Porterville City Council
April 21, 2026

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services

MEMORANDUM OF UNDERSTANDING (MOU)

BETWEEN THE CITY OF PORTERVILLE AND

PORTERVLLE ADULT DAY HEALTH CARE CENTER

FOR TRANSPORTATION SERVICES
This Memorandum of Understanding (hereinafter referred to as “MOU”) is made and entered into by and between the City of Porterville, a California charter city and municipal corporation, hereinafter referred to “CITY”, and the Porterville Adult Day Health Care Center, a California Corporation, hereinafter referred to as “PADHC”. CITY and PADHC is each a “Party” and collectively “Parties” to this MOU.

RECITALS
WHEREAS, CITY is a public transit operator formed and organized by the City of Porterville to provide public transportation services within the Porterville Urbanized Area, hereinafter referred to “Porterville UZA”; and
WHEREAS, PADHC is Porterville’s premier adult day program; and WHEREAS, the Parties desire to coordinate efficient transportation services within the Porterville Urbanized Area and surrounding communities; and WHEREAS, the Parties have mutually negotiated this MOU.

NOW THEREFORE, and in consideration of the foregoing and of the mutual promises herein expressed, and intending to be legally bound thereby, the Parties do mutually agree as follows:

1. Purpose. The purpose of this MOU is to operate coordinated and efficient transportation services within the Porterville UZA, and establish terms and conditions under which the Parties will provide these services.

2. Term of MOU. This MOU is effective upon execution of both parties and shall remain in full force and effect for three years unless earlier terminated under section 7 of this MOU or the term is extended by written modification in accordance with the provisions of section 7 of this MOU.

3. CITY Obligations. CITY shall:

A. Perform transportation services at the request of PADHC as set forth in Exhibit A.

B. Prepare and submit monthly transportation data as set forth in Exhibit B.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
C. Maintain a Customer Service Representative (CSR) as set forth in Exhibit C, Customer Service Representative.

D. Require that all vehicles used in the performance of this Agreement meet or exceed the requirements established in Exhibit D, Transportation Vehicle Standards.

E. Ensure Driver Expectations are met as set forth in Exhibit E, Driver Standards and Expectation.

F. Comply with the requirements established in Exhibit F, Transportation Performance Standards.

G. Ensure that services available to PADHC are comparable to services the general public receives.

H. Provide PADHC access to the CITY’s VIA VOC software application to allow PADHC to schedule trips in advance or on-demand.

I. Provide PADHC training on CITY’s VIA VOC.

J. Provide VIA VOC access at no cost to PADHC.

K. Invoice PADHC the current passenger fare for each transportation service(s) performed in preceding month.

L. Leverage and coordinate efforts with other funding sources and programs, including but not limited to, local, state, federal.

M. Establish linkage with community programs to coordinate activities with existing programs serving the Porterville UZA and surrounding communities and to minimize or avoid duplicate efforts and fragmentation of services.

4. PADHC Obligations. PADHC shall:

A. Manage transportation eligibility of PADHC clients.

B. Utilizing the CITY’s VIA VOC, arrange transportation from origin to destination and return trips for PADHC clients.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
C. Communicate to PADHC clients trip information.

D. Compensate CITY the passenger fare for each transportation service(s) performed in preceding month.

5. Indemnity. CITY and PADHC shall hold harmless, and indemnify the other Party and its respective governing board, officers, directors, employees, authorized agents, contractors or subcontractors from and against any and all claims, damages, losses, liabilities, costs, and expenses (including reasonable attorney’s and expert witness fees and costs) that arise out of or as a result of any negligent act or omission or willful misconduct of the indemnifying Party or its governing board, officers, directors, employees authorized agents, contractors or subcontractors in carrying out the indemnifying Party’s obligations under this Agreement, except to the extent that such expense, liability or claim is proximately caused by the negligence or willful misconduct of the Party indemnified or its governing board, officers, directors, employees, authorized agents, contractors or subcontractors.

6. Insurance. The City of Porterville shall maintain a general liability insurance policy that names PADHC, along with its officers, employees, and authorized contractors, as additional insureds. This additional insured status will cover all liabilities arising from the activities performed under this Memorandum of Understanding (MOU). Each party shall ensure that insurance coverage is sufficient to meet any potential claims, damages, or losses arising from their respective responsibilities under this MOU. Proof of this insurance, including the additional insured endorsement for PADHC, shall be provided upon execution of the MOU and maintained for the term of the agreement.

7. General Provisions
A. Termination. This MOU may be terminated upon 30 days’ written notice by either party.

B. Notices. All notices provided for or permitted under this MOU must be in writing and delivered either by personal service, by first-class United States mail, by an overnight commercial courier service, or as a PDF attachment to an email sent to the addresses provided below:

CITY Porterville Adult Day Health Care Ctr
Attn: Transportation Director Attn: Contract Administration 291 N. Main St. 262 North 2nd St.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Porterville, CA 93257 Porterville, CA 93257
Email: [email protected] Email: [email protected] Any Party may change its address for receipt of notice by providing notice of that change as provided in this subsection 7.B. Notice is effective as follows:
i. A notice delivered by personal service is effective upon service to the recipient. ii. A notice delivered by first-class United States mail is effective three business days after deposit in the United States mail, postage prepaid, addressed to the recipient.
iii. A notice delivered by an overnight commercial courier service is effective one business day after deposit with the overnight commercial courier service, delivery fees prepaid, with delivery instructions given for next day delivery, addressed to the recipient.
iv. A notice delivered by email is effective when sent, if the email is sent between the hours of 8:00 am and 5:00 pm on a business day. If sent outside the hours of 8:00 am and 5:00 pm on a business day, a notice delivered by email becomes effective on the first business day following.

C. Amendments. Either party may request changes to this MOU. Any changes, modifications, revisions or amendments to this MOU which are mutually agreed upon by and between the parties to this MOU shall be incorporated by written instrument, and effective when executed and signed by all parties to this MOU.

D. Applicable Law and Venue. The construction, interpretation and enforcement of this MOU shall be governed by the laws of the State of California. The courts of the State of California shall have jurisdiction over any action arising out of this MOU and over the parties, and the venue shall be the Tulare County, California.

E. Entirety of Agreement. This MOU represents the entire and integrated agreement between the Parties and supersedes all prior negotiations, representations and agreements, whether written or oral.

F. Binding MOU. This MOU is binding upon and shall inure to the benefit of any successors or assigns of the Parties.

G. No Waiver of Claims Act. For all claims arising from or related to this MOU, nothing in this MOU establishes, waives, or modifies any claims presentation requirements or procedures provided by law, including the Government Claims Act (Division 3.6 of Title 1 of the Government Code, beginning with section 810).

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
H. Interpretation. If any part of this MOU is found by a court of competent jurisdiction to be unlawful or otherwise unenforceable, the balance of this MOU remains in full force and effect, and the Parties shall make best efforts to replace the unlawful or unenforceable part of this MOU with lawful and enforceable terms intended to accomplish the Parties’ original intent.

I. Section Headings. Section headings are provided for convenience only and are not part of this MOU.

J. No Third-Party Beneficiaries. This MOU does not and is not intended to create any rights or obligations for any person or entity except for the Parties.

K. Authority. Each Party represents and warrants that the individual signing this MOU is duly authorized to do so and their signature on this MOU legally binds that Party to the terms of this MOU.

L. Counterparts. This MOU may be signed in counterparts, each of which is an original, and all of which together constitute this MOU. (Signatures page follows)

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
IN WITNESS WHEREOF, the Parties hereto have executed this MOU the _____ day of _______, 2026.

CITY OF PORTERVILLE
_______________________
Mayor

PORTERVLLE ADULT DAY HEALTH CARE CENTER
_______________________
Chief Executive Officer/President
APPROVED AS TO LEGAL FORM ON BEHALF OF CITY:

By____________________
Megan N. Crouch, City Attorney
APPROVED AS TO LEGAL FORM ON BEHALF OF PADHC:

By____________________

Legal Counsel

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exhibit A – Transportation Services
CITY Shall:

A. Make available a variety of modes of transportation, including:
i. Bus passes, tickets, or fares
ii. ADA Paratransit services (Advanced Booking)
iii. On-Demand (Microtransit) services
iv. Vanpool/Carpool services
v. Non-Emergency Medical Transportation (NEMT)

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exhibit B – Reporting Requirements
CITY shall:

A. Document all transportation activities and operations.

B. Notify PADHC within one (1) hour of an incident involving a client.

C. Notify PADHC within one (1) hour of a vehicle accident involving the transport of client.

D. Provide monthly transportation data by the tenth (10th) day of the month following the month of service, and include the following:
a. Number of trips performed
b. Number of passengers
c. Number of trips canceled
d. Number of trips no-showed
e. Number of complaints
f. Average estimated time of arrival (ETA)
g. Percentage of shared rides
h. Percentage of trips not performed due to unavailable seat i. Percentage of completed trips
j. Percentage of on-time performance.

E. Provide City Fleet Inventory Report.

F. Provide Driver Certification Report.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exhibit C – Customer Service Representative
CITY shall:

A. Receive and process all requests for transportation services for PADHC.

B. Manage overall day-to-day operations necessary for the delivery of cost-efficient, appropriate transportation services.

C. Maintain appropriate records and system of accountability to report to PADHC.

D. Provide a local phone number for scheduling a trip when the VIA VOC is not accessible.

E. Provide customer services that are professional, prompt, courteous, customerfriendly, and responsive to clients.

F. Promptly answer telephone calls during normal business hours.

G. Have diverse staff representative of, or consistent with, the demographic pattern of the service region to the extent possible.

H. Have personnel policies that conform to all federal and state statutes and ordinances.

I. Remove any employees from contact with PADHC clients who act unprofessional.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exhibit D – Transportation Vehicle Standards
CITY shall:

A. Ensure that PADHC clients received transportation services that are safe and reliable.

B. Require that all vehicles used in the transport of clients, meet or exceed the following regulations and safety standards:
a. Licensing requirements of the California Highway Patrol (CHP); b. Regulations of the Americans with Disabilities Act (ADA); C. Require that vehicle which fail to meet the standards:
a. Be immediately removed from service; and
b. Be re-inspected before they are eligible to be used to provide transportation services for clients under this Agreement, for the specific mode for which they were removed.

D. Provide PADHC with a preliminary schedule of inspections within the first thirty (30) days of the Agreement’s start date and by July 1 thereafter.

E. Inspect all vehicles to ensure that all regulatory requirements are met prior to their initial use under this Agreement.

F. All vehicles used in the performance of this Agreement shall meet or exceed the following requirements, and at a minimum shall have:
a. Two-way communication system;
b. Electronic devise capable of providing a digital driver’s manifest and digital communication with dispatch and clients;
c. Climate control system adequate for the heating and ventilation needs of both the driver and passengers.
d. Functioning, clean, and accessible seat belts for each passenger seat position.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
e. Functioning door handles on all doors;
f. An accurate speedometer and odometer;
g. Functioning interior light(s) within the passenger compartment; h. Adequate sidewall and ceiling coverings;
i. Two exterior side view mirrors, one on each side of the vehicle; j. One interior mirror for monitoring the passenger compartment; k. Clean exteriors that are free of broken mirrors or windows, excessive grime, rust, chipped paint or major dents that detract from the overall appearance of the vehicle;
l. Clean interiors that are free from torn upholstery or floor covering, damaged or broken seats, protruding sharp edges and free of dirt, oil, grease, or litter; m. A bottom seat cushion for each seat;
n. Wheelchair or personal mobility device securement system; o. Capability of securing child safety seats that meet applicable state and federal guidelines.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exhibit E – Driver Standards and Expectations
CITY shall ensure that all drivers:

A. Act in a professional manner at all times, and are appropriately licensed, qualified, competent, and courteous.

B. Protect client confidentiality, avoid offensive language/topics, maintain an appropriate professional relationship, and treat clients with respect; C. Wear, or have visible, easy-to-read proper identification; D. Be clean and maintain a neat appearance at all times; E. Exit the vehicle to open and close vehicle doors when passengers enter or exit the vehicle;
F. Provide assistance as necessary to or from the main door of the place of destination; G. Identify and announce their presence at the specified pick-up location. If a curbside pick-up is not apparent or appropriate drivers shall announce their presence to facility staff;
H. Assist the passengers in being seated, including the fastening of the seat belt when necessitated by the client’s condition or if requested; I. Confirm, prior to allowing any vehicle to proceed that:
i. Passengers are properly secured by their seat belts
ii. Wheelchairs are properly secured to the vehicle
iii. Passengers in wheelchairs are properly secured to their chairs J. Provide an appropriate level of assistance to clients when requested, as noted in the client’s file, or when necessitated by the clients by the client’s mobility status and personal condition, including:
i. Curb-to-curb

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
ii. Door-to-door
iii. Door-through-door
iv. Hand-to-hand
K. Provide support and direction to passengers as required by the client’s mobility status and physical condition.

L. Drivers or driver’s assistants shall not:
i. Make sexually implicit or explicit comments, or solicit sexual favors, or engage in sexual activity.
ii. Respond to or encourage a passenger's sexually implicit or explicit comments, or solicitation of sexual favors, or attempted engagement in sexual activity. iii. Solicit or accept controlled substances, alcohol, or medications from clients or passengers.
iv. Solicit or accept money or other items of value from clients or passengers. v. Use alcohol, narcotics, or controlled substances, or be under their influence while on duty. Prescribed medication or other substances which have the potential to adversely affect job performance can be used by a driver as long as:
vi. Eat food or consume any beverage, other than water in a closed container, while operating the vehicle or while involved in client assistance. vii. Give food or beverages to clients.
viii. Smoke in the vehicle.
ix. Wear any type of headphones while on duty.
x. Be responsible for passenger’s personal items.
xi. Attempt to influence or restrain clients, their families/Guardians, or medical providers from making complaints or reports regarding transportation. This includes refusing to give contact information.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
xii. Attempt to influence clients, their families/Guardians, or medical providers to obtain additional business.

M. Drivers have a valid driver’s license.

N. Each driver performing transportation services under this Agreement receives the following recommended training in addition to the required training:
i. Passenger assistance training;
ii. Fire suppression;
iii. Defensive driving.

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exhibit F – Transportation Performance Standards
CITY shall comply with the transportation performance standards as presented in this exhibit.

1. Pickup Wait Time
The average waiting time for a scheduled pickup going to an Appointment shall not exceed fifteen (15) minutes. Actual waiting time shall be thirty (30) minutes or less. A client, under no circumstances, shall arrive more than thirty (30) minutes prior to Appointments, unless this is done at the client’s request.

2. Drop-off Time
The CITY shall ensure clients arrive on-time for their Appointments. The CITY shall ensure that clients are not delayed in arriving at a medical Appointment due to a delay caused by either the CITY or a subcontractor provider.

3. Return Trip Wait Time
The average waiting time for a scheduled return trip, after an Appointment, shall not exceed thirty (30) minutes.

4. Will-Call
Will-Call trips are not held to the standards listed above. Clients choosing Will-Call services shall be directly notified by the CITY of the possibility of significantly longer wait times. Will-Call trips, being immediate in nature, may result in the availability of fewer resources.

5. Trip Length
In normal driving conditions clients shall not remain in the vehicle for more than fortyfive (45) minutes longer than the average travel time for transportation for an individual client using that mode, from the point of pick-up to the destination. The CITY shall require the dispatcher/provider to notify the CITY of any delay more than forty-five (45) minutes, the alternative schedule, and any alternate pick-up arrangements in these situations.

6. Exceptions

MOU Between CITY and Porterville Adult Day Health Care Center Transportation Services
Exceptions to the above times may be made for trips with pick-up or destinations outside the client’s local service region. Exceptions may be due to unusual situations such as exceptional distances in rural areas or other situations beyond the control of the CITY.

Item No. 11.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Approval of Community Civic Event — Parenting Network "Grilling with Families" Event
SOURCE: Finance
COMMENT: The Parenting Network is requesting approval to hold the “Grilling with Families” event on Saturday, June 13, 2026, at Zalud Park from 11:00 a.m. to 1:00 p.m. This event will serve as the kickoff of the Summer Night Lights Step Up event series. An Outside Amplifier Permit has been approved for the duration of the event.

The request has been submitted in accordance with Community Civic Events Ordinance No. 1326, as amended. The application has been reviewed by all required City departments, and all applicable requirements and conditions are outlined in the Application and Agreement, including Exhibit A, Exhibit B, and the Outside Amplifier Permit.

This family-oriented community event will provide opportunities for residents to participate in games and enjoy refreshments in a safe and organized environment.

RECOMMENDATION: That the City Council approve the Community Civic Event Application submitted by Parenting Network for the “Grilling with Families” event on June 13, 2026, at Zalud Park, subject to the restrictions and requirements contained in the Application and Agreement, Exhibit A, Exhibit B, and the Outside Amplifier Permit.

ATTACHMENTS: 1. Community Civic Event Application and Agreement, Exhibit A, Exhibit B, Map, Outside Amplifier Permit, and Certificate of Liability Insurance.

Appropriated/Funded:

Item No. 11.

Review By:

Department Director:

Janie Rodriguez, Finance Director
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk

Item No. 12.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Approval of Community Civic Event Application — Comisión Honorífica Mexicana Americana “Annual Cinco de Mayo Parade and Sunday Fiesta” Event SOURCE: Finance
COMMENT: The Comisión Honorífica Mexicana Americana, Inc. (CHMA) is requesting approval to conduct the “Annual Cinco de Mayo Parade and Sunday Fiesta” on Saturday, May 2, 2026, and Sunday, May 3, 2026.

The event will include a parade along Main Street on Saturday, May 2, 2026, from 10:00 a.m. to 12:00 p.m., followed by a community fiesta at Veterans Park on Sunday, May 3, 2026, from 10:00 a.m. to 7:00 p.m. The Sunday event will include live music, vendors, and community activities. An Outside Amplifier Permit has been approved for the fiesta from 12:00 p.m. to 7:00 p.m. on May 3, 2026.

The event will require temporary street closures within the downtown area for the parade route, as well as coordination of public safety, traffic control, and event operations.

The request has been submitted in accordance with Community Civic Events Ordinance No. 1326, as amended, and has been reviewed by all required City departments. All applicable requirements and conditions are outlined in the Application and Agreement, including Exhibit A, Exhibit B, Exhibit C, and the Outside Amplifier Permit.

This event represents a longstanding cultural tradition in the Porterville community, bringing residents together to celebrate and participate in cultural and community activities in a safe and organized environment.

RECOMMENDATION: That the City Council approve the Community Civic Event Application submitted by Comisión Honorífica Mexicana
Americana, Inc. for the “Annual Cinco de Mayo Parade and Sunday Fiesta” Event on May 2 and 3, 2026, at Main Street and Veterans Park, subject to the restrictions and requirements contained in the Application and Agreement, Exhibit A, Exhibit B, Item No. 12.

Exhibit C, and the Outside Amplifier Permit.

ATTACHMENTS: 1. CCE Application and Agreement, Exhibit A, Exhibit B, Exhibit C, Outside Amplifier Permit, Map, and Certificate of Liability Insurance
Appropriated/Funded:

Review By:

Department Director:

Janie Rodriguez, Finance Director
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk

Item No. 13.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Approval of Community Civic Event — Tulare County Junior Livestock Show and Community Fair “Porterville Fair” Event
SOURCE: Finance
COMMENT: The Tulare County Junior Livestock Show and Community Fair is requesting approval to utilize the City’s ten (10) acre site adjacent to the fairgrounds for carnival operations during the annual “Porterville Fair” event, scheduled for May 13 through May 17, 2026.

At its meeting on April 15, 2014, the City Council approved the Fair Board’s request to allow patrons to purchase and consume alcoholic beverages outside the designated beer garden area. Exhibit B incorporates the conditions and requirements of the Porterville Police Department for the establishment of a beer garden and the sale and consumption of alcoholic beverages both within and outside of the designated area.

The request has been submitted in accordance with Community Civic Events Ordinance No. 1326, as amended, and has been reviewed by all required City departments. All applicable safety, security, and operational requirements have been incorporated into the event conditions and are outlined in the Application and Agreement, including Exhibit A, Exhibit B, Exhibit C, and the Outside Amplifier Permit.

The Porterville Fair remains a longstanding community tradition that brings residents and visitors together to enjoy community-oriented entertainment and activities.

RECOMMENDATION: That the City Council approve the Community Civic Event Application submitted by the Tulare County Junior Livestock Show and Community Fair for the “Porterville Fair” event from May 13 to May 17, 2026, subject to the restrictions and requirements contained in the Application and Agreement, Exhibit A, Exhibit B, Exhibit C, and the Outside Amplifier Permit.

Item No. 13.

ATTACHMENTS: 1. CCE Application and Agreement, Exhibit A, Exhibit B, Exhibit C, Outside Amplifier Permit, Map, and Certificate of Liability Insurance
Appropriated/Funded:

Review By:

Department Director:

Janie Rodriguez, Finance Director
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk

Item No. 14.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Consideration of Proposed Enhancements to the 45th Annual Flag Day Ceremony
SOURCE: City Manager's Office
COMMENT: The Mayor has requested that the City Council consider placing an item on the May 5, 2026 City Council agenda to enhance the 45th Annual Flag Day Ceremony by incorporating additional community activities in recognition of America’s 250th anniversary and the City of Porterville’s 100th anniversary.

In accordance with City Council procedures, items requested by the Mayor or a City Council Member are first placed on the Consent Calendar for approval to be scheduled for a future City Council meeting. If approved, the item will be placed on a subsequent agenda under Scheduled Matters for formal discussion and consideration.

The City of Porterville will host its 45th Annual Flag Day Ceremony on June 14, 2026, a longstanding community tradition that honors the significance of the American flag and promotes civic pride.

The annual recognition of Flag Day in Porterville has historically included a ceremonial lowering of the previous year’s American flag and the raising of a new flag on the large flagpole located at Grocery Outlet, with the assistance of the Porterville Fire Department. The event has been supported by local organizations including the Elks Lodge, Porterville Exchange Club, SETCO, and American Legion Post 20. Past ceremonies have featured patriotic elements such as the posting of the colors, national anthem, City proclamation, guest speakers, a presentation on the history of the American flag, a rifle salute, and the playing of taps.

To commemorate these significant milestones and expand community engagement, the Mayor has proposed enhancements that may include additional evening activities following the traditional ceremony.

Preliminary concepts for the proposed enhancements include:
• Renting the Porterville Veterans Memorial Building to host a Item No. 14.
community-wide viewing of the UFC Freedom 250 event; and • Concluding the evening with a fireworks show at the end of the event.

The estimated cost for the proposed enhancements, including facility rental and the fireworks display, is approximately $15,000. A potential funding source for these enhancements is the City Council’s Special Purpose discretionary funds.

RECOMMENDATION: That the City Council:

1. Approve placement of the proposed enhancements to the 45th Annual Flag Day Ceremony on the May 5, 2026 City Council agenda under Scheduled Matters; and

2. Provide any direction, if desired.

ATTACHMENTS:

Appropriated/Funded:

Review By:

Department Director:

Donnie Moore, Deputy City Manager
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk Item No. 15.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Authorization to Schedule a Public Hearing for the AB 2561 Vacancy Report SOURCE: Administrative Services
COMMENT: California State Assembly Bill (AB) 2561, effective January 1, 2025, establishes new requirements for public agencies to report on job vacancies and recruitment and retention efforts. The law requires agencies to present this information at a public hearing before the governing body at least once per fiscal year and prior to the adoption of the final budget.

In addition, if job vacancies within a single bargaining unit meet or exceed 20% of the total authorized full-time positions, the City must, upon request of the recognized employee organization, provide additional specified information during the public hearing.

Currently, no bargaining unit meets or exceeds the 20% vacancy threshold. A comprehensive vacancy report will be presented at the scheduled public hearing.

Scheduling this public hearing ensures compliance with State law and promotes transparency regarding workforce conditions and service delivery capacity.

RECOMMENDATION: That the City Council authorize staff to schedule a Public Hearing on May 5, 2026, to review the vacancy report and receive public comment in compliance with AB 2561.

ATTACHMENTS: 1. Bill Text - AB-2561 Local public employees-vacant positions Appropriated/Funded:

Review By:

Department Director:

Yuliana Andrade, Administrative Services Director
Item No. 15.

Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk SHARE THIS: Date Published: 09/23/2024 09:00 PM
AB-2561 Local public employees: vacant positions. (2023-2024) Assembly Bill No. 2561
CHAPTER 409
An act to add Section 3502.3 to the Government Code, relating to public employment. [ Approved by Governor September 22, 2024. Filed with Secretary of State September 22, 2024. ]

LEGISLATIVE COUNSEL'S DIGEST
AB 2561, McKinnor. Local public employees: vacant positions.

Existing law, the Meyers-Milias-Brown Act (act), authorizes local public employees, as defined, to form, join, and participate in the activities of employee organizations of their own choosing for the purpose of representation on matters of labor relations. The act requires the governing body of a public agency to meet and confer in good faith regarding wages, hours, and other terms and conditions of employment with representatives of recognized employee organizations and to consider fully presentations that are made by the employee organization on behalf of its members before arriving at a determination of policy or course of action.

This bill would, as specified, require a public agency to present the status of vacancies and recruitment and retention efforts at a public hearing at least once per fiscal year, and would entitle the recognized employee organization to present at the hearing. If the number of job vacancies within a single bargaining unit meets or exceeds 20% of the total number of authorized full-time positions, the bill would require the public agency, upon request of the recognized employee organization, to include specified information during the public hearing. By imposing new duties on local public agencies, the bill would impose a state-mandated local program. The bill would also include related legislative findings.

The California Constitution requires local agencies, for the purpose of ensuring public access to the meetings of public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends or enacts laws relating to public records or open meetings and contains findings demonstrating that the enactment furthers the constitutional requirements relating to this purpose.

This bill would make legislative findings to that effect.

The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.

This bill would provide that no reimbursement shall be made pursuant to these statutory provisions for costs mandated by the state pursuant to this act, but would recognize that a local agency or school district may pursue any available remedies to seek reimbursement for these costs.

Vote: majority Appropriation: no Fiscal Committee: yes Local Program: yes Home Bill Information California Law Publications Other Resources My Subscriptions My Favorites 5/19/25, 12:54 PM Bill Text - AB-2561 Local public employees: vacant positions. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240AB2561 1/3 THE PEOPLE OF THE STATE OF CALIFORNIA DO ENACT AS FOLLOWS:

SECTION 1. The Legislature finds and declares as follows:
(a) Job vacancies in local government are a widespread and significant problem for the public sector affecting occupations across wage levels and educational requirements. (b) High job vacancies impact public service delivery and the workers who are forced to handle heavier workloads, with understaffing leading to burnout and increased turnover that further exacerbate staffing challenges.
(c) There is a statewide interest in ensuring that public agency operations are appropriately staffed and that high vacancy rates do not undermine public employee labor relations.

SEC. 2. Section 3502.3 is added to the Government Code, to read:
3502.3. (a) (1) A public agency shall present the status of vacancies and recruitment and retention efforts during a public hearing before the governing board at least once per fiscal year. (2) If the governing board will be adopting an annual or multiyear budget during the fiscal year, the presentation shall be made prior to the adoption of the final budget. (3) During the hearing, the public agency shall identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process. (b) The recognized employee organization for a bargaining unit shall be entitled to make a presentation at the public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts for positions within that bargaining unit.
(c) If the number of job vacancies within a single bargaining unit meets or exceeds 20 percent of the total number of authorized full-time positions, the public agency shall, upon request of the recognized employee organization, include all of the following information during the public hearing:
(1) The total number of job vacancies within the bargaining unit. (2) The total number of applicants for vacant positions within the bargaining unit. (3) The average number of days to complete the hiring process from when a position is posted. (4) Opportunities to improve compensation and other working conditions. (d) This section shall not prevent the governing board from holding additional public hearings about vacancies. (e) The provisions of this section are severable. If any provision of this section or its application is held invalid, the invalidity shall not affect other provisions or applications that can be given effect without the invalid provision or application.
(f) For purposes of this section, “recognized employee organization” has the same meaning as defined in subdivision (a) of Section 3501.

SEC. 3. The Legislature finds and declares that Section 2 of this act, which adds Section 3502.3 to the Government Code, furthers, within the meaning of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the purposes of that constitutional section as it relates to the right of public access to the meetings of local public bodies or the writings of local public officials and local agencies. Pursuant to paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the following findings:

It is in the public interest, and it furthers the purposes of paragraph (7) of subdivision (b) of Section (3) of Article I of the California Constitution, to ensure that information concerning public agency employment is available to the public.

SEC. 4. No reimbursement shall be made pursuant to Part 7 (commencing with Section 17500) of Division 4 of Title 2 of the Government Code for costs mandated by the state pursuant to this act. It is recognized, however, that a local agency or school district may pursue any remedies to obtain reimbursement available to it under Part 7 (commencing with Section 17500) and any other law.
5/19/25, 12:54 PM Bill Text - AB-2561 Local public employees: vacant positions. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240AB2561 2/3 Item No. 16.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Approval of the 2026/2027 Community Development Block Grant (CDBG) Action Plan
SOURCE: Community Development
COMMENT: The U.S. Department of Housing and Urban Development (HUD) requires all Community Development Block Grant (CDBG) entitlement jurisdictions to prepare and submit an Annual Action Plan identifying the proposed use of federal funds.

The City of Porterville’s 2025–2029 Consolidated Plan was previously adopted by the City Council and approved by HUD. The proposed 2026/2027 Action Plan represents the second-year implementation of that plan and must be submitted to HUD at least forty-five (45) days prior to the start of the program year.

The Action Plan outlines how the City will invest $655,251 in CDBG entitlement funds, along with program income, during Fiscal Year 2026/2027 (July 1, 2026 through June 30, 2027) to address priority needs of low- and moderate-income residents.

The proposed programs focus on expanding and preserving affordable housing, supporting homelessness services, improving public facilities and infrastructure, and enhancing economic development opportunities.

The proposed funding allocations are as follows:

Administration $131,050.20
Navigation Center Operations $52,000.00
CCFC – Homeless Outreach Program (HOP) $4,000.00
Case Management for Permanent Supportive Housing (FSTC) $15,000.00 LINC Services (KTHA) $5,000.00
First-Time Low-Income Homebuyer Program $85,000.00
Homebuyer Education $2,000.00
Owner-Occupied Housing Rehabilitation $15,000.00
Parks Improvement Program $311,200.80
Item No. 16.

Business Assistance $15,000.00
Fair Housing Program $20,000.00
Total Funding $655,251.00
These allocations reflect a balanced investment strategy aligned with community needs identified through outreach efforts and federal program objectives.

The City conducted a comprehensive citizen participation process, including a community meeting, a public hearing before the CDBG Citizens’ Advisory and Housing Opportunity Committee, and a 30-day public review and comment period. The public review period concluded prior to this hearing, and no public comments were received as of the preparation of this report.

Funding for the proposed activities is fully supported by federal CDBG entitlement funds and program income; no General Fund contribution is required.

RECOMMENDATION: That the City Council:

1. Conduct a Public Hearing to receive public testimony regarding the 2026/2027 Community Development Block Grant (CDBG) Action Plan;

2. Adopt the resolution approving the 2026/2027 Community Development Block Grant (CDBG) Action Plan; and

3. Authorize the City Manager to submit the Action Plan to the U.S. Department of Housing and Urban Development (HUD), subject to final approval by the City Attorney.

ATTACHMENTS: 1. 2026-2027 CDBG Action Plan Draft Resolution

2. 2026-2027 CDBG Draft Action Plan
Appropriated/Funded:

Review By:

Department Director:

Claudia Calderon, Community Development Director
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk RESOLUTION NO. ___-2026

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PORTERVILLE APPROVING THE 2026/2027 ACTION PLAN AND PROPOSED USE OF

COMMUNITY DEVELOPMENT BLOCK GRANT FUNDS
BE IT HEREBY RESOLVED that the City Council of the City of Porterville does hereby approve the 2026/2027 Action Plan, attached as Exhibit A, and proposed use of Community Development Block Grant Funds with a 2026 Program Year Entitlement Allocation as follows:

Administration $131,050.20
Navigation Center Operations $52,000.00
CCFC – HOP Outreach $4,000.00
Case Management for PSH-FSTC $15,000.00
LINC Services-KTHA $5,000.00
First-Time Low-Income Homebuyer $85,000.00
Homebuyer Education $2,000.00
Owner-Occupied Housing Rehab $15,000.00
Parks Improvement Program $311,200.80
Business Assistance $15,000.00
Fair Housing Program $20,000.00
Total Funding $655,251.00
PASSED, APPROVED AND ADOPTED this 21st day of April, 2026. _________________________________
Greg Meister, Mayor
ATTEST:

Richard Tree, City Clerk
BY __________________________________
Fernando Gabriel-Moraga,
Chief Deputy City Clerk

EXHIBIT A
2026/2027 CDBG ACTION PLAN
(Provided as separate attachment to staff report)

CITY OF PORTERVILLE

COMMUNITY DEVELOPMENT BLOCK GRANT
2026-2027 ANNUAL ACTION PLAN

ENTITLEMENT APPLICATION
DRAFT
MAY 2026
2026/2027 CDBG Annual Action Plan 2
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
As an entitlement jurisdiction, HUD requires that the City prepare an annual Action Plan (AP) to report on the distribution of federal funding and a Consolidated Annual Performance Consolidated Plan Evaluation Report (CAPER) to identify the City’s progress in meeting the goals discussed in the Consolidated Plan’s Strategic Plan and Action Plan. This Annual Action Plan covers the fiscal year July 1, 2026 through June 30, 2027.

Five Year Goals: The 2025-2029 Consolidated Plan goals below represent high priority needs for the City and serve as the basis for the strategic actions the City will use to meet these needs. The goals, listed in no particular order, are:
• Assist in the creation and preservation of affordable housing opportunities • Support activities to prevent and end homelessness
• Support activities that strengthen neighborhoods
• Expand economic development and employment opportunity programs

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The Action Plan incorporates outcome measures identified in the Consolidated Plan. Activities are selected in accordance with the Federal Register Notice dated March 7, 2006, which require the following Performance Measure Objectives/Outcomes to be associated with each activity funded (Table AP-05_2 reflects the goals Name and Description):

General Objective Categories: Activities will meet one of the following:

Decent Housing (DH)
A Suitable Living Environment (SL)
Economic Opportunity (EO)
Outcome Categories: Activities will meet one of the following:

Availability/Accessibility
Affordability
Sustainability
2026/2027 CDBG Annual Action Plan 3
1 Goal Name Planning and Administration
Goal
Description
General Administrative funds will pay reasonable program administrative costs and carrying charges related to the planning and execution of community development activities.

Administering federal funds and ensuring compliance are critical for utilizing Federal resources.

Porterville is committed to using CDBG entitlement funding for administration to help operate an efficient, effective, and resourceful community development program.

Porterville may have administration projects that include, but are not limited to:
• General management, oversight, and coordination
• Providing local officials and citizens with information about the CDBG program • Preparing budgets and schedules
• Preparing reports and other HUD-required documents
• Program planning
• Public Information
• Monitoring program activities
• Fair Housing activities
2 Goal Name Public Services
Goal
Description
Public services are an integral part of a comprehensive community development strategy. Public Service activities provide a wide range of activities that address needs in the community provided for the target population. Public services can strengthen communities by addressing the needs of specific populations. They can address a range of individual needs and increase the impact of CDBG dollars by complementing other activities.

The City of Porterville may allocate up to 15% of CDBG funds to public services programs that provide supportive services to low- to moderate-income persons or prevent homelessness. In general, these services are provided by local non-profit partners. This funding is capped at 15% of the CDBG entitlement plus program income.

Porterville's goal to improve and provide public services may include but is not limited to:
• Employment services
• Child care
• Health services
• Substance use services
• Fair housing counseling
• Education programs
• Energy conservation
• Services for homeless persons
• Services for seniors
2026/2027 CDBG Annual Action Plan 4
3 Goal Name Housing
Goal
Description
The City prioritized goals and objectives for using CDBG funding to strategically and effectively benefit low- and moderate-income residents by increasing access to decent housing and creating a suitable living environment while expanding economic opportunities for LMI persons.

Porterville is committed to improving and expanding access to safe and affordable housing for low- and moderate-income (LMI) residents. Affordable and safe housing helps to provide financial stability, reduces the chances of a person becoming homeless, and promotes housing sustainability.

Porterville's projects to improve housing sustainability may include, but are not limited to:
• Homeownership Assistance
• Rehabilitation (single-unit residential and/or multi-family residential) • Energy efficiency improvements
• The administrative cost for rehabilitation activities • Lead-based paint testing/abatement
• Housing Counseling and/or classes
4 Goal Name Public Facilities and Infrastructure Improvements Goal
Description
Public Infrastructure Improvements will focus on safe and accessible infrastructure essential to the quality of life and building communities that support community diversity and stability.

Public infrastructure improvements will generally include the acquisition, construction, reconstruction, and installation of public infrastructure.

Porterville's goal to improve and expand public infrastructure may include, but is not limited to:
• Park Improvements
• ADA Improvements
• Sidewalks
Public Facilities and Improvements are publicly-owned facilities and infrastructure such as playgrounds, underground utilities, and buildings owned by nonprofits open to the general public. Safe and accessible infrastructure is essential to the quality of life and building communities that support community diversity and stability. Public facilities and public improvements are generally interpreted to include all facilities and improvements that are publicly owned or owned by a nonprofit and open to the general public. Acquisition, construction, reconstruction, rehabilitation, and installation of public facilities and improvements are eligible activities.

Porterville's goal to improve and expand public facilities may include, but is not limited to:
• Youth Facilities
• Homeless and Domestic Violence Facilities
• Neighborhood Facilities
• Health Facilities
2026/2027 CDBG Annual Action Plan 5
5 Goal Name Economic Development Business Assistance
Goal
Description
The City of Porterville is committed to assisting microenterprises and small businesses succeed.

Porterville will assist qualifying microenterprise businesses and provide loans for job creation/retention for primarily small qualifying companies.

The ability to build strong communities through business assistance remains a priority. By assisting eligible microenterprises and businesses the City of Porterville will help owners and workers build a more sustainable and self-sufficient future.

Underwriting all loans for job creation/retention will help ensure a sustainable program into the future.

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

The City is responsible for ensuring compliance with all rules and regulations associated with the CDBG entitlement grant programs. The City’s Annual Action Plans and CAPERs have provided many details about the goals, projects, and programs completed by the City over the past 44 years. The City recognizes that the evaluation of past performance is critical to ensure the City and its sub-recipients are implementing activities effectively and that those activities align with the City’s overall strategies and goals. The production of programs and systems are evaluated annually. Goals for future projects are set by the evaluation and the success of existing programs as well as the evaluation of the needs that exist in the community. As funding becomes available, the City will look for ways to improve living conditions, eliminate slum and blight, and improve public facilities.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

To maximize participation in the preparation of the 2026/2027 Action Plan, the City held a community meeting on November 1, 2025, designed and administered a community needs survey, held a first public hearing on February 24, 2026, held a second public hearing on April 21, 2026, and conducted outreach by email, social media, partner meetings and committee meetings. The purpose was to inform and seek input on the City’s housing and community development needs and proposed use of funds to achieve objectives, priorities, and actions for addressing those needs during FY 2026/2027. Views obtained during these meetings were considered for the final Action Plan.

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

Community Meeting November 1, 2025
Community feedback received during the community meeting and surveys prior to the first public hearing, was for continued support of existing programs and prioritization of funding for homelessness, affordable housing, strengthening neighborhoods and business assistance 2026/2027 CDBG Annual Action Plan 6
respectively. No public comments were made; however public support of existing programs was exhibited through an exercise where attendees were able to indicate where they think the City should prioritize its 26/27 CDBG funds.

CDBG Advisory and Housing Committee Meeting and Public Hearing February 24, 2026 Surveys responses received prior to the first public hearing favored continued support of existing programs, and identified a community need for programs in the categories of homelessness prevention, affordable housing, and strengthening neighborhoods.

The committee evaluated the proposed budget and use of funds at the meeting and made its final determinations for funding found in this document to be presented to the City Council at the second public hearing on April 21, 2026.
30-Day Public Review & Comment Period
(To be updated at end of comment period)
Public Hearing April 21, 2026
(To be updated at end of comment period)
Community Outreach
Notices regarding the community survey, comment period and meetings were displayed in the City Hall lobby via an electronic monitor. Additionally, information and invitations to participate in the Action Plan were made on various City social media accounts and at virtual and in person meetings held by partner agencies.

Social media posts reached 30,870 people, while 753 were reached via email and 827 contacts via the City’s E-Newsletter.

Survey Results
A Community Survey was distributed electronically at virtual meetings and in person meetings and outreach events referenced in the community outreach section above, via the survey link and publicized on social media. Paper copies were available at the public counter of City Hall, at community and partner meetings and events. Total number of surveys received was 216. A summary of those responses will be included in Appendix 1 before submission to HUD.

6. Summary of comments or views not accepted and the reasons for not accepting them There were no comments rejected.

7. Summary
The 2026/27 Action plan follows the established 2025-2029 Goals, and takes into account new comments from the Community Development Block Grant Advisory and Housing Opportunity Committee recommendation to City Council as well as any other public comments received during the development of the plan.
2026/2027 CDBG Annual Action Plan 7
Attachment 1
2026/2027 CDBG Annual Action Plan 8
PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency PORTERVILLE Community Development
Department
CDBG Administrator PORTERVILLE Community Development
Department
Table 1 – Responsible Agencies
Narrative (optional)
The City of Porterville (City) is the Lead Agency for the United States Department of Housing and Urban Development (HUD) entitlement programs. The City's Department of Community Development is responsible for administering the funds it receives under the Community Development Block Grant (CDBG).

Consolidated Plan Public Contact Information
Community Development Department
Claudia Calderon
Community Development Director
291 N. Main Street
Porterville, CA 93257
(559) 782-7460
2026/2027 CDBG Annual Action Plan 9
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City conducted a thorough outreach effort, consulting with stakeholders of the City to assess needs, set goals and strategize for implementing the Action Plan. It focused on engaging community residents, beneficiaries of entitlement funds, and stakeholders of the City. The City held a community meeting on November 1, 2025, to introduce the annual Action Plan Planning process to members of the public and gather information regarding the community’s top priorities. The City of Porterville Community Development Block Grant (CDBG) Citizens’ Advisory and Housing Opportunity Committee held a public hearing on February 24, 2026, to obtain the views of citizens, public agencies, and other interested parties on the City’s housing and community development needs and proposed use of funds to achieve objectives, priorities and actions for addressing those needs during Fiscal Year 2026/27. The City also conducted a Community Survey to gather input from community residents and stakeholders of the City. The survey asked participants to identify the greatest needs and priorities in the City that could be addressed through entitlement funding programs and to provide feedback on the use of those funds and to comment on existing programs. The survey, as well as notice of the community meeting and public hearings were posted to the City’s social media accounts. Additionally, the City Council held a second public hearing at its meeting on April 21, 2026.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City reached out to a number of agencies, worked collaboratively with public officials, City departments, community residents, stakeholders, and beneficiaries of entitlement funds to seek input on the priorities and strategies included in this Action Plan and further strengthen the dialogue between public and assisted housing providers and private and governmental health, mental health and service agencies that receive federal funding. A list of the agencies who were consulted, including how they participated, is included in Table 2.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The Kings/Tulare County Continuum of Care (Alliance) is made up of a group of advocates, public agencies, homeless individuals, and service providers with the purpose of confronting the needs of the homeless population within the Kings and Tulare County regions. The City of Porterville continues to be an active participant in the monthly Alliance meetings, with the purpose of enhancing coordination between organizations, disseminating knowledge on best practices, and developing a stronger understanding of the needs of the homeless population within both counties. The Alliance also works to reduce duplication of such services and to improve service delivery to individuals experiencing homelessness. Furthermore, in adherence to the institutional 2026/2027 CDBG Annual Action Plan 10
delivery system, the City financially supports the Alliance, which is recognized as a 501(c)(3) organization of partners. The Alliance implements a coordinated entry and assessment system called Every Door Open, to serve both counties. The system’s purpose is to help at-risk or current homeless people by prioritizing the most vulnerable homeless people, including the chronically homeless, veterans, families with children, and unaccompanied minors, obtain necessary services.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City does not receive Emergency Solutions Grant funds; however, the City is a member of the local Continuum of Care and participates in the meetings when funding priorities are being set for ESG funds and provides comments on the process, rating and ranking, and outcomes of programs funded with ESG.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
Table 2 – Agencies, groups, organizations who participated 2026/2027 CDBG Annual Action Plan 11
1 Agency/Group/Organization Allstate
Agency/Group/Organization Type Services - Insurance
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of community survey and
invited to attend community
meeting and public hearings.
2 Agency/Group/Organization Alta Vista Elementary School District
Agency/Group/Organization Type Services- Education
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
3 Agency/Group/Organization AMVETS
Agency/Group/Organization Type Services – Health, education and employment
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
4 Agency/Group/Organization Bank of the Sierra
Agency/Group/Organization Type Services- Financial
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
5 Agency/Group/Organization Burton Unified School
District
Agency/Group/Organization Type Services- Education
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
6 Agency/Group/Organization California Senate
Agency/Group/Organization Type Government – District
Representative
2026/2027 CDBG Annual Action Plan 12
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
7 Agency/Group/Organization CASA of Tulare County
Agency/Group/Organization Type Services – Foster Youth
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
8 Agency/Group/Organization CDBG Advisory and Housing
Opportunity Committee
Agency/Group/Organization Type Government - Committee
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of community survey and
invited to attend community
meeting and public hearings.
9 Agency/Group/Organization Central CA Legal Services
Agency/Group/Organization Type Services - Legal
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of community survey and
invited to attend community
meeting and public hearings.
10 Agency/Group/Organization City of Porterville
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Employees were notified of
community survey and
invited to attend community
meeting and public hearings.

Additionally, specific
departments and division
were consulted as part of the
AP planning process.
11 Agency/Group/Organization Community Services
Employment Training (CSET)
2026/2027 CDBG Annual Action Plan 13
Agency/Group/Organization Type Services – Housing
Services-Elderly Persons
Services-homeless
Services-Education
Services-Employment
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearings,
and participated in the
survey.
12 Agency/Group/Organization Employment Connection
Agency/Group/Organization Type Services – Employment
Services – Education
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of meetings and hearings,
and invited to participate in
the survey.
13 Agency/Group/Organization Employment Development
Department
Agency/Group/Organization Type Services – Employment
Services – Education
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of meetings and hearings,
and invited to participate in
the survey.
14 Agency/Group/Organization Family Healthcare Network
Agency/Group/Organization Type Services – health
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey. A representative
attended the community
meeting and the 1st Public
Hearing.
15 Agency/Group/Organization Finca Serena – Up Holdings

CA, LLC
Agency/Group/Organization Type Developer – Affordable
Housing
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
2026/2027 CDBG Annual Action Plan 14
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
16 Agency/Group/Organization First American Title
Agency/Group/Organization Type Services- Title
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
17 Agency/Group/Organization Housing Authority of Tulare County
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Public Housing Needs Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
A representative was
contacted by email to provide
updated information
regarding public housing for
the 24/25 Action Plan and
notified of public hearings
and invited to attend.
18 Agency/Group/Organization Kings/Tulare Homeless
Alliance
Agency/Group/Organization Type Services-homeless
Services – Health, Children,
Housing, Domestic Violence,
Persons w/Disabilities,
Behavioral Health and Human
Services
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families
with children
Homelessness Needs -
Veterans
Homelessness Needs -
Unaccompanied youth
Homelessness Strategy
2026/2027 CDBG Annual Action Plan 15
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearings and
were invited to participate in
the survey. Members include:

Anthem Blue Cross,
AspiraNet, BAART Programs,
Central California Family
Crisis Center, Homeless
Outreach Project, Community
Connect, Family Services of
Tulare County, Food Link of
Tulare County, Kings View,
LOVE Inc., LINC Committee,
Kings View, Uplift Family
Services, and Westcare
19 Agency/Group/Organization Parenting Network
Agency/Group/Organization Type Services- children
Services- people with
disabilities
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
20 Agency/Group/Organization Porterville Area Coordinating Council (PACC)
Agency/Group/Organization Type Community Services
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of meetings and hearing and
invited to participate in the
survey.
21 Agency/Group/Organization Porterville Chamber of
Commerce
Agency/Group/Organization Type Economic Development
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey. Member organization
Leadership Porterville was
also contacted.
22 Agency/Group/Organization Porterville College
Agency/Group/Organization Type Services- education
2026/2027 CDBG Annual Action Plan 16
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
23 Agency/Group/Organization Porterville Unified School District
Agency/Group/Organization Type Services- education
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey. This includes a
representative from the
Porterville Adult School.
24 Agency/Group/Organization Proteus
Agency/Group/Organization Type Services- employment
Services- education
Community Services
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
25 Agency/Group/Organization Self-Help Enterprises
Agency/Group/Organization Type Services- Housing
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
26 Agency/Group/Organization Sequoia Family Medical
Center
Agency/Group/Organization Type Services- Health
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
27 Agency/Group/Organization Sierra View Medical Center Agency/Group/Organization Type Services- Health
2026/2027 CDBG Annual Action Plan 17
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey.
28 Agency/Group/Organization Tulare County
Agency/Group/Organization Type Services-Education
Other government – County
Services – Legal
Services – Health
Health Agency
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearing and
invited to participate in the
survey. This includes Tulare
County Early Childhood
Education, District 5
Supervisor, Tulare County
Public Defender, Tulare
County Health and Human
Services, and Tulare County
Mental Health.
29 Agency/Group/Organization Tulare County Economic
Development Corporation
Agency/Group/Organization Type Economic Development
Other government – County
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of meetings and hearing and
invited to participate in the
survey.
30 Agency/Group/Organization Tulare/Kings Hispanic
Chamber of Commerce
Agency/Group/Organization Type Economic Development
Services – Youth
Regulatory – Water
Services - Employment
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
2026/2027 CDBG Annual Action Plan 18
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearings,
and invited to participate in
the survey. Members include:

CASA of Tulare County,
Eastern Tule Groundwater
Sustainability Agency, and
Workforce Investment Board
31 Agency/Group/Organization United Way of Tulare County Agency/Group/Organization Type Services – Health
Services – Education
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearings,
and invited to participate in
the survey.
32 Agency/Group/Organization Veteran Affairs
Agency/Group/Organization Type Services – Health, education and employment
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representative was notified
of meetings and hearings,
and invited to participate in
the survey.
33 Agency/Group/Organization Walmart DC
Agency/Group/Organization Type Community Service
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearings,
and invited to participate in
the survey.
34 Agency/Group/Organization Workforce Investment Board of Tulare Co. (WIB)
Agency/Group/Organization Type Economic Development
What section of the Plan was addressed by Consultation? Current Programs and Community Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Representatives were notified
of meetings and hearings,
and invited to participate in
the survey.
2026/2027 CDBG Annual Action Plan 19
Identify any Agency Types not consulted and provide rationale for not consulting The City reached out to a diverse group of agencies, groups, and organizations for consultation during the City’s outreach period. These groups were also asked to participate in the community needs survey as well as share the survey with other stakeholders. It is possible that members from these organizations participated in the community needs survey, but it cannot be for certain since the survey remained anonymous. Overall, the City did not intentionally exclude any organization from participating.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care County of Tulare Connecting the Dots is a Ten-Year Plan to prevent and end homelessness in the Kings and Tulare County region. This effort is aligned with the Strategic Plans goal to support activities that prevent and end homelessness.

City of Porterville
2023-2031 6th Cycle
Housing Element
TCAG & City of
Porterville
The Housing Element (HE) identifies the housing needs of the community, goals, and objectives to address those
needs, and outlines the community efforts to pursue
specific policies and programs to achieve its goals and objectives. The Strategic Plan supports the Housing
Element’s plan to ensure that there is an adequate supply of affordable housing to meet the current and future needs of the population. On January 20, 2026, the City adopted its most recent update to the HE.

Regional
Transportation Plan
and Sustainable
Communities
Strategy
Tulare County
Association of
Governments
(TCAG)
Transportation and access to services is critical for LMI households. This plan considers both land use and
transportation together in a single, integrated planning process that accommodates regional housing needs and
projected growth. This aligns with promoting the creation of affordable housing opportunities for LMI and special needs households.
6 th Cycle Regional
Housing Needs Plan
for Tulare County
Tulare County
Association of
Governments
(TCAG)
This plan ensures that affordable housing is equitably
distributed throughout the region. RHNA is a statemandated process to identify the number of housing units that each local government must accommodate in the
Housing Element of its General Plan (Government Code
§65584) to ensure that there is an adequate supply of
affordable housing to meet the current and further needs of the population.

Pathway Home:

Responding to
Homelessness in
Tulare
Tulare County
Taskforce on
Homelessness
This plan is a regional effort intended to identify, develop, and implement innovative strategies to addressing
homelessness in Tulare County. This effort builds upon the Continuum of Care plan that supports activities that
prevent and end homelessness.
2026/2027 CDBG Annual Action Plan 20
Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Local Homeless
Action Plan
City of Porterville
& Tulare County
This plan is a regional effort intended keep local agencies informed of funding and activity as it pertains to addressing homelessness county-wide.

Table 3 – Other local / regional / federal planning efforts Narrative (optional)
Many organizations were consulted at community meetings, public hearings or by email to engage them in providing feedback. The survey link was also sent and asked to be shared amongst their constituents. Comments are accepted as anonymous to encourage participation. 2026/2027 Annual Action Plan 21
AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting To maximize participation in the preparation of the 2026/27 Action Plan, the City held a community meeting, designed and administered a community needs survey, held one public hearing and will hold a second public hearing on April 21, 2026, and conducted outreach by email, social media and electronic outreach. Additionally, announcements were made at the City’s firsttime homebuyer education classes and at partner meetings to inform attendees of the AP process and how they could participate. The purpose was to bring awareness and seek input on the City’s housing and community development needs and proposed use of funds to achieve objectives, priorities, and actions for addressing those needs during FY 2026/27. Views obtained during these hearings were considered for the final Action Plan and this section will be updated after the conclusion of the public review period if any new comments are received or additional citizen participation is completed.

Citizen Participation Outreach
2026/2027 Annual Action Plan 22
Sort
Order
Mode
of Outreach
Targetof O
utreach
Summaryof
response/attendance
Summaryof
commentsreceived
Summaryof c
omments not
accepted
and reasons
URL (If
applicable)
1 Public MeetingNon- targeted/broad community
An Action Plan community
meeting held on November
1, 2025. 2 Participants
attended.

No comments were
received.

No
comments
were
rejected at
the public
meeting.
2 Public HearingNon-targeted/broad community
1 st public hearing (February
24, 2026) there were 4 CDBG
Advisory Board Members and
2 City of Porterville staff
members.
2 nd public hearing (April 21,
2026) during a regular City
Council Meeting. Public
attendance consisted To be
updated after the 2nd public
hearing
1 st Public hearing
comment
summary: The
Committee
was presented with
community feedback
from the community
meeting and survey, and
they discussed
continuation of current
programs as well as
funding allocations.
2 nd Public hearing: To be
updated after the 2nd
public hearing
No
comments
were
rejected at
the
1 st public
hearing.

To be
updated
after the 2nd
public
hearing if any
comments
are received.
2026/2027 Annual Action Plan 23
Sort
Order
Mode
of Outreach
Targetof O
utreach
Summaryof
response/attendance
Summaryof
commentsreceived
Summaryof c
omments not
accepted
and reasons
URL (If
applicable)
3 Newspaper AdMinorities, Non-English Speaking (Spanish), Non-targeted/broad community A total of 4 newspaper ads
were sent to notify the public
about public hearings and
community meetings, which
included a timeline for Action
Plan development; 2 in
English and 2 in
Spanish.

No comments were
received.

No
comments
were
rejected.
4 Internet OutreachNon-targeted/broad community
Internet outreach was done
by email, City webpage, City
e-newsletter and social
media posts on Parks &
Leisure Services, Porterville
Library, cityofporterville_ca,
and Choose Porterville pages.

The community survey was
also made available online.

Based on statistics from
various City social media
accounts, 30,870 people
were reached. An additional
1580 contact were made via
email and the City’s enewsletter.

The total number of
survey responses
received (online and by
print) and a summary of
those responses will be
updated here and
included in Appendix 1 at
the conclusion of the
public review period.

No
comments
were
rejected.
5 Printed MaterialsMinorities, Non-English Speaking (Spanish), Non-targeted/broad community A paper copy of the survey in
Spanish and English was
available at the public
counter at City Hall, as well
as a copy of the 30-day draft
Action Plan for public review.

Flyers about meetings and
comment period were also
posted.

No comments were
received.

No
comments
were
rejected.
2026/2027 Annual Action Plan 24
Sort
Order
Mode
of Outreach
Targetof O
utreach
Summaryof
response/attendance
Summaryof
commentsreceived
Summaryof c
omments not
accepted
and reasons
URL (If
applicable)
6 Partner meetings
Non-targeted/broad
community
Announcements regarding
the Action Plan were made at
the following virtual
meetings held by partner
agencies: LINC Committee,
Tulare County Taskforce on
Homelessness, Kings/Tulare
Homeless Alliance, and
Community Collaborative
meeting.

Survey links were shared
for participants of the
meeting to participate as
well as dates for
community meetings,
public hearings and 30-
day comment period. No
comments were
received.

No
comments
were
rejected.
7 Community EventNon- targeted/broad community
Staff conducted community
outreach at Porterville
College’s Veteran’s Resource
Fair on November 7, 2025,
and the Spring Festival on
March 28, 2026..

No comments were
received.

No
comments
were
rejected.

Table 4 – Citizen Participation Outreach
2026/2027 Annual Action Plan 25
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Porterville prioritized goals and objectives for using CDBG funding to strategically and effectively benefit low- and moderate-income residents by increasing decent housing, creating a suitable living environment, and expanding economic opportunities.

The City of Porterville follows HUD guidelines and limits public services to no more than 15% and administration to 20% of the annual entitlement.

The funding amounts shown are based on the 2026 Program Year. Increases or decreases in the actual funding award for future years will require percentage adjustments to meet statutory requirements. Funding will be adjusted to reflect the exact amount received using an accurate percentage increase or decrease to modify resources accordingly. Projects funded with prior-year resources may not be affected.

Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 2 of Con Plan Expected Amount Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services 655,251 18,408 685,038 1,358,697 4,934,178 CDBG funds will be used for
public improvements,
economic development,
and public services that
benefit low income and
special needs households.

Table 5 - Expected Resources – Priority Table
2026/2027 Annual Action Plan 26
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City of Porterville does not receive funding from additional HUD programs, including HOME, HOPWA, or ESG, that may require a match.

HUD CDBG funds do not require a match, though all fund leveraging will be appropriately reported.

The projects outlined in the Strategic Plan, implemented by outside agencies, are anticipated to use CDBG funding to leverage their initial financial resources.
• Affordable housing supply projects are expected to leverage local, state, federal, and/or private funds. • Subrecipients must report on match support for projects.

With limited funding, it is expected that each external public service provider will provide matching dollars to support program operations.

Infrastructure and Facilities funding is used to match city or organization dollars for activities undertaken whenever possible.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
At present, no publicly owned land will be utilized during this plan cycle. Efforts will be made to explore all options for eligible projects with available resources. Partnerships with affordable housing developers have been explored in recent years and may be one of the ways in which the City will address the needs identified in this plan. If such project a comes to fruition, it will be reported in future plans.

Discussion
The City expects partners to leverage CDBG funding to the fullest extent possible to implement robust programs that will further meet 2026/2027 Annual Action Plan 27
the needs of area residents.

Staff will continue working with Porterville stakeholders to identify opportunities to partner and leverage all available funds. 2026/2027 Annual Action Plan 28
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Planning and
Administration
2026 2027 Affordable
Housing
Public
Housing
Homeless
NonHomeless
Special
Needs
Non-Housing
Community
Development
Citywide Provide
Decent
Housing
Create A
Suitable Living
Environment
Expand
Opportunities
for LMI
Persons
CDBG: $134,734 Other: 1 Other
2 Public Services 2026 2027 Affordable
Housing
Public
Housing
Homeless
NonHomeless
Special
Needs
Non-Housing
Community
Development
Citywide Create A
Suitable
Living
Environment
Expand
Opportunities
for LMI
Persons
CDBG: $76,000 Public Facility or Infrastructure
other than Low/Moderate
Income Housing: 100 Persons
Assisted
Public service activities other
than Low/Moderate Income
Housing Benefit:
190 Persons Assisted
Public service activities for
Low/Moderate Income Housing
Benefit: 50 households assisted
2026/2027 Annual Action Plan 29
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
3 Housing 2026 2027 Affordable
Housing
Citywide Provide
Decent
Housing
Create A
Suitable
Living
Environment
CDBG: $331,103 Homeowner Housing
Rehabilitated: 2 Households
Housing Units
Direct Financial Assistance to
Homebuyers: 1 Household
Assisted
4 Public
Facilities and
Infrastructure
Improvements
2025 2029 Homeless
NonHomeless
Special
Needs
Non-Housing
Community
Development
Citywide Create A
Suitable
Living
Environment
Expand
Opportunities
for LMI
Persons
CDBG: S702,956 Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit:
1930 Persons Assisted
5 Economic
Development
Business
Assistance
2025 2029 Non-Housing
Community
Development
Citywide Expand
Opportunities
for LMI
Persons
CDBG: $113,904 Jobs Created/retained: 1 job
Businesses Assisted: 1 business
assisted
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Planning and Administration
Goal
Description
This covers administrative costs and carrying charges related to the planning and execution of community development activities
2 Goal Name Public Services
Goal
Description
This includes funding for service providers catering to homeless persons, transitional housing and emergency shelters. 2026/2027 Annual Action Plan 30
3 Goal Name Housing
Goal
Description
This covers housing benefits, homeowner rehabilitation and financial assistance to new low-income homebuyers; homelessness and acquisition of single-family homes to rehab for affordable housing, if needed. 4 Goal Name Public Facilities and Infrastructure Improvements Goal
Description
This includes service provision and infrastructural development such as youth and senior centers, parks and recreational facilities, and curb, gutter, and sidewalk improvements. 5 Goal Name Economic Development Business Assistance
Goal
Description
This includes financing for job placements and training programs as well as funding for Large, Small and Microenterprise loans.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b)
The City of Porterville intends to continue its First time Homebuyer Program and Owner-Occupied Housing Rehabilitation Loan Program to allow families to obtain and/or maintain affordable housing, with a combined goal of helping five extremely low-income, low-income, or moderate-income families in program year 2026/27. 2026/2027 Annual Action Plan 31
Projects
AP-35 Projects – 91.220(d)
Introduction
Porterville will allocate $1,357,378 in Community Development Block Grant (CDBG) funds during the second year award for the July 1, 2026, to June 30, 2027, funding cycle. This includes prior years' resources and expected program income. These totals are estimates based on last year’s funding and will be increased or reduced depending on the available funds, as HUD has not released the funding allocations as of the publishing of this document.

The following projects will be funded in the 2026 program year using CDBG dollars:
• Administration and Planning - $134,734
• Public Services - $76,000
• Housing - $331,103
• Public Facilities and Improvements - $702,956
• Economic Development Business Assistance - $113,904
Projects
# Project Name
1 Planning & Administration
2 Housing
3 Public Services
4 Public Facilities & Infrastructure
5 Economic Development & Business Assistance
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The priorities were allocated based on the high priority needs identified in NA-50 of the 2025- 2029 Consolidated Plan and based on outreach described in the Citizen’s Participation Plan. This is with the exception of administration of the allocations which is a default first priority area for realization of the goals and projects set in the action plan. 2026/2027 Annual Action Plan 32
AP-38 Project Summary
Project Summary Information
1 Project Name Planning and Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Provide Decent Housing
Create A Suitable Living Environment
Expand Opportunities for LMI Persons
Funding CDBG: $134,734
Description A portion of the CDBG entitlement allocation will be used for reasonable planning and administrative costs associated with the administration of the CDBG funds and other related federal requirements. Administration funds will support oversight activities of the housing department, legal services from the City Attorney's Office, and environmental reviews.

Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
Not Applicable
Location Description Citywide
2026/2027 Annual Action Plan 33
Planned Activities Allocation amount: up to 20% of Grant allocation plus up to 20% of current year’s expected PI. Carry Over: $0 is anticipated carryover from PY 2026/27, however if there is any carryover on 6/30/2027, it will be moved to First-Time Low-Income Homebuyer Program. The actual amount is based on an estimated amount dependent on anticipated Program Income for FY 2026/27 (an estimated additional $3,684 of PI from other programs).

As indicated in description above, General Administrative funds will pay for reasonable program administration costs and carrying of charges related to planning and executing community development activities. Administering federal funds and ensuring compliance is critical for utilizing Federal resources. The City of Porterville is committed to using CDBG entitlement funding for administration to help continue to grow an efficient, effective, and resourceful community development program.

Porterville may have administrative/planning projects that include, but are not limited to:
• General management, oversight, and coordination
• Providing local officials and citizens with information about the CDBG program
• Preparing budgets and schedules
• Preparing reports and other HUD-required documents
• Program planning
• Public Information
• Monitoring program activities
• Fair Housing activities
Matrix Code: 21A - General Program Administration
National Objective: N/A
2 Project Name Public Service
Target Area Citywide
Goals Supported Public Service
Needs Addressed Provide Decent Housing
Create A Suitable Living Environment
Expand Opportunities for LMI Persons
Funding CDBG: $76,000
2026/2027 Annual Action Plan 34
Description Public services are an integral part of a comprehensive community development strategy. Public Service activities provide a wide range of activities that address needs in the community provided for the target population. Public services can strengthen communities by addressing the needs of specific populations. They can address a range of individual needs and increase the impact of CDBG dollars by complementing other activities. The City of Porterville may allocate up to 15% of CDBG funds to public services programs that provide supportive services to low- to moderate-income persons or prevent homelessness. In general, these services are provided by local non-profit partners. This funding is capped at 15% of the CDBG entitlement plus program income. Porterville's goal to improve and provide public services may include but is not limited to:
• Employment services
• Child care
• Health services
• Substance use services
• Fair housing counseling
• Education programs
• Energy conservation
• Services for homeless persons
• Services for seniors
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
302 Persons Assisted
Location Description Citywide
2026/2027 Annual Action Plan 35
Planned Activities Allocation amount: $76,000 granted it does not exceed the 15% public service cap, as this is considered a public service activity. Carry Over: $0 is anticipated carryover from PY 2026/27, however if any carryover remains on 6/30/2027 it shall be allocated to First-Time Low-Income Homebuyer Program.

Contingency: These funds can be re-allocated to the youth center should a new site become available and the activity resumes operations.

CDBG entitlement funds will be used for public services such as:

1.) provide food, shelter, housing assistance, service linkages and additional staffing for case management services at the Porterville Navigation Center, a 30-bed shelter facility;

2.) prepare low-income renter households for the responsibilities and challenges of homeownership by providing a homebuyer education course (taught in partnership with a local non-profit who is a HUD Certified Housing Counselor) free of charge to qualified low-income persons;

3.) conduct outreach and education pertinent to California and Federal Fair Housing laws and best practices to representatives of the housing, lending, and insurance industry and to the public at large within the City of Porterville;

4.) hold ongoing Local Initiatives Navigation Center (LINC) in the City of Porterville to connect homeless and people at-risk of homelessness with critical services such as health and dental care, employment assistance, housing assistance, legal services, social services and access to mainstream benefits and provide consumables supplies and services to homeless clients;

5.) provide essential consumable items at the CCFCC drop-in center and during outreach events to those experiencing homelessness; and

6.) to fund a portion of a case manager for permanent supportive housing services in the City of Porterville.

Matrix Codes: 03T - Operating Costs of Homeless/AIDS Patients Programs; 05J - Fair Housing Activities (if CDBG, then subject to 15% cap); Matrix Code: 05U - Housing Counseling only, under 24 CFR 5.100
National Objective: LMC - LOW/MOD LIMITED CLIENTELE BENEFIT; LOW/MOD

HOUSING BENEFIT
3 Project Name Housing
Target Area Citywide
Goals Supported Housing
Needs Addressed Provide Decent Housing
Funding CDBG: $331,103
2026/2027 Annual Action Plan 36
Description The City prioritized goals and objectives for using CDBG funding to strategically and effectively benefit low- and moderate-income residents by increasing access to decent housing and creating a suitable living environment while expanding economic opportunities for LMI persons. Porterville is committed to improving and expanding access to safe and affordable housing for low- and moderate-income (LMI) residents. Affordable and safe housing helps to provide financial stability, reduces the chances of a person becoming homeless, and promotes housing sustainability. Porterville's projects to improve housing sustainability may include, but are not limited to:
• Homeownership Assistance
• Rehabilitation (single-unit residential and/or multi-family residential) • Energy efficiency improvements
• The administrative cost for rehabilitation activities • Lead-based paint testing/abatement
• *Housing Counseling and/or classes
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
A total of 93 income eligible households will benefit.

Location Description Citywide
Planned Activities Allocation amount: $331,103 ($122,000 of new entitlement $124,379 in old entitlement, $14,724 in anticipated program income and $70,000 in revolving loan funds Carry Over: $0 is anticipated carryover from PY 2026/27; however, if any carryover remains on 6/30/2027 the program income shall be carried over into the respective RL fund and ENT funds will remain to continue funding the First-Time Low-Income Homebuyer and Owner-Occupied Housing Rehabilitation Programs. Contingency: Available entitlement funds from past years can be re-allocated to the Business Assistance Program if the demand exceeds available allocated funding.

CDBG entitlement and program income funds will be used to facilitate movement of low-income, renter households into the home ownership category with affordable mortgages through a revolving loan program.

Additionally, the City will participate in meaningful and effective housing rehabilitation programs including connection to City water and/or sewer service, to assist low- and moderate-income homeowners and to supplement previous funding allocated in past years to Housing Rehabilitation Loan Program (HRLP). The Ramp program that is part of the Rehabilitation Loan program may be allocated to a Non-Profit agency as a sub recipient to complete repairs or hire contractors to complete appropriate ADA work.

Matrix Codes: 13B - Homeownership Assistance-excluding Housing Counseling under 24 CFR 5.100; 14A - Rehab; Single-Unit Residential National Objective: LMH - LOW/MOD HOUSING BENEFIT
4 Project Name Public Facilities & Infrastructure
Target Area Citywide
Goals Supported Public Facilities and Infrastructure Improvements 2026/2027 Annual Action Plan 37
Needs Addressed Create A Suitable Living Environment
Expand Opportunities for LMI Persons
Funding CDBG: $702,956
Description Public Infrastructure Improvements will focus on safe and accessible infrastructure essential to the quality of life and building communities that support community diversity and stability. Public infrastructure improvements will generally include the acquisition, construction, reconstruction, and installation of public infrastructure. Porterville's goal to improve and expand public infrastructure may include, but is not limited to:
• Park Improvements
• ADA Improvements
• Sidewalks
Public Facilities and Improvements are publicly-owned facilities and infrastructure such as playgrounds, underground utilities, and buildings owned by nonprofits open to the general public. Safe and accessible infrastructure is essential to the quality of life and building communities that support community diversity and stability.

Public facilities and public improvements are generally interpreted to include all facilities and improvements that are publicly owned or owned by a nonprofit and open to the general public. Acquisition, construction, reconstruction, rehabilitation, and installation of public facilities and improvements are eligible activities.

Porterville's goal to improve and expand public facilities may include, but is not limited to:
• Youth Facilities
• Homeless and Domestic Violence Facilities
• Neighborhood Facilities
• * Health Facilities
Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
168,325 persons
Location Description Citywide
2026/2027 Annual Action Plan 38
Planned Activities Allocation amount: $311,200.80 of new entitlement funds will be allocated for PY 2026/27. Old entitlement in the amount of $391,755 will be used to fund improvements to the Multi-Sports Field Improvement Project. Carry Over: $0 is anticipated carryover from PY 2025/26; however, if any carryover remains on 6/30/2027, it shall be added to the Multi-Sports Field Improvement Project if there is a need in that program. If not, it shall remain in the Parks Improvement Program to continue funding park improvement projects at the designated parks.

The main objective of the Parks Improvement Program is to add or increase access to amenities and improve infrastructure at Murry Park, Zalud and Fallen Heroes Parks in addition to the Tule River Parkway trail adjacent to Fallen Heroes Park in order to continue to keep the park as a safe, clean, and attractive recreation facility.

These funds may also be used for additional park and facilities projects within eligible census tracts/blocks, and the Multi-Sport Field Improvement Project that consists of improvements to 11.6 acres of undeveloped property to the north of the Heritage Center for the use of recreational activity and park space; such as the addition of an artificial turf lighted arena soccer field(s), all-weather surface multi-use court, restroom and other amenities.

Matrix Code: 03F - Parks, Recreational Facilities
National Objective: LMA - LOW/MOD AREA BENEFIT
5 Project Name Economic Development & Business Assistance Target Area Citywide
Goals Supported Housing
Needs Addressed Economic Development Business Assistance Funding CDBG: $113,904
Description The City of Porterville is committed to assisting microenterprises and small businesses succeed. Porterville will assist qualifying microenterprise businesses and provide loans for job creation/retention for primarily small qualifying companies. The ability to build strong communities through business assistance remains a priority. By assisting eligible microenterprises and businesses the City of Porterville will help owners and workers build a more sustainable and self-sufficient future. Underwriting all loans for job creation/retention will help ensure a sustainable program into the future.

Target Date 6/30/2027
Estimate the number and
type of families that will
benefit from the proposed
activities
1 income eligible household
Location Description Citywide
2026/2027 Annual Action Plan 39
Planned Activities Allocation amount: $15,000 shall be added from new entitlement, and $98,904 is the expected carryover in the RL fund to be used in FY 2026/27.

Additionally, $20,000 will carry over from the microenterprise loan program.

Carry over: If any ENT carryover is remaining on 6/30/2027 it shall remain and any new PI received during the year shall be added into the RL fund to continue funding the Business Assistance Loan Programs as the City continues to accept and review applications for those programs.

Program Income and Old Entitlement will be used for the Business Assistance Programs to encourage businesses to expand which will lead to increase business activity, job sustainability, and job creation.

Large Business Assistance Program (LBAP), Commercial and Industrial Development. The main objective of this program is to provide financing options to industrial/commercial businesses for the retention and expansion of the job market within the City by providing financial assistance in the amount of $50,000 or greater, when available.

Small Business Assistance Program (SBAP): The main objective of this program is to provide "gap" funding for small businesses that are either just starting business in Porterville or are trying to expand their business SBAP assistance is a minimum of $1,000 and a maximum of $50,000 and will be directed towards businesses that have the greatest potential for long-term job creation.

Micro Enterprise Loan Program Assistance: The main objective of this program is to provide funding, a minimum of $1,000 and a maximum of $10,000 for low to moderate income persons to start or expand a business in Porterville.

Matrix Codes: 18A - ED Direct Financial Assistance to For-Profits; 18C - MicroEnterprise Assistance National Objectives: LMJ - LOW/MOD JOBS BENEFIT; LMCMC - LOW/MOD

MICRO-BUSINESS BENEFIT
2026/2027 Annual Action Plan 40
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed
The City has not established specific target areas to focus the investment of entitlement funds as it is citywide. As mentioned in the AP-05, Executive Summary, a map of eligible census blocks is included as part of the Executive Summary, as Attachment 1.

Geographic Distribution
Target Area Percentage of Funds
Citywide 100
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Not applicable. The City has not established specific target areas to focus the investment of entitlement funds as it is citywide.

Discussion
Low Income Census Blocks and Tracts are also considered when a new activity is being proposed and those are outlined in the Attachment 1 referenced above. 2026/2027 Annual Action Plan 41
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
Although entitlement resources are limited, the City does anticipate expending a significant portion of its CDBG entitlement on the preservation and provision of affordable housing. A detailed discussion of how HUD entitlements will be used to support community and economic development needs within the City is provided in AP-35, with the number of households to be assisted itemized by goal.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 3
Special-Needs 0
Total 3
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 2
Acquisition of Existing Units 1
Total 3
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
The one-year goals above include the First-Time Low-Income Homebuyer Loan Program, OwnerOccupied Rehabilitation Loan Program, and the Case Management for Permanent Supportive Housing activities.
2026/2027 Annual Action Plan 42
AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of Tulare County (HATC) was established in 1945 and is committed to providing rental housing assistance to LMI households, seniors, the disabled, and special-needs populations throughout the region. The agency administers various housing assistance programs, including the public housing program, housing choice voucher program, farm labor program, and senior housing program. HATC currently provides affordable and well-maintained rental housing to over 5,000 households countywide.

Additionally, HATC is a participant of HUD’s Moving to Work (MTW) demonstration program, which grants participating public housing authorities (PHAs) the ability to test innovative approaches to delivering housing assistance to households in need. MTW is a HUD effort to build and support innovative programs that enhance the efficacy of PHAs. HATC has capitalized on the organizational and procedural flexibility it has gained through MTW to become a more efficient agency.

Actions planned during the next year to address the needs to public housing HATC will continue to own and manage 111 units in the City of Porterville. According to HATC, there is no plan to purchase additional public housing units, nor is there a plan to remove any units from its inventory. In the Fiscal Year 2026/2027, HATC projects to invest a total of $226,085 in Capital Fund improvements for its Public Housing Stock located in the City of Porterville. The noted expenditures will cover maintenance and rehabilitation in public-housing units within the City of Porterville. Capital Fund expenditures will cover a large range of projects, including tree trimming, carpets replacement, ranges, refrigerators, exterior and interior paint, countertops/cabinets, heaters, cement work, fencing as needed for all our sites in Porterville.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
HATC is proactive in the inclusion of public-housing residents in the policy making process. An equitable and transparent policy making process that includes the opinions of public housing residents is achieved through the participation of two tenant commissioners on the HATC Board. Furthermore, HATC has installed a Resident Counsel, which is made up of five residents from all of HUD funded programs (Multifamily Housing, LIHTC, HOME, Section 8 Housing Choice Vouchers and public-housing). The Resident Counsel works with HATC staff on evaluating the effectiveness and efficiency of HATC rental assistance programs. This provides members the opportunity to provide input on necessary program modifications. HATC currently does not have an active resident counsel, but will work with residents, if there is an interest participate.

A vital driving factor in the implementation of HATC programs is the promotion of tenant selfsufficiency. HATC views the goal of homeownership for program participants as one of the long- 2026/2027 Annual Action Plan 43
term goals for all of our clients. HATC staff works with tenants to effectively provide them with the necessary resources to achieve homeownership and its Annual Re-Examination Notice provides public-housing participants with an extensive referral list that provides assistance with homeownership. This list includes programs managed by: CSET, City of Porterville, Habitat for Humanity, CalHFA, and Self-Help Enterprises. HATC’s program coordinator works with any interested public housing tenant in order to effectively inform them of all the different programs that are available to them. Effective collaboration between the agency and other public and nonprofit agencies is imperative to help promote homeownership among all of its tenants.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable. Housing Authority of Tulare County is not a troubled PHA.

Discussion
As discussed in the above section of AP-60 HATC will continue its efforts to address public housing and provide rental housing assistance to LMI households, seniors, the disabled, and special-needs populations through its administration of various housing assistance programs in the 2026/2027 program year.
2026/2027 Annual Action Plan 44
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of Porterville (City) is closely involved with the Kings/Tulare Homeless Alliance (KTHA), which serves as the local Continuum of Care on Homelessness (CoC). When possible, the City’s programs designed to serve homeless persons are coordinated with KTHA.

There are several ongoing efforts that the City and KTHA are involved in as collaborative partners. These collaborations include:
• Monthly KTHA Membership Meetings
• Tulare County Task Force on Homelessness
• Emergency Shelter/Bridge Housing Project
• Local Initiatives Navigation Center (LINC)
• Annual Point in Time Count
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Targeted outreach efforts of unsheltered homeless persons are coordinated with KTHA Housing Navigators and the Kings View PATH Team. Teams canvas the city to conduct outreach to people experiencing homelessness. When an unsheltered person is identified, they are assessed and connected to services. Client information is included in the local Homeless Management Information System (HMIS) so that outreach teams can remain apprised of client status on the Coordinated Entry System (CES) housing priority list and other community referrals.

The City will also continue to support KTHA’s outreach efforts to persons experiencing homelessness through the Local Initiative Navigation Center (LINC) events held at the Porterville Navigation Center. Weekly LINC events offer housing assessments, connections to mainstream benefits, support service providers, and access to other services on a scheduled basis such as vaccinations, haircuts, prescription eyeglasses, etc. The City will provide $5,000 in FY 2026/27 to the KTHA for public services related to LINC.

KTHA will continue to utilize its Landlord Relations Specialist (LRS) who is responsible for marketing homeless housing programs to new and existing landlords and property managers, with the goal of expanding the number of units available to those households experiencing homelessness. This individual acts as a liaison between landlords, case managers, and clients decreasing the length of time people experiencing homelessness stay in unhoused situations. The LRS will work in the bi-county region with approximate time divided based on Point in Time numbers. This position was created during the pandemic, and since her hire 30 households have located and moved into units as a result of the work of the LRS. 2026/2027 Annual Action Plan 45
On an annual basis in January, KTHA conducts both a sheltered and unsheltered Point in Time (PIT) count. The one-day PIT survey provides a snapshot of the adults, children in households and unaccompanied youth living in the City of Porterville who meet HUD’s definition of homelessness.

Information gathered through the PIT is used to understand the causes and trends over time of homelessness, as well as to determine the unmet shelter and service needs of the homeless.

The Homeless Outreach Project (HOP) provides essential consumable items at the Central California Family Crisis Center’s (CCFCC) drop-in center and during outreach events to those experiencing homelessness; and the City of Porterville’s Police Department conducts street outreach and assists individuals experiencing homelessness by connecting them with services and housing resources, and providing crisis intervention. The team consists of a dedicated police officer and a crisis intervention specialist that works will local partners to provide the connection to services. The City will provide $4,000 in FY 2026/27 to the CCFCC for public services related to the HOP program.

Addressing the emergency shelter and transitional housing needs of homeless persons Although the City’s CDBG funding is limited to public services for applicable programs, a high priority is given to the need of providing permanent support housing (PSH), emergency shelters and transitional housing, as well as, substance abuse treatment, case management, mental health care, life skills training, etc. through collaboration with the KTHA and its members. Being an active participant in the KTHA, the City plays an important part in the strategic planning for the organization and for applications for funding resources. The City continues to support the efforts of the KTHA and the operators of projects serving those experiencing homelessness such as the Central California Family Crisis Center, Kings View, Tulare County Health & Human Services Agency, Westcare, Community Services and Employment Training (CSET), Uplift Families, and other such providers that either provide vouchers or adequate facilities to meet the emergency and transitional housing needs of the homeless and those threatened with homelessness.

The City of Porterville worked closely with Kings View to operate a former school site as a lowbarrier navigation center. The project, Porterville Navigation Center (PNC), has 15 beds of lowbarrier emergency shelter and 15 beds of low-barrier bridge housing. Since it’s opening in October 2020, the PNC connects with an average of 80 people each day providing services as well as breakfast and lunch. The PNC is in the process of expanding its’ location to add, a warming kitchen, dinning hall with 100 person capacity, public showers and restrooms and additional office space to utilize in providing additional day services for people experiencing homelessness.

The City will provide $52,000 in FY 2026/27 to the Kings View for public services related to operations of a navigation center.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were 2026/2027 Annual Action Plan 46
recently homeless from becoming homeless again
The City supports and collaborates with local service providers, through the KTHA, to assist homeless individuals and families. KTHA develops funding priorities for the funding sources that come through them as they serve as the local Continuum of Care on Homelessness. Funding priorities concentrate on supporting existing projects that support the Housing First model, Permanent Supportive Housing (PSH), Bridge Housing, Navigation Centers, Emergency Shelters, Housing Navigators and other programs that help individuals move from an unhoused situation to permanent housing.

The City continues their efforts of providing CDBG funds to Family Services of Tulare County (FSTC) as matching funds, for case management (public services) to support permanent supportive housing. This project provides case management services for up to 5 households at any point in time, but is currently assisting 4 households. The City will provide $15,000 in FY 2026/27 to the FSTC for public services related to case management of permanent supportive housing.

In all Continuum and City-funded projects, persons experiencing homelessness are assessed for housing opportunities and are prioritized based on their acuity. Several projects focus on subpopulations such as youth ages 18-24, veterans, and/or chronic homelessness. All projects within the Continuum- emergency, transitional and permanent housing-designs and implements supportive services based on their target population and partnerships leveraged within the community. The overarching goal of the supportive services offered is to link individuals and/or families with mainstream benefits and income support, education and employment services, as well as health and life skills services. These linkages are a critical component to assisting clients in self-sufficiency, reducing episodes of homelessness, and preventing recidivism.

CSET, Family Services, Kings View and Tulare County HHSA provide PSH projects for chronically homeless individuals and families and/or families with children. The Veterans’ Administration, in conjunction with the Housing Authority of Tulare County, operates the Veterans Affairs Supportive Housing (VASH) project and Westcare operates the Supportive Services for Veteran Families (SSVF) project that serves eligible veterans and their families. Uplift Families operates a Transitional Housing project for transitioning age youth.

In mid-2021, Tulare County Health & Human Services Agency formed a Homeless Multidisciplinary Team (MDT) to work across all jurisdictions and communities in our county. The intent of the team is to work with city administration and departments such as Parks, Public Works, and first responders such as law enforcement, to help engage with individuals experiencing homelessness and help address the applicable needs and supportive services this population needs to be successful. The team includes representatives from Human Services, Mental Health as well as Alcohol and Other Drug services, and Public Health. The MDT partners with programs such as the Navigation Center, Family Services, the KTHA, Salt + Light Works, Kaweah Street Medicine, and numerous other partners to help provide linkage and engagement in robust services.
2026/2027 Annual Action Plan 47
The MDT has deployed in support of the Porterville Police Department’s Special Methods and Resources Team (SMART) to help engage and offer services to the encampments along the Tule River as well as encampments in other regions of the city. Furthermore, the MDT engages with the Task Force on Homelessness to assist jurisdictions in aiding the homeless members of their communities. These efforts include programs such as the former Project Roomkey, which provided temporary shelter during the pandemic and now Project Homekey, which provides PSH, supportive services at the Navigation Center, the annual Point-in-Time count, and similar activities. City administration and the MDT have also partnered to explore funding opportunities such as California’s Encampment Resolution Fund.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

An important component of prevention/diversion is assisting households with income supports and connections to mainstream benefits. Tulare County Health and Human Services Agency (HHSA) has an SSI Advocacy Unit that focuses on increasing access to SSI and other mainstream benefits. Additionally, the Housing Disability Advocacy Program (HDAP), operated through HHSA, focuses on assisting people with disabling conditions with housing and case management while they are processing their SSI claim.

The SSI/SSDI Outreach, Access and Recovery (SOAR) model is designed to increase access to SSI/SSDI for eligible homeless adults who are and have a mental illness and/or a co-occurring substance use disorder. Staff from all CoC-funded agencies is required to assist clients in obtaining these mainstream benefits. Participation by these agencies provides an efficacious method of assisting households who may otherwise pursue homelessness assistance.

HHSA has also formed an Integrated Services team that is supported by Community Health Workers (CHWs) to identify individuals in need of assistance and link with services and supports including entitlement benefits such as Medi-Cal. This team is focused on expanding access to care during transitions from institutional settings through California Advancing and Innovating MediCal (CalAIM) efforts. Integrated Services works closely with the Managed Care Plans (such as Anthem and Health Net), jurisdictions through initiatives including the Homeless MDT, the Tulare County Task Force on Homelessness, and numerous community partners.

Fair Housing Education is provided in partnership with Community Services Employment Training (CSET) as a sub-recipient to conduct outreach and education pertinent to California and Federal Fair Housing laws and best practices to the public at large within the City of Porterville; providing assistance to people who are being or at risk of eviction when fair housing issues are present, allowing them to remain in their homes.
2026/2027 Annual Action Plan 48
Discussion
As discussed above, the City will continue to work with various agencies to provide programs and services for individuals experiencing homelessness in Program Year 2026/27. CDBG funded activities to this regard include: Navigation Center Operations, Homeless Outreach Project (HOP), Case Management for Permanent Supportive Housing, and LINC Services. 2026/2027 Annual Action Plan 49
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Barriers to affordable housing in the City of Porterville are largely associated with costs of housing. Rental prices for the available stock of housing are higher than they have ever been.

Building more affordable housing is imperative but costs of permits and development fees have increased and therefore created challenges to affordable housing development.

The disparity between income and housing costs stands as the greatest barrier for households seeking to obtain affordable housing in the City. Other barriers to affordable housing in the City may include permit costs and development impact fees, building codes, off-street parking standards, and restrictive zoning, as these policies or costs may negatively affect the development of affordable housing and residential investment in this jurisdiction. The City strives to mitigate these issues as effectively as possible.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City adopted its 6th-Cycle Housing Element on January 20, 2026. Housing Plan Program 6 directs the City to amend the Zoning Code to facilitate the development of a variety of housing types. The City will review and revise development standards, including those related to allowed land uses in various zones, parking, and building height. The City will also revise the Zoning Code to allow single-room occupancy housing, streamline the permitting process, and ensure ministerial permitting processes for multifamily and affordable housing development. In addition, the Zoning Code will be amended to comply with state density bonus law and reasonable accommodation requirements. Also at its January 20, 2026 meeting, the City Council adopted an ordinance implementing Housing Element Program 3 and putting in place by-right approvals and removing barriers for the development of transitional and supportive housing, emergency shelters and low-barrier navigation centers, employee housing, and residential care facilities.

Recommended Action
The City will continue to implement Housing Plan Program 6 to review and revise the Development Ordinance to ensure compliance with the Employee Housing Act (H&S Code Section 17021.6 and Section 17021.5).

Housing Plan Program 7 directs the City to utilize a variety of development tools to expand affordable housing options for households of all income levels, such as density bonuses, development fee reductions and streamlining the application process. The City will contact local non-profit and private developers to facilitate the production of this housing as well as pursue funding opportunities available at the local, regional, state and federal levels. The City will also 2026/2027 Annual Action Plan 50
provide opportunities for public, private and non-profit groups to develop affordable housing by constructing off-site improvements and physical infrastructure as Capital Improvement Projects.

Discussion:

As referenced above, the City will continue to address barriers to affordable housing identified in the City’s 2023 - 2031 Housing Element by assessing its policies and updating its Development Code. Additionally, the City has committed CDBG funding towards the continued implementation of the First-Time Low-Income Home Buyers Assistance Program. 2026/2027 Annual Action Plan 51
AP-85 Other Actions – 91.220(k)
Introduction:

This section discusses the City’s efforts in addressing the underserved needs, expanding and preserving affordable housing, reducing lead-based paint hazards, and developing institutional structure for delivering housing and community development activities.

Actions planned to address obstacles to meeting underserved needs Please see activities in AP-35 to address the housing and community development needs in the City. Also, please see AP-75 regarding potential actions to address barriers to meet the City’s affordable housing needs.

Actions planned to foster and maintain affordable housing Please see AP-15 for actual and potential housing resources available, and AP-35 for activities that will be funded to address the housing and community development needs in the City. Also, please see AP-75 regarding potential actions to address barriers to meet the City’s affordable housing needs.

Actions planned to reduce lead-based paint hazards
At this time, the City of Porterville does not directly oversee a lead-based paint (LBP) eradication program, unless it is in partnership with CDBG, HOME, or CalHome funded owner-occupied housing rehabilitation projects.

All properties undergoing rehabilitation or acquired for affordable housing are inspected for LBP.

No federally funded rehabilitation is allowed to occur without due screening for LBP hazards. The City conducts visual assessment, paint testing or risk assessment on all of its projects. Lead hazard reduction activities include paint stabilization, interim controls, standard treatments, lead abatement, safe work practices and clearance to confirm that no LPB hazards remain when work is complete.

Actions planned to reduce the number of poverty-level families The City continues to confront and alleviate the number of poverty-level families in the coming years. One goal to address that need will be implemented through economic development:
• Expand economic development and employment opportunity programs.

Furthermore, the City has recognized areas that must be addressed to achieve long-term economic prosperity, including the following:
• Ensuring that land within the City is “shovel ready” and available for development. • Educating and training the City’s workforce to continue to fill any new jobs that may be 2026/2027 Annual Action Plan 52
coming into the City.

The City of Porterville will keep working with HATC to ensure adequate amounts of Section 8 Vouchers and other public housing opportunities are available to meet the demand of the City’s LMI population. Also, the City will work closely with the Tulare County Economic Development Corporation, Tule River Economic Development, CSET, Proteus, and Workforce Investment Board (WIB), to facilitate and enhance economic workforce development opportunities in the City.

Additionally, the Community Development Department staff will continue to work closely with the Economic Development Division to administer the CDBG funded Business Assistance Program.

The City will continue to work closely with and in support of the community service providers in meeting the special needs of its homeless and low- and moderate-income populations. Further, the City will continue to evaluate its delivery system and those of the agencies it works with to see if improvements can be made. The City anticipates that at least one household will qualify for the purchase of a home under the City’s First-Time Low-Income Homebuyer Program funded with CDBG, HOME, or CalHome funds.

Actions planned to develop institutional structure
The City will continue to work closely with, and in support of, the community service providers in meeting the special needs of its homeless and LMI populations. The City will continue to participate in the Kings/Tulare Homeless Alliance to ensure coordination and implementation of strategic plans.

The Kings/Tulare Homeless Alliance (KTHA) is made up of a group of advocates, public agencies, homeless individuals and service providers with the purpose of confronting the needs of the homeless population within the Kings and Tulare County regions. Furthermore, in adherence with the institutional delivery system, the City financially supports the Alliance which is recognized as a 501(c)(3) organization of partners. KTHA also implemented a coordinated entry and assessment system called Every Door Open, to serve both counties. The system’s purpose is to help at risk or current homeless people by prioritizing the most vulnerable homeless people, including the chronically homeless, veterans, families with children and unaccompanied minors obtain necessary services.

Actions planned to enhance coordination between public and private housing and social service agencies
As already discussed above, the City will continue to participate in KTHA, working with public, private and social service agencies to help homeless people. The City plans to continue working with organizations such as the Salvation Army, Red Cross, the PAAR Center, Central California Family Crisis Center, and Kings View which oversees the Porterville Navigation Center, to provide enough services and need to meet emergency and transitional housing needs of homeless and those vulnerable to homelessness.

The City will also continue to work with the HATC to support the maintenance of adequate 2026/2027 Annual Action Plan 53
Section 8 Vouchers and other public housing within the City in proportion to the City’s LMI population. The City of Porterville will also be working closely with the Tule River Economic Development, CSET, Proteus, and Workforce Investment Board (WIB), to facilitate and enhance economic workforce development opportunities in the City.

Additionally, Community Development Department staff will continue to work closely with the Economic Development Division to administer the CDBG funded Large and Small Business Assistance Programs, and Micro Enterprise Program. The City will continue to work closely with, and in support of, the community service providers in meeting the special needs of its homeless and low- and moderate-income populations. Further, the City will continue to evaluate its delivery system and those of the agencies it works with to see if improvements can be made.

Discussion:

The City’s efforts in addressing the underserved needs, expanding and preserving affordable housing, reducing lead-based paint hazards, and developing institutional structure for delivering housing and community development activities is described within this section, as well as in sections AP-15, AP-35 and AP-75. The named sections elaborate on actions planned to address housing and community development needs, barriers to meeting affordable housing needs, and housing resources available.
2026/2027 Annual Action Plan 54
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

AP-35 describes how current and new PI will be allocated.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% Discussion:

AP-35 describes how current and new PI will be allocated. 2026/2027 Annual Action Plan 55
APPENDIX 1: Citizen Participation
To be updated after 2nd Public Hearing
2026/2027 Annual Action Plan 56
APPENDIX 2: Resolution and Proposed Budget
To be updated after 2nd Public Hearing
2026/2027 Annual Action Plan 57
APPENDIX 3: SF-424s and Certifications
To be updated after 2nd Public Hearing
Item No. 17.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Amendment to Porterville Development Ordinance Article 307 Relating to Nonconforming Uses, Structures, and Lots
SOURCE: Community Development
COMMENT: In an effort to improve the practical and efficient use of property, staff has prepared a draft ordinance amending Article 307 of the Porterville Development Ordinance related to nonconforming uses, structures, and lots.

The proposed amendments are intended to streamline the review process and provide greater flexibility for property owners by:
• Eliminating the requirement for City Council classification of nonconforming uses as “Class I” or “Class II”;
• Assigning discretionary review authority to the Zoning Administrator; • Reducing reliance on Conditional Use Permits for changes to nonconforming uses; and
• Establishing more consistent standards for evaluating modifications and expansions.

The proposed changes maintain existing health and safety protections while simplifying administrative procedures and improving efficiency in processing requests.

The amendments are consistent with the goals and policies of the Porterville General Plan 2030 and are intended to reduce regulatory barriers while maintaining compatibility with surrounding land uses.

RECOMMENDATION: That the City Council:

1. Conduct a Public Hearing to receive public testimony regarding the proposed amendments to Porterville Development Ordinance Article 307; and

2. Approve for first reading by title only, an ordinance amending Article 307 relating to nonconforming uses, structures, and lots.

Item No. 17.

ATTACHMENTS: 1. Draft Ordinance

2. Proposed Amendments to Article 307
Appropriated/Funded:

Review By:

Department Director:

Claudia Calderon, Community Development Director
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk

ORDINANCE NO. __________

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PORTERVILLE AMENDING ARTICLE 307 OF THE PORTERVILLE DEVELOPMENT ORDINANCE

REGARDING NONCONFORMING USES, STRUCTURES, AND LOTS
WHEREAS: On April 21, 2026 the City Council at its regularly scheduled meeting held a public hearing to consider amendment to the Porterville Development Ordinance; and WHEREAS: The purpose of the proposed amendment is to relax the regulatory provisions for classification and modification of nonconforming uses, structures, and lots; and WHEREAS: The proposed ordinance is an implementation measure of the policies, goals, and objectives of the Porterville General 2030 Plan. The Environmental Coordinator made a determination on the basis of substantial evidence that, since the amendment consists solely of changes to regulations and would not authorize any particular use or activity, it can be shown with certainty that there is no possibility that the proposed text amendment could have a significant effect on the environment.

NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Porterville as follows:

SECTION 1: Adoption of the proposed ordinance is exempt from the California Environmental Quality Act under CEQA Guidelines Section 15061(b)(3).

SECTION 2: Article 307 of the Porterville Development Ordinance is hereby amended to read in its entirety as follows:
307.01: PURPOSE:

The specific purpose of this chapter is to permit continuation of uses and continued occupancy and maintenance of structures that were legally established but do not comply with all of the standards and requirements of this Ordinance in a manner that does not impair public health, safety, and general welfare. (Ord. 1866, 11-19-2019)
307.02: APPLICABILITY:

These provisions apply to structures, land and uses that have become nonconforming by operation of this Ordinance and that remain in a Ordinance No. _____

nonconforming status by application of this chapter, as well as structures, land, and uses that hereafter become nonconforming due to annexation to the City or amendments to the zoning map or development Ordinance text. (Ord. 1866, 11- 19-2019)
307.03: ESTABLISHMENT OF LEGAL NONCONFORMING USES AND STRUCTURES:

A. Nonconformity. A non-conformity may result from any inconsistency with the requirements of this Ordinance, including but not limited to location, density, height, yard, usable open space, buffering, or performance standards or the lack of a Conditional Use Permit, variance, or other required authorization. A use or structure shall not be deemed nonconforming solely because it does not conform with the parking dimension standards, loading, planting area, or screening regulations of the district in which it is located or does not conform to the standards for the following building features: garage door location; garage door width; chimney height; cornices, eaves, and other ornamental features that exceed maximum projections into required yards; or bay windows and balconies above the first floor that exceed maximum projections into required yards.

B. Nonconforming Uses and Structures-Right to Continue. Any use or structure that was legally established prior to the effective date of this Ordinance or of any subsequent rezoning or amendment shall be deemed to be in compliance with this Ordinance and may be continued and maintained indefinitely if it has remained in continuous existence. The right to continue a nonconforming use or structure shall run with the land. However, no substitution, expansion, or other change in use and no alteration or other change in structures is permitted, except as otherwise provided in this chapter. (Ord. 1866, 11-19-2019) 307.04: CONTINUATION AND MAINTENANCE OF NONCONFORMING
STRUCTURES:

Ordinance No. _____

Legal nonconforming structures may be continued and maintained in compliance with the requirements of this chapter unless deemed to be a public nuisance because of health or safety conditions.

A. Maintenance and Nonstructural Repairs. Maintenance, non-structural repairs and non-structural interior alterations are permitted to a nonconforming structure or to a structure occupied by a nonconforming use, so long as the changes and improvements do not enlarge or extend the structure.

B. Structural Repairs. Structural repairs that do not enlarge or extend the structure, including modification or repair of bearing walls, columns, beams or girders, may be undertaken only when the Building Official determines that such modification or repair is immediately necessary to protect public health and safety, occupants of the nonconforming structure, or occupants of adjacent property and when the cost of such work does not exceed fifty (50) percent of the higher of the assessed value of the nonconforming structure as determined by the Tulare County Assessor or an appraisal performed by a certified appraiser for the applicant. If an applicant chooses not to submit an appraisal, the Tulare County Assessor’s determination shall be used. (Ord. 1866, 11-19-2019) 307.05: ALTERATIONS AND ENLARGEMENTS TO NONCONFORMING STRUCTURES:

Nonconforming structures may be enlarged, extended, structurally altered or repaired subject to the following provisions:

A. Nonconforming Structures. A Structure that is nonconforming with respect to one (1) or more required setbacks may be enlarged or altered, subject to the following standards:

1. Interior Side and Rear Setbacks. Additions or enlargements that maintain a nonconforming interior side or rear yard setback are permitted as long as the addition does not:
a. Further reduce any nonconforming side or rear setback; b. Create any new encroachment into any other required setback; Ordinance No. _____

c. Increase the existing height of the portion of the structure that is within the required setback;
d. Result in a violation of applicable standards for building coverage, parking, or useable open space; or
e. Result in a violation of any standard of the Building Code.

2. Front Setbacks. Additions or enlargements that vertically or horizontally extend a nonconforming front yard setback may be approved based on a finding that the proposed addition will maintain the average setback of development on the same block front within two hundred (200) feet of the lot.

3. Height. Additions or enlargements that horizontally extend a nonconforming side or rear setback of any portion of a structure that is nonconforming with respect to height may be approved based on findings that the proposed alteration will not:
a. Substantially interfere with solar access available to surrounding properties;
b. Reduce the privacy of surrounding properties; or
c. Create a structure that is incompatible with the character of surrounding development due to its bulk or form.

B. Nonconforming Parking:

1. Nonresidential Structures. A nonresidential structure that is nonconforming because it does not satisfy the parking requirements of this Ordinance may be expanded subject to a determination by the Zoning Administrator based on evidence in the record that the amount of existing parking is sufficient to accommodate the proposed use.

2. Residential Structures. A residential structure that is nonconforming because two (2) spaces have not been previously required by this Ordinance may be altered or expanded with only one (1) covered space.

Ordinance No. _____

C. Nonconforming Lot Coverage. A structure that is nonconforming because it exceeds the maximum allowable lot coverage may be expanded in floor area only if the expansion does not increase the lot coverage. (Ord. 1866, 11-19-2019) 307.06: CLASSIFICATION OF NONCONFORMING USES:

Reserved.
307.07: CHANGES AND SUBSTITUTIONS OF NONCONFORMING USES:

No legal nonconforming use shall be expanded or changed in operation without the approval of the Zoning Administrator as provided for in this chapter. This requirement shall not apply to a change of ownership, tenancy, or management where the new use is in the same classification as the previous use, as defined in Chapter 701: Use Classifications, and the use is not expanded.

A. Change from Nonconforming to Permitted Use. Any nonconforming use may be changed to a use that is allowed by right in the zoning district in which it is located and complies with all applicable standards for such use.

B. Conditional Use Permit to Legalize Use. Any use that is nonconforming solely by reason of the absence of a Conditional Use Permit may be changed to a conforming use by obtaining the required permit.

C. Change from Nonconforming Use to Other Nonconforming Use. The Zoning Administrator may allow the expansion of a nonconforming use subject to a determination made pursuant to Article 602 and the requirements of this chapter.

1. Within a Structure That Conforms to the Development Ordinance. A nonconforming use in a structure that conforms to this Ordinance and to the requirements of the Building Code may expand the floor area that it occupies, subject to Zoning Administrator approval provided that no structural alteration is proposed or made for the purpose of the expansion.
a. A nonconforming use may not be expanded to occupy another lot that it did not occupy on the effective date of this Ordinance.

Ordinance No. _____

b. The expansion of the nonconforming use shall not exceed fifty (50) percent of the area that the nonconforming use legally occupies at the time of application.

2. Within a Structure That Does Not Conform to the Development Ordinance.

A nonconforming use in a structure that does not conform to the requirements of this Ordinance may expand its occupancy and building floor area subject to the requirements of paragraph one (1) above.

3. Within a Structure That Does Not Conform to the Building Code. Any nonconforming use in a structure that does not conform to the Building Code may not expand the area it occupies. A nonconforming use may expand the area it occupies subject to Zoning Administrator approval after the structure is brought into conformance with all applicable Building Code requirements.

4. Zoning Administrator Review. The Zoning Administrator, in approving a change or substitution pursuant to this section, shall find that:
a. The proposed new use will be more compatible with the purposes of the district and surrounding uses than the nonconforming use it replaces; b. The proposed new use will not be detrimental to the health, safety, peace, comfort or general welfare of persons residing or working in the surrounding area or be detrimental or injurious to property and improvements of adjacent properties, the surrounding area, or the neighborhood because of noise, traffic generation, odors, dust, glare, vibrations, or other effects; and c. The proposed new use will comply with all applicable standards or there are special circumstances peculiar to the property and its relation to surrounding uses or to the district itself that would justify modification to applicable standards.

5. Standards for Zoning Administrator Determination. In making its findings and conclusions pursuant to paragraph four (4) above, the Zoning Administrator shall consider the following factors:
a. Noise;
b. Traffic generation;
Ordinance No. _____

c. Hours of operation;
d. Noxious or annoying emissions of odor, smoke, waste water or other matters;
e. Proximity of the use to conforming uses;
f. Extent and severity of nonconformity;
g. Effect of the nonconforming use on surrounding conforming uses; h. Character of the surrounding neighborhood, including the number and proportion of nonconforming uses;
i. Access to the nonconforming use;
j. Maintenance of the nonconforming use; and
k. Any other factors the Zoning Administrator deems relevant given the purposes of this chapter.

6. Conditions. When making its decision on an application for a change or substitution of use, the Zoning Administrator may establish conditions that are necessary to accomplish the purposes of this chapter, including, but not limited to:
a. Required improvement of, or modifications to existing improvements on, the property;
b. Limitations on hours of operations;
c. Limitations on the nature of operations; and
d. A specified term of years for which the continued nonconforming use shall be allowed.

7. Revocation of Approved Changes of Nonconforming Use. The City Council may initiate a review of a changed or substituted nonconforming uses upon its own motion, or following a recommendation from the Zoning Administrator, in accordance with Section 601.10, Revocation of Approvals, and the following standards and procedures.
a. Initiation of Revocation Procedure. Initiation of City Council review of a nonconforming use approved pursuant to this section shall first require a report Ordinance No. _____

from the Zoning Administrator based upon the Zoning Administrator’s independent investigation and determination, recommending action by the Council.
b. City Council Review and Decision. The City Council shall hold a public hearing, pursuant to the procedures established in Chapter 601, Common Procedures. Upon the conclusion of the public hearing, the Council shall determine whether the nonconforming status shall be revoked and the use discontinued or allowed to continue subject to conditions. In making its determination the Council shall base its decision on the same considerations it used when approving the Conditional Use Permit to allow a change or substitution of a nonconforming use and the standards in paragraph five (5) above. (Ord. 1866, 11-19-2019)
307.08: RESTORATION OF DAMAGED NONCONFORMING STRUCTURES:

A. Restoration When Damage is Less than Seventy-Five (75) Percent of Value. If a nonconforming structure or a structure containing a nonconforming use is destroyed by fire or other calamity, to the extent of seventy-five (75) percent or less of the replacement cost, as determined by the Building Official, the structure may be restored and the nonconforming use may be resumed, provided that a building permit for restoration is issued within six (6) months and restoration work is diligently pursued to completion.

B. Restoration When Damage Exceeds Seventy-Five (75) Percent of Value. If any nonconforming structure or a structure containing a nonconforming use is destroyed by fire, explosion or other casualty or act of God to an extent of seventyfive (75) percent or greater of the replacement cost, as determined by the Building Official, then the structure may be restored and used only in compliance with the applicable regulations for the district where it is located, except as provided below.

1. Exceptions for Residential Structures.

Ordinance No. _____

a. Any nonconforming residential use may be reconstructed, restored, or rebuilt up to the size and number of dwelling units prior to the damage and the nonconforming use, if any, may be resumed unless the City finds that:
(1) The reconstruction, restoration, or rebuilding will be detrimental or injurious to the health, safety, or general welfare of persons residing or working in the neighborhood, or will be detrimental or injurious to property and improvements in the neighborhood.
(2) The existing nonconforming use of the building or structure can be more appropriately moved to a zoning district in which the use is permitted, or that there no longer exists a district in which the existing nonconforming use is permitted.

2. Any reconstruction, restoration, or rebuilding undertaken pursuant to this section shall conform to all applicable Building Code requirements.

3. A building permit shall be obtained within two (2) years after the date of the damage or destruction. (Ord. 1866, 11-19-2019)
307.09: CORRECTION OF NONCONFORMING SITE FEATURES:

Prior to occupancy of a site or structure that is nonconforming due to lack of one (1) of the following: screening of mechanical equipment; required walls or fences to screen parking; required paving for driveways; or required landscaping; a schedule for elimination or substantial reduction of these nonconformities over a period not exceeding five (5) years shall be submitted. Priority may be given to elimination of nonconformities that have a significant adverse impact on surrounding properties, and shall not require a commitment to remove nonconformities that have a minor impact and would be costly to eliminate due to the configuration of the site and the location of existing structures. (Ord. 1866, 11-19-2019)
307.10: ABANDONMENT OF NONCONFORMING USES:

Ordinance No. _____

No nonconforming use may be resumed, reestablished, reopened or replaced by any other nonconforming use after it has been abandoned or vacated for a period of six (6) months, except as provided for in this section. The nonconforming use of a legally established structure may be reestablished if the Zoning Administrator makes the following findings. As a condition of approving the resumption of such nonconforming use, the Zoning Administrator may impose a time limit on its duration if necessary in order to make the required findings.

A. The structure cannot be used for any conforming use because of its original design or because of legal structural changes made for a previous nonconforming use;
B. The structure can be reasonably expected to remain in active use for a period of twenty (20) years without requiring repairs or maintenance in excess of fifty (50) percent of the replacement cost of the structure, as defined in this chapter, within any five (5) year period; and
C. The continuation of the use or structure will not be incompatible with or detrimental to surrounding conforming uses. (Ord. 1866, 11-19-2019 This ordinance shall be in full force and effect thirty (30) days from and after its publication and passage.

PASSED, APPROVED, AND ADOPTED this 5th day of May, 2026. ____________________________
Greg Meister, Mayor
ATTEST:

Richard Tree, City Clerk
By: _________________________________
Fernando Gabriel-Moraga, Chief Deputy City Clerk
PROPOSED AMENDMENTS TO ARTICLE 307 OF THE PORTERVILLE DEVELOPMENT ORDINANCE

REGARDING NONCONFORMING USES, STRUCTURES, AND LOTS
Article 307 of the Porterville Development Ordinance is hereby amended to read in its entirety as follows:
307.01: PURPOSE:

The specific purpose of this chapter is to permit continuation of uses and continued occupancy and maintenance of structures that were legally established but do not comply with all of the standards and requirements of this Ordinance in a manner that does not impair public health, safety, and general welfare. (Ord. 1866, 11-19-2019)
307.02: APPLICABILITY:

These provisions apply to structures, land and uses that have become nonconforming by operation of this Ordinance and that remain in a nonconforming status by application of this chapter, as well as structures, land, and uses that hereafter become nonconforming due to annexation to the City or amendments to the zoning map or development Ordinance text. (Ord. 1866, 11- 19-2019)
307.03: ESTABLISHMENT OF LEGAL NONCONFORMING USES AND STRUCTURES:

A. Nonconformity. A non-conformity may result from any inconsistency with the requirements of this Ordinance, including but not limited to location, density, height, yard, usable open space, buffering, or performance standards or the lack of a Conditional Use Permit, variance, or other required authorization. A use or structure shall not be deemed nonconforming solely because it does not conform with the parking dimension standards, loading, planting area, or screening regulations of the district in which it is located or does not conform to the standards for the following building features: garage door location; garage door width; chimney height; cornices, eaves, and other ornamental features that exceed maximum projections into required yards; or bay windows and balconies above the first floor that exceed maximum projections into required yards.

B. Nonconforming Uses and Structures-Right to Continue. Any use or structure that was legally established prior to the effective date of this Ordinance or of any subsequent rezoning or amendment shall be deemed to be in compliance with this Ordinance and may be continued and maintained indefinitely if it has remained in continuous existence. The right to continue a nonconforming use or structure shall run with the land. However, no substitution, expansion, or other change in use and no alteration or other change in structures is permitted, except as otherwise provided in this chapter. (Ord. 1866, 11-19-2019) 307.04: CONTINUATION AND MAINTENANCE OF NONCONFORMING
STRUCTURES:

Legal nonconforming structures may be continued and maintained in compliance with the requirements of this chapter unless deemed to be a public nuisance because of health or safety conditions.

A. Maintenance and Nonstructural Repairs. Maintenance, non-structural repairs and non-structural interior alterations are permitted to a nonconforming structure or to a structure occupied by a nonconforming use, so long as the changes and improvements do not enlarge or extend the structure.

B. Structural Repairs. Structural repairs that do not enlarge or extend the structure, including modification or repair of bearing walls, columns, beams or girders, may be undertaken only when the Building Official determines that such modification or repair is immediately necessary to protect public health and safety, occupants of the nonconforming structure, or occupants of adjacent property and when the cost of such work does not exceed fifty (50) percent of the higher of the assessed value of the nonconforming structure as determined by the Tulare County Assessor or an appraisal performed by a certified appraiser for the applicant. If an applicant chooses not to submit an appraisal, the Tulare County Assessor’s determination shall be used. (Ord. 1866, 11-19-2019) 307.05: ALTERATIONS AND ENLARGEMENTS TO NONCONFORMING STRUCTURES:

Nonconforming structures may be enlarged, extended, structurally altered or repaired as long as the use of the property is conforming, and subject to the following provisions:

A. Nonconforming Structures Single-Family Dwellings. A Structure SingleFamily Dwelling that is nonconforming with respect to one (1) or more required setbacks may be enlarged or altered, subject to the following standards:

1. Interior Side and Rear Setbacks. Additions or enlargements that maintain a nonconforming interior side or rear yard setback are permitted as long as the addition does not:
a. Further reduce any nonconforming side or rear setback; b. Create any new encroachment into any other required setback; c. Increase the existing height of the portion of the structure that is within the required setback;
d. Result in a violation of applicable standards for building coverage, parking, or useable open space; or
e. Result in a violation of any standard of the Building Code.

2. Front Setbacks. Additions or enlargements that vertically or horizontally extend a nonconforming front yard setback may be approved based on a finding that the proposed addition will maintain the average setback of development on the same block front within two hundred (200) feet of the lot.

3. Height. Additions or enlargements that horizontally extend a nonconforming side or rear setback of any portion of a structure that is nonconforming with respect to height may be approved based on findings that the proposed alteration will not:
a. Substantially interfere with solar access available to surrounding properties;
b. Reduce the privacy of surrounding properties; or
c. Create a structure that is incompatible with the character of surrounding development due to its bulk or form.

B. Nonconforming Parking:

1. Nonresidential Structures. A nonresidential structure that is nonconforming because it does not satisfy the parking requirements of this Ordinance may not be expanded subject to a determination by the Zoning Administrator based on evidence in the record that the amount of existing parking is sufficient to accommodate the proposed use unless the parking spaces that are required for the expansion are provided in accordance with applicable provisions of Chapter 304, On-Site Parking and Loading.

2. Residential Structures. A residential structure that is nonconforming because two (2) spaces have not been previously required by this Ordinance may be altered or expanded with only one (1) covered space, provided that such alterations or expansions of habitable space in an individual dwelling shall not cumulatively exceed twenty-five (25) percent of the habitable floor area at the time of the first expansion or alteration.

3. Exception. No residence may be constructed or expanded by more than one thousand (1,000) square feet of additional habitable area without providing parking in accordance with the applicable provisions of Chapter 304, On-Site Parking and Loading.

C. Nonconforming Lot Coverage. A structure that is nonconforming because it exceeds the maximum allowable lot coverage may be expanded in floor area only if the expansion does not increase the lot coverage. (Ord. 1866, 11-19-2019) 307.06: CLASSIFICATION OF NONCONFORMING USES:

Reserved.

The City Council may classify legally established nonconforming uses for the purpose of determining whether to permit substitution or expansion subject to the requirements of the following section. The classification of any use or structure shall be optional and shall be based on written application by the property owner or his/her designee, including such information as may be deemed necessary to determine that the use was legally established and to make any other findings that may be required.

A. Class I. Class I nonconforming uses are designated by the City Council following a public hearing and based on findings that:

1. The existing nonconforming use was legally established;

2. The proposed expansion or substitution of the nonconforming use would not be detrimental to public health, safety, or welfare;

3. The proposed expansion or substitution would not be inconsistent with the General Plan and would not preclude or interfere with implementation of any applicable adopted City plan;

4. The proposed use will not depress the value of nearby properties; and

5. No useful purpose would be served by strict application of the provisions or requirements of this Ordinance with which the use or structure does not conform.

B. Class II. Class II nonconforming uses include any legally established nonresidential use that involves the following:

1. Storage, use, or generation of hazardous materials, processes, products, or wastes;

2. Activity that may be detrimental to public health and safety because of the potential to create dust, glare, heat, noise, noxious gases, odor, smoke, vibration;

3. Conditions that would be incompatible with surrounding uses; or

4. Any nonconforming Sexually Oriented Business. (Ord. 1866, 11-19-2019) 307.07: CHANGES AND SUBSTITUTIONS OF NONCONFORMING USES:

No legal nonconforming use shall be substantially expanded or changed in operation without the approval of the Zoning Administrator a Conditional Use Permit as provided for in this chapter. This requirement shall not apply to a change of ownership, tenancy, or management where the new use is in the same classification as the previous use, as defined in Chapter 701: Use Classifications, and the use is not expanded.

A. Change from Nonconforming to Permitted Use. Any nonconforming use may be changed to a use that is allowed by right in the zoning district in which it is located and complies with all applicable standards for such use.

B. Conditional Use Permit to Legalize Use. Any use that is nonconforming solely by reason of the absence of a Conditional Use Permit may be changed to a conforming use by obtaining the required permit.

C. Change from Nonconforming Use to Other Nonconforming Use. The Zoning Administrator City Council may allow the expansion of a Class I use, substitution of a Class II nonconforming use with a Class I nonconforming use, or substitution of a Class I nonconforming use with another Class I nonconforming use, subject to a determination made pursuant to Article 602 approval of a Conditional Use Permit and the requirements of this chapter.

1. Within a Structure That Conforms to the Development Ordinance. A Class I nonconforming use in a structure that conforms to this Ordinance and to the requirements of the Building Code may expand the floor area that it occupies, subject to Zoning Administrator Conditional Use Permit approval provided that no structural alteration is proposed or made for the purpose of the expansion. a. A nonconforming use may not be expanded to occupy all or a part of another structure or another lot that it did not occupy on the effective date of this Ordinance.
b. The expansion of the nonconforming use shall not exceed fifty (50) percent of the area that the nonconforming use legally occupies at the time of application.

2. Within a Structure That Does Not Conform to the Development Ordinance.

A Class I nonconforming use in a structure that does not conform to the requirements of this Ordinance may expand its occupancy and building floor area subject to the requirements of paragraph one (1) above.

3. Within a Structure That Does Not Conform to the Building Code. Any nonconforming use in a structure that does not conform to the Building Code may not expand the area it occupies. A Class I nonconforming use may expand the area it occupies subject to Zoning Administrator Conditional Use Permit approval after the structure is brought into conformance with all applicable Building Code requirements.

4. Zoning Administrator City Council Review. The Zoning Administrator, in approving a change or substitution pursuant to this section, City Council shall hold a public hearing, pursuant to the procedures established in Chapter 601, Common Procedures, on each application for a change or substitution of use. In addition to any other findings that may be required, the City Councilshall find that:
a. The proposed new use will be more compatible with the purposes of the district and surrounding uses than the nonconforming use it replaces; b. The proposed new use will not be detrimental to the health, safety, peace, comfort or general welfare of persons residing or working in the surrounding area or be detrimental or injurious to property and improvements of adjacent properties, the surrounding area, or the neighborhood because of noise, traffic generation, odors, dust, glare, vibrations, or other effects; and c. The proposed new use will comply with all applicable standards or there are special circumstances peculiar to the property and its relation to surrounding uses or to the district itself that would justify modification to applicable standards.

5. Standards for Zoning Administrator Council Determination. In making its findings and conclusions pursuant to paragraph four (4) above, the Zoning Administrator City Council shall consider the following factors:
a. Noise;
b. Traffic generation;
c. Hours of operation;
d. Noxious or annoying emissions of odor, smoke, waste water or other matters;
e. Proximity of the use to conforming uses;
f. Extent and severity of nonconformity;
g. Effect of the nonconforming use on surrounding conforming uses; h. Character of the surrounding neighborhood, including the number and proportion of nonconforming uses;
i. Access to the nonconforming use;
j. Maintenance of the nonconforming use; and
k. Any other factors the Zoning Administrator City Council deems relevant given the purposes of this chapter.

6. Conditions. When making its decision on an application for a change or substitution of use, the Zoning Administrator Council may establish conditions that are necessary to accomplish the purposes of this chapter, including, but not limited to:
a. Required improvement of, or modifications to existing improvements on, the property;
b. Limitations on hours of operations;
c. Limitations on the nature of operations; and
d. A specified term of years for which the continued nonconforming use shall be allowed.

7. Revocation of Approved Changes of Nonconforming Use. The City Council may initiate a review of a changed or substituted nonconforming uses upon its own motion, or following a recommendation from the Zoning Administrator, in accordance with Section 601.10, Revocation of Approvals, and the following standards and procedures.
a. Initiation of Revocation Procedure. Initiation of City Council review of a nonconforming use approved pursuant to this section shall first require a report from the Zoning Administrator based upon the Zoning Administrator’s independent investigation and determination, recommending action by the Council.
b. City Council Review and Decision. The City Council shall hold a public hearing, pursuant to the procedures established in Chapter 601, Common Procedures. Upon the conclusion of the public hearing, the Council shall determine whether the nonconforming status shall be revoked and the use discontinued or allowed to continue subject to conditions. In making its determination the Council shall base its decision on the same considerations it used when approving the Conditional Use Permit to allow a change or substitution of a nonconforming use and the standards in paragraph five (5) above. (Ord. 1866, 11-19-2019)
307.08: RESTORATION OF DAMAGED NONCONFORMING STRUCTURES:

A. Restoration When Damage is Less than Seventy-Five (75) Percent of Value. If a nonconforming structure or a structure containing a nonconforming use is destroyed by fire or other calamity, to the extent of seventy-five (75) percent or less of the replacement cost, as determined by the Building Official, the structure may be restored and the nonconforming use may be resumed, provided that a building permit for restoration is issued within six (6) months and restoration work is diligently pursued to completion.

B. Restoration When Damage Exceeds Seventy-Five (75) Percent of Value. If any nonconforming structure or a structure containing a nonconforming use is destroyed by fire, explosion or other casualty or act of God to an extent of seventyfive (75) percent or greater of the replacement cost, as determined by the Building Official, then the structure may be restored and used only in compliance with the applicable regulations for the district where it is located, except as provided below.

1. Exceptions for Residential Structures.
a. Any nonconforming residential use may be reconstructed, restored, or rebuilt up to the size and number of dwelling units prior to the damage and the nonconforming use, if any, may be resumed unless the City finds that:
(1) The reconstruction, restoration, or rebuilding will be detrimental or injurious to the health, safety, or general welfare of persons residing or working in the neighborhood, or will be detrimental or injurious to property and improvements in the neighborhood.
(2) The existing nonconforming use of the building or structure can be more appropriately moved to a zoning district in which the use is permitted, or that there no longer exists a district in which the existing nonconforming use is permitted.

2. Any reconstruction, restoration, or rebuilding undertaken pursuant to this section shall conform to all applicable Building Code requirements.

3. A building permit shall be obtained within two (2) years after the date of the damage or destruction. (Ord. 1866, 11-19-2019)
307.09: CORRECTION OF NONCONFORMING SITE FEATURES:

Prior to occupancy of a site or structure that is nonconforming due to lack of one (1) of the following: screening of mechanical equipment; required walls or fences to screen parking; required paving for driveways; or required landscaping; a schedule for elimination or substantial reduction of these nonconformities over a period not exceeding five (5) years shall be submitted. Priority may be given to elimination of nonconformities that have a significant adverse impact on surrounding properties, and shall not require a commitment to remove nonconformities that have a minor impact and would be costly to eliminate due to the configuration of the site and the location of existing structures. (Ord. 1866, 11-19-2019)
307.10: ABANDONMENT OF NONCONFORMING USES:

No nonconforming use may be resumed, reestablished, reopened or replaced by any other nonconforming use after it has been abandoned or vacated for a period of six (6) months, except as provided for in this section. The nonconforming use of a legally established structure may be reestablished if the Zoning Administrator makes City Council approves a Conditional Use Permit after making all the following findings in addition to any other required findings. As a condition of approving the resumption of such nonconforming use, the Zoning Administrator Council may impose a time limit on its duration if necessary in order to make the required findings.

A. The structure cannot be used for any conforming use because of its original design or because of legal structural changes made for a previous nonconforming use;
B. The structure can be reasonably expected to remain in active use for a period of twenty (20) years without requiring repairs or maintenance in excess of fifty (50) percent of the replacement cost of the structure, as defined in this chapter, within any five (5) year period; and
C. The continuation of the use or structure will not be incompatible with or detrimental to surrounding conforming uses. (Ord. 1866, 11-19-2019) Item No. 18.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Adoption of an Ordinance for Expedited Permitting of Electric Vehicle Charging Systems
SOURCE: Engineering and Project Management
COMMENT: The State of California adopted Assembly Bill (AB) 1236, which requires local agencies to establish an expedited and streamlined permitting process for electric vehicle charging systems. This legislation is intended to facilitate the efficient installation of electric vehicle infrastructure and support the State’s efforts to reduce reliance on fossil fuels.

The proposed ordinance amends the Porterville Municipal Code to establish a ministerial, nondiscretionary permit review process for electric vehicle charging systems. The ordinance includes provisions for expedited review, electronic submittals, standardized checklists, and inspection procedures, while maintaining compliance with all applicable building and safety codes.

The City previously adopted a similar ordinance establishing an expedited permitting process for small residential rooftop solar systems in 2015. That process has been successfully implemented and serves as a model for this proposed update.

Adoption of this ordinance ensures that the City of Porterville remains consistent with State law, maintains eligibility for State and Federal funding tied to code compliance, and continues to support a safe, efficient, and resilient built environment.

RECOMMENDATION: That the City Council:

1. Conduct a Public Hearing to receive input regarding the proposed ordinance; and

2. Approve for first reading by title only, an ordinance establishing an expedited permit review process for electric vehicle charging systems.

Item No. 18.

ATTACHMENTS: 1. Draft Ordinance
Appropriated/Funded:

Review By:

Department Director:

Clayton Dignam, Interim Engineering and Project Management Director/Fire Marshal
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk ORDINANCE NO. _____________-2026

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PORTERVILLE AMENDING ARTICLE VII OF CHAPTER 7 OF THE MUNICIPAL CODE OF THE CITY

OF PORTERVILLE SETTING FORTH PROCEDURES FOR EXPEDITING

PERMITTING PROCESSING FOR ELCTRIC VEHCILE CHARGING SYSTEMS WHEREAS: The State of California and the City of Porterville has consistently promoted and encouraged the use of fuel-efficient electric vehicles; and WHEREAS: The State of California recently adopted Assembly Bill 1236, which requires local agencies to adopt an ordinance that creates an expedited and streamlined permitting process for electric vehicle charging systems; and WHEREAS: Creation of an expedited, streamlined permitting process for electric vehicle charging stations would facilitate convenient charging of electric vehicles and help reduce the City’s reliance on environmentally damaging fossil fuels.

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

Section 1:

Article VII of Chapter 7 of the Porterville Municipal Code shall be entitled “Electric Vehicle Charging Station Permit Expediting” and shall include section 7-52, 7-53, 7-54, 7-55, 7-56, 7-57, 7-58 (including 7-58.1 through 7-58.4), 7-59, and 7-60 as follows:

CHAPTER 7-52
Electric Vehicle Charging Station Permit Expediting
7-52: Definitions
7-53: Purpose
7-54: Applicability
7-55 Expedited Review Process
7-56 Electronic Submittals
7-57 Association Approval
7-58 Permit Application Process
7-58.1 Electric Vehicle Charging System Requirements
7-58.2 Duties of City in Reviewing EVCS Applications
7-58.3 Permit Review and Inspection Requirements
7-58.4 Technical Review
7-59 Conflicts
7-60 Severability
Ordinance No._____

7-52: DEFINITIONS
ELECTRIC VEHICLE CHARGING SYSTEM (EVCS): Any level of electric vehicle supply equipment that is designed and built in compliance with the California Electrical Code, delivers electricity from a source outside an electric vehicle into one or more electric vehicles, and meets all applicable safety standards.

ELECTRONIC SUBMITTAL: The utilization of one or more of the following approved methods:

A. E-mail;
B. Internet;
C. Other electronic methods approved by the City.

SPECIFIC, ADVERSE IMPACT: A significant, quantifiable, direct, and unavoidable impact, based on objective, identified, and written public health or safety standards, policies, or conditions.
7-53: PURPOSE
The purpose of this article is to adopt an expedited, streamlined permitting process for electric vehicle charging systems pursuant to Government Code Section 65850.7. This article is intended to encourage the use of electric vehicle charging systems by removing unreasonable barriers, minimizing costs to property owners and the City, and ensuring installations are safe and compliant with applicable codes. The terms, phrases, and words used in this process shall be construed in compliance with California Government Code Section 65850.7.
7-54: APPLICABILITY
This article applies to the permitting of all electric vehicle charging systems within the City.

Existing systems legally installed prior to the effective date of this article shall not be subject to these requirements unless modifications are made that require a new permit or until such time as State law mandates such.
7-55: EXPEDITED REVIEW PROCESS
Consistent with Government Code Section 65850.7, the Building Official shall implement an expedited administrative permit review process for electric vehicle charging stations, and adopt a checklist of all requirements with which electric vehicle charging stations shall comply with in order to be eligible for expedited review. The expedited administrative permit review process and checklist may refer to the recommendations in the checklist prescribed by the most current version of the “Plug-In Electric Vehicle Infrastructure Permitting Checklist” of the “Zero-Emission Vehicles in the California: Community Readiness Guidebook” published by the Governor’s Office of Planning and Research.

The City’s checklist shall be published on the City’s website.

Ordinance No._____

7-56: ELECTONIC SUBMITTALS
Consistent with Government Code Section 65850.7, the Building Official shall allow for electronic submittal of permit applications covered by this process and associated supporting documentations. In accepting such permit applications, the Building Official shall also accept electronic signatures on all forms, applications, and other documentation in lieu of a we signature by any applicant.
7-57 ASSOCIATION APPROVAL
Consistent with Government Code Section 65850.7, the Building Official shall not condition the approval for any electric vehicle charging station permit on the approval of such a system by an association, as defined by Civil Code Section 4080. 7-58: PERMIT APPLICATION PROCESS
A permit application that satisfies the information requirements in the City’s checklist shall be deemed complete and be promptly processed. Upon confirmation by the Building Official that the permit application and supporting documents meet the requirements of th City checklist, and is consistent with all applicable laws the Building Official shall, consistent with Government Cde Section 65850.7, approve the application and issue all necessary permits. Such approval does not authorize an applicant to energize or utilize the electric vehicle charging station until approval is granted by the City via required inspections. If the Building Official determines that the permit application is incomplete, they shall issue a written correction notice to the applicant, detailing all deficiencies in the application and any additional information required to be eligible for expedited permit issuance.
7-58.1: ELECTRIC VEHICLE CHARGING SYSTEM REQUIREMENTS
A. All electric vehicle charging systems shall meet applicable health and safety standards and requirements imposed by the State of California and the City of Porterville.

B. Electric vehicle charging systems shall comply with all applicable building codes.

C. Electric vehicle charging systems shall be installed in accordance with manufacturer specifications and applicable industry standards. 7-58.2: DUTIES OF CITY IN REVIEWING EVCS APPLICATIONS
A. All required documents for EVCS permit applications shall be made available on the City’s publicly accessible website.

B. Electronic submittal of permit applications shall be accepted.

C. The Building Official shall adopt a standard plan and checklist of all requirements for EVCS installations eligible for expedited review.

D. The permit process, standard plans, and checklists shall conform to current state law and applicable codes.

Ordinance No._____

E. Fees for EVCS permits shall comply with applicable state law. 7-58.3: PERMIT REVIEW AND INSPECTION REQUIREMENTS
A. The Building Official shall implement an administrative, nondiscretionary review process for EVCS applications.

B. The Building Official shall approve applications that meet all checklist requirements and applicable laws.

C. Review of the application shall be limited to compliance with health and safety requirements and building code.

D. The Building Official may require a use permit if there is substantial evidence that the installation would have a specific, adverse impact on public health or safety.

E. Any conditions imposed shall mitigate the impact at the lowest possible cost.

F. If an application is incomplete, a written correction notice shall be provided.

G. Only one inspection shall be required where feasible. Additional inspections may be required if deficiencies are identified or warranted due to contingent and/or related work by code.

H. Inspections shall be scheduled in a timely manner consistent with the expedited process.
7-58.4: TECHNICAL REVIEW
It is the intent of this policy to encourage the installation of electric vehicle charging stations by removing obstacles to permitting for charging stations so long as the action does not supersede the Building Official’s authority to address higher priority life-safety situations. If the Building Official makes a finding based on substantial evidence that the electric vehicle charging station could have a specific adverse impact upon the public health or safety as defined in Government Code 65850.7, the City may require the applicant to apply for a use permit. 7-59: CONFLICTS
Any provision of the City or appendices thereto, inconsistent with these provisions, to the extent of such inconsistencies and no further, are hereby repealed or modified to that extent necessary to effect these provisions.
7-60: SEVERABILITY
If any section of this article is held invalid, such invalidity shall not affect the remaining provisions.

SECTION 2:

This ordinance shall take effect thirty (30) days after adoption.

Ordinance No._____

SECTION 3:

The City Clerk shall certify to the adoption of this ordinance and cause it to be published in accordance with law.

PASSED, APPROVED AND ADOPTED this ___ day of __________, 2026. ___________________________
Greg Meister, Mayor
ATTEST:

Richard Tree, City Clerk
By: __________________________
Fernando Gabriel-Moraga,
Chief Deputy City Clerk
Item No. 19.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Adoption of Resolution Authorizing Individual Employment Agreements for the Positions of Deputy City Manager, Assistant City Manager, and Department Directors
SOURCE: City Manager's Office
COMMENT: At the Special City Council Meeting of March 30, 2026, the City Council directed the City Manager to establish individual employment agreements for executive management positions, including Department Directors, the Deputy City Manager, and the Assistant City Manager.

Currently, these positions are governed by the City’s Employee Pay and Benefits Plan. The proposed Resolution would transition these roles to individual employment agreements, a common practice in Council–Manager forms of government that provides greater flexibility to recruit, retain, and manage executive leadership.

Under this approach, the City Manager will be authorized to negotiate and execute employment agreements, subject to City Attorney review and the City Council’s adopted budget. All positions will remain at-will and serve at the pleasure of the City Manager, consistent with the City Charter.

Employment agreements will establish clear expectations for performance, accountability, and professional conduct. This includes measurable performance objectives aligned with City Council priorities, regular evaluations by the City Manager, and adherence to the City’s Code of Ethics.

This framework strengthens accountability, aligns executive leadership with organizational goals, and maintains the City Council’s fiscal oversight.

RECOMMENDATION: That the City Council adopt a Resolution authorizing the use of individual employment agreements for the positions of Deputy City Manager, Assistant City Manager, and Department
Directors, and authorizing the City Manager to execute such agreements, subject to review and approval by the City Attorney and consistent with the City Council’s adopted budget.

Item No. 19.

ATTACHMENTS: 1. Draft Code of Ethics

2. Draft Resolution
Appropriated/Funded:

Review By:

Department Director:

Richard Tree, City Manager
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk PURPOSE:

The purpose of this Code of Ethics is to ensure that all City of Porterville employees, including executive management, understand and uphold their responsibility to maintain the highest standards of integrity, professionalism, and public trust in the performance of their duties.

CORE ETHICAL PRINCIPLES:

Employees shall adhere to the following core principles:
• Integrity: Act honestly and ethically in all matters; • Accountability: Accept responsibility for decisions and actions; • Transparency: Conduct business in an open and accessible manner; • Stewardship: Protect and responsibly use public resources; • Respect: Treat all individuals with fairness and professionalism; • Public Trust: Uphold the confidence placed in public service.

POLICY:

AS A CITY OF PORTERVILLE EMPLOYEE, my fundamental duty is to serve the public; to support the safety, health, and well-being of the community; to safeguard public resources; and to uphold the principles of fairness, integrity, and respect for all individuals.

I WILL conduct myself with honesty and integrity in both my personal and professional life, recognizing that my actions reflect upon the City. I will comply with all laws, regulations, and policies, and will perform my duties to the best of my ability with diligence, accountability, and professionalism.

I WILL treat all members of the public, coworkers, and officials with respect, courtesy, and impartiality. I will not allow personal feelings, biases, or relationships to influence my decisions or actions, and I will strive to ensure equitable treatment for all.

CITY OF PORTERVILLE

ADMINISTRATIVE POLICY
Number IV-A-1
Date
Amended __________
Authority Administration
_________________
City Manager
SUBJECT: EMPLOYEE CODE OF ETHICS
IV-A-1

EMPLOYEE CODE OF ETHICS

I WILL protect and responsibly use public funds, property, equipment, and information entrusted to me. Use of City resources shall be for official business purposes only unless expressly authorized. I will not use my position for personal gain, nor will I accept gifts, favors, or advantages that could compromise or appear to compromise my judgment or integrity.

I WILL maintain confidentiality of information entrusted to me in the course of my duties and will only disclose such information when authorized or legally required.

I WILL strive for excellence by continually improving my knowledge, skills, and performance, and by supporting a culture of collaboration, innovation, and accountability within the organization.

I WILL use City technology systems, including digital platforms and artificial intelligence tools, in a responsible, secure, and ethical manner, ensuring the protection of data and the integrity of City operations.

I WILL be mindful of the impact of my actions on the community and my colleagues, and I will act in a manner that promotes public confidence in the City and its services.

I RECOGNIZE that my role as a City employee is a position of public trust. I accept this responsibility and will strive to uphold the highest ethical standards, dedicating myself to serving the community with integrity, professionalism, and respect.

CONFLICTS OF INTEREST:

Employees shall avoid any situation in which personal, financial, or other interests’ conflict, or appear to conflict, with the interests of the City. Employees shall disclose potential conflicts and recuse themselves from decision-making where appropriate.

APPLICABILITY AND EXECUTIVE RESPONSIBILITY:

This Code of Ethics applies to all employees of the City of Porterville, including Department Directors, the Deputy City Manager, Assistant City Manager, and all executive management positions.

Executive management employees are expected to:
• Model ethical leadership and decision-making;
• Promote a culture of integrity, accountability, and professionalism; IV-A-1

EMPLOYEE CODE OF ETHICS

• Ensure compliance with this policy within their departments; and • Integrate ethical standards into performance management and organizational practices.

REPORTING AND ACCOUNTABILITY:

Employees are expected and encouraged to report suspected violations of this Code of Ethics through appropriate channels. The city prohibits retaliation against any employee who reports a concern in good faith.

TRAINING AND ACKNOWLEDGMENT:

All employees shall receive training on this Code of Ethics and acknowledge their understanding as a condition of employment. Periodic refresher training may be required to ensure ongoing compliance.

ENFORCEMENT:

Failure to adhere to this Code of Ethics may result in disciplinary action, up to and including termination, consistent with applicable laws, City policies, and administrative procedures. Violations of this Code may also be considered in performance evaluations, including for executive management employees.

ADMINISTRATION:

The City Manager shall be responsible for the administration and implementation of this policy and may establish procedures necessary to ensure compliance and consistent application.

EFFECTIVE DATE:

This policy shall become effective upon adoption by the City Council and shall remain in effect until amended or repealed.

RESOLUTION NO. ______ - 2026

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORTERVILLE ADOPTING A POLICY

AUTHORIZING INDIVIDUAL EMPLOYMENT AGREEMENTS FOR DEPARTMENT DIRECTORS AND REMOVING DEPARTMENT DIRECTOR CLASSIFICATIONS FROM THE CITY’S EMPLOYEE PAY AND

BENEFITS PLAN
WHEREAS, the City of Porterville is a charter city organized and operating under its City Charter and the Constitution of the State of California, which vests the administration of City affairs in the City Manager under the direction of the City Council; and WHEREAS, under the Council–Manager form of government, the City Council establishes policy direction for the City while the City Manager is responsible for the administration and management of City operations; and
WHEREAS, Department Directors serve as executive management employees responsible for administering City departments and implementing policies and strategic priorities established by the City Council and administered by the City Manager; and WHEREAS, Department Directors serve at the pleasure of the City Manager, who is responsible for the recruitment, supervision, and evaluation of executive staff; and WHEREAS, the City currently employs Department Directors under the provisions of the City’s Employee Pay and Benefits Plan, which establishes standardized salary ranges and benefit structures for employees of the City; and
WHEREAS, many municipalities operating under the Council–Manager form of government utilize individual employment agreements for executive-level positions, including department directors, in order to recruit and retain highly qualified candidates and to establish clear expectations regarding executive leadership responsibilities; and WHEREAS, authorizing the use of individual employment agreements for Department Directors will provide the City Manager with appropriate flexibility to recruit, retain, and manage executive leadership while maintaining the City Council’s authority over the City’s annual budget; and
WHEREAS, the City Council desires to authorize the use of employment agreements for Department Directors and remove Department Director classifications from the City’s Employee Pay and Benefits Plan in order to modernize the City’s executive employment structure and align it with common practices used by charter cities operating under a Council–Manager form of government.

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

Resolution No. _____-2026

Section 1. Adoption of Policy
The City Council hereby adopts the Policy for Executive Employment Agreements for Department Directors, attached hereto as Exhibit A and incorporated herein by reference.

Section 2. Removal from Employee Pay and Benefits Plan
Department Director classifications are hereby removed from the City of Porterville Employee Pay and Benefits Plan and shall instead be governed by individual employment agreements executed pursuant to the adopted policy.

Section 3. Authority of the City Manager
The City Manager is authorized to negotiate and execute individual employment agreements with Department Directors, consistent with the adopted policy.

Department Directors shall serve at the pleasure of the City Manager, and nothing in this Resolution or any employment agreement executed pursuant to this Resolution shall be construed to create a property interest in employment or to alter the at-will nature of executive employment.

The negotiation and administration of such agreements shall be an administrative function of the City Manager.

Section 4. Performance Expectations and Standards of Conduct Employment agreements executed pursuant to this Resolution shall include provisions establishing performance expectations, evaluation procedures, and standards of professional conduct applicable to Department Directors.

Such provisions may include, but are not limited to:
• Performance objectives aligned with the strategic priorities of the City Council and operational goals established by the City Manager;
• Periodic performance evaluations conducted by the City Manager; • Compliance with the City’s policies, including the City of Porterville Employee Code of Ethics, and applicable laws;
• Expectations related to professional leadership, fiscal stewardship, and public service.

Section 5. Legal Review
All employment agreements executed pursuant to this Resolution shall be reviewed and approved by the City Attorney prior to execution.

Resolution No. _____-2026

Section 6. Budgetary Authority
Compensation and benefits established in any employment agreement executed pursuant to this Resolution shall be subject to the availability of funds appropriated through the City’s annual budget adopted by the City Council.

Nothing in this Resolution shall alter or limit the City Council’s authority to approve the City’s annual budget.

Section 7. Implementation Through Personnel Rules
The City Manager is authorized and directed to implement the Policy for Executive Employment Agreements for Department Directors through the City’s Personnel Rules, administrative policies, or other procedures as necessary to ensure consistent administration of executive employment agreements.

Section 8. Administrative Authority
Nothing in this Resolution shall be interpreted to limit the administrative authority of the City Manager to organize, assign, and manage executive staff consistent with the City Charter.

Section 9. Applicability
This Resolution shall apply to Department Director appointments and employment agreements executed after the effective date of this Resolution, unless otherwise determined by the City Manager.

Section 10. Severability
If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions of this Resolution that can be given effect without the invalid provision.

Section 11. Effective Date
This Resolution shall take effect immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this ____ day of __________, 2026. _______________________________
Greg Meister, Mayor
ATTEST:

Richard Tree, City Clerk
By: _____________________________________________
Fernando Gabriel-Moraga, Chief Deputy City Clerk
Resolution No. _____-2026

Exhibit A

POLICY FOR EXECUTIVE EMPLOYMENT AGREEMENTS FOR DEPARTMENT DIRECTORS

1. PURPOSE
The purpose of this policy is to authorize the use of individual employment agreements for Department Directors in order to provide the City Manager with the flexibility necessary to recruit, retain, and manage highly qualified executive leadership.

This policy is intended to align the City’s executive employment practices with the Council– Manager form of government, in which the City Council establishes policy direction and the City Manager is responsible for the administration and management of City operations.

2. APPLICABILITY
This policy applies to Department Director positions and other executive management positions designated by the City Manager.

For purposes of this policy, Department Director means the executive management employee appointed by the City Manager to administer a City department and oversee the implementation of policies adopted by the City Council.

Positions covered by this policy shall not be governed by the City’s Employee Pay and Benefits Plan, except where specifically referenced in an individual employment agreement.

3. AUTHORITY
Department Directors shall serve at the pleasure of the City Manager.

The City Manager is authorized to recruit, appoint, supervise, evaluate, and remove Department Directors, consistent with the City Charter and applicable law.

The City Manager is further authorized to negotiate and execute individual employment agreements with Department Directors pursuant to this policy.

All employment agreements executed pursuant to this policy shall be reviewed and approved by the City Attorney prior to execution.

Nothing in this policy shall be construed to create a property interest in employment.

Resolution No. _____-2026

4. TERMS OF EMPLOYMENT AGREEMENTS
Employment agreements for Department Directors may establish the terms and conditions of employment including, but not limited to:
• Compensation;
• Benefits;
• Duties and responsibilities;
• Performance expectations;
• Evaluation procedures;
• Leave provisions;
• Professional development;
• Termination provisions;
• Severance provisions;
• Ethical and professional conduct expectations;
• Other administrative provisions determined by the City Manager.

The specific terms of each agreement shall be determined by the City Manager based on the operational needs of the City and the qualifications of the individual employee.

5. PERFORMANCE MANAGEMENT
Employment agreements shall include provisions establishing performance expectations and evaluation procedures for Department Directors.

Performance expectations may include, but are not limited to:
• Advancement of the strategic priorities established by the City Council; • Achievement of department operational goals established by the City Manager; • Responsible financial and budget management;
• Effective leadership and management of department personnel; • Delivery of high-quality public services.

Department Directors shall be periodically evaluated by the City Manager based on these expectations.

Performance expectations may include measurable objectives related to service delivery, operational efficiency, fiscal stewardship, leadership effectiveness, and implementation of City Council policy priorities.

Resolution No. _____-2026

6. STANDARDS OF PROFESSIONAL CONDUCT
Department Directors shall maintain the highest standards of professional conduct and public service consistent with the responsibilities of executive municipal leadership.

Directors shall comply with:
• All applicable federal, state, and local laws;
• The City’s policies and administrative regulations;
• Ethical obligations associated with public service;
• Standards of integrity, accountability, and professional leadership.

Failure to maintain these standards may result in disciplinary action or termination.

7. PROFESSIONAL DEVELOPMENT
The City Manager may authorize professional development opportunities for Department Directors, including:
• Professional training programs;
• Conferences and professional associations;
• Leadership development programs.

Such opportunities are intended to support the continuous improvement of executive leadership within the City organization.

8. BUDGETARY LIMITATION
Compensation and benefits established in any employment agreement executed pursuant to this policy shall be subject to the availability of funds appropriated through the City’s annual budget adopted by the City Council.

Nothing in this policy shall alter the City Council’s authority to approve the City’s annual budget.

9. ADMINISTRATION
The City Manager shall be responsible for the administration and implementation of this policy and may adopt administrative procedures necessary to carry out its provisions.

Resolution No. _____-2026

10. PUBLIC RECORDS
Employment agreements executed pursuant to this policy shall be maintained as public records in accordance with applicable laws.

11. EFFECTIVE DATE
This policy shall become effective upon adoption by the City Council.

Item No. 20.

CITY COUNCIL AGENDA – APRIL 21, 2026
SUBJECT: Authorize Advertisement of a Request for Proposals for Solid Waste, Recycling, and Organics Services
SOURCE: Transportation
COMMENT: The City currently provides solid waste collection, recycling, and organics services through an in-house service model, which is essential to maintaining public health, environmental compliance, and overall community quality of life.

The regulatory environment governing these services continues to evolve, particularly with State requirements related to organic waste diversion (SB 1383) and the California Air Resources Board’s Advanced Clean Fleets Rule.

Recent developments indicate that these regulations may be expanded to include private fleets operating under municipal franchise agreements or longterm contracts, further increasing compliance requirements across all service delivery models.

To ensure long-term service sustainability and cost efficiency, staff is evaluating alternative service delivery models and is requesting authorization to advertise a Request for Proposals (RFP) for solid waste, recycling, and organics services.

The intent of the RFP is to evaluate service delivery options, not to predetermine a transition to a franchised model, and to allow for a comparison between a franchised service model and the City’s current in-house operations.

The RFP process will allow the City to assess regulatory compliance, service levels, and overall cost structure under different operating models. Given the increasing regulatory demands, evaluating alternative approaches will help the City identify the most effective strategy to manage costs, maintain service quality, and ensure compliance.

There is no direct external cost to issue the RFP, as it will be completed using existing staff resources. Should the City Council ultimately transition to a franchised service model, the City could realize General Fund revenue through franchise fees estimated between $1.5 million and $2.0 million annually. Actual amounts will depend on proposals received and final negotiated terms. A full financial analysis and service comparison will be presented to the City Council upon completion of the RFP process.

Item No. 20.

This effort aligns with City Council priorities by improving service delivery, enhancing cost efficiency, supporting long-term financial sustainability, and identifying opportunities to strengthen General Fund revenues.

The City has informed the affected labor group and will continue to engage with employee representatives throughout the process. If a transition is recommended, the RFP will require proposers to offer employment opportunities to existing City employees performing these services, with comparable wages and benefits, subject to proposer qualifications and labor agreements.

Regardless of the service delivery model, the City will retain authority over service standards, rates, and performance expectations to ensure accountability and continued service to the community.

Issuing the RFP does not commit the City to any change in service delivery. Staff will return to the City Council within approximately 90 to 120 days with the results, a comparison of service options, and a recommendation. Failure to evaluate alternative service delivery models may limit the City’s ability to respond effectively to increasing regulatory requirements and cost pressures.

RECOMMENDATION: That the City Council authorize staff to prepare and advertise a Request for Proposals (RFP) for solid waste, recycling, and organics services and return to the City Council with a comprehensive evaluation of service delivery options and a recommendation for future action.

ATTACHMENTS:

Appropriated/Funded:

Review By:

Department Director:

Russell Isom, Director of Transportation
Final Approver: Fernando Gabriel-Moraga, Chief Deputy City Clerk