Agenda packet — Tulare City Council, June 21, 2022 (part 2 of 2)

ACKNOWLEDGMENT
A notary public or other officer completing this
certificate verifies only the identity of the individual who signed the document to which this certificate is
attached, and not the truthfulness, accuracy, or
validity of that document.

State of California
County of Tulare
On June 14, 2022 before me, Amanda Ramos, Notary Public (insert name and title of the officer)
personally appeared _J_o_s_e_p_h_A_._L_e_a_l _
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENAL TY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
(Seal)
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A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California
County of Tulare
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) Ss.

On --'>..,J-- ~___.,,,~--~~--+--' before me, /)a)AN ~ ~, NOf p(?-'t Rc6Uy personally appeared 2:Al- , personally kn~wn to me (or proved to
me on the basis of satisfactory evidence) to be the person~ whose name(tl is/are-subscribed to the within instrument, and ack owl edged to me that he/~/the..y executed the same in h is/her/their authorized capacityues), a d that by his/1:i-er/Hteir signature(J1 on the instrument the person(i or the entity upon behalf of wh · h the person acted, executed the instrument.

WITNESS my hand
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A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

State of California
County of Tu tare
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)
) Ss.

On , before me, , personally
appeared , personally known to me ( or proved to
me on the basis of satisfactory evidence) to be the person(s) whose name(s) is/are subscribed to the within instrument, and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person acted, executed the instrument.

WITNESS my hand and official seal
Signature _

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: City Manager
For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☒Resolution ☐Other ☐None AGENDA ITEM:

Adopt a resolution approving the 2022/23 operating budget (with all component parts as listed below); adopt a resolution approving the 2022/23 Position Control Budget and fixing the rate of compensation of regular full-time employees, regular part-time employees, City Council members and seasonal/temporary employees of the City of Tulare; adopt a resolution establishing the 2022/23 appropriation limit; and receive the BPU adopted Utility Enterprise Fund Budgets.

IS PUBLIC HEARING REQUIRED: ☒Yes ☐No
BACKGROUND/EXPLANATION:

On May 17, 2022 and June 7, 2022, staff presented a proposed budget for the 2022/23 fiscal year to Council for review, discussion, and direction. At the June 7 meeting, Council set the public hearing to adopt the budget for June 21, 2022.

The Board of Public Utilities (BPU) Commissioners held a public hearing on June 2, 2022, and adopted the utilities budget. Pursuant to the City’s charter, a copy of such budget, when adopted, shall promptly be filed with the City Council.

Operating Budget (including the Position Control Budget (PCB)):

The complete proposed General City operating budget is comprised of the following:

1. City Manager’s message;

2. Total estimated revenues and total appropriations proposed for all non-utility City funds (General Fund, non-utility enterprise funds, internal service funds, and debt service funds);

3. The Position Control Budget;

4. The General Fund proposed appropriations summarized by object; and

5. The General Fund divisional appropriations with line item analyses.

Fleet Control Budget (FCB)/Equipment Replacement Control Budget (ERCB):

The Fleet and Equipment Replacement Control Budgets are incorporated into the operating budget on the pertinent analytical line items (see Budget Flex Report). Each control budget applies to internal service funds that operate similarly. Internal charges are computed based on projected costs which are then appropriated in the operating divisions within the proposed budget. The charges are collected by the pertinent internal service fund (for example, Workers Compensation Insurance Fund or Fleet Replacement Fund) from all City funds receiving the internal services. Purchases (for example, for replacement vehicles or for loss pooling costs like insurance) are made through the internal service funds to the third-party providers. The internal service funds are evaluated each budget cycle to determine if costs were more or less AGENDA ITEM: Public Hearing 1
than projected which will result in future period adjustments through the operating department budgets.

The FCB also smooths the procurement process in some instances for replacement vehicles replaced in accordance with the pre-approved plan. Provided the cost for replacement of equipment does not exceed the amount authorized for purchasing the pre-approved items, and provided that the City’s Purchasing policy does not require further Council (or BPU) action, the purchases can be made under the existing policy by staff.

Appropriation Limit:

Annually, the Council must adopt the City’s Proposition 4 Appropriation Limit (so-called Gann Limit). The amount is adjusted annually for population and for inflation. The proposed Gann Limit is substantially above the City’s proposed budget appropriations, so the City is in compliance.

Resolutions:

Attached are three resolutions to be considered for adoption at a single public hearing: one for the operating budget, one for the Position Control Budget, and one for the 2022/23 Appropriation Limit. Adoption of the operating budget will include all control budget components described above. Additionally, the resolutions contain guidelines for staff to use in administering the budget during the budgetary period.

STAFF RECOMMENDATION:

CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☐No ☒N/A FUNDING SOURCE/ACCOUNT NUMBER:

N/A
Submitted by: J. Diego Ibanez Title: Chief Financial Officer Date: June 13, 2022 City Manager Approval: ____________ RESOLUTION 2022- 03

A RESOLUTION OF THE BOARD OF PUBLIC UTILITIES OF THE CITY OF TULARE ADOPTING THE 2022/ 23 FISCAL YEAR MUNICIPAL UTILITY BUDGET AND ALL

SECTIONS THEREIN
WHEREAS, the City Manager has prepared a municipal utility budget for the fiscal year ending June 30, 2023, which includes budgets for the City's Water, Sewer/ Wastewater, and Solid Waste Enterprise Funds (" Proposed Budget"), a copy of which is on file in the Office of the City Clerk; and,
WHEREAS, the Board of Public Utilities has examined the Proposed Budget, has conferred with the City Manager and appropriate staff in public sessions, and has deliberated and considered the Proposed Budget during a public hearing.

NOW, THEREFORE, BE IT RESOLVED by the Board of Public Utilities of the City of Tulare, as follows, to wit:

Section 1. The City Manager is hereby directed to prepare the final budget, in substantial conformance with the Proposed Budget, and as directed by the Board of Public Utilities, for the Fiscal Year July 1, 2022 through June 30, 2023. The final budget shall be the " City of Tulare, Fiscal Year 2022/ 2023 Adopted Municipal Utility Budget," and includes all sub- component budgets and assumptions. The final budget may be referred to as " the Budget," and a copy of the Budget shall be filed in the Office of the City Clerk. The Budget is hereby adopted and approved.

Section 2. The City Manager is hereby authorized to implement the Budget as set forth in this resolution. The City Manager may delegate the authority to implement this resolution to the Finance Director or other designated City employee.

Section 3. The City Manager is authorized to transfer appropriations as needed from savings available in any account in the Budget to any other accounts within the same fund to meet overall Budget requirements.

Section 4. The City Manager is authorized to transfer among the various funds the sums appropriated in the Proposed Budget with the descriptive designations of either " Transfers" or" Operating Transfers," in such increments and at such intervals determined by the City Manager.

Section 5. The City Manager is authorized to increase appropriations for fiscal year 2022/ 23 expenditures in an amount not to exceed the amount of funds encumbered, but not yet expended, from Fiscal Year 2021/ 22. The actual amount of the increase appropriations due to encumbrances will be reported to the Board of Public Utilities as part of the Fiscal Year 2022/ 23 year- end financial report.

Section 6. When revenue estimates exceed the amount identified in the Budget due to increases in grant revenues as verified by the Finance Director, the City Manager is authorized to increase appropriations for Fiscal Year 2022/ 23 expenditures in an amount not to exceed the amount of increase revenues. Approval of increased appropriations shall be made in writing by the City Manager, filed with the Finance Director, and reported to the Board of Public Utilities as part of the Fiscal Year 2022/ 23 year-end financial report.

Section 7. The City Manager is instructed to use restricted funding sources in accordance with the requirements of the funding sources prior to using funds with unrestricted resources in order to allow the City the greatest flexibility in meeting its financial obligations.

Section 8. The City Manager is authorized to approve, in accordance with the City's adopted Purchasing Policy, purchases of items identified in the Fleet Control Budget and Equipment Replacement Budget ( which are approved component budgets of the Proposed Budget) in accord with those budgets' appropriations.

Section 9. The City Manager is instructed to cause all transfers into reserves specified in the Budget Document transmittal report to occur and to hold and administer said reserves in accordance with Board policies. The City Manager, or any person to whom such responsibility is delegated by the City Manager, to administer the contributions into revolving funds for Project Budgets, Equipment Replacement, and Fleet Replacement in accordance with Board policies and best practices. Activities occurring in these reserves will be reported to the Board as part of the Fiscal Year 2022/ 23 year-end financial report.

Section 10. The City Council approved City of Tulare Administrative Policy 13- 02 Budget Policies and Practices on June 4, 2013. This policy and any subsequent amendments are incorporated herein by reference. The City Manager is instructed to update said policies from time to time for Board review.

Section 11. The City Manager is instructed to implement all policies contained in the "Policies" section of the Budget, taking the best interests of the City into account with regard to particular circumstances.

Section 12. This resolution shall take effect immediately upon its adoption.

Section 13. The Assignments of fund balance included in the adopted budget, which were made by the Finance Director, are approved.

BE IT FURTHER RESOLVED by the Board of Public Utilities of the City of Tulare, as follows, to wit:

Section 14. The Board of Public Utilities of the City of Tulare approves and adopts the 2022/ 2023 Fiscal Year Budget Document and all sections and components therein. The total City Funds expenditure budget of$ 57,969,170 is summarized by the following funds and functions:
1 I

CITY OF TULARE

PROPOSED MUNICIPAL UTILITY (APPROPRIATIONS) BUDGET
FISCAL YEAR 2022/ 2023 i
MUNICIPAL UTILITY BUDGET ( Amounts are Approximate):

I. WATER FUND
Administration Division 2, 224, 980
Distribution Division 4, 228, 310
Extraction Division 5, 147, 080
Treatment Division 1, 235, 440
Groundwater Division 1, 394, 450
TOTAL WATER FUND 14, 230, 260
II. SEWER/ WASTEWATER FUND
Sanitary Sewer Division 5, 160, 030
Domestic Wastewater Division 7, 652, 420
Industrial Wastewater Division 16, 794, 260
Pretreatment Division 278, 610
Energy Plant Division 1, 858, 310
TOTAL SEWER/WASTEWATER FUND 31, 743, 630
III. SOLID WASTE FUND
Residential Division 6,620, 930
Commercial Division 3, 110, 490 I
Street Sweeping Division 900, 970 I
Roll- off 1, 362, 890
TOTAL SOLID WASTE FUND 11, 995, 280 i
GRAND TOTAL— ALL UTILITY ENTERPRISE FUNDS 57, 969, 170
PASSED AND ADOPTED this 2nd day of June 2022.
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Pre ident of the Board of Public Utilities
of the City of Tulare i
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ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

CITY OF TULARE
I, Marc Mondell, City Clerk of the City of Tulare, do hereby certify the foregoing is the full and true Resolution 2022- 03 passed and adopted by the Board of Public Utilities of said city at a regular meeting held on June 2, 2022, by the following vote:

AYES: Commissioner( s) Griesbach, Soto, Sozinho, Fonseca NOES: Commissioner(s) None
ABSENT: Commissioner( s) Stroman
ABSTAINING: Commissioner( s) None
Marc Mondell, City Clerk
G4fitteAlAA4 UYILITieS
CO.

J: city of •.,: By: Maegan Peton, Deputy City Clerk
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TULARE Z
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RESOLUTION 2022- 04

A RESOLUTION OF THE BOARD OF PUBLIC UTILITIES OF THE CITY OF TULARE ADOPTING THE 2022- 23 FISCAL YEAR MUNICIPAL UTILITY POSITION CONTROL 1 BUDGET
WHEREAS, the City' s Municipal Utility Position Control Budget sets the authorized positions and salary class ( which sets the range) and compensation for the fiscal year; and,
WHEREAS, the City Municipal Utility budgets are adopted by the Board of Public Utilities and filed with the City Council pursuant to the City' s charter document so no i further action on those budgets is required; and,
WHEREAS, the Board of Public Utilities of the City of Tulare has considered on 1 Thursday, June 2, 2022, the adoption of the 2022- 23 Fiscal Year City' s Utility Position Control Budget (PCB) and has appropriated all funds necessary to pay salaries as part of adopting the Operating Budget for the utility services it oversees. x
NOW, THEREFORE, BE IT RESOLVED, by the Board of Public Utilities of the City of Tulare:
that the PCB is hereby adopted;
that the City Manager is required to bring any additions to the PCB of authorized positions or any changes in any position' s salary range to be made during the fiscal year k to the Board for further approval;
that the City Manager is authorized to make changes to job descriptions, including without limitation title changes that do not affect the positional role in the PCB or the positional salary range, to make changes to job responsibilities that do not affect the PCB or require approval as part of the collective bargaining process, and to re- allocate funding i
sources among divisions within the same Municipal Utility fund for any position; I t
that the City Manager, or his or her designee, is authorized to recruit and fill in anticipation of known upcoming vacancies to minimize periods where there are key unfilled positions even though employee counts temporarily exceed the authorized position count for a particular position; provided, however, that there will be no adjustment to the total divisional appropriations and all such costs must be covered by savings in other line items so that the total division budget remains unchanged.

PASSED, ADOPTED AND APPROVED this 2ND day of June 2022. d—Ote4-e6e-------
I
Presi ent of the Board of Public Utilities
of the City of Tulare
P
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ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

CITY OF TULARE
I, Marc Mondell, City Clerk of the City of Tulare, do hereby certify the foregoing is the full and true Resolution 2022- 04 passed and adopted by the Board of Public Utilities of said city at a regular meeting held on June 2, 2022, by the following vote:

AYES: Commissioner( s) Griesbach, Soto, Sozinho, Fonseca NOES: Commissioner( s) None
ABSENT: Commissioner( s) Stroman
ABSTAINING: Commissioner( s) None
Marc Modell, City Clerk
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1. city of . 6 . By: Maegan Peton, Deputy City Clerk

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TULARE ; O •
RESOLUTION 2022-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE
ADOPTING THE 2022/2023 FISCAL YEAR BUDGET AND ALL SECTIONS THEREIN WHEREAS, the City Manager has prepared a municipal budget for the fiscal year ending June 30, 2023, entitled “City of Tulare, Fiscal Year 2022/2023 Proposed Operating Budget” (“Proposed Budget”), a copy of which is on file in the Office of the City Clerk; and
WHEREAS, the City Council has examined the Proposed Budget, has conferred with the City Manager and appropriate staff in public sessions, and has deliberated and considered the Proposed Budget during public hearings.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Tulare, as follows, to wit:

Section 1. The City Manager is hereby directed to prepare the final budget, in substantial conformance with the Proposed Budget, and as directed by the City Council, for the Fiscal Year July 1, 2022 through June 30, 2023. The final budget shall be the “City of Tulare, Fiscal Year 2022/2023 Adopted Operating Budget,” and includes all subcomponent (control) budgets and assumptions. The final budget may be referred to as “the Budget,” and a copy of the Budget shall be filed in the Office of the City Clerk. The Budget is hereby adopted and approved. The appropriations by fund (excluding the Municipal Utility Funds whose budgets are set by the Tulare Board of Public Utilities) are attached and incorporated here by reference.

Section 4. The City Manager is authorized to complete and implement the appropriated inter-fund transfers among the various City funds, and to reduce such transfer sums if not needed for the operations of a particular receiving fund due to its own then-available resources, in increments and at intervals determined by the City Manager.

Section 5. The City Manager is authorized to increase appropriations for fiscal year 2022/23 expenditures in an amount not to exceed the amount of funds encumbered, but not yet expended, from Fiscal Year 2021/22. The actual amount of the increased appropriations due to encumbrances will be reported to the City Council, as part of the Fiscal Year 2022/23 year-end financial report.

RESOLUTION 2022-XX Page 2
Section 6. When updated revenue estimates for the Development Services cost center fund exceed the amount identified in the Budget as, estimated revenues, due to increases in development and fee activity (as verified by the Finance Director) the City Manager is authorized to increase Fiscal Year 2022/23 Development Services Fund appropriations in an amount not to exceed the amount of the updated estimated revenues. Approval of increased appropriations shall be made in writing by the City Manager, filed with the Finance Director, and reported to the City Council as part of the Fiscal Year 2022/23 year-end financial report
Section 7. When revenue estimates for the Fleet Operations and Property Management identified in the Budget increases due to in service activity (and therefore increased fees) as verified by the Finance Director, the City Manager is authorized to increase appropriations for Fiscal Year 2022/23 expenditures in an amount not to exceed the amount of increased revenue. Approval of increased appropriations shall be made in writing by the City Manager, filed with the Finance Director, and reported to the City Council as part of the Fiscal Year 2022/23 year-end financial report.

Section 8. When revenue estimates exceed the amount identified in the Budget due to increases in grant revenues as verified by the Finance Director, the City Manager is authorized to increase appropriations for Fiscal Year 2022/23 expenditures in an amount not to exceed the amount of increased revenues. Approval of increased appropriations shall be made in writing by the City Manager, filed with the Finance Director, and reported to the City Council as part of the Fiscal Year 2022/23 year-end financial report.

Section 9. When higher than anticipated revenue activity in the General fund results in increased costs to directly support a particular fee-supported activity (e.g., passport program, BEST program, special library programs), the City Manager is authorized to increase that program’s appropriations for Fiscal Year 2022/23 expenditures in an amount not to exceed the amount of increased revenues. Approval of increased appropriations shall be made in writing by the City Manager, filed with the Finance Director, and reported to the City Council as part of the Fiscal Year 2022/23 year-end financial report.

Section 10. The City Manager is instructed to use restricted funding sources in accordance with the requirements of the funding sources prior to using City funds or funds with unrestricted resources in order to allow the City the greatest flexibility in meeting its financial obligations.

Section 11. The City Manager is instructed to cause all transfers into reserves specified in the Budget Document transmittal report to occur and to hold and administer said reserves in accordance with Council policies. The City Manager, or any person to whom such responsibility is delegated by the City Manager, to administer the contributions into revolving funds for Project Budgets, Equipment Replacement, and Fleet Replacement in accordance with Council policies and best practices. Activities occurring in these reserves will be reported to the City Council as part of the Fiscal Year 2022/23 year-end financial report. Once appropriated and with approval of the Fleet RESOLUTION 2022-XX Page 3
Control Budget purchase plan for replacements, said purchases may be made without further Council action except as required by the City’s Council adopted Purchasing Policy.

Section 12. The City Council approved administrative policy Budget Policies & Practices on June 4, 2013, and all subsequent amendments are incorporated herein by reference. The City Manager is instructed to update said policy from time to time for Council review.

Section 13. The City Manager is instructed to implement all policies contained in the “Policies” section of the Budget, taking the best interests of the City into account with regard to particular circumstances.

Section 14. This resolution shall take effect immediately upon its adoption.

Section 15. The Assignments of fund balance included in the adopted budget, which were made by the Finance Director, are approved.

BE IT FURTHER RESOLVED by the Council of the City of Tulare, as follows, to wit:

Section 16. The City Council of the City of Tulare approves and adopts the 2022/2023 Fiscal Year Budget and all sections therein. The total City Funds expenditure budget of $190,462,650 is summarized by the following funds and functions:

City of Tulare
Proposed Expenditure Budget for Fiscal Year 2022/2023
General Government Funds
General Fund:

City Council $ 126,270
City Manager 704,880
Finance 1,658,980
Information Services 757,630
Economic Development 228,000
Human Resources 574,830
Code Enforcement 735,500
Animal Shelter 1,173,790
Non-Departmental 767,930
Police 21,380,850
Fire 10,061,290
Streets 2,600,330
Graffiti Abatement 169,250
Parks & Recreation Administration 489,020
Parks 2,869,720
Recreation & Community Services 1,411,980
Library 1,670,010
Storm Drainage 56,490
Total General Fund $ 47,436,750
Parking & Business Improvement Area 88,000
RESOLUTION 2022-XX Page 4
CIP Administration 879,570
Downtown Parking Maintenance 117,530
Dangerous Building Abatement 31,460
Property Management Fund 2,225,030
Surface Water Management 463,010
Total General Governmental Funds $ 51,241,350
Special Revenue Funds
Senior Services $ 611,840
COPS State Grant 152,600
OTS Grants 1,630
Vehicle Abatement 45,220
Landscape & Lighting 879,570
Housing Successor Agency 9,580
Total Special Revenue Funds $ 1,700,440
Debt Service Funds
Financing Authority Debt Service $ 2,211,140
Capital Improvement Project Funds
Other General Fund $ 1,219,000
Technology CIP 475,000
Transportation CIP 4,186,650
Parks, Library and Recreation 220,500
Water CIP 8,296,750
Solid Waste CIP 225,000
Sewer/Wastewater CIP 8,556,170
Surface Water CIP 1,872,790
Public Safety CIP 386,000
Total Capital Improvement Project Funds $ 25,437,860
Enterprise Funds
Airport $ 418,680
Development Services 3,517,620
Transit 263,840
Water 14,328,240
Solid Waste/Street Sweeping 12,138,750
Sewer/Wastewater Treatment 31,767,980
Total Enterprise Funds $ 62,435,110
Grand Total – All City Funds $190,462,650
PASSED, APPROVED, AND ADOPTED this 21st day of June, 2022.

President of the Council and Ex-Officio
Mayor of the City of Tulare
RESOLUTION 2022-XX Page 5
ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

CITY OF TULARE )
I, Marc Mondell, City Clerk of the City of Tulare, do hereby certify the foregoing is the full and true Resolution 2022-XX passed and adopted by the Council of said city at a regular meeting held on June 21, 2022, by the following vote:

AYES: Council Member(s)
NOES: Council Member(s)
ABSENT: Council Member(s)
ABSTAINING: Council Member(s)
Marc Mondell, City Clerk
By: Melissa Hermann, Chief Deputy City Clerk
RESOLUTION 2022-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE
ADOPTING THE CITY’S 2022/23 FISCAL YEAR POSITION CONTROL BUDGET (POSITION ALLOCATION) AND FIXING THE RATE OF COMPENSATION OF

REGULAR FULL-TIME EMPLOYEES, REGULAR PART-TIME EMPLOYEES, CITY

COUNCIL MEMBERS, AND SEASONAL/TEMPORARY EMPLOYEES OF THE CITY

OF TULARE
WHEREAS, the Position Control Budget sets the authorized positions for the fiscal year; and
WHEREAS, the City Municipal Utility budgets are adopted by the Board of Public Utilities and filed with the City Council pursuant to the City’s charter document so no further action on those budgets is required; and
WHEREAS, the Board of Public Utilities has adopted the Municipal Utility Position Control Budget which is also being filed with the City Council; and WHEREAS, the City Council of the City of Tulare has considered on Tuesday, June 21, 2022, the adoption of the City’s 2022/23 Fiscal Year Position Control Budget (PCB) and has appropriated all funds necessary to pay salaries as part of adopting the General Operating Budget.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Tulare, as follows, to wit:

Section 1. The PCB is hereby adopted and the Municipal Utility PCB approved by the Board of Public Utilities is received as filed without change.

Section 2. The City’s Salary Schedule fixing the rate of compensation of regular full-time employees, regular part-time employees, City Council members, and seasonal/temporary employees of the City of Tulare is hereby adopted.

Section 3. The City Manager is required to bring any additions to the PCB of authorized positions or any changes in any position’s salary range to be made during the fiscal year to the City Council (and if pertinent to the Board of Public Utilities, then to that Board) for further approval.

Section 4. The City Manager is authorized to make changes to job descriptions, including without limitation title changes that do not affect the positional role in the PCB or the positional salary range; to make changes to job responsibilities that do not affect the PCB or require approval as part of the collective bargaining process, and to re-allocate funding sources among divisions within the General Fund for any position.

Section 5. The City Manager, or his or her designee, is authorized to recruit and fill in anticipation of known upcoming vacancies to minimize periods where there RESOLUTION 2022-XX Page 2
are key unfilled positions even though employee counts temporarily exceed the authorized position count for a particular position; provided, however, that there will be no adjustment to the total divisional appropriations and all such costs must be covered by savings in other line items so that the total division budget remains unchanged.

PASSED, APPROVED, AND ADOPTED this 21st day of June, 2022.

President of the Council and Ex-Officio
Mayor of the City of Tulare
RESOLUTION 2022-XX Page 3
ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

AYES: Council Member(s)
NOES: Council Member(s)
ABSENT: Council Member(s)
ABSTAINING: Council Member(s)
Marc Mondell, City Clerk
By: Melissa Hermann, Chief Deputy City Clerk
Title FTE
-
MM01E0150-001 CITY MANAGER 1.00
MM06E0136-002 CHIEF DEPUTY CITY CLERK 1.00
MM06E0138-001 DEPUTY CITY CLERK/RECORDS CORD 1.00
MM01E0148-001 DEPUTY CITY MANAGER 1.00
-
CP06N0022-002 ACCOUNTING TECHNICIAN II 1.00
CP06N0022-003 ACCOUNTING TECHNICIAN II 1.00
MM02E0489-002 SENIOR MANAGEMENT ANALYST 1.00
CP06N0022-004 ACCOUNTING TECHNICIAN II 1.00
CP05N0023-001 PAYROLL SPECIALIST 1.00
MM02E0051-001 UTILITY BILLING MANAGER 1.00
MM01E0280-002 CHIEF FINANCIAL OFFICER 1.00
CP06N0020-002 ACCOUNTING TECHNICIAN I 1.00
CP02N0010-001 ACCOUNTANT 1.00
MM01E0280-001 FINANCE DIRECTOR/TREASURER 1.00
-
MM03E0184-002 COMPUTER SYSTEMS ANALYST 1.00
MM03E0184-003 COMPUTER SYSTEMS ANALYST 1.00
MM03E0184-001 COMPUTER SYSTEMS ANALYST 1.00
MM02E0186-001 CHIEF TECHNOLOGY OFFICER 1.00
MM03E0182-001 GIS SYSTEMS ANALYST 1.00
-
MM01E0708-001 COMMUNITY & ECONOMIC DEV DIR 1.00
-
MM02E0490-002 MANAGEMENT ANALYST 1.00
MM01E0145-001 HUMAN RESOURCES DIRECTOR 1.00
MM03E0402-002 HUMAN RESOURCES ANALYST 1.00
MM02E0490-003 MANAGEMENT ANALYST 1.00
-
CP05N0160-003 CODE ENFORCEMENT OFFICER 1.00
CP05N0159-001 CODE ENFC OFC/SUB HOUSING CMPL 1.00
CP05N0160-004 CODE ENFORCEMENT OFFICER 1.00
CP05N0160-002 CODE ENFORCEMENT OFFICER 1.00
-
NM05N0040-001 ANIMAL SERVICES OFFICER 1.00
MM02E0048-001 ANIMAL SERVICES MANAGER 1.00
Home department : 001-4060 (Count: 4)
Position number
Home department : 001-4020 (Count: 4)
Home department : 001-4030 (Count: 10)
Home department : 001-4035 (Count: 5)
Home department : 001-4040 (Count: 1)
Home department : 001-4100 (Count: 4)
Home department : 001-4105 (Count: 7)
City of Tulare

POSITION CONTROL BUDGET
Allocated Positions
7/2/2022 (FY 2022-23)
Position number Title FTE
NM05N0041-001 KENNEL TECHNICIAN 1.00
NM05N0041-002 KENNEL TECHNICIAN 1.00
NM05N0041-003 KENNEL TECHNICIAN 1.00
NM05N0040-002 ANIMAL SERVICES OFFICER 1.00
CP03N0041-001 VETERINARY TECHNICIAN 1.00
CP06N0045-001 ANIMAL SERVICES TECHNICIAN 1.00
-
MM02E0491-001 SAFETY, COMPLIANC & FAC. OFFCR 1.00
-
PD04N0630-005 POLICE OFFICER 1.00
PD04N0630-026 POLICE OFFICER 1.00
CP06N0235-003 DEPARTMENT ASSISTANT II 1.00
CP06N0635-002 POLICE RECORDS SPECIALIST 1.00
CP06N0730-002 PUBLIC SAFETY DISPATCHER I 1.00
CP06N0730-004 PUBLIC SAFETY DISPATCHER I 1.00
PD04N0630-006 POLICE OFFICER 1.00
CP05N0165-008 COMMUNITY SERVICE OFFICER 1.00
CP06N0731-002 PUBLIC SAFETY DISPATCHER II 1.00
CP06N0731-007 PUBLIC SAFETY DISPATCHER II 1.00
CP06N0731-008 PUBLIC SAFETY DISPATCHER II 1.00
CP06N0731-009 PUBLIC SAFETY DISPATCHER II 1.00
MM03E0168-001 POLICE ANALYST 1.00
CP06N0731-005 PUBLIC SAFETY DISPATCHER II 1.00
CP06N0731-006 PUBLIC SAFETY DISPATCHER II 1.00
CP06N0731-011 PUBLIC SAFETY DISPATCHER II 1.00
MP03E0633-002 POLICE SERGEANT 1.00
MP01E0610-001 POLICE CHIEF 1.00
CP06N0025-002 SR. ADMINISTRATIVE ASSISTANT 1.00
MM03E0646-002 POLICE RECORDS MANAGER 1.00
CP06N0730-010 PUBLIC SAFETY DISPATCHER I 1.00
CP06N0731-010 PUBLIC SAFETY DISPATCHER II 1.00
CP06N0636-005 POLICE RECORDS ASSISTANT 1.00
CP06N0636-004 POLICE RECORDS ASSISTANT 1.00
MP02E0621-002 POLICE CAPTAIN 1.00
CP06N0635-001 POLICE RECORDS SPECIALIST 1.00
CP06N0635-003 POLICE RECORDS SPECIALIST 1.00
-
PD04N0630-002 POLICE OFFICER 1.00
PD04N0630-003 POLICE OFFICER 1.00
PD04N0615-003 POLICE CORPORAL 1.00
PD04N0630-028 POLICE OFFICER 1.00
Home department : 001-4120 (Count: 1)
Home department : 001-4220 (Count: 27)
Home department : 001-4221 (Count: 36)
Position number Title FTE
CP05N0165-004 COMMUNITY SERVICE OFFICER 1.00
PD04N0630-019 POLICE OFFICER 1.00
PD04N0630-047 POLICE OFFICER 1.00
PD04N0615-006 POLICE CORPORAL 1.00
PD04N0630-033 POLICE OFFICER 1.00
MP03E0633-008 POLICE SERGEANT 1.00
PD04N0630-039 POLICE OFFICER 1.00
MP03E0633-009 POLICE SERGEANT 1.00
CP06N0235-008 DEPARTMENT ASSISTANT II 1.00
PD04N0630-045 POLICE OFFICER 1.00
PD04N0630-046 POLICE OFFICER 1.00
MP02E0620-001 POLICE LIEUTENANT 1.00
MP02E0620-002 POLICE LIEUTENANT 1.00
MP02E0620-003 POLICE LIEUTENANT 1.00
MP02E0620-004 POLICE LIEUTENANT 1.00
PD04N0630-001 POLICE OFFICER 1.00
MP03E0633-001 POLICE SERGEANT 1.00
PD04N0630-015 POLICE OFFICER 1.00
MP03E0633-006 POLICE SERGEANT 1.00
CP05N0165-003 COMMUNITY SERVICE OFFICER 1.00
PD04N0630-012 POLICE OFFICER 1.00
MP03E0633-005 POLICE SERGEANT 1.00
PD04N0630-023 POLICE OFFICER 1.00
PD04N0630-027 POLICE OFFICER 1.00
PD04N0630-024 POLICE OFFICER 1.00
PD04N0615-011 POLICE CORPORAL 1.00
PD04N0615-013 POLICE CORPORAL 1.00
PD04N0630-041 POLICE OFFICER 1.00
PD04N0630-014 POLICE OFFICER 1.00
PD04N0630-030 POLICE OFFICER 1.00
MP02E0621-003 POLICE CAPTAIN 1.00
PD04N0630-032 POLICE OFFICER 1.00
PD04N0630-048 POLICE OFFICER 1.00
PD04N0630-051 POLICE OFFICER 1.00
-
PD04N0615-005 POLICE CORPORAL 1.00
PD04N0615-007 POLICE CORPORAL 1.00
PD04N0615-001 POLICE CORPORAL 1.00
CP05N0165-001 COMMUNITY SERVICE OFFICER 1.00
PD04N0615-012 POLICE CORPORAL 1.00
CP03N0167-001 SENIOR EVIDENCE TECHNICIAN 1.00
Home department : 001-4222 (Count: 13)
Position number Title FTE
PD04N0630-044 POLICE OFFICER 1.00
CP05N0162-001 PROPERTY ROOM ASSISTANT 1.00
CP03N0166-001 EVIDENCE TECHNICIAN 1.00
PD04N0630-009 POLICE OFFICER 1.00
MP03E0633-007 POLICE SERGEANT 1.00
PD04N0615-008 POLICE CORPORAL 1.00
MP02E0621-001 POLICE CAPTAIN 1.00
-
PD04N0630-004 POLICE OFFICER 1.00
PD04N0630-007 POLICE OFFICER 1.00
PD04N0630-010 POLICE OFFICER 1.00
PD04N0630-029 POLICE OFFICER 1.00
PD04N0630-049 POLICE OFFICER 1.00
PD04N0630-008 POLICE OFFICER 1.00
PD04N0615-010 POLICE CORPORAL 1.00
PD04N0630-038 POLICE OFFICER 1.00
CP06N0731-003 PUBLIC SAFETY DISPATCHER II 1.00
PD04N0630-043 POLICE OFFICER 1.00
PD04N0630-050 POLICE OFFICER 1.00
PD04N0630-036 POLICE OFFICER 1.00
PD04N0630-037 POLICE OFFICER 1.00
CP06N0731-004 PUBLIC SAFETY DISPATCHER II 1.00
PD04N0615-002 POLICE CORPORAL 1.00
CP05N0165-002 COMMUNITY SERVICE OFFICER 1.00
PD04N0630-013 POLICE OFFICER 1.00
PD04N0630-011 POLICE OFFICER 1.00
PD04N0630-016 POLICE OFFICER 1.00
PD04N0630-017 POLICE OFFICER 1.00
PD04N0630-025 POLICE OFFICER 1.00
PD04N0630-018 POLICE OFFICER 1.00
PD04N0630-042 POLICE OFFICER 1.00
PD04N0630-020 POLICE OFFICER 1.00
MP03E0633-010 POLICE SERGEANT 1.00
PD04N0630-031 POLICE OFFICER 1.00
PD04N0630-034 POLICE OFFICER 1.00
MP03E0633-003 POLICE SERGEANT 1.00
-
FD03N0365-003 FIRE ENGINEER 1.00
M202E0300-002 FIRE CAPTAIN 1.00
M202E0300-004 FIRE CAPTAIN 1.00
M202E0300-005 FIRE CAPTAIN 1.00
Home department : 001-4224 (Count: 28)
Home department : 001-4230 (Count: 32)
Position number Title FTE
FD03N0365-005 FIRE ENGINEER 1.00
FD04N0371-013 FIRE FIGHTER/PARAMEDIC 1.00
FD03N0365-008 FIRE ENGINEER 1.00
FD04N0371-002 FIRE FIGHTER/PARAMEDIC 1.00
FD04N0371-009 FIRE FIGHTER/PARAMEDIC 1.00
FD04N0371-011 FIRE FIGHTER/PARAMEDIC 1.00
M202E0300-011 FIRE CAPTAIN 1.00
FD03N0365-009 FIRE ENGINEER 1.00
FD03N0365-012 FIRE ENGINEER 1.00
M202E0300-012 FIRE CAPTAIN 1.00
MM02E0360-001 FIRE DIVISION CHIEF 1.00
MM02E0360-002 FIRE DIVISION CHIEF 1.00
MM02E0360-003 FIRE DIVISION CHIEF 1.00
FD03N0365-013 FIRE ENGINEER 1.00
FD04N0371-015 FIRE FIGHTER/PARAMEDIC 1.00
M202E0300-007 FIRE CAPTAIN 1.00
MF01E0315-001 FIRE CHIEF 1.00
FD03N0365-001 FIRE ENGINEER 1.00
M202E0300-003 FIRE CAPTAIN 1.00
CP03N0375-001 FIRE INSPECTOR I 1.00
M202E0300-001 FIRE CAPTAIN 1.00
FD03N0365-002 FIRE ENGINEER 1.00
FD04N0371-004 FIRE FIGHTER/PARAMEDIC 1.00
FD04N0371-005 FIRE FIGHTER/PARAMEDIC 1.00
M202E0300-010 FIRE CAPTAIN 1.00
MM02E0362-001 FIRE MARSHAL 1.00
FD03N0365-010 FIRE ENGINEER 1.00
CP06N0025-005 SR. ADMINISTRATIVE ASSISTANT 1.00
-
FD03N0365-006 FIRE ENGINEER 1.00
FD04N0371-014 FIRE FIGHTER/PARAMEDIC 1.00
M202E0300-008 FIRE CAPTAIN 1.00
M202E0300-009 FIRE CAPTAIN 1.00
FD04N0371-001 FIRE FIGHTER/PARAMEDIC 1.00
FD04N0371-003 FIRE FIGHTER/PARAMEDIC 1.00
FD03N0365-007 FIRE ENGINEER 1.00
FD03N0365-011 FIRE ENGINEER 1.00
FD04N0371-006 FIRE FIGHTER/PARAMEDIC 1.00
FD04N0371-008 FIRE FIGHTER/PARAMEDIC 1.00
M202E0300-006 FIRE CAPTAIN 1.00
-
Home department : 001-4231 (Count: 11)
Home department : 001-4320 (Count: 11)
Position number Title FTE
NM07N0777-001 SIGNAL LIGHT TECHNICIAN 1.00
NM07N0800-001 STREET SUPERVISOR 1.00
NM08N0793-005 STREET MAINTENANCE WORKER II 1.00
NM07N0791-001 STREET MAINTENANCE CREW LEADER 1.00
NM07N0779-001 SIGNAL LIGHT ASSISTANT 1.00
NM08N0792-001 STREET MAINTENANCE WORKER I 1.00
NM07N0791-002 STREET MAINTENANCE CREW LEADER 1.00
NM08N0792-003 STREET MAINTENANCE WORKER I 1.00
NM08N0793-002 STREET MAINTENANCE WORKER II 1.00
NM08N0792-002 STREET MAINTENANCE WORKER I 1.00
MM03E0795-002 STREET MANAGER 1.00
-
NM08N0795-002 GRAFFITI REMOVAL OPERATOR 1.00
-
CP06N0235-006 DEPARTMENT ASSISTANT II 1.00
MM01E0696-001 COMMUNITY SERVICES DIRECTOR 1.00
CP06N0025-001 SR. ADMINISTRATIVE ASSISTANT 1.00
-
NM08N0565-001 PARKS MAINTENANCE SUPERVISOR 1.00
NM08N0550-005 PARKS MAINTENANCE WORKER II 1.00
NM08N0535-001 PARKS MAINTENANCE TECHNICIAN 1.00
NM08N0550-002 PARKS MAINTENANCE WORKER II 1.00
NM08N0550-003 PARKS MAINTENANCE WORKER II 1.00
NM08N0535-002 PARKS MAINTENANCE TECHNICIAN 1.00
NM08N0550-007 PARKS MAINTENANCE WORKER II 1.00
NM03N0564-001 LANDSCAPE MAINTENANCE TECH 1.00
MM03E0561-002 PARKS MANAGER 1.00
NM08N0550-001 PARKS MAINTENANCE WORKER II 1.00
NM08N0550-004 PARKS MAINTENANCE WORKER II 1.00
NM08N0550-008 PARKS MAINTENANCE WORKER II 1.00
NM08N0550-006 PARKS MAINTENANCE WORKER II 1.00
NM08N0566-001 PARK RANGER 1.00
-
MM03E0685-004 RECREATION SUPERVISOR 1.00
MM01E0693-001 RECREATION MANAGER 1.00
MM03E0685-001 RECREATION SUPERVISOR 1.00
MM03E0685-003 RECREATION SUPERVISOR 1.00
-
MM02E0435-002 LIBRARIAN 1.00
MM01E0484-001 LIBRARY MANAGER 1.00
CP05N0445-003 LIBRARY ASSISTANT 1.00
CP05N0740-002 SENIOR LIBRARY ASSISTANT 1.00
Home department : 001-4400 (Count: 3)
Home department : 001-4322 (Count: 1)
Home department : 001-4410 (Count: 14)
Home department : 001-4420 (Count: 4)
Home department : 001-4451 (Count: 10)
Position number Title FTE
CP05N0445-005 LIBRARY ASSISTANT 1.00
CP05N0445-006 LIBRARY ASSISTANT 1.00
MM02E0435-001 LIBRARIAN 1.00
CP05N0445-002 LIBRARY ASSISTANT 1.00
CP05N0740-001 SENIOR LIBRARY ASSISTANT 1.00
MM02E0435-003 LIBRARIAN 1.00
-
NM07N0495-001 MECHANIC II 1.00
NM07N0495-002 MECHANIC II 1.00
NM07N0495-005 MECHANIC II 1.00
NM06N0570-002 PARTS AND INVENTORY CLERK 1.00
NM07N0569-001 SHOP AND PARTS SPECIALIST 1.00
NM07N0382-001 MECHANIC I 1.00
NM07N0495-004 MECHANIC II 1.00
NM07N0495-003 MECHANIC II 1.00
NM07N0495-006 MECHANIC II 1.00
MM03E0380-001 FLEET MAINTENANCE SUPERINTENDENT 1.00
NM03N0493-001 SAFETY COORDINATOR 1.00
-
CP06N0230-005 DEPARTMENT ASSISTANT I 1.00
-
MM02E0721-001 HOUSING & GRANTS SPECIALIST 1.00
MM01E0752-001 PRINCIPAL PLANNER 1.00
CP03N0115-001 ASSOCIATE PLANNER 1.00
CP06N0025-004 SR. ADMINISTRATIVE ASSISTANT 1.00
MM02E0722-001 SR HOUSING & GRANTS SPECIALIST 1.00
MM01E0753-001 CITY PLANNER 1.00
-
CP03N0580-001 PLANS EXAMINER 1.00
CP03N0121-001 BUILDING INSPECTOR II 1.00
CP03N0596-001 PERMIT TECHNICIAN 1.00
MM01E0134-001 CHIEF BUILDING OFFICIAL 1.00
CP03N0120-001 BUILDING INSPECTOR I 1.00
CP03N0120-002 BUILDING INSPECTOR I 1.00
MM06E0598-001 PERMIT CENTER COORDINATOR 1.00
CP03N0596-002 PERMIT TECHNICIAN 1.00
CP03N0126-001 BUILDING TECHNICIAN 1.00
-
CP03N0660-002 PUBLIC WORKS INSPECTOR 1.00
CP03N0245-001 ENGINEERING ASSISTANT 1.00
CP03N0245-002 ENGINEERING ASSISTANT 1.00
MM02E0156-001 SENIOR CIVIL ENGINEER 1.00
Home department : 004-4510 (Count: 11)
Home department : 007-4450 (Count: 1)
Home department : 008-4610 (Count: 6)
Home department : 008-4620 (Count: 9)
Home department : 008-4630 (Count: 8)
Position number Title FTE
MM01E0651-001 CITY ENGINEER 1.00
CP03N0660-001 PUBLIC WORKS INSPECTOR 1.00
CP03N0140-001 CHIEF OF SURVEY PARTY 1.00
CP03N0245-003 ENGINEERING ASSISTANT 1.00
-
NM08N0945-001 WATER UTILITY MAINT. WORKER I 1.00
NM08N0935-002 WATER UTILITY CREW LEADER 1.00
NM08N0945-002 WATER UTILITY MAINT. WORKER I 1.00
NM08N0945-003 WATER UTILITY MAINT. WORKER I 1.00
NM08N0500-002 METER READER 1.00
MM01E0650-001 PUBLIC WORKS DIRECTOR 1.00
NM08N0945-005 WATER UTILITY MAINT. WORKER I 1.00
NM08N0935-003 WATER UTILITY CREW LEADER 1.00
NM08N0945-006 WATER UTILITY MAINT. WORKER I 1.00
NM03N0919-001 WATER QUALITY SPECIALIST 1.00
NM08N0945-004 WATER UTILITY MAINT. WORKER I 1.00
NM08N0920-001 WATER TREATMENT TECHNICIAN 1.00
MM03E0917-001 WATER & WW COLL UTILITY MGR 1.00
NM05N0920-002 WATER TREATMENT TECHNICIAN 1.00
NM08N0500-001 METER READER 1.00
NM08N0950-005 WATER UTILITY MAINT. WORKER II 1.00
NM08N0950-002 WATER UTILITY MAINT. WORKER II 1.00
NM08N0926-001 WATER CONSERVATION WORKER 1.00
NM08N0945-007 WATER UTILITY MAINT. WORKER I 1.00
NM0070965-001 WATER UTILITY SUPERVISOR 1.00
-
CP06N0235-001 DEPARTMENT ASSISTANT II 1.00
NM08N0780-003 SOLID WASTE OPERATOR 1.00
NM08N0780-002 SOLID WASTE OPERATOR 1.00
NM08N0780-005 SOLID WASTE OPERATOR 1.00
NM08N0780-007 SOLID WASTE OPERATOR 1.00
NM08N0780-006 SOLID WASTE OPERATOR 1.00
NM08N0780-009 SOLID WASTE OPERATOR 1.00
NM08N0780-010 SOLID WASTE OPERATOR 1.00
NM08N0780-004 SOLID WASTE OPERATOR 1.00
CP06N0230-001 DEPARTMENT ASSISTANT I 1.00
NM08N0781-003 SOLID WASTE MAINTENANCE WORKER 1.00
NM03N0790-002 SOLID WASTE SUPERVISOR 1.00
NM08N0780-008 SOLID WASTE OPERATOR 1.00
NM08N0775-001 SOLID WASTE MAINT CREW LEADER 1.00
MM03E0785-002 SOLID WASTE MANAGER 1.00
Home department : 010-4610 (Count: 19)
Home department : 012-4710 (Count: 23)
Position number Title FTE
NM08N0780-013 SOLID WASTE OPERATOR 1.00
CP06N0025-003 SR. ADMINISTRATIVE ASSISTANT 1.00
NM08N0780-011 SOLID WASTE OPERATOR 1.00
NM03N0790-001 SOLID WASTE SUPERVISOR 1.00
NM08N0780-012 SOLID WASTE OPERATOR 1.00
NM08N0780-001 SOLID WASTE OPERATOR 1.00
NM08N0781-001 SOLID WASTE MAINTENANCE WORKER 1.00
NM08N0781-002 SOLID WASTE MAINTENANCE WORKER 1.00
NM08N0780-014 SOLID WASTE OPERATOR 1.00
NM08N0772-001 CONSERVATION COORDINATOR 1.00
-
NM08N0765-003 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-001 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-002 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-008 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-009 SENIOR SOLID WASTE OPERATOR 1.00
NM07N0776-001 SR SOLID WASTE MAINTENANCE WKR 1.00
NM08N0765-006 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-007 SENIOR SOLID WASTE OPERATOR 1.00
NM07N0776-003 SR SOLID WASTE MAINTENANCE WKR 1.00
NM08N0765-011 SENIOR SOLID WASTE OPERATOR 1.00
-
NM08N0805-002 STREET SWEEPER OPERATOR 1.00
NM08N0782-001 SOLID WASTE OPR/ST SWEEPER 1.00
NM08N0805-001 STREET SWEEPER OPERATOR 1.00
NM08N0805-003 STREET SWEEPER OPERATOR 1.00
-
NM08N0765-010 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-004 SENIOR SOLID WASTE OPERATOR 1.00
NM08N0765-005 SENIOR SOLID WASTE OPERATOR 1.00
-
MM02E0490-001 MANAGEMENT ANALYST 1.00
NM03N0844-001 WASTEWATER COLL. MAINT. SUPV 1.00
NM07N0865-001 WW COLL. MAINT. CREW LEADER 1.00
NM08N0870-001 WASTEWATER COLL. MAINT. WKR I 1.00
NM08N0870-005 WASTEWATER COLL. MAINT. WKR I 1.00
NM08N0870-003 WASTEWATER COLL. MAINT. WKR I 1.00
NM08N0870-004 WASTEWATER COLL. MAINT. WKR I 1.00
NM08N0870-002 WASTEWATER COLL. MAINT. WKR I 1.00
-
MM01E0105-001 ASST PUBLIC WORKS DIRECTOR 1.00
NM05N0895-001 WWTP OPERATOR II 1.00
Home department : 012-4712 (Count: 4)
Home department : 012-4713 (Count: 3)
Home department : 015-4651 (Count: 8)
Home department : 015-4652 (Count: 27)
Home department : 012-4711 (Count: 10)
Position number Title FTE
NM03N0900-001 WWTP OPERATOR III 1.00
NM05N0880-003 WASTEWATER MAINT. TECHNICIAN I 1.00
NM03N0430-001 LABORATORY TECHNICIAN 1.00
NM03N0900-003 WWTP OPERATOR III 1.00
NM03N0902-001 LEAD WWTP OPERATOR 1.00
CP06N0235-007 DEPARTMENT ASSISTANT II 1.00
NM05N0895-007 WWTP OPERATOR II 1.00
MM02E0914-001 WASTEWATER PLANT SUPERINTENDENT 1.00
NM05N0895-005 WWTP OPERATOR II 1.00
NM05N0405-001 ENVIRONMENTAL COMPLIANCE INSP 1.00
MM03E0885-001 WW TREATMENT PLANT MANAGER 1.00
NM05N0895-008 WWTP OPERATOR II 1.00
NM03N0902-002 LEAD WWTP OPERATOR 1.00
NM05N0895-003 WWTP OPERATOR II 1.00
NM05N0880-001 WASTEWATER MAINT. TECHNICIAN I 1.00
NM05N0895-002 WWTP OPERATOR II 1.00
NM05N0880-002 WASTEWATER MAINT. TECHNICIAN I 1.00
NM05N0425-001 LABORATORY ASSISTANT 1.00
NM03N0877-001 WASTEWATER ELECTRICAL TECH I 1.00
NM03N0432-001 LABORATORY SUPERVISOR 1.00
NM03N0900-004 WWTP OPERATOR III 1.00
NM08N0543-001 GROUNDS MAINTENANCE WORKER 1.00
NM03N0881-001 WASTEWATER MAINT TECHNICIAN II 1.00
NM05N0890-001 WWTP OPERATOR I 1.00
NM03N0866-001 WASTEWATER MAINTENANCE SUPERVISOR 1.00
-
PD04N0630-022 POLICE OFFICER 1.00
-
NM08N0190-001 CUSTODIAN 1.00
NM08N0190-002 CUSTODIAN 1.00
NM08N0190-005 CUSTODIAN 1.00
NM08N0190-007 CUSTODIAN 1.00
NM03N0275-003 FACILITIES MAINT. TECHNICIAN 1.00
NM03N0275-001 FACILITIES MAINT. TECHNICIAN 1.00
NM08N0190-006 CUSTODIAN 1.00
MM03E0272-001 FACILITIES MT. AIRPORT SUPERINTENDENT 1.00 NM08N0190-003 CUSTODIAN 1.00
NM03N0275-004 FACILITIES MAINT. TECHNICIAN 1.00
CP06N0030-006 ADMINISTRATIVE ASSISTANT 1.00
-
MM02E0886-001 PROJECT MANAGER 1.00
Home department : 033-4225 (Count: 1)
Home department : 048-4530 (Count: 11)
Home department : 600-4600 (Count: 5)
Position number Title FTE
MM01E0820-001 SENIOR PROJECT MANAGER 1.00
CP02N0255-001 CONSTRUCTION COORDINATOR 1.00
MM02E0886-002 PROJECT MANAGER 1.00
CP02N0255-002 CONSTRUCTION COORDINATOR 1.00
TOTAL FTE (Full time Equivalent) POSITIONS 378.00
CLASSIFICATION Code Step Monthly Hourly Group
Accountant 3000 A 4991.48 28.7970 cler/prof
B 5241.05 30.2368
C 5503.09 31.7486
D 5778.27 33.3362
E 6067.17 35.0029
Accounting Technician I 3010 A 3968.18 22.8933 cler/prof B 4166.59 24.0380
C 4374.90 25.2398
D 4593.66 26.5019
E 4823.35 27.8270
Accounting Technician II 3012 A 4384.41 25.2947 cler/prof B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458
Administrative Assistant 3020 A 3968.18 22.8933 cler/prof B 4166.59 24.0380
C 4374.90 25.2398
D 4593.66 26.5019
E 4823.35 27.8270
Animal Services Manager 2005 A 6477.41 37.3697 mmgmt
B 6801.29 39.2382
C 7141.35 41.2001
D 7498.53 43.2608
E 7873.33 45.4231
Animal Services Officer 3030 A 3889.80 22.4412 nonmgmt
B 4084.26 23.5630
C 4288.50 24.7413
D 4502.91 25.9783
E 4728.04 27.2772
Animal Services Technician 3040 A 3700.52 21.3492 cler/prof B 3885.58 22.4168
C 4079.85 23.5376
D 4283.13 24.7104
E 4498.03 25.9502
Assistant Planner 3050 A 5178.36 29.8752 cler/prof
B 5437.28 31.3689
C 5709.15 32.9374
D 5994.60 34.5842
E 6294.33 36.3134

CITY OF TULARE
Salary Schedule - July 2, 2022

Page 1 ends

07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Assistant Public Works Director 2002 A 8794.66 50.7384 mmgmt B 9234.39 53.2753
C 9696.10 55.9390
D 10180.92 58.7361
E 10689.95 61.6728
Associate Planner 3060 A 5884.49 33.9490 cler/prof
B 6178.73 35.6465
C 6487.66 37.4288
D 6812.02 39.3001
E 7152.64 41.2652
Building Inspector I 3070 A 4472.75 25.8043 cler/prof
B 4696.39 27.0946
C 4931.22 28.4493
D 5177.78 29.8718
E 5436.67 31.3654
Building Inspector II 3080 A 5194.67 29.9693 cler/prof
B 5454.39 31.4676
C 5727.11 33.0410
D 6013.48 34.6932
E 6314.14 36.4277
Building Technician 3082 A 4129.70 23.8252 nonmgt
B 4336.19 25.0165
C 4553.00 26.2673
D 4780.65 27.5807
E 5019.68 28.9597
Chief Building Official 2010 A 7703.32 44.4422 mmgmt
B 8088.45 46.6641
C 8492.89 48.9974
D 8917.52 51.4472
E 9363.39 54.0196
Chief Deputy City Clerk 2020 A 6699.26 38.6496 mmgmt
B 7034.21 40.5820
C 7385.92 42.6111
D 7755.24 44.7418
E 8142.99 46.9788
Chief Financial Officer 1025 A 11037.48 63.6778 depthead (Finance Director/Treasurer) B 11589.36 66.8617
C 12168.83 70.2048
D 12777.27 73.7150
E 13416.11 77.4006
Chief Technology Officer 2022 A 8794.66 50.7384 mmgt
B 9234.39 53.2753
C 9696.10 55.9390
D 10180.92 58.7361
E 10689.95 61.6728

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Chief of Survey Party 3090 A 5041.52 29.0857 cler/prof
B 5293.60 30.5400
C 5558.26 32.0669
D 5836.20 33.6704
E 6128.00 35.3538
City Engineer 1030 A 10034.07 57.8889 depthead
B 10535.81 60.7835
C 11062.57 63.8225
D 11615.70 67.0137
E 12196.49 70.3644
City Manager 1000 A 14045.38 81.0310 citymgr
B 14747.65 85.0826
C 15485.03 89.3367
D 16259.29 93.8036
E 17072.25 98.4938
City Planner 2025 A 8794.66 50.7384 mmgt
B 9234.39 53.2753
C 9696.10 55.9390
D 10180.92 58.7361
E 10689.95 61.6728
Code Enforcement Officer 3100 A 5194.67 29.9693 cler/prof B 5454.39 31.4676
C 5727.12 33.0411
D 6013.48 34.6932
E 6314.14 36.4277
Code Enforcement Officer/Substandard 3102 A 5194.66 29.9692 cler/prof Housing Compliance B 5454.39 31.4676
C 5727.10 33.0410
D 6013.47 34.6931
E 6314.12 36.4276
Community and Economic 1042 A 10034.07 57.8889 depthead Development Director B 10535.81 60.7835
C 11062.57 63.8225
D 11615.70 67.0137
E 12196.49 70.3644
Community Service Officer 3110 A 3889.80 22.4412 cler/prof B 4084.26 23.5630
C 4288.50 24.7413
D 4502.90 25.9783
E 4728.04 27.2772
Community Services Director 1044 A 10034.06 57.8888 depthead B 10535.76 60.7832
C 11062.55 63.8224
D 11615.69 67.0136
E 12196.49 70.3644

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Computer Systems Analyst 2040 A 7077.08 40.8293 mmgmt
B 7430.94 42.8708
C 7802.50 45.0144
D 8192.63 47.2652
E 8602.24 49.6283
Construction Coordinator 3123 A 6003.07 34.6331 nonmgt
B 6303.21 36.3647
C 6618.38 38.1830
D 6949.31 40.0922
E 7296.76 42.0967
Custodian 3130 A 3107.79 17.9296 nonmgt
B 3263.18 18.8260
C 3426.36 19.7675
D 3597.67 20.7558
E 3777.55 21.7936
Department Assistant I 3140 A 3250.48 18.7528 cler/prof B 3413.00 19.6904
C 3583.66 20.6750
D 3762.86 21.7088
E 3950.98 22.7941
Department Assistant II 3142 A 3591.43 20.7198 cler/prof B 3771.02 21.7559
C 3959.57 22.8437
D 4157.53 23.9858
E 4365.41 25.1851
Deputy City Clerk/Records Coordinator 2060 A 4991.47 28.7969 mmgmt B 5241.06 30.2369
C 5503.09 31.7486
D 5778.28 33.3362
E 6067.15 35.0028
Deputy City Manager 1020 A 11086.62 63.9613 depthead
B 11640.94 67.1593
C 12222.99 70.5173
D 12834.14 74.0431
E 13475.84 77.7452
Engineering Assistant 3156 A 5379.23 31.0340 cler/prof
B 5648.18 32.5857
C 5930.60 34.2150
D 6227.13 35.9258
E 6538.49 37.7221
Environmental Compliance Inspector 3160 A 4384.41 25.2947 nonmgt B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Evidence Technician 3170 A 4585.70 26.4560 cler/prof
B 4814.98 27.7787
C 5055.73 29.1677
D 5308.53 30.6261
E 5573.95 32.1574
Facilities & Airport Maint Manager 2081 A 6033.09 34.8063 mmgmt B 6334.72 36.5465
C 6651.46 38.3738
D 6984.06 40.2927
E 7333.25 42.3072
Facilities Maintenance Technician 3180 A 4384.41 25.2947 nonmgt B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.26 30.7457
Fire Captain 4010 A 6788.38 39.1637 mfire24
B 7127.00 41.1173
C 7484.16 43.1778
D 7858.37 45.3368
E 8251.31 47.6037
Fire Chief 1060 A 11699.14 67.4950 depthead
B 12284.12 70.8699
C 12898.32 74.4134
D 13543.22 78.1340
E 14220.41 82.0408
Fire Division Chief 4000 A 9387.69 54.1598 mfire24
B 9857.09 56.8678
C 10349.94 59.7112
D 10867.45 62.6968
E 11410.80 65.8315
Fire Engineer 4020 A 5505.42 31.7620 fire
B 5780.69 33.3501
C 6069.71 35.0176
D 6373.20 36.7685
E 6691.86 38.6069
Fire Inspector I 3190 A 4472.75 25.8043 cler/prof
B 4696.39 27.0946
C 4931.23 28.4494
D 5177.77 29.8718
E 5436.67 31.3654
Fire Inspector II 3192 A 4941.94 28.5112 cler/prof
B 5189.03 29.9367
C 5448.48 31.4335
D 5720.90 33.0052
E 6006.95 34.6555

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Fire Marshall 2092 A 6477.41 37.3697 mmgt
B 6801.29 39.2382
C 7141.35 41.2001
D 7498.52 43.2607
E 7873.33 45.4231
Firefighter/Paramedic 4030 A 5237.56 30.2167 fire
B 5499.45 31.7276
C 5774.42 33.3140
D 6063.12 34.9795
E 6366.29 36.7286
Fleet Maintenance Superintendent 2093 A 6033.09 34.8063 mmgmt B 6334.72 36.5465
C 6651.46 38.3738
D 6984.06 40.2927
E 7333.25 42.3072
GIS Systems Analyst 2096 A 7077.08 40.8293 mmgmt
B 7430.94 42.8708
C 7802.50 45.0144
D 8192.63 47.2652
E 8602.24 49.6283
Graffiti Removal Operator 3210 A 3793.98 21.8883 nonmgt B 3983.68 22.9828
C 4182.86 24.1319
D 4392.02 25.3386
E 4611.61 26.6054
Grounds Maintenance Worker 3215 A 3416.71 19.7118 nonmgt B 3587.55 20.6974
C 3766.92 21.7322
D 3955.27 22.8189
E 4153.04 23.9598
Housing and Grants Specialist 2095 A 5433.16 31.3452 mmgmt B 5704.81 32.9124
C 5990.06 34.5580
D 6289.57 36.2860
E 6604.05 38.1003
Human Resources Analyst 2100 A 4844.32 27.9480 mmgmt
B 5086.53 29.3454
C 5340.88 30.8128
D 5607.91 32.3533
E 5888.30 33.9710
Human Resources Director 1065 A 10134.69 58.4694 depthead B 10641.41 61.3928
C 11173.47 64.4623
D 11732.16 67.6855
E 12318.76 71.0698

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Kennel Technician 3220 A 3031.25 17.4880 nonmgt
B 3182.82 18.3624
C 3341.97 19.2806
D 3509.06 20.2446
E 3684.52 21.2568
Laboratory Assistant 3240 A 3218.21 18.5666 nonmgt
B 3379.12 19.4949
C 3549.16 20.4759
D 3725.48 21.4932
E 3911.78 22.5680
Laboratory Supervisor 3245 A 4701.51 27.1241 nonmgt
B 4936.58 28.4803
C 5183.38 29.9041
D 5442.58 31.3995
E 5714.70 32.9694
Laboratory Technician 3250 A 4255.17 24.5491 nonmgt
B 4467.91 25.7764
C 4691.30 27.0652
D 4925.86 28.4184
E 5172.16 29.8394
Landscape Maintenance Technician 3265 A 4150.34 23.9443 nonmgt B 4357.85 25.1414
C 4575.75 26.3986
D 4804.55 27.7186
E 5044.78 29.1045
Librarian 2120 A 4820.21 27.8089 mmgmt
B 5061.22 29.1993
C 5314.30 30.6594
D 5579.99 32.1923
E 5858.99 33.8019
Library Assistant 3270 A 3250.48 18.7528 cler/prof
B 3413.00 19.6904
C 3583.66 20.6750
D 3762.86 21.7088
E 3950.98 22.7941
Library Manager 2130 A 7077.08 40.8293 mmgmt
B 7430.94 42.8708
C 7802.50 45.0144
D 8192.63 47.2652
E 8602.25 49.6284
Management Analyst 2140 A 5433.16 31.3452 mmgmt
B 5704.81 32.9124
C 5990.05 34.5580
D 6289.56 36.2859
E 6604.04 38.1002

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Mechanic I 3280 A 3399.72 19.6138 nonmgt
B 3569.70 20.5944
C 3748.19 21.6242
D 3935.59 22.7053
E 4132.36 23.8405
Mechanic II 3282 A 4384.41 25.2947 nonmgt
B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458
Meter Reader 3290 A 3332.57 19.2264 nonmgt
B 3499.18 20.1876
C 3674.15 21.1970
D 3857.87 22.2569
E 4050.75 23.3697
Parks Maintenance Supervisor 3320 A 4701.50 27.1240 nonmgt B 4936.58 28.4803
C 5183.38 29.9041
D 5442.58 31.3995
E 5714.70 32.9694
Parks Maintenance Technician 3330 A 4150.34 23.9443 nonmgt B 4357.85 25.1414
C 4575.75 26.3986
D 4804.55 27.7186
E 5044.78 29.1045
Parks Maintenance Worker I 3340 A 3416.71 19.7118 nonmgt B 3587.55 20.6974
C 3766.92 21.7322
D 3955.27 22.8189
E 4153.04 23.9598
Parks Maintenance Worker II 3342 A 3775.10 21.7794 nonmgt B 3963.85 22.8684
C 4162.05 24.0118
D 4370.16 25.2125
E 4588.67 26.4731
Parks Maintenance Manager 2150 A 6699.25 38.6495 mmgmt
B 7034.21 40.5820
C 7385.92 42.6111
D 7755.24 44.7418
E 8142.99 46.9788
Parks Ranger 3305 A 4150.34 23.9443 nonmgt
B 4357.85 25.1414
C 4575.75 26.3986
D 4804.55 27.7186
E 5044.78 29.1045

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Parts and Inventory Clerk 3350 A 3250.48 18.7528 nonmgt B 3413.00 19.6904
C 3583.66 20.6750
D 3762.86 21.7088
E 3950.98 22.7941
Payroll Specialist 3360 A 4844.33 27.9481 cler/prof
B 5086.54 29.3454 conf
C 5340.88 30.8128
D 5607.91 32.3533
E 5888.30 33.9710
Permit Center Coordinator 2155 A 5433.16 31.3452 mmgmt
B 5704.81 32.9124
C 5990.06 34.5580
D 6289.57 36.2860
E 6604.05 38.1003
Permit Technician 3370 A 4129.70 23.8252 cler/prof
B 4336.19 25.0165
C 4552.99 26.2673
D 4780.65 27.5807
E 5019.66 28.9596
Plans Examiner 3380 A 5379.23 31.0340 cler/prof
B 5648.18 32.5857
C 5930.60 34.2150
D 6227.13 35.9258
E 6538.49 37.7221
Police Analyst 2048 A 5702.90 32.9013 mmgmt
B 5988.05 34.5464
C 6287.45 36.2738
D 6601.85 38.0876
E 6931.93 39.9919
Police Captain 5000 A 9477.89 54.6801 mpolice
B 9951.80 57.4142
C 10449.41 60.2851
D 10971.86 63.2992
E 11520.44 66.4641
Police Chief 1080 A 11888.40 68.5869 depthead
B 12482.83 72.0163
C 13106.99 75.6173
D 13762.32 79.3980
E 14450.46 83.3680
Police Corporal 5030 A 6323.10 36.4794 police
B 6639.25 38.3034
C 6971.23 40.2186
D 7319.78 42.2295
E 7685.77 44.3410

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Police Lieutenant 5010 A 8578.10 49.4890 mpolice
B 9006.99 51.9634
C 9457.35 54.5616
D 9930.22 57.2897
E 10426.71 60.1541
Police Officer 5040 A 5722.78 33.0160 police
B 6008.94 34.6670
C 6309.39 36.4003
D 6624.86 38.2203
E 6956.10 40.1313
Police Officer Trainee 3390 A 4517.60 26.0631 cler/prof B 4743.48 27.3662
C 4980.65 28.7345
D 5229.69 30.1713
E 5491.18 31.6799
Police Records Assistant 3405 A 3250.48 18.7528 cler/prof B 3413.00 19.6904
C 3583.66 20.6750
D 3762.86 21.7088
E 3950.98 22.7941
Police Records Manager 2172 A 5702.90 32.9013 mmgmt
B 5988.05 34.5464
C 6287.45 36.2738
D 6601.85 38.0876
E 6931.93 39.9919
Police Records Specialist 3410 A 3737.64 21.5633 cler/prof B 3924.53 22.6415
C 4120.75 23.7736
D 4326.77 24.9621
E 4543.12 26.2103
Police Sergeant 5020 A 7385.89 42.6109 mpolice
B 7755.29 44.7421
C 8143.04 46.9791
D 8550.21 49.3281
E 8977.70 51.7944
Principal Planner 2160 A 8219.30 47.4190 mmgmt
B 8630.26 49.7900
C 9061.80 52.2796
D 9514.89 54.8936
E 9990.62 57.6382
Project Manager 2164 A 8219.30 47.4190 mmgmt
B 8630.26 49.7900
C 9061.80 52.2796
D 9514.89 54.8936
E 9990.62 57.6382

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Property Room Assistant 3425 A 3218.22 18.5667 cler/prof B 3379.12 19.4949
C 3548.08 20.4697
D 3725.48 21.4932
E 3911.78 22.5680
Public Safety Dispatcher I 3430 A 3889.80 22.4412 cler/prof B 4084.26 23.5630
C 4288.50 24.7413
D 4502.90 25.9783
E 4728.04 27.2772
Public Safety Dispatcher II 3432 A 4276.44 24.6718 cler/prof B 4490.24 25.9052
C 4714.76 27.2005
D 4950.51 28.5606
E 5198.03 29.9886
Public Works Director 1090 A 11391.02 65.7174 depthead
B 11960.55 69.0032
C 12558.59 72.4534
D 13186.51 76.0760
E 13845.84 79.8798
Public Works Inspector 3440 A 5884.49 33.9490 cler/prof B 6178.73 35.6465
C 6487.66 37.4288
D 6812.02 39.3001
E 7152.64 41.2652
Recreation Manager 2178 A 6732.76 38.8428 mmgmt
B 7069.39 40.7849
C 7422.85 42.8241
D 7794.00 44.9654
E 8183.70 47.2137
Recreation Supervisor 2180 A 4991.47 28.7969 mmgmt
B 5241.07 30.2369
C 5503.09 31.7486
D 5778.28 33.3362
E 6067.16 35.0028
Safety Coordinator 3445 A 4844.32 27.9480 cler/prof
B 5086.53 29.3454
C 5340.88 30.8128
D 5607.91 32.3533
E 5888.30 33.9710
Safety, Complaince & Facilities Officer 2185 A 8630.26 49.7900 mmgt B 9061.80 52.2796
C 9514.89 54.8936
D 9990.62 57.6382
E 10490.15 60.5201

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Senior Administrative Assistant 3450 A 4450.52 25.6761 cler/prof B 4673.03 26.9598
C 4906.68 28.3078
D 5152.01 29.7231
E 5409.62 31.2093
Senior Civil Engineer 2200 A 8219.30 47.4190 mmgmt
B 8630.26 49.7900
C 9061.80 52.2796
D 9514.89 54.8936
E 9990.62 57.6382
Senior Evidence Technician 3460 A 5066.73 29.2311 cler/prof B 5320.06 30.6927
C 5586.05 32.2272
D 5865.36 33.8386
E 6158.64 35.5306
Senior Housing and Grants Specialist 2205 A 6003.07 34.6331 mmgt B 6303.21 36.3647
C 6618.38 38.1830
D 6949.31 40.0922
E 7296.76 42.0967
Senior Library Assistant 3470 A 3555.79 20.5142 cler/prof B 3733.59 21.5399
C 3920.28 22.6170
D 4116.27 23.7477
E 4322.10 24.9352
Senior Management Analyst 2210 A 6003.07 34.6331 mmgmt
B 6303.21 36.3647
C 6618.37 38.1829
D 6949.31 40.0922
E 7296.76 42.0967
Senior Project Manager 2217 A 9058.50 52.2606 mmgmt
B 9511.42 54.8736
C 9986.98 57.6172
D 10486.35 60.4982
E 11010.67 63.5231
Senior Public Safety Dispatcher 3480 A 4725.01 27.2597 cler/prof B 4961.25 28.6226
C 5209.32 30.0538
D 5469.79 31.5565
E 5743.28 33.1343
Senior Solid Waste Maintenance 3500 A 3812.98 21.9980 nonmgt Worker B 4003.60 23.0977
C 4203.78 24.2526
D 4413.97 25.4652
E 4634.67 26.7385

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Senior Solid Waste Operator 3510 A 3812.98 21.9980 nonmgt B 4003.60 23.0977
C 4203.78 24.2526
D 4413.98 25.4653
E 4634.67 26.7385
Shop and Parts Specialist 3514 A 3945.28 22.7612 nonmgt B 4142.53 23.8992
C 4349.65 25.0941
D 4567.10 26.3487
E 4795.46 27.6661
Signal Light Assistant 3524 A 3793.98 21.8883 nonmgt
B 3983.68 22.9828
C 4182.86 24.1319
D 4392.02 25.3386
E 4611.64 26.6056
Signal Light Technician 3520 A 4585.71 26.4560 nonmgt
B 4814.98 27.7787
C 5055.73 29.1677
D 5308.53 30.6261
E 5573.95 32.1574
Solid Waste Maintenance Crew Leader 3535 A 4384.41 25.2947 nonmgt B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458
Solid Waste Maintenance Worker 3540 A 3433.79 19.8103 nonmgt B 3605.48 20.8008
C 3785.75 21.8409
D 3975.05 22.9330
E 4173.81 24.0797
Solid Waste Manager 2230 A 6699.25 38.6495 mmgmt
B 7034.21 40.5820
C 7385.92 42.6111
D 7755.24 44.7418
E 8142.99 46.9788
Solid Waste Operator 3550 A 3663.81 21.1374 nonmgt
B 3847.01 22.1943
C 4039.36 23.3040
D 4241.31 24.4691
E 4453.39 25.6926
Solid Waste/Street Sweeper Operator 3560 A 3909.23 22.5533 nonmgt B 4104.70 23.6810
C 4309.92 24.8649
D 4525.44 26.1083
E 4751.71 27.4137

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07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Solid Waste Supervisor 3570 A 4701.51 27.1241 nonmgt
B 4936.58 28.4803
C 5183.38 29.9041
D 5442.58 31.3995
E 5714.70 32.9694
Street Maintenance Crew Leader 3590 A 4384.41 25.2947 nonmgt B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458
Street Maintenance Worker I 3600 A 3433.79 19.8103 nonmgt B 3605.48 20.8008
C 3785.75 21.8409
D 3975.06 22.9330
E 4173.81 24.0797
Street Maintenance Worker II 3602 A 3793.98 21.8883 nonmgt B 3983.68 22.9828
C 4182.86 24.1319
D 4392.02 25.3386
E 4611.61 26.6054
Street Maintenance Manager 2240 A 6699.25 38.6495 mmgmt B 7034.21 40.5820
C 7385.92 42.6111
D 7755.24 44.7418
E 8142.99 46.9788
Street Supervisor 3610 A 4701.50 27.1240 nonmgt
B 4936.68 28.4808
C 5183.38 29.9041
D 5442.58 31.3995
E 5714.70 32.9694
Street Sweeper Operator 3620 A 3909.23 22.5533 nonmgt
B 4104.70 23.6810
C 4309.92 24.8649
D 4525.44 26.1083
E 4751.71 27.4137
Utility Billing Manager 2175 A 5433.16 31.3452 mmgmt
B 5704.81 32.9124
C 5990.05 34.5580
D 6289.56 36.2859
E 6604.04 38.1002
Veterinary Technician 3635 A 3889.78 22.4410 cler/prof
B 4084.28 23.5632
C 4288.50 24.7413
D 4502.90 25.9783
E 4728.04 27.2772

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CLASSIFICATION Code Step Monthly Hourly Group
Wastewater Collection Maintenance 3640 A 4586.21 26.4589 nonmgt Crew Leader B 4815.52 27.7818
C 5056.31 29.1710
D 5309.10 30.6294
E 5574.55 32.1609
Wastewater Collection Maintenance 3650 A 6033.09 34.8063 nonmgt Supervisor B 6334.72 36.5465
C 6651.46 38.3738
D 6986.06 40.3042
E 7333.25 42.3072
Wastewater Collection Maintenance 3660 A 3609.41 20.8235 nonmgt Worker I B 3789.87 21.8646
C 3979.35 22.9578
D 4178.33 24.1058
E 4387.25 25.3111
Wastewater Collection Maintenance 3662 A 3988.02 23.0078 nonmgt Worker II B 4187.41 24.1581
C 4396.77 25.3660
D 4616.61 26.6343
E 4847.45 27.9661
Wastewater Electrical Technician I 3664 A 4276.44 24.6718 nonmgt B 4490.25 25.9053
C 4714.76 27.2005
D 4950.49 28.5605
E 5198.04 29.9887
Wastewater Electrical Technician II 3666 A 4537.86 26.1800 nonmgt B 4764.77 27.4891
C 5003.01 28.8635
D 5253.15 30.3066
E 5515.81 31.8220
Wastewater Maintenance Supervisor 3677 A 5194.67 29.9693 nonmgt B 5454.39 31.4676
C 5727.12 33.0411
D 6013.48 34.6932
E 6314.14 36.4277
Wastewater Maintenance Technician I 3670 A 4276.44 24.6718 nonmgt B 4490.24 25.9052
C 4714.76 27.2005
D 4950.49 28.5605
E 5198.03 29.9886
Wastewater Maintenance Technician II 3672 A 4384.41 25.2947 nonmgt B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458

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CLASSIFICATION Code Step Monthly Hourly Group
Wastewater Treatment Plant Manager 2260 A 7077.08 40.8293 mmgmt B 7430.94 42.8708
C 7802.50 45.0144
D 8192.63 47.2652
E 8602.24 49.6283
Wastewater Treatment Plant 3682 A 3968.18 22.8933 nonmgt Operator I B 4166.59 24.0380
C 4374.90 25.2398
D 4593.66 26.5019
E 4823.35 27.8270
Wastewater Treatment Plant 3684 A 4384.41 25.2947 nonmgt Operator II B 4603.64 26.5595
C 4833.81 27.8874
D 5075.51 29.2818
E 5329.27 30.7458
Wastewater Treatment Plant 3686 A 5352.47 30.8796 nonmgt Operator III B 5620.09 32.4236
C 5901.99 34.0499
D 6196.15 35.7470
E 6505.96 37.5344
Wastewater Treatment Plant Operator 3680 A 3416.71 19.7118 nonmgt Trainee B 3587.55 20.6974
C 3766.92 21.7322
D 3955.27 22.8189
E 4153.04 23.9598
Wastewater Treatment Plant 2265 A 6386.83 36.8471 nonmgt Superintendent B 6706.74 38.6927
C 7041.47 40.6239
D 7393.53 42.6550
E 7763.23 44.7879
Water Conservation Worker 3696 A 3332.57 19.2264 nonmgmt B 3499.18 20.1876
C 3674.15 21.1970
D 3857.87 22.2569
E 4050.75 23.3697
Water Quality Specialist 3698 A 5092.80 29.3815 nonmgmt B 5347.45 30.8507
C 5614.82 32.3932
D 5895.57 34.0129
E 6190.35 35.7136
Water & Wastewater Collection 2270 A 6736.43 38.8640 mmgmt Utility Manager B 7073.28 40.8074
C 7426.94 42.8477
D 7798.27 44.9900
E 8188.19 47.2396

Page 16 ends

07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
Water Treatment Technician 3700 A 4701.51 27.1241 nonmgt B 4936.58 28.4803
C 5183.38 29.9041
D 5442.58 31.3995
E 5714.70 32.9694
Water Utility Maintenance Crew 3710 A 4701.50 27.1240 nonmgt Leader B 4936.58 28.4803
C 5183.38 29.9041
D 5442.58 31.3995
E 5714.70 32.9694
Water Utility Maintenance Worker I 3720 A 3663.81 21.1374 nonmgt B 3847.01 22.1943
C 4039.36 23.3040
D 4241.31 24.4691
E 4453.39 25.6926
Water Utility Maintenance Worker II 3722 A 4048.14 23.3547 nonmgt B 4250.52 24.5222
C 4463.05 25.7484
D 4686.21 27.0358
E 4920.53 28.3877
Water Utility Supervisor 3730 A 5194.67 29.9693 nonmgt
B 5454.39 31.4676
C 5727.12 33.0411
D 6013.48 34.6932
E 6314.14 36.4277
Tulare City Council Member ccm council
* $5.00 per meeting to a maximum of $300 per year as outlined in City Charter Resolution 2022-14a, reorganization/amending the PCB, as approved by City Council on April 5, 2022.
10/5/2021 Council Approved salary range change.

The salary range for City Manager was adjusted by resolution approved by City Council.

Salary increases: 3.5% for CLOCEA members, Misc. Mid-Managers, and Department Heads; 3.5% for Police Officer's Group - TPOU (Police Officers & Corporals); 3.5% for Police Managers (Police Sergeants, Lieutenants, and Captains); as approved with FY 2022-23 budget. 7/3/2021 Council Approved Salary increases/new classification/ 7/2/2022 Council Approved Salary increases/new classification/ Salary increases: 3% for CLOCEA members, Misc. Mid-Managers and Department Heads; 2% for Fire New Classification: Conservation Coordinator; Lead Wastewater Treatment Plant Operator; Wastewater Treatment Plant Superintendent. Salary change for Parks Maintenance Manager.

Page 17 ends

07/02/2022
CLASSIFICATION Code Step Monthly Hourly Group
12/4/2019 Title Change: Crime Analyst to Police Analyst - no change in salary. Change General 6/16/2020 Council Approved Salary Increases
2% Retro for 2018/19 and 2% for 2019/20 for Tulare Police Officers Group 2% for CLOCEA, Fire Association Groups, Misc. Mid-Managers, and Department Heads; 2.5% for Tulare

7/16/2019 Council Approved Salary Increases
Police Management: 2% effective retro 7/6/2019
10/1/2019 Council Approved Salary Increases
Firefighters Association Groups: 2% effective retro 7/6/2019 10/22/2019 Council Approved DH Reorganization
Delete General Services Director classification 11/22/19; delete Community Dev Deputy Director

5/21/2019 Council Approved Salary Increases
Miscellaneous employees (CLOCEA): 2% (Retro to 7/7/18)
7/6/2019 Council Approved Salary Increases
Miscellaneous employees (CLOCEA): 2%
7/6/2019 Council Approved Salary Increases
Miscellaneous Mid-Managers and Department Heads: 2%
1/6/2018 Council Approved Salary Increases
Miscellaneous 2.5%, CLOCEA, Mid-Mgrs, Dept Heads; Fire 4.75%; POU 5.75%; Police Sup/Mgt 4.75% 6/23/2018 Council Approved Salary Increases
Fire Groups: 2%
2/19/2019 Council Approved Salary Increases
Miscellaneous Mid-Mgrs, Dept Heads: 2%; Police Sup/Mgt: 2% 7/4/2020 Council Approved Salary Increases
7/3/2021 Council Approved Salary increases: Fire Unions Salary increases: Firefighter/Paramedic; Fire Engineer; Fire Captain; and Fire Division Chief

New Classification: Park Ranger; Reclassifications/Salary Changes: Senior Services Administrator to Recreation Supervisor, Assistant Finance Director to Utility Billing Supervisor, Police Receptionist to Police Records Assistant, Fleet Maintenance Supervisor to Fleet Maintenance Superintendent, Safety & Regulatory Compliance Analyst to Safety Coordinator, Facilities Maintenance and Airport Operations Manager to Facilities and Airport Maintenance Superintendent, Wastewater Maintenance Technician Crew Leader to Wastewater Maintenance Supervisor, Water Conservation Officer to Water Conservation Worker. Salary Change only: Solid Waste Manager. Eliminate classifications: Community Services Assistant, Transit Analyst, and Transit Coordinator

Page 18 ends

07/02/2022
City of Tulare
Parks, Library and Recreation Department
Part-Time and Seasonal Employee Wage Rates
July 1, 2022 – June 30, 2023
Approved by Parks & Recreation Commission 5-10-2022

ADULT AND YOUTH SPORTS

STEP I STEP II STEP III STEP IV
Adult Sports Time/Scorekeeper $15.00/game $15.50/game $16.00/game $16.50/game Softball Official $22.00/game $23.00/game $24.00/game $25.00/game Ballfield Groundskeeper $15.00/hour $15.25/hour $15.50/hour $15.75/hour Youth Sports Leader $15.00/hour $15.50/hour $16.00/hour $16.50/hour Youth Sports Time/Scorekeeper $15.00/hour $15.50/hour $16.00/hour $16.50/hour Youth Sports Official $15.00/hour $15.50/hour $16.00/hour $16.50/hour

PLAYGROUNDS AND YOUTH CENTERS

STEP I STEP II STEP III
Youth Recreation Leader $16.00/hour $16.50/hour $17.00/hour Sr. Youth Recreation Leader $18.00/hour $18.50/hour $19.00/hour

INSTRUCTIONAL CLASSES

STEP I STEP II STEP III
Special Interest Instructor I $15.00/hour $16.00/hour $17.00/hour Special Interest Instructor II $18.00/hour $19.00/hour $20.00/hour Special Interest Instructor III $22.00/hour $23.00/hour $24.00/hour

AQUATICS

STEP I STEP II STEP III
Lifeguard $15.00/hour $15.50/hour $16.00/hour
Senior Lifeguard (WSI certified) $16.00/hour $16.50/hour $17.00/hour Swim Instructor $15.00/hour $15.50/hour $16.00/hour
Pool Attendant $15.00/hour $15.50/hour $16.00/hour
Pool Operations Manager $17.50/hour $18.00/hour $18.50/hour City of Tulare
Parks, Library and Recreation Department
Part-Time and Seasonal Employee Wage Rates
July 1, 2022 – June 30, 2023
Approved by Parks & Recreation Commission 5-10-2022

SENIOR ADULT PROGRAMS

STEP I STEP II STEP III
Senior Service Recreation Leader $15.00/hour $15.50/hour $16.00/hour

GENERAL, NON-SPECIFIC

STEP I STEP II STEP III STEP IV
Softball Tournament Attendant $15.00/hour $15.50/hour $16.00/hour $16.50/hour Building Attendant $15.50/hour $16.00/hour $16.50/hour $17.00/hour Sports Assistant $15.00/hour $15.50/hour $16.00/hour $16.50/hour Staff Helper $15.00/hour $15.50/hour $16.00/hour $16.50/hour

PARKS OPERATIONS

STEP I STEP II STEP III
Park Attendant $15.00/hour $15.50/hour $16.00/hour
Security Specialist $15.00/hour $15.50/hour $16.00/hour Landscape & Lighting Coordinator $25.00/hour $26.25/hour $27.50/hour REVISED: 5/10/2021
Parks & Recreation Commission Approved
RESOLUTION 2022-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE
ESTABLISHING APPROPRIATION LIMITS FOR THE 2022/23 FISCAL YEAR WHEREAS, Proposition 4 mandated the establishment of an annual appropriation limit from proceeds of taxes and designated 1978/79 as the base year; and
WHEREAS, Proposition 111 modified the original Proposition in 1990/91 by changing the growth adjustments factors; and
WHEREAS, the factor of the dollar increase in locally assessed valuation of nonresidential construction is not available from the County of Tulare; and WHEREAS, the decision as to which options to select must be done by a recorded vote of the City Council; and
WHEREAS, the appropriations limit for 2022/23 must be recalculated when all adjustment factors are known.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Tulare, as follows, to wit:

Section 1. The City Council selects the factors of City Population Increase and California Per Capita Income Increase and pursuant to Article XIIIB of the California Constitution, hereby establishes the appropriation limit for the Fiscal Year 2022/23 at $71,748,254.06.

PASSED, APPROVED, AND ADOPTED this 21st day of June, 2022.

President of the Council and Ex-Officio
Mayor of the City of Tulare
RESOLUTION 2022-XX Page 2
ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

AYES: Council Member(s)
NOES: Council Member(s)
ABSENT: Council Member(s)
ABSTAINING: Council Member(s)
Marc Mondell, City Clerk
By: Melissa Hermann, Chief Deputy City Clerk
RESOLUTION 2022-XX Page 3

EXHIBIT A
City of Tulare
Calculation of Appropriations Limit and
Amount of Appropriations Under Limit for Fiscal Year 2022/23 2021/22 Appropriation Limit Base $ 66,692,759.49
California per capita personal income factor 5.73
Population per cent change factor for Tulare 1.75
Calculation:
(1) Per Capita factor converted to a ratio: 5.73 + 100 = 1.057300 100
(2) Population factor converted to a ratio: 1.75 + 100 = 1.017500 100
(3) Calculation of factor for FY 2022/23: 1.057300 x 1.017500 = 1.07580275 (4) Calculation of appropriation limit for FY 2022/23 1.0758 x $ 66,692,759.49 = $ 71,748,254.06 Appropriation subject to limit: 39,723,350.00
Amount of appropriation under limit: $ 32,024,904.06

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: Finance
For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☒Resolution ☒Other ☐None AGENDA ITEM:

Adopt a resolution confirming the report and recommendation of the Tulare Downtown Association Board of Directors and levy assessments for the Tulare Downtown Parking and Business Improvement Area 2022/2023 Annual Assessments.

IS PUBLIC HEARING REQUIRED: ☒Yes ☐No
BACKGROUND/EXPLANATION:

City Municipal Code Section 8.48.080 requires the Advisory Board for the Parking and Business Improvement Area of the City to prepare a report for each fiscal year for which assessments are to be levied and collected to pay the cost of the improvements and activities described in the report. The Tulare Downtown Association (TDA) Board of Directors serves as the Advisory Board of the district and administers the program. The report may propose changes, including, but not limited to, the boundaries of the Parking and Business Improvement Area or any benefit zones within the Area, the basis and method of levying the assessments, and any changes in the classification of business, if a classification is used.

On June 7, 2022, the City Council adopted a resolution of intent approving the intent to levy assessments and receiving the draft report of the Tulare Downtown Association Board of Directors. The public hearing is the final step in the approval process. A TDA Board Member will review the report in detail during the public hearing.

STAFF RECOMMENDATION:

CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☐No ☒N/A FUNDING SOURCE/ACCOUNT NUMBER:

N/A
Submitted by: J. Diego Ibanez Title: Chief Financial Officer Date: June 8, 2022 City Manager Approval: ____________
AGENDA ITEM: Public Hearing 2
RESOLUTION 2022-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE

CONFIRMING THE REPORT AND RECOMMENDATION OF THE ADVISORY

BOARD OF THE TULARE DOWNTOWN PARKING AND BUSINESS IMPROVEMENT

DISTRICT AND ADOPTION OF ASSESSMENTS FOR SAID DISTRICT FOR THE 2022/23 FISCAL YEAR
WHEREAS, the Council of the City of Tulare previously adopted Resolution 2022-XX establishing June 21, 2022, at 7:00 p.m. as the date and hour for a public hearing concerning its intention to levy an annual assessment for the 2022/23 fiscal year in connection with the Tulare Downtown Parking and Business Improvement District; and
WHEREAS, said public hearing has been conducted, and the City Council has reviewed and considered the report and recommendation of the Advisory Board of the District with regard to improvements and activities to be provided, estimated cost of providing such improvements and activities, and the method and basis of levying the assessment against businesses within the District for said fiscal year; and WHEREAS, the City Council desires to confirm the report of said Advisory Committee and to levy an assessment for the 2022/23 fiscal year on all businesses located within the Tulare Downtown Parking and Business Improvement District.

NOW, THEREFORE, BE IT RESOLVED, the Council of the City of Tulare, as follows, to wit:

Section 1. The City Council confirms the report of the Tulare Downtown Association (TDA) Board of Directors, acting as the Advisory Board of the Tulare Downtown Parking and Business Improvement District, as said report was originally filed with the City Council.

Section 2. Consistent with said report and its recommendation, the City Council does herewith levy an assessment for the 2022/23 fiscal year on all businesses located within said Tulare Downtown Parking and Business Improvement District, as more fully set forth in item (1) of said report, a copy of which is attached hereto as Exhibit A and incorporated herein by this reference.

Section 3. Said assessments shall be levied in the time and manner as are consistent with the provisions of Chapter 8.48 of the Tulare Municipal Code.

PASSED, APPROVED, AND ADOPTED this 21st day of June, 2022.

President of the Council and Ex-Officio
Mayor of the City of Tulare
RESOLUTION 2022-XX Page 2
ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

AYES: Council Member(s)
NOES: Council Member(s)
ABSENT: Council Member(s)
ABSTAINING: Council Member(s)
Marc Mondell, City Clerk
By: Melissa Hermann, Chief Deputy City Clerk
RESOLUTION 2022-XX Page 3

EXHIBIT A
The Tulare Downtown Association Incorporated Board of Directors offers the following recommendations for the management and operation of activities associated with the Tulare Parking and Business Area during the 2022/23 fiscal year (July 1, 2022 - June 30, 2023):
1) Recommend no changes in boundaries or benefit zones. 2) Continue working with City staff on projects and business recruitment. 3) Continue to track real estate and work with realtors. 4) Work with City, Code Enforcement, and Police Department to control graffiti, vandalism, and crime in the downtown.
5) Continue to seek additional means to address the demands of a changing economy and the downtown business community.
6) Continue to work with the Tulare Chamber of Commerce as well as other organizations and individuals in their efforts to encourage growth in Downtown Tulare.
7) Support efforts to market and develop attractions in the downtown, encourage other groups and individuals in producing events and attractions, and implement new strategies aligned with existing strategies to improve the business climate in the downtown.
8) Continue efforts to develop cooperative marketing plans with Association members and the downtown at large.

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: Engineering Services / Engineering For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☒Resolution ☒Other ☐None AGENDA ITEM:

Adopt a resolution ordering improvements for Assessment District 2022-01 for the Fernjo Estates subdivision located along the east side of Mooney Boulevard south of Clover Meadow Avenue.

IS PUBLIC HEARING REQUIRED: ☒Yes ☐No
BACKGROUND/EXPLANATION:

Attached is a resolution to establish a new assessment district. This new district will provide for the following:
• maintenance of landscaping, irrigation systems, pedestrian sidewalks, and block walls associated with common lot areas,
• supplemental maintenance of local streets within the district boundaries, and • maintenance and regulatory compliance measures associated with the storm drainage basin serving the area within the district boundaries.

Maintenance activities covered by district assessments will include repairs or nuisance abatement to common lot and storm drain basin improvements due to accidents, ground settlement, tree damage or vandalism.

The attached engineers report outlines the procedural costs and location of the district. The recommended benefit assessment of $234.00 per single-family equivalent represents a fullbuild out scenario of 80 single-family lots in accordance with the approved tentative subdivision map of Fernjo Estates. Benefit assessments are subject to annual increases based upon the Consumer Pricing Index (CPI). A public hearing to receive public comment regarding the establishment of the district and proposed assessment is required.

STAFF RECOMMENDATION:

Adopt a resolution ordering improvements for Assessment District 2022-01 for the Fernjo Estates subdivision located along the east side of Mooney Boulevard south of Clover Meadow Avenue.

CITY ATTORNEY REVIEW/COMMENTS: ☒Yes ☐N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☒No ☐N/A FUNDING SOURCE/ACCOUNT NUMBER:

N/A
AGENDA ITEM: Public Hearing 3
Submitted by: Michael Miller Title: City Engineer
Date: June 13, 2022 City Manager Approval: ____________ RESOLUTION 2022-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE

ORDERING IMPROVEMENTS AND THE LEVYING OF FEES FOR ASSESSMENT DISTRICT 2022-01 PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972
BE IT RESOLVED by the Council of the City of Tulare, as follows, to wit:

Section 1. The City Council, at their regularly scheduled meeting on June 7, 2022 adopted Resolution 2022-22, a Resolution Initiating Proceedings for the formation of Assessment District 2022-01, City of Tulare, Tulare County, California, and directed the preparation and filing of an Engineer’s Report on the proposed formation.

Section 2. The Engineer for the proceedings has filed an Engineer’s Report with the City Clerk.

Section 3. The Owners of all properties within the boundaries of the proposed assessment district have filed their consent to the formation of the proposed district, the adoption of the Engineer’s Report, and the levy of assessments stated therein.

Section 4. The City Council hereby orders the improvements and the formation of the assessment district described in the Resolution Initiating Proceedings and in the Engineer’s Report.

Section 5. The City Council hereby confirms the diagram and assessment contained in the Engineer’s Report, and levies the assessment for the fiscal year 2022- 2023.

Section 6. The City Council hereby forwards the following attachments to the Tulare County Recorder’s Office for Recordation:
a. Clerk’s Certification to County Auditor.
b. Engineer’s Report for Assessment District 2022-01.

PASSED, APPROVED, AND ADOPTED this 21st day of June, 2022.

President of the Council and Ex-Officio
Mayor of the City of Tulare
RESOLUTION 2022-XX Page 2
ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

AYES: Council Member(s)
NOES: Council Member(s)
ABSENT: Council Member(s)
ABSTAINING: Council Member(s)
Marc Mondell, City Clerk
By: Melissa Hermann, Chief Deputy City Clerk

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: Community & Economic Development For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☒Resolution ☒Other ☐None

AGENDA ITEM:

Adopt a resolution approving allocation of the City of Tulare’s Encampment Resolution Funding (ERF) Program grant funds in the total amount of $1,029,974 for various services; and authorize the City Manager or his/her designee to execute service agreements, any amendments thereto, and any and all other documents or instruments necessary or required by the California Interagency Council on Homelessness for participation in the ERF Program.

IS PUBLIC HEARING REQUIRED: ☒Yes ☐No
BACKGROUND/EXPLANATION:

The State of California has established the Encampment Resolution Funding Program (“ERF” or “Program”) pursuant to Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. (Amended by Stats. 2021, Ch. 111, Sec.13. (AB 140) Effective July 19, 2021.) The Program is administered by the California Interagency Council on Homelessness (Cal ICH) in the Business, Consumer Services and Housing Agency (“Agency”). The Agency offered one-time Program grant funds to continuums of care and/or local jurisdictions through an open and competitive application process. The City of Tulare, as a Program Grantee, must comply with the terms and conditions of the Standard Agreement1 with Cal ICH and those identified in Request for Applications (“RFA”) documentation, the representations contained in the City’s application, Agency guidance or directives, and the requirements appearing in the statutory authority for the Program cited above.

As stated in the RFA, the Program incorporates two interdependent objectives. a) The Program funds local demonstration projects that feature data-informed, innovative service delivery models and cross systems collaborations that support individuals experiencing homelessness in encampments towards a meaningful path to safe and stable housing through non-punitive, low-barrier, person-centered, Housing First approaches. These projects must comply with the principles of Housing First as defined in Welfare and Institutions Code Section 8255, must serve a specific encampment site, and be designed to achieve sustainable outcomes for both recipients of services and the encampment site to be resolved.
b) In close partnership with Grantees, Agency or its agents will analyze Grantee’s demonstration projects to evaluate activities and outcomes for the purpose of sharing scalable and replicable encampment resolution models that may be implemented across the state.

1 Pending final execution by Cal ICH as of June 14, 2022. See Exhibit C for a copy of the Standard Agreement.

AGENDA ITEM: Public Hearing 4
Beginning in mid-November 2021, Department staff sought informal guidance on the Program from community-based organizations (CBOs) with a record of service in Tulare with people experiencing homelessness. The purpose of meetings and correspondence during this time was to determine a project plan and gauge capacity and interest of local CBOs for an ERF project. The unique ERF Program directives and short timeline to prepare a plan for the RFA demanded a different development and solicitation method than what is typically followed with other federal and state grant programs. In less than seven weeks, Department staff composed a functional project plan and secured letters of support from six entities on the proposed project. With City Management guidance and approval, Department staff applied to Cal ICH’s RFA for the ERF Program. Table 1 provides an overview of the key interventions within the City’s application as rated and awarded by Cal ICH. The original work plan, budget narrative, and six letters of support are attached as Exhibit B for reference.

Table 1 – Summary of ERF Program “Application – Project Proposal” as of December 31, 2021 Intervention Type Explanation Budget Rationale
Direct Services – Case
Management
Three full-time employees (FTE)
across the Kings Tulare CoC,
Salt+Light Works, and Kings
View nonprofit organizations to
provide street outreach, case
management, and housing
navigation services for the
estimated 57 clients five days per
week.

Based on an annual salary
with fringe benefits of
$60,786.35 per each
FTE.

Direct Services – Project
Supervision
Three managers across Kings
Tulare CoC, Salt+Light Works,
and Kings View oversee, train,
and offer regular technical
assistance to their respective
case manager – housing
navigator and the estimated 57
clients.

Based on a loaded annual
salary rate of $39.72 at 4
hours per week.

Direct Services – Mobile
Shower and Bathroom
Unit
Clean The World Global LLC to
manufacture, operate, and
maintain a two-stall shower and
bathroom trailer for unsheltered
residents in the prioritized
encampment area. A selfcontained mobile unit managed
by one FTE and deployed in the
field three- to two-days per week.

The mobile unit will include an
ADA accessible stall, a sharps
container, awning, display tv /
monitor, and technology to
support the collection of client
data.

Based on a Clean The World
Global LLC presentation of
manufacturing, operating,
and maintenance costs for a
two-stall unit on a two-day
per schedule, consisting of
an one-time program startup
fee of $165,000 and annual
operational fee of $129,000.

Direct Services – Food
and Palliative Relief
Items
Salt+Light Works to plan,
implement, and maintain a food
and palliative relief item (e.g.,
Based on a monthly average
of personnel, operating, food,
and other supplies costs of
water bottles, clothing, hygiene
kits) distribution service for
unsheltered residents in the
prioritized encampment area.

This service will be available at
least three-days per week and
involves multiple staff members
responsible for effective
implementation and coordination.
$12,050, with a three-day per
week schedule and daily
service goal of assisting 60
clients. The monthly average
accounts for a truck operator,
service supervisor, and
volunteer coordinator at a 0.6
FTE level, storage, and truck
maintenance costs.

Direct Services – Medical
Mobile Care Unit
Adventist Health to contribute the
services of their Mobile Care Unit
(MCU) team to the unsheltered
residents in the prioritized
encampment area. The MCU is
lead by a team of physicians,
registered nurses, medical
assistants, and outreach staff.

Collectively, the MCU delivers
first aid, wound care, medical
assessments, and referrals to
primary care providers when
applicable.

Budget of $50,592 based on
a one-day per week
commitment of 4 hours of
service in the designated
encampment area. This
budget accounts for staffing
costs only.

Direct Services –
Homeless MultiDisciplinary Team
The Tulare County Health and
Human Services Agency to
commit their Homeless MultiDisciplinary Team (MDT) to
engage and offer technical
services to the unsheltered
residents within the prioritized
encampment area. The MDT
consists of personnel from public
health, human services, mental
health, and fiscal divisions. This
team offers benefits acquisition,
alcohol and other drug
counseling, and mental health
assessment services.

Budget of $97,898 accounts
for the staffing costs of a Unit
Manager, Social Services
Workers, Alcohol & Drug
Specialists, and a Budget
Officer on a 4 hours per
week schedule for two years.

Housing Options – Rent
and Deposit Assistance
The three case managers, in
collaboration with City of Tulare
staff, to execute a housing plan
with upwards of 57 clients
engaged in the prioritized
encampment area that accounts
for 12 months of rent and a
standard deposit at available
public and privately managed
rental units. This subsidy is
intended to facilitate an exit from
homelessness to permanent
A budget of $542,820 is
based on a 12-month term of
rent assistance and a deposit
equal to one month's rent.

Staff used the federal
Housing and Urban
Development Department’s
Fiscal Year 2022 Fair Market
Rent Documentation System
rent caps for one- and twobedroom units in the VisaliaPorterville metropolitan area. housing and address housing
affordability for at least one-year.

Estimate involves a
distribution of 50 onebedroom and 7 two-bedroom
units at rates of $764 and
$1,005 respectively. *Staff
miscalculated this line item
by excluding a deposit
amount equal to one month,
and, a combination of ERF
and HOME Program funds
will be required to achieve
anticipated service level.

Sustainable Outcomes –
Housing Stability
Assistance
The three case managers, in
collaboration with City of Tulare
staff, to offset monthly utility and
other household costs for
upwards of 57 clients exiting
homelessness from the
prioritized encampment area.

This subsidy is intended to
address particular household
costs prior to and/or after movein, including standard monthly utilities as well as rental
application fees, credit repair,
and/ other costs necessary to
secure and sustain housing for
clients.

A budget of $141,048 is
based on utility allowance
schedules provided by the
Housing Authority of Tulare
County for Fiscal Year 2022
for one- and two-bedroom
low-rise garden walk-in units
at $154 and $172 per month
respectively, and, includes a
$600 a flexible fund for each
client to address leasing and
other household costs.

Sustainable Outcomes –
Waste Removal Service
City of Tulare Public Works
Department to assist with
collecting and disposing of
existing and new waste accrued
during the course of the two-year
project. This waste removal
service will be reserved for the
unsheltered residents in the
prioritized encampment area to
improve sanitation and general
public health conditions.

A budget $12,288 is based
on Public Works staff
managing two six-yard bins
positioned for clients in the
prioritized encampment area,
with a weekly service
schedule for two-years.

Implementation of the Central Encampment Resolution Project Since Cal ICH’s notice of intent to award on March 1, 2022, Department staff began project planning efforts with 6 prospective service providers, the incorporation of Program standards, and preparations to administer a Program award in the amount of $1,566,604. The uniqueness of the City’s project under the ERF Program requires considerable coordination across City Departments and among 6 entities that intend to deliver key services to clients in the prioritized encampment area. Joint training sessions, meaningful information sharing, and the adoption of uniform street outreach and housing plan standards, should position the proposed service providers for success with exiting at least 57 people from homelessness and restoring the designated encampment area(s) to their intended use by May 2024.

And to gather input from City Council and other community stakeholders, Department staff requests a public hearing to consider the adoption of a resolution. If adopted, the resolution will authorize the commitment of the City’s ERF grant to various external entities and across multiple City Departments. Table 2 identifies all proposed allocations of ERF grant funds above $50,000, which excludes allocations to a Park Ranger, waste servicing, direct client housing assistance, and project administrative costs in the collective amount of $516,630. Department staff acknowledge use of a sole source procurement process, which permits bypassing an open and competitive bid process to acquire unique and reliable goods and/or services in a direct and expedited manner.

Table 2 – Proposed Service Providers and Respective ERF Allocations – as of May 13, 2022 Case Managers / Housing Navigators -
1) Kings View: $46,572.70
2) Kings Tulare Homeless Alliance: $46,572.70
3) Salt+Light Works: $46,572.70
Project Oversight, Training and Technical Assistance –
1) Kings View: $16,522
2) Kings Tulare Homeless Alliance: $16,522
3) Salt+Light Works: $16,522
Mobile Shower and Bathroom Facility -
4) Clean The World Global LLC: $423,000
Mobile Medical Care Unit -
5) Adventist Health: $50,592
Field Food and Palliative Relief Item Service –
6) Salt+Light Works: $269,200
Multi-Disciplinary Team –
7) Tulare County Health and Human Services Agency: $97,898 Note(s)
• City Management and Housing and Grants Division staff will recommend commitment of CDBG funds in FY2022 and FY2023 and the acquisition of HOME Program funds to realize ERF project goals and anticipated costs.

With City Council approval on June 21, City Management and Department staff may finalize service agreements with the aforementioned entities and begin the implementation of most services by mid-July. Quarterly project implementation and financial reports will be submitted to Cal ICH and made available to City Council and the general public at the same interval.

STAFF RECOMMENDATION:

CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
Department staff will recommend the commitment of CDBG funds in FY 2022 and FY 2023, as well as, the acquisition of California Department of Housing and Community Development Department HOME Program funds to fulfill all anticipated Central Encampment Resolution Project costs.

IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☒Yes ☐No ☐N/A FUNDING SOURCE/ACCOUNT NUMBER:

Encampment Resolution Funding Grant (Fund 071)
Submitted by: Alexis Costales Title: Senior Housing and Grants Specialist Date: June 21, 2022 City Manager Approval: ____________ Attachments:

Exhibit A - Resolution – Approve Allocation of ERF Grant Funds to Service Providers* Exhibit B - Work Plan, Work Plan Budget and Narrative, and Letters of Support submitted to Cal ICH Exhibit C – Standard Agreement between City of Tulare and Cal ICH (pending execution) RESOLUTION 2022-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE

APPROVING THE ALLOCATION OF ENCAMPMENT RESOLUTION FUNDING PROGRAM GRANT FUNDS IN THE TOTAL AMOUNT OF $139,718 FOR CASE

MANAGEMENT SERVICES WITH KINGS VIEW, THE KINGS TULARE CONTINUUM OF CARE, AND SALT+LIGHT WORKS, $49,566 FOR OVERSIGHT AND TRAINING

WITH KINGS VIEW, THE KINGS TULARE CONTINUUM OF CARE, AND SALT+LIGHT WORKS, $423,00 FOR THE DEVELOPMENT AND OPERATION OF A

MOBILE SHOWER AND BATHROOM FACILITY WITH CLEAN THE WORLD GLOBAL LLC, $269,200 FOR A FOOD AND PALLIATIVE RELIEF ITEM FIELD SERVICE WITH SALT+LIGHT WORKS, $50,592 FOR WOUND CARE AND OTHER MEDICAL SERVICES WITH ADVENTIST HEALTH, AND $97,898 FOR BENEFITS

ACQUISITION AND SUBSTANCE USE COUNSELING WITH THE TULARE COUNTY HEALTH AND HUMAN SERVICES AGENCY.

WHEREAS, The State of California has established the Encampment Resolution Funding Program (“ERF” or “Program”) pursuant to Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. (Amended by Stats. 2021, Ch. 111, Sec.13. (AB 140) Effective July 19, 2021.) The Program is administered by the California Interagency Council on Homelessness (Cal ICH) in the Business, Consumer Services and Housing Agency (“Agency”); and WHEREAS, the Program incorporates two interdependent objectives, including, the award of funds to local demonstration projects that feature data-informed, innovative service delivery models and cross systems collaborations that support individuals experiencing homelessness in encampments towards a meaningful path to safe and stable housing through non-punitive, low-barrier, person-centered, Housing First approaches, and, in partnership with Grantees, such as the City of Tulare, Agency or its agents will analyze Grantee’s demonstration projects to evaluate activities and outcomes for the purpose of sharing scalable and replicable encampment resolution models that may be implemented across the state; and
WHEREAS, on October 29, 2021, Cal ICH released a Request for Applications (RFA) for the ERF Program with an application submission deadline of December 31, 2021; and
WHEREAS, the Community and Economic Development (CED) Department staff led the City’s consultation, data gathering, and application preparation efforts, and with City Management guidance and approval, submitted a formal application to the RFA on Wednesday, December 29, 2021; and
WHEREAS, on March 1, 2022, Cal ICH shared an award announcement letter with the CED Department indicating an intent to allocate ERF grant funds in the total amount of $1,566,604.18 for the proposed two-year work plan described and budgeted for in the City’s application to the Program RFA; and
RESOLUTION 2022-XX Page 2
WHEREAS, from March 1 through May 13, the CED Department consulted with proposed service providers and prepared an implementation report and standardized budget for Cal ICH based on City’s ERF application; and WHEREAS, with comments from the City Attorney, the City Manager executed a Standard Agreement and other requested documents on April 28, 2022, concerning acceptance of the City’s award and a commitment to comply with all ERF guidelines; and
WHEREAS, the proposed allocations of ERF grant funds to fulfill Program services from June 2022 through at most June 2024 in the prioritized encampment area within the City of Tulare include $139,718 for case management and housing navigation for at least 57 unsheltered residents provided by Kings View, the Kings Tulare Continuum of Care, and Salt+Light Works, $49,566 for project oversight, training, and technical assistance provided by Kings View, the Kings Tulare Continuum of Care, and Salt+Light Works, $423,000 for the development and operation of a mobile shower and bathroom facility with Clean The World Global LLC, $269,200 for the distribution of food and palliative relief items with Salt+Light Works, $50,592 for wound care and other medical services with Adventist Health, and $97,898 for benefits acquisition, substance use counseling, and mental health assessments with the Tulare County Health and Human Services Agency.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Tulare, following a public hearing held on June 21, 2022, does hereby approve the allocation of its ERF Program grant funds as presented.

PASSED, APPROVED, AND ADOPTED this 21st day of June, 2021.

President of the Council and Ex-Officio
Mayor of the City of Tulare
RESOLUTION 2022-XX Page 3
ATTEST:

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

AYES: Council Member(s)
NOES: Council Member(s)
ABSENT: Council Member(s)
ABSTAINING: Council Member(s)
Marc Mondell, City Clerk
By: Melissa Hermann, Chief Deputy City Clerk
Work Plan – City of Tulare ERF Application
1 Part 1: Implementation Unit Structure and Capacity
Describe the specific unit or office within your organization that will implement the ERF Program grant. Please identify the implementing unit’s mission, goals, values, geographic service area, and existing efforts and practices related to serving people living in encampments.

The City of Tulare’s Community and Economic Development (CED) Department fulfills planning, administrative, evaluation, and reporting duties on federal and state grants to achieve public service, community development, and affordable housing goals. The CED Department often contracts with nonprofit organizations and other public agencies to implement projects for the benefit of low-income households and people experiencing homelessness within a largely suburban and rural community within California’s Central Valley region. The CED Department, specifically the Department Director and the Housing and Grants Specialist, manage the aforementioned duties and receive financial management and procurement support from the City’s Finance Department. The CED Department, with public input and directions from City Council, regularly commits CDBG entitlement funds to street outreach and engagement activities for people experiencing homelessness. The proposed Encampment Resolution Funding (ERF) project builds on this foundation.

Describe your organization’s relevant existing partnerships and ability to develop new partnerships and collaborations in support of services to people experiencing homelessness in encampments.

Work Plan – City of Tulare ERF Application
2 For the previous two Consolidated Plan planning cycles1the CED Department contracted with nonprofit organizations to provide street outreach, engagement activities, case management, and housing placement services for people living in encampments throughout the City. The year-to-year partnerships for these services does facilitate access to housing through the local Coordinated Entry System (CES), but arguably fails to engage all of the people experiencing homelessness2in the City in a consistent manner. On an annual basis, the City of Tulare commits the maximum allowable amount of Community Development Block Grant (CDBG) funds across three to four different organizations3. Each organization provided several or all of the following services for people experiencing homelessness: street outreach; the distribution of food and/or palliative items (e.g., clothes, tents, hygiene kits); documentation assistance (e.g., IDs, birth-certificates); transportation assistance; job-training services; housing placement services; and case management. Service levels varied due to available staffing and funding levels.

Recent partnerships between the City’s CED Department, the Tulare County Health and Human Services Agency, and several organizations demonstrates an advancement in coordination and services. For example, staff from the County’s Homeless Multi-Disciplinary Team (MDT), Adventist Health’s Mobile Care Unit (MCU), and the Kings Tulare Continuum of Care (CoC), planned and began delivering vaccination, health screening, wound care, and other services in the field to people 1 Consolidated Plans 2020-2024 and 2015-2019 - sets the annual objectives for grant programs. 2 203 people experiencing homelessness based on the 2020 Point-In-Time Count; Accessed at https://www.kthomelessalliance.org/pit
3 Kings View (FY2019 to Present); Family Services of Tulare County (FY2019 to Present); Kings Tulare Continuum of Care (FY2019 to Present); and, Salt+Light Works nonprofit (FY2020 to Present).

Work Plan – City of Tulare ERF Application
3 experiencing homelessness. The monthly events take place at Centennial and Rotary Skate Parks, public parks within the prioritized encampment site. The CED Department also committed a total of $167,000 in CDBG-CV funds within the last year. The Lighthouse Rescue Mission added 16 beds to their emergency shelter capacity of 22 beds, and the Salt+Light Works nonprofit organization established a food and palliative relief project to support existing street outreach activities.

Describe how the entity’s structure and partnerships will lead to efficient and effective implementation of the proposed ERF Program.

The CED Department proposes a feasible division of duties, a shared evaluation approach, and cross-training between the partner organizations on the proposed ERF project. Key programmatic interventions will be divided across five organizations with meaningful field experience. The CED Department will manage primary program administrative duties with HCFC, while personnel from Kings View, the Kings Tulare CoC, and the Salt+Light Works organization will serve as program supervisors guiding the work of case managers. Staff with the County Homeless MDT and the Adventist Health MCU will deliver technical services on a weekly basis in the field. Bi-monthly meetings between representatives of each organization will promote coordination, information sharing, and an opportunity to review data and assess progress.

Part 2: Prioritized Encampment Site and Population to be Served In detail, describe the specific encampment site, section of an encampment, or closely linked community of encampments, being resolved. The description must include the specific location, physical size of the area to be served, the types of Work Plan – City of Tulare ERF Application
4 structures people are residing in at the site, and any other relevant or notable physical characteristics of the site to be served.

The prioritized encampment site is composed of five areas near residential and commercial properties within a northwestern portion of the City. A cluster of five sites run north to south between ‘I’ Street and the Union Pacific Railroad, with most people living within the sections of two (2) public parks and on vacant undeveloped parcels owned by the Union Pacific Railroad. Centennial and Rotary Skate Parks form a northern and southern boundary for the project area, with an approximate distance of

1.25 miles between these parks. The physical size of the five areas within the prioritized encampment site range from approximately 52,300 to 124,300 sq. ft of largely flat grass or dirt covered land. People live primarily in tents and makeshift structures made out of tarps and/or attached to fencing and trees.

Provide the number of the individuals living in the area that the applicant is requesting funding to serve, any available demographic information, and how this information was determined, including the extent to which estimates were used.

The CED Department and partner organizations estimate there are 57 people living in the prioritized encampment site. This estimate is derived from the three different sources which all involve information gathered during this year. Most recently, staff from several partner organizations4 utilized maps to chart the approximate location of individuals within the prioritized encampment site, as well as completed a survey with nearly 40 percent of the population to be served to record demographic, structure 4 County Homeless MDT, Family Services of Tulare County, and Salt+Light Works Organization Work Plan – City of Tulare ERF Application
5 characteristics, and information on service interests and needs.5 The canvassing and survey results were compared to monthly participant logs from Salt+Light Work’s project and client records within the Homeless Management Information System (HMIS) exclusively for people engaged at the prioritized encampment site. Based on these three sources, it is estimated that an ERF project will serve 25 women and 32 men, with about 40 percent, 23 percent, and 19 percent of the people identifying as white only, latina(o), and black or african american respectively. Most people, about 68 percent, are likely between the ages of 30 and 59, with about 18 percent of the people as seniors above the age of 60 and about 11 percent as young adults between the ages of 18 and 29 years old. While less than four percent of the people are under the age of 17.

In detail, describe why this specific encampment site is being prioritized for resolution support. This may include concerns related to public health, safety, and environmental hazards that pose a particular risk to the people living in the target area as compared to other encampments, or demographic factors related to addressing racial equity or serving populations disproportionately impacted by homelessness. This may also include the environmental, health, and safety impact of the encampment site to the community at large.

The CED Department sought to engage and restore an area with the largest concentration of people experiencing homelessness. Public health and safety concerns further influenced the particular site selection. Historically, high incidents of illegal waste dumping, unsanitary conditions, and rodent control issues at the prioritized encampment site are not sufficiently curtailed. The City’s existing cleanup efforts largely 5 Raw mapping and survey information, together with a summarized table of results, are available upon request and maintained by the CED Department.

Work Plan – City of Tulare ERF Application
6 offer waste removal and maintenance services at public parks and within the public right of way.

The public health and sanitation concerns also impact people living and working nearby the prioritized encampment site. Pedestrian traffic at Centennial and Rotary Skate Parks and along the sidewalks of the cross streets within the prioritized encampment site is likely deterred. The City expects to improve conditions for the people experiencing homelessness and increase foot and bicycle traffic at the particular parks and along the sidewalks to nearby businesses and recreation areas.

Part 3: Core Service Delivery and Provision of Housing Options In detail, describe the proposed services and interim and permanent housing options that will be provided to individuals experiencing homelessness in this specific encampment site and describe how the proposed services will be aligned with Housing First principles, tailored to meet the specific needs of the people served and address the health and safety challenges posed by the specific encampment site.

Through a phased approach, the proposed ERF project will first aim to quickly improve living, health, and safety conditions for people living in the prioritized encampment site. The additional interventions will facilitate a transition to interim and/or permanent housing and restore the park spaces to foster public use and the health, safety, and dignity of people experiencing homelessness. Three primary interventions of the proposed ERF project are as follows:
1) street outreach and integrative services organized through three case managers, food and palliative relief items provided three days per week by the Work Plan – City of Tulare ERF Application
7 Salt+Light Works organization, access to a mobile two stall bathroom and shower facility two days per week from a third-party operator, access to first aid, wound care, health screenings, and medicine through the Adventist Health MCU, access to alcohol and drug assessment and counseling, self-sufficiency assessment and counseling, and social service programs through the County Homeless MDT, and, a weekly waste removal option;
2) housing and stability assistance organized through three case managers who will develop and execute a housing plan with each person according to Housing First principles and informed by VI-SPDAT findings, secure placement at available emergency, transitional, and/or permanent units, including rapid-rehousing efforts to connect a client with family and/or friends, and, financial assistance on deposit, 12- months of rent, and utility costs, in addition to food, furnishings, clothing, and jobtraining expenses, for all clients when applicable; and, 3) planning and restoration work at public parks guided by a public outreach and comment process, with an emphasis on input from people with lived experience, in order to design and complete construction work at the two parks to add features that foster public use and the safety and dignity of people experiencing homelessness.

The integrative services and housing related funds reflect input from people at the prioritized encampment site gathered through the aforementioned canvassing and survey effort, as well as long-standing guidance from the City’s existing homeless service providers and their respective clients. The network of organizations a part of the City’s ERF project bring professional experience and a record of adherence to Housing First principles and fair housing standards. People in the prioritized encampment site, Work Plan – City of Tulare ERF Application
8 regardless of race, ethnicity, religion, sexual orientation, or gender, will have access to the integrative services and housing options. Additionally, all services will be offered to everyone and will not be dictated by sobriety or religious affiliation. Policies and procedures will be adopted to solidify best practices with respect to these standards.

State how many individuals experiencing homelessness will be served by the proposed project and how the services and interim and permanent housing options to be provided will prioritize the physical and mental health and wellness of the people served while supporting their transition out of the encampment and onto meaningful pathways to safe and stable housing.

An estimated 57 people experiencing homelessness will be offered integrative services and housing assistance, which include weekly medical and behavioral health care services. Similar to the vaccination events, the ERF project will implement the integrative services within public parks, safe from traffic and absent a direct incursion into people’s living areas within the prioritized encampment site. Kings View and the Kings Tulare CoC will ensure a trauma-informed care model is followed and crosstraining with the clinical social worker with the County Homeless MDT will ensure people are engaged in an appropriate manner by all project staff.

Describe how the proposed activities will result in sustainable restoration of the encampment site to its original state or intended use while prioritizing the health and wellness of people experiencing homelessness.

The ERF project’s regular trash servicing and the bathroom and shower facility will help improve and maintain the public health and sanitation conditions for people at the prioritized encampment site. During the first phase, the people living in the Work Plan – City of Tulare ERF Application
9 prioritized encampment site may work with their respective case manager to utilize the dedicated six-yard bins at Centennial and Rotary Skate Parks. Case managers, along with support from the City’s Park Ranger, will facilitate a dignified clean-up process over time, without removal of personal items. And by the Fall of 2022, the CED and Community Services Departments will initiate a comprehensive public outreach and planning process to receive input from people with lived experience, residential and business neighbors, homeless service providers, and others. High-level ideas for restoration include the installation of solar lighting and dedicated signage, arbors, utility connections, and waste receptacles for people experiencing homelessness. And during construction, a sequenced schedule will be followed to avoid displacement and maintain integrative services in an accessible and safe location.

Part 4: Coordination of Services and Housing Options
In detail, describe how the entity will coordinate with other systems and describe any new or innovative partnerships established in support of this program. This may include partnerships with healthcare, behavioral health, workforce development, long term services and supports, interim and permanent housing options, and other systems of service delivery.

The proposed ERF Project connects multiple provider systems. The CED Department formed partnerships with nonprofit, private, and public sector entities to incorporate medical care, behavioral health, and social welfare provisions for the people at the prioritized site. The case managers will develop a schedule with clients for the services provided by the County Homeless MDT and Adventist Health MCU to minimize duplication and maximize use. The setup and frequency of the services from the MCU Work Plan – City of Tulare ERF Application
10 and the MDT at the prioritized site is necessary and novel for the community. People at the prioritized site may receive services from medical personnel, clinical social workers, alcohol and drug specialists, and self-sufficiency counselors in the field and establish long-term care and services.

Case managers and their respective organizations will design and execute a housing plan with all people at the prioritized site alongside the aforementioned services. A transition from the prioritized site to housing will function according to the process and standards of the local Coordinated Entry System (CES). This is an existing effort, but with an ERF program grant, the case managers may contribute additional resources to secure housing and promote stability. For example, case managers may provide 12 months of rent for permanent housing and help with living costs including utilities, food, furnishings, and clothing, and/or support the costs of interim options at available emergency and bridge housing units6.

Describe any new, enhanced, or innovative partnerships the entity intends to carry out with State entities and/or philanthropy to create new or enhanced models of service delivery in support of this project.

Planning for the ERF grant program informed the City’s short and long-term strategy. For example, to support operating costs of permanent housing and to prevent homelessness, the CED Department intends to work with the Housing and Community Development Department (HCD) of California to commit more HOME Program funds to tenant based rental assistance. Additionally, the CED Department plans to secure 6 The CED Department will leverage the existing 38 emergency shelter (ES) beds and 5 bridge housing units until new ES and permanent housing units become available by late 2022.

Work Plan – City of Tulare ERF Application
11 funding, in collaboration with a local health provider, to examine and adjust discharge and respite care provisions for people experiencing homelessness.

Describe how these new or enhanced partnerships will mitigate risk and address safety concerns, while ensuring a pathway for individuals living in encampments to move into safe and stable housing.

The City of Tulare and neighboring jurisdictions are working to increase the amount of permanent and bridge housing for people experiencing homelessness. And to foster the long-term stability of the beneficiaries and the projects overall, operating subsidies, specifically rent assistance, will be crucial. Working with HCD to reprogram HOME Program funds for rent assistance will help minimize the risk for households of losing both current and/or new permanent housing. Also, the partnership between the city, homeless service providers, and technical service providers, will ensure people at the prioritized site are engaged in a safe and appropriate manner.

Describe how the applicant will implement a coordinated approach that is datainformed to assist individuals in the encampment and ensure future outcomes can be measured.

The CED Department and case managers will develop a schedule for the integrative field services with input from the people living in the prioritized encampment site and the MDT and MCU personnel. The specific days and time periods for the integrative services will accommodate the needs and service goals of the clients. And the case managers and their respective program supervisors, will adopt a data methodology to gauge a person’s experience and their overall housing outcomes. Case managers will also track their contact with people in the encampment with a by-name Work Plan – City of Tulare ERF Application
12 list and each client’s usage of services. With guidance from the clinical social worker, the ERF project will administer a survey to capture qualitative information from clients on their views and interests with respect to the available services. And to assess programmatic operations and housing outcomes, staff will track the amount of time clients remain homeless, the amount of successful placements from street outreach, and the amount of clients that return to homelessness after permanent housing.

Part 5: Ensuring Dignity, Safety, and Wellness
Describe how people with lived experience were included or consulted in the planning of this project and how people with lived experience will be involved in implementing and/or assessing the impact of the project. Describe the extent to which the people living in the encampment to be served will be engaged in the implementation and assessment of the proposed project.

The CED Department and its partner organizations consulted with people living in the prioritized encampment site purposefully for this grant application. Staff also used existing qualitative and quantitative information from recent engagement activities. First, a team of 12 volunteers representing three organizations on the ERF project canvassed the prioritized sites on December 16th. The team received permission from 26 people to complete a brief survey, and gathered information on demographics, living conditions, and service interests. Combined with client information from HMIS provided by the Kings Tulare CoC, it was determined that a project must offer flexible housing supports, improve sanitary and public health conditions in the encampment site, and facilitate regular access to a mix of technical services in the field. Case managers will conduct a Work Plan – City of Tulare ERF Application
13 series of formal surveys during an ERF project, and combine this data with additional inputs to assess client experience and to adjust the available services accordingly.

Briefly describe how the proposed project and strategies exemplify Housing First values and will be non-punitive, trauma-informed, and culturally appropriate.

The core case management, healthcare, behavioral health, and housing placement services within the proposed project are not mandated, but rather are offered to support a person’s basic needs and to facilitate a transition to housing. All partners under an ERF project must agree to following a Housing First model and include Housing First in their program Policies and Procedures. All individuals engaged will be entered into our Homeless Management Information System (HMIS) and will go through our local CES. As a result, the City of Tulare’s ERF project will be required to follow the CES Written Standards which outlines the requirements of being low-barrier and Housing First. This will ensure that people experiencing homelessness who are most in need of assistance will receive services first and the appropriate level of support.

Case managers, technical service providers, and the City’s program support staff, on the ERF project will be required to complete training on the Housing First Model, Harm Reduction in Practice, Trauma Informed Care, and Motivational Interviewing. The Kings Tulare CoC also requires attendance in an annual training on Cultural Competency and Equity.

Briefly describe any local laws, ordinances, and current or planned responses to community concerns regarding the encampment to be served, including any existing local encampment resolutions plans that may impact the project site.

Describe how the entity will implement the proposed project and navigate Work Plan – City of Tulare ERF Application
14 potentially conflicting intentions, to ensure that the proposed activities support the dignity, safety, and wellness of people experiencing homelessness within the encampment site.

Two pending actions will impact where and how people experiencing homelessness live within the City during an ERF grant term. By March 2022, the City Council may approve the terms of a new encampment ordinance. If adopted, this encampment ordinance will designate specific parks, including Rotary Skate Park, for overnight stays. However, full enforcement will not occur until the City establishes dedicated safe encampment area(s) and completes the development of a new emergency shelter7. Secondly, the Community Services Department will update the City’s Parks Master Plan in 2022. It is the CED Department’s intention to ensure input from people with lived experience informs goal setting, park design, and scheduling.

The setup and implementation of an ERF project will draw scrutiny. To respond accordingly, the CED Department intends to use ERF grant administrative funds to promote learning and regular input on the project. Through public information campaigns and quarterly meetings, the CED Department and its partner organizations will, with permission from the people in the prioritized encampment site, share results of participant surveys, as well as review the HCFC mandated performance reports. The CED Department and case managers will also maintain dedicated lines of communication to field comments and questions.

Part 6: Personnel
7 In December 2021, the City Council of Tulare approved an investment of $2,000,000 in ARPA funds to support the development of an emergency shelter. The project is in a pre-planning stage, with City Management and other Departments set to present proposals on a project model as soon as March 2022.

Work Plan – City of Tulare ERF Application
15 Provide a list of all positions (both administrative and programmatic) which are integral to providing services under this proposal, including their title, a brief description of their duties, and the approximate full time equivalent (FTE) of staffing for the grant project.
● Project Director (0.025 FTE), City of Tulare: Principal oversight of services, partnerships, subcontractor performance, and approval on programmatic and financial plans.
● Grant Administrator (0.05 FTE), City of Tulare: Planning, logistical support, evaluation, and reporting lead for the City of Tulare on the ERF project. ● Case Manager (1X3 positions FTE), Kings View, Kings Tulare Homeless Alliance (KTHA), Salt + Light Works (SLW): Conduct street outreach, build rapport, facilitate access to the integrative field services, and lead development and execution of a housing plan with clients.
● Park Ranger (.1 FTE), City of Tulare: provide weekly programmatic support, primarily with outreach and logistics, to all other ERF project staff. ● Program Supervisor (.1X3 positions FTE), Kings View, KTHA, SLW: Support and review the work of case managers on the ERF project, with a focus on Housing First principles, trauma-informed care, data collection, monthly reporting and invoices. ● Unit Manager (.1 FTE), Tulare County Homeless MDT: Develop, monitor, and control administrative, fiscal, and programmatic aspects of the MDT. ● Clinical Social Worker (.1 FTE), Homeless MDT: Manage a complex caseload providing assessment, diagnosis, prognosis, and psychotherapeutic treatment for Work Plan – City of Tulare ERF Application
16 people at the prioritized encampment site; and, provide education and consultation services to other ERF project staff.
● Alcohol & Drug Specialist (.1 FTE), Homeless MDT: Provide specialized alcohol and drug evaluation, treatment, referral, and coordination services; and to conduct training on alcohol and drug issues.
● Self Sufficiency Counselor (.1 FTE), Homeless MDT: Manage a caseload involving the determination of initial and continuing eligibility for public assistance and other agency programs; and, to assess and support job readiness. ● Social Services Worker II (.1 FTE), Homeless MDT: Manage a caseload involving the determination of basic social service needs and to develop, implement and monitor treatment plans designed to assist clients.
● Budget Officer (.1 FTE), Homeless MDT: Plan, develop, implement and oversee all budgetary related goals, objectives and work of the MDT. ● Medical Doctor and Residents (.1 FTE), Adventist Health Mobile Care Unit (MCU):

Lead first aid, wound care, health screenings, treatment plans, and other medical care services as necessary for people at the prioritized site. ● Registered Nurse (.1 FTE), Adventist Health MCU: provide first aid, wound care, health screenings, treatment plans, and other medical services. ● Medical Assistant (.1 FTE), Adventist Health MCU: Assist the medical doctor, residents, and registered nurse with medical services, including unit maintenance. ● Outreach Coordinator (.1 FTE), Adventist Health MCU: Collaborate with the case managers to inform and connect people at the site with medical services.

Work Plan – City of Tulare ERF Application
17 ● Outreach Supervisor (.57 FTE), Salt + Light: Operate a mobile food and palliative relief distribution three days per week, including all preparation and maintenance. ● Mobile Bathroom and Shower Facility Operator (.4 FTE): Operate and maintain a mobile bathroom and shower facility twice weekly, including supplies, permits, and safe waste disposal.

Briefly describe any factors that make the key staff for this project uniquely qualified to carry out this grant successfully. This may include specialized training, cultural competency, lived expertise, and demonstrable past success with similar projects.

The City of Tulare will contract with public, private, and nonprofit organizations that are qualified to deliver the integrative services. The personnel on the Tulare County Homeless MDT possess the training and experience necessary to provide appropriate psychotherapeutic, alcohol, and drug treatment, to facilitate access to social benefit programs, and to promote job readiness and overall self-sufficiency. The medical and operations personnel with Adventisth Health’s MCU possess the appropriate qualifications and experience to deliver medical care in the field. This team is fully equipped for mobile operations (e.g., specialized vehicle and tools). Salt+Light Works continues to optimize their food truck and palliative relief distribution work. With over one-year of experience specifically at the prioritized encampment site, their rapport will foster trust and engagement on available services. And the collective experience of Kings View and the Kings Tulare CoC with street outreach, case management, and housing placement services, will facilitate a successful start-up to the ERF Project.

Work Plan – City of Tulare ERF Application
18 Include a resume or, if the position is currently vacant, a duty statement for all positions (both administrative and programmatic) which are integral to providing services under this proposal. Note: resumes and duty statements will not count towards the application page limit described in section D below.

See the Personnel Documents attachment for resumes and duty statements.

Part 7: Proposed Budget and Fiscal Planning
Briefly explain how the award amount requested from the available funds was determined for the size of the proposed project and number of people to be served and how this project could be scaled if more or less than the requested funds are available.

The award amount requested was informed most by the population to be served, existing services and capacity, and enhancement goals. With an estimated 57 people to engage, a case manager to client ratio of 20 to 1 will likely ensure a feasible case load.

If necessary, the CED Department recommends scaling the project with a change to the number of services per week. Changing the number of hours and/or days, for example a one-day reduction to food distribution and the bathroom and shower facility, may lower project costs by around $200,000 to $250,000.

Identify all the funds currently being used or anticipated to be used in support of the proposed project, including all federal, state, philanthropic and/or local funds, and the proportion of the project cost that will be supported directly through this grant.

Currently Used - CDBG funds on largely street outreach and engagement activities; CDBG-CV funds on engagement activities and a slight expansion to the Work Plan – City of Tulare ERF Application
19 emergency shelter capacity of a local provider; and, American Rescue Plan Act funds on development of an emergency shelter.

Anticipated - Commit HOME Program funds to tenant based rental assistance to offset permanent housing costs. And subject to collaboration and competitive grant cycles, the CED Department intends to seek a partnership with our CoC to secure HHAP Program funds to support ERF street outreach and integrative services, as well as garner HEAP and/or ESG funds under the next funding cycle to support engagement activities and the development costs of a new emergency shelter.

ERF Proportion of Project Costs - $1,566,604.18 / $2,321,604.18 = 67.5% Describe how the proposal will maximize use of resources for program services and how the funds requested through this grant and other leveraged funds reflect an efficient use of public dollars for the intended activities and outcomes.

In terms of funding overlays and projected outcomes, an ERF grant will enhance the impact of the CED Department’s current efforts on street outreach and housing placement services. Secondly, it presents a compelling opportunity to justify the reprogramming of HOME funds within the first half year of the project in order to offset rent costs. Short- and long-term outcomes from an ERF investment include the cost savings to the City on associated waste removal, park maintenance, emergency medical care, public safety engagements, and most importantly, the promotion of housing options and self-sufficiency for the people living at the prioritized encampment.

Describe the strategies to ensure that 50% of allocated funds are expended by June 30, 2023, and 100% by June 30, 2024, as required in Health and Safety Code Section 50253.

Work Plan – City of Tulare ERF Application
20 The CED Department will leverage procurement, scheduling, and partnerships to expend funds in a timely manner. The proposed budget includes items that are subject to a formal bid process. For example, the estimated cost for the mobile bathroom and shower facility is relatively high. At the time of an award notice, the CED Department will initiate a formal bid process. Staff will gather additional cost estimates and secure a comparable service at a lower cost. The CED Department and its partner organizations will follow federal and state cost principles to secure eligible goods and services at a reasonable cost. Sound procurement, together with a regular reimbursement schedule, will foster a timely expenditure rate. And similar to current practices, the CED Department will adhere to a monthly reimbursement schedule with partners. Lastly, the City’s and regional housing options will likely improve substantially by the close of 2022.

The CED Department will solicit partnerships with the sponsor organizations and commit ERF and other funds, to gain units for clients. The CED Department expects to offer all clients an option to utilize transitional and/or permanent housing on or before June 2023. On this estimated timeline, case managers will initiate a 12-month rent assistance term by the start of year two.

Provide a budget narrative and line-item budget that demonstrate how resources made available through this grant will be allocated. Note: The budget narrative and line-item budget will not count towards the application page limit described in section D below.

See Work Plan Budget Attachment for a budget narrative and line-item budget.

Budget Narrative - City of Tulare ERF Project Proposal
An encampment resolution funding grant of $1,566,6051 will be allocated to support programmatic and administrative expenses essential to the integrative field and housing services for an estimated 57 people experiencing homelessness. Below is a table listing the timing, cost rationale, and anticipated resources for each programmatic and administrative expense identified in the line item budget. The table begins with programmatic expenses and concludes with administrative expenses.

Budget Item Timing Cost Rationale Anticipated
Resource(s)
Case Managers Daily
commitment
through Year
1 and 2
Based on an annual salary
with fringe benefits of
$60,786.35 times three
FTE.

ERF, CDBG
Project Supervisors Weekly
commitment
through Year
1 and 2
Based on a loaded annual
salary rate of $39.72 X 4
hours per week.

ERF
Park Ranger -
Project Support
Weekly
commitment
through Year
1 and 2
Based on an annual salary
with fringe benefits of
$53,309.76 X 0.1 FTE or
$25.63 X 192 hours per
year.

ERF
Food and Palliative
Relief Resources
Weekly
commitment
Based on a monthly
average cost of $12,050 for

ERF, CDBG
1 Rounded up to nearest dollar.

Budget Narrative - ERF Proposal - City of Tulare 1
through Year
1 and 2
3 days per week of service
includes 0.60 FTE operator
and supervisor and and
volunteer coordinator.

County Homeless
Multi-Disciplinary
Team
Weekly
commitment
through Year
1 and 2
Based on annual salaries
with fringe benefits ranging
from $99,008 to $61,047 X

0.1 FTE; Six MDT staff 4
hours per week.

ERF
Adventist Health
Mobile Care Unit
Weekly
commitment
through Year
1 and 2
Based on a monthly
average cost of $2,108 for
4 hours per week times 12
months, equal to $2,108;
Provides staffing for the
RN, Medical Assistant,
Outreach Associate,
Primary Care Providers.

ERF
Mobile Bathroom
and Shower Facility
- Two Stalls
Weekly
commitment
through Year
1 and 2
Subject to procurement at
time of award notice; Cost
estimate includes staffing
and all operational costs, a
one-time start up fee of
$165,000, and annual
operational fee of $129,000
for two days per week -
based on a quote from
Clean the World.

ERF
Trash Servicing at Weekly Involves a six-yard bin at ERF Budget Narrative - ERF Proposal - City of Tulare 2
Centennial and
Rotary Skate Parks
commitment
through Year
1 and 2
each park serviced once
per week at a monthly cost
of $256 X 12 months =
$6,144 per year.

Rent and Deposit
Assistance
Spend and/or
commit by
June 2023
Based on a 12-month term
of rent assistance and a
deposit equal to one
month’s rent, using HUD
FY2022 Fair Market Rent
Documentation System rent
caps for one-bedroom and
two-bedroom units.

Calculation involves a
distribution of 50 1bd and 7
2bd units at a rent rate of
$764 and $1,005
respectively.

ERF, HOME,
*HEAP, *ESG
Housing Stability
Assistance
Spend and/or
commit by
June 2023
Based on utility allowance
schedules provided by the
Housing Authority of Tulare
County for 2022 for 1bd
and 2bd low rise / garden /
walk units; and, one time
$600 contributions for
clothing, furnishings, etc..

ERF, CDBG
Park Restoration
Planning and
Construction
Spend
planning in
Year 1 and
complete
Planning and construction
costs are based on similar
projects undertaken with
CDBG funds (ex -

CDBG, ERF
Budget Narrative - ERF Proposal - City of Tulare 3
construction
by June 2024
Parkwood Meadows
Improvements in FY19-20).

Commit $30,000 to
planning duties such as
public outreach, design,
and environmental review,
and $250,000 to
construction work including,
but not limited to, ADA
cement sidewalks, arbors,
and benches, solar lighting,
landscaping, and others.

Budget Item Timing Cost Rationale Anticipated
Resource(s)
Project Director Weekly
commitment
through Year
1 and 2
Based on a loaded salary
rate of $68.31 times 48
hours per year, which is
equal to roughly 0.025 FTE

ERF, CDBG
Grant Administrator Weekly
commitment
through Year
1 and 2
Based on a loaded salary
rate of $35.23 times 96
hours per year, which is
equal to about 0.05 FTE

ERF, CDBG
Supplies and
Equipment
Fixed
allocation in
Year 1 and 2
Based on average supplies
and equipment cost of
$3,000 per year on CDBG
public service projects,
including items such as
office supplies and one

ERF, CDBG
Budget Narrative - ERF Proposal - City of Tulare 4
laptop with remote WiFi
service.

Training Fixed
allocation in
Year 1 and 2
Based on a salary rate with
fringe benefits of $35.23 for
the CES Program Manager
with the Kings Tulare CoC,
providing training on
VI-SPDAT, Trauma
Informed Care, and other
standards, to case
managers and other project
support staff over 42 hours
per year.

ERF
Public Outreach
and
Communication
Fixed
allocation in
Year 1 and 2
Based on average public
noticing and marketing
efforts on CDBG projects
(ex., $2,000 for single page
notices in english and
spanish), together with
estimates on special
signage and outreach
materials for the people in
the prioritized encampment
site.

ERF, CDBG
Mileage and
Transportation
Fixed
allocation in
Year 1 and 2
Based on IRS standard
mileage rate of 58.5 cents
per mile for business use
with an estimated 20 miles
per day for case managers,
ERF
Budget Narrative - ERF Proposal - City of Tulare 5
which is equal to 400 miles
per month times mileage
rate, for a total of $2,808
per case manager times
three = $8,424 per year;
And a transportation fare of
$3.00 for seniors and
people with a disability, with
two rides per month for 20
of the 57 clients, which is
equal to about $120 per
month / $1,440 per year.

The CED Department intends to commit the maximum amount of CDBG entitlement funds under the public services classification, about $110,000 in Year 1 and $115,000 in Year 2, as well as administrative allowances, to support the project’s programmatic and administrative expenses where feasible. Additionally, with direction from the public and City Council, the CED Department will seek an investment of $30,000 in Year 1 to cover planning costs and about $250,000 in Year 2 to complete construction of the designated improvements at Centennial and Rotary Skate Parks.

The CED Department and the City Manager will also establish a tenant based rental assistance program with available HOME Program funds. Based on recent program income trends and current contract balances, the CED Department expects to commit about $125,000 in Year 1 and Year 2 of the ERF project to offset the sizable rent, deposit, and utility assistance costs of the ERF project.

Budget Narrative - ERF Proposal - City of Tulare 6
The CED Department, in collaboration with accountants in the Finance Department, will ensure cost principles and a financial management system are upheld relative to federal and/or state standards, whichever is most stringent. For example, on CDBG funded projects the CED Department and its subrecipients adhere to financial management system standards in accordance with 24 CFR parts 85 and 84. The applicable experience and key components for a financial management system includes internal controls, budget records, and accounting records. The Internal controls will include policies, procedures, job responsibilities, personnel and records that together create accountability in the financial system and safeguard property and other assets acquired with an ERF grant. Budget controls will include procedures to compare and control expenditures against approved subrecipient budgets for the ERF project. And, accounting records will be in place to sufficiently identify the source and application of encampment resolution funding provided to the CED Department and its subrecipients.

Budget Narrative - ERF Proposal - City of Tulare 7
PO Box 1742, Visalia CA 93279 www.kthomelessalliance.org (559) 738-8733 December 14, 2021
Mr. Alexis Costales
Housing & Grants Specialist
City of Tulare
411 East Kern Ave.

Tulare, CA 93274
Re: Encampment Resolution Funding Program - Support
Dear Mr. Alexis Costales:

It is my pleasure to submit this letter of support for the city of Tulare and their efforts in the Encampment Resolution Fund Program through the Homeless Coordinating and Financing Council. The Kings/Tulare Homeless Alliance (“Alliance”) serves as the local Continuum of Care on Homelessness for Kings and Tulare Counties. Since its inception in 1999, the Alliance has worked tirelessly on its mission of coordinating and leveraging policy and resources to empower community partners in addressing homelessness in Kings and Tulare County.

One of the key ways to address homelessness is by building strong relationships with people through street outreach. The Alliance operates the Coordinated Entry System (CES) whereby housing navigators visit encampments in the city of Tulare on a weekly basis to build rapport, conduct assessments, and issue housing referrals. Through street outreach in encampments, housing navigators assist persons experiencing homelessness to access safe and stable housing services using a person-centered Housing First approach. Information is entered into the local Homeless Management Information System database daily to ensure measurable outcomes and track the progress of those experiencing homelessness.

People who are unsheltered are exposed to increased health and safety vulnerabilities, longer histories of homelessness, and higher rates of behavioral health challenges. There is a great need for behavioral health and a mobile healthcare system in the Tulare encampments specifically located near the Centennial and Rotary Skate Parks as the number of people experiencing homelessness continues to increase. For this collaborative opportunity, the Alliance will commit to 1 FTE housing navigator to provide assistance to about 1/3 of the people experiencing homelessness through a Housing First approach under the ERF program in Tulare.

PO Box 1742, Visalia CA 93279 www.kthomelessalliance.org (559) 738-8733 Thank you for your continuing leadership on efforts to prevent and end homelessness in the City of Tulare. Please do not hesitate to reach out with any questions at [email protected] or via phone at (559) 738-8733.

Sincerely,
Miguel Perez
Executive Director
Kings/Tulare Homeless Alliance
Adrianne Hillman
6943 W. Pershing Ct.

Visalia, CA 93291
559.799.3408
[email protected]
December 20, 2021
Alexis Costales
Housing & Grants Specialist
City of Tulare
411 East Kern Ave.

Tulare, CA 93274
Dear Alexis,
On behalf of Salt + Light Works (Salt + Light), it is my pleasure to submit a letter of support endorsing the City of Tulare’s application to the Encampment Resolution Funding grant program provided by the Homeless Coordinating and Financing Council and the City’s stated role as a project director and grant administrator. For the past year, it has been our honor partnering with the City of Tulare to serve our neighbors experiencing homelessness. We strongly support the grant proposal to work towards an encampment resolution at Centennial and Rotary Skate Park sites.

Over the past year, Salt + Light has spent a significant amount of time in the identified encampments cultivating relationships with people experiencing homelessness and providing a unique service to mitigate their survival needs. Each week we co-locate to the Centennial and Skate Park encampments providing each person with nutritious food including a hot meal with items such as pasta, vegetables, dessert and a drink and a grab-and-go meal with fruit, a sandwich and a drink for the following day. In addition to food, our truck provides palliative care items including deodorant, hand sanitizer, soap, tooth brushes, portable fans, sunscreen, first aid kits, socks, underwear, t-shirts, jackets, sleeping bags, etc. While operating the food truck, we develop relationships with each person we encounter to build trust and a supportive team to address each person’s needs. Our staff have lived experience and are well respected among our neighbors giving them hope and support.

Salt + Light will support the implementation of the City’s ERF project and provide continued food truck support services at the prioritized encampment site. In addition, Salt + Light will commit and supervise one case manager responsible for stewarding one-third of the clients to integrative field services and through housing placement. Case management will involve logistics, scheduling, connection to service referrals, and the execution of a housing plan with each client.

In 2022, Salt + Light will break ground on The Neighborhood Village, a 52-unit, master-planned, intentional community for the chronically homeless in Tulare County. The Neighborhood Village will be complete with dignified income opportunities and a full slate of health and human services to foster healing and long-term stability once housed. We will break ground on this project in the spring of 2022 with the expectation of completing it before the end of 2022. Many of the village’s first residents will come from Tulare and Visalia, through relationships created through the food truck and/or the City’s ERF project.

Thank you for your continued support and leadership to address the needs of our community.

With Appreciation,
Adrianne Hillman
Founder & CEO

TUIARECOUNIY

HEALTH & HUMAN SERVICES AGENCY
Fiscal Operations • Human Services • Mental Heath • Public Health December 22, 2021
To Whom It May Concern
Reg: Encampment Resolution Funding Grant Program Letter of Support Timothy W. Lutz, MBA
Agency Director
The Tulare County Health & Human Services Agency (HHSA) supports the City of Tulare in applying for the Homeless Coordinating and Financing Council's (HCFC) Encampment Resolution Funding (ERF) Program and serving as the project administrator if awarded.

Communities are faced with a growing need to address homelessness by improving field and mobile services to provide access to services such as physical healthcare, behavioral healthcare, assistance obtaining benefits, and additional supports. The City of Tulare has been engaging with community partners to provide services to unsheltered residents to help impact homelessness in their jurisdiction.

In early 2021, HHSA formed a multi-disciplinary team (MDT) with representatives from our Public Health, Human Services, Mental Health, and Fiscal branches. The team provides specialized assistance including benefit acquisition, linkage to primary care services and health education, alcohol and other drug counseling, mental health assessment, In-Home Supportive Services, linkage to housing, and additional supports. The Homeless MDT is committed to assisting the estimated 57 people living in the City of Tulare's prioritized encampments sites spanning Centennial and Rotary Skate Parks.

Over the last year, the Homeless MDT has collaborated with the City of Tulare to offer services to those living in the targeted encampment area. This has included working with other community service organizations such as Salt+Light Works, the Kings/Tulare Homeless Alliance, Adventist Health, Family Services, KingsView's PATH program, and other agencies. This has resulted in ongoing monthly COVID-19 vaccination clinics, food outreach, housing navigation, and benefits linkage.

It is our hope the City of Tulare will be awarded this funding which will help provide enhanced services and resources to transition people from encampments into housing.

Timothy W. Lutz
Agency Director
5957 S. Mooney Blvd., Visalia, CA 93277 • 559.624.8001 • tchhsa.org

December 27, 2021
Julie Lo, Executive Director
California Homeless Coordinating and Financing Council
State of California, Business, Consumer Services and Housing Agency 915 Capitol Mall, Suite 350-A
Sacramento, CA 95814
Dear Ms. Lo,
On behalf of Adventist Health in the Central Valley, I would like to express my support of the City of Tulare’s application to the “Encampment Resolution Funding Program” administered by the Homelessness Coordinating and Financial Council.

Adventist Health in the Central Valley is part of Adventist Health, a faith-based not-for-profit integrated delivery system serving communities in California, Hawaii, Oregon and Washington. The mission of Adventist Health is to “Live God’s love by inspiring health, wholeness and hope.” To expand on this mission, Adventist Health acquired a self-contained mobile unit in 2018 dedicated to California’s Central Valley. Leadership immediately recognized the potential to use this mobile care unit to expand free clinical care within underserved and rural communities.

The mobile care unit includes two exam rooms, a platform lift and hydraulic leveling system. These resources inspired a new program where providers and trainees of Adventist Health Hanford and Adventist Health Tulare’s family medicine residency programs could provide free services. These services began to operate year-round in 2021 and included vaccinations, basic health screenings, same-day sick visits, first aid/wound care and general advice on health care for low-income and rural areas. The program is led by Dr. Raul Ayala, Adventist Health’s ambulatory medical officer and the residencies’ Designated Institutional Official.

Our team has experienced an urgent need to add healthcare and behavioral health services for individuals experiencing homelessness as well as coordinate these services in the field. This is particularly significant in the encampments near Centennial and Rotary Skate Parks. To this end, Adventist Health in the Central Valley commits to partnering with the City of Tulare’s proposed project. For one day a week, Adventist Health will bring the mobile care unit for four hours, with Adventist Health staff – a Registered Nurse, a Medical Assistant, a provider and a registration staff member.

The proposed project would help transform the health experience of some of the most vulnerable members of our community and make care more accessible to them. I thank you for your consideration. If you have any questions, please do not hesitate to reach out to me by email at [email protected] or call 559-537-0050.

Sincerely,
Valeria Alvarez
Director, Community Integration
869 North Cherry Street
Tulare, CA 93274
559-537-0090
AdventistHealth.org

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: City Attorney/Community & Economic Development For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☐Resolution ☒Other ☐None AGENDA ITEM:

Council discussion regarding the parking of tow trucks within a residential zone while on rotation under the City of Tulare Police Department Tow Service Agreement.

IS PUBLIC HEARING REQUIRED: ☐Yes ☒No
BACKGROUND/EXPLANATION:

At the May 17, 2022, City Council meeting, Council members came to a consensus for staff to bring an item to Council for discussion on whether the parking of contractor tow trucks, while on rotation for services with the City of Tulare Police Department should be allowed to park in residential zones to improve response times.

The City of Tulare Police Department currently maintains a Tow Service Agreement with six tow truck companies who voluntarily elect to participate in the Police Department’s tow rotation program. The Agreement specifies mandatory response times depending upon the time of day and type of tow truck needed to respond. For example, the maximum response time during the day is as follows:

Class A (Light Duty, 14,000 lb truck) – 20 minutes
Class B (Medium Duty, 33,000 lb truck) – 35 minutes
Class C (Heavy Duty, 52,000 lb truck) – 35 minutes
Class D (Super Heavy Duty, 54,000 lb truck) – 35 minutes The night time maximum response time is as follows:

Class A – 35 minutes
Class B – 50 minutes
Class C – 50 minutes
Class D – 50 minutes
The Tulare Municipal Code section 9.48.120 sets forth the commercial vehicle parking restrictions. The section applies to commercial vehicles of more than two-ton capacity commonly described as a truck, truck trailer, trailer, semi or tractor. Section 9.48.120(C)(1)(a) states:

It shall be unlawful for any person to leave, park or allow to be parked any commercial vehicle, whether attended or unattended, within any residential district. This prohibition shall apply regardless of whether the commercial vehicle is located on the public street, highway or alley, or on private property within the residential district.

AGENDA ITEM: General Business 1
Council is being asked to discuss the parking of commercial vehicles in residential districts and specifically the applicability of tow trucks while operating under agreement with the Tulare Police Department.

STAFF RECOMMENDATION:

Council discussion regarding the parking of tow trucks within a residential zone while on rotation under the City of Tulare Police Department Tow Service Agreement.

CITY ATTORNEY REVIEW/COMMENTS: ☒Yes ☐N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☒No ☐N/A FUNDING SOURCE/ACCOUNT NUMBER:

N/A
ATTACHMENTS:

Attachment 1 – City of Tulare Police Department Tow Service Agreement Submitted by: Traci Myers Title: Community & Economic Development Director Date: May 27, 2022 City Manager Approval: ____________

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: City Manager
For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☐Resolution ☒Other ☐None AGENDA ITEM:

Approve the term sheet for operation of a business accelerator at the former courthouse and direct staff to prepare a lease agreement between the City of Tulare and the Tulare Chamber of Commerce.

IS PUBLIC HEARING REQUIRED: ☐Yes ☒No
BACKGROUND/EXPLANATION:

The City has been awarded a total of $18,024,068 in Federal American Rescue Plan Act (ARPA) funds for use in addressing the negative impacts of the pandemic. In November 2021 the City Council approved $12,351,800 of ARPA funds to be used for specific purposes including $1,300,000 towards the courthouse renovation project. The proposed renovation of the former courthouse (± 20,000sq.ft.) includes; relocation of the police investigations unit and utilization of the remaining space as a business accelerator. An accelerator (or incubator) is a space where new startup companies can be housed in exchange for receiving discounted space and business support services.

In June 2022, City Council approved a contract with a design firm to prepare construction drawings to implement the proposed project including renovation of the adjacent City Hall parking lot. Management is now bringing to City Council, for its consideration, a proposed term sheet between the City and the Tulare Chamber of Commerce (Chamber) for operation of the accelerator which if approved would result in the basis for a ground lease. The basic terms include:
• Initial term begins upon lease execution (occupancy upon certificate of occupancy) through December 31, 2027.
• Renewal term 5 years (unless City has need for space) • Lease rate $1 per year
• Chamber (Tenant) is entitled to sublease space to startup businesses and other support organizations all rent derived thereof.
• Chamber is responsible for operations, programming and regular maintenance. • City is responsible for capital maintenance.
• Responsibility for utilities is divided between the parties. • Both parties have access to parking and meeting space.

STAFF RECOMMENDATION:

Approve the term sheet for operation of a business accelerator at the former courthouse and direct staff to prepare a lease agreement between the City of Tulare and the Tulare Chamber of Commerce.

AGENDA ITEM: General Business 2
CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☒No ☐N/A There will be costs to the City associated with the operation of the business accelerator and Police Investigations Unit in regard to utilities. An update will be provided to Council in the future.

FUNDING SOURCE/ACCOUNT NUMBER:

N/A
Submitted by: Marc Mondell Title: City Manager
Date: June 13, 2022 City Manager Approval: ____________

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: Finance
For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☐Resolution ☐Other ☒None AGENDA ITEM:

Receive a fund balance update and direct staff to transfer City Council FY 2021-2022 appropriated Community Improvement funds to approved projects.

IS PUBLIC HEARING REQUIRED: ☐Yes ☒No
BACKGROUND/EXPLANATION:

At the June 7, 2022, City Council Meeting, Councilmember Sigala requested an update on City Council’s current Community Improvement fund balances and asked for an opportunity to discuss and possibly transfer remaining funds to other City Council approved projects.

The balance of each fund as of May 31, 2022, is listed below:

Fund Number Fund Description Budgeted Current
Balance
001-4010-2117 District 1 Community Improvement $2,500 $2,500 001-4010-2217 District 2 Community Improvement $2,500 $2,500 001-4010-2317 District 3 Community Improvement $2,500 $2,500 001-4010-2417 District 4 Community Improvement $2,500 $2,500 001-4010-2517 District 5 Community Improvement $2,500 $2,500 Please note that all funds must be expended by June 30, 2022.

STAFF RECOMMENDATION:

City Council to discuss and have City Manager direct Finance staff to transfer appropriated Community Improvement FY 2021-2022 funds to approved projects.

CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☐No ☒N/A FUNDING SOURCE/ACCOUNT NUMBER:

N/A
Submitted by: J. Diego Ibanez Title: Chief Financial Officer Date: June 13, 2022 City Manager Approval: ____________ AGENDA ITEM: General Business 3

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: Engineering Services / Project Management For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☐Resolution ☒Other ☐None AGENDA ITEM:

Approve a contract with RRM Design Group in the amount of $653,850 for design and construction support services for the redevelopment of Zumwalt Park; and authorize the City Manager or designee to approve contract change orders in an amount not to exceed 10% ($65,385) of the contract amount.

IS PUBLIC HEARING REQUIRED: ☐Yes ☒No
BACKGROUND/EXPLANATION:

On December 7, 2021, City Council approved $9,820,000 of non-Category 3 ARPA funding to be used on various programs and projects to offset the economic impacts of the COVID-19 pandemic on the City of Tulare. Included in this funding is the Zumwalt Park Renovation Project, which will renovate Zumwalt Park in a manner that will improve the recreational opportunities for the community, help to mitigate future pandemic related impacts, and serve as the primary entertainment destination as a key ingredient of downtown revitalization efforts.

Key components of the renovation will be the addition of an amphitheater that can host events with between 1,500-2,500 ticketed attendees, a splash pad, a playground, restrooms that comply with current ADA code requirements, an area for food vending, and other amenities intended to enhance the parks status as a destination point.

On January 18, 2022 the City Council approved a contract with Lane Engineers for conceptual design services for the renovation of Zumwalt Park. Lane Engineers, in conjunction with RRM Design Group, reviewed the existing conditions of the park, worked with the City to further define the scope of the project, and prepared three (3) initial conceptual park designs, including two (2) alternative amphitheater layouts, for review. These were presented to members of the community in a public outreach meeting held on May 4, 2022. Input was gathered at this meeting and a final consolidated plan was compiled for consideration. In addition, staff made the same presentation to the Recreation and Parks Commission on June 14, 2022 and has made similar presentations to a number of local groups and associations.

Additionally, a Request for Qualifications (RFQ) for On-Call Architectural and Landscape Architectural Consultants was issued on April 5, 2022. Three (3) firms submitted all the necessary information to be considered for inclusion on a list of pre-approved consultants to provide these services. The proposals were reviewed and rated in accordance with the consultant selection procedures identified in the RFQ, and all three (3) firms were recommended for inclusion on the list of prequalified architectural and landscape architectural consultants. On June 7, 2022, the City Council approved this list of consultants.

RRM Design Group of San Luis Obispo, CA is included on the list of pre-qualified consultants and demonstrated in their proposal that they have the skills, expertise and resources available AGENDA ITEM: General Business 4
to meet the City’s needs and timeframe to complete the design of this project. RRM worked as a primary subconsultant under Lane Engineers to prepare the conceptual design alternatives, and ultimately the preferred alternative design for the Zumwalt Park Redevelopment project.

As a result, they have provided a proposal to perform the complete design of the project in the amount of $653,850. The proposed cost is in accordance with their on-call contract, in line with industry standards, and falls within the project budget.

Based on the current proposed improvements along with recent and projected cost escalations, initial estimates indicate there may be a need for additional funding for construction beyond what was originally anticipated and budgeted for this project. Even since the initial project budget was developed, construction costs across all industry sectors have increased substantially beyond what could have reasonably been anticipated. This is the result of several factors, largely influenced by the COVID 19 Pandemic. As the City has experienced on other recent projects, supply chain issues, dramatic Consumer Price Index (CPI) fluctuations, and other events have driven construction costs higher than what has been seen in the past. Staff is looking at additional eligible funding alternatives, including available Parks Development Impact Fees (DIFs), to help supplement the current funding, should it become necessary. Staff will bring back these options, along with project phasing alternatives if necessary.

STAFF RECOMMENDATION:

CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☒No ☐N/A FUNDING SOURCE/ACCOUNT NUMBER:
028-ARPA
Submitted by: Nick Bartsch Title: Senior Project Manager Date: June 13, 2022 City Manager Approval: ____________ 3765 S. Higuera St., Ste. 102 • San Luis Obispo, CA 93401 p: (805) 543-1794 • f: (805) 543-4609
www.rrmdesign.com
a California corporation  Lenny Grant, Architect C26973  Robert Camacho, PE 76597  Steve Webster, LS 7561  Jeff Ferber, LA 2844 June 10, 2022
Transmitted via email: [email protected]
Mr. Nick Bartsch, Senior Project Manager
City of Tulare
411 East Kern Avenue
Tulare, CA 93274
RE: Zumwalt Park Renovation Final Design
Proposed Scope of Services
Dear Nick,
Following is RRM Design Group’s (RRM) scope of services for providing design and construction support for the renovation of Zumwalt Park. It will be a showcase project in Tulare’s downtown, and we are excited to play a pivotal role in it in partnership with the City and our team of consultants.

PROJECT UNDERSTANDING
The following scope of services is based on the City-approved concept plan for the Zumwalt Park Renovation Project. The limits of work include the entire existing park site bounded by East Tulare Ave, M Street, East Kern Ave, and South N Street, plus some modifications to the street parking on South N Street and East Kern Avenue. The main elements of the design will include:
• Building with a covered stage and attached support facilities • Outdoor amphitheater consisting of a combination of concrete circulation and pads, and gently sloped grass
• Truck loading access drive to rear of stage building
• Prefabricated restroom and pump building in same location as existing • Splash pad
• Playground
• Fencing
• Paved pedestrian pathways
• Planting and irrigation
• Site lighting
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• Monument signage
• Support amenities such as benches, trash receptacles, and drinking fountains • New and/or improved street parking on South N Street and East Kern Avenue The existing gazebo will remain in place, and existing trees will be preserved to the extent practical and feasible.

We assume that the project will be bid as a complete project (single phase) but will include bid alternates to hedge against unpredictable bid results. If the City chooses to issue phased plans (in other words, multiple drawing sets), that will be subject to additional fees which we will negotiate at the time that decision is made.

TASK SUMMARY
Task A: Design Development and 30% PS&E
Task B.1: 75% PS&E
Task B.2: 100% PS&E
Task B.3: Final PS&E (Bid-Set)
Task C: Quality Control Review
Task D: Project Coordination and Meetings
Task E: Geotechnical Investigation
Task F: Bidding Assistance
Task G: Construction Support

DETAILED SCOPE OF SERVICES
Task A: Design Development and 30% PS&E
RRM’s team will prepare a design development package (approximately equivalent to 30% construction documents) based on the City-approved conceptual design. This package will generally contain the following components:

Site Improvements
• Preliminary site plan
• Preliminary grading plan
• Preliminary utility plan
• Irrigation mainline routing plan
• Outline technical specifications (CSI format, Divisions 2-33 as required) • Preliminary Opinion of Probable Construction Cost
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Stage Building Schematics
Based on the City-approved conceptual floor plan, RRM will prepare a schematic design package for the stage building, including the following:
• Schematic floor plan
• Schematic building elevations
• Schematic mechanical and plumbing
Note that at this time we will request a final approval of the schematic design of the stage structure; while we will continue to make refinements and add detail beyond this point, to work efficiently when we commence final design (Task B) we will be unable to make substantial changes to the design without a scope amendment and potential extension to the project schedule.

Deliverables:
• One (1) submittal of design development package (digital PDF format) • One (1) City review meeting
Task B: Final Design
RRM’s team will prepare plans, specifications, and estimates (PS&E), for the final design of the park. The contents of the PS&E package will be as follows:

Title and Reference Sheets
Title and reference sheets containing general notes, abbreviations, and symbol legends.

Demolition Plan
Demolition plans for structures and elements requiring removal to implement the park design.

The plans will locate, identify, and describe the removal and provide instructions for disposal.

Erosion Control Plan
Erosion control plan for the proposed design that illustrates erosion prevention, sediment control, and stormwater quality management during construction to support the stormwater pollution prevention plan (SWPPP).

ADA Accessibility Plan
The accessibility plan will illustrate dedicated accessible route(s), accessible signage, and accessible parking for the project.

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Horizontal Control and Site Dimension Plan
The plans will establish all horizontal control for the park by showing coordinates on the California State Plane Coordinate System. The plan will show coordinates on known points (e.g. existing monumentation) and will show coordinates and dimensions at various locations on site to assist the contractor in laying out the site.

Site Wet Utility Plans
Utility plans for water, storm drain, and sewer beginning at the upstream ends of each utility within the project limits. This scope assumes that existing off-site and/or on-site utility systems have adequate capacity for the project and analysis of existing utilities’ capacities and design of any improvements beyond the point of connection are not included in this scope. Based on existing topographic information, it is anticipated that a lift station will be required to drain the areas around the amphitheater that will be depressed, and it is also anticipated that a sanitary sewer lift station will be required to discharge sewer effluent from the drainage fixtures in the amphitheater that will be depressed. The design team intends to coordinate with a vendor to provide pre-packaged and pre-engineered systems. Additionally, the design team will coordinate with the splash pad vendor to provide the necessary wet utility connections.

Grading and Drainage Plans
The plans will show spot elevations at key points and will use enlarged details where necessary.

Cut and fill quantities will be obtained by performing earthwork modeling and will be used for cost estimating purposes. The site wet utility plans will incorporate the storm drain design. This scope is limited to the project site only and assumes that the existing off-site upstream and downstream storm drain infrastructure has adequate capacity for the proposed site development, and analysis or upgrades to this infrastructure is not included.

Off-site Plans
Separate plan sheets will be prepared for work in the public street right-of-way, including new curbs/gutters, sidewalks, and other paving elements that fall in the public right-of-way. Profile views may be added to the plan view of the sheets if necessary.

Building Plans and Details
Architectural drawings for the new stage building including plans, elevations, schedules, finishes, and details. This drawing series includes mechanical and plumbing. The 100% PS&E submittal will include Title 24 reports.

Construction Plan
Construction plans for the park layout with a keynoting system that identifies all construction items and references to appropriate details. This plan will include and annotate site features, play equipment, hardscape, paving materials, ramps, handrails, fences, and lighting.

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Site Electrical/Lighting Plans
Electrical service distribution plans, circuiting, fixture schedules, panel schedules, and electrical calculations as required to provide electrical service for the amphitheater and stage building, site lighting, irrigation controller, restroom, and other miscellaneous elements. Preparation of Title 24 Lighting compliance for exterior lighting is included. This scope assumes that the existing onsite electrical service is adequate for the proposed improvements and a new utility application for the extension of new service is not required.

Construction Details
Details for all construction items illustrated on the construction plans. The details will specify materials, dimensions, colors, and finishes and will be keyed to the plan. Pavement and flatwork design will be based on the project geotechnical report’s recommendations. Project will utilize City-standard plans and details for curb ramps, sidewalks, signs, driveways, and other hardscape features when possible and if appropriate and applicable.

Structural Details, Calculations, and Shop-Drawing Review Structural plans, details, and calculations for site-built park amenities including stage building, walls, trash enclosure, flagpole footings, and miscellaneous items. The following items are preengineered by their respective manufacturers/vendors and are not included in this scope of services: prefabricated buildings, shade shelters, and playground equipment. These will be handled as deferred submittals after award of the bid; we will review these manufacturer shop drawings upon receipt.

Irrigation Plans and Details
Irrigation plans will detail the system layout, mainline, automatic controller, head layout, piping, filter, and backflow device. In support of the irrigation plans, we will prepare irrigation details that specify the method of construction and proper irrigation system component procedures.

The irrigation plan will comply with the State Model Water Efficient Landscape Ordinance (“MWELO”).

Planting Plans and Details
Layout of all planting indicating plant species, quantity, size and location of all shrubs, ground cover, and trees. In support of the planting plans, we will prepare planting details that specify the method of construction and proper planting procedures.

Specifications
Technical specifications (CSI format, Division 02 through 32, as applicable) will be provided as part of the submittals listed in the tasks below. This scope assumes the City will provide and assemble all general provisions related to this project. The 75% PS&E submittal will include outline specifications only.

Construction Cost Opinions
At each milestone submittal, we will update the construction cost opinion. The detailed construction cost opinion will break out each component of the design with item descriptions and unit costs. Due to many variables surrounding bidding and construction conditions, this Zumwalt Park Renovation Final Design
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opinion will not represent a guarantee that bids received will be equal to the opinion. Unit costs will utilize recent project bid data and any relevant City-provided cost data.

Subtask B.1: 75% PS&E
RRM’s team will prepare a 75% progress submittal for the City to review. The intent of this submittal is to verify that the design direction is aligned with the City’s expectations. The City will provide consolidated comments in writing for the design team to respond to.

Deliverables:
• One (1) submittal of 75% PS&E (digital PDF format)
Subtask B.2: 100% PS&E
RRM’s team will prepare a 100% PS&E package for submittal to the City for building permit review. The City is responsible for distributing to all relevant departments, consolidating the various comments into a single list document, and reconciling conflicting comments from different plan reviewers.

Deliverables:
• One (1) submittal of 100% PS&E (digital PDF format)
Subtask B.3: Final PS&E (Bid-Set)
RRM’s team will update the PS&E package based on City plan-check comments and our internal QA/QC review and resubmit to the City for back-checking.

When the plans are approved through all relevant departments, RRM will prepare and package the bid-ready PS&E submittal and submit electronically to the City. Please note that ‘front-end’ specifications are the responsibility of the City including general provisions.

Deliverables:
• One (1) round of minor back-check comments (digital PDF format) • One (1) final bid package (digital PDF format)
Task C: Quality Control Review
RRM’s team will perform an internal review of the construction documents concurrent with the City’s review of the 100% complete submittal. This QA/QC review process will be performed by senior-level professionals that are not directly involved in the project to provide an independent perspective.

Deliverables:
• Internal QA/QC review
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Task D: Project Coordination and Meetings
RRM will prepare for and attend up to eight virtual or in-person City meetings throughout the course of the final design phase. These meetings are intended to provide an opportunity for staff to preview and provide input on the design progress, to address issues that may arise, and for general coordination. These meetings will be scheduled as needed throughout the process. This task also includes overall coordination with the consultant team and vendors of premanufactured items such as splash pad or restrooms.

Deliverables:
• Prepare for and attend up to eight (8) virtual or in-person meetings with City staff • Team and manufacturer/vendor coordination
Task E: Geotechnical Investigation
Our investigation at the project site will consist of drilling a total of four borings to a minimum depth of twenty-five (25) feet or refusal in the proposed improvement areas.

Borings will be advanced using a 4-1/4-inch I.D. hollow-stem auger attached to a CME-45 and/or CME-75 drilling rig. Earth materials encountered will be logged, classified in accordance with the Unified Soils Classification System, and graphically presented on Test Boring Logs.

Undisturbed and bulk soil samples of representative subsurface soils will be obtained at five foot intervals. Undisturbed samples will be retrieved using ASTM D1586 for granular soils and ASTM D1587 for cohesive soils. Standard penetration test results will be recorded for each sampling process.

Bores holes will be located in the proposed improvement areas. SEI will stake boring locations for Underground Service Alert North (USAN) utility locating and clearing. A minimum of 72- hours is required for the USAN clearing process. Bores will be backfilled with trimmings and consolidated with rig hammer.

Laboratory Testing
The following laboratory tests are anticipated:
• Sieve Analysis (ASTM D422 and/or D1140)
• Moisture-Density Determinations (ASTM D2216 & D2937)
• Consolidation Test (ASTM D2435)
• Direct Shear Test (ASTM D3080)
• Expansion Index Test (ASTM D4829)
• Resistant “R” Value Test (CTM-301)
• Corrosivity Analysis - Sulfate (SO4), pH, Chlorides (Cl) The field investigation and laboratory testing will be conducted in accordance with ASTM and State of California test procedures and in accordance with generally accepted soils engineering practices.

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Report
The soils engineering report will address the following subjects:

1. Earthwork that may be necessary in the proposed infrastructure areas to reduce the probability of occurrences of excessive differential settlements; recommendations or quality control of imported fill materials where they are required; evaluation and description of subsurface soils for earthwork operations. a. Ground surface preparation in areas to receive Hot Mix Asphalt and Portland Cement Concrete Pavements
b. Recommendations for quality control of imported fill materials where they are required
c. Grading recommendations for site drainage

2. Criteria for design of structure foundations:
a. Most adequate foundations for the proposed structures b. Maximum allowable soil bearing pressures to be used for foundation design with a minimum depth of footings
c. Anticipated total and differential settlements
d. Lateral earth pressures and friction coefficients used for evaluating passive recommendations and friction factors
e. Seismic values per the 2019 California Building Code (CBC) f. Soil corrosivity potential

3. Pavement design recommendations based on the R-value test results Deliverables:
• Geotechnical investigation: field and lab work
• Soils engineering report
Task F: Bidding Assistance
RRM’s team will assist the City during the bidding phase by participating in a pre-bid conference, evaluating, and advising the City regarding substitution requests, and responding to questions from prospective bidders in the form of an addendum.

Deliverables:
• Respond to bidder questions
• Prepare bid addenda, as necessary
• One (1) pre-bid conference with prospective bidders
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Task G: Construction Support
RRM will assist the City during the construction phase by reviewing and responding to contractor submittals and requests for information (RFI), reviewing and responding to requests by the City or contractor for changes in the work, observing and advising the City construction administrator regarding construction progress and conformance to the contract documents. We will assist the City in preparing a punch list and advise the City on the status of the project with respect to substantial completion and final completion.

Key members of the design team will attend up to six site meetings to address constructionrelated topics with the project team and generally observe construction progress. We assume the City will facilitate these meetings as desired.

While on site, we will observe construction progress; these visits are not construction inspections, nor are they intended to be an exhaustive check of the contractor’s work. Rather, they are to allow the design team to stay generally familiar with the work in progress and to determine if the work is generally proceeding in accordance with the contract documents.

Design team members will not supervise, direct, or have control over the contractor’s work, nor have any responsibility for the construction means, methods, techniques, sequences, or procedures selected by the contractor, nor for the contractor’s safety precautions or programs in connection with the work. These rights and responsibilities are solely those of the contractor in accordance with the contract documents.

The design team shall not be responsible for any acts or omissions of the contractor, subcontractors, any entity performing any portion of the work, or any agents or employees of any of them. The design team does not guarantee the performance of the contractor and is not responsible for the contractor’s failure to perform work in accordance with the contract documents or any applicable laws, codes, rules, or regulations.

Due to the unknown nature of construction, and uncertainty about the level of involvement the project will require, we are proposing this task as hourly (time and materials, not to exceed). If the required effort is more than anticipated, we will communicate that with you in advance of reaching the contracted amount so that additional services can be authorized in time to ensure there are no disruptions to service.

RRM’s team will review a set of record drawings that is prepared by the contractor during the construction process. We will verify it includes the revisions made during construction to provide the City with a complete record of the project as completed. Changes to the construction drawings will be recorded as PDF markups (Bluebeam software); original AutoCAD files will not be updated.

Deliverables:
• Respond to RFI
• Issue supplemental information/instructions
• Review payment applications
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• Review change proposals and change orders
• Prepare field observation reports when needed
• Prepare punch list
• Review of contractor provided “as-built” drawings and operations and maintenance manuals • Review revisions and changes during construction
• Provide comment to contractor regarding missing RFI and ASI items • Reproducible record drawing set scan in PDF format
Meetings:
• One (1) pre-construction meeting
• Up to six (6) on-site project meetings/construction observations • One (1) preliminary punch list walk-through
• One (1) final construction completion meeting

SERVICES AND INFORMATION TO BE PROVIDED BY CITY
• Timely review of design submittals
• Distribution of design submittals to all relevant parties, and consolidation of comments into a single list to which we can respond
• “Front end” specifications, including General and Special Provisions, Bid Forms, Instructions to Bidders, etc.
• Payment of fees
• Existing background information and documents including, but not limited to, as-built drawings, utility maps, technical studies, and available water pressure • Third-party playground safety compliance audit
• Irrigation audit
• Horticultural soil testing

LIMITATIONS OF SCOPE AND EXCLUSIONS
Please note that the tasks to be performed by the RRM team are limited purely to those outlined above. Substantive changes requested by the Client or changes in the Client’s program or direction that are inconsistent with prior approvals are subject to additional services fees.

Any additional services that RRM Design Group is asked to perform over and beyond those described above will be billed on a negotiated and Client-approved, fixed-fee, or hourly basis.

The following services or tasks are specifically excluded from the scope:
• Phasing plans/multiple bid packages
• Redesign/value engineering due to bid results
• Hazardous materials investigation and consulting
• Arborist services
• Irrigation audit
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• Construction administration support
• Construction management
• Security camera system design
• Photovoltaic system design
• Specialty audio-visual systems
• LEED documentation
• QSP/QSD services
• Foundation design beyond standard foundation systems such as caissons and mat slab • Environmental permitting/CEQA
• Stormwater Pollution Prevention Plan (SWPPP); assumes the Contractor will prepare

TASK AND FEE SUMMARY

TASK DESCRIPTION FIXED FEE
(see footnote A)

T&M NTE
(see footnote B)
A.1 Design Development and 30% PS&E $ 130,170
B.1 75% PS&E $ 198,490
B.2 100% PS&E $ 164,200
B.3 Final PS&E (Bid-Set) $ 48,350
C Quality Control Review $ 9,480
D Project Coordination and Meetings $ 17,120
E Geotechnical Investigation $ 13,530
F Bidding Assistance $ 6,840
Subtotal: $ 588,180
G Construction Support $ 55,670
SUMMARY OF FEES: $643,850
Estimated Reimbursable Expenses: $10,000
ESTIMATED PROJECT TOTAL: $653,850
Fee Footnotes
A. Fixed fee tasks will be billed as the work progresses until the task is completed and the total amount stated in the contract for the task is invoiced.

B. Estimated fees for tasks shown as “Time and Materials - Not to Exceed" (T&M/NTE) establish the maximum that will be billed for each task. Amounts billed will reflect actual hours and will not exceed the maximum amount shown without prior approval by the Client.

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Reimbursable Expenses
Pursuant to the language in the Master On-Call Agreement, allowable incidental expenses incurred by RRM Design Group or any subconsultant it may hire to perform services for this project are reimbursed by the Client at actual cost plus 10% to cover its overhead and administrative expenses. Reimbursable expenses include, but are not limited to, reproduction costs, postage, shipping, and handling of drawings and documents, long-distance communications, fees paid to authorities having jurisdiction over the project, the expense of any additional insurance requested by Client in excess of that normally carried by RRM Design Group or its subconsultants, and renderings and models.

Adjustment to Hourly Billing Rates
RRM reserves the right to adjust hourly rates pursuant to the language in the Master On-Call Agreement.

If you have any questions or require clarification of the scope of services or fees outlined above, please do not hesitate to call us. Thank you again for this opportunity.

Sincerely,

RRM DESIGN GROUP
Lief McKay, ASLA, PLA, LEED AP
Principal
CA License No. 4937
Attachment: Exhibit A-1, Schedule 1
EXHIBIT A-1 SCHEDULE 1
Bill Rate Ranges
Subject to change effective March 1st each year

ARCHITECTURE INTERIOR DESIGN
Architect 95 $ - $ Designer I 60 155 $ - $ 95
Associate Manager of Architecture 140 $ - $ Designer II 70 200 $ - $ 120 Design Director 145 $ - $ Interior Designer I 75 240 $ - $ 125 Designer I 70 $ - $ Interior Designer II 90 100 $ - $ 150 Designer II 80 $ - $ Intern 45 125 $ - $ 85
Designer III 95 $ - $ Job Captain 105 150 $ - $ 165
Intern 45 $ - $ Senior Interior Designer 110 85 $ - $ 195 Job Captain 95 $ - $ 150
Manager of Architecture 165 $ - $ 280 LANDSCAPE ARCHITECTURE Principal 185 $ - $ Assistant Designer 70 350 $ - $ 110 Project Architect 115 $ - $ Associate Designer 80 185 $ - $ 125 Project Designer 115 $ - $ Designer 95 185 $ - $ 140
Project Manager 115 $ - $ Design Director 135 185 $ - $ 235 Senior Architect 135 $ - $ Intern 45 235 $ - $ 85
Senior Designer 135 $ - $ Landscape Architect 95 220 $ - $ 145 Senior Project Manager 135 $ - $ Manager of Landscape Architecture 150 240 $ - $ 245 Principal 185 $ - $ 350
ENGINEERING & SURVEYING Principal Landscape Architect 135 $ - $ 235 Associate Engineer 115 $ - $ Senior Landscape Architect 115 170 $ - $ 175 Construction Inspector 105 $ - $ 175
Designer I 55 $ - $ 95 PLANNING
Designer II 75 $ - $ Assistant Planner 90 125 $ - $ 130 Designer III (Structural only) 90 $ - $ Associate Planner 105 135 $ - $ 170 Engineer I 90 $ - $ Intern 45 140 $ - $ 85
Engineer II 105 $ - $ GIS Specialist 80 165 $ - $ 150
Land Surveyor 115 $ - $ Senior GIS Specialist 105 170 $ - $ 185 Manager of Engineering Services 170 $ - $ Manager of Planning 175 280 $ - $ 265 Manager of Surveying 155 $ - $ Principal 185 235 $ - $ 350 Party Chief $ 90 - $ Principal Planner 165 150 $ - $ 250 Principal 185 $ - $ Senior Planner 135 350 $ - $ 205
Project Engineer 125 $ - $ Senior Urban Designer 135 185 $ - $ 210 Project Manager 150 $ - $ Urban Designer 105 245 $ - $ 170 Senior Associate Engineer 130 $ - $ 210
Senior Designer 110 $ - $ 185 CORPORATE SERVICES
Senior Land Surveyor 135 $ - $ Administrative Assistant 60 210 $ - $ 95 Senior Party Chief $ 115 - $ Administrative Coordinator 75 185 $ - $ 130 Senior Project Engineer 140 $ - $ Assistant Office Manager 90 230 $ - $ 135 Supervisor of Surveying 145 $ - $ Chief Executive Officer 195 220 $ - $ 500 Survey Technician I 60 $ - $ File Clerk/Administrative Support 45 100 $ - $ 65 Survey Technician II 75 $ - $ Marketing Assistant 45 115 $ - $ 85 Survey Technician III 90 $ - $ Marketing Coordinator 65 155 $ - $ 115 Surveying Crew Rates Marketing Manager 125 $ - $ 235
REGULAR Marketing Specialist 90 $ - $ 155
One person w/ GPS or Robotic Workstation 125 $ - $ Office Coordinator 75 155 $ - $ 130 Two person 175 $ - $ Proposal Coordinator 80 290 $ - $ 140 Three person 235 $ - $ Receptionist 45 390 $ - $ 80
PREVAILING WAGE Senior Marketing Specialist 105 $ - $ 190 One person w/ GPS or Robotic Workstation 150 $ - $ 180
Two person 225 $ - $ 340
Three person 325 $ - $ 490
Rev 3/1/2022

CITY OF TULARE

AGENDA ITEM TRANSMITTAL SHEET
Submitting Department: City Manager
For Council Meeting of: June 21, 2022
Documents Attached: ☐Ordinance ☐Resolution ☒Other ☐None AGENDA ITEM:

Select one of the nominees from the cities in Tulare County to serve as the Transit Representative to the Tulare County Association of Governments.

IS PUBLIC HEARING REQUIRED: ☐Yes ☒No
BACKGROUND/EXPLANATION:

The Tulare County Association of Governments (TCAG) is required to have a member that represents transit agencies and riders on the Board. The TCAG Board generally meets on the third Monday of each month at 1 p.m. at various locations around the County. Voting members are expected to attend the meetings on a regular basis, and to notify their alternate, and the TCAG Executive Director, in a timely manner if they are not able to attend. For at least the next few months, participating via zoom is an option, but may not always be an option for a voting member. Meeting dates and times to vary periodically, and there can be an annual retreat, special meetings or opportunities to travel representing TCAG.

The Tulare County Council of Cities (COC) put out a call for nominations to fill an unexpired term that will end July 1, 2023. This is a three-year term, with a year left on the current term.

All cities in the County were provided the opportunity to nominate an elected official for this position. The following elected official nominations were received (listed in alphabetical order as prescribed by the attached appointment process adopted as amended in 2018):
• Kellie Carrillo – City of Porterville
• Hipolito A. Cerros – City of Lindsay
• Brett Taylor – City of Visalia
Each City Council is asked to select the elected official they would like to serve as the Transit Representative on the TCAG Board. Each Council’s selection should be forwarded to the Clerk of the COC Board, Gladys Ruiz, [email protected] no later than Friday, June 24, 2022 by 5 p.m.

Per the policy, the elected official receiving the highest number of votes will be appointed as the member; the person with the second highest number of votes will have the opportunity to serve as the Transit alternate on the Board (see attached policy for provisions in case of a tie, etc.).

STAFF RECOMMENDATION:

Select one of the nominees from the cities in Tulare County to serve as the Transit Representative to the Tulare County Association of Governments.

AGENDA ITEM: General Business 5
CITY ATTORNEY REVIEW/COMMENTS: ☐Yes ☒N/A
IS ADDITIONAL (NON-BUDGETED) FUNDING REQUIRED: ☐Yes ☐No ☒N/A FUNDING SOURCE/ACCOUNT NUMBER:

N/A
Submitted by: Marc Mondell Title: City Manager
Date: June 6, 2022 City Manager Approval: ____________
Tulare County Council of Cities
Process for Selecting a Transit Representative to the TCAG Board There is a Transit position on Tulare County Association of Governments (TCAG) Board of Directors. This position was created by the TCAG Board in 2015 and carries a three-year term. It is a full voting member of the Board that is appointed by the Council of Cities. In 2017, the Council of Cities determined a process for filling the position. Per the TCAG Director, the person holding this position should be an elected official from a City that directly provides fixed route service who is willing to fulfill the job which includes the following items:

Public Transit Representative Duties
* Receive orientation and training on the roles and responsibility of TCAG as an agency, as well as the responsibilities of individual board members.
* Represent the interests of public transit in Tulare County. This includes the interest of residents and riders in the county, as well as all agencies that provide public transit in Tulare County. * Serve as the TCAG representative on the CalVans board of governors. * Attend various meetings, functions, conferences, etc. Examples include:
o CalVans board meetings
o Stakeholder and community meetings
o Unmet Needs Public Hearings
o Transit forum meetings
o Meetings of the Social Services Transportation Advisory Council (SSTAC) o Events, functions, etc. with local, regional, state and federal partner agencies o Advocacy trips to Sacramento and Washington D.C.
o Project groundbreakings
* Ensure that you are provided the necessary information for decision-making. * Attend board member training.
*Attend TCAG board meetings and workshops.
* Promote and advocate for public transit that serves the residents of Tulare County.

Process:

At the May, 2017 Council of Cities meeting, the City representatives discussed utilizing the following process be developed. It is proposed that this process be utilized to fill the position being vacated on June 30 of this year, and then the Council of Cities consider the policy at the July 19 meeting. The following process has been outlined

1. Notify all Tulare County cities that a position is available

2. Each city will notify its Council Members that a position is available, and that they should notify their City Manager by a date specific if they are interested in serving as the Transit Representative.

3. The City Managers will notify the designated Council of Cities representative by a date specific if they have a Council Members who wishes to be considered for the position.

4. If only one Council person expresses interest by the date specified, that name will be forwarded to the Tulare County Association of Governments as the representative. A request will go out to the cities for an alternate, to be filled through the same process.

5. If more than one Council person expresses interest, a Council of Cities staff representative will assemble the names, and draft a sample report with the names listed in alphabetical order by last name, including timelines, that each City can work from in selecting a nominee.

6. Each City will put the item on a Council agenda, and each City Council will select a nominee. The candidate that garners the most votes will be forwarded to the TCAG Board as the representative. If the nomination process results in a tie, those names involved in the tie will be forwarded to the Council of Cities for a final decision.

7. If there is a tie that goes to the Council of Cities, and the vote at the Council of Cities also results in a tie, then the Council of Cities will hold a second ballot on the same day. If it remains a tie, the representative will be selected based on a random draw at the Council of Cities meeting between those names involved in the tie.

8. If a City Council is unable to complete the process within the timeframes indicated, their vote will be considered an abstention, and the process will continue along the timeframes outlined.

9. The person with the second largest number of votes from cities will be the alternate to the TCAG Board for the Transit Representative.

10. If candidate receiving the second largest number of votes declines to be alternate, the candidate with the next largest number of votes will have the opportunity to serve. If no candidate accepts the alternate position, the Chair will issue a call for nominations and at the next Council of Cities meeting, the voting members will elect the alternate from the nominations submitted.

11. Timeframes for vacancies will be set when the position becomes vacant, with the expectation an appointment at the end of the term should begin three months before the position becomes vacant.

Tulare City CouncilJune 21, 2022

Tulare City Council
June 21, 2022