Agenda packet — Tulare City Council, May 19, 2026 (part 1 of 2)

City of Tulare Page 1 of 4
City Council Meeting Notice & Agenda
Tuesday, May 19, 2026 - 5:30 p.m. Regular Meeting
City Council Chamber, 491 North M Street, Tulare, CA 93274 www.tulare.ca.gov
Mission Statement
To promote a quality of life making Tulare the most desirable community in which to live, learn, play, work, worship and prosper.

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

City Council meetings are open to the public at the physical address listed above. You may attend these meetings in person or remotely through the City’s official remote platform as described below.

Members of the public may address the City Council on matters within the jurisdiction of the City of Tulare.

Those wishing to speak are encouraged to complete a Public Comment Card and submit it to the City Clerk prior to the start of the meeting. You may also submit written comments via e-mail to [email protected]. Please include your name and reference the agenda item you are commenting on, if any. Written comments received that do not specify an agenda item will be marked for the Public Comment section of the agenda. Emails received by noon on the date of the meeting will be provided to the City Council at the meeting and made part of the record of proceedings but will not be read aloud.

Comments by the public are limited to three minutes per speaker, unless otherwise extended by the Council. At the start of any agenda item, the mayor may limit the number of speakers or the time allotted per comment, depending on the number of participants and length of the agenda. When called upon to speak, begin by stating your name and city of residence.

Meeting agendas and related documents are available at www.tulare.ca.gov/agendas. Copies are also available for public inspection at the City Clerk’s Office, City Hall, 411 E. Kern Avenue, Second Floor, during regular business hours.

Individuals who require accommodations, auxiliary aids, or services necessary to participate in this meeting should contact the City Clerk's Office at (559) 684-4200 or [email protected]. The e-mail subject line should read "ADA Accommodation Request" or "Language Assistance" and the e-mail should include your name, address, telephone number, and a description of the request.

Remote Participation
Link to Join: https://bit.ly/3OE8hfz
Telephone Number: (669) 900-6833
Meeting ID: 810 7902 3401
Persons attending the meeting remotely will have the opportunity to provide comments at the appropriate times during the meeting. To speak during a public comment period, press *9 on your phone to raise your hand or click “Raise Hand” in the webinar. At the appropriate time, you will be prompted to unmute yourself and asked to identify yourself when providing public comment.

City Councilmembers
Patrick Isherwood, Mayor
Steve Harrell, Vice Mayor
Jose Sigala
Terry A. Sayre
Dennis A. Mederos
City Council Meeting Agenda Tuesday, May 19, 2026
City of Tulare Page 2 of 4

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE AND INVOCATION – Brian Bell, Bishop of The Church of Jesus Christ Latter-day Saints, to deliver an invocation.

3. PROCLAMATIONS & RECOGNITIONS

3.1 Proclamation for National Public Works Week, May 17 – 23, 2026

3.2 Proclamation for National Salvation Army Week, May 11 – 17, 2026

4. PUBLIC COMMENT - Members of the public wishing to comment on any item not appearing on the agenda may address the City Council at this time. State law prevents Council from acting on any matter not on the agenda; however, your comments may be referred to staff for follow up. This is also the time for the public to comment on items listed under the Consent Calendar or to request an item from the Consent Calendar be pulled for discussion purposes. Comments related to Public Hearing and General Business items will be heard at the time those items are discussed. In fairness to all who wish to speak, public comment is limited to a total of fifteen minutes with each speaker allowed three minutes, unless otherwise extended by Council. Please begin your comments by stating your name and providing your city of residence. For those that wish to provide public comment while attending the meeting remotely, press *9 on your phone to raise your hand or click “Raise Hand” in the webinar.

5. COMMUNICATIONS - Communications are to be submitted to the City Manager’s Office ten days prior to a Council meeting to be considered for this section of the agenda. No action will be taken on matters listed under Communications; however, the Council may direct staff to schedule issues raised during Communications for a future meeting.

6. COUNCIL REPORTS AND ITEMS OF INTEREST

7. CONSENT CALENDAR - All matters listed under the Consent Calendar are considered by the Council to be routine and will be enacted in one motion without discussion. If discussion is desired, that item may be removed and considered separately.

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

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

7.2 Approval of City Council Meeting Minutes.

Recommended Action: Approve the minutes of the special and/or regular meeting of May 5, 2026. [M. Wilcox]

7.3 Economic Development Updates.

Recommended Action: Receive an update on economic development activities [J. Gomez]

7.4 Tulare Fire Chief Officer Group Side Letter of Agreement No. 1.

Recommended Action: Adopt a resolution approving and authorizing the execution of Side Letter of Agreement No. 1 between the City and Tulare Fire Chief Officer Group (TFCO), amending Memorandum of Understanding (MOU) adopted December 2, 2025, for the term of July 1, 2025, through June 30, 2028. [J. Venegas]

7.5 Professional Services Agreement with Rick Engineering Company.

Recommended Action: Authorize the City Manager to sign a contract with Rick Engineering Company in the amount of $462,202 for professional consulting services associated with the preparation of a Sustainable Agricultural Lands Conservation (SALC) Strategic Plan. [M. Anaya] City Council Meeting Agenda Tuesday, May 19, 2026
City of Tulare Page 3 of 4

7.6 Inyo Corridor Streetscape, Placemaking, and Revitalization Project.

Recommended Action: Approve a Professional Services Agreement with Zack Urban Solutions, Inc. (ZUS) in an amount not to exceed $198,000, subject to minor or clarifying changes approved by both the City Attorney and the City Manager; and authorize the City Manager or designee to approve contract change orders in an amount not to exceed 10% ($19,800). [T. Gaffery]

7.7 Purchase of Two Polaris Utility Vehicles (UTVs).

Recommended Action: Award the purchase of two utility vehicles for a total of $30,000 and adopt a resolution amending the Fiscal Year 2026 Budget approving the use of Fund 605 Fleet replacement fund balance and the appropriation of $30,000. [M. Correa]

7.8 Parcel Map Acceptance – TPM 2025-04.

8. PUBLIC HEARING - Comments related to Public Hearing items are limited to three minutes per speaker, for a maximum of thirty minutes per item, unless otherwise extended by Council. For those that wish to provide public comment while attending the meeting remotely, press *9 on your phone to raise your hand or click “Raise Hand” in the webinar.

8.1 Approve 2026 Annual Action Plan Involving CDBG and HOME Funds.

9. GENERAL BUSINESS - Comments related to General Business items are limited to three minutes per speaker, for a maximum of thirty minutes per item, unless otherwise extended by Council. For those that wish to provide public comment while viewing the meeting online, you may call (559) 366-1849.

Please note that there will be approximately a 20-second delay in broadcast for viewers. When calling in, mute the device used for viewing the meeting.

9.1 Committee on Aging Appointment.

Recommended Action: Appoint one member to the Committee on Aging to the vacant seat for a term ending December 31, 2027. [M. Wilcox]

9.2 Policy on Handling Service Disruptions During Hybrid Public Meetings.

9.3 Tulare Mosquito Abatement District Appointment.

9.4 Fiscal Year 2027 Preliminary Capital Improvement Program Review.

Recommended Action: Review the City of Tulare Fiscal Year 2027 Preliminary Capital Improvement Program and provide direction thereto. [M. Miller]

9.5 Fiscal Year 2027 Preliminary Budget Review.

Recommended Action: Review the preliminary Fiscal Year 2027 budget and provide direction thereto. [M. Roberts]

10. FUTURE AGENDA ITEMS

10.1 Board Member Appointment Process.

Recommended Action: Direct staff to add to a future agenda or take no action.

Submitted By: Councilmember Mederos

11. STAFF UPDATES

12. RECESS TO CLOSED SESSION TO DISCUSS THE FOLLOWING

12.1 Conference with Labor Negotiators (Gov. Code § 54957.6) Agency Designated Representatives: City Attorney Zamora, City Manager Mondell, Assistant City Manager Gaffery, Deputy City Manager/CTO Bowling, Human Resources Director Venegas
Employee Organization(s): California League of City Employees Association (CLOCEA)

12.2 Conference with Legal Counsel - Anticipated Litigation Significant exposure to litigation pursuant to Gov. Code § 54956.9(d)(2): 1 case

12.3 Conference with Legal Counsel - Existing Litigation (Gov. Code § 54956.9(d)(1)) Name of Case: VCU317197 Laborers International Union of North America Local 294 and People of the State of California, Ex Rel. Rob Bonta, Attorney General of the State of California v. City of Tulare

13. RECONVENE FROM CLOSED SESSION

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

15. ADJOURNMENT
The next regularly scheduled meeting of the Tulare City Council is Tuesday, June 2, 2026, at 5:30 p.m. in the Council Chamber, 491 North M Street, Tulare.

AFFIDAVIT OF POSTING AGENDA
I, Diana Smith, hereby certify, in conformance with Government Code Sections 54954.2, that the foregoing agenda was posted for public review on Friday, May 15, 2026.

Diana Smith
Deputy City Clerk
Office of the City Manager
411 East Kern, Tulare, CA 93274
559.684.4200 | www.tulare.ca.gov
To: Mayor and City Councilmembers
From: Marc Mondell, City Manager
Subject: May 19, 2026 Agenda Memo
Date: May 15, 2026
Time estimates are provided as part of the Council’s effort to manage its time at Council meetings. Listed times are estimates only and are subject to change at any time, including while the meeting is in progress.

The Council, by consensus, reserves the right to use more or less time on any item, to change the order of items, and/or to continue items to another meeting. Items may be heard before or after the time estimated on the agenda memo. This may occur to best manage the time at a meeting or to adapt to the participation of the public.
5:30 p.m. Regular Meeting

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE AND INVOCATION - Brian Bell, Bishop of The Church of Jesus Christ Latter-day Saints, to deliver an invocation.

3. PROCLAMATIONS & RECOGNITIONS [Time Estimate: 5:35 p.m.]

3.1 Proclamation for National Public Works Week – May 17 – 23, 2026

3.2 Proclamation for National Salvation Army Week – May 11 – 17, 2026

5. COMMUNICATIONS - Communications are to be submitted to the City Manager’s Office ten days prior to a Council Meeting to be considered for this section of the agenda. No action will be taken on matters listed under communications; however, the Council may direct staff to schedule issues raised during communications for a future agenda. Public comments will be limited to three minutes per topic unless otherwise extended by Council. [Time Estimate: 6:00 p.m.]

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

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

Tulare City Council Meeting Page 2 of 16
Agenda Memo - May 19, 2026
Recommended Action: Approve the reading by title only of all ordinances and that further reading of such ordinances be waived.

7.2 Approval of City Council Meeting Minutes.

Recommended Action: Approve the minutes of the special and/or regular meeting of May 5, 2026. [M. Wilcox]

7.3 Economic Development Updates.

Recommended Action: Receive an update on economic development activities. [J. Gomez] Summary: Attached is the April 2026 Economic Development Bulletin identifying activities and projects that took place in the previous month highlighting four elements of economic development.
• Building permits issued pertaining to residential and commercial improvements along with the total value of those improvements
• Business licenses that were issued for either new businesses, change of ownership, or businesses that failed to have a business license previously • Active projects that will have a sizeable impact on economic development • Site Plan Review projects that have been submitted to the City that could positively address commercial and residential needs
This is an informational item only and does not require any action by the City Council Fiscal Impact & Funding Source(s): There is no fiscal impact associated with this action.

Environmental Review: This action does not constitute a “project” pursuant to 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 part of the agenda.

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

7.4 Tulare Fire Chief Officer Group Side Letter of Agreement No. 1.

The proposed Side Letter of Agreement No. 1 amends the current MOU to address salary adjustments and service pay provisions for eligible employees within the bargaining unit. The amendments are necessary to avoid salary compaction resulting from recent salary adjustments in other associated bargaining units. In addition, the proposed service pay structure is intended to serve as a retention and recruitment tool by recognizing years of continuous fire service experience and supporting the City’s ability to remain competitive and retaining qualified public safety personnel.

Tulare City Council Meeting Page 3 of 16
Agenda Memo - May 19, 2026
Key revisions include:
• Base Compensation:
o A 4% compensation increase effective first full pay period in July 2027. • Service Pay (cumulative):
o 1.5% at 5 years of experience – Effective first full pay period in July 2025. o 2% at 10 years of experience – Effective first fully pay period in July 2025. o 2.5% at 15 years of experience – Effective first fully pay period in July 2026. o 3% at 20 years of experience – Effective first fully pay period in July 2027.

This is an informational item only and does not require any action by the City Council Fiscal Impact & Funding Source(s): Funding for this Side Letter will be included in the Fiscal Year 2026-27 general fund budget and will be accounted for in subsequent years as part of the development process.

Environmental Review: This action does not constitute a “project” pursuant to 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.

Public Notice: This item does not require a public hearing and was noticed as part of the agenda.

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

7.5 Professional Services Agreement with Rick Engineering Company.

Recommended Action: Authorize the City Manager to sign a contract with Rick Engineering Company in the amount of $462,202 for professional consulting services associated with the preparation of a Sustainable Agricultural Lands Conservation (SALC) Strategic Plan. [M. Anaya] Summary: On September 5, 2023, City Council adopted Resolution 2023-33, authorizing an application for, and receipt of, SALC Grant funds for the preparation of a SALC Strategic Plan.

The City of Tulare was awarded up to $500,000 as part of SALC Program Round 9.

The funds will be used to create a strategic plan that focuses on areas in the City’s sphere of influence to prioritize conservation of agricultural land by way of easements or mitigation banks to preserve greenbelts or multi-benefit corridors that surround the City as it continues to develop. In addition, the strategic plan will identify further opportunities for groundwater recharge as well as land fallowing and development opportunities, in consideration of the effects of Sustainable Groundwater Management Act (SGMA) implementation in the region. By having a diverse team of collaborators (City, County, LAFCO, Farmers & Farm Bureau, Land Trusts, Irrigation Districts, GSAs, Community Groups, and Real Estate and Development concerns), the City aims to create a strategic plan that finds common ground policies and implementation plans that provide multiple benefits regarding farmland conservation, open space & habitat conservation, groundwater recharge, and economic development.

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Agenda Memo - May 19, 2026
With funding secured, the City’s Community Development Department issued a request for proposals (RFP) for qualified consulting firms to assist the City in the preparation of a SALC Strategic Plan.

Three consulting firms submitted proposals by the deadline. Rick Engineering Company scored the highest and is the preferred firm selected by City staff. Rick Engineering Company has proposed to perform the necessary work for $462,202. The proposed cost is in line with industry standards and is within range of the expected cost by City staff.

Fiscal Impact & Funding Source(s): The California Department of Conservation has committed to providing the City of Tulare with up to $500,000 for the preparation of a SALC Strategic Plan, on a reimbursement basis. The consultant will invoice for services provided, per the proposed agreement, and the city will seek reimbursement for these costs incurred.

To post the grant revenue, the following Revenue account has been established:
310(Community Development)-300(Community Development)-300(Community Development)- 302(Planning)-770(State Grants, Capital)-4424(State Grants, Capital) To post the grant expenses, the following expense accounts have been established:

For Consultant Expenses: 310(Community Development)-300(Community Development)- 300(Community Development)-302(Planning)-770(State Grants, Capital)-5225(Other Professional & Technical Services)
For Staff Time billed: 310(Community Development)-300(Community Development)- 300(Community Development)-302(Planning)-770(State Grants, Capital)-5229(Governmental Purposes
Environmental Review: This action does not constitute a “project” pursuant to California Environmental Quality Act (CEQA).

Potential Conflict of Interest: Staff is not aware of any conflicts of interest.

Legal Review: The professional services agreement has been reviewed by the City Attorney’s office.

Public Notice: This item does not require a public hearing and was noticed as part of the agenda.

Alternative Action: 1) Approve with changes; 2) Deny; or 3) Table. The California Department of Conservation has been holding funding while City staff worked to issue an RFP and select a consultant. Failure to select a consultant and move forward could result in the repurposing of those funds

7.6 Inyo Corridor Streetscape, Placemaking, and Revitalization Project.

Recommended Action: Approve a Professional Services Agreement with Zack Urban Solutions, Inc. (ZUS) in an amount not to exceed $198,000, subject to minor or clarifying changes approved by both the City Attorney and the City Manager; Authorize the City Manager or designee to approve contract change orders in an amount not to exceed 10% ($19,800). [T.

Gaffery]
Summary: In March 2026, staff released a Request for Qualifications for the Inyo Avenue (SR137) Corridor Streetscape, Placemaking, and Revitalization Project. Six responses were Tulare City Council Meeting Page 5 of 16
Agenda Memo - May 19, 2026
received. A review panel consisting of the Assistant City Manager, Executive Director of Economic Development, Community Development Director, and Principal Planner was convened. Three firms were invited to participate in virtual interviews. Two of those firms were invited to provide cost proposals and submit additional information requested by staff. Based on the results of this selection process, staff recommend ZUS.

The ZUS project team also includes VRPA Technologies, Inc., which will lead the community engagement process, multimodal transportation analysis, and corridor design and public realm graphics; Urban Advising Collective will lead targeted outreach to ensure meaningful participation from corridor stakeholders; and Economic & Planning Systems, Inc. (EPS) will lead economic analysis, market positioning, and implementation and financing strategies to ensure recommendations are realistic and actionable. VRPA has previously worked for Tulare County and TCAG, including the TCAG Cross Valley Corridor Plan. EPS has previously completed work in Tulare, including portions of the Downtown Master Plan Update (2024), and the West Tulare Market Analysis (2025).

The project will include a community engagement process that is inclusive, accessible, and meets residents where they are. The engagement will prioritize relationship-building and meaningful participation over one-time meetings. ZUS will ensure specific engagement strategies for renters, youth, historically underrepresented communities, non-English speaking communities, and other hard-to-reach stakeholders. The contracted scope includes $73,000 in optional tasks. As staff and ZUS proceed with the project, these tasks may be authorized based on how the community engagement and fieldwork is progressing. This project is anticipated to take twelve months to complete. The final product will be a report, an easy-to-understand publicfacing summary document, and a presentation to City Council.

Fiscal Impact & Funding Source(s): Funding for this project was included in the Fiscal Year 2025-26 Budget.

Environmental Review: Pursuant to the California Environmental Quality Act (CEQA), an agency must complete environmental review prior to committing itself to a definite course of action regarding a proposed project (CEQA Guidelines Section 15352). Environmental review must occur as early as feasible in the planning process to enable environmental considerations to influence project program and design, yet late enough to provide meaningful information for environmental assessment (CEQA Guidelines Section 15004(b)).

At this time, the City Council is not taking any action that would constitute approval of a Project.

The City Council retains full discretion either to approve or disapprove the project. The appropriation of funds for further study is therefore exempt from environmental review pursuant to CEQA Guidelines, Section 15262 (feasibility and planning studies for possible future actions that have not been approved, adopted, or funded), as well as the general rule that CEQA only applies to “projects” that have the potential for causing a significant effect on the environment.

Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA (CEQA Guidelines, Section 15061(b)(3)).

Potential Conflict of Interest: Staff is not aware of any conflicts of interest.

Legal Review: Subsequent contract approval to be reviewed by the City Attorney.

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Agenda Memo - May 19, 2026
Public Notice: This item does not require a public hearing and was noticed as part of the agenda.

7.7 Purchase of two Polaris Utility vehicles (UTVs).

Recommended Action: Award the purchase of two utility vehicles for a total of $30,000 and adopt a resolution approving the use of Fund 605 Fleet replacement fund balance and the appropriation of $30,000. [T. Gaffery]
Summary: On March 17, 2026, Council approved the Community Cleanup and Employment Pathway (CCEP) Grant Program for $210,000 which includes $30,000 for two UTVs (utility vehicles). The city will submit a $30,000 reimbursement request for the UTVs to the state.

The UTVs will facilitate access to alleys, railroad-adjacent sites, and rights-of-way locations for encampment, graffiti or illegal dumping abatement.

Three bids were obtained from Honda, Polaris and Kubata. Polaris provided the lowest bid.

Fiscal Impact & Funding Source(s): The Polaris UTVs were not budgeted in the FY 2025/26 vehicle/equipment replacement budget. Staff is requesting approval of the attached resolution authorizing the appropriation of $30,000 from Fund 605 Fleet Replacement fund balance for the purchase of the UTVs.

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 part of the agenda.

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

7.8 Parcel Map Acceptance – TPM 2025-04.

Recommended Action: Approve the Parcel Map filed by Holmes Properties, LLC for the division of land located on the south side of Corvina Avenue, west of Hillman Street, and accept all dedications and easements offered to the City. [T. Gaffery] Summary: Tentative Parcel Map No. 2025-04, filed by Holmes Properties, LLC, seeks to create four parcels and a remainder from one existing parcel of record (APN 166-250-093) to accommodate future development on the subject property. The City of Tulare Planning Commission approved the Tentative Parcel Map on November 10, 2025. This parcel map encompasses approximately 1.57 acres, with Parcel 1 measuring 0.24 acres, Parcel 2 measuring 0.24 acres, Parcel 3 measuring 0.25 acres, Parcel 4 measuring 0.30 acres, and the remainder measuring 0.54 acres.

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

Environmental Review: The tentative parcel map for the Corvina Townhomes was approved by the Tulare Planning Commission on November 10, 2025, by Resolution No. 871. It was determined that the proposed project is exempt pursuant to Section 15315 (Minor Land Division) of the California Environmental Quality Act of 1970, as amended.

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Agenda Memo - May 19, 2026
Potential Conflict of Interest: Staff is not aware of any conflicts of interest.

Legal Review: This item does not require legal review.

Public Notice: This item does not require a public hearing and was noticed as part of the agenda.

Alternative Action: 1) Approve with changes - Changes may result in a delay to the project continuing and an additional financial burden to the applicant; 2) Deny - Denial would prevent the division of the existing parcel, which may hinder the future development of the Corvina Townhomes; or 3) Table - Tabling the item may cause delays in the project's continuation and result in financial burdens for the applicant.

8.1 Approve 2026 Annual Action Plan Involving CDBG and HOME Funds.

Recommended Action: Approve the 2026-2027 Annual Action Plan to appropriate approximately $1,124,832 of Community Development Block Grant (CDBG) funds across public infrastructure, public services, affordable housing preservation, and program administration activities, and $791,794.52 of HOME Investment Partnerships (HOME) Program funds across affordable housing development, tenant based rental assistance, program administration, and community housing development organization activities; and authorize the City Manager and/or their designee to execute related agreements and all other materials as necessary for the CDBG and HOME Programs. [A. Costales]
Summary: A five-year Consolidated Plan (ConPlan) for Fiscal Year (FY) 2025/26 – FY 2029/30 was developed over 8 months and adopted by the City Council on June 3, 2025, with a substantial amendment approved on December 2, 2025. The ConPlan involves place-based, market-driven strategy for decisions about how federal and state grant funds will be allocated to address community development, housing, and social service needs. The City’s planned projects for 2025 through 2029 reflect the needs and market realities uncovered in the ConPlan, both through data collection and input from community stakeholders and residents. Annually, the City must approve an Annual Action Plan (AAP) that obligates Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) Program funds to projects that meet ConPlan priorities to address housing and community development needs.

As of the new ConPlan and 2025 AAP, the City of Tulare is recognized by the U.S. Department of Housing and Urban Development (HUD) as a CDBG entitlement and HOME Program participating jurisdiction. HUD requires that all recipients of CDBG and HOME funds undergo extensive public outreach, review yearly progress toward ConPlan priorities and goals, and strategically deploy said funds through new Action Plans each year. A copy of the City’s 2025- 2029 Consolidated Plan and current 2025 AAP are available on the Housing Division’s “Reports” webpage. For reference, CDBG and HOME assisted projects and activities must address one of the following ConPlan goals: preserve and/or develop new affordable housing; revitalize neighborhoods; and/or enhance public services for low-income residents and people experiencing homelessness.

Between March 5 and April 3, 2026, Community Development Department (Department) staff held a Request for Proposals (RFP) period, sought public comment, held two public meetings, and consulted with local organizations. An array of local agencies and organizations were Tulare City Council Meeting Page 8 of 16
Agenda Memo - May 19, 2026
notified of the CDBG and HOME funding opportunity and encouraged to propose activities. The City received eight (8) applications from six (6) different organizations prior to the close of the RFP period on April 3, 2026. Department staff reviewed applications according to criteria including, but not limited to, how a proposed activity and/or its sponsor organization: a) aligned with Consolidated Plan Goal(s); b) benefited low- and moderate-income households; c) demonstrated cost reasonableness and effectiveness; d) demonstrated previous experience and performance; and e) demonstrated an implementation plan for activity / project. After rating and ranking, a total of four proposals were identified as eligible and reliable recipients of CDBG and/or HOME funds for Fiscal Year (FY) 2026-2027.

From April 18 through May 19, 2026, Department staff oversaw a 30-day public comment period regarding a tentative 2026 Annual Action Plan (AAP). During this period, two (2) public meetings were held at City Hall and considerable on-line advertising and digital outreach was conducted to solicit input from residents and other local stakeholders. A summary of this process and all public comments received are included within the AAP document. A copy of the draft 2026 AAP was available upon request and posted on the Housing Division’s public notice and reports webpages.

The selection of activities and formation of budgets in the 2026 AAP was informed by an open and competitive RFP process, the size of 2026 CDBG and HOME allocations from HUD, and the balance of 2025 CDBG and HOME funds to repurpose in the forthcoming fiscal year.

Department staff estimate that a total of $1,187,094 in CDBG funds is available for FY 2026- 2027, which includes a 2026 CDBG award of $721,664, approximately $462,930 in 2025 CDBG funds, and $2,500 in CDBG Program Income. Additionally, Department staff estimate that a total of $791,794.52 in HOME funds is available for FY 2026-2027, which includes a 2026 HOME award of $371,794.52 and approximately $420,000 in 2025 HOME funds. Collectively, Department staff anticipate a grand total of approximately $1,978,888.52 in CDBG and HOME funds to obligate to eligible activities and projects in the coming fiscal year. Table 2 provides an overview of activities and their respective subawards by program for the 2026 AAP.

Table 2 – Proposed Activities and Appropriations of the 2026 Annual Action Plan Activity Type & Name Budget
Appropriation
Federal Program –
Funding Source
Public Infrastructure and Facilities
Improvements –
• Tulare Dayton Ave Project
$714,000 2026 CDBG and
balance of 2025
CDBG
Services for People Experiencing
Homelessness (subject to 15% cap) –
• BHBH Project with Kings View
(pending County approval)
• Case Management and
Supportive Services for Tulare
Housing I and II Program with
Family Services of Tulare
County
• $76,000
• $30,000 2026 CDBG
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Agenda Memo - May 19, 2026
Affordable Housing Preservation –
• Single-Unit Housing
Rehabilitation Program with
Self-Help Enterprises
$160,000 2026 CDBG
Program Administration and Planning
(incl. Fair Housing; subject to 20%
cap)
$144,832 2026 CDBG and
balance of 2025
CDBG
Subtotal $1,124,832 CDBG (includes
balance of 2025 funds)
Development of Affordable Multifamily
Rental Housing –
• Request for Proposal to occur
in FY 2026-2027
$465,000
2026 HOME and
balance of 2025
HOME
Tenant Based Rental Assistance
• Expand existing TBRA
Program implemented by
Housing Authority of Tulare
County
$160,615.07 2026 HOME and
Balance of 2025
HOME
Community Housing Development
Organization Set-Aside (subject to
15% minimum)
• Certification and Obligation of
this set-aside to occur within a
future Request for Proposal
process
• Combine with Rental Housing
Development Project in FY26-
27 $129,000 2026 HOME and 2025
HOME balance
Program Administration and Planning
(subject to 20% cap) $37,179.45 HOME
Subtotal $791,794.52 HOME

Anticipated Grant Total in 2026
AAP
$1,916,626.52 CDBG & HOME
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Agenda Memo - May 19, 2026
If the 2026 Annual Action Plan is approved as presented, Department staff will proceed with the formation of specific contracts and/or subrecipient agreements, completion of environmental reviews, and all other work related to the appropriate setup of each activity and project prior to execution of agreements and expenditure of any federal grant funds on or after July 1, 2026.

Depending on the outcomes of the 2025 Annual Action Plan, combined with any unobligated balances of CDBG or HOME funds, Department staff will adjust appropriations according to guidelines of the City’s Citizen Participation Plan and prioritize changes in funding to affordable housing preservation and/or development projects in FY 2026-2027. Any substantive change to a project’s scope of work and/or initial budget will require a substantial amendment to the 2026 Annual Action Plan and final approval from City Council following a 30-day comment period and public hearings.

Fiscal Impact & Funding Source(s): Appropriate CDBG and HOME funds for activities and projects occurring in Fiscal Year 2026-2027 that will involve grant reimbursement through fund (310) and accounts (701 and 702).

Environmental Review: This action does not constitute a “project” pursuant to California Environmental Quality Act (CEQA).

Potential Conflict of Interest: Community Development Department staff find a potential conflict of interest with this action involving the Mayor, who is an employee of an organization that may receive an award of CDBG funds as part of this Annual Action Plan.

Legal Review: This item involves an obligation of CDBG and HOME funds and CDBG and HOME program income through individual contracts or subrecipient agreements that are subject to review by the City Attorney prior to execution.

Public Notice: This item does require a public hearing and was noticed as part of a legal public notice within the Visalia Times Delta and Tulare Advance Register’s April 17, 2026, publication.

Alternative Action: 1) Approve with changes; 2) Deny; or 3) Table. If approval is not given, the City risks an interruption to planned activities and the timely deployment of CDBG and HOME funds for Fiscal Year 2026-2027 activities and projects

9. GENERAL BUSINESS - Comments related to General Business items are limited to three minutes per speaker, for a maximum of thirty minutes per item, unless otherwise extended by Council. For those that wish to provide public comment while attending the meeting remotely, press *9 on your phone to raise your hand or click “Raise Hand” in the webinar. [Time Estimate: 6:25 p.m.]

9.1 Committee on Aging Appointment.

Recommended Action: Appoint one member to the Committee on Aging to the vacant seat for a term ending December 31, 2027. [M. Wilcox]
Summary: The Committee on Aging is a five-member committee responsible for advising the Community Services Department on matters of senior citizen interest including such areas as recreation, social, and nutritional services. Members are appointed by the City Council, by seat and serve four-year terms. The Committee meets at 12:00 p.m. on the third Wednesday of each month at the Senior Community Center.

Due to the recent appointment of Ralph Cantu to the Planning Commission, who subsequently resigned from the Committee on Aging, there is a vacant seat that needs to be filled. This vacancy is a Council Seat 2 appointment, which means that Councilmember Sayre will provide a recommendation for appointment that must be confirmed by a majority vote of the Council.

Tulare City Council Meeting Page 11 of 16
Agenda Memo - May 19, 2026
On March 31, 2026, staff posted a notice of vacancy on the City’s website, social media platforms, at the City Clerk’s Office, in front of City Hall, at the Senior Community Center, and at the public library. During that period, only one application was received; however, there were three applications received previously from individuals who had expressed interest in serving on the Committee on Aging. All applications were provided to Council in advance for review.

Staff recommends Council appoint one member from the provided applications.

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

Environmental Review: This action does not constitute a “project” pursuant to 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.

Alternative Action: 1) Approve with changes; 2) Deny; or 3) Table. Delaying appointment may cause quorum issues.

9.2 Policy on Handling Service Disruptions During Hybrid Public Meetings.

Recommended Action: Adopt a resolution approving the Policy on Handling Service Disruptions During Hybrid Public Meetings and directing the City Clerk to implement associated noticing and publication requirements. [M. Wilcox]
Summary: The City of Tulare conducts hybrid City Council meetings to expand accessibility and participation for community members who attend either in person or remotely. Recent amendments to the Ralph M. Brown Act, specifically through SB 707, require legislative bodies utilizing hybrid or remote-access models to adopt a formal policy addressing how service disruptions will be handled during public meetings.

In response to these statutory requirements, staff has developed a comprehensive policy outlining procedures for identifying and responding to disruptions that impair the public’s ability to participate remotely.

The proposed Policy on Handling Service Disruptions During Hybrid Public Meetings (Exhibit A to the resolution) provides operational guidance to ensure continuity of public business, transparency, and fairness when technical failures occur. Key elements include:
• Clear definitions of service disruptions, remote participation, good faith efforts, and the roles of the Presiding Officer, City Clerk, IT staff, and City Attorney. • Required procedures when a disruption occurs, including immediate announcement, a mandatory recess of at least one hour to allow for troubleshooting, and restoration protocols.
• Communication expectations for both in-person and remote audiences during disruptions.
• Roll-call findings the Council must adopt if service cannot be restored after good faith efforts, allowing the meeting to legally proceed under Government Code Section 54953.4.
• Rules for decorum and enforcement regarding disruptive remote participants, including muting, removal, or limitations when necessary to maintain order. • Recordkeeping requirements for documenting disruptions, actions taken, findings, and restoration efforts.

Tulare City Council Meeting Page 12 of 16
Agenda Memo - May 19, 2026
• Public comment considerations, accessibility requirements, and options for handling agenda items affected by disruptions.
• Training expectations for staff supporting hybrid meetings. • Annual review of the policy, with amendments requiring Council approval in open session.

Fiscal Impact & Funding Source(s): There is no direct fiscal impact associated with adoption of this policy. Any costs related to staff training, IT troubleshooting, or contingency platform maintenance are expected to be absorbed within existing departmental budgets.

Environmental Review: This action does not constitute a “project” pursuant to 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 part of the agenda.

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

9.3 Tulare Mosquito Abatement District Appointment.

Recommended Action: Adopt a resolution making an appointment to the Tulare Mosquito Abatement District Board of Directors for a term from July 1, 2026, through December 31, 2029. [M. Wilcox]
Summary: The Tulare Mosquito Abatement District (“District”) is governed by a six-member board of directors (“Board”) who are appointed to serve two or four-year terms. The board of directors is made up of four directors appointed by the County of Tulare, one member appointed by the City of Visalia, and one member appointed by the City of Tulare. The City of Tulare appointee serves a four-year term and is appointed by the Tulare City Council.

In 2022, Craig Smith was appointed to the Board and has served ever since. The District advised that Mr. Smith is interested in reappointment.

Staff received the following applications expressing interest in serving on the Board:
• Craig Smith
• Michael Brooks
• David Lazcano
Pursuant to Health and Safety Code Section 2022(b), “each person appointed by a city council to be a member of a board of trustees shall be a voter in that city and a resident of that portion of the city that is within the district.” The District covers the entirety of the City of Tulare as well as surrounding areas.

The Council does not have a set policy regarding appointment for this position; however, past practice has been any councilmember has the opportunity to make a recommendation for the appointment from the applications submitted.

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

Tulare City Council Meeting Page 13 of 16
Agenda Memo - May 19, 2026
Environmental Review: This action does not constitute a “project” pursuant to 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 part of the agenda.

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

9.4 Fiscal Year 2027 Preliminary Capital Improvement Program Review.

Recommended Action: Review the City of Tulare Fiscal Year 2027 Preliminary Capital Improvement Program and provide direction thereto. [M. Miller] Summary: This is the first review of the Preliminary Capital Improvement Program for Fiscal Year 2027. A total of 63 projects are recommended for programmed funding in the coming fiscal year. Following is a list of projects with new funding proposed in Fiscal Year 2027, followed by a list of associated funding requirements. Staff will review them in greater detail during the presentation of this item.

Proposed FY 2027 CIP Projects Category
FM0051: Business Incubator Makers Space Facilities
FM2027-01: Airport Runway Pavement Management Facilities HR0003: ADA Compliance Upgrades Facilities
PK2025-01: Dxi Irrigation Management System Replacement Parks PK2027-01: Mulcahy Splash Pad Parks
FD2027-01: New Fire Apparatus Public Safety
PD2027-01: Interview Room Cameras Public Safety
SD0020: Tulare High School Farm SD Lift Station Upgrade Surface Water Management SD2027-01: Storm Drain System SCADA and Electrical Upgrades Surface Water Management SU0006: MS4 Permit Compliance Surface Water Management
IT0029: IT Equipment Maintenance Technology
IT0044: IT Equipment Replacement Technology
IT0054: Eden Replacement Phase 2 Building Permit System Technology IT2025-06: Fire Training Room AV Replacement Technology IT2027-01: Finance System Replacement Phase 1 Continuation Technology EN0060: Annual Transportation Planning Transportation
EN0061: Annual Transportation Expansion Transportation
EN0062: Annual Transportation Studies/Administration Transportation EN0078: Bardsley/Morrison Sidewalk Improvements Transportation EN0088: Prosperity & West Traffic Signal Improvements Transportation EN0097: International Agri-Center Way Extension Transportation EN0099: Various Streets Northeast of Canby St. and Tulare Ave. Transportation EN0101: Tesori-Bella Oaks Improvements Transportation
EN0105: Hwy 99 Widening / Paige Avenue Interchange Transportation EN0106: Santa Fe Trail Crossing Improvements – Cycle 12 HSIP Transportation ST0006: Annual Transportation – Pavement Management Transportation ST0007: Annual Transportation – Maintenance Transportation ST0010: LMD Supplemental Street Maintenance Transportation Tulare City Council Meeting Page 14 of 16
Agenda Memo - May 19, 2026
ST0011: Centennial Park Parking Lot Transportation
ST0012: Rollers Transportation
ST0013: Sign Printer Transportation
SW0008: Sewer Lift Station Upgrades Wastewater
SW0015: CCTV Sewer Camera Replacement / Upgrade Wastewater SW2027-01: Downtown Sewer Rehabilitation Wastewater
SW2027-02: Goodwin Avenue / “K” Street Lift Station Rehabilitation Wastewater WW0042: Facility Digestors Rehabilitation Wastewater
WW0061: Domestic Plant Expansion Wastewater
WW0063: Lagoon Influent Pipe Rehabilitation Wastewater
WW0065: Industrial Dewatering and Drying Expansion Wastewater WW0073: Percolation Ponds Rehabilitation Wastewater
WW0074: Industrial and Domestic Digestor Addition Wastewater WW0075: Industrial Headworks 2 VFD Replacement Wastewater WW0078: BVF Flare Replacement Wastewater
WW0079: Headworks 2 Barscreen Replacement Wastewater
WW0080: Septic Receiving Station Upgrade Wastewater
WW0081: BVF Boiler Wastewater
WW0082: Industrial Lift Station Wastewater
WW0083: SMBR Mixer and Aerator Wastewater
WT0020: Annual Well Rehabilitation Projects Water
WT0030: Annual Meter Replacement Water
WT0034: Water Electrical System Upgrades Water
WT0035: Generators Water
WT0045: New Water Well (4-2) Water
WT0048: New Water Well – DIF Funded Water
WT0049: Water Meter Infrastructure Upgrade (AMI) Water
WT0053: Annual Groundwater Recharge Basins Water
WT0055: Hwy 99 Water Crossing Water
WT0057: South “I” Street Water Line Water
WT0058: Rankin Avenue / Hwy 99 Water Crossing Water
WT0061: GIS System Water Applications Water
WT0062: Water Well Security Upgrades Water
WT2025-04: Well Site 1, 2 MG Storage Tank, Booster, TCP Trmnt. Water Fund FY 2027 CIP, $
100 - General Fund $5,094,347.16
105 - Sol. Waste & St. Sweep. Fund $100,000.00
107 - Water Fund $24,500.00
195 - Surface Water Management Fund $1,049,565.48
200 - Landscape & Light. Dist. Fund $550,000.00
205 - Law Enf. Fac. & Eqmt DIF Fund $77,500.00
206 - Fire Fac. & Eqpmt. DIF Fund $1,358,333.33
211 - Library DIF Fund $251,900.00
225 - Water Supply Fac. DIF Fund $1,359,484.43
226 - Wastewater Trmt Fac. DIF Fund $126,293.67
230 - St/Intchgs/Traff Sig DIF Fund $2,566,462.20
233 - State Highway Proj. DIF Fund $60,500.00
300 - Gas Taxes Fund (HUTA) $1,459,255.36
300 - Gas Taxes Fund (RMRA - SB1) $10,103.20
Tulare City Council Meeting Page 15 of 16
Agenda Memo - May 19, 2026
301 - Measure R Fund $1,116,247.95
320 - Engineering Grants Fund $349,920.00
330 - Other/General Citywide Grants $4,500,000.00
400 - General CIP Fund $670,000.00
405 - Sol. Wst. & St. Sweep CIP Fund $520,000.00
406 - Wastewater CIP Fund $16,675,251.91
407 - Water CIP Fund $10,599,072.40
607 - Equipment Replacement $3,348,701.67
??? – Other (IAC Way Extension Developer
Share)
$4,470,828.45
Total Funding For FY 2027 $56,338,267.19
Fiscal Impact & Funding Source(s): There is no fiscal impact associated with this action.

Fiscal impact would result from subsequent budget adoption.

Environmental Review: This action does not constitute a “project” pursuant to 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 part of the agenda.

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

9.5 Fiscal Year 2027 Preliminary Budget Review.

Recommended Action: Review the preliminary Fiscal Year 2027 budget and provide direction thereto. [M. Roberts]
Summary: This is the second 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 $194,579,383
Estimated Expenditures 199,773,776
General Fund
Projected Revenues $75,509,919
Projected Transfers In 58,370
Estimated Expenditures 72,969,877
Estimated Transfers Out 8,102,047
Preliminary Surplus / (Use of Fund Balance) ($ 5,503,935) Of the total $5,503,935 use of fund balance shown, approximately $410,000 supports operating expenditures, with the remaining amount allocated to preliminary Fiscal Year 2027 CIP projects.

Tulare City Council Meeting Page 16 of 16
Agenda Memo - May 19, 2026
Fiscal Impact & Funding Source(s): 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 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 part of the agenda.

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

10. FUTURE AGENDA ITEMS [Time Estimate: 7:30 p.m.]

10.1 Board Member Appointment Process.

Recommended Action: Direct staff to add to a future agenda or take no action.

Submitted by: Councilmember Mederos

11. STAFF UPDATES [Time Estimate: 7:35 p.m.]

12. RECESS TO CLOSED SESSION TO DISCUSS THE FOLLOWING [Time Estimate: 7:40 p.m.]

12.2 Conference with Legal Counsel - Anticipated Litigation Significant exposure to litigation pursuant to Gov. Code § 54956.9(d)(2): 1 case

13. RECONVENE FROM CLOSED SESSION [Time Estimate: 8:40 p.m.]

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

15. ADJOURNMENT [Time Estimate: 8:40 p.m.]
The next regularly scheduled meeting of the Tulare City Council is Tuesday, June 2, 2026, at 5:30 p.m. in the Council Chamber, 491 North M Street, Tulare.

WHEREAS, public works professionals focus on infrastructure, facilities, and services that are of vital importance to sustainable and resilient communities and to public health, high quality of life, and well-being of the people of Tulare; and
WHEREAS, these infrastructure, facilities, and services could not be provided without the dedicated efforts of public works professionals, who are engineers, managers, and employees at all levels of government and the private sector, who are responsible for rebuilding, improving, and protecting our nation’s transportation, water supply, water treatment and solid waste systems, public buildings, and other structures and facilities essential for our citizens; and WHEREAS, it is in the public interest for the citizens, civic leaders, and children in the City of Tulare to gain knowledge of and maintain an ongoing interest and understanding of the importance of public works and public works programs in their respective communities; and WHEREAS, the year 2026 marks the 66th annual National Public Works Week. “Rooted in Service, Powered by Community,” sponsored by the American Public Works Association; and WHEREAS, the City Council recognizes the importance of the work performed by public works professionals and extends its appreciation to them.

NOW, THEREFORE, we, the City Council of the City of Tulare, do hereby proclaim the week of May 17-23, 2026 as
National Public Works Week
in the City of Tulare and urges all citizens to join in activities, events, and ceremonies designed to pay tribute to our public works professionals, engineers, managers, and employees, and to recognize the substantial contributions they make to protecting our national health, safety, and advancing quality of life for all.

Dated this 19th day of May 2026.

Patrick Isherwood, Mayor
Stephen C. Harrell, Vice Mayor
Jose Sigala, Councilmember
Terry A. Sayre, Councilmember
Dennis A. Mederos, Councilmember
Proclamation
WHEREAS, The Salvation Army has faithfully served communities across the United States and around the world by providing food, shelter, disaster relief, rehabilitation services, youth programs, and spiritual support to individuals and families in need; and WHEREAS, National Salvation Army Week was first declared by Dwight D. Eisenhower in 1954 to recognize the organization’s compassionate service and dedication to helping others; and WHEREAS, the members, officers, employees, volunteers, and supporters of The Salvation Army continue to demonstrate unwavering commitment to improving lives through acts of kindness, generosity, and hope; and
WHEREAS, during times of hardship, emergency, and uncertainty, The Salvation Army remains a trusted source of assistance and encouragement for people of all backgrounds; and WHEREAS, it is fitting to recognize the positive impact and meaningful contributions made by The Salvation Army within our community and beyond; and WHEREAS, the City of Tulare recognizes and appreciates the dedicated service provided by The Salvation Army to residents throughout the community, offering assistance, compassion, and support to individuals and families in times of need.

NOW, THEREFORE, we, the City Council of the City of Tulare, do hereby proclaim the week of May 11-17, 2026 as
National Salvation Army Week
in the City of Tulare and encourage all citizens to acknowledge and support the ongoing efforts of the Salvation Army in serving those in need and strengthening our community.

Dated this 19th day of May 2026.

Patrick Isherwood, Mayor
Stephen C. Harrell, Vice Mayor
Jose Sigala, Councilmember
Terry A. Sayre, Councilmember
Dennis A. Mederos, Councilmember
Proclamation
Staff Report
Meeting: City Council
Date: May 19, 2026
Department: City Clerk
Submitted by: Melissa Wilcox, Chief Deputy City Clerk
Agenda Title: Approval of City Council Meeting Minutes

RECOMMENDED ACTION
Approve the minutes of the special and/or regular meeting of May 5, 2026.

SUMMARY
The meeting minutes for the May 5, 2026 meeting are provided for Council review and approval.

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

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

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

LEGAL REVIEW
This item does not require legal review.

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

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Meeting Minutes
Reviewed/Approved:

Item #: 7.2
Consent

7.2 Consent 1 of 8
City of Tulare Page 1 of 7
City Council Meeting Minutes
Tuesday, May 5, 2026 - 5:30 p.m. Regular Meeting
City Council Chamber, 491 North M Street, Tulare, California Proper notice of this regular meeting of the Tulare City Council was given pursuant to California Government Code Section 54954.2.

City Council Present: Mayor Patrick Isherwood, Vice Mayor Stephen C. Harrell, Jose Sigala (arrived at 5:42 p.m.; left at 10:49 p.m.), Terry A. Sayre, Dennis A. Mederos Staff Present: City Manager Marc Mondell; Assistant City Attorney Nick Matoian; Chief Deputy City Clerk Melissa Wilcox; Assistant City Manager Thomas W. Gaffery IV; Deputy City Manager/Chief Technology Officer Jason Bowling; Chief Financial Officer Mark Roberts; City Engineer Michael Miller; Public Works Director Trisha Whitfield; Community Services Director Chris Orr; Police Chief Fred Ynclan; Fire Chief Michael Ott; General Services Director Manny Correa; Community Development Director Mario Anaya (remote); Executive Director of Economic Development & Redevelopment Jennifer Gomez; Human Resources Director Janie Venegas; Budget Finance Manager Jacob Del Cid; Housing and Grants Manager Alexis Costales; Management Analyst Irene Santos; Senior Civil Engineer Michael Winton

1. CALL TO ORDER
Mayor Isherwood called to order the regular meeting of the Tulare City Council at 5:34 p.m. in the Council Chamber located at 491 North M Street.

2. PLEDGE OF ALLEGIANCE AND INVOCATION
City Manager Mondell led the Pledge of Allegiance, and an invocation was given by Mickey Grogan, Pastor of Abundant Life Center.

3. PROCLAMATIONS & RECOGNITIONS

3.1 Proclamation for National Mental Health Awareness Month - May 2026. Councilmember Sayre read a proclamation proclaiming May 2026 at National Mental Health Awareness Month in the City of Tulare and presented it to representatives from Tulare County Office of Education.

3.2 Proclamation for Professional Municipal Clerks Week, May 3-9, 2026. Councilmember Mederos read a proclamation proclaiming May 3-9, 2026 as Professional Municipal Clerks Week in the City of Tulare and presented it to Chief Deputy City Clerk Wilcox.

3.3 Proclamation for National Police Week (May 11-16, 2026) and Peace Officers Memorial Day (May 15, 2026). Vice Mayor Harrell read a proclamation proclaiming May 11-16, 2026 as National Police Week and May 15, 2026 as Peace Officers Memorial Day in the City of Tulare and presented it to Police Chief Ynclan.

4. PUBLIC COMMENT
Donnette Silva, Tulare Chamber of Commerce CEO, provided various Chamber updates.

5. PRESENTATIONS

5.1 Tulare County Regional Transit Agency (TCRTA) Update. Derek Winning, Executive Director of TCRTA, provided an update on transit services in the City of Tulare. Questions posed by Council were responded to by Mr. Winning

7.2 Consent 2 of 8
City Council Meeting Minutes Tuesday, May 5, 2026
City of Tulare Page 2 of 7

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

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

8. CONSENT CALENDAR
Items 8.3, 8.12, 8.13, 8.14, 8.18, and 8.19 were removed from the Consent Calendar.

It was moved by Councilmember Sigala, seconded by Vice Mayor Harrell, and unanimously carried to approve the items on the Consent Calendar as presented except for items 8.3, 8.12, 8.13, 8.14, 8.18, and 8.19.

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

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

8.2 Approval of City Council Meeting Minutes.

Recommended Action: Approve the minutes of the special and/or regular meeting of April 21, 2026. [M. Wilcox]

8.4 Second Reading and Adoption of Ordinance 2026-03.

Recommended Action: Adopt Ordinance 2026-03 approving Zone Amendment No. 771. [S.

Sopp]

8.5 Second Reading and Adoption of Ordinances 2026-04 and 2026-05.

Recommended Action: Adopt Ordinance 2026-04 approving an amendment to the City’s Zoning ordinance to add Chapter 10.83 By-Right Approvals; and adopt Ordinance 2026-05 amending the Zoning Map of the City being a part of Section 10.06.040 (Zone Amendment No. 772). [M. Anaya]

8.6 Temporary Yard Sale License and Fee Waiver.

Recommended Action: Adopt a resolution waiving the yard sale license and associated $6.80 fee for May 15-17, 2026 for a citywide yard sale event. [T. Gaffery]

8.7 Sorrento Subdivision Notice of Completion.

Recommended Action: Accept the required public works improvements for the Sorrento subdivision located on the southwest corner of Cartmill Avenue and Mooney Boulevard, authorize the City Engineer to sign a Notice of Completion (NOC), and direct the City Clerk to file the NOC with the Tulare County Recorder’s Office. [M. Miller]

8.8 Tulare Irrigation District Common Use Agreement - Main Canal.

Recommended Action: Authorize the City Manager to execute a pipeline crossing common use agreement with Tulare Irrigation District (TID) for a 12-inch water main crossing located east of State Route 99, where the South Tamarack Street alignment crosses TID’s Main Canal, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager. [M. Miller]

8.9 Tulare Irrigation District Common Use Agreement – Westside Ditch.

Recommended Action: Authorize the City Manager to execute a pipeline crossing common use agreement with Tulare Irrigation District (TID) for an 8-inch water main crossing of TID’s Westside Ditch located at the intersection of West Street and Justice Avenue, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager. [M. Miller]

7.2 Consent 3 of 8
City Council Meeting Minutes Tuesday, May 5, 2026
City of Tulare Page 3 of 7

8.10 Property Acquisition for CIP Project EN0088 Prosperity & West Traffic Signal.

Recommended Action: Authorize the City Manager or designee to execute a Certificate of Acceptance for a portion of the property located at 1210 W. Prosperity Avenue (APN 164-130- 006) conveyed to the City by grant deed for CIP Project EN0088 Prosperity & West Traffic Signal; and authorize the release of payment from escrow for acquisition of the property. [M. Miller]

8.11 Purchase of One 2026 Ford Police Interceptor.

Recommended Action: Award the purchase of one new/unused 2026 Ford Police Interceptor Utility (K8A) AWD vehicle to National Auto Fleet Group of Watsonville, CA using Sourcewell Contract No. 081325-NAF in the amount of $57,810.91. [T. Whitfield]

8.15 SB 1 Transportation Improvement Projects for Fiscal Year 2027.

Recommended Action: Adopt a resolution identifying the Road Maintenance and Rehabilitation Account (RMRA) funds available through Senate Bill 1 (SB 1) that have been programmed into the City of Tulare's Capital Improvement Program for Fiscal Year 2027, and a list of proposed projects that will utilize those funds. [M. Miller]

8.16 Grant of Easement Along the West Side of Oakmore Street south of Tulare Avenue.

Recommended Action: Authorize the City Manager to execute a Grant of Easement and Certificate of Conveyance to Southern California Edison Company (SCE) for installation and maintenance of SCE utilities located within Landscaping Outlot D of Phase 2 of the Fulton Estates subdivision, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager. [M. Miller]

8.17 Release of Recorded Agreements for Tesori and Bella Oaks Subdivisions.

Recommended Action: Approve the Release of Interest in Agreements between the City of Tulare and Del Lago Place, LLC, associated with the Tesori and Bella Oaks subdivisions, and authorize the City Manager to execute said release. [M. Miller]

8.20 Storm Drain Lift Station 1 and 4 Rehabilitation – Design Contract.

Recommended Action: Authorize the City Manager to sign a task order with Provost & Pritchard in the amount of $353,000 for design, construction documents, bidding assistance, construction support, and related services associated with Maple and D Street Storm Drain Lift Station Upgrade (SD0019) and Tulare High School Farm Storm Drain Lift Station Upgrade (SD0020) projects; approve change orders in an amount not to exceed 10% ($35,300) of the task order amount; and approve a resolution authorizing General Fund CIP Project SD0020 and the appropriation of $291,225 in General Fund CIP fund balance. [J. Bowen]

ITEM(S) PULLED FROM CONSENT CALENDAR

8.3 Agreement for After School Program (B.E.S.T. Club).

Recommended Action: Authorize the City Manager or designee to sign the Agreement for After School Program (B.E.S.T. Club) between the City of Tulare and the Tulare City School District effective July 1, 2026 through June 30, 2027. [B. Beck] Council Action: Councilmember Sigala pulled this item to inquire how school sites are picked for the program and who sets the maximum number of students allowed to participate. Community Services Director Orr stated the cap is set by the school due to capacity at the particular site and ratio of supervisors to students. Mr. Orr also stated that other after school programs are offered at other school sites which is why B.E.S.T. Club is not at those sites. It was moved by Councilmember Sigala, seconded by Councilmember Sayre, and unanimously carried to approve the item as presented.

8.12 Development Impact Fee Fund Reports.

Recommended Action: Review and accept the Annual Development Impact Fee Fund Reports for fiscal years ending June 30, 2023, June 30, 2024, and June 30, 2025. [M. Roberts]

7.2 Consent 4 of 8
City Council Meeting Minutes Tuesday, May 5, 2026
City of Tulare Page 4 of 7
Council Action: Councilmember Sigala pulled this item to inquire about projects planned using DIF funds. Chief Financial Officer Roberts provided response thereto. Councilmember Sigala requested a column added to future reports that show the expenditures. Staff advised they would look into this and include it, if possible. It was moved by Councilmember Mederos, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

8.13 Annual Military Equipment Use Report.

Recommended Action: Receive and file the 2025 Military Equipment Use Inventory Report in accordance with California Assembly Bill 481, determine that said report meets all standards for approval set forth in Government Code Section 7071(d), and approve the renewal of Military Equipment Use. [R. Guerrero]
Council Action: Councilmember Sigala pulled this item to inquire about equipment needs following the recent incident in Porterville and whether there was any need for additional vehicles.

Police Chief Ynclan responded thereto. It was moved by Councilmember Sigala, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

8.14 HOME Investment Partnerships (HOME) Program Funds.

Recommended Action: Approve an agreement between the City of Tulare and the Housing Authority of the County of Tulare involving an appropriation of $184,350 in HOME Program funds for a Tenant Based Rental Assistance Activity; approve the Program Guidelines for the City’s HOME Tenant Based Rental Assistance activity; and authorize the City Manager and/or their designee to execute said agreement and all related materials. [A. Costales] Council Action: Councilmember Sigala pulled this item to inquire about a pilot program for renters to build home equity and setting aside funds to work toward this pilot program which was addressed by Housing and Grants Manager Costales. Mayor Isherwood advised that HOME funds cannot be used for this purpose. It was moved by Councilmember Mederos, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

8.18 Cesar Chavez Memorial Park Review Committee.

Recommended Action: Approve establishment of the Cesar Chavez Memorial Park Review Committee; approve the proposed membership to include Vice Mayor Harrell, Councilmember Sigala, Parks and Recreation Commissioners Lupe Mendoz and Eric Farrenkopf, and Tulare City School District Board Members Melissa Janes and Willard Epps; approve the committee’s goals, public engagement process, and overall timeline as outlined in this report; and direct City staff to facilitate the committee’s meetings, public outreach, survey distribution, and final reporting to the City Council. [M. Mondell]
Council Action: Councilmember Sigala pulled this item to inquire whether there will be a joint use agreement with the Tulare City School District. City Manager Mondell advised that there have been discussions and something that the City and District will work toward, but it will not be part of this effort. It was moved by Councilmember Mederos, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

8.19 Subsidy Request for Hispanic Latin Concert – 2026 Concert Series.

Recommended Action: Approve a subsidy of $132,000 from the General Fund unassigned fund balance account to subsidize a proposed September Hispanic Latin concert in partnership between the City, Spade Entertainment, and the ROOX Agency. [M. Mondell] Council Action: Councilmember Sigala pulled this item for staff to present. Following staff presentation and discussion, it was moved by Councilmember Sigala, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

9. PUBLIC HEARING

9.1 Vacancy and Recruitment Retention Efforts.

Recommended Action: Conduct a public hearing on position vacancies and recruitment and retention efforts mandated by California Government Code 3502.9.

7.2 Consent 5 of 8
City Council Meeting Minutes Tuesday, May 5, 2026
City of Tulare Page 5 of 7
Presented By: Human Resource Director Venegas; Management Analyst Santos Public Comment: The public hearing was opened at 7:14 p.m. Receiving no comments, the public hearing was closed at 7:14 p.m.

Council Action: There was no action taken on this matter.

10. GENERAL BUSINESS

10.1 Sales Tax Measure Workshop.

Recommended Action: Receive a presentation and provide feedback and direction to staff regarding a potential 1 cent general sales tax measure, including preliminary priorities for revenue allocation, review of the draft ballot language tested in the FM3 survey, and reaffirming the Council’s direction to proceed with placing the measure on the November 2026 ballot.

Presented By: City Manager Mondell; Richard Bernard of FM3; Eric Scriven of NHA Advisors Public Comment: Randy Dodd, CEO of the Tulare Local Healthcare District, addressed the Council to convey that the hospital would be out of compliance if the tower is not completed and that completing it is imperative to the long-term survival overall of the hospital.

Council Action: Councilmember Sigala would like to consider adding “investing in youth/gang prevention” to the ballot language. Following discussion, staff advised they would work with the consultant to come up with alternative language for Council consideration. It was the consensus of Council to continue pursuing a ballot measure for the November 2026 General Municipal Election and agreed to the one cent sales tax.

10.2 Tulare Avanza Report by IncludUs Labs.

Recommended Action: Review the draft Tulare Avanza report by IncludUs Labs and provide any feedback or direction to staff and the consultant; and offer input on priorities, community engagement considerations, or areas Council wishes to emphasize for Phase II planning.

Presented By: City Manager Mondell; Bacilia Angel of IncludUs Labs Public Comment: There were no public comments.

Council Action: There was no action taken on this matter.

10.3 Entertainment District Master Developer.

Recommended Action: Authorize the City Manager to Negotiate a Pre-Development Planning Agreement for an Entertainment District Master Developer as recommended by the Master Developer RFQ Selection Committee.

Presented By: Executive Director of Economic Development and Redevelopment Gomez Public Comment: There were no public comments.

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

10.4 Fiscal Year 2027 Preliminary Capital Improvement Program Review.

Recommended Action: Review the City of Tulare Fiscal Year 2027 Preliminary Capital Improvement Program and provide direction thereto.

Presented By: City Engineer Miller
Public Comment: There were no public comments.

Council Action: It was moved by Councilmember Mederos, seconded by Vice Mayor Harrell, and unanimously carried to table item 10.4 and 10.5 to the May 19 meeting.

10.5 Fiscal Year 2027 Preliminary Budget Review.

Recommended Action: Review the preliminary Fiscal Year 2027 budget and provide direction thereto.

Presented By: Chief Financial Officer Roberts; Budget Finance Manager Del Cid Public Comment: There were no public comments.

Council Action: Councilmember Sigala requested a detailed printout of the budget and inquired when councilmembers will be able to request budget items. City Manager Mondell responded thereto. See Council Action for item 10.4.

7.2 Consent 6 of 8
City Council Meeting Minutes Tuesday, May 5, 2026
City of Tulare Page 6 of 7
Item 10.6 was taken out of order and heard directly after item 10.7.

10.6 Cross Avenue Traffic Calming Presentation.

Recommended Action: Receive a presentation regarding traffic calming measures and their potential application to Cross Avenue between Blackstone Street and Lincoln Street and recommended Project phasing.

Presented By: City Engineer Miller; Senior Civil Engineer Winton Public Comment: Larry and Sandra Mendez addressed the Council expressing support for staff’s recommendations. Steve Celentano addressed the Council stating that the recommended measures at Brentwood and Cross are unnecessary.

Council Action: It was the consensus of Council to proceed with staff’s recommendations as presented.

Item 10.7 was taken out of order and heard directly after item 10.1.

10.7 Business Park-Inland Port Advisory Committee Formation.

Recommended Action: Adopt a resolution establishing the Business Park-Inland Port Advisory Committee and approving the bylaws.

Presented By: City Manager Mondell
Public Comment: Hugo, a resident of Matheny Tract, addressed the Council expressing disagreement with having City staff on the committee and would like the Council to consider the community as he would like his community to be protected from heavy-duty traffic. Emma De La Rosa of Leadership Counsel for Justice and Accountability stated she would like the bylaws adoption to be delayed to provide an opportunity for Matheny Tract residents to provide input, all residents should be invited to apply to be part of the working group and be involved in the creation of the group’s objective, the group should create and adhere to a code of conduct, all members should be able to suggest items for the agenda, and the group should contain an equal number of residents and city-county staff. Euler Torres stated he spoke with several Matheny Tract residents who support becoming part of the City.

Council Action: Councilmember Sigala stated he did not agree with having City staff as voting members of the committee. It was moved by Vice Mayor Harrell and seconded by Councilmember Sigala to table this matter. The motion failed with a 2-3 vote (Councilmember Sayre, Councilmember Mederos, and Mayor Isherwood voted no). Councilmember Mederos suggested increasing Matheny Tract resident participation from five to eight members to provide balance. It was moved by Councilmember Mederos, seconded by Vice Mayor Harrell and carried 4 to 1 (Councilmember Sigala voted no) to approve the formation of the committee as amended to increase the number of Matheny Tract residents to eight members and have Councilmembers Sigala and Sayre serve as the Council representatives.

11. FUTURE AGENDA ITEMS - NONE SUBMITTED

12. STAFF UPDATES
There were no updates provided.

13. RECESS TO CLOSED SESSION TO DISCUSS THE FOLLOWING ITEMS

13.1 Conference with Legal Counsel - Existing Litigation (Gov. Code § 54956.9(d)(1)) Name of Case: VCU317197 Laborers International Union of North America Local 294 and People of the State of California, Ex Rel. Rob Bonta, Attorney General of the State of California v. City of Tulare

13.2 Conference with Legal Counsel - Anticipated Litigation Significant exposure to litigation pursuant to Gov. Code § 54956.9(d)(2): 1 case

7.2 Consent 7 of 8
City Council Meeting Minutes Tuesday, May 5, 2026
City of Tulare Page 7 of 7

13.3 Conference with Labor Negotiators (Gov. Code § 54957.6) Agency Designated Representatives: City Attorney Zamora, City Manager Mondell, Assistant City Manager Gaffery, Deputy City Manager/CTO Bowling, Human Resources Director Venegas Employee Organization(s): Tulare Fire Chief Officer Group; California League of City Employees Associations (CLOCEA)

13.4 Conference with Legal Counsel – Existing Litigation (Gov. Code § 54956.9(d)(1)) Name of Case: City of Tulare v. Raul A. Guerrero, et al., Tulare County Superior Court Case VCU327182
Staff advised that items 13.1, 13.2, and 13.3 would be rescheduled. Council recessed to closed session at 10:49 p.m.

14. RECONVENE FROM CLOSED SESSION
Council reconvened from closed session at 10:52 p.m.

15. CLOSED SESSION REPORT
Assistant City Attorney Matoian advised the City Council voted unanimously (Councilmember Sigala absent) to dismiss the lawsuit (Tulare County Superior Court Case VCU327182) without prejudice.

16. ADJOURNMENT
Seeing no further business to discuss, Mayor Isherwood adjourned the regular meeting at 10:52 p.m.

This is to certify that the foregoing is a true and correct copy of the minutes of the special and/or regular meeting held on May 5, 2026, as approved by the Tulare City Council.

Marc Mondell, City Clerk

By Melissa Wilcox, Chief Deputy City Clerk

7.2 Consent 8 of 8
Staff Report
Meeting: City Council
Date: May 19, 2026
Department: Economic Development & Redevelopment
Submitted by: Jennifer Gomez, Executive Director of Economic Development & Redevelopment Agenda Title: Economic Development Updates

RECOMMENDED ACTION
Receive an update on economic development activities.

SUMMARY
Attached is the April 2026 Economic Development Bulletin identifying activities and projects that took place in the previous month highlighting four elements of economic development. • Building permits issued pertaining to residential and commercial improvements along with the total value of those improvements
• Business licenses that were issued for either new businesses, change of ownership, or businesses that failed to have a business license previously • Active projects that will have a sizeable impact on economic development • Site Plan Review projects that have been submitted to the City that could positively address commercial and residential needs
This is an informational item only and does not require any action by the City Council.

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

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

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

LEGAL REVIEW
This item does not require legal review.

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

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. April 2026 Economic Development Bulletin
Reviewed/Approved:

Item #: 7.3
Consent

7.3 Consent 1 of 7
The Economic Development

BULLETIN
April 2026
Building Permits
166 Building Permits - Total Valuation $15,303,433.81
Residential
Single Family, Accessory/Alterations/Additions,
Re-Roof, Photovoltaic, Patio/Porch/Carport,
Pool/Spa/Water Feature, Multifamily
Commercial
New, Alterations/Additions, Tenant
Improvements, Site Improvements, Signage
157 9
Net New Business Licenses
23 New Businesses
Business Address
K’s Coffee 841 North I St.

Peaceful Petals Floral & Tribute Store 621 E. Prosperity Ave.

Water2Go 513 W. Bardsley Ave.

Lialy’s Beauty Bar 305 E. San Joaquin Ave.

7.3 Consent 2 of 7
Paradise Wash 1 300 South J St.

TNJ Indoor Swapmeet 265 S. West St.

Jose de Jesus Gomez Gutierrez 265 S. West St., D1
Country Luxe Boutique 233 South K St.

Solar Farming 22439 Munson Rd.

Yasha Torabi Esq. 224 North M St.

Thompson’s Fine Jewelry 218 South K St.

Montanna Higdon 1955 Hillman St.

Lindsey Trigueiro Hair 1955 Hillman St.

Jordyn Rasenti 1955 Hillman St.

Hair by Lee 1651 E. Prosperity Ave.

Jose A. Dominguez Romero 1625 Hatch Ave.

Jack’s Gas 10 1510 North J St.

Quincenera Dreams 143 E. Tulare Ave.

Mindbridge ABA 141 North K St.

RC General Construction 1317 N. Mooney Blvd.

Evergreen Fit Meals 1315 E. Prosperity Ave.

Central Valley Auto Registration 115 South M St.

Slices by the Mill 1094 Leland Ave.

7.3 Consent 3 of 7
Active Projects
Status of Active Projects
Project Title & Description Address
International Agri-Center Way Interchange
Construction 80% Completed
Anticipated Completion July/Aug 2026
Hwy 99 & International Agri-Center Way
International Agri-Center Way Extension
Design Phase - 100%
Environmental Phase - Anticipated Completion Sept.
2026
Connecting Laspina St. to Turner Dr.

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

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

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

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

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

7.3 Consent 4 of 7
KCOK 4, 6, 7
Single Family Residential - 95 lots
Under construction
Morrison St. btw Prosperity Ave. & Castlerock Ave.

KCOK 5 & 9
Single Family Residential - 88 lots
Under construction - nearing completion
Morrison St. btw Castlerock Ave. & Seminole Ave.

Caltrans: Hwy 99 Widening Project & Paige Ave.

Interchange
Design Phase - 95%
Farrar 2, 3, & 4
Single Family Residential - 257 lots
Under construction
Morrison St. btw Seminole Ave. & Pine Valley Ave.

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

Mission Creek
Single Family Residential - 273 lots
Under construction
SW Corner of Bardsley Ave. & Rd. 124
Cottonwood 3
Single Family Residential - 86 lots
Under construction
SE Corner of Foster Dr. & Mooney Blvd.

Maverik Travel Center
Under Construction
Opening Summer 2026
SE Corner of Hwy 99 & Cartmill Ave.

Sequoia Marketplace
Chipotle - under construction
Carwash - building permits issued
Service Station - building permits issued
NE Corner of Mooney Blvd. & Bardsley Ave.

7.3 Consent 5 of 7
iONNA EV
Permits issued to construct charging stations.
621 E. Prosperity Avenue
Fernandes Subdivision
Single Family Residential - 120 lots
Tentative Subdivision Map Approved
NE Corner of Paige Ave. & E Street
Hwy 99 Water Crossing
Environmental phase
Near intersection of Washington Ave. & Gem Street
on the west side of Hwy 99 and extend east to
Corvina Ave. alignment west of Retherford Street
F&C Farming
Single Family Residential - 543 lots
Under construction
SW Corner of Prosperity Ave. & Oakmore Road
Sam’s Foods Supermarket
Remodel of former R-N Market
Under Construction
1043 E. Bardsley Avenue
Corvina Apartments
Mixed Use - 8 duplexes & commercial
Overlay Zone Approved
SW Corner of Corvina Ave. & Hillman St.

Santa Fe West
Single Family Residential - 171 lots
Tentative Map Approved
SE Corner of Zumwalt & E Street
Valov
Single Family Residential - 160 lots
Improvement Plans Approved
North of Paige Ave. & East of E St.

Lekkerkerker
Single Family Residential - 228 lots
Improvement Plans Approved
NE Corner of Paige Ave. & Pratt St.

Sherwood South Subdivision
Single Family Residential - 209 lots
Multi-Family Residential - 76 units
Tentative Map Approved
NE Corner of Bardsley Ave. & Enterprise St.

7.3 Consent 6 of 7
Dutch Bros.

Site Plans Approved
SE Corner of Hwy 99 & Cartmill Ave.

The Oasis
Commercial Development
Plans Approved
215 E. Kern Ave.

Site Plan Review
Preliminary Site Plan Review Applications
Project Title & Description Address
For any inquires on these projects, please reach out to:

Jennifer Gomez, MPA
Executive Director of Economic Development & Redevelopment [email protected]
559.684.4230 | C: 559.309.4726
425 East Kern Avenue, Tulare, CA 93274

7.3 Consent 7 of 7
Staff Report
Meeting: City Council
Date: May 19, 2026
Department: Human Resources
Submitted by: Janie Venegas, Human Resources Director
Agenda Title: Tulare Fire Chief Officer Group Side Letter of Agreement No. 1

RECOMMENDED ACTION
Adopt a resolution approving and authorizing the execution of Side Letter of Agreement No. 1 between the City and Tulare Fire Chief Officer Group (TFCO), amending Memorandum of Understanding (MOU) adopted December 2, 2025, for the term of July 1, 2025, through June 30, 2028.

SUMMARY
The City and TFCO met and conferred regarding amendments to the current MOU. The proposed Side Letter of Agreement No. 1 amends the current MOU to address salary adjustments and service pay provisions for eligible employees within the bargaining unit. The amendments are necessary to avoid salary compaction resulting from recent salary adjustments in other associated bargaining units. In addition, the proposed service pay structure is intended to serve as a retention and recruitment tool by recognizing years of continuous fire service experience and supporting the City’s ability to remain competitive and retaining qualified public safety personnel.

Key revisions include:
• Base Compensation:
o A 4% compensation increase effective first full pay period in July 2027. • Service Pay (cumulative)
o 1.5% at 5 years of experience – Effective first full pay period in July 2025. o 2% at 10 years of experience – Effective first fully pay period in July 2025. o 2.5% at 15 years of experience – Effective first fully pay period in July 2026. o 3% at 20 years of experience – Effective first fully pay period in July 2027.

FISCAL IMPACT & FUNDING SOURCES
Funding for this Side Letter will be included in the Fiscal Year 2026-27 general fund budget and will be accounted for in subsequent years as part of the development process.

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.

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

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
Item #: 7.4
Consent

7.4 Consent 1 of 5

ATTACHMENTS

1. Resolution

2. City of Tulare and TFCO Side Letter of Agreement No. 1 Reviewed/Approved:

7.4 Consent 2 of 5
RESOLUTION 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE
APPROVING SIDE LETTER OF AGREEMENT NO. 1 BETWEEN THE CITY OF TULARE

AND THE TULARE FIRE CHIEF OFFICER GROUP
WHEREAS, the City of Tulare and the Tulare Fire Chief Officer Group (TFCO) are parties to a Memorandum of Understanding (MOU) that covers the period from July 1, 2025 through June 30, 2028; and
WHEREAS, representatives of the City and TFCO met and conferred in good faith related to salary adjustments and service pay provisions; and
WHEREAS, the parties have reached agreement on Side Letter of Agreement No. 1 to address salary adjustments effective the first full pay period in July 2027 and service pay provisions for eligible employees within the bargaining unit; and
WHEREAS, the City Council is familiar with the terms and provisions of said MOU; and WHEREAS, all legal prerequisites to the adoption of this Resolution have occurred.

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

Section 1. The above recitals are true and correct.

Section 2. The City Council hereby approves Side Letter of Agreement No. 1 between the City of Tulare and the Tulare Fire Chief Officer Group, attached hereto and incorporated herein by reference.

Section 3. The City Manager is hereby authorized and directed to execute and implement the Side Letter of Agreement No. 1 on behalf of the City.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare this 19th day of May 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.

7.4 Consent 3 of 5

Page 1 of 2 ends

SIDE LETTER OF AGREEMENT NO. 1

BETWEEN THE CITY OF TULARE AND THE

TULARE FIRE CHIEF OFFICER GROUP
This Side Letter of Agreement dated June 2, 2026 is by and between the City of Tulare (“City”) and the Tulare Fire Chief Officer Group (“TFCO”, collectively “Parties”). The Parties have met and conferred to discuss the following revisions to the December 2, 2025 Memorandum of Understanding (“MOU”) between the Parties. This Side Letter of Agreement is in addition to the reopener identified in Section XIV of the MOU.

Section X is revised to read as follows:

X. SALARY
Salary increases provided during the term of this Memorandum of Understanding shall be as follows:
4% increase effective the first full pay period in July 2025. 4% increase effective the first full pay period in July 2026. 4% increase effective the first full pay period in July 2027.

The following Section is added to the MOU:

SERVICE PAY
Service Pay can be discussed again as a part of the 2027 total compensation reopener.

Implementing a full Service Pay program is contingent on if the City experiences an increase in reoccurring revenues greater than the cost to implement the Service Pay program.

Employees who are classified as a CalPERS “Local Safety Member” are eligible for Service Pay.

The Service Pay percentages are stated below.
a) 1.5% at 5 years of experience – Effective the first full pay period in July 2025. b) 2% at 10 years of experience – Effective the first full pay period in July 2025. c) 2.5% at 15 years of experience – Effective the first full pay period in July 2026. d) 3% at 20 years of experience - Effective the first full pay period in July 2027.

The tiers of service pay are cumulative to the maximum of nine percent (9.00%).

Tiers are calculated on completed years of service based on years of active service for the City of Tulare Fire Department. Current and new sworn employees will be recognized for

7.4 Consent 4 of 5

Page 2 of 2 ends

active service as a firefighter in California in good standing on continuous (not a single day’s break in working for a public agency) basis until hired by Tulare Fire Department, regardless of agency worked, as long as the firefighter had no break working for a public agency. “Active service as a firefighter in California” means, “A firefighter working for a public agency in good standing on a continuous basis until hired by Tulare Fire Department.” “Continuous” means not a single day’s break in working for a public agency unless that break in service is due to the transfer from one agency to another in which case a firefighter must 1) have had a written offer(s) in hand before the break in service began and 2) the total transfer time for each transfer did not exceed thirty (30) days. If there was a break in service as a firefighter, the firefighter will receive credit for the most recent continuous period of active service. In no case will previous employment that was terminated due to discipline or release from probation result in service time credit, and such cases will be deemed a break in service. It is incumbent on the employee, not the City, to establish the continuous service requirement, but the City will make reasonable inquiries on the employee’s behalf if needed.

CITY OF TULARE: TFCO:

Janie Venegas Cameron Long
Human Resources Director Battalion Chief

Marc Mondell Pablo Reynoso
City Manager Battalion Chief

Brandon West
Battalion Chief
APPROVED AS TO FORM:

Christina D. Smith
Deputy City Attorney
ATTEST:

Marc Mondell, City Clerk
By: Melissa Wilcox
Chief Deputy City Clerk

7.4 Consent 5 of 5
Staff Report
Meeting: City Council
Date: May 19, 2026
Department: Community Development - Planning
Submitted by: Mario Anaya, Community Development Director Agenda Title: Professional Services Agreement with Rick Engineering Company

RECOMMENDED ACTION
Authorize the City Manager to sign a contract with Rick Engineering Company in the amount of $462,202 for professional consulting services associated with the preparation of a Sustainable Agricultural Lands Conservation (SALC) Strategic Plan.

SUMMARY
On September 5, 2023, City Council adopted Resolution 2023-33, authorizing an application for, and receipt of, SALC Grant funds for the preparation of a SALC Strategic Plan. The City of Tulare was awarded up to $500,000 as part of SALC Program Round 9.

With funding secured, the City’s Community Development Department issued a request for proposals (RFP) for qualified consulting firms to assist the City in the preparation of a SALC Strategic Plan.

FISCAL IMPACT & FUNDING SOURCES
The California Department of Conservation has committed to providing the City of Tulare with up to $500,000 for the preparation of a SALC Strategic Plan, on a reimbursement basis. The consultant will invoice for services provided, per the proposed agreement, and the city will seek reimbursement for these costs incurred.

7.5 Consent 1 of 33
For Staff Time billed: 310(Community Development)-300(Community Development)-300(Community Development)-302(Planning)-770(State Grants, Capital)-5229(Governmental Purposes)

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

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

LEGAL REVIEW
The professional services agreement has been reviewed by the City Attorney’s office.

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

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table
The California Department of Conservation has been holding funding while City staff worked to issue an RFP and select a consultant. Failure to select a consultant and move forward could result in the repurposing of those funds.

ATTACHMENTS

1. Professional Services Agreement with Rick Engineering Company Reviewed/Approved:

7.5 Consent 2 of 33
SALC Strategic Plan 1

CITY OF TULARE PROFESSIONAL SERVICES AGREEMENT
This Agreement, entered into this 19th day of May, 2026, by and between the City of Tulare, hereinafter referred to as the “CITY,” and Rick Engineering Company hereinafter referred to as the “CONSULTANT.”

W I T N E S S E T H
WHEREAS, the CITY is authorized and empowered to employ consultants and specialists in the performance of its duties and functions; and
WHEREAS, the CITY has the desire to secure certain technical and professional services to assist in the preparation and completion of the items of work described as “Scope of Services” in Exhibit “A”, and hereinafter referred to as the “PROJECT”; and WHEREAS, the CONSULTANT represents it is licensed, qualified and willing to provide such services pursuant to terms and conditions of this Agreement.

NOW, THEREFORE, CITY and CONSULTANT agree as follows

I) SERVICES TO BE PERFORMED BY THE CONSULTANT
A. Authorized Scope of Work: The CONSULTANT agrees to perform all work necessary to complete in a manner satisfactory to the CITY those tasks described in Exhibit “A”, for the rates identified in Exhibit “B”.

B. Additional Services: Incidental work related to the PROJECT and not provided for in Exhibit “A” may be needed during the performance of this Agreement. The CONSULTANT agrees to provide any and all additional services at the fee rates identified in attached Exhibit “B”. Such additional services shall not be performed by CONSULTANT without the written consent of CITY.

II) TIME OF PERFORMANCE
The term of this Agreement shall commence on the Effective Date and expire upon completion of all obligations of the parties, unless earlier terminated by the parties. The initial contract shall be for a twelve (12) month period and shall, at the City’s option and upon mutually agreeable terms, be renewed thereafter for an additional twelve (12) month period. Additionally, this Agreement may be terminated for convenience. In the event of termination or expiration of this Agreement, CONTRACTOR shall transfer to CITY any funds and/or accounts receivable on hand attributive to the use of CITY funds.

III) COMPENSATION
A. Total Compensation: For services performed pursuant to this Agreement, the CITY agrees to pay and the CONSULTANT agrees to accept, the fee rates established in Exhibit “B”. These amounts shall constitute complete compensation, including document production and out-of-pocket expenses for all services for the scope of work identified in Exhibit “A.”

7.5 Consent 3 of 33
SALC Strategic Plan 2
B. Payment of Compensation: The CONSULTANT shall be compensated according to the billing invoices submitted by the CONSULTANT and approved by the CITY. The basis of fees invoiced shall be the fee rates contained in Exhibit “B.” The CONSULTANT shall be paid no later than thirty (30) days following submission of a written, verified billing to the CITY.

IV) AUTHORIZED REPRESENTATIVE
A. CITY: The COMMUNITY DEVELOPMENT DIRECTOR shall represent the CITY in all matters pertaining to the services to be rendered under this Agreement, except where approval of the City Council of the City of Tulare is specifically required.

B. CONSULTANT: BROOKE PETERSON shall represent and act as principle for CONSULTANT in all matters pertaining to the services to be rendered by it under this Agreement.

V) TERMINATION
The right to terminate this Agreement, with or without cause, may be exercised without prejudices to any other right or remedy to which the terminating party may be entitled at law or under this Agreement.

A. Termination by Either Party without Cause: The CITY or CONSULTANT may terminate this Agreement at any time by giving written notice to the other of such termination and specifying the effective date thereof, at least fifteen (15) days before the effective date of such termination.

B. Termination of Agreement for Cause: The CITY may by written notice to the CONSULTANT specifying the effective date thereof, at least fifteen (15) days before the effective date of such termination, terminate the whole or any part of this Agreement in any of the following circumstances:

1. If the CONSULTANT fails to perform the services called for by this Agreement within time(s) specified herein or any extension thereof; or

2. If the CONSULTANT fails to make progress under this Agreement as to endanger performance of this Agreement in accordance with its terms, and does not correct such failure within a period of ten (10) days (or longer period as the CITY may authorize in writing) after receipt of notice from the CITY specifying such failure.

C. Post-Termination:

1. In the event the CITY terminates this Agreement with or without cause, the CITY may procure, upon such terms and such manner as it may determine appropriate, services similar to those terminated.

2. Except with respect to defaults of sub consultants, the CONSULTANT shall not be liable for any excess costs if the failure to perform this Agreement arises out of causes beyond the control and without the fault or negligence

7.5 Consent 4 of 33
SALC Strategic Plan 3
of the CONSULTANT. Such causes include, but are not limited to, acts of God or to the public enemy, floods, epidemics, quarantine restrictions, strikes, and unusually severe weather; but in the event the failure to perform is caused by the default of a sub consultant, the CONSULTANT shall not be liable for failure to perform, unless the services to be furnished by the sub-consultant were obtainable from other sources in sufficient time and within budgeted resources to permit the CONSULTANT to meet the required delivery schedule or other performance requirements.

3. Should the Agreement be terminated with or without cause, the CONSULTANT shall provide the CITY with all finished and unfinished documents, data, studies, services, drawings, maps, models, photographs, reports, etc., prepared by the CONSULTANT pursuant to this Agreement.

4. Upon termination, with or without cause, CONSULTANT will be compensated for the services satisfactorily completed to the date of termination according to compensation provisions contained herein. In no event, shall the total compensation paid CONSULTANT exceed the total compensation agreed to herein.

5. If after notice of termination of this Agreement, as provided for in this article, it is determined for any reason that the CONSULTANT was not in default under the provisions of this article, then the rights and obligations of the parties shall be the same as if the Agreement was terminated without cause.

6. Termination of this Agreement shall not terminate any obligation to indemnify, to maintain and make available any records pertaining to the Agreement, to cooperate with any audit, to be subject to offset, or to make any reports of pre-termination activities.

VI) INTEREST OF OFFICIALS AND THE CONSULTANT
A. No officer, member, or employee of the CITY who exercises any functions or responsibilities in the review or approval of this Agreement shall:

1. Participate in any decision relating to this Agreement which effects their personal interest or the interest of any corporation, partnership, or association in which they have, directly or indirectly, any interest or

2. Have any interest, direct or indirect, in this Agreement or the proceeds thereof during his tenure or for one year thereafter.

B. The CONSULTANT hereby covenants that he has, at the time of the execution of this Agreement, no interest, and that they shall not acquire any interest in the future, direct or indirect, which would conflict in any manner or degree with the performance of services required to be performed pursuant to this Agreement.

The CONSULTANT further covenants that in the performance of this work, no person having any such interest shall be employed.

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SALC Strategic Plan 4

VII) NO PERSONNEL, AGENCY OR COMMISSION
The CONSULTANT warrants, by execution of this Agreement, that no personnel agency has been employed or retained to solicit or secure this contract upon an agreement or understanding for a commission, percentage, brokerage or contingent fee, excepting bona fide established commercial or selling agencies maintained by the CONSULTANT for the purpose of securing business. For breach or violation of this warranty, the CITY shall have the right to annul this Agreement without liability or, in its discretion, to deduct from this Agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee.

VIII) SUBCONTRACTING
A. The CONSULTANT shall not subcontract or otherwise assign any portion of the work to be performed under this Agreement without the prior written approval of the CITY.

B. In no event shall the CONSULTANT subcontract work in excess of 50% of the contract amount, excluding specialized services. Specialized services are those items not ordinarily furnished by a consultant performing the particular type of project.

IX) INDEPENDENT CONTRACTOR
In the performance of the services herein provided for, the CONSULTANT shall be, and is, an independent contractor and is not an agent or employee of the CITY. The CONSULTANT has and shall retain the right to exercise full control and supervision of all persons assisting the CONSULTANT in the performance of said services hereunder. The CONSULTANT shall be solely responsible for all matters relating to the payment of its employees including compliance with social security and income tax withholding and all other regulations governing such matters.

X) SPECIFICATIONS
All specifications, manuals, standards, etc., either attached to this Agreement or incorporated by reference, are binding as to the performance of the work specified in this Agreement unless they are changed by written amendment to this Agreement modified in writing to incorporate such changes.

XI) DOCUMENTS/DATA
A. Ownership of Documents: All original papers and documents, produced as a result of this Agreement, shall become the property of the CITY. In addition, CITY shall be provided with access and use of any other papers and documents consistent with the purpose and scope of services covered by this Agreement. Any additional copies, not otherwise provided for herein, shall be the responsibility of the CITY.

Documents, including drawings and specifications, prepared by CONSULTANT pursuant to this Agreement, are not intended or represented to be suitable for reuse by CITY or others on extensions of the PROJECT or on any other project. Any

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SALC Strategic Plan 5
use of the completed documents for other projects and any use of incomplete documents without the specific written authorization from CONSULTANT will be at CITY’s sole risk and without liability to CONSULTANT. Further, any and all liability arising out of changes made to CONSULTANT’s deliverables under this Agreement by CITY or persons other than CONSULTANT is waived as against CONSULTANT, and the City assumes full responsibility for such changes unless the CITY has given CONSULTANT prior notice and has received from CONSULTANT written consent for such changes.

B. Publication: No report, information, or other data given or prepared or assembled by the CONSULTANT pursuant to this Agreement, shall be made available to any individual or organization by the CONSULTANT without the prior written approval of the CITY. Notwithstanding the foregoing, however, the CONSULTANT shall not be required to protect or hold in confidence and confidential information which (1) is or becomes available to the public with the prior written consent of the CITY; (2) must be disclosed to comply with law; or (3) must be disclosed in connection with any legal proceedings.

C. Copyrights: The CONSULTANT shall be free to copyright material developed under this Agreement with the provision that the CITY be given a nonexclusive and irrevocable license to reproduce, publish or otherwise use, and to authorize others to use the material for government or public purposes.

XII) INDEMNIFICATION AND INSUANCE
A. As respects acts, errors, or omissions in the performance of services, CONSULTANT agrees to indemnify and hold harmless CITY, its elected and appointed officers, employees, and CITY designated volunteers from and against any and all claims, demands, losses, defense costs, liability or consequential damages arising directly out of CONSULTANT’s negligent acts, errors or omissions in the performance of their services under the terms of this Agreement, except to the extent those arise out of the negligence of CITY.

B. CITY agrees to indemnify and hold harmless CONSULTANT, its officers, employees, and designated volunteers from and against any and all losses, defense costs, liability or consequential damages to the extent arising out of CITY’s negligent acts, errors or omissions in the performance of this Agreement.

C. As respects all acts or omissions which do not arise directly out of the performance of services, including but not limited to those acts or omissions normally covered by general and automobile liability insurance, CONSULTANT agrees to indemnify, defend (at CITY’s option), and hold harmless CITY, its elected and appointed officers, agents, employees, representatives, and volunteers from and against any and all claims, demands, defense costs, liability, or consequential damages of any kind or nature arising out of or in connection with CONSULTANT’s (or CONSULTANT’S subcontractors, if any) actions or omissions that are unrelated to its performance or failure to perform under the terms of this Agreement; except to the extent those which arise out of the negligence of CITY.

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SALC Strategic Plan 6
D. Without limiting CITY’s right to indemnification, it is agreed that CONSULTANT shall secure prior to commencing any activities under this Agreement, and maintain during the term of this Agreement, insurance coverage as follow:

1. Workers’ Compensation Insurance as required by California statues.

2. Commercial General Liability Insurance with a combined single limit of not less than Two Million Dollars ($2,000,000) per occurrence. Such insurance shall include coverage for Premises and Operations, Contractual Liability, Personal Injury Liability, Products and Completed Operations Liability, Broad Form Property Damage (if applicable), Independent Contractors Liability (if applicable).

3. Professional Liability Insurance coverage, in an amount not less than Two Million Dollars ($2,000,000).

4. Comprehensive Automobile Liability coverage with a combined single limit of not less than One Million Dollars ($1,000,000) per occurrence.

Such insurance shall include coverage for owned, hired, and non-owned automobiles and shall be provided by a business automobile policy.

E. CITY’s Risk Manager is hereby authorized to reduce the requirements set forth above in the event they determine that such reduction is in the CITY’s best interest.

F. Each insurance policy required by this Agreement shall contain the following clause:
“This insurance shall not be canceled, limited in scope or coverage, or nonrenewed until after thirty (30) days prior written notice has been given to the City Clerk, City of Tulare, 411 East Kern Avenue, Tulare, CA 93274-4257.” In addition, the commercial general liability and comprehensive automobile liability policies required by this Agreement shall contain the following clauses:
“It is agreed that any insurance maintained by the City of Tulare shall apply in excess of and not contribute with insurance provided by this policy.” “The City of Tulare, its officers, agents, employees, representatives and volunteers are added as additional insureds as respects operations and activities of, or on behalf of the named insured, performed under contract with the City of Tulare.”
G. CONSULTANT hereby grants to CITY and its officers, officials, employees, and volunteers a waiver of any right to subrogation which any insurer of CONSULTANT may acquire against CITY and/or its officers, officials, employees, or volunteers by virtue of the payment of any loss under such insurance. CONSULTANT agrees to obtain endorsements necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not CITY has received a waiver of subrogation endorsement from an insurer.

H. Prior to commencing any work under this Agreement, CONSULTANT shall deliver to CITY insurance certificates confirming the existence of the insurance required

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SALC Strategic Plan 7
by this Agreement and including the applicable clauses referenced above. Within thirty (30) days of the execution date of this Agreement, CONSULTANT shall provide to CITY endorsements to the above-required policies, which add to these policies the applicable clauses referenced above. Said endorsements shall be signed by an authorized representative of the insurance company and shall include the signatory’s company affiliation and title. Should it be deemed necessary by CITY, it shall be CONSULTANT’s responsibility to see that CITY receives documentation acceptable to CITY which sustains that the individual signing said endorsement is indeed authorized to do so by the insurance company.

CITY has the right to demand, and to receive within a reasonable time period, copies of any insurance policies required under this Agreement.

I. In addition to any other remedies CITY may have if CONSULTANT fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, CITY may, at its sole option:

1. Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; or

2. Order CONSULTANT TO STOP WORK UNDER THIS Agreement and/or withhold any payment(s) which become due to CONSULTANT hereunder until CONSULTANT demonstrates compliance with the requirements hereof; or

3. Terminate this Agreement.

Exercise of any of the above remedies, however, is an alternative to other remedies CITY may have and is not the exclusive remedy for CONSULTANT’s failure to maintain or secure appropriate endorsements.

Nothing herein contained shall be construed as limiting in any way the extent to which CONSULTANT may be held responsible for payments of damages to persons or property resulting from CONSULTANT’s or its subcontractor’s performance of the work covered under this Agreement.

XIII) NON-DISCRIMINATION
CONSULTANT and all subcontractors shall not discriminate against any employee or applicant for employment on the basis of race, color, national origin, or gender in the performance of this Agreement. The CONSULTANT shall carry out applicable requirements of 49 CFR part 26 in the award and administration of DOT-assisted contracts. Failure by the CONSULTANT to carry out these requirements is a material breach of this Agreement, which may result in the termination of this Agreement.

XIV) MISCELLANEOUS PROVISIONS
A. Asbestos and Hazardous Materials: In providing its services hereunder, CONSULTANT shall not be responsible for identification, handling, containment, abatement, or in any other respect, for any asbestos or hazardous material if such is present in connection with the PROJECT. In the event the CITY becomes aware of the presence of asbestos or hazardous material at the jobsite, CITY shall be

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SALC Strategic Plan 8
responsible for complying with all applicable federal and state rules and regulations, and shall immediately notify CONSULTANT, who shall then be entitled to cease any of its services that may be affected by such presence, without liability to CONSULTANT arising therefrom.

B. Successors and Assigns: This Agreement shall be binding upon and shall inure to the benefit of any successors to or assigns of the parties.

C. Prohibition of Assignment: Neither the CITY nor CONSULTANT shall assign, delegate or transfer their rights and duties in this Agreement without the written consent of the other party.

D. Dispute/Governing Law: Any dispute not resolvable by informal arbitration between the parties to this Agreement shall be adjudicated in a Court of Law under the laws of the State of California.

E. Notices: Notice shall be sufficient hereunder if personally served upon the City Clerk of the City or an officer or principal of the CONSULTANT, or if sent via United States Postal Service, postage prepaid, addressed as follows:

CITY OF TULARE CONSULTANT: Rick Engineering Company
411 East Kern Ave. 5620 Friars Road
Tulare, CA 93274-4257 San Diego, CA 92110
Attention: City Clerk Attention: Brooke Peterson, AICP, Principal-in-Charge F. Jurisdiction/Venue/Waiver of Removal: The Agreement shall be administered and interpreted under the laws of the State of California. Jurisdiction of litigation arising from this Agreement shall be in that State. Any action brought to interpret or enforce this Agreement, or any of the terms or conditions hereof, shall be brought in Tulare County, California. The CONSULTANT hereby expressly waives any right to remove any action to a county other than Tulare County as permitted pursuant to Section 394 of the California Code of Civil Procedure.

G. Integration/Modification: This Agreement and each of the exhibits referenced herein, which are incorporated by reference, represents the entire understanding of the CITY and the CONSULTANT as to those matters contained herein. No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This Agreement may not be modified or altered except in writing signed by the CITY and the CONSULTANT.

H. Conflict with Law: If any part of this Agreement is found to be in conflict with applicable laws, such part shall be inoperative, null and void insofar as it is in conflict with said law, but the remainder of the Agreement shall be in full force and effect.

I. Attorney’s Fees: In the event either party commences any action, arbitration or legal proceedings for the enforcement of this Agreement, the prevailing party, as determined by the court or arbitrator shall be entitled to recovery of its attorney’s fees and court costs incurred in the action brought thereon.

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SALC Strategic Plan 9
J. Construction: This Agreement is the product of negotiation and compromise on the part of each party and the parties agree, notwithstanding Civil Code Section 1654 that in the event of uncertainty the language will not be construed against the party causing the uncertainty to exist.

K. Authority: Each signatory to this Agreement represents that it is authorized to enter into this Agreement and to bind the party to which its signature represent.

L. Headings: Section headings are provided for organizational purposes only and do not in any manner affect the scope or intent of the provisions thereunder.

M. Firearms Prohibited: Guns may not be carried by contractors/vendors/ consultants while working on City of Tulare premises without the expressed written approval of a City of Tulare Department Head, or an exemption in the contract. If a contractor/vendor/consultant is caught carrying a gun, without City permission, their contract will be terminated.

FOR INTERNAL USE ONLY
Finance  City Manager 
Risk Manager  Purchasing 
Dept. Head  Attorney 

ACCOUNTING

FUND ACCOUNT PROGRAM DEPT ESTIMATED AMOUNT
# Professional
Services
CD/Plan $

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SALC Strategic Plan 10
BY ACCEPTING THIS CONTRACT, THE PROVIDER AGREES TO THE TERMS ON ATTACHED PAGES.

IN WINESS WHEREOF, this Agreement is executed on the day and year first above written.

CONSULTANT
By:

Authorized Signature
Title
Licensed in accordance with an act providing for the
registration of Contractors,
Number
Federal Employer Identification
CITY OF TULARE, A Municipal Corporation
Charter Law City of the State of California
By:

City Manager
ATTEST:

By:

City Clerk
APPROVED AS TO FORM:

City Attorney
Attachments:

Exhibit “A”: Scope of Services
Exhibit “B”: Fee Proposal for Professional Services
Exhibit “C”: Certificate of Liability Insurance
Deputy
Principal, Director of Planning + Design

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EXHIBIT “A”
Scope of Services

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23 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832

7. Methodology
TASK 1: PROJECT INITIATION &

INFORMATION COLLECTION
Task 1 establishes the foundation for the City of
Tulare’s Strategic Plan by combining disciplined project management, coordinated project initiation, and a
comprehensive baseline assessment of land use,
agricultural, economic, and water-related conditions.

The RICK Team views project management as far more
than an administrative function. It is the crucial structure that ensures diligence, transparency, and momentum
throughout the life of the project. RICK will provide
leadership in planning, GIS, outreach, and project
coordination, supported by Agricultural Impact Associates agricultural economics expertise and our technical
team’s strengths in engagement and long-range strategic planning.

This task begins with a structured kickoff to confirm roles, responsibilities, and expectations; establish coordination protocols; and align the project team and partners
around a shared understanding of Tulare’s context. We
will develop the project schedule, set up reporting tools, and ensure City staff and collaborators are equipped
with clear lines of communication and decision-making
pathways from the outset.

Task 1 also includes a rigorous compilation and review of existing data, reports, and background materials needed to support subsequent mapping, economic evaluation,
and strategy development. Using this foundation, the
RICK Team will prepare an Economic and Agricultural
Baseline that integrates spatial agricultural patterns, groundwater and SGMA-related constraints, economic
multipliers, crop-level contributions, and land conversion trends. AG Impact Associates will lead the economic
analysis, applying proprietary IMPLAN data and valuechain expertise to quantify the economic significance of Tulare’s working lands. Together, this coordinated
baseline provides the analytical backbone for later
goal-setting, prioritization criteria, and identification of conservation opportunities.

This integrated approach ensures that the project
begins with clarity, accountability, and a strong technical understanding, positioning the City for a smooth, efficient planning process and a Strategic Plan firmly grounded in both local conditions and regional realities.

TASK 1.1 – PROJECT MANAGEMENT
RICK will lead all project management activities to ensure the Strategic Plan is delivered on-time, within budget, and fully compliant with grant requirements. This includes regular coordination meetings, schedule and budget
oversight, and comprehensive grant management in
alignment with the Strategic Growth Council and the
Department of Conservation.

The RICK Team will conduct up to 35 virtual and inperson coordination meetings over the 16-month project period. These meetings will be used to discuss upcoming work, decisions and action items, deliverable progress, and any issues requiring resolution. Meeting agendas
and notes will be provided for each session, ensuring
consistent communication and clear documentation
throughout the project.

At project initiation, RICK will prepare a detailed project schedule aligned with the grant agreement timeline
and the City’s priorities. The schedule will sequence
interrelated tasks, identify opportunities for concurrent work, and provide adequate time for collaboration,
engagement, draft review, and required State reporting.

The project schedule will be updated regularly, and
progress reports will be provided so City staff remain fully informed of upcoming deadlines, deliverable status, and any emerging risks. Budget discipline will be maintained through weekly expenditure tracking, consistent staff
supervision, continuity of team members, and timely
issue resolution. Updated Microsoft Project schedules
and Deltek Vision budget reports will be available to the City upon request.

The RICK Team is prepared to support all aspects of
grant management to ensure the project remains fully
compliant with SALC reporting and documentation
requirements. The RICK Team has direct experience
preparing quarterly SALC reports and invoices, including task-level progress descriptions, certification statements, and on-schedule and on-budget confirmations. RICK will
prepare quarterly reports, coordinate with City staff to assemble supporting materials, and communicate with

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24 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
the funder as needed. Expenditures will be tracked at
the task level, and audit-ready files will be maintained throughout the project, including timesheets, meeting
notes, deliverables, and supporting documentation. This structured and proven approach ensures timely, accurate, and fully compliant grant reporting from project kickoff through closeout.

TASK 1.2 – KICK-OFF MEETING
Following contract execution, the RICK Team will hold
an in-person Project Kick-Off Meeting with City staff to establish the project management framework and confirm
the SALC Strategic Plan’s objectives, structure, and
expectations. This meeting will align the full team on the project’s purpose, long-term land use and agricultural
preservation goals, and key planning considerations.

During the kickoff, we will clarify the project team roles and responsibilities, confirm coordination protocols with partner agencies, review available data and ongoing
planning efforts, and outline communication and
decision-making procedures. City staff insights into local agricultural operations, land use pressures, and technical resources will help shape early analytical direction.

We will also confirm the project schedule, key milestones, and document review expectations to ensure a clear,
efficient workflow. The meeting will conclude with
agreement on next steps and near-term deliverables.

Prior to the kickoff, RICK will establish a shared
OneDrive folder to support seamless data exchange and
collaboration throughout the project.

TASK 1.3 – FINALIZE PROJECT PARTNER
ROLES
RICK will support the City in formalizing the roles of all project collaborators and technical advisory members
participating in the preparation of the SALC Strategic
Plan. In alignment with the RFP, each identified partner will be asked to provide a memorandum of agreement
or understanding outlining their commitment, level
of participation, and responsibilities for the duration of the project. RICK will assist the City in preparing, reviewing, and organizing these documents to ensure
clarity, consistency, and efficient coordination across all participating agencies and organizations.

As part of this process, we will also work with the City to identify opportunities for key partners to contribute directly to the project through specialized services, such as community outreach, translation, targeted research, or development of project deliverables. Where appropriate, RICK will support the City in exploring potential
contracting or subcontracting arrangements to integrate partner expertise into the project team.

This task ensures that all collaborators begin the planning process with a shared understanding of expectations,
communication pathways, and roles, creating a strong,
coordinated foundation for the Strategic Plan.

TASK 1.4 – DATA COLLECTION, TECHNICAL

REVIEW, AND BASELINE MAPPING
The RICK Team will develop a comprehensive technical
foundation for the Strategic Plan by compiling, reviewing, and mapping key datasets that describe Tulare’s
agricultural, economic, land use, and water resource
conditions. This work begins with assembling essential
datasets and background materials, including land use
and zoning information, General Plan policies, agricultural production data, SGMA and GSA groundwater datasets,
environmental and open space layers, regional planning
documents, and agricultural land productivity and market trend information. We will also collect spatial data
required for easement opportunity analysis, including
agricultural constraints, development pressures, land
conversion patterns, and existing conservation areas.

Using these datasets, the RICK Team will prepare
GIS layers that illustrate agricultural land uses, crop distributions, irrigated areas, groundwater and SGMArelated constraints, development pressures, and other spatial patterns influencing agricultural viability. As part of this effort, we will initiate the easement opportunity analysis by identifying agricultural areas with long-term conservation potential based on spatial, hydrologic, and economic indicators. This early mapping will highlight
areas of stability, vulnerability, and emerging risk
and provide a strong analytical base for subsequent
prioritization.

The combined data collection and baseline mapping
effort will support discussions with the City, project
partners, and advisory groups, and will directly inform the Economic and Agricultural Baseline Report. This
work ensures that the planning process is grounded in
accurate, comprehensive, and locally relevant information from the outset.

TASK 1.5 – EARLY COMMUNITY INPUT AND

PROJECT PARTNER CONVERSATIONS
The RICK Team, in close partnership with the City team, will prepare a detailed Community and Stakeholder
Engagement Strategy (Strategy) outlining the purpose,
structure, methods, and timing of engagement activities throughout the Strategic Plan process. As a part of

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25 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
this effort, the RICK Team will work with City staff and other stakeholders to create a comprehensive list of
project partners and possible Technical Advisory Group
members. This may include agricultural producers,
GSAs, irrigation districts, the County, tribal partners, conservation organizations, and community groups and
define the most effective engagement tactics for each.

The Strategy will include a schedule of engagement
events, clear roles for City staff and project partners, facilitation strategies, communication protocols, and
tools for documenting input. This plan will serve as the roadmap for all engagement efforts and ensure that
activities are coordinated, inclusive, and aligned with project milestones.

Using the Community and Stakeholder Engagement
Strategy as a guide, the RICK Team will conduct early
engagement activities designed to collect broad input on existing agricultural conditions, SGMA-related impacts, economic challenges, and community priorities. These
activities will occur alongside baseline data collection and will help identify threats, opportunities, and areas where project partners can collaborate on shared
strategies. This may include:
[ Existing Stakeholder and/or Community
Meetings
RICK will participate in meetings already
convened by partner agencies (such as
irrigation districts, GSAs, County departments, or
community organizations). Participation in these
meetings will be limited to a brief presentation
about the project and gathering insights relevant
to the baseline assessment.
[ Online Survey
The RICK Team will prepare and distribute a short
online survey to collect input from agricultural
producers, priority populations represented
by partner agencies, and other community
members. The survey will focus on:
• Agricultural challenges and opportunities.
• Water supply and SGMA-related concerns.
• Pressures influencing land conversion.
• Early ideas for collaborative strategies.

The City and project partners will support
distribution to keep the effort within budget.
[ Office Hours
To offer additional opportunities for input, the
RICK Team will host virtual “office hours” where
community members, partners, or producers can
drop in to share insights. These sessions will
be informal, structured around Q&A and input
gathering, and supported with simple facilitation
materials.
[ Consultation with Priority Population
Representatives
The RICK Team will meet with representatives
of priority populations (as identified by project
partners and TAG members), to ensure early
input reflects diverse agricultural and community
perspectives. These will be brief virtual sessions
designed to avoid meeting redundancy.
[ Technical Advisory Group Meetings
To support a technically sound and regionally
aligned planning process, the RICK Team,
with support from City staff will establish a
Technical Advisory Group (TAG) composed of
representatives from the City of Tulare, Tulare
County, GSAs, irrigation districts, agricultural
organizations, tribal representatives, and other
technical partners. The TAG will serve as a
standing advisory body that provides guidance,
validates assumptions, and reviews materials at
key milestones throughout the project. The TAG
is not a decision-making body but functions as
a forum for coordinated technical review, shared
problem-solving, and ensuring consistency
across agencies and disciplines. During Task
1, the TAG will convene its first two meetings
to support early alignment and foundational
analysis:
• TAG Meeting #1 – Project Orientation and
Agricultural Conditions.
• TAG Meeting #2 – Baseline Findings: Spatial
Trends, SGMA Impacts, and Agricultural
Economics.
[ Producer and Landowner Workshop
The RICK Team will facilitate a workshop with
agricultural producers and landowners to provide
them with opportunity to review preliminary
maps of agricultural conditions, groundwater
constraints, development pressures, and early
easement opportunity indicators. This workshop
will focus on validating on-the-ground conditions,
identifying operational challenges, and gathering
insights on SGMA impacts, cropping decisions,

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26 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
infrastructure needs, and long-term viability
concerns.

TASK 1.6 – ECONOMIC IMPACT ASSESSMENT
Agricultural Impact Associates will conduct a detailed
economic analysis to quantify the full economic value of Tulare’s agricultural lands. This assessment may include:
• Calculate per-acre economic contributions for
major crop types drawing primarily from data
contained in the Tulare County Crop & Livestock
Report.
• Apply IMPLAN multipliers to determine indirect and
induced effects, capturing the true economic value
of each acre when considering upstream suppliers,
downstream processors, and household spending
supported by agriculture.
• Apply IMPLAN multipliers to determine local
employment directly and indirectly attributable to
major crop types on a per-acre basis. Lands that
support more jobs per acre may be prioritized
higher than others.
• Identify locally sourced, value-added food
processing linkages to determine which agricultural
areas support local processing jobs and multiplier
benefits. Lands that supply local manufacturers
of dairy products, nuts, juices, frozen foods,
and packed fresh fruit at facilities located within
Tulare County (e.g., at processing sites in Dinuba,
Porterville, Terra Bella, Pixley, Tulare, and Visalia)
may be prioritized higher, while agricultural lands
tied to out-of-county processing may receive a
lower priority.
• Identify at-risk agricultural sectors facing pressure from water constraints, commodity trends, or
regulatory changes.
• Evaluate agricultural land conversion trends,
including spatial and economic drivers of
conversion.
• Assess SGMA-related groundwater trends and their
implications for crop viability, production shifts, and long-term economic resilience.

This analysis brings greater rigor and nuance to the
economic dimension of agricultural land prioritization, ensuring the Strategic Plan reflects not just acreage or productivity, but the full economic importance of Tulare’s working landscapes.

The RICK Team will synthesize the mapping outputs and
economic analysis into a comprehensive Economic and
Agricultural Baseline Report. This report will:
• Summarize key findings and trends affecting
Tulare’s agricultural lands.
• Present high-quality maps, charts, and data tables.
• Include a clear executive summary for decisionmakers. • Provide all underlying datasets and spatial files to
the City.

In coordination with stakeholder input, this report serves as the foundation for subsequent tasks, directly informing the development of goals, metrics, and the agricultural land prioritization framework later in the project.

Task 1 Deliverables:
[ Project Meeting Agendas and Meeting Notes
[ Detailed Project Schedule (Microsoft Project)
[ Budget Tracking Reports
[ Quarterly SALC progress reports (tasks completed,
schedule/budget status, corrective actions if
needed)
[ SALC-compliant invoices with supporting
documentation
[ Audit-ready grant documentation including
timesheets, meeting notes, and deliverables
[ Kick-off Meeting Agenda and Meeting Notes
[ Memorandum of Understanding
[ Additional Subconsultant Contracts (if necessary)
[ Engagement Plan (Draft and Final)
[ TAG meeting agendas, presentations (as needed)
and meeting notes
[ Data Request
[ Baseline GIS Map Set
[ Economic Impact Summary Tables including peracre values, IMPLAN multipliers, at-risk sectors, and conversion drivers
[ Economic and Agricultural Baseline Report
(screencheck draft and final draft)

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27 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
TASK 2: DRAFTING STRATEGIC GOALS

AND OBJECTIVES
Task 2 will include translating the findings from the
baseline analyses, mapping, economic assessment,
and input gathered through stakeholder engagement
into a focused set of strategic goals and objectives for the SALC Strategic Plan. This task is both analytical and collaborative, using feedback from outreach activities, focus groups, subject matter experts, and interested or affected community members to shape a shared vision
for agricultural preservation, land use compatibility,
water sustainability, and long-term economic resilience.

The goals and objectives developed here will guide
subsequent strategy development, prioritization criteria, and implementation actions.

TASK 2.1 – BEST PRACTICE RESEARCH
The RICK Team will conduct targeted research
into best practices and model strategies used by
other jurisdictions facing similar agricultural, water, conservation, and land use challenges. This includes
reviewing SALC-funded plans, SGMA-aligned agricultural
strategies, multi-benefit conservation approaches, and
economic resiliency frameworks. As part of this effort, the Team will also coordinate with Tulare County staff
to understand relevant components of the County’s
SALC project, identify shared lessons learned, and
ensure alignment where appropriate while recognizing
that the two SALC efforts serve different jurisdictions and purposes. Research findings will be synthesized
and combined with early stakeholder insights obtained
through outreach, meetings, and focus groups, ensuring
that the emerging goals reflect both proven methods and locally grounded perspectives. Key takeaways will inform the framework for draft goals and objectives.

TASK 2.2 – ENGAGEMENT TO SUPPORT GOAL

DEVELOPMENT
Engagement during this phase is structured to test
emerging themes, validate technical findings, and
integrate practical perspectives from agricultural
producers, agency partners, and subject matter experts.

Activities will be closely coordinated with the City to ensure they are timely, targeted, and aligned with the
milestones of Task 2.

Task 2 engagement will include the following
components:
[ Producer and Landowner Workshop
The RICK Team will convene one workshop with
agricultural producers and landowners during the
early stages of goal development. This session
will present key findings from the baseline
assessment, including spatial agricultural trends,
SGMA-related limitations, economic insights,
and development pressures. Participants
will be invited to respond to early themes for
the Strategic Plan’s goals and objectives,
identify practical considerations, and highlight
opportunities for long-term agricultural viability.

Input from this session will directly inform the
drafting of goals and objectives.
[ Technical Advisory Group Meeting
During Task 2, the RICK Team will convene
a workshop-style TAG meeting focused on
reviewing baseline findings and collaboratively
shaping the initial set of draft goals and
objectives. TAG members will discuss challenges
and opportunities emerging from the spatial
analysis, SGMA-related constraints, economic
insights, and early community input. The working
session will be structured to:
• Refine themes for the Strategic Plan’s goals.
• Identify objectives that reflect technical
considerations and regional coordination
needs.
• Validate assumptions and surface additional
perspectives from GSAs, irrigation districts,
County staff, and other technical partners.
• Ensure consistency with overlapping regional
and jurisdictional plans.

This meeting will function as the primary
collaborative venue for shaping the direction of
the draft goals and objectives.
[ Subject Matter Expert Focus Group
To support the best-practice review component
of Task 2, the RICK Team will convene a
virtual focus group with subject matter experts
in agricultural economics, groundwater
sustainability, conservation, and local value-chain
processing. This session will help refine early
objectives, ensure technical defensibility, and
strengthen alignment with current research and
policy frameworks.

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28 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
TASK 2.3 – DRAFT GOALS AND OBJECTIVES
Using the baseline findings, best practice research,
and input gathered through focus groups, interviews
with subject matter experts, and discussions with
stakeholders, the RICK Team will prepare draft strategic goals and supporting objectives for the SALC Strategic
Plan. These goals will articulate long-term desired
outcomes for agricultural land protection, economic
viability, groundwater sustainability, and multi-benefit land management.

A key deliverable of this task will be a Draft Goals and Objectives Matrix, which clearly organizes each goal
alongside its corresponding objectives, preliminary
indicators, and potential areas of collaboration. This
matrix will serve as an early framework that helps City staff and project partners visualize how concepts align, where gaps may exist, and how future strategies and
implementation actions will build from each goal.

Throughout this task, the RICK Team will continue
engagement using follow-up meetings, targeted outreach, and facilitated discussions to refine and validate each goal. This iterative process ensures the goals are both technically sound and backed by agricultural producers, partner agencies, and the broader community. The
draft goals and objectives, along with the matrix, will be formatted for review and will form the foundation for strategy development in the next task.

Task 2 Deliverables:
[ Best Practice Memorandum
[ Goals and Objectives Matrix (Draft and Final)
[ Workshop Materials
[ TAG Meeting Agendas and Notes
[ Focus Group Meeting Agendas and Notes
TASK 3: DEFINE METRICS, TIMELINES,

AND IMPLEMENTATION MEASURES
Task 3 will include translating the strategic goals and objectives into a practical roadmap for implementation.

Building on the insights from previous tasks and ongoing engagement, this task establishes the metrics, timelines, responsible parties, and actions needed to carry the
Strategic Plan forward in a clear, trackable format.

TASK 3.1 – IMPLEMENTATION MATRIX
The RICK Team will prepare a detailed Implementation
Matrix that operationalizes the Strategic Plan by
translating goals and objectives into clear, actionable steps. Building directly from the RFP’s requirements,
the matrix will identify responsible organizations and
individuals for each goal, ensuring the City, County
partners, GSAs, and agricultural stakeholders understand their roles in advancing the Strategic Plan. The matrix will also identify recommended policy directions and
implementation actions that will support future updates to the City’s General Plan, Sustainability Plan, and other applicable County and regional planning documents.

For each objective, the RICK Team will outline resource needs, including staffing, technical support, funding
opportunities, and key partnerships required to move
actions forward.

The matrix will also establish actionable timeframes,
including short-, mid-, and long-term implementation
windows that reflect the City’s capacity, regulatory cycles, and agricultural and groundwater realities. Milestones
and timelines will be set to help track progress, maintain momentum, and ensure that implementation remains
aligned with the overall vision.

To support accountability and ongoing monitoring,
the matrix will define metrics and indicators that best measure success, such as acres preserved, economic
contribution maintained, improved water sustainability
markers, participation in conservation programs, or
reductions in conversion risk. These indicators will allow the City to evaluate progress and adjust strategies as
conditions evolve.

Finally, the matrix will include a clear set of
implementation measures, detailing the specific actions, programs, coordination steps, and next steps necessary
to advance each objective. These measures will be
structured so they can be readily incorporated by the
City into future planning processes where appropriate,
while recognizing that formal adoption into other planning documents will occur outside the scope and timeline of
this Strategic Plan.

Collectively, the Implementation Matrix will serve as a comprehensive, easy-to-use tool that provides a direct
path from vision to action and ensures that the Strategic Plan can be effectively implemented over time.

TASK 3.2 – ENGAGEMENT TO SUPPORT

IMPLEMENTATION MEASURES
Engagement during Task 3 will focus on ensuring that
the Implementation Matrix reflects real-world capacity, jurisdictional responsibilities, resource needs, and
feasible timeframes across partner agencies. Input
from the TAG and partner organizations will help

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29 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
confirm the practicality of proposed implementation
actions, clarify roles, and identify opportunities for
collaboration. Engagement in this task will ensure that the Implementation Matrix is not only technically sound but grounded in the operational realities of those who will ultimately carry out the Strategic Plan. Engagement under Task 3 will include the following components:
[ Technical Advisory Group Meeting
During Task 3, the TAG will convene to review
and refine the draft Implementation Matrix. This
workshop will focus on:
• Confirming responsible entities for each goal
and objective.
• Validating resource needs, staffing
assumptions, and technical support
requirements.
• Reviewing proposed metrics and success
indicators for accuracy and feasibility.
• Assessing timelines (short-, mid-, longterm) against regulatory cycles, SGMA implementation schedules, agricultural
conditions, and partner agency capacity.
• Identifying where cross-agency coordination
is required for implementation.

The TAG’s feedback will help ensure that the
Implementation Matrix is actionable, realistic, and
well-coordinated across jurisdictions.
[ Partner Agency Coordination Meetings
To refine roles and resource commitments, the
RICK Team will hold up to two coordination
meetings with Tulare County, GSAs, irrigation
districts, tribal governments, and conservation
partners. These meetings will focus on:
• Confirming partner roles in implementation
measures.
• Discussing agency-specific resource needs,
constraints, and opportunities.
• Identifying potential funding sources and
programmatic partnerships.
• Ensuring that actions are aligned with existing
SGMA plans, County policies, groundwater
recharge priorities, and regional agricultural
programs.
• Highlighting opportunities for jointly pursued
projects, future grant applications, or longterm conservation initiatives.

These meetings will provide essential clarity before
finalizing the Implementation Matrix.

Task 3 Deliverables:
[ Administrative Draft Implementation Matrix
[ Screencheck Draft Implementation Matrix
[ Final Implementation Matrix
[ TAG Meeting Agendas and Notes
[ Partner Agency Coordination Meeting Agendas
and Notes
TASK 4: DRAFT STRATEGIC PLAN

DOCUMENT/S
Task 4 will bring together all previous work; baseline
analysis, spatial evaluation, economic insights,
implementation measures, and robust engagement, to
prepare an actionable Strategic Plan (Plan) that reflects the City of Tulare’s priorities for long-term agricultural land conservation. The Plan will synthesize the voices
of partners, stakeholders, agricultural producers, and
technical experts, and articulate a cohesive vision
supported by practical strategies, measurable outcomes, and coordinated roles for implementation. The Strategic Plan will function as both a guiding policy document and a technical roadmap, grounded in data and informed by
stakeholder collaboration.

TASK 4.1 – ENGAGEMENT TO SUPPORT DRAFT

STRATEGIC PLAN DEVELOPMENT
Engagement in Task 4 will focus on validating the SALC
easement opportunity analysis, refining the draft Strategic Plan, and ensuring the Plan reflects the perspectives of agricultural producers, partner agencies, and technical experts. Activities during this phase will be coordinated closely with the release of the Administrative Draft,
Screencheck Draft, and Public Review Draft, and will
support iterative refinement of the Strategic Plan before finalization. Engagement under Task 4 will include the
following components:
[ Technical Advisory Group Meetings
Two TAG meetings will be conducted during
Task 4 to support refinement of the SALC
easement opportunities and development of the
Draft Strategic Plan. The first TAG meeting will
focus on reviewing the draft SALC easement
opportunity maps, prioritization criteria, and the
preliminary prioritization matrix. TAG members

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30 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
will evaluate spatial patterns of agricultural
vulnerability and opportunity, the integration of
SGMA-related groundwater constraints, relevant
economic indicators, consistency with County
and regional planning documents, and the overall
defensibility of the prioritization criteria. Feedback
from this meeting will be incorporated into the
Administrative Draft Strategic Plan and used to
refine the prioritization matrix and supporting
narrative.

The second TAG meeting will occur after
City review of the Administrative Draft and
will focus on the Screencheck Draft Strategic
Plan. This meeting will provide structured
feedback on the draft goals and objectives,
implementation measures and timelines, updated
maps and graphics, easement opportunity
recommendations, and the proposed metrics
and evaluation indicators. This second meeting
ensures the Strategic Plan is technically
sound, regionally aligned, and ready for public
distribution.
[ Producer and Landowner Workshop – Review
of Draft Strategic Plan
The RICK Team will facilitate a workshop with
agricultural producers and landowners during
the Public Review Draft stage. This session
will present key components of the draft plan,
including:
• SALC easement opportunity maps.
• Prioritization criteria and matrix.
• Draft implementation measures.
• Proposed timelines and responsible entities.
• Producers and landowners will have the
opportunity to validate operational feasibility,
identify potential barriers, and suggest
refinements to improve long-term success.

Their input will be incorporated before the
Final Strategic Plan is prepared.
[ Partner Agency Coordination Meetings
The RICK Team will conduct up to two partner
agency coordination meetings during Task 4 with
Tulare County, GSAs, irrigation districts, tribal
governments, and conservation partners. These
meetings will:
• Review the Public Review Draft.
• Validate consistency with SGMA plans,
County land use policies, and groundwater
recharge priorities.
• Identify opportunities for joint projects or
future SALC funding.
• Ensure alignment before City Council
adoption.

These meetings strengthen cross-jurisdictional
coordination and support long-term
implementation readiness.
[ Outreach Summary and Technical Insights
Report
To conclude the engagement program, the RICK
Team will prepare a comprehensive Outreach
Summary and Technical Insights Report
documenting all engagement activities conducted
throughout the project. The report will identify
recurring themes, areas of consensus, points
of divergence, and key insights influencing the
prioritization framework, implementation matrix,
and final recommendations. This summary will
accompany the Final Strategic Plan and provide a
clear record of how community and partner input
informed the document.

TASK 4.2 – SALC EASEMENT OPPORTUNITIES
Utilizing the mapping analysis completed during
Task 1, we will identify and prioritize SALC easement
opportunities within and around the City of Tulare.

This effort will catalog key agricultural areas, evaluate threats to agricultural sustainability, and develop a set of prioritization criteria tailored to Tulare’s unique water, economic, and land use conditions.

This work will incorporate groundwater sustainability
constraints under SGMA, economic insights from
the baseline analysis (including per-acre economic
contributions and multiplier effects), existing land use and conservation data, and priorities identified through stakeholder engagement. As a part of this work, the RICK Team will identify potential funding sources to support conservation easement acquisition. The output will
include:
• Maps of high-priority agricultural lands.
• SALC easement prioritization criteria.
• A prioritization matrix linking spatial, economic, and

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31 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
water-related factors.
• A written summary of recommended easement
opportunities and rationale.
• A summary of potential funding sources and
grant programs available to support easement
implementation.

This effort will inform future conservation decisions,
support alignment with City and County planning
documents, including the Rural Valley Lands Plan, and
provide a technical foundation for pursuing future SALC agricultural conservation easements.

TASK 4.3 – ADMINISTRATIVE DRAFT

STRATEGIC PLAN
The RICK Team will prepare an Administrative Draft
Strategic Plan that integrates all technical findings,
stakeholder input, goals and objectives, metrics,
implementation measures, and SALC easement
prioritization recommendations. The Administrative
Draft will be an internal working document for City staff, providing a complete narrative structure, graphics,
maps, and preliminary actions. This version will be
used to confirm accuracy, reflect priorities, and identify any refinements needed prior to stakeholder or partner
review.

TASK 4.4 – SCREENCHECK DRAFT STRATEGIC
PLAN
Based on City feedback on the Administrative Draft,
the RICK Team will prepare a Screencheck Draft
Strategic Plan for review by City leadership, project
partners, and advisory groups. This version will include updated text, revised graphics and maps, refined
implementation measures, and a clearly presented set of recommendations. The Screencheck Draft ensures that
diverse perspectives are incorporated before finalization and provides an opportunity to validate feasibility,
alignment, and community priorities.

TASK 4.5 – PUBLIC REVIEW DRAFT STRATEGIC
PLAN
The RICK Team will prepare a Public Review Draft
Strategic Plan that incorporates revisions from the
Screencheck Draft and is formatted for public distribution to project partners, advisory groups, agricultural
stakeholders, and the broader community. This version
will include finalized narrative sections, updated maps, refined implementation measures, and the full set of
easement opportunity recommendations. This version
will serve as the basis for the final round of input prior to preparation of the Final Strategic Plan.

TASK 4.6 – FINAL STRATEGIC PLAN
Following review of the Public Review Draft, the RICK
Team will prepare the Final Strategic Plan, incorporating all revisions. The Final Plan will serve as a complete and polished document ready for public release and longterm implementation. It will include final maps, goals and objectives, prioritization criteria, the implementation matrix, SALC easement recommendations, and all
supporting data and graphics. The Final Strategic
Plan will provide the City with a clear, actionable, and community-supported roadmap for preserving Tulare’s
agricultural lands and strengthening long-term resilience.

If additional iterations of the Strategic Plan are requested beyond those identified in this scope, or if the City elects to pursue a significant change in direction following
the Administrative Draft, such work would fall outside
the assumptions of this proposal and would require a
contract amendment.

Task 4 Deliverables:
[ SALC easement prioritization criteria and technical
summary
[ Administrative Draft Strategic Plan
[ Screencheck Draft Strategic Plan
[ Public Review Draft Strategic Plan
[ Final Strategic Plan
TASK 5: FINAL STRATEGIC PLAN

ADOPTION & NEXT STEPS
Task 5 finalizes the Strategic Plan and prepares it for adoption by the City of Tulare City Council. This phase includes presenting the plan to stakeholders and partner agencies, supporting public hearings, incorporating any final revisions, and developing a clear set of next-step opportunities to help the City begin implementing the
Plan. This task ensures the Strategic Plan moves from
draft to action, with defined roles, committed partners, and potential pilot projects positioned for future funding applications, including SALC and California Climate
Investments.

TASK 5.1 – FINAL STAKEHOLDER

PRESENTATIONS
The RICK Team will present the Public Review Draft
and subsequent Final Strategic Plan to key project
stakeholders, advisory groups, partner agencies, and
community representatives. Presentations will summarize

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32 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832
the plan’s goals, easement opportunities, implementation measures, and economic and groundwater insights.

This stage allows partners, including GSAs, the County, agricultural organizations, tribal representatives,
conservation groups, and other agencies, to review the
plan, offer final feedback, and formally acknowledge
their roles in implementation. Opportunities will also be provided for partner agencies to issue adoption letters, resolutions, or statements of support.

This scope assumes the preparation and executive of
up to five (5) virtual presentations and two (2) in-person presentations as needed.

TASK 5.2 – PUBLIC HEARINGS AND

ADOPTIONS
The RICK Team will support the City through the public
hearing and adoption process, including preparation
of presentation materials, attendance at hearings, and
incorporation of final comments into the Strategic Plan.

This includes supporting staff in presenting the plan to the City Council, responding to questions, and revising content as directed. The Final Strategic Plan will be
updated, formatted, and delivered as an adoption-ready
document. Additional opportunities for presentations to partner boards, committees, or councils will be made
available to support broader regional alignment and
commitment to implementation.

The budget assumes two (2) in-person presentations and
two (2) virtual presentations.

TASK 5.3 – OPPORTUNITY IDENTIFICATION
To ensure the Strategic Plan is immediately actionable, the RICK Team will prepare a Next Steps and
Opportunity Identification section outlining clear
pathways for early implementation. This will include:
• Identification of priority agricultural lands suitable for conservation easements or long-term
protection.
• Opportunities for land acquisition or conservation
banking, including potential mitigation bank
concepts.
• Recommendations for open space and habitat
conservation projects.
• Water and groundwater recharge project concepts
aligned with SGMA and regional sustainability
goals.
• Programs and initiatives to support beginning
farmers, veterans, and socially disadvantaged
producers.
• Interpretive and cultural partnership opportunities,
including tribal-led or tribally informed projects.
• Potential pilot projects with defined roles,
responsible organizations, and anticipated resource
needs.
• Identification of priority projects suitable for
future SALC, CCI, and other state-level funding
applications.

This task ensures the Strategic Plan not only establishes a long-term vision, but also provides a clear pipeline
of projects with strong partnership commitments,
positioning the City of Tulare for competitive funding, effective implementation, and measurable results.

Task 5 Deliverables:
[ Final Strategic Plan Presentations and Materials
for Various Groups
[ Opportunity Identification Memorandum (Draft and
Final)
[ (4) Adoption Hearing Presentations and Materials

7.5 Consent 23 of 33
EXHIBIT “B”
Schedule of Fees for Professional Services

7.5 Consent 24 of 33
35 City of Tulare | Sustainable Agricultural Lands Conservation (SALC) Strategic Plan | RFP No. 26-832

9. Project Costs

PROPOSED FEE SCHEDULE
City of Tulare - SALC Strategic Plan

RICK PLANNING AND DESIGN
Brooke
Peterson
Sydney
Rankmore
Greg
Mattson
Juan
Alberto
Bonilla
Mario
Terrazas
Natalie
Trane
Sophia
Johnson
Sarah
Woolsey
Role:

Principal-InChargeProject
Manager
Strategic
Advisor
Land Use
Planner GIS Manager GIS Analyst Environmental Planner
Grant
Specialist
Task Description Hourly Rate: $305 $165 $200 $165 $220 $165 $145 $185

1.0 1.1 Project Management 12 100 18 18 8 28 184 $32,440 $3,000 $35,470

1.2 Kick-Off Meeting 18 22 4 2 2 2 50 $10,840 $1,000 $11,850

1.3 Finalize Project Partner Roles 4 18 22 $4,190 $4,190

1.4 Data Collection, Technical Review, and Baseline Mapping 4 18 24 10 80 12 148 $25,290 $25,290

1.5 Early Community Input and Project Partner Conversations 20 80 72 12 184 $33,160 $33,160

1.6 Economic Impact Assessment 8 18 2 12 40 $7,790 $39,200 $47,382 628 $113,710 $43,200 $105,832

2.0 Drafting Strategic Goals & Objectives

2.1 Best Practice Research 2 12 8 8 48 12 90 $15,170 $15,170

2.2 Engagement to Support Goal Development 12 48 72 12 144 $25,440 $25,440

2.3 Draft Goals and Objectives 2 24 48 74 $12,490 $12,490 308 $53,100 $0 $53,100

3.0 3.1 Implementation Matrix 12 40 8 70 8 138 $24,570 $24,570

3.2 Engagement to Support Implementation Measures 8 24 48 80 $14,320 $14,320 218 $38,890 $0 $38,890

4.0 4.1 Engagement to Support Draft Strategic Plan Develoopment 18 48 62 128 $23,640 $23,640

4.2 SALC Easement Opportunities 18 50 4 84 8 64 22 250 $43,910 $43,910

4.3 Administrative Draft Strategic Plan 18 60 4 100 8 48 12 250 $44,110 $44,110

4.4 Screencheck Draft Strategic Plan 12 42 60 24 8 146 $25,610 $25,610

4.5 Public Review Draft Strategic Plan 4 24 48 12 88 $15,080 $15,080

4.6 Final Strategic Plan 2 12 24 8 46 $7,870 $7,870
908 $160,220 $0 $160,220

5.0 5.1 Final Stakeholder Presentations 24 48 2 12 8 94 $18,940 $18,940

5.2 Public Hearings and Adoption 24 48 12 84 $17,220 $17,220

5.3 Opportunity Identification 2 24 48 74 $12,490 $12,490 252 $48,650 $0 $48,650
Labor Dollars Total $68,320 $125,400 $5,600 $136,290 $6,160 $55,440 $12,180 $5,180 $414,570 $43,200 $458,202 RICK Reimbusable Expenses (Travel, Printing, Mileage) $4,000 GRAND TOTAL $462,202
RICK
Hours
RICK
Labor Total
Adoption & Next Steps
Task 8 Subtotal
Total Task Budget
Ag Impact
Associates
Project Management
Task 4 Subtotal
Draft Strategic Plan Document/s
Task 7 Subtotal
Task 5 Subtotal
Metric, Timelines, and Implementation Measures
Task 6 Subtotal
The following Cost Proposal presents a clear, task-based breakdown of all anticipated expenses associated with the work outlined in this RFP. It provides detailed labor rates and identifies all direct and indirect costs for each task, ensuring full transparency and an accurate understanding of the total project cost.

7.5 Consent 25 of 33
EXHIBIT “C”
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Re: Sustainable Agricultural Lands Conservation (SALC) Strategic Plan. Additional Insured coverage applies to General Liability for The City of Tulare, its officers, agents, employees, representatives and volunteers per policy form. Primary coverage applies to General Liability and Automobile Liability per policy form. Excess/Umbrella policy follows form over underlying policies: General Liability, Auto Liability & Employers Liability (additional insured and waiver of subrogation apply when afforded on underlying policies). Professional Liability - Claims made form, defense costs included within limit. If the insurance company elects to cancel or non-renew coverage for any reason other than nonpayment of premium they will provide 30 days notice of such cancellation or nonrenewal.

City of Tulare
411 East Kern Ave.

Tulare CA 93274-4257

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Staff Report
Meeting: City Council
Date: May 19, 2026
Department: Community Development - Planning
Submitted by: Thomas W. Gaffery IV, Assistant City Manager Agenda Title: Inyo Corridor Streetscape, Placemaking, and Revitalization Project

RECOMMENDED ACTION
Approve a Professional Services Agreement with Zack Urban Solutions, Inc. (ZUS) in an amount not to exceed $198,000, subject to minor or clarifying changes approved by both the City Attorney and the City Manager; and authorize the City Manager or designee to approve contract change orders in an amount not to exceed 10% ($19,800).

SUMMARY
In March 2026, staff released a Request for Qualifications for the Inyo Avenue (SR-137) Corridor Streetscape, Placemaking, and Revitalization Project. Six responses were received. A review panel consisting of the Assistant City Manager, Executive Director of Economic Development, Community Development Director, and Principal Planner was convened. Three firms were invited to participate in virtual interviews. Two of those firms were invited to provide cost proposals and submit additional information requested by staff. Based on the results of this selection process, staff recommend ZUS.

The project will include a community engagement process that is inclusive, accessible, and meets residents where they are. The engagement will prioritize relationship-building and meaningful participation over one-time meetings. ZUS will ensure specific engagement strategies for renters, youth, historically underrepresented communities, non-English speaking communities, and other hard-to-reach stakeholders. The contracted scope includes $73,000 in optional tasks. As staff and ZUS proceed with the project, these tasks may be authorized based on how the community engagement and fieldwork is progressing. This project is anticipated to take twelve months to complete. The final product will be a report, an easy-to-understand public-facing summary document, and a presentation to City Council.

FISCAL IMPACT & FUNDING SOURCES
Funding for this project was included in the Fiscal Year 2025-26 Budget.

ENVIRONMENTAL REVIEW
Pursuant to the California Environmental Quality Act (CEQA), an agency must complete environmental review prior to committing itself to a definite course of action regarding a proposed project (CEQA Guidelines Section 15352). Environmental review must occur as early as feasible in the planning process to enable environmental considerations to influence project program and design, yet late enough to provide meaningful information for environmental assessment (CEQA Guidelines Section 15004(b)).

At this time, the City Council is not taking any action that would constitute approval of a Project.

Item #: 7.6
Consent
The City Council retains full discretion either to approve or disapprove the project. The appropriation of funds for further study is therefore exempt from environmental review pursuant to CEQA Guidelines, Section 15262 (feasibility and planning studies for possible future actions that have not been approved, adopted, or funded), as well as the general rule that CEQA only applies to “projects” that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA (CEQA Guidelines, Section 15061(b)(3)).

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

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

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

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Professional Services Agreement & Exhibits
Reviewed/Approved:

Page 1 of 10 ends

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CITY OF TULARE

PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement ("Agreement") is entered into as of May 19, 2026 between the City of Tulare, a California charter city ("City") and Zack Urban Solutions, Inc. a California corporation ("Consultant"), with respect to the following recitals, which are a substantive part of this Agreement.

RECITALS
A. The City of Tulare desires to obtain services for Inyo Avenue Streetscape, Placemaking, and Revitalization Project ("Services") more fully described in Exhibit A, which is attached hereto and incorporated by reference.

B. Consultant is engaged in the business of furnishing Services and hereby represents they are qualified, experienced, and capable of performing Services, and possesses any required licenses, certifications, security/bonding, and/or training necessary to perform Services.

C. The City of Tulare desires to retain Consultant, and Consultant desires to provide City with Services, on the terms and conditions set forth in this Agreement.

NOW, THEREFORE, in consideration of the promises and mutual agreements herein, City and Consultant agree as follows:

1. Scope of Services. Consultant shall perform Services described in the Recitals and detailed in Exhibit A. Changes in the scope of Services, including the work performed and/or deliverables produced, shall be made in writing and particularly describe the changes in Services, including payment/costs and schedule/term, as applicable.

2. Priority and Conflicts; Exclusions. If the terms and requirements of this Agreement conflict with Exhibit A, this Agreement shall control. No contractual terms and/or conditions found in Exhibit A shall purport to waive, disclaim, or limit Consultant’s liability, indemnification obligations, warranties, damages for breach or delay, or any security, bonding, or insurance requirements, and any such provisions shall have no force or effect with respect to this Agreement and Services performed by Consultant.

3. Term of Agreement; Commencement of Services; Schedule. Consultant shall begin performing Services upon notice from City on or after the Effective Date, unless otherwise instructed by the City, and continue with Services until June 30, 2027 (“Completion Date”). This Agreement may be terminated prior to the Completion Date pursuant to Section 14 herein.

4. Payment for Services. As sole compensation for the performance of Services, City hereby agrees to pay Consultant monthly for services rendered to City pursuant to this Agreement on a time and materials basis according to the rates of compensation as set forth in Exhibit A. The total amount paid by the City to Consultant for Services shall not exceed one hundred ninety-eight thousand dollars ($198,000). The foregoing is inclusive of all labor, equipment, materials, costs

Page 2 of 10 ends

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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 itsservices and costsfor 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.

8. Power to Act on Behalf of the City. Consultant is not acting as an agent of City and shall

Page 3 of 10 ends

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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

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applicants for employment. Consultant shall ensure any subcontractors are bound to this provision.

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:

ZACK URBAN SOLUTIONS, INC. CITY OF TULARE

Daniel Zack, 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

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Exhibit A
Request for Proposals
ZUS Response
ZUS Work Plan, Cost Proposal, and Schedule

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REQUEST FOR QUALIFICATIONS
Inyo Avenue (SR-137) Corridor Streetscape,
Placemaking, and Revitalization
#26-846
Date Issued: March 12, 2026
Due: April 16, 2026, 2:00 p.m.

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Table of Contents
I. INVITATION................................................................................................................ 3 II. BACKGROUND OF THE CITY................................................................................... 3 III. SCOPE OF SERVICES .............................................................................................. 3 A. The Ideal Firm...................................................................................................... 3 B. Project Purpose.................................................................................................... 3 C. Understanding the Inyo Avenue Corridor .............................................................. 4 D. Project Plan and Scope........................................................................................ 4 E. Professional Services Agreement ........................................................................ 5 IV. STATEMENT OF QUALIFICATIONS REQUIREMENTS............................................ 5 V. EVALUATION CRITERIA & SELECTION PROCESS................................................. 6 A. Evaluation Criteria ................................................................................................ 6 B. Selection Process................................................................................................. 7 C. Tentative Schedule............................................................................................... 7 D. Examination of Solicitation.................................................................................... 7 VI. OTHER STATEMENT OF QUALIFICATIONS INFORMATION .................................. 7 A. Reservations......................................................................................................... 7 B. Variations in Scope of Work ................................................................................. 7 C. Preparation Costs ................................................................................................ 7 D. Applicable Laws.................................................................................................... 8 E. Non-Conforming Terms & Conditions................................................................... 8 F. California Public Records Act ............................................................................... 8 G. Requests for Information...................................................................................... 8 Exhibit A – Professional Services Agreement ................................................................... 8 Exhibit B – October 21, 2025 City Council Workshop ....................................................... 8 Exhibit C – West Tulare Evaluation of Site Opportunities (07.23.25) ................................ 8

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I. INVITATION
The City of Tulare (“City”) is seeking firms to provide urban planning services for the Inyo Avenue Corridor Streetscape, Placemaking, and Revitalization project.

Firms shall submit a Statement of Qualifications (SOQ) without hourly rates or a cost/fee proposal. These shall be submitted electronically only via portable document format (PDF) to Bid Net Direct. Late submissions will not be accepted.

II. BACKGROUND OF THE CITY
Incorporated on April 5, 1888, Tulare, California, is in the San Joaquin Valley region of California, approximately forty-five miles south of Fresno and sixty miles north of Bakersfield.

It has a population of approximately 71,000 residents.

The City operates under the council-manager form of government. Its five-member council includes four members, elected by district, for four-year staggered terms on a non-partisan basis, and a mayor who is selected by the City Council for a two-year term. The Council appoints the City Attorney and the City Manager, who is responsible for day-to-day administration of the City under the policy direction of the Council.

III. SCOPE OF SERVICES
A. The Ideal Firm
The City seeks a firm with experience in urban planning, streetscape design, placemaking, community engagement, economic development, and neighborhood revitalization to conduct the Inyo Avenue Corridor Streetscape, Placemaking, and Revitalization project. A skilled firm will have experience in creating a neighborhood identity, experience in creating contextsensitive redevelopment scenarios that respect adjacent residential areas and environmental constraints, and experience in managing roles in the public and private realm to create cohesive strategies.

B. Project Purpose
The purpose of this RFQ is to identify a team capable of working in a historically disinvested and underrepresented areas of the City to support community and market driven planning, identify redevelopment opportunities, and position targeted sites for future public and private investment.

This effort is intended to do more than produce plans. The selected firm must be able to build trust with residents and stakeholders, support neighborhood activation, and develop practical, investment-ready strategies that align community priorities with market realities. The resulting work will inform the City’s strategy, guide future funding decisions, and support implementation efforts.

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C. Understanding the Inyo Avenue Corridor
The project area is Inyo Avenue from the Union Pacific Railroad to the western City limits (just east of Soults Drive). The entire length of the project area is designated as State Route 137 and managed and maintained by Caltrans. The consultant shall also consider alleys and side streets, to the extent these are relevant to the corridor revitalization.

The current conditions include a variety of parcel sizes with a mix of vacant lots and active residential, commercial, and industrial uses along the corridor. Many parcels have minimal buffering from the street. There is a wide right-of-way, but narrow sidewalks with little shade.

The pedestrian and bicyclist is not comfortable or inviting. On-street parking is varied and unclear. There are a large number of curb cuts for vehicle ingress and egress, and alleys are under-utilized. There is an incomplete mix of business uses needed to serve a neighborhood, and over-saturation of some uses. Code enforcement and property upkeep should also be addressed.

D. Project Plan and Scope
Firms shall provide a project plan that addresses, at a minimum:

Task 1: Project Initiation and Coordination
• Project kickoff with City staff
• Identify and engage with key stakeholders outside the City organization • Develop a detailed workplan, schedule, and communication protocol Deliverables
• Final project workplan and schedule
• Stakeholder coordination and communication plan
Task 2: Community Engagement and Neighborhood Activation • Design and lead an engagement process that is inclusive, accessible, and appropriate for the project area. Engagement should prioritize relationship-building and meaningful participation over one-time meetings.
• Activities may include community meetings, workshops, and small-group discussions; targeted outreach to residents, businesses, and property owners; specific engagement strategies should be identified for renters, youth, historically underrepresented communities, non-English speaking communities, and other hard-to-reach stakeholders; and creative or on-the-ground engagement methods.

Deliverables
• Summary of engagement activities and participation
• Documentation of community priorities, concerns, and aspirations • Summary of neighborhood activation concepts or pilot efforts (if applicable) Task 3: Existing Conditions and Opportunity Analysis
The firm will conduct a focused analysis to inform the redevelopment strategy. This should include land use, zoning, and ownership patterns; infrastructure, transportation, and public realm conditions; and a review of relevant plans, policies, and prior studies.

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Deliverables
• Documentation of baseline conditions
• Identification of key challenges and redevelopment opportunities • Maps and graphics suitable for public and stakeholder use Task 4: Visioning and Redevelopment Framework
• Develop a clear and actionable framework that reflects neighborhood priorities and supports equitable growth.
• This framework may include: guiding principles; priority sites, corridors, or focus areas; land use and development concepts; public realm, placemaking, wayfinding, public art, and connectivity strategies; considerations for small businesses; and housing and workforce needs.

Deliverables
• Community-supported vision and guiding principles
• Redevelopment framework, priorities, and concept illustrations Task 5: Implementation and Investment Strategy
• Identify phasing and sequencing strategies.
• Identify potential funding and financing tools.
• Define roles and responsibilities for the City and partner organizations. • Recommend short-term actions and longer-term implementation strategies. • Recommended metrics for tracking progress and outcomes.

Deliverable
• Implementation action plan and matrix
Final Deliverables
• Final document
• Public-facing summary document
• Presentations to City Council
E. Professional Services Agreement
A draft Professional Services Agreement (“Agreement”) with insurance requirements is shown as Exhibit A. In submitting a SOQ, firm certifies it takes no exceptions to the RFQ and will accept the terms and conditions of the Agreement. If any exceptions are taken, such exceptions must be clearly noted in the SOQ and may be reason for rejection. As such, firm is directed to carefully review the sample Agreement.

IV. STATEMENT OF QUALIFICATIONS REQUIREMENTS
The SOQ should demonstrate the qualifications of the firm and of the staff to be assigned to perform the work. The SOQ shall be clear, accurate, and comprehensive. Excessive or irrelevant materials will not be favorably received.

Cover Letter. A cover letter summarizing the key points of the SOQ in a clear and concise manner shall be signed by an individual in the authorized to negotiate terms, render binding decisions, and commit resources. The letter shall state the firm has read and will comply with all terms and conditions of the RFQ and summarize the understanding of the work to be done and ability to perform it. It must also include a statement indicating the SOQ shall remain valid

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for a period of not less than ninety (90) days from the date of submittal, the firm’s 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.

Personnel. Names, qualifications, proposed roles, office location(s), and availability of the principal personnel who would be assigned to perform the services. The primary person(s) who would be responsible for managing the relationship with the City.

Subconsultants. If any part of the work described in the SOQ is to be provided by subconsultants provide a description of each subcontractor’s role, previous joint ventures with the subcontractor, and their experience.

Organizational Chart. Provide an organizational chart for the project team.

References. Provide a minimum of three (3) client references. References should be California cities or other public sector entities with similar engagements. Provide the designated person's name, title, telephone number, email address, the project that was completed under their direction, and the dollar value of that contract.

Contract Terminations. If your organization has had a contract terminated in the last five (5) years, describe such incident. Termination for default is defined as notice to stop performance due to the vendor’s non-performance or poor performance and the issue of performance was either (a) not litigated due to inaction on the part of the vendor, or (b) litigated and such litigation determined that the vendor was in default. Submit full details of the terms for default including the other party’s name, address, and phone number. Present the vendor’s position on the matter. The City will evaluate the facts and may, at its sole discretion, reject the SOQ on the grounds of the experience.

If the organization has not experienced any such termination for default or early termination in the past five (5) years, so indicate.

Firms, their principals, or subcontractors may not be presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any regulatory agency
Conflict of Interest Disclosure. The firm must disclose any finder’s fees, fee splitting, payments to subconsultants, or other contractual arrangements of the firm which constitute a real or perceived conflict of interest.

Deviations from the RFQ. Explanation must be provided for proposed deviation from any requirement specified in this RFQ.

V. EVALUATION CRITERIA & SELECTION PROCESS
A. Evaluation Criteria
Firms will be evaluated on a combination of responsiveness, organization, the clarity of their SOQ, and the following criteria: experience with similar engagements, qualifications and relevant experience of proposed assigned personnel, demonstrated understanding of the City’s desired scope of work, cost proposal, and responses of references.

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B. Selection Process
Staff will evaluate SOQs and select the most qualified firms for further review and consideration.

Interviews (virtual and/or in-person) may be scheduled. Based upon the outcome(s) of the evaluation and/or interviews, a recommendation will be submitted to the City Council for consideration.

C. Tentative Schedule
RFQ Issued March 12, 2026
Cutoff for RFIs April 2, 2026, 2:00 p.m.

Submission Deadline April 9, 2026, 2:00 p.m.

Interviews Week of April 20, 2026
City Council Consideration May 5, 2026
D. Examination of Solicitation
The respondent understands that the information provided herein is intended solely to assist the respondent in submittal preparation. To the best of the City’s knowledge, the information provided is accurate. However, the City does not warrant such accuracy, and any errors or omissions subsequently determined will not be construed as a basis for invalidating this solicitation. Further, by submitting a response to this solicitation, the respondent represents they have thoroughly examined and become familiar with the work required in the solicitation and can perform quality work and to achieve the objectives of the City.

VI. OTHER STATEMENT OF QUALIFICATIONS INFORMATION
A. Reservations
Issuance of this RFQ does not commit the City to award an agreement or to procure an agreement for services. The City reserves the right to amend this RFQ. The City reserves the right to postpone or cancel, for any or no reason, in part or in its entirety, this RFQ. The City reserves the right to reject any or all SOQs or any portion of any SOQ received in response to this RFQ without cause or liability or to waive any irregularities or informalities in the SOQs or evaluation process. The City is not obliged to accept any SOQ or to negotiate with any respondent. Execution of an agreement is dependent upon the negotiation of a mutually acceptable agreement with the successful respondent.

B. Variations in Scope of Work
The City may materially change the scope of work of this RFQ. Such changes may include additions, deletions, or other revisions within the general scope. No material changes or adjustments shall be made without a written amendment to this RFQ.

C. Preparation Costs
The City will not compensate for the cost of preparing any SOQ, and all materials submitted shall become the property of the City. The City will retain all SOQs submitted and may use any idea, regardless of whether that SOQ is selected.

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D. Applicable Laws
Any litigation related to this RFQ shall be brought in the State of California, with a venue of the Tulare County Superior Courts.

E. Non-Conforming Terms & Conditions
Any SOQ that includes terms and conditions that do not conform to the terms and conditions of this RFQ or Agreement may be subject to rejection as non-responsive. The City reserves the right to permit the respondent to withdraw non-conforming terms and conditions from its SOQ prior to action by the City to award an agreement.

F. California Public Records Act
Documents received by the City may be subject to the California Public Records Act, and as such, may therefore be subject to public disclosure unless otherwise exempt under the Act.

G. Requests for Information
All questions regarding this RFQ shall be submitted via Bid Net Direct.

All interpretations and any supplemental instructions will be sent to all firms. All addenda issued shall become part of the contract documents. Under no circumstances may any other department or individual be contacted for clarification or interpretation of any requirements herein. Any oral statements made that materially change any portion of this RFQ are not valid unless subsequently ratified by a formal written amendment to this RFQ.

Exhibit A – Professional Services Agreement
Exhibit B – October 21, 2025 City Council Workshop
Exhibit C – West Tulare Evaluation of Site Opportunities (07.23.25)

IN RESPONSE TO
RFQ #26-846

SUBMITTED BY
Daniel Zack, CNU-A
President, Zack Urban Solutions, Inc.
[email protected]
559.494.4923
www.zackurban.com
DATE
April 9, 2026

A STATEMENT OF QUALIFICATIONS FOR
INYO AVENUE (SR-137)

STREESCAPE, PLACEMAKING,

AND REVITALIZATION

April 9, 2026
City of Tulare
411 E. Kern Avenue
Tulare, CA 93274
SUBJECT: Statement of Qualifications for Inyo Avenue (SR-137) Corridor Streetscape, Placemaking, and Revitalization Project (#26-846)
Dear Selection Committee,
Zack Urban Solutions, Inc. (ZUS) is pleased to submit this Statement of Qualifications for the Inyo Avenue Corridor Streetscape, Placemaking, and Revitalization Project. We have assembled a focused, multidisciplinary team that combines urban planning and implementation expertise, multimodal transportation planning, economic analysis, and community-centered strategy to deliver a practical, investment-ready vision for the corridor.

The City’s draft Active Transportation Plan (ATP) provides a strong foundation for this effort, identifying key challenges along corridors such as Inyo Avenue, including gaps in pedestrian and bicycle infrastructure, safety concerns, and the need to better serve historically underserved neighborhoods. Our team will not duplicate this work. Instead, we will build directly upon the ATP and other recent planning efforts to translate citywide priorities into a corridor-specific strategy grounded in implementation.

ZUS will serve as the prime consultant, leading project management, land use planning, redevelopment strategy, and implementation guidance. With nearly three decades of experience in local government and urban planning, including leadership roles overseeing planning, zoning, downtown revitalization, and housing policy, ZUS brings a strong understanding of how to move from planning to real-world outcomes.

VRPA Technologies, Inc. will provide multimodal transportation planning, corridor analysis, and engineering support. Their team will also lead the conventional public outreach process, including workshops, surveys, and stakeholder engagement activities, ensuring broad and accessible participation. 1 Economic & Planning Systems, Inc. (EPS) will provide economic analysis and market insight to inform redevelopment strategies, feasibility considerations, and implementation pathways. EPS brings direct experience in Tulare, including recent work on the Downtown Master Plan and West Tulare market analysis, ensuring that recommendations are grounded in local market conditions and investment realities.

Urban Advising Collective (UAC) will complement this effort by focusing on targeted outreach and relationship-building within disadvantaged communities and among key community-based organizations. Drawing on their experience leading communitycentered initiatives, including work in Fresno’s Chinatown, they will help ensure that engagement is inclusive, trusted, and reflective of community priorities. In addition, UAC will support visioning and redevelopment framework efforts, including development of community-supported guiding principles, placemaking strategies, and connections to local and regional partners. UAC will also help shape implementation strategies that reflect community priorities and support long-term revitalization.

Together, this team is structured to deliver on the full intent of the project—integrating transportation, land use, and economic considerations into a cohesive corridor strategy that can be implemented over time. We understand that Inyo Avenue presents both challenges and opportunities, including inconsistent public realm conditions, underutilized properties, and safety concerns. At the same time, its role as a key eastwest corridor—and current traffic volumes well below capacity—provide meaningful flexibility to rethink how the corridor functions and serves the community.

ZUS and its partners are committed to delivering a process and a product that are clear, grounded, and actionable. We value collaboration with City staff and stakeholders and bring a pragmatic, solutions-oriented mindset to every project.

Thank you for the opportunity to submit our qualifications. We would welcome the opportunity to partner with the City of Tulare on this important initiative.

Sincerely,
Daniel Zack, CNU-A
President, Zack Urban Solutions, Inc.
2 SECTION 1

PRIME FIRM PERSONNEL
Zack Urban Solutions, Inc. (ZUS) is a Fresno-based urban planning and development consultancy specializing in
corridor revitalization, implementation strategy, and
practical urban design solutions. Founded in 2022 by Dan Zack, the firm brings nearly three decades of experience delivering effective planning outcomes in communities across California. ZUS is focused on bridging the gap between planning and execution—translating policy direction, community input, and technical analysis into strategies that can be implemented within real-world constraints.

ZUS has significant experience with corridor planning that requires a coordinated approach which integrates transportation improvements with land use, economic development, and public realm design. The firm’s work emphasizes downtown, neighborhood, and corridor transformations, helping communities align mobility investments with redevelopment potential, site conditions, and long-term economic viability. ZUS develops clear, phased strategies that reflect how projects are actually funded, approved, and built, ensuring that recommendations are both actionable and durable.

The firm takes a pragmatic, context-sensitive approach, producing work that is grounded in local conditions and responsive to community priorities. ZUS has extensive experience modernizing zoning and development standards, identifying opportunity sites, and shaping implementation frameworks that support reinvestment while maintaining neighborhood character. This approach is particularly relevant in corridors where public infrastructure, private property conditions, and market factors must be addressed together.

ZUS operates as a boutique consultancy led directly by its principal, ensuring consistent senior-level involvement and accountability. Dan Zack has 29 years of experience in urban planning and development, including 23 years in local government leadership roles in Fresno and Redwood City. His work has included leading downtown revitalization efforts, implementing major zoning reforms, and advancing projects that have resulted in substantial private investment and community transformation. ZUS brings a strong understanding of how to move from planning to implementation to every project, translating vision into measurable, on-the-ground results. ZUS is a certified Small Business (Micro) by the California Department of General Services. 3 dan zack, cnu-a
president, principal planner
Dan Zack is a planning and development consultant based in Fresno, CA. Through his firm, Zack Urban Solutions, Inc. (ZUS), he helps cities, non-profits, and developers make great places by creating implementable plans, modernizing zoning, managing parking systems effectively, and designing projects that strengthen neighborhoods while remaining financially feasible. Prior to founding ZUS, Dan spent 23 years in local government leading general plan updates, zoning reform, and downtown revitalization efforts. As Assistant Director of Planning and Development for the City of Fresno, he oversaw longrange planning, current planning, historic preservation, downtown revitalization, and parking management for California’s fifth-largest city.

Earlier, as Downtown Development Project Manager for Redwood City, he helped transform a stagnant district into one of Silicon Valley’s most active downtowns by attracting over 2,500 new homes and pioneering one of the nation’s first performance-based parking programs. He is driven by a commitment to making cities more walkable, enjoyable, and economically resilient through practical, design-based solutions.

Zack Urban Solutions, Inc. | President
and Principal Planner, 2022 to present.

City of Fresno | Economic Development Dept.

Assistant Director, 2021-2022.

City of Fresno | Planning & Dev. Dept.

Acting Director, 2020.

City of Fresno | Planning & Dev. Dept.

Assistant Director, 2014 to 2020.

City of Redwood City | Community Dev. Dept.

Downtown Dev. Project Mgr., 2003 to 2014
Fresno Council of Governments |
Planner I, Planner II, 1998 to 2003
Valley Planning Consultants, Inc. |
Planning Technician, 1994 to 1995
experience
key projects
long-range planning
Tower District Specific Plan Update: 2022 to 2026 (City of Fresno) Housing Element Update: 2016 to 2017 (City of Fresno staff) Downtown Neighborhoods Community Plan: 2014 to 2016 (City of Fresno staff) General Plan: 2014 (City of Fresno staff)
General Plan: 2008 to 2010 (City of Redwood City staff) Regional Housing Needs Allocation Plan: 2001 (Fresno COG staff) zoning and form based codes
Mixed-Use Zoning Visualizations: 2022 (City of Fresno)
Citywide Development Code: 2014 to 2016 (City of Fresno staff) Downtown Precise Plan: 2007 to 2011 (City of Redwood City staff) Tower District Design Guidelines: 2001 to 2004 (City of Fresno) parking management
Performance Parking System: 2022 to 2023 (Arlington County, VA) Downtown Parking Modernization Project: 2017 to 2020 (City of Fresno staff) Downtown Parking Management Plan: 2004 to 2009 (City of Redwood City staff) economic development
S2J2 Solar Initiative: 2025 to present (Central Valley Community Foundation) F3 Ag Tech Initiative: 2022 to 2024 (Central Valley Community Foundation) Storefront Improvement Program: 2003 to 2009 (City of Redwood City staff) Congress for the New Urbanism |
2000 to Present (CA chapter president)
American Planning Association |
1998 to Present
professional affiliations
American Planning Association, California
Chapter | Best Comprehensive Plan in a Small
Jurisdiction, 2012
California Public Parking Association |
Parking Program of the Year, 2008
American Planning Association, Northern
California Section | Best Comprehensive Plan
in a Small Jurisdiction, 2007
awards
California State University, Fresno
Bachelor of Arts in Geography, 1997
higher education
infill development
Chinatown Neighborhood REIT: 2024 to present (Emerging Markets Dev. Corp.) The Roos Apartments: 2024 to present (Fresno Housing Authority) Divisadero Commons: 2024 to present (Benjamin Dreicer)
Community Center Expansion: 2024 (Fresno Interdenom. Refugee Ministry) Golden Charter Academy: 2023 to present (Golden Legacy Development) Mixed-Use Redevelopment: 2023 to 2026 (Comm. United Church of Christ) The Palms Apartments: 2022 to 2023 (Stallion Development) https://zackurban.com | [email protected] | 559.494.4923 PO Box 4772, Fresno, CA 93744-4772
44 SECTION 2

SUBCONSULTANTS
VRPA Technologies, Inc. (VRPA), headquartered in
Fresno, offers consulting services throughout California and other Western States. Specialized service areas
include multimodal transportation planning, traffic
engineering analysis, civil engineering and construction management/oversight, public outreach and facilitation, and environmental assessments.

At VRPA, we uniquely combine planning knowledge, engineering expertise, and professionalism with creative thinking, innovative problem-solving, and comprehensive public outreach and facilitation efforts. The result is an extraordinary transportation planning and engineering firm that possesses the expertise and ability to look across disciplinary boundaries for solutions others may overlook. This innovative approach is evident by the breadth of services available to our diverse clientele, which includes both the public and private sectors consisting of State governments, regional agencies, transit operators, counties, and cities, as well as private planning and engineering firms.

Our capabilities in meeting client needs and finishing projects on budget and schedule are demonstrated through the successful completion of projects, including multimodal transportation plans and projects with community and stakeholder input, regional transportation plans with extensive public outreach and technical components, and traffic and environmental impact assessment projects for local cities and counties.

VRPA staff has collectively accumulated over three hundred and thirty (330) years of professional planning and engineering experience. We pride ourselves on a desire to tackle unique projects from an innovative angle. One such specialized experience is our capability to convey technical planning and engineering information in a meaningful way to the general public and stakeholders.

Georgiena M. Vivian, President/Principal, founded the company in 1988 under the name Valley Research and Planning Associates. In 2002, the firm formed a California Corporation and was renamed VRPA Technologies, Inc. (VRPA). We are a certified State Women Business Enterprise (SWBE) by the California Department of Transportation (Caltrans), and a certified State of California Small Business/Microbusiness (SBE) by the California Department of General Services.

5 Georgiena M. Vivian
President
Project Experience
California High-Speed Rail Authority, Design Services for Merced to Madera:
• Managing Public Outreach and Engagement for the project. • Led the prepara;on of the Public Outreach and Communica;on Strategies document.
• Assisted in the development of a property access training program and facilita;on of related training sessions.
• Co-facilitated mul;-county Farm Bureau and Water District status mee;ngs.
• Led informa;onal workshops in Merced, Chowchilla, and Fairmead. • Oversaw the distribu;on of property owners no;cing flyers and workshop no;cing flyers.

Tulare County Association of Governments, Cross Valley Corridor Plan:
• Assisted in the development of tailored access strategies for key stations in the Corridor.
• Responsible for implementing a strategic outreach campaign that reached out to the broader community.
• Facilitated early Plan workshops throughout Tulare and Kings County. • Conducted a series of late study workshops to present vision options including land use, economic, and transportation recommendations.

Fresno Council of Governments, Fresno County Regional Microtransit Feasibility Study:
• Oversaw the development of a bilingual community survey. • Co-facilitated public workshops and par;cipated in pop-up events throughout Fresno County.
• Provided assistance on the Service Alterna;ve Development Memo, Priori;za;on Memo, and Recommenda;ons Report.
• Led the prepara;on of Final Report content related to public outreach ac;vi;es.

City of Fresno, Southern Blackstone Avenue Smart Mobility Plan:
• Managed the corridor and access analysis.
• Led the iden;fica;on of mul;modal transporta;on improvements. • Provided assistance with community outreach ac;vi;es.

California Department of TransportaGon, State Route 99 Comprehensive MulGmodal Corridor Plan:
• Led the prepara;on of engagement ac;vity materials, including flyers, brochures, PowerPoint slides, and maps.
• Oversaw the development of informa;onal project videos in both English and Spanish.
• Co-facilitated two (2) series of eight (8) regional workshops held via Zoom to gather input from a variety of stakeholders.

Fresno Council of Governments, Regional Long-Range Transit Plan:
• As Principal-In-Charge, reviewed prior plans and studies relevant to the Long-Range Transit Plan.
• Supported the development of three (3) alterna;ves for the Plan. • Led or assisted with community engagement ac;vi;es including workshops, pop-up events, community surveys, and stakeholder interviews.
• Assisted in the prepara;on of the DraW and Final Plan.

Professional Summary
Georgiena Vivian, President, founded VRPA
Technologies, Inc. in 1988. Ms. Vivian has over
54 years of experience in transporta;on
planning and financing, traffic engineering,
sustainable communi;es planning,
environmental planning, and extensive public
outreach and facilita;on. Ms. Vivian’s
experience also includes the prepara;on of
regional and local transporta;on plans,
including Regional Transporta;on Plans,
Conges;on Management Programs, County
Blueprint Programs, local and regional land
use and transporta;on Smart Growth studies,
and related outreach programs.

Education
¡ MS Program, Urban and Regional
Planning, California State University,
Fresno, 1978
¡ BS, Urban and Regional Planning,
California State University, Fresno, 1976
Years of Experience
¡ FiWy-four (54) years, thirty-eight (38) with
VRPA
Areas of Expertise
¡ Regional Planning
¡ Public Outreach and Facilita;on
¡ Mul;modal Transporta;on Planning
Affiliations
¡ Ins;tute of Transporta;on Engineers
¡ Women’s Transporta;on Seminar
Awards/Recognition
¡ “Outstanding Professional in the Private
Sector Award” at the Fresno Interna;onal
Transporta;on Innova;ons 2025 S.T.E.P.

Summit
96 Carolina Ilic, AICP
Principal Transportation Planner
Project Experience
Merced County Associa1on of Governments (MCAG), Merced Regional Mul1modal Access Plan:
• As Project Manager, prepared the Baseline Performance and Condi9ons Assessment, oversaw the analysis of improvement projects, including express transit, microtransit zones, mobility hubs, and ac9ve transporta9on projects, and coordinated corresponding cost es9mates and benefit-cost analysis.
• Organized and led in-person and virtual bilingual outreach efforts. • Coordinated with project team, synthesized feedback, ensured collabora9on with local jurisdic9ons and stakeholders, prepared the public outreach summary report, and prepared the draG and final plan. • Presented MRMAP to technical groups and elected officials.

County of Sonoma, Sonoma County Transit (SCT) Strategic Transit Plan:
• As project manager, conduc9ng a comprehensive assessment of current transit services and infrastructure.
• Holding stakeholder interviews and public workshops.
• Conduc9ng surveys and analyzing results.
• Developing recommenda9ons for transit improvements, microtransit zones, and enhanced connec9ons to regional transit.
• Developing a final report with an ac9onable implementa9on plan and presen9ng findings.

Tuolumne County Transit Agency, Short Range Transit Plan and Coordinated Public Transit-Human Services Transporta1on Plan:
• As a subconsultant, led public par9cipa9on for both plans, including draGing the Public Par9cipa9on Plan and outreach summary. • Managed public par9cipa9on and community outreach ac9vi9es including stakeholder iden9fica9on, passenger and stakeholder surveys, stakeholder mee9ngs and community workshops, and prepara9on of a summary memo.
• Finalized the Coordinated Public Transit – Human Services Transporta9on Plan.

San Joaquin Valley Regional Transporta1on Planning Agencies, Valleywide Coordinator on behalf of the San Joaquin Valley Regional Transporta1on Planning Agencies:
• Assis9ng the Directors’ CommiQee and the Regional Policy Council for mee9ng coordina9on, agendas, minutes, staff reports, and mee9ng follow-ups. Council for mee9ng coordina9on, agendas, minutes, staff reports, and mee9ng follow-ups.
• Supported the planning of Valley Voice advocacy visits, and coordina9on of government affairs consultant work.

San Diego Associa1on of Governments (SANDAG), Smart Growth Incen1ve Program & Ac1ve Transporta1on Grant Program (as SANDAG employee):
• Managed the prepara9on of the Smart Growth Concept Map, iden9fying key sites for smart growth and ac9ve transporta9on. • Managed two consecu9ve cycles of both the TransNet Smart Growth Incen9ve Program and the Ac9ve Transporta9on Grant Program, suppor9ng transit, transit-oriented development, biking, walking, traffic calming, complete streets, and affordable housing. • Administered and oversaw implementa9on of winning proposals.

Professional Summary
Carolina Ilic, MCP, AICP, is a Principal
Transporta9on Planner at VRPA Technologies,
Inc. Previously, Carolina was the Assistant
Director at the City of Fresno Transporta9on
Department/Fresno Area Express (FAX), the
transit operator for the City of Fresno. As
Assistant Director, Carolina oversaw the
Planning, Capital, and Informa9on Services
divisions. Before then, Carolina served as the
Planning Manager of FAX and managed nearterm transit service adjustments, long-term planning efforts for the transit system, and the
integra9on of land use and mul9modal
planning with the city’s Planning and Public
Works Departments, the Fresno Council of
Governments, the High-Speed Rail Authority,
and other agencies.

Education
¡ California State University, San Diego
1994 – 1996, Masters of Science in City
and Regional Planning
¡ University of California, Los Angeles 1988
– 1993, Bachelor of Arts in Sociology
Years of Experience
¡ Thirty-two (32) years, two (2) with VRPA
Areas of Expertise
¡ Smart Growth, Transit, and Mul9modal
Transporta9on Planning
¡ Bilingual Public Outreach & Facilita9on in
English and Spanish
Affiliations
¡ American Ins9tute of Cer9fied Planners
(AICP) - Cer9fica9on #: 27619
¡ American Planning Associa9on, Central
Sec9on (CenCal APA) – Board Member
¡ Women's Transporta9on Seminar (WTS)
107
Erik O. Ruehr, P.E.

Director of Traffic Engineering
Project Experience
Merced County Associa1on of Governments, Merced Regional Mul1modal Access Plan:
• Assisted with the prepara-on of the Baseline Performance and Condi-ons Assessment, including analysis of pedestrian and bike projects.
• Supported the iden-fica-on of poten-al improvement strategies and projects, including enhanced ac-ve transporta-on corridors. • Developed planning level cost es-mates for ac-ve transporta-on projects and mobility hubs.

California High-Speed Rail, Design Services for Central Valley Sta1ons:
• Overseeing the calcula-on of peak period Level of Service (LOS) and delays for the immediate surrounding street network and around the four Central Valley Sta-ons.
• Analyzing the traffic flow on the sites based on exis-ng traffic forecasts scaled up for the passenger demand/mode split from the ridership forecasts for func-oning planning of the sites.
• Calcula-ng average daily traffic volumes an-cipated from the ridership projec-ons and exis-ng roadway capacity, based on increase in volumes due to ridership projec-ons.
• Valida-ng exis-ng turning movement counts at the intersec-on within the study area and calcula-ng future volumes based on projec-ons. • Providing preliminary plans for signal -ming at the evaluated intersec-on for the four sta-ons.
• Preparing concept configura-ons, including lane assignments, needed to support future project condi-ons.

City of Fresno, Southern Blackstone Avenue Smart Mobility Plan:
• Assisted with bicycle and pedestrian data collec-on.
• Conducted corridor and access analysis.
• Assisted with the iden-fica-on of mul-modal transporta-on improvements.

San Diego Metropolitan Transit System, 12th and Imperial Transit Center:
• Working with a team of consultants to improve the transit center, to create addi-onal bus bays, widen Imperial Avenue, and improve bus circula-on.
• Responsible for traffic opera-ons analysis for both buses and other traffic.

Virginia Smith Trust, Virginia Smith Charitable Trust Specific Plan Sensi1vity Analysis and Traffic Impact Study:
• Led the assessment of exis-ng traffic condi-ons including traffic counts, roadway geometrics, func-onal roadway classifica-on, and intersec-on and roadway analysis.
• Oversaw the analysis of Near Term and Horizon Year Impacts. • Conducted the assessment of VMT impacts associated with the Project. • Led the prepara-on of the project’s DraV and Final Traffic Impact Study.

March Joint Powers Authority, On-Call Traffic Engineering:
• Led the review of major traffic impact analyses.
• Managed the prepara-on of detailed traffic impact study guidelines to guide transporta-on engineers and planners for traffic impact studies for land development projects within March JPA’s jurisdic-on.

Professional Summary
Erik Ruehr, Director of Traffic Engineering with
VRPA Technologies, Inc., has over 40 years of
experience in traffic engineering and
transporta-on planning. Mr. Ruehr’s
experience covers a broad range of traffic
engineering and transporta-on planning
special-es. He has extensive experience in the
prepara-on of traffic forecasts for regional
transporta-on plans, corridor studies, and
traffic impact analyses and has applied traffic
forecasts in a variety of planning, opera-onal,
and design projects. Mr. Ruehr’s traffic
engineering experience includes Intelligent
Transporta-on Systems, traffic signal systems,
traffic engineering design, traffic signal -ming,
parking, and cost es-ma-ng. As Chair, Mr.

Ruehr led the Ins-tute of the Transporta-on
Engineers (ITE) California Senate Bill (SB) 743
Task Force.

Education
¡ University of Michigan, Ann Arbor 1980-
1981, Master of Science in Engineering
(Civil Engineering)
¡ University of Michigan, Ann Arbor 1976-
1979, Bachelor of Science in Engineering
(Civil Engineering)
Years of Experience
¡ Forty-four (44) years, twenty-eight (28)
with VRPA
Affiliations
¡ Ins-tute of Transporta-on Engineers
Areas of Expertise
¡ Cost Es-ma-ng
¡ Vehicle Miles Traveled Analysis
¡ Traffic Impact Studies
Registrations
¡ California, Civil Engineer (#37129)
¡ California, Traffic Engineer (#1436)
118
Jason K. Vivian, P.E. Director of Civil Engineering
Project Experience
California High-Speed Rail Authority, Design Services for Merced to Madera:
• Performing Quality Control reviews of preliminary crossing designs for various irrigation districts, agencies, and utility owners. • Assisting Utilities Lead with design coordination including leading monthly meetings with affected Irrigation Districts and ensuring project meets all required HSR/Irrigation District needs and/or requirements.
• Responsible for preparation of Utilities General Package to be used to bid various utilities relocations crossing the corridor along the 34-mile segment of HSR between Merced and Madera.

Tulare Country Resource Management Agency, City of Visalia Santa Fe Street Rails to Trails Project:
• While with a previous employer, served as lead design engineer for 3 new pedestrian bridge crossings and the rehabilitation of an existing railroad bridge along the proposed project alignment.
• Performed all uOlity relocaOon design, civil coordinaOon, bridge foundaOon design (including development of PS&E) and coordinaOon with bridge manufacturer (Contech Engineered SoluOons) for proper pedestrian bridge geometry (length, width and height), foundaOon loading, and architectural finishes.

County of Mariposa, Engineering Staff Augmentation Services:
• Providing project management support for Consultant-led project designs, working with various consultants including attendance at PDT meetings, interagency coordination and project tracking to meet delivery schedules.
• Overseeing the review of technical project information and PS&E submittal (PS&E packages, technical reports, environmental documentation, construction package support).
• Assisting with constructability reviews and construction/field support services including field observations, field engineering, and assistance with construction contract matters.
• Leading preparation and review of County documentation (contracts, agenda items, project and/or Board of Supervisors presentations, staff reports, budgeting, invoices, Caltrans LAPM/LAPG forms – for federally funded projects).

Tulare County Resource Management Agency, Tulare County Road 224 over Deer Creek Bridge Project:
• Project manager for the replacement of an existing low water crossing with a 450-foot long by 35-foot wide, post-tensioned reinforced concrete voided flat slab bridge.
• Prepared funding applications and type Selection Report; procured consultant contracts; managed and coordinated project design, including NEPA/CEQA clearance and permitting; conducted outreach; prepared roadway layout and design; prepared Special Provisions and estimate; and presented project to the Board for approval of construction contract.

Professional Summary
Jason Vivian, Director of Civil Engineering, has
over twenty years of experience in project
management and design. For 11 years, Jason
primarily served as Tulare County’s bridge
program manager, overseeing the
maintenance and development of the
County’s bridge inventory. Jason has extensive
experience in the preparation of plans, special
provisions, and estimates (PS&E) for bridge,
roadway, and emergency relief projects. He
has a comprehensive understanding of public
works project development, including storm
response, funding, environmental clearance
(NEPA & CEQA), utility relocation/resolution,
property impacts and acquisition, permitting,
design, and construction management and
inspection/oversight.

Education
¡ California Polytechnic State University,
San Luis Obispo, BS in Engineering (Civil
Engineering)
Years of Experience
¡ Twenty (20) years; 7 with CSEG, 11 with
Tulare County, and 2 with VRPA
Areas of Expertise
¡ Bridge Project Management and Design
¡ FEMA Emergency Response/Design
¡ Highway Bridge Program and Federal
Project Requirements/Guidelines
Registrations
¡ California, Civil Engineer (#75448)
Affiliations
¡ American Society of Civil Engineers
(ASCE)
¡ American Public Works Association
(APWA)
129
Georgina Franco
Outreach Specialist
Project Experience
VRPA Technologies, Inc., Outreach Specialist:
• Develop visual content and graphics to support transporta3on planning projects.
• Manage social media and communica3ons to engage communi3es and stakeholders around infrastructure ini3a3ves.
• Create clear, visually compelling materials to translate complex transporta3on concepts for public outreach.
• Assist with design and presenta3on graphics for planning and civil engineering projects.
• Par3cipate in tabling and surveys at public events to gather community input and feedback for transporta3on projects.
• Collaborate with mul3disciplinary teams to ensure materials aligned with project goals and technical accuracy.
• Support community engagement efforts by producing informa3ve visuals for mee3ngs, presenta3ons, and reports.

Fresno State Transportation Institute | Fresno Area Express/City of Fresno, Transportation Design/Bus Stop Proposal Project, Intern:
• Contributed to the development of new bus shelter designs, including conceptual layouts and technical details.
• Created AutoDesk Revit drawings and plans along with Enscape render soFer to support design proposals for poten3al bus shelters. • Collaborated with transporta3on planners and project teams to refine designs based on func3onality, safety, and community needs. • Assisted in producing presenta3on graphics and materials to communicate design concepts to stakeholders.
• Gained hands-on experience in public transit infrastructure planning and design documenta3on.

Emerzian Woodworking Inc, Drafting Technician:
• Produced detailed AutoCAD drawings for corporate projects including hospitals, schools, and office spaces.
• Developed custom millwork plans in accordance with Woodwork Institute certified standards.
• Created precise construction documents and technical layouts for fabrication and installation.
• Collaborated with project managers, architects, and contractors to ensure design accuracy and buildability.
• Assisted in translating conceptual designs into detailed, productionready documentation. • Maintained and organized project files and documentation for internal and client review.

Professional Summary
Georgina Franco is an Outreach Specialist at
VRPA Technologies, Inc., supporting
transportation projects through social media,
communications, and visual content. She
helps translate complex planning concepts
into clear, engaging graphics for communities
and stakeholders. Georgina also brings handson drafting experience, having worked on AutoCAD for a Woodwork Institute–certified
millwork company on hospitals, schools, and
office projects, and interning with Fresno
Area Express (FAX) and the Fresno
Transportation Institute (FSTI) on design
concepts for new bus shade structures.

Georgina blends technical expertise with
creative communication to deliver accurate,
visually compelling work.

Education
¡ Bachelor Science, Architectural Studies
California State University, Fresno State,
2025
Years of Experience
¡ Two (2) years, one (1) with VRPA
Certification and Affiliations
¡ Women’s Transportation Seminar (WTS)
Areas of Expertise
¡ Bilingual Public Outreach & Community
Engagement, fully fluent in Spanish
speaking, reading, and writing
¡ Architectural Drafting and Construction
Documents
¡ Casework/Custom Woodword Detailing
¡ Autodesk AutoCAD/Revit
¡ Adobe Creative Cloud/Microsoft
365/Canva
Awards
¡ 3rd Place AIASJ Student Design
Competition, Spring 2024: Mixed-Use
Housing Development Project
1310
Economic & Planning Systems, Inc. (EPS) is a land economics consulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use and conservation planning, and government organization. EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services.

These are EPS’s areas of expertise:
• Real Estate Economics
• Public Finance
• Land Use and Transportation
• Economic Development and Revitalization
• Fiscal and Economic Impact Analysis
• Housing Policy
• Public-Private Partnership (P3)
• Parks and Open Space Economics
Since 1983, EPS has provided consulting services to hundreds of public- and privatesector clients in California, Colorado, and throughout the United States. EPS is located in Oakland, Sacramento, and Los Angeles, California, and Denver, Colorado. EPS’s clients include cities, counties, special districts, educational and other nonprofit institutions, multijurisdictional authorities, property owners, developers, financial institutions, and land use attorneys.

EPS’s professional staff includes specialists in public finance, real estate development, land use and transportation planning, government organization, and computer applications. EPS excels in preparing concise analyses that disclose risks and impacts, support decision making, and provide solutions to real estate development and land use-related problems.
11 Economic & Planning Systems, Inc.

The Economics of Land Use
www.epsys.com 800WilshireBoulevard,Suite410,LosAngeles,CA90017 213 489 3838 [email protected] Julie Cooper
Julie Cooper joined EPS in 2018, bringing professional experience in land use, economic, and community development consulting. She has provided strategic planning services for a variety of public, private, and institutional clients, including analysis of market and economic conditions, development feasibility and fiscal impact modeling, and policy recommendations. She also has extensive experience in stakeholder and community engagement. Julie served as EPS Principal-in-Charge or Project Manager on the following projects, overseeing the team’s analysis and deliverables.

SELECTED PROJECT AND PROFESSIONAL EXPERIENCE
z TULARE DOWNTOWN MASTER PLAN UPDATE
As part of a multidisciplinary team, updated Tulare’s historic Downtown Master Plan to drive redevelopment of Downtown properties, improve the public and private realm, and leverage City initiatives to revitalize Downtown into an activity center for residents, workers, and visitors. EPS reviewed real estate market trends, evaluated the financial feasibility of several catalyst projects on opportunity sites, and recommended economic development initiatives, financial incentives, and financing tools the City could utilize to achieve the Plan’s goals.
z LIVE OAK CORRIDOR MARKET ASSESSMENT
EPS was engaged by the County of Los Angeles Department of Economic Opportunity to evaluate the market opportunities to enhance the economic vitality of the Live Oak Corridor in unincorporated San Gabriel Valley. EPS tasks included assessing demographic, socioeconomic, and real estate market conditions in the corridor and surrounding area; conducting a retail leakage/surplus analysis; and providing recommendations for opportunities to use County-funded programs for property improvements in the corridor. z HISTORIC WHITTIER BOULEVARD SPECIFIC PLAN
EPS was part of a multidisciplinary team that prepared a Specific Plan along the Whittier Boulevard corridor in the City of Pico Rivera. The City was interested in creating a more vibrant, walkable “Uptown” neighborhood that celebrates the City’s small business and arts community. EPS analyzed the existing demographic and real estate market impacting the corridor, evaluated the financial feasibility of potential land use types and redevelopment scenarios on select opportunity sites, and developed a financing strategy plan to guide the City in Plan implementation. z SOUTHERN CALIFORNIA GENERAL PLAN UPDATE MARKET ANALYSIS

AND ECONOMIC DEVELOPMENT ELEMENTS
EPS is currently or has recently been engaged as part of multidisciplinary teams to update the General Plans for several cities in Southern California, including the cities of Lomita, Temecula, San Jacinto, Lawndale, San Marcos, and Lake Forest. Tasks include researching and evaluating long-term demographic, economic, market, and fiscal conditions; identifying real estate and economic development opportunities; testing the fiscal impact to the municipal budget of proposed land use alternatives; and preparing Economic Development and a Fiscal Sustainability Elements as part of the General Plan document. The projects include engagement with city staff and stakeholders. As Project Manager for these updates, Julie is responsible for coordinating EPS’s work with the lead consultant, attending meetings with staff and stakeholders, and producing deliverables. She also acts as the lead technical analyst, researching existing conditions, conducting fiscal impact analysis, and contributing to policy recommendations.

Education
Master of Public Policy,
Harris Public Policy at
the University of Chicago
Certificate in Municipal
Finance
Bachelor of Arts,
International Studies,
University of Chicago
Previous Employment
Associate, Development
Strategies, Saint Louis, MO
Policy Intern, Center
for Neighborhood
Technology, Chicago, IL
Research Assistant,
Energy Policy Institute at
Chicago, Chicago, IL
Employment History
14 Years Experience

7.5 Years with EPS
Affiliations
American Planning
Association
Urban Land Institute
NABE Los Angeles
Chapter
Westside Urban Forum
Lambda Alpha
International
Principal
1912
Andrew Williams
Senior Associate
Economic & Planning Systems, Inc.

The Economics of Land Use
www.epsys.com 800 Wilshire Blvd, Suite 410, Los Angeles, CA 90017 213 489 3838 [email protected] Andrew Williams joined EPS in 2022, bringing academic and professional experience in economic development, battery supply chain research, and environmental policy. His portfolio at EPS includes economic impact analyses, development feasibility and policy analysis, renewable energy, and socioeconomic data analytics. Prior to joining EPS, Andrew worked in public health, focusing on improving the social determinants of health in communities across the U.S.

SELECTED PROJECT EXPERIENCE
z TULARE DOWNTOWN MASTERPLAN
EPS was part of a multidisciplinary team preparing an updated Master Plan for Tulare’s historic Downtown. The goals of the Plan are to drive redevelopment of Downtown properties, improve the public and private realm, and leverage City initiatives to revitalize Downtown into an activity center for residents, workers, and visitors. EPS’s role included a review of real estate market trends impacting the City and the Downtown, an evaluation of the financial feasibility of several catalyst projects on opportunity sites, and recommendations for economic development initiatives, financial incentives, and financing tools that the City might utilize to achieve the Plan’s goals. Andrew served as the lead technical analyst in conducting market research and financial feasibility models.
z WEST TULARE MARKET ANALYSIS
EPS prepared a market strategy analysis to evaluate commercial development opportunities on Tulare’s West Side. The team defined a commercial trade area and analyzed demographic, socioeconomic, and retail market conditions, including estimating current and future household spending potential. EPS assessed feasibility for various commercial uses (e.g., grocery and convenience retail) based on industry thresholds and existing supply. The analysis identified key constraints and opportunities for development, including the role of infrastructure investment and catalyst projects. Andrew served as the lead analyst and project manager for this effort.
z COUNTY OF LOS ANGELES LIVE OAK CORRIDOR MARKET ASSESSMENT On behalf of the County of Los Angeles, EPS is conducting an evaluation of the market opportunities to enhance the vitality of the Live Oak Corridor between 2nd Street and Mayflower in unincorporated Arcadia.

EPS tasks include providing a market overview, assessing market conditions, conducting a retail leakage/surplus analysis, and providing recommendations for corridor improvement opportunities based on County programs. Andrew provided technical support through market commercial market research and analysis.
z VICTORVILLE OLD TOWN REDEVELOPMENT STUDY
EPS is part of a multidisciplinary team evaluating redevelopment opportunities in Victorville’s historic Old Town district. EPS’s role includes a real estate market and socioeconomic analysis, financial feasibility testing for opportunity sites, and the development of recommendations supporting revitalization efforts. While the study focuses on the Old Town district, the analysis incorporates broader market conditions in Victorville and surrounding communities to provide regional context. Andrew is serving as the project manager and lead technical analyst.

Education
Gonzaga University–
Bachelor of Arts Political
Science
University of California, Los
Angeles– Master of Urban
and Regional Planning
Previous Employment
Jesuit Volunteer Corps
Northwest, Homeless
Services Coordinator at
Corpus Christi House,
Boise, ID
Institute for Healthcare
Improvement, Project
Coordinator in Triple Aim
Portfolio, Boston, MA
Brigham and Women’s
Hospital, Project
Coordinator, Boston, MA
AECOM, Economics
Intern, Los Angeles, CA
Affiliations
American Planning
Association
Urban Land Institute
2013
Urban Advising Collective (UAC) is an
Oakland-based consulting firm that
specializes in community engagement strategies, participatory planning, data analysis, stakeholder facilitation, policy research, and program management for public agencies, philanthropies, and nonprofit organizations. UAC operates at the intersection of public policy and place-based investment, assisting governments and community organizations in developing investment-ready strategies that align community priorities with market realities and implementation constraints.

UAC's approach is based on the understanding that effective engagement in areas with a history of disinvestment requires building trust gradually: through consistent follow-through, honesty about tradeoffs, and genuine investment in reaching residents who may be skeptical of planning processes. The firm is certified as a Small Business Enterprise (Micro) by the California Department of General Services (Certification No. 2048999). UAC practices in the following areas:

Planning & Policy Integration
• Support land use, corridor, district, and neighborhood planning efforts • Translate policy and regulatory constraints into actionable project considerations • Contribute to frameworks balancing growth, mobility, and community priorities • Conduct best-practice research, literature reviews, and landscape scans across community development, infrastructure, and public investment policy Research, Analysis & Strategic Planning
• Lead multi-phase strategic planning, implementation, and evaluation processes • Synthesize qualitative and quantitative inputs into usable policy insights • Design performance measurement and evaluation frameworks for public-sector initiatives
• Identify risks, gaps, and alignment opportunities across stakeholders and sectors Stakeholder & Community Engagement
• Design and facilitate engagement processes for complex public-facing initiatives, including multilingual and culturally grounded outreach • Build trusted relationships with hard-to-reach populations: renters, youth, returning citizens, non-English-speaking residents, and communities with histories of disinvestment
• Translate stakeholder input into strategic, implementation-oriented guidance for elected officials and agency leaders
14 SIDRA FATIMA
951-256-0665 / [email protected]

COMMUNITY PLANNING STRATEGIST AND PROGRAM DELIVERY COLLABORATOR Leadership | Strategy Development | Public Policy | Urban Planning Passionate leader committed to designing and managing community-based urban planning and community development projects that directly affect residents by translating community priorities into government policies, plans, and programs. Guides multifunctional teams through strategic planning processes and the development of deliverables across a variety of community-based initiatives to advance racial and economic justice. Recognized for combining empathy and seamless execution to achieve organizational outcomes that ensure both dignity and positive collective impact.

SELECTED ACHIEVEMENTS
• Managed an $18M philanthropic portfolio and partnered with more than fifty grantee organizations and thirty peer funders across multiple cities. • Catalyzed more than $100M dollars in projected public and private investment through placebased coalitions and strategic funder alignment. • Led cross-functional and multi-stakeholder processes in California communities to strengthen community-led planning, nonprofit capacity, and funder coordination.

PROFESSIONAL EXPERIENCE

URBAN ADVISING COLLECTIVE
SEPT. 2024 – PRESENT

PRINCIPAL
Provides consulting and advisory services on strategy, engagement, program management for nonprofit sector and foundations. Roles include:
• THE KRESGE FOUNDATION – STRATEGY ADVISOR
o Provide advisory services on equitable community development strategy, implementation, and fundraising to Fresno-based nonprofits and public service organizations o Collaborate with Fresno-based nonprofits, intermediaries, and foundations to design, develop and publish a coordinated technical assistance and capacity building plan o Based on local insight, provide perspectives on national philanthropic investment in Fresno and the Inland Empire of California
o Engage philanthropic organizations in the Central Valley in a funder collective impact table o Facilitate workshops on emerging trends in equitable community development across California
o Advise funders on strengthening learning practices, accountability structures, and community-centered grantmaking systems
• EMERGING MARKETS DEVELOPMENT CORPORATION – COMMUNITY ENGAGEMENT

ADVISOR
o Formulate a process for soliciting input from Chinatown residents to inform design of a culinary district
o Ensure unhoused residents are accommodated during the revitalization process 2515
o Interview established ethnic associations and F-3 Coalition members to identify contributions to the district concept
o Facilitate input from Chinatown Fresno Foundation, including perspectives of property owners and cultural center leadership
• THE PACKARD FOUNDATION – FUNDER LANDSCAPE ANALYSIS
o Develop a landscape scan to inform long-term funding strategy for the California Communities Initiative
o Review reports and data to provide contextual background on Fresno’s philanthropic history o Conduct interviews with funders to understand dynamics within Fresno’s nonprofit ecosystem
o Compile landscape of organizations working on healthy environments, housing stability, and community vitality
o Present findings and written analysis highlighting themes across philanthropy and community sectors
• MEASURE C COALITION – COMMUNITY ENGAGEMENT AND FACILITATION o Lead engagement of community-based organizations and residents to collect visions for transportation futures in Fresno County
o Synthesize community feedback into holistic transportation policy recommendations o Develop strategy to engage philanthropy, planning staff and city managers on project priorities

THE KRESGE FOUNDATION
SEPT. 2019 – SEPT. 2024

PROGRAM OFFICER, AMERICAN CITIES PROGRAM
• Managed grant portfolio of $18M to advance community and economic development across American cities. Maintained relationships with 50+ grantee partners and 30+ peer funders.

Redirected $10M toward racial justice and civic engagement. • Applied levers of social change including grantmaking, technical assistance, leadership development, convenings, coalition-building, and systems change strategies. Catalyzed over $100M in projected investment across Fresno and Memphis. • Managed cross-functional collaboration to deliver resident-centered planning at scale, increasing investment in Fresno by $6M over four years.
• Communicated strategy updates to executive leadership and implemented site visits to demonstrate progress to the board.
• Facilitated Foundation-wide racial justice strategy through elevating leadership of people of color and using relational feedback mechanisms.
• Provided onboarding and coaching for new team members. • Supervised and supported staff, fellows, and interns through portfolio development, relationship management, and grantmaking processes.
• Invested in leaders of color in Fresno and Memphis to strengthen nonprofit infrastructure and support pathways to civic representation and social mobility. • Directed consultants supporting strategy, learning, and community engagement, ensuring that analyses and recommendations reflected racial equity principles and the priorities of local partners. • Strengthened cross-team partnerships addressing community safety, narrative change, social cohesion, climate justice, equitable healthcare access, and community voice. • Matured Foundation’s grantmaking strategy across multiple cities, advancing place-based community development.
2616

COMMUNITY PRESERVATION DEPARTMENT / CITY OF BOSTON
JUNE 2018 – JULY 2019

COMMUNITY PRESERVATION FELLOW
• Supported implementation of the Community Preservation Act, guiding applications for open space, affordable housing, and historic preservation, managing $20M annually. • Designed and implemented stakeholder engagement plan across neighborhoods, increasing participation by 50 percent
• Centered historically underresourced communities and strengthened equitable grantmaking • Developed program evaluation methods to measure impact and inform future investment • Supervised interns and fellows supporting day-to-day grantmaking activities, and leading special research projects.

PARSONS CORPORATION
MAY 2015 – APRIL 2017

ASSOCIATE ENVIRONMENTAL PLANNER
• Prepared CEQA and NEPA documents and technical studies for transportation projects • Analyzed economic, social, and physical impacts of transportation improvements • Developed SCRUM-based collaboration strategies and supported proposal preparation • Led cross-sectoral teams to ensure environmental commitment in coordination with agencies, subconsultants, and engineering teams

EDUCATION
• MASTER IN URBAN PLANNING, HARVARD UNIVERSITY GRADUATE SCHOOL OF DESIGN o Co-President, Harvard Urban Planning Organization
o Student Academic Affairs Committee Representative
o Unsung Hero Award
o Researcher, Just City Lab
• BACHELOR OF SCIENCE, URBAN AND REGIONAL PLANNING, CALIFORNIA STATE

POLYTECHNIC UNIVERSITY POMONA
o Minor: Geographic Information Systems

PROFESSIONAL DEVELOPMENT
• PLACES FELLOW, THE FUNDER’S NETWORK
o Deepened expertise and perspective on racial justice in philanthropy SKILLS
• Strategic Planning
• Grantmaking and Portfolio Management
• Team Leadership and Coaching
• Trust-Based and Community-Centered
Philanthropy
• Facilitation and Workshop Design
• Cross-Sector and Community Partnerships
• Qualitative and Quantitative Analysis
• Systems Change and Collective Impact
2717
SECTION 3

ORGANIZATIONAL CHART
The project team is structured to provide clear leadership, efficient coordination, and complementary expertise across all aspects of the project. Zack Urban Solutions, Inc. will lead the project, coordinating the efforts of transportation, economic, and community strategy partners to ensure that all work is integrated and actionable. The primary roles of each firm and the key personnel to be involved are identified below. 18 SECTION 4

REFERENCES

ZACK URBAN SOLUTIONS

Ashley Swearengin
President and CEO, Central Valley Community Foundation, former Mayor of Fresno (559) 226-5600
[email protected]
Client for S2J2 solar initiative and Facing Fresno public education initiative Robert Golden
President and CEO, Golden Charter Academy
(559) 515-6417
[email protected]
Client for Golden Charter Academy Belmont Avenue campus Sophia Pagoulatos
Planning Manager, City of Fresno Planning and Development Department (559) 621-8062
[email protected]
Client for Tower District Specific Plan Update
VRPA
Elizabeth Forte
Director of Planning and Programming, Merced County Association of Governments (209) 723-3153 x 128
[email protected]
Client for Merced Regional Multimodal Access Plan
Andy Carter
Administrative Analyst, Tuolumne County Transit Agency
(209) 533-5603
[email protected]
Client for Tuolumne County Transit Agency Short Range Transit Plan & Coordinated Plan Patricia Taylor
Executive Director, Madera County Transportation Commission (559) 675-0721 Ext. 1
[email protected]
19 EPS
Marc Mondell
City Manager, City of Tulare
(559) 684-4200
[email protected]
Client for Tulare Downtown Master Plan and West Tulare Analysis Doug Cohen
County of Los Angeles Department of Economic Opportunity, Economic Development Services Unit
213-677-9437
[email protected]
Client for Live Oak Corridor Market Assessment
Javier Hernandez
Director of Innovation & Communications, City of Pico Rivera (562) 801-4396
[email protected]
Client for Historic Whittier Boulevard Specific Plan

URBAN ADVISING COLLECTIVE
Chantel M. Rush-Tebbe
Managing Director, American Cities Program, Kresge Foundation (248) 502-0530
[email protected]
Supervisor at the Kresge Foundation and UAC client
Elwood Hopkins
Managing Director, Emerging Markets Development Corporation (213) 590-0900
[email protected]
Client and collaborator for the Fresno Chinatown Culinary District project Andy Levine
Project Manager, Leadership Counsel for Justice and Accountability (559) 355-5169
[email protected]
Client for the Measure C Coalition community engagement and policy analysis 20 SECTION 5

CONTRACT TERMINATIONS
Neither ZUS nor any of the subconsultants in this SOQ have had a contract terminated in the last five years and none of the firms, their principals, or subcontractors are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any regulatory agency.

SECTION 6

CONFLICT OF INTEREST DISCLOSURE
Neither ZUS nor any of the subconsultants in this SOQ have any real or perceived conflicts for interest, including finder’s fees, fee splitting, payments to subconsultants, or other contractual arrangements of the firm.

SECTION 7

DEVIATIONS FROM THE RFQ
ZUS and its partners are not proposing any deviations from the RFQ. 21 SECTION 8

ZACK URBAN SOLUTIONS (ZUS)

RELEVANT PROJECTS
22 the tower district
specific plan
The Tower District Specific Plan update will outline a strategic framework to guide development and revitalization of one of Fresno’s most culturally rich and diverse neighborhoods. Situated near the city’s core, the Tower District combines a historic, pedestrian-friendly urban fabric with a vibrant mix of housing, businesses, cultural venues, and recreational spaces. Known for its iconic Tower Theatre and lively arts scene, the district has long been a hub for entertainment and the arts. This updated Plan will build on the 1991 Specific Plan, addressing contemporary issues like housing affordability, transportation accessibility, and health equity, while continuing to emphasize the district’s historic character, walkability, and sense of place. Developed through extensive community outreach, the Plan reflects input from residents, businesses, and other stakeholders gathered via surveys, workshops, and interviews. It sets goals and policies to enhance the area’s livability and inclusivity while aligning with Fresno’s General Plan. The Plan’s foundation rests on improving the built environment to promote health, equity, and sustainability. Key focus areas include reducing housing burdens, increasing job access, fostering active lifestyles, ensuring availability of healthy food, enhancing environmental comfort, and improving safety.

By addressing these factors, the Plan aims to create a district where all residents can thrive economically, physically, and socially. Ultimately, the Tower District Specific Plan aspires to balance growth and preservation, fostering a neighborhood that celebrates its historic charm and cultural vitality while adapting to the evolving needs of its diverse community.

Through its comprehensive strategies, it seeks to maintain the Tower District’s role as the heart of Fresno’s cultural and social life.

Zack Urban Solutions is a subconsultant to WRT for this project and is spearheading the creation of design guidelines for new development.

ZUS has also played a major role with the land use element, infill scenarios, historic research, photography, and public outreach. jurisdiction
City of Fresno, CA
reference
Sophia Pagoulatos, Long-Range Planning
Manager
(559) 621- 8062
[email protected]
date of adoption
Anticipated for late 2025
document link
https://fresno-tower-cityoffresno.hub.arcgis.
com
www.zackurban.com
[email protected]
650.743.5960
PO Box 4772, Fresno, CA 93744-4772
23 downtown plans &
development code
These twin plans were developed and adopted in tandem. The Downtown Neighborhoods Community Plan is a vision document and revitalization strategy which was designed to stimulate private development and guide public investments in the predominantly residential neighborhoods surrounding the city’s mixed-use urban core, while the Fulton Corridor Specific Plan fulfilled the same role for the core itself. The initial drafts were developed by Moule and Polyzoides in partnership with a staff team. Mr. Zack was hired by the City of Fresno as Assistant Director of Planning and Development after the completion of the first draft and took over management of the project at that point.

He conducted a final round of outreach with the steering committee and the community, revised the draft, added high-speed rail elements, redesigned the bicycle circulation map, revised proposed street sections, enhanced the implementation chapter, and presented the final drafts to the Planning Commission and City Council for adoption.

The Downtown Development Code is the primary implementation tool for these two planning documents. The original draft of the Code, also developed by Moule and Polyzoides, had taken a very different direction from the Citywide Development Code which was being developed simultaneously by a different consultant team. Upon his hiring as Assistant Planning Director, Mr. Zack took over the Downtown Development Code project and completely re-wrote it as a chapter of the Citywide Development Code, standardizing language, graphics, and layout between the two documents and re-configuring the development standards to be more easily understood and followed by local entrepreneurs, builders, and planners while maintaining quality.

After initial opposition from builders and some City Council members, extensive outreach resulted in adoption by the City Council. Several projects have been developed under the code, with entitlement times being as fast as 100 days.
jurisdiction
City of Fresno, CA
media coverage
Downtown Fresno Changing as Renovations
Continue
ABC 30, 8/16/2017
https://tinyurl.com/dtf-renovations
date of adoption
October 20, 2016
document link
https://tinyurl.com/dtfddc
www.zackurban.com
[email protected]
650.743.5960
PO Box 4772, Fresno, CA 93744-4772
24 courthouse square
& streetscape
Courthouse Square is the central plaza and outdoor living room for Downtown Redwood City. Mr. Zack was on the staff team that worked with urban design consultants Freedman, Tung, and Bottomley to develop the design. This project required the demolition of a Depression-era annex in order to restore the visibility and prominence of the 1910 San Mateo County Courthouse building.

The design arose out of a series of three intensive public design workshops held by the consultants and the staff team. The new plaza, completed in 2007, was designed to accommodate formal and informal gatherings and by 2011 was hosting 83 events a year attended by more than 100,000 people. Courthouse Square features a large, decoratively paved plaza at the foot of the Courthouse portico. Two semi-enclosed pavilions flank the central plaza space, framing views of the Courthouse and Fox Theatre, while providing shade and incorporating vendor kiosks which offer food service and other activity-generating offerings. The pavilions and kiosks are surrounded by comfortable tables and chairs, and are outfitted with night lighting to allow activity to occur on warm evenings.

The project also included a complete re-design of the two central blocks of Broadway, the community’s main street. The design, which dramatically improved pedestrian circulation and the aesthetic quality of Downtown Redwood City’s primary thoroughfare. The project included widened sidewalks (including and enhanced queuing area in front of the historic Fox Theatre), enhanced lighting, new street streets, bulb outs, and a narrowed vehicular travel way. A particularly innovative part of the project was Theater Way, a “woonerf” style shared space that features a large dining terrace, a flexible parking/dining zone, pedestrian zones, a flush vehicular travel lane, and removal bollards for temporary vehicular closures.

This project won a Charter Award for Outstanding Urban Design by the Congress for the New Urbanism in 2007.
jurisdiction
City of Redwood City, CA
media coverage
Redwood City Music on the Square
PenTV, 10/1/2018
https://www.youtube.com/
watch?v=Pb8WN48b56w
date of completion
October 15, 2006
document link
https://www.cnu.org/sites/default/files/
Awards2007.pdf
awards
Congress for the New Urbanism |
Charter Award, 2007
American Public Works Association |
Project of the Year, 2008
www.zackurban.com
[email protected]
650.743.5960
PO Box 4772, Fresno, CA 93744-4772
25 SECTION 9

VRPA TECHNOLOGIES

RELEVANT PROJECTS
26 Project | Work Performed
Merced County Associa1on of Governments, Merced Regional Mul1modal Access Plan VRPA led the development of the Merced Regional Mul<modal Access Plan (MRMAP), with both Via Strategies and EPS as subconsultants. A major focus of the MRMAP was to iden<fy transporta<on projects that facilitate mul<modal access to and from the future integrated rail sta<on in downtown Merced, recognizing passenger rail service as a cri<cal component of the region’s mobility network that complements planned
improvements to SR-99 and freight movement. At the <me of the plan’s finaliza<on, the California High-Speed Rail Authority had proposed reloca<ng the Merced High-Speed Rail sta<on to a site southeast of downtown Merced. The project team designed the mul<modal transporta<on projects to remain highly relevant by providing essen<al connec<ons to the exis<ng Transpo Center in downtown Merced, which would serve as the primary hub linking local transit services to the future High-Speed Rail Sta<on.

Based on the wide range of public input received and corresponding technical analysis, the MRMAP includes 18 projects, including an Express Bus route connec<ng UC Merced, Merced College, and Downtown Merced, four new microtransit zones, two new mobility hubs, and 11 ac<ve transporta<on projects that increase opportuni<es for non-car-dependent travel to access downtown Merced, Atwater, and Livingston. Collec<vely, the projects are calculated to result in capital costs of almost $40 million and reduce an es<mated 677,000 vehicle miles traveled (VMT) per year–the equivalent of driving around the earth annually almost 27 <mes.

VRPA’s responsibili<es as prime contractor for this project included:
ü Prepara<on of the Baseline Performance and Condi<ons Assessment. ü Leading stakeholder and community outreach in English and Spanish. ü Iden<fica<on of poten<al improvement strategies and projects. ü Preparing cost es<mates for the ac<ve transporta<on projects and mobility hubs and overseeing the analysis of improvement strategies and projects, including cost es<mates for the transit and microtransit projects prepared by Via Strategies and the benefit-cost analysis prepared by EPS. ü Prepara<on of the strategies and projects report.
ü Developing the Dra` and Final MRMAP.
ü Presen<ng the MRMAP to the MCAG Technical Review Board and Governing Board.

Project Reference:

Elizabeth Forte, Director of Planning and
Programming
Merced County Associa<on of Governments
369 West 18th Street
Merced, CA 95340
(209) 723-3153 x 128
[email protected]
Cost of Services Provided:
• Firm Fee: $111,242
Length of Service on Project:
• 12/2024 – 02/2026
Key Staff Who Performed Services:
• Carolina Ilic, Project Manager and Outreach
• Georgiena Vivian, Principal-In-Charge
• Erik Ruehr, Cost Es<mator
• Georgina Franco, Outreach Specialist
27 Project | Work Performed
Tuolumne County Transit Agency, Short Range Transit Plan and Coordinated Plan The Short-Range Transit Plan (SRTP) and the
Coordinated Public Transit – Human Services
Transportation Plan will provide strategic direction for the Tuolumne County Transit Agency (TCTA)
operations over the next five years. VRPA served as a
subconsultant to Via for this project. The project
included extensive community outreach, passenger
and stakeholder surveys, and community workshops
to inform the development of key components,
including performance standards, transit demand
analysis, transit alternatives, financial evaluation, and operating plans.

VRPA’s responsibilities for this project included:
ü As public participation lead for both plans, drafting the Public Participation & Community Outreach Plan. ü Managing public participation and community outreach activities including stakeholder identification, stakeholder interviews, passenger
and stakeholder surveys,
stakeholder meetings and
community workshops, and
preparation of a summary memo.
ü Preparing the public engagement
summary.
ü finalizing the Coordinated Public
Transit – Human Services
Transportation Plan.

Project Reference:

Tim Gillespie, Transit Planner II
Tuolumne County Transit Agency (TCTA)
2 South Green St.

Sonora, CA 95370
(209) 533-5603
[email protected]
Cost of Services Provided:
• Firm Fee: $54,838
Length of Service on Project:
• 07/2025 – 4/ 2026
Staff Who Performed Services:
• Carolina Ilic, Lead for Coordinated Public
Transit-Human Services Transportation Plan and
Outreach Lead for both plans
• Georgiena Vivian, Principal-In-Charge
• Georgina Franco, Outreach Specialist
28 Project | Work Performed
Tulare County Associa1on of Governments, Cross Valley Corridor Plan The Tulare County Associa<on of Governments (TCAG) ini<ated the Cross Valley Corridor (CVC) Plan to study connec<vity and mobility improvements in the Central San Joaquin Valley. The project aimed to increase transit service efficiency, enable communi<es and ci<es in the CVC to promote developments that support transit usage, encourage revitaliza<on and economic development, and facilitate growth in support of the High-Speed Rail investment. This project enabled TCAG to evaluate a range of new public transit service alterna<ves that would be able to accommodate future popula<on and economic growth, while being compa<ble with exis<ng land uses and future development opportuni<es. By planning for a CVC transit system well in advance, right-of-way and land needs can be iden<fied and protected, avoiding costly acquisi<ons or eminent domain processes later. VRPA led public outreach efforts for this project, in coordina<on with Mol MacDonald and TCAG staff.

VRPA’s responsibili<es for this project included:
ü Par<cipa<on in Work Plan Team mee<ng and
suppor<ng stakeholders’ mee<ngs.
ü Producing quarterly newslelers in English and
Spanish.
ü Facilita<ng early plan workshops throughout
Tulare and Kings County.
ü Conduc<ng a series of late study workshops to
present vision op<ons including land use,
economic, and transporta<on recommenda<ons.
ü Developing tailored access strategies for key sta<ons in the Corridor. These strategies aimed to improve transit and paratransit, op<mize parking, and support desirable economic development.

Project Reference:

Benjamin Kimball, Deputy Execu<ve Director
Tulare County Associa<on of Governments
210 N Church Street, Suite B
Visalia, CA 93291
(559) 623-0450
[email protected]
Cost of Services Provided:
• Firm Fee: $130,000
Length of Service on Project:
• 06/2016 – 10/2017
Staff Who Performed Services:
• Georgiena Vivian, Public Outreach Lead
29 Project | Work Performed
City of Fresno, Southern Blackstone Avenue Smart Mobility Strategy The Southern Blackstone Smart Mobility Strategy (Strategy) iden<fied the community’s near and long-term vision for future mul<modal transporta<on and streetscape improvements along the Blackstone Avenue/Abby Street Corridor to improve safety and comfort condi<ons for pedestrians and bicyclists, people accessing and riding transit, and drivers. The improvements discussed in this Strategy were also intended to support the City’s goals for the economic revitaliza<on and redevelopment of three ac<vity centers along the Blackstone Avenue/Abby Street Corridor between Dakota Avenue and State Route (SR) 180.

VRPA’s responsibilites for this project included:
ü Bicycle and pedestrian data collection.
ü Conducting corridor and access analysis.
ü Identifying multimodal transportation improvements.
ü Providing assistance with community outreach activities.

Project Reference:

Jennifer Clark, Director of Development
City of Fresno Planning and Development
2600 Fresno Street, Room 3043
Fresno, CA 93721
(559) 621-8277
[email protected].

Cost of Services Provided:
• Firm Fee: $37,300
Length of Service on Project:
• 04/2018 – 04/2019
Staff Who Performed Services:
• Georgiena Vivian, VRPA Project
Manager
• Erik Ruehr, Transporta<on Engineer
30 SECTION 10

ECONOMIC & PLANNING SYSTEMS (EPS)

RELEVANT PROJECTS
31 Tulare Downtown Master Plan and West Tulare Analysis Tulare, California
EPS was part of the consultant team led by
MIG, Inc. to support the City of Tulare’s
Downtown Master Plan. The Plan was
initiated to guide land use strategies, revitalize
the Downtown District, and catalyze
reinvestment in key sites. Recent commercial
investments and planned renovations to
Zumwalt Park—envisioned as a regional
destination for recreation and
entertainment—created momentum for
activating surrounding properties and
identifying new opportunity areas. The
community sought to leverage these assets to
attract quality businesses, support mixed-use
development, and strengthen placemaking
efforts.

EPS conducted a real estate
analysis to evaluate downtown
commercial and residential market
performance, identified emerging
development patterns, and
prepared strategies for targeted
business attraction. EPS also
developed pro forma feasibility
analyses for two residential sites, a
mixed-use project, and a food hall,
drawing on stakeholder interviews and market research to assess viability. Findings were summarized in presentations to City staff, who used the analysis to guide strategies for future development and investment. The Plan was adopted in May 2024 and received an Award of Excellence for Comprehensive Plan from the APA Central California Chapter in April 2025.

In addition, EPS prepared a market strategy analysis to evaluate commercial development opportunities on Tulare’s West Side. EPS defined a commercial trade area and analyzed demographic, socioeconomic, and retail market conditions, including estimating current and future household spending potential. The analysis assessed feasibility for various commercial uses, including grocery and neighborhood-serving retail, based on industry thresholds and existing supply. EPS also identified key constraints and opportunities for development, including the role of infrastructure investment, catalyst projects, and targeted economic development strategies.

Source: Images from MIG
32 Live Oak Corridor Market Assessment
Los Angeles County, California
EPS was engaged by the County of Los Angeles’
Department of Economic Opportunity (DEO) to
complete a market assessment for the Live Oak
corridor in the central San Gabriel Valley. The corridor runs along an unincorporated stretch of Live Oak
Avenue situated between the cities of Arcadia,
Monrovia, Irwindale, and El Monte. While the corridor
is mainly developed with older, low-density
commercial buildings and includes a handful of vacant
properties, recent activity in the corridor has included the development of several multifamily and
townhome residential projects. DEO and staff from
Supervisorial District 5 identified the corridor as a potential location for utilizing County funding programs aimed at revitalizing commercial properties, with a goal of improving the street environment and attracting a wider diversity of businesses to serve the surrounding residential neighborhoods.

EPS evaluated data on demographic, socioeconomic, and real estate trends for the corridor, as well as larger Trade Areas, to understand sources of demand for new real estate and business development in the corridor. EPS’s evaluation included a retail leakage analysis to identify types of businesses that were in particularly short supply relative to the potential spending demand and power of nearby residents. Finally, EPS worked with DEO to understand the parameters of the available funding programs relevant to businesses and properties in the corridor.

EPS compiled its findings into a PowerPoint presentation delivered to DEO and Supervisorial District staff. Key findings included EPS’s assessment that the most economically feasible type of new development in the corridor would continue to be residential development, and that such development would drive increased demand for retail and services in the near future. Given that, there could be an opportunity for a greater range of commercial tenants to locate in the corridor. EPS also identified several existing properties in the corridor that could be good candidates for receiving grants and loans through DEO-administered funding programs for façade improvements and property redevelopments.
33 Historic Whittier Boulevard Specific Plan
Pico Rivera, CA
EPS provided market and feasibility analysis and policy advisory services as part of a multidisciplinary team developing a Specific Plan for the Whittier Boulevard corridor in the City of Pico Rivera. The City’s stretch of this major regional corridor was primary populated with small-scale commercial buildings along its north side, and large shopping centers along its south side. The corridor is one of the largest employment centers in the City as well as a major sales tax revenue generator. The City was interested in positioning the north side of the corridor as the City’s “Uptown” neighborhood that would celebrates the local small business and arts community. At the same time, they were seeking to implement transportation improvements and zoning allowances that would encourage more walkable, denser redevelopment of the existing large shopping centers along the Corridor’s south side.

EPS was tasked with conducting a review of market and development trends within the surrounding submarket and trade areas to identify types of development projects that could be achievable in the City and within the Specific Plan area in particular. The market analysis in turn informed an analysis of the financial feasibility of various prototype developments on opportunity sites that appeared well-positioned for catalytic development. This included an evaluation of the feasibility of developing parking structures at key locations along the corridor that could allow for new residential and mixed-use development on the surface parking lots of the existing shopping centers.

Both of these analyses were used to inform the proposed zoning code updates for the Specific Plan area. Finally, EPS provided the City with a set of recommendations for financing tools and policy strategies that could support infrastructure improvements along the corridor and help drive overall economic growth in the area. 34 SECTION 11

URBAN ADVISING COLLECTIVE (UAC)

RELEVANT PROJECTS
35 City of Fresno, Chinatown Neighborhood REIT & Cultural District Framework
Role: Stakeholder Engagement Lead & Policy Researcher
Led neighborhood identity creation and place-based planning for a district-scale revitalization initiative in Fresno's Chinatown, integrating economic development, public realm strategy, and future land use recommendations. Commissioned by Emerging Markets Development Corporation in response to Mayor Dyer's questions at the Mayor's Institute on City Design. • Designed and facilitated a community engagement process reaching small businesses, resident stakeholders, ethnic associations, property owners, and cultural institutions, including populations long displaced from the neighborhood. • Centered cultural memory and narrative as engagement tools, giving stakeholders a way to articulate shared identity and reconnect cultural priorities to tangible land use, zoning, and design considerations.
• Recommended land use strategies for future zoning overlays and design guidelines, working with institutional partners to align public, philanthropic, and private investment around a community-supported framework.
• Produced an investment-ready implementation roadmap now guiding the Fresno Mayor's office in deploying state and local funds and being packaged to attract private investment tied to the California High Speed Rail.

Reference: Elwood Hopkins, Managing Director, Emerging Markets Development Corporation | [email protected] | (213) 590-0900
36 Transportation for All Coalition, Fresno County Measure C Renewal
Role: Community Engagement, Capacity Building & Technical Assistance Provider, Policy Researcher & Fundraising Strategist
Advised a coalition of grassroots and advocacy organizations advancing equity-centered reforms to Fresno County's Measure C transportation sales tax renewal. Supported collective strategy design, stakeholder engagement, and narrative framing to align community priorities with public infrastructure investment decisions.
• Designed and implemented a countywide participatory engagement process intentionally structured to reach populations often excluded from public planning: youth, returning citizens, residents with limited English proficiency, and workers with non-traditional schedules.
• Facilitated 34 community meetings across seven Fresno County regions, engaging over 2,000 residents and collecting 4,540 responses through surveys, focus groups, in-person workshops, and online methods.
• Synthesized regional models from LA Metro, VTA, SCAG, and SANDAG to propose equity frameworks and multimodal corridor recommendations for decision-makers. • Presented findings to the Fresno Council of Governments Policy Board, translating community priorities into policy-legible recommendations for elected officials and planning staff.

Reference: Andy Levine, Project Manager, Leadership Counsel for Justice and Accountability | [email protected] | (559) 355-5169
37 IN RESPONSE TO
RFQ #26-846

SUBMITTED BY
Daniel Zack, CNU-A
President, Zack Urban Solutions, Inc.
[email protected]
559.494.4923
www.zackurban.com
DATE
April 30, 2026

A COST PROPOSAL, WORKPLAN, & SCHEDULE FOR
INYO AVENUE (SR-137)

STREESCAPE, PLACEMAKING,

AND REVITALIZATION
2 April 30, 2026
Thomas W. Gaffery IV, Assistant City Manager
City of Tulare
411 E. Kern Avenue
Tulare, CA 93274
SUBJECT: Cost Proposal, Workplan, and Schedule for Inyo Avenue (SR-137) Corridor Streetscape, Placemaking, and Revitalization Project (#26-846) Dear Mr. Gaffery,
Zack Urban Solutions, Inc. (ZUS) is pleased to submit this cost proposal, workplan, and schedule for the Inyo Avenue Corridor Streetscape, Placemaking, and Revitalization Project.

The following pages include a detailed workplan, a budget broken down by task and team member, and a schedule.

We are proposing a budget of $125,000 for the core tasks, as put forth in the RFQ. We have identified ten optional tasks for City consideration. These optional tasks would add up to $73,000 if all were selected, but they have been designed to be stand-alone items that can be selected or disregarded at the City’s preference, a la carte style. Our project timeline proposes to complete all core tasks in 12 months from the notice to proceed. Optional tasks would add up to 6 months if all were selected.

Our team is tightly coordinated, with clearly defined and complementary roles. ZUS will serve as prime consultant, leading project management and overall document preparation and integration. VRPA will lead the community engagement process, multimodal transportation analysis, and corridor design and public realm graphics. UAC will lead Stakeholder Working Group coordination and targeted outreach to ensure meaningful participation from corridor stakeholders, while also supporting development of key deliverables. EPS will lead economic analysis, market positioning, and implementation and financing strategies to ensure recommendations are realistic and actionable.

Thank you for the opportunity to submit a proposal for this project. We hope we get to work with you on this exciting transformation.

Sincerely,
Daniel Zack, CNU-A
President, Zack Urban Solutions, Inc.
3 SECTION 1

WORKPLAN
The following is a detailed workplan for the ZUS team’s approach to the Inyo Avenue project.

Please note that task have been slightly re-ordered and re-grouped relative to the RFQ to match the team’s proposed workflow.

Task 1: Project Initiation and Coordination
Task 1.1 — Project Kickoff
Following contract execution, the team will host a kick-off meeting with City staff to confirm workplan, agree on schedule, and establish a normal cadence for check-ins with the City. We will also gather input on key stakeholders, how to engage with the Stakeholder Working Group (SWG), and request pertinent data and plans to inform the work. During this task, we would welcome access to any recent project files, traffic data, or prior corridor studies that could be provided, as well as introductions to key stakeholders and Caltrans contacts.

Task 1.2 — Develop Workplan and Schedule
Based on information collected during the kickoff meeting, the consultant team will develop a final workplan and schedule, to be shared with the City team. The final workplan and schedule will be reflective of any optional tasks selected by the City prior to contract execution, as well as priorities and preferences expressed during the project kickoff.

Task 1.3 — Ongoing Project Management and Coordination
ZUS will be the project lead and manage communications with the City. The team plans to have quarterly coordination meetings with City staff, and other meetings as needed. Project management and general coordination will closely follow the detailed workplan, schedule, and internal communications protocol established through the kickoff meeting.

Task 1 Deliverables:
• Final Workplan and Schedule document
Task 2: Existing Conditions and Opportunity Analysis
Task 2.1 — Review General Plan, Zoning Regulations, Active Transportation Plan, and Other Land Use and Transportation Plans
The team will conduct a comprehensive review of adopted policy documents governing land use and transportation within and adjacent to the Inyo Avenue Corridor. Documents include Tulare’s General Plan, including the Land Use, Circulation, and Economic Development elements, to identify goals and programs relevant to the corridor; the Zoning Ordinance and 4 applicable overlay districts to assess permitted uses; the Active Transportation Plan to identify planned bicycle, pedestrian, and trail infrastructure improvements within or near the study area; and any adopted specific plans, corridor plans, or subarea plans that overlap with the study area.

Task 2.2 — Assess Existing Land Use and Ownership Patterns Current land use and parcel ownership conditions along the Inyo Avenue Corridor will be used to identify opportunity sites and understand constraints to development at the back-of-walk.

Activities include inventory of existing land uses along the corridor, including commercial, residential, industrial and vacant or underutilized parcels. ZUS will analyze parcel ownership data to identify ownership patterns, and assess lot size, building age, and other conditions to recommend suitability for development typologies.

Task 2.3 — Assess Existing Infrastructure, Transportation, and Public Realm Conditions.

In consultation with the City, the consultant team will identify three cross-sections within the project boundary for evaluation (Main Street, Mixed-Use, and Gateway). The team will prepare representative existing-condition cross-section geometries, intersection geometries, and multimodal features. These will include the number of lanes, lane widths, presence of shoulders/buffers, median types (if any), turn lanes, sidewalks, bike lanes, pedestrian crossings, and other relevant information. The team will also review and catalogue the bike and pedestrian improvements along the Inyo Avenue corridor project area included in the City’s most recent Active Transportation Plan. Based on community feedback, allowable dimensions, and recommendations from the ATP, the team will prepare proposed cross-section improvements for the same three locations as originally prepared. The consultant team will coordinate extensively with Caltrans, drawing upon Director’s Policy # DP-37, Complete Streets. DP-37 states, “Caltrans recognizes that streets are not only used for transportation but are also valuable community spaces. Accordingly, in locations with current and/or future pedestrian, bicycle, or transit needs, all transportation projects funded or overseen by Caltrans will provide comfortable, convenient, and connected complete streets facilities for people walking, biking, and taking transit or passenger rail unless an exception is documented and approved.”

Task 2.4 — Review Previous Economic Studies and Assess Current Economic Conditions EPS will update its recently completed market analysis for West Tulare, incorporating current data for the City and a refined Trade Area specific to the Inyo Avenue Corridor. The analysis will include updated demographic, socioeconomic, and real estate market trends to understand existing conditions and recent changes in the corridor and surrounding area. Building on prior work, EPS will provide a high-level assessment of demand drivers—including population growth, spending potential, and development trends—to inform corridor opportunities.

Findings will be used to support identification of realistic land use potential, opportunity sites, and implementation strategies within the broader study. 5 Task 2.5 — Develop Existing Conditions Report
The consultant team will synthesize the findings from Tasks 2.1 through 2.4 into a concise and accessible Existing Conditions Report that establishes a shared understanding of the Inyo Avenue Corridor. The report will summarize key policy context, land use and ownership patterns, transportation and public realm conditions, and economic and market factors influencing the corridor.

Rather than serving as a standalone technical document, the report will be organized to clearly highlight opportunities, constraints, and emerging themes that directly inform subsequent phases of work, including visioning, catalyst site identification, and implementation strategies.

Graphics, maps, and diagrams will be used to communicate existing conditions in a clear and intuitive manner for both technical staff and community stakeholders, including typical existing cross sections of the street for the Main Street, Mixed-Use, and Gateway segments.

The Existing Conditions Report will feature documentation of baseline conditions, identification of key challenges and redevelopment opportunities, maps and graphics suitable for public and stakeholder use. This will allow it to serve as the foundation for project decision-making and will be used to support stakeholder discussions, confirm key assumptions with the City, and ensure alignment as the project moves into concept development and strategy formulation.

Task 2.6 — Feasibility Analysis (Optional)
Based on the findings of the Market Analysis and in consultation with the City and Consultant Team, EPS will prepare a proforma cash-flow model to evaluate the economic feasibility of a prototype development project on one opportunity site along the Corridor.

Inputs into the proforma models will be based on EPS research on achievable market rents for residential and commercial uses and local costs of new development, and guidance from the City and Stakeholder Working Group. This analysis will inform redevelopment strategy and ground recommendations in market feasibility.

Task 2 Deliverables:
• Existing Conditions Report
Task 3: Community Engagement and Neighborhood Activation

3.1 — Develop Public Engagement Plan
The team will design and lead a bilingual engagement process that is inclusive, accessible, and appropriate for the corridor. Engagement will prioritize relationship-building and meaningful participation in English and Spanish. During the kickoff meeting (Task 1.1), the team will gather input from the City to identify existing relationships and prepare a targeted outreach strategy to ensure both qualitative and quantitative participation from key stakeholders, historically underrepresented communities, and other groups identified in the RFP such as renters, youth, and hard-to-reach stakeholders.
6 Based on the project team’s input and the available resources, VRPA and Urban Advising Collective (UAC) will develop a Public Engagement Plan (PEP) that identifies goals and strategies tailored to the diverse stakeholders in the project area, along with methods and materials, roles and responsibilities, and other pertinent details for conducting outreach.

Working with City staff, VRPA will update any existing stakeholder databases composed of residents, businesses, elected officials, community-based organizations, faith-based organizations, environmental justice groups, and others. The database will contain the agency's or individual's name, phone number, and email address and will include various tabs, including at a minimum, one that includes SWG members as identified by the City. The stakeholder database will be used to assist with the dissemination of Project information, materials, and notices in both English and Spanish via e-blasts at key milestones, using Constant Contact.

3.2 — Stakeholder Working Group Meetings
The consultant team will engage with the SWG (consisting of city staff, businesses, property owners, residents, renters, state agencies such as Caltrans, representatives of youth organizations, and others along the Inyo Avenue Corridor) virtually or in-person at key milestones of the project. Three 1 to 1.5-hour meetings will be held to build trust and meaningful participation, covering topics such as a project kick-off, review of existing conditions, the proposed Public Engagement Strategy, proposed neighborhood activation strategies and/or pilot projects, cross-sections of representative streets, streetscape recommendations, context-sensitive revitalization and economic development strategies, potential redevelopment sites that align with community priorities and market realities, and the Final Report. The SWG will be encouraged to disseminate information about the project’s outreach activities to people who would be interested in the project and could make valuable contributions.

3.3 — Electronic Community Survey and Social Media Outreach The consultant team will prepare a community survey to gather quantitative data that will support and complement the qualitative data resulting from the SWG meetings and other outreach activities. The survey will be available electronically via SurveyMonkey in both English and Spanish, and will be promoted via social media posts, the City of Tulare website, e-blasts to stakeholders included in the stakeholder database, and promotional emails from the SWG members to friends, family members, and colleagues. As an incentive, VRPA will raffle two $100 Visa gift cards to those who complete the survey - one for English respondents and another for Spanish respondents. VRPA will prepare social media posts for posting by City staff to the City’s accounts.

3.3a — Hard Copy Surveys & Posting of Hard Copy Flyers (Optional) VRPA will prepare, format, and print hard copies of the community survey in both English and Spanish and distribute flyers and copies of the surveys at local businesses, churches, schools, restaurants, and bus stops along the Inyo Avenue corridor. VRPA will then compile and code all results, adding them to the survey data collected electronically. The flyers and 7 hard copy surveys will contain QR codes linking to the electronic surveys, providing respondents with a choice of how to complete the survey.

3.4 — In-Person “Tacos After Mass” Community Workshop
As a way to obtain broad input from local community residents, VRPA will organize a “Tacos After Mass” or “Taquiza después de misa” after-church taco gathering at a local restaurant or underutilized lot with local taco trucks within the corridor on a Sunday afternoon. VRPA will set up one or more booths, which will display bilingual Project materials and informational maps, contain the survey QR code, and include City of Tulare “swag” giveaways. There will be opportunities for the Project team and the SWG members to have one-on-one conversations with local residents and possibly one or more presentations to groups of community members.

Bilingual Spanish-speaking VRPA planners and outreach specialists will staff the tables and can help make presentations or conduct translations. Comment cards will be distributed soliciting specific comments for corridor improvements, pilot projects, activation projects, and priority sites for redevelopment. If the budget allows, the project team will provide free tacos or discount coupons to the first 100 people that arrive. Alternatively, the City and/or project team could solicit sponsorships from local chambers or businesses, with an attempt to draw more people to this creative community-oriented event.

3.4b — In-Person “Ice Cream” Pop-Up Events (Optional)
Three smaller in-person pop-up events would be held along the corridor in the early evenings or on weekends, similar to the “Tacos After Mass” community event, but at a smaller scale. For example, VRPA could organize “Ice cream gatherings” or “Encuentros de helado” at key intersections, creating business opportunities for local ice cream vendors.

Similar to the “Tacos After Mass” gathering, the City and/or project team could solicit sponsorships from local chambers or businesses to help cover the costs of the ice cream events.

3.4c — Walk Audit (Optional)
Immediately following the “Tacos After Mass” Community Workshop and/or the “Ice Cream” pop-up events, pending budget availability, the team would engage interested residents through a “Walk Audit” or “Evaluación a pie” of the corridor. The bilingual walk audits would consist of 6-8 people per group, led by a member of the project team facilitating the walk, taking pictures, and asking inquisitive questions. Participants would be provided with an audit survey to gather qualitative information meant to explore thoughts, perceptions, likes, dislikes, activation opportunities, and short, mid-, and long-term hopes for the corridor.

3.5 — Develop Outreach Synopsis Report
The team will prepare a community engagement summary after all activities are completed. The synopsis will include a list of all engagement activities conducted and related participation; a summary of key findings, community priorities, areas for improvement, and future hopes; and 8 community-based ideas for activating the corridor or initiating pilot projects to achieve the vision.

3.6 — Focus Groups (Optional)
UAC will design and facilitate up to 6 targeted focus groups to gather in-depth qualitative input from communities that may not be fully represented through broader outreach activities. Based on turnout for the at-large community workshops, UAC will design focus groups to reach communities that are not represented. Based on a preliminary landscape analysis, and building on existing relationships, UAC will engage with community-serving organizations, including the United Way, the Farmworker Foundation’s Youth Program, faith-based organizations, and other community anchors along the corridor as identified in landscape scan. One session will be conducted solely in Spanish. Each focus group will consist of 8 to12 participants and will be structured around guided questions covering corridor conditions, barriers, and community aspirations. Key themes and findings will be integrated into the broader community engagement summary prepared under Task 3.5.

3.7 — Sustained Targeted Outreach (Optional)
In lieu of, or in addition to focus groups, UAC will lead a sustained targeted outreach effort to meaningfully engage renters, youth, historically underrepresented communities, nonEnglish speaking residents, and other hard-to-reach stakeholders who are unlikely to participate in traditional public engagement formats. UAC will partner with local organizations, and draw on existing relationships with trusted community-based organizations and social service providers. All materials will be prepared in English and Spanish at minimum, and UAC will maintain a log of activities and key themes heard, which will be incorporated into the overall engagement summary.

3.8 — Website Content (Optional)
The project team will prepare text and graphics for an Inyo Avenue corridor project landing page on the City of Tulare website. The website would host the SWG meeting agendas and minutes, electronic surveys, flyers advertising the outreach activities, and other project related items. The City of Tulare would be responsible for posting all content onto the web page.

3.9 — Tactical Urbanism Event (Optional)
The consultant team will organize and facilitate a community-based tactical urbanism event to test potential improvements along the Inyo Avenue Corridor. This event will serve as both an engagement activity and a pilot demonstration, allowing community members to experience and help shape proposed changes in real time. The team will identify a strategic location and develop a site-specific design for temporary, low-cost improvements such as painted curb extensions (“bulb-outs”), enhanced crosswalks, temporary pedestrian spaces, and placement of movable planters or other streetscape elements. All improvements will be designed to be safe, reversible, and consistent with applicable guidelines. The consultant 9 team will provide design direction, materials, and on-site coordination, while engaging community members and local organizations in installation activities such as painting and planting. This collaborative approach builds community ownership, generates feedback, and helps refine long-term recommendations while creating early momentum for implementation.

3.10 — Additional Community Workshop (Optional)
Once the project team has identified priority sites and focus areas, land use and development concepts, placemaking and connectivity strategies, the small business strategy, and the housing and workforce strategy, the project team would schedule an interactive in-person community workshop to solicit input and feedback on the proposed ideas. The team would use an interactive polling technology such as Mentimeter, which allows real-time involvement and the expression of opinions in an anonymous manner. This additional optional workshop, in combination with feedback from the Stakeholder Working Group, would provide the project team with community-based information to refine the Visioning and Redevelopment Framework.

Task 3 Deliverables:
• Public Engagement Plan document
• Outreach Synopsis report
Task 4: Visioning and Redevelopment Framework

4.1 — Develop Guiding Principles
Drawing on the findings from the existing conditions analysis and community engagement process, the project team will develop a set of guiding principles that reflect the community's values, priorities, and aspirations for the Inyo Avenue corridor. These principles will serve as the foundation for all subsequent recommendations and will be vetted with the SWG and City staff before being finalized.

4.1a — Mid-Project City Council Visioning Workshop (Optional)

The team can make a mid-project presentation to the City Council, including an update on the findings made during the existing conditions and public outreach efforts. A workshop with the Council can be used to get their feedback on guiding principles, priority sites, overall vision, etc.

4.2 — Identify Priority Sites and Focus Areas
Based on analysis and community recommendations, the team will identify potential sites and focus areas along the corridor that present the greatest opportunity for near-and long-term redevelopment, activation, or public realm improvement. Site selection will be informed by the 10 existing conditions analysis, market realities, and ownership patterns, with an emphasis on sites that align with community priorities and are feasible for near-term action.

4.3 — Create Land Use and Development Concepts
ZUS and VRPA will develop land use and development concepts for priority sites and focus areas, illustrating how underutilized properties could be repositioned to support mixed-use development, affordable housing, small business growth, and other community-identified needs. Concepts will be presented as diagrams and renderings suitable for public review and will be refined based on SWG and community feedback.

4.4 — Develop Public Realm, Placemaking, Wayfinding, and Connectivity Strategies The team will develop strategies to improve the public realm along the corridor, including streetscape enhancements, placemaking interventions, wayfinding signage, public art opportunities, and pedestrian and bicycle connectivity improvements. These strategies will build on the cross-section work completed in Task 2.3 and will be coordinated with Caltrans where applicable. Recommendations will prioritize low-cost, high-impact improvements that can be implemented incrementally and will include proposed cross sections of the street for the Main Street, Mixed-Use, and Gateway segments.

4.5 — Develop Small Business Strategy
In recognition of the corridor's role as a local commercial hub, the team will develop a highlevel small business strategy that identifies tools and approaches to support existing businesses, attract new investment, and reduce barriers for entrepreneurs—particularly those from historically underrepresented communities. This may include recommendations related to façade improvement programs, business association formation, pop-up retail, and other activation strategies.

4.6 — Develop Housing and Workforce Strategy
The team will develop high-level recommendations related to housing and workforce needs along the corridor, identifying opportunities to increase housing supply, support affordable housing preservation and production, and connect residents to employment and job training resources. Recommendations will be grounded in the economic analysis completed in Task 2 and aligned with the City's existing housing and workforce development goals.

4.7 — Visioning and Redevelopment Framework Report
The team will compile all Task 4 work products into a cohesive Visioning and Redevelopment Framework report, which will include guiding principles; priority sites and focus areas; land use and development concepts; public realm, placemaking, wayfinding, and connectivity strategies; a small business strategy; and a housing and workforce strategy. An Admin Draft will be submitted for City staff review, followed by a Final Draft incorporating all comments.

Task 4 Deliverables:
• Visioning and Redevelopment Framework Report
11 Task 5: Implementation and Investment Strategy

5.1 — Identify Phasing Strategies, Metrics, and Roles
The team will develop a phasing and sequencing strategy that organizes recommendations into short-, mid-, and long-term actions based on feasibility, available resources, and community priorities. The team will define roles and responsibilities for the City, partner organizations, and other stakeholders, and will recommend metrics for tracking progress and measuring outcomes over time. This work will draw on best practices from comparable corridor revitalization efforts and will be tailored to the City of Tulare's institutional capacity and budget context.

5.2 — Identify Potential Funding and Financing Tools
The team will identify and evaluate a range of potential funding and financing tools available to the City and its partners to support corridor implementation. This may include federal, state, and regional grant programs; tax increment financing; business improvement districts; community development financial institutions (CDFIs); and other mechanisms. EPS will lead this analysis, drawing on their expertise in real estate economics and public finance, and will highlight tools that are most accessible and appropriate given current market and policy conditions.

5.3 — Implementation Action Plan and Matrix
The team will prepare a concise implementation action plan and matrix that summarizes all recommendations, assigns responsible parties, identifies potential funding sources, and establishes a realistic timeline for action. An Admin Draft will be submitted for City staff review, followed by a Final Draft incorporating all comments. The matrix will serve as a practical reference tool for the City and its partners as they move from planning to action.

Task 5 Deliverables:
• Implementation Action Plan and Matrix document
Task 6: Final Deliverables

6.1 — Create Final Report
The team will compile all work products from Tasks 1 through 5 into a single, cohesive Final Report for the Inyo Avenue Corridor. The report will include an executive summary highlighting key findings, community input, and recommendations, followed by the full technical report integrating the existing conditions analysis, community engagement findings, visioning and redevelopment framework, and implementation action plan. The Admin Draft will be submitted for City staff review, followed by a Final Draft incorporating all comments. This document will serve as the definitive planning document for the corridor and a reference for future grant applications, policy decisions, and investment priorities. All concepts and recommendations will 12 be illustrated with clear, accessible graphics suitable for decision-making and community communication.

6.2 — Create Public-Facing Summary Document
The team will prepare a concise, visually engaging summary document intended for broad public distribution. Written in plain, accessible language in both English and Spanish, the document will highlight the community's vision, key recommendations, priority sites, and nearterm action steps. The summary will incorporate maps, graphics, renderings, and other visuals drawn from prior tasks to communicate the plan's goals in an approachable and compelling format. The document will be suitable for print and digital distribution and can be posted to the City's website and shared at community events.

6.3 — Presentation to City Council
The team will prepare and deliver a comprehensive presentation to the Tulare City Council summarizing the planning process, community engagement findings, existing conditions analysis, and final recommendations. The presentation will highlight the corridor vision, priority sites, public realm strategies, and implementation next steps, and will be designed to build Council understanding and support for moving recommendations forward.

Task 6 Deliverables:
• Final Report
• Public Facing Summary Document
• City Council slide deck

13 UAC
Daniel
Zack
Samantha
Zack
Georgiena
Vivian
Carolina
Ilic
Erik O.

Ruehr
Georgina
Franco
Sidra
Fatima
Julie
Cooper
Andrew
Williams
TASK President
Urban
Design
Assistant
President
Principal
Transp.

Planner
Dir. of Traffic
Engineering
Outreach
Specialist Principal Principal Senior Associate
Task 1 – Project Initiation and Coordination
Task 1.1 – Project Kickoff 3 1 3 3 1 3 14 $3,932
Task 1.2 – Develop Workplan and Schedule (Deliverable) 3 7 1 4 4 19 $3,720 Task 1.3 – Ongoing Project Management and Coordination 19 5 4 7 4 7 1 5 52 $13,912 Task 1 Subtotal 25 12 5 11 4 0 14 2 12 85 $21,564
Task 2 – Existing Conditions and Opportunity Analysis
Task 2.1 – Review General Plan, Zoning Regulations, ATP, etc. 3 1 3 2 6 3 18 $3,943 Task 2.2 – Assess Existing Land use and Ownership Patterns 3 5 6 14 $1,833 Task 2.3 – Assess Existing Conditions 4 1 4 4 8 2 23 $4,986 Task 2.4 – Review Previous Economic Studies/Current Conditions 2 8 10 $2,670 Task 2.5 – Develop Existing Conditions Report (Deliverable) 7 13 4 4 7 2 6 43 $8,458 Task 2 Subtotal 17 18 2 11 6 24 12 4 14 108 $21,890
Task 3 – Community Engagement and Neighborhood Activation Task 3.1 – Develop Public Engagement Plan (Deliverable) 3 8 1 7 14 7 40 $6,856 Task 3.2 – Stakeholder Working Group Meetings 9 2 12 1 1 25 $6,821 Task 3.3 – Electronic Community Survey & Social Media Outreach 2 10 2 14 $1,981 Task 3.4 – In-Person "Tacos After Mass" Community Workshop 5 10 6 14 5 40 $6,454 Task 3.5 – Develop Outreach Synopsis Report (Deliverable) 3 7 7 7 7 31 $5,753 Task 3 Subtotal 20 25 1 24 0 45 33 1 1 150 $27,864
Task 4 – Visioning and Redevelopment Framework
Task 4.1 – Develop Guiding Principles 2 5 1 2 2 12 $2,402 Task 4.2 – Identify Priority Sites and Focus Areas 2 4 4 2 12 $1,772 Task 4.3 – Create Land Use and Development Concepts 3 4 4 3 14 $2,322 Task 4.4 – Develop Public Realm/Placemaking Strategies 2 2 1 2 4 4 15 $3,113 Task 4.5 – Develop Small Business Strategy 2 2 2 2 6 14 $3,410 Task 4.6 – Develop Housing and Workforce Strategy 2 2 2 4 10 $2,400 Task 4.7 – Develop Visioning/Redev. Framework Report (Deliv.) 3 7 7 7 7 31 $5,753 Task 4 Subtotal 16 26 2 11 4 19 16 4 10 108 $21,173
Task 5 – Implementation and Investment Strategy
Task 5.1 – Identify Phasing Strategies, Metrics, and Roles 4 2 1 4 1 4 1 1 18 $4,664 Task 5.2 – Identify Potential Funding and Financing Tools 1 2 1 2 2 1 2 6 17 $3,955 Task 5.3 – Develop implementation action plan and matrix (Deliv.) 3 7 7 7 7 31 $5,753 Task 5 Subtotal 8 11 2 11 3 9 12 3 7 66 $14,371
Task 6 – Final Deliverables
Task 6.1 – Create Final Report (Deliverable) 3 7 6 10 7 33 $5,757 Task 6.2 – Create Public-Facing Summary Document (Deliverable) 3 7 6 10 7 33 $5,757 Task 6.3 – Presentation to City Council (Deliverable) 3 3 6 $1,125 Task 6 Subtotal 9 17 0 12 0 20 14 0 0 72 $12,639
Total Hours 95 109 12 80 17 117 101 14 44 385
Billing Rate $300.00 $75.00 $376.38 $275.27 $266.11 $93.02 $250.00 $315.00 $255.00 Total Labor Cost $28,500 $8,175 $4,517 $22,022 $4,524 $10,883 $25,250 $4,410 $11,220 $119,500 Direct Expenses
$1,000
Optional Tasks Cost $1,000
Task 2.6 – Feasibility Analysis $6,000 $1,000
Task 3.3a – Hard Copy Surveys & Posting of Hard Copy Flyers $2,500 $2,500 Task 3.4b – In-Person “Ice Cream” Pop-Up Events $8,500 $5,500 Task 3.4c – Walk Audit $10,500 TOTAL ZUS TEAM CORE BUDGET: $125,000 Task 3.6 – Focus Groups $10,000
Task 3.7 – Sustained Targeted Outreach $3,500
Task 3.8 – Website Content $2,000
Task 3.9 – Tactical Urbanism Event $15,000
Task 3.10 – Additional Community Workshop $10,000
Task 4.1a – Mid-Project City Council Visioning Workshop $5,000 Optional Tasks Total $73,000
Total Potential Budget for Core and Optional Tasks $198,000

ZUS VRPA EPS
Total
Hours
Per
Task
Cost Per
Task
Total Direct Expenses
Workshop Supplies
Mileage and Travel Expenses
Data Acquisition
Document Printing
SECTION 2
BUDGET
The ZUS team is proposing a budget of $125,000 for the core tasks, as put forth in the RFQ. We have identified ten optional tasks for City consideration. These optional tasks would add up to $73,000 if all were selected, but they have been designed to be stand-alone items that can be selected or disregarded at the City’s preference. 14 SECTION 3

SCHEDULE
We are proposing a schedule which would complete all core tasks in 12 months from the notice to proceed. Optional tasks would add up to 6 months if all were selected.

The document symbol represents the approximate time at which deliverables will be provided to the City.

Per Task 1.2, the final project schedule will be developed with City staff after the optional tasks are (or aren’t) selected, the contract is executed, and project details are established in the Kickoff Meeting.

TASK
Month
1 Month
2 Month
3 Month
4 Month
5 Month
6 Month
7 Month
8 Month
9 Month
10 Month
11 Month
12 Task 1 – Project Initiation and Coordination
Task 2 – Existing Conditions and Opportunity Analysis
Task 3 – Community Engagement and Neighborhood Activation Task 4 – Visioning and Redevelopment Framework
Task 5 – Implementation and Investment Strategy
Task 6 – Final Deliverables
Deliverable

Page 9 of 10 ends

Tulare City CouncilMay 19, 2026

Tulare City Council
May 19, 2026