The economic development element links land use and development to economic growth, jobs and income, and municipal revenues and expenditures.

Key Issues

The primary issue that the economic development element addresses is balancing residential growth with economic growth to ensure a fiscally sustainable city. The goals and policies provide specific guidance for expanding the number and quality of jobs and for attracting private sector investment. Finally, the element’s policies seek to increase municipal revenues, especially sales and transient-occupancy taxes.

Goals and Policies

OVERARCHING GOAL: A thriving and diverse local economy that delivers a broad and resilient revenue base as a tool to continuously improve Clovis’ quality of life and maintain Clovis’ distinction as the premier community in the San Joaquin Valley.

Policy 1.1: Economic development objectives. Invest in economic development to: 1) attract jobs suited for the skills and education of current and future City residents; 2) work with regional partners to provide opportunities for the labor force to improve its skills and education; and 3) attract businesses that increase Clovis’ stake and participation in growing sectors of the regional and global economy.

Policy 1.2: Jobs-housing ratio. Improve the city’s job-housing ratio by promoting growth in jobs suited to the skills and education of current and future residents with the objective of an equal number of jobs and employed residents.

Policy 1.3: Two-way communication. Continuously improve two-way communication with the Clovis business community and emphasize customer service to existing businesses as part of our competitive advantage.

Policy 1.4: Regional clusters. Attract new and expanding businesses to increase Clovis’ share of growing sectors of the regional and global economy.

Policy 1.5: Workforce housing. Collaborate with residents, housing providers, and the development community to provide housing opportunities for the local workforce.

Policy 1.6: Retail as an attractor. Encourage a mix of retail goods, dining, entertainment, and retail services that provide a full continuum of goods and services in order to support efforts to attract new office and industrial employers.

Policy 1.7: Life-long learning. Collaborate with partners who provide life-long learning to ensure that residents and the local workforce have access to education and career training at all stages of life.

Policy 1.8: Infrastructure investments. Invest in infrastructure expansions and upgrades to ensure that developable land remains available in the mixed-use business campus areas; invest in infrastructure upgrades to ensure that existing office and industrial areas are able to support expansions and redevelopment in response to changing market conditions.

Policy 1.9: Land availability. Collaborate with property owners and, as appropriate, purchase land to ensure that the Sierra Gateway Commerce Center will be available for development as the Research and Technology Park approaches buildout.

Policy 1.10: Land use integrity. Maintain and improve the competitive advantages of a Clovis business location by restricting the use of properties in the mixed-use business campus areas to office-based and manufacturing businesses; minimize and limit ancillary businesses to those that are subordinate to and serve the primary businesses.

Policy 2.1: Transportation linkages. Maintain and improve transportation linkages between freeways and the existing and planned office, industrial, and mixed-use business campus areas.

Policy 2.2: Communications and technology. Regularly monitor trends in communications and technology and ensure that Clovis has communication infrastructure appropriate for a thriving economy.

Policy 2.3: Clovis Community Medical Center. Maintain and enhance a collaborative relationship with Clovis Community Medical Center and other medical service providers to expand and attract health care businesses.

Policy 2.4: Fresno Yosemite International Airport. Maintain and grow connections to and relationships with Fresno Yosemite International Airport; capitalize on its proximity for economic development.

Policy 2.5: Fresno State University. Maintain and enhance direct relationships with Fresno State University; build on relationships with and proximity to the university to support existing businesses and attract new business to Clovis.

Policy 2.6: Education linkages. Improve and use relationships with the Clovis, Fresno, and Sanger Unified School Districts; Willow International Community College; and other current and future educational institutions and organizations to enhance the education, skills, and qualifications of the regional and local labor force.

Policy 2.7: Transportation planning. Strive to make the city and regional transportation planning and investment processes open and responsive to the local business community.

Policy 2.8: Regional organizations. Strive to have Clovis residents and business operators appointed to the governing bodies of regional economic development service providers and organizations.

Policy 3.1: Quality of life. Promote retail development with the primary objective of improving the quality of life by providing a full range of goods and services in Clovis.

Policy 3.2: Convenience goods and services. Encourage businesses providing convenience goods and services to locate in retail centers in neighborhoods and communities throughout the city.

Policy 3.3: Comparison goods. Encourage comparison goods businesses to locate in areas that are planned for larger community- and regional-scale shopping centers and that are served by adequate roadways.

Policy 3.4: Large-scale retail centers. Require community- and regional-scale retail centers and districts to create a pedestrian-friendly, human-scale atmosphere with street furniture, shading, landscaping, and gathering spaces that enhance the experience of shopping and socializing. Such centers and districts should provide entertainment and dining in addition to retail sales and services.

Policy 3.5: Neighborhood-scale retail centers. Require neighborhood-scale centers and districts to provide street furniture, shading, landscaping, pedestrian circulation, and gathering spaces that enhance the experience of shopping.

Policy 3.6: Regionally competitive retail destinations. Those proposing new development and redevelopment of community and regional-scale retail centers and districts should demonstrate how their projects will create appropriately unique, functional, and sustainable places that will add value to the city and compete well with the quality of place in other centers and districts in the region.

Policy 3.7: Retail trends. Anticipate the emptying of big box stores and changing trends in retailing; proactively evaluate development policies and adopt plans appropriate to minimize negative consequences and capitalize on new retail opportunities.

Policy 4.1: Public image. Promote a public image associated with the Sierra Nevada, healthy living, and active lifestyles, and promote closer ties to the mountain lake communities.

Policy 4.2: Center for cycling. Promote Clovis as a cycling center and a launching point for regional cycling opportunities, such as the “Climb to Kaiser” and the “California Classic Century Ride.”

Policy 4.3: Local, regional, and statewide events. Continue to collaborate with and support local organizations hosting local tourism events and activities, such as the Clovis Rodeo, Big Hat Days, the Friday Night Farmers Market, Clovis Fest, California Interscholastic Federation Track meet and other regional and statewide events at Clovis Unified School District facilities, and other current and future events and activities.

Policy 4.4: Tourism branding and marketing strategy. Invest in tourism based on an adopted tourism branding and marketing strategy.

Policy 5.1: Decision making. Incorporate the full short-term and long-term economic and fiscal implications of proposed actions into decision making. 

Policy 5.2: Return on investment. The city may forego or postpone investment in new public facilities and infrastructure until the city is satisfied that the investment will be repaid by new revenues.

Policy 5.3: Economic and residential balance. Regularly monitor the pace of residential and non-residential development and the impact on municipal revenues, expenditures, reserves, and debt levels. The city may alter the investment of public resources, re-evaluate development fees, review development policies, and undertake other appropriate measures to ensure that the city’s growth and development generate sustainable fiscal balances.

Policy 5.4: Long-term funding. Require those requesting city funds to establish or renew a program or project lasting more than one fiscal year to identify and disclose if and how the program or project will be funded in subsequent years.

Policy 5.5: Staff time and costs. Periodically assess the accuracy of projections for staff time and city resources, and use the assessment results to improve fiscal decision making.

Policy 6.1: Economic development strategy. Prioritize the allocation of public resources among various economic development efforts based on an adopted economic development strategy.

Policy 6.2: Adequate staffing and funding. Invest sufficient resources to provide adequate staff and funding to implement the economic development strategy and achieve economic development goals.

Policy 6.3: Performance measurement. Continuously measure the performance of economic development activities and adjust programs and projects as necessary, based on performance benchmarks and targets established in the economic development strategy.

Policy 6.4: Municipal investment tied to measurable objectives. Invest municipal resources to achieve economic development goals through other agencies and the private sector when governed by an agreement contingent upon achieving measurable objectives.

Policy 6.5: Effective partnering. Collaborate with regional economic development partners to achieve economic development goals, pursuant to measurable and effective agreements.

Policy 6.6: Communication. Communicate Clovis’ economic development strengths, opportunities, successes, and activities to residents, local businesses, and economic development stakeholders.

Policy 6.7: Long-term thinking. The city may prioritize investments in economic development, which may generate long-term returns, versus investments in shorter-term projects and programs.