Agenda packet — Hanford City Council, March 15, 2022

March 15, 2022
7:00 PM – Regular Meeting
Council Chambers
400 N. Douty St.

4:00 PM CALL TO ORDER STUDY SESSION AND CLOSED SESSION:

ROLL CALL BY THE CITY CLERK :

PUBLIC COMMENT :

Comments from the public are limited to items listed on the agenda (GC 54954.3a). A maximum of three minutes is allowed for each speaker. Please begin your comments by stating your name and providing your city of residence.

STUDY SESSION :

A. Presentation, by SDI Presence LLC, of the analysis and project management plan fo r implementation of critical systems of Enterprise Resource Planning, Land Management System, Utility Billing and Payroll/HR for the City.

B. Fire: Presentation and Review of the recently completed Guiding Documents for the City of Hanford Fire Department
CLOSED SESSION FOR DISCUSSION OF THE FOLLOWING:

A. CONFERENCE WITH LEGAL COUNSEL-ANTICIPATED LITIGATION (GC 54956.9 (d)(9)):

1. Public entity claim.

Council Members will meet in-person in the Council
Chambers. The meeting will also be lived streamed on the City’s website: http://livestream.hanford.city/

2. Threatened litigation regarding zoning and land use matter.

B. CONFERENCE WITH LABOR NEGOTIATOR (GC 54957.6):

Agency designated representatives: Che Johnson, Mario Cifuentez, Sarah Cardoza, Chris Tavarez, Brenda Garcia.

Employee Organizations: Hanford Professional Firefighters Local 3898, Hanford Service Employees International Unit 521, Hanford Police Of ficers Association, General Employees Management Association, Executive Management Employees Association.

CALL TO ORDER REGULAR SESSION:

ROLL CALL:

INVOCATION:

Pastor Mike Kilcrease
FLAG SALUTE:

CLOSED SESSION ACTION REPORT:

COUNCIL REPORTS/GENERAL REPORTS:

Brief information-only reports from City Council and/or Staff, including committee reports and reports by City Council related to meetings attended at City expenses (AB1234).

REORGANIZATION OF THE CITY COUNCIL SELECTION OF THE MAYOR AND VICE MAYOR:

Reorganization of the City Council - Selection of the Mayor and Vice Mayor RECESS:

PUBLIC COMMENT:

This is the time for citizens to comment on subject matters within the jurisdiction of the Hanford City Council. This is also the public’s opportunity to request an item from the Consent Calendar be pulled for discussion purposes or to comment on any item on the agenda. State law does not allow the Counci l to discuss or take action on issues not on the agenda, except that members of the Council or staff may briefly respond to statements made or questions posed by persons exercising their public testimony rights (Gov. Code sec. 54954.2). A maximum of three minutes is allowed for each speaker. Please begin your comments by stating your name and providing your city of residence.

CONSENT CALENDAR:

Consent Calendar items are considered routine and will be enacted in one motion. There will be no separate discussion of these matters unless a request is made and then the item will be removed from the Consent Calendar to be discussed and voted upon by a separate motion.

A. PROCEDURAL WAIVER: Waive reading in full of resolutions and ordinances and approval and adoption of same by reading title the only.

B. City Clerk: Approval of the Minutes of the August 17, 2021 Meeting C. City Clerk: Approval of the Minutes of the September 7, 2021 Meeting D. Community Development - Housing: Award of Contract Fair Housing Education Services E. Public Works: Adoption of Resolution No. 22 -09-R regarding the public transit needs within t he City of Hanford and authorization for the City Manager to sign and submit claims for funds and any subsequent amended claims required; 2) Determine, based on City's financial participation in and support of the existing Kings County Area Public Transit System, that there are no areas within the City of Hanford with unmet public transit needs which cou ld reasonably be met by the expansion of the existing system or by the establishment of a new system; 3) Approval of the filing of the Notice of Exemption t o certify that projects to be constructed with these funds are categorically exempt from the California Environmental Quality Act.

F. Public Works: Authorization for the City of Hanford to Accept an Easement Deed for Right -of- Way purposes, from PaPa G's, LLC. (Hanford Armona Road at Williams Street) G. Public Works: Authorization for the Director of P ublic Works to send a letter to the Local Agency Formation Commission (LAFCO), requesting the extension of services for seven (7) dwelling units on two (2) parcels in the County of Kings without annexation by the City of Hanford. (10th Avenue south of Hanford Armona Road).
8:00 P.M. PUBLIC HEARING:

A. Clerk: Conduct the Fourth Public Hearing to Receive an update on the Redistricting Process B. A public heari ng to consider the issuance of bonds by the California Statewide Communities Development Authority in support of the Northstar Apartments project (TEFRA Hearing) (The applicant has requested a continuation of the hearing until April 5, 2022.) GENERAL BUSINESS:

A. Public Works: Authorization to Award a contract to Robert Marks Plumbing of Visalia Ca, in the amount of $45,910.53, establish a construction contingency of $4,600.00; and approve an additional appropriation of $31,900.00 from the Accumulated Ca pital Outlay Reserves to fully fund the Civic Auditorium Sewer Main Replacement Project.

B. Public Works: Authorization to Award a contract to Best Contracting Services, Inc., of Gardena CA, in the amount of $368,450.00, Award the purchase of roofing mate rial to The Garland Company in the amount of $318,412.44, Establish a construction contingency of $36,485.00; and Approve an additional appropriation of $63,347.44 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Roof Replacement Project.

C. Parks and Community Services: Authorization to Award a contract to American Incor porated of Visalia CA, in the amount of $129,787.00 for the mechanical portion Civic Auditorium Cooler replacement project, authorization to award a contrac t to Gilbert Electric Company out of Hanford CA, in the amount of $46,500.00 for the electrical portion of the project, authorization to award a contract to Robert Marks Plumbing out of Visalia CA in the amount of $16,643.27, authorization to award the purchase of the coolers to FACSCO out of Fresno CA in the amount of $49,158.33, establish a constructio n contingency of $19,300.00; approve an additional appropriation of $103,320.00 from the Building Equipment Replacement Reserves; and approve an Additional Appropriation of $158,059.60 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Roof Cooler Replacement Project.

COUNCIL COMMENTS AND COMMUNICATIONS:

At this time, any Council Member may ask a question for clarification, make an announcement, or report briefly on their activities. In addition, subject to Council Policies and Procedures, they may request staff to report back to the Council at a subsequent meeting concerning any matter or take action to direct staff to place a ma tter of business on a future agenda. (GOV. CODE SEC. 54954.2)
Council Future Agenda Items
Upcoming Events and Important Dates:

March 17: Everybody’s Irish in Downtown Hanford 5:00 pm -10:00 pm (Main Street Hanford Event) March 22 & 29: Food Trucks Takeover on Court Street in Civic Park 11:00 am-2:00 pm March 29: Special Meeting: Goal Setting City Hall Training Room Time: TBD April 5: Regular City Council Meeting
April 19: Regular City Council Meeting
ADJOURNMENT:

Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available to public inspection in the City Clerk’s Office located at 319 N. Douty Street, Hanford, California 93230, during normal business hours. Such agendas are also available at the city’s website, www.cityofhanfordca.com subject to staff’s ability to post the agenda before the meeting.

If you need a disability-related modification or accommodation, including auxiliary aids or services, to participate in this meeting, please contact the City Clerk’s office, 559-585-2515, 319 N. Douty Street, Hanford, California 93230, at least 2 days prior to the meeting {28 CFR 35.102.35.104 ADA Title II}

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: A

SUBJECT:

Presentation, by SDI Presence LLC, of the analysis and project management plan for implementation of critical systems of Enterprise Resource Planning, Land Management System, Utility Billing and Payroll/HR for the City.

RECOMMENDATION:

Staff recommends that the City Council receive the presentation and provide feedback to staff and SDI Presence LLC (SDI) on status and recommendations.

BACKGROUND:

Council authorized entering into an agreement in September 2021 with SDI to provide project management support and assessment of the City's ongoing system implementation projects.

There are four main project areas of focus:
- UKG Payroll
- Tyler MUNIS Financial System
- Tyler EnerGov Land Management and Licensing
- Tyler Utility Billing

SDI will present a brief update on ongoing projects and provide their assessment of needs in order to get these systems updated and operational. Potential timelines have been established in order for SDI to continue supporting the City towards a goal completion timeline if certain assumptions are met, including having sufficient staff resources and funding. There are several projects that fell under this assessment, staff will continue working with SDI to progress as resources are available.

Table 1- Functional Area Proposed Project Timeline

4.A
Packet Pg. 5

Based on feedback from Council some of the recommendations by SDI will be brought back to Council for consideration in future presentations, budget amendments and/or at the upcoming mid-year or mid-cycle budget review.

FISCAL IMPACT:

This item is informational with no financial impact.

ATTACHMENTS:

SDI Council Presentation 3.15.22

4.A
Packet Pg. 6

SYSTEMS ASSESSMENT AND

MANAGEMENT PLAN (AMP)
MARCH 15, 2022

4.A.a
Packet Pg. 7
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from AMP – BACKGROUND & SCOPE
 SDI engaged to assess ongoing Tyler software systems and UKG/Payroll implementations
 Four Project Functional areas:
 UKG Payroll implementation* (2022)
 Tyler Munis – Financial System (ERP) is Live (2019)
 Tyler EnerGov – Land Management and Licensing (2019)
 Tyler Utility Billing (2019)
 Assessment - Where are we today, system capabilities, how to get to full implementation

4.A.a
Packet Pg. 8
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from

AMP - PROCESS

4.A.a
Packet Pg. 9
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from AMP – ORIGINAL PROJECT PLANS, BY

PRIORITY

4.A.a
Packet Pg. 10
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from AMP – PROJECT MANAGEMENT
 Project constraints – limited resources
 Cost
 Time
 Labor
 Quality
 Impacts – scope changes, staffing changes, vendor changes, organizational dynamics
 Focus on labor – implementation and on-going – IT analyst, CD front counter support, financial analyst

4.A.a
Packet Pg. 11
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from AMP – REVISED DUE TO SOFTWARE

VENDOR, BY PRIORITY

4.A.a
Packet Pg. 12
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from AMP – REVISED, BY FUNCTIONAL AREA

AND PRIORITY

4.A.a
Packet Pg. 13
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from AMP – NEXT STEPS
 Address limited staff resources
 Work on additional Munis implementation items
 Re-engage Tyler for EnerGov implementation
 Continue Utility Billing implementation activities
 Finalize revised schedule with all parties

4.A.a
Packet Pg. 14
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from

AMP - CONCLUSION
 Questions?

4.A.a
Packet Pg. 15
Attachment: SDI Council Presentation 3.15.22 (Finance: Project Assessment and Management Plan from

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: B

SUBJECT:

Fire: Presentation and Review of the recently completed Guiding Documents for the City of Hanford Fire Department

RECOMMENDATION:

That the City Council receive the report and presentation of the guiding documents and provide direction to staff.

BACKGROUND:

On December 1, 2020, the Fire Department presented to council a discussion on the need to update the fire department's guiding documents. The most current Fire Master Plan was developed in 2012, and there is no record of the development of a Fire Strategic Plan. Master Plans are long range documents, valid for at least ten (10) plus years, and used to identify broad goals and objectives. Goals and objectives are established by guidance from the fire department utilizing current Code, Standards, and Council direction. The previous master plan was developed prior to the City's adoption of the most recent General Plan in 2017 and therefore, was not compatible with direction and policies included in the General Plan. Additionally, many of the 2012 plan recommendations have been met or exceeded, requiring a reevaluation of the current situation and recommended updates. For example; call volumes have nearly doubled since the development of the 2012 plan and the department's ISO (Insurance Services Office) rating has improved from a Class 4 to a Class 2 department.

At the outset of the project, the Department reached out to multiple organizations to obtain quotes to update documents. Quotes ranged from $25,000 for the Master Plan to $95,000 for all documents. The decision was made to utilize a Professional Expert to advise/consult with fire personnel to update and create all Fire Department guiding documents. This method significantly reduced costs, thereby creating buy in from those using the plan. Many surrounding jurisdictions have used or are using this path to accomplish similar goals to update guiding documents, maintain fiscal responsibility, and create buy in from personnel. Coupled with the advisor/consultant, the fire department has capable personnel to deliver a professional product

4.B
Packet Pg. 16
while meeting the needs of the City. Total costs for the project were well below the anticipated $10,000.

As previously advised, all current fire department guiding documents needed to be updated to reflect the changes in growth patterns, current stations, updated staffing, and response patterns.

Updating guiding documents began with developing a Community Risk Assessment (CRA) and a Standard of Response Coverage (SORC). The CRA/SORC identifies City of Hanford specific data. Information collected from incidents for the last three years was coupled with assessments of pre-incident planning reports, target hazard assessments, demographic studies, and other supportive information utilized to identify areas of risk throughout the city as they relate to emergency responses and prevention activities from the fire department.

An overall review of the fire department provides Council with the opportunity to review all relevant information and make and informed decision on where the department should be going in alignment with the City of Hanford General Plan, industry standards, and best practices. Data collected is identified in the CRA/SORC and used to develop strategic and master planning documents. Together these tools become guiding documents for City of Hanford leaders to Plan for Tomorrows.

Community Risk Assessment and Standard of Response Coverage: This document provides snapshot overview and a baseline of the current situation related to fire and life safety systems in the City. Utilizing industry standards and best practices, six categories were found to be in deficit:

1. Hazard Specific Risk Levels

2. Performance Measures

3. Critical Tasking and Effective Response Factors

4. Community Risk Reduction

5. Station and Apparatus Deployment

6. Workload and System Reliability
Within these categories, 19 specific opportunities for improvement were identified. Most of these opportunities are recommended to provide for the greatest service to our citizens and visitors.

These are not mandates, nor is the city obligated to achieve all opportunities.

Strategic Plan: This five-year living management tool that provides direction, establishes a shared vision, establishes short term goals and objectives, and optimizes department and city resources. The Strategic Plan should be evaluated annually to validate and update current situation and recommendations. Four strategic initiatives were identified from the plan to begin meeting the CRA/SORC opportunities for improvement:
· Initiative 1: Improve Community Risk Reduction Program · Initiative 2: Improve Fire Suppression Program
· Initiative 3: Improve Training Program

4.B
Packet Pg. 17
· Initiative 4: Improve Firefighter Retention
Master Plan:

The Master Plan is being developed from information collected from the CRA/SORC to align with the City General Plan, industry standards, and best practices. The Master Plan will be brought before your Council during the Goals Retreat on March 29th along with a proposed future spending plan.

Project References:
· California Fire Code
· Center for Public Safety Excellence (CPSE)
· City of Hanford Capital Improvement Plan (CIP)
· City of Hanford Comprehensive Annual Financial Report · City of Hanford 2035 General Plan
· Commission on Fire Accreditation International (CFAI) · FBI Uniform Crime Report
· FEMA FA-197 Developing Effective Standard Operating Procedures · OSHA
· HFD Policies and Procedures
· Industry Standards and Best Practices
· Insurance Services Office (ISO)
· Institution of Fire Engineers 20/20 Vision
· International Fire Service Training Association (IFSTA) · International City Manager’s Association (ICMA)
· International Association of Fire Chiefs (IAFC)
· Kings County Local Hazard Mitigation Plan
· National Fire Protection Association (NFPA)
· National Institute of Science and Technology (NIST)

FISCAL IMPACT:

N/A

ATTACHMENTS:

4.B
Packet Pg. 18
HFD CRA-SORC 2022
HFD Strategic Plan 2022-2027

4.B
Packet Pg. 19
City of Hanford
Fire Department
Community Risk Assessment and
Standards of Response Coverage
Prepared for the Hanford Fire Department
Prepared by Mike Kraus Leadership
February 14, 2022
1 4.B.a
Packet Pg. 20
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 2 4.B.a
Packet Pg. 21
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Introduction
This Community Risk Assessment/Standards of Response Coverage (CRA/SORC) report of the City of Hanford is intended to serve as an update to the 1999 Fire Standards of Cover Analysis. References utilized and data retrieved from the following resources: City of Hanford Comprehensive Annual Financial Report, City of Hanford Fire Department, City of Hanford 2035 General Plan, FBI Uniform Crime Report, Institution of Fire Engineers 20/20 Vision, Insurance Services Oﬃce, Kings County Local Hazard Mitigation Plan, National Fire Protection Association, and the National Institute of Science and Technology. The content contained herein was modeled after the Center for Public Safety Excellence and the Commission on Fire Accreditation International manual.

The purpose of conducting a CRA/SORC evaluation is to obtain an accurate picture of the community risks, and where the entity and the ﬁre department stand between what is presently delivered in the ﬁre and life safety services baseline, and what the industry standards and best practices recommend as benchmarks. It is the ﬁrst in a series of three planning documents utilized by the ﬁre service. It is followed by a Strategic Plan for short or mid range goals, then a Master Plan, containing longer range goals. These documents, linked together, support a Planning Continuum, intended to inform and assist elected and appointed oﬃcials in improving ﬁre and life safety platforms in their communities.

It is important to clarify that industry standards and best practices are not laws or mandates. The ﬁnal decisions as to what level of ﬁre and life safety services are provided to the community are determined by the elected oﬃcials of each entity. These decisions are based upon public expectations, available funding, and what level of acceptable risk the policy makers are willing to assume. It is also important to understand the beneﬁts of continually improving the local delivery system. Beneﬁts include, but are not limited to, protecting the health and welfare of the citizens and the vital job and tax producing businesses from ﬁre and other hazards, resulting in a more vibrant and economically successful community.
3 4.B.a
Packet Pg. 22
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) It is critical, if this document is to continue to be of value, that it is referenced, reviewed, updated (minimum of every 5 years), and expanded, on a regular basis; along with the linked Strategic and Master Plans. It should be considered a dynamic tool to assist the ﬁre department and local appointed and elected oﬃcials as they strive to improve the ﬁre and life safety element of their community. The accuracy of the data within this document is dependent upon the accuracy of the data entered and then extracted from the department records management system.

Mike Kraus Leadership has made every eﬀort to ensure all enclosed information is accurate. Recommendations are based upon the knowledge, experience, and research of Mr. Kraus (Sole Proprietor), and should be evaluated as to their potential eﬀectiveness by local oﬃcials before being implemented.

4 4.B.a
Packet Pg. 23
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Introduction
......................................................................................................................3 Executive Summary
..........................................................................................................7 Documentation of Area Characteristics
..........................................................................11 Description of Agency Programs and Services
..............................................................13 All-Hazard Risk Assessment of the Community
.............................................................15 Emergency Medical Service Hazard
.........................................................................15 Structure Fire Hazard
................................................................................................16 Hazardous Material Hazard
.......................................................................................17 Technical Rescue Hazard
..........................................................................................17 Wildland Fire Hazard
.................................................................................................18 Earthquake Hazard
....................................................................................................18 Current Deployment and Performance
...........................................................................20 Performance Measures
.............................................................................................20 Critical Tasking and Eﬀective Response Force
.........................................................23 Emergency Medical
.............................................................................................24 Structure Fire
.......................................................................................................25 Wildland Fire
........................................................................................................27 Hazardous Material
..............................................................................................27 Technical Rescue
.................................................................................................29 Community Risk Reduction
......................................................................................30 Station and Apparatus Deployment
..........................................................................31 Workload and System Reliability
...............................................................................32 Evaluation of Current Deployment and Performance
.....................................................34 Hazard Speciﬁc Risk Levels
................................................................................34 Performance Measures
........................................................................................35 Critical Tasking and Eﬀective Response Forces
..................................................36
Community Risk Reduction
.................................................................................37 Station and Apparatus Deployment
.....................................................................39 Workload and System Reliability
.........................................................................42 Plan for Maintaining and Improving Response and Risk Reduction Capabilities ..........43
Correlation of CRA-SORC Document to Accreditation Model .......................................44
Appendices .....................................................................................................................45 5 4.B.a
Packet Pg. 24
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 6 4.B.a
Packet Pg. 25
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Executive Summary
The City of Hanford is an incorporated city within the county of Kings and the state of California, and has a population of approximately 60,000 people. Fire and life safety services are provided by the City of Hanford Fire Department from three ﬁre stations located within the city limits. Additional resources are available from Kings County, but must respond from outside city limits and with limited staﬃng.

The purpose of this Community Risk Assessment/Standards of Response Cover document is to establish a baseline of the current ﬁre and life safety system in the City of Hanford, as compared to industry standard and best practice benchmarks, exposing gaps that can then be addressed and prioritized by the policy makers.

It is important to state that industry standards and best practices are not mandates and they are not laws. Local policy makers are the ones who ultimately decide what level of ﬁre and life safety services are provided to the community. The goal is to provide the elected oﬃcials with the facts necessary to make informed decisions on what level of risk they are willing to accept.

Within Kings County, and speciﬁc to the City of Hanford, there are certain man-made and natural hazards to which the community is exposed. Each hazard has a varying degree of potential risk, and each level of potential risk will require a certain level of emergency response to stop the progression of the hazard and ultimately mitigate it.

The most common of these hazards include emergency medical incidents, structure ﬁres, wildland ﬁres, hazardous material incidents, technical rescue incidents, and earthquakes.

After evaluating the various levels of risk associated with these hazards, and comparing them to the current ﬁre and life safety platform in and around Hanford, the following opportunities for improvement have been recommended:
(1) Expand the current Hanford Fire Department Response Matrix to more accurately distinguish between the diﬀerent hazard/risk levels in this report. 7 4.B.a
Packet Pg. 26
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) (2) Maintain and expand the current Target Hazard program for all hazard types listed in this report, and integrate into the Hanford Fire Department Response Matrix.

Additionally, improve the present Target Hazard pre-planning program for shift personnel.
(3) Establish “Call Answering” and “Call Processing” performance measures and review monthly.
(4) Conduct “Turnout Time” trials to determine standards that are realistic to local conditions.
(5) Establish “First Unit Total Response Time” performance measures for Emergency Medical Service and Fire incidents, and review monthly. (6) Establish an “Eﬀective Response Force Total Response Time” performance measure, and review monthly.
(7) Evaluate through exercise, the generic Critical Tasking numbers in this report for adequacy to Hanford Fire Department needs.
(8) Assemble a working group of stakeholders to evaluate the Community Risk Reduction concept, explore ways to overcome ﬁscal constraints, and coordinate and expand its limited use in the Hanford Fire Department. (9) Establish a mission statement for the present Fire Prevention Division, reﬂecting what is to be delivered on a daily basis, in accordance with the Community Risk Reduction concept. Additionally, establish a vision statement, creating a goal of where these eﬀorts should ultimately lead.
(10) Evaluate and update for approval, a current and comprehensive fee schedule for ﬁre prevention services to ensure maximum allowable cost recovery. The goal being, to increase staﬃng and expand eﬀorts toward improved Community Risk Reduction.
8 4.B.a
Packet Pg. 27
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) (11) Conduct a cost/beneﬁt analysis and position justiﬁcation evaluation in an eﬀort to determine the number of additional personnel needed in the Fire Prevention Division. This should be based upon the ability to establish a productive community risk reduction program.
(12) Begin dialogue with Kings County Oﬃce of Emergency Services to collaboratively improve the communication, cooperation, and bolstering of both City and County Emergency Management programs.
(13) Work collaboratively with City of Hanford to increase staﬃng on Engines 41, 43, and Truck 42 to a level of 4 each, and maintain this level as minimum staﬃng of future units.
(14) Work collaboratively with City of Hanford to create shift battalion chief positions, in the eﬀort to meet the NFPA 1710 standard on Eﬀective Response Force. (15) Work collaboratively with City of Hanford to begin master planning an additional ﬁre station and engine company in the general area of 13th Ave. and Grangeville Blvd. (16) Work collaboratively with City of Hanford to begin master planning an additional ﬁre station and engine company in the general area of 9th Ave. and Lacey Blvd. (17) Work collaboratively with City of Hanford to forecast and master plan the probable need to relocate Fire Station 1 east and north of its present location, in the general area of 10th Ave. and E. Fargo Ave.
(18) Work collaboratively with City of Hanford to implement the above opportunities for improvement. Successful completion of these items will result in an Eﬀective Response Force of 16 arriving within the 8 minute travel time standard, meeting Low and Moderate Critical Task standards for structure ﬁre hazards, and leaving one engine company available for subsequent calls for service, all without the use of automatic aid.
9 4.B.a
Packet Pg. 28
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) (19) Work collaboratively with City of Hanford to implement the above opportunities for improvement in the eﬀort to increase the ﬁreﬁghter to population ratio to 1 per 1,000.
10 4.B.a
Packet Pg. 29
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Documentation of Area Characteristics
Hanford, California (36 degrees 19’39”N
119 degrees 38’44”W), is located in the
northeastern part of Kings County,
approximately 30 miles to the
southwest of the City of Fresno. It is
about equal distant from the Sierra
Nevada and the Coast Ranges. State
Highway 198 runs east and west through Hanford and State Highway 43 runs north and south along the easterly boundary of the city. Presently, the city limits of Hanford covers 17.4 square miles. The ultimate growth boundary, which is based on the city’s current general plan, includes the incorporated city and its sphere‐of‐inﬂuence and encompasses approximately 30 square miles (See Appendix A).

Hanford was named after James Madison Hanford, a paymaster for the Central and Southern Paciﬁc Railroad, in 1877. It was incorporated in 1891, after 14 years of destructive ﬁres in the downtown area, to improve Response services and provide utilities and paved streets. The settlement quickly grew into a bustling pioneer town with shops, schools, hotels, saloons, and churches. As the county seat, Hanford has developed into the residential, commercial, and industrial center of Kings County. The current population is approximately 60,000.

The terrain in Hanford is generally ﬂat and made up of sandy, loam soils. It slopes from the Northeast to the Southwest. Elevations range from 255’ to 240’ above mean sea level. Like the rest of Kings County, Hanford is in a semiarid climate. It receives average annual precipitation of 8.6 inches. The average high temperature in summer is 96°F and in winter is 49°F . The People’s Ditch in the northeastern section of the city is a manmade facility designed as part of a water delivery system that diverts water from the Kings River and distributes it to agricultural areas to the South. 11 4.B.a
Packet Pg. 30
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Hanford is a California General Law City. Policy is established by a council/weak mayor type of government, with ﬁve council members elected by district. A city manager oversees the daily responsibilities of the City. The City’s 2020 General Fund was approximately $35,000,000.

The majority of land use (See Appendix B), in Hanford is residential, with signiﬁcant supporting commercial and a large industrial tract within the southern city limits. Major employers include Warmerdam Packing, Kings County, City of Hanford, Kings County Education, Nichols Farms, and M. Green and Company. Additionally, Faraday Future electric vehicles plans to open a major facility in the former Pirelli tire plant, with a projection of up to 1,300 jobs.
- Founded: 1877
- Incorporated: 1891
- City Limit Square Miles: 17.4
- Sphere of Inﬂuence Square Miles: Approximately 30
- Population: 59,167
- Density: 3,400.4 per sq. mi.
- Growth Rate Since 2010: 9.6%
- Average Citizen Age: 33.5
- Median Household Income: $62,413
- Race and Ethnicity: Hispanic 50.4%, White 35.9, Black 4.9% - Primary Language: English 63%, Spanish 31%
- Crime Rate Per 100,000: 447.87
- Response Area Designation: Urban
12 4.B.a
Packet Pg. 31
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Description of Agency Programs and Services
Fire and life safety services for the City of Hanford are provided by the Hanford Fire Department (HFD). The HFD is a professional organization consisting of 35 full time and 2 part time employees. (See Appendix C) Services include community risk reduction and emergency response. It was formed in 1891 by Council resolution due to several large and destructive downtown ﬁres. The HFD has a rich history of dedicated service to its citizens.
13 4.B.a
Packet Pg. 32
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Mission Statement
“The mission of the Hanford Fire Department is to deliver eﬀective, professional ﬁre prevention and emergency response.”
Diversity Statement
“The Hanford Fire Department is an organization set to represent our community.

14 4.B.a
Packet Pg. 33
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) All-Hazard Risk Assessment of the Community
The Kings County Local Hazard Mitigation Plan (LHMP) lists a number of natural and manmade hazards that could possibly aﬀect the City of Hanford. Of these, those most likely to occur, and require ﬁre department response are fog, wildﬁre, and earthquake.

Additionally, and much more likely to occur, are emergency medical, structure ﬁre, hazardous material, and technical rescue incidents.

Listed below are hazards that have occurred, or may potentially occur, in the City of Hanford. These hazards are listed from those most frequently occurring, to those occurring less frequently.

Emergency Medical Service Hazard
Emergency medical service (EMS), incidents (See
Appendix D), occur in the City of Hanford on a daily
basis. The majority of the incidents responded to per
day are emergency medical related. The complaint
may be anything from feeling ill, to having a baby, to
suﬀering from a heart attack. Brain death can occur in as little as 4 to 6 minutes from the time of heart stoppage. Arriving expeditiously is of utmost importance in these incidents.

HFD personnel are trained to the Emergency Medical Technician (EMT) level, also know as Basic Support (BLS), and can quickly assess the patient and assist them with breathing, circulation, the stoppage of bleeding, and childbirth for example. Advanced Life Support (ALS), treatment and transport is provided by a private ambulance company.

Additionally, when the incident involves an auto accident, HFD personnel can assist in extricating the patient from the wreckage. The typical response strategy for the HFD is to dispatch one engine company with 3 personnel for an emergency medical incident.

City of Hanford EMS
2018 2019 2020
3,694 3,762 3,746
15 4.B.a
Packet Pg. 34
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) For an auto accident with occupants trapped in the wreckage, an engine, a truck company, and a battalion chief are dispatched, for a total of 7 personnel.

Structure Fire Hazard
Structure ﬁres (See Appendix E), occur in and around
Hanford on a regular basis. Depending on the type of
building, its purpose, the occupant load, and the time
of day, a structure ﬁre threat includes not only
property damage, but more importantly, the life safety
of the occupants. Studies show that unchecked, structure ﬁres can double in size every minute. Expeditious ﬁre department arrival with suﬃcient emergency personnel to implement critical tasks, is necessary in mitigating these threats to life and property.

Most structure ﬁres occur in residential buildings. The majority of structures in Hanford are of this type. Residential ﬁres are made more complicated and dangerous when in multi-unit buildings such as apartments and multi-story hotels and custodial facilities, which are also present in Hanford . These types of ﬁres require additional ﬁre personnel to be on the scene in a timely manner to eﬀect life safety and incident stabilization.

Commercial and industrial buildings are vital to an entity’s tax base. These buildings also present greater challenges to ﬁre departments, mainly due to their larger size and the variety of ﬁre loads present. Getting suﬃcient personnel on scene to stop the ﬁre in its early stages is critical in saving the business and its contribution to the local economy. Hanford contains numerous commercial and industrial buildings with an array of challenges to the ﬁre department. One example is the unreinforced masonry buildings downtown which are built to older building standards, which under ﬁre conditions present a signiﬁcant collapse threat to interior and exterior operating ﬁreﬁghters. Many of these buildings are tied together in city blocks, allowing ﬁre to spread from building to building in hidden areas.

Structures/Buildings are categorized into 4 Risk levels, determined by their size, purpose, and occupancy:

City of Hanford Structure Fires
2018 2019 2020
74 67 69
16 4.B.a
Packet Pg. 35
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) - Low Risk: Detached garages, small sheds and outbuildings - Moderate Risk: Single family residences of 2,500 sq.’ or less (R-3), small retail 10,000 sq.’ or less (M)
- High Risk: Schools (E), strip shopping centers and large commercial 10,000 sq.’ or greater (M), hotel/motel (R-1), garden style and 2 story plus apartments (R-2), single family residences of 2,500 sq.’ or greater, (R-3), warehouses (S) - Maximum Risk: High rise buildings of 7 ﬂoors and above or 75’ or greater, hospitals (I-1), buildings with large amounts of hazardous materials etc.(H) Hazardous Material Hazard
Hazardous material incidents (See Appendix F), can
range from a small fuel spill to a large industrial
ammonia leak, to a pressurized propane tank under
ﬁre and threatening to explode. These incidents can
occur in all areas of a community, including
residential, commercial, and industrial. There are several industrial businesses within the City of Hanford that present signiﬁcant potential hazards, many including agricultural chemicals or gasses. Additionally, hazardous materials are transported through the city on daily basis via the two State highways and the major railroad, adding another potential level of risk.

Many of these incidents will be mitigated by the initial ﬁre unit arriving on the scene.

However, there are those incidents that will require Hazardous Material Specialist intervention. All HFD personnel are trained to the Hazardous Material First Responder Operational level, with a number of personnel trained to the Specialist level.

Additionally, the department is an active partner in the Kings/Tulare Hazardous Material Response Team.

Technical Rescue Hazard
The potential for incidents requiring technical rescue expertise (See Appendix F), is relatively high in Hanford . Examples are high speed traﬃc accidents with entrapments City of Hanford HazMats
2018 2019 2020
59 82 68
17 4.B.a
Packet Pg. 36
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) on State highways 43 and 198, mechanical
entrapments in the many agriculture processing and
industrial businesses, or building collapse due to
severe earthquakes. Additional personnel are
typically needed to mitigate these types of hazards,
depending upon incident circumstances. The HFD is currently increasing the levels of training and certiﬁcation to improve the response capabilities for this hazard type.

Wildland Fire Hazard
Wildland, or vegetation type ﬁres (See Appendix E)
occur on a semi regular basis in the incorporated
and unincorporated areas of Hanford. Most of these
ﬁres are quickly contained and controlled by the
initial arriving ﬁre units. This is critical due to the potential of these ﬁres spreading to structures, endangering the buildings and their respective occupants.

Fog Hazard
Fog is primarily classiﬁed as a hazard in Hanford due to the related traﬃc accidents resulting from poor visibility. Not only do these traﬃc accidents occur on Hanford surface streets, they also occur on two major state highways running through the city limits. The incidents occurring on the highways have an even higher potential of resulting in multi-casualty incidents, resulting in the taxing of responding resources.

Earthquake Hazard
There are over 500 active earthquake faults in California. While the vast majority of these earthquakes aren’t felt, there are an average of 100 tremors per day in the State.

Hanford has experienced several ground shaking events from earthquakes over the past few years, both from the San Andreas fault and from the Mammoth area, more than 100 miles to the North.

City of Hanford Tech Rescues
2018 2019 2020
4 4 3
City of Hanford Wildland Fires
2018 2019 2020
47 81 68
18 4.B.a
Packet Pg. 37
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Soils in Hanford are not mapped as having signiﬁcant liquefaction potential and the Hazards Management Element of the General Plan ﬁnds that Hanford is located in a stable geologic formation so that the eﬀects of ground shaking should be minimal. The community’s vulnerability increased due to its large number of unreinforced masonry buildings, many of them historic properties. The city has created a database of the locations of these buildings, which includes many of signiﬁcance to the community, such as the Kings County Courthouse, Masonic Temple, Episcopal Church, and the Hanford Elementary District Oﬃces.

The Kings County Oﬃce of Emergency Services (OES), coordinates emergency management functions for the County, and oﬀers training and support to all incorporated cities, including Hanford . Additionally, and as mentioned above, the HFD is increasing the levels of training and certiﬁcation to improve the response capabilities for this hazard type.
19 4.B.a
Packet Pg. 38
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Current Deployment and Performance
There are three ﬁre stations located within the 17.4 square miles of the city limits of Hanford (See Appendix G). Station 1 is located at 350 W. Grangeville Blvd. and is staﬀed with one 3-0 engine company. Station 2 is located at 10553 Houston Ave. and is staﬀed with one 3-0 quint truck company. Station 3 is located at 1070 S. 12th St. and is staﬀed with a 3-0 engine company, resulting in a total of 9 on-duty personnel.

While these three companies are stationed within Hanford, they also respond into unincorporated areas due to an automatic aid agreement with the Kings County Fire Department approximately 5% of the time. The next closest engine and quint companies respond into the City from Kings County ﬁre stations 2, 4, and 5. With the exception of Station 4, which is staﬀed with 3, these companies are minimally staﬀed with 2 personnel. Additionally, Hanford chief oﬃcers respond from their administrative duties or from home, and are not a guaranteed response.

Performance Measures
The Hanford Emergency Dispatch does not acknowledge or track Call Answering or Call Processing times as stated by the National Fire Protection Association (NFPA) 1221. The examples below demonstrate what these Performance Measures would look like.
“95% of emergency calls will be answered within 15 seconds”

Call Answering %
2018 2019 2020
20 4.B.a
Packet Pg. 39
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) “90% of all emergency calls will be processed and dispatched within 64 seconds”
The HFD has established a 60 second “turnout” time from dispatch to responding to the incident for non-ﬁre emergency calls, and an 80 second “turnout” time for ﬁre calls.

In addition, a “travel time” of 4 minutes has been adopted (See Appendix G). Both of these are in accordance with Industry Standards and Best Practices for responses in urban and suburban areas.The current HFD Performance Measure for Turnout Time states,
“Turnout time, from dispatch to response, for EMS calls will be 60 seconds or less, with 90% dependability.

“Turnout time, from dispatch to response, for Fire calls will be 80 seconds or less, with 90% dependability.”
Call Processing %
2018 2019 2020
Turnout Time for EMS
2018 2019 2020
Engine 41 55% 32% 28%
Truck 42 42% 26% 26%
Engine 43 N/A 21% 19%
Turnout Time for Fire
2018 2019 2020
Engine 41 34% 23% 29%
Truck 42 43% 26% 24%
Engine 43 N/A 13% 23%
21 4.B.a
Packet Pg. 40
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) The current HFD Performance Measures for Travel Time states, “First arriving ﬁre units will arrive at an emergency within 4 minutes or less travel time, with 90% dependability.”
Industry Standards and Best Practices dictate that the above standards should be added together, resulting in a “First Unit Total Response” performance measure.

Currently, Call Answering and Processing not tracked or included below. 15 Seconds Answering + 64 Seconds Processing/Dispatch + 60 Second Turnout + 4 Minutes Travel = 6 Minutes 19 Seconds > First Unit Total Response Time for EMS Incidents
15 Seconds Answering + 64 Seconds Processing/Dispatch + 80 Second Turnout + 4 Minutes Travel = 6 Minutes 39 Seconds > First Unit Total Response Time for Fire Incidents
4 Minute Travel Time %
2018 2019 2020
Engine 41 54% 68% 69%
Truck 42 59% 58% 54%
Engine 43 N/A 60% 53%
First Unit Total Response Time for EMS%
2018 2019 2020
Engine 41 52% 66% 52%
Truck 42 48% 49% 35%
Engine 43 N/A 43% 36%
22 4.B.a
Packet Pg. 41
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Critical Tasking and Eﬀective Response Force
Critical tasks are those tasks that must be promptly put into operation at the scene of an emergency to stop the negative progression and begin the mitigation of the incident.

NFPA 1710 recommends minimum numbers of personnel to be on the scene of the incident, rated by the level of risk associated with the hazard, and the critical tasks that must be performed to eﬀectively mitigate the emergency. These recommendations state that the Eﬀective Response Force (ERF), be on the scene within 8 minutes travel time (10 minutes 10 seconds for Maximum Risk/High Rise), for urban and suburban response areas, with 90% dependability. Currently, Call Answering and Processing not tracked or included below. Additionally, metrics based upon 15 personnel. 15 Seconds Answering + 64 Seconds Processing/Dispatch + 80 Second Turnout + 8 Minutes Travel = 10 Minutes 39 Seconds > Eﬀective Response Force Total Response Time
* For Low and Moderate Risk Structure Fires
*ERF Total Response Time %
2018 2019 2020
22% 31% 57%
First Unit Total Response Time for Fire%
2018 2019 2020
Engine 41 35% 54% 50%
Truck 42 17% 0% 42%
Engine 43 N/A 37% 40%
23 4.B.a
Packet Pg. 42
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Listed below are the common hazards faced in Hanford, each speci ﬁc risk level, the associated critical tasking and ERF numbers, as well as the respective current deployments by the Hanford Emergency Dispatch Center:

Emergency Medical
Current Dispatch Level
1 Engine (3) or Truck (3)
1 Private Ambulance (2)
Total: 5
Current Dispatch Level
1 Engine (3) or Truck (3)
1 Private Ambulance (2)
Total: 5
Critical Tasks - High Risk EMS
Task Personnel
Incident Commander w/Aide 2
Scene Safety 1
Triage 2
Treatment 4
Patient Transport Ambulance 4
Eﬀective Response Force 12
Critical Tasks - Low/Moderate Risk EMS
Task Personnel
Command/Safety 1
Patient Assessment/Care 2
Patient Transport Ambulance 2
Eﬀective Response Force 5
24 4.B.a
Packet Pg. 43
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Structure Fire
Current Dispatch Level
HFD 2 Engines (6), 1 Truck (3), 1
BC (1)
KCFD 1 Engine (2), 1 Truck (2)
Total: 14
Current Dispatch Level
HFD 2 Engines (6), 1 Truck (3), 1
BC (1)
KCFD 1 Engine (2), 1 Truck (2)
Total: 14
Critical Tasks - Low Risk Structure Fire
Task Personnel
Incident Commander 1
Attack Line 2
Back Up Line 2
Water Supply/Pump Operation 2
Search 2
Ventilation 3
Utilities 1
RIC (1 Oﬃcer, 2 FF’s) 3
Eﬀective Response Force 16
Critical Tasks - Moderate Risk Structure Fire
Task Personnel
Incident Commander 1
Attack Line 2
Back Up Line 2
Water Supply/Pump Operation 2
Search 2
Ventilation 3
Utilities 1
RIC (1 Oﬃcer, 2 FF’s) 3
Eﬀective Response Force 16
25 4.B.a
Packet Pg. 44
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Current Dispatch Level
HFD 2 Engines (6), 1 Truck (3), 1
BC (1)
KCFD 1 Engine (2), 1 Truck (2)
Total: 14
Current Dispatch Level
HFD 2 Engines (6), 1 Truck (3), 1
BC (1)
KCFD 1 Engine (2), 1 Truck (2)
Total: 14
Critical Tasks - High Risk Structure Fire
Task Personnel
Incident Commander w/Aide 2
3 Attack Lines 9
Water Supply/Pump Operation 2
Search Team 3
Ventilation + Aerial Operator 4
Ground Ladders 2
RIC (1 Oﬃcer and 3 FF) 4
EMS/Rehab 2
Eﬀective Response Force 28
Critical Tasks - Maximum Risk Structure Fire
Task Personnel
Incident Commander w/Aide 2
Incident Safety Oﬃcer 2
Fire Floor Division 1
Fire Floor Attack 9
Evacuation 4
Search 4
Ventilation 3
Floor Above Division 4
Staging 4
RIC 4
Lobby/Systems 4
Base 2
Eﬀective Response Force 43
26 4.B.a
Packet Pg. 45
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Wildland Fire
Current Dispatch Level
1 Engine (3), 1 Patrol (3)
Total: 6
Current Dispatch Level
1 Engine (3), 1 Patrol (3)
Total: 6
Hazardous Material
Current Dispatch Level
1 Engine (3), 1 Truck (3), 1 BC (1)
Total: 7
Critical Tasks - Low Risk Haz-Mat
Task Personnel
Command/Safety 1
Investigation 2
Eﬀective Response Force 3
Critical Tasks - Low Risk Wildland
Task Personnel
Command/Safety 1
Investigation 2
Eﬀective Response Force 3
Critical Tasks - Moderate Risk Wildland
Task Personnel
Incident Commander w/Aide 1
Safety 2
Perimeter Control 5
Evacuation 3
Defensive Containment 3
Eﬀective Response Force 14
27 4.B.a
Packet Pg. 46
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Current Dispatch Level
1 Engine (3), 1 Truck (3), 1 BC (1)
Total: 7
Current Dispatch Level
1 Engine (3), 1 Truck (3), 1 BC (1)
Total: 7
Critical Tasks - Moderate Risk Haz-Mat
Task Personnel
Incident Commander w/Aide 1
Safety 2
Perimeter Control 5
Evacuation 3
Defensive Containment 3
Eﬀective Response Force 14
Critical Tasks - High Risk Haz-Mat
Task Personnel
Incident Commander w/Aide 1
Incident Safety Oﬃcer 1
Assistant Safety Oﬃcer 1
Haz-Mat Tech Reference 1
Haz-Mat Group Supervisor 1
Entry Team 2
Back Up Team 2
Site Access Control 1
Medical Monitoring 1
Site Refuge 1
Decontamination 3
Eﬀective Response Force 15
28 4.B.a
Packet Pg. 47
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Technical Rescue
Current Dispatch Level
1 Engine (3), 1 Truck (3), 1 BC (1)
Total: 7
Current Dispatch Level
1 Engine (3), 1 Truck (3), 1 BC (1)
Total: 7
Critical Tasks - Moderate Risk Tech-Rescue
Task Personnel
Incident Commander 1
Scene Safety 1
Stabilization 2
Extrication 3
Fire Protection 2
Patient Care 3
Eﬀective Response Force 12
Critical Tasks - High Risk Tech-Rescue
Task Personnel
Incident Commander w/Aide 2
Incident Safety Oﬃcer 1
Tech-Rescue Safety Oﬃcer 1
Entry Group Supervisor 1
Attendant 1
Entrant/Backup Entrant 2
Rigging/Hauling Team 8
Ventilation 2
Atmosphere Monitoring 2
Patient Assessment 1
Patient Treatment 2
Eﬀective Response Force 23
29 4.B.a
Packet Pg. 48
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Community Risk Reduction
Fire and life safety organizations should strive to prevent potential hazards from actually occurring, and lessen their impact when they do occur. The American ﬁre service has historically been response oriented, resulting in the vast majority of available funds being allocated to ﬁre and emergency suppression platforms. It has been proven that it is more cost-eﬀective to prevent ﬁres and other emergencies from occurring than it is to respond/suppress and recover from them. According to the Federal Emergency Management Agency (FEMA), “Response” is only one component of a Comprehensive Emergency Management Program. The other components include Mitigation, Preparation, and Recovery.

The Institution of Fire Engineers established the Vision 20/20 program of Community Risk Reduction (CRR). This eﬀort focuses heavily on reducing risk in communities through 5 speci ﬁc strategies: Education, Engineering, Enforcement, Economic Incentives, and Emergency Response (as focused with this document). NFPA 1300 deﬁnes Community Risk Reduction as “a process to identify and prioritize local risks, followed by the integrated and strategic investment of resources to reduce their occurrence and impact.” The overall goal being to identify current community risks, or incident trends, and proactively work within the appropriate 5 strategies to reduce those risks or control those incident trends for the good of the community. The eﬀective use of CRR requires a combined eﬀort between the ﬁre department and the community. Within the ﬁre department, the CRR concept must become part of the organizational culture, coordinated and shared between ﬁre administration, ﬁre prevention/education, ﬁre suppression, and emergency management/preparation.

Current CRR eﬀorts in Hanford are limited to new construction review, an attempt to identify and complete state mandated inspections, ﬁre cause investigation, limited ﬁre education programs, and Cardio-Pulmonary Resuscitation (CPR) classes. 30 4.B.a
Packet Pg. 49
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Station and Apparatus Deployment
The Insurance Services O ﬃce (ISO), is an organization which evaluates ﬁre departments and their ability to suppress building ﬁres. Categories such as ﬁre station location, apparatus, staﬃng, training, water supply, emergency communications, and community risk reduction eﬀorts are evaluated. A resulting rating number from 1 to 10 is issued, with 10 indicating virtually no ﬁre suppression ability and a 1 indicating excellent ﬁre suppression ability. These ratings are then utilized by the insurance industry to assist in setting rates for customers. Generally speaking, the higher the rating number, the higher the premiums, and the lower the number, the lower the premiums. Currently, the ISO rating for the City of Hanford is 2.

ISO recommends that in an urban/suburban area of response, a building be no further than 1 1/2 miles from an engine company and 2 1/2 miles from a truck company (Truck company required for 5 buildings of 3 ﬂoors or higher, and/or large buildings needing ﬁre ﬂow over 3,500 gallons per minute. Both exist in Hanford). Additionally, an engine company should not cover more than 9 square miles, and a truck company more than 25 square miles.

Station 1 is 2.3 miles from Station 3 with State Route 198 separating them, and 3.4 miles from Station 2. Stations 2 and 3 are 1.8 miles apart, with Kings County Stations 4 and 5 to the East and the West respectively, and within 4 minutes travel time.

Additionally, Kings County Station 2 is located to the North, however, with current roadway infrastructure it is well beyond the 4 minute travel time to the City. While the quint is not counted as a full engine or truck company by the ISO, it does serve as an aerial device within the city limits of approximately 17 square miles, which is within ISO standards. None of the 3 Hanford stations cover more than 9 square miles.

NFPA 1710 states that a minimum of 4 personnel should staﬀ an engine or a truck company. Documented studies https://www.nist.gov/system/ ﬁles/documents/el/ ﬁre_research/Report-on-Residential-Fireground-Field-Experiments.pdf 31 4.B.a
Packet Pg. 50
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) demonstrating the improved eﬃciency of increased company staﬃng are published.

Presently, HFD engine and quint companies are each staﬀed with 3 personnel.

Workload and System Reliability
Determining how busy ﬁre units are is
important for establishing their availability for
the next call and because it provides insight
on how much capacity various units have to
handle more work, or whether additional units
are needed.This is a critical part of a system’s
overall reliability. The ﬁrst factor to determine
is the unit demand, or call volume. General guidelines for demand are:
- Very Low (Less than 500 responses per year)
- Low (500-999 responses per year)
- Moderate (1,000-1,999 responses per year)
- High (2,000-2,999 responses per year)
- Very High (3,000-3,999 responses per year)
- Extremely High ( more than 4,000 responses per year) The benchmark for consideration of additional units in a response area is 3,000 responses per year.

The second factor in determining workloads is
the Unit Hour Utilization (UHU). The UHU is a
calculation that estimates the amount of time
a unit is occupied on emergency calls as a
percentage of the total amount of hours a unit
is staﬀed and available for response. The
speciﬁc formula used to calculate the UHU is:

UHU% = number of responses per year x average call duration in hours 8,760 hours per year
Total Responses
2018 2019 2020
Station 1 4,934 4,025 3,375
Station 2 1,446 1,104 907
Station 3 N/A 1,441 2,092
Unit Hour Utilization
2018 2019 2020
Station 1 29% 16% 22%
Station 2 8.6% 4.3% 6%
Station 3 N/A 5.7% 13%
32 4.B.a
Packet Pg. 51
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) The generally accepted UHU numbers should be between 5 and 15 percent. Which means the unit will be unavailable for calls between 5-15 percent of the time, and available for calls between 95 and 85 percent of the time. An UHU number higher than 15 is an indicator of a ﬁre unit that may be too busy, and lowers the overall system reliability.

A third indicator as to the system reliability
is determining what percentage of time an
outside resource (a ﬁre unit other than the
ﬁrst due), was called in to address an
emergency because the regularly assigned
unit was not available. It is important to
clarify that a ﬁre unit not being available for
a response doesn’t necessarily mean it is occupied on an emergency call. While most of the time this would be the case, there are times the unit may be unavailable due to a mechanical issue, a training session, or at the hospital; restocking or picking up a ﬁreﬁghter that assisted the ambulance for a critical medical call.

A fourth, and more subjective
indicator as to the reliability of
the system, are the annual ﬁre
loss vs. ﬁre save dollar
amounts. Reviewed on an
annual basis, and compared to
other more objective indicators,
this information can be utilized
to evaluate the overall system eﬀectiveness from year to year. This is especially valuable when reducing or adding personnel and apparatus to the ﬁre delivery platform.

Outside Resource Called In
2018 2019 2020
Station 1 U/A U/A U/A
Station 2 U/A U/A U/A
Station 3 N/A U/A U/A
Fire Loss vs. Fire Saved
2018 2019 2020
Property Value U/A $22,001,146 $69,618,692
Fire Loss U/A $4,029, 981 $1,830,538
Fire Saved U/A $17,971,165 $67,788,154
33 4.B.a
Packet Pg. 52
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Evaluation of Current Deployment and Performance
Hazard Specific Risk Levels
Opportunity for Improvement #1: Expand the current HFD Response Matrix to more accurately distinguish between the diﬀerent hazard/risk levels in this report.

The HFD Response Matrix is basic. It is not comprehensive enough to diﬀerentiate between the varied Risk levels of each speciﬁc Hazard. Comparing and aligning that information with the Hazard/Risk information in this report will create a more eﬀective matrix, resulting in a more accurate matching of hazard/risk levels with the appropriate Eﬀective Response Force.

Speciﬁcally, Structure Fire hazard types are not evaluated for the various risk levels. For example, structures are not diﬀerentiated in the Response Matrix between Low, Moderate, High, and Maximum. This means that a High Risk structure ﬁre dispatch will receive an ERF equal to that of a Moderate Risk structure ﬁre.

Opportunity for Improvement #2: Maintain and expand the current Target Hazard program for all hazard types listed in this report, and integrate into the HFD Response Matrix. Additionally, improve the present Target Hazard pre-planning program for shift personnel.

There is a limited Target Hazard program within the HFD, including a robust inventory.

By expanding this program, and also applying the obtained knowledge to the Response Matrix, a higher percentage of adequate ERF’s will be dispatched to each Target Hazard incident. Most importantly, this will ensure that responding personnel have as much information as possible regarding the emergency. By utilizing a collaborative eﬀort between ﬁre suppression companies, ﬁre prevention personnel, and City of Hanford building oﬃcials, an even more robust Target Hazard system can be created and utilized, resulting in a more comprehensive community risk assessment 34 4.B.a
Packet Pg. 53
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) and response plan. The lack of pre-planning Target Hazards by suppression companies resulted in loss of points during the latest ISO evaluation (See Appendix H).

Performance Measures
Opportunity for Improvement #3: Establish “Call Answering” and “Call Processing” performance measures and review monthly.
“Call Answering” and “Call Processing” performance measures do not exist and therefore are not monitored, reviewed, or acted upon. This issue negatively impacted the latest ISO evaluation (See Appendix H). Examples:
“95% of emergency calls will be answered within 15 seconds” “90% of all emergency calls will be processed and dispatched within 64 seconds”
Performance measures should be evaluated at regular monthly intervals.

Opportunity for Improvement #4: Conduct “Turnout Time” trials to determine standards that are realistic to local conditions.

Current “Turnout Time” percentages are well below the 90% goal. While 60 and 80 seconds respectively are the NFPA standards, the time should reﬂect local conditions such as station layout. Additionally, promptness must be balanced with safety.

Conducting time trials to determine what is adequate for local conditions will assist in creating HFD turnout standards that are not only realistic, but enforceable.

Opportunity for Improvement #5: Establish “First Unit Total Response Time” performance measures for EMS and Fire incidents, and review monthly.

A “First Unit EMS Total Response Time” or “First Unit Fire Total Response Time” performance measure does not exist. The content of such should include the Call Answering, Call Processing, Turnout, and Travel time standards. Examples:
35 4.B.a
Packet Pg. 54
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) “The Total Response Time for the First Arriving Unit at an EMS Incident should be 6 minutes and 19 seconds or less, with 90% dependability.” “The Total Response Time for the First Arriving Unit at a Fire Incident should be 6 minutes and 29 seconds or less, with 90% dependability.” The performance measure for Call Answering, Call Processing, Turnout Time, and Travel Time should be broken down under the “Total Response Time” standard to allow ﬁre management to evaluate potential problem areas. This evaluation should take place at regular monthly intervals.

Opportunity for Improvement #6: Establish an “Eﬀective Response Force Total Response Time” performance measure, and review monthly.

An “Eﬀective Response Force Total Response Time” performance measure does not exist. Example:
“The Total Response Time for an Eﬀective Response Force at an incident should be 10 minutes and 39 seconds or less, with 90% dependability” The diﬀerence in the ﬁrst arriving unit standard and the Eﬀective Response Force standard is the 4 additional minutes “Travel Time” for the balance of the ERF to arrive on scene, per NFPA 1710.

The performance measures for Call Answering, Call Processing, Turnout Time, and Travel Time should be broken down under the “Total Response Time” standard to allow ﬁre management to evaluate potential problem areas. This evaluation should take place at regular monthly intervals.

Critical Tasking and Effective Response Forces
Opportunity for Improvement #7: Evaluate through exercise, the generic Critical Tasking numbers in this report for adequacy to HFD needs. 36 4.B.a
Packet Pg. 55
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) The Critical Tasking charts provided in this report are generic and based upon industry standards and best practices. However, they have not been veriﬁed as to their relevancy to the HFD. Critical Tasking exercises should be conducted by every ﬁre department to determine what speciﬁc personnel numbers are required for each speciﬁc need. Once HFD Critical Tasking numbers are determined, they should be compared to the Response Matrix for each hazard and risk level to ensure compliance and consistency. For example, as previously mentioned, it is clear at this time that the Response Matrix is not adequate for High Risk Structure Fire incidents. By verifying Critical Tasking numbers and matching them to the Response Matrix, the ERF dispatched will meet the risk level of the hazard.

Community Risk Reduction
Opportunity for Improvement #8: Assemble a working group of stakeholders to evaluate the CRR concept based upon NFPA 1300 Standard, explore ways to overcome ﬁscal constraints, and coordinate and expand its limited use in the HFD.

Opportunity for Improvement #9: Establish a mission statement for the present Fire Prevention Division, reﬂecting what is to be delivered on a daily basis, in accordance with the community risk reduction concept. Additionally, establish a vision statement, creating a goal of where these eﬀorts should ultimately lead.

Opportunity for Improvement #10: Evaluate and update for approval, a current and comprehensive fee schedule for ﬁre prevention (CRR) services to ensure maximum allowable cost recovery. The goal, being to increase staﬃng and expand eﬀorts toward improved community risk reduction.

Opportunity for Improvement #11: Conduct a cost/beneﬁt analysis and position justiﬁcation evaluation in an eﬀort to determine the number of additional personnel needed in the Fire Prevention Division. This should be based upon the ability to establish a productive community risk reduction program. 37 4.B.a
Packet Pg. 56
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Opportunity for Improvement #12: Begin dialogue with Kings County OES to collaboratively improve the communication, cooperation, and bolstering of both City and County Emergency Management programs.

There is a need to greatly expand the CRR eﬀorts in Hanford due to minimal legacy related attention. Under current leadership there is a desire to move in this proactive direction, however, with a limited ﬁre prevention budget and resulting minimal staﬀ, simply establishing a basic inspection program has been a challenge. Staﬀ is largely concentrating on state mandated inspections, (apartments, schools, hotels/motels, etc.). Even so, state mandated ﬁre inspections are not all being completed, or even accurately inventoried at this time. This includes buildings with sprinklers, ﬁre alarms, and hood systems. Additionally, only a small number of annual business inspections are being conducted, including hazardous material permitted occupancies. New construction plan reviews and approvals are coordinated between the building and ﬁre departments and a third party contractor.

Public ﬁre and life safety education eﬀorts include school programs presented by on- duty ﬁre companies, public CPR classes, weekly street faire booths, and station tours.

There does not appear to be a collaborative eﬀort between Kings County OES and the HFD in the areas of emergency management, disaster preparation/training of entity personnel, or community disaster education. This is a signiﬁ cant CRR issue, considering that the bulk of the county population is based in the City of Hanford, as well as the City and County local governments and related infrastructure.

Tracking, identifying, and acting upon negative community trends is not presently occurring. For example, noticing an increase in cooking ﬁres, chimney ﬁres, incendiary ﬁres, drownings or other medical emergencies, and then taking positive steps to prevent those occurrences within the strategies of CRR. These eﬀorts are paramount to embracing the CRR concept, and will result in a safer community.

There does appear to be the basis of a Target Hazard program. These structures have been identiﬁed within the city, resulting in what appears to be a thorough inventory. 38 4.B.a
Packet Pg. 57
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) This inventory includes, but is not limited to, Pre-1933 unreinforced masonry buildings, which present a signiﬁcant collapse hazard to emergency personnel and citizens under ﬁre conditions and during an earthquake. Additionally, a new follow up practice is being initiated which assigns on-duty ﬁre companies to review and preplan these hazardous buildings on a rotating basis.

Station and Apparatus Deployment
Opportunity for Improvement #13: Work collaboratively with City of Hanford to increase staﬃng on Engines 41, Truck 42, and Engine 43 to a level of 4 each, and maintain this level as minimum staﬃng for future units.

The City of Hanford has an ISO rating of 2 (See Appendix H). This is a respectable number, however it does leave considerable room for improvement. In the most recent evaluation (See Appendix H), the majority of points were lost due to low daily staﬃng.

This issue is also directly related to the inability to assemble an Eﬀective Response Force within the NFPA 1710 Standard of 8 minutes travel time. Staﬃng each company with a minimum of 4 personnel increases the amount of ﬁreﬁghters arriving on scene in the initial minutes of the emergency. Increasing these numbers also reduces the amount of companies that must be ultimately dispatched to meet the standard, which leaves more companies available for subsequent incidents. Additionally, increasing the minimum staﬃng levels to 4, greatly increases the eﬃciency of each company.

The latest update of the City of Hanford General Plan acknowledges these standards:
“NFPA 1710 is a standard concerning engine and ladder company crew size to respond with the appropriate number of ﬁreﬁghters in the minimum amount of time to ﬁres and medical emergencies. The standard calls for 4 ﬁreﬁghters to arrive at a ﬁre scene within 5 minutes, 90% of the time. The 5-minute standard includes 1 minute to get into turnout gear. The standard also calls for 14 or 15 people to arrive at a “Full Alarm Assignment” within 9 minutes, 90% of the time. The 9-minute standard includes 1 minute to get into turnout gear. Currently the Hanford Fire Department can put a maximum of 7 ﬁreﬁghters on an emergency incident at any given time.” 39 4.B.a
Packet Pg. 58
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Opportunity for Improvement #14: Work collaboratively with City of Hanford to create shift battalion chief positions, in the eﬀort to meet the NFPA 1710 standard on Eﬀective Response Force.

To meet the NFPA 1710 standard, in regard to an Eﬀective Response Force, a command oﬃcer must arrive within the 8 minute travel time. Presently, the HFD does not have shift battalion chief positions. As a result, a command oﬃcer must respond from administrative duties or from home. This is not a guaranteed response and can and has resulted in delays or the absence of a command oﬃcer arriving on scene.

Opportunity for Improvement #15: Work collaboratively with City of Hanford to begin master planning an additional ﬁre station and engine company in the general area of 13th Ave. and Grangeville Blvd.

Opportunity for Improvement #16: Work collaboratively with City of Hanford to begin master planning an additional ﬁre station and engine company in the general area of 9th Ave. and Lacey Blvd.

Opportunity for Improvement #17: Work collaboratively with City of Hanford to forecast and master plan the probable need to relocate Fire Station 1 east and north of its present location, in the general area of 10th Ave. and E. Fargo Ave.

Opportunity for Improvement #18: Work collaboratively with City of Hanford to implement the above opportunities for improvement. Successful completion of these items will result in an ERF of 16 arriving within the 8 minute travel time standard, meeting Low and Moderate Critical Task standards for structure ﬁre hazards, and leaving one engine company available for subsequent calls for service, all without the use of automatic aid.

ISO states that in an urban/suburban environment, engine companies should be no further than 1 1/2 miles from the furthest building. This logically translates that engine companies should be no further than 3 miles apart. ISO also states that truck companies should be no further than 2 1/2 miles from the furthest building, or 5 miles 40 4.B.a
Packet Pg. 59
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) from each other. The current 3 stations and engine and truck placement generally meet this standard. However, there are current and future issues when the NFPA 1710 4 minute travel time standard is applied. Currently, areas in the Southeast, the Northwest, and the North are beyond the 4 minute time standard. Times are extended even more when the sphere of inﬂuence proposed city limits are laid over the current city limits.

To improve travel times within the current city limits, as well as meet the travel time standard in the proposed city limits (City of Hanford General Plan), two additional stations and one current station relocation are needed.

Opportunity for Improvement #19: Work collaboratively with City of Hanford to implement the above opportunities for improvement, in the eﬀort to increase the ﬁreﬁghter to population ratio to 1 per 1000. It is important to note that whether the above opportunities for improvement are carried out speciﬁcally as recommended, or in some other manner, the signiﬁcance of this gap between what currently exists and industry standards and best practices - cannot be overstated. Increasing the ﬁre department daily staﬃng is the most critical need facing the Hanford Fire Department.

The generally accepted industry standard ratio of career ﬁreﬁghters to an entity’s population is 1 ﬁreﬁghter for every 1,000 citizens. In 2013, when the current City of Hanford General Plan was updated, that ratio was at .49 ﬁreﬁghters per 1000 citizens.

While ﬁreﬁghters have been added since 2013, the population has also increased. As a result, that ratio continues to be generally accurate.

The current City of Hanford General Plan states, in part:
“Fire and Rescue Personnel. The following guidelines are identiﬁed in the International City/County Management Association (ICMA) Yearbook (2011). ICMA identiﬁes leading practices to address the needs of local governments and professionals serving communities globally. The Yearbook recommends 1.02 ﬁreﬁghters per 1,000 population. With that recommendation, the Hanford ﬁre department would have 55 ﬁre suppression personnel. Currently, the department has 27 ﬁre suppression personnel, which is a ratio of .49 ﬁreﬁghters per 1,000 population.” 41 4.B.a
Packet Pg. 60
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) “The national average is 1.3 per 1,000 and the statewide average is .92/1,000. The neighboring city of Tulare currently staﬀs .70 ﬁreﬁghters per 1,000.” Workload and System Reliability
The current HFD Workload and System Reliability evaluation consists of annual response numbers and UHU percentages for each engine and truck. Presently, accurate data on outside resources being dispatched into a primary unit’s area is not available. Utilizing two of the three evaluation tools, the following observations can be made:

1. Engine 41 has surpassed the 3,000 call benchmark to consider adding a second unit.

2. Engine 41 is over the desired 15% maximum Unit Hour Utilization benchmark.

Note: Adhering to the Opportunities for Improvement in this report should remedy the Workload and System Reliability observations listed above. Other options include, but are not limited to: 1) Ensure appropriate 911 call triaging is as eﬃcient as possible to reduce unnecessary dispatches, and/or 2) Add a squad or second company to Station

1. 42

4.B.a
Packet Pg. 61
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Plan for Maintaining and Improving Response and
Risk Reduction Capabilities
The goal of establishing, maintaining, reviewing, and improving this Community Risk Assessment/Standards of Response Coverage document is based upon the concept of continual improvement. By clarifying the baseline performance of the organization, then comparing it to established industry standards and best practice benchmarks, gaps in performance become evident, as well as the need to think strategically, and develop plans to overcome them. This is the easy part of the process.

The diﬃcult part of the process includes maintaining continual focus on the benchmarks, improving data input as well as creating, reviewing, and interpreting useful status output reports, adjusting strategic action plans as necessary, and most importantly, holding each other accountable for our responsibilities within the process.

The Hanford Fire Department, as an organization, commits to utilizing, maintaining, expanding, and annually updating this document as a useful tool in the continual process of organizational strategic planning, in the pursuit of attaining the stated vision.

43 4.B.a
Packet Pg. 62
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Correlation of CRA-SORC Document to Accreditation
Model
It is the goal of the Hanford Fire Department to, at some point, become an accredited agency under the Commission on Fire Accreditation International (CFAI). The creation of this Community Risk Assessment/Standards of Response Coverage document is a core competency requirement of this process. The Department understands that the organization cannot be considered for evaluation by the CFAI until at minimum, 3 years of response data are established, and all other core competency requirements listed in the Center for Public Safety Excellence (CPSE), Fire and Emergency Service Self- Assessment Manual are completed.

The HFD also understands that this document is an industry best practice and should be fully utilized to continually improve service to the citizens, irrelevant of the attainment of Fire Accreditation.

44 4.B.a
Packet Pg. 63
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Appendices
45 4.B.a
Packet Pg. 64
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Appendix A
Planning Area, SOI & City Limits
46 4.B.a
Packet Pg. 65
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Appendix B
Land Use Map
47 4.B.a
Packet Pg. 66
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Steve Pendergrass
Fire Chief
B Shift Operations
Fire Marshal
Part-Time
Inspector
Part-Time
Inspector
Battalion Chief
Administration
C Shift Operations
Station 41
Captain
Engineer
Firefighter
Firefighter
Station 42
Captain
Engineer
Firefighter
Station 43
Captain
Engineer
Firefighter
No Position - Managed by
Fire Chief
Station 41
Captain
Engineer
Firefighter
Firefighter
Station 42
Captain
Engineer
Firefighter
Station 43
Captain
Engineer
Firefighter
Battalion Chief
Administration
A Shift Operations
Station 41
Captain
Engineer
Firefighter
Firefighter
Station 42
Captain
Engineer
Firefighter
Station 43
Captain
Engineer
Firefighter
Office Assistant
40 Hour AdministraIve Schedule
56 Hour Schedule “C” ShiN
56 Hour Schedule “B” ShiN
56 Hour Schedule “A” ShiN
Appendix C
48 4.B.a
Packet Pg. 67
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) HANFORD FIRE DEPARTMENT - 2020 EMS
Reflects all EMS types; medical response, traffic accident with injury, rescue, etc.

Appendix D
49 4.B.a
Packet Pg. 68
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) HANFORD FIRE DEPARTMENT - 2020 FIRES
Reflects all fire types; structure, vehicle, vegetation, other 54 Appendix E
50 4.B.a
Packet Pg. 69
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review)

TARGET HAZARD
Name : Hazard :

Adven.st Medical Center Life Construc.on
Kings County Courthouse Life, Construc.on
Sierra Paciﬁc High School Life
College of the Sequoias Life
Fron.er Elementary School Life
Pioneer Elementary School Life
Edgewater Isle Apartments Life
River Oaks Apartments Life
Washington Elementary School Life
11th at Fargo Condos Life
Cortner Square Apartments Life
Monroe Elementary School Life
Simas Elementary School Life
55+ Mobile Home Park Life
Cedarbrook Apartments Life
Hanford High School Life
Sierra Vista Mobile Home Park Life
Hanford del Arroyo Mobile home Park Life
Hamilton Elementary School Life
Lee Richmond Elementary School Life Life
Shelly Baird School Life
JFK Middle School Life
Kings Garden Apartments Life
EFJ High school Life
Central Valley General Life, construc.on
St.Rose McCarthy School Life
Redington at Florinda Apartments Life
Woodrow Wilson Middle School Life
Shilo Apartments Life
Greenﬁeld Condos Life
Apartments on Greenﬁeld Life
Casa del Rio Apartments Life
Appendix F
51 4.B.a
Packet Pg. 70
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review)

TARGET HAZARD
Outrigger Apartments Life
Normandy Apartments Life
Kerr outpa.ent surgery center Life, construc.on
Hanford West High School Life
Kings County Jail Life, construc.on
Centennial Place Apartments Life
Heritage Park Re.rement Life
Four season mobile home park Life
Opera House Life, construc.on
Vendome Life, construc.on
Carnegie Building Construc.on
Bas.lle Construc.on
Original courthouse Construc.on
Marquez Brothers Hazmat
Amberwood Apartment complex Life
Bel Air Mobile home park Life
Casa del sol apartments complex Life
Diamond Terrace Re.rement Life
Hacienda Healthcare Assisted Living Life
Windgate Apartments Complex Life
Terra Vista Apartment Complex Life
Hanford Apartments Life
Mar.n Luther King Elementary Life
Hanford Mall Life
Hanford Post-Acute Assisted Living Life
Jordan Way Apartment Complex Life
Jana Way and Emma lee Apartments Life
Kings Nursing and Rehab Assisted Living Life
Lacey West Apartments Complex Life
Leslie Lane Apartments Complex Life
Lincoln plaza Apartments complex Life
Lincoln elementary school Life
Redwood Apartments complex Life
52 4.B.a
Packet Pg. 71
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review)

TARGET HAZARD
Sequoia Inn hotel Life, construc.on
Home2Suites Hotel Life, construc.on
View road Apartments complex Life
Verdegaal Brothers Hazmat
Tessenderlo Kerley Inc. Hazmat
Walmart Distribu.on Center Hazmat
Nitrogen Ag Solu.on Hazmat
Simplot Hazmat
Wastewater Treatment Hazmat
Faraday Futures Electric Cars Construc.on, Hazmat
BNSF Railroad Hazmat
Artesian Building Construc.on
58 53

4.B.a
Packet Pg. 72
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) $+
$+
$+
$+
$+
$+
·|}þ41
·|}þ198
·|}þ99
·|}þ43
·|}þ43
·|}þ41
·|}þ99
·|}þ198
·|}þ41
·|}þ198
·|}þ137
14TH AVE

AVENAL CUTOFF

HANFORD ARMONA RD
11TH AVE
18TH AVE19TH AVE

EXCELSIOR AVE
10TH AVE17TH AVE

GRANGEVILLE BLVD

LANSING AVE

LACEY BLVD
2ND AVE
12TH AVE
6TH AVE
1ST AVE

FREMONT AVE

FARGO AVE

HOUSTON AVE

IONA AVE

REEVES BLVD
13TH AVE
9TH AVE
16TH AVE

FLINT AVE
7TH AVE
22ND AVE

JERSEY AVE
15TH AVE

LAUREL AVE

IDAHO AVE

JACKSON AVE

DOVER AVE

KANSAS AVE

KENT AVE

ELDER AVE
21ST AVE
4TH AVE
25TH AVE ALIGNMENT
(BASE
RD) HFD Station 1
HFD Station 2
HFD Station 3
Kings County
Station 2
Kings County
Station 4
Kings
County
Station 5
QK Sources: ERSI Drive Time Analysis
ESRI Source: Esri, Maxar, GeoEye,
0 3
Miles
NN
$+ Fire Station 0 - 4 Minutes 4 - 8 Minutes
City of Hanford - Fire Station Response Time Estimate
60 Appendix G
4 minute Travel Time
54 4.B.a
Packet Pg. 73
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) Appendix H
55 4.B.a
Packet Pg. 74
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 56 4.B.a
Packet Pg. 75
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 57 4.B.a
Packet Pg. 76
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 58 4.B.a
Packet Pg. 77
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 59 4.B.a
Packet Pg. 78
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 60 4.B.a
Packet Pg. 79
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 61 4.B.a
Packet Pg. 80
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 62 4.B.a
Packet Pg. 81
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 63 4.B.a
Packet Pg. 82
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 64 4.B.a
Packet Pg. 83
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 65 4.B.a
Packet Pg. 84
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 66 4.B.a
Packet Pg. 85
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 67 4.B.a
Packet Pg. 86
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 68 4.B.a
Packet Pg. 87
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 69 4.B.a
Packet Pg. 88
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 70 4.B.a
Packet Pg. 89
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 71 4.B.a
Packet Pg. 90
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 72 4.B.a
Packet Pg. 91
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 73 4.B.a
Packet Pg. 92
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 74 4.B.a
Packet Pg. 93
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 75 4.B.a
Packet Pg. 94
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 76 4.B.a
Packet Pg. 95
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 77 4.B.a
Packet Pg. 96
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 78 4.B.a
Packet Pg. 97
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 79 4.B.a
Packet Pg. 98
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) 80 4.B.a
Packet Pg. 99
Attachment: HFD CRA-SORC 2022 (FD: Guiding Documents Review) City of Hanford
Fire Department
Strategic Plan 2022-2027
Prepared for the Hanford Fire Department
Prepared by Mike Kraus Leadership
February 14, 2022
1 4.B.b
Packet Pg. 100
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Table of Contents
Fire Chief’s Message
....................................................................................4 Introduction
..................................................................................................5 Executive Summary
......................................................................................7 Strategic Planning Process
..........................................................................8 Our City
......................................................................................................10 Elected and Appointment Oﬃcials
11 Our Fire Department
...................................................................................12 Community Risk Reduction Division
15 Fire Suppression Division
16 Issues
.........................................................................................................17 Strategic Initiatives
.....................................................................................18 Initiative 1: “Improve Community Risk Reduction Program” 18 Initiative 2: “Improve Fire Suppression Program”
23 Initiative 3: “Improve Training Program”
27 Initiative 4: “Improve Fireﬁghter Retention”
29 Appendix A (Committee and Stakeholder Members) .................................30 2 4.B.b
Packet Pg. 101
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) 3 4.B.b
Packet Pg. 102
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) 4 4.B.b
Packet Pg. 103
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Introduction
A Strategic Plan gives an organization a sense of purpose and direction. It answers such questions as: “Why are we here? What is our purpose? What do we value? Where do we need to improve? And how do we get there?” Ideally, when the 5 year Strategic Plan is completed, the stated mid-range vision is accomplished.

This is the second in a series of three planning documents utilized by the ﬁre service. It follows the Community Risk Assessment/Standards of Response Coverage (CRA/ SORC), and precedes the Fire Master Plan. These documents, linked together, support a Planning Continuum, intended to inform and assist elected and appointed oﬃcials in improving ﬁre and life safety platforms in their respective communities.

A Strategic Plan is not a secret document for Management. It is the guiding document which both internal and external stakeholders have provided input. It is a working document which everyone in the organization has access to and refers to when signiﬁcant decisions are to be made. It should be continually updated as progress is made, or, as adjustments must be made to its content.

A Strategic Plan contains the following key information which is crucial for an organization to live by, in order to be successful:

1. The Core Values of the Organization – What Values are important to us? What Values should we be held responsible for as individuals, and as an organization?

2. The Mission of the Organization – Why we are here? What we are charged with carrying out on a daily basis?
a. Performance Measures – Measurable evaluation tools put into place to ensure that the organizational performance stays on track and continues to meet the Mission(s) of the organization.
5 4.B.b
Packet Pg. 104
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review)

3. The Vision of the Organization – Where are we going? What are we striving to be in the mid-range or 5 year future? No organization is perfect, but each must have a Vision of what that organization would look like if it were perfect. a. Strategic Issues/Initiatives - Current high priority Issues that must be dealt with to improve the organization. These issues are generally short to mid-range issues (5 years or less). From these issues, formal, positive, action-oriented Initiatives are crafted to align with the associated Action Plans.
i. Action Plans – Each Strategic Initiative must have an associated Action Plan to ensure that work is being done to mitigate or overcome that speciﬁc Issue. Each Action Plan will have an individual assigned as the lead, as well as an associated timeline for completion. Each Action Plan will also have a number of supporting Goals, Objectives, and Critical Tasks.

It is crucial, if this document is to continue to be of value, that it be referenced, reviewed, and adjusted as necessary, and taken back to the stakeholders for re- evaluation every 5 years. It should be considered a dynamic tool to assist the ﬁre department and the appointed and elected oﬃcials, as they strive to improve the ﬁre and life safety element of their community.

As this document is updated, the City of Hanford Fire Department, after saving the original document, is hereby given express permission to remove all markings and references to “Mike Kraus Leadership.”
6 4.B.b
Packet Pg. 105
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Executive Summary
This Strategic Planning document is one in a series of three planning documents known collectively as the Planning Continuum. The additional two documents are known as the Community Risk Assessment/Standards of Response Coverage, and the Fire Master Plan. Utilized together, they assist appointed and elected oﬃcials in identifying gaps between the status quo and the industry standards and best practices, oﬀer short and med-range initiatives and action plans to close those gaps, as well as longer range goals; all tied to the City’s General Plan policies.

After a collaborative process consisting of both internal and external stakeholders, including community members, a number of issues were discovered. These issues were translated into 4 separate short or mid range initiatives (5 years or less), and each given speciﬁc action plans to assist in mitigating or overcoming the issues. These initiatives are as follows:

1. Improve Community Risk Reduction Program

2. Improve Fire Suppression Program

3. Improve Training Program

4. Improve Fireﬁghter Retention
It is crucial, if this document is to continue to be of value, that it, as well as the other two documents in the planning continuum, be referenced, reviewed, tracked and updated on a regular basis. It should be taken back to the stakeholders for re- evaluation every 5 years. Additionally, these documents must always be re-evaluated as a new City General Plan process proceeds and is ﬁnalized. It should be considered a dynamic tool to assist the ﬁre department and the appointed and elected oﬃcials, as they strive to improve the ﬁre and life safety element of their community.

7 4.B.b
Packet Pg. 106
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Strategic Planning Process
The Strategic Planning Steering Committee oversaw a comprehensive process in the development of this plan. Initially, a Community Risk Assessment/Standards of Response Coverage (CRA/SORC), evaluation was authorized and conducted. This undertaking involved an assessment of the major hazards and associated risk levels in the community, and the capabilities of the Hanford Fire Department in responding to these hazards. These capabilities were held against ﬁre service industry standards and best practices, resulting in a number of opportunities for improvement.

Concurrently with the CRA/SORC, internal stakeholders took part in an evaluation of the mission, core values, and vision of the organization, resulting in an updated set of these guiding documents. Internal stakeholders also were surveyed on what they believed to be the challenges, opportunities, weaknesses, and strengths of their ﬁre department. These results were collected, collated and organized for review by the Committee.

Understanding the critical importance of obtaining external stakeholder input, the Committee invited a number of community representatives to a one day workshop, held at City Hall. The agenda included an overview of the Hanford Fire Department, a survey of their expectations of the department, a brieﬁng on its current performance standard metrics, and an opportunity to establish and prioritize the self-diagnosed issues.

The integration of the CRA/SORC results with the internal and external stakeholder input was completed by the committee, resulting in a signiﬁcant number of current or future issues. These issues were then evaluated, prioritized, and transitioned into a list of 4 initiatives. For each initiative, an Action Plan was developed and assigned, to increase the probability that each initiative could and would be realized.

These initiatives and action plans are the heart of the document. This Plan will serve as a tool for the Fire Chief, City Manager, and our City Council, to work collaboratively in 8 4.B.b
Packet Pg. 107
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) the ongoing eﬀort to deliver the best possible ﬁre and life safety platform to our citizens and visitors.

9 4.B.b
Packet Pg. 108
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Our City
Hanford, California (36 degrees 19’39”N
119 degrees 38’44”W), is located in the
northeastern part of Kings County,
approximately 30 miles to the
southwest of the City of Fresno. It is
about equal distant from the Sierra
Nevada and the Coast Ranges. State
Highway 198 runs east and west through Hanford and State Highway 43 runs north and south along the easterly boundary of the city. Presently, the city limits of Hanford covers 17.4 square miles. The ultimate growth boundary, which is based on the city’s current general plan, includes the incorporated city and its sphere‐of‐inﬂuence and encompasses approximately 30 square miles.

Hanford is a California General Law City. Policy is established by a council/weak mayor form of government, with ﬁve council members elected by district to four year terms.

The mayor is selected by the Council on an annual basis. A manager oversees the daily responsibilities of the City.

10 4.B.b
Packet Pg. 109
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Elected and Appointment Oﬃcials
City Council:

Diane Sharp, Mayor (District C)
Amanda Saltray, Council Member (District A)
Kalish Morrow, Vice Mayor (District B)
Francisco Ramirez, Council Member (District D)
Arthur Brieno, Council Member (District E)
City Manager:

Mario Cifuentez
The Hanford Fire Department would like to thank the City Council for its continued dedication to the improvement of the public safety element in our City. It is this dedication that has, and will continue to make, Hanford, the idyllic, thriving community it is today.

11 4.B.b
Packet Pg. 110
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Our Fire Department
Fire and life safety services for the City of Hanford are provided by the Hanford Fire Department (HFD). The HFD is a professional organization consisting of 35 full time and 2 part time employees. Services include community risk reduction and emergency response. It was formed in 1891 by Council resolution due to several large and destructive downtown ﬁres. The HFD has a rich history of dedicated service to its citizens.
12 4.B.b
Packet Pg. 111
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Mission Statement
“The mission of the Hanford Fire Department is to deliver eﬀective, professional ﬁre prevention and emergency response.”
Diversity Statement
“The Hanfor d Fire Department is an organization set to represent our community.

Members of the department come from many socio-economic, ethnic, and cultural backgrounds. Our common thread is our passion to serve in whatever capacity is needed. Diversity provides perspective, experience, and understanding which only enhances the ﬁre service and the people of Hanford.”
Core Values
“ Compassion, Integrity, Accountability, Teamwork, Family, Respect” Vision Statement
“The Hanford Fire Department strives to advance public safety through metrics, self-assessment and industry advancements. The men and women of the Hanford Fire Department will remain proactive and in control of our future. We accept the challenges that will come with the same discipline and integrity of our forebears.” 13 4.B.b
Packet Pg. 112
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Steve Pendergrass
Fire Chief
B Shift Operations
Fire Marshal
Part-Time
Inspector
Part-Time
Inspector
Battalion Chief
Administration
C Shift Operations
Station 41
Captain
Engineer
Firefighter
Firefighter
Station 42
Captain
Engineer
Firefighter
Station 43
Captain
Engineer
Firefighter
No Position - Managed by
Fire Chief
Station 41
Captain
Engineer
Firefighter
Firefighter
Station 42
Captain
Engineer
Firefighter
Station 43
Captain
Engineer
Firefighter
Battalion Chief
Administration
A Shift Operations
Station 41
Captain
Engineer
Firefighter
Firefighter
Station 42
Captain
Engineer
Firefighter
Station 43
Captain
Engineer
Firefighter
Office Assistant
40 Hour AdministraIve Schedule
56 Hour Schedule “C” ShiN
56 Hour Schedule “B” ShiN
56 Hour Schedule “A” ShiN

4.B.b
Packet Pg. 113
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Community Risk Reduction Division

“The Hanford Fire Department Community Risk Reduction Division is dedicated to the protection of life and safety through ﬁre prevention and education” Key Performance Measures
On an annual/biennial basis, as required, complete 100% of State Mandated ﬁre inspections
On an annual basis, complete Fire Education Programs at 90% of all elementary schools
On an annual basis, maintain a 3 week turnaround time for 90% of all Plan Checks On an annual basis, determine the origin and cause of 90% of all ﬁres 15 4.B.b
Packet Pg. 114
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Fire Suppression Division

“The Hanford Fire Department Fire Suppression Division
is dedicated to providing expeditious and eﬃcient emergency services” Key Performance Measures
Maintain a Total Response Time of 6 minutes and 19 seconds for the ﬁrst arriving unit at 90% of all emergency medical calls
Maintain a Total Response Time of 6 minutes and 39 seconds for the ﬁrst arriving unit at 90% of all ﬁre-rescue calls
Maintain a Total Response Time of 10 minutes and 39 seconds for the arrival of an Eﬀective Response Force at 90% of all structure ﬁres
On an annual basis, complete all Mandated Training for 95% of safety personnel 16 4.B.b
Packet Pg. 115
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Issues
The following is a list of issues discovered through the Strategic Planning process:
• Gap between industry standard/best practices for career ﬁreﬁghters to community population ratio
• Gap between industry standard/best practices for response times. • Gap between industry standard/best practice times in assembling suﬃcient ﬁreﬁghters on the ﬁre scene to perform critical tasks.
• Lack of consistent battalion chief shift oversight
• Struggles maintaining serviceable ﬁre apparatus
• Fire Chief having to supervise both operational and administrative duties • Inability to complete State mandated ﬁre inspections
• Need to expand community ﬁre safety outreach
• Lack of eﬀective public information dissemination
• Lack of comprehensive emergency management/preparedness program • Lack of integrated operational partnership with County OES • Lack of comprehensive training program
• Lack of practical training facility
• Fireﬁghter retention struggles
17 4.B.b
Packet Pg. 116
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Strategic Initiatives
Initiative 1: “Improve Community Risk Reduction Program” Supporting “City of Hanford 2035 General Plan” Goals and Policies Policy P59: Continue to enforce the California Fire Code, California Building Code, and Hanford Municipal Code to mitigate threats to safety and property Policy P60: Require that new commercial and industrial buildings less than 5,000 square feet that are outside of a 2 mile response distance include ﬁre suppression sprinkler systems
Policy P61: Continue to upgrade preparedness strategies and techniques so as to be prepared when natural or manmade disaster occurs
Goal H1: Reduced impacts to human life, property, the local economy, and the environment resulting from natural hazards, human-trade hazards, and noise Goal H3: Reduced risk to public health and safety and disruption of social, economic, and environmental welfare resulting from natural hazards Policy H1: Integrate the mitigation measures of the Kings County Multi- jurisdictional Hazard Mitigation Plan where relevant and applicable Policy H2: Collaborate with the Kings County Oﬃce of Emergency Management in the development of updates to the Kings County Multi-jurisdictional Hazard Mitigation Plan
Policy H3: Lead in the preparation for natural and man-made disasters by taking a proactive approach
Policy H4: Update and implement the Emergency Preparedness Plan annually to respond to changes in land use, population, and incorporated boundaries, including evacuation routes, locations of critical facilities, peak load water supply requirements, minimum road widths and turning radii, and identiﬁcation of risks Policy H5: Maintain City Hall as the Emergency Operations Center (EOC) in Hanford
Policy H6: Educate the public about disaster preparedness by providing information on supplies, training, evacuation routes, communication systems and shelter locations
Policy H7: Identify and develop communication systems, evacuation methods, shelter locations and other services for special needs populations 18 4.B.b
Packet Pg. 117
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Policy H10: Continue to collaborate with Kings County Oﬃce of Emergency Management to establish and maintain an Emergency Operations Plan that includes identiﬁcation of Hanford’s emergency evacuation routes and operational needs for ﬁrst responders
Policy H11: Establish the capability to relocate critical emergency response facilities such as ﬁre, police and essential services facilities, if needed Policy H12: Develop a procedure to quantify community emergency preparedness levels
Policy H13: Encourage City employees through a volunteer program to obtain training in disaster preparedness and basic ﬁrst aid skills Policy H15: Maintain and enforce current buildings codes and standards to reduce the potential for structural failure caused by ground shaking and other geologic hazards
Policy H18: Support the maintenance and implementation of the Kings County Extreme Heat Emergency Plan to support vulnerable populations during times of extreme heat
Policy H19: Periodically evaluate the eﬀectiveness of existing cooling centers and determine the need for additional cooling centers as population increases Policy H20: Require new development to provide onsite drainage or contribute towards their fair share cost of oﬀ-site drainage facilities to handle surface runoﬀ Policy H23: Educate the public on driving techniques for navigating in the Tule fog
Policy H24: Periodically evaluate the eﬀectiveness of warming center and determine the need for additional warming center as population increases Policy H27: Ensure that all new buildings are constructed to current Fire Code Standards
Policy H28: Continue with an intensive weed abatement program to minimize ﬁre hazards near urban uses
Policy H29: Coordinate with other public agencies to educate consumers about the proper household use and disposal of hazardous materials Policy H30: Require industrial uses that rely extensively on the use of hazardous materials to adopt an acceptable use, storage, disposal, and emergency response program that has been approved by appropriate agencies Discussion
The 2021 Community Risk Assessment/Standards of Response Coverage (CRA/ SORC), has identiﬁed 5 “Opportunities for Improvement” in support of elevating the City of Hanford Fire Department “Community Risk Reduction” program closer to the 19 4.B.b
Packet Pg. 118
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) levels of Industry Standards and Best Practices. Associated short and medium-range goals are listed below. Additionally, a 14 year Fire Master Plan has been created commensurate to the City of Hanford 2035 General Plan, for longer-range goals.

Action Plan
Goal 1A: Complete all State mandated annual/biennial ﬁre inspections Objective:

Complete all State mandated annual/biennial ﬁre inspections. This is in accordance with State of California Fire Code, CRA/SORC, Fire Master Plan, and Hanford 2035 General Plan policy. Completion will signiﬁcantly improve Community Risk Reduction program and result in compliance with State of California Fire Code.

Critical Tasks:
• Collaborate with City of Hanford to gain approval/funding for 2 additional civilian ﬁre inspectors, to be hired at one year intervals.

Partial revenue/funding may be available through collection of current inspection fees
• Collaborate with City of Hanford to gain approval/funding for 2 additional sedans
• Collaborate with City of Hanford to gain approval/funding for 1 administrative assistant to focus primarily on record keeping and billing of inspection fees, in accordance with adopted fee schedule • Collaborate with City of Hanford to gain approval/funding for additional oﬃce space
Timeframes:
1st Fire Inspector: 1 year
1 Administrative Assistant: 1 year
2nd Fire Inspector: 2 years
Lead: Fire Marshal
Goal 1B: Improve community risk reduction education/outreach.

Objective:

Reduce the risk of ﬁre and other life safety emergencies in our community through expansive risk reduction education. This is in accordance with CRA/SORC, Fire Master Plan, and Hanford 2035 General Plan policy.

Critical Tasks:
20 4.B.b
Packet Pg. 119
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) • Collaborate with Hanford Elementary School District and other community groups to initiate opportunities for initial and periodic ﬁre/life safety presentations
• Develop ﬁre/life safety materials and presentations designed for speciﬁc audiences
• Develop, track, and act upon community risk reduction performance measures, in eﬀort to continually improve this vital service Timeframe: 1 year
Lead: Fire Marshal
Goal 1C: Increase the City of Hanford “Emergency Management/Preparedness” capabilities
Objective:

To build an eﬀective Emergency Management/Preparedness system in anticipation of natural and manmade disasters. This is in accordance with CRA/SORC, Fire Master Plan, and Hanford 2035 General Plan policy.

Completion will signiﬁcantly improve the ability of City of Hanford and Kings County Operational Area local governments to prepare for and respond to natural and manmade disasters.

Critical Tasks:
• Collaborate with City of Hanford to develop job description for assistant ﬁre marshal/emergency preparedness oﬃcer position.
• Collaborate with City of Hanford to gain approval/funding for an assistant ﬁre marshal/emergency preparedness oﬃcer position. Grant opportunities may be available to augment the funding of this position • Collaborate with City of Hanford to gain approval/funding for 1 additional sedan
• Collaborate with City of Hanford to gain approval/funding for additional oﬃce space
• Collaborate/explore options with Kings County Operational Area OES to develop expanded Emergency Management/Preparedness partnership Timeframe: 5 years
Lead: Fire Chief
Goal 1D: Explore possible partnership with Building Department for purposes of plan checking new construction

21 4.B.b
Packet Pg. 120
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Objective:

Share funding of plans checker position between Building and Fire Departments. Enforcing Fire and Building Codes is supported by Hanford 2035 General Plan policy. Completion will increase eﬃciencies and reduce duplications between both departments.

Critical Tasks:
• Collaborate with Building Department to explore options associated with sharing a plans checking position
• If viable, collaborate with City of Hanford to secure approval/funding of shared position
• If viable, collaborate with City of Hanford to gain approval/funding for additional oﬃce space
Timeframe: 2-3 years
Lead: Fire Marshal
Goal 1E: Develop a Public Information dissemination program Objective:

Utilize an eﬀective public information program to disseminate necessary emergency and nonemergency information in a timely manner and on a regular basis
Critical Tasks:
• Develop a public information dissemination policy
Timeline: 1 year
Lead: Fire Marshal
22 4.B.b
Packet Pg. 121
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Initiative 2: “Improve Fire Suppression Program”
Supporting “City of Hanford 2035 General Plan” Goals and Policies Goal H2: High quality emergency services to protect life and property Goal H4: Quality ﬁre protection services throughout the City of Hanford Policy H8: Evaluate safety service limitations on an annual basis to provide for adequate levels of service
Goal P10: Prevention of loss of life and property from ﬁre or other disaster Goal P11: Functional public buildings to house ﬁre and emergency services personnel and equipment
Policy P49: Provide ﬁre stations at locations to achieve and maintain an adequate response time for emergencies within the City
Policy P51: Provide for ﬁve City ﬁre station locations within the 2035 Growth Boundary on the General Plan Land Use Map
Policy P53: Provide adequate ﬁre suppression personnel and staﬀ at each ﬁre station to meet increased demands from population growth Policy P54: Provide for ﬁre protection vehicles and safety equipment to meet increased demands from population growth
Discussion
The 2021 Community Risk Assessment/Standards of Response Coverage (CRA/ SORC), has identiﬁed 14 “Opportunities for Improvement” in support of elevating the City of Hanford ﬁre-rescue capabilities closer to the levels of Industry Standards and Best Practices. Given that it is not realistic to believe all 14 of these opportunities can be achieved in the time frame of a 5 year Strategic Plan, they have been prioritized in order of need; as short/medium-range goals. Additionally, a 14 year Fire Master Plan has been created commensurate to the City of Hanford 2035 General Plan, for those longer-range goals.

Action Plan
Goal 2A: Implement 24-hour battalion chief coverage
Objective:

Transition 40 hour ﬁre battalion chiefs to 24 hour shifts. This is in accordance with Fire Master Plan, and supported by CRA/SORC and Hanford 2035 General Plan policy. Completion will signiﬁcantly improve shift oversight, support, and command structure at emergency incidents. 23 4.B.b
Packet Pg. 122
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Critical Tasks:
• Collaborate with City of Hanford to gain approval/funding for 1 ﬁre battalion chief
• Conduct testing process and establish eligibility list • Transition battalion chief assignments to 24 shifts
Timeframe: 1 year
Lead: Fire Chief
Goal 2B: Open Station 4 in Northwest Hanford
Objective:

Have Station 4 operational by 2025. This is in accordance with Fire Master Plan, and supported by CRA/SORC and Hanford 2035 General Plan policy. Completion will signiﬁcantly improve emergency response times, ability to assemble an Eﬀective Response Force, and ﬁreﬁghter to population ratio.

Critical Tasks:
• Collaborate with City of Hanford to evaluate viability of City-owned property designated for Fire Station 4.
• Collaborate with City of Hanford to gain approval/funding and design of facility (Consider temporary/transitional facility if needed). • Collaborate with City of Hanford to gain approval/funding and construction of facility
• Collaborate with City of Hanford to gain approval/funding/hiring- promoting of 3 ﬁre captains, 3 ﬁre engineers, and 3 ﬁreﬁghters.

Completed one year prior to opening of station for training purposes.

Timeframe: 3-5 years
Lead: Fire Chief
Goal 2C: Prepare for Station 5 in Eastern Hanford
Objective:

To prepare for the opening of Station 5 in 2028/2029. This is in accordance with Fire Master Plan, and supported by CRA/SORC and Hanford 2035 General Plan policy. This facility is also projected to house ﬁre training classrooms/grounds.
24 4.B.b
Packet Pg. 123
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Critical Tasks:
• Collaborate with City of Hanford to gain approval/funding and purchasing of property
• Collaborate with City of Hanford to gain approval/funding and design of facilities
Timeframe: 5 years
Lead: Fire Chief
Goal 2D: Improve eﬃciency of emergency response ﬂeet
Objective:

Aquire and maintain an adequate number of eﬃcient front line emergency response apparatus, as well as reliable reserve units. This is in accordance with Fire Master Plan and supported by Hanford 2035 General Plan policy. Completion will result in a dependable, well maintained emergency response ﬂeet.

Critical Tasks:
• Establish realistic and cost-eﬀective replacement schedule for engine and truck/ladder apparatus
• Integrate apparatus replacement schedule with City Capital Improvement Program
• Collaborate with City of Hanford to gain approval/funding to purchase used truck/ladder company for reserve status
• Collaborate with City of Hanford to gain approval/funding to purchase 2 new engines
• Collaborate with City of Hanford to gain approval/funding to hire additional City mechanic, with primary responsibility to ﬁre apparatus Timeframe: 3 years
Lead: Apparatus Committee
Goal 2E: Improve coordination/standardization of operational shifts Objective:

Place emergency operational shift coordination under a deputy chief. This is in accordance with Fire Master Plan, and supported by Hanford 2035 General Plan policy (Additionally supported by 2021 Porterville “Serious Accident Review Team” report). Completion will result in increased e ﬃciency and standardization between 3 operational shifts. Completion 25 4.B.b
Packet Pg. 124
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) will also allow the Fire Chief to more eﬀectively carry out Department Director responsibilities.

Critical Tasks:
• Collaborate with City of Hanford to develop job description deputy ﬁre chief
• Collaborate with City of Hanford to gain approval/funding for 1 deputy ﬁre chief
• Collaborate with City of Hanford to gain approval/funding for 1 additional sedan
• Conduct testing process and establish eligibility list • Collaborate with City of Hanford to gain approval/funding for administrative assistant, assigned to ﬁre suppression division • Collaborate with City of Hanford to gain approval/funding for additional oﬃce space.

Timeframe: 5 years
Lead: Fire Chief
26 4.B.b
Packet Pg. 125
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Initiative 3: “Improve Training Program”
Supporting “City of Hanford 2035 General Plan" Goals and Policies Goal H2: High quality emergency services to protect life and property Goal H4: Quality ﬁre protection services throughout the City of Hanford Discussion
Presently, a comprehensive ﬁre training program does not exist. Training coordination is a dual responsibility held by a shift ﬁre oﬃcer and a training committee. The Fire Master Plan forecasts the need for a training facility on the future grounds of Fire Station 5, however, this is not forecasted to be built until 2028/2029. As the ﬁre department must grow with the City, the training program must grow to meet the needs of the organization.

Action Plan
Goal 3A: Establish a comprehensive training program
Objective:

Operate and beneﬁt from a comprehensive training program with adequate oversight personnel and functional facilities. This is in accordance with Fire Master Plan and supported by Hanford 2035 General Plan policy. Completion will result in a well trained and eﬀective ﬁre response platform, operationally ready to respond to the needs of the community.

Critical Tasks:
• Conduct a comprehensive training needs assessment of the ﬁre department
• Develop a comprehensive training program including, but not limited to:
mission statement, training mandates and frequencies, rank speciﬁc training, succession planning/career development, special operations training, cost/beneﬁt analysis of in-house vs. travel training, instructor qualiﬁcations, and record keeping
• Collaborate with City of Hanford to gain approval/funding for a 1 training captain to coordinate training program
• Collaborate with City of Hanford to gain approval/funding for 1 additional 4x4 Pickup
• Design a reasonable and functional training facility, projected to be built on land purchased for future Station 5
27 4.B.b
Packet Pg. 126
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) • Collaborate with City of Hanford, to explore funding options for a future training facility projected to be built on the grounds of future Station 5 • Consider regional partnerships such as Kings County and College of the Sequoias
Timeframes:
• Needs assessment: 6 months
• Comprehensive training program: 1 year
• Training captain: 3 years
• Training grounds design: 3 years
• Determine training grounds funding: 5 years
Lead: Training Committee
28 4.B.b
Packet Pg. 127
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Initiative 4: “Improve Fireﬁghter Retention”
Supporting “City of Hanford 2035 General Plan” Goals and Policies Goal H2: High quality emergency services to protect life and property Goal H4: Quality ﬁre protection services throughout the City of Hanford Policy P53: Provide adequate ﬁre suppression personnel and staﬀ at each ﬁre station to meet increased demands from population growth Discussion
The ﬁre department continues to lose experienced ﬁreﬁghters to other agencies. This turnover of personnel results in a loss of valuable experience and taxpayer investment.

Action Plan
Goal 4A: Conduct a comprehensive study into the ongoing loss of experienced ﬁreﬁghters and develop an action plan to overcome the issue.

Objective:

Improve the ability to retain experienced ﬁreﬁghters. Completion will result in the retention of experienced ﬁreﬁghters, as well as increasing the investment value of taxpayer dollars.

Critical Tasks:
• Form an ad hoc labor/management committee to study the issue of ﬁreﬁghter retention
• Conduct interviews of present and past employees
• Collaborate where possible with City of Hanford
• Develop a comprehensive action plan to improve ﬁreﬁghter retention Timeframe:
• Develop action plan (1 year)
• Follow action plan (Ongoing)
Lead: Ad hoc committee
29 4.B.b
Packet Pg. 128
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review) Appendix A (Committee and Stakeholder Members)
Steering Committee:

Matthew Rowe, Battalion Chief (Chair)
Erik Brotemarkle, Battalion Chief
Christy Whittington, Fire Marshal
Dennis Springer, Captain
Matthew Martinez , Engineer
Austin Hiatt, Fireﬁghter
Internal Stakeholder Group:

Hanford Fire Department Personnel
External Stakeholder Group:

Jack Amoroso, Retired Avenal Police Chief and Hanford resident Todd Barlow, Kings County School District
Isaac Buller, City of Porterville Fireﬁghter and Hanford resident Martin Devine, Ex Hanford Council-member
Matt Doney, North Central Fire District Captain and Hanford resident Dennis Ham, Active Community Member (China Alley)
Pauline Hershey, Owner All Valley Printing
Alicia Jacobo, Aid to Senator Hurtado
Amory Marple, Hanford Chamber of Commerce
Victor Rosa, Hanford Union Schools
Jacob Sanchez, Hanford Chamber of Commerce
Jeanette Tackett, JH Tackett Inc.

Lizzy Tullis, Kings County School District
Ben Wiele, American Ambulance Supervisor Signiﬁcant Issues 30 4.B.b
Packet Pg. 129
Attachment: HFD Strategic Plan 2022-2027 (FD: Guiding Documents Review)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION:

SUBJECT:

Reorganization of the City Council - Selection of the Mayor and Vice Mayor

RECOMMENDATION:

That the City Council, by motion,

1. Accept the resignation of Diane Sharp as the Mayor of the City of Hanford; and

2. Conduct the reorganization process and appoint a new Mayor, and, if necessary, appoint a new Vice Mayor to serve for the remainder of the 2022 term in those respective positions.

BACKGROUND:

At the March 1, 2022 City Council meeting, the Council reached consensus on a request to bring back a General Business item to consider the reorganization of Council Mayor and Vice-Mayor.

Since that request, Mayor Sharp has tendered her resignation as the Mayor. Accordingly, Council will need to take the recommended action to fill the vacated position through the normal process.

FISCAL IMPACT:

ATTACHMENTS:

Sharp Mayoral Resignation
Packet Pg. 130
Hanford City Hall
319 N. Douty Street
Hanford, California. 93230
March 9, 2022
Madam Clerk,
While I continue to relish the opportunity to serve the people of Hanford on its City Council, I resign the position of Mayor, eﬀective immediately.

I look forward to working with you, the City Manager and the rest of the staﬀ as I continue to represent District C and the city as a whole to the best of my ability as Council Woman.

Much has been made of late of the manner in which I have conducted public meetings. I believe I was right to call people out who failed to observe the Council rules of decorum during public sessions. Part of the Mayor job is to enforce the rules. If the Council wishes to change our rules of decorum for operating meetings, we should have that discussion.

We have a lot of work to do for the citizens of Hanford, and many challenges ahead.

Hopefully this resignation will help the Council move forward with a sense of joint purpose for the good of all.

Onward!
Sincerely,
Diane Sharp

12.a
Packet Pg. 131
Attachment: Sharp Mayoral Resignation (Council Reorganization)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: B

SUBJECT:

City Clerk: Approval of the Minutes of the August 17, 2021 Meeting

Recommendation:

Approve the minutes of the August 17, 2021 Meeting.

FISCAL IMPACT:

ATTACHMENTS:

8.17.2021

15.B
Packet Pg. 132

CITY COUNCIL MEETING

MINUTES
August 17, 2021 7:00 PM
Council Chambers
400 N. Douty St.
4:00 PM CALL TO ORDER STUDY AND CLOSED SESSION:

Mayor Ramirez called the study session and closed session to order at 4:00 p.m.

ROLL CALL BY THE CITY CLERK:

Present: Francisco Ramirez, Diane Sharp, Kalish Morrow, Amanda Saltray, Art Brieno.

PUBLIC COMMENT:

Comments fr om the publi c are limited to items on the agenda (GC 54954.3a). A maximum of three minutes is allowed for each speaker. Please begin your comments by stating your name and providing your city of residence.

Bob Ramos and Paula Massey commented on the Lacey Park arbor.

Nathan Odom commented on Hidden Valley Park.

STUDY SESSION:

A. Presentation of the Fiscal Year 2020 Audited Financial Statements for the City of Hanford from the City's independent external auditors Hudson, Henderson & Compa ny, Inc. Certified Public Accountants.

Finance Director Chris Tavarez provided a background. Dir. Tavarez and Brian Henderson of Hudson, Henderson & Company Inc. presented the FY 2020 Audit. Dir. Tavarez and Mr. Henderson answered questions from the Council. The Council thanked staff and Mr. Henderson for the presentation.

B. Discussion regarding Hidden Valley Park, the vacant City property located immediately West of the Park, and proposed uses and traffic options.

City Manager Mario Cifuentez provided a brief overview. He also clarified that the discussion and any direction given by Council is the first step going forward with the development project. Public Works Director John Doyel presented and discussed two options for connecting Rogers Rd. to Cortner Rd. The Council provided their input on the presented options. Senior Planner Gabrielle Myers discussed the existing zoning for the acreage and the potential issues that may occur with rezoning. Parks and Community Services Director Brad Albert presented a nd discussed conceptual designs for the expansion of Hidden Valley Park. The Council provided their feedback and expressed some of their concer ns regarding the design and potential cost. Staff answered questions from the Council. The Council directed staf f to revi ew the legalitie s of transferring the space from single-family to park space for three scenarios for a future discussion.

Mayor Ramirez adjourned to closed session at 5:28 p.m.

15.B.a
Packet Pg. 133
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)
CLOSED SESSION FOR DISCUSSION OF THE FOLLOWING:

CONFERENCE WITH LEGAL COUNSEL - REAL PROPERTY NEGOTIATIONS (gc 54956.8):

Property: 113 Court St.

APN: 010-265-001
Agency Negotiators: Mario Cifuentez, Ty Mizote, and Brad Albert

Property: 266 Gilkey Ln.

APN: 012-232-077-000
Negotiating Party: Kings Rehabilitation Center
Agency Negotiators: Mario Cifuentez, Ty Mizote, and Brad Albert CALL TO ORDER REGULAR SESSION:

Mayor Ramirez called to the meeting to order at 7:00 p.m.

ROLL CALL:

Attendee Name Title Status Arrived
Diane Sharp Vice Mayor Present 3:56 PM
Art Brieno Council Member Present 3:57 PM
Kalish Morrow Council Member Present 3:55 PM
Amanda Saltray Council Member Present 3:57 PM
Francisco Ramirez Mayor Present 3:57 PM

INVOCATION:

The invocation was led by Police Chief Parker Sever.

FLAG SALUTE:

The flag salute was led by Mayor Ramirez.

RECOGNITIONS/PROCLAMATIONS:

Proclamation Naming Penelope 'Penny' Saltray as an Honorary Firefighter for the City of Hanford Fire Department
The Council presented Penelope Saltray with an Honorary Firefighter Proclamation.

Representatives from Se nator Melissa Hurtado's O ffice, Assembly Member Rudy Salas's Office, and David Valadao's Office each presented Penelope Saltray with a Certificate of Recognition.

Break at 7:20 p.m. - 7:30 p.m.

CLOSED SESSION ACTION REPORT:

None.

STAFF COMMUNICATIONS:

City Manager Mario Cifuentez provided a Kings County update regarding the National Wea ther Service presentation. He also discussed city events.

15.B.a
Packet Pg. 134
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)
COUNCIL REPORTS/COMMENTS:

Vice Mayor Sharp discussed the meetings and events she attended.

Council Member Morrow discussed the meetings she attended.

Council Member Brieno had nothing to report.

Council Member Saltray thanked the community and the agencies that participated in the recognition of Penelope Saltray. She also commented on a new business in Hanford.

Mayor Ramirez discussed the meetings he attended.

PUBLIC COMMENT:

This is the time for citizens to comment on subject matters not on the agenda within the jurisdiction of the Hanford City Council. This is also the public’s opportunity to request an item from the Consent Calendar be pulled for discussion purposes or to comment on any item on the agenda. Comments related to Public Hearing items will be heard at the time the item is discussed.

A maximum of three minutes is allowed for each speaker. Please begin your comments by stating your name and providing your city of residence.

Nisei Farmers League President Manuel Cunha thanked the Council and Fire Department for recognizing Penelope Saltray. He also commented on Consent Item D (Letters of support to Senators Feinstein and Padilla).

Dolores Alves commented on the Lacey Park arbor and commended Officer Bursiaga.

John Alves commented on the Lacey Park arbor and the negative activity that takes place at the park.

Bob Ramos commented on the Lacey Park arbor. He has also commented on the Hidden Valley Park.

Mark Pratter commented on Hidden Valley Park.

Mickey Stoddard commented on Hidden Valley Park and the 2019 Parks and Recreation Master Plan.

Caliva CEO Rand Martin provide a business update for the local store and commented on General Business item A.

Lou Martinez commented on Hidden Valley Park.

Nathan Odom commented on Hidden Valley Park.

CONSENT CALENDAR:

Consent Calendar items are considered routine a nd will be enact ed in one motion.

There will be no separate discussion of these matters unless a request is made and then the item will be removed from the Consent Calendar to be discussed and voted upon by a separate motion.

Council Member Brieno reques ted to pull item J [Public Works: Authorization to award contracts to 4Creeks of Visalia CA, in the amount of $119,293.00 and Peters Engineering Group of Clovis CA, in the amount of $35,035.00 for the design phase of FY 20/21 Traffic Signal at 12th Ave. & Hume Pro ject and approve an additional appropriation of $104,328.00 from the Transportation Impact Fee fund to fully fund the design portion of this project].

15.B.a
Packet Pg. 135
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)
Motion to approve the Consent Calendar except for the items pulled for separate consideration.

RESULT: APPROVED [UNANIMOUS]
MOVER: Diane Sharp, Vice Mayor
SECONDER: Amanda Saltray, Council Member
AYES: Sharp, Brieno, Morrow, Saltray, Ramirez
A. PROCEDURAL WAIVER: Waive reading in full of resolutions and ordinances and approval and adoption of same by reading title the only.

B. Council: Designation of Mayor Ramirez as the voting delegate and Council Member Morrow and Council Member Saltray as the alternate(s) for the League of California Cities Annual Conference.

C. Administration: Approval of the full-time salary schedule for Fiscal Year 2021-22 D. Administration: Approval of a Letter of Support to Senators Feinstein and Padilla requesting that the definition of agricultural labor or services in the Farm Workforce Modernization Act of 2021 be modified to in clude employees who work in packing houses and processing plants and that legislation for Dreamers be passed concurrently.

E. Community Development: Waive the second reading and adopt Ordinance 21-02, an ordinance of the City of Hanford City Counc il approving Prez one No. 2020- 02, a request to prezone the Annexation 157 area as R-H High-Density Residential, R-M Medium-Density Residential, and R- L-5 Low-Density Residential, in accordance with the General Plan designation for the area. The project is located at the northwest corner of 12th Avenue and Fargo Avenue (APN 009- 020-021, 009-020-023 through -026, 009-020-046, and 009-020-047) and the southwest corner of 12th and Fargo Avenues (APN 009-020-021, 009-020-023 through -026, 009-020-046, and 009-020-047).

F. Community Deve lopment: Second Reading of Ordinance 21- 03, approving Municipal Code Amendment No. 2020-03, a request to: a) Amend Title 5 by adding Chapter 5.68 to Title 5 of the Hanford Municipal Code, to establish standards and regulations f or Commercial Hemp Activity and approving Zone Text Amendment No. 2020- 03, a request to: b) Amend Title 17, Section

17.08.030 – Commercial, Office, and Industrial Zone Use Table of the Hanford Municipal Code by adding Commercial Hemp Business (e.g., culti vation, m anufacture, distr ibution, transportation, and lab testing) as a conditionally permitted use in the I-L Light Industrial and I-H Heavy Industrial zone district, and to add Hemp retailers (5% or more of a retailer’s business or gross receipts is der ived from CBD sales) as a permitted use in C -S Service Commercial, C -H Highway Commercial, MX-C Corridor Mixed Use, and MX -D Downtown Mixed Use, and as a conditionally permitted use in C -R Regional Commercial; and c) Amend Title 17 by adding Chapter 17.67, adding purpose a nd intent , definitions, and establishing the location of hemp retailers and commercial hemp businesses in the City of Hanford.

G. Finance: Acceptance of the City of Hanford's Quarterly Investment Portfolio and Transactions Reports
H. Public Works: Authorization fo r the Director of Public Works to send a letter to the Local Agency Formation Commission (LAFCO), requesting the Extension of Services to the existing dwelling unit in the County without annexation by the City of Hanford. (7138 11t h Ave south of Flint Avenue)

15.B.a
Packet Pg. 136
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)
I. Public Works: Approval of a Notice of Completion for the FY 20/21 Pavement Resurfacing Project at a total construction cost of $161,946.20 and authorization for the Mayor to execute and the City Clerk to attest and file said Notice with the Kings County Recorder's Office.

J. Public Works: Approval of a Notice of Completion for the FY 20/21 Sanitary Sewer Manhole Repair and Coating Project at a total construction cost of $85,932.00 and authorization for the Mayor to execute a nd the C ity Cler k to atte st and file said Notice with the Kings County Recorder's Office.

Items pulled:

1. Public Works: Authorization to award contracts to 4Creeks of Visalia CA, in the amount of $119,293.00 and Peters Engineering Group of Clovis CA, in t he amount of $35,035.00 for the design phase of FY 20/21 Traffic Signal at 12th Ave. & Hume Project and approve an additional appropriation of $104,328.00 from the Transportation Impact Fee fund to fully fund the design portion of this project.
[Item J]

Pulled by Council Member Brieno.

Public Works Director John Doyel provided the project details and answered questions from Council Member Brieno.

Motion to approve.

PUBLIC HEARING:

Parks and Community Services: Public Hearing to receive public tes timony and input regarding the imposition of the proposed annual assessment for the City of Hanford’s Landscape Assessment Districts, per the Annual Engineer’s Report for the Fiscal Year 2021-2022, and adopt Resolution 21-35 confirming levy and collection of the an nual assessments pursuant to Chapter 3 of the Landscape and Lighting Act of 1972.

Mayor Ramirez opened the public hearing at 8:06 p.m. and called for the staff report. Parks and Community Services Director Brad Albert presented the staff report and answered questions from Council Member Brieno.

Public Comment:

IN-FAVOR:

None.

OPPOSED:

None.

Motion to approve.

Mayor Ramirez closed the public hearing at 8:09 pm

15.B.a
Packet Pg. 137
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)
RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Council Member
SECONDER: Amanda Saltray, Council Member
AYES: Sharp, Brieno, Morrow, Saltray, Ramirez
GENERAL BUSINESS:

A. Community Development: Consideration of Historic Resources Permit 2021- 03: a request to change the existing façade at 104 N. Douty Street and add window signag e, in exc ess of the typically allowe d amount. The property is designated as a contributing building within the Historic Overlay Zone. The project is located at 104 N. Douty St. (APN 012-054-011) Senior Planner Gabrielle Myers discussed the project backgroun d and the proposal detail s. Staff a nswered questions from the Council. Caliva CEO Martin Rand discussed the changes in Caliva’s branding since the approval of the cannabis business permit. The Council expressed their concerns regarding the design, signage , and placement of the security guard. Chief Sever and Mr. Rand addressed the Council's concerns. After much discussion regarding the exterior design, the Council supports staff's recommendations.

Motion to adopt resolution 21- 34-R, approving Historic Re sources Permit 2021- 03, with the excep tion of the window signage.

RESULT: APPROVED [UNANIMOUS]
MOVER: Diane Sharp, Vice Mayor
SECONDER: Kalish Morrow, Council Member
AYES: Sharp, Brieno, Morrow, Saltray, Ramirez

Motion to adopt an amendment to Commercia l Cannabis Business Permit No. 2019- 01, replacing the former elevations proposed, with the elevations approved, herein.

RESULT: APPROVED [UNANIMOUS]
MOVER: Kalish Morrow, Council Member
SECONDER: Art Brieno, Council Member
AYES: Sharp, Brieno, Morrow, Saltray, Ramirez
B. Parks and Community Services: Council consideration of the Parks and Recreation Commission's recommendation to remove the arbor and benches at Lace y park in an effort to address the growing homeless concerns for the neighborhood.

Parks and Community Services Director discussed the Parks and Recreation Commission's recommendation to remove the arbor and benches at Lacey Park to address the growing homeless concerns in the neighborhood.

Parks Resource Officer Domingo Bursiaga and Police Chi ef Parker Sever commented on the illegal activity at Lacey Park. Staff discussed possible options and solutions. The Council expressed their concerns and shared their suggestions. Off. Bursiaga and Dir. Albert answered questions from the Council. Dir. Albe rt also provided an update for the splash pad.

Council directed staff to cap the electrical outlets, and if necessary, remove the benches under th e arbor to mitigate homelessness.

Motion to approve.

15.B.a
Packet Pg. 138
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)
RESULT: APPROVED [UNANIMOUS]
MOVER: Kalish Morrow, Council Member
SECONDER: Art Brieno, Council Member
AYES: Sharp, Brieno, Morrow, Saltray, Ramirez
COUNCIL FUTURE AGENDA ITEMS:

Council Future Agenda Items
Vice Mayor Sharp thanked staff for a successful National Night Out event.

Council Member Brieno expressed his concerns re garding the signage at the parks. Staff will follow up on the issue.

It was a consensus of the Council direct staff to prepare two items for future discussion:

1. A resolution in support of more local control of the COVID-19 vaccine mandates, brought forth by Council Member Morrow.

2. A discussion addressing blighted properties in the downtown area, brought forth by Mayor Ramirez.

ADJOURNMENT:

Mayor Ramirez adjourned the meeting at 9:21 p.m.

Respectfully submitted,

Natalie Corral
City Clerk

15.B.a
Packet Pg. 139
Attachment: 8.17.2021 (Clerk: 8.17.2021 Minutes)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: C

SUBJECT:

City Clerk: Approval of the Minutes of the September 7, 2021 Meeting

Recommendation:

Approve the minutes of the September 7, 2021 Meeting.

FISCAL IMPACT:

ATTACHMENTS:

9.7.2021

15.C
Packet Pg. 140

CITY COUNCIL MEETING

MINUTES
September 7, 2021 7:00 PM
Council Chambers
400 N. Douty St.
5:00 PM CALL TO ORDER STUDY AND CLOSED SESSION:

Mayor Ramirez called the study session and closed session to order at 5:00 p.m.

ROLL CALL BY THE CITY CLERK:

Present: Francisco Ramirez, Art Brieno, Kalish Morrow, Amanda Saltray

Absent: Diane Sharp
PUBLIC COMMENT:

Comments from the public are limited to items on the agenda (GC 54954.3a). A maximum of three minutes is allowed for each speaker. Please begin your comments by stating your name and providing your city of residence.

None.

STUDY SESSION:

Discussion of Downtown traffic circulation and related improvements to improve Safety and Walkability and potential funding opportunities
Public Works Director John Doyel discussed downtown traffic circulation and related improvements and potential funding opportunities of the Clean California Local Grant Program administered by the California Department of Transportation. Dir. Doyel presented the Committee project recommendations for the Council's review and direction. The Council further discussed the mid -block crosswalks and the project budget. Dir.

Doyel answered questions from the Council. It was the Council consensus to direct staff to move forward with the recommendations. Additional appropriations will be presented to the Council at a future me eting for review and approval.

Mayor Ramirez adjourned to closed session 5:31 p.m.

CLOSED SESSION DISCUSSION FOR THE FOLLOWING:

CONFERENCE WITH LEGAL COUNSEL – REAL PROPERTY NEGOTIATIONS (GC 54956.8):

Property: 426 W. Lacey Blvd.

APN: 010-253-001-000
Agency Negotiators: Mario Cifuentez and Ty Mizote

15.C.a
Packet Pg. 141
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
Negotiating Party: MSI and Habitat for Humanity

Property: 109 E. Eighth Street
APN: 012-041-017-000
Agency Negotiators: Mario Cifuentez Ty Mizote
Negotiating Party: Carnegie Museum of Kings County (CMKC) and Carnegie Museum Inc.

CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION (GC 54956.9 (d)(2)):
2 potential cases
CALL TO ORDER REGULAR SESSION:

Mayor Ramirez called the meeting to order at 7:00 p.m.

ROLL CALL:

Attendee Name Title Status Arrived
Diane Sharp Vice Mayor Absent
Art Brieno Council Member Present 4:56 PM
Kalish Morrow Council Member Present 4:55 PM
Amanda Saltray Council Member Present 5:00 PM
Francisco Ramirez Mayor Present 4:25 PM

INVOCATION:

The invocation was led by Pastor Stan Plooy.

FLAG SALUTE:

The flag salute was led by Mayor Ramirez.

CLOSED SESSION ACTION REPORT :

None.

RECOGNITIONS/PROCLAMATIONS:

Recognition of Jose Espinoza with the Citizens Life Saving Medal Fire Chief Steve Pendergrass presented Jose Espinoza with a Life Citizen Life Saving Medal.

Representatives from Congressman David Valadao's O ffice, and Senator Melissa Hurtado's O ffice presented Jose Espinoza with Certificates of Recognition.

STAFF COMMUNICATIONS:

City Manager Cifuentez provided departmental updates and announced upcoming events.

COUNCIL REPORTS/COMMENTS:

Council Member Morrow discussed the meetings she attended.

Council Member Brieno commented on the affordable housing in California. He also commented on a Fresno Bee newspaper article.

15.C.a
Packet Pg. 142
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
Council Member Saltray had nothing to report.

Mayor Ramirez will attend a youth summit in September.

PUBLIC COMMENT:

A maximum of three minutes is allowed for each speaker. Please begin your comments by stating your name and providing your city of residence.

Shelly Barker commented on the upcoming 9-11 Event.

Fire Captain, and President of the Hanford Professional Fire Fighters, Dustin Costa c ommented on General Business Item A, and expressed his concerns regarding the safety of essential workers during the pandemic.

Police Officer, and Vice-President of the Hanford Police Officer's Association, Brent McCreary commented General Business item A and expressed his concerns regarding the safety of essential workers during the pandemic.

Bob Ramos commented on the Art Brieno investigation report. He also commented on a City Manager complaint.

Lou Martinez commented on the lack of benches in Civic Park. He also commented the responsibilities of the City Manager.

Mary Irons commented on an unshaded bus stop in Hanford.

William Harmon commented on the acreage adjacent to Hidden Valley Park.

CONSENT CALENDAR:

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

There will be no separate discussion of these matters unless a request is made and then the item will be removed from the Consent Calendar to be discussed and voted upon by a separate motion.

Council Member Bri eno requested to pull Item F [Park s and Community Services: Approval of the Rental Agreement with Magic Ice, USA, for the rental of the "Winter Wonderland" Ice Rink] and Item N [Finance: City of Hanford 2021-2022 Investment Policy Update].

Council Member Saltray requested to pull Item G [Community Development: Historic Resources Permit No. 2021- 05 - a request by the Carnegie Museum of Kings County to hang a 5' x 11' (55 sq. ft.) banner on the exterior of the Carnegie Library Building, located at 109 E. Eighth Street (APN 012- 041-017) from September 15 through October 25, 2021, in order to advertise an upcoming exhibit. The project site is located within the Historic Overlay Zone].

Motion to approve the Consent Calendar except for the items pulled for sepa rate consideration.

15.C.a
Packet Pg. 143
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
RESULT: APPROVED [UNANIMOUS]
MOVER: Kalish Morrow, Council Member
SECONDER: Amanda Saltray, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
A. PROCEDURAL WAIVER: Waive reading in full of resolutions and ordinances and approval and adoption of same by reading title the only.

B. City Clerk: Approval of the Minutes of the February 5, 2021 Special Meeting C. City Clerk: Approval of the Minutes of the February 17, 2021 Special Meeting D. City Clerk: Approval of the Minutes of the February 19, 2021 Special Meeting E. Administration: Introduction of Ordinance No. 21- 05, Amending those sections of Title 2 of the Hanford Municipal Code to set the number of seats on all City Commissions at 5 and making several other revisions to Chapters 2.20, 2.28, 2.32, and 2.36 of the Municipal Code.

F. Public Works: Authorize the purchase of street right -of-way located at 1094 W Davis Street, in the amount of $1,900 plus escrow fees, accept the attached Grant Deed and authorize the City Manager to execute and the City Clerk to attest and file said deeds with the Kings County Recorder's Office, and accept the attached Purchase and Sale Agreement and authorize City staff to execute said agreement. (APN 012-290-020).

G. Public Works: Authorize the exchange of street right -of-way located on the north west corner of Emma Lee Lane and Conquistador Street, in the amount of $0 plus escrow fees, accept both of the attached Grant Deeds for exchange and authorize the City Manage r to execute and the Ci ty Clerk to attest and file said d eeds with the Kings County Recorder's Office, and accept the attached Exchange Agreement and authorize City staff to execute said agreement. (APN 008-470- 021).

H. Public Works: Authorization to purchase street right-of-way located on Emma Lee Lane, 100 feet west of Jana Way, as shown on the attached map, in the amount of $160 plus escrow fees, accept the attached Grant Deed and authorize the City Manager to execute and the City Clerk to attest and file said deed with the Kings County Recorder's Office, and accept the attached Purchase and Sale Agreement and authorize City staff to execute said agreement. (APN 008-470-020).

I. Public Works: Authorization to purchase street right -of-way located at the no rthwest corner of Emma Lee Lane and Grangeville Boulevard, in the amount of $21,700 plus escrow fees, Approve acceptance of the attached Grant Deed and Authorization for the City Manager to execute and the City Clerk to attest and file said deed with the K ings County Recorder's Office, and accept the attached Purchase and Sale Agreement and authorize City staff to execute said agreement. (APN 008-460-005).

J. Public Works: Award of an annual contract to The Experienced Gardener of Visalia, CA to perform spr aying services for the City's drainage basins and easemen ts for an amount not to exceed $36.500.

15.C.a
Packet Pg. 144
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
K. Public Works: Award the annual contract for curb and gutter, sidewalk, driveways and ADA ramp repair work to Cen- Cal Construction of Bakersfield CA for a not to exceed budgeted amount of $90,000.00.

L. Finance: Approval of a Professional Services Agreement with NHA Advisors LLC (San Rafael, CA) for Municipal Financial Advisory Services for a term up to five years M. Finance: Authorize the sole source award an d execution of a profes sional services agreement, in an amount not to exceed $68,000, with SDI Presence LLC (Carmichael, CA) and appropriate said funding from the Computer Replacement Fund (0414) to complete the Tyler Software Implementation.

Items pulled:

1. Parks and Community Services: Approval of the Rental Agreement with Magic Ice, USA, for the rental of the "Winter Wonderland" Ice Rink.
[Item F]

Pulled by Council Member Brieno.

Parks and Community Services Director Brad Albert answered questions f rom Council Member Brieno.

Motion to approve
RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Council Member
SECONDER: Kalish Morrow, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp

2. Community Development: Historic Resources Permi t No. 2021- 05 - a request by the Carnegie Museum of Kings County to hang a 5' x 11' (55 sq. ft.) banner on the exterior of the Carnegie Library Building, located at 109 E. Eighth Stre et (APN 012 -041-017) from September 15 through October 25, 2021, in order to advertise an upcoming exhibit. The project site is located within the Historic Overlay Zone. [Item G]

Pulled by Council Member Saltray.

Senior Planner Gabrielle Myers presented both banner options for the Counci l's review and consideration.

The Council selected banner number two.

Motion to approve Resolution 21-38 R as amended.

15.C.a
Packet Pg. 145
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Council Member
SECONDER: Amanda Saltray, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp

3. Finance: City of Hanford 2021-2022 Investment Policy Update [Item N]

Pulled by Council Member Brieno.

Finance Director Chris Tavarez answered questions from Council Member Brieno.

Motion to approve.

RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Council Member
SECONDER: Kalish Morrow, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
PUBLIC HEARINGS:

A. City Attorney: Adoption of Resolution of Necessity 21 -36-R for APN 001 -040-015 (the “Property”) authorizing the City Attorney to take the steps necessary to finalize the acquisition of the property (Arthur Delgado Eminent Domain) for the widening of 12th avenue by the City (the “Project”).

Mayor Ramirez opened the public hearing at 7:43 p.m.

Motion to continue the public hearing on September 21, 2021.

RESULT: APPROVED [UNANIMOUS]
MOVER: Amanda Saltray, Council Member
SECONDER: Art Brieno, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
B. City Attorney: Adoption of Resolution of Necessit y 21- 37-R for APN 007 -360-016 (the “Property”) authorizing the City Attorney to take the steps necessary to finalize the acquisition of the property ( Paul Singh Eminent Domain) for the City’s expansion of the Tank Site 6 and repair of Well 41 at that site.

Mayor Ramirez opened the p ublic hearing at 7:45 p.m. and called for the staff report. City Attorney Ty Mizote presented the staff report and invited questions of the Council.

Public Comment:

IN-FAVOR
None.

15.C.a
Packet Pg. 146
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)

OPPOSED
None.

City Attorney Mizote answered questions from Council Member Brieno.

Motion to approve.

Mayor Ramirez closed the public hearing at 7:49 p.m.

RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Council Member
SECONDER: Amanda Saltray, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
GENERAL BUSINESS:

A. Finance: American Rescue Plan Act (ARPA) funding information regarding $13,077,740 from Coronavirus State and Local Fiscal Recovery funding and allocate $8.2 million of the funding due to reduction of revenue, appropriate $699,105 for Public Safety Radios, $30,000 for City Hall Covid Mitigation Improvements and $40,000 for ARPA Community Outreach and seek initial input on future allocation
Finance Director Chris Tavarez discussed the American Rescue Plan Act of 2021 (ARPA). Dir. Tavarez summarized the listed eligible and prohibited uses, key dates, and reporting requirements. The Council Members shared their suggestions and provided their input on the fund allocation. Staff addressed the Council's questions and concerns regarding their suggestions staff's recommendation. After much discussion, the Council consensus is to discuss additional ARPA fund allocations at a future meeting.

Motion to approve as recommended.

RESULT: APPROVED [3 TO 1]
MOVER: Art Brieno, Council Member
SECONDER: Amanda Saltray, Council Member
AYES: Brieno, Morrow, Saltray
NAYS: Ramirez
ABSENT: Sharp
B. Public Works: Adoption of Emergency Resolution No. 21- 39-R, approving the emergency repair of Well No. 45 and Well No. 49 by Valley Pump and Dairy Systems of Arm ona, CA, for a not to exceed price of $250,000, and approve an additional appropriation of $250,000 from Water Capital Reserves.

Deputy Public Works Director Jim Ross presented the Emergency R esolution for the Council's review and consideration. Dir. Ross answered questions from Council Member Brieno.

Motion to approve.

15.C.a
Packet Pg. 147
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Kalish Morrow
SECONDER: Amanda Saltray, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
C. Police: Approval of the Ann ual Agreement between the City of Hanford and the Hanford Joint Union High School District for providing School Resource Officers.

Police Chief Parker Sever discussed the agreement and answered questions from Council Member Brieno.

Motion to approve.

RESULT: APPROVED [UNANIMOUS]
MOVER: Art Brieno, Council Member
SECONDER: Kalish Morrow, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
D. Administration: Approval of a contract with BBK C onsulting Services for the full re districting services, at a cost not to exceed $45,000, including conducting the required public hearings, participation in public outreach meetings, and the online mapping tool, for the 2020 Census Redistricting Process.

City Manager Cifuentez presented the service agreement and provided a background. He also discussed the next steps to begin redistricting. City Manager Cifuentez answered questions from the Council.

Motion to approve the contract with BBK, without the use of an advisory committee.

RESULT: APPROVED [UNANIMOUS]
MOVER: Kalish Morrow, Council Member
SECONDER: Amanda Saltray, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
E. Council: Discussion of Annual Conference Resolutions; Approval of the City’s position on the resolutions, and D irection to the voting representative to advance the City’s position at the League of California Cities Annual Conference.

City Manager Cifuentez discussed the annual conference resolutions and answered q uestions from the Council.

Motion to direct the voting delegates to vote yes on both resolutions.

15.C.a
Packet Pg. 148
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)
RESULT: APPROVED [UNANIMOUS]
MOVER: Amanda Saltray, Council Member
SECONDER: Kalish Morrow, Council Member
AYES: Brieno, Morrow, Saltray, Ramirez
ABSENT: Sharp
COUNCIL FUTURE AGENDA ITEMS:

It was a consensus of the Council to direct staff to bring back the discussion of police officers patrolling the parks on weekends, brought forth by Mayor Ramirez.

ADJOURNMENT:

Mayor Ramirez adjourned the meeting at 8:42 p.m.

Respectfully submitted,

Natalie Corral
City Clerk

15.C.a
Packet Pg. 149
Attachment: 9.7.2021 (Clerk: 9.7.2021 Minutes)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: D

SUBJECT:

Community Development - Housing: Award of Contract Fair Housing Education Services

See attached staff report:

FISCAL IMPACT:

ATTACHMENTS:

Staff Report 3.15.22.Award of Contract_Fair Housing.docx Community Services Employment Training (CSET) Proposal
RFP for Fair Housing Education Services
Subrecipient Agreeemnt -CSET Draft

15.D
Packet Pg. 150

CITY OF HANFORD CITY COUNCIL

STAFF REPORT

MEETING DATE: Tuesday, March 15, 2022

SUBJECT: COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG):

Award of Contract-Fair Housing Education Services

STAFF RECOMMENDATION

That the City Council:

1. Authorize staff to negotiate a contract with CSET for the provision of Fair Housing education services; and

2. Authorize the City Manager to execute the contract on behalf of the City.

BACKGROUND

The City’s Community Development Block Grant (CDBG) program contains a regulatory requirement to affirmatively further fair housing. It’s based on the U.S. Department of Housing and Urban Development’s (HUD) obligation under Section 808 of the Fair Housing Act. HUD’s framework not only prohibits discrimination in housing -related activities and transactions but also imposes a duty to affirmatively furthering fair housing.

This is accomplished by taking meaningful actions that address significant disparities in housing needs and access to opportuni ty, replacing segregated living patterns with truly integrated and balanced living patterns, transferring racially and ethnically concentrated areas of poverty into areas of opportunity, and fostering and maintaining compliance and civil rights and fair housing laws.

To meet the requirement, a substantial amendment to the 2019 Action Plan was approved and adopted by City Council on June 15, 2021. The Plan includes an allocation of $15,000 to contract Fair Housing Education Services.

The CDBG program pro poses to (1) provide culturally appropriate outreach and fair housing education opportunities for the varying needs of families and individuals within the City of Hanford (2) provide landlords and property managers with education in fair housing laws and practices to reduce the incidence of housing discrimination.

The Request for Proposals (RFP) was posted on Public Purchase and advertised in the Porterville Recorder and Hanford Sentinel. Additionally, staff notified various Fair Housing assistance organizations throughout California about the RFP by email communication.

The City received a response packet from only one agency: Community Services Employment Training (CSET). The responsive organization meets the desired qualifications.

The proposed contract has an initial term of March 2022 through June 30, 2024, contingent on funding, with the possibility of extension by mutual agreement.

15.D.a
Packet Pg. 151
Attachment: Staff Report 3.15.22.Award of Contract_Fair Housing.docx (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 152
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 153
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 154
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 155
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 156
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 157
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 158
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 159
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 160
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 161
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 162
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 163
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 164
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 165
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 166
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 167
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 168
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.b
Packet Pg. 169
Attachment: Community Services Employment Training (CSET) Proposal (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 170
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 171
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 172
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 173
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 174
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 175
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 176
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 177
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 178
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 179
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 180
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.c
Packet Pg. 181
Attachment: RFP for Fair Housing Education Services (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 182
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 183
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 184
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 185
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 186
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 187
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 188
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 189
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 190
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 191
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 192
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 193
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 194
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 195
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 196
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 197
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 198
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 199
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 200
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 201
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 202
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 203
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 204
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 205
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 206
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 207
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 208
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 209
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 210
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 211
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 212
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 213
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 214
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 215
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 216
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

15.D.d
Packet Pg. 217
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing Education Services)

Page 1 of 2 ends

City of Hanford CDBG Disbursement Request and Project Activity Report

Important Note: These reports are due on the 15th of each month for the previous month per the Subrecipient Agreement. Reporting is mandatory until the end of the program year in which funds are completely expended or as determined by the City.

DISBURSEMENT REQUEST (Please include a detailed invoice and any required forms/documentation) Payment Requested for:

Subrecipient Name: Project Title: Fair Housing Education Services Payment Address: Funding Year: 2019-2020 IDIS Activity Number: _______ Contact Name: ______
Title:

Phone: ____________

By checking this box, I hereby certify that this information is true and accurate to the best of my knowledge.

Signature Date

I. Program Activity Report Reporting Period (Month/Year):

Original Grant
Amount
Total Previous
Requests
Amount This
Draw
New Balance
$15,000
A brief summary of program activity and progress:

Subrecipient is required to provide summary information outlining the program implementation and activities carried out, regardless of progress being made. If little or no activity has taken place, Subrecipient is required to provide
justifications for the lack of activity and outline plans, steps, and strategies to address the issue. Additional pages may be attached if needed.

If there is no/little progress to report, explain the
circumstances and challenges:

If there is no/little progress to report, outline plans, steps, and strategies to address the issues:

Describe how your project is continuing to adjust
and address COVID-19 challenges:

15.D.d
Packet Pg. 218
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing

Page 2 of 2 ends

II. CDBG Beneficiary Report (Accomplishment Data) – Cumulative Grant Year to Date

Instructions: To report race information, please include the number your organization has served directly with CDBG funds. Please also remember that when you report Hispanic persons, make sure you enter them in such a way that recognizes them as persons of Hispanic ethnicity belonging to one of the race groups listed in the leftmost column.

* Female Heads of Household — Adult female being the sole or main income producer.

III. CDBG Income Limits for Kings County: Please attach the current income limits used to make the determination. Limits are updated annually by HUD and can be found on https://www.huduser.gov/portal/datasets/il.html

Race CDBG Specific Beneficiaries Notes
Total Hispanic Ethnicity
White
Black/Afr. American
Asian
Am. Indian/Alaskan Native
Native Hawaiian/Other Pacific Islander
Am. Indian/Alaskan Native & White
Asian & White
Black/Afr. American & White
Am. Indian/Alaskan Native & Black/Afr. American
Other Multi-racial
Totals
Income Level (To determine income group, please refer to the current income limits on the next page) CDBG Specific
Beneficiaries Notes
Extremely Low (0-30%)
Low-Income (30+-50%)
Moderate (50+-80%)
Non-Low Moderate-Income (80+-120%)
Total (This total must equal the Unduplicated Total in the above table)

Total Number of Households served
Female Head of Household* (include women living alone)
Households that include seniors (65+)
Households that include the person(s) with a disability

15.D.d
Packet Pg. 219
Attachment: Subrecipient Agreeemnt -CSET Draft (CD Housing: Award of Contract Fair Housing

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: E

SUBJECT:

Public Works: Adoption of Resolution No. 22-09-R regarding the public transit needs within the City of Hanford and authorization for the City Manager to sign and submit claims for funds and any subsequent amended claims required; 2) Determine, based on City's financial participation in and support of the existing Kings County Area Public Transit System, that there are no areas within the City of Hanford with unmet public transit needs which could reasonably be met by the expansion of the existing system or by the establishment of a new system; 3) Approval of the filing of the Notice of Exemption to certify that projects to be constructed with these funds are categorically exempt from the California Environmental Quality Act.

RECOMMENDATION:

That the City Council, by motion:

1. Adopt the attached resolution regarding the public transit needs within the City of Hanford and authorize the City Manager to sign and submit claim for funds and any subsequent amended claims required;

2. Determine, based on City's financial participation in and support of the existing Kings County Area Transit Agency System, that there are no areas within the City of Hanford with unmet public transit needs which could reasonably be met by the expansion of the system or by the establishment of a new system;

3. Approve the filing of the attached Notice of Exemption to certify that projects to be constructed with these funds are categorically exempt from the California Environmental Quality Act.

BACKGROUND:

Attached are estimates of TDA funding for Fiscal Year 2021/22 prepared by the Kings County Auditor pursuant to section 6620 of the California Administrative Code.

Listed below is a summary distribution of TDA funds received for the past few years:

15.E
Packet Pg. 220
Description: 2019/20 2018/19 2020/21 2021/22

KCAG Transportation Planning Costs $33,181 $71,218 $110,501 $48,365 Kart Bus System Costs $613,667 $613,667 $629,833 $952,136 Local Streets and Roads - Claim Amt. $1,002,589 $978,390 $1,114,223 $1,280,099 Hanford's TDA Fund Total $1,649,437 $1,663,275 $1,854,557 $2,280,600 These figures will change around May 1, 2022 when the new state population estimates are released. The attached resolution provides for the City Manager to sign and submit this claim as well as any amended claims, as may be required.

In regards to filing of an Exemption Notice, Title 14, Section 14104 (c) Public Resources Code provides that rehabilitation and / or reconstruction of existing highways and streets within existing rights of ways are categorically exempt from EIR requirements.

FISCAL IMPACT:

The funds of $1,280,099.00 will be deposited into the Gas Tax Transportation Capital Improvement Fund for use on the street projects capital improvement program.

ATTACHMENTS:

Resolution 22-09
TDA FY 22-23
TDA Request FY 22-23
Attachment C - CIP FY22-26
NOE 2022

15.E
Packet Pg. 221
ATTACHMENT “B”

RESOLUTION NO. ______________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HANFORD

REGARDING THE PUBLIC TRANSIT NEEDS WITHIN THE CITY OF HANFORD

AND AUTHORIZING THE FILING OF A CLAIM FOR LOCAL TRANSPORTATION FUNDS

At a regular meeting of the City Council of the City of Hanford , duly called and held on March 15, 2022, it was moved by Council Member ___________________, and seconded by Council Me mber _________________, and carried that the following resolution be adopted:

WHEREAS, the Transportation Development Act provides for Local Transportation Funds (LTF) for meeting transportation needs that can be reasonably met; and WHEREAS, once public transportation needs are met, the balance of the LTF may be claimed for local streets and roads; and
WHEREAS, the City of Hanford has participated with the Kings County A rea Public Transit Agency to provide public transportation for the City of Hanford; and WHEREAS, the Kings County A rea Public Transportation Authority Board, a joint powers authority, will conduct a Public H earing on behalf of the City Council to determine if there are unmet transportation needs that are reasonable to meet; and
WHEREAS, the aforementioned service is currently meeting all transit needs that are reasonable to be met.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hanford does hereby find that, based on current evidence, there are no areas within the City of Hanford with unmet public transit needs which could reasonably be met by expansion of existi ng transportation systems or by establishing new systems.

BE IT FURTHER RESOLVED that the City Council of the City of Hanford claim the unused balance of the Local Transportation Funds, not used for public transportation and transportation planning, for ma intenance of loca l streets and roads and that maintenance of streets and roads is categorically 22-09-R

15.E.a
Packet Pg. 222
Attachment: Resolution 22-09 (PW: FY 22/23 Transportation Development Act (TDA) Funds Claim) exempt from environmental review and that the City Manager is authorized to sign and submit the claim for funds and any subsequent amended claims required.

Passed and Adopted at a regular meeting of the City Council of the City of Hanford duly called and held on the 15th day of March, 2022, by the following vote:

AYES: Council Member _______________________________________ _______________________________________
_______________________________________
_______________________________________
_______________________________________
NOES: Council Member _______________________________________ ABSTAIN: Council Member _______________________________________ ABSENT: Council Member _______________________________________ _______________________________________
, Mayor

ATTEST: ___________________________
City Clerk

STATE OF CALIFORNIA)
COUNTY OF KINGS ) ss

CITY OF HANFORD )

I, NATALIE CORRAL , City Clerk of the City of Hanford, do hereby certify the foregoing Resolution was duly passed and adopted by the City Council of the City of Hanford at a regular me eting thereof held on the 15th day of March, 2022.

Dated: March 15, 2022 ________________________________ Natalie Corral, City Clerk

15.E.a
Packet Pg. 223
Attachment: Resolution 22-09 (PW: FY 22/23 Transportation Development Act (TDA) Funds Claim)

15.E.b
Packet Pg. 224
Attachment: TDA FY 22-23 (PW: FY 22/23 Transportation Development Act (TDA) Funds Claim)

15.E.c
Packet Pg. 225
Attachment: TDA Request FY 22-23 (PW: FY 22/23 Transportation Development Act (TDA) Funds Claim)

15.E.c
Packet Pg. 226
Attachment: TDA Request FY 22-23 (PW: FY 22/23 Transportation Development Act (TDA) Funds Claim) PROJECT TITLE 2022 2023 2024 2025 2026
Sidewalk and Miscellaneous Concrete Repairs 42,140 41,030 43,000 43,000 43,000 New Sidewalk and ADA Improvements 52,100 51,410 54,000 54,000 54,000 Street Division Maintenance 315,798 311,645 327,000 327,000 327,000 Unscheduled Arterial Upgrades & Traffic Signal Installation 210,530 207,750 218,000 218,000 218,000 Survey Monumentation / Benchmark Update 15,780 15,580 15,000 15,000 15,000 Pavement Resurfacing Treatment 996,850 983,690 950,000 950,000 950,000 East Lacey Boulevard Widening / Reconstruction, 10th Avenue to Sierra Drive 4,679,020 4,617,240 0 0 0 Reclamite Seal Treatment 181,580 0 187,500 0 187,500
Grangeville Blvd. Widening, Centennial Dr. to 13th Ave. 0 0 500,000 3,920,000 0 0 0 0 625,000 5,130,000
TOTAL $6,493,798 $6,228,345 $2,294,500 $6,152,000 $6,924,500

FUNDING SOURCES
0040 Gas Tax 864,638 674,057 864,500 677,000 864,500
0045 Gas Tax (RMRA) 994,423 981,293 0 0 0
0050 Gas Tax (TDA Transportation) 959,351 946,129 697,000 1,697,000 1,697,000 0052 Gas Tax (RSTP Exchange Funds) 00000
0055 Congestion Mitigation and Air Quality (CMAQ) 463,715 457,592 0 0 0 0181 Transportation Impact Fees 1,780,671 1,757,159 718,000 2,313,000 2,948,000 0359 Storm Drainage Capital 523,380 524,260 7,500 507,500 507,500 0362 Wastewater Capital 271,674 268,091 7,500 457,500 407,500 0391 Water Capital 635,946 619,764 0 500,000 500,000
TOTAL $6,493,798 $6,228,345 $2,294,500 $6,152,000 $6,924,500

TRANSPORTATION PROJECTS - FIVE YEAR CAPITAL PLAN
Lacey Blvd. Widening / Reconstruction, from Magna Carta to 13th Ave. and 13th Ave. from Lacey Blvd. to 1300 feet north.

Page 225 ends

15.E.d
Packet Pg. 227
Attachment: Attachment C - CIP FY22-26 (PW: FY 22/23 Transportation Development Act (TDA) Funds GOV CODE 6103
Notice of Exemption
To: Office of Planning and Research
P.O. Box 3044, Room 212
Sacramento, CA 95812-3044

County Clerk
County of Kings
Kings County Government Center
Hanford, CA 93230

From: City of Hanford – Public Works
900 S. 10th Avenue
Hanford, CA 93230

Project Title: Streets and Roads Maintenance and Reconstruction

Project Location – Existing street rights of way within the Hanford City of Hanford Limits

Project Location – City: Hanford Project Location – County: Kings County

Description of Nature, Purpose and Beneficiaries of Project:

Improvement of City streets for the benefit of the citizens of Hanford and Kings County.

Name of Public Agency Approving Project: City of Hanford

Name of Person or Agency Carrying Out Project: City of Hanford, Public Works Department

Exempt Status: (check one)

Ministerial (Sec. 21080 (b) (1); 15268);
Declared Emergency (Sec. 21080 (b) (3); 15269(a);
Emergency Project (Sec. 21080 (b) (4); 15269(b) (c);
Categorical Exemption State type and section number: (Sec. 15301 (c)); Statutory Exemption. State code number: 15301 Existing Facilities Other (Sec. 1410 (c) Public Resources Code).

Reasons why project is exempt:

Street maintenance and construction within existing City rights of way is exempt per CEQA 15301 (c) – Existing highways and streets, sidewalks, gutter, bicycle and pedestrian trails and similar facilities.

Lead Agency
Contact Person: Lisa Dock Area Code/Telephone: (559) 585-2555

Signature: Date: 3/16/2022 Title: Engineering Manager

Signed by Lead Agency Date received for filing at OPR:

Signed by Applicant

15.E.e
Packet Pg. 228
Attachment: NOE 2022 (PW: FY 22/23 Transportation Development Act (TDA) Funds Claim)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: F

SUBJECT:

Public Works: Authorization for the City of Hanford to Accept an Easement Deed for Right-of- Way purposes, from PaPa G's, LLC. (Hanford Armona Road at Williams Street)

RECOMMENDATION:

That the City Council, by motion, approve the acceptance of the attached easement deed from PaPa G's, LLC, for right-of-way purposes, and authorize the City Manager to sign the Deed Certification and file said deed with the Kings County Recorder's office.

BACKGROUND:

The development of the Papa G's Convenience Store at the northwest corner of Hanford Armona Road and Williams Street requires dedication of right of way on Hanford Armona Road from PaPa G's, LLC. to provide the full 40' width of right of way for City improvements. The attached easement deed dedicates to the City the additional right of way necessary to facilitate the public street improvements.

FISCAL IMPACT:

The dedication of right of way from Varinder Grewal is being made at no cost.

ATTACHMENTS:

HAR ROW dedication - Deed from Grewal

15.F
Packet Pg. 229

15.F.a
Packet Pg. 230
Attachment: HAR ROW dedication - Deed from Grewal (PW: Accept Easement Deed for Right of Way (Hanford Armona at Williams))

15.F.a
Packet Pg. 231
Attachment: HAR ROW dedication - Deed from Grewal (PW: Accept Easement Deed for Right of Way (Hanford Armona at Williams))

15.F.a
Packet Pg. 232
Attachment: HAR ROW dedication - Deed from Grewal (PW: Accept Easement Deed for Right of Way (Hanford Armona at Williams))

15.F.a
Packet Pg. 233
Attachment: HAR ROW dedication - Deed from Grewal (PW: Accept Easement Deed for Right of Way (Hanford Armona at Williams))

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: G

SUBJECT:

Public Works: Authorization for the Director of Public Works to send a letter to the Local Agency Formation Commission (LAFCO), requesting the extension of services for seven (7) dwelling units on two (2) parcels in the County of Kings without annexation by the City of Hanford. (10th Avenue south of Hanford Armona Road).

RECOMMENDATION:

That the City Council, by motion, authorize the Director of Public Works to send a letter to the Local Agency Formation Commission (LAFCO) requesting the Extension of Services for seven dwellings located on two separate parcels in the Kings County, without annexation by the City of Hanford. (APN 011-440-003 and APN 011-440-004))

BACKGROUND:

The City of Hanford has been approached by a property owner requesting to connect to City water to service seven dwellings that are currently utilizing a deep water well that is almost dry.

The applicant reported that multiple families and businesses are dependant on the water well, and once it has gone dry, they will have no water. Upon connection, the applicant would be subject to all applicable City of Hanford codes, regulations, fees and related requirements associate with the connection of City water services within the City of Hanford service area. Attached for Council review is a letter from the property owner requesting water services.

City staff recommends approval of the request letter to LAFCO for the connection of water services based upon the conditions below:

1. Applicant to pay for the LAFCO Connection of Services fees.

2. Approval by LAFCO for the applicant to connect to City Water Lines without annexation into the City of Hanford.

3. The property owner will be required to pull a City of Hanford Encroachment Permit to cover the following:

15.G
Packet Pg. 234
a. All work to be done in accordance with currently adopted State and local Building Codes and Standards
b. Installation of a minimum 2" water tap and water service line per City of Hanford Improvement Standards, subject to approval by the County of Kings and the City of Hanford.
c. Installation of a minimum 2" water meter per City of Hanford Improvement Standards, at a location to be approved by both the County of Kings and the City of Hanford.
d. Installation of a minimum 2" Approved Reduced Pressure Backflow Prevention Device per City of Hanford Improvement Standards immediately after the installed water meter. The backflow device must be tested annually and a copy of the report shall be submitted to the City of Hanford Public Works Department. e. All normal City of Hanford fees (including impact fees) associated with this project must be paid.
f. The applicant will enroll for City water service at the time the permit is pulled and issued.

4. The water connection, meter, and the backflow device will be located as close as possible to the water main in the same manner as others who have made similar connections to the City's mains for their individual water services, as approved by both the County of Kings and the City of Hanford. The City will in no way be responsible for the backflow device, water line from the service connection at the tap into the main to the house or service connection from the meter to the applicant's residence.

5. Applicant shall additionally apply for a Kings County Building Permit for all work performed outside of right of way.

6. All work and materials are to be provided at the sole expense of the applicant.

FISCAL IMPACT:

There is no cost to the City. The property owner will hire a contractor to perform the work, and will pay the Water Impact Fees to the City.

ATTACHMENTS:

Letter Requesting Water Hookups - 10th Ave_Cesar Arevalo Letter to LAFCO

15.G
Packet Pg. 235

FROM THE DESK OF

CESAR AREVALO
February 16, 2022
Lisa Dock,
City of Hanford, Public Works
900 S. 10th Avenue
Hanford, CA 93230
Dear Lisa,
I hope this letter finds you well.

I have adjacent parcels in Kings County which I am hereby requesting be connected to the Hanford City Water line. The following is the information regarding the two parcels:
•APN 011-440-003
•Zoning – Service Commercial
•2 buildings - (1) Single family home and (2) Duplex
•3 separate meters - 1 for the single family home, and 2 for each of the apartments in the duplex.
•APN 011-440-004
•Zoning – Service Commercial
•2 buildings - (1) Triplex and (2) Commercial Bakery
•4 separate meters - 1 for the bakery, and 3 for each of the apartments in the Triplex.

The properties at these parcels are currently using a water well, which I am afraid could dry up at anytime, and it’s a big risk given the number of families that depend on it. However, I would like to keep the well for irrigation purposes.

Thank you in advance for your consideration and help, and looking forward to your response.

Sincerely yours,
Cesar Arevalo

CONTACT
31 RUTH ST, SAN FRANCISCO, CA, 94112 (415) 571 -7687 [email protected]

15.G.a
Packet Pg. 236
Attachment: Letter Requesting Water Hookups - 10th Ave_Cesar Arevalo (PW: LAFCO Request for APNs 011-440-003 and 011-440-004)

CITY OF HANFORD
Department of Public Work
Focused On Our Community 24/7
900 South 10th Avenue • HANFORD, CA 93230-5234
• (559) 585-2550

March 16, 2022

Kings County Local Agency Formation Commission
Kings County Government Center
1400 W. Lacey Blvd.

Hanford, CA 93230

RE: City water service request for six residential and one commercial units located in unincorporated Kings County

The City of Hanford received a request from Mr. Cesar Arevalo (applicant) to provide water services to two parcels (APN 011-440-003 and 011-440-004) containing six residential and one commercial dwelling. The parcels are located on 10
th Avenue south of Hanford Armona Road.

The applicant reported their dwelling units cannot be facilitated by their existing water well going dry and the cost of drilling deeper for the water well. The applicant would be subject to all applicable City of Hanford codes, regulations, fees and related requirements associate with the connection of City water services within the City of Hanford service area.

The Hanford City Council approved the applicant's request to connect to City water. The applicant is requesting Local Agency Formation Commission's (LAFCO) approval. The applicant would require the construction of a minimum 1” water service line from the City Water Line on 10
th Avenue to adequately service each unit. The City is formally requesting LAFCO approval for Extension of Services under Government Code Section 56133 to provide City water services at the existing six residential and one commercial dwelling units at the location; a property located within the City’s Primary Sphere of Influence.

This approval is subject to the following conditions which are normal to all parties connecting to the water and sewer system within the City of Hanford, except for the required approval by the LAFCO and the County of Kings, which is applicable in this case.

1. Applicant to pay for the LAFCO Extension of Services fees.

2. Approval by LAFCO for the applicant to connect to City Water Line without annexation into the City of Hanford.

3. The property owner will be required to pull a City of Hanford encroachment Permit to cover the following:
a. All work to be done in accordance with currently adopted State and local Building Codes and Standards.
b. Installation of a minimum 1" water service line per City of Hanford Improvement Standards, subject to approval by the County of Kings and the City of Hanford.

15.G.b
Packet Pg. 237
Attachment: Letter to LAFCO (PW: LAFCO Request for APNs 011-440-003 and 011-440-004)

c. Installation of a backflow preventer per City of Hanford Improvement Standards, subject to approval by the County of Kings and the City of Hanford if water well will not be abandoned.
d. If water well will no longer be utilized, then the water well will need to be properly abandoned per County of Kings Water Well Standards and water line service from water well to dwelling unit needs to be capped.
d. All normal City of Hanford fees (including impact fees) associated with this project must be paid.
e. The applicant will enroll for City water service at the time the permit is pulled and issued.

4. All work and materials are to be provided at the sole expense of the applicant.

If you have any questions regarding this approval, please feel free to contact me at (559)585- 2571.

Sincerely,

Johnathan L. Doyel, PE/PLS
Director of Public Works

15.G.b
Packet Pg. 238
Attachment: Letter to LAFCO (PW: LAFCO Request for APNs 011-440-003 and 011-440-004)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: A

SUBJECT:

Clerk: Conduct the Fourth Public Hearing to Receive an update on the Redistricting Process

RECOMMENDATION:

That the City Council:

1. Receive a report from staff and the City’s redistricting consultant on the redistricting process and permissible criteria to be considered to redraw district boundaries;

2. Review the two (2) draft maps that were selected by Council at the March 1, 202 2 Council meeting ; and

2. Conduct a public hearing to receive public input on the proposed district boundaries.

BACKGROUND:

Pursuant to Election Code section 21601, cities with by -district election systems are required to redraw their district boundary maps to ensure compliance with the California and federal Voting Rights Acts. The process to complete the redistricting requires a minimum of four public hearings and dedicated public outreach to ensure minority populations and communities of interest are aware of the redistricting effort and are provided with options to participate. The first public hearing was held on October 19, 2021 and the second public hearing was held on November 16, 2021. This is four required public hearing.

DISCUSSION:

The purpose of this public hearing is to provide additional information to the public about the redistricting process and to hear from the community on what factors should be taken into consideration while creating district boundaries. In addition, draft map s prepared by the City’s redistricting consultant, as well as maps received by the public, will be presented for Council and the public’s review. The public is requested to provide input regarding communities of interest

16.A
Packet Pg. 239
and other local factors that should be considered while considering the draft district maps. A community of interest under the relevant Elections Code for cities (Section 21621(c) is, “a population that shares common social or economic interests that should be included within a single district for purposes of its effective and fair representation.”

Possible features defining community of interest might include, but are not limited to:

1. School attendance areas;

2. Natural dividing lines such as major roads, hills, or highways;

3. Areas around parks and other neighborhood landmarks;

4. Common issues, neighborhood activities, or legislative/election concerns; and

5. Shared demographic characteristics, such as:
• Similar levels of income, education, or linguistic isolation; • Languages spoken at home; and
• Single-family and multi-family housing unit areas.

Draft Maps

Following the second public hearing in November, the City’s redistricting consultant began drafting options that balanced the City’s population to an acceptable total deviation below 10%.

In addition, a community workshop was held on Saturday, January 22, 2022, where the City’s consultant shared initial draft options with the public, and provided a demonstration on the use of the City’s online and paper map drawing tools. Subsequent to the workshop, a total of four maps have been received from members of the public. Each of the maps is summarized below, and images, along with complete demographic breakdowns for each map option, is attached to this report.

Further, an online viewing tool for all six maps may be found on the website redistricting page, with full search and other geolocation tools enabled.

Map Option 1

Option 1 is population balanced with a total deviation of .68% (less than one percent). It significantly resembles the current boundary map, with minor shifts of population between Districts A and E, and Districts D and E. The map creates compact, contiguous districts, and like all map options, absorbs the recently annexed county islands within the City limits. While some of the changes have no impact on voting cycle, the map does move a total of 78 voters from a 2022 voting cycle to a 2024 voting cycle, resulting in those voters being deferred two years. The map draws District D as a majority/minority Hispanic voting district (a district where the minority citizens of voting age population (CVAP) is 50%+1 or greater), as in the current boundary map.

Map Option 2

Option 2 is also population balanced, with a total deviation of 1.56%. Like Option 1, it significantly resembles the current boundary map, and makes minor population shifts, albeit

16.A
Packet Pg. 240
different shifts, between Districts A and E, and Districts D and E. It creates compact and contiguous districts, and draws District D as a majority/minority Hispanic voting district using the CVAP metric. Movement of population between Districts results in a total of 67 people being deferred from a 2022 cycle to a 2024 cycle, a delay of two years.

Next Steps

Following tonight’s hearing, Best, Best & Krieger will present the final draft maps, make any final revisions to the potential map(s) at Council’s direction, and have the maps ready for Councils final selection at the April 5, 2022 Council meeting. The deadline for final adoption of the ordinance for the City of Hanford is April 17, 2022. If additional public hearings and/or special meetings are necessary to approve the final map by the deadline, staff will identify acceptable dates and schedule such meetings accordingly.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

Attachments - Maps 1 and 2

16.A
Packet Pg. 241
Map Option 1

16.A.a
Packet Pg. 242
Attachment: Attachments - Maps 1 and 2 (Clerk: Redrawing of City Council Member District Boundaries) Map Option 1

* CVAP = Citizens of Voting Age Population
** NL = Non-Latino
*** AIAN = American Indian Alaskan Native
District
Total
Population
Raw
Deviation
%
Deviation
CVAP*19
Total
CVAP19
NL**
White
CVAP19
NL Black
CVAP
Hispanic
CVAP19
Not
Hispanic
CVAP19
NL
AIAN***
CVAP19

NL ASIAN
CVAP19
NL
Hawaiian
CVAP19
NL Other
A 11,909 -36 -0.30% 7,337 4,438 450 1,593 5,749 2 641 - 55 B 11,924 -21 -0.18% 8,502 4,782 463 2,651 5,840 90 258 - 101 C 11,990 45 0.37% 8,209 4,036 383 3,167 5,041 42 199 - 44 D 11,916 -29 -0.25% 6,044 1,342 441 3,898 2,151 70 154 1 27 E 11,988 43 0.36% 6,918 2,571 381 3,320 3,590 62 423 1 107 Total 59,727
Ideal 11,945 Deviation 0.68%

16.A.a
Packet Pg. 243
Attachment: Attachments - Maps 1 and 2 (Clerk: Redrawing of City Council Member District Boundaries) Map Option 2

16.A.a
Packet Pg. 244
Attachment: Attachments - Maps 1 and 2 (Clerk: Redrawing of City Council Member District Boundaries) Map Option 2

* CVAP = Citizens of Voting Age Population
** NL = Non-Latino
*** AIAN = American Indian Alaskan Native

District
Total
Population
Raw
Deviation
%
Deviation
CVAP19
Total
CVAP19
NL White
CVAP19
NL Black
CVAP
Hispanic
CVAP19
Not
Hispanic
CVAP19

NL AIAN
CVAP19

NL ASIAN
CVAP19
NL
Hawaiian
CVAP19
NL Other
A 12,032 87 0.72% 7,407 4,518 449 1,603 5,814 2 647 - 54 B 11,991 46 0.38% 8,538 4,814 465 2,657 5,873 90 258 - 102 C 11,846 -99 -0.83% 8,140 4,000 383 3,134 5,008 42 199 - 44 D 11,950 5 0.04% 6,008 1,251 489 3,874 2,120 7 201 - 44 E 11,908 -37 -0.31% 6,917 2,586 332 3,361 3,556 125 370 2 90 Total 59,727
Ideal 11,945
Deviation 1.56%

16.A.a
Packet Pg. 245
Attachment: Attachments - Maps 1 and 2 (Clerk: Redrawing of City Council Member District Boundaries)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: B

SUBJECT:

A public hearing to consider the issuance of bonds by the California Statewide Communities Development Authority in support of the Northstar Apartments project (TEFRA Hearing)

At the request of the project applicant, Staff is recommending that the City Council continue the public hearing until the April 5, 2022 City Council meeting.

The full staff report is attached for more detail on the item.

FISCAL IMPACT:

Insert Fiscal Impact Here or Erase Completely

ATTACHMENTS:

Staff Report 3.15.22.TEFRA PH Northstar

16.B
Packet Pg. 246

CITY OF HANFORD CITY COUNCIL

STAFF REPORT

MEETING DATE: Tuesday, March 15, 2022

SUBJECT: Conduit financing for the Northstar Apartments Affordable Housing Project

STAFF RECOMMENDATION

At the request of the project applicant, Staff is recommending that the City Council continue the public hearing until the April 5, 2022 City Council meeting.

BACKGROUND

UP Northstar , LP, a California limited partnership (the “Borrower”) was created by UP Northstar, LLC, a California limited liability company, and Northstar SHE LLC, a California limited liability company. Self-Help Enterprises (SHE) is the sole member of Northstar SHE LLC and will serve as the managing general partner of the project. SHE is a nationally recognized community development organization whose mission is to work together with low -income families to build and sustain healthy homes and communities.

The pioneer and leading provider of mutual self-help housing in the United States, SHE’s efforts today encompass a range of efforts to build better homes and communities for farmworkers and other hard-working families.

Since 1965, SHE has helped more than 6,500 f amilies to build their own homes, rehabilitated over 6,700 unsafe homes, developed over 2,000 units of affordable rental housing, including Lincoln Plaza in Hanford (developed in 2007) , and 85 single -family homes. SHE provides Resident Services at all rent al communities, including an after- school program, Zumba and obesity prevention, financial literacy and homeownership counseling, STEM programs for youth, and other services to support the health, wellness, and financial strength of residents.

The Borrower has requested that the CMFA serve as the municipal issuer of the Bonds in an aggregate principal amount not to exceed $30,000,000 of tax -exempt revenue bonds.

The Bonds will be issued by the CMFA in a private placement, with Key Bank Real Estate Capital being the private placement purchaser. The Bonds will be repaid through revenues generated by the Project and will be the sole responsibility of the Borrower. Other than holding the TEFRA hearing and approving the resolution, the City will have no involvement in issuing or repaying the Bonds. The proceeds of the Bonds will be used to finance the acquisition, construction, improvement, and equipping of a 72 -unit multifamily rental housing facility for low -income households, including permanent supportive h ousing for persons experiencing homelessness or other at-risk households, to be located in the City at 664 and 682 North Star Drive.

In order for the Bonds to qualify as tax-exempt bonds, the City of Hanford must conduct a public hearing (the “TEFRA Heari ng”) providing for the members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. Prior to such TEFRA Hearing, a notice was published in The Hanford Sentinel

16.B.a
Packet Pg. 247
Attachment: Staff Report 3.15.22.TEFRA PH Northstar (TEFRA Northstar Aparments) on March 5, 2022, providing the members of the community reasonable notice. Following the close of the TEFRA Hearing, an “applicable elected representative” of the governmental unit hosting the Project may adopt a resolution in favor of the issuance of the Bonds for the financing of the Project or may decline the adoption of such a resolution if a legitimate non-discriminatory reason exists. Alternatively, rather than taking action on the proposed resolution, Section 147(f) of United States Code Title 26 allows the Council to submit the decision regarding bond issuance to the voters of Hanford.

CALIFORNIA MUNICIPAL FINANCE AUTHORITY:

The CMFA was created on January 1, 2004 , pursuant to a joint exercise of powers agreement to promote economic, cultural , and community de velopment, through the financing of economic development and charitable activities throughout California. To date, over 300 municipalities, including the City of Hanford, have become members of CMFA. The City became a member of the CMFA on December 15, 2015.

The CMFA was formed to assist local governments, non -profit organizations and businesses with the issuance of taxable and tax -exempt bonds aimed at improving the standard of living in California for low-income households, persons experiencing homelessness or other at-risk households. The CMFA’s representatives and its Board of Directors have considerable experience in bond financings.

FISCAL IMPACT:

The Bonds to be issued by the CMFA for the Project will be the sole responsibility of the UP Norths tar, LP (Borrower), and the City will have no financial, legal, liability, or responsibility for the Project or the repayment of the Bonds for the financing of the Project.

All financing documents with respect to the issuance of the Bonds will contain clea r disclaimers that the Bonds are not obligations of the City or the State of California but are to be paid for solely from funds provided by the Borrower.

The Board of Directors of the California Foundation for Stronger Communities, a California non-profit public benefit corporation (the “Foundation”), acts as the Board of Directors for the CMFA. Through its conduit issuance activities, the CMFA shares a por tion of the issuance fees it receives with its member communities and donates a portion of these issuance fees to the Foundation for the support of local charities. With respect to the City of Hanford, it is expected that a portion of the issuance fee attr ibutable to the City will be granted by the CMFA to the general fund of the City. Such grant may be used for any lawful purpose of the City.

16.B.a
Packet Pg. 248
Attachment: Staff Report 3.15.22.TEFRA PH Northstar (TEFRA Northstar Aparments)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: A

SUBJECT:

Public Works: Authorization to Award a contract to Robert Marks Plumbing of Visalia Ca, in the amount of $45,910.53, establish a construction contingency of $4,600.00; and approve an additional appropriation of $31,900.00 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Sewer Main Replacement Project.

RECOMMENDATION:

That the City Council, by motion,

1.. Award a contract to Robert Marks Plumbing of Visalia Ca in the amount of $45,910.53.

2. Establish a construction contingency of $4,600.00

4. Approve an additional appropriation of $31,900.00 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Sewer Main Replacement Project.

BACKGROUND:

The Civic Auditorium has been a focal point in the downtown area ever since it was built in 1924. Because of the advanced age of the facility and the City's history of deferring maintenance on many of the older buildings, some maintenance issues need to be addressed. One is the damaged clay sewer main leading from the building to Douty Street along Furlong drive.

The sewer main has been a problem for several years now and staff has been hydro jetting the line for a couple of years now just to keep it functional. The main was video inspected in 2020 and it was discovered to have a broken failure area in the pipe as well as general deterioration of the main all the way to the street.

This clay section of the sewer line is the original from 1924 and is likely failing in other areas as well. Settling and deterioration has reduced the line's ability to keep up with the flow of effluent.

The appropriate remedy is to replace it.

Bids for the project were solicited from four (4) contractors and two (2) bids were received. Bids ranged from a low bid of $45,910.53 to a high bid of $127,186.00. As a result, staff has

17.A
Packet Pg. 249
examined and validated the lowest bidder's contractor's license status, and verified the contractor is in good standing. With Council approval, if awarded, construction is anticipated to begin in April 2022.

The large difference between the amount budgeted for the sewer main project and the low bid received was primarily due to a lack of understanding of the work to be performed on this project. It was initially believed by staff that this project would be included with the project for the reconstruction of the Police Parking lot. The plan was to include this CIP in the parking lot project to save money. If that had been possible, the additional costs for saw cutting and replacement of asphalt in the trench area would not have been necessary. Additionally, the quote received at the time that the budget was prepared did not include asphalt replacement or the inclusion of traffic control or an encroachment permit. Lastly, staff is taking the opportunity to include an additional lateral to the main for a possible future park bathroom to be located east of the Teen Center.

FISCAL IMPACT:

The FY 21/22 Accumulated Capital Outlay Reserves provides $18,700.00 for construction, including contingencies. An additional appropriation of $31,900.00 from the Accumulated Capital Outlay Reserve is needed to fully fund the project. A copy of the budget page is attached for Council review.

ATTACHMENTS:

Budget Page
2022-3-10 Civic sewer main Robert Marks Pl
2022-3-10 Civic sewer main American Inc.

17.A
Packet Pg. 250
822604
Project Background:

Existing Conditions:

Project Justification:

Fiscal Implications:

Project Budget Summary:
2022 2023 2024 2025 2026
Program or Project Construction
Engineering / Inspection 2,000
Construction 17,000
Contingency 1,700
Department Overhead 1,080
Total Expenditure $21,780 $0 $0 $0 $0
Funding
0004 Accumulated Capital Outlay 21,780
Total Funding $21,780 $0 $0 $0 $0
ExpenditureRevenue
Civic Auditorium Sewer Main Replacment Project
The clay sewer main was video inspected last year and it was discovered to have a broken failure area in the pipe as well as general deterioration of the main all the way to the street. Staff has been hydro jetting for a couple of years to keep it functional.

This clay section of the sewer line is the original from 1924 and has reached its' end of life. Settling and time has reduced the line's ability to keep up with the flow of effluent. The appropriate remedy is to replace it.

Funding for this project will be allocated from Accumulated Capital Outlay Reserves. 5-Year Funding Allocation
The Civic Auditorium has been a focal point in the downtown ever since it was built in 1924. It is nearing its' 100th anniversary and the City has prided itself on maintaining this important community structure. Repainting of the lobby and exterior was completed three years ago. In preparation of the building's commemoration some maintenance issues need to be addressed. One is the damaged clay sewer main leading from the building to Douty Street along Furlong drive.

17.A.a
Packet Pg. 251
Attachment: Budget Page (PW: Authorization to Award the Civic Auditorium Sewer Main Replacement Project)

17.A.b
Packet Pg. 252
Attachment: 2022-3-10 Civic sewer main Robert Marks Pl (PW: Authorization to Award the Civic Auditorium Sewer Main Replacement Project)

17.A.c
Packet Pg. 253
Attachment: 2022-3-10 Civic sewer main American Inc. (PW: Authorization to Award the Civic Auditorium Sewer Main Replacement Project)

17.A.c
Packet Pg. 254
Attachment: 2022-3-10 Civic sewer main American Inc. (PW: Authorization to Award the Civic Auditorium Sewer Main Replacement Project)

17.A.c
Packet Pg. 255
Attachment: 2022-3-10 Civic sewer main American Inc. (PW: Authorization to Award the Civic Auditorium Sewer Main Replacement Project)

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: B

SUBJECT:

Public Works: Authorization to Award a contract to Best Contracting Services, Inc., of Gardena CA, in the amount of $368,450.00, Award the purchase of roofing material to The Garland Company in the amount of $318,412.44, Establish a construction contingency of $36,485.00; and Approve an additional appropriation of $63,347.44 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Roof Replacement Project.

RECOMMENDATION:

That the City Council, by motion,

1.. Award a contract to Best Contracting Services, Inc. of Gardena CA in the amount of $368,450.00 to provide the labor and installation of the Civic Auditorium Re-Roofing Project;

2. Award the purchase of the roofing material to The Garland Company, Inc. in the amount of $318,412.44;

3. Establish a construction contingency of $36,485.00; and

4. Approve an additional appropriation of $63,347.44 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Roof Replacement Project.

BACKGROUND:

The Civic Auditorium has been a focal point in the downtown area ever since it was built in 1924. Repainting of the lobby and exterior was completed three years ago. The existing roof was last replaced in 1993.

The main auditorium roof was spot patched two years ago to extend its' life; however, surface tears and loss of granules is quickly degrading the membrane. Various leaks have been patched over the last ten years and the roof drains are particularly susceptible to leaks. The roof has surpassed its useful life and is in need of replacement.

The existing roof is over 28 years old. The roof is continuing to deteriorate and when annually inspected, has new leaks to repair by City staff. Replacement of the roof will last for 20 years

17.B
Packet Pg. 256
which will reduce maintenance costs and staff time at the facility.

As a result, staff has examined and validated the lowest bidder's contractor's license status, and verified the contractor is in good standing. With Council approval, if awarded, construction is anticipated to begin in June 2022.

FISCAL IMPACT:

The FY 21/22 Building Capital Reserves and the Accumulated Capital Outlay Reserves provides $660,000.00 for construction, including contingencies. An additional appropriation of $64,000.00 from the Accumulated Capital Outlay Reserve is needed to fully fund the project. A copy of the budget page is attached for Council review.

ATTACHMENTS:

Budget Page
Bid Tabulation Civic Roofing project

17.B
Packet Pg. 257
822605
Project Background:

Existing Conditions:

Project Justification:

Fiscal Implications:

Project Budget Summary:
2022 2023 2024 2025 2026
Program or Project Construction
Engineering / Inspection 6,000
Construction 600,000
Contingency 60,000
Department Overhead 35,060
Total Expenditure $701,060 $0 $0 $0 $0
Funding
0004 Accumulated Capital Outlay 549,874
0417 Building Capital Replacement 151,186
Total Funding $701,060 $0 $0 $0 $0
ExpenditureRevenue
Civic Auditorium Roof Replacement Project
The existing roof is over 28 years old. The roof is continuing to deteriorate and when annually inspected, has new leaks to repair by City staff. Replacement of the roof will last for 20 years which will reduce maintenance costs and staff time at the facility.

Funds for this project will be allocated from Building Capital Reserves and the Accumulated Capital Outlay (ACO) Reserves.
5-Year Funding Allocation
The main auditorium roof was spot patched two years ago to extend its life; however, surface tears and loss of granules is quickly degrading the membrane. Various leaks have been patched over the last ten years and the roof drains are particularly susceptible to leaks. The roof has surpassed its useful life and is in need of replacement.

The Civic Auditorium has been a focal point in the downtown ever since it was built in 1924. It is nearing its' 100th anniversary and the City has prided itself on maintaining this important community structure. Repainting of the lobby and exterior was completed three years ago. In preparation of the building's commemoration some other maintenance issues need to be addressed. The existing roof was last replaced in 1993.

Page 209 ends

17.B.a
Packet Pg. 258
Attachment: Budget Page (PW: Authorization to Award the Civic Auditorium Re-Roofing Project) Civic Auditorium Roofing Project
Project Number: 2104000-822605
ITEM QUANTITY UNIT Unit Cost Subtotal Unit Cost Subtotal Unit Cost Subtotal 1 Replacement of Main Upper Roof, Lower East
Roof, Lower West Roof and Upper North Roof
of the Hanford Civic Auditorium. (Some Materials
supplied by City, See page S-5)
1 LS
363,850.00 $363,850.00 $454,899.00 $454,899.00 $445,677.00 $445,677.00 2 Repair defective/dry rot sheathing (The actual
quantity of this bid item will be determined during
the project construction as directed by the
Engineer)
200 SF

17.00 $3,400.00 $7.50 $1,500.00 $12.50 $2,500.00
3 Repair defective/dry rot wood board (The actual
quantity of this bid item will be determined during
the project construction as directed be the
Engineer)
40 LF

30.00 $1,200.00 $12.50 $500.00 $25.00 $1,000.00
Total $368,450.00 Total $456,899.00 Total $449,177.00
Fresno Roofing Best Contracting Services

LOWEST BIDDER
Nations Roof

NON - RESPONSIVE

17.B.b
Packet Pg. 259
Attachment: Bid Tabulation Civic Roofing project (PW: Authorization to Award the Civic Auditorium Re-

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION: C

SUBJECT:

Parks and Community Services: Authorization to Award a contract to American Incorporated of Visalia CA, in the amount of $129,787.00 for the mechanical portion Civic Auditorium Cooler replacement project, authorization to award a contract to Gilbert Electric Company out of Hanford CA, in the amount of $46,500.00 for the electrical portion of the project, authorization to award a contract to Robert Marks Plumbing out of Visalia CA in the amount of $16,643.27, authorization to award the purchase of the coolers to FACSCO out of Fresno CA in the amount of $49,158.33, establish a construction contingency of $19,300.00; approve an additional appropriation of $103,320.00 from the Building Equipment Replacement Reserves; and approve an Additional Appropriation of $158,059.60 from the Accumulated Capital Outlay Reserves to fully fund the Civic Auditorium Roof Cooler Replacement Project.

RECOMMENDATION:

That the City Council, by motion,

1. Award a contract to American Incorporated of Visalia CA in the amount of $129,787.00 for the mechanical repair portion of this project.

2. Award a contract to Gilbert Electric of Hanford CA in the amount of $46,500.00 for the electrical repair portion of this project.

3. Award a contract to Robert Marks Plumbing of Visalia CA in the amount of 16,634.27 for the plumbing repair portion of this project.

4. Award the purchase of the 15 coolers to FACSCO of Fresno CA in the amount of $49,158.33

5. Establish a construction contingency of 19,300.00.

6. Approve an Additional Appropriation of $103,320.00 from the Building Equipment Replacement Reserves.

7. Approve an Additional Appropriation of $158,059.60 from the Accumulated Capital Outlay Reserves.

BACKGROUND:

17.C
Packet Pg. 260
The Civic Auditorium was built in 1924 and is approaching its centennial birthday. The City Council approved four Civic Auditorium renovation/improvement projects as part of the FY 2021-2022 Five-Year Capital Improvement Project (CIP) budget. The first of the four projects is roof replacement.

A provision in the roofing installation contract states that the City reserves the right to purchase the project materials directly from the manufacturer; if found, that the City can procure the materials at a lower cost than the installer can buy them through traditional means. It has been determined that the City, through the Omnia Partners Purchasing Organization, can purchase the materials at a discounted rate and not be charged a contractor's markup. This will allow the City to realize savings on project costs. This is because the Garland Company of Cleveland, Ohio, won a current three-year contract with Omnia Partners Purchasing Organization (Formerly US Communities National Cooperative Purchasing Program) and can pass on the competitive price to the City via direct purchase.

In the job walks for this project, it was determined that additional mechanical work was necessary to meet current code requirements. The project consists of the replacement of five of the six air conditioning units and all fifteen evaporative coolers. The scale of the project triggered the need to replace a majority of the mechanical equipment and the need for separate mechanical, electrical, and plumbing contractors.

The AC units, some of which are 38 years old, need replacement, and these replacements are best timed to be completed before the roof is replaced. At the same time, various surface conduits, water lines, gas lines, and drain lines that run across the roof's surface and create leak potentials and tripping hazards will be replaced.

Moving vents that are too close to the equipment and relocating some of the coolers will provide more room for servicing. During the first walk-through of the roof project, it was also determined that many of the support curbs for the coolers and air conditioners will have to be raised to the minimum height of 8" above the roof surface, and new galvanized steel caps will be made. This would require the removal of all equipment to do this. Therefore, it became necessary to consider the replacement of most of the mechanical equipment on the roof, which City staff had not previously identified during the budget process or prior to releasing the bid.

Eight bidders were solicited to provide bids on the additional mechanical work (see attached Bidder's List and Bid Tabulations), and two bids were received (see attached bid documents).

The staff has examined and validated the lowest bidder's contractor(s) license status and verified the contractors are in good standing.

The established equipment replacement reserve fund has collected $103,320 towards replacing the described mechanical equipment. However, the reserve does not cover the total cost needed for this project. Therefore, an additional $158,059.60 is required to cover the project's balance.

17.C
Packet Pg. 261
These funds will be allocated from the Accumulated Capital Outlay Fund. With Council approval, if awarded, construction is anticipated to begin in April 2022.

FISCAL IMPACT:

An additional appropriation of $103,320.00 from the Building Equipment Replacement reserves has been collected for replacement of some of the equipment on this project. An additional appropriation of $158,059.60 from the Accumulated Capital Outlay Reserve is needed for construction, including contingencies to fully fund the project.

ATTACHMENTS:

Bid Tabulations and attendance Civic Aud projects
2022-3-11 Civic Projects bid documents

17.C
Packet Pg. 262
Civic Auditorium Projects Bidders List and Tabulations
Mechanical Work
American Inc.
1345 N American St
Visalia, CA 93291
New England Sheet Metal
2731 S Cherry Ave
Fresno, CA 93706 $158,000
Morris Levin and Son
1816 S K St
Tulare, CA 93274
Shaws Air Conditioning
16838 18th Ave
Lemoore, CA 93245
PR Plumbing and Heating
1504 N Maple Ave
Fresno, CA 93703
Comfort Now Air Conditioning and Heating
421 E 6th St
Hanford, CA 93230
Canby's Air Conditioning and Heating
160 N Lane St
Tulare, CA 93274
Steven's Refrigeration
Visalia, CA 93292
559-936-9380
Bid Tabulation
$129,787
Vendor
No Response
No Response
No Response
No Response
Will not install owner provided
equipment
No Response
Attend Job Walk
yes
yes
no
yes
no
no
no
no

17.C.a
Packet Pg. 263
Attachment: Bid Tabulations and attendance Civic Aud projects (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler Civic Auditorium Projects Bidders List and Tabulations
Coolers
Vendor
Facsco
1528 N Thesta St
Fresno, CA 93703
Johnstone Supply
5658 East Clinton Ave
Fresno, CA 93727
Slakey Brothers
4333 N Effie
Fressno, CA 93726
Roof Electrical
Vendor
Gilbert Electric
2245 N Douty St
Hanford, CA 93230
American Inc.
1345 N American St
Visalia, CA 93291
Morris Levin and Son
1816 S K St
Tulare, CA 93274
Kings Electric
Hanford, CA 93230
559-530-6401
Dawn Electric
103 E Eith St
Hanford, CA 93230
Bid Tabulation
$49,158.33
$55,974
$46,500
$56,224.33
No Response
No Response
No Bid submission
No Bid submission
Bid Tabulation
yes
yes
Attend Job Walk
yes
yes
yes

17.C.a
Packet Pg. 264
Attachment: Bid Tabulations and attendance Civic Aud projects (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler Civic Auditorium Projects Bidders List and Tabulations
Roof Top Plumbing
Vendor
Robert S Marks Plumbing
29585 Road 164
Visalia, CA 93292
American Inc.
1345 N American St
Visalia, CA 93291
Morris Levin and Son
1816 S K St
Tulare, CA 93274
Pierotte's Plumbing
727 Vaughn St
Hanford, CA 93230
$18,675
Bid Tabulation
$16,634.27
Attend Job Walk
yes
yes
yes
yes
No Response
No bid received

17.C.a
Packet Pg. 265
Attachment: Bid Tabulations and attendance Civic Aud projects (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 266
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 267
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 268
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 269
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 270
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 271
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 272
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 273
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 274
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 275
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 276
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 277
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 278
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 279
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 280
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 281
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 282
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 283
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 284
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 285
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 286
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 287
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 288
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 289
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 290
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 291
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 292
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 293
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 294
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 295
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 296
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 297
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

17.C.b
Packet Pg. 298
Attachment: 2022-3-11 Civic Projects bid documents (PW: Authorization to Award multiple contracts for the Civic Auditorium Cooler

AGENDA

STAFF REPORT

MEETING DATE: 3/15/2022

AGENDA SECTION:

SUBJECT:

Council Future Agenda Items

FISCAL IMPACT:

ATTACHMENTS:

Council Future Agenda Items
Packet Pg. 299

Council Future Agenda Items
Originated
Date Item Originator Staff Lead Date Estimate
4/7/20 Discussion of Pay for Parking Options
in the Downtown Area
Council
Consensus John Doyel After presentation of
Downtown Plan

6/18/20
Discussion of Courthouse
improvements and financing options
Council
Consensus

Brad Albert
Delayed pending
additional building
review

12/21/21
Review of City Ordinance related to
property line setbacks for Patio
structures and Driveway Awnings
Council
Consensus

Mary Beatie

4/5/2022

1/18/22
Discussion of options for New
Business Incentives in the Downtown
District
Council
Consensus

Mario
Cifuentez

4/20/2022

18.a
Packet Pg. 300
Attachment: Council Future Agenda Items (Council: Future Agenda Items)

Hanford City CouncilMarch 15, 2022

Hanford City Council
March 15, 2022