Visalia City Council
June 15, 2026

Visalia City Council
Meeting Agenda - Final
Mayor Brett Taylor
Vice Mayor Liz Wynn
Council Member Steve Nelsen
Council Member Emmanuel Hernandez Soto
Council Member Brian Poochigian
Visalia City Council
707 W. Acequia
Visalia, CA 93291
Monday, June 15, 2026 7:00 PM City Council Chambers

ROLL CALL
CALL TO ORDER WORK SESSION - 5:00 PM (Unless otherwise noted)

PUBLIC COMMENTS
Citizens are now invited to comment on issues within the jurisdiction of the Visalia City Council and items listed on the Closed Session agenda. The Council asks that you keep your comments concise and positive. Creative criticism, presented with appropriate courtesy, is welcome. Each speaker will be allowed three minutes, and a timer will notify you when your time is expired. Please begin your comments by stating and spelling your name and providing your city of residence.

WORK SESSION AND ACTION ITEMS (as described)

1. Conceptual Park Approval - Approve conceptual designs for the new 5.5-acre neighborhood park located at the Pearl Wood property.
25-0838

2. Fire Department Illegal Fireworks Presentation - Receive a presentation on proactive efforts being undertaken to deter the use of illegal fireworks while celebrating Independence Day. 25-0873
ADJOURN TO CLOSED SESSION - 6:00 PM (Or, immediately following Work Session)
CALL TO ORDER REGULAR SESSION - 7:00 PM

PLEDGE OF ALLEGIANCE

INVOCATION LED BY PASTOR SEAN EWBANK, CHRIST LUTHERAN
CHURCH

SPECIAL PRESENTATION / RECOGNITION
TCAG Local Motion Award Recognition

PUBLIC COMMENTS

1 Visalia City Council Meeting Agenda - Final June 15, 2026 This is the time for general public comment on issues within the jurisdiction of the Visalia City Council. Each speaker tonight may speak for up to 3 minutes during this general comment period on a matter that is not on this agenda.

The public may also make one comment for up to 3 minutes prior to the consideration of the Consent Calendar, and immediately before any regular agenda item is heard. The Council asks that you keep you comments concise and positive. Creative criticism, presented with appropriate courtesy, is welcome.

Each speaker will be allowed three minutes and a timer will notify you when your time is expired. Please begin your comments by stating and spelling your name and providing your city of residence.

ITEMS OF INTEREST

CONSENT CALENDAR
Consent Calendar items are considered routine and will be enacted in one motion.

This is the time for members of the public to provide public comment on an item on the Consent Calendar. Comments will not be taken individually by the public if an item is pulled by a Council Member. Each speaker is allowed up to 3 minutes, and a timer will notify you when your time is expired. Please begin your comments by stating and spelling you name and providing your city of residence.

1. Authorization to read ordinances by title only. 25-0821

2. Resolution approving grant for vehicles - Approve Resolution No. 2026-29 authorizing the application accepting the requirements set for by the San Joaquin Valley Air pollution Control District Public Benefit Grants Program for alternative fuel vehicle purchases.
25-0762

3. Authorization to purchase two (2) Class P passenger transit vans from Model 1 Commercial Vehicles - Authorize the City Manager to utilize the California Association for Coordinated Transportation Morongo Basin Transit Authority cooperative contract for paratransit vehicles to enter into a contract with Model 1 Commercial Vehicles for the purchase of two (2) Class P passenger transit vans for the Visalia Transit Dial-A-Ride service in the amount of $388,920.90.
25-0800

4. Appropriations Limit - City Council approval of Resolution 2026-40 adopting the 2026-27 fiscal year appropriations limit for the City of Visalia’s General Fund.
25-0803

2 Visalia City Council Meeting Agenda - Final June 15, 2026

5. Encampment grant application - Authorize staff to apply for the Encampment Resolution Program Round 5 up to $5,000,000 for operational funds for the Visalia Navigation Center to provide interim shelter and operational funds for the Majestic Gardens and Sequoia Village for permanent housing, and services coordination. 25-0813

6. Consultant contract award - Authorize the City Manager to award three (3) consultant contracts to Love to Ride for the
non-infrastructure programs for the Highland Community
connectivity, Santa Fe Street bike lanes, and the Goshen-Visalia corridor connection projects in the amount of:

1.) Highland Community connectivity: $425,127

2.) Santa Fe Street bike lanes: $428,113

3.) Goshen-Visalia corridor connection: $416,077
25-0826

7. Notice of completion - Request authorization to file a notice of completion for the Tulare Avenue major road rehabilitation project from Demaree to Cotta.
25-0836

8. Adopt resolution and designate 2026/2027 SB1 Road
Maintenance Funding: Adopt Resolution No. 2026-43 to
designate Fiscal Year 2026/27 Road Maintenance and
Rehabilitation Account funding of $4,100,000 from the State of California Road Repair and Accountability Act of 2017 to the road projects as outlined within this report. (Resolution required) 25-0842

9. Record final map - Request authorization to record the final map for the River Run Ranch Phases 8, 9 & 10 subdivision, located on the north side of East St. Johns Parkway between North McAuliff Street and North River Run Street (68 lots); and authorize the annexation into Landscape and Lighting Assessment District No. 25-03 “River Run Ranch 6-10”; and authorize the annexation into Open Space District No. 25-01 (Resolution Nos. 2026-30, 2026-31, 2026-32 and 2026-33 required). (APN: 103-020-074).
25-0845

10. Record final subdivision map - Request authorization to record the final map for Tulare Duplex subdivision, located at the northeast corner of the Tulare Avenue and Lovers Lane
intersection (13 lots).
25-0859

11. Developer Reimbursement Agreement - Authorize the City Manager to approve the developer reimbursement agreement for the River Run Ranch 8, 9 &10 subdivision located on the north side of East St. Johns Parkway between McAuliff Street and River Run Street.
25-0847

3 Visalia City Council Meeting Agenda - Final June 15, 2026

12. Authorize a 5-year sole source contract with Landia - Authorize the City Manager to award a 5-year sole source contract to Landia with an annual not-to-exceed amount of $134,000 and a total contract limit of $670,000, for submersible recycle pump and mixer repair services at the Visalia Water Reclamation Facility. 25-0848

13. Notice of completion - Request authorization to file a notice of completion for the installation of a sludge collection system in primary clarifier 1 at the Visalia Water Reclamation Facility. 25-0850

14. Aquatics Facility Use Agreement and Registration Fee Sponsorship - Authorize the City Manager to execute a one-year facility use agreement with Visalia Unified School District for the City’s use of the pools at Mt. Whitney, Golden West, and El Diamante High Schools for community aquatics programs and accept sponsorship of swim team registration fees for participating students.
25-0852

15. Goshen Community Services District - Updated Service Agreement - Approve an updated wastewater service agreement with the Goshen Community Services District.
25-0853

16. Approve a contract for supply of cold mix asphalt materialApprove a contract with Porterville Asphalt and Martin Marietta Materials for the supply of cold mix asphalt. The contract with the low bidder, Porterville Asphalt, shall not exceed $623,000 annually, totaling $3,115,000 over the term of the contract. The contract with the second lowest bidder, Martin Marietta Materials, shall not exceed $200,000 annually, totaling $1,000,000 over the term of the contract. Both contracts include an option to renew annually for up to (4) additional one-year terms.
25-0856

17. Approve a contract for supply of hot mix asphalt material - Approve a contract with Martin Marietta Materials and Porterville Asphalt for the supply of hot mix asphalt (HMA). The contract with the low bidder, Martin Marietta Materials, shall not exceed $400,000 annually, totaling $2,000,000 over the term of the contract. The contract with the second lowest bidder, Porterville Asphalt, shall not exceed $150,000 annually, totaling $750,000 over the term of the contract. Both contracts include an option to renew annually for up to (4) additional one-year terms. 25-0857

18. Approve purchase of solid waste pilot electric truck - Accept a grant consisting of Congestion Mitigation and Air Quality (CMAQ) funds in the amount of $929,000 and approve the purchase of one 2025 model year solid waste electric commercial front-loader demonstrator truck from Haaker through the Sourcewell
Cooperative in the amount of $928,332.34 and the appropriation of $929,000 from the Solid Waste Enterprise Fund.
25-0858

4 Visalia City Council Meeting Agenda - Final June 15, 2026

19. Parks and Recreation Commission appointment - Approve the Parks and Recreation Commission sub-committee
recommendation to reappoint Commissioners Nancy Hawkins and Kaitlyn Lusk to their second terms to the Parks and Recreation Commission.
25-0860

20. Opportunity Zone Nomination - Authorize staff to process Opportunity Zone 2.0 census tract nomination for staff
recommended tracts.
25-0861

21. Historic Preservation Advisory Committee Reappointments - Recommendation to reappoint Jocelyn Duran to a first two-year term, reappoint Erick Arriaga to a second two-year term, reappoint Jerome Melgar to a second two-year term, and reappoint Tyler Davis to a fourth two-year term, on the Historic Preservation Advisory Committee.
25-0862

22. Authorization to apply for Kaweah Subbasin Multibenefit Land Repurposing Program - Authorize the City to apply to the Kaweah Subbasin Multibenefit Repurposing Program for up to $100,000 for a planning grant to assist the transition of irrigated agricultural land at the Visalia Municipal Airport to less water-intensive use(s). 25-0863

23. Approve a contract for parts and service - Approve a contract with HAAKER Equipment Company for service, repair, and parts for McNeilus refuse truck bodies, Elgin street sweepers, Vac-Con units, and other HAAKER-supported fleet equipment for an amount not to exceed of $100,000 annually, with an option to renew up to (4) additional one-year terms but not to exceed $500,000 over the term of the contract.
25-0864

24. Purchase of two 1-ton trucks- Approve the purchase of two 2026 Dodge Ram 3500 trucks from Haddad Dodge in the amount of $153,595.31 from the Vehicle Replacement Fund.
25-0865

25. Notice of Completion - Request authorization to file a notice of completion for Elliott Subdivision Phase 1, located along the west side of Roeben Street, approximately 650 feet south of Tulare Ave. 25-0866

26. Approve a contract for City-wide apparel - Authorize the City Manager to award a City-wide apparel contract to Empire Printing, with the option to renew annually for four 1-year terms, in the amount not to exceed $25,000 annually and $125,000 over 5 years.
25-0868

27. Notice of completion - Request authorization to file a notice of completion for the Riggin Avenue widening project from Mooney Boulevard to Conyer Street.
25-0870

5 Visalia City Council Meeting Agenda - Final June 15, 2026

28. Tulare County Economic Development Corporation
membership agreement - Receive update report on Tulare
County Economic Development Corporation and authorize
payment for second half of Fiscal Year 25/26 in the amount of $30,000 from existing Economic Development Division budget. 25-0872

29. Award Convention Center booking software contract - Authorize the City Manager to award a three-year contract to Momentus Technologies for the replacement of the Convention Center booking software for the total not-to-exceed amount of $113,106 over three years, and to appropriate an additional $49,800 to the approved capital equipment replacement project 25-0874

30. Planning Commission reappointments and recruitment
process confirmation - Recommendation to reappoint Mary Beatie, Kris Bruce, and Charlie Norman and confirm recruitment process for a pending vacancy.
25-0876

31. Approve a Change Order for a Blower Rental - Approve change order no. 3 with Aerzen Rental Solutions in the amount of $153,744.65 for five additional 28-day rental periods of an Aerzen blower and authorize the budget transfer of $153,744.65 from within the Wastewater Fund.
25-0878

32. Ordinance Adoption - Second reading and adoption of Ordinance No. 2026-04 to amend Visalia Municipal Code Title 16
(Subdivisions) to implement a streamlined process for small and simple maps, citywide.
25-0880

33. Designate City owned property into public right of way - Adopt Resolution 2026-45 designating City owned property located west of the intersection of Demaree Street and Pratt Avenue into the public right of way system.
26-0001

34. Grant Authorization - Authorize staff to apply for the America Society for Prevention to Animals grant of up to $100,000 to fund supplies and subsidize approximately 700 Trap Neuter and Release cat surgeries and 100 large canine spay/neuter
procedures for the Visalia community, and authorize appropriation of grant funds if awarded.
26-0002

35. Award contract to replace Visalia Police Department handguns - Authorize the City Manager to enter into contract with LC Action Police Supply, not to exceed $177,100, to replace Police Department handguns and associated equipment, and Proforce not to exceed the amount of $38,900 to replace Police Department holsters; and appropriate $228,200 from the General Fund. 26-0004

6 Visalia City Council Meeting Agenda - Final June 15, 2026

36. Record final subdivision map - Request authorization to record the final map for Blankenship Phase 1 subdivision, located at the southeast corner of Caldwell Avenue and Santa Fe Street; and request authorization for the formation of Landscape and Lighting Assessment District No. 26-02 and order the improvements and levying the annual assessments. Resolution Nos. 2026-27 and 2026-28 required.
25-0792

37. Reimbursement Agreement - Authorize the City Manager to execute a reimbursement agreement with San Joaquin Valley Railroad for an estimated amount of $166,038 for engineering services associated with the design of the Goshen Visalia Corridor Connection project.
25-0779

REGULAR ITEMS AND PUBLIC HEARINGS
Comments related to regular Items and Public Hearing Items are limited to three minutes per speaker, for a maximum of 30 minutes per item. The Mayor may reasonably limit or extend the public comment period to preserve the Council's interest in conducting efficient, orderly meetings.

1. Contested special assessments - Adoption of Resolution 2026-44 authorizing placement of contested assessments on the Tulare County secured property tax roll following the June 1, 2026 public hearing.
25-0877

2. Public Hearing and adoption of the Budget - Continue review of the Fiscal Year 2026/27 & 2027/28 Budget, conduct a public hearing, adopt the proposed budget and approve Resolution 2026-39.
25-0804

3. Measure T District Tax Recertification - Recertify the Measure T Plan for fiscal year 2026/27.
25-0805

4. Public Hearing and Ordinance Adoption -
· General Plan Amendment No. 2025-02: A request by the City of Visalia to change the land use designation on a 21-acre parcel from Parks/Recreation to Commercial Mixed Use.
· First Reading of Ordinance No. 2026-04 to adopt Change of Zone No. 2025-03: A request by the City of Visalia to change the zoning designation on a 21-acre parcel from QP
(Quasi-Public) to C-MU (Commercial Mixed Use).

Location: The site is located on the northwest corner of Akers Street and Riggin Avenue, within the City of Visalia, County of Tulare (APN: 077-100-103).
25-0849

7 Visalia City Council Meeting Agenda - Final June 15, 2026

5. Fiscal Year 2026-27 Rates and Fees - Public Hearing and Adoption of Resolution 2026-02 to authorize proposed new fees, increases, and adjustments to the City's Rates and Fees Schedule for Fiscal Year 2026-27.
25-0642

CLOSED SESSION REPORT

1. For the purposes of reporting out, for the record, transactions that occurred as a result of Closed Session Real Property Negotiations:

Buyer: City of Visalia
Seller: Fast N Esy #16 Corporation, a California Corporation APN: 123-300-040
Purpose: Caldwell Widening Project - Santa Fe to Lovers Lane Brief Description: Caldwell Improvement Project Santa Fe to Lovers Lane
Price: $30,000.00
Closing Date: 6/2/2026
Closed Session Council Date: 09/18/2023
Project Manager: Eric Bons
25-0875

ADJOURNMENT

UPCOMING CITY COUNCIL MEETINGS

1. Upcoming City Council Meetings
Monday, July 20, 2026 @ 7:00 p.m. at 707 W. Acequia
Note: Meeting dates and times are subject to change, check posted agenda for correct details. In compliance with the American Disabilities Act, if you need special assistance to participate in meetings contact 713-4512.

Written materials relating to an item on this agenda submitted to the Council after distribution of the agenda are available for public inspection in the Office of the City Clerk, 220 N. Santa Fe Street, Visalia CA 93292, during normal business hours.
25-0819

8 Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0838 Agenda Date: 6/15/2026 Agenda #: 1.

Agenda Item Wording:

Conceptual Park Approval - Approve conceptual designs for the new 5.5-acre neighborhood park located at the Pearl Wood property.

Agenda Date: 06/15/2026
Prepared by: Jason Glick, Parks and Recreation Director 713-4042, [email protected] Department Recommendation: Staff recommends that the Visalia City Council approve to adopt conceptual design number two (2) for the proposed Pearl Wood property neighborhood park located one-quarter mile east of McAuliff Street, north of Cameron Creek.

Parks should include amenities that encourage regular use, recreation, and community interaction, as active and well-utilized parks help create safe, welcoming public spaces. The most successful neighborhood parks are those that provide a variety of opportunities for residents of all ages to gather, play, exercise, and connect with one another.

Staff recommends Concept number (2) because it offers a well-rounded mix of amenities that will serve the daily recreational needs of the surrounding neighborhood while creating a vibrant and inviting community space. The combination of play areas, open space, gathering opportunities, and recreational features provides something for a wide range of users-from young children and families to teens, adults, and seniors. This balanced amenity mix encourages repeat visitation, supports healthy and active lifestyles, and fosters opportunities for social interaction and community building.

Concept number (2) also thoughtfully aligns with the scale and character of a neighborhood park. It delivers meaningful recreational opportunities without overwhelming the site, ensuring that the park remains a comfortable and accessible destination for nearby residents. By creating a space that is active, welcoming, and responsive to community needs, Concept number (2) best fulfills the vision of a neighborhood park that residents can enjoy for years to come.

Summary:

On September 9, 2025, the Visalia Parks and Recreation Commission reviewed the conceptual designs for the Pearl Wood property neighborhood park (park to be formally named at a later date) and recommended conceptual design number three to the Visalia City Council.

On January 20, 2026, City staff presented three conceptual designs for the Pearl Wood property to the City Council. While the Council did not move forward with conceptual design number three, it did approve the removal of several amenities from the Pearl Wood neighborhood park project, including Musco field lighting ($600,000), restrooms ($250,000), and parking improvements ($47,000). These reductions generated an estimated cost savings of $897,000, lowering the overall project cost to approximately $6,670,600. Additionally, the City Council directed staff to return with updated Visalia City Council Page 1 of 4 Printed on 6/10/2026
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File #: 25-0838 Agenda Date: 6/15/2026 Agenda #: 1.
conceptual designs that eliminate the botanical garden, incorporate a mini pitch, and provide alternatives featuring either two or four pickleball courts.

In response to this direction, staff will present three revised conceptual designs for the Pearl Wood property that reflect the Council’s guidance provided during the January 20, 2026 meeting.

Background Discussion:

The Pearl Wood property consists of a 5.5-acre neighborhood park site associated with the development of 273 single-family residential homes. During the planning process, City staff coordinated closely with developers to determine the location, size, and construction approach for the new neighborhood park. The Pearl Wood neighborhood park project will be constructed in partnership with D.R. Horton Homes. Under this agreement, the developer will construct the park improvements, and the City will reimburse eligible construction costs. This approach helps expedite park development while allowing the City to maintain oversight and input on the final design.

To assist with the development of conceptual park designs for the Pearl Wood property, the developer retained Quad Knopf. The consultant team worked closely with City staff and the community through a series of public outreach meetings held during Spring 2025. A total of three public meetings were conducted for the Pearl Wood property, including meetings held on May 3, May 8, and May 13, 2025. Two meetings were hosted at Kiwanis Park, and one meeting was conducted at City Hall West during the regular Parks and Recreation Commission meeting.

These meetings focused on gathering community input regarding desired park amenities for the Pearl Wood property, located near Road 148 and Cameron Creek. Community members were provided the opportunity to review amenity options, provide feedback, and vote on preferred recreational features to help guide the conceptual design process.

The public was asked to consider amenities within the following categories:

Traditional Sports Amenities:

Multi-Purpose Lighted Athletic Field (soccer, baseball, flag football, and softball), lighted pickleball courts, lighted tennis courts, and lighted basketball courts.

Community Amenities:

Amphitheater, demonstration garden, botanical garden, butterfly garden, interpretive signage, and public art.

Active Amenities:

Traditional playgrounds (ages 2-5 and 5-12) with shade sail structures, adventure/nature playgrounds with shade sail structures, obstacle course/parcourse equipment, disc golf, a ½-acre BMX pump track, cornhole, a lighted walking path, mini pitch court, and outdoor handball court.

Site Amenities:

Solar pedestrian lighting, restrooms, seating areas, parking lot improvements, and drinking fountains.

The voting results for the Pearl Wood property identified the following top six preferred amenities:

The voting results for the Pearl Wood property are as follows:

Visalia City Council Page 2 of 4 Printed on 6/10/2026
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File #: 25-0838 Agenda Date: 6/15/2026 Agenda #: 1.

Pearl Wood property top six amenities are as follows:

Amenity Votes
Walking Path w/ Lights 49
BMX Pump Track 45
Pickleball Courts 42
Restrooms 36
Adventure Themed Playground 27
Amphitheatre 22
The top ten voting amenity totals for both the Elliott property and the Pearl Wood properties combined are as follows:

Amenity Votes
Walking Path w/ Lights 121
Restrooms 101
Pickleball Courts 98
Pump Track 87
Parking Lot 57
Botanical Garden 47
Athletic Field Space 47
Amphitheater 37
Traditional Playground 45
Adventure Playground 43
Basketball Courts 16
Mini Pitch (Pearl Wood Only) 8
The design teams used the feedback gathered during the three community input meetings to create three conceptual designs for the Pearl Wood property. In addition to the valuable input provided by the public, the design teams, working in collaboration with City staff, carefully considered several other key factors. These included park size, fit, available space, compatibility of amenities with the surrounding neighborhood, overall functionality, initial construction costs relative to the available budget, and the long-term cost and complexity of ongoing maintenance.

Fiscal Impact including annual maintenance and operating costs: The estimated project budget for the Pearl Wood property neighborhood park is approximately $6,670,600, with annual operations and maintenance costs estimated at $33,000. Funding for the construction of the Pearl Wood property neighborhood park will be provided through the City’s park impact fee program, which is specifically designated to support the development of new recreational facilities and park improvements.

Prior Council Action: At the January 20, 2026 meeting, the Visalia City Council approved the removal of several amenities from the Pearl Wood park project, including Musco field lighting ($600,000), restrooms ($250,000), and parking improvements ($47,000). These reductions generated an estimated cost savings of $897,000, reducing the overall project cost to approximately $6,670,600.

Alternatives: That the Visalia City Council make a different recommendation on the proposed conceptual designs for Pearl Wood property neighborhood park other than conceptual design number two (2).

Visalia City Council Page 3 of 4 Printed on 6/10/2026
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File #: 25-0838 Agenda Date: 6/15/2026 Agenda #: 1.

Recommended Motion (and Alternative Motions if expected):

I move to approve conceptual design number two (2) for the Pearl Wood property neighborhood park.

Environmental Assessment Status: N/A
CEQA Review: N/A
Deadline for Action: 06/15/2026
Attachments: Presentation and exhibits.

Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☐
Fiscal
Strength
☒
Infrastructure &
Growth
☒
Quality of
Life
Visalia City Council Page 4 of 4 Printed on 6/10/2026
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NEIGHBORHOOD PARK

PRESENTATION

PEARL WOOD

PROPERTY PARK
Presented By:

Parks and Recreation
13 AGENDA
History
Public Meetings
Conceptual Designs
Budget
Recommendation
14 PEARL WOOD

PROPERTY HISTORY
• DR Horton chose Quad Knopf to design the Pearl Wood Property Park.
• The Pearl Wood Property is 5.5 acres with a 5-acre ponding basin. • The property was publicly noticed when it went the Visalia Planning Commission & the Visalia City Council
• The Pearl Wood Property (Road 148 and Cameron Creek) was recommended by the Visalia Planning Commission to move
forward on 6/12/23(5-0 Vote) & approved by the Visalia City Council on 7-17-23. (5-0 Vote)
• Quad Knopf engaged with City Staff to get public input on park amenities from the community to create three conceptual designs for the Pearl Wood Park location
• The three public input meetings were held during the spring of 2025.
15 PEARL WOOD

PROPERTY HISTORY
• At its January 20, 2026, meeting, the Visalia City Council agreed to eliminate amenities from the Pearl Wood Park project, including Musco field lighting ($600,000), restrooms
($250,000), and parking improvements ($47,000). These
reductions created a cost savings of $897,000, lowering the total project cost to approximately $6,670,600.
• Additionally on January 20, 2026, the City Council directed staff to return with new conceptual designs that eliminate the botanical garden and incorporate a mini pitch, while also presenting alternatives that include either two or four pickleball courts.
16 PEARL WOOD PROPERTY PUBLIC MEETINGS
The top six park amenities chosen are as follows:

Pearl Wood Property
Amenity
Walking Path w/ Lights
BMX Pump Track
Pickleball Courts
Restrooms
Adventure Themed Playground
Amphitheatre
Votes
72 65
56 42
36 28
17 PEARL WOOD PROPERTY PUBLIC MEETINGS
Amenity Votes
Walking Path w/ Lights
Restrooms
Pickleball Courts
Pump Track
Parking Lot
Botanical Garden
Athletic Field Space
Amphitheater
Traditional Playground
Adventure Playground
Basketball Courts
Mini Pitch (Pearl Wood Only)
Votes
121
101
98 87
57 47
47 37
45 43
16 8
The top ten amenities when you combine the Elliott Property and the Pearl Wood Property together:
18 PR COMMISSION & STAFF ORIGINAL RECOMMENDED CONCEPTUAL DESIGN

FOR THE PEARL WOOD PROPERTY
Amenities Eliminated
Musco Field Lighting
Restrooms
Parking Lot
(Botanical Garden w/ Art Sculptures)
Highlighted Amenities
Four Pickleball Courts
Botanical Garden
Art Sculptures
Fitness Course
Nature Playground
Lit Walking Path
Trail along the Basin
Arbor
19 Pearl Wood Property Budget

PEARL WOOD BUDGET
$6,670,600
20 CONCEPTUAL DESIGN #1

PEARL WOOD PROPERTY
Conceptual Design # 1
Estimated Cost is $5,936,853
Highlighted Amenities
Four Pickleball Courts
Playground
Open Green Space w/ Backstop
Lit Walking Path
Trail along the Basin
Arbor
21 CONCEPTUAL DESIGN #2

PEARL WOOD PROPERTY
Conceptual Design # 2
Estimated Cost is $ 5,963,950
Highlighted Amenities
Two Pickleball Courts
Mini Pitch
Nature Playground
Lit Walking Path
Open Green Space w/ Backstop
Trail along the Basin
Arbor
22 CONCEPTUAL DESIGN #3

PEARL WOOD PROPERTY
Conceptual Design # 3
Estimated Cost is $6,139,740
Highlighted Amenities
Four Pickleball Courts
Mini Pitch
Playground
Lit Walking Path
Trail along the basin
Open Green Space
Arbor
23 PEARL WOOD PROPERTY

RECOMMENDATION
City staff recommends Conceptual Design #2, with a projected cost of $ 5,963,950.

Once City Council approves a conceptual design, the engineering firms will create construction docs based off the chosen conceptual plan for the Pearl Wood Property Park.
24 THANK YOU!
liveandplayvisalia.com [email protected]
559-713-4365 345 N Jacob St.

Visalia, CA 93291
QUESTIONS?
25 CONCEPTUAL DESIGN #1: PEARL WOOD PROPERTY
26 CONCEPTUAL DESIGN #2: PEARL WOOD PROPERTY
27 CONCEPTUAL DESIGN #3: PEARL WOOD PROPERTY
28 Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0873 Agenda Date: 6/15/2026 Agenda #: 2.

Agenda Item Wording:

Fire Department Illegal Fireworks Presentation - Receive a presentation on proactive efforts being undertaken to deter the use of illegal fireworks while celebrating Independence Day.

Agenda Date: 06/15/2026
Prepared by: Corbin Reed, Fire Marshal, [email protected], (559)713-4272, Dan Griswold, Fire Chief, [email protected], (559)713-4220.

Department Recommendation: Staff recommends Council receive a presentation on the 4th of July fireworks detail focused on deterring the use of illegal fireworks.

Summary:

The Visalia Fire Department will once again be partnering with the Visalia Police Department to perform proactive fireworks education and enforcement during the Independence Day holiday. Life safety and fire prevention is again the primary mission, and messaging will be disseminated to the community through social media and printed materials. Dedicated patrols and a call center will be operational on the nights of July 3rd and July 4th. The call center is available for community members to report the use of illegal fireworks. The information received by the call center is relayed to patrols in the field to focus efforts on where the illegal activity is happening.

Background Discussion:

As Independence Day nears and celebrations begin, the Visalia Fire Department is coordinating proactive City efforts to deter the use of illegal fireworks.

In 2021, Council substantially increased the fines issued for the use of illegal fireworks in the City of Visalia. The fee structure now begins at $2,000 for the first violation, escalates to $3,000 for the second violation, and to $4,000 for the third violation and each additional violation. Violations are tracked over a three-year period meaning, if a resident received a citation last year for $2,000, and is cited again this year, this year’s citation will be $3,000. In 2025 a total of 73 citations were issued.

Citations were primarily issued on the 4th of July, however some citations were also issued prior to and after completion of the illegal fireworks detail.

For the 2026 fireworks season, the Fire Department is again focusing on preventing the use of illegal fireworks within the City of Visalia. Multiple social media messages are being created and will be shared across all City of Visalia social media platforms. Banners with information pertaining to fines for the use of illegal fireworks will be hung at all Visalia fire stations, and posters with fine information and how to report the use of illegal fireworks will be hung at all City facilities with public access. The website, www.visalia.gov/celebratesafely, provides safety tips for safe and sane fireworks use and pet safety. The website also provides the address of each fire station to encourage citizens to anonymously drop off illegal fireworks at any Visalia fire station for safe disposal.

Visalia City Council Page 1 of 3 Printed on 6/12/2026
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File #: 25-0873 Agenda Date: 6/15/2026 Agenda #: 2.

Additionally, approximately 41,000 mailers will again be added to City of Visalia utility bills. These mailers provide citizens with information for use of safe and sane fireworks, as well as the dedicated reporting number for illegal fireworks use. The mailer also contains citation information as a deterrent for using illegal fireworks.

A call center will once again be operating in the evenings of July 3rd and 4th. The call center consists of ten dedicated call-takers inputting the reports of illegal fireworks into a mapping system that feeds the location to patrol units in the field. The call center serves two purposes. First, the call center lowers the illegal fireworks burden on 911 dispatchers during this especially busy holiday and allows dispatchers to focus on standard operations and calls for service. Second, the call center provides a robust system for citizens to report their concern to a City employee with a minimal amount of wait time. Citizens can report illegal fireworks use by calling 559-513-8080. Reporting a specific address is most beneficial, however a general location, such as cross streets, may also be provided.

Currently, reports of illegal fireworks are down when compared to the same period of 2025. There will be dedicated patrols periodically through the month of June with an increase around the Independence Day holiday. Staff are partnering with the Visalia Police Department for both preventive efforts and enforcement during patrol details. Each dedicated patrol unit will consist of a Visalia Police Officer and Visalia Fire Department member.

In 2021, Council directed Fire Department staff to implement a rewards system as an incentive for citizens to assist with enforcement efforts. This rewards system provides a $500 reward for information leading to the citation of individuals selling illegal fireworks within the community. This rewards system is intended to help catch individuals who are selling illegal fireworks in our community and potentially reduce the number of illegal fireworks used within the community. In 2025, the first $500 reward was issued for information leading to the successful confiscation of a large quantity of illegal fireworks being sold within our community.

Illegal fireworks pose a great danger to our community, not only endangering citizens’ properties by increasing the risk of grass, tree and fence fires, but they also increase the risk of structure fires that can and have turned fatal. During the Independence Day holiday, Fire Department resources are often spread thin. Increased activity and celebrations coupled with high temperatures often yield an increase in both structure and wildland fires as well as medical aids, vehicle accidents and other calls for service. The use of illegal fireworks needlessly puts our community at risk by tying up valuable resources that could be handling other emergency incidents. One structure or grass fire can quickly commit multiple fire department units for an extended period and rendering this units unavailable to address other emergencies. The Fire Department does increase staffing beyond normal staffing levels to best manage the increased service demand.

Fiscal Impact including annual maintenance and operating costs: Cost for the 4th of July detail will be the personnel costs for staffing the call center and the dedicated patrols, and the material cost of the mailers.

Prior Council Action: N/A
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File #: 25-0873 Agenda Date: 6/15/2026 Agenda #: 2.

Alternatives: N/A
Recommended Motion (and Alternative Motions if expected):

No motion required
Environmental Assessment Status: N/A
CEQA Review: N/A
Deadline for Action: 06/15/2026
Attachments: 2026 4th of July PowerPoint presentation
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☐
Fiscal
Strength
☐
Infrastructure &
Growth
☒
Quality of
Life
Visalia City Council Page 3 of 3 Printed on 6/12/2026
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Presented by:

Visalia Fire Department
Pre-4th of July fireworks detail and
Independence Spectacular
presentation
32 Social Media Posts
Banners hung at all stations
Visalia.gov/celebratesafely
Fireworks safety tips
Pet safety tips
Fire station locations for fireworks disposal
 41,000 utility bill mailers.
 Include reporting number 559-513-8080
Prevention
33 Call Center
Will operate on July 3rd and 4th
10 dedicated call takers
Information will be relayed in real time to patrol
units in the field
Lowers the burden on dispatch
Provides citizens a direct line to call and is
specifically designed to gather fireworks use data
34 Patrols
Dedicated patrols throughout the month of June
Increasing saturation around the Independence Day
holiday
Partnering with Visalia Police Department
Each patrol unit will be comprised on a Visalia Police Officer and Visalia Fire Department personnel
35 Illegal fireworks citation amounts begin at $2,000
for the first offence and increase to $3,000 for the
second and $4,000 for each additional.
Citations are tracked over a three-year period. If a
citizens first offence was last year and this year
they are caught again, the initial fine amount will
be $3,000.
A total of 73 citations were issued during 2025.

Enforcement
36 Citation Trends
589
987
672
1843
1297
796
662 557 528
0 200
400
600
800
1000
1200
1400
1600
1800
2000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Calls Received
50 87 88
125
119
82 67 59
73 0
20 40
60 80
100
120
140
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Citations Issued
37 Rewards system
Council directed a rewards system be created for
reporting the sales of dangerous fireworks
$500 reward is being offered for information leading to the successful citation of individuals found to be
illegally selling fireworks.
First reward issued during 2025 season.
38 3rd Annual Independence Spectacular
• Friday, July 3rd
• 6pm – 10pm
• Riverway Sports Park
• Free Admittance
• Free Kid Zone games and activities
• Collaborating with VUSD to expand area with more fun! • Live Entertainment presented by event partner Momentum Broadcasting
• Firework Display to end the night celebrating the marking of the 250th anniversary of the signing of the Declaration of
Independence!
39 Questions?
40 Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0821 Agenda Date: 6/15/2026 Agenda #: 1.

Agenda Item Wording:

Authorization to read ordinances by title only.

Visalia City Council Page 1 of 1 Printed on 6/5/2026
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Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0762 Agenda Date: 6/15/2026 Agenda #: 2.

Agenda Item Wording:

Resolution approving grant for vehicles - Approve Resolution No. 2026-29 authorizing the application accepting the requirements set for by the San Joaquin Valley Air pollution Control District Public Benefit Grants Program for alternative fuel vehicle purchases.

Agenda Date: 06/15/2026
Prepared by:

Ben Litwack, Public Works Manager, 559-713-4671, [email protected] Nick Bartsch, Public Works Director, 559-713-4052, [email protected] Department Recommendation: Staff recommends that the City Council approve Resolution No. 2026-29 authorizing submittal of a grant application and accepting the requirements set for by the San Joaquin Valley Air pollution Control District Public Benefit Grants Program for alternative fuel vehicle purchases at the Visalia Water Reclamation Facility (WRF).

Summary:

The San Joaquin Valley Air Pollution Control District’s Public Benefit Grants Program provides funding for public agencies to purchase new electric, plug-in hybrid, or alternative fuel vehicles to support cleaner public fleets. Eligible applicants include cities, counties, special districts, public educational institutions, and other qualifying public agencies within the SJVAPCD boundaries that agree to a three-year contract period and retain ownership and operation of the vehicles during that term. The Public Works Department intends to use the grant to purchase five electric golf carts for the Visalia Water Reclamation Facility, including two for Mechanical Maintenance and three for Operations. The two carts in Maintenance will become permanent parts of the fleet since one is a viable replacement and the other to serve a growth position. The other three carts are being purchased as surplus because grant funds are available and will not be counted as permanent parts of the fleet until they are needed for growth positions or to replace a cart that needs to be retired. he carts will support daily operations and maintenance activities by helping staff move efficiently throughout the facility while transporting tools and equipment, with the grant expected to fund the full purchase cost.

Background Discussion:

The San Joaquin Valley Air Pollution Control District is currently offering the Public Benefit Grants Program. The purpose of this program is to fund the purchase of new electric, plug-in hybrid, or alternative fuel vehicles for public agencies to promote clean air alternative-fuel technologies and the use of low- or zero-emission vehicles in public fleets.

The applicant must meet several different criteria to be eligible for submission of the grant application. Some these criteria include, being a public agency such as cities, counties, special districts; public educational institutions, or any other public agency as defined by Government Code Visalia City Council Page 1 of 3 Printed on 6/12/2026
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File #: 25-0762 Agenda Date: 6/15/2026 Agenda #: 2.
section 6252, including those agencies provided for in Article IV and Article VI of the California Constitution, that are located within the geographic area of the SJVAPCD (see attached map for boundaries), commit to a three (3) year contract period, and own and operate the vehicle(s) for the full term of the contract.

The Public Works Department intends to purchase five electric golf carts at the Visalia Water Reclamation Facility. Two carts will be allocated to the Mechanical Maintenance division, one for a previously scheduled replacement of an older unit and one to equip a new position that was added in fiscal year 2025. Three carts will be allocated to the Operations division to increase the size of its golf cart fleet from 5 to 8. These additional carts will allow staff to rely less on three older units which are beginning to require more maintenance due to their age. Using the three newer carts instead of the older carts will extend the service life of the older carts. The three additional carts will also serve to increase the fleet size so all operators have will an available cart when there are more than five are working in a shift.These vehicles will be used by the WRF staff to quickly move from location to location while transporting tools and equipment to perform various operations and maintenance tasks. The grant will fund the entire purchase of these vehicles. Staff intends to purchase all five carts from California Turf Equipment & Supply Inc. by utilizing Sourcewell Account # 091024-JCS. Upon Council approval of the grant application and subsequent approval by the SJVAPCD, staff will return to Council with a request to accept the grant funds and approve a purchase agreement for the carts.

Fiscal Impact including annual maintenance and operating costs: The two Mechanical Maintenance carts will cost a total of $39,305.17. One of the Mechanical Maintenance carts currently has $11,000 budgeted in the Wastewater Fund 431 Capital Budget in FY26 under VH0304. Staff originally intended to transfer funds as necessary to cover the additional cost of the cart. $19,600 is being proposed in the next Capital Budget for the 2nd Mechanical Maintenance cart in FY27. The three carts in Operations will cost $56,028.25 total and are not currently budgeted.

The Public Benefit Grants Program will fund up to $20,000 for each new vehicle, with a maximum funding of $100,000 per calendar year. This will completely cover the cost of all 3 units.

Prior Council Action:

May 20, 2024: Council approved resolution 2024-22 approving the application accepting the requirements set forh by the SJVAPCD Public Benefits Program for alternative fuel vehicles to aid in the purchase of 4 vehicles for the Parks and Recreation Department.

Alternatives: Reject staff’s recommendation and not adopt Resolution 2026-269 for the application of the San Joaquin Valley Air Pollution Control District Public Benefit Grants Program.

Recommended Motion (and Alternative Motions if expected):

I move to approve Resolution No. 2026-29 authorizing submittal of a grant application and accepting the requirements set forth by the San Joaquin Valley Air Pollution Control District Public Benefit Grants Program.

Environmental Assessment Status: N/A
Visalia City Council Page 2 of 3 Printed on 6/12/2026
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File #: 25-0762 Agenda Date: 6/15/2026 Agenda #: 2.

CEQA Review: N/A
Deadline for Action: 06/15/2026
Attachments:

Draft Resolution 2026-29
Grant Application - Hauler Elite XL
Grant Application - Hauler Pro
Golf Cart Quotes
Map of SJVAPCD Boundaries
Purchase Guidelines
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☐
Fiscal
Strength
☒
Infrastructure &
Growth
☐
Quality of
Life
Visalia City Council Page 3 of 3 Printed on 6/12/2026
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RESOLUTION NO. 2026 - 29

A RESOLUTION AUTHORIZING THE CITY OF VISALIA TO MAKE APPLICATION FOR AND

TO SIGN CERTAIN ASSURANCES WITH RESPECT TO APPLICATIONS FOR LOCAL,

STATE AND FEDERAL PROGRAMS, PROJECTS OR GRANTS
WHEREAS, City of Visalia (City) identified a grant from the San Joaquin Valley Air Pollution Control District (SJVAPCD) to support the purchase of a new alternative fuel vehicle under a grant program eligible to public agencies throughout the San Joaquin Valley; and WHEREAS, the program is available to public agencies such as cities, counties, special districts, and public education institutions located within the geographical boundaries of the San Joaquin Valley Air Pollution Control District; and
WHEREAS, the City is an eligible public agency under the program, and seeks to reduce the amount of air pollutants by the operation of its facilities, particularly carbon monoxide and other harmful emissions from gas powered vehicles used by District employees in performance of their duties; and
WHEREAS, as part of the grant requirements, reimbursement will take place after the new vehicle is purchased and all of the required documents, as specified in the Public Benefit Grants Program Payment Procedures, are submitted to the SJVAPCD; and WHEREAS, a maximum of $20,000 in grant funds is available per vehicle, and up to $100,000 per calendar year, on a first come, first serve basis.

NOW, THEREFORE, BE IT RESOLVED that the City of Visalia Council hereby authorizes the City Manager, or their Designee, to make application for, to sign required assurances, and to administer the Public Benefit Grant Program with respect to applications for Local, State and Federal programs, projects or grants, on behalf of this City Council.

PASSED AND ADOPTED: June 15, 2026 LESLIE CAVIGLIA, CITY CLERK

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

CITY OF VISALIA )
I, Leslie Caviglia, City Clerk of the City of Visalia, certify the foregoing is the full and true Resolution 2026-29 passed and adopted by the Council of the City of Visalia at a regular meeting held on June 15, 2026.

Dated: June 16, 2026 LESLIE CAVIGLIA, CITY CLERK
By Reyna Rivera, Chief Deputy City Clerk
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65 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013

MAP OF THE SJVAPCD
66 PUBLIC BENEFIT GRANTS PROGRAM
New Alternative Fuel Vehicle Purchase
Eligibility Criteria and Application Guidelines
The San Joaquin Valley Air Pollution Control District (SJVAPCD) is currently accepting applications from public agencies requesting funding, up to $20,000 per vehicle, for the purchase of new alternative-fuel vehicles. For additional information, assistance, or to receive application materials, please contact:

San Joaquin Valley Air Pollution Control District
Strategies and Incentives Department
1990 East Gettysburg Avenue
Fresno, CA 93726-0244
You may also contact us by phone or e-mail, or visit our website at:
(559) 230-5800
[email protected]
www.valleyair.org
Please Note the Following:
 All projects will be considered on a first-come, first-serve basis.  As with all SJVAPCD incentive programs, you may not order or purchase any new vehicle prior to obtaining an executed contract with the SJVAPCD. Any new vehicle purchased prior to contract execution is ineligible for funding.
 Reimbursement takes place after the new vehicle is purchased and all required documents, as specified in the SJVAPCD Public Benefit Grants Program Payment Procedures, are submitted to the SJVAPCD.
67 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013

ELIGIBILITY CRITERIA
The purpose of this program is to fund the purchase of new electric, plug-in hybrid, or alternative fuel vehicles for public agencies to promote clean air alternative-fuel technologies and the use of low- or zero-emission vehicles in public fleets.
 The applicant must:
 Be a public agency such as cities, counties, special districts (i.e. water districts, irrigation districts, etc.); public educational institutions (i.e. school districts, community colleges, state universities, etc.) or any other public agency as defined by Government Code section 6252, including those agencies provided for in Article IV and Article VI of the California Constitution, that are located within the geographic area of the SJVAPCD (see map on page 9 for boundaries).  Submit by mail or hand-deliver all original completed applications to the SJVAPCD’s Strategies and Incentives Department at the address listed on Page 1 of these guidelines. Copies and/or faxes will not be accepted.
 Provide a resolution from the applicant’s governing body (i.e. City Council or County Board of Supervisors), or other documentation signed by a duly authorized official with authority to make financial decisions, authorizing the submittal of the application and identifying the individual authorized to implement the new vehicle project.
 Commit to a three (3) year contract period.
 Own and operate the vehicle(s) for the full term of the contract.  Have existing charging/fueling infrastructure or have access to existing infrastructure to accommodate the new vehicle(s). If existing charging/fueling infrastructure is currently not available or accessible, applicant must be able to demonstrate its availability or accessibility by the time the vehicle(s) will be purchased.
 Adhere to all program requirements during the contract period.  Maintain replacement value insurance for the vehicle(s) through the full term of the contract.  Submit a copy of Internal Revenue Service (IRS) Request for Taxpayer Identification Number and Certification Form W-9 (Form W-9).
 Ensure each new vehicle purchased comes with a standard manufacturer warranty.  Submit annual reports to the SJVAPCD through the full term of the contract as well as comply with recordkeeping and audit requirements. This includes retaining copies of current vehicle registration (if applicable) and insurance.
 Agree to allow the SJVAPCD to inspect the new vehicle at any time during the contract period.  Properly maintain the new vehicle according to the manufacturer’s recommendations to ensure good operating condition.
 Disclose any additional funding sources or other financial incentive(s) and funding amounts received or to be received by the applicant towards the purchase of the vehicle(s) in this project.  Have match funding available to complete the project in a timely fashion.  Sign a legally binding contract with the SJVAPCD agreeing to the project milestones and completion deadlines prior to funding being awarded.
68 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013
 The new vehicle must:
 Be owned and operated by the applicant.
 Be a new Original Equipment Manufacturer (OEM) electric, plug-in hybrid, or alternative fuel vehicle(s).
 Be deemed eligible by SJVAPCD staff. Eligible light- and medium-duty vehicles can be found on the New Alternative Fuel Vehicle Purchase Component Light- and Medium-Duty Eligible Vehicle List found on the Public Benefits homepage at:
http://www.valleyair.org/Grant_Programs/GrantPrograms.htm#PublicBenefitGrantProgram.

Other vehicle types, such as alternative fueled transport/utility carts, scooters, bicycles, etc. may be eligible. Please contact SJVAPCD staff if you have questions regarding vehicle eligibility.  Have a Gross Vehicle Weight Rating (GVWR) less than or equal to 14,000 pounds.  Be domiciled and have at least seventy-five percent (75%) or more of the vehicle miles traveled or fuel consumption within the geographic area of the SJVAPCD (see map on page 9 for boundaries).
 General Information:
 Applicant must not purchase and/or take delivery of the new vehicle(s) until receiving an executed contract with the SJVAPCD. A contract is not deemed executed until all parties have signed. Any new vehicle purchased and/or delivered prior to contract execution is ineligible for program funding.
 Funds will be awarded on a first-come, first-serve basis utilizing regional allocations based on county population and/or other regional factors. In the event that applications submitted exceed the available funding, projects will be awarded based on SJVAPCD discretion until funds are exhausted.
 Applicants are restricted to the following limitations:
 Applicants may apply for up to $20,000 for each new vehicle.  Maximum funding per applicant is $100,000 per calendar year.  Multiple applications may be submitted throughout the calendar year for the Public Benefit Grants Program New Alternative Fuel Vehicle Purchase Component from the same applicant; however, funding will be limited to the above.
 The applicant shall not submit other applications for funding for the same vehicle under this Program or any other SJVAPCD incentive programs.
 All applications received will be subject to a review process, which will include the following:
 Assignment of a unique project number.
 Verification of the applicant’s eligibility to participate in the Program.  Verification that the proposed project is consistent with these guidelines.  Determination that all information necessary to calculate benefits and costs is included. 69 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013
 Unless written notification is provided stating otherwise, all applications submitted to the SJVAPCD will remain active and will be funded in the order received pending the availability of funds.
 Payments shall be made to the applicant only after a completed claim for payment has been received by the SJVAPCD along with all supporting documentation as specified in the SJVAPCD Public Benefit Grants Program Payment Procedures.
 Allow up to 60 working days from the time a claim for payment is deemed complete to receive reimbursement.
 Remedies for project non-performance may include, but are not limited to:
 Recovery of all or a portion of the program funds.
 Other fiscal penalties on the vehicle owner based on the severity of non-performance.  Cancelation of the contract.
 Prohibiting the applicant from participating in future SJVAPCD incentive programs.

APPLICANT RESOURCE WEB PAGE
To assist applicants participating in the SJVAPCD’s Public Benefit Grants Program, the SJVAPCD has developed an Applicant Resource web page. This page contains links to distributors and local dealers familiar with the requirements of the Program. The information and contacts within these links can assist you in obtaining all of the information necessary to fulfill the requirements of the Program. When preparing an application, we advise that you utilize the information presented within the links on this page. By submitting complete application packets with accurate information, we can reduce the amount of time and resources necessary to process your application.

Please note that the manufacturers, distributors, and dealers represented on this page have not been “approved” by the SJVAPCD nor do they represent an exhaustive list of available resources. If you are an engine manufacturer, distributor, or dealer and you wish to be included on the Applicant Resource web page, please contact the SJVAPCD’s Strategies and Incentives Department.

The Applicant Resource web page can be found at www.valleyair.org under the “Grants and Incentives” tab.
70 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013

APPLICATION GUIDELINES
 Fill out the application completely and as accurately as possible. All fields are required unless otherwise indicated. Do not leave any fields blank as it lengthens the processing timeframe associated with the application and delays funding.
 All required signatures must be in blue ink, as a way to identify them as original.  A copy of the following items must accompany the application at the time of submittal in order for the application to be deemed complete:
 Internal Revenue Service (IRS) Request for Taxpayer Identification Number and Certification Form W-9 (Form W-9).
 The information entered into the Applicant Information section of the application must be identical to the information on Form W-9, as this information will be used to generate all binding documents and be used to report incentive funding to the IRS.  A copy of the IRS Form W-9 is attached to this document. The Form can also be downloaded at www.irs.gov or by calling 1-800-829-3676.  Dated and itemized dealer quote for the new vehicle(s) that includes the following information:
 Applicant name and address.
 Dealer name and address.
 Specific vehicle and engine information, including make, model, model year, horse power or watts, and vehicle Gross Vehicle Weight Rating (GVWR).  Complete and detailed breakdown of all costs: new vehicle, additional options, sales tax (with percentage rate indicated), warranty, license fees, etc.  Resolution from the Applicant’s governing body (i.e. City Council or County Board of Supervisors), or other documentation signed by a duly authorized official with authority to make financial decisions, authorizing the submittal of the application and identifying the individual authorized to implement the new vehicle project.
 If the applicant currently does not have existing charging/fueling infrastructure available or accessible for the new vehicle(s) purchased through this program, please submit documentation which demonstrates future availability/accessibility and specifies the timeframe when infrastructure will be available/accessible.

STEP-BY-STEP APPLICATION GUIDANCE
This section outlines the information requirements for each field of the application. If you need additional assistance, please contact the Strategies and Incentives Department and a staff member will assist you.

Applicant Information

1. Public Agency Name
Identify the legal name of the public agency that will enter into a contract with the SJVAPCD.

The information entered into this section of the application must be identical to the 71 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013
information on IRS Form W-9, as this information will be used to generate all binding documents and be used to report incentive funding to the IRS.

2. Tax ID
Provide the Taxpayer Identification Number (TIN) entered in IRS Form W-9, in the form of an employer identification number. The applicant’s name and TIN will be used to report incentive funding to the IRS. The SJVAPCD cannot give tax advice; please contact a tax professional or the IRS to determine the tax consequences associated with receiving incentive funding.

3. - 6. Address
Provide the physical address where the applicant is located, including: number and street name, city, state, and ZIP code.

7. - 10. Mailing Address
Provide the mailing address used by the applicant. If the physical and mailing addresses are the same, simply write “same.” All correspondence generated by the SJVAPCD, including the contract, and annual reports, will be sent to the mailing address.

11. Have you applied to any other grant programs for any vehicle in this application? Check whether or not you have applied for additional grant funding other than through this program. If yes, please provide the name of the grant program.

Primary Contact Information

1. First Name
Provide the first name of the person that will serve as the primary contact to the SJVAPCD through the full term of the contract. All questions related to the project will go to this individual.

2. Last Name
Provide the last name of the person that will serve as the primary contact to the SJVAPCD through the full term of the contract. All questions related to the project will go to this individual.

3. Title
Specify the job title of the primary contact.

4. E-mail
Provide the E-mail address of the primary contact, if one is available.

5. Phone Number
Provide the main phone number, including area code, for the primary contact.

6. Alternate Contact Number
Provide an alternate phone number, including area code, where the primary contact can be reached, if one is available.
72 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013

7. Fax Number
Provide the fax number, including area code, for the primary contact, if one is available.

Contract Signing Authority

1. First Name
Provide the first name of the person authorized by the public agency that will enter into a binding contract with the SJVAPCD.

2. Last Name
Provide the last name of the person authorized by the entity that will enter into a binding contract with the SJVAPCD.

3. Title
Specify the job title of the person authorized by the entity that will enter into a binding contract with the SJVAPCD.

New Vehicle Information
If applying for more than one vehicle make and model, please copy and complete pages 2 and 3 for each additional vehicle make and model. For example, if applying for one Ford Focus Electric and three Honda Fit EVs, then pages 2 and 3 must be completed twice, once for the Ford Focus Electric and once for the Honda Fit EVs.

1. Number of Vehicles
Identify the number of vehicles to be purchased of one specific vehicle make and model.

2. Vehicle Type
Select one specific vehicle type, or mark “other” and specify the vehicle type.

3. – 4. Vehicle Make and Model
Provide the make and model of the new vehicle(s) to be purchased through the program. The make is the manufacturer of the vehicle, and the model is the style of vehicle. Example:

Chevrolet (make) Volt (model).

5. Vehicle Model Year
Provide the year in which the new vehicle(s) is manufactured.

6. Vehicle GVWR (must be less than or equal to 14,000 pounds) Provide the GVWR of the new vehicle(s) to be purchased through the program. The California DMV defines the GVWR as “the weight specified by the manufacturer as the loaded weight of a single vehicle.” Vehicles with a GVWR greater than 14,000 pounds are not eligible for funding under this component.

7. Engine Horsepower/Kilowatts
Identify the horsepower or kilowatt rating of the engine in the new vehicle.

8. Fuel Type
Place a check mark in the appropriate box or mark “other” and specify the type of fuel to be used in the new vehicle.
73 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013

9. Manufacturer’s estimated range for fully charged vehicle (electric vehicles only) Provide the estimated mile range the new vehicle can travel when fully charged, if applicable.

10. Total Cost of each New Vehicle
Identify the total cost of each new vehicle; including additional options, sales tax (with percentage rate indicated), and warranty and license fees (as identified in the quote).

11. Total Funding Requested from SJVAPCD
Identify the total amount of funding requested per vehicle (maximum of $20,000 per vehicle).

12. Is there existing charging/fueling infrastructure in place for the proposed vehicle(s)? Check yes or no. If no, please describe a plan for building infrastructure or gaining access to existing charging/fueling infrastructure. If no, applicant must submit documentation explaining infrastructure as specified on Page 5 of this document.

13. How do you intend to pay for the remaining balance of the project after the grant has been applied?
Please check the appropriate box. If co-funded, please name the source. If using source other than co-funding (i.e. other grant funding), please list funding source.

New Vehicle Dealer Information

1. Vehicle Dealer Name
Provide the name of the business where you will be purchasing the new vehicle(s) associated with this application.

2. Contact / Salesperson Name
Provide the first and last name of the person the SJVAPCD can contact regarding the purchase of the new vehicle.

3. E-mail
Provide the e-mail address of the contact/salesperson, if one is available.

4. Phone Number
Provide the phone number, including area code, of the contact/salesperson.

5. Fax Number
Provide the fax number, including area code, of the contact/salesperson, if one is available.

New Vehicle Activity Information
If applying for multiple vehicles that will be performing different activities, please complete a separate section for each different vehicle activity.

1. Number of vehicles with same vehicle activity
Identify the number of vehicles to be purchased of one specific vehicle make and model with the same intended vehicle activity.

2. Use within SJVAPCD boundaries
74 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013
Of the total annual miles this/these vehicles(s) will travel, provide the percentage of travel within the SJVAPCD boundaries (shown on Page 9).

3. Use within CA boundaries
Of the total annual miles this/these vehicle(s) will travel, provide the percentage of travel within CA boundaries.

4. Estimated Annual Vehicle Usage
Estimate the total annual usage per vehicle. Please specify usage in miles, hours or other unit.

5. Vehicle Vocation/Use
Specify the vocation/use for the new vehicle (examples: law enforcement, emergency services, commuting, patrol, pool vehicle, parking enforcement, etc.).

6. Please mark the reason for purchasing the new vehicle(s):

Specify the reason for purchasing the new vehicle(s) by marking one of the boxes listed. 75 SJVAPCD Public Benefit Grants Program
Application Guidelines
New Vehicle Purchase

Approved March 2013

MAP OF THE SJVAPCD
76 Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0800 Agenda Date: 6/15/2026 Agenda #: 3.

Agenda Item Wording:

Authorization to purchase two (2) Class P passenger transit vans from Model 1 Commercial Vehicles - Authorize the City Manager to utilize the California Association for Coordinated Transportation Morongo Basin Transit Authority cooperative contract for paratransit vehicles to enter into a contract with Model 1 Commercial Vehicles for the purchase of two (2) Class P passenger transit vans for the Visalia Transit Dial-A-Ride service in the amount of $388,920.90.

Agenda Date: 6/15/2026
Submitting Department: Administration - Transit Division Contact Name and Phone Number:

Caleb Bowman, Management Analyst, [email protected], (559)713-4594 Angelina Baker, Transit Manager, [email protected], (559)713-4591 John Lollis, Assistant City Manager, [email protected], (559)713-4323 Department Recommendation:

Staff is recommending that the City Council authorize the City Manager to utilize the California Association for Coordinated Transportation Morongo Basin Transit Authority cooperative contract for paratransit vehicles to enter into a contract with Model 1 Commercial Vehicles for the purchase of two (2) Class P passenger transit vans for the Visalia Transit Dial-A-Ride service in the amount of $388,920.90.

Background Discussion:

Visalia Transit currently operates ten (10) cutaway buses, eight (8) of which are required to support peak demand on the Dial-A-Ride (DAR) service that serves the city of Visalia, unincorporated community of Goshen, and the cities of Exeter and Farmersville. Currently, the DAR fleet has an average age of twelve (12) years and average lifetime miles of 194,000, with half of the buses being over fourteen (14) years old and over 250,000 miles, which is beyond their useful life. The useful life is determined by age and mileage requirements set by the Federal Transit Administration (FTA). FTA has determined that light-duty mid-sized buses (cutaways, 25’ to 35’ buses with a seating capacity of 16-25 passengers) have a useful life of 5-years and/or 150,000 miles. However, buses don’t necessarily need to be replaced upon being five (5) years old or over 150,000 miles. Buses that are properly maintained can typically have more useful life than what is determined by the FTA, making it more fiscally responsible and beneficial to keep in longer service. Additionally, the cost of parts for buses during repairs is covered by the Operations and Maintenance contractor. This means that the negotiated maintenance price between RATP Dev and the City, when established, took into consideration the age of the vehicles. With each of these variables considered, it is more fiscally responsible for the City to get as many useful life years out of each of its vehicles as possible and safe. Lastly, the ability to get more useful life years out of a vehicle also assists in spreading out vehicle replacements rather than creating a situation where a large number of buses or vehicles would need to be replaced at the same time. This is strategic in budgeting and planning for fleet Visalia City Council Page 1 of 3 Printed on 6/12/2026
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File #: 25-0800 Agenda Date: 6/15/2026 Agenda #: 3.
would need to be replaced at the same time. This is strategic in budgeting and planning for fleet replacement.

The California Air Resource Board (CARB) Innovative Clean Transit (ICT) regulation requirements for all public transit agencies do not apply to this purchase. The Class P vans do not fall in the ICT requirements due to their vehicle type and weight. The ICT regulation applies to Standard Transit, Articulated, Over-the-Road (Coach), Double-Decker, and Cutaway buses with a Gross Vehicle Weight Rating (GVWR) greater than 14,000 pounds. Transit staff are looking at the feasibility of battery-electric vans, but currently there are none that meet Transit’s range requirements and would need to be charged regularly throughout the day.

At this time, staff recommends the purchase of two (2) new Braun-Lonestar Class P passenger transit vans to replace two (2) 2011 model year Compressed Natural Gas (CNG) cutaway buses with over 200,000 miles, which have outlived their useful lives. Transit staff have looked at the maximum passenger load of the DAR service to see if the 18-passenger cutaway is needed for the service.

Contracted staff (RATP) confirmed that there are no more than eight (8) ambulatory passengers and no more than two (2) passengers in a wheelchair onboard the buses at any given time. The cutaways being replaced are 12-18 passengers with 2-3 wheelchair positions and double the price of the Class P passenger transit van. Transit staff are recommending the downsize of most of the DAR vehicles from 18-passenger cutaways to 8-passenger transit vans. The details of each vehicle to be replaced under this project are listed below in Table 1 “Replacement Vehicle Details”.

Table 1
Replacement Vehicle Details
Fleet
#
Fixed
Asset #
Mfr.

Year
Bus
Make
Fuel
Type
Length
(ft.)
No. of
Seats
Date InServiceAge
(yrs.)
Useful
Life
(yrs.)
Odometer
Reading
(mi.)
Useful
Life (mi.)
1102 F12561 2011 Elkhart
Coach
CNG 23 18 08/29/11 15 5 214,436 150,000
1103 F12563 2011 Elkhart
Coach
CNG 23 18 08/29/11 15 5 219,597 150,000
The grant allocations and appropriations in the current CIP VH0317 budget for this purchase are shown below in Table 2 “Model 1 Purchase”.

Table 2
Model 1 Purchase
Vehicle CIP 5339 Funding LTF Funding Total
1102 VH0317 $155,568.36 $38,892.09 $194,460.45
1103 VH0317 $155,568.36 $38,892.09 $194,460.45
Total $311,136.7
2 $77,784.18 $388,920.90
Fiscal Impact:

The funding for this vehicle purchase is currently appropriated in CIP VH0317, which has a total budget of $1,674,200 with an unencumbered balance of $988,810.98.

Visalia City Council Page 2 of 3 Printed on 6/12/2026
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File #: 25-0800 Agenda Date: 6/15/2026 Agenda #: 3.

Prior Council Action: None
Alternatives:

Council can elect to reject this purchase which would delay the fleet replacement schedule.

Recommended Motion (and Alternative Motions if expected):

I move to authorize the City Manager to utilize the California Association for Coordinated Transportation Morongo Basin Transit Authority cooperative contract for paratransit vehicles to enter into a contract with Model 1 Commercial Vehicles for the purchase of two (2) Class P passenger transit vans for the Visalia Transit Dial-A-Ride service in the amount of $388,920.90.

Environmental Assessment Status: N/A
CEQA Review: N/A
Deadline for Action: 6/24/2026
Attachments:
1) Model 1/Creative Bus Sales Quote Sheet
2) Morongo Basin Transit Authority Contract No. 20-01 - CBS-1 3) Letter of Assignment
4) Creative Bus Sales - Notice of Name Change
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☒
Organizational
Excellence
☒
Fiscal
Strength
☒
Infrastructure &
Growth
☐
Quality of
Life
Visalia City Council Page 3 of 3 Printed on 6/12/2026
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Vehicle Type: Date:

Contact: Ramp Info:

Agency: Seat Material Level:

Address: Seat Color:

City, State, Zip: Flooring and Color:

Phone: Salesperson:

E-Mail: Salesperson Cell:

Delivery: Salesperson E-Mail:

Quantity: Price Ext. Price ADA
1 $148,464.00 $148,464.00 $78,265.00
.
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 Std Std Std
1 $886.00 $886.00
1 Std Std Std
.
1 $5,000.00 $5,000.00
1 $0.00 $0.00
1 Plug Door $12,050.00 $12,050.00
1 In Floor Ramp $0.00 $0.00
1 $500.00 $500.00
1 Router/Antenna Install $4,700.00 $4,700.00
1 REI 6 Camera With Install (Visalia Spec) $6,331.00 $6,331.00 1 Storage Box/DVR Holder in place of co-pilot seat $1,574.00 $1,574.00 1 Fabricate/Install Bracket for GFI Genfare Fast Fare (See Pictures) $950.00 $950.00 1 Graphics (Visalia Dial A Ride Layout) $2,250.00 $2,250.00 .
. Class P - Base Price $148,464.00
. Published Options $886.00
. Non-Published Options $33,355.00
. Total $182,705.00 $78,265.00
. Doc Prep Fee $85.00
. The Non-Taxable Amount is the ADA Equipment in the Base and Added as Options Non-Taxable $78,265.00 . Taxable Amount $104,525.00
. 1685 Tax Total $8,884.63 8.500%
. Sub-Total $191,674.63
. CalACT Fee $2,740.58
. DMV E-File Fee: $33.00
. DMV Fee $0.00 (Estimated)
. Tire Fee $12.25
. Total $194,460.45 Insert Miles
Number of Units 2
Final Total $388,920.90
Ram Tablet Mount
Freedman Seat Link System
Carmen Quevado
425 E. Oak Ave, Suite 301
[email protected]
Non-Published Options
Published Options
CalACT MBTA RFP #20-01 - Class P - Quote Sheet (Rev 2022) Class P - BraunAbility Promaster (Buy America Compliant) 4/24/2026 Vinyl
Gray
Visalia, CA 93291 Altro Meta Storm (Gray)
City of Visalia
559-713-4592 Mike Farr
909-730-5319
180 Days from PO [email protected]
Purchasing of vehicles requires a CALACT membership, letter of assignment, and payment of procurement fee.

If you have any questions, please contact CALACT direct at 916-920-8018..

Description
Q-Straint ONE Tie Down System (2 Positions)
Braun - Lonestar - Class P - 3500 159" 8-pass/2WC
*112 - Bus Style electric bus door (3500 Only. N/A for 1500) 82 - Rear Backup Camera and Monitor
97 - Delivery Zone 1
15 - Rear Step-Up to Seating Area in Rear of Van
21 - Shoulder Belt Mount kit - Seatbelts Same Direction Rear Bench 45 - Drivers Running Board
49 - Horizontal Wall Grabrail at Wheelchair Position
51 - Braun Ramp ILO OEM
62 - External Power Door Lock Switch
63 - Grab Bar Rear Seating Area
64 - Roof Mounted Grab Bar
65 - Wheelchair Area Grab Bar
72 - Rear Tow Hooks
Braun Front Side Loader
Class P 1 OF 1 4/24/2026
80 81

CAMERA SPECS
82 BraunAbility ProMaster 3500
*Photos not to exact specifications
83 FAREBOX BRACKET EXAMPLES
84 braunability.com/commercial 800.488.0359
ProMaster Simple Stow
Industry-First Infloor Ramp with Wide Single Panel Door Infloor
TM
85 Standard Equipment
• Buy America compliant design
• Lowered floor, side entry, long cut conversion
• Manual infloor 33” ADA compliant ramp with 12.5° ramp angle and 1,000# capacity with bend-free handle
• Large single panel passenger entry doorway - 37.5” x 72” • 13” step-in height
• Gerfloor flooring
• Insulated ABS interior ceiling & walls
• New exhaust system
• New Freedman GO-ES seating
• Safety Kit (first aid kit, fire extinguisher, triangles) • Back up alarm - interlock system
• LED strip lighting
• Emergency exit
• Driver and passenger sidesteps
• Handrails & decals
• 36” A&M Systems power door
• Fast idle
• Amber LED light
Q’Straint InQline Assist
• Controlled steering – provides operators full control of the passenger boarding and deboarding process
• Reduces driver injury and operator liability
• Increased loading capacity
• Safety stop
• Enhanced rider experience
• Automatic winch system Q’Straint Omni Floor
• Interlocking aluminum planks
• Ultra-durable and corrosion resistant
• Change your layout
• Light and strong
• A smart investment
Q’Straint One (Qty. 1)
• All-in-one wheelchair securement station
• Fully secure wheelchair in under a minute
• Easy & intuitive - easy to reach hook ups
• Simple color & numbering sequencing, visual indicators, pre-positioned belt, and push-button operation
• Overall dimensions - width 30”, height 1.41”, length 48” • Q’Straint One is fully crash tested and meets all current ADA requirements, including RESNA WC-4, Section 18; WC18, WC19, and 150-1054-1 Freedman Seating Upgrades
• Armrest
• Additional seat bottom cushion
• Stainless steel grab handles
• Level 5 vinyl - Docket 90 gray
• Seat Link
• Seat sensors track occupancy
and belt status, and wirelessly
communicate to the driver
• A head unit displays seat status
of all passenger seats, records and
stores data in case of an event
Trans/Air AC System
• Specifically designed for Ram Promaster
• Stand alone system
• Total cooling capacity - 50,000 BTU
17” Wide Seats 19” Wide Seats
ProMaster Simple Stow™
braunability.com/commercial 800.488.0359
Infloor
86 1
Ram Pro Master 3500 Van Ext. Cargo Van 159” WB Lowered floor side entry conversion‐bus door style
* Gerflor Flooring or equal approved
* Panels for Walls: ABS Interior wall, ABS ceiling Insulation for walls * Set of Q’Straint with L Track ‐ QRT 360
* Air Conditioner: Rear AC and Rear Heat
* New Exhaust System
*2 ‐ Passenger Freedman Seats, 3pt (on back‐level 4 vinyl) curbside *2 ‐ Passenger Freedman Seats, 3 pt (on back‐level 4 vinyl) streetside *2 per van /1 Passenger rigid seats (level 4 vinyl) curbside *2 per van / 1 Passenger rigid seat (level 4 vinyl) streetside * Safety Kit (first aid kit, fire extinguisher, triangles) * Back up alarm‐Interlock System
* LED strip lighting
* Emergency window
* Kit stowage Assy‐Q5‐8525‐SC
* Driver & Passenger side step
* Handrails‐& Decals
* 36” A&M Systems Power Door
* Fast Idle  *required*
* Amber LED light

QTY OPTION DESCRIPTION
1 12" belt extender
1 Qstraint 20" belt extender
4 14" webbing loops
1 Belt web cutter
1 Dash Warning Light
1 TA45LPSC2SLP Super 10
* 10 unit first aid kit
* Blood pathogen kit
* 2.5 4 BC fire extinguisher
* Reflective triangles
87 (Provide complete warranty information and parchment with proposal) Warranty Miles Years
Body Structure 36,000 3 years
Chassis 36,000 3 years
Engine 60,000 5 years
Transmission 60,000 5 years
Air conditioner Unlimited 3 years
Lift/Ramp Unlimited 5 years
EV Battery N/A N/A
EV Conversion/Installation N/A N/A
CNG Warranty N/A N/A
(Install and tanks)

SUMMARY OF STANDARD WARRANTIES
88 89
90 91
92 93
94 Creative Bus Sales | 888.633.8380 | CreativeBusSales.com 9365 Counselors Row, Suite 112, Indianapolis, IN 46240
May 22, 2023
Re: Notice of Name Change and Headquarters Address Change To whom it may concern:

Effective June 13, 2023, Creative Bus Sales, Inc. will be changing its name to Model 1 Commercial Vehicles, Inc.

This change was made with great intentionality and vision from our leadership team. The name change was necessary to address our expansion into additional service and product lines while also demonstrating how we want to move into the future. We faced a reality that our company name, Creative Bus Sales, had become too limiting. We were already more than buses and more than sales. We will expand even further than bus sales by leading the industry in electric vehicles and commercial alternative fuel applications. The update to Model 1 Commercial Vehicles reflects both our business strategy and the gofirst mindset we bring to the industry.

Our Federal Employment Identification Number and tax status as an Indiana S Corporation are not changing. Model 1 Commercial Vehicles remains a family-owned company and looks forward to serving our customers for many years to come.

Additionally, on July 1, 2023, our Indianapolis headquarters will be moving to allow for continued expansion. Our new Indianapolis address will be:
9225 Priority Way
Suite 300
Indianapolis, IN 46240
If you have any questions, please contact [email protected].

Sincerely,
Tony Matijevich
President
95 Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0803 Agenda Date: 6/15/2026 Agenda #: 4.

Agenda Item Wording:

Appropriations Limit - City Council approval of Resolution 2026-40 adopting the 2026-27 fiscal year appropriations limit for the City of Visalia’s General Fund.

Agenda Date: 06/15/2026
Prepared by: Renee Nagel, Finance & Technology Director 713-4375 [email protected], Amee Swearingen Budget Analyst 713-4170 [email protected] Department Recommendation: That the City Council adopt Resolution 2026-40 establishing the appropriations limit for the 2026/27 fiscal year in the amount of $248,202,443 for the General Fund.

Summary:

Annually Council is required by the State to approve the appropriation limit for the City of Visalia. The Appropriation Limitation imposed by Propositions 4 and 111 creates a restriction on the amount of tax revenue which can be appropriated in any fiscal year. The limit is based on actual appropriations during the 1978-79 fiscal year and is increased each year by a factor comprised of the change in population combined with the change in California per capita personal income.

Background Discussion:

The General Fund is the only fund subject to the appropriation limit mandated by the State of California. Any challenge to the appropriations limit must be brought within 45 days from the effective date of the resolution.

The State of California provides the population and California per capita personal income change data for local jurisdictions to calculate their appropriations limit. Based on the following data received from the Department of Finance, a population change of 0.21% and per capita income change of

4.95 %, the appropriations limit for Visalia is $248,202,443. The total General Fund appropriation subject to limitation for the fiscal year 2026/27 is $103,407,200 which is well under the appropriations limit as shown in Table 1, Gann Appropriations Limit.

Appropriations Limit FY 2025-26 $236,001,182
Adjustment Factors:

Population Change (0.21+100/100=1.0021) 1.0021
Per Capita Income Change (4.95+100/100=1.0495) x 1.0495 Total Adjustment Factor 1.0517
Adjustment Amount 12,201,261
FY 2026-27
Gann Appropriations Limit
Table 1
Visalia City Council Page 1 of 3 Printed on 6/12/2026
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File #: 25-0803 Agenda Date: 6/15/2026 Agenda #: 4.

Appropriations Limit FY 2025-26 $236,001,182
Adjustment Factors:

Population Change (0.21+100/100=1.0021) 1.0021
Per Capita Income Change (4.95+100/100=1.0495) x 1.0495 Total Adjustment Factor 1.0517
Adjustment Amount 12,201,261
Appropriations Limit for FY 2026-27 248,202,443
Budgeted Expenditures Subject to Limit FY 2026-27 103,407,200 Amount of Unspent Authorized Appropriation $144,795,243 FY 2026-27
Gann Appropriations Limit
Table 1
Table 2, Calculation of Proceeds of Taxes, categorizes General Fund revenues. As shown in the table, the amount of taxes is equivalent to the budgeted expenditures subject to the 2026/27 limit.

Tax Non-Tax
Proceeds Proceeds Total
General Fund
Taxes $103,407,200 $0 $103,407,200
Licenses & Permits 0 200,800 200,800
Fines 0 1,117,100 1,117,100
Revenue From Use of Money & Property 0 380,500 380,500
Revenue From Other Agencies 0 2,508,700 2,508,700
Revenue for Current Services 0 2,903,600 2,903,600
Other Revenue 0 1,355,400 1,355,400
Subtotal 103,407,200 8,466,100 111,873,300
Interest 0 922,500 922,500
Total General Fund $103,407,200 $9,388,600 $112,795,800 FY 2026-27
Table 2
Calculation of Proceeds of Taxes
Fiscal Impact including annual maintenance and operating costs: None Prior Council Action: N/A
Visalia City Council Page 2 of 3 Printed on 6/12/2026
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File #: 25-0803 Agenda Date: 6/15/2026 Agenda #: 4.

Alternatives: N/A
Recommended Motion (and Alternative Motions if expected):

I move to adopt Resolution No. 2026-40 establishing the appropriations limit for the 2026-27 fiscal year in the amount of $248,202,443 for the General Fund.

Environmental Assessment Status: N/A
CEQA Review: N/A
Deadline for Action: 06/30/2026
Attachments: Attachment 1 - Resolution No. 2026-40 Attachment 2 - CA Department of Finance Letter on Price and Population
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☒
Fiscal
Strength
☐
Infrastructure &
Growth
☐
Quality of
Life
Visalia City Council Page 3 of 3 Printed on 6/12/2026
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Attachment 1
RESOLUTION NO. 2026-40

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VISALIA ESTABLISHING THE 2026-27 APPROPRIATIONS LIMIT
WHEREAS, in 1979, California voters approved Proposition 4 (Article XIII-B of the California State Constitution). Informally known as the “Gann Initiative,” Article XIII-B provides limits to the amount of tax proceeds state and local governments can spend each year.

WHEREAS, in 1980, the State Legislature added Section 9710 of the Government Code stating that the governing body of each City must establish, by resolution, an appropriations limit for the following year. The limit for any fiscal year is equal to the previous year’s limit, adjusted for population changes and the change in the U.S. Consumer Price Index (or California per capita personal income, if smaller). The necessary statistical information is provided by the California Department of Finance.

WHEREAS, Proposition 111 modified Article XIII-B. A City may choose which annual adjustments to use. The adjustment factors include the growth in the California Per Capita Income, or the growth in the non-residential assessed valuation due to construction within the City and the population growth within the City or county.

AND IT FURTHER provided for the 2026-27 fiscal year, any challenge to the appropriations limit must be brought within 45 days from the effective date of the resolution.

NOW, THEREFORE, BE IT RESOLVED that the appropriations limit as defined by Propositions 4 and 111 is set at $248,202,443 for 2026-27 fiscal using a percentage change growth factor of 0.21% and change in per capita income of 4.95% as established by the California Department of Finance.

PASSED AND ADOPTED: June 15, 2026 LESLIE B. CAVIGLIA, CITY CLERK

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

CITY OF VISALIA )
I, Leslie B. Caviglia, City Clerk of the City of Visalia, certify the foregoing is the full and true Resolution 2026-40 passed and adopted by the Council of the City of Visalia at a regular meeting held on June 15, 2026.

Dated: June 15, 2026 LESLIE B. CAVIGLIA, CITY CLERK
By Reyna Rivera, Chief Deputy City Clerk
99 May 1, 2026
Dear Fiscal Officer:

Price Factor and Population Information
Appropriations Limit
California Revenue and Taxation Code section 2227 requires the Department of Finance to transmit an estimate of the percentage change in population to local governments.

Each local jurisdiction must use their percentage change in population factor for January 1, 2026, in conjunction with a change in the cost of living, or price factor, to calculate their appropriations limit for fiscal year 2026–27. Attachment A provides the change in California’s per capita personal income and an example for utilizing the factors to calculate the 2026–27 appropriations limit. Attachment B provides the city and unincorporated county population percentage change. Attachment C provides the population percentage change for counties and their summed incorporated areas. The population percentage change data excludes federal and state institutionalized populations and military populations.

Population Percent Change for Special Districts
Some special districts must establish an annual appropriations limit. California Revenue and Taxation Code section 2228 provides additional information regarding the appropriations limit. Article XIII B, section 9(C) of the California Constitution exempts certain special districts from the appropriations limit calculation mandate. Special districts required by law to calculate their appropriations limit must present the calculation as part of their annual audit. Any questions special districts have on this requirement should be directed to their county, district legal counsel, or the law itself. No state agency reviews the local appropriations limits.

Population Certification
The population certification program applies only to cities and counties. California Revenue and Taxation Code section 11005.6 mandates Finance to automatically certify any population estimate that exceeds the current certified population with the State Controller’s Office. Finance will certify the higher estimate to the State Controller by June 1, 2026. Please note: The prior year’s city population estimates may be revised.

The per capita personal income change is based on historical data.

If you have any questions regarding this data, please contact the Demographic Research Unit at (916) 323-4086.
/s Erika Li
Attachment
100
May 2026
Attachment A
A. Price Factor: Article XIII B specifies that local jurisdictions select their cost of living factor to compute their appropriation limit by a vote of their governing body. The cost of living factor provided here is per capita personal income. If the percentage change in per capita personal income is selected, the percentage change to be used in setting the fiscal year 2026–27 appropriation limit is:

Per Capita Personal Income
Fiscal Year Percentage change
(FY) over prior year
2026-27 4.95
B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2026–27 appropriation limit.
2026–27:

Per Capita Cost of Living Change = 4.95 percent
Population Change = -0.14 percent
Per Capita Cost of Living converted to a ratio: 4.95 + 100 = 1.0495 100
Population converted to a ratio: -0.14 + 100 = 0.9986
100
Calculation of factor for FY 2026–27: 1.0495 x 0.9986 = 1.0480 101
About the Data
FISCAL YEAR 2026-27
Attachment B
Annual Percent Change in Population Minus Exclusions*
January 1, 2025 to January 1, 2026, and Total Population January 1, 2026 City County Percent Change 25-26 Population Minus Exclusions 1-1-25 Population Minus Exclusions 1-1-26 Total Population 1-1-26 Dinuba Tulare 1.59 26,149 26,566 26,566
Exeter Tulare -0.17 10,305 10,287 10,287
Farmersville Tulare -0.65 10,406 10,338 10,338
Lindsay Tulare -0.87 12,823 12,712 12,712
Porterville Tulare -0.26 63,732 63,565 63,719
Tulare Tulare 0.61 72,495 72,936 72,936
Visalia Tulare 0.21 147,735 148,046 148,302
Woodlake Tulare 1.62 8,038 8,168 8,168
Unincorporated Tulare -0.08 136,645 136,536 136,582
Incorporated Tulare 0.27 351,683 352,618 353,028
County Total Tulare 0.17 488,328 489,154 489,610
*Exclusions include residents on federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes. 102
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0813 Agenda Date: 6/15/2026 Agenda #: 5.

Agenda Item Wording:

Encampment grant application - Authorize staff to apply for the Encampment Resolution Program Round 5 up to $5,000,000 for operational funds for the Visalia Navigation Center to provide interim shelter and operational funds for the Majestic Gardens and Sequoia Village for permanent housing, and services coordination.

Agenda Date: 06/15/2026
Prepared by:

Margie Perez, Housing Specialist, [email protected], (559) 713-4460 Nichol Ritchie, Finance Manager, [email protected], (559) 713-4379 Renee Nagel, Finance Director, [email protected], (559) 713-4375 Department Recommendation: Staff recommends that Council receive a summary of the funding available for the Encampment Resolution Funding Program and authorize staff to apply for Encampment Resolution Funding Round 5 up to $5,000,000 for operational funds for the Visalia Navigation Center to provide interim shelter and support Majestic Gardens and Sequoia Village for permanent housing, and services coordination.

Summary:

The Encampment Resolution Funding (ERF) program is a competitive grant program through the California Department of Housing and Community Development (HCD) available to assist local jurisdictions to provide support to people experiencing homelessness in targeted encampments and place them into permanent housing. On March 27, 2026, HCD released an ERF Round 5 Notice of Funding Availability (NOFA) as shown in Attachment A. The ERF program funds person-centered proposals that resolve unsheltered homelessness in encampments. Proposals should address safety and wellness in encampments, resolve critical encampment concerns, and transition people into interim shelter and/or permanent housing. The total estimated available funding is $93 million. Prior ERF NOFAs available funding ranged from $237 million to $298 million; therefore, ERF Round 5 represents significantly the lowest funding available to date.

ERF Round 5 is not intended to fund a community-wide encampment resolution program.

Applications may propose to serve a single individual encampment, or an encampment zone of multiple encampments that meets all three conditions listed below. Fifty percent of funding will be prioritized for encampments identified on state right-of-way. The ERF 5 proposed encampment sites are Highway198 and South Route 63 (Mooney Boulevard).

Eligible activities include permanent housing, prevention and diversion, interim housing, non-housing services, and administration.

Background Discussion:

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California Department of Housing and Community Development (HCD) released Encampment Resolution Funding (ERF) Round 5 Notice of Funding Availability (NOFA) on Friday, March 27, 2026.

The Encampment Resolution Funding Program funds, person-centered proposals that resolve unsheltered homelessness in encampments. The ERF Round 5 NOFA is on a statewide competitive basis. Proposals should address safety and wellness in encampments, resolve critical encampment concerns, and transition people into interim shelter or permanent housing. Proposals may strengthen existing, successful models and/or support new approaches that provide safe, stable, and permanent housing for people in encampments. Permanent housing placement is a priority for this round.

Funds Available: The total estimated available funding for ERF Round 5 is $93 million. Prior ERF NOFAs available funding ranged from $237 to $298 million; therefore, this is significantly the lowest amount of available ERF funding. Pursuant to the authorizing statute, up to 50 percent of the funds authorized for ERF Round 5 shall be prioritized for local jurisdictions with proposals that address encampments on State right-of-way.

Key Dates: The ERF Round 5 NOFA was released on Friday, March 27, 2026. The ERF Round 5 NOFA is due to HCD by June 30, 2026. Awards are expected to be announced in September of 2026. If remaining ERF Round 5 funds are available, a second NOFA may be opened in the fall of 2026. However, this is very unlikely since this round of funding is the lowest that has been available since the program began.

Eligible applicants: Eligible applicants are local jurisdictions including cities, counties and Continuums of Care (CoC). Local jurisdictions will have priority to apply for ERF programs on state right of ways over CoC applicants. ERF-Round 5 funds may only be used for proposals that connect people experiencing homelessness in encampments to interim shelter with clear pathways to permanent housing or place people directly into permanent housing.

Encampment Sites to Address: ERF Round 5 is not intended to fund a community-wide encampment resolution program. Applications may propose to serve a single individual encampment, or an encampment zone of multiple encampments that meets all three conditions listed below.

Pursuant to the authorizing ERF statute, up to 50 percent of the funds authorized for ERF Round 5 shall be prioritized for local jurisdictions with proposals that address encampments on State right-ofway. Applications proposing to address encampments on a state right-of way must obtain a letter of support from their local Caltrans District Office. The letter must include:
· A commitment from Caltrans in support of the ERF proposal. · An acknowledgement that Caltrans will only take action on that encampment site in collaboration with the grantee, unless critical circumstances exist (imminent threat to life, health, safety, or infrastructure) and must be immediately addressed. · Be signed by the local Caltrans Deputy District Director of Maintenance or their designee. “Encampment” generally refers to any location where multiple individuals experiencing unsheltered homelessness have established a place of residence, and where the ongoing presence and conditions of the site result in sustained or significant impacts to health, safety, public access, or infrastructure. Encampments may exist on public or private land and are typically characterized by the presence of personal belongings, makeshift or semi-permanent structures, and repeated or prolonged habitation.

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The defining criteria of an encampment are not based on the number of occupants, but on the degree of impact on:
· The individuals residing in the encampment, including exposure to environmental hazards, violence, or lack of access to services and housing;
· The surrounding community, including limitations to public access, increased health and safety risks, or strain on public systems; and
· Critical infrastructure and natural resources, including blocked rights of way, degraded environmental conditions, or damage to public property.

Applicants must provide justification for the prioritization of the specific encampment, encampment zone(s), or scattered sites proposed to be served. If an applicant proposes to prioritize multiple encampments (encampment zone), the encampments may only be addressed through a single application if all of the following apply:
1) There is a single justification for prioritizing the encampments, 2) The demographics and service needs of the residents of the encampments are sufficiently similar, and
3) The same set of services, and service providers, including outreach, interim and permanent housing programs, will be used to serve and house the individuals in the encampments.

Eligible Uses: Eligible uses include but are not limited to:
· Permanent Housing
o Delivery of Permanent Housing - Acquisition, construction, and/or rehabilitation to develop permanent housing.
o Rapid Rehousing - Rental subsidies, security deposits, landlord mitigation. o Operating Subsidies - Operating subsidies for affordable or permanent supportive housing units.
· Prevention and Diversion
o Prevention and diversion to permanent housing, including flexible forms of assistance to prevent people that have been placed into permanent housing from losing their housing and returning to homelessness.
· Interim Housing
o New clinically enhanced congregate shelters, existing non-congregate shelters, and operations of navigation centers/shelters.
o Improvements to emergency shelters.
· Services Coordination
o Street Outreach to assist persons to permanent housing placement. o Services Coordination access to workforce, education, and training programs. Services at a safe parking site and case management.
· Administration
o Up to 5% may be applied to administrative costs.

Proposal Requirements: ERF Round 5 funds may only be used for proposals that connect people experiencing unsheltered homelessness either to interim shelter with clear pathways to permanent housing or directly to permanent housing. ERF Round 5 will fund actionable, person-centered, local Visalia City Council Page 3 of 7 Printed on 6/12/2026
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proposals that meet the ERF 5 NOFAs threshold requirements to provide stable housing and address the immediate health and safety needs of the individuals residing in specific encampments.

Proposals must seek to resolve targeted experiences of unsheltered homelessness by addressing the safety and wellness of people within encampments, resolve critical encampment concerns, and transition individuals into interim shelter with clear pathways to permanent housing or directly into permanent housing, using data-informed, non-punitive, low-barrier, person-centered, Housing First, and coordinated approaches. Proposals may bolster existing, successful models and/or support new approaches that provide safe, stable, and ultimately permanent housing for people experiencing homelessness in encampments.

Staff Recommendations for Application:

Proposed ERF 5 Encampment Sites: Staff recommends the encampment sites to be 1) Highway 198 and 2) South State Route 63 (Mooney Boulevard) corridor extending from Highway 198 to Mooney Grove park.

To apply for priority funding on state right-of-way it requires a letter of commitment from the local Caltrans District Office. A new requirement in the ERF 5 application to apply for priority funding on a State right-of-way, the city must conduct the following items listed below and as shown in Attachment E - Caltrans Letter of Support. The coordinated service administrator(s) will assist in meeting these ERF 5 requirements.
o Work to resolve encampments to deter repopulation of sites. o Report all weekly actions taken and document outcomes. o Engage service-resistant individuals and use all tools available to resolve housing individuals.

Proposed ERF 5 Activities: Staff recommends the following proposed activities:
· Interim Housing - The Visalia Navigation Center at approximately $2,000,000 for two years of operational funds including rental subsidies for Visalia Navigation Center ERF clients. · Permanent Housing - Majestic Gardens at approximately $1,000,000 for rental subsidies for 19-units, case management, and onsite security
· Permanent Housing - Sequoia Village at approximately $1,000,000 for rental subsidies for 19-units, case management, and onsite security.
· Services Coordination at approximately $1,000,000 for street outreach, transportation assistance, landlord liaison, Coordinated Entry Systems (CES) and Homeless Management Information Systems (HMIS) oversight, and client housing flex funds. Client housing flex funds consists of security deposits, rental applications fees, landlord mitigation funds, holding fees, credit repair, motel vouchers, furnishing, and rental subsidies. A to be determined non-profit(s) will be selected to administer coordinated services via a formal procurement process. · Administration at no more than 5% of the grant award.

It’s very common for ERF proposed activities to be modified and/or removed according to the State’s requests. Therefore, if awarded ERF 5 funding, staff will return to council to approve appropriations according to State approved ERF 5 activities.

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Compliance with State Encampment Funds: City and county applicants must identify whether they have a current and formal policy and/or ordinance to address encampments that fully complies with the California Interagency Council (Cal ICH) Guidance on Addressing Encampments as shown on Attachment B - Cal ICH Guidance on Addressing Encampments. To meet this requirement, applicants may submit internal standard operating procedures, staff training materials, and/or scope of work language from service or housing provider contracts that substantiate the jurisdiction meets all components required in the state guidance.

City and county applicants must provide the policy, ordinance, or any other documentation that substantiates the jurisdiction follows all components set forth in the state guidance. If there is no policy or ordinance to address encampments, or if the encampment policy is not fully compliant with state guidance, city and county applicant(s) must provide a timeline by which it will adopt or update the policy or ordinance to come into compliance with state guidance within three months of award. If the jurisdiction does not adopt a fully compliant policy within three months of award, the award may be rescinded and funds awarded to the next eligible applicant.

The compliant encampment ordinance must include:
· 48-hour written notice, unless there is an imminent threat to life, safety, or health.. o The 48-notice must include:
§ The anticipated date and time of the enforcement action, § Information on services, including shelter, that are immediately available to persons living in the encampment, and
§ Information on how unattended belongings will be handled the day of the enforcement action, including what will be stored, how they can be recovered, and the date by which they must be claimed.
§
The 48-hour written notice is not currently in place. The current policy is a 24-hour written notice. Staff believes, that the change would not have a direct impact on homelessness. This will not affect any necessary immediate criminal activity that requires immediate removal. · Storage of collected items (Code Enforcement already meets this requirement) o Personal belongings collected at the encampment site that are not a health or safety hazard shall be collected, tagged, and stored for not less than 60 days. o Items include eyeglasses, operational wheelchairs, walkers, crutches, other medical equipment, habitable tents, personal papers (such as photographs, albums, ID's, bank statements, and legal papers), backpacks, containers, and operational bicycles, scooters, and strollers.

The Governor released a Model Encampment Ordinance on May 12, 2025, included herein as Attachment C - CA Model Encampment Ordinance. Adopting a local ordinance that is consistent with all core aspects of the Model Encampment Ordinance would be compliant with Cal ICH’s guidance and satisfy the ERF Round 5 NOFA requirements. The Model Ordinance is a tool for applicants to use in developing their own encampment policy, but an encampment policy may still be compliant with Cal ICH’s guidance if it diverges in some ways from this Model Ordinance.

State and Local Collaboration: The ERF Round 5 application requires collaboration with state and local partners to mitigate risk and address safety concerns while ensuring a pathway for individuals Visalia City Council Page 5 of 7 Printed on 6/12/2026
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living in encampments to move into safe and stable housing. Proposals with encampments on State right-of-way require a letter of support from the local Caltrans District Office. The letter must include a commitment from Caltrans that they are in support of the ERF Round 5 proposal.

Homeless Management Information System (HMIS): Pursuant to HSC section 50254, ERF Round 5 grantees and their subcontractors must report client data into their local Homeless Management Information Systems (HMIS), and that data must be shared quarterly with the statewide Homeless Data Integration System (HDIS).

Housing First Requirement: All ERF Round 5 grantees must comply with the core components of Housing First as provided in Chapter 6.5 (commencing with Section 8255) of Division 8 of the Welfare and Institutions Code (WIC). See Appendix E for the Housing First statute listing all core components in HSC section 8255(b)(1)-(11). State requirements regarding Housing First requirements are shown in Attachment D-Cal ICH Housing First Guidance.

Annual Reporting on Homeless Shelter Inspections: Effective July 1, 2025, all homeless shelters are subject to the AB 130 inspection and reporting requirements, for the purpose of this NOFA, ERF Round 5 grantees shall ensure that all homeless shelters receiving ERF Round 5 funds are subject to local annual inspections, that any identified violations are corrected within the timeframes prescribed by HSC section 17974.2(b). Jurisdictions that fail to submit annual reports pursuant to the AB 130 shelter inspection and reporting requirement or take required actions to correct a violation cannot receive state funding. Visalia has submitted its annual homeless shelter inspection report; therefore, the City is eligible to apply for ERF 5 funds.

Fiscal Deadlines: ERF Round 5 grantees must expend at least 50 percent and obligate 100 percent of their allocation within two years from the date of the award. All ERF Round 5 program funds must be fully expended within four years from the date of award. Any funds not expended by this deadline shall revert to the fund of origin and may no longer be available for use by the City.

Fiscal Impact including annual maintenance and operating costs: If awarded, Encampment Resolution Funding Round 5 funding could provide up to $5,000,000 to support encampment mitigation activities along Highway 198 and South Route 63 (Mooney Boulevard). If awarded ERF 5 funding, staff will return to Council for appropriation approval consistent with State-approved ERF 5 activities. No General Fund contribution is proposed or required as part of this grant application.

Prior Council Action:
● January 17, 2023 (23-0010) - Approval to apply for ERF Round 2 (ERF-2-R) for the development of the Visalia Navigation Center.
● December 4, 2023 (23-0424) - Approval to apply for ERF Round 3 (ERF-3-R) funds to for the Visalia Navigation Center and the Majestic Gardens project. ● July 15, 2024 (24-0263) - Appropriate $3,628,371 in ERF-2-R funds for the development of the Visalia Navigation Center.
● May 19, 2025 (25-0072) - Approval to accept ERF Round 4 (ERF-4-L) funds for the Visalia Navigation Center and Sequoia Village project.

Alternatives: None
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File #: 25-0813 Agenda Date: 6/15/2026 Agenda #: 5.

Recommended Motion (and Alternative Motions if expected):

I move to authorize staff to apply for Encampment Resolution Funding Round 5 up to $5,000,000 for operational funds for the Visalia Navigation Center, Majestic Gardens, Sequoia Village and services coordination.

Environmental Assessment Status: N/A
CEQA Review: N/A
Deadline for Action: 06/15/2026
Attachments: ● Attachment A - Encampment Resolution Funding Program Round 5 NOFA ● Attachment B - Cal ICH Guidance on Addressing Encampments ● Attachment C - CA Model Encampment Ordinance
● Attachment D - Cal ICH Housing First Guidance
● Attachment E - Caltrans Letter of Support
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☒
Fiscal
Strength
☐
Infrastructure &
Growth
☒
Quality of
Life
Visalia City Council Page 7 of 7 Printed on 6/12/2026
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Encampment Resolution Funding Program
Round 5
Notice of Funding Availability (NOFA)
Gavin Newsom, Governor
State of California
Tomiquia Moss, Secretary
Business, Consumer Services and Housing Agency
Gustavo Velasquez, Director
California Department of Housing and Community
Development
651 Bannon Street, Suite 400
Sacramento, CA 95811
Telephone: (916) 263-6928
Website: https://www.hcd.ca.gov
ERF Website: Encampment Resolution Funding (ERF) Program | California Department of Housing and Community Development
ERF Round 5 Program Email: [email protected] March 27, 2026
110
2 Table of Contents
I. OVERVIEW.............................................................................................................. 3 A. Authorizing Statute .............................................................................................. 3 B. Purpose and Program Objectives......................................................................... 4 C. Application Timeline.............................................................................................. 4 D. Available Funds .................................................................................................... 5 II. ELIGIBILITY REQUIREMENTS ............................................................................... 5 A. Eligible Applicants................................................................................................. 5 B. Eligible Population to Serve.................................................................................. 6 C. Prioritizing Encampment Sites to Address............................................................ 6 D. Compliance with State Encampment Guidance:................................................... 7 III. ELIGIBLE USES ...................................................................................................... 8 IV. APPLICATION SUBMISSION, REVIEW, AND AWARD PROCESS....................... 11 A. Application Required Components ..................................................................... 11 B. Submitting a Complete ERF Round 5 Application .............................................. 15 C. HCD Review, Scoring, and Award ...................................................................... 16 V. Award and Funds Disbursement............................................................................ 21 VI. MONITORING, DOCUMENTATION, AND REPORTING ....................................... 21 A. Reporting............................................................................................................ 21 B. Application Amendments .................................................................................... 22 C. Fiscal Deadlines ................................................................................................. 22 D. Other Requirements ........................................................................................... 23 VII. RESOURCES AND CONTACT INFORMATION .................................................... 26 VIII. APPENDICES........................................................................................................ 27 Appendix A: ERF Statute............................................................................................... 27 Appendix B: ERF Round 5 Authorizing Legislation ....................................................... 37 Appendix C: Definitions................................................................................................. 38 Appendix D: California Interagency Council on Homelessness Guidance on Addressing Encampments ............................................................................................................... 39 Appendix E: Housing First Statute ................................................................................ 40 Appendix F: Inspection of Homeless Shelters Statute................................................... 43 111
3 I. OVERVIEW
The California Department of Housing and Community Development (HCD or Department) is pleased to announce the availability of Encampment Resolution Funding (ERF) Program Round 5 (ERF Round 5) grant funding. Pursuant to Health and Safety Code (HSC) section 50251, ERF was established to increase collaboration between the Department, local jurisdictions, and continuums of care (CoCs) for the following purposes:
• Assist local jurisdictions in ensuring the safety and wellness of people experiencing homelessness in encampments.
• Provide encampment resolution grants to local jurisdictions and continuums of care to resolve critical encampment concerns and transition individuals into safe and stable housing.
• Encourage a data-informed, coordinated approach to address encampment concerns.

This NOFA makes $93 million available to California cities, counties, and CoCs in FY 25-26 for awards through a rolling application process. Applications will be accepted on a rolling basis until June 30, 2026, or until funds are depleted, whichever occurs first. Pursuant to the requirement set forth in the authorizing statute, up to 50 percent of funds will be prioritized for proposals that serve people living in encampments on State right-of-way (SROW).

A. Authorizing Statute
ERF Round 5 is authorized under Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. The $100 million for ERF Round 5 was appropriated by Statutes of 2025, chapter 5, section 86 (the “2025 Budget Act”), which was signed into law by Governor Gavin Newsom on June 27, 2025.

Appendix A contains key statutes that support ERF implementation and guidance, and Appendix B contains the 2025 Budget Act. $93 million is being made available in this NOFA, with $7 million allocated to state administration and to fund a partial award from a prior round. More detail is included in Section I.D, Available Funds.

Pursuant to the authorizing statute, up to 50 percent of the funds authorized for ERF Round 5 shall be prioritized for Local Jurisdictions with proposals that address encampments on SROW as defined by HSC section 50250(m).

HSC section 50251(e) provides that the Department “may adopt regulations to implement this chapter. The adoption, amendment, or repeal of a regulation authorized by this subdivision is hereby exempted from the rulemaking provisions of the Administrative Procedure Act (Chapter 3.5 (commencing with Section 11340) of Part 1 of Division 3 of Title 2 of the Government Code).” This NOFA establishes the Department’s guidelines for ERF Round 5, including the terms, conditions, 112
4 forms, procedures, and other mechanisms that the Department deems necessary to administer ERF Round 5. The guidelines contained in this NOFA are adopted as if they have the “dignity of statutes.” (Ramirez v. Yosemite Water Company, Inc. (1999) 20. Cal. 4th 785, 799.)
B. Purpose and Program Objectives
ERF Round 5 will fund actionable, person-centered, local proposals that meet this NOFA’s threshold requirements to provide stable housing and address the immediate health and safety needs of the individuals residing in specific encampments. Proposals must seek to resolve targeted experiences of unsheltered homelessness by addressing the safety and wellness of people within encampments, resolve critical encampment concerns, and transition individuals into interim shelter with clear pathways to permanent housing or directly into permanent housing, using data-informed, non-punitive, low-barrier, personcentered, Housing First, and coordinated approaches.

Proposals may bolster existing, successful models and/or support new approaches that provide safe, stable, and ultimately permanent housing for people experiencing homelessness in encampments.

C. Application Timeline
The ERF Round 5 application will be made available by the Department upon release of this NOFA and will remain open for the first application window until June 30, 2026. If all program funds have not been awarded through the first application window, a second application window will remain open until October 31, 2026.

Applications will be reviewed in batches as displayed in the table below.

ERF Round 5 Application Events Responsible
Party
Estimated Date(s)
NOFA Release Date HCD 3/27/2026
Application Release Date HCD 3/27/2026
NOFA Walkthroughs (Webinars) HCD 4/13/26, 4/23/26, 4/29/26 Application Submission through
Window #1
Applicant 4/3/26 - 6/30/26
Review of Window #1 Applications HCD 7/1/26 - 8/31/26
Window #1 Awards HCD September 2026
Application Submission through
Window #2 (dependent on
availability of funds)
Applicant 9/1/26 - 10/31/26
Review of Window #2 Applications
(dependent on availability of funds)
HCD 11/1/26 - 1/8/27
113
5 Window #2 Awards HCD January 2027
HCD staff will host virtual webinars on Zoom to walk through this NOFA and the application requirements on the following dates:
• April 13, 2026, 1:00pm – 4:00pm
https://hcd-ca-gov.zoom.us/webinar/register/WN_3BoVs9ltQoSC02Cc2CeOtQ • April 23, 2026, 9:00am – 12:00pm
https://hcd-ca-gov.zoom.us/webinar/register/WN_ngUAyJcFSACTCPeCbgZpTQ • April 29, 2026, 9:00am – 12:00pm
https://hcd-ca-gov.zoom.us/webinar/register/WN_P7SB4CSKRB-8DzImooD4Fg Questions may be submitted to [email protected], with the subject line “ERF Round 5,” for the duration of the application period. HCD will also respond to common inquiries in formats directed to the entire eligible applicant pool (i.e., NOFA Walkthroughs, Frequently Asked Questions (FAQ) documents, Monthly Office Hours, etc.).

D. Available Funds
The Legislature appropriated $100 million to fund ERF Round 5, less $4.9 million allocated to the Department for program administration and $2.1 as a partial award to a prior round grantee, pursuant to the requirement set forth in HSC section 50252.1(b). This NOFA makes $93 million available for award to cities, counties, and CoCs.

Summary of ERF Round 5 Funding
Category Amount
Total FY 25-26 Funding $100 million
Partial Award to Prior Funding Round ERF 4 Lookback $2.1 million Program Administration $4.9 million
ERF Round 5 – Made Available in the NOFA $93 million
II. ELIGIBILITY REQUIREMENTS
A. Eligible Applicants
Eligible Applicants for ERF Round 5 program funds are the same as in previous Rounds of ERF, which include:
• Local Jurisdiction – as defined in HSC section 50250(j), means a city, including a charter city, a county, including a charter county, or a city and county. 114
6 • Continuum of Care (CoC) – as defined in HSC section 50250(d), “continuum of care” has the same meaning as in Section 578.3 of Title 24 of the Code of Federal Regulations.

Per authorizing statute (see Appendix B), local jurisdictions have priority to apply for ERF Round 5 to address encampments on the SROW over CoC applicants.

B. Eligible Population to Serve
ERF Round 5 funds may only be used for proposals that connect people experiencing unsheltered homelessness either to interim shelter with clear pathways to permanent housing or directly to permanent housing.

C. Prioritizing Encampment Sites to Address
“Encampment” generally refers to any location where multiple individuals experiencing unsheltered homelessness have established a place of residence, and where the ongoing presence and conditions of the site result in sustained or significant impacts to health, safety, public access, or infrastructure. Encampments may exist on public or private land and are typically characterized by the presence of personal belongings, makeshift or semi-permanent structures, and repeated or prolonged habitation.

The defining criteria of an encampment are not based on the number of occupants, but on the degree of impact on:
• The individuals residing in the encampment, including exposure to environmental hazards, violence, or lack of access to services and housing; • The surrounding community, including limitations to public access, increased health and safety risks, or strain on public systems; and • Critical infrastructure and natural resources, including blocked rights of way, degraded environmental conditions, or damage to public property.

ERF Round 5 is not intended to fund a community-wide encampment resolution program. Applications may propose to serve a single individual encampment, or an encampment zone of multiple encampments that meets all three conditions listed below. Applicants must provide justification for the prioritization of the specific encampment, encampment zone(s), or scattered sites proposed to be served. If an applicant proposes to prioritize multiple encampments (encampment zone), the encampments may only be addressed through a single application if all of the following apply:

1. There is a single justification for prioritizing the encampments, 115
7 2. The demographics and service needs of the residents of the encampments are sufficiently similar, and

3. The same set of services, and service providers, including outreach, interim and permanent housing programs, will be used to serve and house the individuals in the encampments.

Applicants must prepare a separate application for each encampment that does not meet the requirements of (1) – (3).

D. Compliance with State Encampment Guidance
City and county applicants must identify whether they have a current and formal policy and/or ordinance to address encampments that fully complies with the California Interagency Council (Cal ICH) Guidance on Addressing Encampments (see Appendix D for a list of all components in the state guidance). To meet this requirement, applicants may submit internal standard operating procedures, staff training materials, and/or scope of work language from service or housing provider contracts that substantiate the jurisdiction meets all components required in the state guidance.

Applicants that are CoCs must identify whether the encampment policies or ordinances of the city and/or county in which the specific encampment, encampment zone(s), or scattered sites are located is fully compliant with the state guidance. Inclusion of the policy(ies) or ordinance(s) depends on the local authorities that oversee encampment operations.

1. City and county applicants must provide the policy, ordinance, or any other documentation that substantiates the jurisdiction follows all components set forth in the state guidance.
a. If there is no policy or ordinance to address encampments, or if the encampment policy is not fully compliant with state guidance, the city and county applicant(s) must provide a timeline by which it will adopt or update the policy or ordinance to come into compliance with state guidance within three months of award. If the jurisdiction does not adopt a fully compliant policy within three months of award, the award may be rescinded and funds awarded to the next eligible applicant.

2. CoC applicants must provide the policy, ordinance, or any other documentation that substantiates the city and/or county in which the encampment is located follows all components set forth in the state guidance.
a. If there is no policy or ordinance to address encampments in the city and/or county in which the encampment is located, or if the encampment policy is not fully compliant with state guidance, CoC applicants must ensure the letter(s) of support from the jurisdiction(s) in which the encampment is located includes a commitment to adopting a fully 116
8 compliant policy within three months of award. If the jurisdiction does not adopt a fully compliant policy within three months of award, the award may be rescinded and funds awarded to the next eligible applicant.

On May 12, 2025, the Governor released a Model Encampment Ordinance.

Adopting a local ordinance that is consistent with all core aspects of the Model Encampment Ordinance would be compliant with Cal ICH’s guidance and satisfy the ERF Round 5 NOFA requirements. The Model Ordinance outlines that it is “intended to provide a starting point that jurisdictions may build from and adjust in creating their own policies…[but] is not intended to be comprehensive or to impose a one-size-fits-all approach for every [jurisdiction]." As such, the Model Ordinance is a valuable tool for Eligible Applicants to use in developing their own encampment policy, but an encampment policy may still be compliant with Cal ICH’s guidance if it diverges in some ways from this Model Ordinance.

III. ELIGIBLE USES
All applications and proposed eligible uses must advance the ERF Round 5 Purpose and Program Objectives set forth in Section I.B of this NOFA. Proposal design may include any combination of the following Eligible Use Categories outlined in the table on the following page:
117
9 Eligible Use
Category Eligible Uses Eligible Use Examples
Permanent
Housing
Delivery of
Permanent Housing
Delivery of permanent housing and innovative
housing solutions, such as unit conversions to
permanent housing for eligible persons,
rehabilitation of existing buildings or existing interim or transitional housing into permanent housing, and
predevelopment costs.

Rapid Rehousing
Rapid rehousing, including housing identification
services, rental subsidies, security deposits,
incentives to landlords, and holding fees for eligible
persons, housing search assistance, case
management, and facilitating access to other
community-based services.

Operating
Subsidies/Supportive
Services - Perm
Operating subsidies in new and existing affordable
or supportive housing units. Operating subsidies
may include operating reserves.

Prevention and
Diversion
Prevention and
Shelter Diversion
Prevention and shelter diversion to permanent
housing, including flexible forms of financial
assistance, problem solving assistance, and other
services to prevent people that have been placed
into permanent housing from losing their housing
and falling back into unsheltered homelessness.

This category is only available to serve people who
were formerly residing in the prioritized ERF
encampment site.

Interim Housing Interim Housing
Interim housing, limited to newly developed
clinically enhanced congregate shelters, new or
existing noncongregate shelters, and operations of
existing navigation centers and shelters based on
demonstrated need that are well suited for eligible
persons. Per HSC section 17974.4(b), funding may
not be used for the purpose of operating a shelter if
that shelter has outstanding violations, but may be
used to resolve those violations.

Interim Housing may also include Motel/Hotel
Vouchers.
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10 Operating
Subsidies/Supportive
Services - Interim
Operating subsidies in new and existing emergency
shelters and navigation centers. Operating
subsidies may include operating reserves.

Improvements to
Existing Emergency
Shelters
Improvements to existing emergency shelters to
lower barriers, increase privacy, better address the
needs of eligible persons, and improve outcomes
and exits to permanent housing.

Non-Housing
Street Outreach
Street outreach to assist eligible persons to access
crisis services, interim housing options, and
permanent housing and services.

Services
Coordination
Services coordination, which may include access to
workforce, education, and training programs, or other
services needed to improve and promote housing
stability for eligible persons, as well as direct case
management services being provided to persons,
including services being provided at safe parking
sites.

Administrative
Costs
Systems Support
Systems support for activities that improve,
strengthen, augment, complement, and/or are
necessary to create regional partnerships and a
homeless services and housing delivery system that
resolves persons’ experiences of unsheltered
homelessness.

Administrative Costs
Administrative costs incurred by the city, county, or
continuum of care to administer its program
allocation. Up to 5% of grant funds may be applied
to administrative costs.

Note: Site restoration is a prior eligible use that was allowed under ERF Round 1 and funded activities related to restoring the encampment site to its original, intended use.

ERF Round 5 does not fund site restoration as an allowable use. 119
11 IV. APPLICATION SUBMISSION, REVIEW, AND AWARD PROCESS A. Application Required Components
The ERF Round 5 application is a questionnaire style survey and has four required components: administrative information, proposal overview, implementation, and certification. A submitted application that deviates from the following requirements will be considered nonresponsive and will be disqualified from the evaluation.

Applications submitted by non-eligible applicants (reference Section 2.A. for Eligible Applicants) will also be automatically disqualified.

1. Required Component: Administrative Information
Requires the applicant to indicate the entity the Department will enter into contract with to receive and administer the award. This entity will be responsible for contracting (when necessary) with subcontractors, submitting all required reports to the Department, reporting universal data elements for people and families served into the local HMIS, and meeting other terms and conditions of the contract. This component also requires the applicant to provide contact information and its Federal Employer Identification Number (FEIN) or tax identification number. Governmental entities will need to submit a GovTIN Tax Form, and non-governmental entities (only lead entities of CoCs are eligible to apply) will need to upload a STD 204 Tax Form.

2. Required Component: Proposal Overview
Requires the applicant to provide the following narrative descriptions and metrics on the expected outcomes of the proposal:
a. Proposal Summary: Includes an overview of all key components and/or phases of the project that will be funded wholly or in part with ERF Round 5 resources. This should be an executive summary of the proposal, to include (1) the encampment and population proposed to be served (2) the core service/housing delivery model and (3) the impact/outcomes proposed to be accomplished.
b. People Served and Housed: Includes the number of people living in the prioritized encampment at the time of application submission, and the number of people proposed to be served and housed in interim and permanent housing if the application is awarded.
c. Encampment Information: Includes the physical characteristics of the encampment, why the site and the people residing there are being prioritized, and whether the encampment is located entirely or partially on a SROW. This information must be accompanied by the following:
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12 i. Attachment, Geographic Information System (GIS) Map Layer: Applicants must submit a GIS map layer or equivalent of the specific encampment, encampment zone(s), or scattered sites proposed to be served with ERF Round 5 funds. The attachment should allow sites to be easily imported into a GIS data set. For applicants with access to internal GIS resources, a shapefile is the preferred format for capturing area-level data with precision and consistency. Another option is to use a publicly available free app service like “Google My Maps” or similar program to create a polygon using one of those platforms.

Note: Applicants may upload an additional jpeg or pdf map that shows the location of the specific encampment, encampment zone(s), or scattered sites within the jurisdiction in relation to key application components (i.e. service locations, interim housing locations, and permanent housing locations).
d. State and Local Collaboration: Pursuant to HSC section 50252.1(c)(4)(C), the application should include a description of how the applicant intends to collaborate with state and local partners to mitigate risk and address safety concerns while ensuring a pathway for individuals living in encampments to move into safe and stable housing. This description must also confirm that the jurisdiction submitted an AB 130 Annual Homeless Shelter Inspection Report to HCD. HSC section 17974.5 requires that HCD withhold state funding from a jurisdiction that fails to comply with the AB 130 Annual Homeless Shelter Inspection Report requirements or fails to take action to correct any homeless shelter violation pursuant to HSC 17974.4. See Section IV.D.3., Annual Reporting on Homeless Shelter Inspections, and Appendix F for details on this requirement, including remedies for jurisdictions to become eligible again to receive state funds. i. Required Local Jurisdiction Letter(s) of Support (required for CoC applicants only): CoC applicants must obtain a letter, or letters, of support from city and/or county overlapping jurisdictions in which the specific encampment, encampment zone(s), or scattered sites are located. Local encampment abatement operations, public health and safety, and service and housing responsibilities and authorities may be shared by multiple jurisdictions. The letter(s) of support must detail the roles and responsibilities of each participating jurisdiction, and include a commitment from the jurisdictions to coordinate on any potential abatement activities. HCD will also accept a single letter of support signed by all jurisdictions.
ii. Required Caltrans Letter of Support (required for applications proposing to address encampments on SROW only): Applications proposing to address encampments entirely or partially on a SROW must include a letter of support from their local Caltrans District Office. The letter must include a commitment from Caltrans that they are in support of 121
13 the ERF proposal. It must also include an acknowledgement that Caltrans will only take action on that encampment site in collaboration with the grantee, with at least two weeks’ notice to HCD and the ERF grantee, unless critical circumstances exist when an encampment poses an imminent threat to life, health, safety, or infrastructure and must be immediately addressed. This letter should be signed by the local Caltrans Deputy District Director of Maintenance (DDDM) or their designee and include the contact information of the Caltrans representative for the prioritized encampment location.
e. Proposal Outcomes and Project Timeline: Includes a description of the proposal’s planned outcomes, key milestones with associated dates for each outcome, the methods by which the applicant will measure and track progress, and proposed activities to achieve the outcome. Applicants must provide incremental milestones for achieving the interim housing and permanent housing goals set out in the proposal. For projects that include interim housing and/or permanent housing development, the timeline should include major development milestones.
f. Centering People: Requires the applicant to provide detailed responses to the following prompts:
i. How the proposal complies with Housing First law pursuant to Welfare and Institutions Code Section 8255. Housing First statute is contained in Appendix E and applicants may also refer to the Cal ICH Guide to California’s Housing First Law;
ii. How input from individuals with lived experience of homelessness has been meaningfully incorporated into the proposal;
iii. How the proposal will provide sanitation services to those living in the prioritized encampment. This may be through ERF Round 5 funds or by a jurisdiction or nonprofit entity; and
iv. A list of community organizations or groups currently supporting or engaging with encampment residents, and the services being provided by those organizations.

3. Required Component: Implementation
This component requires the applicant to provide details around proposal implementation in three key areas:
a. Core Service Delivery and Housing Strategies, including:
i. Outreach, engagement, case management, and service coordination tailored to address the needs of individuals residing in the encampment; 122
14 ii. When an application includes operating safe parking sites while locating interim or permanent housing for people experiencing homelessness living in vehicles or recreational vehicles, a description of how the applicant intends to acquire sites for safe parking, operate the site, provide services at the safe parking site, and increase safe parking site hours;
iii. Proposed interim housing opportunities;
iv. Proposed permanent housing opportunities;
v. Commitment and capacity to deliver permanent housing solutions; vi. How services are tailored to meet the needs and preferences of individuals in the encampment, encampment zone(s), or scattered sites; vii. Strategies to prevent displacement into other unsheltered locations; viii.Approaches to prevent returns to unsheltered homelessness; ix. Consideration for the dynamic nature of encampments, including potential inflow;
x. Support for storage and access to personal belongings across housing stages;
xi. Support for participants with service animals and pets; xii. Strategies for serving individuals who do not transition into housing; and xiii.If located on a SROW, how the applicant will coordinate with Caltrans ahead of abatement actions to avoid displacement and address the needs of the individuals living in the encampment.
b. Budget and Resource Plan: The total amount of ERF Round 5 funds requested, and an explanation for how the requested amount was determined based on the number of people served and the housing options provided. The Budget and Resource Plan must also identify non-ERF Round 5 resources that will be leveraged to support proposal implementation, including other funding sources and resources from other systems that would increase services and housing options. This includes prior ERF awards, and other federal, state, and local funding sources.

Applicants must categorize their budgets into the appropriate Eligible Uses. If one larger budget item may fall within two or more Eligible Use categories, applicants should split it into the appropriate individual line items so that HCD can track and better understand proposal components.
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15 HCD strongly encourages applicants to design proposals that maximize the impact of ERF Round 5 by leveraging additional other local, state, and federal funding streams, including social entitlement programs and complementary housing or service initiatives. By aligning ERF Round 5 proposals with these resources, jurisdictions can expand the scope of services, accelerate implementation, and achieve more sustainable housing outcomes for the individuals experiencing homelessness in the specific encampment zone(s), or scattered sites proposed to be addressed. c. Key Entities and Staff: Includes the experience and qualifications for the implementing organization and key partners, staffing strategy, evidence of collaboration between local jurisdiction(s) and the CoC, as well as identification of the primary parties with rights to and/or control of the property upon which the encampment resides (e.g., Caltrans, Union Pacific, private landowner, etc.) and their shared understanding of and commitment to the implementation of the proposal. For proposals on the SROW, in addition to the Caltrans letter of support, applicants must describe how they collaborated with Caltrans on their program design, implementation plans, and projected timeline.

Proposals funding homeless shelters must ensure shelters are in compliance with the requirements outlined in HSC sections 17974-17974.6. Applicants must disclose whether any homeless shelter included in the proposal has received violations under HSC sections 17974-17974.6 within the past 12 months and describe the status of corrective actions taken and any outstanding violations.

4. Required Component: Certification
The applicant must certify that all information included in the application is true and accurate.

B. Submitting a Complete ERF Round 5 Application
Applications must be submitted through the ERF Round 5 application portal in Cognito, linked on the ERF website. Within the Cognito application, applicants must upload a completed budget using the budget template available on HCD’s ERF website.

Refer to Section III, Eligible Uses, for guidance on allowable expenses and budget categorization. HCD will accept applications on a rolling basis through two windows or until all funds have been awarded, whichever occurs first. Refer to Section I.C., Application Timeline, for all specific dates.

Since HCD does not have control over the platform’s timing apparatus and uploading speed, and to mitigate for unforeseen occurrences, applicants are strongly encouraged to submit by noon on the last day of the application window. 124
16 C. HCD Review, Scoring, and Award

1. Phase 1 – Administrative Review
Applications will be reviewed and evaluated for completeness of NOFA specifications, including checking that the application was submitted on behalf of an eligible applicant. During this stage, HCD will ensure that all required components are completed and submitted. HCD will reach out to applicants and allow them to resolve small discrepancies, but applications that are not complete or do not contain all the required items and attachments will be disqualified from the evaluation.

Additionally, applications will be reviewed to ensure deduplication with any previous ERF award. Generally, ERF Round 5 funding is not meant to augment a prior award which provided funding to accomplish the same outcomes described in the proposal. To receive a new ERF award, a previously awarded applicant must provide a new proposal that describes the additional activities to be carried out and the outcomes to be accomplished and/or identifies the additional people to be served.

2. Phase 2 – Scoring
The Evaluation Panel will review and consider the totality of the information in the application when determining whether the application satisfies the minimum scoring threshold. However, applicants should respond to each application criterion in the proper application section to ensure all requirements are met.

ERF Round 5 Scoring Matrix
Application Section Factors that satisfy minimum scoring threshold:
2A-C. People Served
and Encampment
Information
(Must receive at least 3
out of the 5 possible
points)
o Clearly describes the characteristics and
demographics of the people living in the
prioritized encampment and the physical aspects
of the encampment, including location, size of
area, types of structures onsite, and vehicles
present.
o Makes a logical and compelling case for why the
identified encampment site is being prioritized.
2D. State and Local
Collaboration
o Includes a clear description of the responsibilities
and authorities for encampment abatement
operations, public health and safety issues, and
service and housing providers. This description
should include the encampment policy or policies
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17 (Must receive at least 4 out
of the possible 5 points)
that will guide the applicant’s encampment
response.
2E. Proposal’s Outcomes
(Must receive at least 10
out of the 15 possible
points)
o Proposal’s outcomes meaningfully align with ERF
Round 5 objectives (set forth in Section I.C. of this
NOFA).
 Outcome(s) are clear, specific, measurable,
realistic, and time bound.
 Milestones are well-defined and include
appropriate methods for measuring progress.
 Listed activities are directly connected to the
proposed outcome(s) and milestones and are
feasible within the project period.
o The narrative presents a logical pathway showing
how the activities and milestones will lead to the
stated outcome(s).
o Demonstrates an above-average likelihood of
achieving the proposal’s outcomes.
2E. Project Timeline
(Must receive at least 6
out of the possible 10
points to satisfy the
minimum threshold)
o Timeline for achieving milestones and outcomes is
realistic and aligns with the project period.
2F. Centering People
(Must receive at least 16
out of the possible 20
points)
o The proposal is compliant with all core components
of Housing First law detailed in WIC section 8255(b).
o Uses well-informed analyses or the perspectives of
people with lived experience of homelessness to
inform the proposal’s decisions, processes, and
actions, which should advance the wellbeing of
people experiencing unsheltered homelessness in
the identified encampment.
o Provides trauma informed services and supports,
operationalizes harm reduction, and centers an
individual’s choice and preferences.
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18 3A. Core Service
Delivery and Housing
Strategies
(Must receive at least 11
out of the possible 15
points)
o Includes a comprehensive outreach and
engagement strategy, including case management
and service coordination for people currently
residing in the encampment.
o Identifies interim and permanent housing options
and includes a description of how many individuals
are projected to be served with each interim and
permanent housing solution.
o Identifies homeless shelters funded by this
proposal and demonstrates compliance with
Assembly Bill (AB) 130 and HSC sections 17974–
17974.6, including adherence to inspection,
correction, and reporting requirements and
documentation of any violations and corrective
actions taken.
o Includes compelling evidence of an applicant’s
demonstrated ability and commitment to deliver
permanent housing for people residing in the
prioritized encampment. Compelling evidence may
include identification, creation, availability, and
prioritization of permanent housing resources as
well as examples of prior successes in permanently
housing people experiencing homelessness.
o Describes how the proposed service delivery model
is tailored to meet the needs and preferences of the
people residing in the encampment site.
o Uses data and input from people with lived
experience of homelessness to inform housing and
service needs, preferences, and the availability of
resources to meet those needs and preferences.
o Details strategies likely to prevent displacement
from the prioritized encampment to another
unsheltered location and to prevent returns to
unsheltered homelessness.
o Details operable plans to support individuals with
the storage of their property and care of their pets,
while living in the encampment as well as after they
have moved into interim or permanent housing.
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19 3B. Budget and
Resource Plan
(Must receive at least 10
out of the possible 15
points)
o Demonstrates a sustainable, prudent, and effective
use of requested funding.
o Budget aligns with achieving the proposal's
outcomes, services and housing options, and
number of people served.
o Identifies non-ERF Round 5 resources that will be
leveraged to support proposal implementation,
including coordination of resources from other
systems that would increase services and housing
options. This includes prior ERF awards and other
federal, state, and local funding sources.
* Applications will be evaluated with the
understanding that communities vary significantly
with respect to the current availability of other
funding sources that can be leveraged for their
proposed projects and to sustain the projects
beyond the grant term. In the absence of currently
available resources, applicants are encouraged to
provide a specific plan for obtaining the funding
necessary to sustain their project beyond the grant
term if the project is intended to continue.
3C. Key Entities and
Staff
(Must receive at least 10
out of the possible 15
points)
o Includes a detailed description of the lead entity
that will oversee the implementation of activities in
the proposal. Describes the lead entity’s mission,
goals, values, geographic service area, and
existing efforts related to serving persons living in
encampments.
o Demonstrates the ability to recruit and deploy
personnel with experience and expertise needed to
support the success of the proposal.
o Demonstrates commitment to cross-systems
collaboration with descriptions of key contributions
of each organization and local community partners,
including their experience and expertise in serving
persons experiencing unsheltered homelessness
with a range of service needs.
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20 o Demonstrates collaboration between Local
Jurisdiction(s) and the CoC for this proposal.
o Demonstrates capacity to carry out the proposal.
o Identifies the primary parties with rights to and/or
control of the property upon which the
encampment resides and their shared
understanding of and commitment to the
implementation of the proposal.
o If the encampment is on a SROW, the proposal
describes how the applicant collaborated with
Caltrans on the program design, implementation
plan, and projected timeline.

3. Phase 3 – Evaluation and Award Determination
HCD will review and score applications using the ERF Round 5 Scoring Matrix.

Each application will be scored by a panel of HCD staff, and an average score will be calculated. To be eligible for funding, applications must meet the minimum scoring threshold in every section listed in the matrix. Awards will be made to the highest scoring applications until all funds are awarded. Pursuant to HSC section 50252.1(b), HCD “shall award additional funding round moneys first to fund projects from prior funding rounds that…[HCD] determined satisfied applicable program requirements but were not funded in the prior round.” In accordance with HSC section 50252.1(c)(5), funding shall be prioritized for both of the following:
• Applications that demonstrate cross-systems collaboration, including collaborations with state and federal entities, and innovative efforts to resolve encampment issues, while focusing on protecting the health and well-being of the individuals living in those encampments. • Applications that represent the diversity of communities across the state, including, but not limited to, rural, urban, and suburban communities.

Furthermore, up to 50 percent of the available funds will be prioritized for awards that address encampments on SROW.

Applications that failed to meet any section of the application will not be eligible for award, but those applicants will be invited by HCD to reapply in future rounds.
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21 V. Award and Funds Disbursement
After the application window has closed and all applications received during the window have been reviewed and scored, HCD will make awards. Award letters will be sent by email to the awardees, and an awards listing and the approved applications will be posted on HCD’s ERF website.

Once awards have been determined by HCD, a Standard Agreement will be prepared and sent to the awardee. The awardee will return the signed Standard Agreement.

Funds will be disbursed to the awardee upon receipt, review, and approval of the complete Standard Agreement by HCD. Grant funds will be disbursed via mailed check. Checks will be mailed to the address listed on the taxpayer ID Form.

Applications that are denied funding will be provided with evaluation panel feedback.

Applicants are encouraged to incorporate this feedback and reapply in the next available application window.

Appeals
Pursuant to HSC section 50251(c)(1), HCD’s decision to approve or deny an application and the determination of the amount of funding to be provided shall be final and is not subject to appeal.

VI. MONITORING, DOCUMENTATION, AND REPORTING
A. Reporting

1. Quarterly Reports
The grantee shall submit quarterly reports to HCD with fiscal and programmatic data reflecting the progress of their ERF Round 5 award in a format provided by HCD.

2. Annual Reports and Final Report
Per HSC section 50254.5(b)(5), grantees are required to submit an annual report in a format determined by HCD, including detailed uses of the program funds. Annual reports are due every April 1 reporting on activity throughout the prior calendar year.

Pursuant to HSC section 50254.5(b)(6), grantees are required to submit a final report no later than April 1 of the year following the 100 percent expenditure deadline. This report should include detailed uses of the program funds and the following data elements:
a. The number of homeless individuals served using the program funds in that year.
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22 b. The total number of individuals served in all years of the program, as well as the homeless population served.
c. Aggregate outcome data for individuals served using program funds, including all the following:
• The type of housing that the individuals exited to from the encampment, including whether the housing is permanent or interim.
• The percentage of successful housing exits.
• Exit types for unsuccessful housing exits.
d. The eligible uses and expenditures of awarded program funds. e. The number and size of the encampments addressed.
f. The number of encampments that the grantee has resolved. g. The types of housing assistance provided, including, but not limited to, permanent or interim housing, broken out by the number of individuals served.

As required by HSC section 50254.5(c), HCD will post the annual and final reports to its website within 30 days of receipt and provide notice to the appropriate policy and budget committees.

Grantees may also receive ad hoc requests for information from HCD or its contractors in support of program monitoring, research, and evaluation.

Grantees with projects on SROW may also be required to provide programmatic data to Caltrans.

At the end of the grant period, or upon request by HCD, all grantees shall provide information and products developed with grant funds on service delivery models, including any materials that may be necessary to study the program or replicate it for implementation across the state.

B. Application Amendments
Once an application is submitted and approved, no substantive changes to the program design are allowed unless the grantee submits a modification request explaining the impacts of the program design change, and HCD provides written approval in advance to the grantee to proceed. If enforcement action is taken or the encampment is otherwise disbursed, the grantee must notify HCD immediately.

C. Fiscal Deadlines

1. Expenditure Requirement
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23 Pursuant to HSC section 50253(e)(1) and (2), ERF Round 5 grantees must expend at least 50 percent and obligate 100 percent of their allocation within two years from the date of the award.

Per HSC section 50253(e)(5), all program funds must be fully expended within four years from the date of award. Any funds not expended by this deadline shall revert to the fund of origin and may no longer be available for use by the recipient.

2. Corrective Action Plan
Pursuant to HSC section 50253(e)(3), any ERF Round 5 grantee that fails to meet the 100 percent obligation requirement within two years shall be required to submit a corrective action plan to HCD within 60 days after the close of the second year. This plan must outline a strategy to fully obligate all funds within six months of submission. Per HSC section 50253(e)(4), HCD “may subject recipients that do not meet [the 100 percent obligation requirement in HSC section 50253(e)(2)] to additional corrective action.”
D. Other Requirements

1. Reporting into Homeless Management Information System (HMIS) Pursuant to HSC section 50254, ERF Round 5 grantees and their subcontractors must report client data into their local Homeless Management Information Systems (HMIS), and that data must be shared quarterly with the statewide Homeless Data Integration System (HDIS).

Grantees must ensure proper recording of activities associated with these program funds. This is intended to efficiently capture many of the non-fiscal reporting responsibilities required under HSC section 50254.

HCD will make efforts to use the statewide HDIS data provided by grantees to fulfill grantee reporting requirements under HSC section 50254; however, improper reporting into that system may require HCD to seek the following additional information directly from grantees:
• The total number of individuals, as well as homeless individuals, served in each year of the program and for the program overall.
• Aggregate outcome data for individuals served using program funds, including all of the following:
o The type of housing that the individuals exited to from the encampment, including whether the housing is permanent or interim.
o The percentage of successful housing exits.
o Exit types for unsuccessful housing exits.
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24 • The types of housing assistance provided, including, but not limited to, permanent or interim housing, broken out by the number of individuals served.

Grantees should set up HMIS projects consistent with how the encampment(s) and the proposed interventions were described in their ERF Round 5 applications. For the purpose of HMIS project setup and ERF reporting, multiple sites that share the same needs, resources, and housing strategies can be considered a single encampment. If a grantee is serving an area that includes sites that have different needs and are served by different strategies and interventions, those should be considered separate encampments and set up as separate HMIS projects.

Grantees may also be required to accept training and technical assistance in this area if their HMIS/HDIS data is not properly tracked and shared.

2. Housing First Requirement
All ERF Round 5 grantees must comply with the core components of Housing First as provided in Chapter 6.5 (commencing with Section 8255) of Division 8 of the Welfare and Institutions Code (WIC). See Appendix E for the Housing First statute listing all core components in HSC section 8255(b)(1)-(11) . For more information on Housing First, please refer to the Cal ICH Guide to California’s Housing First Law.

Housing First is an evidence-based, client-centered approach that recognizes housing as necessary to make other voluntary life changes, such as seeking treatment or medical care. This approach is in contrast with the traditional model of rewarding “housing readiness.” The goal of Housing First is to provide housing to individuals and families quickly with as few obstacles as possible, along with voluntary support services according to their needs.

3. Annual Reporting on Homeless Shelter Inspections
Chapter 22, Statutes of 2025 (AB 130), sections 33-36 added HSC sections 17974-17974.6 related to homeless shelter inspection and reporting requirements. See Appendix F. ERF Round 5 grantees and their subcontractors that operate or fund homeless shelters must comply with all inspection, reporting, and corrective action requirements as detailed in HCD’s Information Bulletin 2025-02.

Although all homeless shelters are subject to the AB 130 inspection and reporting requirements, for the purpose of this NOFA, ERF Round 5 grantees shall ensure that all homeless shelters receiving ERF Round 5 funds are subject to local annual inspections, that any identified violations are corrected within the timeframes prescribed by HSC section 17974.2(b), and that documentation of compliance is maintained and made available upon request. 133
25 In accordance with HSC section 17974.5, each city and county must report annually by April 1 to HCD all the following information:
a. The number of complaints received by the jurisdiction, pursuant to HSC section 17920.3, including if the jurisdiction did not receive any complaints. b. Any pending uncorrected violations determined by the jurisdiction, pursuant to HSC section 17974.1. This should include, as applicable, the date the violation notice was provided to the owner/operator, the name of the owner or operator, the name of the homeless shelter, and the address of the homeless shelter.
c. Any determinations by the jurisdiction that conditions exist or existed that make or made the homeless shelter dangerous, hazardous, imminently detrimental to life or health, or otherwise render the homeless shelter unfit for human habitation. This should include, as applicable, the date the violation notice was provided to the owner/operator, the name of the owner or operator, the name of the homeless shelter, and the address of the homeless shelter. d. A list of any emergency orders issued pursuant to HSC section 17974.1(c)(3). e. A list of any owners or operators who received three or more violations within any six-month period.
f. A list of corrected violations from the prior year. This should include, as applicable, the date the violation notice was provided to the owner/operator, the name of the owner or operator, the name of the homeless shelter, the address of the homeless shelter, and the date the violation was corrected.

Grantees must restrict ERF Round 5 funding for operations to shelters with unresolved violations as detailed in HSC section 17974.4; however, grantees may still permit the use of state funding if being used to address violations.

Additionally, HCD may restrict state funding for operations to shelters with unresolved violations. HCD may deem the owner or operator of a shelter ineligible for state funding for shelter operations for unresolved violation(s) noted in the annual report. The use of state funding may still be permissible if being used to address violations.

Jurisdictions that fail to submit annual reports pursuant to the AB 130 shelter inspection and reporting requirement or take required actions to correct a violation cannot receive state funding. HCD may deem those jurisdictions eligible again to receive funds after the jurisdiction complies with both the annual reporting requirement by submitting an annual report to HCD and the requirement to take action to correct all homeless shelter violations. 134
26 Pursuant to HSC section 17974.3, HCD may take action to enforce the requirements in division 13, part 1.5, chapter 5, Article 2.3 (Inspection of Homeless Shelters), pursuant to the California Code of Civil Procedure section 1085, and HCD may be entitled to recover reasonable attorney fees and costs.

4. Legal Documents
Upon the award of ERF Round 5 funds, HCD shall enter into Standard Agreements with grantees that govern how ERF Round 5 funds must be spent.

These agreements shall ensure adherence to the objectives and requirements of the ERF Round 5 program and compliance with all relevant laws. No award shall be disbursed until the Standard Agreement is signed by both the grantee and HCD and is fully executed.

5. Public Records Act Requests
Applicants are hereby informed that all documents and correspondence related to their ERF Round 5 application are subject to Public Records Act (PRA) requests.

VII. RESOURCES AND CONTACT INFORMATION
Additional information, including the ERF Program Guidance, can be found on HCD’s ERF website: Encampment Resolution Funding (ERF) Program | California Department of Housing and Community Development
If you have questions, please direct them to the HCD Homelessness Grants inbox at [email protected].
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27 VIII. APPENDICES
Appendix A: ERF Statute
Health and Safety Code (HSC)
CHAPTER 7. Encampment Resolution Funding Program [50250 - 50254.5] 50250.

For purposes of this chapter, the following definitions shall apply:
(a) “Additional funding round moneys” means moneys appropriated for the program in or after fiscal year 2022–23.
(b) “Agency” means the Business, Consumer Services, and Housing Agency. (c) “Applicant” means a continuum of care or local jurisdiction (d) “Continuum of care” has the same meaning as in Section 578.3 of Title 24 of the Code of Federal Regulations.
(e) (1) Subject to paragraph (2), “council,” unless context requires otherwise, means the California Interagency Council on Homelessness, previously known as the Homeless Coordinating and Financing Council created pursuant to Section 8257 of the Welfare and Institutions Code.
(2) Unless context requires otherwise, “council,” with respect to the administration of this chapter on or after the effective date of the act adding this paragraph, means the department.
(f) “County” includes, but is not limited to, a city and county. (g) “Department” means the Department of Housing and Community Development. (h) “Funding round 1 moneys” means moneys appropriated for the program in fiscal year 2021–22.
(i) “Homeless” has the same meaning as in Section 578.3 of Title 24 of the Code of Federal Regulations.
(j) “Local jurisdiction” means a city, including a charter city, a county, including a charter county, or a city and county, including a charter city and county. (k) “Program” means the Encampment Resolution Funding program established pursuant to this chapter.
(l) “Recipient” means an applicant that receives grant funds from the council for the purposes of the program.
(m) “State right-of-way” means real property held in title by the State of California. (Amended by Stats. 2024, Ch. 48, Sec. 14. (AB 166) Effective July 2, 2024.) 50251.
(a) The Encampment Resolution Funding program is hereby established to, upon appropriation by the Legislature, increase collaboration between the council, local jurisdictions, and continuums of care for the following purposes:
(1) Assist local jurisdictions in ensuring the safety and wellness of people experiencing homelessness in encampments.
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28 (2) Provide encampment resolution grants to local jurisdictions and continuums of care to resolve critical encampment concerns and transition individuals into safe and stable housing.
(3) Encourage a data-informed, coordinated approach to address encampment concerns.
(b) (1) The council shall administer the program.
(2) Notwithstanding paragraph (1), the council may consult with and designate a state agency or department to support the administration of the program. (c) (1) The council’s decision to approve or deny an application and the determination of the amount of funding to be provided shall be final and not subject to appeal. (2) In determining which applications to approve, the council shall evaluate and score proposals based on all of the following criteria:
(A) The applicant’s capacity to carry out the proposal. (B) Whether the site selected for services aligns with the proposed service delivery model.
(C) Whether the demographics and needs of service recipients align with the proposed service delivery model.
(D) The applicant’s ability to develop a detailed service delivery plan, including a description of how individuals will be served with permanent housing solutions. (E) The applicant’s ability to coordinate with other systems to increase services and housing options.
(F) The applicant’s capacity to involve people with lived experience and local community partners in the implementation of its project. (G) The applicant’s ability to recruit and deploy personnel with experience and expertise needed to support the success of their proposal. (H) The applicant’s ability to demonstrate a prudent and effective use of requested funding relative to the number of people it seeks to serve and the types of services to be provided in the proposal.
(d) The council shall maintain records of the following:
(1) The number of applications for program grants received by the council. (2) The number of applications for program grants denied by the council. (3) The name of each recipient of a program grant.
(4) The amount of funds allocated to each applicant.
(e) The council may adopt regulations to implement this chapter. The adoption, amendment, or repeal of a regulation authorized by this subdivision is hereby exempted from the rulemaking provisions of the Administrative Procedure Act 137
29 (Chapter 3.5 (commencing with Section 11340) of Part 1 of Division 3 of Title 2 of the Government Code).
(Amended by Stats. 2022, Ch. 70, Sec. 4. (SB 197) Effective June 30, 2022.) 50252.
(a) The council shall distribute funding round 1 moneys in accordance with this chapter. (b) Except as specified in subdivision (e), the council shall award the moneys appropriated as competitive grants to applicants to be used to support encampment resolution and rehousing efforts for local jurisdictions. Council staff shall develop and disseminate encampment resolution strategies, case studies, and learnings to local jurisdictions.
(c) Applicants may submit an application for a program grant to the council in a form and manner specified by the council. The application shall include, at a minimum, all of the following:
(1) Information on the number and demographics of the individuals living in the encampment that the applicant is requesting funding to help resolve. (2) A description of why this specific encampment is being prioritized for resolution support.
(3) A description of how the applicant intends to collaborate with state and local partners to mitigate risk and address safety concerns, while ensuring a pathway for individuals living in encampments to move into safe and stable housing. (4) A description of how the applicant intends to use these funds to connect all individuals living in the encampment to services and housing. (5) A description of other local resources and funding streams that will be used to ensure the ongoing availability of services and housing support for people who are moved out of encampments into permanent housing.
(d) When determining grant awards, funding shall be prioritized for:
(1) Jurisdictions that can demonstrate a commitment to cross-systems collaboration and innovative efforts to resolve encampment issues, while focusing on protecting the health and well-being of the individuals living in those encampments. (2) Jurisdictions that have 50 or more individuals living in the encampment that they are seeking to support with these funds.
(3) The intent of the council is to award grants, to the extent feasible, to a range of applicants that represent the diversity of communities across the state, including rural, urban, and suburban communities.
(e) Of the moneys available pursuant to subdivision (a), the council may expend up to 5 percent for administration of the program.
(f) This section only applies to funding round 1 moneys and does not apply to additional funding round moneys.
(Amended by Stats. 2022, Ch. 70, Sec. 5. (SB 197) Effective June 30, 2022.) 138
30 50252.1.
(a) This section only applies to additional funding round moneys and does not apply to funding round 1 moneys.
(b) The council shall award additional funding round moneys first to fund projects from prior funding rounds that the council determined satisfied applicable program requirements but were not funded in the prior round.
(c) (1) Any funds remaining after the awards required by subdivision (b) shall be awarded on a rolling basis in accordance with this subdivision. (2) The council shall begin accepting new applications for a program grant by five months after the appropriation in the given fiscal year is made. (3) The council shall cease accepting new applications for a program grant by the earlier of the end of the fiscal year in which the appropriation is made or the date the funds from the appropriation have been expended.
(4) Applicants shall submit an application for a program grant to the council in a form and manner specified by the council. The application shall include, at a minimum, all of the following:
(A) Information on the number and demographics of the individuals living in the encampment that the applicant is requesting funding to help resolve. (B) A description of why the specific encampment is being prioritized for resolution support.
(C) A description of how the applicant intends to collaborate with state and local partners to mitigate risk and address safety concerns while ensuring a pathway for individuals living in encampments to move into safe and stable housing. (D) A description of how the applicant intends to use these funds to connect all individuals living in the encampment to services and housing. When an application includes operating safe parking sites while locating interim or permanent housing for people experiencing homelessness living in vehicles or recreational vehicles, a description of how the applicant intends to acquire sites for safe parking, operate the site, provide services at the safe parking site, and increase safe parking site hours.
(E) A description of other local resources and funding streams that will be used to ensure the ongoing availability of services and housing support for people who are moved out of encampments into permanent housing.
(F) A goal for the number of individuals the program will support transitioning from encampments into temporary shelters.
(G) A goal for the number of individuals the program will support transitioning from encampments into permanent housing.
(5) In awarding grants, funding shall be prioritized for both of the following:
(A) Jurisdictions that can demonstrate a commitment to cross-systems collaboration, including collaborations with state entities, and innovative efforts to 139
31 resolve encampment issues, while focusing on protecting the health and wellbeing of the individuals living in those encampments. (B) Applicants that represent the diversity of communities across the state, including, but not limited to, rural, urban, and suburban communities. (d) The council may do any of the following:
(1) Monitor grantee performance.
(2) Require a grantee not meeting goals to accept technical assistance from the council.
(3) Limit the allowable uses of program funds for a grantee that is not meeting goals. (e) The council may use up to 5 percent of money appropriated in a given fiscal year for administration of the program, including capacity building and technical assistance activities in support of program goals.
(Amended by Stats. 2025, Ch. 524, Sec. 2. (SB 748) Effective October 10, 2025.) 50253.
(a) The council shall administer the funding round 1 moneys of the program in accordance with the following timelines:
(1) The council shall make a program application available no later than October 31, 2021.
(2) Applications shall be due to the council no later than December 31, 2021. (3) The council shall make initial award determinations no later than March 1, 2022. (4) If not all funds have been awarded after the first round of grant awards, the council may accept additional applications and make additional awards until all funds have been allocated.
(b) Recipients of funding round 1 moneys shall expend at least 50 percent of their allocation by June 30, 2023.
(1) Recipients who fail to expend their allocated funds in compliance with this subdivision shall return to the council no less than 25 percent of their total allocation amount for reallocation by the council during subsequent rounds of funding. (c) Recipients of funding round 1 moneys shall expend all program funds no later than June 30, 2024. Any funds not expended by this date shall be returned to the council to be reallocated pursuant to Section 50252.1.
(d) (1) Recipients of additional funding round moneys pursuant to subdivision (b) of Section 50252.1 shall expend at least 50 percent of their allocation within two fiscal years of the appropriation from the Legislature. Any funds not expended by this date shall be returned to the council and reallocated pursuant to Section 50252.1. (2) Recipients of additional funding round moneys pursuant to subdivision (b) of Section 50252.1 shall obligate 100 percent of their allocation within two fiscal years of the appropriation from the Legislature.
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32 (3) Recipients that do not meet requirement in paragraph (2) shall submit to the council within 60 days of the end of the second fiscal year a plan for obligating 100 percent of their allocation within six months.
(4) The council may subject recipients that do not meet the requirement in paragraph (2) to additional corrective action determined by the council. (5) Recipients of additional funding round moneys pursuant to subdivision (b) of Section 50252.1 shall expend all program funds within three fiscal years of the appropriation. Any funds not expended by this date shall revert to the fund of origin. (e) (1) Recipients of additional funding round moneys pursuant to subdivision (c) of Section 50252.1 shall expend at least 50 percent of their allocation within two fiscal years of the appropriation from the Legislature.
(2) Recipients of additional funding round moneys pursuant to subdivision (c) of Section 50252.1 shall obligate 100 percent of their allocation within two fiscal years of the appropriation from the Legislature.
(3) Recipients that do not meet the requirement in paragraph (2) shall submit to the council within 60 days of the end of the second fiscal year a plan for obligating 100 percent of their allocation within six months.
(4) The council may subject recipients that do not meet the requirement in paragraph (2) to additional corrective action determined by the council. (5) Recipients of additional funding round moneys pursuant to subdivision (c) of Section 50252.1 shall expend all program funds within four fiscal years of the appropriation. Any funds not expended by this date shall revert to the fund of origin. (Amended by Stats. 2025, Ch. 22, Sec. 47. (AB 130) Effective June 30, 2025.) 50254.
(a) Notwithstanding any other law, all recipients of funds pursuant to this chapter shall provide data elements, including, but not limited to, health information, in a manner consistent with state and federal law, to their local Homeless Management Information System for tracking in the statewide Homeless Data Integration System. (b) (1) The council shall specify the form and substance of the required data elements. (2) The council may, as required by operational necessity, amend or modify data elements, disclosure formats, or disclosure frequency.
(3) Grantees shall report individual, client-level data for persons served by grant funding to the council, in addition to any data reported through local Homeless Management Information System, as required by the council for the purposes of research and evaluation of grant performance, service pathways, and outcomes for people served.
141
33 (4) Council staff may use information reported directly from grantees and through statewide Homeless Data Integration System for the purposes of research and evaluation of grant performance, service pathways, and outcomes for people served. (c) Any health information or personal identifying information provided to or maintained within the statewide Homeless Data Integration System pursuant to this section shall not be subject to public inspection or disclosure under the California Public Records Act (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code). (d) For purposes of this paragraph, “health information” includes “protected health information,” as defined in Part 160.103 of Title 45 of the Code of Federal Regulations, and “medical information,” as defined in subdivision (j) of Section 56.05 of the Civil Code.
(e) All recipients shall provide information and products developed with grant funds on service delivery models in support of the overall program goal to mitigate risk and address safety concerns in encampments, while ensuring a pathway for individuals living in encampments to move into safe and stable housing, in a format and timeframe specified by the council.
(f) The council Legislative Analyst’s Office shall evaluate the data and outcomes reported by recipients to the council pursuant to subdivision (g) to assess efficacy of programs and identify scalable best practices for encampment resolution that can be replicated across the state.
(g)(1) The department shall, in its annual report submitted pursuant to Section 50408, report a summary of the data elements described in paragraph (6) of subdivision (b) of Section 50254.5, disaggregated by funding round.
(2) The requirement of submitting data imposed under paragraph (1) is inoperative after the department publishes the final report covering the final round of program funds.
(h) Contracts entered into to implement this chapter shall be exempt from all of the following:
(1) Chapter 6 (commencing with Section 14825) of Part 5.5 of Division 3 of Title 2 of the Government Code.
(2) The personal services contracting requirements of Article 4 (commencing with Section 19130) of Chapter 5 of Part 2 of Division 5 of Title 2 of the Government Code.
(3) Part 2 (commencing with Section 10100) of Division 2 of the Public Contract Code and the State Contracting Manual.
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34 (4) Notwithstanding Section 11546 of the Government Code, from review or approval of any division of the Department of Technology, upon approval from the Department of Finance.
(5) From the review or approval of any division of the Department of General Services.
(Amended by Stats. 2025, Ch. 524, Sec. 3. (SB 748) Effective October 10, 2025.) 50254.5.
(a) (1) For funding appropriated in fiscal years 2021–22, 2022–23, and 2023–24 for purposes of this chapter, no later than April 1 of the year following the expiration of the encumbrance period of funds, each recipient that receives a program allocation shall submit to the department a final report pursuant to Section 50254. (2) Beginning April 1, 2025, and ending the April prior to the appropriation’s encumbrance period expiration, each recipient that receives a program allocation shall submit to the department an annual report in a format determined by the department as well as detailed uses of the program funds. (b) For funding appropriated in fiscal years 2024–25 and 2025–26 for purposes of this chapter, the following provisions apply:
(1) Notwithstanding any other law, all recipients of funds pursuant to this chapter shall provide data elements, including, but not limited to, health information, in a manner consistent with state and federal law, to their local Homeless Management Information System for tracking in the statewide Homeless Data Integration System. (2) (A) The department shall specify the form and substance of the required data elements.
(B) The department may, as required by operational necessity, amend or modify data elements, disclosure formats, or disclosure frequency. (C) Grantees shall report individual, client-level data for persons served by grant funding to the department, in addition to any data reported through local Homeless Management Information Systems, as required by the department for purposes of research and evaluation of grant performance, service pathways, and outcomes for people served.
(D) Department staff may use information reported directly from grantees and through the statewide Homeless Data Integration System for the purposes of research and evaluation of grant performance, service pathways, and outcomes for people served.
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35 (3) Any health information or personal identifying information provided to or maintained within the statewide Homeless Data Integration System pursuant to this section shall not be subject to public inspection or disclosure under the California Public Records Act (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code). For purposes of this paragraph, “health information” includes “protected health information,” as defined in Section 160.103 of Title 45 of the Code of Federal Regulations, and “medical information,” as defined in subdivision (j) of Section 56.05 of the Civil Code.
(4) All recipients shall provide information and products developed with grant funds on service delivery models in support of the overall program goal to mitigate risk and address safety concerns in encampments, while ensuring a pathway for individuals living in encampments to move into safe and stable housing, in a format and timeframe specified by the department.
(5) Beginning April 1, 2026, and ending the April prior to the appropriation’s encumbrance period expiration, each recipient that receives a program allocation shall submit to the department an annual report in a format determined by the department as well as detailed uses of the program funds. (6) No later than April 1 of the year following the expiration of the encumbrance period of funds, each recipient that receives a program allocation shall also submit to the department a final report in a format determined by the department as well as detailed uses of the program funds. Each grantee shall provide either through their local Homeless Management Information System or alternative format determined by the department all of the following data elements as part of the final report:
(A) The number of homeless individuals served using the program funds in that year.
(B) The total number of individuals served in all years of the program, as well the homeless population served.
(C) Aggregate outcome data for individuals served using program funds, including all of the following:
(i) The type of housing that the individuals exited to from the encampment, including whether the housing is permanent or interim.
(ii) The percentage of successful housing exits.
(iii) Exit types for unsuccessful housing exits.
(D) The eligible uses and expenditures of awarded program funds. (E) The number and size of the encampment addressed.
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36 (F) The number of encampments that the grantee has resolved. (G) The types of housing assistance provided, including, but not limited to, permanent or interim housing, broken out by the number of individuals served. (c) The department shall post the annual reports and final reports submitted pursuant to this section on its internet website within 30 days of receipt and provide notice to the appropriate policy and budget committees.
(Added by Stats. 2024, Ch. 48, Sec. 15. (AB 166) Effective July 2, 2024.) 145
37 Appendix B: ERF Round 5 Authorizing Legislation
AB 102: The Budget Act of 2025
SEC. 86. Item 2240-120-0001 is added to Section 2.00 of the Budget Act of 2025, to read:
2240-120-0001—For local assistance, Department of Housing and Community Development, 100,000,000
Schedule:
(1) 1670-Housing Policy Development Program,100,000,000 Provisions:

1. The amount appropriated in this item is available to provide grants to address encampments for persons experiencing homelessness, in accordance with applicable laws. Of the amount appropriated in this item, up to 5 percent shall be allocated to the Department of Housing and Community Development to fund the support and administration of resolving critical encampments and transition individuals into permanent housing. The amount appropriated in this item and any amount allocated to the Department of Housing and Community Development shall be available for encumbrance or expenditure until June 30, 2030.

2. Of the amount appropriated in this item, up to 50 percent of the funds shall be reserved for local jurisdictions with projects that address encampments on state rights-of-way, as defined in Section 50250 of the Health and Safety Code, and that meet priority criteria established by the Department of Housing and Community Development, in consultation with the Department of Transportation. Upon a date specified by the Department of Housing and Community Development, if a local jurisdiction that is eligible for funding pursuant to this provision does not apply to the Department of Housing and Community Development by the date established, the applicable continuum of care in the local jurisdiction’s region shall be eligible for such funds. The department shall administer these funds pursuant to subdivisions (a), (b), (d), and (e) of Section 50251, and Section 50254, of the Health and Safety Code.
(Added by Stats. 2025, Ch.5, Sec. 86. (AB 102) Effective June 27, 2025.) 146
38 Appendix C: Definitions
The following terms are defined in accordance with HSC section 50250:
(a) “Additional funding round moneys” means moneys appropriated for the program in or after fiscal year 2022–23.
(b) “Agency” means the Business, Consumer Services, and Housing Agency. (c) “Applicant” means a continuum of care or local jurisdiction (d) “Continuum of care” has the same meaning as in Section 578.3 of Title 24 of the Code of Federal Regulations.
(e) “Council” means the California Interagency Council on Homelessness, previously known as the Homeless Coordinating and Financing Council created pursuant to Section 8257 of the Welfare and Institutions Code.
(f) “County” includes, but is not limited to, a city and county. (g) “Funding round 1 moneys” means moneys appropriated for the program in fiscal year 2021–22.
(h) “Homeless” has the same meaning as in Section 578.3 of Title 24 of the Code of Federal Regulations.
(i) “Local jurisdiction” means a city, including a charter city, a county, including a charter county, or a city and county, including a charter city and county. (j) “Program” means the Encampment Resolution Funding program established pursuant to this chapter.
(k) “Recipient” means an applicant that receives grant funds from the Department for the purposes of the program.
(l) “State right of way” means real property held in title by the State of California.
(Amended by Stats. 2022, Ch. 70, Sec. 3. (SB 197) Effective June 30, 2022.) Additional Definitions for the purposes of this NOFA:
(m)“Authorized Representative” should be the individual with authority to contract on behalf of the awardee.
(n) “Expend” means all ERF Round 5 funds obligated under contract or subcontract have been fully paid and receipted, and no invoices remain outstanding. (o) “Obligate” means that the grantee has placed orders, awarded contracts, received services, or entered into similar transactions that require payment using ERF Round 5 funding.
147
39 Appendix D: California Interagency Council on Homelessness Guidance on Addressing Encampments
Below is a list of the seven components included in the Cal ICH Guidance on Addressing Encampments. Applicants may use this as a checklist to verify whether their policy or ordinance complies with state guidance, or as a template to adopt an encampment policy that complies with state guidance.

1. Employ person-centered, Housing First, and trauma-informed approaches when addressing the needs of person living in encampments on public property.

2. Maintain awareness of interim housing capacity, including congregate and noncongregate shelter (i.e., motel vouchers), that is immediately available to serve persons in the encampment in question.

3. Provide respectful/reasonable treatment of property from the encampment, including collecting, labeling, and storing personal property from the encampment (unless it is a health or safety hazard).

4. Provide notice to encampment residents:
a. Provide as much advance notice to vacate as possible. For non-urgent situations, a notice to vacate must be posted at least 48 hours before removal. b. Include the following information in the notice: 1) Date and time of the removal actions, 2) Information on services that are immediately available to persons living in the encampment, and 3) Information on how unattended belongings will be handled the day of the removal action, including what will be stored and how they can be recovered.

5. Maintain awareness of efforts serving the encampment in question and encampments broadly.

6. Make every effort to identify and offer shelter including interim housing or motel vouchers to persons living in an encampment before taking action to remove an encampment. If shelter cannot be secured prior to removal despite these efforts, confirm there are reasonably accessible locations within the jurisdiction where a person may lawfully sleep.

7. Prioritize health and safety in assessing encampments, and where appropriate address hazards prior to or independent from any removing operation. 148
40 Appendix E: Housing First Statute
Welfare and Institutions Code (WIC)
DIVISION 8. MISCELLANEOUS [8050 - 8266]
(Division 8 repealed and added by Stats. 1967, Ch. 1667.) CHAPTER 6.5. Housing First and Coordinating Council [8255 - 8257.3] (Chapter 6.5 added by Stats. 2016, Ch. 847, Sec. 2.)
8255.

For purposes of this chapter:
(a) “Council” means the California Interagency Council on Homelessness, formerly known as the Homeless Coordinating and Financing Council established pursuant to Section 8257.
(b) “Core components of Housing First” means all of the following:
(1) Tenant screening and selection practices that promote accepting applicants regardless of their sobriety or use of substances, completion of treatment, or participation in services.
(2) Applicants are not rejected on the basis of poor credit or financial history, poor or lack of rental history, criminal convictions unrelated to tenancy, or behaviors that indicate a lack of “housing readiness.”
(3) Acceptance of referrals directly from shelters, street outreach, drop-in centers, and other parts of crisis response systems frequented by vulnerable people experiencing homelessness.
(4) Supportive services that emphasize engagement and problem solving over therapeutic goals and service plans that are highly tenant-driven without predetermined goals.
(5) Participation in services or program compliance is not a condition of permanent housing tenancy.
(6) Tenants have a lease and all the rights and responsibilities of tenancy, as outlined in California’s Civil, Health and Safety, and Government codes. (7) The use of alcohol or drugs in and of itself, without other lease violations, is not a reason for eviction.
(8) In communities with coordinated assessment and entry systems, incentives for funding promote tenant selection plans for supportive housing that prioritize eligible tenants based on criteria other than “first-come-first-serve,” including, but not limited 149
41 to, the duration or chronicity of homelessness, vulnerability to early mortality, or high utilization of crisis services. Prioritization may include triage tools, developed through local data, to identify high-cost, high-need homeless residents. (9) Case managers and service coordinators who are trained in and actively employ evidence-based practices for client engagement, including, but not limited to, motivational interviewing and client-centered counseling. (10) Services are informed by a harm-reduction philosophy that recognizes drug and alcohol use and addiction as a part of tenants’ lives, where tenants are engaged in nonjudgmental communication regarding drug and alcohol use, and where tenants are offered education regarding how to avoid risky behaviors and engage in safer practices, as well as connected to evidence-based treatment if the tenant so chooses.
(11) The project and specific apartment may include special physical features that accommodate disabilities, reduce harm, and promote health and community and independence among tenants.
(c) “Homeless” has the same definition as that term is defined in Section 91.5 of Title 24 of the Code of Federal Regulations.
(d) (1) “Housing First” means the evidence-based model that uses housing as a tool, rather than a reward, for recovery and that centers on providing or connecting homeless people to permanent housing as quickly as possible. Housing First providers offer services as needed and requested on a voluntary basis and that do not make housing contingent on participation in services. (2) (A) “Housing First” includes time-limited rental or services assistance, so long as the housing and service provider assists the recipient in accessing permanent housing and in securing longer term rental assistance, income assistance, or employment.
(B) For time-limited, supportive services programs serving homeless youth, programs should use a positive youth development model and be culturally competent to serve unaccompanied youth under 25 years of age. Providers should work with the youth to engage in family reunification efforts, where appropriate and when in the best interest of the youth. In the event of an eviction, programs shall make every effort, which shall be documented, to link tenants to other stable, safe, decent housing options. Exit to homelessness should be extremely rare, and only after a tenant refuses assistance with housing search, location, and move-in assistance.
(e) “State programs” means any programs a California state agency or department funds, implements, or administers for the purpose of providing emergency shelter, 150
42 interim housing, housing, or housing-based services to people experiencing homelessness or at risk of homelessness, with the exception of federally funded programs with requirements inconsistent with this chapter. (Amended by Stats. 2024, Ch. 297, Sec. 5. (SB 1395) Effective January 1, 2025.) 151
43 Appendix F: Inspection of Homeless Shelters Statute
Health and Safety Code (HSC)
CHAPTER 5. Administration and Enforcement [17960 – 17998.3] ARTICLE 2.3 Inspection of Homeless Shelters [17974 – 17974.6] 17974.

For purposes of this article:
(a) “Department” means the Department of Housing and Community Development. (b) (1) “Homeless shelter” means any of the following:
(A) An emergency shelter, as defined in Section 576.2 of Title 24 of the Code of Federal Regulations.
(B) An emergency shelter, as defined in subdivision (e) of Section 50801. (C) A navigation center, as defined in Section 50216.
(2) “Homeless shelter” does not include emergency shelters that are funded by the program commonly referred to as Project Roomkey administered by the State Department of Social Services.
(c) “Local agency” means any city, including a charter city, county, or city and county. (d) “State agency” means the Business, Consumer Services, and Housing Agency. (e) “State funding” means any grant, loan, or other type of financial assistance awarded to a homeless shelter on or after July 1, 2021, from the following sources:
(1) The Homeless Housing, Assistance, and Prevention Program (Chapter 6 (commencing with Section 50216) of Part 1 of Division 31). (2) Future one-time state funding for homelessness services. (Added by Stats. 2021, Ch. 395, Sec. 1. (AB 362) Effective January 1, 2022.) 17974.1.
(a) Notwithstanding any other provision of this part, a city or county that receives a complaint from an occupant of a homeless shelter, or an agent of an occupant, that alleges a homeless shelter is substandard pursuant to Section 17920.3 shall do all of the following:
(1) Inspect the homeless shelter or portion thereof intended for human occupancy that may be substandard pursuant to Section 17920.3.
(2) Identify whether the homeless shelter or any portion thereof intended for human occupancy is substandard pursuant to Section 17920.3, as applicable. The documentation shall be included in the inspection report described in subdivision (h). (3) As applicable, advise the owner or operator of a homeless shelter of each violation and of each action that is required to be taken to remedy the violation. The city or county shall schedule a reinspection to verify correction of the violations. 152
44 (b) Notwithstanding any other provision of this part, and consistent with Section 17970, a city or county shall perform an annual inspection on every homeless shelter located in its jurisdiction to ensure that the homeless shelter is compliant with this part. A city or county conducting an inspection pursuant to this subdivision shall comply with this section, to the extent those provisions are applicable. (c)(1) If, upon inspection, the city or county determines that a homeless shelter is substandard pursuant to Section 17920.3, the city or county shall promptly, but not later than 10 business days after the city or county completes the inspection, issue a notice to correct the violation to the owner or operator of the homeless shelter. (2) In the event that the city or county determines that a violation constitutes an imminent threat to the health and safety of the occupants of the homeless shelter, the notice of violation shall be issued immediately and served on the owner or operator of the homeless shelter.
(3) In the event that the city or county determines that deficiencies, violations, or conditions exist at a homeless shelter that are dangerous, hazardous, imminently detrimental to life or health, or otherwise render the homeless shelter unfit for human habitation, the city or county may issue an emergency order directing the owner or operator to take immediate measures to rectify those deficiencies, violations, or conditions.
(d) An inspection conducted pursuant to this section may be announced or unannounced.
(e) The city or county shall maintain all records on file of each homeless shelter inspection. These records shall be made available to the public for inspection. (f) A city or county shall perform an inspection conducted pursuant to subdivision (a) at least as promptly as that city or county conducts an inspection in response to a request for final inspection pursuant to Section 110 of Part 2 of Division 2 of Chapter 1 of the California Building Code (Part 2 of Title 24 of the California Code of Regulations).
(g) Notwithstanding subdivision (a), a city or county is not required to conduct an inspection in response to either of the following:
(1) A complaint that does not allege one or more substandard conditions. (2) A complaint submitted by a tenant, resident, or occupant who, within the past 180 days, submitted a complaint about the same property that the chief building inspector or their designee reasonably determined, after inspection, was frivolous or unfounded.
(h) A city or county shall provide free, certified copies of an inspection report and citations issued pursuant to this section, if any, to the complaining occupant or their agent. If the inspection reveals a condition potentially affecting multiple occupants, including, but not limited to, conditions relating to the premises, common areas, or structural features, then the city or county shall provide free copies of the inspection report and citations issued to all potentially affected occupants or their agents. (i) A city or county shall not unreasonably refuse to communicate with an occupant or the agent of an occupant regarding any matter covered by this article. 153
45 (j) A city or county shall conduct an inspection pursuant to this section based on the location of the homeless shelter, in accordance with the following:
(1) A city shall conduct an inspection for shelters within the city’s jurisdiction. (2) A county shall conduct an inspection for shelters within the county’s jurisdiction. (3) A city with a population under 100,000 may partner with its county to conduct an inspection pursuant to this section.
(Amended by Stats. 2025, Ch. 22, Sec. 33. (AB 130) Effective June 30, 2025.) 17974.1.5.
(a) A homeless shelter shall prominently display at the shelter information about an occupant’s rights and the process for reporting a complaint alleging a homeless shelter is substandard pursuant to Section 17920.3, including the contact information for all of the following:
(1) The owner or operator of the homeless shelter.
(2) The city or county.
(3) The department.
(b) A homeless shelter shall provide in writing the notice specified in subdivision (a) to any new occupant during intake.
(Added by Stats. 2025, Ch. 22, Sec. 34. (AB 130) Effective June 30, 2025.) 17974.2.
(a) The owner or operator of a homeless shelter shall be responsible for the correction of any violations for which a notice of violation has been given under this article. (b) An owner or operator of a homeless shelter shall correct each violation within 30 days of receipt of the citation. The city or county, in its sole discretion, may grant the owner or operator a 30-day extension to correct a violation. (Added by Stats. 2021, Ch. 395, Sec. 1. (AB 362) Effective January 1, 2022.) 17974.3.
(a) The requirements of this article shall not be construed to impose a mandatory duty pursuant to Section 815.6 of the Government Code, and shall not be construed to affect the availability of any immunity otherwise applicable to the city or county or its employees, including, but not limited to, Sections 818.2, 818.4, 818.6, 820.2, 821, 821.2, and 821.4 of the Government Code.
(b) (1) An action to enforce the requirements of this article may be brought pursuant to Section 1085 of the Code of Civil Procedure.
(2) A plaintiff who prevails in an action described in paragraph (1) shall be entitled to recover reasonable attorney’s fees and costs.
(3) Notwithstanding any other law, including any provision of this part authorizing the department to enforce this part by means of administrative enforcement, the department may bring a civil action pursuant to this subdivision in order to enforce this part.
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46 (c) For purposes of Section 1085 of the Code of Civil Procedure, the requirements of this article shall be construed as acts that the law specially enjoins, as a duty resulting from an office, trust, or station.
(Amended by Stats. 2025, Ch. 22, Sec. 35. (AB 130) Effective June 30, 2025.) 17974.4.
(a) In addition to the penalties authorized under Chapter 6 (commencing with Section 17995), an owner or operator of a homeless shelter who fails to meet the timelines to correct a violation under this article, building standards published in the State Building Standards Code relating thereto, or any other rules or regulations adopted by the department pursuant to this part, may be liable for a civil penalty in an amount determined by the city or county for each violation or for each day of a continuing violation.
(b) The city or county shall not award or distribute state funding to the owner or operator of a homeless shelter for purposes of operating the shelter, if the city or county determines that any of the following exist:
(1) The owner or operator fails to correct a violation within the time period specified in Section 17974.2.
(2) The owner or operator has failed to correct violations in a timely manner on multiple occasions.
(3) The owner or operator has been cited for a violation that is an imminent threat to the health and safety of the occupants of the homeless shelter and the owner or operator fails to take sufficient action to correct the violation or prevent similar future violations.
(Added by Stats. 2021, Ch. 395, Sec. 1. (AB 362) Effective January 1, 2022.) 17974.5.
(a) Each city and each county shall submit a report annually to the department and the state agency by April 1 of each year that includes all of the following information:
(1) The number of complaints received by the city or county, pursuant to Section 17920.3, including if the city or county did not receive any complaints. (2) Any pending uncorrected violations determined by the city or county, pursuant to Section 17974.1.
(3) Any determinations by the city or county that conditions exist or existed that make or made the homeless shelter dangerous, hazardous, imminently detrimental to life or health, or otherwise render the homeless shelter unfit for human habitation. (4) A list of any emergency orders issued pursuant to paragraph (3) of subdivision (c) of Section 17974.1.
(5) A list of any owners or operators who received three or more violations within any six-month period.
(6) Any corrected violations from the prior year.
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47 (b) The report submitted pursuant to subdivision (a) shall be submitted in compliance with Section 9795 of the Government Code.
(c) If a city or county applies for state funding to support the ongoing operations of a homeless shelter, the city or county shall disclose to the state agency that administers the state funding the status of any unresolved violations pursuant to this article and the names of the homeless shelter owner or operator. (d) The department or the state agency, may, pursuant to the reported information in subdivision (b), deem an owner or operator of a shelter ineligible for state funding for shelter operations.
(e) The department shall withhold state funding from a city or county that fails to comply with the reporting requirements in this section or fails to take action to correct a violation of this article by a homeless shelter pursuant to Section 17974.4. (Amended by Stats. 2025, Ch. 22, Sec. 36. (AB 130) Effective June 30, 2025.) 17974.6.

The Legislature finds and declares that this article addresses a matter of statewide concern rather than a municipal affair as that term is used in Section 5 of Article XI of the California Constitution. Therefore, this article applies to all cities, including charter cities.
(Added by Stats. 2021, Ch. 395, Sec. 1. (AB 362) Effective January 1, 2022.) 156
The State of California encourages local jurisdictions to continue to employ personcentered, Housing First, and trauma-informed approaches when addressing the needs of persons living in encampments on public property. These evidence-based practices ensure services are strategically coordinated and deployed prior to any enforcement effort and ensure the best possible outcomes for all involved.

Before removing an encampment on public property, Cal ICH recommends that a local government:

GUIDANCE: GUIDANCE:

ADDRESSING ADDRESSING

ENCAMPMENTS ENCAMPMENTS
(916) 651-2820 www.bcsh.ca.gov/calich/ [email protected] Is actively aware of interim housing capacity, including congregate and non-congregate shelter (i.e. motel vouchers), that is immediately available to serve persons in the encampment in question.

Has a clear policy for the handling and storage of unattended personal belongings of persons in encampments.

Provides as much advance notice of a removal action as possible. Cal ICH recommends a minimum of 48 hours notice, unless imminent threats to life, health, safety, or infrastructure require a shorter notice period, to persons living in the encampment and to any service provider actively serving and/or engaging with the encampment in question. Cal ICH recommends that the notice include:

The anticipated date and time of the removal action.

Information on services, including shelter, that are immediately available to persons living in the encampment.

Information on how unattended belongings will be handled the day of the removal action, including what will be stored and how they can be recovered.

Where an encampment presents specific safety hazards, it may be appropriate for a local government to remediate those hazards prior to or independent of a removal operation, for example addressing tapped electrical wires, removing dangerous items including apparatuses involving open flames, weapons, and controlled substances, or dismantling or removing structures within an encampment that pose a specific hazard.

Cal ICH further recommends that local governments are actively aware of and engaging with current local projects and/or efforts (i.e. Encampment Resolution Funds) serving the encampment in question and encampments in general.

Cal ICH encourages local governments to make every effort to identify and offer shelter to persons living in an encampment in advance of taking action to remove an encampment. If shelter cannot be secured prior to removal despite these efforts, it’s recommended that a local government ensure that there are reasonably accessible locations within the jurisdiction where a person may lawfully sleep.
157
THE GOVERNOR’S THE GOVERNOR’S
MODEL ORDINACE: MODEL ORDINACE:

THOUGHTFUL THOUGHTFUL

IMPLEMENTATION IMPLEMENTATION

MATTERS MATTERS
(916) 651-2820 www.bcsh.ca.gov/calich/ [email protected] Q. If they can’t sleep “here”, where can they sleep?
A. The Model Encampment Ordinance underscores a basic principle: enforcement must be paired with every reasonable effort to identify and offer shelter. Asking someone to move without a real alternative only shifts the crisis. Local governments must plan ahead—identifying safe, accessible, and legal places to go.

Cal ICH supports communities in aligning enforcement with housing solutions—so people aren’t just moved, they’re supported.

Q. How should local jurisdictions approach offers of shelter? A. All shelter beds are not the same. Shelter is most likely to result in permanent solutions if it meets a person’s individual needs:
– A private room for a trauma survivor
– ADA access for someone using a wheelchair
– A place where partners and children are welcome
Offers that meet individual needs increase the likelihood of acceptance and lead to better outcomes.

Cal ICH encourages local teams to lead with dignity, ensuring every offer is made with thoughtfulness and care.

Q. What meaningful services should be included on the notice? A. Posting notice is more than a legal requirement, it’s an opportunity to connect. Notices should include:
✔ How to access shelter and services
✘ Avoid long, generic resource lists with no connection to available support Notices are most effective when they offer timely, real options for immediately available shelter.

Q. What items should be stored?
A. People's belongings are often all they have. Treat them that way. Use the “mom test”: If your mom owned it, would you want it saved? This includes:
– ID cards, prescriptions, glasses
– Photos, documents, mobility aids
Hazardous or illegal items should be handled separately, but most items deserve secure, respectful storage.

Q. Who should be onsite for enforcement actions?
A. Who’s present matters. When outreach teams, housing navigators, and service providers are part of the process, trust builds and outcomes improve. Enforcement should be a bridge to housing—not a barrier.

Are you a city or county in need of support developing or implementing a local ordinance? Cal ICH is here to help communities implement humane, housing-focused strategies. Contact us at [email protected].

On May 12, 2025, Governor Newsom
released a Model Encampment Ordinance
for communities to use as a framework to
address encampments with urgency and
dignity. The Model Encampment
Ordinance references this Cal ICH
Guidance to Addressing Encampments,
which has been updated as of May 20,
2025, to expand on and offer clarification
to important points within the Model
Encampment Ordinance.
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GOVERNOR GAVIN NEWSOM • SACRAMENTO, CA 95814 • (916) 445-2841

OFFICE OF THE GOVERNOR
Model Ordinance: Addressing Encampments with Urgency and Dignity After the Supreme Court’s decision in Grants Pass v. Johnson clarified that officials can take reasonable actions to clear encampments, the Governor signed Executive Order N-1-24, which directed state agencies to develop policies to prioritize addressing encampments on state property while providing reasonable advance notice and partnering with shelter and services providers.

That Executive Order also encouraged local governments to adopt similar policies, and to use all available resources and infrastructure, including the historic resources provided by the State, to take urgent action to humanely remove encampments from public spaces. And the Governor directed the California Interagency Council on Homelessness to create guidance, published here, for local governments to follow in creating and implementing those programs.

This model ordinance is intended to provide a starting point that jurisdictions may build from and adjust in creating their own policies. It draws from the state’s proven and workable approach — an approach that, between July 2021 and May 2025, has cleared more than 16,000 encampments and over 311,873 cubic yards of debris from sites along the state right of way. These results demonstrate that the policy is both effective and scalable, offering a sound, adoptable framework for jurisdictions to resolve encampments with urgency and dignity.

This model ordinance is not intended to be comprehensive or to impose a one-size-fits-all approach for every city. Tailoring is expected and appropriate to account for local differences and priorities. For example, a jurisdiction may choose to restrict camping at all times in certain sensitive locations, such as near schools; limit camping to no more than one night in the same location; or require a longer notice period before removal. While specific policies may vary, all local approaches should reflect three basic principles embodied in this model:
159
• No person should face criminal punishment for sleeping outside when they have nowhere else to go. Policies that prohibit individuals from sleeping outside anywhere in the jurisdiction without offering adequate indoor shelter, effectively banishing homeless individuals from the jurisdiction’s borders, are both inhumane and impose externalities on neighboring jurisdictions, which must face the costs and challenges of an increased unsheltered homeless population.
• Encampment policies must prioritize shelter and services and ensure that people experiencing homelessness and their belongings are treated with respect.
• Policies must not unduly limit local authority to clear encampments.

Officials must be able to enforce common-sense policies to protect the health and safety of their residents and maintain their public spaces.

When officials lack appropriate tools, encampments persist, endangering the health and safety of those living in and alongside them.

There is no compassion in abandoning Californians to the dangers and indignities of encampments. Encampments pose a serious public safety risk, often causing fires and exposing encampment residents to increased risk of sexual violence and criminal activity, to property damage and break-ins, and unsanitary conditions affecting both residents and neighbors. And they dampen and deter both commercial and recreational activity through the accumulation of hazardous material and excessive debris, harming downtowns and depriving Californians of their public spaces. Large encampments and those with semipermanent structures exacerbate and perpetuate these harms. Every local government must have a plan to address them.
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Model Ordinance [For Local Customization]
Section XX1. Encampments
Unless authorized by permit or other applicable law, it is unlawful:
(a)To construct, place, or maintain on public property any semi-permanent structure, including but not limited to hand-built sheds and structures with metal or other heavy roofing and siding materials, for the purpose of sheltering one or more persons.
(b)To camp on public property, including but not limited to using, placing or maintaining a tent, sleeping bag, blanket, or other materials for the purpose of sleeping, lying, or sheltering one or more persons for more than three consecutive days or nights in the same location. For purposes this section, the same location shall mean within 200 feet of the location in which the person camped on the previous day or night.
(c) To camp within 200 feet of any posted notice to vacate or other official signage designating a location for encampment clearance or otherwise prohibiting sitting, sleeping, lying, camping, or placing personal property in that location.
(d)To sit, sleep, lie, or camp on any public street, road, or bike path, or on any sidewalk in a manner that impedes passage within the meaning of the American Disabilities Act.

Section XX2. Enforcement
(a)Except in exigent circumstances involving an imminent threat to life, safety, health, or infrastructure, each of the following shall be satisfied prior to the enforcement of section XX1:
(i) City officials, or any agent acting on their behalf, shall make every reasonable effort to identify and offer shelter at an emergency shelter, navigation center, or other appropriate housing, and to offer supportive services, to persons living in the encampment. (ii) City officials, or any agent acting on their behalf, shall post a notice to vacate in a prominent location at the encampment site at least 48 hours prior to the enforcement action. That notice shall include, at a minimum:
(1) The anticipated date and time of the enforcement action 161
(2) Information on services, including shelter, that are immediately available to persons living in the encampment (3) Information on how unattended belongings will be handled the day of the enforcement action, including what will be stored, how they can be recovered, and the date by which they must be claimed.
(iii) No enforcement operations shall begin earlier than the date and time on the notice to vacate. If the enforcement work does not begin within two days of the date written on the notice, a new notice must be posted a minimum of 48 hours before enforcement operations may begin.
(b)Where exigent circumstances require less than 48 hours’ notice prior to enforcement of section XX1:
(i) City officials, or any agent acting on their behalf, shall provide as much advance notice of enforcement as reasonably possible under the circumstances; and
(ii) As soon as reasonably possible following enforcement action, city officials or any agent acting on their behalf shall post notice at or near the encampment site describing where items taken during the enforcement action are stored, how they can be recovered, and the date by which they must be claimed.
(c)Personal belongings collected at the encampment site that are not a health or safety hazard shall be collected, tagged, and stored for not less than 60 days following an enforcement action.
(i) “Personal belongings” includes:
(1) items of apparent value of $50 or more
(2) items of apparent personal value, including, but not limited to: eyeglasses, operational wheelchairs, walkers, crutches, other medical equipment, habitable tents, personal papers (such as photographs, albums, ID's, bank statements, and legal papers), backpacks, containers, and operational
bicycles, scooters, and strollers.
(ii) Items that constitute a health and safety risk and will not be collected include, but are not limited to:
(1) Toxic sharps: needles, scissors, knives.
(2) Chemicals: bleach, paint, oils, etc.
(3) Items (including bedding and clothing) soiled by infectious materials, including human waste and bodily fluids.
162
(4) Moldy, mildewed items.
(5) Items that may be infested by rodents and insects: rats, mice, fleas, lice, bed bugs.
(6) Items that pose a risk of fire or explosion, combustibles and propane tanks; any item containing fuel or corrosives or other unidentified liquids.
(7) Backpacks and closed containers that have been
determined by an individual licensed to identify and handle hazardous materials to contain items listed in (1)-(6) above or (iii) below. Such backpacks and closed containers may be discarded where no individual licensed in hazardous
materials is present to make a determination.
(8) If personal belongings are co-mingled or littered with needles, human waste, or other health risks, the entire pile of
belongings may be disposed of. The presence of clothing in a backpack or container shall not be the sole reason to discard the backpack or container.
(iii) Bulky items such as mattresses and sheds, perishable items such as food, controlled substances, contraband, and trash or debris will not be collected and stored. Contraband and controlled
substances should be handled by trained professionals and consistent with applicable law.
(d)Nothing in this section shall be construed to limit or prohibit city officials from enforcing any other city or state laws, including, but not limited to, laws governing use of controlled substances or weapons, fire codes, and public nuisance laws.

Section XX3. Regulations
(a)The [relevant department or agency] shall issue regulations or guidelines necessary to aid in the implementation or enforcement of this chapter. 163
Cal ICH Guide to California’s Housing First Law
Updated October 2024
The California Interagency Council on Homelessness (Cal ICH) is the lead entity for coordinating state efforts to prevent and end homelessness. Cal ICH was originally created to oversee the state’s implementation of Housing First guidelines and regulations. This guide provides answers to frequently asked questions about the implementation of Housing First in state-funded programs. Cal ICH plans to continue putting out resources for state and local partners related to Housing First implementation across a variety of topics.

What is Housing First?
“Housing First” refers to an evidence-based model that uses housing as a tool, rather than a reward, for recovery, and that aims to provide or connect people experiencing homelessness to permanent housing as quickly as possible. Under this model, providers offer services as needed and requested, and participation in services are not a requirement for housing (Welfare and Institutions Code (WIC) §8255(b)).

Why does California use a Housing First model?
The Housing First model was developed to address the needs of people experiencing homelessness who face behavioral health, mental health, or substance use challenges.

Programs that mandate behavior or substance use treatment to receive or maintain housing can cause individuals to cycle in an out of housing without improvement, hindering their long-term stability. Housing First acknowledges that a stable place to call home is crucial to one’s success in addressing any health or substance use needs, and therefore removes those barriers to accessing housing for people experiencing homelessness. Housing First has been well-studied and is found to have stronger outcomes for people experiencing homelessness.1
What are the State’s legal requirements for Housing First? California law includes eleven Housing First core components that must be incorporated into state program requirements. These core components must be adopted by state departments or agencies that fund, administer, or implement programs for the purpose of providing housing or housing-based services to people experiencing homelessness or at risk of homelessness. For the full statutory language, please see WIC §8255(b).

Are people required to be sober, in treatment, or have met other prerequisites to be enrolled in a housing or service program?
People are not required to have met prerequisites related to sobriety or treatment to be eligible for participation in state-funded homelessness and housing programs.

Additionally, participants must not be rejected for their financial or rental history, 1 USICH (2019). The Evidence Behind Approaches that Drive an End to Homelessness. 164
California Housing First Law Guidance
2 criminal convictions unrelated to tenancy, or any judgement about “housing readiness” behaviors. Housing First is based around a harm reduction philosophy, helping people take steps to reduce the risk of their existing behaviors and letting them choose how to do so. For example, people who are experiencing homelessness can have great difficulty recovering from alcohol or substance use or participating in treatment programs while focusing on the day-to-day survival of homelessness. Therefore, the Housing First model allows them to find stable housing or shelter before working on other behavioral changes.

Can people be evicted for the use of drugs or alcohol?
A program must not evict or remove a participant from housing or shelter settings solely for use of alcohol or drugs, without other program violations. Instead, service providers must use evidence-based harm reduction techniques to prevent participation from engaging in actions that may lead to violation of the program requirements.

Are people required to participate in services to receive or retain housing? Participation in services must not be a prerequisite or condition to receiving and retaining housing. State-funded programs, however, are required to offer services as well as encourage participants to engage in those services using evidence-based models of engagement that typically require service providers to build trusting relationships and participant-driven service plans.

How should service providers engage with participants?
Programs must not have predetermined goals that apply to all participants. Supportive services offered in housing or outreach should be tailored and relevant to participants and empower participants in the decision-making process to determine solutions for their needs. Programs must utilize staff who are trained in evidenced-based and culturally-sensitive practices for client engagement or provide training on such models.

Evidence-based models are those where research has shown significant positive outcomes, such as motivational interviewing, client-centered counseling, and traumainformed care. Additionally, programs must offer services that are informed by harm reduction philosophies, such as engaging clients with non-judgmental communication, offering education to avoid risky behaviors, and connecting them to evidence-based treatment upon request.

Are housing providers required to provide leases to participants? Tenants in permanent housing settings must be provided with a lease and all the rights and responsibilities of tenancy. Participants in temporary housing settings, such as shelter or Navigation Centers, are not required to be provided a lease. Occupancy requirements for interim homelessness programs and emergency shelter are defined in California Civil Code §1954.08 - 1954.093 and must be followed in addition to Housing First core components, whenever applicable.

Are programs with time-limited assistance allowed under the Housing First law? State agencies and departments may fund time-limited rental and service assistance, as long as they comply with California’s Housing First core components and implement the additional requirements stated in statute (WIC §8255(d)(2)). If a participant is 165
California Housing First Law Guidance
3 leaving housing, providers must assist in connecting the participant to other housing or services prior to when they leave the program. Time-limited housing or time-limited programs that require participants to leave after a specific time period with no additional assistance would not be consistent with Housing First. Additional requirements for time-limited programs serving youth are listed in statute.

How does Housing First apply to shelters and interim housing? Housing First law applies to permanent and temporary settings, including emergency shelters and other interim settings. Not all of the core components of Housing First may be applicable to these settings, for example, the requirement to have leases does not align with the function of an emergency shelter because it is not a long-term housing placement, therefore a lease is not necessary in this case. These settings must use Housing First components and principles in their screening and selecting of participants, providing services, and in other engagement with participants.

How do Housing First core components apply to recovery housing programs? “Recovery housing” refers to sober living facilities as well as programs that provide housing in recovery-focused and peer-supported communities for people addressing substance use (WIC §8256(c)(3)). Per statute, all state-funded recovery housing programs must be compliant with the Housing First core components unless they are funded by specific grants within the California Department of Corrections and Rehabilitation (CDCR)or by the Board of State and Community Corrections Adult Reentry Grant. There are additional requirements for these programs (WIC §8256(c)(1)).

Participation in recovery housing is voluntary unless participation in that housing type is pursuant to a court order.

How do Housing First core components apply when someone is on probation or parole? People who have been involved in local or state criminal justice systems are more likely to experience homelessness than the general public. Sobriety may be a condition of court-ordered probation or parole for people exiting jail or prison. This requirement is unrelated to the housing environment in which a person chooses to live. Therefore, it is the expectation that probation or parole officers will connect with individuals about their sobriety, not rely on housing service providers to do so. A housing program must not evict or remove a participant from housing or shelter settings solely for use of alcohol or drugs, without other violations. Instead, service providers should use evidence-based harm reduction techniques to help prevent participants from engaging in actions that may lead to violation of the program agreements. Evidencebased models are those where research has shown significant positive outcomes, such as motivational interviewing, client-centered counseling, and trauma-informed care.

Does the Housing First law apply to federal programs?
Federal policy largely promotes Housing First in federal government programs. The Supportive Services for Veteran Families (SSVF) and HUD-Veterans Affairs Supportive Housing (HUD-VASH), administered by the US Department of Veterans Affairs (VA), include strong Housing First requirements. The SSVF program specifically includes in its regulations “re-housing assistance is offered without preconditions (such as 166
California Housing First Law Guidance
4 employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the unique needs of the household.”2 Providers must apply the Housing First statute to federal programs as well. To the extent federally funded programs have requirements that are inconsistent with the state Housing First statute, federal policy takes precedence, but only where policy is inconsistent (WIC §8255(e)). For example, per HUD, site-based projects, such as emergency shelters, may take exception to the criminal background of program participants in certain cases.3 State programs otherwise must follow all Housing First core components. Many exclusionary federal policies are discretionary policies and do not impose an enforcement obligation on the housing provider.

Can California Federally Recognized Tribes implement culturally responsive adaptations of Housing First?
California’s Federally Recognized Tribes may require culturally-appropriate adaptations of Housing First to meet the needs of their specific communities. The vision and philosophy of Housing First can remain intact in these instances, while honoring tribal self-determination, sovereignty, and unique situatedness, such as historical and cultural context and power relations.

What is Cal ICH’s role in implementing Housing First?
Cal ICH is charged with working with state departments and agencies to ensure proper compliance with Housing First statute. Cal ICH also provides a variety of resources to state and local partners regarding effective Housing First implementation. If you have any questions about Housing First or would like Cal ICH to develop a specific resource for your community, please email [email protected].
2 Preventing the Use of Housing First. (n.d.). National Alliance to End Homelessness 3 Criminal History (n.d.). HUD Exchange.
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California Housing First Law Guidance
5 APPENDIX A: CORE COMPONENTS AND CONTEXT
California Statute provides eleven Housing First core components that must be adopted into state program requirements. A summary of each core component with context is listed below along with context. For the full statutory language, please see Welfare and Institutions Code (WIC) Section 8255(b).

CORE COMPONENTS SUMMARIZED CONTEXT
1 No requirements for sobriety,
treatment, or service participation
to be selected for a program.

Lowers barriers to access for historically
marginalized groups, such as people who use
drugs or those with behavioral/mental health
service needs.
2 No rejections for financial or rental
history, most criminal convictions, or
lack of “housing readiness.”
Provides opportunity to build credit and income,
reduce recidivism to incarceration, and stabilize
behavioral health conditions.
3 Accept referrals from all areas of
the homelessness response system
utilized by vulnerable people
experiencing homelessness.

Connects people to services and resources
through the pathways they already have access
to.
4 Service plans are participant-driven
and supportive services emphasize
engagement and problem solving.

Person-centered approaches, such as allowing
participants to identify their goals and service
needs, are crucial for success in promoting
participation in services.
5 No requirement to participate in
services in order to receive or
retain housing.

Programs offer services and encourage
participants with evidence-based practices.

Participants are more likely to succeed when they
have autonomy in their participation.
6 Participants provided a lease in
permanent housing. Not required
for participants in temporary
housing settings.

Ensures that participants in permanent housing
have the same rights as those in traditional
housing and can retain housing while following
lease requirements.
7 No evictions solely for drug or
alcohol use, without other lease
violations.

Participants have the same expectations as those
in traditional housing and are approached with
harm reduction techniques.
8 Use coordinated entry system or
process to prioritize people based
on vulnerability criteria.

Prioritizes the most vulnerable for housing and
services appropriate for their needs. Outcomes
assessed regularly to ensure communities are
equitably served.
9 Providers are trained in and use
evidenced-based practices.

A voluntary participation model relies on
engaging people to design and participate in
their own service plans.
10 Services use a harm-reduction
philosophy to engage with
participants.

Provides participants with options to reduce harm
caused by substance use, including but not
limited to, sobriety. Services cannot be required.
11 Physical changes in units
accommodate disabilities and
promote health.

Allows participants to have their needs met,
especially those with significant disabilities.
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“Improving lives and communities through transportation.” DISTRICT 6 OFFICE
1352 West Olive Avenue
Fresno, CA 93728-2818
TTY 711
www.dot.ca.gov
June 1, 2026
Secretary Tomiquia Moss
Business, Consumer Services and Housing Agency
Gustavo Velasquez, Director
California Department of Housing and Community Development 651 Bannon Street, Suite 400 Sacramento CA 95811
Dear HPD Homelessness Grants:

Caltrans District 6 is supportive of and committed to the City of Visalia for their proposed request for Encampment Resolution Funding (ERF) Program, round 5 application.

The City of Visalia and partnering agencies have been providing services such as case management services, coordinated entry services, meal assistance, and enrollments into interim and permanent housing placements to homeless encampments along state Routes 198, 63, and 216. The City of Visalia is committed to the region and has shown their willingness to partner to improve accessibility to those most in need by providing housing and other resources.

Caltrans will commit to the following resources to support this effort:
• Provide recommendations and support for funding.
• Facilitate outreach efforts by social service providers in the aforementioned high-return probable areas to benefit persons experiencing homelessness and to keep Caltrans rights-of-way clear of debris and reduce the likelihood of potentially hazardous conditions and repopulation of encampments following removal.
• Provide at least two weeks’ notice to HCD and the City before removing an encampment in the proposal only in collaboration with the City of Visalia notice unless critical circumstances exist and the encampment poses an imminent threat to life, health, safety, or infrastructure and must be immediately addressed.
169

CITY OF VISALIA
June 1, 2026

“Improving lives and communities through transportation.” • Continue to communicate with the City of Visalia and partnering agencies to coordinate social services prior to an encampment removal.

The City of Visalia will:
• Work to resolve encampments to deter repopulation of sites. • Report all actions taken and document outcomes.
• Engage service-resistant individuals and use all tools available to resolve housing individuals.

The City of Visalia acknowledges that repeated repopulation of sites supported by this grant will be elevated to HCD by Caltrans to provide increased accountability for successfully housing individuals when removals occur.

Where 90-Day Continuous Posting at ERF Sites has been established, grantees are expected to deliver ongoing outreach throughout the entire 90-day period, engaging any individuals present at the location in anticipation that a notice to vacate may be posted by Caltrans as soon as repopulation is observed.

Caltrans District 6 is eager to be a part of the City of Visalia’s partnership to strengthen and expand resources to connect persons experiencing homelessness with new opportunities in the community.

If you have any questions, feel free to contact Jason Miao, Acting Deputy District 6 Director of Maintenance and Operations, Caltrans, at (559) 341-7990 or by email at [email protected].

Sincerely,

MICHAEL NAVARRO
District 6 Director
170
City of Visalia Letter of Support 2026
Final Audit Report 2026-06-02
Created: 2026-06-01
By: Sasha Cristobal ([email protected])
Status: Signed
Transaction ID: CBJCHBCAABAAaCLMAXDYF5dMzezqQZmoFAxAuvmR36YA "City of Visalia Letter of Support 2026" History
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171
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0826 Agenda Date: 6/15/2026 Agenda #: 6.

Agenda Item Wording:

Consultant contract award - Authorize the City Manager to award three (3) consultant contracts to Love to Ride for the non-infrastructure programs for the Highland Community connectivity, Santa Fe Street bike lanes, and the Goshen-Visalia corridor connection projects in the amount of:

1.) Highland Community connectivity: $425,127

2.) Santa Fe Street bike lanes: $428,113

3.) Goshen-Visalia corridor connection: $416,077
Agenda Date: 06/15/2026
Prepared by:

Cody McLaughlin, Associate Engineer, [email protected] (559) 713-4595 Dolores Verduzco, Financial Analyst, [email protected] (559) 713-4540 Rebecca Keenan, Senior Civil Engineer, [email protected], (559) 713-4541 Chris Crawford, City Engineer, [email protected], (559) 713-4331 Jason Huckleberry, Engineering and Building Department Director, [email protected], (559) 713-4495
Department Recommendation:

Staff recommends that City Council authorize the City Manager to award three (3) consultant contracts to Love to Ride for the non-infrastructure programs for the following projects and amounts:

1.) Highland Community connectivity project: $425,127

2.) Santa Fe Street bike lanes project: $428,113

3.) Goshen-Visalia corridor connection project: $416,077 Summary:

The City of Visalia received an award of funding from the Active Transportation Program (ATP), Cycle 7, for infrastructure improvements to improve safety and promote active modes of transportation for the three (3) projects listed below. As part of the three projects that were awarded, the grant funding included a non-infrastructure component for each individual project. The non-infrastructure component consists of an educational campaign focused on walking and biking safety which will be implemented by disseminating information on the City’s website, implementation of an online geospatial encouragement platform, and through community engagement events. These required components are all part of grant scopes further detailed in the report. This staff report focuses on the non-infrastructure component of each project.

1. Highland Community connectivity project

2. Santa Fe Street bike lanes project

3. Goshen-Visalia corridor connection project
Background Discussion:

The ATP is a state-administered grant program created to encourage increased use of active modes Visalia City Council Page 1 of 5 Printed on 6/12/2026
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The ATP is a state-administered grant program created to encourage increased use of active modes of transportation. The purpose and goals of the ATP include the following:
· Increase the proportion of trips accomplished by biking and walking. · Increase the safety and mobility of nonmotorized users. · Advance the active transportation efforts of regional agencies to achieve greenhouse gas reduction.
· Enhance public health, including reduction of childhood obesity. · Ensure that disadvantaged communities fully share in the benefits of the program. · Provide a broad spectrum of projects to benefit many types of active transportation users.

Cycle 7 of the ATP is funded by various federal and state funding sources. The ATP is a highly competitive statewide program and, in the State of California, is the only state dedicated funding program for walking and biking projects. For Cycle 7, approximately $569 million was estimated to be available for award for active transportation projects. The Budget Act of 2024, signed by the Governor in June 2024, included a $400 million reduction to the ATP from General Funds appropriated to the program in the 2022 California State Budget. This reduction decreased the total funding availability for Cycle 7 of the ATP to approximately $169 million.

This reduction further increased the competitiveness of the program. A total of thirteen (13) projects were awarded funding through the Statewide and Small Urban and Rural components of the Active Transportation Program. The City of Visalia was awarded funding for three (3) projects, receiving a combined total of $51,468,000 in ATP funds to support projects that encourage the increased use of active modes of transportation.

The funding applications submitted to the ATP for each project included both an Infrastructure (IF) component, which supports construction of corridor improvements, and a Non-Infrastructure (NI) component focused on public education and outreach. A non-infrastructure component was included with each funding application to increase the probability of receiving an award of funds from the highly competitive ATP. The table below summarizes the ATP funding awarded for each project.

No. Project Title Infrastructure
ATP Funds
NonInfrastructure
ATP Funds
Total ATP
Funds
Awarded

1. Highland Community
Connectivity (State
Funded)
$4,950,000 $520,000 $5,470,000

2. Santa Fe Street Bike
Lanes (State Funded)
$10,870,000 $520,000 $11,390,000

3. Goshen-Visalia Corridor
Connection (Federally
Funded)
$34,308,000 $300,000 $34,608,000
Total $50,128,000 $1,340,000 $51,468,000
Infrastructure components:

The infrastructure components of these grants include the Highland Community Connectivity project, Visalia City Council Page 2 of 5 Printed on 6/12/2026
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The infrastructure components of these grants include the Highland Community Connectivity project, the Santa Fe Street Bike Lanes and the Goshen-Visalia Corridor Project. The designs of these projects have been or will be discussed with Council in detail as the projects progress.

Non-Infrastructure Component (NI):

The non-infrastructure component (NI) is intended to support public education and community outreach related to active transportation. The non-infrastructure program is structured as a citywide initiative focused on education, encouragement, and safety awareness related to walking and bicycling. While the program will help familiarize residents with improvements associated with each infrastructure project, the activities funded through this component are not limited to the project area and will be implemented throughout the City of Visalia.

Planned activities include community initiatives focused on bicycle and pedestrian safety, such as bicycle skills classes, guided community rides, and in-person education and encouragement aimed at increasing awareness and promoting safe walking and bicycling practices. The educational campaign will include the development of a city webpage, implementation of an online geo-spatial encouragement and education platform to promote safe cycling resources and provide education and encouragement about the health benefits of walking and biking and onsite community events.

The outreach and educational components to the non-infrastructure projects were included as part of the scope for the NI components of the ATP applications. The onsite community events scope includes events such as bike rodeos, community bike rides led by experienced cyclists, and bicycle friendly training events. The online educational and encouragement component is listed in the applications as the adoption of an online geo-spatial biking encouragement platform and the procurement of a consultant firm with expertise in biking education, community engagement and capacity building. The multilingual online hub would be free to community users and the process would collect demographic data and real-time feedback from users.

These efforts are intended to encourage safe use of active transportation facilities and support broader mobility and safety goals across the community. Consultant efforts will coordinate and lead around 400 community outreach opportunities across the three ATP projects over a project timeline of 3 years.

Consultant Procurement
In January 2026 the city issued a request for proposals (RFP) for professional consultant services for the active transportation program (ATP) non-infrastructure (NI) programs in support of the city’s three (3) state and federal ATP grant funded projects. Proposal submissions closed on February 10, 2026 and the city received three (3) proposals: Interwest, 4creeks, Love to Ride. Proposals were evaluated by 3 city project managers and scored.

Through the consultant proposal evaluation process, Love to Ride was selected as the most qualified consultant. Love to Ride illustrated a clear understanding of the project, project requirements, and project outcomes within their proposal. In addition, Love to Ride showed a history of experience with the outreach and education within the subject matter.

Fiscal Impact:

Each ATP application included the contribution of local matching funds to achieve the maximum points in the leveraging category of the funding application. The table below provides a summary of Visalia City Council Page 3 of 5 Printed on 6/12/2026
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the amount of ATP funds awarded for the NI component and the local match, consisting of Measure R funds, for each project.

No. Project Title ATP NI
Funds
Measure R
Trailways
Measure R
Local
Total Budget

1. Highland Community
Connectivity
$520,000 $71,000 $591,000

2. Santa Fe Street Bike
Lanes
$520,000 $71,000 $591,000

3. Goshen-Visalia
Corridor Connection
$300,000 $291,000 $591,000
Total $1,340,000 $362,000 $71,000 $1,773,000
ATP NI Project Budgets
1) Highland Community Connectivity Summary:

Consultant Services - award amount $425,127
City Staff Time $153,000
Project Contingencies $12,873
Highland Community NI Project Total: $591,000
2) Santa Fe Street Bike Lanes Summary:

Consultant Services - award amount $428,113
City Staff Time $153,000
Project Contingencies $9,889
Santa Fe Bike Lane NI Project Total: $591,000
3) Goshen-Visalia Corridor Connection Summary:

Consultant Services - award amount $416,077
City Staff Time $153,000
Project Contingencies $21,923
Goshen-Visalia Corridor Connection NI Project Total: $591,000 Total ATP NI Project Budget: $1,773,000
Prior Council Action:

November 3, 2025: The City Council accepted and authorized the appropriation of funds awarded from the ATP of $51,468,000 and the appropriation of local matching funds from the Measure R Local Fund and the Measure R Trailways Fund.

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File #: 25-0826 Agenda Date: 6/15/2026 Agenda #: 6.

May 20, 2024: The City Council authorized the submission of funding application for the ATP funding (Cycle 7) for four (4) capital improvement projects.

Other: None
Alternatives: None Recommended.

Recommended Motion (and Alternative Motions if expected):

I move to authorize the City Manager to award three (3) consultant contracts to Love to Ride for the non-infrastructure programs for the following projects and amounts:

1.) Highland Community Connectivity: $425,127

2.) Santa Fe Street Bike Lanes Project: $428,113

3.) Goshen-Visalia Corridor Connection Project: $416,077 Environmental Review:

CEQA Exemption
Deadline for Action:
06/15/2026
Attachments:

1. Love to Ride Proposal

2. Love to Ride Fee Proposal - Goshen

3. Love to Ride Fee Proposal - Highland

4. Love to Ride Fee Proposal - Santa Fe

5. Consultant Ownership Disclosure Form

6. Draft Contract
Strategic Goal:
☐
Economic
Vitality
☐
Organizational
Excellence
☐
Fiscal
Strength
☒
Infrastructure &
Growth
☒
Quality of
Life
Visalia City Council Page 5 of 5 Printed on 6/12/2026
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Biketober Newcastle 2021
A behaviour change program to get more people
riding bikes in Newcastle
Local Website Proposal
City of Visalia
RFP No. 25-26-37
ProfessionalServicesfor
ActiveTransportation Plan(ATP) Non-Infrastructure Programs A ProposalfromLoveto Ride

VISALIA
177
178
179
4 Table of Contents
Section A - Cover Letter ..................................................................................................................... 2 Section B - General Information ......................................................................................................... 5 Executive Summary............................................................................................................................ 8 Section C – Organization, Staff Qualifications & Proposed Approach.............................................. 11 C.2 Project Management Approach.................................................................................................. 20 C.3 Key Personnel, Alignment, and ATP/CTC Expertise ................................................................. 22 C.4 Project Approach, Scope of Work, City Participation................................................................. 24 C.4.2 Phase I – Completed Work .................................................................................................... 25 Section D - Related Experience........................................................................................................ 48 Section E - Proposal Fee Structure As required by the RFP the proposed fee structure is included with the unbound original in a sealed envelope................................................................................ 54 Section F - Conflict of Interest .......................................................................................................... 55 Required Forms, Certifications, Signatures ...................................................................................... 56 Appendix A – Phase I Documentation and Draft Schedule 25Ds..................................................... 57 Appendix B – Resumes of Key Personnel........................................................................................ 58 Appendix C – Digital Tools ............................................................................................................... 59 Appendix C - Digital Tools Supporting Program Delivery ................................................................. 60 180
5 Section B - General Information
B.1. Firm Information
• Firm Name: Love to Ride, LLC
• Business Address: 8735 Dunwoody Place, Suite N, Atlanta, GA 30350 • Telephone Number: (310) 906-7897
• Fax Number: N/A
• Email Address: [email protected]
B.2 Proposal Contacts
• Primary Proposal Contact:
o Name: Thomas Stokell
o Title: Chief Executive Officer
o Phone: (470) 509 4032 or (310) 906-7897
o Email: [email protected]
• Secondary Proposal Contact:
o Name: Laura Cisneros
o Title: Senior Account Executive
o Phone: (512) 750-9584
o Email: [email protected]
B.3 City Contract Point of Contact
Proposal-level coordination will be handled by Love to Ride’s Proposal Contact. Day-to-day project management, staffing, and delivery roles are described in Section IV.C – Organization, Staff Qualifications, and Proposed Project Approach.

B.4 Type of Organization
• Type: Limited Liability Company (LLC)
• Small Business: Yes
• Minority-Owned Business: No
• Women-Owned Business: No
B.5 Tax and Business Registration Information
• Federal Tax Identification Number: 47-311-9436
• City of Visalia Business Tax Certificate: Application will be completed prior to commencement of work in accordance with City requirements. 181
6 B.6 Owners, Officers, and Key Personnel
• Owner / Officer:
o Thomas Stokell – Chief Executive Officer
• Key Personnel:
o Thomas Stokell – Chief Executive Officer
o Laura Cisneros – Senior Account Executive
o Will Caiger – Projects Director
o Amy Couch – Project Manager
o Laurence Boon – Product Manager
(Resumes and detailed role descriptions are provided in Section IV.C and accompanying attachments.)
B.7 Department of Industrial Relations (DIR) Registration • DIR Registration Number: 1000965306
B.8 Insurance Information
• Workers’ Compensation Carrier: The Hartford
• General Liability Carrier: CFC Underwriting Limited
• Automobile Liability Carrier: N/A
• Errors & Omissions Carrier: CFC Underwriting Limited
(Proof of insurance and policy details will be provided in accordance with City contract requirements.)
B.9 References
• Bennett Foster
Atlanta Regional Commission
[email protected]
• Emanuel Andrews
Houston-Galveston Area Council
[email protected]
• Matt Miller
Ecology Action – Santa Cruz
[email protected]
182
7 B.10 Subconsultants
Love to Ride will engage the subconsultants and advisory partners identified in this proposal to provide local and subject-matter expertise in support of delivery of the City of Visalia’s ATP NonInfrastructure Program outputs. These subconsultants support specific functions such as local technical guidance, community-based outreach, bicycle safety education, and subject-matter advisory services.

All subconsultants will operate under Love to Ride’s direction and within City-approved scopes of work. Love to Ride will serve as the Prime Consultant and retain full responsibility for project coordination, quality control, reporting, and compliance with all City of Visalia and California Transportation Commission requirements. Subconsultant information will be finalized and provided prior to contract execution in accordance with RFP requirements. 183
8 Executive Summary
Love to Ride is excited and ready to partner with the City of Visalia, local organizations, and community members across the Highland, Santa Fe, and Goshen project areas to deliver the ATP Cycle 7 Non-Infrastructure Program. This is a multi-year, multi-grant investment with high expectations for compliance, coordination, and measurable results. The proposed approach aligns directly with the Scope of Services and Required Services outlined in the RFP and reflects the City’s stated objectives for equitable, data-driven, and deliverable-focused non-infrastructure programming.

This investment provides a meaningful opportunity to deliver measurable increases in walking and bicycling while maximizing the return on ATP funds across all three project areas. Love to Ride has carefully reviewed the RFP requirements, CTC guidance, approved program outputs, and project constraints to develop a delivery approach that is achievable, compliant, and low risk.

Phase I: Output Revisions and CTC Readiness
Love to Ride has completed Phase I of this project by developing evidence-based, ATP-compliant recommendations for revised outputs and scopes. We have provided clear rationale for each recommended change and provided full draft the text that can be utilized in Exhibit 25-D forms.

Our goal is to make the delivery of this project as easy as possible for the City of Visalia. To that end, we have drafted the copy the three Exhibit 25-D (one for each project area) that the city can review and edit as they see fit for submission to the CTC.

We have carefully considered the aims of the project, the original output levels, scope and budget allocations, alongside 1) input from our local partners and our team members with expertise in NI program delivery (best practices and what actually works); and 2) a data-led understanding of the realities of each project area, e.g. how many schools are in each area and their catchment areas.

We have developed revised output numbers and a scope that is needed to successfully deliver the project and which balances feasibility of delivering the outputs and the best use of the available budget.

Phases II and III: Implementation Approach
Following CTC approval, Love to Ride proposes a cost-effective and fully compliant plan for delivering Phases II and III. The approach integrates community engagement, education, encouragement, and data-driven monitoring to achieve measurable behavior change outcomes while meeting all ATP reporting and accountability requirements. 184
9 Expertise and Team
Love to Ride specializes in ATP non-infrastructure delivery and has direct experience implementing ATP-funded programs. Non-infrastructure program delivery is our core area of expertise.

The proposed team combines national best practice with local knowledge:
• Safe Routes to School Expertise: Through the Safe Routes Partnership consulting team, Love to Ride brings nationally recognized SRTS expertise that complements our in-house experience working directly with school communities.
• Local Delivery Partners: Local partners, including VRPA and local contractor Mark Walls, bring deep relationships within the Visalia community. Mark trained all League Certified Instructors in Visalia, and the local team maintains strong connections with schools, community groups, workplaces, and community leaders. Additional experienced staff based in nearby Fresno bring further continuity and local understanding.

Technology and Engagement
Love to Ride already operates the technology and digital tools required by the RFP, including platforms that support community engagement, safety education, data collection, mapping, and reporting. These tools allow the City to leverage proven systems without introducing procurement or implementation risk.

Digital tools are intentionally integrated with real-world engagement. They support participant follow-up, ongoing education, and continued encouragement after in-person activities (such as bicycle skills classes, led rides, and community events). This integrated approach enables effective delivery, engagement and behavior change at scale across all three project areas Behavior Change and Equity
Love to Ride’s approach is grounded in proven behavior change frameworks and translated into practical actions that help people shift trips from driving to walking and bicycling. Programs combine skills training, social norms, peer-to-peer encouragement, and timely prompts to achieve measurable mode shift.

Our team brings extensive experience delivering place-based, equity-focused non-infrastructure programs. Outreach strategies are tailored to specific neighborhoods, schools, and populations to ensure programs are welcoming, accessible, and responsive to local needs in each project area. 185
10 Project Management, Compliance, and Reporting
Love to Ride has robust quality assurance, fiscal management, and reporting systems in place. We are experienced in working with ATP-funded programs and public agencies that require accurate budgeting, invoicing, and audit-ready documentation.

While the three ATP projects will be implemented concurrently, each will be managed, tracked, and reported as a distinct grant-funded effort, with independent cost tracking and grant-specific reporting. The proposed delivery model maintains strict project separation and accountability while reducing unnecessary duplication in outreach and administration. This approach allows efficiencies without compromising CTC compliance.

Low-Risk Delivery
Love to Ride represents a low-risk, high-capacity partner for the City of Visalia, with established systems already in use on ATP-funded and comparable California public-sector programs. The systems, processes, and delivery models proposed are already in active use in communities like Visalia. No new or untested tools are required.

Love to Ride is prepared to deliver this program in full compliance with ATP requirements, CTC expectations, and City of Visalia policies, delivering measurable increases in walking and bicycling and maximizing the impact of this ATP investment across all three project areas. 186
11 Section C – Organization, Staff Qualifications &
Proposed Approach
This section outlines our project team, governance approach, and phased staffing structure demonstrating that Love to Ride possessed the expertise required to successfully deliver the technical review of the Phase and the subsequent contingent planning and implementation Phases II and III.

C.1.1 Team Composition and Relevant Experience
Love to Ride - Prime Consultant and Subconsultant Team
Love to Ride brings the City of Visalia a team with deep experience delivering active transportation non-infrastructure programs under complex public-sector funding, reporting, and compliance requirements. Our team combines experienced Love to Ride staff with specialized subconsultants to ensure successful delivery under complex public-sector funding, reporting, and compliance requirements. We have experience in delivering ATP-aligned programs in California and comparable large-scale, multi-jurisdictional initiatives nationally, where successful delivery depends on navigating different communities and local conditions, successful community engagement, and strict compliance and reporting requirements.

Love to Ride – Prime Consultant Experience
Love to Ride has delivered active transportation encouragement, safety education, and community engagement programs for public agencies across California, including ATP-aligned work in Santa Cruz, Shasta County, and San Diego. In these jurisdictions, Love to Ride worked within established Active Transportation Program frameworks to support non-infrastructure outputs tied to behavior change, safety outcomes, and participation growth. These programs required coordination with city and county staff, school partners, advocacy organizations, and regional agencies, as well as adherence to defined scopes of work, timelines, and reporting expectations.

Across these California programs, Love to Ride has repeatedly managed delivery in environments with overlapping jurisdictions and governance structures. This has included coordinating activities across multiple corridors, neighborhoods, and school catchments while maintaining consistency in documentation and performance measurement. Love to Ride’s experience in these settings directly informs its approach to Visalia’s three-area ATP Non-Infrastructure program, where localized delivery must be balanced with centralized accountability and reporting.

Beyond California, Love to Ride has led and supported some of the most complex active transportation behavior change programs in the United States. This includes a region-wide program for the Houston-Galveston Area Council spanning 13 counties, as well as a multi-jurisdictional regional program in the Atlanta metropolitan area. These initiatives required coordination across numerous cities, counties, employers, and partner organizations, each operating under different 187
12 procedures and expectations. Love to Ride managed complex financial tracking, task-level cost documentation, and structured reporting to support reimbursement-based funding, agency oversight, and audit readiness. This experience demonstrates Love to Ride’s ability to operate effectively within complex government systems and deliver compliant, defensible outcomes at scale.

Subconsultants and Advisory Partners – Relevant Experience As Prime Consultant, Love to Ride integrates strategic subconsultants to maximize local impact while maintaining sole accountability for project success. We assume full responsibility for coordination, quality assurance, reporting, and strict adherence to all City of Visalia and California Transportation Commission (CTC) requirements (p. 8).

Compliance Note: All proposed partners are registered with the California Department of Industrial Relations (DIR) in accordance with RFP p. 2. Final subconsultant details will be confirmed prior to contract execution.

Safe Routes Partnership – School-Based and Youth-Focused Program Delivery (20+ years of experience)
Safe Routes Partnership (SRP) brings more than 20 years of experience delivering school-based transportation safety education and Safe Routes to School–aligned programming.

SRP has worked extensively with schools, school districts, and public agencies to coordinate assemblies, rodeos, and family-focused education efforts that require careful
scheduling, adherence to school protocols, and compliance with public funding requirements. This experience is directly applicable to ATP Non-Infrastructure programs that include student and family engagement as core outputs and ensures that school-based activities are delivered efficiently and documented accurately.

VRPA – Local and Place-Based Community Engagement
(37 year’s experience)
VRPA contributes experience in localized outreach, partner coordination, and community activation in support of active transportation programs delivered in collaboration with public agencies. VRPA’s work has involved operating within municipal and regional program structures, supporting neighborhood-level engagement while aligning with broader agency goals, timelines, and documentation standards. This experience strengthens the team’s ability to deliver place-based engagement in Visalia’s project areas while maintaining consistency with ATP reporting and compliance requirements.
188
13 Mark Wall – ATP and Active Transportation Program Advisory and Delivery Support (40+ years of experience)
Mark Wall brings more than 40 years of experience in active transportation planning and program development and implementation. His background includes advising public agencies and project teams on non-infrastructure program design, interpretation of ATP-approved outputs, implementation feasibility, and documentation practices. As an advisor, Mark Wall supports alignment between approved scopes of work and real-world delivery, helping to reduce compliance risk and strengthen the defensibility of reported outcomes.

Overall our team composition leverages functional expertise required by the RFP:
• Active Transportation Planning & Behavior Change: Expertise in developing data-driven programs that lead to measurable mode shift and community health improvements. • Safe Routes to School (SRTS) Coordination: Specialized expertise through the Safe Routes Partnership for school-adjacent programming, education, and family engagement events. • Community Outreach & Local Coordination: Deep local knowledge and engagement capacity provided via VRPA Technologies and Mark Wall for authentic, place-based community connection.
• Digital Engagement & Data Visualization: Implementation and management of a multilingual platform for increased outreach, data collection, and mapping/geospatial functionality. • Grant Compliance & Reporting: Management of State and Federal grant-funded projects, including adherence to DIR requirements, prevailing wage standards, and rigorous performance metric reporting for the CTC.

C.1.2 Governance Structure and Accountability
Project governance is organized into a three-tiered hierarchy to ensure clear authority, fiscal accountability, and compliance with California Transportation Commission (CTC) and Caltrans requirements. This structure establishes the City as the policy lead and Love to Ride as the Prime Consultant responsible for delivery and audit readiness. 189
14 Table C.1: Tiered Governance
Tier Entity Role in Governance, Reporting, and Coordination Tier 1 City of Visalia
The City of Visalia retains ultimate authority over policy direction, ATP grant administration, and formal approvals. The City will designate a Project Manager/Contract Administrator to provide oversight, review deliverables, and coordinate approvals in accordance with ATP and City requirements.

Tier 2 Love to Ride
Love to Ride serves as the Prime Consultant and single point of accountability for program execution. Love to Ride is responsible for overall project management, internal team coordination, budget and schedule control, quality assurance/quality control, and compliance with California Transportation Commission (CTC), Caltrans, and City requirements.

Tier 3 Love to Ride -
Delivery
Love to Ride’s internal delivery team supports this role and includes program and campaign delivery, digital platform and data management, marketing and communications, and finance and compliance support. All program activities, reporting, and coordination with subconsultants are managed through Love to Ride.

Tier 4
VRPA
Technologies / Safe
Routes Partnership
/ Mark Wall
Subconsultants and local partners provide specialized expertise and place-based delivery support under the direction and management of Love to Ride. Subconsultants do not contract directly with the City and operate within the scope, schedule, and quality standards established by the Prime Consultant.
190
15 Governance Controls & Compliance
To maintain transparency, the project utilizes defined controls aligned with ATP guidelines:
• Formal Approvals: Documented checkpoints for all version-controlled deliverables. • Contingent Activation: No work on Phase II or III proceeds without formal City and CTC authorization.
• Change Management: All scope, schedule, or budget adjustments require City-approved amendments.
191
16 C.1.3 Scaled Staffing Model
To support the City of Visalia’s ATP Cycle 7 Program, we utilize a Scaled Staffing Model that mirrors project phases and authorization status. This 'right-sized' approach ensures fiscal efficiency during planning while providing a robust structure for full-scale implementation. Phase I was executed by a core team of four Love to Ride staff and specialized subconsultants; this configuration remains for Phase II (contingent on CTC approval) to translate outputs into an implementable work plan.

Table C.1.a – Key Roles and Responsibilities by Phase
Tier Role /
Organization
Key Responsibilities Phase I Phase II Phase III
Tier
1 City of
Visalia –
Project
Management
Policy oversight; ATP grant
administration; review and
approval of scopes, deliverables,
and reporting submissions.
✔ Oversight ✔ Oversight ✔ Oversight
Tier
2 Love to Ride
– Senior
Project
Management
(Prime
Consultant)
Single point of accountability;
project management and direction;
compliance leadership; budget and
schedule control; QA/QC;
coordination and direction of
subconsultants and advisors; CTC
and City reporting.
✔ Lead ✔ Lead ✔ Lead
Tier
3 Love to Ride
– Program &
Campaign
Delivery
Program strategy; encouragement
and safety campaign design;
communications planning;
campaign execution; performance
measurement and evaluation
framework.
✔ Lead ✔ Lead ✔ Lead
192
17 Tier
3 Love to Ride
– Technical
& GIS
Platform
Management
Oversight of digital engagement
platform; campaign configuration
and optimization; management of
data outputs and mapped
information to support reporting
and planning needs.

N/A ✔ Ongoing ✔ Ongoing
Tier
4 VRPA
Technologies
Place-based outreach
coordination; stakeholder, school,
and business outreach;
coordination of project-area teams;
logistical support for LCI-led
activities; outreach documentation
and participant tracking.
✔
Validation
✔ Outreach /
Coordination
✔ Outreach /
Coordination
Tier
4 Mark Wall –
League
biking
Instructor
(LCI)
Delivery of bicycle safety
education for students and adults;
bicycle demonstrations;
community rides; bike trains and
bike buses; activity-level
documentation and participation
counts. Managing other LCIs, local
volunteers. Community
engagement and education.
✔
Validation
✔ Advisory
✔
Coordination /
Delivery
Tier
4 Safe Routes
Partnership
School program design guidance;
youth safety education validation;
alignment with Safe Routes to
School best practices and school
calendars.
✔
Validation ✔ Advisory
Staffing Scale by Phase (Prime, Coordination, and Delivery) 193
18 Category Phase II –
Post-CTC
Approval
Phase III –
Program
Delivery
Primary Focus
Love to Ride –
Prime Consultant
4 6
Project management and compliance;
direction of subconsultants; ATP and CTC
reporting; financial management; digital
platform, data, and campaign delivery.

Staffing increases during campaign design,
launch, and reporting periods.

VRPA
Technologies –
Local Coordination 2 3
Place-based outreach coordination; school,
business, and stakeholder engagement;
logistical support for LCI-led activities;
outreach documentation and participant
tracking.

Delivery Team –
Licensed biking
Instructor (Mark
Wall)
1 Scales with
approved
outputs: 1-5
Direct delivery of bicycle safety education
(students and adults); demonstrations;
community rides; bike trains and bike buses;
activity-level documentation.

Total Active Team
7 10–15*
Coordinated Non-Infrastructure delivery,
documentation, and reporting, scaled to
approved outputs and delivery peaks.
*Delivery team effort increases during campaign periods and SRTS-related activities (i.e. Bike Rodeos), consistent with approved output quantities.

City Staffing Resource Estimates
Love to Ride programs are designed to be highly efficient with minimal impact on internal City resources. We manage day-to-day operations while collaborating closely with City staff for highlevel approvals and oversight. 194
19 Facilities and Office Locations
The proposed team operates through a combination of local and national offices, enabling Love to Ride to pair place-based delivery in Visalia with experienced program management and technical support.

Love to Ride Facilities:
• Project Management: Love to Ride’s Project Manager is based in Austin, Texas and will provide day-to-day coordination. This includes scheduled site visits to Visalia to support City coordination, partner alignment, and key engagement activities. • Headquarters Support: Program oversight, compliance, finance, marketing, and digital platform management are supported through Love to Ride’s U.S. headquarters in Atlanta, Georgia. Additional technical and product support is provided through the firm’s international offices.
• Digital Infrastructure: Love to Ride’s cloud-based engagement platform and data systems do not require City-provided office space or specialized facilities.

Subconsultant Facilities
• Local Support: Local, in-person activities in Visalia will be supported by Fresno-based subconsultant VRPA and Mark Wall based in the City. VRPA will utilize its local offices and community facilities, including schools, community centers, and City-approved venues, to support meetings and engagement activities.

No additional facilities are required from the City of Visalia.

Note that approximately 40% of the hours on this project will be spent out in the community by our on-the-ground team, engaging the community, conducting training, visiting and working with schools, leading rides, etc.
195
20 C.2 Project Management Approach
Project Understanding & Strategic Approach
We understand that the City of Visalia is looking to streamline three separate state-funded grants into one clear, unified plan. Love to Ride’s approach aim to reduce the burden on City staff with a robust project management approach and a flexible staffing team that updates the original grant goals to fit Visalia’s needs today, making sure the program is both realistic and fully compliant.

Phased Execution Strategy
Our management model aligns directly with the City's phased requirements to protect funding eligibility and ensure on-time delivery:
• Phases I & II (Refinement & Approval): We employ "Backward Planning" to meet California Transportation Commission (CTC) deadlines. Our team will finalize revised outputs by March 14, 2026, to ensure inclusion in the May 14, 2026, CTC meeting agenda.
• Phase III (Implementation): To maximize the grant performance period, we develop program assets during the approval window, allowing for an immediate launch once the Notice to Proceed (NTP) is issued.

Reporting & Accountability
To support the City’s administrative and audit requirements, we provide:
• Strategic Coordination: Regular check-ins focused on milestone progress, upcoming deliverables, and proactive risk mitigation.
• Audit-Ready Documentation: Monthly progress reports and invoices link every cost directly to a specific ATP output, facilitating seamless state reimbursement. • Performance Transparency: The Love to Ride platform provides the City with real-time participation data and geographic coverage logs, ensuring all activities meet geographic and demographic targets.
196
21 Our Internal Quality Standards
Before any report or invoice reaches your desk, it goes through our internal "clean-up" process:
• The Senior Review: Our Senior Project Manager personally reviews every technical output to ensure its polished, accurate, and 100% ATP-compliant. • Financial Integrity: Our finance team cross-checks every charge against the approved Scope of Work, ensuring the City is always in a "ready-to-audit" position. • Labor & Compliance: We take the headache out of DIR registrations and certified payroll, managing those details internally so your team can focus on the program's impact.

Schedule Control & Strategic Milestones
Our project schedule is structured to ensure adherence to CTC meeting calendars and Caltrans District 6 preparation timelines.

Project
Milestone
Target
Date
Compliance & Risk Mitigation
Output
Refinement
Feb – Mar
2026
Technical Validation: Grounding proposed revisions in evidencebased data to ensure a defensible case for CTC amendment approval.

Final Filing
Submission
Mar 14,
2026
Schedule Buffer: Finalizing all outputs to accommodate the technical review period required by Caltrans District 6 and the Office of Federal Resources.

CTC Approval
Meeting
May 14,
2026
Responsive Coordination: Maintaining team availability to address technical inquiries from the Commission to ensure an uninterrupted transition to Phase III.

Program
Launch
June
2026
Immediate Deployment: Activating program materials developed during the approval window to maximize the summer performance period and grant life cycle.
197
22 Summary of Accountability
This management approach provides the City with clear, defensible documentation that maintains full ATP and CTC compliance. By utilizing our Scaled Staffing Model and established Governance Structure, we ensure timely reimbursement, successful grant administration, and final closeout for all three project areas.

C.3 Key Personnel, Alignment, and ATP/CTC
Expertise
The individuals listed below have been specifically selected for their expertise in ATP/CTC compliance, large-scale behavior change, and project accountability. This team is committed to the City of Visalia for the full duration of the contract, ensuring that the institutional knowledge gained during the refinement phases stays with the project through final closeout.

Commitment to Project Continuity
We recognize that consistent leadership is vital for navigating the CTC's multi-year approval and implementation cycles. As required by this RFP, the team identified above-specifically the Senior Project Manager, Laura Cisneros-is fully committed to the City of Visalia for the entire duration of the project.

Individual Project Role & Operational Function Experience & Expertise Tenure CEO
Executive
Sponsor
Executive Oversight: Final authority for
prime consultant accountability;
approves strategic revisions and major
deliverables; ensures SB 1 and ATP
grant compliance and high-level policy
alignment.

National Strategy Lead: 20+ years
directing transportation behavior
change programs, intervention
evaluation and reporting.
20+
Years
Senior
Project
Manager
Strategic & Day-to-Day Lead: Primary
City liaison; directs scope refinement
and output validation; manages all
day-to-day subconsultant coordination,
California ATP Specialist: 8 years
leading state-funded programs for
Santa Cruz, San Diego,
Sacramento, and Shasta County.
8 Years
198
23 Laura
Cisneros
task scheduling, and LAPM Chapter
10 compliance.

Expert in navigating CTC
amendment processes.

Global
Project
Manager
Will Caiger
Implementation Manager: Oversees
internal campaign delivery workflows;
ensures performance metrics align
with approved schedules; manages
cross-team technical implementation.

Performance Expert: 5 years
managing multi-phase AT
programs. Specialist in translating
complex grant outputs into
actionable, data-driven campaign
strategies.
5 Years
Technology
Lead
Laurence
Boon
GIS & Data Integrity: Manages
geospatial boundaries and platform
optimization; ensures data hygiene for
reporting; maps corridor-specific
participation to meet ATP standards.

Systems Specialist: 4 years
optimizing digital engagement
platforms for public-sector clients.

Ensures all data meets ATP-NI
geographic reporting standards.
4 Years
Program
Coordinator
Olivia Wallis
Compliance Control: Manages
documentation versioning; tracks
campaign schedules; provides internal
audit support for financial and invoice
documentation.

Operations Specialist: 3 years
managing compliance workflows
and documentation for publicly
funded programs, ensuring 100%
audit readiness for grant
closeouts.
3 Years
199
24 C.4 Project Approach, Scope of Work, City
Participation
C.4.1 Project Understanding and Approach
Understanding the City’s Needs
Love to Ride understands that the City of Visalia requires an approach that effectively delivers its three ATP Non-Infrastructure grants-responding to current community conditions while maintaining alignment with the safety, equity, and accountability commitments approved by the California Transportation Commission (CTC).

Our approach addresses two immediate needs:

1. a clear, defensible refinement of the approved outputs for the Highland, Santa Fe Street, and Goshen project areas; and

2. a delivery strategy capable of implementing those outputs successfully over the life of the grants.

Integrated, Implementation-Ready Framework
Drawing on national experience, California-specific ATP delivery, and local knowledge of Visalia’s neighborhoods, schools, and corridors, Love to Ride establishes an implementation-ready framework that prioritizes feasibility, documentation, and long-term impact.

Platform-Enabled, Place-Based Delivery
Delivery is structured through place-based model that pairs targeted in-person engagement with a scalable platform-enabled support, education and encouragement. Local insight informs where and how activities are sequenced, ensuring that safety education, Safe Routes to School efforts, community rides, and Bicycle Friendly Driver Training directly reinforce corridor safety goals and infrastructure investments.

Behavior Change and Safety Outcomes
The program strategy is grounded in proven behavior change theory and focuses on reducing barriers, building confidence, and supporting repeat participation among new and occasional users.

Coordinated in-person and digital delivery ensures consistent messaging, equitable access, and reliable tracking of participation and outcomes across all project areas. 200
25 Data, Documentation, and Accountability
Love to Ride’s digital platform supports planning-grade data collection and defensible documentation aligned with CTC reporting expectations, reducing administrative burden on City staff while strengthening program oversight and audit readiness.

Measurable, Compliant Results
The result is a compliant, actively managed Non-Infrastructure program that leverages local knowledge as a force multiplier and delivers measurable outcomes tied directly to Visalia’s ATP investments.

C.4.2 Phase I – Completed Work
Approach to Revisions
Love to Ride has completed Phase I of this project by preparing a complete, CTC-compliant set of revised ATP Non-Infrastructure outputs reflecting current implementation conditions following award of all three projects. Phase I revision work was completed as part of this proposal, consistent with the RFP and Addendum requirements.

Our goal is to make the delivery of this project as easy as possible for the City of Visalia. To that end, we have drafted the copy the three Exhibit 25-D (one for each project area) that the city can review and edit as they see fit for submission to the CTC. You can find draft Exhibit 25-Ds in Appendix A.

The revisions do not change project intent, goals, eligibility, geographic focus, or approved funding.

All revised outputs remain fully eligible under the ATP Non-Infrastructure Program and maintain equivalent or improved community benefit. No budget is associated with Phase I work; budget estimates included in this proposal apply only to Phases II and III, which are contingent on CTC approval.

The City will submit the revised outputs and required LAPG exhibits for consideration at the May 14, 2026, CTC meeting. Final scopes, schedules, and fees for Phases II and III will be negotiated and executed following CTC approval, consistent with City procurement requirements. 201
26 Scope Review Methodology and Rationale for Proposed
Revisions
The proposed revisions to the Non-Infrastructure outputs and related budget assumptions for each project area were developed through a structured, delivery-focused review process. This process aimed to ensure that approved outputs remain feasible, effective, and compliant under current implementation conditions.

The CTC-approved Non-Infrastructure outputs, schedules, and budget assumptions were reviewed and amended to ensure that the program can be delivered successfully over the three-year project period. The review considered both conditions specific to each area and the practical implications of delivering all three ATP Cycle 7 projects concurrently.

The review methodology included the following steps:
• Review of approved ATP materials
The original Cycle 7 application, CTC-approved outputs, and supporting budget assumptions were reviewed to confirm continued alignment with ATP eligibility requirements, project intent, and performance expectations. This review provided the baseline against which feasibility, delivery risk, and program effectiveness were assessed. • Best practice and local partner consultation
Discussions with practitioners who understand which activities work well in practice and constitute best practice — along with those that are less impactful or more difficult to deliver effectively — were incorporated into the review. Consultation with people delivering this work in Visalia helped ensure that proposed outputs reflect both national best practice and local delivery realities.
• Verification of schools and corridor conditions
School locations and attendance zones within and adjacent to each project area were mapped and verified to establish an accurate count of eligible schools. This verification informed adjustments to school-based Safe Routes to School education and encouragement outputs to better align with the number of eligible sites in each project area. • Assessment of delivery feasibility and implementation risk Careful consideration was given to how many of each output is appropriate for the project area to achieve the aims of the project and also be realistically delivered over the three-year period. Participation assumptions, volunteer reliance, weather sensitivity, local context, and national best practices were evaluated to identify outputs where adjustments would improve certainty of completion without reducing overall community benefit. • Review of program quality, safety, and incentive assumptions Incentive quantities, unit costs, and safety standards were reviewed to ensure that budgeted materials — such as bicycle locks and helmets — meet their intended safety and security purpose and reflect best-practice ATP Non-Infrastructure program delivery. These reviews 202
27 informed refinements to budget assumptions to improve program quality, safety outcomes, and accountability.
• Evaluation of coordinated delivery across three projects Following the award of all three ATP Cycle 7 projects, opportunities for coordinated planning and more cost-effective delivery were reviewed for adjacent geographies and similar output types. This evaluation sought to reduce unnecessary duplication while maintaining clear accountability, reporting, and compliance for each individual grant.

This combined methodology and review process was used to develop both the revised output recommendations and the qualitative estimates of impacts on walking, bicycling, and safety presented in later sections of this document. All revised outputs remain eligible under the ATP NonInfrastructure Program and preserve or improve the net benefits identified in the original application.

Detailed output-by-output rationale and supporting corridor school mapping are provided in Appendices A and B.
203
28 Revisions - Project Area Context
Alignment of Project Area Context – Goshen–Visalia Corridor The Goshen–Visalia Corridor serves a historically auto-oriented community and was framed in the City’s ATP application as an equity and connectivity-focused investment emphasizing safety and readiness ahead of full infrastructure completion. Mode split data confirms high auto reliance, despite average trip lengths that suggest long-term potential for shorter active trips.

Prior to completion of improvements, much of the corridor functions as a higher-stress environment for bicycling. Engagement therefore prioritizes skills-building, safety education, and confidence development in lower-stress locations, particularly schools, which serve as anchors for early participation.

Revisions to Goshen’s Non-Infrastructure outputs reflect this emphasis by maintaining robust school-based education and encouragement while conservatively scaling activities dependent on weather, volunteer participation, or corridor-wide comfort. Phase III delivery applies defined project boundaries and targeted messaging to support data collection and project-specific reporting.

Revised Output Table - Goshen Visalia Corridor Connection Project CTC Approved Output Originally Approved
Numbers
Revised Numbers for
CTC Approval
Bicycle Skills Classes 32 32
Community Biking Challenges 8 8
Community Demonstrations / Events 10 10
Community Bike Rides 32 24
Community (line item #5 in sheet) 12 12
Afterschool Programs 10 4
Bike Rodeos (SRTS) 8 8
SRTS Encouragement Days 8 15
School Assemblies w/ … 4 12
Schools w/ Bicycle Train Programs 2 2
A detailed explanation of the rationale behind each of the revised outputs is provided in Appendix A.
204
29 Highland Project Area Context and Rationale for Output Revisions The Highland project area is located within a citywide bicycling environment supported by the City of Visalia’s Safe Routes to School (SRTS) Master Plan. In its ATP Non-Infrastructure application, the City identified Highland as a school- and neighborhood-focused area, prioritizing youth safety and short local trips. The area’s flat topography, compact block structure, and school-adjacent land uses support this emphasis on short-distance, utilitarian travel that is most feasible for walking and bicycling.

Travel behavior data indicates continued reliance on private vehicles, and many neighborhood streets function as higher-stress environments for people walking and bicycling. Engagement strategies therefore prioritize skills-building, safety education, and confidence development in lowerstress and controlled settings—particularly school campuses and school-adjacent environments— where participants can build familiarity and comfort before transitioning to on-street riding. Because the Highland project area includes a limited number of elementary and secondary schools, schoolbased programming has been calibrated to realistic participation levels and delivery capacity.

While school-related and short local trips represent a subset of overall travel demand, they account for a meaningful share of trips most likely to contribute to incremental increases in walking and bicycling mode share. Prioritizing safety education, repeated exposure, and confidence development supports gradual changes in travel behavior over time, particularly for youth and families. The revised Non-Infrastructure outputs reflect this reality by aligning activity levels with achievable participation while maintaining a focus on measurable outcomes within the Highland project boundary.

Revisions to Highland’s Non-Infrastructure outputs emphasize school-year–aligned programming, scalable skills education, and activities with a high degree of delivery control. Outputs that rely heavily on volunteer participation, third-party coordination, or higher on-street comfort have been conservatively adjusted to ensure feasibility and accountability. Phase III delivery supports this approach through targeted outreach and platform-enabled participation and trip tracking within the Highland project area, enabling consistent documentation of engagement levels, trip characteristics, and active transportation participation over the course of the project.

Revised Output Table - Highland Community Connectivity Project CTC Approved Output Originally Approved
Numbers
Revised Numbers for
CTC Approval
Bicycle Skills Classes 20 20
Community Biking Challenges 8 8
Community Demonstrations / Events 2 6
Community Bike Rides 32 24
205
30 Community (line item #5 in sheet) 12 12
Afterschool Programs 10 4
Bike Rodeos (SRTS) 32 8
SRTS Encouragement Days 32 18
School Assemblies w/ … 4 6
Schools w/ Bicycle Train Programs 4 2
Project Area Output Revisions and Rationale – Santa Fe
Project Area Context
The Santa Fe Street corridor is identified in the City’s ATP application as a visibility and demonstration corridor, emphasizing safety awareness and phased adoption as infrastructure improvements come online. Existing conditions remain auto-oriented, with traffic volumes and intersections contributing to higher-stress conditions for walking and bicycling.

The project area includes a limited number of schools, making high-volume school-based programming impractical. Engagement therefore emphasizes scalable, controllable activities such as bicycle skills education, community challenges, outreach, and demonstration events, while calibrating school-dependent programs to realistic capacity.

Revisions to Santa Fe’s Non-Infrastructure outputs reflect this approach. Phase III delivery supports targeted corridor-adjacent engagement, platform-enabled tracking, and project-specific reporting aligned with evolving corridor conditions.

Revised Output Table - Sante Fe
CTC Approved Output Originally Approved
Numbers
Revised Numbers for
CTC Approval
Bicycle Skills Classes 32 32
Community Biking Challenges 8 8
Community Demonstrations / Events 10 10
Community Bike Rides 32 24
Community (line item #5 in sheet) 12 12
206
31 Afterschool Programs 5 1
Bike Rodeos (SRTS) 10 2
SRTS Encouragement Days 32 9
School Assemblies w/ … 5 5
Schools w/ Bicycle Train Programs 4 1
Phase I Conclusion
Phase I, as required by this RFP, is complete and provide CTC-compliant revised ATP NonInfrastructure outputs for ready submittal for CTC consideration. These revisions preserve the approved intent and eligibility and establish the foundation for post-approval Phases II and III.

Draft Exhibit 25-Ds for each project area can be found in Appendix A. 207
32 C.4.3 Phase II - Post-CTC Approval Implementation (Contingent Work)
As required under Phase I, Love to Ride has prepared and submitted draft Phase II and Phase III materials, including preliminary scopes of work, schedules, and anticipated service categories, as part of this proposal. These materials are provided for City and CTC review only and are intended to demonstrate implementation readiness and alignment with ATP requirements.

All Phase II and Phase III materials submitted under Phase I are preliminary and contingent and do not represent final scopes, fees, schedules, or contractual commitments. Final refinement and confirmation will occur during Phase II, following CTC approval of the revised Non-Infrastructure outputs and in coordination with the City.

Task 1 – Scope and Fee Proposal for Post-Approval Work
As required by the RFP, Love to Ride has included a preliminary Phase III scope of work, implementation approach, and planning-level fee information with this proposal for City and CTC review. Fee information is submitted under separate cover in accordance with the RFP.

Following CTC approval of the revised outputs, Love to Ride will coordinate with the City and subconsultants to finalize the Phase III scope of work, fee, schedule, and deliverables in alignment with ATP eligibility requirements, approved outputs, and grant timelines. The finalized scope and fee will be incorporated into the executed agreement.

Task 2: Preliminary Schedule for Implementation Phase
The preliminary schedule below outlines the anticipated post-approval implementation timeline for the City of Visalia’s ATP Cycle 7 Non-Infrastructure programs. The schedule is aligned with the anticipated California Transportation Commission (CTC) approval date of May 14, 2026, and the implementation timelines established in the approved ATP grant applications. Phase I output revisions are completed as part of this proposal and are not included as post-approval activities.

Following CTC approval, the detailed Phase III implementation plan and final schedule will be refined in coordination with the City, consistent with approved outputs and CTC requirements. The schedule identifies key milestones for startup, implementation, progress reporting, and completion. 208
33 Task 2: Preliminary Schedule for Implementation Phase Milestone / Phase Anticipated
Timing
Description
CTC Approval
(Context)
May 14, 2026 Anticipated California Transportation Commission approval of revised ATP Non-Infrastructure outputs. Phase I revisions are completed and submitted as part of the proposal and are not scheduled as post-award activities.

Startup & Phase II May–June
2026
Contract execution following CTC approval; project kickoff; confirmation of roles, coordination procedures, QA/QC
processes, and reporting cadence; identification and
confirmation of key stakeholders and delivery partners; finalization of the Phase III implementation workplan in coordination with City staff and local partners.

Phase III Program
Launch
June 2026 Initiation of Phase III Non-Infrastructure program delivery consistent with the approved ATP grant timelines, including platform configuration, outreach coordination, and preparation for campaign-based and ongoing program activities.

Ongoing Program
Implementation
Years 1–3 (per
grant timeline)
Delivery of Phase III activities in alignment with the approved ATP grant schedules, including campaign-based
encouragement programs, community outreach and education, Safe Routes to School coordination, Bicycle Friendly Driver Training, and continuous digital engagement and data
collection.

Progress
Reporting
Monthly and
CampaignBased
Ongoing progress reporting to the City in accordance with CTC reporting guidelines, including monthly status updates, quarterly reports, campaign-specific participation and outcome
summaries, and documentation supporting ATP accountability and compliance requirements.

Annual Review &
Adjustment
Annually Annual review of implementation progress and outcomes to inform refinements to subsequent program cycles, consistent with approved outputs and ATP guidance.

Program
Completion &
Closeout
End of Phase
III (per grant
timeline)
Completion of all Phase III Non-Infrastructure activities in accordance with the ATP grant schedule, including final reporting and documentation required for project closeout. 209
34 Task 3 – Project Management Plan
In accordance with Section III.C, Phase II, Task 3 of the RFP, Love to Ride will deliver this project under the direction of a Senior Project Manager, who serves as the City’s primary point of contact and single point of accountability for scope, schedule, budget, and compliance. The Senior Project Manager oversees day-to-day coordination, subconsultant management, quality control, and CTC-aligned reporting to ensure all work remains consistent with approved ATP outputs.

Project management is implemented through the governance structure, staffing model, and phased delivery approach described in Sections C.1–C.3. Love to Ride manages internal workflows and documentation while coordinating with City staff at defined approval points. Reporting, documentation, and communication practices will align with City and CTC requirements, with integration into City-preferred systems where applicable, ensuring transparent oversight and audit-ready records throughout the project.

Task 4 – Project Management and Reporting
Following execution of the post-approval agreement, Love to Ride will provide ongoing project management and reporting support throughout Phase III. This includes coordination with the City’s Project Manager, regular progress meetings, preparation of progress reports and invoices, and maintenance of documentation required for ATP compliance. Reporting will be conducted in accordance with CTC reporting guidelines and will draw from platform-based participation data, campaign results, and documented in-person activities, culminating in final Non-Infrastructure reporting at project closeout.

Phase II Conclusion
Upon completion of the Phase II tasks described above, the City and Love to Ride will have an approved scope, schedule, and management framework in place to support timely and compliant Phase III Non-Infrastructure program delivery following CTC approval.

C.4.5. Phase III – Program Delivery and Implementation
(contingent work)
Delivery Framework: How Love to Ride Delivers the Approved Scope Phase III implementation is delivered through a platform-enabled, place-based framework that integrates campaigns, outreach, safety education, community feedback, and documentation into a coordinated system of delivery. The Love to Ride digital platform and mobile app serve as the central system for engagement, communication, and reporting, including the collection of participant feedback related to comfort, safety, and riding conditions. Rather than treating each Non210 35 Infrastructure activity as a standalone task, Love to Ride deploys the approved scope through a shared operating model that ensures activities are appropriately timed, targeted, reinforced, and documented across all project areas.

This framework reflects how Love to Ride has successfully delivered ATP-aligned NonInfrastructure programs in California and nationally and is designed to support consistency, compliance, and measurable outcomes over the life of the grants.

Campaigns as the Organizing Delivery Structure
Campaigns serve as the primary organizing structure for Phase III delivery. Each campaign defines the timing, audience focus, messaging, and documentation window for multiple approved outputs, including community outreach, bicycle safety education, Safe Routes to School (SRTS) activities, Bicycle Friendly Driver Training (BFDT), and the collection of community feedback.

Campaign cycles provide:
• Defined engagement windows for concentrated outreach, participation, and feedback • Sequenced promotion before, during, and after campaigns using the Love to Ride platform and mobile app
• Consistent documentation periods for tracking outputs, participation counts, and community input
Place-Based Targeting by Project Area
Delivery is structured around the Highland, Santa Fe Street, and Goshen project areas using established geo-fences. Place-based targeting enables Love to Ride to:
• Direct outreach, messaging, safety education, and feedback prompts to participants within each project area through the platform and mobile app
• Tailor engagement based on corridor characteristics, schools, and community context • Document participation and community feedback by project area to support ATP reporting and planning use.

Community Feedback and Targeted Engagement
Community feedback is collected through multiple complementary vehicles to ensure broad participation and accessible input. Feedback vehicles include:
• Anonymous online and in-app surveys and prompts
211
36 • In-app route comfort and incident reporting
• Direct email outreach and follow-up
• In-person surveys and interviews conducted at community events and activities All feedback is summarized at an aggregate level to support defensible reporting and planning-level analysis.

Targeted engagement tools are used to:
• Prompt participation and feedback through announcements, email outreach, and app-based notifications
• Re-prompt individuals who have not responded during active delivery periods • Reinforce key safety and behavior messages for participants who have engaged Integration of Safety Education, SRTS, and Feedback
Bicycle safety education, SRTS activities, and community feedback collection are integrated within the broader delivery framework rather than delivered as isolated efforts. Safety education content and BFDT promotion are surfaced through the Love to Ride platform and mobile app during campaigns, while feedback tools are used to capture participant experience related to school routes, family riding conditions, and perceived safety near schools.

SRTS delivery is coordinated through school profiles and family-facing tools, supporting youth safety education, family participation, and school-specific feedback aligned with campaign schedules.

Coordinated Digital and In-Person Delivery
Phase III delivery pairs Love to Ride’s digital platform and mobile app with in-person activities led by local partners. The platform and app serve as the primary systems for promotion, registration, communication, feedback collection, and documentation, while in-person activities provide visibility, trust-building, and hands-on engagement.
212
37 C.4.6 Scope of Work
Task 1 Campaign Planning
Campaign Planning and Delivery Approach
Leveraging the capabilities described in the Delivery Framework, Love to Ride will develop coordinated campaign plans to guide Phase III delivery of the CTC-approved Non-Infrastructure outputs identified in Attachment G. Campaign planning will be anchored by the Love to Ride Visalia website (the Site), which serves as the community-facing front end of the engagement platform and the primary vehicle for campaign promotion, participation tracking, and ATP-compliant documentation.

The Site will be configured with geotargeted boundaries that include: (1) a citywide boundary inclusive of the Goshen community, and (2) discrete project-area boundaries for Highland, Santa Fe Street, and the Goshen–Visalia Corridor, to be finalized in coordination with City staff following approval. This structure supports both community-wide engagement and project-level accountability.

Campaigns will be seasonally sequenced to provide sustained encouragement throughout the year, with an emphasis on foundational rider confidence, skills, and comfort as precursors to regular bicycling for everyday transportation. Campaign planning will explicitly account for variation in rider experience, perceived traffic stress, and corridor conditions across project areas to ensure that proposed activities are feasible, targeted, and aligned with approved output quantities.

As part of campaign planning, Love to Ride will define how digital campaign components and complementary in-person activities are coordinated during implementation, while reserving specific delivery methods for subsequent Phase III tasks. Planning outputs will consist of implementationready campaign frameworks that support consistent delivery, transparent oversight, and defensible CTC reporting following Notice to Proceed.

Proposed Annual Campaign Structure
Love to Ride recommends three annual campaigns to establish a consistent, behavior-changedriven program rhythm while responding to seasonal riding patterns.

Two community-wide campaigns will be scheduled during higher-participation months and designed to engage organizations and schools. These campaigns leverage team-based participation and institutional partners to recruit new and occasional riders, normalize bicycling as a transportation option, and efficiently deliver education, encouragement, and data collection at scale.

A third campaign in December will focus on individual rider safety and encouragement, when participation is more personal and conditions present higher risk. This campaign emphasizes short trips, visibility, and safety skills to support rider confidence during lower-daylight months while continuing to generate meaningful safety and network feedback. 213
38 Annual Campaign Calendar
• Bike Month (May)
• Walk & Biketober (October)
• Winter Wheelers (December)
Campaign Components and Documentation
Each campaign will include the development and delivery of the following core components, structured to align with ATP reporting requirements.

Campaign Project Plan
A tactical plan defining:
• Launch and promotion timelines
• Target audiences, partners, and influencers
• Outreach and communication strategies
• Milestones and performance tracking measures
Community Engagement and Documentation
Targeted strategies to engage:
• Project-area schools, organizations, and businesses
• Identified community stakeholders
Each campaign will generate a summary documenting:
• Total participation and organization participation
• Participation by project area
• Engagement with priority populations
• Outreach logs and activity records
214
39 Platform- and Campaign-Centered Delivery
Campaigns will be planned and delivered through the Love to Ride Visalia platform, which serves as the central hub for engagement and documentation, including:
• Community-facing campaign pages with aggregated participation metrics, challenges, and leaderboards
• Individual, school, employer, and organization profiles to support peer encouragement • Partner-facing dashboards and data exports to document approved outputs and performance measures
• Integration of in-person activities—such as safety workshops, school programs, and community events—as campaign-supported components
Behavior Change, Safety, and SRTS Integration
Campaigns will apply evidence-based behavior change methods, including audience segmentation, targeted encouragement, and gamified challenges, to support new and occasional riders. Bicycle safety education will be incorporated as a core campaign component through digital content, inperson workshops, and documented participation aligned with approved outputs.

Safe Routes to School (SRTS) activities will be integrated through Walk and Ride to School campaigns, including youth safety workshops, family engagement challenges, and school-specific profiles. All SRTS activities will be documented in alignment with approved outputs and ATP reporting requirements.

Privacy, Coordination, and Evaluation
Campaign delivery will respect participant choice and privacy through voluntary participation, nonGPS options, and the use of aggregated, anonymized data for reporting.

Love to Ride will coordinate with the City and project partners to identify key stakeholders by project area and support periodic coordination touchpoints before, during, and after campaigns. This approach strengthens local capacity, supports continuous improvement, and maintains alignment with approved outputs and City priorities.

For each campaign, Love to Ride will track KPIs aligned with ATP requirements, including participation by project area, transportation-related trips, safety and SRTS participation, and school and employer engagement. Results will be summarized through required progress reports using platform data, surveys, manual reporting, and documented in-person attendance. 215
40 Task 2 – Community Outreach, Engagement, Education
Love to Ride will deliver coordinated community outreach and education activities that expand participation in active transportation, strengthen bicycle safety and confidence, and generate documented community feedback aligned with approved ATP Non-Infrastructure outputs. Task 2 activities are delivered through the Phase III delivery framework, combining campaign-based digital engagement with place-based, in-person programming across the Highland, Santa Fe Street, and Goshen project areas.

Community Outreach - Community-Led and Digitally Supported Our outreach strategy is that community outreach is delivered through a balanced model that pairs Love to Ride’s digital platform and mobile app with in-person, community-led engagement. Digital tools support coordination, communication, feedback collection, and documentation, while projectbased in-person teams support local activities remain central for trust-building, relationship development, and participation among communities that prefer or require non-digital engagement.

Participation in digital tools is voluntary. Love to Ride does not require GPS tracking, and individuals may participate through manual reporting or in-person activities without creating digital profiles. This approach respects participant privacy and acknowledges that some populations are sensitive to tracking technologies or prefer low-barrier participation options.

Outreach, Marketing, and Promotion
Each campaign is supported by a complete, customized marketing and promotions package designed to reach priority audiences and support participation across delivery channels. Campaignspecific outreach includes:
• Branded social media and print materials tailored by audience and project area. • Geotargeted announcements, email outreach, and app-based notifications aligned with the Highland, Santa Fe Street, and Goshen project areas to ensure messages are locally relevant.
• Targeted messaging sequenced by campaign phase (pre-campaign, active delivery, and follow-up) to support recruitment, participation, and reinforcement. • Multilingual outreach materials and translated content to reduce participation barriers. • Partner-ready toolkits - including flyers, posters, social media assets, employer tools, presentations, and short-form digital content-to extend reach through trusted local channels. 216
41 Marketing and promotion are coordinated with in-person activities so that digital outreach reinforces, rather than replaces, community presence. All marketing, promotional, and outreach materials will be developed in coordination with the City and project partners and will be subject to City review and approval prior to public release, consistent with applicable branding, accessibility, and ATP program guidelines.

Outreach and Education Activities
Outreach and education activities will include:
• Community-led rides and demonstrations designed to build rider comfort and introduce local routes.
• Bicycle safety education workshops and pop-up events delivered in coordination with local partners.
• School-based Safe Routes to School (SRTS) activities, including assemblies, family events, bike buses, and walk-and-roll activities.
• Distribution of multilingual educational and promotional materials through schools, community organizations, and events.
• Embedded project-area–based delivery teams that combine local outreach coordination, bicycle safety education, and trusted community partnerships.

Participation in in-person activities is documented through attendance logs, brief surveys, and optional digital check-ins to support ATP-compliant tracking.

Community Feedback Collection
Community feedback is embedded into outreach and education activities to capture participant experience and planning-relevant insight. Feedback tools include brief, accessible surveys delivered digitally or in person to collect information on:
• Rider comfort and confidence
• Perceived safety and route conditions
• Barriers to participation and opportunities for improvement Where appropriate, feedback prompts are geotargeted by project area or corridor to support location-specific insights while maintaining participant anonymity. Results are summarized at an aggregate level to support documentation, evaluation, and planning use. 217
42 Safe Routes to School (SRTS) Outreach
SRTS outreach is delivered through Love to Ride’s Walk and Ride to School programming and aligned with campaign schedules and school calendars. Activities focus on youth safety education, family engagement, and demonstration of safe school connections. School profiles support participation tracking and school-level feedback summaries for reporting.

Documentation and Reporting
All outreach, education, marketing, and feedback activities under Task 2 are documented through the Love to Ride platform and supplemented with documented in-person records. Documentation includes participation counts, event tallies, outreach records, and aggregated, location-aware feedback related to safety, comfort, and barriers, supporting approved Non-Infrastructure outputs and required progress reporting.

Task 3 - Bicycle Friendly Driver Training
Love to Ride existing Bicycle Friendly Driver Training (BFDT) that will delivered as a coordinated campaign-supported safety activity throughout Phase III. Training will be promoted citywide through the Love to Ride platform and marketing channels, integrated with school- and community-based outreach, and reinforced through targeted safety messaging focused on school zones and Safe Routes to School priorities. Delivery will include digital training modules, promotional and point-ofsale materials, and documented participation aligned with approved ATP outputs.

Task 4 - Promotion Content Development
Love to Ride will develop and manage outreach and campaign materials to support all program components, building on the marketing and communications framework described earlier in this proposal. Promotional content will be designed to reinforce campaign participation, safety education, and behavior change outcomes across all project areas.

Materials will apply proven behavioral science and nudge theory principles to encourage workplace- , school-, and team-based participation, and will incorporate campaign visuals such as maps, trip summaries, and aggregated heat maps to demonstrate program impact and reinforce social norms.

All promotional materials will be produced in English and Spanish, with additional languages provided as appropriate based on community needs, consistent with Love to Ride’s multilingual platform and outreach approach.
218
43 Task 5 Data Collection and Digital Platform
Love to Ride will provide and manage a multilingual digital platform and mobile application that serves as the backbone for Phase III engagement, behavior change programming, and ATPcompliant data collection. The platform is designed specifically for Active Transportation NonInfrastructure programs and is used by jurisdictions across California to support participation, safety education, and planning insight.

The platform enables residents to register, participate in campaigns, and receive targeted encouragement to begin riding or increase riding frequency.

Engagement is driven by proven behavior change strategies, including audience segmentation, personalized nudges, and social reinforcement through individual, school, employer, and organization-based challenges hosted on the Love to Ride Visalia website.

The platform will collect aggregated rider, trip, demographic, and behavioral data through voluntary participation, surveys, and in-app prompts. Planning-focused features include customizable dashboards, self-service reporting, and geospatial tools such as route comfort ratings and aggregated heat maps to support infrastructure evaluation and program oversight.

All platform components—including the website, mobile application, communications, and surveys—will be available in English and Spanish, with additional languages supported as appropriate. Platform use, data collection, and reporting will align with approved ATP outputs, City privacy expectations, and CTC reporting requirements.

Please see ‘Appendix C – Digital Tools’ to learn more about how the Love to Ride platform, including our app, mapped data dashboard, community- and school-based challenges work. 219
44 Phase III Delivery - NI Outputs, Deliverables, and
Responsibilities
Task Subtask Digital Delivery / InPerson DeliveryNI Outputs Deliverables Responsible Campaign
Planning

1.1 Digital: Configure
campaigns; activate
individual, business,
school, and
organization profiles;
publish announcements
and challenges. Inperson: Campaign
branding applied to inperson activities and
outreach.

Community
campaigns
Campaign plans;
configured
platform
campaigns;
active profiles;
announcement
records
Love to Ride

1.2 Digital: Maintain yearround profiles;
schedule seasonal
campaigns and
announcements. Inperson: Align campaign
timing with community
and school calendars.

Annual NI
schedule
Campaign
calendar;
seasonal
sequencing plan
Love to Ride

1.3 Digital: Segment
profiles by rider type
and geography; track
KPIs and metrics. Inperson: Incorporate
insights from in-person
participation and
feedback.

Performance
measures
KPI framework;
rider
segmentation
summary
Love to
Ride; Mark
Wall
220
45 Outreach
&
Education

2.1 Digital: Use
organization, school,
and business profiles;
publish outreach
announcements. Inperson: Partner-led
outreach, Safe Routes
events, and field
activities.

Community
outreach
Contact lists;
outreach logs;
announcement
records
Love to
Ride; VRPA

2.2 Digital: Promote rides;
manage registration
and reminders. Inperson: Facilitate and
deliver community
rides.

Community
rides
Attendance
counts; ride
summaries;
feedback logs
VRPA; Love
to Ride

2.3 Digital: Deploy surveys
and in-app prompts. Inperson: Collect inperson and post-event feedback.

Community
input
Survey results;
comfort and
confidence tallies
Love to Ride
/ VRPA /
Mark Wall

2.4 Digital: Promote SRTS
activities; manage
school profiles and
challenges. In-person:

Deliver school
assemblies,
workshops, and family
events.

Safe Routes
activities
School
participation
counts; event
tallies
VRPA; Love
to Ride
Driver
Training

3.1 Digital: Promote BFDT
via announcements
and profiles. In-person:

Distribute POS driver
safety materials,
including DMV flyers.

Driver safety
education
Training
schedules;
promotion
records; POS
materials
Love to Ride
221
46 3.2 Digital: Deliver BFDT
via mobile app and
online modules. Inperson: Instructor-led
or facilitated sessions
where applicable.

BFDT
sessions
Completion
counts; digital
participation
records
Love to
Ride; Mark
Wall

3.3 Digital: Reinforce driver
safety through
campaigns and in-app
messaging. In-person:

Reinforcement through
partner-led education
and materials.

Driver safety
outreach
Engagement
metrics; outreach
summaries
Love to Ride
Content &
Materials

4.1 Digital: Host and
distribute digital safety
and encouragement
materials. In-person:

Print and distribute
materials at events and
schools.

Safety &
Safe Routes
materials
Materials
inventory; digital
and physical
assets
Love to
Ride; Mark
Wall

4.2 Digital: Deliver
multilingual content
digitally via profiles. Inperson: Distribute
translated printed
materials.

Multilingual
outreach
Language
counts;
distribution
records
Love to Ride

4.3 Digital: Generate maps,
heatmaps, and visuals
from aggregated data.

In-person: Use visuals
in meetings and
community
presentations.

Mapping
outputs
Maps; data
summaries
Love to Ride
222
47 Data &
Reporting

5.1 Digital: Maintain active
profiles and
participation tracking.

In-person: Capture
participation from inperson activities.

Digital
platform
Active profile
counts;
participation
summaries
Love to Ride

5.2 Digital: Collect trip and
demographic data
digitally. In-person:

Manual reporting and
attendance tallies.

Usage data Trip counts;
demographic
summaries
Love to Ride

5.3 Digital: Produce
dashboards and
exports for ATP
reporting. In-person:

Integrate documented
in-person activity
records.

NI reporting Campaign
reports; output
tallies
Love to Ride

5.4 Digital: Provide online
training and admin
tools for City staff. Inperson: Facilitated
training as needed.

Admin
support
Training records;
support logs
Love to Ride

5.5 Digital: Track
schedules,
documentation, and
reporting. In-person:

Coordination meetings
and close-out activities.

Grant
compliance
Progress reports;
final NI
documentation
Love to Ride
223
48 Section D - Related Experience
Love to Ride has delivered non-infrastructure active transportation programs for cities, MPOs, and regional agencies across the U.S. that are comparable in scope, funding structure, and compliance requirements to the City of Visalia’s ATP Cycle 7 projects. Our experience includes ATP-funded and federally assisted programs requiring defined outputs, multi-year delivery, school-based education, community engagement, data reporting, and coordination with local partners.

In California specifically, we have worked in the following areas, which span small cities to large metropolitan areas to more rural communities.
• Santa Cruz
• Shasta County
• Ventura
• The Bay Area
• Sacramento
• San Diego
Santa Cruz, CA
Long-Term ATP Non-Infrastructure Program Delivery
Client: Ecology Action (on behalf of the Regional Transportation Planning Agency) Funding Source: California Active Transportation Program (ATP) – Non-Infrastructure Program Duration: Since 2018 (9 years)
Project Overview
Since 2018, Love to Ride has served as the long-term program backbone for Santa Cruz’s ATPfunded non-infrastructure efforts, supporting Ecology Action in delivering sustained, communitywide bike encouragement and safety programming on behalf of the RTPA. The program has operated continuously across multiple ATP cycles, maintaining consistency while evolving to support changing community needs and data expectations.

Role of Love to Ride
Love to Ride provided an integrated, platform-enabled delivery model combining digital engagement, in-person activation, program management, and ATP-aligned reporting. Rather than functioning as a one-time campaign vendor, Love to Ride supported ongoing program delivery, ensuring continuity, scalability, and accountability over nearly a decade of implementation. 224
49 Program Components
• Annual Bike Month and Biketober campaigns as consistent community engagement anchors • Employer-based outreach supporting workplace participation and TDM objectives • School-connected engagement and encouragement activities • Digital platform supporting participant registration, trip logging, surveys, and evaluation • Introduction of planning and data tools beginning in 2024 to support evolving agency needs Outcomes and Impact
Between 2020 and 2025, the Santa Cruz program demonstrated sustained growth and increasing transportation relevance. Total participation increased 78 percent, from 860 to 1,531 riders.

Transportation trips increased 232 percent, from 2,595 to 8,612 trips. Transportation miles increased 159 percent, from 15,097 to 39,070 miles. Occasional rider participation increased 96 percent, a key indicator of mode shift potential. Participating workplaces increased 324 percent, from 79 to 335, reflecting deepening employer engagement.

These results show the program’s evolution from an event-based encouragement effort into a transportation-focused behavior change tool aligned with ATP goals.

Compliance and Reporting
Love to Ride supported ATP Non-Infrastructure compliance through structured evaluation reports, standardized surveys, and documented outcomes suitable for agency and funder review. Program delivery and reporting were managed by Love to Ride’s project management and delivery teams, minimizing administrative burden on agency staff while maintaining accountability.

Relevance to Visalia
Santa Cruz demonstrates Love to Ride’s ability to expand the reach and impact of established active transportation programs through long-term, ATP-compliant delivery. The project highlights sustained engagement, increasing transportation outcomes, strong employer participation, and scalable reporting, directly applicable to Visalia’s multi-project, multi-year ATP Non-Infrastructure implementation needs.
225
50 Houston–Galveston Region, TX
Regional Active Transportation Program Delivery with MPO, State, and Federal Funding Client: Houston-Galveston Area Council (H-GAC)
Funding Source: MPO-administered state and federal transportation funds Program Duration: Ongoing (multi-year)
Project Overview
Love to Ride delivers large-scale, regional active transportation programming across the Houston– Galveston region in partnership with the Houston-Galveston Area Council (H-GAC). The program operates within a complex MPO environment involving multiple jurisdictions, major public agencies, and state and federal funding requirements. Love to Ride supports H-GAC by providing a scalable engagement and data platform capable of meeting rigorous reporting, documentation, and compliance expectations across the region.

Role of Love to Ride
Love to Ride serves as the program delivery, data, and reporting backbone for regional bike encouragement initiatives, including Bike the Gulf and Biketober. Working within MPO-led governance structures, Love to Ride coordinates participation across cities, counties, state agencies, and major institutions, while managing campaign execution and producing evaluation outputs suitable for MPO, state, and federal review. This role requires ongoing compliance with multiple, overlapping MPO, state, and federal reporting frameworks, while supporting diverse local partners operating under different procurement, documentation, and accountability requirements.

Program Components
• Regional Bike the Gulf platform serving the Houston–Galveston area • Annual Biketober and complementary encouragement campaigns • Engagement across municipalities, counties, state agencies, and major institutions • Workplace-based participation spanning public agencies, universities, healthcare systems, and private employers
• Digital platform supporting trip logging, transportation classification, surveys, and evaluation • In-platform route ratings and anonymized safety and incident feedback, generating planninggrade insights into rider comfort, route quality, and safety conditions • Ongoing expansion of mapped route data across the urban core and surrounding areas 226
51 Outcomes and Impact
Houston’s program demonstrates transportation behavior change and data maturity at regional scale. Recent end-of-year results include a regional database of 2,317 riders, including 576 new riders, and participation from 209 workplaces. More than 2.16 million miles and over 143,000 trips have been logged across the region.

Transportation relevance is a defining outcome of the program. Approximately 43 percent of all logged trips are transportation trips, reinforcing cycling’s role in everyday travel rather than solely recreational use. New rider participation is gender-balanced, and new users span new, occasional, and regular riders, supporting both rider recruitment and the generation of consistent, high-quality network data. Post-challenge evaluation shows that 69 percent of new riders reported cycling more regularly three months after participation, and 27 percent of all riders increased how often they were cycling.

Participant-generated route ratings and safety feedback have expanded mapped coverage across the Houston central business district and surrounding areas, providing planners with insights into commuter corridors, rider comfort, and infrastructure gaps beyond what traditional counts or crash data alone provide.

Compliance and Reporting
Love to Ride supports complex MPO, state, and federal compliance requirements through structured evaluation reports, multi-year documentation, standardized methodologies, mapped route ratings, and documented safety feedback designed to remain defensible across funding programs, jurisdictions, and audit contexts. Program delivery and reporting are managed by Love to Ride’s project management and technical teams, reducing administrative burden for MPO staff while maintaining consistent, auditable outcomes.

Relevance to Visalia
Houston demonstrates Love to Ride’s ability to operate within highly complex funding, reporting, and governance environments, coordinating multiple jurisdictions under MPO, state, and federal oversight. This experience directly translates to Visalia’s multi-project ATP Non-Infrastructure program, where concurrent grants, compliance rigor, and integrated reporting are critical to successful delivery.
227
52 Shasta County, CA
ATP Non-Infrastructure Program Delivery in a Small / Rural Context Client: Healthy Shasta / Shasta County
Funding Source: California Active Transportation Program (ATP) – Non-Infrastructure (with complementary public health funding)
Program Duration: 2019–Present
Project Overview
Love to Ride has supported Shasta County since 2019 as a long-term delivery partner for ATPaligned, non-infrastructure active transportation programs. The program demonstrates how consistent, right-sized engagement can build participation, generate defensible outcomes, and maintain compliance in a predominantly rural county with limited local staff capacity.

Role of Love to Ride
Love to Ride served as the primary platform, program
management, and reporting partner, working in collaboration with Healthy Shasta to deliver annual Bike Month, Biketober, and Cycle September programs. Love to Ride provided the digital infrastructure, campaign design, behavior change framework, and evaluation reporting required to sustain the program year over year.

Program Components
• Annual countywide Bike Month campaigns
• Supplemental Cycle September and seasonal encouragement programs • Workplace-based engagement across public agencies, healthcare, education, and private employers
• Digital platform supporting participant registration, trip logging, surveys, and evaluation • Incremental expansion of data and insights to support evolving planning and reporting needs
228
53 Outcomes and Impact
Across multiple years, the Shasta County program consistently engaged new and occasional riders, even in a car-dependent rural context. Recent campaign results demonstrate:
• Strong participation from workplaces of all sizes, including county departments and small employers
• Measurable increases in riding frequency among new and occasional riders • Transportation trips consistently accounting for a meaningful share of logged rides • High repeat participation rates, indicating sustained behavior change rather than one-time engagement
Compliance and Reporting
Love to Ride supported ATP Non-Infrastructure compliance through structured evaluation reports, surveys, and documented outcomes aligned with reporting expectations. This approach allowed Shasta County to maintain accountability and reporting continuity despite limited internal staffing resources.

Relevance to Visalia
Shasta County demonstrates Love to Ride’s ability to deliver ATP-compliant non-infrastructure programs in smaller jurisdictions, where staffing, geography, and capacity constraints require efficient, scalable solutions. The project highlights dependable long-term delivery, defensible reporting, and the ability to sustain active transportation programs beyond a single grant cycle. 229
54 Section E - Proposal Fee Structure
As required by the RFP the proposed fee structure is included with the unbound original in a sealed envelope.
230
55 Section F - Conflict of Interest
Love to Ride, LLC affirms that it has no actual or potential conflicts of interest that would compromise, or appear to compromise, its ability to perform the services described in this Request for Proposals in an objective, independent, and professional manner.

Neither Love to Ride, LLC nor any of its officers, employees, or proposed subconsultants has any financial interest, personal relationship, or business affiliation with any City of Visalia elected official, officer, or employee that would constitute a conflict of interest related to this procurement or the resulting contract.

Love to Ride has participated in prior professional meetings and communications with City of Visalia staff in the normal course of business and in relation to active transportation programs. These interactions were strictly professional in nature and did not involve any preferential treatment, decision-making authority, or influence over the preparation, issuance, or evaluation of this RFP.

Love to Ride certifies that it will comply fully with all applicable federal, state, and local conflict of interest laws, regulations, and City policies throughout the procurement process and for the duration of any resulting contract. Should any potential conflict of interest arise during the term of the contract, Love to Ride will promptly disclose the matter to the City of Visalia in writing and take appropriate steps to resolve it to the City’s satisfaction. 231
56 Required Forms, Certifications, Signatures
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
57 Appendix A – Phase I Documentation and Draft
Schedule 25Ds
• Draft 25D Text for Goshen Visalia Corridor Connection Project • Draft 25D Text for Beyond Bike Lanes – Elevating Santa Fe Street Project • Draft 25D Text for Highland Community Connectivity Project 260
DRAFT EXHIBIT 25-D - Goshen–Visalia Corridor
Connection Project
EXHIBIT 25-D
REQUEST FOR PROJECT SCOPE CHANGE (Local ATP Projects)
Project Name: Goshen–Visalia Corridor Connection Project Implementing Agency: City of Visalia
ATP Cycle: Cycle 7 – Non-Infrastructure
Introduction / Background
The City of Visalia respectfully submits this Request for Project Scope Change for the Goshen– Visalia Corridor Connection Project, an Active Transportation Program (ATP) Cycle 7 NonInfrastructure award.

Following the grant award, the City conducted a detailed review of the approved Non-Infrastructure outputs and associated budget assumptions to confirm feasibility, delivery quality, and alignment with current corridor conditions. This review incorporated updated school location and attendance zone mapping, refined participation assumptions, and a delivery risk assessment across the full implementation period.

Based on this review, the City proposes targeted revisions to Non-Infrastructure outputs and associated budget allocations that preserve ATP eligibility and intent while improving delivery certainty, safety outcomes, and accountability.

1. Explanation of the Proposed Scope Change
The proposed scope change consists of:
• Adjustments to the quantity and distribution of approved Non-Infrastructure outputs, and
• Corresponding refinements to budget assumptions necessary to support the effective delivery of the revised outputs, including the hours and materials needed to deliver the 261
adjusted outputs.

The proposed changes:
• Do not alter the project’s geographic limits
• Do not change the fundamental purpose or eligibility of the project • Do not introduce new activity types outside ATP Non-Infrastructure categories • Do not increase total ATP funding or request additional allocation Revised Output Table - Goshen Visalia Corridor Connection Project CTC Approved Output Originally Approved
Numbers
Revised Numbers for
CTC Approval
Bicycle Skills Classes 32 32
Community Biking Challenges 8 8
Community Demonstrations / Events 10 10
Community Bike Rides 32 24
Community (line item #5 in sheet) 12 12
Afterschool Programs 10 4
Bike Rodeos (SRTS) 8 8
SRTS Encouragement Days 8 15
School Assemblies w/ … 4 12
Schools w/ Bicycle Train Programs 2 2
A detailed explanation of the rationale behind each of the revised outputs is provided in Appendix A.
262
Scope Review Methodology and Rationale for Proposed Revisions The proposed revisions to the Goshen–Visalia Corridor Connection Project Non-Infrastructure outputs and related budget assumptions were developed through a structured, delivery-focused review process. This process aimed to ensure that approved outputs remain feasible, effective, and compliant under current implementation conditions.

The CTC-approved Non-Infrastructure outputs, schedules, and budget assumptions were reviewed and amended to ensure that the program can be delivered successfully over the three-year project period. The review considered both conditions specific to the Goshen–Visalia Corridor and the practical implications of delivering all three ATP Cycle 7 projects concurrently.

This review methodology included the following steps:
• Review of approved ATP materials
The original Cycle 7 application, CTC-approved outputs, and supporting budget assumptions were reviewed to confirm continued alignment with ATP eligibility requirements, project intent, and performance expectations. This review provided the baseline against which feasibility, delivery risk, and program effectiveness were assessed. • Best practice and local partner consultation
Discussions with practitioners who understand which activities work well in practice and constitute best practice—along with those that are less impactful or more difficult to deliver effectively—were incorporated into the review. Consultation with people delivering this work in Visalia helped ensure that proposed outputs reflect both national best practice and local delivery realities.
• Verification of schools and corridor conditions
School locations and attendance zones within and adjacent to the Goshen–Visalia Corridor were mapped and verified to establish an accurate count of eligible schools. This verification informed adjustments to school-based Safe Routes to School education and encouragement outputs to better align with the number of eligible sites in the project area. • Assessment of delivery feasibility and implementation risk Careful consideration was given to how many of each output is appropriate for the project area to achieve the aims of the project and also be realistically delivered over the three-year period. Participation assumptions, volunteer reliance, weather sensitivity, local context, and national best practices were evaluated to identify outputs where adjustments would improve certainty of completion without reducing overall community benefit. • Review of program quality, safety, and incentive assumptions Incentive quantities, unit costs, and safety standards were reviewed to ensure that budgeted materials — such as bicycle locks and helmets — meet their intended safety and security purpose and reflect best-practice ATP Non-Infrastructure program delivery. These reviews informed refinements to budget assumptions to improve program quality, safety outcomes, and accountability.
263
• Evaluation of coordinated delivery across three projects Following the award of all three ATP Cycle 7 projects, opportunities for coordinated planning and more cost-effective delivery were reviewed for adjacent geographies and similar output types. This evaluation sought to reduce unnecessary duplication while maintaining clear accountability, reporting, and compliance for each individual grant.

This combined methodology and review process was used to develop both the revised output recommendations and the qualitative estimates of impacts on walking, bicycling, and safety presented in later sections of this document. All revised outputs remain eligible under the ATP NonInfrastructure Program and preserve or improve the net benefits identified in the original application.

Detailed output-by-output rationale and supporting corridor school mapping are provided in Appendices A and B.

4. Impact of the Proposed Scope Change on Project Cost

4.1 Overall Project Cost
The proposed scope and output revisions do not materially change the total approved project cost. • Original Total Project Budget: $590,660
• Revised Total Project Budget: $590,487
There is no change to the ATP funding request as a result of the proposed scope changes.

The minor net change in total project cost reflects refinements to delivery assumptions and budget allocations to better align with revised outputs and implementation realities, rather than any expansion of project scope.

4.2 Summary of Budget Refinements by Task
Budget refinements were made to align with the revised outputs and updated delivery assumptions identified through the scope review process.

Task A – Bicycle Friendly Driver Training (for Motorists) This project is one of three similar ATP projects implementing Bicycle Friendly Driver Training in Visalia. As a result, the original budget assumption for program development costs can be proportionally shared across the three projects, reducing the cost allocation for Task A within this project. Delivery and distribution of the training remain project-specific, and associated delivery costs are unchanged.
264
Task B – Bicycling Online Engagement Platform
Task B includes workshops, education, community engagement, surveys, and tracking of changes in transportation behavior. Additional detail was incorporated to more accurately reflect the staffing roles, hours, and rates required to deliver these elements effectively. The Task B budget has been adjusted to reflect refined staffing assumptions and expanded outreach coordination aligned with actual delivery needs.

Task C – Community-Led Bike Rides and Bicycle Education The amount of on-the-ground bicycling education trainer hours was adjusted to align with the revised number and distribution of outputs, including bike rodeos, led rides, and related education activities.

The original budget also included a relatively large allocation for incentives and materials, including helmets, bicycle locks, lights, and other items. Based on updated participation assumptions and population context, the quantity of incentive items was reforecast to better match planned activities and avoid over-procurement.

In addition, the review identified that a significant share of the original budget would have been directed toward incentives rather than training, outreach, and coordination activities that are essential to effective engagement. As a result, a portion of the budget was reallocated toward community outreach, engagement, project coordination, monitoring, and evaluation to better support program effectiveness.

Task D – Senior Project Manager
No change. The budget remains at $180,000 to cover City staff time required to manage and oversee the project over the three-year period.

4.3 Explanation of Material Budget Adjustments
Adjustment of Staffing Hours
Staffing hours were adjusted to reflect the revised outputs and scope. Budget allocations were updated accordingly to ensure sufficient capacity to deliver the revised program elements while maintaining overall cost control.

Bicycle Lock Quantity and Unit Cost Adjustment
The originally approved project budget included 1,000 bicycle locks at an estimated unit cost of $15 per lock. Upon further review, it was determined that locks at this price point would not reliably meet the intended program objective of preventing bicycle theft, particularly for participants who rely on bicycles for essential transportation.

To ensure incentive items fulfill their intended safety and security purpose, the revised budget reflects procurement of 300 higher-quality bicycle locks at an estimated unit cost of $41 per lock, selected to meet a minimum security threshold appropriate for everyday use. 265
Helmet and Safety Equipment Adjustments
Helmet and safety equipment quantities were refined to reflect revised output levels and verified participation assumptions, ensuring adequate supply without over-procurement. Unit costs remain consistent with original assumptions and ATP eligibility guidance.

Staffing Rate and Role Refinements
Staffing allocations were refined to reflect realistic professional service rates and clearer role definitions, such as senior outreach specialist, outreach coordinator, and evaluation support. These refinements improve accountability, clarity, and delivery quality without increasing the total project cost.

5. Impact on the Project’s Ability to Increase Walking and Bicycling The proposed scope and budget revisions maintain or improve the project’s ability to increase walking and bicycling.

While certain activity counts are reduced, these changes are offset by increased emphasis on the activities that have been determined will be most effective for the local project area. It’s important to note that some activities will reach more people than others (e.g. one school-wide SRTS day will reach more people than one bicycle skills class) or have a greater efficacy of encouraging mode shift, therefore, reduced output counts in certain activities don’t directly correlate with the number of people engaged and the level of mode shift achieved.

Overall, the revised output mix preserves the net benefit anticipated in the original ATP application.

6. Impact on the Project’s Ability to Improve Safety
The revised scope strengthens safety outcomes by:
• Focusing the budget on delivering bike safety training and engaging people in this training.

Via reallocating budget from incentives to these budget lines. • Prioritizing high-quality safety equipment and ensuring incentive items meet their intended protective purpose
• Delivering the most appropriate activities for each community at the most appropriate frequency during the project.

No reduction in anticipated safety benefit is expected as a result of the proposed changes. 266

8. MPO Approval
Not applicable.

The Goshen–Visalia Corridor Connection Project was funded through the Small Urban and Rural component of the Active Transportation Program.

Additional Questions
Does this scope change require revalidation of the environmental document? No.

The proposed changes are limited to Non-Infrastructure program outputs and budget refinements and do not affect physical project elements or environmental assumptions.

Public Outreach Related to the Scope Change
The proposed revisions respond to verified implementation conditions and do not alter the project’s overall engagement intent or community focus.

Conclusion
The City of Visalia respectfully requests approval of the proposed Non-Infrastructure output and budget refinements for the Goshen–Visalia Corridor Connection Project. The revisions preserve ATP eligibility and intent, improve delivery certainty and safety, and position the project for successful and accountable implementation within the Cycle 7 grant period.

Attachments
• Appendix A – Detailed Revision Rationale By Output - Goshen • Appendix B – School Location and Attendance Zone Mapping 267
Appendix A – Detailed Revision Rationale By Output - Goshen Output Category Approved Revised Rationale
Bicycle Skills
Classes
32 32 Output Description: Typically, small group bicycle skills training classes, with 1-2 qualified League biking Instructors (LCIs) (number of instructors depends on
the number of sign-ups per class)
Recommended Adjustment: None
Rationale: The number of classes is over the course
of the three-year project, averaging approximately
one Bicycle Skills Class per month. We have direct
control over the delivery with local LCI bike instructors (not reliant on volunteers or other unknowns), and
we’re confident we can encourage enough people we
engage with to attend a bicycle skills class and build
their confidence to fill ~1 class per month.

Community
Biking
Challenges
8 8 Output Description: Community-wide challenges,
workplaces and community groups can compete in a
fun challenge that encourages more people to ride
and walk more often, and for transportation. Includes
a school-focused challenge as one of the 3
challenges delivered each year, along with a Bike
Month Challenge (May) and Biketober challenge
(Biketober). Challenges are hosted on the Love to
Ride platform, and are scalable and economic
community engagement, encouragement and
education.

Recommended Adjustment: None
Rationale: These challenges are a known program
that we have a tried and tested track record of
delivering in communities in California, as well as
across the country. We can deliver 2 community
challenges and 1 school-focused challenge per year,
so 9, but have budgeted for and recommended 8 to
guarantee delivery of this outcome within the
timeframe. These challenges will also engage the
community and provide an audience which we can
268
then promote other NI programming (e.g. people who
could attend bike skills classes, community rides,
etc).

Community
Demonstrations /
Events
10 10 Output Description: Public-facing events designed to promote new or improved infrastructure or routes
as they come online, demonstrate safe bicycling
practices, distribute educational materials, and/or
engage residents in active transportation.

Recommended Adjustment: None
Rationale: Delivering 3-4 of these events per year in
the project area is an achievable output, it’s not
expensive, and will support community engagement,
safer biking, and infrastructure promotion efforts.

Community Bike
Rides
32 24 Output Description: Guided group rides led by
qualified ride leaders that introduce participants to
bicycling on streets or trails, emphasize safety skills, and increase comfort and confidence riding in realworld conditions.

Recommended Adjustment: Reduction
Rationale: To engage the community and build
demand for led group rides, it will likely take some
time to build an audience to invite to group rides.

Ideally, these would be run monthly, but we have
recommended a reduced total number to guarantee
delivery of this output, especially given that weather
conditions might cause some community rides to be
cancelled, or lower demand at some times of the year
when it’s too hot or too cold for some people.

Community
Outreach (Line
Item #5)
12 12 Output Description: Targeted engagement activities designed to reach priority populations through inperson outreach, multilingual materials, partnerships with community-based organizations, and culturally
responsive communication.

Recommended Adjustment: None
Rationale: Delivering 4 of these activities per year in the project area is an achievable output, it’s not very 269
expensive, and will support community engagement,
safer biking, and infrastructure promotion efforts.

Afterschool
Programs
10 4 Output Description: Structured, school-adjacent
educational programs delivered outside regular
school hours that teach bicycle and pedestrian safety,
build travel skills, and encourage active travel to and from school.

Recommended Adjustment: Reduction
Rationale: Afterschool program engagement can be
challenging to set-up given it can often rely on the
willingness of 3rd parties (afterschool program
organizations) and therefore it makes it hard to
commit to 10 programs as a guaranteed output of the
program.

Bike Rodeos
(SRTS)
8 8 Output Description: Hands-on, skills-based safety
events - typically for elementary-age students -
focused on bicycle handling, traffic awareness, helmet
use, and basic rules of the road.

Recommended Adjustment: None
Rationale: There are enough schools in the Goshen
project area (5 elementary schools along the length of
the corridor) to justify doing 8 rodeos.

SRTS
Encouragement
Days
8 18 Output Description: Single-day school-based events that encourage walking or bicycling to school,
supported by incentives, family outreach, and
classroom activities.

Recommended Adjustment: Increase
Rationale: There are 2 high schools, 2 middle
schools and 5 elementary schools along the Goshen
project corridor. Typically, 1-3 encouragement days
are run in a school in a year (depending on school
buy-in and school community needs). This output is
achievable and needed given the number of schools.

For example, 6 of the 9 schools doing 1 a year for 3
years.
270
School
Assemblies
4 10 Output Description: School-wide educational
presentations focused on bicycle and pedestrian
safety, active travel benefits, and awareness of safe
travel behaviors.

Recommended Adjustment: Increase
Rationale: There are 5 elementary schools and 2
middle schools in the Goshen project area. We will
carry out at least 10 assembly presentations during
the course of the project.

Schools with
Bicycle Train
Programs
2 2 Output Description: Organized group bicycling
programs where students ride to school together
along a planned route under adult supervision,
building safety, confidence, and consistency in active
school travel.

Recommended Adjustment: None
Rationale: Parent buy-in and volunteers are essential
for the success of a Bike Train program. We will have
a paid ride leader for each bike train to provide
training, safety support, route planning, and guide the founding, organization and growth of each bike train;
however, it’s much harder to guarantee the number of
outputs when the output is so reliant on volunteers
and parental buy-in for its successful implementation
and delivery. Running regular bike trains (as per best
practice) will also have high initial running costs and absorb a lot of the budget.
271
Appendix B – School Location and Attendance Zone Mapping To review and then develop accurate school outputs, we have:

1. Reviewed the Visalia Unified School District maps and overlaid the projects and project areas. We looked at both school location but also importantly looked at the catchment areas for each school in each project area and the direction of travel that students at those schools will take to help determine which schools should be in which project areas.

2. We have also looked at schools as community hubs, through which we can engage the local communities in close proximity to the project areas (both parents and children who live close by) even if the catchment area for some of those schools doesn’t directly contain a project corridor, but is close to it.

3. From developing and analyzing these various maps, we have determined accurate numbers for the schools and then the feasible and appropriate number of school-based events and outputs for each project area.

You can see some of the maps we created and analyzed below.

Image C.4.1.1 - Showing the location of elementary schools and their catchment areas with respect to the three project areas.
272
Image C.4.1.2 - Showing the location of middle schools and their catchment areas with respect to the three project areas.

Image C.4.1.3 - Showing the location of high schools and their catchment areas with respect to the three project areas.
273
Image C.4.1.4 - Showing the location of VUSD schools
Image C.4.1.5 - The original project area map provided in the RFP. 274
DRAFT EXHIBIT 25-D - Beyond Bike Lanes –
Elevating Santa Fe Street Project
EXHIBIT 25-D
REQUEST FOR PROJECT SCOPE CHANGE (Local ATP Projects)
Project Name: Beyond Bike Lanes – Elevating Santa Fe Street Project Implementing Agency: City of Visalia
ATP Cycle: Cycle 7 – Non-Infrastructure
Introduction / Background
The City of Visalia respectfully submits this Request for Project Scope Change for the Beyond Bike Lanes – Elevating Santa Fe Street Project an Active Transportation Program (ATP) Cycle 7 NonInfrastructure award.

Following the grant award, the City conducted a detailed review of the approved Non-Infrastructure outputs and associated budget assumptions to confirm feasibility, delivery quality, and alignment with current corridor conditions. This review incorporated updated school location and attendance zone mapping, refined participation assumptions, and a delivery risk assessment across the full implementation period.

Based on this review, the City proposes targeted revisions to Non-Infrastructure outputs and associated budget allocations that preserve ATP eligibility and intent while improving delivery certainty, safety outcomes, and accountability.

1. Explanation of the Proposed Scope Change
The proposed scope change consists of:
• Adjustments to the quantity and distribution of approved Non-Infrastructure outputs, and
• Corresponding refinements to budget assumptions necessary to support the effective delivery of the revised outputs, including the hours and materials needed to deliver the adjusted outputs.
275
The proposed changes:
• Do not alter the project’s geographic limits
• Do not change the fundamental purpose or eligibility of the project • Do not introduce new activity types outside ATP Non-Infrastructure categories • Do not increase total ATP funding or request additional allocation Revised Output Table - Beyond Bike Lanes – Elevating Santa Fe Street Project CTC Approved Output Originally Approved
Numbers
Revised Numbers for
CTC Approval
Bicycle Skills Classes 32 32
Community Biking Challenges 8 8
Community Demonstrations / Events 10 10
Community Bike Rides 32 24
Community (line item #5 in sheet) 12 12
Afterschool Programs 5 1
Bike Rodeos (SRTS) 10 2
SRTS Encouragement Days 32 9
School Assemblies w/ … 5 5
Schools w/ Bicycle Train Programs 4 1
A detailed explanation of the rationale behind each of the revised outputs is provided in Appendix A.
276
Scope Review Methodology and Rationale for Proposed Revisions The proposed revisions to the Beyond Bike Lanes – Elevating Santa Fe Street Project NonInfrastructure outputs and related budget assumptions were developed through a structured, delivery-focused review process. This process aimed to ensure that approved outputs remain feasible, effective, and compliant under current implementation conditions.

The CTC-approved Non-Infrastructure outputs, schedules, and budget assumptions were reviewed and amended to ensure that the program can be delivered successfully over the three-year project period. The review considered both conditions specific to the Elevating Santa Fe Street Project area and the practical implications of delivering all three ATP Cycle 7 projects concurrently.

This review methodology included the following steps:
• Review of approved ATP materials
The original Cycle 7 application, CTC-approved outputs, and supporting budget assumptions were reviewed to confirm continued alignment with ATP eligibility requirements, project intent, and performance expectations. This review provided the baseline against which feasibility, delivery risk, and program effectiveness were assessed. • Best practice and local partner consultation
Discussions with practitioners who understand which activities work well in practice and constitute best practice—along with those that are less impactful or more difficult to deliver effectively—were incorporated into the review. Consultation with people delivering this work in Visalia helped ensure that proposed outputs reflect both national best practice and local delivery realities.
• Verification of schools and corridor conditions
School locations and attendance zones within and adjacent to the Elevating Santa Fe Street Project area were mapped and verified to establish an accurate count of eligible schools.

This verification informed adjustments to school-based Safe Routes to School education and encouragement outputs to better align with the number of eligible sites in the project area.
• Assessment of delivery feasibility and implementation risk Careful consideration was given to how many of each output is appropriate for the project area to achieve the aims of the project and also be realistically delivered over the three-year period. Participation assumptions, volunteer reliance, weather sensitivity, local context, and national best practices were evaluated to identify outputs where adjustments would improve certainty of completion without reducing overall community benefit. • Review of program quality, safety, and incentive assumptions Incentive quantities, unit costs, and safety standards were reviewed to ensure that budgeted materials — such as bicycle locks and helmets — meet their intended safety and security purpose and reflect best-practice ATP Non-Infrastructure program delivery. These reviews informed refinements to budget assumptions to improve program quality, safety outcomes, and accountability.
277
• Evaluation of coordinated delivery across three projects Following the award of all three ATP Cycle 7 projects, opportunities for coordinated planning and more cost-effective delivery were reviewed for adjacent geographies and similar output types. This evaluation sought to reduce unnecessary duplication while maintaining clear accountability, reporting, and compliance for each individual grant.

This combined methodology and review process was used to develop both the revised output recommendations and the qualitative estimates of impacts on walking, bicycling, and safety presented in later sections of this document. All revised outputs remain eligible under the ATP NonInfrastructure Program and preserve or improve the net benefits identified in the original application.

Detailed output-by-output rationale and supporting corridor school mapping are provided in Appendices A and B.

4. Impact of the Proposed Scope Change on Project Cost

4.1 Overall Project Cost
The proposed scope and output revisions do not materially change the total approved project cost. • Original Total Project Budget: $590,660
• Revised Total Project Budget: $590,487
There is no change to the ATP funding request as a result of the proposed scope changes.

The minor net change in total project cost reflects refinements to delivery assumptions and budget allocations to better align with revised outputs and implementation realities, rather than any expansion of project scope.

4.2 Summary of Budget Refinements by Task
Budget refinements were made to align with the revised outputs and updated delivery assumptions identified through the scope review process.

Task A – Bicycle Friendly Driver Training (for Motorists) This project is one of three similar ATP projects implementing Bicycle Friendly Driver Training in Visalia. As a result, the original budget assumption for program development costs can be proportionally shared across the three projects, reducing the cost allocation for Task A within this project. Delivery and distribution of the training remain project-specific, and associated delivery costs are unchanged.
278
Task B – Bicycling Online Engagement Platform
Task B includes workshops, education, community engagement, surveys, and tracking of changes in transportation behavior. Additional detail was incorporated to more accurately reflect the staffing roles, hours, and rates required to deliver these elements effectively. The Task B budget has been adjusted to reflect refined staffing assumptions and expanded outreach coordination aligned with actual delivery needs.

Task C – Community-Led Bike Rides and Bicycle Education The amount of on-the-ground bicycling education trainer hours was adjusted to align with the revised number and distribution of outputs, including bike rodeos, led rides, and related education activities.

The original budget also included a relatively large allocation for incentives and materials, including helmets, bicycle locks, lights, and other items. Based on updated participation assumptions and population context, the quantity of incentive items was reforecast to better match planned activities and avoid over-procurement.

In addition, the review identified that a significant share of the original budget would have been directed toward incentives rather than training, outreach, and coordination activities that are essential to effective engagement. As a result, a portion of the budget was reallocated toward community outreach, engagement, project coordination, monitoring, and evaluation to better support program effectiveness.

Task D – Senior Project Manager
No change. The budget remains at $180,000 to cover City staff time required to manage and oversee the project over the three-year period.

4.3 Explanation of Material Budget Adjustments
Adjustment of Staffing Hours
Staffing hours were adjusted to reflect the revised outputs and scope. Budget allocations were updated accordingly to ensure sufficient capacity to deliver the revised program elements while maintaining overall cost control.

Bicycle Lock Quantity and Unit Cost Adjustment
The originally approved project budget included 1,000 bicycle locks at an estimated unit cost of $15 per lock. Upon further review, it was determined that locks at this price point would not reliably meet the intended program objective of preventing bicycle theft, particularly for participants who rely on bicycles for essential transportation.

To ensure incentive items fulfill their intended safety and security purpose, the revised budget reflects procurement of 300 higher-quality bicycle locks at an estimated unit cost of $41 per lock, selected to meet a minimum security threshold appropriate for everyday use. 279
Helmet and Safety Equipment Adjustments
Helmet and safety equipment quantities were refined to reflect revised output levels and verified participation assumptions, ensuring adequate supply without over-procurement. Unit costs remain consistent with original assumptions and ATP eligibility guidance.

Staffing Rate and Role Refinements
Staffing allocations were refined to reflect realistic professional service rates and clearer role definitions, such as senior outreach specialist, outreach coordinator, and evaluation support. These refinements improve accountability, clarity, and delivery quality without increasing the total project cost.

5. Impact on the Project’s Ability to Increase Walking and Bicycling The proposed scope and budget revisions maintain or improve the project’s ability to increase walking and bicycling.

While certain activity counts are reduced, these changes are offset by increased emphasis on the activities that have been determined will be most effective for the local project area. It’s important to note that some activities will reach more people than others (e.g. one school-wide SRTS day will reach more people than one bicycle skills class) or have a greater efficacy of encouraging mode shift, therefore, reduced output counts in certain activities don’t directly correlate with the number of people engaged and the level of mode shift achieved.

Overall, the revised output mix preserves the net benefit anticipated in the original ATP application.

6. Impact on the Project’s Ability to Improve Safety
The revised scope strengthens safety outcomes by:
• Focusing the budget on delivering bike safety training and engaging people in this training.

Via reallocating budget from incentives to these budget lines. • Prioritizing high-quality safety equipment and ensuring incentive items meet their intended protective purpose
• Delivering the most appropriate activities for each community at the most appropriate frequency during the project.

No reduction in anticipated safety benefit is expected as a result of the proposed changes. 280

8. MPO Approval
Not applicable.

The Elevating Santa Fe Street Project was funded through the Small Urban and Rural component of the Active Transportation Program.

Additional Questions
Does this scope change require revalidation of the environmental document? No.

The proposed changes are limited to Non-Infrastructure program outputs and budget refinements and do not affect physical project elements or environmental assumptions.

Public Outreach Related to the Scope Change
The proposed revisions respond to verified implementation conditions and do not alter the project’s overall engagement intent or community focus.

Conclusion
The City of Visalia respectfully requests approval of the proposed Non-Infrastructure output and budget refinements for the Elevating Santa Fe Street Project. The revisions preserve ATP eligibility and intent, improve delivery certainty and safety, and position the project for successful and accountable implementation within the Cycle 7 grant period.

Attachments
• Appendix A – Detailed Revision Rationale By Output - Elevating Santa Fe Street Project • Appendix B – School Location and Attendance Zone Mapping 281
Appendix A – Detailed Revision Rationale By Output - Elevating Santa Fe Street Project
Output Category Approved Revised Rationale
Bicycle Skills
Classes
32 32 Output Description: Typically, small group bicycle skills training classes, with 1-2 qualified League biking Instructors (LCIs) (number of instructors depends on
the number of sign-ups per class)
Recommended Adjustment: None
Rationale: The number of classes is over the course
of the three-year project, averaging approximately
one Bicycle Skills Class per month. We have direct
control over the delivery with local LCI bike instructors (not reliant on volunteers or other unknowns), and
we’re confident we can encourage enough people we
engage with to attend a bicycle skills class and build
their confidence to fill a class per month.

Community
Biking
Challenges
8 8 Output Description: Community-wide challenges,
workplaces and community groups can compete in a
fun challenge that encourages more people to ride
and walk more often, and for transportation. Includes
a school-focussed challenge as one of the 3
challenges delivered each year, along with a Bike
Month Challenge (May) and Biketober challenge
(Biketober). Challenges are hosted on the Love to
Ride platform, and are scalable and economic
community engagement, encouragement and
education.

Recommended Adjustment: None
Rationale: These challenges are a known program
that we have a tried and tested track record of
delivering in communities in California, as well as
across the country. We can deliver 2 community
challenges and 1 school-focussed challenge per year,
so 9, but have budgeted for and recommended 8 to
guarantee delivery of this outcome within the
timeframe. These challenges will also engage the
community and provide an audience for other NI
282
programming (e.g. people who could attend bike skills
classes, community rides, etc).

Community
Demonstrations /
Events
10 10 Output Description: Public-facing events designed to promote new or improved infrastructure or routes as
they come online, demonstrate safe bicycling
practices, distribute educational materials, and/or
engage residents in active transportation.

Recommended Adjustment: None
Rationale: Delivering 3-4 of these events per year in
the project area is an achievable output, it’s not
expensive, and will support community engagement,
safer biking, and infrastructure promotion efforts.

Community Bike
Rides
32 24 Output Description: Guided group rides led by
qualified ride leaders that introduce participants to
bicycling on streets or trails, emphasize safety skills, and increase comfort and confidence riding in realworld conditions.

Recommended Adjustment: Reduction
Rationale: To engage the community and build
demand for led group rides, it will likely take some
time to build an audience to invite to group rides.

Ideally, these would be run monthly, but we have
recommended a reduced total number to guarantee
delivery of this output, especially given that weather
conditions might cause some community rides to be
cancelled, or lower demand at some times of the year
when it’s too hot or too cold for some people.

Community
Outreach (Line
Item #5)
12 12 Output Description: Targeted engagement activities designed to reach priority populations through inperson outreach, multilingual materials, partnerships with community-based organizations, and culturally
responsive communication.

Recommended Adjustment: None
Rationale: Delivering 4 of these events per year in
the project area is an achievable output, it’s not very 283
expensive, and will support community engagement,
safer biking, and infrastructure promotion efforts.

Afterschool
Programs
5 1 Output Description: Structured, school-adjacent
educational programs delivered outside regular
school hours that teach bicycle and pedestrian safety,
build travel skills, and encourage active travel to and from school.

Recommended Adjustment: Reduction
Rationale: In the Sante Fe project area is only 1
elementary schools n the Santa Fe project areas), 1
middle school and 1 high school. Afterschool program
engagement can be challenging to set-up given it can
often rely on the willingness of 3rd parties (afterschool program organizations) and therefore it makes it hard
to commit to 5 programs being establish as a
guaranteed output of the program.

Bike Rodeos
(SRTS)
10 2 Output Description: Hands-on, skills-based safety
events - typically for elementary-age students -
focused on bicycle handling, traffic awareness, helmet
use, and basic rules of the road.

Recommended Adjustment: Reduction
Rationale: There is only 1 elementary school in the
Sante Fe project area.

SRTS
Encouragement
Days
32 9 Output Description: Single-day school-based events that encourage walking or bicycling to school,
supported by incentives, family outreach, and
classroom activities.

Recommended Adjustment: Reduction
Rationale: There are not enough schools in the Santa
Fe project area to carry out 32 SRTS Encouragement
days. There are only 3 total schools in the area. To
achieve the original output, we’d need to get every
school onboard (it can be difficult to get 100% buy-in
from every school) and run 3 days a year at each
284
school. Revised output to 9 days to guarantee
delivery of these outputs.

School
Assemblies
5 5 Output Description: School-wide educational
presentations focused on bicycle and pedestrian
safety, active travel benefits, and awareness of safe
travel behaviors.

Recommended Adjustment: None
Rationale: Given there is 1 elementary schools and 1
middle school, we will carry out at least 5 assembly
presentations during the course of the project
(approximately 1 per year over 2 schools)
Schools with
Bicycle Train
Programs
4 1 Output Description: Organized group bicycling
programs where students ride to school together
along a planned route under adult supervision,
building safety, confidence, and consistency in active
school travel.

Recommended Adjustment: Reduction
Rationale: Parent buy-in and volunteers are essential
for the success of a Bike Train program. We will have
a paid ride leader for each bike train to provide
training, safety support, route planning, and guide the founding, organization and growth of each bike train;
however, it’s much harder to guarantee the number of
outputs when the output is so reliant on volunteers
and parental buy-in for its successful implementation
and delivery. Running regular bike trains (as per best
practice) will also have high initial running costs and absorb a lot of the budget.
285
Appendix B – School Location and Attendance Zone Mapping To review and then develop accurate school outputs, we have:

1. Reviewed the Visalia Unified School District maps and overlaid the projects and project areas. We looked at both school location but also importantly looked at the catchment areas for each school in each project area and the direction of travel that students at those schools will take to help determine which schools should be in which project areas.

2. We have also looked at schools as community hubs, through which we can engage the local communities in close proximity to the project areas (both parents and children who live close by) even if the catchment area for some of those schools doesn’t directly contain a project corridor, but is close to it.

3. From developing and analyzing these various maps, we have determined accurate numbers for the schools and then the feasible and appropriate number of school-based events and outputs for each project area.

You can see some of the maps we created and analyzed below.

Image C.4.1.1 - Showing the location of elementary schools and their catchment areas with respect to the three project areas.
286
Image C.4.1.2 - Showing the location of middle schools and their catchment areas with respect to the three project areas.

Image C.4.1.3 - Showing the location of high schools and their catchment areas with respect to the three project areas.
287
Image C.4.1.4 - Showing the location of VUSD schools
Image C.4.1.5 - The original project area map provided in the RFP. 288
• Oversee development of project management plans, QA/QC procedures, reporting frameworks, and risk mitigation strategies.
• Ensure programs remain on schedule and within approved budgets while supporting audits, reviews, and funding agency inquiries.
• Guide engagement strategies that balance digital tools with in-person delivery, ensuring equitable participation and sensitivity to privacy and data concerns.

SELECTED PROJECT AND PROGRAM EXPERIENCE
Santa Cruz County, California
Senior Program Lead
Supported long-running countywide active transportation and behavior change programs delivered in partnership with local agencies and nonprofit organizations. Managed sustained program delivery over multiple years, emphasizing consistent implementation, reporting, and accountability. Supported integration of engagement programs with county and regional planning efforts, and helped agencies demonstrate measurable outcomes tied to safety, mode shift, and community participation.

State of Florida – District-Level Active Transportation and Multimodal Programs Senior Project Lead
Managed active transportation and multimodal behavior change programs delivered at the district level.

Coordinated implementation across multiple jurisdictions within district boundaries, aligning delivery with district priorities and reporting requirements. Supported compliance, documentation, and performance reporting consistent with state transportation objectives.

Houston-Galveston Area Council, Texas
Senior Program Lead
Led regional active transportation and behavior change initiatives supporting one of the largest metropolitan planning organization regions in the country. Coordinated with MPO staff, local jurisdictions, and partner organizations to deliver programs aligned with regional mobility, safety, and air quality goals. Supported data-driven reporting and documentation to inform planning, evaluation, and future investment decisions.

Regional and Statewide Active Transportation Deployments (Multiple States) Program Lead
Led statewide and multi-region programs using coordinated delivery models that balance centralized governance with local customization. Supported MPOs and regional agencies in maintaining consistent delivery, reporting, and compliance across diverse local contexts.

LEADERSHIP AND DELIVERY APPROACH
Brings structure, clarity, and follow-through to complex programs with multiple stakeholders and funding constraints. Demonstrates a strong ability to bridge strategy and execution, from high-level program design to tactical implementation oversight. Operates with a collaborative leadership style grounded in accountability, transparency, and public-sector trust. Possesses a deep understanding of how non-infrastructure and multimodal programs operate in practice.
289
58 Appendix B – Resumes of Key Personnel
290
Thomas Stokell - Resume
Founder & Chief Executive Officer | Love to Ride, LLC
Active Transportation • Behavior Change • ATP / Federal & State Grant Delivery Professional Summary
Founder and Chief Executive Officer of Love to Ride, an internationally recognized active transportation and behavior change consultancy delivering large-scale, grant-funded non-infrastructure programs for cities, regions, MPOs, and state agencies. With more than 20 years of leadership experience in bicycling, walking, and sustainable transportation, Thomas brings deep expertise in ATP-eligible program design, community engagement, Safe Routes to School, data-driven behavior change, and audit-ready program delivery.

Thomas has led the design and implementation of hundreds of non-infrastructure active transportation programs across North America, the UK, Australia, and New Zealand, supporting cities to achieve measurable mode shift, equitable engagement outcomes, and full compliance with state and federal funding requirements. As CEO, he serves as executive sponsor, technical advisor, and senior reviewer for all ATP-funded and federally funded work undertaken by Love to Ride.

Professional Experience
Love to Ride, LLC
Founder & Chief Executive Officer | May 2014 – Present
Founded and lead Love to Ride, a global active transportation behavior change consultancy and technology platform supporting cities, regions, MPOs, nonprofits, and employers.

Relevant Experience & Achievements:
• Led delivery of active transportation programs in 200+ cities across 12 countries • Supported 50+ regional and metropolitan planning organizations worldwide • Engaged ~700,000 participants, including 140,000+ new or infrequent riders • Designed and implemented education, encouragement, and evaluation programs • Oversaw development of digital engagement and data platforms used for program tracking, reporting, and GIS-compatible outputs
• Directed multi-phase programs integrating Safe Routes to School, community rides, bicycle education, and driver awareness training
• Provided executive oversight for grant compliance, reporting, and audit readiness As CEO, Thomas personally oversees all ATP-funded and federally funded work, ensuring program scopes are realistic, defensible, equitable, and fully compliant with funding requirements. 291
Civic Dinners (Inclusivv)
Co-Founder & Advisor | 2014 – Present
Co-founded a civic engagement platform enabling cities, regions, nonprofits, and community leaders to convene structured, facilitated conversations around complex public issues.

Relevant Experience:
• Designed engagement processes for cities and civic institutions • Built tools and methodologies for inclusive, place-based community engagement • Experience directly applicable to ATP community outreach, stakeholder engagement, and equity-focused programming
M.K. Gandhi Institute for Nonviolence
Board Member | March 2014 – January 2020
Served on the Board of a nationally recognized nonprofit promoting nonviolence, community leadership, and civic responsibility.

Relevant Experience:
• Governance and fiduciary oversight
• Strategic guidance for education and community programs • Emphasis on equity, trust-building, and community-centered approaches Challenge for Change Ltd
Managing Director / Founder | December 2008 – May 2014
Founded and led a behavior change consultancy delivering cycling, walking, and sustainable transport campaigns for public agencies and employers.

Relevant Experience:
• Designed and delivered large-scale travel behavior change campaigns • Managed program delivery, marketing, and reporting
• Direct predecessor to Love to Ride’s current non-infrastructure program model

292
90 Seconds
Director (UK) | April 2011 – February 2014
Established and scaled the UK arm of an international media company.

Relevant Experience:
• Organizational setup and early-stage scaling
• Marketing, communications, and stakeholder engagement • Experience applicable to public-facing campaign delivery and messaging HSC – New Zealand
Marketing Executive | 2005 – 2007
National Bike Week Coordinator | 2001 – 2004
Early career roles designing and coordinating national bicycle promotion campaigns based on behavior change theory and techniques.

Relevant Experience:
• Delivery of nationwide bicycling encouragement programs • Coordination of partners, events, and public communications • Longstanding professional focus on bicycling and active transportation Education
Bachelor’s Degree (Marketing)
Victoria University of Wellington, New Zealand
293
Laura Cisneros
Senior Project Manager | Public Sector Austin, TX (Remote) 512-750-9584 | [email protected]
linkedin.com/in/laura-cisneros-texas
Professional Summary
Senior Project Manager with 8+ years of experience leading complex, multi-stakeholder initiatives for states, cities, regional agencies, nonprofits, and community partners. An ecosystem thinker with a proven ability to manage multijurisdictional nuance while leading projects from RFP through delivery. Highly adaptable relationship-builder deftly deploying empathy to bring about consensus. Brings deep expertise in transportation, urban mobility, and public-sector systems, with a strong track record of coalition-building, facilitation, KPI tracking, and adaptive problem-solving to move projects from planning to implementation.

Core Skills & Competencies
• Project & Program Management
• Scope, Schedule & Risk Management
• Strategy & Implementation Planning
• State & Federal Compliance
• Multi-Jurisdictional Coordination
• Cross-Functional Team Leadership
• Grant & Funding Strategy
• Performance Reporting & Documentation
• Active Transportation & Multimodal Programs
• Community Engagement, Facilitation, Workshops &
Convenings
• Project Management Tools (Asana, Monday, Trello)
• District & MPO Partnerships
Professional Experience
Love to Ride – Regional Sales Executive / Senior Project Lead 2018 – Present | Remote

LOVE TO RIDE, LLC
Senior Account Executive / Project & Program Lead
2018 – Present
Serve as senior project and program lead for nationally scaled active transportation and multimodal initiatives delivered in partnership with state DOT districts, MPOs, regional councils of governments, and local jurisdictions. Responsible for guiding agencies from program definition through implementation, compliance, reporting, and performance evaluation.

Key responsibilities and accomplishments include:
• Lead delivery of complex, multi-year non-infrastructure and behavior change programs funded through State and Federal transportation sources.
• Manage national and regional accounts spanning multiple jurisdictions, often operating concurrently under different funding, reporting, and approval frameworks.
• Translate grant applications, approved outputs, and policy objectives into defensible scopes of work, implementation schedules, and performance measures.
• Direct cross-functional internal teams (project management, data, product, marketing, and engagement) and external partners to ensure coordinated delivery.
• Serve as primary point of contact for agency project managers, ensuring alignment on expectations, approvals, documentation, and reporting cadence.
• Support agencies in scope refinement, output revisions, and implementation adjustments required to reflect on-theground conditions while maintaining eligibility and compliance. 294
[email protected]

+44 7590 833623

Bridport, Dorset

I n d u s t r y K n o w l e d g e

Discovery

Strategy

Roadmapping

Planning

Project Management

Wireframing

AI

SEO/CRO

Analytics

T o o l s & T e c h n o l o g i e s

Jira, Product board, Notion,
Figma, Slack, Google
Workspace, GA4/Firebase
Analytics, Hot Jar, Intercom,
Emarsys, Metabase...

O t h e r S k i l l s

Basic HTML, Marketing,
People Management,
Entrepreneurial Operating
System (EOS), Privacy/
compliance...

S o c i a l

www.linkedin.com/in/
laurence-boon/

S u m m e r y

e x p e r i e n c e

Aug 2021 - Present - 4 years, Bristol

Nov 2016 - Aug 2021 - >4 years, Bath

I'm a collaborative and mission-driven product leader who enjoys rallying teams around meaningful work. I care deeply about generating outcomes that make a real difference — whether that's helping people travel more sustainably, lead happier lives or simply feel slightly more invigorated thanks to exercising.

Over the years, I’ve contributed to the growth and evolution of multimillion pound organisations, shaped impactful digital products, and helped dozens of direct reports flourish.

Head of Product / Senior Product Manager

Love to Ride LTD

Directly collaborated with CEO to design and deliver a transformational roadmap. Aided the business in expanding it’s customer offer into an adjacent vertical growing revenue by 30%. Lead and manage both web and app teams and sit on the Management Team.

Much of my time has been focused on delivering new capabilities and technical milestones (automatic logging, route rating, GIS tools), we are presently moving into a growth and optimisation phase.

Group Product Manager (and various other roles)

Blackhawk Network / Cyclescheme

I slowly transitioned from leading Cyclescheme’s marketing effort to leading it’s product effort. This also bloomed into supporting the launches of sister products such as Childcarescheme, Phonescheme and Techscheme.

I led both external and internal resources to achieve business goals.

Highlights included managing the adoption of new legislation to grow sales which ultimately increased profit by over £1m, leading the effort to make an the enterprise GDPR ready and innovating in the salary sacrifice space for city hire bikes and bikes on demand.

Laurence Boon

Impact Oriented Product Leader
295
E d u c a t i o n

Bath Spa University

Bachelor's Degree

Media Communications and
Cultural Studies

2005 - 2008 - Grade: 2:1

C o u r s e s

Diploma in Promotional
Marketing - Distinction,

Essentials of Management
(residential), various
analytics...

A c c o l a d e s

Represented Cyclescheme on
You & Yours - Radio 4,
selected for BikeBiz's 2012 -
30 under 30, worked with
Chris Boardman on
ChooseCycling campaign,
guest speaker at House of
Lords e-bike workshop...

R e c e n t P r o j e c t s

Increase awareness of Rate
my Routes feature, publish
free-to-access versions of the
Biking Feedback Map, email
automation upgrade...

F a v o u r i t e R e c o m m e n d a t i o n

“Laurence is a great product
manager and a true cycling
and product firebrand. He
stands out at Love to Ride as
someone who is actively
involved and influential
across all areas of the
business, consistently giving
100% in every situation—a
rare quality...”
Board Member

Cycle to Work Alliance

The Cycle to Work Alliance is a policy coalition of five of the leading providers of the cycle to work scheme, including Cyclescheme, Cycle Solutions, Evans Cycles, Halfords, and Vivup.

I represented Cyclescheme on the alliance where I collaborated with competitors to secure the future of the scheme and expand its reach, breadth and impact.

Marketing Manager

GrassRoots (GRG) / Cyclescheme

I developed and executed strategic marketing initiatives across Cyclescheme, Computingscheme, Phonescheme, and Childcarescheme. I covered B2B/B2B2C/B2C campaigns, digital advertising, and brand communications.

I was responsible for the inception, organisation and execution of Cycle to Work Day. Previous events saw #cycletworkday trend on Twitter as a result of tens of thousands of people taking to the saddle and documenting their journeys on social media. The event enjoyed widespread national media coverage (broadcast, print & digital) and inspired hundreds of people to run events across the UK.

Founder

Impact of the Drop

In April 2005 I founded Impact of the Drop. We were one of Bath's longest running underground club nights.

The night was born of a desire to share the music that my friends and I are passionate about. We wanted to give revellers a glimpse at the calibre of club night you would more often find in London, Berlin or Barcelona! I still run events intermittently.

Aug 2020 - Aug 2021 - 1 year, London

Jan 2013 - Nov 2016 - 4 years, Bath

Apr 2005 - present - >19 years, Bath/Bristol/Bridport

296
Professional Profile
Executive program and project leader responsible for managing Love to Ride’s global projects team and ensuring the successful delivery of complex, multi-market active transportation and behavior change programs. Oversees large, distributed project portfolios with a focus on delivery assurance, operational discipline, and performance management. Provides senior leadership across project management, behavioral science, data and insights, and regional delivery teams to ensure campaigns are implemented smoothly, risks are proactively managed, and reporting is accurate, defensible, and decision-ready for public agencies, funders, and executive stakeholder

CORE RESPONSIBILITIES
• Provide strategic leadership for Love to Ride’s global projects portfolio, spanning North America, Europe, and Australasia
• Manage and mentor the global projects team, including project managers, regional leads, behavioral specialists, and delivery partners
• Direct the planning and execution of large-scale, multi-market campaigns such as Cycle September and Winter Wheelers
• Establish and maintain project governance frameworks covering scope, budgets, schedules, risk management, and quality assurance
• Standardize project management tools, workflows, and reporting across the organization (including Asana, CRM, and internal dashboards)
• Oversee research, evaluation, and reporting functions to ensure defensible, high-quality behavioral and mode-shift analysis
• Ensure all programs are grounded in behavior change science, including the Fogg Behavior Model, COM-B, and Nudge theory
• Act as senior internal advisor on project feasibility, scalability, and delivery risk for new partnerships and innovation pilots
297

SELECTED PROJECT HIGHLIGHTS
Atlanta Regional Campaign (United States)
• Oversaw the strategic delivery of a multi-year Love to Ride program supporting the Atlanta Regional Commission
• Guided cross-team coordination to deliver large-scale participation outcomes, including millions of logged miles and measurable engagement across employers and residents • Ensured robust reporting and evaluation to support regional transportation, air quality, and public health objectives
Venice Demonstration Project (Italy)
• Led the planning, strategy, and winning approach for Love to Ride’s Venice Demonstration Project in partnership with UrbanTide
• Directed development of a data-driven, behavior-change–led pilot integrating mobility data, stakeholder engagement, and localized campaign design • Oversaw delivery planning grounded in behavioral science and scalability, positioning the project as a transferable model for other European cities • Development of Love to Ride Walking Program
• Oversaw the strategic development and launch of Love to Ride’s walking program, expanding the platform beyond cycling
• Guided integration of walking into existing behavior change frameworks, campaigns, and reporting tools
• Ensured the program aligned with public-sector needs around inclusivity, accessibility, and short-trip mode shift

OPERATIONAL & GOVERNANCE LEADERSHIP
• Built and maintained a global “center of excellence” for project delivery, ensuring consistency across regions while allowing for local adaptation • Implemented standardized project controls for budget tracking, risk escalation, and performance monitoring
• Led internal reviews of delivery performance to continuously improve efficiency, quality, and partner satisfaction
• Supported executive leadership with clear, data-driven reporting on project outcomes, risks, and strategic opportunities
298
Livy Wallis
Project Manager| [email protected] | Bristol, UK
Experienced Project Manager with over three years at Love to Ride, delivering complex, multi-stakeholder active travel and behaviour change projects across the United States, UK, and Europe.

PROFESSIONAL EXPERIENCE
Love to Ride — Project Manager
2023 – Present
• Lead the end-to-end delivery of active travel and behaviour change programmes across the US, UK and Europe, ensuring projects are delivered on time, within scope, and to client expectations. • Currently project managing the Love to Ride project in Shasta County, California, coordinating local authorities, partners, and internal teams.
• Oversee multiple concurrent projects across different geographies and time zones, balancing competing priorities and deadlines.
• Act as the primary point of contact for clients, maintaining strong relationships and clear communication throughout the project lifecycle.
• Track project progress, risks, and budgets, producing clear updates and reports for internal and external stakeholders.

Love to Ride — Project Administrator
2022 – 2023
• Supported the Love to Ride team across UK and international active travel projects. • Liaised with partners and clients to support smooth project coordination. • Developed a detailed understanding of Love to Ride’s platform, delivery model, and behaviour change approach.

EARLIER EXPERIENCES (SELECTED)
Climate Emergency Engagement Assistant — De Montfort University (Remote) 2022
• Conducted research into community, voluntary, and business climate action.

Account Executive — Campus Group, London
• Managed client accounts and supported the delivery of nationwide student engagement campaigns, coordinating ambassadors and internal teams.

EDUCATION
MSc Sustainability and Behaviour Change (Distinction)
Centre for Alternative Technology | 2020 – 2022
BA Geography with Year Abroad (Upper 2:1)
University of Manchester | 2015 – 2019
Year Abroad: University of Hong Kong
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Mark Wall Associates Page 1
Mark Wall
Public Transit Professional
Cyclist, Active Transportation Advocate
Background
After a very rewarding 40-plus-year career in public transit planning and management, my “retirement” focus is on projects that I love. These may include innovative transit projects, but will certainly include bicycle and pedestrian advocacy. My professional experience includes organization building and development, policy analysis, and leadership roles with a variety of organizations. I am very proud that I have been referred to as the leading advocate for rural transportation in California. All of this translates well into my desire to work locally with policy makers, planners, engineers, and community organizations to help create a bike and pedestrian friendly atmosphere that enhances quality of life.

Transit Experience
Principal - Mark Wall Associates
Lake Transit Authority (1996 – 2025) Lake County, CA
As General Manager for 23 years, and consultant advisor for the past six years, guided formation of the joint powers authority in July 1996, and developed service plans, facilities, and funding programs. Lake Transit is a leading rural transit provider with high ridership per capita, a consistently high fare revenue to operation cost ratio, and low cost per unit of service. These attributes are based on taking a full-service, multi-modal approach as a responsive institution for the community despite the challenges and constraints of rural population density and funding.

Lake Transit provides local bus routes, intercity bus routes connecting to the San Francisco Bay Area, and ADA paratransit services. In the wake of the Valley Fire National Emergency in 2015, initiated the LakeLinks non-profit to provide emergency relief and on-going non-emergency medical transportation.

Redwood Coast Transit Authority (2004-2016) Del Norte County, CA As Executive Director for12 years, guided formation of the joint powers authority in 2005, developed service plans, budgets, and grant programs. Initiated service to Redwood N.P., interlined service with Greyhound, established intercity service to Oregon.

Consulting Projects - Various Clients (1995-2020)
As a consultant to rural and small urban transit agencies, provided guidance on a wide variety of policy and operational issues. Prepared transit development plans, ADA plans, operations and maintenance analyses, and managed procurement of operations and maintenance contracts.

Clients included City of Roseville, San Benito County Local Transportation Commission, Fresno County Economic Opportunities Commission, Tehama County Local Transportation Commission, Mariposa County, and the Lake County/City Area Planning Council.

Transit Manager/Management Analyst
City of Visalia (1984-1995)
As Transit Division Manager/General Services Analyst, developed transit system operating and capital plans, prepared and managed budgets, grants, marketing programs, vehicle specifications and procurements, and managed operations contract procurement and oversight. Implemented the City’s first fixed route network. Provided liaison to state and federal agencies. Conducted various analyses and research for fleet maintenance and solid waste divisions. 300
Mark Wall Associates Page 2
Transportation Planner
Fresno County Economic Opportunities Commission (1982 – 1984) Fresno, CA As Transportation Planner, analyzed unmet elderly and disabled transportation needs in the metropolitan Fresno area and rural Fresno County, negotiated service coordination agreements with non-profit social service transportation providers, developed and implemented the initial operations program and budget for the Fresno Metro and Rural Consolidated Transportation Services Agency providing coordinated service for fifteen agencies, prepared and managed grant applications, prepared various analyses, reports, and plans.

Bicycling Experience
Freedom describes my experience as a child when the bicycle was a means to explore the world.

It gave me pride to “compete” in a roadeo, and to show that I was independent enough to bicycle to school. In my teens, freedom and responsibility lead to opportunity as I bicycled 4,000 miles annually to deliver newspapers and collect from my customers. In my late 20’s, I sold my car so that I could afford to return to college. I then commuted about 15 miles daily between my home, my part-time job in Downtown Fresno, and school at Fresno State. In my 40s, I began riding for health as a “serious” recreational cyclist, and have ridden more than 90,000 miles, including longdistance tours, century and double-century endurance rides, and many rides around Tulare County. Today, I remain a recreational cyclist, but I am also making the bicycle my daily transportation mode of choice.

Active Transportation Advocate
Active Transportation Advisory Committee (ATAC)
Tulare County Association of Governments (TCAG) (2018-2026) I joined the ATAC in 2018, becoming Vice Chair in 2021, and Chairman in 2022. The ATAC supports TCAG members in their efforts to improve the safety, ease, and comfort of active transportation in every jurisdiction in the County. Committee work has included review of Active Transportation Program (ATP) and similar grant applications; receiving reports about ATP projects, bicycle safety outreach, public safety data, data collection tools, Active Transportation Planning, and much more; participation in implementing Smart Cycling bicycle safety education in Tulare County, and facilitating the training of League of American Bicyclists (LAB) Cycling Instructors to provide a volunteer pool to teach bicycle safety to all ages in Tulare County.

Board Member / Advocacy Director / President
Southern Sierra Cyclists (SSC) (2016-Present)
As a Board Member, Advocacy Director, and currently as President, I am involved in shaping club policy and participating in a wide variety of club projects. Advocacy efforts include all of the following:
• Keep SSC members informed about local, state, and national advocacy efforts; changes in state law that may impact cyclists; bicycle facility plans and proposals. • Liaison with other bicycling organizations on advocacy efforts. • Liaison with local governments and Caltrans to stay informed about bicycle facility plans and projects, and to provide input on behalf of SSC.
• Organizing SSC members to testify at public meetings concerning bicycle plans and proposed projects.
• Writing letters of support for local projects and grant applications. 301
Mark Wall Associates Page 3
Advisory Committees
City of Visalia 2017-2022
I have served on various City of Visalia committees as an active transportation advocate. These include:
• Waterways & Trails Committee 2017-2019
• Visalia Senior Games – Bicycle Committee 2018-2019
• Environmental Committee 2019- 2021
• Citizens Advisory Committee 2021-22
Transit Bike Programs 1992 - 2018
As a transit professional, I have always been interested in facilitating the first and last mile. In 1992, I ordered bike racks as original equipment for Visalia transit buses. Gillig Corporation told us that we were the first to do so. Brochures were prepared to introduce bus riders and cyclists to the new bike racks. At Lake Transit and Redwood Coast Transit, I collected statistics on bike boardings, and began surveying cyclists’ origins and destinations to see how much bike travel expanded bus route service area. Eventually, bike/bus trips became so popular that we increased rack capacity and began exploring bike storage and bike-sharing feasibility.

Sponsor - Greenhouse Montessori Bike and Walk to School Contest (1999) When my son attended Greenhouse Montessori pre-school, I sponsored a Bike and Walk to School contest for all of the children attending the school. With the help of their parents, kids kept a daily log of their walking and bicycling. The grand prize winners got their names and handprints in a concrete “plaque” at the base of a red bicycle-shaped bike rack that I donated and installed with help from other parents at the school. It remains there today! Other Relevant Transportation Experience
Founder/Chairman/Board Member/Member Emeritus
California Association for Coordinated Transportation - CalACT (1984-Present) Mr. Wall is the founding chairman of CalACT and has served on the board of directors for 33 of the past 39 years. He has served on the executive, legislative, finance, and conference committees, has served as chairman of the Rural Transit Assistance Program Advisory Board, and has taken an active role with various project oriented adhoc committees. He is the first recipient of the CalACT Hall of Fame award, and is a lifetime member emeritus. CalACT is the nation’s largest state transit association.

Committee Member/Board Member
Transportation Research Board (2013-2019)
As a member of the Rural Public and Intercity Bus Committee, participated in the development of research topics and reviewed proposals and research studies for possible inclusion in the Transportation Cooperative Research Program, and for presentation at national conferences.

Various
Mr. Wall has served on a long list of local, state, and federal committees and boards. These range from founding member of the board of NASTA, the predecessor to Community Transportation Association of America (CTAA), to various Caltrans and CARB advisory committees. 302
Firm Bio
VRPA Technologies, Inc. (VRPA) offers consul8ng
services throughout California and other Western
States. Specialized service areas include mul8modal
transporta8on planning, traffic engineering analysis,
civil engineering and construc8on management/
oversight, public outreach and facilita8on, and
environmental assessments.

At VRPA, we combine planning knowledge, engineering
exper8se, and professionalism with crea8ve thinking,
innova8ve problem-solving, and comprehensive public
outreach and facilita8on efforts. The result is an
extraordinary firm that possesses the exper8se and
ability to look across disciplinary boundaries for
solu8ons others may overlook. This innova8ve
approach is evident by the breadth of services available to our diverse clientele, which includes both the public and private sectors consis8ng of State governments, regional agencies, transit and rail operators, coun8es, and ci8es, as well as private planning and engineering firms.

Our capabili8es in mee8ng client needs and finishing projects on budget and schedule are demonstrated through the successful comple8on of projects, including mul8modal transporta8on plans and projects with community and stakeholder input, regional transporta8on plans with extensive public outreach and technical components, and traffic and environmental impact assessment projects for local ci8es and coun8es.

VRPA has been in business for 38 years and collec8vely accumulated over three hundred and thirty (330) years of professional planning and engineering experience. We pride ourselves on a desire to tackle unique projects from an innova8ve angle. One such specialized experience is our capability to convey technical planning and engineering informa8on in a meaningful way to the general public and stakeholders.

VRPA has extensive experience providing public outreach for Active Transportation Plans (ATPs), including work for the City of Fresno, the Fresno Council of Governments (Fresno COG), and the Madera County Transportation Commission (MCTC). VRPA is currently delivering community engagement services for City of Visalia projects that include the Shirk Street Capacity Enhancement project, Riggin Avenue Widening and Improvement, and Caldwell Avenue Widening.

FIRM AT A GLANCE
Name: VRPA Technologies, Inc. (VRPA)
Founded: 1988
Locations: Headquarters in Fresno, CA; branches
in San Diego, Berkeley, Morro Bay, Honolulu, HI
and Prescott, AZ
Services OPered: Transportation Planning, TraPic
Engineering, Civil Engineering, Environmental
Assessments, Public Outreach and Facilitation
303
Project Experience
City of Fresno, Active Transportation Plan and Bicycle, Pedestrian and Trails Master Plan Update The Fresno Active Transportation Plan (ATP) is a comprehensive guide outlining the vision for active transportation in the City of Fresno, and a roadmap for achieving that vision. The ATP envisions a complete, safe, and comfortable network of trails, sidewalks, and bikeways that serves all residents of Fresno. VRPA worked as a subconsultant to enhance public outreach for the development of the ATP and the Bicycle, Pedestrian, & Trails Master Plan (BPTMP) update.

VRPA’s project responsibilities included the development of a Community Outreach Plan identifying engagement strategies to obtain feedback from the public and to convey the direction that the Plan update needed to take to remain vital and fundable under current State ATP guidelines. VRPA developed a listing and assessment of key stakeholders and the best means to engage these key community members. VRPA also assisted with Stakeholder Advisory Committee working sessions, and the development and cofacilitation of a series of public workshops to gather input and feedback from the community members Project Reference: Jill Gormley, Assistant Director, Traffic Engineering Division, City of Fresno, 2600 Fresno Street, Fresno, CA 93721, (559) 621-8650, [email protected] Fresno Council of Governments Fresno County Regional Active Transportation Plan The Fresno County Regional Active Transportation Plan (ATP) was developed to serve as a comprehensive guide outlining the vision for biking, walking, and other humanpowered transportation in Fresno County and a roadmap for achieving that vision. The ATP envisions a complete, safe, and comfortable network of trails, sidewalks, and bikeways that serves all who live and work in the Fresno County region. VRPA led public outreach services during development of the ATP in coordination with Fehr & Peers, and Fresno Council of Governments (Fresno COG) staff.

VRPA’s project responsibilities included sending invitations to key stakeholders, preparation of meeting materials, and the co-facilitation of local small group meetings covering all 15 Cities and the County of Fresno. VRPA also participated in the collection and compilation of information on past expenditures for bicycle and pedestrian facilities and programs, and assisted with researching and drafting Final report sections.

Project Reference: Robert Phipps, Executive Director, Fresno Council of Governments, 2035 Tulare Street, Suite 201, Fresno, CA 93721, (559) 233-4148 ext. 210, [email protected] 304
Madera County Transportation Commission, Active Transportation Plan The Madera County Active Transportation Plan (ATP)
envisions a comprehensive bicycle and pedestrian network across Madera County. As the region’s Metropolitan Planning Organization (MPO), the Madera County Transportation
Commission (MCTC) is responsible for the adoption of the County’s Regional Transportation Plan/Sustainable
Communities Strategy (RTP/SCS) and Transportation Improvement Program (TIP) as required by State and Federal law. The ATP supports these processes by providing a long range vision for the bicycle and pedestrian network across the county. The plan simultaneously considers countywide connections as well as local networks for the City of Madera, the City of Chowchilla, and selected unincorporated communities.

As a subconsultant, VRPA led all public outreach activities for the ATP planning process and also contributed to the development of the Existing Conditions and Implementation and Funding chapters of the Final ATP.

VRPA’s project responsibilities included the development of a webpage linked to the MCTC website, preparation of a bilingual stakeholder survey, and facilitation of meetings for the Stakeholder Advisory Committee. VRPA also co-facilitated public workshop and participated in pop-up events throughout the Madera County region, allowing easy access for stakeholders and the public to provide feedback and suggestions. VRPA was also assisted with the existing plan assessment, and the review and analysis of potential funding sources.

Project Reference: Patricia Taylor, Executive Director, Madera County Transportation Commission, 2001 Howard Road, Suite 201, Madera, CA 93637, (559) 675-0721 Extension 1, [email protected] City of Visalia, Shirk Capacity Enhancement Project
The Shirk Capacity Enhancement project spans from School Ave to Riggin Ave and consists of widening the east side of Shirk St at various locations to accommodate four lanes of travel with a center two-way left turn lane, buffered Class II bike lanes, curb and gutter, median curb, signalization and street lighting, striping, and the installation of approximately 8,200 lineal feet of 48” mainline sanitary sewer line and storm drain line. The project will modify existing traffic signals to accommodate the new street configuration as well as install a new traffic signal at Doe Ave and Shirk St. VRPA is currently providing public outreach services for this project, in coordination with construction management team NV5 and City of Visalia staff.

VRPA’s project responsibilites have included the development of a Public Outreach and Engagement Plan and preparation of press release and social media content. VRPA also oversaw the preparation of a public kick-off meeting noticing mailer and co-facilitated the public kick-off meeting. VRPA has also been responsible for the creation and distribution of text message notifications, informing interested parties of construction updates.

Project Reference: Kolton Walker, PE, Construction Manager, NV5, 2109 West Bullard Avenue, Suite 145 Fresno, California 93711, (559) 355-9506 or [email protected] 305
Key Staff Bios
Georgiena Vivian is the founder and President of VRPA Technologies, Inc. (VRPA), which she established in 1988. With over 53 years of experience, she is a recognized leader in transportation planning and financing, traffic engineering, transportation demand management and transportation systems management (TDM/TSM), intelligent transportation systems (ITS) planning, sustainable communities planning, environmental analysis, and public outreach. Georgiena has led the preparation of numerous regional and local transportation plans, including corridor studies, congestion management programs, county blueprint initiatives, multimodal and smart growth studies, and associated public outreach programs. Under her leadership, VRPA has built a strong reputation for delivering comprehensive, community-focused, and forward-thinking transportation and environmental planning solutions.

Hector Guerra has more than 22 years of experience providing technical and outreach services in support of transportation and community planning projects. At VRPA Technologies, Inc., Hector specializes in public outreach, research, marketing, and administrative coordination, ensuring that complex technical information is effectively communicated to diverse audiences. He is highly skilled at translating technical concepts into clear, accessible language and has successfully engaged the public in a wide range of settings, including community workshops, public hearings, stakeholder meetings, and bilingual outreach events.

Hector’s expertise supports the development of inclusive and transparent planning processes, fostering meaningful participation from residents, businesses, and community organizations.

Resumes.

See attached
306
59 Appendix C – Digital Tools
307
60 Appendix C - Digital Tools Supporting Program
Delivery
Introduction to Love to Ride’s Digital Tools
Love to Ride provides an established digital engagement platform and companion mobile application to support the delivery of Active Transportation Program (ATP) Non-Infrastructure activities, including education, encouragement, Safe Routes to School (SRTS), community outreach, and evaluation.

These digital tools are already in use across multiple California and national ATP-funded programs and are available for immediate deployment. They are designed to support, reinforce, and extend on-the-ground program delivery, not replace in-person engagement. Together, they provide a consistent system for participant registration, activity tracking, communication, survey collection, and reporting aligned with ATP documentation expectations.

A key strength of Love to Ride’s platform is its ability to support multiple projects running concurrently while maintaining clear separation of participants, outreach activities, and reporting outputs. This ensures that each project area, corridor, or target community can be managed within a single coordinated system while still producing project-specific data and audit-ready documentation.

Platform: Behavior Change and Engagement Capability
Love to Ride’s platform is built specifically to drive behavior change at scale. It is designed to support individuals across different stages of readiness, from those who have never ridden a bike, to occasional riders, to regular cyclists who can influence and encourage others.

The platform applies proven engagement principles including reducing barriers to entry, creating positive reinforcement, strengthening social norms, and providing timely prompts that encourage people to take action. Participants are supported through clear calls to action, visible progress tracking, and structured campaign moments that make biking feel achievable and socially supported.

This approach is especially effective in reaching new and infrequent riders, who often need more than information alone. Love to Ride combines motivation, recognition, and social participation features that encourage users to try biking in a low-pressure way, and then continue riding over time.

Behavior change is reinforced through a combination of tools including team participation, progress dashboards, milestone achievements, encouragement messaging, and opportunities for community recognition. This creates a repeatable system that supports both short-term participation gains and longer-term habit formation.
308
61 Community and Workplace Challenges
Love to Ride provides a proven challenge platform that cities can use to deliver ATP-eligible encouragement campaigns, such as Bike Month or neighborhood-based biking challenges, while tracking participation and outcomes for reporting.

These campaigns can be configured to align with Bike Month, community events, corridor-specific initiatives, neighborhood-based outreach, or project-area engagement priorities.

Challenges provide a structured and time-bound engagement opportunity that encourages participation from a broad audience, including people who may not typically ride a bike. Participants can join individually or as part of a workplace or community team, helping create social motivation and peer-to-peer encouragement.

The platform supports challenge configuration with defined timeframes, eligibility criteria, and project-area groupings. This allows the City to track participation and results separately for each ATP-funded project, while still offering residents one simple, consistent program to join.

Challenge tools support both real-time engagement and evaluation, including:
• participant registration and enrollment
• a variety of simple or popular ride and activity logging solutions • team and group participation plus referral tools
• engaging leaderboards that segment at workplace, local, industry and national levels • progress tracking and completion metrics
• engagement summaries suitable for ATP reporting
309
62 These features allow Love to Ride to deliver high-participation encouragement programs with consistent documentation and reduced administrative burden for City staff. 310
63 School Engagement and Safe Routes to School (SRTS)
Challenges
Love to Ride provides dedicated school engagement tools designed to support Safe Routes to School programming and school-based encouragement and education efforts. The platform includes functionality to engage students, families, and school staff in a format appropriate for school communities.

School challenges can be configured at the school level and aggregated by neighborhood or project area. This supports both school-specific engagement and broader corridor-based or communitybased SRTS efforts.

These tools enable the City and delivery partners to activate and monitor participation and engagement in a consistent way. The solution is easy to adopt and avoids safeguarding concerns by being a parent and teacher first platform.

The solution is focused on student impact and captures school and class level attributes (student population etc.) and then captures, ranks and celebrates activation, engagement, consistency, improvements and final leaderboard positions.

School tools are designed to support positive and inclusive participation. They emphasize encouragement and accessibility, making them suitable for new riders and families who may be trying active travel for the first time.

Reporting is supported through real-time dashboards and exportable summaries that track participation and outcomes at the student, class, school, and project-area level, enabling clear, audit-ready documentation for SRTS evaluation and ATP reporting. 311
64 Mobile App: Enabling Engagement, Insight, and Impact The Love to Ride mobile app is a core program tool that supports participant engagement, behavior change, and high-quality data collection. It is designed to work seamlessly in people’s everyday lives, making participation easy while delivering meaningful insight for program delivery and evaluation.

For participants, the app removes friction by making it simple to log bike trips - including short, everyday journeys that are often missed by traditional data sources. This low-effort approach is particularly effective for engaging new and infrequent riders who do not use biking computers/gadgets or wish to get their phone out of their pocket at the start and end of every trip.

Through the Rate My Routes feature, participants can easily share how safe and comfortable they feel on the routes they use. This provides direct, place-based feedback grounded in real journeys, strengthening engagement while generating decision-ready insight relevant to local context.

For program partners, the app delivers consistent, reliable data on participation, trips, and rider experience, reducing reliance on one-off surveys and strengthening baseline and follow-up evaluation. It also supports ongoing engagement through targeted prompts and encouragement aligned with campaign goals.

Together, the Love to Ride app and Rate My Routes functionality make participation easy, deliver unique lived-experience insight, and robust data and support impactful, evidence-backed outcomes. 312
65 Data Collection, Insight, and Reporting Framework
Love to Ride provides a comprehensive, integrated data framework that supports ATP NI–aligned evaluation, reporting, and decision-making. The platform is designed to capture multiple complementary data inputs and translate them into clear, accessible outputs for both public transparency and professional use.

Data Inputs
The platform captures a wide range of participant, activity, and network-related inputs, including:
• Participant demographics (collected on a voluntary basis, where appropriate) • Baseline, pre-, and post-challenge surveys, capturing confidence, perceived barriers, attitudes, and self-reported safety
• Activity and engagement data, such as trips logged, challenge participation, courses completed, and social engagement (e.g. encouragements and high fives) • Geospatial trip data, capturing where and how people ride, including short everyday journeys
• Route comfort and safety feedback via the Rate My Routes feature, reflecting perceived comfort and stress levels
• Reports of infrastructure issues and incidents, including user-identified problem areas • Custom surveys, deployable as needed for specific project areas, neighborhoods, events, or target groups
These inputs can be collected digitally and alongside in-person outreach, improving response rates and ensuring consistent documentation across project activities.

Data Outputs
All collected data flows into Love to Ride’s Insights and reporting environment, enabling both realtime monitoring and formal evaluation outputs, including:
• Live metrics and reporting within the Insights dashboard, supporting day-to-day program management
• Post-campaign reports, summarizing participation, engagement, and key outcomes • Final evaluation reports, suitable for grant close-out, audits, and stakeholder reporting • A public-facing Biking Feedback Map, visualizing aggregated rider comfort and safety perceptions
• Professional planning tools, including the Rider Comfort & Safety Map and Heatmap, providing anonymized, filterable insight for transport professionals Data can be exported in commonly used formats to support City reporting, Caltrans documentation, and audit-ready evaluation. This structured approach reduces manual data handling, improves transparency, and strengthens the defensibility of program outcomes. 313
66 Bike Education: Driver Education Course and Additional Learning Content
Love to Ride’s platform supports scalable education delivery through digital courses, informational content, and targeted communications. This will include a driver education course, as well as additional short educational modules designed to improve safety awareness and rider confidence.

Educational content can be delivered through structured course pages, tips and guidance articles, and digital prompts that reinforce key safety messages during campaign periods. This allows the City and delivery partners to provide consistent education messaging across different project areas and participant groups.

The platform also supports communication through emails, push notifications and in-platform announcements, enabling delivery of timely safety and encouragement content that aligns with program activities. Messaging can be designed to support different audiences, including new riders, students and families, and community members participating through outreach events.

Integrating education into the engagement platform allows Love to Ride to pair encouragement with practical learning, helping participants build confidence, improve safety knowledge, and turn initial participation into sustained riding.
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67 Community Features: Photos, Stories, and Shared
Engagement
Love to Ride includes community-oriented features that encourage participants to share their experiences through stories and photos. These tools support positive program visibility and help strengthen community norms around biking.

Participant stories and shared content help make biking feel relatable and achievable, particularly for new riders who may be uncertain about getting started. This social proof plays an important role in behavior change by showing biking as a normal activity across different ages, backgrounds, and confidence levels.

Community content can also be used to reinforce campaign messaging and highlight local participation, helping build momentum during challenge periods and creating additional opportunities for recognition and celebration.

This contributes to a stronger sense of community, which supports longer-term participation beyond the initial program period.
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68 Transportation Planning Dashboard and Reporting
Love to Ride provides a reporting and dashboard environment that enables partners to track participation, engagement, and evaluation results in real time and through post-program reporting.

The platform supports both day-to-day program monitoring and longer-term documentation for grant reporting and audits.

A key strength of the system is its structured approach to data management. Participation and survey results are stored in a consistent format that supports project-specific tracking while allowing program-wide coordination.

The reporting tools support standard ATP NI metrics including:
• participation counts
• engagement over time
• challenge completion and activity levels
• survey completion rates and results
• summaries suitable for progress reporting
Where appropriate, demographic and equity-relevant fields can also be collected on a voluntary basis to support equity analysis aligned with ATP guidance.

Data can be exported in commonly used formats to support City reporting requirements, Caltrans documentation, and audit-ready evaluation. This reduces manual data handling, improves transparency, and strengthens defensibility of program outcomes. 316
69 Survey, Feedback, and Route Perception Tools
Love to Ride’s platform includes built-in tools to support evaluation through surveys and participant feedback collection. These tools are commonly used to capture pre- and post-event insights, including participant confidence, perceived barriers to biking, and self-reported safety perceptions.

Surveys can be customized and deployed for specific project areas, neighborhoods, events, or school communities. They can be delivered digitally and alongside in-person outreach activities, improving response rates and enabling consistent documentation.

In addition to surveys, Love to Ride provides optional route perception tools that enable participants to share how safe or comfortable they feel on the routes they use. This lived-experience feedback is aggregated and visualized through both a public-facing ‘Biking Feedback Map’ and a professional ‘Rider Comfort & Safety Map’, helping contextualize participant experience while supporting robust program evaluation. The result is a clearer understanding of perceived conditions on the network, alongside traditional participation and behavior data.

These tools support ATP-aligned evaluation and documentation while providing actionable insight into how participants experience biking in the project area. 317
Task A Bicycle Friendly Driver Training (for Motorists) 14,420$ Task B Bicycling Online Engagement Platform 187,052$
Task C Community Led bike rides & bicycle education courses 187,605$ Task D Project Management 27,000$
Staff Hours Rates Goshen
Consultant - Biking Educator 40 78$ 3,120$
Consultant - Course Development 20 176$ 3,520$
Consultant - Marketing & Branding 20 134$ 2,680$
Social Media Advertising 600 1$ 600$
Printing Flyers & Posters 4500 1$ 4,500$
14,420$
Consultant - Community engagement - Senior Outreach Specialist 119 150$ 17,850$ Consultant - Community engagement - Outreach Coordinator 327 78$ 25,506$ Consultant - Biking Educator 60 78$ 4,680$
Consultants - Project Management and Coordination 234 134$ 31,356$ Consultant - Marketing and promotion 115 134$ 15,410$
Consultant - Evaluation 110 106$ 11,660$
Promotion of Challenges - printed materials and social media advertising 7300 1$ 7,300$ Online Platform Fee (data, maps and licensing) per year for 3 years 3 24,430$ 73,290$ 187,052$
Consultants - Biking Educators 730 78$ 56,940$
Consultants - Project Management and Coordination 471 134$ 63,114$ Consultants - Community Engagement 83 134$ 11,122$
Consultants - Evaluation 90 106$ 9,579$
Bicycling Street Smarts (CyclingSavvy Edition, 2021) by John S. Allen (author) & Keri Caffrey (illustrator) 800 3$ 2,000$
Safety Vests for Bike Leaders 80 10$ 800$
Bike Locks 250 41$ 10,250$
Adult Bike Helmets 400 30$ 12,000$
Children Bike Helmets 400 30$ 12,000$
Bike Lights 600 15$ 9,000$
Bicycle Repair Tool Chest 0 100$ -$
Bike Rodeo materials (cones, safety vests, delineators, chalk, stop signs etc.) 1 800$ 800$ Wrenches, Screws and related tools 0 1,500$ -$
Work Bench 0 300$ -$
Air compressor 0 30$ -$
187,605$
Love to Ride Support for CTC Compliance and City Support ($9k per project per year) 27,000$ 27,000$
Total 416,077$
Love To Ride
Goshen Visalia Cooridor Connection
Task A
Task B
Task C
Task D
318
Task A 14,420$
Task B 187,052$
Task C 196,655$
Task D 27,000$
Staff Hours Rates Highland
Consultant - Biking Educator 40 78$ 3,120$
Consultant - Course Development 20 176$ 3,520$
Consultant - Marketing & Branding 20 134$ 2,680$
Social Media Advertising 600 1$ 600$
Printing Flyers & Posters 4500 1$ 4,500$
14,420$
Consultant - Community engagement - Senior Outreach Specialist 119 150$ 17,850$ Consultant - Community engagement - Outreach Coordinator 327 78$ 25,506$ Consultant - Biking Educator 60 78$ 4,680$
Consultants - Project Management and Coordination 234 134$ 31,356$ Consultant - Marketing and promotion 115 134$ 15,410$
Consultant - Evaluation 110 106$ 11,660$
Promotion of Challenges - printed materials and social media advertising 7300 1$ 7,300$ Online Platform Fee (data, maps and licensing) per year for 3 years 3 24,430$ 73,290$ 187,052$
Consultants - Biking Educators 834 78$ 65,052$
Consultants - Project Management and Coordination 482 134$ 64,588$ Consultants - Community Engagement 79 134$ 10,586$
Consultants - Evaluation 90 106$ 9,579$
Bicycling Street Smarts (CyclingSavvy Edition, 2021) by John S. Allen (author) & Keri Caffrey (illustrator) 800 3$ 2,000$
Safety Vests for Bike Leaders 80 10$ 800$
Bike Locks 250 41$ 10,250$
Adult Bike Helmets 400 30$ 12,000$
Children Bike Helmets 400 30$ 12,000$
Bike Lights 600 15$ 9,000$
Bicycle Repair Tool Chest 0 100$ -$
Bike Rodeo materials (cones, safety vests, delineators, chalk, stop signs etc.) 1 800$ 800$ Wrenches, Screws and related tools 0 1,500$ -$
Work Bench 0 300$ -$
Air compressor 0 30$ -$
196,655$
Love to Ride Support for CTC Compliance and City Support ($9k per project per year) 27,000$ 27,000$
Total 425,127$
Task B
Task C
Task D
Highland Community
Love to Ride
Bicycle Friendly Driver Training (for Motorists)
Bicycling Online Engagement Platform
Community Led bike rides & bicycle education courses
Project Management
Task A
319
Task A 14,420$
Task B 189,452$
Task C 197,241$
Task D 27,000$
Staff Hours Rates Santa Fe
Consultant - Biking Educator 40 78$ 3,120$
Consultant - Course Development 20 176$ 3,520$
Consultant - Marketing & Branding 20 134$ 2,680$
Social Media Advertising 600 1$ 600$
Printing Flyers & Posters 4500 1$ 4,500$
14,420$
Consultant - Community engagement - Senior Outreach Specialist 119 150$ 17,850$ Consultant - Community engagement - Outreach Coordinator 327 78$ 25,506$ Consultant - Biking Educator 60 78$ 4,680$
Consultants - Project Management and Coordination 234 134$ 31,356$ Consultant - Marketing and promotion 115 134$ 15,410$
Consultant - Evaluation 110 106$ 11,660$
Promotion of Challenges - printed materials and social media advertising 9700 1$ 9,700$ Online Platform Fee (data, maps and licensing) per year for 3 years 3 24,430$ 73,290$ 189,452$
Consultants - Biking Educators 869 78$ 67,782$
Consultants - Project Management and Coordination 463 134$ 62,042$ Consultants - Community Engagement 82 134$ 10,988$
Consultants - Evaluation 90 106$ 9,579$
Bicycling Street Smarts (CyclingSavvy Edition, 2021) by John S. Allen (author) & Keri Caffrey (illustrator) 800 3$ 2,000$
Safety Vests for Bike Leaders 80 10$ 800$
Bike Locks 250 41$ 10,250$
Adult Bike Helmets 400 30$ 12,000$
Children Bike Helmets 400 30$ 12,000$
Bike Lights 600 15$ 9,000$
Bicycle Repair Tool Chest 0 100$ -$
Bike Rodeo materials (cones, safety vests, delineators, chalk, stop signs etc.) 1 800$ 800$ Wrenches, Screws and related tools 0 1,500$ -$
Work Bench 0 300$ -$
Air compressor 0 30$ -$
197,241$
Love to Ride Support for CTC Compliance and City Support ($9k per project per year) 27,000$ 27,000$
Total 428,113$
Love to Ride
Bicycle Friendly Driver Training (for Motorists)
Bicycling Online Engagement Platform
Community Led bike rides & bicycle education courses
Project Management
Task A
Task B
Task C
Task D
Santa Fe Street Bike Lanes
320
321

DRAFT PROFESSIONAL SERVICES AGREEMENT
for
Active Transportation Plan Non-Infrastructure Program
This Agreement, entered into this ________ day of ________________, 20____, by and between the City of Visalia, 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 described as “Scope of Work” in RF No. 25-26-37, which is attached as Exhibit “A”, and hereinafter referred to as the “PROJECT”; and WHEREAS, the CONSULTANT represents it is licensed, qualified and willing to provide such services pursuant to terms and conditions of this Agreement.

NOW, THEREFORE, CITY and CONSULTANT agree as follows:

I. SERVICES TO BE PERFORMED BY THE CONSULTANT
A. Authorized Scope of Work: The CONSULTANT agrees to perform all work necessary to complete in a manner satisfactory to the CITY those tasks described in Exhibit “A” - Scope of Work, which shall be the Scope of Work for the project as described in RFP No. 25-26- 37, unless the parties agree in writing to modify the Scope of Work as stated in the RFP, for the cost identified in Exhibit “B” - Project Fee.

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

II. TIME OF PERFORMANCE
The CONSULTANT shall commence performance of this Agreement within ten (10) days of the effective date on the Consultant’s written Notice to Proceed and shall complete the work within the timeframes outlined in Exhibit “B”, 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.
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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 a writing signed by both parties.

III. COMPENSATION
A. Total Compensation: For services performed pursuant to this Agreement, the CITY agrees to pay and the CONSULTANT agrees to accept, a lump sum amount of _______________________________________ dollars ($ ) as shown in Exhibit “B”.

This amount shall constitute complete compensation, including document production and out-of-pocket expenses for all services for the work and PROJECT identified in Exhibits “A” and “B”. CONSULTANT agrees these amounts, as authorized, will constitute complete compensation, including document production and out-of-pocket expenses, for services authorized by CITY for the PROJECT per the Scope of Work, Project Fees, and Schedule identified in Exhibit “A”, “B”, and “C”, respectively. No other compensation is authorized by this Agreement without separate written amendment.

B. Payment of Compensation: The CONSULTANT shall be compensated no more than monthly, based on percentage of work of each noted phase completed to date. 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 City Engineer, 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 Visalia 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 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 323

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 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 pretermination 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 DEPARTMENT OF INDUSTRIAL RELATIONS REQUIREMENTS, PUBLIC WORKS

CONTRACTOR REGISTRATION PROGRAM AND PROJECT LABOR AGREEMENTS Notice is hereby given that this is a Public Works Project. All contractors and subcontractors bidding and performing work on Public Works Projects (including Consultants and Sub-Consultants who employ or subcontract workers to perform any trade that has a prevailing wage designation such as surveyor) must:

A. Register on an annual basis with the California Department of Industrial Relations (DIR) B. Furnish electronic payroll records for new projects to the Labor Commissioner.

All contractors and consultants are to be registered at time of bid/proposal submittal and remain registered with the California Department of Industrial Relations (DIR) throughout the duration of this Agreement.

If a project labor agreement (the term “project labor agreement” is defined in Public Contract Code 2500(b)(1) as a pre-hire collective bargaining agreement that establishes terms and conditions of employment for a specific construction project or projects and is an agreement described in Section 158(f) of Title 29 of the United States Code) is used, then it must comply with the taxpayer protection provisions set forth in Public Contract Code section 2500(a). City of Visalia has no ordinances requiring or prohibiting such agreements.

VIII CITY OF VISALIA LABOR COMPLIANCE MANUAL
Consultant shall comply with the City of Visalia Labor Compliance Manual which is attached to this Agreement as Exhibit “D” and available at visaliapurchasing.org.

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

X. 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. 325
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.

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.

XII. 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.

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

Documents, including drawings and specifications, prepared by CONSULTANT pursuant to this Agreement, are not intended or represented to be suitable for reuse by CITY or others on extensions of the PROJECT or on any other project. Any use of the completed documents for other projects and any use of incomplete documents without the specific written authorization from CONSULTANT will be at CITY’s sole risk and without liability to CONSULTANT. Further, any and all liability arising out of changes made to CONSULTANT’s deliverables under this Agreement by CITY or persons other than CONSULTANT is waived as against CONSULTANT, and the CITY assumes full responsibility for such changes unless the CITY has given CONSULTANT prior notice and has received from CONSULTANT written consent for such changes.

B. Publication: No report, information, or other data given or prepared or assembled by the CONSULTANT pursuant to this Agreement, shall be made available to any individual or organization by the CONSULTANT without the prior written approval of the CITY.

Notwithstanding the foregoing, however, the CONSULTANT shall not be required to protect or hold in confidence and confidential information which (1) is or becomes available to the public with the prior written consent of the CITY; (2) must be disclosed to comply with law; or (3) must be disclosed in connection with any legal proceedings.

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

Should CONSULTANT place a copyright notice on documents it must state, “City of Visalia holds a 326
nonexclusive and irrevocable license to reproduce, publish, or otherwise use, and to authorize others to use the material for government or public purposes.” XIV. INDEMNIFICATION AND INSURANCE
As respects acts, errors, or omissions in the performance of services, CONSULTANT agrees to indemnify and hold harmless CITY, its elected and appointed officers, and employees from and against any and all claims, demands, losses, reasonable defense costs, or liability, whether actual, alleged, or threatened, that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the CONSULTANT in the performance of his/her services under the terms of this Agreement, except to the extent those arise out of the negligence of CITY.

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

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

C. Notwithstanding any other provision of this Agreement, and to the fullest extent permitted by law, neither the CITY nor the CONSULTANT, their respective officers, directors, partners, employees, contractors or subconsultants shall be liable to the other or shall make any claim for any remote or speculative breach of contract damages that the breaching party could not have reasonably foreseen when entering into this Agreement.

To the extent this Agreement is considered a “Construction Contract” as defined by California Civil Code section 2783, CONSULTANT’s duty to indemnify CITY under this or any other provision of the Agreement shall not apply when to do so would be prohibited by California Civil Code section 2782.

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

1. Workers’ compensation insurance as required by California statues.

2. Commercial general liability insurance with a combined single limit of not less than One Million Dollars ($1,000,000) per occurrence. Such insurance shall include coverage for Premises and Operations, Contractual Liability, Personal Injury Liability, Products and Completed Operations Liability, Broad Form Property Damage (if applicable), Independent Contractor’s Liability (if applicable).

3. Professional liability insurance coverage, in an amount not less than One Million Dollars ($1,000,000).
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4. Comprehensive Automobile Liability coverage with a combined single limit of not less than One Million Dollars ($1,000,000) per occurrence. Such insurance shall include coverage for owned, hired, and non-owned automobiles and shall be provided by a business automobile policy.

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

F. CONSULTANT agrees to provide thirty (30) days written notice of any policy cancellation, limitation in scope or coverage, or non-renewal. Such notice shall be provided to the, City of Visalia, 707 W. Acequia, Visalia, CA 93291.

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 Visalia shall apply in excess of and not contribute with insurance provided by this policy.” “The City of Visalia, its officers, agents, employees, representatives and volunteers are added as additional insureds as respects operations and activities of, or on behalf of the named insured, performed under contract with the City of Visalia.” G. 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 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.

H. 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.
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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 subcontractor’s performance of the work covered under this Agreement.

XV. NON-DISCRIMINATION
CONSULTANT and all subcontractors shall not discriminate against any employee or applicant for employment on the basis of race, color, national origin, or 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 contractor to carry out these requirements is a material breach of this Agreement, which may result in the termination of this Agreement.

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

B. 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 therefrom.

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

D. 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.

E. 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.

F. 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:
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G. 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.

H. 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.

I. 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.

J. 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.

K. 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.

L. 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.

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

N. Executive Order N-6-22 – Russia Sanctions On March 4, 2022, Governor Gavin Newsom issued Executive Order N-6-22 (the EO) regarding Economic Sanctions against Russia and Russian entities and individuals. “Economic Sanctions” refers to sanctions imposed by the U.S. government in response to Russia’s actions in Ukraine, as well as any sanctions imposed under state law. The EO directs state agencies to terminate contracts with, and to refrain from entering any new contracts with, individuals or entities that are determined to be a target of Economic Sanctions. Accordingly, should the State determine Contractor

CITY OF VISALIA
707 W. Acequia Ave.

Visalia, CA 93291
Attention: City Clerk

CONSULTANT
_________________________________
_________________________________
Attention: ________________________
Phone:___________________________
________________________________
Email:
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is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this agreement. The State shall provide Contractor advance written notice of such termination, allowing Contractor at least 30 calendar days to provide a written response. Termination shall be at the sole discretion of the State.

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

CITY OF VISALIA CONSULTANT
___________________________ ___________________________ City Manager
Approved as to Form
__________________________________
City Attorney
_________________________________
Risk Manager
_________________________________
Project Manager
Attachments:

Exhibit “A”: Scope of Work as presented in RFP No. 25-26-37 Exhibit “B”: Project Schedule and Fee as submitted by Consultant Exhibit “C”: Consultant Schedule of Fee’s
Exhibit “D”: Visalia Labor Compliance Manual (as applicable) 331
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0836 Agenda Date: 6/15/2026 Agenda #: 7.

Agenda Item Wording:

Notice of completion - Request authorization to file a notice of completion for the Tulare Avenue major road rehabilitation project from Demaree to Cotta.

Agenda Date: 06/15/2026
Prepared by:

Jonathan Frausto, Associate Engineer, [email protected], 713-4369 Dolores Verduzco, Financial Analyst, [email protected], 713-4540 Chris Crawford, City Engineer, [email protected], 713-4331 Jason Huckleberry, Engineering and Building Department Director, [email protected] , 713-4495
Department Recommendation: Staff recommends that the City Council authorize the filing of a notice of completion for the Tulare Avenue major road rehabilitation project from Demaree to Cotta.

Summary:

This project included rehabilitating Tulare Avenue from Demaree to Cotta. This rehabilitation effort included grinding and asphalt overlaying streets, areas of street rehabilitation, traffic signal modifications, curb return upgrades, curb and gutter repairs, and multimodal enhancements.

Background Discussion:

Tulare Avenue was selected for resurfacing as part of the City of Visalia’s pavement management plan. The Tulare Avenue major road rehabilitation project was originally intended to be advertised for bid in October of 2022 after receiving authorization from Caltrans. Following the initial authorization, the project experienced a significant delay due to staff turnover. Furthermore, this delay was exacerbated by the Public Rights-of-Way Accessibility Guidelines (PROWAG) formerly adopting standards on September 7th, 2023, which required a redesign of each intersection identified for rehabilitation. This comprehensive redesign extended the timeline for final design, plan approvals, and bid advertisement.

Upon completion of the redesign and full compliance with the newly adopted standards the project was formerly advertised on February 27th, 2025, with a bid opening on April 8th, 2025. Shortly after the bid opening the lowest bidder was awarded the construction contract on April 21st, 2025.

The project was formerly issued a notice to proceed on June 16th, 2025, with an official start date of June 23rd, 2025, and end date of December 11th, 2025.

Due to project pauses, weather delays, and outreach coordination during the official project timeline, all construction ended in March of 2026.

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File #: 25-0836 Agenda Date: 6/15/2026 Agenda #: 7.

Change Orders:

The final cost of the construction contract including change orders is $5,775,105.09. A total of 9 change orders were processed totaling $572,709.09. Below is the summary of the contract changes:

Category Cost Percentage
Errors & Omissions (E&O) $ 45,164.25 0.87%
Utility Conflict (UT) $ - 0.00%
Balance of Quantities (BQ) $ 27,648.65 0.53%
Unforeseen (UN) $ 167,178.36 3.21%
Change of Scope (CofS) $ 332,717.83 6.40%
Total: $ 572,709.09 11.01%
Change Order Breakdown To-Date
Errors & Omissions (E&O)
During the design phase of the Tulare Avenue project the traffic signal loops on Tulare Avenue at Demaree Street and Mooney Boulevard were not scheduled for reinstallation. These needed to be reinstalled, so the intersections remained functional.

Balance of Quantities (BQ)
Miscellaneous manholes, concrete, hot mix asphalt (HMA), and Class 2 aggregate base were adjusted from the bid schedule quantities.

Unforeseen (UN)
During the pavement rehabilitation portion of the project, the old county road and loose gravel base were encountered during the milling operation. This resulted in uneven roadway surfaces that were not suitable for pavement overlays. Due to this condition, staff worked with the City’s material testing firm, contractor, and internal staff to resolve this issue. A three-step process was initiated that consisted of an asphalt leveling course to smooth out the uneven roadway, a pavement stability mat, then the final asphalt lift on top to bring the roadway back to original grade.

Change of Scope (CofS)
During the design phase of the Tulare Avenue project multiple areas of curb and gutter were not included in the original bid schedule. Additional curb returns, curb and gutter, drive approaches were fixed with the project. These additional items were added to prevent pavement failure near failed curb and gutter.

Fiscal Impact:

The Tulare Avenue Major Road Rehabilitation is funded by the Surface Transportation Block Grant Program (STBGP), the Highway Infrastructure Program (HIP) through the Federal Highway Administration (FHWA), the SB1 Road Maintenance Account and the Wastewater Fund (431). See below the project funding breakdown.

Tulare Ave Road Rehab - Demaree to Cotta (CP0602)
Project Funding Source
STBGP & HIP (281-Federal Funds) $ 2,989,000
SB1 RMRA (113) $ 3,865,000
Wastewater (431) $ 40675
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File #: 25-0836 Agenda Date: 6/15/2026 Agenda #: 7.

Tulare Ave Road Rehab - Demaree to Cotta (CP0602)
Project Funding Source
STBGP & HIP (281-Federal Funds) $ 2,989,000
SB1 RMRA (113) $ 3,865,000
Wastewater (431) $ 40,675
Total Project Funding $ 6,894,675
Estimated Project Costs
Construction $ 5,202,396
Construction Change Orders $ 572,709.09
Construction Inspection, Admin, Misc. $ 230,000
Construction Management (P04214) $ 311,820.25
Construction Material Testing (P04321) $ 75,445
Total Estimated Project Costs $ 6,392,370.34
Remaining Balance $ 502,304.66
The CMAQ funding of $2,989,000 was fully expended. The remaining balance shown in the above table is from the SB1 Road Maintenance funds and will be returned to the SB1 Road Maintenance fund.

Prior Council Action:

June 5, 2023
Adopted Resolution No. 2023-20 to designate SB1 RMRA 2023-24 funding to 1) Tulare Ave Road Rehab from Demaree to Cotta; 2) Plaza Drive Intersection Improvements; and 3) Center and Acequia Street Rehabilitation.

July 18, 2022
Accepted and approved the appropriation of Surface Transportation Block Grant Program (STBGP) funds and Highway Infrastructure Program (HIP) funds totaling $2,989,000 to the Major Street Rehabilitation - Tulare Ave from Demaree St to Cotta St Project.

June 7, 2021
Council received 2nd staff presentation on parking protected bike lane concept along Tulare Ave with multi modal Intersection enhancements. Pubic feedback was received and presented to Council.

April 5, 2021
Council received staff presentation on parking protected bike lane concept along Tulare Ave with multi modal Intersection enhancements.

Recommended Motion (and Alternative Motions if expected):

I move to authorize the filing of a notice of completion for the Tulare Avenue major road rehabilitation project from Demaree to Cotta.

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File #: 25-0836 Agenda Date: 6/15/2026 Agenda #: 7.

Environmental Assessment Status: Environmental assessment complete and has been cleared by Caltrans.

Attachments:

1. Location Map

2. Draft Notice of Completion
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
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Organizational
Excellence
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Fiscal
Strength
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Infrastructure &
Growth
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Quality of
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S Demaree St
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Campus Ave
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W Iris Ave
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S Verde Vista St
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College Ct
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Meadow
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S Wellsley Ct
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TULARE AVE FROM EAST OF COURT TO WEST OF COTTA ±
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Recording requested by and
Please mail instrument to:

City of Visalia
315 E. Acequia Ave.

Visalia, CA 93291
Attn: City Engineer
This instrument benefits City only. No fee required
per Government Code Section 6103
Project
Notice of Completion
NOTICE IS HEREBY GIVEN by the City of Visalia, a Municipal Corporation of the State of California, located at 315 E. Acequia Avenue, Visalia, California, 93291, Owner in fee of the property, that the work of improvement on the property described as:

TULARE AVENUE MAJOR ROAD REHABILITATION

FROM DEMAREE TO COTTA
PROJECT NO. 3010-72000/CP0602-999
under the contract agreement entered into with Yarbs Grading and Paving dated May 28th 2025, as a whole was completed on June 15th 2026, and the City of Visalia hereby accepts said work.

Christopher Crawford, City Engineer and agent of the City of Visalia, deposes and says that he has read said Notice of Completion and knows the contents thereof, and that the same is true of his own knowledge; that he makes this affidavit for and on behalf of the City of Visalia. __________________________________
Date

CITY OF VISALIA
BY __________________________________________
Christopher Crawford
City Engineer
State of California
County of Tulare

Subscribed and sworn to (or affirmed) before me on this __________________ day of ______________________________, 20_______, by Christopher Crawford, proved to me on the basis of satisfactory evidence to be the person who appeared before me. ___________________________________
Date
__________________________________________
Notary Signature
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. 339
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0842 Agenda Date: 6/15/2026 Agenda #: 8.

Agenda Item Wording:

Adopt resolution and designate 2026/2027 SB1 Road Maintenance Funding: Adopt Resolution No. 2026-43 to designate Fiscal Year 2026/27 Road Maintenance and Rehabilitation Account funding of $4,100,000 from the State of California Road Repair and Accountability Act of 2017 to the road projects as outlined within this report. (Resolution required) Agenda Date: 06/15/2026
Prepared by:

Dolores Verduzco, Financial Analyst, [email protected], (559) 713-4540 Jonathan Frausto, Associate Engineer, [email protected], (559) 713-4369 Chris Crawford, City Engineer, [email protected], (559) 713-4331 Jason Huckleberry, Engineering & Building Director, [email protected], (559) 713-4495 Department Recommendation:

Staff recommends Council adopt Resolution No. 2026-43 to designate Fiscal Year 2025/26 Road Maintenance and Rehabilitation Account (RMRA) funding of $4,100,000 from the State of California Road Repair and Accountability Act of 2017 (Senate Bill 1) to the road projects as outlined within this report and appropriate SB1 RMRA funds as specified in the report.

Summary:

The Local Streets and Roads Funding Program requires a resolution identifying the project(s) that will be funded with the upcoming fiscal year estimated allotment of SB1 RMRA funds. In order to receive funding for the 2026/27 fiscal year, Council must adopt by resolution a list of projects intended to utilize the fiscal year 2026/27 SB1 RMRA funding and submit to the California Transportation (CTC) by July 1, 2026. Staff recommends the estimated fiscal year 2026/27 SB1 RMRA allotment of $4,100,000 be utilized towards the projects listed below.

1. Riggin Ave Road Rehabilitation from Demaree to Mooney

2. Center & Acequia Street Rehabilitation
Background Discussion:

In April 2017, the Governor signed Senate Bill (SB) 1, known as the Road Repair and Accountability Act of 2017 to address basic road maintenance, rehabilitation, and critical safety needs in the state.

This bill established a new funding source for road repairs through revenue collected from per-gallon excise taxes on gasoline and diesel fuel, sales taxes on gasoline and diesel fuel, and vehicle registration fees. The Act provides inflationary adjustments to tax rates in future years.

SB1 emphasizes the importance of accountability and transparency in the delivery of California’s transportation programs. Therefore, cities and counties receiving the funding will be required to provide annual project information to the California Transportation Commission (CTC). This includes action by City Council at a regular public meeting to adopt a list of projects proposed to be funded with RMRA funds for each fiscal year. The project list must be submitted to the CTC by July 1st to Visalia City Council Page 1 of 6 Printed on 6/12/2026
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File #: 25-0842 Agenda Date: 6/15/2026 Agenda #: 8.
with RMRA funds for each fiscal year. The project list must be submitted to the CTC by July 1st to receive and not delay the apportionment of RMRA funds for the upcoming fiscal year. The report for the anticipated use of funding shall include a description of the project including location, estimated project schedule and the estimated useful life of the project.

In addition, for each fiscal year in which the City spends RMRA funds, the City must submit a report to the CTC that details the RMRA funds expended to include a description and location of each completed project and/or in-progress project, the amount of funds expended on the project and the completion date. The CTC posts reported project information on the Commission’s website and through other reporting mechanisms that are accessible by the public. Staff recommends Council designate the fiscal year 2026/27 SB1 RMRA funding to the road rehabilitation projects listed below.

Project 1) Riggin Ave Road Rehabilitation from Demaree St to Mooney Blvd Project Description/Scope:

The purpose of this project is to rehabilitate the pavement surface on Riggin Avenue from Demaree Street to Mooney Boulevard. The methods of pavement rehabilitation may consist of overlays, grind and overlays, dig outs, and street reconstruction. In addition to rehabilitation work, the project will include limited repairs to curbs, gutters, sidewalks, drain inlets, and ramps. Impacted ramps will be upgraded to Public Rights-of-Way Access Guidelines (PROWAG) and existing manholes and valve boxes will be adjusted to grade. The project will also include traffic signal modifications at intersections throughout the corridor.

Project Budget:

Riggin Avenue from Demaree to Mooney Boulevard currently has a total design and construction estimate of $3,332,300. The current project budget is $1,600,000 from SB1 RMRA funds previously transferred from the Whitendale Road Rehabilitation from Mooney Blvd to Court St project.

Engineering staff, in coordination with the Public Works Department, evaluated currently funded road rehabilitation projects using the pavement management plan and other established criteria including traffic volumes, and maintenance history. The Riggin Ave Road Rehab project demonstrated a greater immediate need and overall benefit to the roadway network than the Whitendale Road Rehabilitation Project.

While this report does not specifically address the detailed design and construction cost breakdowns, understanding the overall project cost provides context for the current fiscal year RMRA allocations.

The table below summarizes the budget to date.

Table 1: Project Budget
Project Funding Source
Road Maintenance and Rehabilitation Account (RMRA)
previously transferred from CP0760 Whitendale Road Rehab $1,600,000
Total Project Funding $1,600,000
Less: Total Project Cost Estimate $3,332,300
Total Project Shortfall ($1,732,300)
While the project is fully funded for design, to meet current construction estimates, a budget shortfall Visalia City Council Page 2 of 6 Printed on 6/12/2026
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File #: 25-0842 Agenda Date: 6/15/2026 Agenda #: 8.

While the project is fully funded for design, to meet current construction estimates, a budget shortfall of $1,732,300 is expected. Staff is recommending funds be allocated to this project from FY 2026/27 SB1 RMRA allotment to fund anticipated construction costs.

Project Location:

Riggin Avenue from Demaree Street and Mooney Boulevard
Estimated Project Schedule:

Riggin Demaree to Mooney has initiated the design phase (pre-construction). An estimated timeline has been provided in Table 2 below.

Table 2: Project Schedule
Pre-Construction (Design, ROW,
Environmental, Permitting)
Start: 01/2026
Complete: 05/2027
Construction
Start 07/2027
Complete 11/2027
Estimated Useful Life: 15 to 20 Years
Project 2) Center & Acequia Street Rehabilitation
Project Description/Scope:

The purpose of this project is to rehabilitate the pavement surface on Center and Acequia Avenue from Willis to Santa Fe. Additional side streets are included such as Floral, Encina, Church, and Bridge Street. The methods of pavement rehabilitation may consist of overlays, grind and overlays, dig outs, and street reconstruction. In addition to rehabilitation work, the project will include limited repairs to curbs, gutters, sidewalks, drain inlets, and ramps. Impacted ramps will be upgraded to Public Rights-of-Way Access Guidelines (PROWAG) and existing manholes and valve boxes will be adjusted to grade. The project will also include traffic signal modifications at intersections throughout the corridors.

Project Budget:

Center and Acequia currently has a total design and construction estimate of approximately $7,854,300. While this report does not specifically address the detailed design and construction cost breakdowns, understanding the overall project cost provides context for the previous and current fiscal year RMRA allocations. Information regarding a total budget breakdown can be found in the staff report for the design award (25-0475), approved by City Council on December 2, 2025. The table below summarizes the allotments and budget to date.

Table 3: Project Budget
Project Funding Source
FY 21/22 Road Maintenance and Rehabilitation Account (RMRA) $2,470,000 FY 22/23 Road Maintenance and Rehabilitation Account (RMRA) $ 613,000 FY 23/24 Road Maintenance and Rehabilitation Account (RMRA) $1,100,000 Total Project Funding $4,183,000
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File #: 25-0842 Agenda Date: 6/15/2026 Agenda #: 8. Table 3: Project Budget Project Funding Source
FY 21/22 Road Maintenance and Rehabilitation Account (RMRA) $2,470,000 FY 22/23 Road Maintenance and Rehabilitation Account (RMRA) $ 613,000 FY 23/24 Road Maintenance and Rehabilitation Account (RMRA) $1,100,000 Total Project Funding $4,183,000
Less: Total Project Cost Estimate $7,854,300
Total Project Shortfall ($3,671,300
While the project is fully funded for design, to meet current construction estimates, a budget shortfall of $3,671,300 is expected. Staff is recommending additional funds be allocated to this project from FY 2026/27 SB1 RMRA allotment to fund anticipated construction costs increases and a change in the rehabilitation methodology.

Project Location:

The project scope as approved in FY 2021/22 was originally intended to include only Acequia and Center Street from Willis to Santa Fe. Following staff’s review of pavement conditions in the project vicinity, additional side streets were identified to be included as noted in the FY 2023/24 staff report and detailed in the table below.

Table 4: Project Limits
Street Segment From To
Center Avenue (FY21/22) Willis Street Santa Fe Street
Acequia Avenue (FY21/22)Willis Street Santa Fe Street
Floral Street (FY23/24) Acequia Avenue Center Avenue
Encina Street (FY23/24) Main Street Center Avenue
Church Street (FY23/24) Acequia Avenue Center Avenue
Bridge Street (FY23/24) Mineral King Avenue Center Avenue There has been no significant change to the project locations as proposed in the previous reports, however staff is analyzing an additional portion of roadway on Bridge Street from Center Avenue to Oak Avenue.

Estimated Project Schedule:

Center & Acequia has initiated the design phase (pre-construction). An estimate timeline has been provided in Table 5 below.

Table 5: Project Schedule
Pre-Construction (Design, ROW,
Environmental, Permitting)
Start: In Progress
Complete: 03/2027
Construction
Start 05/2027
Complete 10/2027
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File #: 25-0842 Agenda Date: 6/15/2026 Agenda #: 8.

Environmental, Permitting)
Start: In Progress
Complete: 03/2027
Construction
Start 05/2027
Complete 10/2027
Estimated Useful Life: 15 to 20 Years
Fiscal Impact including annual maintenance and operating costs:

SB1 RMRA funding in fiscal year 2026/27 of approximately $4,100,000 is projected to be distributed to the City of Visalia based on the State Department of Finance projections of RMRA revenues as of May 2026 when projections were last published.

The appropriation of funds from the SB1 RMRA Fund to the Riggin Avenue and Center & Acequia rehabilitation projects will occur as part of the approval of the 2-Year Capital Improvement Program. If additional funds are needed for these roadway projects, staff will return to Council at the time of award of the construction contract to request additional funding.

Table 6 summarizes the estimated FY 2026/27 beginning balance of SB1 RMRA funds (Fund 113), the anticipated FY 2026/27 SB1 RMRA allotment, and the remaining balance following the allocations to the projects identified in this report. The estimated FY 2026/27 beginning balance of $2,246,700 consists of project savings from prior completed projects and interest earnings.

Table 6: SB1 RMRA Fund 113 Balance Summary
Fund Summary
SB1 Fund 113 FY 2026/27 Estimated Beginning Balance $2,246,700 Estimated FY 2026/27 SB1 RMRA Allotment$4,100,000
Total Fund Balance $6,346,700
Fund Allocation FY 2026/27
Riggin Avenue Road Rehabilitation from Demaree to Mooney ($1,732,300) Center & Acequia Street Rehabilitation ($3,671,300)
Remaining Fund Balance after Allocation$943,000
Any funds remaining in the SB1 RMRA Fund will be available for future road rehabilitation projects.

Prior Council Action:

June 16, 2025 Adopted Resolution No. 2025-41 to designate 2025/26 SB1 RMRA funds to the Tulare Ave Road Rehabilitation Projects from Roeben to Cotta.

June 17, 2024 Adopted Resolution No. 2024-30 to designate 2024/25 SB1 RMRA funds to the Whitendale Ave Road Rehabilitation from Mooney Blvd to Court St project.

June 5, 2023 Adopted Resolution No. 2023-20 to designate 2023/24 SB1 RMRA funds to 1) Tulare Ave. Road Rehab from Demaree to Cotta, 2) Plaza Drive Intersection Improvements, and 3) Center & Acequia Street Rehabilitation.

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June 20, 2022 Adopted Resolution No. 2022-41 to designate 2022/23 SB1 RMRA funds to 1) Downtown Pavement Rehabilitation, 2) Caldwell Ave. Improvements from Akers to Shady, and 3) Center & Acequia Street Rehabilitation.

June 21, 2021 Adopted Resolution 2021-34 to designate 2021/22 SB1 RMRA funds to the FY 2021- 22 SB1 Street Rehabilitation - Center & Acequia Project.

April 20, 2020 Adopted Resolution 2020-19 to designate 2020/21 SB1 RMRA funds to the Street Rehabilitation - Akers & Shady project and to the Downtown Pavement Rehabilitation Project.

April 15, 2019 Adopted Resolution 2019-21 to designate 2019/20 SB1 RMRA funds to the Caldwell Avenue Improvements from Akers to Shady Project.

April 16, 2018 Adopted Resolution 2018-25 to designate 2018/19 SB1 RMRA funds to various street segments.

November 20, 2017 Affirmed by Resolution 2017-78 the appropriation of 2017/18 SB1 RMRA funding to a Cape Seal Project.

Alternatives: Designate funds to a different road rehabilitation project(s).

Recommended Motion (and Alternative Motions if expected):

I move to adopt Resolution No. 2026-43 to designate Fiscal Year 2026/27 SB1 RMRA funding of $4,100,000 to the road projects as outlined within this report.

Environmental Assessment Status: N/A.

CEQA Review: Environmental review will be completed prior to construction as required.

Deadline for Action: 07/01/2026
Attachments:

1. Resolution 2026-43

2. Project Location Map
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☐
Fiscal
Strength
☒
Infrastructure &
Growth
☒
Quality of
Life
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RESOLUTION NO. 2026-43

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VISALIA ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2026-27 FUNDED BY
SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City, will receive an estimated $4,100,000 in RMRA funding in Fiscal Year 2026-27 from SB 1; and
WHEREAS, this is the tenth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate streets/roads, add active transportation infrastructure within the City this year and hundreds of similar projects into the future; and
WHEREAS, the 2023 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in an at-risk condition and this 346
revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into good condition; and WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will reduce drive times and traffic congestion, which will lead to reduced vehicle emissions and increase responsiveness to the needs to the users of the road system.

NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of Visalia, State of California, as follows:

1. The foregoing recitals are true and correct.

2. The following newly proposed project will be funded in-part or solely with Fiscal Year 2026-27 Road Maintenance and Rehabilitation Account revenues:

Project Title: Riggin Ave Road Rehabilitation from Demaree St to Mooney Blvd Project Description: Design and construction to rehabilitate the pavement surface on Riggin Avenue from Demaree Street to Mooney Boulevard. The methods of pavement rehabilitation may consist of overlays, grind and overlays, dig outs, and street reconstruction. In addition to rehabilitation work, the project will include limited repairs to curbs, gutters, sidewalks, drain inlets, and ramps.

Impacted ramps will be upgraded to Public Rights-of-Way Access Guidelines (PROWAG) and existing manholes and valve boxes will be adjusted to grade. The project will also include traffic signal modifications at intersections throughout the corridor.

Project Location: Riggin Ave from Demaree St to Mooney Blvd Estimated Project Schedule:

Pre-Construction: Start January 2026 (In Progress) – Completion May 2027
Construction: Start July 2027 – Completion November 2027 Estimated Project Useful Life: 15 to 20 Years

3. The following previously proposed and adopted projects may also utilize Fiscal Year 2026-27 Road Maintenance and Rehabilitation Account revenues in their delivery. With the relisting of these projects in the adopted fiscal year resolution, the City is reaffirming to the public and the State our intent to fund these projects with Road Maintenance and Rehabilitation Account revenues:
347
Project Title: Center & Acequia Street Rehabilitation
Project Description: Design and construction to rehabilitate the pavement surface on Center and Acequia Avenue from Willis to Santa Fe. Additional side streets are included such as Floral, Encina, Church, and Bridge Street. The methods of pavement rehabilitation may consist of overlays, grind and overlays, dig outs, and street reconstruction. In addition to rehabilitation work, the project will include limited repairs to curbs, gutters, sidewalks, drain inlets, and ramps.

Impacted ramps will be upgraded to Public Rights-of-Way Access Guidelines (PROWAG) and existing manholes and valve boxes will be adjusted to grade. The project will also include traffic signal modifications at intersections throughout the corridors.

Project Location:
 Center Avenue from Willis Street to Santa Fe Street
 Acequia Avenue from Willis Street to Santa Fe Street
 Floral Street from Acequia Avenue to Center Avenue
 Encina Street from Main Street to Center Avenue
 Church Street from Acequia Avenue to Center Avenue
 Bridge Street from Mineral King Avenue to Center Avenue Estimated Project Schedule:

Pre-Construction: Start October 2021 (In progress) – Completion March 2027
Construction: Start May 2027 – Completion October 2027
Estimated Project Useful Life: 15 to 20 Years
PASSED AND ADOPTED: June 15, 2026 LESLIE B. CAVIGLIA, CITY CLERK

STATE OF CALIFORNIA )
COUNTY OF TULARE ) ss.

CITY OF VISALIA )
I, Leslie B. Caviglia, City Clerk of the City of Visalia, certify the foregoing is the full and true Resolution 2026-43 passed and adopted by the Council of the City of Visalia at a regular meeting held on June 15, 2026.

Dated:June 15, 2026 LESLIE B. CAVIGLIA, CITY CLERK
By Reyna Rivera, Chief Deputy City Clerk
348

DEMAREE STREET COUNTY CENTER STREET MOONEY BOULEVARD

RIGGIN AVENUE

RIGGIN AVENUE

PROJECT LIMITS PROJECT LIMITS
349
Peters Engineering Group FIGURE 1

CENTER & ACEQUIA

PROJECT LIMITS PROJECT LIMITS
350
Visalia City Council
Staff Report
Visalia City Council
707 W. Acequia
Visalia, CA 93291
File #: 25-0845 Agenda Date: 6/15/2026 Agenda #: 9.

Agenda Item Wording:

Record final map - Request authorization to record the final map for the River Run Ranch Phases 8, 9 & 10 subdivision, located on the north side of East St. Johns Parkway between North McAuliff Street and North River Run Street (68 lots); and authorize the annexation into Landscape and Lighting Assessment District No. 25-03 “River Run Ranch 6-10”; and authorize the annexation into Open Space District No. 25-01 (Resolution Nos. 2026-30, 2026-31, 2026-32 and 2026-33 required). (APN: 103-020-074).

Agenda Date: 06/15/2026
Prepared by:

Luqman Ragabi, Associate Engineer [email protected] (599) 713-4362 Jason Huckleberry, Engineering and Building Director [email protected] (559) 713- 4495
Department Recommendation: Staff recommends that City Council authorize the recordation of the final map for the River Run Ranch Phases 8, 9 & 10 subdivision located on the north side of East St. Johns Parkway between North McAuliff Street and North River Run Street (68 lots). Staff also recommends the adoption of Resolution No. 2026-30 initiating proceedings for the annexation to the Landscape and Lighting Assessment District No. 25-03 “River Run Ranch 6-10” and adopt Resolution No. 2026-31 ordering the improvements and levying the annual assessments for Assessment District No. 25-03 “River Run Ranch 6-10, and adopt Resolutions No. 2026-32 and No. 2026-33 for annexation into Open Space District 25-01 “River Run Ranch 6-10.” Summary:

The final map for the 68 lot River Run Ranch Phases 8, 9 &10 subdivision will be subdividing 17 acres into 68 lots for residential development. This is the final phase of the River Run Ranch 6-10 tentative map (TSM 5592). This final map is ready for recording. All bonds, cash payments, subdivision agreement, and final map have been submitted by the developer, Century Communities, and are in the possession of the City as follows: 1) An executed subdivision agreement; 2) faithful performance bond in the amount of $305,339.18 and labor and materials bond in the amount of $152,669.59; 3) cash payment of $616,744.33 distributed to various accounts to cover City fees; and 4) final map
The Landscape and Lighting Assessment District No. 25-03 was previously reviewed and approved as to form by the Landscape and Lighting District Committee including future annexations into the district. All new landscaping installed with this development will strictly adhere to the State Model Water Efficient Landscape Ordinance (MWELO).

Background Discussion:

The River Run Ranch subdivision subdivided 36.5 acres into 160 residential lots, along with 4 Visalia City Council Page 1 of 4 Printed on 6/12/2026
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File #: 25-0845 Agenda Date: 6/15/2026 Agenda #: 9.
lettered out-lots designated for landscape and lighting district purposes. This map represents the remaining 3 phases for tentative subdivision map (TSM 5592) for River Run Ranch. Phases 8 through 10 will include 60-foot-wide public local streets, completed with full improvements such as curbs, gutters, parkway landscaping, sidewalks, and streetlights, as well as required underground infrastructure.

Primary access to the subdivision will be via St. Johns Parkway, a collector road. Frontage improvements along St. Johns Parkway were completed with the prior phase of this subdivision. The dedication for the future Tower Road street has been established by the applicant and city staff and is included on the map as an Irrevocable Offer of Dedication. Improvements along Tower Road (Road 148 alignment - name to be determined later) are deferred for future CIP projects. The developer has provided a cash-in-lieu payment of $305,504.33 to fund the future construction of developer responsible areas on Tower Road.

This final map is ready for recording. All bonds, cash payments, subdivision agreement, and final map have submitted by the developer, Century Communities, and are in the possession of the City as follows: 1) An executed subdivision improvement agreement; 2) faithful performance bond in the amount of $305,339.18; 3) Labor and Material bond in the amount of $152,669.59; 4) cash payment of $616,744.33 distributed to various accounts to cover City Fees and cash-in-lieu obligations associated with the development; 5)Final Map.

The faithful performance bond covers the cost of constructing the public improvements noted in the subdivision agreement and the labor and material bond covers the salaries and benefits as well as the materials supplied to install the required public improvements. As required by the subdivision ordinance, the faithful performance bond covers 100% of the cost of the public improvements. The labor and material bond is valued at 50% of the faithful performance bond. A maintenance bond valued at 10% of the cost of the public improvements will be required prior to recording the Notice of Completion. The maintenance bond is held for one year after the recording and acts as a warranty for the public improvements installed per the subdivision agreement. The cash payment covers Development Impact Fees such as storm water acquisition, waterways, sewer front foot fees, and any outstanding plan check and inspection fees. The plan check and inspection fees are estimated at the beginning of the final map process and are not confirmed until the subdivision agreement is finalized. Differences are due in cash at the time of City Council approval of the map.

The City of Visalia has been allowing the developers of subdivisions to form assessment districts under the Landscape and Lighting Act of 1972, and now under Proposition 218, in lieu of using homeowners associations for the maintenance of common features such as landscaping, irrigation systems, streetlights, street trees, and local streets. The maintenance of these improvements is a special benefit to the development and enhances the land values to the individual property owners in the district.

The Landscape and Lighting Act allows for the use of summary proceedings when all the affected property owners have given their written consent to waive the requirement for a public hearing. The notice period is also waived. The owner of this development has given their written consent to waive the public hearing and form this district. The use of summary proceedings allows for the initiation of proceedings and the final annexation action of the assessment district to be acted upon together as separate resolutions.

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File #: 25-0845 Agenda Date: 6/15/2026 Agenda #: 9.

Pursuant to Title 16 (Subdivisions) of the Visalia Municipal Code, the City’s authorization to record the final map is a ministerial action. Specifically, Section 16.24.080 limits the City Council’s action to the specific determination that the final map conforms substantially to the contents of the tentative map, Chapter 16, and the Subdivision Map Act, and provides in pertinent part that “if the Council determines that the map is in conformity with the requirements of this Chapter, the Council shall approve the map (emphasis added).” Disapproval based upon any other reasons would be outside the authority of the Council for this particular action. The Council may reject any and all offers of dedication in the final map pursuant to Section 16.24.080, and require that the City Engineer so indicate on the map, however staff’s recommendation is that the City Council authorize recordation of the final map and accept all offers of dedication as previously described in this report.

Open Space District
In 1988, City Council adopted an update to the original 1979 Northeast Area Specific Plan (NASP).

The specific plan lays the groundwork for required public improvements specific to the Northeast area and the maintenance thereof. The improvements consist of sidewalks/bike paths, center medians, frontage landscaping, and decorative block walls. Policies 5 & 6 and Goal 5 of the NASP speak to the issue of formation of maintenance districts and collection of fees for all development in the Northeast Plan area.

Open Space Districts are formed to incorporate the specific improvements into the NASP, and for the collection of fees for maintenance of the overall improvements. Unlike Landscape and Lighting Districts (L&LD), the improvements incorporated into the NASP are a benefit to the area as a whole and not just the individual subdivision development sites. A subdivision development project may also be subject to both Landscape and Lighting and Open Space Districts within the NASP, as is the case for River Run Ranch 6-10.

The NASP improvements that are maintained through the Open Space Districts include bike paths, frontage landscaping, decorative block walls, and any center medians installed with the subdivision.

In contrast, the L&LD will maintain improvements that are of benefit only to the subdivision itself. This includes new local street maintenance, streetlighting, landscape lots, and street trees within the development.

River Run Ranch is located within the Northeast District area and is conditioned to contribute to the maintenance of Northeast area improvements. This will be accomplished through the formation of an Open Space District 25-01. Since the improvements are meant to be for the enjoyment and enhancement of the NASP, every lot formed is levied the same amount of $44.28; collected with the assessment of property taxes by the County of Tulare. The Additional 68 lots created with this phase, will be annexed into Open Space District No. 25-01.

The owner(s) of all land within the boundaries of the proposed open space district have filed a petition with the City requesting that the additional units be annexed into Open Space District No. 25- 01 and have given their consent to be annexed into the existing district.

Fiscal Impact including annual maintenance and operating costs: The remaining 68 lots will start contributing to the landscape and lighting assessment district (L&LD 25-03) created for maintenance of common features related to this subdivision. The annual lot assessment will be $882.28 per lot.

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File #: 25-0845 Agenda Date: 6/15/2026 Agenda #: 9.

Prior Council Action:

On June 10, 1987 Council authorized the use of landscape maintenance assessment districts per the Landscape and Lighting Act of 1972 for maintaining common area features that are a special benefit and enhance subdivisions.

On March 17, 2025, Council authorized recordation of the final map for River Run Ranch 6 & 7.

Alternatives: None recommended.

Recommended Motion (and Alternative Motions if expected):

I move to authorize the recordation of the final map for the River Run Phases 8, 9 &10 subdivision; the adoption of Resolution No. 2026-30 initiating proceedings for the annexation to Assessment District No. 25-03 “River Run Ranch 6-10”; and the adoption of Resolution No. 2026-31 ordering the improvements and levying the annual assessments for Assessment District No. 25-03 “River Run Ranch 6-10.” Also move to approve the intention and annexation of Open Space District No. 25-01, “River Run Ranch 6-10”; Resolution No. 2026-32 and Resolution No. 2026-33 required.

Environmental Assessment Status: Complete
CEQA Review: An Initial Study and Negative Declaration 2022-36 were prepared for the project.

Deadline for Action: 06/15/2026
Attachments:

1. Final Map

2. Aerial Map

3. Development Disclosure

4. Resolution Documents including:
-Resolution Initiating Proceedings for Annexation
-Resolution Ordering the Improvements
-Clerk’s Certification
Exhibit A - Assessment Diagram
Exhibit B - Landscape Location Diagram
Exhibit C - Tax roll Assessment
Exhibit D - Engineer’s Report
-Resolution for the Open Space District
Strategic Goal: Indicates which City Strategic Goal(s) this item supports. Check all that apply. ☐
Economic
Vitality
☐
Organizational
Excellence
☐
Fiscal
Strength
☒
Infrastructure &
Growth
☐
Quality of
Life
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OPEN SPACE DISTRICT
ALL THE REAL PROPERTY INCLUDED IN THE BOUNDARIES OF THE SUBDIVISION SHOWN UPON THIS MAP IS INCLUDED IN "OPEN SPACE DISTRICT NO .. ______ OF THE CITY OF VISALIA," ESTABLISHED PURSUANT TO TITLE 12, CHAPTER 12.40 OF THE VISALIA MUNICIPAL CODE.

OWNER'S STATEMENT

THE UNDERSIGNED HEREBY CERTIFY THAT THEY ARE THE ONLY PERSONS HAVING ANY RECORD TITLE INTEREST IN THE REAL

PROPERTY INCLUDED WITHIN THE BOUNDARIES OF THE SUBDIVISION SHOWN UPON THIS MAP, AND DO HEREBY CONSENT TO THE PREPARATION AND RECORDING OF SAID MAP AND THAT THE CONSENT OF NO OTHER PERSON IS NECESSARY. WE

HEREBY OFFER FOR DEDICATION AND DO HEREBY DEDICATE THE FOLLOWING, AS SHOWN WITHIN THE BOUNDARIES OF THE MAP HEREON, FOR THE SPECIFIED PURPOSES:
l. RIGHT OF WAY FOR SUNNYVIEW AVENUE, EAST MAGNOLIA AVENUE, NORTH GRAND COURT, FOOTHILL STREET,

OAKRIDGE AVENUE AND NORTH RIVER RUN STREET SHOWN ON SAID MAP WITHIN SAID SUBDIVISION, IN FEE TO THE CITY OF VISALIA.

2. PUBLIC EASEMENTS FOR THE INSTALLATION AND MAINTENANCE OF GAS LINES AND CONDUITS FOR ELECTRIC,

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

3. LOTS A & B, IN FEE TO THE CITY OF VISALIA FOR PARK AND OTHER PUBLIC PURPOSES

4. AN IRREVOCABLE OFFER OF DEDICATION IN FEE TO THE CITY OF VISALIA FOR TOWER ROAD AND ST. JOHNS PARKWAY AS SHOWN HEREON AND DESIGNATED AS "IRREVOCABLE OFFER OF DEDICATION IN FEE.''

5. BLOCK WALL EASEMENTS TO THE CITY OF VISALIA FOR THE INSTALLATION AND MAINTENANCE OF A BLOCK WALL,

TOGETHER WITH ANY AND ALL APPURTENANCES PERTAINING THERETO, AS SHOWN HEREON AND DESIGNATED AS "BWE" (BLOCK WALL EASEMENT}.

FOR: CENTURY COMMUNITIES OF CALIFORNIA, LLC

A DELAWARE LIMITED LIABILITY COMPANY
BY:

NAME: _W_. _A_L L_E_N_B_E_N_N_E_T_T _______ _
TITLE: VICE PRESIDEN T

NOTARY ACKNOWLEDGEMENT
DATE: _____ _

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 _____________ _ ssl
ON __________________ �.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 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.

NOTARY PUBLIC SIGNATURE
PRINTED NAME: ___________________________ _
COUNTY OF: ____________________________ _
COMMISSION EXPIRES: _________________________ _
COMMISSION NO: ________________________ _
RIVER RUN RANCH PHASE 8, 9 & 10
BEING A DIVISION OF A PORTION OF LOTS 6, 7, 11, 12, AND 13 OF RIVER RUN RANCH LARGE LOT SUBDIVISION MAP, RECORDED IN BOOK 39 OF MAPS AT PAGE 11 OF OFFICIAL RECORDS ALSO, BEING ALL OF PARCEL 1 AND A PORTION OF PARCEL 2 PER GRANT DEED RECORDED AS INSTRUMENT NO. 2024-0029504 OF OFFICIAL RECORDS LOCATED IN THE SOUTHEAST QUARTER OF SECTION 22, TOWNSHIP 18 SOUTH, RANGE 25 EAST, MOUNT DIABLO MERIDIAN, IN THE CITY OF VISALIA, COUNTY OF TULARE, STATE OF CALIFORNIA.
--t-------
CITY OF ---+---
VISA IA ST. JOHN'S RIVER_--..-----
�
HWY 216 (HOUSTON AVE.}

COUNTY OF
TULARE
-,
I
I

VICINITY MAP
N.T.S.

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

TULARE, STATE OF CALIFORNIA, DO HEREBY STATE THE 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.

DATED: ____ _ JASON T. BRITT, COUNTY ADMINISTRATIVE

OFFICER/CLERK OF THE BOARD OF SUPERVISORS
BY: _______________ _
DEPUTY

LANDSCAPE & LIGHTING ASSESSMENT DISTRICT

ALL THE REAL PROPERTY INCLUDED IN THE BOUNDARIES OF THE SUBDIVISION SHOWN UPON THIS MAP IS INCLUDED IN "ASSESSMENT DISTRICT NO. 25-03, CITY OF VISALIA, TULARE COUNTY, CALIFORNIA," ESTABLISHED PURSUANT TO THE LANDSCAPE AND LIGHTING ACT OF 1972

FLOOD HAZARD ZONE
AS DELINEATED ON THE FEDERAL EMERGENCY MANAGEMENT AGENCY'S FLOOD INSURANCE RATE MAP {MAP NUMBER 06107C0955E) FOR COMMUNITY NO. 060409, CITY OF VISALIA, TULARE COUNTY, CALIFORNIA, EFFECTIVE JUNE 16, 2009,

THE PROPERTY SHOWN ON THIS MAP LIES FULLY WITHIN A FLOOD ZONE AREA DESIGNATED ZONE X (SHADED), WHICH ARE AREAS OF 0.2-PERCENT ANNUAL CHANCE FLOODING, AREAS OF 1% ANNUAL CHANCE FLOODING WHERE AVERAGE DEPTHS ARE LESS THAN 1 FOOT, AREAS OF 1% ANNUAL CHANCE FLOODING WHERE THE CONTRIBUTING DRAINAGE AREA IS LESS THAN 1 SQUARE MILE, AND AREAS PROTECTED FROM THE 1% ANNUAL CHANCE FLOOD BY LEVEES.

EASEMENTS AFFECTING SUBJECT PROPERTY

IRREVOCABLE OFFER OF DEDICATION FOR ACCESS AND EASEMENT FOR PUBLIC UTILITIES SHOWN ON RIVER RUN RANCH RM 39/11 TCR
EASEMENT FOR SOUTHERN CALIFORNIA EDISON DOCUMENT NO. 2012-0028793 TCOR FOR ELECTRICAL FACILITIES EASEMENT TO CITY OF VISALIA FOR STORM DRAIN PURPOSES BOOK 2016-005438 l TCOR

SURVEYOR'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 QUEST EQUITY IN SEPTEMBER 2023 AND SAID FIELD SURVEY IS TRUE AND COMPLETE AS SHOWN. I

HEREBY STATE THAT THIS FINAL MAP SUBSTANTIALLY CONFORMS TO THE CONDITIONALLY APPROVED TENTATIVE MAP. ALL MONUMENTS ARE OF THE CHARACTER AND OCCUPY, OR WILL OCCUPY, THE POSITIONS INDICATED

WITHIN ONE YEAR OF THIS MAP RECORDING AND ARE, OR WILL BE, SUFFICIENT TO ENABLE THE SURVEY TO BE RETRACED.

BRIAN S. BORUM, PLS 8006 DATE

CITY SURVEYOR'S STATEMENT
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; THAT ALL PROVISIONS OF CHAPTER 2 OF THE SUBDIVISION MAP ACT AND ANY LOCAL ORDINANCES APPLICABLE AT THE TIME OF APPROVAL OF THE TENTATIVE MAP HAVE BEEN COMPLIED WITH; AND THAT I AM SATISFIED THAT THIS MAP IS TECHNICALLY CORRECT.

MICHAEL E. LONG PLS 6815

CITY SURVEYOR

CITY CLERK'S STATEMENT
DATE
TSM 5592
THIS IS TO STATE THAT AT A REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF VISALIA HELD ON THE ____ _ DAY OF --------�20_, AN ORDER WAS DULY AND REGULARLY MADE AND ENTERED INTO

APPROVING THIS MAP AND SUBDIVISION AND ON BEHALF OF THE PUBLIC, SUBJECT TO IMPROVEMENT, SUNNYVIEW AVENUE,

EAST MAGNOLIA AVENUE, NORTH GRAND COURT, FOOTHILL STREET, OAKRIDGE AVENUE AND NORTH RIVER RUN STREET ALSO LOTS A & B, PUBLIC UTILITY EASEMENTS {PUE), BLOCK WALL EASEMENTS {BWE), AND REJECTING THE IRREVOCABLE OFFER OF DEDICATION IN FEE TO THE CITY OF VISALIA AS SHOWN HEREON AND DESIGNATED AS "IRREVOCABLE OFFER OF DEDICATION IN FEE" TO HEREAFTER REMAIN AN IRREVOCABLE OFFER OF DEDICATION IN FEE UNTIL ACCEPTED OR ABANDONED BY SEPARATE RESOLUTION OF THE CITY COUNCIL; AND CONSENTING TO THE ABANDONMENT OF THE

IRREVOCABLE OFFER OF DEDICATION AND PORTION OF A STORM DRAIN EASEMENT, NOT SHOWN, ALL INCLUDED WITHIN THE BOUNDARIES OF THE SUBDIVISION AND AS SHOWN/OR STATED UPON THE MAP.

WITNESS MY HAND AND OFFICIAL SEAL OF THE CITY OF VISALIA THIS LESLIE B. CAVIGLIA

CITY MANAGER/CITY CLERK

CHIEF DEPUTY CITY CLERK

CITY PLANNER'S STATEMENT
DAY OF----� 20 __
I HEREBY STATE THAT THIS FINAL MAP CONFORMS TO THE TENTATIVE SUBDIVISION MAP NO. 5592 APPROVED BY THE CITY OF VISALIA PLANNING COMMISSION AT THE REGULAR MEETING HELD ON SEPTEMBER 26, 2022.

PAUL BERNAL DATE

PLANNING AND COMMUNITY PRESERVATION DIRECTOR/CITY PLANNER

RECORDER'S STATEMENT
DOCUMENT NO.

FEE PAID:
------------
FILED THIS DAY OF ____ , 20 ___ , AT M. IN BOOK _____ OF MAPS, AT PAGE _______ , TULARE COUNTY RECORDS,
AT THE REQUEST OF BRIAN S. BORUM -LAND SURVEYOR
TARA K. FREITAS, CPA

TULARE COUNTY ASSESSOR I CLERK-RECORDER
BY __________________ _
DEPUTY
IIBLS
Borum
www.borumlandsurveying.com
Land Surveying Inc.
1445 W. Grand Ave. Ste. C
Grover Beach, Ca 93433
SHEET 1 OF 5 SHEETS
I

MCAULIFF STREET
Y
J

CITY LIMIT LINE
/
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CE. S 5 A > 0O
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355

STORM DRAIN EASEMENT TO CITY
OF VISALIA DOCUMENT NO.
2016-0054381 TCOR
(N00°00'00"W 358.01') N0°00'00"W 385.01'
(N84°30'35"E 260.39') N84°31'02"E 260.56'
(N82°31'37"E 167.87') N82°32'04"E 167.98' (N84°32'13"E 260.38') N84°32'40"E 260.55' (N83°03'17"E 148.29') N83°02'44"E 148.20'
(N84°08'16"E 202.49') N84°07'44"E 202.37'
(N80°26'20"E 44.67')
N80°25'48"E 44.64'
(N80°26'20"E 407.27') N80°26'45"E 407.08'
(N86°20'13"E 220.97') N86°19'18"E 220.94'
(N89°59'17"E 244.53')
N89°58'22"E 244.49'
615.19' (615.17')
N2°12'11"E 15.15'
N02°12'11"E 15.17' Dd
143.50'
N89°59'17"E 143.50' Dd
100.99'
R=2040.00' L=375.37'Δ=10°32'33" (R=2040.00' L=375.37' Δ=10°32'33") [R
R
=
=1998.00' L=138.89'Δ=3°58'58" 1198.00' L=138.89' Δ=03°58'58"] R=1198.00' L=276.87'Δ=13°14'30" [R=1198.00' L=276.82' Δ=13°14'21'] (N00°41'11"E 334.32') N0°41'11"E 334.32' N79°35'05"W 184.06' (N79°35'05"W 184.12')
(N89°37'53"W 2617.53') BASIS OF BEARINGS
N89°37'53"W 2617.49' N0°23'03"E 2640.57' (N00°23'01"E 2640.63') 112.98' (113.00')

15.12'
(15.11')
R=1998.00' L=128.99'Δ=3°41'56"
<R=1998.00' L=128.99' Δ=03°41'56">
107.00'
CITY OF VISALIA DOCUMENT NO. 2010-0050228 TCOR
N61°29'14"E 225.63' Dd'
FD. DISTURBED
FD. DISTURBED
FD. DISTURBED
FD. DISTURBED
FD. DISTURBED
EST. BY SCALE AND

ROTATION
EST. BY SCALE AND

ROTATION
EST. BY SCALE AND

ROTATION
FD. DISTURBED HUB & TACK SET

CITY STANDARD MONUMENT
STAMPED LS 8006
FD. MAG NAIL DISTURBED

SET CITY STANDARD
MONUMENT STAMPED LS 8006
SNF
LOT 2 39 RM 11
LOT 14
LOT 15

SAINT JOHNS RIVER
RIVER RUN RANCH PHASE 2 RM 39/77 RIVER RUN RANCH PHASE 5 RM 43/74 CAPISTRANO ii RM 38/92 RIVER RUN RANCH PHASE 3 RM 40/38 73 72 69 68 67 66 65 64 63 62 7 8
61 60 59 58 57 6
5 4

SCE EASEMENT
DOCUMENT NO.
2012-0028793 TCOR
N7°41'28"W R
<N07°41'28"W>
<N09°51'47"E> N9°51'47"E R
[N06°09'51"E] N6°09'51"E R
N8°54'09"W R
N16°25'24"W R
[N16°25'24"W]
N71°07'15"E R
N77°19'06"E R N77°19'06"E Dd
N73°50'17"W R N73°50'17"W Dd
N87°47'49"W R
RIVER RUN RANCH PHASE 6 &7 RM45/43
FLOODZONE LINE (TYP.)

ZONE AE ZONE X
FLOODZONE LINE (TYP.)
ZONE AE ZONE X N0°23'06"E 339.50'
FD. MAG NAIL IN LIEU OF 1/2"
IP PER RM 39/77

SET CITY STANDARD
MONUMENT STAMPED LS 8006
SNF
SNF
105.80'
R=2002.00' L=613.37'Δ=17°33'15" (R=2002.00' L=613.37'Δ=17°33'15") R=10

88.00' L=265.07'Δ=13°57'32" R=1088.00' L=265.07'Δ=13°57'32" Dd R=1112.00' L=559.80'Δ=28°50'37" R=1112.00' L=559.80'Δ=28°50'37" D d
(N71°07'45"E R)
[N02°10'56"E]
N2°10'56"E R
POR. LOT 10
39 RM 11
ST. JOHNS PARKWAY
ST. JOHNS PARKWAY

TOWER ROAD
N2°53'18"W 69.83'
N10°50'18"W 60.00'
N8°37'46"W 72.05'
S78°21'15"W 46.92'
N0°00'00"E 140.60'
N8°19'55"E 60.00'
N0°00'00"E 111.07'
N81°10'58"W 53.63'
N80°39'16"W 53.71'
N82°21'40"W 53.47'
N84°11'48"W 53.27'
N86°01'35"W 53.13'
N88°05'44"W 53.03'
S88°34'56"W 53.02'
S84°41'48"W 64.68'
S86°55'22"W 60.00'
S80°42'37"W 105.14'
N2°53'25"W 33.21'
N4°14'01"W 17.07'
N6°21'53"W 62.68'
N11°03'34"W 42.00'
[N11°03'34"W R 42.00']
N11°25'38"W 42.00' R
R=1158.00' L=108.07'Δ=5°20'50"
R=1198.00' L=7.69'Δ=0°22'05"

IRREVOCABLE OFFER OF

DEDICATION-ACCESS/PUE
PER 39 RM 11
S15°12'39"E 60.00' R
S13°50'01"E 93.18'
R=720.00' L=8.74'Δ=0°41'44" R124

SUNNYVIEW AVENUE

NORTH RIVER RUN STREET

OAKRIDGE AVENUE
(N84°30'35"E 260.39') N84°31'02"E 260.56'
245.44'

EAST MAGNOLIA AVENUE RIO VISTA STREET

SUNNYVIEW AVENUE

NORTH SOL STREET

OAKRIDGE AVENUE

RIO VISTA STREET

NORTH GRAND COURT
[S08°54'09"E R]
R
((N2°53'18"W 69.83'))
((N10°50'18"W 60.00'))
((N8°37'46"W 72.05'))
((S78°21'15"W 46.92'))
((N0°00'00"E 140.60'))
((N8°19'55"E 60.00'))
((N0°00'00"E 111.07'))
((N81°10'58"W 53.63'))
((N80°39'16"W 53.71'))
((N82°21'40"W 53.47'))
((N88°05'44"W 53.03'))
((N84°11'48"W 53.27'))
((N86°01'35"W 53.13'))
((S84°41'48"W 64.68'))
((S88°34'56"W 53.02'))
((S86°55'22"W 60.00'))
((S80°42'37"W 105.14'))
((N2°53'25"W 33.21'))
((N4°14'01"W 17.07'))
((N6°21'53"W 62.68'))
R=720.00' L=8.74'Δ=0°41'44"
((R=720.00' L=8.74'Δ=0°41'44"))
((S15°12'39"E 60.00' R))
((S13°50'01"E 93.18'))
((R=1158.00' L=108.07'Δ=5°20'50"))
((N11°25'38"W 42.00' R))
C/L 150' WIDE EASEMENT
TO SCE BK. 208 PG 116
DEEDS
R=175.00' L=267.39'Δ=87°32'39"
(R=175.00' L= 267.41' Δ=87°3 '10")

DESIGNATED

REMAINDER
N16°46'28"W 10.00'
((N16°46'28"W 10.00'))
R=174.00' L=0.57'Δ=0°11'13"
((R=174.00' L=0.57'Δ=0°11'13"))
SHEET 2 OF 5
100'
SCALE: 1"=
N
TSM 5592
www.borumlandsurveying.com
1445 W. Grand Ave. Ste. C
Grover Beach, Ca 93433
0' 200'
100'
S.E. COR. SEC. 22-18/25
FD. 1" IP WITH CAP ILLEGIBLE

TIES CHECK
PER CR DATED 2-3-05
E. 1/4 COR. SEC. 22-18/25
FD. 3" CAP STAMPED TULARE COUNTY

TIES CHECK
PER CR DATED 04/05/05
CTR 1/4 COR. SEC. 22-18/25
FD. BRASS DISC ON BRIDGE DECK 20'

EAST FOR WITNESS CORNER PER CR
DATED 3-20-81
RIVER RUN RANCH PHASE 8, 9 & 10

BASIS OF BEARINGS

THE BASIS OF BEARINGS FOR THIS MAP IS THE

NORTH LINE OF THE SOUTHWEST QUARTER OF
SECTION 22, TOWNSHIP 18 SOUTH, RANGE 25
EAST M.D.M AS SHOWN ON RIVER RUN RANCH
RECORDED IN BOOK 39 OF MAPS AT PAGE 11

OF TULARE COUNTY RECORDS AND BEARS
NORTH 89°37'53" WEST.
<...> RECORD DATA PER RIVER RUN RANCH PHASE TWO RECORDED IN BOOK 39 OF MAPS PAGE 77 TCR OR CALCULATED THEREFROM
Dd RECORD DATA PER GRANT DEED TO CITY OF VISALIA RECORDED AS DOCUMENT N0. 2010-0050228 TCOR

SUBJECT PARCEL BOUNDARY

FD FOUND BWE BLOCK WALL EASEMENT

MON MONUMENT

TCR TULARE COUNTY RECORDS ALL DISTANCES IN FEET OR DECIMALS THEREOF

TCOR TULARE COUNTY OFFICIAL RECORDS

SNF SEARCHED NOTHING FOUND

R RADIAL BEARING

PUE PUBLIC UTILITY EASEMENT

ABANDONMENT NOTE
PURSUANT TO SECTION 66434(G) OF THE GOVERNMENT CODE, THIS FILING OF THIS FINAL MAP SHALL CONSTITUTE ABANDONMENT OF THE FOLLOWING:

1. A PORTION OF THE IRREVOCABLE OFFER OF DEDICATION FOR ACCESS

EASEMENT AND PUBLIC UTILITIES PER RIVER RUN LARGE LOT SUBDIVISION, FILED IN BOOK 39 OF MAPS, AT PAGE 11, TULARE COUNTY RECORDS, NOT SHOWN ON THIS MAP.

2. A PORTION OF THE STORM DRAIN EASEMENT TO CITY OF VISALIA DOCUMENT NO. 2016-0054381 TCOR, NOT SHOWN ON THIS MAP.

LEGEND
FOUND AND ACCEPTED 1/2" IRON PIPE TAGGED RCE 21182 UNLESS NOTED OTHERWISE PER RIVER RUN RANCH LARGE LOT SUBDIVISION RECORDED IN BOOK 39 OF MAPS PAGE 11 TCR, UNLESS OTHERWISE NOTED.

SET 5/8" X 4" REBAR WITH CAP LS 8006 DOWN 0.5 FEET AT ALL LOT CORNERS, ANGLE POINTS, POINTS OF CURVATURE

AND WHERE INDICATED
SET CITY STANDARD STREET MONUMENT STAMPED LS 8006
(...) RECORD DATA PER RIVER RUN RANCH LARGE LOT SUBDIVISION RECORDED IN BOOK 39 OF MAPS PAGE 11 TCR OR

CALCULATED THEREFROM
[...] RECORD DATA PER RIVER RANCH PHASE 5 RECORDED IN BOOK 43 OF MAPS PAGE 74 TCR OR CALCULATED

THEREFROM
((...)) RECORD DATA PER RIVER RUN RIVER RANCH PHASE 6 & 7 RECORDED IN BOOK 45 OF MAPS PAGE 43 TCR OR

CALCULATED THEREFROM
SHEET 4 OF 5
SHEET 3 OF 5

SEE DETAIL A
DETAIL "A"

SCALE NONE
N5°52'51"W R
(N05°52'51"W R)
N69°57'30"W R
R=20.00' L=33.38'Δ=95°37'03"
((R=20.00' L=33.38'Δ=95°37'03"))
((S11°03'34"E 42.00')) N11°03'34"W 42.00'
N73°08'11"E R N73°19'24" E R
R=20.00' L=22.37'Δ=64°04'39"
[N11°03'34"W 42.00']
N11°03'34"W R
((N11°03'34"W R))
NOTE:

SEE SHEET 5 FOR TABLES
LEGEND
((...)) RECORD DATA PER GRANT DEED TO

CENTURY COMMUNITIES OF CALIFORNIA LLC,
RECORDED AS DOCUMENT NO. 2024-0029504
TCOR.

BEING A DIVISION OF A PORTION OF LOTS 6, 7, 11, 12, AND 13 OF RIVER RUN RANCH LARGE LOT SUBDIVISION MAP, RECORDED IN BOOK 39 OF MAPS AT PAGE 11 OF OFFICIAL RECORDS ALSO, BEING ALL OF PARCEL 1 AND A PORTION OF PARCEL 2 PER GRANT DEED RECORDED AS INSTRUMENT NO. 2024-0029504 OF OFFICIAL RECORDS LOCATED IN THE SOUTHEAST QUARTER OF SECTION 22, TOWNSHIP 18 SOUTH, RANGE 25 EAST, MOUNT DIABLO MERIDIAN, IN THE CITY OF VISALIA, COUNTY OF TULARE, STATE OF CALIFORNIA.
356

34.30'
3,609 sf.
97 3,630 sf.
98 3,659 sf.
100 3,644 sf.
101 3,632 sf.
102 3,621 sf.
103 4,467 sf.
104
7,094 sf.
105
6,239 sf.
106
6,485 sf.
107
6,628 sf.
108
8,760 sf.
109
7,630 sf.
110
5,823 sf.
111
4,928 sf.
112
9,691 sf.
113
5,335 sf.
123
5,366 sf.
124
5,332 sf.
125
5,300 sf.
126
5,275 sf.
127
5,257 sf.
128
5,222 sf.
129
5,208 sf.
130
5,526 sf.
131 4,864 sf.
132
4,143 sf.
134
3,997 sf.
135
3,956 sf.
136
3,968 sf.
137
3,986 sf.
138
4,011 sf.
139
4,033 sf.
140
3,928 sf.
141
6,395 sf.
145
6,131 sf.
146
3,857 sf.
147
3,612 sf.
149
3,580 sf.
150
3,599 sf.
151
3,791 sf.
152
4,169 sf.
153
5,880 sf.
156
6,507 sf.
157
7,124 sf.
158
7,163 sf.
159
9,560 sf.
160
N75°40'43"E 50.21'
N73°09'39"E 50.52'
N70°37'54"E

4.87'
N0°00'00"E 10.44' 50.00' 68.63' 40.60' N0°00'00"E 140.60' N0°00'00"E 173.46' N10°50'18"W 60.00'

30.00'
30'
30'
N83°02'44"E 148.20' NORTH GRAND COURT
FD. DISTURBED
N80°26'45"E 407.08'
N71°25'20"E 50.76'
N72°51'44"E 50.56'
N74°17'47"E 50.38'
N75°03'20"E 3.04'
N75°46'11"E 47.20'
N77°21'52"E 65.02'
N90°00'00"W 121.65' 68.54' 50.00' 50.00' 50.00' 47.25' N0°00'00"E 265.78' 97.25'

96.65' 127.59'
109.43' 131.47'
118.00' 133.32'
N90°00'00"E 224.24'
N90°00'00"E 240.90'
N90°00'00"E 251.32'
N8°08'36"W 81.95' R
N80°42'37"E 185.76' 65.02'

39.64'

20.37'

81.09'
104.67' 50.00' 53.00'
N80°42'37"E 103.98' N80°42'37"E 75.66'
N80°42'37"E 105.12' N80°42'37"E 73.09'
N9°00'41"W 97.45' 47.45' 47.45'
N6°44'42"W 2.56'
S6°32'56"E 7.01'
N5°31'22"W

43.09'
N4°24'51"W 11.04'
N80°42'37"E 105.37' N80°42'37"E 73.28'
N80°42'37"E 105.78' N80°42'37"E 73.57' N3°23'06"W 39.21' N2°16'21"W 15.11'
N1°14'20"W 35.35'
N80°42'37"E 106.35'
N80°42'37"E 73.98' N0°07'15"W 19.25'
N0°55'07"E 31.50'
N2°02'39"E 23.46'
N3°05'15"E 27.64'
N2°41'17"E 27.60'
N80°42'37"E 107.07'
N80°42'37"E 74.50'
N80°42'37"E 74.54'
N80°42'37"E 106.08'
N80°42'37"E 107.25'
N1°19'31"E 23.40'
N0°06'43"W 30.39'
C25
S89°58'06"E 146.80'
N90°00'00"E 137.09'
N90°00'00"E 122.79'
N90°00'00"E 113.00'
N3°41'11"E 57. '

27.61'
N90°00'00"E 73.29'
N90°00'00"E 71.28'
N90°00'00"E 72.02'
N90°00'00"E 72.36'
N90°00'00"E 72.07'
N84°57'34"W 61.65'
N86°19'18"E 220.94'

SUNNYVIEW AVENUE

NORTH RIVER RUN STREET

OAKRIDGE AVENUE
30'
30'
30'
30'
30' 30'
30' 30' 30'
30' 30'
30' 30'
30' 30'
30' 30' 50.23' 22.01'
N41°19'39"E 14.67'
N58°09'15"W 14.50'
N33°03'15"E 14.48'

30.00'

30.00' N8°19'55"E 60.00'
N15°12'39"W R 60.00' 30.00'

30.00'

30.00' 30.00'
N86°55'22"E 60.00'
30'
30'
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE

EAST MAGNOLIA AVENUE
6' PUE
72 71
91 92
42 39 38 37 36 35 34
3332
31 30
29 28
R1 R2
R3
R4
R5
R6
R7
R8
R9
R10
R11
R12
R13
R14
R15
R16
R17
R18
R19
R20
R21
R22
R23
R24
R25
R26
R27
R28
R29
R30 R31
R32
R33
R34
R35
R36
R37
R38
R39
R40
R41
R42
R43
R44
R45
R46
R47
R49
R50
R51
R52
R53
R54
R55 R56
R57
R58
R59
R60
R61
R62
R63
R64
R65
R66
R67
R68
R70
R69
R71
R72
R73
R74
R75
R76
R77
R78
R79
R80
R81
R82 R83 R84 R85 R86
R87
R88
R89
R90
R91
R92
R93
R94
R95
R96R97
R98
R99R100
R101
R102
R103
R104
R106
R107
R108
R109
R110
R111
R112
R113
R114R115
R116
R117
R118
R119
R120
C1
C4
C5
C6
C9
N47°35'15"W 93.22'
N17°06'21"W 90.01'
C11
C12 C13 C14 C15 C16
C17
N90°00'00"W 88.41'
C21
C22
C23
C24
N90°00'00"E 139.66'
N80°26'45"E 18.42'
C27
C28 C29 C30
C31
C32
N90°00'00"E 78.99' C36 C37 C38 C39 C40 C41
C42
C43
C44 C50 C51 C53 C54 C55 C56
C57
C58
C59 C61
C64
C66
C67
C68
C69
C70
C71
C72 C73 C74 C75 C76 C77 C78 C81
C82 C87
C94 C95
C97 C98 C99 C100 C101
C102
C103
C104
C105
C106
C107
C108
C109
C110
N8°37'46"W 73.05'
C112
C113
C115
C116
C117
C118
C119
C120
C124
C125
C126

RIVER RUN
RANCH 6 & 7
RM 45/43
N84°07'44"E 202.37' N80°25'48"E 44.64'

FD BRASS DISC IN CONC
STAMPED LS 8006 FLUSH
C127
R127
R128
R129
144
3,897 sf.
142
5,282 sf.
6,901 sf. 122
121
5,819 sf.
120
5,823 sf.
119
5,838 sf.
118
5,855 sf.
117
5,879 sf.
116 5,905 sf.
115
5,902 sf.
114
6,898 sf.
93 5,586 sf.
94 5,771 sf.
95 3,602 sf.
96 N84°41'48"E

64.68' N88°34'56"E

53.02'
N88°05'44"W

53.03'
N86°01'35"W

53.13'
N84°11'48"W

53.27'
N82°21'40"W

53.47' C80
C83 C86 C85 C84 C88 C89
C90 N0°00'00"E 110.19' N0°00'00"E 110.00' N0°00'00"E 110.43' N0°00'00"E 110.17' N0°00'00"E 110.82' C91 C92
C93 N0°00'00"E 111.33' N0°00'00"E 111.45' N0°00'00"E 111.07' N80°39'16"W

53.71'
N81°10'58"W

53.63'
C96 50.00' 56.88'

5.45'
N90°00'00"W 118.00'
N90°00'00"W 99.05'
C121
C122
C123
N78°21'15"E 46.92'
N8°37'46"W 72.05'
C114
N8°39'31"W 72.23'
N8°37'46"W 72.57'
N70°47'36"E 45.99'
N8°37'46"W 73.22'
N8°37'46"W 72.91'
N8°37'46"W 72.65'
N8°37'46"W 72.43'
N8°37'46"W 72.26' C130
C79
N13°50'01"W 93.18'
C2
N26°48'38"E 11.44'
3,614 sf.
148
4,734 sf.
154
5,407 sf.
155
N90°00'00"W 101.59' 29
1 R133 R132

25.11'
N2°12'11"E 15.15'
N02°12'11"E 15.17' Dd
CITY OF VISALIA DOCUMENT NO. 2010-0050228 TCOR
N80°42'37"E 73.84'
N2°53'25"W

33.21'
N1°27'49"W 20.19'
N80°42'37"E 105.14'
R=750.00' L=146.11'Δ=11°09'42"
110'
10'
110'
25'
25'
120'
10'
110'
120' C48
C3
C33 C34 C45
C62
C20
C18
C133

RIVER RUN STREET
C134 N0°23'01"E 722.19'
143.50'
N73°50'17"W R
100.99'
N89°58'22"E 244.49'
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE
6' PUE 6' PUE
6' PUE
6' PUE
LOT A
14,111 sf.

LOT A
14,111sf.

LOT B
15,755 sf.

N2°53'30"W 69.83'
R=2148.05' L=531.30'Δ=14°10'18"
n031
"W R
N78°02'04"E R
R=1112.00' L=531 .90'Δ=27 °24'23"

IRREVOCABLE OFFER OF

DEDICATION TO THE CITY

OF VISALIA PER THIS MAP

IRREVOCABLE OFFER OF

DEDICATION TO THE CITY

OF VISALIA PER THIS MAP

IRREVOCABLE OFFER OF

DEDICATION TO THE CITY

OF VISALIA PER THIS MAP

FOOTHILL STREET

FOOTHILL STREET
N7°47'46"E R
N7°48'09"E R
C10
C128
C131
C132
C136
C137 C138 72.24' 62.33'
C139
C140
C141
C142 C143
C144
C145
C147
C146 C148 C149 C150 C151
C152
N47°44'35"E 14.83'
N41°57'47"W 14.56' C153
C154
C155
R123
30'
R125
R130
C156
C157 N31°27'49"E 15.65'
C158
C159
C160
R136
C
C162
3,657 sf.
99 5,417 sf.
143 N6°21'53"W 62.68'
N4°14'01"W 17.07'
N80°42'37"E 73.36'
C47
C46
R138
5,069 sf.
133 N8°08'36"W 79.89'

60.72'
C63
N75°40'43"E 3.20' TOWER ROAD
C65
N86°19'18"E 186.64'
C26
C163
R139
R140
R142
N47°57'43"W 14.52'
N46°38'55"W 14.49'
R=978.00' L=250.01'Δ=14°38'49"
N75°40'43"E 3.20'
R=1088.00' L=265.07'Δ=13°57'32"
2' BWE
2' BWE
2' BWE
2' BWE
2' BWE
C164
R145

30.00' 6' PUE
6' PUE
C153
SHEET 3 OF 5
60'
SCALE: 1"=
N
TSM 5592
www.borumlandsurveying.com
1445 W. Grand Ave. Ste. C
Grover Beach, Ca 93433
60'
0' 120' SHEET 4 OF 5
RIVER RUN RANCH PHASE 8, 9 & 10
<...> RECORD DATA PER RIVER RUN RANCH PHASE TWO RECORDED IN BOOK 39 OF MAPS PAGE 77 TCR OR CALCULATED THEREFROM
Dd RECORD DATA PER GRANT DEED TO CITY OF VISALIA RECORDED AS DOCUMENT N0. 2010-0050228 TCOR

SUBJECT PARCEL BOUNDARY PUE PUBLIC UTILITY EASEMENT

FD FOUND BWE BLOCK WALL EASEMENT

MON MONUMENT

TCR TULARE COUNTY RECORDS ALL DISTANCES IN FEET OR DECIMALS THEREOF

TCOR TULARE COUNTY OFFICIAL RECORDS

SNF SEARCHED NOTHING FOUND

R RADIAL BEARING
LEGEND
FOUND AND ACCEPTED 1/2" IRON PIPE TAGGED RCE 21182 UNLESS NOTED OTHERWISE PER RIVER RUN RANCH LARGE LOT SUBDIVISION RECORDED IN BOOK 39 OF MAPS PAGE 11 TCR, UNLESS OTHERWISE NOTED.

SET 5/8" X 4" REBAR WITH CAP LS 8006 DOWN 0.5 FEET AT ALL LOT CORNERS, ANGLE POINTS, POINTS OF CURVATURE

AND WHERE INDICATED
SET CITY STANDARD STREET MONUMENT STAMPED LS 8006
(...) RECORD DATA PER RIVER RUN RANCH LARGE LOT SUBDIVISION RECORDED IN BOOK 39 OF MAPS PAGE 11 TCR OR

CALCULATED THEREFROM
[...] RECORD DATA PER RIVER RANCH PHASE 5 RECORDED IN BOOK 43 OF MAPS PAGE 74 TCR OR CALCULATED

THEREFROM
BEING A DIVISION OF A PORTION OF LOTS 6, 7, 11, 12, AND 13 OF RIVER RUN RANCH LARGE LOT SUBDIVISION MAP, RECORDED IN BOOK 39 OF MAPS AT PAGE 11 OF OFFICIAL RECORDS ALSO, BEING ALL OF PARCEL 1 AND A PORTION OF PARCEL 2 PER GRANT DEED RECORDED AS INSTRUMENT NO. 2024-0029504 OF OFFICIAL RECORDS LOCATED IN THE SOUTHEAST QUARTER OF SECTION 22, TOWNSHIP 18 SOUTH, RANGE 25 EAST, MOUNT DIABLO MERIDIAN, IN THE CITY OF VISALIA, COUNTY OF TULARE, STATE OF CALIFORNIA. RIVER RUN RANCH PHASE 6 &7 RM45/43 357
6,395 sf.
145
6,131 sf.
146
3,857 sf.
147
RIVER RUN RANCH PHASE 5 RM 43/74 6
5 4
N90°00'00"E 72.07'
N84°57'34"W 61.65'
N11°25'38"W R

42.00'
30' 30'
N8°54'35"W 203.75'
C129
N15°12'39"W R 60.00' 30.00'

30.00'

30.00' 30.00'
30'
30'
35' 35'
6' PUE
6' PUE
6' PUE

EAST MAGNOLIA AVENUE
34 33
32 31
30 29
28 R1 R2
R3
R4
R5
R6
R7
R8
R9
R15
R50
R53
R54
R55 R56
R57
R58
C1
C4
C5
C6
C8
C9
R126
N47°35'15"W 93.22'
N17°06'21"W 90.01'
C11
C12
C41
C42
C43
C44

RIVER RUN
RANCH 6 & 7
RM 45/43

FD BRASS DISC IN CONC
STAMPED LS 8006 FLUSH
C127
R127
R128
R129
5,343 sf.
144
N84°41'48"E

64.68' N88°34'56"E

53.02'
N88°05'44"W

53.03'
N86°01'35"W

53.13'
C7
N13°50'01"W 93.18'
C2
N26°48'38"E 11.44'
3,614 sf.

N16°46'28"W 10.00'
N26°48'38"E 18.24'
N2°53'25"W

33.21'
R=750.00' L=146.11'Δ=11°09'42"
10'
110'
120'
C3
ST. JOHN PARKWAY

RIVER RUN STREET
6' PUE
6' PUE LOT A
14,111 sf.

LOT A
14,111 sf.

N31°19'1 "W RN78°02'04"E R

IRREVOCABLE OFFER OF

DEDICATION TO THE CITY

OF VISALIA PER THIS MAP
C10
R121
R125
R130
C157 N31°27'49"E 15.65'
5,417 sf.
143 N6°21'53"W 62.68'
N4°14'01"W 17.07'
N80°42'37"E 73.36'
C47
C46
POR. LOT 10 39 RM 11
R138
R=1158.00' L=108.07' Δ=5°20'50" C65
R=1200.00' L=416.56'Δ=19°53'21"
R141
R=1156.00' L=4.38'Δ=0°13'02"
R=1198.00' L=7.69'Δ=0°22'05"
R=1148.00' L=176.93'Δ=8°49'50" R=1158.00' L=181.90'Δ=8°59'59"

DESIGNATED REMAINDER
2' BWE
2' BWE

STORM DRAIN EASEMENT TO CITY OF
VISALIA DOCUMENT NO. 2016-0054381 TCOR
C151
C153
R=1158.00' L=289.96'Δ=14°20'49"
SHEET 4 OF 5
60'
SCALE: 1"=
N
TSM 5592
www.borumlandsurveying.com
1445 W. Grand Ave. Ste. C
Grover Beach, Ca 93433
0' 120'
50'
SHEET 3 OF 5
SHEET 2 OF 5 TOWER ROAD
RIVER RUN RANCH PHASE 8, 9 & 10
<...> RECORD DATA PER RIVER RUN RANCH PHASE TWO RECORDED IN BOOK 39 OF MAPS PAGE 77 TCR OR CALCULATED THEREFROM
Dd RECORD DATA PER GRANT DEED TO CITY OF VISALIA RECORDED AS DOCUMENT N0. 2010-0050228 TCOR

SUBJECT PARCEL BOUNDARY PUE PUBLIC UTILITY EASEMENT

FD FOUND BWE BLOCK WALL EASEMENT

MON MONUMENT

TCR TULARE COUNTY RECORDS ALL DISTANCES IN FEET OR DECIMALS THEREOF

TCOR TULARE COUNTY OFFICIAL RECORDS

SNF SEARCHED NOTHING FOUND

R RADIAL BEARING
LEGEND
FOUND AND ACCEPTED 1/2" IRON PIPE TAGGED RCE 21182 UNLESS NOTED OTHERWISE PER RIVER RUN RANCH LARGE LOT SUBDIVISION RECORDED IN BOOK 39 OF MAPS PAGE 11 TCR, UNLESS OTHERWISE NOTED.

SET 5/8" X 4" REBAR WITH CAP LS 8006 DOWN 0.5 FEET AT ALL LOT CORNERS, ANGLE POINTS, POINTS OF CURVATURE

AND WHERE INDICATED
SET CITY STANDARD STREET MONUMENT STAMPED LS 8006
(...) RECORD DATA PER RIVER RUN RANCH LARGE LOT SUBDIVISION RECORDED IN BOOK 39 OF MAPS PAGE 11 TCR OR

CALCULATED THEREFROM
[...] RECORD DATA PER RIVER RANCH PHASE 5 RECORDED IN BOOK 43 OF MAPS PAGE 74 TCR OR CALCULATED

THEREFROM
BEING A DIVISION OF A PORTION OF LOTS 6, 7, 11, 12, AND 13 OF RIVER RUN RANCH LARGE LOT SUBDIVISION MAP, RECORDED IN BOOK 39 OF MAPS AT PAGE 11 OF OFFICIAL RECORDS ALSO, BEING ALL OF PARCEL 1 AND A PORTION OF PARCEL 2 PER GRANT DEED RECORDED AS INSTRUMENT NO. 2024-0029504 OF OFFICIAL RECORDS LOCATED IN THE SOUTHEAST QUARTER OF SECTION 22, TOWNSHIP 18 SOUTH, RANGE 25 EAST, MOUNT DIABLO MERIDIAN, IN THE CITY OF VISALIA, COUNTY OF TULARE, STATE OF CALIFORNIA.

RIVER RUN RANCH PHASE 6 &7 RM45/43
R124
358

CURVE DATA

CURVE LENGTH RADIUS DELTA
Cl
C2
C3
C4
cs
C6
C7
CB
C9
ClO
Cll
Cl2
Cl3
Cl4
Cl5
Cl6
Cl7
Cl8
Cl9
C20

92.31 750.00 7
°03'07"

42.01 780.00 3
°05'09"

13.38 50.00 15°
20'01"

7.78 50.00 8
°
55'10"

46.09 52.00 50°
46'49"

51.73 52.00 56°
59'50"

60.60 1148.00 3
°
01'28"

99.65 1148.00 4
°
58'25"

16.69 1148.00 0
°
50'00"
116.82 52.00 128°
42'48"

88.72 1232.00 4
°
07'34"
59 .83 1232.00 2
°
46'57"

50.06 1232.00 2
°
19'41"

50.00 1232.00 2
°
19'32"

50.03 1232.00 2
°
19'37"

50.14 1232.00 2
°
19'55"

50.34 1232.00 2
°
20'28"

50.62 1232.00 2
°
21'15"

21.16 50.00 24°
15'11"

51.00 1232.00 2
°
22'18"

CURVE DATA

CURVE LENGTH RADIUS DELTA
C62
C63
C64
C65
C66
C67
C68
C69
C70
C71
C72
C73
C74
C75
C76
C77
C78
C79
C80
C81

20.60 1232.05 0
°
57'29"

60.87 2088.05 1
° 40' 13"
273.33 2118.05 7
°
23'38"

13.90 lll2.00 0
°
42'58"

60.01 2088.05 1
°38'48"

60. 93 2088.05 1
° 40' 19"
417.26 1263.75 18°
55'03"

71.68 1293.75 3
°
10'29"

50.01 1293.75 2
°
12'52"

50.03 1293.75 2
°
12'56"

50.12 1293.75 2
°
13'1 l"

50.29 1293.75 2
°
13'38"

50.54 1293.75 2
°14'18"

50.87 1293.75 2
°
15'1 l"

21.81 1293.75 0
°
57'58"

29.32 1177.00 1
°
25'39"

50.78 1 177.00 2
°
28'20"

4.36 50.00 4
°
59'47"

99.70 1237.00 4
°
37'04"
133.95 1207.00 6
°
21'31"

CURVE DATA

CURVE LENGTH RADIUS DELTA
Cl23
Cl24
Cl25
Cl26
Cl27

99.64 74.47

49.37 29.71

53.00 107°
42'49"

53.00 80°
30'32"

53.00 53°
22'03"

50.00 34'02'39"
145.99 1207.00 6
°
55'4T'
C 128 177.77 107 5.68 9'28'08"
Cl29 276.87 1198.00 13°
14'30"
C 130 65.35 111 7 .25 3
°
21 '04"
Cl31
Cl32
Cl33
Cl34
Cl35
Cl36
Cl37
Cl38
Cl39
C140
Cl41
Cl42
266.51 2088.05 7
°
18'4T'
336.48 1233.75 15°37'34"

37.66 952.99

50.45 1177 .00

8.69 698.00
2 °
15'50"
2 °27'20"
0 °
42'49"
395.36 1293.75 17°
30'32''
132.55 698.00 10°
52'50"

99.85 1496.00 3
°
49'2T'
238.73 53.00 258'04'53"

88.45 2444.00
207.59 1556.00
130.15 758.00
2'04'25"
7 °
38'38"
9 °
50'15"

CURVE DATA

CURVE LENGTH RADIUS DELTA
C21
C22
C23
C24
C25
C26
C27
C28
C29
C30
C31
C32
C33
C34
C36
C37
C38
C39
C40
C41

22.62 200.00 6
°
28'52"

13.62 200.00 3
°
54'03"

50.83 953.00 3
°
03'21"

50.41 953.00 3
°
01 '51"

66.75 953.00 4
°
00'47"

90.36 26.83

25.46 52.00 99°
33'58"

52.00 29°
33'4 l"

50.00 29° 1 O' 1 5"

50.09 1057.25 2
°
42'52"

50.09 1057.25 2
°
42'53"

38.85 1057.25 2
°06'19"
11 .43 1531.75 0
°
25'39"

50.23 1531.75 1
°
52'45"

50.10 1531.75 1
°
52'27"

50.00 1531.75 1
°
52'13"

50.03 1531.75 1
°
52'17"

17.06 1531.75 0
°
38'18"

33.00 939.00 2
°
00'49"

50.01 939.00 3
°03'05"

50.08 939.00 3
°
03'20"

CURVE DATA

CURVE LENGTH RADIUS DELTA
C82
C83
C84
CBS
C86
C87
CBB
C89
C90
C91
C92
C93
C94
C95
C96
C97
C98
C99
ClOO
ClOl
172.68 728.00 13°
35'24"

52.79 758.00 3
°
59'25"

53.03 758.00 4
°
00'31"

24.33 758.00 1
°
50'20"

28.71 1556.00 1
°
03'26"
138.69 1526.00 5
°
12'26"

53.15 1556.00 1
°
57'25"

53.32 1556.00 1
°
57'48"

53.55 1556.00 1
°
58' 18"

18.86 1556.00 0'47'40"

34.87 2444.00 0'49'03"

53.58 2444.00 1
°
15'22"

64.90 1526.00 2
°
26'12"

89.25 2474.00 2
°
04'01"

90.05 2504.00 2
°03'38"

99.85 1496.00 3
°49'27"
123.86 698.00 10'10'01"

49.80 1233.75 2
°
18'46"

50.04 1233.75 2
°19'26"

50.15 1233.75 2
°
19'45"

CURVE DATA

CURVE LENGTH RADIUS DELTA
Cl43
Cl44
C145
Cl46
Cl47
Cl48
Cl49
Cl50
Cl51
C152
C153
130.55 1177.00 6
°
21'18"
181.80 2088.05 4
°
59'19"
117.19 52.00 129°
07'39"
139 .03 l 057.25 7
°
32'04"
164.37 I 117.25 8
°
25'45"
267.97 1471.75 10°
25'55"
278.89 1531.75 10°
25'55"
147 .50 939 .00 9
°
00'00''
180.09 999.00 10°
19'43"

18.29 1496.00 0
°
42'02''
521.35 1232.00 24°
14'46"
Cl54 36.24 200.00 10°
22'55"
Cl55 205.64 953.00 12°
21'49"
Cl56
Cl57
Cl58
Cl59
C160
Cl61
Cl62
582.01 2118.05 15°
44'39"

8.74 720.00

8.82 620.00

15.28 2088.05

9.25 650.00
203.59 1526.00

11.51 1263.75
0 °
47'44"
0 °48'56"
0 °
25'09"
0 °48'56"
7 °
38'38"
0 °
31'18"

CURVE DATA

CURVE LENGTH RADIUS DELTA
C42
C43
C44
C45
C46
C47
C48
C49
C50
C51
C52
C53
C54
C55
C56
C57
C58
C59
C60
C61

14.42 939.00 0
°
52'47"

23.84 50.00 27°
18'51"

19.00 52.00 20°
56'10"

50.03 1531.75 1
°
52'16"

64. 1 1 720.00 5
°
06'05"

59.24 999.00 3
°
23'52"

53.46 999.00 3
°
03'57"
207.75 969.00 12°
17'02"

53.91 999.00 3
°
05'32"

13.47 999.00 0
°
46'21"
273.43 1501.75 10°
25'55"

41.77 1471.75 1
°
37'33"

54.86 1471.75 2
°
08'09"

54.54 1471.75 2
°
07'23"

54.29 1471.75 2
°
06'49"

54.12 1471.75 2
°
06'25"

8.39 1471.75 0
°
19'36"

45.71 1117.25 2
°
20'40"
203.99 1087.25 10°
44'59"

53.31 1117.25 2
°
44'02"

CURVE DATA

CURVE LENGTH RADIUS DELTA
Cl02
Cl03
Cl04
CI05
Cl06
Cl07
Cl08
CI09
CllO
Cll2
Cll3
Cll4
Cll5
Cll6
Cll7
Cll8
Cll9
Cl20
Cl21
Cl22

50.36 1233.75 2
°
20'19"

74.14 1233.75 3
°
26'34"

61. 99 1233.75 2
°
52'44"

49.42 2088.05 1
°
21 '22"

50.23 2088.05 1
°22'42"

50.36 2088.05 1
°
22'55"

50.52 2088.05 1
°
23'10"

50.71 2088.05 1
°
23'29"

26.80 1075.68 1
°
25'38"

50.59 1075.68 2
°
41 '42"

50.29 1075.68 2
°
40'43"

50.09 1075.68 2
°
40'05"
308.68 2118.05 8
°
21 '01"
172.89 1045.68 9
°
28'23"
168.01 1015.68 9
°
28'39"
531.30 2148.05 14°
10'18"

23.54 50.00 26°
58'15"

20.27 52.00 22°
20'05"

34.07 50.00 39°
02'26"

15.26 53.00 16°
29'30"

CURVE DATA

CURVE LENGTH RADIUS DELTA
Cl63
Cl64

9.68 680.00 0
°
48'56"

34.07 50.00 39°
02'26"

RADIAL LINE TABLE RADIAL LINE TABLE

RADIAL DIRECTION RADIAL DIRECTION
Rl Sl8° 17' 48"E R21 S84° 14' 49"E
R2 N2° 57' 46"W R22 S9° 48' 38"E
R3 S5° 57' 23"W R23 N86° 07' 32"W
R4 S44° 49' 26"E R24 N3° 36' 08"W
R5 N24° 46' 32"W R25 N89° 43' 53"W
R6 S25° 36' 39"E R26 S60° 1 0' 12"E
R7 S79° 13' l 7''W R27 S89° 20' 26"E
R8 S83° 20' 51"W R28 S87° 56' 41 ''W
R9 586° 07' 48"W R29 585° 13' 48'W
Rl0 588° 27' 29"W R30 N4° 49' 35"W
Rl l N89° 12' 59"W R31 S88° 26' 44"E
Rl2 N86° 53' 22"W R32 S88° 12' l l'W
Rl3 N84° 33' 27"W R33 S85° 28' 08'W
Rl4 N82° 12' 59"W R34 N83° 27' 07''E
Rl5 N79° 03' 44"E R35 N83° 33' l 0"E
Rl6 N86° 16' 26"W R36 N85° 25' 55"E
Rl7 N79° 47' 49''W R37 577° 29' 26"E
Rl8 N75° 53' 48"W R38 S79° 51' 44"E
Rl9 578° 09' 38"E R39 N87° 18' 22"E
R20 5a1° 12· S9"E R40 N85° 33' 32"E

RADIAL LINE TABLE RADIAL LINE TABLE

RADIAL DIRECTION RADIAL DIRECTION
R8l 57° 37' 06"E RlOl N90° 00' 00"E
R82 N3° 37' 42"W R102 Nl0° 41'34"W
R83 50°
22' 49"W Rl03 510°
41' l9"E
R84 N3° 16' 35"E Rl04 510° 41' 03"E
R85 52° 13' 09"W Rl05 N76° 31' 57'W
R86 51°
30' l9"W Rl06 S13° 21' 39"E
R87 55° 14' 0l"W Rl07 Nl 6
° 02' 22"W
R88 57° 11' 48"W R108 S 18° 44' 04"E
R89 S9° 10' 0l'W Rl09 N 18° 55' 37''W
R90 N9° 02' 44"E Rl 10 N l 7° 32' 08"W
R9l N9° 51' 47"E Rll l S 16° 08' 57"E
R92 59°
09' 44"W Rl 12 N 14° 46' 03"W
R93 S7°
25' 35"W Rl 13 Nl3°
23'2l"W
R94 S6°02' 36"W Rl 14 S5° 10' 29"E
R95 N90° 00' 00"W Rl 15 N32° 08' 44"W
R96 N55° 57' 2l"W Rl 16 N6° 29' 48"W
R97 N50° 57' 34"W Rl 17 N4° 50' 08"W
R98 N75° 40' 24"E Rl 18 S89° 47' 47"E
R99 S67° 27' 03"W Rl 19 S89° 41' 33'W
RlO0 N50° 57' 34"E Rl20 S7° 47' 22''W

RADIAL LINE TABLE

RADIAL DIRECTION
R41 N87
°
40' 21 "E
R42 N89
°
10' 38"E
R43 N89
°
47' 44"E
R44 S88° 04' 07"E
R45 N87
°
12' 55"W
R46 S88° 57' 08"E
R47 S87° 04' 51 "E
R48 N73
° 45' 07''W
R49 N83
°
07' 29"E
RS0 N86
°
37' 36"E
RSl N88
°
27' 23"W
R52 S88° 29' 33"W
R53 585° 26' l 3"W
R54 S84° 33' 26"W
RSS 557° 14' 35"W
R56 N78
°
1 0' 45"E
R57 N83
°
13' 44"E
R58 Sl 9
° 37' OO"E
R59 N89
°
31' 24"E
R60 N88
°
00' 1 7''W

RADIAL LINE TABLE

RADIAL DIRECTION
R121 S 1 6
° 46' 46"E
Rl23 520° 09' 42"E
Rl24 514° 30' 55"E
Rl25 522° 15' 46"E
Rl26 5 l 9° 48' 27"E
Rl27 S87° 03' Sl"W
Rl28 S87° 04' 03"W
Rl29 S80° 12'01"W
Rl30 sa1° 16' 24"W
Rl31 N73
°
54' 25"W
Rl32 S88° 23' 56"E
Rl33 S88° 15' 36"E
Rl34 S87° 05' 56"E
Rl35 N4°
50' 08"W
Rl36 N 19
° 20' 47'W
Rl38 S25° 46' 45"E
Rl39 N73
°
59' 01 "E
Rl40 Sl 1
° 22' 15"E
R141 S l 6
° 46' 46"E
Rl42 S87° 03' 38"W

RADIAL LINE TABLE

RADIAL DIRECTION
R61 S86
°
34' 38"E
R62 S87
°
32' 36"E
R63 N87
°
57' 55"E
R64 S85
°
44' 1 7"W
R65 N83
°
31' 06"E
R66 N81
° 18' ll"E
R67 N79
°
05' 18"E
R68 N9
° 48' 54"W
R69 N 7 5
° 54' 50"E
R70 Nl0
°
59' 46"W
R7l N 7 5
°
44' 00"E
R72 N 12
°
02' 00"W
R73 N78
°
36' 44"E
R74 5a2
°
03· 1 a"w
R75 N84
° 23' 37"E
R76 N86
°
43' 22"E
R77 N89
°
02' 48"E
R78 58
°
39' 4l"E
R79 588
°
38' 26"E
R80 N88
°
19' l8"W

RADIAL LINE TABLE

RADIAL DIRECTION
Rl43 54
° 02' 57"E
Rl45 N86
°
26' 34"W
I TSM 5592
RIVER RUN RANCH PHASE 8, 9 & 10
BEING A DIVISION OF A PORTION OF LOTS 6, 7, 11, 12, AND 13 OF RIVER RUN RANCH LARGE LOT SUBDIVISION MAP, RECORDED IN BOOK 39 OF MAPS AT PAGE 11 OF OFFICIAL RECORDS AND ALSO, A PORTION OFF ALL OF PARCEL l AND A PORTION OF PARCEL 2 PER GRANT DEED RECORDED AS INSTRUMENT NO. 2024-0029504 OF OFFICIAL RECORDS LOCATED IN THE SOUTHEAST QUARTER OF SECTION 22, TOWNSHIP 18 SOUTH, RANGE 25 EAST, MOUNT DIABLO MERIDIAN, IN THE CITY OF VISALIA, COUNTY OF TULARE, STATE OF CALIFORNIA. 1/BLS
Borum
www.borumlandsurveying.com
Land Surveying Inc.
1445 W, Grand Ave. Ste. C
Grover Beach, Ca 93433
SHEET 5 OFS
359
360
361
RESOLUTION NO. 2026-30

RESOLUTION INITIATING PROCEEDINGS
FOR ANNEXATION TO ASSESSMENT DISTRICT NO. 25-03
River Run Ranch Phases 6-10
(Pursuant to Landscape and Lighting Act of 1972)
NOW THEREFORE BE IT RESOLVED AS FOLLOWS:

1. The City Council proposes to annex to an assessment district pursuant to the Landscaping & Lighting act of 1972 (section 22500 and following, Streets & Highways Code) for the purpose of the following improvements:

Maintenance of street trees, landscaping, local streets, street lights, block walls, and any other applicable equipment or improvements.

2. The district, including the annexation, shall continue with the designation established with the initial formation, which is “Assessment District No. 25-03, City of Visalia, Tulare County California, and shall include the land shown on the map designated “Assessment Diagram, Assessment District No. 25-03, City of Visalia, Tulare County, California”, which is on file with the City Clerk and is herby approved and known as “River Run Ranch Phases 6-10.”