Dear Attorney General Bonta and Secretary Weber,

I write to request your immediate intervention, as California’s chief law enforcement officer, to resolve an unprecedented breakdown of constitutional governance and the rule of law within the City of Avenal.

To uphold the integrity of our democratic process, restore municipal order and prevent further potentially illegal expenditure of public funds, I request that your office immediately use your authority to remove these individuals.

This matter is most urgent as it is foundational to our democracy.

In January 2025, your offices’ decisive intervention in Orosi compelled the defeated officeholders to comply with certified election results and restored lawful governance. Nothing less is warranted here.

Following the certification of the April 28, 2026 Special Recall Election, four recalled members of the Avenal City Council are refusing to vacate their offices, openly defying the will of the voters, ignoring the cease-and-desist order from the Kings County District Attorney and a ruling by the California Court of Appeal.

On April 28, 2026, approximately 80% of participating voters in Avenal voted to recall four of the five councilmembers. The city’s subsequent legal effort to invalidate the election was rejected on May 13, 2026, by the Fifth District Court of Appeal, validating the recall election and clearing the way for the Kings County Elections Office to officially certify the results.

Despite these legal actions, the four recalled council members continue to occupy the dais, hold self-sanctioned council meetings and conduct city business, including the expenditure of public funds.

This is no longer a localized political dispute; it is a profound threat to the legal fabric of our state’s election systems. It erodes public trust. The reality on the ground has escalated past local remedy. The local police authority answers to a city administration currently shielding the recalled members, leaving county election and law enforcement officials at an absolute standstill.

The ongoing, unlawful occupation of the Avenal City Council dais by Alvaro Preciado, Leticia Gamez, David Reynosa and Pablo Hernández represents a textbook case for the execution of the authority given to the Office of the Attorney General.

The people of Avenal deserve a government that respects the law and the ballot box.

I urge you to act swiftly to remove these individuals from office. Further delay will only deny the people of Avenal their right to a representative republic.

Thank you for your prompt attention to this urgent matter of public interest.

Sincerely,

ALEXANDRA M. MACEDO

Assemblywoman, 33^rd District

The post Assemblywoman Macedo Demands Immediate Enforcement of City of Avenal Recall Election Results appeared first on Valley Voice.

Bringhurst will tell some of these stories from the book and sign copies during the Downtown First Friday Art Walk at the Brandon-Mitchell Gallery, 117 S. Locust, Visalia, at 6 p.m. on Aug. 7.

In September 2026, Visalia Junior College opened its doors to 63 incoming freshman on the Visalia High School campus (now Redwood). High school teachers taught the classes, and college life was much like high school. Bells announced the beginning and ending of classes, and students were given tardy slips if they were late.

The student body adopted the “Tartars” as their school mascot. Sports teams were quickly created along with music and theater programs.

Important in starting the college were two men whose names are now inscribed on Redwood’s auditorium: the L.J. Williams Theatre in the DeWitt Montgomery Auditorium.

But the high school campus was crowded, and Visalia Schools Superintendent Montgomery promised the college its own campus. High School and College Principal Williams found a remote 55-acre plot of land “far out in the country” on the Visalia-Tulare Highway (now Mooney Blvd.) He came under fire for selecting such a “large site so far outside of town.”

In September 1940 the new campus opened, with an administration/classroom building, gym and two industrial arts buildings designed in the “ultra-modern” Art Deco style.

In 1949, the student body chose a new name. Mineral King, Mount Whitney, Kaweah and Sequoia were considered. Students also chose a new mascot, the Giants, which represented the huge redwood trees in Sequoia National Park and the new college name, College of the Sequoias.

That year, Ivan Crookshanks, principal of Visalia High School, was chosen first president/superintendent/of the college, a job he held for a record 35 years.

The book goes on to record the turbulent 60s, unsettling changes in leadership, the addition of campuses in Hanford and Tulare, and many historic photos.

Bringhurst was a long-time history instructor at the college and has written many books, most about Mormonism. He also wrote “Visalia’s Fabulous Fox” about the history of the Visalia Fox Theatre, published when the theater was restored and reopened in 1999.

Those attending the talk can also view the art show on display by the Kings County Art League.

For more information, call the gallery, which is located in the Center for Spiritual Living, 559 625-2441 or go to www.brandonmitchellgallery.com/gallery

The post Celebrating COS’s 100th anniversary August 7 with book signing telling the college’s history appeared first on Valley Voice.

Planning Commission OK’s Changes at Mall Property

That possible pathway became more clear this week when the Visalia Planning Commission approved a change to parcel divisions at the 13.6-acre commercial property on the northwest corner of Mooney Boulevard and Caldwell Avenue. The move came at the request of the mall’s Tustin-based owners Paynter Realty and Investments, which is quietly pursuing the “de-malling” of the Sequoia Mall and has been since 2023, according to the online real estate marketplace Crexi.com.

While the commission approved Paynter’s request unanimously at its July 13 meeting, it was without knowledge of why the property owners asked for the changes or what they plan to do with the parcels. This is standard behavior for property development. All the city has to know is a plan complies with city standards.

“We wait and see like the rest of you,” said Josh Dan, senior city planner at Visalia City Hall. “Usually, they don’t like to disclose the type of business.”

The changes are a redrawing parcel of lines to redivide the western portion of the property into four portions. One of those is small, just 0.3 acres, has odd borders, and has Dan scratching his head.

“They have not alluded to what that may be in the future,” he said. “It’s a weird shape. I’m befuddled.”

Developers, Dan said, are often tight-lipped about their plans, seeking to protect deals in progress and to manage the public’s expectations. Despite City Hall’s being in the dark, Dan sees the changes as a sure sign of upcoming development at the Sequoia Mall.

“Whatever their plan for the future is, somehow these parcel lines make sense,” he said. “They’re setting up for their next steps.”

Payner Realty’s executive vice president Jim Sanders, however, gave the public a rare insight into the developers’ operations. He said the way the property has been reapportioned will let the company pay for rebuilding of the former location of Longs Drugs at the southwest corner of the property.

“We’re under construction with the drug store building to bring in Crunch Fitness,” he said. “With that, we wanted to get the parcels corrected so we could finance that parcel.”

It’s part of a long-term plan to turn the property into an open mall. Paynter abandoned the original enclosed design in 2023, and the interior portion of the mall was finally closed that year.

All the current tenets occupy outward facing storefronts, including the recent additions, like Saphora, Sprouts Farmers Market, Barnes and Noble, and Sketchers Warehouse Outlet. Payner is also rebranding the mall as it’s transformed. While many will always remember the property as the Sequoia Mall, officially it’s now the Boulevard at Sequoia.

The Rise, Fall and Rise of Sequoia Mall

The Sequoia Mall was once the favorite shopping location for many Visalians, and it drew a big customer base from surrounding communities, especially in the decade after it opened its doors in 1974. By 2013, when it was purchased by Paynter Realty, the property was listed as “distressed” by the commercial real estate tracker CoStar. The mall was a high-vacancy property – 60% empty storefronts – available at a price far lower than its assessed value. Its price tag was lower than the remaining mortgage on the property, a bargain-priced “short sale” in real estate jargon.

At the time of purchase, the county assessor’s office estimated the property’s value at $17 million. Tustin-based Paynter Realty paid just $10.7 million for the dead mall.

Only it wasn’t quite dead. Not yet. But it certainly was close.

Mervin’s Department Store, the main anchor store at the mall, went belly up in 2008, declaring bankruptcy and closing all its stores across the country, including in Visalia. An exit by Borders Books followed in 2011, with that company also declaring itself bankrupt. Along the way, classic mall shops like Kaybee Toys, Miller’s Outpost, Lerners and Orange Julius also shuttered their Visalia locations.

In 1998, the mall had changed hands for the first time, and it got its first and only interior renovation in 1999, perhaps too little and too late. The mall was sold again in 2003, with the new ownership paying $27.4 million for the property. It went on the market again four years later, and was purchased by the Schottenstein Property Group.

Schottenstein, too, held the property for four years, and during that period the vacancy rate continued to climb. In 2007, Schottenstein sold the mall to Kimco Realty Corporation with an asking price of $30 million. Kimco had little success. Apparently on the brink of foreclosure, the property went on the market again in 2013, getting the attention of Paynter Realty.

By the time Paynter Realty took possession, Sears Department Store was the last remaining major retailer from the mall’s glory days. In 1996, Mann Theaters had moved its Cinema I-II-III from the back of the mall’s parking lot to its interior and expanded to a six-screen complex inside the mall next to the Ross Department Store (another major anchor retailer that would eventually abandon the location). But the theater stayed, purchased by Signature Theaters in 2002 and by the Regal Entertainment Group in 2004, and expanded to 12 screens.

But the decline wasn’t quite over yet. Transformco, the owner of Sears and Kmart stores, was also in financial trouble by the late 2010s. Transformco eventually threw in the towel, selling 96 of its less viable retail locations, including those in Visalia. Liquidation of the Sears stock began in 2019, and by February, the store’s 80-year run in Visalia was over and done.

Fortunately, Paynter Realty saw the writing on the wall and purchased the Sears property, which was divided from the rest of the mall property, in 2018.

Where There’s Life, There’s Hope

Even through the period of its deepening decline, the mall was still attractive to certain retailers. In 2011, Hobby Lobby, despite ownership’s concerns about meeting California regulations, took over the former Mervin’s spot. It was the first location for the crafting goods store in the state, and, according to multiple online sources, the Visalia store broke company sales records.

There was also another major retailer still doing business at the mall, at least technically. In 1995, Marshall’s Department Store and Bed, Bath and Beyond opened in the Tower Plaza, an adjoining property integrated into the mall’s overall scheme and also owned by Paynter Realty. While Bed, Bath and Beyond has since shuttered, Marshall’s remains.

Marshall’s, Hobby Lobby and the Regal Cinema were the last three big boxes standing.

Yet Sanders said the company was still certain about the potential of the mall property and remains confident. But that doesn’t mean they’re ready to show their hand, though Sanders is definitely upbeat about the property’s future.

“I’m not trying to promote anything until it’s time to promote it,” he said. “There’s a lot of neat things to talk about in terms of what’s happened so far. The real estate has proven its worth. The first rule is ‘location, location, location,’ and it’s proven that with Sprouts and Borders.”

What’s Coming Next for Sequoia?

Now, 13 years after Paynter took ownership and three years after the decision to reorganize as the Boulevard at Sequoia, the once dead mall is rising back to its feet, and it could be that the revitalization is just getting into full swing. The addition of Sprouts in the former Sears space, the opening of a Barnes and Noble bookstore in the same storefront where Borders Books once operated, and the arrival of big brand names like Nordstrom’s and Sketchers all seem to herald better days ahead.

But Sanders still won’t say what other plans might be in the works.

“What you see is what we’re doing,” he said. “It’s a real success story, and now we’re bringing Crunch Fitness. And now Sierra TGX. This is only their second location in California.”

Sierra offers a wide variety of outdoor and sporting goods at what it promises are lower prices than other outlets offer. Sanders describes it as “a discount version of REI or one of those outdoor sporting goods companies.”

“They have not done a ton of marketing there,” he said. “It’s fully open and worth a visit.”

The sales pitch for the Boulevard at Sequoia listed by Crexi promises new building construction and a “state-of-the-art cinema” to come in the near future. What other retailers and changes the future holds not even the people at Paynter Realty know for sure.

“Everyone I talk to says that it was the mall. We’re trying to figure it out,” Sanders said. “It’s a strong intersection for the trade area.”

The company, he said, has an affinity for the area and is fully committed to the ongoing project.

“We love Visalia and really care about the community,” Sanders said.

And he let slip one more secret. There is no plan yet for the small, oddly shaped parcel next to the Shady Lane entrance and in front of the future home of Crunch Fitness.

“It’s for a drive-thru,” Sanders said. “We aren’t planning anything right now. It’s just for the future so we’re ready to roll if something comes along.”

The post Visalia’s shopping mall that wouldn’t die appeared first on Valley Voice.

Judges looked at articles written and submitted by California news outlets and evaluated them on criteria that varied by category — including categories for writing, photography, and commentary — with entries separated based on each outlet’s size.

The Voice competed in Division 7, covering weekly newspapers with a print circulation of 4,300 or less and/or outlets with 199,000 or less monthly unique visitors online. Voice writers received three awards:

• Dave Adalian received first place in the Health Reporting category for his coverage of a Kaweah Health whistleblower who said he was fired for revealing the truth about what led to a 60-year-old patient’s death, and the aftermath from that, including a lawsuit by the patient’s family against Kaweah Health and the potential loss of nursing licenses for the two nurses involved;
• Catherine Doe and Tony Maldonado were awarded third place in the Coverage of Local Government category for a package of coverage surrounding the Tulare County Board of Supeervisors having to take over the Tulare Public Cemetery district, including video and coverage of a ten-second meeting at the cemetery district office in May 2025 that prompted the take over by the Supervisors.
• Dave Adalian was awarded fourth place in In-Depth Reporting for his coverage of Springville residents’ troubles with their water utility company, Del Oro Water.

“Every year our small but fierce team is recognized with multiple awards from CNPA. But its not the awards that matter, said Catherine Doe, editor of the Valley Voice. What matters is that those in power know we are watching and that we will report the truth so the public can make informed decisions and be an informed electorate.”

Other local outlets received awards:

• The Visalia Times-Delta received three third place awards for Feature Photo, Feature Story, and Social Justice & Civic Engagement; one fourth place award for Feature Story; and two fifth place awards for Artistic Photo and Coverage of Business and the Economy.
• The Sun-Gazette received three first place awards in Audience/Community Engagement, Excellence in Collaborations and Partnerships, and Labor Reporting; four second place awards in Agricultural Reporting, Columns, Community Focus, and Public Service Journalism; two third place awards in Enterprise News Story or Series and Social Justice & Civic Engagement; one fourth place award in Transportation Reporting; and two fifth place awards for Coverage of Business and the Economy and Food Writing/Reporting
• The Mid Valley Times received two first place awards in Coverage of Local Government and Profile Story; three second place awards in Religion/Faith Writing, Sports Feature Story, and Transportation Reporting; two third place awards in Agricultural Reporting and Immigration Reporting; two fourth place awards in Coverage of Business and the Economy and Coverage of Youth and Education; and one fifth place award in Feature Story.
• The Collegian at Fresno State received one first place award for Sports Action Photo; two second place awards for News Photo and Writing; one third place award for Online General Excellence; one fourth place award for General Excellence; and one fifth place award for Coverage of Student Government/Campus Administration.

The post Valley Voice, local publications honored at California Journalism Awards appeared first on Valley Voice.

• District 2 (Short-Term): Two-Year Term
• District 3: Four-Year Term
• District 5: Four-Year Term

The post Sierra View Local Health Care District Board of Directors nomination period now open for November 3 election appeared first on Valley Voice.

To use the new technology, travelers can visit app.metropolis.io, download the Metropolis app, or scan a QR code at any parking lot entrance to register your phone number, license plate and payment method. Once registered, the system recognizes the vehicle on arrival and departure, applies payment automatically, and sends a digital receipt.

The partnership builds on an existing relationship between the two companies: SP+, a Metropolis company, has operated parking at FAT for decades. The transition to Metropolis’ platform brings a fully modern, experience to the airport’s travelers while giving the City of Fresno greater visibility into parking demand and operations.

The launch comes during a period of record growth and investment at FAT. The airport welcomed more than 2.7 million passengers in 2025, a record year, and was recently named one of the Top 10 Best Small Airports in the United States by USA Today’s 10 Best Readers’ Choice Awards. In December 2025, Fresno completed FATforward, the largest modernization project in its history, adding a new concourse, an expanded international arrivals facility, and a new multi-level parking garage. The Metropolis partnership extends that modernization to the curb, positioning FAT among the most forward-looking airports in California.

“We are excited to introduce this new technology as we head into the busy summer travel season,” said Fresno City Manager Georgeanne White.  “Metropolis’ platform brings a fully modern parking experience to our travelers while giving Fresno Yosemite International Airport greater visibility into parking demand and operations. As the Airport continues to experience record growth and deliver major improvements through our FATforward modernization program, this partnership ensures that innovation extends all the way to the curb.”

“As a California-based company, bringing our platform to Fresno Yosemite International Airport is a milestone we’re especially proud of, and it deepens our roots across our home state and cements our presence in the heart of the Central Valley,” said Rob Mitchell, Vice President of Aviation at Metropolis. “By bringing our platform to all of FAT’s lots, we’re removing the friction of parking and replacing it with a simple, modern experience that gives travelers back their time, while helping the airport run more efficiently as it continues to grow.”

“At Fresno Yosemite International Airport, we are committed to delivering a modern, world-class experience for the travelers of California’s Central Valley, and that begins the moment they arrive,” said Francisco Partida, Interim Director of Aviation. “Coming off the largest expansion in our history, this partnership with Metropolis lets us give passengers a faster, simpler way to park. It reflects our broader commitment to innovation and to making FAT one of the most convenient and forward-thinking airports in the state.”

FAT joins a growing network of airports across the country, from El Paso to Hawaii’s Big Island, that have adopted Metropolis’ seamless drive-in, drive-out technology since its airport debut at San Antonio International Airport in 2025. This announcement follows the successful launch at Sonoma County Airport earlier this month. Metropolis runs world-class operations at approximately 75 airports nationwide and continues to expand its end-to-end airport mobility platform, which spans parking, reservations, baggage services, and more.

Cash payments will continue to be accepted.  Similar to the current main lot and parking garage cash payment process, a designated lane will be available for cash transactions. Authorized personnel will remain on-site to help and ensure a smooth payment process.

The post Fresno airport partners with Metropolis for effortless parking experiences appeared first on Valley Voice.

Effective July 1, 2026, Code Enforcement has transitioned from the Fire Department to the Planning & Engineering Department. Business Licensing has transitioned from Finance to Planning & Engineering. Water Meter Operations has transitioned from Finance to the Water Division in the Public Works Department, and Information Technology (I.T.) has transitioned from Finance to the Administrative Services Department. The required meet and confer process has been completed, and the affected bargaining units support these organizational changes.

These changes are part of the City’s ongoing commitment to organizational excellence and its High-Performance Organization initiative, which emphasizes continuous improvement, collaboration, innovation, accountability, and exceptional public service.

“Great organizations never stop looking for ways to improve,” said City Manager Richard Tree. “Our responsibility is to continually evaluate how we deliver services, remove barriers between departments, and organize our teams in a way that provides the greatest value to the people we serve.”

The realignment creates stronger connections between related services, improves communication and coordination amongst departments, and positions the organization to respond more efficiently to the needs of the community. Bringing Code Enforcement and Business Licensing together within Planning & Engineering creates a more integrated approach to development services. Aligning Water Meter Operations with the Water Division improves coordination of utility services, while relocating Information Technology recognizes the increasingly enterprise-wide role that technology plays in supporting every City department.

“Our goal is not simply to move divisions on an organizational chart,” Tree added. “Our goal is to build a culture of continuous improvement where every decision is focused on delivering better service, strengthening our organization, and creating a better experience for our residents, businesses, and employees.”

As Porterville continues to grow, the City remains committed to evaluating its operations, embracing innovation, and investing in improvements that enhance the quality and efficiency of public services. Every improvement we make today is another step toward building the high-performing organization or community deserves.

The post City of Porterville announces organizational realignment to advance organizational excellence appeared first on Valley Voice.

According to Assistant City Manager Thomas Gaffery, the shelter will cost the city about $7.3 million, while the remainder of the costs are covered through a combination of county, state, and federal sources. The shelter held its ribbon-cutting ceremony on July 10, 2026, though guests aren’t expected to move in until the tentative opening date of July 27, 2026.

“Tulare First”

During the ribbon cutting on July 10, City Manager Marc Mondell made it clear that the new emergency shelter will be following a “Tulare First” policy. In other words, the shelter will only be serving unhoused people that have ties to the city of Tulare.

To ensure this policy is followed, all potential guests go through a screening process in collaboration with Tulare PD’s Halo Team specialty unit. This partnership helps the shelter verify a person’s ties to the city of Tulare through the acquisition of personal information such as last known addresses, background checks, and other forms of documentation.

The shelter’s first guests will be those living at Tulare’s temporary homeless encampment that opened in 2023.

The encampment made up of city provided tents has been a marker of growing concern for some Tulare residents, who cite issues with sanitation, safety, and the prolonged presence of an encampment that was never designed to last for multiple years.

Former Tulare Mayor Terry Sayre cited construction delays as the reason for the wait, but assured the encampment will no longer exist after the tentative move-in day on July 27.

“It will be dismantled,” Sayre said. “Our goal is to get them permanently housed.”

The unhoused population at the encampment is aware of this upcoming change and has been given the opportunity to tour the new shelter as part of the transition process.

Tulare Cares Project Manager Brittney Dias stated that although the new shelter can accommodate up to 400 people if needed, current capacity stands at 200, with only 97 guests initially moving in from the encampment and an additional 50 beds reserved for referrals through the Kings View nonprofit organization.

Kings View is a behavioral health organization that provides mental health, substance abuse treatment, and social services.

Prospective guests unable to verify ties to the city of Tulare will be referred to other organizations such as Kings View, the Lighthouse, The Visalia Navigation Center, the Good Samaritan, and Salt & Light.

Three Phase Model

Tulare’s emergency shelter takes a novel approach in design and function built around a three-phase model intended to transition unhoused off the streets and into permanent housing.

According to Renee Soto, Tulare Cares Homeless Shelter Board Chair, the three-phase model arose from discussions among city council members. The model was designed with the intention of preparing guests for permanent housing by giving them tools to mitigate the chance of relapse or a return to homelessness.

“Ultimately the goal is to be housed,” Soto said. “But housed with the tools they need to succeed when they are housed.”

At the center of the Tulare Cares three-phase model is the main shelter structure that resembles an airplane hangar with tall ceilings, air conditioning, and industrial ventilation. The majority of  the guests will be living here.

The structure is divided into three large sections, each distinct from the others in bed count, privacy level, and amenities. Together, they form a progression system designed to advance guests toward the goal of finding and keeping permanent housing.

Phase A: Entry

The first phase of the model is a large, barracks-style dormitory with approximately 87 beds. This section of the shelter structure is split in half — women on one side, men on the other with access to secure storage. Privacy is minimal while staff assess for individual needs or behavioral concerns.

During this phase, guests begin acclimating to a more structured environment, are connected with a navigator, and start the process of obtaining any missing documentation, such as a birth certificate, ID, or Social Security card. According to Tulare Cares Operations Manager, Brittney Dias, acquiring this documentation can take up to a month.

“You’re just getting started. That’s gonna be your phase A,” Dias said. “We’re gonna try to get you familiar with structure and familiar with starting to take responsibility for your own actions.”

Phase B: Participation

After guests have acclimated to the structure and made progress in case management, they are given the opportunity to progress into B phase and move into the next section of the shelter structure. This phase holds 64 beds, with partitions providing semi-private living conditions. Along with more privacy, guests are also given opportunities to take on responsibilities through volunteering on the shelter grounds.

At this stage, staff can work with guests to help them find part-time or full-time paid work. Guests can also take classes on subjects such as art or managing bills, or attend AA/NA meetings and can earn what the facility calls “Care Bucks” — a form of on-site currency that can be used to purchase items such as clothes, laundry soap, dog food, blankets and hygiene products. The currency system is designed as an incentive to further acclimate guests to increased structure and responsibility.

Phase C: Recovery

The final phase of the model involves guests moving into the last section of the shelter, which contains 24 private rooms with two beds per room. This phase houses guests who are document-ready and either volunteering or earning income while they await a housing opportunity outside the facility. During this phase, guests continue to meet with case management and work with navigators. It is the final stop in the Tulare Cares three-phase model before guests ultimately leave the facility for permanent housing.

Most guests prefer to be in the private rooms. However, Dias emphasized that this phase of the model is only a temporary stop designed to help guests adjust to being in a home structure before they find a unit of their own outside of the facility.

“We’re trying to get [guests] familiar with being in a home structure, so that when you get into your own unit that you don’t get overwhelmed and feel like you’re on your own.”

The Rest of the Campus

The shelter structure is the heart of the facility where the majority of the living and work will be done. However, there are more than two dozen other buildings at the facility, serving a variety of functions meant to support guests while they progress through the phases.

North of the shelter structure is a collection of 16 modular two-room units. Each of these units has two beds per room and has a total of 32 rooms, adding an additional 64 beds to the shelter. Among these units are also spaces designed to accommodate guests with disabilities or limited mobility. More notably, these units are capable of combining with an adjacent unit to form a suite, an ideal living arrangement for guests with families or children.

“Families are different from individuals,” Soto said. “So we will be implementing a program specifically for them.”

South of the shelter structure is the second largest building at the facility where the classroom and laundromat are located. This is also the building where the food pantry is located, and where guests receive two meals per day. Dias said the number was intentional — receiving more than two meals would disqualify guests from continuing to receive food stamp assistance.

Another structure southeast of the facility is a small shipping container dubbed “The Hot Room”. According to staff, it acts as a staging area for guests’ belongings when they first enter the emergency shelter. The hot room takes advantage of the Central Valley heat and reaches temperatures upwards of 120 degrees fahrenheit and serves as a natural sanitization space that kills pests like bed bugs.

Other notable buildings and accommodations around the facility include a large space for dog kennels, a garden area, a small basketball court, a large shipping container with extra clothes, an office space for staff, and four modular buildings with multiple restrooms and showers.

It Takes a Village

A facility the size of Tulare Cares would not be operational without a robust team of dedicated staff working to keep it running. According to Dias, the emergency shelter will be fully staffed 24/7 seven days a week and will have security around the clock.

A total of 22 staff members will be serving guests at the shelter. The team consists of staff leads, admin, a food coordinator, and twelve part-time staff, most of whom were previously unhoused. The facility will also have a team of volunteers to help support daily operations.

One of the key roles is a team of four navigators hired to facilitate case management. Navigators will assist guests with individualized needs such as documentation, application support, networking, health benefits, and permanent housing placement.

“They will be right next to you the whole time working you through the systems,” Soto said.

Many of the staff operating the shelter were previously unhoused at the encampment two blocks away and have been provided positions through the Lighthouse Rescue Mission.

“Over the last couple of years, the individuals in the encampment who have stepped up to volunteer and worked with [Dias] rose to the top by nature and started serving and volunteering today,” Soto said.

One of these individuals is Mauricio Ramirez, a full-time lead for Tulare Cares. Ramirez was homeless for three years in Tulare and began his journey toward stability while volunteering at the encampment. He said leadership saw potential in him and gave him growing responsibilities over the years, which has culminated in full-time work at the new emergency shelter.

“It’s been a blessing,” Ramirez explained. “Rarely do you get this kind of opportunity.”

The journey that Ramirez has taken to achieve stability and permanent housing is a testament to the years of outreach, support, and relationship building done by the city and nonprofit organizations.

“That’s the story of Tulare Cares,” Soto explained. “No one is new to this. In the last 20 years it’s been a coming together of the homeless community and the city.”

The post Tulare Cares Emergency Shelter – a novel approach in design and function appeared first on Valley Voice.

The first annual Elderberry Festival is a fun and free community event. The event welcomes people of all ages to come out to enjoy the morning while learning about ‘s , a magnificent California native plant which provides, food, medicine, and building material. The elderberry has been used by California indigenous peoples for millennia and continues to be used to this day. Elderberries are used by peoples around the world.

The Elderberry Festival includes free activities, cultural demonstrations, and free snacks and beverages. You can choose from arts and craft activities, observing the creation of  clapsticks, listening to a teen drum circle group, and or taking pictures in garden or photobooths. The gardens are within a City of Porterville public park along the Tule River just west of Jaye Street. Enter the park’s parking lot at the south bank of the Tule River directly across Jaye Street from Harbor Freight. This is north of the Jaye Street and Springville Drive intersection.

The Native Star Foundation is providing the clapstick workshop demonstration and bringing their teen drum circle. Clapsticks are a traditional Yokut percussion instrument made from elderberry sticks. The Tule River Parkway garden adopters are assisting with the event. Come and try your hand at rock painting, making paper poppies, blow art, spin art, have your face painted, and sit in the shade to color elderberry design pages. There are displays of elderberry products and foods made from elderberry.

The event starts at 9am with an opening and drum circle performance to welcome visitors to the event. At 10:00am there is a docent lead elderberry plant walk available. Special guests have been invited to perform at 11. At 11:45 there is a closing ceremony. Throughout the three hours visitors can try their hand at a variety of arts and crafts stations and demonstrations or enjoy a shady snack area.

Elderberries grow on every continent except Antarctica and have been used and consumed for through the millennia by the peoples living around the world. They are small, dark berries which grow on tall shrubs in clusters. Elderberry shrubs act as a keystone habitat, providing crucial food and shelter for a wide variety of wildlife. From insects feeding on pollen to mammals browsing the foliage, the entire plant is utilized in distinct ways by different animals.

The event is sponsored by Porterville Kiwanis, Vesper Mineral King Renewable Energy, Beneficial State Bank, Costco, and Tulare County Heath and Human Services through the Summer Night Lights grant. Contact Cathy Capone at tulerivergarden@gmail.com if you want to help at an event station or want information.

The post The Tule River Parkway Association puts on free community event at the Native Plant Gardens appeared first on Valley Voice.

Three mosquito samples tested positive for West Nile virus. Two were collected in the Dinuba area, and one was collected just outside of Visalia in northern Tulare County.

This marks a later detection of West Nile virus than in most years. At this time, the infection rate remains low compared to the total number of mosquito samples collected and tested by the District. However, the detection confirms that West Nile virus is present in the local mosquito population.

In response, the District will increase surveillance in the detection areas, continue mosquito source elimination efforts, and conduct targeted ultra-low volume adult mosquito treatments where appropriate. These efforts are intended to reduce mosquito populations, limit mosquito breeding, and help delay or disrupt further spread of the virus.

“While this is a relatively low level of virus activity, it is important that we respond early,” said Conlin Reis, General Manager of Delta Mosquito and Vector Control District. “Targeted treatments, increased surveillance, mosquito source elimination, and public prevention efforts all work together to reduce the risk of mosquito-borne disease in our communities.”

Reduce the risk of contracting mosquito-borne diseases such as West Nile virus by following these guidelines:

-Prevent mosquito bites by using an EPA-registered insect repellent when going outside around dawn and dusk, when these mosquitoes are most active. Follow the instructions listed on the EPA-registered insect repellent product label.

-Cover up. Wear long sleeve shirts and long pants when mosquitoes are most active to reduce bites.

-Check window and door screens to prevent mosquitoes from entering your home.

Prevent mosquitoes around your home:

-Inspect yards for standing water sources. Drain water that collects under potted plants, bird baths, tires, and any other water-holding containers.

-Screen the openings of lawn drains.

-Clean and scrub pet dishes and water features weekly.

-Swimming pools, ponds, and fountains require working pumps and regular maintenance. Report neglected swimming pools anonymously to Delta Mosquito and Vector Control District for treatment.

-Request free mosquitofish for backyard ponds, horse troughs, or neglected swimming pools. Free mosquitofish are available at the District office located in Visalia at 1737 W Houston Ave.

West Nile virus is most commonly spread to people through the bite of an infected mosquito. Most people infected with West Nile virus do not develop symptoms, but some may experience fever, headache, body aches, joint pain, vomiting, diarrhea, or rash. In rare cases, the virus can cause serious neurological illness.

Delta Mosquito and Vector Control District will continue mosquito surveillance, testing, mosquito source elimination, and control activities throughout the season.

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