Agenda packet — Tulare City Council, July 7, 2026 (part 1 of 2)

City of Tulare Page 1 of 4
City Council Meeting Notice & Agenda
Tuesday, July 7, 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, July 7, 2026
City of Tulare Page 2 of 4

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE AND INVOCATION

3. PROCLAMATIONS & RECOGNITIONS

3.1 Proclamation for Parks and Recreation Month – July 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. PRESENTATIONS

5.1 New Employee Introductions – January 1 to June 30, 2026.

5.2 Update on the Urban Strategic Plan (USP) by the Mid-Kaweah Groundwater Sustainability Agency (MKGSA).

6. 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.

7. COUNCIL REPORTS AND ITEMS OF INTEREST

8. 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.

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 by waived.

8.2 Approval of City Council Meeting Minutes.

Recommended Action: Approve the minutes of the special and/or regular meeting of June 16, 2026. [M. Wilcox]

8.3 Appointment of City Clerk.

Recommended Action: Adopt a resolution appointing Melissa Wilcox as City Clerk of the City of Tulare effective July 11, 2026. [M. Mondell]

8.4 Purchase of Core Network Equipment.

8.5 Purchase of five light duty EV vehicles.

City Council Meeting Agenda Tuesday, July 7, 2026
City of Tulare Page 3 of 4
Recommended Action: Authorize an increase of $263,000 to the Fleet Replacement Fund appropriation and use of the fund balance in the Fleet Replacement Fund for the purchase of four (4) new/unused 2026 Chevrolet Silverado EV trucks and one (1) 2027 new/unused Chevrolet Equinox EV from National Auto Fleet Group of Watsonville, CA, utilizing Sourcewell Contract No. 081325-NAF. Adopt a resolution approving the appropriation of $263,000 and use of the fund balance in the Fleet Replacement Fund for this purchase. [T. Whitfield]

8.6 Parcel Map Acceptance – TPM 2025-07 (Four Star).

8.7 Revisions to the Handbook for Council-Appointed Bodies.

8.8 On-Call Consultant Services Selection.

8.9 Library Strategic Plan and Efficiency Study.

Recommended Action: Award and authorize the City Manager to negotiate and execute a Professional Services Agreement with Berry, Dunn, McNeil & Parker, LLC (“BerryDunn”) in the amount of $99,751 to prepare the Tulare Public Library (“TPL”) Strategic Plan and Efficiency Study; authorize the City Manager or designee to approve contract change orders not to exceed 10% ($9,975) of the total contract amount; and adopt a resolution appropriating $109,726 from the Library Development Impact Fees (DIF) Fund balance to fund the agreement. [C. Orr]

9. 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.

9.1 Parking & Business Improvement Area Report and Annual Assessments.

9.2 Placing Public Works Improvement Loans on Tax Roll.

10. 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 City Council Meeting Agenda Tuesday, July 7, 2026
City of Tulare Page 4 of 4
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.

10.1 Appointment to the Library Board.

Recommended Action: Appoint one member to the Library Board with a term beginning July 1, 2026, and ending June 30, 2029. [M. Wilcox]

10.2 Presentation of the Citywide Fiscal Impact Analysis of Future Development.

Recommended Action: Receive the presentation regarding the Citywide Fiscal Impact Analysis of Future Development, provide direction as appropriate, and receive and file the report. [M. Mondell]

10.3 Economic Development Strategic Plan.

Recommended Action: Adopt the Economic Development Strategic Plan. [J. Gomez]

10.4 Placement of National Motto in the Council Chamber.

11. FUTURE AGENDA ITEMS - NONE SUBMITTED

12. STAFF UPDATES

13. ADJOURNMENT
The next regularly scheduled meeting of the Tulare City Council is Tuesday, July 21, 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 Thursday, July 2, 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: July 7, 2026 Agenda Memo
Date: July 1, 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

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

3.1 Proclamation for Parks and Recreation Month – July 2026.

5. PRESENTATIONS [Time Estimate: 5:50 p.m.]

5.1 New Employee Introductions – January 1 to June 30, 2026.

5.2 Update on the Urban Strategic Plan (USP) by the Mid-Kaweah Groundwater Sustainability Agency (MKGSA).

6. 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: 6:20 p.m.]

7. COUNCIL REPORTS AND ITEMS OF INTEREST [Time Estimate: 6:25 p.m.] Tulare City Council Meeting Page 2 of 14
Agenda Memo - July 7, 2026

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 June 16, 2026. [M. Wilcox]

8.3 Appointment of City Clerk.

Recommended Action: Adopt a resolution appointing Melissa Wilcox as City Clerk of the City of Tulare effective July 11, 2026. [M. Mondell]
Summary: The City Clerk is a Charter-designated position that must be appointed by the City Council. Melissa Wilcox currently serves as Chief Deputy City Clerk, where she performs the full range of City Clerk responsibilities, including agenda administration, records management, election support, legislative services, and public transparency functions. She holds a Bachelor of Science in Business Management, is a Certified Municipal Clerk (CMC) through the International Institute of Municipal Clerks and has earned the California Professional Municipal Clerk (CPMC) certification through the University of California, Riverside.

Since 1987, the City Manager has held the dual title of City Clerk. While the title has remained with the City Manager, the day-to-day responsibilities of the Office of the City Clerk have been administered by City Clerk staff, including the Chief Deputy City Clerk. As the City has grown and the responsibilities associated with municipal governance, public records, elections, legislative administration, and public engagement have become increasingly complex, staff believe it is appropriate and beneficial to separate these functions and appoint a dedicated City Clerk pursuant to the Charter.

Appointing Ms. Wilcox as City Clerk formally aligns the Charter-designated office with the City's current operational structure and recognizes the responsibilities she currently performs. In addition to serving as City Clerk, Ms. Wilcox will serve as Public Affairs Director. This organizational structure provides dedicated leadership for City Clerk operations, strengthens public communication and transparency efforts, supports compliance with evolving state laws and regulatory requirements, and establishes a single point of accountability for City Clerk functions. In this dual role, Ms. Wilcox will continue to report to the City Manager while performing all duties prescribed for the Office of the City Clerk under the Charter, Municipal Code, and applicable law.

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 proposed action has been reviewed by the City Attorney who has determined it to be consistent with the City Charter.

Tulare City Council Meeting Page 3 of 14
Agenda Memo - July 7, 2026
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.

8.4 Purchase of Core Network Equipment.

Recommended Action: Authorize the City Manager to negotiate and execute a purchase with AMS.net for replacement of Core Network Equipment for a total cost of $128,286.04, utilizing OMNIA Contract No. R250307. [J. Bowling]
Summary: The City of Tulare operates an Enterprise data network. At the center of that network is network switching equipment that connects all computers, phones, printers, wireless access points and other technological devices. The City of Tulare’s existing network equipment for City Hall and the Police Department facilities was purchased in 2015 and has provided reliable service for over 10 years. The manufacturer of the equipment will no longer support the equipment after 2026.

The proposed purchase is to replace existing network equipment. It is expected that this equipment will serve the organization for many years. The exact part numbers have been redacted from the proposal for cybersecurity purposes. Information Technology staff have specified this equipment to serve current and future needs.

OMNIA Partners is a purchasing organization for public sector procurement. OMNIA Partners brings a collective buying power for superior value and savings for public agencies nationwide.

Utilizing this contract enables us to achieve over 50% reduction on the list price.

Fiscal Impact & Funding Source(s): This is a planned, budgeted expense through CIP Project IT2025-02 Core Network Switching Replacement. The total project budget is $140,000.

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: Subsequent contract approval to be revised 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.

8.5 Purchase of five light duty EV vehicles.

Recommended Action: Authorize an increase of $263,000 to the Fleet Replacement Fund appropriation and use of the fund balance in the Fleet Replacement Fund for the purchase of four (4) new/unused 2026 Chevrolet Silverado EV trucks and one (1) 2027 new/unused Chevrolet Equinox EV from National Auto Fleet Group of Watsonville, CA, utilizing Sourcewell Contract No. 081325-NAF. Adopt a resolution approving the appropriation of $263,000 and use of the fund balance in the Fleet Replacement Fund for this purchase. [T. Whitfield] Summary: On October 7, 2025, the City Council authorized the City Manager or his designee to apply for an electric vehicle grant through the San Joaquin Valley Air Pollution Control District (SJVAPCD). Staff received notice on June 15, 2026, that we had been awarded five (5) $20,000 grants to purchase five (5) light duty electric vehicles for a total of $100,000 in grant funds.

Tulare City Council Meeting Page 4 of 14
Agenda Memo - July 7, 2026
The City is a member of Sourcewell, which is a national public service agency that provides cooperative purchasing for government agencies. Through Sourcewell Contract No. 081325- NAF, staff is requesting authorization to purchase four (4) New/unused 2026 Chevrolet Silverado EV trucks and one (1) 2027 New/unused Chevrolet Equinox EV from National Auto Fleet Group of Watsonville, CA, in the amount of $262,658.10. The vehicles will be allocated as follows:

Vehicle Department
2026 Chevrolet Silverado EV General Services
2026 Chevrolet Silverado EV General Services
2026 Chevrolet Silverado EV Engineering
2026 Chevrolet Silverado EV Community Development
2027 Chevrolet Equinox EV General Services
During the budget process, staff did not anticipate receiving the grant funds; therefore, the FY 2027 budget did not include the purchase of these vehicles. The grant operates on a reimbursement basis, so the budget request is for the total cost of the units. Once the reimbursement is received, those funds will be deposited back into the Fleet Replacement Fund to offset a portion of the cost of vehicles.

Fiscal Impact & Funding Source(s): The purchase of these vehicles will be conducted through the Fleet Replacement Fund (Acct #: 605-100-304-325-371-5636). The General Fund has approximately $1.0 million in Fleet Replacement funds and Community Development has approximately $345,000 in Fleet Replacement Funds. Staff is requesting approval of the attached resolution authorizing the appropriation of $263,000 in Fund 605, Fleet Replacement Fund, for the purchase of these units in the current fiscal year, 2026-27.

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. If the purchase of vehicles and subsequent appropriation request is not approved, the City will decline the SJVAPCD grant for the vehicles and departments will not get the new vehicles as requested.

8.6 Parcel Map Acceptance – TPM 2025-07 (Four Star).

Recommended Action: Approve the Parcel Map filed by Mario and Jennie Mattos for the division of land located north of West Prosperity Avenue west of Northridge Street, and accept all dedications and easements offered to the City, and conditionally reject, until later accepted by a separate resolution of the City Council, irrevocable offer of dedication to the City for Prosperity Avenue. [M. Miller]
Summary: Tentative Parcel Map No. 2025-07, filed by The Mattos Family Trust, seeks to create four parcels and a remainder from two existing parcels of record (APN 164-130-008 and 164- Tulare City Council Meeting Page 5 of 14
Agenda Memo - July 7, 2026
130-009) in order to accommodate future development on the subject property. The City of Tulare Parcel Map Committee approved the Tentative Parcel Map on January 13, 2026. This parcel map covers approximately 7.92 acres, with Parcel 1 measuring 3.18 acres, Parcel 2 measuring 0.95 acres, Parcel 3 measuring 0.96 acres, Parcel 4 measuring 0.96 acres, and remainder measuring 1.87 acres.

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

Environmental Review: The tentative parcel map for Four Star Parcel Map was approved by the Tulare Parcel Map Committee on January 13, 2026, by Resolution No. 874. 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 parcel map will be reviewed for compliance with applicable legal requirements prior to recordation.

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. Changes may result in a delay to the project continuing and an additional financial burden to the applicant. Denial would prevent the division of the existing parcel, which may hinder the future development of the parcels. Tabling the item may cause delays in the project’s continuation and result in financial burdens for the applicant.

8.7 Revisions to the Handbook for Council-Appointed Bodies.

Recommended Action: Adopt a resolution approving the revised City of Tulare Handbook for Council‑Appointed Bodies, incorporating the revisions reviewed and approved by the City Council on June 16, 2026. [M. Wilcox]
Summary: At its June 16, 2026 meeting, the City Council reviewed proposed revisions to the Handbook for Council‑Appointed Bodies intended to standardize and clarify the appointment process, increase transparency, and ensure consistent procedures across all boards, commissions, and committees.

The revisions include:
• A standardized application period (three weeks) and provisions for extensions when multiple vacancies or additional outreach are needed.
• A clear interview and scheduling process, including placement of recommended appointments on the Consent Calendar.
• Updated language clarifying recruitment, notification, and onboarding procedures. • Standardized expectations for attendance, including automatic removal thresholds. • Clarified residency requirements by body, consistent with existing bylaws and Municipal Code.
• Term definitions, expiration dates, staggered terms, and treatment of partial terms. • Updated procedures required under the Maddy Act for posting vacancies and annual appointment lists.

Tulare City Council Meeting Page 6 of 14
Agenda Memo - July 7, 2026
The revisions are designed to give applicants, staff, and Council members a predictable, fair, and legally compliant appointment process
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 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.

8.8 On-Call Consultant Services Selection.

Recommended Action: Approve a list of pre-qualified consultants for On-Call Consulting Services, and authorize the City Manager to enter into Professional Service Agreements, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager, for various consultants for an initial two-year period with options for up to two (2) consecutive 2-year extensions. [M. Miller]
Summary: Due to the volume of Capital Improvement Projects (CIP), private development projects, and other departmental needs, including transportation, utilities, planning, environmental, design, and other engineering work, the City is seeking assistance from various consulting services to supplement City Staff on an as-needed basis. On-Call consultants have been and will be utilized to supplement City Staff in the design of major capital projects and in cases where technical expertise is needed to keep projects moving forward efficiently.

Therefore, the Engineering Services Department is establishing a list of pre-qualified firms to provide consulting services for the following 19 service categories:
• Environmental Planning • Architectural
• Geotechnical • Landscape Architectural
• Material Testing • Well Equipping and Tank Design
• Structural Engineering • Construction Management and Inspection • Roadway and Traffic Engineering • Development
• Hydrogeologist • Labor Compliance
• Surveying • Property Acquisition
• Utility Locating • Wastewater Treatment Design
• Electrical Engineering • City and Urban Environmental Planning • Civil Engineering
To supplement staff, many cities and other government entities retain consultants on an on-call basis to provide these services. On March 10, 2026, a Request for Qualifications (RFQ) #26- 842 for On-Call Consulting Services was issued. Fifty-two (52) firms submitted all necessary information by the deadline specified in the RFQ.

Tulare City Council Meeting Page 7 of 14
Agenda Memo - July 7, 2026
Based upon the procedures identified in the City’s adopted Purchasing Policy 15-04 and the requirements of the California Government Code, Chapter 10, Section 4526 for the selection of professional service contracts, the proposals were reviewed and rated in accordance with the consultant selection procedures identified in the RFQ. Consultant proposals were evaluated based on their demonstrated competence, knowledge of local conditions, past performance, and the professional qualifications necessary to perform the required services.

Because of the expected volume of projects and the variety of required areas of expertise, the top ranked firms are recommended for inclusion on the list of prequalified engineering and land surveying consultants. Each of these firms brings a unique background of expertise that will be utilized for the diverse selection of projects currently identified in the City’s Capital Improvement Program and, on an as-needed basis, to expedite the review of private development projects.

Each firm’s proposed rate schedule has been confirmed as fair and reasonable relative to industry standards. The recommended firms, based upon their respective qualifications, were identified as follows:
• 4 Creeks • Certerra • Labor Consultants
of California
• QK
• 4 Leaf • Cornerstone
Engineering Group
• Lane Engineers • Rincon
Consultants
• Accenture • Crawford and
Associates
• Melton Design
Group
• Rose Sing and
Associates
• Achievement
Engineering
Group
• Crawford and
Bowen
• Mid Valley
Engineering
• RRM Design
Group
• Bedrock
Engineering
• Dewberry Engineers • Next Level
Compliance
• TJKM
• Blackwater
Consulting
• Dudek • NV5 • TRC
• Borrelli and
Associates
• Guida • Paragon Partners • Westwood
• BSK • Interwest • Peters
Engineering Group
• Willdan
Engineering
• Carollo Engineers • Kenneth D. Schmidt
and Associates
• Precision Civil
Engineering
• Zeltmacher
• CCME • Krazan and
Associates
• Provost and
Prichard
Fiscal Impact & Funding Source(s): The financial impact and funding sources for on-call consultant services vary by the department or division using them. It is proposed that the City enter into contracts with these firms for on-call services for a period of two (2) years, with options for up to two (2) consecutive 2-year extensions upon satisfactory performance. Hourly rates and conditions are agreed upon up front; as specific scopes of work are developed for each project, cost proposals will be submitted for review and approval. Authorized expenditures under the contracts shall not exceed the amounts authorized under the City Council’s adopted purchasing policy. The City Manager or designee shall approve them in accordance with the approved budgets for the individual projects.

Tulare City Council Meeting Page 8 of 14
Agenda Memo - July 7, 2026
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: Subsequent contract approval to be reviewed by the City Attorney.

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

Alternative Action: 1) Approve with changes; 2) Deny; or 3) Table. Denying approval of the on-call consultant list would significantly limit staff's ability to deliver essential services.

8.9 Library Strategic Plan and Efficiency Study.

We are in a period of change driven by technology, access to resources and facilities, funding, and customer and partner expectations. This consulting engagement will provide TPL with a long-term roadmap to support resident needs, population growth, technological shifts, plan for future facility needs, and the evolving expectations of services libraries provide. The strategic plan also includes a comprehensive operational study to help ensure funding and staffing are maximizing community benefit. The process will include robust community and library staff engagement.

Fiscal Impact & Funding Source(s): This project will utilize fund balance from the Library DIF Fund.

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

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

Alternative Action: 1) Approve with changes; 2) Deny; or 3) Table. Denying approval of the on-call consultant list would significantly limit staff's ability to deliver essential services.

9.1 Parking & Business Improvement Area Report and Annual Assessments.

Recommended Action: Conduct a public hearing and adopt a resolution confirming the report and recommendation of the Tulare Downtown Association Board of Directors and levy assessments for the Tulare Downtown Parking & Business Improvement Area Annual Assessments for Fiscal Year 2027. [M. Roberts]
Summary: Tulare Municipal Code Section 8.48.080 requires the Advisory Board of the Parking & Business Improvement Area (“PBIA”), the Tulare Downtown Association (“TDA”), to prepare a report for each fiscal year for which assessments are to be levied and collected to pay the cost of the improvements and activities described in the report. A report was presented and approved by the City Council on June 16, 2026. A public hearing was set for July 7, 2026, to confirm the report and levy assessments for Fiscal Year 2027.

The following table provides the proposed assessments for each Zone. Assessments are due at the same time business license fees are due.

Zone A (business license required) 175% of business license fee Zone A (business license not required) $30/employee*; min. semiannual assessment of $200, max. semiannual assessment of
$1,000
Zone B (business license required) 87.5% of business license fee Zone B (business license not required) $17.57/employee*; min. semiannual assessment of $122.06, max. semiannual
assessment of $610.33
• Employed for at least 20 hours per week
Fiscal Impact & Funding Source(s): There is no net fiscal impact associated with this action as assessment revenues collected are sent directly to the TDA for administration of the PBIA.

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: A notice of public hearing was published in The Visalia Times Delta on June 25, 2026, which is at least 10 days prior to the public hearing.

Alternative Action: 1) Approve with changes; 2) Deny; or 3) Table. If a public hearing is not held on this matter or the assessments are not levied, the TDA will not have the funds necessary for administration of the PBIA for the upcoming fiscal year, possibly resulting in the reduction or suspension of improvements and activities due to lack of available funds for payments of contractors and for purchases of materials and supplies.

9.2 Placing Public Works Improvement Loans on Tax Roll.

Recommended Action: Adopt a resolution placing costs associated with connection of existing improved properties to the City’s water and/or wastewater systems, and/or the construction of sidewalks, gutters, pavement, driveways, and curbs on existing improved properties within the City on property tax rolls in installments. [M. Roberts] Tulare City Council Meeting Page 10 of 14
Agenda Memo - July 7, 2026
Summary: In 1997, the Board of Public Utilities Commissioners and the City Council approved resolutions authorizing the adoption of the provisions of Streets and Highways Code Section 5870 et. Seq., under the 1911 Act. These provisions provide for the financing of certain public works related costs and declaring the repayment of the same to be assessed against property owners and placed on the property tax rolls.

The City has entered into nine agreements with various property owners to construct and finance connections, primarily to City sewer services, and place those costs on property tax rolls in installments. Prior to sending the assessments to the County of Tulare, a public hearing is required to allow anyone objecting and wanting to address 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: A notice of public hearing was published in The Visalia Times Delta on June 25, 2026, which is at least 10 days prior to the public hearing.

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

10. 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: 7:00 p.m.]

10.1 Appointment to the Library Board.

Recommended Action: Appoint one member to the Library Board with a term beginning July 1, 2026, and ending June 30, 2029. [M. Wilcox]
Summary: The Library Board was established pursuant to California Education Code §18910, which states that a public library shall be managed by a board of library trustees, consisting of five members, to be appointed by the mayor with the consent of the Council. The Board advises staff and Council on all matters relating to library services. Members serve three-year terms.

The Board meets at 4:00 p.m. on the third Wednesday of each month at the Tulare Public Library.

Currently, there is one vacancy on the Library Board. Bonnie Thiele was appointed to an unexpired seat on the Board in August 2024 with a term ending on June 30, 2026. Staff began advertising for this opportunity on June 4, 2026. Applications that conveyed interest in serving on the Library Board are attached for review and consideration.

Since this recruitment began prior to the approved revisions of the Handbook for CouncilAppointed Bodies, the new appointment process does not apply. Applicants were advised of the appointment being placed on the agenda and were invited to attend the meeting.

Staff recommends appointing one of the applicants to the Library Board for a three-year term.

Tulare City Council Meeting Page 11 of 14
Agenda Memo - July 7, 2026
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.

10.2 Presentation of the Citywide Fiscal Impact Analysis of Future Development.

Recommended Action: Receive the presentation regarding the Citywide Fiscal Impact Analysis of Future Development, provide direction as appropriate, and receive and file the report. [M. Mondell]
Summary: As Tulare continues to experience significant residential, commercial, and industrial growth, it is important for the City to understand the long-term fiscal impacts of that development. The City retained NBS to prepare a comprehensive Fiscal Impact Analysis (FIA) to evaluate whether projected future development under the General Plan will generate sufficient ongoing General Fund revenues to support the municipal services required to serve that growth.

The General Fund supports many of the City's day-to-day services, including police, fire, parks, streets, recreation, planning, administration, and other municipal operations.

The analysis evaluates projected residential, commercial, and industrial development based on the City’s General Plan. Existing service levels, projected population growth, employment growth, and anticipated municipal operating expenditures were used to develop the analysis.

The report estimates revenues from property tax, sales tax, documentary transfer tax, property tax in lieu of vehicle license fees and other General Fund revenues, and compares those revenues to the City's projected operating costs associated with serving future development.

As the community continues to grow, residents frequently ask how new development affects the City's financial condition and whether new housing generates enough revenue to pay for the services it requires. The Fiscal Impact Analysis provides an objective evaluation of those questions by comparing the recurring General Fund revenues generated by future development with the City's estimated long-term cost of providing municipal services.

The analysis concludes that while residential development generates important revenues, it also creates ongoing demands for services such as police, fire, parks, streets, recreation, administration, and other General Fund operations. Under current revenue structures, projected residential development is expected to generate less recurring General Fund revenue than the cost of providing those services. Conversely, commercial and industrial development is projected to generate a positive fiscal impact that helps offset the costs associated with residential growth. Collectively, the City's planned mix of residential, commercial, and industrial development results in a General Plan buildout that is projected to be nearly fiscally balanced.

The report identifies potential long-term funding strategies that may assist the City in maintaining service levels as growth occurs. One option discussed is the future use of Community Facilities Districts (CFDs), commonly known as Mello-Roos districts, for new residential developments. CFDs are a financing tool authorized under California law that allow Tulare City Council Meeting Page 12 of 14
Agenda Memo - July 7, 2026
property owners within a new development to fund specified public services and facilities benefiting that development.

Establishing a CFD can help ensure that a portion of the ongoing cost of serving new neighborhoods is funded by the properties benefiting from those services, rather than shifting those costs to the City's existing taxpayers. The Fiscal Impact Analysis does not recommend establishing a CFD at this time, nor does this agenda item seek Council action regarding any financing mechanism. Rather, the report recommends that the City evaluate funding options, including CFDs, as future development proposals are considered.

Like any long-range planning analysis, the study relies on current economic conditions, demographic projections, land use assumptions, and existing revenue structures to estimate future fiscal impacts.

Understanding the long-term fiscal impacts of growth is essential to maintaining high-quality public services while accommodating future development. The Fiscal Impact Analysis provides the City Council with an important planning tool that can help guide future land use decisions, development agreements, infrastructure planning, and long-term financial sustainability.

The consultant will present the findings of the analysis, explain the methodology used to prepare the report, answer Council questions, and receive feedback.

This agenda item is intended to receive the consultant's presentation and obtain Council feedback. No policy decisions or implementation actions are requested at this time. Following Council discussion, staff anticipates returning at a future meeting with any recommended implementation strategies or financing options for Council consideration.

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.

10.3 Economic Development Strategic Plan.

Recommended Action: Adopt the Economic Development Strategic Plan. [J. Gomez] Summary: A draft of the Economic Development Strategic Plan (EDSP) was presented on June 16, 2026, by the City’s consultant, Kosmont Companies for Council’s review and consideration.

This EDSP identifies citywide opportunities, economic development strategies, and an action plan. One continued focus is Downtown since that is the historic core for all Tulare residents and a destination for eating, shopping, and entertainment.

One revision since the draft was presented to Council pertains to the Inyo Corridor. The City has already begun efforts with the Inyo Corridor Streetscape, Placemaking, and Revitalization project, which will identify strategies to redevelop this area. The deliverables from this separate Tulare City Council Meeting Page 13 of 14
Agenda Memo - July 7, 2026
project will be reviewed once finalized and any approved action plan can be incorporated into the overall priorities of the EDSP.

The final EDSP is now before Council and upon adoption, staff will proceed with prioritizing strategies and implementing proposed actions that will support the Council’s economic development objectives and streamline development
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.

10.4 Placement of National Motto in the Council Chamber.

Recommended Action: Discuss the proposal to display the national motto, “In God We Trust,” on the wall directly behind the mayor’s seat in the Council Chamber and provide direction to staff thereto. [M. Mondell]
Summary: At the June 16, 2026 Council meeting, Vice Mayor Harrell presented a Council Item Request form proposing that the City display the official motto of the United States, “In God We Trust,” in the Council Chamber. The City Council voted 3 to 2 to place this item on a future meeting agenda for discussion and possible action.

Should the Council wish to proceed, staff would need direction regarding:
• Preferred design (lettering style, size, material, color). • Exact placement (as requested: wall directly behind the mayor’s seat). • Whether to solicit design options or quotes from vendors. • Any budget constraints or funding sources.

Staff can return with cost estimates, design mock-ups, and implementation options at a subsequent meeting if directed
Fiscal Impact & Funding Source(s): To be determined. Costs will vary depending on materials, fabrication, and installation method. Staff can obtain quotes once direction is provided.

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.

Tulare City Council Meeting Page 14 of 14
Agenda Memo - July 7, 2026
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.

11. FUTURE AGENDA ITEMS - NONE SUBMITTED [Time Estimate: 7:45 p.m.]

12. STAFF UPDATES [Time Estimate: 7:45 p.m.]

13. ADJOURNMENT [Time Estimate: 7:50 p.m.]
The next regularly scheduled meeting of the Tulare City Council is Tuesday, July 21, 2026, at 5:30 p.m. in the Council Chamber, 491 North M Street, Tulare.

WHEREAS, parks and recreation is an integral part of communities throughout this country, including the City of Tulare; and
WHEREAS, parks and recreation promotes health and wellness, improving the physical and mental health of people who live near parks; and
WHEREAS, parks and recreation encourages physical activities by providing space for popular sports, hiking trails, swimming pools and many other activities designed to promote active lifestyles; and WHEREAS, parks and recreation programming and education activities, such as out-of-school time programming, youth sports and environmental education, are critical to childhood development; and WHEREAS, parks and recreation increases a community’s economic prosperity through increased property values, expansion of the local tax base, increased tourism, the attraction and retention of businesses, and crime reduction; and
WHEREAS, The City of Tulare celebrates the power of connection, community, and well-being, as our parks and recreation spaces bring people together, strengthen shared community spirit, and support the health and resilience of all Tulare residents; and WHEREAS, City Council expresses its deep appreciation for the hard work and dedication of the Parks and Recreation Department, whose staff maintain approximately 363 acres of parks, city medians, landscaping and lighting districts, and who provide recreation programs across five community facilities.

NOW, THEREFORE, we, the City Council of the City of Tulare, do hereby proclaim the month of July 2026 as
Parks and Recreation Month
in the City of Tulare and encourage all residents to explore our parks, participate in recreation programs, and celebrate the ways these spaces and services enrich the quality of life of our community.

Dated this 7th day of July 2026.

Patrick Isherwood, Mayor
Stephen C. Harrell, Vice Mayor
Jose Sigala, Councilmember

Terry A. Sayre, Councilmember
Dennis A. Mederos, Councilmember
Proclamation
Item #: 8.2
Consent
Staff Report
City Council
Date: July 7, 2026
Department: City Clerk
Submitted by: Melissa Wilcox, Chief Deputy City Clerk
Agenda Title: Approval of the City Council Meeting Minutes

RECOMMENDED ACTION
Approve the minutes of the special and/or regular meeting of June 16, 2026.

ALIGNMENT WITH STRATEGIC PRIORITIES
Not Applicable

SUMMARY
The meeting minutes for the June 16, 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:

8.2 Consent 1 of 6
City Council Meeting Minutes
Tuesday, June 16, 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, Terry A.

Sayre, Dennis A. Mederos
Staff Present: City Manager Marc Mondell; City Attorney Mario U. Zamora; 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 Captain Kevin Kroeze; Fire Chief Michael Ott; General Services Director Manny Correa; Executive Director of Economic Development & Redevelopment Jennifer Gomez; Human Resources Director Janie Venegas; Housing and Grants Specialist Jessica Cervantez; Housing and Grants Specialist Norveen Brar

1. CALL TO ORDER
Mayor Isherwood called to order the regular meeting of the Tulare City Council at 5:35 p.m. in the Council Chamber located at 491 North M Street.

2. PLEDGE OF ALLEGIANCE AND INVOCATION
Vice Mayor Isherwood led the Pledge of Allegiance, and an invocation was given by Debra Epps, Assistant Pastor of Living Christ Church.

3. PROCLAMATIONS & RECOGNITIONS

3.1 Recognition for Lauren Starr of Tulare Western High School, awarded as the 2026 Edison Scholar. Mayor Isherwood presented a certificate of recognition to Lauren Starr.

3.2 Proclamation for the 250th Anniversary of America, July 4, 2026. It was the consensus of Council to ceremonially read and present this proclamation at the Independence Day event on July 4.

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

5. COMMUNICATIONS
City Manager Mondell advised there were no communications.

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

7. CONSENT CALENDAR
Items 7.4, 7.5, and 7.7 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 7.4, 7.5, and 7.7.

8.2 Consent 2 of 6

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

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

7.2 Approval of City Council Meeting Minutes.

Recommended Action: Approve the minutes of the special and/or regular meeting of June 2, 2026. [M. Wilcox]

7.3 Acceptance of Donation to the Tulare Public Library.

Recommended Action: Adopt a resolution accepting a monetary donation in the amount of $10,000 to the Tulare Public Library for library purposes and approve a budget amendment to appropriate the funds into the Library budget. [B. Beck]

7.6 Parking & Business Improvement Area Assessment.

Recommended Action: Approve the report filed by the Tulare Downtown Association Board of Directors as the appointed Advisory Board for the Parking and Business Improvement Area; and adopt a resolution of intention to levy an annual assessment for Fiscal Year 2027 and set a public hearing to levy the proposed assessments on July 7, 2026. [M. Roberts]

7.8 Tulare Fire Chief Officer Group Side Letter of Agreement No. 2.

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

7.9 Barry Slater, d/b/a Rep’d, Inc. Agreement for Community Engagement & Communications.

Recommended Action: Authorize the City Manager to negotiate and execute a three year professional services agreement with Barry Slater, d/b/a Rep’d, Inc. for community engagement and communications in the amount of $25,000 annually for a total contract value of $75,000, subject to minor and clarifying changes approved by both the City Attorney and the City Manager. [J. Bowling]

7.10 Landscape Maintenance Assessments for Fiscal Year 2027.

Recommended Action: Adopt a resolution of intention to set the public hearing date to adopt landscape maintenance assessments for Fiscal Year 2027 for July 21, 2026. [M. Miller]

7.11 Final Map Acceptance for Phase 1 of the F&C Farming Subdivision.

Recommended Action: Conditionally approve the final map and subdivision improvement agreement for Phase 1 of the F&C Farming subdivision for recordation, and accept all easements and dedications offered to the City subject to receipt of the signed final map, all fees, and other required items prior to August 15, 2026. [M. Miller]

7.12 Deferred Improvement Agreement for Prosperity Avenue Improvements Associated with Phase 1 of the F&C Farming Subdivision.

Recommended Action: Approve a short-term deferred improvement agreement subject to any minor conforming and clarifying changes acceptable to the City Attorney and City Manager with SJV Horizontal, LLC, a Delaware Limited Liability Company, allowing certain Prosperity Avenue improvements including median island, roadway lighting, and pavement construction associated with Phase 1 of the F&C Farming subdivision to be deferred for a maximum of five (5) years, or prior to the commencement of construction of Phase 3 of the F&C Farming subdivision, whichever occurs first. [M. Miller]

8.2 Consent 3 of 6

7.13 Award Contracts for Project FM0051 Tulare Business Innovation Zone Maker Space.

Recommended Action: [M. Miller] Award and authorize the City Manager to sign contracts related to construction of Project FM0051 Business Incubator Maker Space; and authorize the City Manager or designee to approve contract change orders in an amount not to exceed 10% of each contract amount.

Task Description Contractor Amount

1. Construction Contractor GC Builders of Hanford, CA $400,905.00

2. Labor Compliance Labor Consultants of California of Hanford, CA $10,200.00

7.14 California League of City Employees Association Side Letter of Agreement No. 3..

Recommended Action: Adopt a resolution approving and authorizing the execution of Side Letter of Agreement No. 3 between the City and California League of City Employees Association (CLOCEA) revising Memorandum of Understanding (MOU) for the term of July 1, 2024 through June 30, 2027 adopted October 15, 2024. [J. Venegas]

7.15 Purchase of Nautilus Ride-On Scrubber.

Recommended Action: Award the purchase of a PowerBoss Nautilus Ride-On Scrubber to Haaker Total Clean in the amount of $88,599 and adopt a resolution amending the Fiscal Year 2026 Budget approving the use of Fund 605 Fleet replacement fund balance and the appropriation of $88,599. [C. Orr]

7.16 Lobbyist Services Agreement with Townsend Public Affairs.

Recommended Action: Authorize the City Manager to execute a three-year professional services agreement with Townsend Public Affairs, Inc. for lobbyist services in the amount of $84,000 for Year 1 and Year 2 and $96,000 for Year 3, for a total contract value of $264,000, subject to minor and clarifying changes approved by both the City Attorney and the City Manager. [M. Mondell]

ITEM(S) PULLED FROM CONSENT CALENDAR

7.4 Council Travel and Community Improvement Budgets Expenditure Report.

Recommended Action: Receive a Fiscal Year 2026 year-to-date report on each councilmember’s Travel Budget and Community Improvement Budget. [M. Wilcox] Council Action: Councilmember Sigala pulled this item to state his planned use of his remaining Community Improvement funds. It was moved by Councilmember Sigala, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

7.5 Declare 1370 South O Street Surplus Property.

Recommended Action: Approve a resolution declaring 1370 South O Street (APN 181-070-062) to be surplus land and directing staff to comply with the Surplus Land Act. [T. Gaffery] Council Action: Councilmember Sigala pulled this item to inquire where proceeds from the sale of the property will go. Mr. Sigala stated he would like to see proceeds from property sales be used as seed money to purchase other land for economic development purposes. It was moved by Councilmember Sigala, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

7.7 Economic Development Updates.

Recommended Action: Receive an update on economic development activities. [J. Gomez] Council Action: Councilmember Sigala pulled this item to request a verbal update. It was moved by Councilmember Sigala, seconded by Vice Mayor Harrell, and unanimously carried to approve the item as presented.

8.2 Consent 4 of 6

8. PUBLIC HEARING

8.1 Amendment to the PLHA Plan for the Permanent Local Housing Allocation Program.

Recommended Action: Approve the Application and Amending the Permanent Local Housing Allocation (PLHA) Plan; and authorize the City Manager or their designee to execute a Standard Agreement and any related materials to obligate and expend 2022 and 2023 PLHA Funds.

Presented By: Housing and Grants Specialist Cervantez; Housing and Grants Specialist Brar Public Comment: The public hearing was opened at 6:17 p.m. Receiving no comment, the public hearing was closed at 6:17 p.m.

Council Action: Mayor Isherwood recused himself stating he had a conflict of interest due to his employment with Self-Help Enterprises and left the room. It was moved by Councilmember Mederos, seconded by Councilmember Sayre, and carried 4 to 0 (Mayor Isherwood recused) to approve the item as presented.

9. GENERAL BUSINESS

9.1 Draft Economic Development Strategic Plan.

Recommended Action: Review Draft Economic Development Strategic Plan.

Presented By: Executive Director of Economic Development & Redevelopment Gomez; Ken Hira, President of Kosmont Companies; Fernando Sanchez, Vice President of Kosmont Companies
Public Comment: There were no public comments.

Council Action: Several questions were posed by Council which were responded to by staff and Mr. Hira. This item was informational only; therefore, no action was taken.

9.2 Eligible Census Tracts for Opportunity Zones 2.0.

Recommended Action: Recommend census tracts 06107002100, 06107003002, and 06107002901 to be submitted to Go-Biz for the Governor’s nomination and inclusion in California’s opportunity zones.

Presented By: Executive Director of Economic Development & Redevelopment Gomez Public Comment: Jason Bender addressed the Council regarding several upcoming developments within census tracts in West Tulare.

Council Action: Councilmember Sigala expressed a desire to rank Census Tract 06107003002 as top priority. Following discussion, it was moved by Councilmember Mederos, seconded by Vice Mayor Harrell, and unanimously carried to approve the item ranking the census tracts as follows: 1) 06107003002, 2) 06107002100, and 3) 06107002901.

9.3 Revisions to Appointment Process for Council-Appointed Bodies.

Recommended Action: Review the current appointment process for Council-Appointed Bodies, consider revisions to the Handbook of Council-Appointed Bodies, specifically focused on streamlining the appointment process, and provide direction to staff thereto.

Presented By: Chief Deputy City Clerk Wilcox
Public Comment: There were no public comments.

Council Action: Councilmember Sigala expressed concern requiring interviews for every applicant. Following discussion, it was moved by Councilmember Mederos, seconded by Councilmember Sayre, and unanimously carried to approve the item as presented.

10. FUTURE AGENDA ITEMS

10.1 Display “In God We Trust” in Council Chamber.

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

Submitted By: Vice Mayor Harrell
Council Action: Vice Mayor Harrell, Councilmember Sayre, and Mayor Isherwood voted yes to add this item to a future agenda. Councilmember Mederos and Councilmember Sigala voted no.

8.2 Consent 5 of 6

11. STAFF UPDATES
Staff provided updates on department activities.

12. ADJOURNMENT
Seeing no further business to discuss, Mayor Isherwood adjourned the regular meeting at 8:25 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 June 16, 2026, as approved by the Tulare City Council.

Marc Mondell, City Clerk

By Melissa Wilcox, Chief Deputy City Clerk

8.2 Consent 6 of 6
Item #: 8.3
Consent
Staff Report
Meeting: City Council
Date: July 7, 2026
Department: City Manager
Submitted by: Marc Mondell, City Manager
Agenda Title: Appointment of City Clerk

RECOMMENDED ACTION
Adopt a resolution appointing Melissa Wilcox as City Clerk of the City of Tulare effective July 11, 2026.

ALIGNMENT WITH STRATEGIC PRIORITIES
Organizational Excellence

BACKGROUND
The City Clerk is a Charter-designated position that must be appointed by the City Council. Melissa Wilcox currently serves as Chief Deputy City Clerk, where she performs the full range of City Clerk responsibilities, including agenda administration, records management, election support, legislative services, and public transparency functions. She holds a Bachelor of Science in Business Management, is a Certified Municipal Clerk (CMC) through the International Institute of Municipal Clerks and has earned the California Professional Municipal Clerk (CPMC) certification through the University of California, Riverside.

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 proposed action has been reviewed by the City Attorney who has determined it to be consistent with the City Charter.

8. Consent 1 of 4

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. Resolution
Reviewed/Approved:

8. Consent 2 of 4
RESOLUTION 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE

APPOINTING MELISSA WILCOX AS CITY CLERK OF THE CITY OF TULARE EFFECTIVE JULY 11, 2026
WHEREAS, Section 17 of the Freeholders’ Charter of the City of Tulare provides that the City Council shall appoint the City Clerk; and
WHEREAS, since 1987, the title of City Clerk has been held by the City Manager; and WHEREAS, the City Council desires to appoint a dedicated City Clerk to serve in accordance with the Charter and the laws of the State of California; and WHEREAS, Melissa Wilcox has extensive experience in municipal administration and has performed the day-to-day functions and responsibilities associated with the Office of the City Clerk.

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

Section 1. Melissa Wilcox is hereby appointed City Clerk of the City of Tulare effective July 11, 2026.

Section 2. Effective July 11, 2026, the City Manager shall no longer serve as City Clerk of the City of Tulare..

Section 3. As City Clerk, Melissa Wilcox shall perform all duties prescribed by the Charter of the City of Tulare, the Tulare Municipal Code, applicable resolutions and policies of the City Council, and the laws of the State of California.

Section 4. Prior to entering upon the duties of the office, the City Clerk shall take and file the oath of office and satisfy any bonding requirements required by the Charter, Municipal Code, or applicable law.

Section 5. This Resolution shall take effect immediately upon its adoption.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare this 7th day of July 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

8. Consent 3 of 4
Resolution 202X-XXX

Page 2 ends

The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the Tulare City Council.

8. Consent 4 of 4
Item #: 8.4
Consent
Staff Report
City Council
Date: July 7, 2026
Department: Information Technology Services
Submitted by: Jason Bowling, Deputy City Manager/Chief Technology Officer Agenda Title: Purchase of Core Network Equipment

RECOMMENDED ACTION
Authorize the City Manager to negotiate and execute a purchase with AMS.net for replacement of Core Network Equipment for a total cost of $128,286.04, utilizing OMNIA Contract No. R250307.

ALIGNMENT WITH STRATEGIC PRIORITIES
Infrastructure and Transportation

SUMMARY
The City of Tulare operates an Enterprise data network. At the center of that network is network switching equipment that connects all computers, phones, printers, wireless access points and other technological devices. The City of Tulare’s existing network equipment for City Hall and the Police Department facilities was purchased in 2015 and has provided reliable service for over 10 years. The manufacturer of the equipment will no longer support the equipment after 2026.

OMNIA Partners is a purchasing organization for public sector procurement. OMNIA Partners brings a collective buying power for superior value and savings for public agencies nationwide. Utilizing this contract enables us to achieve over 50% reduction on the list price.

FISCAL IMPACT & FUNDING SOURCES
This is a planned, budgeted expense through CIP Project IT2025-02 Core Network Switching Replacement. The total project budget is $140,000.

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
Subsequent contract approval to be revised by the City Attorney.

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

ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Customer Price Quote for City of Tulare
Reviewed/Approved:

8.4 Consent 2 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote #
#Q-00103437 | Page 1
Project #
Modified 6/22/2026
Account Mgr.

Sean Harrington
(559) 547-2867
[email protected]
Inside Account
Mgr.

Teri Edwards
(925) 245-6149
[email protected]
Quote Exp. 7/16/2026
Customer
City of Tulare
411 E Kern Ave
Tulare CA, 93274-4257 US
ATTN: Ken Wales
Ship To
City of Tulare
411 E Kern Ave
Tulare, CA 93274-4257
ATTN: Ken Wales
Quote Description
City Hall -
Omnia Contract
Line Item
Description Manufacturer Quantity Unit Price Extended Price City Hall
1 2.00 $7,444.16 $14,888.32
2 2.00 $0.00 $0.00
3 2.00 $536.21 $1,072.42
4 . 2.00 $1,117.11 $2,234.22
5 4.00 $0.00 $0.00
6 2.00 $0.00 $0.00
7 6.00 $0.00 $0.00
8 2.00 $1,474.58 $2,949.16

8.4 Consent 3 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote #
#Q-00103437 | Page 2
9 2.00 $58.09 $116.18
10 2.00 $2,541.04 $5,082.08
11 2.00 $0.00 $0.00
City Hall -
12 1.00 $7,444.16 $7,444.16
13 1.00 $0.00 $0.00
14 . 1.00 $536.21 $536.21
15 1.00 $1,117.11 $1,117.11
16 2.00 $0.00 $0.00
17 1.00 $0.00 $0.00
18 3.00 $0.00 $0.00
19 1.00 $1,474.58 $1,474.58
20 1.00 $116.18 $116.18
21 1.00 $2,541.04 $2,541.04
22 . 1.00 $0.00 $0.00

8.4 Consent 4 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote #
#Q-00103437 | Page 3
deployment
City Hall – IDF1
23 2.00 $7,444.16 $14,888.32
24 . 2.00 $0.00 $0.00
25 2.00 $536.21 $1,072.42
26 . 2.00 $1,117.11 $2,234.22
27 4.00 $0.00 $0.00
28 2.00 $0.00 $0.00
29 6.00 $0.00 $0.00
30 2.00 $1,474.58 $2,949.16
31 2.00 $58.09 $116.18
32 . 2.00 $2,541.04 $5,082.08
33 1.00 $0.00 $0.00
TPD
34 3.00 $7,444.16 $22,332.48

8.4 Consent 5 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote #
#Q-00103437 | Page 4
35 3.00 $0.00 $0.00
36 3.00 $536.21 $1,608.63
37 3.00 $1,117.11 $3,351.33
38 6.00 $0.00 $0.00
39 3.00 $0.00 $0.00
40 9.00 $0.00 $0.00
41 3.00 $1,474.58 $4,423.74
42 3.00 $58.09 $174.27
43 3.00 $2,541.04 $7,623.12
44 3.00 $0.00 $0.00
TPD -
45 . 1.00 $7,444.16 $7,444.16
46 1.00 $0.00 $0.00
47 . 1.00 $536.21 $536.21
48 . 1.00 $1,117.11 $1,117.11

8.4 Consent 6 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote # Q-00103437
#Q-00103437 | Page 5
49 2.00 $0.00 $0.00
50 1.00 $0.00 $0.00
51 3.00 $0.00 $0.00
52 1.00 $1,474.58 $1,474.58
53 . 1.00 $116.18 $116.18
54 . 1.00 $2,541.04 $2,541.04
55 1.00 $0.00 $0.00
56 1.00 $1,298.97 $1,298.97
57 1.00 $0.00 $0.00
58 1.00 $296.17 $296.17
AMS Freight
59 AMS-FREIGHT-DROPSHIP
Freight
None 1.00 $0.00 $0.00
TDSynnex OMNIA-PARTNERS-FEE

8.4 Consent 7 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote # Q-00103437
#Q-00103437 | Page 6
Order Summary
Subtotal $120,252.03
Adjustment $0.00
Estimated Taxes $8,034.01
Total $128,286.04
60 TDSynnex OMNIA-PARTNERS-FEE
OMNIA-Partners- Fee
Synnex Corporation 1.00 $0.00 $0.00

8.4 Consent 8 of 10
AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote # Q-00103437
#Q-00103437 | Page 7
Terms and Conditions

1. AMS.NET, LLC. will require a purchase order referencing this Quote # or if a purchase order is not provided, an authorized representative must sign this quote.

2. Payment terms are Net 30. An interest charge of 1.5% per month will be applied to all accounts past due, plus all costs of collection and reasonable attorneys fees. AMS.NET, LLC. accepts all major credit cards. A convenience fee of 3.5% will be assessed. Customer agrees to accept multiple invoices for projects that cover multiple sales. In the event that a site's readiness is delayed by the Customer, the Customer agrees to accept and pay invoices that reflect equipment and services already received.

3. Items sold by AMS.NET, LLC. D/B/A MGT Impact Solutions and shipped to destinations where sales tax is applicable will be subject to sales tax. If an item is subject to sales tax in the state to which the order is shipped, tax is generally calculated on the total selling price of each individual item. In accordance with state tax laws, the total selling price of an order will generally include shipping and handling charges and item-level discounts.

The amount of tax charged on your order will depend upon many factors including, but not limited to, the type of item(s) purchased, and the source and destination of the shipment.

Factors can change between the time you place an order and the time an invoice is sent, which could affect the calculation of sales taxes. The amount appearing on your proposal as
‘Estimated Sales Tax’ may differ from the sales taxes ultimately charged. Shipping charges and sales tax will be added to this order when invoiced and the customer agrees to pay these charges.

4. All companies with tax exemption must present a valid Tax Exempt form. If Customer is tax exempt or if tax exempt form is not provided then customer agrees to pay all applicable taxes.

5. All shipments are FOB Origin or Pre-paid and shipped to Dock.

Any Special shipping requirements must be clearly stated on all PO's (i.e. inside delivery). If inside Delivery or Lift-gate is required it must be specified and additional fees will incur. Shipping charges that appear on this quote are an estimate, AMS.NET, LLC. D/B/A MGT Impact Solutions will invoice and the customer will pay the actual shipping charge when identified.

6. Upon delivery of equipment, customer agrees to open all shipments and visually inspect equipment for physical damages.

All damages must be reported to AMS.NET, LLC. within 24 hours of delivery.

7. Returns. Returns for credit will be accepted at AMS.NET, LLC.

D/B/A MGT Impact Solutions’ discretion and are subject to manufacturer returns policies as well. Cisco and Meraki orders cannot be modified starting at 50 days prior to the current estimated ship date. Cisco and Meraki have a no return for credit RMA policy. Please make sure your order is accurate before AMS.NET, LLC. D/B/A MGT Impact Solutions places the order with the manufacturer. Returns for credit must be initiated within 20 days of customer receipt of goods. For returns to be approved all merchandise must be in an unopened box and the customer agrees to pay a restocking fee of 20% of the purchase price, unless waived by the manufacturer. All shipments must have a valid RMA number from AMS.NET, LLC. D/B/A MGT
Impact Solutions before returning. To make a returns for credit request, please contact your Account Manager listed on page one of this quote.

A copy of AMS.NET, LLC.’s full RMA policy is available for review online at https://bit.ly/4axLRVg.

8. The laws of the state where the item is shipped will apply to this sale.

9. The term "installation date" means the first business day on which installation of the system is complete. Minor omissions or variances in performance of the System that do not
materially or adversely affect the operation of the system, shall not be deemed to have postponed the Installation Date. Seller shall use its best efforts to make timely delivery and installation.

However, all stated delivery and installation dates are approximate and except as expressly provided in this
agreement, Seller shall, under no circumstance, be deemed to be in default hereunder or be liable for consequential, incidental or special damages or commercial loss resulting from delays in delivery or installation.

10. Warranties. AMS.NET, LLC. D/B/A MGT Impact Solutions warrants to Customer that it has good title to the equipment being sold to Customer under this Agreement, and the right to sell such equipment to Customer free of liens or encumbrances.

AMS.NET, LLC. D/B/A MGT Impact Solutions further warrants to Customer that the equipment being sold to Customer hereunder shall be free from defects in workmanship during the products’ manufacturer warranty period. AMS.NET, LLC. D/B/A MGT
Impact Solutions warrants Installation for a period of one year commencing upon when AMS.NET, LLC. D/B/A MGT Impact
Solutions completes the installation under this agreement (this warranty being hereinafter referred to as an "Installation Warranty"). Except as expressly set forth in this paragraph,

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AMS.NET, LLC. D/B/A MGT Impact Solutions
502 Commerce Way, Livermore, CA 94551
(925) 245-6100 | Fax (925) 245-6150
www.mgt.us Quote # Q-00103437
#Q-00103437 | Page 8
AMS.NET, LLC. D/B/A MGT Impact Solutions does not make, and hereby disclaims, any and all representations or warranties, express or implied, with respect to the equipment or services being provided under this agreement, including but not limited to any implied warranties of merchantability, fitness for a particular purpose, satisfactory quality, against infringement, or arising from a course of dealing, usage or trade practice.

AMS.NET, LLC. D/B/A MGT Impact Solutions shall reasonably cooperate and assist Customer in enforcing any manufacturer warranties with respect to the equipment being sold to
Customer under this Agreement. AMS.NET, LLC. D/B/A MGT
Impact Solutions hereby advises Customer, and Customer
acknowledges that in the event Customer desires to procure from AMS.NET, LLC. D/B/A MGT Impact Solutions any warranty protection beyond the warranty of title and the Installation Warranty provided under this Paragraph, Customer may do so by entering into a separate Service Agreement with AMS.NET, LLC. D/B/A MGT Impact Solutions. Manufacturer's warranty that is guaranteed is whatever is published by the manufacturer at the time of purchase.

For repair or replacement requests, please contact our
Customer Service Department at (800) 893-3660 Option 2,2.

Email requests should be sent to [email protected].

11. Cisco Cloud services purchased from AMS.NET, LLC. D/B/A MGT Impact Solutions requires customer to accept Cisco’s General Terms agreement located on Cisco Systems’ Website.

This Cisco General Terms Agreement describes the rights and responsibilities related to the Cloud Service(s) you purchase from Cisco or an Approved Source and is between you and Cisco. The Cisco General Terms Agreement includes the
applicable Offer Description(s) located at
www.cisco.com/c/dam/en_us/about/doing_business/legal/Cis co_General_Terms.pdf (collectively “Agreement”). By clicking ‘accept,’ or using the Cloud Service, you agree to the terms of this Agreement. If you do not have authority to enter into this Agreement, or if you do not agree with its terms, do not click ‘accept’ and do not use the Cloud Service.

12. The final price of all labor in this quote is contingent upon the customer providing AMS.NET, LLC. D/B/A MGT Impact
Solutions full site access, with keys or a dedicated escort, for a period of at least nine consecutive hours per working day. Any existing pathway being pulled through is assumed to be easily discoverable, and meeting BICSI standards, such as the fill ratio, lack of non-cabling material in the conduit, and appropriate number of LBs. Additionally, any interior wall penetrations are assumed to be drywall or a like material unless otherwise noted in the labor scope for this project. Any deviation from these assumptions may result in additional costs to the customer based on the time added to the project.

AMS.NET, LLC.

Tax ID: 94-3291626
C7 & C10 Contractor Licenses: 763508
Full terms and conditions can be viewed on our website at https://bit.ly/4ki2PKJ.

Purchase Order
Please make your purchase order to AMS.NET, LLC. and email it to Sean Harrington at [email protected]. You may also return it by mail to 502 Commerce Way, Livermore, CA 94551.

Authorized Signature: Date:

Print Name: Print Title:

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Item #: 8.5
Consent
Staff Report
City Council
Date: July 7, 2026
Department: Public Works - Fleet Maintenance
Submitted by: Trisha Whitfield, Public Works Director
Agenda Title: Purchase of five light duty EV vehicles

RECOMMENDED ACTION
Authorize an increase of $263,000 to the Fleet Replacement Fund appropriation and use of the fund balance in the Fleet Replacement Fund for the purchase of four (4) new/unused 2026 Chevrolet Silverado EV trucks and one (1) 2027 new/unused Chevrolet Equinox EV from National Auto Fleet Group of Watsonville, CA, utilizing Sourcewell Contract No. 081325-NAF. Adopt a resolution approving the appropriation of $263,000 and use of the fund balance in the Fleet Replacement Fund for this purchase.

ALIGNMENT WITH STRATEGIC PRIORITIES
Infrastructure and Transportation

SUMMARY
On October 7, 2025, the City Council authorized the City Manager or his designee to apply for an electric vehicle grant through the San Joaquin Valley Air Pollution Control District (SJVAPCD). Staff received notice on June 15, 2026, that we had been awarded five (5) $20,000 grants to purchase five (5) light duty electric vehicles for a total of $100,000 in grant funds.

The City is a member of Sourcewell, which is a national public service agency that provides cooperative purchasing for government agencies. Through Sourcewell Contract No. 081325-NAF, staff is requesting authorization to purchase four (4) New/unused 2026 Chevrolet Silverado EV trucks and one (1) 2027 New/unused Chevrolet Equinox EV from National Auto Fleet Group of Watsonville, CA, in the amount of $262,658.10. The vehicles will be allocated as follows:

FISCAL IMPACT & FUNDING SOURCES
The purchase of these vehicles will be conducted through the Fleet Replacement Fund (Acct #: 605-100- 304-325-371-5636). The General Fund has approximately $1.0 million in Fleet Replacement funds and Community Development has approximately $345,000 in Fleet Replacement Funds. Staff is requesting approval of the attached resolution authorizing the appropriation of $263,000 in Fund 605, Fleet Replacement Fund, for the purchase of these units in the current fiscal year, 2026-27.

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

8.5 Consent 1 of 23

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
If the purchase of vehicles and subsequent appropriation request is not approved, the City will decline the SJVAPCD grant for the vehicles and departments will not get the new vehicles as requested.

ATTACHMENTS

1. Resolution

2. National Auto Fleet Group Quote ID: 41446 - 2026 Chevrolet Silverado EV

3. National Auto Fleet Group Quote ID: 43746 - 2027 Chevrolet Equinox EV Reviewed/Approved:

8.5 Consent 2 of 23
RESOLUTION 202X-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE
APPROVING FISCAL YEAR 2027 MUNICIPAL OPERATING

BUDGET ADJUSMENT
WHEREAS, on June 2, 2026, the City Council of the City of Tulare adopted the Fiscal Year 2027 Operating Budget following a public hearing; and
WHEREAS, the San Joaquin Valley Air Pollution Control District awarded $100,000 in grant funds to the City of Tulare through its Public Benefit Grants Program to purchase new electric, plug-in hybrid, or alternative fuel vehicles; and
WHEREAS, the purpose of the appropriation request to the July 7, 2026, City Council meeting is to purchase four (4) new/unused 20226 Chevrolet Silverado EV’s and one (1) new/unused 2027 Chevrolet Equinox EV.

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

Section 1. Authorize the appropriation of $263,000 of Fund 605 General Fund and Community Development Fleet Replacement Funds for the purchase of the light duty EV vehicles as presented.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare this 7th day of July 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.

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Item #: 8.6
Consent
Staff Report
City Council
Date: July 7, 2026
Department: Engineering Services - Engineering
Submitted by: Michael W Miller, City Engineer
Agenda Title: Parcel Map Acceptance – TPM 2025-07 (Four Star)

RECOMMENDED ACTION
Approve the Parcel Map filed by Mario and Jennie Mattos for the division of land located north of West Prosperity Avenue west of Northridge Street; accept all dedications and easements offered to the City; and conditionally reject, until later accepted by a separate resolution of the City Council, irrevocable offer of dedication to the City for Prosperity Avenue.

ALIGNMENT WITH STRATEGIC PRIORITIES
Housing and Community Development

SUMMARY
Tentative Parcel Map No. 2025-07, filed by The Mattos Family Trust, seeks to create four parcels and a remainder from two existing parcels of record (APN 164-130-008 and 164-130-009) in order to accommodate future development on the subject property. The City of Tulare Parcel Map Committee approved the Tentative Parcel Map on January 13, 2026. This parcel map covers approximately 7.92 acres, with Parcel 1 measuring 3.18 acres, Parcel 2 measuring 0.95 acres, Parcel 3 measuring 0.96 acres, Parcel 4 measuring 0.96 acres, and remainder measuring 1.87 acres.

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

ENVIRONMENTAL REVIEW
The tentative parcel map for Four Star Parcel Map was approved by the Tulare Parcel Map Committee on January 13, 2026, by Resolution No. 874. 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 parcel map will be reviewed for compliance with applicable legal requirements prior to recordation.

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 – 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 parcels.

3. Table – Tabling the item may cause delays in the project's continuation and result in financial burdens for the applicant.

8.6 Consent 1 of 19

ATTACHMENTS

1. Parcel Map Committee Resolution 874

2. Parcel Map TPM 2025-07
Reviewed/Approved:

8.6 Consent 2 of 19

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8.6 Consent 17 of 19
W. PROSPERITY AVE. N. WEST ST. HERITAGE
SCHOOL N. "E" ST. NORTHRIDGE ST.

W. GAIL AVE.

SUBJECT

PROPERTY
SHEET 1 OF 2
JOB NO. 26001
BY__________________________________________

BOARD OF SUPERVISOR'S STATEMENT

OWNER'S STATEMENT

COMMUNITY DEVELOPMENT DIRECTOR'S STATEMENT

MARIO ANAYA, COMMUNITY DEVELOPMENT DIRECTOR DATE

SURVEYOR'S STATEMENT

CITY CLERK'S STATEMENT

CITY ENGINEER'S STATEMENT

THIS MAP WAS PREPARED BY ME, OR UNDER MY DIRECTION, AND IS BASED UPON A FIELD SURVEY IN CONFORMANCE WITH THE REQUIREMENTS OF THE SUBDIVISION MAP ACT AND LOCAL ORDINANCE AT THE REQUEST OF MARIO MATTOS ON JANUARY 5, 2026. I

HEREBY STATE THAT THIS PARCEL MAP SUBSTANTIALLY CONFORMS TO THE APPROVED OR CONDITIONALLY APPROVED TENTATIVE MAP, IF ANY. ALL MONUMENTS ARE OF THE CHARACTER AND OCCUPY THE POSITIONS INDICATED AND ARE SUFFICIENT TO ENABLE THE SURVEY TO BE RETRACED. THE MONUMENTS NOT YET SET, WILL BE SET WITHIN ONE YEAR OF RECORDATION OF THIS MAP.

CITY SURVEYOR'S STATEMENT

I HEREBY STATE THAT I HAVE CAREFULLY EXAMINED THIS MAP AND AM SATISIFIED THAT THIS MAP IS TECHNICALLY CORRECT, PURSUANT TO THE PROVISIONS OF THE SUBDIVISION MAP ACT.

I HEREBY STATE THAT I HAVE EXAMINED THIS MAP, THAT THE SUBDIVISION AS SHOWN IS SUBSTANTIALLY THE SAME AS IT APPEARED

ON THE TENTATIVE MAP AND ANY APPROVED ALTERATIONS THEREOF, AND THAT ALL PROVISIONS OF THE SUBDIVISION MAP ACT AND ANY LOCAL ORDINANCES APPLICABLE AT THE TIME OF APPROVAL OF THE TENTATIVE MAP HAVE BEEN COMPLIED WITH. I FURTHER

CERTIFY THAT ALL REQUIRED OFFSITE AND ONSITE IMPROVEMENTS HAVE EITHER BEEN INSTALLED, HAVE BEEN DEFERRED UNTIL FUTURE DEVELOPMENT, OR ADEQUATE BONDS OR OTHER SUITABLE SURETIES HAVE BEEN PROVIDED.

DATE
DATE
DATE

I HEREBY CERTIFY ON BEHALF OF THE PARCEL MAP COMMITTEE THAT THIS PARCEL MAP CONFORMS TO THE APPROVED TENTATIVE PARCEL MAP NUMBER 2025-07 BY THE CITY OF TULARE PLANNING COMMISSION AT THE REGULAR MEETING HELD THIS 13TH DAY OF JANUARY, 2026.

THIS IS TO CERTIFY THAT AT A REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF TULARE HELD ON THE ___________ DAY OF _________________, 20___, AN ORDER WAS DULY AND REGULARLY MADE AND ENTERED APPROVING THIS PARCEL MAP AND ACCEPTING ON BEHALF OF THE PUBLIC, THE PUBLIC STREETS; THE PUBLIC UTILITIES EASEMENTS; AND REJECTING THE IRREVOCABLE OFFER OF DEDICATION TO THE CITY OF TULARE AS SHOWN HEREON INCLUDED WITHIN THE BOUNDARIES AS SHOWN UPON THIS MAP.

WITNESS MY HAND AND OFFICIAL SEAL OF THE CITY OF TULARE THIS ___ DAY OF _________________, 20__.

MARC MONDELL, CITY MANAGER/CITY CLERK
By:

MELISSA WILCOX, CMC, CPMC, CHIEF DEPUTY CITY CLERK

WE HEREBY STATE THAT WE ARE THE LEGAL OWNERS OF, OR HAVE SOME RIGHT, TITLE OR INTEREST

IN AND TO THE REAL PROPERTY INCLUDED WITHIN THE BOUNDARIES OF THE SUBDIVISION SHOWN

UPON THIS PARCEL MAP, AND THAT WE ARE THE ONLY PERSONS WHOSE CONSENT IS NECESSARY

TO PASS A CLEAR TITLE TO SAID PROPERTY, AND WE CONSENT TO THE MAKING AND FILING OF SAID PARCEL MAP AS SHOWN WITHIN THE BOLD BORDER LINES HEREON. WE HEREBY OFFER TO DEDICATE

AND DO HEREBY DEDICATE THE FOLLOWING, AS SHOWN WITHIN THE BOUNDARIES OF THE MAP HEREON, FOR THE SPECIFIED PURPOSES:

I, JASON T. BRITT, COUNTY ADMINISTRATIVE OFFICER/CLERK OF THE BOARD OF SUPERVISORS OF THE COUNTY OF TULARE, STATE OF

CALIFORNIA, DO HEREBY STATE THAT SAID BOARD OF SUPERVISORS HAS APPROVED THE PROVISIONS MADE FOR THE PAYMENT OF TAXES AS PROVIDED IN DIVISION 2 OF TITLE 7 OF THE GOVERNMENT CODE OF THE STATE OF CALIFORNIA.

JASON T. BRITT, COUNTY ADMINISTRATIVE OFFICER/

CLERK OF THE BOARD OF SUPERVISORS

DEPUTY CLERK
DATED THIS ________ DAY OF ____________________, 20____ TIMOTHY M. ODOM, CITY SURVEYOR, PLS 8468
MICHAEL W. MILLER, CITY ENGINEER, RCE 53462
BENJAMIN R. MULLINS, PLS 9227
FEBRUARY 2026
Owner: MARIO & JENNIE MATTOS
22401 ROAD 20
TULARE, CA. 93274
PH. (559)901-4861
Engineer: LANE ENGINEERS, INC.

A
L

TE OF CA
SE

L I CEN
D L AN
ST
D
NR
I FO
UR
S
O
R
VEY
I A
Benjamin R.

Mullins
No. 9227
MARIO L. MATTOS, TRUSTEE DATE

VICINITY MAP
979 N. BLACKSTONE STREET
TULARE, CA 93274
PH. (559) 688-5263

RIGHT TO FARM NOTICE
IN ACCORDANCE WITH SECTION 10.160.070 OF THE CITY OF TULARE ORDINANCE CODE, AND AS A CONDITION OF APPROVAL OF THIS PARCEL MAP, IT SHALL BE ACKNOWLEDGED THAT:

IF THE PROPERTY IN WHICH YOU ARE TAKING AN INTEREST IS LOCATED ADJACENT TO AGRICULTURAL

LANDS OR OPERATIONS, OR IS INCLUDED WITHIN AN AREA ZONED FOR AGRICULTURAL PURPOSES, YOU

MAY BE SUBJECT TO INCONVENIENCES OR DISCOMFORT ARISING FROM SUCH OPERATIONS INCLUDING, BUT NOT LIMITED TO: NOISE, ODORS, FUMES, DUST, SMOKE, INSECTS, OPERATIONS OF MACHINERY (INCLUDING AIRCRAFT) DURING ANY 24-HOUR PERIOD, STORAGE AND DISPOSAL OF MANURE, AND THE

APPLICATION (BY SPRAYING OR OTHERWISE) OF CHEMICAL FERTILIZERS, SOIL AMENDMENTS, HERBICIDES AND PESTICIDES. ONE OR MORE OF THE INCONVENIENCES DESCRIBED HEREIN MAY OCCUR AS A RESULT

OF ANY SUCH AGRICULTURAL OPERATION WHICH IS IN CONFORMANCE WITH EXISTING LAWS AND REGULATIONS AND ACCEPTED CUSTOMS AND STANDARDS. IF YOU LIVE ADJACENT TO AN AGRICULTURAL

OPERATION, YOU SHOULD BE PREPARED TO ACCEPT SUCH INCONVENIENCES AND DISCOMFORT AS A

NORMAL AND NECESSARY ASPECT OF LIVING IN A CITY WITH A STRONG RURAL CHARACTER AND AN ACTIVE AGRICULTURAL SECTOR IN THE REGION. J:\Jobs\2026\26001\Dwg\PMAP.dwg 5/14/2026 8:08 AM

A NOTARY PUBLIC OR OTHER OFFICER COMPLETING THIS CERTIFICATE VERIFIES ONLY THE

IDENTITY OF THE INDIVIDUAL WHO SIGNED THE DOCUMENT TO WHICH THIS CERTIFICATE IS ATTACHED, AND NOT THE TRUTHFULNESS, ACCURACY, OR VALIDITY OF THAT DOCUMENT.

STATE OF CALIFORNIA )
COUNTY OF _______________ ) S.S.

ON _______________________, 20___, BEFORE ME:_______________________________________, A NOTARY PUBLIC PERSONALLY APPEARED _____________________________________________

WHO PROVED TO ME ON THE BASIS OF SATISFACTORY EVIDENCE TO BE THE PERSON(S)

WHOSE NAME(S) IS/ARE SUBSCRIBED TO THE WITHIN INSTRUMENT AND ACKNOWLEDGED TO

ME THAT HE/SHE/THEY EXECUTED THE SAME IN HIS/HER/THEIR AUTHORIZED CAPACITY(IES),

AND THAT BY HIS/HER/THEIR SIGNATURE(S) ON THE INSTRUMENT THE PERSON(S), OR THE ENTITY UPON BEHALF OF WHICH THE PERSON(S) ACTED, EXECUTED THE INSTRUMENT.

I CERTIFY UNDER 'PENALTY OF PERJURY' UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING PARAGRAPH IS TRUE AND CORRECT.

WITNESS MY HAND. ________________________________________ ________________________________________ SIGNATURE OF NOTARY PUBLIC PRINT NAME COUNTY OF PRINCIPAL PLACE OF BUSINESS:___________________ DATE COMMISSION EXPIRES:__________________ COMMISSION NO. _____________

NOTARY ACKNOWLEDGEMENT

RECORDER'S CERTIFICATE
DOCUMENT No.________________________________ FEE PAID:________________ FILED THIS ____________ DAY OF _________________________, 20_________, AT ______________________. M. IN BOOK ____________ OF PARCEL MAPS, AT PAGE ____________, TULARE COUNTY RECORDS, AT THE REQUEST OF LANE ENGINEERS, INC.

TARA K. FREITAS, CPA, TULARE COUNTY ASSESSOR/CLERK-RECORDER BY:__________________________________________________
DEPUTY
PARCEL MAP NO.

NOT TO SCALE

1. RIGHT OF WAY FOR PROSPERITY AVENUE AND NORTHRIDGE STREET IN FEE TO THE CITY OF TULARE.

2. IRREVOCABLE OFFER OF DEDICAITON FOR PROSPERITY AVENUE TO THE CITY OF TULARE.

3. PUBLIC EASEMENTS FOR THE INSTALLATION AND MAINTENANCE OF GAS LINES AND CONDUITS FOR

ELECTRIC, CABLE AND TELEPHONE SERVICES, TOGETHER WITH ANY AND ALL APPURTENANCES PERTAINING THERETO, AS SHOWN HEREON AND DESIGNATED AS "PUE" (PUBLIC UTILITIES EASEMENT).

FOR: THE MATTOS FAMILY TRUST DATED SEPTEMBER 14, 2016
BY:

DATE
BY:

JENNIE MATTOS, TRUSTEE
A DIVISION OF PARCELS 3 AND 4 OF PARCEL MAP NO. 746 RECORDED IN BOOK 8 OF PARCEL MAPS AT PAGE 46, TULARE COUNTY RECORDS, AND SITUATED IN THE SOUTHWEST QUARTER OF SECTION 34, T. 19 S., R. 24 E., M.D.B. & M. IN THE CITY OF TULARE, COUNTY OF TULARE, STATE OF CALIFORNIA.

LEGAL DESCRIPTION

REAL PROPERTY IN THE CITY OF TULARE, COUNTY OF TULARE, STATE OF CALIFORNIA, DESCRIBED AS FOLLOWS:

PARCEL 1: (A.P.N.: 164-130-008-000)

THAT PORTION OF THE SOUTHWEST QUARTER OF THE SOUTHWEST
QUARTER OF SECTION 34, TOWNSHIP 19 SOUTH, RANGE 24 EAST, MOUNT

DIABLO BASE AND MERIDIAN, DESIGNATED AND DELINEATED AS PARCEL NO. 3 ON PARCEL MAP NO. 746, RECORDED OCTOBER 28, 1974 IN BOOK 8, PAGE 46 OF PARCEL MAPS IN THE OFFICE OF COUNTY RECORDER OF TULARE COUNTY, TOGETHER WITH ALL THAT PORTION OF THE SOUTH 30

FEET OF THE SOUTHWEST QUARTER OF SAID SECTION WHICH LIES

BETWEEN THE SOUTHERLY EXTENSION OF THE EASTERLY AND WESTERLY BOUNDARY LINES OF SAID PARCEL NO. 3.

PARCEL 2: (A.P.N.: 164-130-009-000)
PARCEL NO. 4 OF PARCEL MAP NO. 746, IN THE COUNTY OF TULARE, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 8, PAGE 46 OF PARCEL MAPS, TULARE COUNTY RECORDS.

TPM 2025-07

8.6 Consent 18 of 19
1320.63 [1320.04] ((1320.63)) WEST PROSPERITY AVENUE (AVE. 240) NORTH WEST STREET GAIL AVENUE NORTHRIDGE STREET 30'
PARCEL 3 PARCEL 4 PARCEL 1 PARCEL 2
PARCEL MAP NO. 3499
REC. IN BK. 36 OF PARCEL MAPS, AT PG. 01, T.C.R.

REMAINDER PARCEL 1
PARCEL MAP NO. 1126
REC. IN BK. 12 OF PARCEL MAPS, AT PG. 27, T.C.R.

PARCEL 2
PARCEL 2 PARCEL 3
47' 30'

IRREVOCABLE OFFER OF DEDICATION
TO THE CITY OF TULARE PER THIS MAP 85.57 85.57 85.57 167.96 486.30 285.61
[330.00]
990.63 [990.04] S00°13'29"E 2637.82 [S00°14'13"E]
495.02 (494.72) N00°12'07"W 739.29 (N00°12'52"W 739.00) SW COR. SEC. 34-19-24
FD. T.C. CORNER IN HIGHWAY
WELL PER PM 3499 12' 167.96 85.57 85.57 85.57 284.62

APPROXIMATE CL OF EASEMENT IN FAVOR
OF SO. CAL. EDISON CO. REC. AS INST. NO.
25593, IN BK. 1473, PG. 140, O.R.T.C.R.

PARCEL MAP NO. 746 REC. IN BK. 8 OF PARCEL MAPS, AT PG. 46, T.C.R. N89°57'03"E 486.13 N89°57'03"E 486.17
N89°57'03"E 486.20
N89°57'03"E 486.24 740.30 [740.00]
N89°58'25"E 1319.58 [N89°58'31"E 1319.00] S00°10'45"E 1319.43 [N00°11'31"W 1318.94] [330.00]
S1/4 COR. OF THE SW 1/4 SEC. 34-19-24

NOTHING FOUND OR SET
N89°57'03"E 2641.26 [N89°57'03"E 2640.08] ((2641.26))
989.58 [989.00]
PARCEL 1

3.18 AC.

PARCEL 2

0.95 AC.

PARCEL 3

0.96 AC.

PARCEL 4

0.96 AC.

REMAINDER

1.87 AC. N00°10'45"W 1319.30 [N00°11'31"W 1318.80]
W 1/4 COR. OF THE SW 1/4 SEC. 34-19-24
FD. BRASS DISK FLUSH, STAMPED
"TULARE COUNTY" W/ SECTION
DESIGNATION PER COR25058
NE COR. OF THE SW 1/4 OF THE SW 1/4 SEC. 34-19-24
NOTHING FOUND OR SET 40' 10' 40' 10'
47'
RIGHT OF WAY EASEMENT PER VOL. 3, PG. 107,
OF RIGHTS OF WAY, T.C.R. DEDICATED TO THE
CITY OF TULARE IN FEE PER THIS MAP.

APPROXIMATE LOCATION OF TULARE

IRRIGATION DISTRICT CANAL

BASIS OF BEARINGS
495.32 (495.01) 495.31 (495.00)

30.00 30.00
P.U.E. 6'
RIGHT OF WAY DEDICATION TO THE 9'

CITY OF TULARE PER THIS MAP
R=20.00' 6'
P.U.E.
486.02

RIGHT OF WAY DEDICATION SHOWN
HATCHED. AREA = 0.49 AC.

PER PM 3972, REC. IN BK. 40 OF
PARCEL MAPS, PG. 76, T.C.R.

FD. 1/2" I.P., NO TAG, BENT. ACCEPTED
AS SE CORNER OF PARCEL 4 PER PM 746 1318.91 581.02 [580.80] 738.28 [738.00] 578.61 [578.38]

SEARCHED AND NOTHING FOUND

SEARCHED AND FOUND NOTHING, SET
ON 20' OFFSET SOUTH OF TRUE CORNER
SET ON 20' OFFSET SOUTH

OF TRUE CORNER
N89°50'03"E 990.04 [N89°50'06"E 989.45]
495.02 (494.73)

SEARCHED AND FOUND

NOTHING, SET FLUSH

ALONGSIDE FENCE FOOTING NORTH 'E' STREET
S1/4 COR. SEC. 34-19-24

BRASS CAP IN HIGHWAY WELL
1320.63 [1320.04] ((1320.63))
N1/4 COR. SW 1/4 SEC. 34-19-24
FD. 1/2" I.P., NO TAG, 6" DEEP PER TULARE
COUNTY CORNER TIES DATED 4-12-1960
LEGEND
P.U.E.
( )
(( ))
SET 1/2" REBAR WITH YELLOW TAG, TAGGED PLS 9227., 12"±
DEEP.

1. AN EASEMENT FOR TULARE IRRIGATION DISTRICT CANAL, AND INCIDENTAL PURPOSES IN THE DOCUMENT RECORDED DECEMBER 30, 1970 AS INSTRUMENT NO. 44295, IN BOOK 2390, PAGE 293, OFFICIAL RECORDS.

RECORD DATA PER PM 746 REC. IN BK. 8 OF PARCEL MAPS
AT PG. 46, T.C.R. (OR CALCULATED THEREFROM).

PUBLIC UTILITIES EASEMENT
ALL DISTANCES ARE IN FEET AND DECIMALS THEREOF.

BOLD LINE INDICATES SUBDIVISION LIMITS.

BASIS OF BEARINGS
THE SOUTH LINE OF THE SOUTHWEST QUARTER OF SEC. 34-18-24 BEARS N 89°57'03" E, PER PARCEL MAP NO. 578 RECORDED IN BOOK 6 OF PARCEL MAPS, AT PAGE 78, TULARE COUNTY RECORDS.
0 SCALE: 1" = 100'
100 50 100
SHEET 2 OF 2
JOB NO. 26001 J:\Jobs\2026\26001\Dwg\PMAP.dwg 5/14/2026 8:08 AM RECORD DATA PER PM 578 REC. IN BK. 6 OF PARCEL MAPS
AT PG. 78, T.C.R. (OR CALCULATED THEREFROM).
[ ] RECORD DATA PER PM 699 REC. IN BK. 7 OF PARCEL MAPS AT PG. 99, T.C.R. (OR CALCULATED THEREFROM).

NON-PLOTTABLE EASEMENTS
MONUMENT DESCRIPTION AS FOUND PER PARCEL MAP NO.
699, REC. IN BK. 7, AT PG. 99, T.C.R., UNLESS NOTED
OTHERWISE.

A DIVISION OF PARCELS 3 AND 4 OF PARCEL MAP NO. 746 RECORDED IN BOOK 8 OF PARCEL MAPS AT PAGE 46, TULARE COUNTY RECORDS, AND SITUATED IN THE SOUTHWEST QUARTER OF SECTION 34, T. 19 S., R. 24 E., M.D.B. & M. IN THE CITY OF TULARE, COUNTY OF TULARE, STATE OF CALIFORNIA.

PARCEL MAP NO.

T.C.R. TULARE COUNTY RECORDS
O.R.T.C.R. OFFICIAL RECORDS TULARE COUNTY RECORDER
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Item #: 8.7
Consent
Staff Report
City Council
Date: July 7, 2026
Department: City Clerk
Submitted by: Melissa Wilcox, Chief Deputy City Clerk
Agenda Title: Revisions to the Handbook for Council-Appointed Bodies

RECOMMENDED ACTION
Adopt a resolution approving the revised City of Tulare Handbook for Council‑Appointed Bodies, incorporating the revisions reviewed and approved by the City Council on June 16, 2026.

ALIGNMENT WITH STRATEGIC PRIORITIES
Organizational Excellence

SUMMARY
At its June 16, 2026 meeting, the City Council reviewed proposed revisions to the Handbook for Council‑Appointed Bodies intended to standardize and clarify the appointment process, increase transparency, and ensure consistent procedures across all boards, commissions, and committees.

The revisions include:
• A standardized application period (three weeks) and provisions for extensions when multiple vacancies or additional outreach are needed.
• A clear interview and scheduling process, including placement of recommended appointments on the Consent Calendar.
• Updated language clarifying recruitment, notification, and onboarding procedures. • Standardized expectations for attendance, including automatic removal thresholds. • Clarified residency requirements by body, consistent with existing bylaws and Municipal Code. • Term definitions, expiration dates, staggered terms, and treatment of partial terms. • Updated procedures required under the Maddy Act for posting vacancies and annual appointment lists.

The revisions are designed to give applicants, staff, and Council members a predictable, fair, and legally compliant appointment process.

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.

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ALTERNATIVE ACTION

1. Approve with changes

2. Deny

3. Table

ATTACHMENTS

1. Resolution

2. Handbook
Reviewed/Approved:

8.7 Consent 2 of 21
RESOLUTION 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TULARE

APPROVING THE REVISED CITY OF TULARE HANDBOOK FOR COUNCIL-ADVISORY BODIES WHEREAS, the City currently has eight regular boards, commissions, and committees which serve as advisory bodies to the City Council whose members are appointed by the City Council; and WHEREAS, a handbook has been designed to serve as reference for the basic protocols that apply generally to all City advisory bodies; and
WHEREAS, from time to time, it is necessary to review and revise the handbook.

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

Section 1. The City of Tulare Handbook for Council-Advisory Bodies as presented in Exhibit A is hereby adopted.

Section 2. This current handbook supersedes any previously adopted versions.

Section 3. This resolution shall become effective on July 8, 2026.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Tulare this 7th day of July 2026, by the following vote:

Ayes:

Noes:

Absent:

Abstain:

Patrick Isherwood, President of the Council
and Ex-Officio Mayor
ATTEST:

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Table of Contents
Introduction................................................................................................................................ 1 Chapter 1 – Structure of Government ........................................................................................ 2 Charter City............................................................................................................................ 2 City Council............................................................................................................................ 2 City Manager.......................................................................................................................... 2 City Clerk ............................................................................................................................... 2 City Attorney .......................................................................................................................... 3 Departments .......................................................................................................................... 3 Organizational Chart .............................................................................................................. 3 Chapter 2 – Policies and Procedures ......................................................................................... 5 Relationship to City Council, Staff, and Media........................................................................ 5 Recommendations, Requests, and Reports ........................................................................... 5 Council Referrals.................................................................................................................... 5 Public Appearance of Council-Appointed Body Members....................................................... 5 Disbanding of Council-Appointed Body .................................................................................. 5 Chapter 3 – Boards, Commission, and Committees................................................................... 6 Terminology and Definitions................................................................................................... 6 Board of Public Utilities Commissioners ................................................................................. 6 Planning Commission ............................................................................................................ 6 Parks and Recreation Commission ........................................................................................ 6 Library Board ......................................................................................................................... 7 Committee on Aging............................................................................................................... 7 Aviation Committee................................................................................................................ 7 Police Department Citizen Complaint Review Board .............................................................. 7 Measure I Citizen Oversight Committee ................................................................................. 7 Chapter 4 – Meetings and Officers............................................................................................. 8 Agendas, Notices, and Minutes.............................................................................................. 8 Conduct of Meetings and Parliamentary Procedures.............................................................. 8 Meeting Locations and Dates................................................................................................. 9 Selection of Chair and Vice Chair........................................................................................... 9 Other Rules and Regulations ................................................................................................. 9 Chapter 5 – Membership...........................................................................................................10 Authority................................................................................................................................10 Application and Selection Process ........................................................................................10 Attendance............................................................................................................................11

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Compensation.......................................................................................................................11 Qualifications ........................................................................................................................11 Resignations and Removals..................................................................................................12 Term of Office .......................................................................................................................12 Vacancies, New Terms, and the Maddy Act..........................................................................12 Chapter 6 – Legal Requirements ..............................................................................................14 Conflict of Interest .................................................................................................................14 Ethics ....................................................................................................................................14 Open Meetings – The Brown Act...........................................................................................14 Public Records......................................................................................................................15 Discrimination and Equal Protection......................................................................................15 Due Process .........................................................................................................................15 Reasonableness ...................................................................................................................15 Use of Public Property...........................................................................................................15

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Introduction
There are close to 50 citizens who participate on boards, commissions, and committees to advise the City Council on issues facing Tulare. Boards, commissions, and committees (referred to collectively as “Council-Appointed Body”) play a critical role in the City of Tulare. As a member of a Council-Appointed Body, you serve as a conduit for citizen input to the City Council, which has the final responsibility for making policy decisions. You will find your role requires time, effort, and sometimes lengthy meetings; however, it also provides an opportunity for you to participate in the decision-making process and help shape the future of Tulare. Serving on a Council-Appointed Body can be a rewarding experience for those seeking to serve their community.

This handbook was thoughtfully prepared to introduce you to your role as a Council-Appointed Body member and serve as a reference for the basic protocols that generally apply to all advisory bodies. While attempting not to be overly restrictive, procedures are established so that expectations and practices can be clearly articulated to guide Council-Appointed Body members in their activities. This handbook will:
• Outline the role and function of the City’s boards, commissions, and committees; • Review important guidelines and expectations of appointed members; • Provide information about the history and composition of the City organization; and • Provide members with information necessary to understand areas of responsibility for their respective board, commission, or committee, and their role in serving the City.

Although this handbook covers the important aspects of City government and Council-Appointed Body activities, it cannot incorporate all information necessary for undertaking the business of advisory bodies. There are many other laws and documents that exist which bind the advisory bodies to certain courses of action and practices.

It is important that new members of advisory bodies fully understand all the services and programs provided by the City. For new members appointed to a Council-Appointed Body, staff may provide an orientation and opportunities to tour facilities and provide background information on current issues.

Here is a quick summary of how City advisory bodies serve the democratic process in Tulare:
• Hold public meetings and use other means to gauge the community’s attitude about certain issues;
• Recommend policies and procedures related to their respective fields to the City Council; • Serve as intermediary between the public, City staff, and the City Council by providing information, explanation, and support for different points of view; and • Make, in certain cases, decisions for the City.

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Chapter 1 – Structure of Government
Charter City
Within California, there are two types of cities: general law and charter. A general law city has the authority to act locally, but its acts must be consistent with the California Constitution, state statutes, and state administrative regulations. A charter city allows a greater degree of local control that that provided by the California Legislature. Becoming a charter city allows voters to determine how their city government is organized and, with respect to municipal affairs, enact legislation different that that adopted by the state. Charter cities are not subject to many of the planning and zoning statutes promulgated by the State thus having broader powers to enact landuse regulations and other rules-of-process than do general law cities.

Tulare was incorporated in 1888, and in 1923, voters approved the city charter making Tulare a charter city. The charter can be accessed along with the Tulare Municipal Code on the city’s website at www.tulare.ca.gov.

City Council
The City of Tulare is governed by a Council-Manager form of government. Under this form of government, the elected City Council sets the policies for the operation of the Tulare City Government. The City Council consists of five members. Among the members, the Council selects a Mayor and Vice Mayor to serve in the capacity for two years. The Mayor is the presiding officer of the Council and the official spokesperson and ceremonial representative of the City.

Members of the Council are elected by district, but representing the city’s interests as a whole, and serve staggering four-year terms (Districts 1, 3, and 5 same election; Districts 2 and 4 same election). The City Council appoints the City Manager, City Clerk, and City Attorney who serve at the pleasure of the Council.

City Manager
The administrative responsibility of the City rests with the City Manager who is appointed by the City Council. The City Manager’s Office provides support and assistance to the City Council, conducts legislative analysis, and participates in numerous regional, State, and federal organizations that support the objectives of the City of Tulare.

The City Manager provides supervision and direction to all City departments and performs economic development activities citywide. In addition to providing oversight of all City operations, the general administrative functions of the City Manager’s Office include budget management, agenda review, purchasing, public relations, public information and marketing activities, legislative analysis, telecommunications franchise management, and liaison to the Chamber of Commerce and other government agencies.

City Clerk
The City Clerk is the local official who administers democratic processes such as elections, access to city records, and all legislative actions ensuring transparency to the public. The City Clerk acts as a compliance officer for federal, State, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk manages public inquiries and relationships and arranges for ceremonial and official functions.

The City Clerk’s Office is responsible for compiling and maintaining original City records, including a record of all of the proceedings of the City Council. Other duties assigned include compiling and maintaining central files, legislative history, ordinances and resolutions, and serving as a liaison

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between the public and the City Council. The City Clerk provides easy access to information and serves as a guide to open participation in the decision- and policy-making process.

City Attorney
The City Attorney serves as legal advisor of the Council, City Manager, and all other officers, boards, commissions, and departments of the City.

Departments
The various departments within the City provide expertise in their designated areas and service to the members of the public, business community, and City Council.

Organizational Chart
The organizational chart is provided on the next page. As changes occur in the organizational structure, this document will be updated.

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Chapter 2 – Policies and Procedures
Relationship to City Council, Staff, and Media
Upon referral by the City Council, or as otherwise dictated by the Charter or the City’s Municipal Code, the Council-Appointed Bodies shall study referred matters and return their recommendations and advice to the Council. With each such referral, the Council may authorize the City staff to provide certain designated services to aid in the study. Upon its initiative, the Council-Appointed Bodies shall identify and raise issues to Council’s attention and from time-totime survey pertinent matters and make recommendations to the Council.

Council-Appointed Bodies should not become involved in the administrative or operational matters of City departments unless specifically provided in their prescribed powers and duties.

Members may not direct staff to initiate major programs, conduct large studies, or establish department policy without the specific approval of the City Council. City staff assigned to furnish staff services shall be available to provide general staff assistance, such as preparation of agenda/notice materials and minutes, the general review of department programs and activities, and to perform limited studies, program reviews, and other services of a general staff nature.

Additional staff support may be provided upon a formal request to the City Council. The responsibility for setting policies for the City rests with the City’s duly elected representatives, the City Council.

Members of Council-Appointed Bodies should refer all media inquiries to City staff and not provide statements or positions on any issues on behalf of the City.

Recommendations, Requests, and Reports
City staff for the Council-Appointed Bodies may submit requests for direction and support from the City Council, file reports, and facilitate any other communications needed for the proper function of the Council-Appointed Body. Such requests shall be communicated to the City Manager in advance so that they may be listed on the agenda. The Chairperson shall attend the City Council meeting to address any questions. The Council will receive such reports and recommendations, and after suitable study and discussion, respond or give direction.

Council Referrals
The staff representative shall transmit to the designated Council-Appointed Body all referrals and requests from the City Council for advice and recommendations. Council-Appointed Bodies shall expeditiously consider and act on all referrals and requests made by the City Council and shall submit reports and recommendations to the City Council on these assignments.

Public Appearance of Council-Appointed Body Members
When a Council-Appointed Body member appears in a non-official, non-representative capacity before the public, for example in a Council meeting, the member shall indicate that they are speaking only as an individual. Conversely, when a member who is present at a Council meeting is asked to address the Council on a matter on their Council-Appointed Body, the member should represent the viewpoint of the particular body as a whole (not a personal opinion).

Disbanding of Council-Appointed Body
Upon recommendation by the Chair of the Council-Appointed Body or appropriate staff, any standing or special Council-Appointed Body established by the City Council and whose members were appointed by the City Council may be declared disbanded due to lack of business by a majority vote of the City Council.

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Chapter 3 – Boards, Commission, and Committees
Terminology and Definitions
Typically, boards and commissions are formed by ordinance or Charter and committees are formed by resolution or minute action of the City Council. Changes to those formed by ordinance or Charter generally require an amendment to the municipal code or the Charter by the electorate.

The following terms and definitions are applied to Council-Appointed Bodies in general:

Ad Hoc Committee – Committees established for a specific purpose and a defined period; formed for or concerned with one specific purpose (e.g., Ad Hoc Compensation Committee); formed or used for specific or immediate problems or needs.

Board – A group of persons having managerial, supervisory, or advisory powers or functions. In parliamentary law, a board is a form of deliberative assembly and is distinct from a committee, which is usually subordinate to a board or other deliberative assembly with the board having greater autonomy and authority.

Commission – A group of people officially authorized to perform certain duties or functions vested with certain powers or authority.

Committee – A group of people officially delegated to perform a function, such as investigating, considering, reporting, or acting on a matter.

Task Force – A temporary grouping of individuals and resources for the accomplishment of a specific objective.

Board of Public Utilities Commissioners
The Board of Public Utilities Commissioners (BPU) was established by the City Charter and is charged with the responsibility of regulating and managing the utility divisions of the City. Those divisions include Solid Waste (refuse collection and street sweeping), Water, Sewer, and Wastewater. Pursuant to Section 52 of the Charter, the five members are appointed by the mayor and confirmed by the City Council to serve four-year terms. The Board meets at 4:00 p.m. on the first and third Thursday of each month. Meetings are held in the Council Chamber.

Planning Commission
The Planning Commission was established by the City Charter and governed and maintained under and pursuant to the provisions of the general laws of the State. The Commission is responsible for considering and making decisions regarding land use, planning and zoning in accordance with the scope of city ordinances, development standards and state planning laws. A wide variety of issues are under the purview of the Planning Commission, including subdivisions, annexations, design review, zoning, and environmental impact assessments. Pursuant to Resolution 17-57, the five-member Planning Commission is appointed by the City Council, by seat, with members serving four-year terms. The Planning Commission meets at 5:30 p.m. on the second and fourth Tuesday of each month. Meetings are held in the Council Chamber.

Parks and Recreation Commission
The Parks and Recreation Commission, established by City ordinance, is a seven-member commission appointed by the City Council to act on matters of recreational importance to all segments of the community, including recreational programs, facilities, and park development.

The Commission also serves as a Council-Appointed Body to City Council and staff regarding

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street trees to be removed or planted, standards for landscape enhancement, and tree preservation policy. Pursuant to Municipal Code Chapter 2.04, each member of the City Council shall select and appoint one member to the Commission, subject to approval of the appointment by the remainder of the Council. The remaining two members shall be selected at large by the City Council as a whole. Members serve four-year terms. The Commission meets at 6:30 a.m. on the second Tuesday of each month at the Claude Meitzenheimer Community Center.

Library Board
The Library Board was established pursuant to California Education Code § 18910 which states that a public library shall be managed by a board of library trustees, consisting of five members, to be appointed by the mayor with the consent of the Council. The Board advises staff and Council on all matters relating to library services. Members serve three-year terms. The Board meets at 4:00 p.m. on the third Wednesday of each month at the Tulare Public Library.

Committee on Aging
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. Members serve four-year terms. The Committee meets at 12:00 p.m. on the third Wednesday of each month at the Senior Community Center.

Aviation Committee
The Aviation Committee is a five-member committee established by the Council pursuant to Minute Action on July 6, 1971. The membership shall be made up of one Planning Commissioner (appointed by the Planning Commission), one airport lease holder, and three additional members.

All members with the exception of the member appointed from the Planning Commission are appointed by the mayor and confirmed by the majority of the Council. The Committee is charged with the responsibility of making recommendations to the Council and staff in all areas related to City airport use, improvements, and development of Mefford Field. Members serve four-year terms. The Committee meets at 6:00 p.m. on the fourth Monday of each month at City Hall.

Police Department Citizen Complaint Review Board
The Police Department Citizen Complaint Review Board is charged with the responsibility of reviewing the Police Department's investigation of citizen complaints in specific areas and providing an independent review to the Chief of Police. The Board does not recommend or review disciplinary action against Police Department employees. Pursuant to Municipal Code Chapter

2.12, the Board shall consist of seven members. Each member of the City Council shall select and appoint one member to the Board, subject of the approval by the remainder of the Council, and two appointed at-large to serve two-year terms. An eighth, non-voting member is selected by the Police Officers Union to sit on the Board. The Board meets at 5:30 p.m. on the second Tuesday of the month at City Hall.

Measure I Citizen Oversight Committee
The Measure I Citizen Oversight Committee, pursuant to ballot language, Resolution 05-5261, and by guidelines approved on May 16, 2017, consists of five members appointed by City Council, by seat, to serve four-year terms. The Committee will meet twice annually, once to be briefed on the annual budget (mid-year) and again to review the Annual Audit Report, specific to Measure I.

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Chapter 4 – Meetings and Officers
Agendas, Notices, and Minutes
All meetings shall be open and public and shall conduct business through published agendas, public notices, and minutes, and follow all of the Brown Act provisions governing public meetings.

Support staff for each Council-Appointed Body shall be responsible for properly noticing and posting all regular, special, canceled, and adjourned meetings. Copies of all meeting agendas, notices, and minutes shall be provided to the City Council, City Manager, City Attorney, City Clerk, and other appropriate staff, as requested. An agenda generally consists of the following:
• Call to Order
• Public Comments
• Communications
• Consent Calendar
• General Business
• Items of Interest
• Adjournment
All items of business to be discussed at a meeting shall be briefly described on the agenda. The description should set forth the proposed action to be considered so that members of the public will know the nature of the action under review and consideration. If action is taken on any items that are not on the agenda or not noticed properly, those actions will not be valid.

Written minutes of all regular and special meetings must be kept as the official record of business transacted and are taken by the secretary of the Council-Appointed Body or a staff member if a secretary is not appointed. Minutes should include a summary of any pertinent discussions and should contain mainly a record of the actions taken by the Council-Appointed Body at the meeting.

Minutes are approved at the next meeting of the Council-Appointed Body and any corrections to the minutes may be made during the meeting and prior to the approval. Original agendas and minutes shall be filed and maintained by support staff per the City’s adopted Records Retention Schedule.

Members should carefully read the agenda and all agenda materials in advance so that they can be prepared for the meeting and get clarification and answers to questions from staff if needed.

They should come prepared with issues to raise on all sides of the matter under consideration.

Members also need to review each agenda item ahead of the meeting to determine if they may have a potential or actual conflict due to property or monetary interests or for any other reason prescribed by law.

Conduct of Meetings and Parliamentary Procedures
Unless otherwise specified by State law or City regulations, the conduct of all meetings shall generally follow basic parliamentary procedures, similar to Rosenberg’s Rules of Order, but not exclusive thereto. A majority of members shall constitute a quorum and a quorum must be seated before a meeting is called and official action is taken. The Chair of each Council-Appointed Body shall preside at all meetings and the Vice-Chair shall assume the duties of the Chair when the Chair is absent.

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Meeting Locations and Dates
Meetings may be held in the Council Chamber or other designated City facilities as noticed.

Regular meetings shall have a fixed date and time established by the Council-Appointed Body or the City Council. Changes to the established regular dates and times are subject to approval by the City Council.

Selection of Chair and Vice Chair
The Chair and Vice-Chair of each Council-Appointed Body shall be selected in January of each year, or as set forth by Charter, Ordinance, or in approved bylaws, by a majority of its members and shall serve for one year or until their successors are selected.

Other Rules and Regulations
Each Council-Appointed Body may adopt other rules and procedures as it feels necessary to accomplish its duties effectively and efficiently. Such rules are subject to Council approval before becoming effective and should not be in conflict with this Handbook, any rules or regulations related to the function or operation of the Council-Appointed Body adopted by Council or contained in the City Charter or Municipal Code.

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Chapter 5 – Membership
Authority
The City Council is the appointing authority for all Council-Appointed Bodies. All appointments require an affirmative vote of a majority of the City Council present unless otherwise specified. All members serve at the pleasure of the City Council for designated terms. Appointees must complete an Oath of Office administered by the City Clerk prior to assuming duties1 .

Application and Selection Process
The recruitment process begins when a vacancy occurs due to term expiration, resignation, removal, or death of a member of a Council-Appointed Body.

Application Period
• The standard application period is three weeks from the date the vacancy occurs. • If multiple vacancies exist or additional outreach is needed, the City Clerk may extend the application period.
• If no applications are received by the deadline, the application period will remain open until sufficient applications are received.

Applications are accepted on an ongoing basis and remain on file in the City Clerk’s Office for a period of two years or once appointed, whichever occurs first.

Application Requirements
• Any candidate wishing to be considered for appointment must complete an official application.
• Applications are available from the City Clerk’s Office as well as the City’s website. • Applications remain on file for two years for future consideration. • Incumbents seeking reappointment must submit a new application by the deadline (no limit on number of terms members may serve).
• The City Clerk will notify members whose terms are expiring and confirm eligibility for reappointment.

Interview Requirement
• After the application deadline, the City Clerk will compile all applications and schedule interviews at the next available regular Council meeting. • All applications received will be included in the Council agenda packet for their review • All applicants must be present at the interview to be considered for appointment. The interview allows Council to ask questions and applicants to provide any additional information not provided on their application.
• Following interviews, councilmembers must notify the City Clerk of their recommended candidate(s) prior to the next regular meeting to add to the agenda for appointment. • Recommended appointments may be placed on the Consent Calendar for approval at the next available regular meeting. Candidates are not required to attend the appointment meeting.
1 City Charter Section 17 Appointive Officers: Requires all appointive officers to take an oath of office before entering upon the duties of their office.

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Notification and Onboarding
• After Council action, the City Clerk will notify successful and unsuccessful applicants in writing.
• Appointees will receive copies of the City’s Non-Discrimination and Sexual Harassment policies, the Brown Act2
, and other relevant orientation materials.

Attendance
The provisions listed below shall apply to all Council-Appointed Bodies.

Any member of a Council-Appointed Body who is absent from either (1) three consecutive regular meetings; or (2) fifty percent or more of all meetings within any consecutive 12-month period of time shall automatically be removed from the Council-Appointed Body unless the City Council finds and determines that there was good cause to excuse the absences. Good cause shall include but not be limited to illness, injury, hospitalization, other medical emergencies or temporary requirements and obligations of employment or family matters.

City Council may consider removal of a member on its own volition, with or without the consensus from the Council-Appointed Body.

While it is expected that members be present at all meetings, the support staff or Chair should be notified if a member knows in advance that they will be absent.

Compensation
Members shall serve without compensation for their services unless specifically provided for in the City Charter.

Qualifications
Unless stated otherwise in the Council-Appointed Body’s bylaws, by statute, or provided for by the Council, the City Charter, or Municipal Code, all members shall maintain their principal place of residence either within the sphere of influence of the City of Tulare or within the city limits (see table below for specific requirements) at the time of their appointment and throughout the term of service.

Body Residency Requirement
Aviation Committee Sphere of Influence
Board of Public Utilities City Limits
Committee on Aging City Limits
Measure I Citizen Oversight Committee City Limits
Library Board City Limits
Parks and Recreation Commission Sphere of Influence
Planning Commission Sphere of Influence
Police Department Citizen Complaint Review Board City Limits A majority of the membership for the Planning Commission and Parks and Recreation Commission must have their primary place of residence within the city limits, limiting the number of members who reside outside the city limits but within the sphere of influence. 2 SB 707 requires City to provide a copy of the Brown Act to all appointed board, commission, and committee members.

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If at any time during their term any member shall cease to maintain their principal place of residence in the City of Tulare, that member shall become ineligible to continue to serve as a member of the board, commission, or committee and said position shall be declared vacant by the City Council.

Current members of any other Council-Appointed Body are disqualified for membership if there is a direct conflict between the bodies. Members shall be permitted to retain membership while seeking any elective office; however, members shall not use the meetings, functions, or activities of such bodies for purposes of campaigning for elective office. No Council-Appointed Body member shall hold any paid position for the City of Tulare unless stated otherwise in their bylaws.

Members must be at least 18 years of age at the time of appointment unless otherwise specified.

Resignations and Removals
Resignations must be submitted in writing to the City Clerk who will distribute copies to City Council and appropriate staff. The City Council may remove a member by a majority vote of the Council without cause, notice, or hearing.

Term of Office
• Standard Term: Members of most Council-Appointed Bodies serve four-year terms. • Exceptions:
o Police Department Citizen Complaint Review Board: Two-year terms o Library Board: Three-year terms
• Term Expiration Dates:
o All bodies except the Library Board: December 31
o Library Board: June 30.
• Partial Terms:
o If appointed to fill an unexpired term and serve less than two years, that time does not count as a full term.
o If appointed to fill an unexpired term and serve two years or more, that time does count as a full term.
• Staggered Terms: Terms are staggered so that not all terms expire in the same year. • Vacancy Replacement: If a member resigns before their term ends, the replacement serves the remainder of that term only.

Vacancies, New Terms, and the Maddy Act
• Unscheduled Vacancies: Occur due to resignations, removals, or death. When an unscheduled vacancy occurs, the City Clerk will post a special vacancy notice in the City Clerk’s Office, City Hall kiosk, Tulare Public Library, and City website no earlier than 20 days before and no later than 20 days after the vacancy occurs. Appointment cannot be made for at least ten working days after the notice is posted3 .
• Scheduled Vacancies (Expiring Terms): Seats become available at the end of each term.

By December 31 of each year, the City Clerk prepares an appointment list of all regular advisory boards, commissions, and committees with terms expiring in the following year.

This list is posted on the City’s website and made available to the public upon request4 .
3 California Government Code Section 54974
4 California Government Code Section 54972 (Maddy Act)

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Purpose of the Maddy Act: The Maddy Act (Government Code Sections 54970-54974) ensures transparency and public awareness of upcoming appointments, encourages community participation, and broadens access to applicants.

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Chapter 6 – Legal Requirements
Certain limitations have been placed upon the powers of both the City Council and CouncilAppointed Bodies by both statutory and case law. In certain instances, application of these restraints may be crucial in the governmental process. In instances of doubt, the City Attorney’s advice or formal opinion should be sought.

Conflict of Interest
As specified in State law, it is illegal for a Council-Appointed Body member to have an interest in any contract, sale, purchase, finding or transaction in which the member is involved in an official capacity. Conflict of interest may disqualify the member and invalidate any action where such conflict exists. Any interest, whether personal, private, general, or sentimental that would tempt a member to act in any manner other than the best public interest, should be examined and official action accordingly restricted. An interest that is common to all similarly situated persons is not disqualifying to an action.

Pursuant to the Conflict-of-Interest Code, members may be required to file a Statement of Economic Interest with the City Clerk to disclose personal interests in investments, real property, and income. This is done within 30 days of the date of appointment and annually thereafter. A Statement is also required within 30 days of leaving office. The Conflict-of-Interest Code has been established and adopted by the City Council pursuant to the California Fair Political Practices Act (Government Code Section 87300 et seq.). Copies of the code are available from the City Clerk as well as on the City’s website.

Ethics
Effective January 1, 2006, State law (AB 1234) requires local officials who receive compensation, salary, stipends, or expense reimbursements complete training in public service ethics laws and principles every two years. The requirement applies to the Board of Public Utilities and the Planning Commission. The City Clerk’s Office will notify members of their requirement and ensure training is provided in a timely manner. Upon completion of the required training, a certificate of completion must be provided to the City Clerk’s Office.

Open Meetings – The Brown Act
The Ralph M. Brown Act, which was passed in 1953, has become a model public meeting law for the country. The opening section of the law states:
"In enacting this chapter, the legislature finds and declares that the public commissions, boards and councils and the other public agencies in this State exist to aid in the conduct of the people's business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly."
The Act extends to any advisory commission, board or body of a local agency. Its relevant provisions include the following: with some exceptions, meetings of advisory bodies must be held within the territory of the local agency, meetings must be open to the public, and notice of meetings must be delivered prior to the meeting to the press and public pursuant to the provisions of the Government Code.

A "meeting" takes place whenever a quorum of the Council-Appointed Bodies is present and official business is conducted. A Council-Appointed Body member who attends a meeting where action is taken, knowing that the meeting is in violation of the Brown Act, is guilty of a misdemeanor. "Action taken" means a collective decision made by a majority of the members of

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the body, a collective commitment or promise to make a positive or negative decision, or an actual vote by the majority of the members on a motion, proposal, resolution, order, or ordinance. Care should be taken to ensure that, if a quorum of a commission is gathered at a public or private place, no public business is discussed and that the gathering will not be interpreted as a meeting.

Council-Appointed Body members are permitted to socialize in a non-meeting setting but must refrain from discussing any business. Any questions concerning the effect of the Brown Act should be directed to the City Clerk.

Public Records
The Government Code of the State of California provides that all official records of the City are open to inspection to any interested citizen at reasonable times. Exceptions to this law are only those records specified in the Public Records Act, records relative to legal action in which the City is a party, and records the disclosure of which would not be in the public interest. CouncilAppointed Body meeting minutes and supporting documents are public records and are subject to disclosure.

Discrimination and Equal Protection
All rules, regulations, laws, services, and facilities must apply equally to all persons and not give favor to any segment of the community. Similarly, all laws and ordinances of the city must afford equal protection to all facets of the community, unless the purpose of a city action requires special classification of the community.

Due Process
All governmental procedures and process must allow an affected party a right to be heard and to present controverting fact or testimony on the question of right in the matter involved. Unfair determinations, such as bias, predetermination, refusal to hear, etc., may invalidate actions.

Reasonableness
Every action of municipal government must be reasonable, or otherwise stated, not be capricious, extreme, arbitrary, or abusive.

Use of Public Property
Public property, equipment, and facilities may not be used for private or personal purposes.

Facilities, equipment, and supplies are provided by the City, but are limited to use in official functions only.

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Item #: 8.8
Consent
Staff Report
City Council
Date: July 7, 2026
Department: Engineering Services - Engineering
Submitted by: Michael Miller, City Engineer
Agenda Title: On-Call Consultant Services Selection

RECOMMENDED ACTION
Approve a list of pre-qualified consultants for On-Call Consulting Services, and authorize the City Manager to enter into Professional Service Agreements, subject only to minor conforming and clarifying changes acceptable to the City Attorney and City Manager, for various consultants for an initial two-year period with options for up to two (2) consecutive 2-year extensions.

ALIGNMENT WITH STRATEGIC PRIORITIES
Economic Development

SUMMARY
Due to the volume of Capital Improvement Projects (CIP), private development projects, and other departmental needs, including transportation, utilities, planning, environmental, design, and other engineering work, the City is seeking assistance from various consulting services to supplement City Staff on an as-needed basis. On-Call consultants have been and will be utilized to supplement City Staff in the design of major capital projects and in cases where technical expertise is needed to keep projects moving forward efficiently. Therefore, the Engineering Services Department is establishing a list of prequalified firms to provide consulting services for the following 19 service categories:
• Environmental Planning • Architectural
• Geotechnical • Landscape Architectural
• Material Testing • Well Equipping and Tank Design
• Structural Engineering • Construction Management and Inspection • Roadway and Traffic Engineering • Development
• Hydrogeologist • Labor Compliance
• Surveying • Property Acquisition
• Utility Locating • Wastewater Treatment Design
• Electrical Engineering • City and Urban Environmental Planning • Civil Engineering
To supplement staff, many cities and other government entities retain consultants on an on-call basis to provide these services. On March 10, 2026, a Request for Qualifications (RFQ) #26-842 for On-Call Consulting Services was issued. Fifty-two (52) firms submitted all necessary information by the deadline specified in the RFQ.

Based upon the procedures identified in the City’s adopted Purchasing Policy 15-04 and the requirements of the California Government Code, Chapter 10, Section 4526 for the selection of professional service contracts, the proposals were reviewed and rated in accordance with the consultant selection procedures identified in the RFQ. Consultant proposals were evaluated based on their demonstrated competence, knowledge of local conditions, past performance, and the professional qualifications necessary to perform the required services.

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Because of the expected volume of projects and the variety of required areas of expertise, the top ranked firms are recommended for inclusion on the list of prequalified engineering and land surveying consultants. Each of these firms brings a unique background of expertise that will be utilized for the diverse selection of projects currently identified in the City’s Capital Improvement Program and, on an as-needed basis, to expedite the review of private development projects. Each firm’s proposed rate schedule has been confirmed as fair and reasonable relative to industry standards. The recommended firms, based upon their respective qualifications, were identified as follows:
• 4 Creeks • Certerra • Labor Consultants
of California
• QK
• 4 Leaf • Cornerstone
Engineering Group
• Lane Engineers • Rincon Consultants
• Accenture • Crawford and
Associates
• Melton Design
Group
• Rose Sing and
Associates
• Achievement
Engineering Group
• Crawford and
Bowen
• Mid Valley
Engineering
• RRM Design Group
• Bedrock
Engineering
• Dewberry
Engineers
• Next Level
Compliance
• TJKM
• Blackwater
Consulting
• Dudek • NV5 • TRC
• Borrelli and
Associates
• Guida • Paragon Partners • Westwood
• BSK • Interwest • Peters Engineering
Group
• Willdan
Engineering
• Carollo Engineers • Kenneth D.

Schmidt and
Associates
• Precision Civil
Engineering
• Zeltmacher
• CCME • Krazan and
Associates
• Provost and
Prichard

FISCAL IMPACT & FUNDING SOURCES
The financial impact and funding sources for on-call consultant services vary by the department or division using them. It is proposed that the City enter into contracts with these firms for on-call services for a period of two (2) years, with options for up to two (2) consecutive 2-year extensions upon satisfactory performance. Hourly rates and conditions are agreed upon up front; as specific scopes of work are developed for each project, cost proposals will be submitted for review and approval. Authorized expenditures under the contracts shall not exceed the amounts authorized under the City Council’s adopted purchasing policy. The City Manager or designee shall approve them in accordance with the approved budgets for the individual projects.

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
Subsequent contract approval to be reviewed by the City Attorney.

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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 – Denying approval of the on-call consultant list would significantly limit staff's ability to deliver essential services.

3. Table

ATTACHMENTS

1. Draft Professional Services Agreement
Reviewed/Approved:

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PROFESSIONAL SERVICES AGREEMENT
RFQ 26-842 On-Call Consultant Services
This Agreement, entered into this ________ day of ________________, 20____, by and between the City of Tulare, hereinafter referred to as the “CITY”, and ____________________________ 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 that will be described in project-specific Task Orders; 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:

SERVICIES TO BE PERFORMED BY THE CONSULTANT
A. The work to be performed by the CONSULTANT under this AGREEMENT includes professional services under Article III for various City Public Works PROJECTS (Task Orders), including but not limited to categories: ______________________________. Work shall be done in accordance with all federal and State requirements in its respective category and applicable City of Tulare Standards, Specifications, and Guidelines.

B. The CONSULTANT agrees to provide professional services that are necessary for each PROJECT (Task Order) when expressly authorized in writing by the City Engineer, or Project Manager, or other designated City of Tulare Official. Such work by the CONSULTANT shall not begin until the CONSULTANT has received a written Notice to Proceed from the City Engineer, Project Manager or other designated Manager (CONTRACT ADMINISTRATOR) authorizing the necessary service, agreed upon fee and schedule, and scope of work for each Task Order.

II. TIME OF PERFORMANCE
The term of this work 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 twenty-four (24) month period. The City may, at its option and upon mutually agreed terms, further renew the contract for up to 2 successive 2-year terms. The Consultant’s submitted hourly fee schedule shall accurately reflect rates for the full potential initial 24-month agreement period.

The selected Consultant(s) will be allowed to submit a revised fee schedule for option years, with increases in line with local inflation/cost of living adjustments for the prior year. The CONSULTANT shall commence performance of this Agreement within ten (10) days following

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City’s issuance of Notice to Proceed and shall complete the work within the timeframes outlined in Exhibit “A”, unless otherwise extended in writing by CITY, in its sole discretion.

If the CONSULTANT fails to complete the PROJECT within the time specified, plus any extensions of time which may be granted, the CITY shall determine the percent of each work item completed and shall pay the CONSULTANT on that basis.

CONSULTANT shall not be responsible for delays which are due to causes beyond the CONSULTANT’s reasonable control. In the case of any such delay, the time of completion shall be extended accordingly in writing signed by both parties.

III. COMPENSATION
A. Compensation: For services performed pursuant to this Agreement, the CITY agrees to pay and the CONSULTANT agrees to accept, as payment in full for each PROJECT (Task Order) a sum computed at the hourly and cost rates shown in Exhibit A: Schedule of Fees for Professional Services. The computed amount shall constitute complete compensation, including document production and out-of-pocket expenses for all services for the work and PROJECT identified in the Task Order.

B. Hourly and Cost Rates: The CONSULTANT agrees that the hourly and cost rates contained in Exhibit A shall be used for the duration of the contract or for a maximum of two (2) years from the date when the AGREEMENT is fully executed.

C. Payment of Compensation: The CONSULTANT shall be compensated according to the progress payment schedule set forth in each Task Order upon completion of percentage of each noted phase. The CONSULTANT shall be paid no later than thirty (30) days following submission of a written, verified billing to the CITY. Said billing shall include the percentage of each task completed to date and since the date of the preceding billing, if any.

IV. AUTHORIZED REPRESENTATIVE
A. CITY: The _________________________ 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: _______________________ 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 prejudice 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

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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 of the CONSULTANT. Such causes include, but are not limited to, acts of God or of 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:

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1. Participate in any decision relating to this Agreement which effects his personal interest or the interest of any corporation, partnership, or association in which he has, 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 he 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.

VII. NO PERSONNEL AGENCY, COMMISSION, OR CONTINGENT FEE 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.

C. All subcontracts exceeding $25,000 shall contain all provisions required of the prime contract.

XI. 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

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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 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 (and any funding agency) 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.

D. Patent Rights: Applicable patent rights provisions described in 41 CFR 1-9.1 regarding rights to inventions shall apply to this agreement.

XII. INDEMNIFICATION AND INSURANCE
A. When the law establishes a professional standard of care for Consultant’s Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend, and hold harmless City and any and all of its officials, employees and agents from and against any and all losses, liabilities, damages, costs, and expenses, including legal Consultant’s fees and costs but only to the extent the Consultant (and its SubConsultants), are responsible for such damages, liabilities and costs on a comparative basis of fault between the Consultant (and its SubConsultants) and the City in the performance of professional services under this agreement.

B. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, defend, and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including legal Consultant’s fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant or by any individual or City for which Consultant is legally liable, including, but not limited to officers, agents, employees, or subcontractors of Consultant.

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C. 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 follows:

1. Workers’ compensation insurance: Consultant shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance with limits of at least one million dollars ($1,000,000). Consultant shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers

2. General liability insurance: Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. Consultant’s general liability policies shall be primary and shall not seek contribution from the City’s coverage, and be endorsed using Insurance Services Office form CG 20 10 (or equivalent) to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies.

3. Professional liability insurance: Consultant shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing the Services to be rendered in connection with this Agreement, in the minimum amount of two million dollars ($2,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement, and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.

4. Auto liability insurance: Consultant shall provide auto liability coverage for owned, nonowned, and hired autos using ISO Business Auto Coverage form CA 00 01, or the exact equivalent, with a limit of no less than one million dollars ($1,000,000) per accident.

D. CITY’S Risk Manager is hereby authorized to reduce the requirements set forth above in the event he/she determines that such reduction is in the CITY’S best interest.

E. Each insurance policy required by this Agreement shall contain the following clause:
“This insurance shall not be canceled, limited in scope or coverage, or non-renewed 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.”
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 insured as respects operations and activities of, or on behalf of the named insured, performed under contract with the City of Tulare.” F. Prior to commencing any work under this Agreement, CONSULTANT shall deliver to CITY insurance certificates confirming the existence of the insurance required 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

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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 endorsements 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.

G. 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 insurance 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 subconsultant’s performance of the work covered under this Agreement.

XIII. NON-DISCRIMINATION
CONSULTANT and all subconsultants shall not discriminate against any employee or applicant for employment on the basis of race, color, national origin, or sex 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 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 there from.

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.

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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 the United States Postal Service, postage prepaid, addressed as follows:

CITY OF TULARE:
411 East Kern Avenue
Tulare, CA 93274
Attention: City Clerk
CONSULTANT:

Attention: __________________
F. Jurisdiction/Venue/Waiver Of Removal: This 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.

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 represents.

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

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XV. ADDITIONAL MISCELLANEOUS PROVISIONS
A. Record Retention: The City, State, or their duly authorized representatives shall have access to any documents, books, papers, and records of the consultant (which are directly pertinent to the project) for the purpose of making an audit, examination, excerpts, and transcripts. The consultant shall maintain all required records for at least three (3) years after final payment on the project and all pending matters are closed. This also applies to all subcontracts in excess of $25,000.

B. Cost Principals: Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31 et seq., are the governing factors regarding allowable elements of cost. Administrative requirements are set forth in 49 CFR, Part 18 Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments. This also applies to all subcontracts in excess of $25,000.

C. Changes in Work: If changes in scope, character, or complexity become desirable or necessary as work progresses, adjustments to the agreement may be made in writing signed by the CITY and CONSULTANT. In special cases, where it is essential that extra work be performed immediately, execution of the supplemental agreement covering the changes will be accomplished as soon as possible. This agreement shall provide for the preparation and submittal of contract change orders when applicable. There shall be no charge to the City when the change order is required to correct errors or omissions by the Service Provider D. General Compliance with Laws and Wage Rates: CONSULTANT shall be required to comply with all federal, state, and local laws and ordinances applicable to the work. This includes compliance with prevailing wage rates and their payment in accordance with California Labor Code, Section 1775.

E. Compliance with the Copland “Anti-Kickback” Act (18 USC 874): CONSULTANT is prohibited from inducing, by any means, any person involved in the construction, completion, or repair of public work, to give up any part of the compensation to which he/she is otherwise entitled (all suspected or reported violations shall be reported to the City).

F. Consultant’s Endorsement: The responsible CONSULTANT shall sign plans, specifications, and estimates and engineering data furnished by him/her and where appropriate, indicate his/her California engineering registration number.

G. Clean Air and Water: Applicable to Contracts in Excess of $100,000.

1. Definition. “Facility” means an building, plant, installation, structure, mine, vessel, or other floating craft, location, or site of operations, owned, leased, or supervised by the Consultant or and subconsultant, used in the performance of the Contract or any subcontract. When a location or site of operations includes more than one building, plant, installation, or structure, the entire location or site shall be deemed a facility except when the Administrator, or a designee, of the United States Environmental Protection Agency (EPA) determines that independent facilities are collocated in one geographical area.

2. In compliance with regulations issued by the EPA, 2 C.F.R, part 1532, pursuant to the Clean Air Act, as amended (42 U.S.C. §. 7401 et seq.); the Federal Water Pollution Control Act, as amended (33 U.S.C. § 1251 et seq.); and Executive Order 11738, the Consultant agrees to:

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a. Not utilize any facility in the performance of this contract or any subcontract which is listed on the EPA List of Violating Facilities pursuant to 2 C.F.R. part 1532 for the duration of time that the facility remains on the list; b. Promptly notify the Owner if a facility the Consultant intends to use in the performance of this contract is on the EPA List of Violating Facilities of the Consultant knows that it has been recommended to be placed on the List; c. Comply with all requirements of the Clean Air Act and the Federal Water Pollution Control Act, including the requirements of section 114 of the Clean Air Act and section 308 of the Federal Water Pollution control Act, and all applicable clean air and clean water standards.

H. Equal Employment Opportunity:

The Consultant shall be required to comply with Executive Order 11246, entitled "Equal Employment Opportunity," as amended by Executive Order 11375, and as supplemented in Department of Labor regulations (41 CFR Part 60).

1. The Recipient hereby agrees that it will incorporate or cause to be incorporated into any contract for construction work, or modification thereof, as defined in the regulations of the Secretary of Labor at 41 C.F.R. chapter 60, the following equal opportunity clause:

During the performance of this contract, the Consultant agrees as follows:
a. The Consultant will not discriminate against any employee or applicant for employment because of race, color, religion, sex or national origin. The Consultant will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training including apprenticeship. The Consultant agrees to post in conspicuous places available to employees and applicants for employment notices to be provided setting forth the provisions of this nondiscrimination clause. b. The Consultant will, in all solicitations or advertisements for employees placed by or on behalf of the Consultant state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, or national origin.
c. The Consultant will send to each labor union or representative of workers with which it has a collective bargaining agreement or other contract or understanding a notice to be provided advising the said labor union or workers representatives of the Consultant’s commitments hereunder, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. d. The Consultant will comply with all provisions of Executive Order 11246 of September 24, 1965 and of the rules, regulations, and relevant orders of the Secretary of Labor.
e. The Consultant will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and pursuant to rules, regulations, and orders of the Secretary of Labor and will permit access to its books, records, and accounts by the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders.
f. In the event of the Consultant's noncompliance with the nondiscrimination clauses of this Contract or with any of the said rules, regulations, or orders, this Contract may be canceled, terminated, or suspended in whole or in part and the Consultant may be declared ineligible for further Government contracts or federally

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-assisted
construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulations or order of the Secretary of Labor, or as otherwise provided by law.
g. The Consultant will include the portion of the sentence immediately preceding paragraph 17(a) (1) and the provisions of paragraphs 17(a)(1) through (6) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subconsultant or vendor. The Consultant will take such action with respect to any subcontract or purchase order as EDA or the Secretary of Labor may direct as a means of enforcing such provisions, including sanctions for noncompliance.

Provided, however, that in the event the Consultant becomes involved in or is threatened with litigation with or by a subconsultant or vendor as a result of such direction by the Secretary of Labor, the Consultant may request the United States to enter into such litigation to protect the interests of the United States. h. The Recipient further agrees that it will be bound by the above equal opportunity clause with respect to its own employment practices when it participates in federallyassisted construction work. Provided, however, that if the Recipient so participating is a State or local government, the above equal opportunity clause is not applicable to any agency, instrumentality, or subdivision of such government that does not participate in work on or under the Contract.
i. The Recipient agrees that it will assist and cooperate actively with the Secretary of Labor in obtaining the compliance of consultants and subconsultants with the equal opportunity clause and the rules, regulations, and relevant orders of the Secretary of Labor, that it will furnish the Secretary of Labor such information as they may require for the supervision of such compliance, and that it will otherwise assist in securing compliance.
j. The Recipient further agrees that it will refrain from entering into any contract or contract modification subject to Executive Order 11246 of September 24, 1965, with a Consultant debarred from, or who has not demonstrated eligibility for, Government contracts and federally assisted construction contracts pursuant to the Executive order and will carry out such sanctions and penalties for violation of the equal opportunity clause as may be imposed upon consultants and subconsultants by the Secretary of Labor pursuant to Part II, Subpart D of the Executive order.

2. Exemptions to Above Equal Opportunity Clause (41 C.F.R. chapter 60):
a. Contracts and subcontracts not exceeding $10,000 (other than Government bills of lading) are exempt. The amount of the Contract, rather than the amount of the federal financial assistance, shall govern in determining the applicability of this exemption.
b. Except in the case of subconsultants for the performance of construction work at the site of construction, the clause shall not be required to be inserted in subcontracts below the second tier.
c. Contracts and subcontracts not exceeding $10,000 for standard commercial supplies or raw materials are exempt.

I. Monthly Reporting: The Contractor/Consultant shall submit a report on a monthly basis to the City covering the general progress of the job and describing any problems or factors being experienced.

J. Federal Non-Discrimination Statutes:

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The Service Provider must comply with all Federal statutes relating to non-discrimination. These include but are not limited to:

1. Title VI of the Civil Rights Act of 1964 (P.L.88-352) which prohibits discrimination on the basis of race, color, or national origin;

2. Section 112 of PL 92-45 and Title IX of the Education Amendments of 1972, as amended (20 U.S.C. 1681-1683, and 1685-1686) which prohibits discrimination on the basis of sex;

3. Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C.794) which prohibits discrimination on the basis of disability;

4. The Age Discrimination Act of 1975, as amended (42 U.S.C.6101-6107) which prohibits discrimination because of age;

5. The Drug Abuse Office and Treatment Act of 1972 (P.L. 93-255), as amended, relating to non-discrimination on the basis of drug abuse;

6. The Comprehensive Alcohol Abuse and Alcoholism Prevention, Treatment and Rehabilitation Act of 1970 (P.L.91-616), as amended, relating to non-discrimination on the basis of alcohol abuse or alcoholism;

7. Sections 523 and 527 of the Public Health Service Act of 1912 (42U.S.C. 290 dd-3 and 290ee-3), as amended, relating to confidentiality of alcohol and drug abuse patient records;

8. Title VIII of the Civil Rights Act of 1968 (42 U.S.C. 3601 et. seq.), as amended, relating to non-discrimination in the sale, rental or financing of housing;

9. Any other non-discrimination provisions in the specific statute(s) under which the application for Federal assistance is being made; and

10. The requirements of any other non-discrimination statute(s) which may apply.

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

CITY OF TULARE: CONSULTANT:
___________________________ _______________________________________ City Manager Signature
Attest: ________________________________________
Printed Name
___________________________
Chief Deputy City Clerk
Approved as to Form:
___________________________
City Attorney
Attachments:

Exhibit “A”: Scope of Work
Exhibit “B”: Project Fees
Exhibit “C”: Schedule of Fees for Professional Services Exhibit “D”: Progress Payment Schedule

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Item #: 8.9
Consent
Staff Report
City Council
Date: July 7, 2026
Department: Community Services - Library
Submitted by: Chris Orr, Community Services Director
Agenda Title: Library Strategic Plan and Efficiency Study

RECOMMENDED ACTION
Award and authorize the City Manager to negotiate and execute a Professional Services Agreement with Berry, Dunn, McNeil & Parker, LLC (“BerryDunn”) in the amount of $99,751 to prepare the Tulare Public Library (“TPL”) Strategic Plan and Efficiency Study; authorize the City Manager or designee to approve contract change orders not to exceed 10% ($9,975) of the total contract amount; and adopt a resolution appropriating $109,726 from the Library Development Impact Fees (DIF) Fund balance to fund the agreement.

ALIGNMENT WITH STRATEGIC PRIORITIES
Organizational Excellence

SUMMARY
TPL’s prior strategic plan covered the period from 2016 through 2020. The community has changed drastically since then, especially following the COVID-19 pandemic. We are in a period of change driven by technology, access to resources and facilities, funding, and customer and partner expectations. This consulting engagement will provide TPL with a long-term roadmap to support resident needs, population growth, technological shifts, plan for future facility needs, and the evolving expectations of services libraries provide. The strategic plan also includes a comprehensive operational study to help ensure funding and staffing are maximizing community benefit. The process will include robust community and library staff engagement.

FISCAL IMPACT & FUNDING SOURCES
This project will utilize fund balance from the Library DIF Fund.

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. Agreement

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2. Strategic Plan

3. Original RFP

4. Resolution
Reviewed/Approved:

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CITY OF TULARE

PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement ("Agreement") is entered into as of July 7, 2026, between the City of Tulare, a California charter city ("City") and Berry, Dunn, McNeil & Parker, a California Limited Liability 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 the preparation of the Tulare Public Library Strategic Plan and Efficiency Study ("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 ninety-nine thousand and seven hundred and fifty-one dollars ($99,751). The foregoing is inclusive of all labor, equipment,

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materials, costs and expenses, taxes, and overhead. Consultant will receive no royalty or other remuneration for the production or distribution of any products developed by City or by Consultant in connection with, or based upon, Services. Consultant shall submit to City an itemized invoice, prepared in a form satisfactory to the City, describing its services and costs for the period covered by the invoice. Except as specifically authorized by the City, Consultant shall not bill City for duplicate services performed by more than one person. Consultant’s bills shall include the following information to which such services cost or pertain: a brief description of services performed; the date Services were performed; and the number of hours spent, rate, and by whom.

Any such invoices shall be in full accord with any and all applicable provisions of this Agreement.

City shall make payment on each such invoice within thirty (30) days of receipt; provided, however, if Consultant submits an invoice which is incorrect, incomplete, or not in accord with the provisions of this Agreement, City shall not be obligated to process any payment to Consultant until thirty (30) days after a correct and complying invoice has been submitted by Consultant.

5. Independent Contractor Status, Taxes. Consultant is an independent contractor, and nothing contained in this Agreement is intended, or shall be construed in any manner to create or establish the relationship of agent or employee of the City. Consultant has no authority to bind City by contract or otherwise. Consultant will perform the professional services under the general direction of the City Manager or their Designee, subject to the requirement that Consultant shall, at all times, comply with applicable law. Consultant shall pay all taxes, assessments, and premiums under the federal Social Security Act, any applicable unemployment insurance contributions, Workers Compensation insurance premiums (if required), sales taxes, use taxes, personal property taxes, or other taxes or assessments now, or hereafter, in effect and payable by reason of, or in connection with, Services performed by Consultant. Consultant shall be required to possess a valid and current City of Tulare Business Tax Certificate.

6. Warranty. By executing this Agreement, Consultant agrees Services it will perform under this Agreement will be of a professional quality conforming to generally accepted industry standards and practices and that Consultant shall maintain all required licenses and certifications necessary for performance of Services hereunder. Consultant further agrees and represents to City that Consultant possesses, or shall arrange to secure from others, all of the necessary professional capabilities, experience, resources, and facilities necessary to provide City Services contemplated under this Agreement and that City relies upon the professional skills of Consultant to do and perform Consultant’s work. Consultant further agrees and represents that Consultant shall follow the current, generally accepted industry practices to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding Services rendered under this Agreement.

7. Subcontractor Provisions. Consultant shall include in its written agreements with its subcontractors, if any, provisions which: (a) impose upon the subcontractors the obligation to provide to City the same insurance and indemnity obligations that Consultant owes to the City; (b) make clear that City intends to rely upon the reports, opinions, conclusions and other work product prepared and performed by subcontractors for Consultant; and (c) entitle City to impose upon subcontractors the assignment rights found elsewhere in this Agreement.

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

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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:

CONSULTANT LEGAL NAME CITY OF TULARE

Name, Title Marc Mondell, City Manager

APPROVED AS TO FORM ATTEST

Mario U. Zamora, City Attorney Marc Mondell, City Clerk By: Melissa Wilcox
Chief Deputy City Clerk

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Exhibit A – Scope of Services & RFQ

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Exhibit B – Insurance Requirements
CSJVRMA Category 1 Non-Technology Professional Services Prior to commencement of the Services, Consultant shall take out and maintain at its own expense the insurance coverage required by this Exhibit B. Consultant shall cause any subcontractor with whom Consultant contracts for the performance of Services pursuant to this Agreement to take out and maintain equivalent insurance coverage. Said insurance shall be maintained at all times during Consultant’s performance of Services under this Agreement, and for any additional period specified herein.
i. Commercial General Liability.
a. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. Consultant’s general liability policies shall be primary and shall not seek contribution from the City’s coverage, and be endorsed using Insurance Services Office form CG 20 10 (or equivalent) to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies. For construction projects, an endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37 (or equivalent), is also required.
b. Any failure to comply with reporting provisions of the policies by Consultant shall not affect coverage provided the City.
c. Coverage shall state that Consultant insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability. d. Coverage shall contain a waiver of subrogation in favor of the City.
ii. Business Automobile Liability. Consultant shall provide auto liability coverage for owned, non-owned, and hired autos using ISO Business Auto Coverage form CA 00 01 (or equivalent) with a limit of no less than one million dollars ($1,000,000) per accident.
iii. Workers’ Compensation and Employers’ Liability – Statutory. Consultant shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance with limits of at least one million dollars ($1,000,000). Consultant shall submit to City, along with the certificate of insurance, a waiver of subrogation endorsement in favor of City, its officers, agents, employees, and volunteers. Proof of Worker’s Compensation is not required if Consultant provides written verification that they have no employees. iv. All Coverages.
a. It shall be a requirement under this agreement that any available insurance proceeds

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broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured.

Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named insured; whichever is greater. No representation is made that the minimum insurance requirements of this agreement are sufficient to cover the obligations of the Contractor under this agreement.
b. Each insurance policy required by the agreement shall be endorsed to state that coverage shall not be suspended, voided, cancelled, or reduced in limits except after thirty (30) days' prior written notice has been given to the City, except that ten (10) days’ prior written notice shall apply in the event of cancellation for nonpayment of premium.
c. All self-insurance, self-insured retentions, and deductibles must be declared and approved by the City.
d. Evidence of Insurance - Prior to commencement of work, the Consultant shall furnish the City with certificates, additional insured endorsements, and waivers of subrogation evidencing compliance with the insurance requirements above. The Consultant must agree to provide complete, certified copies of all required insurance policies if requested by the City.
e. Acceptability of Insurers - Insurance shall be placed with insurers admitted in the State of California and with an AM Best rating of A- VII or higher. v. Ancillary Coverages.
a. Professional Liability Insurance. Contractor shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing the Services to be rendered in connection with this Agreement, in the minimum amount of two million dollars ($2,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement, and Contractor agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.

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Chad Snow, Project Principal
Berry, Dunn, McNeil & Parker, LLC
[email protected]
James “J.R.” Clanton, Project Manager
Berry, Dunn, McNeil & Parker, LLC
[email protected]
May 18, 2026, before 2:00 p.m. PDT
Berry, Dunn, McNeil & Parker, LLC
4722 North 24th Street, Suite 480
Phoenix, AZ 85016
SUBMITTED BY:

Tulare Public Library Strategic Plan and
Efficiency Study
RFP 26-848
City of Tulare, California

PROPOSAL FOR THE

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TABLE OF CONTENTS
SECTION 01: Qualifications and Relevant Experience 4
SECTION 02: Personnel 8
SECTION 03: Subconsultants 12
SECTION 04: Organizational Chart 14
SECTION 05: References 16
SECTION 06: Contract Terminations 20
SECTION 07: Conflict of Interest Disclosure 22
SECTION 08: Deviations from the RFP 24
SECTION 09: Scope of Work 26
Appendix A: Resumes 36
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BerryDunn is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide services. Berry, Dunn, McNeil & Parker, LLC provides tax, advisory, and consulting services. BDMP Assurance, LLP, a licensed CPA firm, provides attest services.

May 18, 2026
City of Tulare
Attn: Chris Orr, Community Services Director
411 East Kern Avenue
Tulare, CA 93274
Dear Chris Orr and Members of the Evaluation Committee:

On behalf of the Berry, Dunn, McNeil & Parker, LLC (BerryDunn, we, our) team, I would like to thank you for the opportunity to submit this proposal in response to the City of Tulare’s (the City’s) request for proposals (RFP) seeking a Tulare Public Library (TPL, the Library) Strategic Plan and Efficiency Study. We are thrilled to present a team with the experience to guide a productive planning process and promote inclusive participation.

This plan will serve as the foundation for the Library to enhance flexibility, efficiency, and accountability. It will offer a through organizational assessment of the Library and its services, along with steps for proactively managing change and improving service delivery.

Founded in 1974, BerryDunn is an independent professional services firm with nationwide presence and experience in helping and inspiring organizations to transform and innovate. Our firm’s culture is centered on a deep understanding of our clients’ commitment to serving the public. We proudly tailor each of our projects to recognize the work our clients do every day.

As library consultants, we regularly work with agencies such as the City to develop strategic recommendations that prepare them for the future. We have assisted agencies across the country, regularly participate in industry conferences and training, and have firsthand experience leading municipal library systems. As a team comprised of former public library and public-sector leaders, we understand the City’s challenges because we have walked in your shoes, and we are able to leverage real-world, innovative solutions informed by our national consulting experience.

As a principal in BerryDunn’s Local Government Practice Group, and chief operating officer of the Consulting Services Team, I am authorized to bind BerryDunn to the commitments made in this proposal. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact and feel free to contact me directly.

We appreciate the opportunity to propose a project team that can partner with the City to develop its Tulare Public Library Strategic Plan and Efficiency Study. We look forward to working with you on this important initiative. We have read and will comply with all the terms and conditions listed in the RFP. Our proposal is a firm and irrevocable offer valid for 90 calendar days from the proposal due date of May 18, 2026 before 2:00 p.m. PDT. We have received and acknowledge Addenda 1 and 2.

Sincerely,
Chad Snow, PMP®
Principal-in-Charge | Chief Strategy and Growth Officer, Consulting Services Team 4722 North 24th Street Suite 480 | Phoenix, AZ 85016
207.541.2294 ǀ [email protected]

FOUNDED
1974

INCORPORATED
Maine

HEADQUARTERS
Portland, Maine

OFFICES
Nine
STAFF
950+

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Qualifications and
Relevant Experience
SECTION 01
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BerryDunn is a nationally recognized independent professional services consulting firm focused on inspiring organizations to transform and innovate. We are a Limited Liability Company formed in 1974 with 76 principals, 35 owners, and nine office locations. We have experienced sustained growth throughout our 52-year history.

We employ more than 950 staff members—including more than 350 in our Consulting Services Team.

Collectively, our team members bring valuable perspective from their extensive project experience for more than 750 state, local, and quasi-governmental agencies as well as their experience serving state and local government agencies. This experience provides us with an in-depth understanding of library and other government operations, staffing needs, budgetary constraints, and the business processes required to provide necessary services to the City and its constituents.

BerryDunn has been providing services relevant to the City’s initiative for more than 30 years. Through this experience, we have assisted public-sector and non-profit clients with a variety of organizational development services, including:

ABOUT BERRYDUNN
 Strategic planning
 Organizational
assessments
 Master planning
 Community
engagement
 Leadership development
 Executive coaching
 Organizational change
management
 Needs assessments
 Business process
improvement
 Performance
measurement
Specialized Parks, Recreation, Libraries Practice
Our strong history of providing management consulting
services to local governments nationwide is driven in
part by our Parks, Recreation, Libraries Practice.

This practice builds upon our firm’s strong foundation and decades of success in the public sector to assist municipal parks, recreation, and library agencies across the country with master and strategic planning projects, community
engagement, operational and organizational assessments, staffing and culture assessments, change management,
business planning, financial analysis and cost recovery, feasibility studies, and service quality assessments.

All our Parks, Recreation, Libraries consultants are former industry practitioners and seasoned advisors. We offer
our clients deep industry expertise built upon decades
of experience working in and with agencies like the City.

Our team leverages this experience to help libraries push the limits of what they think is possible and achieve their management and planning goals.
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We pride ourselves on applying our understanding of the programmatic process to our analyses, beyond what “looks good on paper.” Our academic and practical backgrounds in parks, recreation, and libraries are a cornerstone from which we approach all projects.

Our team consists of some of the most innovative leaders in the library industry. Our planning efforts are innovative, highly engaging, data-supported, and outcomes-based. Our approach is regarded as the most upto-date and responsive in the rapidly evolving industry.

Within our proposal, we describe why our team is best suited to partner with the City on this important endeavor, supported by project examples and an approach crafted to reach and engage multiple stakeholder groups and produce an actionable plan for the next two years. We have included the key themes that best summarize our qualifications below.

Fresh perspective balanced by local and national expertise.

You can count on our project team to infuse new energy and enthusiasm into your Strategic Plan. Our team has worked with multiple clients in California, including the City of Monterey Park, the South Pasadena Public Library, the Stanislaus County Library system, the City of Oceanside, and the Southern California Library Cooperative. We will use this experience to guide the Library Strategic Plan and organizational assessment based on regional and national best practices—related to diversity, equity, and inclusion; innovative training models; technology utilization; marketing and outreach; crisis response; financial management, performance measurement, and more.

Prioritized goals based on community needs and aspirations.

Stakeholder engagement is the foundation of our work, and the City can be confident that its Strategic Plan will be based on the goals of stakeholders ranging from City leadership and staff to representatives from Tulare, community partners, donors, patrons, and non-patrons.

Our team members bring experience, both as consultants and public-sector employees, in creating meaningful outreach and communication channels and translating feedback into action. We understand that the City is interested in operating its Library in a more fiscally sustainable manner, and we will bring balance between community need and cost-effective service delivery.

Miles walked in your shoes.

The City will benefit from our holistic understanding of how libraries integrate into the local government ecosystem. Our team members are former library leaders and public-sector employees who understand both the perspectives of library staff and that government agencies must balance time and budget constraints, staffing resources, competing projects, and differing opinions on project priority. We know the importance of creating specific goals and measurable objectives. Our recommendations will account for project costs, benefits, organization-wide prioritization, and timing, so you will have a clear baseline for goals, resources, and staffing decision-making in the coming years. “One thing that really stood out to me about BerryDunn was that they listened and were respectful to the process and all of the people.” Former Client: Churchill County Library
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Project Portfolio
BerryDunn has assisted a wide range of public-sector clients with a variety of organizational development services, including strategic planning, community and stakeholder engagement, leadership development, executive coaching, organizational change management, organizational and operational assessments, business process improvement, and performance measurement.

Below, we have provided a combined portfolio of strategic planning clients, highlighting initiatives that supported public libraries in bold.

Parks, Recreation, Libraries Focus
 Bend Park and Recreation District, Oregon
 Chandler, Arizona
 City of Englewood, Colorado
 City of Eugene, Oregon
 City of Fort Worth, Texas
 Churchill County Library, Nevada
 Coconino County, Arizona Library District
 Douglasville, Georgia
 Dundee Township Park District, Illinois
 Elmhurst Park District, Illinois
 Evergreen Park and Recreation District,
Colorado
 Fairfax, Virginia
 Fox Valley Park District, Illinois
 Garland Parks and Recreation Department,
Texas
 Glenview Park District, Illinois
 Golden Valley, Minnesota
 Hyland Hills Park and Recreation District,
Colorado
 Illinois Park and Recreation District
 Johnson County Park and Recreation District,
Kansas
 Kettering Parks, Recreation, and Cultural Arts
Department, Ohio
 Lake Bluff Friends of the Park District
Foundation, Illinois
 Lake Oswego Public Library, Oregon
 Lexington Public Library, Kentucky
 Lombard Park District, Illinois
 Loudoun County Department of Parks and
Recreation, Virginia
 Maryland National Capital Park and Planning
Commission Youth Sports
 Mesa Public Library, Arizona
 Milwaukee Department of Recreation and
Community Services, Wisconsin
 Monterey Park Bruggemeyer Library,
California
 Naperville Park District, Illinois
 Oceanside Public Library, California
 Olympia Fields Park District, Illinois
 Park District of Oak Park, Illinois
 Peninsula Metropolitan Park District,
Washington
 Preservation Parks of Delaware County, Ohio
 Rock Springs, Wyoming
 Richland Public Library, Washington
 Salt Lake City, Utah
 San Luis Obispo County, California
 South Pasadena Public Library, California
 South Suburban Praks and Recreation
District, Colorado
 Southern California Library Cooperative
 Stanford University
 Stanislaus County, California
 Washington State Parks and Recreation
Commission
 Washington Township Recreation
Department, Ohio
 Wake County Public Library, North
Carolina
 Waukegan Park District, Illinois
 Western DuPage Special Recreation
Association
 Wheaton Park District, Illinois
 Wilmette Park District, Illinois
Regional City- or County-wide Focus
 City of Creswell, Oregon
 City of Greeley, Colorado
 City of Gresham, Oregon
 City of Indio, California
 City of Menifee, California
 City of Redlands, California
 City of Santa Monica, California
 City of Washougal, Washington
 Jefferson County, Washington
 Lane County, Oregon
 Metro Parks Tacoma, Washington
 San Mateo County, California
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Personnel
SECTION 02
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The primary strength of our assembled team, illustrated below, is combining our interdisciplinary experience to give the City an encompassing perspective during its strategic plan development. We believe in supporting public-sector leaders and agencies in exploring accessible means of responding to their communities and developed an approach and team that can work with City staff, the City’s community, the City Council, and the Library Advisory Board to assess its current processes, operations, and systems and identify paths of continuous improvement.

Roles, Responsibilities, and Qualifications
Below and on the following pages, we introduce our proposed project team members, describe their roles and responsibilities, and detail their qualifications as they relate to delivering projects of this nature. Full resumes can be reviewed in Appendix A.

James “J.R.” Clanton, MPA, MLS | Project Manager | Denver, Colorado As project manager, J.R. Clanton will serve as the City’s primary point of contact. He will oversee day-to-day project progress, track key tasks and milestones, and manage the overall strategic planning process to help ensure timely and successful delivery.

J.R. is a manager in BerryDunn’s Parks, Recreation, Libraries Practice. He leads our library strategic planning initiatives, leveraging his firsthand industry experience and his knowledge of current and emerging industry trends and best practices. He is able to balance the daily realities and responsibilities clients face with forward-thinking approaches to partnerships, social service alignment, technology advancements, and more. As a former public-sector budget analyst, he is committed to supporting clients as they pursue strategic goals while also responsibly managing public funding.

Monique le Conge Ziesenhenne, PhD, MLIS | Facilitator, Engagement Manager | San Francisco Bay Area
As facilitator and engagement manager, Dr. Monique le Conge Ziesenhenne will work closely with the project manager, J.R. Clanton, to provide strategic oversight throughout the engagement. She will guide project initiation, shape the engagement strategy, support the development of key deliverables, and help ensure the highest standards of service quality.

Monique is a senior consultant in our Parks, Recreation, Libraries Practice. She is a library planning expert with 35 years of library and local government leadership experience spanning strategy, budget, staff, and policy development. Prior to joining BerryDunn, she served as director of library and community services and as assistant city manager for the City of Palo Alto, California. She previously served as director of library and community services for the City of Richmond, California.

James Mickle | Facilitator and Subject Matter Expert | Chesapeake, Virginia As subject matter expert, James Mickle will focus on building an all-encompassing engagement process and connecting with the community.

James is a manager in our Parks, Recreation, Libraries Practice. He has over 20 years of experience in recreation operations, programming, and administration; volunteer board leadership; and community and employee engagement. Prior to joining BerryDunn, he served in positions of progressive responsibility, including bureau manager, division head, and facilities manager, for the City of Norfolk, Virginia’s Recreation and Leisure Activities. He is committed to supporting underserved communities and holds a Certificate in DEI from eCornell. 9 8.9 Consent 21 of 76
Rich Neumann | Communications and Engagement Subject Matter Expert | Denver, Colorado
As subject matter expert, Rich Neumann will assist with the community engagement and outreach. Rich has worked with multiple clients throughout the country to develop unconventional engagement activities that garner useful feedback through productive and fun activities.

Rich is a manager in our Parks, Recreation, Libraries Practice. He has more than 23 years of public-sector experience related to cultural affairs, public engagement, marketing, communication, and branding. His unrelenting creativity and offbeat sense of humor allow him to look at opportunities and challenges from a unique perspective. A nationally recognized and award-winning expert in public engagement, Rich specializes in helping clients overcome barriers to innovation within the public-sector landscape. He regularly helps clients envision new pathways, and he understands what is required to execute and implement new ideas in the publicsector landscape.

Adrian Newman, BFA | Branding and Marketing Subject Matter Expert | Denver, Colorado
As subject matter expert, Adrian Newman will develop a project-specific brand and engagement materials that increase the project’s visibility in the community. He will use his expertise to create a brand that reflects the Tulare identity.

Adrian Newman is a manager in our Parks, Recreation, Libraries Practice. He is a talented graphic designer with a focus on government communications and marketing. His approach is analytical and data-driven while still being empathetic and community-centric. He offers clients creative solutions to their communications goals and proactively addresses communications challenges or concerns.

Becky Dunlap, CPRP | Data Analyst | Newnan, Georgia
As data analyst, Becky Dunlap will review information gathered throughout the current environment assessment process, identifying key themes and community priorities that will ultimately shape the resulting strategic plan.

Becky is a manager in our Parks, Recreation, Libraries Practice. She is a purposedriven, strategy-focused professional who specializes in maximizing organizational efficiencies and opportunities for innovation. She takes a human first approach to find solutions for the most pressing issues facing the field of parks, recreation, and libraries, leveraging her broad experience.

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Subconsultants
SECTION 03
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We do not plan to subcontract any portion of this project. We have included a statistically-valid survey as an optional part of the community outreach and engagement. If the City chooses to add this service to the planning effort, we will add a subcontractor to our team. 13 8.9 Consent 25 of 76
Organizational Chart
SECTION 04
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Below is an organizational chart showing the core project team.

Figure 1: BerryDunn Project Team
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References
SECTION 05
On the following pages, we provide reference
information for clients who can speak well to the quality and satisfaction we provide when delivering strategic
planning and organizational assessment services.
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BerryDunn created a Library Study and Strategic Plan for the Oceanside Public Library. Like the City of Tulare, Oceanside’s public library offers services in connection with other departments.

The City offers “mini libraries” at two senior centers and its recreation center. The City’s library is a valuable resource that connects community members with cultural arts, civic engagement, and each other. To assist the City in providing library services to a growing community, our team developed a Library Study. This master plan examined library services and facilities and featured extensive community engagement, environmental demographics, drivetime analysis, architectural reviews of all four library locations.

Our team also reviewed library operations. The resulting document detailed operational and capital recommendations, including Rough Order of Magnitude (ROM) costs, that guided capital and operational decisions for the next 10 years.

In addition to the Library Study, our team developed a five-year Strategic Plan. This document updated the library’s Vision, Mission, and Guiding Principles. It identified five service categories for the library to focus its resources on for the planning period, and outlined specific strategies, goals, and performance measures.

To help ensure the plan’s relevance and implementation over the planning period, an internal work plan document was created in coordination with staff. This document tracks the timeline, required resources, responsible individuals, and performance measures for each action.

CJ Di Mento, Library Director
330 North Coast Highway
Oceanside, CA 92054
760.435.5614
[email protected]
Project Dates: 02/2023 – 05/2024
Project Cost: $79,450

REFERENCE
City of Oceanside, California
Library Strategic Plan
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To assist the Lexington Public Library with determining how to best contribute to the community, BerryDunn worked
with the agency to develop a Strategic Plan. This plan
would establish a framework with measurable objectives to guide implementation. In Lexington, the Library serves as a community connector and a source of knowledge. The Library links art and music lovers alike, allowing residents to learn more about arts and culture. The Library was also interested in improving access to high-need communities and delivering targeted support for Lexington’s most vulnerable communities.

The planning process was rooted in community input, data analysis, and staff insights, embodying a forward-looking approach to meet the evolving needs of its customers.

Beginning with initial project planning, objectives were set to frame a strategic initiative that was inclusive and data-driven.

This plan involved an extensive outreach and engagement efforts including setting up stations at 30 community events and collecting nearly 700 surveys. Following engagement and analysis efforts, our team developed recommendations to help improve community partnerships and develop the Library as a place for social inclusion.

AnnaMarie Cornett, Chief of Staff
Central Library
Lexington Public Library
140 East Main Street
Lexington, KY 40507
859.231.5501
[email protected]
Project Dates: 07/2023 – 03/2024
Project Cost: $94,150

REFERENCE
Lexington Public Library, Kentucky
Strategic Plan
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The Mesa Public Library Master Plan outlines a 20-year, data-driven strategy for operations and capital investments.

Informed by over 75,000 community engagement
touchpoints, demographic and usage analysis, and facility assessments, the plan identifies service gaps through GIS mapping, benchmarks performance, and reviews programs,
staffing, and operations.

Our team synthesized information existing plans,
engagement and outreach, and data analysis to create
recommendations for best operating the library system
and improving service delivery. The resulting strategic framework and prioritized capital plan balance urgent
repairs with long-term improvements, helping ensure
equitable access, modern infrastructure, and responsive services aligned with Mesa’s growth. Recommendations
included technological shifts that could help the Library deliver services more cost effectively, along with a phased implementation plan.

Tony Garvey, Management
Assistant II
City of Mesa Library Services
64 E. 1st St.

Mesa, AZ 85201
480.644.2505
[email protected]
Project Dates: 01/2024 – 11/2025
Project Cost: $199,842

REFERENCE
City of Mesa, Arizona
Library Strategic and Master Plan
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Contract Terminations
SECTION 06
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Oregon Department of Early Learning and Care: In December 2025 DELC engaged BerryDunn to provide grants management process improvement services, to assist with the identification, creation, revision or execution of professional services and to provide change management services to ensure the success of the agency’s process improvement initiative. After receiving the first deliverable in March 2026, DELC terminated the contract for convenience, the client’s expectation exceeded the agreed to scope of work and when the deliverable did not meet the client’s expectation, the client terminated the contract for convenience. BerryDunn proposed developing a corrective action plan, but the proposal was dismissed by DELC.

There was no litigation filed in relations to this matter by either party. Berry Dunn chose not to litigate because we have existing contracts with the State of Oregon and with DELC. Of the hundreds of contracts we enter into annually, this is the only contract in the past five years that has been terminated We are working with DELC on another project on which the same project sponsor is involved and happy with our work.

Should the City desire additional information, please contact the client, using the information provided.

The person at DELC that issued the Notice of Termination was Lori Nordlien, Procurement Director. Her email is [email protected]. Her phone number is (503) 947-0639. Her mailing address is 700 Summer Street NE #350, Salem, OR 97301.
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Conflict of Interest
Disclosure
SECTION 07
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We have no real or perceived conflicts of interest related to this service. 23 8.9 Consent 35 of 76
Deviations from the RFP
SECTION 08
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BerryDunn is excited to work with City staff, and all community and partner stakeholders to develop the Strategic Plan. Below, we have provided additional expectations for City staff and stakeholder participation, intended to help guide your resource allocation during the project.

Executive Sponsorship. We will request that City leadership support and take an active role in key decision-making activities that will guide project direction. Sponsors must be visible, vocal, and active supporters, communicating the vision for the future. In the project initiation stage, we will work with you to define the role they will play in effective communications, as well as to gain agreement on the governance and decision-making model employed on the project.

Internal Stakeholder Participation. We understand that individuals contributing to the initiative have other daily responsibilities that are a priority. As part of our planning activities, we will partner with City leadership to determine the right staff to involve in each phase of this project based on factors such as subject matter expertise and availability. Our approach attempts to minimize the impact on staff by having our team perform as much work as we can off-site, allowing us to be well prepared, focused, and efficient.

During project planning, we will also develop a high-level estimate of staffing and resource needs for subsequent project activities, and define the roles and time commitments required of each resource. This will allow impacted staff and their managers to adequately plan and prepare for their involvement, while helping to ensure that there is no gap in performance of their daily work. 25 8.9 Consent 37 of 76
1 Scope of Work
SECTION 09
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Project Understanding
Located within the San Joaquin Valley, the City of Tulare is a growing community of about 71,000 residents.

Along with a thriving agriculture industry, the City has upgraded infrastructure to attract new business opportunities to the area. The City is dedicated to growing responsibly and providing a high quality of life to its residents.

The Tulare Public Library (TPL) is part of the City’s Community Services Department. TPL supports educational and workforce development opportunities for members of the community. It serves as a connection point and a place to bridge digital divides. Tulare residents can utilize multiple resources, such as classes, genealogy research, book clubs, and educational workshops for various life and career skills.

TPL is a valuable resource for members of the community. As such, the City would like to develop a Strategic Plan for the library to streamline operations and reduce costs. The City would like to understand how best to operate Library services and programs in a fiscally sustainable manner without compromising service quality. 27 8.9 Consent 39 of 76
Work Plan
Most importantly, the strategic plan will aspire to maximize value and benefits to all stakeholders. In the City’s case, these stakeholders include City staff, City leadership, Community Services Department leadership, the Library Board, the City Council, and other non-profits and businesses in the community.

As part of the initial planning process, we also expect to work with the City to define a Strategic Task Force made up of the perspectives and voices that represent staff and community needs.

Our team will engage these stakeholders in ways that will maximize innovation, inspire collaboration, and create consensus for a future vision. The final plan isn’t meant to sit on a shelf—it should be designed to guide the City to implement positive changes on an ongoing basis. Our approach, illustrated below and described on subsequent pages, offers the following attributes:
• A methodology based on our extensive experience developing similar library strategic plans • Quality assurance (QA) processes that incorporate City review and approval of all deliverables and key milestones
• Built-in project management and change management best practices that focus on keeping the project on time and on budget, and progressing at a healthy pace for stakeholders to give input in the factfinding process, and understand final recommendations Figure 2: Strategic Planning Process
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1.1 Conduct initial project planning. We will host a project kickoff teleconference with the City’s project team to confirm project goals, objectives, and expectations. During this meeting, we will discuss methods of creating effective communication between BerryDunn and City staff, such as ongoing telephone/teleconference/email check-ins and status reports.

1.2 Develop Project Work Plan and Schedule. We will then develop a draft Project Work Plan and Schedule and facilitate a work session (via web conference) to review it with the City’s project team before updating to final.

1.3 Conduct a Thorough Data Review. One of the most important elements of this strategic planning process will be our team’s ability to gain a breadth of knowledge about previous City plans, structure, operations, and systems, as well as staff and community. This will allow us to collaboratively work with you to create robust strategic initiatives. To start the process, we will submit an information request to key stakeholders. Areas of review include but are not limited to:
• 2016 Library Strategic Plan
• Community Services Department Organizational Chart
• City of Tulare Parks and Recreation Master Plan
• Documentation recording data such as annual visits, location of services, and operating hours for the public library
• Size and space documentation

1.4 Facilitate Kickoff Meeting. We will conduct a virtual project kickoff presentation with the City’s project team and other project stakeholders that will serve as an opportunity to introduce our team members, discuss goals, present our project approach and methodology, review the final schedule of key project dates, and answer questions. We will also confirm project objectives, key concerns, and scope and develop success criteria.

1.5 Conduct Ongoing Project Management Activities Through Regular Project Status Updates.

Throughout the project, our project manager will provide status reports that describe the activities and accomplishments for the reporting period, plans for the upcoming week, risks or issues encountered during the reporting period, and anticipated problems that might impact any project deliverable. 1 PHASE 1: INITIAL PROJECT PLANNING
Deliverable 1: Project Work Plan and
Schedule
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2.1 Review Information Data Request. Before facilitating participant outreach, we will review the survey results and results from our information data request to fully understand the Library’s current state.

2.2 Staff Interviews and Focus Groups. BerryDunn will use the data gathered during research and planning to identify specific discussion topics for the interviews and focus groups with Community Services Department leadership and staff. Expected participants in the focus groups include the Community Services Director, TPL managers, senior-level supervisors and other stakeholders as identified with the City.

2.3 Organizational and Operational Review. Organizational and operational review and analysis. Our team will create a snapshot of TPL’s current operations and environment by focusing on the following elements:
• Current mission, visions, values and strategy: What does the City desire to address or accomplish on behalf of its residents and community businesses?
• In-depth understanding organization structure: Do staff have the tools they need to develop and serve the community? Does the current organizational structure align with the City’s administrative structure? How does TPL leadership make decisions?
• Range of current operations: What services and programs do users access, are resources readily available, and how the current and upcoming trends may impact daily operations?

2.4 Conduct a Service Delivery Assessment. We will conduct an analysis of TPL’s overall service model by drawing upon the experience of staff and identifying opportunities that will enable it to build upon its current strengths. City staff and leadership will participate in surveys and interviews that challenge them to consider what is going well and dreams for the future. We will encourage participants to be curious and imaginative when defining aspirations.

This assessment will offer valuable information on how TPL delivers services across major service areas, such as collections, technology, literacy programs, and specialized services.

2.5 Prepare a SWOT Analysis. The BerryDunn team will conduct an analysis of the strengths, weaknesses, opportunities and threats (SWOT) represented in the current Community Services Department organizational structure and operations, particularly related to TPL. We will use this analysis as a basis for developing recommendations for an optimal organizational structure, as well as processes and practices that will improve the operations and service delivery.

The SWOT analysis will be completed at the organizational, department, and business or functional unit level.

We will be interested in the workflow and communication processes with community members and other City departments, as well as the most critical processes within TPL in relation to best management practices.

2.6 Develop an Organizational and Operational Assessment Summary. We will compile the results of previous tasks into a summary document that explores current library operations, organizational structure, staffing, and service delivery practices. This report will serve as the foundation for analyzing organizational efficiency.
2 PHASE 2: ORGANIZATIONAL AND

OPERATIONAL ASSESSMENT
Deliverable 2: Organizational and
Operational Assessment Summary
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We will synthesize information gathered in Phase 2 to analyze the efficiency of TPL staffing and resources.

We will use this information to develop actionable recommendations that are supported by metrics and data; aligned with best practices, industry standards, and stakeholder needs; and address future staffing needs for TPL.

3.1 Analyze Staffing Levels. Using information from Phase 2, along with demographics and other information, we will analyze staffing levels, workloads, and functional responsibilities. We will help ensure that staffing aligns with demands and usage patterns, as well as future use and anticipated population growth.

3.2 Assess Alignment. BerryDunn will engage a process to evaluate the current staffing models against best practices and will collaboratively develop alternative scheduling models. As part of this task, we will clarify roles and authority and identify areas to streamline administrative and supervisory structures. We will identify areas in which employees may be duplicating efforts.

3.3 Staffing Alternatives. Our team will develop potential alternatives for both staffing and operational objectives based on the data gathered to date, including the forecasted future staffing needs based on population, infrastructure, and development projections, peer benchmarking, and industry best practices. We will consider organizational structure, span of control, new or expanded services, existing positions to optimize, and alternatives such as contract services or partnership services.

We will evaluate current and future staffing needs to improve efficiency, effectiveness, and accountability.

Following this task, we will provide a Staffing Needs and Roles Evaluation Report and a Preliminary Staffing and Operational Improvements Report.
3 PHASE 3: STAFFING AND RESOURCE

EFFICIENCY ANALYSIS
Deliverable 3: Staffing Needs and
Roles Evaluation Report
Deliverable 4: Preliminary Staffing and
Operational Improvements Report
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4 PHASE 4: SERVICE DELIVERY AND

FUTURE OPERATIONS EVALUATION

4.1 Develop and issue a peer benchmarking survey. We will meet with the City’s project team to develop a list of peer organizations against which we will conduct peer benchmarking. Our team will work collaboratively with the City’s project team to develop survey questions, supported by our industry experience and best practices, with a goal to identify how TPL’s organizational structure, staffing and positions, functional lines of service/programs provided, and contracted services compare to peer agencies. We will issue the survey in coordination with City’s project team.

4.2 Analyze peer benchmarking responses. We will analyze the benchmarking survey results to assess how current staffing levels compare to those of similarly sized cities. This will include a comparative analysis of budgets, staffing, service delivery, spans of control, and appropriate staffing from an asset management perspective.

4.3 Assess Service Delivery Models. Building on information gathering and findings from peer benchmarking, we will evaluate future potential service delivery models, that may include:
• Continued City-operated services
• Partnerships or shared services with other municipal entities • Contracted or privatized service components (where applicable)

4.4 Develop Service Delivery Options. Our team will develop recommendations for both staffing and operational objectives based on the data gathered to date, including the forecasted future staffing needs based on population, infrastructure, and development projections, peer benchmarking, and industry best practices.

We will consider organizational structure, span of control, new or expanded services, existing positions to optimize, and alternatives such as contract services or partnership services. As part of this task, we will develop financial models estimating implementation costs, ongoing operating impacts, and potential long-term savings for each scenario.

4.5 Develop draft staffing projections and organizational charts. Taking the staffing recommendations one step further, we will develop one-, five-, and 10-year projections and organizational charts for future positions.

This will help to address gaps and support future functional service programs and lines of service. We will develop draft career ladders to support succession planning for these new positions and develop a financial framework considering the general funds or enterprise funds necessary to support future staff levels.

Deliverable 5: Future Staffing Options
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5 PHASE 5: STRATEGIC PLAN

DEVELOPMENT AND ACTION PLANNING

5.1 Facilitate a Review Session with the Community. We will facilitate an open community meeting to review engagement summaries and continue the discussion about the roles of TPL and its mission. We’ll also further refine staffing and organizational options.

5.2 Conduct an in-person staffing visioning workshop. Our team will facilitate a full-day, in-person visioning workshop with City and TPL leadership to identify key strategic service delivery priorities that must be resourced. We will discuss the draft recommendations and staffing projections, organizational charts, alternatives, and required resources. We will discuss opportunities to optimize the existing organizational structure to meet current and future needs and to provide safe, reliable, and cost-effective service delivery.

Our objective will be to prioritize recommendations in collaboration with staff.

5.3 Develop a Draft Strategic Plan. Following the visioning workshop, we will incorporate input and develop a Draft TPL Strategic Plan. This will include recommendations and related to organizational structure; current and future staffing charts; recruiting, retention, and training strategies; and succession planning, as well as an implementation timeline and supporting implementation guidance.

5.4 Facilitate Draft Plan Review. Once drafted, we will facilitate review sessions with the City to gather input and suggestions for revisions, setting aside time as needed for wider staff input.

5.5 Finalize the Strategic Plan. We will incorporate the feedback and provide a final draft of the TPL Strategic Plan to the Library, the Community Services Department, and the City for distribution.

5.6 Facilitate Implementation Workshop. Our team not only brings extensive strategic planning consulting experience, but also experience leading implementations through our work as practitioners with library agencies.

We propose facilitating an Implementation Workshop with staff, where we will review techniques to deploy the Strategic Plan effectively, and identify an implementation support timeline, which will align with the metrics of the Strategic Plan.
• Topics and recommendations covered in this workshop may include:
• Identification of a plan champion or team of champions • Visual management techniques
• Ongoing employee engagement (e.g., annual retreats, onboarding) • Reporting mechanisms and communication
• Key performance indicators to monitor progress
• Internal marketing
Deliverable 6: Final Strategic Plan
Deliverable 7: Implementation
Workshop
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Schedule
Below, we have outlined a suggested schedule of the proposed tasks in our work plan. During initial planning, we expect to review key dates and tasks with the City and confirm a project timeline that complements staff time off and other community events that are relevant to project progress.

Table 1: Strategic Planning Schedule
Phase / Months 1 2 3 4 5 6 7 8 9 10 11 12
Ongoing Project Management ● ● ● ● ● ● ● ● ● ● ● ●
Phase 1: Initial Project Planning ●
Phase 2: Organizational and Operational
Assessment ● ● ● ●
Phase 3: Staffing and Resource Efficiency
Analysis ● ● ● ● ● ●
Phase 4: Service Delivery and Future
Operations Evaluation ● ● ● ● ● ● ● ●
Phase 5: Strategic Plan Development and
Action Planning ● ● ●
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Proposed Costs
Table 2 presents our proposed fee to complete the scope of work as outlined in the RFP. We propose a firm, fixed fee inclusive of all time, materials, and travel.

These costs were developed based on the following factors:
• Our detailed work plan narrative presented in this proposal • Our thorough deliverable review and quality management processes • Our staffing plan and resource allocation, which provides the City with the appropriate number of resources and a level of expertise to complete the tasks defined in the RFP • Our experience conducting projects of similar scope and size An important aspect of our consulting style is working to truly meet our clients’ needs and designing our scope of services around a firm fixed fee to help avoid change orders. It is natural for project needs to evolve during and after a project, and the City can depend on our team to adapt and find creative solutions that contribute to success. Additionally, we are available to serve in a trusted advisor role even after the project’s formal end to answer follow-up questions for a successful, long-term implementation.

Table 2: Strategic Planning Proposed Fees
Phase Costs
Phase 1: Initial Project Planning $4,938
Phase 2: Organizational and Operational Assessment $24,461 Phase 3: Staffing and Resource Efficiency Analysis $25,235 Phase 4: Service Delivery and Future Operations
Evaluation $20,240
Phase 5: Strategic Plan Development and Action
Planning $24,877
TOTAL $99,751
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Resumes

APPENDIX A
36 8.9 Consent 48 of 76
J.R. Clanton is a manager in BerryDunn’s Parks, Recreation, Libraries practice. He leads our library strategic planning initiatives, leveraging his firsthand industry experience and his knowledge of current and emerging industry trends and best practices. He is able to balance the daily realities and responsibilities clients face with forward-thinking approaches to partnerships, social service alignment, technology advancements, and more. As a former public-sector budget analyst, he is committed to supporting clients as they pursue strategic goals while also responsibly managing public funding.

EXPERIENCE
Library Management: Prior to joining BerryDunn, J.R. served as library services manager for the City of Westminster, Colorado. While leading this municipal library system, he oversaw 54 employees, two branches, three satellite operations, and an online library. He led the development of the Westminster Library Master Plan, helped create new funding sources and partnerships, and contributed to citywide and regional efforts to address food insecurity, homelessness, crime reduction, employment, mobility, and more.

Financial Management: J.R. is adept at leading large budget initiatives and undertakings and at finding creative ways to achieve funding goals. His past accomplishments include coordinating the development of a $200 million capital improvement program for the City of Boulder, Colorado. He is known to champion new technology and improved business processes, identify strategic partnerships, and create cost recovery models in order to responsibly manage public-sector finances.

SELECT CLIENTS
• City of Mesa, AZ
• Lexington Public Library, KY
• Oceanside Public Library, CA
• Stanislaus Public Library, CA

MPA, MLS
Manager | Berry, Dunn, McNeil & Parker, LLC
James “J.R.” Clanton

PROPOSED PROJECT ROLE
Project Manager

RELEVANT EXPERIENCE
25+ years

CERTIFICATIONS AND MEMBERSHIPS
• American Library Association
• Colorado Association of Libraries
• International City/County Management Association
• Colorado City and County Management Association
• National Recreation and Park Association (NRPA)

EDUCATION
• MLS, Emporia State University
• MPA, North Carolina State University
• BA, Public Policy Studies, Duke University
37 8.9 Consent 49 of 76
Dr. Monique le Conge Ziesenhenne is a senior consultant in our Parks, Recreation, Libraries Practices.

She is a library planning expert with 35 years of library and local government leadership experience spanning strategy, budget, staff, and policy development. Prior to joining BerryDunn, she served as director of library and community services and as assistant city manager for the City of Palo Alto, California. She previously served as director of library and community services for the City of Richmond, California.

EXPERIENCE
Public-Sector Management: Thanks to three decades of public-sector experience, Monique has a mastery of local-government and library management. She has planned, implemented, and monitored budgets of more than $40 million; developed policy related to all aspects of service delivery and operations; and developed and managed programs—established timelines, surveys, audits, and training needs; managed programs, equipment, and facilities; and negotiated contracts and purchase agreements.

Innovative Strategic Planning: Monique has led strategic planning initiatives for public libraries and library systems, such as those in the cities of Palo Alto, Richmond, and Benicia, California. She develops culturally aware programs based on community needs, which she analyzes through data, evaluation, and research. She emphasizes the importance of ethnic diversity, community demographics, and feedback. Always looking to the future, she has been recognized by the Alliance for Innovation and twice earned “top innovator” recognition from the Urban Libraries Council.

Staff Development and Training: Monique is committed to professional development and the highest degree of excellence for herself and those she mentors and oversees. She supervised, recruited, and trained staff of all levels. She strives to maximize staff efficiency and morale by assigning tasks related to personal interests and teamwork, and she carefully manages and communicates change. She has honed these skills in both union and non-union environments.

SELECT CLIENTS
• City of Mesa, AZ
• Lexington Public Library, KY
• Oceanside Public Library, CA

PHD, MLS
Sr. Consultant | Berry, Dunn, McNeil & Parker, LLC
Monique le Conge Ziesenhenne

PROPOSED PROJECT ROLE
Facilitator and Engagement Manager

RELEVANT EXPERIENCE
35+ years

CERTIFICATIONS AND MEMBERSHIPS
• Stanford University: Stanford California State Library Institute on 21st Century Librarianship (August 2000)
• American Library Association (ALA)
• Public Library Association, President (2018-19)
• California Library Association (CLA), President (2008); Vice President (2007)
• International City/County Managers Association (ICMA), Member
• League of California Cities, Member

EDUCATION
• PhD, Managerial Leadership in the Information
Professions, Simmons University
• Master of Library & Information Studies, University of California, Berkeley
• Bachelor of Science, Design University of California, Davis
• National Arts Strategies (NAS), Alexandria, VA: The
Chief Executive Program (2013-2014)
• Southern California Library
Collaborative
• Stanislaus Public Library,
CA
38 8.9 Consent 50 of 76
James Mickle is a manager in our Parks, Recreation, Libraries Practice. He has over 20 years of experience in recreation operations, programming, and administration; volunteer board leadership; and community and employee engagement. Prior to joining BerryDunn, he served in positions of progressive responsibility, including bureau manager, division head, and facilities manager, for the City of Norfolk, Virginia’s Recreation and Leisure Activities. He is committed to supporting underserved communities and holds a Certificate in Diversity, Equity, and Inclusion (DEI) from eCornell.

EXPERIENCE
Recreation Leadership: Prior to joining BerryDunn, James served the City of Norfolk, Virginia’s Department Recreation and Leisure Activities. Over the course of his 23-year tenure, he held positions of progressive responsibility, including bureau manager, division head, and facilities manager. He was also the recreation supervisor for the Boys and Girls Clubs of Southeast Virginia for 12 years. He has extensive experience with facility management, youth and teen civic engagement, and active older adults comprehensive planning.

Industry Excellence: James is committed to industry excellence, as demonstrated by his CPRP certification.

As a parks and recreation practitioner, he led Commission for Accreditation of Park and Recreation Agencies (CAPRA) accreditation and reaccreditation processes.

Project Management: James has documented strengths in leadership, team building, and maintaining relationships with a diverse range of stakeholders in dynamic, fast-paced settings. James has extensive project management and organizational change management experience, including managing the CAPRA accreditation process.

Strategic Planning: James has supported several parks and recreation strategic planning initiatives with BerryDunn. He applies a DEI lens to help ensure that all planning is completed through the lens of racial equity.

Diversity, Equity, and Inclusion: James is helping to lead BerryDunn’s DEI work with local government clients. He takes a people-first approach and recognizes that DEI efforts are an ongoing journey of learning and unlearning deeply rooted dogmas. He is committed to addressing systemic issues and creating purposeful, scaled strategies to help organizations improve equity. He has developed a DEI assessment tool that helps city and county government agencies assess their current DEI baseline and prioritize focus areas.

SELECT CLIENTS
CPRP
Manager | Berry, Dunn, McNeil & Parker, LLC
James Mickle

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
20+ years

CERTIFICATIONS AND MEMBERSHIPS
• National Recreation and Parks Association (NRPA)
• Member of Virginia Recreation, Parks, Society (VRPS)
• Board Member for Leadership Training Institute (LTI)
• 2017 President’s Award from the Virginia Recreation and Parks Society issued by Senator Mark Warner

EDUCATION AND FACULTY POSITIONS
• BA, Music Education, Norfolk State University
• Certified Parks and Recreation Professional (CPRP)
• Diversity, Equity, and Inclusion (eCornell)
• Dinwiddie County, VA
• Marlboro County, SC
• Burlington, NC
• Washington County, VA
• Pittsylvania County, VA
• Maricopa County, AZ
• Town of Chapel Hill, NC
39 8.9 Consent 51 of 76
Rich is a manager in our Parks, Recreation, Libraries Practice. He has more than 23 years of publicsector experience related to cultural affairs, public engagement, marketing, communication, and branding. His unrelenting creativity and offbeat sense of humor allow him to look at opportunities and challenges from a unique perspective. A nationally recognized and award-winning expert in public engagement, Rich specializes in helping clients overcome barriers to innovation within the publicsector landscape. He regularly helps clients envision new pathways, and he understands what is required to execute and implement new ideas in the public-sector landscape.

EXPERIENCE
Branding and Communications: Rich is an expert in creative communication, with professional experience at all levels of government. He has developed and led dynamic creative services teams, developed marketing and engagement strategies, and executed city branding initiatives. Prior to joining BerryDunn, Rich grew the City of Westminster’s social media audiences by 500%, generating more than 17 million marketing impressions per year. Finally, Rich has supported executive staff and elected officials with media training, policy communication, and media relations.

Community Engagement: Rich excels at developing targeted community engagement around master and strategic planning initiatives. His outgoing, personable, and thoughtful demeanor allow him to connect with community members, staff, leadership, elected officials, and partner agencies alike. His approach is creative, custom-fit, nuanced, and sensitive to the diverse needs of those involved.

Special Events: Rich has a strong track record of special events creation and execution; in fact, in the wake of his extensive speaking engagements at state and national conferences, Rich’s wildly creative events have been copied and produced in municipalities across North America. Additionally, while serving as marketing and cultural affairs manager for the City of Westminster, Colorado, Rich increased event attendance by 300% and revenue by more than 850%. He also designed and implemented an event sponsorship program with contracts exceeding $200,000 annually.

SELECT CLIENTS
• City of Oak Harbor, Washington
• Town of Timnath, Colorado
• Mountain Recreation District, Colorado
Manager | Berry, Dunn, McNeil & Parker, LLC
Rich Neumann

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
15+ years

PUBLICATIONS
• Outrageous Events—Incredible Results!
• Relieve Yourself From Creative Constipation
• Marketing Strategy: From Practical to Practically Insane • Caution: Extreme Marketing Ahead

EDUCATION
• B.S. Communications/B.S. English; James Madison
University, Harrisonburg, VA
40 8.9 Consent 52 of 76
Adrian Newman is a manager in our Parks, Recreation, Libraries Practice. He is a talented graphic designer with a focus on government communications and marketing. His approach is analytical and data-driven while still being empathetic and community-centric. He offers clients creative solutions to their communications goals and proactively addresses communications challenges or concerns.

EXPERIENCE
Public-Sector Graphic Design: Adrian is a skilled graphic designer with a focus on government communications and marketing. Prior to joining BerryDunn, he served as a graphic designer for the Tri-County Health Department, Colorado; City of Westminster, Colorado; and Adams County, Colorado. He has provided design support for many other communities throughout the country. He regularly creates logos, branding strategies and standards, social media and web graphics, email newsletters, and layouts for magazine and publications.

Branding Strategy: Adrian develops the project branding for many of BerryDunn’s parks, recreation, and library master and strategic planning initiatives. He works thoughtfully with communities and conducts listening sessions and research to develop brands that meaningfully contribute to the strategic planning process. Some of his successes include developing branding for the City of Salida, Colorado’s Salida Climate Action Plan, and the City of Modesto, California’s “Forward Together” campaign.

PUBLICATIONS
Design Like a Pro! For Minimal Dough, Brand+Aid, 2017, www.BrandAidConference.com CPRA-Colorado Parks & Recreation Association, 2018, www.cpra-web.org

SELECT CLIENTS
• City Avondale, AZ
• City of Golden, CO
• Town of Gllbert, AZ
• Jurupa Area Recreation and Park District, CA
BFA
Manager | Berry, Dunn, McNeil & Parker, LLC
Adrian Newman

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
10 years

EDUCATION AND CERTIFICATIONS
• BFA, Communication Design, Metropolitan State
University of Denver
• Rocky Mountain College of Art and Design, Graphic
Design
41 8.9 Consent 53 of 76
Becky Dunlap is a manager in our Parks, Recreation, Libraries Practice. She is a purpose-driven, strategy-focused CPRP who specializes in maximizing organizational efficiencies and opportunities for innovation. She takes a human-first approach to find solutions for the most pressing issues facing the field of parks and recreation, leveraging her broad experience in camp, sports, recreation facility, and park management.

EXPERIENCE
Industry Excellence: Becky is passionate about empowering the next generation of leaders in the field. She has published over 100 episodes of the Let’s Talk Parks podcast, a show to inspire and share resources within the parks and recreation field. In addition, she has been published in Parks and Recreation Business Magazine and was recognized in the inaugural cohort of NRPA’s 30 under 30 in 2021.

Community Engagement: Becky leads dynamic community engagement efforts. She specializes in leveraging technology to reach participants virtually, wherever they are and whenever is most convenient for them. She combines engagement tools like Social Pinpoint with social media, marketing, branding, trends identification, and demographic analysis, and she trains parks and recreation departments on how to promote continued engagement with their communities.

Public Sector Experience: Thanks to broad exposure to various public-sector roles, Becky brings a holistic perspective to each engagement. She understands how parks and recreation functions fit within larger local government structures and how to maximize potential for collaboration. She has worked for both a city and a county in roles such as facility operations coordinator, zoo camp director, marketing assistant, and customer service team member.

SELECT CLIENTS
CPRP
Manager | Berry, Dunn, McNeil & Parker, LLC
Becky Dunlap

PROPOSED PROJECT ROLE
Data Analyst

RELEVANT EXPERIENCE
10+ years

PUBLICATIONS
• Georgia Parks and Recreation Association, 2019
• Missouri Parks and Recreation Association, 2018
• National Recreation and Parks Association, 2017 and
2018
• Colorado Parks and Recreation Association, 2016
• Topics: Technology, Marketing, Productivity,
Organizational Efficiencies
• NRPA Marketing and Communications Certificate
program, co-author, 2018
• “Defining an Audience,” Parks and Recreation Business, December 2017
• Creator and Host of the Let’s Talks Parks podcast, 2017 to Present

EDUCATION AND FACULTY POSITIONS
• Bachelor’s degree, Forest Resources, Natural
Resources, and Tourism, University of Georgia
• Certified Parks and Recreation Professional (CPRP),
National Recreation and Park Association (NRPA)
• Hesperia Recreation and
Park District, CA
• San Bernardino, CA
• San Luis Obispo County,
CA
42 8.9 Consent 54 of 76
“I would highly recommend working with BerryDunn
because of their plentiful base of qualified personnel, and vast number of resources available to them. I am
not sure a smaller firm would have been able to keep
our project running smoothly and progressing forward
on time if the unforeseen issue had happened to them,
even if they were local.”
Former Client - Maple Valley, Washington
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“BerryDunn” is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary entities provide tax, advisory, and consulting services.

The entities falling under the BerryDunn brand are independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms “our firm” and “we” and “us” and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP.

We will be utilizing generative AI programs where appropriate and permissible under client contracts and relevant laws. These AI tools are designed to support our team in various aspects of our work, including data analysis and project management. The integration of AI enables us to provide more accurate insights and streamline our processes, ultimately benefiting our clients through enhanced service delivery.

This proposal is the work of Berry, Dunn, McNeil &
Parker, LLC and is in all respects subject to negotiation, agreement, and signing of specific contracts.
berrydunn.com ©2026 BerryDunn | All rights reserved.

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REQUEST FOR PROPOSALS
RFP 26-848
Tulare Public Library Strategic Plan and
Efficiency Study
Date Issued: April 1, 2026
Due: May 18, 2026, 2:00 p.m.

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Tulare City CouncilJuly 7, 2026

Tulare City Council
July 7, 2026