Agenda packet — Tulare City Council, August 15, 2023 (part 1 of 2)

City of Tulare Page 1
City of Tulare
City Council
Agenda
Tulare Public Library & Council Chamber
491 North M Street, Tulare
www.tulare.ca.gov
Tuesday, August 15, 2023
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 – Regular Meeting August 15, 2023
City of Tulare Page 2

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE AND INVOCATION - Susan Henard, Pastor of River Valley Church to deliver invocation.

3. PRESENTATIONS

3.1 Certificate of Recognition - Pedro Jimenez Sanchez and Officer Robert Vasquez

3.2 Certificate of Recognition - Tulare Baseball Association

3.3 Certificate of Recognition - Tulare Youth Athletic Association

3.4 Certificate of Recognition - Ava Olson, CIF Central Section D2 Champion

3.5 Certificate of Recognition - Megan Farrenkopf, IEA National Sportsmanship Award Recipient

3.6 Certificate of Recognition - Matthew Rios, South California Nevada Cycling Association 2023 Champion for Category 3

4. 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.

5. 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.

6. COUNCIL REPORTS AND ITEMS OF INTEREST

7. 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.

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 August 1, 2023.

Recommended Action: Approve as submitted. [M. Hermann]
City Council Agenda – Regular Meeting August 15, 2023
City of Tulare Page 3

7.3 Second Reading and Adoption of Street Racing and Spectator Ordinance.

Recommended Action: Adopt Ordinance 2023-06 adding Chapter 32 of Title 6 of the Tulare Municipal Code related to street racing. [J. Boatman]

7.4 Second Reading and Adoption of Quimby Act Ordinance.

7.5 Parcel Map Acceptance – TPM 2022-04.

7.6 Retention for Routine Video Monitoring.

7.7 July 2023 Investments Report.

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

Ibañez]

7.8 Surplus of Damaged Fire Safety Trailer.

Recommended Action: Adopt a resolution authorizing the surplus of the Fire Department’s fire safety trailer. [R. Leonardo]

7.9 Adoption of ERF-2-R Grant Allocations.

8. 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.

8.1 Sidewalk & Stationary Mobile Vendor Siting Requirements Ordinance Revisions.

Recommended Action: Pass-to-print an ordinance providing for adoption of revisions to Chapter 10.180 of the Tulare Municipal Code, as described herein. [M. Anaya]

9. 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.

9.1 Tulare Parks and Recreation Master Plan and Needs Assessment.

Recommend Action: Receive the second presentation of the Tulare Parks and Recreation Master Plan and Needs Assessment. [J. Glick] City Council Agenda – Regular Meeting August 15, 2023
City of Tulare Page 4

9.2 Voting Delegate Selection for Annual League Conference.

Recommended Action: Select Voting Delegate and Alternate for the League of California Cities Annual Conference at the General Assembly on Friday, September 22, 2023, and authorize the city clerk to execute the delegate form. [M. Hermann]

10. FUTURE AGENDA ITEMS - NONE SUBMITTED

11. STAFF UPDATES

12. RECESS TO CLOSED SESSION TO DISCUSS THE FOLLOWING

12.1 Conference with Labor Negotiators (Government Code § 54957.6) Agency Representatives: Mario Zamora, Marc Mondell, Josh McDonell, Janice Avila, Michael Ott
Employee Organization: Tulare Professional Fire Fighter Association - NonManagement; Tulare Professional Fire Fighter Association - Management

13. RECONVENE FROM CLOSED SESSION

14. CLOSED SESSION REPORT - This is the time for Council to publicly report specified closed session action and the vote taken on those actions, if any.

15. ADJOURNMENT
The next regularly scheduled meeting of the Tulare City Council is Tuesday, September 5, 2023, at 7:00 p.m. in the Council Chamber, 491 North M Street, Tulare.

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).

POSTED: Thursday, August 10, 2023
Melissa Hermann, Chief Deputy City Clerk

OFFICE OF THE CITY MANAGER
To: Mayor and City Council Members
From: Marc Mondell, City Manager
Subject: August 15, 2023 Agenda Memo
Date: August 10, 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.

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE AND INVOCATION - Susan Henard, Pastor of River Valley Church to deliver invocation.

3. PRESENTATIONS [Time Estimate: 7:05-7:40 p.m.]

3.1 Certificate of Recognition - Pedro Jimenez Sanchez and Officer Robert Vasquez

3.2 Certificate of Recognition - Tulare Baseball Association

3.3 Certificate of Recognition - Tulare Youth Athletic Association

3.4 Certificate of Recognition - Ava Olson, CIF Central Section D2 Champion

3.5 Certificate of Recognition - Megan Farrenkopf, IEA National Sportsmanship Award Recipient

3.6 Certificate of Recognition - Matthew Rios, South California Nevada Cycling Association 2023 Champion for Category 3

6. COUNCIL REPORTS AND ITEMS OF INTEREST [Time Estimate: 7:55-8:00 p.m.]

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 August 1, 2023.

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

7.3 Second Reading and Adoption of Street Racing and Spectator Ordinance.

Recommended Action: Adopt Ordinance 2023-06 adding Chapter 32 of Title 6 of the Tulare Municipal Code related to street racing. [J. Boatman] Summary: During recent years, the Tulare Police Department has noticed a significant rise in reckless driving and speed contest related calls for service. It is not uncommon for these calls for service to include traffic accidents, which have resulted in injury and/or significant property damage. With the growing popularity of street racing and side-show events being promoted through various social media platforms, we are now experiencing organized events of this nature within the City of Tulare.

These events have resulted in hundreds of vehicles and spectators congregating in business parking lots within the City of Tulare. Recently the Tulare Police Department has learned that many of these vehicles and spectators come from other cities, some as far as Northern California and/or Southern California. These events routinely transition to public roadways, where the participants drag race and display exhibitions of speed (side-shows) for the purposes of social media video posts. These events pose a great risk to public safety, and negatively affect the quality of life of nearby residents. Ordinances such as this have proven effective in minimizing the amount of participation and promotion of these dangerous events.

On August 1, 2023, the Council unanimously passed-to-print the proposed ordinance a is.

Fiscal Impact & Funding Source(s): There is no fiscal impact associated with this action.

Legal Review: This item has been reviewed by legal and has been approved for submission.

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Agenda Memo - August 15, 2023
Alternative Action: 1) Approve with changes; 2) Deny; 3) Table.

7.4 Second Reading and Adoption of Quimby Act Ordinance.

Recommended Action: Adopt Ordinance 2023-07, the Quimby Act Ordinance, adding Chapter 8.26 to the Tulare Municipal Code, and implementing the provisions of the Quimby Act as described herein. [M. Anaya]
Summary: Government Code Section 66477 (also known as the "Quimby Act") authorizes the legislative body of a city to, by ordinance, require the dedication of land or payment of fees in lieu thereof ("Quimby Fees"), or a combination of both, for park and recreational purposes as a condition to the approval of any tentative map. On October 7, 2014, the Tulare City Council adopted a comprehensive General Plan for the City which includes an Open Space and Conservation Element. The City’s Open Space and Conservation Element contemplates the City will adopt an ordinance pursuant to the Quimby Act (Implementation Measure COS-131) and provides policies and standards for parks and recreational facilities the dedication and fee requirements will ultimately provide.

The amount of existing park area in the City is currently below four acres of park area per 1,000 City residents. As such, the City Council has determined that there is a current and immediate need to create a new Chapter 8.26 to the Tulare Municipal Code. The enactment of this Chapter prevents new residential development from significantly further reducing the quality and availability of public services provided to residents of the City by requiring new residential development to contribute to the cost of expanding the availability of park and recreational facilities and amenities in the City.

The Quimby Act authorizes the City to require developers to provide up to four acres of park area (and/or Quimby Fees) per 1,000 residents if the current existing service level of park area exceeds four acres per 1,000 residents, or no more than three acres per 1,000 residents if the current existing service level of developed park area is less than four acres per 1,000 residents. Thus, the parkland dedication and Quimby Fee requirements in the proposed amendments to the Municipal Code do not exceed this limit. The parkland dedication and Quimby Fee requirements only apply to residential developments that require the approval of a tentative map or parcel map. Developers, land use attorneys, consultants, and the Building Industry Association of Tulare and Kings County (BIA) were consulted and provided an opportunity to review the proposed Quimby Act. Their input has been incorporated into the proposed Quimby Act Ordinance.

The proposed Quimby Act Ordinance was presented to the Parks and Recreation Commission at their meeting on June 13, 2023. The Parks and Recreation Commission unanimously approved recommending the proposed Ordinance be 1 General Plan Implementation Measure COS-13: The City shall consider adopting a Quimby Act Ordinance requiring that park provision be considered and incorporated in the subdivision process.

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Agenda Memo - August 15, 2023
scheduled for a public hearing held by the Planning Commission. The Planning Commission held a public hearing on this proposed Quimby Act Ordinance at their meeting on July 10, 2023. The Planning Commission recommended 4 to 1 for City Council to approve and adopt the proposed Quimby Act Ordinance.

On August 1, the City Council held a public hearing on the proposed ordinance. There were no comments received in objection to the ordinance. Council unanimously passed-to-print the ordinance as is.

Fiscal Impact & Funding Source(s): The Quimby Fees collected under this proposed Ordinance will be allocated for the purpose of developing new or rehabilitating existing park and recreational facilities to serve the residential development for which the dedication and fee requirements are imposed.

Legal Review: The proposed ordinance was reviewed by legal counsel and revised based on the City Attorney’s comments.

Alternative Action: 1) Approve with changes; 2) Deny; 3) Table. If the ordinance is denied or tabled, it will affect the City’s ability to require the dedication of land or payment of fees in lieu thereof ("Quimby Fees"), or a combination of both, for park and recreational purposes as a condition to the approval of any residential tentative map.

7.5 Parcel Map Acceptance – TPM 2022-04.

Recommended Action: Approve the Parcel Map filed by CFT NV Developments LLC for the division of land located north of Bardsley Avenue and east of Blackstone Street and accept public utility easements offered to the City on said map. [M. Miller] Summary: Tentative Parcel Map No. 2022-04 filed by CFT NV Developments LLC would create two parcels from one existing parcel and was approved by the City of Tulare Parcel Map Committee on November 21, 2022, through attached Resolution No. 846. This parcel map comprises approximately 2.71 acres. Parcel 1 would be 1.34 acres and Parcel 2 would be 1.37 acres. A 6-foot public utility easement as shown on the map would also be dedicated to the City.

Fiscal Impact & Funding Source(s): There is no fiscal impact associated with this action.

Legal Review: The parcel map will be reviewed for compliance with applicable legal requirements prior to recordation.

Alternative Action: 1) Approve with changes - Changes may result in delay to the project and increased financial burden to the developer; 2) Deny - Denial would prevent the developer from creating 2 separate parcels, which is a requirement for their future sale to separate ownership. Denial would also prevent the City from acquiring public utility easements along street frontages, which could inhibit future expansion or revision of utility infrastructure in the surrounding area; 3) Table - The delay resulting from tabling the item may place additional financial burden on the developer.

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Agenda Memo - August 15, 2023

7.6 Retention for Routine Video Monitoring.

Recommended Action: Adopt a resolution setting retention of routine video monitoring (building/facility security cameras) to no less than 90 days in accordance with Gov. Code section 34090.7. [J. Bowling]
Summary: The City of Tulare utilizes approximately 225 video security camera “views” through city operations for routine video monitoring of building/facility security.

These include cameras that are currently located at City Hall, Police Department, Airport, Corporation Yard, Wastewater Treatment Plant, Library, Fire 61, Recreation, and the Temporary Homeless Encampment.

Staff is currently recommending a 90-day retention adopted by resolution. Longer retention periods require more storage, add cost and complexity, and reduce overall flexibility to make changes to the systems.

Included in the proposed resolution is the requirement that when the City received a notice of an “event” within 90 days of the recording that an exact copy of recording is exported from the system and retained no less than 365 days.

Fiscal Impact & Funding Source(s): This resolution will have positive indirect fiscal impacts. Through reduced retention requirements, costs to install new and replace existing security cameras will be reduced.

Legal Review: This was reviewed and approved by the City Attorney’s office.

Alternative Action: 1) Approve with changes; 2) Deny; 3) Table.

7.7 July 2023 Investments Report.

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

Ibañez]
Summary: The investments report for June 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.

7.8 Surplus of Damaged Fire Safety Trailer.

Recommended Action: Adopt a resolution authorizing the surplus of the Fire Department’s fire safety trailer. [R. Leonardo]
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Agenda Memo - August 15, 2023
Summary: The Fire Department has a thirty-three-foot Surrey Fire Prevention Safety trailer that is damaged and beyond reasonable repair. The department is requesting that the piece of equipment be sent to surplus and properly disposed of. All items of value have been removed from the interior, the exterior has water and structural damage.

This trailer has been in use since 2001 and was purchased via the Tulare County Children and Families Commission, Prop 10 grant ($37,446). The department is currently reviewing new grant opportunities to purchase a replacement unit.

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.

7.9 Adoption of ERF-2-R Grant Allocations.

Recommended Action: Adopt a resolution approving the allocation of the Encampment Resolution Funding Program Round 2 Rolling Disbursement (ERF-2-R) grant funds in the amount of $149,442 for various services; and authorize the City Manager or their designee to execute service agreements, any amendments thereto, and any and all other documents or instruments necessary or required by the California Interagency Council on Homelessness for participation in the ERF Program. [A. Costales]
Summary: The state of California has established the Encampment Resolution Funding Program (“ERF”) pursuant to Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. Amended by SB 197 (Statutes of 2022, Chapter 70, Sec.3-8, effective June 30, 2022). The ERF Program is administered by the California Interagency Council on Homelessness (“Cal ICH”) in the Business, Consumer Services and Housing Agency. ERF provides one-time, competitive grant funds to Continuums of Care and/or Local Jurisdictions. To date, there have been two rounds of the ERF Program. Housing and Grants Division staff, with letters of commitment and other information from community-based organizations, developed and submitted proposals for the ERF Program in the inaugural round (“ERF-1”) during December 2021 and through the Rolling Disbursement period of Round 2 (“ERF-2-R”) during February 2023.

The ERF Program, per the ERF-2-R Notice of Funding Availability guidelines, purports to fund actionable, person-centered proposals that resolve the experience of unsheltered homelessness for people residing in encampments. Resolving these experiences of homelessness will necessarily address the safety and wellness of people within encampments, resolve critical encampment concerns, and transition individuals into interim shelter with clear pathways to permanent housing or directly into permanent housing, using data-informed, non-punitive, low-barrier, Housing First, and coordinated approaches. Proposals may bolster existing, successful models and/or support new approaches that provide safe, stable, and ultimately permanent housing for people experiencing homelessness in prioritized encampments.

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The City’s ERF-1 project officially began in July 2022. Under the ERF-1- grant project, a network of six organizations engaged a focus population, estimated at less than 100 unhoused people within encampments adjacent the Union Pacific Railroad, and delivered a mix of social, palliative, health, and housing related services. Table 1 provides an overview of key ERF-1 project elements.

Table 1 – Summary of ERF-1 Project Features
Intervention Type Explanation
Case Managers Three full-time employees (FTE) across the Kings Tulare CoC, Salt+Light Works, and Kings View
organizations leading street outreach, case
management, and housing navigation for a maximum
of 75 unhoused people.

Fresh Start Wash and
Wellness (Shower and
Hygiene)
Clean the World (CTW) Foundation, Inc., deploys a
four-stall shower and bathroom trailer. This is a selfcontained portable unit that is operated by two FTE staff with CTW. Service scaled from 3 to 4.5 days per
week and includes an ADA accessible stall, a sharps
container, awning, and display television.

Food and Palliative
Supplies Service
Salt+Light Works manages a distribution service of
food and palliative relief items (e.g., water bottles,
clothing, hygiene kits). Service available at least
three-days per week and involves contributions from
5 staff members at levels from 0.70 to 0.10 FTE.

Medical Mobile Care Clinic Adventist Health Tulare deploys a Mobile Care Clinic (MCC) team and associated multipurpose vehicle one
day per week. Service involves a team led by a
resident physician, medical assistants, and outreach
staff. Collectively, the MCC offers first aid, wound
care, assessments, education, and referrals for
outpatient care within Tulare.

Homeless Multi-Disciplinary
Team
The Tulare County Health and Human Services
Agency deploys their Homeless Multi-Disciplinary
Team (MDT) one day per week. The MDT consists of
personnel from public health, human services, and
mental health divisions. This team offers benefits
acquisition, substance use assessments and
counseling, notarization, and mental health
assessments and referrals.

Deposit and Rent
Assistance
Provides double security deposit and up to 12-months
of rent assistance at public or privately managed
units. Budget based on short-term rental subsidy for
57 clients across a mix of one-, two-, and threebedroom units.

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Client Flex Fund Offers a personal fund of $2,674 per client to address a range of costs important to securing and sustaining
permanent housing. Expenses under this fund often
include coverage of standard monthly utilities as well
as payment of rental application fees, minor debt,
home supplies and furnishings, vehicle maintenance,
and pet registration and veterinarian services.

Waste and Hygiene
Facilities
Servicing several times per week of three (3) six-yard
waste bins and five (5) portable restrooms. Includes
the occasional deployment of large roll-off bins.

By October 2022, the ERF-1 project implemented all planned services. And over several months, contractors cultivated a high use of direct services and case management, as well as, facilitated improvements to basic conditions within the prioritized encampments. As of July 1, Case Managers supported a move of thirty-four (34) people from the prioritized encampment area to emergency, transitional, and/or permanent housing. Twenty-five of these people secured permanent housing, and fiscally, a total of $1,092,243 in ERF-1 grant funds was fully paid, which represents roughly 69 percent of the total ERF-1 grant award.

From the start of the ERF-1 project through January 2023, City staff and contractors observed an in-flow and concentration of unhoused people to the prioritized encampment sites. This was due in part to clearing actions of Union Pacific and the general movement of unhoused people from other sites within the City of Tulare. The larger than anticipated focus population and demand for services challenged the effectiveness of direct services and housing outcomes. The impact of field services was partially diluted and the quality and timeliness of assessments and referrals for professional care and/or housing may wane if case managers and other providers are unable to manage a larger than anticipated client pool. Altogether, the growth of focus encampments prompted a scaling and enhancement of ERF-1 services where feasible.

The City’s ERF-2-R application and grant award of $4,822,586 will scale and enhance outreach, rapid rehousing, services coordination, and systems support of the existing project. A minimum of 120 unhoused people will receive individual case management and housing navigation services beyond the ERF project term of June 2024. The addition of a licensed clinical social worker will improve care coordination and the availability of assessments and referrals to available medical, behavioral health, and mental health providers. And to complement direct services, the ERF-2-R proposal also enables the implementation of an on-the-job training program as well as increases the total amount of rental assistance and client flex funds available for clients. The prospect of securing and sustaining interim and permanent housing options for ERF clients is also benefited through investments of ERF-2-R grant funds in the form of operating subsidies or construction financing to three projects in the local Coordinated Entry System. Below, Table 2 outlines the proposed allocations of ERF-2-R grant funds.

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Table 2 – Anticipated Activities, Contractors, and Allocations of ERF-2-R Grant Funds Client case management and transportation coordination - • Kings Tulare Continuum of Care: $149,442 for two full-time employees and operating costs
Job Training and on-the-job experience program for 10 clients – • Community Services and Employment Training, Inc.: $237,502 for staffing and operating costs
Outreach and delivery of food and palliative supplies - • Salt+Light Works: $307,548 for staffing, operating, client, and indirect costs.

Deployment of a mobile shower and hygiene service -
• Clean the World Foundation, Inc.: $272,664 for staffing, operating, and indirect costs.

Engagement from Tulare County Health and Human Services Agency’s Homeless Multi-Disciplinary Team –
• Tulare County Health and Human Services Agency: $31,200 Investment of capital operating subsidies to Madson Gardens project - • RH Community Builders: $788,407 for reservation of 15 permanent supportive housing units over five years
Investment of capital operating subsidies to Eden House project - • Self-Help Enterprises: $990,908 for reservation of 8 transitional beds over three years
Development of interim housing at the City’s emergency shelter complex – • Engineering Department: $1,289,200 for site improvement, construction, and installation costs of sixteen (16) 100 square foot units Housing and Stability Assistance for 52 additional clients - • Deposit and 12-months of rental subsidies: $414,406
• Client ‘flex’ fund: $104,000
Provision and servicing of waste and hygiene facilities – • Sierra Sanitation’s portable restrooms and sinks: $74,520 • Public Works Department’s six-yard waste bins and other trash mitigation:
$41,040
Project Oversight and Grant Administration –
• Housing and Grants Division - $32,832
Note(s)
• The above list is not exhaustive of all the proposed uses of ERF-2-R grant fuds. The remaining $88,917 involves expenses for training, contractor and client transportation, contractor supplies, and other professional services under the minor contract threshold.
• About 72 percent of ERF-2-R grant funds address emergency, interim, and/or permanent housing options for clients.

The resolution presented by the Housing and Grants Division accounts for activities and uses of funds subject to the City’s major contracts procurement policy. If approved as presented, then the Housing and Grants Division staff may proceed with establishing scopes of work, detailed budgets, program guidelines, reporting and evaluation standards, and other items with each organization. Given the specialized nature of the local homelessness services industry and the proposed ERF-2-R Tulare City Council Page 10
Agenda Memo - August 15, 2023
activities and investments separately, the Housing and Grants Division recommends use of a sole source procurement method to secure reliable services and facilitate a timely start of ERF-2-R project activities. The attached ERF-2-R application document and standardized budget template offer further details on the ERF project’s objectives, focus population, network of services, housing pathways, and anticipated costs previously evaluated and awarded by Cal ICH.

Fiscal Impact & Funding Source(s): Encampment Resolution Funding Grant (Fund 071).

Legal Review: This item does not require legal review.

Alternative Action: 1) Approve with changes - City Council may withhold approval of the proposed allocations of the City’s ERF-2-R grant award, all or several, and provide direction to City staff develop different activities and allocations of grant funds for review at a future council meeting; 2) Deny - Reject the proposed activities and allocations and identify a different iteration of activities and obligation of ERF-2-R grant funds for City staff to present to the state Cal ICH and City Council for approval at a future time; 3) Table - Reschedule consideration of this item to a future City Council meeting.

8. 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.

8.1 Sidewalk & Stationary Mobile Vendor Siting Requirements Ordinance Revisions. [Time Estimate: 8:10-8:40 p.m.]
Recommended Action: Pass-to-print an ordinance providing for adoption of revisions to Chapter 10.180 of the Tulare Municipal Code, as described herein. [M. Anaya] Summary: On November 1, 2022, staff presented an informational item for City Council consideration, and for direction to staff on any requested changes to the existing ordinance regarding permitting requirements and siting criteria for sidewalk vendors and stationary mobile food vendors. The majority of the City Council recommended that staff bring back recommended revisions to the City ordinance, specifically regarding the siting requirements for these vendors, to determine what the right distance requirements should be from establishments that have an ABC (State Bureau of Alcoholic Beverage Control) license for consumption on site, and distance from other permitted vendors. Staff believe the proposed revisions allow for more vendors to be permitted legally in the City, based on revised criteria, while also maintaining controls to mitigate potential issues that occurred in the past, particularly near bar and nightclub locations.

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• If a business with an on-site consumption ABC license is open between 10:00pm-6:00am, the sidewalk or stationary mobile food vendor will need on-site parking lot security. In addition, sidewalk or stationary mobile vendors will not be allowed to operate past 10:00pm in this scenario when adjacent to residential properties.
• Revisions to TMC 10.180.070(H) to specify 300 feet separation between stationary sidewalk and stationary mobile vendors is measured from vendor to vendor and not property line to property line.

Fiscal Impact & Funding Source(s): There is no fiscal impact associated with this action.

Legal Review: The proposed ordinance revisions are considered minor and did not require City Attorney review.

Alternative Action: 1) Approve with changes; 2) Deny; 3) Table. If the ordinance is denied or tabled, it will affect the City’s ability to address the concerns raised by property owners and vendors, and as directed by Council, to make modifications to this Municipal Code chapter that would increase flexibility with siting requirements, while still maintaining standards to protect public safety, health, and general welfare.

9. 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.

9.1 Tulare Parks and Recreation Master Plan and Needs Assessment. [Time Estimate:
8:40-9:10 p.m.]
Recommended Action: Receive the second presentation of the 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. Pros Consulting is a full-service management consulting and strategic master planning firm focusing on services to government agencies, with specialized experience in parks and recreation, national accreditation, open space planning, economic development, and marketing and branding.

The City and Pros Consulting have had numerous staff meetings, public meetings, focus group discussions, and completed a community wide survey. In addition, City Staff were tasked and completed worksheets that evaluated all aspects of Parks and Recreation Department. In turn, Pros Consulting took our data and compared our Community Services Department with other agencies across the nation and created a plan for our department moving forward.

Tulare City Council Page 12
Agenda Memo - August 15, 2023
At the Thursday May 25, 2023, Tulare Parks and Recreation Commission meeting, the Commission reviewed and received the Tulare Parks and Recreation Master Plan and Needs Assessment by Pros Consulting and recommended that the Tulare City Council approve the Tulare Parks and Recreation Master Plan and Needs Assessment.

On June 20, 2023, City Council heard the first presentation of the Tulare Parks and Recreation Master Plan and Needs Assessment by Pros Consulting. Michael Svetz from Pros Consulting will give a second presentation of 2023 Tulare Parks and Recreation Master Plan and Needs Assessment. Pros Consulting has added the inclusion of Energy Services proved by Engie in the sustainable capital improvement category to the Tulare Parks and Recreation Master Plan and Needs Assessment.

The complete Tulare Parks and Recreation Master Plan and Needs Assessment is included as Attachment 1 of this staff report for City Council review.

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.

9.2 Voting Delegate Selection for Annual League Conference. [Time Estimate: 9:10-9:20 p.m.]
Recommended Action: Select Voting Delegate and Alternate for the League of California Cities Annual Conference at the General Assembly on Friday, September 22, 2023, and authorize the city clerk to execute the delegate form. [M. Hermann] Summary: The Annual League Conference is scheduled for September 20-22, 2023, in Sacramento. Councilmember Sigala and Councilmember Mederos are attending.

In order to vote on resolutions and/or other matters during the General Assembly on Friday, September 22, the Council must designate a voting delegate. The Council may also appoint up to two alternate voting delegates. The League of California Cities advises Council action no later than August 28, 2023.

This year, the League of California Cities did not receive resolutions to be considered at the Annual Conference; however, a petitioned resolution can still be submitted during the Annual Conference and would need to be considered and voted on during the General Assembly.

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.

10. FUTURE AGENDA ITEMS - NONE SUBMITTED [Time Estimate: 9:20-9:20 p.m.] Tulare City Council Page 13
Agenda Memo - August 15, 2023

11. STAFF UPDATES [Time Estimate: 9:20-9:25 p.m.]

12. RECESS TO CLOSED SESSION TO DISCUSS THE FOLLOWING [Time Estimate: 9:25-10:00 p.m.]

13. RECONVENE FROM CLOSED SESSION

14. CLOSED SESSION REPORT - This is the time for Council to publicly report specified closed session action and the vote taken on those actions, if any.

15. ADJOURNMENT
The next regularly scheduled meeting of the Tulare City Council is Tuesday, September 5, 2023, at 7:00 p.m. in the Council Chamber, 491 North M Street, Tulare.

City of Tulare Page 1

CITY OF TULARE

CITY COUNCIL MEETING MINUTES
Council Chamber
491 North M Street, Tulare
Tuesday, August 1, 2023
6:15 p.m. - Special Meeting
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: City Manager Marc Mondell; City Attorney Mario Zamora; Chief Deputy City Clerk Melissa Hermann; Chief Financial Officer Diego Ibañez; City Engineer Michael Miller; Public Works Director Trisha Whitfield; Assistant Community
Services Director Brian Beck; Police Chief Fred Ynclan; Fire Chief Michael Ott; Human Resources Director Janice Avila; Community Development Director Mario Anaya; Chief
Technology Officer Jason Bowling; Safety, Compliance &
Facilities Officer Manny Correa
The special meeting scheduled for 6:15 p.m. was canceled prior to the start of the meeting. Items listed under the special meeting were not acted upon.

1. CALL TO ORDER SPECIAL MEETING

2. PUBLIC COMMENT PERTAINING TO CLOSED SESSION ITEMS

3. RECESS TO CLOSED SESSION TO DISCUSS THE FOLLOWING ITEMS

3.1 Conference with Labor Negotiators (Government Code § 54957.6) Agency Representatives: Mario Zamora, Marc Mondell, Janice Avila, Michael Ott
Employee Organization: Tulare Professional Fire Fighter Association - NonManagement; Tulare Professional Fire Fighter Association - Management

4. RECONVENE FROM CLOSED SESSION

5. CLOSED SESSION REPORT

6. ADJOURNMENT OF SPECIAL MEETING

7. CALL TO ORDER REGULAR MEETING
Mayor Sayre called the regular meeting of the City Council to order at 7:00 p.m. in the Council Chamber located at 491 North M Street.

Item #: 7.2
Consent
City Council Meeting Minutes August 1, 2023
City of Tulare Page 2

8. PLEDGE OF ALLEGIANCE AND INVOCATION
Vice Mayor Isherwood led the Pledge of Allegiance, and an invocation was given by Pastor Dennis Sunderland of Tulare Bethel Church.

9. PRESENTATIONS

9.1 Adventist Health Tulare Update. A presentation was not given at this time and will be scheduled for a future meeting.

10. PUBLIC COMMENTS
The following provided public comment: Lonnie Lopez stating objection to placing a fence around Prosperity Sports Park.

11. COMMUNICATIONS
City Manager Marc Mondell advised there were no communications.

12. COUNCIL REPORTS AND ITEMS OF INTEREST
Council reported out on recent events and discussed items of interest.

13. CONSENT CALENDAR
It was moved by Councilmember Mederos, seconded by Councilmember Harrell, and unanimously carried to approve the items on the Consent Calendar as presented.

13.1 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.

13.2 Special and/or Regular Meeting Minutes of July 18, 2023.

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

13.3 Notice of Completion – EN0090 Sequoia-Spruce Tracts Improvements Project.

Recommended Action: Accept as complete the contract with 99 Pipeline, Inc. of Porterville, CA for work on Project EN0090 – Sequoia-Spruce Tracts Improvements, a street and utility improvement project on Spruce St., between Bardsley Avenue and Tulare Avenue; authorize the City Engineer to sign the Notice of Completion; and direct the City Clerk to file the Notice of Completion with the Tulare County Recorder’s Office. [M. Miller]

13.4 Construction Contract for Project No. PK0038 – Prosperity Sports Park Basketball Courts.

Recommended Action: [M. Miller] Award and authorize the City Manager to sign contracts related to City Project PK0038, a project to construct two basketball courts at Prosperity Sports Park; authorize the City Manager or designee to approve contract change orders in an amount not to exceed 10% of each contract amount; and approve the revised budget.

1. Contractor Todd Companies of Visalia, CA $ 317,250.00 City Council Meeting Minutes August 1, 2023
City of Tulare Page 3

2. Construction
Surveying
Guida Surveying, Inc. of Fresno,
CA $ 12,100.00

3. Labor Compliance
Monitoring
Labor Consultants of California
of Hanford, CA $ 5,100.00

4. Materials Testing CTL of Exeter, CA $ 8,930.00

13.5 Asphalt Contract with Deer Creek.

Recommended Action: Award and authorize the City Manager to sign a contract with Jaxon Enterprises, DBA Deer Creek Asphalt (Deer Creek), of Redding, CA in the amount of $54.75/ton for 3/8” Plant Run Cold Mix with Oil, $54/ton for ½” Plant Run Cold Mix with Oil and $60.00/ton for ½” Hot Asphalt Concrete, subject to minor conforming or clarifying changes acceptable to the City Attorney. [T. Whitfield]

13.6 Veterinary Services Agreement.

Recommended Action: Approve a three-year agreement for veterinary services with Valley Veterinary Services for an amount not to exceed $2,500 per month. [M. Machado]

14. PUBLIC HEARINGS

14.1 Placing Public Improvement Loans on Tax Roll.

Recommended Action: Adopt a resolution placing costs associated with connection of existing improved properties to the City’s water and/or wastewater systems, and/or the construction of sidewalks, gutters, pavement, driveways, and curbs on existing improved properties within the City on property tax rolls in installments.

Presented By: Chief Financial Officer Diego Ibañez
Public Comment: The public hearing was opened at 7:19 p.m. Receiving no public comments, the public hearing was closed at 7:20 p.m.

Council Action: It was moved by Councilmember Mederos, seconded by Councilmember Sigala, and unanimously carried to approve the item as presented.

14.2 First Reading of Quimby Act Ordinance.

Recommended Action: Pass-to-print an ordinance providing for adoption of the proposed Quimby Act Ordinance, to be added as Chapter 8.26 of the Tulare Municipal Code, and implementation of the provisions of the Quimby Act as described herein.

Presented By: Community Development Director Mario Anaya Public Comment: The public hearing was opened at 7:49 p.m. Lonnie Lopez provided comment supporting the Quimby Act Ordinance, but not putting fences around parks. Receiving no further comments, the public hearing was closed at 7:51 p.m.

Council Action: It was moved by Councilmember Mederos, seconded by Councilmember Sigala, and unanimously carried to pass-to-print an ordinance providing for adoption of the proposed Quimby Act Ordinance, to be added as Chapter 8.26 of the Tulare Municipal Code, and implementation of the provisions of the Quimby Act as described herein subject to the modifications as discussed City Council Meeting Minutes August 1, 2023
City of Tulare Page 4
during the course of the hearing as it relates to the aspirations of the Council to have four acres or above as indicated in the Quimby Act recognizing that the City is restricted until at the point where it can do so by law.

15. GENERAL BUSINESS

15.1 First Reading of Street Racing and Spectator Ordinance.

Recommended Action: Pass-to-print an ordinance adding Chapter 32 of Title 6 of the Tulare Municipal Code related to street racing.

Presented By: Police Chief Fred Ynclan
Public Comment: None
Council Action: It was moved by Councilmember Sigala, seconded by Councilmember Harrell, and unanimously carried to approve the item as presented.

15.2 Women’s Clubhouse Repairs.

Recommended Action: Provide direction on the Women’s Clubhouse repairs.

Presented By: Safety, Compliance & Facilities Officer Manny Correa Public Comment: None
Council Action: It was moved by Vice Mayor Isherwood, seconded by Mayor Sayre, and unanimously carried to direct staff to bring back the contracts for the roof repair and weatherization identifying possible funding sources at that time. It was the consensus of Council to direct staff to conduct a letter writing campaign to the Union Pacific Railroad regarding selling the property where the Women’s Clubhouse is located to the City.

16. FUTURE AGENDA ITEMS

16.1 Discuss Feasibility of Cultural Arts Center in Downtown.

Recommended Action: Review and provide direction to either add to a future agenda or not. [Councilmember Harrell]
Council Action: It was the consensus of Council to have staff add this item to a future agenda.

17. STAFF UPDATES
Staff provided updates on department activities.

18. ADJOURNMENT
The regular meeting was adjourned at 8:58 p.m.

Approved by Council: August 15, 2023

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
__________________________________
By Melissa Hermann, Chief Deputy City Clerk
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Police Department
Submitted by: Captain Jerod Boatman
Agenda Title: Second Reading and Adoption of Street Racing and Spectator Ordinance

RECOMMENDED ACTION
Adopt Ordinance 2023-06 adding Chapter 32 of Title 6 of the Tulare Municipal Code related to street racing.

SUMMARY
During recent years, the Tulare Police Department has noticed a significant rise in reckless driving and speed contest related calls for service. It is not uncommon for these calls for service to include traffic accidents, which have resulted in injury and/or significant property damage. With the growing popularity of street racing and side-show events being promoted through various social media platforms, we are now experiencing organized events of this nature within the City of Tulare. These events have resulted in hundreds of vehicles and spectators congregating in business parking lots within the City of Tulare. Recently the Tulare Police Department has learned that many of these vehicles and spectators come from other cities, some as far as Northern California and/or Southern California. These events routinely transition to public roadways, where the participants drag race and display exhibitions of speed (side-shows) for the purposes of social media video posts. These events pose a great risk to public safety, and negatively affect the quality of life of nearby residents. Ordinances such as this have proven effective in minimizing the amount of participation and promotion of these dangerous events.

On August 1, 2023, the Council unanimously passed-to-print the proposed ordinance as is.

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

LEGAL REVIEW
This item has been reviewed by legal and has been approved for submission.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Ordinance 2023-06
Reviewed/Approved:

Item #: 7.3
Consent

7.3 Consent Page 1
ORDINANCE 2023-06

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TULARE
ADDING CHAPTER 32 OF TITLE 6 OF THE CITY OF TULARE MUNICIPAL CODE WHEREAS, the City Council of the City of Tulare, a Charter city under California law, finds the need to add Chapter 32 of Title 6 of the City of Tulare Municipal Code related to street racing; and
WHEREAS, the purpose of the revisions of this Ordinance is to implement violations and consequences to those found to be involved in street racing within the City of Tulare.

NOW, THEREFORE, be it ordained by the Council of the City of Tulare as follows:

SECTION 1. Chapter 32 of Title 6 of the City of Tulare Municipal Code is hereby adopted as follows:

CHAPTER 6.32

STREET RACES AND RECKLESS DRIVING EXHIBITIONS PROHIBITED § 6.32.010 Purpose.

The Tulare City Council finds and declares that pursuant to California Vehicle Code sections 23103, et seq., and 23109, et seq., motor vehicle speed contests, reckless driving, exhibitions of speed conducted on public streets and highways, and reckless driving conducted on public streets, highways, and off-street parking facilities, are illegal under California law. Motor vehicle speed contests and exhibitions of speed are more commonly referred to as street races. Common acts of reckless driving often occur during, or when preparations are being made for, such illegal street races. This includes pre-race events referred to as "sideshows" or motorcycle "stunting" in which groups of people block streets and sidewalks to form sideshow or stunt areas in conjunction with street races. Streets and off-street parking facilities within the City of Tulare have been the site(s) of continued and escalating illegal street races, sideshows, and motorcycle stunting over the past several years.

Street races, sideshows, and motorcycle stunting pose an immediate threat to the health and safety of the public, interfere with pedestrian and vehicular traffic, create a public nuisance, and inhibit private business owners from enjoying the use of their property within the City of Tulare. Groups of racers, sideshow participants, stunters, and spectators gather on the streets and in off-street parking facilities late at night and in the early morning hours. Among other things, these groups block traffic on the streets and sidewalks in order to form a racetrack, "sideshow," or stunt area, place bets and wagers, and otherwise encourage, aid and abet the street racing process.

Illegal street racers accelerate to high speeds without regard to oncoming traffic, pedestrians, or other vehicles. The racers drive quickly from street to street, race for

7.3 Consent Page 2 ATTACHMENT 1
ORDINANCE 2023-06

Page 2 ends

several hours, and then move to different locations upon the arrival of police.

Participants in these illegal activities use cell phones, police scanners, and other electronic devices to communicate with each other in order to avoid arrest. Social media and other websites are used to provide information on where to race and how to avoid detection and prosecution. These activities have resulted in an increase in traffic accidents, property crimes, and calls for police service. Illegal street racing, sideshows, and motorcycle stunting attract many spectators, and the presence of spectators at these events encourages street racing to continue and creates an environment in which illegal activities can flourish.

This chapter makes it a violation of the City of Tulare Municipal Code to participate in a street race or reckless driving exhibition on or in a public highway or off-street parking facility. This chapter also makes it a violation of the City of Tulare Municipal Code to be a spectator at, otherwise encourage, aid and abet the street racing process, or be present when preparations are being made for, a street race or reckless driving exhibition. This chapter further provides that evidence of specified prior acts are admissible as evidence to show the propensity of a criminal defendant to be present at or attend illegal street races or reckless driving exhibitions, if the prior act(s) occurred within three (3) years of the presently charged offense. This chapter is adopted to prohibit spectators at illegal street races and reckless driving exhibitions in order to significantly decrease this criminal activity. It targets a clear, limited population and gives proper notice to citizens as to which activities are unlawful. § 6.32.020 Definitions.

For purposes of this section:
"Street race" or "street racing" means any speed contest or exhibition of speed referred to in California Vehicle Code section 23109, as it may be amended from time to time. "Reckless driving exhibition" means any exhibition of reckless driving referred to in California Vehicle Code section 23103, as it may be amended from time to time. "Off-street parking facility" has the same meaning as set forth in subdivision (c) of California Vehicle Code section 12500, as it may be amended from time to time, and includes any public or private parking facility open and accessible to members of the public.
"Spectator" means any person who is present at a street race or reckless driving exhibition, or the site of the preparations for either of these activities, for the purpose of viewing, observing, watching, or witnessing the event as it progresses. A spectator includes any person at the location of the event without regard to the means by which the person arrived.

A person is "present" at a street race or reckless driving exhibition if that person is within two hundred (200) feet of the location of the street race or reckless driving exhibition, or within two hundred (200) feet of the site of the preparations for either of these activities.

7.3 Consent Page 3
ORDINANCE 2023-06

Page 3 ends

"Preparations" for any street race or reckless driving exhibition include, but are not limited to, any of the following acts done for the purpose of a street race or reckless driving exhibition:
(A) One (1) or more motor vehicles and persons have arrived at a predetermined location on a public street or highway or in an off-street parking facility; (B) One (1) or more persons have gathered on, or adjacent to, a public street or highway;
(C) One (1) or more persons have gathered in an off-street parking facility; (D) One (1) or more persons have gathered for a sideshow, motorcycle stunting or other exhibition in conjunction with a street race or reckless driving exhibition; (E) One (1) or more persons have impeded the public use of a public street, highway, or off-street parking facility by acts, words or physical barriers; (F) One (1) or more motor vehicles have lined up on a public street, highway, or off-street parking facility with motors running;
(G) One (1) or more drivers is revving a motor vehicle's engine or causing the motor vehicle's tires to spin; or
(H) A person is standing or sitting in a location for the purpose of acting as a race starter.
§ 6.32.030 Street Races and Reckless Driving Exhibitions Prohibited.

It shall be unlawful for any person to engage in, or to aid and abet, any street race or reckless driving exhibition conducted on a public street or highway or in an off-street parking facility. A violation of this section may be punishable as a misdemeanor or an infraction in the discretion of the City of Tulare Attorney. § 6.32.040 Spectators at Street Races and Reckless Driving Exhibitions Prohibited.

It shall be unlawful for any person to be knowingly present as a spectator at a street race or reckless driving exhibition conducted on a public street or highway or in an offstreet parking facility.

It shall be unlawful for any person to be knowingly present as a spectator where preparations are being made for a street race or reckless driving exhibition conducted on a public street or highway or in an offstreet parking facility.

A violation of this section may be punishable as a misdemeanor or an infraction at the discretion of the City Attorney.

Nothing in this section prohibits peace officers or their agents who are acting in the course of their official duties from being spectators at a street race or reckless driving exhibition and/or spectators at the location of preparations for either of these activities.

7.3 Consent Page 4
ORDINANCE 2023-06

Page 4 ends

§ 6.32.050 Proving a Violation—Spectators at Street Races or Reckless Driving Exhibitions.

Notwithstanding any other provision of law, to prove a violation of this Chapter, the following may be considered to show motive, opportunity, intent, preparation, plan, knowledge, identity, absence of mistake or accident:
(A) That the person charged has previously participated in or been a spectator at a street race or reckless driving exhibition;
(B) That the person charged has previously aided and abetted street racing or a reckless driving exhibition;
(C) That the person charged has previously attended a street race or reckless driving exhibition;
(D) That the person charged was previously present at a location where preparations were being made for a street race or reckless driving exhibition, or where a street race or reckless driving exhibition was in progress; or (E) To the fullest extent permissible by law, evidence of prior act(s) may be admissible to show the plan, opportunity, intent, knowledge, identity and/or propensity of the person charged to be present at a street race or a reckless driving exhibition if the prior act(s) occurred within three (3) years of the presently charged offense. The prior act(s) may also be admissible to show that, in the absence of a mistake or accident, the person charged had knowledge that a street race or reckless driving exhibition was taking place.

In addition to the circumstances set out herein, and notwithstanding any other provision of law, to prove a violation of this chapter, admissible evidence may also include, but is not limited to, any of the following:
(A) The time of day;
(B) The nature and description of the scene, including the number and configuration of traffic lanes;
(C) The number of people at the scene;
(D) The location of the person charged in relation to any person or group of persons present at the scene;
(E) The number and types of motor vehicles at the scene; (F) That the motor vehicles at the scene have been modified or altered to increase power, handling, or visual appeal;
(G) That the person charged drove or was transported to the scene; or (H) That the person charged admitted to being a spectator at a street race or reckless driving exhibition.

As used herein, "scene" means the location of a street race or reckless driving exhibition or the location of the preparations for a street race or reckless driving exhibition.

SECTION 2. If any provision of the Tulare Municipal Code or Title of the Ordinance Code of the City of Tulare, whether approved or adopted prior to or

7.3 Consent Page 5
ORDINANCE 2023-06

Page 5 ends

subsequent to Chapter 32 of Title 6 are in conflict therewith, these provisions of Chapter 32 of Title 6 shall govern.

SECTION 3. If any section, subsection, sentence, clause, or phrase of this ordinance is, for any reason, held to be invalid or unconstitutional, such decision shall not affect the validity of the other remaining portions of this ordinance. The City Council hereby declares that it would have passed this ordinance and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, or phrases be declared invalid or unconstitutional.

SECTION 4. Pursuant to Section 15 of the Charter of the City of Tulare, it is ordered that a summary of this ordinance be issued in a daily newspaper of general circulation in the City of Tulare for one day and that the ordinance be available in at least one public place at the City offices. This ordinance shall be in full force and effect 30 days from and after the date of its adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare on the 15th day of August 2023.

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
By Melissa Hermann, Chief Deputy City Clerk

7.3 Consent Page 6
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Community Development - Planning
Submitted by: Mario Anaya, Community Development Director Agenda Title: Second Reading and Adoption of Quimby Act Ordinance

RECOMMENDED ACTION
Adopt Ordinance 2023-07, the Quimby Act Ordinance, adding Chapter 8.26 to the Tulare Municipal Code, and implementing the provisions of the Quimby Act as described herein.

SUMMARY
Government Code Section 66477 (also known as the "Quimby Act") authorizes the legislative body of a city to, by ordinance, require the dedication of land or payment of fees in lieu thereof ("Quimby Fees"), or a combination of both, for park and recreational purposes as a condition to the approval of any tentative map. On October 7, 2014, the Tulare City Council adopted a comprehensive General Plan for the City which includes an Open Space and Conservation Element. The City’s Open Space and Conservation Element contemplates the City will adopt an ordinance pursuant to the Quimby Act (Implementation Measure COS-131) and provides policies and standards for parks and recreational facilities the dedication and fee requirements will ultimately provide.

As set forth in more detail in the Open Space and Conservation Element of the City's General Plan and the Parks Master Plan, the recommended level of service and goal of the City is to provide four acres of developed park area per 1,000 City residents. The amount of existing park area in the City is currently below four acres of park area per 1,000 City residents. As such, the City Council has determined that there is a current and immediate need to create a new Chapter 8.26 to the Tulare Municipal Code. The enactment of this Chapter prevents new residential development from significantly further reducing the quality and availability of public services provided to residents of the City by requiring new residential development to contribute to the cost of expanding the availability of park and recreational facilities and amenities in the City.

Item #: 7.4
Consent

7.4 Consent Page 1
The proposed Quimby Act Ordinance was presented to the Parks and Recreation Commission at their meeting on June 13, 2023. The Parks and Recreation Commission unanimously approved recommending the proposed Ordinance be scheduled for a public hearing held by the Planning Commission. The Planning Commission held a public hearing on this proposed Quimby Act Ordinance at their meeting on July 10, 2023. The Planning Commission recommended 4 to 1 for City Council to approve and adopt the proposed Quimby Act Ordinance.

On August 1, the City Council held a public hearing on the proposed ordinance. There were no comments received in objection to the ordinance. Council unanimously passed-to-print the ordinance as is.

FISCAL IMPACT & FUNDING SOURCE(S)
The Quimby Fees collected under this proposed Ordinance will be allocated for the purpose of developing new or rehabilitating existing park and recreational facilities to serve the residential development for which the dedication and fee requirements are imposed.

LEGAL REVIEW
The proposed ordinance was reviewed by legal counsel and revised based on the City Attorney’s comments.

ENVIRONMENTAL
The proposed Quimby Act Ordinance is exempt from Environmental Review under the California Environmental Quality Act (CEQA), pursuant to Sections 15162 (Subsequent EIRs and Negative Declarations) and 15168(c)(2) (Program EIR Use with Later Activities).

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
If the ordinance is denied or tabled, it will affect the City’s ability to require the dedication of land or payment of fees in lieu thereof ("Quimby Fees"), or a combination of both, for park and recreational purposes as a condition to the approval of any residential tentative map.

ATTACHMENTS

1. Ordinance 2023-07
Reviewed/Approved:

7.4 Consent Page 2
ORDINANCE 2023-07

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TULARE

TO CREATE THE DEDICATION OF LAND OR THE PAYMENT OF FEES IN LIEU

THEREOF, OR A COMBINATION OF BOTH, FOR PARK AND RECREATIONAL

PURPOSES AS A CONDITION OF APPROVAL FOR RESIDENTIAL DEVELOPMENT

PROJECTS REQUIRING A TENTATIVE MAP OR PARCEL MAP, PURSUANT TO

THE QUIMBY ACT
WHEREAS, Government Code Section 66477 (also known as the "Quimby Act") authorizes the legislative body of a city to, by ordinance, require the dedication of land or payment of fees in lieu thereof ("Quimby Fees"), or a combination of both, for park and recreational purposes as a condition to the approval of any tentative map; and
WHEREAS, on April 5, 1888, the City of Tulare (the "City") incorporated, becoming the local government authority for the City's corporate boundaries; and WHEREAS, to ensure the City's parkland dedication and Quimby Fee requirements continue to be consistent with recent amendments to state law, including the Quimby Act, the City Council has determined that there is a current and immediate need to create a new Chapter 8.26 to the Tulare Municipal Code, as identified in Exhibit "A" attached to this Ordinance and incorporated herein by this reference; and
WHEREAS, the Code (DCA 2014-219) (adding Chapter 8.26 to the Tulare Municipal Code) will require developers to improve and dedicate land for park and recreational purposes, or pay Quimby Fees, or a combination of both, as a condition to the approval of a residential development project requiring a tentative tract map or parcel map; and
WHEREAS, an ordinance imposing parkland dedication and Quimby Fee requirements pursuant to the Quimby Act must include definite standards for determining the proportion of subdivision to be dedicated and the amount of any Quimby Fees based upon a ratio of residential density (i.e., the number of people expected to reside in the subdivision) to acreage (i.e., the area of the subdivision); and
WHEREAS, the Code contains definite standards for determining the proportion of a subdivision to be dedicated for parks and recreational facilities and the amount of any Quimby Fees; and
WHEREAS, prior to imposing parkland dedication and Quimby Fee requirements pursuant to the Quimby Act, the legislative body of a city must adopt a general plan or specific plan containing policies and standards for the parks and recreational facilities the dedication and fee requirements will ultimately provide; and

7.4 Consent Page 3 ATTACHMENT 1
ORDINANCE 2023-07

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WHEREAS, on October 7, 2014, the City Council adopted a comprehensive General Plan for the City which includes an Open Space and Conservation Element that contemplates the City will adopt an ordinance pursuant to the Quimby Act (Implementation Measure COS-13) and provides policies and standards for parks and recreational facilities the dedication and fee requirements will ultimately provide; and WHEREAS, pursuant to Section 15168(c)(2) of Title 14 of the California Code of Regulations, this proposed Code Amendment does not require additional review under the California Environmental Quality Act, Public Resources Code Section 21000 et seq. ("CEQA") because the proposed amendments to the Municipal Code are within the scope of the project covered by the Environmental Impact Report for the City's General Plan (State Clearinghouse No. 2012071033) and no subsequent environmental impact report is required per Section 15162 of the California Environmental Quality Act; and
WHEREAS, on June 13, 2023, at a regularly scheduled meeting of the Parks and Recreation Commission, the Parks and Recreation Commission received the staff presentation and staff report materials concerning this Code Amendment, before recommending a public hearing concerning the proposed Code Amendment be scheduled with the City’s Planning Commission to receive public testimony and appraise all relevant information pertaining thereto, as related to this Code Amendment and its applicability to parcel and subdivision maps in the City; and WHEREAS, on July 10, 2023, the Planning Commission held a duly noticed public hearing to receive public testimony on this proposed Code Amendment and to appraise all relevant information pertaining thereto, and after considering all relevant public testimony as well as all materials in the staff report and accompanying documents, the Planning Commission recommended to the City Council approval of this proposed Code Amendment and recommended that the Council find that this proposed Code Amendment does not require further environmental review under CEQA; and
WHEREAS, on August 1, 2023, the City Council held a duly noticed public hearing to receive public testimony on the proposed Code Amendment and to appraise all relevant information pertaining thereto, and considered all public testimony as well as all materials in the staff report and accompanying documents.

NOW, THEREFORE, be it ordained by the Council of the City of Tulare as follows:

SECTION 1. Recitals. The above recitals are true and correct and incorporated.

SECTION 2. Title. This Ordinance shall be known as the "Quimby Act Ordinance."

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SECTION 3. The City Council has read and considered the proposed amendments to Title 8 of the Tulare Municipal Code (Public Ways and Property) referred to herein as "Code Amendment" as set forth in Exhibit "A".

SECTION 4. Findings. After considering this proposed Code Amendment, the recommendations of the Parks and Recreation Commission, the Planning Commission, staff recommendations, public testimony and correspondence, and reports thereon, the City Council hereby makes the following findings:

1. The proposed amendments to the Municipal Code are consistent with the Quimby Act (Government Code§ 66477) because:
a. The parkland dedication and Quimby Fee requirements only apply to residential developments that require the approval of a tentative map or parcel map;
b. The proposed amendments to the Municipal Code contain definite standards for determining the proportion of a subdivision to be dedicated for parks and recreational facilities and the amount of any Quimby Fees;
c. The Open Space and Conservation Element of the City's General Plan, the Parks Master Plan, and the Municipal Code provide direction for parks and recreational facilities the dedication and fee requirements will ultimately provide;
d. Unless the City complies with the findings and public hearing requirements set forth at Government Code Section
66477(a)(3)(B), the land, fees, or combination thereof will only be used for the purpose of developing new or rehabilitating existing park and recreational facilities to serve the residential development for which the dedication and fee requirements are imposed; e. There is a reasonable relationship between the amount and location of land to be dedicated and/or fees to be paid and the use of the park and recreational facilities provided by that land and/or those fees by the future inhabitants of the residential development for which the dedication and fee requirements were imposed; f. As set forth in more detail in the Open Space and Conservation Element of the City's General Plan and the Parks Master Plan, the recommended level of service and goal of the City is to provide four acres of developed park area per 1,000 City residents;
g. The Quimby Act authorizes the City to require developers to provide up to five acres of park area (and/or Quimby Fees) per 1,000 residents if the current existing service level of park area exceeds four acres per 1,000 residents, or no more than three

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acres per 1,000 residents if the current existing service level of developed park area is less than four acres per 1,000 residents; and thus, the parkland dedication and Quimby Fee requirements in the proposed amendments to the Municipal Code do not exceed this limit; and
h. It is in the public interest, convenience, health, welfare and safety to require between three to four acres of park area (and/or Quimby Fees) per 1,000 subdivision residents, with this amount determined by the existing service level at the time of application for a tentative map or parcel map);
i. The dedication of park area and/or payment of Quimby Fees are to be devoted to the development of pocket, neighborhood,
community, and regional parks as a condition of approval of a residential development requiring a tentative tract or parcel map.

2. The proposed amendments to the Municipal Code are consistent with the City's General Plan and, in particular, the Open Space and Conservation Element, which contemplates the City will adopt an ordinance pursuant to the Quimby Act requiring that developers set aside land, donate conservation easements, or pay fees for park improvements.

3. The City Council of the City of Tulare finds that the proposed Code Amendment is consistent with the requirements of the Tulare Municipal Code regarding the process of amending the Municipal Code.

4. Pursuant to 14 C.C.R. § 15168(c)(2), the proposed amendments to the Municipal Code do not require additional review under CEQA because the proposed amendments to the Municipal Code are within the scope of the project covered by the Environmental Impact Report for the City's General Plan (State Clearinghouse No. 2012071033) and no subsequent environmental impact report is required per Section 15162 of the California Environmental Quality Act.

SECTION 5. The City Council hereby accepts the recommendation of the Parks and Recreation Commission and of the Planning Commission.

SECTION 6. Chapter 8.26 to the Tulare Municipal Code. The City Council hereby adopts this Code Amendment, and Chapter 8.26 "Parkland Dedication or Quimby Fee Requirements for Residential Development Requiring a Tentative Map or Parcel Map" is hereby added to the Tulare Municipal Code as set forth in Exhibit "A." SECTION 7. Notice of Adoption. The City Clerk of the City of Tulare shall certify to the adoption of this Ordinance.

SECTION 8. Severability. If any section, subsection, sentence, clause, or phrase of this ordinance is, for any reason, held to be invalid or unconstitutional, such

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decision shall not affect the validity of the other remaining portions of this ordinance.

The City Council hereby declares that it would have passed this ordinance and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, or phrases be declared invalid or unconstitutional.

SECTION 9. Pursuant to Section 15 of the Charter of the City of Tulare, it is ordered that a summary of this ordinance be issued in a daily newspaper of general circulation in the City of Tulare for one day and that the ordinance be available in at least one public place at the City offices. This ordinance shall be in full force and effect 30 days from and after the date of its adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare on the 15th day of August 2023.

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
By Melissa Hermann, Chief Deputy City Clerk

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EXHIBIT A
Chapter 8.26 Parkland Dedication or Quimby Fee Requirements for Residential Development Requiring a Tentative Map or Parcel Map

8.26.010 Purpose and Findings

8.26.020 Authority

8.26.030 Definitions

8.26.040 Parkland Dedication Standard

8.26.050 Parkland Dedication and/or Quimby Fee Requirements

8.26.060 Formulas for Calculating Amount of Parkland Dedication and/or Quimby Fees

8.26.070 Public Improvements on Dedicated Parkland

8.26.080 Criteria for Requiring Combination of Parkland Dedication and Quimby Fees

8.26.090 Criteria for requiring Both Dedication and Quimby Fees

8.26.100 Procedure for Making Payment or Dedication

8.26.110 Procedure for Merchant Builders

8.26.120 Time for Constructing Improvements and Amenities

8.26.130 Developments Annexed to the City

8.26.140 Exception for Commercial and Industrial Developments

8.26.010 Purpose and Findings.

A. Purpose
This Chapter is adopted to implement the provisions of the Quimby Act, which authorize a city to require the dedication of land for park or recreation facilities, or payment of fees in-lieu thereof (or a combination of both), incident to and as a condition of approval for a tentative map or parcel map.

The park and recreational facilities for which dedication of land and/or payment of a fee in-lieu thereof is required by this Chapter are in accordance with the Open Space and Conservation Element of the General Plan of the City and shall supersede any previously adopted plan to the extent of any inconsistency.

The land, fees, or combination thereof that are dedicated pursuant to this Chapter are to be used only for the purposes of developing new or rehabilitating existing pocket, neighborhood, community, or regional park or recreational facilities to serve the subdivision that prompts the dedication, and the amount and location of land to be dedicated or the fees to be paid will bear a reasonable relationship to the use of the park and recreational facilities by future inhabitants of the subdivisions subject to this Chapter.

B. Findings
The amount of existing park area in the City is currently below four acres of park area per 1,000 City residents. The enactment of this Chapter prevents new residential development from significantly further reducing the quality and availability of public services provided to residents of the City by requiring new residential development to contribute to the cost of expanding the availability of park and recreational facilities and

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amenities in the City.

8.26.020 Authority.

This Chapter is enacted pursuant to the authority granted by the Quimby Act.

8.26.030 Definitions.

For the purposes of this Chapter, the terms and words identified below shall be defined as follows:

A. "Average Number of Persons Per Dwelling Unit" shall mean average number of persons per household in the City, based on the most recent data available in the form of the federal census. The most recent Average Number of Persons Per Dwelling Unit may be reflected in a City Council Resolution as determined by the Director, Community and Economic Development.

B. "City" shall mean the City of Tulare.

C. "Dwelling unit" shall include each single-family dwelling, multifamily dwelling, or each mobile home space designed to contain a mobile home trailer on a semi permanent or permanent basis. Single-family residential units, multifamily residential units, and mobile home units shall be defined according to the latest decennial U.S. or State of California Department of Finance census.

D. "Land Acquisition Cost Per Acre" shall mean the estimated per acre value of vacant residential land costs in the City as determined by the City Council based upon receipt sale records or appraisal. The most recent Land Acquisition Cost per Acre may be reflected in a City Council Resolution. If the subdivider objects to such a valuation, the subdivider, at its own expense, may obtain an appraisal of the property by a qualified appraiser approved by the City, whose appraisal may be accepted or rejected by the City Community and Economic Development Director.

E. "Merchant Builder" shall mean an individual, company, partnership, corporation, or similar entity that obtains land previously subdivided for the purpose of constructing new residential units upon the subdivided land.

F. "Number of Dwelling Units" shall mean the number of dwelling units as determined by the City based upon the number of units allowed pursuant to the standards of the City's Zoning Code or as otherwise specified by the City on the property included in the subdivision at the time the tentative map or parcel map is filed for approval.

G. "Park Development Agreement" shall mean an agreement entered pursuant to Section

8.26.130 of this Chapter.

H. "Quimby Act" shall mean Section 66477 of the California Government Code, as amended from time to time, or any successor statute.

I. "Quimby Fees" shall mean fees paid as a condition to the approval of a tentative map or parcel map pursuant to this Chapter and the Quimby Act in lieu of dedicating land to the City for park and recreational purposes.

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J. "Residential development" shall mean any development that creates new or increases the number of existing dwelling units on a property.

K. "Subdivision Map Act" shall mean Section 66410, et seq. of the California Government Code, as amended from time to time, or any successor statute.

8.26.040 Parkland Dedication Standard.

All standards for park dedication and improvement shall comply with the Quimby Act, the California Subdivision Map Act, the Parks Master Plan, and the Open Space and Conservation Element of the City's General Plan. The dedication and improvement of land and/or Quimby Fees for park or recreational purposes shall be at the rate of either three (3) or four (4) acres of park area (and/or Quimby Fees) per 1,000 subdivision residents, with this amount determined by the existing service level at the time of application for a tentative map or parcel map). If the existing service level of park area at the time of subdivision application exceeds four (4) acres per 1,000 residents, the rate will be four (4) acres per 1,000 residents. However, the rate will be three (3) acres per 1,000 residents if the existing service level of developed park area at the time of subdivision application is less than four (4) acres per 1,000 residents.

8.26.050 Parkland Dedication and/or In-Lieu Fee Requirements.

As a condition of approval of any tentative map or parcel map, the City shall require the dedication of land and/or improvements/amenities, or payment of a fee in-lieu thereof, or a combination of both, at the option of the City, for park or recreational purposes to serve the future residents of the subdivided property.

A. This requirement shall apply to all residential subdivisions, except those exempted by the Quimby Act.

B. Except as provided in subsection (C), below, if a proposed subdivision contains less than fifty (50) parcels, the subdivider shall not be required to dedicate any land for park and recreational purposes without his or her consent but may instead choose to pay a fee equivalent to the rate of four (4) acres per 1,000 residents, in accordance with Section 8.26.060(8), below.

C. When a condominium, stock cooperative, or community apartment project exceeds fifty (50) dwelling units, dedication of land may be required notwithstanding that the number of parcels may be less than fifty (50). Pursuant to Section 66477(e) of the California Government Code, these kinds of developments shall be eligible to receive a credit, as determined by the legislative body, against the amount of land required to be dedicated, or the amount of the fee imposed, pursuant to this section, for the value of private open space within the development which is usable for active recreational uses.

D. Notwithstanding the requirement in this Section that fees be used to serve the subdivision for which the fees were paid, fees may be used for the purpose of developing new or rehabilitating existing park or recreational facilities in a neighborhood other than the neighborhood in which the subdivision for which fees were paid as a condition to the approval of a tentative map or parcel map is located, if all of the following conditions are met:

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1. The neighborhood in which the fees are to be expended has fewer than three acres of park area per 1,000 members of the neighborhood population.

2. The neighborhood in which the subdivision for which the fees were paid has a park area per 1,000 members of the neighborhood population that meets or exceeds the ratio calculated pursuant to this chapter.

3. The City Council holds a public hearing before using the fees pursuant to this Chapter, and at that public hearing, makes a finding supported by evidence that it is reasonably foreseeable that future inhabitants of the subdivision for which the fee is imposed will use the proposed park and recreational facilities in the alternative neighborhood where the fees are spent.

4. The fees shall be used within the geographic boundaries of the City, so long as a reasonable relationship can be demonstrated between the location of the use of the fees and the subdivision for which the fees were paid.

5. The fees shall be used in a manner consistent with the Parks Master Plan and the Open Space and Conservation Element of the City's General Plan, as well as any policy, standard, principle or guideline adopted in accordance therewith.

8.26.060 Formulas for Calculating Amount of Parkland Dedication and/or Quimby Fees.

A. Formula for calculating the "Dedication of Land": Where the requirements of this Chapter are solely complied with on the basis of providing parkland, the minimum amount of land measured in acres to be provided shall be based on the existing level of service for developed park area per 1,000 residents as stipulated in Section

8.26.040 of this chapter:

Number of
Dwelling Units X
Average Number
of Persons per
Dwelling Unit
X
.003
(3 Acres per
1,000
Residents)
=
Number of
Acres to be
Dedicated
OR
Number of
Dwelling Units X
Average Number
of Persons per
Dwelling Unit
X
.004
(4 Acres per
1,000
Residents)
=
Number of
Acres to be
Dedicated
Whenever land is dedicated pursuant to this Chapter, the subdivider shall provide the public improvements, as set forth in Section 8.26.070 of this Chapter.

B. Formula for calculating the fee amount "Quimby Fees": Where the requirements of this Chapter are solely complied with on the basis of the payment of in-lieu fees, such fees shall be calculated, at either of the two ratios stipulated in Section 8.26.040 of this chapter, on a per residential unit basis, as follows:

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Number of
Dwelling
Units
X
Average
Number of
Persons per
Dwelling Unit
X
.003
(3 Acres
per 1,000
Residents)
X
Land
Acquisition
Cost per
Acre
=
Total
Quimby
Fee
OR
Number of
Dwelling
Units
X
Average
Number of
Persons per
Dwelling Unit
X
.004
(4 Acres
per 1,000
Residents)
X
Land
Acquisition
Cost per
Acre
=
Total
Quimby
Fee
The Land Acquisition Cost per Acre amount of the Quimby Fees may be adopted by Resolution of the City Council. The Council may adopt and/or revise the fee amount as often as on an annual basis.

C. Formula for calculating a combination of Dedicated Land and Quimby Fees: Where the requirements of this Chapter are complied with by both the provision of parkland and payment of Quimby Fees, the amount of the Quimby Fees shall be computed by determining the required amount of parkland in accordance with the provisions of subsection (A) and subtracting the amount of parkland actually provided. The remainder shall be converted to a fee in accordance with the provisions of subsection (B).

8.26.070 Public Improvements on Dedicated Parkland.

The subdivider shall provide utility and full street improvements consistent with the Circulation Element of the adopted General Plan and the City’s subdivision regulations in Chapter 8.24 of the Tulare Municipal Code, including but not limited to curbs, gutters, sidewalks, street paving, sewer, water and drainage improvements. The full cost of such improvements shall be borne by the subdivider and shall not be deducted from or credited against any fees or other amounts due the City under this Chapter or otherwise. The land to be dedicated and improvements to be made pursuant to this Chapter shall be approved by the City.

8.26.080 Criteria for Requiring Combination of Parkland Dedication and Quimby Fees.

For subdivisions consisting of fifty (50) or more units, the subdivider shall have the option to either dedicate land or pay Quimby Fees or a combination of both on the following basis:

A. General Plan requirements. When only a portion of the subdivision is proposed for a future park site(s) in conformance with this Chapter, such portion shall be dedicated to the City for park and recreational purposes pursuant to the dedication standards set forth in Section 8.26.040, and any remaining parkland dedication requirements shall be satisfied through Quimby Fees computed pursuant to Section 8.26.060(A) and (B).If no parkland dedication is provided, the subdivider shall pay Quimby Fees for the full three (3) or four (4) acres per thousand residents computed pursuant to Section 8.26.060(C).

B. Remainder dedications. When a major portion of a park or recreational site/facility serving the proposed subdivision has already been acquired by the City, and only a portion of additional land is needed from the subdivision to complete the site/facility, such remaining portion shall be dedicated to the City pursuant to the standards set

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forth in Section 8.26.040, and any remaining parkland dedication requirements shall be satisfied through Quimby Fees computed pursuant to Section 8.26.060(C). Such fees may be used for either the improvement of the existing park and recreational site/facility or for the improvement of other park and recreational sites/facilities serving the subdivision at the sole discretion of the City.

8.26.090 Determination as to Requirement for Fee or Dedication.

A. Whether the City accepts land dedication or elects to require payment of Quimby Fees, or a combination of both, shall be determined by consideration of the following:

1. Reasonable Relationship. That the amount and location of land to be dedicated or the fees to be paid shall bear a reasonable relationship to the use of the park and recreational facilities by the future inhabitants of the subdivision.

2. Compatibility. Compatibility of dedication with the Open Space and Conservation Element of the City's General Plan and any policy, standard, principle or guideline adopted in accordance therewith.

3. Physical characteristics. Topography, geology, access, and location of land in the development available for dedication.

4. General suitability. Suitability for patrol, supervision, and maintenance.

5. Geographic dimensions. Size and shape of the development and land available for dedication.

6. Feasibility. The feasibility of dedication.

7. Alternative and additional parkland in the vicinity. Availability of previously acquired park property.

B. The determination of the Planning Commission upon the recommendation of the Community and Economic Development Director as to whether land shall be dedicated or whether Quimby Fees shall be paid, or a combination of both, shall be based upon the above factors in the totality of the circumstances, and shall be final and conclusive, unless timely appealed to the City Council pursuant to Section 10.20.020 "Appeal" of the Tulare Municipal Code.

8.26.100 Procedure for Making Payment or Dedication.

A. Application by Subdivider.

At the time of filing a tentative map or parcel map application, the subdivider shall, as part of such filing, state in writing whether it desires to dedicate property for park and recreational purposes, or to pay Quimby Fees, or a combination of both. If the subdivider desires to dedicate land for this purpose, the area shall be designated on the tentative tract map or parcel map as submitted.

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B. Action of City.

At the time of the tentative tract map or parcel map approval and in accordance with the criteria set forth in this Chapter, the Quimby Act, the California Subdivision Map Act, the Open Space and Conservation Element of the City's General Plan and any policy, standard, principle or guideline adopted in accordance therewith, the City Community and Economic Development Director shall determine as part of such approval, whether to require a dedication of the land within the subdivision, payment of Quimby Fees, or a combination of both, based upon the totality of circumstances. The conditions of approval of any applicable tentative map or a parcel map shall require the dedication of land, the payment of Quimby Fees, or a combination of both for park and recreational purposes to serve the future inhabitants of the subdivision. If the land is to be dedicated, the proposed dedication shall be shown on the approved tentative map or parcel map.

C. Payment of In-Lieu Fees.

Prior to the issuance of a building permit, the Community and Economic Development Director or his/her designee shall determine the amount of land to be dedicated and/or Quimby Fees to be paid by the subdivider. Any fee required under this Chapter shall be paid directly to the City prior to the issuance of the first certificate of occupancy of any dwelling unit in the subdivision. The fees shall be placed in a specially designated fund and are used only for the acquisition and development of new, or improvement and/or rehabilitation of existing, park and recreational facilities. Any fees collected under this Chapter shall be appropriated by the City Council, but need not be spent, within five years after the payment of such fees or the issuance of building permits on one half of the lots created by the subdivision, whichever occurs later. If such fees are not appropriated, they shall be distributed and paid to the then record owners of the subdivision in the same proportion that the size of their lot bears to the total area of all lots within the subdivision.

D. Dedication of Parkland.

A dedication of parkland shall be made prior to the recordation of any applicable tentative map or parcel map. Where dedication is offered and accepted, such dedication shall be accomplished in accordance with the provisions of the Subdivision Map Act. All land dedicated to the City shall be conveyed in fee simple to the City free and clear of all encumbrances except those which will not interfere with the use of the property for its intended purposes and which the City agrees to accept.

E. Improvement of Parkland
The subdivider may choose to improve the dedicated parkland with amenities such as grass, trees, playground equipment and other improvements typical of a City park. If such improvements are made to the dedicated parkland, the cost of said improvements shall be estimated and applied as a credit against the parkland or the in-lieu fee identified as required per the calculation identified in Section 8.26.060. The cost of said improvements and associated credit shall be determined in a manner meeting the approval of the Community Services Director.

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8.26.110 Procedure for Merchant Builders.

A. When a proposed subdivision is a part of a major land development project, and the owner of such land proposes to permit development by one or more merchant builders, provisions for park and recreational facilities shall be made by the major landowner through the adoption of a comprehensive plan and not by the individual merchant builders. Where park and recreation facilities have been dedicated by requirements of the City in excess of this Chapter's requirements, the major landowner may, at the discretion of the City, be given one hundred percent (100%) credit for the excess on subsequent projects within the adopted comprehensive plan.

B. For the purpose of this Chapter, a major land development project shall be a land development project exceeding forty (40) acres in size.

C. Where development is proposed for construction in increments, a schedule for providing the park and recreation facilities shall be submitted for consideration by the City. All park facilities shall be developed consistent with any schedule approved by the City.

8.26.120 Time for Constructing Improvements and Amenities.

A. A subdivider and the City may enter into a Park Development Agreement that provides a schedule for the initiation, planning, design, construction, installation, completion and, where appropriate, dedication of any park and recreational improvements and/or amenities required by this Chapter. A Park Development Agreement shall:

1. Clearly state the intent of the Agreement is to establish a means to assure that park and recreational improvements and/or amenities are provided to the residents of the subdivision as required by this Chapter;

2. Specify the timing of the development of these improvements and/or amenities in relation to the development of residential dwelling units;

3. Provide sufficient surety to guarantee that the improvements and/or amenities are completed and ready for public use within the timeframes specified in the Agreement; and

4. Provide that failure to comply with any deadline for the development of the improvements and/or amenities shall halt the issuance of building permits and suspension of all building inspections for residential dwelling units within the subdivision.

B. In the absence of a Park Development Agreement, all park and recreational improvements and/or amenities required by this Chapter shall be constructed, installed, completed and ready for public use prior to the earlier of

1. The issuance of the first certificate of occupancy for any residential dwelling unit within the subdivision; or

2. The final building inspections for any residential dwelling unit within the subdivision.

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8.26.130 Developments Annexed to the City.

Where a proposed development lies within an area not currently within the City's corporate boundaries but intended to be annexed into the City by the subdivider, the subdivider shall dedicate land, pay Quimby Fees, or a combination of both, in accordance with the City's General Plan and in accordance with the provisions of this Chapter, and the General Plan shall be amended within 180 days following approval of the annexation.

8.26.140 Exception for Commercial and Industrial Developments.

The provisions of this article shall not apply to any industrial or commercial development.

7.4 Consent Page 16
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Engineering Services - Engineering
Submitted by: Michael Miller, City Engineer
Agenda Title: Parcel Map Acceptance – TPM 2022-04

RECOMMENDED ACTION
Approve the Parcel Map filed by CFT NV Developments LLC for the division of land located north of Bardsley Avenue and east of Blackstone Street and accept public utility easements offered to the City on said map.

SUMMARY
Tentative Parcel Map No. 2022-04 filed by CFT NV Developments LLC would create two parcels from one existing parcel and was approved by the City of Tulare Parcel Map Committee on November 21, 2022, through attached Resolution No. 846. This parcel map comprises approximately 2.71 acres. Parcel 1 would be 1.34 acres and Parcel 2 would be 1.37 acres. A 6-foot public utility easement as shown on the map would also be dedicated to the City.

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

LEGAL REVIEW
The parcel map will be reviewed for compliance with applicable legal requirements prior to recordation.

ALTERNATIVE ACTION

1. Approve with changes – Changes may result in delay to the project and increased financial burden to the developer.

2. Deny – Denial would prevent the developer from creating 2 separate parcels, which is a requirement for their future sale to separate ownership. Denial would also prevent the City from acquiring public utility easements along street frontages, which could inhibit future expansion or revision of utility infrastructure in the surrounding area.

3. Table – The delay resulting from tabling the item may place additional financial burden on the developer.

ATTACHMENTS

1. A copy of Parcel Map Committee Resolution No. 846

2. Parcel Map TPM 2022-04
Reviewed/Approved:

Item #: 7.5
Consent

7.5 Consent Page 1
RESOLUTION NO. 846

FILE CO )

A RESOLUTION OF THE CITY OF TULARE PARCEL MAP COMMITTEE FOR TENTATIVE PARCEL MAP APPLICATION NO. 2022-04
WHEREAS, the Parcel Map Committee of the City of Tulare duly convened at a regular meeting on November 21, 2022 and approved the request by CFT NV Developments LLC. to create 2 parcels from 1 existing approximately 2. 71-acre parcel (APN 177-050-035). The subject property is located north of Bardsley Avenue and east of Blackstone Street and is currently zoned C-4 (Service Commercial); and,
WHEREAS, the Parcel Map Committee determined that the proposed parcel map is in accordance with the objectives of the Zoning Title and the purposes of the District in which the site is located; and,
WHEREAS, the Parcel Map Committee determined that the proposed parcel map will not be detrimental to the public health, safety, welfare or be materially injurious to properties or improvements in the vicinity; and,
WHEREAS, the Parcel Map Committee determined that the proposed parcel map provides required dedications and easements to be recorded by final parcel map; and, WHEREAS, the Parcel Map Committee determined that the proposed parcel map is in conformance with the goals and objectives of the General Plan; and, WHEREAS, the Parcel Map Committee determined that the proposed parcel map will not have significant effect on surrounding properties and improvements in the vicinity of the project site; and,
WHEREAS, the Parcel Map Committee determined that the proposed project is exempt pursuant to Section 15315 of the California Environmental Quality Act of 1970, as amended; and,
WHEREAS, the Parcel Map Committee determined that the proposed parcel map is consistent with the Tulare Municipal Code.

NOW, THEREFORE, BE IT RESOLVED by the Parcel Map Committee that the project is exempt pursuant to Section 15315 of the California Environmental Quality Act of 1970, as amended.

NOW, THEREFORE, BE IT FURTHER RESOLVED by the Parcel Map Committee that Tentative Parcel Map 2022-04 is hereby approved and subject to the following conditions:
1) All requirements of Title 10 shall be met.

Resolution 846
TPM 2022-04 Page 1

7.5 Consent Page 2 ATTACHMENT 1
2) A final map shall be recorded in substantial compliance with the tentative parcel map number 2022-04.
3) Applicant shall comply with the attached Engineering conditions.

Engineering
The Engineering Division recommends the following Site Plan Review Status for the subject project:

D Resubmit with the following required revisions to the site plan:
~ Proceed and comply with Engineering Conditions of Approval checked below. ~ Unless specified otherwise below, public improvements can be deferred until the development of a given Parcel. Per the City Engineer's requirements, public improvements beyond the frontage of said Parcel may be required to allow for the safe and orderly development of the remaining lots.

In a subdivision resulting in four or fewer lots, or as allowed by the Map Act for the subdivision to be recorded as a parcel map, if fulfillment of construction requirements is being deferred, the parcel map shall contain a statement, which reads substantially as follows:

NOTICE: CERTAIN OFF-SITE AND/OR ON-SITE IMPROVEMENTS ARE

REQUIRED IN CONNECTION WITH THESE LOTS (CITY OF TULARE
PARCEL MAP COMMITTEE RESOLUTION NO. ). NO PERSON

MAY OBTAIN A BUILDING PERMIT FOR ANY LOT ON THIS MAP UNTIL

THE REQUIRED IMPROVEMENTS ARE COMPLETED OR FINANCIAL

SECURITY HAS BEEN POSTED WITH THE CITY TO ASSURE COMPLETION PRIOR TO BUILDING OCCUPANCY.
~ All right-of-way and public utility dedications shall be shown on the final parcel map.

D Proceed. No applicable Engineering Conditions of Approval.

General Engineering Conditions:
~ All public improvements conditionally required for project approval shall comply with the provisions of Chapter 8.24 "Subdivision Regulations" uf the Tulare Municipal Code, the "City of Tulare Design Guidelines and Public Improvement Standards", and all other applicable City policies, specifications, ordinances and standard operating procedures in effect at the time of their construction, unless specifically modified elsewhere in these conditions. These engineering conditions are intended to deal with major issues apparent to the Engineering Division while reviewing this development proposal. Nothing in these conditions precludes the City Engineer from applying other conditions/modifications Resolution 846
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necessary for good design, operation, and maintenance of existing and future City facilities, as might become apparent during design review and/or construction. [gJ All required engineering plans and calculations shall be prepared by a registered civil engineer. Any elevations shown on plans required for the subject development shall be based on the official City of Tulare datum. The Engineer shall provide three (3) copies of each improvement plan set submitted to the City of Tulare for checking. All public improvements shall be on 24" x 36" sheets, in a plan/profile format at a scale of l "=50' or larger. Private on-site improvements may be plan-view only format, and may be on sheet sizes consistent with the rest of the on-site construction plans. [gJ Following approval of the improvement plans, the Developer's Engineer shall provide the City of Tulare with an AutoCAD drawing file of the approved plans. This shall be done prior to scheduling any pre-construction conferences or commencing construction of any improvements. Following the recordation of a Notice of Completion for the project, the Developer's Engineer shall provide the City of Tulare with an AutoCAD drawing file showing all As-Built revisions approved by the City and incorporated into the construction of the project improvements.

D Prior to the start of construction, a meeting will be called by the City Engineer with the Owner/Developer, Contractor and all concerned including utility companies to coordinate and schedule work in order to avoid all possible delays due to conflicts of operation and to guarantee that all City requirements are met. The Contractor shall perform no construction in the field until after this meeting.
[gJ Applicant shall obtain a Street Closure Permit from the City. A traffic control plan prepared by a registered civil engineer, traffic engineer or traffic control specialist shall be submitted with the Street Closure Permit application, and will be subject to the approval of the City Engineer prior to application approval.

Required Data, Studies and Master Plan Documents:
[gJ The Owner/Developer shall submit a preliminary soils report for structural foundation, which shall be prepared by a Registered Civil Engineer based upon adequate soil test borings. Said report shall be submitted to the City Engineer or Chief Building Official. [gJ The Owner/Developer shall have the soils investigated and make recommendations as to the correct method of trench backfill for the soils encountered in the subdivision so as to assure 90% relative compaction between the select bedding around the pipe to within 2 feet of the subbase. The top 2 feet shall be compacted to 95% relative compaction. Compaction tests are required on all trenches and street subgrades. All soils testing shall be performed at the sole cost of the Owner/Developer. The Owner/Developer shall establish an account with a licensed and certified soil-testing firm acceptable to the City Engineer prior to the start of construction for compaction testing of trench backfill and fills. The City shall order and direct all compaction tests.

Resolution 846
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~ R-Value tests shall be taken for the design of all pavement areas to be constructed by this project. The spacing of said R- Value tests shall not be more than 400 feet apart, per linear foot of paving.
~ Percolation tests are required for the design of new drainage basin facilities, or the expansion of existing drainage basin facilities.
~ Project trip generation data based upon the ITE Trip Generation Manual is required. A Transportation Impact Study identifying the project impacts and proposed mitigation measures may be required as a condition of project approval, and shall be subject to the approval of the City Engineer. Traffic impact studies shall conform to current CEQA "state of the practice" standards, the Caltrans "Guide For The Preparation of Traffic Impact Studies", and City of Tulare General Plan requirements. Traffic impact studies shall address provisions for pedestrian, bicycle and transit access to the project. In evaluating project impacts to existing roadway facilities, traffic impact studies shall utilize the current transportation modeling forecasts provided by the Tulare County Association of Governments (TCAG), and shall specifically address the project impacts and any appropriate mitigations to facilities identified by the City Engineer.

D A Transportation Impact Study (TIS) identifying the project impacts and proposed mitigation measures shall be submitted to the City for review, and shall be subject to the approval of the City Engineer. The TIS shall conform to current CEQA "state of the practice" standards, the Caltrans "Guide For The Preparation of Traffic Impact Studies", and City of Tulare General Plan requirements. The TIS shall address provisions for pedestrian, bicycle and transit access to the project. In evaluating the project's impact to existing roadway facilities, the TIS shall utilize the current transportation modeling forecasts provided by the Tulare County Association of Governments, and shall specifically address the project impacts and any appropriate mitigations to the following facilities:

1. Intersections, (including lane geometry and turn pocket lengths): __

2. Roadway Segments: __

3. Other:
~ Compaction tests are required on all street subgrades, and at utility trench crossings of curb, gutter and sidewalk. All soil testing shall be performed at the sole cost of the Owner/Developer.

D Master Plan drawings are needed for: D Water, D Sewer, D Storm Drain, D Streets Right of Way Requirements
~ Any work to be done within the City street rights-of-way requires an encroachment permit issued by the Engineering Division, and shall be done under the inspection of the City Public Works Inspector. All contractors working within City street rights-of-way shall possess a valid City of Tulare business license. Separate encroachment permits are also required from Resolution 846
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the following agencies for work within their rights-of-way or on their facilities: D County of Tulare: , [SJ State: Highway 99, D Tulare Irrigation District.

D The following right-of-way dedications are required for street/alley purposes:
a. 20' property corner radius:
b. Chamfer property corner:
c. Alley:
d. Street:

D Waiver of direct access rights is required at the following locations:
[SJ Easements will be required for all public utilities to be located outside of dedicated rights-ofway. Six-foot public utility easements are required along all street frontages, unless otherwise waived by the City Engineer. Additional easements may be required for ingress/egress, drainage, or shared trash enclosures.

Final Map Requirements
[SJ Submit to the City of Tulare a title report for the parcel(s) to be developed. [SJ Submit closures and tabulation of areas (square feet) of all lots within the subdivision. A blue line area shall also be submitted.
[SJ Provide the City of Tulare with three (3) prints of the final map of the subdivision, and three (3) prints of the improvement drawings for final checking. [SJ Following the approval of final subdivision or parcel maps, the Developer's Licensed Surveyor or Engineer shall provide the City of Tulare with an AutoCAD drawing file of the approved final map, or GIS shapefile for the related parcels included on said final map. [SJ A City Clerk's Certificate is required on the final map for required dedications. [SJ A Public Works Certificate required on the final map if improvements are not constructed prior to recordation. This provision would require an engineer's estimate and an improvement security.

Roadway Improvements
D Street design shall conform to City of Tulare Design Guidelines and Public Improvement Standards The structural section design for new roadways and pave-out areas shall be based upon the results of R-Value tests at locations approved by the City Engineer, and the design criteria provided below. Minimum structural sections allowed shall be per the City of Tulare Design Guidelines and Public Improvement Standards:

Resolution 846
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Roadway Classification
Traffic
Index Paved Width
a)
b)
D Construct full pave-out width from lip of gutter to the existing edge of pavement on the following existing roadways impacted by the development is required: __ .

D Reconstruct/rehabilitate the following existing roadway segments impacted by the development in accordance with methods to be approved by the City Engineer: __ .

D Provide stabilized shoulders along the following existing roadway segments in accordance with the City ofTulare's adopted PM-10 control guidelines: __ .

D Backing lot treatment with common area landscaping, irrigation and block wall improvements shall apply to the following frontages: __ . rg] Install median improvements per the requirements of the City Engineer within the following existing roadway segments impacted by the development: Bardsley A venue between Blackstone Street and southbound Highway 99 ramp intersection.

D Provide pavement transitions from existing roadway cross-sections to new roadway crosssections per the requirements of the City Engineer at the following locations:
rg] Curb and Gutter - Existing curb and gutter to remain shall be subject to inspection by the City Public Works Inspector. As a condition of project approval, Owner/Developer shall be required to replace any existing improvements that are determined to be non-compliant with regard to current City standards, or· to be otherwise defective. Examples of deficiencies include, but are not limited to, slopes that exceed accessibility standards, cracked or raised concrete, and lack of truncated dome panels. New City Standard curb and gutter shall be constructed as indicated below.

I Street Frontage(s) I ~onfiguralion
D Constmct City standard cross gutter at the following locations: __ . rg] Driveway Approaches - Existing driveway approaches to remain shall be subject to inspection by the City Public Works Inspector. As a condition of project approval, Owner/Developer shall be required to replace any existing improvements that are determined to be non-compliant with regard to current City standards, or to be otherwise defective.

Examples of deficiencies include, but are not limited to, slopes that exceed accessibility standards, cracked or raised concrete, and lack of truncated dome panels. New City Standard driveway approaches shall be constructed as indicated below.

Resolution 846
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Street Frontage(s)
City standard drive approach at locations shown on the approved site plan. ~ Sidewalks - Existing sidewalk to remain shall be subject to inspection by the City Public Works Inspector. As a condition of project approval, Owner/Developer shall be required to replace any existing improvements that are determined to be non-compliant with regard to current City standards, or to be otherwise defective. Examples of deficiencies include, but are not limited to, slopes that exceed accessibility standards, and cracked or raised concrete.

New City Standard sidewalk shall be constructed as indicated below. For adjacent sidewalk pattern, sidewalk shall transition behind driveway approaches and maintain a minimum width of 4 feet while doing so.

Street Frontage Configuration Sidewalk Width
@
Blackstone Street Adjacent to Curb 6 feet
D Ramped Curb Returns - Existing ramped curb returns to remain shall be subject to inspection by the City Public Works Inspector. As a condition of project approval, Owner/Developer shall be required to replace any existing improvements that are determined to be noncompliant with regard to current City standards, or to be otherwise defective. Examples of deficiencies include, but are not limited to, slopes that exceed accessibility standards, cracked or raised concrete, and lack of truncated dome panels. New City standard ramped curb returns and/or pedestrian ramps shall be installed as indicated below.

I Location I ~onfiguration
D Alley Improvements - The following alley improvements are required:

1. Construct vee gutter at the following locations: __ .

2. Construct ADA compliant alley approach at the following locations: __ .

3. Other:

D Street monuments - Street monuments shall be installed at locations as required by the City Engineer.

D Temporary Turnarounds - Turnarounds are required at all dead end or stubbed streets, except where refuse pickup on lot frontages does not require the refuse collection vehicle to back up.

Grants of easement shall be provided to the City of Tulare for all temporary turnaround locations.
~ Damage to Existing Street Improvements - If work by the Owner/Developer or his contractors render any existing City street to be in a condition unacceptable to the City Resolution 846
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Engineer, or his authorized representatives, said street must be restored to a condition as good as or better than before the development's construction activities began. Said repair work must be completed within 2 weeks of the damage having occurred, or in accordance with a schedule authorized by the City Engineer. Thenceforth, the Owner/Developer shall maintain the street in its repaired state for the duration of the development's construction activities.

D Street Lights - Street lights shall be owned and maintained by Southern California Edison, and shall be installed at locations designated by the City Engineer per the City of Tulare Design Guidelines and Public Improvement Standards. Luminaires shall be LED fixtures mounted on standard concrete marbelite poles, and shall comply with the following general requirements:

Color
Roadway Rating Minimum Mounting Mast Arm
Classification Wattage (kelvin) Lumens Height Length
Local Streets 31 Watt 4,000 4,000 26 feet 6 foot
Collector 39 Watt 4,000 5,000 26 feet 8 foot
Streets
Minor 39 Watt 4,000 5,000 32 feet 8 foot
Arterial
Streets
Arterial 71 Watt 4,000 8,500 32 feet 8 foot
Streets
Traffic Signal 4,000 15,000 Varies Varies
[2J Traffic Control Devices - Street name signs, traffic control signs, pavement delineation and/or pavement markings shall be installed as required by the City Engineer. 0 Traffic Calming Measures - The proposed development shall incorporate the following traffic calming measures: __ .
[2J Bicycle and Pedestrian Facilities - The proposed development shall incorporate the following bicycle/pedestrian facilities: Bicycle rack.

D Transit Facilities - The proposed development shall incorporate City standard bus tumout(s) at the following location(s): __ .

Grading Requirements
[2J A grading/drainage plan prepared by a Registered Civil Engineer or Licensed Architect and subject to approval by the City Engineer shall be submitted. The plan shall include existing and proposed contours, and detail the means of collection and disposal of storm water runoff from the site and adjacent road frontages in such a manner that runoff is not diverted to adjacent property. Storm water shall either be retained on site or shall drain to the City Resolution 846
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owned basin located northeast of the project site. If the developer proposes to drain to the City owned basin, the Developer shall submit an engineering study subject to City approval to determine whether sufficient capacity exists in the basin to handle the additional runoff generated by the project.

A letter verifying that lot grading was completed according to the approved grading I drainage plan shall be prepared by a Registered Civil Engineer or Licensed Architect and submitted to the City Engineer prior to the issuance of any final occupancy permits or notice of completion for public improvements. The Engineer or Architect shall affix their stamp and seal to the letter.

D The maximum slope adjacent to the back of any public sidewalk shall not exceed 5: 1 for the first 5 feet. For Landscape and Lighting Act District parcels, the maximum slope between the back of the sidewalk and the wall or fence shall not exceed 10: 1.

Utility Improvements
D All utility services to be located within paved areas shall be placed in the streets prior to pavmg.

D The Owner/Developer must make provisions for the installation of a gas distribution system in all streets and at the sizes determined by the Southern California Gas Company. [g] All costs associated with the removal, relocation and undergrounding of utilities as necessary to accommodate installation of the required public improvements shall be the responsibility of the project. All utility lines, including but not limited to electric, communications, street lighting and cable television, shall be required to be placed underground in accordance with Section 8.24.500 (M) of the City of Tulare Municipal Code. The cost of such relocations and undergrounding shall be included in the bonding provided for the project. The following streets have above ground utilities that will need to be undergrounded:

Street Location
Water System Requirements
D Water main alignments shall be 6 feet south and/or west of street centerline unless otherwise approved by the City Engineer. The proposed development shall be responsible for the following water main extensions and connections: __
D Pressure, leakage, and purity tests are required on all City water system installations at the sole cost of the Owner/Developer.
[g) Fire hydrants and fire suppression systems shall be provided as required by the City of Tulare Fire Marshall. The proposed development shall demonstrate that sufficient flows are Resolution 846
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available to support the required improvements. All points of connection to the City water system are subject to the approval of the City Engineer. ~ The proposed development shall install water services with back flow devices, as approved by Planning and Building. Water sizing calculations shall be provided at time of building permit application. Domestic and landscaping services shall be separate metered services using the make and model of meter specified hy the City of Tulare Public Works Department. No substitutions are allowed. All R-M-2 lots shall require individual water services (1 ½" minimum) with meter boxes.

D Water sampling stations shall be installed as follows: __ . ~ Existing water wells shall be abandoned, filled and sealed in accordance with applicable City, County of Tulare, and State of California standards.

Sewer System Requirements
~ Sewer main alignments shall be 11 feet north and/or east of street centerline unless otherwise approved by the City Engineer. The proposed development shall be responsible for the following sanitary sewer main extensions and connections: Extend the existing sewer main across the project's parcel frontage on S. Blackstone St. and E. Bardsley Ave. Alternatively, extend sewer just in Blackstone Street and provide an onsite sewer main located within a 20 foot easement dedicated to the City. The onsite sewer main shall be extended to a point where it is less than 100 feet of APN 177-05-031. An additional 20 foot easement from the onsite sewer main to APN 177-05-031 shall be dedicated to the City to provide for the future connection of APN 177-05-031.
~ The proposed development shall connect to City sewer. If service from an existing lateral is proposed, said lateral shall be exposed for inspection by the Public Works Inspector and upgraded to current City standards if found to be broken or substandard.

D All sewer lines shall pass both mandrel and air pressure tests. The Owner/Developer shall video inspect all sewer mains prior to placement of asphalt concrete and again after paving is complete. City Public Works Inspector shall review each video inspection prior to approval. ~ A sewer monitoring station, oil/sand/water separator and/or grease interceptor shall be installed as required by the wastewater manager.
~ Existing septic tanks shall be abandoned, filled and sealed in accordance with applicable City, County of Tulare, and State of California standards.

Storm Drainage System Requirements
~ Storm drain alignments shall be 6 feet north and/or east of street centerline unless otherwise approved by the City Engineer. The proposed development shall be responsible for the following storm drain line extensions and connections: As needed to serve the development Resolution 846
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D The Owner/Developer shall video inspect all storm drain mains and laterals prior to placement of asphalt concrete and again after paving is complete. City Public Works Inspector shall review each video inspection prior to approval.

Landscaping and Parks Requirements
D A landscape & irrigation master plan for all phases of the subdivision shall be submitted with the initial phase to assist City staff in the formation of the Landscape & Lighting District.

The landscape & irrigation master plan shall be approved by the Director of Parks and Community Services a minimum 75 days before approval of the final map or approval of the improvement plans (whichever comes first).

D A Landscape & Lighting District will maintain common area landscaping, common area irrigation systems, common area block walls, street trees, street lights and local street maintenance. The Owner/Developer shall submit a completed Landscape & Lighting District application and all necessary calculations and supporting documentation for the formation of a the district a minimum of 75 days before approval of the final map or approval of the improvement plans (whichever comes first). Dedication to the City is required for all landscape and common area lots to be maintained by the Landscape & Lighting District.

On-site Improvements
[2J On-site A. C. pavement design shall be based upon the results of "R" Value tests at-locations approved by the City Engineer, and the following minimum traffic index requirements: 4.5 for parking areas/travel lanes and 5.0 for truck routes (including path of travel of solid waste collection vehicles).
[2J All on-site water, sewer, and storm drain shall be privately owned. All City owned water meters shall be located within the City's ROW.

D All unused culverts and irrigation lines shall be abandoned and plugged m a manner acceptable to the City Engineer.
[2J A trash enclosure is required and shall be shown on the improvement drawings. The type, location and orientation of the enclosure shall be subject to the approval of the Solid Waste Division Manager. For doublewide enclosures, separate bins are required for solid and recyclable waste, and identification signing shall be posted adjacent to all points of direct access. The wording of the signing shall be clear and concise, and shall identify all materials accepted in the recycling bin.
[2J A landscaping plan subject to the review and approval of the Planning and Building Divisions shall be provided. Approval of the landscaping plan is required prior to approval of engineering improvement plans by the City Engineer. All existing trees that conflict with proposed improvements shall be removed to a depth of two (2) feet below proposed finish grade.

D If applicable, existing irrigation ditches and/or canals shall be piped, developed into a trail, or relocated outside the project boundaries per the direction of the City Engineer and affected Resolution 846
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irrigation district. Related irrigation facilities shall be subject to the same requirements for piping or relocation.
~ In conformance with the City of Tulare's adopted air pollution control measures, a sign instructing delivery vehicle drivers to turn off their vehicle's engine while making deliveries shall be prominently posted at the location where deliveries are received. ~ Fugitive dust shall be controlled in accordance with the applicable rules of the San Joaquin Valley Air Pollution Control District's Regulation VIII. Copies of any required permits will be provided to the City.
~ If the project requires discretionary approval from the City, it may be subject to the San Joaquin Valley Air Pollution Control District's Rule 9510 Indirect Source Review per the rule's applicability criteria. A copy of the approved AIA application shall be provided to the City.
~ If the project meets the one acre of disturbance criteria of the States Storm Water Program, then coverage under General Permit Order 2009-0009-DWQ is required and a Storm Water Pollution Prevention Plan (SWPPP) is required. A copy of the approved permit and the SWPPP shall be provided to the City. When construction activities are not covered under the General Permit, storm water pollution control shall be implemented per the requirements of the City's Municipal Separate Storm Sewer System (MS4) permit. ~ The conditions of project approval set forth herein include certain fees, dedication requirements, reservation requirements, and other exactions. Pursuant to Government Code Section 66020(d)(a), these conditions constitute a written notice of the amount of such fees, and a description of the dedications, reservations, and other exactions. The Owner/Developer is hereby notified that the 90-day protest period, commencing from the date of approval of the project, begins as of the date of Planning Commission's conditional approval of the project. If the Owner/Developer fails to file a protest regarding any of the fees, dedication requirements, reservation requirements, or other exactions contained in this notice, complying with all the requirements of Government Code Section 66020, the Owner/Developer will be legally barred from later challenging such exactions.

Oversize Construction
~ The conditions of project approval require the construction of facilities which have been designated as "masterplan facilities" by the City Engineer, and as such the Owner/Developer may be eligible to receive reimbursement for oversized construction costs in accordance with Chapter 8.64 "Oversized Construction Reimbursement" of the Tulare Municipal Code, and the oversized construction reimbursement policies of the Engineering Services Department.

Eligibility for any reimbursement of oversized construction costs is subject to the City Engineer's review and approval of costs prior to installation. Within 90 days following the notice of completion of the project, the Owner/Developer shall file with the City Engineer a financial statement, in the form specified by the City Engineer, stating and supporting the cost of constructing the oversize improvements. If the financial statement is not filed within this time period, the Owner/Developer shall not be eligible for any reimbursements.

Oversize payments will be made in accordance with a separate oversize reimbursement Resolution 846
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agreement to be executed after completion of all subdivision improvements. Payment will be subject to the availability of funds.

All applicable City fees shall apply unless specifically waived or modified elsewhere in these conditions. All fees shall be based on the current fee schedule in effect at the time of final map recordation or upon the date of issuance of other discretionary permit, whichever is applicable. These fees include, but are not limited to:

D Sewer front foot charges of$ 26.00 per front foot for frontages on D Sewer lift station fee of$ __ per acre.
~ Water front foot charges of$ 19 .00 per front foot for frontages on Bardsley A venue and Blackstone Street.

D Street front foot charges of$ __ per front foot for frontages on __ .

D Benefit district creation fee (if applicable): $ 1,356.00 per district.

D Traffic signal in-lieu fee of$ __ .

D TID ditch piping in-lieu fee of$ __ .

D Sewer main construction in-lieu fee of$ __ .

D Water main construction in-lieu fee of$ __
D Street construction in-lieu fee of$ __ .
~ Engineering inspection fee based on a percentage of the estimated cost of construction is required prior to the construction of the improvements. ~ Development impact fees to be paid with building permit at rates in effect at time of permit issuance.
~ Engineering plan check fee to be paid at time of plan submittal. ~ Final map plan check fee to be paid at time of map submittal.

D Other: __
Prepared By: Jan Bowen, Engineering Department
PASSED, APPROVED AND ADOPTED this twenty-first day of November, 2022 by the following recorded vote:

Resolution 846
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NOES:

ABSENT: -----------------------------
ABSTAIN: 4::r::

City of Tulare Parcel Map Committee
ATTEST:
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Resolution 846
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7.5 Consent Page 15

7.5 Consent Page 16
ATTACHMENT 2

7.5 Consent Page 17
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Information Technology Services
Submitted by: Jason Bowling
Agenda Title: Retention for Routine Video Monitoring

RECOMMENDED ACTION
Adopt a resolution setting retention of routine video monitoring (building/facility security cameras) to no less than 90 days in accordance with Gov. Code section 34090.7.

SUMMARY
The City of Tulare utilizes approximately 225 video security camera “views” through city operations for routine video monitoring of building/facility security. These include cameras that are currently located at City Hall, Police Department, Airport, Corporation Yard, Wastewater Treatment Plant, Library, Fire 61, Recreation, and the Temporary Homeless Encampment.

California Government Code section 34090.7 allows for legislative bodies to set the retention for “routine video monitoring.” The minimum is 90 days. Some California Charter cities have adopted ordinances to reduce retention to even shorter periods. Staff is currently recommending a 90-day retention adopted by resolution. Longer retention periods require more storage, add cost and complexity, and reduce overall flexibility to make changes to the systems.

FISCAL IMPACT & FUNDING SOURCE(S)
This resolution will have positive indirect fiscal impacts. Through reduced retention requirements, costs to install new and replace existing security cameras will be reduced.

LEGAL REVIEW
This was reviewed and approved by the City Attorney’s office.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Resolution
Reviewed/Approved:

Item #: 7.6
Consent

7.6 Consent Page 1
RESOLUTION 2023-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE

ESTABLISHING A VIDEO RETENTION POLICY
WHEREAS, California Government Code section 34090.7 provides specific retention and destruction periods for routine video monitoring recordings; and WHEREAS, the City utilizes routine video monitoring at locations within the City; and
WHEREAS, it is the City’s intent to establish a policy for the retention of routine video monitoring record.

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

Section 1. The City may record at all times; however, due to events outside of the City’s control, such as power outages, or technical issues, a disruption of video recordings may occur causing there to be a lack of video monitoring records during these types of events.

Section 2. The City will maintain and store video monitoring records for no less than 90 days in accordance with Gov. Code section 34090.7 and up to 365 days in the case of a recorded “event”. .

Section 3. If an event occurs on a property with video monitoring and the City receives notice of such event within 90 days of the event occurring, an exact copy of the recording shall be made and retained for no less than 365 days.

Section 4. The City Manager or designee is hereby authorized to develop additional policies and definitions in order to comply with this resolution and state law.

PASSED, APPROVED, AND ADOPTED on this 15th day of August 2023.

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
By Melissa Hermann, Chief Deputy City Clerk

7.6 Consent Page 2 ATTACHMENT 1
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Finance
Submitted by: J. Diego Ibañez, Chief Financial Officer
Agenda Title: July 2023 Investments Report

RECOMMENDED ACTION
Accept the monthly investments report for July 2023.

SUMMARY
The investments report for June 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. July 2023 Investments Report
Reviewed/Approved:

Item #: 7.7
Consent

7.7 Consent Page 1

CITY OF TULARE
SUMMARY TREASLiRER' S REPORT

SUMMARY OF ALL INVESTMENTS
Julv 31,2023

TYPE OF INVESTMENT
BOOK
VALUE
MARKET
VALUE

CURRENT
YIELD

BOOKVALUE
o/o OF
TOTAL
UNRESTRICTED INVESTMENTS - SEE PAGB 2 224,636,715 209,123,958 0.688% 94.48% RESTRICTED INVESTMENTS. SEE PAGE 3 13,135,906 13,135,906 N/A 5.52o/o TOTAL INVESTMENTS 237,772,621 222,259,864 N/A 100.00%
Note: The City's financial statments will report market values, not book values, at June 30 each year I certi$ 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 August 15,2023 Presented to the Board of Public Utility Commissioners on August 17,2023 Respectfully submitted, J. Diego lbanez, Chief Financial Ofifcer -l b^ slslzz l) Date
C:\Users\dibanezhppData\Local\Microsoft\Windows\lNetcache\Content.OutlookVgJlSZM5\01 -July2O23lnvestmentreport.xls

7.7 Consent Page 2 ATTACHMENT 1

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

SUMMARY OF UNRESTRICTED INVESTMENTS
July 31, 2023
DATES: INTERESTRATES

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

UNREALIZED
GArN/(LOSS):

ACQUISITION STATED BOOK VALUE THIS MONTH ANNUAL
MATURITY CURRENT YIELD PAR VALUE ]\{ARKET VALUE LAST MONTH THIS MONTI{

ESTIMATED
EARNINGS:

BOOK
VALUE
,x,oF
TJIIN/A
N/A
N/A
On Demand
Various
On Demand
NIA
None
N/A
None
N/A
N/A
N/A
12,900
t2,900
30,870,6s7
30,870,657
35,885, I 0 I
35,48 1,521
(403,580)
(6t,e73)
N/A
N/A
N/A
N/A
130,98 I
10,9 r 5
66,768,659
66,365,078
Per BNY WTC
r57,868,056
142,758,879
(403,580)
(61,e73)
130,981
10,915
1,308,760
I 09,063
1,439,741
I r 9,978

0.01%
't3.74%
l5.97yo

29.72yo

70.28%
100.00%
N/A
N/A
N/A
N/A
Balance per bank is $
N/A

0.36s%
N/A

0.l97Yo
N/A

0.880%
N/A
N/A ( 1 5,1 09,1 77)
(15,413,421)
N/A

0.688%
* LAIF market values are based on the most currently available amortized cost information - March 31,2022:

N/A 224,636,715
209,r 23,958
(ts,512,7 57)
(15,475,394)

0.98875353 8 - U/l : Unrestricted Investments
C:\Users\&anez\AppData\local\Microsoft\Windows\lNetCache\content.Outlook\79Jl8zM5\01 July 2023 tnvestment report.xls

7.7 Consent Page 3

TVPE OF INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

SUMMARY OF RESTRICTED INVESTMENTS
July 31,2023
ACQUtStTtON
DATE
PAR
VALUE
BOOK
VALUE

MARI(ET
VALUE

BALANCES
AS-OF

ISSUER OF INVESTMENT DATE

MATURITY
DATE
STATED

INTEREST RATE
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 Various
Various
I l-15-t5
Various
Various
Various
Various
Various
On Demand
On Demand
I l-15-25
On Dernand
On Demand
On Demand
On Demand
On Demand
Various
R6cNe Fund
Various
Various
Rcsofre Fund
t.960%
Rseryc Fund
Various
Various
Various
Various
Various
N/A
N/A
N/A
N/A
N/A
N/A
t-/
49,321
t0-31-22
08-3t-22
l0-
t0-3t-22
t0-3t-22
10-31-22
t0-3t-22
3,40s,8 r l
3,405,81 I
3,405,81 | t0-30-22
3,405,81 I
20 I 5 Sewer Revenue Refunding Bonds (Account No. 26 I 5940000) First American Govt Fd U.S. Bank Trust
First American Gort Fd U.S. Bank Trust
Investment Repuchase GIC Bayerische Landesbank
20 I 6 Sewer Revenue Refunding Bonds (Account No, 23 I 687000) U S Bk Mmkt U.S. Bank Trust
2020 Sewer Revenue Refunding Bonds (Account No. 230396000) U S Bk Mrnkt U.S. Bank Trust
2017 Water Revenue Bonds (Account No. 2 I 9 I 89000)
tJ S Bk Mmkt U.S. Bank Trust
2020 Water Revenue Bonds (Account No. 250953000)
U S Bk Mrnkt U-S. Bank Trust
2017 Successor Agency Tax Allocation Bonds - Series A & B (Account No. 24534600) U S Bk Mmkt U.S. Bank Trust
TOTAL RESTRICTED INVESTMENTS Book Value '% of Total Investments :
l7
49,321
5,032,685
5,082,023
5,032,685
5,082,023
1,1 07,1 00
l, I 07,100
I, i 07,1 00
l, I 07,100
16,302 -----Ii;frT
l,107,100
I, t 07.1 00
16,302
---1638
t,107, I 00
l. I 07.100
N/A
N/A
N/A
648,3 8 8
648,3 88
648,388 10-31-22
648,388
769,182 t,769,182 t0-31-22
769,182 r,769,182
s.s2% 13, I 35,906 13,135,906
3 c:\Users\dibanez\AppData\Local\Microsoft\Windows\lNetcache\content.outlook\79JtszM5\01 -July 2023 lnvestment report.xls

7.7 Consent Page 4

TYPE OF FIXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED
FIXED tI\
:?ryr"t :NvEsrMENrs
DATES: INTERESTRATES:

ACQUISITION STATED BOOK VALUE

UNREALIZED
GArNi(LOSS):

THIS MONTH

ESTIMATED
EARNINGS:

ANNUAL
CUSIP NUMBER MATTIRITY CURRENT YIELD PARVALT]E MARKETVALUE LASTMONTH THISMONTH 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 Cotp
3134GVVX3
Federal Home Loan Mtg Corp
3 t34GVB56
Federal Home Loan Banks
313OAJRE1
Federal Home Loan Mtg Corp
3 l34GVT65
Federal National Mortgage Assn
3136G4YUl
Federal National Mortgage Assn
3t36G42E2
Federal Home Loan Mtg Corp
3l34GWUE4
Federal Home Loan Mtg Corp
3134GWUV6
Federal Home Loan Mtg Corp
3l34GWX43
09-30-20
09-30-25 c
t0-02-20
t0-02-25 c
1 0- I 5-20
l0-15-25 c
(224,825)
(23 1,600)
(267,s70)
(27 s,490)
(271,0s0)
(278,e40)
13,000
1,083
16,500
t,375
I 6,500
1,375
3,000,000
3,000,000
. CONTINUED ON PAGE 5 -
06-t'!-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- 1 0-20
06-10-25 c
06-24-20
06-24-25 c
06-30-20
06-30-25 c
07-t5-20
07-15-25 c
08-26-20
08-26-25 c
09-30-20
09-30-25 c

0.580%

0.600%

0.520o/o
0550Yr

0.6000/0

0.630%

0.750%

0.780%

0.700%

0.740Y"

0.75001o

0.790%

0.800%

0.850%

0.730%
0,77jvo

0.500Yo

0.530vo

0.500%

0.540Yo
0520%

0.560v,

0.550o/o

0.590%

0.550%

0.590%
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
Pcr BNY WTC
2,000,000
1,9 r 2,380
2,000,000
1,852,300
2,000,000
1,839,340
2,000,000
1,844,280
2,000,000
1,838,840
868,056
800,694
2,000,000
1,845,860
2,000,000
1,841,720
2,000,000
1,826,400
2,500,000
2,27 4,17 5
2,500,000
2,27 5,17 5
3,000,000
2,732,430
3,000,000
2,728,950
(87,620)
(e2,e60)
(147,700)
(149,540)
(1 60,660)
(161,260)
(155,720)
( l 56,060)
(161,r60)
(r 60,1 80)
(67,362)
(73,55 1)
( I 54,140)
(159,420)
( I 58,280)
(163,880)
(173,600)
(17e,020)
(22s,82s)
(232,6s0)
l l,600
967
10,400
867
12,000
1,000
15,000
1,250
14,000
1,167
6,5 10
543
16,000
1,333
14,600
1,217
10,000
833
12,500
t,042
Federal Home Loan Mtg Corp
3134GWXX9
c:\User4\dibanez\AppData\Local\Microsoft\Windows\lNetCache\content.outlook\79Jl8ZM5\01 July 2023 Investment report.xls

7.7 Consent Page 5

TYPE OF FIXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED
FIXED IN c o ME ti:Yr"i;yr:Nr s' c oNr INU ED
DATES: INTEREST RATES:

ACQUISITION STATED BOOK VALUE

UNREALIZED
GArN/(LOSS):

THIS MONTH

ESTIMATED
EARNINGS:

CUSIP NUMBER MATURITY CTIRRENT YIELD PAR VALUE MARKET VALUE LAST j\{ONTII

ANNIIAI,
.IIIIS MONTII
U.S. GOVERNMENT AGENCY OBLIGATIONS, CONTINUED
Irederal Horne Loan Mtg Corp
3134GWY34
Federal National Mortgage Assn
3 l 3sG06A6
Federal Farm Credit Bks Funding Corp
3133EMDZ2
Federal Farrn Credit Bks Funding Corp
3I33EMEC2
Federal Horne Loan Mtg Corp
3l34GW3X2
Federal Home Loan Mtg Corp
3|34GW3Z7
Federal Home Loan Mtg Corp
3I34GWZL3
Federal Home Loan Mtg Corp
3134GW6S0
Federal Home Loan Mtg Corp
3134GXAP9
Federal Home l.oan Mtg Corp
3134GXCS 1
Federal Home Loan Mtg Corp
3136GXFA7
Federal Home Loan Mtg Corp
3134GXDM3
t0-15-20 0.530%
10- 15-25 C 0.570v,
10-20-20 0.580%
t0-20-25 c 0.620vo
10-21-20 0.520Yo
10-21-25 c 0.560%
10-22-20 0.s30%
10-22-25 c 0.570%
10-27-20 0.625%
t0-27-25 c 0.670vo
10-28-20 0.600%
t0-28-2s c 0.640%
10-29-20 0.570%
10-29-25 c 0.610%
I l-10-20 0.6100/o
1l-10-25 c 0.6500A
1t-12-20 0.600%
ll-12-25 C 0.640Yo
n-25-20 0.625%
1t-25-25 c 0.6600/o
l l-30-20 0.650%
11-26-25 c 0.700%
12-01-20 0.620%
t2-01-25 c 0.670%
t2-t7-20 0.540%
l2-t7-25 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
2,727.720
3,000,000
2,729,430
2,500,000
2,271,200

2.500,000
2,27 t,475
3,000,000
2,725,7 t0
2,000,000
I ,8 15,920
3,000,000
2,726,580
3,000,000
2,730,150
2,000,000
1,8 19,320
3,000,000
2,714,280
2,000,000
1,8 1 9, 120
1,500,000
1,360, I 85
2,500,000
2,259.275
(272.280)
(280,230)
(270.s70)
(278,280)
(228,800)
(235,350)
(228"s25)
(23s.025)
(274,290)
(277,050)
( l 84,080)
( I 85,940)
(273,420)
(28 1,1 30)
(269,850)
(276,960)
( 1 80,680)
(r97,160)
(28s,720)
(288,2 10)
(180,880)
(197,340)
(139,8 1 5)
(t43,265)
(240,72s)
(246,475)
1 5,900

1.325
17,400
I,450
I 3,000
1,083

13.250
1,104
18,750
1,563
12,000
1,000
r7.100
1,425
18,300
1,525
12,000
1,000
18,750
r,563
13,000
1,083
9,300
775
1 3,500
t.125
Federal Farm Credit Bks Funding Corp
3133EMKT8
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7.7 Consent Page 6

TYPE OF FIXED INCOME INVESTMENT

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME INVESTMENTS, CONTINUED
July 31,2023
DATES INTBREST RATES:

ACQUISITION STATED

MATURITY CURRENT YIELD

BOOKVALUE

UNREALIZED
GArN/(LOSS):

THIS MONTH

BSTIMATED
EARNINGS:

ANNIIAL

CUSIP NTIMBER PARVALUE MARKETVALTIE LASTMONTH THIS MONTH U.S. GOVERNMENT AGENCY OBLIGATIONS. CONTINUED
Federal Home Loan Mtg Corp
3134GXFVI
Federal Home Loan Mtg Corp
3134GXHD9
Federal Home Loan Mtg Corp
3134GXJX3
Federal Home Loan Mtg Corp
3134GXIZ8
Federal Home Loan Banks
3l30AKQ74
Federal Home Loan Mtg Corp
3134GXKJ2
Federal Home Loan Banks
3I3OAKPC4
Federal National Mortgage Asso.
3 135G06R9
Federal Home Loan Banks
3 I 30AL3S I
Federal Home Loan Banks
313OAKYU4
Federal Home Loan Banks
3t30ALCW2
Federal Home Loan Banks
3t30AKZ25
t2-17-20
t2-17-25 c
12-23-20
12-23-25 C
0 1 -05-2 I
01-05-26 C
0t-07-21
0t-07-26 c
01-22-21
0t-22-26 C
0t-22-21
0t-22-26 C
01-28-21
01-28-26 C
0t-28-21
0t-28-26 c
02-17-21
02-17-26 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

0.62504

0.670%

0.700%

0.750Yr

0.s50%

0.590o/o

0.520o/o

0.s60%

0.625%

0.670%

0.s50%
0590%

0.600%

0.640%

0.550Yo
0590Yo

0.625%

0.670%

0.600%

0.640Y.

0.62504

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
2,000,000
1,81 1,180

3.000,000
2,720,340
2,500,000
2,254,200
2,000,000
1,801,640
2,500,000
2,254,850
2,500,000
2,250,550
2,000,000
1,801,780
2,000,000
t,799,460
3,000,000
2,69'.7,720
3,000,000
2,694,300
3,000,000
2,695,830
3,000,000
2,697,180
3,000,000
2,704,500
( l 88,820)
(206,340)
(279,660)
(286,230)
(245,800)
(251,17s)
(l 98,360)
(2 l 5,560)
(245,1 50)
(249,es0)
(249,4s0)
(270,7s0)
(198,220)
(202, r 80)
(200,540)
(204,s60)
(302,280)
(327,450)
(305,700)
(31 1,370)
(304,170)
(329,460)
(302,820)
(308, I 60)
(295,500)
(326,640)
12,500
1,042
2 1,000
1,750
13,750
1,146
10,400
867
15,625
1,302
13,750
1,146
12,000
r,000
1 1,000
917
I 8,750
1,563
18,000
1,500
18,750
1,563
19,500
t,625
24,000
2,000
- CONTINUED ON PAGE 7 -
. C:\Users\dib6rez\AppData\Local\Microsoft\Windows\lNetcache\Content.Outlook\79Jl8ZM5\01 July 2023 lnvestment report.xls Federal Home Loan Banks
3 l3OALFS8

7.7 Consent Page 7

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED

FIXED INCOME
HYJ|;Y,:NTS,

CONTINUED

UNREALIZED
DATES: INTERESTRATES: GArN/(LOSS):

ACQUISITION STATED BOOK VALUE THIS MONTH
MATURITY CIJRRENT YIELD PARVALUE MARKETVALUE LASTMONTI{

ESTIMATED
EARNINGS:

TYPE OF FIXED INCOME INVESTMENT ANNUAL

CUSIP NUMBER THIS MONTH
U.S. GOVBRNMENT AGENCY OBLIGATIONS. CONTINLTED
Federal Home Loan Banks
3130ALKQ6
Federal Home Loan Banks
3l3OALXVI
Federal Home Loan Banks
3I3OAMWU2
Federal Home Loan Banks
3130AN2L3
Federal Home Loan Banks
3130AN4R8
Federal Horne Loan Banks
313OANFT2
Federal I{ome Loan Banks
3I3OANLZl
Federal Home Loan Banks
3l30ANM56
Federal l{ome Loan Banks
3I3OANUX6
Federal Home I-oan Banks
3I3OANXS4
Federal Home Loan Banks
313OANXUg
Federal Home Loan Banks
3I3OANYR5
03-30-2 I
03-30-26 c
04-22-21
04-22-26 c
06-30-2 I
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
09-28-2t
09-28-26 c
09-28-2t
09-28-26 c
09-30-21
09-30-26 C
09-30-2 l
09-30-26 c
10-21-21
10-21-26 c
Per BNY WTC
2,500,000
2,264,tzs
2,500,000
2,260,725
3,000,000
2,692,050
3,000,000
2,693,190
3,000,000
2,698,380
3,000,000
2,687,160
2,500,000
2,228,47s
2,500,000
2,238,725
3,000,000

2.685,300
3,000,000
2,668,fio
3,000,000
2,676,330
2,500,000
2,226,675

2.500,000
) ))7 q)5
(23s,875)
(239,125)
(239,27s)
(241,900)
(307,950)
(309,960)
(306,8 l0)
(308,880)
(30 r,620)
(303,3e0)
(3 12,840)
(3 14,3 10)
(271,s2s)
(272,92s)
(261,27s)
(262,425)
(3 14,700)
(3 I 5,060)
(33 r,890)
(332,640)
(323,670)
(324,210)
(273,32s)
(273,8s0)
(276,075)
(275,700)
25,750
2,146
27,s00
2,292
30,000
2,500
30,600
2,550
33,7 50
2,813
3 1,500
2,625
22,500
1,875
26,2s0
2,1 88
33,000
)'t\fi
27,000
2,250
30,000
2,500
23,750
1,979
25,000
2,083

1.030%

1.090%

1.100%
l.160Vr

1.000%

1.060%
l.020Yo

1.080%
t.125%
l.l90%o

1.050%
l.l200A

0.900%

0.960%

1.050%

1.110%

1.100%

1.r70%

0.900%

0.960%

1.000%
r.030%

0.950o/o

1.010o/o

1.000%
l.060Yo
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
- CONTINUED ON PAGE 8 -
Federal Home Loan Banks
3I3OAPCD5
C:\Users\daanez\AppData\Local\Microsoft\Wi ndows\l Netcache\Content.Outlook\79J l8ZM5\01 -J uly 2023 lnvestment report.xls

7.7 Consent Page 8

CITY OF TULARE

SUMMARY TREASURER'S REPORT, CONTINUED
FrxED rNc o ME tilyr"i;yr:Nrs, c oNr rNUED

UNREALIZED
GAIN/(LOSS):

ESTIMATED
EARNINGS:

TYPE OF FIXED INCOME INVESTMENT
DATES: INTERESTRATES:

ACQUISITION STATED BOOK VALUE THIS MONTH ANNUAL

CUSIP NUMBER MATURITY CURRENT YIELD PAR VALUE MARKET VALUE LASTMON'IH THIS MONTH U.S. GOVERNMENT AGENCY OBLIGATIONS. CONTINUEI)
Federal Home Loan Bks
3 I 30APJ55
Federal Home Loan Bks
313OAPJB2
Federal Home Loan Bks
313oAPDQ5
Federal Home Loan Bks
3 1 3OAPFQ3
Federal Home Loan Bks
3l3OAPFRI
Federal l-{ome Loan Bks
313OAPFU4
Federal Home Loan Bks
3 l3OAPLP8
Federal Home Loan Bks
3I3OAPNK7
Federal Home Loan Bks
3I3OAPPL3
Federal Home Loan Bks
313OAPXT7
Federal Home Loan Bks
3130ARA68

TOTAL FIXED INCOME INVESTMENTS
**All are in safekeeping with BNY Western Trust Company t0-26-21
t0-26-26 c
t0-26-2t
t0-26-26 c
10-28-21
t0-28-26 c
10-28-2t
10-28-26 c
10-28-21
10-28-26 c
10-28-21
10-28-26 c
1 t-t6-21
11-16-26 C.

I l-18-21
1l-18-26 c
t1-23-21
tt-23-26 c
37,500
3,125
33,7 50
2,813
37,500
3,125
22,000
1,833
22,400
t,867
21,000
1,7 s0
34,37 5
2,86s
4t,250
3,438
t2-t7-21
t2-17-26 c
03-29-22
03-29-27 c
|.250Vo

1.310%
l.125yo
t.t90%

1.250o/o
L320yo

1.100%

1.170V,
t.120%

1.190%

1.050%
Ll20o/o
t.375%

1.440Yo
t.375%

1.440yo

1.450o/o

1.510o/o

1.600%

1.670y"

2.350o/o

2.390o/o
N/A

0.880%
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
2,697,810
3,000,000
2,686,860
3,000,000
2,697,420
2,000,000
1,789,520
2,000,000
r,790,680
2,000,000
1,786,580
2,500,000
2,254,100
3,000,000
2,690,010
3,000,000
2,7r0,290
2,000,000
1,8 r3,120
2,000,000
1,832,880
(302, l 90)
(301,770)
(3r3,r40)
(3 12,960)
(302,580)
(302, r 60)
(210,480)
(2 r 0,380)
(209,320)
(20e,200)
(213,420)
(2 I 3,380)
(24s,900)
(244,72s)
(30e,ee0)
(293,970)
(289,710)
(288,270)
( I 86,880)
( r 85,500)
(167,120)
(149,940)
43,500
3,625
32,000
2,667
47,000
3,917
I 57,868,056
142,7s8,879
(1s,t09,177)
_(1543,42D
1,308,760
109,063
- Ull: Unrestricted Investments
C:\Users\d&anez\AppData\Local\Microsoft\Windows\lNetCache\Content.Outlook\79Jl82M5\01 -July 2023 lnvestment report.xls

7.7 Consent Page 9
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Fire
Submitted by: Ryan Leonardo, Fire Marshal
Agenda Title: Surplus of Damaged Fire Safety Trailer

RECOMMENDED ACTION
Adopt a resolution authorizing the surplus of the Fire Department’s fire safety trailer.

SUMMARY
The Fire Department has a thirty-three-foot Surrey Fire Prevention Safety trailer that is damaged and beyond reasonable repair. The department is requesting that the piece of equipment be sent to surplus and properly disposed of. All items of value have been removed from the interior, the exterior has water and structural damage.

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

LEGAL REVIEW
This item does not require legal review.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Photos

2. Resolution
Reviewed/Approved:

Item #: 7.8
Consent

7.8 Consent Page 1

7.8 Consent Page 2 ATTACHMENT 1
RESOLUTION 2023-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE

DECLARING CERTAIN PERSONAL PROPERTY TO BE SURPLUS AND

AUTHORIZING ITS DISPOSITION
BE IT RESOLVED by the City Council of the City of Tulare, as follows, to wit:

Section 1. The property listed below is hereby declared to be surplus property of the City of Tulare.

Unit # Year Description
N/A 2001 (approx.) Surrey Fire Prevention Safety Trailer Section 2. The Chief Financial Officer (Finance Director/Treasurer) of the City of Tulare is hereby authorized to dispose of said property and deposit any funds received in the appropriate fund of the City of Tulare.

PASSED, APPROVED, AND ADOPTED on this 15th day of August 2023.

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
By Melissa Hermann, Chief Deputy City Clerk

7.8 Consent Page 3 ATTACHMENT 2
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Community Development - Housing
Submitted by: Alexis Costales, Housing and Grants Manager Agenda Title: Adoption of ERF-2-R Grant Allocations

RECOMMENDED ACTION
Adopt a resolution approving the allocation of the Encampment Resolution Funding Program Round 2 Rolling Disbursement (ERF-2-R) grant funds in the amount of $149,442 for various services; and authorize the City Manager or their designee to execute service agreements, any amendments thereto, and any and all other documents or instruments necessary or required by the California Interagency Council on Homelessness for participation in the ERF Program.

SUMMARY
The state of California has established the Encampment Resolution Funding Program (“ERF”) pursuant to Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. Amended by SB 197 (Statutes of 2022, Chapter 70, Sec.3-8, effective June 30, 2022). The ERF Program is administered by the California Interagency Council on Homelessness (“Cal ICH”) in the Business, Consumer Services and Housing Agency. ERF provides one-time, competitive grant funds to Continuums of Care and/or Local Jurisdictions.

To date, there have been two rounds of the ERF Program. Housing and Grants Division staff, with letters of commitment and other information from community-based organizations, developed and submitted proposals for the ERF Program in the inaugural round (“ERF-1”) during December 2021 and through the Rolling Disbursement period of Round 2 (“ERF-2-R”) during February 2023.

The ERF Program, per the ERF-2-R Notice of Funding Availability guidelines, purports to fund actionable, person-centered proposals that resolve the experience of unsheltered homelessness for people residing in encampments. Resolving these experiences of homelessness will necessarily address the safety and wellness of people within encampments, resolve critical encampment concerns, and transition individuals into interim shelter with clear pathways to permanent housing or directly into permanent housing, using data-informed, nonpunitive, low-barrier, Housing First, and coordinated approaches. Proposals may bolster existing, successful models and/or support new approaches that provide safe, stable, and ultimately permanent housing for people experiencing homelessness in prioritized encampments.

The City’s ERF-1 project officially began in July 2022. Under the ERF-1- grant project, a network of six organizations engaged a focus population, estimated at less than 100 unhoused people within encampments adjacent the Union Pacific Railroad, and delivered a mix of social, palliative, health, and housing related services. Table 1 provides an overview of key ERF-1 project elements.

Item #: 7.9
Consent

7.9 Consent Page 1
Table 1 – Summary of ERF-1 Project Features
Intervention Type Explanation
Case Managers Three full-time employees (FTE) across the Kings Tulare CoC, Salt+Light Works, and Kings View organizations
leading street outreach, case management, and housing
navigation for a maximum of 75 unhoused people.

Fresh Start Wash and
Wellness (Shower and
Hygiene)
Clean the World (CTW) Foundation, Inc., deploys a four-stall shower and bathroom trailer. This is a self-contained
portable unit that is operated by two FTE staff with CTW.

Service scaled from 3 to 4.5 days per week and includes an ADA accessible stall, a sharps container, awning, and
display television.

Food and Palliative
Supplies Service
Salt+Light Works manages a distribution service of food and palliative relief items (e.g., water bottles, clothing, hygiene kits). Service available at least three-days per week and involves contributions from 5 staff members at levels from

0.70 to 0.10 FTE.

Medical Mobile Care
Clinic
Adventist Health Tulare deploys a Mobile Care Clinic (MCC) team and associated multipurpose vehicle one day per
week. Service involves a team led by a resident physician, medical assistants, and outreach staff. Collectively, the MCC offers first aid, wound care, assessments, education, and referrals for outpatient care within Tulare.

Homeless MultiDisciplinary Team The Tulare County Health and Human Services Agency deploys their Homeless Multi-Disciplinary Team (MDT) one day per week. The MDT consists of personnel from public health, human services, and mental health divisions. This team offers benefits acquisition, substance use assessments and counseling, notarization, and mental health
assessments and referrals.

Deposit and Rent
Assistance
Provides double security deposit and up to 12-months of rent assistance at public or privately managed units. Budget based on short-term rental subsidy for 57 clients across a mix of one-, two-, and three-bedroom units.

Client Flex Fund Offers a personal fund of $2,674 per client to address a range of costs important to securing and sustaining
permanent housing. Expenses under this fund often include coverage of standard monthly utilities as well as payment of rental application fees, minor debt, home supplies and
furnishings, vehicle maintenance, and pet registration and veterinarian services.

Waste and Hygiene
Facilities
Servicing several times per week of three (3) six-yard waste bins and five (5) portable restrooms. Includes the occasional deployment of large roll-off bins.

7.9 Consent Page 2
Case Managers supported a move of thirty-four (34) people from the prioritized encampment area to emergency, transitional, and/or permanent housing. Twenty-five of these people secured permanent housing, and fiscally, a total of $1,092,243 in ERF-1 grant funds was fully paid, which represents roughly 69 percent of the total ERF-1 grant award.

The impact of field services was partially diluted and the quality and timeliness of assessments and referrals for professional care and/or housing may wane if case managers and other providers are unable to manage a larger than anticipated client pool. Altogether, the growth of focus encampments prompted a scaling and enhancement of ERF-1 services where feasible.

The City’s ERF-2-R application and grant award of $4,822,586 will scale and enhance outreach, rapid rehousing, services coordination, and systems support of the existing project.

A minimum of 120 unhoused people will receive individual case management and housing navigation services beyond the ERF project term of June 2024. The addition of a licensed clinical social worker will improve care coordination and the availability of assessments and referrals to available medical, behavioral health, and mental health providers. And to complement direct services, the ERF-2-R proposal also enables the implementation of an on the-job training program as well as increases the total amount of rental assistance and client flex funds available for clients. The prospect of securing and sustaining interim and permanent housing options for ERF clients is also benefited through investments of ERF-2-R grant funds in the form of operating subsidies or construction financing to three projects in the local Coordinated Entry System. Below, Table 2 outlines the proposed allocations of ERF-2-R grant funds.

Table 2 – Anticipated Activities, Contractors, and Allocations of ERF-2-R Grant Funds Client case management and transportation coordination - • Kings Tulare Continuum of Care: $149,442 for two full-time employees and operating costs
Job Training and on-the-job experience program for 10 clients – • Community Services and Employment Training, Inc.: $237,502 for staffing and operating costs
Outreach and delivery of food and palliative supplies - • Salt+Light Works: $307,548 for staffing, operating, client, and indirect costs.

Deployment of a mobile shower and hygiene service -
• Clean the World Foundation, Inc.: $272,664 for staffing, operating, and indirect costs.

Engagement from Tulare County Health and Human Services Agency’s Homeless MultiDisciplinary Team – • Tulare County Health and Human Services Agency: $31,200 Investment of capital operating subsidies to Madson Gardens project - • RH Community Builders: $788,407 for reservation of 15 permanent supportive housing units over five years
Investment of capital operating subsidies to Eden House project - • Self-Help Enterprises: $990,908 for reservation of 8 transitional beds over three years
Development of interim housing at the City’s emergency shelter complex –

7.9 Consent Page 3
• Engineering Department: $1,289,200 for site improvement, construction, and installation costs of sixteen (16) 100 square foot units Housing and Stability Assistance for 52 additional clients - • Deposit and 12-months of rental subsidies: $414,406
• Client ‘flex’ fund: $104,000
Provision and servicing of waste and hygiene facilities – • Sierra Sanitation’s portable restrooms and sinks: $74,520 • Public Works Department’s six-yard waste bins and other trash mitigation: $41,040 Project Oversight and Grant Administration –
• Housing and Grants Division - $32,832
Note(s)
• The above list is not exhaustive of all the proposed uses of ERF-2-R grant fuds.

The remaining $88,917 involves expenses for training, contractor and client transportation, contractor supplies, and other professional services under the minor contract threshold.
• About 72 percent of ERF-2-R grant funds address emergency, interim, and/or permanent housing options for clients.

The resolution presented by the Housing and Grants Division accounts for activities and uses of funds subject to the City’s major contracts procurement policy. If approved as presented, then the Housing and Grants Division staff may proceed with establishing scopes of work, detailed budgets, program guidelines, reporting and evaluation standards, and other items with each organization. Given the specialized nature of the local homelessness services industry and the proposed ERF-2-R activities and investments separately, the Housing and Grants Division recommends use of a sole source procurement method to secure reliable services and facilitate a timely start of ERF-2-R project activities. The attached ERF-2-R application document and standardized budget template offer further details on the ERF project’s objectives, focus population, network of services, housing pathways, and anticipated costs previously evaluated and awarded by Cal ICH.

FISCAL IMPACT & FUNDING SOURCE(S)
Encampment Resolution Funding Grant (Fund 071).

LEGAL REVIEW
This item does not require legal review.

ALTERNATIVE ACTION
City Council may withhold approval of the proposed allocations of the City’s ERF-2-R grant award, all or several, and provide direction to City staff develop different activities and allocations of grant funds for review at a future council meeting.

1. Deny: Reject the proposed activities and allocations and identify a different iteration of activities and obligation of ERF-2-R grant funds for City staff to present to the state Cal ICH and City Council for approval at a future time.

2. Table: Reschedule consideration of this item to a future City Council meeting.

ATTACHMENTS

1. Resolution

2. ERF-2-R Application Document - Copy

3. ERF-2-R Standardized Budget Template - Copy
Reviewed/Approved:

7.9 Consent Page 4
RESOLUTION 2023-XX

A RESOLUTION OF THE COUNCIL OF THE CITY OF TULARE

APPROVING THE ALLOCATION OF ENCAMPMENT RESOLUTION FUNDING

PROGRAM, ROUND TWO, SECOND DISBURSEMENT, GRANT FUNDS IN THE TOTAL AMOUNT OF $149,442 FOR VARIOUS SERVICES
WHEREAS, the state of California has established the Encampment Resolution Funding Program (“ERF”) pursuant to Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. Amended by SB 197 (Statutes of 2022, Chapter 70, Sec.3-8, effective June 30, 2022). The ERF Program is administered by the California Interagency Council on Homelessness (“Cal ICH”) in the Business, Consumer Services and Housing Agency (“Agency”); and
WHEREAS, the ERF Program incorporates two interdependent objectives, including, the award of funds to local demonstration projects that feature data-informed, innovative service delivery models and cross systems collaborations that support individuals experiencing homelessness in encampments towards a meaningful path to safe and stable housing through non-punitive, low-barrier, person-centered, and Housing First approaches, and, in partnership with Grantees, such as the City of Tulare, Agency or its agents will analyze Grantee’s demonstration projects to evaluate activities and outcomes for the purpose of sharing scalable and replicable encampment resolution models that may be implemented across the state; and WHEREAS, on December 01, 2022, Cal ICH released a Notice of Funding Availability (NOFA) for the ERF Program, Round 2, Second Disbursement (ERF-2-R) with a proposal submission deadline of February 28, 2023; and WHEREAS, the Community Development (CD) Department led the City’s informal consultation and evaluation, data gathering, and proposal preparation efforts, and with City Management guidance and approval, submitted a formal application to the ERF-2-R NOFA on Tuesday, February 28, 2023; and
WHEREAS, on June 14, 2023, Cal ICH shared a notice of intent to award letter with the CD Department indicating a plan to allocate ERF-2-R grant funds in the total amount of $4,822,586 to support the City’s existing ERF-1 project in accordance with the work plan and standardized budget of the ERF-2-R application; and WHEREAS, from June 15 through July 31, 2023, the CD Department consulted with proposed contractors under the City’s ERF-2-R proposal to review their interest and capacity to provide planned services and/or housing; and WHEREAS, with comments from the City Attorney, the City Manager executed a Standard Agreement and other requested documents for Cal ICH on July 13, 2023, regarding acceptance of the City’s ERF-2-R grant award and a commitment to comply with ERF Program guidelines; and

7.9 Consent Page 5 ATTACHMENT 1
WHEREAS, the proposed allocations of ERF-2-R grant funds will expand services and housing options on the City’s ERF-1 project across varying time intervals beginning in September 2023, which include, but are not limited to, $149,442 for case management, housing navigation, and transportation with the Kings Tulare Continuum of Care Agency, $237,502 for a job-training program with Community Services and Employment Training, Inc., $307,548 for a food and palliative supplies service with Salt+Light Works, $272,664 for a mobile shower and hygiene service with Clean the World Foundation, Inc., $31,200 for deployment of a Homeless Multidisciplinary Team with the Tulare County Health and Human Services Agency, $788,407 for operating subsidies at the Madson Gardens project with RH Community Builders, $990,908 for operating subsidies at the Eden House project with Self-Help Enterprises, $1,289,200 for the development of interim housing units at a future emergency shelter with the City of Tulare, $74,520 for servicing of portable restrooms and sinks with Sierra Sanitation, and, $41,040 for servicing of waste bins and other trash mitigation with the City’s Public Works Department.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Tulare, following deliberation, the allocations of its ERF-2-R grant funds are approved as presented.

PASSED, APPROVED, AND ADOPTED on this 15th day of August 2023.

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
By Melissa Hermann, Chief Deputy City Clerk

7.9 Consent Page 6

SUBMISSION PORTAL OVERVIEW
Is the Application a "Test" Submission?
No, this is my official Submission.

7.9 Consent Page 7 ATTACHMENT 2
Part 1: ADMINISTRATIVE INFORMATION
Application Window
This application is being submitted in the following application window:

Window #1, 12/1/2022 - 2/28/2023
Eligible Applicant
Select the eligible applicant's jurisdiction type.

City
What is the name of the city or county?
City of Tulare
Implementing Organization
Implementing Organization
City of Tulare
Specific Unit or Office Within the Implementing Organization Community Development Department
Implementing Organization's Address
411 East Kern Avenue
City
Tulare
Zip Code
93274
County
Tulare
Implementing Organization's Tax ID
Number
94-6000443
Project Director
Name
Alexis Costales
Title
Senior Housing and Grants Specialist
Phone
(559) 684-4224
Email
[email protected]
Grant Administrator
Name
Gladys Avitia
Title
Housing and Grants Specialist
Phone Email

7.9 Consent Page 8
(559) 684-4222 [email protected]
Contact Person for Application
Name
Alexis Costales
Title
Senior Housing and Grants Specialist
Phone
(559) 684-4224
Email
[email protected]
Authorized Representative
Name
Marc Mondell
Title
City Manager

7.9 Consent Page 9
This Application uses character limits
Reaching these limits is not required. Competitive
responses may fall well short of these limits.

Part 2: PROPOSAL OVERVIEW
People Served
Number of people currently residing in prioritized encampment site 133
Of people currently residing in prioritized encampment site, how many will be served by this proposal?
133
Given the potential for inflow of people into the prioritized encampment site, how many people are projected to be served across the entire grant period?
179
Of people projected to be served across the entire grant period, number of people projected to transition into interim shelters
157
Of people projected to be served across the entire grant period, number of people projected to transition into permanent housing
57 Is the prioritized encampment site part of a larger encampment area? Yes
Approximately how many people are residing in the entire larger encampment area, including the prioritized site?
133
Briefly describe the prioritized site in relation to the larger encampment area. (1000 character limit) The larger encampment area consists of public and privately-owned parcels, mostly vacant grass or dirt covered land, to the north and south of a prioritized area.

The prioritized sites, when combined with the larger area, span about 4 miles. Individual encampments

7.9 Consent Page 10
range in physical size and compose about 4 to 20 unhoused people camping near an active commercial railroad line.

As of January 25, 2023, the larger encampment area also includes a designated area managed by multiple City Departments. This temporary encampment area, over 90,000 square feet in size, provides on-site amenities including, but not limited to, portable restrooms, waste bins, running water, a dog-run, a storage container, a covered picnic area, charging stations, and individual 12 by 15 feet campsites.

Case managers on the ERF project continue engagement at prioritized sites as well as maintain their key functions with unhoused clients who registered to use a campsite at the City’s temporary encampment area.

Encampment Information

1. Briefly describe the characteristics of the people residing within the prioritized encampment site.

The description must include demographics and may include household compositions, disabilities, and projected service and housing needs. (1500 character limit) Staff estimate that 133 people live in the prioritized encampment sites. Derived this and other estimates principally from HMIS records of people enrolled on the project since June 2022 and survey results of 75 people in February 2023.

Of enrolled people, the project serves 79 women, 91 men, and 2 non-binary individuals, with about 71% and 47% of the people identifying as White only or Latina(o) respectively. 19% of people in the project are Black or African American, which is nearly 10 times the census figure of 2% for the entire county. Most people, about 69%, are between the ages of 30 and 59, with about 13% are seniors above 60 years of age and about 12% between the ages of 18 - 29 years old. And 6% of the people are under the age of 17.

Survey data suggest 19% of clients have a form of income upon entry, less than $860 per month. About 25% of the people are chronically homeless, experiencing homelessness 2 - 4 times within the last 3 years. Key barriers to housing may include the 56% of people identifying a mental health condition, 48% a substance abuse issue, and 46% with physical disability.

Services must be culturally proficient and achieve rapid rehousing, income growth, and connections to care where feasible. With about 70% of people insured, it is reasonable to establish medical homes for a sizable portion. At least half of permanent housing must be supportive, while single adults without a serious underlying condition may utilize other affordable units.

2. Briefly describe physical characteristics of the prioritized encampment site in which the people you are proposing to serve are residing. The description must include the specific location, physical size of the area, the types of structures people are residing in at the site, whether vehicles are present, and any other relevant or notable physical characteristics of the site. (1000 character limit)
The prioritized encampment sites cover public and private property along ‘I’ Street immediately to the west of a commercial freight line owned by Union Pacific Rail Road. Of the estimated 133 people, about two fifths remain at a public park, Centennial, and essentially five undeveloped parcels. The either flat grass or dirt lots range in size from approximately 12,696 to 254,881 square feet. And as of February 18th, the remaining three fifths of people originally encamped at the park or on privately-owned parcels moved to a designated area operated by the City of Tulare.

People engaged on the ERF project overwhelming utilize tents and tarps as a dwelling space with about 15 percent occupying a standard size or recreational vehicle. The designated encampment area is about 2.25 miles from the furthest prioritized site and will act as an alternative to camping at existing locations with arguably higher risks.

7.9 Consent Page 11

3. Why is this particular encampment site being prioritized? (1000 character limit) The cluster of sites are dense and in a more precarious location than other encampments, with the particular unhoused people and their residential and commercial neighbors contending with serious safety and public health issues.

The City received correspondence from the Federal Railroad Administration in May 2022 in regard to the community’s high train fatality and injury rates. Police corroborate this issue and note that a large share of the accidents involve unhoused people. Second, police and code enforcement also respond to calls from unhoused people and other constituents near the project area concerning theft, vandalism, and illegal dumping. With considerable vehicle and pedestrian traffic, unhoused people and their neighbors remain exposed to a mix of risks.

The deployment of portable restrooms, hand washing stations, and waste bins on regular service schedules are proving to lower sanitation, rodent, and other environmental health risks within the prioritized sites.

Attachment: Map
Map-Prioritized Sites & Facilities-Tulare ERF.pdf
Map-Larger Encampment Area-City-Wide View.pdf
Facility Layout Map - City Temp Encamp Area.pdf
Maps-GIS Data-Tulare ERF.pdf
Prioritized Sites 1-2- ERF-2-City of Tulare.pdf
Prioritized Sites 3-4- ERF-2-City of Tulare.pdf
Prioritized Sites 5-6- ERF-2-City of Tulare.pdf

4. Is the prioritized site on a state right-of-way?
Yes - partially
Attachment: Caltrans Letter of Support
Caltrans_Letter of Support_City of Tulare ERF.pdf
Proposal’s Outcomes

5. What are the outcomes this proposal seeks to accomplish by the grant close (6/30/2026)? If funded, what are the primary activities you are planning to implement to achieve the proposal’s outcomes? (1000 character limit)
The current project and this proposal must address basic human needs and achieve sustained exits to housing for people through an inclusive and informed approach. The City, its six partner organizations, and future partners must uphold rigorous standards, meet regularly, and revise practice according to evaluation and technical assistance.

The proposal will scale and enhance street outreach, rapid rehousing, services coordination, and systems support on the existing project. In so doing, upwards of 120 people will receive individual outreach, case management, and housing navigation services at any given point. The inclusion of mixed assessments and referrals to available medical, behavioral health, and/or mental health providers, is a central linkage to care for clients. From these actions, paid job training and housing and flex funds improve the prospect of housing, which is further bolstered by tenancy and operating subsidies to active interim and permanent options.

6. How will the applicant measure progress towards the proposal’s outcomes? (1000 character

7.9 Consent Page 12
limit)
Uphold financial and performance reporting with all contractors. In addition to monitoring outputs, staff review progress with contractors towards indicators such as the following:

Current Outcomes
-consistent availability and usage of integrative field services within prioritized area -achieve document readiness for majority people within a definitive time frame -secure 57 exits to interim and/or permanent housing on or before June 30, 2024 -apply housing tenancy services with CalAIM contractors to sustain placements in permanent housing for clients
Outcomes with ERF-2-R proposal
-implement additional integrative field services within 120 days of award -achieve placement readiness for at least sixty percent of all people enrolled on the project within 90 days after first date of enrollment in HMIS
-facilitate 79 interim and 29 permanent housing exits in first year -secure and sustain exits to permanent housing for 26 people per year with a recidivism rate of less than 10 percent

7. Are there any local ordinances, resources, or other factors that may hinder achieving the proposal’s outcomes? If so, how will the applicant navigate these challenges? (1000 character limit)
Resource management is currently stressed by the amount of people engaged. Original estimates on the size of the target group and anticipated in-flow of people were particularly low. The larger in-flow of people is challenging the effectiveness of services and housing navigation. The impact of services as well as the quality and timeliness of assessments and referrals may suffer if service levels become too obstructed.

Recent and future technical assistance will address outreach strategy, case conferencing, data collection, and job retention in an effort to maintain feasibility.

Waning political support due to increase in-flow of people, particularly from other areas, as well as recurring fatalities of unhoused persons struck by trains, may prompt enforcement of an ordinance to prevent camping near the railroad by May 2023. In this case, the City will implement a coordinated move to its designated encampment area and other location(s) to minimize the extent of displacement.

8. Is this proposal a standalone project or part of a larger initiative? Larger initiative

8. a) How would this larger initiative be categorized?
Part of a larger project for encampments in general
Please describe. (1000 character limit)
From the start of the current project in June 2022, the city and partner organizations observed in-flow to each of the five prioritized sites on public and private property. This was due in part to clearing actions of Union Pacific personnel and general movement of other unhoused people from within and outside of the community. The growth in the size of encampments at prioritized sites and at other locations along the freight railroad corridor prompts a scaling and enhancement of services where feasible.

Additionally, the delivery of current and planned services for people in the prioritized sites now also occurs at a designated area for camping. This designated ‘temporary encampment area’ consists of onsite amenities and individual campsites that are reserved principally for ERF clients and other unhoused people from prioritized and new target locations along the freight railroad.

7.9 Consent Page 13
Part 3: IMPLEMENTATION
Core Service Delivery and Housing Strategies

9. Describe the proposed outreach and engagement strategy, case management, and / or service coordination for people while they are continuing to reside within the encampment site. Quantify units of service to be delivered including the ratio of staff to people served, frequency of engagement, and length of service periods. (2000 character limit) Street outreach, services coordination, and housing navigation led by three full-time case managers with a case load of about 30-to-1 and weekly engagement expectation through June 2024. Propose deployment of another full-time case manager and a program / care manager to effectively scale. Project will maintain one or two case managers through June 2025.

Integrative field services address basic needs and provide on-site care and referrals to medical, mental, and behavioral health services. First, the city will maintain portable restrooms, hand washing stations, and waste bins through at least June 2024. Second, Salt+Light Works will deliver food and palliative supplies at least three days per week through December 2024. Third, Adventist Health of Tulare and other medical care providers will deploy mobile units / teams on a weekly basis to offer health screenings, wound care and first aid, telehealth, and primary medical care. Clean the World will continue operation of a four-stall shower unit on a 3 to 4.5 days per week schedule through December 2024. And the Homeless Multidisciplinary Team (MDT) with the Tulare County HHSA will continue weekly outreach, benefits enrollment, and assessments through June 2025.

Stability services promote coordination and sustainment of housing. Biweekly case conferencing continues to enable changes to outreach, care coordination, and housing exits. Less stringent rental assistance and a flex fund, currently $800 per client, as well as a utility allowance equip clients with funds to address barriers to housing. This may include payment of arrear(s), amenities, and utility fees. Propose establishing a job training program for clients. This will create an opportunity for 400 hours of compensation. A source of income and experience may improve odds of long-term employment and renting a unit. And for clients in permanent housing, will leverage an offer of housing tenancy and sustaining services for 40 or more people per year.

10. Describe the role of Coordinated Entry in the context of this proposal and how Coordinated Entry policies or processes will support and / or hinder the implementation of this proposal. (1000 character limit)
The case managers / housing navigators adopted local CES standards for street outreach, assessment, and referrals to interim and permanent housing. The use of a VI-SPDAT tool ensures each person receives a standard assessment and referral process. The portfolio of interim and permanent housing units available to unhoused people throughout Tulare County are also available to local clients. Housing navigators contend with minimal openings and muster a rate of one to two permanent housing placements per month. This is the principal difficulty of executing the project through the CES. The City’s ERF-2-R proposal seeks to mitigate some of the shortfall with operating reserves at interim and permanent housing projects. If awarded, a key interim housing option for clients will increase from five to eight rooms, which may improve yearly capacity by 38 percent. While a subsidy to a permanent housing project should secure a long-term rental unit for up to 15 unique households of 2 or less.

11. Please describe the interim shelter and permanent housing opportunities proposed to support this proposal and provide evidence of the applicant's demonstrated ability and commitment to deliver permanent housing for people residing in the prioritized encampment. (2000 character limit)
Currently, housing navigators on the project largely use one interim project and a county-wide portfolio of subsidized permanent units. Eden House, which contains 22 dwelling rooms, will continue to receive clients for a fixed stay while awaiting permanent housing. Eden House welcomed five clients to-date, each

7.9 Consent Page 14
of whom received life skills, daily meals, and housing navigation. As for permanent housing, 9 of the 11 exits to-date occurred at five different multifamily projects through CES, while only two people secured a unit within the private market.

Anticipated interim shelter and permanent opportunities include, but are not limited to: the Tulare emergency shelter complex with congregate and non-congregate settings that will provide at least 200 beds after June 2024; up to eight rooms with upwards of 24 unique stays per year at Eden House; upwards of 12 permanent supportive housing (PSH) units at Santa Fe Commons I available after July 2023; upwards of 15 PSH units at Madson Gardens after September 2023; at least ten PSH units at the Neighborhood Village after December 2023; and, comparable PSH units available at the Lofts and Santa Fe Commons II after December 2023 and in mid-2024 respectively. Cumulatively, about 74 percent of all exits to permanent housing will occur through CES absent a direct referral. Housing navigators will leverage funding for holding fees, double deposits, and 12 months of rental assistance to secure private and low-income units alike.

Lastly, city staff will pursue federal and state grant funds for additional operating reserves and development financing for permanent housing. For example, the City expended over $2,000,000 across the Permanent Local Housing Allocation and Housing Successor Agency programs on construction of the Santa Fe Commons project.

12. Describe how this proposal is tailored to meet the needs and preferences of people residing within the prioritized encampment. (1500 character limit) HMIS records, client surveys, informal input from clients and other people with lived experience, training opportunities, and literature on best practices for street outreach, rapid rehousing, problem solving, harm reduction, and other key competencies, guide the project and proposal. Both the project and proposal seek to address the basic needs, dignity, strengths, and interests of people.

Regular provision of food, water, palliative supplies, showers, portable restrooms, and waste servicing promotes health and dignity. After five months of full implementation, input from clients and contractors indicate that these services are utilized at meaningful levels and seem to facilitate engagement with case managers. These field services, together with mobile medical and behavioral health care assessments and referrals and transportation assistance, sustain engagement for housing navigation.

The proposal calls for several enhancements. First, the vast majority of clients are without vehicles and struggle to reach a range of appointments. The inclusion of a transportation liaison and an accessible vehicle should permit daily and customized travel. Second, assessment and coordination of all primary, behavioral, developmental and other care remains limited. A clinic manager, if acquired at a full or parttime rate, should improve access to a licensed professional (e.g., LCSW) for clients and case managers alike. Anticipate more rigorous and timely analysis and referrals.

Table 1: Projected Living Situations Immediately Following the Encampment
Briefly
Describe Each
Projected
Living
Situation
Immediately
Following the
Encampment
Is This
Permanent
Housing?
Quantify The
Capacity (e.g.,
number of
beds/units,
frequency of
bed/unit
availability)
Prioritized or SetAside for ERF-2-R?Is this living
situation
funded by
ERF-2-R and /
or Leveraged
Funds?
% of
Served
Persons
Projected
to Fall
Within
This Living
Situation

7.9 Consent Page 15
Eden House -
transitional
adults
experiencing
homelessness
who are
awaiting
Permanent
Supportive
Housing or
Rapid Rehousing
placements
through a
variety of
programs, such
as Section 8
voucher
programs and
HUD
Continuum of
Care PSH
programs
No 8 beds with
turnover every
60 to 180 days
Set-Aside Both 27
Santa Fe
Commons I -
Twenty-one 1-
bedroom units,
two 2-bedroom
units, and two
3-bedroom units
will be set aside
as Permanent
Supportive
Housing for
people
experiencing
homelessness
and living with a
mental illness
as part of HCD
No Place Like
Home
Yes 10 units Prioritized Leveraged6
Madson
Gardens - 57-
unit PSH
project, located
at 26442 N.

Highway 99,
Tulare, CA
93274;
Residential
Yes 15 units Set-Aside Both8

7.9 Consent Page 16
units will serve
households
experiencing
homelessness,
including 20
units
designated for
persons who
are chronically
homeless
The
Neighborhood
Village - 53-unit,
master-planned,
intentional
community for
the chronically
homeless in
Tulare County;
provide income
opportunities
and a full slate
of health and
human services
to foster healing
and long-term
stability
Yes 10 units Prioritized Leveraged6
Tulare
Emergency
Shelter – noncongregate
portion of free
standing 100
square foot
units with
occupancy for
12 months or
less and on-site
case
management,
housing
navigation, and
access to
medical,
behavioral,
and/or mental
health care
services
No 16 dwelling
rooms with
turnover every
six to twelve
months
Set-Aside Both 18
Tulare
Emergency
No 200 beds with
turnover every
Prioritized Leveraged 52

7.9 Consent Page 17
Shelter –
congregate and
non-congregate
beds in primary
residential
building, with
case
management
and housing
navigation,
together with
on-site and/or
referrals to
medical,
behavioral, and
mental health
care services
90 to 270 days
depending on
bed type
Private market
and/or lowincome rental
units – Case
managers will
use rental
assistance and
flex funs to
secure 12-
month lease for
clients at private
market or other
subsidized units
not in the CES
portfolio
Yes 10 units Neither ERF6
Santa Fe
Commons II –
phase two of an
affordable
housing project
with fourteen
units set aside
as permanent
supportive
housing and
paired with a
Section 8
Mainstream
Project-Based
Voucher; ERF
clients must
meet MVP
criteria
Yes 12 units Prioritized Leveraged7

7.9 Consent Page 18
Unsheltered
locations - place
not meant for
human
habitation
including a
vehicle, tent, or
makeshift
structure, or
vacant building
No To be
determined -
anticipate 19 or
more returns to
homelessness
Not applicable Not applicable 11
Table 2: Projected Housing and Service Pathways to Permanent Housing
Describe Projected Housing and Service Pathway to
Permanent Housing
Quantify the
Capacity of the
Housing and
Service Pathway
Is this Housing
and Service
Pathway
Funded by
ERF-2-R and /
or Leveraged
Funds?
Availability of integrative services and engagement at a designated temporary encampment area for clients and other unhoused people who voluntarily relocated from prioritized sites 134 12 by 15 foot
campsites
Leveraged
Referral to Eden House, transitional housing project, for interim stays of 180 days or less while receiving on-site services and housing navigation
about 16 beds per
year / total of 48
beds through 3
years
Both
By June 2024, referral to sixteen free standing 100 square foot units with occupancy for 12 months or less and on-site case management, housing navigation, and access to medical,
behavioral, and/or mental health care
about 16 dwelling
rooms per year
Both
By June 2024, referral to non- and congregate beds within shelter's primary building with on-site services and housing navigation
about 200 beds per
year
Leveraged
Table 3: Strategies to Mitigate Displacement
Strategy Is this Strategy Funded
by ERF-2-R and / or
Leveraged Funds?
Formal and informal correspondence with Union Pacific Railroad Company on status of camping and clearing actions on private property within prioritized area
Other
Develop and distribute letters and flyers on the status of project services and camping on public right of way in prioritized area
Leveraged

7.9 Consent Page 19
Gather informal input and conduct surveys of people in prioritized sites on preferences for services and maintenance on public right of way within prioritized area
Both
Operate a designated camping area for people from prioritized site; This includes 134 campsites and an array of on-site amenities and a commitment from contractors for the ongoing delivery of ERF field services at this alternative location
Both
Refer to Tulare emergency shelter that is set to open June 2024; offers congregate beds and non-congregate beds and independent dwelling rooms (100 sq. ft) which ERF clients receive exclusive access for interim stays of six to twelve months
Both
Table 4: Strategies to Mitigate Returns to Unsheltered
Homelessness
Strategy Is this Strategy Funded
by ERF-2-R and / or
Leveraged Funds?
Case Managers / Housing Navigators work with their clients to prepare, coordinate, and execute a warm handoff to third-party professional staff at interim and permanent housing opportunities
Both
Deployment of full or partial payment of rent for 12 months and flex funds, scaled from $800 to $2,000 per person, for payment of arrears, holding fees, storage, and/or other costs that may sustain a client’s interim and/or permanent housing stay
Both
Provision of housing tenancy and sustaining services, for at least 50 clients, by managed care plans (Anthem and Health Net) including, but not limited to, dispute resolution, eviction prevention, benefits advocacy, and lease compliance
Leveraged

13. Describe how this proposal considers and plans for the dynamic nature of encampments including potential inflow of people into the geographically served areas. (1000 character limit) City staff communicate and coordinate with clients and service providers ahead of private and/or public actions that may cause stress and displacement as well as on the status of public right of way available for camping. Unhoused people at locations outside of the prioritized area are advised to use the 2-1-1 database to contact other outreach providers.

Opening of a temporary encampment area outside of the prioritized area was due, in part, to the growth in the size of encampments within the prioritized area. The City’s proposal should scale services to better address demand of people in the prioritized area and those ERF clients who registered for a campsite at the temporary area. To-date, roughly 88 percent of guests are enrolled on the ERF project. The City will continue to prioritize campsites for people within the prioritized area and maintain capacity at 134 households. New invitations to the temporary area will depend on housing exits and capacity.

14. Describe how this proposal will support individuals with continued access to and / or the storage of their personal property. (1000 character limit) On the current project, communication and coordination ahead of maintenance and/or code enforcement actions within public right of way minimizes the likelihood a person within the prioritized area loses their

7.9 Consent Page 20
belongings. Unfortunately, this same practice is more unpredictable with regards to the private property in the prioritized area managed by Union Pacific Railroad Company.

ERF clients utilizing the City’s designated encampment area have the option to store personal property within their own campsite and in a 95-gallon plastic bin that is stored within a controlled access c-train container on-site.

The proposal calls for a continuation of the above measures as well as the scaling of a flex fund from $800 to $2,000. In so doing, case managers may guide clients to rent a storage space while in interim and/or permanent housing. This storage option may help particular people accept housing opportunities that typically come with limited storage.

15. Describe how this proposal will support individuals with service animals and/or pets. (1000 character limit)
The project already provides pet food, leashes, and waste bags for companion animals of people in the prioritized sites. Similarly, the City designed the temporary encampment area to accommodate two animals within each of the 134 campsites and provide a separate fenced dog-run area. The designated facility may also offer guests access to on-site kennels for larger dogs and all animals for instances when a guest must leave to attend appointments, work, and/or other commitments. And with the inclusion of a transportation liaison, clients on the project may schedule and reach the local animal shelter for vaccination, licensure, and other services for their animals.

The contractor providing palliative supplies will continue to supplement pet items; with the bulk of related costs provided by the City through internal funds and private donations.

When considering housing, clients may use flex funds to acquire a license, vaccination, deposit, and/or kennel to comply with pet lease terms.

Budget and Resource Plan

16. State the total amount of ERF-2-R funds requested.
$4,822,586.00

17. State the estimated dollar value of secured, non-ERF-2-R resources that will help meet this proposal’s outcomes. $1,952,841.00

18. Identify and describe these non-ERF-2-R resources. (1000 character limit)
City will commit local resources, entitlement, federal, and/or state grant funds where feasible to maintain services and preserve and develop housing. For example, case manager staffing required a commitment of all eligible CDBG funds, $110,000, as well as, $138,789 of federal HHAP 4 funds. For rental assistance, the City committed $150,000 of HOME Program funds and will apply for a minimum of $300,000 to support ERF clients and other low-income households in March 2023.

The current proposal involves the above sources and contributions from prospective partners in the amounts of $144,048 and $286,440 for paid job training and housing sustaining services respectively. The latter of which is possible through CalAIM. Resources for case management and housing navigation will depend on at least $110,00

7.9 Consent Page 21
from CDBG and/or Housing Successor funds. And for development of sixteen modular units and associated facilities, the City estimates a contribution of $1,262,333.

19. Describe how the proposal is a prudent and effective use of requested funding relative to the number of people it seeks to serve and the types of services and housing to be provided in the proposal. Include an explanation of how the requested ERF-2-R amount was determined. (1000 character limit)
The number of people in the prioritized sites and their respective service and housing needs demand scaling and enhancement where tenable. The ERF-1 project and proposed expansion helps reduce or remove duplicate efforts and more rapidly offer specialty targeted services such as benefits acquisition and medical care. Rental assistance, with interim and permanent housing, accounts for 72 percent of the total ERF 2-R request. This is representative of a commitment to preserve and deliver more housing options to the people within the prioritized sites.

The other share of funds focuses on people’s basic needs, access to different types of care, and self-sufficiency. Street outreach, services coordination, and preventative actions with the proposal aim to sustain housing outcomes. The city and region’s portfolio of housing for unsheltered people will advance over time, and this proposal attempts to mitigate particular adverse effects of the housing gap and while also investing in housing.

Attachment: Standardized Budget
ERF Standardized Budget_City of Tulare_02.23.xlsx
Key Entities and Staff

20. First, describe the implementing organization and specific unit or office within the implementing organization that would administer ERF-2-R. Then, describe their role and primary responsibilities for this proposal. Finally, if these entities have managed a complex homelessness project or grant, describe how those experiences informed this proposal. (1500 character limit) Project oversight and grants administrator duties will continue through the City’s Community Development (CD) Department. A senior housing and grants specialist will manage day-to-day correspondence and coordination with contractors, as well as, startup and evaluation work. While, a Community Development Director and fellow housing and grants specialist will support oversight, reimbursements, and reporting.

Collectively, these CD Department staff possess extensive project, grant, and risk management experience. This Department’s readiness to deliver an ERF-2-R project is evidenced by areas of learning and success on ERF-1 and the involvement of highly qualified nonprofit, public, and private entities in the space of homelessness services and housing.

Homelessness project experience and learning produce a variety of improvements. For example, contractors continue to assess how best to triage and deliver effective services for all people amidst considerable in-flow. Operational adjustments will continue while the CD Department seeks additional staffing, such as a transportation coordinator and care manager, to better meet demand. And to strengthen housing options, CD staff requests more funds to scale and offer flex and rental assistance as well as to invest in reliable interim and permanent units. These and other housing options are solidified with housing tenancy and sustaining services with or without ERF-2-R funds through Cal AIM.

7.9 Consent Page 22
Table 5: Key Staff
Title Currently
Filled
Position?
FTE of Staffing
for This
Proposal
Funded by
ERF-2-R and /
or Leveraged
Funds?
Brief Description of Duties
Case Manager No 1.0 Leveraged Street outreach, relationship development, services
coordination, housing navigation
with 30 or more people on
Monday through Friday schedule.

Transportation
Coordinator
No 1.0 Both Complement services
coordination and housing
navigation for all people in
prioritized sites through
implementation of a customized
driving schedule to appointments
and other commitments Monday
through Friday.

Program / Care
Manager
No 1.0 ERF-2-R a LCSW or comparable licensure
to inform and lead outreach,
coordination, health promotion,
care management, disability
assessments, overall plan
development for 100 or more
people on a Monday through
Friday schedule.

Homeless
Multidisciplinary
Team with
Tulare County
Health and
Human
Services
Agency
Yes 0.10 Both Unit Manager, budget officer,
community services staff, and
AOD/SUD counselor(s) providing
outreach, behavioral health
assessments and referrals, social
benefits enrollment, aging
services, and case conferencing
four hours per week.

Job Training
Senior Program
Coordinator
No 0.25 Both Program oversight of recruitment,
preparation, placements, and
reporting for the paid job training
program for 10 ERF clients.

Job Training
Program
Coordinator
No 1.0 ERF-2-R Implementation of recruitment, job
preparation, job placement and
support, and reporting duties for
10 ERF clients on a Monday to
Friday schedule.

Job Training
Program
No 0.10 Both Fiscal oversight, billing, and
reporting duties on the job training

7.9 Consent Page 23
Accountant program for 10 ERF clients.

Contractors for
Housing
Tenancy and
Sustaining
Services
No 2.0 Leveraged Local contractors through CalAIM
to provide dispute resolution,
benefits advocacy, lease
compliance, and others for 40 or
more ERF clients in permanent
housing each year.

Fresh Start
Wash and
Wellness
Program
Managers
Partial 2.0 ERF-2-R Provide outreach, guest customer
service, shower unit preparation
and cleaning, towel and hygiene
kit distribution, vehicle and trailer
maintenance, data collection and
reporting in HMIS, on a 4.5 days
per week schedule.

Food Truck
Outreach
Manager
Yes 0.75 ERF-2-R Oversees food truck operation
and staffing through driving,
ordering supplies, monitoring
budgets, developing guest and
volunteer relationships, and
reporting on internal and HMIS
metrics on 3 days of field service
and up to 120 recipients per day.

Food Truck
Outreach
Coordinator
Yes 0.80 ERF-2-R Coordinates outreach, cultivates
relationships with guests and
volunteers, monitors inventory
and donations, collects data, and
support truck maintenance for 3
days of service per week.

Data
Administrator -
Salt+Light
Works
No 0.50 ERF-2-R For food truck and case
management, Oversees data
collection, internal database,
regular input of service and case
management records into HMIS,
and all ERF program reporting.

Community
Engagement
Manager -
Salt+Light
Works
Yes 0.20 ERF-2-R For food truck and case
management, Cultivates
relationships with local private,
nonprofit, and public entities,
provides marketing and reporting
support, and secures and
coordinates use of donations and
special events in prioritized sites.

Volunteer
Coordinator -
Salt+Light
Works
Yes 0.25 ERF-2-R For food truck, Secures, trains,
and organizations all volunteer
support on meal preparation and
delivery 3 days per week.

7.9 Consent Page 24
Project Director
- City of Tulare
Yes 0.15 Both Executes regular oversight,
coordination, and evaluation
duties for the CD Department on
the ERF program, including
outreach, contracting, quality
assurance, and liaison with
beneficiaries of ERF program.

Grants
Administrator -
City of Tulare
Yes 0.075 Both Delivers accounting, data
collection and reporting, and
communication support with
contractors and Cal ICH on ERF
program.

Homelessness
Assistance and
Liaison Officers
– Tulare Police
Department
Yes 0.20 Leveraged Outreach and relationship
building with people in the
prioritized sites to promote safety
and trust as well as coordination
with case managers and project
director on transportation,
wellness checks, and other
logistics.

City Safety,
Compliance,
and Facilities
Officer – Tulare
Office of Safety,
Compliance,
and Facilities
Yes 0.10 Leveraged Outreach and relationship
building with ERF clients to
promote safety and compliance
with intersecting ordinances as
well as logistical direction on field
services and the provision of
portable restrooms, hand washing
stations, and waste bins.

21. First, describe key partners that will collectively pursue the proposal's outcomes. Then, describe their role and primary responsibilities for this proposal. Finally, if these entities have managed a complex homelessness project or grant, describe how those experiences informed this proposal. (1500 character limit)
Outcomes on the ERF-1 project and proposal depend on successful contractor performance, cross sector collaboration, and city administration. The City is not equipped to deliver the essential services and housing options exclusively.

Integrative field services for people in the prioritized sites are implemented by skillful and experienced nonprofit and public entities. Current and prospective partners include the Kings Tulare CoC, Kings View Inc., Salt+Light Works, Clean the World Foundation Inc., Tulare County Health and Human Services Agency, Adventist Health Tulare, Orgcode Consulting Inc., Family Healthcare Network, Tulare County Healthcare Centers, and Community Services Employment Training (CSET). On ERF-1, seven of these organizations are collaborating to address clients’ basic needs and multiple areas of health as well as to facilitate exits to housing. Prospective partners expressed interest in enhancing primary medical care services and job-training for clients.

The proposal maintains field services and seeks to bolster financing for interim and permanent housing.

Regional affordable housing developers and supportive housing management entities, such as Self-Help Enterprises and RH Community Builders, advised the City on costs to preserve particular housing, while representatives from Health Net and Anthem Blue Cross, committed housing tenancy and sustaining

7.9 Consent Page 25
services. The overall network of organizations is positioned for novel collaboration and impact.

22. Describe specific examples of how Local Jurisdiction(s) and the CoC have collaborated on the design and implementation of this proposal. (1000 character limit) ERF-1 project and current proposal integrate and expand on the local homelessness response system, and not as a stand-alone effort. The City and the Kings Tulare CoC utilized a subrecipient relationship for three years prior to ERF on outreach, services coordination, and housing navigation for people community wide. From this experience, the City collaborated with the local CoC to assess people within prioritized sites, intensify and coordinate field services, and enhance available subsidies for permanent housing.

Contractors implement their field and/or housing services through the local coordinated entry system and routinely leverage opportunities to improve triaging, data collection, resource management, and other functions. This speaks to a high level of communication, coordination, and learning. Weekly coordination meetings amongst all contractors and review within the CoC network as well as the County Taskforce on Homelessness also point to significant application opportunity.

Optional Upload: Evidence of Cross-Jurisdictional Collaboration Letters of Support-Tulare ERF-2-R.pdf
CSET_Letter of Support_City of Tulare.pdf

23. Identify any entities that have a right to and/or control of the property upon which the encampment site resides and discuss whether each of these entities committed allowing the implementation of this proposal. If they have not committed, please explain how you have or plan to engage with this entity to implement your proposal. Aditionally, describe how you collaborated with Caltrans on your program design, implementation plans, and timeline. (1000 character limit) The City possesses a positive and open dialogue with Union Pacific Railroad Company (UPR) on homelessness, particularly safety issues, and ahead of their cleanup events on property within the prioritized area. UPR has not committed funding to an ERF proposal to-date, but did express support of state homelessness programs generally. City expects to maintain a working relationship with UPR and will re-engage UPR to request logistical and/or financial support with relocation and alternative camping area(s).

The majority of property within the prioritized area is controlled by UPR, however portions of state routes 137 and 99 affect the target population as well. Caltrans reviewed the City’s ERF-1 work plan and budget, prior to endorsing the current proposal and offering outreach, collaboration, communication support to people and providers interacting on or near state routes. The City will leverage Caltrans resources to improve safety and execute relocation/cleanup events fairly.

Centering People

24. How were persons with lived experience meaningfully incorporated into the planning and proposed implementation of this proposal? Please identify whether any perspectives were incorporated from persons that are currently unsheltered and / or formerly or currently residing within the prioritized encampment. (1000 character limit) People in the prioritized site are routinely and purposefully consulted. Those engaged regularly share suggestions and requests with case managers and city personnel, which is discussed at weekly meetings.

This information and data from HMIS, contractor performance reports, and surveys gathered in midFebruary of 2023 aided planning.

For example, the HMT with the County HHSA surveyed 74 people on demographic, project engagement, services, benefits, income, and housing. Combined with HMIS data and internal reports, it was determined that a proposal must scale the availability of food, supplies, and hygiene services, adjust outreach, and deploy additional staff to manage caseloads and coordination. Survey information demonstrated that about 24, 70, and 87 percent of people have a source of income, health insurance, and interest in housing

7.9 Consent Page 26
respectively. These figures affirmed the value of paid job training and urgency to establish medical care and reliable housing options promptly.

25. Briefly describe how the proposal exemplifies Housing First approaches as defined in Welfare and Institutions Code section 8255. (1000 character limit) Project and proposal upholds Housing First by ensuring that:
• a lack of sobriety and other problematic behavior does not impact eligibility for services; • housing navigation is nonjudgmental and involves frequent engagement and problem solving with clients to address barriers such as poor credit or financial history and criminal convictions; • supports individualized and client driven, such as access to mental health, substance use, and physical health services;
• housing referrals follow CES Written Standards on assessment and triage; and, • social and community integration occurs, such as when people use a mobile shower unit to address personal care needs and in turn utilize more public facing services.

Training will continue to cover housing first, harm reduction, trauma informed care, strengths-based engagement, and other practices. And given the city’s roles, training and operation of the temporary area with housing first practices will be executed where feasible.

26. Briefly describe how this proposal will center an individual’s choice and provide trauma informed services and supports. (1000 character limit)
Contractors are committed to trauma awareness. Particular staff often lead and build consensus among the network of providers to learn client’s stories and their roots and responses to trauma. A focus on relationship building and the delivery of services that meet basic needs (e.g., food and palliative supplies, shower / hygiene services) have an added goal of fostering safety and trustworthiness. In coordination with providers, City staff may promote a sense of safety, a foundation for trust, by responding to reports from clients in a consistent and nonjudgmental manner.

Case Managers and the County HHSA staff also practice a strengths-based approach to service delivery, where people’s abilities and resilience are respected and opportunities for empowerment are encouraged.

The City and its partners uphold grievance policies and strive to modify schedules, practices, and staffing according to input from people in the prioritized sites and those with lived experience.

27. Describe how this proposal will operationalize harm reduction and provide services that improve a person’s health, dignity, and safety while they continue to reside within the prioritized encampment site. (1000 character limit)
ERF-1 strives for a person-centered approach to promote health and reduce adverse effects, particularly of substance use, for engaged people and their community. On drug use, particular staff deliver services including education, assessment and referral for treatment, sharps containers and safe disposal, and overdose prevention. People have access to sharps container and safe disposal three days a week and most contractors are trained and equipped with Narcan.

Planned services will also address sexual health. This may involve education and services to prevent STI transmission, including male and female condoms, information on sex work, STI testing, and access to vaccinations or treatments. Project is pending support from medical providers, public health staff, and community-based organizations. Overall, regular coordination between contractors and forthcoming training will promote a practice to progressively engage people and remain person centered and compassionate.

28. For encamped locations that are objectively dangerous, describe how the proposal will seek to prevent harm for people experiencing unsheltered homelessness in these locations. (1000 character limit)
Field services, portable restrooms, and waste bins are deployed to minimize interaction with vehicle and

7.9 Consent Page 27
pedestrian cross traffic. City’s Office of Safety and Police Department staff canvass to form relationships with people and contractors for a variety purposes, including to assess and amend services with respect to safety concerns.

Designating areas for camping, including a portion of a public park and the newly formed temporary encampment area, involves a plan to mitigate exposure of people to an active freight railroad. Fencing, signage, lighting, and canvassing by various departments, including by Homeless Assistance and Liaison Officers, are several practices employed at these locations to promote safety within and deter outside threats including vehicle traffic, illegal dumping, and harassment.

And the inclusion of a transportation coordinator should substantially reduce the time and distance to reach services, often by bicycle and foot, and lower risk of injury.

29. Identify what controls are or will be in place to ensure that all ERF-2-R funded parties will not penalize homelessness. The term “penalize homelessness” means to impose, by a governmental unit, criminal or civil penalties on persons who are homeless in a manner that is related to those persons’ engagement in necessary human activities, including sleeping, resting, and eating. (1000 character limit)
None of the contractors on ERF-1 or prospective providers are responsible or involved in code enforcement actions. City Departments are solely responsible for enforcement on camping, trespassing, nuisance, and other issues often alleged against unhoused people. Given that about half of people in the prioritized area reside on private property owned by Union Pacific, the City will continue to pursue regular communication with Union Pacific in order to stay informed and able to advise people ahead of cleanup actions. City staff, together with many service providers, leverage existing and form new relationships with people to promote access to designated area(s) for camping outside of prioritized sites, including a sizable temporary encampment space about 1 mile southeast of the focus area. The City will maintain this temporary encampment facility, and/or other areas for camping, for several months following the opening of an emergency shelter around June 2024.

30. Describe how this proposal considers sanitation services for people residing in the prioritized encampment. This may include but is not limited to non-intrusive, curb-side waste removal and access to clean and available bathrooms. (1000 character limit) ERF-1 allotted clients access to different sanitation services in the prioritized sites that promote hygiene and well-being, while also minimizing public health issues. Portable restrooms and hand washing stations were incorporated at three locations within the prioritize area and at the new designated area. All units are cleaned and restocked weekly. People also have access to a fresh start and wellness program provided by Clean the World. This service provides about 50 showers and hygiene kits daily through self-contained 4- stall mobile unit with ADA accommodation. The proposal will scale weekly operation from 3 to 4.5 days.

Additionally, the Public Works Department deploys 4 to 6 individual six-yard waste bins, and occasionally large roll-off bins as well, with the six-yard bins providing for the removal of about 800 to 1,200 pounds of waste per week.

Accelerated Timeline

31. How is your community currently supporting and / or engaging with people residing within the prioritized encampment? (1000 character limit)
City and partners completed 7 months on ERF-1 and the delivery of integrative field services, services coordination, and flexible housing subsidies. Project boasts learning applicable to this proposal and 19 exits to housing. Continued implementation of ERF-1 ensures regular engagement with current clients and new enrollment opportunities for other people. From this, City staff will gather and incorporate input from clients, those partially engaged, and others to plan for strategic implementation.

City also committed about $4,632,000 to construct an emergency shelter facility, that includes a primary

7.9 Consent Page 28
building of congregate beds, a village of modular units, and administration buildings for colocation of medical, behavioral, and/or mental health services. City staff also receive regular requests for meetings with local FQHCs, health plans, and other service providers on the subject of expanding primary medical care through a mobile unit and other setups, including telehealth.

32. If this proposal is selected, in advance of receiving funding, what steps will your community take to support the people living in the encampment and swift implementation of this proposal? (1000 character limit)
The ERF-1 project, although stretched beyond capacity, ensures communication and services access points that people in the prioritized site may utilize. For limited or previously unengaged people in the prioritized areas, the presence of contractors and city staff on a regular basis provide the means to educate and prepare people for better inclusion on an ERF project. Weekly canvassing, together with intentional correspondence, including flyers / letters and informal conversation, should ensure regular opportunities to facilitate understanding with people and assess developments in the prioritized area.

The CD Department, in consultation with the Finance Department and City Attorney, will review procurement options and prepare materials and notices for an open and competitive bid process as well as sole source. This work, combined with coordination with prospective services and housing providers, should prepare the City for a streamlined and productive subcontracting period.

Table 6: Projected Milestones
Outreach to the
people residing in
the prioritized
encampment site
began / will begin
in month ____.

This proposal will
reach full operating
capacity in month
_____.

The first planned exit
of a person or
household from the
prioritized
encampment will occur
in month______.

The last planned exit of a
person or household from
the prioritized encampment
will occur in month _____.
three five three fifteen
Attachment: Standardized Timeline
ERF Project Timeline_City of Tulare_02.23.xlsx
Applicants must use the ERF-2-R Timeline Template available on box.com

7.9 Consent Page 29

CERTIFICATION
Before certifying, applicants are strongly encouraged to review the NOFA.

I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Alexis Costales
Title
Senior Housing and Grants Specialist
Email
[email protected]

7.9 Consent Page 30
<5 WORD DESCRIPTION NAME OF ENTITY OR PART

OF PROPOSAL
ERF-2-R PROPOSED
BUDGET

LEVERAGED

FISCAL SUPPORT
2 SENTENCE DESCRIPTION
Guidance
and
Intended
Use
This budget template may be slightly
modified to meet local needs. If awarded
funding, this budget, once approved, will
serve as your communitys official project
budget. Any changes to this budget must
be authorized through the change request
process.

Prinicple : Cal ICH should be able to
navigate only your submitted budget and
understand the general parameters of the
proposal and how it may be funded.

Use dropdowns. See NOFA, III. A. Enables Cal ICH to immediately understand the line item.

Enables Cal ICH to associate the
line item with specific entities or
parts of a proposal.

Only ERF-2-R Funds Non ERF-2-R Funds
That WILL be Used to
Support this Proposal
Enables Cal ICH to better understand the line item, context, and / or other pertinent information related to the proposed line item.

PERSONNEL COSTS SALARY FTE MONTHS
Services Coordination Case Mananger for 30 + clients Contractor 67,928.00 1.00 12 - 74,721.00 Salary and benefits estimate for professional staff to conduct street outreach, build relationships, coordinate services, and execute a housing plan for 30 or more people. Includes an indirect cost rate of 10% and rounding up to nearest dollar.

Services Coordination Transportation Coordinator for all clients Contractor 67,928.00 1.00 12 39,442.00 35,279.00 Salary and benefits estimate, with an indirect cost rate of 10%, for professional staff to complement case management and housing navigation work and implement a customized transporation service for all clients on a Monday-Friday basis. Functional role to mitigate limitations for all clients absent a vehicle.

Systems Support Program / Care Manager all clients Contractor 127,106.00 1.00 12 139,817.00 - Salary and benefits estimate for professional staff, rounded up to nearest dollar, to inform outreach, coordination, health promotion, care management, and plan development for all clients on a Case Manager's caseload. An LCSW or comparable licensure with an indirect cost rate of 10%.

Services Coordination Homeless Multidisciplinary Team Tulare County Health & Human Services Agency 312,000.00 0.100 12 31,200.00 -
Fixed cost estimate for outreach, benefits enrollment, mental / behavioral health assessments and referrals, and other field services. Proposal from County HHSA based on four hours per week of service (0.10 FTE) from a Unit Manager, Community Services Workers, AOD/SUD counselors, and a Budget Officer.

Services Coordination Senior Program Coordinator - Job Training Contractor 100,212.52 0.25 12 25,054.00 75,160.00 Based on a cost proposal from CSET including salary and fringe benefits rounded up to nearest dollar; position to be determined with program oversight duties on recruitments, placements, and reporting for at least 10 participants.

Services Coordination Program Coordinator - Job Training Contractor 83,813.73 1.00 12 83,814.00 - Based on a cost proposal from CSET including salary and fringe benefits rounded up to nearest dollar; position to be determined with program implementation duties on recruitment, eligibility determination, job preparation and fulfillment, and reporting for at least 10 participants.

Services Coordination Accountanct - Job Training Contractor 72,514.58 0.05 12 3,626.00 68,889.00 Based on a cost proposal from CSET including salary and fringe benefits rounded up to nearest dollar; position to be determined with oversight and reporting on program finances.

Prevention and Diversion Housing Tenancy & Sustaining Services Subcontractors with Anthem Blue Cross & Health Net 143,220.00 2.00 24 - 286,440.00
Based estimates of yearly value ($68,220 and $75,000) within letters of commitment from Anthem Blue Cross and Health Net Medi-Cal Managed Care Plan representatives. Through CalAIM contractors, about 40 clients per year will receive dispute resolution, benefits advocacy, lease compliance, and other services to sustain permanent housing.

Subtotal - Personnel Costs $ 322,953.00 $ 540,489.00

NON-PERSONNEL COSTS UNIT RATE TIME

7.9 Consent Page 31 ATTACHMENT 3
Street Outreach Portable restrooms & sink stations Contractor - Sierra Sanitation 6.0 $ 690.00 18 months $ 74,520.00 $ - Continue deployment of portable restrooms and hand washing stations at sites with a weekly service schedule for people to have reasonable access to this hygiene and personal health outlet.

Street Outreach Six-yard waste bins City of Tulare - Solid Waste 4.0 $ 570.00 18 months $ 41,040.00 $ - Continue deployment of four (4) six yard waste bins at prioritized sites with a weekly service schedule to mitigate trash build up and associated hazards.

Services Coordination Training and technical assistance Contractor(s) 1.0 $ 16,000.00 12 months $ 16,000.00 $ - Based on cost quote for on-site technical assistance and onboarding digital materials on trauma informed care, street outreach, strengths based engagement, and other essential competencies.

Services Coordination Operating costs for Transporation Coordinator Contractor 1.0 $ 1,800.00 12 months $ 21,600.00 $ - Based on monthly cost quote for a vehicle rental, gas, insurance, and maintenance. Vehicle purchase and ownership likely cost prohibitive.

Street Outreach Mobile shower and hygiene service Clean the World Foundation, Inc. 1.0 $ 22,722.00 12 months $ 272,664.00 $ - Based on a fixed monthly operating cost proposal from Clean the World Foundation to maintain a 4-stall shower and bathroom trailer on 4.5 days per week schedule with 2 FTE staff, supplies, hygiene kits, linen service, maintenance, and insurance fees. Minimum capacity of 50 showers per day, pending scaling of capacity with utility connections.

Street Outreach Food and palliative supplies service Salt+Light Works 1.0 $ 25,629.00 12 months $ 307,548.00 $ - Based on a monthly operating cost proposal from Salt+Light Works involving six staff at rates of 0.80 FTE to 0.25 FTE, 25 percent of benefits, two meals per day at 3 days per week, inventory of palliative items such as blankets, sleeping bags, tents, OTC medications, etc.., vehicle fuel and maintenance, and other overhead fees.

Services Coordination Participant compensation - Job Training Contractor 10.0 $ 15.50 531 hours $ 83,805.00 $ 19.00 Based on a cost proposal from CSET for a paid job training program for 10 participants; program executes a graduated approach of 20 hours for six weeks, followed by 40 hours for 9 weeks, equaling 480 hours. This estimate also includes $1,500 for participant support services such as work attire and other job supplies.

Services Coordination Supplies, overhead, mileage - Job Training Contractor 12 months $ 41,203.00 $ - Based on a cost proposal from CSET, rounded up to nearest dollar, for a paid job training program accounting for program staff laptop and office supplies ($2,498.81), overhead of rent, utilities, and payroll ($15,584.81), mileage rate of 0.65 times 800 miles ($520), general liability insurance fee ($1,092.50), and a negotiated indirect cost rate with HHS at 16.4% ($21,506.29).

Rapid Rehousing Flex Fund - Client Stability Assistance Case Managers at KTHA, Kings View, Salt+Light, and other(s) 52.0 $ 2,000.00 24 months $ 104,000.00 $ - Flexible pool of funds for an estimated 52 clients to address costs including holding fees, application fees, utility arrears, unit amenities, and other expenses related to securing and sustaining PH. *Will adopt CoC flex fund standards and amend ERF-1 program / budget to coincide and bolster reach.

Rapid Rehousing Rental Subsidy - Client Assistance Case Managers at KTHA, Kings View, Salt+Light, and other(s) 52.0 HUD Fair
Market Rent 24 months $ 414,406.00 $ 150,000.00
Based on a 12-month term of rent assistance and a deposit equal to one month's rent, using FY2023 Fair Market Rent Documentation System rent caps for one-, two-bedroom, three-bed units. Estimate involves a distribution of 43 one-bedroom, 6 two-bedroom, and 3 three-beds at rates of $848, $1,116, and $1,552 respectively.

Operating Subsidies Operating reserves for interim housing Eden House - Self-Help Enterprises 8.00 $ 40,073.62 36 months $ 990,908.00 $ - Subsidy to an existing interim housing pathway for clients at a per bed annual cost of $40,073.62 multiplied by eight beds, with a 3% increase annually; Cost proposal provided by Self-Help Enterprises regarding Eden House beds and its on-site case management, housing navigation, meals, life skills and other services.

Operating Subsidies Operating reserves permanent supportive housing Madson Gardens - RH Community Builders 15.00 $ 9,900.00 60 months $ 788,407.00 $ -
Subsidy to a new permanent supportive housing option for clients at an annual subsidy request of $148,500 for 15 units, with a 3% escalation. Cost proposal provided by RH Community Builders with calculations based on 2023 Fair Market Rents for efficiency units ($825 per month).

Interim Sheltering Construction and installation interim beds City of Tulare - Engineering Dept. 16.00 $ 80,575.00 $ 1,289,200.00 $ 1,262,333.00 Cost estimate based on current design from City Engineer and contract architect for an emergency shelter and on-site private modular units. ERF-2- R investment solely for site improvement and construction of sixteen modular units (100 sq ft) for interim stays and restrooms and office building for clients.

7.9 Consent Page 32
Subtotal - Non-Personnel Costs $ 4,445,301.00 $ 1,412,352.00

ADMINISTRATIVE COSTS
Administrative Costs
Project Director City of Tulare - Comm. Develop. 1 $ 912.00 24 months $ 21,888.00 $ -
Sr. Housing and Grants Specialist to maintain project oversight and coordination duties with network of contractors; Compensation based on a salary rate of $38.00 per hour and level of service at 0.15 FTE.

Administrative Costs
Grants Administrator City of Tulare - Comm. Develop. 1 $ 456.00 24 months $ 10,944.00 $ -
Sr. or Housing and Grants Specialist to provide accounting and reporting support; Compensation based on a salary rate of $38.00 per hour and level of service at 0.05 FTE.

Administrative Costs
Equipment & Office supplies for project Case Manager & City of Tulare - Comm. Develop. $ 8,000.00 $ -
Based on current project expenses for mobile Wifi, printer supplies, cell phone service, safety gear, documents storage, and other supplies as needed for Case Managers and City staff.

Administrative Costs
Mileage Case Managers & Transit Coordinator Contrator(s) 1.5 0.625 Per mile / 18 months $ 13,500.00 $ -
Based on current project expenses for Case Manager transportation of clients and their own travel to and from sites; Involves IRS mileage rate of

0.625 per mile multiplied by 800 miles per month.

Subtotal - Administrative Costs $ 54,332.00 $ -
TOTAL BUDGET $ 4,822,586.00 $ 1,952,841.00
Total Proposal Cost $ 6,775,427.00
ERF 2-R portion 71.2%
Admin Cost Portion 1.1%
Interim/ Perm Housing Share 72.2%

7.9 Consent Page 33
Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Community Development - Planning
Submitted by: Mario Anaya, Community Development Director Agenda Title: Sidewalk & Stationary Mobile Vendor Siting Requirements Ordinance Revisions

RECOMMENDED ACTION
Pass-to-print an ordinance providing for adoption of revisions to Chapter 10.180 of the Tulare Municipal Code, as described herein.

SUMMARY
On November 1, 2022, staff presented an informational item for City Council consideration, and for direction to staff on any requested changes to the existing ordinance regarding permitting requirements and siting criteria for sidewalk vendors and stationary mobile food vendors. The majority of the City Council recommended that staff bring back recommended revisions to the City ordinance, specifically regarding the siting requirements for these vendors, to determine what the right distance requirements should be from establishments that have an ABC (State Bureau of Alcoholic Beverage Control) license for consumption on site, and distance from other permitted vendors. Staff believe the proposed revisions allow for more vendors to be permitted legally in the City, based on revised criteria, while also maintaining controls to mitigate potential issues that occurred in the past, particularly near bar and nightclub locations.

The proposed revisions consist of the following:
• Revisions to TMC 10.180.070(G) to specify new separation requirements for vendors from businesses with on-site ABC licenses open between the hours of 10:00pm-6:00am and measuring the separation distance from business door to vendor. • If a business with an on-site consumption ABC license is open between 10:00pm6:00am, the sidewalk or stationary mobile food vendor will need on-site parking lot security. In addition, sidewalk or stationary mobile vendors will not be allowed to operate past 10:00pm in this scenario when adjacent to residential properties. • Revisions to TMC 10.180.070(H) to specify 300 feet separation between stationary sidewalk and stationary mobile vendors is measured from vendor to vendor and not property line to property line.

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

LEGAL REVIEW
The proposed ordinance revisions are considered minor and did not require City Attorney review.

Item #: 8.1
Public Hearing

8.1 Public Hearing Page 1

ENVIRONMENTAL
The proposed Zoning Ordinance Amendment is exempt from Environmental Review under the California Environmental Quality Act (CEQA), pursuant to Section 15061(B)(3).

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
If the ordinance is denied or tabled, it will affect the City’s ability to address the concerns raised by property owners and vendors, and as directed by Council, to make modifications to this Municipal Code chapter that would increase flexibility with siting requirements, while still maintaining standards to protect public safety, health, and general welfare.

ATTACHMENTS

1. Ordinance

2. Proposed Changes to Chapter 10.180 of Tulare Municipal Code Reviewed/Approved:

8.1 Public Hearing Page 2
ORDINANCE 2023-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TULARE
AMENDING CHAPTER 10.180 (SIDEWALK VENDING AND STATIONARY MOBILE

VENDORS) OF THE TULARE MUNICIPAL CODE
WHEREAS, it is the desire of this council to apply reasonable standards for the outside sale of food and merchandise and to protect pedestrian and vehicle circulation.

In addition, standards based on the health, safety, and welfare of the general public are significant issues to be addressed in the issuance of a vending permit. Access to and use of the public sidewalks for vending and selling of merchandise, which does not unduly interfere with the pedestrian traffic, promotes the public interest by contributing to an attractive pedestrian environment and increased sales activities within the City of Tulare; and
WHEREAS, there is a need to be able to regulate the locations and hours where such vending is permitted, to not overly restrict the legal outdoor sale of food and merchandise, but also protect the public health, safety, and general welfare; and WHEREAS, revisions to Chapter 10.180 of the Tulare Municipal Code are proposed to address these competing concerns of property owners, vendors, and residents; and
WHEREAS, the City Council declares the ordinance changes herein are required to preserve the public peace, health and safety of the citizens of Tulare.

NOW, THEREFORE, be it ordained by the Council of the City of Tulare as follows:

SECTION 1. Chapter 10.180 of the Tulare Municipal Code is hereby repealed and reenacted and shall read as follows:

Chapter 10.180
Sidewalk Vending and Stationary Mobile Vendors
Sections

10.180.010 Purposes.

10.180.020 Definitions.

10.180.030 Permit required.

10.180.040 Vending on private property.

10.180.050 Sidewalk vending requirements.

10.180.060 Specific requirements for roaming sidewalk vendors.

10.180.070 Specific requirements for stationary sidewalk vendors and stationary mobile vendors.

10.180.080 Permit process.

10.180.090 Special limitations.

10.180.100 Insurance or bond requirements.

10.180.110 Permit revocation.

8.1 Public Hearing Page 3 ATTACHMENT 1
ORDINANCE 2023-XX

Page 2 ends

10.180.120 Appeal process.

10.180.130 Term.

10.180.140 Enforcement.

10.180.150 Penalty.

10.180.160 Severance clause.
§ 10.180.010 Purposes.

The primary purpose of this chapter is to apply reasonable standards for the outside sale of food and merchandise and to protect pedestrian and vehicle circulation. In addition, standards based on the health, safety, and welfare of the general public are significant issues to be addressed in the issuance of a vending permit. Access to and use of the public sidewalks for vending and selling of merchandise, which does not unduly interfere with the pedestrian traffic, promotes the public interest by contributing to an attractive pedestrian environment and increased sales activities within the City of Tulare.

Nothing in this chapter shall prevent the lawful operation of itinerant vending when associated with special civic events such as the County Fair and downtown events such as a farmers market.
§ 10.180.020 Definitions.

For purposes of this chapter, the following words and phrases shall have the meaning as set forth herein below:

CITY BUSINESS LICENSE. Means a business license as is required by Tulare Municipal Code Chapter 5.04.070. Sidewalk vendors are required to obtain both a business license and a sidewalk vendor permit to operate.

PERMITTED SPECIAL EVENT. An event, whether annual or one-time, that has an approved special event permit issued by the office of the City Clerk or granted approval by the Director of Community Services or Director of Community and Economic Development. Such events can include, but are not limited to downtown civic events, and events held at the Tulare County Fairgrounds, or International Agri-Center.

PRIVATE SIDEWALKS or PRIVATE YARDS. Refers to private property suitable for stationary vending stands which is not encumbered by parking spaces, driveways, vehicular pathways, landscape areas and building sites.

PUBLIC SIDEWALK. Shall mean area or properties owned or held by the City of Tulare that are open to the general public for pedestrian travel.

ROAMING SIDEWALK VENDOR. Means a sidewalk vendor who moves from place to place and stops only to complete a transaction. A roaming sidewalk vendor does not include a peddler or solicitor that makes uninvited entry onto private property for the purpose of selling goods or services or requesting/collecting donations.

8.1 Public Hearing Page 4
ORDINANCE 2023-XX

Page 3 ends

SIDEWALK VENDOR. Means a person who sells food or merchandise from a pushcart, stand, display, pedal driven cart, wagon, showcase, rack, or other nonmotorized conveyance, or from one's person, upon a public sidewalk or other pedestrian path. As described in this chapter, sidewalk vendors can be classified as roaming vendors or stationary vendors.

SIDEWALK VENDOR PERMIT. Means the permit issued by the City of Tulare under this chapter and required for a sidewalk vendor to operate within the city limits. This type of permit is not the same permit required for door-to-door peddlers/solicitors that are permitted/licensed under separate provisions of the Tulare Municipal Code, nor the same type of permit for stationary mobile vendors, which require a conditional use permit. Sidewalk vendors are required to obtain both a City of Tulare business license and a sidewalk vendor permit to operate. For stationary sidewalk vendors the permit shall describe the specific site location used by the stationary sidewalk vendor, what the stationary sidewalk vendor will be placing in the public right-of-way, the area the stationary sidewalk vendor is required to keep free from debris and trash, and an acknowledgment by the stationary sidewalk vendor that they are subject to closure if the city requires the use of the space for a municipal purpose.

SPECIAL EVENT. Means a parade, march, procession, pageant, review, ceremony, festival, assembly, or exhibition consisting of persons, animals, or vehicles, or a combination thereof which is conducted in, or would impact, any portion of any city street, sidewalk, alley, or other public right-of-way, or other property owned or controlled by the city that required or involved the issuance of a permit for such usage by the city.

STATIONARY CART/VENDOR STAND. Means equipment used for vending which has no motorized wheels and is not otherwise mobile once it has been transported and is set in a location for vending. This includes any table, bench, rack, hand cart, or push cart. The term stationary does not include trailers that are pulled by a motorized vehicle and licensed by the Department of Motor Vehicles; this type of equipment shall be considered a stationary mobile vendor.

STATIONARY MOBILE VENDOR. As used in this chapter means soliciting, displaying, or offering produce, fruits, vegetables, prepared food, pre-packaged food or non-food sundries of any kind for sale or barter or exchange from a mobile vending vehicle on private property within the City of Tulare and includes the standing of a mobile vending vehicle or trailer for the purpose of obtaining or soliciting retail sales of produce, fruits, vegetables, prepared food, pre-packaged food or non- food sundries, including but not limited to goods, wares, or merchandise.

STATIONARY SIDEWALK VENDOR. Means a sidewalk vendor who vends from a fixed location. This does not include restaurants or businesses at fixed locations that, pursuant to applicable rules and regulations for food safety and right-of- way encroachment, set up temporary outdoor sales at their locations.

VENDOR. Shall mean an individual, including any employee or agent of a group of individuals, partnership, non-profit organization, or corporation, who sells or offers to sell

8.1 Public Hearing Page 5
ORDINANCE 2023-XX

Page 4 ends

food, beverages, goods or merchandise from a stationary vendor stand on any public sidewalk or private sidewalk open to the public.
§ 10.180.030 Permit required.

It shall be unlawful, and no vendor shall offer for sale, or sell from any stationary vendor stand located on a public sidewalk, park, or private sidewalk/yard open to public use, or from their person if they are a roaming sidewalk vendor, any merchandise, food or beverage without first obtaining a sidewalk vendor stand permit in addition to a city business license, and in the case of a stationary mobile vendor, a conditional use permit. If a vendor intends to sell food, the vendor must obtain all applicable licenses required to safely sell and serve food as required by state and local law. § 10.180.040 Vending on private property.

Vending on private sidewalks or yards shall be permitted, subject to the limitations of this chapter and subject to the submittal to the Community and Economic Development Department of written authorization by the property owner. Vending shall not be allowed on any required parking spaces or required landscaping and may not interfere with the safe movement of pedestrians and motor vehicles.
§ 10.180.050 Sidewalk vending requirements.

The following requirements apply to both stationary and roaming sidewalk vendors:

Sidewalk vending is prohibited within 1,000 feet from any special event that is operating pursuant to a permit issued by the City of Tulare. This prohibition shall only be in effect during the duration of the special event permit and does not apply to sidewalk vendors that are selling food or merchandise with the permission of the special event applicant and are specified as part of the special event permit. The special event applicant must provide the city with the locations of the stationary sidewalk vendors and the routes of roaming sidewalk vendors that will be permitted by the special event applicant prior to the issuance of a special event permit. Roaming sidewalk vendors during special events must carry a copy of the permission from the special event applicant with them at all times during the special event.

Sidewalk vending is prohibited within 1,000 feet from the exterior boundary of any property used or occupied by any high school, middle school, or elementary school for the period of one hour before the school is in session, while the school is in session, and one hour after the school day ends. This provision does not apply if the vendor is present at the invitation of the school.

Sidewalk vending on trails or parkways that are operated by the City of Tulare for pedestrian/bicycle usage is prohibited in order to ensure the public's use and enjoyment of the natural resources and recreational opportunities provided by these trails. In addition, prohibiting sidewalk vending on these trails would ensure that the health, safety, and welfare of the general public using the trails is not compromised due to obstruction and interference of sidewalk vendors with walking, jogging, and cycling

8.1 Public Hearing Page 6
ORDINANCE 2023-XX

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activities on these active use trails.

Recognizing that many nonprofit recreational leagues operate concession stands as primary fundraising for such leagues, which provide recreational opportunities to the public, sidewalk vendors, roaming or stationary, are prohibited within 1,000 feet of any events put on by nonprofit recreational leagues that are operating concession stands as fundraising sources.

Sidewalk vendors must, at all times during operations on a public sidewalk or pedestrian path, maintain a minimum width of five feet of unobstructed sidewalk for pedestrian traffic and must also meet all other requirements for pedestrian travel that are required pursuant to the Americans with Disabilities Act or other access standards for persons with disabilities. In places where the sidewalk is less than five feet wide, sidewalk vending stands shall be not less than four consecutive feet of sidewalk width to every point from said stationary vendor stand which is clear and unimpeded for pedestrian traffic. Sidewalk vendors may not be located within five feet of any pedestrian ramps, driveways, and trash cans within the public right-of-way, drinking fountains, push buttons for traffic signals, or other right-of-way element that requires pedestrian access.

If lines of customers block or interfere with any pedestrian ramps, driveways, trash cans within the public right-of-way, drinking fountains, push buttons for traffic signals, bus stops, or other right-of-way element that requires pedestrian access, then the sidewalk vendor must relocate to another sidewalk location to avoid such interference. This rule is to provide adequate space for disability access within the public right-of-way. This rule shall not apply to roaming sidewalk vendors making a sale to a bona fide purchaser during the allotted time period, although the vendor shall make all reasonable efforts to comply with requests from pedestrians to move out of the way as soon as possible and not obstruct the sidewalk. Failure by a sidewalk vendor to move or cease business when they are not providing the minimum width of unobstructed sidewalk for pedestrian traffic shall be deemed a violation of this chapter. In areas where the street contains striped diagonal or vertical parking stalls (not including spaces that are parallel with a sidewalk), sidewalk vendors must maintain a minimum width of five feet of unobstructed sidewalk from the curb to allow for persons or passengers exiting or entering the vehicles parked in such stalls sufficient space for directly accessing the sidewalk from the vehicle and not be required to travel in the street to reach the sidewalk.

Sidewalk vending is prohibited within ten feet from entrances of businesses and bus stops to prevent obstructing access and to allow pedestrians adequate space in the public right-of-way to reach destinations.

The City Council may, by resolution adopted during a public meeting, prohibit sidewalk vending in specific areas within the city limits upon a finding that sidewalk vending should be prohibited in such area due to health, safety, or welfare concerns. Such findings may include, but are not limited to, situations involving areas with both substantial vehicle traffic and substantial pedestrian traffic in locations presenting risks of pedestrians improperly crossing streets or entering the street when sidewalks are blocked. If any such resolutions are adopted, then the locations of prohibited vending shall be indicated and provided to sidewalk vendor permit applicants.

8.1 Public Hearing Page 7
ORDINANCE 2023-XX

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Sidewalk vendors must maintain sanitary conditions and carry a trash container so customers can deposit waste from sold merchandise or wrappers.

Hours of sidewalk vending shall be the same as other businesses that are operating in the vending area. For sidewalk vendors operating in a park, then the hours shall be the same hours of operation as the park.

Sidewalk vendors are prohibited from operating within streets, medians, crosswalks (although roaming vendors may cross in such areas as other pedestrians) or other areas that are marked closed to pedestrian traffic.

If any type of food or beverage is displayed and/or sold from a stationary vendor stand, the vendor shall have and prominently display any and all valid permits required by the Tulare County Health Department. The revision or expiration of any such required County Health Department permit, or the failure to obtain such a permit within 90 days of the date on which the county commences issuing such permits, shall result in the automatic suspension of the sidewalk vendor permit or use permit issued by the city pursuant to this chapter; in addition, the approved permit must be readily available for inspection by law enforcement or code enforcement officials.

The sidewalk vendor permit issued by the city shall be prominently affixed to the side of the stationary vendor stand which faces inward toward the sidewalk.

No vendor shall use any signs in connection with the sale, display or offering for sale of items, except for those signs which are affixed to or painted on the sides or canopy of the stationary vendor stand and one sandwich sign, located on private property, not exceeding four square feet per sign face.

No vendor shall use any noise making device in connection with the sale, display or offering for sale of items.

Sidewalk vendors are subject to all other applicable rules, regulations, and ordinances. § 10.180.060 Specific requirements for roaming sidewalk vendors.

In addition to the rules applicable to all sidewalk vendors, the following rules shall specifically apply to roaming sidewalk vendors:

Roaming sidewalk vendors shall remain mobile and may not stand or park at any specific location or place for more than ten minutes, unless the vendor is otherwise stopped as necessary to complete a transaction(s) at the request of a bona fide purchaser(s) that approached the roaming vendor while stopped.

Roaming sidewalk vendors are not permitted to knock on doors of homes or businesses to vend under a sidewalk vendor permit. Such attempts at peddling or soliciting shall be considered door-to-door sales and require a separate type of permit under the Tulare Municipal Code § 5.24.

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Sidewalk vendor permits issued by the City of Tulare only allow for vending on publicly owned right-of-ways, as limited by this chapter. Roaming sidewalk vendors are not permitted on private property without the permission of the property owner and must meet all underlying zoning requirements to operate on private property.

Roaming sidewalk vendors are permitted in areas zoned exclusively for residential use, but hours of operations are limited to between the hours of 9:00 a.m. and one hour prior to sunset or 7:00 p.m., whichever is earlier.

In order to ensure the health, safety, and welfare of pedestrians, mobile carts used by roaming sidewalk vendors are not permitted to be utilized as a cook top for food preparation when the food being prepared requires the cooking or heating of food in order for it to be consumed.
§ 10.180.070 Specific requirements for stationary sidewalk vendors and stationary mobile vendors.

In addition to the rules applicable to all sidewalk vendors in §10.180.050, the following rules shall specifically apply to stationary sidewalk vendors and stationary mobile vendors:

All stationary vendor stands and stationary mobile vending units shall have refuse receptacles large enough to contain all refuse generated by the operation. The operator shall pick up all refuse generated by such operation within a 50- foot radius at the close of the day's operation and all refuse shall be disposed of at an approved solid waste facility.

No vehicle or stationary vendor stand used for stationary sidewalk vending or stationary mobile vending shall remain on public property during non-operating hours. Overnight parking of mobile vending vehicles on a public street, alley, or private property that does not meet the definition of a commissary in accordance with the California Retail Food Code (Cal. Code) is prohibited. Hours of operation for all stationary vendor stands or stationary mobile vending shall be limited to the hours of operation of the business located on the property from which they operate.

Vending shall not be allowed on any required parking spaces or private driveways.

Vendors shall not remove, destroy or interfere with any required on-site landscaping.

Vending may only occur on paved surfaces.

For stationary mobile vendors, restroom facilities with running water and which are connected to the city's wastewater system shall be readily available during hours of operation.

Stationary mobile vendors shall maintain 500 feet of separation (measured from business door to vendor) between businesses possessing an on-sale ABC license that allows the sale of alcohol for consumption on-site to occur between the hours of

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10:00pm and 6:00am, with the exception that stationary mobile vendors would be allowed, if they post on-site security to control any altercations or disruptions by customers of the vendor If the location of the stationary mobile vendor is directly adjacent to residential properties, than a conditional use permit and/or vendor permit shall not be allowed for operations between 10:00pm to 6:00am.

Stationary sidewalk and stationary mobile vendors shall maintain 300 feet of separation between an adjacent stationary mobile vendor, when measured from vendor to vendor. § 10.180.080 Permit process.

Stationary sidewalk vendors. Applicants for a sidewalk vendor permit shall submit a written application to the Community and Economic Development Director on a city form. The application shall be accompanied by a fee, based on the costs of the application and set by the City Council in resolution. All sidewalk vendor applicants must submit the sidewalk vendor permit application, copies of insurance certificates, listing the City of Tulare as additional insured that meet the same insurance requirements for encroachment permits to operate within the City of Tulare public right-of-way. The vendor encroachment permit is part of the vendor permit issued to sidewalk vendors and is not a separate permit, and shall include a proposed site plan showing the planned location and what will be utilized by the stationary vendor in the public right-ofway as the stationary cart/stand. The city may reject stationary vendor site plans that do not allow adequate space for pedestrian access. Stationary sidewalk vendors must acknowledge that they are not permitted to permanently install anything within the public right-of-way and that they do not have permanent rights to utilize public property and are subject to temporary or permanent closure if the city requires the use of the right-ofway for a municipal purpose, which includes but is not limited to usage of the space by persons holding valid rights under franchises, or if another permitted use, other than another sidewalk vendor, requires the space on a temporary basis. Any stationary vendor seeking to utilize park property will also be subject to review by the Parks and Recreation Director, or that person's designee. Vendor permit applications on park property are subject to denial if the proposed location would interfere with the public's use and enjoyment of natural resources or recreational opportunities, such as blocking equipment, sports fields, or walkways. Vendor permit applications on park property may also be denied if necessary to prevent an undue concentration of commercial activity that unreasonably interferes with the scenic and natural character of the park, including negatively impacting the public welfare of park users. The Community and Economic Development Director, or his or her designee and the City Engineer, or his or her designee, shall review the application and the proposed site plan prior to issuance and may require modifications of specific site proposals to meet objective health, safety, or public welfare concerns. A permit shall be granted if it is determined that: the proposed display and sale and proposed location will not significantly interfere with the pedestrian traffic or otherwise constitute a health and safety risk.

Stationary mobile vending. Where a person desires to have a stationary mobile vending unit, the applicant shall obtain a conditional use permit pursuant to Tulare Municipal Code Chapter 10.116.

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Roaming sidewalk vendor. In addition to the permit process applicable to stationary sidewalk vendors in § 10.180.080(A), applicants intending to be roaming sidewalk vendors shall include the proposed areas of the city that the vendor intends to operate within. Roaming sidewalk vendors are not permitted on private property without the written permission of the property owner. Roaming vendors seeking to utilize park property will also be subject to review by the Parks and Recreation Director or that person's designee, and vending in certain parks or park locations may be denied or restricted, including limiting the total number of roaming vendors allowed in a specific park, if necessary to prevent an undue concentration of commercial activity that unreasonably interferes with the scenic and natural character of the park, including negatively impacting the public welfare of park users.
§ 10.180.090 Special limitations.

Sidewalk vendor permits are an interruptible or terminable privilege. The city shall have the right and power, through the City Manager or his or her designee, to prohibit the operation of a stationary vendor stand at any time because of anticipated or actual problems or conflicts in the use of a public area. Such problems and conflicts may arise from, but are not limited to, scheduled festivals and similar events, or parades or marches, or repairs to the street or sidewalk, or from demonstrations or emergencies occurring in the area.

No sidewalk vendor permits shall be issued for any location: 1) owned by the city other than the pedestrian right-of-way; or
2) the area east of the Union Pacific Railroad, west of O Street, north of (and including) Inyo Avenue and south of (and including) the parcels north of Cross Avenue due to an increased and significant risk of pedestrian and vehicular traffic conflicts in order to preserve public health, safety and welfare.

This shall not apply to any city-approved events in these areas or to businesses which have obtained a permit under Title 10, Chapter 184.
§ 10.180.100 Insurance or bond requirements.

No permit shall be issued unless the applicant furnishes proof to the city of a public liability bond or insurance policy in an amount not less than $1,000,000 for property damages and injury, including injury resulting in death, caused by the operation of the vending business. Said insurance bond shall name the City of Tulare, its employees, officers, and agents as additional insureds.
§ 10.180.110 Permit revocation.

Following revocation, the former permit holder shall not be eligible to file for a new

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permit application for a period of six months.
§ 10.180.120 Appeal process.

An applicant or any other interested party may appeal the granting, denial, or revocation of a permit application. Such an appeal may be made, in writing, within ten days of the decision and shall be filled with the City Council. The Council shall hold a public hearing on any such appeal.
§ 10.180.130 Term.

A sidewalk vendor permit is valid for a period of one year from the date of issuance and must be renewed every year. Where a conditional use permit is issued, such permit may be time limited to require renewal.
§ 10.180.140 Enforcement.

The Community and Economic Development Director, or his or her designee, or any other person authorized by the City Manager, shall be authorized to enforce the provisions of this chapter and to take such actions as may be necessary to ensure compliance with the regulations, general provisions and conditions opposed upon any permit issued pursuant to this chapter.
§ 10.180.150 Penalty.

Violations of this chapter are not punishable as an infraction or misdemeanor and persons alleged to violate this chapter shall not be subject to arrest. This section does not prevent code enforcement personnel from taking immediate action, such as seizing items, to abate unsafe and dangerous conditions to the public, which include but are not limited to vendors selling food without proper licensing, and subject to enforcement pursuant to § 1.61.030 (Administrative Citation).
§ 10.180.160 Severance clause.

The provisions of this chapter are declared to be severable and if any section, sentence, clause or phrase of this chapter shall for any reason be held to be invalid or unconstitutional, such decisions shall not affect the validity of the remaining sections, sentences, clauses, and phrases of this chapter, but they shall remain in effect, it being the legislative intent that this chapter shall stay and notwithstanding the validity of any part.

SECTION 2. All ordinances and parts of ordinances in conflict herewith are hereby repealed.

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sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, or phrases be declared invalid or unconstitutional.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare on the XX day of XXXX 2023.

TERRY A. SAYRE, MAYOR
ATTEST:

MARC MONDELL, CITY CLERK
By Melissa Hermann, Chief Deputy City Clerk

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CHAPTER 10.180: SIDEWALK VENDING AND STATIONARY

MOBILE VENDORS
Section

10.180.010 Purposes.

10.180.020 Definitions.

10.180.030 Permit required.

10.180.040 Vending on private property.

10.180.050 Sidewalk vending requirements.

10.180.060 Specific requirements for roaming sidewalk vendors.

10.180.070 Specific requirements for stationary sidewalk vendors and stationary mobile vendors.

10.180.080 Permit process.

10.180.090 Special limitations.

10.180.100 Insurance or bond requirements.

10.180.110 Permit revocation.

10.180.120 Appeal process.

10.180.130 Term.

10.180.140 Enforcement.

10.180.150 Penalty.

10.180.160 Severance clause.
§ 10.180.010 Purposes.

For purposes of this chapter, the following words and phrases shall have the meaning as set forth herein below:

CITY BUSINESS LICENSE. Means a business license as is required by Tulare Municipal Code Chapter 5.04.070.

Sidewalk vendors are required to obtain both a business license and a sidewalk vendor permit to operate.

PERMITTED SPECIAL EVENT. An event, whether annual or one-time, that has an approved special event permit issued by the office of the City Clerk, or granted approval by the Director of Community Services or Director of Community and Economic Development. Such events can include, but are not limited to downtown civic events, and events held at the Tulare County Fairgrounds, or International Agri-Center.

PUBLIC SIDEWALK. Shall mean area or properties owned or held by the City of Tulare that are open to the general public for pedestrian travel.

SIDEWALK VENDOR PERMIT. Means the permit issued by the City of Tulare under this chapter and required for a

8.1 Public Hearing Page 14 ATTACHMENT 2
sidewalk vendor to operate within the city limits. This type of permit is not the same permit required for door-to-door peddlers/solicitors that are permitted/licensed under separate provisions of the Tulare Municipal Code, nor the same type of permit for stationary mobile vendors, which require a conditional use permit. Sidewalk vendors are required to obtain both a City of Tulare business license and a sidewalk vendor permit to operate. For stationary sidewalk vendors the permit shall describe the specific site location used by the stationary sidewalk vendor, what the stationary sidewalk vendor will be placing in the public right-of-way, the area the stationary sidewalk vendor is required to keep free from debris and trash, and an acknowledgment by the stationary sidewalk vendor that they are subject to closure if the city requires the use of the space for a municipal purpose.

STATIONARY MOBILE VENDOR. As used in this chapter means soliciting, displaying, or offering produce, fruits, vegetables, prepared food, pre-packaged food or non-food sundries of any kind for sale or barter or exchange from a mobile vending vehicle on private property within the City of Tulare and includes the standing of a mobile vending vehicle or trailer for the purpose of obtaining or soliciting retail sales of produce, fruits, vegetables, prepared food, pre-packaged food or nonfood sundries, including but not limited to goods, wares, or merchandise.

STATIONARY SIDEWALK VENDOR. Means a sidewalk vendor who vends from a fixed location. This does not include restaurants or businesses at fixed locations that, pursuant to applicable rules and regulations for food safety and right-ofway encroachment, set up temporary outdoor sales at their locations.

VENDOR. Shall mean an individual, including any employee or agent of a group of individuals, partnership, non-profit organization, or corporation, who sells or offers to sell food, beverages, goods or merchandise from a stationary vendor stand on any public sidewalk or private sidewalk open to the public. (Ord. 19-07, passed 11-19-2019)
§ 10.180.030 Permit required.

The following requirements apply to both stationary and roaming sidewalk vendors:
(A) Sidewalk vending is prohibited within 1,000 feet from any special event that is operating pursuant to a permit issued by the City of Tulare. This prohibition shall only be in effect during the duration of the special event permit and does not apply to sidewalk vendors that are selling food or merchandise with the permission of the special event applicant and are specified as part of the special event permit. The special event applicant must provide the city with the locations of the stationary sidewalk vendors and the routes of roaming sidewalk vendors that will be permitted by the special event applicant prior to the issuance of a special event permit. Roaming sidewalk vendors during special events must carry a copy of the permission from the special event applicant with them at all times during the special event. (B) Sidewalk vending is prohibited within 1,000 feet from the exterior boundary of any property used or occupied by any high school, middle school, or elementary school for the period of one hour before the school is in session, while the school is in session, and one hour after the school day ends. This provision does not apply if the vendor is present at the invitation of the school.
(C) Sidewalk vending on trails or parkways that are operated by the City of Tulare for pedestrian/bicycle usage is prohibited in order to ensure the public's use and enjoyment of the natural resources and recreational opportunities provided by these trails. In addition, prohibiting sidewalk vending on these trails would ensure that the health, safety, and welfare of

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the general public using the trails is not compromised due to obstruction and interference of sidewalk vendors with walking, jogging, and cycling activities on these active use trails. (D) Recognizing that many nonprofit recreational leagues operate concession stands as primary fundraising for such leagues, which provide recreational opportunities to the public, sidewalk vendors, roaming or stationary, are prohibited within 1,000 feet of any events put on by nonprofit recreational leagues that are operating concession stands as fundraising sources.
(E) Sidewalk vendors must, at all times during operations on a public sidewalk or pedestrian path, maintain a minimum width of five feet of unobstructed sidewalk for pedestrian traffic and must also meet all other requirements for pedestrian travel that are required pursuant to the Americans with Disabilities Act or other access standards for persons with disabilities. In places where the sidewalk is less than five feet wide, sidewalk vending stands shall be not less than four consecutive feet of sidewalk width to every point from said stationary vendor stand which is clear and unimpeded for pedestrian traffic. Sidewalk vendors may not be located within five feet of any pedestrian ramps, driveways, and trash cans within the public right-of-way, drinking fountains, push buttons for traffic signals, or other right-of-way element that requires pedestrian access. If lines of customers block or interfere with any pedestrian ramps, driveways, trash cans within the public right-of-way, drinking fountains, push buttons for traffic signals, bus stops, or other right-of-way element that requires pedestrian access, then the sidewalk vendor must relocate to another sidewalk location to avoid such interference. This rule is to provide adequate space for disability access within the public right-of-way. This rule shall not apply to roaming sidewalk vendors making a sale to a bona fide purchaser during the allotted time period, although the vendor shall make all reasonable efforts to comply with requests from pedestrians to move out of the way as soon as possible and not obstruct the sidewalk. Failure by a sidewalk vendor to move or cease business when they are not providing the minimum width of unobstructed sidewalk for pedestrian traffic shall be deemed a violation of this chapter. In areas where the street contains striped diagonal or vertical parking stalls (not including spaces that are parallel with a sidewalk), sidewalk vendors must maintain a minimum width of five feet of unobstructed sidewalk from the curb to allow for persons or passengers exiting or entering the vehicles parked in such stalls sufficient space for directly accessing the sidewalk from the vehicle and not be required to travel in the street to reach the sidewalk. (F) Sidewalk vending is prohibited within ten feet from entrances of businesses and bus stops to prevent obstructing access and to allow pedestrians adequate space in the public right-of-way to reach destinations. (G) The City Council may, by resolution adopted during a public meeting, prohibit sidewalk vending in specific areas within the city limits upon a finding that sidewalk vending should be prohibited in such area due to health, safety, or welfare concerns. Such findings may include, but are not limited to, situations involving areas with both substantial vehicle traffic and substantial pedestrian traffic in locations presenting risks of pedestrians improperly crossing streets or entering the street when sidewalks are blocked. If any such resolutions are adopted, then the locations of prohibited vending shall be indicated and provided to sidewalk vendor permit applicants. (H) Sidewalk vendors must maintain sanitary conditions and carry a trash container so customers can deposit waste from sold merchandise or wrappers.
(I) Hours of sidewalk vending shall be the same as other businesses that are operating in the vending area. For sidewalk vendors operating in a park, then the hours shall be the same hours of operation as the park. (J) Sidewalk vendors are prohibited from operating within streets, medians, crosswalks (although roaming vendors may cross in such areas as other pedestrians) or other areas that are marked closed to pedestrian traffic. (K) If any type of food or beverage is displayed and/or sold from a stationary vendor stand, the vendor shall have and prominently display any and all valid permits required by the Tulare County Health Department. The revision or expiration of any such required County Health Department permit, or the failure to obtain such a permit within 90 days of the date on which the county commences issuing such permits, shall result in the automatic suspension of the sidewalk vendor permit or use permit issued by the city pursuant to this chapter; in addition, the approved permit must be readily available for inspection by law enforcement or code enforcement officials. (L) The sidewalk vendor permit issued by the city shall be prominently affixed to the side of the stationary vendor stand which faces inward toward the sidewalk.
(M) No vendor shall use any signs in connection with the sale, display or offering for sale of items, except for those signs which are affixed to or painted on the sides or canopy of the stationary vendor stand and one sandwich sign, located on private property, not exceeding four square feet per sign face. (N) No vendor shall use any noise making device in connection with the sale, display or offering for sale of items. (O) Sidewalk vendors are subject to all other applicable rules, regulations, and ordinances. (Ord. 19-07, passed 11-19-2019)
§ 10.180.060 Specific requirements for roaming sidewalk vendors.

In addition to the rules applicable to all sidewalk vendors, the following rules shall specifically apply to roaming sidewalk vendors:
(A) Roaming sidewalk vendors shall remain mobile and may not stand or park at any specific location or place for more than ten minutes, unless the vendor is otherwise stopped as necessary to complete a transaction(s) at the request of a bona

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fide purchaser(s) that approached the roaming vendor while stopped. (B) Roaming sidewalk vendors are not permitted to knock on doors of homes or businesses to vend under a sidewalk vendor permit. Such attempts at peddling or soliciting shall be considered door-to-door sales and require a separate type of permit under the Tulare Municipal Code § 5.24.
(C) Sidewalk vendor permits issued by the City of Tulare only allow for vending on publicly owned right-of-ways, as limited by this chapter. Roaming sidewalk vendors are not permitted on private property without the permission of the property owner and must meet all underlying zoning requirements to operate on private property. (D) Roaming sidewalk vendors are permitted in areas zoned exclusively for residential use, but hours of operations are limited to between the hours of 9:00 a.m. and one hour prior to sunset or 7:00 p.m., whichever is earlier. (E) In order to ensure the health, safety, and welfare of pedestrians, mobile carts used by roaming sidewalk vendors are not permitted to be utilized as a cook top for food preparation when the food being prepared requires the cooking or heating of food in order for it to be consumed.
(Ord. 19-07, passed 11-19-2019)
§ 10.180.070 Specific requirements for stationary sidewalk vendors and stationary mobile vendors.

In addition to the rules applicable to all sidewalk vendors in §10.180.050, the following rules shall specifically apply to stationary sidewalk vendors and stationary mobile vendors:
(A) All stationary vendor stands and stationary mobile vending units shall have refuse receptacles large enough to contain all refuse generated by the operation. The operator shall pick up all refuse generated by such operation within a 50- foot radius at the close of the day's operation and all refuse shall be disposed of at an approved solid waste facility. (B) No vehicle or stationary vendor stand used for stationary sidewalk vending or stationary mobile vending shall remain on public property during non-operating hours. Overnight parking of mobile vending vehicles on a public street, alley, or private property that does not meet the definition of a commissary in accordance with the California Retail Food Code (Cal.

Code) is prohibited. Hours of operation for all stationary vendor stands or stationary mobile vending shall be limited to the hours of operation of the business located on the property from which they operate. (C) Vending shall not be allowed on any required parking spaces or private driveways. (D) Vendors shall not remove, destroy or interfere with any required on-site landscaping. (E) Vending may only occur on paved surfaces.
(F) For stationary mobile vendors, restroom facilities with running water and which are connected to the city's wastewater system shall be readily available during hours of operation. (G) Stationary mobile vendors shall maintain 500 feet of separation (measured from business door to vendor) between businesses possessing an on-sale ABC license that allows the sale of alcohol for consumption on-site to occur between the hours of 10:00pm and 6:00am, with the exception that stationary mobile vendors would be allowed, if they post on-site security to control any altercations or disruptions by customers of the vendor. If the location of the stationary mobile vendor is directly adjacent to residential properties, than a conditional use permit and/or vendor permit shall not be allowed for operations between 10:00pm to 6:00am.
(H) Stationary mobile vendors shall maintain 300 feet of separation between an adjacent stationary mobile vendor, when measured from vendor to vendor. (Ord. 23-_____, passed 07-18-2023) (Ord. 19-07, passed 11-19-2019) § 10.180.080 Permit process.
(A) Stationary sidewalk vendors. Applicants for a sidewalk vendor permit shall submit a written application to the Community and Economic Development Director on a city form. The application shall be accompanied by a fee, based on the costs of the application and set by the City Council in resolution. All sidewalk vendor applicants must submit the sidewalk vendor permit application, copies of insurance certificates, listing the City of Tulare as additional insured that meet the same insurance requirements for encroachment permits to operate within the City of Tulare public right-of-way. The vendor encroachment permit is part of the vendor permit issued to sidewalk vendors and is not a separate permit, and shall include a proposed site plan showing the planned location and what will be utilized by the stationary vendor in the public right-of-way as the stationary cart/stand. The city may reject stationary vendor site plans that do not allow adequate space for pedestrian access. Stationary sidewalk vendors must acknowledge that they are not permitted to permanently install anything within the public right-of-way and that they do not have permanent rights to utilize public property and are subject to temporary or permanent closure if the city requires the use of the right-of-way for a municipal purpose, which includes but is not limited to usage of the space by persons holding valid rights under franchises, or if another permitted use, other than another sidewalk vendor, requires the space on a temporary basis. Any stationary vendor seeking to utilize park property will also be subject to review by the Parks and Recreation Director, or that person's designee. Vendor permit applications on park property are subject to denial if the proposed location would interfere with the public's use and enjoyment of natural resources or recreational opportunities, such as blocking equipment, sports fields, or walkways. Vendor permit applications on park property may also be denied if necessary to prevent an undue concentration of commercial activity that unreasonably interferes with the scenic and natural character of the park, including negatively impacting the public welfare of park users. The Community and Economic Development Director, or his or her designee and the City Engineer, or his or her designee, shall review the application and the proposed site plan prior to issuance and may require modifications of specific site proposals to meet

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objective health, safety, or public welfare concerns. A permit shall be granted if it is determined that: the proposed display and sale and proposed location will not significantly interfere with the pedestrian traffic or otherwise constitute a health and safety risk.
(B) Stationary mobile vending. Where a person desires to have a stationary mobile vending unit, the applicant shall obtain a conditional use permit pursuant to Tulare Municipal Code Chapter 10.116. (C) Roaming sidewalk vendor. In addition to the permit process applicable to stationary sidewalk vendors in §

10.180.080(A), applicants intending to be roaming sidewalk vendors shall include the proposed areas of the city that the vendor intends to operate within. Roaming sidewalk vendors are not permitted on private property without the written permission of the property owner. Roaming vendors seeking to utilize park property will also be subject to review by the Parks and Recreation Director or that person's designee, and vending in certain parks or park locations may be denied or restricted, including limiting the total number of roaming vendors allowed in a specific park, if necessary to prevent an undue concentration of commercial activity that unreasonably interferes with the scenic and natural character of the park, including negatively impacting the public welfare of park users.
(Ord. 19-07, passed 11-19-2019)
§ 10.180.090 Special limitations.

No sidewalk vendor permits shall be issued for any location: 1) owned by the city other than the pedestrian right-of-way; or 2) the area east of the Union Pacific Railroad, west of O Street, north of (and including) Inyo Avenue and south of (and including) the parcels north of Cross Avenue due to an increased and significant risk of pedestrian and vehicular traffic conflicts in order to preserve public health, safety and welfare.

This shall not apply to any city-approved events in these areas or to businesses which have obtained a permit under Title 10, Chapter 184.
(Ord. 19-07, passed 11-19-2019; Ord. 2022-05, passed 4-27-2022) § 10.180.100 Insurance or bond requirements.

A sidewalk vendor permit may be revoked by the City Council, following written notice to the permittee, if one or more of the conditions of the permit or of this chapter have been violated or if the stationary sidewalk vendor stand is being operated in a manner which constitutes a nuisance, or unduly impedes or restricts the movements of pedestrians. Following revocation, the former permit holder shall not be eligible to file for a new permit application for a period of six months. (Ord. 19-07, passed 11-19-2019)
§ 10.180.120 Appeal process.

A sidewalk vendor permit is valid for a period of one year from the date of issuance and must be renewed every year.

Where a conditional use permit is issued, such permit may be time limited to require renewal. (Ord. 19-07, passed 11-19-2019)
§ 10.180.140 Enforcement.

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§ 10.180.150 Penalty.

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Staff Report
Meeting: City Council
Date: August 15, 2023
Department: Community Services
Submitted by: Community Services Director Jason Glick
Agenda Title: Tulare Parks and Recreation Master Plan and Needs Assessment

RECOMMENDED ACTION
Receive the second presentation of the 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.

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

The complete Tulare Parks and Recreation Master Plan and Needs Assessment is included as Attachment 1 of this staff report for City Council review.

Item #: 9.1
General Business

9.1 General Business Page 1

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. Tulare Parks and Recreation Master Plan and Needs Assessment Reviewed/Approved:

9.1 General Business Page 2
2023
City of Tulare
Parks and Recreation
Master Plan

9.1 General Business Page 3 ATTACHMENT 1

9.1 General Business Page 4
Parks and Recreation Master Plan
i

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.

9.1 General Business Page 5
City of Tulare
ii
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

9.1 General Business Page 6
Parks and Recreation Master Plan
iii
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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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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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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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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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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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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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 $22,930,342
Expanded Service Projects $1,700,000
Visionary Park and Recreation Projects $88,850,000
Visionary Trail Projects $16,833,906
TOTAL $130,314,248

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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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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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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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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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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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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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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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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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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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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

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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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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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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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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

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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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City of Tulare
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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Parks and Recreation Master Plan
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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City of Tulare
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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Parks and Recreation Master Plan
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 9.1 General Business Page 56
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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 9.1 General Business Page 59
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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.

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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.

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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.

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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.

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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.

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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.

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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.

9.1 General Business Page 92
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.

9.1 General Business Page 93
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

9.1 General Business Page 94
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.

9.1 General Business Page 95
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

9.1 General Business Page 96
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.

9.1 General Business Page 97
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.

9.1 General Business Page 98
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 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
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 Systemwide Energy Services Upgrades (lighting, solar, HVAC, etc.) $8,930,342 $22,930,342
SUSTAINABLE PROJECTS (Repair Existing)

TOTAL SUSTAINABLE PROJECTS

9.1 General Business Page 99
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

9.1 General Business Page 100
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.

9.1 General Business Page 101
City of Tulare
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.

9.1 General Business Page 102
Parks and Recreation Master Plan
95 City of Tulare
Parks and Recreation Master Plan Update
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

9.1 General Business Page 103
City of Tulare
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

Tulare City CouncilAugust 15, 2023

Tulare City Council
August 15, 2023