Reedley

CITY OF REEDLEY MUNICIPAL SERVICE REVIEW AND SPHERE OF INFLUENCE UPDATE Report to the Fresno Local Agency Formation Commission MSR-24-04 / RSOI-215 Prepared with the assistance of the City of Reedley Brian Spaunhurst, Executive Officer Jessica Gibson, Analyst II Monica Leon, Analyst I Joel Mattias, Analyst I Lizbeth Dominguez, Intern Clara Corl, Intern Amanda Olivas, Commission Clerk 1401 Fulton Street, Suite 800 Fresno, CA 93721 Adopted: September 10, 2025 Table of Contents Preface ............................................................................................................................................................... 4 EXECUTIVE SUMMARY ...................................................................................................................................... 9 City of Reedley Overview ............................................................................................................................... 10 1. Governance and Accountability ........................................................................................................... 13 2. City Finances .......................................................................................................................................... 26 3. Growth and Population Projections .................................................................................................... 41 4. Agriculture Preservation ...................................................................................................................... 55 5. Disadvantaged Unincorporated Communities ................................................................................... 62 6. Municipal Airport Facility ...................................................................................................................... 64 7. Parks and Recreation Services ............................................................................................................. 70 8. Law Enforcement Services ..................................................................................................................... 80 9. Fire Protection Services ......................................................................................................................... 94 10. Solid Waste Services ............................................................................................................................ 103 11. Circulation and Street Maintenance Services ................................................................................... 106 12. Wastewater Services ........................................................................................................................... 115 13. Water Services ..................................................................................................................................... 122 14. Public Transportation Services .......................................................................................................... 133 15. Shared Facilities, Opportunities for Shared Facilities ..................................................................... 138 16. Municipal Services Review Determinations ..................................................................................... 141 17. Sphere of Influence Update Determinations .................................................................................... 152 18. Recommendations ............................................................................................................................... 155 19. Acknowledgements ............................................................................................................................. 157 2 | Page Pro�ile: City of Reedley Contact Information City Manager: Nicole R. Zieba, City Manager City Hall address: 1733 9th Street Reedley, CA 93654 Phone: (559) 637-4200 ext 212 Office hours: 8:00 a.m. to 5:00 p.m. Monday - Friday Website: https://reedley.ca.gov/ Management Information Incorporation date: February 18, 1913 Enabling act: Government Code Title 4 (Government of Cities) Organized as: General Law City Governing body: Five City Council Members are elected by defined council district boundaries within the City; among themselves, a Mayor and Mayor Pro-tem are selected to serve 2-year terms; Council Members have staggered four-year terms. Elections: Elections Code sec. 10100 et seq. (General Provisions) Council members: Name Current Term Matthew Tuttle, Mayor December 2024 - December 2028 Mary Fast, Mayor Pro Temp December 2022 - December 2026 Micheal Crutchfield December 2024 - December 2028 Scott Friesen December 2022 - December 2026 Christopher Arriaga December 2024 - December 2026 City Council meetings: On the second and fourth Tuesday of each month, 7:00 p.m. at City Council Chambers Staffing: 119 Full-time employees Service Information Population served: 26,603 Incorporated limits: 3,632 acres Sphere of influence: 4,938 acres Proposal: add 42.52 acres into the Reedley SOI (see Figure 2) Fiscal Information Budget: $50.7 million (FY 24-25) Administrative Policies Policies/Procedures: Yes General Plan: Reedley 2030 General Plan Reedley Municipal Code: https://codelibrary.amlegal.com/codes/reedleyca/latest/overview Previous SOI update: 2020 Vision Statement: Yes 3 | Page Preface This Municipal Services Review (“MSR") is prepared by the Fresno Local Agency Formation Commission (“LAFCo" or “Commission”) to examine the municipal services provided by the City of Reedley in support of an action by LAFCo on the Reedley sphere of influence (“SOI”). This MSR examines the following items and municipal services provided by the City: • Governance and Accountability • Agency Finances • Growth and Population Projections • Agriculture Preservation • Disadvantaged Unincorporated Communities • Airport Facilities • Fire Protection Services • Law Enforcement • Solid Waste Services • Parks and Recreation Services • Street Maintenance • Water Service • Wastewater Service • Public Transportation • Shared Facilities Credits Reedley staff provided a substantial portion of the information included in this document, including annual budgets, financial statements, various master plans, and assisted LAFCo staff to complete the MSR worksheet. LAFCo extends its appreciation to those individuals at the City of Reedley (Community Development Director Rob Terry and Associate Planner Ellen Moore), Reedley’s consulting firm 4Creeks Inc., and staff of the State Water Resources Control Board Division of Drinking Water–Fresno District Office, and the California Regional Water Quality Control Board–Central Valley Region for providing information, supporting documents, and their valuable assistance in the development of this MSR update. 4 | Page Figure 1. Reedley City Limits and Sphere of Influence 5 | Page Figure 2. Proposed Reedley Sphere of Influence Update 6 | Page Figure 3. City of Reedley 2030 General Plan Land Use Element 7 | Page Figure 4. West Huntsman Avenue SOI Expansion Area 8 | Page EXECUTIVE SUMMARY Purpose of this Municipal Service Review This MSR has been prepared in response to the City of Reedley’s West Huntsman Avenue sphere of influence (“SOI") update application filed with Fresno LAFCo on July 29, 2024. This MSR presents data and analysis in support of the Commission’s determinations pursuant to Government Code (“GC”) sections 56425 and 56430.This MSR evaluates the City’s municipal services, existing development and service policies, and financial practices in place to provide public services into the existing and proposed SOI over the next 20 to 25 years. Reedley Sphere of Influence and Proposed Update In 2020, LAFCo updated the 2012 Reedley SOI and expanded the Reedley SOI by 40 acres to allow for the annexation to accommodate planned urban land uses located near the intersection of South Apple Avenue and East Huntsman Avenue. The current Reedley SOI has been preserved in its current form for four years. 9 | Page City of Reedley Overview Civil war hero Thomas Law Reed settled in the area now known as Reedley (“City” or “Reedley”) to provide wheat for Gold Rush miners in the mid-1800s. His donation of land for a railroad station site established the town as the center of the Valley's booming wheat business.1 Railroad officials commemorated his vision by naming the City of Reedley in his honor. When the mining industry began to fade, wheat demand slackened. Kings River water was diverted for crop irrigation, and the region began its tradition of bountiful field, tree, and vine fruit harvests. With water and railroad services in place, farming families of European immigrants were recruited, and Reedley was incorporated in 1913. Reedley is located between the State’s coastal mountain ranges and the Sierra Nevada Mountains. Reedley’s geography is primarily flat land with the Kings River flowing through the western portion of the City. Reedley does not share any common boundaries with other cities. The City is situated in the south- central portion of Fresno County, approximately three miles east of the City of Parlier and approximately 1.5 miles northeast of the City of Dinuba in Tulare County. The City is located approximately 25 miles southeast of City of Fresno. Manning Avenue is an east-west four-lane arterial street that connects the City with State Route 99 (“SR 99”) 12 miles west of Reedley. Similarly, Reed Avenue is a north-south two-lane arterial that connects the City to SR 180 eight miles north of the City. Both roadways are the City’s primary access points, and are heavily used by local, regional, and national residents, travelers, and motor carriers. In addition, the City is located near the Tulare Valley Railroad and the Southern Pacific Railroad lines. As of January 2025, California Department of Finance estimated that City’s population totaled 26,603 residents, making Reedley the fourth largest City in Fresno County based on population estimates. Based on its incorporated acreage, Reedley is the sixth largest city in the County. The first Reedley SOI was established by LAFCo in 1974 and later updated in 1982. The Reedley SOI has since been revised five times in 1994, 2007, 2012, 2019, and 2020. Reedley’s corporate limits encompass approximately 3,632 acres within a LAFCo approved 4,938-acre Reedley SOI as of August 2025. The Reedley SOI follows South Avenue on the north, Buttonwillow Avenue and Zumwalt Avenue to the east, the Fresno-Tulare County lines along the south, and generally follows the Kings River to the west. Since its 1913 incorporation, the City has had more than 112 annexations between 1942 and 2025. With the exception of the Reedley Municipal Airport, Reedley’s city limits are uniform; there are no unincorporated islands or peninsulas at the fringe of the City limits. The Reedley Municipal Airport, a public facility, is located on a non-contiguous parcel approximately three miles north of the City on land owned by the City. Reedley has comprehensively updated its General Plan four consecutive times; in 1964, 1977, 1991, and most recently in 2014. Over the course of the various General Plans, the City’s growth plans have 1 City of Reedley, General Plan 2030, Page 4. 10 | Page been conservative by policy and the City has focused urban growth inward and away from prime agricultural land. Due to the constraints associated with extending infrastructure across the Kings River, the City limits have rarely been expanded to the west. Furthermore, because LAFCo Law prohibits a City from annexing territory in another county, opportunities for Reedley to grow south are constrained by the Fresno-Tulare County line. LAFCo notes that for the next 20 to 25 years City growth is likely to occur north, east, and with limited opportunities to the west as indicated earlier. In 2024, the City filed an application with LAFCo requesting a 42.52-acre expansion of the Reedley SOI to accommodate much needed land for commercial uses. The City has submitted to LAFCo the necessary documents including but not limited to, all City approved land use entitlements for the West Huntsman Avenue SOI update and supporting certified environmental analysis for the proposed SOI update. The City intends to submit future applications to LAFCo to incrementally expand the Reedley SOI to its ultimate area to accommodate future growth of the City as identified by the Reedley General Plan. Prior to such applications, pursuant to GC sec. 56425, the City will work with the County to formally identify the areas that are to be considered for future SOI updates. Annexation and development of the Reedley SOI will depend on market demand and consistency with the Reedley General Plan, but it is expected to meet the City’s future growth for the next 20 years. As planned, Reedley SOI expansion will help accommodate the City of Reedley’s need for office space and commercial development, further implementing the goals and policies of the Reedley General Plan goals. As of the preparation date of this MSR, the City informed LAFCo that approximately 666 acres of designated industrial land fall within the City’s existing Sphere of Influence (SOI), including parcels both inside and outside the city limits. Of this total, approximately 373 acres lie outside the city limits but within the SOI, with the southeastern quadrant comprising the largest concentration of industrially designated land in that area. The City's wastewater treatment facility is located in the southwestern quadrant. City Governance Structure A five-member City Council elected by their respective council district governs the City of Reedley. The City Council appoints a City Manager who is responsible for the day-to-day operations of the City. The City Manager is assisted by 124 full-time equivalent employees that manage a wide variety of professional and technical municipal and support services. More information is provided under the chapter entitled Governance and Accountability. City-County Memorandum of Understanding As prescribed by GC sec. 56425(b), the City and County representatives convened to discuss the proposed SOI update; additionally, both agencies reached a formal agreement by the way of a Memorandum of Understanding (“MOU”) on the proposed Reedley SOI update. In September of 2017, the County of Fresno Board of Supervisors executed the first Amendment of the Amended and Restated MOU between the County of Fresno and City of Reedley regarding standards for annexation. On September 7, 2021, the City of Reedley and the County of Fresno entered into the Second Amendment and Restated MOU concerning standards for annexation and anticipated growth 11 | Page areas outside of the City’s current SOI. This SOI application was included in the identified Future Growth Area of the second amendment and the first amendment dated September 26, 2017. Although LAFCo is not a party to the County-City MOU, the agreement provides a mutual agreement between both parties that addresses exchange of tax revenue upon annexation, standards of annexation, conditional commitments, and other matters of interest to both parties. City informed LAFCo that there are no active Williamson Act Contracts within the areas requested to be included in the updated Reedley SOI. City Services and Issues Evaluated in MSR This MSR examines the following City services: • Governance and Accountability • Agency Finances • Growth and Population Projections • Agricultural Preservation • Disadvantaged Unincorporated Communities • Municipal Airport Facility • Fire Protection Services • Law Enforcement Services • Solid Waste Services • Parks and Recreation Services • Circulation and Street Maintenance Services • Water Services • Wastewater Services • Public Transportation Services • Shared Facilities In addition to the services that the City provides, the following local agencies provide services to Reedley residents: • Sierra Kings Health Care District • Consolidated Mosquito Abatement District • Fresno County Library District • Central Valley Pest Control District • West Fresno County Red Scale Protective District • Reedley Cemetery District • Kings Canyon Unified School District • State Center Community College Special districts that provide services to parcels located outside the City limits and within the Reedley SOI are: • Alta Irrigation District • Consolidated Irrigation District • Fresno County Fire Protection District • Kings River Conservation District • Sierra Resource Conservation District 12 | Page 1. Governance and Accountability Well-managed organizations routinely evaluate their services, service plans, assess performance levels, and regularly look for ways to improve their service delivery. Reedley, for example, relies on several benchmarks to track each department’s productivity. This section of the MSR examines the City’s governance structure, boards and commissions, departments, planning documents, and existing practices that support its local governance and accountability. Reedley’s Mission Statement The Reedley mission statement provides guidance for the implementation of the 2030 Reedley General Plan and its promise to its residents. Reedley’s mission statement reads, “We, the members of the Reedley City Council and the employees of the City of Reedley, foster a high quality of life for our entire community by creating an environment of open communication, progressive partnerships, economic opportunities and the delivery of efficient, responsive and excellent community services.” The City’s mission statement is reviewed every few years by the Reedley City Council during the development of the City’s annual budget. The purpose of the mission statement is to communicate the most desirable qualities that prevail in Reedley’s future, to build on the City’s current values and opportunities, and inspire its citizens to achieve the community’s highest potential. Reedley City Council The Reedley City Council carries out its responsibilities through the implementation of the Reedley General Plan, Reedley Municipal Code, the annual budget, and other state laws. During the development of each annual budget, the City Manager keeps the City Council apprised on existing service levels, service demands, and future service needs of the City. The City of Reedley is a general law city with a “council-manager” form of government. The City is governed by a five-member elected council, each representing a geographically defined district within the City. City elections are held every two years to fill council member seats for four-year terms. Council member terms are staggered so that three of the five terms expire on the same cycle and two terms expire on the following election cycle. Every two years, a mayor is elected in a general election for a period of two years. There is no limit on the number of times a candidate can run for re-election to the City Council. Council members receive a monthly base salary of $500 per month for their meeting attendance.2 The City council is accountable to the residents of the City. A depiction of the five council district boundaries is shown on Figure 1-2. The City Council meets on the second and fourth Tuesday of each month at 7 p.m. at the Reedley City Council Chambers located at 845 “G” Street, Reedley. Regular council meetings are open to the public and residents are encouraged to attend and participate in the City’s decision-making process. An opportunity to address 2 Reedley Code of Ordinances, 1-5-9: City Council Compensation. Website: https://codelibrary.amlegal.com/codes/reedleyca/latest/reedley_ca/0-0-0-135, 2025. 13 | Page the City Council on items not listed on the agenda is provided on each meeting agenda to allow residents to interact with the City Council. If a member of the public desires to formally present to City Council, the person is encouraged to contact the City Clerk in advance to coordinate possible meeting dates. Meetings are noticed consistent with Brown Act requirements, which include posting meeting information in public places 72 hours prior to each scheduled meeting. Reedley City Council meetings are streamed live to the public through the City’s website at https://reedley.ca.gov/city-council/city-council-live-stream/. The City Council meeting agendas, minutes, and related staff report information are posted on the city website 72 hours prior to each meeting. The City Clerk also provides hard copies of meeting agenda information available for public review at the Clerk’s Office. The City’s website provides City Council meeting agendas, minutes, and supplemental information dating from 2009 up to current date. Service requests, comments, and complaints may be submitted through phone calls, email, letters, and in-person to the City Council, department heads, or the City Manager. The City’s website provides contact information for each major City department. Figure 1-1. City of Reedley Governing Body The Reedley City Council may create a board, a commission, or a committee of the Council, or other body of the City by ordinance, resolution, or other formal action of the Council. There are currently seven (7) boards, committees and commissions created by the Council and serving many areas of the City’s day-to- day life and business.3 They provide a platform for public involvement in the governmental process. Legislative bodies created by the Council report to the City Council and are subject to the Brown Act. 3 Reedley Community Calendar, Boards and Commissions. Website: https://reedley.ca.gov/things-to-do/community-calendar/, 2025. 14 | Page Figure 1-2. City Council District Map 15 | Page Commissions and Committees The Reedley Municipal Code authorizes the Mayor to nominate eligible individuals to be considered for official appointment by the City Council to serve on the Reedley Planning Commission, Measure G Oversight Committee, Community Services Commission, Traffic Safety Commission, Airport Commission, RDA Oversight Board, and the Streetscape Maintenance Committee. Legislative bodies created by the Council, pursuant to Title 2 of the Reedley Municipal Code, report to the City Council and each board is subject to the Brown Act. The City of Reedley’s website provides additional information on each board’s responsibilities, application information for potential candidates, and respective meeting information packets including but not limited to notices, agendas, and minutes for each of the seven boards. These seven boards are summarized as follows. Reedley Planning Commission The Reedley Planning Commission is a permanent board made up of five city residents who have been recommended for appointment by the Mayor and approved by the City Council to review, advise, and act on matters related to land use planning and development of the City. Planning Commissioners are appointed to four-year terms with two of the five terms ending on the same even-year and the other three terms ending on the following even year. Commissioners serve at the pleasure of the Council, so Planning Commission membership may occasionally change in response to changes in the Mayor or City Council membership. The Planning Commission is the first decision-making body that assesses, reviews, and advises the City Council on fundamental city growth issues related to land use, housing needs, municipal services, and environmental protection. In the event that the Planning Commission functions as the decision-making body, its decisions can be appealed to the City Council. When the Planning Commission serves as a reviewing body, its recommendations are forwarded to the City Council for final action. The City Council may decide to uphold the Commission’s decision, overturn it, modify it with or without conditions, or send it back to the Planning Commission for further study. The Planning Commission works closely with the Reedley Community Development Department. Planning Commission Meetings are held on the first (1st) Thursday of each month and on an “as needed basis” on the third (3rd) of each month at 5:00 p.m., in the Reedley Council Chambers at City Hall, at 845 “G” Street.4 Measure G Oversight Committee The Reedley Measure G Oversight Committee is a permanent committee made up of five individuals, each representing a council district, who have been recommended for appointment by the City Mayor and approved by the City Council to review, advise, and act on matters related to the Public Safety Sales Tax Expenditure Plan which is incorporated in the City’s Budget. 4 Reedley Planning Commission. Website: https://reedley.ca.gov/boards-commissions/planning-commission/, 2025. 16 | Page Each Committee member must be a resident of the City and should remain a resident of the City while serving on the Committee. Each Committee member’s term coincides with their respective Council member’s term. Committee members serve at the pleasure of the Council, so membership may occasionally change in response to changes in the Mayor or City Council membership. The Measure G Oversight Committee works closely with Reedley the City Manager’s Office, Public Works Department, Police Department, and Fire Department. Committee meetings are held once or twice a year typically during the month of April and/or May on an “as needed basis” at 6:00 p.m. in the Reedley Council Chambers at City Hall, at 845 “G” Street.5 Community Services Commission In 2017, the City merged its former Commission on Aging Parks and Recreation with the Community Services Commission. The Community Services Commission is made up of six individuals, each who have been recommended for appointment by the Mayor and approved by the City Council to advise the City Council on all matters involving public parks, recreation, youth and senior programs within the City. Commissioners are required to be permanent residents of the City, though up to two commissioners may reside outside the City limits but within the Reedley SOI. In addition to the six commissioners, the Community Service Commission also has a youth representative seat that provides an opportunity for local high school students to participate in Reedley’s local governance process. The youth representative seat is intended to improve communication between the Commission and the various local youth programs, facilities, and youth sports activities provided or planned by the City. Each Commission member is appointed to a three-year term, with three of the six terms ending on the same even-year, and the other three terms ending on the following odd-year. Commission members serve at the pleasure of the Council, so membership may occasionally change in response to changes in the Mayor or City Council membership. The Commission works closely with the Reedley City Manager’s Office and Community Services Department. Commission meetings are held on the fourth Thursday every other month – typically January, March, May, July, September, and November at 4:30 p.m. in the Sierra Room at the Reedley Community Center, 100 N. East Avenue, Reedley, CA. Traffic Safety Commission In 1994, the City Council created the Traffic Safety Commission. The Traffic Safety Commission is a permanent board made up of five individuals who have been recommended for appointment by the City Mayor and approved by the City Council to review, advise, investigate on matters related to traffic safety, vehicular parking restrictions, implementation of Reedley’s school traffic safety program, and may review, approve, or deny encroachment permits. 5 Reedley Boards and Commissions, Measure G Oversight Committee Agendas and Minutes. Website: https://reedley.ca.gov/boards- commissions/measure-g-oversight-commission/measure-g-oversight-committee-agendas-and-minutes/, 2025. 17 | Page Commission members consist of the City’s Police Chief, a Kings Canyon Unified School District representative, and three city residents who are appointed at-large to three-year terms, with two of the three terms ending on the same even-year, and the other one term ending on the following odd-year. The Commission works closely with the City’s Engineering Department. Commission meetings are on the second Thursday of every other month, at 6:00 p.m. in the Reedley Council Chambers at City Hall, at 845 “G” Street, Reedley. Airport Commission The Reedley Airport Commission is a permanent board made up of five individuals who have been recommended for appointment by the City Mayor and approved by the City Council to review, advise, and act on all matters related to the airport’s operation, airport planning guidelines, evaluate the airport’s community needs, to create programs and policies for the development of the airport, engage with other airport locations, and to retain prospective aviation programs and or firms on behalf of the City. Airport Commissioners are appointed to three-year terms, with two of the five terms ending on the same year, and the other three terms ending on the following odd-year. Airport commissioners are not required to be residents of the City, and Commissioners serve at the pleasure of the Council, so commission membership may occasionally change in response to changes in the Mayor or City Council membership. The Airport Commission functions as an advisory body to the City Council. The Airport Commission works closely with City Clerk’s office. Airport Commission meetings are held on the third Thursday of the following months: January, March, May, July, September, and November at 4:00 p.m. in the Reedley Community Center located at 100 N. East Avenue, Reedley. RDA Oversight Board, formerly known as the Redevelopment Agency In 2012, the California State legislature enacted Assembly Bill (“AB”) X126 (as amended by AB 1484 and further amended by Senate Bill (“SB”) 107, the “Dissolution Act”) to dissolve redevelopment agencies (“RDA”) formed under Community Redevelopment Law (Health and Safety Code Section 33000 et seq.) ABX126 prohibited RDAs from engaging in new business, established mechanisms and timelines for dissolution of the RDAs, and created RDA Successor Agencies to oversee dissolution of the RDAs and redistribution of RDA assets. The City’s successor agency, known as the RDA Oversight Board, is a committee made up of seven individuals who have been recommended for appointment by the Mayor with the consent of the City Council. Board members are appointed to two-year terms. Reedley’s RDA Oversight Board members consist of residents of the City, representatives of underlying local agencies with taxing authority, and active individuals in the community that are familiar with the City’s financial responsibilities.6 In 2017, the Oversight Board made its last and final recognized obligation payment on behalf of the former Reedley Redevelopment Agency. Its primary responsibility was to review and approve or disapprove of 6 Reedley Boards and Commissions, RDA Oversight Board. Website: https://reedley.ca.gov/boards-commissions/rda-oversight-board/, 2025. 18 | Page the recognized obligation payment schedule as adopted and approved by the Successor Agency of the City of Reedley Redevelopment Agency. The Oversight Board meetings are held on a quarterly basis, tentatively scheduled for the second Thursday of the month on a quarterly basis at 3:00 p.m. in the Reedley Council Chambers at City Hall, at 845 “G” Street, Reedley. Due to the status of the former RDA activities associated with the Board, this group will hence meet only intermittently and then will be retired. The last meeting was held on June 26, 2017, to approve the last and final recognized obligations payment schedule for January 1, 2018 through June 30, 2048. Streetscape Maintenance Committee, Downtown Parking and Business Improvement Area In 1986, the City Council adopted a resolution to create the Reedley Downtown Parking and Business Improvement Area for a section of downtown Reedley bordered by 9th Street to the northwest, H Street to the southwest, 13th Street southeast, and F Street to the northeast. The improvement area was formed in accordance with California Streets and Highway Code sec. 36500 et seq. which authorizes the City to levy an annual special assessment on parcels located within the improvement area. The revenue collected from the improvement is intended to be used to care, maintain, and replace street trees, shrubs, and public landscaped areas, as well as, to maintain ornamental structures, street furniture, and irrigation systems located in downtown Reedley. In 1989, the Streetscape Maintenance Committee was formed as a permanent committee responsible to oversee the maintenance and investment of all things related to the Downtown Parking and Business Improvement Area. The Committee is made up of three business owners located within the improvement area, who have been recommended for appointment by the Mayor and with the consent of the City Council to advise, review, and act on matters related to the Business Improvement Area. Each Committee member is appointed to three-year terms, with two of the five terms ending on the same year, and the other term ending on the following year. The Committee works closely with the City Manager’s Office, City Engineering Division, and Public Works Department. Committee meetings are held quarterly on the fourth Tuesday of the month at 7:30 a.m. in the Reedley Council Chambers at City Hall, at 845 “G” Street, Reedley.7 City Attorney The City attorney is an appointed office established under California law and the Reedley Municipal Code. The City’s legal counsel is retained through contract directly with the City Council. The City attorney is the City's chief legal advisor and represents the City in civil actions, prosecutes violations of the Municipal Code, drafts ordinances, resolutions, contracts, leases, deeds, covenants, bond, financial documents, and other City legal documents. All city departments contribute a fair share to fund the City’s attorney costs. The City contracts its legal counsel services with Lozano Smith Attorneys at Law, a law office based in Fresno. 7 Reedley Boards and Commissions, Streetscape Maintenance Committee. Website: https://reedley.ca.gov/boards- commissions/streetscape-maintenance-committee/, 2025. 19 | Page City Manager and Manager’s Office The City operates under the Council-Manager form of government, which means that the City Council appoints a City Manager who is responsible to oversee the daily operations of the City. The Council works closely with the City Manager, various citizen advisory commissions and committees, and solicits public comments from its residents to make decisions and recommendations to City Council on behalf of its citizens. The City Council provides policy direction to the City Manager who works with the City’s administration team and the citizens to implement the direction of the Council. The City Manager also is authorized to study, draft, and make recommendations for the City Council to consider regarding the City’s budget, community goals and policies, major capital projects, long-term community growth strategies, land use decisions, updates to City ordinances, capital improvement plans, financing programs, and strategic plans. The City delivers municipal services with a combination of staff, contracts with other agencies, and contracts with consultants and/or private contractors. The City Manager is responsible for administering all operations, finances, activities, and projects consistent with City Council policy directives and applicable municipal, state, and federal laws. The City Manager appoints all department managers. Based on their recommendations, the City Manager is authorized to confirm any hire and/or terminate any employee of the City. The City Manager’s cabinet is comprised of two divisions: City Clerk and the City Manager’s Executive Administration Team that consists of the seven departments that advise the City Manager on all projects, plans, service needs, and grant funding opportunities. The Executive Administration Team includes the Administration Services Director, Community Service Director, Community Development Director, the City Engineer, Fire Chief, Police Chief, and Public Works Director. City Staffing The City of Reedley relies on paid professional and technical staff to conduct the daily business and operations of the City. According to the FY 2024-25 budget, the City employs a total of 129 authorized full-time equivalent (“FTE”) personnel assigned to the various following City departments.8 The City Clerk Division There are two full-time staff members in the City Clerk Division: the City Manager and City Clerk. The City Clerk performs various professional and managerial duties that support the City Manager, City Council, City Attorney, and works with the public to address any citizen concerns. The City Clerk facilitates the execution of official and legislative processes, City Council meetings, agendas, minutes, ordinances, resolutions, and contracts, and documents the proceedings of the City’s legislative and advising committees. The City Clerk also manages the proper maintenance and disposition of city records and information 8 Reedley 2024-25 Budget, page 401. Website: https://reedley.ca.gov/wp-content/uploads/2024/06/2024-2025_Budget_Document- 1718817899.pdf, 2025. 20 | Page consistent with statute. Among many responsibilities, the City Clerk conducts and oversees the City’s election procedures in cooperation with the Fresno County Registrar of Voters, administering the Political Reform Act of 1974, attesting to the passing of resolutions and ordinances, and participating in all City Council meetings. The Administration Services Department There are 11 full-time equivalent staff members and one part-time employee in the City’s Administration Services Department.9 The Department Director also serves as the Assistant City Manager. The Administration Services Department oversees various city business activities, including City Finances, Utility Billing, Human Resources, Contracts, and Investments. Administration Services Department also provides annual reports, analysis, and other information to the City Council. Community Development Department The Community Development Department employs six full-time employees and consists of the Planning Division, Economic Development Division, and the Building Division. Reedley’s Community Development Department employs one full-time Director, one full-time Building Inspector/Official, one full-time Planner, one full-time Assistant Planner, one full-time building Permit Technician, and one full- time Staff Assistant. The Planning Division is responsible for the City’s current and long-range planning efforts. The Division’s responsibilities include land use entitlements, review of residential subdivisions, site plans, multi- residential developments, environmental review, conditional use permits, conducting community meetings, and updating the zoning ordinance. The Economic Development Division is responsible for attracting local investments, retaining small start- up businesses or large scale industrial or commercial investors, and working with potential City clients. The Economic Development Division is a partner with the Greater Reedley Chamber of Commerce (which now includes the Reedley Downtown Association). The Division also prepares and maintains statistical and demographic studies for the City. The Building Division is responsible for the review, inspection, and issuance of all construction permits to the general public. The certified inspectors and plan examiners review proposed projects and determine whether they meet the California Building Code. The Building Division issues construction permits, conducts building inspections, and safeguards health, property, and public welfare by regulating and controlling the design, construction, and quality of materials prior to issuing certificates of occupancy. The Building Division has developed standard plans and guidelines for minor structures such as patios and sheds. The Building Division also provides building code enforcement services and is authorized to issue citations for city or building code violations. Community Services Department The Community Services Department provides a range of services to residents and to other City 9 Reedley FY 2024-25 Budget, page 400. Website: https://reedley.ca.gov/wp-content/uploads/2024/06/2024-2025_Budget_Document- 1718817899.pdf, 2025. 21 | Page departments. Reedley’s Community Services Department employs eleven full-time staff members, and (depending on seasonal needs) may employ up to 83 seasonal part-time employees to meet the programming needs of the community.10 The City also offers multiple volunteering opportunities for individuals interested in helping the Department. While the Community Services Department is also responsible for government buildings/facilities maintenance, the Department’s services primarily consist of programming social recreational services and activities for children, youth, and senior citizens. The Department partners with other organizations to provide additional opportunities and events throughout the year, including children’s and youth sport leagues, holiday parades, and community fairs. The Department oversees the following divisions: Aquatics, Adult Sports, Youth Sports, Enrichments, After School Programs, Community Center, Special Events, Opera House, Senior Programs, Senior Nutrition, Transit and Airport. The Reedley Community Center is located at 100 N. East Avenue in Reedley and is open to the public Monday through Friday from 8:00 a.m. to 5:00 p.m. City Engineering Department The City of Reedley Engineering Department ensures that private development meets all city conditions of approval and development standards related to construction and capital development. The department employs 5 employees, one full-time City Engineer, one full-time Administrative Assistant, one full-time Assistant Engineer, and two full-time Senior Engineering Assistants. The Engineering Department also implements the Reedley Capital Improvement Program, the construction and expansion of new infrastructure, and maintains design of all city infrastructure such as public rights- of-way, water distribution systems, sanitary sewers, storm drain facilities, curbs, gutters, sidewalks, recreational trails, landscaping, street lighting, and traffic signals. The Engineering Department is also responsible to manage improvement projects within the City’s landscaping and lighting maintenance community facilities districts. Fire Department The Reedley Fire Department, also recognized as the “Reedley Volunteer Fire Department,” is responsible for providing fire prevention, suppression and investigation services, urban search and rescue, water rescue response, response to medical emergencies (EMS), response to hazardous materials incidents, emergency management services, and municipal code enforcement. The Fire Department also provides emergency response to all emergency calls from the Reedley Municipal Airport. The Fire Department consists of Administration, Emergency Response, Emergency Management, Fire Prevention, Public Education, Training, and Code Enforcement. Fire protection is achieved through a combination of paid professional fire personnel and community volunteers dedicated to protecting and serving the residents of Reedley. The Fire Department is managed by one full-time Fire Chief, one full-time Battalion Chief, one full-time Fire Lieutenant, one full-time Life/Safety Code Officer, one part-time Life/Safety/Code Officer, and one part-time Office Assistant.11 The City relies on 36 trained volunteer firefighters, each assigned to a specific shift to assist with 10 Ibid. 11 Ibid. 22 | Page emergency response. Firefighting volunteers are compensated on a “paid-per-call” basis. The Fire Department also includes 10 Volunteer Fire Explorers. Police Department The Reedley Police Department is responsible for enforcement of state and city laws, investigation of crimes, apprehension of criminals, reducing traffic collisions, maintenance of ongoing crime prevention programs, and building ties with the community and other local law enforcement agencies. The Reedley Police Department currently employs one Police Chief, 32 Police Officers, 14 non-sworn professional staff, and 15 volunteers. The Police Department has an active community volunteer program that assists the City to keep service levels high while keeping service costs low. The Police Department consists of 17 units that are identified under three major Divisions: Administrative, Operations, and Support Services. Public Works Department The Public Works Department provides water, wastewater collection and treatment, storm water collection, and solid waste services within the City. The Public Works Department also maintains City parks and open space areas, street lighting system operation, city vehicles maintenance, and street maintenance and repair. The Public Works Department consists of 44 full-time employees and 10 part- time employees.12 A Public Works Department Director oversees the management, reporting, and planning of the following divisions: Water, Wastewater, Solid Waste, Fleet Maintenance, Electrical/Street Lighting, Storm Water, Streets and Parks. Management Practices The Administrative Services Department completes an annual comprehensive review and update of the Citywide Policies & Procedures Manual, resulting in revisions and refinements to stay up-to-date on current laws and employment practices. Full-time City employees are evaluated at a minimum of one time per year by their Department Manager after completion of the probationary period. New classified employees are evaluated during the probationary period which is typically within six months of their date of hire. After the probationary period is complete, a new employee is eligible to work full-time. Under City Policy, each full-time employee is required to participate in ongoing training and education at a minimum of one training course every four months to stay current with industry trends. Each Department Manager tracks their respective employee’s completed training and/or course work and provides necessary documentation to update the employees’ portfolio. The City Manager is informed on the fulfillment of employee training requirements. The City makes available both mandatory and optional training and educational opportunities. Mandatory training topics for certain employees include anti-harassment and anti-discrimination, ethics, and sexual harassment. The Administration Services Department also offers optional training and workshops covering topics such as customer service, leadership development, work/life balance, basic fundamentals, and legal topics. City employees also have access to hundreds of no-cost self-paced online training courses in subject areas such as the Microsoft Office Suite and Business & Professional 12 Ibid. 23 | Page Development. Planning Practices The Reedley General Plan is the central planning document and provides the City’s vision through year 2030. The General Plan consists of five elements that set forth the City’s policies for land use, circulation, conservation/open space/parks and recreation, safety, and noise. The General Plan evaluates three specific planning boundaries: City limits, the existing SOI, and the Council-approved Expansion Area (the area ultimately forecast by the General Plan for the Reedley sphere of influence but not yet approved by LAFCo). The Reedley General Plan guides land use decisions that shape development of the City by establishing policies for the general distribution, location, and extent of present and future land uses. The City’s authority to regulate the use of land extends only to properties within its corporate boundary, known as the city limit. Outside of the city limit, but within the Reedley SOI, the General Plan is not limited to only providing guidance for future development and the scope of services; it also establishes the evidentiary basis for the Reedley SOI which is LAFCo’s plan for the probable physical boundaries and service area of the City. Other significant City planning documents include: • 2023-2031 Multi-Jurisdictional Housing Element (6th Cycle) • City of Reedley 2020 Urban Water Management Plan • 2014 Integrated Master Plan for Potable Water, Sanitary Sewer, and Storm Drainage13 • Reedley Sports Park Master Plan • 2022 Reedley Development Impact Fee Nexus Study and Fee Update • 2015 City of Reedley Climate Action Plan • 2018 Bicycle and Mobility Plan • SCADA System Master Plan • Reedley Airport Master Plan 2020 • Emergency Operations Plan for Disasters and Terrorism – City of Reedley • Public Works Department Strategic Plan FY 2015-2017 • 2013 ADA Self Evaluation and Transition Plan- City of Reedley • 1993 Kings River Specific Plan • 2016 Fresno County – Comprehensive Economic Development Strategy • 2024 Active Transportation and Parkway Master Plan In 2024, the City, along with 13 other cities in Fresno County and the County of Fresno, jointly launched the Multi-Jurisdictional Housing Element (“MJHE”) for the sixth round of housing element updates. Fresno COG coordinated the efforts of all 14 participating cities and the County of Fresno. The MJHE covers the planning period of December 31, 2023, through December 31, 2031. The City’s annual financial planning documents include thorough analysis with respect to the City’s policies, goals, and achievements during the year, including the Community Investment Program. Each year, all seven Departments provide an overview of the department goals for the upcoming fiscal year. 13 The City of Reedley is issuing a Request for Proposals (RFP) from qualified firms or individuals with demonstrated experience in preparing Utility Master Plans for Potable Water, Sanitary Sewer, and Storm Drainage Systems to update Reedley’s Integrated Utility Master Plan. 24 | Page The City’s Engineering Department also prepares annual updates to the City’s Capital Improvement Plan. 25 | Page 2. City Finances This section of the MSR provides an overview of Reedley’s financial condition and provides a context for assessing the City’s financial ability to provide services. This section describes and evaluates the City’s adopted budgets for FYs 2023-24 and 2024-25, annual audited financial statements for FYs 2022-23 and 2023-24, and the City’s master fee schedule. Additional information was collected through communication with city staff. Budget Process The Reedley Municipal Code requires that the City Manager prepare a balanced budget and salary plan to submit to the City Council, outlining anticipated revenues and expenditures for the upcoming fiscal year. The Reedley Municipal Code requires that the City Council adopt a balanced budget no later than June 30, to assure that continuity of government services remains intact. The Reedley City Council considers the proposed budget during a noticed public hearing and may add, subtract, or change appropriations within revenues and reserve estimates, as available. Once adopted, the Reedley Administrative Services Department obtains the legal authority to allocate public tax dollars and user rate revenues for specific purposes. The Reedley Administrative Services Department staff enter all new appropriations into the financial system by July 1st, the first day of the new fiscal year. Annual appropriated budgets consist of the General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds. Spending plans are also adopted for the Proprietary Funds. The City has established fiscal policies that govern its financial administration. Reedley’s financial policies are designed to protect the City’s assets, provide stability in its funding base, and ensure that adequate funding resources are secured for the upcoming year. Once adopted, the City Manager has discretion to transfer appropriations within specific funds, as long as there is no change in the overall funding approved. Any budget changes that adjust increase or decrease approved expenditures between various accounts require consideration by City Council action. All appropriations lapse at the end of each fiscal year, June 30th. Budget appropriations may be revised during the year by requesting the City Council to consider a budget amendment. All proposed budget amendments are reviewed by the Administrative Services Department for their potential financial implications. The City’s adopted budget is posted on the City’s website and distributed to interested parties. Reedley Financial Overview Reedley’s budget and financial statements are prepared in accordance with generally accepted accounting principles (GAAP). The City’s budgets for all proprietary funds are presented on the accrual basis of accounting. Under accrual basis, revenue is recognized when it is earned, and expense is recognized when it is incurred. The City presents its governmental funds on the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenue is recorded when it is susceptible to accrual, that is, when either or both are measurable and available. Available means collectible within the current period or within 60 days 26 | Page after year end. Expenditures are generally recognized under the modified accrual basis of accounting when the related liability is incurred. The exception to this general rule is the principal and interest on general obligation long-term debt which is recognized when due. According to the City, it maintains 43 various individual funds that hold funding revenues for City services and activities; however, these funds are consolidated for financial reporting purposes. Each of the enterprise utility funds has a separate operating and capital fund for better planning and tracking of expenditures. Reedley’s enterprise funds are generally self-sustaining as they rely primarily on fees and charges for services provided. Additionally, capital projects for infrastructure supporting these services are generally funded through accumulated fees as well as financing mechanisms with debt service covered by the fees. The following funds summarize the City’s major financial accounts: • The General Fund is the general operating fund of the City. All general tax revenues and other receipts that are not allocated by law or contractual agreement to another fund are accounted for in the General Fund. Expenditures of this fund include the general operating expenses and capital costs which are not paid through other funds. • Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditures for particular purposes. • Debt Service Funds are used to account for the accumulation of resources and payment of principal and interest on general long-term debt. • Capital Project Funds are used to account for the acquisition, construction, and improvement of capital facilities other than those financed by proprietary funds. • Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges (proprietary funds).14 • Internal Service Funds are used to account for the financing of services provided by one department to other departments of the government, on a cost reimbursement basis, including depreciation (proprietary funds). The budget provides funding for eight City departments: Administration, Administrative Services, Community Development, Community Services, Engineering, Fire, Police, and Public Works.15 Similar to the City’s budget structure, each department budget consists of three main categories: total personnel cost, maintenance and operations, and capital expenditures. Expenditures are balanced by anticipated revenues. For FY 2024-25, Reedley’s adopted budget totaled to approximately $50.7 million.16 City Revenues The following sections discuss specific areas of the financial status of the City in more detail. These areas include overall city revenues and expenditures, the General Fund, several of the major enterprise funds, the Capital Improvement Programs, city assets and liabilities, the pension systems and other liabilities, debt service, and city bond ratings. 14 City of Reedley 2024-25 Annual Budget 15 City of Reedley 2024-25 Annual Budget, pages 351-354. 16 City of Reedley 2024-25 Annual Budget, page 16. 27 | Page The City of Reedley’s General Fund recognizes its revenue sources in two categories: “discretionary” revenues and “program revenues”. According to the City’s budget, “discretionary” is money that the City Council has the authority to allocate for any purpose. Discretionary revenues consist of property taxes, most sales taxes, and business license fees. In contrast, Reedley defines “program revenues” as direct revenues that have restrictions and that the City must spend on the specific programs for which they are intended. Examples include gas tax revenues that must be used toward street maintenance programs and development fees that must be used for the City’s land use entitlement process, permitting, and inspection of the new development. These types of revenues are considered non-discretionary. City of Reedley’s primary sources of General Fund revenue consists of property taxes, sales taxes, and the Citywide Community Facilities District. For FY 2024-25, approximately 63 percent of Reedley’s general fund revenues were from taxes. Additional general fund revenue consists of: Public Safety (9.8%), Culture and Leisure (14.9%), General Government (5.2%), Licenses and Permits (2.3%), and Community Development (3.1%).17 The City also receives restricted revenue such as state gasoline taxes for road infrastructure maintenance purposes, and other grants and directed revenues. Enterprise activities such as water, wastewater, and solid waste disposal services receive the significant majority of their revenues from charges for services. Figure 2-1. General Fund Revenues 17 City of Reedley 2024-25 Annual Budget, page 109. 28 | Page Property Taxes Property taxes comprise the largest source of budgeted revenue in the City’s General Fund. The Fresno County Auditor-Controller/Treasurer–Tax Collector assesses property owners within the County and distributes the tax to the appropriate local agencies based on their shared percentage on its pre- Proposition 13 level of taxation. The City's share of the countywide 1% ranges between 14% and 17% gross before reductions, annually. Reedley’s property tax revenue fluctuates, and it is influenced by increased assessed valuations associated with new construction, new annexations to the City, and topped by the statutorily regulation of maximum increases in assessed valuation of 2% per year. For FY 2023-24 City staff estimated the City would receive $1,447,654 in secured property tax revenue, which is 1.98% lower than the adopted budget amount of $1,419,269.18 Due to better than average growth over the last several years, the FY 2024-25 secured property tax revenue totaled $1,500,772, slightly exceeding the budgeted estimate of $1,495,000. Additionally, the City collects property tax in lieu of vehicle license fees. Most vehicles are assessed a Vehicle License Fee (“VLF”), in lieu of property tax, based on the purchase price/value when acquired and funds go to cities/counties. VLF decreases for the first 11 renewal years (18 for park trailers) or until the vehicle is transferred in ownership.19 In 2004, the State of California reduced the vehicle license tax rate to 0.65% of value, thus reducing the taxes allocated to counties and cities.20 The State's general fund backfill was also eliminated. Instead, counties and cities now receive additional transfers of property tax revenues in lieu of VLF. The property tax in lieu of VLF for the City increases annually in proportion to the growth in gross assessed valuation. This property tax base revenue is accounted for separately, and it is the largest single account for Property Tax revenue. It’s growth rate is similar, but not identical to secured property tax. For FY 2023-24, staff estimated the City would receive $2,764,642, which was approximately 6% higher than the adopted budget. By FY 2024-25 the adopted budget assumed 2% growth, or an additional $55,293, in Property Tax in Lieu of Vehicle License Fee revenue.21 Property taxes and Property Taxes in Lieu of Vehicle License Fees comprise the largest source of revenue for the City’s General Fund totaling approximately 44% of revenue for FY 2024-25. Property tax revenue has seen a steady increase since 2012, recovering from the 2008 Recession in 2015 and continuing to grow year over year. Sales & Use Taxes Sales and use taxes comprise another large portion of revenue for the City’s General Fund, totaling approximately 20% of revenue for FY 2024-25. For FY 2023-24 (ending June 30, 2024), the City received $2,179,178 in Bradley Burns sales tax revenue, a 7% decrease from the adopted Budget for FY 2023-24 amount of $2,343,992. For FY 2024-25, sales tax was estimated at $2,222,792, or 2.0% growth ahead of the year’s ending estimate (by June 30, 2025) based on the most recent forecast available from Avenue Insights & 18 City of Reedley 2024-25 Annual Budget, page 282 19 California Department of Motor Vehicles. 3.075 Vehicle License Fee (VLF) (CR&TC §§10751-10753). 20 Ibid. 21 City of Reedley 2024-25 Annual Budget, page 282 29 | Page Analytics/MuniServices, the City’s sales tax consultant.22 For FY 2023-24, the City estimated that it will receive $1,682,81023 in revenues from its public safety sales tax revenue, matching the amount in the adopted budget. According to the City and a myriad of public finance experts, sales tax is a relatively volatile revenue source, and the City does its best to budget sales tax conservatively. The City cautions that sales tax revenue is impacted due to rising inflation and increased interest rates which reduces purchasing power from businesses and families. Franchise Fees Franchise fees comprised approximately 6.2% of the City’s General Fund revenue for FY 2024-25. For FY 2024-25, the City is expected to secure $1,357,151 in franchise tax revenues. These fees are collected from cable, electricity, and gas utility providers, as well as solid waste. Below are the Franchise Tax Revenue numbers for the period of 2019 through 2025.24 The primary change in this revenue line item over the last six years was the city’s privatization of solid waste service, which was completed in 2021. Figure 2-2. Franchise Fees and Taxes Fiscal Year Fund Account Fund Name Total 2019/20 001-3123 General Fund Franchise Tax $392,200 2020/21 001-3123 General Fund Franchise Tax $416,218 2021/22 001-3123 General Fund Franchise Tax $1,207,590 2022/23 001-3123 General Fund Franchise Tax $1,198,572 2023/24 001-3123 General Fund Franchise Tax $1,268,674 2024/25 001-3123 General Fund Franchise Tax $1,357,151 Room (Hotel) Taxes & Business License Taxes Room (hotel) taxes, formally known as transient occupancy taxes, and business license taxes, combined for approximately one percent of the FY 2024-25 General Fund revenue, approximately $209,646. The City’s room tax rate is eight percent of the room cost applicable only at the one motel within Reedley. The City has a flat business license tax of $75.00. The charts below detail the revenue for both Business License activity, as well as Transient Occupancy Tax between fiscal years 2019-20 and 2024-25, as noted. Figure 2-3. Business License Taxes Fiscal Year Fund Account Fund Name Total 22 City of Reedley 2024-25 Annual Budget, page 27 23 City of Reedley 2024-25 Annual Budget, page 285 24 City of Reedley 2024-25 Annual Budget, page 282 30 | Page 2019/20 001-3201 General Fund Business Licenses $108,040 2020/21 001-3201 General Fund Business Licenses $115,092 2021/22 001-3201 General Fund Business Licenses $118,014 2022/23 001-3201 General Fund Business Licenses $125,841 2023/24 001-3201 General Fund Business Licenses $127,991 2024/25 001-3201 General Fund Business Licenses $144,975 Figure 2-4. Transient Occupancy Room Tax Fiscal Year Fund Account Fund Name Total 2019/20 001-3126 General Fund Transient Occ Room $51,780 2020/21 001-3126 General Fund Transient Occ Room $57,816 2021/22 001-3126 General Fund Transient Occ Room $63,579 2022/23 001-3126 General Fund Transient Occ Room $67,599 2023/24 001-3126 General Fund Transient Occ Room $67,967 2024/25 001-3126 General Fund Transient Occ Room $64,671 Fees & Service Charges Fees and charges for services for General Fund activities comprise approximately 9.8% of revenues. These fees and charges include permit fees, inspection fees, citation revenues, park use fees, building inspection fees, planning fees, parking fees, and other miscellaneous fees. The City’s General Fund identifies these revenues under the following line items: Licenses and permits, fines and forfeitures, revenue from use of money and property, intergovernmental state, other, and other general. Figure 2-5 summarizes revenues from fees and service charges for FY 2024/25.25 Figure 2-5. General Fund Revenue Resources General Revenue FY 2024/25 Fines and forfeitures $64,500 Grants $1,986,413 Intergovernmental $1,316,057 Licenses and permits $487,500 Other $2,958,557 Services & Fees $1,786,570 Taxes $11,263,726 Revenue from use of money and property $149,901 Total: $20,013,224 Figure 2-6 “Fees and Service Charges” shows total revenues for FY 2020-21 through FY 2024-25 compared to other fiscal years during the same time period. 25 City of Reedley 2024-25 Annual Budget, page 70 31 | Page Figure 2-6. Fees and Service Charges Fiscal Year Total 20-21 $13,838,650 21-22 $15,245,062 22-23 $20,580,139 23-24 $ 18,622,664 24-25 $ 20,013,224 Other sources of revenue that are collected in separate accounts consist of community development fees, culture and leisure, general government, and public safety tax. User fees and charges for services are collected within the various enterprise funds, such as Water and Wastewater for services provided by those enterprise operations. As previously noted, tax base revenues contribute over 60% of the City’s general fund revenue each year. The City has a schedule of service rates, user fees, and charges for residential solid waste service, wastewater service, and water service are detailed in the City’s Master Fee Schedule. City Expenditures Primary General Fund expenditures consist of employee expenses inclusive of salaries, benefits and retirement contributions, operations and maintenance expenditures, pension obligation bonds and interdepartmental charges. The City’s FY 2024-25 budgeted expenditures for all of its funds totaled $50,759,336. The budget represents a 20% decrease compared to the estimated $62,303,234 expenditures for the previous year, FY 2023-24.26 Enterprise activity expenditures include similar obligations as with the General Fund, however the water and wastewater funds have a larger percentage of appropriations dedicated to debt service payments. Public works comprise 35 percent of the City’s net budget. Other major expenditure items consist of public safety services (police and fire) comprise approximately 25 percent and city administration comprises 17 percent of the net City budget. Figure 2-7 shows the Citywide total budget expenditures by department.27 26 City of Reedley 2024-25 Annual Budget, page 81 27 City of Reedley 2024-25 Annual Budget, page 93 32 | Page Figure 2-7. Citywide Total Budget Expenditures by Department Personnel Costs This section provides an overview of Reedley’s personnel costs by major departments. City of Reedley employs approximately 274 employees in eight major departments: Administration, Administrative Services, Community Development, Community Services, Engineering, Fire, Police, and Public Works. Although not departments, the City accounts for the City Council and City Attorney offices in a separate expenditure ledger. The Reedley Police Department is the largest department in the City by full-time employees, which represents approximately 34% of all full-time city employees. The Public Works Department is the second largest (36%), while Community Services is the third largest department (8.5%) in the City of Reedley. However, when part-time or seasonal employees are considered, Community Services is the largest department. City personnel costs amount to $21,108,473, equivalent to 42 percent of the City’s total budget expenditures. These costs include employee services, payroll related taxes, various employee benefits, and retirement contributions. For comparison, estimated Personnel costs will be $20,313,254 or 31.6% of the budget for FY 2025-26.28 The difference in percentage share is primarily attributable to a smaller capital improvement program for FY 2025-26. Total personnel costs are expected to be 2.2% lower in FY 2025-26, primarily driven by a necessary change to how unfunded pension liability is accounted for. Figure 2-8 shows the Citywide personnel cost by department.29 28 City of Reedley 2025-26 Annual Budget, page 92 29 City of Reedley 2024-25 Annual Budget, page 94 33 | Page Figure 2-8. Citywide Personnel Cost by Department Operations & Maintenance Operations & maintenance costs amount to $23,362,329, equivalent to 46 percent of the City’s FY 2024-25 total budget expenditures.30 Operation & maintenance costs have increased by approximately 4 percent of the Total Citywide Expenditure when compared to the previous FY 2023-24. Capital Outlay Capital outlay costs amount to $6,288,534, equivalent to 12 percent of the City’s FY 2024-25 total budget expenditures.31 Capital outlay costs have decreased by approximately 9 percent of the Total Citywide Expenditure when compared to the previous FY 2023-24. The City maintains a five-year Capital Improvement Plan (“CIP”) and updates this program annually. The CIP plans for capital improvement in the following areas: sewer construction, park projects, street construction, water construction, housing and community development, refuge construction and general government facilities. 30 City of Reedley 2024-25 Annual Budget, page 92. 31 Ibid 34 | Page For FY 2024-25, the City’s capital outlay budget32 prioritized funding toward the following projects: ff • American with Disabilities Act, • Parks and Recreation Improvements • Road Rehabilitation • Downtown Improvements • Software • Equipment Acquisition • Studies • Facilities, New • Water or Sewer System • Facilities, Rehabilitation Rehabilitation or Upgrades • Other Figure 2-9. City’s Capital Improvement Program by Category Assets and Liabilities Consideration has been given to Reedley annual audited financial statements for the fiscal year ending on June 30, 2024. The government-wide financial statements are designed to provide readers with a broad overview of the City’s finances in a manner that is similar to a private-sector business. According to the City’s most recent audit financial statements, the City’s “net position” consists of information on all of the City’s assets and liabilities, with the difference between the two reported as net position. Over time, increases or decreases in net position may serve as a useful indicator of whether the financial position of the City is improving or deteriorating. Net position comprises of various net earnings from operating income, non-operating revenue, and expense and capital contributions. According to City information, the City’s net position is reported in three parts - invested in capital assets, net of related debt, restricted net position, and unrestricted net position. The City first uses restricted resources to finance its qualified activities. The largest portion of the City’s net position (82%) reflects its investment in capital assets, less any related debt used to acquire those assets that is still outstanding. 32 City of Reedley 2024-25 Annual Budget, pages 226-231. 35 | Page Mainly, the City’s capital assets are used to provide services to citizens, and they are not available for future spending. According to the City’s Audited financial statements, as of June 30, 2024, the City’s assets exceeded liabilities by $96,038,350. Of this amount, unrestricted deficit net position of $4,382,066 may be used to meet the City’s ongoing obligations to citizens and creditors. At the end of FY ending on June 30, 2024, the City’s total net position increased to $103,215,933 from $96,061,757 the year prior. Net position associated with governmental activities increased by $3,631,719 while net position associated with business-type activities increased by $3,522,457. At the end of FY ending on June 30, 2024, the City’s governmental funds reported a combined ending fund balances of $8,203,930 which was an increase of $532,453 compared to the previous FY that ended on June 30, 2023. Of that amount, approximately $6,544,303 was available for spending and $1,659,627 was restricted or otherwise designated for specific future uses. At the end of FY ending on June 30, 2024, the City’s total long term debt obligations decreased by $162,053. The City of Reedley’s annual audit report includes a listing of the City’s Assets and Liabilities, Net Asset Summary of Government Activities & Business Activities, and Net Asset Summary of Major Business Activities. General Fund Reserves The City maintains a General Fund Reserve that acts as an ‘emergency’ fund for the City to respond to unexpected events that negatively affect the budget and ensure critical services can be sustained to the community. In February 2021, the City Council adopted a revised the General Fund Reserve Policy that increased the minimum target amount of ‘cash on hand’ to 90 days (equivalent to three months) worth of average monthly operating expenditures, upwards from the previous target of 60 days. The higher target was met one year later, after several contributions to the Reserve Fund that were authorized by the City Council. This revision follows an overall trend of California cities moving to build their reserves since the Great Recession of 2008 in light of economic uncertainty and volatility. Use of one-time revenue or savings from lower expenditures to add to the Reserve is a recommended practice in the City’s Reserve Policy and has been done on many occasions. The City’s annual budget process includes regular contributions and repayments to the City’s General Fund Reserve, which is important to maintain an available balance to fund 90 days of operating expenditures. As of FY 2024-25, the City estimates that is has approximately $4,358,069 in its General Fund Reserves account. The fund is expected to exceed $5 million by 2026, a benchmark and record for the General Fund balance. Bond Rating The City of Reedley receives an updated bond rating when a new bond is issued or as a part of annual reviews of the City’s debt portfolio and financial position by ratings agencies. In the latter situation, ratings upgrades or downgrades are only issued when material fiscal and operational events either positively or 36 | Page negatively affect outstanding debt issuances. All three credit rating agencies monitor the City’s credit ratings annually. The City participates and responds to bond monitoring activities conducted by Standard & Poor’s. The latest ratings were in relation to the 2017 Wastewater Revenue Refunding Bonds. The City of Reedley’s ratings for the 2017 Wastewater Revenue Refunding Bonds were as follows: • Insured Rating: Standard & Poor’s: “A-/Stable” • Underlying Standard & Poor’s: “A-/Stable” The most recent rating adjustment occurred in August 2016, when Standard & Poor’s upgraded the City’s 2013 Water Revenue Refunding Bonds to A- from A. This was due to the system’s exceptionally healthy liquidity position and strong rate management. Over the last several years, the City has experienced rating upgrades from Standard & Poor’s, which have been highlighted by receiving improved wastewater and water refunding bonding rates. Debt and Debt Service In 2015, the City established a Capital Financing and Debt Management Policy, based on Best Practices from Government Finance Officers Association and California Society of Municipal Finance Officers Association to establish written guidelines, allowances, and restrictions that guide debt issuance practices, management of a debt portfolio, and adherence to various laws and regulations. The City has incurred a number of various long-term bond debt and loan obligations over the years for various purposes. Of the $25,605,000 in total debt, approximately 88% is associated with enterprise funds revenue bonds/obligations. The remaining $3 million, or 12%, is associated with the city’s former Redevelopment Agency that is being repaid from property tax increment. Total General Fund backed indebtedness is $0. The City anticipates incurring approximately $5,000,000 in General Purpose Debt to fund the expansion of City Hall and Police Department facilities. It should be noted that the summery of City debt does not include CalPERS pension or Other Post-Employment Benefits liability. Figure 2-10, summarizes the City’s current debt service.33 Figure 2-10. FY 2024-25 Summary of City Debt 33 City of Reedley 2024-25 Annual Budget, page 338 37 | Page Pension and Other Long-Term Liabilities According to City information, the biggest and most concerning area of discussion amongst any public agency belonging to CalPERS is the significant increase in employer contributions that will occur between 2019 and 2025. For Reedley, this increase equates to effectively doubling the amount the City currently pays to CalPERS over this six-year period. CalPERS has been hit hard by investment losses in its portfolio, with actual returns falling well below their assumed rate of return, known officially as the “Discount Rate.” For public sector pension systems, the lion’s share of employee’s future retirement pensions are supposed to be funded by interest earnings from employer and employee contributions that are made into the system with the passing of each pay period. The City participates in the CalPERS retirement system for its employees. In order to be eligible for these benefits, an employee must retire directly from the City under CalPERS with at least five years of City service as a full-time regular employee and be at least 55 years of age at retirement. The City provides several individual retirements plans that eligible employees are enrolled in; these plans are listed on Figure 2-11.34 Figure 2-11. 2024-25 CalPERS Pension Plans City of Reedley CalPERS Plans CalPERS Category Plan Number Number of Members Safety Fire PEPRA 25733 3 Safety Police PEPRA 25734 24 Local Miscellaneous PEPRA 27229 67 Safety Fire Classic 6322 1 Safety Police Classic 6343 12 Local Miscellaneous Classic 702 28 135 Over the last several years, the increases to CalPERS contribution rates for Classic plans (employees hired before January 1, 2013) are the biggest hikes the City has ever dealt with, exceeding the ‘normal’ historical increases of 1% - 2% per year. The contribution rates for all pension plans and funded status were severely impacted by the CalPERS investment return of -6.1% as of June 30, 2022, which sets the required budgeted contributions for FY 2024- 25, and was a primary driver of the City having to budget for the largest year over year increase to pension contributions ever. This is because the actual investment return of -6.1% was 12.9% below the CalPERS assumed return of 6.8%.35 The Classic Police pension plan in particular is experiencing sharp increases to employer contributions 34 City of Reedley 2024-25 Annual Budget, page 98 35City of Reedley 2024-25 Annual Budget, page 34-36. 38 | Page through FY 2026-27 that will reach over 140% of payroll before providing budgetary relief to the City. For comparison, the City’s contribution to the Classic Police Plan was approximately 27% of payroll about 10 years ago (FY 2013-14).36 Figure 2-12. FY 2024-25 CalPERS Contribution Rates, City of Reedley37 Financial Trend Indicators and Associated Analysis The City’s Proposed Budget for FY 2024-25 is balanced pursuant to its Balanced Budget Policy, funds all debt service obligations, makes contributions to the General Fund Reserve and important discretionary payments to the City’s pension and retiree health plan obligations, and funds critical deferred maintenance items. As has been the case for the last several years, the City continues to grapple with rising costs for pension contributions and other benefit areas, and increased costs for goods and services passed along to the City by vendors and service providers. These factors are largely out of the City’s control, though meaningful actions are still being taken throughout the City to mitigate their impact to the budget. Examples of actions taken to ensure budget stability include the successful passage of a 0.75% general sales tax measure and making additional discretionary payments made to the city’s pension and other post-employment benefits liabilities. The California Public Employees’ Retirement System has also had a two consecutive years of investment returns that exceed the discount rate (assumed return) therefore reducing future pension liability and associated required payments for the City of Reedley. The City has survived in the lean years by strategic use of one-time revenues to bolster reserves and make smart investments in technology or facility improvements that save operational dollars and make existing staff more efficient. The primary revenue and expense components of the City’s budget are performing steadily over the long-term, with sharp fluctuations experienced only in isolated areas such as sales tax revenue and water consumption, both of which are being dealt with using conservative estimates. The City has far less control over its revenue streams than it does over its expenditures; therefore, City staff continue to focus on projects that sometimes only produce incremental savings; however, compound over time into significant dollars. Cost Saving Opportunities 36 Ibid. 37 City of Reedley 2024-25 Annual Budget, page 34. 39 | Page The City has implemented many significant cost saving measures over the past few years. Listed below are some of the most significant (which are also highlighted in the City’s Budget): • Pre-funding Other Post-employment Benefits (OPEB) liabilities, improving the funded status • Pre-paying City annual Unfunded Accrued Liability (UAL) payments to CalPERS, saving 3.55% annually • Annually make Additional Discretionary Payments on CalPERS pension liabilities, reducing long term pension costs • Renegotiated copier leases citywide • Developed site leases to generate additional revenue • Issue a medical benefits RFP annually • Restructured retiree medical plan to a three-tier benefit to cap cost escalation and make plan long term sustainable • Refunded (refinanced) water and wastewater bonds (2016/2017) • City utilizes bulk purchasing where appropriate and leverages grant opportunities to purchase more efficient hybrid vehicles • Completed a citywide telecommunications services audit, resulting in annual savings • Established a self-funded dental benefit that generates significant savings over a traditional premium based benefit • City diligently pursues claims for damages to City owned facilities In addition to implementing cost savings measures, the City has also worked to enhance revenue in the manners listed below (also highlighted within the City’s Budget): • Annual review and update to Citywide Master Fee Schedule, ensuring fees are full cost recovery where appropriate • Adopted and implemented updated Development Impact Fees upon completion of new DIF Report in June 2022 • Development Impact Fees are now adjusted annually for inflation to ensure fees keep pace with the cost to serve new development • City utility rates are adjusted annually with CPI increases, reducing reliance on large increases to keep utility enterprise funds solvent, and all required rate studies are up to date • City established a citywide Community Facilities District in 2005 to pay for police, fire and parks maintenance service impacts from new development, and completes annexations of all new development and construction on an annual basis. In March 2020, Reedley voters approved a 0.75% general sales tax measure, known as Measure B, to maintain vital public services. This tax measure had a July 1, 2020 effective date, with the City receiving the first payment in September 2020. For FY 2024-25, staff estimates the City will receive $2,586,793 in “Measure B” sales tax revenue, again, matching the original Adopted Budget forecast. Next year, sales tax is estimated at $2,638,529, which is 2% more than this year’s estimate. The City Council and staff will continue to closely monitor the use of this vital revenue stream so that every dollar is spent maintaining 911 response times; replacement of front-line public safety equipment; rehabilitation of aging facilities, streets and parks maintenance; and community service programs. The City has previously informed LAFCo that Measure B would assist the City in maintaining adequate funding to continually provide public services to the community. 40 | Page 3. Growth and Population Projections This section comprises the growth and population analysis for the City of Reedley. It considers demographic information prepared by California Department of Finance, U.S. Census, and land use policy documents adopted by City of Reedley to identify growth estimates within the City’s incorporated limits and the SOI. State law defines a SOI as a plan for the probable physical boundaries and service area of a local agency, as determined by the Commission. The Commission’s determination of the SOI is based on its analysis of growth and population projections of the local agencies and its plans to extend corresponding municipal services. Land Use Planning The Reedley General Plan was adopted by the City Council on February 18, 2014. The Reedley General Plan accounts for the City’s growth through 2030. The General Plan establishes its land use foundation through a vision that was created through cooperative efforts involving the City Council, Planning Commission, City staff, and the community. The General Plan creates policies and provides for the general distribution, location, and extent of present and future land uses that guide land use decisions that shape development of the City. The General Plan evaluated four planning boundaries that outline the City’s planning strategy: • City limits (3,632 acres), • LAFCo’s Reedley SOI (4,938 acres)38 • Reedley General Plan Expansion Area (7,091 acres)39, and • “Study Area” which encompasses 10,620 acres and extends beyond the Reedley SOI. The City estimates that the ultimate buildout of the entire Study Area will occur beyond the 20-year planning horizon. The Study Area is generally bounded by Adams Avenue to the north, Floral Avenue to the south, Englehart Avenue to the east and Lac Jac Avenue to the west. Within the Study Area, the General Plan identified new growth or expansion areas as a desired SOI. The Reedley General Plan anticipated that phased revisions of the SOI would be necessary to facilitate the planned City growth through year 2030. The desired SOI reflects the City’s planning objectives and should not be confused with the LAFCo’s Reedley SOI approved in 2020. Henceforth, any references to the Reedley SOI will mean the 2020 LAFCo- adopted SOI, while the desired SOI will be referred to as the “Expansion Area.” The largest land use designation within city limits is Low Density Residential at 53.6%, followed Public/Institutional Facilities at 17.2%, and light industrial at 6.1%. Within the Reedley SOI, the Reedley General Plan designates approximately 51% of available land for Low Density Residential, 11% for Open Space, and 10% for Public/Institutional Facilities. In 2025, there were approximately 1,011 acres of agricultural or vacant land outside the City limits but within the Reedley SOI.40 38 Fresno County Hazard Mitigation Plan, 2024. 39 City of Reedley, Recirculated Draft PEIR, 2024. https://reedley.ca.gov/wp-content/uploads/2024/12/Recirculated_Draft_Program_EIR_-_City_of_Reedley_General_Plan_-_(10-10-2013)- 1733955271.PDF 40 Maxar Imagery (Raster Basemaps 2025.R07). 41 | Page The General Plan Expansion Area encompasses 7,091 acres, which is approximately 2,153 acres larger than the 4,938-acre Reedley SOI. For simplicity, Figure 3-1, summarizes the planned land uses for the General Plan’s Expansion Area. Figure 3-1. Land Use Acreages and Percentages of Total (Reedley General Plan Expansion Area) Incorporated Existing Sphere Approved 2030 Study Area Land Use Designation Acres % Acres % Acres % Suburban Residential 9.61 0.3 0 0.0 276.07 3.5 Low Density Residential 1680.39 53.7 926.44 51.6 4074.68 51.7 Medium Density Residential 27.4 0.9 38.32 2.1 110.95 1.4 High Density Residential 191.91 6.1 36.35 2.0 250.52 3.2 Central Downtown 40.46 1.3 0 0.0 40.46 0.5 Neighborhood Commercial 22.75 0.7 1.47 0.1 44.29 0.6 Community Commercial 101.64 3.2 109.64 6.1 434.24 5.5 Office Commercial 16.72 0.5 0 0.0 16.72 0.2 Service Commercial 88.49 2.8 0 0.0 140.26 1.8 Industrial Light 190.61 6.1 167.09 9.3 808.94 10.3 Industrial Heavy 54.84 1.8 124.41 6.9 179.25 2.3 Open Space 170.74 5.5 207.44 11.5 635.87 8.1 Public/Institutional Facility 537.44 17.2 185.84 10.3 752.18 9.6 Community Buffer 0 0.0 0 0.0 112.36 1.4 Total 3133 100 1797 100 7877 100 Source: Reedley General Plan According to the City, the acreage shown in Figure 3-1 is less than the acreages identified accounted for in the 2030 Reedley General Plan because the calculated estimates for this table are based on County of Fresno parcel data and does not account for full rights-of-way. The General Plan land use diagram designates land uses on a parcel-by-parcel basis for all lands within the City and Reedley’s expansion area. Figure 3 shows the Reedley General Plan Land Use Element Map, as adopted by the City Council of the City of Reedley in 2014. Current Population As of January 1st, 2025, the California Department of Finance (“DOF”) estimates that the City has a population of approximately 26,603, which indicates a 2.5 percent increase from Reedley’s 2024 population of 25,950.41 The City estimates that between 193 and 223 people live in unincorporated land within the Reedley SOI. The City’s estimated calculation is derived by multiplying the 61 residential dwelling units by the City’s approximate 3.65 persons per household (high), and the County’s 3.16 persons per household throughout the entire county (low).42 41 California Department of Finance, Population Estimates, published January 1, 2025: https://dof.ca.gov/forecasting/demographics/estimates-e1/ 42 Household size obtained from the Multi-Jurisdictional Housing Element, MJHE pg. 1L-1 42 | Page Figure 3-2. Annual Estimates of the Resident Population Census (April 1, 2020 2021 2022 2023 2024 2025 2010) Reedley, 24,194 24,920 24,906 25,014 25,494 25,950 26,603 California Source: State of California, Department of Finance Table E-4 In contrast, according to the US Census 2019-2023 American Community Survey five-year reports, City of Reedley’s population averaged 25,446 residents during the surveyed time period. Of the total City population, 70.5 percent are 18 years or older, and 10.2 percent were 65 years old and over. The City’s male to female is 48.2 percent and 51.8 percent, respectively. The majority of the City’s population is identified as Hispanic/Latino. Within the City limits, there are approximately 7,247 housing units. Of the available housing units, less than 235 housing units are vacant. Approximately 54.8 percent of the occupied homes are owner occupied, while less than 45.2 percent are renter occupied. The average household size is 3.78, while the average family size is 3.36. Each of the City’s major ethnic groups has shown strong civic leadership, a desire to retain cultural and religious traditions, and the ability to work successfully together for Reedley’s betterment. Among the community's 25 churches are Armenian, Baptist, Buddhist, Catholic, and many other congregations. The area's 41 organizations and 12 civic clubs include Filipino community organizations, a Finnish organization, and American Lebanese Women's Club, several Hispanic and Latin American organizations, and a Japanese organization among the many sports, cultural, conservation, charitable, and civic associations. Since 1946, Reedley has dubbed itself as the “Fruit Basket of the World” because it leads the nation in the shipping of fresh fruit. Thirty fruit and vegetable packing and cold storage facilities, including the world's largest plant, along with nearby wineries, supply tree and vine fruit products of consistently high quality. Related manufacturing industries in Reedley include boxes and packing machinery, and automatic packing equipment. According to the US Census 2019-2023 American Community Survey 5-year reports, of Reedley’s population 25 years and over, 21.1 percent graduated from high school, approximately 19 percent have college experience, approximately 10.8 percent earned an associate’s degree, approximately 9.8 percent earned a bachelor’s degree, and approximately 6.2 percent have a graduate or professional degree. Income levels within the City are slightly lower than that of the County. During 2019 to 2023, the City’s average household income was $62,923, and Fresno County’s median household income was $71,689 for the same period. Reedley contributes a wide variety of agricultural products to the County's economy. The area produces the fruit, nut, vegetable, grain and cotton varieties. During 2019-2023, there were 11,716 working civilians in Reedley, meaning working people over 16 years of age. Largest employers in Reedley, and its 43 | Page vicinity include agriculture, educational, health care service, business and sales, and retail. Figure 3-3 identifies the largest employers within the City of Reedley. Figure 3-3. Major Employers for the City of Reedley Employers Employees Moonlight Co 100-249 Kings Canyon Unified School District 1,500 Reedley College 500-999 Sun Valley Packing 250-499 Family Tree Farms 50-99 Brandt Farms 100-249 BW Integrated Systems 250 Adventist Medical Center 250-499 City of Reedley (Full-time employees) 119 Source: State of California Employment Development Recent Growth Trends Between 1990 and 2010, Reedley experienced an average annual growth rate of 2.73% per year. In the last ten years the average growth rate was 2.54% per year, and in the last five years the average growth rate was 3.59% per year. These trends are one of the major indicators of the City’s potential growth over the Reedley General Plan’s 2030 planning horizon. Reedley’s Growth Projections In comparison to the State Department of Finance projections for growth in the San Joaquin Valley, the Reedley General Plan uses an average annual growth rate of approximately three percent through year 2030 as a mean. Using this mean, Figure 3-5 presents the population forecast for the City of Reedley to 2030. The table also indicates that the City anticipates a 43 percent increase in population through the implementation of the Reedley General Plan, and full buildout of the General Plan’s Study Area. Another source of information referenced in this report is a more recent study, “Fresno County 2023-2060 Growth Projection,” prepared by the Fresno Council of Governments (“COG”). The study provides population growth estimates, job growth projections, and housing characteristics in Fresno County. COG compiled multiple jurisdictional information about planned development projects that will drive regional growth in the short term and long term. 44 | Page Figure 3-5. Population Forecast Based on 3% Growth Rate 2021 36,304 2022 27,393 2023 38,515 2024 39,671 2025 40,861 2026 42,087 2027 43,349 2028 44,650 2029 45,989 2030 47,369 The COG study forecast a 0.3 percent annual population growth rate within the Reedley SOI. COG estimated that approximately 3,520 new residents may be accommodated within the Reedley SOI by year 2060 and that the City of Reedley would reach the following population levels by the listed years: Figure 3-6. Fresno COG’s Reedley Population Estimates BASED COG’s 0.9% growth rate 2015 25,570 2020 27,150 2025 25,830 2030 25,900 2035 26,740 2040 27,550 2045 28,250 2050 28,710 2055 28,900 2060 28,820 Housing Element The Legislature has declared that LAFCo’s role in promoting orderly formation and development of local agencies includes consideration of accommodating additional growth and providing necessary governmental services and housing for persons and families of all incomes in the most efficient manner feasible.43 43 GC Section 56001, Legislative Findings and Declarations; State interest. 45 | Page The City of Reedley anticipates that the majority of residential development will occur on land within the current Reedley SOI. The City expands infrastructure and resources with each approved development and upon annexation. Figure 3-7. 2023-2031 Regional Housing Needs Allocation Housing Units by Income Level Total Jurisdiction Very Low1 Low Moderate Above Housing Moderate Units Reedley 403 183 211 666 1,463 Source: Fresno COG Regional Housing Needs Allocation Plan, 2024 Land Use Entitlements, City Approvals for Development Since 2015, the City of Reedley processed the following land use entitlements in accordance with the goals and policies of the Land Use Element: Figure 3-7. Number of Entitlement Applications by Year Entitlement Applications 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Admin Review2 18 18 23 18 15 11 6 4 8 6 Annexations3 1 0 2 1 0 2 0 1 1 1 Business Storefront Imp Program2 0 0 0 0 0 0 0 5 4 1 CUP3 7 4 11 6 6 6 7 7 10 2 GPA3 2 0 1 0 0 1 4 0 1 3 HOP2 8 18 7 11 24 10 27 21 21 13 Minor Deviations2 1 0 0 1 1 3 2 0 0 1 Rezone3 2 0 0 4 1 1 7 3 1 3 Sign Permits2 8 16 13 16 23 15 9 9 10 18 SPR3 11 4 6 16 5 8 20 20 6 14 Subdivision of Land TPM/TSM3 1 0 4 1 2 1 0 5 1 3 SOI Update3 0 0 0 1 0 0 0 0 0 1 Municipal Code Text Amendment3 2 3 4 3 1 0 1 0 0 3 Variance3 0 0 0 1 0 0 0 0 0 0 Yard Encroachments2 0 1 1 0 1 1 1 5 2 2 Zone Clearances2 31 Zoning Inquiries2 2 3 1 1 4 2 1 3 0 1 Total1 63 67 73 80 83 61 85 83 65 103 1 Count based on number of entitlement numbers assigned during the Calendar Year 2 Processing Time: less than 30 days 3 Processing Time: 30 days or more 46 | Page As of the writing of this MSR, the City is actively processing applications for new subdivisions and commercial structures. Of these applications, several are residential development projects, which include the following: 1. Annexation No. 2025-01, General Plan Amendment Application No. 2025-01, Rezone Application No. 2025-01, and Vesting Tentative Subdivision Map. No 6497 (Westhaven 2): pertains to the annexation of a 174-lot subdivision of land for single family development consisting of 166 single family lots with a minimum lot size of 5,002 square feet, 7 outlots, and one 2-acre storm drain basin located at the southeast corner of South Buttonwillow Avenue and East North Avenue. 2. Annexation Application No. 2024-01, General Plan Amendment Application No. 2024-01, Rezone Application No. 2024-01, Conditional Use Permit Application No. 2024-01, and Tentative Subdivision Map Application No. 6331 (Blossom Estates): pertains to the annexation and subdivision of land to include 108 single family lots and a park. 3. Between 2017-2022, a 45-unit single family development (Almond Grove – TSM 6206), located on the northwest corner of South Frankwood Avenue and West Olson Avenue was entitled and constructed. 4. Between 2017-2024, a 161-unit single family development (Reed/Aspen – VTSM 6196), located on the northeast corner of North Reed Avenue and East Aspen Avenue, was entitled and constructed. 5. Between 2020-2021, Monte Vista Estates, a 16-lot single family subdivision on the southwest corner of N Buttonwillow Avenue and East Myrtle Avenue, was constructed. 6. An application for detached ADU created through new construction was submitted in late 2020. Two applications for detached ADU created through new construction were submitted and approved in 2021. One application for an attached ADU created through new construction was submitted and approved in 2022. Five detached ADU applications were submitted and approved in 2023. Five detached ADU applications were submitted and approved in 2024. 7. Site Plan Review Application No. 2020-4 was submitted and approved and pertains to the construction of a one-story 7,500 square foot building for an Educational Employees Credit Union (EECU) Branch, with a walk-up ATM kiosk and a detached 3,000 square foot office suite. The project received a certificate of occupancy in 2021. 8. Site Plan Review Application No. 2020-6 was entitled and pertains to the construction of a one- story 2,772 square-foot building shell for a future medical office. 9. Conditional Use Permit Application No. 2020-5 was entitled, pertaining to authorizing the operation of a standalone large recycling collection facility. 10. Site Plan Review Application No. 2020-5 was entitled and pertains to the master planning of approximately 2.285 acres of commercially designated land (APNs: 370-100-12, 370-100-13, 370-100-72, 370-100-09, 370-100-42, 370-100-65, & 370-100-66), consisting of 3 proposed commercial buildings/structures totaling 24,291 square feet and one 8,000 square foot existing commercial building with shared access to 114 parking spaces and a 40’ x 12’ loading zone to 47 | Page serve the proposed buildings/structures. Phase One of this project, a 7,828 square foot building with a convenience store and one attached QSR with a drive-thru, and a fueling station received a certificate of occupancy in 2024. 11. Annexation Application No. 2018-1, Pre-Zone Application No. 2018-1), and Vesting Tentative Subdivision Map No. 6229 (Rancho Vista – Reedley), a 186 single family subdivision on the northeast corner of South Buttonwillow and East Duff Avenue (average lot size 6,896 square feet) was entitled in 2019. Phase I was constructed, and Phase II is still under construction. 12. Annexation Application No. 2017-01, General Plan Amendment Application No. 2017-01, Change of Zone Application No. 2017-01, and Vesting Tentative Subdivision Map No. 6178 (Frankwood Commons) was entitled in 2019 and 2020. The project pertained to the subdivision of 35.1 gross acres of land into 154 single family lots (lot sizes range from 6,480-11,946 SF), one 3.01 gross acre commercial lot, and one 1.60 gross acre retention basin. A portion of the 3.01 gross acre commercial lot was entitled as a medical clinic in 2024 through Site Plan Review Application No. 2024-04 and is currently under construction. 13. A Site Plan Review Application and Tentative Parcel Map Application was entitled for the development of a 5.52-acre mixed use project that is located east of North Kings Drive, north of West Friesen Avenue, West of North Reed Avenue, and south of I Street (a portion of APN 368- 350-19). Proposed is the construction of 60 units of Student Housing with one 3,500 square foot clubhouse/leasing office building, 70 units of Workforce Housing with one 2,000 square foot clubhouse/leasing office building, and one 850 square foot retail/food service building with a drive-through. 14. Rezone Application No. 2021-2, Tentative Parcel Map Application No. 2021-1, and Conditional Use Permit Application No. 2021-1 was entitled and pertains to the construction of a 4,200 square-foot convenience market with a drive-through window that provides gasoline service, convenience retail and quick service restaurant uses. This project is currently under construction. 15. Rezone Application No. 2021-5 and Site Plan Review Application No. 2021-13 was submitted and approved and pertains to the construction of a 6,336 square foot multi-tenant commercial building and a 4,460 square foot automobile sales office and showroom building with an ancillary detached 484 square foot detail shop building. 16. A Conditional Use Permit Application was entitled that authorized the construction of a 4.2-acre horizontal mixed-use project in an industrial zone district located on the south side of East Dinuba Avenue at the terminus of South Orange Avenue, that consists of 80 affordable residential units with a 1,500 square foot community room attached to a 1,000 square foot office/retail space for lease (Willow Grove). This project is currently under construction. 17. Site Plan Review Application No. 2021-19 was entitled that authorized the demolition of the existing Reedley Armory and the construction of Guardian Village, a 48 affordable multiple-family apartment complex distributed among five residential buildings with a 2,500 square foot community building and recreational opportunities. Construction was completed in 2024. 18. Site Plan Review Application No. 2022-7 was approved which pertains to the construction of a 48 | Page 2,574 square foot quick service restaurant with drive-through and parking lot at 645 and 677 East Manning Avenue, on the southwest corner of East Manning Avenue and North Sunset Avenue. 19. Site Plan Review Application No. 2022-16 was submitted which pertains to the demolition of an existing canopy and construction of a new 6,000 square foot shell building. The proposed shell building would share a wall with the easternmost wall of an existing shopping center. The proposed address of the addition would be 1267 East Manning Avenue. 20. In 2022, the City of Reedley processed a major commercial annexation application that was approved by the City of Reedley and Fresno Local Agency Formation Commission (LAFCo). The project site entails six parcels totaling approximately 58 acres. The project site is located within the City of Reedley’s Sphere of Influence (SOI) and is currently within the jurisdiction of the County of Fresno. Adjacent to the north, east and south is the City of Reedley. The site is bordered by the Manning Avenue/I Street Intersection on the north, the Kings River on the west, residential homes on the south, and agricultural fields/commercial properties on the east. The West Manning Avenue Reorganization area that would provide many economic development opportunities for Reedley’s citizens and would achieve many General Plan goals and policies was officially annexed into the City of Reedley in March of 2023. Building permits were issued for construction of commercial buildings in The Gateway Shopping Center in 2024, which would develop approximately 13 acres for commercial use as part of a master plan for the project site (Site Plan Review Application No. 2020-01). 21. Rezone Application No. 2022-02 and Conditional Use Permit Application No. 2022-06 was entitled in 2023 and pertained to the construction of a car wash with self-service vacuums located at the Reed Avenue and North Avenue roundabout. Construction was completed in 2025. 22. A Conditional Use Permit Application was entitled that authorized a Planned Unit Development (PUD) for a 141-unit apartment complex. The proposed units would be distributed among ten buildings. This project is proposed to be located on approximately 5 acres within the Blossom Trail Vesting Tentative Subdivision Tract Map No. 6129 (Lots 58 and 59) (APN 370-040-31). 23. Vesting Tentative Subdivision Map Application No. 6488 (Westhaven 1), located on the northeast corner of South Buttonwillow Avenue and East North Avenue, was entitled in 2024 and pertains to the subdivision of 1 lot into 55 lots for single family development with a minimum lot size of 6,000 square feet. Building Permits In 2022, there were 809 building permits issued, including but not limited to new construction, repairs, additions, solar installation, and reroofs, with a valuation of $63,846,326.59. In 2023, there were 737 building permits issued, including but not limited to new construction, repairs, additions, solar installation, and reroofs, with a total valuation of $38,849,494.64. In 2024, there were 756 building permits issued, including but not limited to new construction, repairs, additions, solar installation, and reroofs, with a total valuation of $44,804,555.88. In 2024, there were four automated solar permits issued in accordance with state law. Figure 3-8 summarizes the number of permits issued per year and by the types of use. 49 | Page Figure 3-8. Building Permit Activity 2015 to Current Date 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total to Type of Use date New single-family 5 9 4 3 12 74 138 78 156 98 577 homes New multi-family units 58 0 0 20 0 32 0 0 50 80 240 New public buildings 2 2 0 0 0 0 0 0 0 0 4 New commercial 4 3 0 1 3 6 16 1 3 7 44 buildings New industrial buildings 0 1 0 0 1 0 2 0 0 0 11 Source: Reedley Building Division Vacant Land Inventory According to the Fresno-County Multi-Jurisdictional Housing Element, the vacancy rate did not decrease in the city between 2010 and 2022. In 2022 the Vacancy rate was 6.8%, up from the previous number of 4.3% in 2010. Another estimated 124 acres are within the Reedley SOI that are vacant and designated by the Reedley General Plan for single-family low-density residential uses. Reedley SOI Update: West Huntsman Avenue Reorganization (40 acres) The LAFCo received an application for the proposed Reedley SOI expansion area known as “West Huntsman Avenue Reorganization” Reedley SOI update. The following land use entitlements are associated with the project: • Sphere of Influence (SOI) Application No. 2022-01, pertaining to the addition of approximately 42.52 gross acres into the City of Reedley’s SOI. The subject property is adjacent to the existing City of Reedley City SOI limit along the site boundary with Traver Channel. • Annexation Application No 2022-01, pertaining to the annexation of approximately 42.52 acres into the City of Reedley and detachment from the Fresno County Fire Protection District and the Kings River Conservation District. The annexation area consists of one parcel (APN 370-240-11). The proposed annexation will be annexed into the City of Reedley’s adopted Sphere of Influence, and the subject property has a Light Industrial Land Use Designation pursuant to City of Reedley 2023 General Plan. The proposed project does not conflict with the goals and policies of the Cortese- Knox-Hertzberg Act to promote the planned, orderly, efficient development of an area. 50 | Page • Re-Zone Application No. 2022-03, pertain to the Pre-zoning of approximately 42.52 acres in preparation for annexation consistent with the Reedley 2030 General Plan. The subject property is currently zoned AE 20 (Exclusive Agricultural) under the Fresno County zoning designation and is proposed to be pre-zoned to ML (Light industrial) zone district under the City of Reedley zoning Designation. • Site Plan Review Application No 2022-19, pertaining to the development of approximately 42.52 acres of industrial designation land (APN 370-240-11), consisting of 26 separate parcels. The proposed project would develop 19 parcels with office/warehouse building totaling 197,000 square feet and surface parking lots that would provide shared access to 410 parking spaces to serve those buildings. Proposed uses identified in the site plan include office/warehouse uses. The remaining seven parcels would be designated for industrial uses but left vacant under this application. • Tentative Subdivision Map No 6428 (TSM) pertaining to the subdivision of land and proposed street dedications/improvements to accommodate for the above referenced uses. The proposed project would include 19 lots for office/warehouse use ranging from .58 acres to 1.87 acres and 7 lots for industrial uses ranging from 1.62 acres to 2.63 acres as well as dedication at least three new internal streets. Reedley’s Growth Strategies The Reedley General Plan has two planning boundaries; the General Plan’s “Expansion Area” and a larger “Study Area,” the latter has an unspecified time to complete and is generally considered to be beyond 50 years. A primary focus of the General Plan is to encourage new residential and commercial development within the City’s existing urban footprint of its city limit, while balancing the need to provide new housing through incremental development in the existing Reedley SOI. The Reedley General Plan’s Land Use Element includes nine guiding principles that form the basis for future land use decisions and growth of the City. The City’s growth strategies are augmented by the following adopted planning documents: • Reedley Bicycle and Mobility Plan • Reedley Specific Plan • Southeast Industrial Area Specific Plan • Airport Master Plan • Rail Corridor Master Plan. The Reedley General Plan Land Use Element’s nine guiding principles read as follows: a) Protect the agricultural economic base of the Reedley area by encouraging the preservation of the maximum feasible amount of productive and potentially productive agricultural land. b) Plan for urban growth in a manner that minimizes impacts on agriculture and the consumption of agricultural land. c) Increase residential densities to reduce the impacts related to loss of agricultural lands. d) Establish a pattern of urban development which provides for the economically efficient provision of urban services with particular emphasis on sewer, water and storm drainage infrastructure. 51 | Page e) Seek a balanced and compatible land use pattern which accommodates projected population growth and encourages alternative transportation such as walking, bicycling or transit. f) Provide transitions between various land uses and intensities using high quality design. g) Integrate land use planning, transportation planning, and air quality planning to make the most efficient use of public resources. h) Development in the planning area shall occur in a fashion that protects and enhances air quality and water quality. i) Public open space shall be made an integral part of new development in the planning area. The Reedley General Plan EIR notes that vacant land within Reedley city limits would not be enough to accommodate planned City growth and much of the City’s growth would occur in the Reedley SOI and planned Expansion Area. The City’s General Plan designates urban land uses within the 7,913 acre “Expansion Area,” with the remainder of the “Study Area” undesignated. The City’s General Plan anticipated several incremental SOI amendments to occur during the General Plan’s 20-year planning horizon. The Reedley General Plan goals and policies represent the official City position regarding the desired nature, disposition, and quality of development within the community. To effectively manage City growth through 2030, the General Plan includes numerous goals and policies promoting compact development, in-fill development, and significant increases to residential and commercial density ranges. By design, these tools are to ensure a managed, controlled and orderly growth pattern over the entire planning horizon. Annexation Policies Currently, the Reedley General Plan establishes the City’s Annexation Policy, which entails its commitment by the City to maintain an updated Memorandum of Understanding with County of Fresno.44 As of September 2017, the County and City of Reedley Memorandum of Understanding (MOU) sets forth the following: a) The County shall not approve any discretionary development permit for new urban development within the City’s SOI unless that development has first been referred to the City. b) That the development is orderly. c) County shall require development standards of the City of Reedley, when development is within the existing SOI. d) The City application for the annexation of any new territory be consistent with the Cortese- Knox-Hertzberg Local Government Reorganization Act of 2000. e) City initiated annexation shall have development eminent, with at fifty (50) percent of the proposed area having an approved site plan and/or tentative map. LU 2.5.8 of the Reedley General Plan provides that “the City shall not support annexing land for residential development until at least eighty (80) percent of the existing residentially designated land inside the city limits is developed.” As of November 2019, the City is above 80% when including currently developing and entitled land area. The LAFCo received an application for the proposed Reedley SOI expansion area known as “West Huntsman Avenue Reorganization” Reedley SOI update. As of the submittal of this application, the City of Reedley is 44 City of Reedley General Plan, Land Use Element Policy. LU 2.5.10. 52 | Page approximately at 88% buildout of industrially designated land within the current city limits. In addition, the City maintains an Infill Incentive Program that provides Development Impact Fee (DIF) reductions of 50% for infill developments placed within the city center, and 25% for such development throughout the rest of the city limits. Mixed-use allowance is also provided through the City’s Municipal Code standards, and a Farmland Preservation Program is currently being completed. All such efforts are made to ensure consistency with the goals and policies within the Reedley General Plan that promote sustainable, efficient and orderly development patterns. Furthermore, all annexation request to the City are subject to LAFCo’s Policy 210 – Standards for annexation to Cities and Urban Service Districts and Policy 210.9 - Prezoning Requirement. In summary, the following LAFCo policies regulate the City’s ability to annex new territory into the City’s corporate boundaries: • 210.02. Proposal is consistent with the City or County general and specific plans, including adopted goals and policies. • 210.03. Proposal mitigates any significant adverse effect on continuing agricultural operations on adjacent properties. • 210.04. Proposal is consistent with the affected city’s general plan, is contiguous to the affected city, and demonstrates in its service plan that it will result in logical, orderly, and efficient service delivery. • 210.05. Proposal shows that there is existing substantial development or gives an indication of imminent development in the form of an approved tentative subdivision map or site plan review, requiring municipal services. • 210.06. Proposal shows that development can be provided all urban services and improvement or facilities necessary, as shown by the service plan and application. Collaborative Regional Planning Efforts The City has actively been involved in the San Joaquin Valley Blueprint planning process. The Valley Blueprint process began in 2006 and is made up of seven Valley Council of Government (COG) members and one Regional Transportation Planning Agency representing the San Joaquin Valley. In 2010, the San Joaquin Valley Blueprint Council, the decision-making body of the Blueprint planning process, adopted 12 Growth Principles that reflect its vision for the future of the San Joaquin Valley. The San Joaquin Valley Blueprint Smart Growth Principles are: a) Create a range of housing opportunities and choices. b) Create walkable neighborhoods. c) Encourage community and stakeholder collaboration. d) Foster distinctive, attractive communities with a strong sense of place. e) Make development decisions predictable, fair, and cost-effective. f) Mix land uses. g) Preserve open space, farmland, natural beauty, and critical environmental areas. h) Provide a variety of transportation choices. i) Strengthen and direct development towards existing communities. 53 | Page j) Take advantage of compact building design. k) Enhance the economic vitality of the region. l) Support actions that encourage environmental resource management. In the process of updating the Reedley General Plan, the Growth Principles have been used to develop or update many of the Reedley General Plan policies. Figure 3-9. City of Reedley SOI Expansion 54 | Page 4. Agriculture Preservation Municipal Service Reviews and spheres of influence empower LAFCo to implement its legislative objective to “discourage urban sprawl, preserve open-space and prime agricultural lands, and encourage the orderly formation and development of local agencies based upon local conditions and circumstances (GC section 56301).” Although LAFCO does not have direct land use authority and does not manage service-providing agencies, LAFCo serves as an intermediary for the state in addressing growth challenges through the implementation of SOI determinations and periodic SOI updates for cities and special districts as mandated in GC section 56425. In this section, the MSR will evaluate the City’s policies that support the preservation of agricultural farmland. Prime Agriculture LAFCo notes that there are two similar definitions for “Prime Agricultural Land” set forth in California statute. State law defines “Prime Agricultural Land” (“PAL”) for cities and counties in Government Code section 51201 as any of the following: a. All land that qualifies for rating as class I or class II in the Natural Resource Conservation Service land use capability classifications. b. Land which qualifies for rating 80 through 100 in the Storie Index Rating. c. Land which supports livestock used for the production of food and fiber and which has an annual carrying capacity equivalent to at least one animal unit per acre as defined by the United States Department of Agriculture. d. Land planted with fruit- or nut-bearing trees, vines, bushes, or crops which have a nonbearing period of less than five years, and which will normally return during the commercial bearing period on an annual basis from the production of unprocessed agricultural plant production not less than two hundred dollars ($200) per acre. e. Land which has returned from the production of unprocessed agricultural plant products and annual gross value of not less than two hundred dollars ($200) per acre for three of the previous five years. In contrast, LAFCo law provides a similar but not identical definition: Cortese-Knox-Hertzberg Local Government Reorganization Act, Government Code section 56064 defines PAL as an area of land, whether a single parcel or contiguous parcels, that has not been developed for a use other than an agricultural use and that meets any of the following qualifications (substantive differences with GC sec. 51201 are italicized): a) Land that qualifies, if irrigated, for rating as class I or class II in the USDA Natural Resources Conservation Service land use capability classification, whether or not land is actually irrigated, provided that irrigation is feasible. b) Land that qualifies for rating 80 through 100 Storie Index Rating. c) Land that supports livestock used for the production of food and fiber and that has an annual carrying capacity equivalent to at least one animal unit per acre as defined by the United States Department of Agriculture in the National Range and Pasture Handbook, Revision 1, December 2003. 55 | Page d) Land planted with fruit or nut-bearing trees, vines, bushes, or crops that have a nonbearing period of less than five years and that will return during the commercial bearing period on an annual basis from the production of unprocessed agricultural plant production not less than four hundred dollars ($400) per acre. e) Land that has returned from the production of unprocessed agricultural plant products an annual gross value of not less than four hundred dollars ($400) per acre for three of the previous five calendar years. Reedley General Plan 2030 Growth Scenario, Ag Preservation Implementation of the City of Reedley 2030 General Plan anticipates future population and economic growth and presents the land use policies to accommodate this planned growth. These actions will necessitate the conversion of agricultural land. The Reedley 2030 General Plan EIR recognized that the conversion of farmland is a significant and unavoidable impact on agricultural land, even after mitigation is employed by the City. The General Plan agricultural policies balance orderly growth pattern with minimizing the premature and unplanned conversion of agriculture.45 The City’s collective Land Use, Urban Growth Management and Agriculture Goals and Policies are designed to ensure the avoidance and premature conversion of agricultural land, that, while not wholly mitigating the loss of agricultural lands, will significantly reduce the impact.46 The following Land Use Element Guiding Principles outline the City’s commitment to protect local agricultural and open space land: Reedley General Plan: 2.3 Land Use Element Guiding Principles (a) Protect the agricultural economic base of the Reedley area by encouraging the preservation of the maximum feasible amount of productive and potentially productive agricultural land. (b) Plan for urban growth in a manner that minimizes impacts on agriculture and the consumption of agricultural land. (c) Increase residential densities to reduce the impacts related to loss of agricultural lands. (d) Establish a pattern of urban development which provides for the economically efficient provision of urban services with particular emphasis on sewer, water and storm drainage infrastructure. (e) Seek a balanced and compatible land use pattern which accommodates projected population growth and encourages alternative transportation such as walking, bicycling or transit. (f) Provide transitions between various land uses and intensities using high quality design. (g) Integrate land use planning, transportation planning, and air quality planning to make the most efficient use of public resources. (h) Development in the planning area shall occur in a fashion that protects and enhances air quality and water quality. (i) Public open space shall be made an integral part of new development in the planning area. 45 City of Reedley 2030 General Plan, page 104. 46 City of Reedley 2030 General Plan, page 105. 56 | Page The 2030 General Plan includes the following Ag Preserve Policies related to annexation: • LU 2.5.2 - New development will only be approved in sequential fashion contiguous to existing development to ensure orderly extension of municipal services and unnecessary conversion of agricultural lands. Development standards shall incorporate measures to preserve and protect agricultural land as set forth in Policies LU 2.5.1 through LU 2.5.18 and COSP 4.3.1 through 4.3.4. • LU 2.5.8 - The City shall not support annexing land for residential development until at least eighty (80) percent of the existing residentially designated land inside the city limits is developed. • LU 2.5.18 - From the adoption date of this GPU, the City shall annex a maximum of five hundred (500) acres from within the existing SOI (@1,797-acres). Only when a Farmland Preservation Program is adopted for implementation shall the City propose additional lands for orderly annexation. Agriculture Land Land immediately surrounding the Reedley city limits consists of predominantly agricultural and incidental rural residential land uses. According to the Reedley General Plan, the City plans for urban land uses for areas beyond its existing city limits and the Reedley SOI. The City takes a leadership role in land use planning by assessing a General Plan Study Area that encompasses 10,620 acres, nearly double in size than the existing Reedley SOI. As evaluated by the Reedley 2030 General Plan, the Reedley Land Use Element designates the intensity and location of various types of residential, commercial, industrial, open space, recreational, public and agricultural uses. The City’s General Plan EIR evaluated three key planning boundaries that outline the City’s planning strategies, as well as its policies to preserve agricultural land. The following boundaries are presented in the Reedley General Plan’s EIR: • Reedley city limits - 3,632 acres as of 4/21/2023 • Reedley SOI - 4,938 acres as of 4/21/2023 • The “Study Area” which encompasses 10,620 acres and extends beyond the Reedley SOI Expansion Area. A substantial portion of the Expansion Area consists of land identified by the California Department of Conservation’s Farmland Mapping and Monitoring Program as Important Farmland. Collectively, the Department of Conservation recognizes the “Important Farmland” designation in four categories: Prime Agricultural Land, Lands of Statewide Importance, Lands of Unique Characteristics, and Land of Local Significance. Within the Expansion Area, the General Plan’s EIR notes that approximately 4,180 acres are recognized as Important Farmland. Of the Important Farmland acreage, the designation consists of the following categories: 2,440 acres of Prime Farmland, 1,662 acres of Farmland of Statewide Importance, and 78 acres of Unique Farmland.47 47 City of Reedley 2030 General Plan EIR, pages 2-14. 57 | Page The Reedley General Plan estimates that there are approximately 1,501 acres (89.9%) that are in agricultural operation and/or undeveloped, 84 acres (6.4%) are identified as open space, and 49 acres (3.7%) are considered to be developed for uses other than farming operations. The City informed LAFCo that the majority of vacant land located along the City’s urban edge has been retired from agricultural operations in anticipation of future urbanization. While the City has adopted policies to discourage the premature conversion of agricultural land to urban uses, there is nothing to deter premature disinvestment in agricultural land by private landowners. The General Plan’s Land Use Element also provides City policies and programs that provide for the orderly development, provision of adequate services, and extension of services. Consistent with the Reedley 2030 General Plan, the City will impose a Farmland Preservation Program which addresses the permanent preservation of identified Prime Farmland, Unique Farmland, and Farmland of Statewide Importance that might otherwise be converted to urban land use. The Program requires the City to evaluate urban development effects on agriculture and create various preservation solutions to mitigate its impacts on agricultural land. Land Use Element policy LU 2.5.18, requires the City to self-regulate urban growth by committing to annex a minimum of 500 acres from within the Existing – LAFCo approved Reedley SOI before implementing the City’s Farmland Preservation Program.48 Policy LU 2.5.4 – Right-to-Farm Covenants The City of Reedley General Plan policy reaffirms its dedic ation to preserving agricultural integrity by requiring the implementation of “Right-to-Farm Covenants” as a condition of development approvals. These covenants are designed to safeguard existing farming and ranching operations from disruptions and nuisance complaints that often arise when urban land uses encroach upon agricultural areas or lie adjacent to natural resource zones. By formally recognizing the legitimacy of agricultural activities, these covenants help ensure that farmers and ranchers may continue lawful operations without interference. Relationship to Existing Plans This policy aligns with the broader goa ls of the Reedley General Plan and supports the City’s long-term commitment to managing urban growth responsibly while maintaining its agricultural heritage. It complements related land use strategies by reinforcing compatibility between urban expansion and resource conservation initiatives, and by promoting harmonious coexistence at the rural-urban interface. Agricultural Lands of the Proposed West Huntsman Avenue SOI Update Development of industrial areas within the SOI will require substantial infrastructure improvements to meet city development standards. Additionally, approximately 312 acres of vacant industrial land are situated adjacent to the San Joaquin Valley Railroad line, which extends from the northeast to the southwest quadrant. While proximity to rail presents potential advantages for industrial uses, it may also pose challenges related to limited vehicular access points. 48 City of Reedley 2030 General Plan Land Use Element Policy LU 2.5.18. 58 | Page It is also important to note that of the 373 acres of industrial land outside the City limits, approximately 132 acres are currently under Williamson Act contracts. Given these land-use restrictions, significant development in this area is not anticipated during the current General Plan timeframe. The proposed 42.52-acre Reedley SOI update consists of land currently producing stone fruits and designated as “Prime Farmland”, “Unique Farmland”, and “Farmland of Statewide Importance” by the Department of Conservation. Currently, the parcel is unincorporated and identified in Fresno County’s AE- 20 (Exclusive Agriculture) zone district. There is also a fruit packing facility and private residence on the southeast corner of the property with a domestic well and septic. The 42.52-acre parcel (APN 370-240-11) is surrounded by diverse land classifications as defined by the California Department of Conservation. To the south, the property borders areas designated as ”Prime Farmland” and “Farmland of Statewide Importance”. On its western and northern edges, the adjacent lands are identified as “Prime Farmland”, “Farmland of Statewide Importance”, “Farmland of Local Importance”, and “Urban and Built-Up Land”, while the eastern boundary abuts ”Rural Residential Land”.49 Crucially, this parcel and the adjoining properties are not currently under active Williamson Act contracts, providing greater flexibility for future land use planning and potential development opportunities. Agricultural land within the Reedley SOI and outside the city limits is primarily focused in the eastern, southeastern, and southwestern areas. Of the available 1,306 acres identified between the city limit and the Reedley SOI, the Department of Conservation, Farmland Mapping and Monitoring Program classifies 610 acres as Prime Farmland. Williamson Act Contracts The California Land Conservation Act, or Williamson Act was adopted in 1965 to encourage the preservation of agricultural lands in view of the increase in trend toward their “premature and unnecessary” urbanization.50 The Williamson Act enables counties and cities to designate agricultural preserves and offer preferential taxation to agricultural landowners based on the income-producing value of the land. In return for the preferential tax rate, the landowner is required to sign a Land Conservation Contract (“LCC”) with the county or city agreeing not to develop the land for a minimum of 10 years. The LCC is renewed automatically on its anniversary date unless a notice of nonrenewal or a petition for cancellation is filed with the respective agency. According to the Reedley General Plan EIR, many properties located in the General Plan’s proposed 2030 Expansion Area are identified under LCC. As of 2023, there are five properties amounting to approximately 229 acres within the Reedley SOI that are identified under an existing LCC.51 Figure 4-1 depicts those properties within the Reedley SOI, and immediate vicinity that are protected under contract. As previously noted, the City has commenced a Farmland Preservation Program that would assess local agricultural conditions and make recommendations that minimizes impacts on agriculture as outward growth of the City occurs. 49 California Department of Conservation, GIS data, 2022. 50 Government Code section 51200 et seq., The California Land Conservation Act of 1965. 51 California Department of Conservation , Williamson Act Enrollment Geodatabase, 2023. 59 | Page Fresno LAFCo Policy Standards for Annexation The Reedley General Plan provides policies that support orderly and logical annexations to the City. All annexations into the City of Reedley are subject to LAFCo’s Policy 210 – Standards for Annexation to Cities and Special Districts and Policy 210.9 - Prezoning Requirement. LAFCo policy 210, requires that each proposal is consistent with the adopted SOI of a city, and that the proposal is consistent with City or County general plan, and that each proposal results in logical, orderly, and efficient development patterns and service areas, and it discourages urban sprawl. Prior to filing an annexation application with the LAFCo, each city must prezone the subject territory consistent with the City’s general plan for any land proposed to be annexed by the city or petitioners. Pre- zoning is the legal process of placing a city zoning designation by action of the City Council to unincorporated territory or a portion of territory outside the city limits. LAFCo’s standards for annexation also require that each proposal demonstrate that development can be provided with all urban services and improvement or facilities necessary through a service plan. As such, annexations must be contiguous to existing city limits and do not create islands, and minimize creation of peninsulas and corridors, or distort jurisdictional boundaries. 60 | Page Figure 4-1. Land Conservation Contracts within Reedley SOI 61 | Page 5. Disadvantaged Unincorporated Communities The purpose of Senate Bill 244 (Wolk, 2011) is to address the complex legal, financial, and political barriers that contribute to regional inequity and infrastructure deficits within disadvantaged unincorporated communities (“DUC”). Cities, counties, special districts, and LAFCo are all required by SB 244 to identify and include DUCs in their respective long-range planning. The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 (“CKH”) requires LAFCos to make determinations regarding DUCs for any updates to a SOI of a local agency (a city or special district) that provides public facilities or services related to sewer, municipal and industrial water, or structural fire protection. State law directs LAFCos to consider and prepare written determinations regarding the present and planned capacity of public facilities and adequacy of public services, and infrastructure needs or deficiencies for any DUCs. A DUC is defined as an inhabited unincorporated territory with an annual median household income that is less than 80 percent of the statewide annual median household income as defined by California Water Code section 79505.52 Furthermore, on January 9, 2013, Fresno LAFCo exercised its authority and adopted a local policy refining the DUC definition to consist of at least 15 dwelling units, at a density not less than one unit per acre. Pursuant to LAFCO Policy 111-03, when approving any new or updated SOI for a city or special district, the city or special district shall be required to identify DUCs within or contiguous to their boundaries in their applications for Commission action. CKH prohibits LAFCo from approving an annexation to a city of any territory greater than 10 acres if a DUC is contiguous to the proposed annexation, unless an application to annex the DUC has been filed with LAFCo.53 An application to annex a contiguous DUC shall not be required if a prior application for annexation of the same DUC has been made in the preceding five years or if the commission finds, based upon written evidence, that a majority of the registered voters within the affected DUC are opposed to annexation. This section of the MSR uses the American Community Survey (“ACS”) five-year estimates for year 2019 to 2023 datasets to identify the demographic composition of various locations near the City. The ACS is sponsored by the U.S. Census Bureau and is part of the Decennial Census Program. According to the U.S. Census Bureau, the ACS five-year reports are the most reliable form of information generated by the U.S. Census because they are multiyear estimates utilized to describe average characteristics of population and housing to give an average value over the full data period. According to the 2019-23 ACS five-year estimates, Reedley’s reported income levels are lower than that of the County. During 2019-23, Reedley had a reported MHI average of $62,923, while Fresno County reported an MHI average of $71,434. During the same timeline, the Statewide MHI for California was $96,334. Per Water Code, any location with a MHI less than $77,067 meets the income threshold for a Disadvantaged Community. Based on MHI levels, Reedley is considered a Disadvantaged Community. However, for the purpose of the LAFCo process, a DUC must be inhabited, located outside of a city’s 52 Government Code section 56046 – definition of “inhabited territory”. 53 Fresno LAFCo policies also qualify contiguous as ‘or within 300 feet’ to the proposed annexation. 62 | Page incorporated limits, within or contiguous to a city’s SOI, and have at least 15 dwelling units at a density not less than one unit per acre. LAFCo staff did not identify any DUCs as defined by Commission policy in or within a mile of the Reedley SOI. Reedley 2025 MSR – DUC Determination LAFCo updated its Reedley MSR in 2020, made written determinations, and revised the Reedley SOI.54 According to the 2020 Reedley MSR, locations previously identified as potential DUCs exceed the DUC MHI threshold. The City informed LAFCo that it is complying with SB 244 through its commitment with the Regional Collaboration Program, as called out in the 2023-2031 Multi-Jurisdictional Housing Element Action Plan for the City of Reedley. This plan states that the City of Reedley will continue to participate in the Countywide Housing Element Technical Committee to collaborate on housing program implementation and regional issues, including disadvantaged unincorporated communities, infrastructure challenges, farmworker housing, homelessness, and fair housing.55 54 Fresno LAFCo File No. MSR-20-01 / RSOI-195, MSR and SOI update prepared for City of Reedley. 55 2023-2031 MJHE Participating Agencies: Fresno County, Clovis, Coalinga, Fowler, Huron, Kerman, Kingsburg, Mendota, Parlier, Reedley, San Joaquin, Sanger, and Selma. 63 | Page 6. Municipal Airport Facility This section of the MSR provides a general assessment of the services provided by the Reedley Municipal Airport, and reviews Reedley’s adopted policies, its Airport Master Plan, and its program that support local aviation services. The Airport Division operates under the direction of the Reedley Community Services Department (“CSD”). One Airport Manager is responsible for the day-to-day operations of the facility, plans capital projects, and monitors regulatory compliance with the Federal Aviation Administration (“FAA”). The Reedley CSD is responsible for overseeing the operation of the Reedley Municipal Airport. Reedley Municipal Airport Overview Reedley Municipal Airport (“Airport”) was established in 1979 following acquisition of the former Great Western Airport by the City of Reedley. In 1980, the airport site was annexed into the City under the provisions of the Municipal Organization Act that allowed cities to annex noncontiguous territory under three conditions: land is owned by city, intended for municipal purposes, and less than 160 acres in size. The annexation allowed the City to regulate land uses in support of the airport. The Reedley Airport meets the FAA’s A-I criteria which means it serves about 75 percent of the single-engine and small twin-engine airplanes used for personal and business purposes. The Airport is located approximately three miles north of the City limits on the west side of Frankwood Avenue between American and Central Avenues. The Fresno Yosemite International Airport terminal is located approximately 25 miles northwest of the Airport. The Airport encompasses approximately 138- acres and serves single and light twin-engine aircraft under 12,500 pounds. Reedley General Plan: Circulation Element The Reedley General Plan Circulation Element provides City goals and polices that establish the operational standard for the Airport. The following General Plan goal and policies summarize Reedley’s Air Transportation Systems and sets the vision for the development of the City’s Airport. Circulation Element 3.7A – Promote the integrity of the Reedley Municipal Airport Policies  Circulation Element 3.7.1 - Land use surrounding the airport should remain agricultural.  Circulation Element 3.7.2 - Coordinate with Fresno County to establish land uses around the airport that will not conflict with airport operations. Reedley Airport Master Plan In 2004, the City of Reedley completed an Airport Master Plan that evaluated the City’s Airport facilities, forecasts aviation services, and determined facility improvements in order to meet the FAA’s development standards for municipal airports. Aviation forecasts were prepared for the City as part of the Airport Master Plan. The Airport Master Plan uses a 20-year planning horizon, year 2000 through 2020. As the existing Airport Master Plan is now outdated, a comprehensive update is necessary. The Master Plan provides the following forecast concerning the airport, types of based aircraft for future 64 | Page apron, and hangar parking requirements, the number of instrument operations for determination of instrument approach capabilities and needs. Figure 6-1. Aircraft Based at Airport 2000 2005 2010 2015 2020 Single Engine 66 71 77 83 90 Multi-Engine 3 4 4 4 4 Helicopter 1 1 1 1 1 Turboprop 0 0 0 0 0 Turbine 0 0 0 0 0 Total 70 76 82 88 95 Source: Wadell Engineering Corporation Figure 6-2. Annual Aircraft Operations 2000 2005 2010 2015 2020 By Type of Operation Local 16154 17538 18923 20308 21923 Itinerant 10772 11690 12615 13536 14615 Total 26,923 29230 31538 33846 36438 By Type of Aircraft Single Engine 25295 27182 29468 31740 34402 Multi-Engine 1150 1540 1540 1540 1540 Helicopter 350 360 360 370 370 Turboprop 104 120 138 159 183 Turbine 24 28 32 37 43 Total 26,923 29230 31538 33846 36438 By Type of User Military 0 0 0 0 0 Air Taxi 0 0 0 0 0 General Aviation 26,923 29230 31538 33846 36438 Total 26,923 29230 31538 33846 36438 Source: Wadell Engineering Corporation 65 | Page According to the Master Plan, the Airport is expected to increase capacity to account for 95 based aircraft, mostly single engine piston aircrafts. The Airport runway operations will increase to 36,538, all of which will be general aviation. An additional planning document, the FAA-approved Airport Layout Plan (“ALP”), is scheduled to be updated as a Capital Improvement Plan project. Due to insufficient funding to meet the City’s required match for FAA-supported capital projects, the ALP update has been deferred to FY 2029-30. The Master Plan recognized that phased construction projects will be necessary throughout the planning period in order to meet facility safety standards, support future aviation demand, and to meet FAA airport requirements. The Master Plan recommends the City undertake the following steps necessary to develop a viable airport: • Use the Master Plan as City policy for development on and adjacent to the Reedley Municipal Airport. • Apply to the FAA and the State of California for construction grants for facility development at the Reedley Municipal Airport. • Implement the development program at the Reedley Municipal Airport. • Apply for State of California aviation fund loans or municipal leasing funds for hangars at the airport to generate matching funds for future airport development and maintenance grants. • Adopt new height zoning ordinances and zoning protection for the Reedley Municipal Airport in accordance with its role described in the Master Plan. Airport Commission The Reedley City Council formed the five-member Airport Commission to regulate, create policy, and govern the operation of the Airport. Each commissioner takes an oath of office and is responsible to exercise their independent judgment on behalf of the interests of the City, residents, property owners, and the public. Commissioners serve a three-year term and there is no residency requirement. Airport Division The Airport Division operates under the direction of the Reedley CSD. One Airport Manager is responsible for the daily operation and management of the Airport. As of August 2024, the Airport employs one full- time Airport Manager, and one full-time administrative assistant. The Administrative Assistant for CSD supports the Community Services Director who serves as the Airport Manager. Both positions are full-time roles with the City; however, they are not fully dedicated to airport-related responsibilities. The CSD is in the process of hiring for a part-time position to work at the Airport for 20 to 25 hours per week. Facility maintenance is provided by Reedley CSD maintenance crews. The Airport Manager is responsible to oversee that all activities and programs held at the Airport align to the City’s adopted policies. The Airport Manger also ensures that the City’s Airport meets reporting requirements, the FAA standards, and identifies facility needs, repairs, and potential economic development opportunities. According to the City, within the past two years the Reedley CSD retained the airport consulting firm C&S Companies to research and secure grant funding for needed repairs and safety improvements to align with the goals of the Airport Master Plan. Airport Infrastructure There are six public airports in Fresno County: Fresno Chandler Downtown Airport, Coalinga Airport, 66 | Page Firebaugh Municipal Airport, Mendota Municipal Airport, Reedley Airport, and Fresno-Yosemite International Airport. Similar to the Mendota or Coalinga airports, the Reedley Airport provides general aviation and charter services primarily for small single engine and some small two engine aircrafts. The Airport operates as a basic utility facility intended to serve low air traffic levels. No commercial air carriers are provided at the Airport. Reedley travelers are dependent upon the Fresno-Yosemite International Airport for commercial flights. The airport has a 3,300-foot-long and 50-foot-wide paved runway, oriented in a northwest to southeast direction. There are no paved emergency/safety areas at either end of the runway. However, the runway is equipped with medium-intensity runway edge lights and basic directional markings. The airport terminals and hanger areas are located to the east of the runway. The Airport’s taxiway is located near the center of the airfield area. There are 94 transient tiedown positions on an asphalt apron, and five buildings that accommodate 46 hangars, and an aircraft fueling facility.56 The City informed LAFCo, with the current project of the Above Ground Fuel Farm (in the design phase), tiedown spaces will decrease in the future. The airport utilizes a right-hand approach pattern to Runway 34 to avoid overflight of the Great Western Elementary School located south of the Airport, and a left-hand pattern to Runway 16. The airport does not have a published instrumental approach procedures manual. A 2018 construction project at the airport sealed Runway 15-33, and the connector taxiways up to the edge of Taxiway A and restriped all treated areas. New pavement markings were placed on the runway which coincided with the GPS approach in May of 2018, now marked as Runway 16-34. The airport receives its water supply from a private well and sewer service from an on-site septic system. The northeast side of the Airport has approximately 19 acres of barren land after the removal of citrus trees and the southwest side of the Airport has approximately three acres are leased by Airtime BMX for a track. Aviation Demand According to the City, there is limited activity at the Reedley Airport, except during weekend events. The City informed LAFCo that it has not tracked recent aviation traffic mainly because the airport is unmanned, and it’s also a non-towered airport. The City estimates that 67 percent of current operations are local aviators, and less than 33 percent are itinerant. The vast majority of operations are by single-engine aircraft, although some are by multi-engine piston and occasional turboprops. Airport Finances The City funds the operation of its airport through several accounts within the Reedley CSD. The Reedley CSD prepares and oversees the overall budget performance for the Department and an Airport Manager monitors all operational revenues and operational expenses for the Airport Fund. The airport budget is an enterprise fund that is managed similarly to a business operation. The budget identifies current assets, less current liabilities, and only airport related costs and revenues are allowed in the Airport Fund. 56 Fresno County Airport Land Use Compatibility Plan, page F-2. https://www.fresnocog.org/wp-content/uploads/2025/01/Appendix-F- Reedley-Municipal-Airport-032.pdf 67 | Page According to the FY 2024-25 Reedley budget, the airport’s Budgeted Revenues are expected to amount to $321,576, while Budgeted Expenditures amount to $377,866, exceeding budgeted revenues by approximately $56,290.57 Major Reedley Airport revenue line items include land and building rental fees, hanger rentals, and fuel sales. Major Airport expenditure consist of staff salaries, liability insurance, aviation fuel, facility maintenance, and capital projects. The City regularly pursues local and state transportation and aviation related grants. The City has an adopted user fee schedule for its airport hangars. Large hangars are available at the Northern Row and can be rented at a rate of $367-$446 per month; smaller hangers can be rented at the Southern Row for $238 per month. The airport Tie-down locations are available at a fee of $61 per month, or $69 per month for a shaded space. In 2011, the Airport Fund borrowed $390,928 from the Reedley Successor Agency to the Reedley Redevelopment Agency to finance an airport expansion project. In 2014, the loan was transferred from the Successor Agency to the City’s General Fund. Terms of the agreement call for annual payments from the Airport Fund to the General Fund of $30,094. The loan has an interest rate is 1.5 per annum. In 2013, the Airport fund refinanced existing debt with an Interfund Loan from General Fund reserves which helped construct hangars at the Reedley Municipal Airport. The loan is scheduled to mature in 2027. As of June 2019, the principal balance on the loan was $225,285. Resolution 2019-057 was adopted in June of 2019; the remaining amount of the current airport loan was refinanced by the General Fund Reserve at the existing 1.50% interest rate to be repaid in 16 annual payments with the loan scheduled to mature in July 2034. The City informed LAFCo that the loan has been fully repaid. In September 2021, the City Council approved the forgiveness of the remaining loan balance of $171,320. Additionally, in 2017 the City secured a $1 million grant from the Fresno County Transportation Authority – Measure C for its partnership with City of Mendota and City of Reedley for New Technology, the Sustainable Aviation Project. The Project consists of demonstrating the feasibility of advanced electrified aviation technology which can result in reduced air emissions and lower operation costs, and will provide low-cost pilot training for veterans, youth, and others from disadvantaged communities. For this Project, the City has partnered with the City of Mendota, Chandler Airport, Reedley College, California Energy Commission San Joaquin Valley Clean Transportation Center, and Mazzei Flying Services. The City has invested the grant funding to purchase two Pipistrelle Alpha Electro aircrafts, install electrical upgrades to an existing hanger and tiedown space, and to fund scholarships and programs to help train pilots in these aircraft. The City and Mendota expect that the Project will boost economic development by making air transport and aviation more affordable and available to the rural communities in the San Joaquin Valley. The City of Reedley (City) and State Center Community College District (SCCCD) have a joint interest in moving SCCCD aviation programs to the Reedley Municipal Airport. The airport has amenities available which will support SCCCD with the two AERO programs. 57 Reedley Annual Budget FY 2024-25, page 71.https://reedley.ca.gov/wp-content/uploads/2024/06/2024-2025_Budget_Document- 1718817899.pdf 68 | Page (1) Aviation Maintenance Technology: This program is to train Airframe and Powerplant (A and P) Technicians. A and P Technicians are mechanics that repair and/or maintain aircraft. These students will use the City hangar to store tools/supplies to work on the jet aircraft. (2) Flight Science – (Piloting); This program is to train private pilots, instrument rated pilots, commercial pilots and certified flight instructors (CFI). These students will use the Pilot Briefing Trailer to plan their flight plan, and they will fly the college owned aircraft with a CFI. The five-year license agreement with an available additional five-year extension option provides use of one City owned hangar, seven tie-down spaces to park SCCCD owed planes, and use of open airport property for the addition of a pilots briefing room facility, and student parking area. Planned Improvements The City is currently in the process of: • Installing visual approach slope indicators (VASI) • Reconstructing the aircraft parking apron • Constructing 12-unit hanger structure • Constructing 200-foot southward and northward extensions of the runway as an emergency runoff (bringing the airport to Basic Utility State II standards is among the planned projects). The City informed LAFCo that the planned improvements will bring the municipal facility to the desired Basic Utility Airport Stage II Standards, per FAA regulations. The City notes that the Airport Capital Improvement Plan reflects the stated improvements in compliance with FAA regulations. 69 | Page 7. Parks and Recreation Services Parks and recreation services are provided mainly by Community Services Department (“CSD”) and the Public Works Department is responsible for maintaining the City’s recreational facilities, streetscape, parks, trails, other landscaped open space areas, city trees, and city building grounds. The following includes all parks, landscaping and open spaces within the City of Reedley. • 14 parks totaling approximately 120 acres • 30 acres of green belts, trails, paseos, and landscaped median islands • Four acres of building grounds • Four miles of public trails, and approximately 29 acres of existing easements that are planned for future trailways. Reedley CSD coordinates the delivery of recreational programs to residents through various partnerships with local agencies, organizations, and community volunteers. Additionally, Reedley CSD has various intergovernmental partnerships that support the Department’s vision to build and maintain sustainable parks and recreational programs. Reedley CDS’s intergovernmental partnerships include, but are not limited to, the following: • Public Works Department provides park maintenance services • Police Department provides law and code enforcement • Community Development Department oversees land uses planning • Engineering Department plans and secures grant funding resource that support of parks facilities. Reedley General Plan: Conservation, Open Space, Parks and Recreation Element The Conservation, Open Space, Parks and Recreation Element (“COSP”) of the 2030 General Plan provides goals and policies for ongoing development, maintenance, and funding, of existing and new city parks. The General Plan Land Use Diagram identifies several sites for future parks and open space in newly planned areas. These sites include underutilized lands as well as multi-benefit areas. The Reedley City-Wide Park & Recreation Master Plan aligns with the following COSP General Plan goals58: • COSP 4.18A - Facilitate greater community connectivity with recreation, parks, and programs in Reedley through the development of an integrated system of trails, bikeways, parks and open space. • COSP 4.18B - Increase number of facilities offering recreational opportunities and improve existing facilities. • COSP 4.18C - Provide park and recreation facilities within close proximity to residents they are intended to serve. • COSP 4.18D - Strengthen a commitment to providing safe and accessible environments for users with a diverse range of abilities and resources. • COSP 4.18E - Establish parks, trails, facilities and programs in a manner that is cost effective and manageable. • COSP 4.19A - Support the development of public and cultural facilities to enhance community identity and meet the civic needs of the community. • COSP 4.19B - Ensure that the community centers provide sufficient space to conduct civic meetings, recreational programs and social activities to meet the needs of Reedley residents. 58 Reedley General Plan, pages 138-140. 70 | Page The 2030 Reedley General Plan Parks and Recreation Element includes a policy for a desired parkland standard of 4.0 acres of park/open space per 1,000 residents.59 The acreage includes park/ponds (if they are usable recreational areas), neighborhood parks, community parks, specialized recreation areas and multiuse trails. Reedley Parks Master Plan In 2008, The City adopted its Reedley Sports Park Master Plan for the planned 50-acre regional facility located on the eastern side of the City. The sports park is bounded to the north by Dinuba Avenue, to the east and south by Travers Creek, and to the west by the Tobu Avenue alignment. The Sports Park Master Plan established a vision and forecasted capital construction costs for the phased development of the park over time. In 2016, the master plan was amended to reflect the changing needs of the community with the main changes being removal of a community pool because of the pool at Reedley High School, less baseball/softball fields providing more open space for soccer. In 2023, the site plan for the Mixed Sports Phase was revised to include pickleball courts. In 2009, the City Council adopted its Park and Recreation Master Plan (“PRMP”). The PRMP is a comprehensive assessment of the City’s parks and recreational needs for the community. The PRMP provides the City with baseline data, policies and recommendations, as well as standards for future park and recreation facilities. The PRMP also included a plan for funding and allocation of resources for parks, recreation facilities and programs. The baseline data was used in the preparation of the 2030 General Plan Update process. The General Plan classifies the City’s park facilities in four categories: Neighborhood, Community, Specialized Recreation Area, and Multi-use Trail. • Neighborhood parks are defined as park areas totaling one to three acres and intended to serve as a neighborhood recreation/open space area primarily within newly created subdivisions. There are six neighborhood parks in the City totaling approximately 6 acres. East Carob, 0.30 acres o East Myrtle, 0.50 acres o Carpenter/Cyrier, 0.25 acres o Columbia Park, 0.72 acres o East Carpenter, 0.17 acres o Tobu Park, 4.16 acres o • Community parks are defined as parks between one and 15 acres in size, which offer a variety of recreational opportunities intended primarily for use by the community’s residences. There are five Community parks in the City totaling approximately 36 acres. CF Mueller, 7.2 acres o Camacho, 9.3 acres o Pioneer, 1.38 acres o Citizens, 11.3 acres o Smith’s Ferry, 6.8 o 59 Reedley General Plan, Policy COSP 4.18.3, page 139. 71 | Page Specialized Recreation area parks are used by the community, but because of their distinctive qualities, may also draw visitors from outside the City. The current specialized recreation areas total approximately 73 acres, though only 18 acres have been developed to an urban standard with the remaining 55+ acres remaining natural/undeveloped acreage. Reedley Beach, 18 acres total (approximately 3 acres developed) o Cricket Hollow, 6.8 acres (approximately 2.5 acres developed) o Reedley Sports Park, 48 acres (approximately 18.1 acres developed) o • Multi-use trails are typically located within greenways, corridors, parks or natural areas and are relatively uninterrupted by surface streets. They are considered as alternative modes of transportation. The City currently maintains the Reedley Parkway (aka Rails to Trails), comprising approximately 26 developed acres and 3.75 undeveloped acres which stretch approximately four miles from South Buttonwillow to the Kings River. Facilities and Capacity The City maintains approximately 87 acres of open space that includes nearly four acres of building space dedicated to recreational and educational purposes distributed among 14 sites. Other facilities include one splash park, over 10 picnic tables, four barbeque grills, one amphitheater, three baseball/softball fields, six basketball courts, one skate park, two pickleball courts and one dog park. Figure 7-1 provides additional details of each park facility. Rooms at the Community Center and park space are available for rent. Rental fees for local and nonprofit organizations are lower than those for private groups and organizations. City residents pay the same fees as non-residents. Private or nonprofit groups requesting to schedule special events at the Community Center, park, or playground facilities must complete a facility request application which is available at the Reedley Community Center. Currently, there are only practice fields at the Reedley Sports Park. The City informed LAFCo that the practice fields also can be rented out to residents and/or organizations. The City expects that once the Sports Park is completely built out (which grant funding is continuously being sought for, but no date is currently known) that it will be equipped to host sporting tournaments and other large events. In addition to sports fields and courts, the park has a playground, BBQ and picnic areas, and a concession and restroom facility. 72 | Page Figure 7-1. City of Reedley Park and Recreation Facilities Hours of Operation Name Location Purpose / Amenities Neighborhood Parks East Carob E. Carob Ave. Reedley, CA 93654 5:30 a.m. – 10:00 p.m. Neighborhood recreation space East Myrtle E. Myrtle Ave. Reedley, CA 93654 5:30 a.m. – 10:00 p.m. Neighborhood recreation space Carpenter/Cyrier Cyrier Ave. Reedley, CA 93654 5:30 a.m. – 10:00 p.m. Neighborhood recreation space Columbia Park Dr. Reedley CA, Columbia Park 93654 5:30 a.m. – 10:00 p.m. Neighborhood recreation space East Carpenter E Carpenter Ave. Reedley, CA 93654 5:30 a.m. – 10:00 p.m. Neighborhood recreation space Tobu Park Tobu, Reedley, CA 93654 5:30 a.m. – 10:00 p.m. Neighborhood recreation space Community Parks Pavilion, restrooms, electric power CF Mueller * 100 N East Ave. Reedley, CA 93654 5:30 a.m. – 10:00 p.m. outlets, dog park 1000 E North Ave, Reedley, CA Camacho* 93654 Rented at specific hours Baseball and softball fields Pavilion, bandshell, gazebo, picnic tables, Pioneer* G Street Reedley, CA 93654 5:30 a.m. – 10:00 p.m. restrooms, electrical power outlets Large park area with playground, track, 19273 E Parlier Ave, Parlier, CA Citizens* 93648 5:30 a.m. – 10:30 p.m. sports field and work out stations Reedley, CA 93654; banks of King Picnic tables, BBQ, portable toilet, historic Monument Hill Park * River 11:00 a.m. – 6:00 p.m. park Existing Specialized Recreation Areas Kings River public access point, public Reedley, CA 93654; banks of King Reedley Beach River N/A restrooms, outdoor shower, picnic tables, BBQ Reedley, CA 93654; banks of King Fishing spot, BBQ and picnic area, Cricket Hollow* River 6:00 a.m. – 10:00 p.m. restrooms 20349 E Dinuba Ave, Reedley, CA Playground, sports fields and courts, BBQ Reedley Sports Park* 93654 Open 24 hours and picnic area, concession facility Open Space Adjacent to the city’s eastern preserve agricultural lands, encourage Kings River Corridor boundary N/A sound public conservation practices Recreation/Community Facilities M,W, TH, F: 8:00 a.m. 5:00 p.m.; T: 8:00 a.m. – Community events, venue for wedding Community Center 100 N East Ave. Reedley, CA 93654 5:00PM (extended receptions, parties, etc. hours available upon reservation) Replace Luke Trimble Pool; currently Splash Pad and Park 196 S. Reed Ave. Reedley, CA 93564 N/A under construction Opera House Box Office open T/TH from Theatrical performances, dinner (Reedley's River City 1720 10th St, Reedley, CA 93654 2:00 experience Theatre Company) p.m. to 6:00 p.m. *Rental Available 73 | Page Demand for Service Four major factors influencing service demand for the City’s parks and recreation facilities and services are population growth, range of recreational activities offered by the Department, constituent outreach, and price. The wider the range of recreational opportunities, the greater the chance that a resident will find a preferred option, therefore potentially more people would be using services offered by the City. Similarly, the more constituents are aware of the recreational opportunities the more likely a greater number of people will be making use of the available facilities. Therefore, it is important to see if the programs are making sufficient revenue, or garnering community participation, to determine whether or not the programs are sustainable. The Department tracks average daily attendance for the use of any staffed neighborhood park as well as all fee-based activities such as adult sports, youth sports, summer camps, and action sports. The Department offers recreation opportunities through sports activities for youth and adults at a minimum or no cost. The Aquatics Division60 offers year-round swimming at Reedley High School pool, water aerobics and lap swim. Swimming lessons are available during the summer months of June-August. Family Nights are hosted throughout the summer allowing for public use. The City partners with KCUSD to host the Expanded Learning Programs Monday-Friday. The Adult Sports Division61 includes public pickleball and adult softball. Softball is played at Camacho Park and is facilitated by one ASA umpire and one scorekeeper. Public pickleball is hosted at Reedley High School and is offered two days per week. The Youth Sports Division62 includes Girls Volleyball, Junior Cager Basketball, Baseball, and Jr. Giants (Summer Baseball). There are approximately 100 volunteer coaches and seven seasonal employees that oversee these sports programs. The Tiny Tots Program, which caters to ages 3 and 4-year-olds, offers Flag Football, Basketball, and Baseball. Approximately 40 volunteer coaches as well as existing staff coordinate the Tiny Tots Program. New to both the tiny tots and youth divisions is cheer. The Enrichment Division63 hosts special events, including Red Ribbon/Halloween Carnival, Easter Egg Carnival, Movies at the Pool, Princess Show, Family Dance and Fiesta Walk-Run. The Enrichment Division also provides Seasonal Day Camps as well as Special Interest Classes, including tumbling, tai chi, dance and cheer. The Early Enrichment Program64 is designed for children who are aged 2.5 to 5 years old. The program includes an age-appropriate curriculum, monthly newsletters, kid’s yoga, bike-a-thon, and jog-a-thon fundraisers. Two instructors oversee these programs. The Expanded Learning Division (formally known as After-School Programs) contracts two local schools: 60 City of Reedley, community Services, Recreation Programs. https://reedley.ca.gov/community-services/recreation-programs/ 61 Ibid. 62 Ibid. 63 Ibid. 64 Ibid. 74 | Page Washington and TL Reed. 50 seasonal employees oversee the program. The Opera House Division works with River City Theatre Company (RCTC) who leases the building for shows and rehearsals. The City uses the facility to host public events throughout the year. The Senior Programs Division provides many activities and enrichment programs for seniors. This includes monthly newsletters, referrals, informational presentations, cooking classes, exercise, classes, socials, and health services. The Senior Nutrition Division provides meals to senior citizens. The Reedley Senior Meals Program is partially funded by grants from Fresno Madera Area Agency on Aging. Local and out-of-town trips are planned. Figure 7-2 summarizes the City’s recreational programs. Figure 7-2. City of Reedley Recreation Programs Adult Recreation Programs Tai Chi Adult Softball Zumba Public Pickleball Fiesta Walk Run CPR & First Aid Classes Movies at the Pool-Family Nights Water Aerobics Volunteer Coaches Lap Swim Senior Recreation Programs Reduced Fee Fishing License Information and Assistance Diaper Derby Reedley Senior Gleaners Senior Lunches Reedley Senior News Senior Exercise Tai Chi Special Events Senior Luncheon Pool Table HICAP Paint and Craft Classes Youth Recreation Programs Jr. Giants Mini Ball T-Ball Sports Programs Cheer Junior Cager Basketball Flag Football Youth Volleyball Baseball and Flag Football for ages 3 and 4 Tiny Tots Basketball for ages 3-5 Cheer Babysitting Class Special Events and Carnivals Seasonal Camps Activities and Events Paint Nights Cookie Decorating Classes Early Enrichment Tiny Tot Classes Hip Hop Class 75 | Page Swim Lessons Cheer Tumbling Fiesta Walk Run Movies at the Pool Expanded Learning Programs Red Ribbon Week Halloween and Red Ribbon Carnival Community Services Commission Youth Rep Easter Egg Carnival Enchanted Tea Party The Department does not track resident versus non-resident participation. The City’s does not have an estimate of neighborhood park visitors that are residents from immediate surrounding areas. The programs and facilities that might attract out-of-town residents include the annual Fiesta Walk Run, Jr. Giants, the Community Center for rentals, and the aquatics program. Reedley offers year-round lap swim and water aerobics. The City reported that recreation program attendance has largely stayed the same over the last several years. Community Center rentals have experienced a decrease, but fluctuation is not uncommon. The Community Center has received upgrades to the facility over the past few years which has modernized the appearance. The Jr. Giants have increased in number of participants due to the closure of out-of-town leagues. There has been an increase in participants from other cities. Department Staffing The Reedley CSD is responsible for recreational, parks, and open space facilities within the City limits. The CSD is managed by one Community Services Director responsible for overseeing administration, airport, transit, airport commission, community services commission, aquatics, the Early Enrichment Program, enrichment classes and activities, and Expanded Learning Programs. The CSD has eleven full time equivalent (FTE) employees assigned to the City’s recreation, parks, and open space services. Youth Sports and Enrichment are managed 50/50 by a Facility Supervisor and a Recreation Coordinator. There is an additional Recreation Coordinator for the Expanded Learning Program, as well as a Recreation Supervisor and a Community Services Director. The Parks and Recreation Division also employs two Site Leads for the Expanded Learning Programs, one Administrative Assistant, one Staff Assistant, one Facility Coordinator and one Senior Coordinator.65 A substantial portion of the City’s recreational programs rely on volunteers. The Department estimates that over 285 volunteers annually assist the City organize local events for the community. For example, the Senior Programs use approximately 35 volunteers; Special Events use 100 volunteers, Seasonal Enrichment events use approximately 10 volunteers, and the Youth Sports programs use approximately 140 volunteers to coach and organize events. 65 Reedley Annual Budget FY 2024-25, page 400. 76 | Page Service Adequacy This section reviews indicators of service adequacy attributed to the City’s park and recreation services, specifically developed parkland per 1,000 residents. The City’s General Plan, and its Park & Recreation Master Plan established a desired parkland standard to provide 4 acres of parkland per 1,000 residents. Based on the City’s recent population estimate of 26,666 residents and the park goals set forth by the General Plan, the City is working successfully toward meeting the park area goals. Currently, the City has 14 designated city parks that total approximately 87 acres. The City of Reedley owns 115 acres of all categories of parkland. Based on the General Plan park space standard of four acres per 1,000 residents, the current inventory of parkland equates to 4.32 acres per 1,000 residents. Implementation of the City’s General Plan by year 2030 would increase the Reedley’s population to approximately 47,369 residents. At that level, the City will require an additional 74.5 acres of parkland to maintain the General Plan goal. In addition, parkland across the city is not evenly distributed. The cost to develop and maintain new park space has made it difficult for the city to maintain these standards. Grants to develop new park spaces can help meet the standard, but maintenance may still prove to be a challenge. It is noted that the General Plan does not call for a specific distribution of park space, and the City’s size makes access to parks and recreation facilities relatively equitable. In FY 2024-25, the Department spent approximately $4,300 on operating expenditure per acre. The National Recreation and Park Association (NRPA) Special Report indicates that among the agencies throughout the country that operated public park facilities and responded to the NRPA survey in 2018, the median operating expenditures per acre of parks and non-park sites was $6,750 per acre. Non-park sites include public lawn areas, public open space areas, and non-park designated landscapes.66 The typical park and recreation agency serving a jurisdiction with fewer than 20,000 people spends a median of $7,196 per acre of park and non-park sites. The median increases to $8,638 per acre for agencies serving jurisdictions with populations between 20,000 and 49,999. The typical operating expenditure per acre of park land rises with population density. It should be noted that the cost of operation of parkland is greatly dependent on the type of facilities made available at a park. For example, a facility with restrooms, recreation centers and recreation programs may be more costly to maintain and operate than a park that only requires occasional landscaping. The Department has generally adequate capacity to provide services to its residents. Limited financing is the most significant capacity constraint for the Department. Capital improvements have been deferred in recent budget years leading to aged infrastructure that is frequently more costly to maintain the older it becomes. Infrastructure Needs The Department’s capital improvement program (“CIP”) has a budget of approximately $1,450,234. Projects 66 2019 NRPA Agency Performance Review, Park and Recreation Agency Performance Benchmarks: https://www.nrpa.org/siteassets/nrpa- agency-performance-review.pdf 77 | Page funded by the Parks and Recreation Facilities are listed below: • Measure C Pedestrian & Trail Phase 1, Reed Avenue Improvements $50,000 • Sports Park Pickleball Courts $150,000 • Camacho Park Rehabilitation Project $4,109,492 • Opera House Stage Revitalization Project-$100,000 The Community Center’s kitchen equipment will need upgrading in the near future. Sources of funding for projects are from the General Fund or grants. However, it should be noted that grant funding for complete build-out of the Reedley Sports Park is on-going. Another current challenge is to identify funding to construct and sustainably maintain new park space. Other capital improvement projects planned for the next three to five years are included in Figure 7-3: Figure 7-3. City of Reedley Community Service Department Capital Outlay Expenditures Year 2 Year 3 Year 4 Year 5 Project Description 2026-27 2027-28 2028-29 2029-30 Community Center Retro Lighting Project $10,000 Community Center commercial kitchen equipment $100,000 Community Center Digital Marquee $10,000 ALP Narrative Report with Obstruction Survey – City match $37,500 HVAC Unit #1 California Room $30,000 HVAC Unit #2 California Room $30,000 Above Ground Fuel Farm Construction-FAA $1,150,675 Above Ground Fuel Farm Construction-City Match $349,425 Installation of Runway End Lights Construction-FAA $90,000 Installation of Runway End Lights Construction-City Match $10,000 Replace Runway Edge Lights LED Design/Build-FAA $135,000 Replace Runway Edge Lights LED Design/Build-City Match $15,000 ALP Narrative Report with Obstruction Survey – FAA $337,500 Agreements for Recreational Space and Programs The City has several agreements in place for the use of recreational facilities with local schools, clubs, and other youth recreational programs. The City informed LAFCo that the following agreements are in place with local agencies and organizations for the following programs that benefit the community: • American Red Cross for CPR First Aid Class source of funding: Fee-based class o • Kings Canyon Unified School District (KCUSD), Expanded Learning Program and summer programs at Washington Elementary School Source of funding: ASES and ELOP o 78 | Page • Kings Canyon Unified School District (KCUSD), Expanded Learning Program and summer school programs at TL Reed K-8 School Source of funding: ASES and ELOP o • Reedley Community College, State Center Community College District • RCX Sports to host NFL Youth Flag Football League • Fresno Madera Agency on Aging for Senior Meal Program • State Center Community College District for use of the Reedley Municipal Airport • Sierra Kings Health Care District Free Swim Lessons o Staffing for public Pickleball o • River City Theatre Company (RCTC) Leases opera house, coordinates events o Must host Reedley-based organizations o • Sierra View Homes and Reedley Senior Commission, Inc. Provide luncheons for seniors o 79 | Page 8. Law Enforcement Services The Reedley Police Department (“RPD” or “Reedley PD”) is responsible for law enforcement within the City. The Reedley PD headquarters is located at 843 G Street, Reedley. This section of the MSR examines law enforcement and public safety services provided by the City of Reedley. Reedley General Plan: Safety Element The General Plan’s Safety Element sets forth a comprehensive vision, goals, and policies that provides the department with a clear purpose and mission. The Reedley PD identifies the General Plan’s core safety goals as its mission to carry out the day-to-day functions of the department and aims at reducing hazards, risk, death, injuries, property damage, and economic and social dislocation. The Safety Element goals and policies related to police protection are as follows: Goals a. Safety Element 5.5A - Protect the citizens of Reedley by preventing criminal activity, enforcing laws, and meet community police service demands. Policies b. Safety Element 5.5.1 - Actively involves citizens in crime prevention and public safety awareness through programs such as Neighborhood Watch and Community Oriented Policing and Problem Solving (COPPS). c. Safety Element 5.5.2 - Ensure that the Police Department has the necessary personnel to protect the citizens of Reedley. d. Safety Element 5.5.3 - Strive to maintain a ratio of 1.5 officers per 1,000 citizens. e. Safety Element 5.5.4 - To minimize criminal activities, provides comments on the design of public and private spaces. f. Safety Element 5.5.5 - Maintain effective disaster response plans that address emergency response and traffic control and security of damaged areas. g. Safety Element 5.5.6 - Maintain the Community Facilities District as a way to adequately fund additional officers and equipment to service new development. Reedley Police Department The RPD is committed to promoting a safe and secure environment for the community through the delivery of quality services. They are responsive to the concerns of the community and improving the quality of life for the citizens of Reedley by working together in problem-solving partnerships, working to maintain safe and secure neighborhoods while treating everyone fairly, with dignity and respect. The RPD implements local and state laws, conducts crime investigations, apprehension of criminal offenders, maintenance of ongoing crime prevention programs, and builds ties with the community and participates in joint crime prevention efforts with local law enforcement agencies. The RPD’s Patrol Unit is the most visible service within the community, and the Department consists of multiple public safety services including emergency dispatch, crime scene investigation, Special Response Team, canine unit, temporary prisoner holding, training, unique patrol operations, and other related duties as required by State law. 80 | Page The RPD currently employs 48 full-time authorized personnel, including 32 sworn police officers, six dispatchers, one Police Support Services Supervisor, two records technicians, four specialized community service officers , one administrative assistant, and one animal control officer. Additionally, the RPD employs a variety of part-time roles including reserve Level 1 police officers, reserve dispatchers, and other support personnel. Volunteer personnel consist of police chaplains and police explorers. As of January 1, 2024, the City had a population of 25,653. Reedley Police Department Structure For the purpose of this section, Law Enforcement is evaluated in three divisions and seventeen units, as described in the City’s annual Police Department budget. The RPD’s three major divisions and supporting units depicted in Figure 8-1, Reedley Police Department: Figure 8-1. Reedley Police Department Reedley Police Department Support Services Administrative Division Operations Division Division Patrol Investigations Crime Intelligence Canine Unit Property & Evidence Chaplain Program Field Training Crime Scene Grant Management Animal Control Investigation Community Liasison Drone Unit Jail Facilities Communications Traffic Unit School Resource Officer Cadets & Explorers Reedley PD maintains automatic and mutual aid agreements for policing services with the Fresno County Sheriff’s Office, the Office of Emergency Services (through Fresno County), and the California Highway Patrol (including the DMV location in Reedley). Separate partnerships for collaboration or assistance also exist with Kings Canyon Unified School District (KCUSD), State Center Community College District (Reedley College), and all local law enforcement agencies throughout Fresno County and adjacent to the City (including areas such as Tulare County, the City of Dinuba, etc.), all as requested. 81 | Page The Department also holds professional membership in and/or collaborates with the following associations and organizations: • Fresno/Madera Counties Police Chiefs Association • California Police Chiefs Association (CPCA) • California Association of Property & Evidence (CAPE) • California Crime and Intelligence Analysts Association (CCIAA) • Local, state, and federal law enforcement agencies, as requested for specific cases/activities Administrative Division The Administrative Division of the Police Department is staffed with a Police Chief, two Police Commanders, an Administrative Assistant, a Police Liaison Officer, a Crime Intelligence Analyst, and three Police Chaplains. The Police Chief is appointed by the City Manager and voted upon by City Council to act on all matters related to enforcement of all state and local laws, police and public safety regulations, and vehicle law. The Police Chief is responsible for managing the daily operations of the department. The Police Chief is responsible for maintaining, performing periodic updates, and enforce the department’s rules and regulations governing the operation of the department.67 The Police Chief also contributes to the maintenance and training of the City’s Emergency Operations Plan. This Plan establishes the emergency organization and identifies the planning, response, policies and procedures in the event of an extraordinary event or disaster within the City. The Police Chief is a member of the City Manager’s Administrative Team and is responsible to inform the City Manager on all items related to public safety. Additionally, the Police Chief serves as a member of the Reedley Disaster and Defense Council. The Disaster and Defense Council is responsible to develop, enact, and maintain emergency response plans that address natural and manmade emergencies.68 The Administrative Division provides administrative support to the police department, managing the police department budget, monitoring recruitment efforts, ensuring Police Officers Standards of Training (POST) compliance, Research and Development, Professional Standards and Training, Media Relations, and managing various federal and state grants. The Administration Division consists of the following units: Crime Intelligence, Chaplain Program, Grant Management, Community Liaison, and Communications. Crime Intelligence Unit The Crime Intelligence Unit collects, stores, assesses, and disseminates criminal intelligence information using established Department criteria for the enforcement of state and local laws to protect the community from emergent criminal activity. The Intelligence Unit works with various law enforcement 67 Reedley Municipal Code, section 1-8B-1: Chief of Police. https://codelibrary.amlegal.com/codes/reedleyca/latest/reedley_ca/0-0-0- 314 68 Reedley Municipal Code, section 2-8-4: Director and Assistant Director of Emergency Services. https://codelibrary.amlegal.com/codes/reedleyca/latest/reedley_ca/0-0-0-769 82 | Page agencies to obtain and share intelligence data. The Crime Intelligence Unit gathers intelligence information for, but not limited to, the purpose of identifying criminal patterns, drug or human trafficking, organized crime, money laundering, hate groups, sex offenders and predators, and criminal gang activity that results in or has the potential to contribute to actionable crimes. The Unit consists of one Criminal Intelligence Analyst responsible for collecting, categorizing, analyzing, and disseminating timely, accurate, and useful information that describes crime patterns, crime trends, and potential suspects.38 The community can access up to date information on the Police Department’s social media platforms, such as the City of Reedley’s Facebook page. Chaplain Program In 1996, the Department organized the Chaplain Program to provide professional guidance and connect residents found in crisis with available resources. The Chaplain Program provides the following services: Critical Incident Stress Management (CISM) services, counseling, assistance, and spiritual guidance. While the Police Chaplain officers wear uniforms, they are not sworn police officers. The Chaplain Program emergency counseling hotline is available twenty-four hours a day. Grant Management The Grant Management Unit is part of the Administrative Division of the Department, charged with grant administration, planning, and coordination for law enforcement services. Through these efforts, the Grant Management Unit assists the City to pursue available federal and state funding opportunities for improving Reedley’s overall response to crime issues. According to the Department, law enforcement state or federal grants are competitive because very few are available. For FY 2023-24 the Department secured funding in the amount of $1,805,500 from the following grants: Tobacco Enforcement grant, three-year funding concludes this fiscal year, to hire a police officer to address tobacco access to youth in the community; Homeland Security Grant for front line police equipment; Department of Justice for Bullet Proof Vest replacement; and State of California to assist in the opening of the FAITH House (Transitional Housing) in Reedley.69 Community Liaison The Police Liaison Officer within the Division is responsible for community events which include Neighborhood Watch, Police Volunteers, and After School Programs. The Police Liaison Officer also works to provide solutions, programs, resources, and education in crime prevention. Neighborhood Watch programs help neighbors organize and watch out for each other and their homes. Operations Division The Operations Division is the single largest division within the RPD. The Operations Division provide 24- 69 Reedley Annual Budget FY 2024-25. https://reedley.ca.gov/wp-content/uploads/2024/06/2024-2025_Budget_Document- 1718817899.pdf 83 | Page hour service and patrol the community enforcing all applicable federal, state, and local laws and participate in proactive crime prevention strategies. The Division is staffed with one Police Commander, five Patrol Sergeants, 14 Police Officers, two Reserve Police Officers, one Animal Control Officer, and three Reserve Community Service Officers.70 In 2024, Reedley Police officers responded to a total of 23,655 emergency calls for service and completed 4,216 police reports. The Operations Division of the Police Department consists of the following units: Patrol, Traffic, Drone Unit, Canine Unit, Range, Field Training, Animal Control, Cadets/Explorer Program, and Special Response Team. Patrol Operations The Patrol Operations is the most active unit within the RPD. Patrol is managed by one Commander. Six sergeants directly supervise Senior Officers, patrol officers and community service officers during each shift. On Patrol, each Senior Officer is assigned a beat and is in charge of working with both citizens and businesses to decrease crime and blight in each of their areas. Police Officers are responsible to provide emergency response to calls for service, crime deterrence, public information and assistance, traffic control, incident investigation, apprehension and arrest, interview witnesses, and collect and preserve crime scene evidence, prepare police reports, and service warrants within the City. The Police Department employs three officers within the Canine Unit to assist with investigations, warrant arrests, crimes in progress, building searches, suspect tracking, evidence location, high-risk vehicle stops, and narcotics searches. The corporals work closely with other City departments and businesses to ensure that the municipal code and state law is adhered. For example, through the City’s Development Review process, corporals review development proposals with the City’s Community Development Department, and provide comment and perspective on land use entitlements, address potential safety concerns early in the process, and coordinate on issues related to alcohol and entertainment permits within the City. Traffic Unit The Traffic Unit is responsible for responding to injury collisions, neighborhood traffic complaints, managing the crossing guard contract, vehicle abatement, enforcing the California Vehicle Code and local municipal ordinances, enforcing the City’s Truck Routes Program, and providing educational programs for the community. Additionally, the Traffic Unit focuses on traffic safety, education, and implements the Driving under the Influence (DUI) checkpoints. Drone Unit The Drone Unit serves to provide aerial support for law enforcement operations and community engagement activities. The RPD has also publicly showcased its unmanned aircraft systems at events to promote awareness and positive relations with residents. 70 Reedley Police Department, 2024 Police Services Report. https://reedley.ca.gov/wp-content/uploads/2025/06/FINAL_FINAL_DRAFT_- _2024_SERVICES_REPORT-1750879046.pdf 84 | Page As the RPD continues to expand its Drone unit, the need for updated technology and more in-car Unmanned Aircraft Systems (UAS) are a Capital Improvement Plan expenditure critical to providing more officers the equipment to be available pilots while on patrol. In addition to UAS, the Investigations Unit needs updated surveillance technology to assist with and further its investigative capabilities.71 Field Training The purpose of the Field Training Unit is to provide officers with resources and training so that each new patrol officer is prepared to function on their own assigned beat at the conclusion of the training program. The program generally consists of a 90- to 120-day training period of intensive on-the-job training and daily evaluations performed by a supervising officer. The officer training program is provided by five Field Training Officers, and overseen by a Police Sergeant. They have the dual responsibility of providing police service as well as training all new officers and providing new officers with weekly performance evaluations. All potential City police officers are required to meet specific performance standards in 30 performance categories before being certified for solo patrol duty. Officers who have performed at an acceptable level and pass their oral interview are recommended for retention as permanent employees of the Department. After completion of the program and recommendation for employment, each new officer is assigned to a patrol team. Animal Control The Animal Control Unit is responsible for responding to calls for service in the community, protecting animals, investigating cruelty to animal cases, control the potential spread of rabies within the City, operating the Reedley Animal Shelter, and overseeing the City’s pet licensing program. The Animal Control works closely with local veterinarians to achieve the primary goal of increasing the pet adoption rate and educate the public on the importance of reducing the pet population through spaying and neutering. The Animal Shelter is located at 1143 W. Olsen Avenue, inside Cricket Hollow Park. The hours of operation are Monday through Thursday 7:00 a.m. to 4:30 p.m. In 2024, the Police Department responded to 1,381 animal complaint calls for service. Cadets/Explorer Program The Explorer Post Program (“Program”) was created to introduce young people to law enforcement as a career opportunity. The Program was first organized by the Boy Scouts of America in 1964 and was known as Explorer Scouts. The Program was introduced to the City of Reedley in 1997 by the former Police Chief, Joe Garza. The Program is provided mainly for the youth groups between the ages of 14 through 21 years of age. The Program offers an opportunity that enables young men and women to join a variety of programs that offer leadership, fitness, outdoor, and law enforcement career experience that promote the positive development of adolescent youth. The Explorer Program is administered by officers of the Department who volunteered their time. 71 Reedley Annual Budget FY 2024-25. 85 | Page In order to be eligible to be a member of the Program in the RPD, applicants must meet and/or maintain the following eligibility requirements: • Must be at least 14 yrs. old, be in high school, and no more than 21 years of age without serious medical problems. • No extensive criminal background. • Under 18 years of age requires parental consent. • Must have an interest in law enforcement. • Must maintain a minimum of a 2.0 / "C" grade point average. Program meetings/training are held on a weekly basis. The purpose of the meetings and training sessions is to educate participants in the different areas of Police Department and other law enforcement agencies. Films, guest speakers, lectures, practical exercises and demonstrations are used. Laws and police procedures are taught by police officers. Special Response Team The purpose of the Special Response team is to plan, train and provide a plan for rapid response to crisis situations, and to coordinate response, planning with other emergency services as well as with those that are responsible for operating sites that may be the target of a critical incident. The Special Response Team may be utilized in whole, or in part, to respond to critical incidents, response to violence, and other situations as determined to be necessary by the Department. Support Services Division The Support Services Division is comprised of fifteen employees including one full time Police Sergeant (Detective Supervisor), one full time Civilian Supervisor, five full time Police Officers, six full time police dispatchers, three full time records technicians, and one full time victim services technician. The Support Services Division is separated into six units as follows: Investigations, Crime Scene Investigations, Communications, Property & Evidence, Jail Facilities, Victim Services Unit and School Resources. Investigations Unit The Investigations Unit investigates major felony events and liaisons with other agencies working in collaboration on crimes that occur in the City, or criminal activity that drifts into the City. The Investigations Unit is responsible to follow-up on all felony cases, cases of a sensitive nature and preparing the cases for submittal to the District Attorney's Office. The General Investigation Unit conducts a wide range of assignments, including computer crimes and identity theft cases, to sexual assault and sex offender programs. The Investigations Unit is tasked with examining homicides, domestic violence, missing persons, business licenses, internal department investigations, crime analysis and predictive policing. The Investigations Unit also handles both narcotic and gang crime investigations. The Investigations Unit collaborates with the Patrol Unit, Fresno County Sheriff, state and federal agencies on larger investigations where more detectives can provide support to yield a successful outcome. The 86 | Page Investigations Unit is also responsible for identifying and tracking individuals that are known gang members within the City, individuals that participate in gang activities, high profile criminals, and individuals that enhance gang operations i.e. narcotics, racketeering, drug conspiracy, and firearms violations, or human trafficking. Crime Scene Investigations Unit The Crime Scene Investigations Unit (“CSIU”) provide evidence-processing services for the Police Department. Technicians secure each crime scene to examine for possible DNA traces, physiological fluids, latent finger and palm prints, serial number restorations, and conduct print and DNA comparisons to identify possible perpetrators. The CSIU technicians are responsible for adequately documenting each crime scene by providing photographic documentation, evidence collection, and cataloging necessary data to develop the case/crime record. In addition, the Unit is responsible for overseeing the City’s registry of all criminals connected to narcotic, arson, and gang enhancement felonies that are residents of the City. For the year 2024, CSIU investigated 237 felony cases, a decrease of 38 cases from the year before representing a 14 percent decrease. The diligent work of the Investigators was evident in that the Unit had a 49 percent case clearance rate as compared to the 55 percent rate in 2010 (clearance rates are discussed later in this section). In addition to investigating felony cases, members of the Investigations Unit are responsible for ensuring sex, drug, arson, and gang registrant compliance. Currently the City of Reedley is home to a total of 43 sex offenders, seven arson registrants, and an unknown number of gang registrants.72 Communications Unit (Emergency Dispatch) The Communications Unit receives all 911 calls within the city limits. The Communications Unit answers questions and dispatching services for the Department. The Communications Unit provides information, identifies resources, and determines if dispatch police response is appropriate. The Communications Unit is staffed by six dispatchers, who are supervised by the Police Sergeant. As the primary contact between the police department and 911 callers, the Unit is responsible to answer both emergency and non-emergency calls 24 hours a day, seven days a week.73 Members of the Unit are required to attend a basic dispatcher’s academy and then complete a four- month “in-house” training program as part of the training process. Dispatchers also complete a Communications Academy offered by the State Commission on Peace Officer Standards and Training. For fire and medical emergencies, Reedley PD routes calls to the Fresno County EMS dispatch center which provides dispatch services for the Reedley Fire Department and for Sequoia Safety Council for medical emergencies. Over the past few years the number of “911 Emergency” calls received by the 72 Reedley Police Department, 2024 Police Services Report. https://reedley.ca.gov/wp-content/uploads/2025/06/FINAL_FINAL_DRAFT_- _2024_SERVICES_REPORT-1750879046.pdf 73 Reedley Annual Budget FY 2024-25, page 401. https://reedley.ca.gov/wp-content/uploads/2024/06/2024-2025_Budget_Document- 1718817899.pdf 87 | Page communications center has steadily increased. In 2024, Reedley Police Department received 23,655 calls, with a total of 7,460 being labeled as Emergency / Priority 1 calls for service.74 After being entered into the computer-aided dispatch system (CAD), each call is assigned a priority and then sent out to the field to be handled by officers. The Sergeant also reviews and approves all police reports received by the police department. In 2017, the Reedley Police Department reviewed 5,800 police reports. Property and Evidence Unit (Records Unit) The Property and Evidence Unit is responsible for the custody, processing, and documentation control of all evidence seized or obtained by the Police Department. Three full time Records Technicians are responsible for the evidence data entry, handle and store evidence, and release of those items to the appropriate investigating agency, the court, and/or returned to the original owner. The Records Unit is responsible for processing all reports and ensuring all criminal cases having to be filed with the District Attorney's office are prepared in the appropriate time for trial. The Property and Evidence Unit works directly with citizens and agencies who are seeking information or assistance with recorded information such as documents related to crime, restraining orders, traffic collision reports, or obtaining vehicle release reports. In 2024, the Records Unit completed 4,216 reports and assisted the Police Department file approximately 998 cases with the District Attorney's office. Jail Facilities The Support Services Division also oversees the holding services of detainees for processing and interviewing of suspects taken into custody by the Reedley Police Department. The Reedley Jail is an adult medium security jail consisting of office space and five holding cells, located at 843 G Street, Reedley. Once detainees are identified at RPD, all adult prisoners are transported to the Fresno County Jail for booking. Juvenile prisoners are transported to the Fresno County Juvenile Justice Center for booking. The Fresno County Jail and Juvenile Justice Center are operated and staffed by the County of Fresno. Victim Services Unit / School Resources The officers of the Department’s Victim Services Unit are responsible to provide assistance to victims who may have suffered physical injuries or trauma as a result of a violent crime. The Unit is staffed with one Community Service Officer who is specially trained to assist crime victims. The Unit connects victims of crimes with County and State resources that are available to victims of sexual assault, robbery, assault, traffic crimes and families of homicide victims. The Victim Service Unit’s goal is to help empower victims to re-establish their lives and lessen the negative impact of the emotional, physical, psychological or financial trauma that many may experience. The officers serve as the police department’s representatives with the Reedley's Victim Services Collaborative as well as the Victim Offender Reconciliation Program. The Unit hosts a monthly meeting with over 30 service agencies within Fresno County, to discuss and develop efficient protocols, services and partnerships to better assist local victims of violent crime. 74 Reedley Police Department, 2024 Police Services Report, page 18. 88 | Page The Reedley Police Department has an agreement with the Kings Canyon Unified School District to provide for a School Resource Officer. The School Resource Unit provides two officers assigned to provide law enforcement within the school setting and on a full-time schedule. The School Resource Officers are responsible to deter theft, truancy, disorderly conduct, assaults or other violations of the law within the premises of any School District facility. Currently, school resource officers are assigned to (1) the Reedley High School campus, and (2) regular patrol of all other school campuses within the city limits. Law Enforcement Staffing The number of sworn officers per capita is a traditional indicator of service level. However, there are no established State or national standards for police staffing levels. The 2030 Reedley General Plan strives to achieve a ratio of 1.5 sworn officers per 1,000 residents. In 2008, The RPD had a staffing ratio of 0.587 sworn staff per 1,000 residents. By 2013, the RPD’s staffing ratio was increased to 1.1 sworn personnel per 1,000 residents. As of 2024, the RPD employs 47 full-time employees of which 32 are sworn officers that serve a population of 25,958 residents.75 Based on the current sworn officers to population estimates, current sworn police officers to 1,000 resident ratio is 1.2 officers. Currently, for the City to achieve its desired General Plan goal of 1.5 sworn officers per 1,000 residents, the City would need to employ an additional 9 sworn officers, for a total of 39 sworn officers. According to the Police Department, additions City growth would require additional staff members to be funded in order to deter criminal activity, maintain adequate officer levels to enforce laws, and meet community police service demands. According to the Department, the RPD functions as a generalist police agency, meaning that Department personnel are routinely trained to perform a range of services to assist in case work, respond to enquiries and emergency calls, prepare police reports, issue citations, and provide testimonial in court hearings. Department personnel regularly receive cross-training to ensure that each officer is familiar with other duties within the Department, in addition to their primary duty/assignments. As of 2025, the RPD employs 47 paid staff members in the following categories: Figure 8-2. Reedley Police Department Personnel Department Personnel FY 2024-25 Budget Chief of Police 1 Administrative Assistant 1 Animal Control 1 Dispatchers 6 Police Commander 2 Police Officers 22 Police Records & Communications Supervisor 1 Police Records Specialist 3 Police Sergeants 7 Specialized Community Services Officers 4 Total Police Personnel 48 75 Reedley Annual Budget FY 2024-25, page 187. 89 | Page Volunteer personnel consist of, three Police Chaplains, and 10 Police Explorers for a total volunteer workforce 13 volunteers. The Patrol Division includes five districts with individual needs and responses to crime. The districts employ community oriented policing strategies to respond to calls for service, provide proactive crime reduction strategies and address disorder within the City. Officers are not assigned specific geographic regions in the City, rather the five districts are used for directed patrol and statistical purposes. Police Department Public Facilities The RPD operates out of a station located at 843 G Street. The headquarters is equipped with training rooms, office space, and a temporary holding facility. The training room is 560 sq. ft. and is primarily used by RPD. The training room is large enough for 15-20 officers per training session. The RPD headquarters also includes interview rooms, armory, administration, various offices, dispatch record room, animal control room, conference room and evidence and packaging room. As indicated earlier, the holding facility consists of five individual holding cells. The Police Department does not operate any long-term holding facilities. The City transfers adult detainees to the Fresno County Jail for booking, and juvenile detainees are transported to the Fresno County Juvenile Justice Center for booking. The RPD owns 51 marked patrol and unmarked detective and staff vehicles, an animal control truck, and a shelter facility that houses dogs that are rounded up by the Animal Control Unit. The Animal Control Unit oversees five kennels that board most strays picked up on a daily basis. The Animal Control Unit works closely with the community, local organization, and veterinarians to achieve the primary goal to educate the public on the importance of reducing the pet population through spaying and neutering. According to the City, the shelter operates primarily by community donations and local volunteers. This animal shelter is located inside the station. The RPD informed LAFCo that existing police public facilities, including personnel, equipment, and office facilities, are adequately serving the City. The City expects that the continued growth of the City’s population and development, would requires for the City to plan for expanded police facilities to serve future growth. According to the City’s Five-Year Capital Improvement Program for law enforcement, the Police Department expects to make the following investments in support of law enforcement: • Additional and/or replacement patrol vehicles • Technology and safety equipment • Mobile data terminals, UAS/drones purchase • Ballistic safety vest and helmet update • Body-worn cameras • Weapon replacement Service Adequacy 90 | Page Although police response times for serious crimes in progress are an important indicator of service adequacy, there are no clear standards as to what those response times should be. Police response times were traditionally used to measure effectiveness. However, more recent research indicates that response time does not have a significant effect on crime solving, because most crimes are “cold” crimes and victims do not tend to call police immediately after the crime is committed. The modern approach to response time—differential response—is to ensure quick response to serious crimes (Priority 0) in progress, when there are opportunities to save a victim and/or to apprehend the criminal, and to inform lower-priority callers (Priority 1 through 8 and telephonic calls for service) that response time may be lengthy. Empirical information suggests that a differential law enforcement response based on a priority system leads to both citizen and officer satisfaction. Response times are dependent on the agency’s staffing level and size of the jurisdiction served. Empirical information suggests that a differential law enforcement response based on a priority system leads to both citizen and officer satisfaction. Response times are dependent on the agency’s staffing level and size of the jurisdiction served. In 2024, RPD on average responded to Priority 1 incidents within 3.5 minutes. The RPD is facing challenges brought on by past and current economic conditions. These economic constraints, combined with other emerging issues, such as parole reform and the early release of prisoners, have required the Department to focus its resources on the highest priority duties, which can result in delays in response times to lower priority calls for service, the need to handle select types of reports over the telephone, or asking citizens to self-report certain crimes online. As a result, in order to meet increasing community needs with fewer resources, the RPD has implemented significant organizational changes, including modification of call priorities, staff reassignment, and restructuring of its operations. In addition, increasing City population has resulted in increased calls for service as the number of sworn personnel has not been able to keep up with growth. Clearance Rates Cleared crimes refer to offenses for which at least one person was arrested, charged with the offense, and turned over to the district attorney for prosecution. A crime can also be considered cleared by exceptional means if the offender dies, the victim refuses to cooperate, or extradition is denied. There are no official or adopted standards or guidelines on the proportion of crimes that should be cleared. Clearance rates allow police departments to determine the number of cases that are being cleared. In order to better serve the community’s needs, police departments must be aware of specific metrics in order to deploy resources accordingly. As a police department, the accepted measure of police performance has become standard and includes reported crime rates, overall arrests, clearance rates and response times. However, caution should be used in using these methods to identify police performance as it varies by population density and cultural factors. • Clearance rates help fulfill one of the core missions of the police, apprehending offenders, but can also contribute to another core mission: crime prevention. • The reluctancy of a District Attorney to file cases may impact the clearance rate. Most 91 | Page cases result in an arrest based on probable cause but might not be filed if, in the opinion of the District Attorney, there is little chance of conviction due to circumstances. The RPD had a Department of Justice (DOJ) clearance rate of 60.1 percent for violent crimes (homicide, forcible rape, robbery and aggravated assault) committed in 2024, a clearance rate of 19 percent for burglary crimes, and 17.4 percent for motor vehicle theft during the same period. To compare with 2023, Reedley PD cleared 55.2 percent of violent crimes and 9.2 percent of property crimes during the period, indicating that the Police Department saw a slight decrease of violent crime clearance, and an increase in and property crime clearance in 2024. Demand for Service The City experienced a one percent increase in violent crime and a 20 percent decrease in non-violent crime when comparing 2024 reported crimes to those reported in 2023. Though there has not been an increase or decrease in crime in any specific area of Reedley since crime is not centralized to a specific neighborhood or location, during that same time period overall crime rates dropped by 13 percent, equating to a 14.37 crime rate per 1,000 population for 2024. Overall, in 2024, RPD informed LAFCo that it received 23,655 calls (7,460 emergency “911” calls and 16,195 non-emergency calls) to the dispatch center. The RPD completed 4,216 police reports. Law Enforcement Finances The RPD is primarily funded through the Reedley General Fund and the voter-approved Measure G (Public Safety Sales Tax – Fund 003). Measure G is a half-cent local sales tax to assist public safety services. The Police Department regularly pursues available state and federal grants to assist with specific projects or operations of the department. The RPD also receives funding collected by the development impact fees. The Law Enforcement Impact Fees are collected on all residential, commercial/retail, industrial/warehouse, and public/institutional land use developments. According to the City of Reedley FY 2024-25 Master Fee Schedule adopted by City Council Resolution No. 2024-050, Law Enforcement Impact Fees are $134.70 per single family residential unit and $129.38 per multi-family residential unit in the expansion area, $101.03 per single family residential unit and $97.05 per multi-family unit in the infill area, and $67.37 per single family residential unit and $64.71 per multi-family unit in the City Center area, and non-residential uses pay an impact fee based on square-footage by type of land use. These law enforcement impact fees are collected and deposited in the Police Department Fee Account to be used solely for capital improvements such as construction or equipment and not for operations and/or existing police department facilities. Additionally, RPD receives funding from Citizens Option for Public Safety (AB 3229). The AB 3229 funding is a reimbursement program that provides approximately 90 percent (in Reedley’s case, approximately $168,000) for front-line law enforcement based on population size. According to the City of Reedley FY 2024-25 budget, the RPD and all divisions within the department 92 | Page operate with a budget of $10,863,150, representing 21% of citywide total budget expenditure. In summary, for FY 2024-25, the Department’s main sources of revenue are as follows: General Fund ($8,282,367), Public Safety Sales Tax ($1,491,454), Community Facilities Maintenance District ($897,616), and the COPS Program ($191,713).76 For the same year, the Department’s largest expenditures are as follows: personnel ($7,909,242), maintenance and operation ($2,498,908), and capital outlay ($455,000).77 76 Reedley Annual Budget FY 2024-25, page 187. 77 Ibid. 93 | Page 9. Fire Protection Services City of Reedley’s Volunteer Fire Department (“Reedley VFD” or “Fire Department”) was established in 1913 and currently provides a range of services that will be described later in this section. The Reedley VFD is staffed by one full-time fire chief, a battalion chief, a fire lieutenant, a life safety/code officer, a part-time office assistant, a part-time life safety/code officer, 36 volunteer paid-per-call firefighters, and 10 volunteer fire explorers.78 This section of the service review discusses fire protection and emergency response provided by the Reedley VFD in the City of Reedley. Reedley General Plan: Safety Element The General Plan’s Safety Element sets forth a comprehensive vision, goals, and policies that provides the department with a clear understanding of its purpose. The Reedley VFD identifies the General Plan’s core safety goals as its mission to carry out the day-to-day function of the department. The five Safety Element goals of the Reedley General Plan are as follows: • Safety Element 5.0A - Prevent and minimize personal injury and loss of life due to natural and manmade hazards. • Safety Element 5.0B - Prevent and minimize the potential for property damage. • Safety Element 5.0C - Protect the City and its residents from avoidable loss resulting from improper development in hazardous areas. • Safety Element 5.0D - Safeguard public safety and property by educating and involving the public in all the tenets of community-oriented policing and problem solving, thereby, reducing crime. • Safety Element 5.0E - Prevent and minimize personal injury and loss of life and thereby reducing liability issues relating to open canals in urban areas by requiring such open canals to be pipelined subject to urban development projects. Reedley Volunteer Fire Department The Reedley VFD provides service to approximately 26,579 residents in a service area consisting of 5.7 square miles in the Reedley city limits and additional territory served by mutual and automatic aid agreements summarized below. The Fire Department’s responsibilities include the fire prevention, suppression and investigation services, airport fire and rescue, urban search and rescue, water rescue response, response to medical emergencies (EMS), and response to hazardous materials incidents. The Reedley VFD has an automatic aid agreement with the Fresno County Fire Protection District to provide automatic aid and dispatch services to areas within and immediately surrounding the City of Reedley. Additionally, the Reedley VFD has mutual aid agreements with Tulare County Fire Department, Orange Cove Volunteer Fire Protection District, and the City of Dinuba for emergency assistance. The intent of the mutual aid agreement is to provide/receive additional emergency resources from neighboring agencies address or combat the major emergencies. These mutual aid agreements enable the fire agencies to continually meet industry standards and best practices established by the National Fire Protection Association. Figure 9-1 shows the City’s Automatic Aid Agreement Area for areas in 78 City of Reedley 2024-25 Annual Budget, Fire section. 94 | Page Fresno County, and Figure 9-2 show the location of available Fire Stations via Interagency Agreement with Reedley. The mutual aid agreement’s service area extends beyond the Reedley SOI and encompasses approximately 4,847 square miles (3,102,080 acres). As of November 2024, the Reedley VFD informed LAFCo that its current mutual aid, automatic aid, or dispatch services agreements are as follows: • Fresno County Fire Protection District: Automatic Aid & Dispatch • Tulare County Fire Department: Mutual Aid • Orange Cove Fire Protection District: Mutual Aid • City of Dinuba: Mutual Aid Figure 9-1. Automatic Aid Agreement Area for Fresno County (Source: City of Reedley) 95 | Page Figure 9-2. Fire Stations Available via Interagency Agreement with Reedley Source: City of Reedley 96 | Page Fire Department Structure Fire protection services are regulated by federal and state regulations. The International Fire Code (IFC) is a model code regulating minimum fire-safety requirements for new and existing buildings, facilities, storage, and processes. The model code includes specialized, technical, fire- and life-safety regulations, as well as, establishing standards for fire hydrants, automatic sprinkler systems, fire alarm systems, fire and explosion hazards safety, use and storage of hazardous materials, protection of emergency responders, industrial processes, and many other general and specialized fire-safety requirements. At state level, the 2022 California Fire Code is a fully integrated code based on the 2021 IFC and regulates fire protection and safety standards associated with all building and construction standards. The California Fire Code is found in Title 24 of the California Code of Regulations, Part 9 with a July 2024 supplement. Furthermore, the Reedley General Plan identifies land use categories, development standards, and other general provisions that ensure all new development is achieved consistent with the City’s fire restrictions. Locally, fire regulations are found in the Reedley Municipal Code – Title 5: Police and Public Safety and Title 9: Building Regulations – that address building access, signage, and exiting requirements for all commercial and residential structures within the City. The Safety Element of the Reedley General Plan is the primary vehicle for integrating public safety, department personnel, and long-range planning.79 Reedley VFD’s Fire Personnel and Services The Reedley VFD’s Fire Chief is appointed by the City Manager and voted upon by City Council to act on all matters related to the enforcement of all applicable state and local fire laws. The Fire Chief is responsible to manage the daily operations of the department with the assistance of one (1) Battalion Chief, one (1) Fire Lieutenant, one (1) Life Safety/Code Officer, one (1) part-time Office Assistant, one (1) part-time Life Safety/Code Officer, 36 Volunteer Paid-Per-Call Firefighters, and ten (10) Volunteer Fire Explorers. The Fire Chief is responsible to maintain, perform periodic updates, and enforce the department’s rules and regulations governing the operation of the Reedley VFD. The Fire Department is also responsible for the maintenance and training of the City’s Emergency Operations Plan. This Plan establishes the emergency organization and identifies the planning, response, policies and procedures in the event of an extraordinary event or disaster within the City. The Fire Administration must constantly plan, equip, train, exercise, and routinely evaluate the programs, update, and improve services provided by the Department. The Fire Chief is a member of the City Manager’s Administrative Team, and is responsible to inform the City Manager on all items related to fire safety and education. Additionally, the Fire Chief serves as the vice chair of the Reedley Disaster and Defense Council. The Disaster and Defense Council is responsible to develop, enact, and maintain emergency response plans that address natural and manmade emergencies. The Reedley VFD also relies on 36 trained volunteer paid-per-call firefighters, each assigned to a specific shift to assist with emergency response within the City. Firefighting volunteers are compensated on a “paid- per-call” basis. The department works around the clock year-round. In 2024, the department responded to 1,415 calls for service which included 101 fire related calls, 31 hazardous conditions calls, 579 medical- 79 City of Reedley, 2030 General Plan update. Pg. 130. 97 | Page related calls, and 729 good intent or other types of calls.80 Volunteers maintain the station and its grounds, department vehicles, equipment, utilities, tools, and supplies. The Fire Chief is responsible to maintain the City’s dispatch equipment, contracts, billing, and insurance coverage for the department’s operation. Training is critical to be able to deliver the necessary emergency services to the public. Each volunteer is required to attend training courses at least three times a month, covering such items as fireground operations, technical rescue, PPE (Personal Protective Equipment), emergency vehicle operations, incident management, and beyond. The department has firefighters who have completed specialized training which qualifies them to be active in rescue operations in and around the river and waterways in general. Training events are offered by CAL FIRE and each course is organized to meet the State Fire Marshal’s standards. The Fire Chief maintains a record of each volunteer’s completed training course work requirements. The City is fortunate to have an observant and dedicated Life Safety/Code Officer who exposed the illegal biolab in Reedley this past year. Her unrelenting efforts were recognized world-wide and earned her many awards including CACEO Code Enforcement Officer of the Year. Daily staffing throughout the Reedley VFD’s service area and areas covered by mutual aid agreements are as follows: • 3 personnel augmented with responding volunteers in the City of Reedley Fire Department • 10 personnel in Fresno County Fire Protection District • 5 personnel in Tulare County Fire Department • 4 personnel in Orange Cove Fire Protection District • 4 personnel in the City of Dinuba Reedley VFD’s Education Programs Public education on fire safety is considered a major factor for the Department in reducing fires and injuries. Targeted educational groups include children, adults, senior citizens, and disadvantaged community members. The Fire Department delivers educational programs in a variety of ways, including visits to schools and senior residential communities, community events, media articles, and the Fire Department’s annual open house to the community. The Fire Department staff encourages local agencies, schools, and organization to schedule educational training programs and fire station tours, or site visits. Additionally, the Fire Department manages the City’s Fire Explorer Post 57. The Fire Explorer program is provided for youth groups that range from 14 - 20 years of age. The Reedley VFD currently has ten Fire Explorers and a majority of former Fire Explorers choose to become Reedley Volunteer Firefighters after graduating from the program.81 The program provides participants with training in fire prevention, suppression, and first-aid. The Explorers can participate in all fire ground activities except for entering a burning building.82 The Department is proud to be an educational partner with the Valley Regional Occupational Program and hosts the Urban/Rural Firefighting class each school day. Students in VROP have “hands-on” experience while attending class at the fire department. VROP uses veteran firefighters as instructors and students are learning all facets of emergency operations and response. 80 City of Reedley 2024-25 Adopted Budget. Pg. 169. 81 City of Reedley 2024-25 Adopted Budget. Pg. 171. 82 “Fireground,” an area in which fire-fighting operations are carried out, Merriam-Webster Dictionary, 2019. 98 | Page Reedley VFD’s Facilities and Capacity The Reedley VFD operates mainly out of its headquarters located at 1060 D Street in Reedley. The station was built in 1978 and consists of office space and lobby, dorm area, training facility, storage space, a four- engine apparatus bay, and one main bay. The fire station houses a pumper truck, a ladder truck, rescue vehicles, other service vehicles, and rescue watercraft. According to the City, typical response time by the Reedley VFD is six to eight minutes once notified of the event to arrival at the scene of the incident. Although there is no stated policy on standard emergency response times, the department strives to maintain a response time goal of less than eight minutes and 30 seconds for emergencies within the City. The Reedley VFD utilizes centralized dispatch, apparatus mobile data terminals, and other technologies essential for intra- and inter-departmental communications. Figure 9-3 summarizes Reedley VFD’s facilities and equipment, as of June 30, 2024. Figure 9-3. Reedley VFD Facilities, Equipment and Staffing 2024-2025 Station Locations Addresses Staffing Vehicles Present Reedley VFD 1060 D Street 3 fulltime, (36 Three pumper engines, a wildland urban- Station 1 Reedley, CA 93654 volunteers) interface engine, an aerial platform ladder truck, a OES water tender, a mini- pumper/squad, a technical/water rescue van, two PWC rescue boats, a rescue utility, two command vehicles, and two utility vehicles Shared Facilities Infrastructure Needs Service Demands None Additional storage space, Increasing response times due to development spread and the and an additional fire volunteer nature of the department station location for increased service levels The City informed LAFCo that its fire apparatus can average a fire flow of 150 gallons per minute on a working fire. The strongest fire flows occur near the City’s hydrant systems located throughout the City limits. During an emergency, the City’s fire apparatuses are equipped to draw water supplies from local ponds, recharge basins, and waterways, if needed. The Reedley VFD’s main water source is provided by the City’s hydrant systems. According to the City, its wells have adequate capacity to meet normal demand as well as emergency situations. During periods of electric outages, water can be provided by the City’s two elevated storage tanks that are equipped with two well pumps powered by natural gas engines. In addition, Reedley fire-fighting equipment carries a total of 3,250 gallons of water capacity. The City’s mutual aid with Fresno County Fire Protection District authorized the district to dispatch water tender that carries a capacity of 2,000 gallons of water to assist the City of Reedley, if needed. 99 | Page The City informed LAFCo that its equipment and supplies are in reliable condition. However, the Reedley VFD is currently in search of a second fire station site for the department to expand its operation for increased levels of service. For the coming year, construction of the Cricket Hollow storage facility will commence near the Cricket Hollow Boat Launch, providing quicker access to the river for water rescue equipment and enabling the relocation of specialized water rescue equipment and vehicles, as well as more space available for training. The storage project will be funded 80 percent from Public Safety Sales Tax (PSST) and 20 percent from Fire Development Impact Fees (DIF). For FY 2024-25, the Fire Department hired a full-time Fire Lieutenant with City Council approval. Additionally, it replaced all pagers and all portable radio equipment throughout the Department with a communications grant. A vehicle replacement program has been established to keep track of aging fire apparatus and provide guidance on replacement. Service Adequacy The City has a class rating of “Class 3” through the Insurance Services Office (ISO). The classification places Reedley in the top 10 percent of communities nationwide with a PPC of Class 3 or better. With a communities’ Class 3 rating, many insurance providers give a discount on annual insurance premiums for residences and businesses.83 The ISO is an agency that evaluates fire protection features for all fire departments to establishing rates for underwriters, such as property insurance providers. ISO uses a rating system that is based on a scale of 1 through 10, with 1 being the best fire protection rating and 10 being the worst. The ISO rating “Class 3” is based on ISO Public Protection Classification Program’s assessment and scoring in four primary areas: 1) Emergency Communications, 2) Water Supply, 3) Community Risk Reduction, 4) Fire Department. The City’s Fire Department operates a fire prevention program consisting of property inspections to identify potential fire hazards. The City’s full-time and part-time Life Safety/Code Officers notify property owners of fire hazards determined as a result of inspections as well as deal with matters of property maintenance, abandoned vehicles, illegal dumping, substandard housing, illegal sales and vending, and many others. Additionally, the Fire Department reviews and provides fire safety comments on all land development applications to the City and also routinely conducts inspections on all local business establishment to verify code compliance, which led to the discovery of an illegal biolab last year.84 Additionally, the City informed LAFCo that the lower Kings River is a major recreational tourist attraction that has the potential to create various life-threating emergencies during the peak tourism season. In order to adequately provide protection for Kings River visitors, the Reedley VFD has specially-trained firefighters who occasionally patrol the river during the hot summer and during flood events. The Reedley VFD provides and manages a special Swiftwater Emergency Response Team (“SERT”).85 The SERT’s main function is to provide and maintain certified trained firefighters to protect life and property on the waterways that pass 83 City of Reedley 2024-25 Adopted Budget. Pg. 169 84 City of Reedley General Plan Update 2030. Pg. 130. 85 Ibid. 100 | Page through the city, region, and state.86 Additional services and programs provided by the Reedley VFD Include: • General safety training for local businesses and other City departments • Fire extinguisher training for local businesses and other City departments • Replacement of smoke/carbon monoxide (CO) alarms for senior citizens • Free smoke/CO alarms for qualifying households • Internships for local high school students and other program partners Funding Resources The Reedley VFD’s funding comes from a variety of sources. The City’s General Fund consists of revenue from property taxes, special assessments, development impact fees, state grant funding, fines, and user fees. The Fire Department is primarily funded by discretionary revenue within the City’s General Fund. A use of the discretionary revenue summary report is also provided in the City’s adopted budget document for FY 2024-25. The Fire Department also receives funding from development impact fees paid by new residential, commercial, and industrial development projects. The development impact fees may be used by the City to purchase land and fund the construction of new public facilities. The City has a citywide Community Facilities District 2005-1 that was established to finance new fire and police staff and equipment necessary to adequately service new development. Additionally, the Fire Department receives funding through a voter-approved public safety sales tax override (“Measure G”), which supports public safety staffing, facility maintenance, and equipment purchases. Funding from Measure G supports the Battalion Chief and Fire Lieutenant positions, along with equipment and capital projects not funded through the General Fund. Capital projects identified include the ongoing construction of a new storage facility near the Cricket Hollow Boat Launching Facility and renovating the fire department with a turnout room to enhance firefighter health and safety. For FY 2024-25, the Fire Department’s budget amounts to $2,122,787.87 The Fire Department’s primary source of revenue is the general fund, fines and forfeitures, services and fees, intergovernmental, and grants. For FY 2024-25, the Fire Department’s revenue streams total approximately $99,247. The revenue balance is augmented by the City’s public safety sales tax, investments, blighted properties remediation, development impact fees, and community facilities district for police, fire, and parks. For FY 2024-25, a major portion of the Fire Department’s expenditures are allocated toward personnel salaries, maintenance and operation costs, and capital outlay. The Fire Department’s budget shows a total expenditure amount of $2,122,787. Infrastructure and Personnel Needs 86 City of Reedley, Reedley Fire Department website. 87 City of Reedley 2024-25 Adopted Budget. Pg. 176. 101 | Page The City informed LAFCo that the Fire Department operating out of one station may not be adequate to maintain adequate levels of service as growth of the City occurs for the next 20 years. As previously indicated, the Reedley VFD plans to construct a second fire station to support the increase demand for fire services. The Fire Department has three potential locations; a site near Cricket Hollow Park on the 1100 block of West Olson in the southwest quadrant of the City, a site the end of East Olson Avenue, in the southeast industrial section of the City, and a site on the corner of Parlier Avenue and Buttonwillow Avenue in the northeast quadrant. The location of the new fire station will depend on the pattern of growth that occurs. In order to capture State mandated fire inspections, life-safety inspections, and preplans for businesses, schools, lodging, and high density residential properties, a full-time Fire Marshall will be needed. Reedley is currently home to more than 1000 businesses under the purview of the Reedley Fire Department. A Fire Marshall will work to prevent fires and protect life and property by ensuring compliance with fire regulations across buildings and structures. The Fire Department’s area of responsibility continues to increase both in land valuation and public infrastructure as growth occurs, which translates into adjusting to community service demand by maintaining appropriate fire personnel levels, equipment, apparatus, facilities and to provide ongoing training, public education, and municipal code enforcement. The Fire Department is responsible to protect over $950 million dollars of infrastructure and developed land within the City. The Fire Department is fortunate to have members of the community that volunteer and commit themselves to learn, train, and provide emergency services at a professional level. The City informed LAFCo that without its successful volunteer program, it would have to hire additional full-time firefighting staff and this increased cost of fire service to its residents. The Department informed LAFCo that fire volunteer retention has been a challenge; however, the Fire personnel focuses its efforts on ongoing recruitment among the residents in the community, fire agencies, Reedley College, and Fresno City College Fire Academy. The Reedley VFD is one of the busiest emergency response volunteer departments in the State. According to the City, the characteristics of its Fire Department has changed over the years going from what used to be a Department made up of residents who both lived and worked in Reedley, to residents who live in Reedley and commute out of town for work. Currently, the Department estimates that over 50 percent of its current trained firefighters commute out of town for work. The City informed LAFCo that the Fire Department is challenged to maintain enough trained firefighters plus standby personnel ready to serve all hours of the day and night. The Fire Department continues to look ahead and is planning for additional facilities, apparatus, equipment, and training opportunities. 102 | Page 10. Solid Waste Services On May 6th, 2021, the City of Reedley entered into a franchise agreement with Mid Valley Disposal for the collection, transfer and processing of recycling and disposal of discarded materials. The Reedley Public Works Department (“PWD” or “Department”) oversees the franchise agreement with Mid Valley Disposal (“MVD” or “Franchisee”). MVD provides curbside residential solid waste, recycling, and green waste disposal services within the City limits. MVD also collects solid waste, recycling, and green waste from all commercial and industrial account. The franchise agreement allows roll-off companies that had a City of Reedley business license at the time the agreement was signed to continue services within the City limits for a period of five years. Currently, only Miramonte Sanitation and MVD are eligible to provide roll-off services within the City limits. MVD coordinates various annual community clean-up events such as the e-waste, old mattress, and tire collection clean-up days. MVD gathers data, prepares reports, and implements local and state refuge and disposal programs such as the CalRecycle Electronic Annual Report, Recycling Incentive Payment Program Report, CalRecycle Mattress Recovery and Recycling Program Report, and the Household Hazardous Waste Report. MVD also assists the City’s code enforcement division with incidental clean-up projects such as collection and removal of illegal dumping within the City. Reedley General Plan: Land Use Element The Reedley General Plan Land Use Element establishes goals for its public facilities and services including solid waste service. Land Use Element Goals include, but are not limited to the following: • LU 2.7R - Provide sites for adequate public facilities to serve projected growth. • LU 2.7S - Provide for the timely and economically efficient development of all public services and facilities necessary for Reedley’s planned urban growth. • LU 2.7T - Public facilities shall complement and support the creation of livable neighborhoods. • LU 2.7U - Provide transportation and recreation opportunities near schools. • LU 2.7V - Promote schools as a focal point within neighborhoods. Solid Waste Operations Standard residential service consists of three 96-gallon bins: a blue recyclables cart, a 96-gallon green waste cart, and a 96-gallon gray cart for general refuse. MVD also offers various sizes of larger trash bins to customers if needed. For larger “roll-off” bins, such as 30 to 50-yard roll-off containers, customers must contract with either Miramonte Sanitation or MVD for those services. Garbage collection within the City is organized in five pick-up zones and weekly collections occur on Mondays, Tuesdays, Wednesdays, Thursdays, and Fridays. MVD collects garbage from each zone once per week from 6:00 a.m. to 5:00 p.m. All waste bins must be placed at the curb by 6:00 a.m. on the scheduled pick-up day.88 According to MVD, it collects approximately 25 tons of general refuse material per pick-up day. During a given month, MVD estimates that it disposes of approximately 765 tons of non-recyclable solid waste of which 64 percent is generated from households and approximately 36 percent is generated from businesses. Approximately 158 tons of recyclable solid waste is collected monthly, approximately 85 percent is 88 City of Reedley, Utilities. https://reedley.ca.gov/administrative-finance-services/utilities/ 103 | Page generated from households and approximately 15 percent is generated from businesses.89 The general refuse collected by the franchisee is transported to the Tulare County Landfill located at 8318 Ave. 328, in Visalia California. Green waste is processed at MVDs composting facility in Kerman California. For hazardous waste materials, the County of Fresno's Regional Household Hazardous Waste Facility is located at 1327 West Dan Ronquillo Drive in Fresno to drop off various chemicals and substances for safe disposal.90 To address the threat to public health and safety caused by illegal dumping, Reedley has implemented clean-up programs where twice a year the City holds an event to collect unwanted items at the northeast corner of Olson & S. Apple Ave at no cost to residents. The Spring Clean-Up and Fall Clean-Up programs assist residents in disposing of bulky trash and debris, green waste, electronic waste, and old appliances and furniture, some of which would not normally be picked up by the regular garbage service. Solid Waste Haulers MVD’s headquarters are located at 15300 W Jensen Ave. in Kerman and is open from 7 a.m. – 4:30 p.m. The franchisee is responsible for providing prompt, reliable service to residents at all times. The franchise agreement requires MVD to maintain its solid waste refuse trucks in a reliable condition. Service Adequacy The City does not operate a landfill. Instead, MVD is required to discard of all collected materials at an approved facility that complies with all state regulations. The franchisee also promotes local recycling programs and with the assistance of the City implements local measures to increase diversion rate which is the amount of waste that is recycled or composted as opposed to ending up in a landfill with other non-recyclables. Historically, the City of Reedley has exceeded the 50 percent diversion rate. Landfills are regulated by the Environmental Protection Agency, the California Department of Resources, Recycling, and Recovery (CalRecycle) and a designated local enforcement agency; in County of Fresno the County’s Department of Public Health, Environmental Health Division and in Tulare County the designated local enforcement agency is the Tulare County Health & Human Services Agency (TCHHSA). Furthermore, Assembly Bill (AB) 939, California’s Integrated Waste Management Act of 1989, is a state mandate that requires local agencies to participate in the creation of the Countywide Integrated Waste Management Plan (CoIWMP). The CoIWMP provides an overview of the waste management infrastructure for Fresno County and the 15 cities within the County. The CoIWMP describes the County infrastructure and plan administration, the most recent countywide solid waste management practices, summarizes the Source Reduction and Recycling Elements, Household Hazardous Waste Elements, and Non-disposal Facility Elements for the County, and provides financing information. According to the franchise agreement, MVD complies with State solid waste mandates: AB 1826 Recycling of Commercial Organic Waste; AB 341 Mandatory Commercial Business and Public Entities Recycling Plan, 89 City of Reedley 2030 General Plan EIR. 90 County of Fresno, Department of Public Works and Planning, Resources and Parks Division. Website: https://www.fresnocountyca.gov/Departments/Public-Works-and-Planning/divisions-of-public-works-and- planning/resources-and-parks-division/landfill-operations, 2025. 104 | Page as well various County and State quarterly and yearly reports to Cal Recycle Electronic Annual Report, Recycling Program Report, and Household Hazardous Waste Report. The City complies with the Tulare County Integrated Waste Management Plan, which has been approved and filed with CalRecycle. During year 2024, the Tulare County - Visalia Disposal Site was inspected twelve times from January 1, 2024 to December 31, 2024, there have been no violations reported to CalRecycle. Solid Waste Franchise Financing The solid waste franchise agreement operation is funded primarily through user fees, and service charges for specific services if requested. The Reedley Solid Waste Enterprise Fund budget document reflects working capital for the fund balance. The responsibilities are shared between Administrative Services and Public Works departments, and only those items directly related to the solid waste (disposal & recycling) service can be charged to the Solid Waste Enterprise Fund. According to the City’s budget for FY 2024-25, the Solid Waste Enterprise Fund is projected to generate $2,938,765 in revenue, while the MVD’s Enterprise Fund expenditures are estimated to be $3,031,413. In 2015, the City Council created the Solid Waste Capital Fund to serve as an ongoing capital reserve to set aside funding for Solid Waste Operations capital projects. The fund is subject to the same restrictions as the Solid Waste Fund, in that only activities directly related to the City’s solid waste (disposal & recycling) may be accounted for in this fund. Due to the outsourcing of Solid Waste services, the Solid Waste Capital Fund has officially been closed as of June 30, 2022. Joint Power Authority The City is a member agency to the nine member Southeast Regional Solid Waste Commission (SERSWC), a Joint Power Agency formed in 1971, consisting of the following member agencies: County of Fresno, Fowler, Kingsburg, Orange Cove, Parlier, Reedley, Sanger, and Selma. The JPA was formed to manage and fund the operation of the Southeast Regional Disposal Site (SERDs). SERDs is located at Academy and Dinuba Avenues, and the landfill received nonhazardous solid waste originating from each member city. In 1990, SERDs ceased to accept solid waste, and the site is currently in post-closure maintenance service. County of Fresno Resources Division is responsible to manage all post- closure maintenance services. Each member city contributes an annual fee, based on a percentage formula to fund the monitoring and reporting responsibilities of SERSWC. In 2024-25, Reedley’s SERSWC contribution fee was a $18,000. 105 | Page 11. Circulation and Street Maintenance Services This section reviews Reedley’s adopted policies, its circulation network, street maintenance program, and describes the City’s circulation and maintenance services. The Reedley Public Works Department’s Street Maintenance Division performs street maintenance services on 97 miles of paved city streets. Reedley’s maintenance and operations of its street and pedestrian networks consist of ongoing road maintenance, traffic paint and signage, concrete maintenance, traffic signals and street lighting, median islands and buffers, street trees, and street sweeping. General Plan Goals: Circulation and Service Delivery Policies The Reedley General Plan Circulation Element provides City goals and polices that comprise the operational standard for the Street Maintenance Division. The City’s Circulation Element addresses seven street and circulation matters: Street and highway, bikeways transportation, public transportation, rail transportation, airport transportation, truck routes, and public utilities. The Circulation Element includes 81 policies that provide a vision for the City’s circulation as growth occurs. The following General Plan goals summarize Reedley’s Circulation Element that sets the vision for the City’s complete street system and transportation network: Circulation Element Goals: • CIR 3.2A – The City will design and maintain a fully integrated local transportation network that provides for the movement of people and goods in an orderly, safe, and efficient manner. • CIR 3.2B – Maintain a level of service (LOS) of “C” or better. • CIR 3.2C – Plan and develop a street and highway system so as to maximize its effectiveness while minimizing its cost of construction and maintenance. • CIR 3.2D – Minimize the adverse impact of streets and highways on adjacent land uses and on the environment of the Planning Area. • CIR 3.2E – Provide a street and highway system which can accommodate alternative modes of travel. • CIR 3.2F – Provide a street and highway system which is aesthetically pleasant to the user through the incorporation of landscape buffering on applicable medians and right-of-way. • CIR 3.4A – Encourage the use of bicycles as a viable means of transportation. • CIR 3.4B – Develop a continuous and easily accessible bikeways system which facilitates the use of the bicycle as a viable alternative transportation mode. • CIR 3.4C – Develop programs, standards, ordinances, and procedures to achieve and maintain safe conditions for bicycle use. 106 | Page • CIR 3.4D – Encourage bicycling for reasons of ecology, health, economy, and enjoyment as well as for transportation use. • CIR 3.5A – Promote the variety of public transit connections with other nearby cities and locations • CIR 3.6A – Maintain the viability of the rail service to the community of Reedley. • CIR 3.7A – Promote the integrity of the Reedley Municipal Airport. • CIR 3.8A – Provide safe and efficient truck routes into and within the community. • CIR 3.9A – Promote a parking program that accommodates the parking needs of each land use type. • CIR 3.10A – Provide adequate water services to the City of Reedley. • CIR 3.10B – Ensure wastewater collection and treatment services are available to meet existing and future needs of the City. • CIR 3.10C – Provide a comprehensive system for storm drainage to protect life and property. • CIR 3.10D – The City shall reduce by 15% its consumptive use by 2030. • CIR 3.10E – Continue to work with Pacific Gas and Electric (PG&E) to improve the appearance of transmission line corridors. Street Classification Two major functions of roadways are to provide mobility for through traffic and to provide direct access to adjacent properties. Roadways prioritize these two functions differently. For instance, arterial roadways prioritize the movement of traffic over access to individual adjacent properties, whereas local streets prioritize access to private properties. Roadways also consider bicycle and pedestrian mobility and circulation. Roadways in the City are categorized according to the volume and the level of service they are designed to provide. Roadway functional classifications in Reedley include arterial streets, collector streets, local streets, bikeways and pedestrian walkways. Arterial streets in and surrounding Reedley serve as the principal network for traffic flow. Arterials provide for the distribution and collection of through traffic to and from collector and local streets serving residential, commercial, and industrial land uses, and access major travel generators. Collector streets provide connectivity between local streets and the arterial street system. Many collectors within Reedley also serve as truck routes for agricultural and industrial transport vehicles along Reed Avenue or Frankwood Avenue, in and out of the City limits. Local streets are exclusively intended to provide access in and out of residential areas. Local streets are designed as two through lanes with parking on both sides. 107 | Page Street Maintenance The Street Maintenance Division (“SMD” or “Division”) consists of various units that collectively provide specific services related to the maintenance and operations of the City streets and bikeways, including road maintenance, traffic paint and signage, concrete maintenance, traffic signals and street lighting, median islands and buffer maintenance, and the City’s tree maintenance program. The SMD’s services also include a Slurry Seal Program and a Crack Seal Program to resurface roadways and repair cracked asphalt to extend the life of the roadways. The SMD maintains approximately 97 miles of streets: 14 miles are classified as arterial roads, and 11 miles are collector roads 56 miles are residential/local roads, 16 miles as alleys. Additionally, the City owns and maintains 12 signalized intersections, two bridges and 1,335 streetlights. The SMD also maintains approximately 21 miles of bikeways. The City does not maintain streets outside of the Reedley corporate boundaries. Within the past 20 years, the City has completed various system improvements for pedestrians and bicycles. The City constructed and maintains a 3.7 mile “Rail to Trail” (aka, The Reedley Parkway) that allows pedestrians and bicycles to access most of the major destinations for residents including Reedley College, Reedley High School, City Hall, Police Department, Kings Canyon Unified School District offices, downtown shopping and restaurants, City of Reedley sports park, and many other amenities adjacent to the trail. Traffic paint and signage services include painting of curbs, crosswalks, street legands, combo lanes, right turn pockets, most traffic related signage, and other essential traffic controlling. Paint and sign crews make sure all roadway paint (crosswalks, turn lanes, painted curbs, and other painted signage) and all traffic signs (stop signs, no parking signs, street name signs, and other signs) are executed and visible to the public. Additionally, the Division repairs any traffic signs that have been damaged, destroyed, or vandalized. The Division owns its equipment, tools, and necessary materials to maintain the street, curb, and gutters that move traffic and convey water into the storm drains. The City’s equipment can be used to make basic street improvements to streets and sidewalks as necessary. Concrete maintenance includes repair of damaged sidewalks and curbs or gutter replacement of the concrete infrastructure within the City limits. The Division installs new sidewalks or gutters in new neighborhoods when needed, although most new sidewalks are constructed by the developer as a condition of approval for new development. The Division provides electrical personnel to repair and maintain the traffic signals within the City limits and crews respond to signal malfunctions 24 hours a day. The City relies on residents to notify the City of any abnormalities that need to be addressed. The Division performs weed abatement in public rights of way when needed. Median islands and buffers are regularly kept free of weeds and trash. A combination of manual labor and pre-emergent and post- emergent herbicides are used to assist with keeping the weeds tame throughout the year. Medians are irrigated by sprinklers and drip-irrigation systems. The Division also trims low limbs that could interfere with streetlights, pedestrian, and traffic safety. 108 | Page Street tree services include routine pruning, fallen limb pick up, and tree removal for street trees that are dead, dying, or posing a danger. Trees that are posing an immediate hazard, such as dead trees or trees that are splitting down the trunk, are removed by City crews. The City has been working closely with Tree Fresno on a plan to expand and diversify the City’s urban forest program. Street tree crews are available 24 hours a day for tree emergencies. The City allows homeowners to trim away any limbs that can be reached from the ground without the use of a ladder or chainsaw. However, the City requires homeowners to apply for an encroachment permit and/or hire a licensed trimmer if they wish to have a tree more thoroughly trimmed or completely removed. City ordinance requires that a tree removal request be submitted to the City prior to removing any City owned tree. Trees cannot be removed unless the request meets the City’s tree removal criteria. The Division’s crew also maintain city temporary ponding basins, pump stations, and City well sites to ensure drainage to permanent regional facilities in the event of flooding. The Division has an adopted residential street sweeping schedule that divides the City into various sweeping zones. Street sweeping within residential streets occurs once per month. Residents are asked to move motor homes, cars, and debris off the street on their scheduled days, between 6:00 a.m. and 2:30 p.m. This allows sweepers to freely remove more trash from gutters and streets. Downtown streets are swept twice a week before 6:00 a.m. Arterial and collector streets are swept once a week before 6:00 a.m. The street sweeping program also conducts leaf sweeping during the months of November to January to help clear the gutters to ensure better drainage during the rainy season. The Public Works Department works closely with the Community Development Department and the Engineering Department to coordinate projects that address street infrastructure maintenance needs. The Engineering Department administers the majority of the City’s Capital Improvement Program projects and identifies funding resources. The Engineering Department collects development impact fees pursuant to City policy. Within the Engineering Department, engineering personnel work with residents and neighborhoods to identify projects for funding in future budgets. Such projects include pavement rehabilitation or reconstruction, concrete improvements, traffic signs, signals, street lighting, undulations, re-striping, traffic and safety concerns, and any other concerns addressing both vehicle and pedestrian traffic and safety. The Engineering Department regularly conducts street maintenance surveys and traffic counts, frequently evaluates the condition of the City’s streets, and develops an updated pavement management program to guide future maintenance and repair efforts. With this evaluation methodology, the City is able to determine whether existing roadways are in need of repair and maintenance and secure the appropriate funding resources through the City’s Community Improvement Program (CIP), which matches potential projects with regional (Measure C, CDBG, etc.), state (SB 1, etc.) or federal funding (STBG, CMAQ, etc.) programs and sources. Additionally, in compliance with the Americans with Disabilities Act (ADA), the Public Works Department works with the Engineering Department to identify and improve access within the public rights- of-way to ensure more mobility for the disabled. Service Adequacy The condition of street pavement is typically evaluated by local agencies using a Pavement Management System (PMS), which regularly evaluates pavement condition and establishes a cost-effective maintenance 109 | Page strategy. Each segment of pavement is rated for distress (i.e., cracks and potholes) and the extent and severity of distress. Having an up-to-date PMS allows the local agency to quickly and efficiently assess road maintenance needs and efficiently allocate resources. The City’s PMS system is updated regularly throughout the year by the Division. The condition of pavement can be extended through preventative maintenance by several different methods depending on the state of the pavement. Common methods are crack sealing, slurry, chip seals, cape seals, thin overlays, grind out, and repave. Pavement with major structural distress may require a full reconstruction involving removal and replacement of the street segment. When pavement is in fair condition—with moderate potholes and cracks—it can be treated with slurry seal or one- to two-inch thick overlays. Pavement with minor structural distress—with significant cracks—often requires rehabilitation, involving grinding of portions of the existing street and application of a thick overlay. Pavement with major structural distress—with extensive cracks—often requires reconstruction involving removal and replacement of the street segment. Funding from state and federal resources have not kept up with the additional demands needed to maintain existing streets and roads. On the federal level, transportation funding is reliant on a per gallon tax. Vehicles have been increasingly fuel-efficient, hybrid, or electric, resulting in less revenue being generated though the number of miles traveled has increased. Funding at the state level has a number of the same challenges as the primary funding source of state transportation funds are derived from taxes on gasoline and diesel. The improvements in fuel economy, combined with a reluctance to increase federal and state fuel taxes, is impacting the level of funding to maintain roads, streets, sidewalks, etc. According to the City, it foresees that Senate Bill 1 funding will assist many local agencies in funding much needed road improvements. Senate Bill 1 (SB 1), known as the Road Repair and Accountability Act of 2017, is a transportation funding package focused on improving the local and state roadway systems. SB 1 established fuel taxes and vehicle fees which will generate new funding for roadways, including up to $1.5 billion per year allocated directly to counties and cities for local road maintenance, safety improvements, and complete street improvements including facilities for bicycles and pedestrians. With this new funding source, the City would be eligible to secure funding to continue critical services, including pothole filling and pavement maintenance work. According to the Fresno Council of Governments, the City of Reedley’s share of SB 1 dollars coming to Fresno County was estimated at $647,719 for FY 2024-25. In FY 2025-26, the City will spend approximately $1,600,000 in Measure C and SB 1 dollars on 11th Street improvements, a heavy maintenance project on 11th Street from Reed Avenue to East Avenue and six additional railroad crossings. In FY 2026-27, the City will spend approximately $1,200,000 SB 1 dollars on Olson Avenue improvements, a full reconstruction of the northern half of the existing roadway along Olson Avenue from Kings River Road to the bridge and rehabilitation of the existing roadway from Reed Avenue to Curtis Avenue as well as concrete improvements. Pavement management studies have shown that it is more cost effective to maintain pavement in good condition over its useful life than to let it deteriorate to the point that it requires a major overlay or reconstruction. Deferring maintenance can increase long-term maintenance costs as much as four times greater than a consistent preventative maintenance strategy, according to the Transportation Research Board. Street reconstruction is typically needed once asphalt is 20-35 years old, with the asphalt lifespan 110 | Page depending on the use of preventative maintenance efforts. During FY 2024-25, the City performed preventative maintenance on many of its roadways, including pothole repairs. Due to the high cost of street reconstruction, in FY 2024-25 the City continued with the expansion of its crack seal program and its slurry seal maintenance program in an effort to extend lifespan of roads. Having an up- to-date PMS facilitates this process by tracking the condition of all road segments to ensure that preventative maintenance is being provided where it is needed most. Traffic congestion is measured based on the daily number of vehicle hours of delay due to congestion. Historically, Level of Service (“LOS”) analysis has relied upon a conventional perspective of the primary use of public streets by motor vehicles rather than considering all modes of travel, including public transportation, bicycling and walking. LOS on streets and highways is rated on a scale of A-F, where “A” is the best rating and “F” the worst. LOS “E” means significant delays, unstable traffic flow, and rapidly fluctuating speeds and flow rates; LOS “F” means considerable delay with forced traffic flow and speeds dropping to zero. The City’s General Plan proposes a balanced transportation system in the City of Reedley, which serves public transit, bicyclists and pedestrians as well as motor vehicles. The City’s General Plan envisions that a context-sensitive LOS system can be maintained at an LOS of C or better on local streets and Minor Collectors, and LOS of D or better for Collector and Arterial streets. Another important indicator of roadway service demand is the City’s vehicle miles of travel (“VMT”). VMT per street mile is the total mileage traveled by all vehicles on a given day, divided by the mileage of roadway in the jurisdiction. As of 2020, Reedley’s VMT within the City are estimated at 120,408 miles per year. According to the General Plan, buildout of the Reedley General Plan would increase VMT to approximately 190,065 miles in 2035. The Fresno Council of Government’s Public Transportation Infrastructure Study identified strategies for transportation investments and land use policies that would result in measurable reductions in vehicle miles traveled (“VMT”) and improve mobility choices for greater Fresno County residents.91 Reducing VMT reduces the need to expend funds on fuel, lowers vehicle wear and tear, preserves scarce roadway capacity for more important trips, and helps people increase their physical activity and therefore health. During calendar year 2024, the City reported that it received 114 calls related to road repair requests. Generally, road repair requests consist of pothole repairs, crack sealing, street sweeping, traffic signal repairs, and maintenances of storm drainage and drainage ways. Traffic signal repairs and street maintenance services calls are handled directly by the City. The City informed LAFCo staff that the City’s local roadways meet the existing needs for public roadway facilities and services within the City and meet the minimum standard as identified by the General Plan Circulation Element. The City anticipates that it is able to meet probable needs for public roadway facilities and services as the City grows outward. Infrastructure, Facilities, and Infrastructure Needs The Public Works Department owns various equipment and machinery needed to provide reliable and responsive street maintenance services. The Department inventories its capital assets and implements a Strategic Plan that indexes the Department’s facilities and infrastructure needs. The Department’s Strategic 91 Fresno Council of Government, 2011 Public Transportation Infrastructure Study. 111 | Page Plan establishes four overarching goals that are as follows: • Maintain a desirable quality of life • Improve City infrastructure, facilities, and equipment • Explore new technology and efficiencies • Responsible stewardship of public funds The Department references these four listed goals to prepare and update its five-year CIP. For FY 2024- 25, the Department CIP identified $4.6 million of improvements, with an emphasis on the rehabilitation of the City’s sewer and water infrastructure, the replacement of aging equipment, and the rehabilitation of City Streets.92 In the City’s FY 2023-24, the following projects were completed: • $15,000 to seal coat the asphalt surface of the Rail to Trail parkway from Dinuba Avenue to Buttonwillow Avenue. • $100,000 for the final phase of slurry sealing river bottom streets, specifically Kings Drive, Friesen, and Flora Avenues. According to the City’s FY 2024-25 budget, the Public Work Department’s CIP is proposing the following street improvement investments: • $770,500 for equipment and vehicle upgrades, including $75,000 for the procurement of a Thermo Kettle and Pre-melter that will enable City staff to mark out street legends with thermo plastic instead of regular paint. • $200,500 to rehabilitate facilities, including $27,000 to replace an aging roof on the Street Maintenance office and equipment building. The Department regularly pursues state and federal transportation grants to fund major facilities or related machinery for maintenance of city streets, materials, and traffic flow improvements. The City also works with the Fresno Council of Governments and the Fresno County Transportation Authority to leverage local transportation funds. Additionally, the Engineering Department uses the Integrated Master Plan for Water/Storm Drain/Wastewater and planned roadway projects to forecast a five-year CIP. According to the City’s FY 2023-24 budget, the Engineering Department delivered approximately $14,500,000 of capital projects that ranged from roadway reconstruction/reconstruction, sidewalk and ADA curb ramp improvements, traffic signal installation, sports park expansion, and wastewater pipe replacements. For FY 2024-25, the City allocated the funding for the following CIP street/circulation related projects: • Hollywood, Acacia, Birch, and Myrtle Reconstruction with an estimated construction cost of $2,500,000. Funded with Measure B, Wastewater DIF, Wastewater Capital, Water DIF and Water Capital. • North Ave. Water Main Replacement – G to Frankwood, with an estimated construction cost of $700,000. Funded with ARPA funds. • Hope Ave. Improvements – Curtis to Olson- estimated cost of construction $350,000. Funded with Measure C. • North Ave. Improvements – North to Columbia – estimated cost of construction $307,000. Funded 92 City of Reedley FY 2024-25 Budget. 112 | Page with CDBG and Measure C. • Reedley Sports Park Ph. 2 – estimated cost of construction $3,180,000. Funded with Parks DIF, State Grant, Measure C and General funds. As of December 2019, City informed LAFCo staff that its streets and transportation facilities meet its goals and policies within the General Plan’s Circulation Element. The Public Works Department regularly pursues available state and federal transportation grants to assist in the maintenance of city streets, traffic flow improvements, and streetscape of the city. In the FY 2018-19 the City spent approximately $2.7 million for roadway improvements. At this time the City is funding, on average, approximately $1.5 million for roadway projects. According to the City’s pavement management system, the City identified that it would need to spend approximately $5.3 million annually to maintain the current City-wide Pavement Condition Index of 51. Which generally is an acceptable index rating resulting from a pavement condition survey that represents the severity of surface distresses. The City’s Street Maintenance Division main challenge is attributed to the ongoing cost to keep pace with street maintenance needs. Street maintenance funding such as gas tax has been volatile over the last several years making it very difficult to scope projects without a consistent funding source. For the last several years Gas Tax revenues have fallen short of forecasted amounts. In FY 2022-23 the City was forecasted to receive $748,307 of Gas Tax revenues but actually only received $632,194. Since that time, revenues have continued to flatline. For the 2023-24 FY, the City received $677,116. The reduction in revenue has impacted the City’s ability to keep pace with much needed street maintenance activities such as crack sealing, slurry sealing, and road reconstruction efforts. For FY 2024-25, the Engineering and Public Works Departments will be preparing an update to the integrated Master Plan to address recent change of events and assumptions of the amount and timing of development in the City. Both Departments foresee a need to identify creative ways to fund the City’s ongoing maintenance project expenditures. A potential revenue source for the maintenance projects could come from updating the City’s existing development impact fees. Overall, the City informed LAFCo that Reedley’s street and transportation facilities meet all modes considered in the General Plan’s Circulation Element. Finance The City funds street maintenance services through several accounts within the Public Works Department. According to the FY 2024-25 Reedley budget, Public Works Department’s budget amounted to $18,405,100. This amount funds Water, Sewer, Storm Drain, Parks Maintenance, Electrical, Solid Waste, and Fleet Maintenance services for the City. Approximately 20% is allocated toward the City’s ongoing street and circulation improvement projects. According to the City’s CIP for FY 2024-25, the City allocated $6,288,534 consisting of projects in the following sections: ADA improvements ($81,000), Downtown improvements ($14,000), equipment acquisition ($1,480,434), new facilities ($360,000), rehabilitation of facilities ($490,600), park and recreation facilities ($526,000), road rehabilitation ($2,051,500,000), water and sewer system rehabilitation or upgrades ($1,235,000). 113 | Page Majority of the City’s revenues for streets, street improvements, and operation are obtained from the Reedley General Fund, Development Impact Fees, Special Revenues - Measure C Grants, Highway Tax, and Transportation taxes. Staffing The Public Works Department is responsible for the overall operation of the City’s Street Maintenance Services. The Public Works Department functions as a generalist agency, meaning that Department staff perform multiple services and cross train others to assist with routine projects. Department personnel regularly receive cross training to ensure that each staff member is familiar with other duties within the Department, in addition to their primary responsibilities. The Public Works Department is comprised of 44 full-time and six part-time employees. The Department is overseen by a Director who reports to the City Manager. The Director of the Public Work Department is responsible for seven divisions consisting of: Water, Wastewater, Solid Waste (Franchise Agreement), Electrical, Fleet Maintenance, Street Maintenance, Park Maintenance, and the City’s Landscape Lighting Maintenance District. The Street Maintenance Division includes street maintenance, tree trimming, sign shop, streetlights and signals, concrete repair and median island maintenance crews. The Street Maintenance Division employs seven full-time equivalent (FTE) staff. Full-time personnel consist of six in street maintenance operations (pavement and concrete repair), and one in streetlights and signals, who are available 24 hours a day. The City contracts with Central Valley Sweeping for street sweeping services. 114 | Page 12. Wastewater Services This section of the MSR provides a general assessment of wastewater services management provided by the City. The City’s Public Works Department (“PWD” or “Department”), Wastewater Division (“WWD” or “Division”) provides collection, conveyance, treatment, and reclamation of wastewater generated by residential, commercial and industrial sewer customers. Reedley Wastewater Division The PWD Director oversees the water and wastewater operations and maintenance programs for the City. The WWD operates under the direction of the PWD and the Division is responsible for the operation and maintenance of approximately 77.6 miles of sewer pipelines, six lift stations, a laboratory, twelve monitoring wells, one nitrate remediation well, 36 acres of landscaping and percolation ponds, the industrial pre- treatment program (specifically the Food Facility Fats-Oil-Grease Program). The City’s public sewer system consists of a network of underground sewer pipelines, lift stations, and necessary infrastructure connections to collect wastewater from the source and to convey it for treatment at the Wastewater Treatment Plant Master Plan (“WWTP”). Additionally, the Division oversees and implements the City’s Sewer System Management Plan (“SSMP”) and operates the WWTP. With regard to the SSMP, the PWD is responsible for routine inspections of the sewer system, reporting, and overseeing the development, implementation, and enforcement of the SSMP. 93 The City Manager serves as the Legally Responsible Official in charge of implementing the Reedley SSMP. The City Manager is assisted by the Public Works Director, the City Engineer, and the Wastewater System Supervisor in carrying out the day-to-day tasks required to properly implement the SSMP. Reedley General Plan: Land Use and Circulation Elements Within the City’s Land Use and Circulation Elements there are policies that provide city staff direction regarding management of the City’s public facilities, planned expansions, and levels of services for the City’s wastewater treatment services. The following Reedley General Plan Goals establish direction for the development of the City’s wastewater and treatment services. City of Reedley General Plan Chapter 2 Land Use Element Goals, Public and Institutional Land Use • LU 2.7R - Provide sites for adequate public facilities to serve projected growth. • LU 2.7S - Provide for the timely and economically efficient development of all public services and facilities necessary for Reedley’s planned urban growth. • LU 2.7T - Public facilities shall complement and support the creation of livable neighborhoods. • LU 2.7U – Provide transportation and recreation opportunities near schools. • LU 2.7V – Promote schools as a focal point within neighborhoods City of Reedley General Plan Chapter 3 Circulation Element 93 City of Reedley, Sewer Systems Management Plan. 2023 https://reedley.ca.gov/wp-content/uploads/2023/06/Reedley_SSMP_Update_(April_2023)-1686169633.pdf 115 | Page Goals, Public Utilities • CIR 3.10B - Ensure wastewater collection and treatment services are available to meet existing and future needs of the City. There are 18 policies within the City’s Land Use and Circulation Elements that provide city staff direction with regard to management of the City’s public facilities, planned expansions, and levels of services for the City’s wastewater treatment services. Wastewater Collection System The City’s public sewer collection system consists of a 77.6-mile network of underground sewer pipelines ranging from 4” to 36” in pipeline diameter of which 2.0 miles are force mains, and 1,240 manholes. The sewer collection system collects and conveys all sewage to the WWTP for treatment and disposal. The WWTP is located in the southwest part of the City near the Kings River and is owned and operated by the City. As of January 2020, the City sewer system has 6,441 sewer connections. The City of Reedley was incorporated in 1913 and a sewer collection system was established at that time. The predominate pipe material used is clay and PVC pipe. The sanitary system includes six lift pump stations: Reed Avenue, Motel Lift, Industrial Park, and River Ridge, with two new lift stations, Frankwood Commons and Rancho Vista, that have been operational since 2022. . The City’s largest pump station is the Reed Avenue Pump Station located on the east side of the Kings River and on the west side of the Reedley city limits. The Reed Avenue Pump Station pumps the largest amount of the City’s flow across the river to the WWTP. The five remaining pump stations are smaller facilities that pump flow from outlying area of the City. However, the upcoming lift stations will be the largest, with Frankwood Commons featuring a wet well capacity of 4,775 gallons and Rancho Vista 4,570 gallons.94 The sewer collection system is designed to convey wastewater by gravity (generally, wastewater flows from the northeast to the southwest) through force mains to each lift station, which then pumps sewage to the WWTP. The WWTP operates 24 hours a day and is staffed by the certified operators who are authorized to respond in case of a failure to the sewer collection system, the WWTP, or if a sewer system overflow occurs that requires their immediate assistance. The WWTP and Lift Stations are monitored using a SCADA System, which notifies personnel of a possible problem or power outage via a telephone system 24 hours a day. City field personnel are expected to respond to the site within one hour after the call is received by City officials/SCADA System. Personnel have remote access to the system and can address or monitor smaller issues online. City staff perform a field assessment, contain the incident, record and report the incident in a manner consistent with the City’s 2016 SSMP. The WWTP is staffed with WWD personnel from the hours of 7:00 a.m. to 5:00 p.m. Monday through Friday. The PWD and the City Engineer maintain a map of the public sewer collection system which identifies man- holes, force mains, gravity sewer pipelines, and pumping facilities. The City uses the map to schedule routine maintenance work, track infrastructure conditions, and log completed maintenance records on a daily basis. A copy of the City’s standard operating procedures for cleaning the sanitary sewer system and the sewer system map are available for public review at the City’s PWD. The City Engineer oversees wastewater collection system planning documents, the capital improvement plan delivery system, documents new and rehabilitated assets and helps coordinate development and implementation 94 City of Reedley, Sewer Systems Management Plan, Chapter 4.3.3. 116 | Page of the City’s SSMP. The City’s Collections Systems Manager manages and oversees the SSMP, field operations, repairs and maintenance activities; provides relevant information to agency management; prepares and implements the contingency plan; leads emergency response; submits and reports sanitary sewer overflows (“SSOs”) and submits the corresponding reports on CIWQS as the Legally Responsible Officer; trains field crews. The City has designated its Wastewater System Supervisor as the Collection System Manager. From 2009 to 2024, the City experienced and recorded eighteen (24) SSOs incidents since the inception of the California Integrated Water Quality System Project reporting program created in 2007. The City informed LAFCo that the collection system is well-maintained and operating in good condition, averaging one SSO annually, except for two SSOs in 2016 and no reported spills in 2015 and 2022. The City of Reedley is within this range, with an average of 0.013 SSO’s per year per 100 miles of pipe. Regulatory Agencies The City operates the WWTF under criteria listed in California Regional Water Quality Control Board (“CRWQCB”), Central Valley Region, Waste Discharge Requirements/Monitoring & Reporting Program Order No. R5-2010-0120, adopted by CRWQCB on December 10, 2010. The City also has two addition permits for the following items: • Order No. R-5-2024-0060, Adopting the Triennial Review and Work plan for the Sacramento and San Joaquin River Basins and the Tulare Lake Basin, adopted on 30 December 2024. • Order No. R5-2006-0105, Special Order Modifying Waste Discharge Requirements Order 5-01-257 and Rescinding NPDES Permit No. CA0081230, Adopted on 22 September 2006. • Order No. R5-2003-0156, Amended Waste Discharge Requirements/NPDES Permit No. CA0081230, Adopted on 17 October 2003. Under these Orders, the City is required to provide regular self-monitoring reports to the Regional Board’s Central Valley Division on a monthly basis, and contain information pertaining to daily and weekly flow records, construction activity, permit compliance, etc. Wastewater Treatment Plant The City operates its WWTP located at 1701 West Huntsman Avenue, Reedley, and consists of two oxidation ditches, four secondary clarifiers, disinfection facilities, and other support facilities. According to the City, the disinfection facilities are no longer in use.95 Currently, the City operates its WWTP with an Average Daily Flow (ADF) of 1.9 million gallons per day (MGD) and a Peak Wet Weather Flow of 2.29 for 2024 (ADDWQ 2.04 and AWWWWQ 1.82). The Plant underwent an expansion that was completed in 2009 with a design capacity of 5.0 MGD with the wastewater discharge going to approximately 39 acres of percolation ponds. The WWTP employs an activated sludge wastewater treatment process, which produces un-disinfected secondary effluent. Treated or reclaimed wastewater is directed to 36 acres of ponds to percolate into the ground. The City does not use recycled water (effluent) for irrigation purposes. Nor does it deliver any effluent to nearby farmland and does not reclaim any portion thereof. All effluent is recycled back into the 95 Citation: City of Reedley, Wastewater Treatment Plan Master Plan, 2006. https://reedley.ca.gov/wp-content/uploads/reedleyweb/download-manager-files/WW_MasterPlan.pdf 117 | Page groundwater via percolation ponds. The City of Reedley has an agreement with Holloway Environmental Solutions, LLC for the removal, transportation, and reuse of bio solids (“sludge”). Holloway Environmental Solutions, LLC (“Contractor”) is responsible for the removal of sludge from the WWTP and transport to the Contractor’s site located in Lost Hills, California. This contract holds a maximum composting quantity of up to 2,000 wet tons of bio solids per year. Effective on 1st day of August 2025, the agreement will continue for three years. Build-out of the Reedley 2030 General Plan is projected to increase the annual average daily flow to 6.03 mgd and the City’s maximum month average daily flow is projected to be 6.88 mgd and the peak hour flow is projected to be 15.08 mgd. In 2009, the City completed a 5.0 mgd expansion project and constructed new percolation ponds which provided sufficient capacity for the City through the year 2035. City of Reedley 2023 Sewer System Management Plan The Regional Board’s Waste Discharge Requirements, adopted on May 2, 2006, require that all owners of public wastewater collection systems with more than one mile of pipeline adopt implement a Sewer System Management Plan (“SSMP”) to reduce the number and severity of Sanitary Sewer Overflows (“SSO”). The City last updated its SSMP in August 2023. In addition to the Annual Audit Reports, the Waste Discharge Requirement enforces a full document update every five years. The next SSMP update is scheduled for the year 2028, or soon thereafter. The SSMP provides direction to City staff to focus efforts on maintaining the system and making improvements. Regulatory requirements state that at minimum, the City shall conduct an internal audit of the SSMP every two years, and the audit must be kept on file with City officials. The most recent audit was completed by the City in 2023. The purpose of the audit focused on evaluating the effectiveness of the SSMP and the City’s compliance with the requirements of the SSMP. The audit also includes the identification of any deficiencies in the City’s SSMP and identify steps to correct such deficiencies. The audit report can be found in the Wastewater System Supervisor’s office where a hard copy is printed and filed. Service Adequacy The City as a wastewater treatment provider is required to comply with effluent quality standards per waste discharge requirements determined by the State. As noted, wastewater agencies are required to report SSOs to the CRWQCB. Overflows reflect the capacity and condition of collection system piping and the effectiveness of routine maintenance. The sewer overflow rate is calculated as the number of overflows per 100 miles of collection piping per year. The City is responsible for approximately 80 miles of pipeline. According to the City’s SSMP, a collection system in good condition has between one to four SSO’s per 100 miles of pipeline annually. Between the years 2016-2022, the City has encountered and filed five (5) SSO incidents. Reedley is currently within this range and has an average of 2.6 SSO’s per year per 100 miles of pipeline. The City minimizes occurrences of SSOs by monitoring their hydraulic loading and by ensuring current and future sewer flows do not exceed the hydraulic capacity of the sewer lines at known usage peak hours. To avoid surcharge of the sewer system that may result in an SSO, new pipes are sized to carry peak flows with the pipe flowing at no more than 80 percent of the pipe diameter. 118 | Page Financing Wastewater services are financed primarily through user fees, service charges for specific services, connection fees, and available grant funding. The PWD regularly pursues available state and federal grants to assist with specific projects or operations within the department’s responsibilities. According to the City’s 2025 Master Fee Schedule, the current rate plan for residential connection is a monthly charge of $62.87. The rate has been in place since July 1, 2025.96 The City’s Wastewater Fund is operated as an enterprise fund with responsibilities shared between Administrative Services and Public Works. The budget reflects working capital for the fund balance. Only those items directly related to the City’s sewer system may be charged to this fund. In 2014, the City Council adopted Resolution 2014-017, which established a policy for the City to maintain a minimum level of working capital, equivalent to 45 days operating expenditures, in the City's Water, Wastewater, and Solid Waste enterprise funds. User fees, impact fees, and special charges are collected from both residential and commercial users based on different rates depending on land use, residential or non- residential accounts. The City’s expected Wastewater Fund revenues in FY2024-25 amounted to $6,582,800 which consisted of the following line items: • Sewer investment interest: $10,000 • Sewer land and building rental: $4,050 • Sewer user fees: $6,508,750 • Sewer FOG program fees: undeclared • Sewer pre-treatment fees: $45,000 • Sewer utility application fee: $6,000 • Sewer sale of surplus equipment: $5,000 • Sewer miscellaneous: undeclared Proposed expenditures are expected to amount to $4,891,844 with the biggest expenditures being staff salaries and professional services.97 Wastewater (Sewer) Capital Fund – 051, serves as a dedicated ongoing capital set aside for Sewer Division capital projects. In 2007 the City received a $27 million loan for upgrades to the Wastewater Treatment Plant from the State Revolving Fund Loan. That loan obligated the City to create a new fund (051) called the Sewer SRF Loan Fund. The City was required to deposit 10% of annual sewer revenue as a reserve into this fund for future SRF loan payments and capital improvement set aside. This transfer was made on a quarterly basis based upon actual revenue. Transfers were to continue until a minimum cash amount of 10% of the SRF loan ($2,696,492) was reached. In 2014, this minimum threshold was met, and no further transfers are needed for the debt service reserve unless the fund balance falls below debt service reserve requirements. In addition to maintaining the SRF loan reserve, this fund also serves as the Wastewater Capital Fund intended to receive budget transfers from the Wastewater Enterprise Fund to finance specific capital 96 City of Reedley Master Fee Schedule, Public Works Department Wastewater Service Rates, page 22. 97 City of Reedley 2024-25 Adopted Budget, page 83. 119 | Page improvement projects. The City’s Sewer Capital Fund also serves as a reserve account for the un- appropriated fund balance remaining each year if long-term projects require funding to be accumulated over multiple years. The Wastewater Capital fund is subject to the same restrictions as the Wastewater Fund, in that only activities directly related to the City’s sewer system may be accounted for in this fund. Generally, only projects that exceed the City’s capital threshold, currently $10,000 are accounted for in this fund. Wastewater Bond List In 2016, the City’s 2007 Wastewater Bond reached maturity. The City’s 2007 Wastewater Bond was issued for the purpose of financing the improvement, betterment, renovation and expansion of the City’s WWTP, which is now rated at a capacity of 5.0 MGD. The City informed LAFCo that the WWTP is currently running at less than 50% of capacity, and with adequate treatment capacity for future growth. The 2016 advanced refunding was completed as the financial market was favorable for a refinancing transaction. The 2016 Wastewater Refunding Revenue Bond issue has a Standard & Poor’s rating of “A” as of April 2016.98 On April 28, 2016, the City issued the 2018 Wastewater Refunding Revenue Bonds in the amount of $3,160,000. The proceeds from this 2018 bond were used to finance its 2007 Reedley Public Financing Authority Wastewater Revenue Bonds in the amount of $3,385,000. Interest in the bond’s range from 2.000% to 4.000%. The City signed an agreement with principal payments plus interest due June 1 and December 1 of each year beginning in 2016 through 2036. Staffing Levels The WWD operates and manages most aspects of the City’s wastewater system. The Division is responsible for the collection and treatment of sewer conveyed through the collection system and into the City’s WWTP. PWD’s administration services establish goals, organizational roles and implementation responsibilities for the Division. The Division’s Collection System Maintenance (“CSM”) personnel are responsible for operating and maintaining the collection system to ensure adequate sewer conveyance to the community. CSM assesses, maintains, and conducts minor repairs of the sewer collection system. The Division’s Technical Service personnel manage all sewer collection capital improvement projects that include rehabilitation of existing or construction of new pipelines throughout the City, sewer modeling, and recommends updates to the Wastewater Collection System Master Plan. The Director of Public Works oversees all Divisions within the Department and is accountable to the City Manager. The WWD consists of operations, maintenance, environmental services, and collection system units. The PWD employs 44 full-time equivalent (FTE) staff. Of the 44 employees, approximately nine FTEs are assigned to WWD. The Division’s staff consist of the following: one Wastewater Systems Supervisor that serves as the Chief Operator and oversees the entire operation and administrative duties of the WWTP. • Five Wastewater Treatment Plant Operators (I through III), are responsible for operating, 98 City of Reedley 2024-25 Adopted Budget, page 197. 120 | Page treating, and performing maintenance duties at the plant. The operators are responsible for running the process control laboratory samples and pulling samples to be sent to a commercial laboratory. • Three Sewer Collection Systems Maintenance Workers responsible for conducting routine maintenance of the collection system. May be assigned to conduct industrial inspections and oversee the Industrial Pretreatment Program. Mechanical and electrical staff members are on-call 24 hours a day in case of a failure that requires their immediate assistance. Maintenance crews clean and perform repairs daily on these sewer main lines to keep them free of obstructions and debris. The City requires WWD personnel to routinely complete training programs for all employees on the collection crew, which includes confined space entry, traffic control and safety and others related to collection services. All employees on the collection crew are also required to be First Aid and CPR certified. Additional training on the Overflow Emergency Response Plan (OERP) includes mentoring and rotation of personnel between crews and equipment. Infrastructure Needs Part of the City’s ongoing infrastructure needs is routine system maintenance and regular preventative maintenance. Preventive maintenance is focused on critical, high-maintenance sewer mains that require more frequent inspection, maintenance and/or repair. Inspections of sewer lines using closed circuit television (CCTV) are done on a scheduled and systematic basis. According to the City’s five-year CIP, the City identified $4.6 million improvements, specially focusing on the rehabilitation of Reedley’s sewer and water infrastructure. The department is also proposing a facility upgrade that includes $55,000 for repairs to Ditch No. 2 located at the WWTP. This includes the replacement with new curb and gutter and erosion control. For years 2025 through 2029, priorities for the WWD department include: • Continuing the replacement of aging sewer infrastructure • Continue to rotate aging vehicles out of the fleet • Upgrade Wastewater Treatment Plant generator controls from Mod Bus to Ethernet 121 | Page 13. Water Services This section of the MSR provides a general assessment of the water service provided by the City of Reedley. The City of Reedley’s Department of Public Works (“Reedley DPW”) Water Division is responsible for the distribution and management of the City’s water supply. The City’s water infrastructure consists of seven (7) groundwater wells with on-site disinfection and remediation facilities, a water distribution system, three (3) GAC water treatment facilities, and three (3) water storage facilities. Water Division The Water Division operates under the administrative direction of the Reedley DPW. The Water Division’s headquarters are located at 1108 S. I Street, Reedley. The Water Division is responsible for all aspects of the City’s public water system operated under domestic water supply permit number 03-11-08P-001 issued by the State Water Resources Control Board, Division of Drinking Water (“SWRCB”) issued on March 19, 2008, and permit amendments Water Supply Permit No. 03-11-14PA-001 issued on November 12, 2014 and Water Supply Permit No. 03-23-19P-008 issued on May 2, 2019, for the use of Well No. 10. The Water Division manages the City’s groundwater management programs, the recycled water program, city contracts, joint power agreements, and master planning of the City’s water infrastructure. The Water Division performs water quality tests and reports, water system compliance, updates infrastructure plans, water conservation programming, and groundwater management consistent with State regulations. According to City, its water system consists of 102.5 miles of water lines ranging from 2 to 16 inches, seven (7) active groundwater wells, 865 fire hydrants, approximately 6,552 water meters, three (3) water treatment facilities, 14 Granulated Activated Carbon (“GAC”) filters and three (3) elevated water storage tanks. Of the three storage tanks, two are 50,000-gallon tanks, and one is a 1.4-million-gallon tank. Almost 58 percent of the 102.5-mile distribution system is composed of asbestos-cement (“AC”) pipe and averages 70 years old, with another 20 percent being polyvinylchloride (“PCV”) averaging 50 years old. Less than one percent is assumed by the City to be steel pipe averaging 104 years old, another 0.06 percent is assumed to be cast iron and averaging 96 years old. The remaining 21.8 percent is unknown pipe material; having been placed underground prior to AutoCAD tracking of such infrastructure, or historical records of pipe type not being legible or available.99 The City’s water storage tanks provide storage capacity to help meet peak hour demands, and continuously pressurize the distribution system depending on water levels in the tanks. As of July, 2025, the Water Division provides potable water to approximately 6,440 active service connections for domestic, commercial, institutional and industrial uses. Water services include maintenance and operations of groundwater wells, maintenance of all water meters, and the entire distribution system. Reedley General Plan: Circulation Element 99 Reedley Annual Budget 2025-26, page 191. 122 | Page The Reedley General Plan’s Circulation Element establishes policies for its public facilities. The following general plan policies establish direction with regard to the City’s water services: Circulation Element Goal CIR 3.10A - Provide adequate water services to the City of Reedley. • CIR 3.10D - The City shall reduce by 15% its consumptive use by 2030. Policies • CIR 3.10.2 - The City shall identify capital facilities necessary to maintain service in the City of Reedley as the City expands. • CIR 3.10.3 - The City Council shall annually review and adopt updates of development impact fees, water connection charges, and monthly volume-based service charges to ensure that adequate funds are collected to operate and maintain existing facilities and to construct new facilities for delivery, monitoring, and storage. • CIR 3.10.4 - The City shall actively support efforts to expand the surface water supply and storage that benefits the City. These efforts should include, but not be limited to, coordination with Irrigation Districts for water banking, and Waste Water Treatment Plant (“WWTP”) effluent recycling and percolation. • CIR 3.10.5 - The City shall require that necessary water supply infrastructure is available prior to constructing new development and approve development entitlements only when there is assurance of a dependable and adequate water supply that will serve the development. • CIR 3.10.6 - Any development project which meets the definition of a “water-demand project”, pursuant to the CEQA Guidelines, Section 15155, shall be required to prepare a “water assessment” in accordance with Water Code Sections 10910 & 10915. The City Council shall formally consider approval of the assessment within the time period required by applicable law and prior to the approval of any development entitlements for the development project. • CIR 3.10.7 - The City shall cooperate with surrounding water management authorities and irrigation districts to develop a comprehensive water management and recharge program which addresses the long-term stabilization of the Kings Basin and the transfer of excess WWTP effluent recycled water for use by the districts for recharge or use by their constituents. City Water Plans The City plans for its water supply through various master plan documents. In addition to the Reedley General Plan, the following City plans identify Reedley’s vision for its existing and future water resources: • The Reedley 2020 Urban Water Management Plan (“UWMP”) provides City guidance for efficient water supply use and conservation of water, anticipates future water supply needs, and describes actions to undertake during drought years. In March 8, 2022, the Reedley UWMP was adopted by the City Council. The UWMP is updated every five years; thus, the next UWMP is scheduled for completion in 2026. • The Reedley 2014 Integrated Master Plan examines the feasibility of Reedley’s planned growth as identified in its 2014 General Plan. The 2014 Integrated Master Plan considers urban growth from a water, sanitary sewer, and storm drainage systems and develops a plan for future water public facilities for the City to implement as the City experiences outward growth. In 2014, the City 123 | Page Council adopted the Integrated Master Plan. The City is currently updating the Integrated Utility Master Plan with anticipated completion at the end of 2026. Regulations and Reedley’s Water Distribution System The City relies solely upon groundwater from seven active wells and three elevated storage tanks to serve its ratepayers. Pursuant to requirements of the City’s Public Water System permit, the City regularly tests its entire water system, from wells to service connection points, to collect water quality samples that are reported to the SWRCB. As of 2014, the City is authorized draw groundwater from well site numbers: 5, 6, 10, 11, 12, 13, and 14. Each well site is equipped with appropriate electrical controls, emergency backup systems, contaminant remediation, and water chlorination equipment to disinfect the water supply prior to entering the public distribution system. According to the SWRCB, the City produced an annual average of 1.59 billion gallons of water for potable use.. The City has a maximum production capacity of 11,250 gallons per minute from the seven active wells and therefore can meet peak MDD, even with the highest producing well off-line as required by California Waterworks Standards. According to SWRCB data, Figure 13-1 summarizes capacity levels for each of the City’s active well site. Figure 13-1. Reedley’s Active Wells and Production Capacities Active Well Number Estimated Capacity (GPM) Well No. 5A 2,000 Well No. 6A 2,000 Well No. 10 1,000 Well No. 11 1,250 Well No. 12 2,000 Well No. 13 650 Well No. 14 2,400 Total 11,300 The City informed LAFCo that the Reedley water system was last inspected by SWRCB on May 3, 2023. The City has not been notified of the next inspection date; however, the inspection is approximately every three years. Ground Water Supply The City has historically relied on groundwater and draws its supply from the Kings Subbasin of the San Joaquin Valley Groundwater Basin. The Kings Subbasin underlies Reedley, as well as Fresno, Kings, and Tulare Counties, and has a surface coverage area of approximately 976,000 acres. According to the Department of Water Resources (“DWR”), the Kings Subbasin was identified in 1980 to be in a critical condition of overdraft in Bulletin 118-80. 124 | Page The 2003 update of DWR’s Bulletin 118 identifies groundwater overdraft as the condition of groundwater basin or subbasin in which the amount of water withdrawn by pumping exceeds the amount of water that recharges the basin over a period of years, during which the water supply conditions approximate average conditions.100 According to the Kings River Conservation District, overdraft conditions in the Kings Subbasin are estimated to average 52,462 million gallons per year from the years 1964 to 2004. Estimates show that approximately 3.2 million gallons of groundwater have been “mined” in the last 50 years, that is, pumped without being replaced. The Kings River Conservation District’s models project that overdraft conditions will average around 3,975 million gallons per year through year 2035. The DWR bulletin acknowledges that groundwater recharge programs are being conducted by various water agencies within the Kings Subbasin to ensure that groundwater pumping will continue to be a viable water supply for the future.101 Between 2019 and 2023, the City pumped an average of 4,910 acre-feet of groundwater each year.102 Based on rates of natural recharge, subsurface inflow, and intentional recharge, the City estimated that it can sustainably use up to 5,579 acre-feet of groundwater given conditions in 2030. Groundwater within the Kings Subbasin generally meets primary and secondary drinking water standards for municipal water use. However, the groundwater basin is impacted by chemical contaminants that affect the City’s ability to use the groundwater basin resources without some type of wellhead treatment. Many different types of chemical pollutants have contaminated portions of the Upper Kings Sub-basin underlying the City’s water service area. Some of the major contaminants impacting the City’s groundwater supply are dibromochloropropane (“DBCP”), a soil fumigant nematocide, 1,2,3- Trichloropropane (“TCP”), an impurity in soil fumigants, and nitrates. After testing for over 100 different contaminants, the City of Reedley's drinking water supply meets all drinking water standards established by the State Water Resources Control Board, and the U.S. Environmental Protection Agency. The Kings River is also a major source of groundwater replenishment for the Kings Basin. Neighboring agencies such as Alta Irrigation District and Consolidated Irrigation District manage surface water rights, monitor snow melt runoff, and maintain canals, ditches, and basins that recharge the Kings Basin. Currently, the City does not receive any surface water supply, nor does it hold any contractual rights to Kings River water. Hence, the City has not determined that a surface water treatment plant would be a feasible investment. According to the City’s 2020 UWMP, the City is not restricted to a specific volume of groundwater from the Kings Subbasin, nor has the Subbasin been adjudicated by a court order. In the past five years, the City has pumped an average of 1,490 million gallons of groundwater to supply its ratepayers. Figure 13-3 shows the City’s groundwater volume pumped between 2016 through 2020.103 100 California Department of Water Resources Bulletin 118, available at www.water.ca.gov. 101 Ibid. 102 City of Reedley, Annual Consumer Confidence Reports, available on the City of Reedley website. 103 City of Reedley, 2020 Urban Water Management Plan. 125 | Page Figure 13-3. Reedley’s Groundwater Volume Pumped 2016 – 2020 Groundwater Type Basin name 2016 2017 2018 2019 2020 Alluvial Basin Kings Subbasin 1,366 1,403 1,534 1,509 1,639 Total (MG) 1,366 1,403 1,534 1,509 1,639 Water Service Demand As of July 2025, the Water Division provides potable water to approximately 6,552 active service connections. The City informed LAFCo that its metered accounts consist of the following users: 5,696 single- family residential, 298 multiple-family residential, 423 commercial, 42 industrial, 62 landscape/irrigation, and 31 fire suppression connections. The City’s residential water metering program was implemented in 2007, with placement, maintenance and/or replacement of meters on going. As noted earlier, during calendar year 2024, the City delivered 1,609 million gallons (4,938 acre-feet) of treated groundwater to its customers. Of the total amount, the City estimates that approximately 3.6 million gallons pumped were lost and unaccounted water. According to the City’s 2020 UWMP, distribution system loss or unaccounted water is the volume of water that is produced and distributed but not sold or metered to ratepayers. Generally, system leaks are the largest source of loss, followed by slow meter system, failed meters, unmetered water from hydrants used for fire suppression, routing system maintenance work, and theft.104 According to the City, there was a large failure rate with its initially installed “Metron” water meters, either due to manufacture defects or vandalism. The City informed LAFCo that it has experienced catastrophic malfunctions with the brand of meter that was originally installed and approximately 1,100 water meters are not functioning. The City’s water loss audits show that since 2015, the City has experienced a loss or unaccounted water supply average of 22 percent of the total water produced.105 As such, the City has actively been placing/replacing units with the “Master Meter” brand, which has a much lower failure rate. The number of breaks and leaks in a water distribution system and the rate of unaccounted-for water loss are indicators of distribution system integrity. During 2024, the City completed 97 work orders to address water distribution system defects. These work orders included six water main breaks/leaks and 91 service connection breaks/leaks, which include leaks at and before water meters. Such efforts have resulted in decreasing losses by approximately 30 percent of previous losses. As the City continues maintenance and replacement of meters for all service connections, it will accumulate more data, which will allow for refined assessment of the actual degree of loss experienced in the system. Projected Water Demand According to the Reedley Urban Water Management Plan, the City anticipates an increase in water consumption by a three percent average annual growth rate through 2045. Average existing and projected single-family, multi- family, and non-residential water use are summarized below. • In 2024, average monthly single-family water use was 9,803 gallons. For 2025, the goal is to 104 Reedley 2020 Urban Water Management Plan. 105 Ibid. 126 | Page reduce water consumption by 3%. This goal is tracked and documented in the City’s annual budget document. • In 2024, average monthly multi-family residential water use was 46,157 gallons. For future years, annual conservation is projected at 1 percent per year. • In 2024, average monthly nonresidential water use was 59,435 gallons. For future years, annual conservation is projected at 1 percent per year. According to the City, peak water use occurs during the summer months, generally from July thru September. Implementation of the General Plan will increase the City’s groundwater demand. The City anticipates that emerging State conservation laws and implementation of the Sustainable Groundwater Management Act has the potential to restrict future water use, if no measures are taken to reduce water used by future planned land uses, could impact the City’s ability to implement its General Plan. In response, the City Council has adopted an ordinance that includes water conservation requirements with multiple conservation levels and water use restrictions that regulate and/or improve sustainable water use within the City.106 In April 2025, the City Council approved a new water rate plan for the Water Division. The City’s water rates consist of a fixed monthly charge (meter charge) based on meter size, and a unit-rate charge based on usage. As of 2025, the fixed monthly charge for a ¾ inch to 1-inch meter is $47.87 per month, and a commodity charge of $1.46 per 133 cubic feet (1,000 gallons) of usage. If a customer uses over 2,005 cubic feet (15,000 gallons) during a billing period, the commodity charge increases to $1.75 per 133 cubic feet (1,000 gallons). Water usage above 25,000 gallons is billed at a rate of $1.86 per 133 cubic feet (1,000 gallons). Additionally, the City implements a watering restriction ordinance to reduce overuse of water. Outdoor irrigation of lawns, gardens, and landscaped areas are restricted to between midnight and 8:00 a.m., or between 8:00 p.m. to midnight on designated days during the summer watering schedule. Landscape watering is prohibited between the hours of 8:01 a.m. to 7:59 p.m. All dwellings and establishments with even address numbers are able to water on Wednesdays, Fridays, and Sundays, while odd address numbers are able to water only on Tuesdays, Thursdays, and Saturdays. Water schedules are adjusted for the summer and winter seasons. Water Storage Tanks The City maintains short-term water storage: the South Tower and the North Tower which are located in the downtown area that each hold 50,000 gallons, and the Sports Park Water Tower (“SPWT”) that holds 1.5 million gallons (mg). The City has a five- year maintenance schedule for each of the tanks, which requires routine inspection, cleaning, and an evaluation of both the interior and exterior coating systems. The City also performs routine structural analyses on the tanks. The South and North Water Towers are both in fair condition. The South and North Water Towers were both painted and inspected in 2022. The SPWT was constructed in 2015 and is in good condition. Water Funding 106 Reedley Municipal Code, Title 8. 127 | Page The City charges user fees to all water customers to cover the costs of water production, distribution and treatment. The City’s water rates are based on water usage and connection type, either single family residential, multiple family residential or commercial accounts. The City also considers other cost factors in establishing annual water rates, for example new unit connections and annual step rate increases. The City’s water fee structure accounts for normal conditions and a second fee structure for drought years. In 2024, the City Council approved a Resolution establishing a water rate schedule and annual inflationary adjustments for future rate increases based on the Consumer Price Index through year 2028. Inflationary adjustments are scheduled to begin on July 1, 2026. Prior to June 30th of each year, the Ordinance requires that the Reedley PWD Director evaluate the water enterprise fund balance and, if the balance is adequate without the annual adjustment or with a lesser adjustment, may recommend the City Council to suspend, reduce, or increase the water rates for the upcoming fiscal year. Reedley funds its water service provisions through three major accounts: • Water Service Fund is an enterprise fund that is funded by user rates. It accounts for delivery of water, regulatory monitoring and compliance, and associated expenditures to maintain the City’s public water distribution system in operation. Revenue within the Water Service Fund may be allocated to fund the City’s Water Main Construction Fund, which accounts for ongoing projects, maintenance, and updates of the City’s water lines. The responsibilities for the water system are shared between two departments – billing & collection and maintenance & operation, handled respectively by Administrative Services and Public Works. The budget document reflects working capital for the fund balance. Only activities directly related to the City’s water system may be accounted for in this fund. • Water Capital Fund was established for FY 2014-15 to serve as an ongoing capital set aside for Water Division capital projects. Currently funding for day-to-day operational expenditures such as salaries, supplies, and fuel are co-mingled with funds that are needed for longer term uses, such as equipment/facility replacement and large-scale infrastructure rehabilitation projects. A dedicated capital fund significantly assists staff in the complex task of long-term capital planning. Each year, budgeted transfers from the Water Fund will fund specific capital projects or add to the un- appropriated fund balance remaining each year if long term projects require funding to be accumulated over multiple years. The Water Capital Fund is subject to the same restrictions as the Water Fund, in that only activities directly related to the City’s water system may be accounted for in this fund. Generally, only projects that exceed the City’s capital threshold, currently $10,000, are accounted for in this fund. • Water Rate Stabilization Fund was created in 2016-17 during the refinancing of the 2007 Water Bonds with the 2017 Water Bond Issuance. A Rate Stabilization Fund was created to ensure that adequate debt service coverage ratios were in place in accordance with bond documents. • Development Impact Fees (Water Facilities) account for the revenue from developer fees and for capital improvements for major water lines, water wells, and other major capital improvements. It accounts for user-related projects from the Water Construction Developer Trust Fund. This Fund accounts for revenue from developer impact fees and expenditures for 128 | Page the installation of major water line projects. According to the City’s budget for FY 2024-25, the Public Works Department oversees a total budget of $17,583,278 for the City’s major utilities, i.e. water, sewer, and solid waste services. For FY 2024-25, the total Water Service revenues are anticipated to amount to $5,108,722 (050 Water Enterprise). The Water Division also receives additional revenues from the Development Impact Fees Water Facilities ($200,000). For the same year, the total water service expenditures are anticipated to amount to $3,641,049 (050 Water Enterprise). The Water Division also expects additional expenditures for the following funds: Groundwater Treatment Settlement ($200,000), and Water Capital Fund ($476,000). The largest expenditure categories are personnel services (contracted staff), surface water contracts, energy cost, and administration overhead. The City’s Water Fund showed a balance of $279,683. The City’s fund balance includes cash on hand plus assets less liabilities. As a result, actual cash on hand in a given fund is often less than the reported fund balance. Water user rates generate majority of the revenues for the Water Division. Water Division Staffing The City employs 44 full-time and six (6) part-time equivalent staff in the Public Works Department. There are 10 employees specifically assigned to the Water Division, including one (1) Water Supervisor, six (6) certified operators, and three (3) water utility workers. The following bullet points summarize the Water Division’s personnel and their responsibilities. • Water System Supervisor (1): Responsible for the supervision and coordination of water distribution operations and treatment. • Senior Water System Specialist (2): Responsible for the construction, repair, maintenance, disinfection, and alteration of buildings, facilities, water distribution pipes, water well pumps, motors, controls and chlorination equipment; and to read meters and respond to citizen complaints. • Water System Specialist II (1): Responsible for the construction, repair, maintenance, disinfection, and alteration of buildings, facilities, water distribution pipes, water well pumps, motors, controls and chlorination equipment. The Water System Specialist II works under general supervision and may exercise some supervision over lower-level maintenance personnel. • Water System Specialist I (3): Responsible for the construction, repair, maintenance, disinfection, and alteration of buildings, facilities, water distribution pipes, water well pumps, motors, controls, and chlorination equipment. The Water System Specialist I Reports to the Water Systems Supervisor. • Water System Utility Workers (3): Responsible for the installation, repair, and maintenance of water meters, and water system facilities. 129 | Page The City’s water system requires that the chief operator be certified at a T2 level for treatment and a D3 level for distribution. The City’s lead operator is certified at a T2 and a D4, and the Senior Operator is certified at a D3 and T2 4, which meets the system’s certification requirements. Infrastructure Needs Between 2024-25, total projected Community Investment Program (“CIP”) expenditures for the Water Division are approximately $498,000. The CIP expenditures are summarized in the following categories along with the total expenditures for each category: 1. Water Capital Fund – Water Capital – Water Main Replacement North Ave. ($300,000) 2. Water Capital Fund – Water Capital – Vehicles ($95,000) 3. Water Capital Fund – Water Capital – Water Meter Replacement ($150,000) 4. Water Capital Fund – Water Capital – Manning Avenue Water ($100,000) 5. Water Capital Fund – Groundwater Treatment – GAC Media Replacement ($200,000) As considered in the City’s CIP, the infrastructure improvements and replacements aim to improve the system’s overall efficiency and recharge. Reliance on groundwater can become a particular challenge for the City, due to declining groundwater levels, contamination concerns, and new legal requirements regarding groundwater management. The presence of DBCP, TCP, and/or nitrates in two wells combined with new water quality regulations for the contaminant have the potential to reduce available groundwater supply until such time as the appropriate remediation facilities can be constructed and brought into service. The most significant projects that are included in the CIP to manage the City’s continued reliance on groundwater are listed on Figure 13-4. Figure 13-4. Future Projects and Programs Joint Project Additional Planned Planned Expected Name of Future Projects or with other Description Implementation for Use Increase in Programs Agencies (Planning Year in Year Water Supply Period) Type to Agency New 2,000 gpm No Phase 1 2028 Average 0.7 Groundwater Well (North Year portion of the City) Buttonwillow Reservoir No Phase 2 2030 Average 4.8 Ground Storage Tank Year New Downtown Water No Phase 1 2026 Average 2.0 Pressure Relief Tank Year North Reservoir Ground No Phase 1 2040 Average 1.0 Storage Tank Year South Reservoir Ground No Phase 2 2030 Average 1.4 Storage Year 130 | Page West Reservoir Ground No Phase 2 2040 Average 1.2 Storage Tank Year 12,000 LF of new pipeline No Phase 2 2024-2028 Average 1.5 Year 144,000 LF of new pipeline No Phase 1 2029-2032 Average Year Service Adequacy This section reviews indicators of service adequacy, including the California Department of Public Health (“DPH”) system evaluation now conducted by the SWRCB, Division of Drinking Water. The City’s water system is comprehensively inspected by SWRCB every two to three years, and certain areas of the distribution system are sampled in a rotation to collect data throughout each year. Up until recently, the DPH was responsible for the enforcement of the federal and California Safe Drinking Water Acts and the operational permitting and regulatory oversight of public water systems in California. Domestic water providers of at least 200 connections were subject to DPH inspections. In recent years, responsibility has been moved to the California Water Resources Control Board’s Division of Drinking Water for the enforcement of these water quality standards, and inspections of all the City of Reedley’s water facilities. The most recent inspection occurred on May 3, 2023. The inspection did not reveal any significant issues regarding water quality. The last violation the City of Reedley received was a Monitoring Violation in 2006. The City received an MCL Violation in 2001. Both were non-penalty violations, with compliance received at the immediate next follow-up. Sustainable Groundwater Management Act of 2014 The City lies within the Kings Groundwater Sub-basin, which is also within the San Joaquin Basin Hydrologic Area. The Kings Sub-basin has been identified as critically over drafted. According to the City’s 2014 Integrated Master Plan, groundwater contour maps prepared by Alta Irrigation District, show that depth to groundwater levels increased from 55-65 ft in 2007 (first year of the drought) to 70-85 ft in 2009 (last year of the drought) and decreased back down to 50-60 ft in 2011.107 Long-term water level measurements for eight wells near the City obtained from the Department of Water Resources indicate an average annual water level decline of 0.4 feet per year for the Reedley area. Based on groundwater level declines for these wells, an overdraft of approximately 350 acre-feet per year is estimated for the City’s SOI.108 Governor Edmund G. Brown Jr. signed California’s Sustainable Groundwater Management Act (“SGMA”) into law on September 16, 2014. This three-part legislation requires local agencies to develop groundwater sustainability plans that are compatible with their regional economic and environmental needs. SGMA creates a framework for sustainable local groundwater management for the first time in California’s history. 107 Reedley 2014 Integrated Management Plan for Potable Water, Sanitary Sewer, and Storm Drainage Systems. 108 Ibid. 131 | Page SGMA required local agencies to form Groundwater Sustainability Agencies (“GSAs”) in local groundwater basins by June 2017 and requires the adoption of Groundwater Sustainability Plans (“GSPs”) for groundwater basins deemed high priority by 2020. The City of Reedley lies within the Kings River East Groundwater Sustainability Agency, which is composed of the Alta Irrigation District, City of Reedley, City of Orange Cove, City of Dinuba, Orange Cove Irrigation District, Hills Valley Irrigation District, Tri-Valley Water District, Cutler Public Utilities District, East Orosi Community Service District, London Community Service District, Orosi Public Utilities District, Sultana Community Service District, County of Fresno, and County of Tulare.109 The Kings River East GSA aims to facilitate collaboration between local agencies to come up with useful strategies to implement the SGMA in the Kings subbasin. In addition, the MOU contracts other agencies that overly the subbasin to coordinate with the GSA to implement a GSP and meet the requirements of the SGMA. 109 MOU by and between Interested Parties Desiring to Consider Forming a Groundwater Sustainability Agency (Kings River East GSA), dated May 11, 2015. http://www.reedley.com/departments/city_clerk/agreements_contracts_and_leases/PDFs/MOU%20for%20Kings %20River%20Groundwater%20Sustainability%20Agency%20-%20May%202015.pdf 132 | Page 14. Public Transportation Services The City of Reedley does not directly provide public transportation services; however, the City is a member agency in the Fresno County Rural Transit Agency (“FCRTA”). FCRTA operates through an inter-agency service agreement to provide public transportation to the rural areas of Fresno County.110 Through its membership, FCRTA also provides funding for the Reedley Transit program. FCRTA is a Joint Powers Agency (“JPA”) established in 1972 to implement public transit services within Fresno County. FCRTA is structured as a joint-powers authority, with representation from cities and the County. The governing board of the FCRTA consists of one Fresno County Supervisor and a mayor or councilperson from each of the cities that are part of the JPA. The County representative gets six votes while city representatives get one vote each, for a total of 19 votes. The board appoints a general manager of the organization responsible for managing FCRTA’s operation. Through 26 transit subsystems, FCRTA serves the rural transit needs throughout Fresno County, and also provides service to the adjacent counties of Kings, Tulare, and Madera. FCRTA’s Inter-City Transit Kingsburg-Reedley route, the Sanger Express route, Inter-City Transit Orange Cove, and the Dinuba Connection route make connection stops in the City of Reedley. FCRTA bus routes operate a scheduled route 247 days a year. The transportation service operates daily round trips, Monday through Friday, no service is provided on Saturdays, Sundays, or major holidays. The following sections summarize public transportation within Reedley. Transit Routes FCRTA operates 26 transit subsystems, 18 fixed routes, six days a week using a fleet inventory of 100 vehicles. There are four FCRTA transit routes that travel through the City of Reedley. The four routes depart and drop off riders at Reedley Community College, 995 N. Reed Avenue, Reedley. FCRTA’s Inter-Transit line connects Reedley residents to neighboring communities and the greater Fresno County area. Inter-City Transit Kingsburg-Reedley Route Kingsburg-Reedley Inter-City Transit makes one round trip in the morning and two round trips in the afternoon that serve the residents of Reedley and Kingsburg. Departures from Reedley to Kingsburg occur at 9:15 a.m., 12:20 p.m., and 3:45 p.m. Bus arrivals from Reedley to Kingsburg occur at 10:17 a.m., 1:22 p.m., and 4:50 p.m. The fixed route service fare for all members of the public is $2.35 per one-way trip ($4.70 for round trip). Service is provided by two twenty-two passenger, wheelchair accessible, modified vans. Sanger Express Route Sanger Express route makes three round trips in the morning and three round trips in the afternoon that serve the residents of Sanger and Reedley. Departures from Sanger to Reedley College occur at 6:45 a.m., 8:00 a.m., 9:20 a.m., 12:30 p.m., 1:35 p.m., and 3:30 p.m. Bus arrivals from Reedley College to Sanger occur at 7:20 a.m., 8:35 a.m., 9:55 a.m., 1:10 p.m., 2:10 p.m., and 4:05 p.m. The fixed route service fare for all members of the public is $1.75 per one-way trip ($3.50 for round trip). Service is provided by a twenty-two 110 Fresno County Rural Transit Agency, Inter-City Transit Reedley. 133 | Page passenger, wheelchair accessible bus. Inter-City Transit Orange Cove The Orange Cove Transit runs from Monday to Friday, twice a day each way. It connects Orange Cove to Reedley and the greater Fresno County areas. There are three stops in Reedley: Manning and Buttonwillow, East and Springfield, and Manning and Reed. Departures from Orange Cove to Reedley occur at 7:00 a.m. and 12:45 p.m. Bus arrivals from Orange Cove to Reedley College occur at 7:30 a.m. and at 1:15 p.m. The fixed route service fare for all members of the public is $0.85 per one-way trip ($1.70 for round trip). Service is provided by a twenty-two passenger, wheelchair accessible bus. The Inter-City Transit Orange Cove makes four major stops at the cities of Reedley, Parlier, Sanger, and Fresno. Dinuba Connection (Tulare County Regional Transit Agency) The Dinuba Connection (Dinuba Area Regional Transit) travels from Dinuba to Reedley, Monday through Friday from 7:05 a.m. to 4:15 p.m. This route system is provided in partnership with FCRTA and Tulare County Regional Transit Agency (“TCRTA”), to provide regional transit service between the City of Dinuba (Tulare County) and the City of Reedley (Fresno County). This route makes eight different stops and makes several round trips to and from Dinuba/Reedley throughout the day. The route operates on a fixed 60- minute system. The earliest bus departs at 7:05 a.m. from the Dinuba Transit Center, 180 W. Merced St and arrives at Reedley College at 7:30 a.m.111 The fixed route service fare for all members of the public is $1.50 per one- way trip ($3.00 for round trip). Service is provided by a twenty-two passenger, wheelchair accessible bus. All bus routes provide reservation hours for disabled transit, Monday through Friday from 7:00 a.m. to 5:30 p.m. or Monday through Saturday from 7:00 a.m. to 7:00 p.m. and Sunday from 8:00 a.m. to 5:00 p.m. for TCRTA. Assistance with boarding or exiting, wheelchair securement, lifts and fare payment is available from bus drivers when necessary or upon request. In an attempt to familiarize citizens with the advantages of using transit, FCRTA and TCRTA also provide their public transit information in multilingual brochures and advertisements. Reedley Transit Subsystem On May 28, 2019, through Resolution No. 2029-050, the City Council of the City of Reedley authorized the transfer of the administration, oversight, and responsibility of the Dial-A-Ride Transit program to the Fresno County Rural Transit Agency (FCRTA), effective July 1, 2019. The FCRTA currently funds the transit program in Reedley. According to the FCRTA website, the subsystem Reedley Transit provides local in-city demand responsive service Monday through Friday from 7 a.m. to 4:30 p.m. and Saturdays from 8 a.m. to 4:30 p.m. With reservation-based, demand responsive services, riders call their local transit provider, identify their location, desired destination and departure time. A driver is then dispatched to pick up and transports the patron. Demand responsive service is limited to within the rural transit service area during regular service hours. 111 Dinuba Area Regional Transit (DART): http://dinuba.org/images/docs/maps/Dinuba-Transit-System- Map.pdf 134 | Page According to the FCRTA website, passenger fares are subsidized to be reasonable and encourage frequent trips. One-way fares for service within a community range from 50 cents to 75 cents for the general public. Senior citizens, disabled and veterans ride for free on intra-city buses. Fares for intercity service are generally half the price of fares granted to common carriers by the California Public Utilities Commission. They range from 75 cents to $6.00 per one-way trip, depending on distance traveled. Fares may be subject to change. Public Transit Demand The current ridership trend, based upon data provided by FCRTA, indicates that the demand for transit services remains constant. According to FCRTA’s Short Range Transit Plan for the Rural Fresno County Area 2026-2030, Reedley Transit's ridership increased 1,604 passengers in FY 2023-24, representing an 8.02% change from the previous FY 2022-23.112 Based on the population growth rate identified by the City of Reedley General Plan, it is estimated that the population will nearly double by 2045. It can be assumed that ridership will increase at a similar rate. From the existing Reedley Transit’s base of about 99.6 daily transit trips, 2030 is projected to experience an increase to 147.1 daily transit trips, and 2040 an increase to 198.6 daily transit trips. Figure 14-1. Projected Increase in Daily Transit Trips Resulting from Population Growth Estimated Increase in Daily Transit 10000 400 0 90000 350 80000 70000 300 60000 50000 250 40000 30000 2017 2020 2030 2040 2050 2060 Populatio Daily Transit 112 Short Range Transit Plan for the Rural Fresno County Area 2026-2030. https://www.ruraltransit.org/wp-content/uploads/2025/05/SRTP-FCRTA- 2026-2030-.pdf 135 | Page noitalupoP tisnarT yliaD egarevA Infrastructure and Facilities FCRTA is the agency responsible for providing metropolitan transit service for the City and for implementing short and long-range transit plans, making recommendations, and addressing infrastructure needs. FCRTA’s infrastructure investments are reflective of the decisions made by the JPA, as a whole. FCRTA presently operates a fleet of 130 vehicles, of which 43 are powered by CNG, 36 are powered by electric batteries, 50 are powered by unleaded gasoline, and one is a non-motorized trailer. The City’s fleet and facilities consist of 100 buses, 11 electric vans and buses, 45 CNG vehicles, 44 gasoline vehicles, a maintenance facility, and a transit center. FCRTA does not operate any diesel power vehicles. FCRTA’s maintenance facility, located at 1870 Dockery Selma, CA 93662 consists of 4,500 square feet and can accommodate up to 8-10 buses. The FCRTA is responsible for the day-to-day management of the Inter- City Transit Buses. FCRTA has 44 full-time equivalent (“FTE”) employees that range from the agency’s administration to bus route drives. Some specified services are contracted with private and public operators. FCRTA office is located within the Council of Fresno County Governments (“Fresno COG”) office in Fresno. Fresno COG staff perform the planning and finance functions of the FCRTA. In each of the local services, there is an administrative role played by a transit supervisor employed by the contracting transit provider. In general, a total of 43.6 FTE operating staff (both public and contract) are required to fully administer and operate the FCRTA systems. FCRTA is in the process of investing in additional zero emission vehicles. All new buses have low floors, outfitted with ramps for easy access by passengers who use mobility devices, or have difficulty climbing stairs. All FCRTA buses have bike racks that can hold at least two bicycles at a time. Future bus procurements will include three position bike racks. FCRTA owns and maintains more than two bus stops, two bus signs, and two benches in the City of Reedley. The Reedley Transit Dial-A-Ride program maintains a total of four vans, which are maintained and serviced by FCRTA. The preventative maintenance consists of a regular tune-up of vehicles to ensure maximum performance and fuel economy are obtained. Gasoline tune-ups are performed at per factory month or per factory of mile intervals. Due to age and usage, periodic rehabilitation of transit amenities has been necessary to maintain them in an attractive, safe, and functional condition. Examples of rehabilitation include sidewalk repair, painting and repair of structures, and replacement of benches and trash receptacles. Passenger amenities such as shelters, benches, information signs, and trash receptacles are provided at many transit stops. Transit stop improvements are also provided by private developers as conditions of project approval by the City. FCRTA is proposing some significant capital improvements over the next four years. The capital improvement program for 2018 through 2021 is projected to cost $800,000 to $1,200,000. Capital expenditures are concentrated in the following project areas: heavy duty 30–40-foot electric buses and 20 passenger cut-away CNG buses. 136 | Page Service Adequacy One of the primary challenges FCRTA has faced in recent years has been driven in large part by trying to keep up with the demand at peak times. Lack of demand on slower days also proved to be a challenge for drivers. Both factors have contributed to ridership inconsistency throughout the past year as well. This section reviews indicators of service adequacy with respect to Reedley Transit only. FCRTA uses several performance measures to assess system operating reliability. Key indicators are passengers per revenue hour, total operating expense per passenger, and total operating expense per revenue hour. Passengers per revenue hour measure the degree of consumption of public transportation services in relation to the amount of service available, which can be indicative of the level of service effectiveness and ability to meet customer needs. Reedley Transit placed very well among the selected peers in passengers per revenue hour with an average of 4.08 passengers (2024). By comparison, the system average amounted to 3.19 passengers per revenue hour.113 The operating cost per passenger is based on how much cost is incurred per unit of travel, which is one measure of cost effectiveness of transportation services, or the value obtained for the dollars invested in transit. Reedley Transit operating costs averaged $24.06 (2024) per passenger. According to FCRTA’s Short Range Transit Plan for the Rural Fresno County Area 2026-2030, the system average cost per passenger was $31.69. Operating cost per revenue hour measures how much cost is incurred per unit of service, which is an indicator of cost efficiency of services. By having knowledge of the cost structure on different routes, costs can be kept as low as possible while meeting safety and operating rules. Reedley Transit spent approximately $98.26 (2024) per revenue hour. Comparable transit agencies averaged $101.18 in expenses per revenue hour. Reedley Transit’s higher operating cost per revenue may be a function of greater service frequency than other providers. FCRTA partners with the Reedley Police Department to deliver system wide protection. Uniformed patrol officers will do random checks of the vehicles. Reedley Transit also participates in video policing throughout the City with surveillance cameras aboard the buses. Reedley Transit completed installation on board all of its buses, and the initiative is serving as a deterrent to vandalism and other crimes. Although the FCRTA is the agency responsible for providing intra-city demand responsive transit service and for implementing short and long-range transit plan recommendations, its actions may be affected by policies and programs of external agencies. These agencies include the Federal Transit Administration (FTA) and the State of California Transportation Department (CALTRANS). 113 Fresno County Rural Transit Agency Short Range Transit Plan for the Rural Fresno County Area 2026-2030. https://www.ruraltransit.org/wp- content/uploads/2025/05/SRTP-FCRTA-2026-2030-.pdf 137 | Page 15. Shared Facilities, Opportunities for Shared Facilities Future City growth may present additional opportunities for sharing of public facilities to offset costs, promote greater efficiencies, and improved economies of scale in provisions of municipal services. As previously noted in this MSR, the City has numerous joint functions such as mutual aid/request agreements and share facilities with several local agencies located in the south-central region of County of Fresno. LAFCo notes that the geographic distance between Reedley and other neighboring agencies is large enough that identifying opportunities beyond the existing shared facilities are limited. Nonetheless, if future shared facilities were to be sought after then the following local agencies listed below may provide potential opportunities to create additional shared public facilities: Alta Irrigation District Formed in 1888, to develop a water supply and canal network to divert water from the Kings River to serve the landowners and irrigate agricultural lands within the District. The District's surface water supply is from the Kings River, with irrigation releases from Pine Flat Dam. County of Tulare is the Principal County for Alta Irrigation District. Central Valley Pest Control District Formed in 1958, to implement control measures to assist growers with pest exclusion, eradication efforts, support, and the testing and mapping of citrus pests. All staffing and services are provided through the Central California Tristeza Eradication Agency—a joint powers authority to which the District belongs. Consolidated Irrigation District Formed in 1921, to secure Kings River water for irrigation delivery and groundwater recharge within the District. In addition to irrigation, the district is responsible for groundwater management, recharge management, water rights protection, repair and replacing infrastructure, and ensuring regulatory compliance with state law. Consolidated Mosquito Abatement District Formed in 1946, to provide relief from the nuisance of biting mosquitoes and to protect the public from the threat of mosquito-borne diseases, such as encephalitis and malaria. County of Fresno The County of Fresno provides countywide services including elections, voter registration, law enforcements, jails, vital records, property records, tax collection, public health and social services. In addition, the County serves as the local land use authority for all unincorporated areas located outside the City and within the Reedley SOI. County of Fresno, Public Library Operates a branch library within the City of Reedley and is part of the San Joaquin Valley Library System. Recently, the City worked with the Fresno County Library to purchase land to construct a new ~15,000 square foot library facility in the City. Fresno County Fire Protection District Formed in 1994, as the result of the consolidation of the Mid Valley Fire Protection and the Westside Fire 138 | Page Protection Districts. The District provides fire prevention and suppression, emergency medical response, search and rescue, and emergency dispatch services. It also conducts building permit and inspections. The City of Reedley currently holds a mutual aid agreement with Tulare County and the Orange Cove Fire Protection District for additional assistance when needed. Kings Canyon Unified School District KCUSD is the local education provider in the larger Reedley area, it consists of 22 school campuses in configurations that include Kinder to 5th grade, Kinder to 8th grade, middle school, and high school campuses. KCUSD serves the cities of Reedley, Orange Cove, and the foothill and mountain communities of Navelencia, Squaw Valley, Dunlap, and Miramonte. In 2016, KCUSD and City worked together to develop and open the new Central Valley Transportation Center (CVTC). This facility houses 110 school buses, 35 vehicles, and KCUSD’s fleet maintenance shop. Ultimately, the vision is to create a mutual agreement for the maintenance facility; and focus the City’s and KCUSD’s daily operation trips to one facility location, therefore increasing service and circulation efficiencies for the community. As per the City of Reedley’s 2024-25 Budget, the City plans on constructing a new corporation yard on leased property at the CVTC. Kings River Conservation District Formed in 1951, to provide for planning of flood protection, management of water, including essential flood control and groundwater management services. Kings River Conservation District cooperates with other agencies to achieve a balanced and high-quality water supply, provides on-farm support in efficient water conservation practices, and develops power resources for the public good. Reedley Cemetery District Formed in 1941 to provide burial and interment of human remains to meet the cultural, economic, religious, and social needs within the Reedley and northern Tulare County area. The District is an independent special district governed by a three-member board of trustees. Reedley City College, State Center Community College District Established in 1926 as a junior college to provide advanced education services. The college offers associate degree programs, the first two years of a transfer program for universities, and short-term career training programs. San Joaquin Valley Air Pollution Control District Formed in 1991, the public health agency has focuses to improve the health and quality of life through monitoring and regulating air quality in the San Joaquin Valley, including the City of Reedley. Sierra Kings Health Care District Formed in 1962, the independent public agency works to promote strategic partnerships that foster ideal health by focusing on prevention, early detection, and equitable access to health care. From April 1, 2025, to May 31, 2025, the City of Reedley and the Sierra Kings Health Care District commenced a Mini-Grant Agreement with the aim of supporting community-based projects, organizations, and agencies that advocate health and wellness. The City has utilized this funding to offer its citizens with three free enrichment classes to the public, designed to promote relaxation, stress management, and 139 | Page overall well-being. City employees will also receive ten-dollar vouchers to the Reedley College Farmers Market. Sierra Resource Conservation District Formed in 1956, responsible to manage resource conservation projects, including soil and water conservation projects, wildlife habitat enhancement and restoration, control of exotic plant species, watershed restoration, conservation planning, and education. West Fresno County Red Scale Protective District Formed in 1958, to implement control measures to assist growers with pest exclusion, eradication efforts, support, and the testing and mapping of citrus pests. The District has no employees. It contracts for secretarial support, and the testing and mapping of citrus pests. 140 | Page 16. Municipal Services Review Determinations The LAFCo has prepared this MSR for the City of Reedley in accordance with Government Code section 56430. State law requires LAFCo’s to identify and evaluate public services provided by the City and possible changes to the City SOI. The following provides LAFCo’s written statement of its determinations with respect to each of the following seven topics: 1) Growth and population projections for the affected area. • The Reedley General Plan is the central planning document and provides the City’s vision through year 2030. The Reedley General Plan guides land use decisions that shape development of the City by establishing policies for the general distribution, location, and extent of present and future land uses. The 2030 Reedley General Plan was adopted by the City Council on February 25, 2014. • As of January 1, 2025, the California Department of Finance (“DOF”) estimates that the City has a population of approximately 26,603, which indicates a 2.5 percent increase from Reedley’s 2024 population of 25,950. The City estimates that between 193 and 223 people live in unincorporated land within the Reedley SOI. The City’s estimated calculation is derived by multiplying the 61 residential dwelling units by the City’s approximate 3.65 persons per household (high), and the County’s 3.16 persons per household throughout the entire county (low). • Fresno County 2023-2060 Growth Projection prepared by the Fresno Council of Governments (“COG”) estimates a 0.3 percent annual population growth rate for City of Reedley through 2060. COG estimates that approximately 3,520 new residents may be accommodated within the Reedley SOI by the year 2060. • According to the Regional Housing Needs Allocation for the Reedley 2023-2031 Housing Element, the City has the potential to add an estimated 1,463 dwelling units, based on current vacant and/or underutilized parcels within the years 2023-31. • The proposed West Huntsman Avenue Reedley SOI update consists of 42.52-acres. All acreage will be zoned as ML Industrial with the intended purpose of developing office space. 2) The location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence. • Government Code section 56033.5 defines a “Disadvantaged Unincorporated Community” as an inhabited territory, as defined by Government Code section 56046, or as determined by commission policy, that constitutes all or a portion of a "disadvantaged community" as defined by section 79505.5 of the California Water Code (“WC”). • According to the 2019-23 ACS five-year estimates, Reedley’s reported income levels are lower than that of the County. During 2019-23, Reedley had a reported MHI average of $62,923, while Fresno County reported an MHI average of $71,434. During the same timeline, the Statewide MHI for California was $96,334. Per Water Code, any location with a MHI less than $77,067 meets the 141 | Page income threshold for a Disadvantaged Community. Based on MHI levels, Reedley is considered a Disadvantaged Community. • As of July 2025, LAFCo observed that locations located in the existing and proposed SOI update exceed the MHI threshold as defined Fresno LAFCo’s Policy 111 and CKH. LAFCo staff did not identify any DUCs as defined by Commission policy in or within a mile of the Reedley SOI. 3) Present and planned capacity of public facilities, adequacy of public services, and infrastructure needs or deficiencies including needs or deficiencies related to sewers, municipal and industrial water, and structural fire protection in any disadvantaged, unincorporated communities within or contiguous to the sphere of influence. • The Reedley General Plan provides the vision and guidance for capital improvements and the development of city infrastructure; and it is used to create development impact fees and provides the basis for environmental analysis of the growth of the City. • The Public Works Department provides water, wastewater collection and treatment, storm water collection, and solid waste services within the City. The Public Works Department also maintains city parks and open space areas, street lighting system operating, city vehicle maintenance, building/facilities maintenance, and street maintenance and repair. • The City’s annual financial planning documents include thorough analysis with respect to the City’s policies, goals, and achievements during the year, including the Community Improvement Program. Each year, all seven Departments provide an overview of the department goals for the upcoming fiscal year. The City’s Engineering Department also prepares annual updates to the City’s Capital Improvement Plan. • The City’s Public Works Department, Wastewater Division is responsible for the operation and maintenance of the City’s wastewater treatment facility (WWTF), approximately 77.6 miles of sewer pipelines, six lift stations, a laboratory, four monitoring wells, one nitrate remediation well, 36 acres of landscaping and percolation ponds, the industrial pre-treatment program, specifically, the Food Facility Fats-Oil-Grease Program and the Pharmaceutical and Sharps Disposal Programs. • The sewer collection system collects and conveys all sewage to WWTP for treatment and disposal. The WWTP is located in the southwest part of the City near the Kings River and is owned and operated by the City. As of January 2020, the City sewer system has 6,441 sewer connections. • The City operates the WWTF under criteria listed in California Regional Water Quality Control Board (“CRWQCB”), Central Valley Region, Waste Discharge Requirements/Monitoring & Reporting Program Order No. R5-2010-0120, adopted by CRWQCB on December 10, 2010. • Currently, the City operates its WWTP with an Average Daily Flow (ADF) of 1.9 million gallons per day (MGD) and a Peak Wet Weather Flow of 2.29 for 2024 (ADDWQ 2.04 and AWWWWQ 1.82). The Plant underwent an expansion that was completed in 2009 with a design capacity of 5.0 mgd with the wastewater discharge going to approximately 39 acres of percolation ponds. 142 | Page • In 2009, the City completed a 5.0 mgd expansion project and constructed new percolation ponds which will provide sufficient capacity for the City through the year 2035. • The City Engineer oversees wastewater collection system planning documents, the capital improvement plan delivery system, documents new and rehabilitated assets, helps coordinate development and implementation of the City’s 2023 Sewer System Management Plan, and reports sanitary sewer overflows (“SSOs”) incidents to the State. • From 2007 to 2024, the City experienced and recorded 24 SSO incidents since the inception of the California Integrated Water Quality System Project reporting program created in 2007. The City informed LAFCo that the collection system is well-maintained and operating in good condition, averaging one SSO annually, except for two SSOs in 2016 and no reported spills in 2015 and 2022. The City of Reedley is within this range, with an average of 0.013 SSOs per year per 100 miles of pipe. • The City’s Public Works Department, Water Division is responsible for the distribution and management of the City’s water supply. The Water Division manages the City’s groundwater management programs, the recycled water program, city contracts, joint power agreements, and master planning of the City’s water infrastructure. The Water Division performs water quality tests and reports, water system compliance, updates infrastructure plans, water conservation programming, and groundwater management consistent with State regulations. • According to City, its water system consists of 102.5 miles of water lines ranging from 2 to 16 inches, seven active groundwater wells, 865 fire hydrants, approximately 6,552 water meters, three water treatment facilities, 14 Granulated Activated Carbon (GAC) filters, and three elevated storage tanks. • Almost 58 percent of the 102.5-mile distribution system is composed of asbestos-cement (“AC”) pipe and averages 70 years old, with another 20 percent being polyvinylchloride (“PCV”) averaging 50 years old. Less than one percent is assumed by the City to be steel pipe averaging 104 years old, another 0.06 percent is assumed to be cast iron and averaging 96 years old. The remaining 21.8 percent is unknown pipe material, having been placed underground prior to AutoCAD tracking of such infrastructure, or historical records of pipe type not being legible or available. • As of July 2025, the Water Division provides potable water to approximately 6,440 active service connections for domestic, commercial, institutional and industrial uses. Water services include maintenance and operations of groundwater wells, maintenance of all water meters, and oversight of the entire distribution system. • The Water Division is responsible for all aspects of the City’s public water system operated under domestic water supply permit number 03-11-08P-001 issued by the State Water Resources Control Board, Division of Drinking Water (“SWRCB”) issued on March 19, 2008, and permit amendments Water Supply Permit No. 03-11-14PA-001 issued on November 12, 2014 and Water Supply Permit No. 03-23-19P-008 issued on May 2, 2019. • The City relies solely upon groundwater from seven active wells and three elevated storage tanks to serve its ratepayers. The City pumps an annual average of 1.59 million gallons (equivalent to 143 | Page 4,893 acre-feet of water) for potable use. According to the most recent calculations, the maximum day demand (MDD) averages 8.5 million gallons, or 5,900 gallons per minute. The City has a maximum production capacity of 11,250 gallons per minute from the seven active wells and therefore can meet peak MDD, even with the highest producing well off-line as required by California Waterworks Standards. The City anticipates an increase in water consumption by a three percent average annual growth rate through 2030. • In 2024, the City delivered 1,609 million gallons (4,938 acre-feet) of treated groundwater to its customers. Of the total amount, the City estimates that approximately 3.6 million gallons pumped were loss and unaccounted water. Distribution system loss or unaccounted water is the volume of water that is produced and distributed but not sold or metered to ratepayers. • System leaks are the largest source of loss, followed by slow meter system, failed meters, unmetered water from hydrants used for fire suppression, routing system maintenance work, and theft. The City’s water loss audits show that between 2011 and 2018, the City has experienced a loss or unaccounted water supply average of 22 percent of the total water produced. • In 2017, the City completed 121 work orders to address water distribution system defects. These work orders included nine water main breaks/leaks and 112 service connection breaks/leaks, which include leaks at and before water meters. Such efforts have resulted in decreasing losses by approximately 50 percent of previous losses. • As considered in the City’s Capital Improvement Program, the infrastructure improvements and replacements aim to improve the distribution system’s overall efficiency and recharge. Reliance on groundwater can become a particular challenge for the City, due to declining groundwater levels, contamination concerns, and new legal requirements regarding groundwater management. • Fire prevention, suppression and investigation services, airport fire and rescue, urban search and rescue, response to medical emergencies (EMS), and response to hazardous materials incidents within the city are provided by the Reedley Volunteer Fire Department (“Reedley VFD”). The Fire Department is managed by one full-time Fire Chief, one full-time Battalion Chief, one full-time Fire Lieutenant, one full-time Life/Safety Code Officer, one part-time Life/Safety/Code Officer, and one part-time Office Assistant. The City relies on 36 trained volunteer firefighters, each assigned to a specific shift to assist with emergency response. Firefighting volunteers are compensated on a “paid-per-call” basis. The Fire Department also includes 10 Volunteer Fire Explorers. • The Reedley VFD is currently in search of a second fire station site for the department to expand its operation for increased levels of service. The Fire Department has three potential locations; however, location of the new fire station will depend on the City’s growth patterns. • In 2024, the Reedley VFD responded to 1,415 calls for service which included 101 fire related calls, 31 hazardous conditions calls, 579 medical-related calls, and 729 good intent or other types of calls. The typical response calls Reedley VFD is six to eight minutes once notified of the event to arrival at the scene of the incident. The City has a class rating of “Class 3” through the Insurance Service Office (ISO). The classification places Reedley in the top 10 percent of communities nationwide with a PPC of Class 3 or better. 144 | Page • The City informed LAFCo that, in general, the Fire Department’s equipment, vehicles, and supplies are in reliable condition. A second fire station is needed, and the Reedley VFD is currently in search of a potential site for the department to expand its operation. • The Reedley Police Department (“Reedley PD”) currently employs 48 full-time authorized personnel, including 32 sworn police officers, six dispatchers, one Police Support Services Supervisor, two records technicians, four specialized community service officers , one administrative assistant, and one animal control officer. • The Reedley PD has a stated standard response time of three to five minutes. In 2024, Reedley PD received 23,655 calls (7,460 emergency “911” calls and 16,195 non-emergency calls) to the dispatch center. The RPD reviewed and prepared 4,216 police reports. • The Reedley PD had a Department of Justice (DOJ) clearance rate of 60.1 percent for violent crimes (homicide, forcible rape, robbery and aggravated assault) committed in 2024, a clearance rate of 19 percent for burglary crimes, and 17.4 percent for motor vehicle theft during the same period. • The 2030 Reedley General Plan strives to achieve a ratio of 1.5 sworn officers per 1,000 residents. As of 2024, the RPD employs 47 full-time employees of which 32 are sworn officers that serve a population of 25,985 residents. Based on the current sworn officers to population estimates, current sworn police officers to 1,000 resident ratio is 1.1 officers. For the City to achieve its desired General Plan goal of 1.5 sworn officers per 1,000 residents, the City would need to employ an additional 9 sworn officers, for a total of 39 sworn officers. • The Reedley PD informed LAFCo that existing police public facilities, including personnel, equipment, and office facilities, are adequately serving the City. The City expects that the continued growth of the City’s population and development will require for the City to plan for expanded police facilities to serve future growth. • Reedley’s Solid Waste Division operates under the direction of the Reedley Public Works Department. The Solid Waste Division is responsible for collecting and disposing of municipal solid waste generated by residential and commercial customers within the City. The Solid Waste Division consists of several units of residential and commercial solid waste collection, recycling programs, and field services. • The Solid Waste Division provides curbside residential solid waste and green waste disposal services within the City limits, which is transferred to the Waste Management Transfer Site in Fresno for processing. Collection of residential curbside recycling is conducted by the Solid Waste Division, with processing contracted with Pena’s Disposal. The Solid Waste Division also collects solid waste and green waste from all commercial and industrial accounts. • The Solid Waste Division collects approximately 25 tons of general refuse material per pick-up day. During a given month, the Solid Waste Division estimates that it disposes of approximately 765 tons of non-recyclable solid waste, of which 64 percent is generated from households and approximately 36 percent is generated from businesses. Approximately 158 tons of recyclable solid waste is collected monthly, approximately 85 percent is generated from households, and 145 | Page approximately 15 percent is generated from businesses. • The Reedley Public Works Department’s Street Maintenance Division performs street maintenance services on 97 miles of paved city streets. Reedley’s maintenance and operation of its street and pedestrian networks consist of ongoing road maintenance, traffic paint and signage, concrete maintenance, traffic signals and street lighting, median islands and buffers, street trees, and street sweeping. • The City owns and maintains 12 signalized intersections, two bridges and 1,335 streetlights. The Street Maintenance Division also maintains approximately 21 miles of bikeways. The City does not maintain streets outside of the Reedley corporate boundaries. • The Street Maintenance Division owns its equipment, tools, and necessary materials to maintain the street, curb, and gutters that move traffic and convey water into the storm drains. The City’s equipment can be used to make basic street improvements to streets and sidewalks as necessary. • The Street Maintenance Division has an adopted residential street sweeping schedule that divides the City into various sweeping zones. Street sweeping within residential streets occurs once per month. • The Public Works Department works closely with the Community Development Department and the Engineering Department to coordinate projects that address street infrastructure maintenance needs. The Engineering Department administers the majority of the City’s Capital Improvement Program projects and identifies funding resources. • During calendar year 2024, the City reported that it received 114 calls related to road repair requests. Generally, road repair requests consist of pothole repairs and cave-ins, crack sealing, street sweeping, traffic signal repairs, and maintenances of storm drainage and drainage ways. • Traffic signal repairs and street maintenance services calls are handled directly by the City. The City informed LAFCo staff that the City’s local roadways meet the existing needs for public roadway facilities and services within the City and meet the minimum standard as identified by the General Plan Circulation Element. • Parks and recreation services are provided mainly by Community Services Department. The Public Works Department maintains the City’s recreational facilities, streetscape, parks, trails, and other landscaped open space areas, city trees, and city building grounds. The City maintains approximately 87 acres of open space that includes nearly four acres of building space dedicated to recreational and educational purposes distributed among 14 sites. • The City of Reedley owns 115 acres of all categories of parkland. Based on the General Plan, park space standard of four acres per 1,000 residents, the current inventory of parkland equates to 4.32 acres per 1,000 residents. Implementation of the City’s General Plan by year 2030 would increase Reedley’s population to approximately 47,369 residents. At that level, the City will require an additional 74.5 acres of parkland to maintain the General Plan goal. 146 | Page 4) Financial ability of agencies to provide services. • The Reedley Municipal Code (RMC) requires that the City Manager prepare a balanced budget and salary plan to submit to the City Council, outlining anticipated revenues and expenditures for the upcoming fiscal year. RMC also requires that the City Council adopt a balanced budget during a noticed public hearing no later than June 30th, to assure that continuity of government services remains intact. The City’s budget is posted on the City’s website and distributed to interested parties. • The Reedley General Plan establishes the foundation for most of the Council's budgeting decisions in terms of capital facilities, staffing, programs, utility infrastructure, and levels of service. The Reedley General Plan establishes a land use pattern for land outside the City limits and within the 2030 General Plan’s Land Use Element’s Study Area. • For FY 2024-25, Reedley’s adopted budget totaled approximately $50.7 million. The budget provides funding for eight City departments: Administration, Administrative Services, Community Development, Community Services, Engineering, Fire, Police and Public Works. Similar to the City’s budget structure, each department budget consists of three main categories: their total personnel cost, maintenance and operations, and capital expenditure. Expenditures are balanced by anticipated revenues • The City has established fiscal policies that governs its financial administration. The City’s financial policies are designated to protect the City’s assets, provide stability in its funding base, and ensure that adequate funding resources are secured for upcoming year. • The City’s budget safeguards adequate allocations to maintain appropriate service levels for public safety, crime prevention, hazard prevention and emergency response. Additional funding measures are allocated toward the annual implementation of the City’s 2030 General Plan. • Each of the City’s enterprise utility funds have a separate operating and capital fund for better planning and tracking of expenditures. Reedley’s enterprise funds are generally self-sustaining as they rely primarily on fees and charges for services provided. Additionally, capital projects for infrastructure supporting these services are generally funded through accumulated fees as well as financing mechanisms with debt service covered by the fees. • Primary sources of General Fund revenue consist of property taxes, charges for services, sales tax, franchise tax, utility user tax, transient occupancy tax, business licenses, and building permits. A variety of other miscellaneous revenues make up the balance of the City’s General Fund. Enterprise activities such as water, wastewater, and solid waste disposal services receive the significant majority of their revenues from user charges to City customers. Fees and charges are detailed under the subsection “City Finances”. • Primary General Fund expenditures consist of employee expenses inclusive of salaries, benefits and retirement contributions, operations and maintenance expenditures, pension obligation bonds and interdepartmental charges. For FY 2024-25, the City’s budgeted expenditures for all of its funds totaled $50,759,336. The budget represents a 20% decrease compared to $62,303,234 expenditures 147 | Page for the previous year, FY 2023-24. • Enterprise activity expenditures include similar obligations as with the General Fund, however the water and wastewater funds have a larger percentage of appropriations dedicated to debt service payments. For FY 2024-25, Public Works comprise approximately 35 percent of the City’s net budget. Other major expenditure items consist of public safety services (Police and Fire) comprise approximately 25 percent and City Administration comprise 20 percent of the net City budget. • City personnel costs amount to $21,108,473, equivalent to 41 percent of the City’s total budget expenditures. These costs include employee services, payroll related taxes, various employee benefits, and retirement contributions. Personnel costs have steadily increased from year to year primarily due to COLA increases to employee compensation, health insurance premiums and pension related expenses. • The City participates in the CalPERS retirement system for its employees. In order to be eligible for these benefits, an employee must retire directly from the City under CalPERS with at least five years of City service as a full-time regular employee and be at least 55 years of age at retirement. • The contribution rates for all pension plans and funded status were severely impacted by the CalPERS investment return of -6.1% as of June 30, 2022, which sets the required budgeted contributions for FY 2024-25, and was a primary driver of the City having to budget for the largest year over year increase to pension contributions ever. This is because the actual investment return of -6.1% was 12.9% below the CalPERS assumed return of 6.8%. • Operations & maintenance costs amount to $23,362,329, equivalent to 46 percent of the City’s FY 2024-25 total budget expenditures. Operation & maintenance costs have increased by approximately 4 percent of the Total Citywide Expenditure when compared to the previous FY 2023-24. • The City maintains a five-year Capital Improvement Plan (“CIP”) and updates this program annually. The CIP plans for capital improvement in the following areas: sewer construction, park projects, street construction, water construction, housing and community development, refuge construction and general government facilities. • According to the City’s Audited financial statements, as of June 30, 2024, the City’s assets exceeded liabilities by $96,038,350. Of this amount, unrestricted deficit net position of $4,382,066 may be used to meet the City’s ongoing obligations to citizens and creditors. • At the end of FY ending on June 30, 2024, the City’s total net position increased to $103,215,933 from $96,061,757 the year prior. Net position associated with governmental activities increased by $3,631,719 while net position associated with business-type activities increased by $3,522,457. • In February 2021, the City Council adopted a revised the General Fund Reserve Policy that increased the minimum target amount of ‘cash on hand’ to 90 days (equivalent to three months) worth of average monthly operating expenditures, upwards from the previous target of 60 days. The higher target was met one year later, after several contributions to the Reserve Fund that were authorized • by the City Council. This revision follows an overall trend of California cities moving to build their reserves since the Great Recession of 2008 in light of economic uncertainty and volatility. Use of one- 148 | Page time revenue or savings from lower expenditures to add to the Reserve is a recommended practice in the City’s Reserve Policy and has been done on many occasions. • As of FY 2024-25, the City estimates that is has approximately $4,358,069 in its General Fund Reserves account. The fund is expected to exceed $5 million by 2026, a benchmark and record for the General Fund balance. • The City participates, and responds to, in regular bond monitoring activities conducted by Standard & Poor’s. The latest ratings were in relation to the 2017 Wastewater Revenue Refunding Bonds. The City of Reedley’s ratings for the 2017 Wastewater Revenue Refunding Bonds were as follows: Insured Rating: Standard & Poor’s: “A-/Stable” and Underlying Standard & Poor’s: “A-/Stable.” The most recent rating adjustment occurred in August 2016. • The City has incurred a number of various long-term bond debt and loan obligations over the years for various purposes. Of the $25,605,000 in total debt, approximately 88% is associated with enterprise funds revenue bonds/obligations. The remaining $3 million, or 12%, is associated with the city’s former Redevelopment Agency that is being repaid from property tax increment. Total General Fund backed indebtedness is $0. The City anticipates incurring approximately $5,000,000 in General Purpose Debt to fund the expansion of City Hall and Police Department facilities. • According to the FY 2024-25 Reedley budget, the airport’s Budgeted Revenues are expected to amount to $321,576, while Budgeted Expenditures amount to $377,866, exceeding budgeted revenues by approximately $56,290. Major Reedley Airport revenue line items include land and building rental fees, hanger rentals, and fuel sales. Major Airport expenditure consist of staff salaries, liability insurance, aviation fuel, facility maintenance, and capital projects. The City regularly pursues local and state transportation and aviation related grants. • In 2011, the Airport Fund borrowed $390,928 from the Reedley Successor Agency to the Reedley Redevelopment Agency to finance an airport expansion project. In 2014, the loan was transferred from the Successor Agency to the City’s General Fund. Terms of the agreement call for annual payments from the Airport Fund to the General Fund of $30,094. The loan has an interest rate is 1.5 per annum. In 2013, the Airport fund refinanced existing debt with an Interfund Loan from General Fund reserves which helped construct hangars at the Reedley Municipal Airport. The loan is scheduled to mature in 2027. As of June 2019, the principal balance on the loan was $225,285. • In 2017 the City secured a $1 million grant from the Fresno County Transportation Authority – Measure C for its partnership with City of Mendota and City of Reedley for New Technology, the Sustainable Aviation Project. 5) Status of, and opportunities for, shared facilities. • The City has numerous joint functions such as mutual aid/request agreements and share facilities with several local agencies located in the south-central region of County of Fresno. LAFCo notes that the geographic distance between Reedley and other neighboring agencies is large enough that identifying opportunities beyond the existing shared facilities are limited. • The City is a member agency of the Kings River East Groundwater Sustainability Agency (Kings 149 | Page River East GSA). The Kings River East GSA aims to facilitate collaboration between local agencies to come up with useful strategies to implement the Sustainable Groundwater Management Act of 2014. • Reedley PD maintains automatic and mutual aid agreements for policing and law enforcement services with the Fresno County Sheriff’s Office, The Office of Emergency Services (through Fresno County), and the California Highway Patrol (including the DMV location in Reedley). • Separate partnerships for collaboration or resource assistance also exist with Kings Canyon Unified School District (KCUSD), State Center Community College District (Reedley College), and all local law enforcement agencies throughout Fresno County and adjacent to the city (including areas such as Tulare County, the City of Dinuba, etc.), all as requested. • The Reedley VFD has an automatic aid agreement with the Fresno County Fire Protection District to provide automatic aid and dispatch services to areas within and immediately surrounding the City of Reedley. Additionally, the Reedley VFD has mutual aid agreements with Tulare County Fire Department, Orange Cove Volunteer Fire Protection District, and the City of Dinuba for emergency assistance. • The City does not directly provide public transportation services; however, the City is a member agency the Fresno County Rural Transit Agency (“FCRTA”). The FCRTA operates through an inter- agency service agreement to provide public transportation to the rural areas of Fresno County. Through 18 transit subsystems, FCRTA serves the rural transit needs throughout Fresno County, and provides service to the adjacent Counties of Kings, Tulare, and Madera. • Kings Canyon Unified School District and City worked together to develop and open the new Central Valley Transportation Center. Ultimately, the vision is to create a mutual agreement for the maintenance facility and focus the City’s and KCUSD’s daily operation trips on one facility location, therefore increasing service and circulation efficiencies for the community. • The City has several agreements in place for the use of recreational facilities with local schools, clubs, and other youth recreational programs. 6) Accountability for community service needs, including governmental structure and operational efficiencies. • The City of Reedley is a general law city with a “council-manager” form of government. A five- member City Council elected by their respective council district governs the City of Reedley. Each council member is accountable to the residents of the City. The Reedley City Council carries out its responsibilities through the implementation of the Reedley General Plan, Reedley Municipal Code, and other state laws. Council members receive a monthly base salary of $500.00 per month for meeting attendance. • The City’s website provides City Council meeting agendas, minutes, and supplemental information dating from 2009 up to current date. Service requests, comments, and complaints may be submitted through phone calls, email, letters, and in-person to the City Council, department heads, or the City Manager. 150 | Page • The City Council meets the second and fourth Tuesday of each month at 7 p.m. at the Reedley City Council Chambers located at City Hall at 845 “G” Street, Reedley, CA 93654. Reedley City Council meetings are available on the City’s website. • The City operates under the Council-Manager form of government, which means that the City Council appoints a City Manager who is responsible to oversee the daily operations of the City. • The City of Reedley relies on paid professional and technical staff to conduct the daily business and operations of the City. The City employed 129 authorized full-time equivalent personnel assigned to the various City Departments. Each department has adopted planning policy documents, guidelines, and procedures that describe their respective responsibilities. Existing service plans are regularly reviewed, and appropriate changes are evaluated by the City Manager and forwarded for the City Council’s consideration when deemed necessary. • Full-time City employees are evaluated at a minimum of one time per year by their Department Manager after completion of the probationary period. Under City Policy, each full-time employee is required to participate in ongoing training and education at a minimum of one training course every four months to stay current with industry trends related to anti-harassment and anti- discrimination, ethics, and sexual harassment. The City Manager is informed on the fulfillment of employee training requirements. • The City Manager’s cabinet is comprised of two divisions: City Clerk and the City Manager’s Executive Administration Team, which consist of the seven departments that advise the City Manager on all projects, plans, service needs, and grant funding opportunities. The Executive Administration Team includes the Administration Services Director, Community Service Director, Community Development Director, the City Engineer, Fire Chief, Police Chief, and Public Works Director. • The Reedley City Council may create a board, a commission, or a committee of the Council, or other body of the City by ordinance, resolution, or other formal action of the Council. There are currently seven (7) boards, committees, and commissions created by the Council and serving many areas of the City’s day-to- day life and business. They provide a platform for public involvement in the governmental process. Legislative bodies created by the Council report to the City Council and are subject to the Brown Act. • The City Manager is responsible for administering all operations, finances, activities, and projects consistent with City Council policy directives and applicable municipal, state, and federal laws. The City Manager appoints all department managers, and based on recommendations by department heads, the City Manager is authorized to confirm any hire and/or terminate any employee of the City. 7) Any other matter related to effective or efficient service delivery, as required by commission policy. • LAFCO has reviewed its local policies and there are no other pertinent matters. 151 | Page 17. Sphere of Influence Update Determinations LAFCo has prepared this MSR consistent with Government Code section 56430 in order to update the Reedley SOI in accordance with Government Code section 56425. The purpose of the service review is to get a “big picture” of the public services provided by a local agency, determine service needs, and make recommendations in order to promote the orderly development of local agencies. The MSR was prepared in conjunction with City’s proposed West Huntsman Avenue SOI update request to add approximately 42.52 acres of territory to the Reedley SOI. The area proposed is appropriately identified as a ML (Light Industrial) in both the City's General Plan and the City/County MOU, and it is directly adjacent to existing urban development on its western boundary.114 In summary, the service review found that the City is efficiently providing its various municipal services within its corporate boundaries, and has adequate capacity, phased infrastructure improvement programs, and adequate planning efforts by type of service to support additional growth within the proposed Reedley SOI update. Sphere Update Analysis LAFCo staff reviewed the proposed Reedley SOI update in light of the data collected during the MSR process, as well as from meetings with City representatives, the 2030 Reedley General Plan, the Reedley General Plan certified Final Environmental Impact Report (SCH No. 2010031106), the Environmental Assessment (EA 2022-13) for the West Huntsman Avenue SOI update (Fresno County Clerk #E202410000027) and the approved 2021 County-City Memorandum of Understanding (MOU) regarding standards for annexation and development in order to provide the Commission a sound SOI update recommendation for its consideration. Update the SOI as requested by Reedley: This option aligns with the Reedley City Council’s vision for future growth, as it would allow the construction of approximately nineteen office/light-industrial buildings along with accompanying parking stalls. The site is pre-zoned within the Reedley 2030 General Plan as Light Industrial (ML). The applicant estimates that the proposed development could employ up to 650 individuals. At this time, it is not known who the developer or tenant(s) would be. Based on the uses allowed within the ML (Light Industrial) zone district, the applicant anticipates that future businesses could operate 24-hours a day, seven days per week. Sphere of Influence Determinations Based on the information and analysis in the MSR, this section of the report fulfills the requirements of Government Code section 56425 and allows LAFCo to update the Reedley SOI consistent with the written determinations for the City of Reedley. In determining the sphere of influence of each local agency, the commission shall consider and prepare a written statement of its determinations with respect to each of the following pursuant to Government Code Section 56425 (e): 114 City of Reedley, Resolution No. 2024-025. 152 | Page 1. The present and planned land uses in the area, including agricultural and open- space lands. • The City of Reedley adopts and maintains a General Plan. The 2030 Reedley General Plan establishes its land use foundation through a vision statement that captures the City pledge to its residents. The General Plan creates policies and provides for the general distribution, location, and extent of present and future land uses that guide land use decisions that shape development of the City through a 20-year planning horizon. • Within the Reedley SOI, the 2030 Reedley General Plan designates approximately 51% of available land for Low Density Residential, 11% for Open Space, and 10% for Public/Institutional Facilities. In 2025, there was approximately 1,011 acres of agricultural or vacant land outside the City limits but within the Reedley SOI. (Figure 3 of the MSR) • Within the 2030 Reedley General Plan’s Study Area, the City estimates that there are approximately 1,501 acres (89.9%) that are in agricultural operation and/or undeveloped, 84 acres (6.4%) are identified as open space, and 49 acres (3.7%) are considered to be developed for uses other than farming operations. • The City informed LAFCo that it secured State grant funding from the Department of Conservation, Sustainable Agricultural Lands Conservation Program to begin community outreach to develop a Farmland Preservation Program. As contemplated by the City, the Program would establish a comprehensive plan to reserve farmland and provide mitigations to reduce the rate of agricultural land loss within the Reedley SOI. The City has commenced a Farmland Preservation Program. • The proposed West Huntsman Avenue SOI update would facilitate the annexation and development as planned ML (Light Industrial) land use. The City’s SOI update proposal, including impacts to, and preservation of, agricultural lands is reasonable within the comprehensive context of the 2030 Reedley General Plan and the 2021 County and Reedley MOU. 2. The present and probable need for public facilities and services in the area. • The City of Reedley provides a wide array of municipal services within its corporate limits. Extension of infrastructure and municipal resources would be necessary to accommodate future urban development within the Reedley SOI update. The City implements its General Plan, as identified in the MSR, and City staff regularly identifies community service needs in its annual budget and five-year budget projections. • The City of Reedley has established development impact fees, and developer-required mitigation in the form of infrastructure improvements required from new projects and similar programs to monitor existing and future public service needs. Development within the Reedley SOI is required to extend physical infrastructure to individual sites and pay pro-rata fees for other City services as a condition of project approval to annex into the City. The physical infrastructure is generally available adjoining the City limits. • The proposed West Huntsman Avenue SOI update is currently zoned by the County as Exclusive Agricultural (AE20).115 Upon annexation, the City intends to re-zone the parcel as Light Industrial 115 Site Plan Review Application No. 2022-19 & Tentative Subdivision Map No. 6428, Attachment 3: LAFCo Comments. 153 | Page (ML) and subdivide the parcel into 27 parcels, used for light industrial buildings and accompanying parking stalls. Therefore, municipal services will be needed. The Reedley General Plan designation of the entire area is Light Industrial. 3. The present capacity of public facilities and adequacy of public services that the agency provides or is authorized to provide. • The City demonstrates that it has adequate capacity to provide the necessary municipal services, as identified in the MSR, to its constituency within its existing incorporated boundaries. The City of Reedley regularly reviews its service levels, and updates its regulatory service permits, and City officials monitor each department’s performance within the City. 4. The existence of any social or economic communities of interest in the area if the commission determines that they are relevant to the agency. • During the MSR update, LAFCo comprehensively assessed the Reedley SOI in light of the proposed West Huntsman Avenue SOI update. No social or economic communities have identified by LAFCo. 5. For an update of a sphere of influence of a city or special district that provides public facilities or services related to sewers, municipal and industrial water, or structural fire protection, that occurs pursuant to subdivision (g) on or after July 1, 2012, the present and probable need for those public facilities and services of any disadvantaged unincorporated communities within the existing sphere of influence. • As of July 2025, LAFCo observed that there are no existing communities near the Reedley SOI update that meet the DUC definition as defined by Fresno LAFCo’s Policy 111 and CKH. 154 | Page 18. Recommendations In consideration of information gathered and evaluated in this Municipal Service Review, it is recommended that the Commission: 1. Receive this report and any public testimony regarding the proposed Municipal Service Review and proposed sphere of influence update. 2. Find that the Municipal Service Review is exempt from the California Environmental Quality Act pursuant to CEQA Guidelines section 15306 (Information Collection). 3. Approve the recommended Municipal Service Review determinations, together with any changes deemed appropriate. 4. Approve the recommended sphere of influence update determinations, together with any changes deemed appropriate. 5. Find that Fresno LAFCo, as a Responsible Agency pursuant to the California Environmental Quality Act (CEQA) considered the certified 2030 Reedley General Plan Update EIR (SCH No. 2010031106) prepared by City of Reedley, Lead Agency, for its review and comprehensive update of the Reedley SOI. 6. Find that as a Responsible Agency, Fresno LAFCo reviewed and considered the subsequent Environmental Assessment (EA 2022-13), Fresno County Clerk No. E202410000027) prepared by the City of Reedley, Lead Agency, for its review and update of the West Huntsman Avenue Reedley SOI update. LAFCo anticipates that urban development within the affected area would be developed as contemplated by the 2030 Reedley General Plan. 7. Determine that the Reedley SOI update is consistent with the 2030 Reedley General Plan, and the environmental assessment for West Huntsman Avenue Reedley SOI update, has been adequately considered by the subsequent Environmental Assessment 2022-13 (Fresno County Clerk No. E202410000027). 8. Revise the Reedley SOI to include 42.52 acres consisting of one parcel (APN 370-240-11) as depicted in Figure 2 of the MSR. 9. Recommendations to the City of Reedley: a. That the City to continue to monitor and explore solutions to account for emerging rate increases to its CalPERs pension liability. (Agency Finances, Pension and Other Long-Term Liabilities) b. That the City continue to focus on projects that produce incremental savings, however compound over time into significant dollars. (Agency Finances, Financial Trend Indicators) 155 | Page c. That the City continue the Reedley Farmland Preservation Program that assesses outward City growth and provides farmland protection strategies to preserve and minimize impacts to agriculture land. (Agriculture Preservation, Williamson Act) d. That the City comprehensively update of the 2020 Airport Master Plan. (Municipal Airport Facility, Airport Master Plan) e. That the City of Reedley continue its assessment to identify the main source of annual distribution system water loss (i.e. unauthorized consumption, real loss, administrative errors, data handling errors, metering inaccuracies, system failures, or leaks), adopt performance measures, and solutions to mitigate its reported water loss. (Water Service, Water Service Demand) 156 | Page 19. Acknowledgements This Municipal Service Review and sphere of influence update was prepared by Fresno LAFCo. Supporting documentation was made available through the effective partnership with the City of Reedley (Community Development Director Rodney Horton and City Planner Ellen Moore). LAFCo extends its appreciation to the City of Reedley and contributing departments for their assistance in the development of this Municipal Service Review. Available Documentation – documents used for the preparation of this report consist of public records and are available at the Fresno Local Agency Formation Commission Office located at: Fresno Local Agency Formation Commission 1401 Fulton Street Suite 800 Fresno, California 93721 The Municipal Service Review is available on Fresno LAFCo’s website: https://www.fresnolafco.org/2025-09-10-lafco-commission-hearing-meeting https://fresnocounty.sharepoint.com/sites/LAFCo/SharedFiles/LAFCo Projects/Cities/Reedley/MSR/MSR-24-04_RSOI-215 West Huntsman Avenue/Draft_MSR_Reedley_08-18-25.docx 157 | Page