the 2025–2030 Comprehensive Economic Development Strategy (CEDS), developed by the County of Fresno and Fresno County Economic Development Corporation in partnership with TIP Strategies. ● Implemented process improvements through consolidated reporting and time-saving data audits. ● Developed and maintained data queries and reporting tools in Python and Excel, and built automated workflows in Power Automate to streamline reporting and integrate with CRM systems.

Project Manager/Social Media Specialist, Peddler Now (Mobile App) | Fresno, CA January 2024 - August 2024 ● Led project management initiatives by developing schedules and documents, coordinating cross-functional teams, and managing resources to ensure efficient workflow and successful project completion. ● Spearheaded video production and photography initiatives to create engaging content for social media platforms. Managed Instagram and TikTok accounts, implementing creative strategies to increase user engagement and brand awareness. ● Conducted agile business analysis to evaluate project requirements, define key performance metrics, and streamline processes, leading to enhanced project efficiency and alignment with strategic business objectives.

Marketing Analyst, ZINC Financial | Fresno, CA June 2024 - August 2024 ● Utilized Buffer, HubSpot, Apollo, Model Match, and Clay to create and manage content for various platforms, performed market research, sourced leads, and developed workflows that drove targeted marketing campaigns, ensuring brand consistency and alignment with sales strategies.
● Led the development of an Excel-based financial tool for an SOW model, managed marketing projects, and created automated dashboards using Excel, resulting in a 30% improvement in data visualization efficiency and a 10% increase in operational efficiency.
● Supported multiple data analysis projects by extracting, manipulating, and visualizing data with tools like SQL and Excel, developed performance metrics, and generated insights that enhanced project outcomes, improving strategic planning and team productivity by 15%.

Quality Assurance Intern, Community Health Partners | Fresno, CA May 2024 - June 2024 ● Developed SOPs and process maps to optimize efficiency within the credentialing department. ● Developed practice directors' primary care reports, leveraging patient experience questionnaire data to identify areas for improvement.

Apprenticeship Intern, State Center Community College District (SCCCD) | Fresno, CA February 2024 - May 2024 ● Assisted in managing content across various social media platforms, ensuring consistent and compelling messaging to reach the target audience effectively.
● Assisted in managing Excel spreadsheets for the apprenticeship programs, ensuring accurate tracking of data and facilitating efficient program management.

CERTIFICATIONS:

Google Analytics Certification | Google August 2024 - Expires August 2025 ● Proficient in analyzing website performance, interpreting data trends, and generating actionable insights to optimize digital marketing strategies
SKILL
● Proficient with Microsoft Suite
● Tableau, Sales Force
● Python, SQL, GIS
● Validation, Data Visualization, Data Scraping
● Bilingual communicator (Proficient in Spanish)
● Visual Studio Code, Oracle, AWS, ArcGIS, and Google Colab ● Proficient with Adobe, Canva, Lucid charts, and Draw.io, Staruml, Figma
● CRM, Email Marketing, Social Media Management, WordPress, Data Entry
● Hubspot, Myemma, Instantly, Buffer

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RAYMOND K. JONES
559.281.5739 – [email protected] – Fresno, California 93730

SENIOR ACCOUNTANT
FINANCIAL STATEMENT PREPARATION & CONSOLIDATION – CASH FLOW ANALYSIS ACCOUNT ANALYSIS/RECONCILIATION – BUDGETING & FORECASTING – AUDITING  FINANCIAL LEADERSHIP – Over 29 years of experience within school district, non-profit, and corporate environments. Diverse accounting knowledge and experience in budget and finance, special project management, fixed assets, and general accounting oversight.
 GENERAL ACCOUNTING SKILLS – Accounts receivable/payable, payroll, general ledger, billing, financial statements, quarterly and annual tax reports, account reconciliation, fixed assets, regulatory reports, and budgeting.

Ability to direct accounting staff in completing financial operations.  PERSONAL STRENGTHS – Strong work ethic, high degree of integrity, and excellent communication and people skills.  TECHNOLGY – Proficient with custom accounting software and Microsoft Excel. Ability to learn and utilize new operating systems and software utilized in corporate and school environments.

PROFESSIONAL EXPERIENCE

SENIOR ACCOUNTANT
Clovis Unified School District, Clovis, California 3/2012 – Present Budget-Finance Department:
 Fiscal oversight of Center of Advanced Research and Technology (CART) – Prepare and present fiscal Adopted Budget and Interim/Year-End/MYP results to CART board. Provide financial statements to auditors.  Oversight of Capital Fixed Assets (>$25K) – Depreciation of accounts to Capital Assets records; mid-year review of construction projects; year-end processing of Capital Fixed Assets; reconcile 6000/8500 report to posted activity; run depreciation for current year; and provide depreciation reports to auditors.  Fiscal oversight of Clovis Online Charter School – Prepare fiscal adopted budget and Interim/Year-end reports for CUSD Board.
 Post CUSD County transactions, sort transactions that affect cash accounts, and prepare activity spreadsheet.  Fiscal oversight of Central Valley Support Services (CVSS) - Prepare and present fiscal Adopted Budget and Interim/Year-End/MYP results to CVSS board. Provide financial statements to auditors.

Accounting Department:
 Oversight of processing cash receipts, weekly review of cash disbursement prior to payment, payables, and receivables.

CONTROLLER / CONSULTANT
Strongtower Financial, Inc. Fresno, California 11/1993 – 6/2011 Managed accounting department and supervised bookkeeper and staff accountants for non-profit offering construction financing for churches throughout the U.S. New construction and renovations totaled as much as $50-$60M annually.  Supervised accounts receivable and payable; general ledger; financial statements; quarterly and annual tax reporting; billing; monthly account reconciliation, annual budget preparation and analysis, and payroll for as many as 65 hourly, salaried, and commission personnel.
 Assisted organization’s President with operating budget projections and maintaining reserves at appropriate levels.

Provided presentations before board of directors regarding projected operating expenses.

EDUCATION
Bachelor of Science Degree in Business Administration – Accounting California State University, Fresno Graduate Study: MBA Program (4.0 GPA), National University, Fresno (7 of 15 required courses completed)

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Attachment E: Example 12-Week Curriculum

245

Example 12-Week Cohort

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Week 1 VAC – 7a-2:00
Thinking for Change EDC intro 8:00am BTC - Chuck – 9:00am Active Listening Roll Play VAC - 7a-8 PT
T4C – 8a-11 Lunch – 11-12 T4C – 12-2 Asking Questions Giving Feedback Roll Play VAC - 7a-8 PT
T4C – 8a-11 Lunch – 11-12 T4C – 12-2 Knowing your Feelings Roll Plays Building Trades
Rory -7a-2 Robert - 7a-2 Overview of the trades Physical training Building Trades
Rory -7a-2 Robert - 7a-2 Carpenters intro Physical training Week 2 Building Trades
Rory – 7a-2 Robert – 7a-2 IBEW intro Construction Math
VAC – 7a-8:30 PT
EDC - 8:30-11 Computer Skills 101 Lunch 11-12
VAC - 7a-8 PT
T4C – 8a-11 Lunch – 11-12 T4C – 12-2
Building Trades
Pino – 7a-2 Robert – 7a-2 Plumbers into
Scissor lift training - 8a-10
Sheet Metal 10:00a – 5:00

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MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
VAC – T4C 12-2
Thinking Controls our Behavior Roll Play
Pay Attention to our
thinking Recognize Risk Roll Play
PT 5410 E. Home Ave
Fresno, CA 93727
Week 3 OSHA 30
Rory -7:00 - 2:30
OSHA 30
Rory -7:00 - 2:30
OSHA 30
Rory -7:00 - 2:30
OSHA 30
Rory -7:00 - 2:30
OSHA 30
Rory -7:00 - 2:30
Week 4 Building Trades
Rory –7a-2 Forklift training
VAC - 7a-8 PT
T4C – 8a-11 Lunch – 11-12 T4C – 12-2 Understanding the feelings of Others Roll Play VAC – 7a-8:30 PT
EDC – 8:30-11 Intro to Resume/Resume writing Lunch 11-12 Making a Complaint Apologizing Responding to Anger Roll Play Building Trades
Pino-7a-2 Robert 7a-2 Bricklayers intro PT
Building Trades
Construction math Rory – 7a-2 Robert – 7a-2 PT

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MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Week 5 Building Trades
Pino -7a-2 Robert - 7a-2 Iron Workers intro
VAC – 7a-8:30 PT
EDC – 8:30-11 Final Draft Resume Lunch 11-12 VAC - T4C – 12-2 Introduction to Problem Solving Stop and Think Role play VAC - 7a-8 PT
T4C – 8a-11 Lunch – 11-12 T4C – 12-2 Think of Choices and Consequences Rolel Play Building Trades
Pino - 7a-2 Robert 7a-2 Painters intro PT
Building Trades
Pino – 7a-2 Robert – 7a-2 Operating Engineers Intro PT
Week 6 Building Trades
Construction Math Rory -7a-2 Robert - 7a-2
VAC - 7a-8 PT
EDC – 8:30-11 Interview skills Lunch 11-12 VAC - T4C – 12-2 Make a Plan Social Skills Problem Application Role Play VAC - 7a-8 PT
T4C – 8a-11 Lunch – 11-12 T4C – 12-2 State the Problem Set a Goal & Gather Information Building Trades
Pino - 7a-2 Robert – 7a-2 Cement Masons intro PT
Building Trades
Pino - 7a-2 Robert-7a-2 PT

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MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Week 7 Building Trades
Pino - 7a-2 Robert - 7a-2 Roofers Intro PT
Building Trades
Rory -7a-2 Robert - 7a-2 Teamsters intro PT
Building Trades
Rory -7a-2 Robert - 7a-2 Laborers intro PT
Building Trades
Rory -7a-2 Robert - 7a-2 Boilermakers intro PT
Building Trades
Rory -7a-2 Robert - 7a-2 PT
Week 8
Building Trades
Rory -7a-2 Robert - 7a-2
Building Trades
Rory -7a-2 Robert - 7a-2
Building Trades
Rory -7a-2 Robert - 7a-2
Building Trades
Pino - 7a-2 Robert 7a-2
Building Trades
Rory -7a-2 Robert - 7a-2
Week 9 Building Trades
Pino - 7a-2 Robert - 7a-2
Building Trades
Rory -7a-2 Robert - 7a-2
Building Trades
Rory -7a-2 Robert - 7a-2
Building Trades
Pino - 7a-2 Robert 7a-2
Building Trades
Rory -7a-2 Robert - 7a-2
Week 10 Laborers – 7:00am
Safety Training
Laborers – 7:00am Safety Training
Laborers – 7:00am Safety Training
Laborers – 7:00am Safety Training
Laborers – 7:00am Safety Training

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MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Week 11
Laborers – 7:00am Hazwoper40
Laborers – 7:00am Hazwoper40
Laborers – 7:00am Hazwoper40
Laborers – 7:00am Hazwoper40
Laborers – 7:00am Hazwoper40
Week 12
Building Trades EDC – 8:30a-11 Mock interviews Lunch – 11-12 BT Job Fair EDC Interviews
9a-11
Building Trades Rory -7a-2
Robert - 7a-2
Robert – 7-2 Rory – 7a-2
Clean up and prep
CVTC Graduation 11a-1
*Calendar subject to change.

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1-7
Approval -
Consideration of
Resolution 2026-14R
Approving
Notice of Completion for
the Selma Sidewalk
Connectivity Phase III
Project
(CDBG 24651)
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ITEM NO: 1-7

CITY COUNCIL STAFF REPORT
Meeting Date: February 17, 2026
SUBJECT: Consideration Resolution 2026-14R Approving Notice of Completion for the Selma Sidewalk Connectivity Phase III Project (CDBG 24651) SUBMITTED: David Horn, City Engineer
APPROVED: Jason Rogers, City Manager
RECOMMENDATION:

Adoption of Resolution 2026-14R Approving the Notice of Completion for the Selma Sidewalk Connectivity Phase III Project (CDBG 24651) and authorize the City Manager to execute the required documents.

BACKGROUND:

The Selma Sidewalk Connectivity Phase III Project (CDBG 24651) (“Project”) included concrete improvements in the public right-of-way to provide continuous sidewalk and accessible access as depicted in the City of Selma Active Transportation Plan for Prioritized Sidewalk and Intersection Improvements. The various areas of work were bounded by Second Street to the north, Bauder Street and Skelton Street to the east, Yerba Street to the south, and Thompson Avenue to the west.

The Project was awarded to R.J. Berry Jr., Inc. through Resolution No. 2025-106R by the Council on October 21, 2025. Construction began on November 17, 2025, and was completed on February 11, 2026.

DISCUSSION:

The Public Works and Engineering Department is requesting that the City Council approve the Notice of Completion for the Project. All work has been completed, has met all design standards, inspected and approved by the City Engineer. The Community Development Division of the Fresno County Department of Public Works and Planning staff who administers the CDBG Funding has inspected the completed project and will provide a letter of acceptance by the date of the Council Meeting.

FISCAL IMPACT:

The Fresno County Community Development Division provided the City with an Amendment II to Agreement 24-496 for the Project #24651 that includes funding in the amount of $530,560. Council approved the amended Agreement on October 21, 2025 as Resolution 2025-105R. The Adopted Budget for the fiscal year 2025/26 included revenue from Fresno County and expenses for the Project in Fund 230 – CDBG.

The estimated cost for the construction phase of the project was $473,145. The actual construction cost for the project was $498,292.73. The difference between budget and actuals are as detailed below. The additional funds required for the project will come from Fund 230 253

– CDBG with reimbursement requested from Fresno County Community Development Division.

Budget Actual Delta
Construction $379,145.00 $379,145.00 $0
Construction Contingency $38,000.00 $26,368.00 $11,632.00 Constr. Mngmt./Inspection/Testing/Admin $56,000.00 $89,779.73 ($33,779.73) Totals $473,145.00 $498,292.73 ($22,147.73)
Attachments:
☒ Resolution 2026-14R
☐ Ordinance
☐ Map
☐ Agreement
☒ Other
List: NOC Doc for Recording
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RESOLUTION NO. 2026-14R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA APPROVING FINAL ACCEPTANCE AND

NOTICE OF COMPLETION FOR THE
SELMA SIDEWALK CONNECTIVITY PHASE II PROJECT (CDBG 24651) WHEREAS, R.J. Berry Jr., Inc., a California Corporation, has completed the work for the Selma Sidewalk Connectivity Phase III Project (CDBG 24651); and, WHEREAS, the Contract Public Works Inspector has inspected the improvements required by the City and all improvements required have been completed; and, WHEREAS, the City Engineer recommends acceptance of Selma Sidewalk Connectivity Phase III Project (CDBG 24651) and requests City Council to authorize the City Engineer to record the Notice of Completion for the project.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SELMA DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The City Council finds that the above recitals are true and correct and are incorporated herein by reference.

Section 2. The City Council accepts the Selma Sidewalk Connectivity Phase III Project (CDBG 24651) and authorize the City Engineer to record the Notice of Completion.

Section 3. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

Section 4. Effective Date. That the City Clerk shall certify the adoption of this Resolution and that the same shall be in full force and effect.

PASSED, APPROVED, AND ADOPTED this 17th day of February 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
ATTEST: Scott Robertson
Mayor
______________________________
Sara M. Carlson
City Clerk
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Recording Requested By
City of Selma
- - - - - - - - - - - - - - - - -
When Recorded Return To:

City of Selma - City Clerk
1710 Tucker Street
Selma, CA 93662

THIS SPACE IS FOR RECORDING INFORMATION ONLY

NOTICE OF COMPLETION
(UNDER SECTION 1187 C.C.P.)
NOTICE IS HEREBY GIVEN that the undersigned, City of Selma, a Municipal Corporation, is the owner of the real estate situated in the City of Selma, County of Fresno, State of California, and described as follows, to-wit:

Selma Sidewalk Connectivity Phase III Project (CDBG 24651) consisting of sidewalk improvements near Thompson Avenue and Nebraska Avenue in the City of Selma, CA; That the address of said owner is 1710 Tucker Street, Selma, California; That the nature of the title of the owner to said real estate is that of fee simple and/or easement; That the name of the Contractor is R.J. Berry Jr., Inc., 2020 High Street, Ste B, Selma, CA 93662; That on the 11th day of February, 2026, the Contract for the work on the above-described property was actually completed.

CITY OF SELMA, a Municipal Corporation
By: _______________________________
Jason Rogers, City Manager
Owner
I, Jason Rogers, being duly sworn says:

That I am the agent of the Owner of the property described in the foregoing Notice; that I have read the foregoing Notice and know the contents thereof, and that the same is true of my own knowledge. I certify under PENALTY OF PERJURY under laws of the State of California that the statements on this notice are true and correct.

CITY OF SELMA, a Municipal Corporation
By:_____________________________
Jason Rogers, City Manager
State of California Owner
County of Fresno
On February 17, 2026, before me, Sara Carlson, City Clerk, personally appeared Jason Rogers, City Manager, who proved to me on the basis of satisfactory evidence to be the person whose name is subscribed to the within instrument and acknowledged to me that he executed the same in his authorized capacity, and that by his signature on the instrument the person, or the entity upon behalf of which the person acted, executed the instrument. I certify under PENALTY OF PERJURY under laws of the State of California the foregoing paragraph is true and correct.

WITNESS my hand and official seal.
___________________________
Sara M. Carlson, Selma City Clerk
(Acknowledgment taken by City Clerk pursuant to California Civil Code Section 1181) A notary public or other officer completing this
certificate verifies only the identity of the
individual who signed the document to which this
certificate is attached, and not the truthfulness,
accuracy, or validity of that document."
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1-8
Approval -
Consideration and Adoption
of Resolution 2026-15R
Approving a FY 25/26 Budget
Amendment for Necessary Fire
Station #1 Roof Repairs and
Consideration and Adoption of
Resolution 2026-16R Approving
the Removal and Replacement of
Existing Roof at Fire Station #1
and Authorizing the City
Manager or Designee to Execute
all Necessary Associated
Documents
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ITEM NO: 1-8

CITY COUNCIL STAFF REPORT
Meeting Date: February 17, 2026
SUBJECT: Consideration and Adoption of Resolution 2026-15R Approving a FY 25/26 Budget Amendment for Necessary Fire Station #1 Roof Repairs and Consideration and Adoption of Resolution 2026-16R Approving the Removal and Replacement of Existing Roof at Fire Station #1 and Authorizing the City Manager or Designee to Execute all Necessary Associated Documents
SUBMITTED: Michael Honn, Public Works Director
APPROVED: Jason Rogers, City Manager
RECOMMENDATION:

Staff recommend the approval of Resolution 2026-15R approving a budget amendment to fund necessary Fire Station #1 roof repair and replacement. Staff further recommend the approval of Resolution 2026-16R approving the roof repair and providing authorization to City Manager or designee to execute all necessary documents with Garland, via Omnia purchasing cooperative. Staff has provided the contract and has included contingency for unforeseen issues.

DISCUSSION:

The contract recommended is through Omnia, a purchasing co-op similar to SourceWell with pre-vetted contractors. This eliminates the requirement to go out to public bid. It also gives the owner of the project a 30% discount on all materials. In addition, it limits the contractor performing the work to a maximum of 10% profit margin for any unforeseen work, not part of the original contract.

Staff have identified a severe defect in the existing roof membrane, that is causing water to be trapped beneath. This trapped water is causing further structural damage and maintenance issues. The roof replacement will capture the entire envelope of the building and will include all apparatuses required for the work per the city's standards and the agreed-to contract, including the removal of the existing roofing system in its entirety. The roofing system will include the new membrane section over the bays, the steel roof section over the living and common area, all penetrations not being used will be removed and abandoned, there will be new curbing, a new 5-ton AC unit and new ducting as required. The entire roof will also receive a new steel cap.

FISCAL IMPACT:
$319,890.00 Garland Co. Base contract
$ 7,800.00 Set one (1) new 5-ton AC unit and install new curbing. (Ducting will be assessed once the roof has been removed and existing ducting can be observed for integrity.)
$ 49,167.00 Contingency of 15% for unforeseen issues.
$376,947.00 Total (Estimate)
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Attachments:
☒ Resolution 2026-15R & 2026-16R
☐ Ordinance
☐ Map
☒ Agreement Garland Contract
☐ Other
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RESOLUTION NO. 2026-15R

A RESOLUTION OF THE COUNCIL OF THE CITY OF SELMA

APPROVING AND ADOPTING BUDGET AMENDMENT FOR FIRE STATION

ROOF REPAIRS
FOR FISCAL YEAR 2025/2026
WHEREAS, the FY 2025/2026 Annual Budget reflects the City of Selma’s ongoing commitment to providing core services; and
WHEREAS, the FY 2025/2026 Annual Budget was approved by the City Council on June 24, 2025, by Resolution 2025-45R, and any subsequent amendments must be approved by Resolution; and
WHEREAS, a budget amendment is necessary to align the expected revenues and expected expenses.

WHEREAS, the budget amendment attached for Fire Station #1 roof repair.

NOW, THEREFORE, BE IT RESOLVED, the Selma City Council hereby resolves that the FY 2025/2026 budget be amended as described in Attachment hereto to provide the necessary funding to various funds.

PASSED, APPROVED AND ADOPTED this 17th of February 2026, at a regular meeting of the Selma City Council by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

___________________________
Scott Robertson
Mayor
ATTEST:
____________________________
Sara M. Carlson
City Clerk

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264
1 RESOLUTION NO. 2026-16R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA APPROVING THE REMOVAL AND REPLACEMENT OF THE EXISTING ROOFING SYSTEM AT FIRE STATION #1 AND AUTHORIZING THE

CITY MANAGER OR DESIGNEE TO EXECUTE ALL NECESSESARY

ASSOCIATED DOCUMENTS
WHEREAS, The City of Selma Fire Department provides first responder services throughout the city and surrounding area; and,
WHEREAS, the current roofing system at station #1 has failed and is creating a unsafe environment to the staff and city owned assets at this location; and, WHEREAS, the City of Selma has chosen to enter a purchasing cooperative with Omnia that reduced the materials cost by 30% and sets a limit of 10% for any unforeseen added work not part of the original scope; and,
WHEREAS, the city will utilize the transfer out Building Maintenance account, account 6003-8040-701000 that will be utilized for the funding of this proposed project; and, WHEREAS, Garland Co. has provided an acceptable proposal and contract through the purchasing cooperative, “Omnia”, to complete the work as described within the contract documents and per the city’s standards.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SELMA DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The City Council finds that the above recitals are true and correct and are incorporated herein by reference.

Section 2. The City Council approve the removal and replacement of the Fire Station #1 roofing system in its entirety including removal, disposal of, installation of new metal roofing section, installation of new membrane over bays, abandonment of all none used roof penetrations, installation of new metal roof cap, installation of new 5 ton AC unit with curbing and ducting for a total of $376,947.00 funded through the Building Maintenance transfer fund 600-8040-701000
Section 3. The City Manager or designee is authorized to execute all necessary documents for the execution of the Omnia contract and to enter into an agreement with Garland Co. to complete the roof replacement at Fire Station #1.

Section 4. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, 265
2 sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

Section 5. Effective Date. That the City Clerk shall certify the adoption of this Resolution and that the same shall be in full force and effect.

PASSED, APPROVED, AND ADOPTED at a Regular Meeting of the City Council of the City of Selma held on the 17th day of February 2026 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Sara M. Carlson
City Clerk
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3-1
Action -
Consideration and Necessary
Action for Acceptance of
Fiscal Year 2025-2026 MidYear Budget Report and
adopt Resolution 2026-17R
approving the
Fiscal Year 2025-2026
Proposed Budget
Amendments
291
292
ITEM NO: 3-1

CITY COUNCIL STAFF REPORT
Meeting Date: February 17, 2026
SUBJECT: Consideration and Necessary Action for Acceptance of Fiscal Year 2025- 2026 Mid-Year Budget Report and adopt Resolution 2026-17R approving the Fiscal Year 2025-26 Proposed Budget Amendments
SUBMITTED: Margarita Moreno, Finance Director/Treasurer APPROVED: Jason Rogers, City Manager
RECOMMENDATION:

Staff recommend that the City Council receive and file the second quarter financial FY 2025- 26 and adopt Resolution No. 2026-17R approving the proposed budget amendments.

DISCUSSION:

The Fiscal Year 2025-26 mid-year budget report reflects the City’s revenues and expenditures through December 31, 2025 (mid-year). Percentages reflected in this report are influenced by normal timing differences related to sales tax reporting cycles, property tax distribution schedules, staffing vacancies, grant reimbursement timing, and the seasonal nature of certain expenditures. The mid-year budget report provides data to inform any necessary budget amendments to ensure the budget remains balanced at the end of the fiscal year.

Staff recommend several budget amendments based on operational changes during the midyear period, as well as staff’s understanding of departmental operations and base budget needs. Below is a summary of revenues received, and expenditures made for each fund type through December 31, 2025.

A detailed summary of General Fund activity is included as Attachment A, while a summary of all funds is included as Attachment B.

GENERAL FUND
The General Fund supports the City’s core services, including Police, Fire, Public Works, Community Development, Parks and Recreation, and the Senior Center. Sales and property taxes represent the two largest revenue sources within the General Fund. As of mid-year, General Fund revenues are at 39% of the adopted budget, while expenditures are at 54%, which is generally consistent with mid-year spending patterns. Overall, the General Fund remains within expected parameters at this point in the fiscal year. Variances observed at midyear are primarily attributable to timing rather than structural imbalance.

REVENUES
As summarized in Attachment A, General Fund revenues received through December 31, 2025, total 39% of the annual budget estimates, while expenditures are at 54%. It is important to note that certain revenues are collected at various times throughout the year and may not be fully reflected in the mid-year report.
293

SALES & USE TAX
The City has received 40% of sales tax revenues to date. As the largest revenue source in the General Fund, sales tax is received two months in arrears, and as a result, the mid-year report reflects only four months of revenue.

PROPERTY TAX
The majority of property tax revenue is not scheduled to be distributed to cities until late December or early January from Fresno County and, therefore, is not reflected in this report. Currently, revenues reflect only 40% of the annual budget.

MOTOR VEHICLE IN LIEU (VLF)
Vehicle License Fee payments are at 54% at mid-year. The motor vehicle in lieu revenues are property tax shares allocated to cities and counties by the State.

TRANSIENT OCCUPANCY TAX (TOT)
Transient Occupancy Tax revenues are received on both a monthly and quarterly basis. As of mid-year, revenues total 37% of the annual budget. Second-quarter payments are not reflected in the mid-year report.

LICENSES & PERMITS
As of December 31, 2025, the City has collected 38% of budgeted revenues from licenses and permits. Most of these revenues are derived from business licenses, building inspections, and encroachment permits.

CHARGES FOR SERVICES
Revenues for Charges for Services are at 44% of the annual budget as of mid-year. This category includes fees collected for various City services and programs, which may fluctuate throughout the year depending on service activity levels and timing of collections.

FINES, FORFEITURES & PENALTIES
Revenues from fines, forfeitures, and penalties are currently at 23% of the annual budget and are expected to meet budgeted projections by year-end. This category includes revenues from administrative citations, court fines, and parking fines.

FRANCHISE FEES
Revenues are currently at 3% of the annual budget. Franchise fees are payments received from utility, cable, and other service providers for the use of the City’s rightsof-way. These revenues are collected on a quarterly basis, with the majority typically received in the third and fourth quarters of the fiscal year.

USE OF MONEY & PROPERTY RENTAL INCOME
Revenues for Use of Money and Property Rental Income are currently at 4% of the annual budget for mid-year. This category includes interest earnings on City funds and rental income from City-owned properties.

GRANT
Grant Revenues currently reflect no activity at mid-year. Grant receipts typically occur periodically throughout the fiscal year based on award schedules and reimbursement requests.
294

REIMBURSEMENTS
Revenues from reimbursements are currently at 52% of the annual budget. This category includes P.O.S.T. reimbursements, restitution, and other state-mandated revenues.

OTHER FINANCE SOURCES/TRANSFER IN
Revenues from other Finance Sources/Transfer Ins are currently at 33%. A general ledger entry will be done to allocate the transfer in and transfer out to the appropriate funds at year end.

OTHER REVENUES
Revenues for Miscellaneous Revenues are currently at 102% of the annual budget. The majority of these revenues are from National Opioid Settlement funds, which represent the City’s share of proceeds from national legal settlements with opioid manufacturers and distributors, which reflect one-time miscellaneous sources that vary throughout the year. A budget amendment is proposed to increase revenue proceeds transferred in from Selma Enhancement Corp to General Fund to offset Selma Live special events expenses.

EXPENDITURES
As summarized in Attachment A, the City has expended approximately 54% of total appropriations as of December 31, 2025. All departments are generally performing within their budgeted allocations at mid-year. The mid-year review provides the City with an opportunity to make necessary adjustments to ensure the budget remains balanced at the end of the fiscal year. Accordingly, a budget amendment is proposed to reflect changes throughout the first half of the fiscal year, as detailed in Attachment C.

SPECIAL REVENUES FUNDS
Special Revenue Funds are used to account for revenues that are legally restricted or committed for specific purposes, such as transportation, public safety, grants, and infrastructure improvements. Expenditures in these funds are limited to the purposes for which the revenues are received and often reflect timing differences related to grant reimbursements, state allocations, and prior-year project carryovers. In several cases, expenditure percentages exceed 100% due to prior-year carryovers and unbudgeted capital activity recognized at mid-year; these percentages do not represent current-year overspending. 1002-EQUIPMENT REPLACEMENT
Revenues reflect funding for Fire miscellaneous revenues from Fresno City College at mid-year at 58% while expenses are at 13%.
2000-TRAFFIC SAFETY
Revenues are 93%, while expenses reflect 0% of the annual budget. 2001-LOCAL PUBLIC SAFETY FUND (LPSF)
Mid-Year reflects revenues at 33% and expenses at 33%. Revenue collections are administered by Fresno County. LPSF is a revenue source allocated by California counties to cities and local agencies to support public safety programs, such as police, 295
fire, and emergency services. These funds are generally derived from state-shared revenues that were previously part of the VLF and other public safety allocations. 2004-STREETS-CONSTRUCTION & MAINTENANCE
Mid-Year reflects revenues at 42% and expenditures at 43%. Expenditures include personnel costs and maintenance and operations, which are offset by various special revenue funds, including Gas Tax, Measure C, and Local Transportation Funds (LTF). A budget amendment is proposed to adjust expenditures to actual costs for the Brentlinger Pickleball Courts solar lighting project.
2005-GAS TAX
At mid-year, revenues reflect 51% of the annual budget, while expenditures are at 0%.

Revenue collections include two months of Highway Users Tax Account (HUTA) receipts distributed by the State of California. HUTA revenues are generated from statewide fuel taxes and are allocated monthly to cities and counties to support the construction, maintenance, and repair of local streets and roads. A budget amendment is proposed to adjust expenditures for street projects and to recognize a prior-year carryover associated with the purchase of a Public Works Vacuum Excavator. 2006-ROAD MAINTENANCE & REHAB (RMRA)
The mid-year reflects revenues at 53% of the annual budget, while expenses are at 4%.

RMRA revenues are received monthly from the State. A budget amendment is proposed to adjust expenses to actual for a prior year budget carryover for Street Rehab Project.
2008-CMAQ (Congestion Mitigation and Air Quality Improvement Program) CMAQ funds are federal grants provided to support projects that reduce traffic congestion and improve air quality. Reimbursements are processed after expenses are incurred. For Mid-year, revenues are at 2% and expenses at 4%, with year-end adjustments planned to align expenses with actual costs. The expenses will be adjusted at year end.
2010-2011-LTF ART 3 & 8
Local Transportation Fund (LTF) revenues, generated from Fresno County, are at 0% for the mid-year, while expenses are at 40%, reflecting engineering costs for the Thompson-Floral Alley Sewer project and the City Hall North Parking Lot drainage improvements. A budget amendment is proposed to adjust expenses prior year carryover alley project to remove sewer.
2012-CALTRANS FUND
Caltrans funds are currently at 2% for revenues and 0% for expenses at mid-year. 2013/2014/2015-MEASURE C
At mid-year, revenues reflect 32% of the annual budget, while expenditures are at 36%.

Measure C revenues, received monthly from Fresno County, currently reflect two months of collections for the second quarter. These revenues are generated from a voter-approved local sales tax and are allocated to the cities and the County to support local transportation improvements, road maintenance, and public transit projects. A budget amendment is proposed to adjust expenditures to actual amounts for the 296
Golden State Project county-related expenses and the Dockery Storm Drain Repair prior-year carryover (FY 2024–25).
2018-AB1913 GRANT-FRESNO COPS
Revenues are at 87% and expenses at 33% at mid-year. The COPS Hiring Program is a federal initiative administered by the U.S. Department of Justice that provides funding to law enforcement agencies to hire and train new officers, enhance community policing efforts, and support crime prevention strategies. 2019-CID GROUNDWATER SURCHARGE
At mid-year, revenues reflect 176% and no activity in expenses. A budget amendment is proposed to adjust revenues for fees from Cal Water to CID to support groundwater recharge management.
2020-CFD-2006-1 VINEYARD ESTATES
CFD-2006-1 Vineyard Estates refers to a Community Facilities District (CFD) established in 2006, revenues are at 78% and expense are at 35% for services for the Vineyard Estates development.
2021-LANDSCAPE & LIGHTING ASSESSMENT
Revenues are at 47% and expense are at 37% for maintenance and operation of public landscaping, lighting, and related improvements. Landscape & Lighting Assessment refers to a special tax or assessment levied on properties within a defined district. 2024- AMERICAN RESCUE PLAN ACT (ARPA)
ARPA funds have been received in full. Improvement expenditures for the Clarkson Lift Station currently reflects 16% of the annual budget. 2025-COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
CDBG grant funds are currently at 18% for revenues and 96% for expenses in the midyear. Expenses budgeted for this fund include improvements for CDBG Sidewalk Connectivity.
2032-PD WELLNESS & MENTAL HEALTH
PD Wellness & Mental Health Grant funds reflect 96% of expenses at mid-year quarter due to upfront costs incurred early in the grant period for Sharp Performance, Inc annual one-time subscription.
2039-ATP PLANNING GRANT
The Active Transportation Program (ATP) Grant is a California state funding program that provides financial support for projects that increase biking and walking, improve safety, and reduce greenhouse gas emissions. Grant reimbursements are processed once expenses are made. ATP Planning Grant funds are currently no activity in revenues and expenses at mid-year.
2041-FORECLOSED HOMES PROJECT
Funds are currently at 974% for revenues and 0% for expenses in the mid-year. A budget amendment is proposed to adjust revenues and expenses for unbudgeted abandoned home registration expenses associated with the Foreclosed Homes Project. 297
2045-ACT PROGRAM
Adult Compliance Team (ACT) Program funds are currently at 27% for revenues and 47% for expenses at mid-year. This fund supports programs focused on monitoring and assisting adults in meeting legal or regulatory requirements, with expenses directed toward personnel, operations, and program services. Expenses will be reimbursed quarterly.
2047-AB74 STORM DRAIN APPR.

The AB74 Storm Drain Project focuses on upgrading the city's stormwater infrastructure to effectively manage runoff, reduce flooding risks, and protect water quality. The funding from AB 74 supports the planning, design, and construction phases of these critical infrastructure improvements. Revenues reflect no activity and expenses are at 100%.
2048-HIGH SPEED RAIL CVTC
The High Speed RAIL CVTC funds are provided by the State of California through the High-Speed Rail (HSR) Central Valley Training Center (CVTC) program. This fund are currently at 108% of revenues and 45% of expenses in the mid-year. 2052-TACTICAL URBANISM GRANT
Tactical Urbanism Grant funds are currently reflecting elevated activity at mid-year, with revenues at 197% and expenditures at 273% of the annual budget due to unbudgeted grant related revenues and expenses. These funds support short-term, low-cost projects that improve streets, public spaces, and active transportation within the community. Grant reimbursements are received after eligible expenses are incurred. A budget amendment is proposed to adjust revenues and expenses to actual amounts associated with grant-funded activities.
2053-CLEAN CALIFORNIA GRANT
Clean California Grant funds support projects that enhance the cleanliness, safety, and aesthetic quality of public spaces, including streetscape improvements, landscaping, and community beautification initiatives. Grant reimbursements are processed once expenses are made. Clean California Grant funds are currently at 100% for revenues and 0% for expenses at mid-year. A budget amendment is proposed to adjust revenues and expenses to actual amounts for unbudgeted items related to the grant. 2054-COMMUNITY POWER RESILIENCY
Community Power Resiliency funds support projects that enhance local energy reliability and resilience, including backup power systems, renewable energy, and energy storage initiatives. These funds are currently at no activity for both revenues and expenses at mid-year.
2057-BUSINESS IMPROVEMENT DISTRICT (BID)
Business Improvement District funds revenues currently reflect revenues at 31% and expense are at 81%.
298
2060-MEASURE S
Measure S is a voter-approved half-cent sales tax established to fund public safety services, specifically police and fire departments, and provides a dedicated revenue stream for these essential services. At mid-year, revenues reflect 41% of the annual budget, representing four months of sales tax receipts from the State of California, while expenditures are also at 41%. A budget amendment is proposed to adjust expenditures to actual amounts at mid-year for strike team labor expenses, which will be offset by Mutual Aid reimbursements, as well as for vacation cash-outs at employee separation and prior payroll deferred compensation tax mitigation expenses. 2061-LONG RANGE PLANNING
Long Range Planning fund collects fees for the General Plan Update; revenues currently reflect revenues at 28% and expense with no activity at mid-year. 4000-4100-AB1600 IMPACT FEES
The AB 1600 Mitigation Fee Act (Government Code § 66000 et seq.) governs how local agencies impose development impact or mitigation fees on new development projects. At mid-year, revenues and expenditures for various AB 1600 funds reflect a various ranges of the annual budget. A budget amendment is proposed to adjust expenditures to actual amounts for unbudgeted costs associated with the AB 74 Storm Drain project for mid-year.

CAPITAL PROJECTS FUNDS
Capital Project Funds are used to account for financial resources dedicated to the acquisition, construction, or improvement of major City facilities and infrastructure. Activity in these funds often spans multiple fiscal years and may reflect significant timing differences between project expenditures and grant or reimbursement revenues. 4108-CAPITAL PROJECTS-PARKS
Capital Projects-Parks is funded by from TOT allocations for capital parks expenditure. The mid-year reflects 33% in revenues and no activity in expenses. 4109-POLICE STATION CONSTRUCTION
Police Station Construction funds are currently no activity in the revenues and are at 100% for expenses at mid-year.
4111-NEW FI RE STATION PROJECT
New Fire Station Project funds are currently with no activity for revenues and are at 1% for expenses at mid-year.
4115-WASTEWATER INFRASTRUCTURE PROJECT
The Wastewater Infrastructure Project funds are currently reflecting no revenue activity and elevated expenditures at 500% of the annual budget, due to unbudgeted cost associated with Amberwood Sewer Trunk. A budget amendment is proposed at mid-year to adjust expenditures to actual amounts and account for these unbudgeted Amberwood Sewer Trunk costs to be offset by drawdown from bond proceeds.

ENTERPRISE FUNDS
Enterprise Funds account for services that are operated in a manner similar to private business activities, where costs are intended to be recovered primarily through user fees and service 299
charges. Revenues and expenditures in these funds reflect ongoing operational activity and may fluctuate based on service demand, billing cycles, and reimbursement timing. 5000-AMBULANCE FUND
Ambulance fund revenues and expenses are on target through mid-year, reflecting 57% of revenues and 47% of expenses. A budget amendment is proposed to adjust revenues and expenditures to actual amounts for Mutual Aid expenses and related reimbursements.
5001-GARBAGE SERVICE FUND
Garbage Service funds revenues and expenses are on target at mid-year, reflecting 66% of revenues and 52% of expenses.
5002-TRANSIT SERVICE FUND
Transit Service funds revenues and expenses are on target at mid-year, reflecting 41% of revenues and 39% of expenses.
5003-PIONEER VILLAGE FUND
Pioneer Village funds’ revenues and expenses are on target at mid-year, reflecting 41% of revenues and 27% of expenses.
5004-CULTURAL ARTS
Cultural Art funds revenues and expenses are on target for mid-year, reflecting 60% of revenues and 33% of expenses.

DEBT SERVICE FUNDS
Debt Service Funds are used to account for the accumulation of resources and payment of principal and interest on the City’s long-term debt obligations. Expenditures in these funds typically occur on scheduled payment dates and may result in uneven expenditure percentages at mid-year.
3000-DEBT SERVICE FUND
As of the mid-year, Taxable Pension Series 2022 funds have recorded 33% of revenues and 35% of expenses, reflecting Principal payments made in July. 3007-PD STATION DEBT SERVICES
As of mid-year, The Police Station Debt Service Fund has recorded 52% of revenues and 72% of expenses, reflecting principal and interest payments made in July. 3008-2024A SEWER LEASE REVENUE BOND
As of mid-year, 2024A Sewer Lease Revenue funds have recorded 33% of revenues and 34% of expenses, reflecting interest payments made in July. 7000-GEN D/S SUCCESSOR AGENCY
Gen D/S Successor Agency funds currently reflect minimal activity at mid-year. 7001-SUCCESSOR AGENCY
Revenues are at 0%, while expenses reflect 92% of the annual budget to the Successor Agency. An end-of-year adjustment will be made to align with actual amounts. 300

INTERNAL SERVICE FUNDS
Internal Service Funds are used to account for centralized services provided to City departments and funds, including information technology, insurance, fleet, and building and utility services. Expenditures in these funds are incurred throughout the fiscal year as services are provided. Revenue recovery occurs through internal cost allocations rather than direct monthly billing, which can result in understated revenue percentages during interim reporting periods.

As a best practice, Internal Service Funds should be accrued and reviewed on a quarterly basis at a minimum to ensure timely cost recovery, accurate interfund allocations, and early identification of potential structural imbalances. Staff will incorporate quarterly accrual and reporting of Internal Service Fund activity to strengthen fiscal transparency and support informed budget and policy decisions. 6000-INSURANCE
Insurance funds are currently with activity for budgeted revenues and 55% of budgeted expenses at mid-year.
6001-INSURANCE-EMPLOYEE BENEFITS
Insurance-Employee Benefits are currently at 57% of revenues and 62% for expenses at mid-year. The majority of expenses are for employee medical claims. 6002-FLEET MANAGEMENT
Fleet Management funds are currently at 0% of budgeted revenues and 45% of budgeted expenses at mid-year. Departments are charged proportionally to cover maintenance costs. An adjusting journal entry is completed at the end of the fiscal year to align revenues with the budgeted allocation.
6003-BUILDING & UTILITY
Building & Utility funds currently reflect no activity for revenues and 37% for expenses at mid-year. Departments are charged proportionally to cover building & utility costs.

An adjusting journal entry is completed at the end of the fiscal year to align revenues with the budgeted allocation.
6004-DATA PROCESSING
Data Processing funds currently reflect no activity for revenues and 37% for expenses in the mid-year. Departments are charged proportionally to cover technology services costs. An adjusting journal entry is completed at the end of the fiscal year to align revenues with the budgeted allocation.
301
FISCAL IMPACT:

Following the proposed budget amendments, revenues and expenditures for all fund types are expected to remain on target for the fiscal year. These amendments primarily reflect timing and accounting adjustments and do not introduce new ongoing fiscal obligations.

Attachments:

Resolution 2026-17R
Ordinance
Map
Agreement
Other
List: A: General Fund Summary
B: All Fund Summary
C: Request for Budget Amendment
x
x
302

ATTACHMENT A

GENERAL FUND SUMMARY REVENUES PERCENTAGE

BUDGET AS OF REVENUES
REVENUES 2025-2026 12/31/2025 12/31/2025
SALES & USE TAX 3,622,648 9,050,000 40%
PROPERTY TAX 2,463,000 978,332 40%
MOTOR VEHICLE IN LIEU (VLF) 2,760,000 1,480,611 54%
TRANSIENT OCCUPANCY TAX (TOT) 600,000 222,004 37%
LICENSES & PERMITS 794,850 300,766 38%
CHARGE FOR SERVICES 1,770,599 783,466 44%
FINE, FORFEITURES & PENALTIES 184,000 42,625 23%
FRANCHISE FEES 1,180,070 36,727 3%
USE OF MONEY & PROPERTY RENTAL INCOME 277,000 11,402 4% GRANTS 29,100 - 0%
REIMBURSEMENTS 365,999 190,155 52%
OTHER FINANCE SOURCES/TRANSFER IN 1,001,000 333,667 33% OTHER 62,700 63,702 102%
TOTAL REVENUES $20,538,318 $8,066,105 39%

EXPENDITURES PERCENTAGE

BUDGET AS OF EXPENDITURES
EXPENDITURES 2025-2026 12/31/2025 12/31/2025
0000-NON-DEPARTMENTAL REVENUE 513,249 171,083 33%
1100-CITY COUNCIL 144,576 52,673 36%
1200-CITY ATTORNEY 200,000 52,897 26%
1300-CITY MANAGER 733,850 159,794 22%
1400-HUMAN RESOURCES 941,564 413,987 44%
1500-CITY CLERK 209,621 86,531 41%
2100-FINANCE 1,009,396 549,841 54%
3110-POLICE ADMINISTRATION 520,309 296,176 57%
3110-POLICE SUPPORT 1,742,563 868,373 50%
3120-POLICE FIELD OPERATIONS 3,905,033 2,122,647 54%
3131-CODE ENFORCEMENT 204,266 76,698 38%
3132-DISPATCH 861,143 289,320 34%
3210-FIRE ADMINISTRATION 360,248 141,113 39%
3220-FIRE OPERATIONS 3,538,823 2,115,937 60%
3230-FIRE PREVENTION 298,146 225,556 76%
4110-PUBLIC WORKS-STREETS - 36,595 0%
4120-PUBLIC WORKS-PARKS 1,350,689 1,663,852 123%
5100-ECONOMIC DEVELOPMENT 86,999 16,915 19%
5110-GRANTS MANAGEMENT 30,761 3,830 12%
5200-PLANNING 717,686 214,950 30%
5300-BUILDING INSPECTION 440,015 259,571 59%
5400-ENGINEERING 407,681 274,659 67%
6100-RECREATION 646,687 312,045 48%
6110-RECREATION-SPORTS 131,115 43,509 33%
6120-SENIOR CENTER-NUTRITION 171,130 85,716 50%
6200-SENIOR CITIZENS 185,890 83,356 45%
6300-CULTURAL ARTS 94,342 75,226 80%
6400-ANIMAL SHELTER 596,206 239,232 40%
9900-GENERAL-NON DEPARTMENT 353,243 109,447 31%
TOTAL EXPENSES $20,395,231 $11,041,527 54%
303

ATTACHMENT B

ALL FUND SUMMARY MID-YEAR BUDGET MID-YEAR BUDGET
2025-2026 REVENUES AS PERCENT PROJECTED VS 2025-2026 EXPENSES AS PERCENT PROJECTED VS BUDGET 12/31/2025 REC'S YTD YEAR END PROJECTED BUDGET 12/31/2025 USED YTD YEAR END PROJECTED

GENERAL FUND
1000 General Fund 20,538,318 8,066,105 39% 20,552,318 (14,000) 20,395,231 11,041,527 54% 21,711,886 (1,316,655) $20,538,318 $8,066,105 39% $20,552,318 -$14,000 $20,395,231 $11,041,527 54% $21,711,886 (1,316,654.67) $

SPECIAL REVENUE FUNDS
1002 Equipment Replacement 42,500 24,456 58% 42,500 - 280,000 37,616 13% 280,000 - 2000 Traffic Safety 6,000 5,602 93% 6,000 - - - 0% - -
2001 Public Safety Fund 80,000 26,773 33% 80,000 - 90,000 30,000 33% 90,000 - 2004 Street-Const & Mntc 1,850,000 782,377 42% 1,850,000 - 1,845,872 788,430 43% 1,864,232 (18,360) 2005 Gas Tax 707,517 358,308 51% 707,517 - - 116,708 0% 116,708 (116,708) 2006 Road Maintenance and Rehab 650,685 345,940 53% 650,685 - 1,188,350 46,710 4% 1,232,632 (44,282) 2008 CMAQ 2,403,546 43,763 2% 2,403,546 - 2,403,546 90,386 4% 2,403,546 - 2010 LTF Article 3 Bicycle & Pedestrian 28,688 - 0% 28,688 - 25,000 10,000 40% 25,000 - 2011 LTF Article 8 Streets & Roads 784,284 - 0% 784,284 - 1,648,400 231,365 14% 1,671,432 (23,032) 2012 Caltrans Fund 2,701,000 51,465 2% 2,701,000 - 2,701,000 - 0% 2,701,000 - 2013 Measure "C" Street Maint 419,400 122,006 29% 419,400 - 1,037,800 13,069 1% 1,046,057 (8,257) 2014 Measure "C" ADA 13,000 4,204 32% 13,000 - - - 0% - - 2015 Measure "C" Flex 490,000 143,908 29% 490,000 - 975,000 349,288 36% 975,000 - 2018 AB 1913 Grant-Fresno COPS 145,000 126,537 87% 145,000 - 6,351 2,117 33% 6,351 - 2019 CID Groundwater Surcharge 146,054 256,950 176% 262,000 (115,946) - - 0% - - 2020 CFD 2006-1 Vineyward Estates 70,000 54,887 78% 70,000 - 87,204 30,797 35% 87,204 - 2021 Landscape & Lighting Assmt 191,674 90,490 47% 191,674 - 287,970 107,563 37% 287,970 - 2024 American Rescue Plan Act 80,000 - 0% 80,000 - 2,056,451 337,097 16% 2,056,451 - 2025 CDBG Grant 250,000 44,248 18% 250,000 - 232,796 227,515 96% 232,796 - 2032 PD Wellness & Mental Health - - 0% - - 20,000 19,250 96% 20,000 - 2039 ATP Planning Grant - - 0% - - 29,685 - 0% 29,685 - 2041 Foreclosed Homes Project 400 3,895 974% 4,400 (4,000) - 9,486 0% 9,500 (9,500) 2045 ACT Program 215,000 57,183 27% 215,000 - 206,865 98,184 47% 206,865 - 2047 AB74 Storm Drain Appr - - 0% - - 167,930 168,679 100% 167,930 - 2048 High Speed Raid CVTC 693,500 749,922 108% 693,500 - 603,500 270,822 45% 603,500 - 2052 Tactical Urbanism Grant 37,687 74,287 197% 75,000 (37,313) 19,020 51,836 273% 51,836 (32,816) 2053 Clean California Grant 94,675 94,675 100% 94,675 - - 18,139 0% 19,000 (19,000) 2054 Community Power Resiliency - - 0% - - 10,000 - 0% 10,000 - 2057 Business Improvement District 172,000 53,281 31% 172,000 - 7,100 5,767 81% 7,100 - 2060 Measure "S" 2,746,000 1,117,758 41% 2,746,000 - 3,532,019 1,407,840 40% 3,628,455 (96,436) 2061 Long Range Planning 29,300 8,098 28% 29,300 - - - 0% - - 4000 Dev Imp-Streets & Traffic 119,500 16,638 14% 119,500 - 389,000 4,153 1% 389,000 - 4001 Dev Imp-Police Facilities 11,000 564 5% 11,000 - - - 0% - - 4002 Dev Imp-Fire Facilities 12,000 1,494 12% 12,000 - - - 0% - - 4003 Dev Imp-City Facilities 5,600 - 0% 5,600 - 14,000 585 0% 14,000 - 4004 Dev Imp-Storm Drain 126,000 7,163 6% 126,000 - 550 7,139 1298% 6,550 (6,000) 4005 Dev Imp-Sewer 23,100 770 3% 23,100 - 300,000 100,000 33% 300,000 - 4007 Dev Imp-Parks & Recreation 147,200 3,784 3% 147,200 - 80,000 90,934 114% 80,000 - 4008 Dev Imp-Public Facilities 38,000 - 0% 38,000 - - - 0% - - 4010 Dev Imp-Open Space Acquisit 5,000 - 0% 5,000 - - - 0% - - TOTAL SPECIAL REVENUE FUNDS $15,535,310 $4,671,426 30% $15,692,569 -$157,259 $20,245,409 $4,671,475 23% $20,619,799 -$374,390

CAPITAL PROJECTS FUNDS
4108 Capital Projects-Parks 149,000 49,667 33% 149,000 - - - 0% - - 4109 Police Station Construction - - 0% - - 1,345 1,345 100% 1,345 - 4111 New Fire Station Project 20,000 - 0% 20,000 - 2,150,000 31,418 1% 2,150,000 - 4115 Wastewater Infrastructure Project - - 0% - - 63,752 318,510 500% 318,510 (254,758) TOTAL CAPITAL PROJECT FUNDS $169,000 $49,667 29% $169,000 $0 $2,150,000 $351,272 16% $2,469,855 -$254,758

ENTERPRISE FUNDS
5000 Ambulance Fund 7,700,500 4,391,846 57% 7,700,500 - 7,535,894 3,515,472 47% 7,592,974 (57,080) 5001 Garbage Service 1,710,981 1,125,324 66% 1,710,981 - 1,702,000 891,449 52% 1,702,000 - 5002 Transit Service 596,222 245,845 41% 596,222 - 863,700 336,668 39% 863,700 - 5003 Pioneer Village 131,900 54,623 41% 131,900 - 79,381 21,353 27% 79,381 - 5004 Cultural Arts 214,720 129,854 60% 214,720 - 404,198 134,737 33% 404,198 - TOTAL ENTERPRISE FUNDS $10,354,323 $5,947,492 57% $10,354,323 $0 $10,585,173 $4,899,678 46% $10,642,253 -$57,080

DEBT SERVICE FUNDS
3000 Debt Service Fund 917,365 305,788 33% 917,365 - 917,365 316,850 35% 917,365 - 3007 PD Station Debt Services 221,788 115,419 52% 221,788 - 221,788 159,106 72% 221,788 - 3008 2024A Sewer Lease Revenue Bond 514,249 171,416 33% 514,249 - 514,249 176,124 34% 514,249 - 7000 Gen D/S Successor Agency 208,375 501 0% 208,375 - 208,375 - 0% 208,375 - 7001 Successor Agency Admin - - 0% - - 32,614 29,853 92% 32,614 - TOTAL DEBT SERVICE FUNDS $722,624 $171,917 0% $1,861,777 $0 $755,238 $205,977 27% $755,238 $0

INTERNAL SERVICE FUNDS
6000 Insurance 2,345,875 - 0% 2,345,875 - 2,987,643 1,641,657 55% 2,987,643 -6001 Insurance-Employee Benefits 1,519,596 870,137 57% 1,519,596 - 1,664,671 1,029,157 62% 1,664,671 -6002 Fleet Management 806,445 - 0% 806,445 - 869,388 392,889 45% 869,388 -6003 Building & Utility 661,932 - 0% 661,932 - 640,518 240,039 37% 640,518 -6004 Data Processing 409,000 - 0% 409,000 - 726,973 265,890 37% 726,973 - TOTAL INTERNAL SERVICE FUNDS $5,742,848 $870,137 0% $5,742,848 $0 $6,889,193 $3,569,631 52% $6,889,193 $0 GRAND TOTALS $ 53,062,423 $19,776,744 37% $54,372,835 -$171,259 $61,020,244 $24,739,562 41% $63,088,223 -$2,002,882

REVENUES EXPENSES
304
RESOLUTION NO. 2026-17R

A RESOLUTION OF THE COUNCIL OF THE CITY OF SELMA CALIFORNIA

APPROVING AND ADOPTING BUDGET AMENDMENTS FOR VARIOUS FUNDS FOR FISCAL YEAR 2025/2026
WHEREAS, the FY 2025/2026 Annual Budget reflects the City of Selma’s ongoing commitment to providing core services; and
WHEREAS, the FY 2025/2026 Annual Budget was approved by the City Council on June 24, 2025, by Resolution 2025-45R, and any subsequent amendments must be approved by Resolution; and
WHEREAS, a budget amendment is necessary to align the expected revenues and expected expenses.

WHEREAS, the budget amendment attached hereto as Attachment C specifies the various proposed budget amendments for various funds.

NOW, THEREFORE, BE IT RESOLVED, the Selma City Council hereby resolves that the FY 2025/2026 budget be amended as described in Attachment C hereto to provide the necessary funding to various funds.

PASSED, APPROVED AND ADOPTED this 17th day of February 2026, at a regular meeting of the Selma City Council by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

___________________________
Scott Robertson
Mayor
ATTEST:
____________________________
Sara M. Carlson
City Clerk
305

ATTACHMENT C

REQUEST FOR BUDGET
AMENDMENT Resolution No. 2026-17R
Requested by: Margarita Moreno Budget Amounts
Account Numbers: Fund Name Description Increase Decrease Revenues
1000-6100-491200 Donation Proceeds-Recreation $ 14,000
2019-0000-420200 CID Groundwater Surcharge-Groundwater Surcharge $ 115,946 2041-5200-443019 Foreclosed Homes Project-Abandoned Home Regristration $ 4,000 2052-5200-600000 Tactical Urbanism Grant $ 37,313
$ 171,259
Expenses
1000-3120-524001 Police Field Operatons-Workers' Compensation Insurance $ 50,335 1000-3210-663000 Fire Administration-Membership, Dues, & Subs-Lexipol Subscriptions $ 10,000 1000-3220-512000 Fire Operations & Support-Overtime-Special Events $ 81,092 1000-3220-525001 Fire Operations & Support-Sick Leave Incentive & Vacation Cash Out $ 19,436 1000-3220-604008 Fire Operations & Support-Auto Service Repairs-Fleet Repairs $ 25,024 1000-3220-604016 Fire Operations & Support-Strike team travel $ 13,000 1000-3230-512000 Fire Prevention-Overtime-Special Events $ 81,180 1000-4110-604032 Public Works-Rental Equipment -Downtown Project $ 4,145 1000-4110-701000 Improvements-Public Works-Street-Downtown Project $ 32,450 1000-4120-701000 Improvements-Public Works-Parks-Shafer Park $ 235,955 1000-4120-701000 Improvements-Public Works-Parks-Shafer Park $ 606,701 1000-4120-701000 Improvements-Public Works-Parks-Shafer Park Lights $ 11,875 1000-4120-701000 Improvements-Public Works-Parks-Downtown lights & Trees Project $ 6,334 1000-4120-701000 Improvements-Public Works-Parks-Downtown High St Landscape $ 40,040 1000-4120-701000 Equipment-Public Works-Parks-Mower Purchase $ 24,336 1000-4120-710000 Equipment-Public Works-Parks-Ringo Park Playground $ 38,391 1000-4120-710000 Equipment-Public Works-Parks-Brentlinger Pickerball Courts $ 18,360 1000-6100-654001 Special Events -Miscellaneous-Recreation $ 14,000 1000-6400-513001 Animal Shelter-Overtime-Callback, $4,000 $ 4,000 2004-4110-610000 Gas Tax-Public Works-Supplies-Parks-Brentlinger Pickerball Courts $ 18,360 2005-4110-701005 Gas Tax-Public Works-E & F Reconstruction Project $ 17,080 2005-4110-710000 Gas Tax-Public Works-Equipment-PW Vacuum Excavator $ 83,849 2005-4110-999997 Gas Tax-Public Works-\Mulberry St. Reconstruction $ 15,779 2006-5500-701000 Road Maintenance & Rehab -Capital Projects-Street Rehab Project $ 44,282 2011-5500-999998 LTF Article 8-Capital Projects-Alley Project $ 23,032 2013-5500-701000 Measure C Street Maintenance-Capital Projects-Golden State Project $ 3,055 2013-5500-701050 Measure C Street Maintenance-Capital Projects-Downtown Storm Drain $ 5,202 2041-3130-600000 Foreclosed Homes Project-Police Support $ 9,500 2052-5200-600000 Tactical Urbanism Grant-Professional Services-Planning $ 32,816 2053-5200-600000 Clean California Grant-Professional Services-Planning $ 19,000 2060-3220-512000 Measure S-Fire Operations & Support-Overtime-Special Events $ 39,301 2060-3220-523000 Measure S-Fire Operations & Support-Deferred Compensation $ 18,754 2060-3220-525001 Measure S-Fire Operations & Support-Sick Leave Incentive & Vacation Cash Out $ 38,380 4004-5400-600000 Dev Imp-Storm Drain-Professional Services-Planning $ 6,000 4115-5500-701012 Wastewater Infrastructure-Capital Projects-Amberwood Sewer Trunk UP RR $ 254,758 5000-3220-512000 Fire Operations & Support -Overtime-Special Event $ 33,732 5000-3300-512000 Ambulance -Overtime-Special Event $ 23,348 $ 2,002,882
306
Reason(s) for Budget Amendmen(s):

Finance Director Signature ____________________________________________ Date_________________ City Manager Signature ____________________________________________ Date_________________ City Council: Approved Resolution #________________ Denied BA #_________ -____________ Date Posted ___________ By: ____________________________ To align expenses and revenues to mid-year FY 2025/26 budget, staff request budget amendments to the following funds:

General Fund Revenues:
• Recreation -Donation Proceeds, $14,000: To adjust to actual revenue proceeds from Selma Enhancement Corp donations transferred in to General Fund. • General Fund Expenses:
• Police Field Operatons-Workers' Compensation Insurance, $50,335: To adjust to actual Employee Workers Comp Accrual expenses. • Fire Administration-Membership, Dues, Subscriptions, $10,000: To adjust to actual Lexipol subscriptions expenses. • Fire Operations & Support-Overtime Special Event, $81,092: To adjust to actual strike team labor expense to be offset by Mutual Aid Reimbursements. • Fire Operations & Support-Sick Leave Incentive & Vacation Cash Out, $19,436: To adjust to actual vacation cash out payroll expenses. • Fire Operations & Support-Auto Service Repairs-Fleet Repairs, $25,024: To adjust to actual fire apparatus fleet repairs. • Fire Operations & Support-Strike team travel, $13,000: To adjust to actual Strike Team Travel expenses to be offset by Mutual Aid Reimbursements. • Fire Prevention-Overtime-Special Event, $81,180: To adjust to actual Mutual Aid Labor Expenses to be offset by Mutual Aid Reimbursements. • Public Works Streets-Rentals, $4,145: To adjust to actual one time rental for a pot hole machine for downtown planters. • Public Works Streets-Improvements, $32,450: To adjust to actual steel plates & materials downtown planters project. • Public Works Parks-Improvements, $854,531: To adjust to actual council approved Shafer Park installation. • Public Works Parks-Improvement, $46,375: To adjust to actual council approved downtown project. • Public Works Parks-Equipment, $24,336: To adjust to actual 72' Mower purchase prior year carryover. • Public Works Parks-Equipment,$38,391: To adjust to actual Ringo Park Playground Prop 68 grant funded shade structure prior year carryover. • Public Works Parks-Equipment, $18,360: To adjust to actual Brentlinger Pickerball Courts 50% dep solar lights prior year carryover. • Recreation-Special Events-Miscellaneous, $14,000: To adjust to actual expenses for Special event Selma Live to be offset funds transfer in from Selma Enhancement corp donation proceeds.
• Animal Shelter-Recreation-Overtime-Callback, $4,000: To adjust to actual animal service call back labor expenses .

Special Revenue Funds Revenues:
• CID Groundwater Surcharge-Groundwater Surcharge, $115,946: To adjust to actual adjust revenues for fees from Cal Water to CID to support groundwater recharge management.
• Foreclosed Homes Project-Abandoned Home Project, $4,000: To adjust to actual unbudgeted abandoned home registration expenses associated with the Foreclosed Homes Project.
• Tactical Urbanism Grant-Planning, $37,313: To adjust to actual revenues for grant funding from related grant expenses reimbursements.

Special Revenue Funds Expenses:
• Gas Tax-Public Works-Supplies-Parks, $18,360: To adjust to actual Brentlinger Pickerball Courts solar lights prior year carryover. • Gas Tax-Public Works-E & F Reconstruction Project, $17,080: To adjust to actual street project prior carryover. • Gas Tax-Public Works-Equipment, $83,849: To adjust to actual purchase of a PW Vacuum Excavator prior year carryover. • Gas Tax-Public Works-Mulberry St. Reconstruction, $15,779: To adjust to acutal street project prior carryover. • Road Maintenance & Rehab -Capital Projects, $44,282: To adjust to actual prior year budget carryover for Street Rehab Project. • LTF Article 8-Capital Projects, $23,032: To adjust to actual prior year carryover alley project to remove sewer. • Measure C Street Maintenance-Capital Projects, $3,055: To adjust to actual Golden State Project County expense. • Measure C Street Maintenance-Capital Projects, $5,202: To adjust to actual Dockery Storm Drain repair prior year carryover FY24-25. • Foreclosed Homes Project-Police Support, $9,500: To adjust to actual unbudgeted abandoned home registration expenses associated with the Foreclosed Homes Project offset by revenues received.
• Tactical Urbanism Grant-Planning, $32,816: To adjust to acutal for unbudgeted grant related expenses offset by increased grant funding. • Clean California Grant-Planning, $19,000: To adjust to actual for unbudgeted grant related expenses. • Measure S-Fire Operations & Support-Overtime-Special Events, $39,301: To adjust to actual strike team labor expense to be offset by Mutual Aid Reimbursements. • Measure S-Fire Operations & Support-Deferred Compensation, $18,754: To adjust to actual prior payroll defered comp taxation mitigation prior year expense. • Measure S-Fire Operations & Support-Sick Leave Incentive & Vacation Cash Out, $38,380: To adjust to actual vacation cash at employee separation. • Storm Drain Appr.-AB74 Storm Drain Project, $6,000: To adjust to actual for unbudgeted expense for unbudgeted planning expenses. • Wastewater Infrastructure-Capital Projects-Amberwood Sewer Trunk, $254,758: To adjust to actual for unbudgeted Amberwood Sewer Trunk expenses.

Enterprise Funds Expenses:
• Fire Operations & Support -Overtime-Special Event, $33,732: To adjust to actual Mutual Aid Labor Expenses to be offset by Mutual Aid Reimbursements. • Ambulance- Overtime-Special Event, $23,348: To adjust to actual Mutual Aid Labor Expenses to be offset by Mutual Aid Reimbursements. 307
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3-2
Action -
Consideration of the
Downtown Business
Improvement District
(BID) Advisory Board
Applications for
Subsequent Appointment
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ITEM NO: 3-2

CITY COUNCIL STAFF REPORT
Meeting Date: February 17th, 2026
SUBJECT: Consideration of the Downtown Business Improvement District (BID) Advisory Board Applications for Subsequent Appointment
SUBMITTED: Jose Moreno, Public Information Officer
APPROVED: Jason Rogers, City Manager
RECOMMENDATION:

The Selma City Council is responsible for appointing members to various Boards and Commissions, including the Downtown Business Improvement District (BID) Advisory Board. This board advises the City Council on matters impacting the downtown business community and helps ensure responsiveness to business and community needs.

The Downtown BID Advisory Board consists of nine members representing a diverse mix of businesses within the BID district. Members serve one-year terms, with terms staggered to support continuity. The individuals included in this report submitted applications during the most recent open application period for the Downtown BID Advisory Board.

Staff recommend that the City Council review the attached applications and appoint members to fill the four current vacancies.

DISCUSSION:

Three vacancies currently exist on the Downtown Business Improvement District (BID) Advisory Board. To fill these positions, staff announced the open application period through the Downtown Selma social media channels, public notice, and the City’s website. Business owners within the BID district were invited to apply through an online application process.

Three applications were received from the following individuals:
• Rose Robertson, Robertson-Guerra Insurance Agency, Inc. • Richard Braden, Jem Restaurant Management/ Kentucky Fried Chicken • Isabel Vargas, My Vintage Thrift & Boutique
In accordance with the BID Management Plan, the City Council is asked to review the submitted applications and appoint qualified representatives to serve one-year terms on the Advisory Board.
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FISCAL IMPACT:

None
Attachments:
☐ Resolution
☐ Ordinance
☐ Map
☐ Agreement
☒ Other
List: Applications (3)
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313
314
315
316
317
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3-3
Action -
Consideration and Necessary
Action on
Resolution 2026-18R Establishing
Fees and Charges for Unaltered
Dog and Cat Licenses and Fines
for Violation of
Selma Municipal Code § 6-2-26
Relating to Breeding, Transfer
and Sale of Dogs and Cats
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ITEM NO: 3-3

CITY COUNCIL STAFF REPORT
Meeting Date: February 17, 2026
SUBJECT: Consideration and Necessary Action on Resolution 2026-18R Establishing Fees and Charges for Unaltered Dog and Cat Licenses and Fines for Violation of Selma Municipal Code § 6-2-26 Relating to Breeding, Transfer and Sale of Dogs and Cats
SUBMITTED: Neal E. Costanzo, City Attorney
APPROVED: Jason Rogers, City Manager
RECOMMENDATION:

Adopt Resolution No. 2026-18R establishing fees and charges for unaltered dog and cat licenses and fines for violations of Selma Municipal Code (“SMC”) § 6-2-26.

DISCUSSION:

The proposed resolution sets the fees for dog and cat licenses and differentiates between altered and unaltered dogs and cats. The way the city assesses or charges those fees to residents is already in place because the city has a ordinance requiring applications for dog licenses established pursuant to SMC Section 6-2-15, setting the requirement for and issuance of a dog license in response to an application. The city has established forms and procedures for applications that can be made by mail, in person or on the city website as well as the licenses that are issued in response. Implementing the new license fees requires some modification to the current system for taking applications for dog licenses.

The Amended ordinance 6-2-26 makes the licensing requirements applicable to cats as well as dogs, so to implement the new fees those existing forms and procedures, and most importantly the notifications to the public (which primarily exist on the city website) of the requirement being applicable to cats need to be changed to allow for the required application of a cat license. Currently, the dog licensing fees applicable to both altered and unaltered dogs is set by resolution (at $10 and $20 respectfully). That resolution is repealed by the proposed resolution. Under the existing ordinances a licensing fee for an animal is an annual fee. It expires December 31st of every year and becomes delinquent after March 31st of every year.

Delinquent license fees incur a fifty percent (50%) increase. The license fee is administered by the City Finance Department. (SMC Section 6-2-15, 16). Those requirements remain in place.

The adoption of the amended version of § 6-2-26 of the SMC requires licensing of cats, in addition to dogs, and is designed to encourage people to have their dog and/or cat spayed or neutered. Accordingly, the proposed Resolution increases the license fee for having an unaltered animal from twenty dollars ($20) annually, with a fifty percent (50%) discount to seniors (persons over 62), to a one hundred dollar ($100) annual fee, with no senior discount available.

Consistent with the overall purpose of the Ordinance Amendment, the fee for a permit or license for an animal that is unalerted that is allowed to breed is set by the proposed resolution at three hundred eighty dollars ($380). That permit fee is to be charged in the same way as the 321
dog license fee is currently charged, so the existing forms, procedures and practices in use at the city may need to be altered to reflect the new type of license; or a new license application needs to be developed to implement this new license requirement. The fine for having an unaltered animal that is unlicensed is set at two hundred fifty dollars ($250) and the fine for allowing an animal to breed without the required permit is set at five hundred seventy-five dollars ($575). Fines are imposed by the issuance of a citation under provisions of the SMC providing for administrative assessment of fines for a violation of the SMC There would be no change in the license fee ($10, and $5 for seniors) applicable to an altered animal.

FISCAL IMPACT:

None.

Attachments:
☒ Resolution 2026-18R
☐ Ordinance
☐ Map
☐ Agreement
☐ Other
List:
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RESOLUTION NO. 2026 -18R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

ESTABLISHING FEES AND CHARGES FOR UNALTERED DOG AND CAT LICENSES AND FINES FOR VIOLATIONS OF SELMA MUNICIPAL CODE 6-2-26

RELATING TO BREEDING, TRANSFER AND SALE OF DOGS AND CATS WHEREAS, the City has approved an amendment to Title Six, Chapter 2, Section 26 (6-2- 26) of the Selma Municipal Code (“SMC”) requiring, among other things, an unaltered dog or cat license, and a breeder’s permit for an owner of an animal that is allowed to breed; and, WHEREAS, the adopted ordinance amendment requires the City Council to set new fees for the licensing of unaltered dogs and cats and for a breeder’s permit, and to prescribe fines for violation of the amended ordinance by Resolution; and, WHEREAS, currently the city issues licenses for dogs, but not licenses for cats, and amounts of an such licenses, among other things are set to be by Resolution; and, WHEREAS, the City Council intends to and hereby does repeal all prior Resolutions setting licensing fees for an unaltered dog or cat and for permit fees for an owner of such unaltered animal, that allows the animal to breed, all such fees shall be those set by this resolution, all prior resolutions are hereby repealed.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SELMA DOES HEREBY RESOLVE AS FOLLOWS:

1. The City Council finds that the above recitals are true and correct and are incorporated herein by reference.

2. The fees for any license or permit authorized or required by the SMC for the privilege of having an unaltered (not spayed or neutered) dog or cat within the city limits shall be onehundred dollars ($100) annually, expiring on December 31st of every year and becoming delinquent on March 31st of every year. Once delinquent the license fee shall be increased by 50%. The license fee for an altered dog or cat shall be and remain ten dollars ($10) and five dollars ($5) for seniors (Persons over 62).

3. The permit allowed for by Section 6-2-26 which is required for anyone that allows a dog or cat to breed shall be three-hundred eighty dollars ($380).

4. The fine for having an unaltered dog or cat within the city limits that is not licensed shall be two hundred fifty dollars ($250).

5. The fine for violating the provisions of SMC 6-2-26 by allowing am unaltered dog or cat to breed, without a license, or permit as prescribed by that section, shall be five-hundred seventy-five dollars ($575).
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6. Staff is directed to remove any references to any different fee or charge for the granting of a license or permit of the type specified in SMC 6-2-26 and shall correct all publications relating to the subject matter of said section of the SMC to reflect the fees and penalties prescribed by this resolution.

PASSED, APPROVED, AND ADOPTED at a Regular Meeting of the City Council of the City of Selma held on the 17th day of February 2026 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Sara M. Carlson
City Clerk
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3-4
Introduction and Waiver
of First Reading of
Ordinance 2026-02
Amending Selma
Municipal Code § 5-7-3,
Relating to Special Event
Permit Processing
Timelines
325
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ITEM NO: 3-4

CITY COUNCIL STAFF REPORT
Meeting Date: February 17, 2026
SUBJECT: Introduction and Waiver of First Reading of Ordinance 2026-02 Amending Selma Municipal Code § 5-7-3, Relating to Special Event Permit Processing Timelines
SUBMITTED: Jason Rogers, City Manager
APPROVED: Jason Rogers, City Manager
RECOMMENDATION:

Introduce and waive the first reading of Ordinance 2026-02 amending Selma Municipal Code § 5-7-3 to establish an expedited application pathway for minor, low-impact special events.

DISCUSSION:

Selma Municipal Code (SMC) Chapter 5-7 governs the permitting and regulation of special events within the City, including application requirements, review timelines, public safety considerations, and vendor compliance. Under the current code, special event permit applications are required to be submitted at least ninety (90) days prior to an event, with City Manager discretion to accept applications submitted at least forty-five (45) days in advance when the event does not involve public right-of-way closures, diversion of regularly assigned public safety personnel, or adverse impacts to emergency access, parking, or traffic.

This framework is appropriate for large or complex events that require significant coordination among City departments or outside agencies. However, recent event requests have highlighted a gap in the Municipal Code for small, low-impact events, such as limited gatherings on private property or within City parks that may involve minimal vendors or temporary activities but do not trigger significant operational or public safety impacts.

In the absence of a clearly defined expedited pathway, these smaller requests have required case-by-case evaluation and City Manager discretion, resulting in uncertainty for applicants and inefficiencies for staff. City Council has requested that staff explore revisions to processing timelines to allow for quicker review of small, low-impact events while maintaining appropriate review periods for events involving street closures, traffic control, or substantial public safety considerations.

The proposed ordinance amendment introduces a narrowly defined expedited minor special event permit pathway within SMC § 5-7-3. The amendment preserves the existing ninety (90) day application requirement for major events and retains the forty-five (45) day discretionary pathway currently authorized under the Municipal Code. In addition, the ordinance establishes a two-tier approach: an expedited pathway for minor events submitted at least twenty-one (21) days in advance, and separate City Manager discretion to accept or deny applications submitted fewer than twenty-one (21) days prior to the event when the event is determined to be minor in nature and low impact.
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This approach reflects practices used by peer Central Valley cities, which distinguish between major special events requiring extended review and smaller community or park-based activities that can be processed administratively without compromising public safety or operational readiness. Importantly, the proposed amendment does not create an entitlement to approval based on submission timing. The City Manager retains discretion to require additional review time or deny expedited processing if operational, staffing, or public safety concerns are identified.

Operational details, such as eligibility criteria, documentation requirements, vendor compliance expectations, and application intake procedures, will be addressed through separate administrative policy and revised application materials. Addressing these details administratively, rather than embedding them in the Municipal Code, allows the City to maintain flexibility and respond to changing conditions while providing clearer guidance to applicants.

Overall, the proposed amendment is intended to improve clarity, consistency, and efficiency in special event permitting, reduce ad hoc exception requests, and better align processing timelines with the scale and impact of proposed events, while continuing to protect the public health, safety, and welfare.

FISCAL IMPACT:

There is no direct fiscal impact associated with the proposed ordinance amendment.

Clarifying permit timelines and procedures is anticipated to reduce staff inefficiencies related to case-by-case exception requests and last-minute coordination.

Attachments:

Resolution
Ordinance 2026-02
Map
Agreement
Other
List:
x
328
1 ORDINANCE NO. 2026-02

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SELMA,
CALIFORNIA, AMENDING SELMA MUNICIPAL CODE § 5-7-3, RELATING TO

SPECIAL EVENT PERMIT PROCESSING TIMELINES
WHEREAS, Selma Municipal Code (“SMC”) Chapter 5-7 establishes regulations governing special events within the City of Selma, including application requirements, review timelines, and public safety considerations, and;
WHEREAS, SMC § 5-7-3 currently requires special event permit applications to be submitted at least ninety (90) days prior to an event, with limited discretion for the City Manager to accept applications submitted at least forty-five (45) days in advance when specified conditions are met, and;
WHEREAS, The City Council has requested consideration of an expedited review pathway for minor, low-impact events that do not involve street closures, significant public safety impacts, or diversion of City resources, and;
WHEREAS, The City Council finds that establishing a limited expedited application process for minor special events will improve clarity, consistency, and administrative efficiency, while preserving appropriate review timelines and safeguards for larger or more complex events;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SELMA DOES HEREBY ORDAIN AS FOLLOWS:

Section 1. Title Five, Chapter Seven, Section Three, Part A of the Selma Municipal Code (§ 5- 7-3A) is hereby amended to read as follows:
5-7-3: SPECIAL EVENT PERMIT – APPLICATION – INFORMATION REQUIRED – TIMING
(A) An application for a special event permit shall be made at least ninety (90) days prior to the special event. The City Manager or designee may authorize acceptance of an application for a special event permit submitted at least forty-five (45) days prior to the special event if the event does not require closure of a public right-of-way, will not require diversion of regularly assigned public safety personnel, and does not negatively impact emergency access, parking, or traffic in the surrounding area.

1. If determined by the Police Chief that a road closure impacts public safety, the closure must be approved by the City Council prior to the event.

2. Expedited Minor Special Events. Notwithstanding the foregoing, the City Manager or designee may accept and process an application for a minor special event permit submitted no fewer than twenty-one (21) calendar days prior to the event, provided the City Manager or designee determines that the proposed event is minor in nature and low-impact. In making this determination, consideration shall include, but not be limited to, the following:
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2 a. The event does not require closure of any public right-of-way; b. The event does not require diversion of regularly assigned police, fire, or public works personnel; and
c. The event does not negatively impact emergency access, parking availability, or traffic circulation.
d. Whether the event requires permits or approvals from third-party or outside agencies, including but not limited to the Fresno County Department of Public Health, Alcoholic Beverage Control, or Fire Authority, and whether sufficient time exists to obtain such approvals prior to the event.

3. Applications Submitted Fewer Than Twenty-One (21) Days Prior to the Event.

Notwithstanding subsection (A)(2), the City Manager or designee may, in his or her discretion, accept, process, condition, or deny an application submitted fewer than twenty-one (21) days prior to the proposed event, upon a determination that sufficient time exists to ensure public safety and regulatory compliance.

Nothing in this subsection shall be construed to require approval of an expedited minor special event application. The City Manager or designee may require additional review time or deny expedited processing if operational, staffing, or public safety concerns are identified.

Section 2. Effect. This Ordinance shall take effect and be in force and effect thirty (30) days from and after the date of its final passage.

Section 3. Publication of Summary. The City Clerk is authorized and directed to cause this Ordinance or a summary thereof to be published once in a newspaper of general circulation published and circulated in the County of Fresno within fifteen (15) days after its adoption.

The City Clerk shall cause a summary of the proposed ordinance to be published and a certified copy of the full text of the proposed ordinance to be on file in the office of the City Clerk. The summary shall be approved by the City Attorney.

Section 4. No Preemption. It is the intent of the City Council of the City of Selma to supplement applicable state and federal law and not to duplicate or contradict such laws, and this ordinance shall be construed consistently with that intention.

Section 5. Severability. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unenforceable by a court of competent jurisdiction, the remaining portions of this Ordinance shall nevertheless remain in full force and effect. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more portions may be declared invalid or unenforceable.

Introduction and First Reading Approved at a Regular Meeting of the City Council on February 17, 2026, and;
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3 PASSED, APPROVED, AND ADOPTED at a Regular Meeting of the City Council of the City of Selma held on the _____ day of _____ 2026 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Sara M. Carlson
City Clerk
331