Agenda packet — Tulare City Council, June 20, 2023 (part 1 of 3)

City of Tulare Page 1
City of Tulare
City Council
Notice and Agenda
Tulare Public Library & Council Chamber
491 North M Street, Tulare
www.tulare.ca.gov
Tuesday, June 20, 2023
5:45 p.m. – Special Meeting
7:00 p.m. – Regular Meeting
Mission Statement
To promote a quality of life making Tulare the most desirable community in which to live, learn, play, work, worship and prosper.

Attending and Participating in Meetings
Regular Council Meetings are held on the first and third Tuesdays of the month in the Council Chamber located in the Tulare Public Library at 491 North M Street, Tulare, subject to cancellation. Additional meetings of the City Council may be called as needed.

Attend meetings in person or access the meeting live via YouTube. For those that wish to provide public comment while not physically in attendance, call (559) 366-1849 during Public Comments and/or Public Hearing and General Business items. Please note that there will be approximately a 20-second delay in broadcast for viewers. When calling in, mute device used for viewing the meeting.

City of Tulare YouTube Channel:
https://www.youtube.com/channel/UCdWZiv2o7do1JY0OvGe1_aw/videos Documents related to items on the agenda are accessible on the City’s website at www.tulare.ca.gov and available for viewing at the entrance of the Council Chamber.

Rules for Addressing Council
• Members of the public may address the City Council on matters within the jurisdiction of the City of Tulare.
• If you wish to address Council, please complete one of the yellow speaker cards located at the entrance to the Council Chamber and provide to the Clerk. • Persons wishing to address Council concerning an agendized item will be invited to address the Council during the time that Council is considering that agenda item. Persons wishing to address Council concerning a non-agendized issue will be invited to address Council during the Public Comments portion of the meeting.
• When invited by the mayor to speak, please step up to the podium, state your name and city where you reside, and make your comments. Comments are limited to three minutes per speaker.

Americans with Disabilities Act
Pursuant to the Americans with Disabilities Act, persons with a disability who require a disability-related modification or accommodation in order to participate in a meeting, including auxiliary aids or services, may request such modification from the City Clerk’s Office at (559) 684-4200. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting.

Agri-Center of the World
Mayor
Terry A. Sayre, District 2
Vice Mayor
Patrick Isherwood, District 5
Councilmembers
Jose Sigala, District 1
Stephen C. Harrell, District 3
Dennis A. Mederos, District 4
City Council Agenda – Special and Regular Meetings June 20, 2023 City of Tulare Page 2
NOTICE IS HEREBY GIVEN, pursuant to section 54956 of the California Government Code, that a special meeting of the City Council of the City of Tulare is hereby called.

1. CALL TO ORDER SPECIAL MEETING

2. STUDY SESSION - Comments at a special meeting are limited to items listed on the special meeting agenda. Each speaker will be allowed three minutes per item.

2.1 Parks and Recreation Master Plan and Needs Assessment.

Recommended Action: Receive a presentation on the draft Tulare Parks and Recreation Master Plan and Needs Assessment. [J. Glick]

3. ADJOURNMENT OF SPECIAL MEETING
7:00 p.m. - REGULAR MEETING

4. CALL TO ORDER REGULAR MEETING

5. PLEDGE OF ALLEGIANCE AND INVOCATION - Aaron Talbot, Pastor of First Church of God to deliver invocation.

6. PRESENTATIONS

6.1 Adventist Health Tulare.

7. PUBLIC COMMENTS - This is the time for the public to comment on matters within the jurisdiction of the Tulare City Council that are not on the agenda. The Council asks that comments are kept brief and positive. The Council cannot legally discuss or take official action on request items that are introduced tonight. This is also the time for the public to comment on items listed under the Consent Calendar or to request an item from the Consent Calendar be pulled for discussion purposes. Comments related to Public Hearing or General Business items will be heard at the time those items are discussed. In fairness to all who wish to speak, each speaker will be allowed three minutes with a maximum time of 15 minutes per item unless otherwise extended by Council. Please begin your comments by stating your name and providing your city of residence.

8. COMMUNICATIONS - Communications are to be submitted to the City Manager’s Office 10 days prior to a Council Meeting to be considered for this section of the agenda. No action will be taken on matters listed under communications; however, the Council may direct staff to schedule issues raised during communications for a future agenda. Public comments will be limited to three minutes per topic unless otherwise extended by Council.

9. COUNCIL REPORTS AND ITEMS OF INTEREST

9.1 July 4, 2023 Regular City Council meeting is canceled.

10. CONSENT CALENDAR - All Consent Calendar items are considered routine and will be enacted in one motion. There will be no separate discussion of these matters unless a request is made, in which event the item will be removed from the Consent Calendar to be discussed and voted upon by a separate motion.
5:45 p.m. – SPECIAL MEETING (STUDY SESSION)
City Council Agenda – Special and Regular Meetings June 20, 2023 City of Tulare Page 3

10.1 Waive the reading of ordinances and approve reading by title only.

Recommended Action: Approve the reading by title only of all ordinances and that further reading of such ordinances be waived.

10.2 Special and/or Regular Meeting Minutes of June 6, 2023.

Recommended Action: Approve as submitted. [M. Hermann]

10.3 May 2023 Investments Report.

Recommended Action: Accept the monthly investments report for May 2023. [D.

Ibanez]

10.4 Vehicle Purchase for Police, Fire, Facilities, and Fleet Departments.

10.5 Vehicle Purchase for Police and Public Works Departments.

10.6 2023 Street Striping Project.

10.7 Resolution of Intention to Set Public Hearing to Adopt Landscape Maintenance Assessments for Fiscal Year 2024.

Recommended Action: Adopt a resolution of intention to set July 18, 2023, as the public hearing date to adopt landscape maintenance assessments for fiscal year 2023-24. [M. Miller]

10.8 Grant of Easement and Certificate of Conveyance for KCOK Subdivision.

10.9 Oakcrest Phase 1 Subdivision Agreement Renewal.

Recommended Action: Approve subdivision improvement agreement renewal for Phase 1 of the Oakcrest Subdivision for recordation. [M. Miller]

10.10 Rejection of Claim for Damages.

10.11 Library Board Appointment.

Recommended Action: Confirm the mayor’s appointment of Donna Schauland to the Library Board with a term ending June 30, 2026. [M. Hermann]

10.12 Electric Vehicles Contract Amendment.

10.13 Farrar Estates Phase 1 Subdivision Agreement Renewal.

Recommended Action: Approve subdivision improvement agreement renewal for Phase 1 of the Farrar Estates Subdivision for recordation. [M. Hermann]

11. PUBLIC HEARINGS - Comments related to Public Hearing items are limited to three minutes per speaker, for a maximum of 30 minutes per item, unless otherwise extended by the Council.

11.1 Parking and Business Improvement Area Report and Annual Assessments.

Recommended Action: 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 Annual Assessments for Fiscal Year 2024. [D. Ibanez]

11.2 Adoption the City Budgets.

Recommended Action: Adopt a resolution approving and adopting the Fiscal Year 2024 Operating Budget and all sections therein; adopt a resolution approving and adopting the Fiscal Year 2024 Position Control Budget and fixing the rate of compensation of regular full-time and part-time employees, councilmembers, seasonal/temporary employees; adopt a resolution approving and adopting the Fiscal Years 2024-2028 Projects Budget (including the Capital Improvement Plan); and adopt a resolution establishing appropriations limit for Fiscal Year 2024. [D. Ibanez]

12. GENERAL BUSINESS - Comments related to General Business items are limited to three minutes per speaker, for a maximum of 30 minutes per item, unless otherwise extended by the Council.

12.1 Zumwalt Park Amphitheatre Operator Management Agreement.

Recommend Action: Approve the management agreement and authorize the City Manager to execute the Zumwalt Park Amphitheatre Agreement with Spade Entertainment. [J. Glick]

13. FUTURE AGENDA ITEMS - NONE SUBMITTED

14. STAFF UPDATES

15. ADJOURNMENT
The next regularly scheduled meeting of the Tulare City Council is Tuesday, July 18, 2023, at 7:00 p.m. in the Council Chamber, 491 North M Street, Tulare.

City Council Agenda – Special and Regular Meetings June 20, 2023 City of Tulare Page 5

AFFIDAVIT OF POSTING AGENDA
I hereby certify, in conformance with Government Code Sections 54954.2 and 54956, this notice and agenda was posted in the kiosk at the front of City Hall, 411 E. Kern Avenue, as well as on the City of Tulare’s website (www.tulare.ca.gov).

DATE & TIME POSTED: Friday, June 16, 2023
Melissa Hermann, Chief Deputy City Clerk

OFFICE OF THE CITY MANAGER
To: Mayor and City Council Members
From: Marc Mondell, City Manager
Subject: June 20, 2023 Agenda Memo
Date: June 16, 2023
Time Estimates - Time estimates are provided as part of the Council’s effort to manage its time at Council meetings. Listed times are estimates only and are subject to change at any time, including while the meeting is in progress. The Council, by consensus, reserves the right to use more or less time on any item, to change the order of items and/or to continue items to another meeting. Items may be heard before or after the time estimated on the agenda. This may occur to best manage the time at a meeting or to adapt to the participation of the public. 5:45 p.m. - SPECIAL MEETING (STUDY SESSION)

1. CALL TO ORDER SPECIAL MEETING

2. STUDY SESSION - Comments at a special meeting are limited to items listed on the special meeting agenda. Each speaker will be allowed three minutes per item.

2.1 Parks and Recreation Mater Plan and Needs Assessment.

Recommended Action: Receive a presentation on the draft Tulare Parks and Recreation Master Plan and Needs Assessment. [J. Glick] Summary: On September 19, 2021, City Council approved a contract with Pros Consulting in the amount of $99,945.00 for Project PK 2021-002 Tulare Parks and Recreation Master Plan and Needs Assessment. The Community Services Department has been working with Pros Consulting at developing a new fifteen-year Tulare Parks and Recreation Master Plan and Needs Assessment.

The attached draft materials are the result of numerous staff meetings, public meetings, focus group discussions, and a community wide survey. In addition, all aspects of the Parks and Recreation Department were evaluated by the consultant. In turn, the consultant compared the City’s Community Services Department with other agencies across the nation and created a plan for moving forward.

At the May 25, 2023, Tulare Parks and Recreation Commission meeting, the Commission received and reviewed the draft Tulare Parks and Recreation Master Plan and Needs Assessment and recommended that the Tulare City Council approve the draft Tulare Parks and Recreation Master Plan and Needs Assessment.

Michael Svetz from Pros Consulting will give a presentation of 2023 Tulare Parks and Recreation Master Plan and Needs Assessment. Council is requested to receive a Tulare City Council Page 2
Agenda Memo – June 20, 2023
presentation on the draft materials and offer feedback to staff and the consultant. Staff will return to Council at a later point with a final document for formal consideration.

3. ADJOURNMENT OF SPECIAL MEETING
7:00 p.m. - REGULAR MEETING

4. CALL TO ORDER REGULAR MEETING

5. PLEDGE OF ALLEGIANCE AND INVOCATION - Aaron Talbot, Pastor of First Church of God to deliver invocation.

6. PRESENTATIONS [Time Estimate: 7:05-7:50 p.m.]

6.1 Adventist Health Tulare.

9. COUNCIL REPORTS AND ITEMS OF INTEREST [Time Estimate: 8:05-8:10 p.m.]

9.1 July 4, 2023 Regular City Council meeting is canceled.

10.1 Waive the reading of ordinances and approve reading by title only.

Recommended Action: Approve the reading by title only of all ordinances and that further reading of such ordinances be waived.

10.2 Special and/or Regular Meeting Minutes of June 6, 2023.

Recommended Action: Approve as submitted. [M. Hermann]
Tulare City Council Page 3
Agenda Memo – June 20, 2023

10.3 May 2023 Investments Report.

Recommended Action: Accept the monthly investments report for May 2023. [D.

Ibanez]
Summary: The investments report for May 2023 is submitted for Council review and acceptance.

10.4 Vehicle Purchase for Police, Fire, Facilities, and Fleet Departments.

Recommended Action: Award the purchase of four new/unused 2024 Chevrolet trucks to National Auto Fleet Group, of Watsonville, CA using Sourcewell Contract No. 091521-NAF in the amount of $278,856.63, which includes all fees, tax, and shipping. [T. Whitfield]
Summary: The City is a member of Sourcewell, which is a national public service agency that provides for cooperative purchasing for government agencies. Through the Sourcewell Contract No. 091521-NAF, staff is requesting authorization to purchase four new/unused 2024 Chevrolet trucks from National Auto Fleet Group, of Watsonville, CA in the amount of $278,856.63.

The proposed trucks include three replacement units and one new expansion unit for the Police Department. The trucks are as follows:

These vehicles are currently requested for replacement in the FY 2023/24 Fleet Replacement budget in the amount of $310,000. The cost of the trucks does include Douglass truck bodies as requested by the departments. The remaining budget left on the trucks will be used to finish outfitting the trucks for service. The Sourcewell purchasing contract is available to agencies nationwide and is therefore very competitive and very limited. On June 1, 2023, National Auto Fleet Group notified staff that the ordering window for Chevrolet 2500HD and 3500HD trucks was open. Last year when the window opened, the Chevrolet orders were all filled in under 48 hours.

The Fleet Superintendent made contact and was able to place an order for 8 Chevrolet trucks (4 for the utility divisions, and 4 for other departments). Due to the time constraints, the City Manager approved the issuance of a purchase order to secure the trucks. If the Council does not approve this item, the build will be canceled, and we will have to wait for the next availability of trucks through the National Auto Fleet Group.

10.5 Vehicle Purchase for Police and Public Works Departments.

Recommended Action: Award the purchase of five new/unused 2024 Chevrolet Malibu sedans to National Auto Fleet Group, of Watsonville, CA using Sourcewell Contract No. 091521-NAF in the amount of $138,612.18, which includes all fees, tax, and shipping. [T. Whitfield]
Tulare City Council Page 4
Agenda Memo – June 20, 2023
Summary: The City is a member of Sourcewell, which is a national public service agency that provides for cooperative purchasing for government agencies. Through the Sourcewell Contract No. 091521-NAF, staff is requesting authorization to purchase five (5) new/unused 2024 Chevrolet Malibu sedans from National Auto Fleet Group, of Watsonville, CA in the amount of $138,612.18.

Four of the proposed sedans are replacement units for the Police Department, Investigations Division. These vehicles are replacing units 370, 351, 352, and 014.

These vehicles are currently requested for replacement in the FY 2023/24 Fleet Replacement budget in the amount of $160,000. The remaining budget left on the sedans will be used to finish outfitting them for service. The fifth sedan being purchased is an expansion vehicle for the Public Works Department for the Conservation Coordinator and is budgeted in the current year in the amount of $35,000.

The Sourcewell purchasing contract is available to agencies nationwide and is therefore very competitive and very limited. On June 5, 2023, National Auto Fleet Group notified staff that the ordering window for the Chevrolet Malibu sedans was open. The Fleet Superintendent made contact and was able to place an order for 5 Chevrolet Malibu sedans (4 for the Police Department and 1 for the Public Works Department). Due to the time constraints, the City Manager approved the issuance of a purchase order to secure the sedans. If the Council does not approve this item, the build will be canceled, and we will have to wait for the next availability of sedans through the National Auto Fleet Group.

10.6 2023 Street Striping Project.

Recommended Action: Award and authorize the City Manager to approve a contract with Central Valley Striping of Lindsay, California, in the amount of $231,393.15 for the City’s 2023 Street Striping Project. [A. Bettencourt] Summary: City staff posted a Request for Bids (RFB 23-782) on May 9, 2023 and advertised RFB 23-782 in the Visalia Times-Delta/Tulare Advance-Register on May 9, 2023 and May 16, 2023, requesting sealed bids for the City’s 2023 Street Striping Project. The work to be done consists of the striping of existing traffic strips and installing new traffic striping as required, and other pavement marking details that are required by the Standard Specifications, City of Tulare Standards, or Special Provisions which shall be performed, placed, constructed, or installed within public streets and Caltrans right of way. The bid specified the work for the following:
• 136,000 linear feet of 6-inch edge lines
• 151,722 linear feet of 6-inch broken lines
• 34,871 linear feet of 8-inch single solid lines
• 22,000 linear feet of two-way left turns
• 236,754 linear feet of double yellow center lines
• 125,000 linear feet of 6-inch edge/and or inside bike lane lines • 130,000 linear feet of 6-inch bike lane lines
• 27,000 linear feet of 6-inch intersection bike lane lines • 250 square feet of “Symbol 9C Rider w/Helmet) and arrow pavement markings Tulare City Council Page 5
Agenda Memo – June 20, 2023
• 333 Arrow markings
• 23,747 square feet of traffic signal crosswalk markings • 500 retro-reflective raised pavement markers
• Removal of existing markings (1,000 square feet)
• Removal of existing striping (500 linear feet)
On June 8, 2023, the City of Tulare received and opened the following bids pertaining to RFB 23-782:

VENDOR BID
Sterndall Enterprises, LLC
Stockton, CA
$614,123.75
Chrisp Company
Stockton, CA
$654,556.80
Central Valley Striping
Lindsay, CA
$231,393.15
The Engineer’s Estimate for this project was $350,000.

After reviewing the bids, staff has determined that the proposed $231,393.15 bid from Central Valley Striping. is the lowest responsive and responsible bid that meets the City’s needs as identified in the RFB.

10.7 Resolution of Intention to Set Public Hearing to Adopt Landscape Maintenance Assessments for Fiscal Year 2024.

Recommended Action: Adopt a resolution of intention to set July 18, 2023, as the public hearing date to adopt landscape maintenance assessments for fiscal year 2023-24. [M. Miller]
Summary: The city is required to adopt a resolution of intention to set a public hearing date to establish landscape maintenance assessments for fiscal year 2023-24. The attached resolution of intention serves as the public notice and is published in the local newspaper.

10.8 Grant of Easement and Certificate of Conveyance for KCOK Subdivision.

Recommended Action: Authorize the City Manager to execute a Grant of Easement and Certificate of Conveyance to Southern California Edison Company (SCE) for installation and maintenance of SCE utilities located within Landscape Lot B, a future City Park located within the KCOK subdivision, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager. [M. Miller] Summary: As part of the subdivision improvements for Phase 2B of the KCOK subdivision, the developer was required to underground SCE electrical lines along the subdivision’s Spyglass Street frontage. The undergrounding of electrical lines requires certain structures, such as enclosures, vaults, manholes, etc., to be placed at ground level. SCE is proposing to locate these structures and conduit within Landscape Lot B of the KCOK 2B subdivision, which is a future City Park site located along the east side of Spyglass Street. Landscape lots are deeded to the City as part of the Tulare City Council Page 6
Agenda Memo – June 20, 2023
Landscape Maintenance District established for the subdivision. Landscape lots that are not also designated as street right-of-way are not included in the City’s existing franchise agreements with SCE, and a separate easement is required for SCE to construct, maintain, and repair utilities located within these lots. The conveyance of easements to SCE is normal practice when development is required to underground SCE infrastructure and portions of that infrastructure are located outside of the City street right-of-way.

A copy of the draft grant of easement to SCE and certificate of conveyance are attached to this transmittal. Also attached for reference are two exhibits showing the location of the requested easement on Landscape Lot B, and Landscape Lot B in its entirety.

10.9 Oakcrest Phase 1 Subdivision Agreement Renewal.

Recommended Action: Approve subdivision improvement agreement renewal for Phase 1 of the Oakcrest Subdivision for recordation. [M. Miller] Summary: Planning Commission Resolution No. 4643 adopted on June 19, 2006 approved the tentative map for the Oakcrest Subdivision (previously known as the Shenandoah Park Subdivision) located half a mile west of West Street on Tulare Avenue. The overall subdivision comprises approximately 46 acres consisting of 206 lots and is being developed in three phases. Phase 1 of the Oakcrest Subdivision consists of 115 single-family residential lots. A copy of Resolution 4643 and an exhibit showing Phase 1 are attached for reference.

In conjunction with the approval of the subdivision final map for Phase 1 of the Oakcrest subdivision, the City and the developer, D.R. Horton, entered into a subdivision improvement agreement. The agreement provided a one-year term for the developer to complete the subdivision improvements, with provisions for an automatic one-year extension upon request and subject to the City Engineer’s review and approval of the sufficiency of the performance and payment securities provided. The one-year extension was approved and the developer has completed 95% of the required subdivision improvements, however, it is now necessary for the Developer renew the subdivision improvement agreement to provide additional time to complete the improvements. A new subdivision agreement subject to City Council approval is required.

Staff has reviewed the performance and payment securities originally posted by the Developer, and has verified that they are still valid and are sufficient to cover the estimated cost of all uncompleted improvements. The Developer has continued to make satisfactory progress towards the completion of all required improvements, with completion anticipated within three-months’ time. The attached subdivision improvement agreement is in accordance with the current standard format reviewed and approved by the City Attorney.

Tulare City Council Page 7
Agenda Memo – June 20, 2023

10.10 Rejection of Claim for Damages.

Recommended Action: Reject the liability claim for damages filed on May 30, 2023, by Attorney Derek P. Wiseheart on behalf of the Estate of Jesse Garcia; Amy Smith obo Jryden G., a minor; Jesse Garcia (Father); Monica Garcia (Mother), FR 100720. [J. Avila]
Summary: On May 30, 2023, the City received a liability claim for damages form filed by Attorney Derek P. Wiseheart on behalf of the Estate of Jesse Garcia; Amy Smith obo Jryden G., a minor; Jesse Garcia (Father); Monica Garcia (Mother). The claim is relating to an officer involved shooting on December 1, 2022 at or near Cartmill Avenue and N. West Street in Tulare. The claim names the City of Tulare and the County of Tulare and for the wrongful death of Jesse Garcia and violation of his civil rights. The amount of the claim is an unlimited civil case exceeding $10,000.

The claim has been filed with the Central San Joaquin Valley Risk Management Authority (RMA), and they have recommended that the claim be rejected and staff be directed to notify the claimant’s attorney through a Notice of Rejection of Claim.

10.11 Library Board Appointment.

Recommended Action: Confirm the mayor’s appointment of Donna Schauland to the Library Board with a term ending June 30, 2026. [M. Hermann] Summary: The Library Board was established pursuant to California Education Code § 18910 which states that a public library shall be managed by a board of library trustees, consisting of five members, to be appointed by the mayor with the consent of the Council. The Board advises staff and Council on all matters relating to library services. Members serve three-year terms. The Board meets at 4:00 p.m. on the third Wednesday of each month at the Tulare Public Library.

Donna Schauland’s term expires on June 30, 2023. This term expiration was included on the City of Tulare Local Appointments List for 2023 which was posted on the City’s website in December 2022. The mayor was provided five applications of those interested in serving on the Library Board. Following review, the mayor has selected Donna Schauland to continue to serve on the Board. This selection must be confirmed by the Council.

10.12 Electric Vehicles Contract Amendment.

Recommended Action: Authorize the City Manager or his designee to approve amendments to the electric vehicle grant from the San Joaquin Valley Air Pollution Control District (SJVAPCD) and replace eight electric vehicles to eight street legal electric golf carts. [M. Correa]
Summary: On June 15, 2022, the City Council approved staff to apply for a grant and purchase electric powered vehicles for the year 2020-2021. Staff intended to apply for grant funding to replace gasoline powered light vehicles that have reached the end of useful life with hybrid vehicles. The grant was $60,000 ($20,000 per vehicle) for fiscal 2020-2021 and $100,000 ($20,000 per vehicle) for 2021-2022.

Tulare City Council Page 8
Agenda Memo – June 20, 2023
After placing the order for the eight vehicles, the City received an email from Ford stating that due to the vehicles demand and shortage of the electric motors, they will delay the delivery. No revised delivery date was provided. Staff contacted SJVAPCD to explain the situation due to getting close to the expiration of the contract. SJVAPCD informed staff that the City can process an amendment to the contract before it expires.

After reviewing the SJVAPCD light duty electric vehicle list, staff found 2023 golf cart Kandi that will be assigned to the following Departments and help reduce the usage of gasoline-powered vehicles:

10.13 Farrar Estates Phase 1 Subdivision Agreement Renewal.

Recommended Action: Approve subdivision improvement agreement renewal for Phase 1 of the Farrar Estates Subdivision for recordation. [M. Hermann] Summary: Planning Commission Resolution No. 5355, adopted on December 23, 2019, approved the tentative map for the Farrar Estates Subdivision located along the north side of Tulare Avenue (State Route 137) west of Morrison Street. The overall subdivision comprises approximately 76.5 acres consisting of 360 lots and is being developed in four phases. Phase 1 of the Farrar Estates Subdivision consists of 99 single-family residential lots. A copy of Resolution 5355 and an exhibit showing Phase 1 are attached for reference.

In conjunction with the approval of the subdivision final map for Phase 1 of the Farrar Estates subdivision, the City and the developer, Woodside 06N, LP, entered into a subdivision improvement agreement. The agreement provided a one-year term for the developer to complete the subdivision improvements, with provisions for an automatic one-year extension upon request and subject to the City Engineer’s review and approval of the sufficiency of the performance and payment securities provided. The one-year extension was approved, and the developer has since completed the majority of the on-site improvements. Offsite improvements consisting of intersection improvements at Tulare Avenue (State Route 137) and Morrison Street, frontage improvements along Tulare Avenue, and improvements to Morrison Street remain to be completed. These improvements are all dependent upon Caltrans review and approval of the plans and specifications for the Tulare Avenue and Morrison Street intersection improvements. These items are currently under expedited review by Caltrans, with an anticipated construction permit approval date in September.

Contract # Vehicle Replace with Assigned to
G-115509 Ford Escape PHEV 2023 Kandi Cart 6P LSV PW WWTP* G-115511 Ford Escape PHEV 2023 Kandi Cart 6P LSV PW WWTP* G-115512 Ford Escape PHEV 2023 Kandi Cart 6P LSV PW WWTP* G-127162 Ford Interceptor Utility Hybrid 2023 Kandi Cart 6P LSV PD G-127163 Ford Interceptor Utility Hybrid 2023 Kandi Cart 6P LSV FD/Parks G-127164 Ford Interceptor Utility Hybrid 2023 Kandi Cart 6P LSV OSCF CE G-127165 Ford Interceptor Utility Hybrid 2023 Kandi Cart 6P LSV OSCF CE G-127166 Ford Interceptor Utility Hybrid 2023 Kandi Cart 2P LSV OSCF CE *PW WWTP will replace 3 gas vehicles
Tulare City Council Page 9
Agenda Memo – June 20, 2023
It is necessary for the Developer to renew the subdivision improvement agreement to provide additional time to complete the improvements. A new subdivision agreement subject to City Council approval is required. Staff has reviewed the performance and payment securities originally posted by the Developer and has verified that they are still valid and are sufficient to cover the estimated cost of all uncompleted improvements. The attached subdivision improvement agreement is in accordance with the current standard format, which has been reviewed and approved by the City Attorney.

11. PUBLIC HEARINGS - Comments related to Public Hearing items are limited to three minutes per speaker, for a maximum of 30 minutes per item, unless otherwise extended by the Council.

11.1 Parking and Business Improvement Area Report and Annual Assessments. [Time Estimate: 8:25-8:45 p.m.]
Recommended Action: 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 Annual Assessments for Fiscal Year 2024. [D. Ibanez]
Summary: Tulare Municipal Code Section 8.48.080 requires the Advisory Board of the Parking and Business Improvement Area 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 report was presented to and approved as is by the City Council on June 6, 2023. A public hearing was set for June 20, 2023, to confirm the report and levy assessments for Fiscal Year 2024.

11.2 Adoption the City Budgets. [Time Estimate: 8:45-9:15 p.m.] Recommended Action: Adopt a resolution approving and adopting the Fiscal Year 2024 Operating Budget and all sections therein; adopt a resolution approving and adopting the Fiscal Year 2024 Position Control Budget and fixing the rate of compensation of regular full-time and part-time employees, councilmembers, seasonal/temporary employees; adopt a resolution approving and adopting the Fiscal Years 2024-2028 Projects Budget (including the Capital Improvement Plan); and adopt a resolution establishing appropriations limit for Fiscal Year 2024. [D. Ibanez] Summary: On May 16, 2023, staff provided Council with a first draft of the proposed budget for the General Fund for Fiscal Year 2024 (including the Personnel Control Budget). On May 23, 2023, staff provided the second iteration of the proposed General Fund budget which included revisions requested by staff. At that meeting, Council provided recommendations to be considered and addressed in the next review. A third iteration was provided to Council on June 6. Council directed staff to allocate a total of $15,000 each to the Tulare Baseball Association and Tulare Softball Association for utility assistance and to appropriated $50,000 to a non-departmental fund for use as to be decided by Council at a future date. The final proposed budget for the General Fund for Fiscal Year 2024 (including the Personnel Control Budget) is being presented for approval and adoption.

Tulare City Council Page 10
Agenda Memo – June 20, 2023
General Fund
Anticipated General Fund Revenue 55,841,187
Estimated Expenditures 54,624,922
Revenues in Excess of Expenditures 1,216,265
The Projects Budget is reviewed biennially. The Projects Budget was submitted to the Planning Commission on June 12, 2023, who confirmed that the Fiscal Years 2024- 2028 projects were consistent with the City’s General Plan pursuant to California Government Code Section 65401. The Projects Budget for Fiscal Years 2024-2028 is being presented for approval and adoption. Included within the Projects Budget is the City’s Capital Improvement Plan (CIP) budget. The CIP only includes projects that involve “capital assets” as defined under generally accepted accounting principles (GAAP). “Projects” may include studies, large expenditure maintenance of capital assets (such as streets, utility assets, etc.), and other discrete efforts, but CIP projects are projects that will create assets that must be capitalized under GAAP.

The Board of Public Utilities Commissioners (BPU) held a public hearing on June 1, 2023, to adopt the Fiscal Year 2024 Municipal Utilities Operating Budget, Position Control Budget, and Projects Budget (including the Capital Improvement Plan) for Fiscal Years 2024-2028. The adopted resolutions of the BPU have been included as part of this packet.

Annually, the Council must adopt the City’s appropriations limit. The amount is adjusted annually for population and inflation. The proposed limit is above the City’s proposed budget appropriations, so the City is in compliance.

12. GENERAL BUSINESS - Comments related to General Business items are limited to three minutes per speaker, for a maximum of 30 minutes per item, unless otherwise extended by the Council.

12.1 Zumwalt Park Amphitheatre Operator Management Agreement. [Time Estimate: 9:25- 9:45 p.m.]
Recommended Action: Approve the management agreement and authorize the City Manager to execute the Zumwalt Park Amphitheatre Agreement with Spade Entertainment. [J. Glick]
Summary: On December 7, 2021, City Council approved $9,820,000 of non-Category 3 American Rescue Plan Act (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 $5,000,000 allocated for the construction of the Zumwalt Park Amphitheatre and renovation project.

On January 18, 2022, the City Council approved a contract with Lane Engineers for conceptual design services for the renovation of Zumwalt Park and Amphitheatre.

These were presented to members of the community in a public outreach meeting held on May 4, 2022. In addition, staff made the same presentation to the Tulare Parks and Recreation Commission on June 14, 2022 and has made similar presentations to a number of local groups and associations.

Tulare City Council Page 11
Agenda Memo – June 20, 2023
On July 27, 2022, a Request for Proposals (RFP) for the Zumwalt Park Amphitheatre Operator was published and due on September 14, 2022. Staff advertised the RFP locally and on the City website.

Staff received one proposal, from Spade Entertainment out of Folsom, California.

Spade Entertainment currently works with the City of Rocklin, City of Citrus Heights and the City of Sacramento on various entertainment projects. Spade Entertainment has over 25 years of experience in radio, special events and the concert business.

They produce live music, cultural events, music festivals and corporate rentals at various parks in Northern California. They produce a combined 70 shows a year at various locations with crowd estimates from 1,000 to 18,000 people. They strive to put “heads in beds at hotels and making your City a destination.” On December 6, 2022, the City Council heard a presentation from Spade Entertainment and approved a term sheet and directed staff to move forward on a management agreement with Spade Entertainment.

Over the past several months, staff has been discussing an operations and compensation agreement with Spade Entertainment. The highlights of the agreement (please see Attachment 1) are as follows:
• A three-year agreement with a three-year option
• The Operator will schedule 15 events the first year and more events in subsequent years
• The City will receive $1 for every ticket sold and will be responsible for collecting all parking revenue fees. The City will receive twenty percent of all sponsorship revenue collected after costs. The City will collect $1,000.00 for every private party rental that comes from the Operator. • The City will pay the Operator $100,000 the first year and $75,000 in subsequent years for all aspects of event marketing/management for the venue.
• The City will be responsible for security deposits of $150,000 for each year of the agreement for the ability to book talent; In turn, the Operator would reimburse the City 100 percent of the booking fees 30 days after each event. • The Operator will handle all aspects of food and beverage at the venue. • The Operator will have commercial general liability insurance naming the City of Tulare as additional insured.

13. FUTURE AGENDA ITEMS - NONE SUBMITTED [Time Estimate: 9:45-9:45 p.m.]

14. STAFF UPDATES [Time Estimate: 9:45-9:50 p.m.]

15. ADJOURNMENT
The next regular meeting of the Tulare City Council is Tuesday, July 18, 2023, at 7 p.m.

Staff Report
Meeting: City Council
Date: June 20, 2023
Department: Community Services
Submitted by: Community Services Director Jason Glick
Agenda Title: Parks and Recreation Master Plan and Needs Assessment

RECOMMENDED ACTION
Receive a presentation on the draft Tulare Parks and Recreation Master Plan and Needs Assessment.

SUMMARY
On September 19, 2021, City Council approved a contract with Pros Consulting in the amount of $99,945.00 for Project PK 2021-002 Tulare Parks and Recreation Master Plan and Needs Assessment. The Community Services Department has been working with Pros Consulting at developing a new fifteen-year Tulare Parks and Recreation Master Plan and Needs Assessment.

Michael Svetz from Pros Consulting will give a presentation of 2023 Tulare Parks and Recreation Master Plan and Needs Assessment. Council is requested to receive a presentation on the draft materials and offer feedback to staff and the consultant. Staff will return to Council at a later point with a final document for formal consideration.

FISCAL IMPACT & FUNDING SOURCE(S)
There is no fiscal impact associated with this action.

LEGAL REVIEW
This item does not require legal review.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
Item #: 2.1
Study Session

2.1 Study Session Page 1

ATTACHMENTS

1. Draft Tulare Parks and Recreation Master Plan and Needs Assessment.

Reviewed/Approved:

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2023
City of Tulare
Parks and Recreation
Master Plan

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Parks and Recreation Master Plan
i

ACKNOWLEDGEMENTS
This plan is made possible by the commitment to improve the quality of life for all residents through parks and recreation by the Tulare City Council, the Parks and Recreation Advisory Board, and staff.

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City of Tulare
ii

TULARE COMMUNITY SERVICES DEPARTMENT

MISSION

OUR MISSION IS TO PROVIDE RECREATIONAL EXPERIENCES, ENHANCE HUMAN

DEVELOPMENT, PROMOTE HEALTH AND WELLNESS, SUPPORT CULTURAL UNITY,

FACILITATE COMMUNITY PROBLEM-SOLVING, PROTECT NATURAL RESOURCES,

STRENGTHEN COMMUNITY IMAGE AND SENSE OF PLACE, SUPPORT ECONOMIC

DEVELOPMENT, STRENGTHEN COMMUNITY SAFETY THROUGH THE PROVISION OF LEISURE PROGRAMS.

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Parks and Recreation Master Plan
iii
Table of Contents
CHAPTER ONE – EXECUTIVE SUMMARY ................................................................................................. 1 PROJECT PURPOSE AND GOAL .................................................................................................... 1 PROJECT PROCESS ....................................................................................................................... 1 ELEMENTS OF THE PLAN ................................................................................................................ 2 TULARE MASTER PLAN ORGANIZATION ....................................................................................... 2 SUMMARY OF KEY FINDINGS AND RECOMMENDATIONS ......................................................... 2 IMPLEMENTING THE MASTER PLAN .............................................................................................. 9 CHAPTER TWO - DEMOGRAPHIC AND TREND ANALYSIS ................................................................... 10 INTRODUCTION ........................................................................................................................... 10 DEMOGRAPHIC ANALYSIS ......................................................................................................... 10 METHODOLOGY ......................................................................................................................... 10 TULARE DEMOGRAPHIC IMPLICATIONS .................................................................................... 18 NATIONAL RECREATION TRENDS ANALYSIS .............................................................................. 19 PARTICIPATION BY GENERATION .............................................................................................. 29 NON-PARTICIPANT INTEREST BY AGE SEGMENT ....................................................................... 30 RECREATION TRENDS FOR THE SENIOR POPULATION (55+) ..................................................... 31 LOCAL TRENDS – GENERAL SPORTS MARKET POTENTIAL .......................................................... 32 RECREATION TRENDS SUMMARY ............................................................................................. 34 CONCLUSION ........................................................................................................................... 35 CHAPTER THREE - COMMUNITY NEEDS ASSESSMENT .......................................................................... 36 QUALITATIVE INPUT SUMMARY .................................................................................................. 36 STASTICALLY VALID SURVEY....................................................................................................... 38 PRIORITY INVESTMENT RANKINGS ............................................................................................. 47 CHAPTER FOUR - PROGRAM AND SERVICES ASSESSMENT ................................................................ 52 OVERVIEW OF PRIORITIES AND CORE PROGRAM AREAS ........................................................ 52 AGE SEGMENT ANALYSIS ........................................................................................................... 54 LIFECYCLE ANALYSIS .................................................................................................................. 55 PROGRAM AND SERVICE CLASSIFICATION .............................................................................. 56 UNDERSTANDING THE FULL COST OF SERVICE .......................................................................... 62 OTHER KEY FINDINGS ................................................................................................................. 63 OTHER KEY RECOMMENDATIONS .............................................................................................. 64 PROGRAM PLAN SUMMARY ...................................................................................................... 65 CHAPTER FIVE - FACILITY ASSESSMENTS AND SERVICE LEVELS ANALYSIS ........................................ 67 PARK CLASSIFICATION AND PARK DESIGN PRINCIPLES .......................................................... 67 DEVELOPED PARK/FACILITY INVENTORY AND ASSESSMENT .................................................... 77 LEVEL OF SERVICE STANDARDS ................................................................................................. 87 PROXIMITY STANDARDS ............................................................................................................. 89 CHAPTER SIX – CAPITAL IMPROVEMENT COST ESTIMATING .............................................................. 90

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10-YEAR CAPITAL IMPROVEMENT PLAN DEVELOPMENT – GENERAL ASSUMPTIONS .............. 90 SUSTAINABLE PROJECT RECOMMENDATIONS – MAINTAINING WHAT WE HAVE ................... 91 EXPANDED SERVICES RECOMMENDATIONS – IMPROVING WHAT WE HAVE ......................... 91 VISIONARY RECOMMENDATIONS – DEVELOPING NEW OPPORTUNITIES ................................ 92 CAPITAL IMPROVEMENT SUMMARY BY TIER ............................................................................. 94 PROJECT PRIORITIZATION CRITERIA ........................................................................................... 94 CHAPTER SEVEN - CAPITAL IMPROVEMENT PLAN FUNDING .............................................................. 96 HIGHLY IMPLEMENTABLE FUNDING STRATEGIES ....................................................................... 96 FUNDING STRATEGY OPPORTUNITIES FOR CONSIDERATION ................................................... 99 FUNDING STRATEGY OPPORTUNITIES FOR OTHER DEPARTMENTS .......................................... 101 GRANTS THROUGH PRIVATE FOUNDATIONS AND CORPORATIONS ...................................... 102 CHAPTER EIGHT – MAINTENANCE ASSESSMENTS .............................................................................. 105 PARKS MAINTENANCE LINES OF SERVICE ............................................................................... 105 MAINTENANCE MODES AND STANDARDS .............................................................................. 105 PARK MAINTENANCE KEY FINDINGS ....................................................................................... 107 PARK MAINTENANCE KEY RECOMMENDATIONS ................................................................... 108 OTHER PARKS MAINTENANCE RECOMMENDATIONS ............................................................. 109 CHAPTER NINE – STRATEGIC IMPLEMENTATION ................................................................................ 110 CHAPTER TEN – CONCLUSION ........................................................................................................... 114 APPENDIX A – RECREATION PROGRAM STANDARDS ....................................................................... 115 APPENDIX B – LIFECYCLE REPLACEMENT SCHEDULE ......................................................................... 118 APPENDIX C – CEQA DETERMINATION .............................................................................................. 119 APPENDIX D - STATISTICALLY VALID SURVEY .................................................................................... 121

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1 CHAPTER ONE – EXECUTIVE SUMMARY
The Tulare Community Services Department’s Parks and Recreation Division provides a wide array of programs for the entire family. The division is responsible for coordinating activities including instructional classes and sports programs for youth and adults, as well as special community events. It also maintains all city parks totaling 363 acres, city medians, and landscaping and lighting districts. The goal of the division is to create community through people, parks, and programs.

Additionally, the division is also responsible for the execution of the long-term goal of the City to develop an emergency shelter for unhoused individuals to live as they transition back to permanent housing.

Funded by the approval of Measure Y, the City of Tulare has begun the development of the permanent homeless shelter that will be managed by a third-party operator whose contract will be overseen by the Community Services Department. While the permanent shelter is being developed, the City obtained a grant through the State of California and the Community Services Department led the effort to establish a temporary encampment that can begin to address the needs of our unsheltered community members.

PROJECT PURPOSE AND GOAL
The purpose of the City of Tulare Parks and Recreation Master Plan is to provide a roadmap for future investment in recreational experiences, parks, and facilities for the city over the next 10 years. This plan is based on recognized park planning principles and standards, and reflects input from Tulare residents including, but not limited to, City Council, City staff, Parks and Recreation Advisory Board, and project steering committee.

The City of Tulare Parks and Recreation Master Plan (Master Plan) focuses on identifying the City’s current and future recreation needs to aid City staff and decision-makers in providing and equitable distribution of recreational facilities and opportunities to Tulare residents and stakeholders. Primary outcomes of the Master Plan include:
• Evaluation of the existing parks and recreation system; • Establishing the vision, goals, and policies to guide decision-making; • Documenting priorities and needs of the current and future population based on data-driven input;
• Developing a 10-year departmental capital improvement reinvestment strategy that outlines projects, anticipated costs, and implementation strategy; • Providing a record of issues discussed and decisions made;

PROJECT PROCESS
The foundation of the Master Plan was to incorporate a variety of data and mine local knowledge using a comprehensive stakeholder participation process and community surveys. The stakeholder input process incorporated a variety of methods that included interviews, focus group meetings, and public forums/presentations. The data generated from these critical community interactions helped to define the true unmet recreation needs of the community, as well as address key operational issues, provide recommendations for business-related changes, and strategize on how to best position the City and Community Services Department to move forward for optimal results.

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City of Tulare
2 ELEMENTS OF THE PLAN
The planning process for the Master Plan was completed with City staff and included:
• The collection of available information;
• Data analysis to determine inventory and condition of current facilities; • Determination of supply and demand within the community; and • Developing recommendations for meeting the needs of the community through an analysis of programs and facilities.

The data collected from the staff and onsite facility assessments was utilized to identify key factors, issues, and concerns regarding the parks and recreation system and how the City’s Community Services Department manages operations.

TULARE MASTER PLAN ORGANIZATION
This Master Plan presents the overall analysis, findings, and recommendations for the next 10 years. This study begins with an Executive Summary that provides an overview, and the following sections respond to the primary outcomes, determine needs, and offer operational and capital improvement recommendations.

SUMMARY OF KEY FINDINGS AND RECOMMENDATIONS
Following the assessment of the City’s parks and recreation system, a variety of key findings were identified to support the implementation of the Master Plan. These key findings help to guide decisionmaking for the next five to ten years.

1.5.1 MARKET ANALYSIS KEY FINDINGS

POPULATION
The population is projected to remain relatively constant and is projected to experience a population increase of 14.1% over the next 15 years. This is in-line with the national average over the same time period. With a growing population, park and recreation services will need to strategically reinvest and expand parks and recreation facilities in relation to current and future residential population.

AGE SEGMENTATION
Tulare has a balanced age segmentation with the largest group being 18-34 (27%). Over the next 15 years, the city is projected to be younger than national averages as the 65+ segment will make up only 12% of Tulare’s population in 2037 – U.S. projections are for the 65+ population to be 23% of the total population.

RACE AND ETHNICITY
A very diversify community will likely focus the city on providing traditional and emerging programming and service offerings.

HOUSEHOLDS AND INCOME
With median and per capita household income averages consistent with MSA and national averages, it would be important for the city to prioritize providing offerings that are first class with exceptional customer service while seeking modest opportunities to create revenue generation.

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Parks and Recreation Master Plan
3 1.5.2 COMMUNITY INPUT KEY FINDINGS
Input from the community confirmed that Tulare’s parks are loved by many, but there are gaps in service and amenities and additional City investment is needed to maintain and reinvest in parks and facilities for the community. Participants see the system as one that is well-maintained with great staff. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. The following summarizes the themes of community input:

ECONOMIC DEVELOPMENT THROUGH PARK REINVESTMENT
Opportunity exists for park development to enhance and/or advance economic development. There is also an opportunity for economic development to enhance and support park development. • Parks and recreation can play a significant role in business attraction, residential development, and the overall quality of life attributes desired by the community. • Investment in parks reflects the community’s value set and the City’s overall attitude of being an active player in the betterment of the community.

INVESTING IN THE EXISTING PARKS SYSTEM
• Continue to focus on reinvesting in, and maintaining existing parks and facilities. • Programs and services need to evolve with recreational trends change. • Additional athletic fields are highly desired by the community.

TRAILS AND CONNECTIVITY
• Desire for a connected, accessible recreational trail system that also supports active transportation and Safe Routes to School initiatives.
• Opportunities exist to, in part, help meet the trail needs of the community, in partnership with the development community.

ADVOCACY AND AWARENESS
• Increased communication/marketing is needed to develop more advocacy for, and the awareness of, the parks and recreation system.

FUNDING THE PARKS AND RECREATION SYSTEM
• Creative and multiple funding strategies are required to meet the needs of the community, specifically for operations and maintenance of parks.
• Securing grant funding through multiple State and Federal funded grant programs will be critical for funding park developments over the next 10 years.

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City of Tulare
4 1.5.3 PROGRAM AND FACILITY PRIORITY RANKINGS
The purpose of the Program and Facility Priority Rankings is to provide a prioritized list of facility/amenity needs and recreation program needs for the community served by the city. The analysis completed evaluated both quantitative and qualitative data.

The results of the priority rankings are tabulated into three categories: High Priority (top third), Medium Priority (middle third), and Low Priority (bottom third) and are summarized below:

1.5.4 RECREATION PROGRAM RANKINGS

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5 1.5.1 ACTIVE AGING PROGRAM AND SERVICE RANKINGS

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City of Tulare
6 1.5.1 PARK, FACILITY AND AMENITY RANKINGS

1.5.2 LEVEL OF SERVICE AND FACILITY ANALYSIS

KEY FINDINGS
The Tulare Community Services Department currently has a quality staff that operates and manages a unique system of parks, trails, community facilities, and open spaces that are generally in good condition. • Tulare currently provides a total LOS of 3.29 acres of developed parks per 1,000 residents based on the City’s current population. When compared to the General Plan 2035 targeted LOS standards for developed parks at 4.0 acres per 1,000 residents, the city is currently deficient by 64 acres.
• To keep up with the projected population growth and to meet the General Plan 2035 recommended LOS standards, the city will need to develop and add a total of 89 acres of developed parks to the system by the year 2037.
• The city currently meets the 2037 standards for community parks, as well as skate parks, urban fishing lakes, and disc golf courses but is deficient in athletic fields, sport courts, indoor recreation facility square footage, and a variety of other park and recreation amenities.

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Parks and Recreation Master Plan
7 • The top two park classification needs in the city in 2023 and the future are neighborhood parks and regional parks.

KEY RECOMMENDATIONS
Based on a thorough review of the parks and recreation system and public input, it is recommended that the city pursue the redevelopment of specific parks as well as the development of trails and 89 acres of park land to meet the communities needs by 2037.

The table on the following page details the current and recommended LOS for the Tulare Parks and Recreation System.

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City of Tulare
8 Park Classification City Inventory Total Inventory
Current % of
Inventory
Provided by
City
Meet Standard/
Need Exists
PARKSPOCKET PARKS Acre(s) 6.58 6.58 100% 0.09 acres per 1,000 0.11 acres per 1,000 Need Exists 2 Acre(s) NEIGHBORHOOD PARKS Acre(s) 44.00 44.00 100% 0.63 acres per 1,000 0.64 acres per 1,000 Need Exists 7 Acre(s)COMMUNITY PARKS Acre(s) 126.10 126.10 100% 1.80 acres per 1,000 1.57 acres per 1,000 Meets Standard - Acre(s)REGIONAL PARKS Acre(s) 54.00 54.00 100% 0.77 acres per 1,000 1.68 acres per 1,000 Need Exists 80 Acre(s) Total Acre(s) 230.68 - 230.68 100% 3.29 acres per 1,000 4.00 acres per 1,000 Need Exists 89 Acre(s) OPEN SPACE AND LINEAR PARKCONSERVATION PARK Acre(s) - NA - acres per 1,000 NA acres per 1,000 NA NA Acre(s)LINEAR PARK Acre(s) 45.00 45.00 100% 0.64 acres per 1,000 NA acres per 1,000 NA NA Acre(s) PAVED TRAILS Miles 7.00 7.00 100% NA miles per 1,000 NA miles per 1,000 NA NA Miles Outdoor Amenities and Facilities City Inventory SCHOOL INVENTORY Total Inventory Current % of
Inventory
Provided by
City
Meet Standard/
Need Exists
AMENITIES AND FACILITIESBASEBALL FIELD Field 5.00 1.00 6.00 100% 1.00 Field per 14,002 1.00 Field per 7,500 Need Exists 5 Field SOFTBALL FIELD Field 7.00 1.00 8.00 0% 1.00 Field per 10,001 1.00 Field per 7,500 Need Exists 3 Field FOOTBALL FIELD Field 1.00 1.00 NA 1.00 Field per NA 1.00 Field per 20,000 Need Exists 3 Field SOCCER FIELD Field 15.00 - 15.00 100% 1.00 Field per 4,667 1.00 Field per 3,500 Need Exists 8 FieldOUTDOOR BASKETBALL COURT Court 1.50 44.50 46.00 2% 1.00 Court per 886 1.00 Court per 1,600 Need Exists 4 Court OUTDOOR PICKLEBALL COURT Court - - - NA 1.00 Court per NA 1.00 Court per 10,000 Need Exists 8 Court OUTDOOR TENNIS COURT LIGHTED Court 4.00 - 4.00 0% 1.00 Court per 2,693 1.00 Court per 8,000 Need Exists 6 Court OUTDOOR VOLLEYBALL COURT (SAND/GRASS) Court 3.00 - 3.00 13% 1.00 court per 2,917 1.00 court per 15,000 Need Exists 2 Court PLAYGROUNDS Site 21.00 1.00 22.00 38% 1.00 Site per 1,250 1.00 Site per 3,300 Need Exists 2 Site DOG PARK/OFF-LEASH AREA Site - - NA 1.00 Site per NA 1.00 Site per 30,000 Need Exists 3 Site PICNIC SHELTERS Site 18.00 - 18.00 100% 1.00 Site per 3,889 1.00 Site per 3,500 Need Exists 5 Site DISC GOLF COURSE Course 1.00 1.00 0% 1.00 Course per 70,010 1.00 Course per 100,000 Meets Standard - Course SKATE PARK/PLAZA Site 1.00 - 1.00 100% 1.00 Site per 70,010 1.00 Site per 100,000 Meets Standard - Site OUTDOOR SWIMMING POOL Pool 1.00 - 1.00 33% 1.00 Pool per 23,337 1.00 Pool per 50,000 Need Exists 1 Pool SPLASH PAD Site 2.00 2.00 100% 1.00 Site per 35,005 1.00 Site per 30,000 Need Exists 1 Site AMPHITHEATER Site 1.00 1.00 2.00 33% 1.00 Site per 23,337 1.00 Site per 30,000 Need Exists 1 Site UBRAN FISHING LAKE Site 1.00 1.00 100% 1.00 Site per 70,010 1.00 Site per 100,000 Meets Standard - Site Indoor Community Recreation Facility City Inventory Total Inventory Current % of
Inventory
Provided by
City
Meet Standard/
Need Exists
TEEN CENTER Square Feet 20,004.00 20,004.00 100% 0.29 Sq. Ft. per Person 0.25 Sq. Ft. per Person Meets Standard - Square FeetSENIOR CENTER Square Feet 11,000.00 11,000.00 0% 0.16 Sq. Ft. per Person 0.10 Sq. Ft. per Person Meets Standard - Square FeetCOMMUNITY CENTER Square Feet 9,053.00 9,053.00 100% 0.13 Sq. Ft. per Person 0.50 Sq. Ft. per Person Need Exists 30,899 Square Feet Recommended Service
Levels TBD
2022 Inventory Service Levels 2037 Needs 2022 Inventory Service Levels 2037 Needs Additional Facilities/
Amenities Needed in 2037
Additional Facilities/
Amenities Needed in 2037
Current Service Level based upon
Current City Population
2022 Inventory 2037 Needs
Current Service Level based upon
Current City Population
Recommended Service
Levels TBD
Additional Facilities/
Amenities Needed in 2037
Service Levels
Current Service Level based upon
Current City Population
Recommended Service
Levels

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9 1.5.3 CAPITAL IMPROVEMENT PLAN
To plan and prioritize capital improvement projects, recommendations include balancing the maintenance of current assets with the development of new facilities. The Capital Improvement Plan (CIP) framework is utilized to determine CIP projects in concert with an implementable financial plan.

CAPITAL IMPROVEMENT SUMMARY BY TIER
The following table summarizes the three-tier approach to the development of the capital improvement plan associated with the Master Plan.

IMPLEMENTING THE MASTER PLAN
The Master Plan Implementation Matrix can be utilized by the Department to develop and prioritize work plans. The key to success for the Department is to continue to build on current achievements while adding programs, services, and facility improvements that will generate revenue, reduce operational expenditures, and enhance recreation experiences for the residents of Tulare.

Tier Estimated Total
Project Cost
Sustainable Projects $14,000,000
Expanded Service Projects $1,700,000
Visionary Park and Recreation Projects $88,850,000
Visionary Trail Projects $16,833,906
TOTAL $121,383,906

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City of Tulare
10 CHAPTER TWO - DEMOGRAPHIC AND TREND ANALYSIS

INTRODUCTION
A key component of the Parks and Recreation Master Plan (“Plan”) is a Demographic & Recreation Trends Analysis. This provides the City of Tulare’s Community Services Department (“City”) insight into the general makeup of the population served and identifies market trends in recreation. It also helps quantify the market in and around the city and understand the types of parks, facilities, and programs / services that are most appropriate to satisfy the needs of residents.

This analysis is two-fold – it aims to answer the who and the what. First, it assesses the demographic characteristics and population projections of City residents to understand who they serve. Secondly, recreational trends are examined on a national, regional, and local level to understand what the population served wants to do. Findings from this analysis establish a fundamental understanding that provide a basis for prioritizing the community need for parks, trails, facilities, and recreation programs.

DEMOGRAPHIC ANALYSIS
The Demographic Analysis describes the population within the city. This assessment is reflective of the City’s total population and its key characteristics such as age segments, race, ethnicity, and income levels. It is important to note that future projections are based on historical patterns and unforeseen circumstances during or after the time of the analysis could have a significant bearing on the validity of the projected figures.

METHODOLOGY
Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends.

All data was acquired in September 2022 and reflects actual numbers as reported in the 2010 and 2020 Census. ESRI then estimates the current population (2022) as well as a 5-year projection (2027). PROS utilized straight line linear regression to forecast demographic characteristics for 2032 and 2037.

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11 2.3.1 CITY POPULACE

POPULATION
The City’s population has grown steadily over the last 12 years, approximately 1.3% annually. This is slightly above the national annual growth rate of 0.81% (from 2010-2022). Like the population, the total number of households also have grown steadily.

Currently, the population is estimated at 70,010 individuals living within 20,816 households (3.31 persons per household, which is much greater than the national average of 2.51). Projecting ahead, the total population growth is expected to increase moderately. By 2037, the City’s population is projected at 79,904 residents living within 23,791 households.

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12 POPULATION DENSITY

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13 AGE SEGMENT
Evaluating the City’s age segmentation, the population has remained very balanced in the last 12 years.

In 2010, the 55+ population made up 9% of the population, whereas today it makes up 11% of Tulare’s populace, an increase of only 2%. The 2022 population has a median age of 30.7 years old which is significantly younger than the U.S. median age of 38.5 years. The projected trend is that Tulare will remain balanced and younger over the next 15 years. By 2037, the 65-74, and 75+ segments are expected to represent only 12% of the total population whereas as those same population segments for the U.S. are expected to make up 23% of the populace.

PLEASE NOTE: The United States Census Bureau will not be providing age segment distribution for the 2020 Census until May 2023.

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14 RACE AND ETHNICITY DEFINITIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined as below. The Census 2020 data on race are not directly comparable with data from the 2010 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2020) definitions and nomenclature are used within this analysis. • American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment.
• Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam. • Black Alone – This includes a person having origins in any of the black racial groups of Africa. • Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands. • White Alone – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa.
• Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race.

Please Note: The Census Bureau defines Race as a person’s self-identification with one or more of the following social groups: White, Black, or African American, Asian, American Indian and/or Alaska Native, Native Hawaiian and/or Other Pacific Islander, some other race, or a combination of these, while Ethnicity is defined as whether a person is of Hispanic / Latino origin or not. For this reason, the Hispanic / Latino ethnicity is viewed separate from race throughout this demographic analysis.

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15 RACE
Assessing race, the City’s current population has diversified greatly over the last 12 years as the White Alone population has decreased by 20%. Though still the largest racial segmentation in the City, the White Alone population represents only 40% and the largest minority is Some Other Race (32%). The predictions for 2037 expect the population to become more diverse, with a Some Other Race making up 37% of the population while the White Alone population will decrease to 24%.

ETHNICITY
The City’s population was also
assessed based on Hispanic/Latino
ethnicity, which by the Census
Bureau definition is viewed
independently from race. It is
important to note that individuals
who are Hispanic/Latino in
ethnicity can also identify with any
racial categories identified above.

People of Hispanic/Latino origin has
remained consistent over the last
12 years and currently represents
approximately 64% of the City’s
population, which is well below the
national average (19% Hispanic/Latino). The Hispanic/ Latino population is expected to slightly grow to 68% of the City’s total population by 2037.

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Parks and Recreation Master Plan
17 HOUSEHOLD INCOME
As seen below, the City’s per capita income ($24,963) and median household income ($65,468) are both in-line with the averages of Visalia Metropolitan Statistical Area that comprises Tulare and other surrounding communities and the U.S. The per capita income is that earned by an individual while the median household income is based on the total income of everyone over the age of 16 living under the same roof. Though these above average income characteristics indicate that the average household may have more disposable income, residents are still likely to be price conscious and have a need to understand the value that correlates with quality-of-life indicators.

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City of Tulare
18 TULARE DEMOGRAPHIC IMPLICATIONS
The following implications are derived from the analyses provided above. Each implication is organized by the outlined demographic information sections.

RACE AND ETHNICITY
A very diversify community will likely focus the city on providing traditional and emerging programming and service offerings.

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Parks and Recreation Master Plan
19 NATIONAL RECREATION TRENDS ANALYSIS
The Recreational Trends Analysis provides an understanding of national and local recreational trends.

Trends data used for this analysis was obtained from Sports & Fitness Industry Association’s (SFIA), National Recreation and Park Association (NRPA), and Environmental Systems Research Institute, Inc. (ESRI). All trend data is based on current and/or historical participation rates, statistically-valid survey results, or NRPA Park Metrics.

2.5.1 NATIONAL TRENDS IN RECREATION

METHODOLOGY
The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2022 was utilized in evaluating the following trends:
• National Recreation Participatory Trends
• Core vs. Casual Participation Trends
The study is based on findings from surveys carried out in 2021 by the Physical Activity Council (PAC), resulting in a total of 18,000 online interviews. Surveys were administered to all genders, ages, income levels, regions, and ethnicities to allow for statistical accuracy of the national population. A sample size of 18,000 completed interviews is considered by SFIA to result in a high degree of statistical accuracy.

A sport with a participation rate of five percent has a confidence interval of plus or minus 0.32 percentage points at a 95 percent confidence level. Using a weighting technique, survey results are applied to the total U.S. population figure of 304,745,039 people (ages six and older).

The purpose of the report is to establish levels of activity and identify key participatory trends in recreation across the U.S. This study looked at 118 different sports/activities and subdivided them into various categories including: sports, fitness, outdoor activities, aquatics, etc.

CORE VS. CASUAL PARTICIPATION
In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency of participation. Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness activities more than 50-times per year, while for sports, the threshold for core participation is typically 13-times per year.

In each activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than causal participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants.

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City of Tulare
20 2.5.2 IMPACT OF COVID-19
Approximately 232.6 million people ages 6 and over reported being active in 2021, which is a 1.3% increase from 2020 and the greatest number of active Americans in the last 5 years. There were more things to do as outdoor activities thrived, fitness at home became more popular, and team sports started back up after the COVID-19 hiatus.

Americans continued to practice yoga, attend Pilates training, and workout with kettlebells. They were drawn to the ease of pickleball and the competitiveness of tennis. Many started at indoor climbing, while others took to the hiking trail. The waterways traffic had an increase of stand-up paddlers, kayaks, and jet skis. Gymnastics, swimming on a team, court volleyball, and fast-pitch softball benefited from the participation boom created from the Olympics.

Water sports had the largest gain in participation rates. Activities such as kayaking, stand-up paddling, and boardsailing/windsurfing all contributed to the 2.0 percent increase. Outdoor sports continued to grow with 53.9 percent of the U.S. population participating. This rate remains higher than pre-pandemic levels, having 6.2 percent gain over 50.7 percent participation rate in 2019. The largest contributor to this gain was trail running having increased 5.6 percent in one year and 13.9 percent from 2019.

Generationally, fitness sports continue to be the go-to means of exercise for Boomers, Gen X, and Millennials. Over half of the Gen X, Millennials, and Gen Z generation participated in one type of outdoor activity. Team sports were heavily dominated by generation Gen Z.

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Parks and Recreation Master Plan
21 2.5.3 NATIONAL TRENDS IN GENERAL SPORTS

PARTICIPATION LEVELS
The top sports most heavily participated in the United States were Basketball (27.1 million), Golf (25.1 million), and Tennis (22.6 million) which have participation figures well in excess of the other activities within the general sports category. Baseball (15.5 million), and Outdoor Soccer (12.5 million) round out the top five.

The popularity of Basketball, Golf, and Tennis can be attributed to the ability to compete with relatively small number of participants, this coupled with an ability to be played outdoors and/or properly distanced helps explain their popularity during the COVID-19 pandemic. Basketball’s overall success can also be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at most American dwellings as a drive-way pickup game. Golf continues to benefit from its wide age segment appeal and is considered a life-long sport. In addition, target type game venues or Golf Entertainment Venues have increased drastically (72.3%) as a 5-year trend, using Golf Entertainment (e.g., Top Golf) as a new alternative to breathe life back into the game of golf.

FIVE-YEAR TREND
Since 2016, Pickleball (71.2%), Golf- Entertainment Venues (51.3%), and Tennis (25.1%) have shown the largest increase in participation. Similarly, Basketball (21.4%) and Boxing for Competition (20.7%) have also experienced significant growth. Based on the five-year trend from 2016-2021, the sports that are most rapidly declining in participation include Ultimate Frisbee (-40.4%), Roller Hockey (-26.1%), Volleyball (Sand/Beach) (-23.8%), Squash (-23.5%), Slow Pitch Softball (-21.9%), and Gymnastics (-20.7%).

ONE-YEAR TREND
The most recent year shares some similarities with the five-year trends; with Pickleball (14.8%) and Boxing for Competition (7.3%) experiencing some of the greatest increases in participation this past year.

The greatest one-year increases also include Fast Pitch Softball (15.3%), Gymnastics (10.9%), and Court Volleyball (8.1%). Basketball (-2.2%), Flag Football (-1.6%), Indoor Soccer (-0.6%) and Baseball ( -0.5%) have shown a five-year trend increase, but a decrease over the last year. This is likely a direct result of coming out of the COVID-19 pandemic. Similarly, other team sports such as Ultimate Frisbee (-5.8%), Slow Pitch Softball (-5.4%), Roller Hockey (-5%), Racquetball (-4.8%) and Beach/Sand Volleyball (-3.1%), also had significant decreases in participation over the last year.

Basketball

27.1 million
Golf

25.1 million
Tennis

22.6 million
Baseball

15.5 million
Soccer

12.5 million

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City of Tulare
22 CORE VS. CASUAL TRENDS IN GENERAL SPORTS
Highly participated in sports, such as Basketball, Baseball, and Slow Pitch Softball generally have a larger core participant base (participate 13+ times per year) than casual participant base (participate 1-12 times per year). Due to the COVID-19 Pandemic, most activities showed a decrease in their percentage of core participants. However, there were significant increases in the percentage of casual participation for Court Volleyball, Pickleball, Fast Pitch Softball, Gymnastics and Lacrosse in the past year. 2016 2020 2021 5-Year Trend 1-Year Trend
Basketball 22,343 27,753 27,135 21.4% -2.2%
Golf (9 or 18-Hole Course) 23,815 24,804 25,111 5.4% 1.2% Tennis 18,079 21,642 22,617 25.1% 4.5%
Baseball 14,760 15,731 15,587 5.6% -0.9%
Soccer (Outdoor) 11,932 12,444 12,556 5.2% 0.9%
Golf (Entertainment Venue) 8,173 12,057 12,362 51.3% 2.5% Softball (Slow Pitch) 7,690 6,349 6,008 -21.9% -5.4%
Football (Flag) 6,173 7,001 6,889 11.6% -1.6%
Volleyball (Court) 6,216 5,410 5,849 -5.9% 8.1%
Badminton 7,354 5,862 6,061 -17.6% 3.4%
Soccer (Indoor) 5,117 5,440 5,408 5.7% -0.6%
Football (Touch) 5,686 4,846 4,884 -14.1% 0.8%
Football (Tackle) 5,481 5,054 5,228 -4.6% 3.4%
Gymnastics 5,381 3,848 4,268 -20.7% 10.9%
Volleyball (Sand/Beach) 5,489 4,320 4,184 -23.8% -3.1%
Track and Field 4,116 3,636 3,587 -12.9% -1.3%
Cheerleading 4,029 3,308 3,465 -14.0% 4.7%
Pickleball 2,815 4,199 4,819 71.2% 14.8%
Racquetball 3,579 3,426 3,260 -8.9% -4.8%
Ice Hockey 2,697 2,270 2,306 -14.5% 1.6%
Ultimate Frisbee 3,673 2,325 2,190 -40.4% -5.8%
Softball (Fast Pitch) 2,467 1,811 2,088 -15.4% 15.3%
Lacrosse 2,090 1,884 1,892 -9.5% 0.4%
Wrestling 1,922 1,931 1,937 0.8% 0.3%
Roller Hockey 1,929 1,500 1,425 -26.1% -5.0%
Boxing for Competition 1,210 1,361 1,460 20.7% 7.3%
Rugby 1,550 1,242 1,238 -20.1% -0.3%
Squash 1,549 1,163 1,185 -23.5% 1.9%
National Participatory Trends - General Sports
Activity Participation Levels % Change
Legend: Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)
NOTE: Participation figures are in 000's for the US population ages 6 and over

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Parks and Recreation Master Plan
23 2.5.4 NATIONAL TRENDS IN GENERAL FITNESS

PARTICIPATION LEVELS
Overall, national participatory trends in fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. The most popular general fitness activities in 2021 also were those that could be done at home or in a virtual class environment. The activities with the most participation are as follows: Fitness Walking (115.8 million), Treadmill (53.6 million), Free Weights (52.6 million), Running/Jogging (48.9 million), and Yoga (34.3 million).

FIVE-YEAR TREND
Over the last five years (2016-2021), the activities growing at the highest rate are Trail Running (45.9%), Yoga (30.8%), Dance, Step & Choreographed Exercise (13.3%), and Pilates Training (9.6%). Over the same time frame, the activities that have undergone the biggest decline include: Group Stationary Cycling (-

33.5%), Traditional Triathlon (26.4%), Cardio Kickboxing (-26.1%), Cross-Training Style Workout (-24.4%) and Non-Traditional Triathlons (-23.5%).

ONE-YEAR TREND
In the last year, activities with the largest gains in participation were those that can be done alone at home or socially distanced outdoors. The top increases were in Treadmill (7.6%), Cross-Training Style Workouts (6.4%) Trail Running (5.6%), Yoga (4.7%), and Stair Climbing (4.7%). In the same span, the activities that had the largest decline in participation were those that would generally take more time and investment. The greatest drops were seen in Traditional Triathlon (-5.3%), Aerobics (-5.1%), NonTraditional Triathlons (-4.3%), and Cardio Kickboxing (-3.7%).

CORE VS. CASUAL TRENDS IN GENERAL FITNESS
The most participated in fitness activities all had increases in their casual user base (participating 1-49 times per year) over the last year. These fitness activities include: Fitness Walking, Free Weights, Running/Jogging, Treadmills, Yoga, and Recumbent/Upright Stationary Cycling.

FITNESS

WALKING
115.8

DUMBBELL
FREE

WEIGHTS

RUNNING/

JOGGING

48.9 TREADMILL

53.6 MILLION

STATIONARY

CYCLING

32.4 MILLION

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City of Tulare
24 2016 2020 2021 5-Year Trend 1-Year Trend
Fitness Walking 107,895 114,044 115,814 7.3% 1.6%
Treadmill 51,872 49,832 53,627 3.4% 7.6%
Free Weights (Dumbbells/Hand Weights) 51,513 53,256 52,636 2.2% -1.2% Running/Jogging 47,384 50,652 48,977 3.4% -3.3%
Stationary Cycling (Recumbent/Upright) 36,118 31,287 32,453 -10.1% 3.7% Weight/Resistant Machines 35,768 30,651 30,577 -14.5% -0.2% Elliptical Motion Trainer 32,218 27,920 27,618 -14.3% -1.1% Yoga 26,268 32,808 34,347 30.8% 4.7%
Free Weights (Barbells) 26,473 28,790 28,243 6.7% -1.9% Dance, Step, & Choreographed Exercise 21,839 25,160 24,752 13.3% -1.6% Bodyweight Exercise 25,110 22,845 22,629 -9.9% -0.9%
Aerobics (High Impact/Intensity Training HIIT 10,575 10,954 10,400 -1.7% -5.1% Stair Climbing Machine 15,079 11,261 11,786 -21.8% 4.7% Cross-Training Style Workout 12,914 9,179 9,764 -24.4% 6.4% Trail Running 8,582 11,854 12,520 45.9% 5.6%
Stationary Cycling (Group) 8,937 6,054 5,939 -33.5% -1.9% Pilates Training 8,893 9,905 9,745 9.6% -1.6%
Cardio Kickboxing 6,899 5,295 5,099 -26.1% -3.7%
Boot Camp Style Cross-Training 6,583 4,969 5,169 -21.5% 4.0% Martial Arts 5,745 6,064 6,186 7.7% 2.0%
Boxing for Fitness 5,175 5,230 5,237 1.2% 0.1%
Tai Chi 3,706 3,300 3,393 -8.4% 2.8%
Barre 3,329 3,579 3,659 9.9% 2.2%
Triathlon (Traditional/Road) 2,374 1,846 1,748 -26.4% -5.3% Triathlon (Non-Traditional/Off Road) 1,705 1,363 1,304 -23.5% -4.3% National Participatory Trends - General Fitness
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%) Legend:

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Parks and Recreation Master Plan
25 2.5.5 NATIONAL TRENDS IN OUTDOOR RECREATION

PARTICIPATION LEVELS
Results from the SFIA report demonstrate strong growth in participation regarding outdoor/adventure recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or with proper social distancing in a group, and are not as limited by time constraints. In 2021, the most popular activities, in terms of total participants, from the outdoor/adventure recreation category include: Hiking (Day) (58.6 million), Road Bicycling (42.7 million), Freshwater Fishing (40.8 million), Camping within ¼ mile of Vehicle/Home (35.9 million), and Recreational Vehicle Camping (16.3 million). PLEASE NOTE: Hiking (Day) = a hike that is short enough to be completed in a single day.

FIVE-YEAR TREND
From 2016-2021, Hiking (Day) (39.3%), Camping within ¼ mile of Vehicle/Home (36.0%), Skateboarding (35.8%), Birdwatching (27.8%), BMX Bicycling (24.4%), and Fly Fishing (15.5%) have undergone the largest increases in participation. The five-year trend also shows activities such as Adventure Racing (-39.1%), Traditional Climbing (-14.9%), In-Line Roller Skating (-8.2%), and Archery (-7.1%) to be the only activities with decreases in participation.

ONE-YEAR TREND
The one-year trend shows almost all activities declining in participation from the previous year. The growing activities being Indoor Climbing (2.7%), Hiking (Day) (1.5%), Archery (1.3%), In-Line Roller Skating (1.0%), Boulder Climbing (0.5%), and over the last year, the activities that underwent the biggest decreases in participation were Recreational Vehicle Camping (-8.2%) and Adventure Racing (-7.1%).

CORE VS. CASUAL TRENDS IN OUTDOOR RECREATION
Most outdoor activities have experienced participation growth in the last five years. Although this a positive trend, it should be noted that all outdoor activities participation, besides adventure racing, consist primarily of casual users.

HIKING
(DAY)

58.6 MILLION

FISHING
(FRESHWATER)

40.8 MILLION

CAMPING
(<¼MI.OF

CAR/HOME)

35.9 MILLION

BICYCLING
(ROAD)

42.7 MILLION

CAMPING
(RV)

16.3 MILLION

2.1 Study Session Page 32
City of Tulare
26 2016 2020 2021 5-Year Trend 1-Year Trend
Hiking (Day) 42,128 57,808 58,697 39.3% 1.5%
Bicycling (Road) 38,365 44,471 42,775 11.5% -3.8%
Fishing (Freshwater) 38,121 42,556 40,853 7.2% -4.0%
Camping (< 1/4 Mile of Vehicle/Home) 26,467 36,082 35,985 36.0% -0.3% Camping (Recreational Vehicle) 15,855 17,825 16,371 3.3% -8.2% Fishing (Saltwater) 12,266 14,527 13,790 12.4% -5.1%
Birdwatching (>1/4 mile of Vehicle/Hom 11,589 15,228 14,815 27.8% -2.7% Backpacking Overnight 10,151 10,746 10,306 1.5% -4.1%
Bicycling (Mountain) 8,615 8,998 8,693 0.9% -3.4%
Archery 7,903 7,249 7,342 -7.1% 1.3%
Fishing (Fly) 6,456 7,753 7,458 15.5% -3.8%
Skateboarding 6,442 8,872 8,747 35.8% -1.4%
Climbing (Indoor) - 5,535 5,684 N/A 2.7%
Roller Skating, In-Line 5,381 4,892 4,940 -8.2% 1.0%
Bicycling (BMX) 3,104 3,880 3,861 24.4% -0.5%
Climbing (Traditional/Ice/Mountaineerin 2,790 2,456 2,374 -14.9% -3.3% Climbing (Sport/Boulder) - 2,290 2,301 N/A 0.5%
Adventure Racing 2,999 1,966 1,826 -39.1% -7.1%
National Participatory Trends - Outdoor / Adventure Recreation Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Legend: Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)

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Parks and Recreation Master Plan
27 2.5.6 NATIONAL TRENDS IN AQUATICS

PARTICIPATION LEVELS
Swimming is deemed as a lifetime activity, which is most likely why it continues to have such strong participation. In 2021, Fitness Swimming remained the overall leader in participation (25.6 million) amongst aquatic activities, even though most, if not all, aquatic facilities were forced to close at some point due to the COVID-19 pandemic.

FIVE-YEAR TREND
Assessing the five-year trend, no activity has experienced an increase from 2016-2021, most likely due to the accessibility of facilities during COVID-19. While Fitness Swimming and Aquatic Exercise underwent a slight decline, dropping -3.7% and -1.7% respectively, Competitive Swimming suffered a -16.2% decline in participation.

ONE-YEAR TREND
The impact of the COVID-19 pandemic is seen here as most aquatic facilities were forced to shut down for some part of the year. This caused decreases to Aquatic Exercise (-5.1%) having the largest decline, followed by Fitness Swimming (-0.2%). Participation in Competitive swimming increased by 8%.

CORE VS. CASUAL TRENDS IN AQUATICS
Only Aquatic Exercise has undergone an increase in casual participation (1-49 times per year) over the last five years, however, they have all seen a drop in core participation (50+ times per year) in the same time frame. This was happening before the COVID-19 pandemic, and the large decreases in all participation over the last year have furthered this trend.

SWIMMING
(FITNESS)

25.6 MILLION

AQUATIC

EXERCISE

10.4 MILLION

SWIMMING
(COMPETITION)

2.8 MILLION
2016 2020 2021 5-Year Trend 1-Year Trend
Swimming (Fitness) 26,601 25,666 25,620 -3.7% -0.2%
Aquatic Exercise 10,575 10,954 10,400 -1.7% -5.1%
Swimming (Competition) 3,369 2,615 2,824 -16.2% 8.0%
National Participatory Trends - Aquatics
Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Legend: Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)

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City of Tulare
28 2.5.7 NATIONAL TRENDS IN WATER SPORTS / ACTIVITIES

PARTICIPATION LEVEL
The most popular water sports / activities based on total participants in 2020 were Recreational Kayaking (13.3 million), Canoeing (9.2 million), and Snorkeling (7.3 million). It should be noted that water activity participation tends to vary based on regional, seasonal, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation rate in water activities than a region that has a long winter season or limited water access. Therefore, when assessing trends in water sports and activities, it is important to understand that fluctuations may be the result of environmental barriers which can greatly influence water activity participation.

FIVE-YEAR TREND
Over the last five years, Recreational Kayaking (33.3%), Surfing (24%), and Stand-Up Paddling (16.1%) were the fastest growing water activities. White Water Kayaking (1.4%) was the only other activity with an increase in participation. From 2016-2021, activities declining in participation most rapidly were Boardsailing/Windsurfing (-25.3%), Scuba Diving (-20.4%), Water Skiing (-17.4%), Sea Kayaking (-17.2%) Snorkeling (-16.1%), and Sailing (-15.4%).

ONE-YEAR TREND
Recreational Kayaking (2.7%) and Stand-Up Paddling (1.7%) were the activities to grow both over 5 years and in the last one year. Activities which experienced the largest decreases in participation in the most recent year include Surfing (-8.9%), Snorkeling (-5.3%), Scuba Diving (-4.3%), and Canoeing (-4.1%).

CORE VS. CASUAL TRENDS IN WATER SPORTS/ACTIVITIES
As mentioned previously, regional, seasonal, and environmental limiting factors may influence the participation rate of water sport and activities. These factors may also explain why all water-based activities have drastically more casual participants than core participants, since frequencies of activities may be constrained by uncontrollable factors. These high causal user numbers are likely why most water sports/activities have experienced decreases in participation in recent years.

KAYAKING

13.3 MILLION

SNORKELING

7.3 MILLION

JET SKIING

5.1 MILLION

CANOEING

9.2 MILLION

SAILING

3.5 MILLION

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Parks and Recreation Master Plan
29 PARTICIPATION BY GENERATION
2016 2020 2021 5-Year Trend 1-Year Trend
Kayaking (Recreational) 10,017 13,002 13,351 33.3% 2.7% Canoeing 10,046 9,595 9,199 -8.4% -4.1%
Snorkeling 8,717 7,729 7,316 -16.1% -5.3%
Jet Skiing 5,783 4,900 5,062 -12.5% 3.3%
Sailing 4,095 3,486 3,463 -15.4% -0.7%
Stand-Up Paddling 3,220 3,675 3,739 16.1% 1.7%
Rafting 3,428 3,474 3,383 -1.3% -2.6%
Water Skiing 3,700 3,050 3,058 -17.4% 0.3%
Surfing 2,793 3,800 3,463 24.0% -8.9%
Wakeboarding 2,912 2,754 2,674 -8.2% -2.9%
Scuba Diving 3,111 2,588 2,476 -20.4% -4.3%
Kayaking (Sea/Touring) 3,124 2,508 2,587 -17.2% 3.1%
Kayaking (White Water) 2,552 2,605 2,587 1.4% -0.7%
Boardsailing/Windsurfing 1,737 1,268 1,297 -25.3% 2.3%
National Participatory Trends - Water Sports / Activities Activity Participation Levels % Change
NOTE: Participation figures are in 000's for the US population ages 6 and over Legend: Large Increase
(greater than 25%)
Moderate
Increase
(0% to 25%)
Moderate
Decrease
(0% to -25%)
Large Decrease
(less than -25%)

PARTICIPATION BY

GENERATION

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City of Tulare
30 NON-PARTICIPANT INTEREST BY AGE SEGMENT
In addition to participation rates by generation, SFIA also tracks non-participant interest. These are activities that the U.S. population currently does not participate in due to physical or monetary barriers, but is interested in participating in. Below are the top five activities that each age segment would be most likely to partake in, if they were readily available.

Overall, the activities most age segments are interested in include: Camping, Bicycling, Fishing, and Swimming for Fitness. All of which are deemed as low-impact activities, making them obtainable for any age segment to enjoy.

Fishing
Camping
Soccer
Martial Arts
Basketball
6-12 Year-Olds
Fishing
Camping
Working out w/ Weights
Volleyball
Running/Jogging
13-17 Year-Olds
Camping
Fishing
Martial Arts
Volleyball
Kayaking
18-24 Year-Olds
Camping
Fitness Swimming
Bicycling
Fishing
Kayaking
25-34 Year-Olds
Fitness Swimming
Camping
Bicycling
Fishing
Hiking
35-44 Year-Olds
Bicycling
Fishing
Camping
Fitness Swimming
Hiking
45-54 Year-Olds
Bicycling
Fishing
Fitness Swimming
Camping
Hiking
55-64 Year-Olds
Fishing
Fitness Swimming
Bicycling
Birdwatching/Wildlife
viewing
Working out using
machines
65+ Year-Olds

2.1 Study Session Page 37
Parks and Recreation Master Plan
31 RECREATION TRENDS FOR THE SENIOR POPULATION (55+)
Today, Tulare’s population is aging with greater and contrasting needs and desires. The Community Services Department has evolved to ensure that all members of the community are able to benefit from their vast holdings of open space, recreation facilities and service offerings. One area of growing interest is serving the expanding population of older adults.

As mentioned previously, 21% of the population in Tulare will be 55+ by 2037.

The findings in a research report produced by NRPA affirms that parks and recreation is a vital service provider to older adults, and yet there remains significant opportunity to do much more. Some of the key findings in the report indicate that more than nine in 10 park and recreation agencies report that they offer facilities, activities and programming that cater to older adults. These activities vary greatly, including providing older adults with chances to socialize with others, ways to stay healthy and active, and opportunities to serve others in their communities. Following is a list of activities that are among those most often geared to older adults:
• Exercise classes
• Field trips, tours, vacations
• Arts and crafts classes
• Opportunities to volunteer
• Special events and festivals targeted to older adults • Group walks
• Paid job opportunities to lead exercise classes, work in recreation centers or at parks.

As noted above, the list of activities varies greatly from active to passive and everywhere in-between.

Where Tulare can make a real, lasting difference is in providing evidence-based chronic disease prevention and/or management programs that keep older adults healthy and active for years to come.

The trend to accomplish this is for the Department to offer these types of programs for older adults in Tulare, including those focused on enhanced fitness, diabetes management, living with arthritis and improving balance.

The wide breadth of service offerings for older adults should reflect the broad population served. This includes Tulare following a wide definition of “older adults” when designing and marketing offerings — in many cases starting with adults as young as 55 years old.

Furthermore, Tulare may be unique in ensuring that the needs of underserved older adults are met. The Department can be a critical, lifesaving resource for lower and/or fixed income segments of the older adult population. This can possibly include transportation to and from activities and facilities and lowcost or free fitness programs.

Tulare could consider developing programming for older adults with key partners. To best serve this population, partnerships can include, but not limited to:
• Area agencies on aging.
• Retirement communities.
• Senior meals providers.

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32 • Hospitals and doctors’ offices.
• Local health departments.
• Health insurance companies.
• Community-based organizations (e.g., faith-based).

But even with these partners, Tulare will have hurdles that must be overcome before providing more services to older adults. The most common challenges are the result of inadequate resources, including facility space shortages, insufficient funding, and inadequate staffing. Presumably, these resource constraints will become even more acute as the older adult population grows and the demand for these services increase.

LOCAL TRENDS – GENERAL SPORTS MARKET POTENTIAL
ESRI's 2022 Sports and Leisure Market Potential Data measures the likely demand for recreation activities as well as expected consumer attitudes towards these activities by City of Tulare residents. The MPI shows the likelihood that a resident of the City of Tulare will participate in certain activities when compared to the US National average. The City is compared to the national average in three (3) categories – general sports, fitness, and outdoor recreation. PLEASE NOTE: The participation by Tulare residents in these activities is not restricted geographically to the City of Tulare. For example, a Tulare resident may participate in an activity offered by the City of Visalia.

Overall, Tulare demonstrates below average market potential index numbers. Looking at the three categories (general sports, fitness, and outdoor activity), Tulare’s MPI percentages show that Tulare has low participation rates when it comes to outdoor recreation and fitness activities; general sport activities are generally in-line with or below the national averages.

Activities with MPI numbers greater than the national average are significant because they demonstrate that there is a greater potential that Tulare residents will actively participate in offerings if these activities were provided by the city or surrounding communities. Activities with MPI numbers lower than the national average are also significant because they demonstrate that there is either a lower potential that Tulare residents will participate in these activities or the opportunity to participate in these activities is not available to them.

This data should be interfaced with other key findings derived during the master planning process to determine an appropriate level of service for park acreage and amenities for the City of Tulare. Other key factors that determine level of service include, but are not limited to: demographic projections, resident need as determined by the community engagement process, current level of service (existing park and amenity inventory), and access to existing parks and amenities.

PLEASE NOTE: 1% of Tulare’s population = 700 residents

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33 2.9.1 GENERAL SPORTS MARKET POTENTIAL INDEX

2.9.2 GENERAL FITNESS MARKET POTENTIAL INDEX

8.2%

6.8%

5.4%

4.2% 4.2%

3.3% 3.2% 3.1% 2.8% 2.7%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%
General Sports

21.2%

14.1%

10.6% 10.3%

6.9% 6.8%

4.1%

2.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
Walking for
Exercise
Swimming Weight
Lifting
Jogging/
Running
Aerobics Yoga Zumba Pilates
Fitness

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34 2.9.3 OUTDOOR ACTIVITY MARKET POTENTIAL INDEX

RECREATION TRENDS SUMMARY
It is critically important for Tulare Community Services Department to understand the local and national participation trends in recreation activities. In doing so, the Department can gain general insight into the lifecycle stage of recreation programs and activities (emerging, stable, and declining) and thereby anticipate potential changes in need and demand for the programs and activities that it provides to the residents of Tulare. Here are some major takeaways for local and national recreation trends:
• Fitness walking remained the most popular activity OVERALL nationally and locally (21.2% of residents walk for exercise). This activity will likely continue to grow in popularity in Tulare. • Basketball is the most participated in sport both nationally and locally. • Softball and football are losing participants both locally and nationally, though local MPI numbers are above the national average for softball and football. • Outdoor recreational activities are on the rise nationally, but are not popular locally. • Based on national measurements, income level has a positive impact on activity rate. Higher income households tend to have higher activity rates.
• Age is also a significant factor to inactivity level. Generation Z (age 6-17) had the lowest inactivity rate while the boomers (age 55+) had the highest inactivity rate. • Specific strategies must be developed to address the growing and diversifying senior (55+) population.

8.2%

4.3% 4.3% 4.1% 3.5%

3.0% 2.9% 2.8%

2.1% 1.7%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%
Outdoor Activity

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35 CONCLUSION
It is critically important for Tulare to understand the national participation trends in recreation activities.

In doing so, the department can gain general insight into the lifecycle stage of recreation programs and activities and thereby anticipate potential changes in need and demand for the programs and activities that it provides to the residents of Tulare.

Locally, participation in almost all activities is at or above average and indicate an opportunity to grow these services.

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36 CHAPTER THREE - COMMUNITY NEEDS ASSESSMENT
The efforts in creating this Master Plan were based in an evaluation of existing resources and capacity as well as community input. Thus, a key consideration to creating a vision for parks and recreation in Tulare is to understand current community values, needs, and desires. The assessment of these values is accomplished by triangulating information generated from focus groups with staff, public input received via public meetings, a statistically valid survey, and reinforced through intercept and electronic surveys.

The surveys were written to reflect issues and wishes that emerged from the qualitative data gathered through discussions with staff. Triangulation occurs when findings of the qualitative work is supported by the quantitative work. The following sections discuss this process and resulting findings.

QUALITATIVE INPUT SUMMARY
In the spring of 2022, the consultant team conducted a series of focus group meetings in partnership with City staff that included representatives from the master plan steering committee and various stakeholder groups, including school district, business, and civic leaders, athletic organizations, and the Chamber of Commerce. The results of these focus group discussions, as well as the input received via public meetings, were condensed to a series of key themes that emerged.

Discussion with staff, community leaders and citizens revealed the following key themes related to parks and recreation in Tulare.

3.1.1 COMMUNITY INPUT KEY FINDINGS
Input from the community confirmed that Tulare’s parks are loved by many, but there are gaps in service and amenities and additional City investment is needed to maintain and reinvest in parks and facilities for the community. Participants see the system as one that is well-maintained with great staff. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. The following summarizes the themes of community input:

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37 TRAILS AND CONNECTIVITY
• Desire for a connected, accessible recreational trail system that also supports active transportation and Safe Routes to School initiatives.
• Opportunities exist to, in part, help meet the trail needs of the community, in partnership with the development community.

ADVOCACY AND AWARENESS
• Increased communication/marketing is needed to develop more advocacy for, and the awareness of, the parks and recreation system.

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38 STASTICALLY VALID SURVEY

3.2.1 OVERVIEW
ETC Institute administered a needs assessment survey for Tulare during the summer of 2022. The survey was administered as part of the City’s Parks and Recreation Master Plan for their residents. The survey results will aid Tulare in taking a resident-driven approach to making decisions that will enrich and positively affect the lives of residents.

3.2.2 METHODOLOGY
ETC Institute mailed a survey packet to a random sample of households in the City of Tulare. Each survey packet contained a cover letter, a copy of the survey, and a postage‐paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at TulareParksSurvey.org.

After the surveys were mailed, ETC Institute followed up by sending text messages and mailing postcards to encourage participation. The text messages and postcards contained a link to the online version of the survey to make it easy for residents to complete the survey. To prevent people who were not residents of Tulare from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report.

The goal was to complete a minimum of 300 completed surveys from City residents. The goal was exceeded with 317 completed surveys collected. The overall results for the sample of 317 households have a precision of at least +/‐5.5 at the 95% level of confidence. The following scatterplot graph indicates where completed surveys were received from residents in Tulare.

The major findings of the survey are summarized on the following pages. Complete survey results are provided as an Appendix to the Master Plan.

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39 3.2.3 TULARE PARKS, FACILITIES, AND SERVICES USE
• Use of Facilities: Respondents were asked to indicate how often their household used seven Tulare Parks and Recreation facilities. Other city‐owned parks not listed (74%), the city library (64%), and city‐owned sports fields (49%) were used most often by respondents. • Barriers to Use: Respondents were asked to identify all the reasons they did not use three types of recreation facilities more often. The top reasons respondents did not utilize city libraries more often were not needing library services (32%) and not knowing what is offered (23%). Lack of park amenities of interest (22%) and too crowded/lack of availability (19%) were the most common barriers to park, field, or amenity usage. Respondents listed not being old enough to use senior center (63%), not knowing what was offered (33%), and not interested in offerings (18%) as the major barriers to community center usage.
• Use of Library Services. Respondents were asked to select all the library services their household used over the last two years. Checking out a book/audiobook (37%), asking a librarian a question (32%), and accessing a government form (18%) were the most utilized library services.

Respondents were then asked to rate their level of satisfaction with each of the library services.

Respondents were most satisfied (rating either “very satisfied” or “satisfied”) with the cleanliness/maintenance of facilities (87%), courteousness of staff (83%), and knowledge of staff (84%).
• Benefits of Community Service Department. Respondents were asked to rate their level of agreement with 12 statements regarding the benefits of the Tulare Community Services Department. Respondents most often agreed (choosing either “strongly agree” or “agree”) that community services are age‐friendly to all people (46%), is physically accessible to all people (46%), and makes Tulare a more desirable place to live (43%).

3.2.4 TULARE SPECIAL EVENTS AND PROGRAMS
• Interest in Special Events. Respondents were asked to select up to three special event concepts their household would be most interested in. Food/beverage events such as farmers market, tasting, etc. was the most popular (71%) followed by entertainment (movies/music/performers) (55%) and cultural celebrations/festivals (39%).
• Ways Households Learn about Programs and Events: Respondents were asked to select all the ways they learned about Tulare Parks and Recreation programs and activities. The highest number of respondents received communication via friends and neighbors (48%), Facebook (46%), and the City’s website (32%). Respondents were then asked to rank their top 3 preferred communication methods to learn about programs and events. These were the top three selected choices:
o Facebook (43%)
o City website (28%)
o Friends and neighbors (27%)

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40 3.2.5 FUNDING AND IMPROVEMENTS
• Vote on Bond: Respondents were asked how they would vote on a General Obligation Bond to increase property tax for improvements to trails, aquatics, and parks. The answers were somewhat evenly divided. Twenty‐eight percent (28%) might vote in favor, 25% would vote in favor, 27% would vote against, and 20% were not sure. Of those who answered “not sure” or “would vote against”, they most often said it was because they do not support any increase in taxes (57%) followed by needing more information before being able to respond (21%). • Support for Improvements: Respondents were asked rate their level of support for 13 potential improvements to existing facilities and 7 potential developments. Respondents most supported (rating “very supportive” or “somewhat supportive”) improving restroom facilities in existing parks (78%), general repairs and increasing maintenance to existing facilities/parks (77%), and improving the existing trails system (75%). Respondents were then asked to select the top four improvements most important to their household. These were the items selected most often:
o General repair and increase maintenance (41%)
o Improve restroom facilities in existing parks (28%)
o Improve existing trail systems (23%)
o Improve existing athletic facilities (20%)

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41 3.2.6 PARKS AND RECREATION FACILITIES NEEDS
• Facility Needs: Respondents were asked to identify if their household had a need for 27 parks and recreation facilities and to rate how well their needs for each were currently being met.

Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities.

The three parks and recreation facilities with the highest percentage of households that have an unmet need:

1. Walking & biking trails – 6,807 households

2. Dog Park – 6,590 households

3. Indoor walking tracks – 6,547 households
The estimated number of households that have unmet needs for each of the 27 parks and recreation center facilities assessed is shown in the chart below.

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42 • Facilities Importance: In addition to assessing the needs for each Parks and Recreation facility, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four facilities ranked most important to residents:

1. Dog park (30%)

2. Walking and biking trails (27%)

3. Indoor walking tracks (22%)

4. Community Gardens (22%)
The percentage of residents who selected each facility as one of their top four choices is shown in the chart below.

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43 3.2.7 TULARE PROGRAM NEEDS
• Program Needs: Respondents were asked to identify if their household had a need for 26 programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities/amenities. The three programs with the highest percentage of households that have an unmet need:

1. Fitness and wellness classes (Adult) – 6,658 households

2. Free/low‐cost community events – 5,889 households

3. Cooking classes – 5,627 households
The estimated number of households that have unmet needs for each of the 26 parks and recreation programs assessed is shown in the chart below.

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44 • Programs Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these are the four most important programs to residents:

1. Adult fitness & wellness classes (Adult) (27%)

2. Free/ low‐cost community events (24%)

3. Cooking classes (20%)

4. Art, dance, performing arts (16%)
The percentage of residents who selected each program as one of their top four choices is shown in the chart below.

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45 3.2.8 TULARE ACTIVE AGING SERVICE/PROGRAM NEEDS
• Program/Service Needs: Respondents were asked to identify if their household had a need for 23 active aging services/programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various active aging services/programs. The three programs/services with the highest percentage of households that have an unmet need:

1. Day trips, tours, or excursions to popular tourist attractions – 5,494 households

2. Special interest classes – 4,957 households

3. Cognitive strengthening programs – 4,574 households
The estimated number of households that have unmet needs for each of the 23 active aging services/programs assessed is shown in the chart below.

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46 • Active Aging Services/Programs Importance: In addition to assessing the needs for each program/service, ETC Institute also assessed the importance that residents placed on each item.

Based on the sum of respondents’ top four choices, these are the four most important programs/services to residents:

1. Day trips, tours, or excursions to popular tourist attractions (21%)

2. Cognitive strengthening programs (15%)

3. Arts and crafts programs and activities (14%)

4. Healthy eating programs and dieting programs (13%)
The percentage of residents who selected each program as one of their top four choices is shown in the chart below.

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47 PRIORITY INVESTMENT RANKINGS
The purpose of the Program and Facility Priority Rankings is to provide a prioritized list of facility/amenity needs and recreation program needs for the community served by Tulare Parks and Recreation. This model evaluates both quantitative and qualitative data. • Quantitative data includes the statistically valid survey and the electronic community survey, which asked residents to list unmet needs and rank their importance. • Qualitative data includes resident feedback obtained in community input, stakeholder interviews, staff input, local demographics, recreation trends, and planning team observations.

The results of the priority ranking are tabulated into three categories: High Priority (top third), Medium Priority (middle third), and Low Priority (bottom third).

3.3.1 RECREATION PROGRAM RANKINGS

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48 2.1 Study Session Page 55
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49 3.3.2 ACTIVE AGING PROGRAM RANKINGS (AGES 55+) – OVERALL

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50 3.3.3 PARK, FACILITY AND AMENITY RANKINGS – OVERALL

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51 2.1 Study Session Page 58
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52 CHAPTER FOUR - PROGRAM AND SERVICES ASSESSMENT

OVERVIEW OF PRIORITIES AND CORE PROGRAM AREAS
The Tulare Community Services Department has a professional staff that annually delivers a comprehensive parks and recreation program to Tulare residents. Department staff are responsible for the management and implementation of a diverse array recreation programs, special community-wide events, and the operation of multiple facilities. Employees are engaged year-round in planning, implementing, conducting, and evaluating programs and events. All functions within the Department combine to provide hundreds of offerings in the areas of youth camps, aquatics, sports, health, fitness, senior services, and special events. But in addition to the provision of services provided directly by the Department, partnerships with other organizations are utilized throughout the service area. Through formal and informal cooperative relationships, various nonprofit agencies and other community partners assist with delivering select programs and indoor space to provide access for programs.

CORE PROGRAM APPROACH
The vision of the Department is to be a premier parks and recreation systems in the region providing all residents access to high-quality programs and experiences. Part of realizing this vision involves identifying Core Program Areas to create a sense of focus around activities and outcomes of greatest importance to the community as informed by current and future needs. However, public recreation is challenged by the premise of being all things to all people, especially in a community such as Tulare.

The philosophy of the Core Program Area assists staff, policy makers, and the public focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories:
• The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community.
• The program area consumes a relatively large portion (5% or more) of the agency’s overall budget.
• The program area is offered 3-4 seasons per year.
• The program area has wide demographic appeal.
• There is a tiered level of skill development available within the programs area’s offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market.

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53 4.1.1 TULARE RECREATION CORE PROGRAM AREAS
The Department currently offers programs in 11 Core Program Areas. These core program areas are listed below:

In addition to the 11 core programs noted above, the Department is also responsible for the execution of the long-term goal of the City to develop an emergency shelter for unhoused individuals to live as they transition back to permanent housing. Funded by the approval of Measure Y, the City of Tulare has begun the development of the permanent homeless shelter that will be managed by a third-party operator whose contract will be overseen by the Community Services Department. While the permanent shelter is being developed, the City obtained a grant through the State of California and the Community Services Department led the effort to establish a temporary encampment that can begin to address the needs of our unsheltered community members.

4.1.2 ENSURING THE RIGHT CORE PROGRAM MIX
The Core Program Areas provided by Tulare currently appear to meet some of the community’s major needs as identified in the survey results, but the program mix must be evaluated on a regular basis to ensure that the offerings within each Core Program Area – and the Core Program Areas themselves – align with changing leisure trends, demographics, and needs of residents. NRPA recommends that six determinants be used to inform what programs and services are provided by the Department. According to NRPA, those determinants are:

Core Program Area Brief Description
Aquatics Swim Lessions, Recreational/Public Swim, Pool Rentals, and Aquatics Classes at the TWHS Pool Adult Athletics Youth sports provides recreational opportunities for adults who wish to play in competitive league.

Camps Provide camps as a quality method of day care for adults who work year round. Provide opportunities for kids to have fun over the summer and during school breaks.

Community Events Large and small events that bring the community together including residents, surrounding communities and local businesses.

Enrichment Programs Provide classes, programs & afterschool programs that promote growth and development, or teach a skill for target age groups.

Health & Wellness Provide opportunities to increase physical and mental health through movement, exercise, engagement in lifegiving activitites Rental Spaces Provide quality indoor and outdoor spaces that residents and non-residents can reserve to administer their personal events and activities, and special groups a space to have meetings Senior Services Offer a huge variety of recreational opportunities including health and nutrition education, meal services, social services and leisure activities.

Teen Services Provides progams and activities for teens.

Theraputic Recreation Programs for children with physical and developmental disabilities. These programs are usually volunteer-run and free for participants. Programs include Adaptive and Inclusive Sports Camp.

Youth Sports Youth sports provides recreational opportunities for boys and girls of all ages who wish to play in a non competitive league. Children are introduced to the fundamentals and basic skills of youth sports.

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54 • Conceptual foundations of play, recreation, and leisure – Programs and services should encourage and promote a degree of freedom, choice, and voluntary engagement in their structure and design. Programs should reflect positive themes aimed at improving quality of life for both individuals and the overall community.
• Organizational philosophy, mission, and vision – Programs and services should support the City’s and the Department’s vision statements, values, goals, and objectives. These generally center on promoting personal health, community well-being, social equality, environmental awareness, and economic vitality.
• Constituent interests and desired needs – Departments should actively seek to understand the recreational needs and interests of their constituency. This not only ensures an effective (and ethical) use of taxpayer dollars, but also helps to make sure that programs perform well and are valued by residents.
• Creation of a constituent-centered culture – Programs and services reflect a Departmental culture where constituents’ needs are the prime factor in creating and providing programs. This should be reflected not only in program design, but in terms of staff behaviors, architecture, furniture, technology, dress, forms of address, decision-making style, planning processes, and forms of communication.
• Experiences desirable for clientele – Programs and services should be designed to provide the experiences desirable to meet the needs of the participants/clients in a community and identified target markets. This involves not only identifying and understanding the diversity of needs in a community, but also applying recreation programming expertise and skills to design, implement, and evaluate a variety of desirable experiences for residents to meet those needs. • Community opportunities – When planning programs and services, a department should consider the network of opportunities afforded by other organizations such as nonprofits, schools, other public agencies, and the private sector. Departments should also recognize where gaps in service provision occur and consider how unmet needs can be addressed.

AGE SEGMENT ANALYSIS
The table below depicts each program along with the age segments they serve. Recognizing that many programs serve multiple age segments, Primary and secondary markets were identified.

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55 4.2.1 AGE SEGMENT ANALYSIS – CURRENT SEGMENTS SERVED Findings from the analysis show that the Department provides a strong balance of programs across all age segments. All segments are targeted as a primary market for at least three programs.

This balance should be maintained moving forward, and the Department should update this Age Segment Analysis every year to note changes or to refine age segment categories. Given the growing population trend for residents ages 55 and over and the growing demand for services in this age bracket, it is also recommended that the Department further segment this group into 65-74 and 75+. These two subsegments will have increasingly different needs and expectations for programs and services in coming years, and program planning will be needed to provide differing requirements.

Age Segment Analyses should ideally be done for every program offered by the Department. Program coordinators/managers should include this information when creating or updating program plans for individual programs. An Age Segment Analysis can also be incorporated into Mini Business Plans for comprehensive program planning.

LIFECYCLE ANALYSIS
A lifecycle analysis involves reviewing every program identified by City of Tulare staff to determine the stage of growth or decline for each as a way of informing strategic decisions about the overall recreation program portfolio. The various stages of program lifecycles are as follows:
• Introduction - New program; modest participation.
• Take-Off - Rapid participation growth.
• Growth - Moderate, but consistent participation growth. • Mature - Slow participation growth.
• Saturated - Minimal to no participation growth; extreme competition. • Decline - Declining participation.

This analysis is not based on strict quantitative data, but rather is based on staff’s knowledge of their program areas. The table below shows the percentage distribution of the various lifecycle categories of the Department’s recreation programs. These percentages were obtained by comparing the number of programs in each individual stage with the total number of programs listed by staff.

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56 4.3.1 RECREATION PROGRAM LIFECYCLE ANALYSIS - CURRENT DISTRIBUTION AND

RECOMMENDATIONS
Overall, the lifecycle analysis results indicate an unbalanced distribution of all programs across the lifecycle. A combined total of 60.4% of programs fall into the Introduction, Take-off, and Growth stages.

It is recommended that this be approximately 50-60% of the overall program portfolio to provide new programs to align with trends and help meet the evolving needs of the community, In addition to the need to always introduce new programming to meet community need, it is also important to have a stable core segment of programs that are in the Mature stage. Currently, the Department only has 12.5% of their programs in this category. It is recommended that this be approximately 40% to provide stability to the overall program portfolio, but without dominating the portfolio with programs that are advancing to the later stages of the lifecycle. Programs in the Mature stage should be tracked for signs they are entering the Saturation or Decline stages. There should be an ongoing process to evaluate program participation and trends to ensure that program offerings continue to meet the community’s needs.

A total of 27.1% of programs are saturated or declining. It is recommended keeping as few programs as possible in these two stages, but it is understood that programs eventually evolve into saturation and decline. If programs never reach these stages, it is an indication that staff may be “over-tweaking” their offerings and abbreviating the natural evolution of programs. This prevents programs from reaching their maximum participation, efficiency, and effectiveness. For Departments challenged with doing the most they can with limited resources, this has the potential to be an area of concern.

As programs enter the Decline stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, it is recommended to modify these programs to begin a new lifecycle with the introductory stage or to add new programs based upon community needs and trends.

Staff should complete a lifecycle review on an annual basis and ensure that the percentage distribution closely aligns with desired performance.

PROGRAM AND SERVICE CLASSIFICATION
The Community Services Department currently does not classify its programs and services. Classifying programs and services is an important process for an agency to follow in order to remain aligned with the community’s interests and needs, the mission of the organization, and to sustainably operate within the bounds of the financial resources that support it. The criteria utilized and recommended in program classification stems from the concept detailed by Dr. John Crompton, Distinguished University Professor in the Recreation, Park and Tourism Sciences Department at Texas A&M University and Dr. Charles W.

Lamb, Chair, Department of Information Systems and Supply Chain Management at Texas Christian University. In Marketing Government and Social Services, they purport that programs need to be evaluated on the criteria of type, who benefits, and who bears the cost of the program.

The approach taken in this analysis expands classifying services in the following ways:
• For whom the program is targeted?
• For what purpose?
• For what benefits?
• For what cost?
• For what outcome?

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57 4.4.1 PARAMETERS FOR CLASSIFYING PROGRAM TYPES
The first milestone is to develop a classification system for the services and functions of the City of Tulare Community Services Department. These systems need to reflect the statutory obligations of the city, the support functions performed, and the value-added programs that enrich both the customer’s experience and generate earned revenues in mission-aligned ways to help support operating costs. In order to identify how the costs of services are supported and by what funding source, the programs are to be classified by their intended purpose and what benefits they provide. Then funding source expectations can then be assigned and this data used in future cost analysis. The results of this process are a summary of classification definitions and criteria, classification of programs within the City of Tulare Community Services Department and recommended cost recovery targets for each service based on these assumptions.

Program classification is important as financial performance (cost recovery) goals are established for each category of services. This is then linked to the recommendations and strategies for each program.

These classifications need to be organized to correspond with cost recovery expectations defined for each category. For the Master Plan effort, each program area is assigned a specific cost recovery target that aligns to these expectations.

4.4.2 SERVICE CLASSIFICATION PROCESS
The service classification process consists of the following steps:

1. Develop a definition for each program classification that fits the legislative intent and expectations of the Department; the ability of the Department to meet public needs within the appropriate areas of service; and the mission and core values of City of Tulare’s Community Services Department.

2. Develop criteria that can be used to evaluate each program and function within the Department and determine the classification that best fits.

4.4.3 PROGRAM CLASSIFICATION DESCRIPTIONS
The program classification matrix was developed as a guide for the Department staff to follow when classifying programs, and how that program needs to be managed with respect to cost recovery. By establishing clarification of what constitutes a “Essential Public Service,” “Important Public Service,” and “Value Added Service” will provide the Department and its stakeholders a better understanding of why and how to manage each program area as it applies to public and private value.

Additionally, the effectiveness of the criteria linked to performance management expectations relies on the true cost of programs (direct and indirect cost) being identified. Where a program falls within this matrix can help to determine the most appropriate cost recovery rate that should be pursued and measured. This includes being able to determine what level of public and private benefit exists as they apply to each program area. Public benefit is described as, “everyone receives the same level of benefit with equal access”. Private benefit is described as “the user receives exclusive benefit above what a general taxpayer receives for their personal benefit.”

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58 PROGRAM CLASSIFICATIONS
Program
Characteristics

ESSENTIAL
Programs

IMPORTANT
Programs

VALUE-ADDED
Programs
Public interest;
Legal Mandate;
Mission Alignment
• High public expectation • High public expectation • High individual and interest group expectation
Financial Sustainability • Free, nominal or fee
tailored to public needs
• Requires public funding
• Fees cover some direct costs
• Requires a balance of public
funding and a cost recovery
target
• Fees cover most direct and
indirect costs
• Some public funding as
appropriate
Benefits (i.e., health,
safety, protection of
assets).
• Substantial public benefit
(negative consequence if
not provided)
• Public and individual benefit • Primarily individual benefit Competition in the
Market
• Limited or no alternative
providers
• Alternative providers unable
to meet demand or need
• Alternative providers readily
available
Access • Open access by all • Open access
• Limited access to users
• Limited access to users

4.4.4 CLASSIFICATION OF SERVICES - KEY RECOMMENDATIONS
The following recommendations should be considered to improve the fiscal performance and the delivery of programs and services.
• Implement the Classification of Services and Cost Recovery Goals: Through the program assessment analysis, the major functional program areas were assessed and classified based on the criteria identified in Section 4.4. This process included determining which programs and services fit into each classification criteria. Then cost recovery goals were established based on the guidelines included in this plan. The percentage of cost recovery is based on the classification of services and will typically fall within these ranges, although anomalies will exist:
 Essential 0-25%.
 Important 50-75%.
 Value Added 75%+.

The tables on the following pages represent a summary of programs and services, the classification of those programs, the current direct cost of service recovery goal and the recommended TOTAL cost of service recovery goals to be achieved within 5 years.

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59 4.4.5 AQUATICS

4.4.6 ADULT ATHLETICS

4.4.7 YOUTH ATHLETICS

4.4.8 CAMPS

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60 4.4.9 COMMUNITY EVENTS

4.4.10 ENRICHMENT

4.4.11 HEALTH AND WELLNESS

4.4.12 RENTALS

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61 4.4.13 SENIOR SERVICES

4.4.14 TEENS

4.4.15 THERAPEUTIC RECREATION

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62 UNDERSTANDING THE FULL COST OF SERVICE
To properly fund all programs, either through tax subsidies or user fees, and to establish the right cost recovery targets, a Cost-of-Service
Analysis should be conducted on
each program, or program type,
that accurately calculates direct
(i.e., program-specific) and indirect
(i.e., comprehensive, including
administrative overhead) costs.

Completing a Cost-of-Service
Analysis not only helps determine
the true and full cost of offering a
program but provides information
that can be used to price programs
based upon accurate delivery costs.

The figure to the right illustrates the
common types of costs that must be
accounted for in a Cost-of-Service
Analysis.

The methodology for determining the total Cost of Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include:
• Number of participants.
• Number of tasks performed.
• Number of consumable units.
• Number of service calls.
• Number of events.
• Required time for offering program/service.

Agencies use Cost of Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by Tulare between one another. Cost recovery goals are established once Cost of Service totals have been calculated. Department staff should be trained on the process of conducting a Cost-of-Service Analysis and the process undertaken on a regular basis.

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63 4.5.1 COST OF SERVICE RECOMMENDATIONS
Currently, the Tulare Community Services Department does track revenue, expenditures, and cost recovery goals for each program, but is not consistent in doing so. To track cost of service and cost recovery more accurately, the following is recommended:

1. Develop New Pricing Policy Based on Classification of Programs and Services: Given the recommended shift in philosophical approach, it is important to refocus the Department on cost recovery goals by functional program area or line of service. Pricing based on established operating budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to work within a pricing range tied to cost recovery goals will permit them to set prices based on market factors and differential pricing (prime-time/non-primetime, season/off-season rates) to maximize user participation and also encourage additional group rate pricing where applicable.

The cost recovery goals are expected to be achieved over a 5-year period and there should be no expectation that they be realized immediately. It is expected that an iterative implementation process of introducing the classification methodology and a new pricing policy along with the completion of the Department’s cost of service analysis will occur in 2019/2020.

This process will have an impact on cost recovery as it will result in the refinement of foundational business elements including but not limited to service levels, service delivery, pricing and the guidelines developed to secure external operational funding sources such as grants, donations, and partnerships. Additionally, external factors such as economic conditions and changes to the City’s financial policies will have a bearing on achieving a cost recovery goal in which revenue offsets 50% of expenditures.

2. Develop Pricing Strategies: As the Community Services Department embarks on the implementation of a new pricing policy, it will be necessary to expand upon and implement pricing strategies that will not only increase sales but also maximize the utilization of the City’s parks, programs, and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. It is recommended that the Department continue to explore pricing strategies that create options for the customer.

The following table offers examples of pricing options. • Primetime • Incentive Pricing
• Non-primetime • Length of Stay Pricing
• Season and Off-season Rates • Cost Recovery Goal Pricing • Multi-tiered Program Pricing • Level of Exclusivity Pricing • Group Discounting and Packaging • Age Segment Pricing

OTHER KEY FINDINGS
• Program Evaluation: Assessment and evaluation tools to measure the success of programs and services are in place.
• Customer Satisfaction and Retention: The Department currently tracks customer satisfaction ratings, but not customer retention percentages.
• Staff Training/Evaluation: The Department has a staff training program and solid evaluation methods in place.

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64 • Public Input: The Department does not utilize survey tools to continually gather feedback on needs and unmet needs for programming on a regular basis. • Marketing: The Department utilizes several marketing strategies to inform City residents of the offerings of the community; however, it lacks a formalized Marketing Plan which can be utilized to create target marketing strategies.
• Volunteers: The Department has a strong volunteer program. • Partnerships: The Department utilizes several partner providers to deliver programs to Tulare residents and has developed a formal partnership policy. • Competition: The Department has a general understanding of other service providers.

OTHER KEY RECOMMENDATIONS
• Participation Data Analysis: Through ongoing participation data analysis, refine recreation program offerings to reduce low enrollment or cancelled programs due to no enrollment. • Expand programs and services in the areas of greatest demand: Ongoing analysis of the participation trends of programming and services in Tulare is significant when delivering high quality programs and services. By doing so, staff will be able to focus their efforts on the programs and services of the greatest need and reduce or eliminate programs and services where interest is declining. Specific efforts should be made to increase programming in the areas of greatest UNMET need as identified in the statistically valid survey. • Evaluation: Implement the program assessment and evaluation tool as recommended.

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65 PROGRAM PLAN SUMMARY
The Department is delivering quality programs, services, and events to the community, however, does have opportunity for improvement. The chart below provides a summary of the recommended actions that the Department should implement in developing a program plan to meet the needs of residents.

4.8.1 RECREATION PROGRAMS

PROGRAMS AND SERVICES COMMUNITY NEED
Fitness and wellness classes (Adult) High Expand
Free/low‐cost community events High Expand
Cooking classes High Add
Art, dance, performing arts High Expand
Water fitness classes Medium Continue
Outdoor trips (single day) Medium Consider
Education classes Medium Continue
Volunteer programs Medium Continue
Sports leagues Medium Continue
Before and after school care Medium Continue
Learn to swim programs Medium Continue
Archery programs Medium Consider
Golf programs Medium Partner with Private Provider
Free self‐directed drop‐in activities Medium Continue
Fitness and wellness classes (Child) Medium Consider
Pickleball leagues Medium Consider
Summer camps Medium Continue
Teen activities (Esports/Gaming programs) Medium Consider Adaptive recreation programs Low Continue
Tennis lessons and leagues Low Continue
Nature education/certification Low Continue
Bird Watching Low Only if partnership available
Skate park programs Low Consider as needed
Virtual programs Low Do Not Offer
BMX/Skate/Biking programs Low Consider as needed
Recreation Programs and Services
Action

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66 4.8.1 ACTIVE AGING PROGRAMS

PROGRAMS AND SERVICES COMMUNITY NEED
Day trips/tours/excursions High Expand
Cognitive strengthening programs High Expand
Arts and Crafts programs and activities High Expand
Special interest classes High Expand
Healthy eating programs and dieting programs High Expand Computer classes and programs High Expand
Health screenings High Expand
Counseling services High Expand
Dance lessons and programs High Expand
Social gatherings High Expand
Volunteer opportunities programs Medium Continue
Music classes and programs Medium Continue
Veteran specific programs Medium Continue
Housing programs Medium Continue
Lunch/meal programs Medium Continue
Legal assistance programs Medium Continue
Alzheimer/Parkinson's programs Medium Continue
Transportation programs/services Medium Continue
Evidenced based health programs Medium Continue
Support groups Medium Continue
Weekly programs (cards, billiards, mahjong) Medium Continue Financial services program (tax filing) Medium Continue Intergenerational programs Low
Consider resource based
programming if needed
Active Aging Services
Action

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67 CHAPTER FIVE - FACILITY ASSESSMENTS AND SERVICE LEVELS ANALYSIS

PARK CLASSIFICATION AND PARK DESIGN PRINCIPLES
In developing design principles for parks, it is important that each park be programmed, planned, and designed to meet the needs of its service area and classification within the overall parks and recreation system. The term programming, when used in the context of planning and developing parkland, refers to a list of uses and facilities and does not always include staff-managed recreation programs. The program for a site can include such elements as ball fields, spray parks, shelters, restrooms, game courts, trails, natural resource stewardship, open meadows, nature preserves, or interpretive areas. These types of amenities are categorized as lead or support amenities. The needs of the population of the park it is intended to serve should be considered and accommodated at each type of park.

Every park, regardless of type, needs to have an established set of outcomes. Park planners and designers design to those outcomes, including operational and maintenance costs associated with the design outcomes.

Each park classification category serves a specific purpose, and the features and facilities in the park must be designed for the number of age segments the park is intended to serve, the desired length of stay deemed appropriate, and the uses it has been assigned. Recreation needs and services require different design standards based on the age segments that make up the community that will be using the park. A varying number of age segments will be accommodated with the park program depending on the classification of the park.

PLEASE NOTE: All parks and recreation facilities and amenities are required, by federal law, to adhere to Americans with Disabilities Act (ADA) regulations.

5.1.1 TERMINOLOGY UTILIZED IN PARK DESIGN PRINCIPLES
• Land Usage: The percentage of space identified for either passive use or active use in a park. A Parks and Recreation Master Plan should follow land usage recommendations. • Programming: Can include active or passive programming. Active means it is organized and planned with pre-registration by the user. Examples of active programming include sports leagues, day camps, and aquatics. Passive programming is self-directed by the user at their own pace. Examples of passive programming include playground usage, picnicking, disc golf, reading, or walking the dog.
• Park/Facility Classifications: Includes Pocket Park, Neighborhood Park, Community Park, Regional Park, Sports Complex Facility, Recreation/Special Use Park and Greenbelts and Conservation.
• Revenue Facilities: These include facilities that charge to play on them in the form of an access fee, player fee, team fee, or permit fee. These could include pools, golf courses, tennis courts, recreation centers, sport field complexes, concession facilities, hospitality centers, reservable shelters, outdoor or indoor theatre space, and special event spaces. • Signature Facility/Amenity: This is an enhanced facility or amenity which is viewed by the community as deserving of special recognition due to its design, location, function, natural resources, etc.

Design Principles for each park classification are included in the following sections.

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68 5.1.2 POCKET PARKS
A pocket park is a small outdoor space, usually less than 0.25 acres up to three acres, most often located in an urban area surrounded by commercial buildings or houses. Pocket parks are small spaces that may serve a variety of functions, such as: small event space, play areas for children, spaces for relaxing and socializing, taking lunch breaks, etc. Successful pocket parks have four key qualities: they are accessible; allow people to engage in activities; are comfortable spaces and inviting; and are sociable places. In general, pocket parks offer minimal amenities on site and are not designed to support programmed activities. The service area for pocket parks is usually less than a quarter-mile and they are intended for users within close walking distance of the park.

5.1.3 NEIGHBORHOOD PARK
A neighborhood park should be three to 10 acres; however, some neighborhood parks are determined by use and facilities offered and not by size alone. The service radius for a neighborhood park is one mile.

Neighborhood parks should have safe pedestrian access for surrounding residents; parking typically not provided for neighborhood parks less than 5 acres in size, but if included accounts for less than ten cars and provides for ADA access. Neighborhood parks serve the recreational and social focus of the adjoining neighborhoods and contribute to a distinct neighborhood identity. • Service radius: 1.0-mile radius.
• Site Selection: On a local or collector street. If near an arterial street, provide natural or artificial barrier. Where possible, next to a school. Encourage location to link subdivisions and linked by trails to other parks.
• Length of stay: One-hour experience or less.
• Amenities: One signature amenity (e.g., playground, spray ground park, sport court, gazebo); no restrooms unless necessary for signature amenity; may include one non-programmed sports field; playgrounds for ages 2-5 and 5-12; no reservable shelters; loop trails; one type of sport court; benches, small picnic shelters next to play areas.
• Landscape Design: Appropriate design to enhance the park theme/use/experience. • Revenue facilities: none.
• Land usage: 85 percent active/15 percent passive.
• Programming: Typically, none, but a signature amenity may be included which is programmed. • Maintenance Standards: Provide the highest-level maintenance with available funding. Seek a goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance. • Signage: Directional signage and facility/amenity regulations to enhance user experience. • Parking: Design should include widened on-street parking area adjacent to park. Goal is to maximize usable park space. As necessary, provide 5-10 spaces within park including accessible spaces. Traffic calming devices encouraged next to park. • Lighting: Security only.
• Size of park: Typically, Three to 10 acres.

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69 5.1.4 COMMUNITY PARK
Community parks are intended to be accessible to multiple neighborhoods and should focus on meeting community-based recreational needs, as well as preserving unique landscapes and open spaces.

Community parks are generally larger in scale than neighborhood parks, but smaller than regional parks and are designed typically for residents who live within a three-mile radius. When possible, the park may be developed adjacent to a school. Community parks provide recreational opportunities for the entire family and often contain facilities for specific recreational purposes: athletic fields, tennis courts, extreme sports amenity, loop trails, picnic areas, reservable picnic shelters, sports courts, restrooms with drinking fountains, large turfed and landscaped areas and a playground or spray ground. Passive outdoor recreation activities such as meditation, quiet reflection, and wildlife watching also take place at community parks.

Community parks generally range from 10 to 75 acres depending on the community. Community parks serve a larger area – radius of one to three miles and contain more recreation amenities than a Neighborhood Park.
• Service radius: One to three-mile radius.
• Site Selection: On two collector streets minimum and preferably one arterial street. If near an arterial street, provide natural or artificial barrier. Minimal number of residences abutting site.

Preference is streets on four sides, or three sides with school or municipal use on fourth side.

Encourage trail linkage to other parks.
• Length of stay: Two to three hours experience.
• Amenities: Four signature amenities at a minimum: (e.g., trails, sports fields, large shelters/ pavilions, community playground for ages 2-5 and 5-12 with some shaded elements, recreation center, pool or family aquatic center, sports courts, water feature); public restrooms with drinking fountains, ample parking, and security lighting. Sport Fields and Sport Complexes are typical at this park.
• Revenue facilities: One or more (e.g., pool, sports complex, pavilion). • Land usage: 65 percent active and 35 percent passive. • Maintenance Standards: Provide the highest-level maintenance with available funding. Seek a goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance. • Parking: Sufficient to support the amenities; occupies no more than 10 percent of the park.

Design should include widened on-street parking area adjacent to park. Goal is to maximize usable park space. Traffic calming devices encouraged within and next to the park. • Lighting: Amenity lighting includes sport field light standards. • Signage: Directional signage and facility/amenity regulations to enhance user experience. May include kiosks in easily identified areas of the facility. • Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at park entrances and throughout park.
• Other: Strong appeal to surrounding neighborhoods; loop trail connectivity; linked to Regional Park, trail or recreation facility.
• Size of park: Typically, 10 to 75 acres.

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70 5.1.5 REGIONAL PARK
A regional park functions as a destination location that serves a large area of several communities, residents within a city or county, or across multiple counties. Depending on activities within a regional park, users may travel as many as 60 miles for a visit. Regional parks include recreational opportunities such as soccer, softball, golf, boating, camping, conservation-wildlife viewing and fishing. Although regional parks usually have a combination of passive areas and active facilities, they are likely to be predominantly natural resource-based parks.

A common size for a regional park is 75 to 1,000 acres but some parks can be 2,000 to 5,000 acres in size.

A regional park focuses on activities and natural features not included in most types of parks and often based on a specific scenic or recreational opportunity. Facilities could include those found in a community park and have specialized amenities such as an art center, amphitheater, boating facility, golf course, or natural area with interpretive trails. Regional parks can and should promote tourism and economic development. Regional parks can enhance the economic vitality and identity of the entire region.
• Service radius: Three mile or greater radius.
• Site Selection: Prefer location which can preserve natural resources on-site such as wetlands, streams, and other geographic features or sites with significant cultural or historic features.

Significantly large parcel of land. Access from public roads capable of handling anticipated traffic.
• Length of stay: All or multiple day experience.
• Amenities: 10 to 12 amenities to create a signature facility (e.g., golf course, tennis complex, sports complex, lake, regional playground, 3+ reservable picnic shelters, camping, outdoor recreation/extreme sports, recreation center, pool, gardens, trails, zoo, specialty facilities); restrooms with drinking fountains, concessions, restaurant, ample parking, special event site.

Sport Fields and Sport Complexes are typical at this park. • Revenue facilities: Typically, park designed to produce revenue to offset operational costs. • Land usage: Up to 50 percent active/50 percent passive. • Maintenance Standards: Provide the highest-level maintenance with available funding. Seek a goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance. • Parking: Sufficient for all amenities. Traffic calming devices encouraged within and next to park. • Lighting: Amenity lighting includes sport field light standards. • Signage: Directional signage and facility/amenity regulations to enhance user experience, may include kiosks in easily identified areas of the facility. • Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at park entrances and throughout park.
• Other: Linked to major trails systems, public transportation available, concessions, and food and retail sales available, dedicated site managers on duty. Wi-Fi and Telephone/Cable TV conduit. • Size of park: Typically, 75 to 1,000 acres.

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71 5.1.6 SPORTS COMPLEX
Sports complexes at community parks, regional parks, and stand-alone sports complexes are developed to provide 4 to 16+ fields or courts in one setting. A sports complex may also support extreme sports facilities, such as BMX and skateboarding. Sports complexes can be single focused or multi-focused and can include indoor or outdoor facilities to serve the needs of both youth and adults. Outdoor fields should be lighted to maximize value and productivity of the complex. Agencies developing sports complexes focus on meeting the needs of residents while also attracting sport tournaments for economic purposes to the community.

Sport field design includes appropriate field distances for each sport’s governing body and support amenities designed to produce revenue to offset operational costs.

Signature sports complexes include enhanced amenities such as artificial turf, multipurpose field benches and bleachers, scoreboards, amplified sound, scorer’s booths, etc. Enhanced amenities would be identified through discussion between City and schools and/or sports associations and dependent upon adequate funding.
• Service radius: Determined by community demand.
• Site Selection: Stand-alone sports complexes are strategically located on or near arterial streets.

Refer to community or regional Park sections if sport complex located within a park. Preference is streets on four sides, or three sides with school or municipal use on fourth side. • Length of stay: Two to three hours experience for single activities. Can be all day for tournaments or special events.
• Amenities: Four to sixteen or more fields or sports courts in one setting; restrooms, ample parking, turf types appropriate for the facility and anticipated usage, and field lighting. • Revenue facilities: Four or more (e.g., fields, concession stand, picnic pavilion). • Land usage: 95 percent active and 5 percent passive.
• Programming: Focus on active programming of all amenities. • Parking: Sufficient to support the amenities. Traffic calming devices encouraged within and next to park.
• Lighting: Amenity lighting includes sport field light standards. • Signage: Directional signage and facility/amenity regulations to enhance user experience. May include kiosks in easily identified areas of the facility. • Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at entrances and throughout complex.
• Size of park: Preferably 20 or more acres for stand-alone complexes.

5.1.7 RECREATION/SPECIAL USE AREAS
Recreation/special use areas are those spaces that do not fall within a typical park classification. A major difference between a special use facility and other parks is that they usually serve a single purpose whereas other park classifications are designed to offer multiple recreation opportunities. It is possible for a special use facility to be located inside another park. Special use facilities generally fall into four categories:

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72 • Cemeteries - burial-ground that is generally viewed as a large public park or ground laid out expressly for the interment of the dead. Cemeteries are normally distinct from churchyards, which are typically consecrated according to one denomination and are attached directly to a single place of worship. Cemeteries can be viewed as historic sites. • Historic/Cultural/Social Sites – unique local resources offering historical, educational, and cultural opportunities. Examples include historic downtown areas, plaza parks, performing arts parks, arboretums, display gardens, performing arts facilities, indoor theaters, churches, and amphitheaters. Frequently, these are in community or regional parks. • Golf Courses – Nine and 18-hole complexes with ancillary facilities such as club houses, driving ranges, program space and learning centers. These facilities are highly maintained and support a wide age level of males and females. Programs are targeted for daily use play, tournaments, leagues, clinics, and special events. Operational costs come from daily play, season pass holders, concession stands, driving range fees, earned income opportunities and sale of pro shop items. • Indoor Recreation Facilities – specialized or single purpose facilities. Examples include community centers, senior centers, and community theaters. Frequently, these are in community or regional Parks.
• Outdoor Recreation Facilities – Examples include baseball stadiums, aquatic parks, disc golf, skateboard, BMX, and dog parks, which may be in a park. o Size of park: Depends upon facilities and activities included. Their diverse character makes it impossible to apply acreage standards.
o Service radius: Depends upon facilities and activities included. Typically serves special user groups while a few serve the entire population.
o Site Selection: Given the variety of potential uses, no specific standards are defined for site selection. As with all park types, the site itself should be located where it is appropriate for its use.
o Length of stay: varies by facility.
o Amenities: varies by facility.
o Revenue facilities: Due to nature of certain facilities, revenue may be required for construction and/or annual maintenance. This should be determined at a policy level before the facility is planned and constructed.
o Land usage: varies by facility.
o Programming: varies by facility.
o Maintenance Standards: Provide the highest-level maintenance with available funding.

Seek a goal of Level 2 maintenance standards. Some amenities (i.e., rose gardens) will require Level 1 maintenance.
o Parking: On-street or off-street parking is provided as appropriate. Goal is to maximize usable park space. As necessary, provide a minimum of five to 10 spaces within park including accessible spaces. Traffic calming devices encouraged next to park. o Lighting: Security or amenity only.

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73 o Signage: Directional and regulation signage to enhance user experience. o Landscape Design: Appropriate design to enhance the park theme/use/experience.

5.1.8 OPEN SPACE/NATURAL AREA PARKS
Open space/natural area parks are undeveloped but may include natural or paved trails. Grasslands under power line corridors are one example; creek areas are another. Open space/natural area parks contain natural resources that can be managed for recreation and natural resource conservation values such as a desire to protect wildlife habitat, water quality and endangered species. Open space/natural area parks also can provide opportunities for nature-based, unstructured, low-impact recreational opportunities such as walking and nature viewing.
• Amenities: May include paved or natural trails, wildlife viewing areas, mountain biking, disc golf, interpretation, and education facilities.
• Maintenance standards: Demand-based maintenance with available funding. Biological management practices observed.
• Lighting: None.
• Signage: Interpretive kiosks as deemed appropriate.
• Landscape Design: Generally, none. Some areas may include landscaping, such as entryways or around buildings. In these situations, sustainable design is appropriate.

5.1.9 TRAILS/LINEAR PARKS
Trails/Linear Parks are recognized for their ability to connect people and places while serving as active transportation facilities. Linking neighborhoods, parks, recreation facilities, attractions, and natural areas with a multi-use trail fulfills three guiding principles simultaneously: protecting natural areas along river and open space areas and providing people with a way to access and enjoy them. Multi-use trails also offer a safe, alternative form of active transportation, provide substantial health benefits, habitat enhancements for plants and wildlife, and unique opportunities for outdoor education and cultural interpretation.
• Site Selection: Located consistent with approved Bicycle, Pedestrian and Trails Master Plan. • Amenities: Parking and restrooms at major trailheads. May include small parks along the trail. • Maintenance standards: Demand-based maintenance with available funding. Biological management practices observed.
• Lighting: Security lighting at trailheads and along trail is preferred. • Signage: Mileage markers at ¼ mile intervals. Interpretive kiosks at all trailheads and as deemed necessary.
• Landscape Design: Coordinated planting scheme in urban areas. Limited or no planting in open space areas.
• Other: Connectivity to parks or other City attractions and facilities is desirable. • Size: Typically, at least 30 ft. width of unencumbered land for a Greenbelt. May include a trail to support walk, bike, run, equestrian type activities. Typically, an urban trail is 8-10 feet wide

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74 to support pedestrian and bicycle uses. Trails incorporate signage to designate where a user is located and where the trails connect in the city.

5.1.10 CITY OF TULARE PARKS
Park Name Park Type Year
Constructed
Size
(Acres)
Bender Park Community 1993 13.10
Blain Park Neighborhood 1996 7.60
Centennial Park Community 1976 12.00
Cesar E. Chavez Memorial Park Neighborhood 1995 10.00
Cypress Park Community 1985 13.00
Del Lago Community Park Community 2008/2009 29.00
Elk Bayou Regional Park Regional 1972 54.00
Elk Bayou Soccer Complex Community 1999 22.00
Kensington Park Pocket 2018 2.93
Live Oak Park Community 1978 15.00
Mulcahy Park Neighborhood 2010 10.00
Palm Ranch Oak Park Pocket 2008 0.90
Parkwood Meadows Park Neighborhood 1998 4.50
Prosperity Sports Park Community 2000 22.00
Rotary Skate Plaza at Topham Park Neighborhood 2008 1.90 Santa Fe Trail Linear Park 2004 45.00
Sayre Park Pocket 2014 2.00
Sunrise Park Neighborhood 1993 6.20
Tyler Park Pocket 1991 0.75
Zumwalt Park Neighborhood 1888 3.80

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75 5.1.11 CITY OF TULARE PARKS MAP

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76 5.1.12 CITY OF TULARE TRAILS NETWORK

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77 DEVELOPED PARK/FACILITY INVENTORY AND ASSESSMENT
To support the development of this master plan, the Consultant team assessed the city’s parks. The assessment is meant to give the City a clear understanding of existing issues, needs, and opportunities at existing parks. It provides an important foundation for both identifying improvements at each specific site and drawing broader recommendations for the system as a whole. This memo summarizes the key findings of the parks assessment.

A description of the scoring criteria follows the summary of key findings. The complete scoring worksheet is provided as an electronic document, which the City of Tulare may use to periodically assess parks in the years ahead.

5.2.1 METHODOLOGY
The Tulare Park system includes 20 city parks, including community, neighborhood, pocket, and regional parks and a city-wide trail. The city also has joint-use agreements for recreation facilities at seven schools. Over two days in March 2022, the Consultant team visited and assessed all 20 city parks, using a scoring form and scoring criteria for some 32 considerations in four categories: access & connectivity, condition, functionality, and experience & sense of safety.

Each of these categories consists of factors that were rated on a scale from 1 to 5 (larger number representing highest value). A weight was assigned to each factor, as it was recognized that not each factor is equal in importance. An overall aggregate score was determined, rating parks as poor, fair, or great within each category. The Consultant team also took open-ended notes while out on the field to supplement the scoring exercise. The next sections summarize our findings in each of the four themes.

5.2.2 ACCESS + CONNECTIVITY
For access and connectivity, the following factors were assessed: edge permeability, signage, maps and branding, ADA-accessible entrances and pathways, presence of safe pedestrian crossings, sidewalks and surrounding circulation, path connectivity, parking, accessibility by bike route, adequate bike parking, connectivity to trails (when applicable), and proximity to public transportation (for community parks only, which are expected to draw people from all over town).

FENCED PERIMETERS
Of the 20 parks assessed, seven are directly adjacent to school sites where the city has a joint use agreement: Bender Park, Cesar E. Chavez Memorial Park, Cypress Park, Del Lago Park, Live Oak Park, Mulcahy Park, and Prosperity Sports Park. Each of these parks are delineated by chain link fences. Barriers between parks and school grounds are necessary for safety reasons, and there are generally chain-link fences around areas used by schools.

At some parks, fencing extended around a much larger area. Fencing along the sidewalk around the entirety of Cesar E. Chavez Park appears unwelcoming and makes this park difficult to access. A main park entrance has a lockable gate, and the fence separates the park from the neighborhood all around it. During school hours, only a small buffer around the perimeter, with limited recreation amenities, appears to be accessible for public use.

Cypress Park and Bender Park appeared to be more successful in how school and park spaces are delineated for usage during specific time periods. This observation relies on the fact that these two parks had fences closer to the school buildings and playground versus extending the fence boundaries outward towards the parks surrounding sidewalks and open fields as seen at Cesar E. Chavez Park.

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78 POOR DRAINAGE LIMITING CIRCULATION
At the time of the park assessment, four parks experienced some flooded areas in designated basins.

Ponded water was observed in drainage basins at Bender Park, Cesar E. Chavez Memorial Park, Live Oak Park, and Parkwood Meadows Park. Ponding water necessarily limits recreation at sites where parks serve a dual use function for drainage. However, at Live Oak Park, a portion of a main path was inundated, limiting park access and circulation. Cesar E. Chavez Memorial Park experienced large ponding throughout the open field making extensive areas not functional.

Parkwood Meadows Park and Bender Park, on the contrary, appeared to have better drainage and basin delineation. Park Meadows, for example, had its lowest point fenced off with trees planted around the basin. Bender Park appeared to have its primary circulation path sited away at a higher elevation to prevent internal pathway flooding, the opposite of what was observed at Live Oak Park.

PEDESTRIAN CROSSINGS
A fundamental characteristic for park access is the presence of safe pedestrian street crossings that are aligned with both the street and sidewalk network and the park’s path system. Pedestrian crossings reinforce neighborhood access and pedestrian safety.

At Parkwood Meadows Park, Tyler Park, Live Oak Park, and Mulcahy Park, we observed a lack of such pedestrian crossings. As an example, at Parkwood Meadows Park, a pedestrian crossing does not exist at an adjacent intersection; if one did, such a crossing would perfectly align with the park’s internal path system. At Live Oak Park, pedestrian crossings are lacking on a busy street at the park edge. At some parks, the absence of safe pedestrian crossings also has implications for accessibility at the curb, potentially limiting access for people of all ages and abilities.

2.1 Study Session Page 85
Parks and Recreation Master Plan
79 ACCESS + CONNECTIVITY SCORING SUMMARY
The parks that received the top individual access and connectivity scores are Del Lago Park (4.0), Bender Park (3.2), Blain Park (3.2), Zumwalt Park (3.1) and Cypress Park (3.1). The parks that received low scores are Cesar E. Chavez Memorial Park (1.7), Centennial Park (1.9), Rotary Skate Plaza at Topham Park (2.1), and Elk Bayou Regional Park (2.1).

Cesar E. Chavez Memorial Park appeared to present access challenges entrances and pathways, safe pedestrian street crossings, or access by bike route. Centennial Park similarly appeared to present accessibility challenges. Elk Bayou Regional Park’s location distant from neighborhoods and the lack of sidewalk or bike route access contributed to its lower score.

2.1 Study Session Page 86
City of Tulare
80 5.2.3 CONDITION
The condition of each of the following park elements was assessed in our evaluation: hardscape, planting, play areas, recreation amenities, restroom facilities, and seating / gathering areas. Issues around the condition of planting and play areas are summarized here.

DIRT PATCHES
The Consultant team considered overgrown grass or dirt patches, overall maintenance of planted areas, appropriate pruning, and presence of weeds. Five parks had a distinct presence of dirt patches that altered the overall visual quality: Bender Park, Cesar E. Chavez Memorial Park, Elk Bayou Regional Park, Live Oak Park, and Parkwood Meadows Park. Dirt patches were also seen at other parks but less significantly.

PLAY AREA CONDITION
When evaluating play areas, factors taken into consideration were equipment condition, rust, mulch, and rubber surfacing. At some parks, including Sayre Park, there was an evident mismatch between the lifecycle of play equipment—which appeared to be in relatively good condition—and the play surfacing, which was experiencing major warping. This warping of the rubber has resulted in large gaps between what should be a flush transition of concrete meeting the rubber play area, and suggests the potential for tripping hazards.

HARDSCAPE
At least six parks displayed some amount of pavement upheaving and cracking that altered the overall physical appearance of park paths. At Elk Bayou Regional Park, for example, large cracks can be seen under a shaded picnic structure. Paths at Parkwood Meadows Park, on the other hand, appeared in quite good condition.

2.1 Study Session Page 87
Parks and Recreation Master Plan
81 CONDITION SCORING SUMMARY
The parks which received the top individual condition scores are Del Lago Park (4.4), Blain Park (3.8), Kensington Park (3.6), and Bender Park (3.3). The parks that received low individual condition scores are the Santa Fe Trail (1.2) followed by Elk Bayou Regional Park (2.2), Palm Ranch Oak Park (2.4) and Cesar E. Chavez Memorial Park (2.5).

For Elk Bayou Regional Park, the following observations influenced the park’s condition score. Sand surfacing in the play area had many weeds growing throughout the entire play zone. Gopher holes were prevalent, and a portion of sidewalk appeared hollowed out by tunneling. Some mature trees showed inadequate pruning decreasing overall appearance value and shade. Wood rotting at one of the shade structures was also noticeable and raised questions about the structure’s stability and life expectancy.

Palm Ranch Oak Park, a pocket park, had fewer amenities to consider. A meandering path and planting were the park’s main features; the path’s edging was in poor condition, and dead shrubs were observed.

2.1 Study Session Page 88
City of Tulare
82 5.2.4 FUNCTIONALITY
Planting, play areas, recreation amenities, and seating and gathering areas were also evaluated from the perspective of functionality. In this case, features were considered for the way the contributed or did not contribute to a usable, enjoyable park experience. This category also considered how parks were integrated with adjacent schools.

PLANTING
Most parks in Turlock appeared to have a significant amount of lawn, but limited planting beds.

Some parks tend toward a very limited palette of plant types. Greater plant variety can enhance parks visually, and even provide a tactile experience. Indeed, some parks demonstrate the value of planting variety. Palm Ranch Oak Park features ornamental grasses, while Tyler Park provides pink flowering shrubs at one of the main gathering areas. Mulcahy Park displays a nice planting zone at the primary programming area, with a variety of shrubs and ground cover.

FURNISHING / AMENITY SITING
In some parks, the placement of park furnishings and amenities reduced functionality. This was especially noticeable with the location and distribution of benches. In some places, benches did not seem to be placed in a way that could take advantage of shade, views over open lawns or active use areas, or places to rest along walking paths.

The distribution and placement of trash receptacles was observed as a potential issue at some parks.

At Live Oak Park and Del Lago Park, there appeared to be ample trash receptacles, yet litter was still present at Live Oak Park on the day of the site assessment. It may be that having too many receptacles throughout the park increases maintenance time; strategic placement of receptacles may help with this.

2.1 Study Session Page 89
Parks and Recreation Master Plan
83 FUNCTIONALITY SCORING SUMMARY
The parks which received the top individual functionality scores are Del Lago Park (4.2), Mulcahy Park (3.5), Cypress Park (3.4), and Blain Park (3.1). The parks that received low functionality scores are Rotary Skate Plaza at Topham (1.3), Santa Fe Trail (1.7), and Elk Bayou Soccer Complex (1.7) all which are unique cases. The parks that ranked just above these are Palm Ranch Oak (2.1) Parkwood Meadows Park (2.3), Tyler Park (2.3) and Live Oak Park (2.3).

Palm Ranch Oak Park provides primarily a passive use experience, as it lacks play or recreational elements. On the other hand, the planting variety and the placement and distribution of seating were positive in this park.

Parkwood Meadows Park’s was observed to have limited recreational amenities, and the functionality of seating / gathering areas could be improved. At the time of the assessment, the volleyball court was lacking a net. The park included a path loop, however, benches for resting were not seen along the path. Benches were present near the playground, where picnic tables with shade would have been valued.

2.1 Study Session Page 90
City of Tulare
84 5.2.5 EXPERIENCE & SENSE OF SAFETY
The following factors were evaluated to understand park experience and sense of safety: evidence of illicit or unauthorized uses, road/ traffic calming measures, eyes on the park/ natural surveillance, mitigation of views and noise from surrounding land uses, access to drinking fountains, shade, lighting at major amenity areas, variety of spaces for passive and active uses, and character uniqueness.

UNIQUE PARK CHARACTER
From field observations, older parks were often felt to have more character than newer parks. Parks that appeared to have a unique character include Zumwalt Park, Elk Bayou Regional Park, Cypress, and Blain Park. Zumwalt Park expressed a civic character, with an outdoor pavilion and a variety of tree types and plantings. Elk Bayou Regional Park, which has less than favorable conditions in some ways, expressed an interesting identity with the architectural style of the multiple shade structures.

Both Cypress Park and Blain Park provided a sense of nature, owing to the log play elements at Cypress Park and the dry creek and boulders at Blain Park.

The need for a greater sense of place was felt at Sunrise Park and Kensington Park, both of which feature extensive open fields, playgrounds that were relatively simple in terms of play variety, and limited other features.

UNUSABLE DRINKING FOUNTAINS AND RESTROOMS
At the time of the assessment, restrooms were closed at a significant number of parks. Park users expressed that having open restrooms, especially where activities are occurring, would enhance the park experience. Broken drinking fountains were also a noticeable factor. Several parks had drinking fountains, yet many were shut off, or did not function properly.

2.1 Study Session Page 91
Parks and Recreation Master Plan
85 EXPERIENCE & SENSE OF SAFETY SCORING SUMMARY
The parks which received the top individual experience and sense of safety scores are Del Lago Community Park (4.3), Zumwalt Park (4.0), Palm Ranch Oak Park (3.4), and Sayre Park (3.3). The parks that received low individual experience and sense of safety scores are the Santa Fe Trail (1.9) and Rotary Skate Plaza at Topham (2.4) followed by Elk Bayou Regional Park (2.4), Sunrise Park (2.6), and Kensington Park (2.7).

Elk Bayou Regional Park’s experience and sense of safety is mainly influenced by eyes on the park and natural surveillance. This is primarily due to the park’s being located at the southern end of Tulare and adjacent to agricultural fields.

Both Sunrise Park and Kensington Park’s lower scores in this category are due to climate comfortability. Sunrise Park, for example, had no shading available for picnic tables or benches. At Kensington Park, trees are young and do not yet provide shade. At mature size, these trees would still not provide shade for the play area, the park’s primary feature.

2.1 Study Session Page 92
City of Tulare
86 5.2.6 PARKS OVERALL SCORING SUMMARY
Great
Good
Fair
Poor

1.9 2.1

2.3 2.3

2.4 2.5

2.6 2.6

2.6 2.7

2.7 2.7

2.8 3.0

3.0 3.1

3.1 3.2

3.3 4.2

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5
Santa Fe Trail
Rotary Skate Plaza at Topham Park
Elk Bayou Soccer Complex
Elk Bayou Regional Park
Cesar E. Chavez Memorial Park
Live Oak Park
Centennial Park
Parkwood Meadows Park
Palm Ranch Oak Park
Tyler Park
Sunrise Park
Sayre Park
Kensington Park
Prosperity Sports Park
Mulcahy Park
Zumwalt Park
Cypress Park
Bender Park
Blain Park
Del Lago Community Park

2.1 Study Session Page 93
Parks and Recreation Master Plan
87 LEVEL OF SERVICE STANDARDS
Level of Service (LOS) standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities, and amenities. LOS standards can and will change over time; as the population increases, the need to acquire additional land and develop parks also increases as will the costs to do so.

The consultant team evaluated LOS standards using a combination of local, regional, and national resources, including:
• Demographic projections (including population, age, and diversity segmentation). • 2035 Vision Tulare General Plan.
• National Recreation and Park Association (NRPA) guidelines. • Recreation activity participation rates reported by the Sports & Fitness Industry Association’s (SFIA) 2022 Study of Sports.
• Ability for the city to acquire park land for developed parks, trails, and open space. • Community and stakeholder input and needs prioritization. • Planned yet not developed parks in the city.
• The ability for the city to financially sustain a high-quality park, open space, and trail system.

These resources provide LOS guidelines based on population to inform and support investment decisions related to parks, facilities, and amenities. When coupled with local input on the needs of the Tulare community, these standards help to identify park and facility/amenity gaps and surpluses. The findings of the LOS standards analysis are summarized below:
• Tulare currently provides a total LOS of 3.29 acres of developed parks per 1,000 residents based on the City’s current population. When compared to the General Plan 2035 targeted LOS standards for developed parks at 4.0 acres per 1,000 residents, the city is currently deficient by 64 acres.
• To keep up with the projected population growth and to meet the General Plan 2035 recommended LOS standards, the city will need to develop and add a total of 89 acres of developed parks to the system by the year 2037.
• The city currently meets the 2037 standards for community parks, as well as skate parks, urban fishing lakes, and disc golf courses but is deficient in athletic fields, sport courts, indoor recreation facility square footage, and a variety of other park and recreation amenities.
• The top two park classification needs in the city in 2023 and the future are neighborhood parks and regional parks.

Based on a thorough review of the parks and recreation system and public input, it is recommended that the city pursue the redevelopment of specific parks to include at least one dog park and one splashpad to meet the communities needs for these amenities by 2037.

The table on the following page details the current and recommended LOS for the Tulare Parks and Recreation System.

2.1 Study Session Page 94
City of Tulare
88 Park Classification City Inventory Total Inventory
Current % of
Inventory
Provided by
City
Meet Standard/
Need Exists
PARKSPOCKET PARKS Acre(s) 6.58 6.58 100% 0.09 acres per 1,000 0.11 acres per 1,000 Need Exists 2 Acre(s)NEIGHBORHOOD PARKS Acre(s) 44.00 44.00 100% 0.63 acres per 1,000 0.64 acres per 1,000 Need Exists 7 Acre(s) COMMUNITY PARKS Acre(s) 126.10 126.10 100% 1.80 acres per 1,000 1.57 acres per 1,000 Meets Standard - Acre(s) REGIONAL PARKS Acre(s) 54.00 54.00 100% 0.77 acres per 1,000 1.68 acres per 1,000 Need Exists 80 Acre(s) Total Acre(s) 230.68 - 230.68 100% 3.29 acres per 1,000 4.00 acres per 1,000 Need Exists 89 Acre(s) OPEN SPACE AND LINEAR PARKCONSERVATION PARK Acre(s) - NA - acres per 1,000 NA acres per 1,000 NA NA Acre(s)LINEAR PARK Acre(s) 45.00 45.00 100% 0.64 acres per 1,000 NA acres per 1,000 NA NA Acre(s)PAVED TRAILS Miles 7.00 7.00 100% NA miles per 1,000 NA miles per 1,000 NA NA Miles Outdoor Amenities and Facilities City Inventory SCHOOL INVENTORY Total Inventory Current % of
Inventory
Provided by
City
Meet Standard/
Need Exists
AMENITIES AND FACILITIESBASEBALL FIELD Field 5.00 1.00 6.00 100% 1.00 Field per 14,002 1.00 Field per 7,500 Need Exists 5 Field SOFTBALL FIELD Field 7.00 1.00 8.00 0% 1.00 Field per 10,001 1.00 Field per 7,500 Need Exists 3 Field FOOTBALL FIELD Field 1.00 1.00 NA 1.00 Field per NA 1.00 Field per 20,000 Need Exists 3 Field SOCCER FIELD Field 15.00 - 15.00 100% 1.00 Field per 4,667 1.00 Field per 3,500 Need Exists 8 Field OUTDOOR BASKETBALL COURT Court 1.50 44.50 46.00 2% 1.00 Court per 886 1.00 Court per 1,600 Need Exists 4 Court OUTDOOR PICKLEBALL COURT Court - - - NA 1.00 Court per NA 1.00 Court per 10,000 Need Exists 8 Court OUTDOOR TENNIS COURT LIGHTED Court 4.00 - 4.00 0% 1.00 Court per 2,693 1.00 Court per 8,000 Need Exists 6 Court OUTDOOR VOLLEYBALL COURT (SAND/GRASS) Court 3.00 - 3.00 13% 1.00 court per 2,917 1.00 court per 15,000 Need Exists 2 Court PLAYGROUNDS Site 21.00 1.00 22.00 38% 1.00 Site per 1,250 1.00 Site per 3,300 Need Exists 2 Site DOG PARK/OFF-LEASH AREA Site - - NA 1.00 Site per NA 1.00 Site per 30,000 Need Exists 3 Site PICNIC SHELTERS Site 18.00 - 18.00 100% 1.00 Site per 3,889 1.00 Site per 3,500 Need Exists 5 Site DISC GOLF COURSE Course 1.00 1.00 0% 1.00 Course per 70,010 1.00 Course per 100,000 Meets Standard - Course SKATE PARK/PLAZA Site 1.00 - 1.00 100% 1.00 Site per 70,010 1.00 Site per 100,000 Meets Standard - Site OUTDOOR SWIMMING POOL Pool 1.00 - 1.00 33% 1.00 Pool per 23,337 1.00 Pool per 50,000 Need Exists 1 Pool SPLASH PAD Site 2.00 2.00 100% 1.00 Site per 35,005 1.00 Site per 30,000 Need Exists 1 Site AMPHITHEATER Site 1.00 1.00 2.00 33% 1.00 Site per 23,337 1.00 Site per 30,000 Need Exists 1 Site UBRAN FISHING LAKE Site 1.00 1.00 100% 1.00 Site per 70,010 1.00 Site per 100,000 Meets Standard - Site Indoor Community Recreation Facility City Inventory Total Inventory Current % of
Inventory
Provided by
City
Meet Standard/
Need Exists
TEEN CENTER Square Feet 20,004.00 20,004.00 100% 0.29 Sq. Ft. per Person 0.25 Sq. Ft. per Person Meets Standard - Square FeetSENIOR CENTER Square Feet 11,000.00 11,000.00 0% 0.16 Sq. Ft. per Person 0.10 Sq. Ft. per Person Meets Standard - Square Feet COMMUNITY CENTER Square Feet 9,053.00 9,053.00 100% 0.13 Sq. Ft. per Person 0.50 Sq. Ft. per Person Need Exists 30,899 Square Feet Recommended Service
Levels TBD
2022 Inventory Service Levels 2037 Needs 2022 Inventory Service Levels 2037 Needs Additional Facilities/
Amenities Needed in 2037
Additional Facilities/
Amenities Needed in 2037
Current Service Level based upon
Current City Population
2022 Inventory 2037 Needs
Current Service Level based upon
Current City Population
Recommended Service
Levels TBD
Additional Facilities/
Amenities Needed in 2037
Service Levels
Current Service Level based upon
Current City Population
Recommended Service
Levels

2.1 Study Session Page 95
Parks and Recreation Master Plan
89 PROXIMITY STANDARDS
Further service delivery analysis should be undertaken to ensure equitable access to Parks, Recreation and Community Services facilities. The service area of a park is another level of service measurement that the department should consider to assess the quality of the system. Service area is directly attributable to how accessible the park system is to the City’s residents. In short, a park or facility’s service area is the accepted amount of time that most park patrons will travel from their home to get to a given recreation destination. The service area standards by park/facility type could be as follows:

PARK/FACILITY TYPE DRIVING DISTANCE SERVICE AREA
Neighborhood Park <1 mile
Community Park <5 mile
Regional Park <10 mile
Community Center <5 mile
Senior Center <5 mile
Library <15 mile
A potential goal of the department could be for each household in the city to be served by a neighborhood, community, district, and regional park utilizing a set of driving distance standards. Staff acknowledge, however, that development patterns across the city make certain areas not suitable for neighborhood, and in some cases, community parks. Given these limitations, the Department should focus on proximity standard goals for community and regional parks.

2.1 Study Session Page 96
City of Tulare
90 CHAPTER SIX – CAPITAL IMPROVEMENT COST ESTIMATING
To plan and prioritize capital improvement projects, recommendations include balancing the maintenance of current assets with the development of new facilities. The departmental Capital Improvement Plan (CIP) framework is utilized to determine CIP projects in concert with an implementable financial plan. A key priority is also focused on maintaining the integrity of the current infrastructure and facilities before expanding and/or enhancing programs and facilities. Maintaining current infrastructure with limited funding will inhibit the City’s ability to take care of all existing assets and build new facilities.

A three-tier plan is recommended to help guide the decision-making process for CIP investments. The three-tiered plan acknowledges a fiscal reality, leading to the continuous rebalancing of priorities and their associated expenditures. Each tier reflects different assumptions about available resources. A complete list of the projects in each is identified in this chapter. The three tiers include:
• Sustainable - Critical maintenance projects, including lifecycle replacement, repair of existing equipment, safety and ADA improvements and existing debt service obligations. Many of these types of improvements typically require one-time funding and are not likely to increase annual operations and maintenance costs. In many cases, these types of projects may reduce annual operations and maintenance costs. A lifecycle replacement schedule has been provided in the Appendix of this document.
• Expanded Services - Projects that include strategic changes to the existing parks system to better meet the unmet needs of the community, including adding features to extend recreation opportunities, such as dog parks, splash pads and trail loops in existing parks. These types of improvements typically require one-time funding and may trigger slight increases in annual operations and maintenance costs, depending on the nature of the improvements. • Visionary - Complete Park renovation, land acquisition and new park/trail development, including but not limited to, the renovation/reconstruction of Cassel Hills Pool, the development of the Foxfire Pocket Park, the redevelopment of Jeffers and Helke Parks and the creation of a Trails Master Plan. These improvements will likely increase annual operations and maintenance costs. Visionary projects also include planning efforts to support new/future development. 10-YEAR CAPITAL IMPROVEMENT PLAN DEVELOPMENT – GENERAL

ASSUMPTIONS
The following are the general assumptions utilized in the development of the recommended 10-year capital improvement plan:
• All projects must be financially viable.
• Only projects likely to be implemented within 10-year plan period are included in the plan. • Projects must be consistent with other planning efforts, where applicable.

PLEASE NOTE: Cost estimates are provided in 2022 dollars.

2.1 Study Session Page 97
Parks and Recreation Master Plan
91 SUSTAINABLE PROJECT RECOMMENDATIONS – MAINTAINING WHAT WE HAVE
This section outlines the projects that focus on the repair and lifecycle replacement of existing parks, facilities, and amenities as well as administrative planning efforts.

EXPANDED SERVICES RECOMMENDATIONS – IMPROVING WHAT WE HAVE Options described in this section provide the extra services or capital improvement that could be undertaken to meet need(s) with a focus on enhancements to existing facilities. The following provides a summary of the expanded service options.

Asset Brief Description Estimated Total
Project Cost
Bender Park Playground Replacement with Shade $250,000
Blain Park Playground Replacement with Shade; Pedestrian Bridge replacement $350,000 Centennial Park Lifecycle Replacement of all assets in park (playground, tennis courts, fencing, etc.) $700,000 Cypress Park Playground Replacement with Shade and Picnic Arbor Replacement $550,000 Del Lago Community Park Playground Replacement with Shade including Poured in Place Surfacing; Tennis Court Resurfacing; Lighting Conversion to LED $450,000
Elk Bayou Regional Park Playground Replacement; Picnic Arbor Replacement; Restroom Replacement, Well Replacement; Parking Lot Replacement $1,250,000
Elk Bayou Soccer Complex Paye and Stripe 3 Parking Lots; Replace Athletic Field Lighting; Replace Restroom/Concession Stand; Replace Metal Shade Structure with Picnic Arbor $950,000 Kensington Park Playground Replacement with Shade $200,000 Live Oak Park Tennis Court Replacement; Picnic Arbor Replacement; Restroom Replacement; Volleyball Court Replacement (sand) $900,000
Mulcahy Park Playground Replacement with Shade; Splashpad Replacement $750,000 Parkwood Meadows Playground Replacement with Shade $250,000 Prosperity Sports Park Stadium Lights Replacement $100,000 Rotary Skate Park Replacement or Relocation $1,500,000
Sayre Park Basketball Court Resurfacing; Playground Replacement with Shade $300,000 Sunrise Park Playground Replacement with Shade $250,000 Tyler Park Playground Replacement with Shade $250,000
Zumwalt Park Implement Existing Site Specific Master Plan $5,000,000 $14,000,000
SUSTAINABLE PROJECTS (Repair Existing)

TOTAL SUSTAINABLE PROJECTS
Asset Brief Description Estimated Total Project
Cost
Bender Park Addition of Picnic Arbor (north end of park) $250,000 Centennial Park Addition of Parking Lot near Teen Center; Addition of Walking Paths throughout park $300,000 Del Lago Community Park Addition of Restroom on North End of Park $500,000 Elk Bayou Regional Park Soft Surface Trail along creek $100,000 Elk Bayou Soccer Complex Addition of Restroom near Field 5 $500,000 Palm Ranch Oak Park Addition of Walking Path through park $50,000 $1,700,000
EXPANDED SERVICE PROJECTS (Upgrade and Renovation)

TOTAL EXPANDED SERVICE PROJECTS

2.1 Study Session Page 98
City of Tulare
92 VISIONARY RECOMMENDATIONS – DEVELOPING NEW OPPORTUNITIES Recommendations described in this section represent the complete set of services and facilities desired by the community. It can help provide policy guidance by illustrating the ultimate goals of the community, and by providing a long-range look to address future needs and deficiencies. The following new development and redevelopment projects have been identified as relevant to the interests and needs of the community and are relevant to the City’s focus because they feature a high probability of success.

6.4.1 PARKS AND RECREATION PROJECTS
Asset Brief Description Estimated Total
Project Cost
Cesar Chavez Park Site Specific Master Plan and Park Redevelopment $5,075,000 Regional Park (80 acre sports complex) Site Specific Master Plan and Park Development $50,000,000 Pocket Park (2 acres) Site Specific Master Plans and Park Development $1,500,000 Neighborhood Park Development (7 acres) Site Specific Master Plans and Park Development $7,075,000 Community Center Development 30,000 Sq. Ft. Community Center Development $25,000,000 2033 Parks and Recreation Master Plan Update to Parks and Recreation Master Plan (2033) $200,000 $88,850,000
VISIONARY PROJECTS (New/Major Upgrade)

TOTAL PARK AND RECREATION VISIONARY PROJECTS

PARK AND RECREATION

2.1 Study Session Page 99
Parks and Recreation Master Plan
93 6.4.2 TRAIL PROJECTS
Trail Type Trail Length (Miles) Estimated Total Project Cost
Akers Street Corridor
10' Sidewalk 0.67 $204,777
Multi-Use Trail 0.25 $141,250
Multi-Use Trail 0.25 $141,250
Avenue 228 Corridor
10' Sidewalk 0.25 $76,250
10' Sidewalk 0.25 $76,250
Bardsley Avenue Corridor
10' Sidewalk 0.50 $152,500
10' Sidewalk 0.25 $76,250
10' Sidewalk 0.14 $42,746
10' Sidewalk 0.04 $12,131
Multi-Use Trail 0.50 $282,500
10' Sidewalk 0.19 $58,920
10' Sidewalk 0.40 $122,000
Bates Slough Corridor
Multi-Use Trail 0.50 $282,500
Bolton Avenue Corridor
Multi-Use Trail 0.50 $282,500
Multi-Use Trail 0.50 $282,500
Cartmill Avenue Corridor
10' Sidewalk 0.50 $152,500
De La Vina Corridor (Laspina Street Corridor Extension) 10' Sidewalk 0.25 $76,250
10' Sidewalk 0.25 $76,250
Enterprise Street Corridor
Multi-Use Trail 0.50 $282,500
Multi-Use Trail 0.50 $282,500
Gail Avenue Corridor
10' Sidewalk 0.25 $76,250
Gemini Street Corridor
Multi-Use Trail 0.37 $209,050
"I" Street Corridor
10' Sidewalk 0.05 $13,864
International AgriCenter Way Corridor
Multi-Use Trail 1.05 $593,250
Laspina Street Corridor
10' Sidewalk 0.63 $192,150
10' Sidewalk 0.75 $228,750
Mooney Blvd. Corridor
10' Sidewalk 0.10 $31,771
Ped Bridge $75,000
Multi-Use Trail 0.32 $182,448
Multi-Use Trail 0.36 $202,458
Multi-Use Trail 0.30 $171,212
Multi-Use Trail 0.13 $71,160
Multi-Use Trail 0.40 $225,786
10' Sidewalk 0.08 $24,839
10' Sidewalk 0.72 $219,600
10' Sidewalk 0.50 $152,500
Morrison Street Corridor
10' Sidewalk 0.45 $136,326
10' Sidewalk 0.50 $152,500
Oakmore Street from Bardsley Avenue to Turner Drive
10' Sidewalk 0.50 $152,500
Retherford Street Corridor
10' Sidewalk 0.11 $34,659
Santa Fe Trail - EXISTING
Multi-Use Trail 7.00 $10,000,000
Tulare Avenue Corridor
Multi-Use Trail 0.47 $267,519
Turner Drive Corridor (Extension of Mooney Corridor)
10' Sidewalk 0.57 $174,740
West Street Corridor
Multi-Use Trail 0.25 $141,250
$ 16,833,906
B. Cartmill Ave. to Bolton Ave.

A. Retherford St. to Cartmill Ave. (N&E/side)
B. 130' E/o Mooney Blvd. to Nelder Grove St. (N/side)
C. 1195' E/o Nelder Grove to Morrison St. (N/side)
D. 220' E/o Morrison St. to 430' E/o Morrison St. (N/side) C. Bolton Ave. to Pacific Ave.

A. Oakmore St. to Bates Slough
B. Bates Slough to W/o Road 130
A. 1/2 mi. E/o Enterprise St. to West St. (N/side)
A. Hillman St. to 1/4 mile E/o Hillman St.

B. 1/4 mile E/o Hillman St. to De La Vina St.

E. Oakmore St. to Bates Slough Ditch (N/side)
F. Bates Slough Ditch to 1020' East (N/side)
G. MorHison St. to Oakmore St. (S/side)
A. Bardsley Ave. to Ave. 228
A. Inyo Ave. to Tulare Ave. (E/side)
B. Tulare Ave. to Pleasant Ave. (E/side)
A. Cartmill Ave. to Bolton Ave. (W/side)
B. Bolton Ave. to Pacific Ave. (W/side)
A. Hillman St. to De La Vina (N/side)
A. Laspina St. to Turner Dr. (S/side)
A. Hosfield Rd. to International AgriCenter Way (E/side) B. International AgriCenter Way to Paige Ave. (E/side)
A. Santa Fe Trail to Cross Ave. (E/side)
A. West St. to Northridge St.

A. Bardsley Ave. to Sonora Ave.

G. Eastgate Ave. to Santa Fe Trail
H. Cross Ave. to 430' N/o Cross Ave. (W/side)
A. Foster Dr. to 550' N/o Foster Dr.

B. T.I.D. Canal Crossing
C. Bardsley Ave. to Marvin Ct.

D. Marvin Ct. to Shell Ct.

TOTAL TRAIL VISIONARY PROJECTS
Trail Segment
VISIONARY PROJECTS (New/Major Upgrade)
TRAILS
A. Tahoe Ave. to Foster Dr. (W/side)
A. Bardsley Ave. to S/o Sonora Ave. (W/side)
A. Enterprise St. to Cross Ave. (S/side)
A. Site Specifc Master Plan and Redevelopment
A. Horizon Outlet Mall to Corvina Ave.

A. Bardsley Ave. to Ave. 228 (E/side)
A. 265' N/o Tulare Ave. to Seminole Ave. (W/side)
B. Seminole Ave. to Prosperity Ave. (W/side)
I. 1200' N/o Prosperity Ave. to Cartmill Ave. (W/side)
J. Cartmill Ave. to Pacific Ave. (W/side)
E. Shell Ct. to Tulare Ave.

F. Tulare Ave. to 665' N/o Tulare Ave.

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94 CAPITAL IMPROVEMENT SUMMARY BY TIER
The following table summarizes the three-tier approach to the development of the capital improvement plan associated with the Master Plan.

PROJECT PRIORITIZATION CRITERIA
In order to help prioritize projects based on limited funding sources, staff developed draft criteria for evaluating a project’s ability to meet a variety of park and recreation needs and provide additional benefits. The criteria are shown in the table on the following page and focus on the following:
• Financial Viability – All projects must demonstrate that funding is available for both capital and long-term operations and maintenance costs. The city should not take on a project that it cannot afford to maintain.
• Immediate Projects - Projects needed due to health, safety, legal and/or ADA issues, as well as to protect the City’s current investment in facilities. • Benefit-Driven Projects - Projects that meet the park land and amenity needs of the community, complete a partially-developed project and/or serve as a potential catalyst for economic development.
• Opportunity-Driven Projects - Projects that leverage resources and offer partnership opportunities, are located on a significant site and/or promote economic development opportunities.

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Project Prioritization Criteria
Category Description Project Examples
For All
Projects

1. Financial
Viability
All projects must demonstrate
that funding is available for
capital AND long-term
operation/maintenance costs.
• Installation/eventual replacement
of park furniture, fixtures and
equipment (i.e. play structures,
shade structures, benches, etc.)
Immediate 2. Health/Safety/
Legal/ADA
Immediate health & safety risk,
ADA improvements, settlement
requirements.
• ADA
• Safety improvements

3. Taking Care of
Existing
Investments
Lifecycle replacement and
enhancement of existing parks,
trails and building facilities.
• Equipment replacement/repairs at
existing parks and facilities
• Trail lighting, signage
BenefitDriven4. High Unmet
Need
Development of amenities
based on unmet needs
identified in the Level of
Service (LOS) analysis.
• Renovate Cesar Chavez Park

5. Completeness Site or trail is partially
improved. Benefits are limited
until site is fully developed.
• Trails system

6. Economic
Revitalization
Potential for project to serve as
a catalyst for other investment.
• Develop Sports Complex
OpportunityDriven7. Ability to
Leverage
Resources
Are other projects occurring on
or near the site or are there
other funding sources
available?
• Trail improvements
• ADA upgrade projects

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96 CHAPTER SEVEN - CAPITAL IMPROVEMENT PLAN FUNDING
Municipal Parks and Recreation agencies across the United States today have learned to manage revenue options to support Parks and Recreation, especially with the limited availability of tax dollars. Municipal Park and Recreation systems can no longer rely on taxes as their sole revenue option and have developed new revenue sources/options to help support capital and operational needs.

A growing number of municipalities have developed policies on pricing of services, cost recovery rates, and partnership agreements for programs and facilities provided to the community. They also have developed strong partnerships that are fair and equitable in the delivery of services based on whom receives the service, for what purpose, for what benefit, and for what costs. In addition, agencies have learned to use Parks and Recreation facilities, amenities, programs, and events, to generate revenue and support economic development. Municipalities have also learned to recognize that people will drive to their community for quality recreation facilities such as sports complexes, pools, and tournaments, if the facilities/events are well managed and properly marketed.

In order to continue to build and maintain the Parks and Recreation system, funding should be pursued for the capital investments, such as those presented in this plan. The following section provide fundings strategies for the city to consider for improving its Parks and Recreation system.

HIGHLY IMPLEMENTABLE FUNDING STRATEGIES
• Grants: Grant funds are used by many agencies to enhance parks and the availability of grants continues to grow annually. The city should continue to pursue grant opportunities. Matching dollars are required for most federal grants and many state grants. o California Department of Parks and Recreation Grants – Competitive Programs  Statewide Park Program (SPP) – The Round 5 application cycle is postponed. An update may be available in Summer 2023.
 Outdoor Equity Grants Program - A draft Round 2 Application Guide will be available for public comment in Spring 2023.
 Land and Water Conservation Fund - June 1, 2023, Application Deadline  Recreational Trails Program – June 15, 2023 Application Deadline  Habitat Conservation Fund – June 15, 2023 Application Deadline  Outdoor Recreation Legacy Partnership (ORLP) Program – Application Deadline was December 15, 2022
 Regional Parks Program - Application Deadline was January 20, 2022  Rural Recreation and Tourism Program (RRT) - Application Deadline was January 20, 2022
 Locally-Operated State Parks Program - Application Deadline was August 31, 2021 o California Department of Parks and Recreation Grants – Non-Competitive Programs  Per Capita Program (block grant based on population)
 Recreational Infrastructure Revenue Enhancement (RIRE) Program: $37,000,000

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97 • General Obligation Bond: A general obligation bond is a municipal bond secured by a taxing authority such as the City to improve public assets that benefits the municipal agency involved that oversee the Parks and Recreation facilities. General Obligation Bonds should be considered for park and recreation facility projects, such as updates to a community or regional park, trails, recreation centers, aquatic centers, or a sports complex. Improvements to parks should also be covered by these funding sources because there are very little operational revenues associated with these parks to draw from, and some of the city parks need upgrades and renovations. These parks help frame the city image and benefit a wide age segment of users and updating these parks will benefit the community as a whole and stabilize neighborhoods and other areas of the city. According to Trust for Public Land research, over the last 10 years across the United States over 90% of park and recreation bond issues have passed in cities when offered to the community to vote to support the community needs for Parks and Recreation. • National Recreational Trails Program: These grants are available to government and nonprofit agencies, for amounts ranging from $5,000 to $50,000, for the building of a trail or piece of a trail. It is a reimbursement grant program (sponsor must fund 100% of the project up front) and requires a 20% local match. This is an annual program with an application deadline at the end of January. The available funds are split such that 30% goes toward motorized trails, 30% to nonmotorized trails, and 40% is discretionary for trail construction. • Design Arts Program: The National Endowment for the Arts provides grants to states and local agencies, individuals and nonprofit organizations for projects that incorporate urban design, historic preservation, planning, architecture, landscape architecture, and other community improvement activities, including greenway development. Grants to organizations and agencies must be matched by a 50-percent local contribution. Agencies can receive up to $50,000 • Developer Cash-in-Lieu of meeting the Open Space Requirement: Ordinances requiring the dedication of open space within developments to meet the park and recreation needs of the new residents often have provisions allowing cash contribution to substitute for the land requirement. • Land Leases/Concessions: Land leases and concessions are public/private partnerships in which the municipality provides land or space for private commercial operations that will enhance the park and recreational experience in exchange for payments to help reduce operating costs. They can range from food service restaurant operations, Cell Towers, hotels, to full management of recreation attractions. Leases usually pay back to the city a percentage of the value of the land each year in the 15% category and a percentage of gross from the restaurant or attractions. They also pay sales tax and employee income tax to the city. • Parking Fee: Many parks that do not charge an admission fee will charge a parking fee. Parking rates range from $3 to $4 dollars a day. This funding source could work for helping to support special events, festivals, and sports tournaments (i.e., Tulare Sports Complex). • User Fees: User fees are fees paid by a user of recreational facilities or programs to offset the costs of services provided by the Department in operating a park, a recreation facility or in delivering programs and services. A perception of “value” has to be instilled in the community by the Parks and Recreation staff for what benefits the city is providing to the user. As the Department continues to develop new programs, all future fees should be charged based on cost recovery goals developed in a future Pricing Policy. The fees for the parks and/or core recreation services are based on the level of exclusivity the user receives compared to the general taxpayer.

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98 It is recommended that user fees for programs be charged at market rate for services to create value and operational revenue for the Department. For services where the City feels that they cannot move forward on adequate user fees to obtain the required cost recovery, consideration of contracting with a not-for-profit and/or private company to help offset service costs should be pursued. This would save the city dollars in their operational budgets while still ensuring the community receives the service to keep the quality of life at a high standard. • Permit Fees: This fee is incorporated for exclusive reservations for picnic shelters, sports fields, special events that are provided by the city, and competition tournaments held in the city by other organizations who make a profit off of City owned facilities. Permit fees include a base fee for all direct and indirect costs for the city to provide the space on an exclusive basis plus a percentage of the gross for major special events and tournaments held on City owned permitted facilities. Alcohol permits should be explored and if determined worthwhile, added to these permits which would generate more dollars for the city for these special use areas. These dollars could be applied to the Recreation and Park Revolving Fund if developed to help support park improvements and operations.
• Business/Resident Donations: Individual donations from corporations and private donations can be accepted to support specific improvements and amenities. • Nonprofit Organizations: Nonprofit organizations can provide support for green space and parks in various ways.
o Conservancy or Friends Organization: This type of nonprofit is devoted to supporting a specific park like the Sports Complex. These Park Conservancy’s or Friends Groups are a major funding source for parks in the United States and should be considered for the Parks and Recreation facilities in the city.
o Community Service Workers: Community service workers are assigned by the court to pay off some of their sentence through maintenance activities in parks, such as picking up litter, removing graffiti, and assisting in painting or fix up activities. Most workers are assigned 30 to 60 hours of work. This would seem to be a good opportunity for the parks to work with the sheriff’s or City police department on using community service workers. o Greenway Fundraising Programs: Agencies across the United States have used greenways for not-for-profit fundraisers in the form of walks, runs, bicycle races, and special events. The local managing agency usually gets $2-$5 per participants in the events to go back to support the operations and maintenance costs. o Volunteer Work: Community volunteers may help with greenway construction, as well as conduct fundraisers. Organizations that might be mobilized for volunteer work include the Boy Scouts and Girl Scouts.
• Concessions: Concessions can be leased out to a private operator for a percentage of gross profits. Typically, 15%-18% of gross profits for concessions of a profit operator, or a managing agency over a park site could manage concessions.
• Field Permits: The City can issue recreational use permits for activities, practice, or games.

Permits should cover the operational cost of each field and management costs. If a private operator desires to rent the site for a sporting tournament for private gain, the city should provide a permit fee plus a percentage of gross from the event for the exclusive use of the fields.

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99 • Cell Tower: Cell tower leases can be used. This revenue source would support $35,000-$50,000 annually for the site if cell towers in areas needing cell towers. • Volunteerism: The revenue source is an indirect revenue source in that persons donate time to the city to assist in providing a product or service on an hourly basis. This reduces the City’s cost in providing the service plus it builds advocacy for the city.

FUNDING STRATEGY OPPORTUNITIES FOR CONSIDERATION
• Lease Back: Lease backs are a source of capital funding in which a private sector entity such as a development company buys the park land site or leases the park land and develops a facility such as a park, recreation attraction, recreation center, pool, or sports complex; and leases the facility back to the municipality to pay off the capital costs over a 20-to-30-year period. This approach takes advantage of the efficiencies of private sector development while relieving the burden on the municipality to raise upfront capital funds. This funding source is typically used for recreation and aquatic type facilities, stadiums, civic buildings, and fire stations. • Corporate Sponsorships: Corporations can also underwrite a portion or all the cost of an event, program, or activity based on their name being associated with the service. Sponsorships typically are title sponsors, presenting sponsors, associate sponsors, product sponsors, or in-kind sponsors.

Many agencies seek corporate support for these types of activities through friends’ groups and advisory boards.
o Advertising sales on sports complexes, scoreboards, gym floors, trash cans, playgrounds, in locker rooms, at dog parks, along trails, flower pots, and as part of special events held in the city to help support operational costs have been an acceptable practice in Parks and Recreation systems for a long time and should be considered by the city to support operational costs.
• Maintenance Endowment Fund: This is a fund dedicated exclusively for a park’s maintenance, funded by a percentage of user fees from programs, events, and rentals and is dedicated to protecting the asset where the activity is occurring.
• Park and Recreation Revenue Revolving Fund: This is a dedicated fund to be used for park purposes only that is replenished on an ongoing basis from various funding sources such as grants, sponsorships, advertising, program user fees and rental fees within the park system. The City could establish a revolving fund supported by all of the funding sources identified in this section and kept separate from the tax general fund. This has worked well in many cities across the United States.
• Parks Foundation. The utilization of a Parks Foundation is a joint-development funding source with the city. The foundation operates as a non-profit organization, working on behalf of the public agency to raise needed dollars to support its vision and operational needs. o The dollars that would be raised by the foundation are tax-exempt. Foundations promote specific causes, activities, or issues that the Department needs to address. They offer a variety of means to fund capital projects, including capital campaigns, gifts catalogs, fundraisers, endowments, sales of park-related memorabilia, etc. o Private donations may be received in the form of cash, securities, land, facilities, recreation equipment, art, or in-kind services.

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• Private Foundation Funds: Nonprofit community foundations can be strong sources of support for the Department and should be pursued for specific park and recreation amenities. The Department should consider developing a good parks foundation. • Nonprofit Organizations: Nonprofit organizations can provide support for green space and parks in various ways. Examples include:
o Greenway Foundations: Greenway foundations focus on developing and maintaining trails and green corridors on a City-wide basis. The city could seek land leases along their trails as a funding source, in addition to selling miles of trails to community corporations and nonprofits in the city. The development rights along the trails can also be sold to local utilities for water, sewer, fiber optic, and cable lines on a per mile basis to support development and management of these corridors. Indianapolis Greenway Foundation has a specific Greenway Trail license plate they have had in place for over 20 years to help support the development and maintenance of trails in the city. o Adopt-a-Park, -Trail, -Stream: In this approach local neighborhood groups or businesses make a volunteer commitment to maintaining a specific area of a park or an amenity.

Adopt-a-Park, or similar arrangements are particularly well-suited for the Department. • Local Private-Sector Funding: Local industries and private businesses may agree to provide support for greenway development through one or more of the following methods:
o Donations of cash to a specific greenway segment.
o Donations of services by businesses and corporations to reduce the cost of greenway implementation, including equipment and labor to construct and install elements of a specific greenway.
o Reductions in the cost of materials purchased from local businesses that support greenway implementation and can supply essential products for facility development. • Adopt-A-Foot Program: These are typically small grant programs that fund new construction, repair/renovation, maps, trail brochures, facilities (bike racks, picnic areas, birding equipment) as well as provide maintenance support. The Adopt-A-Foot program is in the form of cash contributions that range from $2,640 to $26,400 over a five-year period. • Food and Equipment Sponsors: Official drink and food sponsors can be utilized for the city.

Official drink and food sponsors pay the city a set percentage of gross. Typically, this is 15%-20% of costs for being the official product and receiving exclusive pouring and food rights to the complex. Likewise, official equipment sponsors work well for trucks, mowers, and tractors. • Advertising Revenue: Advertising revenue can come from the sale of ads on banners in the parks. The advertising could include trashcans, trail markers, visitor pull trailers, tee boxes, scorecards, and in restrooms.
• Catering: The City has many sites that set up well to have high, medium, and low-level caterers on contract that groups can use. Caterers usually provide the parks with a fixed gross rate on food and beverage at 12%-15% of the cost of food and 18% of drink back to the city.

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FUNDING STRATEGY OPPORTUNITIES FOR OTHER DEPARTMENTS
• Federal Lands Access Program (FLAP) grants – The Federal Lands Access Program (Access Program) was established in 23 U.S.C. 204 to improve transportation facilities that provide access to, are adjacent to, or are located within Federal lands. The Access Program supplements State and local resources for public roads, transit systems, and other transportation facilities, with an emphasis on high-use recreation sites and economic generators. • Federal Housing Grants can also help support parks near federal housing areas and should be pursued if appropriate. Several communities have used HUD funds to develop greenways, including the Boscobel Heights’ “Safe Walk” Greenway in Nashville, Tennessee. • Watershed Protection and Flood Prevention (Small Watersheds) Grants: The USDA Natural Resource Conservation Service (NRCS) provides funding to state and local agencies or nonprofit organizations authorized to carry out, maintain, and operate watershed improvements involving less than 250,000 acres. The NRCS provides financial and technical assistance to eligible projects to improve watershed protection, flood prevention, sedimentation control, public water-based fish and wildlife enhancements, and recreation planning. The NRCS requires a 50-percent local match for public recreation, and fish and wildlife projects. • Tax Abatement. The governing body of a political subdivision may grant a current or prospective abatement, by contract or otherwise, of the taxes imposed by the political subdivision on a parcel of property, which may include personal property and machinery, or defer the payments of the taxes and abate the interest and penalty that otherwise would apply, if:
o it expects the benefits to the political subdivision of the proposed abatement agreement to at least equal the costs to the political subdivision of the proposed agreement or intends the abatement to phase in a property tax increase, and o it finds that doing so is in the public interest because it will:
 increase or preserve tax base;
 provide employment opportunities in the political subdivision;  provide or help acquire or construct public facilities;  help redevelop or renew blighted areas;
 help provide access to services for residents of the political subdivision;  finance or provide public infrastructure;
 phase in a property tax increase on the parcel resulting from an increase of 50 percent or more in one year on the estimated market value of the parcel, other than increase attributable to improvement of the parcel; or  stabilize the tax base through equalization of property tax revenues for a specified period with respect to a taxpayer whose real and personal property is subject to valuation
• Tax Allocation or Tax Increment District: Commonly used for financing redevelopment projects. A Tax Allocation District (TAD) involves the issuance of tax-exempt bonds to pay frontend infrastructure and eligible development costs in partnership with private developers. As redevelopment occurs in the City, the “tax increment” resulting from redevelopment projects is

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used to retire the debt issued to fund the eligible redevelopment costs. The public portion of the redevelopment project funds itself using the additional taxes generated by the project. TADs can be used to fund park improvements and development as an essential infrastructure cost.

These funds would work well in the downtown park redevelopment and in trail development. • Utility Lease Fee: Utility lease fees have been used to support parks in the form of utility companies supporting a park from utility easements, storm water runoff and paying for development rights below the ground. This funding source is derived from fees on property own by the City based on measures such as the amount of impervious surfacing as well as fees from utility companies having access through the park. It is used by many cities to acquire and develop greenways and other open space resources that provide improvements in the park or development of trails. Improvements can include trails, drainage areas, and retention ponds that serve multiple purposes such as recreation, environmental protection, and storm water management. This could be a source for the utilities to contribute to support the parks and trails in the future. This has been very successful in Houston along their bayous. • Food and Beverage Tax: This 1/8% sales tax is currently used by cities across the United States and usually requires voter approval. These dollars can come from the local community as well as visitors to the city to help pay for a bond to finance future park and recreation related improvements. Food and Beverage Taxes are very well accepted in most communities. • Tax Increment Financing (TIF Funds): The concept behind the tax increment financing is that taxes in a designated area are frozen and the redevelopment that occurs in the blighted, conservation, or economic development area will increase the assessed valuation of the property and generate new property tax revenues. The increase can be used on an annual basis to retire revenue bonds issued to finance redevelopment costs. A great deal of development is required to generate sufficient revenues to make it work.
• State Water Management Funds: Funds established to protect or improve water quality could apply to a greenways/trails project if a strong link exists between the development of a greenway and the adjacent/nearby water quality. Possible uses of these funds include the purchase of critical strips of land along rivers and streams for protection, which could then also be used for greenways; develop educational materials, displays; or for storm water management. • Wi-Fi Revenue: The City can set up a Wi-Fi area whereby a Wi-Fi vendor is able to sell the advertising on the Wi-Fi access banner to local businesses targeting the users of the site. This revenue has amounted to $20,000-$50,000 in revenue for similar systems.

GRANTS THROUGH PRIVATE FOUNDATIONS AND CORPORATIONS
Many communities have solicited greenway funding from a variety of private foundations and other conservation-minded benefactors. Some of these grants include:
• Coors Pure Water 2000 Grants: Coors Brewing Company and its affiliated distributors provide funding and in-kind services to grassroots organizations that are working to solve local, regional and national water-related problems. Coors provides grants, ranging from a few hundred dollars to $50,000, for projects such as river cleanups, aquatic habitat improvements, water quality monitoring, wetlands protection, pollution prevention, water education efforts, groundwater protection, water conservation and fisheries.

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• World Wildlife Fund Innovative Grants Program: This organization awards small grants to local, regional, and statewide nonprofit organizations to help implement innovative strategies for the conservation of natural resources. Grants are offered to support projects that accomplish one or more of the following: (1) conserve wetlands; (2) protect endangered species; (3) preserve migratory birds; (4) conserve coastal resources; and (5) establish and sustain protected natural areas, such as greenways.
• Innovative Grants: This funding can help pay for the administrative costs for projects including planning, technical assistance, legal and other costs to facilitate the acquisition of critical lands; retaining consultants and other experts; and preparing visual presentations and brochures or other conservation activities. The maximum award for a single grant is typically $10,000. • Bikes Belong: Bikes Belong coalition is sponsored by members of the American Bicycle Industry.

The grant program is a national discretionary program with a small budget, to help communities build trail projects. They like to fund high-profile projects and like regional coalitions. An application must be supported by the local bicycle dealers (letters of support should be attached). Bikes Belong also offers advice and information on how to get more people on bikes.

Government and nonprofit agencies are eligible, and no match is required. The maximum amount for a grant proposal is $10,000. Applications may be submitted at any time and are reviewed as they are received.
• Partnership Development Agreement: Each partner would develop their respective facilities based on set design guidelines with the city managing all the site elements. Partners would work collectively to promote the site versus individual amenities. This process was successful for Papago Park, located in the City of Phoenix, Arizona. The site included a major league spring training facility and minor league baseball complex, zoo, botanical gardens, history museum, and other attractions on site.
• Community Forest and Open Space Program: Federal Grant with Estimated Total Program Funding of $3,150,000. Individual grant applications may not exceed $400,000. The program pays up to 50% of the project costs and requires a 50% non-federal match. Eligible lands for grants funded under this program are private forests that are at least five acres in size, suitable to sustain natural vegetation, and at least 75% forested. • Congestion Mitigation and Air Quality Program-fund: This source is for transportation projects that improve air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to communities, bike rack facilities. Average grant size $50,000- $100,000.
• Community Facilities Grant and Loan Program-Grant Program: This source is established to assist communities with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or existing surplus government facilities that have an existing or future community use. Facilities may be space for community gatherings and functions, recreational athletic facilities for community members, particularly youth. These include space for non-for-profit offices, childcare, community education, theater, senior centers, youth centers, and after school programs. CFP match requirements for requests up to $250,000 are 10- % eligible project costs. For requests over $250,000 to $1 million, the match is 15%. • American Hiking Society: Fund on a national basis for promoting and protecting foot trails and the hiking experience.

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• The Helen R. Buck Foundation: This foundation provides funding for playground equipment and recreational activities.
• Deupree Family Foundation: The Deupree Family Foundation provides grants for Recreation, parks/playgrounds, and children/youth, on a national basis. This foundation supports building/renovation, equipment, general/operating support, program development, and seed money.
• The John P. Ellbogen Foundation: Children/youth services grants as well as support for capital campaigns, general/operating support, and program development. • Economic Development Grants for Public Works and Development of Facilities: The U. S.

Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal contribution can reach 80%.

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CHAPTER EIGHT – MAINTENANCE ASSESSMENTS
Parks and amenities that are clean and functioning efficiently are a critical element to delivering high quality programs and services. The Tulare Community Services Department maintains 275.68 acres of developed parks (not including special use parks, facility grounds and right-of-way/median landscape acreage).

PARKS MAINTENANCE LINES OF SERVICE
The core lines of service (functions) performed by the Parks Division are numerous. The lines of service are as follows:

MAINTENANCE MODES AND STANDARDS
Regular maintenance requires unit-based quantification for most major resource requirements and provides the methods for projecting future resource needs. The City’s maintenance efforts as detailed are expansive and address diverse aspects of maintaining high-quality parks, amenities, and infrastructure to preserve the integrity of public assets and their meaningful use. The prevailing objectives of a standards-based park maintenance program are presented below but not in order of importance:

Parks Maintenance
Lines of Service
Athletic Field - Game Preparation
Athletic Field Maintenance - Diamond Fields
Aquatics Maintenance
Citizen Inquiries
Equipment Maintenance (park maintenance equipment - mowers, etc) Furniture, Fixtures, Systems (lighting, etc.) Maintenance and Repair Integrated Pest Management
Irrigation Systems
Landscape Beautification
Maintenance Yard Management
Park Permit/Special Event Facilitation
Playground Maintenance
Public Facility Grounds Maintenance
Right of Way and Median Maintenance
Restroom Custodial Services
Special Projects
Special Event Support
Sport Courts (Basketball, Tennis, Sand Volleyball Courts Storm Clean-up
Trails
Turf Management
Urban Forestry
Volunteer Management

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• Maintain and improve the sites, grounds, facilities, and structures of the City’s parks system to provide optimal and enjoyable use.
• Provide landscaping and general maintenance for a multitude of City amenities, including but not limited to, landscaped beds and turf, urban open spaces, urban forests, and selected park buildings and structures.
• Be responsive to maintenance needs of the City’s open-space tracts. Particular attention must be paid to access points, trail repair, erosion control, and trash removal. • Protect and preserve the value of City assets so that long-term maintenance costs are minimal due to extending the service life of those assets.

Many of the objectives assigned to the Park’s maintenance teams go beyond the traditional responsibilities of park maintenance employees.

It is recommended that all park maintenance agencies adopt a system of grounds maintenance levels wherein functions are organized into a tiered structure with three different levels of service. These levels are referred to as maintenance modes, and each has a unique standard that dictates routine maintenance tasks and their frequency. The appropriate maintenance mode is assigned to each park or site, which creates a framework for organizing and scheduling tasks and responsibilities at each location.

A description of each of the maintenance modes is provided below:

8.2.1 MAINTENANCE MODE/LEVEL 1
Maintenance Mode/Level 1 (Mode/Level 1) applies to parks or sites that require the greatest level of maintenance standard in the system. These parks or sites are often revenue producing facilities, such as the athletic fields, where the quality and level of maintenance has a direct impact on the park facility’s ability to maximize revenue generation.

8.2.2 MAINTENANCE MODE/LEVEL 2
Maintenance Mode/Level 2 (Mode/Level 2) applies to parks or sites that require a moderate level of effort and maintenance standards in the system. These include developed and undeveloped parks with amenities that are heavily used such as trails, community and pocket parks, and special-use facilities found in the City’s parks system.

8.2.3 MAINTENANCE MODE/LEVEL 3
Maintenance Mode/Level 3 (Mode/Level 3) applies to parks or sites that require a nominal level of effort and maintenance standards in the system. These generally include undeveloped parks with minimal amenities.

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PARK MAINTENANCE KEY FINDINGS

8.3.1 MAINTENANCE MANAGEMENT PLAN
Through the review of data and workshops with staff, the PROS Consulting team determined that the Parks Division does generally try to operate within the maintenance modes identified above. Parks maintenance also intuitively follows a set of routine parks and grounds maintenance standards with task, frequency, and season of year for each of the functional work areas, however, a formalized, documented, detailed maintenance management plan does not exist. A formalized maintenance management plan includes not only maintenance modes and standards for each park but also tracks the performance of the work against a set of defined outcomes as well as the costs expended to achieve each outcome. A maintenance management plan is typically memorialized within an asset-based work order management system.

8.3.2 GIS-BASED ASSET MANAGEMENT WORK ORDER SYSTEM
Parks maintenance in the City of Tulare does not currently utilize a GIS-based asset management work order system and should consider the implementation of such a system to document maintenance and asset replacement schedules as well as the track the time and resources required to perform work in the field. A work order management system can also determine the level of unproductive time expended by staff (i.e., travel time to parks).

8.3.3 EQUIPMENT
Staff does not lack the necessary equipment or resources to perform tasks.

8.3.4 STAFFING LEVELS
Developed Parks: The Parks Maintenance Division is comprised of approximately 12.2 full-time equivalents (FTES) – 11.1 full-time employees and 1.1 part-time FTEs - dedicated to maintaining the developed parks system. An additional 3.6 FTE of maintenance is provided through third party contractors bringing the total FTE available for parks maintenance functions to 15.8.

BEST PRACTICE STAFFING LEVELS
• Level 2 Standard Staffing: Best practice ratio of FTE per park acres maintained at a Level 2 standard is 1:15 acres.

With the responsibility of actively managing 275.68 acres of parks at a level 2 standard, the Parks Maintenance Division DOES NOT HAVE the staffing capacity to manage the developed parks system. The division should have approximately 18.4 FTE available for parks maintenance functions. The Parks Division is currently understaffed by 2.6 FTES.

FUNCTION PARK

ACREAGE MAINTENANCE

STANDARD
* CURRENT STAFFING

LEVEL (FTES)

CURRENT STAFFING
LEVEL

FTE PER ACRES

BEST PRACTICE

STAFFING LEVEL

FTE PER ACRES

ADDITIONAL

STAFFING

NEEDED TO

MEET BEST

PRACTICE

STAFFING LEVEL
Developed Parks Maintenance 276 Level 2 15.8 1 FTE PER 17.7 ACRES 1 FTE per 15 acres 2.6 Developed Parks Maintenance Staffing

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8.3.5 ANNUAL PARK OPERATION AND MAINTENANCE FUNDING
Based on analysis conducted by the project team as summarized in the table below, unit costs for parks maintenance are not in alignment with best practice cost per acre for the maintenance of parks. The following table indicates that the Parks Division is currently underfunded by $260,000 annually.

PARK MAINTENANCE KEY RECOMMENDATIONS

8.4.1 IMPLEMENT A GIS-BASED ASSET MANAGEMENT WORK ORDER SYSTEM A work order system should be used to track lifecycle maintenance requirements that are tied to weekly and monthly work orders. This will help the staff to stay ahead of preventative maintenance and limit breakdowns. Further, utilizing the system will provide staff the necessary “actual cost” data for work being performed. The typical components of a work order management system are as follows:
• Schedule Work Activities
o Detailed framework for asset management by incorporating GIS into the asset repository.

Allows for grouping of assets by location, type, age, or other key parameters. These groupings can then be used to create maintenance activities such as preventive work, reactive work, tests, or inspections.
• Mapping Tools
o ArcGIS maps are an integral part of the work management process. This allows for the creation of map visualizations of database queries including open work orders, service requests, or work orders of a specific type and assignment. These tools empower both management and staff to interact with asset data.
• Data Mobility
o A variety of tools to help maintenance staff access and update valuable information while in the field.
• Asset Management
o Track work performed on any asset at any given time throughout its lifecycle. Users can easily search for active work orders and view them dynamically on the GIS map. Track overdue work orders and monitor work associated with a specific task, contractor, or project.

MAINTENANCE FUNCTION
PARK

ACREAGE /
MILES

MAINTENANCE

STANDARD
* ANNUAL OPERATION
BUDGET
(GENERAL FUND)

CURRENT ANNUAL

SPENDING PER ACRE

OF DEVELOPED
PARK

BEST PRACTICE

COST PER ACRE /
MILE

ADDITIONAL

ANNUAL FUNDING

NEEDED TO MEET

BEST COST PER

ACRE / MILE
Developed Parks (acres) 276 Level 2 $1,393,260 $5,053.90 $6,000 $260,820 $1,393,260 $260,820
Developed Parks Funding
TOTALS

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• Track Unproductive Time
o A key component of creating an efficient parks maintenance operation is to minimize unproductive time, such as travel time between parks. Travel time on average should not exceed the maximum threshold of 2.2 hours for every 8-hour day.

8.4.2 COST OF SERVICE/SYSTEMATIC APPROACH TO CONTRACTING SERVICES Through the development of management processes, the Parks Division must begin to track cost of service at a unit activity level through the implementation of a work order management system. This, in turn, would internally analyze the unit cost to perform work internally against the unit cost to perform work by a third-party vendor, in particular right-of-way, median and public facility grounds landscape maintenance.

8.4.3 DEVELOPED PARKS AND TRAILS MAINTENANCE FUNDING
It is recommended that the Parks Maintenance Division develop line-item budgets for each functional area of work.

8.4.4 ANNUAL PARK MAINTENANCE FUNDING AND STAFFING
It is recommended that the Park Maintenance Operation be allocated an additional $260,000 annually for enhanced management and maintenance of parks. Of this funding, approximately $170,000 should be allocated for the addition of 2.6 FTES for this functional work area.

OTHER PARKS MAINTENANCE RECOMMENDATIONS

8.5.1 COST AVOIDANCE
Maintenance operations are typically spent in divisions that do not have direct revenue sources that can offset expenditures. There are opportunities, however, to reduce expenditures through the following strategies.
• Adopt-a-Trail Programs: These programs are similar to the popular “adopt-a-mile” highway programs most states utilize. Adopt-a-trail programs can also take the form of cash contributions in the range of $12,000 to $16,000 per mile to cover operational costs. • Adopt-a-Park Programs: These are small-grant programs that fund new construction and provide maintenance support. Adopt-A-Park programs can also take the form of cash contributions in the range of $1,000 to $5,000 per acre to cover operational costs. • Operational Partnerships: Partnerships are operational funding sources formed from two separate agencies, such as two government entities, a non-profit and a public agency, or a private business and a public agency. Two partners jointly share risk, operational costs, responsibilities, and asset management based on the strengths of each partner.

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CHAPTER NINE – STRATEGIC IMPLEMENTATION
The consultant synthesized its findings to develop a framework of strategic recommendations for the City of Tulare Community Services Department. It is recommended that the strategies align with six major categories of best practices:

1. Level of Service Provision

2. Trails and Connectivity

3. Park Land Improvements

4. Recreation Programming

5. Operations and Staffing

6. Financing the Park System
The implementation matrix should be evaluated and refined as development, economic and political circumstances shift and be used to validate the City’s vision and mission. A complete implementation plan matrix, including tactics, accountability, timelines, and performance measures, will be provided as a separate document.

Park and Recreation Master Plan Goal #1: Level of Service Provision Maintain the proportion of park acres per population through a variety of park type amenities, and open space options.

Strategy 1.1
Collaborate with local partners, in public and private sectors, to develop innovative parks and spaces to maintain the levels of service targeted in this plan and that are aligned with an updated Quimby Ordinance.

Strategy 1.2
Utilize the Bicycle, Pedestrian and Trails Master Plan as a guide to strive for parks and green spaces to be within a 10-minute walk/bike ride for every household in Tulare.

Strategy 1.3
Develop a network of parks, trails and open spaces that protect the natural areas in public spacesin Tulare and connect to population centers that will support the needs of all residents through well designed parks and recreation amenities.

Strategy 1.4
Utilize the design principles in this plan for each type of park (pocket, community, regional, special use, sports complex, etc.) to guide landscape architects when designing parks and operational staff to follow for maintaining the park or amenity after it is developed.

Strategy 1.5
Determine if the Santa Fe Linear Park and Trail is to be defined as destination location parks that frame the highest quality of land management maintenance and park related services.

Strategy 1.6 Continually update the lifecycle asset management plan for the Department.

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Parks and Recreation Master Plan Goal #2. Trails and Connectivity Establish connectivity between parks and greenways that is accessible by pedestrians, bikes and parks and open space in Tulare.

Strategy 2.1 Work with other city departments to connect sidewalk and bike lanes to trails to improve access to desirable destinations.

Strategy 2.2
Prioritize existing City-owned land and potential future land acquisition decisions to focus investments in a bike pedestrian trail system that achieves active transportation strategies and the development of a contiguous network.

Strategy 2.3 Continually update the lifecycle asset management plan for the ongoing maintenance of the trail system.

Strategy 2.4
Continually encourage and seek funding for the development of trails and trail amenities, and construct in appropriate areas of the City upon the completion of a Bicycle, Pedestrian and Trails Master Plan; Consider partnerships for the maintenance of the trails.

Parks and Recreation Master Plan Goal #3. Park Land Improvements Provide a park and recreation system offering the community a variety of parks and services that integrate environmental design, safety, community needs and emerging trends.

Strategy 3.1
Utilizing the Master Plan as a guide, implement improvements that are mindful of environmental stewardship to aid in the protection of park resources and ensure that they will be protected for future generations.

Strategy 3.2 Update Public Art Policy and consider art in parks to encourage interest and appreciation.

Strategy 3.3
Make all parks and services welcome and accessible to all level of users, i.e., adults, children, seniors, and all-abilities through clean restrooms when feasible, seating or benches, running water fountains or water stations, and park features usable for all abilities in parks (ADA).

Strategy 3.4
Consider the incorporation of technology into the design of parks and programming through partnerships to produce a state-of-the-art park system (systems such as cameras, irrigation, Wi-Fi, pedestrian counters, automated restrooms, solar, Sybertech trash receptables, etc.).

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Parks and Recreation Master Plan Goal #5. Operations and Staffing Empower and train current department employees while growing staff to meet the emerging needs of the community.

Strategy 5.1 Ensure job descriptions are reviewed and updated and salary assessments is completed to meet pay levels that keep salaries competitive.

Strategy 5.2 Seek to add 2.6 FTE to the Park Maintenance Division by 2025.

Strategy 5.3 Create a succession plan for the Department.

Strategy 5.4
Continually encourage and seek funding to meet the emerging functions of the Department, including, but not limited to, trail maintenance, work order management, urban forest management, sports complex management, etc.

Park and Recreation Master Plan Goal #4. Recreation Programming Increase community participation in programs to 40% to align with national standards.

Strategy 4.1 Refine core program services that align with community need.

Strategy 4.2 Track lifecycles of programs and drop programs in their down cycle by adding new programs to take their place.

Strategy 4.3 Create additional target marketing strategies to inform residents of the services being provided.

Strategy 4.4 Develop a yearly program plan specifically for the core program areas.

Strategy 4.5 Update the special event policy to ensure equitable utilization of City resources when supporting external events.

Strategy 4.6 Create equitable partnerships across the system with sports and not-for-profit groups.

Strategy 4.7 Engage volunteers in the delivery of programs and services to build advocacy and support for the park and recreation system.

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Parks and Recreation Master Plan Goal #6. Financing the Parks System Pursue adequate funding to support existing parks, new parks, and other park types.

Strategy 6.1 Ensure a fiscally sustainable parks system by leveraging financially-driven decisions.

Strategy 6.2 Ensure funding sources, including grants, are pursued to maintain the current level of service for parks and recreation within the community.

Strategy 6.3 Seek additional funding opportunities to support capital and operational needs as identified in the Plan.

Strategy 6.4
Establish a performance measure for the Community Services Department to become 40% self-supporting from user fees, permits, reservations, earned income and effective partnerships.

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CHAPTER TEN – CONCLUSION
The City of Tulare Parks and Recreation Master Plan was developed to provide the organization a roadmap for the future using knowledge gained from community input, park and program inventory review, comparison to national standards and trends and an assessment of the current economic and political climate. The planning process incorporated a comprehensive series of discovery and analysis strategies to understand the workings of the organization and included a strong community engagement process.

Several strategic recommendations resulted from this effort and were aligned into the eight major categories of implementation actions found in Chapter 9.

Overall, the park system is highly valued by community residents and leaders. It serves multiple purposes including recreational, environmental, educational, social, economic development and higher quality of life. Adequate funding for upkeep of existing parks is a priority for residents as well as developing new amenities in parks. Improved communication between the community and the Department is another opportunity for enhancing programs, services, and project activities. In short, investment in the city’s park and recreation system should be a priority.

Programmatically, the Tulare Community Services Department is meeting the major needs of the community, but a regular review of offerings will ensure successful outcomes.

Operationally, the department is meeting expectations. The continued development of processes that will allow for improved maintenance decision-making is recommended as staffing and funding levels are below needs.

To ensure that the city has a plan for capital projects, a three-tier approach was developed that organizes projects into the following categories: Sustainable projects, Expanded Services projects, and Visionary projects. Each of these approaches provides a way to categorize and prioritize projects which ultimately furnished a comprehensive capital improvement plan totaling $121.3M to be accomplished over the next 10 years.

The Parks and Recreation Master Plan includes a system-wide approach for accomplishing short and longterm goals, initiatives, tactics, and measurements to ensure that as the city manages forward over the next decade, the Department does so as well – effectively, efficiently, and sustainably – while providing top-tier programs, services, parks, and facilities to the community for many years to come.

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APPENDIX A – RECREATION PROGRAM STANDARDS
Recreation program standards are developed to support core recreation services. The standards focus on delivering a consistent high-quality experience while achieving operational and cost recovery goals as well as marketing and communication standards that are needed to create awareness and customer loyalty.

To assist staff in its continual pursuit of delivering high quality consistent programs to the community and in achieving the cost recovery goals, the following standards may be considered for implementation.

HIGH-QUALITY EXPERIENCE STANDARDS
For core services, the following standards must be in place to promote a high-quality experience:
• Instructor or program coordinators’ qualifications are consistent with in-the-field experience in the program specialty for which they are responsible.
• The instructor-to-participant ratios are appropriate for the participant to feel safe and attended to.
• The program is provided in the appropriate safe and clean recreation space, either indoor or outdoor, designed for that program.
• Minimum and maximum numbers of participants are set for the program or class that will allow for a high-quality experience.
• Recreation equipment or supplies that are used by the participant are high quality, safe, and appropriate for the participants to use or consume.
• The length of the program is commensurate with the attention capability of the participants to respond effectively and enjoy themselves in the activity. • Appropriate support staff or volunteers are in place to help guide participants and support teachers or program supervisors.
• Staff is trained in first aid and CPR. Volunteers are trained in first aid and CPR when appropriate. • A first aid kit is readily available and accessible in less than a minute. • Staff and volunteers are trained in customer service and diversity training to make all participants feel welcome and appreciated.
• Customer feedback methods are in place to seek input from participants on their expectations of the program and the results of their experience. This should include pre- and/or postevaluation focus groups or trailer calls. • Pricing of services is explained to participants and/or parents on the level of investment they are making in the program and the level that Tulare Community Services Department is investing in their experience.
• Each instructor or program supervisor will be provided a toolbox that includes their class or program roster, with phone numbers or email addresses, name tags for participants, customer evaluations for users, registration forms, a program guide, pertinent recreation information and emergency phone numbers, thank you cards for participants at the end of the class, and an introduction sheet of what will occur in the program or class, how it will be conducted, and what outcomes we hope to achieve.

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• All class or program policies are available to the instructor or program supervisor to adequately explain policies to the user.
• Appropriate recognition and awards are given at the end of the program to participants based on outcomes achieved or skills learned.
• New staff, volunteers, and contract employees working with children will have background checks.
• Any disciplinary actions taken by an instructor or program supervisor with a program participant will be written and documented.
• Class, program curriculum, or work plans will be prepared by the instructor and program supervisor before the class or program begins and is signed off by the appropriate program staff within the Community Services Department.
• Staff will be dressed in the appropriate Tulare recreation uniform that includes a nametag. • Drivers that transport participants must have the appropriate license, certifications, and authorization.
• Equipment or program space will be inspected prior to the class or program; noted by the instructor or program supervisor; and recorded daily, weekly, and monthly. • Performance measures tracked will be shared with instructors or program staff at the end of each session.
• Exit interviews will be conducted with part-time staff before they leave each season and noted in their file as to re-hire or not.
• A class or program budget will be prepared for each activity and shared with the instructor or supervisor on how class monies are spent. Final budget results will be documented at the end of the program area and shared with the supervisor or manager. • Appropriate required licenses and certifications set by law will be reviewed and filed before programs begin.

OPERATIONAL AND PRICING STANDARDS FOR PROGRAMS
• Pricing of services will be established based on cost-of-services and overlaid into programs or classes based on primetime and non-primetime rates, location, time, age segment, group, and level of exclusivity that users receive over and above use by general taxpayers. Staff will be trained in setting prices.
• Scholarship programs will be in place for those that require financial assistance in order to participate in Tulare Community Services Department recreation facilities and programs. • Results of cost of service for programs will be posted and shared with staff on all services regardless of whether they are underperforming, meeting, or exceeding the recovery goals. • On a regular basis, competitor and other service providers will be benchmarked and evaluated for changes they are making and how they compare with division efforts in their core services provided.
• Partnerships with core program services will be updated yearly, their level of contribution will be documented, and tracking performance measures will be shared with each partner.

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• Non-core services will be evaluated yearly and reduced, eliminated, or transferred to other service providers reducing the impact on staff time.
• Maintenance and recreation staff will discuss standards for programs taking place in recreation amenities in Tulare Community Services Department annually.

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APPENDIX B – LIFECYCLE REPLACEMENT SCHEDULE
Amenities Unit
Suggested
Lifecycle
(in years) -
LOW
Suggested
Lifecycle
(in years) -
HIGH
Average
Replacement
Cost
(per Unit) -
LOW
Average
Replacement
Cost
(per Unit) -
HIGH
Notes
Aquatic Center SF 25 35 $500 $750 Dependent upon type of pool Recreation Building SF 40 50 $500 $600
Athletic Field Lighting for Baseball/Softball Field EA 20 30 $500,000 $750,000 To retrofit to LED, cost is $500 more per bulb Athletic Field Lighting for Multi-Purpose (Soccer) Field EA 20 30 $500,000 $1,000,000 To retrofit to LED, cost is $500 more per bulb Basketball - Outdoor Court - surface EA 20 30 $60,000 $75,000 Basketball - Outdoor Court - surface and lighting EA 20 30 $100,000 $150,000 BBQ Grill EA 10 15 $500 $1,500
Bench EA 10 15 $2,500 $3,000 Metal with Powder Coating
Bike Rack EA 10 15 $500 $1,500 Metal with Powder Coating Bocce Ball Court EA 10 15 $30,000 $60,000 12' x 60' court Concession Stand SF 20 30 $400 $600
Disc Golf Course (Tee pads and baskets) EA 10 20 $1,000 $2,000 Cost is per hole Dog Park Lighting AC 20 30 $70,000 $150,000 Lighting is for security lighting (low level); does not include furniture
Drinking Fountain EA 10 15 $12,000 $15,000
Emergency Phone EA 10 15 $1,800 $3,500 Assumes replacement of public phone with emergency phone
Fencing LF 20 30 $25 $40 Installed Assumes vinyl coated Fit Course Course 10 15 $1,500 $2,500 Assumes cost of single piece of equipment Fire Pit EA 10 15 $250 $2,000
Flag Pole EA 25 35 $3,500 $5,000
Fountain (decorative) EA 20 30 $2,500 $25,000 Highly dependent upon complexity and size of fountain
Gate (Park Entrance) EA 20 30 $3,500 $5,000 Assume double swing gates used to close parks Horseshoe Pit EA 20 30 $10,000 $16,000 Rebuild New
In-Line Hockey - Surface EA 20 30 $20,000 $40,000
In-Line Hockey - Surface and Lighting EA 20 30 $100,000 $150,000 Lake Renovation AC 25 50 $500,000 $1,000,000 Assume renovation Parking Lot EA Space 15 25 $10,000 $15,000 Cost per parking space Pedestrian Bridge LF 30 50 $1,000 $2,500 Highly dependent upon complexity of the crossing -

LINEAR FT
Pickleball Court - Surface EA 20 30 $100,000 $150,000 Assume 4 courts (equivalent of one tennis court) Pickleball Court - Surface and Lighting EA 20 30 $100,000 $200,000 Assume 4 courts (equivalent of one tennis court) Picnic Table EA 10 15 $3,000 $5,000
Playground (Shaded) EA 15 20 $300,000 $1,000,000 2-5 year old and 5-12 year old components Ramada/Shelter 10 x 10 EA 25 35 $100,000 $200,000
Ramada/Shelter 20 x 20 EA 25 35 $250,000 $500,000
Restroom EA 20 30 $350,000 $500,000
Scoreboard EA 10 15 $55,000 $75,000 Digital on pedestal Shade Canopys (separate from Playgrounds) EA 10 15 $30,000 $100,000 Fabric shade sail Shuffleboard Court EA 20 30 $12,000 $18,000
Signage (Monument-Park Name) EA 20 30 $10,000 $20,000 Low End - Neighborhood Park; High End - Community Park
Signage (Rules & Reg) EA 10 15 $500 $1,500
Skate Park above ground SF 10 15 $40 $75
Skate Park in-ground SF 20 30 $300 $700
Synthetic Turf - Rectangular Field EA 7 10 $1,000,000 $1,500,000 Tennis Court - Surface EA 20 30 $100,000 $150,000
Tennis Court - Surface and Lighting EA 20 30 $100,000 $200,000 Trail (Decomposed Granite) LF 20 30 $7 $15
Trail (Paved) LF 20 30 $25 $40 Assume concrete surface
Trail (Unpaved) LF 25 25 $3 $5
Trash (Receptacle) EA 10 15 $1,000 $2,500
Volleyball Court (Sand Replacement) EA 20 30 $15,000 $25,000 Volleyball Court (Sand and Lighting Replacement) EA 20 30 $50,000 $75,000 Walkway LF 20 30 $15 $35 Assume concrete
Assumptions

1. Cost estimates do not include demolition of existing infrastructure

2. Cost estimates do not include design or other "soft" costs

3. Cost estimates are in 2022 dollars. A 3-5% annual
escalator should be applied to the pricing schedule.

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APPENDIX C – CEQA DETERMINATION
455W Fir Avenue
Clovis, CA 93611-0242
Tel: (559) 449-2700
Fax: (559) 449-2715
www.provostandpritchard.com
Memorandum
Michael Svetz,
PROS Consulting To:

From: Briza Sholars
Subject: City of Tulare, Parks and Recreation Master Plan, CEQA Determination Date: March 31, 2023
Task
Provost & Pritchard has been asked to review the 2023 City of Tulare Parks and Recreation Master Plan (Master Plan), prepared by PROS Consulting, against the City of Tulare (City) General Plan and General Plan Environmental Impact Report (EIR). An analysis and determination, which is contained herein, will be used to confirm the necessity of further environmental analysis resulting from the preparation of the Master Plan. Analysis and determinations have been made in conformance with California Code of Regulations Section 15162(a).Analysis has been based on the assumption that the Master Plan is in alignment with the Goals and Policies of the City’s General Plan.

Background
The City adopted its General Plan in 2014, providing analysis of potential future buildout of the city through 2035. The General Plan provides Goals and Policies for the development and maintenance of parks and open space facilities within the city. The EIR, also adopted in 2014, provides an environmental analysis of the future buildout of the city under the General Plan, discussing the potential for buildout activities to have a significant impact on the environment.

Impacts to parks and recreation were discussed under the Public Services and Recreation section of the EIR. Both the General Plan and the EIR discuss parks and recreation at a programmatic level.

Analysis
The Master Plan has been developed to provide a roadmap for the future development and investment in parks and recreational facilities within the city over a 10-year span. While the Master Plan recommends the investment and renovation of existing parks and recommends the development of future parks within a Capital Improvement Plan, no construction is being proposed under the Master Plan. Any future projects to renovate existing park facilities, or to construct new park facilities in an area that has been planned and zoned for such use would be required to provide its own level of environmental analysis, the scope of which would depend on the specifics of that individual project. As a result, the Master Plan, like the General Plan and EIR, serves as a programmatic level document, broadly discussing parks and recreational facilities existing in the city today, and an overview of how growth could occur over the life of the Master Plan.

Engineering  Surveying  Structural  Geostructural  Planning  Environmental  GIS  Construction Services  Hydrogeology  Consulting Clovis  Bakersfield  Visalia  Modesto  Los Banos  Chico  Sacramento  Sonora  San Luis Obispo  Boise, Idaho

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PROS Consulting
City of Tulare, Parks and Recreation Master Plan, CEQA Determination March 31, 2023

Page 2 of 2 ends

Determination
The Master Plan serves to provide an overview of existing parks and recreational facilities, while providing a capital improvement program and recommendations for how facilities could either be renovated or developed in the future. The Master Plan does not propose the immediate construction of any parks and recreational facilities within the city. Future parks and recreational facilities projects would be analyzed for potential environmental impacts on a case-by-case basis in the future, as they are proposed. At such a time, the appropriate level of environmental analysis would occur. The Master Plan serves as a programmatic document and as a result, it has been determined that an addendum to the EIR is not necessary for the purposes of the Master Plan.

Thank you,
Briza Sholars, Project Manager

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APPENDIX D - STATISTICALLY VALID SURVEY

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2022
Parks and Recreation Department
Needs Assessment
Findings Report
City of Tulare, California

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Contents
Section 1: Executive Summary............................... 4 Section 2: Charts and Graphs............................... 17 Section 3: Priority Investment Rating (PIR)........... 51 Section 5: Tabular Data....................................... 71 Section 4: PIR by Household Type........................ 62 Section 6: Open-Ended Responses...................... 125 Section 7: Survey Instrument............................. 135

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1 Executive Summary

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2022 City of Tulare
Needs Assessment Survey
Executive Summary
Overview
ETC Institute administered a Community Needs Assessment Survey for the City of Tulare Parks and Recreation Department during the months of summer 2022. The survey will help the Tulare Parks and Recreation Department plan for future recreation programs and facilities that meet the community’s needs and preferences.

Methodology
ETC Institute mailed a survey packet to a random sample of householdsin the City of Tulare. Each survey packet contained a cover letter, a copy of the survey, and a postage‐paid return envelope.

Residents who received the survey were given the option of returning the survey by mail or completing it online at TulareParksSurvey.org.

The goal wasto complete a minimum of 300 completed surveysfrom City residents. The goal was exceeded with 317 completed surveys collected. The overall results for the sample of 317 households have a precision of at least +/‐5.5 at the 95% level of confidence.

This report contains the following:
 Charts showing the overall results of the survey (Section 2)  Priority Investment Rating (PIR) that identifies priorities for facilities and programs (Section 3)
 Priority Investment Ratings by Household Type (Section 4)  Tabular data showing the overall results for all questions on the survey (Section 5)  Responses to open‐ended questions (Section 7)
 A copy of the survey instrument (Section 7)
The major findings of the survey are summarized on the following pages.

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Tulare Parks, Facilities, and Services Use
Use of Facilities: Respondents were asked to indicate how often their household used seven Tulare Parks and Recreation facilities. Other city‐owned parks not listed (74%), the city library (64%), and city‐owned sports fields (49%) were used most often by respondents.

Barriers to Use: Respondents were asked to identify all the reasons they did not use three types of recreation facilities more often. The top reasons respondents did not utilize city libraries more often were not needing library services (32%) and not knowing what is offered (23%). Lack of park amenities of interest (22%) and too crowded/lack of availability (19%) were the most common barriers to park, field, or amenity usage. Respondents listed not being old enough to use senior center (63%), not knowing what was offered (33%), and not interested in offerings (18%) as the major barriers to community center usage.

Use of Library Services. Respondents were asked to select all the library services their household used over the last two years. Checking out a book/audiobook (37%), asking a librarian a question (32%), and accessing a government form (18%) were the most utilized library services.

Respondents were then asked to rate their level of satisfaction with each of the library services.

Benefits of Community Service Department. Respondents were asked to rate their level of agreement with 12 statements regarding the benefits of the Tulare Community Services Department. Respondents most often agreed (choosing either “strongly agree” or “agree”) that community servicesis age‐friendly to all people (46%), is physically accessible to all people (46%), and makes Tulare a more desirable place to live (43%).

Tulare Special Events and Programs
Interest in Special Events. Respondents were asked to select up to three special event concepts their household would be most interested in. Food/beverage events such as farmers market, tasting, etc. was the most popular (71%) followed by entertainment (movies/music/performers) (55%) and cultural celebrations/festivals (39%).

Ways Households Learn about Programs and Events: Respondents were asked to select all the ways they learned about Tulare Parks and Recreation programs and activities. The highest number of respondents received communication via friends and neighbors (48%), Facebook (46%), and the City’s website (32%). Respondents were then asked to rank their top 3 preferred communication methods to learn about programs and events. These were the top three selected choices:
 Facebook (43%)
 City website (28%)
 Friends and neighbors (27%)

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Funding and Improvements
Vote on Bond: Respondents were asked how they would vote on a General Obligation Bond to increase property tax for improvements to trails, aquatics, and parks. The answers were somewhat evenly divided. Twenty‐eight percent (28%) might vote in favor, 25% would vote in favor, 27% would vote against, and 20% were not sure. Of those who answered “not sure” or “would vote against”, they most often said it was because they do not support any increase in taxes (57%) followed by needing more information before being able to respond (21%).

Support for Improvements: Respondents were asked rate their level of support for 13 potential improvements to existing facilities and 7 potential developments. Respondents most supported (rating “very supportive” or “somewhat supportive”) improving restroom facilities in existing parks (78%), general repairs and increasing maintenance to existing facilities/parks (77%), and improving the existing trails system (75%). Respondents were then asked to select the top four improvements most important to their household. These were the items selected most often:
 General repair and increase maintenance (41%)
 Improve restroom facilities in existing parks (28%)
 Improve existing trail systems (23%)
 Improve existing athletic facilities (20%)
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 134 6 Parks and Recreation Facilities Needs and Priorities
Facility Needs: Respondents were asked to identify if their household had a need for 27 parks and recreation facilities and to rate how well their needs for each were currently being met.

Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities.

The three parks and recreation facilities with the highest percentage of households that have an unmet need:

1. Walking & biking trails – 6,807 households

2. Dog Park – 6,590 households

3. Indoor walking tracks – 6,547 households
The estimated number of households that have unmet needs for each of the 27 parks and recreation center facilities assessed is shown in the chart below.

Q5c. Estimated Number of Households in Tulare Whose
Facilities/Amenities Needs Are Met 50% or Less
by number of households with need based on an estimated 18,381 households in the City of Tulare 6,807
6,590
6,547
5,204
4,860
4,655
4,316
3,953
3,882
3,881
3,726
3,721
3,694
3,343
3,331
3,118
2,857
2,826
2,581
2,563
2,334
2,026
1,998
1,987
1,600
1,244
1,223
Walking and biking trails
Dog park
Indoor walking tracks
Urban trails (cycle/walking)
Community gardens
Lap pools
Outdoor large event space/amphitheater
Outdoor educational nature areas
Indoor event/party/meeting space
Leisure pools
Mountain hiking/bike trails
Splash pad
Indoor fitness equipment
Outdoor pickleball/tennis/racquetball courts
Indoor pickleball/tennis/racquetball courts
Archery range
Outdoor track
Indoor gymnasium (e.g., basketball, volleyball)
Passive recreation space
Outdoor fitness areas/equipment
Diamond athletic fields
Outdoor basketball courts
Rectangular athletic fields
Outdoor volleyball courts
Disc golf
BMX/dirt bike/pump track or course
Skate park
0 1,500 3,000 4,500
0% Met
6,000
25% met 50% Met
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 135 7 Facilities Importance: In addition to assessing the needs for each Parks and Recreation facility, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four facilities ranked most important to residents:

1. Dog park (30%)

2. Walking and biking trails (27%)

3. Indoor walking tracks (22%)

4. Community Gardens (22%)
The percentage of residents who selected each facility as one of their top four choices is shown in the chart below.

Q6. Most Important Facilities/Amenities to Households
by percentage of respondents who selected the items as one of their top four choices 6%
30%
27%
22%
22%
15%
13%
12%
11%
11%
11%
10%
9%
9%
8%
7%
7%
7%
6%
5%
5%
5%
4%
4%
3%
3%
2%
Dog park
Walking and biking trails
Indoor walking tracks
Community gardens
Indoor event/party/meeting space
Urban trails (cycle/walking)
Leisure pools
Outdoor large event space/amphitheater
Lap pools
Splash pad
Indoor pickleball/tennis/racquetball courts
Archery range
Indoor fitness equipment
Passive recreation space
Outdoor pickleball/tennis/racquetball courts
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor educational nature areas
Outdoor track
Diamond athletic fields (baseball, softball, etc.)
Rectangular athletic fields (soccer, football, etc
Outdoor basketball courts
Outdoor fitness areas/equipment
Mountain hiking/bike trails
Disc golf
Skate park
BMX/dirt bike/pump track or course
Outdoor volleyball courts
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice 4th choice
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 136 8 Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weights(1) the importance thatresidents place on amenities/facilities and (2) how many residents have unmet needs for the amenity/facility. [ Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based the Priority Investment Rating (PIR), the following parks and recreation facilities/amenities were rated as high priorities for investment:
 Dog park (PIR=197)
 Walking and biking trails (PIR=189)
 Indoor walking tracks (PIR=170)
 Community gardens (PIR=143)
 Urban trails (cycle/walking) (PIR=120)
 Indoor event/party/meeting space (PIR=107)
 Lap pools (PIR=106)
 Outdoor large event space/amphitheater (PIR=101)
The chart below shows the Priority Investment Rating for each of the 27 recreation facilities assessed on the survey.
197
189
170
143
120
107
106
101
96 92
83 81
80 77
73 69
65 65
61 55
53 47
47 36
36 28
28 Dog park
Walking and biking trails
Indoor walking tracks
Community gardens
Urban trails (cycle/walking)
Indoor event/party/meeting space
Lap pools
Outdoor large event space/amphitheater
Leisure pools
Splash pad
Indoor fitness equipment
Indoor pickleball/tennis/racquetball courts
Outdoor educational nature areas
Archery range
Outdoor pickleball/tennis/racquetball courts
Mountain hiking/bike trails
Passive recreation space
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor track
Outdoor fitness areas/equipment
Diamond athletic fields (baseball, softball, etc.)
Outdoor basketball courts
Rectangular athletic fields (soccer, football, etc
Outdoor volleyball courts
Disc golf
Skate park
BMX/dirt bike/pump track or course
0 50 100 150 200
Top Priorities for Investment for Facilities/Amenities
Based on the Priority Investment Rating
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority (100+)
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 137 9 Tulare Program Needs and Priorities
Program Needs: Respondents were asked to identify if their household had a need for 26 programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of householdsin the community that had the greatest “unmet” need for various facilities/amenities.

The three programs with the highest percentage of households that have an unmet need:

1. Fitness and wellness classes (Adult) – 6,658 households

2. Free/low‐cost community events – 5,889 households

3. Cooking classes – 5,627 households
The estimated number of households that have unmet needs for each of the 26 parks and recreation programs assessed is shown in the chart below.

Q7c. Estimated Number of Households in Tulare Whose Recreation Program Needs Are Met 50% or Less
by number of households with need based on an estimated 18,381 households in the City of Tulare 2,137
2,068
6,658
5,889
5,627
4,659
3,953
3,806
3,666
3,351
2,970
2,955
2,951
2,820
2,770
2,708
2,581
2,526
2,485
1,912
1,870
1,776
1,188
1,159
979
800
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Outdoor trips (single day)
Volunteer programs
Education classes
Learn to swim programs
Outdoor fitness programs
Golf programs
Free self‐directed drop‐in activities
Fitness and wellness classes (Child)
Summer camps
Archery programs
Sports leagues
Before and after school care
Pickleball leagues
Nature education/certification
Tennis lessons and leagues
Teen activities (Esports/Gaming programs)
Adaptive recreation programs
Bird Watching
Skate park programs
Virtual programs
BMX/Skate/Biking programs
0 2,000 4,000
0% Met
6,000
25% met 50% Met
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 138 10 Programs Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these are the four most important programs to residents:

1. Adult fitness & wellness classes (Adult) (27%)

2. Free/ low‐cost community events (24%)

3. Cooking classes (20%)

4. Art, dance, performing arts (16%)
The percentage of residents who selected each program as one of their top four choicesisshown in the chart below.

Q8. Most Important Recreation Programs to Households
by percentage of respondents who selected the items as one of their top four choices 27%
24%
20%
16%
13%
12%
11%
10%
10%
9%
9%
9%
8%
8%
8%
7%
6%
6%
6%
5%
5%
4%
3%
3%
3%
2%
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Sports leagues
Before and after school care
Education classes
Water fitness classes
Volunteer programs
Outdoor trips (single day)
Archery programs
Learn to swim programs
Pickleball leagues
Fitness and wellness classes (Child)
Free self‐directed drop‐in activities
Golf programs
Outdoor fitness programs
Adaptive recreation programs
Teen activities (Esports/Gaming programs)
Tennis lessons and leagues
Summer camps
Nature education/certification
BMX/Skate/Biking programs
Bird Watching
Virtual programs
Skate park programs
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 139 11 Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weights (1) the importance that residents place on each program and (2) how many residents have unmet needs for the program. [ Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based the Priority Investment Rating (PIR), the following Tulare programs were rated as high priorities for investment:
 Fitness and wellness classes (Adult) (PIR=200)
 Free/low‐cost community events (PIR=177)
 Cooking classes (PIR=159)
 Art, dance, performing arts (PIR=131)
The chart below shows the Priority Investment Rating for each of the 26 programs assessed. 200
177
159
131
97 92
92 92
85 81
78 73
71 70
70 68
62 58
51 49
49 44
29 26
25 25
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Outdoor trips (single day)
Education classes
Volunteer programs
Sports leagues
Before and after school care
Learn to swim programs
Archery programs
Golf programs
Free self‐directed drop‐in activities
Fitness and wellness classes (Child)
Outdoor fitness programs
Pickleball leagues
Summer camps
Teen activities (Esports/Gaming programs)
Adaptive recreation programs
Tennis lessons and leagues
Nature education/certification
Bird Watching
Skate park programs
Virtual programs
BMX/Skate/Biking programs
0 50 100 150 200
Top Priorities for Investment for Recreation Programs
Based on the Priority Investment Rating
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 140 12 Tulare Active Aging Service/Program Needs and Priorities Program/Service Needs: Respondents were asked to identify if their household had a need for 23 active aging services/programs and to rate how well their needsfor each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various active aging services/programs.

The three programs/services with the highest percentage of households that have an unmet need:

1. Day trips, tours, or excursions to popular tourist attractions – 5,494 households

2. Special interest classes – 4,957 households

Q10c. Estimated Number of Households in Tulare Whose Active Aging Program/Service Needs Are Met 50% or Less
by number of households with need based on an estimated 18,381 households in the City of Tulare 1,362
5,494
4,957
4,574
4,400
4,315
3,851
3,586
3,373
3,373
3,369
3,214
3,085
2,846
2,826
2,618
2,614
2,591
2,550
2,430
2,427
2,141
1,501
Special interest classes
Cognitive strengthening programs
Healthy eating programs and dieting programs
Arts and Crafts programs and activities
Computer classes and programs
Dance lessons and programs
Health screenings
Counseling services
Social gatherings
Volunteer opportunities programs
Music classes and programs
Legal assistance programs
Support groups
Housing programs
Veteran specific programs
Lunch/meal programs
Transportation programs/services
Alzheimer/Parkinson's programs
Weekly programs (cards, billiards, mahjong)
Evidenced based health programs
Financial services program (tax filing)
Intergenerational programs
0 1,500 3,000 4,500 6,000
0% Met 25% met 50% Met
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 141 13 Active Aging Services/Programs Importance: In addition to assessing the needs for each program/service, ETC Institute also assessed the importance that residents placed on each item.

Based on the sum of respondents’ top four choices, these are the four most important programs/services to residents:

1. Day trips, tours, or excursions to popular tourist attractions (21%)

2. Cognitive strengthening programs (15%)

3. Arts and crafts programs and activities (14%)

4. Healthy eating programs and dieting programs (13%)
The percentage of residents who selected each program as one of their top four choicesisshown in the chart below.

Q11. Most Important Active Aging Programs/Services to Households by percentage of respondents who selected the items as one of their top four choices 21%
15%
14%
13%
11%
11%
10%
10%
9%
9%
9%
8%
8%
8%
8%
8%
7%
6%
6%
5%
5%
4%
2%
Cognitive strengthening programs
Arts and Crafts programs and activities
Healthy eating programs and dieting programs
Special interest classes
Computer classes and programs
Counseling services
Health screenings
Social gatherings
Dance lessons and programs
Veteran specific programs
Volunteer opportunities programs
Music classes and programs
Housing programs
Lunch/meal programs
Alzheimer/Parkinson's programs
Evidenced based health programs
Legal assistance programs
Transportation programs/services
Financial services program (tax filing)
Weekly programs (cards, billiards, mahjong)
Support groups
Intergenerational programs
0% 5% 10% 15% 20% 25%
Top choice 2nd choice 3rd choice 4th choice
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 142 14 Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weights(1) the importance that residents place on each active aging service/program and (2) how many residents have unmet needs for the service/program. [ Details regarding the methodology for this analysis are provided in Section 3 of this report.] Based the Priority Investment Rating (PIR), the following Tulare active aging services/programs were rated as high priorities for investment:
 Day trips/tours/excursions to popular tourist attractions (PIR=200)  Cognitive strengthening programs (PIR=153)
 Arts and Crafts programs and activities (PIR=148)
 Special interest classes (PIR=145)
 Healthy eating programs and dieting programs (PIR=142)  Computer classes and programs (PIR=124)
 Health screenings (PIR=110)
 Counseling services (PIR=110)
 Dance lessons and programs (PIR=109)
 Social gatherings (PIR=107)
The chart below shows the Priority Investment Rating for each of the 23 services/programs assessed.
200
153
148
145
142
124
110
110
109
107
97 95
89 86
85 83
80 77
74 69
67 53
33 Day trips/tours/excursions to popular tourist attractions Cognitive strengthening programs
Arts and Crafts programs and activities
Special interest classes
Healthy eating programs and dieting programs
Computer classes and programs
Health screenings
Counseling services
Dance lessons and programs
Social gatherings
Volunteer opportunities programs
Music classes and programs
Veteran specific programs
Housing programs
Lunch/meal programs
Legal assistance programs
Alzheimer/Parkinson's programs
Transportation programs/services
Evidenced based health programs
Support groups
Weekly programs (cards, billiards, mahjong)
Financial services program (tax filing)
Intergenerational programs
0 50 100 150 200
Top Priorities for Investment for Active Aging Program/Service Based on the Priority Investment Rating
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 143 15 Charts and
2 Graphs

2.1 Study Session Page 144
Q1. How Often Households Use or Visit Facilities
by percentage of respondents who selected the items as one of their top four choices 74%
64%
49%
45%
18%
16%
14%
Any other City‐owned parks
City Library
City‐owned sports fields
The City's digital services (website)
The Aquatic Center/Splashpad
Senior Center
The Community Recreation Center
0% 20% 40% 60% 80%
Daily Several times per week Several times per month Several times per year Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 145 17
Q2. Barriers to Library Usage
by percentage of respondents
32%
23%
13%
11%
9%
5%
4%
Do not need library services
I don't know what is offered
Hours of operation are not convenient
Lack of security (feeling of safety)
Not interested in library services
Locations are not convenient
Libraries lack programming we desire
0% 10% 20% 30%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 146 18
Q3. Barriers to Park, Field, or Amenity Usage
by percentage of respondents
22%
19%
17%
16%
6%
Lack of park amenities that interest me
Too crowded/lack of availability
Too busy
Not interested in what is offered
Locations are not convenient
0% 5% 10% 15% 20% 25%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 147 19
Q4. Barriers to Community Center Usage
by percentage of respondents
33%
18%
12%
6%
5%
4%
3%
3%
2%
63%
I don't know what is offered
Not interested in what is offered
Use private gyms
Too busy
Desired programs are not offered
Fees are too high
Hours of operation are not convenient
Too crowded/lack of availability
Membership
I am not old enough to use a Senior Center
0% 15% 30% 45% 60%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 148 20
Q5. Respondents With Need for Facility/Amenity
by percentage of respondents
49%
39%
39%
35%
28%
28%
27%27%
25%
25%
24%
24%
23%
20%
20%20%20%
19%
18%
18%
17%
16%16%
12%
10%
9%
9%
Walking and biking trails
Indoor walking tracks
Dog park
Urban trails (cycle/walking)
Community gardens
Lap pools
Indoor event/party/meeting space
Outdoor large event space/amphitheater
Splash pad
Indoor fitness equipment
Leisure pools
Outdoor educational nature areas
Mountain hiking/bike trails
Indoor pickleball/tennis/racquetball courts
Diamond athletic fields (baseball, softball, etc.)
Outdoor pickleball/tennis/racquetball courts
Outdoor track
Passive recreation space
Archery range
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor basketball courts
Outdoor fitness areas/equipment
Rectangular athletic fields (soccer, football, etc
Outdoor volleyball courts
Disc golf
Skate park
BMX/dirt bike/pump track or course
0% 10% 20% 30% 40% 50%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 149 21
Q5a. Estimated Number of Households in Tulare Who Have a Need for Facility/Amenity
by number of households based on an estimated 18,381 households in the City of Tulare 8,933
7,187
7,132
6,488
5,165
5,110
4,8714,871
4,577
4,522
4,467
4,411
4,172
3,713
3,6583,6583,658
3,419
3,364
3,309
3,070
2,9592,959
2,261
1,856
1,673
1,618
Walking and biking trails
Indoor walking tracks
Dog park
Urban trails (cycle/walking)
Community gardens
Lap pools
Indoor event/party/meeting space
Outdoor large event space/amphitheater
Splash pad
Indoor fitness equipment
Leisure pools
Outdoor educational nature areas
Mountain hiking/bike trails
Indoor pickleball/tennis/racquetball courts
Diamond athletic fields (baseball, softball, etc.)
Outdoor pickleball/tennis/racquetball courts
Outdoor track
Passive recreation space
Archery range
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor basketball courts
Outdoor fitness areas/equipment
Rectangular athletic fields (soccer, football, etc
Outdoor volleyball courts
Disc golf
Skate park
BMX/dirt bike/pump track or course
0 2,000 4,000 6,000 8,000 10,000
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 150 22
Q5b. How Well Households’ Need For Facilities/Amenities Is Currently Being Met
by percentage of respondents who answered “Yes” to Q5
22%
21%
11%
19%
17%
10%
19%
9%
12%
9%
16%
14%
11%
10%
7%
9%
9%
7%
6%
8%
7%
7%
8%
7%
5%
6%
5%
14%
13%
22%
8%
8%
14%
4%
13%
8%
11%
3%
4%
4%
3%
7%
4%
3%
4%
5%
3%
3%
2%
1%
2%
3%
2%
1%
35%
17%
28%
15%
21%
25%
12%
11%
14%
27%
16%
14%
11%
14%
4%
7%
3%
11%
24%
8%
5%
9%
6%
17%
4%
2%
2%
22%
36%
20%
35%
17%
34%
13%
26%
35%
36%
18%
22%
10%
29%
16%
18%
13%
21%
24%
5%
6%
10%
19%
14%
7%
13%
7%
13%
20%
23%
38%
17%
65%
55%
41%
19%
29%
49%
53%
62%
53%
64%
67%
64%
44%
58%
79%
76%
75%
55%
74%
84%
79%
Diamond athletic fields
Outdoor basketball courts
Rectangular athletic fields
Skate park
Passive recreation space
Walking and biking trails
BMX/dirt bike/pump track or course
Outdoor track
Indoor event/party/meeting space
Urban trails (cycle/walking)
Splash pad
Indoor fitness equipment
Indoor gymnasium
Disc golf
Outdoor fitness areas/equipment
Leisure pools
Outdoor volleyball courts
Outdoor large event space/amphitheater
Mountain hiking/bike trails
Outdoor educational nature areas
Indoor pickleball/tennis/racquetball courts
Indoor walking tracks
Lap pools
Outdoor pickleball/tennis/racquetball courts
Dog park
Archery range
Community gardens
0% 20% 40% 60% 80% 100%
100% Met 75% Met 50% Met 25% Met 0% Met
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 151 23
Q5c. Estimated Number of Households in Tulare Whose
Facilities/Amenities Needs Are Met 50% or Less
by number of households with need based on an estimated 18,381 households in the City of Tulare 6,807
6,590
6,547
5,204
4,860
4,655
4,316
3,953
3,882
3,881
3,726
3,721
3,694
3,343
3,331
3,118
2,857
2,826
2,581
2,563
2,334
2,026
1,998
1,987
1,600
1,244
1,223
Walking and biking trails
Dog park
Indoor walking tracks
Urban trails (cycle/walking)
Community gardens
Lap pools
Outdoor large event space/amphitheater
Outdoor educational nature areas
Indoor event/party/meeting space
Leisure pools
Mountain hiking/bike trails
Splash pad
Indoor fitness equipment
Outdoor pickleball/tennis/racquetball courts
Indoor pickleball/tennis/racquetball courts
Archery range
Outdoor track
Indoor gymnasium (e.g., basketball, volleyball)
Passive recreation space
Outdoor fitness areas/equipment
Diamond athletic fields
Outdoor basketball courts
Rectangular athletic fields
Outdoor volleyball courts
Disc golf
BMX/dirt bike/pump track or course
Skate park
0 1,500 3,000 4,500 6,000
0% Met 25% met 50% Met
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 152 24
Q6. Most Important Facilities/Amenities to Households
by percentage of respondents who selected the items as one of their top four choices 6%
30%
27%
22%
22%
15%
13%
12%
11%
11%11%
10%
9%
9%
8%
7%
7%
7%
6%
5%
5%
5%
4%
4%
3%
3%
2%
Dog park
Walking and biking trails
Indoor walking tracks
Community gardens
Indoor event/party/meeting space
Urban trails (cycle/walking)
Leisure pools
Outdoor large event space/amphitheater
Lap pools
Splash pad
Indoor pickleball/tennis/racquetball courts
Archery range
Indoor fitness equipment
Passive recreation space
Outdoor pickleball/tennis/racquetball courts
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor educational nature areas
Outdoor track
Diamond athletic fields (baseball, softball, etc.)
Rectangular athletic fields (soccer, football, etc
Outdoor basketball courts
Outdoor fitness areas/equipment
Mountain hiking/bike trails
Disc golf
Skate park
BMX/dirt bike/pump track or course
Outdoor volleyball courts
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice 4th choice
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 153 25
Q7. Respondents With Need for Recreation Program
by percentage of respondents
41%
36%
33%
29%
24%
22%
22%22%
20%
19%
19%
17%
16%16%
16%16%
15%
13%
12%12%
12%
11%
8%
7%
6%6%
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Volunteer programs
Education classes
Outdoor trips (single day)
Learn to swim programs
Before and after school care
Sports leagues
Outdoor fitness programs
Fitness and wellness classes (Child)
Golf programs
Free self‐directed drop‐in activities
Summer camps
Archery programs
Nature education/certification
Pickleball leagues
Teen activities (Esports/Gaming programs)
Tennis lessons and leagues
Adaptive recreation programs
Bird Watching
Skate park programs
BMX/Skate/Biking programs
Virtual programs
0% 10% 20% 30% 40%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 154 26
Q7a. Estimated Number of Households in Tulare Who Have a Need for Recreation Programs
by number of households based on an estimated 18,381 households in the City of Tulare 7,481
6,617
5,974
5,330
4,467
4,007
3,9523,952
3,713
3,529
3,474
3,198
3,0143,014
2,9592,959
2,776
2,371
2,2062,206
2,151
1,967
1,452
1,342
1,0481,048
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Volunteer programs
Education classes
Outdoor trips (single day)
Learn to swim programs
Before and after school care
Sports leagues
Outdoor fitness programs
Fitness and wellness classes (Child)
Golf programs
Free self‐directed drop‐in activities
Summer camps
Archery programs
Nature education/certification
Pickleball leagues
Teen activities (Esports/Gaming programs)
Tennis lessons and leagues
Adaptive recreation programs
Bird Watching
Skate park programs
BMX/Skate/Biking programs
Virtual programs
0 2,000 4,000 6,000 8,000
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 155 27
Q7b. How Well Households’ Need For Recreation Programs Is Currently Being Met
by percentage of respondents who answered “Yes” to Q7
17%
16%
6%
12%
14%14%
9%
14%
13%
10%
4%
8%
7%
7%
3%
6%
5%
8%
8%
5%
7%
3%
5%
4%
3%
2%
13%
11%
18%
8%5%
2%
6%
3%
7%
3%
4%
4%
7%
2%
3%
2%
2%
28%
26%
6%
22%
5%
9%
5%
11%
1%
11%
17%
7%
13%
9%
24%
18%
8%
2%
7%
1%
5%
4%
9%
19%
24%
18%
25%
9%
29%
24%
36%
21%
23%
21%
14%
31%
29%
16%
17%
20%
20%
25%
9%
7%
12%
14%
6%
3%
23%
24%
24%
53%
33%
68%
48%
61%
46%
67%
53%
66%
64%
41%
52%
61%
66%
48%
53%
60%
81%
80%
82%
76%
87%
94%
66%
Before and after school care
Sports leagues
BMX/Skate/Biking programs
Learn to swim programs
Bird Watching
Education classes
Teen activities (Esports/Gaming programs)
Skate park programs
Nature education/certification
Art, dance, performing arts
Water fitness classes
Tennis lessons and leagues
Free/low‐cost community events
Fitness and wellness classes (Adult)
Adaptive recreation programs
Summer camps
Volunteer programs
Fitness and wellness classes (Child)
Outdoor fitness programs
Archery programs
Virtual programs
Cooking classes
Free self‐directed drop‐in activities
Outdoor trips (single day)
Pickleball leagues
Golf programs
0% 20% 40% 60% 80% 100%
100% met 75% met 50% met 25% met 0% met
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 156 28
Q7c. Estimated Number of Households in Tulare Whose Recreation Program Needs Are Met 50% or Less
by number of households with need based on an estimated 18,381 households in the City of Tulare 2,137
2,068
1,870
6,658
5,889
5,627
4,659
3,953
3,806
3,666
3,351
2,970
2,955
2,951
2,820
2,770
2,708
2,581
2,526
2,485
1,912
1,776
1,188
1,159
979
800
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Outdoor trips (single day)
Volunteer programs
Education classes
Learn to swim programs
Outdoor fitness programs
Golf programs
Free self‐directed drop‐in activities
Fitness and wellness classes (Child)
Summer camps
Archery programs
Sports leagues
Before and after school care
Pickleball leagues
Nature education/certification
Tennis lessons and leagues
Teen activities (Esports/Gaming programs)
Adaptive recreation programs
Bird Watching
Skate park programs
Virtual programs
BMX/Skate/Biking programs
0 2,000 4,000 6,000
0% Met 25% met 50% Met
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 157 29
Q8. Most Important Recreation Programs to Households
by percentage of respondents who selected the items as one of their top four choices 27%
24%
20%
16%
13%
12%
11%
10%
10%
9%
9%
9%
8%
8%
8%
7%
6%
6%6%
5%
5%
4%
3%
3%
3%
2%
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Sports leagues
Before and after school care
Education classes
Water fitness classes
Volunteer programs
Outdoor trips (single day)
Archery programs
Learn to swim programs
Pickleball leagues
Fitness and wellness classes (Child)
Free self‐directed drop‐in activities
Golf programs
Outdoor fitness programs
Adaptive recreation programs
Teen activities (Esports/Gaming programs)
Tennis lessons and leagues
Summer camps
Nature education/certification
BMX/Skate/Biking programs
Bird Watching
Virtual programs
Skate park programs
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 158 30
Q9. Special Events Households Would Be Most Interested In by percentage of respondents who chose the event as one of their top 3 choices 71%
55%
39%
27%
18%
16%
13%
9%
Food/beverage
Entertainment
Cultural Celebrations/Festivals
Holiday‐themed events
Health and wellness events
Day events/field trips
Sports tournaments/competitions
Environmental events
0% 20% 40% 60% 80% 100%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 159 31
Q10. Respondents With Need for Active Aging Programs/Services by percentage of respondents
31%
29%
27%
26%
25%
23%
22%
20%20%
20%
19%
18%
17%
17%
16%16%
16%16%
14%14%
13%
10%
8%
7%
6%6%
Special interest classes
Cognitive strengthening programs
Arts and Crafts programs and activities
Healthy eating programs and dieting programs
Computer classes and programs
Dance lessons and programs
Counseling services
Health screenings
Social gatherings
Volunteer opportunities programs
Music classes and programs
Lunch/meal programs
Legal assistance programs
Support groups
Veteran specific programs
Housing programs
Transportation programs/services
Alzheimer/Parkinson's programs
Weekly programs (cards, billiards, mahjong)
Evidenced based health programs
Financial services program (tax filing)
Intergenerational programs
Skate park programs
BMX/Skate/Biking programs
Virtual programs
0% 10% 20% 30% 40%
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 160 32
Q10a. Estimated Number of Households in Tulare Who Have a Need for Active Aging Programs/Services
by number of households based on an estimated 18,381 households in the City of Tulare 5,735
5,330
4,871
4,816
4,632
4,228
4,117
3,6583,658
3,603
3,419
3,364
3,198
3,070
2,9042,904
2,8492,849
2,5002,500
2,371
1,801
1,452
1,342
1,0481,048
Special interest classes
Cognitive strengthening programs
Arts and Crafts programs and activities
Healthy eating programs and dieting programs
Computer classes and programs
Dance lessons and programs
Counseling services
Health screenings
Social gatherings
Volunteer opportunities programs
Music classes and programs
Lunch/meal programs
Legal assistance programs
Support groups
Veteran specific programs
Housing programs
Transportation programs/services
Alzheimer/Parkinson's programs
Weekly programs (cards, billiards, mahjong)
Evidenced based health programs
Financial services program (tax filing)
Intergenerational programs
Skate park programs
BMX/Skate/Biking programs
Virtual programs
0 2,000 4,000 6,000
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 161 33
Q10b. How Well Households’ Need For Active Aging
Programs/Services Is Currently Being Met
by percentage of respondents who answered “Yes” to Q10
10%
8%
7%
5%
6%
5%
10%
5%
6%
3%
4%
2%
6%
4%
5%
6%
2%
3%
3%
3%
10%
8%
6%
5%
5%
5%
4%
2%
5%
8%
4%
5%
1%
2%
6%
2%
3%
1%
3%
14%
8%
2%
13%
5%
13%
3%
14%
4%
5%
6%6%
15%
9%
11%
3%
14%
8%
8%
15%
8%
8%
41%
17%
15%
37%
21%
35%
16%
18%
21%
27%
29%
39%
24%
14%
34%
13%
19%
28%
15%
16%
12%
14%
22%
26%
58%
70%
40%
64%
43%
71%
59%
67%
60%
57%
47%
54%
70%
49%
81%
72%
52%
72%
71%
71%
75%
68%
Lunch/meal programs
Financial services program (tax filing)
Dance lessons and programs
Transportation programs/services
Arts and Crafts programs and activities
Veteran specific programs
Evidenced based health programs
Computer classes and programs
Music classes and programs
Housing programs
Counseling services
Health screenings
Legal assistance programs
Special interest classes
Social gatherings
Intergenerational programs
Cognitive strengthening programs
Volunteer opportunities programs
Healthy eating programs and dieting programs
Weekly programs (cards, billiards, mahjong)
Alzheimer/Parkinson's programs
Support groups
0% 20% 40% 60% 80% 100%
100% met 75% met 50% met 25% met 0% met
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 162 34
Q10c. Estimated Number of Households in Tulare Whose Active Aging Program/Service Needs Are Met 50% or Less
by number of households with need based on an estimated 18,381 households in the City of Tulare 1,362
5,494
4,957
4,574
4,400
4,315
3,851
3,586
3,3733,373
3,369
3,214
3,085
2,846
2,826
2,618
2,614
2,591
2,550
2,430
2,427
2,141
1,501
Special interest classes
Cognitive strengthening programs
Healthy eating programs and dieting programs
Arts and Crafts programs and activities
Computer classes and programs
Dance lessons and programs
Health screenings
Counseling services
Social gatherings
Volunteer opportunities programs
Music classes and programs
Legal assistance programs
Support groups
Housing programs
Veteran specific programs
Lunch/meal programs
Transportation programs/services
Alzheimer/Parkinson's programs
Weekly programs (cards, billiards, mahjong)
Evidenced based health programs
Financial services program (tax filing)
Intergenerational programs
0 1,500 3,000 4,500 6,000
0% Met 25% met 50% Met
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 163 35
Q11. Most Important Active Aging Programs/Services to Households by percentage of respondents who selected the items as one of their top four choices 21%
15%
14%
13%
11%
11%
10%10%
9%
9%
9%
8%
8%
8%
8%
8%
7%
6%
6%
5%
5%
4%
2%
Cognitive strengthening programs
Arts and Crafts programs and activities
Healthy eating programs and dieting programs
Special interest classes
Computer classes and programs
Counseling services
Health screenings
Social gatherings
Dance lessons and programs
Veteran specific programs
Volunteer opportunities programs
Music classes and programs
Housing programs
Lunch/meal programs
Alzheimer/Parkinson's programs
Evidenced based health programs
Legal assistance programs
Transportation programs/services
Financial services program (tax filing)
Weekly programs (cards, billiards, mahjong)
Support groups
Intergenerational programs
0% 5% 10% 15% 20% 25%
Top choice 2nd choice 3rd choice 4th choice
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 164 36
Q12. Household Use of Library Services Over the Last Two Years by percentage of respondents (multiple selections could be made) 37%
32%
18%
15%
15%
14%
14%
13%
12%
12%
11%
11%
8%
7%
6%
5%
3%
3%
1%
1%
Checked out a book/audiobook
Asked a librarian a question
Accessed a government form
Used the Wi‐Fi
Attended a children/teen program
Reserved materials online
Attended a community meeting
Downloaded an eBook or eAudiobook
Checked out a DVD or music CD
Used a public computer
Accessed online research tools
Met a friend or family members
Read a newspaper or magazine
Worked on a school assignment
Used a study/meeting room
Received assistance with technology
Downloaded a digital video or music
Attended an adult program or class
Requested home delivery
Used the makerspace
0% 10% 20% 30% 40%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 165 37
Q13. Rating Library Services
by percentage of respondents (excluding “don’t use")
57%
52%
49%
40%
33%
31%
23%
24%
23%
26%
23%
21%
26%
27%
26%
28%
22%
23%
22%
24%
19%
20%
21%
7%
30%
31%
35%
35%
38%
40%
41%
39%
38%
33%
36%
37%
33%
29%
29%
27%
33%
30%
29%
26%
30%
26%
22%
16%
10%
13%
13%
20%
23%
20%
30%
22%
26%
36%
35%
34%
38%
37%
39%
36%
38%
42%
36%
40%
35%
50%
45%
63%
2%
4%
2%
3%
4%
8%
4%
11%
8%
4%
5%
7%
2%
5%
3%
6%
4%
4%
7%
4%
7%
2%
6%
5%
2%
1%
2%
1%
2%
2%
3%
4%
5%
1%
1%
1%
2%
2%
3%
3%
3%
2%
7%
6%
8%
2%
6%
9%
Cleanliness/maintenance of facilities
Courteousness of staff
Knowledge of staff
Requesting an item to be held
Books for adults
Books for children
Public computers
Hours of operation
Library programs for children
Wireless access
Meeting room facilities
Online library catalog
Wireless Printing
Books for teens
Movies (DVDs)
Library programs for adults
Online databases
Library website
Audiobooks
Newspapers/magazines
E‐books
Music CDs
Library programs for teens
Bookmobile/delivery service
0% 20% 40% 60% 80% 100%
Very Satisfied Satisfied Neutral Somewhat Dissatisfied Very Dissatisfied Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 166 38
Q14. Level of Agreement With Statements About Tulare Community Services Department
by percentage of respondents (excluding “don’t know")
16%
15%
17%
12%
16%
13%
14%
12%
10%
11%
11%
9%
30%
31%
26%
24%
19%
20%
19%
20%
22%
19%
13%
15%
30%
37%
25%
34%
34%
32%
29%
35%
41%
40%
46%
32%
9%
10%
15%
14%
13%
17%
14%
14%
13%
13%
14%
21%
15%
8%
17%
16%
18%
18%
24%
20%
15%
17%
17%
24%
Is age‐friendly to all people
Is physically accessible to all people
Makes Tulare a more desirable place to live
Preserves open space and protects the environment
Increases my (my household's) property value
Helps to attract new residents and businesses
Positively impacts economic/business development
Promotes tourism to the City and the region
0% 20% 40% 60% 80% 100%
Strongly Agree Agree Neutral Disagree Strongly Disagree Helps to reduce crime in my neighborhood and keep
kids out of trouble
Provides positive social interactions for me (my
household)
Improves my (my household's) mental health and
reduces stress
Improves my (my household's) physical health and
fitness
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 167 39
Q15. Level of Support for Improvement Actions (to Existing Facilities) by percentage of respondents
57%
60%
53%
51%
52%
51%
51%
41%
38%
34%
32%
29%
22%
21%
17%
22%
23%
20%
19%
14%
22%
21%
21%
24%
16%
16%
17%
19%
19%
22%
23%
23%
30%
28%
27%
32%
35%
31%
42%
5%
4%
5%
5%
5%
7%
5%
9%
15%
13%
10%
24%
21%
Improve restroom facilities in existing parks
Add playgrounds to existing parks
Add/expand trails/walking loops in existing parks
Add splashpads to existing parks
Add amphitheater to an existing park
Improve/expand Community Center(including parking)
Expand archery range
0% 20% 40% 60% 80% 100%
Very Supportive Somewhat Supportive Not Sure Not Supportive General repair and increase maintenance (parks,
senior center, community center)
Improve existing athletic facilities (synthetic turf,
lighting, courts, etc.)
Improve existing trail systems (paved trails, mountain
biking trails, unpaved walking trails, etc.)
Improve/expand open space/natural turf areas in
existing parks
Add Wi‐Fi/other technology improvements to existing
parks
Improve ADA/disabled persons accessibility at parks
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 168 40
Q15. Level of Support for Improvement Actions (Developing New Facilities) by percentage of respondents
51%
44%
38%
41%
38%
36%
18%
20%
23%
29%
26%
22%
22%
20%
20%
24%24%
21%
27%
26%
34%
9%
9%9%
12%
14%
16%
28%
Develop new area for community‐wide events
Develop additional outdoor pool facilities
Develop new off‐leash dog parks
0% 20% 40% 60% 80% 100%
Very Supportive Somewhat Supportive Not Sure Not Supportive Develop new parks that meet the highest
needs of the community
Develop new sports facilities (athletic fields,
disc golf, basketball, pickle ball, etc.)
Develop new walking, biking, equestrian trails
with connections to other amenities
Develop a new skate/bike park (skateboards,
BMX, pump tracks, etc.)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 169 41
Q16. Most Important Improvements to Households
by percentage of respondents who selected the items as one of their top four choices 41%
28%
23%
20%
19%
17%
17%
16%
16%
13%
13%
10%
10%
10%
9%
7%
7%
6%
5%
General repair and increase maintenance
Improve restroom facilities in existing parks
Improve existing trail systems
Improve existing athletic facilities
Develop new off‐leash dog parks
Improve ADA/disabled persons accessibility at park
Add playgrounds to existing parks
Add splashpads to existing parks
Add/expand trails/walking loops in existing parks
Develop new sports facilities
Add amphitheater to an existing park
Develop additional outdoor pool facilities
Develop new area for community‐wide events
Expand archery range
Improve/expand Community Center(including parking)
Develop a new skate/bike park
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice 4th choice
Develop new parks that meet the highest needs of the community Develop new walking, biking, equestrian trails with connections to other amenities Add Wi‐Fi/other technology improvements to existing parks Improve/expand open space/natural turf areas in existing parks 0%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 170 42
Q17. All the Ways Respondents Currently Learn About Recreation Programs and Activities
by percentage of respondents (multiple selections could be made) 48%
46%
32%
26%
26%
16%
16%
14%
10%
8%
8%
8%
7%
6%
6%
5%
3%
1%
Friends & neighbors
Facebook
City website
Temporary signs at parks or around City
Flyers/brochures
Newspaper
Promotions at special events
Local magazines/publications
Radio
Nextdoor
Instagram
Materials at City facilities
City Council meetings
Emails/eBlast
Conversation with City staff
Cable/satellite
Vista newsletter
Twitter
0% 10% 20% 30% 40% 50%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 171 43
Q18. Most Preferred Communication Sources
by percentage of respondents who selected the items as one of their top three choices 43%
28%
27%
20%
18%
14%
12%
9%
8%
8%8%
5%
4%
3%
3%3%
2%
1%
Facebook
City website
Friends & neighbors
Temporary signs at parks or around City
Flyers/brochures
Newspaper
Emails/eBlast
Instagram
Promotions at special events
Radio
Local magazines/publications
Nextdoor
Materials at City facilities
Cable/satellite
Conversation with City staff
City Council meetings
Vista newsletter
Twitter
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 172 44
Q19. How Would You Vote on a Potential General Obligation Bond to Fund Additional Parks and Recreation Improvements?
Vote in favor
25%
Might vote in favor
28%
Not sure
20%
Vote against
27%
by percentage of respondents
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 173 45
Q19a. If you answered "Not Sure" or "Vote Against" to Question 19, please indicate the reason for your answer.
21%
5%
1%
57%
Other
15%
by percentage of respondents (multiple selections could be made) I need more information
before I can respond
I would not use these amenities
These amenities are not needed in Tulare
I do not support any
increase in taxes
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 174 46
Q20. Counting yourself, how many people in your
household are in the following age groups?
Under age 5
6%
Ages 5‐9
7%
Ages 10‐14
8%
Ages 15‐19
8%
Ages 20‐24
6%
Ages 25‐34
9%
Ages 35‐44
12%
Ages 45‐54
12%
Ages 55‐64
13%
Ages 65‐74
12%
Ages 75‐84
Ages 85+ 4%
2%
by percentage of persons in household
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 175 47
Q21. Which of the following best describes your race/ethnicity? by percentage of respondents (multiple selections could be made) 70%
63%
4%
2%
1%
0%
6%
White
Hispanic, Spanish, or Latino/a/x
Black or African American
Asian or Asian Indian
American Indian or Alaska Native
Native Hawaiian or other Pacific Islander
Other
0% 20% 40% 60%
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 176 48
Q22. Your gender:

Female
51%
Male
49%
by percentage of respondents (excluding “not provided”) Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 177 49
Priority Investment 3 Ratings

2.1 Study Session Page 178
Priority Investment Rating
Tulare, California
The Priority Investment Rating (PIR) was developed by ETC Institute to provide governments with an objective tool for evaluating the priority that should be placed on parks and recreation investments. The Priority Investment Rating was developed by ETC Institute to identify the facilities and programs residents think should receive the highest priority for investment. The priority investmentrating reflectsthe importance residents place on items(sum oftop 4 choices) and the unmet needs (needs that are not met or only partly met) for each facility/program relative to the facility/program that rated the highest overall. Since decisions related to future investments should consider both the level of unmet need and the importance of facilities and programs, the PIR weights each of these components equally.

The PIR reflectsthe sum of the Unmet Needs Rating and the Importance Rating asshown in the equation below:

PIR = UNR + IR
For example, if the Unmet Needs Rating for Community Gardens were 98.9 (out of 100) and the Importance Rating for Community Gardens were 21.6 (out of 100),the Priority Investment Rating for the Farmer’s Market would be 120.5 (out of 200).

How to Analyze the Charts:
 High Priority Areas are those with a PIR of at least 100. A rating of 100 or above generally indicates there is a relatively high level of unmet need and residents generally think itisimportantto fund improvementsin these areas. Improvementsin this area are likely to have a positive impact on the greatest number of households.  Medium Priority Areas are those with a PIR of 50‐99. A rating in thisrange generally indicatesthere is a medium to high level of unmet need or a significant percentage of residents generally think it is important to fund improvements in these areas.  Low Priority Areas are those with a PIR below 50. A rating in this range generally indicatesthere is a relatively low level of unmet need and residents do not think it is important to fund improvementsin these areas. Improvements may be warranted if the needs of very specialized populations are being targeted.

The following pages show the Unmet Needs Rating, Importance Rating, and Priority Investment Rating for facilities and programs.

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 179 51 Unmet Needs Rating for Facility/Amenity
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0

96.8 96.2

76.4 71.4

68.4 63.4

58.1 57.0

57.0 54.7

54.7 54.3

49.1 48.9

45.8 42.0

41.5 37.9

37.6 34.3

29.8 29.3

29.2 23.5

18.3 18.0
Walking and biking trails
Dog park
Indoor walking tracks
Urban trails (cycle/walking)
Community gardens
Lap pools
Outdoor large event space/amphitheater
Outdoor educational nature areas
Indoor event/party/meeting space
Leisure pools
Mountain hiking/bike trails
Splash pad
Indoor fitness equipment
Outdoor pickleball/tennis/racquetball courts
Indoor pickleball/tennis/racquetball courts
Archery range
Outdoor track
Indoor gymnasium
Passive recreation space
Outdoor fitness areas/equipment
Diamond athletic fields
Outdoor basketball courts
Rectangular athletic fields
Outdoor volleyball courts
Disc golf
BMX/dirt bike/pump track or course
Skate park

0.0 20.0 40.0 60.0 80.0 100.0
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 180 52
Importance Rating for Facility/Amenity
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0

89.4 74.2

71.9 50.3

44.0 39.4

37.7 37.437.4

32.5 31.1

29.1 26.8

23.8 23.2

22.2 19.2

18.5 17.9

17.5 16.9

14.6 12.6

10.3 9.9

7.3 Dog park
Walking and biking trails
Indoor walking tracks
Community gardens
Indoor event/party/meeting space
Urban trails (cycle/walking)
Leisure pools
Outdoor large event space/amphitheater
Lap pools
Splash pad
Indoor pickleball/tennis/racquetball courts
Archery range
Indoor fitness equipment
Passive recreation space
Outdoor pickleball/tennis/racquetball courts
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor educational nature areas
Outdoor track
Diamond athletic fields (baseball, softball, etc.)
Rectangular athletic fields (soccer, football, etc
Outdoor basketball courts
Outdoor fitness areas/equipment
Mountain hiking/bike trails
Disc golf
Skate park
BMX/dirt bike/pump track or course
Outdoor volleyball courts

0.0 20.0 40.0 60.0 80.0 100.0
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 181 53
197
189
170
143
120
107
106
101
96 92
83 81
80 77
73 69
65 65
61 55
53 47
47 36
36 28
28 Dog park
Walking and biking trails
Indoor walking tracks
Community gardens
Urban trails (cycle/walking)
Indoor event/party/meeting space
Lap pools
Outdoor large event space/amphitheater
Leisure pools
Splash pad
Indoor fitness equipment
Indoor pickleball/tennis/racquetball courts
Outdoor educational nature areas
Archery range
Outdoor pickleball/tennis/racquetball courts
Mountain hiking/bike trails
Passive recreation space
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor track
Outdoor fitness areas/equipment
Diamond athletic fields (baseball, softball, etc.)
Outdoor basketball courts
Rectangular athletic fields (soccer, football, etc
Outdoor volleyball courts
Disc golf
Skate park
BMX/dirt bike/pump track or course
0 50 100 150 200
Top Priorities for Investment for Facilities/Amenities
Based on the Priority Investment Rating
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority (100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 182 54
Unmet Needs Rating for Recreation Programs
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0

88.5 84.5

70.0 59.4

57.2 55.1

50.3 44.6

44.4 44.3

42.4 41.6

40.7 38.8

37.9 37.3

32.1 31.1

28.7 28.1

26.7 17.8

17.4 14.7

12.0 Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Outdoor trips (single day)
Volunteer programs
Education classes
Learn to swim programs
Outdoor fitness programs
Golf programs
Free self‐directed drop‐in activities
Fitness and wellness classes (Child)
Summer camps
Archery programs
Sports leagues
Before and after school care
Pickleball leagues
Nature education/certification
Tennis lessons and leagues
Teen activities (Esports/Gaming programs)
Adaptive recreation programs
Bird Watching
Skate park programs
Virtual programs
BMX/Skate/Biking programs

0.0 20.0 40.0 60.0 80.0 100.0
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 183 55
Importance Rating for Recreation Programs
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0

88.8 74.5

60.7 47.2

43.8 41.6

37.8 36.7

34.8 34.1

33.0 30.0

28.5 28.1

26.2 23.2

22.522.5

20.2 16.9

13.1 12.7

11.6 10.5

9.0 Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Sports leagues
Before and after school care
Education classes
Water fitness classes
Volunteer programs
Outdoor trips (single day)
Archery programs
Learn to swim programs
Pickleball leagues
Fitness and wellness classes (Child)
Free self‐directed drop‐in activities
Golf programs
Outdoor fitness programs
Adaptive recreation programs
Teen activities (Esports/Gaming programs)
Tennis lessons and leagues
Summer camps
Nature education/certification
BMX/Skate/Biking programs
Bird Watching
Virtual programs
Skate park programs

0.0 20.0 40.0 60.0 80.0 100.0
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 184 56
200
177
159
131
97 92
92 92
85 81
78 73
71 70
70 68
62 58
51 49
49 44
29 26
25 25
Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Water fitness classes
Outdoor trips (single day)
Education classes
Volunteer programs
Sports leagues
Before and after school care
Learn to swim programs
Archery programs
Golf programs
Free self‐directed drop‐in activities
Fitness and wellness classes (Child)
Outdoor fitness programs
Pickleball leagues
Summer camps
Teen activities (Esports/Gaming programs)
Adaptive recreation programs
Tennis lessons and leagues
Nature education/certification
Bird Watching
Skate park programs
Virtual programs
BMX/Skate/Biking programs
0 50 100 150 200
Top Priorities for Investment for Recreation Programs
Based on the Priority Investment Rating
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 185 57
Unmet Needs Rating for Active Aging Program/Service
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0

90.2 83.3

80.1 78.5

70.1 65.3

61.461.4

61.3 58.5

56.1 51.8

51.4 47.7

47.6 47.2

46.4 44.2

44.2 39.0

27.3 24.8
Special interest classes
Cognitive strengthening programs
Healthy eating programs and dieting programs
Arts and Crafts programs and activities
Computer classes and programs
Dance lessons and programs
Health screenings
Counseling services
Social gatherings
Volunteer opportunities programs
Music classes and programs
Legal assistance programs
Support groups
Housing programs
Veteran specific programs
Lunch/meal programs
Transportation programs/services
Alzheimer/Parkinson's programs
Weekly programs (cards, billiards, mahjong)
Evidenced based health programs
Financial services program (tax filing)
Intergenerational programs

0.0 20.0 40.0 60.0 80.0 100.0
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 186 58
Importance Rating for Active Aging Program/Service
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0

69.7 69.2

62.0 54.8

54.3 48.648.6

45.2 43.8

41.3 38.9

38.5 38.038.0

36.1 35.1

30.8 30.3

26.0 22.6

17.3 8.7
Cognitive strengthening programs
Arts and Crafts programs and activities
Healthy eating programs and dieting programs
Special interest classes
Computer classes and programs
Counseling services
Health screenings
Social gatherings
Dance lessons and programs
Veteran specific programs
Volunteer opportunities programs
Music classes and programs
Housing programs
Lunch/meal programs
Alzheimer/Parkinson's programs
Evidenced based health programs
Legal assistance programs
Transportation programs/services
Financial services program (tax filing)
Weekly programs (cards, billiards, mahjong)
Support groups
Intergenerational programs

0.0 20.0 40.0 60.0 80.0 100.0
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 187 59
200
153
148
145
142
124
110110
109
107
97 95
89 86
85 83
80 77
74 69
67 53
33 Cognitive strengthening programs
Arts and Crafts programs and activities
Special interest classes
Healthy eating programs and dieting programs
Computer classes and programs
Health screenings
Counseling services
Dance lessons and programs
Social gatherings
Volunteer opportunities programs
Music classes and programs
Veteran specific programs
Housing programs
Lunch/meal programs
Legal assistance programs
Alzheimer/Parkinson's programs
Transportation programs/services
Evidenced based health programs
Support groups
Weekly programs (cards, billiards, mahjong)
Financial services program (tax filing)
Intergenerational programs
0 50 100 150 200
Top Priorities for Investment for Active Aging Program/Service Based on the Priority Investment Rating
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Day trips/tours/excursions to popular tourist attractions Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 188 60
4 PIR by Household Type

2.1 Study Session Page 189
191
190
176
162
157
139
136
136
132
128128
128
114
112
102
100
85 81
81 76
73 67
66 58
44 43
42 Splash pad
Walking and biking trails
Dog park
Leisure pools
Community gardens
Indoor event/party/meeting space
Indoor walking tracks
Indoor pickleball/tennis/racquetball courts
Lap pools
Outdoor pickleball/tennis/racquetball courts
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor large event space/amphitheater
Urban trails (cycle/walking)
Outdoor educational nature areas
Indoor fitness equipment
Archery range
Diamond athletic fields (baseball, softball, etc.)
Passive recreation space
Outdoor basketball courts
Skate park
Outdoor fitness areas/equipment
Rectangular athletic fields (soccer, football, etc
Outdoor track
Mountain hiking/bike trails
Disc golf
BMX/dirt bike/pump track or course
Outdoor volleyball courts
0 50 100 150 200
Households with Children < 10 Years Old
Priority Investment Rating for Facilities/ Amenities
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 190 62
195
177
163
160
146
141
131
130
115
97 97
91 86
85 78
74 72
67 65
63 57
57 54
42 28
26 Free/low‐cost community events
Art, dance, performing arts
Learn to swim programs
Fitness and wellness classes (Adult)
Sports leagues
Cooking classes
Before and after school care
Fitness and wellness classes (Child)
Water fitness classes
Summer camps
Golf programs
Education classes
Pickleball leagues
Tennis lessons and leagues
Archery programs
Outdoor trips (single day)
Teen activities (Esports/Gaming programs)
Free self‐directed drop‐in activities (cards, domi
Adaptive recreation programs
Volunteer programs
Skate park programs
Outdoor fitness programs
Nature education/certification
BMX/Skate/Biking programs
Bird Watching
Virtual programs
0 50 100 150 200
Households with Children < 10 Years Old
Priority Investment Rating for Recreation Programs
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 191 63
200
175
153
117
101
96 96
93 89
87 79
7777
77 76
75 73
66 55
53 49
48 48
47 45
22 18
Dog park
Walking and biking trails
Indoor walking tracks
Indoor event/party/meeting space
Urban trails (cycle/walking)
Community gardens
Outdoor large event space/amphitheater
Lap pools
Splash pad
Diamond athletic fields (baseball, softball, etc.)
Outdoor educational nature areas
Indoor gymnasium (e.g., basketball, volleyball)
Indoor pickleball/tennis/racquetball courts
Outdoor basketball courts
Indoor fitness equipment
Outdoor track
Archery range
Rectangular athletic fields (soccer, football, etc
Leisure pools
Mountain hiking/bike trails
Disc golf
Outdoor pickleball/tennis/racquetball courts
Passive recreation space
Outdoor volleyball courts
Outdoor fitness areas/equipment
Skate park
BMX/dirt bike/pump track or course
0 50 100 150 200
Households with Children 10‐19 Years Old
Priority Investment Rating for Facilities/ Amenities
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority (100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 192 64
171
171
169
167
140
140
139
111
109109
104
98 95
91 89
72 67
61 56
48 48
39 34
28 14
6 Sports leagues
Cooking classes
Free/low‐cost community events
Fitness and wellness classes (Adult)
Volunteer programs
Education classes
Art, dance, performing arts
Teen activities (Esports/Gaming programs)
Fitness and wellness classes (Child)
Golf programs
Outdoor fitness programs
Summer camps
Free self‐directed drop‐in activities (cards, domi
Before and after school care
Water fitness classes
Tennis lessons and leagues
Archery programs
Learn to swim programs
Pickleball leagues
Outdoor trips (single day)
Adaptive recreation programs
Skate park programs
Nature education/certification
Virtual programs
BMX/Skate/Biking programs
Bird Watching
0 50 100 150 200
Households with Children 10‐19 Years Old
Priority Investment Rating for Recreation Programs
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 193 65
200
168
149
144
105
102
101
95 86
76 76
70 70
67 65
59 57
50 48
48 46
46 41
29 27
23 9
Dog park
Community gardens
Walking and biking trails
Indoor walking tracks
Lap pools
Indoor event/party/meeting space
Urban trails (cycle/walking)
Outdoor large event space/amphitheater
Leisure pools
Mountain hiking/bike trails
Indoor fitness equipment
Archery range
Splash pad
Outdoor fitness areas/equipment
Outdoor educational nature areas
Outdoor track
Passive recreation space
Outdoor pickleball/tennis/racquetball courts
Indoor pickleball/tennis/racquetball courts
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor volleyball courts
Rectangular athletic fields (soccer, football, etc
Outdoor basketball courts
Disc golf
Diamond athletic fields (baseball, softball, etc.)
BMX/dirt bike/pump track or course
Skate park
0 50 100 150 200
Households Without Children (Ages 20‐54)
Priority Investment Rating for Facilities/ Amenities
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 194 66
199
184
139
120
116
116
101
90 67
64 63
55 51
43 42
4242
38 35
32 32
32 27
18 17
10 Fitness and wellness classes (Adult)
Free/low‐cost community events
Cooking classes
Art, dance, performing arts
Outdoor trips (single day)
Volunteer programs
Water fitness classes
Education classes
Archery programs
Golf programs
Adaptive recreation programs
Outdoor fitness programs
Free self‐directed drop‐in activities (cards, domi
Sports leagues
Nature education/certification
Before and after school care
Pickleball leagues
Fitness and wellness classes (Child)
Tennis lessons and leagues
Summer camps
Learn to swim programs
Bird Watching
Virtual programs
BMX/Skate/Biking programs
Teen activities (Esports/Gaming programs)
Skate park programs
0 50 100 150 200
Households Without Children (Ages 20‐54)
Priority Investment Rating for Recreation Programs
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority
(100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 195 67
191
187
168
123
107
72 72
66 63
61 61
61 58
58 51
43 42
31 26
20 19
17 17
14 13
9 8
Indoor walking tracks
Walking and biking trails
Dog park
Urban trails (cycle/walking)
Community gardens
Outdoor large event space/amphitheater
Lap pools
Indoor fitness equipment
Leisure pools
Indoor event/party/meeting space
Mountain hiking/bike trails
Indoor pickleball/tennis/racquetball courts
Outdoor pickleball/tennis/racquetball courts
Passive recreation space
Outdoor educational nature areas
Outdoor track
Archery range
Splash pad
Diamond athletic fields (baseball, softball, etc.)
Disc golf
Outdoor fitness areas/equipment
BMX/dirt bike/pump track or course
Rectangular athletic fields (soccer, football, etc
Indoor gymnasium (e.g., basketball, volleyball)
Outdoor volleyball courts
Outdoor basketball courts
Skate park
0 50 100 150 200
Households Without Children (Ages 55+)
Priority Investment Rating for Facilities/ Amenities
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority (100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 196 68
200
148
123
87 69
69 68
60 59
53 53
51 51
43 30
29 27
24 20
2020
19 17
1414
8 Fitness and wellness classes (Adult)
Cooking classes
Free/low‐cost community events
Outdoor trips (single day)
Water fitness classes
Art, dance, performing arts
Free self‐directed drop‐in activities (cards, domi
Volunteer programs
Outdoor fitness programs
Before and after school care
Education classes
Pickleball leagues
Archery programs
Learn to swim programs
Nature education/certification
Golf programs
Bird Watching
Teen activities (Esports/Gaming programs)
Fitness and wellness classes (Child)
Virtual programs
Summer camps
Adaptive recreation programs
Sports leagues
BMX/Skate/Biking programs
Tennis lessons and leagues
Skate park programs
0 50 100 150 200
Households Without Children (Ages 55+)
Priority Investment Rating for Recreation Programs
Medium Priority
(50‐99)
Low Priority (0‐50)
High Priority (100+)
Tulare, CA 2022 Survey
ETC Institute (2022) 2.1 Study Session Page 197 69
5 Tabular Data

2.1 Study Session Page 198
Q1. Facility Use. For each of the following, please indicate how often you or the members of your household use or visit each of the facilities listed below using a scale of 5 to 1, where 5 means "Daily," and 1 means "Never."
(N=317)
Several Several Several
times per times per times per Not
Daily week month year Never provided
Q1‐1. City Library 0.3% 5.0% 14.8% 42.0% 35.3% 2.5%
Q1‐2. The Community Recreation Center 0.3% 0.0% 1.3% 11.0% 80.4% 6.9% Q1‐3. The Aquatic Center/Splashpad 1.3% 1.6% 1.9% 12.3% 77.0% 6.0% Q1‐4. Senior Center 0.6% 1.3% 5.4% 8.2% 79.2% 5.4%
Q1‐5. City‐owned sports fields 0.9% 7.9% 9.5% 28.1% 48.9% 4.7% Q1‐6. Any other City‐owned parks 6.0% 12.3% 16.7% 36.0% 24.3% 4.7% Q1‐7. The City's digital services
(website) 0.3% 1.6% 10.7% 29.7% 52.1% 5.7%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 199 71

WITHOUT “NOT PROVIDED”
Q1. Facility Use. For each of the following, please indicate how often you or the members of your household use or visit each of the facilities listed below using a scale of 5 to 1, where 5 means "Daily," and 1 means "Never." (without "not provided")
(N=317)
Several times Several times Several times
Daily per week per month per year Never
Q1‐1. City Library 0.3% 5.2% 15.2% 43.0% 36.2%
Q1‐2. The Community Recreation
Center 0.3% 0.0% 1.4% 11.9% 86.4%
Q1‐3. The Aquatic Center/Splashpad 1.3% 1.7% 2.0% 13.1% 81.9% Q1‐4. Senior Center 0.7% 1.3% 5.7% 8.7% 83.7%
Q1‐5. City‐owned sports fields 1.0% 8.3% 9.9% 29.5% 51.3% Q1‐6. Any other City‐owned parks 6.3% 12.9% 17.5% 37.7% 25.5% Q1‐7. The City's digital services
(website) 0.3% 1.7% 11.4% 31.4% 55.2%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 200 72

Q2. Barriers to Library Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the City's libraries. If you currently use the City's libraries, please indicate what keeps you from using them MORE OFTEN.

Q2. Biggest barriers to your household using City's
libraries Number Percent
Do not need library services 101 31.9 %
Not interested in library services 29 9.1 %
Libraries lack programming we desire 13 4.1 %
I don't know what is offered 74 23.3 %
Hours of operation are not convenient 42 13.2 %
Locations are not convenient 16 5.0 %
Lack of security (feeling of safety) 34 10.7 %
Other 35 11.0 %
Total 344

Q3. Barriers to Park, Field, or Amenity Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the City's parks, fields, or amenities. If you currently use the City's parks, fields, or amenities, please indicate what keeps you from using them MORE OFTEN.

Q3. Biggest barriers to your household using City's
parks, fields, or amenities Number Percent
Locations are not convenient 19 6.0 %
Too busy 53 16.7 %
Too crowded/lack of availability 60 18.9 %
Lack of park amenities that interest me 70 22.1 %
Not interested in what is offered 51 16.1 %
Other 111 35.0 %
Total 364
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 201 73

Q4. Barriers to Community Center Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the Community Recreation Center or Senior Center. If you currently use the Community Recreation Center or Senior Center, please indicate what keeps you from using them MORE OFTEN.

Q4. Biggest barriers to your household using
Community Recreation Center or Senior Center Number Percent Too crowded/lack of availability 8 2.5 %
Fees are too high 12 3.8 %
I don't know what is offered 105 33.1 %
Too busy 18 5.7 %
Use private gyms 37 11.7 %
Desired programs are not offered 15 4.7 %
Membership 5 1.6 %
Not interested in what is offered 56 17.7 %
Hours of operation are not convenient 9 2.8 %
Other 22 6.9 %
I am not old enough to use a Senior Center 200 63.1 %
Total 487
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 202 74

Q5. Please indicate if you or any member of your household has a need for each type of facility or amenity listed below.
(N=317)
Yes No
Q5‐1. Archery range 18.3% 81.7%
Q5‐2. BMX/dirt bike/pump track or
course 8.8% 91.2%
Q5‐3. Community gardens 28.1% 71.9%
Q5‐4. Diamond athletic fields (baseball,
softball, etc.) 19.9% 80.1%
Q5‐5. Disc golf 10.1% 89.9%
Q5‐6. Dog park 38.8% 61.2%
Q5‐7. Indoor event/party/meeting space 26.5% 73.5%
Q5‐8. Indoor fitness equipment 24.6% 75.4%
Q5‐9. Indoor gymnasium (e.g., basketball,
volleyball) 18.0% 82.0%
Q5‐10. Indoor pickleball/tennis/
racquetball courts 20.2% 79.8%
Q5‐11. Indoor walking tracks 39.1% 60.9%
Q5‐12. Lap pools 27.8% 72.2%
Q5‐13. Leisure pools 24.3% 75.7%
Q5‐14. Mountain hiking/bike trails 22.7% 77.3%
Q5‐15. Outdoor basketball courts 16.7% 83.3%
Q5‐16. Outdoor educational nature areas 24.0% 76.0%
Q5‐17. Outdoor fitness areas/equipment 16.1% 83.9%
Q5‐18. Outdoor large event space/
amphitheater 26.5% 73.5%
Q5‐19. Outdoor pickleball/tennis/
racquetball courts 19.9% 80.1%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 203 75

Q5. Please indicate if you or any member of your household has a need for each type of facility or amenity listed below.

Yes No
Q5‐20. Outdoor track 19.9% 80.1%
Q5‐21. Outdoor volleyball courts 12.3% 87.7%
Q5‐22. Passive recreation space 18.6% 81.4%
Q5‐23. Rectangular athletic fields
(soccer, football, etc.) 16.1% 83.9%
Q5‐24. Skate park 9.1% 90.9%
Q5‐25. Splash pad 24.9% 75.1%
Q5‐26. Urban trails (cycle/walking) 35.3% 64.7%
Q5‐27. Walking & biking trails 48.6% 51.4%
Q5‐28. Other 6.9% 93.1%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 204 76

Q5. If "Yes," how well are your needs being met?
(N=276)
100% met 75% met 50% met 25% met 0% met
Q5‐1. Archery range 5.5% 1.8% 1.8% 7.3% 83.6%
Q5‐2. BMX/dirt bike/pump track or
course 19.2% 3.8% 11.5% 0.0% 65.4%
Q5‐3. Community gardens 4.8% 1.2% 2.4% 13.1% 78.6%
Q5‐4. Diamond athletic fields
(baseball, softball, etc.) 22.4% 13.8% 34.5% 22.4% 6.9% Q5‐5. Disc golf 10.3% 3.4% 13.8% 10.3% 62.1%
Q5‐6. Dog park 5.1% 2.6% 4.3% 13.7% 74.4%
Q5‐7. Indoor event/party/meeting
space 12.2% 8.1% 13.5% 25.7% 40.5%
Q5‐8. Indoor fitness equipment 14.1% 4.2% 14.1% 18.3% 49.3% Q5‐9. Indoor gymnasium (e.g.,
basketball, volleyball) 10.9% 3.6% 10.9% 21.8% 52.7%
Q5‐10. Indoor pickleball/tennis/
racquetball courts 6.9% 3.4% 5.2% 5.2% 79.3%
Q5‐11. Indoor walking tracks 7.1% 1.8% 8.9% 6.3% 75.9%
Q5‐12. Lap pools 7.6% 1.3% 6.3% 10.1% 74.7%
Q5‐13. Leisure pools 8.7% 4.3% 7.2% 15.9% 63.8%
Q5‐14. Mountain hiking/bike trails 6.1% 4.5% 24.2% 21.2% 43.9% Q5‐15. Outdoor basketball courts 21.3% 12.8% 17.0% 36.2% 12.8% Q5‐16. Outdoor educational nature
areas 7.5% 3.0% 7.5% 23.9% 58.2%
Q5‐17. Outdoor fitness areas/
equipment 6.7% 6.7% 4.4% 28.9% 53.3%
Q5‐18. Outdoor large event space/
amphitheater 7.1% 4.3% 11.4% 12.9% 64.3%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 205 77

Q5. If "Yes," how well are your needs being met?
100% met 75% met 50% met 25% met 0% met
Q5‐19. Outdoor pickleball/tennis/
racquetball courts 6.9% 1.7% 17.2% 19.0% 55.2%
Q5‐20. Outdoor track 9.1% 12.7% 10.9% 12.7% 54.5%
Q5‐21. Outdoor volleyball courts 9.1% 3.0% 3.0% 18.2% 66.7% Q5‐22. Passive recreation space 17.0% 7.5% 20.8% 17.0% 37.7% Q5‐23. Rectangular athletic fields
(soccer, football, etc.) 10.9% 21.7% 28.3% 19.6% 19.6%
Q5‐24. Skate park 19.2% 7.7% 15.4% 34.6% 23.1%
Q5‐25. Splash pad 16.0% 2.7% 16.0% 36.0% 29.3%
Q5‐26. Urban trails (cycle/walking) 8.9% 10.9% 26.7% 34.7% 18.8% Q5‐27. Walking & biking trails 10.1% 13.8% 25.4% 34.1% 16.7% Q5‐28. Other 11.8% 17.6% 0.0% 17.6% 52.9%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 206 78

Q6. Which FOUR facilities/amenities from the list in Question 5 are MOST IMPORTANT to you and the members of your household?
Q6. Top choice Number Percent
Archery range 9 2.8 %
BMX/dirt bike/pump track or course 3 0.9 %
Community gardens 18 5.7 %
Diamond athletic fields (baseball, softball, etc.) 13 4.1 % Disc golf 1 0.3 %
Dog park 54 17.0 %
Indoor event/party/meeting space 11 3.5 %
Indoor fitness equipment 8 2.5 %
Indoor gymnasium (e.g., basketball, volleyball) 7 2.2 % Indoor pickleball/tennis/racquetball courts 14 4.4 %
Indoor walking tracks 14 4.4 %
Lap pools 11 3.5 %
Leisure pools 3 0.9 %
Mountain hiking/bike trails 1 0.3 %
Outdoor basketball courts 2 0.6 %
Outdoor educational nature areas 4 1.3 %
Outdoor fitness areas/equipment 5 1.6 %
Outdoor large event space/amphitheater 7 2.2 %
Outdoor pickleball/tennis/racquetball courts 9 2.8 %
Outdoor track 4 1.3 %
Passive recreation space 3 0.9 %
Rectangular athletic fields (soccer, football, etc.) 8 2.5 % Skate park 1 0.3 %
Splash pad 6 1.9 %
Urban trails (cycle/walking) 12 3.8 %
Walking & biking trails 22 6.9 %
None chosen 67 21.1 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 207 79

Q6. Which FOUR facilities/amenities from the list in Question 5 are MOST IMPORTANT to you and the members of your household?
Q6. 2nd choice Number Percent
Archery range 3 0.9 %
BMX/dirt bike/pump track or course 3 0.9 %
Community gardens 22 6.9 %
Diamond athletic fields (baseball, softball, etc.) 3 0.9 % Disc golf 5 1.6 %
Dog park 21 6.6 %
Indoor event/party/meeting space 11 3.5 %
Indoor fitness equipment 6 1.9 %
Indoor gymnasium (e.g., basketball, volleyball) 5 1.6 % Indoor pickleball/tennis/racquetball courts 8 2.5 %
Indoor walking tracks 21 6.6 %
Lap pools 8 2.5 %
Leisure pools 14 4.4 %
Mountain hiking/bike trails 3 0.9 %
Outdoor basketball courts 4 1.3 %
Outdoor educational nature areas 4 1.3 %
Outdoor fitness areas/equipment 4 1.3 %
Outdoor large event space/amphitheater 12 3.8 %
Outdoor pickleball/tennis/racquetball courts 7 2.2 %
Outdoor track 4 1.3 %
Outdoor volleyball courts 1 0.3 %
Passive recreation space 9 2.8 %
Rectangular athletic fields (soccer, football, etc.) 4 1.3 % Skate park 2 0.6 %
Splash pad 9 2.8 %
Urban trails (cycle/walking) 11 3.5 %
Walking & biking trails 27 8.5 %
None chosen 86 27.1 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 208 80

Q6. Which FOUR facilities/amenities from the list in Question 5 are MOST IMPORTANT to you and the members of your household?
Q6. 3rd choice Number Percent
Archery range 8 2.5 %
BMX/dirt bike/pump track or course 3 0.9 %
Community gardens 13 4.1 %
Diamond athletic fields (baseball, softball, etc.) 2 0.6 % Disc golf 4 1.3 %
Dog park 15 4.7 %
Indoor event/party/meeting space 17 5.4 %
Indoor fitness equipment 8 2.5 %
Indoor gymnasium (e.g., basketball, volleyball) 4 1.3 % Indoor pickleball/tennis/racquetball courts 5 1.6 %
Indoor walking tracks 17 5.4 %
Lap pools 8 2.5 %
Leisure pools 14 4.4 %
Mountain hiking/bike trails 5 1.6 %
Outdoor basketball courts 8 2.5 %
Outdoor educational nature areas 4 1.3 %
Outdoor fitness areas/equipment 4 1.3 %
Outdoor large event space/amphitheater 6 1.9 %
Outdoor pickleball/tennis/racquetball courts 4 1.3 %
Outdoor track 4 1.3 %
Outdoor volleyball courts 4 1.3 %
Passive recreation space 8 2.5 %
Rectangular athletic fields (soccer, football, etc.) 1 0.3 % Skate park 5 1.6 %
Splash pad 15 4.7 %
Urban trails (cycle/walking) 10 3.2 %
Walking & biking trails 21 6.6 %
None chosen 100 31.5 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 209 81

Q6. Which FOUR facilities/amenities from the list in Question 5 are MOST IMPORTANT to you and the members of your household?
Q6. 4th choice Number Percent
Archery range 10 3.2 %
BMX/dirt bike/pump track or course 1 0.3 %
Community gardens 16 5.0 %
Disc golf 2 0.6 %
Dog park 6 1.9 %
Indoor event/party/meeting space 9 2.8 %
Indoor fitness equipment 6 1.9 %
Indoor gymnasium (e.g., basketball, volleyball) 6 1.9 % Indoor pickleball/tennis/racquetball courts 4 1.3 %
Indoor walking tracks 19 6.0 %
Lap pools 9 2.8 %
Leisure pools 7 2.2 %
Mountain hiking/bike trails 5 1.6 %
Outdoor basketball courts 3 0.9 %
Outdoor educational nature areas 9 2.8 %
Outdoor fitness areas/equipment 3 0.9 %
Outdoor large event space/amphitheater 11 3.5 %
Outdoor pickleball/tennis/racquetball courts 3 0.9 %
Outdoor track 6 1.9 %
Outdoor volleyball courts 2 0.6 %
Passive recreation space 6 1.9 %
Rectangular athletic fields (soccer, football, etc.) 4 1.3 % Skate park 2 0.6 %
Splash pad 6 1.9 %
Urban trails (cycle/walking) 9 2.8 %
Walking & biking trails 16 5.0 %
None chosen 137 43.2 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 210 82

Q6. Which FOUR facilities/amenities from the list in Question 5 are MOST IMPORTANT to you and the members of your household? (top 4)
Q6. Top choice Number Percent
Archery range 30 9.5 %
BMX/dirt bike/pump track or course 10 3.2 %
Community gardens 69 21.8 %
Diamond athletic fields (baseball, softball, etc.) 18 5.7 % Disc golf 12 3.8 %
Dog park 96 30.3 %
Indoor event/party/meeting space 48 15.1 %
Indoor fitness equipment 28 8.8 %
Indoor gymnasium (e.g., basketball, volleyball) 22 6.9 % Indoor pickleball/tennis/racquetball courts 31 9.8 %
Indoor walking tracks 71 22.4 %
Lap pools 36 11.4 %
Leisure pools 38 12.0 %
Mountain hiking/bike trails 14 4.4 %
Outdoor basketball courts 17 5.4 %
Outdoor educational nature areas 21 6.6 %
Outdoor fitness areas/equipment 16 5.0 %
Outdoor large event space/amphitheater 36 11.4 %
Outdoor pickleball/tennis/racquetball courts 23 7.3 %
Outdoor track 18 5.7 %
Outdoor volleyball courts 7 2.2 %
Passive recreation space 26 8.2 %
Rectangular athletic fields (soccer, football, etc.) 17 5.4 % Skate park 10 3.2 %
Splash pad 36 11.4 %
Urban trails (cycle/walking) 42 13.2 %
Walking & biking trails 86 27.1 %
None chosen 67 21.1 %
Total 945

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 211 83

Q7. Please indicate if you or any member of your household has a need for each type of recreation program listed below.
(N=317)
Yes No
Q7‐1. Adaptive recreation programs 10.7% 89.3%
Q7‐2. Archery programs 15.1% 84.9%
Q7‐3. Art, dance, performing arts 29.0% 71.0%
Q7‐4. Before & after school care 19.2% 80.8%
Q7‐5. Bird watching 7.9% 92.1%
Q7‐6. BMX/skate/biking programs 5.7% 94.3%
Q7‐7. Cooking classes 32.5% 67.5%
Q7‐8. Education classes 21.5% 78.5%
Q7‐9. Fitness & wellness classes (adult) 40.7% 59.3%
Q7‐10. Fitness & wellness classes (child) 16.4% 83.6%
Q7‐11. Free self‐directed drop‐in
activities (cards, dominos, board games,
etc.) 16.1% 83.9%
Q7‐12. Free/low‐cost community events 36.0% 64.0%
Q7‐13. Golf programs 16.4% 83.6%
Q7‐14. Learn to swim programs 20.2% 79.8%
Q7‐15. Nature education/certification 12.9% 87.1%
Q7‐16. Outdoor fitness programs 17.4% 82.6%
Q7‐17. Outdoor trips (single day) 21.5% 78.5%
Q7‐18. Pickleball leagues 12.0% 88.0%
Q7‐19. Skate park programs 7.3% 92.7%
Q7‐20. Sports leagues 18.9% 81.1%
Q7‐21. Summer camps 16.1% 83.9%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 212 84

Q7. Please indicate if you or any member of your household has a need for each type of recreation program listed below.

Yes No
Q7‐22. Teen activities (eSports/gaming
programs) 12.0% 88.0%
Q7‐23. Tennis lessons & leagues 11.7% 88.3%
Q7‐24. Virtual programs 5.7% 94.3%
Q7‐25. Volunteer programs 21.8% 78.2%
Q7‐26. Water fitness classes 24.3% 75.7%
Q7‐27. Other 3.5% 96.5%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 213 85

Q7. If "Yes," how well are your needs being met?
(N=262)
100% met 75% met 50% met 25% met 0% met
Q7‐1. Adaptive recreation programs 3.2% 6.5% 12.9% 16.1% 61.3% Q7‐2. Archery programs 4.7% 2.3% 2.3% 9.3% 81.4%
Q7‐3. Art, dance, performing arts 10.1% 2.5% 11.4% 22.8% 53.2% Q7‐4. Before & after school care 16.7% 13.0% 27.8% 18.5% 24.1% Q7‐5. Bird watching 13.6% 4.5% 4.5% 9.1% 68.2%
Q7‐6. BMX/skate/biking programs 5.9% 17.6% 5.9% 17.6% 52.9% Q7‐7. Cooking classes 3.4% 2.3% 1.1% 11.5% 81.6%
Q7‐8. Education classes 13.6% 1.7% 8.5% 28.8% 47.5%
Q7‐9. Fitness & wellness classes (adult) 7.3% 3.7% 7.3% 29.4% 52.3% Q7‐10. Fitness & wellness classes
(child) 8.2% 0.0% 18.4% 20.4% 53.1%
Q7‐11. Free self‐directed drop‐in
activities (cards, dominos, board
games, etc.) 4.8% 0.0% 4.8% 14.3% 76.2%
Q7‐12. Free/low‐cost community
events 7.0% 4.0% 17.0% 31.0% 41.0%
Q7‐13. Golf programs 2.1% 0.0% 8.5% 23.4% 66.0%
Q7‐14. Learn to swim programs 11.7% 8.3% 21.7% 25.0% 33.3% Q7‐15. Nature education/certification 12.8% 0.0% 0.0% 20.5% 66.7% Q7‐16. Outdoor fitness programs 7.5% 0.0% 7.5% 24.5% 60.4% Q7‐17. Outdoor trips (single day) 3.7% 0.0% 3.7% 5.6% 87.0% Q7‐18. Pickleball leagues 3.0% 0.0% 0.0% 3.0% 93.9%
Q7‐19. Skate park programs 13.6% 0.0% 4.5% 36.4% 45.5%
Q7‐20. Sports leagues 16.4% 10.9% 25.5% 23.6% 23.6%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 214 86

Q7. If "Yes," how well are your needs being met?
100% met 75% met 50% met 25% met 0% met
Q7‐21. Summer camps 6.4% 2.1% 8.5% 17.0% 66.0%
Q7‐22. Teen activities (eSports/
gaming programs) 9.1% 6.1% 0.0% 24.2% 60.6%
Q7‐23. Tennis lessons & leagues 8.3% 2.8% 11.1% 13.9% 63.9% Q7‐24. Virtual programs 6.7% 0.0% 6.7% 6.7% 80.0%
Q7‐25. Volunteer programs 5.1% 3.4% 23.7% 20.3% 47.5%
Q7‐26. Water fitness classes 4.3% 7.1% 1.4% 21.4% 65.7% Q7‐27. Other 14.3% 14.3% 0.0% 0.0% 71.4%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 215 87

Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to you and the members of your household?
Q8. Top choice Number Percent
Adaptive recreation programs 10 3.2 %
Archery programs 12 3.8 %
Art, dance, performing arts 23 7.3 %
Before & after school care 18 5.7 %
Bird watching 3 0.9 %
BMX/skate/biking programs 4 1.3 %
Cooking classes 15 4.7 %
Education classes 10 3.2 %
Fitness & wellness classes (adult) 28 8.8 %
Fitness & wellness classes (child) 5 1.6 %
Free self‐directed drop‐in activities (cards, dominos,
board games, etc.) 4 1.3 %
Free/low‐cost community events 17 5.4 %
Golf programs 5 1.6 %
Learn to swim programs 9 2.8 %
Nature education/certification 1 0.3 %
Outdoor fitness programs 6 1.9 %
Outdoor trips (single day) 5 1.6 %
Pickleball leagues 10 3.2 %
Skate park programs 2 0.6 %
Sports leagues 15 4.7 %
Summer camps 4 1.3 %
Teen activities (eSports/gaming programs) 3 0.9 %
Tennis lessons & leagues 5 1.6 %
Volunteer programs 5 1.6 %
Water fitness classes 10 3.2 %
None chosen 88 27.8 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 216 88

Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to you and the members of your household?
Q8. 2nd choice Number Percent
Adaptive recreation programs 4 1.3 %
Archery programs 6 1.9 %
Art, dance, performing arts 11 3.5 %
Before & after school care 9 2.8 %
Bird watching 4 1.3 %
BMX/skate/biking programs 3 0.9 %
Cooking classes 24 7.6 %
Education classes 6 1.9 %
Fitness & wellness classes (adult) 29 9.1 %
Fitness & wellness classes (child) 10 3.2 %
Free self‐directed drop‐in activities (cards, dominos,
board games, etc.) 9 2.8 %
Free/low‐cost community events 27 8.5 %
Golf programs 5 1.6 %
Learn to swim programs 8 2.5 %
Nature education/certification 2 0.6 %
Outdoor fitness programs 3 0.9 %
Outdoor trips (single day) 4 1.3 %
Pickleball leagues 7 2.2 %
Skate park programs 2 0.6 %
Sports leagues 7 2.2 %
Summer camps 1 0.3 %
Teen activities (eSports/gaming programs) 4 1.3 %
Tennis lessons & leagues 5 1.6 %
Virtual programs 3 0.9 %
Volunteer programs 8 2.5 %
Water fitness classes 3 0.9 %
None chosen 113 35.6 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 217 89

Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to you and the members of your household?
Q8. 3rd choice Number Percent
Adaptive recreation programs 2 0.6 %
Archery programs 3 0.9 %
Art, dance, performing arts 10 3.2 %
Before & after school care 5 1.6 %
Bird watching 2 0.6 %
BMX/skate/biking programs 2 0.6 %
Cooking classes 14 4.4 %
Education classes 13 4.1 %
Fitness & wellness classes (adult) 15 4.7 %
Fitness & wellness classes (child) 7 2.2 %
Free self‐directed drop‐in activities (cards, dominos,
board games, etc.) 8 2.5 %
Free/low‐cost community events 17 5.4 %
Golf programs 8 2.5 %
Learn to swim programs 5 1.6 %
Nature education/certification 4 1.3 %
Outdoor fitness programs 9 2.8 %
Outdoor trips (single day) 10 3.2 %
Pickleball leagues 4 1.3 %
Skate park programs 2 0.6 %
Sports leagues 5 1.6 %
Summer camps 4 1.3 %
Teen activities (eSports/gaming programs) 5 1.6 %
Tennis lessons & leagues 5 1.6 %
Virtual programs 1 0.3 %
Volunteer programs 10 3.2 %
Water fitness classes 12 3.8 %
None chosen 135 42.6 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 218 90

Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to you and the members of your household?
Q8. 4th choice Number Percent
Adaptive recreation programs 3 0.9 %
Archery programs 8 2.5 %
Art, dance, performing arts 7 2.2 %
Before & after school care 5 1.6 %
Bird watching 1 0.3 %
BMX/skate/biking programs 2 0.6 %
Cooking classes 10 3.2 %
Education classes 6 1.9 %
Fitness & wellness classes (adult) 13 4.1 %
Fitness & wellness classes (child) 2 0.6 %
Free self‐directed drop‐in activities (cards, dominos,
board games, etc.) 3 0.9 %
Free/low‐cost community events 14 4.4 %
Golf programs 4 1.3 %
Learn to swim programs 6 1.9 %
Nature education/certification 4 1.3 %
Outdoor fitness programs 2 0.6 %
Outdoor trips (single day) 10 3.2 %
Pickleball leagues 4 1.3 %
Skate park programs 2 0.6 %
Sports leagues 13 4.1 %
Summer camps 5 1.6 %
Teen activities (eSports/gaming programs) 7 2.2 %
Tennis lessons & leagues 2 0.6 %
Virtual programs 5 1.6 %
Volunteer programs 8 2.5 %
Water fitness classes 7 2.2 %
None chosen 164 51.7 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 219 91

Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to you and the members of your household? (top 4)
Q8. Top choice Number Percent
Adaptive recreation programs 19 6.0 %
Archery programs 29 9.1 %
Art, dance, performing arts 51 16.1 %
Before & after school care 37 11.7 %
Bird watching 10 3.2 %
BMX/skate/biking programs 11 3.5 %
Cooking classes 63 19.9 %
Education classes 35 11.0 %
Fitness & wellness classes (adult) 85 26.8 %
Fitness & wellness classes (child) 24 7.6 %
Free self‐directed drop‐in activities (cards, dominos,
board games, etc.) 24 7.6 %
Free/low‐cost community events 75 23.7 %
Golf programs 22 6.9 %
Learn to swim programs 28 8.8 %
Nature education/certification 11 3.5 %
Outdoor fitness programs 20 6.3 %
Outdoor trips (single day) 29 9.1 %
Pickleball leagues 25 7.9 %
Skate park programs 8 2.5 %
Sports leagues 40 12.6 %
Summer camps 14 4.4 %
Teen activities (eSports/gaming programs) 19 6.0 %
Tennis lessons & leagues 17 5.4 %
Virtual programs 9 2.8 %
Volunteer programs 31 9.8 %
Water fitness classes 32 10.1 %
None chosen 88 27.8 %
Total 856
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 220 92

Q9. Special Events. From the following list, please check the THREE SPECIAL EVENT concepts you and the members of your household would be MOST INTERESTED in.

Q9. Special event concepts your household would
be most interested in Number Percent
Food/beverage (farmers market, tastings, etc.) 226 71.3 % Entertainment (music, movies, performers, etc.) 174 54.9 % Cultural celebrations/festivals (food, performances, arts, etc.) 124 39.1 %
Holiday‐themed events (Halloween, Easter, etc.) 87 27.4 % Health & wellness events (bike, walk, run, etc.) 58 18.3 % Day events/field trips 52 16.4 %
Sports tournaments/competitions (basketball, football,
soccer, etc.) 40 12.6 %
Environmental events (Earth Day, Arbor Day, volunteer,
etc.) 27 8.5 %
Total 788
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 221 93

Q10. Please indicate if you or any member of your household has a need for each of the following programs/services that promote ACTIVE AGING.
(N=317)
Yes No
Q10‐1. Alzheimer/Parkinson's programs 13.6% 86.4%
Q10‐2. Arts & crafts programs & activities 26.2% 73.8%
Q10‐3. Cognitive strengthening programs
(memory exercises) 26.5% 73.5%
Q10‐4. Computer classes & programs 23.0% 77.0%
Q10‐5. Counseling services 19.9% 80.1%
Q10‐6. Dance lessons & programs 22.4% 77.6%
Q10‐7. Day trips, tours, & excursions to
popular tourist attractions 31.2% 68.8%
Q10‐8. Evidence based health programs 12.9% 87.1%
Q10‐9. Financial services program (tax
filing) 9.8% 90.2%
Q10‐10. Health screenings (blood
pressure, cancer, vision, etc.) 19.9% 80.1%
Q10‐11. Healthy eating programs & dieting
programs 25.2% 74.8%
Q10‐12. Housing programs 15.5% 84.5%
Q10‐13. Intergenerational programs 7.9% 92.1%
Q10‐14. Legal assistance programs 16.7% 83.3%
Q10‐15. Lunch/meal programs 17.4% 82.6%
Q10‐16. Music classes & programs 18.3% 81.7%
Q10‐17. Social gatherings 19.6% 80.4%
Q10‐18. Special interest classes
(gardening, writing, book clubs) 29.0% 71.0%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 222 94

Q10. Please indicate if you or any member of your household has a need for each of the following programs/services that promote ACTIVE AGING.

Yes No
Q10‐19. Support groups (bereavement,
Alzheimer's, Parkinson's) 15.8% 84.2%
Q10‐20. Transportation programs/
services 15.5% 84.5%
Q10‐21. Veteran specific programs 15.8% 84.2%
Q10‐22. Volunteer opportunities
programs 18.6% 81.4%
Q10‐23. Weekly programs (cards,
billiards, mahjong) 13.6% 86.4%
Q10‐24. Other 0.9% 99.1%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 223 95

Q10. If "Yes," how well are your needs being met?
(N=241)
100% met 75% met 50% met 25% met 0% met
Q10‐1. Alzheimer/Parkinson's
programs 0.0% 2.8% 8.3% 13.9% 75.0%
Q10‐2. Arts & crafts programs &
activities 6.0% 4.5% 4.5% 20.9% 64.2%
Q10‐3. Cognitive strengthening
programs (memory exercises) 4.6% 1.5% 3.1% 18.5% 72.3%
Q10‐4. Computer classes & programs 5.4% 3.6% 14.3% 17.9% 58.9% Q10‐5. Counseling services 0.0% 7.8% 5.9% 29.4% 56.9%
Q10‐6. Dance lessons & programs 7.4% 5.6% 1.9% 14.8% 70.4% Q10‐7. Day trips, tours, & excursions to
popular tourist attractions 2.7% 1.4% 8.2% 16.4% 71.2%
Q10‐8. Evidence based health
programs 9.7% 0.0% 3.2% 16.1% 71.0%
Q10‐9. Financial services program
(tax filing) 8.3% 8.3% 8.3% 16.7% 58.3%
Q10‐10. Health screenings (blood
pressure, cancer, vision, etc.) 3.9% 3.9% 5.9% 39.2% 47.1% Q10‐11. Healthy eating programs &
dieting programs 1.7% 3.3% 8.3% 15.0% 71.7%
Q10‐12. Housing programs 2.7% 5.4% 5.4% 27.0% 59.5%
Q10‐13. Intergenerational programs 0.0% 6.3% 0.0% 12.5% 81.3% Q10‐14. Legal assistance programs 2.4% 4.9% 14.6% 24.4% 53.7% Q10‐15. Lunch/meal programs 9.5% 9.5% 14.3% 40.5% 26.2% Q10‐16. Music classes & programs 6.3% 2.1% 4.2% 20.8% 66.7% Q10‐17. Social gatherings 4.3% 2.1% 10.6% 34.0% 48.9%
Q10‐18. Special interest classes
(gardening, writing, book clubs) 5.6% 1.4% 8.5% 14.1% 70.4% Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 224 96 Q10. If "Yes," how well are your needs being met?
100% met 75% met 50% met 25% met 0% met
Q10‐19. Support groups (bereavement,
Alzheimer's, Parkinson's) 2.7% 0.0% 8.1% 21.6% 67.6%
Q10‐20. Transportation programs/
services 5.3% 5.3% 13.2% 36.8% 39.5%
Q10‐21. Veteran specific programs 5.0% 5.0% 12.5% 35.0% 42.5% Q10‐22. Volunteer opportunities
programs 6.0% 0.0% 14.0% 28.0% 52.0%
Q10‐23. Weekly programs (cards,
billiards, mahjong) 2.9% 0.0% 14.7% 11.8% 70.6%
Q10‐24. Other 0.0% 33.3% 0.0% 0.0% 66.7%

Q10‐24. Other
Q10‐24. Other Number Percent
Pottery with clay classes 1 33.3 %
Computer classes 1 33.3 %
Line dancing classes 1 33.3 %
Total 3 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 225 97

Q11. Which FOUR active aging programs/services from the list in Question 10 are MOST IMPORTANT to you and the members of your household?
Q11. Top choice Number Percent
Alzheimer/Parkinson's programs 17 5.4 %
Arts & crafts programs & activities 21 6.6 %
Cognitive strengthening programs (memory exercises) 16 5.0 % Computer classes & programs 16 5.0 %
Counseling services 10 3.2 %
Dance lessons & programs 12 3.8 %
Day trips, tours, & excursions to popular tourist attractions 20 6.3 % Evidence based health programs 6 1.9 %
Financial services program (tax filing) 2 0.6 %
Health screenings (blood pressure, cancer, vision, etc.) 5 1.6 % Healthy eating programs & dieting programs 9 2.8 %
Housing programs 9 2.8 %
Intergenerational programs 1 0.3 %
Legal assistance programs 5 1.6 %
Lunch/meal programs 5 1.6 %
Music classes & programs 5 1.6 %
Social gatherings 9 2.8 %
Special interest classes (gardening, writing, book clubs) 5 1.6 % Support groups (bereavement, Alzheimer's, Parkinson's) 3 0.9 % Transportation programs/services 5 1.6 %
Veteran specific programs 10 3.2 %
Volunteer opportunities programs 3 0.9 %
Weekly programs (cards, billiards, mahjong) 4 1.3 %
None chosen 119 37.5 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 226 98

Q11. Which FOUR active aging programs/services from the list in Question 10 are MOST IMPORTANT to you and the members of your household?
Q11. 2nd choice Number Percent
Alzheimer/Parkinson's programs 3 0.9 %
Arts & crafts programs & activities 13 4.1 %
Cognitive strengthening programs (memory exercises) 14 4.4 % Computer classes & programs 7 2.2 %
Counseling services 12 3.8 %
Dance lessons & programs 9 2.8 %
Day trips, tours, & excursions to popular tourist attractions 18 5.7 % Evidence based health programs 6 1.9 %
Financial services program (tax filing) 4 1.3 %
Health screenings (blood pressure, cancer, vision, etc.) 11 3.5 % Healthy eating programs & dieting programs 12 3.8 %
Housing programs 8 2.5 %
Intergenerational programs 3 0.9 %
Legal assistance programs 5 1.6 %
Lunch/meal programs 8 2.5 %
Music classes & programs 4 1.3 %
Social gatherings 6 1.9 %
Special interest classes (gardening, writing, book clubs) 11 3.5 % Support groups (bereavement, Alzheimer's, Parkinson's) 3 0.9 % Transportation programs/services 1 0.3 %
Veteran specific programs 5 1.6 %
Volunteer opportunities programs 9 2.8 %
Weekly programs (cards, billiards, mahjong) 2 0.6 %
None chosen 143 45.1 %
Total 317 100.0 %

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 227 99

Q11. Which FOUR active aging programs/services from the list in Question 10 are MOST IMPORTANT to you and the members of your household?
Q11. 3rd choice Number Percent
Alzheimer/Parkinson's programs 2 0.6 %
Arts & crafts programs & activities 9 2.8 %
Cognitive strengthening programs (memory exercises) 11 3.5 % Computer classes & programs 7 2.2 %
Counseling services 8 2.5 %
Dance lessons & programs 5 1.6 %
Day trips, tours, & excursions to popular tourist attractions 15 4.7 % Evidence based health programs 5 1.6 %
Financial services program (tax filing) 6 1.9 %
Health screenings (blood pressure, cancer, vision, etc.) 7 2.2 % Healthy eating programs & dieting programs 13 4.1 %
Housing programs 4 1.3 %
Intergenerational programs 1 0.3 %
Legal assistance programs 6 1.9 %
Lunch/meal programs 7 2.2 %
Music classes & programs 6 1.9 %
Social gatherings 6 1.9 %
Special interest classes (gardening, writing, book clubs) 9 2.8 % Support groups (bereavement, Alzheimer's, Parkinson's) 3 0.9 % Transportation programs/services 7 2.2 %
Veteran specific programs 7 2.2 %
Volunteer opportunities programs 7 2.2 %
Weekly programs (cards, billiards, mahjong) 3 0.9 %
None chosen 163 51.4 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 228 100

Q11. Which FOUR active aging programs/services from the list in Question 10 are MOST IMPORTANT to you and the members of your household?
Q11. 4th choice Number Percent
Alzheimer/Parkinson's programs 2 0.6 %
Arts & crafts programs & activities 3 0.9 %
Cognitive strengthening programs (memory exercises) 5 1.6 % Computer classes & programs 6 1.9 %
Counseling services 2 0.6 %
Dance lessons & programs 3 0.9 %
Day trips, tours, & excursions to popular tourist attractions 13 4.1 % Evidence based health programs 6 1.9 %
Financial services program (tax filing) 5 1.6 %
Health screenings (blood pressure, cancer, vision, etc.) 9 2.8 % Healthy eating programs & dieting programs 7 2.2 %
Housing programs 4 1.3 %
Intergenerational programs 1 0.3 %
Legal assistance programs 4 1.3 %
Lunch/meal programs 5 1.6 %
Music classes & programs 10 3.2 %
Social gatherings 9 2.8 %
Special interest classes (gardening, writing, book clubs) 11 3.5 % Support groups (bereavement, Alzheimer's, Parkinson's) 3 0.9 % Transportation programs/services 7 2.2 %
Veteran specific programs 5 1.6 %
Volunteer opportunities programs 7 2.2 %
Weekly programs (cards, billiards, mahjong) 6 1.9 %
None chosen 184 58.0 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 229 101

Q11. Which FOUR active aging programs/services from the list in Question 10 are MOST IMPORTANT to you and the members of your household? (top 4)
Q11. Top choice Number Percent
Alzheimer/Parkinson's programs 24 7.6 %
Arts & crafts programs & activities 46 14.5 %
Cognitive strengthening programs (memory exercises) 46 14.5 % Computer classes & programs 36 11.4 %
Counseling services 32 10.1 %
Dance lessons & programs 29 9.1 %
Day trips, tours, & excursions to popular tourist attractions 66 20.8 % Evidence based health programs 23 7.3 %
Financial services program (tax filing) 17 5.4 %
Health screenings (blood pressure, cancer, vision, etc.) 32 10.1 % Healthy eating programs & dieting programs 41 12.9 %
Housing programs 25 7.9 %
Intergenerational programs 6 1.9 %
Legal assistance programs 20 6.3 %
Lunch/meal programs 25 7.9 %
Music classes & programs 25 7.9 %
Social gatherings 30 9.5 %
Special interest classes (gardening, writing, book clubs) 36 11.4 % Support groups (bereavement, Alzheimer's, Parkinson's) 12 3.8 % Transportation programs/services 20 6.3 %
Veteran specific programs 27 8.5 %
Volunteer opportunities programs 26 8.2 %
Weekly programs (cards, billiards, mahjong) 15 4.7 %
None chosen 119 37.5 %
Total 778
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 230 102

Q12. Have you or members of your household used any of the following library services provided by the library IN THE LAST TWO YEARS?
Q12. Services provided by the library in last two
years has your household used Number Percent
Accessed a government form 57 18.0 %
Accessed online research tools 36 11.4 %
Asked a librarian a question 102 32.2 %
Attended a children/teen program 46 14.5 %
Attended a community meeting 43 13.6 %
Attended an adult program or class 8 2.5 %
Checked out a book/audiobook 118 37.2 %
Checked out a DVD or music CD 39 12.3 %
Downloaded a digital video or music 10 3.2 %
Downloaded an eBook or eAudiobook 41 12.9 %
Met a friend or family members 34 10.7 %
Read a newspaper or magazine 26 8.2 %
Received assistance with technology 17 5.4 %
Requested home delivery 4 1.3 %
Reserved materials online 45 14.2 %
Used a public computer 38 12.0 %
Used a study/meeting room 20 6.3 %
Used the makerspace 3 0.9 %
Used the Wi‐Fi 47 14.8 %
Worked on a school assignment 21 6.6 %
Total 755

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 231 103

Q13. Rating Library Services. Please rate each of the following library services using a scale of 5 to 1, where 5 means "Very Satisfied," and 1 means "Very Dissatisfied." (N=317)
Somewhat Very
Very satisfied Satisfied Neutral dissatisfied dissatisfied Don't use Q13‐1. Library
programs for adults 10.4% 9.8% 13.2% 2.2% 0.9% 63.4%
Q13‐2. Library
programs for teens 5.0% 5.4% 11.0% 1.6% 1.6% 75.4%
Q13‐3. Library
programs for children 7.9% 12.9% 8.8% 2.5% 1.6% 66.2%
Q13‐4. Bookmobile/
delivery service 0.9% 2.2% 8.5% 0.6% 1.3% 86.4%
Q13‐5. Books for
adults 15.1% 17.4% 10.4% 1.6% 0.9% 54.6%
Q13‐6. Books for teens 6.9% 7.6% 9.5% 1.3% 0.6% 74.1%
Q13‐7. Books for
children 10.1% 13.2% 6.6% 2.5% 0.6% 66.9%
Q13‐8. Newspapers/
magazines 6.0% 6.6% 10.1% 0.9% 1.6% 74.8%
Q13‐9. Audiobooks 5.4% 6.9% 8.5% 1.6% 1.6% 76.0%
Q13‐10. eBooks 5.0% 7.9% 9.1% 1.9% 2.2% 73.8%
Q13‐11. Music CDs 3.5% 4.4% 8.5% 0.3% 0.3% 83.0%
Q13‐12. Library
website 7.6% 10.1% 13.9% 1.3% 0.6% 66.6%
Q13‐13. Movies
(DVDs) 6.0% 6.6% 8.8% 0.6% 0.6% 77.3%
Q13‐14. Online
databases 5.0% 7.6% 8.8% 0.9% 0.6% 77.0%
Q13‐15. Online library
catalog 6.0% 10.4% 9.5% 1.9% 0.3% 71.9%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 232 104

Q13. Rating Library Services. Please rate each of the following library services using a scale of 5 to 1, where 5 means "Very Satisfied," and 1 means "Very Dissatisfied." Somewhat Very
Very satisfied Satisfied Neutral dissatisfied dissatisfied Don't use Q13‐16. Public
computers 5.7% 10.1% 7.6% 0.9% 0.6% 75.1%
Q13‐17. Wireless
access 6.9% 8.8% 9.5% 0.9% 0.3% 73.5%
Q13‐18. Requesting an
item to be held 12.6% 11.0% 6.3% 0.9% 0.3% 68.8%
Q13‐19. Wireless
printing 4.4% 5.7% 6.6% 0.3% 0.3% 82.6%
Q13‐20.

Courteousness of staff 27.8% 16.7% 6.9% 1.9% 0.3% 46.4% Q13‐21. Knowledge of
staff 25.2% 18.0% 6.6% 1.3% 0.9% 47.9%
Q13‐22. Cleanliness/
maintenance of
facilities 32.5% 17.0% 5.7% 0.9% 0.9% 42.9%
Q13‐23. Hours of
operation 12.9% 21.5% 12.3% 6.0% 2.2% 45.1%
Q13‐24. Meeting room
facilities 6.0% 9.5% 9.1% 1.3% 0.3% 73.8%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 233 105

WITHOUT “DON’T USE”
Q13. Rating Library Services. Please rate each of the following library services using a scale of 5 to 1, where 5 means "Very Satisfied," and 1 means "Very Dissatisfied." (without "don't use") (N=317)
Somewhat Very
Very satisfied Satisfied Neutral dissatisfied dissatisfied Q13‐1. Library programs for adults 28.4% 26.7% 36.2% 6.0% 2.6% Q13‐2. Library programs for teens 20.5% 21.8% 44.9% 6.4% 6.4% Q13‐3. Library programs for children 23.4% 38.3% 26.2% 7.5% 4.7% Q13‐4. Bookmobile/delivery service 7.0% 16.3% 62.8% 4.7% 9.3% Q13‐5. Books for adults 33.3% 38.2% 22.9% 3.5% 2.1%
Q13‐6. Books for teens 26.8% 29.3% 36.6% 4.9% 2.4%
Q13‐7. Books for children 30.5% 40.0% 20.0% 7.6% 1.9%
Q13‐8. Newspapers/magazines 23.8% 26.3% 40.0% 3.8% 6.3% Q13‐9. Audiobooks 22.4% 28.9% 35.5% 6.6% 6.6%
Q13‐10. eBooks 19.3% 30.1% 34.9% 7.2% 8.4%
Q13‐11. Music CDs 20.4% 25.9% 50.0% 1.9% 1.9%
Q13‐12. Library website 22.6% 30.2% 41.5% 3.8% 1.9%
Q13‐13. Movies (DVDs) 26.4% 29.2% 38.9% 2.8% 2.8%
Q13‐14. Online databases 21.9% 32.9% 38.4% 4.1% 2.7%
Q13‐15. Online library catalog 21.3% 37.1% 33.7% 6.7% 1.1% Q13‐16. Public computers 22.8% 40.5% 30.4% 3.8% 2.5%
Q13‐17. Wireless access 26.2% 33.3% 35.7% 3.6% 1.2%
Q13‐18. Requesting an item to be held 40.4% 35.4% 20.2% 3.0% 1.0% Q13‐19. Wireless printing 25.5% 32.7% 38.2% 1.8% 1.8%
Q13‐20. Courteousness of staff 51.8% 31.2% 12.9% 3.5% 0.6% Q13‐21. Knowledge of staff 48.5% 34.5% 12.7% 2.4% 1.8%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 234 106 WITHOUT “DON’T USE”
Q13. Rating Library Services. Please rate each of the following library services using a scale of 5 to 1, where 5 means "Very Satisfied," and 1 means "Very Dissatisfied." (without "don't use") Somewhat Very
Very satisfied Satisfied Neutral dissatisfied dissatisfied Q13‐22. Cleanliness/maintenance of
facilities 56.9% 29.8% 9.9% 1.7% 1.7%
Q13‐23. Hours of operation 23.6% 39.1% 22.4% 10.9% 4.0% Q13‐24. Meeting room facilities 22.9% 36.1% 34.9% 4.8% 1.2% Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 235 107

Q14. Please indicate your level of agreement with the following statements about Tulare Community Services Department using a scale of 5 to 1, where 5 means "strongly agree," and 1 means "strongly disagree."
(N=317)
Strongly Strongly
agree Agree Neutral Disagree disagree Don't know
Q14‐1. Improves my
(my household's)
physical health & fitness 6.6% 7.9% 27.8% 8.2% 10.4% 39.1% Q14‐2. Helps to
reduce crime in my
neighborhood & keep
kids out of trouble 9.8% 13.2% 20.8% 10.1% 17.0% 29.0%
Q14‐3. Makes Tulare
a more desirable place
to live 13.6% 20.2% 19.6% 11.7% 12.9% 22.1%
Q14‐4. Preserves open
space & protects the
environment 8.8% 17.4% 24.6% 10.1% 11.7% 27.4%
Q14‐5. Increases my
(my household's)
property value 11.4% 13.6% 24.0% 8.8% 12.6% 29.7%
Q14‐6. Improves my
(my household's)
mental health & reduces
stress 7.6% 12.9% 27.4% 9.1% 11.4% 31.5%
Q14‐7. Provides
positive social
interactions for me
(my household) 6.6% 15.1% 28.4% 8.8% 10.7% 30.3%
Q14‐8. Is physically
accessible to all people 10.1% 21.1% 25.2% 6.9% 5.4% 31.2% Q14‐9. Helps to attract
new residents &
businesses 8.5% 13.6% 21.5% 11.7% 12.0% 32.8%
Q14‐10. Promotes
tourism to City & the
region 6.3% 10.4% 22.1% 14.5% 16.7% 30.0%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 236 108 Q14. Please indicate your level of agreement with the following statements about Tulare Community Services Department using a scale of 5 to 1, where 5 means "strongly agree," and 1 means "strongly disagree."
Strongly Strongly
agree Agree Neutral Disagree disagree Don't know
Q14‐11. Positively
impacts economic/
business development 7.9% 13.6% 24.0% 9.1% 13.2% 32.2%
Q14‐12. Is age‐
friendly to all people 11.4% 21.8% 21.8% 6.3% 10.4% 28.4% Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 237 109

WITHOUT “DON’T KNOW”
Q14. Please indicate your level of agreement with the following statements about Tulare Community Services Department using a scale of 5 to 1, where 5 means "strongly agree," and 1 means "strongly disagree." (without "don't know")
(N=317)
Strongly Strongly
agree Agree Neutral Disagree disagree
Q14‐1. Improves my (my household's)
physical health & fitness 10.9% 13.0% 45.6% 13.5% 17.1% Q14‐2. Helps to reduce crime in my
neighborhood & keep kids out of trouble 13.8% 18.7% 29.3% 14.2% 24.0% Q14‐3. Makes Tulare a more
desirable place to live 17.4% 25.9% 25.1% 15.0% 16.6%
Q14‐4. Preserves open space &
protects the environment 12.2% 23.9% 33.9% 13.9% 16.1%
Q14‐5. Increases my (my household's)
property value 16.1% 19.3% 34.1% 12.6% 17.9%
Q14‐6. Improves my (my household's)
mental health & reduces stress 11.1% 18.9% 40.1% 13.4% 16.6% Q14‐7. Provides positive social
interactions for me (my household) 9.5% 21.7% 40.7% 12.7% 15.4% Q14‐8. Is physically accessible to all
people 14.7% 30.7% 36.7% 10.1% 7.8%
Q14‐9. Helps to attract new residents &
businesses 12.7% 20.2% 31.9% 17.4% 17.8%
Q14‐10. Promotes tourism to City & the
region 9.0% 14.9% 31.5% 20.7% 23.9%
Q14‐11. Positively impacts economic/
business development 11.6% 20.0% 35.3% 13.5% 19.5%
Q14‐12. Is age‐friendly to all people 15.9% 30.4% 30.4% 8.8% 14.5% Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 238 110

WITHOUT “DON’T KNOW”
Q15(1‐13). Types of Improvements: The following is a list of actions the City of Tulare could take to improve the parks, trails, and recreation system. Please indicate YOUR SUPPORT FOR each potential action by circling the corresponding number to the right of the item. (N=317)
Somewhat
Very supportive supportive Not sure Not supportive
Q15‐1. General repair & increase
maintenance (parks, senior center,
community center) 59.9% 17.4% 19.2% 3.5%
Q15‐2. Improve existing athletic
facilities (synthetic turf, lighting, courts,
etc.) 50.8% 22.7% 21.8% 4.7%
Q15‐3. Improve existing trail systems
(paved trails, mountain biking trails,
unpaved walking trails, etc.) 53.3% 22.4% 18.9% 5.4%
Q15‐4. Add/expand trails/walking loops
in existing parks 51.1% 18.6% 23.3% 6.9%
Q15‐5. Improve ADA/disabled persons
accessibility at parks 50.5% 14.2% 30.3% 5.0%
Q15‐6. Improve/expand open space/
natural turf areas in existing parks 41.3% 21.8% 28.1% 8.8% Q15‐7. Improve restroom facilities in
existing parks 57.4% 21.1% 16.7% 4.7%
Q15‐8. Add playgrounds to existing
parks 51.7% 20.2% 23.3% 4.7%
Q15‐9. Expand archery range 21.5% 15.8% 42.3% 20.5%
Q15‐10. Improve/expand Community
Center (including parking) 31.5% 23.7% 34.7% 10.1%
Q15‐11. Add splashpads to existing
parks 38.2% 20.8% 26.5% 14.5%
Q15‐12. Add amphitheater to an
existing park 34.4% 21.1% 31.9% 12.6%
Q15‐13. Add Wi‐Fi/other technology
improvements to existing parks 29.0% 15.5% 31.2% 24.3%
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 239 111

Q15(14‐20). Developing New Facilities: The following is a list of actions the City of Tulare could take to improve the parks, trails, and recreation system. Please indicate YOUR SUPPORT FOR each potential action by circling the corresponding number to the right of the item. (N=317)
Somewhat
Very supportive supportive Not sure Not supportive
Q15‐14. Develop new parks that meet
highest needs of the community 50.8% 19.9% 20.2% 9.1%
Q15‐15. Develop new sports facilities
(athletic fields, disc golf, basketball,
pickleball, etc.) 43.5% 23.3% 24.0% 9.1%
Q15‐16. Develop new off‐leash dog
parks 36.0% 22.1% 26.2% 15.8%
Q15‐17. Develop new walking, biking,
equestrian trails with connections to
other amenities 40.7% 25.9% 21.1% 12.3%
Q15‐18. Develop new area for
community‐wide events 37.5% 29.3% 24.0% 9.1%
Q15‐19. Develop additional outdoor
pool facilities 37.5% 22.1% 26.5% 13.9%
Q15‐20. Develop a new skate/bike park
(skateboards, BMX, pump tracks, etc.) 17.7% 19.9% 34.4% 28.1% Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 240 112

Q16. Which FOUR of the types of improvement listed in Question 15 do you believe are MOST IMPORTANT to make?
Q16. Top choice Number Percent
General repair & increase maintenance (parks, senior
center, community center) 77 24.3 %
Improve existing athletic facilities (synthetic turf, lighting, courts, etc.) 18 5.7 %
Improve existing trail systems (paved trails, mountain
biking trails, unpaved walking trails, etc.) 15 4.7 %
Add/expand trails/walking loops in existing parks 5 1.6 % Improve ADA/disabled persons accessibility at parks 18 5.7 % Improve/expand open space/natural turf areas in existing parks 3 0.9 %
Improve restroom facilities in existing parks 11 3.5 %
Add playgrounds to existing parks 11 3.5 %
Expand archery range 1 0.3 %
Improve/expand Community Center (including parking) 1 0.3 % Add splashpads to existing parks 4 1.3 %
Add amphitheater to an existing park 8 2.5 %
Add Wi‐Fi/other technology improvements to existing
parks 3 0.9 %
Develop new parks that meet highest needs of the
community 18 5.7 %
Develop new sports facilities (athletic fields, disc golf, basketball, pickleball, etc.) 14 4.4 %
Develop new off‐leash dog parks 25 7.9 %
Develop new walking, biking, equestrian trails with
connections to other amenities 3 0.9 %
Develop new area for community‐wide events 3 0.9 %
Develop additional outdoor pool facilities 7 2.2 %
None chosen 72 22.7 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 241 113

Q16. Which FOUR of the types of improvement listed in Question 15 do you believe are MOST IMPORTANT to make?
Q16. 2nd choice Number Percent
General repair & increase maintenance (parks, senior
center, community center) 23 7.3 %
Improve existing athletic facilities (synthetic turf, lighting, courts, etc.) 26 8.2 %
Improve existing trail systems (paved trails, mountain
biking trails, unpaved walking trails, etc.) 25 7.9 %
Add/expand trails/walking loops in existing parks 14 4.4 % Improve ADA/disabled persons accessibility at parks 15 4.7 % Improve/expand open space/natural turf areas in existing parks 9 2.8 %
Improve restroom facilities in existing parks 26 8.2 %
Add playgrounds to existing parks 11 3.5 %
Expand archery range 7 2.2 %
Improve/expand Community Center (including parking) 2 0.6 % Add splashpads to existing parks 16 5.0 %
Add amphitheater to an existing park 4 1.3 %
Add Wi‐Fi/other technology improvements to existing
parks 5 1.6 %
Develop new parks that meet highest needs of the
community 10 3.2 %
Develop new sports facilities (athletic fields, disc golf, basketball, pickleball, etc.) 7 2.2 %
Develop new off‐leash dog parks 8 2.5 %
Develop new walking, biking, equestrian trails with
connections to other amenities 13 4.1 %
Develop new area for community‐wide events 4 1.3 %
Develop additional outdoor pool facilities 5 1.6 %
None chosen 87 27.4 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 242 114

Q16. Which FOUR of the types of improvement listed in Question 15 do you believe are MOST IMPORTANT to make?
Q16. 3rd choice Number Percent
General repair & increase maintenance (parks, senior
center, community center) 17 5.4 %
Improve existing athletic facilities (synthetic turf, lighting, courts, etc.) 11 3.5 %
Improve existing trail systems (paved trails, mountain
biking trails, unpaved walking trails, etc.) 24 7.6 %
Add/expand trails/walking loops in existing parks 8 2.5 % Improve ADA/disabled persons accessibility at parks 13 4.1 % Improve/expand open space/natural turf areas in existing parks 3 0.9 %
Improve restroom facilities in existing parks 33 10.4 % Add playgrounds to existing parks 16 5.0 %
Expand archery range 5 1.6 %
Improve/expand Community Center (including parking) 7 2.2 % Add splashpads to existing parks 14 4.4 %
Add amphitheater to an existing park 11 3.5 %
Add Wi‐Fi/other technology improvements to existing
parks 6 1.9 %
Develop new parks that meet highest needs of the
community 10 3.2 %
Develop new sports facilities (athletic fields, disc golf, basketball, pickleball, etc.) 4 1.3 %
Develop new off‐leash dog parks 13 4.1 %
Develop new walking, biking, equestrian trails with
connections to other amenities 7 2.2 %
Develop new area for community‐wide events 8 2.5 %
Develop additional outdoor pool facilities 11 3.5 %
None chosen 96 30.3 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 243 115

Q16. Which FOUR of the types of improvement listed in Question 15 do you believe are MOST IMPORTANT to make?
Q16. 4th choice Number Percent
General repair & increase maintenance (parks, senior
center, community center) 12 3.8 %
Improve existing athletic facilities (synthetic turf, lighting, courts, etc.) 7 2.2 %
Improve existing trail systems (paved trails, mountain
biking trails, unpaved walking trails, etc.) 8 2.5 %
Add/expand trails/walking loops in existing parks 15 4.7 % Improve ADA/disabled persons accessibility at parks 9 2.8 % Improve/expand open space/natural turf areas in existing parks 6 1.9 %
Improve restroom facilities in existing parks 18 5.7 %
Add playgrounds to existing parks 13 4.1 %
Expand archery range 5 1.6 %
Improve/expand Community Center (including parking) 5 1.6 % Add splashpads to existing parks 16 5.0 %
Add amphitheater to an existing park 9 2.8 %
Add Wi‐Fi/other technology improvements to existing
parks 7 2.2 %
Develop new parks that meet highest needs of the
community 15 4.7 %
Develop new sports facilities (athletic fields, disc golf, basketball, pickleball, etc.) 15 4.7 %
Develop new off‐leash dog parks 14 4.4 %
Develop new walking, biking, equestrian trails with
connections to other amenities 9 2.8 %
Develop new area for community‐wide events 13 4.1 %
Develop additional outdoor pool facilities 7 2.2 %
None chosen 114 36.0 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 244 116

Q16. Which FOUR of the types of improvement listed in Question 15 do you believe are MOST IMPORTANT to make? (top 4)
Q16. Top choice Number Percent
General repair & increase maintenance (parks, senior
center, community center) 129 40.7 %
Improve existing athletic facilities (synthetic turf, lighting, courts, etc.) 62 19.6 %
Improve existing trail systems (paved trails, mountain
biking trails, unpaved walking trails, etc.) 72 22.7 %
Add/expand trails/walking loops in existing parks 42 13.2 % Improve ADA/disabled persons accessibility at parks 55 17.4 % Improve/expand open space/natural turf areas in existing parks 21 6.6 %
Improve restroom facilities in existing parks 88 27.8 % Add playgrounds to existing parks 51 16.1 %
Expand archery range 18 5.7 %
Improve/expand Community Center (including parking) 15 4.7 % Add splashpads to existing parks 50 15.8 %
Add amphitheater to an existing park 32 10.1 %
Add Wi‐Fi/other technology improvements to existing
parks 21 6.6 %
Develop new parks that meet highest needs of the
community 53 16.7 %
Develop new sports facilities (athletic fields, disc golf, basketball, pickleball, etc.) 40 12.6 %
Develop new off‐leash dog parks 60 18.9 %
Develop new walking, biking, equestrian trails with
connections to other amenities 32 10.1 %
Develop new area for community‐wide events 28 8.8 %
Develop additional outdoor pool facilities 30 9.5 %
None chosen 72 22.7 %
Total 971
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 245 117

Q17. From the following list, please CHECK ALL of the following ways YOU CURRENTLY LEARN about recreation programs and activities.

Q17. All the ways you currently learn about
recreation programs & activities Number Percent
City website 101 31.9 %
Materials at City facilities 24 7.6 %
Conversation with City staff 19 6.0 %
Newspaper 51 16.1 %
Friends & neighbors 153 48.3 %
Promotions at special events 50 15.8 %
Temporary signs at parks or around City 83 26.2 %
Emails/eBlast 20 6.3 %
Nextdoor 26 8.2 %
Facebook 145 45.7 %
Twitter 4 1.3 %
Instagram 25 7.9 %
Flyers/brochures 81 25.6 %
City Council meetings 21 6.6 %
Radio 30 9.5 %
Cable/satellite 17 5.4 %
Local magazines/publications 44 13.9 %
Vista newsletter 8 2.5 %
Other 9 2.8 %
Total 911
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 246 118

Q18. Which THREE sources from the list in Question 17 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities?
Q18. Top choice Number Percent
City website 50 15.8 %
Materials at City facilities 3 0.9 %
Conversation with City staff 3 0.9 %
Newspaper 25 7.9 %
Friends & neighbors 26 8.2 %
Promotions at special events 1 0.3 %
Temporary signs at parks or around City 17 5.4 %
Emails/eBlast 16 5.0 %
Nextdoor 2 0.6 %
Facebook 77 24.3 %
Instagram 5 1.6 %
Flyers/brochures 19 6.0 %
City Council meetings 2 0.6 %
Radio 4 1.3 %
Cable/satellite 3 0.9 %
Local magazines/publications 4 1.3 %
None chosen 60 18.9 %
Total 317 100.0 %
Q18. Which THREE sources from the list in Question 17 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities?
Q18. 2nd choice Number Percent
City website 26 8.2 %
Materials at City facilities 4 1.3 %
Conversation with City staff 4 1.3 %
Newspaper 16 5.0 %
Friends & neighbors 29 9.1 %
Promotions at special events 12 3.8 %
Temporary signs at parks or around City 20 6.3 %
Emails/eBlast 12 3.8 %
Nextdoor 6 1.9 %
Facebook 41 12.9 %
Twitter 1 0.3 %
Instagram 12 3.8 %
Flyers/brochures 20 6.3 %
City Council meetings 5 1.6 %
Radio 9 2.8 %
Cable/satellite 3 0.9 %
Local magazines/publications 8 2.5 %
Vista newsletter 2 0.6 %
None chosen 87 27.4 %
Total 317 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 247 119

Q18. Which THREE sources from the list in Question 17 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities?
Q18. 3rd choice Number Percent
City website 14 4.4 %
Materials at City facilities 5 1.6 %
Conversation with City staff 3 0.9 %
Newspaper 3 0.9 %
Friends & neighbors 30 9.5 %
Promotions at special events 12 3.8 %
Temporary signs at parks or around City 26 8.2 %
Emails/eBlast 10 3.2 %
Nextdoor 9 2.8 %
Facebook 19 6.0 %
Twitter 2 0.6 %
Instagram 12 3.8 %
Flyers/brochures 19 6.0 %
City Council meetings 3 0.9 %
Radio 11 3.5 %
Cable/satellite 5 1.6 %
Local magazines/publications 12 3.8 %
Vista newsletter 3 0.9 %
None chosen 119 37.5 %
Total 317 100.0 %
Q18. Which THREE sources from the list in Question 17 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? (top 3)
Q18. Top choice Number Percent
City website 90 28.4 %
Materials at City facilities 12 3.8 %
Conversation with City staff 10 3.2 %
Newspaper 44 13.9 %
Friends & neighbors 85 26.8 %
Promotions at special events 25 7.9 %
Temporary signs at parks or around City 63 19.9 %
Emails/eBlast 38 12.0 %
Nextdoor 17 5.4 %
Facebook 137 43.2 %
Twitter 3 0.9 %
Instagram 29 9.1 %
Flyers/brochures 58 18.3 %
City Council meetings 10 3.2 %
Radio 24 7.6 %
Cable/satellite 11 3.5 %
Local magazines/publications 24 7.6 %
Vista newsletter 5 1.6 %
None chosen 60 18.9 %
Total 745
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 248 120

Q19. Knowing that a "YES" vote would result in additional increases to your annual City property tax, how would you vote on a potential General Obligation Bond to fund additional Parks and Recreation improvements to trails, aquatics, and parks throughout the City? Q19. How would you vote on a potential General
Obligation Bond Number Percent
Vote in favor 80 25.2 %
Might vote in favor 88 27.8 %
Not sure 63 19.9 %
Vote against 86 27.1 %
Total 317 100.0 %

Q19a. If you answered "Not Sure" or "Vote Against" to Question 19, please indicate the reason for your answer.

Q19a. Why did you answer Not Sure or Vote
Against to Question 19 Number Percent
I need more information before I can respond 32 21.5 %
I would not use these amenities 8 5.4 %
These amenities are not needed in Tulare 2 1.3 %
I do not support any increase in taxes 85 57.0 %
Other 23 15.4 %
Total 150
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 249 121

Q20. Including yourself, how many people in your household are...

Mean Sum
Under age 5 0.2 61
Ages 5‐9 0.2 70
Ages 10‐14 0.2 75
Ages 15‐19 0.3 83
Ages 20‐24 0.2 63
Ages 25‐34 0.3 93
Ages 35‐44 0.4 124
Ages 45‐54 0.4 116
Ages 55‐64 0.4 128
Ages 65‐74 0.4 120
Ages 75‐84 0.1 44
Ages 85+ 0.1 16

Q21. With of the following best describes your race/ethnicity? Q21. Your race/ethnicity Number Percent
Asian or Asian Indian 7 2.2 %
Black or African American 12 3.8 %
American Indian or Alaska Native 3 0.9 %
White 223 70.3 %
Native Hawaiian or other Pacific Islander 1 0.3 %
Hispanic, Spanish, or Latino/a/x 200 63.1 %
Other 19 6.0 %
Total 465
Q21‐7. Self‐describe your race/ethnicity:

Q21‐7. Self‐describe your race/ethnicity Number Percent Portuguese 6 31.6 %
Mixed 5 26.3 %
Italian/Hispanic 1 5.3 %
Latin 1 5.3 %
Caucasian 1 5.3 %
White in Portuguese 1 5.3 %
Multiple races 1 5.3 %
More than one 1 5.3 %
White & Hispanic 1 5.3 %
Arabic 1 5.3 %
Total 19 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 250 122

Q22. With what gender do you identify?
Q22. Your gender Number Percent
Male 149 47.0 %
Female 154 48.6 %
Not provided 14 4.4 %
Total 317 100.0 %

WITHOUT “NOT PROVIDED”
Q22. With what gender do you identify? (without "not provided") Q22. Your gender Number Percent
Male 149 49.2 %
Female 154 50.8 %
Total 303 100.0 %
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 251 123 Open-Ended
6 Questions

2.1 Study Session Page 252
Open‐Ended Response Comments
Q2—“Other”: Barriers to Library Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the City's libraries. If you currently use the City's libraries, please indicate what keeps you from using them MORE OFTEN.  Age and physical limitations.  When younger and with family physical facilities used quite frequently.
 availability of material
 Barrier is my current life and work schedule, and the hours of operation I feel are perfect and suit the needs of the community.  This for me is scheduling and making the time to take advantage of the services and resources offered. Our society is post pandemic and transitioning into returning to society interaction is a process and as the pandemic eases you will see an increase in attendance in the library in addition more outreach to educators to encourage and promote families to utilize the library services in person or online.  Covid
 Currently busy with other things.
 Don’t always have time to visit the library. The services provided are adequate.  Handicapped. Hard to get from parking lot to doors. Pretty dark walk. Not planned well.  Homeless are close by.
 I am knew to the area and do not know where it is at. I will look for it in the real near future.  I have no barriers to using the library.
 "I have two young children. Going anywhere is hard.
 Also, covid safety precautions prevent us from going inside places for the most part. "  I love our library but don’t go there too often. The children s area is awesome.  I use it once and awhile.  Mostly to use computer and copy machines  just busy
 Late fees are ridiculous. Public owned library that charges late fees for public owned books is so asinine.
 Library fines are prohibitive.
 Library programs not offered or advertised
 Library utilizes Overdrive but would be really wonderful if they also partnered with the Libby App to easily access those digital materials.
 Lots of homeless in that area.
 Not enough time  to go more
 Not on my radar unless my grandchild asks to take her to the library.  Not really sure. I love books I have a kindle so I use that.  Son's bike was stolen in front of the library and don't feel it has proper security.  Staff is not understanding of special needs children and their needs.  The library does a poor job keeping the Fresno Bee and USA Today papers coming on a continuous basis.  When they are missing, nobody seems to know or care what happened to them.
 There is really not a reason l don't use the library more often. I love the library and the services provided.

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 253 125  To many homeless around the facilities not worth my safety!  too far to walk
 Too many homeless people surrounding the library.
 transportation
 Use the digital library on a daily basis
 Utilize digital content from home
 We are the older generation and do not use a lot of the city services. All of them should be kept for the younger bunch. Cal
 We don't have the time a lot to go to the library
 we love our library, but we just get busy and don't go

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 254 126 Q3—“Other”: Barriers to Park, Field, or Amenity Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the City's parks, fields, or amenities. If you currently use the City's parks, fields, or amenities, please indicate what keeps you from using them MORE OFTEN.
 All of the current parks are in poor locations and filled with homeless. A large park near Alpine vista would be nice
 At times disrespectful kids and parents. Also homeless taking OUR parks and walkways over!  bathrooms not open, too expensive to reserve places.  Bathrooms are usually occupied by the homeless and are not safe. The hand washing station in the bathroom is never clean or stocked with what is needed to wash and sanitize your hand.

The lighting in the bathrooms is terrible. A person with vision impairment has a hard time seeing. Also the sprinklers go off during the day and have wet my children, family and myself numerous times. Watering schedules should be posted. The picnic tables are often dirty and have food and trash for days. The city workers only spray things off and don’t actually clean or sanitize. They are also rude to citizens who let them know if there is an issue.  Del Lago children's play area is poorly maintained. Bird feces are everywhere. There are very minimal choices in the toddler play area and older children are frequently there behaving inappropriately.
 Dirty, needles ducks make a mess
 Don’t have an interest in using the facilities close to me.  Don't feel safe there
 don't visit
 Due to weather. Too cold at times and too hot at others. I’d love walks in the morning, but am afraid ‐ drug dealings and many unrecognizable faces or homeless whom I don’t know Heather they are harmless or not.
 feel safer
 Feeling unsafe due to vagrant occupation.
 handicapped availability
 Homeless
 Homeless
 Homeless
 Homeless
 Homeless
 Homeless
 Homeless
 Homeless and mainly do feel safe in city anymore
 Homeless and night creepers
 Homeless are close by.
 homeless camps
 Homeless drug using vagrants. Parks are not safe.
 Homeless hanging around the area makes it feel unsafe.  Homeless have over run the parks and I am scared of catching a disease.  Homeless individuals are present some days and make it undesirable to take my granddaughters Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 255 127  Homeless people
 Homeless people
 Homeless people
 "Homeless people are everywhere. It is not safe"
 homeless people loitering and felt unsafe with others  Homeless people using them for bathrooms on the ground and using them to trash and to sleep at. Scares my children. It’s a safety issue.
 Homeless people, trash, and don’t feel safe at them
 homeless population
 Homeless population/not being safe.
 Homeless problem do not feel safe for family in parks also dirty due to homeless problems  Homeless taking over
 Homelessness making visits feel unsafe/unsanitary.
 I don't have small children, but when I do have my Great Grandbabies with me I might go there.

But it's seems not to safe (homeless around) or it's to hot  I have to go outside of my neighborhood to the park. When we purchased our home near Alpine Vista we were told that a park would be built. There is a perfectly great space for one right next to the school and right in the middle of the neighborhood.  I just returned after 20 yrs. in Bay Area. Am STUNNED a city the size of Tulare with HUGE & plentiful park has not yet taken a single corner of even ONE, to put a gated dog play area in.

Appalling in this day & age. Truly. So sad for people who live in apts & other housing without yards.
 I love our Tulare parks and the Sante Fe Trail. I think Del Lago is super. Live Oak is great but would be used more if it had shade covering. I play Pickleball three times a week at Plaza Park and would welcome a similar set up in Tulare. I know many Tulare residents that go to Visalia to play. Please get us some courts in Tulare! Live Oak has lines on the Tennis courts which is great but not the same.
 I use two of the city parks locations everyday .
 I used to walk my dog every day in the park on M street but she died and I haven’t found anyone to walk with
 Infields are not taking care
 It doesn’t always appear safe.
 Just the weather. It's too hot out there. We love our local parks.  Kids are grown so we don't go anymore.
 lack of security
 Lack of security and homeless people.
 Large homeless population keeps us from feeling safe there.  Limited physical ability.
 Managing our schedules but we mostly utilize the parks early morning hours for exercise and mindfulness exercises.
 more concerts
 My husband is sick.
 need cleaner restrooms
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 256 128  Need more green grass not green weeds and shade
 need pickleball courts
 Not able to utilize at all in some cases
 Not enough around the city.
 Not enough swings! Too crowded.
 Not safe
 Not safe
 Not safe
 Not safe
 Not safe with the people around the area
 Not safe, like the tennis courts we use to use all the time,  but now the homeless have taken over that site.
 Our hired City and Maintenance people seem to do the best they can with what they have available. I'm not wild about my wife and kids using any parks besides Del Lago because of our Homeless issue. I absolutely will not let my wife or kids use the walk trail. City personnel clean up the parks and trails and within 24 hours we have  trash everywhere. On a positive note who ever is in charge of Trees around town you can tell they are doing a good job and finally being maintained. Walk trails, Tulare Ave center Island etc.
 Safety
 Safety
 Safety
 Safety
 Safety
 Safety and security
 safety early morning, and late night
 Safety non‐existent. Homelessness and/or drug use is prolific.  The west side is a mess.  Safety these days
 Safety.  I have found used condoms and needles at Live Oak Park, which is near my home.  Sometimes the parks are not clean.
 The amount of homeless people and their presence is concerning.  The baseball park that is near us doesn’t have a big enough playground area and the area that is available, is not well kept. We drive to the one at Del Lago but it is a bit further away.  The homeless are out of control.
 The only one decent park that is not ran down is too far from me  The parks are “Trash” literally not kept up , full of homeless people and their belongings unless O drive across town to Del Lago where they take care of the grounds  The splash pads need to be open during the week so the people that live near the park can enjoy it, and not just on the weekends when everyone else comes to the park and its crowded.  There are too many homeless around now.
 They’re nasty and need to be cleaned.
 Tired of homeless and all of bb their garbage everywhere. Parks literally smell like crap and urine Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 257 129  To many homeless ?? living in or around parks, dogs, stealing, trash all around Westside parks but u don't allow them on Eastside parks like were lesser people ?? an our kids don't deserve the same, they maybe people but most chose that life an it's GG forced on us.  too busy
 Too many homeless and drug paraphernalia
 Too many homeless around the area and making people feel unsafe to be there with children  too much drugs there
 Unsafe
 Unsafe feelings from homeless population when going alone  unsafe‐too many homeless and drug users
 Up keep and lighting
 Use a 5‐10 times a year, no need for more than that
 Use when kids want to go.
 Usually use del lago.  Smokers.  Loud music. Adults fishing and cussing so kot family friendly in evenings.   Too many fowl for the size of the Park. Nice birds driven out by the aggressive ducks.  We currently use the park in Laspina daily. We have to be careful as to not going to early due to the homeless sleeping in the park.
 We do not feel safe and that the parks are not  clean or free of Hyper dermic needles. Trash or other harmful things  do to The take over and  rapid growing numbers of homeless  / drug addicts alcoholics and a few Mentally ill living and abusing the parks created for are family’s children and loved ones to exercise or to read a book in peace with a safe Environment. As property owner and tax payer in Tulare. This saddens me everyday how are city has changed for the worse  do to all this
 We love the play structures available but shade is the biggest issue for us. I’m fully aware that the summer heat doesn’t help the situation but even at 9am the parks in Tulare are rendered useless for us due to the fact that most of the slides are in direct sunlight. Del Lago and Mulchay park have been riddled with trash on our last few visits. Mulchay park is rife with graffiti containing horrible, derogatory words and drawings of genitalia. Elk Bayou park is great space for little ones to run because it’s far enough from the road but the mass amount of squirrels holes are hazardous.
 We need a sports complex for soccer. Visalia has an amazing  soccer complex with soccer fields and big enough to house adult, kids and also. Open year round.  Not trying to put a full city on 5 fields
 weather
 Wish they were cleaned more regularly
 Work schedule
 Would be wonderful if Tulare had a dog park and more walking trails.

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 258 130 Q4—“Other”: Barriers to Community Center Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the Community Recreation Center or Senior Center. If you currently use the Community Recreation Center or Senior Center, please indicate what keeps you from using them MORE OFTEN.
 Age limitations
 At 70 as a single person I still work full time.
 bad neighborhood
 Every time I go online I am told that it is closed. If it is open, someone needs to update the website.
 Homeless are close by.
 Homeless don’t need them!
 I am 71 and still able to cook and am not needing the services or at least not yet.  I don't need their services very often, but when I do, they are there for me  I need to get on your email list to keep myself in the loop of what classes are offered as I tend to use my own private gym membership and forget about the cities services  I would like to see the city advertise what goes on where to the new residents. We all get a city bill, put some upcoming advertising in them. Especially for new residents.  In my experience the staff at the location on Blackstone has not been very pleasant or helpful.  is it open after covid?
 I've never heard about such services. Maybe advertisement might help with communication?  kids don't need the services
 location
 New to the area, hasn't had the time to locate the center  Not safe!!!!!!
 Stopped going to senior center when Covid shut it down.one thing other cities have is a spay/ neuter program for seniors with pets at a reduced fee vets come to the center  The Senior Center is closed at this time per the website.  They no longer offer help with drawing up and completing Healthcare Directives or Wills.  unsure if center is open
 We usually only go to community centers for parties or receptions. And I just haven't gone to the Seniors center yet.

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 259 131 Q5—“Other”: Facility/Amenity Needs.
 Water park like Adventure Park in Visalia. Bowling Alley  Gym geared toward people who are handicapped and senior citizens with mobility issues.  I don't really know I just know we are spending money in areas that all the years I have been in Tulare like 60 years and the city keeps trying to do the same things over and over failing  I feel Tulare has a pretty good selection of parks and sports facilities. I would just like to see them maintained better than what they are now. Softball, baseball and soccer fields need to be closed after each season and have renovation done on playing surfaces.  It would be nice to have a leisure pool with Senior hours, and a nice comfortable place to listen to a outdoor concert . A indoor walking place would be great.  It would be safer and wouldn't be to hot or to cold to walk.
 Lighting for outdoor facilities. Somewhere safe.
 More indoor activities. Tai Chi, etc.
 More soccer fields as there is over 1700 kids playing in the area plus adult use  My needs are already being served.
 neighborhood watch
 outdoor concert venue
 photography outdoor
 Playground for older special needs children.  These kids are bigger and still want to play on the equipment but can’t because of their size.
 Pools in this hot town that is a community pool with snack bar etc. for all of us too use with small fee.
 Soccer not enough space or fields
 Sports complex.  SOCCER FIELDS
 Target shooting
 Trails not over run with homeless and safer
 Used to walk on the Santa Fe Trail, but it is not safe.  After being followed twice, I stopped using that trail.
 Water Misters on walkways
 We have our beautiful Santa Fe Trail which we used to use often, but it had been taken over by homelessness.  It is no longer safe
 youth football fields

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 260 132 Q7—“Other”: Recreation Program Needs
 Bowling Alley, Water park like Adventure Park in Visalia  Community cook offs tamale festival chili cook‐off or salsa festival brew fests  Dances and dance lessons for adults
 Del lago park fishing. Nastiest park in Tulare. Water is horrible.  Free or discounted CPR classes
 More for seniors activities
 Performing Arts‐ music
 Soccer complex (bigger)
 Summer concerts in the park. Ridiculous the groups had to PAY to use city facility to perform when they used to get an honorarium. The community groups are fine. Don't need the high dollar rock band type groups.
 These are all wants not NEEDS
 Writing class at the senior center needs more people
Q17—“Other”: From the following list, please CHECK ALL of the following ways YOU CURRENTLY LEARN about recreation programs and activities.
 Facebook would is used by general public or twice a year newsletter to all residents reminding of services, either separately or with water bills.
 Google
 I usually see notes come home from school.
 Information from water bill
 live in Tulare
 never hear of activities/except at park on Tulare Ave  Place info in monthly utility bill.
 See it the day of .
 Through the kids school
Q19—“Other”: If you answered "Not Sure" or "Vote Against" to Question 15, please indicate the reason for your answer.
 bigger issues
 City services probably be overrun by homeless. The city in general is really going in direction of feeling unsafe/unclean. I wouldn’t want my taxes to improve services which would attract panhandling and the homeless population growing in the city  expenses should be shared with everyone, not just property owners.  Fix the safety and homeless issues and help fund the improvements of existing old building in downtown and poor rundown areas like Inyo Ave
 homeless are killing Tulare
 I believe we are taxed enough. The city needs better management of funds. I have seen how the city spends there money as I work at a local supply store. Employees and managers favor responses are well its not our money. Or we'll this is just your tax money we are spending.

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 261 133  I can't even use the facilities we have now as drug‐use and homelessness have become the norm. Do you sign your kids up for sports here knowing they might get stabbed by a needle from some careless addict? Wouldn't even be the first kid. Maybe get the homeless to set the parks on fire so the teardown (and subsequent rebuild) is cheaper?  I don’t feel that the city uses our tastes for what we want when it comes to these issues. We need first and foremost to get the homeless population under control.  I feel like the amenities we currently have are not maintained so why build new infrastructure.

Also, the city builds and waste money on things that the community as a whole aren’t benefiting from
 I removed my comments and shredded them. Wasted words & energy sending them. Last time I sent something personal and confidential, Josh McDonnell scanned and sent it to everyone just to be an... Not like he can help it.
 I want to know exactly what the budget or percentage of money would go to which projects.

Many of the things you just showed in the survey are of little interest to me. I am also not interested in funding repairs to places that have already destroyed what was given to them. Out neighborhood just got a needed play area and it is worse than what was there to begin with.

We need pickleball courts (dozens go to Visalia for it)  Disc golf, lap pools for fitness, etc.  We can always use more fields for kids to practice at as well.  it should be a general use, not a tax bond‐  all use
 Let’s be real. The city of Tulare can’t do anything right. So raising taxes and letting the people in charge keep doing what that are doing scares. The city is ran so backwards  need to clean up the drugs
 No time right now, maybe in the future.
 Not opposed to raising taxes as long as the money is used properly.  The parks and walking trails we have now that are taken care of by local tax dollars have been taken over by homeless and can’t be used by the taxpayers anymore. I don’t want to put out anymore money to support that. Used to use the trail everyday for walking but never use it anymore. It has been taken over by homeless, drug usage and isn’t safe for the citizens anymore. Nothing is going to change about that.
 There is no investment in the West side.
 too many homeless
 Until this city solves the homelessness problem, than any improvements will only make it nicer for them (the homey), NOT the citizens and taxpayers of Tulare  use money in budget already
 with all the homeless around the parks, we feel unsafe using any park.  Any new parks would suffer the same issue
 You already have tax dollar revenue   Make developers pay more Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 262 134 7 Survey Instrument

2.1 Study Session Page 263
July 1, 2022
Dear City of Tulare Resident,
Your response to the attached/linked survey is very important.

The City of Tulare Community Services Department is developing a long-range Parks and Recreation Master Plan and Needs Assessment, and we are launching the effort with a parks, recreation, and libraries survey. The results of this survey will be used to establish priorities for improvements to our park and open space system, recreation opportunities, and library services.

The Community Services Department oversees over 20 parks and open space areas, manages the City's library and numerous recreation facilities including pools and community centers, and provides hundreds of programs and events each year.

Your household was one of a limited number selected at random to receive this survey, therefore it is very important that you participate. We greatly value your time and feedback.

We have selected ETC Institute, an independent consulting company, as our partner to administer this survey. They will compile the data received and present the results to the City's Parks and Recreation Commission and City Council. Your responses will remain confidential and are treated anonymously.

We expect this survey to take approximately 10-15 minutes to complete, however, each question is important. The time you invest in completing this survey will help us take a resident driven approach to making decisions about the future of our City's parks recreation and library system.

Please return your completed survey in the enclosed postage-paid envelope addressed to ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061. If you would like to take the survey online, the website address is TulareParksSurvey.org.

If you have questions, you may also contact:
• Jason Glick, Community Services Director at [email protected] / 559-684-4315, or • Brian Beck, Recreation Manager at [email protected] / 559- 684-4317 Kind Regards!
Jason Glick
Community Services Director
Una versión en español de esta encuesta está disponible en línea en TulareParksSurvey.org, también puede llamar al 844-811-0411 para completar la encuesta por teléfono.

Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 264 136 ©2022 ETC Institute Page 1
City of Tulare Parks and Recreation Needs Assessment
This survey will take 10-15 minutes to complete. When you are finished, please return this survey using the included postage paid return reply envelope. If you prefer, you may also complete this survey online at TulareParksSurvey.org. We greatly appreciate your time.

1. Facility Use. For each of the following, please indicate how often you or the members of your household use or visit each of the facilities listed below using a scale of 5 to 1, where 5 means "Daily," and 1 means "Never."
How often do you use or visit... Daily Several Times
Per Week
Several Times
Per Month
Several Times
Per Year Never

1. City Library 5 4 3 2 1

2. The Community Recreation Center 5 4 3 2 1

3. The Aquatic Center/Splashpad 5 4 3 2 1

4. Senior Center 5 4 3 2 1

5. City-owned sports fields 5 4 3 2 1

6. Any other City-owned parks 5 4 3 2 1

7. The City's digital services (website) 5 4 3 2 1

2. Barriers to Library Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the City's libraries. If you currently use the City's libraries, please indicate what keeps you from using them MORE OFTEN. [Check all that apply.] ____(1) Do not need library services
____(2) Not interested in library services
____(3) Libraries lack the programming we desire
____(4) I don't know what is offered
____(5) Hours of operation are not convenient
____(6) Locations are not convenient
____(7) Lack of security (feeling of safety)
____(8) Other: ________________________________________

3. Barriers to Park, Field, or Amenity Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the City's parks, fields, or amenities. If you currently use the City's parks, fields, or amenities, please indicate what keeps you from using them MORE OFTEN. [Check all that apply.]
____(1) Locations are not convenient
____(2) Too busy
____(3) Too crowded/lack of availability
____(4) Lack of park amenities that interest me
____(5) Not interested in what is offered
____(6) Other: ________________________________________

4. Barriers to Community Center Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using the Community Recreation Center or Senior Center. If you currently use the Community Recreation Center or Senior Center, please indicate what keeps you from using them MORE OFTEN. [Check all that apply.] ____(01) Too crowded/lack of availability
____(02) Fees are too high
____(03) I don't know what is offered
____(04) Too busy
____(05) Use private gyms
____(06) Desired programs are not offered
____(07) Membership
____(08) Not interested in what is offered
____(09) Hours of operation are not convenient
____(10) Other: _______________________________________ ____(11) I am not old enough to use a Senior Center
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 265 137 ©2022 ETC Institute Page 2

5. Please indicate if you or any member of your household has a need for each type of facility or amenity listed below by circling either "Yes" or "No." If "Yes," please rate how well your needs for facilities/amenities of this type are being met by the City of Tulare and/or other private sector agencies.

Type of Facility/Amenity
Do you have a need
for this
facility/amenity?
If "Yes," how well are your needs being met?
100% Met 75% Met 50% Met 25% Met 0% Met

01. Archery range Yes No 5 4 3 2 1

02. BMX/dirt bike/pump track or course Yes No 5 4 3 2 1

03. Community gardens Yes No 5 4 3 2 1

04. Diamond athletic fields (baseball, softball, etc.) Yes No 5 4 3 2 1

05. Disc golf Yes No 5 4 3 2 1

06. Dog park Yes No 5 4 3 2 1

07. Indoor event/party/meeting space Yes No 5 4 3 2 1

08. Indoor fitness equipment Yes No 5 4 3 2 1

09. Indoor gymnasium (e.g., basketball, volleyball) Yes No 5 4 3 2 1

10. Indoor pickleball/tennis/racquetball courts Yes No 5 4 3 2 1

11. Indoor walking tracks Yes No 5 4 3 2 1

12. Lap pools Yes No 5 4 3 2 1

13. Leisure pools Yes No 5 4 3 2 1

14. Mountain hiking/bike trails Yes No 5 4 3 2 1

15. Outdoor basketball courts Yes No 5 4 3 2 1

16. Outdoor educational nature areas Yes No 5 4 3 2 1

17. Outdoor fitness areas/equipment Yes No 5 4 3 2 1

18. Outdoor large event space/amphitheater Yes No 5 4 3 2 1

19. Outdoor pickleball/tennis/racquetball courts Yes No 5 4 3 2 1

20. Outdoor track Yes No 5 4 3 2 1

21. Outdoor volleyball courts Yes No 5 4 3 2 1

22. Passive recreation space Yes No 5 4 3 2 1

23. Rectangular athletic fields (soccer, football, etc.) Yes No 5 4 3 2 1

24. Skate park Yes No 5 4 3 2 1

25. Splash pad Yes No 5 4 3 2 1

26. Urban trails (cycle/walking) Yes No 5 4 3 2 1

27. Walking and biking trails Yes No 5 4 3 2 1

28. Other: ___________________________________ Yes No 5 4 3 2 1

6. Which FOUR facilities/amenities from the list in Question 5 are MOST IMPORTANT to you and the members of your household? [Write in your answers below using the numbers from the list in Question 5, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 266 138 ©2022 ETC Institute Page 3

7. Please indicate if you or any member of your household has a need for each type of recreation program listed below by circling either "Yes" or "No." If "Yes," please rate how well your needs for programs of this type are being met by the City of Tulare and/or other private sector agencies.

Type of Program Do you have a need
for this Program?
If "Yes," how well are your needs being met?
100% Met 75% Met 50% Met 25% Met 0% Met

01. Adaptive recreation programs Yes No 5 4 3 2 1

02. Archery programs Yes No 5 4 3 2 1

03. Art, dance, performing arts Yes No 5 4 3 2 1

04. Before and after school care Yes No 5 4 3 2 1

05. Bird Watching Yes No 5 4 3 2 1

06. BMX/Skate/Biking programs Yes No 5 4 3 2 1

07. Cooking classes Yes No 5 4 3 2 1

08. Education classes Yes No 5 4 3 2 1

09. Fitness and wellness classes (Adult) Yes No 5 4 3 2 1

10. Fitness and wellness classes (Child) Yes No 5 4 3 2 1

11. Free self-directed drop-in activities (cards,
dominos, board games, etc.) Yes No 5 4 3 2 1

12. Free/low-cost community events Yes No 5 4 3 2 1

13. Golf programs Yes No 5 4 3 2 1

14. Learn to swim programs Yes No 5 4 3 2 1

15. Nature education/certification Yes No 5 4 3 2 1

16. Outdoor fitness programs Yes No 5 4 3 2 1

17. Outdoor trips (single day) Yes No 5 4 3 2 1

18. Pickleball leagues Yes No 5 4 3 2 1

19. Skate park programs Yes No 5 4 3 2 1

20. Sports leagues Yes No 5 4 3 2 1

21. Summer camps Yes No 5 4 3 2 1

22. Teen activities (Esports/Gaming programs) Yes No 5 4 3 2 1

23. Tennis lessons and leagues Yes No 5 4 3 2 1

24. Virtual programs Yes No 5 4 3 2 1

25. Volunteer programs Yes No 5 4 3 2 1

26. Water fitness classes Yes No 5 4 3 2 1

27. Other: ___________________________________ Yes No 5 4 3 2 1

8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to you and the members of your household? [Write in your answers below using the numbers from the list in Question 7, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE

9. Special Events. From the following list, please check the THREE SPECIAL EVENT concepts you and the members of your household would be MOST INTERESTED in. [Check up to THREE.] ____(1) Cultural Celebrations/Festivals (food, performances, arts, etc.) ____(2) Food/beverage (farmers market, tastings, etc.)
____(3) Entertainment (music, movies, performers, etc.) ____(4) Health and wellness events (bike, walk, run, etc.) ____(5) Environmental events (Earth Day, Arbor Day, volunteer, etc.) ____(6) Holiday-themed events (Halloween, Easter, etc.) ____(7) Sports tournaments/competitions (basketball, football, soccer, etc.) ____(8) Day events/field trips
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 267 139 ©2022 ETC Institute Page 4

10. Please indicate if you or any member of your household has a need for each of the following programs/services that promote ACTIVE AGING by circling either "Yes" or "No." If "Yes," please rate how well your needs for program/service of this type are being met by the City of Tulare and/or other private sector agencies.

Type of Active Aging Programs/Services Do you have a need for this Program?
If "Yes," how well are your needs being met?
100% Met 75% Met 50% Met 25% Met 0% Met

01. Alzheimer/Parkinson's programs Yes No 5 4 3 2 1

02. Arts and Crafts programs and activities Yes No 5 4 3 2 1

03. Cognitive strengthening programs (memory
exercises) Yes No 5 4 3 2 1

04. Computer classes and programs Yes No 5 4 3 2 1

05. Counseling services Yes No 5 4 3 2 1

06. Dance lessons and programs Yes No 5 4 3 2 1

07. Day trips, tours, and excursions to popular tourist attractions Yes No 5 4 3 2 1

08. Evidenced based health programs Yes No 5 4 3 2 1

09. Financial services program (tax filing) Yes No 5 4 3 2 1

10. Health screenings (blood pressure, cancer, vision,
etc.) Yes No 5 4 3 2 1

11. Healthy eating programs and dieting programs Yes No 5 4 3 2 1

12. Housing programs Yes No 5 4 3 2 1

13. Intergenerational programs Yes No 5 4 3 2 1

14. Legal assistance programs Yes No 5 4 3 2 1

15. Lunch/meal programs Yes No 5 4 3 2 1

16. Music classes and programs Yes No 5 4 3 2 1

17. Social gatherings Yes No 5 4 3 2 1

18. Special interest classes (gardening, writing, book
clubs) Yes No 5 4 3 2 1

19. Support groups (bereavement, Alzheimer's,
Parkinson's) Yes No 5 4 3 2 1

20. Transportation programs/services Yes No 5 4 3 2 1

21. Veteran specific programs Yes No 5 4 3 2 1

22. Volunteer opportunities programs Yes No 5 4 3 2 1

23. Weekly programs (cards, billiards, mahjong) Yes No 5 4 3 2 1

24. Other: ___________________________________ Yes No 5 4 3 2 1

11. Which FOUR active aging programs/services from the list in Question 10 are MOST IMPORTANT to you and the members of your household? [Write in your answers below using the numbers from the list in Question 10, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE

12. Have you or members of your household used any of the following library services provided by the library IN THE LAST TWO YEARS?
____(01) Accessed a government form
____(02) Accessed online research tools
____(03) Asked a librarian a question
____(04) Attended a children/teen program
____(05) Attended a community meeting
____(06) Attended an adult program or class
____(07) Checked out a book/audiobook
____(08) Checked out a DVD or music CD
____(09) Downloaded a digital video or music
____(10) Downloaded an eBook or eAudiobook
____(11) Met a friend or family members
____(12) Read a newspaper or magazine
____(13) Received assistance with technology
____(14) Requested home delivery
____(15) Reserved materials online
____(16) Used a public computer
____(17) Used a study/meeting room
____(18) Used the makerspace
____(19) Used the Wi-Fi
____(20) Worked on a school assignment
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 268 140 ©2022 ETC Institute Page 5
13 Rating Library Services. Please rate each of the following library services using a scale of 5 to 1, where 5 means "Very Satisfied," and 1 means "Very Dissatisfied." [If you have not utilized any of the following services, please select 9 for "Don't Use."]
How satisfied are you with... Very
Satisfied Satisfied Neutral Somewhat Dissatisfied
Very
Dissatisfied Don't Use

01. Library programs for adults 5 4 3 2 1 9

02. Library programs for teens 5 4 3 2 1 9

03. Library programs for children 5 4 3 2 1 9

04. Bookmobile/delivery service 5 4 3 2 1 9

05. Books for adults 5 4 3 2 1 9

06. Books for teens 5 4 3 2 1 9

07. Books for children 5 4 3 2 1 9

08. Newspapers/magazines 5 4 3 2 1 9

09. Audiobooks 5 4 3 2 1 9

10. E-books 5 4 3 2 1 9

11. Music CDs 5 4 3 2 1 9

12. Library website 5 4 3 2 1 9

13. Movies (DVDs) 5 4 3 2 1 9

14. Online databases 5 4 3 2 1 9

15. Online library catalog 5 4 3 2 1 9

16. Public computers 5 4 3 2 1 9

17. Wireless access 5 4 3 2 1 9

18. Requesting an item to be held 5 4 3 2 1 9

19. Wireless Printing 5 4 3 2 1 9

20. Courteousness of staff 5 4 3 2 1 9

21. Knowledge of staff 5 4 3 2 1 9

22. Cleanliness/maintenance of facilities 5 4 3 2 1 9

23. Hours of operation 5 4 3 2 1 9

24. Meeting room facilities 5 4 3 2 1 9

14. Please indicate your level of agreement with the following statements about Tulare Community Services Department using a scale of 5 to 1, where 5 means "strongly agree," and 1 means "strongly disagree."
The Parks and Recreation system in Tulare... Strongly
Agree Agree Neutral Disagree Strongly Disagree Don't Know

01. Improves my (my household's) physical health and fitness 5 4 3 2 1 9

02. Helps to reduce crime in my neighborhood and keep kids out of trouble 5 4 3 2 1 9

03. Makes Tulare a more desirable place to live 5 4 3 2 1 9

04. Preserves open space and protects the environment 5 4 3 2 1 9

05. Increases my (my household's) property value 5 4 3 2 1 9

06. Improves my (my household's) mental health and reduces stress 5 4 3 2 1 9

07. Provides positive social interactions for me (my household) 5 4 3 2 1 9

08. Is physically accessible to all people 5 4 3 2 1 9

09. Helps to attract new residents and businesses 5 4 3 2 1 9

10. Promotes tourism to the City and the region 5 4 3 2 1 9

11. Positively impacts economic/business development 5 4 3 2 1 9

12. Is age-friendly to all people 5 4 3 2 1 9
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 269 141 ©2022 ETC Institute Page 6

15. The following is a list of actions the City of Tulare could take to improve the parks, trails, and recreation system. Please indicate YOUR SUPPORT FOR each potential action by circling the corresponding number to the right of the item.

Types of Improvements: Very
Supportive
Somewhat
Supportive Not Sure Not Supportive
Improvements to Existing Facilities

01. General repair and increase maintenance (parks, senior center, community center) 4 3 2 1

02. Improve existing athletic facilities (synthetic turf, lighting, courts, etc.) 4 3 2 1

03. Improve existing trail systems (paved trails, mountain biking trails, unpaved walking trails, etc.) 4 3 2 1

04. Add/expand trails/walking loops in existing parks 4 3 2 1

05. Improve ADA/disabled persons accessibility at parks 4 3 2 1

06. Improve/expand open space/natural turf areas in existing parks 4 3 2 1

07. Improve restroom facilities in existing parks 4 3 2 1

08. Add playgrounds to existing parks 4 3 2 1

09. Expand archery range 4 3 2 1

10. Improve/expand Community Center (including parking) 4 3 2 1

11. Add splashpads to existing parks 4 3 2 1

12. Add amphitheater to an existing park 4 3 2 1

13. Add Wi-Fi/other technology improvements to existing parks 4 3 2 1 Developing New Facilities

14. Develop new parks that meet the highest needs of the community 4 3 2 1

15. Develop new sports facilities (athletic fields, disc golf, basketball, pickle ball, etc.) 4 3 2 1

16. Develop new off-leash dog parks 4 3 2 1

17. Develop new walking, biking, equestrian trails with connections to other amenities 4 3 2 1

18. Develop new area for community-wide events 4 3 2 1

19. Develop additional outdoor pool facilities 4 3 2 1

20. Develop a new skate/bike park (skateboards, BMX, pump tracks, etc.) 4 3 2 1

16. Which FOUR of the types of improvement listed in Question 15 do you believe are MOST IMPORTANT to make? [Write in your answers below using the numbers from the list in Question 15, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE

17. From the following list, please CHECK ALL of the following ways YOU CURRENTLY LEARN about recreation programs and activities. [Check all that apply.] ____(01) City website
____(02) Materials at City facilities
____(03) Conversation with City staff
____(04) Newspaper
____(05) Friends and neighbors
____(06) Promotions at special events
____(07) Temporary signs at parks or around City
____(08) Emails/E-blast
____(09) Nextdoor
____(10) Facebook
____(11) Twitter
____(12) Instagram
____(13) Flyers/brochures
____(14) City Council meetings
____(15) Radio
____(16) Cable/Satellite
____(17) Local magazines/publications
____(18) Vista newsletter
____(19) Other: _______________________________________

18. Which THREE sources from the list in Question 17 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? [Write in your answers below using the numbers from the list in Question 17, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ NONE

19. Knowing that a "YES" vote would result in additional increases to your annual City property tax, how would you vote on a potential General Obligation Bond to fund additional Parks and Recreation improvements to trails, aquatics, and parks throughout the City? ____(4) Vote in Favor ____(3) Might Vote in Favor ____(2) Not Sure ____(1) Vote Against 19a. If you answered "Not Sure" or "Vote Against" to Question 15, please indicate the reason for your answer. [Check ALL that apply.]
____(1) I need more information before I can respond
____(2) I would not use these amenities
____(3) These amenities are not needed in Tulare
____(4) I do not support any increase in taxes
____(5) Other: ______________________________
Demographics

20. Including yourself, how many people in your household are...

Under age 5: ____
Ages 5-9: ____
Ages 10-14: ____
Ages 15-19: ____
Ages 20-24: ____
Ages 25-34: ____
Ages 35-44: ____
Ages 45-54: ____
Ages 55-64: ____
Ages 65-74: ____
Ages 75-84: ____
Ages 85+: ____

21. With of the following best describes your race/ethnicity? [Check all that apply.] ____(1) Asian or Asian Indian
____(2) Black or African American
____(3) American Indian or Alaska Native
____(4) White
____(5) Native Hawaiian or other Pacific Islander
____(6) Hispanic, Spanish, or Latino/a/x
____(99) Other: _____________________________________________

22. With what gender do you identify? ____(1) Male ____(2) Female ____(3) Prefer not to say

23. Would you be willing to participate in future surveys sponsored by the City of Tulare? ____(1) Yes [Please answer Q23a.] ____(2) No
Q23a. Please provide your contact information.

Mobile Phone Number: _________________________________________________ Email Address: _______________________________________________________ This concludes the survey. Thank you for your time!
Please return your completed survey in the enclosed return-reply envelope addressed to:

ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain completely
confidential. The information to the right
will ONLY be used to help identify the
level of need in your area. Thank you!
Tulare, CA 2022 Survey ETC Institute (2022) 2.1 Study Session Page 271 143 City of Tulare Page 1

CITY OF TULARE

CITY COUNCIL MEETING MINUTES
Council Chamber
491 North M Street, Tulare
Tuesday, June 6, 2023
7:00 p.m. - Regular Meeting
COUNCIL PRESENT: Mayor Terry A. Sayre
Vice Mayor Patrick Isherwood
Councilmember Jose Sigala
Councilmember Stephen C. Harrell
Councilmember Dennis A. Mederos
STAFF PRESENT: Assistant City Manager Josh McDonnell; City Attorney Mario Zamora; Chief Deputy City Clerk Melissa Hermann; Chief
Financial Officer Diego Ibanez; City Engineer Michael Miller; Public Works Director Trisha Whitfield; Community Services Director Jason Glick; Police Chief Fred Ynclan; Fire Chief Michael Ott; Community Development Director Mario Anaya; Executive Director of Economic Development and
Redevelopment Traci Myers

1. CALL TO ORDER
Mayor Sayre called the regular meeting of the City Council to order at 7:02 p.m. in the Council Chamber located at 491 North M Street.

2. PLEDGE OF ALLEGIANCE AND INVOCATION
Mayor Sayre led the Pledge of Allegiance, and an invocation was given by Bishop Joe Taylor of Tulare Church of God.

3. PRESENTATIONS

3.1 Proclamation for LGBTQ+ Pride Month, June 2023. Councilmember Mederos read and presented the proclamation to Brian Poth and Nick Vargas.

3.2 Proclamation for National Dairy Month, June 2023. Mayor Sayre read and presented the proclamation to 2022 Dairy Princess Madison Andrade.

3.3 Japanese Internment Camp (Assembly Center) Memorial. Students from the Mission Oak Cultural History Class provided a presentation.

3.4 Tulare Chamber of Commerce Annual Report by CEO Donnette SilvaCarter. Chamber CEO Donnette Silva-Carter presented the annual report.

4. PUBLIC COMMENTS
There were no public comments.

5. COMMUNICATIONS
Assistant City Manager Josh McDonnell advised there were no communications.

Item #: 10.2
Consent
City Council Meeting Minutes June 6, 2023
City of Tulare Page 2

6. COUNCIL REPORTS AND ITEMS OF INTEREST

6.1 Proclamation for Juneteenth to be presented by Councilmember Mederos at event. It was Council consensus to approve the proclamation to be presented by either the mayor or vice mayor at the event.

Council reported out on recent events and discussed items of interest.

7. CONSENT CALENDAR
Items 7.3, 7.5, and 7.10 were removed from the Consent Calendar by Council.

It was moved by Councilmember Harrell, seconded by Councilmember Mederos, and unanimously carried to approve the items on the Consent Calendar as presented except for items 7.3, 7.5, and 7.10.

7.1 Waive the reading of ordinances and approve reading by title only.

Recommended Action: Approve the reading by title only of all ordinances and that further reading of such ordinances be waived.

7.2 Special and/or Regular Meeting Minutes of May 16, 2023, and May 23, 2023.

Recommended Action: Approve as submitted. [M. Hermann]

7.4 Surplus Vehicles.

Recommended Action: Adopt a resolution authorizing the surplus of City vehicles. [M. Reed]

7.6 Paige Avenue Water Line/Union Pacific Pipeline Crossing Agreement.

Recommended Action: Authorize the City Manager to execute a pipeline crossing agreement with Union Pacific Railroad for a 12-inch water main crossing at Paige Avenue and the Union Pacific Railroad, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager. [M. Miller]

7.7 Letter of Support for a Safe Streets for All (SS4A) Grant Application by the County of Tulare.

Recommended Action: Authorize the Mayor to sign a letter of support for a Safe Streets for All (SS4A) grant application by the County of Tulare to fund an intersection improvement project at Cartmill Avenue (Ave 248) and West Street (Rd 92). [M. Miller]

7.8 Award Contract to NBS for Downtown PBID Study.

Recommended Action: Approve the execution of a Professional Services Agreement with NBS in an amount not to exceed $117,100 to assist the City in re-examining the Downtown Special Benefits Property Assessment Districts. [T.

Myers]

7.9 Application for Permission to File a Late Government Claim.

Recommended Action: Deny the Application for Permission to File a Late Government Claim with the City of Tulare filed on May 18, 2023, by Daniel Uzi Frydman on behalf of Christopher Joaquin Perez. [J. Avila] City Council Meeting Minutes June 6, 2023
City of Tulare Page 3

7.11 Ford F-150 Truck Purchase for the Office of Safety, Compliance and Facilities.

Recommended Action: Award the purchase of one (1) new/unused 2023 Ford F-150 truck to National Auto Fleet Group, of Watsonville, CA using Sourcewell Contract No. 091521-NAF in the amount of $55,507.11, which includes all fees, tax, and shipping. [T. Whitfield]

PULLED CONSENT CALENDAR ITEMS

7.3 Parking and Business Improvement Area Assessments.

Recommended Action: Approve the report filed by the Tulare Downtown Association Board of Directors as the appointed Advisory Board for the Parking and Business Improvement Area; and adopt a resolution of intention to levy an annual assessment for Fiscal Year 2024 and set a public hearing to levy the proposed assessments on June 20, 2023. [D. Ibanez]
Council Action: Councilmember Sigala pulled this item for clarification. It was moved by Councilmember Sigala, seconded by Councilmember Mederos, and unanimously carried to adopt the resolution as amended, removing Section 3.

7.5 Final Map Acceptance – Villa Toscana Phase 1.

Recommended Action: Approve the Final Map and subdivision improvement agreement for Phase 1 of Villa Toscana subdivision for recordation, and accept all easements and dedications offered to the City. [M. Miller] Council Action: Councilmember Mederos and Councilmember Sigala pulled this item for clarification. It was moved by Councilmember Sigala, seconded by Councilmember Mederos, and unanimously carried to approve the item as presented.

7.10 Intent to Establish Sister City Relationship.

Recommended Action: Approve a letter of intent to establish a new Sister City relationship with Jalostotitlán, Jalisco, Mexico; and adopt a resolution endorsing the new Sister City relationship. [M. Mondell]
Council Action: Councilmember Mederos and Councilmember Sigala pulled this item to request that all councilmembers sign the letter. It was moved by Councilmember Mederos, seconded by Mayor Sayre, and unanimously carried to approve the item with the modification of the letter to include all councilmember’s signatures.

8. PUBLIC HEARINGS

8.1 Energy Services Agreement Change Order and Financing Approval.

Recommended Action: Approve Change Order No. 001 adding new HVAC units at the Tulare Youth Center and Animal Shelter for $897,824; and adopt a resolution authorizing the City to enter into an Equipment Lease/Purchase Agreement with Banc of America Public Capital Corporation to finance energy efficient equipment, solar energy generation equipment, and other improvements in an amount not to exceed $14,000,000.

Presented By: Assistant City Manager Josh McDonnell
Public Comment: The public hearing was opened at 8:30 p.m. Receiving no public comment, the public hearing was closed at 8:31 p.m.

City Council Meeting Minutes June 6, 2023
City of Tulare Page 4
Council Action: It was moved by Councilmember Mederos, seconded by Councilmember Harrell, and unanimously carried to approve Change Order No. 001. It was moved by Councilmember Mederos, seconded by Vice Mayor Isherwood, and unanimously carried to adopt the resolution as presented.

9. GENERAL BUSINESS

9.1 Fiscal Year 2024 Budget Review.

Recommended Action: Review the proposed Fiscal Year 2024 budget and provide direction thereto; and review the current balance of the Fiscal Year 2023 Council Travel Funds and Community Improvement Funds and provide direction thereto.

Presented By: Chief Financial Officer Diego Ibanez
Public Comment: None
Council Action: It was Council consensus to allocate a total of $15,000 each to the Tulare Baseball Association and Tulare Softball Association. It was Council consensus to appropriate $50,000 to the Non-Departmental Fund for use as to be decided by the Council at a future date.

9.2 ARPA Funds Allocation Approval.

Recommended Action: Approve the allocation of expenditures of American Rescue Plan Act (ARPA) Funds toward councilmember-identified programs and projects; and adopt a resolution approving the expenditure of ARPA funds.

Presented By: Assistant City Manager Josh McDonnell
Public Comment: None
Council Action: It was moved by Councilmember Sigala, seconded by Councilmember Harrell, and unanimously carried to approve the item as presented.

10. FUTURE AGENDA ITEMS - None Submitted

11. STAFF UPDATES
Staff provided updates on department activities.

12. ADJOURNMENT
The regular meeting was adjourned in remembrance of D-Day at 10:20 p.m.

Approved by Council: June 20, 2023

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
__________________________________
By Melissa Hermann, Chief Deputy City Clerk
Staff Report
Meeting: City Council
Date: June 20, 2023
Department: Finance
Submitted by: J. Diego Ibanez, Chief Financial Officer
Agenda Title: May 2023 Investments Report

RECOMMENDED ACTION
Accept the monthly investments report for May 2023.

SUMMARY
The investments report for May 2023 is submitted for Council review and acceptance.

FISCAL IMPACT & FUNDING SOURCE(S)
There is no fiscal impact associated with this action.

LEGAL REVIEW
This item does not require legal review.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. May 2023 Investments Report
Reviewed/Approved:

Item #: 10.3
Consent

10.3 Consent Page 1

TYPE OF INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT

SUMMARY OF ALL INVESTMENTS
N{.ay 31,2023
BOOK
VALUE
MARKET
VALUE

CURRENT
YTEI,D

BOOK VALUE
Vo OF
TOTAL
UNRESTRICTED INVESTMENTS - SEE PAGE 2
RESTRICTED INVESTMENTS - SEE PAGE 3

TOTAL INVESTMENTS
228,744,274 213,119,082 0.675o/o
13 135,906 13,135,906 N/A
241,880,180 226,254,988 N/A

94.s7%

5.43o/o
100.00%
Note: The City's financial statments will report market values, not book values, at June 30 each year I certify that this report reflects all City investments and complies with the investment policy of the City of Tulare as approved by City Council.

Furthermore, I certify that sufficient investment liquidity and anticipated revenues are available to meet the City's budgeted expenditures for the next six months.

Presented to the City Council on June 20,2023 Presented to the Board of Public Utility Commissioners on June 15,2023 Respectfully submitted, J. Diego Ibanez, Chief Financial Ofifcer t4 ;[z>
Date
C:\Users\dibanez\AppData\Local\Microsoft\Windows\lNetCache\Content.Outlook\79Jl82M5\11 -May 2023 lnvestment report.xls

10.3 Consent Page 2 ATTACHMENT 1

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

SUMMARY OF UNRESTRICTED INVESTMENTS
NIay 31,2023

TYPE OF INVESTMENT

ISSUER OF

INVESTMENT
Petty Cash N/A
Checking Account - City Wells Fargo Bank
Local Agency Investment Fund (LAIF) State of California Sub-Total
Fixed Income Investments Various (See page 4-7)
Investments in Safekeeping With BNY Western Trust Company

TOTAL UNRESTRICTED INVESTMENTS
DATES: INTERESTRATES:

ESTIMATED
EARNINGS:

ACQUISITION STATED BOOK VALUE THIS MONTH ANNUAL

MATURITY CURRENTYIELD PARVALUE MARKETVALUE LASTMONTH THISMONTH N/A

TJNREALIZED
GAIN/(LOSS):

BOOK
VALUE
,'/" olr
unN/A
N/A
N/A
On Demand
Various
On Demand
NiA
None
N/A
None
12,900
12,900
N/A
N/A
N/A
N/A

0.0t%

15.41%

15.57%

30.98V.

69.OZo/n
100.00%
N/A

0.3650/o
N/A

0.184v,
N/A

0.880%
N/A

0.675%
N/A
N/A
N/A
N/A
35,257,770
35,257,770
35,605,548
3s,205,n2
(400,436)
(61,973)
N/A
N/A
N/A
t29,960
10,830
129,960
10,830
r,308,760
109,063
N/A
Balance per bank is $
N/A
70,876,2t8
70,47 5,782
Per BNY WTC
l 57,868,056
142,643,301
228,744,274
213,1t9,082
(400,436)
(6t,973)
(ts,224,755)
(14,136,909)
(ts,62s,192)
(14,198,882)
1,438,720
I I 9,893
* LAIF market values are based on the most currently available amortized cost information -Marcb31,2022 0.98875353 I - Un: Unrestricted Investments C:\Users\dBanez\AppData\Local\Microsoft\Windows\lNetCache\Content.Outlook\79Jl8ZM5\11 -May 2023 lnvestment report.xls

10.3 Consent Page 3

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

SUMMARY OF RESTRICTED INVESTMENTS
May 31,2023

ACQUISITION
DATE

MATURJTY
DATE

STATEI)

INTEREST RATE
PAR
VALUE
BOOK
VALUE
MARKET
VALIIE

BALANCDS
AS.OF
DATtr TYPE OF INVESTMENT ISSUER OF INVESTMENT
Bond Funds (All are Managed by U.S. Bank Trust Except LAIF):
2018 Lease Revenue and Refunding Bonds (Account No. 244938000) First American Govt Fd U.S. Bank Trust N/A
2015 Sewer Revenue Refunding Bonds (Account No. 2615940000) First American Govt Fd U.S. Bank Trust
First American Govt Fd U.S. Bank Trust
Investment Repuchase GIC Bayerische Landesbank
2016 Sewer Revenue Refunding Bonds (Account No. 231687000) U S Bk Mmkt U.S. Bank Trust
2020 Sewer Revenue Refunding Bonds (Account No. 230396000) U S Bk Mmkt U.S. Bank Trust
20 17 Water Revenue Bonds (Account No. 219 I 89000)
U S Bk Mmkt U.S. Bank Trust
2020 Water Revenue Bonds (Account No. 250953000)
U S Bk Mmkt U.S. Bank Trust
2017 Successor Agency Tax Allocation Bonds - Series A & B (Account No. 24534600) U S Bk Mrnkt U.S. Bank Trust
TOTAL RESTRICTED INVESTMENTS Book Value % of Total Investments = Various
Various
I l-15-15
Various
Various
Various
Various
Various
On Demand
On Demand
I l-15-25
On Demand
On Demand
On Demand
On Demand
On Demand
Various
Rscrve Fund
Various
Various
Reseruc FuDd
r.960%
Rserue Fund
Various
Various
Various
Various
Various
3,405,81 I
3,405,8 I I
3,405,8 I I
3,405,8 I I
10-30-22
t0-31-22
08-31-22
10-
10-3t-22
l0-3t-22
t0-3t-22
l0-31-22
t0-31-22
N/A
NiA
N/A
N/A
N/A
N/A
N/A
N/A
17 49,321
5,032,685
5,082,023
17 49,321
5,032,685
5,082,023
I,1 07,1 00
I,107,1 00
1,1 07,100
l,107,100
16,302 ----efrr 16,302
--- 16,-frr
1,1 07,1 00
1,107,100
648,388 648,388
648,388 648,388
1,107,100
l,107,100
t0-3t-22

5.43% 13,13s,906 13,135,906
1,769,r82
|,769,182
t,'769,182
t,769,r82
3 c:\users\dibanez\AppData\Local\Microsoft\Windows\lNetCache\content.Outlook\79Jl8ZM5U1-May2O23lnvestmentreport.xls

10.3 Consent Page 4

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME INVESTMENTS
M.ay 31,2023

UNREALIZED ESTIMATED
DATES: EARNINGS: INTERESTRATES:

ACQUISITION STATED BOOK VALUE THIS MONTH ANNUAL

MATTJRITY CURRENT YIELD PARVALUE MARKETVALUE LASTMONTH THISMONTH GArN/(LOSS):

TYPE OF FIXED INCOME INVESTMENT

CUSIP NUMBER
U.S. GOVERNMENT AGENCY OBLIGATIONS
Federal Farm Credit Bks Funding Corp
3I33ELI47
Federal National Mortgage Assn
3136G4T52
Federal National Mortgage Assn
3136G4U50
Federal Home Loan Mtg Corp
3I34GVVX3
Federal Home Loan Mtg Corp
3 I 34GVB56
Federal Home Loan Banks
313OAJRE1
Federal Home Loan Mtg Corp
3l34GVT65
Federal National Mortgage Assn
3l36G4YU1
Federal National Mortgage Assn
3t36G42E2
Federal Home Loan Mtg Corp
3134GWUE4
Federal Home Loan Mtg Corp
3134GWUV6
Federal Home Loan Mtg Corp
3134GWX43
06-17 -20
06-17-24 c
08-25-20
02-25-25 c
08-27-20
05-27-25 c
06-03-20
05-28-25 c
06- I 0-20
06-10-25 c
06-24-20
06-24-25 c
06-30-20
06-30-25 c
07 -t5-20
07-t5-25 C
08-26-20
08-26-25 C
09-30-20
09-30-25 c

0.580%

0.600%

0.520'A

0.550%

0.6000/o

0.630%

0.7s0%

0.780Y"

0.700%

0.740%

0.750%

0.790%

0.800%

0.850%

0.730%

0.770%

0.500%

0.530%

0.s00%

0.540Yo

0.520Yr

0.5600/o

0.550%

0.s90%

0.5s0%

0.590o/o
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
868,056
2,000,000
2,000,000
2,000,000
2,500,000
2,500,000
3,000,000
3,000,000
Per BNY WTC
2,000,000
1,902,920
2,000,000
1,848,460
2,000,000
1,838,620
2,000,000
1,844,060
2,000,000
r,842,040
868,056
799,306
2,000,000
1,842,780
2,000,000
1,837,980
2,000,000
r,833,940
2,500,000
2,270,875
(e7,080)
(98,440)
( 1 5 1,540)
(142,860)
( 161,380)
(150,520)
(155,940)
(144,800)
(157,960)
(146,s20)
(68,750)
(63,629)
(157,220)
(14s,240)
(162,020)
(149,980)
(166,060)
(l 5e,200)
(229,r25)
(213,s7s)
r 1,600
967
10,400
867
12,000
1,000
15,000
t,250
14,000
t,167
6,5 l0
543
16,000
1,333
14,600
1,217
10,000
833
t2,500
1,042
09-30-20
09-30-25 c
10-02-20
t0-02-25 c
l0- l5-20
l0-15-25 c
2,500,000
2,271,9s0
3,000,000
2,728,590
3,000,000
2,725,530
(228,050)
(212,4s0)
(271,410)
(252,660)
(274,470)
(255,330)
13,000
1,083
I 6,500
r,375
16,500
1,37s
- CONTINUED ON PAGE 5 -
C:\User{dibanez\AppData\Local\Microsoft\Windows\l Netcache\Content.Outlook\79Jl82M5\L1 -May 2023 lnvestment r€port xls Federal Home Loan Mtg Corp
3134GWXX9

10.3 Consent Page 5

TYPE OF FIXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME INVESTMENTS, CONTINUED
MaY 31,2023
DATES: INTERESTRATES:

ACQUISITION STATED

MATURITY CURRENT YIELD

BOOK VALUE

IJNREALIZED
GAIN/(LOSS):

THIS MONTH

ESTIMATED
EARNINGS:

ANNUAL

CUSIP NUMBER PARVALUE MARKETVALUE LASTMONTH THIS MONTH
U.S. GOVERNMENT AGENCY OBLIGATIONS. CONTINUED
Federal Home Loan Mtg Corp
3l34GWY34
Federal National Mortgage Assn
3135G06A6
Federal Fann Credit Bks Funding Corp
3I33EMDZ2
Federal Farm Credit Bks Funding Cotp
3l33EMEC2
Federal Home Loan Mtg Corp
3l34GW3X2
Federal Home Loan Mtg Corp
3t34GW3Z7
Federal Home Loan Mtg Corp
3t34GWZL3
Federal Home Loan Mtg Corp
3l34GW6S0
Federal Home Loan Mtg Corp
3I34GXAP9
Federal Home Loan Mtg Corp
3I34GXCSI
Federal Home Loan Mtg Corp
3I36GXFA7
Federal Home Loan Mtg Corp
3I34GXDM3
10-15-20 0.530%
10-15-25 C 0 570Vo
t0-20-20 0.580%
t0-20-25 c 0.620%
10-21-20 0.520o/o
t0-2t-25 c 0.560%
10-22-20 0.530%
10-22-25 C 0.570o/o
t0-27-20 0.625%
10-27-25 C 0'670Vo
10-28-20 0.600%
10-28-25 C 0.6400/o
10-29-20 0.s70%
10-29-25 c 0.610%
1l-10-20 0.610%
11-10-25 c 0.650%
n-t2-20 0.600%
tt-12-25 c 0.640%
1t-25-20 0.625%
11-25-25 c 0'660Yo
1l-30-20 0.650%
ll-26-25 C 0'700Yo
12-01-20 0.620%
t2-01-2s c 0.670%
t2-r7-20 0.540%
t2-17-25 c 0.580%
- CONTINUED ON PAGE 6 -
3,000,000
3,000,000
2,500,000
2,500,000
3,000,000
2,000,000
3,000,000
3,000,000
2,000,000
3,000,000
2,000,000
1,500,000
2,500,000
Per BNY WTC
3,000,000
2,724,240
3,000,000
2,726,400
2,500,000
2,268,47s
2,500,000
2,268,825
3,000,000
2,727,600
2,000,000
1,817,120
3,000,000
2,723,430
3,000,000
2,725,4t0
2,000,000
1,8 1 6,1 80
3,000,000
2,731,110
2,000,000
I,816,340
1,500,000
1,357,290
2,500,000
2,254,375
(27s,760)
(256,680)
(273,600)
(254,310)
(231,s25)
(2ts,s75)
(231,17 s)
(2ts,t7 s)
(272,400)
(2s2,s40)
(l 82,880)
(r69,660)
(276,570)
(256,7 40)
(274,s90)
(255,900)
( I 83,820)
(r71,320)
(268,890)
(2s7,760)
(183,660)
(170,800)
(t42,7 t0)
(132,43s)
(24s,625)
(228,275)
15,900
1,325
17,400
1,450
13,000
1,083
t3,250
1,104
18,750
1,563
12,000
1,000
1 7,1 00
1,425
18,300
1,52s
12,000
1,000
I 8,750
1,563
13,000
1,083
9,300
775
r 3,500
t,125
Federal Farm Credit Bks Funding Corp
3133EMKT8
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10.3 Consent Page 6

TYPE OF FXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME INVESTMENTS, CONTINUED
l$Iay 31,2023
DATES: INTERESTRATES:

ACQUISITION STATED
MATURITY CI]RRENT YIELD

BOOKVALUE

UNREALIZED
GAIN/(LOSS):

THIS MONTH

ESTIMATED
EARNINGS:

ANNUAL

CUSIP NUMBER PARVALUE MARKETVALUE LASTMONTH THIS MONTH
U.S. GOVERNMENT AGENCY OBLIGATIONS. CONTINUED
Federal Home Loan Mtg Corp
3I34GXFVI
Federal Home Loan Mtg Corp
3134GXHD9
Federal Home Loan Mtg Corp
3134GXJX3
Federal Home Loan Mtg CorP
3t34GXIZ9
Federal Home Loan Banks
3130AKQ74
Federal Home Loan Mtg CorP
3134GXKJ2
Federal Home Loan Banks
313OAKPC4
Federal National Mortgage Asso.
3 135G06R9
Federal Home Loan Banks
3 130AL3S I
Federal Home Loan Banks
3I3OAKYU4
Federal Home Loan Banks
313OALCW2
Federal Home Loan Banks
3|30AKZ25
t2-17-20
12-17-25 C
t2-23-20
12-23-25 C
0 I -05-2 I
0l-05-26 c
0t-07-21
01-0't-26 c
0t-22-21
01-22-26 C
0t-22-21
01-22-26 C
0t-28-21
01-28-26 C
0l-28-21
01-28-26 C
02-17-21
02-t'7-26 C
02-24-21
02-24-26 C
02-25-21
02-25-26 C
02-26-21
02-26-26 c
03- I 0-2 I
03-10-26 c

0.625%

0.670%

0.700%

0.750Yo

0.550%

0.s90%

0.520%

0.560%

0.625Yo

0.6700h

0.550%

0.590%

0.600%

0.640%

0.ss0%

0.s90%

0.625Yo

0.670%

0.600%

0.640%

0.62s%

0.670%

0.650%

0.700%

0.800%

0.860%
2,000,000
3,000,000
2,500,000
2,000,000
2,500,000
2,500,000
2,000,000
2,000,000
3,000,000
3,000,000
3,000,000
3,000,000
3,000,000
Per BNY WTC
2,000,000
1,807,520
3,000,000
2,715,270
2,500,000
2,250,100
2,000,000
1,798,320
2,500,000
2,25r,350
2,500,000
2,246,775
2,000,000
1,798,980
2,000,000
1,796,540
3,000,000
2,694,480
3,000,000
2,69r,000
3,000,000
2,692,680
3,000,000
2,694,330
3,000,000
2,695,710
(r92,480)
( l 78,460)
(284,730)
(263,340)
(249,900)
(232,7s0)
(20 1,680)
( 1 87,960)
(248,650)
(23 1,000)
(253,22s)
(23s,72s)
(201,020)
( l 86,800)
(203,460)
( r 89,340)
(305,520)
(284,6 1 0)
(309,000)
(287,820)
(307,320)
(285,990)
(305,670)
(284,430)
(304,290)
(276,360)
12,500
1,042
2 1,000
1,7 50
13,750
1,146
10,400
867
t5,625
1,302
I 3,750
1,146
I 2,000
1,000
11,000
917
I 8,750
1,5 63
18,000
1,500
I 8,750
1,563
l 9,500
1,625
24,000
2,000
- CONTINUED ON PAGE 7 -
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TYPE OF FIXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME INVESTMENTS, CONTINUED
VIay 3I,2023
DATES: INTERESTRATES:

ACQUISITION STATED BOOK VALUE

UNREALIZED
GArN/(LOSS):

THIS MONTH

ESTIMATED
EARNINGS:

ANNUAL

CUSIP NUMBER MATURITY CURRENT YIELD PARVALUE MARKETVALUE LASTMONTH THIS MONTH U.S. GOVERNMENT AGENCY OBLIGATIONS. CONTINUED
Federal Home Loan Banks
3130ALKQ6
Federal Home Loan Banks
3I3OALXVI
Federal Home Loan Banks
3t3oAMWU2
Federal Home Loan Banks
3l30AN2L3
Federal Home Loan Banks
3 I 30AN4R8
Federal Home Loan Banks
3 I3OANFT2
Federal Home Loan Banks
3I3OANLZI
Federal Home Loan Banks
3130ANM56
Federal Home Loan Banks
3I3OANUX6
Federal Home Loan Banks
3I3OANXS4
Federal Ilome Loan Banks
3I3OANXU9
Federal Home Loan Banks
313OANYR5
03-30-2 I
03-30-26 C
04-22-2t
04-22-26 C
06-30-2 l
06-30-26 C
07-13-21
07-t3-26 c
07-29-21
07-29-26 C
08-24-21
08-24-26 c
08-26-21
08-26-26 c
08-27-21
08-27-26 c
09-28-21
09-28-26 c
09-28-21
09-28-26 C
09-30-21
09-30-26 c
09-30-2 I
09-30-26 C
t0-21-21
t0-21-26 C

1.030%
l.090Yo

1.100%
t.t60%

1.000%

1.060%
t.020%

1.080%

1.t25%

1.t90%

1.050%
l.l20o/o

0.900Vo

0.960Yo

1.050%

1.r10%

1.100%

1.170%

0.900%

0.960%

1.000%

1.030%

0.950%

1.010%

1.000%
|.0600/o
2,500,000
2,500,000
3,000,000
3,000,000
3,000,000
3,000,000
2,500,000
2,500,000
3,000,000
3,000,000
3,000,000
2,500,000
2,500,000
2,500,000
2,258,025
2,500,000
2,252,075
3,000,000
2,691,960
3,000,000
2,695,740
3,000,000
2,70t,230
3,000,000
2,689,470
2,500,000
2,230,050
2,500,000
2,240,750
3,000,000
2,684,430
3,000,000
2,666,460
3,000,000
2,675,r30
2,500,000
2,225,525
2,500,000
2,238,725
(241,97 5)
(2 I 7,850)
(247,925)
(224,0s0)
(308,040)
(286,1 40)
(304,260)
(282,1 80)
(298,770)
(27s,940)
(3 10,530)
(288,060)
(269,950)
(25r,475)
(2s9,2s0)
(240,550)
(3 I 5,s70)
(292,410)
(333,540)
(3 I 0,800)
(324,870)
(30 1,950)
(274,47s)
(2s5,47s)
(26r,27 s)
(246,szs)
25,7 50
2,146
27,500
) )9)
30,000
2,500
30,600
2,550
33,7 50
2,813
3 1,500
2,625
22,500
1,875
26,250
2,1 88
33,000
2,7s0
27,000
2,250
30,000
2,500
23,7 50
1,979
25,000
2,083
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Federal Home Loan Banks
313OAPCD5
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TYPE OF FIXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME INVESTMENTS, CONTINUED
M.ay 3l'2023
DATES: INTERESTRATES:

ACQUISITION STATED BOOK VALUE

UNREALIZED
GArNi(LOSS):

THIS MONTH

ESTIMATED
EARNINGS:

ANNUAL
CUSIP NUMBER MATURITY CURRENTYIELD PARVALUtr MARKETVALUE LASTMONTH THIS MONTH U.S. GOVERNMENT AGENCY OBLIGATIONS. CONTINUED
Federal Home Loan Bks
3 l30APJ55
Federal Home Loan Bks
3I3OAPJB2
Federal Home Loan Bks
313oAPDQ5
Federal Home Loan Bks
3 l3oAPFQ3
Federal Home Loan Bks
3I3OAPFR1
Federal Home Loan Bks
313OAPFU4
Federal Home Loan Bks
3 l3OAPLP8
Federal Home Loan Bks
3I3OAPNK7
Federal Home Loan Bks
3 I3OAPPL3
Federal Home Loan Bks
3I3OAPXT7
Federal Home Loan Bks
3l30ARA68

TOTAL FIXED INCOME INVESTMENTS
**All are in safekeeping with BNY Western Trust Company 10-26-21
10-26-26 c
t0-26-21
t0-26-26 C
t0-28-21
10-28-26 C
I 0-28-2 I
t0-28-26 C
l 0-28-2 I
10-28-26 c
t0-28-21
t0-28-26 C
tt-16-21
t1-16-26 C
I l-18-21
ll-18-26 c
tt-23-21
tl-23-26 C

1.250%

1.310o/o
l.t250h

1.190%
r.250%

1.320%

1.100%

1.170%
t.120%
t.r90%

1.050%6
t.120%

1.37 5Y"
l.440Yo

1.375%

1.440%
3,000,000
3,000,000
3,000,000
2,000,000
2,000,000
2,000,000
2,500,000
3,000,000
3,000,000
2,000,000
2,000,000
N/A
Per BNY WTC
3,000,000
2,692,590
3,000,000
2,681,t90
3,000,000
2,692,230
2,000,000
1,785,680
2,000,000
1,786,900
2,000,000
t,782,620
2,500,000
2,244,700
3,000,000
2,693,280
(307,410)
(283,200)
(318,810)
(294,870)
(307,770)
(283,530)
(2r4,320)
(198,380)
(2 1 3,1 00)
(197,r20)
(2 l 7,380)
(20 I,500)
(255,300)
(236,975)
(306,720)
(284,700)
(300,660)
(278,550)
(1e3,e80)
(176,460)
(147,720)
(13 1,260)
37,500
3,125
33,7 50
2,813
37,500
3,t25
22,000
l,833
22,400
1,867
21,000
1,750

34.375
2,865
41,250
3,438
t2-t7 -21
t2-t7-26 C
03-29-22
03-29-27 C
r.450%
l.510Yo
t.600%

1.670%

2.350Yo

2.390%
N/A

0.880%
3,000,000
2,699,340
2,000,000
1,806,020
2,000,000
r,852,280
43,500
3,62s
32,000
2,667
47,000
3,917
I 57,868,056
t42,643,301
(t5,224,',755)
(r4,136,909)
1,308,760
109,063
- U{= Unrestricted Investments
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10.3 Consent Page 9
Staff Report
Meeting: City Council
Date: June 20, 2023
Department: Public Works - Fleet Maintenance
Submitted by: Trisha Whitfield, Public Works Director
Agenda Title: Vehicle Purchase for Police, Fire, Facilities, and Fleet Departments

RECOMMENDED ACTION
Award the purchase of four new/unused 2024 Chevrolet trucks to National Auto Fleet Group, of Watsonville, CA using Sourcewell Contract No. 091521-NAF in the amount of $278,856.63, which includes all fees, tax, and shipping.

SUMMARY
The City is a member of Sourcewell, which is a national public service agency that provides for cooperative purchasing for government agencies. Through the Sourcewell Contract No. 091521-NAF, staff is requesting authorization to purchase four new/unused 2024 Chevrolet trucks from National Auto Fleet Group, of Watsonville, CA in the amount of $278,856.63.

The proposed trucks include three replacement units and one new expansion unit for the Police Department. The trucks are as follows:

Replacement
Unit New Vehicle Cost Total Budget
Fire Unit #131 2024 Chev Silverado 3500HD $73,209.87 $90,000 Fleet Unit #804 2024 Chev Silverado 2500HD $71,038.33 $75,000 Facilities Unit #78 2024 Chev Silverado 2500HD $73,750.86 $75,000 PD – New Investigations 2024 Chev Silverado 2500HD $60,857.57 $70,000 These vehicles are currently requested for replacement in the FY 2023/24 Fleet Replacement budget in the amount of $310,000. The cost of the trucks does include Douglass truck bodies as requested by the departments. The remaining budget left on the trucks will be used to finish outfitting the trucks for service. The Sourcewell purchasing contract is available to agencies nationwide and is therefore very competitive and very limited. On June 1, 2023, National Auto Fleet Group notified staff that the ordering window for Chevrolet 2500HD and 3500HD trucks was open. Last year when the window opened, the Chevrolet orders were all filled in under 48 hours. The Fleet Superintendent made contact and was able to place an order for 8 Chevrolet trucks (4 for the utility divisions, and 4 for other departments). Due to the time constraints, the City Manager approved the issuance of a purchase order to secure the trucks. If the Council does not approve this item, the build will be canceled, and we will have to wait for the next availability of trucks through the National Auto Fleet Group.

FISCAL IMPACT & FUNDING SOURCE(S)
Funding for the purchase of the vehicles will come from the Fleet Replacement Funds for Police, Fire, Facilities and Fleet (Fund 604).

Item #: 10.4
Consent

10.4 Consent Page 1

LEGAL REVIEW
This item does not require review by the City Attorney’s office.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
If not approved, the order will be canceled, and we will have to wait for the next ordering opportunity or bid each vehicle separately.

ATTACHMENTS

1. Truck Specifications from the National Auto Fleet Group Reviewed/Approved:

10.4 Consent Page 2

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Staff Report
Meeting: City Council
Date: June 20, 2023
Department: Public Works - Fleet Maintenance
Submitted by: Trisha Whitfield, Public Works Director
Agenda Title: Vehicle Purchase for Police and Public Works Departments

RECOMMENDED ACTION
Award the purchase of five new/unused 2024 Chevrolet Malibu sedans to National Auto Fleet Group, of Watsonville, CA using Sourcewell Contract No. 091521-NAF in the amount of $138,612.18, which includes all fees, tax, and shipping.

SUMMARY
The City is a member of Sourcewell, which is a national public service agency that provides for cooperative purchasing for government agencies. Through the Sourcewell Contract No. 091521-NAF, staff is requesting authorization to purchase five (5) new/unused 2024 Chevrolet Malibu sedans from National Auto Fleet Group, of Watsonville, CA in the amount of $138,612.18.

Four of the proposed sedans are replacement units for the Police Department, Investigations Division. These vehicles are currently requested for replacement in the FY 2023/24 Fleet Replacement budget in the amount of $160,000. The remaining budget left on the sedans will be used to finish outfitting them for service. The fifth sedan being purchased is an expansion vehicle for the Public Works Department for the Conservation Coordinator and is budgeted in the current year in the amount of $35,000. The vehicles are as follows:

Replacement
Unit New vehicle Cost Total budget
PD Unit #370 2024 Chevy Malibu $27,722.44 $40,000
PD Unit #351 2024 Chevy Malibu $27,722.44 $40,000
PD Unit #352 2024 Chevy Malibu $27,722.44 $40,000
PD Unit #014 2024 Chevy Malibu $27,722.42 $40,000
PW – New Consv Coord 2024 Chevy Malibu $27,722.44 $35,000 The Sourcewell purchasing contract is available to agencies nationwide and is therefore very competitive and very limited. On June 5, 2023, National Auto Fleet Group notified staff that the ordering window for the Chevrolet Malibu sedans was open. The Fleet Superintendent made contact and was able to place an order for 5 Chevrolet Malibu sedans (4 for the Police Department and 1 for the Public Works Department). Due to the time constraints, the City Manager approved the issuance of a purchase order to secure the sedans. If the Council does not approve this item, the build will be canceled, and we will have to wait for the next availability of sedans through the National Auto Fleet Group.

FISCAL IMPACT & FUNDING SOURCE(S)
Funding for the purchase of the vehicles will come from the Fleet Replacement Funds for Police and Public Works (Water and Solid Waste) in Fund 604.

Item #: 10.5
Consent

10.5 Consent Page 1

LEGAL REVIEW
This item does not require review by the City Attorney’s office.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
If not approved, the order will be canceled, and we will have to wait for the next ordering opportunity or bid each vehicle separately.

ATTACHMENTS

1. Chevrolet Malibu Specifications from the National Auto Fleet Group Reviewed/Approved:

10.5 Consent Page 2

10.5 Consent Page 3 ATTACHMENT 1

10.5 Consent Page 4

10.5 Consent Page 5

10.5 Consent Page 6

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10.5 Consent Page 9
Staff Report
Meeting: City Council
Date: June 20, 2023
Department: Public Works - Streets
Submitted by: Andrew Bettencourt, Management Analyst
Agenda Title: 2023 Street Striping Project

RECOMMENDED ACTION
Award and authorize the City Manager to approve a contract with Central Valley Striping of Lindsay, California, in the amount of $231,393.15 for the City’s 2023 Street Striping Project.

SUMMARY
City staff posted a Request for Bids (RFB 23-782) on May 9, 2023 and advertised RFB 23-782 in the Visalia Times-Delta/Tulare Advance-Register on May 9, 2023 and May 16, 2023, requesting sealed bids for the City’s 2023 Street Striping Project. The work to be done consists of the striping of existing traffic stripes and installing new traffic striping as required, and other pavement marking details that are required by the Standard Specifications, City of Tulare Standards, or Special Provisions which shall be performed, placed, constructed, or installed within public streets and Caltrans right of way. The bid specified the work for the following:
• 136,000 linear feet of 6-inch edge lines
• 151,722 linear feet of 6-inch broken lines
• 34,871 linear feet of 8-inch single solid lines
• 22,000 linear feet of two-way left turns
• 236,754 linear feet of double yellow center lines
• 125,000 linear feet of 6-inch edge/and or inside bike lane lines • 130,000 linear feet of 6-inch bike lane lines
• 27,000 linear feet of 6-inch intersection bike lane lines • 250 square feet of “Symbol 9C Rider w/Helmet) and arrow pavement markings • 333 Arrow markings
• 23,747 square feet of traffic signal crosswalk markings • 500 retro-reflective raised pavement markers
• Removal of existing markings (1,000 square feet)
• Removal of existing striping (500 linear feet)
On June 8, 2023, the City of Tulare received and opened the following bids pertaining to RFB 23-782:

VENDOR BID
Sterndall Enterprises, LLC
Stockton, CA
$614,123.75
Chrisp Company
Stockton, CA
$654,556.80
Central Valley Striping
Lindsay, CA
$231,393.15
Item #: 10.6
Consent

10.6 Consent Page 1
The Engineer’s Estimate for this project was $350,000.

FISCAL IMPACT & FUNDING SOURCE(S)
This project is to be paid for through the Annual Transportation – Maintenance Account, which has a balance of around $1.8m. This bid was nearly $120,000 less than the Engineer’s Estimate of $350,000, leading to a significant savings on the 2023-24 budget for this account.

LEGAL REVIEW
This item required no legal review, and we will have the City Attorney review the contract if approved by Council.

ALTERNATIVE ACTION

1. Approve with changes – Proposed changes to the scope of work, conditions impacting the proposal, or changes to the proposed contract would require staff to negotiate with the contractor.

2. Deny – Not approving the contract would result in no new striping of City streets. Staff does not have the proper equipment or training to complete this work.

3. Table – A delay in approving the contract could result in the bidder withdrawing their bid.

ATTACHMENTS

1. Bid Schedule from Central Valley Striping for RFB 23-782 Reviewed/Approved:

10.6 Consent Page 2
ATTACHMENT 1 10.6 Consent Page 3
Staff Report
Meeting: City Council
Date: June 20, 2023
Department: Engineering Services - Engineering
Submitted by: Michael Miller, City Engineer
Agenda Title: Resolution of Intention to Set Public Hearing to Adopt Landscape Maintenance Assessments for Fiscal Year 2024

RECOMMENDED ACTION
Adopt a resolution of intention to set July 18, 2023, as the public hearing date to adopt landscape maintenance assessments for fiscal year 2023-24.

SUMMARY
The city is required to adopt a resolution of intention to set a public hearing date to establish landscape maintenance assessments for fiscal year 2023-24. The attached resolution of intention serves as the public notice and is published in the local newspaper.

FISCAL IMPACT & FUNDING SOURCE(S)
There is no fiscal impact associated with this action.

LEGAL REVIEW
Not applicable.

ALTERNATIVE ACTION

1. Approve with changes – Staff will make any requested revisions to the draft Resolution of Intention.

2. Deny – Not an option. Adoption of a Resolution of Intention and subsequent public hearing are legally required steps in accordance with the Landscaping and Lighting Act of 1972 for establishing assessments for the coming fiscal year.

3. Table – Assessments for the coming fiscal year must be adopted by Council and provided to the Tulare County Tax Collector’s office by August 9th. Due to the cancellation of the July 4, 2023 City Council meeting, tabling this item until the next available Council meeting date (July 18, 2023) would not allow sufficient time for the City to complete the assessment adoption process by the August 9, 2023 deadline.

ATTACHMENTS

1. Resolution of Intention
Reviewed/Approved:

Item #: 10.7
Consent

10.7 Consent Page 1
RESOLUTION 2023-XX

A RESOLUTION OF INTENTION OF THE COUNCIL OF THE CITY OF TULARE

REGARDING LANDSCAPE MAINTENANCE DISTRICTS
BE IT RESOLVED by the City Council of the City of Tulare, as follows, to wit:

Section 1. The City Council intends to levy and collect assessments within the landscape maintenance districts for fiscal year 2023-24. The area of land to be assessed is located within the City of Tulare, Tulare County.

Section 2. The improvements to be made in these assessment districts are generally described as follows:
89-01 North Oaks Estates – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $110.00.
89-02 The Grove Subdivision – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $317.00 for 32 lots, 1 lot at $476.00 and 3 lots at $634.00. 90-01 Southgate Villa No. 11 – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $190.00 for 18 single family lots and $570.00 for 3 multi-family lots.
91-01 Westwood Village Estates – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $94.00.
93-01 Sunrise Estates – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas within the District, and 50% of maintenance costs of Sunrise Park. Proposed assessment is $100.00. 2000-01 Del Lago Subdivisions – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $336.00 for 1,261 lots and 3 lots at $672.00. 2001-01 Autumn Glen Subdivision – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $50.00.
2003-01 Shadow Wood and Majestic Subdivisions – maintenance of landscaping, irrigation systems, block wall and sidewalk for landscaping lot areas. Proposed assessment is $60.00.

10.7 Consent Page 2 ATTACHMENT 1
Resolution 2023-XX

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Tulare City CouncilJune 20, 2023

Tulare City Council
June 20, 2023