Hanford City Council
June 18, 2024

City Council Meeting
Agenda
June 18, 2024
7:00 PM – Regular Meeting
Council Chambers
400 N. Douty St.

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/

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

ROLL CALL BY THE CITY CLERK:

PUBLIC COMMENT:

Study Sessions are considered Special Meetings under the Brown Act. Accordingly, comments from the public are limited to items listed on the agenda (GC 54954.3a). Public Comment will be accepted during each agenda item. 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. Council review of Draft Ballot Language for the Resolution and Ordinances necessary for a Potential Revenue Measure and direction from Council regarding any proposed changes.

B. Presentation of the proposed City of Hanford Fire Department Guiding Documents:

Community Risk Assessment and Standards of Response Coverage and Direction from Council as appropriate.

CLOSED SESSION FOR DISCUSSION OF THE FOLLOWING:

A. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (GC 54956.9)(d)(1)) Paula Lofgren v. City of Hanford
Kings County Case No. 21C0188

Mendoza, et al. v. City of Hanford, Fabian Avalos
Eastern District of California Case No. 1:21-cv-00721

Dutton, et al v. City of Hanford, et al
Kings County Case No. 23CU0185
B. CONFERENCE WITH LEGAL COUNSEL-ANTICIPATED LITIGATION (54956.9 (d)(2)) 1 Case.

CALL TO ORDER REGULAR SESSION:

ROLL CALL:

INVOCATION:

FLAG SALUTE:

RECOGNITION:

A. Westland Water District Representative Jason Mendez presents scholarship awards to Isabella Silva, Brayson Gillio, and Sofia Godinho.

B. Recognition of Dispatcher of the Year Stephanie Hernandez

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).

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 Council 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. Public Works: Approval of twenty-four (24) Annual Blanket Purchase Orders (BPO) over $50,000 for various divisions in the Public Works Department for a total of $7,799,106.43, which is already approved in the FY24/25 Budget.

C. Utilities and Engineering: Authorization for the City Manager to enter into a contract with Structure Cast, of Bakersfield, CA, for the design, construction, and installation of a Prefabricated Restroom and Concession stand building at the Youth Athletic Complex for the amount of $585,079 (CIP Project No. 821611). .

D. Utilities and Engineering: Approval of the Notice of Completion for the Hanford Airport FBO Building Roof Restoration Project, for a final project cost of $56,060.00, and

Authorization for the Mayor to execute and the City Clerk to file said Notice with the Kings County Recorder's Office.

E. Fire: Approval of a renewal of the Services Agreement, between City of Hanford and County of Fresno to provide emergency dispatch services for the Hanford Fire Department at an annual cost of $256,320 the first year with annual increases.

F. Fire: Adoption of Resolution No. 24-19-R, formally adopting the Kings County Local Hazard Mitigation Plan (LHMP).

G. Police: Approval of the renewal of the existing contract with AXON Enterprises, Inc. for body cameras and tasers at an annual cost of $210,478.73 for a 5-year contract term.

H. Police: Approval of payment in the amount of $70,000.00 from the City of Hanford Police Department to the Kings County Fire Department due to an onsite compliance assessment performed by California Office of Emergency Services (CALOES).

I. Police: Approval of amended annual contracts for the 2024-2025 school year, with the Pioneer Union Elementary School District, Kings County Office of Education, Hanford Joint Union High School District, and Hanford Elementary School District for the School Resource Officer Program.

J. Finance: Award and authorization for the City Manager to enter into a professional services agreement with Randle Communications (Sacramento, CA) for $72,500 for potential ballot measure information outreach services and appropriate the amount in the General Fund.

K. Finance: Approval of Blanket Purchase Orders (BPO's) over $50,000 for the Finance Division in the amount of $484,420 for fiscal year 2024/2025 L. Finance: Adoption of Resolution 24-18-R establishing the 2024/2025 appropriations limit of $90,635,466 for the City of Hanford's General Fund
GENERAL BUSINESS:

A. Parks and Community Services: Adoption of Resolution 24-17-R, Approving the Annual Engineer's Report and Intention to Levy for Fiscal Year 2024/20205 and Collect Assessments as outlined in the Annual Engineer's Report, which has been prepared pursuant to Chapter 3 of the Landscape and Lighting Act of 1972. The proposed assessments outlined in the Engineer's Report are less than or equal to the authorized maximum assessment for each landscape assessment district, and set July 2, 2024, as the Public Hearing date to consider the increases in assessments as proposed.

B. Finance: Council review and Final Approval of the Revenue Measure Expenditure Plan which specifies the uses of the proceeds of the potential transactions and use (sales) tax C. Council: Further Council discussion about the Central Parking and Business Improvement Area Advisory Board and proposed amendments to the Municipal Code regarding the board composition and how it's filled.

D. Council: Review and discuss the committees that will have a vacancy due to the resignation of Kalish Morrow and make new Appointments as appropriate.

ITEMS FOR FUTURE AGENDAS:

At this time, any Council Member may ask a question for clarification or may request a matter, which is not otherwise scheduled on a City Council agenda, to be placed on a future agenda. The Council Member referring the item shall provide sufficient information as to the nature of the item. The City Council, by concurrence of a majority, may direct the City Manager to put the item on a future agenda. (GOV. CODE SEC. 54954.2) A. Council Future Agenda Items
B. Upcoming Events and Important Dates:

June 22: 2024 Law Enforcement Torch Run 9:00 am Kings County Government Center 1400 W. Lacey Blvd. More info
July 2: Regular City Council Meeting
July 4: City offices will be closed in observance of Independence Day July 16: 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}

4.A.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: STUDY SESSION

SUBJECT:

Council review of Draft Ballot Language for the Resolution and Ordinances necessary for a Potential Revenue Measure and direction from Council regarding any proposed changes.

RECOMMENDATION:

Recommendation: Discuss Potential Revenue Measure Draft Ballot Language Resolution and Ordinances and provide direction to staff on any modifications directed by a majority of Council.

BACKGROUND:

Overview
Revenue and Taxation Code Section 7285.9 authorizes city council to levy a transactions and use tax for general revenue purposes via an ordinance approved by a two-thirds vote of all members of the City Council and if approved by a majority vote of the qualified voters of the city voting in an election on the issue.

The draft resolution and ordinance, including the proposed ballot language and proposed Hanford Municipal Code amendments, are included with this staff report.

Council may, at a future meeting, adopt the proposed resolution which would place a revenue measure on the ballot.

Draft Ballot Language
The draft ballot language, included in the draft resolution, was formulated based on input and priorities provided by the Revenue Measure Committee, information from community surveys and polling, Staff review, input from Randle Communications, and direction from City Council.

The draft ballot language includes funding categories consistent with the draft expenditure plan, a transaction tax rate that would cover the expenses outlined in the draft expenditure plan (1%), the establishment of citizen's oversight, audit requirements, a statement indicating that the funds would remain local and that the measure could be ended by voters.

The draft language is provided below:

PROPOSITION " ": Essential City Services Protection Measure

To provide funding that would remain local and cannot be taken by the State to preserve/improve all essential city services including police, fire, 911 emergency response, neighborhood police patrols, reducing crime; maintain city streets and parks; address homelessness; improve youth and senior programs; attract/retain local businesses/jobs; shall the City of Hanford increase by 1¢ the

transactions and use (sales) tax, providing approximately $19,200,000 annually, until ended by voters; requiring annual independent audits and citizen’s oversight?

Draft Resolution
If approved at a future date, the attached draft resolution would call for an election that includes the full text of the Measure's ballot language (above), approve the introduction of the City of Hanford Transaction and Use Tax Ordinance of 2024, authorize the preparation of an impartial analysis of the measure, and request that Kings County render election services including the proposed measure.

Draft City of Hanford Transactions and Use Tax Ordinance of 2024 The draft resolution would authorize the introduction of the City of Hanford Transaction and Use Tax Ordinance of 2024. The Ordinance includes the proposed transactions and use tax rate (1%), a provision giving voters the authority to end the levy of the tax, a provision allowing the Council, by a four-fifths vote to suspend the tax, and authorization to amend the Hanford Municipal Code to include accountability measures for the sales and use tax.

Draft Sales and Use Tax Accountability Measures
If a sales and use tax were to be passed by Council and voters, the City could amend the Hanford Municipal Code to include specific accountability measures. A draft version of Chapter 3.60 Sales and Use Tax Accountability Measures is attached with this agenda. The language in the draft amendment includes the following accountability measures:

1. Requirements for an expenditure plan that outlines implementation of the sales and use tax for the fiscal year

2. Requirements that any changes to the expenditure plan require a resolution adopted by the majority of Council following the recommendation by the Sales Tax Oversight Board and a public hearing.

3. The initial expenditure plan, annual budgets, and amendments to the expenditure plan are made publicly available.

4. The initial expenditure plan shall dedicate fifteen percent (15%) of budgeted revenues for the initial year of the plan to establish an economic uncertainty fund, which may only be accessed in times of fiscal emergencies. Council may direct that the economic uncertainty fund be accessed in order to fund the remainder of the plan in the case of a fiscal emergency, as determined by 4/5ths vote of the City Council as a whole.

5. Each expenditure plan shall fund department activities as may be recommended from time to time by the Board and approved by the City Council within the parameters approved by the voters.

6. The Council will appoint a seven-member standing oversight committee to constitute the Sales Tax Oversight Board (Board)

7. Each member of the Board shall be a Hanford resident and the members of the Board shall serve two year terms, and may be reappointed for up to two additional two-year terms for a total of three (3) consecutive two (2) year terms.

8. Board members will be selected as follows: A) Each City Council member shall select one (1) member for the Board by district; B) The City Council shall select two (2) members at large to serve as members of the Board;

9. The City shall provide an annual independent audit that accounts for the tax revenues received and expenditures made. The audits will be made available to the Board.

Next Steps
Based on feedback from City Council, a resolution calling for a general municipal election;

introducing ordinance enacting a transaction and use tax; and submittal of the ordinance to voters may be considered at the July 2nd meeting.

FISCAL IMPACT:

Should a revenue measure be approved by voters, an Expenditure Plan will serve as the basis for how revenues will be spent. A one (1) cent/percent Transactions and Use (Sales) Tax is projected to bring in approximately $19.2 million annually with all funds to remain local.

ATTACHMENTS:

1. Draft Resolution

RESOLUTION NUMBER 24-xx-R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HANFORD CALLING AND

PROVIDING FOR A GENERAL MUNICIPAL ELECTION TO BE CONSOLIDATED WITH

THE STATEWIDE GENERAL ELECTION TO BE HELD IN THE CITY OF HANFORD ON TUESDAY, NOVEMBER 5, 2024; INTRODUCING ORDINANCE ENACTING A

TRANSACTIONS AND USE (SALES) TAX TO BE ADMINISTERED BY THE STATE DEPARTMENT OF TAX AND FEE ADMINISTRATION; AND ORDERING THE

SUBMITTAL OF THE ORDINANCE TO THE VOTERS AT THE GENERAL ELECTION WHEREAS, Revenue and Taxation Code Sections 7251 and following provide for the establishment of transactions and use taxes by cities; and WHEREAS, under the provisions of the laws relating to general law cities in the State of California, a General Municipal Election shall be held on November 5, 2024; and WHEREAS, Revenue and Taxation Code Section 7285.9 authorizes the governing board of any city to levy a transactions and use tax for general revenue purposes as required by Sections 7251 and following, in an ordinance approved by a two-thirds vote of all members of the City Council; and WHEREAS, Section 2(b) of Article XIII C of the California Constitution, added by Proposition 218, effective November 1996, requires that a measure proposing a general tax be submitted to the voters at an election consolidated with a regularly scheduled general election for members of the governing body, except in cases of emergency declared by a unanimous vote of the governing body; and WHEREAS, the City Council is the governing body for the City of Hanford, and the November 5, 2024, statewide general election will be consolidated with a regularly scheduled general election for members of the City Council; and
WHEREAS, pursuant to California Constitution Article XIII C, Section 2(b) and Elections Code Section 10201, the City Council of the City of Hanford, California desires to submit to the voters of Hanford a measure to enact an ordinance establishing a transactions and use tax to offset state mandates and to maintain and restore essential services; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HANFORD DOES RESOLVE AND PROCLAIM AS FOLLOWS:

Section 1. Calling General Municipal Election: Pursuant to the requirements of the laws of the State of California relating to General Law Cities, the City Council hereby orders that a general municipal election in and for the City of Hanford shall be held on Tuesday, November 5, 2024 for the purpose of submitting a transaction and use (sales) tax measure. The full text of the proposed City of Hanford Transaction and Use Tax Ordinance of 2024, attached to this Resolution as Exhibit A and incorporated herein by reference, shall be available to voters upon request made to the City Clerk. The measure to be submitted to the voters shall appear and be printed on the ballot as follows:

Section 2. Introduction of Ordinance: The City Council hereby approves the Introduction of Ordinance 2024-XX, the City of Hanford Transaction and Use Tax Ordinance of 2024, attached to this Resolution as Attachment A, and approves submittal of such Ordinance to the voters of the City of Hanford. The proposed measure is a general tax as defined in Article XIIIC of the California Constitution and shall not take effect unless and until: (i) approved by a majority of the voters voting on the question at the election; and (ii) approved by a two-thirds vote of the Hanford City Council.

Section 3. Impartial Analysis: The City Attorney is hereby directed to prepare an impartial analysis of the measure pursuant to Elections Code Section 9280.

Section 4. Requesting Consolidation of Elections: Pursuant to the State of California Elections Code Sections 10400 — 10403.5, the City Council of the City of Hanford hereby requests the consolidation of the general municipal election described in Section 2 above with the statewide general election to be held on November 5, 2024. Within the City of Hanford, the election precincts, polling places, and voting booths shall in every case be the same, and there shall be only one set of election officers in each of the precincts; provided that no person not a qualified elector of the City of Hanford shall be permitted to vote for the measure placed on the ballot by the City Council. The election precincts, polling places, and election officers within the City of Hanford for the general municipal election shall be the same as those selected and designated by the Kings County Registrar of Voters. Per Elections Code Section 10403(a)(3), the consolidated election will be held and conducted in a manner prescribed in Elections Code Section 10418.

Section 5. Requesting Kings County to Render Election Services: The Board of Supervisors of Kings County is hereby requested to permit the County Registrar of Voters to render services to the City of Hanford relating to the conduct of the November 5, 2024, General Municipal Election as follows:
a. Distribute and file all papers submitted in connection with the proposed ordinance. b. Make all required publications.

No
Yes
PROPOSITION " ": Essential City Services Protection Measure To provide funding that would remain local and cannot be taken by the State to preserve/improve all essential city services including police, fire, 911 emergency response, neighborhood police patrols, reducing crime; maintain city streets and parks; address homelessness; improve youth and senior programs; attract/retain local businesses/jobs; shall the City of Hanford increase by 1¢ the transactions and use (sales) tax, providing approximately $19,200,000 annually, until ended by voters; requiring annual independent audits and citizen’s oversight?

c. Prepare, print and mail to the qualified electors of the City of Hanford sample ballots and voter pamphlets. Full text of the ballot measure will be made available upon request at the Hanford City Clerk’s Office.
d. Provide vote-by-mail ballots for said Municipal Election for use by the qualified electors who may be entitled to vote by mail ballots in the manner provided by law. e. Order consolidation of precincts, appoint precinct boards, designate polling places and instruct election officer concerning their duties.
f. Conduct and canvass the returns of the election and certify the votes cast for the proposed measure. g. Receive and process Vote-By-Mail voter applications. h. Prepare, print and deliver to the polling places supplies, including the official ballots and a receipt for said supplies.
i. Recount votes, if requested, in accordance with State law. j. Conduct the above election duties in accordance with the Voting Right Act of 1975. k. Perform all other pertinent services required to perform for said election other than the requirements of the Fair Political Practices Commission, with said Fair Political Practices Commission requirements to be performed by the City Clerk.

Section 6. Application of State Law: Regarding particulars not recited in this Resolution, the election shall be held and conducted as provided by State law for the holding of municipal elections.

The City Clerk is hereby authorized and directed to transmit certified copies of this Resolution to the Board of Supervisors and to the County Registrar of Voters.

THEREFORE, BE IT RESOLVED, the City Council of the City of Hanford hereby approves submission to the voters the question identified above relating to the establishment of the transactions and use tax described above.

Passed and adopted at a regular meeting of the City Council of the City of Hanford duly called and held on July 2, 2024, by the following vote:

AYES: ____________________________________________________ NOES: ____________________________________________________ ABSTAIN: ________________________________________________ ABSENT: _________________________________________________ PASSED, APPROVED AND ADOPTED: _______________________________

TRAVIS PADEN
Mayor
Attest: ________________________________

NATALIE CORRAL, CITY CLERK

STATE OF CALIFORNIA )
COUNTY OF KINGS ) ss.

CITY OF HANFORD )
I, Natalie Corral, City Clerk of the City of Hanford, certify the foregoing is the full and true Resolution 2024-XX passed and adopted by the Council of the City of Hanford at a regular meeting held on July 16, 2024.

Dated: NATALIE CORRAL, CITY CLERK

Attachment A
Ordinance 2024-XX
City of Hanford Transactions and Use Tax Ordinance of 2024

Ordinance 2024-XX
City of Hanford Transactions and Use Tax Ordinance of 2024

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HANFORD IMPOSING A

TRANSACTIONS AND USE TAX TO BE ADMINISTERED BY THE STATE DEPARTMENT

OF TAX AND FEE ADMINISTRATION, SUBJECT TO ADOPTION BY THE ELECTORATE, TO PROVIDE FUNDS TO: PRESERVE AND IMPROVE ALL ESSENTIAL CITY SERVICES, INCLUDING POLICE, FIRE, 911 EMERGENCY RESPONSE, NEIGHBORHOOD POLICE PATROLS, REDUCING CRIME; MAINTAIN CITY STREETS AND PARKS; ADDRESS HOMELESSNESS; IMPROVE YOUTH AND SENIOR PROGRAMS; ATTRACT AND

RETAIN BUSINESSES/JOBS
WHEREAS, the City of Hanford’s prime responsibilities are to protect the public’s safety, maintain fiscal stability, and provide a high quality of life for its residents; and WHEREAS, over the last several years the State of California has gone from one financial crisis to another with no end in sight; and
WHEREAS, during each of the past several years the State of California has reduced or taken funding from cities, counties and school districts in order to fund its deficits and may continue to do so into the foreseeable future; and
WHEREAS, the State of California has shifted responsibility for many programs back to cities, like Hanford, without the necessary funds to provide the services residents need and expect; and WHEREAS, the State of California has recently changed its criminal sentencing laws thereby releasing hundreds of parolees into Kings County and negatively impacting the City of Hanford by an increase in crime, substance abuse and homelessness; and
WHEREAS, over the last decade calls to 911 have risen dramatically, and police responded to 47,000 service calls in 2023; and
WHEREAS, Hanford’s street funding is currently millions of dollars short of what it needs to properly maintain its more than 200 miles of City streets, with nearly half of Hanford’s streets rated as “poor” or worse, and without additional funding streets will continue to deteriorate and future road repairs will become more expensive; and
WHEREAS, the residents have identified their essential city services priorities such as: maintain 911 emergency response times for police and fire service calls, investigate crimes, help attract businesses and jobs, maintain streets and parks, address homelessness, and provide services for youth and seniors; and
WHEREAS, sales and property tax revenues, which have been the significant source of locally controlled funds available to pay for essential City services are limited; and WHEREAS, the City of Hanford needs dependable and local sources of revenue to fund and to support essential, necessary and appropriate general City services provided to the public; and

WHEREAS, the City’s general fund expenditures are projected to outpace revenues in the near future causing the City to be unable to maintain all levels of service and will not have capacity to fund facilities that are necessary to deliver services that the community desires; and WHEREAS, a local funding measure would provide a protected, local revenue source to limit or prevent additional cuts to essential, necessary and appropriate general City services; and WHEREAS, this measure requires compliance with the City of Hanford Sales Tax Accountability Ordinance, requiring establishment of annual expenditure plans, citizen oversight and mandatory financial audits to ensure funds will be properly spent; and WHEREAS, this measure will give the City of Hanford local control over local funds for local needs and no funds from this measure can be taken by Sacramento; and NOW THEREFORE, the City Council of the City of Hanford does ordain as follows:

Section 3.50.010. TITLE. This ordinance shall be known as the Essential City Services Protection Measure Transactions and Use Tax Ordinance. The City of Hanford hereinafter shall be called "City." This ordinance shall be applicable in the incorporated territory of the City.

Section 3.50.020. OPERATIVE DATE. "Operative Date" means the first day of the first calendar quarter commencing more than 110 days after the adoption of this ordinance, the date of such adoption being as set forth below.

Section 3.50.030. PURPOSE. This ordinance is adopted to achieve the following, among other purposes, and directs that the provisions hereof be interpreted in order to accomplish those purposes:

A. To impose a retail transactions and use tax in accordance with the provisions of Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code and Section 7285.9 of Part 1.7 of Division 2 which authorizes the City to adopt this tax ordinance which shall be operative if a majority of the electors voting on the measure vote to approve the imposition of the tax at an election called for that purpose.

B. To adopt a retail transactions and use tax ordinance that incorporates provisions identical to those of the Sales and Use Tax Law of the State of California insofar as those provisions are not inconsistent with the requirements and limitations contained in Part 1.6 of Division 2 of the Revenue and Taxation Code.

C. To adopt a retail transactions and use tax ordinance that imposes a tax and provides a measure therefor that can be administered and collected by the California Department of Tax and Fee Administration in a manner that adapts itself as fully as practicable to, and requires the least possible deviation from, the existing statutory and administrative procedures followed by the California Department of Tax and Fee Administration in administering and collecting the California State Sales and Use Taxes.

D. To adopt a retail transactions and use tax ordinance that can be administered in a manner that will be, to the greatest degree possible, consistent with the provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code, minimize the cost of collecting the transactions and use taxes, and at the same time, minimize the burden of record keeping upon persons subject to taxation under the provisions of this

ordinance.

Section 3.50.040. CONTRACT WITH STATE. Prior to the operative date, the City shall contract with the California Department of Tax and Fee Administration to perform all functions incident to the administration and operation of this transactions and use tax ordinance; provided, that if the City shall not have contracted with the California Department of Tax and Fee Administration prior to the operative date, it shall nevertheless so contract and in such a case the operative date shall be the first day of the first calendar quarter following the execution of such a contract.

Section 3.50.050. TRANSACTIONS TAX RATE. For the privilege of selling tangible personal property at retail, a tax is hereby imposed upon all retailers in the incorporated territory of the City at the rate of one percent (1%) of the gross receipts of any retailer from the sale of all tangible personal property sold at retail in said territory on and after the operative date of this ordinance.

Section 3.50.060. PLACE OF SALE. For the purposes of this ordinance, all retail sales are consummated at the place of business of the retailer unless the tangible personal property sold is delivered by the retailer or his agent to an out-of-state destination or to a common carrier for delivery to an out-of-state destination. The gross receipts from such sales shall include delivery charges, when such charges are subject to the state sales and use tax, regardless of the place to which delivery is made. In the event a retailer has no permanent place of business in the State or has more than one place of business, the place or places at which the retail sales are consummated shall be determined under rules and regulations to be prescribed and adopted by the California Department of Tax and Fee Administration.

Section 3.50.070. USE TAX RATE. An excise tax is hereby imposed on the storage, use or other consumption in the City of tangible personal property purchased from any retailer on and after the operative date of this ordinance for storage, use or other consumption in said territory at the rate of one percent (1%) of the sales price of the property. The sales price shall include delivery charges when such charges are subject to state sales or use tax regardless of the place to which delivery is made.

Section 3.50.080. ADOPTION OF PROVISIONS OF STATE LAW. Except as otherwise provided in this ordinance and except insofar as they are inconsistent with the provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code, all of the provisions of Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code are hereby adopted and made a part of this ordinance as though fully set forth herein.

Section 3.50.090. LIMITATIONS ON ADOPTION OF STATE LAW AND COLLECTION OF USE TAXES. In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:

A. Wherever the State of California is named or referred to as the taxing agency, the name of this City shall be substituted therefor. However, the substitution shall not be made when:

1. The word "State" is used as a part of the title of the State Controller, State Treasurer, State Treasury, or the Constitution of the State of California;

2. The result of that substitution would require action to be taken by or against this City or any agency, officer, or employee thereof rather than by or against the California Department of Tax and Fee Administration, in performing the functions incident to the administration or operation of this

Ordinance.

3. In those sections, including, but not necessarily limited to sections referring to the exterior boundaries of the State of California, where the result of the substitution would be to:
a. Provide an exemption from this tax with respect to certain sales, storage, use or other consumption of tangible personal property which would not otherwise be exempt from this tax while such sales, storage, use or other consumption remain subject to tax by the State under the provisions of Part 1 of Division 2 of the Revenue and Taxation Code, or;
b. Impose this tax with respect to certain sales, storage, use or other consumption of tangible personal property which would not be subject to tax by the state under the said provision of that code.

4. In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737, 6797 or 6828 of the Revenue and Taxation Code.

B. The word "City" shall be substituted for the word "State" in the phrase "retailer engaged in business in this State" in Section 6203 and in the definition of that phrase in Section 6203.

1. “A retailer engaged in business in the District” shall also include any retailer that, in the preceding calendar year or the current calendar year, has total combined sales of tangible personal property in this state or for delivery in the State by the retailer and all persons related to the retailer that exceeds five hundred thousand dollars ($500,000). For purposes of this section, a person is related to another person if both persons are related to each other pursuant to Section 267(b) of Title 26 of the United States Code and the regulations thereunder.

Section 3.50.010. PERMIT NOT REQUIRED. If a seller's permit has been issued to a retailer under Section 6067 of the Revenue and Taxation Code, an additional transactor's permit shall not be required by this ordinance.

Section 3.50.011. EXEMPTIONS AND EXCLUSIONS.

A. There shall be excluded from the measure of the transactions tax and the use tax the amount of any sales tax or use tax imposed by the State of California or by any city, city and county, or county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax Law or the amount of any state-administered transactions or use tax.

B. There are exempted from the computation of the amount of transactions tax the gross receipts from:

1. Sales of tangible personal property, other than fuel or petroleum products, to operators of aircraft to be used or consumed principally outside the county in which the sale is made and directly and exclusively in the use of such aircraft as common carriers of persons or property under the authority of the laws of this State, the United States, or any foreign government.

2. Sales of property to be used outside the City which is shipped to a point outside the City, pursuant to the contract of sale, by delivery to such point by the retailer or his agent, or by delivery by the retailer to a carrier for shipment to a consignee at such point. For the purposes of this paragraph, delivery to a point outside the City shall be satisfied:

a. With respect to vehicles (other than commercial vehicles) subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code, and undocumented vessels registered under Division

3.5 (commencing with Section 9840) of the Vehicle Code by registration to an out-of-City address and by a declaration under penalty of perjury, signed by the buyer, stating that such address is, in fact, his or her principal place of residence; and
b. With respect to commercial vehicles, by registration to a place of business out-of-City and declaration under penalty of perjury, signed by the buyer, that the vehicle will be operated from that address.

3. The sale of tangible personal property if the seller is obligated to furnish the property for a fixed price pursuant to a contract entered into prior to the operative date of this ordinance.

4. A lease of tangible personal property which is a continuing sale of such property, for any period of time for which the lessor is obligated to lease the property for an amount fixed by the lease prior to the operative date of this ordinance.

5. For the purposes of subparagraphs (3) and (4) of this section, the sale or lease of tangible personal property shall be deemed not to be obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease has the unconditional right to terminate the contract or lease upon notice, whether or not such right is exercised.

C. There are exempted from the use tax imposed by this ordinance, the storage, use or other consumption in this City of tangible personal property:

1. The gross receipts from the sale of which have been subject to a transactions tax under any state- administered transactions and use tax ordinance.

2. Other than fuel or petroleum products purchased by operators of aircraft and used or consumed by such operators directly and exclusively in the use of such aircraft as common carriers of persons or property for hire or compensation under a certificate of public convenience and necessity issued pursuant to the laws of this State, the United States, or any foreign government. This exemption is in addition to the exemptions provided in Sections 6366 and 6366.1 of the Revenue and Taxation Code of the State of California.

3. If the purchaser is obligated to purchase the property for a fixed price pursuant to a contract entered into prior to the operative date of this ordinance.

4. If the possession of, or the exercise of any right or power over, the tangible personal property arises under a lease which is a continuing purchase of such property for any period of time for which the lessee is obligated to lease the property for an amount fixed by a lease prior to the operative date of this ordinance.

5. For the purposes of subparagraphs (3) and (4) of this section, storage, use, or other consumption, or possession of, or exercise of any right or power over, tangible personal property shall be deemed not to be obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease has the unconditional right to terminate the contract or lease upon notice, whether or not such right is exercised.

6. Except as provided in subparagraph (7), a retailer engaged in business in the City shall not be required to collect use tax from the purchaser of tangible personal property, unless the retailer ships or delivers the property into the City or participates within the City in making the sale of the property, including, but not limited to, soliciting or receiving the order, either directly or indirectly, at a place of business of the retailer in the City or through any representative, agent, canvasser, solicitor, subsidiary, or person in the City under the authority of the retailer.

7. "A retailer engaged in business in the City" shall also include any retailer of any of the following:
vehicles subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code, or undocumented vessels registered under Division 3.5 (commencing with Section 9840) of the Vehicle Code. That retailer shall be required to collect use tax from any purchaser who registers or licenses the vehicle, vessel, or aircraft at an address in the City.

D. Any person subject to use tax under this ordinance may credit against that tax any transactions tax or reimbursement for transactions tax paid to a district imposing, or retailer liable for a transactions tax pursuant to Part 1.6 of Division 2 of the Revenue and Taxation Code with respect to the sale to the person of the property the storage, use or other consumption of which is subject to the use tax.

Section 3.50.012. AMENDMENTS. All amendments subsequent to the effective date of this ordinance to Part 1 of Division 2 of the Revenue and Taxation Code relating to sales and use taxes and which are not inconsistent with Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, and all amendments to Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, shall automatically become a part of this ordinance, provided however, that no such amendment shall operate so as to affect the rate of tax imposed by this ordinance.

Section 3.50.013. ENJOINING COLLECTION FORBIDDEN. No injunction or writ of mandate or other legal or equitable process shall issue in any suit, action or proceeding in any court against the State or the City, or against any officer of the State or the City, to prevent or enjoin the collection under this ordinance, or Part 1.6 of Division 2 of the Revenue and Taxation Code, of any tax or any amount of tax required to be collected.

Section 3.50.014. SEVERABILITY. If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the ordinance and the application of such provision to other persons or circumstances shall not be affected thereby.

Section 3.50.015. EFFECTIVE DATE. This ordinance relates to the levying and collecting of the City transactions and use taxes and shall take effect immediately.

Section 3.50.016. TERMINATION DATE. The authority to levy the tax imposed by this ordinance shall not expire, except as may be approved by voters to end the levy of the tax under this Ordinance.

In addition, such authority shall be suspended, and no tax levied thereafter, upon the adoption of a resolution directing such suspension by the Council, by a four-fifths vote of the entire Council. The Council shall receive a report no later than ten (10) years following the Operative Date, and every ten (10) years thereafter, regarding the continuing need for the tax imposed by this Ordinance, and upon receiving such report may either take no action, in which case the authority to impose the tax shall continue uninterrupted, or adopt a resolution to suspend this Ordinance by a four-fifths vote of the entire Council. The tax collection would end at the next available quarter, except for residual payments. In any event that this Ordinance is suspended, such authority shall remain suspended

unless and until the Council approves a resolution, by four-fifths vote of the entire Council, which it may consider at any time, to reinstate the authority to levy the tax authorized by this Ordinance, which if so adopted shall be effective without submission to the electorate. The collection would resume at the beginning of the next quarter.

SECTION 3.50.017. COORDINATION WITH PROVISIONS OF SALES TAX ACCOUNTABILITY MEASURES ORDINANCE. The expenditure of funds collected pursuant to the tax imposed by this Ordinance shall be subject to the provisions of Hanford Municipal Code Chapter 3.60 Sales and Use Tax Accountability Measures Ordinance.

SECTION 3.50.018. Any provision of the Hanford Municipal Code or appendices thereto inconsistent with the provisions of this Ordinance, to the extent of such inconsistencies and no further, is hereby repealed or modified to that extent necessary to effect the provisions of this Ordinance, except that any existing, duly adopted sales and use tax existing as of date of adoption of this Ordinance shall remain in effect and the sales and use tax imposed by this Ordinance shall be additive thereto.

SECTION 3.50.019.The Mayor shall sign and the City Clerk shall attest to the passage of this Ordinance. The City Clerk shall cause the same to be published once in the official newspaper within 15 days after its adoption.

PASSED AND ADOPTED by the ______________________________________________, State of California, on ____________________________, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:

TRAVIS PADEN, MAYOR
ATTEST:

NATALIE CORRAL, CITY CLERK APPROVED BY CITY ATTORNEY

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 ordinance was duly introduced at a regular meeting of the City Council of the City of Hanford on the _____ day of _______________, 202__, and it was duly passed and adopted at a regular meeting of the City Council of the City of Hanford held on the ____ day of ________________, 202__.

Dated: NATALIE CORRAL, CITY CLERK

Chapter 3.60

SALES AND USE TAX ACCOUNTABILITY MEASURES
Sections:

3.60.010 Title.

3.60.020 Applicability.

3.60.030 Initial and subsequent expenditure plans.

3.60.040 Sales Tax Oversight Board.

3.60.050 Annual audit.

3.60.010 Title.

This chapter shall be known as the City of Hanford Sales Tax Accountability Ordinance.

3.60.020 Applicability.

The provisions of this Chapter shall apply to the proceeds of any sales and use tax that is made specifically subject to this Chapter by the ordinance that enacts such sales and use tax.

3.60.030 Initial and subsequent expenditure plans.

A.The City Council shall, prior to the imposition of a transactions and use (sales) tax that is subject to the provisions of this Chapter, adopt, by resolution approved by a majority of the Council, an initial spending plan specifying the uses of the proceeds of the transactions and use (sales) tax. The initial expenditure plan (budget) shall cover the period between implementation of the sales and use tax and the end of the subsequent fiscal year.

B.Prior to expiration of the initial expenditure plan and as part of adoption of an annual city general fund budget, the City Council shall adopt an annual expenditure plan specifying the uses of the proceeds of the sales or use tax that is subject to the provisions of this chapter, applicable to the coming fiscal year.

C.Adoption of the initial expenditure plan, subsequent annual expenditure plans, and amendments to such plans, shall occur by resolution adopted by a majority of the Council, following:
1) submission for comment and recommendation to the Sales Tax Oversight Board as established pursuant to Section 3.60.040, and
2) public hearing occurring at a regularly scheduled and appropriately noticed meeting of the City Council.

D.Following adoption, the city shall make the initial expenditure plan, any subsequent annual expenditure plan (budget), and any amended expenditure plan (budget) publicly available.

E.The initial expenditure plan shall dedicate fifteen percent (15%) of budgeted revenues for the initial year of the plan to establish an economic uncertainty fund, which may only be accessed in times of fiscal emergencies, defined as a deficit in expected revenues such that the other features of the plan are not able to be funded as planned. The Council may direct that the economic uncertainty fund be accessed in order to fund the remainder of the plan in the case of a fiscal emergency, as determined by

four-fifths (4/5ths) vote of the City Council as a whole. Annual expenditure plans shall provide for the dedication of such budgeted funds as are necessary to maintain the economic uncertainty fund at fifteen percent (15%) of budgeted revenues and to replenish any amounts used in the event of a fiscal emergency in the prior year.

F.Each expenditure plan shall fund department activities as may be recommended from time to time by the Board and approved by the City Council within the parameters approved by the voters.

3.60.040 Sales Tax Oversight Board.

A. The Council will appoint a seven (7) member standing oversight committee to constitute the Sales Tax Oversight Board (the “Board”).

B. The members of the Board shall serve two (2) year terms, and may be reappointed for up to two (2) additional two (2) year terms for a total of three (3) consecutive two (2) year terms; provided however, for initial Board members who are appointed mid-year, their initial two (2) year terms shall be deemed to have started on January 1 of the following calendar year. Thereafter, at the first council meeting in January of each year, the council shall endeavor to fill any vacancies caused by the regular expiration of Board members’ terms. Upon expiration of a member’s term, the member shall, however, continue to serve until his or her replacement is appointed. No individual, having served the maximum allowable number of consecutive terms may be reappointed to the Board for at least one (1) year from the last date served.

C. The members of the Board shall be selected in the following manner:

1. Each city council member shall select one (1) Board member from his or her district; and

2. The city council shall select two (2) members on an at-large basis.

D. Vacancies shall be noticed in a manner consistent with Municipal Code Section 2.20.030.

Appointment shall made at the earliest possible date for mid-term vacancies. Vacancies shall be advertised so that any interested city resident may apply.

E. City residency shall be required for all Board members and shall be confirmed by each applicant and each Board member under penalty of perjury. The city may require a Board member to confirm his or her residence throughout the member’s term.

F. Board members serve at the pleasure of the city council and may be removed for cause or no- cause. Members may be removed for cause for various reasons, including, without limitation, three (3) consecutive Board meeting absences.

G. The Board shall annually elect a chairperson and vice-chairperson from amongst its members.

H. In accordance with the public meeting laws of the state of California: (i) all meetings of the Board shall be open to the public and noticed; and (ii) minutes of Board meetings shall be kept.

I. Board members shall serve without compensation.

3.60.050 Annual audit.

The city shall provide for an annual independent audit of transactions and use tax measure funds to account for the tax revenues received and expenditures made in relation to the tax that is subject to this chapter, and to ensure consistency with the expenditure plan required by Section 3.60.030. Such audits will be provided to the Sales Tax Oversight Board as established by Section 3.60.040.

4.B.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: STUDY SESSION

SUBJECT:

Presentation of the proposed City of Hanford Fire Department Guiding Documents: Community Risk Assessment and Standards of Response Coverage and Direction from Council as appropriate.

RECOMMENDATION: That the City Council receive a presentation on the proposed Guiding documents Community Risk Assessment, Standards of Response Coverage and Proposed Spending Plan for Hanford Fire Department and provide direction as appropriate.

BACKGROUND: In 2021, the City of Hanford contracted with Krauss Consulting LLC for the development of three documents: a neutral- third-party Community Risk Assessment (CRA) and the subsequent development of a Standards of Response Coverage (SORC) as well as a Fire Department Proposed Master Spending Plan to address the needs identified within the assessment documents. The documents that were produced are usual and customary to most organized and professional Fire Service agencies throughout the world. These foundational documents assist departments to align the identified risks within their community with current, planned, and forecasted resource requirements in the sense of hardware, personnel, infrastructure and funding necessary to meet the identified needs.

This process is a vetted industry standard identified by the International Association of Fire Chiefs as well as the Center for Public Safety Excellence. Both entities have been instrumental in developing a process by which Fire Service Agencies can adopt a standardized method that fosters the creation of a set of guiding documents as a road map for success for public safety fire service agencies-this process is known as accreditation.

The three documents produced thus far, out of four recommended documents, work in tandem to assist agencies to develop organized and cohesive plans to address the risks within their communities. The three current proposed guiding documents are part of a ‘phased-approach’ wherein organizations undertake the processes of accreditation in three distinct phases. The first phase includes the adoption of the three proposed guiding documents; the second phase, includes formation of the departmental strategic plan; the third phase, includes the development of a Self- Assessment Manual; all aimed at ensuring an efficient and effective utilization of public resources.

The first guiding document; the Community Risk Assessment, identifies the relevant fire and non-fire risks and then documents those findings by addressing key areas that take into consideration the threats, consequences and impacts of known risks within the community. This allows internal planning to be addressed through specific measurable goals that address the identified needs of the community.

The second Guiding document; the Standards of Response Coverage, assists to specifically identify the benchmarks of the CRA and with what, how much, and how long, each of the identified areas are measured. These measurements are typically equated to response times, effective response force, percentile measurements, station locations, call types and volumes all allowing the accurate assessment of functionality, efficiency, and effectiveness of the department to be quantified.

These two documents are not static documents but are living documents in the sense that constant adjustments are made as new information, technology and capabilities are increased or decreased.

The current capabilities of the agency are then quantified and compared to the goals established by the community in relation to the accepted risk of the adopted plans. The identified gap between risks, capabilities and consequences is what the purpose of the guiding documents are: real-time assessments of the status of emergency response capabilities and the suggested means to allow that agency to meet the current and future needs of their community.

The third document, although less mentioned, is the Proposed Master Spending Plan. This plan identifies the hardware, software, equipment, personnel and facilities that are identified within the Gap analysis, as identified within the first two documents, to be acquired or planned for in order to meet the agency’s identified goals. This plan is a financial road map for the agency to refer to when developing the agency’s requests for funding.

As guiding documents, all three assist with the development of a salient cohesive set of industry best practices that would lead to the development of the Short, Mid and Long-Term Plan for improvement, growth and effectiveness of the agency.

The Second Phase of Three involves a document that has yet to be developed but is essential in effective growth of the Hanford Fire Department is the Strategic Plan. Although the Strategic Plan was not developed, all the essential elements to adopt the current set of guiding documents to create such a plan have been completed and aligned with additional items that have been identified in other third-party assessments.

The other third-party assessments completed within the same time period were an Insurance Service Offices (ISO) classification that produced a downgraded assessment of the department’s capabilities as a result of the same identified inabilities as the CRA had-the negatively impacted ability of the department to effectively meet the needs of our growing community. This speaks to the professional accuracy in most areas of the guiding documents as presented.

As current and close to accurate as the guiding documents are, there were areas in which staff have identified, upon further review, where gaps in contextual impacts regarding three key areas:

Hazardous Materials Response Capabilities, Technical Rescue Capabilities as well as the overall Fire Threat for the community (i.e. large downtown areas of un-sprinklered buildings, many contiguous with one another, built prior to or around 1900, Brick-constructed, multi-story, with large basements).

Although the documents do mention these areas, the third element of a three-axis risk assessment, the consequence, was vastly understated and would beg the question of further assessment in the form of an addendum and update upon further assessment after the documents are adopted for all three key areas.

The ability of the department to have a well-thought-out and identified road map for purposes of planning and growth lies in the adoption of these guiding documents. Although the documents do not set city policy nor do they supersede the direction of the city council, they do allow for a blueprint of actions and an identified plan and direction of the Hanford Fire Department.

FISCAL IMPACT:

None Identified

ATTACHMENTS:

1. 03 HFD CRA-SORC 2022

2. 05 HFD Master and Comprenhesive Spending Plan - 2022-2035

3. RESOLUTION GUIDING DOCS DP 6_18_24

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

2

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

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.

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.

4

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

6

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

(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

(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

(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

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

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

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

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.

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.”

14

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

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

- 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

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

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

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

“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

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%
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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

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

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

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

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

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

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

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

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

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

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

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

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

“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

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

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

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

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

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

“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

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

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

Appendices
45

Appendix A
Planning Area, SOI & City Limits
46

Appendix B
Land Use Map
47

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

HANFORD FIRE DEPARTMENT - 2020 EMS
Reflects all EMS types; medical response, traffic accident with injury, rescue, etc.

Appendix D
49

HANFORD FIRE DEPARTMENT - 2020 FIRES
Reflects all fire types; structure, vehicle, vegetation, other 54 Appendix E
50

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

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

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

$+
$+
$+
$+
$+
$+
·|}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

Appendix H
55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

71

72

73

74

75

76

77

78

79

80

Prepared for the Hanford Fire Department
Prepared by Mike Kraus Leadership
February 14, 2022

Table of Contents
Introduction 3
Executive Summary 5
Our City 7
Our Fire Department 8
Capital Facilities: 10
Capital Apparatus: 11
Capital Equipment: 13
City of Hanford 2035 General Plan 14
Fire Service Industry Standards and Best Practices 21
Performance Measures 23
Comprehensive Spending Plan 24
Projected Significant Improvements Through 2035 24
Projected Budget Impacts Through 2035 28

Introduction
The Hanford Fire Department Master Plan is a long-range planning document. It serves as a blueprint for long-range goals, supporting the visionary policy established in the City of Hanford 2035 General Plan. This document is the third in a series of three planning documents for the City of Hanford Fire Department. All three documents, “Community Risk Assessment/Standards of Response Coverage,” “Strategic Plan,” and “Master Plan,” are companion documents which build upon and support each other with short-, mid-, and long-term assessments and opportunities for improvement. This process is referred to as the Planning Continuum.

Included in this Master Plan are public safety policies established by the City’s comprehensive 2035 General Plan, as specified to the fire department. These include, but are not limited to, projected facilities, apparatus, and personnel needed to provide adequate fire and life safety protection for the citizens, as the land area and population of Hanford expand into the sphere of influence and planning area.

Additionally, industry standard and best practice benchmarks are included for reference, as well as recommended replacement schedules and estimated costs for Capital Improvement Projects. The intent being, to allow appointed and elected-officials adequate time to secure funding for these projects, with the goal of said projects being realized prior to the anticipated need.

It is critical, if this document is to continue to be of value, that it be referenced, reviewed, and adjusted as necessary, in accordance with the updating of the other fire department planning documents, and certainly with any update of the City of Hanford General Plan. It should be

considered a dynamic tool to assist the fire department and the appointed and elected officials of Hanford, as they strive to improve the fire and life safety element of our community. As this document is updated, the City of Hanford Fire Department, after saving the original, is hereby given express permission to remove all markings and references to “Mike Kraus Leadership.”

Executive Summary
The Fire Department Master Plan is the third in a series of documents (Community Risk Assessment/Standards of Response Coverage, Strategic Plan, Master Plan), referred to as the Planning Continuum. Based upon the City of Hanford 2035 General Plan and its goals and policies, it is a road map for the next 14 years of projected Fire Department growth. The intent of the document is to educate and assist appointed and elected officials as they evaluate community needs and prioritize limited funding.

These projected needs are tied to fire service industry standards and best practices referenced to the “Community Risk Assessment/Standards of Response Coverage” and 5 year “Strategic Plan” documents. The following is a summary of projected needs supported by Hanford General Plan goals and policy through the year 2035:

1. Improve/increase Community Risk Reduction efforts by adding an assistant fire marshal, 3 fire inspectors, and an administrative assistant.

2. Improve emergency response times by building and staffing 2 additional fire stations.

3. Improve ability to assemble necessary numbers of fire personnel on the scene of an emergency to mitigate critical tasks. Increase the ratio of firefighters to population.

4. Improve shift/administrative oversight and support by adding 3 additional chief officers.

5. Improve training and operational readiness by adding 1 training officer and building a practical training facility.

6. Expand functional administrative office space.

7. Improve emergency response apparatus and staff fleet by purchasing necessary fire engines, trucks, utility, and staff vehicles.

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 2035 General Plan, includes the incorporated city and its sphere‐of‐ influence and encompasses approximately 30 square miles. The General Plan also projects a population of 90,000 citizens.

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.

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.

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. 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.”

Capital Facilities:

Fire Station 1
Located: 350 W. Grangeville Blvd.

Built: 1990
Houses: Fire Administration/Engine
Anticipated Replacement: 2040

Fire Station 2
Located: 10553 Houston Ave.

Built: 1989
Houses: Truck
Anticipated Replacement: 2039

Fire Station 3
Located: 1070 S. 12th St.

Built: 2019
Houses: Engine
Anticipated Replacement: 2069

Capital Apparatus:

Engine 41
Manufacturer/Model:

Year: 2014
Anticipated Replacement: 2034
Projected Cost: $1,000,000

Truck 42
Manufacturer/Model: Pierce
Year: 2019
Anticipated Replacement: 2039
Projected Cost: $2,000,000

Engine 43
Manufacturer/Model:

Year: 2015
Anticipated Replacement: 2035
Projected Cost: $1,000,000

Patrol 42
Manufacturer/Model:

Year: 2012
Anticipated Replacement: 2032
Projected Cost: $500,000
Patrol 43
Manufacturer/Model:

Year: 2018
Anticipated Replacement: 2038
Projected Cost: $600,000

Reserve Engine 1
Manufacture/Model: Pierce Saber
Year: 2004
Anticipated Replacement: 2024
Projected Cost: $750,000

Capital Equipment:

Emergency Breathing Apparatus Platform
Manufacturer: Scott
Year: 2015
Anticipated Replacement: 2030
Projected Cost: $1,000,000

City of Hanford 2035 General Plan
The following information has been extracted from the City of Hanford 2035 General Plan, as it pertains to the City of Hanford Fire Department.

Projection
“After reviewing historical growth rates and projected growth trends, the Citizens Advisory Committee determined that the General Plan Update would assume Hanford’s average annual population growth rate should be roughly 2.1%, which would result in a projected population of 90,000 persons in the year 2035.”
Note: Calculating a growth rate of 2.1% from the year 2021 would result in a population projection of approximately 79,000 in the year 2035. Additionally, the 2020 census data states that the 10-year growth rate between the last two surveys was only 9.6%. It appears highly unlikely that the original projection of 90,000 will be reached by 2035. As a result, for purposes of this Fire Department Master Plan, an adjusted annual increase of 1.6% will be utilized, resulting in a 2035 projected population of 75,000.
(Mike Kraus Leadership)

Policy
Fire Protection and Emergency Services Goals
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 P50 Fire Master Plan
Prepare and periodically update a Fire Master Plan to plan for new growth identified in the land use element.

Policy P51 Fire Station Locations
Provide for five City fire station locations within the 2035 Growth Boundary on the General Plan Land Use Map.

Policy P52 Impact Fees for Fire Facilities
Require developers to contribute impact fees to fund the cost of providing fire facilities needed to support new population growth and development.

Policy P53 Fire Protection Personnel
Provide adequate fire suppression personnel and staff at each fire station to meet increased demands from population growth.

Policy P54 Provision of Fire Protection Equipment
Provide for fire protection vehicles and safety equipment to meet increased demands from population growth.

Policy P55 Water Supply to Meet Fire Demand
Provide adequate water supply and fire flow throughout the Hanford water system to meet fire demand during times of peak domestic water demand.

Policy P56 Emergency Transport Services
Support the expansion of emergency transport services at locations within the Planning Area that can most effectively improve service.

Policy P57 Automatic Aid Agreement
Maintain automatic aid agreements with Kings County Fire Department.

Policy P58 Mutual Aid Agreements
Maintain mutual aid agreements with other local and regional agencies.

Policy P59 Fire and Building Codes
Continue to enforce the California Fire Code, California Building Code, and Hanford Municipal Code to mitigate threats to safety and property.

Policy P60 Sprinklers for Commercial Buildings
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 Emergency Preparedness
Continue to upgrade preparedness strategies and techniques so as to be prepared when natural or manmade disaster occurs.

Policy P62 Fire Protection Education Programs

Continue to provide public education programs to raise awareness of potential fire and safety threats.

Emergency Preparedness Goals
Goal H1: Reduced impacts to human life, property, the local economy, and the environment resulting from natural hazards, human-trade hazards, and noise.

Goal H2: High quality emergency services to protect life and property.

Policy H1 Kings County Multi-jurisdictional Hazard Mitigation Plan Integrate the mitigation measures of the Kings County Multi-jurisdictional Hazard Mitigation Plan where relevant and applicable.

Policy H2 Update to the Multi-jurisdictional Hazard Mitigation Plan 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 Disaster Preparedness
Lead in the preparation for natural and man-made disasters by taking a proactive approach.

Policy H4 Emergency Preparedness Plan
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 City Hall as the Emergency Operations Center

Maintain City Hall as the Emergency Operations Center (EOC) in Hanford.

Policy H6 Disaster Preparedness Information
Educate the public about disaster preparedness by providing information on supplies, training, evacuation routes, communication systems and shelter locations.

Policy H7 Disaster Preparedness for Special Needs Populations Identify and develop communication systems, evacuation methods, shelter locations and other services for special needs populations.

Policy H8 Provide for Adequate Levels of Service
Evaluate safety service limitations on an annual basis to provide for adequate levels of service.

Policy H9 Water Facilities in Emergencies
Ensure that public and private water facilities have adequate capacity to supply emergency needs.

Policy H10 Emergency Routes
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 Emergency Response Facilities
Establish the capability to relocate critical emergency response facilities such as fire, police, and essential services facilities, if needed.

Policy H12 Quantify Emergency Preparedness Levels

Develop a procedure to quantify community emergency preparedness levels.

Policy H13 Volunteer Programs for Disaster Preparedness Encourage City employees through a volunteer program to obtain training in disaster preparedness and basic first aid skills.

Natural Hazards Goal
Goal H3: Reduced risk to public health and safety and disruption of social, economic, and environmental welfare resulting from natural hazards.

Policy H15 Building Codes and Standards for Earthquakes 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 Extreme Heat Emergency Plan
Support the maintenance and implementation of the Kings County Extreme Heat Emergency Plan to support vulnerable populations during times of extreme heat.

Policy H19 Cooling Centers
Periodically evaluate the effectiveness of existing cooling centers and determine the need for additional cooling centers as population increases.

Policy H20 New Development Requirements for Flood Protection Require new development to provide onsite drainage or contribute towards their fair share cost of off-site drainage facilities to handle surface runoff.

Policy H24 Warming Centers

Periodically evaluate the effectiveness of warming center and determine the need for additional warming center as population increases.

Manmade Hazards Goals
Goal H4: Quality fire protection services throughout the City of Hanford.

Goal H5: Protection from the harmful effects of hazardous materials.

Goal H6: Avoidance of properties contaminated by toxic or hazardous materials.

Policy H27 Fire Code
Ensure that all new buildings are constructed to current Fire Code Standards.

Policy H28 Weed Abatement
Continue with an intensive weed abatement program to minimize fire hazards near urban uses.

Policy H29 Household Hazardous Materials
Coordinate with other public agencies to educate consumers about the proper household use and disposal of hazardous materials.

Policy H30 Industrial Hazardous Materials
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.

Fire Service Industry Standards and Best Practices
Fire service 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.

Below are Industry Standards and Best Practices as applied to the 2022 Community Risk Assessment/Standards of Response Coverage, 2022-2026 Fire Department Strategic Plan, and this 2022-2035 Fire Department Master Plan:

National Fire Protection Association (NFPA)
NFPA Standard 1221:
911 Calls Answered within 15 Seconds
911 Calls Processed with 64 Seconds
NFPA Standard 1710:
4-0 Staffing on Engine/Truck
4 Minute Travel Time for First Unit (Urban/Suburban)
8 Minute Travel Time for Effective Response Force (Urban/Suburban)

https://www.iaff.org/wp
content/uploads/Departments/Fire_EMS_Department/30541_Summary_Sheet_NFPA_1710_stan dard.pdf
NFPA Firefighter to Population Ratio: Average of .87 to 1.32 Firefighters per 1,000 population in communities over 25,000 (2018 Survey)
https://www.nfpa.org/-/media/files/News-and-Research/Fire-statistics-and-reports/Emergency- responders/osfdprofile.pdf
Insurance Services Organization (ISO)
ISO Fire Service Rating Schedule (FSRS):

No building farther than 1.5 miles from Engine Company
No Building farther than 2.5 miles from Truck Company
Aerial device required for any combination of 5: 3 story buildings or buildings requiring 3,500 GPM or more
https://www.isomitigation.com/ppc/fsrs/items-considered-in-the-fsrs/ California State Fire Code (OSFM)
Certain State mandated building inspections shall be completed on an annual and biennial basis.

Status of these inspections must be presented to local elected officials annually. https://osfm.fire.ca.gov/media/7652/sfm-regulated-occupancies-march-2011-_final_.pdf

Performance Measures
Performance Measures are evaluation tools showing the organization how it is performing in relation to its mission, as well as applicable industry standards and best practices. Below are the performance measures presently utilized by the Hanford Fire Department, taken from the most current policy and procedures manual.
_________________________________________________________ On an annual basis, 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 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 Projected Fire Department Growth Through 2035

Comprehensive Spending Plan
Projected Significant Improvements Through 2035
(Years in Green are itemized in the 2022-2027 Strategic Plan) 2023__________________________________________________________________________

1. Improve Shift support and oversight. Hire 1 additional Battalion Chief.

2. Begin completing all State Mandated inspections. Hire 1 full time Fire Inspector. (Possible offset from inspection fees)
• Purchase sedan

3. Improve inspection fee billing. Hire one full time civilian CRR Administrative Assistant.

4. Improve emergency apparatus fleet. Purchase used Truck/Quint for reserve status. 2024__________________________________________________________________________

1. Continue completing all State Mandated inspections. Hire 1 additional full time civilian Fire Inspector. (Possible offset from inspection fees)
• Purchase sedan

2. Improve emergency apparatus fleet. Purchase 2 new engines. (1 for Engine 42, 1 for future Station Engine 44)

3. Design Station 4.
2025__________________________________________________________________________

1. Begin improving response times, effective response force, and firefighter to population ratio. Hire 3 Captains, 3 Engineers, and 3 Firefighters

2. Build Station 4.
2026__________________________________________________________________________

1. Begin Improving Training program. Hire 1 Captain.
• Purchase 1 4x4 Utility Pickup

2. Continue improving emergency apparatus fleet. Hire 1 civilian Mechanic.

3. Improve CRR Division. Consider sharing plan checking position with Building Department.

4. Open Station 4.
• Purchase 1 4x4 utility pickup
2027__________________________________________________________________________

1. Continue improving Fire Suppression Division support and oversight. Hire 1 Deputy Chief.
• Purchase 1 4x4 utility pickup

2. Continue improving Fire Suppression Division support. Hire 1 civilian Administrative Assistant.

3. Improve Emergency Preparedness. Hire 1 full time Assistant Fire Marshal/Emergency Preparedness officer. (Possible offset from grant funding) • Purchase 1 sedan

4. Design Station 5, including fire station and training facility. 2028__________________________________________________________________________

1. Improve Administration Division and reduce Battalion Chief overtime. Hire 1 Administrative Battalion Chief/Shift Command Relief.
• Purchase 1 4x4 utility pickup

2. Hire 1 full time civilian Fire Inspector. (Possible offset with inspection fees) • Purchase 1 sedan
Achieve annual completion of State mandated inspections.

3. Build Station 5, including fire station and training facility. 2029__________________________________________________________________________

1. Continue improving response time, effective response force, and firefighter to population ratio. Hire 3 Captains, 3 Engineers, and 3 Firefighters. 2030__________________________________________________________________________

1. Open Station 5 and training facility.
• Purchase 1 4x4 utility pickup

2. Replace SCBA platform.

Achieve Hanford 2035 General Plan 5th Fire Station.

Achieve Improving Response Times.

Achieve Effective Response Force of 16.
2031__________________________________________________________________________

1. Continue improving firefighter to population ratio. Hire 3 Firefighters for Truck 42. 2032__________________________________________________________________________

1. Continue improving firefighter to population ratio. Hire 3 Firefighters for Engine 41. 2033__________________________________________________________________________

1. Continue improving firefighter to population ratio. Hire 3 Firefighters for Engine 43. 2034__________________________________________________________________________

1. Continue improving firefighter to population ratio. Hire 3 Firefighters for Engine 44. 2035__________________________________________________________________________

1. Continue improving firefighter to population ratio. Hire 3 Firefighters for Engine 45.

Achieve 4-0 staffing.
2036__________________________________________________________________________

1. Hire 3 Captains, 3 Engineers, 6 Firefighters for Engine 42. Move Truck 42 to Station 1 as Truck 41 (Task Force Station).

Achieve firefighter to population ratio.

Projected Budget Impacts Through 2035
(Years in Green are itemized in the 2022-2027 Strategic Plan) Year Personnel Vehicles Facilities Benchmarks
2023 1 Battalion Chief (Begin Shift BC Program)
(Fire Suppression Division)
@ $200,000

1 Fire Inspector (Mandated Inspections)
(Community Risk Reduction Division)
@ $100,000 (Fee Offset?)

1 Administrative Assistant
(Community Risk Reduction Division)
@ $87,000

$387,000 Recurring
1 Sedan @
$50,000

1 Used
Truck/Quint
(Reserve) @
$500,000
60,000 population

.50 FF’s per
1,000
2024 1 Fire Inspector (Mandated Inspections)
@ $100,000 (Fee Offset?)

$487,000 Recurring
1 Sedan @
$50,000

2 Engines @
$1, 700,000
Design Station 4
@ $500,000

2025 3 Captains, 3 Engineers, 3 Firefighters (E4)
$1,200,000

$1,687,000 Recurring
1 4x4 Pickup
@ $80,000
Build Station 4
@ $5,000,000

2026 1 Captain (Training Officer) @ $141,000

1 Mechanic @ $95,000

1 Plan Checker
(Share with Building Department)
@$100,000

$2,023,000 Recurring
1 4x4 Pickup
@ $80,000

Open Station 4

Year Personnel Vehicles Facilities Benchmarks
2027 1 Deputy Fire Chief
(Fire Suppression Division)
@ $230,000

1 Administrative Assistant
(Fire Suppression Division) @ $87,000

1 Assistant Fire Marshal/Emergency
Preparedness Officer
(Community Risk Reduction Division)
@ $110,000

$2,450,000 Recurring
1 Sedan @
$50,000

1 Sedan @
$50,000
Design Station 5
with Training
Grounds @
$1,000,000

2028 1 Battalion Chief
(Administrative/Shift Relief)
@ $203,000

1 Fire Inspector
(Mandated Inspections)
@ $100,000 (Fee Offset?)

$2,753,000 Recurring
1 4x4 Pickup
@ $80,000

1 Sedan @
$50,000
Build Station 5
with Training
Grounds @
$10,000,000
Achieve
Completion of All
Annual State
Mandated Fire
Inspections
2029 3 Captains, 3 Engineers, 3 Firefighters (E5)
$1,200,000

$3,953,000 Recurring
1 Engine @
$1,000,000
67,000 population

.75 FF’s per
1,000
2030 1 4x4 Pickup
@ $80,000
Open Station 5
with Training
Grounds
Achieve Hanford
2035 General
Plan 5th Fire
Station

Achieve
Improving
Response Times

Achieve Effective
Response Force
of 16
2031 3 Firefighters $360,000

$4,313,000 Recurring
4th FF on
Truck 42
2032 3 Firefighters $360,000

$4,673,000 Recurring
4th FF on Engine
41

Year Personnel Vehicles Facilities Benchmarks
2033 3 Firefighters $360,000

$5,033,000 Recurring
4th FF on Engine
43 2034 3 Firefighters $360,000

$5,393,000 Recurring
4th FF on Engine
44 2035 3 Firefighters $360,000

$5,753,000 Recurring
1 Engine @
$1,000,000
4th FF on Engine
45 2036 3 Captains, 3 Engineers, 6 Firefighters
$1,600,000
(Staff Engine 42/move Truck 42 to Truck 41
to create a Task Force Station 1)

$7,353,000 Recurring
75,000 population

Achieve 4-0
Staffing

Achieve 1 FF per
1,000
Total $7,353,000 Recurring $4,800,000 $16,500,000

RESOLUTION NO. 24-279-R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HANFORD ADOPTING

THE HANFORD FIRE DEPARTMENT GUIDING DOCUMENTS
At a regular meeting of the City Council of the City of Hanford duly called to order and held on June 18th, 2024 at 7:00 p.m., it was moved by Council Member , and seconded by Council Member , and duly carried that the following resolution be adopted:

WHEREAS, the City of Hanford recognizes that a plan consisting of an assessment of community risk as well as a means to deal with that risk in the form of a response matrix are essential to industry best practices for modern fire service agencies; and
WHEREAS, having undertaken the processes to develop these plans called a Community Risk Assessment and a Standard of Response Coverage have been diligently and dutifully executed; and WHEREAS, having also developed a broad financial plan the Master Spending Plan to effectively support the mitigation of those risks identified in the Community Risk Assessment and to address the needed recommendations developed within a Standard of Response Coverage; and WHEREAS, City of Hanford Fire Department would benefit from the adoption of these guiding documents as a framework for departmental goals, actions and activities that benefit the safety and well being of the citizens of the City of Hanford; and
WHEREAS, the guiding documents have been reviewed for accuracy and context, vetted by subject matter experts in areas of emergency management, and verified by neutral third-party risk assessment firms ( Insurance Service Offices/ Verisk).

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hanford does hereby adopt the following “HFD Guiding Documents: Community Risk Assessment, Standards of Response Coverage and Master Spending Plan” as an official plan/ departmental guiding document; and ADOPTED by the City Council of the City of Hanford at a regular meeting of said Council held on the 18th day of June, 2024, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

TRAVIS PADEN
MAYOR of the City of Hanford
Attest:

NATALIECORRAL

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 at a regular meeting of the City Council of the City of Hanford held on the day of , 2024.

Date:

City Clerk
2

13.B.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: CONSENT CALENDAR

SUBJECT:

Approval of twenty-four (24) Annual Blanket Purchase Orders (BPO) over $50,000 for various divisions in the Public Works Department for a total of $7,799,106.43, which is already approved in the FY24/25 Budget.

RECOMMENDATION:

Recommendation:

Staff recommends that the City Council approve the following Annual Blanket Purchase Orders (BPO) for $7,799,106.43, allocated in the FY 24/25 Council-adopted budget.

Recommended Motion:

That by motion, the City Council approves the Annual Blanket Purchase Orders (BPO) for the total of $7,779,106.43 allocated in the FY 24/25 Council-approved budget.

BACKGROUND:

Per Hanford Municipal Code 2.48.060, the City Council has the sole authority to authorize purchases exceeding $50,000.00, regardless of whether the funding has already been appropriated in the adopted budget. Additionally, purchases of $2,500.00 or more must have either formal or informal bids or a sole-source justification provided.

The purchase orders list covers annual contracts for the Public Works department for the City of Hanford.

Fleet Maintenance BPOs include annual contracts with the vendors listed below.

Kings Petroleum Fuels Services $795,000.00
Badasci Tire Company Tires/Tubes/Labor $208,068.00
Rucksteel of CA Parts/Labor $131,673.00
Central Valley GMC Parts/Labor $136,500.00
Van Der Pol Enterprises Fuel Services $126,000.00
Del Rey Tire Tires/Tubes/Labor $129,036.00
Silvas Oil Company Fuel Services $110,000.00
Greg's Petroleum Service Fuel/Oil $80,000.00
Sawtelle & Rosprim Machine
Shop
Parts/Labor $75,000.00

RV Jensen Fuel/Oil $55,000.00

Refuse BPOs include annual contracts with the vendors listed below.

Kings Waste & Recycle
Authority
Tipping Fees $2,756,380.00

Wastequip Manufacturing
Company
Refuse Containers
Residential/Commercial
$509,000.00

Refuse Street Cleaning BPO includes an annual contract with the vendor listed below.

SCA of CA Contracted Street Sweeping $869,289.43

Waste Water Operations BPOs include annual contracts with the vendors listed below.

Thatcher Co of CA Chemical and Chem Supplies $484,610.00 Telstar Instruments Equipment Maintenance $167,000.00
Fruit Growers Laboratory Professional Services $106,440.00 Lakeside Irrigation WWTP Effluent $110,000.00
Mattos Underground Underground Services $100,000.00

Street Maintenance BPOs include annual contracts with the vendors listed below.

Contracted Vendor Sidewalk, Curb and Gutter, ADA $130,000.00 Martin Merietta Materials Asphalt and base rock $120,000.00 Ennis Paint Inc Street Paint and Materials $79,110.00

Water Operations BPO includes an annual contract with the vendor listed below.

Univar Solutions USA Chlorine $371,000.00
Mattos Underground Underground Services $100,000.00

Storm Drain Operations BPO includes an annual contract with the vendor listed below.

Mattos Underground Underground Services $50,000.00

FISCAL IMPACT :

PURCHASE ORDERS TOTAL $7,799,106.43 IN APPROVED SPENDING. THESE EXPENSES COME OUT OF

PREVIOUSLY APPROVED BUDGET APPROPRIATIONS ACROSS ALL IMPACTED DEPARTMENTS FOR FISCAL YEAR 2024/2025.

ATTACHMENTS:

None

13.C.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: CONSENT CALENDAR

SUBJECT:

Authorization for the City Manager to enter into a contract with Structure Cast, of Bakersfield, CA, for the design, construction, and installation of a Prefabricated Restroom and Concession stand building at the Youth Athletic Complex for the amount of $585,079 (CIP Project No. 821611). .

RECOMMENDATION:

Recommendation: That the City Council, by motion, authorize the City Manager to enter into a contract with Structure Cast, of Bakersfield, CA, for the design, construction, and installation of a Prefabricated Restroom and Concession stand building at the Youth Athletic Complex in the amount of $585,079 (CIP Project No. 821611).

Recommended Motion: I move to authorize the City Manager to award the design-bid contract for RFP 2024-17, for the Prefabricated Restroom and Concession stand building at the Youth Athletic Complex, to Structure Cast in the amount of $585,079.

BACKGROUND:

The Youth Athletic Complex is a supportive facility that serves the youth, families, and friends of the Hanford Youth Baseball League and Tournament Play (referred to as "Users of the Facility").

Currently, the facility accommodates approximately 700 youths participating in youth baseball from early spring through the summer and into the fall.

The existing facility, which is approximately 40 years old, is run-down and in need of replacement. It does not meet ADA/ABA accessibility standards, and there is a need for additional dry food storage and workspace in the concessions area.

The City conducted an initial meeting with the Users of the Facility and has determined that a prefabricated building with slight modifications to meet specific needs would be most beneficial for the site. Staff also met with various pre-fabricated building vendors to develop floor plans, elevations, materials, and modifications in order to develop a best suited design.

This project was initially identified in 2018, through the Five-Year Capital Improvement Plan (2020-2024) in the amount of $305,717. Due to escalating costs, the project was temporarily suspended. On June 21, 2022, Council allocated an additional $572,000 from the American Rescue Plan Act (ARPA) to the project. In March 2024 staff reviewed and evaluated available ARPA funding and supplemented an additional $400,000 to the project. The estimated total project budget is $1,232,717.

4Creeks, one of the City's on-call engineers, was contracted in May of this year to prepare construction drawings for the site's preparation to accommodate the new pre-fabricated building. 4Creeks is managing the coordination efforts of the team and sub-consultants to ensure the project stays on schedule and within budget. Additionally, they have conducted a topographic field survey to gather necessary surface, subsurface, and utility data for access road and entrance improvements. This has allowed them to complete the site and demolition plans.

4Creeks is also managing utility coordination, including utility research, identifying conflicts, coordinating relocations, and assisting with utility contracts and invoices. They are currently getting a head start by working with Structure cast to coordinate the utility locations for the building. 4Creeks is preparing the project specifications and cost estimates, including special provisions and technical specifications. For the pre-manufactured concession building foundation, they will coordinate with Structure cast to design and verify the foundation and anchorage, preparing related drawings and calculations.

During the bidding phase, 4Creeks will assist by attending pre-bid meetings, providing clarifications, and reviewing bids to recommend awards. Furthermore, they will support the construction phase by attending meetings, responding to RFIs, reviewing submittals, assisting with potential change orders, and preparing as-built drawings.

Additionally, staff has finalized, advertised, and received a proposal in response to Request for Proposals (RFP2024-17) to procure a prefabricated building. The proposal is for a turnkey building, covering design, construction, delivery, and installation by the vendor. The building will be designed to meet all applicable codes, including ADA, Title 24, and requirements for mechanical, electrical, plumbing, fire sprinklers, and more.

Staff is preparing a Request for Bid (RFB) for the demolition of the current building to make way for the new prefabricated structure. Demolition will be coordinated and scheduled prior to the delivery of the new building. The RFB will also include utility connections and/or relocations as needed, and site improvements, including reconstructing the access road.

PROJECT SCHEDULE:

In the most recent update from Structurecast, it has been confirmed that they are capable of meeting the project's Fall delivery schedule. This is a significant development as it addresses previous concerns regarding potential delays. The critical path going forward will involve finalizing the site utility plan, securing a general contractor, and preparing the site for the building delivery/install. This progress indicates project completion by March 1, 2025, in time for; Youth Little League Opening Day. Demolition and preparation of the site will be coordinated and performed prior to the building delivery. Accordingly, the goal is for the site work to start late summer.

SELECTION PROCESS:

The City of Hanford received one (1) proposal in response to the advertised Request for Proposals, RFP 2024-17, for the design and installation of the Youth Athletic Complex prefabricated restroom and concession stand building. The proposal was received on May 16th, 2024, from the following:

Company: Location:

Structure Cast Bakersfeild, CA

The firm was found technically qualified to perform the required work, the proposer demonstrates prior experience in prefabricated construction across various projects. With over 30 years in business, the company has successfully completed projects in hospital, airport, government, and university settings. To ensure a thorough and fair evaluation of the consultant’s proposal, a dedicated proposal review committee was assembled. This committee diligently assessed and scored each proposal, providing comments throughout the process. The primary objective was to select a consultant demonstrating the highest qualification for the required services and a comprehensive understanding of the scope of work. Following the committee's evaluations, staff identified Structure Cast as a qualified candidate based on their strong references, well-structured proposal, and extensive portfolio of prefabricated construction projects.

Structure Cast receives high praise from their provided references in the RFP. Notably, they have been commended for their ability to remain within budget and for their collaborative approach. Given their expertise and positive references, staff recommends selecting Structure Cast as the designated design-builder for the project.

FISCAL IMPACT:

The design and construction of this project will be funded using ARPA Funds. The bid amount from Structure Cast is $585,079, which falls within the allocated budget. Below is a breakdown of costs associated with the design and pre-fab installation portion of this project:

Budget Summary
Project Budget (ARPA funding) $1,232,717

Design:

Design Phase Costs (City Staff Time, permit fees, etc.) (10%)
$7,770
Design Consultant – 4 Creeks $77,700

Design/Pre-fab Installation:

Design Build Consultant – Structure Cast $585,079
Construction Contingency (15%) $88,000
Construction Inspection (1%) $6,000
Construction Management (2.5%) – City Staff Costs $15,000 Material Testing (1%) $6,000

Site Improvements $200,000

Total Estimated Costs $985,549

Remaining Balance $247,168

The project budget summary includes a 15% construction contingency. The bid came under budget, therefore, there are sufficient funds at this time to proceed with the award of the design and installation of the Prefab Building. No additional appropriations are needed at this time.

Staff will revisit the project budget at the time of the site improvement construction contract award.

Currently, the cost estimates are preliminary, as the engineering design is still being refined. The impact of relocating the electrical switchgear and nitrogen feeder is still uncertain. Once utility coordination is complete, staff will better understand the costs and can provide an updated project cost estimate.

PRIOR COUNCIL ACTION:

April 3rd, 2024 - Authorization to Award a Professional Services Contract to 4Creeks Engineering of Visalia, Ca., in the amount of $77,700 for Design Services required for the Youth Athletic Complex (YAC) Restroom/Concession Stand Building Project.

ATTACHMENTS:

1. Proposal YAC Restroom and Concession

May 31, 2024
Proposal #24-104181

…High Performance Precast

CREATING PRECAST SOLUTIONS SINCE 1974 CALIFORNIA LICENSE # 774870 WOMEN OWNED SMALL BUSINESS – WOSB 160389 DIR #1000000308 WOMEN BUSINESS ENTERPRISE – WBE 1600356 CA CERTIFIED SBE #42811

8 2 6 1 M c C u t c h e n R o a d – B a k e r s f i e l d – C a l i f o r n i a 9 3 3 1 1 P 661 - 8 3 3 - 4 4 9 0 – F 6 6 1 - 2 8 0 - 5 6 2 6 – w w w . s t r u c t u r e c a s t . c o m

To: City of Hanford

Subject: City Project No. 2024-17 – Prefabricated Restroom and Concession Stand Building

Qty. Description Price __ 1 Prefabricated Restroom & Concession Building 23’4” X 40’ $541,066 1 Delivery $ 8,250
1 Installation $ 35,763
$585,079

Deduct Standing Seam Metal Roof for Precast Molded Roof $ 10,536

Delivery and erection included, add appropriate sales tax, if required Drawings and submittals in 20 business days, Building procured and manufactured in 30 business days Inclusions and Clarifications: Please review carefully
⎯ Delivery to jobsite included. Unloading and setting with a crane included. ⎯ Submittals, shop drawings, and engineering included based on design loads and geotechnical report provided.

Building design will comply with the specifications provided. Design stamped by a licensed California P.E. ⎯ StructureCast provides foundation design. Foundation by others. ⎯ Building complete with precast walls, roof, and floor. Roof and floor are post-tensioned with the patented Easi- Set System.
⎯ 5,000 psi concrete mix design with Xypex crystalline waterproofing admixture and ASTM A615 grade 60 non- epoxy reinforcement steel.
⎯ All panel connections are welded using stainless steel. Joint caulking inside and out with Sikaflex-1A. ⎯ Exterior walls are lap siding mold and coated with paint or penetrating stain, color to be determined. Roof is precast with standing seam metal finish, color to be determined. ⎯ Interior restroom walls are coved and coated with paint or penetrating stain, color to be determined. ⎯ Floors have drains and are painted with two-part epoxy. ⎯ Interior and exterior have anti-graffiti coating.
⎯ Dusk to dawn LED exterior down lighting. Interior motion activated LED lighting in each room. ⎯ Restrooms are ADA standard.

13.D.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: CONSENT CALENDAR

SUBJECT:

Approval of the Notice of Completion for the Hanford Airport FBO Building Roof Restoration Project, for a final project cost of $56,060.00, and Authorization for the Mayor to execute and the City Clerk to file said Notice with the Kings County Recorder's Office.

RECOMMENDATION:

That the City Council, by motion, approve the Notice of Completion for the Hanford Airport FBO Building Roof Restoration Project for a final project cost of $56,060.00, and authorize the Mayor to execute and the City Clerk to file said Notice with the Kings County Recorder's Office.

BACKGROUND:

On February 20th, 2024, the City held a bid opening for the "Hanford Airport FBO Building Roof Restoration Project." On March 5th, 2024, the City Council awarded the contract to Pacific Polymers, DBA American Foam Experts, of Galt, CA, for $55,400.00. The project included removing the old skylight trims and materials, cleaning the roof, and applying a silicone roof coating. Additionally, the AC unit was raised, and the skylight was replaced with materials provided by the City.

Project construction began on May 21st, 2024. During this period, changes to the scope of work arose that were not contemplated by the initial plans or specifications, necessitating additional work as detailed in the Fiscal Impact below. These changes required prompt direction from the contractor to avoid costly interruptions and were essential for the management and control of the contract. Despite these changes, there was no impact on the contract time. The contractor completed the work on May 24th, 2024, six days ahead of the scheduled completion date of May 30th, 2024.

There were two contract change orders for this project, resulting in a net increase of $3,600.00 to the original contract for a construction total of $56,050.00. All change orders were negotiated to the lowest possible cost, prepared, and captured all additional work outside the original scope of the project. The additional costs resulting from the change in scope were within the project contingencies and were approved by the Public Works Director.

Change Order #1 - $2,550.00: The contractor provided a cost for materials only for six prefabricated skylights, in lieu of the City providing materials to frame out six areas of clear corrugated roof material for skylights per the original contract.

Change Order #2 - $1,050.00: This order involved the removal of an old 3’ x 30’ metal sign board installed directly on the rooftop. This sign board had not been used for some time and its removal was approved by Airport Manager Robert “Bob” Loogman.

FISCAL IMPACT:

The FY 23/24 Capital Improvement Program Budget provides $92,000.00 for construction, including contingencies, for this project. On March 5, 2024, the City Council approved $55,400.00 for the Airport FBO Roof Restoration, and to approve an additional budget in the amount of $8,864.00 for construction contingency and administration.

Below is a breakdown of all the costs associated with this project:

Contract Change Order No.

CCO#1 - Skylights $ 2,550.00
CCO#2 - Roof Sign Removal $ 1,050.00

Total Change Order Cost $ 3,600.00

Total Project Funding
Airport Operations Fund: $ 92,000.00

Total Project Costs
City Staff Pre-Construction Cost: $ 2,294.71 Construction Contract Amount: $ 55,400.00 Change Orders: $ 3,600.00
Building Permit Fees: $ 294.71
Materials Testing: $ - City Surveying: $ -
City Staff, Management & Inspection Cost: $ 4,381.85 Misc. Expenses (Postage/Media/Clerical): $ 565.01

Total Project Cost $ 66,536.28

Project Budget Surplus (Deficit): $ 25,463.72

Remaining funds will be released back to the Airport Operations Fund.

ATTACHMENTS:

1. NOC - Recording Original (Word)

2. NOC - Recording Original (PDF)

RECORDING REQUESTED BY:

CITY OF HANFORD
When recorded return to:

City Clerk
City of Hanford
315 North Douty Street
Hanford, California 93230-3951

G.C. 27361.3 - Fee NIL

NOTICE OF COMPLETION
TO WHOM IT MAY CONCERN:

YOU ARE HEREBY NOTIFIED AS FOLLOWS:

1. The work of Improvement is located: 954 E. Hanford Armona Rd. Hanford, CA 93230

2. The Improvement is particularly described as: Hanford Airport FBO Building Roof Restoration Project

3. The date of completion of the work of Improvement: May 24th, 2024

4. The Owner of the work of Improvement: City of Hanford.

5. The nature of the owner’s interest or estate: Fee Simple Title.

6. The name of the original contractor for the work of Improvement: Pacific Polymers, DBA American Foam Experts, of Galt, CA

7. The surety for the work of Improvement: Western National Mutual Insurance Company

8. All work for this project has been completed.

9. Accepted by minute action of the City Council of the City of Hanford on: June 18, 2024 I certify under penalty of perjury that the foregoing is true and correct.

Dated this 18th day of June 2024

BY: ________________________________________
Travis Paden, Mayor
City of Hanford, County of Kings, State of California
I, the undersigned, say:

I am the person who signed the foregoing notice. I have read the above notice and know its contents, and the facts stated therein are true of my own knowledge.

I declare under penalty of perjury that the foregoing is true and correct.

Executed at Hanford, California, this ______ day of _____________, 2024.

BY: ________________________________________
Travis Paden, Mayor
City of Hanford, County of Kings, State of California
Authority: Section 1181 Civil Code

RECORDING REQUESTED BY:

CITY OF HANFORD

When recorded return to:

City Clerk
City of Hanford
315 North Douty Street
Hanford, California 93230-3951

G.C. 27361.3 - Fee NIL

NOTICE OF COMPLETION

TO WHOM IT MAY CONCERN:

YOU ARE HEREBY NOTIFIED AS FOLLOWS:

1. The work of Improvement is located: 954 E. Hanford Armona Rd. Hanford, CA 93230

2. The Improvement is particularly described as: Hanfo rd Airport FBO Building Roof Restoration Project

3. The date of completion of the work of Improvement: May 24th, 2024

4. The Owner of the work of Improvement: City of Hanfo rd.

5. The nature of the owner’s interest or estate: Fee Simple Title.

6. The name of the original contractor for the work of Improvement: Pacific Polymers, DBA American Foam Experts, of Galt, CA

7. The surety for the work of Improvement: Western Nat ional Mutual Insurance Company

8. All work for this project has been completed.

9. Accepted by minute action of the City Council of th e City of Hanford on: June 18, 2024

I certify under penalty of perjury that the forego ing is true and correct.

Dated this 18th day of June 2024

BY: ________________________________________
Travis Paden, Mayor
City of Hanford, County of Kings, State of Califo rnia

I, the undersigned, say:

I am the person who signed the foregoing notice. I have read the above notice and know its contents, and the facts stated therein are true of my own knowledge.

I declare under penalty of perjury that the foregoi ng is true and correct.

Executed at Hanford, California, this ______ day of _____________, 2024.

BY: ________________________________________
Travis Paden, Mayor
City of Hanford, County of Kings, Sta te of California

Authority: Section 1181 Civil Code

13.E.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: CONSENT CALENDAR

SUBJECT:

Approval of a renewal of the Services Agreement, between City of Hanford and County of Fresno to provide emergency dispatch services for the Hanford Fire Department at an annual cost of $256,320 the first year with annual increases.

RECOMMENDATION: That the Council, by motion , Approve the renewal of a Services Agreement, between City of Hanford and County of Fresno to provide emergency dispatch services for the Hanford Fire Department for FY25-FY27 paid on a monthly basis with a 90-day termination clause.

Background: The purpose of the contract between the city of Hanford Fire Department and the County of Fresno Emergency Medical Services Agency is to continue to provide radio communications and emergency response dispatching services 24/7, 365 days a year for fire and medical emergency responses within the city of Hanford. The County of Fresno provides the employees and portions of the infrastructure to complete this task by contract through American Ambulance of Fresno. These Dispatch employees are trained in Emergency Medical Dispatch (EMD) which allows them to give life-saving pre-arrival instructions to the 9-1-1 caller while emergency crews are en route to the call. This contracted service allows Hanford PD- the Primary Safety Answering Point (PSAP) to take the 9-1-1 call and then transfer the call when a medical emergency or fire- related emergency is reported. This contract is for a period of three years with a defined amount for each year:

July 1, 2024, through June 30, 2025 $256,320
July 1, 2025, through June 30, 2026 $264,009
July 1, 2026, through June 30, 2027 $271,929

The city is invoiced monthly and pays for these services in arrears to allow for flexibility in termination of the contract when warranted. The city retains the right within this contract to terminate said contract with a 90-day notice either with or without cause. The City has been in contract without any material breach or major cause for concern with the county of Fresno for these services for the past three years, from 2021-2023. This proposed contract does not contain any substantive changes other than the increase in dispatching service fees as noted above for FY 23-24. The current contract for services will end June 30th 2024 with the city having paid a total of $208,722 for those services rendered. The change in service fees as stated above to $256,320 for FY 24/25 represents a nearly 23% increase under the proposed contract for year 1 and a 3% year-to-year increase over the entirety of the contract through FY 2027. This equates to a total fiscal impact during the length of the proposed 3-year contract of nearly $792,258 by FY 2027. Staff is currently actively exploring as well

as diligently researching other cost-saving options with other entities in the region or with the City's dispatch personnel. However, infrastructure with radio systems within the region hampers many of the options available and will be researched in an effort to address the rising costs of these contractual services.

FISCAL IMPACT: There is a Fiscal impact, year one, of this contact with an increase of $47,598 for FY 24-25. This increases the first year's contractual rate by nearly 23% for a total of $256,320 for this single year alone. There is also a 3% increase from year-to-year over the 3-year contract length totaling $792,258.

ATTACHMENTS:

1. Hanford Fire Dispatch Agreement Draft (3)

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1 AGREEMENT
This Service Agreement (“Agreement”) is dated ___________________ and is between the City of Hanford, a California Municipal Corporation (“City”), and the County of Fresno, a political subdivision of the State of California (“County”).

Recitals
A. City desires to establish this Agreement with County, and County has the capability and capacity to provide certain dispatching services for fire suppression calls, which may include dispatching of non-transport first responder services from County’s EMS Communications Center
B. It is to the mutual benefit and in the best interest of the Parties to have a combined EMS and City’s Fire Dispatching Service for the purpose of providing improved services to the public.

C. It is a goal of the Parties to maintain consolidated dispatching services in Kings County, and the Parties have determined that there is a need to provide EMS dispatching services and City Fire Dispatching Services through a centralized and combined effort by County’s EMS Communications Center and City Fire.

D. County’s EMS Communications Center is staffed and operated by K.W.P.H. Enterprises, doing business as American Ambulance, a California Corporation (“Provider”) through that certain Emergency Medical Services and Provider Agreement for Emergency Ambulance Services, dated May 16, 2017 (County Agreement No. 17-218), by and between County and Provider, including all amendments thereto (the “EMS Provider Agreement”).

The parties therefore agree as follows:

Article 1
City’s Responsibilities

1.1 The City shall perform all of the services provided in Exhibit A to this Agreement, titled “City’s Responsibilities.”

1.2Representation. The City represents that it is qualified, ready, willing, and able to perform all of the services provided in this Agreement.

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2 1.3Compliance with Laws. The City shall, at its own cost, comply with all applicable federal, state, and local laws and regulations in the performance of its obligations under this Agreement, including but not limited to workers compensation, labor, and confidentiality laws and regulations.

Article 2
County’s Services

2.1 The County shall perform all of the services provided in Exhibit B to this Agreement titled “County’s Services.”

2.2Representation. The County represents that it is qualified, ready, willing, and able to perform all of the services provided in this Agreement.

Article 3
Compensation, Invoices, and Payments

3.1 For County’s performance of Fire Dispatching Services herein, City agrees to pay, and the County agrees to receive, compensation for the performance of its services under this Agreement according to Exhibit C to this Agreement, titled “Compensation.”

3.2Maximum Compensation. The maximum compensation payable to County under the performance of this Agreement is as follows:

For the period of July 1, 2024 through June 30, 2025, the amount of this Agreement shall not exceed Two Hundred Fifty-Six Thousand Three Hundred Twenty and 00/100 Dollars ($256,320.00).

For the period of July 1, 2025 through June 30, 2026, the amount of this Agreement shall not exceed Two Hundred Sixty-Four Thousand Nine and 00/100 Dollars ($264,009.00).

For the period of July 1, 2026 through June 30, 2027, the amount of this Agreement shall not exceed Two Hundred Seventy-One Thousand Nine Hundred Tweny-Nine and 00/10 Dollars ($271,929.00).

3.3Invoices. County shall invoice City monthly, addressed to the City of Hanford Fire Department, 350 W Grangeville Blvd, Hanford, California, 93230, Attention: Fire Chief

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3 3.4Payment. Payments by City shall be in arrears, for services provided during the preceding month, within forty-five (45) days after receipt and verification of County’s invoices by City Fire. All payments shall be remitted to County at the following address: County of Fresno, Department of Public Health – Emergency Medical Services Division, P.O. Box 11867, Fresno, California, 93775.

3.5Incidental Expenses. The City is solely responsible for all of its costs and expenses that are not specified as payable by the County under this Agreement.

Article 4
Term of Agreement

4.1Term. This Agreement is effective on July 1, 2024 and terminates on June 30, 2027, except as provided in Article 6, “Termination and Suspension,” below.

4.2Data Upon Termination. When this Agreement terminates, County shall promptly provide City with the data generated through the Fire Dispatching Services provided herein in a commonly usable electronic format.

Article 5
Notices

5.1Contact Information. The persons and their addresses having authority to give and receive notices provided for or permitted under this Agreement include the following:

For the County:

Director, Department of Public Health
County of Fresno
P.O. Box 11867
Fresno, CA 93775
[email protected]
Fax: (559) 600-7691
For the City:

City of Hanford
Attn: Fire Chief
350 W Grangeville Blvd
Hanford, CA 93230

5.2Change of Contact Information. Either party may change the information in section

5.1 by giving notice as provided in section 5.3.

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4 5.3Method of Delivery. Each notice between the County and the City provided for or permitted under this Agreement must be in writing, state that it is a notice provided under this Agreement, and be delivered either by personal service, by first-class United States mail, by an overnight commercial courier service, by telephonic facsimile transmission, or by Portable Document Format (PDF) document attached to an email.
(A) A notice delivered by personal service is effective upon service to the recipient. (B) A notice delivered by first-class United States mail is effective three County business days after deposit in the United States mail, postage prepaid, addressed to the recipient.
(C) A notice delivered by an overnight commercial courier service is effective one County business day after deposit with the overnight commercial courier service, delivery fees prepaid, with delivery instructions given for next day delivery, addressed to the recipient.
(D) A notice delivered by telephonic facsimile transmission or by PDF document attached to an email is effective when transmission to the recipient is completed (but, if such transmission is completed outside of County business hours, then such delivery is deemed to be effective at the next beginning of a County business day), provided that the sender maintains a machine record of the completed transmission.

5.4Claims Presentation. For all claims arising from or related to this Agreement, nothing in this Agreement establishes, waives, or modifies any claims presentation requirements or procedures provided by law, including the Government Claims Act (Division 3.6 of Title 1 of the Government Code, beginning with section 810).

Article 6
Termination and Suspension

6.1Termination for Non-Allocation of Funds. The terms of this Agreement are contingent on the approval of funds by the appropriating government agency. If sufficient funds are not allocated, then either party may:
(A) Modify the services provided under this Agreement; or

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5 (B) Terminate this Agreement by the non-appropriating governmental agency giving the other party at least ninety (90) days advance written notice of an intention to terminate.

6.2Termination for Breach.
(A) Upon determining that a breach (as defined in paragraph (C) below) has occurred, the County may give written notice of the breach to the City. The written notice may suspend performance under this Agreement, and must provide at least 30 days for the City to cure the breach.
(B) If the City fails to cure the breach to the County’s satisfaction within the time stated in the written notice, the County may terminate this Agreement immediately. (C) For purposes of this section, a breach occurs when, in the determination of the County, the City has:
(1) Obtained or used funds illegally or improperly;
(2) Failed to comply with any part of this Agreement;
(3) Submitted a substantially incorrect or incomplete report to the County; or (4) Improperly performed any of its obligations under this Agreement.

6.3Termination without Cause. Under circumstances other than those set forth above, this Agreement may be terminated by City or County upon giving the other party at least ninety (90) days advance written notice of an intention to terminate.

6.4No Penalty or Further Obligation. Any termination of this Agreement by the County under this Article 6 is without penalty to or further obligation of the County.

6.5County’s Rights upon Termination. City shall compensate or provide funding to County for Fire Dispatching Services performed prior to termination of this Agreement. This section survives the termination of this Agreement.

Article 7
Independent Contractor

7.1Status. In performing under this Agreement, the County, including its officers, agents, employees, and volunteers, is at all times acting and performing as an independent

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6 contractor, in an independent capacity, and not as an officer, agent, servant, employee, joint venturer, partner, or associate of the City.

7.2Verifying Performance. The City has no right to control, supervise, or direct the manner or method of the County’s performance under this Agreement, but the City may verify that the County is performing according to the terms of this Agreement.

7.3Benefits. Because of its status as an independent contractor, the County has no right to employment rights or benefits available to City employees. The County is solely responsible for providing to its own employees all employee benefits required by law. The County shall save the City harmless from all matters relating to the payment of County’s employees, including compliance with Social Security withholding and all related regulations.

7.4Services to Others. The parties acknowledge that, during the term of this Agreement, the County may provide services to others unrelated to the City.

Article 8
Indemnity and Defense

8.1Indemnity by City. The City shall indemnify and hold harmless and defend the County (including its officers, agents, employees, and volunteers) against all claims, demands, injuries, damages, costs, expenses (including attorney fees and costs), fines, penalties, and liabilities of any kind to the County, the City, or any third party that arise from or relate to the performance or failure to perform by the City (or any of its officers, agents, subcontractors, or employees) under this Agreement. The County may conduct or participate in its own defense without affecting the City’s obligation to indemnify and hold harmless or defend the County.

8.2Indemnity by County. The County shall indemnify and hold harmless and defend the City (including its officers, agents, employees, and volunteers) against all claims, demands, injuries, damages, costs, expenses (including attorney fees and costs), fines, penalties, and liabilities of any kind to the City, the County, or any third party that arise from or relate to the performance or failure to perform by the County (or any of its officers, agents, subcontractors, employees, or Provider) under this Agreement. The City may conduct or participate in its own

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7 defense without affecting the County’s obligation to indemnify and hold harmless or defend the City.

8.3Concurrent Negligence. In the event of concurrent negligence on the part of County or any of its officers, agents or employees, or Provider, and of City or any of its officers, agents, or employees, the liability for any and all such claims, demands and actions in law or equity for such costs and expenses (including attorneys’ fees and costs), damages, and losses shall be apportioned under the State of California’s theory of comparative negligence as presently established or as may be modified hereafter.

8.4Survival. This Article 8 survives the termination of this Agreement.

Article 9
Insurance

9.1 The Parties shall comply with all the insurance requirements in Exhibit D to this Agreement.

Article 10
Inspections, Audits, and Public Records

10.1Inspection of Documents. During the term of this Agreement and for a period of three (3) years after final payment under this Agreement, each party shall at any time during business hours, and as often as the other party may deem necessary, make available to the other party for examination all of the party’s records and data with respect to the matters covered by this Agreement. During the same period of time, each party shall also, upon request by the other party, permit the other party to audit and inspect all such records and data necessary to ensure the party’s compliance with the terms of this Agreement.

10.2State Audit Requirements. If the compensation under this Agreement exceeds $10,000, the County is subject to the examination and audit of the California State Auditor, as provided in Government Code section 8546.7, for a period of three years after final payment under this Agreement.

10.3Public Records. The County is not limited in any manner with respect to its public disclosure of this Agreement or any record or data that the City may provide to the County. The

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8 County’s public disclosure of this Agreement or any record or data that the City may provide to the County may include but is not limited to the following:
(A) The County may voluntarily, or upon request by any member of the public or governmental agency, disclose this Agreement to the public or such governmental agency.
(B) The County may voluntarily, or upon request by any member of the public or governmental agency, disclose to the public or such governmental agency any record or data that the City may provide to the County, unless such disclosure is prohibited by court order.
(C) This Agreement, and any record or data that the City may provide to the County, is subject to public disclosure under the Ralph M. Brown Act (California Government Code, Title 5, Division 2, Part 1, Chapter 9, beginning with section 54950). (D) This Agreement, and any record or data that the City may provide to the County, is subject to public disclosure as a public record under the California Public Records Act (California Government Code, Title 1, Division 7, Chapter 3.5, beginning with section 6250) (“CPRA”).
(E) This Agreement, and any record or data that the City may provide to the County, is subject to public disclosure as information concerning the conduct of the people’s business of the State of California under California Constitution, Article 1, section 3, subdivision (b).
(F) Any marking of confidentiality or restricted access upon or otherwise made with respect to any record or data that the City may provide to the County shall be disregarded and have no effect on the County’s right or duty to disclose to the public or governmental agency any such record or data.

10.4Public Records Act Requests. If the County receives a written or oral request under the CPRA to publicly disclose any record that is in the City’s possession or control, and which the County has a right, under any provision of this Agreement or applicable law, to possess or control, then the County may demand, in writing, that the City deliver to the County,

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9 for purposes of public disclosure, the requested records that may be in the possession or control of the City. Within five business days after the County’s demand, the City shall (a) deliver to the County all of the requested records that are in the City’s possession or control, together with a written statement that the City, after conducting a diligent search, has produced all requested records that are in the City’s possession or control, or (b) provide to the County a written statement that the City, after conducting a diligent search, does not possess or control any of the requested records. The City shall cooperate with the County with respect to any County demand for such records. If the City wishes to assert that any specific record or data is exempt from disclosure under the CPRA or other applicable law, it must deliver the record or data to the County and assert the exemption by citation to specific legal authority within the written statement that it provides to the County under this section. The City’s assertion of any exemption from disclosure is not binding on the County, but the County will give at least 10 days’ advance written notice to the City before disclosing any record subject to the City’s assertion of exemption from disclosure. The City shall indemnify the County for any court- ordered award of costs or attorney’s fees under the CPRA that results from the City’s delay, claim of exemption, failure to produce any such records, or failure to cooperate with the County with respect to any County demand for any such records.

10.5Retention. Each party shall maintain its records in connection with the respective services referred to under this Agreement. Such records must be maintained for a minimum of three (3) years. Records must also be maintained a minimum of three (3) years after the termination of this Agreement. The party generating the records shall maintain ownership of the records upon termination of this Agreement.

10.6 This Article 10 shall survive the expiration or termination of this Agreement.

Article 11
General Terms

11.1Modification. Except as provided in Article 6, “Termination and Suspension,” this Agreement may not be modified, and no waiver is effective, except by written agreement signed

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10 by both parties. The City acknowledges that County employees have no authority to modify this Agreement except as expressly provided in this Agreement.

11.2Non-Assignment. Neither party may assign its rights or delegate its obligations under this Agreement without the prior written consent of the other party.

11.3Governing Law. The laws of the State of California govern all matters arising from or related to this Agreement.

11.4Jurisdiction and Venue. This Agreement is signed and performed in Fresno County, California. City consents to California jurisdiction for actions arising from or related to this Agreement, and, subject to the Government Claims Act, all such actions must be brought and maintained in Fresno County.

11.5Construction. The final form of this Agreement is the result of the parties’ combined efforts. If anything in this Agreement is found by a court of competent jurisdiction to be ambiguous, that ambiguity shall not be resolved by construing the terms of this Agreement against either party.

11.6Days. Unless otherwise specified, “days” means calendar days.

11.7Headings. The headings and section titles in this Agreement are for convenience only and are not part of this Agreement.

11.8Severability. If anything in this Agreement is found by a court of competent jurisdiction to be unlawful or otherwise unenforceable, the balance of this Agreement remains in effect, and the parties shall make best efforts to replace the unlawful or unenforceable part of this Agreement with lawful and enforceable terms intended to accomplish the parties’ original intent.

11.9Nondiscrimination. During the performance of this Agreement, the City shall not unlawfully discriminate against any employee or applicant for employment, or recipient of services, because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, military status or veteran status pursuant to all applicable State of California and federal statutes and regulation.

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11 11.10No Waiver. Payment, waiver, or discharge by the County of any liability or obligation of the City under this Agreement on any one or more occasions is not a waiver of performance of any continuing or other obligation of the City and does not prohibit enforcement by the County of any obligation on any other occasion.

11.11Entire Agreement. This Agreement, including its exhibits, is the entire agreement between the City and the County with respect to the subject matter of this Agreement, and it supersedes all previous negotiations, proposals, commitments, writings, advertisements, publications, and understandings of any nature unless those things are expressly included in this Agreement. If there is any inconsistency between the terms of this Agreement without its exhibits and the terms of the exhibits, then the inconsistency will be resolved by giving precedence first to the terms of this Agreement without its exhibits, and then to the terms of the exhibits.

11.12No Third-Party Beneficiaries. This Agreement does not and is not intended to create any rights or obligations for any person or entity except for the parties.

11.13Authorized Signature. The City represents and warrants to the County that:
(A) The City is duly authorized and empowered to sign and perform its obligations under this Agreement.
(B) The individual signing this Agreement on behalf of the City is duly authorized to do so and his or her signature on this Agreement legally binds the City to the terms of this Agreement.

11.14Electronic Signatures. The parties agree that this Agreement may be executed by electronic signature as provided in this section.
(A) An “electronic signature” means any symbol or process intended by an individual signing this Agreement to represent their signature, including but not limited to (1) a digital signature; (2) a faxed version of an original handwritten signature; or (3) an electronically scanned and transmitted (for example by PDF document) version of an original handwritten signature.

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12 (B) Each electronic signature affixed or attached to this Agreement (1) is deemed equivalent to a valid original handwritten signature of the person signing this Agreement for all purposes, including but not limited to evidentiary proof in any administrative or judicial proceeding, and (2) has the same force and effect as the valid original handwritten signature of that person.
(C) The provisions of this section satisfy the requirements of Civil Code section 1633.5, subdivision (b), in the Uniform Electronic Transaction Act (Civil Code, Division 3, Part 2, Title 2.5, beginning with section 1633.1).
(D) Each party using a digital signature represents that it has undertaken and satisfied the requirements of Government Code section 16.5, subdivision (a), paragraphs (1) through (5), and agrees that each other party may rely upon that representation.
(E) This Agreement is not conditioned upon the parties conducting the transactions under it by electronic means and either party may sign this Agreement with an original handwritten signature.

11.15Counterparts. This Agreement may be signed in counterparts, each of which is an original, and all of which together constitute this Agreement.

Article 12
Miscellaneous Provisions

12.1Provider. The parties hereto acknowledge that Provider, or its replacement, if any during the term of the EMS Provider Agreement, will carry out County’s provision of Fire Dispatching Services herein. In the event of any such replacement of Provider, the replacement EMS Provider Agreement will be on substantially the same terms as the EMS Provider Agreement to the extent that it concerns this Agreement, as provided herein.

12.2Force Majeure.

A. If either party hereto is rendered unable, wholly or in part, by Force Majeure to carry out its obligations under this Agreement, that party shall give to the other party hereto prompt written notice of the Force Majeure with full particulars relating thereto. Thereupon, the

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13 obligations of the party giving the notice, so far as they are affected by the Force Majeure, shall be suspended during, but no longer than, the continuance of the Force Majeure, except for a reasonable time thereafter required to resume performance.

B. During any period in which either party hereto is excused from performance by reason of the occurrence of an event of Force Majeure, the party so excused shall promptly, diligently, and in good faith take all reasonable action required in order for it to be able to promptly commence or resume performance of its obligations under this Agreement. Without limiting the generality of the foregoing, the party so excused from performance shall, during any such period of Force Majeure, take all reasonable action necessary to terminate any temporary restraining order or preliminary or permanent injunctions to enable it to so commence or resume performance of its obligations under this Agreement.

C. The party whose performance is excused due to the occurrence of an event of Force Majeure shall, during such period, keep the other party hereto notified of all such actions required in order for it to be able to commence or resume performance of its obligations under this Agreement.

D. “Force Majeure” is defined as an Act of God, act of public enemy, war, and other extraordinary causes not reasonably within the control of either of the parties hereto.
[SIGNATURE PAGE FOLLOWS]

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14 The parties are signing this Agreement on the date stated in the introductory clause.

CITY OF HANFORD
Travis Paden, Mayor
Mario Cifuentez, City Manager
Attn: Fire Chief
350 W Grangeville Blvd
Hanford, CA 93230

COUNTY OF FRESNO
_________________________________
Nathan Magsig, Chairman of the Board of
Supervisors of the County of Fresno
Date
Attest:

Bernice E. Seidel
Clerk of the Board of Supervisors
County of Fresno, State of California
By:

Deputy
For accounting use only:

Org No.: 56201693
Account No.: 5039
Fund No.: 0001
Subclass No.: 10000

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Exhibit A
A-1
City’s Responsibilities
City shall perform the following functions:
(1) Provide all fire suppression services for all fire suppression calls dispatched by County’s EMS Communications Center requiring City Fire apparatuses. During specific City events (i.e., Fourth of July, times of local disaster, or a large-scale emergency), City may assign a Command Officer to serve as a Temporary Dispatch Liaison to direct the assignment of City Fire resources, at which time deviation from routine dispatch procedures outlined herein will be granted.
(2) Allow City Radio frequencies to be used by County for the purpose of City Fire Dispatching Services.
(3) Consult with County’s Representative in developing and adopting City Fire’s Policies and Procedures relating to dispatch only. City must provide its City Fire’s Policies and Procedures to County’s Representative for review and acceptance that such policies and procedures are substantially consistent with the County’s EMS Communication Center’s Policies and Procedures, and do not create additional workload for staff or impact other programs in the County’s EMS Communications Center.
(4) Provide continuing education and training to County’s EMS Communications Center radio operators and staff regarding the dispatching and management of City Fire resources.
(5) Immediately transfer all calls to City for City Fire calls for service to County’s EMS Communications Center.
(6) Participate in an internal quality improvement program, which includes the participation of County and PROVIDER.
(7) Provide operation and maintenance of all radio and computer equipment in City Fire apparatuses and fire stations.
(8) Be responsible for all costs associated with maintaining telecommunication lines and equipment between City and EMS Communications Center.

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Exhibit B
B-1
County’s Services
County shall be responsible for and provide each of the following:
(1) Provide to City dispatching services for fire suppression calls requesting or otherwise requiring response by City Fire apparatuses, which may include dispatching of non- transport first responder services, (collectively, the “City Fire Dispatching Services”). County shall provide City Fire Dispatching Services in accordance with the terms and subject to the conditions set out in this Agreement and using personnel of required skill, experience and qualifications.
(2) Select, configure, install, and maintain all dispatching equipment, hardware, software (including software licenses), and other technologies, except for radio infrastructure purchased by City, which will be utilized for triage and entry of information for City Fire Dispatching Services in County’s EMS Communications Center computer-aided dispatch (“CAD”) system. All dispatching equipment, hardware, software (including software licenses), and other technologies purchased and/or obtained under this Agreement shall be the sole property of County. The Parties hereby acknowledge that County’s provision of City Fire Dispatching Services does not include any County provision of fire suppression services, and that County is providing City Fire Dispatching Services to City on a non-exclusive basis. (3) Provide all City Fire Dispatching Services through County’s EMS Communication Center through City Fire’s radios and electronic communications in accordance with City Fire’s Policies and Procedures related to dispatch only (“City Fire’s Policies and Procedures”) and as reviewed and accepted by County’s EMS Director or designee (the “County’s Representative”), as further provided in Paragraph (2) of Exhibit A herein. (4) Provide approved pre-arrival instructions to callers requesting City Fire Dispatch Services.
(5) Provide inter-agency coordination regarding requests for fire suppression service, mutual aid and auto aid services, and order specialized fire equipment from City or other agencies (e.g., hazardous materials equipment, or rescue) which may be needed to

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Exhibit B
B-2
manage an incident, and perform other related duties, all in accordance with City Fire’s Policies and Procedures.
(6) Track all activity of City Fire’s apparatuses utilizing the County’s EMS Communications Center CAD system.
(7) Develop and maintain processes which assist in dispatching signatories to City automatic aid agreements to include those agencies outside the County’s EMS Communications Center. Such processes include Automatic Vehicle Location (“AVL”), unit status and some form of CAD to CAD process where call information is automatically shared between agencies regardless of dispatch center location. In the event an automatic aid agency outside County’s EMS Communications Center is unable to provide unit AVL and unit status, the Parties agree to meet and confer on how to implement and determine cost sharing to receive this information.
(8) Provide notification to chief officers and duty officers as needed for applicable emergency incidents using phone, email, text or other contemporary method of messaging according to City Fire’s Policies and Procedures. (9) Provide CAD software which is capable of tracking City’s closest fire unit, real-time call data/updates, GIS, radio channel, incident location, and resources. (10) Provide the ability to send response-time data or additional required CAD data to the fire reporting software known as Fire Records Management System (“Fire RMS”).

The Fire RMS data shall include date and time call received in the secondary Public Safety Answering Point (“PSAP”) (i.e., EMS Communications phone pickup), unit alert, unit enroute, unit arrival and unit available, for all units assigned to the call. In addition, it shall send incident location, grid and call nature.
(11) Record all telephone and radio transmissions and provide instant playback as needed. County shall retain recordings for a minimum of four (4) years from the date of recording.

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Exhibit B
B-3
(12) Provide any and all reports at the request of City; provided, however, County must be given reasonable time to develop custom ad hoc reports or reports that are not already developed.
(13) Provide a radio operator to dispatch City Fire’s apparatuses twenty-four (24) hours a day, seven (7) days a week, meeting the one hundred and twenty (120) second total Alarm Handling (TAH) as outlined below. All radio operators and call-takers must be certified by the National Academy of Emergency Dispatch at the Emergency Fire Dispatcher level, or substitute training with prior approval of City. County shall provide a radio operator, who is able to dispatch City Fire’s apparatuses twenty-four (24) hours a day, seven (7) days a week.

Under this Agreement, City shall compensate County for a dedicated radio operator to City’s radio channel twelve (12) consecutive hours each day. The intent of the County is to combine dispatch services of City Fire with dispatch services of another fire department that also has a 12-hour dedicated radio operator to create a dedicated 24-hour radio operator that is committed to both departments. In the event that City or the other department no longer desires this arrangement, City will revert to a dedicated 12-hour radio operator, which City shall determine the specific start and end times. The remaining 12 hours will be combined with other departments on a non-dedicated basis.
(14) Provide a minimum of one (1) dispatch supervisor who shall be on duty at County’s EMS Communications Center twenty-four (24) hours a day, seven (7) days a week and available to City’s on-duty fire administration as needed. (15) Maintain an up-to-date manual of City Fire’s Policies and Procedures (subject to review by County’s Representative, as provided in Paragraph (3) of Exhibit A herein) for all dispatch staff, and provide training and continuing education of dispatch staff as needed. (16) It is the intent of both parties to achieve the recommendations outlined in the National Fire Protection Association (“NFPA”) Standard 1221 for the immediate dispatch of a fire apparatus. The Total Alarm Handling (TAH) time will be measured from the time the telephone is answered by the call taker at EMS Communications Center to the time that the first fire apparatus is alerted to the incident either by radio, telephone, station alerting device or any

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Exhibit B
B-4
other mutually agreed upon method of alerting. The TAH times shall be one hundred and twenty (120) seconds or less in a minimum of ninety percent (90%) of incidents. The TAH time measurement will exclude reassigned responses and other situations beyond the County’s EMS Communications Center control. County shall review all cases in which dispatches are over one hundred and twenty (120) seconds, and results will be evaluated for improvement opportunities by the Fire Dispatch Continuous Quality Improvement (“CQI”) Committee. The Parties agree to meet and confer to refine the list of situations stated hereinabove where one hundred and twenty (120) second call processing may not be achievable. Modifications may be made to said list of situations upon written mutual agreement between County’s EMS Director or designee, and City’s Fire Chief or designee.
(17) Provide monthly reports on City key performance measures and other areas as agreed upon by the Parties.
(18) Provide necessary support staff to respond within ten (10) days of a City request for changes in CAD system, including GIS updates, response criteria, update of street layers, CAD/mobile software updates, protocols and CAD/RMS interface(s). (19) Develop a formal quality improvement process that identifies problems by the field, formalizes a tracking mechanism, provides feedback to the sender, determines solutions, establishes timelines for correction, shares the information with all dispatch personnel and formalizes a CQI review of dispatcher performance.

Exhibit C
D-1
Compensation
The County will be compensated for performance of its services under this Agreement as provided in this Exhibit C. The County is not entitled to any compensation except as expressly provided in this Exhibit C.

County will be compensated according to the following schedule:

Payment Month Payment
Amount
1 Jul 2024 $21,360
2 Aug 2024 $21,360
3 Sep 2024 $21,360
4 Oct 2024 $21,360
5 Nov 2024 $21,360
6 Dec 2024 $21,360
7 Jan 2025 $21,360
8 Feb 2025 $21,360
9 Mar 2025 $21,360
10 Apr 2025 $21,360
11 May 2025 $21,360
12 Jun 2025 $21,360
13 Jul 2025 $22,001
14 Aug 2025 $22,001
15 Sep 2025 $22,001
16 Oct 2025 $22,001
17 Nov 2025 $22,001
18 Dec 2025 $22,001
19 Jan 2026 $22,001
20 Feb 2026 $22,001
21 Mar 2026 $22,001
22 Apr 2026 $22,001
23 May 2026 $22,001
24 Jun 2026 $22,001
25 Jul 2026 $22,661
26 Aug 2026 $22,661
27 Sep 2026 $22,661
28 Oct 2026 $22,661
29 Nov 2026 $22,661
30 Dec 2026 $22,661
31 Jan 2027 $22,661
32 Feb 2027 $22,661
33 Mar 2027 $22,661
34 Apr 2027 $22,661
35 May 2027 $22,661
36 Jun 2027 $22,661

Exhibit D
D-1
Insurance Requirements

1. Required Policies
Without limiting the indemnification of each party as stated in Article 8 above, it is understood and agree that City and County shall maintain, at their sole expense, the following insurance policies or self-insurance programs including, but not limited to, an insurance pooling arrangement and/or Joint Powers Agreement to fund their respective liabilities through the term of this Agreement:
(A)Commercial General Liability. Commercial general liability insurance with limits of not less than Two Million Dollars ($2,000,000) per occurrence and an annual aggregate of Four Million Dollars ($4,000,000). This policy must be issued on a per occurrence basis.

Coverage must include products, completed operations, property damage, bodily injury, personal injury, and advertising injury. Each party shall obtain an endorsement to this policy naming the other party, its officers, agents, employees, and volunteers, individually and collectively, as additional insureds, but only insofar as the operations under this Agreement are concerned. Such coverage for additional insureds will apply as primary insurance and any other insurance, or self-insurance, maintained by each party is excess only and not contributing with insurance provided under the other party’s policy.
(B)Automobile Liability. Automobile liability insurance with limits of not less than One Million Dollars ($1,000,000) per occurrence for bodily injury and for property damages.

Coverage must include any auto used in connection with this Agreement. (C)Workers Compensation. Workers compensation insurance as required by the laws of the State of California with statutory limits.

2. Additional Requirements
(A)Verification of Coverage for City. Within 30 days after the City signs this Agreement, and at any time during the term of this Agreement as requested by the County’s Risk Manager or the County Administrative Office, the City shall deliver, or cause its broker or producer to deliver, to the County Risk Manager, at 2220 Tulare Street, 16th Floor, Fresno, California 93721, or [email protected], and by mail or email to the person identified to receive notices under this Agreement, certificates of insurance and endorsements for all of the coverages required under this Agreement. (i) Each insurance certificate must state that: (1) the insurance coverage has been obtained and is in full force; (2) the County, its officers, agents, employees, and volunteers are not responsible for any premiums on the policy; and (3) the City has waived its right to recover from the County, its officers, agents, employees, and volunteers any amounts paid under any insurance policy required by this Agreement and that waiver does not invalidate the insurance policy. (ii) The commercial general liability insurance certificate must also state, and include an endorsement, that the County of Fresno, its officers, agents, employees, and volunteers, individually and collectively, are additional insureds insofar as the operations under this Agreement are concerned. The commercial general liability

Exhibit D
D-2
insurance certificate must also state that the coverage shall apply as primary insurance and any other insurance, or self-insurance, maintained by the County shall be excess only and not contributing with insurance provided under the City’s policy.
(iii) The automobile liability insurance certificate must state that the policy covers any auto used in connection with this Agreement.
(B)Verification of Coverage for County. Within 30 days after the County signs this Agreement, and at any time during the term of this Agreement as requested by the City, the County shall deliver, or cause its broker or producer to deliver, to the City, certificates of insurance and endorsements for all of the coverages required under this Agreement.
(i) Each insurance certificate must state that: (1) the insurance coverage has been obtained and is in full force; (2) the City, its officers, agents, employees, and volunteers are not responsible for any premiums on the policy; and (3) the County has waived its right to recover from the City, its officers, agents, employees, and volunteers any amounts paid under any insurance policy required by this Agreement and that waiver does not invalidate the insurance policy.
(ii) The commercial general liability insurance certificate must also state, and include an endorsement, that the City of Hanford, its officers, agents, employees, and volunteers, individually and collectively, are additional insureds insofar as the operations under this Agreement are concerned. The commercial general liability insurance certificate must also state that the coverage shall apply as primary insurance and any other insurance, or self-insurance, maintained by the City shall be excess only and not contributing with insurance provided under the County’s policy.
(iii) The automobile liability insurance certificate must state that the policy covers any auto used in connection with this Agreement.
(C)Acceptability of Insurers. All insurance policies required under this Agreement must be issued by admitted insurers licensed to do business in the State of California and possessing at all times during the term of this Agreement an A.M. Best, Inc. rating of no less than A: VII.
(D)Notice of Cancellation or Change. For each insurance policy required under this Agreement, each party shall provide to the other party, or ensure that the policy requires the insurer to provide to the other party, written notice of any cancellation or change in the policy as required in this paragraph, not less than 30 days in advance of cancellation or change.
(E)County’s Entitlement to Greater Coverage. If the City has or obtains insurance with broader coverage, higher limits, or both, than what is required under this Agreement, then the County requires and is entitled to the broader coverage, higher limits, or both.

To that end, the City shall deliver, or cause its broker or producer to deliver, to the County’s Risk Manager certificates of insurance and endorsements for all of the

Exhibit D
D-3
coverages that have such broader coverage, higher limits, or both, as required under this Agreement.
(F)Waiver of Subrogation for City. The City waives any right to recover from the County, its officers, agents, employees, and volunteers any amounts paid under the policy of worker’s compensation insurance required by this Agreement. The City is solely responsible to obtain any policy endorsement that may be necessary to accomplish that waiver, but the City’s waiver of subrogation under this paragraph is effective whether or not the city obtains such an endorsement.
(G)Waiver of Subrogation for County. The County waives any right to recover from the City, its officers, agents, employees, and volunteers any amounts paid under the policy of worker’s compensation insurance required by this Agreement. The County is solely responsible to obtain any policy endorsement that may be necessary to accomplish that waiver, but the County’s waiver of subrogation under this paragraph is effective whether or not the County obtains such an endorsement.
(H)County’s Remedy for City’s Failure to Maintain. If the City fails to keep in effect at all times any insurance coverage required under this Agreement, the County may, in addition to any other remedies it may have, suspend or terminate this Agreement upon the occurrence of that failure, or purchase such insurance coverage, and charge the cost of that coverage to the City.
(I)City’s Remedy for County’s Failure to Maintain. If the County fails to keep in effect at all times any insurance coverage required under this Agreement, the City may, in addition to any other remedies it may have, suspend or terminate this Agreement upon the occurrence of that failure, or purchase such insurance coverage, and charge the cost of that coverage to the County.
(J)Subcontractors. The City shall require and verify that all subcontractors used by the County to provide services under this Agreement maintain insurance meeting all insurance requirements provided in this Agreement.

13.F.

AGENDA

STAFF REPORT

MEETING DATE: 6/18/2024 AGENDA SECTION: CONSENT CALENDAR

SUBJECT:

Adoption of Resolution No. 24-19-R, formally adopting the Kings County Local Hazard Mitigation Plan (LHMP).

RECOMMENDATION: That the City Council, by motion, adopt Resolution No. 24-19-R, formally adopting the Kings County Local Hazard Mitigation Plan.

BACKGROUND: The purpose of the hazard mitigation plan is to reduce or eliminate long-term risk to human life, property, and infrastructure by minimizing the impact of disasters. The City of Hanford, as a city within the County of Kings, alongside the involved jurisdictional cities of Avenal, Corcoran, and Lemoore has developed this multi-jurisdictional hazard mitigation plan to reduce future losses to the City /County and its communities resulting from any natural or human-induced disaster. The plan meets the requirements of the Disaster Mitigation Act (DMA) of 2000 (Public Law 106-390) and achieves eligibility for the Federal Emergency Management Agency (FEMA) Grant Program.

The Kings County Operational Area used the Hazard Mitigation Grant Program (HMGP) DR-4283 grant funds in 2022 to hire WSP USA Environment and Infrastructure Inc. formerly known as Wood Environment and Infrastructure Solutions, Inc. to update the previous federally required countywide Multi-Jurisdictional Hazard Mitigation Plan (MJHMP)(last adopted in 2012 and expired in 2017). The Disaster Mitigation Act (DMA) of 2000 (Public Law 106-390) requires all local governments to address risks and measures that can be taken in advance to reduce future losses from natural or human- induced related disasters.

The planning process followed a methodology set by the Federal Emergency Management Agency (FEMA), which began with the formation of a Hazard Mitigation Planning Committee (HMPC) comprised of key stakeholders from Kings County and participating jurisdictions. The HMPC conducted a risk assessment to examine the recorded history of losses resulting from natural or disasters caused by humans, assess the probability and magnitude of future hazardous events, and analyze the county’s assets at risk of hazard. The assessment included a review of natural disasters caused by humans/events. The risk assessment indicated that drought, dense fog, extreme temperatures, and agricultural pests and disease (among others) are the hazards most likely to significantly affect people and property in the county. Based upon the risk assessment, the HMPC identified goals and objectives for reducing the risk of hazards. To meet identified goals and objectives, the plan recommends mitigation actions to be completed prior to the next MJHMP update.

The HMPC also developed an implementation plan for each action, which identifies priority level, activity description and responsible agency.

This plan has tentatively been approved by the Governor’s Office of Emergency Services (CalOES) and FEMA, pending approval and adoption by each jurisdiction participating in the process. As a requirement of the LHMP, each jurisdiction, as a signatory city would need to adopt the entire plan as a whole to ensure that each community identified is compliant with the requirements of a cohesive planning document.

FISCAL IMPACT: Having an approved LHMP will allow the agencies within Kings County to apply for FEMA grant funds which have the potential to reduce the impact on the burden of natural disasters.

ATTACHMENTS:

1. Annex C City of Hanford

2. Kings County MJHMP Final Draft

3. RESOLUTION 24-19-R

2023 Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford
2023 Update Page C-1

ANNEX C CITY OF HANFORD
C.1 PURPOSE
This Annex summarizes the hazard mitigation elements specific to the City of Hanford. This Annex supplements the Kings County Multi -Jurisdictional Hazard Mitigation Plan (MJHMP); therefore the Annex is not a stand -alone plan but intended to supplement the hazard information provided in the Base Plan document. All other sections of the Kings County MJHMP, or Base Plan, including the sections on the planning process, countywide risk assessment, and procedural requirements related to plan implementation and maintenance apply to the City of Hanford. This Annex provides additional information s pecific to the City of Hanford, including details on the City’s profile, planning process, risk assessment, and mitigation strategy for the community.

C.2 COMMUNITY PROFILE
C.2.1 Mitigation Planning History and 2021-2022 Process This Annex was created during the development of the 2023 Kings County MJHMP update. The City of Hanford participated in Kings County’s 2012 Multi-Jurisdictional Local Hazard Mitigation Plan process; however the 2012 MJHMP did not include supplemental annexes for each of the participating jurisdictions. Instead, the 2012 MJHMP included a Community Profile that summarized the priority hazards for the City and included a vulnerability assessment.

Information on the participating jurisdictions vulnerability to hazards and their specific mitigation actions were also included in the main plan.

During the current update process, the City of Hanford followed the planning process detailed in Chapter 3 of the Base Plan. This planning process consisted of participation in the Hazard Mitigation Planning Committee (HMPC) and the formation of a smaller internal planning team referred to as the City’s Local Planning Committee (LPT). The LPT was organized to support the broader planning process, coordinate with the City departmental staff, and develop customized mitigation actions and projects specific to the City of Hanford. The City’s LPT is also responsible for the update, implementation, and maintenance of the plan. LPT members are listed in Appendix A. Table C-1 includes stakeholders who participated in the City’s LPT.

Table C-1 Stakeholders Who Participated in Hanford’s LPT

STAKEHOLDER GROUP STAKEHOLDER AGENCY
Agencies involved in hazard
mitigation activities
Hanford Fire Department
California DWR
California OES
Kings County OES
Kings County Public Works
Kings County Public Health Department
NWS Hanford
Kings County Water District
Mid-Kings River Groundwater Sustainability Agency
Hanford City Manager

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-2

STAKEHOLDER GROUP STAKEHOLDER AGENCY
Agencies that have the authority
to regulate development:

Kings County Board of Supervisors
Kings County Community Development Agency
Kings County Fire Department
Neighboring Communities
City of Hanford
City of Corcoran
City of Lemoore
Kings County
Representatives of business
academia, and other private
organizations:

Cross Creek Flood Control District
Kings County Farm Bureau
Kings River Conservation District
Westland Water District
Representatives that provide
support to underserved
communities
Office of Senator Hurtado SD 16
Given the small population size of each jurisdiction in Kings County, as well as the County itself, three entities that encompass the region were invited to represent vulnerable populations in each jurisdiction. The Kings Tulare Homeless Alliance, which addresses housing and service needs for the homeless, was invited as its extensive connections with the unhoused population would make it a valuable contributor. The Kings Partnership for Prevention, a non -profit organization which leads various groups including substance use response and mental health task forces, was invited by the Planning Team for its broad reach across demographic groups.

The Office of Senator Hurtado Senate District 16 (SD 16), covering Kern, San Bernardino, and Tulare Counties, highlighted the economic challenges in these areas, including high rates of adults without high school diplomas and single-parent households. The Office of SD 16 was the sole organization supporting vulnerable populations participating in the drafting of the plan, providing valuable information during HMPC meetings and workshops.

The City of Hanford received additional support from City Manager Mario Cifuentez, Fire Chief Steve Pendergrass, and Police Chief Parker Sever. These representatives actively advocated for Hanford in HMPC meetings and workshops. Each LPT member, as well as Deputy City Manager Jason Waters, contributed data and feedback on the draft Annex to the MJHMP. Although Chief Pendergrass and Chief Sever retired before the final plan's completion, their valuable input was considered in the overall development process.

Additionally, while the LPT did not promote the public survey or request public comments on the draft plan, 59 self-reported citizens of Hanford and one individual who has worked in Hanford for between 5 and 10 years, although they live outside the County, participated in the public survey. These individuals spanned a large range of demographic backgrounds and expressed a high level of concern about drought, dense fog , and extreme temperatures. These survey results were shared with the LPT and influenced the City’s hazard rankings and mitigation strategy.

C.2.2 Geography and Climate
Hanford is situated near the northern tip of Kings County, approximately 30 miles south of Fresno in the south-central San Joaquin Valley. The city's geography is characterized by flat and fertile land, surrounded by agricultural fields. The Kings River flows nearby and contributes to its agricultural prominence. The People’s Ditch in the northeastern portion of the City is a mad -

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-3
made facility designed as part of a water delivery system that diverts water from Kings River and distributes the water to the agricultural areas south of the City.

Hanford benefits from its proximity to major transportation routes. The city is connected to the Central Valley via U.S. Route 198, which provides a direct east -west link and facilitates transportation to neighboring communities. Additionally, State Route (SR) 43 serves as a north- south route, enhancing connectivity within the region.

Hanford experiences a Mediterranean climate with hot, dry summers and mild, relatively wet winters. The summers are characterized by high temperatures, often exceeding 90°F, and low humidity. Winters are generally cooler with daytime temperatures ranging from the mid-50s to low 60s °F. The region receives the majority of its precipitation during the winter months, primarily from December to February, often in the form of rain. The terrain is the City slopes from the northeast to the southwest with elevations ranging from 255 to 240 feet above mean sea level (msl).

Figure C-1 below shows the city limits and the sphere of influence boundary (SOI) for the City of Hanford. The city limits, or the area where the City has authority to make land use decisions, is the City’s planning area and consists of 10,624 acres, or 16.6 square miles.

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-4
Figure C-1 City of Hanford

C.2.3 History
The Hanford area was inhabited by the Tachi Yokut Native Americans for several thousand years before the first European settlers arrived in the San Joaquin Valley in the 1820s. They occupied

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-5
areas along watercourses, such as creeks, springs, and seep areas (sloughs), as well as flat ridges and terraces. Permanent villages were usually placed on an elevation above the seasonal flood levels. Surrounding areas were used for hunting and seed, acorn, and grass gathering.

The name Hanford traces back to the Southern Pacific Railway's establishment of tracks that intersected a Chinese sheepherder's camp. This marked the beginning of the City, named after James Madison Hanford, the railway's auditor, who was involved in lot sales. The sale of lots commenced on January 17, 1877. With the railway's support, Hanford rapidly grew into a trading hub for the area.

The town's early years were marred by destructive fires, notably in 1887 and 1891, which hindered growth. Following the latter fire, on June 20, 1891, a town meeting was held, driven by insufficient fire protection, leading to discussions of incorporation. On August 8, 1891, an election favored incorporation, resulting in the birth of the City of Hanford on August 12, 1891. With the formation of Kings County in 1893, Hanford became its County Seat.

Throughout the 1900s, Hanford flourished as schools, churches, and an opera house were established. In 1924, the Civic Auditorium, now a community focal point, was completed. The City evolved, transitioning from a Board of Trustees to the Hanford City Council in the 1930s.

Notably, the city manager/city council form of government emerged in 1950. Hanford's downtown faced revitalization challenges, which led to the creation of the Central Parking and Improvement District in 1975, sparking downtown enhancements.

In 1980, a Historic District was established to promote historic structure restoration. Hanford's downtown revival efforts earned recognition, winning awards including the Helen Putnam Award for Excellence in 1985 and one of the Rohm and Haas Paint Quality Institute "Prettiest Painted Places in America" designations. Today the City is characterized as a small town with a rich history that offers its residents high quality of living with access to larger city amenities.

C.2.4 Economy
Hanford is committed to improving the local economy and enhancing the quality of life for its citizens and visitors. While economic development can involve job and income growth, it also involves sustainable increases in the productivity of individuals, businesse s and resources to increase the overall well -being of residents and maintain or enhance their quality of life. The focus also includes business attraction, business retention and expansion, and workforce development.

The City currently has a Qualified Opportunity Zone (QOZ) near the Hanford Municipal Airport.

A QOZ is an economically distressed community where new investments, under certain conditions, may be eligible for preferential tax treatment. Localities qualify as QOZs if they were nominated for that designation by a state, the District of Columbia, or a U.S. territory and that nomination was certified by the Secretary of the U.S. Treasury via his delegation of authority to the Internal Revenue Service (IRS).

According to the City of Hanford official website, the largest age demographic in Hanford is those 10-19 years of age, with 20 -29 years of age being a close second. The median age in the City is 32 years old. These demographics suggest that the City has an ample capacity for economic growth.

Estimates of select economic characteristics for the City of Hanford are shown in Table C-2.

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-6
Table C-2 City of Hanford Economic Characteristics, 2017-2021

CHARACTERISTIC CITY OF HANFORD
Families below Poverty Level (%) 13.2%
All People below Poverty Level (%) 15.5%
Median Family Income $74,745
Median Household Income $48,815
Per Capita Income $27,747
Population in Labor Force 60.8%
Population Employed* 53.8%
Unemployment Rate** 8.4%
Source: U.S. Census Bureau, California Department of Finance, 201 7-2021 American Community Survey (ACS), 5 -year estimates, www.census.gov/
*Excludes armed forces. **Does not reflect unemployment numbers due to COVID -19 Pandemic The most common industries in Hanford are educational services and public administration (a combined average of 38.5% of workers) followed by retail and agriculture. The most common occupations in Hanford are management, business, sciences, and arts occupations and service occupations, together accounting for 52.4% of the labor force. The tables below show the labor force breakdown by occupations and industry based on estimates from the 2017-2021 five-year American Community Survey (ACS).

Table C-3 City of Hanford Employment by Industry, 2017-2021 OCCUPATION # EMPLOYED % EMPLOYED
Educational services, and health care and social assistance 5,250 22.9% Public administration 3,569 15.6%
Retail trade 2,598 11.3%
Agriculture, forestry, fishing and hunting, and mining 2,436 10.6% Arts, entertainment, and recreation, and accommodation and food services 1,772 7.7%
Manufacturing 1,728 7.5%
Professional, scientific, and management, and administrative and waste management services 1,256 5.5%
Other services, except public administration 976 4.3% Construction 831 3.6%
Transportation and warehousing, and utilities 757 3.3% Finance and insurance, and real estate and rental and leasing 732 3.2% Wholesale trade 622 2.7%
Information 374 1.6%
Total 22,901 100%
Source: U.S. Census Bureau, California Department of Finance, 2017-2021 American Community Survey (ACS), 5 -year estimates, www.census.gov/
*Excludes armed forces
Table C-4 City of Hanford Employment by Occupation, 2017-2021 OCCUPATION # EMPLOYED % EMPLOYED
Management, business, science, and arts occupations 6,412 28.0% Service occupations 5,130 22.4%
Sales and office occupations 4,672 20.4%

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-7
OCCUPATION # EMPLOYED % EMPLOYED
Natural resources, construction, and maintenance occupations 3,687 16.1% Production, transportation, and material moving occupations 2,977 13.0% Total 22,901 100%
Source: U.S. Census Bureau, California Department of Finance, 2017-2021 American Community Survey (ACS), 5 -year estimates, www.census.gov/
*Excludes armed forces
C.2.5 Population
In May 2023, the California Department of Finance (DOF) released population data for the state demographic report, According to the report , the City of Hanford has a population of 58,893 persons as of January 1, 2023, an increase of 581 residents from the previous year, equal to a 1% increase of population . Select demographic and social characteristics for the City of Hanford from the 2017-2021 ACS and the California DOF, are shown in Table C-5. The City of Hanford is made up of a large Latino population (50.6%); there are also a higher percentage of households where a language other than English is spoken at home (34%).

Table C-5 City of Hanford Demographic and Social Characteristics, 2017-2021

CHARACTERISTIC CITY OF HANFORD
Gender/Age
Male 51.0%
Female 49.0%
Median age (years) 32.8
Under 5 years 7.6%
Under 18 years 29.1%
65 years and over 11.7%
Race/Ethnicity
White 36.0%
Asian 4.3%
Black or African American 5.0%
American Indian/Alaska Native 0.6%
Hispanic or Latino (of any race) 50.6%
Native Hawaiian and Other Pacific
Islander

0.2%
Some other race 0.1%
Two or more races 3.2%
Education*
% High school graduate or higher 80.6%
% with bachelor’s degree or higher 18.0%
Social Vulnerability
% with Disability 12.3%
% Language other than English
spoken at home

34.1%
% Speak English less than "Very Well" 19.4%
% of households with a computer 94.0%
% of households with an Internet
subscription

86.3%

Kings County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Hanford

2023 Update Page C-8

CHARACTERISTIC CITY OF HANFORD
% of households with no vehicle
available

6.0%
Source: U.S. Census Bureau, California Department of Finance, 2017-2021 American Community Survey (ACS), 5 -year estimates, www.census.gov/
* Population 25 years and over
The following table with information from the ACS 5 -year estimates ( 2017-2021) is related to housing occupancy in the City of Hanford.

Table C-6 City of Hanford Housing Occupancy and Units, 2017-2021

HOUSING CHARACTERISTIC ESTIMATE PERCENTAGE
Housing Occupancy
Total Housing Units 19,215 (X)
Units Occupied 18,394 95.7%
Vacant 821 4.3%
Housing Units
1-unit detached 14,280 74.3%
1-unit attached 294 1.5%
2 units 715 3.7%
3 or 4 units 1,091 5.7%
5-9 units 711 3.7%
10-19 units 384 2.0%
20 or more units 1,229 6.4%
Mobile Home 481 2.5%
Boat, RV, van etc. 30 0.2%
Housing Tenure
Owner Occupied 11,138 60.6%
Renter Occupied 7,256 39.4%
Source: U.S. Census Bureau, California Department of Finance, 2017-2021 American Community Survey (ACS), 5 -year estimates, www.census.gov/
C.2.6 Disadvantaged Communities
Disadvantaged communities (DACs) are identified by the California Environmental Protection Agency (Cal EPA) pursuant to Section 39711 of the Health and Safety Code, based on geographic, socioeconomic, public health, and environmental hazard criteria, and may include, but not be limited to: areas disproportionately affected by environmental pollution or other hazards and areas with concentrations of people that are low income, high unemployment, low levels of home ownership, high rent burden, sensitive populations, or low levels of education attainment (California Health and Safety Code Section 39711). One of the ways the Cal EPA’s Office of Environmental Health Hazard Assessment (OEHHA) identifies DACs is using CalEnviroScreen tool.

Employing a comprehensive approach, the OEHHA CalEnviroScreen tool applies a formula to generate a combined ranking score that considers 21 indicators for each census tract . These indicators span pollution measures like diesel emissions and concentrations of toxic sites, alongside demographic factors such as poverty and unemployment rates. Census tracts exhibiting CalEnviroScreen rankings ranging from 75 to 100 percent (i.e., within the top 25% of all tracts statewide) are desig nated as DACs . Census tracts are also defined as disadvantaged

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based census tracts with the highest 5 percent cumulative pollution burden scores, those tracts identified in the 2017 DAC designations, and lands under control of federally recognized Tribes.1 As shown in Table C-7, which is based on d ata derived from the OEHHA CalEnviroScreen tool , there are six census tracts designated as DACs in the City of Hanford. These census tracts are also composed of housing -burdened low -income households. Th is means these households are both economically disadvantaged (making less than 80% of the County’s median family income) and substantially burdened by housing costs (paying greater than 50% of their income on housing costs). This situation renders these households more susceptible to negative impacts during hazard events, and less likely to recover after a disaster. California has very high housing costs relative to the rest of the country, which can make it hard for households to afford housing (OEHHA 2021). For example, the census tracts in Hanford have CalEnviroScreen rankings ranging from 32 to 75, meaning that the percentage of housing-burdened individuals surpasses that of 32 to 75% of California’s remaining census tracts (see Table C-7 for a breakdown by census tract).

As a result, households in the City with lower incomes may spend a larger proportion of their income on housing and may suffer from housing -induced poverty that can affect disaster recovery (OEHHA 2021).

Table C-7 Disadvantaged Communities Statistics
Census Tract
% Housing-
Burdened and
Low-Income
# Housing units # Low-Income
Housing Units
# Housing-
Burdened
Housing Units
CalEnviroScreen
Ranking
6031001002 14% 1,315 625 180 32
6031001003 18% 1,685 835 310 56
6031000800 9% 1570 885 144 11
6031000900 23% 2,750 1,785 635 75
6031001100 16% 1,830 1,295 285 42
6031001003 18% 1,685 835 310 56
Source: OEHHA CalEnviroScreen 4.0
Of the 58,893 people that live in the City, according to the U.S. Census, approximately 532 people are potentially exposed to hazards based on the vulnerability assessment in Section C.3.1. Among this population, those who reside in the DACs in the City are considered more socially vulnerable to hazards. Additional information on specific exposure of DACs and socially vulnerable populations is summarized in Section C.3 Hazard Identification and Summary. Outreach, engagement, and hazard mitigation efforts should therefore address the needs of the City’s low- income and housing burdened residents. The City can utilize the CalEnviroScreen information to conduct targeted outreach and engage community members to consider what other hazards and mitigation strategies or programs should be considered to meet community needs. The City can also engage these communities to proactively prioritize hazard mitigation projects that benefit DACs.

1 For more information on how DACs are designated refer to the final designations of DACs from May 2022 on the OEHHA CalEnviroScreen tool here: https://oehha.ca.gov/calenviroscreen/sb535

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C.2.7 Development Trends
The City of Hanford is committed to preserving its unique identity and defined boundaries encompassed by valuable agricultural land, often constrained by Williamson Act contracts that forbid development. The City's downtown is further enriched through redevelopment, building upon prior efforts to enhance its prominence. Also, because Handford’s General Plan contains goals and policies that promote a compact development pattern and promote infill development and the City has a relatively compact downtown surrounded by agricultural lands, this helps relieve development pressure on nearby farmlands and creates opportunities for infill development.

The City is also meeting climate change regulations by taking action in emissions reduction and aligning with the countywide Climate Action Plan. This effort involves integrating policies with the Countywide Regional Transportation Plan (RTP) and San Joaquin County Blueprint to foster sustainable growth while conforming to Senate Bill 375. Development currently prioritizes a comprehensive transportation network and combines land use and circulation planning for growth. As land uses evolve, Hanford must also reassess park, trail, and open space needs, given limited natural open space within its boundaries. Figure C-2 below is the Land Use Diagram included in the General Plan 2035.

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Figure C-2 City of Hanford, Land Use Diagram, General Plan 2035

Source: Hanford General Plan 2035

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As shown in the figure, most of the City’s downtown consists of mixed uses with highway and corridor uses on both the west and east ends and industrial towards the south end of the City.

According to the City LPT since 2012 (about a 10-year period), the City has issued approximately 188 commercial permits and 2,515 residential permits. Most commercial development during this time took place along 12th Avenue, near SR 198, and along Lacey B oulevard near the intersection of SR 198 and SR 43. Residential growth has been primarily located in the northwest quadrant of the City (near Fargo and Centennial and Flint and 11th Ave.), with some additional development near Houston and 12th Avenue on the southwest quadrant of the City. While the City has processed new building permits for single -family and multi-family dwelling units, the majority of these have been in areas designated for residential land uses. This growth also occurred outside flood hazard areas. The City’s Code Enforcement Division and the Fire Department also regularly monitor these development areas to limit structural fire, wildfire, and public health and safety risks. Development over the past decade has also been limited to the areas within the City’s 2035 growth boundary, thereby limiting development in hazard areas, and the overall net vulnerability of the City.

C.2.8 Future Development
The areas located in the SOI shown in Table C-8 are areas the City may grow into and are potentially slated for future development. Understanding the potential hazard exposure in the area can help to mitigate the impacts of events before development occurs in those areas.

During this plan update process parcel analysis was conducted using the SOI and overlaid with available hazard risk layers to determine where future development may be at risk of natural hazard events. The results of the analysis have been integrated into the applicable hazard sections: dam incidents and flooding. Table C-8 is the summary of the SOI total exposure for the City of Hanford.

Table C-8 Sphere of Influence Total Exposure Summary
Property Type Improved
Parcel Count
Building
Count
Improved
Value
Estimated
Content Value Total Value
Agricultural 38 40 3,340,735 $3,340,735 $6,681,470 Commercial 46 168 9,192,159 $9,192,159 $18,384,318 Exempt 38 49 4,237,348 $4,237,348 $8,474,696
Industrial 15 20 60,247,214 $90,370,821 $150,618,035 Multi-Family
Residential
2 4 164,478 $82,239 $246,717
Multi-Use 39 56 5,738,794 $5,738,794 $11,477,588
Residential 590 633 61,621,380 $30,810,690 $92,432,070 Total 768 970 144,542,108 $143,772,786 $288,314,894 Source: Kings County Assessor, WSP analysis

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C.3 HAZARD IDENTIFICATION AND SUMMARY
The City of Hanford LPT identified the hazards that affect the City and summarized their frequency of occurrence, spatial extent, potential magnitude, and significance specific to their community (see Table C-9). There are no hazards that are unique to Hanford, although the hazard risk in the City varies and is distinct from the hazard risk in the County’s planning area.

The purpose of this section is to profile the City of Hanford’s hazards where different from the County and assess the City’s unique vulnerabilities.

The hazards profiled in the County MJHMP Base Plan discuss the overall impacts to the County’s planning area. This information is summarized in the hazard description, geographic extent, magnitude/severity, previous occurrences, and probability of future o ccurrences. The information in the City of Hanford’ risk assessment summarizes all priority hazards, and specifically those that vary from the County’s planning area. The hazard profile information is organized in a similar format here as a way to identify priority hazards for mitigation purposes.

Table C-9 summarizes the hazards profiled in the County’s planning area and risk assessment to provide a way for the LPT to evaluate which hazards are addressed in their General Plan Safety Element and which hazards are relevant and priority hazards for the City. The City’s General Plan Health, Safety, and Noise Element addressed drought, e arthquake, extreme heat, flood, dam failure, fog, freeze, tornado , structure fire, hazardous materials and brownfields , and noise .

Among the hazards addressed in the City’s General Plan Health, Safety, and Noise Element, drought, earthquake, extreme temperatures, flood, dam failure, fog, and tornado are further addressed in this Annex while wildfire is addressed in the Base Plan.

Table C-9 City of Hanford —Hazard Profiles
Hazard Geographic
Area
Probability of
Future
Occurrence
Magnitude/
Severity
(Extent)
Overall
Significance
Priority
Hazard?
Agriculture Pest and
Disease
Extensive Likely Critical Low No
Cyber-Attack Significant Occasional Critical Medium Yes Dam Incidents Extensive Unlikely Critical Medium Yes
Drought Extensive Likely Critical High Yes
Earthquake Limited Occasional Critical Medium Yes
Extreme Temperatures:

Freeze and Heat
Extensive Highly Likely Limited High Yes
Flood Extensive Highly Likely Critical Medium Yes
Land Subsidence Extensive Likely Limited Medium Yes
Landslide Significant Occasional Negligible Low No
Public Health Hazards:

Pandemics/Epidemics
Extensive Highly Likely Critical Medium Yes
Severe Weather: Dense Fog Extensive Highly Likely Critical Medium Yes Severe Weather: Heavy
Rain, Thunderstorms, Hail,
and Lightning
Extensive Highly Likely Critical Medium Yes
Severe Weather: High
Wind/Tornado
Extensive Highly Likely Critical Medium Yes
Wildfire Limited Likely Negligible Low No

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Hazard Geographic
Area
Probability of
Future
Occurrence
Magnitude/
Severity
(Extent)
Overall
Significance
Priority
Hazard?
Geographic Area
Limited: Less than 10% of planning area
Significant: 10-50% of planning area
Extensive: 50-100% of planning area

Probability of Future Occurrences
Highly Likely: Near 100% chance of
occurrence in next year or happens every
year.

Likely: Between 10 and 100% chance of
occurrence in next year or has a
recurrence interval of 10 years or less.

Occasional: Between 1 and 10% chance of
occurrence in the next year or has a
recurrence interval of 11 to 100 years.

Unlikely: Less than 1% chance of
occurrence in next 100 years or has a
recurrence interval of greater than every
100 years.

Magnitude/Severity (Extent)
Catastrophic—More than 50 percent of property severely
damaged; shutdown of facilities for more than 30 days;
and/or multiple deaths
Critical—25-50 percent of property severely damaged;
shutdown of facilities for at least two weeks; and/or injuries and/or illnesses result in permanent disability
Limited—10-25 percent of property severely damaged;
shutdown of facilities for more than a week; and/or
injuries/illnesses treatable do not result in permanent disability
Negligible—Less than 10 percent of property severely
damaged, shutdown of facilities and services for less than 24 hours; and/or injuries/illnesses treatable with first aid

Significance
Low: minimal potential impact
Medium: moderate potential impact
High: widespread potential impact
C.3.1 Vulnerability Assessment
The intent of this section is to assess Hanford’s vulnerability that is separate from that of the planning area as a whole, which has already been assessed in Section 4 Hazard Identification and Risk Assessment of the Base Plan. This vulnerability assessment analyzes the population, property, and other assets at risk of hazards ranked as a priority.

The information to support the hazard identification and risk assessment was based on a combination of the previous 2012 LHMP for the City and County and jurisdiction -specific information collected during the 202 2-2023 update. A Plan Update Guide and associated worksheets were distributed to each participating municipality or special district to complete during the 2022-2023 update process. Information collected was analyzed and summarized in order to identify and rank all the hazards that could impact anywhere within the County, as well as to rank the hazards and identify the related vulnerabilities unique to each jurisdiction.

Each participating jurisdiction was in support of the main hazard summary identified in the Base Plan (see Table 4-3). However, the hazard summary rankings for each jurisdictional annex may vary due to specific hazard risks and vulnerabilities unique to that jurisdiction. The information in this Annex helps differentiate the jurisdiction’s risk and vulnerabilities from that of the overall County, where applicable.

Note: The hazard “Significance” reflects the overall ranking for each hazard and is based on a combination of the City of Hanford’s LPT input from the Data Collection Guide, the risk assessment developed during the planning process (see Section 4 of the Base Plan), and the set of problem statements developed by the City LPT. The hazard significance summaries in Table C-9 above reflect the hazards that could potentially affect the City. The discussion of vulnerability for each of the following hazards is located in Section C.3.6 Estimating Potential Losses, which includes an overview on the local issues and areas of concern associated with the hazard, a problem statement for priority hazards, and a quantitative risk assessment, where spatial data is available. Based on this analysis, the priority hazards for mitigation purposes for the City of Hanford are identified below.

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• Cyber-Attack
• Dam Incidents
• Drought
• Earthquake
• Extreme Temperatures: Freeze and Heat
• Flood
• Land Subsidence
• Public Health Hazards: Pandemics/Epidemics
• Severe Weather: Dense Fog
• Severe Weather: Heavy Rain, Thunderstorms, Hail, and Lightning • Severe Weather: High Wind/Tornado
Public Health Hazards were ranked significant hazards but are not addressed further in this vulnerability assessment as the risk and exposure are similar to the overall County risk and exposure, and the potential for losses are difficult to quantify specif ic to the City of Hanford.

Additionally, hazards assigned a significance rating of Low , such as landslide and wildfire hazards, and which do not differ significantly from the County ranking (e.g., Low vs. High) are not addressed further and are not assessed individually for specific vulnerabilities in this Annex.

While wildfire was not rated as a significant haza rd for the City of Hanford and therefore not addressed further in Section C.3.6 , an event was noted by the City’s LPT . An urban fire event occurred on May 19, 2022, when a significant commercial structure fire occurred at 750 E Lacey Boulevard. The event resulted in major damage to the commercial property, with property damage estimated at $810,000. Fortunately, there were no reported injuries or fatalities as a result of the fire. The fire had a significant impact on the local business, as it forced a shutdown for several days. This disruption displaced hotel occupants and resulted in limited room availability in the affected area. The insured losses amounted to the full extent of the property damage, which was $810,000. It is considered likely for an event of similar scale and magnitude to happen in the future. The City has many ongoing programs designed to reduce fire loses, such as preventative public education programs, Red Book to Recovery, and pre-incident planning.

C.3.2 Assets
This section considers Hanford’s assets at risk, including values at risk, critical facilities and infrastructure, historic assets, economic assets and growth and development trends.

C.3.3 Property Exposure
The following data on property exposure is derived from the Kings County 2023 Assessor’s parcel and address point data. This data should only be used as a guideline to overall values in the City as the information has some limitations. It is also important to note that in the event of a disaster, it is generally the value of the infrastructure or improvements to the land that is of concern or at risk. Generally, the land itself is not a loss and is not included in the values below. Table C-10 shows the exposure of properties (e.g., the values at risk) broken down by property type for the City of Hanford.

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Table C-10 City of Hanford Property Exposure by Type

PROPERTY
TYPE

IMPROVED
PARCEL
COUNT

BUILDING
COUNT

IMPROVED

VALUE CONTENT VALUE TOTAL VALUE
Agricultural 28 34 $2,925,519 $2,925,519 $5,851,038 Commercial 794 1,534 $714,496,080 $714,496,080 $1,428,992,160 Exempt 96 155 $26,175,037 $26,175,037 $52,350,074 Industrial 97 130 $100,067,929 $150,101,894 $250,169,823 Multi-Family
Residential
489 3,008 $239,982,926 $119,991,463 $359,974,389 Multi-Use 49 61 $7,535,179 $7,535,179 $15,070,358 Residential 15,569 15,827 $2,545,729,015 $1,272,864,508 $3,818,593,523 Total 17,122 20,749 $3,636,911,685 $2,294,089,679 $5,931,001,364 Source: Kings County Assessor, WSP analysis
C.3.4 Critical Facilities and Infrastructure
For the purposes of this plan, a critical facility is defined as one that is essential in providing utility or direction either during the response to an emergency or during the recovery operation. FEMA sorts critical facilities into seven lifeline categories as shown in Figure 4-1 in the Base Plan. Critical facilities and other community assets are important to protect in the event of a disaster.

Table C-11 shows a summary of the critical facilities within the City of Hanford and Figure C-3 shows their locations. Critical facilities and other community assets as important to protect in the event of a disaster.

Table C-11 Critical Facilities within the City of Hanford LIFELINE # OF CRITICAL FACILITIES
Communication 32
Energy 7
Food, Water, Shelter 6
Hazardous Materials 10
Health and Medical 14
Safety and Security 54
Transportation 9
Total 132
Source: Kings County, HIFLD, NID, DWR, WSP analysis
Within the City of Hanford, the following are considered critical facilities:
• Kings County Office Of Emergency Services
• American Ambulance Incorporated (Three Facilities)
• College Of The Sequoias – Hanford Education Center
• Kings County Juvenile Detention Center
• Kings County Jail
• Hanford Fire Department
• Kings County Sheriff’s Department
• Hanford Police Department
• Amtrak Station Hanford, CA

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• Water supply lines and wells
• Wastewater treatment plant, pumping stations, and trunk lines • Major electrical transmission lines and substations
• Major communication lines and microwave transmission facilities • Major public and private schools
• Public Library
• Hospital facilities, nursing homes and dialysis centers

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Figure C-3 City of Hanford Critical Facitlites

C.3.5 Historic, Cultural and Natural Resources
Table C-12 lists the historical resources found on the National Registry of Historic Places (NRHP) located in the City of Hanford:

Table C-12 Historical Resources within the City of Hanford

PROPERTY NAME REGISTER JURISDICTION DATE LISTED
Hanford Carnegie Library National and State Hanford 12/17/1981 Kings County Courthouse National and State Hanford 9/21/1978

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PROPERTY NAME REGISTER JURISDICTION DATE LISTED
Taoist Temple National and State Hanford 6/13/1972
Source: National Registry of Historic Preservation (NRHP), California Register of Historic Resources (CRHR) There are also a number of resources within Hanford that contribute to its historic character and unique culture yet are not officially listed as historic resources: Clark Center for Japanese and Art & Culture, Temple Theater, Fox Theater, Kings Art Center , Hanford Civic Auditorium , and the Hanford Veteran’s Memorial Building.

Natural resources are important to include in benefit-cost analyses for future projects and may be used to leverage additional funding for projects that also contribute to community goals for protecting sensitive natural resources. According to the City’s General Plan Open Space, Conservation, and Recreation element, the City’s Planning Area has a variety of natural and altered habitats supporting a diverse assemblage of plant and animal species.

Hanford is located in the Tulare Lake Hydrologic Study Area as defined by the California Department of Water Resources. The primary source of surface water in this area stems from Sierra Nevada Mountain Range precipitation. Hanford's geological composition primarily consists of alluvial deposits, contributing to the formation of productive groundwater aquifers with substantial water storage capabilities. The San Joaquin Valley groundwater basin has an estimated storage capacity of 570 million acre -feet, with approximately 80 million acre -feet deemed usable (Hanford General Plan 2014).

The Planning Area encompasses two distinct natural vegetation zones: Riparian Woodlands and Valley Oak Woodlands. Riparian Woodlands are some of the richest wildlife habitats in the State.

The State Department of Conservation mapping program has identified two sections of riparian woodlands within the Planning Area. These sections are situated on the western side of 12th Avenue, between Houston and Iona avenues, and along the western side of 13th Avenue, north of Iona Avenue. The Valley Oak Woodlands play a crucial role by providing essential resources such as food, shelter, nesting grounds, and pathways for diverse wildlife species. This habitat's notable feature, the large oak trees, offers nesting opportunities for various birds of prey, including the Swainson's hawk.

The California Natural Diversity Database (CNDDB) lists 18 special-status species that have been known to occur within and around the Planning Area, some of which are listed as Threatened by the U.S. Fish and Wildlife Service and/or the California Department of Fish and Wildlife, including Swainson’s hawk and Steelhead trout (see Table 4-7 of the Base Plan) . Awareness of natural assets can lead to opportunities for meeting multiple objectives. For instance, protecting wetlands areas protects sensitive habitat as well as attenuates and stores floodwaters.

C.3.6 Estimating Potential Losses
C.3.6.1 Cyber-Attack
The susceptibility to cyber-attacks extends across all servers, networks, and users, making them potential targets for security breaches and malicious activities. A specific incident reported by the Privacy Rights Clearinghouse occurred in the City of Hanford. An office burglary also occurred at the Yanez Dental Corporation involved three computers being stolen. This breach exposed critical patient information, including names, social security numbers, dates of birth, addresses, telephone numbers, and other sensitive data. While large data breaches such as this are generally widely reported, minor cyber-attacks such as phishing emails often go unreported.

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Cyber-attack is ranked an overall medium significance hazard for the City of Hanford and all jurisdictions within Kings County. However, jurisdictions with greater populations and therefore more people exposed to a cyber-attack event are at a higher risk. Refer to Chapter 4 for a discussion of the cyber-attack risk relative to the City of Hanford and Kings County.

C.3.6.2 Dam Incidents
During the 2022 -2023 plan update process, the HMPC and City’s LPT highlighted concerns regarding the Pine Flat Dam situated on the Kings River in Fresno County. This dam holds the potential to trigger dam inundation flooding in the City of Hanford, constituting a considerable threat due to its high hazard classification. Despite the significance of assessing potential inundation areas for all dams, such data remains inaccessible. Reasons include the lack of available GIS data and restrictions on releasing s uch information in public documents.

Consequently, a quantitative analysis of dam inundation exposure could not be conducted.

However, based on dam inundation mapping done for the 2035 Kings County General Plan Safety Element, the overall northeastern County, including the cities of Hanford and Lemoore, would be impacted by a dam failure at the Pine Flat Dam. According to the Health, Safety, and Noise Element, if the Pine Flat Dam were to breach at full capacity, it would take approximately five hours to reach the County. If such an incident were to occur, those in the dam inundation area with limited mobility or who have no access to vehicles, as well as those in isolated or mobile housing, would be at the greatest risk of harm . Additionally, all the identified DACs located within the City of Hanford would be impacted if there were a dam incident.

Dam incidents are ranked an overall medium significance hazard for the City of Hanford. Refer to Chapter 4 for a discussion of dam incident risk relative to the City of Hanford and Kings County.

C.3.6.3 Drought
The City of Hanford currently provides domestic water to residential, commercial, industrial and institutional customers within the City limits. In 2020, the City’s Utilities Department provided 11,714 acre-feet (AF) of water to approximately 61,326 residents (including 651 accounts outside of the City limit) through 17,965 municipal connections (UWMP 2021).

The City currently uses groundwater as the sole source of water supply, with wells extracting water from the Tulare Lake Subbasin of the San Joaquin Valley Groundwater Basin. The Tulare Lake subbasin has a surface area of approximately 818 square miles and estimated to have a total storage capacity of 17,100,000 AF to a depth of 300 ft and 82,500,000 AF to the base of fresh groundwater (UWMP 2021).

In order to reduce the burden on groundwater resources during periods of prolonged drought, the City has devised a Water Shortage Contingency Plan, aimed at curtailing wasteful water usage and promoting community conservation efforts. Typically, in response to regional supply vulnerability, Kings County Water District (KCWD) prompts urban water suppliers to adopt both voluntary and mandatory water conservation measures. Historical monitoring of groundwater within the Tulare Lake subbasin by KCWD indicates stable groundwater conditions, even during prolonged multi-year droughts. The Tulare Lake groundwater subbasin's well-maintained levels can be attributed to KCWD's implementation of conjunctive use programs. As a result of this management, the Tulare Lake subbasin is considered a reliable source of supply during water shortages. While pumping may exceed recharge during a drought, basin management practices have prevented long-term adverse conditions.

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Because the City relies exclusively on groundwater, prolonged drought conditions are anticipated to impact DACs and other socially vulnerable communities first. Droughts and water supply shortages may also impact the agricultural industry and farmer worker s that rely on farming and harvest seasons for work. DACs may also be vulnerable to drought and water shortages due to income disparities and due to limited access to emergency drinking water supplies.

The City is susceptible to drought and related climate change considerations. Based on the City’s location and current climate, the most likely changes are related to increasing average temperature, intensifying storm events, and periods of extended drought. Other climate change effects such as increased precipitation variability may result in the depletion of stored groundwater availability, and in turn reduced crop productivity, and potential higher water costs. Changes in annual precipitation and tempera ture could have an impact on the City’s overall water use as well as available supply volumes.

The City's water management efforts have evolved over time. In 1976, the Water Waste Ordinance mandated meter installations for new water system connections, with penalties for violations leading to meter installation costs borne by the customer. In 1986, the ordinance was revised to include flow restrictors if violations persisted. In 2015, penalty increases were instituted, increasing the penalty for the second violation to $50 and the fourth violation to $200.

The City requires water meter installation for customers installing pools or substantial home additions. The transition to the automated meter reading metering system has been a focus, while billing is currently based on monthly rates per 100 cubic feet. A rate increase was adopted in 2015 to fund system operation, improvement, and debt service. Additionally, the City has implemented aggressive State mandates to help curb drought impacts.

The City is actively engaged in diverse public information initiatives to encourage water conservation and enhance public understanding. It employs various methods such as brochures, radio/TV broadcasts, school programs, and videos to disseminate water use information. The City website also features resources on water conservation. Information is circulated through channels like local newspapers, monthly bill inserts, farmers markets, and the Hanford Mall, offering water-saving tips and outdoor water use reminders. As part of the Kings County Water Education Committee (KCWEC), the City presents at local schools about water safety and conservation. KCWEC contributes by distributing book covers containing water conservation and safety details to schools.

The Utilities Superintendent is responsible for coordinating and expanding the City’s water conservation program as well as providing useful water conservation information to residents through the various public outreach programs. The City employs part-time staff to enforce water use prohibitions and write violations; the City also recently hired a full-time water conservation technician to assist with the enforcement of the water conservation program. The City also implements a Water Efficient Landscape Or dinance, aligned with Assembly Bill 325, which guides landscaping practices and emphasizes water efficiency, supervised by the Parks Superintendent. It categorizes zones based on water needs, using multipliers to manage landscaped area water usage.

In conclusion, drought hazards are ranked an overall high significance hazard for the City of Hanford, but this is mainly due to the City’s reliance on only groundwater for its water supply .

The City of Hanford's comprehensive approach to water management reflects its commitment to providing a sustainable and reliable water supply to its residents in the face of recur ring drought challenges. From utilizing groundwater recharge programs within the Tulare Lake Subbasin to enacting a Water Shortage Contingency Plan that balances demand during droughts, the City demonstrates a proactive stance toward preserving water resources. The evolving strategies, such as water waste ordinances, metering system upgrades, and information