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materials, costs and expenses, taxes, and overhead. Consultant will receive no royalty or other remuneration for the production or distribution of any products developed by City or by Consultant in connection with, or based upon, Services. Consultant shall submit to City an itemized invoice, prepared in a form satisfactory to the City, describing its services and costs for the period covered by the invoice. Except as specifically authorized by the City, Consultant shall not bill City for duplicate services performed by more than one person. Consultant’s bills shall include the following information to which such services cost or pertain: a brief description of services performed; the date Services were performed; and the number of hours spent, rate, and by whom.
Any such invoices shall be in full accord with any and all applicable provisions of this Agreement.
City shall make payment on each such invoice within thirty (30) days of receipt; provided, however, if Consultant submits an invoice which is incorrect, incomplete, or not in accord with the provisions of this Agreement, City shall not be obligated to process any payment to Consultant until thirty (30) days after a correct and complying invoice has been submitted by Consultant.
5. Independent Contractor Status, Taxes. Consultant is an independent contractor, and nothing contained in this Agreement is intended, or shall be construed in any manner to create or establish the relationship of agent or employee of the City. Consultant has no authority to bind City by contract or otherwise. Consultant will perform the professional services under the general direction of the City Manager or their Designee, subject to the requirement that Consultant shall, at all times, comply with applicable law. Consultant shall pay all taxes, assessments, and premiums under the federal Social Security Act, any applicable unemployment insurance contributions, Workers Compensation insurance premiums (if required), sales taxes, use taxes, personal property taxes, or other taxes or assessments now, or hereafter, in effect and payable by reason of, or in connection with, Services performed by Consultant. Consultant shall be required to possess a valid and current City of Tulare Business Tax Certificate.
6. Warranty. By executing this Agreement, Consultant agrees Services it will perform under this Agreement will be of a professional quality conforming to generally accepted industry standards and practices and that Consultant shall maintain all required licenses and certifications necessary for performance of Services hereunder. Consultant further agrees and represents to City that Consultant possesses, or shall arrange to secure from others, all of the necessary professional capabilities, experience, resources, and facilities necessary to provide City Services contemplated under this Agreement and that City relies upon the professional skills of Consultant to do and perform Consultant’s work. Consultant further agrees and represents that Consultant shall follow the current, generally accepted industry practices to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding Services rendered under this Agreement.
7. Subcontractor Provisions. Consultant shall include in its written agreements with its subcontractors, if any, provisions which: (a) impose upon the subcontractors the obligation to provide to City the same insurance and indemnity obligations that Consultant owes to the City; (b) make clear that City intends to rely upon the reports, opinions, conclusions and other work product prepared and performed by subcontractors for Consultant; and (c) entitle City to impose upon subcontractors the assignment rights found elsewhere in this Agreement.
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8. Power to Act on Behalf of the City. Consultant is not acting as an agent of City and shall not have any right, power, or authority to create any obligation, express or implied, or make representations on behalf of City except as may be expressly authorized in advance in writing from time to time by City and then only to the extent of such authorization.
9. Access to Records. Consultant shall maintain all preparatory books, records, documents, accounting ledgers, and similar materials, including, but not limited to, calculations and notes relating to work performed for City under this Agreement, on file for at least three (3) years following the date of final payment to Consultant by the City. Any duly authorized representative(s) of City shall have access to such records for the purpose of inspection, audit, and copying at reasonable times during Consultant’s usual and customary business hours. Consultant shall provide proper facilities to the City’s representative(s) for such access and inspection.
10. Ownership of Documents. Title to all final documents, including drawings, specifications, data, reports, summaries, correspondence, photographs, computer software (if purchased on the City’s behalf), video and audio tapes, software output, and any other materials with respect to work performed under this Agreement shall vest with City at such time as City has compensated Consultant, as provided herein, for Services rendered by Consultant in connection with which they were prepared. City agrees to hold harmless and indemnify Consultant against all damages, claims, lawsuits, and losses of any kind including defense costs arising out of any use of said documents, drawings, and/or specifications on any other project without written authorization of the Consultant. The provisions of this Section 4 shall survive the termination of this Agreement for any reason.
11. Confidentiality. All work product prepared and performed by and on behalf of Consultant in connection with Services performed pursuant to this Agreement shall be kept confidential and shall be disclosed only to the City, unless otherwise provided by law or expressly authorized by the City. Consultant shall not disclose or permit the disclosure of any confidential information acquired during performance of Services, except to its agents, employees and subcontractors who need such confidential information in order to properly perform their duties relative to this Agreement. Consultant shall also require its subcontractors to be bound to these confidentiality provisions.
12. Conflicts of Interest. Consultant represents that neither Consultant nor any of its employees have an improper interest, present or contemplated, in Services which would affect Consultant’s or its employees’ performance of Services and the work product produced. Consultant further warrants that neither Consultant nor any of its employees have real property, business interests or income that will be affected by Services. Consultant covenants that no person having any such interest, whether an employee or subcontractor shall perform Services under this Agreement.
During the performance of Services, Consultant shall not employ or retain Services of any person who is employed by City or a member of any City board, commission, committee, or other legislative or recommending body.
13. City’s Right to Employ Other Consultants. This Agreement and performance of Services are non-exclusive and City reserves the right to employ other consultants in connection with Services while this Agreement is in effect.
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14. Termination of Agreement. This Agreement shall terminate as provided in Section 3, unless terminated earlier pursuant to the following:
a. Termination by City or Consultant: For Convenience. Either party may, at their discretion, terminate this Agreement for convenience and without cause upon ninety (90) days prior written notice to the other party. Upon receipt of a termination notice pursuant to this subsection, Consultant shall promptly discontinue all Services affected, unless the notice directs otherwise.
b. Termination by City or Consultant: For Cause. Either party may terminate this Agreement upon ten (10) days prior written notice to the other party of a material breach, and a failure within that time period to cure or commence reasonable steps to cure the breach. c. Compensation to Consultant Upon Termination. Consultant shall be paid compensation for Services satisfactorily performed prior to service of the written notice of termination. As to any phase partially performed but for which the applicable portion of Consultant's compensation has not become due, Consultant shall be paid the reasonable value of its Services provided. However, in no event shall such payment when added to any other payment due under the applicable part of the work exceed the total compensation of such part as specified Section 4. In the event of termination due to Consultant’s failure to perform in accordance with the terms of this Agreement through no fault of the City, and City may withhold an amount that would otherwise be payable as an offset to the City's damages caused by such failure. d. Effect of Termination. Upon termination of this Agreement, Consultant shall: (i) promptly discontinue all Services affected, unless the notice of termination directs otherwise; and (ii) deliver or otherwise make available to the City, without additional compensation, all work product and/or deliverables accumulated by Consultant in performing this Agreement, whether completed or in process. Consultant may not refuse to provide such work product for any reason whatsoever.
e. Non-Appropriation; Lack of Available Funds. The parties acknowledge Services to be performed under this Agreement are expected to extend beyond the City’s budgeted fiscal year.
If, during the term of this Agreement, or any renewal term, as applicable, City budget does not appropriate sufficient funds for this Agreement, then City may elect to terminate this Agreement, at its sole discretion, by giving thirty (30) days' prior written notice of termination to Consultant.
Upon termination of the Agreement under this section, City shall have no further liability to pay any funds to Consultant or to furnish any other consideration under this Agreement, and Consultant shall not be obligated to perform any provisions of this Agreement or to provide services intended to be funded pursuant to this Agreement. If partial funds are appropriated or provided, City shall have the option to either terminate this Agreement with no liability to City or offer an amendment to Consultant to reflect the reduced amount. City represents and warrants that (i) as of the Effective Date, it has appropriated the funds for this Agreement for the current fiscal year and (ii) it shall not use the foregoing right to terminate for non-appropriation as a means to terminate for convenience. Consultant’s assumption of risk of possible non-appropriation is part of the consideration for this Agreement. City budget decisions are subject to the discretion of the City Council.
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15. Insurance. Consultant shall satisfy the insurance requirements set forth in Exhibit B.
16. Indemnity and Defense. Consultant hereby agrees to indemnify, defend and hold the City, its officials, officers, employees, agents, and volunteers harmless from and against all claims, demands, causes of action, actions, damages, losses, expenses, and other liabilities, (including without limitation reasonable attorney fees and costs of litigation) of every nature arising out of or in connection with the alleged or actual acts, errors, omissions or negligence of Consultant or its subcontractors relating to the performance of Services and the safeguarding of any financial data and information obtained from City necessary to perform Services described herein to the fullest extent permitted by law, unless the injuries or damages are the result of the City's sole negligence or willful misconduct, subject to any limitations imposed by law. Consultant and City agree that said indemnity and defense obligations shall survive the expiration or termination of this Agreement for any items specified herein that arose or occurred during the term of this Agreement.
17. Compliance with Laws, Rules, and Regulations. Services performed by Consultant pursuant to this Agreement shall be performed in accordance and full compliance with all applicable federal, state, and city laws and any rules or regulations promulgated thereunder.
18. Assignment. Neither this Agreement nor any duties or obligations hereunder shall be assignable by Consultant without the prior written consent of the City. In the event of an assignment to which City has consented, the assignee shall agree in writing to personally assume and perform the covenants, obligations, and agreements herein contained. In addition, Consultant shall not assign the payment of any monies due 38 Section 8, Item 8D. 5 Consultant from City under the terms of this Agreement to any other individual, corporation or entity. City retains the right to pay any and all monies due Consultant directly to Consultant.
19. Form and Service of Notices. Any and all notices or other communications required or permitted by this Agreement or by law to be delivered to, served upon, or given to either party to this Agreement by the other party shall be in writing and shall be deemed properly delivered, served or given by one of the following methods: a. Personally delivered to the party to whom it is directed. Service shall be deemed the date of delivery. b. Delivered by e-mail to a known address of the party to whom it is directed provided the e-mail is accompanied by an acknowledgment of receipt by the other party. Service shall be deemed the date of acknowledgement. c. Delivery by a reliable overnight delivery service, ex., Federal Express, receipted, addressed to the addressees set forth below the signatories to this Agreement. Service shall be deemed the date of delivery. d.
Delivery by deposit in the United States mail, first class, postage prepaid. Service shall be deemed delivered seventy-two (72) hours after deposit.
20. Entire Agreement. This Agreement, including the Exhibits and any other attachments, represents the entire Agreement between City and Consultant and supersedes all prior negotiations, representations or agreements, either written or oral with respect to the subject matter herein. This Agreement may be amended only by written instrument signed by both City and the Consultant.
21. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective successors and assigns.
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22. Severability. In the event any term or provision of this Agreement is declared to be invalid or illegal for any reason, this Agreement will remain in full force and effect and will be interpreted as though such invalid or illegal provision were not a part of this Agreement. The remaining provisions will be construed to preserve the intent and purpose of this Agreement and the parties will negotiate in good faith to modify any invalidated provisions to preserve each party’s anticipated benefits.
23. Applicable Law and Interpretation and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. The language of all parts of this Agreement shall, in all cases, be construed as a whole, according to its fair meaning, and not strictly for or against either party. This Agreement is entered into by City and Consultant in the County of Tulare, California. Consultant shall perform Servicesrequired under this Agreement in the County of Tulare, California.
24. Amendments and Waiver. This Agreement shall not be modified or amended in any way, and no provision shall be waived, except in writing signed by the parties hereto. No waiver of any provision of this Agreement shall be deemed, or shall constitute, a waiver of any other provision, whether or not similar, nor shall any such waiver constitute a continuing or subsequent waiver of the same provision. Failure of either party to enforce any provision of this Agreement shall not constitute a waiver of the right to compel enforcement of the remaining provisions of this Agreement.
25. Third Party Beneficiaries. Nothing in this Agreement shall be construed to confer any rights upon any party not a signatory to this Agreement.
26. Execution in Counterparts. This Agreement may be executed in counterparts such that signatures may appear on separate signature pages. A copy or an original, with all signatures appended together, shall be deemed a fully executed Agreement.
27. Alternative Dispute Resolution. If a dispute arises out of or relating to this Agreement, or the alleged breach thereof, and if said dispute cannot be settled through negotiation, the parties agree first to try in good faith to settle the dispute by non-binding mediation before resorting to litigation.
The mediator shall be mutually selected by the parties, but in case of disagreement, the mediator shall be selected by lot from among two nominations provided by each party. All costs and fees required by the mediator shall be split equally by the parties, otherwise each party shall bear its own costs of mediation. If mediation fails to resolve the dispute within thirty (30) days, either party may pursue litigation to resolve the dispute. Demand for mediation shall be in writing and delivered to the other party to this Agreement.
A demand for mediation shall be made within a reasonable time after the claim, dispute or other matter in question has arisen. In no event shall the demand for mediation be made after the date when commencement of legal or equitable proceedings based on such a claim, dispute or other matter in question would be barred by California statues of limitations.
28. Non-Discrimination. Consultant shall not discriminate based on any protected class under federal or State law in the provision of Services or with respect to any Consultant employees or applicants for employment. Consultant shall ensure any subcontractors are bound to this provision.
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A protected class includes, but is not necessarily limited to race, color, national origin, ancestry, religion, age, sex, sexual orientation, marital status, and disability.
29. Performance Requirements. Notwithstanding, and in addition to the provisions of Section 17 of this Agreement, if Services performed hereunder are not in conformity with the requirements of this Agreement and other pertinent documents, City shall have the right to require Consultant to correct the work in conformity with the requirements of this Agreement at no additional increase in the payment to Consultant. Consultant shall promptly correct the work rejected by City for failing to conform to the requirements of the Agreement. Remedy for non-compliance or non-performance shall commence within 24 hours of notice. City shall also have the right to require Consultant to take all necessary steps to ensure future performance of Services in conformity with the requirements of this Agreement. In the event Consultant fails to correct the work or fails to take necessary steps to ensure the future performance of Services in conformity with the requirements of this Agreement, City shall have the right to immediately terminate this Agreement for default.
NOW, THEREFORE, City and Consultant have executed this Agreement on the date(s) set forth below:
NBS GOVERNMENT FINANCE GROUP CITY OF TULARE
Sara Mares, Chief Operating Officer Marc Mondell, City Manager
APPROVED AS TO FORM ATTEST
Mario U. Zamora, City Attorney Marc Mondell, City Clerk By: Melissa Wilcox
Chief Deputy City Clerk
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Exhibit A – Scope of Services & RFP Response
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Exhibit B – Insurance Requirements
CSJVRMA Category 1 Non-Technology Professional Services Prior to commencement of the Services, Consultant shall take out and maintain at its own expense the insurance coverage required by this Exhibit B. Consultant shall cause any subcontractor with whom Consultant contracts for the performance of Services pursuant to this Agreement to take out and maintain equivalent insurance coverage. Said insurance shall be maintained at all times during Consultant’s performance of Services under this Agreement, and for any additional period specified herein.
i. Commercial General Liability.
a. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than one million dollars ($1,000,000) per occurrence, two million dollars ($2,000,000) general aggregate, and one million dollars ($1,000,000) products and completed operations aggregate for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. Consultant’s general liability policies shall be primary and shall not seek contribution from the City’s coverage, and be endorsed using Insurance Services Office form CG 20 10 (or equivalent) to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies.
For construction projects, an endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37 (or equivalent), is also required.
b. Any failure to comply with reporting provisions of the policies by Consultant shall not affect coverage provided the City.
c. Coverage shall state that Consultant insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability. d. Coverage shall contain a waiver of subrogation in favor of the City.
ii. Business Automobile Liability. Consultant shall provide auto liability coverage for owned, non-owned, and hired autos using ISO Business Auto Coverage form CA 00 01 (or equivalent) with a limit of no less than one million dollars ($1,000,000) per accident. The policy shall be endorsed to name the City and its officers, officials, employees, and agents shall as additional insureds. Coverage shall provide and be endorsed with a waiver of subrogation in favor of the City. If the Consultant does not own any autos, coverage for non-owned and hired autos shall be provided. If Consultant does not own any autos, coverage for non-owned and hired autos shall be provided. iii. Workers’ Compensation and Employers’ Liability – Statutory. Consultant shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance with limits of at least one million dollars ($1,000,000) each accident or disease. Consultant
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shall submit to City, along with the certificate of insurance, a waiver of subrogation endorsement in favor of City, its officers, agents, employees, and volunteers. Proof of Worker’s Compensation is not required if Consultant provides written verification that they have no employees.
iv. All Coverages.
a. It shall be a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured.
Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named insured; whichever is greater. No representation is made that the minimum insurance requirements of this agreement are sufficient to cover the obligations of the Contractor under this agreement.
b. Each insurance policy required by the agreement shall be endorsed to state that coverage shall not be suspended, voided, cancelled, or reduced in limits except after thirty (30) days' prior written notice has been given to the City, except that ten (10) days’ prior written notice shall apply in the event of cancellation for nonpayment of premium. If a carrier will not provide the required notice of cancellation, the Consultant shall provide written notice to the City of a cancellation no later than five (5) business days before cancellation.
c. All self-insurance, self-insured retentions, and deductibles must be declared and approved by the City.
d. Evidence of Insurance - Prior to commencement of work, the Consultant shall furnish the City with certificates, additional insured endorsements, and waivers of subrogation evidencing compliance with the insurance requirements above. The Consultant must agree to provide complete, certified copies of all required insurance policies if requested by the City.
e. Acceptability of Insurers - Insurance shall be placed with insurers admitted or approved in the State of California and with an AM Best rating of A- VII or higher. v. Ancillary Coverages.
a. Professional Liability Insurance. Contractor shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing the Services to be rendered in connection with this Agreement, in the minimum amount of two million dollars ($2,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement, and Contractor agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.
CITY OF TULARE
Proposal for:
Development Impact Fee Update
and Nexus Study
February 17, 2026
nbsgov.com
Aerial view of City of Tulare
via Google Earth
helping communities
fund tomorrow since 1996
Exhibit A – Scope of Services & RFP Response
32605 Temecula Parkway, Suite
316 Temecula, CA 92592
Toll free: 800.676.7516
nbsgov.com
February 17, 2026
Jason Bowling
Chief Technology Officer
City of Tulare
411 East Kern Avenue
Tulare, CA 93274
RE: Proposal for Development Impact Fee Update and Nexus Study Dear Jason,
By updating its Development Impact Fee (DIF) program, the City is ensuring that infrastructure keeps pace with community needs and that new development contributes its fair share.
Impact fee programs today must balance legal compliance, fiscal sustainability, and stakeholder understanding. With evolving state legislation and heightened expectations from developers and the public, Tulare’s multi-phase DIF update requires a consultant who combines technical expertise with the ability to communicate clearly with staff, decision makers, and the community.
NBS Government Finance Group brings extensive experience preparing Development Impact Fee studies for California cities, counties, and special districts. Our work is grounded in legally compliant methodology, clear documentation, and practical fiscal insight. We help agencies implement impact fee programs that are both defensible and understandable.
If selected, NBS will guide the City through a structured and transparent process aligned with the City’s desired phasing—launching Phase 1 immediately and coordinating Phases 2 and 3 with the City’s pavement management, facility assessment, and water and sewer rate studies as appropriate.
We have reviewed the Request for Proposals and agree to comply with all stated terms and conditions.
NBS understands the scope of work outlined in the RFP and is fully capable of performing all required services. This proposal shall remain valid for not less than ninety (90) days from the date of submittal.
Our full legal name, state of incorporation, location of office(s), and background and other, general information, including the size of the organization, and years in business can be found in Section 1 of the enclosed proposal document, “Company Overview”
With NBS as your partner, the City of Tulare will receive a Impact Fee Study that continues to support the City’s long-term capital needs and future growth.-term capital needs and future growth.
Sincerely,
Nicole Kissam Sara Mares, Authorized Signer
Director Chief Operating Officer
TABLE OF CONTENTS
1 | COMPANY OVERVIEW .................................................................................................................. 1 2 | SCOPE OF WORK .......................................................................................................................... 4 3 | PERSONNEL ................................................................................................................................ 12 4 | SUBCONSULTANTS ..................................................................................................................... 14 5 | ORGANIZATIONAL CHART ........................................................................................................... 15 6 | REFERENCES ............................................................................................................................... 16 7 | COST PROPOSAL ......................................................................................................................... 18 8 | CONTRACT TERMINATIONS ........................................................................................................ 21 9 | CONFLICT OF INTEREST DISCLOSURE .......................................................................................... 22 10 | DEVIATIONS FROM THE RFP ..................................................................................................... 23 APPENDIX | RESUMES ...................................................................................................................... 24
*
Pumpkin Hollow Bridge, Tulare CA
Proposal for City of Tulare NBS | 1
Financial Consulting Group
1 | COMPANY OVERVIEW
The NBS Financial Consulting Group ensures robust fees and cost recovery mechanisms are in place.
Our expert consultants help our public agency clients navigate the challenges inherent with these processes.
We are stalwart advocates for our public agency clients to ensure cost recovery strategies and fee structures are well-vetted and fit the agency’s policy goals. We are often called upon to present complex issues to councils, boards and interested parties, as well as teach educational seminars on these topics.
We have vast experience with public agencies of all types, as well as a broad range of complicated fee structures. We leverage our in-depth understanding of the laws, codes and regulations affecting local governments, including Propositions 26 and 218, to support our clients.
We focus on cost recovery and enhancing revenue streams, leveraging our experience with a wide variety of tools such as cost allocation plans as well as user, regulatory and development impact fees that fund programs, services and infrastructure.
NBS" AT-A-GLANCE: HELPING COMMUNITIES FUND TOMORROW
30 In
Business
YEARS
100
ESOP
NBS is a 100%
employee-owned
S-Corporation
NBS HEADQUARTERS Q 32605 Temecula Pkwy I Suite 316
Temecula, CA 92592
SAN FRANCISCO REGIONAL OFFICE
870 Market Street I Suite 1223
San Francisco, CA 94102
• CONTACT
~ Nicole Kissam I 800.676.7516
[email protected]
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Finance Group EMPLOYEES
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Sara Mares, Chief Operating Officer
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Since 1996, NBS has supported California
municipalities with the implementation
and ongoing administration of local
funding tools.
We provide a full range of cost and revenue
consulting services, including User and
Regulatory Fee Studies, Overhead Cost
Allocation Plans, Development Impact Fee
Studies, Fis ca 11 m pact Analysis, Utility Rate
Studies, Short and Long-Term Financial
Plans and Projections, formation and
administration of Special Financing Districts
(SFDs). Across all practice areas, we have
worked with more than 500 public agencies
to date, including cities, counties, school
districts, utilities, and special districts.
Proposal for City of Tulare NBS | 2
How NBS Stands Out
NBS’ Overview of Rates, Fees and Charges. We believe in continuing education, not only for our own team, but also for our clients and municipal staff.
As industry leaders, we have a unique set of qualifications and experience in the work we perform. In that regard, we have published four booklets on related industry topics that can be downloaded at no charge at www.nbsgov.com/insights (click on NBS Publications). For a hard copy, please call 800.676.7516 or email [email protected]
Rates, Fees and Charges Compendium has received high regard and interest from industry professionals and precisely relates to the City’s current needs.
Additional NBS publications include:
Special Financing Districts (SFDs) has been credited as the best publication on SFDs in a decade by prominent industry
professionals.
Stormwater: A Ten-Step Funding Plan addresses the spectrum of stormwater needs in California. We have been asked to present this funding topic at CSMFO and FMA.
Community Facilities Districts (CFDs) explains this robust funding and financing tool for local governments.
Specialized Impact Fee Expertise Through NBS and Colgan Consulting Corporation I Communities across California face the challenge of planning for growth while ensuring new development contributes fairly to the infrastructure residents rely on. Colgan Consulting Corporation understands how difficult it can be for public agencies to navigate complex impact fee requirements and produce studies that are both defensible and easy for stakeholders to understand.
Founded in 2004 and based in Sacramento, Colgan Consulting has spent 14 years focused on development impact fee consulting for cities, counties, and special districts. Led by President and Lead Consultant Joseph Colgan, who brings 28 years of specialized experience in California impact fee studies, the firm provides agencies with expert guidance rooted in deep regulatory knowledge and practical experience.
Colgan’s partnership with NBS further enhances its ability to support agencies across the full spectrum of fee program development. By combining NBS’s broad municipal finance capabilities with Colgan’s specialized expertise, the partnership offers clients comprehensive, coordinated support in evaluating infrastructure needs, understanding growth-related costs, and adopting equitable, legally compliant fee programs. Together, Colgan and NBS serve as a trusted advisory team helping California communities plan confidently and sustainably for the future.
Proposal for City of Tulare NBS | 3
Impact Fee Experience
NBS as a firm has provided Development Impact Fee Study services for 15 years, and Colgan Consulting for more than 30 years. Since 2018, NBS and Colgan Consulting have worked exclusively together on many Development Impact Fee studies. The following table reflects a sampling of municipal agencies for whom NBS and Colgan Consulting have completed Development Impact Fee studies in the past five (5) years:
TYPE OF IMPACT FEE
Agency Park Land /
Improvements
Public
Safety
Public
Buildings
Roads /
Traffic
Storm
Drain
Water /
Sewer
City of Brisbane
City of Carlsbad
City of Chowchilla
City of Covina
City of Eastvale
City of Encinitas
City of Grass Valley
City of Indio
City of La Quinta
City of Orland
City of Rancho Cucamonga
City of Redmond (WA)
City of Rocklin
City of San Leandro
City of Sunnyvale
City of Victorville
City of Visalia
City of Watsonville
City of Wildomar
East Contra Costa Fire Protection District
Groveland CSD
Hughson Fire Protection District
Lathrop Manteca Fire District
Moraga Orinda Fire District
Rancho Cucamonga Fire District
Sacramento Metropolitan Fire District
Town of Ross
Proposal for City of Tulare NBS | 4
2 | SCOPE OF WORK
Project Overview and Approach
The scope of services covered by this proposal involves the work necessary to prepare a development impact fee study that complies with the requirements of the California Mitigation Fee Act (Government Code Sections 66000 et seq.), the Quimby Act (Government Code Section 66477), where applicable, and relevant case law.
Impact Fees Covered by this Proposal
The following impact fees will be addressed in this proposal:
• Fire
• General Facilities and Equipment
• Library
• Parks
• Police
• Transportation
• Storm Drainage
• Wastewater
• Water
• Groundwater Recharge
Impact Fee Calculation Methods
Laws governing impact fees, including both court decisions and the California Mitigation Fee Act (Govt. Code Sections 66000 et seq.) require that local agencies imposing fees as a condition of development approval demonstrate that there is a reasonable relationship or “nexus” between those fees and the impact of a development project on facilities to be funded by the fees.
The required nexus for impact fees, as set forth in relevant court decisions, can be thought of as having three elements:
• Need. The City must show that development creates a need for the improvements funded by impact fees;
• Benefit. The City must show that development derives a benefit from the provision of improvements funded by impact fees, and:
• Proportionality. The City must show that the fees charged to a development project are proportional to the impact of that project on facilities funded by the impact fees.
The “reasonable relationship” requirements contained in Section 66001 of the California Mitigation Fee Act address the same elements in different language.
Although it is not mandatory, our approach adopts the nomenclature used in the Impact Fee Nexus Study Templates prepared by the Terner Center for Housing Innovation at UC Berkeley to describe impact fee calculation methods. Those templates were prepared for The California Department of Housing and Community Development pursuant to Section 50466.5 of the Health and Safety Code.
Planned Facility Method. With this method, impact fees are calculated so that new development will pay for the planned expansion of facilities at the future standard attributable to new development. To calculate Proposal for City of Tulare NBS | 5
the cost per unit of demand, the cost of planned facilities is divided by the amount of demand that will be created by new development. The impact fees depend on the cost of planned future facilities and a plan for future development, so the fees should be recalculated if facility plans or development plans change.
Existing Inventory Method. With this method, impact fees are calculated so that new development will fund expansion of facilities at the same standard currently used to serve existing development. To calculate the cost per unit of demand, the value of existing facilities is divided by the amount of demand associated with existing development. This approach can be used to calculate impact fees for many types of public facilities but is usually not appropriate for facilities such as transportation improvements or water, wastewater or drainage systems where improvement needs must be determined by engineering analysis.
System Plan Method. With this method, impact fees are calculated so that new development pays for its share of the cost of an integrated system of facilities at the future standard attributable to new development. To calculate the cost per unit of demand, the value of existing facilities plus the cost of planned facilities is divided by the combined demand associated with both existing development and planned development. This approach is especially appropriate for impact fees for fire protection and EMS facilities because new facilities must be planned to integrate geographically with existing facilities.
Any one of these methods may be used to calculate impact fees for a particular type of facility. The choice of an appropriate method may depend on, requirements of the Mitigation Fee Act, the availability of information and how the impact of development is to be measured.
Important Recent Developments
Our work plan will incorporate review and discussion of requirements of several new laws enacted by the State of California as well as recent and pending court decisions affecting impact fees such as:
• SB 330 - The Housing Crisis Act of 2019 which prohibits the imposition of new approval requirements on a housing development project once a preliminary application has been submitted. • AB 1483 – Housing Data: Collection and Reporting which requires that a city, county or special district must post on its website a current schedule of its fees and exactions, as well as associated nexus studies and annual reports. Updates must be posted within 30 days. • SB 13 – Accessory Dwelling Units which prohibits the imposition of impact fees on accessory dwelling units (ADUs) smaller than 750 square feet and to require that impact fees for ADUs of 750 square feet or more must be proportional to the square footage of the primary dwelling unit. • AB 602 – Amendments to the Planning and Land Use Law and the Mitigation Fee Act which imposes several new requirements for impact fees that went into effect in 2022. Read our article here for a summary of implications:
• Recent and pending court decisions affecting impact fees, such as:
o Boatworks LLC vs. City of Alameda
o Walker v. City of San Clemente
o Hamilton and High v. City of Palo Alto
o Sheetz v. County of El Dorado
Proposal for City of Tulare NBS | 6
Information to be Provided by the City
The work to be performed by the Consultant on this impact fee study will depend heavily on information to be provided by the City. Among the types of information that may be needed by the Consultant for this study are:
• The current General Plan, Housing Element, and any specific plans or other relevant planning studies • Data on the amount of existing development and planned future development in the study area, by land use type
• The Capital Improvement Program, level of service policies, facility master plans and other facility planning data, plus inventories of existing facilities, vehicles and equipment of types to be funded by impact fees
• Cost estimates for land, capital improvements, vehicles, and/or equipment to be funded by impact fees
• Information on capital improvement funding sources and financing plans and any outstanding debt related to existing capital facilities
This proposal assumes that all information needed to perform the work covered by the scope of this proposal will be provided by the City or is readily available from other sources such as the U.S. Census Bureau or the California Department of Finance. The specific scope of services offered in this proposal is defined by the tasks described in the work plan that follows. That scope excludes legal, engineering, architectural, cost estimating and appraisal services.
Detailed Work Plan
We understand the City intends to conduct the study in three phases over a period of twelve to eighteen months as follows:
• Phase 1: Parks, Library, Fire
• Phase 2: Police, General Facilities, Transportation
• Phase 3: Water, Sewer, Groundwater, Stormwater
The following tasks comprise the detailed work plan for this impact fee study. The work plan is the same for each phase; it is only the project timeline for each phase that will change. These tasks represent the typical requirements of an impact fee study and may be adjusted to meet the needs of this project.
TASK 1: KICKOFF MEETING/PROJECT INITIATION
To kickoff this study, the Project Manager will attend a kickoff meeting with key City staff and carry out other activities required to initiate the study, including:
• Discuss the goals, work plan and schedule for the project • Establish coordination, communication and reporting procedures • Conduct initial interviews with key City staff members • Evaluate available information resources
• Review the existing impact fee program and identify any issues of concern to the staff, City Council or stakeholders
• Assess the City’s current development patterns and growth potential Also upon project initiation, we plan to review impacts and explore methodology options relating to fee programs as a result of recent legislative changes such as AB 602 and legal decisions such as Sheetz v.
Proposal for City of Tulare NBS | 7
County of El Dorado. We request the City involve legal counsel at this time to assist in discussion and direction setting for the study that will best serve the City’s needs.
TASK 2: COMPILE DATA ON EXISTING AND FUTURE DEVELOPMENT In this task, the Consultant will collect, review, organize and analyze data on existing and future development in the City and compile it in a form useful for this study. Steps in that process may include:
• Establish boundaries of the study area to be used in the analysis (e.g., existing City vs. sphere of influence)
• Define the breakdown of land use types to be used in the study • Analyze land use data provided by the City to establish a baseline of existing development and a forecast of future development by land use type
• Identify demand variables and specify demand factors that will be used to represent the impact of development in the impact fee calculations
• Prepare development data tables to incorporate into the fee calculation model and the study report TASK 3: FACILITY NEEDS ANALYSIS
Using forecasts of future development from Task 2, the Consultant will review the Capital Improvement Program and facility master plans and work with staff to identify new facilities, facility expansions, vehicles and equipment needed to serve future development. Steps in that process will include the following:
• Review adopted level-of-service standards and actual service levels for relevant facility types • Work with City staff to identify the operative level-of-service standard to be used in the impact fee analysis for each facility type
• Identify any existing deficiencies or available capacity relative to the selected level of service standard
• Project the additional service demand that will be created by new development, based on selected service levels
• Translate service demand into facility needs by facility type • Compile cost estimates for relevant facilities and other assets • Identify costs eligible for impact fee funding
TASK 4: IMPACT FEE ANALYSIS
Using the information developed in Tasks 2 and 3, we will conduct the impact fee analysis and calculate impact fees by land use type for each type of facility addressed in the study. That process typically includes these steps:
• Review the methods used to calculate existing impact fees and consider alternative methods where appropriate
• A critical new requirement of AB 602 (Govt. Code Section 66016.5) is that residential impact fees must be calculated proportionately to the square footage of units unless another method is justified by specific findings. We will work with the City early in the study process to determine the most appropriate way to satisfy that requirement
• Construct a spreadsheet fee calculation model incorporating data on existing and future development, demand factors and costs for land, buildings and other capital assets relevant to the fee calculations
• Specify formulas in the model to allocate facility costs in proportion to the impact of new development by land use type
Proposal for City of Tulare NBS | 8
• Calculate a cost per unit of service for each facility type • Convert the cost per unit of service into a schedule of impact fees per unit of development, by development type
• Project potential revenue from the proposed fees
Throughout this task, the project team will recommend opportunities for additional fees, opportunities to streamline the existing fee program, best practices applicable to the fee program, and options for changes to the City’s fee program.
TASK 5: FEE COMPARISON
Policy makers often desire a comparison of fee amounts to neighboring jurisdictions. A comparison can ensure a smoother implementation process and provide a sense of market sensitivity and potential impacts to economic development. NBS will utilize their industry expertise comparing similar impact fees in up to five (5) neighboring and comparable communities. Steps to complete the comparison include:
• Select a list of communities and approve with City staff • Download respective fee schedules and supporting studies from the Internet • Make a reasonable attempt to contact agencies to obtain information if needed • Work with the City to determine whether the best approach for comparison is to • compile a comparison of fee categories and amounts for the most readily comparable fee items that match the City’s existing and/or proposed impact fees, or • Use a development prototyping approach for the comparison, where approximately five common development projects are chosen to demonstrate a comparison of impact fee mounts for each project
We will work with the City to develop the best approach to the fee comparison depending on preference and data available.
TASK 6: DRAFT AND FINAL STUDY REPORTS
The impact fee study report will explain the data, methodology and formulas used in the fee calculations and document the nexus between the proposed fees and the impacts of development for each type of impact fee calculated in the study.
As the study progresses, the Consultant will submit preliminary drafts of portions of the study report for review and comment by City staff. Once all sections are in draft form, an administrative draft of the entire study report, incorporating any previous staff comments, will be submitted for review. Then a final draft document will be prepared for the City Council and public review. If necessary, additional changes will be incorporated into the final study report.
The study report will include the following components:
• An Executive Summary including summary impact fee tables • A chapter discussing the legal requirements for impact fees and methods used to calculate the fees • A chapter presenting data on existing and future development in the study area and the factors used to measure the impacts of development on individual facility types • A separate chapter for each type of fee presenting the data and methodology used in the analysis, a detailed explanation the impact fee calculations, and documentation of the nexus • A chapter on implementation recommendations, covering steps needed to comply with the Mitigation Fee Act through proper administration of the impact fees, including but not limited to:
Proposal for City of Tulare NBS | 9
• Findings and enactment of fees
• Collection and expenditure of fees
• Accounting and reporting requirements
• Administrative appeals, waivers, and exemptions
• Credits and reimbursements for developer-provided facilities • Updating and indexing the fees
• Recovery of administrative costs for the impact fee program Deliverables include: (1) Preliminary chapter drafts; (2) a complete draft report for staff review; (3) a final draft report for City Council and public review; (4) the final report. All drafts and the final report will be submitted electronically in .pdf format.
TASK 7: MEETINGS AND PRESENTATIONS
Meetings with City staff: The detailed work plan described above includes sufficient meetings with staff throughout the course of the Study to assist in development of draft results. We will meet with staff as needed to complete the scope of work. Meetings of the following nature required to develop the final report will be managed remotely utilizing video conferencing tools as needed:
• Kick Off meeting
• Data collection and clarification meetings to obtain and clarify information • Review of findings
Public Presentations of Results: For presentation of the Final Report the City Council, committees, or community stakeholders, we are available for either in-person or remote presentations. The consulting team will prepare presentation materials, conduct meetings to communicate outcomes, and facilitate an understanding of the Study’s results and its implications for the City.
For each phase of the project, this proposal includes the cost of up to four (4) remotely conducted, and two (2) in person meetings for presentation of results.
Proposal for City of Tulare NBS | 10
PROJECT SCHEDULE FOR THE CITY OF TULARE
Here is an overview of our project timeline, which aligns with the City's goal to finish all three phases within 12–18 months. The detailed schedule and task timing will be addressed at the kick-off meeting for each phase of the project.
Phase 1 for Parks, Library, and Fire fees will be completed within four to six months from the contract authorization date, estimated around April 2026.
Phase 2 for Police, General Facilities, and Transportation can begin during or shortly after the public adoption of Phase 1, depending on the City's choice. The timeline should require four to six months, with an estimated start date of September 2026. Note that the availability of engineering estimates for transportation demand created by new development and capital projects and their cost estimates needed to serve new development will influence the timeline requirement for this phase of the project.
PHASE 1: PARKS, LIBRARY, AND FIRE
Activity
1 • Kickoff Meeti ng/ Project Initiation
2 • Compile Data on Exi sting and Future Development
3 • Facility Need:s Analysi s
4 • Impact Fee Analysi s
5 • Fee Compari son
5 • Draft and Fin,al Study Reports
6 • Meetings and Presentations
PHASE 2: POLICE, GENERAL FACILITIES, AND TRANSPORTATION Activity
1 • Kickoff Meeting/ Project Initiation
2 • Compile Data on Exi sting and Future Development
3 • Facility Needs Analysi s
4 • Impact Fee Analysi s
5 • Fee Compari son
5 • Draft and Final Study Reports
6 . M eeti ngs and Presenta ti ons
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Proposal for City of Tulare NBS | 11
Phase 3 for Water, Sewer, Groundwater, and Stormwater will likely require a full six months to complete given the complexities of utility fees and reliance on engineering criteria and capital plans to support calculation of the fees. The timeline below estimates a start date of approximately February of 2027.
PHASE 3: WATER, SEWER, GROUNDWATER, AND STORMWATER
Activity
1 • Kickoff Meeting/ Project Initiation
2 • Compile Data on Exi sting and Future Development
3 • Facility Needs Analysi s
4 • Impact Fee Analysi s
5 • Fee Compari son
5 • Draft and Final Study Reports
6 • Meetings and Presentations
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Proposal for City of Tulare NBS | 12
3 | PERSONNEL
The following is an overview of the consulting team proposed to manage and complete the work plan steps noted for this engagement. Staff and consultants assigned to this project will work through our Temecula office, ensuring accessible, dedicated, and locally based project leadership.
NBS employs a staff of 52 professionals with extensive experience in the fields of finance, management, engineering, and local governance who combine their knowledge to produce a synergy that results in maximum success and minimum risk. We work with our clients as partners by developing an intricate knowledge of their needs and responding with strategic and timely solutions. While our team members are engaged in a variety of ongoing projects, we are able to provide the services requested within the required timeline. In order to preserve our on-going commitment to excellent client service, we do not propose or contract for more work than we can reasonably accomplish or complete.
NICOLE KISSAM, PROJECT MANAGER
Role and Responsibilities: Nicole Kissam is based in our Southern California offices, and she will provide leadership on this project including serving as the primary point of contact for the City‘s staff and directing the work efforts of our project team. Nicole will be fully conversant in all findings and available for public events as needed. She will assist Joe Colgan in all aspects of project design and analysis and provide seniorlevel technical analysis throughout the project.
Work Experience: Nicole Kissam is a Director of the NBS Financial Consulting Group. She has nearly 25 years of experience as a financial consultant to the public sector and has managed many impact fee studies for both large and small agencies. Nicole has been a financial and management consultant to California’s local governments for most of her career, specializing in impact fee analysis, user and regulatory fee analysis, cost allocation and grant related cost recovery, and operational improvement strategies. Prior to her career in public sector consulting, Nicole worked in a City finance department for several years, and also in marketing and public relations firms. Nicole holds a Bachelor of Science in Business Administration from California Polytechnic State University in San Luis Obispo.
Nicole has served the City recently on a Farmland Mitigation Fee Program analysis.
ALLAN HIGHSTREET, UTILITIES SPECIALIST / SENIOR REVIEW
Role and Responsibilities: Allan Highstreet will provide senior technical review on this project as pertains to utility-specific subject matter. He will be available as needed throughout the project to assist the project team with the analysis and technical issues as they arise.
Work Experience: Allan Highstreet has 41 years of experience in the water industry where he was a senior vice president managing water resource planning and development projects for Jacobs Engineering (previously CH2M Hill). Allan’s four decades of experience includes preparing water and sewer rate and capacity fee studies, and he provides invaluable experience to the NBS project team for this engagement.
His academic background includes a BS in Agricultural Business and a MS in Agricultural Economics.
Proposal for City of Tulare NBS | 13
JOE COLGAN, COLGAN CONSULTING, IMPACT FEE SPECIALIST / SENIOR REVIEW Role and Responsibilities: Joe Colgan will work closely with NBS and other team members as the technical expert on this impact fee analysis.
Work Experience: Joe Colgan is the President of Colgan Consulting and a recognized expert in impact fee analysis with over 30 years of experience in the field. He is a professional planner with 10 years of direct experience in local government as a planner and planning director, and extensive experience in land use planning and capital facilities planning. He has served three terms on the board of the National Impact Fee Roundtable (now the Growth and Infrastructure Consortium), including one term as vice chair, and has spoken on impact fees at conferences and seminars nationally. He earned a Bachelor of Architecture degree from the University of Nebraska, Lincoln, and a Master of City Planning degree from the University of Pennsylvania.
NBS PROJECT ANALYSTS AND CONSULTANTS
Roles and Responsibilities: In addition to the team noted above, NBS has additional qualified staff that can assist this project’s leadership during times of peak workloads. Under the direction of the project manager, NBS staff are available to participate in the role of Project Analyst or Project Consultant as needed.
Work Experience: These staff add municipal finance, accounting, and financial management experience collectively to the project team. All staff at NBS have extensive applied skills in analytical software, databases, and spreadsheets, as well as a minimum of a Bachelor’s level degree from an accredited university.
STEPHANIE PARSON, CLIENT SUCCESS AMBASSADOR
Role and Responsibilities: Stephanie Parson will act as a representative of our corporate commitment to providing the highest level of service. She will ensure that the City’s fundamental objectives are being met at all times.
Work Experience: Stephanie Parson is the Chief Executive Officer of NBS where she has worked on consulting projects for Special Financing Districts, including CFDs, Property and Business Improvement Districts, Landscape and Lighting Districts, Benefit Assessment Districts, 1913 Act Assessment Districts, and Parcel Taxes. She has more than 22 years of experience with NBS and is a Registered Municipal Advisor.
Stephanie earned her Master of Business Administration/Accounting from University of Phoenix and her Bachelor of Science in Business Administration/Finance from Montana State University.
Proposal for City of Tulare NBS | 14
4 | SUBCONSULTANTS
Colgan Consulting Qualifications
NBS and Colgan Consulting work exclusively together on impact fee studies. Joe Colgan formed Colgan Consulting in 2004, after 14 years as the principal impact fee consultant for David M. Griffith & Associates (DMG) and for MAXIMUS, Inc, which acquired DMG in 1998. Overall, he has specialized in development impact fees for more than 30 years and has prepared more than 150 impact fee studies for cities, counties, and special districts in California and five other states. Joe has a thorough understanding of the constitutional and statutory requirements for defensible impact fees, and is an expert in the technical aspects of impact analysis, fee calculation and nexus documentation.
His background includes ten years in local government as a planner and planning director, which provided him with extensive experience in land use planning and capital facilities planning. He has served three terms on the board of the National Impact Fee Roundtable (now the Growth and Infrastructure Consortium) including one term as Vice-Chair, and has spoken on impact fees at conferences and seminars nationally.
Joe’s key impact fee qualifications include:
• A thorough understanding of the legal framework for impact fees, including the Mitigation Fee Act, the Quimby Act, and constitutional requirements for defensible impact fees. • Wide-ranging expertise in the technical aspects of impact analysis, fee calculation and nexus documentation and the ability to apply innovative analytical methods to complex situations. • First-hand knowledge of a wide variety of cost allocation and fee calculation methodologies. • Experience calculating impact fees for water, sewer, transportation, and drainage systems; parks, open space and trails; community and recreation centers; libraries; police and fire facilities, and general government facilities.
• A background in land use planning and capital facilities planning, as well as direct involvement in the programming, planning, design, and construction of numerous of public facilities. • The ability to understand and interpret planning documents, facility master plans, and engineering studies.
• Knowledge of cash flow modeling and the use of discounted present value calculations to incorporate past or future debt service payments into impact fees. • Sensitivity to local political environments, and experience in productively involving stakeholders and the public in the impact fee process.
• A long record of successfully completing impact fee studies to the satisfaction of his clients and with the respect of the building industry.
Proposal for City of Tulare NBS | 15
5 | ORGANIZATIONAL CHART
The NBS staff selected to participate on this project are those most qualified based on their experience and backgrounds. Outlined below is the organizational chart for NBS’ proposed consulting team for the City.
Project Organizational Chart
As requested, full resumes for key personnel are included in the Appendix.
Project
Management
Nicole Kissam
Project Manager
Joe Colgan
Impact Fee Specialist
Senior Review
City Stakeholders, Management and Staff
Client
Services
Stephanie Parson
Client Success Ambassador
Project Analysts &
Consultants
Allan Highstreet
Utilities Specialist
Senior Review
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Proposal for City of Tulare NBS | 16
6 | REFERENCES
NBS Project History with the City of Tulare
NBS has built a strong, ongoing partnership with the City of Tulare, supporting a wide range of funding, assessment, public engagement, and policy development efforts. Our work spans multiple years and service areas—demonstrating our ability to provide consistent, reliable, and responsive support as an extension of City staff. The following projects highlight the breadth and continuity of our services for Tulare.
NBS has completed the following projects for the City of Tulare over the past 10+ years.
Service Organization
Project Description Project Dates
PBID Formation and Additional Services January 2026 – Present FIA October 2025 – Present
PBID Formation and Additional Services August 2025 - Present Public Outreach, BID Formation, and Additional Services June 2025 – Present Public Outreach and BID Formation November 2024 – Present Farmland Mitigation In-Lieu Fee Study August 2024 – June 2025 PBID Public Engagement June 2023 – Present
PBID Formation June 2023 – Present
Below is a sampling of projects and references similar in scope and magnitude to the City’s needs.
CITY OF CHOWCHILLA
DEVELOPMENT IMPACT FEE STUDY
Service Dates: June 2021 – June 2022
Approximate Project Cost: $45,000
Contact Information This project involved the preparation of a comprehensive Development Impact Fee (DIF) Study to
update the City of Chowchilla’s fee program, which had
not been fully reviewed since 2004. The study was
conducted to ensure development impact fees
accurately reflect current and planned capital
improvement needs identified in the City’s General Plan and Capital Improvement Program. The analysis
evaluates how new residential and non‑residential
development contributes to demand for public facilities and establishes legally defensible impact fees that align with state and constitutional requirements. The study
updated citywide impact fees for multiple facility
categories, including parks, public safety, streets, traffic signals, and utilities.
Mark Hamilton
Director of Community & Economic
Development
130 S. Second Street
Chowchilla, CA 93610
P: 559.665.8615 x400
E: [email protected]
NBS Project Team:
Nicole Kissam, Joe Colgan
Proposal for City of Tulare NBS | 17
CITY OF ROCKLIN
IMPACT FEE STUDY – PARK IMPROVEMENTS AND PUBLIC FACILITIES Service Dates: July 2019 – June 2022
Approximate Project Cost: $50,000
Contact Information NBS and Colgan updated Rocklin’s impact fees for park improvements, community and recreation facilities and general government facilities including Police and Fire facilities. Those fees had not been updated since 2006. We worked with a
committee consisting of the City Manager, Assistant City Manager and several department heads to identify an approach to the impact fee update, and to address the existence of a development agreement that controlled park impact fees for much of the new development in the City. We also worked closely with the City’s Finance Department to address
outstanding debt on some facilities. The project team met several times with the local building industry to answer questions about methodology and industry standards, and to resolve issues of concern to builders and developers. Impact fees based on this study were adopted by the Rocklin City Council in June 2022.
Aly Zimmerman
City Manager
3970 Rocklin Road
Rocklin, CA 95677
P: 916.625.5585
E: [email protected]
NBS Project Team:
Nicole Kissam, Joe Colgan
CITY OF VICTORVILLE
CITYWIDE DEVELOPMENT IMPACT FEE STUDY
Service Dates: 2019 – 2022
Approximate Project Cost: $80,000
Contact Information NBS completed a comprehensive study of all City impact fees, successfully adopted by City Council in June 2022. The analysis included establishment of citywide fees for water, sewer, parks, recreation centers, fire, police, general government, libraries, and roads facilities. The work of this study included
demographic data analysis, and evaluation of whether a
separate fee calculation was needed for the airport land use area of the City. Upon issuance of the draft final report, NBS represented the project during the City’s outreach process to local development community, conducted a study session with City Council, and supported staff during the adoption hearing.
Jenele Davidson, Deputy City Manager
and/or Melissa Krejckant, Public Works &
Water Administrative Manager
14343 Civic Drive
Victorville, CA 92392
P JD: 760.955.5033
P MK: 760.243.6330
E: [email protected]
E: [email protected]
NBS Project Team:
Nicole Kissam, Lauren Guido,
Joe Colgan, Allan Highstreet
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ROCKLIN CALIFORNIA
Proposal for City of Tulare NBS | 18
7 | COST PROPOSAL
NBS’ professional fees reflect the effort necessary to complete the scope of services described. This is expressed honestly and transparently through the price proposal.
NBS applied the following hourly rates to derive the overall not-to-exceed pricing for the requested scope of services. As shown further below in the Detailed Budget, travel expenses are charged in addition to hourly billings. NBS’ rates are inclusive of all costs associated with professional time, such as project management, invoicing, document production, and incidentals. These rates will apply for the duration of our contract:
Title Name Hourly Rate
Senior Review Joe Colgan
Allan Highstreet $275
Director Nicole Kissam $250
Consultant Various
(as needed) $175
Project Analyst Various
(as needed) $150
For this effort, we propose a professional fee for each phase of the project and in total as follows:
Phase Project Cost
1: Parks, Library, Fire $37,225
2: Police, General Facilities, Transportation $38,375
3: Water, Wastewater, Groundwater, Stormwater $54,200
TOTAL $129,800
A fixed fee contract amount enables the City to have full disclosure and budget for the project. The Detailed Budget, on the following page, provides estimates of hours allocated for each task and what is included in each project task. The project will be billed based on the actual hours and staff that complete the scope of services.
Proposal for City of Tulare NBS | 19
DETAILED BUDGET
PROJECT COST DETAIL I CITY OF TULARE
Task Plan
1 - Kickoff Meeting/Project Initiation
2 - Compile Data on Existing and Future Development
3 - Facility Needs Analysis
4 - Impact Fee Analysis
5 - Fee Comparison
5 - Draft and Final Study Reports
Subtotal Phase 1: Tasks 1 - 5
6 - Meetings and presentations
City Staff Tasks 1 - 6
Public Presentations
Remote, up to four (4), $750 per meeting
In-Person. up to two (2). $1,500 per meeting
Travel Expense for In-Person Meetings, NTE
Subtotal Phase 1: Meetings and Presentations
Subtotal Phase 1
PROJECT COST DETAIL I CITY OF TULARE
Task Plan
Hourly Rate
Phase 2: Police, General Facilities, Transportation
1 - Kickoff Meeting/Project Initiation
2 - Compile Data on Existing and Future Development
3 - Facility Needs Analysis
4 - Impact Fee Analysis
5 - Fee Comparison
5 - Draft and Final Study Reports
Subtotal Phase 2: Tasks 1 - 5
6 - Meetings and presentations
City Staff Tasks 1 - 6
Public Presentations
Remote, up to four (4). $750 per meeting
In-Person, up to two (2), $1,500 per meeting
Travel Expense for In-Person Meetings, NTE
Subtotal Phase 2: Meetings and Presentations
Subtotal Phase 2
consultant Labor (Hours)
Kissam Hig hstreet, NBS
Colgan Consultant/
Director Senior Project
Review Analyst
2.0 1.0 0.0
16.0 6.0 0.0
16.0 6.0 8.0
16.0 6.0 6.0
2.0 0.0 12.0
16.0 8.0 6.0
68.0 27.0 32.0
ineluded aoove
Consultant Labor (Hours)
Kissam High street, NBS
Colgan Consultant/
Senior Project
Director Review Analyst
$250 $275 $150
2.0 1.0 o.o
8.0 6.0 0 .0
20.0 8.0 8.0
18.0 10.0 6.0
2.0 0.0 12.0
16.0 8.0 6.0
66.0 33.0 32.0
included aoove
Grand Totals
Consultant
Labor
(Hours)
3.0 22.0
30.0 28.0
14.0 30.0
127.0 s
s
$
Consultant
Costs ($)
775
5,650
6,850
6,550
2,300
7,100
29,225
3,000
3,000
2,000
8,000
37,225
Grand Totals
Consultant
Labor
(Hours)
3.0 14.0
36.0 34.0
14.0 30.0
131.0 $
$
$
Consultant
Costs($)
775
3,650
8,400
8,150
2,300
7,100
30,375
3,000
3,000
2,000
8,000
38,375
Proposal for City of Tulare NBS | 20
PRESENTATIONS / ADDITIONAL SERVICES
Should the City require additional public meetings for implementation purposes other than those included within the proposed work plan and, the following rates would apply, per meeting:
• Remotely conducted meeting via Zoom or other platform: $750 per meeting • In person attendance: $1,500 plus travel expenses not to exceed $1,000 Any other additional services authorized but not included in the scope of services will be billed at the hourly rates shown above.
INVOICING
We invoice on a monthly basis, following recorded consultant time on the project, paralleling our completion of the work. At no time will we invoice for charges in excess of the fee to which the City and NBS mutually agree. Should the City specifically request additional services beyond those described in this document, we will discuss those requests and associated costs at that later time and only invoice for additional fees upon separate written authorization from the City.
PROJECT COST DETAIL I CITY OF TULARE Consultant Labor (Hours) Grand Totals Task Plan
Kissam Highstreet, NBS Consultant Colgan GJnsultant/ Labor Consultant Director Senior Project (Hours) Costs ($)
Review Analyst
Hourly Rate $250 $275 $150
Phase 3: Water, Wastewater, Groundwater, Stormwater
1 - Kickoff Meeting/Project Initiation 2.0 2.0 0.0 4.0 1.050 2 - Compile Data on Existing and Future Development 10.0 8.0 0.0 18.0 4,700 3 - Facility Needs Analysis 28.0 12.0 20.0 60.0 13,300
4 - Impact Fee Analysis 28.0 16.0 12.0 56.0 13,200
5 - Fee Comparison 2.0 2.0 16.0 20.0 3,450
5 - Draft and Final Study Reports 24.0 12.0 8.0 44.0 10,500 Subtotal Phase 3: Tasks 1 - 5 94.0 52.0 56.0 202.0 $ 46,200 6 - Meetings and presentations
City Staff Tasks 1 - 6 included above
Public Presentations
Remote, up to four (4), $750 per meeting 3,000
In-Person, up to two (2), $1,500 per meeting 3,000
Travel Expense for In-Person Meetings, NTE 2,000
Subtotal Phase 3: Meetings and Presentations $ 8,000
Subtotal Phase 3 $ 54,200
TOTAL NOT TO EXCEED PROJECT COST 228.0 112.0 120.0 460.0 $ 129,800 Proposal for City of Tulare NBS | 21
8 | CONTRACT TERMINATIONS
One contract was terminated in March 2025 when the project was approximately 70% complete. Following completion of the community outreach phase, results indicated insufficient stakeholder support to proceed with formation of the Business Improvement District. As a result, the client elected not to move forward. The client and NBS mutually agreed upon the remaining deliverables and final billing, and the contract was concluded.
Proposal for City of Tulare NBS | 22
9 | CONFLICT OF INTEREST DISCLOSURE
Conflicts of Interest
Based on the information provided in the City’s Request for Proposal, NBS does not foresee any conflicts of interest with this project.
Proposal for City of Tulare NBS | 23
10 | DEVIATIONS FROM THE RFP
Although Section E of the RFP outlines specific required elements for the proposal, the Evaluation Criteria described in Section F clearly indicate that the City will assess proposers based on additional factors, including the company’s background and qualifications, demonstrated understanding of the scope of work, and the cost proposal. To ensure full alignment with the City’s evaluation approach, this proposal incorporates a Company Overview, a detailed Scope of Work, and a Cost Proposal, even though these items are not explicitly listed within Section E’s required format. Including these sections supports a more complete and transparent submission consistent with the evaluation considerations described in Section F.
Proposal for City of Tulare NBS | 24
APPENDIX | RESUMES
This appendix contains full resumes for our key project personnel.
Proposal for City of Tulare NBS | 25
TEAM RESUME
NICOLE KISSAM | Director
EDUCATION
• Bachelor of Science, Business
Administration, California
Polytechnic State University, San
Luis Obispo
AFFILIATIONS
• California Society of Municipal
Finance Officers (CSMFO)
• Growth and Infrastructure
Consortium (GIC)
SPEAKING / MEDIA
• “Cost Allocation Plans (CAP) Best
Practices; A Discussion of CAP
Basics, Timelines, Case Studies,
and In-House vs. Vendorsupported Approaches” -
California State Association of
County Auditors (SACA)
Conference, 2021
• “A Revenue Cornucopia: One
Special District’s Approach to
Raising Revenue” - California
Special Districts Association
(CSDA), Exhibitor Series, 2020
• “Tools for Fiscal Sustainability” -
CSMFO Desert Chapter, 2020
• “Fees, Fees, and MORE FEES!?” -
California Association of
Recreation and Park Districts,
Annual Conference, 2019
• “Building Department Fees…you
need a plan” - California Building
Officials (CALBO) Annual Business
Meeting, 2018
HIGHLIGHTS
Nicole Kissam is Director of Financial Consulting for NBS. She has more than 20 years of experience in public sector consulting, city government, marketing, and public relations. Nicole specializes in cost recovery and revenue policy for California local governments.
She routinely manages projects and provides senior level technical analysis on impact fee studies, user/regulatory fee analyses, cost allocation plans, and financial plans. She has completed over 100 consulting engagements for a range of cities, counties, and special districts, including those with less than 10,000 population up to the largest in the State such as Los Angeles, Sacramento, and San Jose.
Her background also includes performance of various management audits that improved operational efficiency of development services, parks and recreation, and utility departments. Nicole is regularly invited to speak on the topics of cost recovery, fee program development, and fiscal sustainability for various prominent professional organizations in California.
RELEVANT PROJECT EXPERIENCE
• East Contra Costa Fire Protection District (ECCFPD*), Impact Fee Study and Fire Prevention Regulatory Fee Study – Completed a complex analysis of impact fees for the District, requiring the merging of several different legacy fee structures from the County and two incorporated cities served by the District.
The Study required participation with interested developers, has been successfully adopted in 2020 by the County and one incorporated city, and is pending final adoption by the second city’s Council in February 2021. NBS also developed a first Regulatory fee program for the District’s newly added fire prevention division, adopted in 2020. *Note that ECCFPD merged with Contra Costa County Fire Protection District in 2022.
• City of Indio, Citywide Development Impact Fee Study – Fees evaluated included Park Land and Improvements, Fire Protection Facilities, Police Facilities, Public Buildings, Roads and Bridges, Traffic Signals, Storm Drainage Improvements.
• City of La Quinta, Development Impact Fee Study – Fees evaluated included Parks and Recreation, Community and Cultural Centers, Library, Civic Center, Maintenance Facilities, Transportation. Adoption process involved working with local building industry associations. Fee program adopted successfully by Council in 2019.
• Los Angeles, Tree In-Lieu Fee Analysis for the Board of Public Works – Evaluated the cost of sourcing, planting, and maintaining trees paid for “in-lieu” of conditions of development for protected trees and other types of City trees.
Assisted in implementing a fee program with the Board of Public Works. • Other Recent Impact Fee Projects – Lathrop Manteca Fire District, Moraga Orinda Fire Protection District, City of Orland, Plymouth, Rancho Cucamonga, Rocklin, Town of Ross, Sacramento Metropolitan Fire District “Thanks again for
another successful fee
study. Always a pleasure
working with you and
your team.”
Greg McFann, Building Official
City of Alameda
''
''
ONBS helping communities
fund tomorrow
Proposal for City of Tulare NBS | 26
TEAM RESUME
ALLAN HIGHSTREET, PMP | Principal Consultant
EDUCATION
• Master of Science,
Agricultural Economics,
UC Davis
• Bachelor of Science,
Agricultural Business
Management,
California State University,
San Luis Obispo
AFFILIATIONS
• Project Management
Professional (2002,
No. 52367)
• American Water Works
Association (AWWA),
Member
PROJECTS |CONT.
HIGHLIGHTS
After retiring from Jacobs Engineering as a senior vice-president, Allan Highstreet has since joined NBS as a technical consultant with the highest level of expertise in water-related financial analyses.
Allan is a senior economist with 46 years of experience in financial planning for water, wastewater, and stormwater utilities, including rate studies, project funding, and cost allocations. He has performed economic assessments, cost analyses, finance plans, and rate studies, including preparing loan applications and related documents for many municipal clients.
RELEVANT PROJECT EXPERIENCE
• Rowland Water District – Water and
Recycled Water Rate Study. Update water
and recycled water rates. Proposed a minor
increase in order to fund maintenance of
the water system. Update the cost-based
rates and drought rates to coincide with the
District’s Water Shortage Contingency.
Objectives for the recycled water system:
develop a method for allocating costs in the
District’s budget to the potable and recycled
water systems, establish a financial plan to
have recycled water customers bear a
greater percentage of their costs.
• Project Economist, Groundwater Recovery
Enhancement and Treatment Program,
City of Oxnard, CA. Prepared a Title 16
feasibility study to obtain a $20 million
grant from U.S. Bureau of Reclamation.
This project comprised of a recycled water
treatment, conveyance, and injection.
Tasks included providing recycled water for
groundwater injection and irrigation that
would enable the City to build
groundwater credits through injection and
obtain groundwater allocations from
agricultural users who would use recycled
water in lieu of groundwater. Allocations
and credits could then be used to make up
the City’s water supply deficit.
• Project Economist, Finance Planning
Framework, California Water Plan,
California Department of Water
Resources, CA. Assisting in preparing the
Finance Planning Framework for the 2013
and 2018 California Water Plan. The effort
includes describing the current financial
setting, developing approaches to
prioritizing investments, and developing a
menu of available financing strategies.
• Merced Irrigation District, Merced,
CA – Water Cost of Service Study:
Prepared a cost-of-service study that
estimated user charges and fees for
the water deliveries within the
District. Also prepared the
Proposition 218 material for the
vote to enact the rates.
• Byron Bethany Irrigation District,
Byron, CA – Water Cost of Service
Study: Prepared a cost-of-service
study that estimated user charges
for the water deliveries within the
District. Also prepared the
Proposition 218 material for the
vote to enact the rates.
• Westlands Water District, CA –
Evaluating Land Based
Assessments: Led an evaluation of
possible land based assessments in
the District, then prepared an
Engineers Report to implement a
benefit assessment for the District.
• Oakdale Irrigation District, Oakdale,
CA – Water Rate Study: Prepared a
cost-of-service study that estimated
user charges for the water deliveries
within the District. This study moved
the District from a flat rate to tiered
volumetric rates to comply with the
Water Conservation Act of 2009 (SBx
7-7). Also prepared the Proposition
218 material for the vote to enact
rates.
• City of Tracy, Tracy, CA – Sewer
Rate Studies: Has prepared sewer
rate updates for the City of Tracy
since 1979. Originally done to
satisfy SRF requirements, more
recent updates focused on cost of
service studies.
• Senior Consultant, San Mateo
Clean Water Program, San Mateo,
CA. Overseeing the preparation of
the State Revolving Fund loan
applications for the $800M Clean
Water Program. These efforts
include developing a financial
model to evaluate funding
scenarios and preparing the
application packages.
• Project Economist, Wastewater
Master Plan, Laguna County
Sanitation District, Santa Barbara,
CA. Prepared a financial model
that estimated user charges and
demand fees for various capital
improvement scenarios. The
model’s financial dashboard could
vary in growth, timing of projects,
escalation rates, financing terms,
and rate structure alternatives to
develop the appropriate master
plan for the District.
ONBS helping communities
fund tomorrow
Proposal for City of Tulare NBS | 27
EDUCATION
• Master of City Planning degree,
University of Pennsylvania
Bachelor of Architecture degree,
University of Nebraska, Lincoln
AFFILIATIONS
• Growth and Infrastructure
Consortium (formerly the
National Impact Fee Roundtable)
• Over 35 years as a member of the
American Planning Association
(APA) and the American Institute
of Certified Planners (AICP)
SPEAKING / MEDIA
• National Impact Fee Roundtable
2004, 2005, 2007, 2009, 2011
• California Association of
Recreation and Parks Districts
2019
HIGHLIGHTS
Joe Colgan is founder and president of Colgan Consulting Corporation, a small Sacramento firm specializing in development impact fees for cities, counties and special districts. He has a thorough understanding of the constitutional and statutory requirements for defensible impact fees and is an expert in impact fee methodologies.
The vast majority of Joe’s impact fee work has been done for California clients, but he has also done impact fee studies in Oregon, Washington, Arizona, Utah, New Mexico and Florida. He has prepared more than 200 impact fee studies since 1990, for clients as large as Albuquerque, NM (pop. 555,000) and the Orange County (CA) Fire Authority (serving 22 cities and unincorporated Orange County), and as small as Brisbane CA (pop. 4,700).
RELEVANT PROJECT EXPERIENCE
• City of Indio, Comprehensive
Impact Fee Study
• City of Manhattan Beach, Impact
Fee Feasibility Study
• City of Wildomar, Comprehensive
Impact Fee Study and Two Impact
Fee Update Studies
• City of Rocklin, Parks and Public
Facilities Impact Fee Study
• City of Vista, Impact Fee Update
Study for Streets and Signals; Joe
has prepared four impact fee
studies for Vista
• City of La Quinta, Comprehensive
Impact Fee Studies and Updates;
Joe has prepared three impact fee
studies for La Quinta
• City of Orange, Impact Fee Study
for Police, Libraries and Parks
• City of Lemoore, Comprehensive
Impact Fee Studies and Updates;
Joe has prepared four impact fee
studies for Lemoore
• City of Madera, Comprehensive
Impact Fee Study and Update
• City of Beaumont,
Comprehensive Impact Fee Study
• Town of Windsor, Impact Fee
Study for Parks and Rec, Open
Space and Trails, Police, Fire and
Public Facilities
• City of Cloverdale, Impact Fee
Study for Accessory Dwelling
Units
• City of Moreno Valley,
Comprehensive Impact Fee
Studies and Updates; Joe has
prepared four impact fee studies
for Moreno Valley
• City of Encinitas, Impact Fee
Study Streets and Signals, Parks,
Fire and Libraries; Joe has
prepared three impact fee studies
for Encinitas
• City of Rancho Cucamonga, Two
Impact Fee Studies for Parks,
Community & Recreation Centers,
Libraries, Police, and the Animal
Center
TEAM RESUME
JOE COLGAN | Subconsultant, Impact Fee Specialist
♦. Colgan Consulting - Corporation
RESOLUTION 2026-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE
AMENDING THE FISCAL YEAR 2026 BUDGET
WHEREAS, on June 17, 2025, the City Council adopted the City of Tulare’s Fiscal Year 2026 Adopted Budget (“Budget”) following a public hearing; and WHEREAS, in accordance with Administrative Policy CM-10 Budget Policies and Practices, the City Council may amend or supplement the budget any time after its adoption; and WHEREAS, City staff has proposed specific amendments to the Budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Tulare, as follows:
Section 1. The City Council authorizes the amendments to the Fiscal Year 2026 Adopted Budget authorizing appropriations for completion of a Development Impact Fee Update and Nexus Study from existing Development Impact Fee fund balances as follows:
Fund Description Cost
210 Fire Facilities and Equipment $11,422
220 General Facilities and Equipment $11,422
215 Library $11,424
390 Parks and Recreation Facilities $11,422
200 Law Enforcement Facilities and Equipment $11,422
230 Local Streets and Traffic Signals $42,834
290 Sewage Collections and Wastewater Treatment Facilities $21,418 260 Water Supply, Distribution and Holding Facilities $21,418 Total $142,780
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare this 7th day of April 2026, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Patrick Isherwood, President of the Council
and Ex-Officio Mayor
ATTEST:
Marc Mondell, City Clerk
By Melissa Wilcox, Chief Deputy City Clerk
The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the Tulare City Council.
Staff Report
Meeting: City Council
Date: April 7, 2026
Department: Public Works
Submitted by: Trisha Whitfield, Public Works Director
Agenda Title: Request for Qualifications for Corporation Yard Master Planning
RECOMMENDED ACTION
Authorize staff to issue a Request for Qualifications (RFQ) to solicit qualified consultants to prepare a Corporation Yard Master Plan.
SUMMARY
The Corporation Yard has served as the operational hub for the City's public works (solid waste, water, sewer collections, streets, storm water), fleet maintenance, parks maintenance, police storage, and fueling facilities for decades. Over the years, City staff have recognized that the existing facility has aged significantly and no longer adequately supports the operational demands placed upon it, nor does it position the City to meet the service delivery requirements of a growing community. Deficiencies in building and asphalt condition, space utilization, infrastructure capacity, operational efficiency and security have been observed and discussed internally for many years, and the need for a comprehensive planning effort to address these challenges has become increasingly apparent.
City staff is requesting City Council authorization to move forward with the initial planning phase by issuing a Request for Qualifications (RFQ) to solicit qualified consultants to prepare a Corporation Yard Master Plan. The City seeks a consultant to conduct a comprehensive assessment of the Corporation Yard facility needs across near-term (20-year) and long-term (50-year) planning horizons. This includes a review of growth projections, stakeholder engagement with City staff, and the establishment of an ideal facility program that addresses building footprints, departmental adjacencies, parking and staging areas, fueling and EV charging infrastructure, and shared-use opportunities. The Consultant will evaluate the existing Corp Yard through a scored Facility Condition Assessment covering structural, mechanical, electrical, life safety, and ADA systems, and will assess whether the existing site can feasibly accommodate future needs. In parallel, the Consultant will identify and evaluate two candidate relocation sites within the City, as well as City-owned property adjacent to the Wastewater Treatment Plant.
A completed Corporation Yard Master Plan will provide staff with the insight and guidance needed to make informed, long-range decisions about the Corporation Yard's future. By evaluating existing conditions, identifying deficiencies, and analyzing multiple site alternatives, the Master Plan will deliver a clear, data-driven roadmap for phased facility improvements that align with the City's operational needs, growth projections, and fiscal responsibilities. Ultimately, the Master Plan will position the City Council and staff with the information necessary to determine the best path forward with the corporation yard.
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.
Item #: 8.17
Consent
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 - If the City Council does not authorize issuance of the RFQ, staff will be unable to proceed with the Corporation Yard Master Plan. In the absence of this plan, staff will not have the necessary information to support informed decisions regarding facility improvements and long-term capital planning for the Corporation Yard. Consequently, current deficiencies in building condition, space utilization, and infrastructure capacity will remain unresolved, which may exacerbate operational challenges and increase costs as the City grows and service demands rise.
3. Table - If the City Council tables the authorization to issue the RFQ, the Corporation Yard Master Plan process will be postponed. Any delay in authorizing the RFQ will directly postpone planning and the timeline for needed facility improvements.
ATTACHMENTS:
1. Draft Scope of Services
Reviewed/Approved:
ATTACHMENT 1
CORPORATION YARD MASTER PLAN REQUEST FOR QUALIFICATIONS
DRAFT SCOPE OF SERVICES
The City of Tulare is requesting proposals from Consultants to provide the services of qualified, properly licensed Consultants with expertise in all phases of the design, construction, and renovation of public buildings and multi-building municipal campuses. It is anticipated that the selected Consultant will lead a team of architects, engineers, and/or related Consultants in the facility assessment and master plan development for the City of Tulare’s Corporation Yard (Corp Yard). The Corp Yard Master Plan aims to assess current conditions, identify future needs, and provide a strategic framework for phased facility improvements to address current and future needs. The scope of this plan will guide future planning, operations, and financial decisions regarding the Corp Yard facilities.
The scope of the Consultant’s work is to perform various tasks to develop a Corp Yard Master Plan with broad range of tasks that include but are not limited to the following:
Task 1 – Needs Assessment
The Consultant shall conduct a comprehensive needs assessment to establish the programmatic and operational requirements of the proposed Corp Yard facility for both near-term (20-year) and long-term (50- year) planning horizons. This task shall include the following:
1.1 Operational Projections
The Consultant shall review relevant planning documents, including the City's General Plan, population growth projections, anticipated residential construction entitlements, and service demand forecasts, to develop data-driven projections for future fleet expansion and staffing requirements over the defined planning horizons.
1.2 Stakeholder Engagement
The Consultant shall conduct structured interviews and/or workshops with City staff to identify current deficiencies and forecast anticipated facility needs driven by service growth, workforce expansion, technological advances, regulatory frameworks, and evolving operational demands.
1.3 Facility Planning
Based on the information gathered, the Consultant shall establish the ideal facility configuration for both planning horizons, including, but not limited to, the following components:
• Building Footprints: Administration (management offices, front desk/counter, breakroom, meeting rooms, SCADA control room), crew locker rooms, crew briefing rooms, fleet maintenance and repair, solid waste bin maintenance and storage, streets department shop and storage, water department shop and storage, parks department shop and storage, police department storage, streets sign shop, paint booth, and wastewater laboratory. • Adjacencies: Identify appropriate adjacencies of buildings and functions within buildings between divisions housed at the Corp Yard.
• Parking and Staging Areas: Employee parking, covered street equipment storage, covered refuse collection vehicle staging, fleet repair queue, and fleet ready line. • Infrastructure Needs: Fueling station capacity (gasoline, diesel, and CNG, as well as future capacity for emerging fuels such as hydrogen), electric vehicle (EV) charging infrastructure for existing and future passenger vehicle and specialty vehicle needs, existing FuelCell Energy equipment, solar self-generation and storage opportunities, and utility service requirements. • Shared Uses: Identify opportunities for shared uses between City operational divisions. • Other: Unknown facility planning needs and recommendations based on the experience and expertise of the Consultant.
1.4 Regional Shared-Use Analysis
The Consultant shall evaluate the feasibility and benefit of a shared-use site with neighboring agencies and regional partners, including, but not limited to, Tulare County, Caltrans, Tulare City School District, Tulare Joint Union High School District , and identify opportunities for cost-sharing, co-location, leasing of property, or joint facility programming.
1.5 Needs Assessment Technical Letter
Upon completion of Tasks 1.1 through 1.4, the Consultant shall prepare and submit a Technical Letter summarizing all findings, projections, and recommendations to the City for review and approval.
Task 2 – Existing Facility Evaluation
The Consultant shall perform a thorough evaluation of the existing Corp Yard facility to assess its current condition, functional adequacy, and capacity to accommodate the near-term (20-year) and long-term (50- year) programmatic requirements established in Task 1. This task shall include the following:
2.1 Facility Condition Assessment (FCA)
The Consultant shall identify a methodology for conducting the FCA to arrive at a numerical score for each facility. Consultant evaluate the physical condition of all existing facilities, including, but not limited to, the following:
• Structural integrity and building envelopes
• Existing site pavement and storm drain system
• Mechanical, electrical, and plumbing (MEP) systems
• Fire protection and life safety systems
• Security systems and access control infrastructure
• Americans with Disabilities Act (ADA) compliance and accessibility deficiencies • Technology and communications infrastructure
• Fueling and charging stations
2.2 Space Utilization Analysis
The Consultant shall analyze the current allocation and utilization of all facility spaces, including office areas, maintenance shops, interior storage, exterior equipment and material storage, parking and staging areas, and fueling operations. Based on this analysis, the Consultant shall identify deficiencies and opportunities to improve operational efficiency.
2.3 Conceptual Improvement Alternatives
Drawing upon the programmatic requirements established in the Task 1, the Consultant shall develop conceptual layout options and facility improvement alternatives for both the near-term and long-term planning horizons. These alternatives shall illustrate potential approaches to addressing identified deficiencies while accommodating near-term and long-term requirements.
2.4 Site Adequacy Determination
The Consultant shall assess whether the existing Corp Yard site can feasibly accommodate the facility requirements identified for both planning horizons, taking into account cost, site constraints and conditions, and operational considerations. The analysis shall also address the possibility of International Agri-Center Way extending through the property to cross the UPRR.
2.5 AACE Class 5 Conceptual Cost Estimates
The Consultant shall prepare AACE International Class 5 (Concept Screening) level cost estimates (-50 to +100% accuracy) for each facility improvement alternative developed under Task 2.3, for both the nearterm and long-term planning horizons. Cost estimates shall be presented in a format suitable for budgetary planning and comparative evaluation.
2.6 Existing Facility Feasibility Technical Letter
Upon completion of Tasks 2.1 through 2.5, the Consultant shall prepare and submit a Technical Letter summarizing all findings, conceptual alternatives, cost estimates, and recommendations regarding the feasibility of improving and utilizing the existing Corp Yard site to meet the City's near-term and long-term facility needs. The Technical Letter shall be submitted to the City for review and approval.
Task 3 – Relocated Facility Site Evaluation
The Consultant shall identify and evaluate potential relocation sites for a new Corp Yard facility within the City, based on the programmatic requirements and ideal property parameters established in Task 1. This task shall include the following:
3.1 Candidate Site Identification
The Consultant shall review available undeveloped properties within the City limits and Urban Development Boundary (UDB) to identify candidate sites capable of accommodating the facility program established in Task 1. Consultant shall consider factors including, but not limited to, acreage, General Plan land use designation, zoning designation, site access, proximity to served areas, availability of utilities, and compatibility with surrounding land uses.
3.2 Site Selection
In coordination with City staff, the Consultant shall evaluate and select two (2) candidate sites for further analysis. At minimum, one (1) site shall be located east of State Route 99 (SR-99). Site selection shall be conducted collaboratively with City’s input to ensure alignment with operational preferences, land use policy, and long-term municipal planning objectives.
3.3 Conceptual Site Layout Development
The Consultant shall develop conceptual site layout plans for each of the two selected sites, illustrating how the proposed facility program can be accommodated for both the near-term (20-year) and long-term (50- year) planning horizons. Conceptual layouts shall address, at minimum, the following elements:
• Building placement and adjacencies
• Employee, equipment, and vehicle parking, and staging areas • Onsite circulation and site access
• Fueling station and electric vehicle (EV) charging infrastructure • Utility service and ancillary site improvements
• Frontage and offsite improvements
3.4 AACE Class 5 Conceptual Cost Estimates
The Consultant shall prepare AACE International Class 5 (Concept Screening) level cost estimates (-50 to +100% accuracy) for facility development at each candidate site for both planning horizons. Cost estimates shall include, but not be limited to, the following components:
• Property acquisition costs
• Site preparation and grading
• Utility extension and infrastructure improvements, including ability for utility providers to meet the site design demands
• Building and facility construction
• Ancillary site improvements
• Frontage and offsite improvements
Cost estimates shall be presented in a format suitable for comparative evaluation and budgetary planning purposes.
3.5 Relocated Facility Feasibility Technical Letter
Upon completion of Tasks 3.1 through 3.4, the Consultant shall prepare and submit a Technical Letter summarizing all findings, conceptual layouts, cost estimates, and recommendations regarding the feasibility of developing each candidate site as a relocated Corp Yard facility. In addition to summarizing the findings of this task, the Technical Letter shall address the following:
• Permitting and entitlement requirements associated with developing each site as a Corp Yard, including annexation into the city, land use approvals, environmental review, and any required zoning actions.
• Offsite infrastructure improvements required to serve each site, including, but not limited to, the extension of water, sewer, electrical, and communications utilities to the proposed site(s).
The Technical Letter shall be submitted to the City for review and approval.
Task 4 – Relocate Facility Adjacent to the City’s Wastewater Treatment Plant In addition to the two (2) candidate sites identified in Task 3, the Consultant shall also evaluate the feasibility of utilizing City-owned property located immediately north of the City's Wastewater Treatment Plant (WWTP) as a potential relocation site for the Corp Yard facility, based on the programmatic requirements established in Task 1. This task shall include the following:
4.1 Site Suitability Analysis
The Consultant shall assess the suitability of the City-owned property north of the WWTP to accommodate the facility program identified in the Task 1. Consultant shall consider factors including, but not limited to, acreage, general plan land use designation, site configuration, zoning, site access, availability of utilities, compatibility with adjacent wastewater treatment operations, and the ability to meet near-term (20-year) and long-term (50-year) facility requirements.
4.2 Conceptual Site Layout Development
The Consultant shall develop conceptual site layout plans for the WWTP-adjacent property, illustrating how the proposed Corp Yard facility program can be accommodated for both planning horizons. Conceptual layouts shall address, at minimum, the following elements:
• Building placement and adjacencies
• Employee, equipment, and vehicle parking, and staging areas • Onsite circulation and site access
• Fueling station and electric vehicle (EV) charging infrastructure • Utility service areas and ancillary site improvements • Frontage and offsite improvements
4.3 Shared Administration Building Analysis
The City is currently in the preliminary stages of master planning an expansion of the Wastewater Treatment Plant, which is anticipated to include the construction of a new administration building. The Consultant shall investigate the feasibility of consolidating the WWTP and Corp Yard administrative buildings into a single, shared administration building of sufficient size to serve both operations. The analysis shall evaluate the operational, spatial, and financial implications of a consolidated facility versus separate administration buildings, and shall identify the conditions under which a shared facility would be viable and advantageous.
4.4 AACE Class 5 Conceptual Cost Estimates
The Consultant shall prepare AACE International Class 5 (Concept Screening) level cost estimates (-50 to +100% accuracy) for facility development at the WWTP-adjacent property for both planning horizons. Cost estimates shall include, but not be limited to, the following components:
• Site preparation and grading
• Utility extension and infrastructure improvements, including ability for utility providers to meet the site design demands
• Building and facility construction
• Ancillary site improvements
• Frontage and offsite improvements
Cost estimates shall be presented in a format suitable for comparative evaluation and budgetary planning purposes. The cost estimates shall specifically address the potential cost savings associated with consolidating the WWTP and Corp Yard administration buildings into a single shared building, as described in Task 4.3.
4.5 WWTP-Adjacent Site Feasibility Technical Letter
Upon completion of Tasks 4.1 through 4.4, the Consultant shall prepare and submit a Technical Letter summarizing all findings, conceptual layouts, cost estimates, and recommendations regarding the feasibility of developing the WWTP-adjacent property as a relocated Corp Yard facility. In addition to summarizing the findings of this task, the Technical Letter shall address the following:
• Permitting and entitlement requirements associated with developing the site as a Corp Yard, including land use approvals, environmental review, and any required zoning actions. • Offsite infrastructure improvements required to serve the site, including, but not limited to, the extension of water, sewer, electrical, and communications utilities. • Financial and operational benefits and constraints associated with the shared administration building concept identified in Task 4.3.
The Technical Letter shall be submitted to the City for review and approval.
4.6 Presentation to Board of Public Utilities
The Consultant will present the findings to the Board of Public Utilities to seek their input and agreement on identifying the wastewater treatment property as a potential Corp Yard site.
Task 5 – Preferred Site Selection, Phased Implementation Plan, and Final Report Building upon the findings and feasibility assessments completed in Tasks 2, 3, and 4, the Consultant shall work collaboratively with the City to identify a single preferred site for the Corp Yard facility and develop a comprehensive phased implementation plan to guide near-term (20-year) and long-term (50-year) development. This task shall include the following:
5.1 Preferred Site Selection
The Consultant shall facilitate a collaborative site selection process with City Staff identifying a single preferred Corp Yard site from the alternatives evaluated in Tasks 2, 3, and 4. The selection process shall consider all relevant technical, financial, operational, and planning factors, including site adequacy, cost, permitting complexity, infrastructure requirements, and the ability to meet both near-term and long-term programmatic needs. The basis for the recommended site selection shall be clearly documented for City consideration and concurrence.
5.2 Preferred Site Selection Presentation
The Consultant will present a summary of the site selection process and recommend a preferred site to the City Council for their input and approval.
5.3 Phased Implementation Strategy
The Consultant shall develop a phased implementation strategy for the preferred site. The phasing plan shall prioritize projects and improvements based on the following considerations:
• Operational urgency and criticality of need, including FCA score of existing facilities and risk of a critical-path failure
• Funding availability and potential financing mechanisms • Operational impact and continuity during construction • Alignment with near-term and long-term programmatic requirements Each phase shall be clearly defined with a corresponding scope of work, anticipated timeline, and relationship to subsequent phases.
5.4 Detailed Phased Site Plan and Design Development
The Consultant shall prepare a detailed phased site plan for the preferred site, advancing the level of design detail beyond the conceptual layouts developed in prior tasks. The phased site plan shall include, but not be limited to, the following:
• Frontage and off-site improvement requirements necessary to develop the site. • Administration building conceptual floor plans.
• Storage and maintenance building conceptual floor plans for all applicable departments and operational functions.
• Parking, staging, circulation, fueling, and electric vehicle (EV) charging infrastructure layouts. • Three-dimensional (3D) renderings of the overall site and proposed building exteriors, suitable for public presentation and stakeholder engagement.
5.5 AACE Class 4 Feasibility-Level Cost Estimates
The Consultant shall prepare AACE International Class 4 (Feasibility Study) level cost estimates for facility development at the preferred site, with an expected accuracy range of -30% to +50%. Cost estimates shall be developed for both the near-term and long-term planning horizons and shall be further delineated by individual phase as established in the phased implementation strategy developed under Task 5.2. Cost estimates shall be presented in a format suitable for budgetary planning, funding applications, and City decision-making purposes.
5.6 Final Technical Report
The Consultant shall prepare a comprehensive Final Technical Report consolidating the findings, analyses, alternatives evaluations, recommendations, and cost estimates developed throughout Tasks 1 through 5.
The report shall be organized in a clear and logical manner suitable for use as a long-term planning reference document by City staff and decision-makers. The Final Technical Report shall be submitted to the City for review and approval.
5.7 Executive Memorandum
After approval of the Final Technical Report delivered in Task 5.5, the Consultant shall submit to the City for review and approval a one-page Executive Memorandum summarizing the Final Technical Report.
5.8 Final Public Presentations and Final Direction
Upon acceptance of the Final Technical Report, the Consultant shall present their findings, recommendations, and a phased implementation plan. The presentation shall include high-quality graphics, renderings, and summary exhibits suitable for a public meeting. The presentation shall be submitted to the City staff for prior review and approval.
The Consultant shall then present to the following bodies:
• City Board of Public Utilities: The Consultant shall present the full scope of study findings, the preferred site recommendation, and the phased implementation strategy for Board of Public Utilities for their review and acceptance.
• City Council: The Consultant shall present the full scope of study findings, the preferred site recommendation, and the phased implementation strategy for the City Council’s review and acceptance.
Staff Report
Meeting: City Council
Date: April 7, 2026
Department: Community Development - Housing
Submitted by: Mario Anaya, Community Development Director Agenda Title: Fiscal Year 2025 Housing Successor Agency Annual Report
RECOMMENDED ACTION
Receive and file the Fiscal Year 2025 Housing Successor Agency Annual Report.
SUMMARY
The City of Tulare (“City”) is the Housing Successor Agency (“Housing Successor”) to the former Tulare Redevelopment Agency (“Agency”). The Housing Successor is responsible for maintaining housing assets transferred from the former Agency. Its main goal is to provide affordable housing for City residents.
This Housing Successor Agency Annual Report (“Annual Report”) contains information on Fiscal Year (“FY”) 2025 finances and activities as required by Health and Safety Code (“HSC”) Section 34176.1(f).
FY 2025 marks the first year of the third five-year compliance period, beginning July 1, 2024, and ending June 30, 2029. This Annual Report details how the Housing Successor has met all requirements for expenditures by income level in FY 2025. The Housing Successor also complied with all requirements from the first and second five-year compliance periods, which ended on June 30, 2019 and June 30, 2024, respectively.
This Annual Report is due to the California Department of Housing and Community Development (“HCD”) by April 1 annually and must be accompanied by an independent financial audit. The City’s audited financial statements will be posted on the City’s website when available and are incorporated herein by reference. This Annual Report is submitted in tandem with the City’s Housing Element Annual Progress Report to HCD.
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. Deny
2. Table
If this Housing Successor Annual Report is not received and approved for submittal to HCD, the City will be out of compliance with state law requirements.
Item #: 8.18
Consent
ATTACHMENTS
1. FY 2025 Housing Successor Agency Annual Report
Reviewed/Approved:
HOUSING SUCCESSOR AGENCY ANNUAL REPORT
City of Tulare
Fiscal Year 2024-25
TABLE OF CONTENTS
INTRODUCTION .................................................................................................................. 1 HOUSING SUCCESSOR REQUIREMENTS ........................................................................... 1 ASSETS TRANSFERRED TO HOUSING SUCCESSOR ......................................................... 2 HOUSING ASSET FUND ACTIVITY ...................................................................................... 3 EXPENDITURE LIMIT COMPLIANCE .................................................................................... 4 SENIOR HOUSING LIMIT COMPLIANCE .............................................................................. 4 DEPOSITS AND FUND BALANCE......................................................................................... 5 DEPOSITS FROM CITY TO AGENCY LOAN REPAYMENTS .................................................. 6 EXCESS SURPLUS.............................................................................................................. 6 TRANSFERS TO OTHER HOUSING SUCCESSORS.............................................................. 7 HOUSING SUCCESSOR PORTFOLIO................................................................................... 8 LOANS RECEIVABLE........................................................................................................... 8 PROPERTY DESCRIPTIONS AND DISPOSITION STATUS.................................................... 8 HOMEOWNERSHIP UNIT INVENTORY................................................................................. 9 APPENDIX 1 - HOUSING SUCCESSOR ANNUAL REPORT REQUIREMENTS.......................11 APPENDIX 2 – HOUSING ASSET TRANSFER FORM ...........................................................12 APPENDIX 3 – HOUSING ASSET FUND EXPENDITURE REQUIREMENTS ..........................13
Tulare Housing Successor Annual Report 2024-25 1
INTRODUCTION
The City of Tulare (“City”) is the Housing Successor Agency (“Housing Successor”) to the former Tulare Redevelopment Agency (“Agency”). The Housing Successor is responsible for maintaining housing assets transferred from the former Agency. Its main goal is to provide affordable housing for City residents.
This Housing Successor Agency Annual Report (“Annual Report”) contains information on Fiscal Year (“FY”) 2024-25 finances and activities as required by Health and Safety Code (“HSC”) Section 34176.1(f).
FY 2024-25 marks the first year of the third five-year compliance period, beginning July 1, 2024, and ending June 30, 2029. This Annual Report details how the Housing Successor has met all requirements for expenditures by income level in FY 2024-25. The Housing Successor also complied with all requirements from the first and second five-year compliance periods, which ended on June 30, 2019 and June 30, 2024, respectively.
This Annual Report is due to the California Department of Housing and Community Development (“HCD”) by April 1 annually and must be accompanied by an independent financial audit. The City’s audited financial statements will be posted on the City’s website when available and are incorporated herein by reference. This Annual Report is submitted in tandem with the City’s Housing Element Annual Progress Report to HCD.
HOUSING SUCCESSOR REQUIREMENTS
Senate Bill (“SB”) 3411 and subsequent legislation enacted several requirements for housing successor agencies. Housing successors must comply with three major requirements pursuant to HSC Section 34176.1:
1. Expenditures and housing production are subject to income and age targets.
2. Housing successors may not accumulate an “excess surplus,” or a high balance based on certain thresholds.
1 2013-14 legislative session
Tulare Housing Successor Annual Report 2024-25 2
3. Properties must be developed with affordable housing or sold within five to ten years of the California Department of Finance (“DOF”) approving the Housing Asset Transfer Form.
The requirements are designed to ensure that housing successors are actively utilizing assets to produce affordable housing. Appendix 1 provides a detailed summary of the reporting requirements that are addressed in this Annual Report.
ASSETS TRANSFERRED TO HOUSING SUCCESSOR
Upon the statewide dissolution of redevelopment in 2012, all rights, powers, committed assets, liabilities, duties, and obligations associated with the housing activities of the Agency were transferred to the Housing Successor. The Housing Successor prepared a Housing Asset Transfer Form (“HAT”) that provided an inventory of all housing assets transferred from the Agency to the Housing Successor. This included:
1. Real properties,
2. Low- and Moderate-Income Housing Fund encumbrances,
3. Loan receivables; and
4. Rents.
All items on HAT were approved by DOF on February 25, 2013.
It is important to distinguish that Housing Successor assets that were not transferred from the former Agency or generated by or purchased with assets from the former Agency, are not subject to HSC Section 34176.1. A copy of the HAT is provided as Appendix 2.
Tulare Housing Successor Annual Report 2024-25 3
HOUSING ASSET FUND ACTIVITY
Former Agency assets, and the revenues generated by those assets, are maintained in a Low- and Moderate-Income Housing Asset Fund (“Housing Asset Fund”).2 Housing Asset Funds may be spent on:
• Administrative costs up to $200,000 per year adjusted for inflation, or 5% of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the HAT (“Portfolio”), whichever is greater. HCD has annually published an adjusted limit amount for administrative costs, reflecting the change in the Consumer Price Index from the prior year. Although HCD has not yet published the update for FY 2024-25, applying the same methodology and index HCD has previously used would yield a limit adjusted for inflation for FY 2024-25 of $270,700. In comparison, 5% of Tulare’s Portfolio value is $521,788 (5% of $10,435,759). The FY 2024-25 administrative cost limit for the Housing Successor is the higher number of $521,788.
• Homeless prevention and rapid rehousing services up to $500,0003 per year if the former Agency did not have any outstanding housing inclusionary or replacement housing production requirements. The Housing Successor qualifies to spend Housing Asset Funds on this category if it chooses because the former Agency had a surplus of affordable housing production units upon dissolution.
• Affordable housing development assisting households up to 80 percent of the Area Median Income (“AMI”), subject to specific income and age targets.
Five-Year Income Proportionality: If any Housing Asset Funds are spent on affordable housing development, it triggers a requirement to spend at least 30 percent of such expenses assisting extremely low-income households (30% AMI) and no more than 20 percent on lowincome households (between 60-80% AMI) per five-year compliance period. The current fiveyear compliance period is July 1, 2024, through June 30, 2029.
Note that housing successors must report expenditures by category each year, but compliance with income proportionality limits is measured every five years. For example, a 2 The Housing Asset Fund replaced the former Agency’s Low- and Moderate-Income Housing Fund. 3 AB 1782 amended the limit from $250,000 to $500,000 effective January 1, 2025.
Tulare Housing Successor Annual Report 2024-25 4
housing successor could spend all its funds in a single year on households earning between 60-80% AMI, if it was 20 percent or less of the total expenditures during the five-year compliance period.
Ten-Year Age Proportionality: If more than 50% of the total aggregate number of rental units produced by the City, Housing Successor, or former Agency during the past 10 years are restricted to seniors, the Housing Successor may not spend more Housing Asset Funds on senior rental housing.
Appendix 3 describes Housing Asset Fund expenditure requirements in more detail, including the types of costs eligible in each category.
EXPENDITURE LIMIT COMPLIANCE
The Housing Successor complied with all Housing Asset Fund spending restrictions in FY 2024-25, including five-year compliance period income targeting requirements:
• Administrative costs of $6,025 did not exceed the $521,788 maximum amount for FY 2024-25. • Expenditures related to homeless prevention or rapid rehousing equaled $33,715 and did not surpass the designated maximum amount of $500,000 for FY 2024-25. • There were no expenditures related to affordable housing development during FY 2024-25. The Housing Successor will ensure future expenditures meet the requirement to dedicate a minimum of 30 percent of such costs to assist extremely low-income households within the five-year compliance period.
For future reference, failure to comply with the extremely low-income requirement in any five-year compliance period will result in the Housing Successor having to ensure that 50% of the remaining funds be spent on extremely low-income rental units until in compliance. Exceeding the expenditure limit for low-income households earning between 60-80% AMI in any five-year reporting period will result in the Housing Successor not being able to expend any funds on these income categories until in compliance.
SENIOR HOUSING LIMIT COMPLIANCE
The Housing Successor complies with the limit allowing no more than 50% of the total aggregate number of rental units produced within the preceding ten years to be restricted to seniors. The Housing Tulare Housing Successor Annual Report 2024-25 5
Successor, City, and former Agency assisted 48 deed-restricted rental units in the last ten years, all of which are restricted to seniors. Table 1 details units assisted by project name.
In the last ten years, 37% of units assisted by the City and Housing Successor were restricted to seniors.
The City and former Agency may assist up to 33 additional senior units while remaining compliant under the 50% limit.
DEPOSITS AND FUND BALANCE
The Housing Successor deposited $145,541 into the Housing Asset Fund during FY 2024-25. Revenues were primarily from loan repayments, as shown in Table 2. It includes loan payments from rehabilitation loans, developer loans, and 20 percent of a City-Redevelopment Agency loan payment made through the Recognized Obligation Payment Schedule (“ROPS”) 24-25.
The Housing Asset Fund balance as of June 30, 2025, was $11,354,192, as summarized in Table 3. Of the total asset balance, $817,284 was available as cash and cash equivalents.
Property Year
Assisted Senior Units % Non-Senior Units % Total Units
1150 S Laspina St 2020-21 48 100% 0 0% 48
Self-Help Enterprise 2022-23 0 0% 81 100% 81
Total 48 37% 81 63% 129
% Senior Units: 50%
Source: City of Tulare
Table 1
Deed-Restricted Senior Rental Units Assisted Prior Ten Years (2015-16 to 2024-25) Source Amount
Investment Interest Income $ 32,652
Rehabilitation Loan Payments 12,685
City-RDA Loan Repayment 75,243
Other Loan Repayments 24,958
Miscellaneous 3
Total $ 145,541
Source: City of Tulare, Fund 81 Revenue Detail Report
Table 2
Housing Asset Fund Deposits in FY 2024-25
Tulare Housing Successor Annual Report 2024-25 6
DEPOSITS FROM CITY TO AGENCY LOAN REPAYMENTS
HSC Section 34191.4(b)(3)(C) requires that 20 percent of any loan repayment made from a redevelopment successor agency to a city, for a loan that a city made to a former redevelopment agency, be deducted from the loan repayment amount, and transferred to the Housing Asset Fund. The Tulare Redevelopment Successor Agency owes a loan to the City with an outstanding principal balance of $14,542,946 as of June 30, 2025. Interest is accrued at three percent annually. The loan is expected to be repaid between FYs 2020-21 through 2048-49. Twenty percent of all loan repayments will be deposited into the Housing Asset Fund. A payment of $75,243 was owed and deposited into the Housing Asset Fund in FY 2024-25.
EXCESS SURPLUS
The Housing Asset Fund may not accumulate an “excess surplus”, which is an unencumbered amount that exceeds the greater of $1 million or the sum of deposits in the prior four fiscal years. This requirement ensures that housing successors are actively spending available Housing Asset Funds on affordable housing. The excess surplus must be expended or encumbered within three fiscal years of each year that the excess surplus was accrued. If a housing successor fails to comply, it must transfer any excess surplus to HCD within 90 days of the end of the third fiscal year.
The Housing Successor did not have an Excess Surplus in FY 2024-25 as shown in Table 5.
Balance Type Amount
Cash $ 817,284
Accounts Receivable $ 753
Interest Receivable $ 5,143
Loans and Notes Receivable $ 10,531,012
Ending Balance $ 11,354,192
Source: City of Tulare, Fund 81 Trial Balance
Housing Asset Fund Ending Balance FY 2024-25
Table 3
Tulare Housing Successor Annual Report 2024-25 7
TRANSFERS TO OTHER HOUSING SUCCESSORS
There were no transfers to another housing successor entity for a joint project pursuant to HSC Section 34176.1.
Step 1: Determine Unencumbered Cash Balance From Financials FY 24-25 Beginning Cash Balance $ 712,241
Less: Encumbered Funds1 -
Less: Remaining Excess Surplus from Prior Years -
Unencumbered Amount $ 712,241
Step 2: Determine Greater of $1M or Last 4 Deposits
$1 Million, or $ 1,000,000
Last 4 years' deposits $ 480,128
2023-24 $ 166,407
2022-23 $ 58,220
2021-22 $ 175,685
2020-21 $ 79,816
Result: Larger Number $ 1,000,000
Step 3: Excess Surplus is Amount Step 1 Exceeds Step 2, if Any (1) Unencumbered Amount $ 712,241
(2) Less: Larger Number From Step 2 $ 1,000,000
Excess Surplus None
1 The Housing Successor executed a loan agreement with Self-Help Enterprises in FY 2020-21 encumbering $1,000,000 in Housing Asset Funds to assist an 81-unit permanent supportive housing project. The Housing Successor funds are designated to assist the 25 permanent supportive housing units affordable to 30% AMI households.
Table 5
Excess Surplus FY 2024-25
Tulare Housing Successor Annual Report 2024-25 8
HOUSING SUCCESSOR PORTFOLIO
The Housing Successor Portfolio includes no properties but contains eight loans receivable transferred from the former Redevelopment Agency. The Portfolio had a value of $10,531,012 as of FY 2024-25, as detailed in Table 6.
LOANS RECEIVABLE
The City must report the value of loans and/or grants receivable transferred on the HAT. The City inherited 54 loans from the former Agency when it dissolved on February 1, 2012. Table 6 shows the total value of outstanding loans receivable as of June 30, 2025. The HAT in Appendix 2 shows more detailed information about each property and loan receivable at the time they were transferred in 2012.
PROPERTY DESCRIPTIONS AND DISPOSITION STATUS
HSC Section 34176(e) requires that all real properties acquired by the Agency prior to February 1, 2012 and transferred to the City be developed for affordable housing purposes or disposed of within five years from the date DOF approved the HAT, or February 25, 2023. The law allows for a five-year extension via adoption of a resolution.
Asset1 Amount
Loans and Notes Receivable
Salvation Army $221,407
Tulare Family Housing $2,072,938
Kaweah Management Company $274,620
Tule Vista Association $3,220,000
Tulare Pacific Association $1,252,689
Tulare Aspen Association $1,972,700
Santa Fe Commons I $1,077,425
Deferred Loans Receivable $382,261
Housing Loans Receivable $56,972
Subtotal $10,531,012
Total Portfolio Value $10,531,012
Source: City of Tulare, Fund 81 Trial Balance
1 The Housing Successor Portfolio does not contain any real Portfolio Value of Real Properties and Loans Receivable FY 2024-25
Table 6
Tulare Housing Successor Annual Report 2024-25 9
The Agency had one real property on the HAT located at 340 Howard Street, a single-family rental property, that was transferred to the City. The City sold the property in December 2017 because it was not economically feasible to rehabilitate the property, which had fallen into disrepair. The property was sold to Varo Real Investments for $75,100, who eventually rehabilitated the property and resold it for non-affordable housing purposes. The net sales proceeds of $69,711 were deposited into the Housing Asset Fund in FY 2017-18.
HOMEOWNERSHIP UNIT INVENTORY
Table 7 presents an inventory of homeownership units assisted by the Housing Successor that require restrictions, covenants, or an adopted program that protects Housing Asset Fund monies.
Tulare Housing Successor Annual Report 2024-25 10
Project Name / Address # Assisted Units
W. Gail Ave & N. E St. 22 07/24/08 7/24/53
1042 Tulare Ave. (Residential Unit) 1 2/17/11 2/17/56
1042 Tulare Ave. (Lot) 1 2/17/11 2/17/56
445 S. I St. 1 6/8/10 6/8/55
141 N. B St. 1 6/8/10 6/8/55
425 S. F St 1 8/11/98 8/11/48
813 N. G St 1 4/29/98 4/29/48
824 N. E St 1 8/28/01 8/28/51
756 S. C St 1 10/26/98 10/26/48
615 S. Sacramento St. 1 9/10/98 9/10/48
257 W Pleasant 1 5/6/98 5/6/48
532 W King Ave. 1 8/16/02 8/16/52
572 S West 1 4/28/98 4/28/48
1304 W. Elm 1 6/17/98 7/1/48
600 S. Howard 1 10/7/98 10/7/48
505 N. F St. 1 12/14/98 12/14/48
351 N. A St. 1 9/24/01 9/24/51
625 So Sacramento 1 1/16/01 11/30/29
832 S. U St. 1 4/20/94 11/30/29
824 S. U St. 1 4/20/94 12/28/29
901 S. T St. 1 4/20/94 12/28/29
802 S. U 1 4/20/94 12/28/29
900 S. U St. 1 5/7/93 12/28/29
740 S. P St. 1 6/6/05 12/28/29
527 S. S 1 4/14/93 12/28/29
853 S. U St. 1 4/20/94 12/28/29
621 S. P St. 1 4/14/93 12/28/29
921 S. T 1 2/16/94 12/28/29
548 S. T St. 1 6/1/90 12/28/29
838 S. U St. 1 4/20/94 12/28/29
741 S. T St. 1 6/1/90 12/28/29
729 S. T St. 1 6/1/90 12/28/29
161 N. A St. 1 1/30/12 1/31/57
Total Units 54
Affordability Covenant Term
Table 7
Homeownership Unit Inventory
Source: City of Tulare
Tulare Housing Successor Annual Report 2024-25 11
APPENDIX 1 - HOUSING SUCCESSOR ANNUAL REPORT
REQUIREMENTS
Housing Successor Reporting Requirements
Health and Safety Code Section 34176.1(f)
Housing Asset Fund
Revenues & Expenditures
Other Assets and Active
Projects Obligations & Proportionality
Total amount deposited in the
Housing Asset Fund for the fiscal
year
Amount of deposits funded by a
Recognized Obligation Payment
Schedule (“ROPS”)
Description of any project(s)
funded through the ROPS
Description of any outstanding
production obligations of the
former Agency that were
inherited by the Housing
Successor
Statement of balance at the
close of the fiscal year
Update on property
disposition efforts (note that
housing successors may only
hold property for up to five
years, unless it is already
developed with affordable
housing)
Compliance with proportionality
requirements (income group
targets), which must be upheld
on a five year cycle
Description of Expenditures for
the fiscal year, broken out as
follows:
• Homeless prevention and
rapid rehousing
• Administrative and
monitoring
• Housing development
expenses by income level
assisted
Other “portfolio” balances,
including:
• Statutory value of any
real property either
transferred from the
former Agency or
purchased by the
Housing Asset Fund
• Value of loans and
grants receivable
Percentage of deed-restricted
rental housing restricted to
seniors and assisted by the
former Agency, the Housing
Successor, or the City within the
past ten years compared to the
total number of units assisted by
any of those three agencies
Description of any transfers to
another housing successor for a
joint project
Inventory of homeownership
units assisted by the former
Agency or the housing
successor that are subject to
covenants or restrictions or to
an adopted program that
protects the former Agency’s
investment of monies from the
Low and Moderate Income
Housing Fund
Amount of any excess surplus,
and, if any, the plan for
eliminating it
Tulare Housing Successor Annual Report 2024-25 12
APPENDIX 2 – HOUSING ASSET TRANSFER FORM
Former Redevelopment Agency: Tulare Redevelopment Agency Successor Agency to the Former
Redevelopment Agency: City of Tulare
Entity Assuming the Housing Functions
of the former Redevelopment Agency: City of Tulare
Entity Assuming the Housing Functions
Contact Name: TBD Title Phone 558-684-4200 [email protected] Entity Assuming the Housing Functions
Contact Name: Title Phone
The following Exhibits noted with an X in the box are included as part of this inventory of housing assets:
Exhibit A - Real Property X
Exhibit B- Personal Property
Exhibit C - Low-Mod Encumbrances X
Exhibit D - Loans/Grants Receivables X
Exhibit E - Rents/Operations
Exhibit F- Rents X
Exhibit G - Deferrals
Prepared By: Darlene Thompson, Finance Director
Date Prepared: 8/1/2012
E-Mail Address
E-Mail Address
All assets transferred to the entity assuming the housing functions between February 1, 2012 and the date the exhibits were created are included in this housing assets list.
DEPARTMENT OF FINANCE
HOUSING ASSETS LIST
ASSEMBLY BILL X1 26 AND ASSEMBLY BILL 1484
(Health and Safety Code Section 34176)
Exhibit A - Real Property
Item #
Carrying Value
of Asset
Total
square
footage
Is the property
encumbered by
a low-mod
housing
covenant?
Source of lowmod housing
covenant b/
Date of
transfer to
Housing
Successor
Agency
Construction
or acquisition
cost funded
with Low-Mod
Housing Fund
monies
Construction
or acquisition
costs funded
with other
RDA funds
Construction
or acquisition
costs funded
with non-RDA
funds
Date of
construction
or
acquisition
by the
former RDA
Interest in
real property
(option to
purchase,
easement,
etc.)
1 $85,098 1,062 No 2/1/2012 Yes No No 1-Jan-11 Ownership 2 3
4 5
6 7
8 9
10 11
12 13
14 15
16 17
18 19
20 City of Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Type of Asset a/
Low-Mod Housing -
Residental Rental
a/ Asset types may include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space.
Square footage
reserved for lowmod housing
Legal Title and
Description
1,062
APN 175-352-001 - 340
Howard Street, Tulare
b/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
Exhibit B - Personal Property
Item #
Carrying Value
of Asset
Date of
transfer to
Housing
Successor
Agency
Acquisition
cost funded
with Low-Mod
Housing Fund
monies
Acquisition
costs funded
with other RDA
funds
Acquisition
costs funded
with nonRDA funds
Date of
acquisition by
the former RDA
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
City of Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Type of Asset a/ Description
a/ Asset types any personal property provided in residences, including furniture and appliances, all housing-related files and loan documents, office supplies, software licenses, and mapping programs, that were acquired for low and moderate income housing purposes, either by purchase or through a loan, in whole or in part, with any source of funds.
Exhibit C - Low-Mod Encumbrances
Item #
Contractual
counterparty
Total amount
currently
owed for the
Enforceable
Obligation
Is the property
encumbered by
a low-mod
housing
covenant?
Source of lowmod housing
covenant b/
Current
owner of
the property
Construction or
acquisition cost
funded with
Low-Mod
Housing Fund
monies
Construction or
acquisition costs
funded with
other RDA funds
Construction
or acquisition
costs funded
with non-RDA
funds
Date of
construction or
acquisition of
the property
1 Tulare Aspen
Associates 2,000,000 Y
Ca
Redevelopme
nt Law and
Housing Tax
Kaweah
Mgmt Co.,
Inc Construction No No
Pending - Oct,
2012
2 3
4 5
6 7
8 9
10 11
12 13
14 15
16 17
18 19
20 a/ May include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space.
b/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
City of Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Date contract for
Enforceable
Obligation was
executed
Type of housing built
or acquired with
enforceably obligated
funds a/
Construction of a 47
Unit Affordable
Multifamily Apartments 22-Jun-11
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
1 $500,000.00 24-Jul-08
Construct 22 forsale single family
mutual self-help
units and whose
income is 80% or Yes
As each home is sold
the and amount is
applied to a HUD loan. 0% $ 295,250.00
2 $60,000.00 17-Feb-11
Construction of a
single residential
unit at 1042
Tulare Avenue Yes When the house is sold
0% if there's no
default under
the DDA, the
lower of the
hightes reate
then allowed by $ 60,000.00
3 $20,000.00 2/17/2011
Purchase of lot at
1042 Tulare
Avenue, Tulare Yes
No payment unless a
default under DDA,
forgiven after 45 years 0% $ 20,000.00
4 $221,407.00 3/18/2005
Purchase of land
to construct a
senior housing
project consisting
of 60 units Yes
Forgiven unless a
default under DDA
dated 3-18-2005, due in
55 years.
Default
interest rate,
lower of the
highest rate
then allowed
by law or 5%
over the
prime interest
rate
announced
by Wells
Fargo Bank $ 221,407.00
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Habitat for Humanity
Salvation Army
Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
Loan Habitat for Humanity
Loan Self-Help
Loan
Loan
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
5 $300,000.00 10/20/2007
Construction of a
81 low income
apartment units -
Phase I Yes
First 30 years from the
date a Certificate of
Occupancy is issued,will
pay interest which has
accrued on the Note
amount druing the
previous year, but in no
event to pay an amount
greater than 10% of the
residual receipts. After
the 30th annual
payment, fully amortized
level payments for the
next 25 years. Any
remaining balance shall
be due and payable on
55th anniversay of the
date of Certificate of
Occupany 3% $ 300,000.00
6 $1,250,000.00 4/6/2010
Construction of a
81 low income
apartment units - Yes Same as above line 5 3% $ 1,250,000.00 7 $250,000.00 9/21/2009
Purchase 20 unit
housing project Yes
90 days of the end of each
fiscal year of Maker.
Principal and interest in an
amount equal to the
"Agency Share of Residual
Receipts" (21% pf residual
receipts). 3% $ 250,000.00
8 $21,500.00 6/8/2010
Purchase of a
single family
house Yes
Monthly payment of
$69.15 1% $ 21,500.00
9 $21,500.00 6/8/2010
Purchase of a
single family
house Yes
Monthly payment of
$69.15 1% $ 21,500.00
Kaweah Management
Co
Kaweah Management
Co
Las Palmas
Foundation/Tulare II
Family Housing
Partners, LP Las Palmas
Foundation/Tulare II
Family Housing
Kaweah Management
Co
Loan
Loan
Loan
Loan
Loan
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
10 $3,220,000.00 9/1/2010
Construct 57
housing units Yes
25% of Residual
Receipts, not to exceed
$3,000,000 due in 35
years and $220,000 due
in 55 years
0% unless
default
interest rate
shall be the
lower of the
highest rate
then allowed
by law or 2%
over the
prime interest
rate
announced
by Wells
Fargo BanK $ 3,220,000.00
11 $880,000.00 3/10/2011
Acquisition of
land to construct
49 housing units Yes
10% of Residual
Receipts, due 55 years 3% $ 880,000.00
12 $3,534.00 8/11/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 3,534.00
13 $13,084.00 4/29/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale 0% $ 13,084.00
14 $15,000.00 8/28/2001
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 15,000.00
15 $14,078.50 10/22/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,078.50
16 $17,833.00 10/26/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 17,650.27
17 $14,532.08 9/10/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,428.87
18 $14,330.00 10/22/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,330.00
Grace Ann MunozHertel
Wendy R Jones
Dennis & Nadine
Lutrick
Fernando Mata
Tule Vista Associates
Tulare Pacific
Associates
Loan
Loan
Marie Aguayo, etal
Alfredo & Martha
Alvarez
Juan & Maria Carrillo
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
19 $14,395.00 12/29/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,395.00
20 $18,893.00 5/6/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 18,893.00
21 $20,000.00 8/16/2002
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 20,000.00
22 $19,844.00 4/28/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 19,844.00
23 $20,000.00 6/17/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 20,000.00
24 $14,848.00 10/7/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,848.00
25 $14,455.00 12/14/1998
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,455.00
26 $15,000.00 9/24/2001
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 15,000.00
27 $15,000.00 1/16/2001
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 14,736.88
28 $2,018.49 12/10/2008 Rehab Yes
Refinances, no longer
principal place of
residence 0% $ 2,018.49
29 $707.89 1/6/2009 Rehab Yes
Refinances, no longer
principal place of
residence 0% $ 707.89
Alfonso & Maximina
Valdivia
Pete & Iris Ormonde
Jose & Blanca
Quezada
Esperanza Rodriguez
Juan Rosales
Dolf & Dolores Saltkill
Ruben & Maria Tejeda
Erasmo & Audelia
Urrea
Alfredo Munoz
Michael Plascenia
Valeta Looper
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
30 $1,486.00 3/27/2009 Rehab Yes
Refinances, no longer
principal place of
residence 0% $ 1,486.00
31 $1,776.27 11/28/2008 Rehab Yes
Refinances, no longer
principal place of
residence 0% $ 1,747.72
32 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
33 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
34 $1,500.00 4/14/1993
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 1,500.00
35 $7,000.00 6/1/1990
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,000.00
36 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
37 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
38 $24,900.00 5/7/1993
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 24,900.00
39 $6,500.00 1984
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 6,500.00
40 $12,395.00 4/14/1993
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 12,395.00
Simon & Maria
Castaneda
Jamie & Mary Ann
Flores
Gilbert & Juana Gaona
Jose & Debra Garcia
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Roberto & Katherine
Castillo
Josephine Ruiz
Andrew & Michell
Aguilar
Alfredo & Teresa
Avelar
Filberto & Magdalena
Barajas
Loan
Petra Garza, Danny
Garza and Julio Garza
Aureliano & Maria
Gonzalez
Loan
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
41 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
42 $30,000.00 4/14/1993
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 30,000.00
43 $15,000.00 5/11/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 15,000.00
44 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
45 $19,250.00 2/16/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 19,250.00
46 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
47 $5,900.00 6/1/1990
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 5,900.00
48 $5,900.00 6/1/1990
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 5,900.00
49 $7,500.00 4/20/1994
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,500.00
50 $5,900.00 6/1/1990
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 5,900.00
51 $5,900.00 6/1/1990
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 5,900.00
Alcario Sanchez
Joe Wilson
Jose L Zavala and
Guadalupe Cabrera
Jesus & Blanca Nunez
Eduardo & Teresa
Perez
Ignacio & Zoila Ponce
Agustin & Concepcion
Quiroz
Robert I Quiroz
Loan
Loan
Loan
Jesus Gonzalez
Carlos & Ramona
Guerrero
Vicente Mosqueda
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Loan
Exhibit D - Loans/Grants Receivables
Item #
Amount of the loan
or grant
Date the loan or
grant was issued
Purpose for
which the funds
were loaned or
granted
Are there
contractual
requirements
specifying the
purposes for which
the funds may be
used?
Repayment date, if the
funds are for a loan
Interest rate
of loan
Current
outstanding
loan balance
City Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Was the Low-Mod
Housing Fund
amount issued for a
loan or a grant?
Person or entity to
whom the loan or
grant was issued
52 $7,000.00 6/1/1990
Acquisition - First
Time Home
Buyers Yes
If default "Affordability
Agreement" or the sale
of property 0% $ 7,000.00
53 Unknown Unknown Yes Unknown Unknown $ 698.50
54 $63,844.48 1/3/2012 Acquisition Yes
If default "Affordability
Agreement" or the sale
of property 3% $ 63,530.18
55 7,061,268.30
Eliseo Arzola
Terry & Pamela Bell
Felipe Avitia Jr and
Loan Celia Zepeda
Loan
Loan
Exhibit E - Rents/Operations
Item #
Type of property
with which they
payments are
associated b/
Property
owner
Entity that
collects the
payments
Entity to which
the collected
payments are
ultimately
remitted
Purpose for
which the
payments are
used
Is the property
encumbered
by a low-mod
housing
covenant?
Source of lowmod housing
covenant c/
Item # from
Exhibit A the
rent/operation
is associated
with (if
applicable)
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
c/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
b/ May include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space. a/ May include revenues from rents, operation of properties, residual receipt payments from developers, conditional grant repayments, costs savings and proceeds from refinancing, and principal and interest payments from homebuyers subject to enforceable income limits.
City of Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Type of payment a/
Exhibit F - Rents
Item #
Type of property
with which the
payments are
associated b/
Property
owner
Entity that
collects the
payments
Entity to which
the collected
payments are
ultimately
remitted
Purpose for
which the
payments are
used
Is the property
encumbered
by a low-mod
housing
covenant?
Source of lowmod housing
covenant c/
Item # from
Exhibit A the rent
is associated
with (if
applicable)
1 Single Family
Residence
Successor
Agency City of Tulare City of Tulare Low-Mod Y
Ca
Redevelopment
Law 1
2 Single Family
Residence
Successor
Agency
AmeriNational
Community
Services City of Tulare Low-Mod Y
Ca
Redevelopment
Law
3 Single Family
Residence
Successor
Agency City of Tulare City of Tulare Low-Mod Y
Ca
Redevelopment
Law
4 Single Family
Residence
Successor
Agency City of Tulare City of Tulare Low-Mod Y
Ca
Redevelopment
Law
5 6
7 8
9 10
11 12
13 14
15 16
17 City of Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) b/ May include low-mod housing, mixed-income housing, low-mod housing with commercial space, mixed-income housing with commercial space. c/ May include California Redevelopment Law, tax credits, state bond indentures, and federal funds requirements.
Type of payment a/
Rental Income
Note Payment
a/ May include rents or home loan payments.
Note Payment
Note Payment
Exhibit G - Deferrals
Item #
Fiscal year in
which funds
were deferred
Amount
deferred
Interest rate
at which
funds were
to be repaid
Current
amount owed
Date upon which
funds were to be
repaid
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
City of Tulare
Inventory of Assets Received Pursuant to Health and Safety Code section 34176 (a) (2) Purpose for which
funds were deferred
Tulare Housing Successor Annual Report 2024-25 13
APPENDIX 3 – HOUSING ASSET FUND EXPENDITURE
REQUIREMENTS
Housing Asset Fund Expenditure Requirements
Health and Safety Code Section 34176.1
Expense
Category Limits Allowable Uses
Administration
and
Compliance
Monitoring
$521,788 for FY
2024-25 (limit
varies each year)
Administrative activities such as:
• Professional services (consultant fees, auditor fees, etc.) • Staff salaries, benefits, and overhead for time spent on Housing Successor administration
• Compliance monitoring to ensure compliance with
affordable housing and loan agreements
• Property maintenance at Housing Successor-owned
properties
Capped at $200,000 adjusted annually for inflation or 5% of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the HAT (“Portfolio”), whichever is greater.
Tulare Housing Successor Annual Report 2024-25 14
Housing Asset Fund Expenditure Requirements
Health and Safety Code Section 34176.1
Expense
Category Limits Allowable Uses
Homeless
Prevention
and
Rapid
Rehousing
Solutions
$500,000
maximum per
fiscal year
Services for individuals and families who are homeless or would be homeless but for this assistance, including:
• Contributions toward the construction of local or regional homeless shelters
• Housing relocation and stabilization services including housing search, mediation, or outreach to property owners • Short-term or medium-term rental assistance
• Security or utility deposits
• Utility payments
• Moving cost assistance
• Credit repair
• Case management
• Other appropriate activities for homelessness prevention and rapid rehousing of persons who have become
homeless.
Tulare Housing Successor Annual Report 2024-25 15
Housing Asset Fund Expenditure Requirements
Health and Safety Code Section 34176.1
Expense
Category Limits Allowable Uses
Affordable
Housing
Development
No spending
limit, but must
comply with
income and age
targets
“Development” includes:
• New construction
• Acquisition and rehabilitation
• Substantial rehabilitation
• Acquisition of long-term affordability covenants on
multifamily units
• Preservation of at-risk units whose affordable rent
restrictions would otherwise expire over the next five years Income Targets Every five years (currently Fiscal Years Ending 2020-2024), Housing Asset Funds must meet income targets:
• At least 30% on extremely low income rental households (up to 30% AMI or “Area Median Income”)
• No more than 20% on low income households (60-80%
AMI)
Moderate and above moderate income households may not
be assisted (above 80% AMI).
Failure to comply with the extremely low income requirement in any five-year compliance period will result in having to ensure that 50 percent of remaining funds be spent on
extremely low income rental units until in compliance.
Exceeding the expenditure limit for low households earning between 60-80% AMI in any five-year reporting period will result in not being able to expend any funds on these income categories until in compliance.
Age Targets For the prior ten years (resets every year), a maximum of 50% of deed-restricted rental housing units assisted by the Housing Successor or its host jurisdiction may be restricted to seniors.
If a housing successor fails to comply, Housing Asset Funds may not be spent on deed-restricted rental housing restricted to seniors until in compliance.
Staff Report
Meeting: City Council
Date: April 7, 2026
Department: Fire
Submitted by: Michael Ott, Fire Chief
Agenda Title: Fire Department Grant Fund Use
RECOMMENDED ACTION
Adopt a resolution amending the Fiscal Year 2026 Budget authorizing an increase of $191,980 to Fire Department Grant Fund and use of Fire Department Grant Fund balance for the purchase of Fire Prevention and Safety Grant and State Homeland Security Grant items.
SUMMARY
In January 2025, the City accepted the 2023 FEMA Fire Prevention and Safety (FP&S) Grant funds of $163,714.28. The City has a match of $8,185.72 to complete the project. The total project cost is $171,900. This funding was originally placed in the FY 25 budget but had not been used. It was inadvertently left out of the initial and mid-year budget process on FY 26.
In November 2025, the City adopted Resolution 2025-64 to accept FY24 State Homeland Security Grant Program (SHSGP) funds in the amount of $20,080.00 for fire department communication equipment.
These funds were also inadvertently left out of the mid-year budget adjustment for FY26. The Fire Department is requesting these funds be appropriated so the project can be complete, and reimbursement can be processed with FEMA and the State of California.
FISCAL IMPACT & FUNDING SOURCES
This appropriation requires the use of Fire Department Grants Fund unassigned fund balance of $191,980. Fiscal impact and cost to the City is $8,185.72, which is the cost share portion of the FEMA grant. FEMA will reimburse the City up to $163,714.28 once items are purchased and funds are expended. SHSGP is 100% reimbursed up to the $20,080.
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
None
Reviewed/Approved:
Item #: 8.19
Consent
RESOLUTION 2026-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE
AMENDING THE FISCAL YEAR 2026 BUDGET
WHEREAS, on June 17, 2025, the City Council adopted the City of Tulare’s Fiscal Year 2026 Adopted Budget (“Budget”) following a public hearing; and WHEREAS, in accordance with Administrative Policy CM-10 Budget Policies and Practices, the City Council may amend or supplement the budget any time after its adoption; and WHEREAS, City staff has proposed specific amendments to the Budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Tulare, as follows:
Section 1. The City Council authorizes amendments to the Fiscal Year 2026 Adopted Budget to appropriate funds from existing Fire Department grant balances for the completion of the 2023 FEMA Fire Prevention and Safety Grant and the FY24 State Homeland Security Grant Program (SHSGP) as follows:
Fund Description Cost
306 Fire Department Grant Materials & Supplies – fire
prevention items
$171,900
306 Fire Department Grant Materials & Supplies –
communication equipment
$20,080
Total $191,980
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare this 7th day of April 2026, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Patrick Isherwood, President of the Council
and Ex-Officio Mayor
ATTEST:
Marc Mondell, City Clerk
By Melissa Wilcox, Chief Deputy City Clerk
The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the Tulare City Council.
Staff Report
Meeting: City Council
Date: April 7, 2026
Department: City Manager
Submitted by: Melissa Wilcox, Chief Deputy City Clerk
Agenda Title: First Amendment to Tripepi Smith Professional Services Agreement
RECOMMENDED ACTION
Approve a First Amendment to the Professional Services Agreement with Tripepi Smith & Associates in the amount of $54,570 for on-call public relations services and sales tax information campaign services.
SUMMARY
Background
As the City has grown in population, and size and complexity of our projects and initiatives, it became clear that support was needed in delivering public information to the community about projects, programs, and services. In July 2025, the City advertised a Request for Proposals (RFP) for firms to provide on-call public relations services and sales tax information campaign services. Seven responses were received, and after reviewing RFP responses, the most qualified firms participated in virtual interviews. Tripepi Smith & Associates was selected and engaged under the City Manager’s purchasing authority, on a time and materials basis, not to exceed $50,000. This allowed City Staff to evaluate the work product and effectiveness of Tripepi Smith on a trial basis.
New Initiatives and Deliverables
Since their engagement, Tripepi Smith has assisted the City with many new public relations initiatives including: completion of an employee survey; launch of a monthly employee newsletter; development of a Budget-at-Glance webpage and document; distribution of numerous press release to highlight the positive work of the City; new social media campaigns and monitoring tools, including council meeting recaps; development, promotion, and delivery of two Budget Town Hall meetings; and development, launch, and promotion of an online tool to collect resident feedback about a future sports complex.
Next Steps
Staff have been impressed with the responsiveness and high-quality work product of the Tripepi Smith team. This Amendment allows the City to continue the on-call public relations services and sales tax information campaign services. In the coming months, this will include additional messaging about the City’s Fiscal Year 2026-27 budget development process, ongoing messaging about City initiatives such as the pavement management study and begin voter education about a potential sales tax ballot measure.
FISCAL IMPACT & FUNDING SOURCES
Funds for this initiative were included in the approved Fiscal Year 2026 Adopted Budget.
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 has been reviewed by the City Attorney.
Item #: 8.20
Consent
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. First Amendment and Exhibit A
Reviewed/Approved:
FIRST AMENDMENT TO THE AGREEMENT BETWEEN THE CITY OF TULARE AND TRIPEPI SMITH & ASSOCIATES, INC.
A. On September 5, 2025, the City entered into an Agreement with Tripepi Smith & Associates, Inc. for on-call communications services.
B. The City desires modifications to the services beyond the scope of the Agreement as shown in Exhibit A.
C. The total on-call, time and materials, amount of the Agreement shall, as stated in Section 4 shall increase by $54,570, for a total amount not to exceed $104,570.
D. All other terms and conditions remain unchanged. It is the intention of the Parties that except for the changes explicitly listed above, all other terms and conditions of the Agreement and any other Exhibits, Attachments or Addenda thereto shall remain in full force and effect.
NOW, THEREFORE, City and Consultant have executed this Amendment on the date(s) set forth below:
TRIPEPI SMITH & ASSOCIATES, INC. CITY OF TULARE
Ryder Todd Smith, Co-Founder & President Marc Mondell, City Manager
APPROVED AS TO FORM ATTEST
Mario U. Zamora, City Attorney Marc Mondell, City Clerk By: Melissa Wilcox
Chief Deputy City Clerk
SALES TAX INFORMATION
CAMPAIGN AND ON-CALL
COMMUNICATIONS SERVICES
City of Tulare
Request for Proposals
July 31, 2025 (Revised March 31, 2026)
By: Ryder Todd Smith
Co-founder & Principal
Tripepi Smith & Associates
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Table of Contents
COVER LETTER.............................................................................3 ABOUT TRIPEPI SMITH .................................................................5 PERSONNEL ................................................................................ 11 PROJECT UNDERSTANDING...................................................... 14 PROPOSED PROJECT SCHEDULE ............................................ 23 REFERENCES & CLIENT WORK................................................. 24 COST PROPOSAL........................................................................ 29 RATES .......................................................................................... 30 APPENDIX: RESUMES................................................................. 33 Single Source Communications
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COVER LETTER
Thank you for the opportunity to support the City of Tulare with public outreach in response to the RFP for Sales Tax Information Campaign and Ongoing Public Relation Services. This proposal offers all requested information, including Tripepi Smith’s understanding of your needs, our approach to addressing them, our cost proposal and more.
Tripepi Smith has a deep understanding of the unique dynamics of local communities: over 200 local government agencies, primarily in California, have chosen us to support their communications needs.
Our experience spans numerous successful campaigns and initiatives, where we have consistently achieved tangible, impactful results. We boast an excellent track record in providing comprehensive public education and outreach services to municipalities, on a full range of policy, tax and land use matters. Here are just a few recent examples of measures adopted by voters where Tripepi Smith was involved with outreach:
• Brawley - November 2024 - Measure J: 1% sales tax
• La Palma - November 2024 - Measure W: Term limit extensions • Los Alamitos - November 2024 - Measure X: Term limit extensions and purchasing reforms • Atascadero - November 2024: Measure L-24: .5% sales tax extensions • South Pasadena - November 2024 - Measure SP: Modify height restriction limit in zoning code • Visalia - November 2024 - Measure O: Cannabis tax
• Dixon - November 2024 - Measure J: 1% sales tax
• Livingston - November 2024 - Measure L: Dedicated 1% sales tax for public safety • Paramount - November 2024 - Measure LR: Revised business license tax • Palmdale - November 2024 - Measure PD: .75% optional increase in sales tax for local services • Yorba Linda - November 2024 - Measure J: Land zoning changes authorization Additionally, the team consists of over 70 communication experts — robust enough to support your goals, yet small enough to be nimble and responsive. We offer a spectrum of skills that allows us to match the appropriate resource to the task at hand, letting us execute faster at reduced engagement costs. These resources vary by both years of experience and core hard skills. Independent of their skill set, each team member is active in the world of local government. The result: we have the ability to tell impactful, localized stories across communication mediums, all within our one team. Therefore, the City of Tulare will need only one communications partner for the sales tax information campaign and ongoing public relations services.
In a time when community engagement and fiscal responsibility are of paramount importance, Tripepi Smith is prepared to bring fresh, effective strategies to the table. We are confident that our dedication and proven track record make us the right partner for you. Thank you for considering us for this crucial endeavor. We eagerly anticipate the chance to discuss our proposal in more detail.
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Office Locations
Since early 2017, Tripepi Smith has operated in a completely virtual office environment. Being virtual enhances operational resilience and grants us access to a flexible and diverse workforce. The team — composed of policy wonks, creative message developers, broadcast specialists, videography experts, technology gurus and graphic artists — resides throughout Arizona, California, Idaho, Montana, New Mexico, Tennessee, Texas, Utah, Washington, with a majority based in California.
Firm Structure
Tripepi Smith was founded in 2000 and incorporated in 2002 as a California S Corporation. The firm has two corporate officers, who are also the co-founders with equal ownership of the business:
Co-Founder & President Ryder Todd Smith
Chief Financial Officer Nicole Smith
In addition to the President/CEO and CFO, multiple principals and directors oversee the day-to-day operations of a team of analysts, graphic designers, photographers and videographers. All Tripepi Smith employees report directly to the President. Please refer to our Org Chart for full details.
Contract Termination
No current or past Tripepi Smith clients have terminated our work prior to the end of a contract period because of failure to fulfill the scope of an engagement.
Authorization
I affirm that I have the legal authorization to bind Tripepi Smith into agreements with the City of Tulare and to make the statements below on behalf of the firm. This proposal is valid for 120 days from the date of submission.
Regards,
Ryder Todd Smith
Co-Founder & President, Tripepi Smith & Associates, Inc.
[email protected] • (626) 536-2173
27702 Crown Valley Parkway, D4#139, Ladera Ranch, CA, 92694 [email protected] is our preferred point of contact throughout the evaluation process.
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ABOUT TRIPEPI SMITH
A Public Affairs Firm that Understands Local Government Tripepi Smith excels in public affairs and marketing. Founded in 2000 and incorporated as a California corporation in 2002, the company is headquartered in Orange County, California, with staff throughout the western United States. We work in a complex environment where successful communications go hand-in-hand with marketing and technical expertise. As a full-service marketing and creative services firm, Tripepi Smith offers the right professionals for the job while being small enough to be nimble and responsive. Our team offers a broad spectrum of experience and skills that allows us to apply the appropriate resource to the appropriate tasks; this allows us to execute work faster and reduce engagement costs.
Tripepi Smith's team comprises over 70 full-time professionals experienced in local government. Our staff includes former municipal employees with backgrounds in creative services, public information and city management, as well as seasoned directors, analysts and practice area specialists. Accredited public relations (APR) professionals guide effective messaging while policy wonks provide counsel on public affairs. TS Creatives fashion compelling branding, websites, print and digital design, social media, photography and videography. We employ multiple FAA-certified drone pilots and operate a full-scale video production studio with extensive event and broadcast experience. The Result: We can tell a complete story across media, all within our one team.
Grounded in Civic Affairs
CFO Nicole Tripepi Smith is a second-generation civic-affairs professional (her father was a city manager for 28 years). President Ryder Todd Smith brings over 20 years of public agency marketing and communications experience to the table.
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Our Services
Tripepi Smith operates at the intersection of marketing, technology and public affairs. We excel in each of these areas, but the true power lies in our ability to seamlessly integrate them. This holistic approach allows us to craft impactful solutions for our clients.
Strategy, Marketing,
Communications
Creative Services
Strategic Development, Research,
Surveys, Messaging
Social Media Management
Web and Social Media Strategy,
Optimization (SEO), Metrics
Web Hosting and Support
Email Campaigns
Relations
(Media, Stakeholders, Public, Government)
Support and Training for Events,
Presentations and Virtual Gatherings
Digital, Print, Radio,
Out-of-Home Advertising
Staff Training
(Media, Social Media, Photo, Brand Implementation)
Association Management Services
Full-Service Graphic Design
for Digital, Print and Outdoor
Brand and Logo Development
Content Creation
(Writing, Editorial, Thought Leadership)
Output Services
(Digital Distribution, Print Management, Mail
Management)
Illustration and Information Graphics
Photography
Videography, Broadcasting, Podcasting,
Drone
Event Production, Technical and AV
Support
Animation and Motion Graphics
Web Design and Implementation
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Partial Client Roster
We have a network of 200+ satisfied clients in the local government space. We are happy to connect you with contacts at our client agencies who can share their experience working with Tripepi Smith.
California City Management
Foundation
City of Aliso Viejo
City of American Canyon
City of Atascadero
City of Azusa
City of Baldwin Park
City of Bellflower
City of Benicia
City of Burlingame
City of Claremont
City of Coronado
City of Cotati
(City of) Culver City
City of Cupertino
(City of) Daly City
City of Danville
City of Duarte
City of El Cerrito
City of Encinitas
City of Fountain Valley
City of Foster City
City of Fullerton
City of Gilroy
City of Grover Beach
City of Hawaiian Gardens
City of Hayward
City of Healdsburg
City of Hercules
City of Huntington Beach
City of Indian Wells
City of Irvine
City of La Cañada Flintridge
City of La Palma
City of La Puente
City of La Verne
City of Laguna Hills
City of Laguna Niguel
City of Lake Forest
City of Lakeport
City of Lancaster
City of Livermore
City of Lomita
City of Lynwood
City of Malibu
City of Manhattan Beach
City of Manteca
City of Martinez
City of Menifee
City of Millbrae
City of Morgan Hill
City of Murrieta
City of Napa
City of Orange
City of Orinda
City of Pacifica
City of Palm Desert
City of Palmdale
City of Paramount
City of Pico Rivera
City of Pismo Beach
City of Placentia
City of Pomona
City of Rancho Mirage
City of Rancho Palos Verdes
City of Riverbank
City of Rohnert Park
City of Rolling Hills Estates
City of San Clemente
City of San Leandro
City of Santa Ana
City of Santa Clarita
City of Santa Paula
City of Saratoga
City of Stanton
City of South Gate
City of South Pasadena
City of Tracy
City of Vallejo
Costa Mesa Sanitary District
Del Paso Manor Water District
West County Wastewater District
Independent Cities Association
Independent Cities Finance Authority
Institute for Local Government
League of California Cities
Municipal Management Association
of Northern California
Municipal Management Association
of Southern California
Orange County City Manager
Association
San Gabriel Valley City Managers’
Association
Claremont McKenna College
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Local Government Affiliation & Support
Tripepi Smith is a longstanding partner to these institutions, the majority of which have entrusted us with supporting their communications.
California City
Management Foundation
Municipal Management Association
of Southern California
California Association
of Public Information Officials
Institute for
Local Government
League of California Cities San Gabriel Valley
City Managers’ Association
California Contract
Cities Association
California Special
District Association
Orange County City
Manager Association
Texas Women’s
Leadership Institute
Cal-ICMA Urban Management Assistants
of North Texas
California Municipal Revenue and
Tax Association
Washington City/County
Management Association
Municipal Management Association
of Northern California
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Axioms We Live By
Introduction
In our work with over 200 local government agencies on external communications since our incorporation in 2002, we have identified many patterns, observations and insights. As a result we have developed some axioms (AKA sayings or mottos) when it comes to thinking about external-facing communications. These are just a few that we find universally true.
Content X Distribution = Impact
The audience must see your content to be impacted by it.
Tripepi Smith was born in the digital era. We take digital seriously and recognize how critical it is to not only develop great visuals and messaging, but to ensure the audiences we want to reach actually see that content.
“Content x Distribution = IMPACT” is how we illustrate the point: What good is content if you aren’t properly promoting, distributing or sharing it? On the other hand, what good is distribution if the content fails to engage your audience positively? We use this principle to guide a comprehensive distribution strategy that ensures we reach our target audiences.
If you don’t publish
information first, someone
else will–and they may not
care about the facts.
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In this age of smartphones and voice-activated virtual assistants, we are used to being able to access news and information at our fingertips. When your community cannot easily find information — such as a controversial policy decision, a new housing development or a political scandal — they may resort to finding "the facts" on their own. This is especially true for crisis communications: the longer you wait to address the crisis, the more time you are giving to others to fill that void with their own research and/or opinions.
So, we strive to get your information out there first, even if it is a "holding message" such as "we are aware of the situation and will use our official channels to share more info soon." By publishing information on your agency's website or some other centralized location, you, your agency leadership and your supporters will be able to easily debunk misinformation with verifiable facts and talking points.
Only a small percentage of
the population understands
local government the way we do.
The 3% includes local government professionals like you and consultants like us–the select few who wake up daily thinking about the complexities facing public policy and municipal management. We have our own language in local government: terms, phrases and especially acronyms. Most of the population may have little exposure to or interest in local government. They just want their utilities to work, no potholes, low crime and other securities provided by their local governments that enable a high quality of life.
So, when we speak with the 97% through public outreach, we ensure our language is accessible and understandable. This mitigates any risk of alienating them; moreover, it enables an ability to build relationships and engender trust.
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PERSONNEL
Depending on the scope of work the City of Tulare selects, the rest of the Tripepi Smith project team may vary. Account Manager Sienna Boyd will be your primary point of contact and will closely monitor the quality of work product before Tripepi Smith delivers it to you for review/approval. Should any key personnel become unavailable during our engagement, Tripepi Smith will quickly substitute with other Tripepi Smith resources who have commensurate experience, knowledge and/or skill sets. Please see the Appendix for full resumes of key personnel. You can learn more about our individual backgrounds and qualifications at www.TripepiSmith.com/Our-Team. The core project team will have dedicated availability to support the engagement, including capacity to provide support under urgent notice and/or time constraints. Tripepi Smith is a collaborative firm with many skill sets available. Any Tripepi Smith staff member may be brought onto the engagement to help with our efforts.
Project Team Organizational Chart and Bios
Ryder Todd Smith
Co-Founder & President
Location: Ladera Ranch, CA | Role: Strategic-Level Support Ryder has over 25 years of experience in government relations, technology and marketing. As president, he leads Tripepi Smith and is the ultimate project owner of its clients, which span over 200 public, private and non-profit agencies. Ryder is also the creator of the City Internet Strategies Study, publisher of PublicCEO and the Civic Business Journal and a frequent speaker on the local government circuit. Additionally, his insights have been published by industry-leading publications, such as Western City Magazine and Public Management Magazine, and local government professional organizations, such as the California City Management Foundation and Municipal Management Association of Northern California have recognized and awarded his support as a longtime partner.
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Sienna Boyd
Senior Business Analyst
Location: Pasadena, CA | Role: Account Manager
Sienna Boyd is a strong people and project manager with a background in sales and customer experience. After studying political science at California Baptist University, she went on to enter the marketing and communications space, constantly shattering sales and retention records. Sienna believes that solid storytelling is the key to an empathetic communication ethos. She has over a decade of team building and interpersonal communication experience and is passionate about strategies individualized to context, need and community. As a Senior Business Analyst for Tripepi Smith, Sienna manages a wide range of projects, continues to produce quality content, provides communication insights and develops outreach strategies for clients. Her ballot measure outreach experience includes successful measures for the City of Visalia, City of Brawley, City of Dixon, City of La Palma, City of Livingston, City of Los Alamitos, City of Palmdale, City of Paramount, City of South Pasadena and Indian Wells Fire Access Maintenance District.
Valerie Nevarez
Business Analyst
Location: Redlands, CA | Role: Project Manager
Valerie Nevarez is a strategic and detail-oriented professional with a strong background in public relations and social media management. Passionate about delivering meaningful results, she brings a client-focused approach to every project she takes on. She graduated from California Baptist University with a Bachelor of Arts in Public Relations in 2019 and a Master in Business Administration in 2020.
Valerie strengthened her skills during her time at Loma Linda University Health, where she was responsible for content development, strategic writing and project management. She has a collaborative spirit and the ability to translate client needs into compelling campaigns. Her ballot measure outreach experience includes successful measures for the City of Visalia, City of Brawley, City of Dixon, City of Los Alamitos, City of Palmdale, City of Paramount, City of South Pasadena and Indian Wells Fire Access Maintenance District.
Claire Blodget
Junior Business Analyst
Location: San Diego, CA | Role: Project Support
Claire Blodget is a skilled communicator with a diverse background in research, translation and marketing. She graduated from the University of California, Santa Barbara, with a Bachelor of Arts in Global Studies and minors in Labor Studies and Portuguese. With this academic background, she holds a thorough understanding of the intersection between social, political, environmental and economic processes that affect our institutions and society. Claire developed her research abilities writing case studies for the Global Studies Department and strengthened her marketing skills as an Experiential Marketing Coordinator for Shabang Music Productions. Following her graduation, Claire became a Social Media & Marketing Intern for Movido, a wellness brand, while teaching English in Alicante, Spain, through the North American Language and Culture Assistant Program (NALCAP).
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Tripepi Smith Organizational Chart
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PROJECT UNDERSTANDING
City of Tulare’s Needs
With the lowest sales tax rate in Tulare County at 8.25%, the City of Tulare is preparing to potentially introduce a 1-cent general sales tax measure on the November 3, 2026, ballot. In anticipation of this ballot measure, the City has undertaken preliminary steps, including conducting a dual-mode voter survey with 420 respondents that indicated strong support among voters at 73%.
While the City is prohibited from advocating for or against the potential measure, it can provide information and educational materials to inform voters. Thus, the City of Tulare is seeking a partner to effectively guide the City through the process of placing the tax measure on the ballot while also developing a comprehensive information campaign to educate voters. This includes analyzing survey results, holding public outreach meetings, crafting strategic messaging and developing educational materials.
Separate from the sales tax information campaign, the City is seeking a firm to provide general public relations services in support of its Public Information Officer and Communications Committee.
Tripepi Smith’s Approach: Ballot Measure Outreach
Tripepi Smith has a solid track record of supporting education and outreach efforts around City ballot measures, especially sales tax measures. Our level of support has ranged from simply assisting with executing the strategy from another consultant to a full year's worth of education and outreach, both prior to and after a City Council adopts a Resolution to place a measure on the ballot. Which also means we offer a wide cost range since there are usually unknown variables.
Our first step at the beginning of the engagement is a kickoff meeting with all parties to accomplish several goals:
1. Introduce stakeholders and project leads
2. Review our projected timeline, ensuring voters have the facts well before the election
3. Review the City's deadlines and what assistance we can provide on election-related efforts, such as advising on ballot measure language, ballot title and Arguments/Rebuttals
4. Review our content collaboration process
5. Identify possible dates for public outreach meetings
6. Relay what access we will need to the City of Tulare’s communication assets, such as website and social media sites
Tripepi Smith’s typical approach to crafting language for ballot measure education and outreach is to “measure twice, cut once”: we work with key stakeholders (especially legal counsel) to produce approved written language upfront. Any external-facing content, whatever the medium, will only use that language. This allows us to streamline the design of various deliverables so the only new information for stakeholders to review is the look and feel, versus also having to re-evaluate the written text. This gives us the most flexibility to speed up the education and outreach process as necessary, ensuring voters have all the facts they need well before an election.
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Our Creative Team of graphic artists, videographers and animators can transform this same written language into easy-to-understand visuals. When combined with a dedicated digital placement budget— such as “Boosting” posts on Facebook—we can quantitatively prove we have reached a large portion of Tulare’s residents.
Surveying with FM3
Fairbank, Maslin, Maullin, Metz & Associates (FM3 or FM3 Research) is our recommended partner for voter survey research, polling and surveys related to ballot measures. FM3 is a recognized leader in conducting accurate research via quantitative and qualitative surveys to assess the viability of local revenue measures. Since their 1981 inception, they have worked on 600+ successful ballot measures to provide additional funding to local jurisdictions. Their proven methodologies will be instrumental in accurately gauging voter opinions so we can make informed decisions around voter education and outreach efforts.
We are aware that the City of Tulare recently partnered with FM3 for its Budget Priority Issues Survey conducted between February and March 2025. We often work closely with FM3 and utilize their findings to drive necessary ballot measure campaign messaging and outreach. If the City does proceed with a tracking survey closer to the election, as mentioned during the March Special City Council Meeting, we can collaborate with FM3 and apply insights to refine outreach campaign messaging as needed.
Education and Outreach: Two-Phase Approach
Election season and public education go hand-in-hand. Voters need to know the facts about local measures before getting to the ballot box, and agencies have an opportunity to provide that education.
The more cities can do to enhance transparency and remind residents of the progress their communities are making, the more trust grows. A comprehensive Communications protocol provides voters with the facts they need to make informed decisions come election day. This can be carried out in two phases:
Phase One: Pre-Placement
Prior to the Council adopting a resolution to place a measure on the November 2026 ballot, the City of Tulare has more freedom to speak explicitly about the realities of likely outcomes should a new revenue measure fail. We will work closely with your finance team to lay out financial projections and estimate impacts to services and programs based on past General Fund expenditures. During this phase, we will also identify potential groups interested in amplifying Tulare’s messaging, such as the City’s municipal employees' association, the Police Officers’ Association, Tulare Chamber of Commerce or grassroots resident groups.
Phase Two: Post-Placement
At this stage, the City may decide they do not what to move forward with the ballot measure, at which point we conclude our work together. If the City Council makes a decision to place the measure on an upcoming ballot, all communication from the City of Tulare must be purely neutral and informational. In legal terms, the City may not "advocate" for a "yes" vote on the measure via its official communications.
However, this does not mean the City of Tulare has to “scale back” education and outreach efforts.
There may still be opportunities for efforts such as public meetings, informational mailers and digital placements on social media platforms.
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Sales Tax Information Campaign Support Services
Our typical ballot measure work includes, but is not limited to:
Ongoing Project Management & Strategy Discussions
To coordinate our efforts with staff and sustain momentum on projects, Tripepi Smith will schedule a recurring meeting that will include a designated lead for our engagement. These calls will help drive strategy for the educational outreach plan, develop key messaging and talking points, and content planning for various communications channels. Call content will focus on story plans, new issues or concerns that need to be communicated, identification of major themes or ideas to address in the coming weeks, review of recent media mentions and social media comments and sharing of communication opportunities. This will be a working call during which Tripepi Smith will manage an agenda and provide notes for each call. After each call, the client will receive an action summary email about decisions made on the phone call and related action steps. We will produce work, such as social media posts and responses, in a shared workspace where you can see progress in real time and provide instant feedback.
Tripepi Smith primarily uses the following tools to manage projects:
• Google Workspace for email, creating real-time collaborative documents and instant messaging • Zoom or Google Meet for conference calls
• Sprout Social for social media management: posting and monitoring comments/messages • Meltwater for media intelligence and media relations
• Kantata for project/task management, internal project status updates and time entry These tools enable project managers to quickly determine a project’s budget status, review the schedule of tasks, send rapid notifications to the whole team if issues arise and, generally, sustain momentum on our efforts.
Social Media Management & Monitoring
Throughout the engagement, we will monitor local/regional media outlets, the City of Tulare’s social media sites and community-run social media sites for opportunities to address misperceptions, correct misinformation or identify new questions/concerns. Should we find new questions/concerns that our current content does not address, we will collaborate on creating new content that does, then publish it for the public. Below is a breakdown of our typical social media process. • Content Creation: Social media content creation involves: planning, fact-checking, sourcing graphics, grammar checking and scheduling the post. Our team has experience producing content across Meta (Facebook and Instagram), Twitter/X, LinkedIn, Nextdoor and others. • Monitoring: Tripepi Smith will monitor Tulare’s social media site inboxes seven days a week for customer service opportunities, mainly responding to questions. When we identify an opportunity to respond, we will aim to do so within 24 hours of the comment post time or message receipt time.
We will occasionally require fact-checking and guidance from the City of Tulare for more nuanced responses.
• Digital Placements: Our work also includes optimizing social media accounts to enhance performance and/or take advantage of useful features. "Boosted Posts" and other targeted digital placements are also helpful in disseminating information to community members. Tripepi Smith is fully capable of running and tracking these paid campaigns (fees to be agreed upon and paid by the City of Tulare). Please note that the inclusion of digital placements is subject to city attorney review.
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Public Outreach Meetings
– In-Person
Facilitating Community Conversations: Public Workshops, Focus Groups, Town Halls Tripepi Smith can facilitate a comprehensive public engagement process to gather valuable feedback on your initiative. This process can include in-person workshops, targeted focus groups, and/or town halls. These meetings will ensure you receive a well-rounded perspective from key stakeholders and diverse community voices.
We'll partner with your staff to manage all aspects of the engagement process, including:
• Participant Recruitment: We will leverage staff recommendations, email lists and open calls to ensure a representative group.
• Coordination: We will identify suitable venues and dates for the meetings, develop agendas, create presentations and craft discussion questions.
• Facilitation: Our experienced team will lead productive discussions. • Analysis: We will analyze the feedback and provide a written report summarizing key insights.
Expanding Reach with Livestreaming & Workshop Recordings Tripepi Smith can help expand engagement opportunities by livestreaming select workshops. This allows those unable to attend in person to participate virtually. We can also record the workshops for future reference. These recordings will be edited to include relevant slides and closed captions, ensuring accessibility for all viewers.
Ensuring Inclusive Engagement: Interpretation Services
Tripepi Smith can help secure interpretation services for the public engagement process. While we don’t provide spoken interpretation services directly, we partner with established subcontractors based on location and language needs. Often, agencies have preferred interpretation vendors. If you have one, we'd be happy to collaborate with them. If not, Tripepi Smith can source a qualified vendor and manage the billing process.
The cost of interpretation services varies depending on the format (live vs. virtual vs. written translation) and the scope of the project. To streamline costs and ensure interpreter availability, most cities mimic public hearing standards by offering interpretation services for common languages if requested at least 72 hours in advance of an event.
Tripepi Smith will incorporate clear language in all communication materials, informing participants about the availability of translation and interpretation services with proper notice. This strategy balances cost-effectiveness while promoting inclusivity and participation from non-English speakers. – Virtual
Facilitating Community Conversations
Tripepi Smith can also facilitate virtual workshops to gather public feedback, extending the reach of your outreach efforts. Virtual meetings eliminate geographic barriers, allowing anyone with internet access to participate. Additionally, these sessions can be easily recorded and posted to your website for future reference. This makes them a valuable tool to supplement in-person events, increasing potential for Single Source Communications
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greater community engagement. Tripepi Smith will handle all aspects of these workshops, including coordination, technical setup and facilitation.
Ensuring Inclusive Engagement: Interpretation Services for Zoom Should the City desire, Tripepi Smith can record virtual workshops in additional languages. Each language will require its own Zoom Room. We will staff each one to monitor the interpretation and save a recording.
Press Release & News Article Creation
Our team is seasoned in crafting compelling press releases and news articles, typically up to 500 words, to amplify the City's story and establish thought leadership. We tailor our work to your desired tone and direction, ensuring consistent execution. Collaboration with your staff might be necessary to ensure subject matter expertise and obtain quote approvals. You can lean on us to manage the entire content creation cycle, from crafting key messages and conducting interviews to drafting content and distributing it to your platforms or the media.
Media Intelligence
Our media intelligence services blend our in-house expertise with the advanced software of Meltwater, an enterprise-class comprehensive media monitoring solution that streamlines media monitoring, reporting, analytics and more for a number of benefits:
• Powerful Monitoring: Tracks everything being said about your agency online • Stay Ahead of Crises: Identify and address potential issues before they snowball, protecting your reputation and minimizing disruption
• Tailored to You: Ditch generic reports and metrics, instead receive insights tailored to your goals • Smarter Decisions: Make informed choices based on data, not guesswork • Top-Tier Tool, Affordable Price: Harness the same AI solution used by big businesses, without the big budget
We understand that no two communities are the same. That's why we take a collaborative approach to tailor a solution that perfectly meets your needs. We'll work closely with you to identify relevant keywords for tracking media coverage specific to your agency. You'll then begin to receive regular reports on media mentions, sentiment analysis, location data and top sources. Additionally, we can leverage the tool to curate media lists to support your public relations goals.
Visuals
Our Creative Team of graphic artists, videographers and animators can transform the approved ballot language into captivating visuals to produce animated videos and informational mailers. When combined with digital placements, such as Boosting Posts on Facebook and Instagram, we can quantitatively prove reaching a significant portion of Tulare’s residents and businesses.
Informational Webpage
Tripepi Smith can launch a dedicated informational webpage on the City of Tulare’s website during the outreach and education phases to ensure that key messages and talking points about the tax measures are accessible on a dedicated webpage.
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Engagement Wrap-Up
At the end of our outreach engagement, we can present a summary finding report to City Council that will highlight the outreach efforts, framework and methods used in the campaign.
Tripepi Smith’s Approach: On-Call Communications Services Aside from press release development and social media management as described above, on-call deliverables may also include, but are not limited to:
Graphic Design
In today’s age of information saturation, it’s more important than ever for local governments to cut through the noise by designing materials that are attractive, interesting and reflective of the message.
Our diverse design team, from seasoned creative directors to detail-oriented technicians, illustrators, color experts and data visualization specialists, ensures we can tackle projects of every scale.
Moreover, we’ve honed an expertise in inspiring action among residents through daily collaboration with a wide range of public agencies. This translates to impactful visuals that grab attention, effectively communicate your message in a clear and engaging way and also inform the public. As public agency engagement specialists, accessibility is a cornerstone of every project that we undertake.
Our graphic design work spans:
• Logos, sub-logos, branding, campaigns
• Brochures, guides, newsletters, reports
• Animated visuals for social media, video
and web
• PDF, accessibility, ADA compliance
• PPT, presentations, meeting materials
• Stationery, business cards, templates
• Social media, web banners, email
• Infographics, financials, instructions
• Posters, banners, signage
• Conference materials, booths, swag
Videography
Tripepi Smith prides itself on providing a variety of high-quality video production services to many satisfied clients. Animators, videographers, editors, drone operators and A/V technicians form our robust, in-house video team, who share over a decade’s worth of experience producing video products for both public and private agencies. No matter the client, their key messages or preferred style of video, we apply a consistent, reliable approach that ensures Team Tripepi Smith delivers on their unique visions.
Tripepi Smith generally breaks down video production engagements into three phases: Pre-Production, Production and Post-Production. This structure ensures Tripepi Smith staff can execute efficiently, safely and in fulfillment of your vision—all without sacrificing quality and creating unnecessary costs. We organize our process into three phases:
• Pre-Production focuses on identifying the key message and goal of the video. We set time guidelines, expectations, identify a shot list, establish equipment needs and work with your team to ensure shared vision on the final product. During this stage, we’ll also define parameters, such as interviews, interview questions, language needs and other details that will culminate into the final video product(s).
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• Production revolves around executing the work on the day of our shoot. This includes fulfilling our shot list, capturing audio and configuring optimal camera angles and lighting. Our team will arrive one hour early to set up for interviews or stationary recording. If we are only filming b-roll, we will arrive 30 minutes early to scope out locations in advance of shooting windows. • Post-Production work primarily consists of editing video footage, audio clean-up and lighting and color correction. If stock footage or motion graphics are required, please note that an additional fee will be incurred. We then enter a review segment, during which you will get to review and provide edits on the video. Our team will then deliver the final video, complete with captions (as requested and decided upon during pre-production) in a format(s) best suited for the platforms through which you wish to share the video. Typically, we provide final videos in .MP4 formats as well as caption file(s) in .SRT formats via Dropbox.
Photography
With experience spanning a variety of multimedia projects, including videography, photography, drone, event coverage, event production or a combination thereof, Tripepi Smith’s talented in-house photographers understand the impact of photography of your community’s iconic sites.
The adage, “a picture is worth a thousand words,” rings true, especially for local governments whose communications are most impactful when representing the communities in which they serve.
Our team contains experts in multiple format outputs, which ensures that your photos will be compatible across your distribution platforms. We provide photography services for:
• Portraiture (Studio and environmental)
• Architecture
• Behind-the-Scenes
• Events (Ribbon cuttings, tree lightings,
summer activities, concerts and more)
• Conferences & Networking Events
• Fine Arts Shows/Gatherings
• Graduation Events
• Groundbreaking Ceremonies
• Promotional
• Keynote/Presentation Speakers
• Stock Imagery (Including drone)
Photography, much like videography, requires deliberate, thorough preparation to achieve beautiful results.
We organize shoots into three phases to deliver high-quality photos and photo shoot experiences for our clients:
• Pre-Production: Our photographer will conduct a pre-photo shoot phone call of up to 30 minutes to review your key goals and objectives for the photos. During this phase, our team might develop a shot list or collaborate with a client to build upon their wish list of shots. We will also coordinate logistics, such as establishing a timeline and method for photo album delivery. • Production: You can expect our photographers to be onsite at least 30 minutes prior to the start of any photo shoot event in order to check in with client leads and review shoot conditions, such as weather and lighting. We may be onsite even earlier for shoots that require supplemental lighting or equipment, such as for headshot photo shoots when we set up a traveling photo studio. • Post-Production: After a photo shoot, Tripepi Smith’s photographer will spend the following days processing (editing) the images for optimal lighting, color, composition and more. If an occasion requires photos to be available immediately, our photographer can stay onsite and process the photos in real time.
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Email Newsletter
Agencies that wish to communicate directly with their constituents need look no further than a tried-andtrue tool: the newsletter. E-newsletters are a consistent resource that supports baseline engagement with residents or other audiences. They have the power to engage both broad and targeted audiences, driving traffic to websites, triggering registrations for community programs or supporting other calls to action. An e-newsletter is also a great way to improve and provide consistent communications within an agency!
Tripepi Smith leverages Constant Contact, a leading email marketing platform, to empower clients' digital marketing strategies. Our team boasts several dozen certified Constant Contact Solution Providers, and we've successfully guided over 30 clients in leveraging the platform’s potential. However, our expertise extends beyond Constant Contact. We are well-versed in other email marketing platforms, such as MailChimp, and offer a comprehensive range of services from account management and newsletter creation to event promotion and building targeted contact lists. We tailor our approach to your specific needs, ensuring you receive the optimal level of support. The process includes:
1. E-Newsletter Configuration, Set-Up & Strategy
Tripepi Smith offers e-newsletter establishment and revamping services. Our work includes setting up and configuring your email platform, migrating your existing contacts and providing graphic design and strategic support.
• Email Lists: We usually collaborate with staff to gather existing email lists and incorporate them into a distribution list for your new newsletters. If you don't have any existing email lists, we help build them from scratch.
• Graphic Design: Our graphic designers can craft a custom newsletter template that perfectly reflects your brand. We also incorporate unique design elements, such as headers featuring iconic community sites or recognizing holidays and observances, to add a special touch. • Strategy: Years of experience producing e-newsletters for clients have honed our thought leadership in streamlining the newsletter production process. We can help you establish a workflow that ensures your newsletters are succinct, approachable and community oriented.
2. Newsletter Metric Reports
Tripepi Smith will produce metric reports on the newsletter. The report will consist of key performance indicators (KPIs), such as Open Rate, Opens, Clicks and more. Additionally, the reports will summarize insights and recommendations for optimizing and creating more visibility for the newsletter.
3. Curation of E-Newsletter
If you prefer to write your content, Tripepi Smith can still support your newsletter efforts. We'll handle building, distributing, managing metrics and keeping your email list healthy. This includes integrating your content into the template, proofreading and ongoing list management—removing undeliverable addresses and adding new subscribers.
4. Creation of E-Newsletter
Take the newsletter a step further with our optional e-newsletter management service. Tripepi Smith will handle everything: project management, content creation and collaborating with your team to gather Single Source Communications
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details and images. We'll craft engaging content for your e-newsletter, ensuring a seamless process from start to finish.
On-Call Strategic Communications Advice & Crisis Communications There may be cases where the City of Tulare may need advice on stakeholder outreach, communication efforts and public engagement initiatives. While the Tripepi Smith team can advise on such matters during regular check-in calls, there may be instances when a separate, longer discussion is needed.
Additionally, there may be instances when a serious emergency issue arises, warranting collaboration among the proposed project team throughout the crisis management period. This includes responding to emergencies through coordinated communications efforts with key external stakeholders. Tripepi Smith will remain available 24/7 to support you through such instances, typically kicking discussions off in a virtual meeting, collaborating in a living workspace and emailing, texting or calling with updates as progress happens.
Strategic Planning
Strategic planning sharpens an organization’s focus, refining and formalizing its priorities for long-lasting impact. By aligning the efforts of the council and staff, this planning process strengthens organizational stability, driving benefits that range from improving the budgeting process to providing a framework for the council to fairly evaluate the success of the city manager and their team. TS Talent Solutions (a staffing firm under the umbrella of Tripepi Smith and Associates, Inc.) leads the process by conducting comprehensive interviews and facilitating goal-setting discussions. We aim to align teams, cultivate community trust and drive meaningful progress.
Facilitating a City Council’s consensus on priorities can be complex work, and having a third party assist with that effort allows staff to engage from a neutral position, achieving better outcomes. Meanwhile, our one-on-one interview approach empowers City Council members to speak candidly with our team of professionals, allowing us to surface delicate subjects and navigate through sometimes fraught discussions important to advancing City Council priorities. The Strategic Planning process includes:
Step 1: Kick-Off Meeting with City Manager
To kick off the process, we will meet with the City Manager and/or other appropriate key staff to discuss objectives, set expectations and establish a project timeline.
Step 2: City Council Questionnaire and Interviews
Next, we will gather input from the City Council and City Manager through a structured process that includes:
• Developing and distributing an online questionnaire to City Council members soliciting their concerns, goals and priorities
• Reviewing and analyzing all survey responses before interviews • Conducting virtual one-on-one interviews (up to one and a half hours each) with each City Council Member and the City Manager to discuss their responses, concerns, priorities and goals Step 3: On-Site Strategic Planning Workshop
After collecting and analyzing feedback, we will consolidate the information and strategize recommended goals for the City Council to consider. This step includes:
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• Meeting with the City Manager to debrief on Council and Executive Team interviews and strategize a plan for the on-site workshop
• Developing a PowerPoint presentation that outlines recommended goals for City Council consideration
• Facilitating an up to four-hour on-site strategic planning workshop with the City Council to refine and prioritize goals
Step 4: Planning Session with City Staff
Following the on-site strategic planning workshop, we will meet virtually with senior City staff to discuss tactical steps for implementing the City Council’s goals.
Step 5: Report and Virtual Presentation to City Council TS Talent Solutions will produce a comprehensive report (up to 12 pages) summarizing the City Council’s goals and key objectives. The report will also outline metrics for tracking progress. In addition, we will:
• Present the report to the City Council for review and adoption • Revise the report based on feedback from the virtual presentation
PROPOSED PROJECT SCHEDULE
Month Milestone/Deliverable
Phase One: Pre-Placement
September 2025 –
March 2026
• Kickoff call with all stakeholders
• Monthly check-in calls up to 1 hour
• Access communication tools and assets
• Develop education and outreach language and plan
• Content Production: Social media posts, webpage content, press releases, informational mailer, community meetings logistics and preparation, animated video, digital placements
March 2026 – Summer
2026
• Biweekly check-in calls up to 30 minutes
• Webpage launch
• Publication of social media posts, digital placements and animated video
• Send informational mailer
• Ongoing social media and traditional media monitoring • Community meetings: 2 in-person and 1 virtual
Summer 2026 • Tax measure placed on November 2026 ballot Phase Two: Post-Placement
Summer 2026 –
November 2026
• Ongoing content management and social media and traditional media monitoring
• Election Day
• Final analysis and report to council
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REFERENCES & CLIENT WORK
City of Carson
In 2021, the City of Carson tapped into Tripepi Smith's ability to execute a public outreach strategy on Measure K, a three-quarters-cent (or 0.75%) sales tax, which voters approved 53.92% Yes to 46.08% No. With only a few weeks to prepare and execute a plan, City staff jumped in for speedy collaboration with Tripepi Smith. The result was a standalone informational webpage at CarsonMeasureK.org; an informational mailer, sent via Every Door Direct Mail to over 29,000 Carson residents; social media posts and digital placements on Facebook, Twitter and Instagram; an informational animated video to explain the basics of sales tax, how Measure K could change the current rate and how funds could be used. In Carson, our work also included a partnership with FM3 who conducted two community surveys.
Cost:
$123,000
(Education/Outreach +
FM3 Surveys)
Contact:
Tarik Rahmani, Deputy City Manager
310-952-1755
[email protected]
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City of Culver City
In 2018, the City of Culver City tapped Tripepi Smith to help inform residents about Measure C, a quarter-cent sales tax they would vote on in the special election that November. Team Tripepi Smith produced mailers, posts for social media, webpage and animated videos detailing how the sales tax would work and addressing commonly asked questions, such as “Why is the City pursuing a sales tax?”, “What would Measure C funds be used for?”, “Will there be any independent oversight of Measure C revenues and expenditures?” and more.
Tripepi Smith has helped the City inform voters about several tax measures over the years: Measure CW in 2016, Measure CC in 2020 and Measure RE in 2020, all of which have been approved by Culver City residents.
In 2020, the City of Culver City tapped Tripepi Smith to educate residents on a ballot measure for the third time (the first being for Measure CW in 2016 and Measure C in 2018–both of which passed by more than 70 percent). This time, Tripepi Smith educated Culver City voters on Measure CC, a continuation of a half-cent sales tax that was due to sunset in 2023. Measure CC passed with 76.93% YES, making Measure CC the most-supported ballot measure in Los Angeles County in the March 3, 2020 election. Tripepi Smith developed a mailer and graphics that were optimized for the City’s social media, website, and cable channel, Culver City TV.
Cost:
Measure C: $21,560
Measure CC: $34,770
Contact:
Shelly Wolfberg, Assistant to the City Manager
310-253-6008
[email protected]
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City of Atascadero
Beginning in May 2024, the City of Atascadero tapped Tripepi Smith to assist with outreach and communications for ballot measures L-24 and M-24, as well as manage communications for the El Camino Real Downtown Infrastructure Project. For Measures L-24 (Sales Tax) and M-24 (Treasurer Position), Tripepi Smith developed FAQs, talking points, website content, press releases and an animated video to educate voters about the measures.
Measure L-24 proposed removing the sunset clause from an existing half-cent sales tax that supports the City’s general fund, with a focus on street improvements. With the goal of securing a more stable, long-term funding stream, the City pursued the ballot measure to eliminate the expiration date. Tripepi Smith provide general advice on messaging, and advised for key steps of outreach throughout the post-adoption ballot period. The measure (L-24) was adopted by voters (70% Yes) on the November 2024 ballot and the sunset provision was removed.
Cost:
$70,000
Contact:
Lara Christensen, Deputy City Manager
805-470-3400
[email protected]
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Work Samples
Animated Videos
Clients that enlisted Tripepi Smith to produce videos in the 2024 election cycle included the cities of Palmdale, Brawley, Los Alamitos, Visalia, Livingston and Atascadero. View our ballot measure videos showcase.
City of Visalia Measure O Cannabis Tax City of Brawley Measure J Public Safety, Streets, Essential Services
Social Media
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Informational Mailers
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COST PROPOSAL
We recommend the following scope of services following a Time & Materials (T&M) model that allows you the flexibility to “ramp up” or “ramp down” efforts according to budget and priorities. Tripepi Smith is prepared to provide these services, as needed, at the following approximate costs. We only begin work with your written consent.
Tripepi Smith Phase Two: Education and Outreach –
Post-Placement
Service/Deliverable Scope
Project Management Weekly check-in calls up to 1 hour from June – Nov. 2026. Includes meeting agendas and recap emails. Includes insights and education strategy.
Website Content & Talking
Points
Development of strategic messaging and distribution recommendations, build informational webpage, strategic messaging consultation. Update throughout engagement.
Press Releases Up to four (4) press releases.
Social Media Creation,
Management & Monitoring
Up to 12 social media post from June – Nov. 2026. Includes social media monitoring specific to ballot measure.
Animated Video Up to 1.5-minute animated video with voiceover and captioning. Includes two drafts.
Digital Placement Creation &
Monitoring
Creation of up to three (3) digital ads with ad monitoring/management.
Media Monitoring Digests Creation of updated media list and monitoring, (includes a flat-rate price of $545/month for Meltwater package.)
Informational Mailers Two (2) 8.5”x11” double sided, trifold mailer. With digital, ADA-compliant PDF version included. Available in English and Spanish. Printing and mailing fees are not included.
We will manage the print and mail production process with the City’s preferred vendor.
Public Outreach Meetings Two (2) community meetings, one in person and one virtual, with Spanish Translator and one (1) virtual community meeting recorded with Spanish captions.
Phase Two Estimated Total: $54,570
Should the City of Tulare determine Tripepi Smith is the most qualified and responsive vendor, but has a budget number that it must hit, then Tripepi Smith remains open to collaborating to narrow the scope engagement or refine our understanding of the scope needs and will modify our pricing accordingly.
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RATES
Tripepi Smith will apply the following standard hourly rates and related fees for any authorized asneeded (Time & Materials) work. Such work must be clearly authorized in writing before proceeding. 2025-26 Hourly Rates Standard Reduced Retainer
Principal $380 $315
Director $265 $225
Art/Creative Director $265 $225
Senior Business Analyst $205 $180
Business Analyst $150 $125
Junior Business Analyst $115 $100
Senior Videographer/Animator $205 $175
Senior Photographer $175 $150
Videographer/Photographer $140 $120
Junior Videographer/Photographer $115 $100
Senior Graphic Designer $195 $165
Graphic Designer $140 $120
Junior Graphic Designer $115 $100
Web Developer $210 $185
Junior Web Developer $115 $100
Drone Operator $205 $180
Council Chamber A/V Operator $115 $100
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Invoicing & Payment Terms
At Tripepi Smith, we bill on either a Retainer, Fixed Fee or Time & Materials basis, with each billing type following its own payment schedule. Regardless, terms are Net 30 days. • Fixed Fee work is billed upon defined milestones.
• Time & Materials work is billed in 15-minute increments (i.e. 4.0, 1.25, 6.5 or 0.75 hours) at the end of the month in which work is done.
• Retainer work is billed on the 15th of each month.
Other Cost Information
Tripepi Smith has related service fees that may come up during our engagement that we want to tell you about.
Annual Increase
Tripepi Smith will increase the hourly rates and retainer fees for all resources by 5% or the national CPI index–whichever is higher–each year on the anniversary of the contract, starting on the first anniversary of any contract when the contract duration is longer than one year. Otherwise, new rates will be negotiated with each new contract.
Retainer Discount
When a client’s retainer exceeds $7,500 per month, they gain access to our reduced retainer rates.
Travel Costs
Travel costs must be pre-authorized and then will be reimbursed by the client for any requested travel to complete a requested scope of work. Travel costs may include airfare, lodging, car rentals and gas.
Additionally, when client work requires that we be onsite, we will invoice for a resource’s travel time at 50% of the resource’s hourly rate.
Equipment Costs
Tripepi Smith offers some services that require equipment, such as drone operations and video production. As such, in those cases, the following rates apply:
Half Day (Under 4 Hours) Full Day (4+ Hours)
Video $450 $650
Drone $550 – Flat Fee
Please note that A/V equipment fees are based on the amount and type of equipment required, with pricing tailored to the specifics of each event.
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Music and Video Licensing
Sometimes, the client will want Tripepi Smith to apply music or use stock imagery/video while producing video. In these cases, we will need to apply licensing fees of approximately $100 per song and $200 if we use stock video imagery. This will provide a license for the use of the music and video footage to Tripepi Smith and its clients.
Meltwater Fee
Tripepi Smith offers a standard Meltwater package at a flat rate of $545 per month. This package includes a newsletter digest (of any frequency), up to five queries, and a monthly dashboard. Custom Meltwater solutions are also available upon request.
Service Fees
Tripepi Smith prefers that clients pay service providers directly to avoid unnecessary administrative costs. You should also know, however, that we have no economic interest in service providers, unless otherwise specified in this proposal.
If a client asks Tripepi Smith to pay for a service provider bill, we will apply a 10% agency fee to the reimbursement expense. Typical service fees include, but are not limited to: print, mailing, digital advertising, media placements, voiceovers, translations and closed captions.
Partner Access
Tripepi Smith has access to entities that may be relevant to our engagement. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing.
Local Information Network of Knowledge (LINK): www.LocalInfoNetwork.com – A community forum for local government professionals in California to discover and share resources, policies, sample work products, best practices and more.
PublicCEO: www.PublicCEO.com – Digital news about public affairs, reaching over 17,500 California government executives through a daily podcast, job board, video podcast and more.
Civic Business Journal: www.CivicBusinessJournal.com – Digital interest stories on the people, companies and solutions that make local government in California more effective.
FlashVote: www.FlashVote.com – Statistically valid surveying that helps leaders make decisions. • Disclaimer: Tripepi Smith President Ryder Todd Smith is an investor in FlashVote.
Tripepi Smith Talent Solutions: www.TSTalentSolutions.com – A multifaceted recruitment consultancy service, combining local government access with communications to advance talent quests and build culture warriors.
Meltwater: www.TripepiSmith.com/Media-Intelligence – An enterprise-class, comprehensive media monitoring solution that is best combined with Tripepi Smith’s analytics team.
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APPENDIX: RESUMES
RYDER TODD SMITH
TRIPEPI SMITH – CO-FOUNDER/PRESIDENT 11/00 – PRESENT
• Provide communications advice, strategy and execution services to a range of small to mid-sized public and private sector clients spanning local government, real estate, finance, technology and healthcare verticals MAVENT INC – SENIOR VICE PRESIDENT, OPERATIONS 05/05 – 11/09 • Responsible for quality assurance, technology operations and internal infrastructure organizations • Built team of technology professionals to manage multi-site production environment at co-location facilities • Managed vendor relationships and reviewed all invoices • Brought focus to key areas, including system documentation, knowledge sharing with other employees, schedule management for finite resources and enhanced security • Developed and managed the departmental budgets for three groups MAVENT INC – VICE PRESIDENT, MARKETING 08/04 – 05/05
• Managed the Company’s outside PR firm relationship, creative firm relationship, corporate website, ad campaigns, conference schedule, conference logistics and internal employee communications • Developed and managed the marketing budget
MAVENT INC – VICE PRESIDENT, GOVERNMENT RELATIONS 02/03 – 08/04 • Monitored nationwide political activities that were pertinent to Mavent’s interests • Developed relationships with third-party interest groups that impacted the Company’s product • Participated in industry conferences and represented the Company at industry events OLYMPIC STAFFING SERVICES – INFORMATION TECHNOLOGY MANAGER 01/98 – 11/00 • Managed and controlled all aspects of the technology environment at this five-location, 35-employee company
NORTHROP GRUMMAN CORPORATION – GOVERNMENT REPRESENTATIVE 07/97 – 12/97 • Worked directly with the Director of State and Local Government Relations to research issues of concern to Northrop Grumman
• Developed agendas to target upcoming legislative issues • Assisted in lobbying work and development of testimony
EDUCATION
CLAREMONT MCKENNA COLLEGE – CLAREMONT, CA
• Dual Major: Bachelor of Arts in Politics, Philosophy and Economics (PPE) and Economics designations
• Rose Institute of State and Local Government, Chair ......10/21 – PRESENT Vice-Chair..................................................................................04/17 – 10/21 Single Source Communications
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SIENNA BOYD
TRIPEPI SMITH – SENIOR BUSINESS ANALYST 03/24 – PRESENT • Serve as account manager across several clients, overseeing strategy, budget and execution of communication initiatives
• Function as a project manager, ensuring timely completion of deliverables and upholding quality assurance standards and processes
• Conduct market research and offer strategic insights
RANCHO HEALTH MSO – SENIOR MANAGER, MARKETING & SALES 01/22 – 3/24 • Managed a marketing team of six, reaching highest patient growth and retention rate spanning San Diego, Riverside and Ventura counties
• Head of new experimental government health program (ACO REACH) across San Diego, Riverside and Ventura counties encompassing 30+ clinic sites
• Orchestrated production of video, blog and print content via partnerships with community experts and medical staff
• Drafted and released all internal/external patient communication for companywide announcements for 200,000 patient population
• Created and led internal and external marketing plans encompassing all channels, including email, print media, social, in-person events, SEO, Google and Facebook ads • Main company liaison of all brokers, insurance, agents, community partners and vendors RANCHO HEALTH MSO – CUSTOMER RELATIONS SPECIALIST 07/20 – 01/22 • Led patients through the enrollment process from inquiry to retention with an 88% conversion rate • Part of a three-person team that brought in the highest net growth of patients, a 260% increase YoY • Provider of all written internal/external marketing and brand content for the entire org • Organized and led in-personal and virtual sales and retention events • Planned and developed lead nurturing and retention campaigns via electronic and print media • Lead article contributor/editor of quarterly health magazine sent out to over 100k residences • Hosted informational health videos and talk shows with doctors for lead generation LINFIELD CHRISTIAN SCHOOL – ADMISSIONS AND ENROLLMENT
COORDINATOR 10/17 – 07/20
• Led families through the enrollment process from inquiry, enrollment and retention with an 84% conversion rate
• Analyzed academic and competitor school trends to create admissions and sales strategies for prospects • Conducted live stream Facebook and Instagram campaigns to recruit students with 10,000+ viewership • Managed a team of 24 Student Ambassador volunteers. Created team development programs and events to increase collaboration and community engagement
• Organized and marketed 10+ in-person events yearly with more than 1,500 attendees
EDUCATION
CALIFORNIA BAPTIST UNIVERSITY – RIVERSIDE, CA
• Bachelor of Political Science | Concentration in Public Administration
SOFTWARE
• HubSpot • Google Suite • Microsoft Office Suite
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VALERIE NEVAREZ
TRIPEPI SMITH – BUSINESS ANALYST 03/24 – PRESENT
• Provide project management for communications and marketing initiatives • Create and manage social media posts
• Write stories and press releases for the firm’s website and city clients LOMA LINDA UNIVERSITY HEALTH – SOCIAL MEDIA SPECIALIST 10/21 – 03/24 • Provided strategy for the organization’s social media presence across all platforms • Content creation and management for all 12 social media flagship accounts • Developed brand strategy for social media campaigns throughout the year CALIFORNIA BAPTIST UNIVERSITY – ADJUNCT PROFESSOR 8/22 – PRESENT • Developed a pragmatic social media strategies class for 13-18 students every semester • Led and aided students in the public relations and journalism program CALIFORNIA BAPTIST UNIVERSITY – EVENT INTERN 08/18 – 10/19 • Developed and implemented strategies for event management • Provided hands-on assistance in hosting events
• Developed and built relationships with vendors across the Inland Empire FREELANCE DIGITAL COMMUNICATIONS 08/19 – 02/24
• Provided small businesses and non-profits with assistance in social media management • Managed existing brand partnerships, implemented activation plans and tracked ROI • Developed creative content to promote both the music festivals and sponsors
EDUCATION
CAL BAPTIST UNIVERSITY – RIVERSIDE, CA
• Master of Business Administration
• Bachelor of Arts in Public Relations
CERTIFICATIONS
• Hootsuite Social Marketing ....................................................................06/23 • Sprout Social..........................................................................................06/23
SOFTWARE
• Adobe Creative Suite
• Canva
• Mailchimp
• Microsoft Office Suite
• Salesforce
• Sprout Social
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CLAIRE BLODGET
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 03/24 – PRESENT • Conduct market research to provide client insights
• Manage social media and respond to public questions
• Write stories and press releases for clients and the Tripepi Smith site • Translation of materials from English to Spanish
MOVIDO – SOCIAL MEDIA & MARKETING INTERN 07/22 – 12/23
• Spearheaded comprehensive marketing strategy to establish a clear brand direction by conducting extensive research on Millennial/GenZ consumer trends
• Tracked social media engagement analytics and Amazon sales on AWS • Designed and launched an influencer partnership campaign to increase brand presence, increased followers by 20% and managed relationships with 20+ influencers • Wrote copy for Amazon and Shopify platforms, increasing site traffic by 20% NALCAP – LANGUAGE AND CULTURE ASSISTANT 10/22 – 06/22
• Coordinated and led nuanced high school-level discussions and activities in English and for students in Alicante, Spain
• Developed English grammar, phrases and language in history, geography and English classes • Provided cultural context of American/UK/English-speaking nations, promoting cultural integration and awareness
SHABANG MUSIC PRODUCTIONS –
EXPERIENTIAL MARKETING COORDINATOR 08/21 – 06/22
• Strategized and executed 10+ in-person promotional activations and B2B marketing campaigns, attracting 500+ new students to the festival i.e. Isla Vista Battle of the Bands and raffle • Coordinated and oversaw the distribution of print materials and managed promotions for the Shabang Music and Arts Festival in San Luis Obispo
UCSB GLOBAL STUDIES DEPARTMENT –
UNDERGRADUATE RESEARCH ASSISTANT 05/21–06/22
• Analyzed qualitative data from 200+ case studies in South America conducted with protest participants.
Analyzed overarching themes including social movements, protest, state repression and civil conflict • Edited content of peers
EDUCATION
UNIVERSITY OF CALIFORNIA, SANTA BARBARA – SANTA BARBARA, CA • Bachelor of Arts in Global Studies | Minors in Labor Studies and Portuguese
SOFTWARE
• Canva • Juxtaposer • Microsoft Office Suite
• WordPress
Tulare Ballot Measure + Deliverable Timeline April-Nov 2026 April 2026
Launch social media placements on community meetings (3of3) Community Meeting #1 4/6: Budget education (VIRTUAL)
Community Meeting #2 4/16: Budget education (IN PERSON, STREAMED) TS to help draft/review ballot measure language and whereas clauses May 2026
May 5 - Ballot Measure Study Session (tentative)
Create council talking points on ballot measure
Create webpage content on ballot measure
June 2026
June 2 - City Council to adopt resolution for ballot measure and resolution of intent
PR on ballot measure adoption
PR on FY 26/27 Budget adoption
Ballot measure webpage launch
July 2026
July 3 - last day to submit resolution to registrar
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Staff Report
Meeting: City Council
Date: April 7, 2026
Department: Engineering Services - Project Management
Submitted by: Michael Miller, City Engineer
Agenda Title: Construction Award EN0088 Prosperity and West Traffic Signal Improvements
RECOMMENDED ACTION
Award and authorize the City Manager to sign contracts related to City Project EN0088, Prosperity and West Traffic Signal 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.
Services Contractor Amount
Construction Contract 99 Pipeline $3,082,653.94
Construction Inspection NV5 $378,854.40
Geotechnical Testing Krazan $21,870.00
Surveying QK $35,440.00
Labor Compliance Next Level Compliance $18,251.00
SUMMARY
Capital Improvement Project EN0088 addresses pavement and infrastructure improvements along Prosperity Avenue and West Street. This project includes reconstructing and widening the Prosperity & West intersection, installing a new traffic signal, and making concrete and infrastructure improvements.
Various contracts are required for this project. In addition to the actual construction contract, it will be necessary to supplement City staff with various consultant services from the City’s on-call consultants.
1. Construction Contract: 99 Pipeline
Request for bids #26-839 for the Prosperity and West Traffic Signal project was first advertised on February 2, 2026, and was available for 30 days after the initial advertisement. On March 17, 2026, eleven bids were opened, with costs ranging from $3,082,653.94 to $4,073,058.55. The project was approved by Council in the 2023-2028 transportation and utility CIP program budget on June 20, 2023. The bids were evaluated and determined to be responsive to the requirements and instructions contained in the bid documents.
The bid opening results are as follows:
• 99 Pipeline $3,082,653.94
• Terra West $3,239,976.00
• Avison $3,454,370.00
• American Paving $3,494,969.60
• Dave Christian $3,555,619.50
• Mac General $3,748,327.20
• Granite $3,798,887.60
• Agee $3,883,603.00
• Dawson-Mauldin $3,998,466.08
• Cal Valley $4,049,717.00
• Archer Civil $4,073,058.55
Item #: 8.21
Consent
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 the Prosperity and West Traffic Signal Project. Public improvement projects require contract compliance inspections.
NV5 of Fresno, CA, is included on the list of pre-qualified On-Call Construction Management, Resident Engineer, and Inspection Consultants. The company has 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 time-and-materials basis, not to exceed $378,854.40, in accordance with the provisions of their on-call contract. This amount aligns with industry standards and matches what the City has experienced on projects with similar scopes of work.
3. Material Testing: Krazan
While the project is under construction, we will need to perform material testing to ensure compliance with City standards. These tests, including laboratory work, exceed the capabilities of the City’s own testing facilities.
Krazan of Clovis, CA, is listed among the pre-qualified On-Call Geotechnical and Materials Testing consultants. Their proposal demonstrates that they have the skills, expertise, and resources necessary to meet the City’s requirements and deadlines for this project. Krazan has reviewed the scope and proposed to perform the required services on a time-and-materials basis, not to exceed $21,870, in accordance with their on-call contract. This figure aligns with industry standards and is below the estimated cost for these services.
4. Construction Surveying: QK
During construction, it will be necessary to provide construction staking to ensure the Contractor has the essential locations and elevations to properly construct 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. They 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.
QK of Visalia, CA, is listed among the On-Call Construction Surveying consultants, and their proposal demonstrates they possess the necessary skills, expertise, and resources to meet the City’s needs and the project's timeframe. QK has reviewed the project scope and proposes to perform the necessary services on a time-and-materials basis, not to exceed $35,440. This amount aligns with industry standards and with the City's experience on projects with similar scopes of work.
5. Labor Compliance Monitoring: Next Level Compliance
This project is subject to Prevailing Wage requirements. To ensure proper wages are paid and accounted for in accordance with ever-changing state and federal requirements, it will be necessary to monitor labor compliance for contractors and consultants subject to these requirements. Due to the complexities involved, the City lacks the necessary expertise and resources to perform this work.
Next Level Compliance, based in Galt, CA, is included on the list of pre-qualified On-Call Labor Compliance Monitoring consultants. The company has 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. Labor Consultants of California has reviewed the scope of this project and proposes to perform the necessary services on a time-and-materials basis, not to exceed $18,251, 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.
Staff recommends awarding and authorizing the City Manager or their designee to sign contracts related to City Project EN0088, Prosperity and West Traffic Signal Project. Additionally, staff recommends granting the City Manager or their designee the authority to approve contract change orders up to 10% of each contract's amount and to approve the revised budget.
FISCAL IMPACT & FUNDING SOURCES
EN0088 was approved as part of the 2026-2030 Capital Improvement Program Budget and is scheduled for FY 2026. Fund appropriations will be carried forward. Please accept the attached revised project sheet.
ENVIRONMENTAL REVIEW
The proposed project is exempt from environmental review pursuant to the California Environmental Quality Act (CEQA) Section 15301(c).
POTENTIAL CONFLICT OF INTEREST
Staff are not aware of any conflicts of interest.
LEGAL REVIEW
Subsequent contract approval to be revised by the City Attorney.
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 – If the Council chooses to reject all bids, staff would need to rebid later to finish the project.
3. Table
ATTACHMENTS
1. 99 Pipeline Bid Sheet
2. NV5 Inspection Proposal
3. Krazan Material Testing Proposal
4. QK Surveying Proposal
5. Next Level Compliance Proposal
6. Revised Project Sheet
Reviewed/Approved:
Fee and Effort Table - Prosperity and West Traffic Signal Project 3/20/2026 Description Kevin Reisz PE, PIC/PM
Resident Engineer - Haidar
Haddadin, PE
Carlos Garcia - 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 $277.04 $216.49 $0.00
Total Fees $2,413.20 $11,081.60 $8,659.60 $0.00 $22,154.40 TASK 2: CONSTRUCTION MANAGEMENT SERVICES DURING CONSTRUCTION 24 360 1000 0 1384 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 24 400 1000 0 1384
Hourly Rate Charge (1) $301.65 $277.04 $216.49 $0.00
Total Fees $7,239.60 $110,816.00 $216,490.00 $0.00 $334,545.60 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 $277.04 $216.49 $0.00
Total Fees $2,413.20 $11,081.60 $8,659.60 $0.00 $22,154.40 None 0
Total Fees $0.00
None 0
Total Fees $0.00
None $ - 0
Total Fees $0.00
Part 1 Man Hour Total 40 480 1080 0 1600
Total Fees Parts 1 - 4 $12,066.00 $132,979.20 $233,809.20 $0.00 $378,854.40 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. $378,854.40
4. This cost estimate is based on a construction contract duration of 125 working days. It assumes a typical 8 hour work day, Monday through Friday (1,000 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
GE O TECHNI CAL EN GINEERING ENVIRONMENTAL ENGINEERING CONSTRUCTION TESTING AND INSPE CTI ONS With Offices Serving the Western United States
215 W. Dakota Avenue Clovis, CA 93611 559-348-2200 Fax 559-348-2201 www.krazan.com March 13, 2026 KA Proposal No. T26179CAF
Mr. Dylan Chimienti
City of Tulare
411 E. Kern Avenue
Tulare, CA 93274
O: (559) 684-4214
Email: [email protected]
RE: SPECIAL INSPECTION & MATERIALS TESTING ESTIMATE
City of Tulare – Prosperity and West Traffic Signal
West Prosperity Avenue and West Street
Tulare, California
Dear Mr. Chimienti:
Krazan & Associates (Krazan) appreciates the opportunity to submit this proposal for testing and inspection for the City of Tulare – Prosperity and West Traffic Signal project.
The following preliminary estimate is based on our experience with similar construction and a review of the provided plans. As more information becomes available, such as the contractor’s construction schedule, we would be happy to revise the project estimate. Variances in the actual schedule may occur during the project and may affect the total cost for our testing and inspection services. Please refer to the attached estimate for further information.
We have provided our standard form of agreement with this proposal. Please note that the terms and conditions of the agreement are an integral part of our proposal and fee structure. Please initial, sign and return the agreement to us as our authorization to proceed. Upon receipt, we will execute the contract and return a signed original for your files. Should we be requested to start work prior to our receipt of a mutually acceptable signed contract, with the request received through email or oral communication, and our subsequent start of work, will constitute your express or implied acceptance of the terms and conditions of our attached Agreement.
In the event that a Purchase Order will be issued as part of the authorization process for us to proceed, the Purchase Order must specifically incorporate this proposal by reference. By issuing a Purchase Order authorizing our services, it is agreed that the terms of the Purchase Order shall be null and void even where stated otherwise on the Purchase Order and that the terms of the attached agreement shall prevail.
Again, we appreciate the opportunity to submit this estimate and we believe you will be pleased with the selection of our firm. The following pages include the anticipated scope of work, hourly rates and estimate of costs for our services, general conditions, and contract. If you have any questions, or if we can be of further assistance, please do not hesitate to call our office at 559-348-2200.
The following items are included as an Attachment:
Attachment A – Budget Estimate
Attachment B – Agreement for Engineering Consulting Services, Construction Observation, & Materials Testing Services (Pages 1 – 8)
Respectfully submitted, KRAZAN & ASSOCIATES
Ian G. Beatty
Project Manager
Testing & Inspection Division
City of Tulare - Prosperity & West Traffic Signal KA Proposal No. T26179CAF
QUALITY ASSURANCE TESTING & INSPECTIONS
TESTING & INSPECTION
No. Days No. Units Unit Rate Cost
Building Pad Compaction Testing 0 2 $120.00 $0.00
Utility Line Trench Backfill Compaction Testing 5 4 $120.00 $2,400.00 Pavement Area Sugrade Soil Compaction Testing 12 4 $120.00 $5,760.00 Pavement Area Aggregate Base Compaction Testing 8 2 $120.00 $1,920.00 Asphalt Batch Plant Sampling 2 4 $75.00 $600.00
Asphalt Compaction Testing 2 8 $120.00 $1,920.00
Asphalt Compaction Testing (Overtime) 0 4 $180.00 $0.00 Misc. Subgrade Soil Compaction Testing 5 2 $120.00 $1,200.00 Soil/Agg Base/Concrete Sample Pickup 4 2 $75.00 $600.00 Concrete Inspection and Sampling 7 2 $115.00 $1,610.00
Masonry Inspection and Sampling 0 4 $125.00 $0.00
Epoxy/Achor Bolt Inspection 0 2 $120.00 $0.00
Welding / Bolting Inspection 0 4 $125.00 $0.00
Project Management 4 1 $100.00 $400.00
Report Preparation 4 2 $55.00 $440.00
Registered Civil Engineer Review 2 1 $125.00 $250.00
$17,100.00
Laboratory Testing No. Units Unit Rate Cost
Soil Maximum Density Proctor (per material) 5 $200.00 $1,000.00 Aggregate Base Maximum Density Proctor (per material) 1 $200.00 $200.00 Aggregate Base Class 2 Suitability Testing (Gradation, SE, R-value, Durability) 1 $695.00 $695.00 Asphalt Production Startup Evaluation 0 $2,800.00 $0.00 Asphalt Oil Content by Ignition Oven 2 $225.00 $450.00
Asphalt Maximum Density 2 $300.00 $600.00
Asphalt Specific Gravity/Air Voids 2 $300.00 $600.00
Aphalt Hamburg Wheel Tracker 0 $1,800.00 $0.00
Asphalt Aggregate Gradation 2 $175.00 $350.00
Asphalt Aggregate Sand Equivalent 0 $75.00 $0.00
Concrete Compressive Strength (per set of 5) 7 $125.00 $875.00 Masonry Compressive Strength (per set of 5) 0 $125.00 $0.00 $4,770.00
$21,870.00
Krazan Quality Assurance Testing Estimate
Inspection Labor Subtotal
Laboratory Subtotal
TOTAL ESTIMATED QUALITY ASSURANCE COSTS:
KRAZAN and Associates, Inc.
City of Tulare – Prosperity and West Traffic Signal
1. 2.
3. 4.
5. 6.
7. 8. Services initiated between the hours of 7:00 a.m. and 3:30 p.m. for Regular, non-PW projects, and between 4:00 AM and 2:00 PM for Prevailing Wage projects,will be performed at the standard rates presented in the PROPOSAL and Fee Schedule. Services initiated outside of these hours will be billed at the appropriate rate plus a premium of 12.5 percent. Services rendered in excess of 8 hours (up to 12 hours) on any week day and on Saturdays will be billed at time and a half the hourly rate. Services rendered in excess of 12 hours on any weekday, on Holidays, on Sundays, or in excess of 8 hours on Saturdays or will be charged at double the hourly rate.
KA Proposal T26179CAF
FEE STRUCTURE
We will perform the services listed above on a time and material basis in accordance with our 2026 standard rate schedule. A detailed breakdown of this cost estimate is attached as Attachment A. Costs for construction testing and inspection services are highly dependent on contractors schedule; weather, overlapping of work, additional inspections required by the building official and other factors. Krazan & Associates does not control the work or production rate. Actual costs will vary due to the frequency of scheduling by others. Therefore the quantities listed in our cost estimate should be considered approximate. The estimate provided herein does not imply a lump sum fee, not-to-exceed fee or a guaranteed maximum price. Consistent with good engineering practice, we will work with the contractor to keep inspection costs at a minimum. If provided with a construction schedule this cost estimate can be further refined and quantified.
COORDINATION
Additional services requested outside of our stated scope of work will be billed in excess of the estimated amount at our current rates. A price list for these services will be provided upon request.
Services will be performed on a “time and materials” basis. Any total estimates provided are merely estimates and are not a guaranteed maximum price. A two (2) hour minimum charge applies to all inspection services. All inspections performed will be billed on a portal to portal basis unless specifically noted otherwise. Twelve (12) hours notice of cancellation required on all jobs.
Inspections which are cancelled with less than twenty-four (24) hours’ notice, or after an inspector has been dispatched to the project site, will be charged the minimum fee associated with the type of inspection or testing requested.
All concrete samples will be cast in 4-inch diameter x 8-inch high molds unless otherwise agreed.
Additional samples for contractor convenience testing and/or field cure samples are not included in this estimate.
Contractor will provide curing facilities in accordance with ASTM requirements for initial curing (the first 24 hours after specimens are cast) and protection of concrete test specimens on site.
The stated labor rates Do reflect the current General Prevailing Wage Determination made by the State of California Director of Industrial Relations Pursuant to California Labor Code Part 7, Chapter 1, Article 2, Sections 1770, 1773 and 1773.1. Determination : NC-63-3-9-2024-1, dated June 25, 2025.
KRAZAN and Associates, Inc. KA Proposal # TI 179-26
CA COMT 2026.2 Page 1 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial
AGREEMENT FOR
CONSTRUCTION OBSERVATION AND MATERIALS TESTING SERVICES THIS AGREEMENT is made by and between Krazan & Associates, a California corporation, with its principal office located at 215 West Dakota Avenue, Clovis, California, 93612, hereinafter referred to as “Consultant”, and City of Tulare, a governmental entity, whose principal address is 411 E. Kern Avenue, Tulare, CA 93274, hereinafter referred to as “Client” (each referred to herein individually as a “Party” and collectively as the “Parties”). This Agreement between the parties consists of the TERMS AND CONDITIONS (below), the attached Proposal titled “City of Tulare – Prosperity and West Traffic Signal,” file number T26179CAF, dated March 13, 2026 (“Proposal”), and any exhibits or attachments cited in the Proposal, which are incorporated in full by this reference.,”WITNESSETH, that the parties hereto, in consideration of the mutual promises and benefits flowing to each of the parties hereto as hereinafter stated, do mutually agree as follows:
1. DEFINITIONS
1.1. Contract Documents. This Agreement between Client and Consultant, including any Work Authorization, addenda, amendments, or supplementary instructions, which has been accepted by both Parties.
1.2. Contractor. The contractor or contractors, including its/their subcontractors of every tier, retained to construct the Project for which Consultant is providing Services under this Agreement.
1.3. Day(s). Calendar day(s) unless otherwise stated.
1.4. Hazardous Materials. The term Hazardous Materials means any toxic substances, chemicals, radioactivity, pollutants or other materials, in whatever form or state, known or suspected to impair the environment in any way whatsoever.
Hazardous Materials include, but are not limited to, those substances defined, designated or listed in any federal, state or local law, regulation or ordinance concerning hazardous materials, toxic substances or pollution.
1.5. Services. The professional services provided by Consultant as set forth in this Agreement, as included in Consultant’s Proposal and any Change Order or Amendment to this Agreement agreed to in writing by both Parties.
1.6. Work. The labor, materials, equipment and services of the Contractor required to complete the project in accordance with the approved plans and specifications, and building code requirements.
1.7. Fee Schedule. Consultant’s standard annual fee schedule unless a project-specific fee schedule is provided.
1.8. Inspection (or Observation). Visual determination of conformance with specific or, on the basis of Consultant’s professional judgment, general requirements.
1.9. Testing. Measurement, examination, performance of tests, and any other activities to determine the characteristics or performance of materials.
1.10. Governmental Agencies. All federal, state and local agencies having jurisdiction over the Project.
1.11. Work Authorization. Client may issue authorizations to proceed consisting of emails, Work Orders, Task Orders, Service Orders, Purchase Orders (each a “Work Authorization”). The Work Authorization shall reference this Agreement and the Proposal. Any terms and/or conditions contained in, referenced, or attached to the Work Authorization shall be without effect.
2. STANDARD OF PERFORMANCE; DISCLAIMER OF WARRANTIES
2.1. Standard of Care. Subject to the limitations inherent in the agreed Scope of Services as to the degree of care, the amount of time and expenses to be incurred, and subject to any other limitations contained in this Agreement, Consultant shall perform its Services in a manner consistent with the professional standard of care defined as the ordinary and reasonable care usually exercised by other professional consultants providing similar services on the same type of project, in the same geographic locale, under similar circumstances and conditions at the time the Services are performed.
2.2. No Warranty. Client acknowledges the inherent risks in property transactions, site development, and construction activities, understanding that Consultant’s services do not eliminate these risks. Client understands that Consultant’s opinions on geologic, environmental, site, or structure conditions—including those associated with air, soil, groundwater, hazardous materials, and code compliance—are based on limited data and accessibility. Actual conditions may vary from those observed during site reconnaissance, may be obscured by site constraints or building elements, and may change over time, despite Consultant’s exercise of due professional care. Consultant’s tests and observations of the site conditions or Work are not a guarantee of the quality of Work and do not relieve other parties from their responsibility to perform their Work in accordance with applicable plans, specifications and requirements. This Agreement does not constitute a warranty, guarantee, express or implied, or create a fiduciary responsibility by Consultant to Client.
3. SCOPE OF SERVICES
3.1. Basic Services. Consultant will perform the Services set forth in the Proposal.
3.2. Level of Service. Consultant offers different levels of professional consulting services to suit the desires and needs of different clients. Although risk associated with site acquisition or development can never be eliminated, more detailed and extensive investigations yield more information, but at increased cost. Risks associated with construction defects can never be eliminated; however, more detailed and extensive observations, inspections and testing services yield more information, but at increased cost. It is for these reasons that Client must determine the level of Services adequate for its purposes. Client’s issuance of a Work Authorization is confirmation that Client has reviewed the Proposal and has determined that it does not need or want a greater level of Services than that specifically identified in the Proposal.
3.3. Changes in Scope. If Consultant provides Client with a written notice of a change in the Proposal or the Services, it will become an Amendment to this Agreement unless Client objects in writing within 5 business days after receipt. All Services CA COMT 2026.2 Page 2 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial performed by Consultant on the Project, whether requested and/or authorized by Client by oral or written communication, are subject to the terms and limitations of this Agreement. If Services are performed, but the parties do not reach agreement concerning modifications to the Proposal, Services or compensation, then the terms and limitations of this Agreement apply to such Services, except for the payment terms. The parties agree to resolve disputes concerning modifications to scope or compensation pursuant to Article 15, “Disputes.”
3.4. Changes in Schedule. Because of the uncertainties inherent in the Services contemplated, time schedules are only estimated schedules and are subject to revision unless otherwise specifically stated in the Proposal.
3.5. Licenses. Consultant will procure and maintain business and professional licenses and registrations necessary to provide its Services.
3.6. Sampling, Inspection & Test Locations. Unless specifically stated otherwise, the Scope of Services does not include surveying the Site or precisely identifying sampling, inspection or test locations, depths or elevations. Sampling, inspection and test locations, depths and elevations will be based on field estimates and information furnished by Client and its representatives. Unless stated otherwise in the report, such locations, depths and elevations are approximate.
3.7. Sample Retention & Disposal. All samples shall remain the property of the Client and, in the absence of evidence of contamination, Consultant shall dispose of samples for the Client. All soil and construction materials samples collected during construction phase services will be disposed of or destroyed at the completion of testing unless Consultant is otherwise advised by Client. Samples may be held for up to a thirty (30) day period at Consultant’s discretion or at the Client’s request received in writing before the samples are tested. Upon request, Consultant will deliver samples to the Client or will store them for an agreed delivery or storage charge. Client will promptly pay and be responsible for the analytical testing, removal and lawful disposal of all contaminated samples.
3.8. Site Protection. Consultant will take reasonable precautions to limit damage or disturbance to the Project Site or Work due to the performance of Services, but Client understands that some damage or disturbance may necessarily occur in the normal course of Services, and this Agreement does not include repair of such damage unless specifically stated in the Proposal.
3.9. Excluded Services.
3.9.1. General. Consultant’s Services under this Agreement include only those Services specified in the Proposal.
3.9.2. Hazardous Materials. Unless identified as a specific task within the Proposal, Consultant’s Services specifically excludes the investigation, detection, prevention or assessment of the presence of Hazardous Materials in the air, surface waters, groundwater, soil and structures.
4. CONSTRUCTION PHASE SERVICES
4.1.1. Scheduling. Client or their designated agent shall cause all required tests and inspections of the site, materials and work performed by their Contractor to be scheduled no less than one full work day prior to the time when Consultant is to perform their scheduled tests or inspections. No claims for loss, damage or injury shall be brought against Consultant by Client or any third party under contract to Client for tests or inspections not performed due to inadequate scheduling notice provided to the Consultant by Client.
4.1.2. Authority of Consultant. Consultant will report observations and data to the Client and the General Contractor, and where required to the Building Official, and will specifically note any observed work or test results to the Client or Client’s representative, which, in Consultant’s opinion, does not conform with plans, specifications, and codes applicable to the Project. Consultant has no right or responsibility to approve, accept, reject, or stop work of any agent of the Client. Such rights are reserved solely for the Client. Consultant does not warrant or guarantee that all of the Work performed by Contractor meets the requirements of the approved plans and specifications for such Work or the Consultant’s recommendations. Consultant shall not be responsible for job site safety or the evaluating and reporting of job conditions concerning health, safety or welfare. No action of Consultant or Consultant’s representative can be construed as altering any Agreement between the Client and others.
4.1.3. Contractor’s Responsibilities. Contractor has sole responsibility for the means, methods, techniques or sequences during the performance of its Work. Client understands and agrees that Contractor, not Consultant, has sole responsibility for completion of the Work in accordance with the approved plans and the building code requirements, and for the safety of persons and property at the Project Site. Consultant will not supervise or direct Contractor’s Work, or be liable for any failure of Contractor to complete its Work in accordance with the Project’s plans, specifications and applicable codes, laws and regulations
4.1.4. Review of Contractor’s Submittals. If included in the Scope of Services, Consultant will review and take appropriate action on the Contractor’s submittals, such as shop drawings, product data, samples, and other required submittals. Consultant will review such submittals solely for general conformance with Design Consultant’s design, and will not include review for the following, all of which will remain the responsibility of the Contractor: accuracy or completeness of details, quantities or dimensions; construction means, methods, sequences or procedures; coordination among trades; or construction safety.
4.1.5. Site Meetings & Visits. When providing geotechnical engineering services during the construction phase of the project, Consultant will participate in job site meetings as requested by Client, and, unless otherwise requested by Client, visit the site at times specified in the Proposal or, if not specified in the Proposal, at intervals as Consultant deems appropriate to the various stages of construction to observe the geotechnical conditions encountered by Contractor and the progress and quality of the geotechnical aspects of the Work. Based on information obtained during such visits and on such observations, Consultant may inform Client of the progress of the geotechnical aspects of the Work. Client understands CA COMT 2026.2 Page 3 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial that Consultant may not be on site continuously; and, unless expressly agreed otherwise, Consultant will not observe all of the Work. Consultant will report any observed geotechnical related Work to the Client which, in Consultant’s professional opinion, does not conform with plans and specifications.
4.1.6. Variation of Material Characteristics and Conditions. Observations and standardized sampling, inspection and testing procedures employed by Consultant will indicate conditions of materials and construction activities only at the precise location and time where and when Services were performed. Client recognizes that conditions of materials and construction activities at other locations may vary from those measured or observed, and that conditions at one location and time do not necessarily indicate the conditions of apparently identical material(s) at other locations and times. Services of Consultant, even if performed on a continuous basis, should not be interpreted to mean that Consultant is observing, verifying, testing or inspecting all materials on the Project. Consultant is responsible only for those data, interpretations, and recommendations regarding the actual materials and construction activities observed, sampled, inspected or tested, and is not responsible for other parties' interpretations or use of the information developed. Consultant may make certain inferences based upon the information derived from these procedures to formulate professional opinions regarding conditions in other areas.
4.1.7. Tests. Tests performed by Consultant on finished Work or Work in progress are performed intermittently and indicate the general acceptability of the Work on a statistical basis. Consultant’s reporting of the results of tests and observations of the contractor’s Work are not issued as or intended to be a guarantee of the quality of Work and do not relieve other parties from their responsibility to perform their Work in accordance with applicable plans, specifications and requirements.
4.1.8. Certifications. Client agrees not to require that Consultant execute any certification with regard to Services performed or Work tested and/or observed under this Agreement unless: 1) Consultant believes that it has performed sufficient Services to provide a sufficient basis to issue the certification; 2) Consultant believes that the Services performed or Work tested and/or observed meet the criteria of the certification; and 3) Consultant has reviewed and approved in writing the exact form of such certification prior to execution of this Agreement. Any certification by Consultant is limited to an expression of professional opinion based upon the Services performed by Consultant, and does not constitute a warranty or guarantee, either express or implied.
4.2. Final Report. At the conclusion of Construction Phase Services, Consultant will provide Client with a written report summarizing the tests and observations, if any, made by Consultant. Issuance of the Final Report is contingent on payment in full by Client for all undisputed invoices and services provided by Consultant.
5. CLIENT’S RESPONSIBILITIES
In addition to payment for the Services performed under this Agreement, Client agrees to:
5.1. Cooperation. Assist and cooperate with Consultant in any manner necessary and within its ability to facilitate Consultant’s performance under this Agreement.
5.2. Representative. Designate a representative with authority to receive all notices and information pertaining to this Agreement, communicate Client’s policies and decisions, and assist as necessary in matters pertaining to the Project and this Agreement. Client’s representative will be subject to change by written notice.
5.3. Rights of Entry. Provide access to and/or obtain permission for Consultant to enter upon all property, whether or not owned by Client, as required to perform and complete the Services. Consultant will operate with reasonable care to minimize damage to the Project Site(s) and any improvement located thereon. However, Client recognizes that Consultant’s operations and the use of investigative equipment may unavoidably alter conditions or affect the environment at the existing Project Site(s). The cost of repairing such damage will be borne by Client and is not included in the fee unless otherwise stated in the Proposal. If Client desires or requires Consultant to restore the site to its former condition, upon written request Consultant will perform such additional work as is necessary and Client agrees to pay to Consultant the cost thereof.
5.4. Relevant Information. Supply Consultant with all information and documents in Client’s possession or knowledge which are relevant to Consultant’s Services. Client warrants the accuracy of any information supplied by it to Consultant, and acknowledges that Consultant is entitled to rely upon such information without verifying its accuracy. Prior to the commencement of any Services in connection with a specific property, Client will notify Consultant of any known potential or possible health or safety hazard existing on or near the Project Site, with particular reference to Hazardous Materials or conditions.
5.5. Project Information. Client agrees to provide Consultant within 5 days after written request, a correct statement of the recorded legal title to the property on which the Project is located and the Client and/or Owner’s interest therein, and the identity and address of any lender.
6. CHANGED CONDITIONS
If Consultant discovers conditions or circumstances that it had not contemplated at the commencement of this Agreement or any subsequent Work Authorization or Change Order, such as, but not limited to, unanticipated subsurface conditions, underground obstructions, environmental hazards, or site access limitations, Consultant will notify Client in writing of the Changed Conditions. Client and Consultant agree that they will then renegotiate in good faith the terms and conditions of this Agreement or a Work Authorization, as applicable. If Consultant and Client cannot agree upon amended terms and conditions within 30 days after notice, Consultant may terminate this Agreement and be compensated as set forth in Article 14, “Termination.”
7. PAYMENTS TO CONSULTANT
7.1. Basic Services. Consultant will perform its Services on either a Lump Sum/Fixed Fee or Time-and-Materials/Timeand-Expense basis as identified in the Proposal.
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T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial
7.2. Additional Services. Any additional services performed under this Agreement, including increased hours or units for those services expressly identified in the Proposal, and any additionally requested tasks, will be provided on a Time-andMaterials basis at the rates established for the project, above and beyond any prior quoted estimate, not-to-exceed or lump sum fee unless otherwise specifically agreed to in writing by both parties.
7.3. Estimate of Fees. Consultant’s fee estimates are based on its reasonable judgment and professional experience; however, any fee or cost estimate is not a guarantee of total cost. Client acknowledges that changes in scope, schedule, site conditions, contractor performance, and other unforeseen factors may affect the ability to complete Services within the estimated cost. Construction materials testing and inspection services, in particular, are subject to contractor schedules, weather, and overlapping work. Consultant’s Services shall continue on a time and expense basis to completion of the required Services unless directed otherwise by Client. Furthermore, where a provision of a “not to exceed” limitation is included in the Proposal it is not a guarantee that the Services will be completed for that amount; rather, it indicates that Consultant will not incur fees and expenses chargeable to Client in excess of the “not to exceed” limitation amount without notifying Client in writing that the “not-to-exceed” amount has been reached and that Services will continue on a Time-and-Materials basis unless directed by Client to discontinue any further Services.
7.4. Rates.
7.4.1. Time-and-Materials Rates. Client will pay Consultant at the rates set forth in the Proposal, and absent any project-specific rates, in accordance with Consultant’s annual Fee Schedule. Rates presented in the Fee Schedule and those presented in Proposal shall be considered to be the Standard Rates. Rates are subject to annual cost of living adjustment.
7.4.2. Prevailing Wage. Client shall, when applicable, specifically inform Consultant in writing at the time of request for a Proposal that prevailing wage regulations apply to the Project. When Consultant has been properly notified of the requirement to comply with prevailing wage law, all costs required for compliance with such requirements will be included in the applicable quoted price. In the absence of notification of Prevailing Wage requirements at the time of request for proposal, the rates presented in the Proposal are not applicable for projects where Prevailing Wage or other collective bargaining labor and benefits rates apply, unless so specifically stated. Unless Client specifically informs Consultant in writing at the time of request for a Proposal that prevailing wage regulations apply to the Project and Consultant confirms the inclusion of Prevailing Wage rates in the project-specific Proposal, and there is a subsequent determination that prevailing wage applies, Client will reimburse, defend, indemnify and hold harmless Consultant from and against any liability resulting from a subsequent determination that prevailing wage regulations cover the Project, including but not limited to all added labor costs, administrative costs, fines and attorneys’ fees.
7.4.3. Changes to Rates. Client and Consultant agree that the rates in the Proposal and the Fee Schedule apply through December 31 of the applicable year for non-prevailing wage projects, and through June 30 for California Prevailing wage projects, unless stated otherwise in the Proposal. Rates are subject to periodic review and amendment to reflect Consultant’s then-current fee structure. Unless otherwise provided for in the Proposal, if non-prevailing wage projects extend beyond December 31 of the year the services began, the applicable rates shall be adjusted annually by the greater of: (a) five percent (5%) or (b) the Consumer Price Index (CPI) for the geographic area where services are provided. For Prevailing Wage projects, Consultant’s rates shall be revised in accordance with determinations made by the governing agency, including mandatory increases effective July 1. Consultant’s billing rates will be increased proportionally to reflect any mandated labor and/or employer payment rate increases, unless otherwise stated in the Proposal. In the event that the cost of fuel increases 10 percent or more over the course of the project a fuel surcharge may be imposed to recoup the added costs incurred by Consultant. Consultant will give Client at least 30 days written notice of any changes. Unless Client objects in writing to the proposed amended fee structure within 30 days of notification, the amended fee structure will be incorporated into this Agreement and shall supersede any prior fee structure. If Client timely objects to the amended fee structure, and Consultant and Client cannot agree upon a new fee structure within 30 days after notice, Consultant may terminate this Agreement and be compensated as set forth under Article 14, “Termination.”
7.5. Expenses. Miscellaneous out-of-pocket charges, drilling permits, parking, air fare, car/equipment rental, mailing, shipping, subcontractor charges, etc., will be charged on a cost plus twenty percent (20%) overhead basis. On remote jobs or at fabrication facilities, subsistence, when not furnished, will be an additional charge. Regulatory file access fees or other document acquisition fees incurred on Environment Site Assessment projects, that are not specifically identified in the Proposal as included in the Lump Sum fee, will be an additional charge.
7.6. Basis of Charges for Construction Phase Services.
7.6.1. Billing Increments. A two (2) hour minimum, portal to portal charge per call, applies to all Consultant Services. Services beyond the initial minimum billing increment will be billed in increments of one (1) hour for the first 8 hours and at increments of one hour thereafter for each day’s Services for each assigned technician, unless modified in the Proposal.
7.6.2. Billing Rate Premiums – Shift Differential in Northern California. Services initiated between the hours of 4:00 a.m. and 2:00 p.m. will be performed at the standard rates presented in the Proposal and annual fee schedule with inclusion of rate premiums for weekends and holidays. Services initiated outside of these hours will be billed at the appropriate rate plus a shift differential premium of twenty percent (20%).
7.6.3. Billing Rate Premiums - Shift Differential in Southern California. Services provided before 6:00 a.m. and after 5:00 p.m. on weekdays are subject to overtime rates.
7.6.4. Billing Rate Premiums - Overtime. Services rendered in excess of 8 hours on any weekday (excluding holidays) and up to 8 hours on Saturdays will be billed at one and one-half times (x 1.5) the standard hourly rate. Services CA COMT 2026.2 Page 5 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial rendered in excess of 12 hours on any weekday, in excess of 8 hours on a Saturday, on Sundays or holidays will be billed at double (x 2) the standard rate.
7.6.5. Late Cancellation. All cancellations without at least 4 hour notice of cancellation will be subject to the minimum charge per technician per day canceled. Notice of cancellation must be received by our office during our office hours of 8:00 am to 4:00 pm Monday through Friday (excluding holidays) and cannot be left on the voice mail system.
7.7. Payment Timing; Late Charge. Consultant shall invoice Client periodically, not more than once every two weeks, for Services rendered. All invoices are due and payable upon receipt of invoice. If Consultant approves Client for 30-day payment terms, Client shall pay all undisputed amounts within thirty (30) days of the invoice date. The invoice amounts shall be presumed to be correct unless Client notifies Consultant in writing within fourteen (14) calendar days of the invoice date, specifying any disputed amounts and the basis for disagreement. Client shall timely pay all undisputed portions. Both parties shall promptly attempt to resolve any disputed portion in good faith. Payment thereafter will first be applied to accrued interest on undisputed charges, then to the oldest unpaid principal balance, regardless of any project or invoice designation by Client. All amounts unpaid when due will bear interest at the lesser of 2% per month or the highest rate permitted by law, accruing from the invoice date until paid. In the event that the account becomes delinquent, Consultant may: (a) require full payment of all outstanding invoices, regardless of project, prior to releasing field notes, test data, photographs, analyses, or reports; (b) withhold final reports or other certified deliverables until all undisputed amounts are paid; and (c) recover from Client all costs incurred in collecting delinquent amounts, including attorneys’ fees, court costs, and collection agency fees.
Consultant shall not be bound by any provision or agreement conditioning Consultant’s right to payment upon payment by a third party. Client’s failure to timely pay shall constitute a material breach of this Agreement. Consultant may suspend work and withhold all work product, including verbal consultation, until invoices are paid in full. If the Client requests back-up data or changes to the format of the standard invoice, an administrative fee of $100 per invoice may be charged plus $1 per page of back-up data.
8. ALLOCATION OF RISK
8.1. Limitation of Liability. In light of the limited ability of the Consultant to affect the risks inherent in the Project and of the disparity between Consultant’s fee and the potential liability for problems with the Project, to the greatest extent permitted by law,the total cumulative liability of Consultant, its subconsultants and subcontractors, and all of their respective shareholders, directors, officers, employees and agents (collectively “Consultant Entities”), to Client and its successors, all parties included as additional insured on Consultant’s insurance policies and all of their respective shareholders, directors, officers, employees and agents (collectively “Client Entities”) arising from or relating to Services under this Agreement, including attorney’s fees due under this Agreement, will not exceed the gross compensation received by consultant under this agreement or fifty thousand dollars ($50,000.00) , whichever is greater, for all lawsuits, claims or actions that allege professional errors or omissions in Consultant’s Services, whether alleged to arise in tort, contract, warranty, or other legal theory; provided, however, that such liability is further limited as described below. This limit is an aggregate limit with respect to all services on the project, whether provided under this, prior or subsequent agreements, unless modified in writing, agreed to and signed by authorized representatives of the parties. Upon Client’s written request, Consultant and Client may agree to increase the limitation to a greater amount in exchange for a negotiated increase in Consultant’s fee, provided that they amend this Agreement in writing as provided in Article 16 Section 16.5. Consultant and Client also agree that the Client will not seek damages in excess of the limitations indirectly through suits with other parties who may join Consultant as a third-party defendant.
8.2. Indemnification. Client will indemnify, defend and hold harmless Consultant, its subconsultants and subcontractors, and all of their respective shareholders, directors, officers, employees and agents (collectively “Consultant Indemnitees”) from and against any and all claims, suits, liabilities, damages, expenses (including without limitation attorney’s fees and costs of defense) or other losses (collectively “Liabilities”) except to the extent caused by the sole negligence or willful misconduct of Consultant. In addition, except to the extent caused solely by Consultant’s negligence, Client waives any claim against Consultant, and to the maximum extent permitted by law, expressly agrees to defend, indemnify and hold harmless Consultant Indemnitees from and against any and all Liabilities, arising from or related to the existence, disposal, release, discharge, treatment or transportation of Hazardous Materials, or the exposure of any person to Hazardous Materials, or the degradation of the environment due to the presence, discharge, disposal, release of or exposure to Hazardous Material.
8.3. Consequential Damages. Neither Client nor Consultant will be liable to the other for any special, consequential, incidental or penal losses or damages of whatever nature including but not limited to losses, damages or claims related to the unavailability of property or facilities, shutdowns or service interruptions, loss of use, loss of profits, loss of revenue, or loss of inventory, or for use charges, cost of capital, or claims of the other Party and/or its customers, which may arise directly or indirectly as a result of the Services provided by Consultant under this Agreement.
8.4. Continuing Agreement. The provisions of this Article 8, “Allocation of Risk,” will survive the expiration or termination of this Agreement. If Consultant provides Services to Client that the parties do not confirm through execution of an amendment to this Agreement, the provisions of this Article 8 will apply to such Services as if the parties had executed an amendment.
8.5. No Personal Liability. Client and Consultant intend that Consultant’s Services will not subject Consultant’s individual employees, officers or directors to any personal liability. Therefore, and notwithstanding any other provision of this Agreement, Client agrees as its sole and exclusive remedy to direct or assert any claim, demand or suit only against the business entity identified as “Consultant” on the first page of this Agreement.
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T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial
9. INSURANCE. Consultant carries Statutory Workers’ Compensation and Employer’s Liability Insurance with limits of $1,000,000 each accident, each disease and policy; Commercial General Liability (CGL) Insurance for bodily injury and property damage with limits of $1,000,000 each occurrence products-complete operations aggregate $2,000,000 and $2,000,000 general aggregate; Automobile Liability (AL) Insurance, including liability for all owned, hired and non-owned vehicles with limits of $1,000,000 combined single limit (each accident); and Professional Liability Insurance with limits of $1,000,000 per claim and annual aggregate. Aggregates are per policy, not per project. Certificates of insurance will be furnished upon written request but may not be processed unless accompanied or preceded by a signed agreement. Client agrees not to withhold payment to Consultant for Client’s failure to make such a timely request and such requests may not be honored if made after final completion of authorized services. Waiver of Subrogation and Additional Insured endorsements are not included. Inclusion of waiver of subrogation and additional insured endorsements, available for commercial general liability and auto liability only, will be considered and may be provided for an additional administrative fee. Waivers of subrogation endorsement are not issued for worker’s compensation and professional liability policies. Consultant assumes the risk of damage caused by Consultant’s personnel to Consultant’s supplies and equipment.
10. OWNERSHIP AND USE OF DOCUMENTS
10.1. Client Documents. All documents provided by Client will remain the property of Client. Consultant will return all such documents to Client upon request, but may retain file copies of such documents.
10.2. Consultant’s Documents. Unless otherwise agreed in writing, all documents and information prepared by Consultant or obtained by Consultant from any third party in connection with the performance of Services, including, but not limited to, Consultant’s reports, boring logs, maps, technical data, field data, field notes, drawings and specifications, laboratory test data and other similar documents, including those issued as electronic files and those issued as printed (hard) copies, (collectively “Documents”) are instruments of professional service, not products, and are the property of Consultant. Consultant has the right, in its sole discretion, to dispose of or retain the Documents. Consultant reserves the right to copyright such documents; however, such copyright is not intended to limit the Client's use of the services provided under this Agreement other than as described below.
10.3. Distribution and Use of Documents.
10.3.1. Distribution. All Documents prepared by Consultant are solely for use by Client and will not be provided by either Party to any other person or entity, other than lending institutions for financing of the project, the project Architect, Structural Engineer, General Contractor and Building Department, without Consultant’s prior written consent. Except as set forth herein, neither Consultant nor Client will disclose, disseminate or otherwise provide such reports or information except as required for the financing and design of the project, completion of Contractor’s Work, or the monitoring of the Project by Governmental Agencies.
10.3.2. Use by Client. Client has the right to reuse the Documents for purposes reasonably connected with the Project for which the Services are provided, including without limitation design and licensing requirements of the Project, subject to any specific reliance or reuse limitations presented in the Document. Client shall not reuse any Documents provided by Consultant hereunder other than for the project defined by the Proposal without prior written consent of Consultant, which shall not be unreasonably withheld.
10.3.3. Use by Consultant. Consultant retains the right of ownership with respect to any patentable concepts or copyrightable materials arising from its Services and the right to use the Documents for any purpose.
10.4. Unauthorized Reuse or Alteration. No party other than Client may rely on, and Client will not represent to any other party that it may rely on, Documents without Consultant’s express prior written consent and receipt of additional compensation. Client will not permit disclosure, mention, or communication of, or reference to the Documents in any offering circular, securities offering, loan application, real estate sales documentation, or similar promotional material without Consultant’s express prior written consent. Modification of the aforementioned Documents by Client without the Consultant's written permission shall be at the Client’s sole risk, and the Consultant shall have no liability with respect to such modification.
Client waives any and all claims against Consultant resulting in any way from the unauthorized reuse or alteration of Documents by itself or anyone obtaining them through Client. Client will defend, indemnify and hold harmless Consultant from and against any claim, action or proceeding brought by any party claiming to rely upon information or opinions contained in Documents provided to such person or entity, published, disclosed or referred to, or altered without Consultant’s prior written consent.
11. RELATIONSHIP OF THE PARTIES
Consultant will perform Services under this Agreement as an independent contractor.
12. ASSIGNMENT AND SUBCONTRACTS
During the term of this Agreement and following its expiration or termination for any reason, neither Party may assign this Agreement or any right or claim under it, in whole or in part, without the prior written consent of the other Party, except for an assignment of proceeds for financing purposes. Any assignment that fails to comply with this paragraph will be void and of no effect. Consultant may subcontract for the services of others without obtaining Client’s consent if Consultant deems it necessary or desirable for others to perform certain Services.
13. SUSPENSION AND DELAYS
13.1. Procedures. Client may, at any time by 10 days written notice suspend performance of all or any part of the Services by Consultant. Consultant may terminate this Agreement if Client suspends Consultant’s Services for more than 60 days and Client will pay Consultant as set forth under Article 14, “Termination.” If Client suspends Consultant’s Services, or if Client or others delay Consultant’s Services, Client and Consultant agree to equitably adjust: (1) the time for completion of the Services; and (2) Consultant’s compensation in accordance with Consultant’s then current Fee Schedule for the additional CA COMT 2026.2 Page 7 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial labor, equipment, and other charges associated with maintaining its workforce for Client’s benefit during the delay or suspension, or charges incurred by Consultant for demobilization and subsequent remobilization.
13.2. Liability. Consultant is not liable to Client for any failure to perform or delay in performance due to circumstances beyond Consultant’s control, including but not limited to pollution, contamination, or release of hazardous substances, strikes, lockouts, riots, wars, fires, flood, explosion, “acts of God,” adverse weather conditions, acts of government, labor disputes, delays in transportation or inability to obtain material and equipment in the open market.
14. TERMINATION
14.1. Termination for Convenience. Consultant and Client may terminate this Agreement for convenience upon 30 days written notice delivered or mailed to the other Party.
14.2. Termination for Cause. In the event of material breach of this Agreement, the non-breaching Party may terminate this Agreement if the breaching Party fails to cure the breach within 5 days following delivery of the non-breaching Party’s written notice of the breach to the breaching Party. The termination notice must state the basis for the termination. The Agreement may not be terminated for cause if the breaching Party cures the breach within the 5-day period.
14.3. Payment on Termination. Following termination other than for Consultant’s material breach of this Agreement, Client will pay Consultant for Services performed prior to the termination notice date, and for any necessary Services and expenses incurred in connection with the termination of the Project, including but not limited to, the costs of completing analysis, records and reports necessary to document job status at the time of termination and costs associated with termination of subcontractor contracts in accordance with Consultant’s then current Fee Schedule.
15. DISPUTES
15.1. Generally. It is the intention of the Parties that all claims, controversies, disputes, disagreements, or requests for determinations as to interpretation of or compliance with the Agreement, relating to, connected with or arising out of the Agreement, including any breach thereof or question as to the existence, termination or validity thereof (collectively a “Dispute”}, be resolved first through a meeting of principals, then a mediation process, and thereafter, failing satisfactory agreement as to resolution of the Dispute, through final, binding arbitration, all as provided in this Article 15.
15.2. Informal Negotiation. The parties will first attempt in good faith to resolve through negotiation any dispute, claim or controversy arising out of or relating to this Agreement. Either Party may initiate negotiations by providing written notice in letter form to the other Party, setting forth the subject of the dispute and the relief requested. The recipient of such notice shall respond within fifteen (15) business days with a written statement of its position on, and recommended solution to, the Dispute, and the name and title of the executive who will represent that Party and of any other person who will accompany the executive. If the dispute is not resolved by this exchange of correspondence, then the executives of both parties shall meet at a mutually acceptable time and place within 30 days after delivery of the disputing Party’s notice and thereafter as often as they reasonably deem necessary to attempt to resolve the dispute. All reasonable requests for information made by one Party to the other will be honored. All negotiations pursuant to this Section 15.2 are confidential and shall be treated as compromise and settlement negotiations for purposes of the Federal Rules of Evidence and state rules of evidence. If informal negotiation is unsuccessful, the parties shall then proceed to non-binding Mediation.
15.3. Precondition to Other Action. All Disputes shall, before the initiation of arbitration be first submitted for resolution through mediation in which both Parties shall participate; provided, however, that if necessary to preserve a Party’s rights as a result of the expiration of a statute of limitation or other period of limitation, a Party may initiate arbitration prior to completion of mediation; provided further, however, that in such event the parties shall nonetheless proceed with the mediation and shall, to the extent permitted by the Arbitrator, stay the arbitration proceedings.
15.4. Mediation. In the event that informal negotiation does not resolve a dispute, all disputes between Consultant and Client, except those involving Client’s failure to pay undisputed invoices as provided herein and excluding Consultant’s perfection of any mechanic’s lien, are subject to mediation. Either Party may demand mediation by serving a written notice stating the essential nature of the Dispute, amount of time or money claimed, and requiring that the matter be mediated within 45 days of service of notice. The mediation shall be administered by the American Arbitration Association or by such other person or organization as the parties may agree upon, in accordance with the Construction Industry Arbitration Rules and Mediation Procedures of the American Arbitration Association. Each Party shall bear its own expenses and an equal share of the expenses of the mediator. No further action may be initiated unless the mediation does not occur within sixty (60) days after service of such notice, the mediation occurred but did not resolve the dispute, or a statute of limitation would lapse if suit was not filed prior to sixty (60) days after service of notice.
15.5. Arbitration. The Parties shall submit any and all unresolved disputes that are not resolved Mediation under Section 15.4 above, to final and binding arbitration conducted by one arbitrator mutually agreed upon by the Parties. In the event that the Parties cannot mutually agree on an arbitrator and arbitrator shall be appointed by the American Arbitration Association. Such arbitration will be conducted in accordance with and subject to the Construction Industry Arbitration Rules of the American Arbitration Association then in effect. The arbitrator(s) will allow such discovery as is appropriate, consistent with the purposes of arbitration in accomplishing fair, speedy and cost-effective resolution of disputes. The arbitrator will reference the Federal Rules of Civil Procedure then in effect in setting the scope of discovery, except that no requests for admissions will be permitted and interrogatories will be limited to identifying (a) persons with knowledge of relevant facts and (b) expert witnesses and their opinions and the basis therefore. The award rendered by the arbitrator shall be final and binding, except that either party may appeal the award to a court of competent jurisdiction on the grounds of errors of law or fact made by the arbitrator. and judgment may be entered upon it in accordance with applicable law in any court having jurisdiction. The arbitrators shall have no authority to vary the terms of the Agreement between the Parties, to examine issues left to the discretion of either Party, or to consider any matter not submitted to arbitration as prescribed CA COMT 2026.2 Page 8 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial herein. The arbitrator shall be authorized to provide all recognizable remedies available in law or equity for any cause of action that is the basis of the arbitration (to the extent such remedy is not otherwise precluded under this Agreement), provided that (i) the arbitrator shall not have the authority to award punitive damages, and (ii) each Party shall bear its own costs and attorney’s fees related to the arbitration.
15.6. Choice of Law; Venue. This Agreement will be construed in accordance with and governed by the laws of the state of California. Except for actions, such as for enforcement of mechanic's liens, which are required by statute to be brought in a specific venue, or unless the parties agree otherwise, any mediation, arbitration or other legal proceeding will occur in Fresno County, California.
15.7. Statutes of Limitations. Any applicable statute of limitations will be deemed to commence running on the earlier of the date of substantial completion of Consultant’s Services under this Agreement or the date on which claimant knew, or should have known, of facts giving rise to its claims.
16. MISCELLANEOUS
16.1. Notices. Any and all notices, requests, instructions, or other communications given by either Party to the other for purposes of requesting services, project scope and fee proposals, or authorizing Services must be in writing and delivered by email, hand delivered to the recipient or delivered by first-class mail to the local Krazan office that will provide services or to the Corporate addresses listed below.
Any and all notices, requests, instructions, or other communications given by either Party to the other for purposes other than requesting services, project scope and fee proposals, or Services authorization, must be in writing and delivered by email, USPS first-class mail with return receipt (postage prepaid) or recognized courier with tracking and signature required for delivery and addressed to the following:
To Consultant: To Client:
Krazan & Associates _____________________________________ 215 West Dakota Avenue _____________________________________ Clovis, California 93612 _____________________________________ Attn: Mr. Dave Jarosz _____________________________________ [email protected] _____________________________________ Either Party may, at any time, designate a new or different address to which notices are to be sent.
Any notice shall be deemed delivered as of the time that the same is personally delivered or as of the date of signature confirming receipt by the recipient.
16.2. Headings. The headings used in this Agreement are for convenience only and are not a part of this Agreement.
16.3. Waiver. The waiver of any term, conditions or breach of this Agreement will not operate as a subsequent waiver of the same term, condition, or breach. One or more waivers of any term, condition or covenant by either Party shall not be construed as a waiver of any other term, condition or covenant.
16.4. Severability. If any portion of this Agreement is void or voidable, such portion will be deemed stricken and the Agreement reformed to as closely approximate the stricken portions as the law allows. If any of the provisions contained in this Agreement are held illegal, invalid, or unenforceable, the enforceability of the remaining provisions will not be impaired.
16.5. Modification of This Agreement. This Agreement may not be modified or altered, except by a written agreement signed by authorized representatives of both parties and referring specifically to this Agreement. No person other than a corporate officer (President, Vice President, or Chief Financial Officer) of Client is authorized to amend, change, modify, or waive any term or provision of this Agreement.
16.6. Survival. These terms and conditions survive the completion of the Services and/or the termination of this Agreement, whether for cause or for convenience.
16.7. Warranty Of Authority To Sign, Personal Guarantee. The person signing this contract warrants that he/she has authority to sign on the behalf of the Client for whose benefit Consultant’s services are rendered. If such person does not have such authority, he/she agrees that he/she is personally liable for obligations under this Agreement and all breaches of this contract and that in any action against him/her for breach of such warranty, reasonable attorney’s fees shall be included in any judgment rendered. Further, if Client fails to perform and is in breach of this Agreement the person signing this Agreement agrees that he/she is personally liable for obligations under this Agreement and all breaches of this contract and that in any action against him/her for breach of such warranty, reasonable attorney’s fees shall be included in any judgment rendered.
16.8. Incorporation of Provisions Required By Law. Each provision and clause required by law to be inserted in this Agreement is included herein, and the Agreement should be read and enforced as though each were set forth in its entirety herein.
16.9. Electronic Media. Upon Client’s request, Consultant may provide Documents and information in an electronic format. Client acknowledges that electronic files are subject to undetectable alteration due to (among other causes) transmission, conversion, media degradation, software errors, or human interference. Accordingly, all such electronic materials are for informational purposes only; the original paper copy issued by Consultant shall govern as the final and controlling documentation of the Services.
16.10.Electronic Copies. A scanned or electronically signed copy of this Agreement shall be deemed an original and may be used as valid evidence of its execution and terms, even if the original signed version is unavailable. This Agreement CA COMT 2026.2 Page 9 of 9 __________/__________
T26179CAF City of Tulare - Prosperity & West Traffic Signal Contract Please initial may be executed in counterparts, each of which shall be deemed an original, and all of which together shall constitute one and the same instrument.
16.11.No Third-Party Rights. This Agreement shall not create any rights or benefits to parties other than Client and Consultant.
17. ENTIRE AGREEMENT
This Agreement between the parties consists of these Terms and Conditions, the Proposal, and any exhibits or attachments noted in the Proposal is and intended by the Parties to be the full and final expression of their agreement with respect to the Services to be performed in connection with this Agreement, unless modified in writing and agreed to by both parties in an amendment to this Agreement. Together, these elements will constitute the entire Agreement superseding any and all prior negotiations, correspondence, or agreements either written or oral.
The Parties have read the foregoing, understand completely the terms, and willingly enter into this Agreement. This Agreement was developed to be fair and reasonable to both parties. The parties acknowledge that there has been an opportunity to negotiate the terms and conditions of this Agreement and agree to be bound accordingly. Consultant’s acceptance of this Agreement is pending credit review and a retainer fee may be required.
Client: City of Tulare Consultant: Krazan & Associates
Signature Date Signature Date
Name (Please Print) Name (Please Print)
Title Title
P260151 March 31, 2026
CITY OF TULARE
ADDITIONAL WORK AUTHORIZATION AND TASK ORDER
CONSTRUCTION STAKING SERVICES
Job No. 190384
Project #: 190384 Phase #: 10 Tasks: 10.1 - 10.3
Project Title: Prosperity Avenue & West Street Traffic Signal & Street Improvements/PO #029458 & PO #033060
Project Description: Project management and engineering services for the design and development of contract documents and bidding and construction support services for the traffic signal and improvements at W. Prosperity Avenue and N. West Street, located in the City of Tulare, California. This Additional Work Authorization and Task Order is for Construction Staking for the project as described in Attachment A dated March 31, 2026.
Additional Scope of Work: See Attachment A dated March 31, 2026.
Period of Performance: See Attachment A dated March 31, 2026.
Budget: Per Attachment A dated March 31, 2026, and summarized below:
Phase 10.0 – Construction Staking Services
Subtask 10.1 - Construction Staking $28,940.00 (T&M)
Subtask 10.2 - Re-Staking TBD (T&M)
Subtask 10.3 - Monument Preservation $6,500.00 (T&M)
Additional Budget Authorization $35,440.00 (T&M)
Special Terms and Conditions:
All of the terms and conditions of the On-Call Transportation & Traffic Engineering Professional Services Agreement between the City of Tulare and QK, dated November 21, 2018, and the QK Project No. 190384 Work Authorization and Task Order dated November 20, 2019, are incorporated by reference as if fully set forth herein.
Invoicing Requirements:
▪ Payment Terms: Net 30 Days
▪ Contract Type (Current): Time & Materials $35,440.00 Fixed Fee ▪ Invoice Frequency: Monthly
QK City of Tulare
By:
Signature
By:
Signature
Name: Garth Pecchenino, PE #52678, PLS #7825
Title: VP of Technical Services
Name:
Title:
Date: Date:
ATTACHMENT A
PROSPERITY AVENUE AND WEST STREET TRAFFIC SIGNAL AND
IMPROVEMENTS
CONSTRUCTION STAKING SERVICES
City of Tulare – Prosperity Ave. and West St. Traffic Signal and Improvements Staking Page 1 of 4 P260151/190384 March 31, 2026
BACKGROUND
QK has been working closely with the City of Tulare (City) on the Prosperity Avenue and West Street Signalization and Improvements Project. The project is moving into the Construction Phase, and the City has requested that QK add Construction Staking services to the existing contract. Construction Staking is essential to translating design intent into a precise field layout. QK’s survey team will perform this work diligently, establishing that all design elements are accurately integrated with existing site conditions. These services are further outlined below, under Task 10.0 - Construction Staking Services.
SCOPE OF SERVICES
TASK 10.0 CONSTRUCTION STAKING SERVICES
Subtask 10.1 Construction Staking
QK will provide one (1) set of construction control stakes for the items listed herein. The following items are included in the Construction Staking scope of services:
• Demolition and sawcut marking.
o Angle points at every 100 feet.
o Includes one (1) mobilization.
• Storm drain staking.
o 50-foot stationing, plus angle points, manholes, catch basins, and stubs. o Grades given to the flow line of pipe and manhole rim elevations. o Includes one (1) mobilization.
• Sanitary sewer staking.
o 50-foot stationing, plus angle points, manholes, and stubs. o Grades given to the flow line of pipe and manhole rim elevations. o Includes one (1) mobilization.
• Water staking.
o 50-foot stationing, plus angle points, tees, water meters, fire hydrants, and points of connection. o Grades given to the top of the pavement or finished grade. o Includes one (1) mobilization.
• Curb, gutter, and sidewalk staking.
o Includes beginning of curve (BC), end of curve (EC), grade breaks, point of reverse curve, and radius points and intervals of every 50 feet on straight aways and every 25 feet on curves. o Includes two (2) mobilizations.
• Edge of asphalt pavement staking.
o 50 feet on straight aways and every 25 feet on curves and grade breaks. o Includes one (1) mobilization.
• Traffic signal poles.
o Two (2) stakes for each signal pole.
o Includes one (1) mobilization.
o Excludes dry-utility trench/vault and box staking.
• Irrigation staking.
o 50-foot stationing, plus angle points, manholes, and stubs. o Includes one (1) mobilization.
• Provide cut sheets and staking diagram post mobilization.
City of Tulare – Prosperity Ave. and West St. Traffic Signal and Improvements Staking Page 2 of 4 P260151/190384 March 31, 2026
Deliverables:
• Hub or nail set for vertical and horizontal reference, with lath at each stake-out point • Cut sheets and staking diagram post mobilization
Exclusions and Assumptions:
• One (1) set of stakes will be set upon request for the specified items listed in this proposal. After the stakes are set, it is the responsibility of the contractor for the condition of the stakes. Should stakes need to be reset due to field changes, such as different offsets subsequently requested after the original received request, or due to impacts of construction or weather activity, stakes may be reset and billed on a time-and-materials (T&M) basis for an additional cost beyond the scope of this proposal. • While QK strives to accommodate the needs of our clients, we require advance notice of the construction schedule and request a minimum of 72 hours between the time a staking request is received and when we can begin each staking effort. It is recommended that staking requests be submitted with more than a 72- hour lead time.
• Site control points set by QK are to be maintained whenever possible throughout the duration of the project.
Should control points need to be replaced due to construction activity, replacement of said control points will be at the contractor’s expense.
• All staking requests are to be on QK’s staking request form and submitted to [email protected]. • Cut sheets will be reviewed by a professional land surveyor, stamped, signed, and delivered to the contractor upon request. While QK strives to deliver the cut sheets as soon as possible, QK requests a minimum of 24 hours between the conclusion of any staking effort and the delivery of the cut sheets. • Prevailing Wage Law and Wage Adjustments: Construction Staking for this project is subject to prevailing wage according to the laws of the State of California. If and when prevailing wages are adjusted, QK is required to adjust our wages as well and may need to adjust our hourly rate accordingly. Note: The General Prevailing Wage Determinations (rates) are set by the Director of the State Department of Industrial Relations (DIR). The base salary and fringe benefits for prevailing wages are defined for crafts and trades positions. By law, consultants must pay both the base salary and fringe benefits to the employees, which includes straight time and overtime rates, regardless of an employee’s status as exempt (salaried) or non-exempt (hourly).
The proposed Construction Staking services fee includes up to eight (8) hours of Project Manager coordination time, including support for scheduling, communication, and oversight.
Subtask 10.2 Re-Staking
This subtask is presented to accommodate the possibility of re-staking efforts, partial day staking, or mobilizations requested that are not included in the scope of Subtask 10.1. It is being set up to be a convenient avenue for QK to aid in the timely construction of the project.
If any additional staking efforts are requested by a contractor or the City, QK will inform the City and request that QK be approved to perform the work. Upon approval, QK will open a subtask for each request.
All work under this subtask will be performed on a T&M basis.
Subtask 10.3 Monument Preservation
Pursuant to 8772 of the California Business and Professions Code, the engineer approving plans for construction is responsible for having any survey monuments marking property lines preserved through construction. This process must be performed under the direction of a professional land surveyor and consists of the following:
• Field surveyors visit the monument, set tie points outside the limits of construction, and make measurements to said tie points.
• A pre-construction corner record for each monument is prepared and filed with the County Surveyor. • Once construction is completed, field surveyors will visit the site again and either re-set the monument themselves or set reference points within two (2) feet of the position so that the contractor can install the City of Tulare – Prosperity Ave. and West St. Traffic Signal and Improvements Staking Page 3 of 4 P260151/190384 March 31, 2026
street monument. In the event that the contractor builds the monument, a surveyor will return to mark the monument with a center punch and confirm its relation to the previously set reference ties. • A post-construction corner record for each monument is prepared and filed with the County Surveyor.
The fees presented for this task are presented on a per monument basis, and are separated into two (2) options:
1. A fee per monument if QK surveyors build and install the monument. a. $6,500 per monument.
2. A fee per monument if the contractor builds and installs the monument. a. $4,500 per monument.
There is one (1) monument within the limits of construction that must be preserved. Our fee estimate assumes that QK will be performing option 1.
Deliverables:
• Pre-Construction Corner Record
• Monument re-set
• Post-Construction Corner Record
QK will continue to work closely with the City during the project construction phase, incorporating the additional Construction Staking services as described above. The anticipated schedule and fee are summarized below.
SCHEDULE
The timeline, as outlined below, is solely with reference to QK’s efforts and does not account for County review. Some tasks will be performed concurrently.
Task Description Duration
Calendar Days
10.0 Construction Staking Services
10.1 Construction Staking 200 Days
10.2 Re-Staking TBD
10.3 Monument Preservation 45 Days
Total Duration 200 Days
FEE ESTIMATE
The following table shows the proposed additional services fee amount for the tasks described above. Construction Staking services will be performed on a T&M basis.
Task Description Fee Type Fee Amount
10.0 Construction Staking Services
10.1 Construction Staking T&M $28,940
10.2 Re-Staking T&M TBD
10.3 Monument Preservation T&M $6,500
Total Estimated Fee $35,440
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. 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.
5. Fees for field surveying activities are subject to the payment of Prevailing Wages for Tulare County.
City of Tulare – Prosperity Ave. and West St. Traffic Signal and Improvements Staking Page 4 of 4 P260151/190384 March 31, 2026
EXCLUSIONS AND ASSUMPTIONS
The scope does not include any private utility improvements, potholing, studies, environmental compliance documents, traffic control plans, biological surveys, materials testing, newspaper bid advertisement cost, or other items not specifically described above. Any additional work can be provided by QK for an additional fee per our approved Charge Rate Schedule.
Enclosure: Charge Rate Schedule
cc: Mick Padgett, PLS - QK
P260151/190384
SB/MP/MAM/MG/MCM
Charge Rate Schedule
City of Tulare
EN0088 Prosperity & West Traffic Signal Project
March 18, 2026
City of Tulare
EN0088 Prosperity & West Traffic Signal Project
Labor Compliance and Prevailing Wage Monitoring
Scope of Services
Based on the funding source for the above-mentioned project, State of California Public Works requirements will be required. Next Level Compliance recommends the below scope of work which includes monitoring of the state requirements to ensure complicit compliance across the board.
1. Verify the appropriate state prevailing wage determinations and contractor licensing and registration per the California Labor Code.
2. Develop and issue training package for distribution at the pre-job conference.
3. Participate in pre-job conference with contractors and subcontractors – ensuring they understand their responsibilities to both the general contractor and awarding agency.
4. Receive by eComply System, all contractor certified payroll records. Including verification that certified payroll has been submitted to the State per the requirements of Labor Code Section 1771.4 (a) (3).
5. Provide eComply system/software training for all parties.
6. Review contractors’ payment of applicable prevailing wage rates and fringe benefits, along with other state to ensure compliance with the State reporting requirements.
7. Track and verify apprentice worker’s registration in approved State Apprenticeship Program.
8. Monitor construction site for prevailing wage rates and worker classifications through monthly site visits and worker interviews. Also, ensure state jobsite postings are current and workers have access to postings and link to project wage determinations. Compare site visit data and certified payroll data for inconsistencies.
9. Fulfill Public Records Act (PRA) requests for assurance of redaction policies when requested by the Awarding Agency.
10. Provide Monthly Status Report to the client detailing status of Labor Compliance Activities.
11. Notify contractor and subcontractors of any missing or deficient labor compliance documentation as applicable.
12. Notify contractor and subcontractors of any violations pertaining to the review of the submitted documentation and or site visit notations.
13. Investigate missing and deficient documentation or violations as they pertain to state requirements.
14. Prepare audit identifying violations and recommended restitution amounts owed to affected worker(s).
15. Assist the City in preparation of formal complaints to be sent to Department of Industrial Relations, Division of Labor Standards Enforcement (DIR/DLSE).
16. Recommend to client withholding contract payments for noncompliance, as necessary.
17. Post Construction/Close-out Review consisting of preparing the labor compliance files for project closeout.
City of Tulare
EN0088 Prosperity & West Traffic Signal Project
Labor Compliance and Prevailing Wage Monitoring
SCHEDULE OF FEES AND EXPENSES
In review of the project funding source and the information provided, Next Level Compliance respectfully submits the following fixed fee Not to Exceed amount of $18,251 for a construction period of 7 months in addition to one month of preconstruction services and post construction closeout efforts.
Pre-Construction Tasks Monthly # of
Months Hourly Rate
Overall
Hours Cost
Labor Compliance Officer 6 1 $135.00 $810
Labor Compliance Analyst 2 1 $95.00 $180
Total $990
Construction Tasks Monthly
Hours
# of
Months Hourly Rate Overall
Labor Compliance Officer 6 7 $135.00 $5,670
Labor Compliance Analyst 6 7 $95.00 $3,990
Labor Compliance Field
Investigator 7 7 $100.00 $4,900
Total $14,560
Post-Construction Tasks Monthly # of
Months Hourly Rate Overall
Hours
Labor Compliance Officer 6 1 $135.00 $810
Labor Compliance Analyst 6 1 $95.00 $570
Labor Compliance Field
Investigator 0 1 $100.00 $0
Total $1,380
eComply
Software **: $1,321
** eComply software cost is billed with first invoice. TOTAL: $18,251 Mileage: To be charged at the federal mileage reimbursement rate at the time of service. Only applicable to field visits.
Please note the above fee includes all labor, equipment, materials, overhead, profit, insurance, sale and other taxes, licenses, incidentals, and all other related costs necessary to meet the work requirements.
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 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 010 - Administrative $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 020 - Conceptual $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 030 - Preliminary Design/Plan $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 040 - Environmental $153,980.45 $50,409.31 $0.00 $55,000.00 $0.00 $0.00 $0.00 $0.00 $259,389.76 $0.00 0206 - Environmental $40,784.54 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $40,784.54 $0.00 0210 - Attorney $9,518.55 $0.00 $0.00 $5,000.00 $0.00 $0.00 $0.00 $0.00 $14,518.55 $0.00 0230 - Right-of-Way $103,365.26 $50,409.31 $0.00 $50,000.00 $0.00 $0.00 $0.00 $0.00 $203,774.57 $0.00 0987 - Development Services Time $312.10 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $312.10 $0.00 050 - Final Design/Plan $176,963.41 $3,899.74 $4,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $184,863.15 $0.00 0202 - Engineering $136,430.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $136,430.50 $0.00 0996 - Project Management Time $33,588.15 $1,846.75 $2,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $37,434.90 $0.00 0998 - Development Services Time $6,944.76 $2,052.99 $2,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $10,997.75 $0.00 060 - Right of Way/Property $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 070 - Construct/Implement $236,134.62 $3,084.20 $38,500.00 $4,109,644.70 $0.00 $0.00 $0.00 $0.00 $4,387,363.52 $0.00 0200 - Professional Services
0202 - Engineering $0.00 $3,084.20 $32,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $35,084.20 $0.00 0205 - Labor Compliance $0.00 $0.00 $0.00 $18,251.00 $0.00 $0.00 $0.00 $0.00 $18,251.00 $0.00 0224 - Surveying $0.00 $0.00 $0.00 $35,440.00 $0.00 $0.00 $0.00 $0.00 $35,440.00 $0.00 0611 - Construction Management $0.00 $0.00 $0.00 $378,854.40 $0.00 $0.00 $0.00 $0.00 $378,854.40 $0.00 0612 - Materials Testing $0.00 $0.00 $0.00 $21,870.00 $0.00 $0.00 $0.00 $0.00 $21,870.00 $0.00 0300 - Utilities $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0700 - Construction/Labor & Materials Costs $0.00 $0.00 $0.00 $3,082,653.94 $0.00 $0.00 $0.00 $0.00 $3,082,653.94 $0.00 0996 - Project Management Time $0.00 $0.00 $6,500.00 $215,785.78 $0.00 $0.00 $0.00 $0.00 $222,285.78 $0.00 0998 - City Staff Time $0.00 $0.00 $0.00 $3,082.65 $0.00 $0.00 $0.00 $0.00 $3,082.65 $0.00 0999 - Contingency $236,134.62 $0.00 $0.00 $353,706.93 $0.00 $0.00 $0.00 $0.00 $589,841.55 $0.00 080 - Closeout $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Costs: $567,078.48 $57,393.25 $42,500.00 $4,164,644.70 $0.00 $0.00 $0.00 $0.00 $4,831,616.43 $0.00 To Date Remaining Year 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 Fund 301 - Measure R Fund $65,043.36 $6,582.95 $4,874.71 $477,680.74 $0.00 $0.00 $0.00 $0.00 $554,181.75 $0.00 Fund 300 - Gas Taxes Fund $335,934.39 $33,999.47 $25,176.78 $2,467,114.21 $0.00 $0.00 $0.00 $0.00 $2,862,224.85 $0.00 Fund 230 - Local Streets & Traffic Signals DIF $65,992.50 $6,679.01 $4,945.84 $484,651.31 $0.00 $0.00 $0.00 $0.00 $562,268.66 $0.00 Fund 225 - Water Supply Fac. DIF Fund $902.08 $91.30 $67.61 $6,624.94 $0.00 $0.00 $0.00 $0.00 $7,685.93 $0.00 Fund 226 - Wastewater Trmt. Fac. DIF Fund $6,404.85 $648.23 $480.01 $47,037.42 $0.00 $0.00 $0.00 $0.00 $54,570.51 $0.00 Fund 406 - Wastewater CIP Fund $43,701.71 $4,422.99 $3,275.25 $320,946.90 $0.00 $0.00 $0.00 $0.00 $372,346.84 $0.00 Fund 407 - Water CIP Fund $49,099.59 $4,969.30 $3,679.80 $360,589.19 $0.00 $0.00 $0.00 $0.00 $418,337.88 $0.00 Total Funding: $567,078.48 $57,393.25 $42,500.00 $4,164,644.70 $0.00 $0.00 $0.00 $0.00 $4,831,616.43 $0.00 G/L #'s:
Notes:
Critical Utility Infrastructure Improvements; Traffic safety; Relief from potential liability concerns; Compliance to the American Disabilities Act.
2025 - 2030 CIP Transportation
PROJECT #: EN0088
Prosperity & West Traffic Signal Improvements
(Capital)
(Capital)
District(s): 1, 2
Michael Miller
Installation of a new traffic signal due to increased traffic volume at the intersection of Prosperity Avenue and West Street.
Includes acquisition of necessary right of way to achieve the ultimate alighnment of the intersection. The project also addressed ADA concrete work.
Underway
12/1/2019
6/30/2026
Maintenance and utility costs are estimated at $2,500 / year.
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. 643-4643-6028
Revised 04/07/26 to reflect actual contract award amounts.
Unfunded
Funding Sources Prior Fiscal Years
Fiscal Year 2024/2025 Future Fiscal Years
Total Unfunded
Costs Description Prior Fiscal Years
Fiscal Year 2024/2025 Future Fiscal Years
Total
97 Staff Report
Meeting: City Council
Date: April 7, 2026
Department: City Manager
Submitted by: Marc Mondell, City Manager
Agenda Title: Cesar Chavez Memorial Park
RECOMMENDED ACTION
Establish a Council subcommittee composed of at least two Councilmembers and two Park and Recreation Commissioners to work with staff to collect community input regarding the future of Cesar Chavez Memorial Park and related signage; and provide direction on immediate signage management and next steps for potential park renaming.
SUMMARY
In recent weeks, multiple national and regional news outlets have reported new allegations of child abuse involving Cesar Chavez, prompting various jurisdictions to reevaluate public facilities and observances carrying his name. Staff is aware of the ongoing controversy and continues to monitor actions taken by other agencies and future legislative responses.
In 1994, the City approved renaming Lincoln Park to Cesar Chavez Memorial Park and installed a large monument featuring the likeness of Cesar Chavez, donor bricks, dedication plaques, and a rear inscription.
Following public statements by Councilmember Sigala regarding covering or removing the monument, staff placed a temporary cover on the sign. Although this action did not receive majority Council direction, staff moved forward out of caution. The covering was removed twice by unknown individuals and replaced by staff each time, reflecting the sensitivity and division among community members.
Staff has since procured more durable materials to maintain a secure covering and will continue to monitor the site. Staff has also temporarily paused advertising for the upcoming Arbor Day event at the park until Council provides direction regarding the future of the park name and monument.
As part of preliminary considerations, staff notes that several alternative naming concepts, such as Farm Workers Park, Freedom Park, or Unity Park, including Spanish-language equivalents, could reflect broader historical themes rather than individual figures, reducing susceptibility to future controversies.
Given community sensitivity and the evolving regional and national context, staff seeks Council direction regarding both the park name and the monument itself. Staff requests that Council determine:
• Whether there is support for initiating a park renaming process; • Whether the monument should be removed, altered, maintained, or uncovered; • Whether staff should undertake any immediate operational or communication steps.
Although the City does not have a formal policy governing naming or renaming of parks, past practice has been for the Parks and Recreation Commission to provide a recommendation to the City Council, which renders final approval. To support a comprehensive and balanced review, staff recommends forming a subcommittee consisting of two Councilmembers and two Parks and Recreation Commissioners, supported by staff, to conduct outreach and develop a recommendation for the full Council.
Item #: 9.1
General Business
The subcommittee would work with staff to schedule community meetings, gather public input, and return to Council at a later date with their recommendations. No definitive timeline is proposed at this stage to allow the process to respond to community needs and evolving external developments.
FISCAL IMPACT & FUNDING SOURCES
Costs associated with temporary monument covering materials, staff time, and potential renaming efforts will be assessed as the process develops. Should Council move forward with renaming or replacing signage, staff will return with cost estimates.
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. Photos of Existing Monument
Reviewed/Approved:
CESAR CHAVEZ PARK MONUMENT SIGNAGE
Street View
Rear of main marker
Donor bricks surrounding all four sides of monument
Plaque 1 of 3 on front of monument
Plaque 2 of 3 on front of monument
Plaque 3 of 3 on front of monument
Plaque on rear of monument
Staff Report
Meeting: City Council
Date: April 7, 2026
Department: Finance
Submitted by: Mark Roberts, Chief Financial Officer
Agenda Title: Fiscal Year 2027 Preliminary Budget Review
RECOMMENDED ACTION
Review the preliminary Fiscal Year 2027 budget and provide direction thereto.
SUMMARY
This is the first draft of the proposed budget for Fiscal Year 2027, which provides a preliminary overview of the City’s overall budget.
Preliminary Budget
All Funds
Projected Revenues $179,898,253
Estimated Expenditures 166,222,610
General Fund
Projected Revenues $74,909,919
Projected Transfers In 58,370
Estimated Expenditures 72,831,635
Estimated Transfers Out 3,008,000
Preliminary Surplus / (Use of Fund Balance) ($ 871,346)
FISCAL IMPACT & FUNDING SOURCES
There is no fiscal impact to the current Fiscal Year 2026 budget, as this is in preparation for the Fiscal Year 2027 budget.
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. Fiscal Year 2027 Preliminary Budget
Reviewed/Approved:
Item #: 9.2
General Business
Fiscal Year 2027
Preliminary Budget
Budget Overview -
All Funds
Budgeted Revenues, Expenditures, & Transfers by Category All FundsFiscal Year 2027 Preliminary 1 vs Fiscal Year 2026 Adopted FY 27
Preliminary 1
FY 26
Adopted
FY 27 Prelim. 1
vs FY 26 Adopted
Revenues & Transfers In
Taxes $ 67,997,268 $ 2,383,091 65,614,177 $
Licenses & Permits 1,797,120 3,333,750 (1,536,630)Fines & Forfeits 516,055 866,500 (350,445)Use of Money & Property 3,561,659 3,799,922 (238,263)Intergovernmental 6,333,945 6,891,298 (557,353)Charges for Services 77,494,004 88,874,305 (11,380,301)Other Revenues 22,198,202 21,270,390 927,812 Total Revenues 179,898,253 $ 190,650,342 $ (10,752,089) $ FY 27
Preliminary 1
FY 26
Adopted
FY 27 Prelim. 1
vs FY 26 Adopted
Expenditures & Transfers Out
Salaries & Benefits $ 60,654,650 $ 59,112,009 $ 1,542,641 Maintenance & Operations 63,397,026 59,015,230 4,381,797Internal Service Charges & Allocated Costs 23,049,882 23,484,316 (434,434)Capital Outlay 4,768,682 4,830,863 (62,181)Debt Service 14,352,370 14,541,212 (188,842)Capital Improvements - 16,954,700 (16,954,700) Total Expenditures $ 166,222,610 $ 177,938,329 $ (11,715,719) Summary
Revenues $ 179,898,253 $ 190,650,342 $ (10,752,089)
Expenditures (166,222,610) (177,938,329) 11,715,719
City of Tulare
Preliminary Budget by FundFiscal Year 2027
Fund Fund Name
Estimated
Revenues
Estimated
Transfers In
Preliminary
Transfers Out
Preliminary
Expenditures
Fund Bal.
Impact
100 General Fund $ 74,909,919 $ 58,370 $ (3,008,000) $ (72,831,635) $ (871,346) 105 Solid Waste & Street Sweeping Fund * 15,118,190 - (6,150) (13,984,113) 1,127,927 106 Wastewater Fund * 30,588,300 - (462,290) (29,610,008) 516,002107 Water Fund * 11,622,200 - (711,150) (13,782,405) (2,871,355) 110 Aviation Fund 100,000 50,000 - (706,618) (556,618)
194 Transit Fund - - - - -
195 Surface Water Management Fund 65,920 1,425,800 - (322,138) 1,169,582 200 Landscape & Lighting District Fund 1,678,038 - - (454,831) 1,223,207205 Law Enforcement Facilities & Equipment DIF Fund 89,120 - - - 89,120 206 Fire Facilities & Equipment DIF Fund 274,720 - - - 274,720 210 General Facilities & Equipment DIF Fund 409,720 - - - 409,720 211 Library DIF Fund 372,510 - - - 372,510215 Parks/Recreation Facilities & Equipment DIF Fund 1,258,900 - - - 1,258,900220 General Plan Maintenance DIF Fund 5 - - - 5 225 Water Supply Facility DIF Fund 2,213,900 - - - 2,213,900 226 Wastewater Treatment Facility DIF Fund 1,391,780 - - - 1,391,780 227 Storm Drain Facility DIF Fund 141,330 - - - 141,330228 Ground Water Recharge DIF Fund 172,210 - - - 172,210 230 Streets / Interchanges / Traffic Signals DIF Fund 2,323,600 - - - 2,323,600231 Streets/Medians/Landscaping DIF Fund 1,751 - - - 1,751 232 Grade Separation DIF Fund 13,390 - - - 13,390
233 State Highway Projects DIF Fund 16,480 - - - 16,480 300 Gas Taxes Fund 4,085,100 - - - 4,085,100
301 Measure R Fund 1,033,430 - - - 1,033,430302 Traffic Safety Fund 309 - (50,000) - (49,691) Fund Fund Name
Estimated
Revenues
Estimated
Transfers In
Preliminary
Transfers Out
Preliminary
Expenditures
Fund Bal.
Impact
305 Police Department Grants Fund 4,120 - (8,370) (512,997) (517,247)306 Fire Department Grants Fund 1,569,486 - - (1,227,276) 342,210310 Community Development Grants Fund 3,912,000 - - (4,027,000) (115,000)315 Senior Services Fund 38,000 375,000 - (988,740) (575,740) 330 Other/General City-wide Grants - - - - - 340 Police Forfeiture Fund 721 - - - 721 345 Vehicle Abatement Fund 1,751 - - (46,784) (45,033)
400 General CIP Fund - 25,790 - - 25,790
406 Wastewater CIP Fund * - - - - -
407 Water CIP Fund * - - - - - 450 Financing Authority Debt Service Fund 12,360 2,222,500 - (2,222,500) 12,360 600 Employee Welfare Fund 6,880,533 - - (6,345,377) 535,156 601 Workers' Compensation Insurance Fund' 4,125,744 - - (3,981,494) 144,250602 General Insurance Fund 5,441,055 - - (5,440,708) 347 603 Unemployment Insurance Fund - 50,000 - (52,500) (2,500) 604 Facilities Maintenance Fund 1,161,326 - - (1,161,326) 0 605 Fleet Replacement Fund 1,876,720 - - (1,719,341) 157,379 606 Fleet Maintenance Fund 3,317,154 - - (3,188,980) 128,174 607 Equipment Replacement Fund 1,774,961 - - (1,719,341) 55,620 610 Fuel Fund 1,901,500 - - (1,896,500) 5,000
Total 179,898,253 $ $ 4,207,460 $ (4,245,960) $ (166,222,610) * Fund under purview of Board of Public Utilities Commissioners.
City of Tulare
Interfund Transfers - Preliminary 1
Fiscal Year 2027
From Fund (No.) To Fund (No.) Purpose
Preliminary
Transfer
General Fund (100) Aviation Fund (110) Operating Subsidy $ 50,000 Financing Authority Debt Service Fund (450) Debt Service 2,222,500 General CIP Fund (400) Capital Purchases & Improvements - Housing Successor Agency Fund (711) Operating Subsidy 38,500 Senior Services Fund (315) Operating Subsidy 375,000
Surface Water Management Fund (195) Operating Subsidy 272,000 Unemployment Insurance Fund (603) Employee Benefits 50,000 Total, General Fund: $ 3,008,000
Enterprise Funds
Solid Waste & Street Sweeping Fund (105) General CIP Fund (400) Capital Purchases & Improvements $ 6,150 Wastewater Fund (106) General CIP Fund (400) Capital Purchases & Improvements $ 12,290 Surface Water Management Fund (195) Operating Subsidy 450,000 Water Fund (107) General CIP Fund (400) Capital Purchases & Improvements $ 7,350 Surface Water Management Fund (195) Operating Subsidy 703,800 From Fund (No.) To Fund (No.) Purpose
Preliminary
Transfer
Special Revenue Funds
Surface Water Management Fund (195) General CIP Fund (400) Capital Purchases & Improvements $ - Police Department Grants Fund (305) General Fund (100) Capital Purchases & Improvements $ 8,370 Gas Tax Fund (300) General CIP Fund (400) Capital Purchases & Improvements $ - Traffic Safety Fund (302) General Fund (100) Capital Purchases & Improvements $ 50,000 Water Supply Facility DIF Fund (225) Water CIP Fund (407) Capital Projects $ - City of Tulare
Preliminary Municipal Utility (Appropriations) Budget
Fiscal Year 2027
Salaries &
Benefits
Maintenance &
Operations
Int. Svc Chrgs
& Alloc. Costs Capital
Debt
Service
FY 27
Preliminary
I. Solid Waste & Street Sweeping Fund 1 2 4 & 5 6 & 7 8 Solid Waste, Commercial $ 1,276,140 $ 710,400 $ 1,335,168 $ 150,000 $ - $ 3,471,708 Solid Waste, Residential 2,561,171 2,161,960 3,280,306 350,000 - 8,353,437 Solid Waste, Roll-Off 358,258 391,000 559,543 72,000 - 1,380,800 Street Sweeping 12,384 720,000 45,783 - - 778,167
Solid Waste & Street Sweeping Fund Total $ 4,207,952 $ 3,983,360 $5,220,801 $572,000 $ - $ 13,984,113 II. Wastewater Fund 1 2 2 6 & 7 8
Sewer System $ 943,225 $ 1,027,440 $ 925,856 $ - $ 882,258 $ 3,778,779 Domestic 2,338,262 3,772,930 1,594,684 - 1,744,812 9,450,688 Energy 33,085 1,452,500 3,377 - 479,226 1,968,188
Industrial 1,117,366 5,974,410 618,929 - 6,610,242 14,320,947 Pretreatment 18,544 43,450 29,413 - - 91,407
Wastewater Fund Total $ 4,450,482 $ 12,270,730 $ 3,172,259 $ - $ 9,716,538 $ 29,610,008 III. Water Fund 1 2 2 6 & 7 8
Administration/Sales/Collection $ 1,665,734 $ 1,081,180 $ 944,463 $ - $ - $ 3,691,377 Distribution 444,913 292,300 832,593 50,000 938,425 2,558,231 Extraction 402,280 3,006,800 159,832 - 938,425 4,507,337 Treatment 249,379 1,294,000 57,702 - - 1,601,080
Groundwater 68,678 1,315,000 40,701 - - 1,424,378
Water Fund Total $ 2,830,984 $ 6,989,280 $ 2,035,290 $ 50,000 $ 1,876,850 $ 13,782,405 Grand Total - All Utility Enterprise Funds $ 11,489,419 $ 23,243,370 $ 10,428,349 $ 622,000 $ 11,593,388 $ 57,376,526 General Fund
Budget Summary
Budgeted Revenues, Expenditures, & Transfers by Category General Fund (100)Fiscal Year 2027 Preliminary 1 vs Fiscal Year 2026 Adopted FY 27
Preliminary 1
FY 26
Adopted
FY 27 Prelim. 1
vs FY 26 Adopted
Revenues & Transfers In
Sales & Use Tax $ 15,900,000 $ 14,000,000 $ 1,900,000
Transactions & Use Tax 8,700,000 8,300,000 400,000Property Taxes 9,554,590 8,993,000 561,590 Property Tax In Lieu of VLF 9,100,000 8,500,000 600,000 Utility Users Tax 11,100,000 12,200,000 (1,100,000)Franchise Taxes 1,838,800 1,790,000 48,800 Cannabis/Dispensary Tax 900,000 1,000,000 (100,000)Transient Occupancy Tax 2,500,000 2,250,000 250,000Other Revenues 15,316,529 16,236,989 (920,460) Total Revenues $ 74,909,919 $ 73,269,989 $ 1,639,930Total Transfers In $ 58,370 $ 58,370 $ - Total Revenues & Transfers In $ 74,968,289 $ 73,328,359 $ 1,639,930 FY 27
Preliminary 1
FY 26
Adopted
FY 27 Prelim. 1
vs FY 26 Adopted
Expenditures & Transfers Out
Salaries & Benefits $ 45,521,222 $ 43,572,681 $ 1,948,541 Maintenance & Operations 15,393,834 13,500,076 1,893,758Internal Service Charges & Allocated Costs 10,672,597 11,443,608 (771,011)Capital Outlay 707,500 759,406 (51,906)Debt Service 536,482 491,040 45,442 Capital Improvements - - -
Total Expenditures $ 72,831,635 $ 69,766,811 $ 3,064,824Total Transfers Out $ 3,008,000 $ 5,014,667 $ (2,006,667)Total Expenditures & Transfers Out $ 75,839,635 $ 74,781,478 $ 1,058,157 Summary
Revenues $ 74,909,919 $ 73,269,989 $ 1,639,930
Transfers In 58,370 58,370 -Expenditures (72,831,635) (69,766,811) (3,064,824) Transfers Out (3,008,000) (5,014,667) 2,006,667
Projected Surplus / (Use of Fund Balance) $ (871,346) $ (1,453,119) $ 581,773 Staff Report
Meeting: City Council
Date: April 7, 2026
Department: City Clerk
Submitted by: Melissa Wilcox, Chief Deputy City Clerk
Agenda Title: TCAG Board of Governors Representative Selection
RECOMMENDED ACTION
Appoint a new primary and alternate representative on the Tulare County Association of Governments (TCAG) Board of Governors.
SUMMARY
The Tulare County Association of Governments (TCAG) is governed by a Board of Governors composed of representatives from each of the eight cities within the county, five members of the County Board of Supervisors, three members-at-large, and one public transit representative.
In January 2025, the City Council appointed Councilmember Sigala as the City’s primary representative to the TCAG Board of Governors, with Councilmember Sayre designated as the alternate. Because regular participation is essential for the City to remain fully informed and engaged on regional transportation and planning matters that significantly impact local interests, staff recommends the Council consider appointing a primary representative who can consistently attend meetings. If the Council selects Councilmember Sayre as the primary representative, an alternate would also need to be appointed.
Consistent representation ensures the City’s voice is present in discussions and decisions that directly affect our community.
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
None
Reviewed/Approved:
Item #: 9.3
General Business
Item#: 10.1
Future Agenda Item
-- OPPORTUNITY GROWS HERli --
COUNCIL ITEM REQUEST FORM
The Council Item Request Form is for members of the City Council to submit written requests to the City Clerk's Office for inclusion of an item on a future City Council meeting agenda. At the meeting where the initial written request is heard, discussion shall be limited to whether the item should be added to an agenda and a date, not the merit of the item. A majority vote of the City Council is required for the item to be added to a future Council meeting agenda for action. No more than 10 items may be submitted collectively for consideration by all councilmembers at any regular meeting of the Council, and in that regard, no individual councilmember may submit more than three items for consideration at any regular meeting of the Council. In the event more than 10 items are submitted collectively, no more than two items shall be accepted for consideration from any one councilmember.
NAME OF REQUESTING COUNCILMEMBER
JOSE SIGALA
ITEM TITLE
Establishing a City-Wide Yard Sales Weekend
BRIEF DESCRIPTION/BACKGROUND INFORMATION OF ITEM
Mr. Mayor and Council,
TODA Y'S DATE
March 31, 2026
AGENDA DATE
April 7, 2026
I would like to ask for your support in placing on our April 21, 2026, meeting agenda the following item for discussion and possible action:
• That the Council directs the City Manager and appropriate staff to research and report back to Council on the possibility of establishing a citywide designated weekend in May 2026 that would allow residents to have yard sales by waiving the current requirement for a permit or fee.
There are a number of families in our community who are struggling financially and are having a difficult time providing the basics for their families. Prices on groceries, goods and gasoline are going up every week.
Designating a weekend in mid-May for residents to have yard sales will allow some of them to earn some extra money from sales of items they no longer want but neighbors are willing to buy. This event will also allow the city to come together through a city-wide event. Other communities have done this and it has attracted folks from other cities to come and visit.
My understanding the current permit cost is about $ 7 dollars for up to three days of selling items. Staff can come back on a process they feel could be used to waive the fee and allow for yard sales across the city on a designated weekend in mid-May.
Thank you for your consideration.
JOSE SIGALA
City of Tulare Council Member, First District
Item#: 10.2
Future Agenda Item
-- OPPORTUNITY GROWS HERli --
COUNCIL ITEM REQUEST FORM
The Council Item Request Form is for members of the City Council to submit written requests to the City Clerk's Office for inclusion of an item on a future City Council meeting agenda. At the meeting where the initial written request is heard, discussion shall be limited to whether the item should be added to an agenda and a date, not the merit of the item. A majority vote of the City Council is required for the item to be added to a future Council meeting agenda for action. No more than 10 items may be submitted collectively for consideration by all councilmembers at any regular meeting of the Council, and in that regard, no individual councilmember may submit more than three items for consideration at any regular meeting of the Council. In the event more than 10 items are submitted collectively, no more than two items shall be accepted for consideration from any one councilmember.
NAME OF REQUESTING COUNCILMEMBER
JOSE SIGALA
ITEM TITLE
TODA Y'S DATE
March 31, 2026
AGENDA DATE
April 7, 2026
Establishing an Ordinance or Policy allowing Council Members to Appeal Planning Commission Decisions
BRIEF DESCRIPTION/BACKGROUND INFORMATION OF ITEM
Mr. Mayor and Council,
I would like to ask for your support in placing on our April 21 meeting agenda the following item for discussion and possible action:
•That Council directs the City Manager and the appropriate staff to research and report back on the process and steps necessary for developing an ordinance or policy that would allow Council Members the ability to appeal decisions of the Planning Commission directly to the Council that are within the jurisdiction of the Council.
Thank you for your consideration.
JOSE SIGALA
City of Tulare Council Member, First District
Item#: 10.3
Future Agenda Item
-- OPPORTUNITY GROWS HERli --
COUNCIL ITEM REQUEST FORM
The Council Item Request Form is for members of the City Council to submit written requests to the City Clerk's Office for inclusion of an item on a future City Council meeting agenda. At the meeting where the initial written request is heard, discussion shall be limited to whether the item should be added to an agenda and a date, not the merit of the item. A majority vote of the City Council is required for the item to be added to a future Council meeting agenda for action. No more than 10 items may be submitted collectively for consideration by all councilmembers at any regular meeting of the Council, and in that regard, no individual councilmember may submit more than three items for consideration at any regular meeting of the Council. In the event more than 10 items are submitted collectively, no more than two items shall be accepted for consideration from any one councilmember.
NAME OF REQUESTING COUNCILMEMBER
JOSE SIGALA
ITEM TITLE
TODA Y'S DATE
March 31, 2026
City Council Study Session on 2026 Proposed City Tax
BRIEF DESCRIPTION/BACKGROUND INFORMATION OF ITEM
Mr. Mayor and Council,
AGENDA DATE
April 7, 2026
I would like to ask for your support in placing on our April 21 meeting agenda the following item for discussion and possible action:
•That Council directs the City Manager and the appropriate staff to conduct a study session at the May 5th council meeting. Or sooner, on the proposed city tax. That staff share the timelines and deadlines for placing the measure on the ballot, be prepared for council to help draft and finalize the language that will be presented to the voters for consideration and have a discussion on the priorities each council member may have for some of the funding generated from the sales tax.
I have had many of my constituents approach me about the proposed tax measure and I believe it would be appropriate to have such a public discussion through a study session.
I prefer we have the study earlier rather than later to allow for more thorough discussions without the pressure of last-minute decisions.
Thank you for your consideration.
JOSE SIGALA
City of Tulare Council Member, First District