Tulare City Council
October 21, 2025

MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
Tulare’s housing stock has 21,514 total residential units, and the majority, or 82.3%, of the units are single-family homes, as shown in Table 30: Residential Properties by Unit Number. Only 4% of the single-family homes are attached structures, like townhomes. Almost 8% of units are in small multi-family structures of 2-4 units, while another 3.6% are in larger structures of 5-19 units and 3.2% are in structures of 20 units or more.

Of the 20,511 occupied residential units in Tulare, the majority, or 58.5%, are owner occupied and 41.5% are renter occupied. The majority of owner-occupied units, 89.3%, had three or more bedrooms, while about 53.4% of renter-occupied units had three or more bedrooms.

All Residential Properties by Number of Units
Table 30: Residential Properties by Unit Number
Property Type Number % of Total Units
1-unit, detached structure 16,840 78.3%
1-unit, attached structure 854 4.0%
2-4 units 1,661 7.7%
5-19 units 764 3.6%
20 or more units 682 3.2%
Mobile home, boat, RV, van, etc. 713 3.3%
Total 21,514 100.0%
Data Source: 2019-2023 ACS
Unit Size by Tenure
Table 31: Unit Size by Tenure
Number of Bedrooms Owners Renters
Number % Number %
No bedroom 57 0.5% 145 1.7%
1 bedroom 145 1.2% 811 9.5%
2 bedrooms 1,084 9.0% 3004 35.3%
3 or more bedrooms 10,721 89.3% 4,544 53.4%
Total 12,007 100.0% 8,504 100.0%
Data Source: 2019-2023 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

As seen in Table 8: Housing Problems, in section NA-10, there are 7,000 households earning below 100% of the HAMFI in the City of Tulare with at least one housing problem. This includes 2,775 owner-occupied households and 4,225 renter-occupied households within the city. Of these households, most are low- and moderate-income households, with 6,060 households having incomes at or below 80% HAMFI. These low- and moderate-income households with housing problems, which make up 31.4% of all Tulare’s households, are the primary target for funds to help eliminate the existing housing instability.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 32: Affordable Housing Developments within the City of Tulare Name of Development Address Affordable
Units
Total
Units
Active
Program(s)
Estimated Affordability Period
End Date
Tulare Gardens 498 S. Blackstone St 64 64 USDA 2040
Cypress Cove 1501 East Cypress Ave 52 52 LIHTC 2047
Country Manor 955 North A St 39 40 LIHTC 2052
Cambridge Court
Apartments
400 South Blackstone
St 60 61 LIHTC 2052
Valley Oaks Apartment
Homes 351 N. West St 80 81 LIHTC 2062
West Trail Apartments 1350 W. San Joaquin
Ave 48 49 LIHTC; USDA; HCD 2065
Valley Oaks Apartments
Phase II 351 N. West Street 70 72 LIHTC 2065
Tule Vista 510 W. Elm Ave 56 57 LIHTC 2065
The Aspens 1500 Aspen Ave 46 47 LIHTC 2067
Westside Palm
Apartments 900 W. Pleasant Ave 39 40 LIHTC; USDA 2070
Parkwood Manor 414 W. Meadow Dr 74 75 LIHTC 2071
Mission Court Apartments 1150 South Morrison St 64 65 LIHTC 2072 Santa Fe Commons I 537 N West St 80 81 LIHTC 2075
Santa Fe Commons II 537 N. West St 56 57 LIHTC 2076
Madson Gardens 26442 N. Highway 99 57 57 HCD 2077
Bardsley Gardens 1150 So. Laspina St 49 49 USDA 1/8/2031 Salvation Army Tulare
Silvercrest 350 N. L St 59 60 HUD 3/31/2046
Sonora Apartments 210 S. Sacramento St 52 52 USDA; HCD 12/16/2066 Data Source: City of Tulare 2023-2031 Housing Element
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

State law requires that the City identify rental units that are eligible to convert to market-rate from low-income housing uses due to termination of subsidy contract, mortgage prepayment, or expiring use restrictions during the next 10 years. According to the City’s 2023-2031 Housing Element, there are 1,045 assisted units in the city, and 49 units are at risk of conversion by 2033.

All 49 units are at the Bardsley Gardens property. City staff have been in communication with the property owner who may sell the property, and with real estate brokers who have relationships with potential buyers that may be interested in maintaining and preserving the deed restrictions.

In February 2025, the Housing Authority of Tulare County confirmed that there were no upcoming expiring project-based voucher contracts.

Does the availability of housing units meet the needs of the population? As discussed in the Needs Assessment section NA-10, 36.5%, or 7,065 Tulare households, are cost burdened, spending over 30% of their income on housing. The majority of the cost burdened households, 5,553 households, are low- and moderate-income. Of the total, 3,350 households, or 60.3%, are renter households and 2,048 households, or 39.7%, are owner households. Over half are severely cost burdened, meaning they are paying over 50% of their income on housing.

The need for more affordable housing is further substantiated by the high number of households on the waiting list for housing assistance countywide, maintained by the Housing Authority of Tulare County, which provides rental subsidies to low-income families that spend more than 30% of their gross income on housing costs.

In addition, the Regional Housing Needs Allocation (RHNA) for the City of Tulare, as determined by the Tulare Council of Governments (COG) allocated the regional “fair share” of housing needs to the City of Tulare for the 2023-2031 period. According to the RHNA, the City must be able to accommodate 4,749 housing units during the planning period. Of this total, Tulare must be able to accommodate at least 2,319 units, or 48.8% of the total 4,749 units, to very low- and lowincome households during the 2023-2031 period.

Public meetings, focus groups, and the City’s 2023-2031 Housing Element surveys also highlighted a continued demand for and interest in affordable housing units, whether new units or rehabbed units that are currently blighted or vacant. Also noted was a lack of senior housing for the aging population, with a need for smaller houses to augment the large single-family homes in the City.

This illustrates the continued need for affordable housing in the city. Thus, the supply of affordable housing for lower income households is a high priority goal.

Describe the need for specific types of housing:

The City analyzed its ability to meet Regional Housing Needs of 4,749 housing units. Out of this total, there were 2,319 housing units, or 48.8% of the total, that were in the extremely low, very low-, and low-income categories, which are needed for households earning below 80%of the AMI.

There is also a need for moderate-income (14.3%) and above moderate-income housing (36.9%).

Tulare’s Fourth and Fifth Cycle Housing Element identified vacant sites that could accommodate new housing units. In the current Housing Element, Tulare plans to facilitate the development of 4,625 units, including 1,435 very low-income and 884 low-income units, over the next eight years.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

The housing units in Tulare are primarily single-family homes with three or more bedrooms.

However, 14.5% of households are single-person households, which may indicate a need for additional housing sizes, including units with less than three bedrooms.

The majority of households that are housing cost burdened are renter-households and low- and moderate-income households. This may indicate a need for additional rental units, especially those affordable to lower income households.

There continues to be a need for housing for special needs groups, including homeless individuals and seniors. Stakeholder input showed a need for home repairs, with a growing number of residents aging in place in need of accessibility improvements. The CHAS data reinforced this, as there was a higher percentage of elderly, owner households with severe cost burden, who likely cannot afford home repairs.

Discussion
Although Tulare has seen a steady increase in the number of housing units, the need still exists for additional housing units at the lower income levels and a variety housing types and sizes with smaller units of one- or two-bedrooms. Also, during the survey and public workshops, stakeholders reinforced the need for more affordable housing, including home repair and rehabilitation programs, rental assistance for families that are unstable, and funds for people purchasing a home.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-15 Housing Market Analysis: Cost of Housing -

91.210(a)
Introduction
The median home price in Tulare in 2010 was $208,500, which increased by 44.5% to $301,000 in 2023. Median rent increased at a slightly higher rate during this period from $884 in 2010 to $1,354 in 2023, which is a 53.2% increase. Although household income increased from $46,647 in 2010 to $69,517 in 2023, it increased at a slower rate compared to the rise in home and rent prices. This shows that housing is becoming less affordable in Tulare.

Table 33: Cost of Housing
2010 2023 % Change
Median Home Value $208,500 $301,200 44.5%
Median Contract Rent $884 $1,354 53.2%
Median Household Income $46,647 $69,517 49.0%
Data Source: 2006-2010 and 2019-2023 ACS
Table 34: Rent Paid
Rent Paid Number %
Less than $500 367 4.4%
$500-999 1,625 19.8%
$1,000-1,499 3,124 38.1%
$1,500-1,999 1,953 23.8%
$2,000 or more 1,138 13.9%
Total 8,207 100.0%
Data Source: 2019-2023 ACS
Table 35: Housing Affordability
Number of Units
Affordable to HH’s
Earning
Renter Owner
30% HAMFI 694 No data
50% HAMFI 1,385 1,468
80% HAMFI 4,350 3,015
100% HAMFI No Data 2,594
Total 6,429 7,077
Data Source: 2017-2021 CHAS
Table 36: Monthly Rent
Studio 1 Bedroom 2 Bedroom 3 Bedroom 4+Bedroom
Fair Market
Rent $1,082 $1,089 $1,429 $1,967 $2,272
Low
HOME
Rent
$770 $825 $990 $1,143 $1,406
High
HOME
Rent
$977 $989 $1,264 $1,452 $1,600
Data Source: HUD FY 2025 Fair Market Rent; HUD HOME Rent Limits FY 2024 City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Is there sufficient housing for households at all income levels? There is not sufficient housing for households at lower income levels in Tulare. According to 2017- 2021 CHAS data, there were 2,300 households, including 1,675 renter households, earning 30% HAMFI or less; however, Tulare only has 694 rental units affordable to a household at the 30% level, as illustrated in Table 35: Housing Affordability. Also, according to CHAS data, there were 2,270 households making between 30 and 50% HAMFI, but there are only 1,468 units affordable to a household at the 50% level.

Additionally, the fact that a housing unit is affordable to a particular income level does not necessarily mean that it is occupied by a household at that income level. This may indicate that the affordability mismatch is likely more severe than reported in the data.

Further substantiating the need for additional housing at all income levels in Tulare, the Regional Housing Needs Allocation (RHNA) for the City of Tulare, as determined by the Tulare COG, estimates a need to accommodate an additional 4,749 housing units by 2031. Of this total, Tulare needs at least 2,319 units, or 48.8% of the total 4,749 units, for very low- and low-income households.

The City also heard in public meetings that many households are rent-burdened or unable to find affordable homes to purchase.

How is affordability of housing likely to change considering changes to home values and/or rents?
As noted previously, home values and rents are increasing at a higher rate than income in Tulare.

This trend is expected to continue. Overtime, this will make housing more unaffordable. Although renting may be considered a more affordable option than purchasing a home, rental prices continue to increase at a higher rate than home prices and there are fewer rental units available than units available for ownership, as shown in Table 35: Housing Affordability.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? Table 36: Monthly Rent shows current HUD-defined fair market rent (FMR) and HOME rents for Tulare County (for 2024 and 2025). In general, the FMR for an area is the amount needed to pay the gross rent (shelter rent plus utilities) of privately-owned, decent, safe, and sanitary rental housing of a modest (non-luxury) nature with suitable amenities. The rents are drawn from the distribution of rents of all units occupied by recent movers. Adjustments are made to exclude public housing units, newly built units, and substandard units.

Fair market rents are higher than all categories of High and Low HOME rents. This again points to a lack of affordable housing, especially for extremely low-income and very low-income households and shows a need to preserve and produce affordable rental housing options in Tulare. The affordability gap for these populations has been detailed in previous sections.

Discussion
Per information provided in this section, the cost of housing in the City of Tulare is rising, resulting in increased cost burdens for Tulare households, especially for households at the lower end of the income spectrum. There is a need for more affordable housing at all income levels but especially for lower income households.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-20 Housing Market Analysis: Condition of Housing
– 91.210(a)
Introduction
This section reviews significant characteristics of the existing housing supply such as the age and condition, risk of lead-based paint hazards, and the number of vacant units. This housing data is important in understanding the possible need for housing rehabilitation programs and lead-based paint abatement to maintain safe and sanitary housing as an affordable housing option in the community.

Most of Tulare’s housing stock is relatively new with 66.9% owner-occupied and 58.1% renteroccupied units built after 1980 and 37.9% owner-occupied and 27.2% renter-occupied units being built after 2000. Over 80% of the housing units in Tulare are single family homes, meaning that the majority of renters are living in single family homes.

The U.S. Census Bureau’s American Community Survey (ACS) defines a “selected condition” as one of four types of housing problems, similar to those used in the Needs Assessment: 1) lacks complete plumbing facilities, 2) lacks complete kitchen facilities, 3) more than one person per room, and 4) cost burden greater than 30%. Table 37: Condition of Units calculates the total number of owner- and renter-occupied units exhibiting different numbers of selected conditions, and the percentage of all units falling into each of these categories.

Based on these categories, more than one-half, or 56.6%, of all households have none of the selected conditions, while 43.4% have either one or two conditions. There were no households with more than two of the selected characteristics.

Describe the jurisdiction’s definition for “standard condition” and “substandard condition but suitable for rehabilitation”
The City defines substandard housing as buildings or units that are not in compliance with the California Health and Safety Code. Substandard housing conditions refer to the ability of various systems in a house to meet adopted building codes for health and safety, including plumbing, heating, electrical, and structural systems. Housing conditions are considered substandard when one or more systems are below the minimum standards required by Section 1001 of the Uniform Housing Code. Households living in substandard conditions are considered to be in need of housing assistance, even if they are not seeking alternative housing arrangements, due to the threat to residents’ health and safety that substandard housing poses.

In addition to structural deficiencies and standards, the lack of infrastructure and utilities often serves as an indicator for substandard conditions.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 37: Condition of Units
Owner-Occupied Renter-Occupied
Condition of Units Number Percentage Number Percentage
With one selected Condition 3,807 31.7% 4,322 50.8%
With two selected Conditions 175 1.5% 617 7.3%
With three selected Conditions 0 0.0% 0 0.0%
With four selected Conditions 0 0.0% 0 0.0%
No selected Conditions 8,025 66.8% 3,565 41.9%
Total 12,007 100.0% 8,504 100.0%
Data Source: 2019-2023 ACS

Table 38: Year Unit Built
Owner-Occupied Renter-Occupied
Year Built Number Percentage Number Percentage
2000 or later 4,456 37.0% 2,316 27.2%
1980-1999 3,599 29.9% 2,627 30.9%
1960-1979 2,442 20.3% 2,295 27.0%
1940-1959 1,282 10.6% 769 9.0%
1939 or earlier 268 2.2% 497 5.8%
Total 12,047 100.0% 8,504 100.0%
Data Source: 2017-2021 CHAS
Table 39: Risk of Lead-Based Paint Hazard
Owner-Occupied Renter-Occupied
Year Built Number Percentage Number Percentage
Total Number of Units Built Before
1980 4,164 34.56% 3,634 42.73%
Housing Units Built Before 1980
with Children Present* 524 12.58% 1,359 37.40%
Data Source: 2017-2021 CHAS
*Only includes children under 6 years of age
Table 40: Vacant Units
Year Built Suitable For
Rehabilitation
Not Suitable for
Rehabilitation Total
Vacant Units - - 1,003
Abandoned Vacant Units - -
REO Properties - - -
Abandoned REO Properties - - -
Data Source: 2019-2023 ACS
Data for units suitable for rehab is not collected by the City; Vacant Units 2023 5-Year ACS City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Need for Owner and Rental Rehabilitation
There is an identified need for housing rehabilitation in Tulare. Data from the 2017-2021 CHAS estimates that there are 65 substandard homes, lacking complete plumbing or kitchen facilities.

In addition, almost half of all homes were built before 1980, which may indicate the possibility of a lead hazard risk. The City is implementing a housing rehabilitation program using various funding sources, including CDBG, HOME, and CalHome funds, to address housing needs.

City staff have received strong interest in home repair programs due to difficulties faced by households, particularly senior households, in managing home repairs. Organizations involved with home repair programs in the jurisdiction noted a strong need from seniors for home repairs and accessibility improvements in their homes.

Estimated Number of Housing Units Occupied by Families with Lead-Based Paint Hazards.

According to 2017-2021 CHAS data, there is a total of 7,798 (40.3%) of total units built prior to 1980. If 75% of these properties can be assumed to have lead-based paint, the number of units with lead-based paint hazards is estimated to be 5,849. According to the Needs Assessment of this Consolidated Plan, approximately 43.3% of all households in the City are low- and moderateincome, earning below 80% of the AMI. Assuming that this percentage holds true for the estimated 5,849 units with lead-based paint, the number of low- and moderate-income households potentially exposed to lead-based paint hazards is estimated to be 2,533. As stated earlier, the lower cost of older units makes them more likely to be occupied by lower-income households, meaning that this estimate could be low. In addition, lead paint hazards can impact young children, and there are 1,883 households with children under the age of 6 living in units that likely contain lead-based paint, the majority of which are renter households.

Discussion
Although lead was banned from residential paint in 1978, more than three-fourths of homes constructed prior to 1978 (national average) may contain lead-based paint. The use of lead was widespread in older homes, which often cost less and are therefore more likely to be occupied by lower income families -- posing an increased risk to this income group.

The age of housing units is the key variable for estimating the number of units with lead-based paint hazards. It is estimated that nationally, three-quarters of all residential properties built in 1978 or earlier may contain lead-based paint, with older properties having the highest likelihood of containing lead-based paint.

City staff receive calls several times a month about rent increases or poor maintenance, and there is a regular demand for city programs in minor and substantial rehabilitation. There is a need in Tulare to continue preserving housing and supporting the production of new housing, especially for low- and moderate-income families.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Established in 1945, The Housing Authority of Tulare County (HATC) is committed to providing rental housing assistance to seniors, farm labor households, residents with a disability, special needs populations, and low- and moderate-income households throughout the County. HATC administers various housing assistance programs, such as conventional public housing programs, the housing choice voucher program, the farm labor program for families with farm labor income, and senior housing programs. HATC also owns or manages individual subsidized rental complexes that do not fall under the previous categories. Table 41 below shows public housing and housing voucher details for the County.

Table 41: Program Type
Certificate ModRehab
Public
Housing
Vouchers
Total
Project
Based
Vouchers
Tenant
Based
Vouchers
Special
Purpose
- VASH
Special
Purpose –
Family
Unification
Program
Special Purpose
– Disabled*
Total
Units/Vouchers
in Use
0 0 199 564 21 533 10 0 0
Accessible
Units/Vouchers** 0 0 54 210 1 205 4 0 0
Data Source: Housing Authority of Tulare County
*Includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition **Families requesting accessibility Features
Describe the supply of public housing developments
HATC manages 205 public housing units in the City of Tulare, and 24 units are fully accessible for individuals who are physically handicapped and require special accommodations. In addition, HATC also has Section 8 Housing Choice Vouchers within the city.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

HATC performs regular annual maintenance, inspections and rehabilitation as needed of all their public housing sites. As a result, all public housing sites are well-maintained and in good interior and exterior condition. All public housing units are in satisfactory physical condition.

Public Housing Condition
Data Source: HUD User, https://www.huduser.gov/portal/datasets/pis.html Describe the restoration and revitalization needs of public housing units in the jurisdiction.

HATC will continue to own and manage 205 Public Housing units in the City of Tulare. There is no current plan to purchase additional public-housing units, nor does the HATC plan to remove any units from its inventory.

Table 42: Public Housing Condition
Public Housing Development Average Inspection Score
Tulare (#CA030000810) 93
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing.

HATC, established in 1945, initially sought to provide affordable housing for returning WWII veterans and their families. Currently, HATC provides affordable and well-maintained rental housing to over 5,000 households throughout Tulare County. Since its establishment, HATC has incorporated numerous programs into its housing portfolio. These programs are funded by various types of agencies that include the HUD, the U.S. Department of Agriculture (USDA), the Tax Credit Allocation Committee of the State Treasurer’s Office (LIHTC), California’s Rental Housing Construction Program (RHCP), HOME, City Redevelopment Successor Agencies (SA) and other local agencies. HATC is also a current participant of the Moving to Work (MTW) Demonstration Program.

Families participating in the MTW program either pay a fixed rent for public housing or receive a fixed subsidy for voucher. Because rents are not tied to income, MTW participants can keep the full amount of any extra earnings they make while on the program. However, assistance is terminated when a family's income reaches 120% of the area median or after five years in the program, whichever comes first.

Families have the option of Housing Authority owned public housing units as they become available, or voucher rental assistance. Public housing applicants will have to pass normal screening procedures, and, if housed, pay a flat rental amount based on the unit bedroom size.

Voucher families receive a flat rental subsidy amount, depending on the unit size the family qualifies for, or the actual unit size rented, whichever is smaller. Families pay the difference between the rent charged by the landlord and the flat subsidy amount. HATC inspects units to ensure that they meet Housing Quality Standards. Either public housing or voucher families who have members who are not citizens or eligible aliens have an increased flat rent amount or decreased subsidy amount of $25 per ineligible family member.

All new families admitted from the waiting list shall be admitted under the MTW program rules. If a new family has a Head of Household that qualifies as Elderly or Disabled, those families would be allowed into the program with their rent being calculated at either MTW flat rents or based on their income. If the MTW flat rent is selected the term limits shall apply to the family. Incomes will be verified annually for statistical purposes but will not affect rental or subsidy amounts unless verified income exceeds the income limits. Interim redeterminations and utility allowances are eliminated. Hardship situations will be considered on a case-by-case basis.

MTW gives participants the opportunity to save as their incomes rise, thus providing an incentive to seek employment or better jobs. The five-year time limit on assistance also increases the motivation for families to gain employment and self-sufficiency skills, so that they will be able to afford alternative housing once their assistance is terminated. The time limits also reinforce the notion that rental assistance is not a lifetime benefit but a helping hand to families as they move toward self-sufficiency. HATC hopes that at the end of five years, families will have earned and saved enough to purchase a home.

Additionally, the Housing Choice Voucher Program offers affordable, decent, and safe housing in open market rentals selected by Voucher holders. Under the MTW program, residents receive a fixed subsidy, which HATC pays directly to the landlord, and the resident pays the rest of the rent for the unit. There is a five-year time limit to this type of rental assistance in most cases because the fixed subsidy helps families to stabilize their housing costs as they work to achieve selfsufficiency and save for other housing opportunities. Elderly families, where the head or co-tenant City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

is over 62 or disabled and do not possess the capabilities to work, will have their rent based on their income rather than the fixed subsidy amounts, however time limits do not apply to these households.

Discussion
Even though the City of Tulare does not operate a housing authority or own housing units, the City does coordinate with the Housing Authority of Tulare County, which also has an office within the city limits.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
HUD recommends that communities provide a comprehensive and strategic approach to address homelessness. Tulare and Kings counties are responsible for the oversight and coordination of the region’s homeless system of care. This system of care is known as a Continuum of Care. The Kings/Tulare Homeless Alliance - the designated Continuum of Care Program (CoC CA-513) – is approved by HUD to address the long-range needs of the homeless, in order to help them reach self-sufficiency.

The Kings/Tulare Homeless Alliance (Alliance) is designed to rehouse homeless individuals and families to minimize the trauma and displacement caused to homeless individuals and families by homelessness. The Alliance promotes access to mainstream programs so homeless individuals and families can achieve self-sufficiency. The Alliance is also responsible for conducting a regional Point-In-Time (PIT) count of the homeless.

Each year, the Alliance conducts a PIT count of the number of people experiencing homelessness within Kings and Tulare Counties. Information gathered through the PIT survey is used by the Alliance to understand the issues associated with homelessness, including causes of homelessness, service needs of the homeless, the region’s unmet housing needs, and trends over time of homelessness in the region.

The 2024 PIT count was held on January 22, 2024. A total of 302 persons were counted in Tulare, with 248 found to be unsheltered and 54 sheltered.

A permanent homeless shelter will be constructed in Tulare at the Hillman Health Campus by 2026. The property is owned by Tulare County and within city limits. The City has negotiated a long-term ground-lease agreement with Tulare County. As part of the lease, the City has agreed to provide up to 25% of the shelter beds to homeless individuals from Tulare County, and 75% will be allocated for Tulare residents. The Tulare City Council and executive staff have determined the city’s shelter needs to be the entry point into the bi-county network of services and facilities for people experiencing homelessness. It is anticipated that the shelter will accommodate approximately 200 beds and scale to 400 if necessary. The shelter will provide basic services, meals, medical care, and voluntary employment and recovery programs.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 43: Facilities and Housing Targeted to Homeless Households Types of Homeless
Households
Emergency Shelter Beds
Transitional
Housing
Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current
& New
Under
Development
Households with Adult(s)
and Child(ren) 153 0 15 46 0
Households with Only
Adults 160 0 134 269 0
Chronically Homeless
Households 0 0 0 153 0
Veterans 0 0 0 0 0
Unaccompanied Youth 0 0 20 0 0
Data Source: HUD Continuum of Care Homeless Assistance Programs Housing Inventory Count Report Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

The Alliance works closely with mainstream benefit providers to ensure that persons experiencing homelessness are connected to mainstream benefits. The Tulare County SSI Advocacy unit participates in the annual PIT count through the Project Homeless Connect (PHC) events.

Led by the Alliance, the Local Initiatives Navigation Center (LINC) holds agency “fair” at the Bethlehem Center. The fair walks individuals through the process of applying for needed services.

From urgent housing assistance to Veterans services and more, between 15 and 20 agencies are available to offer services. Participants include CalWorks to offer CalFresh (food stamps), MediCal, and General Relief assistance.

In addition to LINC, Tulare County Alcohol and Other Drug (AOD) program also attends and offers substance abuse treatment beds or outpatient services, as appropriate. The Tulare County Health and Human Services Agency has recently implemented the Housing Disability Advocacy Program (HDAP) to enroll clients in mainstream benefit programs, with a special focus on SSI benefits.

The Alliance also has a strong partnership with healthcare organizations such as Family Healthcare Network, Kaweah Delta, and Anthem Blue Cross. These providers participate in the Point in Time count as well as LINC events. Assistance includes signing people up for insurance, providing on-site medical services, arranging transportation to/from appointments, etc.

The Alliance ensures that service providers are updated on new mainstream benefit programs.

Information is disseminated in a variety of ways such as through the Alliance Listserv, membership presentations, and required trainings. The Alliance also requires that CoC-funded agencies participate in the SSI/SSDI Outreach, Access and Recovery (SOAR) SOAR training annually. SOAR is designed to increase access to Supplemental Security Income and Social Security Disability Income for eligible homeless adults who are and have a mental illness and/or City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

a co- occurring substance use disorder. SOAR and other community efforts have been effective in increasing the number of homeless persons receiving SSI/SSDI.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

The City of Tulare does not specifically provide or operate housing for unhoused populations; however, the City is helping to develop a homeless shelter that will accommodate approximately 200 beds and scale to 400 if necessary. The shelter will provide basic services, meals, medical care, and voluntary employment and recovery programs.

In Tulare, two facilities provide housing to the homeless and homeless men are also referred to a third facility in a nearby city. The three facilities include:
• The Lighthouse Rescue Mission offers 30 – 60 days of emergency housing for women and children with 16 beds
• The Tulare Rescue Mission/Homeland Mission operates a 7-bed shelter for men and women
• The City also refers homeless men in need of shelter to the Visalia Rescue Mission A permanent homeless shelter will be constructed at the Hillman Health Campus by 2026. In addition to the local facilities, the Kings/Tulare Homeless Alliance has a variety of emergency shelters, transitional housing and permanent supportive housing options available to homeless households from Tulare. These provide a variety of services including emergency shelter, transitional housing, and permanent supportive housing. There are also regional human services available, including Family Services of Tulare County, whose focus is to provide physical and emotional safety services to families with children.

Table 15: Services and Facilities that Meet the Needs of Homeless Persons Agency Program(s) Description
Family Services of Tulare
County
PSH II Myrtle Court PSH III United Way
Tulare Housing First Tulare Housing First
II
Tulare Housing First II Bonus
Permanent Supportive Housing for
Chronically Homeless households.

Family Services of Tulare
County Transitional Housing + Services
Transitional housing for households
with children who are victims of
domestic violence.

Family Services of Tulare
County Karen’s House Emergency shelter for victims of domestic violence.

Community Services &
Employment Training Visalia PSH Tulare County PSH Permanent Supportive Housing for Chronically Homeless households.

Community Services &
Employment Training ESG 2 Rapid Rehousing assistance for homeless households.

Turning Point Casa de Robles
Transitional and permanent supportive
housing (for individuals with disabilities)
for single males.

Turning Point Court Street Transitional housing for single men.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Agency Program(s) Description
Tulare Lighthouse
Rescue Mission
The Women’s Program
The Men’s Program
Lighthouse Industries
Provides emergency shelter for
families, sober living, and workforce
training.

Visalia Rescue Mission Overnight Guest Overnight emergency shelter for single men who are homeless.

Visalia Rescue Mission Shelter of Hope
Overnight emergency shelter for single
women and women with children who
are homeless.

Visalia Rescue Mission House of Hope Transitional housing program for single women experiencing homelessness.

Visalia Rescue Mission House of Restoration
Residential treatment program that
serves homeless and non-homeless
men.

Visalia Rescue Mission Women’s Transitional Program Transitional housing program for single women experiencing homelessness.

Department of VA VASH Program Permanent housing for homeless veterans and their families.

Uplift Families THP Plus Housing and services for transitioning age youth Age 18-24
Bethlehem Center N/A
Provides hot meals six days a week
(breakfast and lunch M-F) and lunch
only Saturday and Sunday, emergency
food and clothing.

Visalia Emergency Aid N/A Food pantry, clothing, financial counseling and homeless prevention.

Visalia Corps (Salvation
Army) N/A
Food basket distribution, material
assistance, youth activities, and
emergency and miscellaneous
services.

Family Healthcare
Network N/A
Provide Medi-Cal and dental assistance
on a sliding scale/ability-to-pay fee
structure.

Central Valley Recovery
Services N/A
Drug addiction help, residential
treatment, methamphetamine,
withdrawal from opiates, outpatient
treatment, drug addiction help.

Tulare County HHSA Veteran’s Service Office Veterans Services (County HHSA).

Tulare County HHSA Visalia Adult Integrated Clinic Mental health services.

Tulare County HHSA Transitional Living Center Transitional housing for single men and women with a serious mental illness.

East Tulare Avenue Cottages
Permanent supportive housing for
single men and women with a serious
mental illness. Tulare County HHSA
Westcare Supportive Services for Veteran Families
(SSVF)
Rapid Rehousing Program for veteran
households experiencing
homelessness.

Data Source: Tulare County
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
The special needs population in the City of Tulare has a variety of needs including housing and service needs. The following will describe the need for various housing needs and the programs available to ensure needs are met.

Ensuring people with special needs remain stably housed often requires ongoing services or case management. Many supportive service needs are simply not being met due to inadequate funding in the case management arena, as discussed by local stakeholders. The shortage of case management makes partnerships and good referrals even more imperative, as a client will often need to seek help from various service providers rather than finding a comprehensive package of assistance in one place.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify and describe their supportive housing needs.

Elderly/Frail Elderly: Tulare has 6,653 people who were aged 65 and older, which is about 9.5% of the population, according to the 2019-2023 ACS. Some of this group’s special needs included limited mobility, increased medical attention due to health complications, and restricted fixed income. Common services for the elderly include public transit, home delivery services and athome medical care.

Persons with Disabilities: According to the 2019-2023 ACS, approximately 11.5% of the Tulare population, or 8,126 persons, had one or more disabilities. The U.S. Census Bureau classifies disabilities into the following categories: Hearing difficulty; Vision difficulty; Cognitive difficulty; Ambulatory difficulty; Self-care difficulty; and, Independent living difficulty.

Persons with physical, mental, and development disabilities often require special housing considerations to accommodate their unique conditions. Some may face unique problems in obtaining affordable and adequate housing, due to accessibility issues dictated by their disability such as additional handrails, ramps, and wider doorways. Others may be affected by discriminatory actions of housing providers or be stigmatized when looking for housing. There also may be limited employment opportunities, which may also contribute to the lack of financial resources that can impact where persons with disabilities live. Others may require some sort of living assistance in special housing that can offer support either with daily tasks or provide a more supportive living environment.

A number of non-profit agencies provide supportive services to persons with disabilities living in Tulare; though some of these organizations are not located within its city limits. The Tulare Senior Community Center provides a variety of services, including resources and referrals for all aspects of senior living, such as Meals on Wheels. The City also has the Committee on Aging Board (COA), and other organizations that offer services to Tulare residents include: CSET - Senior Services, AARP, Kings Tulare Area Agency on Aging, HICAP Health Insurance Counseling and Advocacy Program, Adult Protective Services, Food Link Tulare County and Valley Caregivers Resource.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Persons with Alcohol/Drug Addiction: Persons affected by alcohol or other substance abuse addictions may need many kinds of supportive services compared to other persons with disabilities, including counseling and treatment. Some may need supportive services tied to permanent supportive housing activities to ensure progress.

Persons with HIV/AIDS: According to Tulare County’s Health Status Profile for 2024, there were 1,488 HIV/AIDS cases in Tulare County. Tulare County averages about 496 new HIV infections for 2018-2020. Persons with HIV/AIDS face an array of barriers to obtaining and maintaining affordable, stable housing. Additionally, job placement is a concern for individuals with HIV/AIDS, as their immune deficiencies preclude them from working in jobs requiring frequent interaction with members of the public. The Tulare County HIV program offers various services, such as HIV testing, counseling and others to help persons with HIV/AIDS and other health issues.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing.

The Kings/Tulare Homeless Alliance has a discharge policy that includes plans for persons exiting mental and physical health institutions. The Alliance works with local hospitals to provide discharge planning for patients to identify at risk persons and link them with appropriate services to avoid discharging persons into homelessness.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one- year goals. 91.315(e).

The City of Tulare will continue to provide funding to public service activities, affordable housing, infrastructure improvements and economic development needs. These goals will help provide for low- and moderate-income households in the City, as well as many residents with special needs.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-40 Barriers to Affordable Housing – 91.210(e)
Describe any negative effects of public policies on affordable housing and residential investment
The following summarizes major non-governmental, governmental, environmental and infrastructure constraints that may impact housing investment.

Cost of Housing Development: The cost of developing housing, including land costs and construction costs, is rising rapidly. The increasing cost of construction and the limited availability of financing contribute to the cost of housing and can hinder the production of affordable housing.

Environmental Review. State and federal law (California Environmental Quality Act, National Environmental Policy Act, California and federal Endangered Species Acts) require environmental review of proposed discretionary projects; e.g., subdivision maps, zone changes, etc. Costs and delays resulting from the environmental review process are added to the cost of developing housing.

Planning and Development Fees. Fees charged by local governments also contribute to the cost of housing. The City collects permit and development impact fees to cover the administrative and services expenses generated from construction projects such as processing permits and building inspections. These fees often limit the supply of affordable housing created due to the additional costs associated with housing construction.

Permit and Processing Procedures. The processing time required to obtain approval of development entitlements and building permits is often cited as contributing to construction costs.

In development parlance, “time is money” and developers can incur significant holding costs while waiting out a delay. The City's permit procedures expedite planning and building approvals where possible and are not likely to unduly constrain housing development.

Lack of funding: There is a lack of federal, state, and local funding and the funding that is available is increasingly competitive. The time and effort needed to identify, compete for, and layer affordable housing funds is a major constraint to development of affordable housing.

Land Use Controls. In terms of land use controls, the General Plan establishes the location and amount of land that will be allocated to residential development but also establishes the intensity of development (in terms of unit densities and total number of units) that will be permitted. While nearly all components or elements of the General Plan contain goals and policies that influence residential development, it is the Land Use Element that has the most direct influence. The City of Tulare’s development standards do not contain any unduly restrictive provisions. Building height, setbacks, lot areas, and parking are generally within the range of other cities in the State.

Although Tulare’s development regulations allow for a variety of densities throughout the city, development standards are not sufficiently flexible to avoid posing a constraint to development.

Emergency shelter requirements could also limit housing access for unsheltered individuals.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-45 Non-Housing Community Development Assets –

91.215 (f)
Introduction
According to the 2019-2023 ACS, Tulare had 30,734 working-age adults in the labor force and an unemployment rate of 7.9%. The unemployment rate for persons ages 16-24 was 27.7%, remarkably higher than the 25-64 age group, which had a 6.7% unemployment rate. The city’s unemployment rate is slightly lower than Tulare County’s 8.8% unemployment rate.

Certain employment sectors may have mismatches between the number of jobs in Tulare and the number of workers available living in Tulare. This may be because workers travel outside the city limits of Tulare for work. The Business Activity table below compares the number of workers in each sector as recorded in 2019-2023 ACS data with the number of jobs in the same sector as recorded by the Census Bureau’s Longitudinal Employer-Household Dynamics program within the City of Tulare. In the City of Tulare, the largest shortage of jobs was observed in the Agriculture, Mining, Oil & Gas Extraction sector, with enough jobs for only 856 persons. Though, there were 3,092 workers living in Tulare working in these types of jobs. On the other hand, there were more Arts, Entertainment, Accommodations and Retail Trade sector jobs than workers in Tulare.

Economic Development Market Analysis
The City collaborates with a variety of economic development organizations to support economic development within the City. Some of the economic development organizations that provide resources to the city include the following:
• Tulare Chamber of Commerce (Chamber): The Chamber promotes business vitality and prosperity for its members and the Tulare community. The Chamber serves its members and citizens by advocating for, and engaging in, efforts to encourage economic opportunity and business prosperity. It provides networking opportunities for business members and the City. The Chamber provides a positive impact through collaborative actions within the community.
• Workforce Investment Board of Tulare County (WIBTC): WIBTC advances Tulare County’s economic vitality by growing the skills and talent of our workforce. Through a partnership with CSET, the WIBTC provides job readiness workshops, job training and job placement to LMI clients with significant barriers to employment. • Tulare County Economic Development Corporation (EDC): A marketing and business recruitment organization that works to attract new businesses to the Tulare County area.

EDC serves as the marketing and business recruitment organization, locating companies to create new jobs throughout Tulare County.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Economic Development Market Analysis
Table 44: Business Activity
Business by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
%
Share
of
Jobs
%
Jobs
less
workers
%
Agriculture, Mining, Oil & Gas
Extraction 3,092 856 10.9 5.0 -6
Arts, Entertainment,
Accommodations 1,910 2,221 6.7 12.9 6
Construction 1,705 814 6.0 4.7 -1
Education and Health Care
Services 6,372 4,435 22.5 25.8 3
Finance, Insurance, and Real
Estate 861 480 3.0 2.8 0
Information 210 134 0.7 0.8 0
Manufacturing 3,189 2,308 11.3 13.4 2
Other Services 1,017 484 3.6 2.8 -1
Professional, Scientific,
Management Services 1,906 877 6.7 5.1 -2
Public Administration 1,758 467 6.2 2.7 -4
Retail Trade 3,554 2,643 12.6 15.4 3
Transportation and Warehousing 1,860 837 6.6 4.9 -2
Wholesale Trade 879 618 3.1 3.6 1
Total 28,313 17,174 100.0 100.0
Data Source: 2019-2023 ACS (Workers), 2023 Longitudinal Employer-Household Dynamics (Jobs).

Table 45: Labor Force
Employment Characteristics Number of People
Total Population in the Civilian Labor Force 30,734
Civilian Employed Population 16 years and over 28,313
Unemployment Rate 7.9%
Unemployment Rate for Ages 16-24 27.7%
Unemployment Rate for Ages 25-65 6.7%
Data Source: 2019-2023 ACS
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 46: Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 6,922
Farming, fisheries and forestry occupations 2,198
Service 5,730
Sales and office 5,974
Construction, extraction, maintenance and repair 2,311
Production, transportation and material moving 5,178
Data Source: 2019-2023 ACS
Table 47: Travel Time
Travel Time Number Percentage
< 30 Minutes 18,798 71.9%
30-59 Minutes 5,710 21.9%
60 or More Minutes 1,616 6.2%
Total 26,124 100.0%
Data Source: 2019-2023 ACS
Table 48: Educational Attainment by Employment Status
Educational Attainment
(Population 18+ years)
In Labor Force
Civilian
Employed Unemployed
Not in Labor
Force
Less than high school graduate 4,391 328 2,680
High school graduate (includes
equivalency) 6,600 687 3,288
Some college or Associate's degree 8,691 400 2,626
Bachelor's degree or higher 2,901 205 432
Data Source: 2019-2023 ACS
Table 49: Educational Attainment by Age
Educational Attainment Age In Years
18–24 yrs. 25–34 yrs. 35–44 yrs. 45–64 yrs. 65+ yrs.

Less than 9th grade 72 366 882 2,264 1,457
9th to 12th grade, no diploma 894 1,020 1,248 1,619 522 High school graduate, GED,
or alternative 2,540 3,511 2,541 4,523 1,849
Some college, no degree 2,707 3,034 2,147 3,279 1,570
Associate's degree 699 1,090 648 1,519 555
Bachelor's degree 421 813 755 798 342
Graduate or professional
degree 49 264 397 536 356
Data Source: 2019-2023 ACS
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 50: Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 34,873
High school graduate (includes equivalency) 39,157
Some college or Associate's degree 45,656
Bachelor's degree 73,120
Graduate or professional degree 101,422
Data Source: 2019-2023 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The top employment sectors in Tulare, with over 2,000 jobs in the city, include Education and Health Care Services (4,435 jobs), Retail Trade (2,643 jobs), Manufacturing (2,308), and Arts, Entertainment, Accommodations (2,221 jobs).

Describe the workforce and infrastructure needs of the business community.

Priority sectors for the City receiving targeted support and investment according to Employment Connection are:
• Green Energy: Includes renewable energy production, energy-efficient technologies, and environmental conservation efforts.
• Advanced Manufacturing: Includes food processing, biotechnology, and high-tech manufacturing.
• Transportation & Logistics: Includes trucking, warehousing, distribution, and supply chain management services; this sector benefits from Tulare County’s transportation network and geographic location.
• Agri-business: Agriculture is central to the Tulare County economy and includes activities like crop production, food processing, agricultural technology, and distribution.

Healthcare: Includes a need for medical professionals, administrators, and support staff.

Construction: Includes residential and commercial construction as well as infrastructure projects.

Workforce skill needs correspond to these priority industries.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

According to the 2024 Economic Outlook published by the Tulare County Economic Development Corporation, Tulare County’s labor market has fully recovered from the COVID-19 pandemic and continues to show strength, with local employment growth outpacing the state in 2023. At the industry level, gains were led by Education and Health Care, followed by Retail Trade, Leisure and Hospitality, Manufacturing, Financial Activities, and Other Services. The county’s labor force has also expanded, despite declines in the statewide labor force since the start of the pandemic.

Additionally, average weekly wages in Tulare County have grown significantly over the past year, building on the wage gains local workers have enjoyed since the start of the pandemic City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The Workforce Investment Board of Tulare County (WIB) continues to identify and address the needs of the business community, which supports the efforts of Tulare’s Consolidated Plan. The WIB, aligned with the San Joaquin and associated counties (SJVAC), prepared a Regional Plan that prioritized six target industry sectors: Advanced Manufacturing, Construction, Energy, Healthcare, Transportation and Logistics, and Value-Added Agriculture. These areas are projected to have substantial growth/resurgence and have a greater need for innovation and training, workforce and education. The WIB has recommended strategic investments into one of three categories:

1. Investments in opportunity (programs to help connect people to jobs

2. Investment in resources (to help workers move within their industries

3. Investment in skills (up scaling workers’ skills so that they can meet skill demands of businesses)
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations.

Describe how these efforts will support the jurisdiction's Consolidated Plan.

There are many workforce training initiatives occurring in the County, led by various organizations, including:
• The College of the Sequoias Training Resource Center provides training on soft skills and leadership, quality systems and continuous improvement, industrial automation, manufacturing, food safety, computer software skills, and social media. • Upskill Tulare County is a community-wide initiative focused on increasing the skills of entry level workers to meet demands of middle skilled positions. This practice encourages employers to “grow their own” staffing resources, while promoting upward mobility in the workplace.
• Sequoia Community Corps (SCC) offers vocational training in the trades of construction, solar, weatherization, urban forestry, recycling, electronic waste collection, oil collection and recycling education. SCC has been successfully operating in Tulare and Kings Counties for the past 30 years and has provided over 4,000 young adults with valuable job training and educational opportunities.
• Proteus – operates the William M. Maguy School of Education (WMSE) and provides workforce development services “to assist the poor of Central California in meeting their employment and education needs by conducting educational and training programs on their behalf as well as expanding the range of job opportunities available to them.” Since 1967, the non-profit organization has provided Adult Basic Education and ESL educational services to farmworkers in Tulare County and in 1972, the organization was incorporated and expanded to include the counties of Kings, Kern and Fresno. Today, in addition to education, Proteus also provides programs to families and individuals, some of which include workforce development, youth services, community service programs, energy services, foster care, and others.
• Community Services Employment Training (CSET) provides workforce development services that assist local businesses to thrive, while training residents of all ages to find their path to good jobs. These services are funded by the WIB, Tulare County Health and Human Services Agency, Kings/Tulare Area Agency on Aging, and others. CSET is the WIB's One-Stop Operator for the Employment Connection - a proud partner of America's Job Center of California Network - in Visalia and Porterville, with satellite services in Tulare. Each location is equipped with a Resource Room including computers, printers, and internet access. Businesses attend specialized workshops to speak with job seekers City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

who learn about employment opportunities. Youth gain work readiness and leadership skills, plan for college and careers, and gain valuable experiences through work-based learning.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

Though the Tulare County Economic Development Corporation (TCEDC) has not developed a strategy document, the corporation facilitates the annual Sequoia Regional Economic Summit, where it presents the results of annual economic outlook reports that inform state, regional, and local economic development stakeholders of recent trends and developments in the regional economic climate. Tulare County’s development is also guided by its General Plan, which is regularly updated.

Discussion
The City of Tulare will continue to collaborate with the Tulare Chamber of Commerce, Tulare County Economic Development Corporation, and Workforce Investment Board to attract businesses and jobs, as well as promote job training opportunities.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are In general, the lowest-income households have the most problems due to the high cost of housing in relation to income, which can lead to deferred maintenance and other physical issues as well as more immediately cost-related problems such as cost burden and overcrowding. As detailed below, the lowest-income households are concentrated in the center of the City of Tulare (bounded by Cross Avenue on the north, Enterprise Street on the west, Paige Avenue on the south and the 99 Freeway on the east). This area also has the highest concentration of poverty in the City, which is also likely to have high concentrations of housing problems. In summary, there is a high likelihood that households with the highest cost burden with lower incomes are also experiencing physical problems in older dwellings with more maintenance issues.

Are there any areas in the jurisdiction where racial or ethnic minorities or lowincome families are concentrated? (include a definition of "concentration") Hispanic concentration was defined as a census tract with the Hispanic population representing more than 50% of total population of the census tract. Census tracts with high Hispanic concentrations are located in the middle of Tulare, similar to the concentration of lower income residents. African American population concentrations in Tulare were also in the middle of the City.

There is one Census Tract in Tulare identified as a racially/ethnically-concentrate area of poverty (R/ECAP). HUD defines R/ECAPs as a census tract where 50% or more is non-white population and more than 40% of the residents live at or below the poverty line. The Census R/ECAP area is Tract 22.02, located to the northwest of the intersection of K Street and Highway 137.1 What are the characteristics of the market in these areas/neighborhoods? The main characteristic of the central Tulare area/neighborhoods is that they are mostly singlefamily homes. In the City, over 80% of the housing units are single-family homes. There are other areas that have more rural and agricultural type uses. Also, the areas with the higher concentration of minority populations tend to be areas with lower household incomes.

Are there any community assets in these areas/neighborhoods? The central area of Tulare, where there are more minority populations, have many community assets, including the following: Government (City Hall, Library, Fire Stations #61 and #62); Schools (Union H.S., Lincoln, Mulcahy, Roosevelt and others); Others (Tulare Fair Grounds, Zumwalt Park, Cesar Chavez Memorial, Tulare Senior Center and others). Also, the central business district and some industrial areas are located in the center of the city.

Are there other strategic opportunities in any of these areas? The City of Tulare is targeting its efforts on the areas that correspond to the low- and moderateincome areas, with an array of programs and investments in these areas to strategically improve economic and housing conditions for its residents in these areas and the city overall. 1 HUD GIS Helpdesk, Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs) City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-60 Broadband Needs of Housing occupied by Lowand Moderate-Income Households - 91.210(a)(4),

91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

Providing a broadband infrastructure has become increasingly important to provide residents with reliable connectivity for services such as online banking and purchasing goods and services.

Almost all households in Tulare, or 93.8%, have a computer, and 89.9% of households have broadband Internet access. Of households without Internet access, 61.6% earn less than $35,000. There are several service providers in Tulare, including Frontier, AT&T, and Comcast; these service providers offer reduced price internet access for lower income households using “Lifeline” programs, which are federal programs aimed at qualifying customers.

Table 51: Number of Households with Computer & Internet Access Number of Households
Has a computer 19,229
With Dial-up Internet alone 8
With a Broadband Internet 18,431
Without Internet 790
No Computer 1,282
Total 20,511
Data Source: 2019-2023 ACS
Table 52: Number of Households with Internet by Income
Housing Income Dial-up Internet Broadband Internet No Internet Less than $10,000 0 749 109
$10,000 to $19,999 0 961 435
$20,000 to $34,999 8 1,728 571
$35,000 to $49,999 0 2,428 243
$50,000 to $74,999 0 3,750 230
$75,000 or more 0 9,078 221
Total 8 18,694 1,809
Data Source: 2019-2023 ACS
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

There are multiple broadband providers in Tulare, including AT&T and Comcast. According to the Federal Communications Commission database, Tulare is served by at least ten broadband Internet providers. For coverage at 25/3 Mbps or greater speed for fixed broadband, Viasat, Inc., Space Exploration Holdings, LLC, and UnWired Broadband Holding LLC serve 100% of units in Tulare.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction's increased natural hazard risks associated with climate change.

The 2017 Tulare Multi-Jurisdictional Local Hazard Mitigation Plan (HMP) lists potential hazards that are most likely to affect Tulare:
• Climate Change
• Dam Inundation
• Drought
• Extreme Heat
• Flood
These hazards which may impact agriculture, the economic driver of the city, represent critical vulnerabilities. In addition, these are hazards that represent vulnerabilities to infrastructure.

This HMP states that there has been no development in hazard prone areas that has affected overall vulnerability of the County. Development that did occur was primarily infill in urban areas where vulnerabilities are well understood and described. While little new development occurred in the expanded inundation zones, vulnerability to dam inundation increased substantially and now includes most of the most populace areas of the County. The HMP also states that increased carbon emissions will result in increasing overall vulnerabilities to its impacts.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

A small part of the city falls within the 100-year and 500-year floodplains; therefore, flood hazards may pose potential constraints to some areas in the city. These areas are in the southern tip of the city near South K Street, as identified by FEMA. Parcels in this area of the city are primarily comprised of industrial and agricultural zones. Other hazards identified that most likely will affect Tulare will impact all households, like climate change, extreme heat, and drought. However, lower income residents may have a greater impact, due to their limited income creating less of an ability to rebound from disasters.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan is the centerpiece of the City of Tulare’s 2025–2029 Consolidated Plan and outlines the City’s goals and actions to address identified housing and community development needs for the next five years. The goals were developed based upon data from the needs assessment and market analysis and from community feedback gathered via surveys and consultation meetings with residents and stakeholders.

The priority needs identified include:
• Affordable Housing
• Public Infrastructure and Facilities Improvement
• Homeless Services
• Public Services
• Neighborhood Preservation
• Economic Development
As a result of the consolidated planning process, the following housing and community development goals were developed for the City of Tulare:
• Preserve and Expand Affordable Housing Opportunities
• Revitalize Communities
• Enhance Public Services
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-10 Geographic Priorities
Geographic Area
Tulare will not direct funds to one or multiple target areas, but instead CDBG funds will be available citywide for eligible activities that serve low- and moderate-income residents and neighborhoods. Public improvement and public facility improvement projects will be prioritized in low- and moderate-income communities.

Describe the basis for allocating investments geographically within the jurisdiction.

The City will not allocate CDBG investments on a geographic basis. The needs assessment, market analysis, surveys and consultation with service providers indicated community needs were geographically diverse. CDBG funds will be available citywide for eligible projects that serve lowand moderate-income residents and neighborhoods. The City’s goal “Revitalize Communities” will be addressed by activities prioritized in areas that will serve a majority of low- and moderateincome households. The City selects activities each year through a Request for Proposal (RFP) process. There is no geographic requirement or priority in the RFP. Homeowners assisted with home rehabilitation will be determined through an application process and no geography is prioritized in the selection process.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-25 Priority Needs
Table 53: Priority Needs Summary
1 Priority Need Name: Affordable Housing
Priority Level: High
Population
Income Level: Extremely Low, Very Low, Low, Moderate
Family Types: Large Families, Families with Children, Elderly Homeless: N/A
Non-homeless Special Needs: Elderly, Frail Elderly, Persons with Physical Disabilities, Victims of Domestic Violence
Target Areas Affected: Citywide
Associated Goals: Preserve and Expand Affordable Housing Opportunities Description: There is a need for more affordable housing, including home repair for homeowners and renters, homeownership assistance, development of new homes available for rent and ownership, development of homes for special needs populations, including seniors, and development of a variety of housing options.

Basis for Relative Priority: Affordable housing was raised as a top issue for Tulare residents and stakeholders through the survey, stakeholder focus groups, and community meetings. The needs assessment and market analysis also showed a high level of need, as many low- and moderate-income households were cost burdened or experienced overcrowding. In addition, there is a long waiting list for housing assistance through HATC. 2 Priority Need Name: Public Infrastructure and Facilities Improvements Priority Level: High
Population
Income Level: Extremely Low, Very Low, Low, Moderate
Family Types: N/A
Homeless: N/A
Non-homeless Special Needs: Elderly, Frail Elderly, Persons with Physical Disabilities Target Areas Affected: Citywide
Associated Goals: Revitalize Communities
Description: There is a need to improve street, sewer, storm drainage, water, sidewalks, and other publicly owned facilities, like parks, to help revitalize low- and moderate-income communities. In addition, there is a need to improve public facilities, including nonprofit owned facilities, to expand services available to low- and moderate-income residents.

Basis for Relative Priority: In the survey, residents indicated that there is a high need for all types of public infrastructure initiatives or projects, with street/road improvements as the highest priority followed by streetlight and sidewalk improvements. 3 Priority Need Name: Homeless Services
Priority Level: High
Population
Income Level: Extremely Low
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Family Types: N/A
Homeless: Chronic Homelessness Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Victims of Domestic Violence, Unaccompanied Youth
Non-homeless Special Needs: N/A
Target Areas Affected: Citywide
Associated Goals: Enhance Public Services
Description: There is a need to support individuals experiencing or at risk of homelessness with emergency shelter, transitional and permanent housing, and supportive services.

Basis for Relative Priority: Tulare has an increasing number of sheltered and unsheltered homeless population each year. Staff from local organizations indicated that there were insufficient homeless prevention programs and recommended enhanced longterm affordable housing development strategies as well as comprehensive homeless prevention and support services. The Resident Survey had moderate to high priority level ranking for homeless solutions needed in the community. 5 Priority Need Name: Public Services
Priority Level: Medium
Population
Income Level: Extremely Low, Very Low, Low, Moderate
Family Types: Large Families, Families with Children, Elderly, Public Housing Residents Homeless: N/A
Non-homeless Special Needs: Elderly, Frail Elderly, Persons with Mental Disabilities, Persons with Physical Disabilities, Persons with Alcohol or Other Additions, Persons with HIV/AIDS and their families, Victims of Domestic Violence Target Areas Affected: Citywide
Associated Goals: Enhance Public Services
Description: There is a need to expand services and improve the availability and accessibility of services, including childcare, health care, youth enrichment, substance abuse recovery program, fair housing, language and domestic violence services.

Basis for Relative Priority: The Resident Survey revealed a high need for a variety of public services throughout Tulare to serve the needs of low- and moderate-income residents and special needs populations, such as survivors of domestic violence, seniors, and children. In addition, the updated Analysis of Impediments to Fair Housing Choice showed housing discrimination remains a barrier to housing choice and increased education related to fair housing is needed.
4 Priority Need Name: Neighborhood Preservation
Priority Level: Low
Population
Income Level: Extremely Low, Very Low, Low, Moderate
Family Types: N/A
Homeless: N/A
Non-homeless Special Needs: Elderly, Frail Elderly, Persons with Physical Disabilities City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Target Areas Affected: Citywide
Associated Goals: Revitalize Communities
Description: There is a need for neighborhood preservation, through making neighborhood improvements.

Basis for Relative Priority: The Resident Survey revealed that some neighborhoods were less desirable to live than others. The Resident Survey also indicated a need for community development and revitalization initiatives, including rehabilitating vacant or foreclosed properties and maintaining and cleaning up vacant lots. 6 Priority Need Name: Economic Development
Priority Level: Low
Population
Income Level: Extremely Low, Very Low, Low, Moderate
Family Types: Families with Children, Public Housing Residents Homeless: N/A
Non-homeless Special Needs: N/A
Target Areas Affected: Citywide
Associated Goals: Enhance Public Services
Description: There is a need for economic development in Tulare, including job placement services, job training, and expanding the number of jobs available. There is also a need for improved retail options in low- and moderate-income areas of the city.

Basis for Relative Priority: Residents and community stakeholders indicated a need for economic development; however, it was not the highest need compared to affordable housing and public services.

Narrative (optional)
The City plans to utilize available resources, including CDBG funds to address the priority needs established in this Plan. The priorities identified in this Strategic Plan focus on meeting housing and community development needs, primarily those of low-income residents and neighborhoods. The City expects to address the high priority needs with CDBG funds and other priority needs as new funding becomes available.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-30 Influence of Market Conditions
Influence of Market Conditions
The following Market Characteristics that will influence the use of funds available for housing type.

Table 54: Influence of Market Conditions
Affordable Housing Type Market Characteristics that will influence the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
Housing cost burden was the most common housing problem in Tulare. Low- and moderate-income renters are more impacted by cost burden than owners. There are 1,800 low- and moderateincome renter households that are severely cost burdened and therefore, unstably housed. TBRA is needed to prevent some households from losing their home. In addition, illustrative of the market need for rental assistance is the demand for rental assistance through the waiting lists of the Housing Authority of Tulare County.

TBRA for Non-Homeless
Special Needs
Similar to market forces that influence the need for TBRA, such as cost burden, many special needs populations may have limited incomes. Some special needs populations may require greater assistance and services that require additional income, like medical costs for persons affected by HIV/AIDS which could result in less income to spend on housing costs. There is a need for rental assistance for special needs populations.

New Unit Production
As described in the market analysis, there is not enough housing for households at lower incomes levels in Tulare. According to 2017-2021 CHAS data, the city is lacking over 4,000 units for households earning below 50% AMI. The City’s 2023-2031
Housing Element also supports the need for new housing and the City plans to facilitate the development of 4,625 units, including 1,435 very low-income and 884 low-income units over the next eight years.

Rehabilitation
Overall, the City’s housing stock is in good condition, and a very small number of housing units were identified as substandard in the CHAS data, 75 units occupied by households earning less than 100% AMI. The market analysis data indicates many lower income homeowners are paying a significant amount of their income for housing (housing cost burden and severe housing cost burden). Aging units may become too expensive for some owners to maintain or improve. The Resident Survey also indicated a need for rehabilitation with rehabilitation of singlefamily homes, preservation of historic homes, and repair of foreclosed property ranked high as greatest housing needs in Tulare.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Acquisition, Including
Preservation
The needs assessment and market analysis data indicate that there is a need for additional housing that is affordable to both renter and owner households. Funding acquisition can help lower the total cost of development and leverage limited funding to create needed affordable homes.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-35 Anticipated Resources
Introduction
The City of Tulare may use multiple resources to carry out activities that benefit low- and moderate-income residents over the next five years, including entitlement funds. The Office of Community Planning and Development at the U.S. Department of Housing and Urban Development (HUD) allocates entitlement funds, to the City of Tulare. The City of Tulare receives Community Development Block Grant (CDBG) each year. This funding will be used to address the highest priority needs addressed in this Consolidated Plan.

Table 55: Anticipated Resources
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainde
r of
ConPlan $
Annual Narrative Description
Allocation $
Program
Income
$
Prior Year
Resources $ Total $
CDBG Public
Federal
Administration,
Public Services,
Homeless
Services,
Affordable
Housing, and
Public Facility
Improvements
$714,971 $5,000 $80,029 $800,000 $3,300,000
CDBG activities include public
services, homeless services,
affordable housing, public facility
improvements, economic
development, and
administration.

HOME State
Administration
and Homeowner
Assistance $375,000 $100,000 $0 $475,000 $475,000
The City was awarded HOME
funds from the State of
California and supports
homebuyer assistance
and home repair activities.

Behavioral
Health Bridge
Housing
(BHBH)
State
Public Services
and
Homeless
Servies
$365,379 $0 $0 $365,379 $365,379
The City anticipates a BHBH
award through the Tulare
County Health and Human
Services (Agency) to support
start-up infrastructure, as well
as, operational and support
services
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Explain how Federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied.

The City of Tulare will continue to leverage a variety of funding sources to carry out housing and community development activities. This includes private, federal, state, and local funds. The City seeks out additional funding sources to address priority needs, which includes HOME Investment Partnerships Program (HOME) funding administered by the Housing and Community Development Department of the State of California. The City will continue to partner with developers and subrecipients to fund additional housing and services available to the community.

CDBG does not require matching funds.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

A current CDBG owned public facility functions as emergency and transitional shelter for women and children. The facility is maintained by the Tulare Lighthouse Rescue Mission, nonprofit organization. Public improvement projects may be carried out on City-owned real property and/or the public right of way.

Discussion
The City uses a variety of resources to address the priority housing and community development needs outlined in the Consolidated Plan. Since the City of Tulare does not receive HOME or ESG funds directly from HUD, the City will continue to partner with local service providers and other organizations to apply for funding for these and other available funding sources.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Table 56: Institutional Delivery Structure
Responsible Entity Responsible
Entity Type Role Geographic Area Served
Housing Authority of
Tulare County PHA
Planning
Public Housing
Rental
Region
Kings/Tulare
Homeless Alliance
Continuum of
Care
Homelessness
Planning Region
City of Tulare Public
Works, Parks and
Recreation, and other
Departments
Government
Economic Development
Homelessness
Non-Homeless Special Needs
Ownership
Planning
Rental
Neighborhood Improvements
Public Facilities
Public Services
Jurisdiction
Fair Housing Council
of Central California
Non-profit
Organization Planning Region
Tulare County Government
Planning
Public Facilities
Public Services
Region
Assess strengths and gaps in the institutional delivery system.

The Tulare Community Development Department administers CDBG funding on behalf of the City of Tulare. The Community Development Department will manage and operate the housing related projects and be the point of contact for other City departments and non-profit organizations. The Department will work with other City Departments to carry out CDBG funded activities to improve public facilities and infrastructure and will work with nonprofit organizations to carry out housing rehabilitation, public service and public facility improvement activities.

The Tulare City Council reviews capital improvements and projects within the City. The City works closely with outside groups and agencies to work towards common housing and community development objectives and to maximize the use of limited resources. The City continues to have ways for residents and organizations to provide feedback to overcome barriers in communication and ultimately broaden access to services.

The strengths in the delivery system are through the interdepartmental communication and collaboration. City Departments work together and with organizations and agencies that assist the community in establishing priorities for the use of CDBG funding.

Most service delivery gaps that might exist are due to limited funding. The needs far exceed the City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

funding resources made available. As a result, even high-priority projects may have to wait years to be funded. Public engagement revealed needs to enhance public services to assist seniors.

When asked about what gaps exist in the survey, organizations state there is a shortage of affordable housing options, insufficient homeless prevention programs, and lack of comprehensive disability services for individuals with disabilities. Transportation also was mentioned as a gap for residents to access services in the city.

Table 57: Homeless Prevention Services Summary
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to
People with
HIV
Homeless Prevention Services
Counseling / Advocacy X X X
Legal Assistance X X X
Mortgage Assistance X X
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and Employment
Training
X X
Healthcare X X

HIV/AIDS X X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth.

There are a variety of services available in the City of Tulare that address the needs of homeless persons. Utilizing coordinated assessment, service providers in the city assess and offer services to homeless individuals and households. The organizations link individuals and families with available services, employing the use of HMIS and coordination among service providers.

Employment, health and mental health services are available within the community and are City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

targeted to the homeless population through the City's service providers.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.

There are numerous service providers in the City of Tulare that offer a variety of services to residents. Serving homeless individuals continue to be a gap in the city. However, the City will soon complete a new emergency shelter to provide safe, temporary housing for individuals and families experiencing homelessness. This facility will offer essential services and will help residents transition toward stable, long-term housing. City staff will continue to collaborate closely with the Kings/Tulare Homeless Alliance, as the designated Continuum of Care agency.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.

The City will continue to share information, make referrals, attend local meetings, engage in discussion, provide operational support (via CDBG), and promote educational and training opportunities as a way to overcome gaps in the current service delivery system.

The City will continue to identify and work with new service providers that can address various community needs. City staff will continue to communicate and meet with current and new local service providers and explore opportunities and leverage funding to address various housing and community service needs. Additionally, the City will continue to work with the Alliance and partner with housing, service, and faith-based organizations to identify and address current and future gaps in service delivery.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Table 58: Goals Summary
Goal Name Years Category Geographic
Area Needs Addressed Funding Goal Outcome Indicator
Preserve and
expand affordable
housing
opportunities
2025-
2029
Affordable
Housing;
Homeless;
NonHomeless
Special
Needs
Citywide
Affordable Housing
Neighborhood
Preservation
CDBG:
$700,000.00
60 Households – Homeowner Housing
Rehabilitated
Revitalize
communities
2025-
2029
Non-Housing
Community
Development
Citywide
Public Infrastructure
Improvements
Neighborhood
Preservation
CDBG:
$2,500,000.00
3,200 Households - Public Facility or
Infrastructure Activities with Low/Moderate
Income Housing Benefit
Enhance public
services
2025-
2029
Non-Housing
Community
Development;
Homeless
Citywide
Homeless Services
Public Services
Economic Development
CDBG:
$900,000.00
500 Persons Assisted – Public Service
Activities other than Low/Moderate Income
Housing Benefit
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 59: Goal Description
Goal Name Goal Description
1 Preserve and expand affordable
housing opportunities
Increase and preserve affordable rental and
homeownership housing opportunities by improving
access to a diverse set of affordable housing
options.
2 Revitalize communities
Develop vibrant neighborhoods by investing in public
facilities, critical infrastructure, and/or nonprofit
facilities that provide increased accessibility to
services.
3 Enhance public services
Improve community and supportive services by
addressing critical needs and increasing access to
services for families and residents with special
needs, especially for persons experiencing or at risk
of homelessness.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2).

Over the next five years, the City of Tulare expects to provide affordable housing to households defined by HOME 91.315(b)(2) through home repair assistance activities. Almost all households assisted with home repair assistance are anticipated to be extremely low-income and low- income households, with approximately 27 extremely low-income, 26 low-income, and 7 moderateincome households anticipated to be assisted.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-50 Public Housing Accessibility and Involvement –

91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement).

The City does not own or manage public housing. HATC does not have a Section 504 Voluntary Compliance Agreement. HATC adheres to applicable federal, state and local fair housing laws, which prohibits discrimination on the basis of disability and further promoting fair housing to all.

Activities to Increase Resident Involvements.

HATC actively includes public-housing residents in the policy making process. An equitable and transparent policy making process that includes the opinions of public housing residents is achieved through the participation of two tenant commissioners on the HATC Board. Furthermore, HATC has installed a Resident Counsel which is made up of five residents from all of HUD funded programs (Multifamily Housing, LIHTC, HOME, Section 8 Housing Choice Vouchers and public housing). The Resident Counsel works with HATC staff on evaluating the effectiveness and efficiency of HATC rental assistance programs. This provides members the opportunity to provide input on necessary program modifications.

Furthermore, HATC arranges and promotes at least two public hearings on an annual basis. The first is to inform and discuss the agency’s submittal of the MTW Annual Plan to HUD, which outlines proposed budgetary and policy modifications to the rental assistance programs and affordable housing programs the agency administers. The second is a public hearing to review and discuss the agency’s submission of its MTW Annual Report to HUD- a report that analyzes the outcomes and outputs of the objectives outlined in the MTW Annual Plan. Public notices informing residents of Tulare County of the time and date of the public hearings are published by HATC in the local newspaper.

Is the public housing agency designated as troubled under 24 CFR part 902? HATC is not designated as troubled under 24 CFR part 902.

Plan to remove the ‘troubled’ designation.

Not applicable.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-55 Barriers to Affordable Housing – 91.215(h)
Barriers to Affordable Housing
The following summarizes major non-governmental, governmental, environmental and infrastructure constraints that may impact housing investment.

Cost of Housing Development: The cost of developing housing, including land costs and construction costs, is rising rapidly. The increasing cost of construction and the limited availability of financing contribute to the cost of housing and can hinder the production of affordable housing.

Environmental Review. State and federal law (California Environmental Quality Act, National Environmental Policy Act, California and federal Endangered Species Acts) require environmental review of proposed discretionary projects (e.g., subdivision maps, zone changes, etc.). Costs and delays resulting from the environmental review process are added to the cost of developing housing.

Planning and Development Fees. Fees charged by local governments also contribute to the cost of housing. The City collects permit and development impact fees to cover the administrative and services expenses generated from construction projects such as processing permits and building inspections. These fees often limit the supply of affordable housing created due to the additional costs associated with housing construction.

Permit and Processing Procedures. The processing time required to obtain approval of development entitlements and building permits is often cited as contributing to construction costs.

In development parlance, “time is money” and developers can incur significant holding costs while waiting out a delay. The City's permit procedures expedite planning and building approvals where possible and are not likely to unduly constrain housing development.

Lack of funding: There is a lack of federal, state, and local funding and the funding that is available is increasingly competitive. The time and effort needed to identify, compete for, and layer affordable housing funds is a major constraint to development of affordable housing.

Land Use Controls. In terms of land use controls, the General Plan establishes the location and amount of land that will be allocated to residential development but also establishes the intensity of development (in terms of unit densities and total number of units) that will be permitted. While nearly all components or elements of the General Plan contain goals and policies that influence residential development, it is the Land Use Element that has the most direct influence. The City of Tulare’s development standards do not contain any unduly restrictive provisions. Building height, setbacks, lot areas, and parking are generally within the range of other cities in the State.

Although Tulare’s development regulations allow for a variety of densities throughout the city, development standards are not sufficiently flexible to avoid posing a constraint to development.

Emergency shelter requirements could also limit housing access for unsheltered individuals.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing.

Local policies and regulations can affect the quantity and type of residential development, but local governments have little or no influence upon the national economy or the federal monetary policies which influence housing and, specifically affordable housing development, which typically requires significant public subsidies. Yet, these factors are the ones that most significantly impact City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

the overall cost of housing and development of new affordable homes.

By reviewing local conditions and regulations that may impact the housing market, Tulare can prepare for future growth through actions that protect the public's health and safety without unduly adding to the cost of new housing production. Recent Housing Element updates include strategies and actions to address barriers to and facilitate progress towards the City’s affordable and inclusive housing goals. These strategies include, but are not limed to, the following. • Work collaboratively with jurisdictions in the county to efficiently address housing issues and find regional solutions.
• Provide an adequate supply and range of housing types to meet the diverse needs of residents.
• Facilitate the development of affordable housing and protect the existing supply of affordable housing to extremely low-, very low-, low- and moderate-income households. • Maintain and improve the city’s existing housing stock. • Support and provide housing and services for people with special needs in the community.

People with special needs include, but are not limited to, seniors, families with children, people with disabilities, single-parent families, farmworkers, and people who are experiencing homelessness or at risk of becoming homeless. • Utilize energy conservation and sustainable measures for new and rehabilitated housing. • Promote housing opportunities and access for residents regardless of age, race, religion, sex, marital status, ancestry, national origin, color, disability, or economic level in compliance with local, state, and federal fair housing laws.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The City of Tulare works closely with the Kings/Tulare Homeless Alliance, the region’s lead agency for Continuum of Care (CoC). The Alliance Housing Navigators, Kings View PATH Team, and Tulare County Mental Health Crisis Team canvas the city to conduct outreach to people experiencing homelessness. Street outreach is conducted with techniques such as traumainformed care, critical time intervention and motivational interviewing. Both the navigation and PATH teams leverage peers to create rapport and trust. Outreach teams assist with connections to mainstream benefits, obtaining documents required for housing (e.g. proof of homelessness, disability certification), provide hygiene kits, transportation assistance, and coordinate warm hand-offs to services such as mental health and substance abuse treatment programs. Program materials are offered in Spanish & other languages upon request. CoC members offer resources for other communication including sign language & accommodations for physical disabilities (e.g., dial-a-ride paratransit).

The Alliance outreach efforts for persons experiencing homelessness also occur through events, like weekly events through Local Initiatives Navigation Center (LINC) as well as the annual Point in Time (PIT) count. The one-day PIT survey provides a snapshot of the adults, children in households and unaccompanied youth living in Tulare who meet HUD’s definition of homelessness. Information gathered through the PIT is used to understand the causes and trends of homelessness over time, as well as to determine the unmet shelter and service needs of the homeless. On January 27, 2025, stakeholders worked together to collect sheltered and unsheltered homeless data. The Alliance publicly releases its PIT report annually in June.

Addressing the emergency and transitional housing needs of homeless persons.

The City will continue to work with Kings/Tulare Homeless Alliance to utilize the coordinated entry system to find appropriate and adequate services and housing for persons in need of emergency and transitional housing. A permanent homeless shelter will be constructed at the Hillman Health Campus by 2026. In addition to the local facilities, the Kings/Tulare Homeless Alliance has a variety of emergency shelters, transitional housing and permanent supportive housing options available to homeless households from Tulare. These provide a variety of services including emergency shelter, transitional housing, and permanent supportive housing. There are also regional human services available, including Family Services of Tulare County, whose focus is to provide physical and emotional safety services to families with children.

The City will continue to engage and coordinate with the CoC and Tulare County Homeless Task Force. Regular meetings allow the City to stay aware of funding and partnership opportunities that meet both local and regional emergency shelter and transitional housing needs.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

Pursuant to current HUD directives, Kings/Tulare Homeless Alliance established a coordinated entry system whereby a homeless individual or family, seeking shelter and services is directed to a streamlined system that facilitates access to appropriate housing and services. The system screens applicants for eligibility for services, such as homelessness prevention, rapid rehousing, emergency shelter, affordable housing, permanent supportive housing, and other interventions.

The needs and strengths of each household are assessed to determine which interventions will be most effective and appropriate, while also prioritizing people for assistance based on the severity of their needs. All HUD funded service providers participate in the coordinated entry process. Through the system, homeless households are placed in appropriate housing, such as rapid rehousing and permanent supportive housing.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs.

According to HUD’s Strategies for Preventing Homelessness, “Homelessness prevention is an essential element of any effort to end homelessness either locally or nationwide.” This HUD report indicates it is less expensive and disruptive to keep a household housed in place. To this end, the City will explore the use of CDBG funds to support programs that provide direct assistance to households at risk of becoming homeless. The City will also participate in regional homeless planning efforts, including the Tulare Kings Alliance-CoC’s Discharge Plan, which aims to prevent individuals leaving institutions, hospitals, etc., from becoming homeless.

The CoC's prevention strategies focus on effective discharge planning, with an emphasis on requiring foster care programs, in-patient mental health hospitals, hospitals and correctional facilities to provide discharge planning services to clients to ensure that they have access to housing and other needed support services, including respite care, upon discharge. Action steps include convening a working group with stakeholders to examine the discharge planning policies and systems within corrections facilities and each County's human service agencies and identifying initiatives to improve those policies and systems; identifying "cross-cutting" initiatives to improve policies and practices across multiple County agencies. In addition, due to the number of probation and prison sites located within the region, the CoC has adopted a plan to develop a Continuum-wide, multi-system community re-entry plan that includes housing.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-65 Lead Based Paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards.

As discussed in MA-20 Housing Market Analysis: Condition of Housing, there is a correlation between low- and moderate-income households and lead-based paint hazards. To address this relationship, City staff implementing the CDBG-funded housing rehabilitation program will ensure all assisted homes are assessed for lead-based paint hazards. If lead hazards are identified, project funding may be allocated to mitigate or remove lead-based paint hazards. City staff may also provide information to homeowners about lead-based paint hazards.

The Tulare County Health and Human Services Agency, Childhood Lead Poisoning Prevention Program (CLPPP) works to increase awareness about the hazards of lead exposure, to reduce lead exposure in the environment, and to increase the number of children who have been tested for exposure to lead. The CLPPP offers home visits, education about lead poisoning, and environmental home inspections to the families of children with severe lead poisoning. The CLPPP also provides information and education to the general public, medical providers, and community-based organizations.

City staff will continue to provide information to contractors about lead-based paint hazards and its requirements. In addition, the City will continue to collaborate with other agencies, like Habitat for Humanity of Tulare/Kings Counties and Self-Help Enterprises, to ensure that housing rehabilitation programs maintain compliance with HUD regulations regarding lead-based paint hazards.

How are the actions listed above related to the extent of lead poisoning and hazards?
Lead-based paint was widely used in residential properties prior to 1978, when it was banned.

The U.S. Congress banned the use of lead-based paint in residential structures and environments in 1971 (United States Lead-Based Paint Poisoning Prevention Act), but this regulation was not implemented until 1978 by the Consumer Product Safety Commission (U.S. Consumer Product Safety Commission). There is a risk of lead-paint hazards in homes built before 1978, and lead is a danger to children because it can affect a child’s ability to learn and grow. As presented in Tulare’s most recent Analysis of Impediments to Fair Housing Choice, 2021 CHAS data indicated that there were 524 owner occupied units, and 1,359 renter occupied units that were built before 1980 and had children under six years old present in the household.

By providing information regarding lead-based paint hazards, residents can take immediate action to ascertain their risk level and take corrective or preventive action. The City will continue to implement its housing rehabilitation program, which will directly decrease the amount of units with lead-based paint hazards.

How are the actions listed above integrated into housing policies and procedures? The City’s housing rehabilitation program policies and procedures require that all properties constructed prior to 1978 to be tested for lead. If lead is found, it will be removed or encapsulated as required by current HUD regulations. Policies and procedures may be revised, as needed.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of PovertyLevel Families.

According to the 2023 5-Year American Community Survey, 16.9% of the City’s population is living at or below the poverty level, and certain types of households have a higher incidence of poverty, including renter households, families with children, individuals with disabilities, and seniors. The City will use CDBG funding to support activities that will help reduce the number of families experiencing poverty by:
• Preserving and expanding affordable housing opportunities, including providing home repair assistance to low-income families
• Supporting homeless prevention strategies through funding services • Providing supportive services, like job training and placement services, for low-income people to help them move out of poverty
• Continue to coordinate with area public service agencies to build additional supports for low-income residents
In addition to these local efforts, State and Federal resources also contribute to reducing the number of individuals and families in poverty in the city. Federal programs, such as the Earned Income Tax Credit and Head Start, provide pathways out of poverty for families who are ready to pursue employment and educational opportunities. Additionally in California, the primary state programs that assist families in poverty are CalWORKs, Cal Fresh, and Medi-Cal, which provide individuals and families with employment assistance, food subsidies, medical care, childcare and cash payments to meet basic needs. Additional services are available to assist persons with substance use and mental health challenges.

The City will continue to partner with organizations to provide services and address the needs of low- and moderate-income families.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The City’s anti-poverty strategy calls for assisting lower income households, especially for seniors, the people with disabilities, and families with children. These strategies directly align with the activities set forward in this plan. The support for HATC’s rental assistance programs for very low-income renters is consistent with the City’s affordable housing plan. Additionally, programs that provide financial assistance and senior services will assist households that may be at risk of becoming homeless by allowing them to redirect limited income toward maintaining housing.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements.

The City of Tulare’s Community Development Department ensures programmatic, financial, and regulatory performance and compliance of HUD’s entitlement funding received by the City. The City carries out the following to ensure federal and local regulations are met.

Technical Assistance - Prior to implementation of CDBG activities, subrecipients meet with City staff to review policies and procedures. Subrecipient organizations are informed of CDBG federal regulations, retention, budget, scope of work, reimbursement procedures and reporting requirements. Subrecipient agreements contain detailed federal requirements, monitoring and reporting procedures. Throughout the Program Year, City staff provide ongoing technical assistance to promote compliance and successful performance.

Monitoring - The monitoring process involves desk audits of program reports, invoices, supporting documentation, and on-site monitoring reviews. The City completes risk assessments on each subrecipient. If compliance and/or performance issues are observed, City staff will conduct an on-site monitoring visit. The monitoring visit will examine the use of funds, eligibility of the service area, eligibility of the intended beneficiaries, compliance with federal requirements, such as, the National Environmental Policy Act, the System for Award Management (SAM), debarment list, prevailing wage, Minority and Women Business Enterprise, Section 3 requirements, and 2 CFR Part 200 requirements according to CPD Notice 16-04. As part of this process, City staff will continue to monitor for potential fraud, conflict of interest, and mismanagement of CDBG funds.

Audit Review – Prior to entering into a contract agreement with the City, subrecipients expending more than $750,000 in federal funds in the prior fiscal year are required to submit a copy of a Single Audit to ensure 2 CFR Part 200 requirements are being met. Subrecipients that do not require a Single Audit will continue to be required to submit Audited Financial Statements. This serves as additional monitoring means to evaluate the financial accountability of subrecipients.

MBE/WBE – Through a partnership with the Tulare Chamber of Commerce, the City promotes and encourages outreach and development of economic business opportunities of Minority Business Enterprises (MBE) and Women Business Enterprises (WBE) within the City.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Action Plan
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Tulare uses multiple resources to carry out activities that benefit low- and moderateincome residents. The City receives HUD entitlement funding each year, including CDBG. The City’s Community Development Department administers the entitlement funding on behalf of the City of Tulare. In addition to entitlement grant funds, the City may receive state or other local funding to address community needs and works to leverage entitlement grant funds when possible.

For Program Year (PY) 2025-2026, the City’s CDBG entitlement allocation is $714,971; the City also estimates $5,000 in program income and $80,029 of prior year rollover, with a total of $800,000 for the first-year Annual Action Plan. The City anticipates an additional $3,300,000 for the remainder of the consolidated planning period. The following describes the anticipated resources for the City of Tulare.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Anticipated Resources
Table 60: Anticipated Resources
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan $
Annual Narrative Description
Allocation $
Program
Income $
Prior Year
Resources
$
Total $
CDBG Public
Federal
Administration, Public
Services,
Homeless Services,
Affordable Housing,
Public Facility
Improvements, and
Economic
Development
$714,971 $5,000 $80,029 $800,000 $3,300,000
CDBG activities include public
services, homeless services,
affordable housing, public facility
improvements, economic
development, and administration.

HOME State
Administration and
Homeowner
Assistance $375,000 $100,000 $0 $475,000 $475,000
The City was awarded HOME
funds from the State of California
and supports homebuyer assistance
and home repair activities.

Behavioral
Health
Bridge
Housing
(BHBH)
State Public Services and
Homeless Servies $365,379 $0 $0 $365,379 $365,379
The City anticipates a BHBH award
through the Tulare County Health
and Human Services (Agency) to
support start-up infrastructure, as
well as, operational and support
services
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City of Tulare will continue to leverage a variety of funding sources to carry out housing and community development activities. The City will work with nonprofit organizations and other government institutions to secure additional resources to address priority needs set forth in this plan. The City seeks out additional funding sources to address priority needs, which includes HOME Investment Partnerships Program (HOME) funding administered by the Housing and Community Development Department of the State of California. The City will continue to partner with developers and subrecipients to fund additional housing and services available to the community. CDBG does not require matching funds. The City provides CDBG funds to partner organizations through an RFP process and will continue to leverage funding, when possible.

CDBG does not require matching funds.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan A current CDBG-owned public facility functions as emergency and transitional shelter for women and children. The facility is maintained by the Tulare Lighthouse Rescue Mission, nonprofit organization. Public improvement projects may be carried out on City-owned real property and/or the public right of way.

Discussion
The City uses a variety of resources to address the priority housing and community development needs outlined in the Consolidated Plan. Since the City of Tulare does not receive HOME or ESG funds directly from HUD, the City will continue to partner with local service providers and other organizations to apply for funding for these and other available funding sources.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-20 Annual Goals and Objectives
Goals Summary Information
Table 61: Goals Summary
Goal Name Years Category Geographic
Area Needs Addressed Funding Goal Outcome Indicator
Preserve and
expand affordable
housing
opportunities
2025-
2029
Affordable
Housing;
Homeless;
NonHomeless
Special
Needs
Citywide
Affordable Housing
Neighborhood
Preservation
CDBG:
$250,000.00 20 households assisted with home repairs
Revitalize
communities
2025-
2029
Non-Housing
Community
Development
Citywide
Public Infrastructure
Improvements
Neighborhood
Preservation
CDBG:
$302,000.00 640 households assisted
Enhance public
services
2025-
2029
Non-Housing
Community
Development;
Homeless
Citywide
Homeless Services
Public Services
CDBG:
$106,000.00 100 persons assisted (Homeless Services)
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Goal Description
Table 62: Goal Description
Goal Name Goal Description
1 Preserve and expand affordable housing
opportunities
Increase and preserve affordable rental and homeownership housing opportunities by improving access to a diverse set of affordable housing options.
2 Revitalize communities
Develop vibrant neighborhoods by investing in public facilities, critical infrastructure, and/or nonprofit facilities that provide increased accessibility to services.
3 Enhance public services
Improve community and supportive services by addressing critical needs and increasing access to services for families and residents with special needs, especially for persons experiencing or at risk of homelessness.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-35 Projects – 91.220(d)
Introduction
Based on the Consolidated Plan priority needs and goals discussed earlier, the following activities have been allocated CDBG funds for Fiscal Year (FY) 2025-2026.

Projects
Table 63: Project Information
# Project Name
1 Public Infrastructure and Facilities Improvements
2 Homeless Services
3 Affordable Housing
4 CDBG Program Administration and Planning
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
These projects will address the priority needs outlined in the Consolidated Plan. The priority needs identified in this Plan include infrastructure and public facilities, affordable housing, homelessness services, public services, neighborhood preservation, and economic development. Projects and activities are selected through a Request for Proposal (RFP) process and will address the needs of low- and moderate-income households.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-38 Projects Summary
Project Summary Information
1 Project Name Public Infrastructure and Facilities Improvements Target Area Citywide
Goals Supported Revitalize Communities
Needs Addressed Public Infrastructure and Facilities Improvements Neighborhood Preservation
Expected Resources CDBG: $302,000.00
Description The City of Tulare will fund one or two infrastructure and/or public facility projects under this category
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
It is estimated that these activities will benefit 640
households.

Location Description Citywide and prioritizing low- and moderate-income areas.

Planned Activities Planned activities will be used to build or improve public infrastructure and public facilities.

Goal Outcome Indicator 640 Households - Public facility or infrastructure activities for low/moderate-income housing benefit
2 Project Name Homeless Services
Target Area Citywide
Goals Supported Enhance Public Services
Needs Addressed Homeless Services
Public Services
Expected Resources CDBG: $106,000
Description The City will establish agreements with local organizations to provide street outreach, case management, and housing
navigation services for people experiencing homelessness.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
100 people experiencing homelessness
Location Description Services are available citywide, prioritizing people in the city’s temporary encampment.

Planned Activities Planned activities will include public services.

Goal Outcome Indicator 100 persons assisted through public service activities other City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

3 Project Name Affordable Housing
Target Area Citywide
Goals Supported Preserve and Expand Affordable Housing Opportunities Needs Addressed Affordable Housing
Neighborhood Preservation
Expected Resources CDBG: $250,000
Description The City will preserve the existing stock of affordable housing units through rehabilitation and repairs to primary building features (e.g., roofing, siding, flooring).

Target Date 6/30/26
Estimate the number and type of
families that will benefit from the
proposed activities
The City will preserve the existing stock of affordable housing units through principally minor rehabilitation and repairs to primary building features (e.g., roofing, siding, flooring).

Location Description Services will be available citywide.

Planned Activities Planned activities may include providing home repair, activity delivery, and addressing lead-based paint hazards.

Goal Outcome Indicator 20 Homeowner Housing Rehabilitated 4 Project Name CDBG Program Administration and Planning Target Area Citywide
Goals Supported Preserve and Expand Affordable Housing Opportunities Revitalize Communities
Enhance Public Services
Needs Addressed Affordable Housing
Public Infrastructure and Facilities Improvement
Homeless Services
Public Services
Neighborhood Preservation
Expected Resources CDBG: $142,000
Description This project will fund the City’s oversight, planning, compliance, financial, and other grant management activities to ensure proper use of CDBG funds and delivery of services.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
This is an administrative activity.

Location Description This administrative activity will mainly take place at 411 East Kern Avenue, Tulare, CA 93274.

Planned Activities Planned activities include administration and planning.

Goal Outcome Indicator N/A
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of lowincome and minority concentration) where assistance will be directed Tulare will not direct CDBG funds to one or multiple target areas, but instead CDBG funds will be available citywide for eligible activities that serve low- and moderate-income residents and neighborhoods. Public improvement and public facility improvement projects will be prioritized in low- and moderate-income communities.

Rationale for the priorities for allocating investments geographically CDBG funds will be available citywide for eligible projects that serve low- and moderate-income residents and neighborhoods. The City selects activities each year through a Request for Proposal (RFP) process. There is no geographic requirement or priority in the RFP. It is likely that public infrastructure improvements will be located in low- and moderate-income neighborhoods where the service area meets grant requirements to serve low- and moderate-income residents.

Homeowners assisted with home rehabilitation will be determined through an application process and no geography is prioritized in the selection process.

Discussion
CDBG funds will be allocated to programs that serve eligible Tulare residents citywide or in lowand moderate-income areas.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-55 Affordable Housing – 91.220(g)
Introduction
During FY 2025-2026 the City is planning to help at least 20 low- and moderate-income homeowners with needed minor rehabilitation; such as, ADA accessibility, energy conservation, weatherization and emergency home repairs via a partnership with nonprofit organization.

Table 64: One Year Goals for the Number of Households
to be Supported by Population Type
Population Type Number of Households
Homeless 0
Non-Homeless 20
Special Needs 0
Total 20
Table 65: One Year Goals for the Number of Households
to be Supported by Program Type
Program Type Number of Households
Rental Assistance 0
Production of New Units 0
Rehab of Existing Units 20
Acquisition of Existing Units 0
Total 20
Discussion
The City will also utilize non-entitlement grant funds, such as HOME and CalHome funds, to provide additional affordable housing to Tulare residents to support homebuyer and home repair activities.

In addition, the City partners with Family Services of Tulare County to provide 12 permanent supportive housing vouchers annually, through the Tulare Housing First voucher programs for chronically homeless individuals with a disability. The City supports the 12 chronically homeless individuals maintain housing stability, by utilizing CDBG funds under public services each year.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-60 Public Housing – 91.220(h)
Introduction
The City does not own or manage public housing. The Housing Authority of Tulare County (HATC) works closely with the City, the Continuum of Care “Alliance”, and the Tulare County Homeless Taskforce. Actions planned by HATC this year are referenced below.

Actions planned during the next year to address the needs to public housing HATC is currently developing the Demaree Apartments that will serve households at 80% of the area median income (AMI) and lower. The Demaree Apartments is a new construction, family, mixed-income project. There will be 222 total units, 220 of which will be restricted between 30% and 80% of the AMI. There will be 90 one-bedroom units, 75 two-bedroom units, and 57 threebedroom units. Two of the three-bedroom units will serve as unrestricted manager’s units. The Demaree Apartments are expected to be completed by June 2026.

The HATC participates in a Moving to Work (MTW) Program, which offers housing for 5-years at a flat rate, based on unit bedroom size instead of being income-based. The MTW program is designed to give rental assistance to families who are working to achieve self-sufficiency from all types of governmental assistance while they are in the process of achieving that goal. Successful applicants are encouraged to seek higher paying employment and/or further their education. An increase in family income does not increase the monthly rent. Families can continue the MTW program for a maximum of 5 years, or until their income reaches 120% of the AMI, at which time assistance will be terminated or they will be given 6-months to move out. Many of the MTW participants transferred to MTW from HATC’s conventional low rent and Section 8 programs.

Others were referred to the MTW program by HATC’s partner agencies, such as Tulare County Health and Human Services and CSET.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
HATC created a Resident Council composed of 5 residents from HUD-funded programs (Multifamily Housing, LIHTC, HOME, Section 8, and public housing). The Resident Council works with HATC staff on evaluating the effectiveness and efficiency of existing rental assistance programs. This structure was put into place to give public housing residents the opportunity to provide input on program modifications. HATC is proactive in the inclusion of public-housing residents in the policy making process. As required, two public housing tenants sit on the HATC Commission board. Between the Resident Council and tenant representation on the Board an equitable and transparent policy-making process has been put into place.

A vital driving factor that continues to influence HATC programs is the goal of tenant selfsufficiency. HATC views homeownership as a long-term goal for most participants. HATC staff works with tenants to effectively provide them with the necessary resources to achieve homeownership. HATC’s annual re-examination notice provides participants with an extensive referral list that aids homeownership. Effective collaboration between their agency and other public and nonprofit agencies is imperative to help promote homeownership among all HATC’s tenants. Lastly, HATC created “RentTrack Payment, an online payment system which allows residents to utilize their rental payments made on time to raise or build individual credit scores.

RentTrack has increased credit scores an average of 132 points over a 2-year period.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable.

Discussion.

The City of does not own or manage public housing.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-65 Homeless and Other Special Needs Activities –

91.220(i)
Introduction
This section describes the City’s one-year goals and the specific action steps it will undertake in the program year to carry out the homeless strategy outlined in the Consolidated Plan’s SP-60 Homelessness Strategy. This section will also describe the jurisdiction’s one-year goals and specify the activities it will undertake to serve the emergency, transitional, and permanent housing as well as supportive service needs of homeless and special needs populations.

Each year the King/Tulare Homeless Alliance conducts a Point in Time (PIT) count. Through the PIT count, the Alliance is able to acquire a snapshot of the adults, children in households and unaccompanied youth living in the City who meet HUD’s definition of homelessness. Information gathered through the PIT count is used to understand the causes and trends over time of homelessness, as well as to determine the unmet shelter and service needs of the homeless. The City will continue to support the Alliance’s efforts s in the annual bi-county PIT count.

Describe the jurisdiction’s one-year goals and actions for reducing and ending homelessness including:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.

The City of Tulare works closely with the Kings/Tulare Homeless Alliance, the region’s lead agency for Continuum of Care (CoC). The Alliance Housing Navigators, Kings View PATH Team, and Tulare County Mental Health Crisis Team canvas the city to conduct outreach to people experiencing homelessness. Street outreach is conducted with techniques such as traumainformed care, critical time intervention and motivational interviewing. Both the navigation and PATH teams leverage peers to create rapport and trust. Outreach teams assist with connections to mainstream benefits, obtaining documents required for housing (e.g. proof of homelessness, disability certification), provide hygiene kits, transportation assistance, and coordinate warm hand-offs to services such as mental health and substance abuse treatment programs. Program materials are offered in Spanish & other languages upon request. CoC members offer resources for other communication including sign language & accommodations for physical disabilities (e.g., dial-a-ride paratransit).

The Kings/Tulare Homeless Alliance supports the Local Initiatives Navigation Center (LINC) in providing various resources and access to service providers for individuals experiencing homelessness, helping to assess their individual needs. LINC brings together social service providers, faith-based organizations, and government agencies to help families locate affordable housing, employment and mental health and substance abuse treatment along with other needed services. Services include ID vouchers, free cell phones, housing assessments, enrollments to mainstream benefits, employment assistance, health/mental health services, legal assistance, and free meals.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Addressing the emergency shelter and transitional housing needs of homeless persons.

The City of Tulare is developing a permanent homeless shelter which will be constructed at the Hillman Health Campus by 2026. There are a variety of emergency shelters, transitional housing and permanent supportive housing options available to unhoused households from Tulare.

The Tulare Lighthouse Rescue Mission operates a 16-bed shelter for women and children up to 12 years of age. The Tulare Lighthouse Rescue Mission recently opened a 12-bed shelter for males aged 13 and up. Both shelters are up to 90 days; however, clients can stay longer if they have no other options. Both shelters provide meals, showers, laundry and beds. The City works closely with the Tulare Lighthouse Rescue Mission and supports their mission and vision to end homelessness within our City.

The City partnered with Self-Help Enterprises, the County and the City of Visalia to open Eden House in 2020, a 22-bed transitional housing that provides on-site case management and supportive services for individuals that need additional on-site services as they transition from homelessness to permanent housing.

The City also supports Family Services of Tulare County with case management assistance to continue to provide transitional housing services to the unhoused population of Tulare. Family Services continues to provide approximately a dozen chronically homeless individuals permanent supportive housing voucher rental assistance each year.

Lastly, the City continues to partner with the local Continuum of Care and Tulare County Homeless Task Force. The City regularly participates in monthly meetings with the CoC and Tulare County Homeless Task Force to stay up to date on incoming funds and collaborating projects to address emergency shelters and transitional housing needs of homeless persons.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

The City of Tulare will dedicate funds over the five-year plan period to the regional CoC. The regional CoC seeks to provide funding for homeless services over the next year. Agencies will utilize coordinated assessment, which helps connect unhoused individuals and households with services that can help them to transition to self-sufficiency. All HUD-funded service providers participate in the coordinated entry process. The City continues to partner with the Tulare Lighthouse Rescue Mission, Kings/Tulare Homeless Alliance, Family Services of Tulare and Kings View PATH team to help chronically homeless individuals, homeless families, and unaccompanied youth transitioning to permanent housing and independent living.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

private agencies that address housing, health, social services, employment, education, or youth needs.

According to HUD’s Strategies for Preventing Homelessness, “Homelessness prevention is an essential element of any effort to end homelessness either locally or nationwide.” This HUD report indicates it is less expensive and disruptive to keep a household housed in place. To this end, the City will explore the use of CDBG funds to support programs that provide direct assistance to households at risk of becoming homeless. The City will also participate in regional homeless planning efforts, including the Tulare Kings Alliance-CoC’s Discharge Plan, which aims to prevent individuals leaving institutions, hospitals, etc., from becoming homeless.

The CoC's prevention strategies focus on effective discharge planning, with an emphasis on requiring foster care programs, in-patient mental health hospitals, hospitals and correctional facilities to provide discharge planning services to clients to ensure that they have access to housing and other needed support services, including respite care, upon discharge. Action steps include convening a working group with stakeholders to examine the discharge planning policies and systems within corrections facilities and each County's human service agencies and identifying initiatives to improve those policies and systems; identifying "cross-cutting" initiatives to improve policies and practices across multiple County agencies. In addition, due to the number of probation and prison sites located within the region, the CoC has adopted a plan to develop a Continuum-wide, multi-system community re-entry plan that includes housing.

Discussion
The City’s homeless strategy continues to address and help prevent homelessness by supporting local service providers as they engage and assess the City’s unhoused population. Funding may also be provided to support rapid re-housing programming efforts that help ensure homeless individuals obtain housing and the support services needed to achieve and maintain selfsufficiency.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-75 Barriers to Affordable Housing – 91.220(j)
Introduction
The Strategic Plan summarized the major non-governmental, governmental, environmental and infrastructure constraints that may impact housing investment, which include:
• Cost of housing development
• Environmental review
• Planning and development fees
• Permit and processing procedures
• Lack of funding
• Land use controls
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment Local policies and regulations can affect the quantity and type of residential development, but local governments have little or no influence upon the national economy or the federal monetary policies which influence housing and, specifically affordable housing development, which typically requires significant public subsidies. Yet, these factors are the ones that most significantly impact the overall cost of housing and development of new affordable homes.

By reviewing local conditions and regulations that may impact the housing market, Tulare can prepare for future growth through actions that protect the public's health and safety without unduly adding to the cost of new housing production. Recent Housing Element updates include actions to address barriers to and facilitate progress towards the City’s affordable and inclusive housing goals.

Discussion
There is a strong need for more affordable housing in Tulare, which is illustrated through input from community members at focus groups and in survey results as well as the City’s housing and demographic data. Although there are not sufficient funds to build new affordable housing using only CDBG funds, the City will continue to implement policies that may increase the number of affordable housing units. The Housing Element outlines actions that the City will take to increasing the amount of affordable housing.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-85 Other Actions – 91.220(k)
Introduction
The following section describes the planned actions or strategies that the City of Tulare will pursue in the next year to:
• Address underserved needs
• Foster and maintain affordable housing
• Evaluate and reduce lead-based paint hazards
• Reduce the number of poverty-level families
• Develop institutional structure
• Enhance coordination
Actions planned to address obstacles to meeting underserved needs.

During FY 2025-2026, the City will encourage and support HATC’s efforts to obtain additional rental assistance funding, especially for special needs populations including seniors, people with disabilities, and low-income households. CDBG-funded public infrastructure and facility improvements to be undertaken during the year will revitalize low- and moderate-income communities and allow improved or expansion of services. This includes mobility enhancements that benefit individuals with physical disabilities. Projects and activities will be selected through a Request for Proposal (RFP) process and will address the needs of low- and moderate-income households. The RFP process will require comprehensive evaluations that ensure projects and activities are targeted toward meeting underserved needs.

Actions planned to foster and maintain affordable housing In the next year, the City of Tulare will continue to promote CDBG funding for low- and moderateincome households. This includes supporting activities such as home repair for homeowners and renters, homeownership assistance, development of new homes available for rent and ownership, development of homes for special needs populations, and development of a variety of housing options. The City will continue to affirmatively further fair housing and promote housing opportunities and access for residents regardless of age, race, religion, sex, marital status, ancestry, national origin, color, disability, or economic level in compliance with local, state, and federal fair housing laws.

In addition, the City will carry out strategies to maintain and improve affordable housing as listed in the City’s Housing Element, which include:
• Work collaboratively with jurisdictions in the county to efficiently address housing issues and find regional solutions.
• Provide an adequate supply and range of housing types to meet the diverse needs of residents.
• Facilitate the development of affordable housing and protect the existing supply of affordable housing to extremely low-, very low-, low- and moderate-income households • Maintain and improve the city’s existing housing stock. • Support and provide housing and services for people with special needs in the community.

People with special needs include, but are not limited to, seniors, families with children, people with disabilities, single-parent families, farmworkers, and people who are experiencing homelessness or at risk of becoming homeless. • Utilize energy conservation and sustainable measures for new and rehabilitated housing. • Promote housing opportunities and access for residents regardless of age, race, religion, City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

sex, marital status, ancestry, national origin, color, disability, or economic level in compliance with local, state, and federal fair housing laws.

Actions planned to reduce lead-based paint hazards
City staff will continue to inform contractors about lead-based paint hazards and the associated requirements reducing risk. Additionally, the City will continue to collaborate with agencies like the Tulare County Health and Human Services Agency, Habitat for Humanity of Tulare/Kings Counties and Self-Help Enterprises to ensure that housing rehabilitation programs maintain compliance with HUD regulations regarding lead-based paint hazards.

Actions planned to reduce the number of poverty-level families The City will continue to support activities that aim to reduce the number of households living in poverty by:
• Preserving and expanding affordable housing opportunities, including providing home repair assistance to low-income families.
• Supporting homeless prevention strategies through funding services. • Providing supportive services, like job training and placement services, for low-income people to help them move out of poverty.
• Continue to coordinate with area public service agencies to build additional supports for low-income residents.

The goal of these efforts will be to help households gain access to additional services to help create a new level of self-sufficiency and address issues of poverty.

Actions planned to develop institutional structure
The City will continue to share information, make referrals, attend local meetings, engage in discussion, provide operational support (via CDBG), and promote educational and training opportunities as a way to overcome gaps in the current service delivery system. City staff will identify and collaborate with new service providers, while continuing to communicate and meet with current providers to address various community needs. Additionally, the City will partner with the Kings/Tulare Homeless Alliance as well as with housing, services organizations to identify and address current and future gaps in service delivery.

Actions planned to enhance coordination between public and private housing and social service agencies
The City of Tulare does not operate public housing. HATC provides rental assistance within the community. Federal legislation requires that the Housing Authority prepare five-year and one-year plans that highlight its mission, goals, and objectives as it relates to public and assisted housing programs. The City will review the Authority’s plans and will provide HATC the opportunity to consult on the City’s Consolidated Plan. The goal of this cross-consultation is to provide consistent and coordinated housing services for City residents.

Tulare will continue to maintain and seek out relationships with local nonprofit organizations and other entities. As the City continues to support enhanced public services through grant funding, it will coordinate efforts with nonprofit partners to promote the efficient and effective use of limited public resources to address needs and accomplish goals in the Consolidated Plan.

Discussion
The City’s AI is currently being prepared and will be approved concurrently with the approval of this Consolidated Plan. Over the next year, the City of Tulare will continue to direct funding to City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

help meet the needs of low- and moderate-income residents in the city. These efforts, along with the efforts of numerous other public and private agencies, will help to address the priority needs established in this plan.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction
Each HUD program covered by Consolidated Plan regulations must address certain programspecific requirements. Below are the requirements for the CDBG program as prescribed by the Consolidated Plan template.

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

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed
$5,000

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

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

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

5. The amount of income from float-funded activities $0 Total $5,000
Other CDBG Requirements

1. The amount of urgent need activities $0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low- and moderate-income 70%
Overall Benefit: A consecutive period of 1, 2, or 3 years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low- and moderate-income. Specify the years covered that include this Action Plan.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Appendix 1: Map
Map 1: Low- and Moderate-Income Block Groups
Source: PolicyMap. (n.d.). CDBG eligibility status as of FY2023 [Map based on data from HUD: Data downloaded from https://www.hudexchange.info/programs/acs-low-mod-summary-data/]. Retrieved March 14, 2025, from http://www.policymap.com
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Appendix 2: 2025 AAP Summary Detail and
Certified Resolution
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Appendix 3: Citizen Participation Comments
The following comment was received during the 30-day comment period for the Consolidated Plan and Annual Action Plan.

Comment 1: “Shared housing, like in San Francisco.”
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Appendix 4: Community Engagement Survey
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare, CA
Consolidated Plan
Appendix 4 – Community Engagement Survey
Results
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Overview
The City of Tulare used multiple modes for obtaining input from community residents and stakeholders to develop the 2025/26-2029/30 Consolidated Plan and FY 2025/26 AAP. Two surveys, the Community Organization Survey and the Resident Survey, were used to gather feedback and information from organizations and residents within the community for the 2025/26-2029/30 Consolidated Plan. The City also consulted with state and regional agencies and local service providers. Two community meetings took place during the community needs assessment where City staff encouraged community members and organization leaders to take the surveys. The meetings were held as follows:
• AI/Consolidated Plan 101 Info Session
o City of Tulare Public Library (Council Chambers); 491 North M Street, Tulare, CA 93274 o Tuesday, December 17, 2024 @ 7PM
• Community/Housing Need Input Public Hearing
o City of Tulare Public Library (Charter Mtg. Room); 491 North M Street, Tulare, CA 93274 o Wednesday, January 15, 2025 @ 5PM
o Virtual option via Microsoft Teams
Marketing efforts for the surveys, focus groups, and community meetings took various forms. Both English and Spanish flyers were created to advertise the surveys; the flyers were physically posted in government buildings, included in utility bills due during the month of February 2025 to roughly 20,000 households, and distributed to three organization listservs on December 19, 2024 and January 13, 2025 – the Tulare Chamber of Commerce listserv (over 1,000 stakeholders), the Kings/Tulare Homeless Alliance (KTHA) listserv (over 300 stakeholders), and the Community Care Coalition listserv (managed by the Tulare County Health and Human Services Agency). A social media posting on the City of Tulare’s Instagram page on January 7, 2025, advertised the resident survey to the public.

Outreach to agencies and organizations centered around two organization email blasts, sent on December 20, 2024, and January 13, 2025. These email blasts encouraged organizations to register for the focus group and submit a survey response.

Additional outreach included personalized email messages from the City Manager and Assistant City Manager to an agency and organization list encouraging participation in Consolidated Plan development efforts, as well as personal outreach from council members to constituents.

The Community Organization Survey had 2 respondents, and 57 individuals responded to the Resident Survey. No responses were logged for the Spanish Resident Survey.

Community Organization Survey Results
Two organizations responded to the Community Organization Survey, as shown in Table 1. Both organizations were classified as adjacent local government units. The survey asked about several topics, including gaps in programs and services, housing, economic development, community services, organizational collaboration and partnerships, and funding and resource allocation.

Due to the receipt of only two responses on the community organization survey, the results will be presented in summary to acknowledge the difficulty of drawing reliable conclusions or making representative statements of all Tulare organizations. However, the organization survey response generally reflected many of the trends seen in the resident survey, whose results are elaborated in more detail in the following section.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Table 1: Community Organization Survey Respondents
No. Organization Name Respondent’s Role Type
1 Tulare Lighthouse Rescue Mission Board President Adjacent local government unit
2 Tulare City School District (K-8th grade) Community School Coordinator
Adjacent local
government unit
Total 2
Gaps
When asked about what gaps organizations see in the current programs and services in the City of Tulare, a shortage of affordable housing options, insufficient homeless prevention programs, and lack of comprehensive disability services for individuals with disabilities were all selected. Affordable housing services and substance abuse/recovery services were identified as the types of services or programs that are missing in the city and should be developed. Underserved populations in the City were identified via a ranking scale by organization respondents. People with limited English proficiency, individuals with disabilities or access and functional needs, and elderly individuals were ranked as the populations that are most underserved in Tulare.

Housing
Several questions dug deeper into the nature of the housing gap in the city. Both respondents rated the availability of affordable housing as below average. Specific housing types needed in the community were identified as affordable housing, transitional housing, duplexes and triplexes, and single-family homes. The biggest barriers to accessing affordable housing in the community were high rental costs, community opposition to affordable housing, and homelessness or housing instability. To address these issues, respondents recommended long-term strategies of affordable housing development and preservation, comprehensive homeless prevention and support services, and inclusive community engagement and planning.

Economic Development
Respondents were also asked about economic development needs in the city. Specific questions about the quality of public infrastructure (e.g. roads, parks, utilities) and the availability of jobs and employment opportunities showed that respondents generally found these to be at an average level of acceptability.

Respondents found the quality of public infrastructure like roads, parks, and utilities to be acceptable or good overall.

However, several economic development issues were identified as pressing, especially affordable housing development. Economic diversification and public safety enhancement were also identified as economic development issues. These results track the gaps previously identified in affordable housing.

Community Services
Access to health and social services for low-income residents were rated as very accessible. However, when asked to select the primary barriers to accessing services like education and childcare, respondents noted issues with cost, transportation, and limited availability of services. A public transportation-specific question rated community access as good and acceptable.

Organizational Collaboration and Partnerships
Collaboration among community organizations was generally identified as good and fair, with the primary barriers to effective collaboration being communication, competition for funding, and resource constraints.

Respondents felt that identifying shared organizational goals/visions and resource sharing would enhance organizational partnerships.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Funding and Resource Allocation
Organizations identified unpredictable grant funding cycles and insufficient funding allocations as their most significant funding challenges. The types of funding most needed to support organization needs were capacity building funds and operating grants.

Community Residents Survey Results
The Community Residents Survey gathered feedback from residents across the city to support efforts in understanding residents’ funding priorities. The survey collected information on topics including demographic and housing characteristics of respondents, housing needs, community services, and economic and community development initiatives.

Survey results demonstrate that 52% of respondents agree that there are areas in the city where housing is affordable. There appeared to be a slight preference for focusing on affordable rental housing, particularly for seniors, as a housing solution; however, residents generally favored multiple housing and homeless solutions with few clear priority standouts. Respondents identified a need for job creation/retention and job training programs.

Demographics
Almost 95% of respondents lived in the City limits, with most respondents residing in Northeast Tulare (34%) or Southeast Tulare (34%). Respondents were primarily concentrated in Council Districts 4 and 5.

About 68% of respondents worked in Tulare. Demographics of survey respondents differed slightly from the general population. Most respondents were older, have greater household incomes, and had smaller household sizes compared to city-wide averages.

What is your age?
Figure 1
Most respondents are aged 55 or older and can generally be described as higher income earners, with 49% of respondents reporting an annual income of $107,400 or more. About 25% of respondents reported living with a spouse or partner, and 21% reported living in a two-parent household with minor children. Among survey respondents, 89% were homeowners, 9% were renters, and 2% lived with others. Survey respondents had smaller household sizes compared to the overall population with an average of 2.7 individuals, compared to an average of 3.4 in the city.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

What is your total household income?
Figure 2
Approximately 70% of respondents have a bachelor’s degree or higher; the remainder of respondents have a high school diploma or associate’s degree. Most respondents (about 63%) were currently employed; about 59% of employed respondents work full-time for an employer, while about 15% were self-employed full-time. The remaining respondents worked part-time for an employer or are retired. The racial makeup of respondents was as follows:
• 68% identified as White
• 9% identified as Multiracial
• 4% identified as some other race
• 2% identified as Hawaiian or Pacific Islander
• 2% identified as American Indian or Alaskan Native
• 9% chose not to respond
Additionally, Hispanic individuals were underrepresented in the survey with only 19% of respondents identifying as Hispanic, compared to 59.7% in the city population.

Housing
Several questions asked respondents about housing needs in the city. Approximately half of all survey respondents agreed or strongly agreed that there are areas of the city where low- to moderate-income households can afford rent. About one-third (32%) of respondents were neutral on this statement, and 16% disagreed or strongly disagreed. This indicates mixed perspectives among respondents regarding the topic of housing affordability in Tulare. If respondents felt there were areas of the city where housing is affordable, about 58% said they would fear for their safety in those areas. Respondents commonly cited feeling unsafe in areas where housing is more affordable perceived crime, gang violence, lack of street lighting, and presence of deteriorating/unkept properties.

As evidenced below, there were divided opinions on priority housing needs among residents, with several needs receiving high priority. The highest priority need appeared to be affordable rental housing for older adults. Additionally, respondents identified construction of affordable rental housing, homeownership assistance and housing counseling, and rehabilitation of single-family homes as important priority needs.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

What are the greatest housing needs in the City of Tulare? Figure 3
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

What priority level should be given to the following types of affordable housing development solutions if implemented during the next 5 years?
Figure 4
When asked about affordable housing development solutions, respondents appeared to favor senior housing, affordable housing, and affordable “rent-to-own” housing the most. However, residents indicated no clear preference for specific homeless solutions, with multiple types of solutions receiving roughly equal preference; generally, all homeless solutions included in the survey received a moderate to high priority level ranking. Additionally, home repair assistance for owners was the most common affordable housing program to be identified as a high priority need among respondents (see table below). Home repair assistance for small landlords and lead paint testing/abatement respectively received low priority rankings from more than 40% of respondents.

What priority level should be given to the following types of affordable housing programs if implemented during the next 5 years?
Figure 5
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Community Services
When asked to prioritize supportive service needs domestic violence services, anti-crime programs, mental health services, and senior services and activities received a high priority ranking from more than 50% of respondents. Almost 50% of respondents identified tenant/landlord counseling as a low priority supportive service need.

What priority level should be given to the following types of supportive services if implemented during the next 5 years?
Figure 6
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Economic and Community Development
Respondents were asked about priority economic development initiatives and respondents most ranked business mentoring and technical assistance to nonprofits as low-level priorities. Respondents also demonstrated a preference for job creation/retention and job training programs, with 50% of respondents ranking it as a high-level priority. An additional survey question identified language barriers, lack of childcare, and education barriers as top challenges that may prevent people from getting jobs. Resident responses related to job and employment opportunities contradict the two community organization responses which rated employment opportunities as good and acceptable.

What priority level should be given to the following types of economic development initiatives or projects if implemented during the next 5 years?
Figure 7
When asked about community development and revitalization initiatives or projects needed in the next five years, over half (57%) of respondents ranked rehabilitating vacant or foreclosed properties as a high priority need. Maintaining and cleaning up vacant lots was also ranked as a high priority by 52% of respondents.

Demolishing vacant buildings and redeveloping/repurposing vacant lots to green infrastructures were the community development initiatives that received the lowest priority rankings.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

What priority level should be given to the following types of community development/revitalization initiatives or projects if implemented during the next 5 years? Figure 8
When asked about priority rankings for types of public infrastructure improvement initiatives or projects, all options were skewed with high-priority ratings. Street/road improvement projects were reported as the highest priority with 75% of respondents ranking it as a high priority need. Streetlighting and sidewalk improvement projects respectively received high priority ranking by more than 50% of respondents. Survey results indicate that public infrastructure improvement projects related to transportation are the highest priority amongst respondents.

What priority level should be given to the following types of public infrastructure improvement initiatives or projects if implemented during the next 5 years? Figure 9
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Social and Recreational Services
There was a wide range of responses on questions regarding the availability of programs like sports leagues and summer camps, and organized group activities and enrichment programs for youth in low- and moderate-income households, as well as the availability of recreational facilities in low- and moderateincome neighborhoods, with respondents skewing toward agreement that these opportunities and amenities are available. Specifically, respondents indicated that sports leagues, after-school programs, and Science, technology, engineering, and math (STEM) programs were most available in the community.

Summer camps and job training or employment were least selected as available. Also, two respondents indicated they believed there are no organized activities or programs available in Tulare.

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Appendix 5: Engagement Artifacts
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Public Notices and Affidavits
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Public Presentation
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Public Meeting/Survey Advertisements
City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

City of Tulare 2025-2029 Consolidated Plan and 2025 Annual Action Plan

Public Notice for City of Tulare
Intent to Substantially Amend the City’s Five-Year Consolidated Plan (FY2025/26-FY2029/30) and Annual Action Plan (FY2025/26)
Request to Participate in Public Comment Periods, Public Meetings on October 8th and November 12th, and Public Hearings October 21st and December 2nd, 2025
The City of Tulare (City) developed a five-year Consolidated Plan (ConPlan) for Fiscal Year (FY) 2025/26 – FY 2029/30 and Annual Action Plan (AAP) for FY 2025/26 between November 2024 and June 2025. The Consolidated Plan and Annual Action Plan establish a place-based, market-driven strategy for decisions about how federal and state grant funds will be allocated to address community development, housing, and social service needs. The City’s planned projects for the next five years reflect the needs and market realities uncovered in the ConPlan, both through data collection and input from community stakeholders and residents. And, the AAP described how the City intends to invest its CDBG funds to meet the ConPlan’s priorities to address housing and community development needs over a twelve-month period.

City of Tulare receives an award of CDBG funds annually, and beginning in FY 2025, the City will receive federal HOME Investment Partnerships (HOME) Program funds directly from U.S. Department of Housing and Urban Development (HUD). The City must evaluate the HOME Program and seek input from residents, local organizations and other stakeholders on how to utilize HOME funds to achieve ConPlan and AAP goals in a compliant and effective manner. The City of Tulare, upon adoption of a substantial amendment to the ConPlan and AAP, will become a participating jurisdiction (PJ) under the HOME Program and have an opportunity annually to allocate CDBG and HOME funds to activities and projects that achieve ConPlan goals.

The first element of a substantial amendment requires the incorporation of HOME funds within the ConPlan. Through consultation, the City will recommend a five-year spending plan involving HOME activities and/or projects that address ConPlan goals and needs. For reference, the Strategic Plan developed as part of the new ConPlan called for projects to be undertaken from FY 2025 to 2029 that address one or more of the following needs / goals:

1. Preserve and Expand Affordable Housing Opportunities

2. Revitalize Communities

3. Enhance Public Services
The City will receive input, evaluated options, and present proposed HOME activities and/or projects that address one or more the forementioned ConPlan strategic plan goals.

The second part of a substantial amendment involves a reprogramming of CDBG funds as well as an obligation of forthcoming HOME funds to support existing and/or establish new eligible activities in FY 2025. The current AAP included four activities under the CDBG Program. The selection of activities and formation of budgets in this AAP was informed by an open and competitive Request for Proposals process in March 2025, the size of a 2025 CDBG allocation from HUD, and the balance of 2024 CDBG funds to reprogram. HUD notified the City of Tulare on May 14th, 2025, of the opportunity to become a PJ and receive HOME funds on a yearly basis. As such, the City will evaluate eligible uses of HOME funds and expand the ConPlan and AAP to include an obligation of HOME funds to particular HOME eligible activities and/or projects across the five-year ConPlan cycle and during the current fiscal year.

Current Activities and Allocations within the FY 2025 Annual Action Plan Activity Type & Name Allocation Federal Program - Source Public Infrastructure and Facilities
Improvements
$302,000 CDBG
Services for People Experiencing
Homelessness
$106,000 CDBG
Affordable Housing Preservation $250,000 CDBG
Program Administration and Planning (incl.

Fair Housing)
$142,000 CDBG

Subtotal
$800,000 CDBG
To be determined (1 or more HOME activities) $500,000 HOME

Grand Total
$1,300,000 CDBG & HOME
City staff will consult residents, local organizations, and other stakeholders and examine eligible activities and projects under the HOME Program in order to recommend one or more uses in FY 2025 for an allocation of HOME funds in the amount of $500,000. Any proposed HOME activities and projects must adhere to federal regulations and align with the goals of the FY 2025-2029 ConPlan. The City estimates that HUD will award about $360,000 in HOME funds annually to the City as a PJ. As such, the City will propose and approve activities and projects with an anticipated $1,800,000 in HOME funds over FY 2025 to FY 2029.

Substantial Amendment and Citizen Participation: The City, per the terms of its 2025-2029 Citizen Participation Plan, will amend its approved Consolidated Plan or Annual Action Plan whenever a decision is made to propose substantial change in allocation priorities. A substantial amendment to the ConPlan or AAP may include 1 or more the following factors:

1. Addition of an activity not initially identified in the ConPlan or Action Plan;

2. A change in excess of 25% of an activity’s original approved budget; and,

3. A change in the purpose, scope, location or beneficiaries of an activity.

The City contends that all three factors are present and necessitate a substantial amendment to the ConPlan and AAP.

Residents and other stakeholders will be notified via two formal public notice publications, a press release, and local marketing of forthcoming public comment periods, public meetings, and public hearings. These elements are meant to improve the public’s awareness and facilitate input. For more details on public participation requirements with a substantial amendment, please see the Citizen Participation Plan available on the City’s website at - https://www.tulare.ca.gov/government/departments/community-development/housing-grants-services/reports Public Comment Periods: Members of the public are invited to submit comments about the City’s intent to amend its ConPlan and AAP to incorporate HOME funds and reprogram unutilized CDBG funds to City staff via email at [email protected], by phone at (559) 684-4222, in person or by mail to 411 East Kern Avenue, Tulare, CA 93274. All public notices and future draft documents relating to a substantial amendment to the ConPlan and AAP will be available on the Community Development Department’s website identified previously. Paper copies will be available at the Tulare Public Library located at 491 North ‘M’ Street in Tulare, CA 93274, and at the Permit Technician window on the first floor of City Hall (411 East Kern Avenue). Comments will be accepted between October 3 rd
and December 2nd, 2025. This
exceeds the 30-day standard and permits input during planning and review phases of developing a substantial amendment.

Public Meeting/Public Hearing: Members of the public, particularly residents of the City of Tulare, are invited to participate in two (2) public meetings and two (2) public hearings to receive presentations and offer feedback on the City’s plan to amend the FY 2025-2029 ConPlan and FY 2025 AAP. These meetings and hearings will vary in their focus, progressing from building awareness of the HOME Program and substantial amendment process to the review of proposed HOME activities and/or projects in FY 2025 and through the FY 2025-2029 ConPlan. • Public Meetings – Wednesday, October 8th and November 12th, 2025 from 4:00 to 5:00 PM. o In-person: Tulare Public Library, ‘Charter’ meeting room, 491 North ‘M’ Street in Tulare, CA 93274 o Virtual: https://teams.microsoft.com/l/meetup-join/19%3ameeting • Public Hearings - Tuesday, October 21st, 2025 and Tuesday, December 2nd, 2025, at 7:00 PM o In-Person: Tulare Public Library, Council Chamber, 491 North ‘M’ Street in Tulare, CA 93274 o View online: https://www.youtube.com/@cityoftulare3805 A summary of public comments received will be added to the ConPlan and AAP public participation appendices. For additional information or to request accessible arrangements, please contact Alexis Costales, Housing and Grants Manager, via email at [email protected], by phone at (559) 684-4224, in person or by mail to 411 East Kern Avenue, Tulare, CA 93274.

Notice Published on October 3
rd, 2025
The City of Tulare does not discriminate on the basis of race, color, religion, national origin, sex, disability, sexual orientation, gender identity, or familial status in the administration of its programs and activities. Pursuant to the Americans with Disabilities Act, the City of Tulare will make reasonable efforts to accommodate persons with disabilities. If you require special accommodations, please contact the Community Development Department at (559) 684-4224.

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Fri Oct 3, 2025
The City of Tulare (City)
developed a five-year
Consolidated Plan (ConPlan)
for Fiscal Year (FY) 2025/26
– FY 2029/30 and Annual
Action Plan (AAP) for FY
2025/26 between Novem- ber 2024 and June 2025.

The Consolidated Plan and
Annual Action Plan establish
a place-based, market-driv- en strategy for decisions
about how federal and state
grant funds will be allo- cated to address community
development, housing, and
social service needs. The
City’s planned projects for
the next five years reflect
the needs and market
realities uncovered in the
ConPlan, both through data
collection and input from
community stakeholders
and residents. And, the
AAP described how the City
intends to invest its CDBG
funds to meet the ConPlan’s
priorities to address housing
and community develop- ment needs over a twelvemonth period.

City of Tulare receives an
award of CDBG funds annually, and beginning in FY
2025, the City will receive
federal HOME Investment Partnerships (HOME)
Program funds directly from
U.S. Department of Housing
and Urban Development
(HUD). The City must evaluate the HOME Program and
seek input from residents,
local organizations and
other stakeholders on how
to utilize HOME funds to
achieve ConPlan and AAP
goals in a compliant and
effective manner. The City
of Tulare, upon adoption of
a substantial amendment
to the ConPlan and AAP,
will become a participating
jurisdiction (PJ) under the
HOME Program and have an
opportunity annually to allocate CDBG and HOME funds
to activities and projects
that achieve ConPlan goals.

The first element of a
substantial amendment
requires the incorporation
of HOME funds within the
ConPlan. Through consultation, the City will recommend a five-year spending plan involving HOME activities and/or projects that
address ConPlan goals and
needs. For reference, the
Strategic Plan developed
as part of the new ConPlan
called for projects to be
undertaken from FY 2025
to 2029 that address one or
more of the following needs
/ goals:

1. Preserve and Expand
Affordable Housing Opportunities

2. Revitalize Communities

3. Enhance Public Services
The City will receive input,
evaluated options, and
present proposed HOME
activities and/or projects
that address one or more
the forementioned ConPlan
strategic plan goals.

The second part of a
substantial amendment
involves a reprogramming
of CDBG funds as well as
an obligation of forthcom- ing HOME funds to support
existing and/or establish
new eligible activities in
FY 2025. The current AAP
included four activities
under the CDBG Program.

The selection of activities
and formation of budgets
in this AAP was informed
by an open and competi- tive Request for Propos- als process in March 2025, the size of a 2025 CDBG
allocation from HUD, and
the balance of 2024 CDBG
funds to reprogram. HUD
notified the City of Tulare
on May 14th, 2025, of the
opportunity to become a PJ
and receive HOME funds on
a yearly basis. As such, the
City will evaluate eligible
uses of HOME funds and
expand the ConPlan and
AAP to include an obligation
of HOME funds to particu- lar HOME eligible activities
and/or projects across the
five-year ConPlan cycle and
during the current fiscal
year.

Current Activites and Allocations within the FY 2025
Annual Action Plan
• Activity Type / Name,
Allocation Amount,
Federal Program Source
• Public Infrastructure
and Facilities Improvements, $302,000, CDBG
• Services for People
Experiencing Homelessness, $106,000,
CDBG
• Affordable Housing
Preservation, $250,000,
CDBG • Program Administra- tion and Planning,
$142,000, CDBG
• Subtotal of $800,000 of
CDBG funds
• To be determined (1 or
more HOME activities),
$500,000, HOME • Grand total of
$1,300,000, CDBG and
HOME
City staff will consult resi- dents, local organizations, and other stakeholders and
examine eligible activities and projects under the
HOME Program in order to
recommend one or more
uses in FY 2025 for an allocation of HOME funds in the amount of $500,000. Any
proposed HOME activities
and projects must adhere
to federal regulations and
align with the goals of the
FY 2025-2029 ConPlan. The
City estimates that HUD will
award about $360,000 in
HOME funds annually to the
City as a PJ. As such, the City
will propose and approve
activities and projects with
an anticipated $1,800,000 in
HOME funds over FY 2025 to
FY 2029.

Substantial Amendment
and Citizen Participation:

The City, per the terms of its
2025-2029 Citizen Participation Plan, will amend its
approved Consolidated Plan
or Annual Action Plan whenever a decision is made to
propose substantial change
in allocation priorities. A
substantial amendment to
the ConPlan or AAP may
include 1 or more the following factors:
1) Addition of an activity
not initially identified in the
ConPlan or Action Plan;
2) A change in excess of
25% of an activity’s original
approved budget; and,
3) A change in the purpose,
scope, location or beneficiaries of an activity.

The City contends that all
three factors are present
and necessitate a substan- tial amendment to the
ConPlan and AAP. Residents
and other stakeholders will
be notified via two formal
public notice publications,
a press release, and local
marketing of forthcoming
public comment periods,
public meetings, and public
hearings. These elements
are meant to improve the
public’s awareness and
facilitate input. For more
details on public participation requirements with a
substantial amendment,
please see the Citizen
Participation Plan available
on the City’s website at -
https://www.tulare.ca.gov/
government/departments/
community-development/
housing-grants-services/
reports
Public Comment Periods:

Members of the public are
invited to submit comments
about the City’s intent to
amend its ConPlan and AAP
to incorporate HOME funds
and reprogram unutilized
CDBG funds to City staff
via email at nbrar@tulare.
ca.gov, by phone at (559)
684-4222, in person or
by mail to 411 East Kern
Avenue, Tulare, CA 93274.

All public notices and future
draft documents relating to
a substantial amendment to
the ConPlan and AAP will be
available on the Community
Development Department’s
website identified previously. Paper copies will
be available at the Tulare
Public Library located at
491 North ‘M’ Street in
Tulare, CA 93274, and at the
Permit Technician window
on the first floor of City Hall
(411 East Kern Avenue).

Comments will be accepted
between October 2nd and
December 2nd, 2025. This
exceeds the 30-day standard and permits input
during planning and review
phases of developing a
substantial amendment.

Public Meeting/Public
Hearing: Members of the
public, particularly residents of the City of Tulare,
are invited to participate
in two (2) public meetings
and two (2) public hearings
to receive presentations
and offer feedback on the
City’s plan to amend the
FY 2025-2029 ConPlan and
FY 2025 AAP. These meetings and hearings will vary
in their focus, progressing
from building awareness
of the HOME Program and
substantial amendment
process to the review of
proposed HOME activities
and/or projects in FY 2025
and through the FY 2025-
2029 ConPlan.

Public Meetings – Wednesday, October 8th and
November 12th, 2025 from
4:00 to 5:00 PM. In-person:

Tulare Public Library,
‘Charter’ meeting room, 491
North ‘M’ Street in Tulare,
CA. Virtual: https://www.
youtube.com/channel/
UCdWZiv2o7do1JY0OvGe1_
aw
Public Hearings - Tuesday,
October 21st, 2025 and
Tuesday, December 2nd,
2025, at 7:00 PM. In-Person:

Tulare Public Library,
Council Chamber, 491 North
‘M’ Street in Tulare, CA
93274. View online: https://
www.youtube.com/@cityoftulare3805
A summary of public
comments received will be
added to the ConPlan and
AAP public participation
appendices. For additional
information or to request
accessible arrangements,
please contact Alexis
Costales, Housing and
Grants Manager, via email
at [email protected],
by phone at (559) 684-4224,
in person or by mail to 411
East Kern Avenue, Tulare, CA
93274.

Notice Published on October
3rd, 2025
October 3 2025
LYRK0380647
Public Notice - Intent to
Substantially Amend the
City’s Five-Year Consoli- dated Plan (FY 2025 - FY
2029) and Annual Action
Plan (FY 2025) and Request
to Participate in Public
Comment Periods, Public
Meetings on October 8th
and November 12th, and
Public Hearings on October
21st and December 2nd,
2025
Staff Report
Meeting: City Council
Date: October 21, 2025
Department: Engineering Services - Project Management
Submitted by: Michael Miller, City Engineer
Agenda Title: Contract Awards for Project EN0102 – K Street Improvements

RECOMMENDED ACTION
Award and authorize the city manager to sign contracts related to the construction phase of CIP Project EN0102 – K Street Improvement Project; 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 project sheet.

Task Description Contractor Amount

1. Construction Contractor Archer Civil Construction, Tulare, CA. $4,508,582.10

2. Construction Inspection NV5, Fresno, CA. $463,953.44

3. Materials Testing NV5, Fresno, CA. $118,312.24

4. Construction Surveying Lane Engineers, Tulare, CA. $45,000.00

5. Labor Compliance Quad Knoff, Visalia, CA. $47,700.00

SUMMARY
CIP Project EN0102 is a pavement management system project on South K Street between Olson Avenue and Paige Avenue. In addition to reconstructing the roadway, the project will include the installation of curb returns, sidewalk, drive approaches, and curb and gutter along both sides of K Street.

By doing so, the project will improve surface water drainage, enhance traffic safety, and improve pedestrian connectivity and compliance with the American with Disabilities Act.

A detailed breakdown of the construction contracts required for the subject project is as follows:

1. Construction Contract: Archer Civil Construction
On September 18, 2025, seven bids were opened in response to Request for Bids #26-822 – K Street Improvement Project. The bid opening results are attached. Project EN0102 was initially approved through Council’s adoption of the 2023-2028 Capital Improvement Program with an estimated construction cost of $8,487,113.00. Upon completion of the project plans and specifications, the Design Engineer provided a construction cost estimate of $7,000.00.

Construction bids received ranged from $4,508,582.10 to $6,099,999.00. The bid low bid of $4,508,582.10 submitted by Archer Civil Construction of Tulare, CA was evaluated and found to be responsive to the requirements and instructions contained in the bid documents.

2. Construction Inspection: NV5
Given the high volume of projects across the city, both private and public, the City lacks the inhouse staff capacity to conduct the necessary construction inspections for Project EN0102.

Inspection of public improvement projects is crucial to verify compliance with City standards and the project plans, specifications and contract.

NV5 of Fresno, CA, is included on the list of pre-qualified, on-call consultants for providing construction management, resident engineer, and inspection services. The company demonstrated in its proposal that it possesses the necessary skills, expertise, and resources to meet the City’s needs within the required timeframe for completing the project. NV5 has reviewed the scope of this project and has proposed to perform construction inspection services on a timeand-materials basis, not to exceed $463,953.44, in accordance with the provisions of their on-call Item #: 12.1
General Business
contract. This amount aligns with industry standards and matches what the City has experienced on projects with similar scopes of work.

3. Material Testing: NV5
While the project is under construction, it will be necessary to perform material testing to ensure compliance with City standards and project specifications. These tests, which include specialized laboratory work, are outside the City’s ability to self-perform.

NV5 of Fresno, CA, is included on the list of pre-qualified, on-call consultants for providing geotechnical and materials testing services. Their proposal demonstrated that they have the skills, expertise, and resources necessary to meet the City’s needs within the required timeframe for completing this project. NV5 has reviewed the scope and proposed to perform the required services on a time-and-materials basis, not to exceed $118,312.24, in accordance with their oncall contract. This figure aligns with industry standards and is below the estimated cost initially anticipated for these services.

4. Construction Surveying: Lane Engineers
During construction, it will be necessary to provide construction staking so the Contractor has the essential locations and elevations to properly build the improvements. Survey services include field and office surveying and recording corner records with Tulare County. As a professional service performed by a licensed surveyor, these services cannot be included in a competitively bid construction contract and therefore cannot be performed under the Contractor’s contract.

Additionally, City staff does not have the time or the professional qualifications to perform these services.

Lane Engineers, Tulare, CA, is included on the list of pre-qualified, on-call consultants for providing construction surveying services. Their proposal demonstrated that they possess the necessary skills, expertise, and resources to meet the City’s needs and timeframe for completing the work on this project. Lane Engineers has reviewed the scope of Project EN0102 and proposes to perform the necessary services on a time-and-materials basis, not to exceed $45,000.00, in accordance with the provisions of their on-call contract. This amount aligns with industry standards and what the City has experienced on projects with similar scopes of work.

5. Labor Compliance Monitoring: Quad Knopf
This project is subject to Prevailing Wage requirements. To ensure proper wages are paid and accounted for following the ever-changing requirements under state and federal law, it will be necessary to perform labor compliance monitoring of those contractors and consultants subject to these requirements. Due to the complexities involved, the City lacks the necessary expertise and resources to perform this work.

Quad Knopf of Visalia, Ca, is included on the list of pre-qualified, on-call consultants for providing labor compliance monitoring services. The company demonstrated in its proposal that it possesses the necessary skills, expertise, and resources to meet the City’s needs and timeframe for completing the project work. Quad Knopf has reviewed the scope of Project EN0102 and proposes to perform the necessary services on a time-and-materials basis, not to exceed $47,700.00, in accordance with the provisions of their on-call contract. This amount is in line with industry standards and aligns with the City's experience on projects with similar scopes of work.

The construction bid amount came in under the Engineer’s Estimate, revisions to the project budget are still necessary.

Staff recommends that Council award and authorize the city manager to sign the subject contracts related to CIP Project EN0102 – K Street Improvement Project. Additionally, staff recommends that Council authorize the city manager or their designee to approve contract change orders up to 10% of each contract's amount. Finally, staff recommends that Council approve the revised project sheet, which has been updated based upon the subject construction contract award costs.

FISCAL IMPACT & FUNDING SOURCES
Fund 105 – Solid Waste & Street Sweeping (Franchise Fee) Fund 300 – Gas Taxes (HUTA)
Fund 300 – Gas Taxes (STBGP)

ENVIRONMENTAL REVIEW
Project EN0102 qualifies for a categorical exemption under the California Environmental Quality Act (CEQA). A Notice of Exemption for the project has been filed with the Tulare County Recorder’s Office.

CONFLICT OF INTEREST
Staff is not aware of any conflicts of interest.

LEGAL REVIEW
Subsequent contract approval to be reviewed by the City Attorney.

PUBLIC NOTICE
This item does not require a public hearing and was noticed as part of the agenda.

ALTERNATIVE ACTION

1. Approve with changes – Significant changes to the project scope would require the City to revise the project design and re-bid the project.

2. Deny – Council could reject bids and/or construction contract proposals received for the project. This would require staff to re-bid the project or seek alternative proposals, resulting in delay to the project.

There is also the risk that subsequent bids would result in higher costs.

3. Table – Tabling the item would result in delay to the project delivery schedule.

ATTACHMENTS

1. Bid Summary

2. Bid Schedule – Archer Civil

3. Construction Inspection Proposal – NV5

4. Materials Testing Proposal – NV5

5. Construction Surveying Proposal – Lane Engineers

6. Labor Compliance Proposal – Quad Knopf

7. Revised Project Sheet
Reviewed/Approved:

EIYY'OF
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:I Bid Opening
Summary Sheet
26-822K Street Reconstruction
Thursday, September 18,2025 at 2:00 p.m.

Bid #
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Opened and Attested By:

Recorded By:

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Note: Bids/RFP's are subject to review and verification

K STREET RECONSTRUCTION PROJECT
CM – Scope of Consultant Services 1

SCOPE OF CONSULTANT SERVICES

K STREET RECONSTRUCTION
PROJECT NO.: EN0102
City of Tulare

DESCRIPTION OF PROJECT
Provide construction management services including construction observation and contract administration for the K Street Reconstruction Project (Plans and Specifications dated 07/31/2025).

NV5 shall furnish a Resident Engineer during the contract period. NV5 will also provide construction inspection and materials testing services, as needed, during the course of the construction.

Based on a review of the project documents provided, it appears the construction survey stakes, and control monuments are provided by The City of Tulare.

The NV5 Resident Engineer will oversee the construction observations and major contract items such as construction change orders and claims.

The Resident Engineer shall be responsible for coordination with The City of Tulare and shall act as the key point of contact with the City. The Resident Engineer shall also be responsible for the coordination of the Construction Management staff and will oversee the daily interaction with the Contractor, City of Tulare staff, and other public agencies.

NV5 shall complete the following contract administrative services.

Task 1: Pre-Construction Services
Task 1.1: Kick-Off Meeting
The NV5 Team will attend a meeting with The City of Tulare, the Designer, and any other affected agencies or stakeholders to discuss the design and construction schedule, and to coordinate responsibilities of the project management team. Other topics of the meeting will include contract administration procedures, submittal management, review times, procedures for change order concurrence, and general lines of communication between the parties.

Task 1.2: Pre-Construction Meeting

K STREET RECONSTRUCTION PROJECT
CM – Scope of Consultant Services 2
The NV5 Team will hold a pre-construction conference with the construction contractor, The City of Tulare, the Designer, and other stakeholders after contract approval and before start of work to review the project and discuss coordination efforts. This meeting will be used to establish managerial and administrative procedures with the contractor to ensure efficient startup and execution of the project. We will prepare and distribute an agenda and will keep and circulate meeting minutes.

Task 1.3: Pre-Construction Photographs
Before construction begins, the existing site conditions will be photographed and recorded by the NV5 Team. This record of existing conditions is essential to enforce the contractor’s responsibility to protect private property, The City of Tulare facilities, and third-party property/utilities. This inspection is also a key to proactively identifying any discrepancies between the site conditions and the project plans. NV5 will organize these preconstruction photograph records and store them digitally in the project files.

Task 2: Construction Management Services During Construction Task 2.1: Project Coordination and Correspondence
Task 2.1.1: Interaction with The City of Tulare Staff
The NV5 Team will assist as a liaison between stakeholders to provide effective and timely communications and resolutions. We will be the main point of contact to coordinate the work of the contractor with the responsibilities of the construction management team. To assist the project team in serving this role, our key personnel will utilize onsite personal computers networked via the internet to The City of Tulare project manager, the Designer, construction management field offices, and appropriate agencies via the internet.

Task 2.1.2: Progress Meetings
The NV5 Team will hold weekly progress meetings with the contractor, their appropriate subcontractors, and The City of Tulare to review construction progress. Monthly meetings, to specifically discuss scheduling, will also be held to identify work completed and activities for the coming month. We will keep and distribute minutes of the meetings that assign action items and responsibilities and document project trends.

Task 2.2: Project Administration and Documentation
Task 2.2.1: Document Control
When performing construction management activities, an area of importance that cannot be overemphasized is Document Control. Effective control of a construction project cannot be maintained without paperwork to inform, change, expedite, and provide a permanent record. The NV5 Team will oversee all document control and assist The City of Tulare in maintaining all project files. All contract files will be in accordance with Caltrans LAPM and Construction Manual requirements. Contract files will be kept current at all times.

Task 2.2.2: Schedule Review

K STREET RECONSTRUCTION PROJECT
CM – Scope of Consultant Services 3
The NV5 Team will assist The City of Tulare in reviewing the contractor schedule for accuracy.

Task 2.2.3: Statement of Working Days
The NV5 Team will prepare a record of weather conditions, controlling item(s), and the status of working days remaining on a weekly basis. A copy will be sent to the contractor to allow them an opportunity to dispute the statement.

Task 2.2.4: Submittal Management
The NV5 Team will help The City of Tulare manage the contractor’s submittals during construction. The status of submittals will be accounted for in the submittal log. We will review submittals as requested by The City of Tulare and/or forward them to the Designer. If necessary, the NV5 Team will conduct meetings with the contractor and reviewing parties to discuss and resolve issues. A short list of expected submittals includes:
▪ Construction schedule
▪ SWPPP
▪ Safety program
▪ Shop drawings
▪ Miscellaneous metal items
▪ Electrical items
▪ Material certifications & product data
▪ Concrete mix designs
▪ Reinforcing Steel shop fabrication & placement drawings ▪ Sheet piling
▪ Miscellaneous material submittals
Task 2.2.5: Request for Information Management
The NV5 Team provide guidance on requested design clarifications during construction. The status of Requests for Information (RFIs) will be accounted for in the RFI log. All clarifications are to be presented in writing by the contractor. We will help The City of Tulare respond when appropriate. RFIs which might impact the design intent will be submitted to the Designer. If necessary, NV5 will attend meetings with the contractor and other parties to discuss and resolve requests for information.

Task 2.2.6: Change Order Management & Cost Control
Evaluation and negotiation of Contract Change Orders (CCOs) are among the most important functions of the construction management team. A quick and accurate evaluation can help keep the project on schedule and avoid contractor claims. Prior to requesting The City of Tulare approval, all CCOs will be evaluated by the NV5 Team. The review will include:
▪ Keeping The City of Tulare’s project manager informed on status of all CCOs. ▪ Maintaining a log of proposed CCOs, indicating action dates and status. ▪ Determining if the condition is actually a changed condition and documenting rationale. ▪ Coordinating with The City of Tulare and the Designer regarding impacts on the design.

K STREET RECONSTRUCTION PROJECT
CM – Scope of Consultant Services 4
▪ Evaluating the contractor’s CCO cost estimates and schedule impacts, negotiating as required.
▪ Accurately documenting labor, equipment and materials used on force account work. ▪ Preparing CCO documentation for The City of Tulare and contractor signatures. ▪ Processing and incorporating the CCO into the progress payment breakdown.

Task 2.2.7: Monthly Payment Review
The NV5 Team will review applications for payment with The City of Tulare and the contractor and assist in negotiating any differences between the amount requested and the engineer’s estimate of work completed. The estimate will include a systematic determination of the quantities of work completed and their values. Information from the construction management team’s field data will include measurements of bid items on the project cost breakdowns. This data will be used to assist with determining the monthly progress payments. Payments will be processed through The City of Tulare’s project manager.

Task 2.2.8: Claims Management
The NV5 Team will take the lead in the resolution of any contract claims for the project during the construction contract period. We will keep current logs of Potential Claim Records and will prepare documents and supporting evidence regarding claims. Information on each individual Potential Claim Records will be kept separately in the project files. Documentation and recommendations will also be assembled into a report and submitted to The City of Tulare for review and use. The NV5 Team will be available to provide additional claims resolution support if further action is required and requested by the city. Claims resolution work, if any, is typically managed in the post construction services and will be performed as an extra work item because the amount of work cannot be determined ahead of time.

Task 2.2.9: Labor Compliance
The NV5 Team shall assist The City of Tulare or their Labor Compliance consultants with labor compliance by providing copies of our daily diaries showing names of contractors or subcontractor’s personnel on the site along with the number of hours worked each day.

Task 2.3: Construction Observation and Inspection Services Several forms of documentation and correspondence will be used during this project. The NV5 Team will use records, such as videotaping and still photographs (in electronic format), to document existing conditions, major features, and construction progress. We will keep and submit daily diaries. The resident engineer will review these diaries and summarize the information in a monthly status report to the City of Tulare as needed.

Task 2.3.1: Field Inspection and Daily Reporting
The construction management team serves as the front line of quality assurance of the contractor’s work and as the eyes and ears to identify potential problems such as utility conflicts, schedule issues, and design ambiguities, before they occur. Primary inspection services will be provided by NV5 and will include the following:

K STREET RECONSTRUCTION PROJECT
CM – Scope of Consultant Services 5
▪ Provide day-to-day written inspection reports on all activities performed by the contractor.
▪ Determine if work complies with contract documents, The City of Tulare standards, and project permits and approve/reject work accordingly.
▪ Document work performed, manpower, and extra work through daily diaries. ▪ Verify contractor is implementing safety plan and safe practices in accordance with OSHA regulations.
▪ Coordinate Quality Assurance material testing with laboratories and coordinate corrective measures as required for failing materials.
▪ Identify any potential flaws in the constructed product and provide feedback on proposed remedial action from the contractor.
▪ Perform quantity calculations based on completed work for Progress Payments. ▪ Take progress photos of the work and field conditions; and ▪ Prepare a punch list and update as-built records as the work progresses.

Task 2.3.2: Storm Water Pollution Prevention Plan (SWPPP) Monitoring While SWPPP compliance is the contractor’s responsibility, the NV5 Team will provide oversight SWPPP monitoring services. Oversight SWPPP monitoring services include:
▪ Reviewing contractor’s SWPPP.
▪ Verifying contractor(s) have taken responsibility for SWPPP in the SMARTS system. ▪ Verifying appropriate and effective BMPs are in place. ▪ Documenting ineffective BMPs and recommending changes. ▪ Verifying inspections, documentation and sampling is in accordance with the GCP. ▪ Verifying compliance with approved SWPPP, recommending changes and verifying that amendment is created and logged in the SMARTS system.
▪ Verifying illicit discharges, if any, are reported.
▪ Verifying annual report has been filed on the SMARTS system.

Task 3: Post-Construction and Project Closeout Services Task 3.1: Final Inspection & Issue Notice of Completion Items to be corrected or furnished by the construction contractor before project acceptance will be put in the form of a punch list as the work nears completion. With input from The City of Tulare, the Designer, and other affected agencies, NV5 will prepare the punch list. Upon satisfactory completion of all elements of construction and deliverables, The City of Tulare will submit a Notice of Final Completion to the contractor, thus relieving them from further maintenance.

Task 3.2: Prepare and Recommend Final Payment Request
After acceptance, the NV5 Team will prepare a Proposed Final Estimate (PFE) to allow the contractor to make exceptions to the final amount of compensation. Prior to submitting the PFE, we will meet with the contractor to attempt to agree on final payment for all contract items and

K STREET RECONSTRUCTION PROJECT
CM – Scope of Consultant Services 6
change orders. If the contractor still objects to the PFE, we will assist The City of Tulare in negotiating the final settlement with the contractor and process the final estimate.

Task 3.3: Review and Submit As-Builts
At the Project’s completion, the NV5 Team will receive the contractors’ prepared as-built drawings and perform a final review for completion against our record drawings. Final as-built drawings will be submitted to The City of Tulare and the Designer for final processing.

Task 3.4: Deliver Project Files
Project files will be maintained in hard copy and electronic formats. The hard copy files will be packaged in accordance with the Caltrans Construction Manual procedures and delivered to The City of Tulare. A digital copy of the project files will also be provided on a CD or USB flash drive.

Task 4: Materials Testing During Construction
NV5 will perform material testing per the included cost estimate.

COMPLETION SCHEDULE
NV5 shall be bound by the requirements of the Agreement from the start of construction services commencing in September 2025 until the conclusion of post-construction services. It is understood that this agreement is based on the assumptions that the construction contract will have no more than 120 working days.

In the event that The City of Tulare’s Project Manager requires additional Construction Management services above the value established in the attached fee estimate; or the Construction Contract duration exceeds the working days listed above, NV5 will remain onsite and provide continuous Construction Management services. However, these services shall be considered as additional services, are above and beyond the scope and fee estimate of this contract and shall be paid on a cost-plus fixed fee basis as set forth by the appropriate hourly wages, mark-up, and profit shown in the attached fee estimate. In addition, should The City of Tulare request additional services not included in the contract, NV5 can provide those services.

They shall also be considered as additional services, to be paid on a cost-plus fixed fee basis.

FEE SCHEDULE
Compensation to provide Construction Management services required for the construction observation and administration for the subject construction project as detailed in this Agreement, for the time periods discussed in the previous section throughout the duration of the contract, shall be on a time and materials basis for the necessary personnel and reimbursables at the rates included herein.

Fee and Effort Table - K Street Reconstruction Project 8/18/2025 Description Kevin Reisz PE, PIC/PM
Resident Engineer - Kevin
Reisz, PE
Steven Wasse - Lead Field
Engineer*
Assistant Resident
Engineer/Office Engineer** TOTAL COST TOTAL HOURS
8 40 40 88

1.1 Review Project Documents 0

1.2 Project Kick-Off Meeting 0

1.3 Establish Project Procedures 0

1.4 Pre-construction meeting 0

1.5 Review Initial Submittals 0

1.6 Pre-construction Photos & Videos 0

1.7 Pothole and Conflict Certification 0

1.8 Constructability Review 0
Man Hour Total 8 40 40 0 88
Hourly Rate Charge (1) $301.65 $301.65 $227.93 $0.00
Total Fees $2,413.20 $12,066.00 $9,117.20 $0.00 $23,596.40 TASK 2: CONSTRUCTION MANAGEMENT SERVICES DURING CONSTRUCTION 24 240 960 0 1224 Task 2.1 Project Coordination and Correspondence

2.1.1 Interaction with City Staff, Designer, and Utilities 0

2.1.2 Utility Coordination 0

2.1.3 Progress Meetings 0

2.1.4 Monthly Reporting to City Project Manager 0
Task 2.2 Project Administration and Documentation

2.2.1 Document Control 0

2.2.2 Schedule Review 0

2.2.3 Weekly Statement of Working Days 0

2.2.4 Submittal Management 0

2.2.5 Request for Information Management 0

2.2.6 Change Order Management & Cost Control 0

2.2.7 Monthly Payment Review & Cost Control 0

2.2.8 Labor Compliance 0

2.2.9 Claims Management 0
Task 2.3 Construction Observation Services / Inspection Services

2.3.1 Field Inspection 0

2.3.2 Materials Testing, Quality Assurance Testing & Source Inspection 0

2.3.3 Storm Water Pollution Prevention Plan (SWPPP) Monitoring 0

2.3.4 Traffic Control 0

2.3.5 Construction Staking & Layout Verification 0

2.3.6 Environmental Monitoring 0
Man Hour Total 24 240 960 0 1224
Hourly Rate Charge (1) $301.65 $301.65 $227.93 $0.00
Total Fees $7,239.60 $72,396.00 $218,812.80 $0.00 $298,448.40 TASK 3: POST CONSTRUCTION & PROJECT CLOSEOUT SERVICES 8 40 40 88

3.3.1 Final Inspection & Issue Notice of Completion 0

3.3.2 Prepare & Recommend Final Payment Request 0

3.3.3 Review & Submit As-Builts 0

3.3.4 Prepare Final Reports 0

3.3.5 Deliver Project Files 0
Man Hour Total 8 40 40 0 0
Hourly Rate Charge (1) $301.65 $301.65 $227.93 $0.00
Total Fees $2,413.20 $12,066.00 $9,117.20 $0.00 $23,596.40 Materials Testing - NV5 Lab $ 118,312.24 0
Total Fees $118,312.24
None 0
Total Fees $0.00
None $ - 0
Total Fees $0.00
Part 1 Man Hour Total 40 320 1040 0 1400
Total Fees Parts 1 - 4 $12,066.00 $96,528.00 $237,047.20 $0.00 $463,953.44 Notes and Assumptions:
$ -

1. NV5 employees hourly rates include overhead, profit, safety equipment, inspector laptops, cell phones, and a vehicle. Office Expenses $ -

2. Compensation to provide Construction Management services required for this project shall be on a time and material basis for the necessary personel.

3. Adjustments to this estimate may be required if the actual schedule requires more or less construction management services than proposed. $463,953.44

4. This cost estimate is based on a construction contract duration of 120 working days. It assumes a typical 8 hour work day, Monday through Friday (960 hours).

5. Time extensions to the project may result in additional construction management services.

6. This cost estimate includes a part time Resident Engineer to assist with contract administration services on the project.

Part 1 - Construction Management & Inspection through Project Closeout Part 2 - Task 4: Materials Testing
Part 3 - Public Outreach
Part 4 - Additional Services
Other Direct Costs
TASK I: PRECONSTRUCTION SERVICES
2015 Westwind Drive | Bakersfield, CA 93301 | www.NV5.com | Office 661.325.2699 October 13, 2025
Kevin Reisz, PE, QSD, Vice President VIA EMAIL:

NV5, Inc. – Civil Program Management [email protected] 2109 W. Bullard Avenue, Suite 145
Fresno, CA 93711
Subject: Proposal to Provide Materials Testing and Inspection Services K Street Reconstruction Project, Project No. ENO102
RFB# 26-822 City of Tulare, California
Thank you for the opportunity to be a part of this project. The following is our fee estimate to provide Materials Testing and Inspection services for the City of Tulare for the K Street Reconstruction ENO102, project located in the City of Tulare, California.

PROJECT INFORMATION AND SCOPE OF WORK
NV5 understands that the City of Tulare is undertaking the K Street Reconstruction Project (ENO102) to improve infrastructure, enhance pedestrian accessibility, and upgrade traffic operations along a key corridor. This comprehensive reconstruction effort includes the removal and replacement of deteriorated roadway and concrete surfaces, as well as the installation of new pedestrian and traffic safety features.

Scope of Work Includes:
• Full-depth reconstruction of existing concrete roadway • Installation of new curb and gutter, sidewalk, curb ramps, and AC dike • Demolition and replacement of existing drive approaches and pedestrian infrastructure • Roadway widening and grading
• Modification of existing traffic signals
• Adjustment of utility covers
• Pavement striping, signage, and markings
The project is designed to improve mobility, ADA compliance, and overall safety for both vehicular and pedestrian traffic. Construction is expected to be completed within 120 working days, with all work performed in accordance with City of Tulare standards and specifications.

DOCUMENTATION

Our understanding of the scope of work is based upon the following project documents:
• Drawings, “K Street Reconstruction Plans” (33 sheets), by Peters Engineering Group, undated. • Bid Proposal and Specifications for K Street Reconstruction Project, (206 pages), dated July 2025.

ASSUMPTIONS

Please note that, at the time of this submittal, we did not have a preconstruction schedule to help identify and quantify our durations and scope. Our “Time and Material” estimate is based upon our review of the available project documents, experience and time and quantity assumptions to complete the project. We based our durations on our review of the project plans, and the assumptions below. Please review the following assumptions for accuracy and comment, if necessary.

City of Tulare Page 2
Proposal for Materials Testing and Inspection Services K Street Reconstruction, Project No. ENO102 Our services will be limited to the following:
• Subgrade preparation observation
• Assuming 13 visits at 8 hours per visit for compaction testing of subgrade and sampling of soils for maximum wet density testing.
• Granular base placement observation and testing
• Assuming 13 visits at 8 hours per visit for compaction testing of aggregate base and sampling of aggregate base for maximum wet density testing and aggregate base compliance testing. • Hot-mix asphalt placement observation and testing
• Assuming 26 visits at 8 hours for observation and testing of hot-mix asphalt. • Associated laboratory testing
• 6 – Moisture Density Relation (Modified Proctor)
• 36 – Sieve analysis
• 2 – Atterberg Limits
• 2 – Fracture Face Count
• 2 – Durability Index
• 3 – R-Value Testing
• 30 – Sand Equivalent
• 3 – Caltrans Superpave Production Start-Up Evaluation • 30 – Ignition Oven
• 30 – Theoretical Maximum Specific Gravity (Rice)
• 30 – Specific Gravity of Core-
• Project management and engineering support
• 1/4 hour per report for report review, testing review and project management. • 1/4 hour per report for project administration and data entry.

The numbers of units associated with each service are provided in the included estimated scope of services table.

Without a detailed construction schedule, we made every effort to provide an accurate estimate, but the cost of our services is directly related to the contractor’s performance and construction schedule. An acceleration or deceleration in the schedule may affect our overall fees. Our services will be billed on a “time and material” basis in accordance with the rates presented in our fee estimate. The final fee for NV5’s services will be based upon the actual number of inspection hours expended and the number of tests performed. Additional services not included in our scope of work presented above and/or inspections hours and testing quantities in excess of the quantities presented in our attached fee estimate will be billed on a “time and material” basis as an “extra to the contract” in accordance with our MSA 23-054 fee schedule.

EXCLUSIONS
The following conditions are not included in our estimate:
• Overtime including the following:
▪ Services performed over 8 hours per day per person.
▪ Services performed over 40 hours per week per person. ▪ Services performed on weekends or nationally recognized holidays. • Retesting and Reinspection’s performed for nonconforming work. • Unscheduled cancellations
• Standby time
• Services performed on work items not found in the contract documents made available during the proposal process (e.g., change orders, RFI’s, etc.)
Our testing and inspection services will be performed using the degree of care and skill ordinarily exercised under similar circumstances by a registered engineer with experience in the Central California area. No other warranty, either express or implied, will be made as to the conclusions and professional advice issued as a result City of Tulare Page 3
Proposal for Materials Testing and Inspection Services K Street Reconstruction, Project No. ENO102 of the proposed evaluation. Final assessment of the site’s conditions should be considered a professional opinion based on data obtained.

Thank you for this opportunity and should you have any questions or comments, please contact us at any time.

Sincerely,
NV5, Inc.

Shafiq Popalzai, PE Ryan DeVaul
Vice President/Senior Principal Field Supervisor
City of Tulare Page 4
Proposal for Materials Testing and Inspection Services K Street Reconstruction, Project No. ENO102 ESTIMATED SCOPE OF SERVICES:

SERVICE NO. RATE UNITS TOTAL COMMENTS

SERVICE
Field Technician - Subgrade Preparation 104 $152.82 hour $15,893.28 Assuming thirteen 8-hour days Field Technician - Aggregate Placement 104 $152.82 hour $15,893.28 Assuming thirteen 8-hour days Field Technician - Hot-Mix Asphalt Placement 184 $152.82 hour $28,118.88 Assuming twenty-six 8-hour days

MATERIAL TESTING
Soils and Aggregate Laboratory Tests
Moisture Density Relation (Modified Proctor, 4 in. Mold) 4 $275.00 each $1,100.00 Assuming 4 soil types Moisture Density Relation (Modified Proctor, 6 in. Mold) 2 $308.00 each $616.00 Assuming 2 types of aggregate base Sieve Analysis with no wash 6 $122.00 each $732.00 Assuming 6 soil type and aggregate base Sieve Analysis with with wash 30 $155.00 each $4,650.00 One cold feet sieve per sublot Atterberg Limits 2 $232.00 each $464.00
Fracture Face Count 2 $65.00 each $130.00
Durability Index 2 $238.00 each $476.00
R Value 2 $350.00 each $700.00
Sand Equivalent 30 $135.00 each $4,050.00 One test per sublot Asphalt Concrete Laboratory Tests
Caltrans Superpave Production Start-Up Evaluation 3 $8,192.00 each $24,576.00 Ignition Oven 30 $255.00 each $7,650.00 One test per sublot Theoretical Maximum Specific Gravity (Rice) 30 $232.00 each $6,960.00 One test per sublot Specific Gravity of Core 30 $69.00 each $2,070.00 One core per sublot

ADMINISTRATION
Project Admin - Scheduling, Report Prep, Distribution, Invoicing 13 $79.75 hour $1,036.75 Assuming 15 minutes per report.

Project Engineer / Manager 13 $245.85 hour $3,196.05 Assuming 15 minutes per report.

TOTAL ESTIMATED COST FOR INSPECTION SERVICES $118,312.24

LANE ENGINEERS, INC.

Civil  Structural  Surveying
P.O. Box 1059
Tulare, CA 93275
Phone: (559) 688-5263 / Fax: (559) 688-8893

CONSTRUCTION SURVEYING SERVICES PROPOSAL
Date: August 22, 2025
Client: City of Tulare
Attn: Bryan Cahill
Project: K Street Reconstruction EN0102
Location: K Street between Olson Avenue and Paige Avenue Tulare, CA
Our estimate for budgetary purposes for construction surveying services for the above referenced project is as follows:

1. Prepare staking drawing and staking calculations (Office only) ................................................... $7,000

2. Establish Control, Locate and tie out monuments to be replaced (2 monuments) ...................... $4,500

3. Stake demo limits ...................................................................................................................... $2,500

4. Stake ramps, returns, and curbs .................................................................................................. $16,000

5. Stake crown ...................................................................................................................... $9,000

6. Re-survey monuments to be rebuilt* (2 monuments) .................................................................. $2,500

7. File Corner Records ...................................................................................................................... $3,500 Total Estimate: ........................................................................................................................ $45,000 The above scope of work is based on cut/fill stakes being set one time. Stakes will be set 50 ft. O.C. maximum or at changes in vertical and horizontal alignment. Items not included in the above scope of work will be considered extra work and will be billed on an hourly basis in accordance with our Prevailing Wage Fee Schedule. In accordance with our on-call contract, all staking will be completed hourly, and the estimate above will be used as a checkpoint. In the event, additional funds are required due to additional work being performed, a justification will be provided for the extra work that has been completed to date.

1. Restaking

2. “Blue Top” Stakes

3. Re-building control monuments destroyed or damaged during construction

4. Elevation Certificates

5. As-builts or as-built certifications

6. Sidewalks and flatwork

7. Staking of utilities

NOTES:
 Staking requests to the surveyor are to be made 48 hours prior to beginning construction of item requested.
 Requests are to be made by email using the enclosed form.  Contractor is responsible for verifying stakes marked in the field with the data shown on the cut sheets and staking drawing. Contractor must allow 48 hour timeframe to check work and produce deliverables. Surveyor is to be notified immediately and prior to construction in the event there are any discrepancies between information on the cut sheet and information marked onsite.  The contractor will be solely responsible for correcting any improvements constructed prior to processing of the cut sheets by the surveyor before the 48 hour timeframe.  *Monument to be installed by contractor at location marked by surveyor.

Respectfully submitted,
LANE ENGINEERS, INC.

Benjamin R. Mullins, PLS 9227
CITY OF TULARE RFQ #22-761
2025-2026 PREVAILING WAGE FEE SCHEDULE

COURT APPEARANCE, DEPOSITIONS AND EXPERT TESTIMONY
Registered Engineer or Licensed Land Surveyor ................................................................................................... $ 465.00

CIVIL ENGINEERING
Principal Civil Engineer ......................................................................................................................................... $ 245.00 Senior Civil Engineer ............................................................................................................................................. $ 221.00 Associate Civil Engineer ........................................................................................................................................ $ 201.00 Civil Engineer ........................................................................................................................................................ $ 180.00

LAND SURVEYING
Principal Land Surveyor ........................................................................................................................................ $ 231.00 Senior Land Surveyor ............................................................................................................................................ $ 210.00 Associate Land Surveyor ....................................................................................................................................... $ 190.00 Land Surveyor ....................................................................................................................................................... $ 171.00

STRUCTURAL ENGINEERING
Principal Structural Engineer ................................................................................................................................. $ 249.00 Senior Structural Engineer ..................................................................................................................................... $ 228.00 Associate Structural Engineer ................................................................................................................................ $ 206.00 Structural Engineer ................................................................................................................................................ $ 185.00

SUPPORT SERVICES
Assistant Engineer / Surveyor III ........................................................................................................................... $ 160.00 Assistant Engineer / Surveyor II ............................................................................................................................ $ 146.00 Assistant Engineer / Surveyor I ............................................................................................................................. $ 130.00 Engineering / Surveying Technician III ................................................................................................................. $ 146.00 Engineering / Surveying Technician II .................................................................................................................. $ 137.00 Engineering / Surveying Technician I .................................................................................................................... $ 122.00 Engineering Aide ................................................................................................................................................... $ 88.00 1-Man Survey Crew ............................................................................................................................................... $ 337.00 2-Man Survey Crew ............................................................................................................................................... $ 433.00 Clerical ................................................................................................................................................................... $ 109.00

REIMBURSABLES
20lb B&W Bond Prints (24" x 36"; 18” x 26”) ........................................................................ $ 2.45/per sheet (plus tax) 20lb B&W Bond Prints (30" x 42") ......................................................................................... $ 3.95/per sheet (plus tax) Vellum B&W Prints (24” x 36”; 18” x 26”) ............................................................................ $ 7.55/per sheet (plus tax) Vellum B&W Prints (30” x 42”) .............................................................................................. $ 9.10/per sheet (plus tax) Mylar B&W Prints (18 x 26) ................................................................................................... $ 11.40/per sheet (plus tax) Mylar B&W Prints (24 x 36) ................................................................................................... $ 12.60/per sheet (plus tax) Mylar B&W Prints (30 x 42) ................................................................................................... $ 18.15/per sheet (plus tax) B&W Copies (8 ½" x 11") ....................................................................................................... $ 0.36/per sheet (plus tax) Color Copies (8 ½” x 11”) ....................................................................................................... $ 0.67/per sheet (plus tax) B&W Copies (8 ½ " x 14; 11" x 17”) ...................................................................................... $ 0.52/per sheet (plus tax) Color Copies (8 ½ " x 14; 11" x 17”) ....................................................................................... $ 1.05/per sheet (plus tax) Subconsultants .................................................................................................................................................. Cost + 15% Other Direct Costs (i.e. Equipment Rental, Postage, and Shipping) ................................................................. Cost + 15% * Equipment costs will be billed as a Reimbursable Expense ........................................................................... Cost + 15% LANE ENGINEERS, INC.

Civil  Structural  Surveying
979 North Blackstone Street
P.O. Box 1059
Tulare, CA 93275-1059
Phone: (559) 688-5263 / Fax: (559) 688-8893
August 5, 2025
Mr. Brian Cahill
Project Manager
City of Tulare
411East Kern Avenue
Tulare, CA 93274
Subject: Proposal for Labor Compliance Services
Project No. EN0102 – K Street Reconstruction
Dear Mr. Cahill:

QK is pleased to propose labor compliance services for the City of Tulare’s K Street Reconstruction Project. Although locally funded and without federal funding, the project is subject to prevailing wage requirements under Sections 1770–1780 of the California Labor Code. QK has extensive experience helping clients meet strict labor compliance reporting standards for federal, State, and other funding agencies. This proposal contains a Project Understanding, Approach/Scope of Services, Schedule, Scope & Fee Summary, Optional Services Performed Upon Request, Assumptions & Exclusions, and Authorization of Services as follows:

PROJECT UNDERSTANDING
We understand the project includes reconstructing concrete improvements, roadway removal and widening, traffic signal modifications, utility adjustments, and pavement striping and signage installation. QK will provide labor compliance services related to this work.

APPROACH/SCOPE OF SERVICES
The scope of work for providing construction project labor compliance to the City for the subject site is as follows:

TASK 1.0 PROJECT MANAGEMENT
Our labor compliance specialist (LCS) team will work with the City to acquire the California Department of Industrial Relations (DIR) project number, verify wage determinations with the contractor’s payroll staff, and provide the general contractor with a labor compliance package of necessary forms and posters. A secure file-sharing system will be established to receive and retain confidential certified payroll records for three (3) years. The project manager will oversee project communication and correspondence, with two (2) hours per month allocated for project management.

Deliverable:
• Labor Compliance Package (PDF)
TASK 2.0 LABOR COMPLIANCE MONITORING
Subtask 2.1 Review of Certified Payroll Reports
Review each contractor and subcontractor's weekly certified payroll reports (CPRs) to verify workers are properly and consistently classified and that worker payments meet minimum compliance standards. Work with the contractor’s City of Tulare - K Street Reconstruction Labor Compliance Page 2 of 4 August 5, 2025
payroll staff to address discrepancies. These CPRs shall be submitted directly to the LCS and reviewed for compliance with State and federal labor laws.

Subtask 2.2 On-Site Employee Interviews
The LCS or a representative will routinely visit the project site to interview the employees on the project. The interview is used to confirm that the employee is being paid the correct wage, as well as benefits and overtime when appropriate. The typical schedule includes one interview per trade, per contractor/subcontractor, per month, or attempted interviews if the contractor is scheduled to work. Two (2) site visits per month are included in this proposal.

Subtask 2.3 Monthly Labor Compliance Status Report
The LCS will complete a Monthly Report for the City. This report will include the status of each contractor's weekly payroll reports. It will also include a summary of the on-site employee interviews conducted within the month.

Deliverable:
• Monthly Labor Compliance Report (PDF)
Subtask 2.4 Final Labor Compliance Report
The LCS will prepare a Final Report for the City at the completion of the project. This report will include the status of each contractor's weekly payroll reports. It will also include a summary of the on-site employee interviews.

Deliverable:
• Final Labor Compliance Report (PDF)
TASK 3.0 OPTIONAL SERVICES FOR LABOR COMPLIANCE REPORTING Subtask 3.1 Letter of Discrepancy or Mistakes Found Upon Review of Certified Payroll Reports If a discrepancy is found in the CPRs, the LCS will notify the general contractor on behalf of the City of the issue and allow them time to correct the discrepancy. Should the issue be corrected within the allotted time per State and federal laws, the issue will be considered resolved. However, if the issue is not corrected, the LCS is required by law to notify the DIR or the U.S. Department of Labor of the discrepancy. The State or federal agency will then take the necessary steps to correct the matter. This process is quite lengthy and is usually unnecessary, but it is in place should there ever be a need.

Subtask 3.2 Inquiries from Labor Management Councils or Committees If a request for redacted payrolls is received from a joint labor-management council or committee or the Joint Enforcement Strike Force on the Underground Economy, the processing of these payrolls is determined by the complexity of the project. The costs associated with the time to process these requests will be based on hourly billing rates.

TASK 4.0 OPTIONAL SERVICES FOR REVIEW OF CERTIFIED PAYROLL REPORTS Upon approval of and on behalf of the City, QK will prepare follow-up requests for records or corrections to contractors and provide support to address discrepancies, DIR, or outside stakeholder inquiries, or provide additional monthly reviews to address incomplete submittals. This task and fee will be monitored closely and communicated with the City when the task is required to make additional outreach to the contractors for timely compliance documentation or to respond on behalf of the City.

City of Tulare - K Street Reconstruction Labor Compliance Page 3 of 4 August 5, 2025

SCHEDULE
Our schedule of work is contingent upon contractor performance and is based on the number of days allotted to the general contractor to perform their work onsite in the project bid documents. The project calls for 120 working days (24 weeks, 5 months) pending a Notice to Proceed. Due to weather-related project delays, we have offered our services up to 30 weeks. Should work at the site extend beyond the expected duration, QK will extend services concurrently at the unit rates described below, upon your approval.

SCOPE & FEE SUMMARY
Task Description Fee Type Fee Amount

1.0 Project Management Fixed Fee $7,500

2.0 Labor Compliance Monitoring

2.1 Review of Certified Payroll Reports
($800 per weekly payroll report for 30 weeks)
Fixed Fee $24,000

2.2 On-Site Employee Interviews
($550 per day – 2 days per month for 7 months)
Fixed Fee $7,700

2.3 Monthly Labor Compliance Status Report
($950 per month per 7 months)
Fixed Fee $6,650

2.4 Final Labor Compliance Report Fixed Fee $1,850
Total Fee (Based on a 30-week project) $47,700

OPTIONAL SERVICES PERFORMED UPON REQUEST
Task Description Fee Type Fee Amount

3.0 Optional Services for Labor Compliance Reporting

3.1 Letter of Discrepancy or Mistakes Found Upon Review of Certified Payroll Reports
Fixed Fee $700
Per Letter

3.2 Inquiries from Labor Management Councils or Committees Time and Materials
Per Charge
Rate Schedule

4.0 Optional Services for Review of Certified Payroll Reports Time and Materials
Per Charge
Rate Schedule
Notes:

1. Expenses for reproduction, mailing, mileage, etc., are billed separately per our attached Charge Rate Schedule.

2. All time-and-materials fees will be invoiced monthly based on the level of effort in terms of hours relative to our Charge Rate Schedule.

3. When a Task is set on a time-and-materials fee basis, it signifies that it is not possible to accurately predict the amount of work effort required, typical of on-call type services. QK will work with the client to set expectations where applicable.

4. Tasks billed by fixed fees will be invoiced monthly based on the percentage of work completed.

5. Additional Services requested in writing and approved by the client will be provided on a time-and-materials basis.

6. The Fee Estimate is good for a period of 90 days from the date of the proposal. After 90 days, the Fee Estimate is subject to change.

EXCLUSIONS AND ASSUMPTIONS

1. QK will provide the services described herein for the period identified in the Project Understanding and Schedule on a Fixed Fee basis in accordance with this scope.

2. QK has estimated a duration time for the extent of labor compliance services. If the construction timeline is lengthened, the fee will be adjusted accordingly.

3. Research for past projects where inquiries from joint-labor management councils or committees will be coordinated directly with the City and performed on a time-and-materials (T&M) basis per the attached 2025 Charge Rate Schedule.

City of Tulare - K Street Reconstruction Labor Compliance Page 4 of 4 August 5, 2025

4. Optional Services described herein will be provided on an as-needed basis if requested and authorized by the Client.

5. Any service not specifically identified herein is excluded from this proposal.

AUTHORIZATION OF SERVICES
In order to authorize services described herein, please send us a purchase order. Typically, we can begin our services within five (5) business days of the time authorization is received, depending on the client’s needs and schedule constraints.

Thank you for the opportunity to provide this proposal for professional services on this project. If you have any questions or would like to discuss this proposal further, please contact Stephanie Bell at (661) 616-2600. We look forward to working with you on this important project.

Sincerely,
Stephanie Bell Cathy Williams, PE
Senior Associate Project Manager Bakersfield Branch Manager Enclosures: Charge Rate Schedule
cc: Sara Maxwell, QK
P250471

SB/CW/SM
Charge Rate Schedule
PROJECT MANAGER:

PROJECT DESCRIPTION & PURPOSE:

KEY POINTS:

PROJECT STATUS:

PROJECTED START DATE:

PROJECTED END DATE:

FUTURE M & O:
(Additional Cost & Department
Responsibility)
CRITERIA (1-8):

To Date Remaining Year 2026/27 2027/28 2028/29 2029/30
010 - Administrative $ - $ - $ - $ - $ - $ - $ - $ - $ - 020 - Conceptual $ - $ - $ - $ - $ - $ - $ - $ - $ -
030 - Preliminary Design/Plan $ - $ - $ - $ - $ - $ - $ - $ - $ - 040 - Environmental $ - $ - $ - $ - $ - $ - $ - $ - $ - 0200 - Professional Services/Consultant $ - $ - $ - $ - $ - $ - $ - $ - $ - 0210 - Attorney $ - $ - $ - $ - $ - $ - $ - $ - $ -
0230 - Property Acquisition $ - $ - $ - $ - $ - $ - $ - $ - $ - 0996 - Project Management Time $ - $ - $ - $ - $ - $ - $ - $ - $ - 050 - Final Design/Plan $ 294,861.83 $ 151,931.83 - $ $ - $ - $ - $ 446,793.66 - $ $ - 0202 - Professional Services/Consultant $ 293,975.00 $ 146,580.00 - $ $ - $ - $ - $ 440,555.00 - $ $ - 0996 - Project Management Time $ 238.66 $ 5,000.00 - $ $ - $ - $ - $ 5,238.66 - $ $ - 0998 - Development Services Time $ 648.17 $ - $ 351.83 $ - $ - $ - $ 1,000.00 - $ $ - 060 - Right-of-Way/Property $ - $ - $ - $ - $ - $ - $ - $ - $ - 070 - Construct/Implement $ 2,939.60 - $ $ 5,877,466.20 $ - $ - $ - $ 5,880,405.80 - $ $ - 0202 - Engineering $ - $ 22,542.91 - $ $ - $ - $ - $ 22,542.91 - $ $ - 0203 - Construction Management $ - $ 463,953.44 - $ $ - $ - $ - $ 463,953.44 - $ $ - 0205 - Labor Compliance $ - $ 47,700.00 - $ $ - $ - $ - $ 47,700.00 - $ $ - 0224 - Surveyor $ - $ 45,000.00 - $ $ - $ - $ - $ 45,000.00 - $ $ - 0601 - Construction Costs $ - $ 4,508,582.10 - $ $ - $ - $ - $ 4,508,582.10 - $ $ - 0612 - Materials Testing $ - $ 118,312.24 - $ $ - $ - $ - $ 118,312.24 - $ $ - 0996 - Project Management Time $ - $ 2,939.60 $ 137,060.40 $ - $ - $ - $ - $ 140,000.00 $ - 0998 - Development Services Time $ - $ - $ - $ - $ - $ - $ - $ - $ - 0999 - Contingency $ - $ 534,315.11 - $ $ - $ - $ - $ 534,315.11 - $ $ - 080 - Close Out $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total Costs: 294,861.83 $ $ 2,939.60 $ 6,029,398.03 $ - $ - $ - $ 6,327,199.46 - $ $ - To Date Remaining Year 2026/27 2027/28 2028/29 2029/30
Fund 105 - Solid Waste & St. Sweeping (Franchise) $ - $ 1,333,400.00 - $ $ - $ - $ - $ 1,333,400.00 - $ $ - Fund 300 - Gas Taxes (HUTA) $ 294,861.83 $ 2,939.60 $ 1,695,998.00 $ - $ - $ - $ 1,993,799.43 - $ $ - Fund 300 - Gas Taxes (STBGP) $ - $ 3,000,000.00 - $ $ - $ - $ - $ 3,000,000.00 - $ $ - Fund 301 - Measure R (Local) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total Funding: 294,861.83 $ $ 2,939.60 $ 6,029,398.00 $ - $ - $ - $ 6,327,199.43 - $ $ - G/L #'s:

Notes:

N/A
Criteria 7: Project addresses regulatory, safety, or environmental requirements that could threaten in whole or in part the City's ability to operate a core program or function at some future time if not replaced or repaired.

Approved by TMT on 3/25/2021. Awarded $3,000,000 of Surface Transportation Block Grant (STBGP) funding. Revised 01/29/24. Revised 04/29/24. Revised 03/04/25. Revised 10/21/25 (CON Award).

Unfunded
Funding Sources Prior Fiscal
Years
Fiscal Year 2025/2026
Total Unfunded
Costs Description Prior Fiscal
Years
Fiscal Year 2025/2026
Total
Future Fiscal Years
Future Fiscal Years
Critical Utility Infrastructure Improvements; Traffic safety; Relief from potential liability concerns; Compliance to the American Disabilities Act.
2025 - 2030 CIP Transportation
PROJECT #: EN0102
South "K" Street Improvements
(Capital)
(Capital)
District(s): 3
Michael Miller
Pavement Management System on South "K" Street between Olson Ave. and Paige Ave. Includes ADA Concrete work.

Underway
10/1/2024
12/30/2026
119
Staff Report
Meeting: City Council
Date: October 21, 2025
Department: Engineering Services - Project Management
Submitted by: Michael Miller, City Engineer
Agenda Title: Contract Amendments for Project FM0048 – Homeless Shelter

RECOMMENDED ACTION
Authorize the city manager to sign contract amendments related to City Project FM0048 - Emergency Homeless Shelter as follows:
1) 4Creeks, Inc. in the amount of $41,500 for additional design and construction support services; and
2) Krazan & Associates in the amount of $25,000 for additional materials testing services.

SUMMARY
On July 19, 2022, the City Council approved a contract with 4Creeks, Inc. in the amount of $357,162.00 for design and construction support services during the development of the Emergency Homeless Shelter. As construction has progressed, the need for the following additional services under this contract has arisen:
• Additional Design Services – Due to changes made during construction, it will be necessary for 4Creeks, Inc. to provide updated fire alarm, electrical, low voltage, plumbing, grading, and architectural plans. At the time of construction award, the City was still trying to identify a manufacturer to supply the restroom and shower units that will serve the homeless shelter and modular village units. With these unknows, it was not possible for 4Creeks, Inc. to identify all necessary details and specifications for the foundations and utility connections in the construction documents. The restroom and shower units have since been purchased, and it is now necessary to provide the required details and specifications to the contractor. 4Creeks, Inc. has provided a proposed contract amendment in the amount of $16,500, which has been reviewed and found to be reasonable and consistent with current design fee rates for such services. • Construction Support Services – As part of their initial contract, 4Creeks, Inc. included $14,709.00 for construction support services. At the time of the design contract award, both 4Creeks, Inc. and the City anticipated that this amount would be sufficient. Following a review of the level of services performed to date and evaluation of the work remaining, it is evident that additional budget will be necessary to provide required services through the end of construction. 4Creeks, Inc. is requesting a contract amendment in an amount not to exceed $25,000. The Engineering Department has reviewed the proposed contract amendment and determined that the proposed costs are reasonable and consistent with current design fees. Actual costs for these services will only be incurred on an as-needed basis and will be billed based on time and materials. Therefore, the City may only incur a portion of the $25,000 contract amendment.

The combined amount of $41,500 requested by 4Creeks, Inc. exceeds the 5% contingency authorized by City Council at the time of contract award, necessitating Council’s approval of the proposed amendments.

On September 17, 2024, City Council approved a contract with Krazan & Associates, Clovis, CA, in the amount of $48,745 for material testing services related to the construction of the Homeless Shelter. At the time of contract award, it was anticipated that this budget would be sufficient to complete the project.

However, the project has proven to be more complex than expected, with a greater number of site visits being required to verify compliance with design specifications. The original contract budget for material testing has been exhausted. Krazan & Associates is proposing a contract amendment in an amount not to exceed $25,000 to cover costs through the end of construction. This amount includes additional Item #: 12.2
General Business
compaction testing, concrete testing, and other material testing required for the project. The Engineering Department has reviewed the proposed addendum and determined that the proposed costs are reasonable and consistent with material testing fees experienced on other City projects. Actual costs for these services will only be incurred on an as-needed basis and will be billed based on time and materials.

Therefore, the City may only incur a portion of the $25,000 contract amendment.

The combined amount of $25,000 requested by Krazan & Associates exceeds the 5% contingency authorized by City Council at the time of contract award, necessitating Council’s approval of the proposed amendments.

FISCAL IMPACT & FUNDING SOURCES
CIP Project FM0048 – Homeless Shelter is funded by the following sources:
• ARPA Federal Grant
• Other General Fund CIP
• County ARPA Contribution
• FY23 CPF Federal Earmark
• ERF Round 2 Grant
• FY25 CPF Federal Earmark
The Project Sheet for Project FM0048 as approved in the 2025-2030 Capital Improvement Plan identified a total of $1,053,622.75 for construction phase contingency. It is proposed that the expenses associated with the requested contract addendums be charged to the project account string for construction contingency (FM0048-050-0999). To date, only $32,086.10 has been charged to this account string. No additional funding is requested at this time.

ENVIRONMENTAL REVIEW
Environmental review completed prior to project construction.

POTENTIAL CONFLICT OF INTEREST
Staff is not aware of any conflicts of interest.

LEGAL REVIEW
This item does not require legal review.

PUBLIC NOTICE
This item does not require a public hearing and was noticed as part of the agenda.

ALTERNATIVE ACTION

1. Approve with changes – Staff would work to incorporate any changes or recommendations directed by City Council.

2. Deny - Should City Council deny the requested contract amendments, the City will not have the construction assistance or material testing services necessary to ensure that the project is constructed in accordance with the approved plans and specifications.

3. Table - Postponing the amendment to the contracts with 4Creeks Inc and Krazan & Associates could delay the project schedule.

ATTACHMENTS

1. 4Creeks, Inc. Amendment, Restrooms Updates

2. 4Creeks, Inc. Amendment, Construction Assistance

3. Krazan & Associates, Material Testing
Reviewed/Approved:
324 S. Santa Fe Street, Suite A
Visalia, California 93292
www.4-creeks.com
September 29, 2025
Tulare Emergency Homeless Shelter
Attn: Michael Miller
City Engineer
City of Tulare
411 E. Kern Ave.

Tulare, CA 93274
Subject: Amendment 4 for the Tulare Emergency Homeless Shelter. 4Creeks Project No. 22306, Dear Mr. Miller,
We have prepared the following proposal Amendment for the Tulare Homeless Shelter Project, which captures additional work required for additional construction assistance. We are confident that our team is equipped with the necessary resources and staff to get the job done in a timely manner.

Thanks for the continued opportunity!
We’re excited to work with you on this project and look forward to hearing from you soon. After you have reviewed the enclosed documents, please let us know if you have any questions or comments.

If acceptable, please let us know and we will provide contract documents for signature. Please advise the entity to which this contract should be addressed.

Per the following, this document represents an amendment to the work scope and fees of the original agreement dated July 7th, 2022, and Amendment 1 dated May 3, 2023. All of the exclusions, notes, and scope of the original proposal apply.

Sincerely,
Matthew Ainley, PE RCE #66233 William Ruoff, Architect C-36886 Principal Project Architect
324 S. Santa Fe Street, Suite A
Visalia, California 93292
www.4-creeks.com

SCOPE OF WORK
Task 22: Additional Construction Assistance (Time and Materials Basis) 4Creeks will assist during construction, including but not limited to the following services:
• Respond to Requests for Information
• Review Submittals if requested by the city
• Issue Contract Document revisions as required
The above-described Task 22 services will be provided on an Hourly Estimate not to exceed $25,000 without prior authorization. Any additional items requested not specifically mentioned above will be billed as “extra” on a Time and Materials basis.

ESTIMATED FEES
Task 22 Additional Construction Assistance Time and Materials $ 25,000 CLIENT SIGNATURE: DATE:
324 S. Santa Fe Street, Suite A
Visalia, California 93292
www.4-creeks.com
September 29, 2025
Tulare Emergency Homeless Shelter
Attn: Michael Miller
City Engineer
City of Tulare
411 E. Kern Ave.

Tulare, CA 93274
Subject: Amendment 5 for the Tulare Emergency Homeless Shelter. 4Creeks Project No. 22306, Dear Mr. Miller,
We have prepared the following proposal Amendment for the Tulare Homeless Shelter Project, which captures additional work required for the restroom adjustments made during construction. We are confident that our team is equipped with the necessary resources and staff to get the job done in a timely manner. Thanks for the continued opportunity!
We’re excited to work with you on this project and look forward to hearing from you soon. After you have reviewed the enclosed documents, please let us know if you have any questions or comments.

If acceptable, please let us know and we will provide contract documents for signature. Please advise the entity to which this contract should be addressed.

Per the following, this document represents an amendment to the work scope and fees of the original agreement dated July 7th, 2022, and Amendment 1 dated May 3, 2023. All of the exclusions, notes, and scope of the original proposal apply.

Sincerely,
Matthew Ainley, PE RCE #66233 William Ruoff, Architect C-36886 Principal Project Architect
324 S. Santa Fe Street, Suite A
Visalia, California 93292
www.4-creeks.com

SCOPE OF WORK
Task 23: Restroom Updates
4Creeks will provide updated fire alarm, electrical, low voltage, plumbing, grading, and architectural plans for the new restroom layout based on the changes made during construction. • Produce updated drawings to reflect the changes made to the restroom quantity, locations, and manufacturer changes.

The above-described Task 23 services will be provided at a Fixed Fee of $16,500. Any additional items requested not specifically mentioned above will be billed as “extra” on a Time and Materials basis.

ESTIMATED FEES
Task 23 Restroom Updates Fixed Fee $ 16,500
CLIENT SIGNATURE: DATE:

GEOTECHNICAL ENGINEERING  ENVIRONMENTAL ENGINEERIN G  CONSTRUCTION TESTING AND INSPECTIONS With Offices Serving the Western United States
215 W. Dakota Avenue  Clovis, CA 93611  559-348-2200  Fax 559-348-2201  www.krazan.com P:\016\24\754\Change Order No. 1.DOC ************************************************************************

LETTER OF AUTHORIZATION
CHANGE ORDER # 001
************************************************************************ Date: October 7, 2025
Project No.: 016-24754
Project Name: Tulare Homeless Shelter
Project Location: 209 M Street, Tulare, CA
Client: City of Tulare
Client Address: 411 E. Kern Avenue, Tulare, CA 93274
SCOPE OF SERVICES: Krazan & Associates, Inc. has been retained to perform special inspections at the above referenced project. The inspections required, will be as follows: Additional Testing & Inspection Services.

ESTIMATED COST/FEES: The additional services will be provided on a time and materials basis in accordance with the rates and basis of charges previously established for this project. The Cost estimate for Change Order No. 1 is $25,000.00.

AUTHORIZATION: Krazan & Associates, Inc. is authorized to proceed with the additional services identified above and the CLIENT agrees to pay for the services on a time-and-expense basis. These services are an extension of the services and rates originally authorized by Mr. Mark Mondell in the Agreement between City of Tulare and Krazan & Associates, Inc. dated December 17, 2024. With the exception of the modifications to the scope of services and the associated fees presented herein, the terms and conditions of the Agreement for the project listed above remain unchanged.

We ask that you sign this document and return the signed copy to our office as soon as possible. Corporate policy requires written authorization to be on file prior to our initiating an expanded scope of services.

CLIENT ACCEPTANCE:

By: By:
(Signature) (Date) (Signature) (Date)
Name: Name:
(Please Print Name & Title) (Please Print Name & Title) Staff Report
Meeting: City Council
Date: October 21, 2025
Department: Engineering Services - Project Management
Submitted by: Michael Miller, City Engineer
Agenda Title: Contracts with SCE for Project FM0048 – Homeless Shelter

RECOMMENDED ACTION
Authorize the city manager to sign contracts with Southern California Edison to install electrical service and street lights for CIP Project FM0048 - Homeless Shelter, with associated costs totaling $153,998.95.

SUMMARY
On September 17, 2024, City Council awarded the construction contracts for CIP Project FM0048 to construct a Homeless Shelter. This facility consists of a 20,000 square foot steel building, three modular buildings that will serve as office, food pantry, laundry room and classroom space, restrooms and shower facilities, a 32 room living quarters modular village, dog kennels, storage containers, a parking lot, exterior lighting, roadway frontage improvements, utility extensions, and perimeter fencing. This project was included and approved as part of the City’s 2023-2028 CIP budget and was carried over into the 2025- 2030 CIP budget.

There is no existing electrical panel to provide service to the Homeless Shelter facility. Coordination with Southern California Edison (SCE) is required for this project to install the necessary service point. The electrical switchgear box to be installed by SCE will also provide sufficient capacity to support additional development in the vicinity. Should such development occur, the benefiting properties would be charged connection fees which would in turn result in refunds by SCE to the City.

In addition to the proposed SCE contract for an electrical service point, a second SCE contract is required for the installation of streetlights along the project’s O’Neal Avenue frontage, and immediately adjacent to the project site.

Staff recommends City Council authorize the city manager to sign contracts with Southern California Edison to install electrical service and street lights for CIP Project FM0048 Emergency Homeless Shelter, with associated costs totaling $153,998.95.

FISCAL IMPACT & FUNDING SOURCE(S)
CIP Project FM0048 – Homeless Shelter is funded by the following sources:
• ARPA Federal Grant
• Other General Fund CIP
• County ARPA Contribution
• FY23 CPF Federal Earmark
• ERF Round 2 Grant
• FY25 CPF Federal Earmark
The Project Sheet for Project FM0048 as approved in the 2025-2030 Capital Improvement Plan identified a total of $1,053,622.75 for construction phase contingency. It is proposed that the expenses associated with the requested contract addendums be charged to the project account string for construction contingency (FM0048-050-0999). To date, only $32,086.10 has been charged to this account string. No additional funding is requested at this time.

Item #: 12.3
General Business

ENVIRONMENTAL REVIEW
Environmental review was completed prior to project construction.

POTENTIAL CONFLICT OF INTEREST
Staff is not aware of any conflicts of interest.

LEGAL REVIEW
This item does not require legal review.

PUBLIC NOTICE
This item does not require a public hearing and was noticed as a part of the agenda.

ALTERNATIVE ACTION

1. Approve with changes – Staff would work to incorporate any changes or recommendations directed by City Council.

2. Deny – Electrical service is required for the Homeless Shelter to operate. Therefore, denial would have catastrophic consequences for the viability of the project.

3. Table - Postponing approval of the contracts with SCE would result in delay to the project schedule.

ATTACHMENTS

1. Southern California Edison, Contract and invoice to install electrical utilities

2. Southern California Edison, Contract and invoice to install street lights Reviewed/Approved:

Staff Report
Meeting: City Council
Date: October 21, 2025
Department: City Manager
Submitted by: Marc Mondell, City Manager
Mario Zamora, City Attorney
Agenda Title: Infrastructure Improvement Agreement with Faria Family II Limited Partnership and the International Agri-Center, Inc.

RECOMMENDED ACTION
Approve the proposed Infrastructure Improvement Agreement between the City of Tulare, the Faria Family II Limited Partnership and the International Agri-Center, Inc. and authorize the City Manager to execute all necessary documents.

SUMMARY
The City of Tulare has been approached by the Faria Family II Limited Partnership and the International Agri-Center, Inc. to execute the attached Infrastructure Improvement Agreement prior to the issuance of a request for bids and the commencement of the infrastructure improvements. In furtherance of the infrastructure improvements, the Faria Family II Limited Partnership and the International Agri-Center, Inc. agree to donate/dedicate portions of their respective properties necessary for the project. Section

1.6 of the attached Infrastructure Improvement Agreement provides that if the project is not constructed for any reason, the City of Tulare will return the land or property rights donated/dedicated by the Faria Family II Limited Partnership and the International Agri-Center, Inc to such parties.

FISCAL IMPACT & FUNDING SOURCES
The City of Tulare has secured a federal earmark in the amount of Four Million Dollars ($4,000,000) which will serve as the first source of funding for the infrastructure improvements. The loan in the amount of $2,500,000.00 each to the Faria Family II Limited Partnership and the International Agri-Center, Inc. will be funded by the Tulare County Association of Governments and is contingent on the City of Tulare receiving the loan amount from the Tulare County Association of Governments.

ENVIRONMENTAL REVIEW
This action does not constitute a “project” pursuant to the California Environmental Quality Act (CEQA).

POTENTIAL CONFLICT OF INTEREST
Staff is not aware of any conflicts of interest.

LEGAL REVIEW
The proposed agreement was reviewed and approved by the City Attorney’s Office.

PUBLIC NOTICE
This item does not require a public hearing and was noticed as a part of the agenda.

ALTERNATIVE ACTION

1. Reject the Agreement

2. Modify Agreement Terms

3. Request Further Analysis
Item #: 12.4
General Business

ATTACHMENTS

1. Infrastructure Improvement Agreement
Reviewed/Approved:

Infrastructure Improvement Agreement
This Infrastructure Improvement Agreement (“Agreement”) is made and entered into by and between the CITY OF TULARE, a California Municipal Corporation (“CITY”), FARIA FAMILY II LIMITED PARTNERSHIP, a California limited partnership ("FARIA"), and the INTERNATIONAL AGRI-CENTER, INC., a California nonprofit public benefit corporation ("AGRI-CENTER"), collectively referred to as the “Parties.”
Recitals
WHEREAS, the Parties desire to enter into an agreement to fund infrastructure improvements within the CITY, benefiting all Parties, shown on Exhibit 1 (the “Project”); and WHEREAS, FARIA and AGRI-CENTER each contemplate the submission of master plans or specific plans to CITY for the development of FARIA’s and AGRI-CENTER’s respective properties and that the completion of the Project will be beneficial to the FARIA’s and AGRI-CENTER’s future plans for their properties; and
WHEREAS, the Parties have agreed to complete the Project provided that the total cost of completing the Project does not exceed Eleven Million Five Hundred Thousand Dollars ($11,500,000) (“Maximum Bid Price”); and
WHEREAS, the CITY has secured a federal earmark of Four Million Dollars ($4,000,000) which the CITY intends to put towards the Project (the “Federal Earmark”), and WHEREAS, the CITY, FARIA and AGRI-CENTER have each agreed to contribute up to an additional Two Million Five Hundred Thousand Dollars ($2,500,000) each, beyond the Federal Earmark, towards the Project;
NOW, THEREFORE, in consideration of the mutual covenants contained herein and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows:

1. Contributions

1.1. City shall utilize the money from the Federal Earmark as the first source of funding for the Project.

The Parties agree to equally share the additional cost of the Project, beyond the Federal Earmark, up to a maximum of Two Million Five Hundred Thousand Dollars ($2,500,000) each (the “Party’s Maximum Contribution”).

1.2. The total cost of the Project shall be determined following a bid phase conducted by the CITY (“BID PRICE”). All of the Parties must agree, in writing, on the final plans and specifications for the Project before the City puts the Project out for bid (“Bid Packet”). The Parties understand and acknowledge the CITY must comply with state law bidding requirements and nothing herein is meant to supersede those requirements. FARIA and AGRI-CENTER shall each be permitted to review the bids and consult with CITY regarding the bids prior to City accepting any bid and awarding the contract to any bidder. However, CITY shall make the final determination as to what bid to accept in accordance with state law.

1.3. If the proposed BID PRICE exceeds the Maximum Bid Price, the Parties shall meet and confer in good faith regarding any potential revisions to the specifications and/or requirements for the Project to determine if the Bid Price can reasonably be reduced to or below the Maximum Bid Price, or if the Parties will agree to increase the Party’s Maximum Contribution in order to allow of the completion of the Project as bid. The plans and specifications for the Project, as approved by all of the parties prior to the Project going out for bid, shall not be materially modified without the prior, written approval of all parties to this Agreement. If none of the bids received for the Project are equal to or below the Maximum Bid Price, and the parties are unable to agree to accept one of the stated alternatives in the Bid Packet in order to reduce the bids to the Maximum Bid price, and/or if the parties are unable to agree on an increase of the Party’s Maximum Contributions, this Agreement will terminate and any funds already contributed by the parties will be refunded pursuant to Section 1.4 of this Agreement.

1.4. Contribution Allocation and Refund Provision:

1.4.1. Within five (5) business days of receiving notice of the full execution of a construction contract for the Project with the winning bidder, each CITY, FARIA and AGRI-CENTER will make an initial contribution of Five Hundred Thousand Dollars ($500,000). Each Party shall contribute additional funds, up to each Party’s Maximum Contribution, as funds are needed to pay for work on the Project, as determined by CITY. When CITY determines that additional contributions are needed, City shall inform FARIA and AGRI-CENTER of such in writing.

FARIA AND AGRI-CENTER shall contribute such additional funds within five (5) business days of receipt of such notice from CITY. Upon receipt, all contributed funds shall be allocated into a separate account specifically created for the Project.

1.4.2.CITY is responsible for maintaining this separate account and ensuring that the funds are used solely for the purposes of the Project as described in this Agreement.

1.4.3.In the event that the Project does not proceed for any reason, CITY shall refund the contributions to FARIA and AGRI-CENTER. The refund shall be proportional to the amounts contributed by each party, minus any expenses legitimately incurred and accounted for up to the point of cessation.

1.4.4.The decision to halt the Project and the process for the refund of the contributions shall be executed in a manner that is transparent and equitable, ensuring that each Party receives fair treatment in accordance with their respective contributions.

1.5. Notwithstanding section 1.3, any grant monies received after the execution of this Agreement intended for the infrastructure improvements shall be allocated equally between the PARTIES but shall not reduce any Party’s Maximum Contribution.

1.6. FARIA and AGRI-CENTER shall donate/dedicate their respective portions of the land necessary for the Project as reflected in the plans and specifications for the Project shown on Exhibit 1. The value of any donations or dedications of real property by FARIA or AGRI-CENTER shall not be applied towards their respective contribution amounts stated above. If this Agreement is terminated pursuant to Section 1.3, or if, for any other reason the Project is not constructed, CITY will return to FARIA and AGRI-CENTER any land or property rights that has been donated/dedicated by FARIA and/or AGRI-CENTER, respectively.

1.7. The CITY shall pay for preliminary engineering work which shall be part of its contribution to the Project (i.e., part of the City’s Maximum Contribution of $2,500,000).

2. Project Continuation and Debt Acknowledgment

2.1. Project Continuation in the Event of Non-Contribution:

2.1.1.In the event that either FARIA or AGRI-CENTER fails to contribute their respective required contribution towards the Project as provided in this Agreement, CITY reserves the right to proceed with the Project utilizing its own funds to cover the shortfall.

2.1.2.The decision to proceed with the Project under these circumstances will be at the sole discretion of CITY, ensuring that the infrastructure improvements are not unduly delayed or jeopardized by the non-contribution of the other parties.

2.2. Debt Acknowledgment:

2.2.1.Any unpaid portion of the contributions owed by FARIA or AGRI-CENTER, as per their obligations detailed in this Agreement, shall constitute a debt to the CITY of Tulare.

2.2.2.Such debt shall begin to accrue interest at an annual rate of ten percent (10%) from the due date of the contribution until the debt is fully paid. The interest rate is intended to reflect the cost of the CITY's capital and ensure timely compliance with the financial obligations under this Agreement.

2.3. Enforcement:

2.3.1.The CITY of Tulare retains the right to enforce the debt acknowledged in section 2.2 through any legal means available. This includes, but is not limited to, initiating legal proceedings to recover the owed amounts plus any accrued interest.

2.3.2.Enforcement actions may be taken by the Parties without prejudice to any other rights and remedies they may have under this Agreement or applicable law. The CITY's right to enforce this debt shall remain in effect until the full amount owed, including all accrued interest, is recovered.

2.3.3.The Parties acknowledge and agree that their failure to meet their financial obligations under this Agreement may lead to legal consequences, including, but not limited to, litigation. Any party found to be in breach of this Agreement shall bear all costs and fees incurred by the other parties in enforcing the obligations of this Agreement.

3. Standard Contractual Provisions

3.1. Definitions: Terms used in this Agreement shall have the meanings ascribed to them within this document unless otherwise defined.

3.2. Amendments: This Agreement may only be amended in writing, signed by all Parties.

3.3. Governing Law: This Agreement shall be governed by and construed in accordance with the laws of the State of California, and any venue shall be the County of Tulare or Eastern District of California.

3.4. Dispute Resolution: Any disputes arising out of this Agreement shall be resolved through mediation, followed, if necessary, by binding arbitration conducted pursuant to the California Code of Civil Procedure.

3.5. Notices: All notices, requests, consents, claims, demands, waivers, and other communications hereunder shall be in writing and addressed to the Parties at the addresses set forth on the signature page hereto.

3.6. Entire Agreement: This Agreement constitutes the sole and entire agreement of the Parties with respect to the subject matter contained herein.

3.7. Successors and Assigns: This Agreement is binding on and shall inure to the benefit of the Parties hereto and their respective successors and assigns.

3.8. In the event of any dispute arising out of or relating to this Agreement, the prevailing party in any such dispute, whether resolved by litigation, arbitration, or other legal proceedings, shall be entitled to recover its reasonable attorneys' fees and costs. Such recovery of attorneys' fees and costs shall include, but not be limited to, fees and costs incurred in any trial court, appellate proceedings, post-judgment proceedings, arbitration, mediation, bankruptcy proceedings, and any contested matters therein or review proceedings.

The determination of the prevailing party and the amount to be paid shall be made by the court, arbitrator, or legal body adjudicating the dispute, and such determination shall be included in the final judgment or award rendered in the matter. The entitlement to attorneys' fees and costs under this provision shall be in addition to any other right to attorneys' fees and costs provided under applicable law or by other provisions of this Agreement.

This provision is intended to be severable from the other provisions of this Agreement, and shall survive the termination or expiration of this Agreement and shall not be merged into any judgment.

3.9. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which when taken together shall constitute one and the same instrument.

The signature page of any counterpart may be detached therefrom without impairing the legal effect of the signature(s) thereon provided such signature page is attached to any other counterpart identical thereto except having additional signature pages executed by other parties to this Agreement attached thereto. A facsimile or electronic (e.g., e-mailed pdf) signature shall be considered as good as an original signature.
[SIGNATURE PAGE FOLLOWS]
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by duly authorized representatives as of the date set forth opposite their signature.

CITY OF TULARE
By _________________________
Its _________________________

FARIA FAMILY II LIMITED PARTNERSHIP
By __________________________
Its ___________________________
INTERNATIONAL AGRI-CENTER, INC.

By _______________________________
Jerry Sinift, CEO
Staff Report
Meeting: City Council
Date: October 21, 2025
Department: Economic Development & Redevelopment
Submitted by: Jennifer Gomez, Executive Director of Economic Development & Redevelopment Agenda Title: Economic Development Quarterly & September Updates

RECOMMENDED ACTION
Receive an update on economic development activity.

SUMMARY
Attached is a presentation covering July-September 2025 highlighting activities and updates over the last quarter.

Also attached for your reference is the September 2025 Economic Development Bulletin identifying activities and projects that took place in the previous month highlighting four elements of economic development.
• Building permits issued pertaining to residential and commercial improvements along with the total value of those improvements
• Business licenses that were issued for either new businesses, change of ownership, or businesses that failed to have a business license previously • Active projects that will have a sizeable impact on economic development • Site Plan Review projects that have been submitted to the City that could positively address commercial and residential needs
This is an informational item only and does not require any action by the City Council.

FISCAL IMPACT & FUNDING SOURCES
There is no fiscal impact associated with this action.

ENVIRONMENTAL REVIEW
This action does not constitute a “project” pursuant to the California Environmental Quality Act (CEQA).

POTENTIAL CONFLICT OF INTEREST
Staff is not aware of any conflicts of interest.

LEGAL REVIEW
This item does not require legal review.

PUBLIC NOTICE
This item does not require a public hearing and was noticed as a part of the agenda.

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. September 2025 Economic Development Bulletin
Reviewed/Approved:

Item #: 12.5
General Business
The Economic Development

BULLETIN
September 2025
Building Permits
195 Building Permits - Total Valuation $9,400,125.50
Residential
Single Family, Accessory/Alterations/Additions,
Re-Roof, Photovoltaic, Patio/Porch/Carport,
Pool/Spa/Water Feature
Commercial
New, Alterations/Additions, Tenant
Improvements, Site Improvements
192 3
Net New Business Licenses
13 New Businesses
Business Address
CA Biological Solutions 10168 Ave. 264
King Aromas 1209 N. Cherry St.

Shoe Palace 1407 Retherford St.

M Bar 9 Transportation 16777 South I Dr.

Tacos Y Mariscos Maranatha 1732 Capistrano Ave.

McDonald’s Restaurant 2182 E. Prosperity Ave.

T-Shirt and More 232 E. Cross Ave.

The Pet Spa and Boutique 312 E. King Ave.

Ashley Miller Therapy 440 E. King Ave.

American Window Tint 444 E. Cross Ave.

Michelada Monarca 505 W. Bardsley Ave.

Seeker: Historical Consulting Services 619 North O St.

Way Maker Affordable Housing 944 Randle Ct.

Active Projects
Status of Active Projects
Project Title & Description Address
International Agri-Center Way Interchange
Construction 70% Completed
Anticipated Completion Summer 2026
Hwy 99 & International Agri-Center Way
International Agri-Center Way Extension
Design Phase - 95%
Connecting Laspina St. to Turner Dr.

Wild Oak
Single Family Residential - 83 units
Under Construction
W. Pleasant Ave. btw La Dawna St. & Alpha St.

Oakcrest 2
Single Family Residential - 84 units
Under Construction - nearing completion
W. Capistrano Ave. btw Cromley St. & Shenandoah
St.

Santa Fe Trail Residential
Multi-Family Residential - 40 units
Building permits issued
North M Street & Santa Fe Trail
Ginder Apartments
Multi-Family Residential - 216 units
Plans approved
N. Retherford btw E. Cartmill Ave. & E. Corvina Ave.

Glass Avenue
Mutli-Family Residential - 54 units
Under construction
N. Retherford btw E. Cartmill Ave. & E. Corvina Ave.

Villas @ Sierra Ranch
Single Family Residential - 90 units
Under Construction
N. Retherford btw E. Corvina Ave. & E. Leland Ave.

Sorrento
Single Family Residential - 132 units
Under construction
SW Corner of Mooney Blvd. & Cartmill Ave.

KCOK 4, 6, 7
Single Family Residential - 95 units
Plans being finalized for approval
Morrison St. btw Prosperity Ave. & Castlerock Ave.

KCOK 5 & 9
Single Family Residential - 88 units
Under Construction
Morrison St. btw Castlerock Ave. & Seminole Ave.

Farrar 2, 3, & 4
Single Family Residential - 257 units
Under Construction
Morrison St. btw Seminole Ave. & Pine Valley Ave.

Fulton Estates
Single Family Residential - 183 units
Under Construction
SW Corner of Tulare Ave. & Rd. 124
Hidden Ridge
Single Family Residential - 30 units
Under Construction
Bardsley Ave. btw Mammoth St. & Morrison St.

Mission Creek
Single Family Residential - 273 units
Under Construction
SW Corner of Bardsley Ave. & Rd. 124
Cottonwood 3
Single Family Residential - 86 units
Plans being finalized for approval
SE Corner of Foster Dr. & Mooney Blvd.

Maverik
Opening approximately Summer 2026
SE Corner of Hwy 99 & Cartmill Ave.

Chick-fil-A
Opening approximately Spring 2026
SE Corner of Hwy 99 & Cartmill Ave.

Sequoia Marketplace
Building Permits for:

Chipotle
Carwash
Service Station
NE Corner of Mooney Blvd. & Bardsley Ave.
iONNA EV
Permits issued to construct charging stations.
621 E. Prosperity Avenue
Fernandes Subdivision
Single Family Residential - 120 lots
Tentative Subdivision Map Approved
NE Corner of Paige Ave. & E Street
Hwy 99 Water Crossing
Environmental phase
Near intersection of Washington Ave. & Gem Street
on the west side of Hwy 99 and extend east to
Corvina Ave. alignment west of Retherford Street
F&C Farming
Single Family Residential - 543 units
SW Corner of Prosperity Ave. & Oakmore Road
Site Plan Review
Preliminary Site Plan Review Applications
Project Title & Description Address
Chandler Grove
Tentative Parcel Map of 231 acres of Mixed Use
NE Corner of Bardsley Ave. & Oakmore St.

Corvina Apartments
Mixed Use Project - 8 duplexes & 2 commercial
buildings
Corvina Ave.

Tulare Industrial Warehouses
Manufacturing, Storage, and Distribution of wood
pallets
Industrial Place
For any inquires on these projects, please reach out to:

Jennifer Gomez, MPA
Executive Director of Economic Development & Redevelopment [email protected]
559.684.4230 | C: 559.309.4726
425 East Kern Avenue, Tulare, CA 93274