Agenda Packet — Hercules City Council, May 28, 2024

IMPORTANT NOTICE ABOUT PUBLIC COMMENTS AND MEETING

PARTICIPATION
Due to concerns with security of the Zoom format, effective October 10, 2023, Remote Public Comment will not be accepted. Public comment may be provided in-person or via email, as set forth below. Members of the public desiring to provide comments as a part of the meeting are encouraged to either submit written comments by 3:00 p.m. prior to the meeting or to attend the meeting in person.

How to Participate:

IN PERSON: Members of the public are invited to attend and participate in Person: City of Hercules Council Chambers, 111 Civic Drive, Hercules, CA. Fill out a public speaker card located on the side table and submit it to the City Clerk.

VIA ZOOM: At this time remote public comment is suspended and will not be accepted. To watch and listen only: Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here or go to: https://www.zoom.us/join. Zoom also allows you to join by phone at +1-669-900-6833.

Zoom Webinar ID: 880 7041 9625 Zoom Passcode: 299387

EMAIL: Public comments can also be submitted via email to [email protected]. Please note that emailed comments will not be read aloud by staff. Any public comments received up until 3:00 p.m. of the meeting date will be:

1. distributed to the Council before the meeting,

2. posted online for public inspection and

3. inserted into the meeting record.

As emails containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email.

1 Tuesday, May 28, 2024
6:00 PM
City of Hercules
111 Civic Drive
Hercules, CA 94547
City Council
Mayor Dan Romero
Vice Mayor Dion Bailey
Council Member Alex Walker-Griffin
Council Member Chris Kelley
Council Member Tiffany Grimsley
Dante Hall, City Manager
Patrick Tang, City Attorney
Eibleis Melendez, City Clerk
Meeting Agenda
CLOSED SESSION - 6:00 P.M., REGULAR MEETING - 7:00 P.M.

In-Person in Council Chambers or to Listen only:

Zoom ID: 880 7041 9625
Zoom Passcode: 299387 Zoom Phone Number: 1-669-900-6833 2 May 28, 2024City Council Meeting Agenda
See last pages of agenda for information regarding meeting procedures To view webcast of meetings, live or on demand, go to the City's website at www.ci.hercules.ca.us I. CLOSED SESSION – CALL TO ORDER - ROLL CALL - 6:00 P.M.

II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
III. CONVENE INTO CLOSED SESSION
The Hercules City Council will meet in Closed Session regarding the following:

1. 22-873

CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
- Pursuant to Government Code Section 54956.9(d)(4): in one (1) matter.

2. 22-872

CONFERENCE WITH LEGAL COUNSEL - POTENTIAL LITIGATION -
Pursuant to Government Code Section 54956.9(e)(1): in one (1) matter.

3. 22-874

CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
- Significant exposure to litigation pursuant to Government Code § 54956.9(d)(2) related to a fatal traffic incident located at Parker Ave at 4th Street, Rodeo.

IV. REGULAR MEETING – CONVENE TO OPEN SESSION - ROLL CALL - 7:00 P.M.

V. REPORT ON ACTION TAKEN IN CLOSED SESSION
VI. PLEDGE OF ALLEGIANCE
VII. MOMENT OF SILENCE
VIII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS
Mayor Romero would like to acknowledge the following for the Month of June - Pride Month
National Cancer Survivors Day - June 2nd
Philippine Independence Day - June 12th
Flag Day - June 14th
Father's Day - June 16th
Juneteenth - June 19th
IX. AGENDA ADDITIONS/DELETIONS

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3 May 28, 2024City Council Meeting Agenda
X. PUBLIC COMMUNICATIONS
This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

Individuals wishing to address the City Council are asked to complete a form indicating the name and address of the speaker and the general topic to be addressed. Speakers must make their comments from the podium and will be allowed 3 minutes to discuss their concerns. All public comments are recorded and become part of the public record. A limit of 30 minutes will be devoted to taking public comment at this point in the agenda. If any speakers remain at the conclusion of the initial 30 minute period, time will be reserved at the conclusion of the meeting to take the remaining comments.

XI. PUBLIC HEARINGS

1. 22-861
Public Hearing on Proposed FY 2024-25 City of Hercules Budget Plan including the First Year of the Ten Year 2025-34 Capital Improvement Plan (CIP)
RECOMMENDATION:

Open the Public Hearing, Receive the Staff Report, Take Public Testimony, and Continue the Public Hearing to June 11, 2024. It is recommended that the City Council discuss and provide policy direction, if any, to staff regarding the approval of the proposed FY 2024-25 Annual Budget.

Staff Report - FY 24-25 Proposed Annual Budget
Attach 1 - Proposed FY 2024-25 HERCULES Annual Budget
Attachments:

XII. CONSENT CALENDAR

1. 22-862 Adoption of a List of Project for Fiscal Year 2024-25 Funded by SB 1:
the Road Repair and Accountability Act of 2017
RECOMMENDATION:

Adopt a Resolution adopting a list of projects for Fiscal Year 2024-25 Funded by Sb 1: the Road Repair and Accountability Act of 2017.

Staff Report - SB1 FY 24-25
Attach 1 - Resolution - SB1 FY 24-25
Attachments:

2. 22-863 Authorize Display of Pride Month Commemorative Flag RECOMMENDATION:

Approve Display of Commemorative Flag for the month of June - Pride Month
Staff Report - Pride Flag Display for Month of June 2024 Attach 1- Flag Policy #16
Attachments:

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4 May 28, 2024City Council Meeting Agenda

3. 22-864 Authorize Display of Juneteenth Commemorative Flag RECOMMENDATION:

Approve the Display of the Juneteenth Commemorative Flag from June 14th through June 21st.

Staff Report - Juneteenth Flag Display 2024
Attach 1- Flag Policy #16
Attachments:

XIII. DISCUSSION AND/OR ACTION ITEMS

1. 22-865 FY 23/24 Sewer Fund Financial Analysis and Recommendations for FY 25/26 Rate Adjustments
RECOMMENDATION:

The City Council receive a presentation on the FY 23/24 Sewer Fund financial model run including the recommendation to proceed with a Proposition 218 process in Spring 2025 to increase rates in FY 25/26.

Staff Report - Sewer Health Fund Study
Presentation - Hercules Rate Study
Attachments:

2. 22-866 Adoption of the 2024-2026 Hercules City Council Strategic Goals RECOMMENDATION:

Receive and file the report on the Council Strategic Planning Workshop and adopt by resolution the 2024-2026 Hercules City Council Strategic Goals.

Staff Report - Adoption of the 2024-2026 Hercules City Council Strategic Goals Attach 1 - Resolution Adopting the 2024-2026 Hercules City Council Strategic Goals Attach 2 - Exhibit 1 - 2024-2026 Hercules City Council Strategic Goals Attachments:

3. 22-867 Hercules Branding Project and Logo Concepts
RECOMMENDATION:

Staff recommends that the City Council consider and select one logo option for finalization.

Staff Report - Hercules Branding Project Logo Concepts
Attach 1 - Draft - Focus Round Hercules Logo Survey Selections Attachments:

4. 22-875 Request for a Town Hall Meeting Regarding the Rodeo-Hercules Fire Protection District Long-term Sustainability Options
RECOMMENDATION:

Staff requests that the City Council discuss this item and provide direction.

Staff Report - Request for a Town Hall Meeting Re:the Rodeo-Hercules Fire Protection District Attach 1 - RHFD 12-13-2023 Special Meeting Agenda
Attach 2 - RHFD 5-15-2024 Special Meeting Agenda
Attachments:

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5 May 28, 2024City Council Meeting Agenda

5. 22-868 Remote Public Participation Update
RECOMMENDATION:

Provide direction to staff regarding a remote participation option for members of the public at public meetings.

Staff Report - Remote Participation Update
Attach 1 - Remote Participation Survey of Local Agencies 5/20/24 Attach 2 - 2.13.24 Staff Report - Remote Participation Attach 3 - Remote Participation Survey of Local Agencies 1/1/24 Attachments:

6. 22-869 Award of a Construction Contract in the amount of $84,910 for the Fire Station 76 Reroofing Project
RECOMMENDATION:

Adopt a resolution authorizing the City Manager to execute a construction contract with Lifetime Roofing & Renovation in the amount of $84,910 for the Fire Station 76 Reroofing Project, authorizing an additional expenditure of up to $8,491 for a 10% contingency on said construction contract, for a total not to exceed amount of $93,401, and appropriating the same from the General Fund/Capital Reserves to fully fund the project.

Staff Report - Fire Station 76 Reroofing Award
Attach 1 - Resolutuion -Fire Station 76 Reroofing Award Attachments:

7. 22-871 4th of July Fireworks Celebration
RECOMMENDATION:

City Council receive an update on the Bayfront 4th of July fireworks celebration, discuss, and provide direction to staff, if any.

Staff Report - Fireworks Celebration Update
Attach 1 - Map - 4th of July Fireworks Event
Attachments:

XIV. PUBLIC COMMUNICATIONS
This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

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6 May 28, 2024City Council Meeting Agenda
XV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

AND FUTURE AGENDA ITEMS
This is the time for brief announcements on issues of interest to the community. In accordance with the provisions of the Brown Act, matters which do not appear on this agenda but require City Council discussion may be either (a) referred to staff or other resources for factual information or (b) placed on a future meeting agenda.

1. Regional Committee

2. City Council Committees and Subcommittees

3. Commission Liaisons
XVI. ADJOURNMENT
The next Regular Meeting of the City Council will be held on Tuesday, June 11, 2024 at 7:00p.m. in the Council Chambers.

Agendas are posted in accordance with Government Code Section 54954.2(a) or Section 54956.

Members of the public can view electronic agendas and staff reports by accessing the City website at www.ci.hercules.ca.us and can receive e-mail notification of agenda and staff report postings by signing up to receive an e-notice from the City’s homepage. Agendas and staff reports may also be obtained by contacting the City Clerk at (510) 799-8200 (Posted: May 23, 2024)

INSTRUCTIONS ON HOW TO PARTICIPATE AND WATCH THE HERCULES CITY COUNCIL AND PLANNING

COMMISSION HYBRID MEETINGS
Attend in Person: Hercules City Council Chambers – 111 Civic Drive, Hercules, CA 94547 Attend via Zoom Teleconference: Details provided below and zoom webinar login, passcode and phone numbers provided on the agenda cover.

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7 May 28, 2024City Council Meeting Agenda
How to Submit Public Comments
In Person: Attend meeting at the Hercules City Council Chambers, fill out a public speaker card located on the side table and submit it to the City Clerk.

Via Zoom: At this time remote public comment is suspended and will not be accepted. To watch and listen only Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here or go to: https://www.zoom.us/join. Zoom also allows you to join by phone at +1-669-900-6833 or +1-929-205-6099 or +1-253-215-8782.

Written Comments Submitted Electronically: All comments received before 3:00 p.m. the day of the meeting will be provided to the City Council prior to the meeting and posted to the City’s agenda website and located by clicking on the “meeting details” tab. Written comments received after 3:00 p.m. will be provided to City Council and posted to the agenda website the following day. Written comments will not be read aloud during the meeting. Email comments to [email protected]. Please indicate which item on the agenda you are commenting on in the subject line of your email.

Written comments submitted in person or via mail: Additional ways to provide your public comment is to either drop off your comment in person to the front desk receptionist located in the City Hall lobby or to mail your comment to City of Hercules, ATTN: City Clerk – Public Comment (Meeting Date), 111 Civic Drive, Hercules, CA 94547 in time to reach the City Clerk no later than 3:00 p.m. on the day of the meeting or you can submit your comment by telephone by calling (510) 799-8208 no later than 3:00 p.m. on the meeting date.

If you need assistance with public comment, please contact: Eibleis Melendez City Clerk at [email protected] or by calling (510) 799-8208.

All public comments will become part of the official meeting record. As email containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email. The City cannot guarantee that its network and/or the website will not be uninterrupted. To ensure that the City Council receives your written comments, you are strongly encouraged to submit your comments in writing in advance of the meeting by 3:00 p.m. on the day of the Council or Commission meeting.

OTHER WAYS TO WATCH THE MEETING
Live on Channel 28: City Council meetings will replay the following Thursday at 7:00 p.m. and Saturday at 1:00 p.m.

Planning Commission meetings will replay the following Wednesday at 7:00 p.m. and Saturday at 9:00 a.m.

Video Streamed Live on the City’s Website:

To view City Council and Planning Commission meeting videos online go to: Hercules Meeting Videos.

Instructions to view Live or On-Demand Videos from the City’s website:

1. Go to: Hercules Meeting Videos or https://hercules.legistar.com/calendar.aspx.

2. Locate the desired meeting and date.

3. Click the associated “Video” link (Video status is as follows):

Video = Video is available for on demand viewing.

In Progress = Video is available for viewing during live recording.

Not Available = Video is either unavailable or has not been recorded.

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8 May 28, 2024City Council Meeting Agenda

THE HERCULES CITY COUNCIL ADHERES TO THE FOLLOWING POLICIES,

PROCEDURES AND REGULATIONS REGARDING CITY COUNCIL MEETINGS

1. SPECIAL ACCOMMODATIONS: In compliance with the Americans with Disabilities Act, if you require special accommodations to participate at a City Council meeting, please contact the City Clerk at 510-799-8208 at least 48 hours prior to the meeting.

2. AGENDA ITEMS: Persons wishing to add an item to an agenda must submit the final written documentation 12 calendar days prior to the meeting. The City retains the discretion whether to add items to the agenda. Persons wishing to address the City Council otherwise may make comments during the Public Communication period of the meeting.

3. AGENDA POSTING: Agendas of regular City Council meetings are posted at least 72 hours prior to the meeting at City Hall, the Hercules Swim Center, Ohlone Child Care Center, and on the City’s website (www.ci.hercules.ca.us),

4. PUBLIC COMMUNICATION: Persons who wish to address the City Council should complete the speaker form prior to the Council's consideration of the item on the agenda.

Anyone who wishes to address the Council on a topic that is not on the agenda and is relevant to the Council should complete the speaker form prior to the start of the meeting. Speakers will be called upon during the Public Communication portion of the meeting. In accordance with the Brown Act, the City Council may not take action on items not listed on the agenda. The Council may refer to staff any matters brought before them at this time and those matters may be placed on a future agenda.

In the interests of conducting an orderly and efficient meeting, speakers will be limited to three (3) minutes.

Anyone may also submit written comments at any time before or during the meeting.

5. CONSENT CALENDAR: All matters listed under Consent Calendar are considered to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Council or a member of the public prior to the time the City Council votes on the motion to adopt.

6. LEGAL CHALLENGES: If you challenge a decision of the City Council in court, you may be limited to raising only those issues you or someone else raised at the meeting or in written correspondence delivered at, or prior to, the meeting. Actions challenging City Council decisions shall be subject to the time limitations contained in Code of Civil Procedure Section 1094.6.

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9 PUBLIC HEARINGS

AGENDA ITEM

1. 22-861

10 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
Edwin Gato, Director of Finance
SUBJECT: Public Hearing on Proposed FY 2024-25 City of Hercules Budget Plan including the First Year of the Ten Year 2025–34 Capital Improvement Plan (CIP)
RECOMMENDED ACTION:

BACKGROUND:

The City Council held a series of budget workshops to discuss and review the proposed Five-Year Capital Improvement Plan (CIP) and FY 2024-25 Annual Budget at their regular meeting on March 26 and April 23, respectively. This is the first public hearing of the entire recommended annual budget. Based on Council’s concurrence or alternative direction received this evening, the desired changes (if any) will be incorporated into the final FY 2024-25 Annual Budget and recommended for adoption by the Council on June 11, 2024.

DISCUSSION:

Aside from the overall assumptions used and discussed at the budget workshops, a list of significant budget increases is incorporated on page 37 of the budget documents. Since the budget discussion at the last meeting on A pril 23, 2024, the following requests have been added and incorporated into the proposed annual budget:
22-861
11 1. Incorporation of the Landscaping and Lighting Assessment District’s (LLAD) into the

FY 2024 -25 proposed annual budget (pages 90-96) based on the Preliminary Engineer’s Report.

The five LLADs in the city provide:
 Well-maintained, attractive landscaping.
 Serviceable streetlighting along public streets.
 Fire breaks adjacent to open spaces.

They also provide for the upkeep of playgrounds, fields, park furniture, tennis courts, graffiti abatement, lighting, landscaping, water features, and trails in City parks. The expenses associated with the maintenance of these LLADs include labor, materials, equipment, utilities, repairs, and administration.

2. LLAD Coordinator

Staff recommend funding an LLAD Coordinator position to provide residents with better customer service and higher -level oversight of the landscaping and tree trimming contracts. Enh anced oversight and customer service would be gained through increased operational efficiency by having primarily one person assigned to this function instead of multiple people with other priorities related to buildings, sewers, and streets. Existing staff costs would be reallocated from the LLAD funds to the Facility Maintenance fund as there is a need to enhance the level of maintenance of public buildings. This reallocation will result in an approximate $106,000 increase to the Facility Maintenance fund. As a result of this reallocation, the addition of the LLAD Coordinator position will be cost -neutral for all LLADs, except for LLAD No. 83 -2 (Zone 10), which will have an annual increase of approximately $70,000 given the need to improve and better maintain City Parks as identified in the recently adopted Parks Master Plan.

FY 2024-25 Annual Proposed Budget
The entirety of the proposed FY 202 4-25 Annual Budget, including the City Manager’s Budget Message, is available online on the City’s website (www.ci.hercules.ca.us) and through the following link: https://www.ci.hercules.ca.us/government/finance/budgets

The proposed FY 2024-25 Budget is a living document that is subject to change until it is finalized and adopted tentatively on June 11, 2024. This evening’s public hearing was noticed in the local newspaper on May 16, 2024. The purpose of the public hearing is to provide a formal opportunity for community input. In addition, additional questions or proposals from the City Council will be incorporated into additional Budget Referrals and brought back for the Continued Public Hearing on June 11, 2024. At the City Council meeting on June 11, 2024, when there will be an opportunity for additional public input, it is anticipated that the City Council will adopt a final budget.

12 FISCAL IMPACT OF RECOMMENDATION:

Presuming the Council approves all the changes and adopts all the proposed, the City is projected to end the year with a General Fund cumulative available balance of $1.9 million, and $4.9 million in operating reserve, which is equivalent to 25% of the General Fund budget. Non-General Fund will end the year as follows:

ATTACHMENTS:

1. FY 2024-25 Proposed Annual Budget
Estimated Projected Ending
Fund/Fund Groups Revenues Appropriations Available Balance Special Revenues $6.7 $7.7 $10.5
Capital Projects $3.4 $3.4 $0.0
Debt Service $1.7 $1.7 $0.0
Sewer $7.4 $8.8 $6.2
Internal Service Funds $2.3 $2.5 $1.1
(In Millions)
13 CO

NSENT CALENDAR

AGENDA ITEMS

1. 22-862

2. 22-863

3. 22-864
14 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Adoption of a List of Projects for Fiscal Year 2024-25 funded by SB 1: the Road Repair and Accountability Act of 2017.

RECOMMENDED ACTION:

Adopt a resolution adopting a list of projects for Fiscal Year 2024-25 funded by SB 1: the Road Repair and Accountability Act of 2017.

BACKGROUND:

Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017, was passed by the Legislature and signed into law by the Governor in April 2017 to address transportation funding shortfalls statewide.

SB 1 includes accountability and transparency provisions to ensure interested residents are aware of the projects proposed for funding in Hercules. Specifically, the City is required under the Act to approve a list of all projects proposed to receive fund ing from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1. In addition to the project name, the project list must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement.
22-862
15 ANALYSIS:

The City’s SB1 list consists of projects in the Capital Improvement Program (CIP) for FY 2024-25 that meet the eligibility criteria of SB1. This includes maintenance, active transportation, and safety projects.

Following is the list of proposed projects which will be funded in part or solely with Fiscal Year 24-25 Road Maintenance and Rehabilitation Account revenues:

Project Title: Foxboro Pavement Rehabilitation Project Project Description: Base failure repair, grind, asphalt overlay, striping, ramp replacements.

Project Locations: Foxboro Neighborhood
Estimated Project Schedule: January 2025 through December 2026 Estimated Project Useful Life: 20 years

Project Title: Countywide Traffic signal Improvement Project Project Description: Traffic signal coordination project will include installation of video detection, back up batteries, traffic signal synchronization, and controller updates.

Project Locations: San Pablo Ave from south city limit to north city limit Estimated Project Schedule: July 2024 through December 2026 Estimated Project Useful Life: 20 years

Project Title: SF Bay Trail Wall Repair
Project Description: Make repairs to retaining wall to protect Bay Trail Project Locations: SF Bay Trail next to Bio-Rad property Estimated Project Schedule: July 2024 through June 2025 Estimated Project Useful Life: 50 years

FISCAL IMPACT:

The City will receive an estimated $673,002 in Road Maintenance and Rehabilitation Account funding. The Road Maintenance and Rehabilitation Account was created by SB1 and is funded by fuel taxes and vehicle fees.

ATTACHMENTS:

Attach 1 - Resolution

16 RESOLUTION NO._______

RESOLUTION ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2024-25 FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017

WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and

WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and

WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and

WHEREAS, the City, will receive an estimated $673,002 in RMRA funding in Fiscal Year 2024-25 from SB 1; and

WHEREAS, this is the eighth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and

WHEREAS, the City has undergone a robust public process to ensure public input into our community’s transportation priorities/the project list; and

WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost- effective projects that also meet the communities priorities for transportation investment; and

WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate streets within the Foxboro neighborhood, improve traffic signals along the San Pablo 17 Avenue Corridor, and repair a section of the San Fransico Bay Trial within the City this year and complete similar projects into the future; and

WHEREAS, the 2021 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in an “At-Risk” condition and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into a “Good” condition; and

WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.

NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of Hercules, State of California, as follows:

1. The foregoing recitals are true and correct.

2. The following list of newly proposed projects will be funded in-part or solely with Fiscal Year 2024-25 Road Maintenance and Rehabilitation Account revenues:

Project Title: Foxboro Pavement Rehabilitation Project Project Description: Base failure repair, grind, asphalt overlay, striping, ramp replacements.

Project Locations: Foxboro Neighborhood
Estimated Project Schedule: January 2025 through December 2026 Estimated Project Useful Life: 20 years

Project Locations: San Pablo Ave from south city limit to north city limit Estimated Project Schedule: July 2024 through December 2026 Estimated Project Useful Life: 20 years

PASSED AND ADOPTED by the City Council of the City of Hercules, State of California this 28th day of May, 2024, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

____________________________
Dan Romero, Mayor
ATTEST:

Eibleis Melendes, City Clerk

19 CO

NSENT CALENDAR

AGENDA ITEM

2. 22-863
20 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Authorize Display of Pride Month Commemorative Flag RECOMMENDED ACTION:

Approve the Display of Commemorative Flag for the month of June – Pride Month BACKGROUND:

Pursuant to the City’s approved Flag Policy, this item is being presented to allow the City Council to consider and approve a request of the Hercules City Council to display the Pride Flag at the Hercules Civic Center during the month of June.

If the Council also approves the display of the Juneteenth Flag from June 14th through June 21st, the Pride Flag will be displayed for the entirety of the month of June except for June 14th through June 21st.

FISCAL IMPACT:

None as a result of this action.

ATTACHMENTS:

Attachment 1 - Flag Policy – Administrative Policy #16
22-863
21 22
23 CO

NSENT CALENDAR

AGENDA ITEM

3. 22-864
24 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Authorize Display of Juneteenth Commemorative Flag RECOMMENDED ACTION:

Approve the Display of the Juneteenth Commemorative Flag from June 14th through June 21st.

BACKGROUND:

Officially designated Juneteenth National Independence Day, also known as Jubilee Day and Black Independence Day, Juneteenth has been celebrated on June 19th in various parts of the United States since 1865. In celebration of this historically significant event, in 2022 the City Council approved raising the Juneteenth Flag at the Hercules Civic Center from June 16th through June 23rd of 2023.

Pursuant to the City’s approved Flag Policy, this item is being presented to allow the City Council to consider and approve a request of the Hercules City Council to display the Juneteenth Flag this year at the Hercules Civic Center starting June 14th until June 21st.

June is also Pride Month, and the Council traditionally approves flying the Pride Flag for the entire month except for the intervening period around Juneteenth, when the Juneteenth Flag was displayed. Pursuant to the City’s Flag Policy, only one commemorative flag can be flown at a time at the designated location at Civic Center.

FISCAL IMPACT:

None as a result of this action.
22-864
25 ATTACHMENTS:

Attachment 1 - Flag Policy – Administrative Policy #16

26 27
28 DI

SCUSSION AND/OR ACTION

AGENDA ITEMS

1. 22-865

2. 22-866

3. 22-867

4. 22-875

5. 22-868

6. 22-869

7. 22-871
29 STAFF REPORT TO THE CITY COUNCIL
DATE: May 28, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Mike Roberts, Public Works Director/City Engineer Edwin Gato, Finance Director
SUBJECT: FY 23/24 Sewer Fund Financial Analysis and Recommendations for FY 25/26 Rate Adjustments
RECOMMENDED ACTION:

BACKGROUND:

City’s Sewer System
The City owns and operates the sewer collection system which consists of approximately 62 miles of gravity sewer mains including 1,660 manholes, six lift stations, 4.5 miles of force mains, and is connected to 7,000 private laterals from 8,300 parcels. The collection system service area includes all 26,000 residents of Hercules and conveys approximately

1.7 million gallons per day of wastewater to the Pinole -Hercules Water Control Plant, which is located at the bottom of Tennant Avenue in Pinole. The two Cities own 50/50 equal interests in the Plant which is managed by the City of Pinole. Expenditures for operational costs are determined from a pro rata share of flow and capital improvements costs are split 50/50. The treated effluent is then pumped through a force main which is considered to be part of the Plant infrastructure to the deep-water outfall in Rodeo, which is managed by the Rodeo Sanitation District. Costs for this facility are shared based upon flow contribution as outlined in the 3-party agreement.

City’s Sewer System Financial Model
Willdan Financial Services was previously selected to assess the health of the sewer fund and presented their initial study and recommendations to City Council in March 2021. For 22-865
30 this work they developed a financial m odel, which is built on an Excel platform. This provides a flexible tool which can be used to model different financial scenarios in real time, such as significant funding changes being contemplated or annual model updates to confirm the health of the Sewer Fund. Use of this model allowed for the FY 23/24 analysis to be performed in a cost-effective manner.

Data used to populate the model includes Operation & Maintenance (O&M) costs, the 5- Year Capital Improvement Program (CIP) for both the sewer collection system and Water Pollution Control Plant, existing rate revenue, growth projections and associated impact fee and rate revenues, and debt servic e. The model also establishes an O&M reserve equivalent to 180 days, a Capital Reserve not less than $1M, and a Debt Service Reserve of $1,600,000. This Debt Service Reserve amount is equal to the annual debt payment to the Water Resources Control Board for the low -interest loan to upgrade the Pinole - Hercules Wastewater Treatment Plant. Having a Debt Service Reserve is a requirement of the loan, as well as maintaining a debt service coverage ratio of operating revenues being 1.20 times annual debt service.

Willdan’s 2021 financial model indicated that if (1) no rate increases were implemented and (2) the Upper Sycamore Trunk Main project was not needed, then the financial metrics would all be satisfied until FY 23/24 when the debt service ratio would fall below

1.20. Flow monitoring was installed in the Winter of FY 22/23 to determine if the Upper Sycamore Trunk Main project was needed ; however, it did not rain so a determination could not be made. The flow monitoring was subsequently installed this la st winter and it was determined the $6M project was not needed and the FY 23/24 financial model could then be completed incorporating this information.

City Sewer Rates
Sewer rates, which are collected twice a year through the County tax roll, have not increased since 2014. Current rates are:

Single Family Homes, Townhomes, Condominiums $625.80 per year Apartments $427.16 per year
Commercial/Industrial $3.87/1,000 cubic feet of water
consumption

City Sewer Operations Staffing Levels
Approximately a decade ago the Public Works Department’s staffing levels were reduced by 40% and the Maintenance & Operations Division is now in the process of strategically rebuilding to sustainable levels and implementing succession planning. Currently the Division consists of a Superintendent, Supervisor, and 6 Maintenance Workers that oversee streets, facilities, lighting & landscaping, stormwater, and sewer. The sewer collection system is an essential facility that is highly regulated. Compliance is achieved by following the recommendations and mandates of the City’s Sanitary Sewer Management Plan, which is periodically updated and subject to audit by the Regional Water Quality Control Board. In the closely related field of stormwater, requirements are ratcheting up under the new MRP 3.0 permit which includes inventorying all of the City’s stormwater piping for asset management and tracking the associated maintenance costs, 31 which is an unfunded mandate. As discussed in more detail under the Analysis section, staff is recommending the addition of a Sewer and Storm Drain Supervisor.

ANALYSIS:

The 2023/24 model run indicates significant rate increases are needed to meet future financial obligations, as would be expected from not having a rate increase since 2014, including adjustments for inflation. The debt service ratio requirement of 1.20 is the most urgent to address, with other contributing factors being the rising cost of equipment, materials, personnel, and reserve fund requirements. The Sewer fund is required by the bond covenant to maintain a debt service coverage ratio of at least 1.20. The cost to pay for 70% of a Supervisor position, which is being r ecommended by staff, is also included in the model run (discussed in greater detail below).

The recommended rate increases for a Single-Family Residence over 5 years is shown below to provide a general idea of the increases proposed , while the rate increases for other categories are detailed in Att #1.

The increase would become effective in FY 25/26 since a Proposition 218 process would be required, which could occur in Spring 2025. This rate increase would place Hercules mid-range in comparison to comparable sewer utility providers in Contra Costa County.

32 It is also being recommended that condominiums and townhomes be combined into the multi-family rate with apartments, since they typically have 2 -3 bedrooms, while single family residences have 3-4 bedrooms. Additionally, it is recommended a new category for senior living be established given the lower effluent rates that they generate.

Lastly, staff is recommending 70% of a Supervisor position be funded to oversee the City’s sewer system while the remaining 30% would be funded out of Gas Tax to oversee the City’s storm drain system for the transportation network. Establishing the Sewer and Storm Drain Supervisor Position would implement Council’s draft Strategic Planning Goals of address ing staff capacity, developing a succession plan, and funding facilities assessment and maintenance. Should the Council wish to pursue this option, staff can provide additional justification for the position next fiscal year, ahead of the proposed rate increase.

FISCAL IMPACT:

There is no fiscal impact associated with this staff report.

ATTACHMENTS:

1. Presentation
33 City of Hercules
Sewer Utility Financial Overview
May 28, 2024
Willdan Financial Services
o Chris Fisher, Vice President
o Michael Cronan, Project Manager
34 2
Financial Overview Objectives
o Development of a 5-year financial plan
o Funding current and future operations, capital
o Debt repayment, compliance with bond covenants
o Maintaining adequate reserves for operations and capital o Equitable, cost-based rate structure
o Proposition 218 compliance
35 3
Factors Driving Financial Plan
o Rising operating costs (equipment, supplies, treatment, etc.) o Rising personnel costs (labor, benefits, pensions, etc.) o Rate study includes the addition of a Sewer & Stormwater Supervisor o Meeting debt service coverage to maintain compliance with debt covenants
o Increasing operating and capital costs at the Pinole-Hercules Water Pollution Control Plant
o Funding ongoing sewer collection capital projects
o Have not increased rates since 2014
o Starting rate adjustments in FYE 2026 through FYE 2030 36 City of Hercules
Sewer Rate Study
Methodology & Projections
4 37
5 Customer
Accounts Usage/Volumes
Customer Billing/Revenue Reconciliation
Revenue Sufficiency under
Existing Rates
Other Revenues Rate Design
Total Revenue Requirements
O&M Expenses Debt Service & Debt
Service Coverage
Liquidity
RequirementsCapital Expenditures
General Rate Study Methodology
38 6
-$4.00
-$2.00
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
2025 2026 2027 2028 2029 2030
Millions
Revenues over Expenditures (excluding Capital Expenses) Revenues Expenditures Net Results
0 100
200
300
400
500
2025 2026 2027 2028 2029 2030
Number of Days O&M in Cash Reserves
Days Target
-

0.50 1.00

1.50 2.00
2025 2026 2027 2028 2029 2030
Debt Service Coverage
Ratio Target (1.50x) Minimum (1.20x)
Status Quo Projections
39 7
Capital Improvement Program
40 5-Year Financial Plan
8 o 5-year annual rate path
o 5-year annual bill path
o Comparison with neighboring utilities – annual bills
o Projected financial metrics & operating results over the 5- year financial plan including rate adjustments
41 9
5-Year Annual Rate Path
42 10
5-Year Annual Bill Path
Existing
2024 2025 2026 2027 2028 2029 2030
Annual Sewer Bill $625.80 $625.80 $801.73 $857.85 $909.32 $945.69 $978.79 Difference ($) $- $175.93 $56.12 $51.47 $36.37 $33.10
Difference (%) 0.00% 28.11% 7.00% 6.00% 4.00% 3.50%
Annual CPI (as of April 2024) 3.77% 3.77% 3.77% 3.77% 3.77% 3.77% $625.80 $625.80
$801.73 $857.85 $909.32 $945.69 $978.79
$-
$200
$400
$600
$800
$1,000
$1,200
Annual Sewer Bill
43 11
$473.55
$625.80
$725.00 $750.00 $801.73 $854.00 $883.44
$916.00
$1,165.62 $1,210.00
$872.20
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
Total Sewer Bill Average of Comparison Utilities
Annual Neighboring Utility Comparison
44 12
-$2.00
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
2025 2026 2027 2028 2029 2030
Millions
Revenues over Expenditures (excluding Capital Expenses) Revenues Expenditures Net Results
-
50 100
150
200
2025 2026 2027 2028 2029 2030
Number of Days O&M in Cash Reserves
Days Target
-

0.50 1.00

1.50 2.00
2025 2026 2027 2028 2029 2030
Debt Service Coverage
Ratio Target (1.50x) Minimum (1.20x)
Adjusted Financial Metrics
45 City of Hercules
Sewer Rate Study

QUESTIONS
13 46
14 Municipal Advisor Disclosure
Willdan Financial Services (“Willdan”) is registered as a "municipal advisor" pursuant to Section 15B of the Securities Exchange Act and rules and regulations adopted by the United States Securities and Exchange Commission ("SEC") and the Municipal Securities Rulemaking Board ("MSRB"). The MSRB has made available on its website (www.msrb.org) a municipal advisory client brochure that describes the protections that may be provided by MSRB rules and how to file a complaint with the appropriate regulatory authority. As part of its SEC registration Willdan is required to disclose to the SEC information regarding criminal actions, regulatory actions, investigations, terminations, judgments, liens, civil judicial actions, customer complaints, arbitrations and civil litigation involving Willdan. Pursuant to MSRB Rule G-42, Willdan is required to disclose any legal or disciplinary event that is material to Client's evaluation of Willdan or the integrity of its management or advisory personnel. Willdan has determined that no such event exists. Copies of Willdan’s filings with the United States Securities and Exchange Commission can currently be found by accessing the SEC's EDGAR system Company Search Page which is currently available at: https://www.sec.gov/edgar/searchedgar/companysearch.html and searching for either Willdan Financial Services or for our CIK number which is 0001782739.

For the avoidance of doubt and without limiting the foregoing, in connection with any revenue projections, cash-flow analyses, feasibility studies and/or other analyses Willdan may provide the municipality with respect to financial, economic or other matters relating to a prospective, new or existing issuance of municipal securities of the municipality, (A) any such projections, studies and analyses shall be based upon assumptions, opinions or views (including, without limitation, any assumptions related to revenue growth) established by the municipality, in conjunction with such of its municipal, financial, legal and other advisers as it deems appropriate; and (B) under no circumstances shall Willdan be asked to provide, nor shall it provide, any advice or recommendations or subjective assumptions, opinions or views with respect to the actual or proposed structure, terms, timing, pricing or other similar matters with respect to any municipal financial products or municipal securities issuances, unless formally engaged to provide such information. 47 DISCUSSION AND/OR ACTION

AGENDA ITEM

2. 22-866

48 REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Adoption of the 2024-2026 Hercules City Council Strategic Goals RECOMMENDED ACTION:

Receive and file the report on the Council Strategic Planning Workshop and adopt by resolution the 2024-2026 Hercules City Council Strategic Goals.

BACKGROUND:

The City of Hercules held a Council goal-setting workshop on Saturday, April 13, 2024, at the City Hall Senior Center. The workshop was facilitated by representatives from Tripepi Smith Talent Solutions and provided an opportunity for Council members to review and discuss priorities, celebrate recent successes, discuss best practices, and strengthen teamwork. The attached report contains a summary of the results of the goal-setting session.

ANALYSIS:

Strategic planning is a common best practice for all organizations. Identifying broad goals, defining success for the organization and helping to set a direction for the team that works daily to deliver is a logical management practice. In city governments, this takes on a particularly important role where the function of the elected leaders is to set targets and priorities for the agency staff, and then to unleash the city staff to work on accomplishing the goals and delivering for the community. An effective strategic planning process both informs city staff about the priorities of the city council they serve and helps council members resolve their competing priorities and visions for the city they serve.

City managers find the strategic planning process to be particularly helpful as it gives them a chance to hear from all the council members in a public forum where they can 22-866
49 engage each other in a healthy dialogue of shared missions and visions. This process also aids the city staff leadership team, allowing them to share their expertise to help inform the elected leaders about areas of concern, potential focus areas, and stra tegic solutions. The robust exchange can align the city staff to the aspirations of the city council and provide a three-to-five-year vision for their work and budget priorities.

The City of Hercules engaged Tripepi Smith Talent Solutions (TSTS) to lead a strategic planning process for the City Council in January 2024. The process included an interview with the City Manager, individual interviews with council members, a facilitated City Council workshop, a debrief of the workshop with city staff , and the a ssembly of this report.

The purpose of the process is not only to identify goals but also to establish a work plan with reportable objectives to accomplish those goals and provide ongoing progress reports to the City Council.

FISCAL IMPACT:

The recommended action carries no fiscal impact. Funding for programs and projects described in the document will become part of the City’s normal annual and long -term planning and budgeting processes.

ATTACHMENTS:

1. Resolution

2. Exhibit A – 2024-2026 Hercules City Council Strategic Goals 50 RESOLUTION NO. ____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES ADOPTING THE 2024-2026 HERCULES CITY COUNCIL STRATEGIC GOALS

WHEREAS, strategic planning is a disciplined effort of establishing the direction of an organization by assessing procedures and decisions to move the organization forward; and

WHEREAS, the benefits of strategic planning are that organizations can increase their effectiveness and efficiency, make better decisions, improve communications with the public; and

WHEREAS, the consulting firm Tripepi Smith Talent Solutions led the City through the strategic planning process and developed a report identifying City Council’s goals for 2024-2026 and beyond; and

WHEREAS, the City Council has reviewed the report and believes that it appropriately captures the goals identified by the City Council,

NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of Hercules does hereby adopt the attached report along with the identified goals for 2024-2026.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 28th day of May 2024, by the following vote of the Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

____________________________
DAN ROMERO, Mayor

ATTEST:

________________________________
Eibleis Melendez, City Clerk
51 City of Hercules
2024 Strategic Goals
Plan Assembled By:

Authors:

Ryder T odd Smith, Principal
Christine Martin, Director
Kylie Sun, Business Analyst
Completed May 2024
1 52
T able of Contents
Summary 3
Key Concepts for Strategic Planning 4
Review of Vision, Mission and Values 4
City of Hercules’ Vision 4
City of Hercules’ Mission 4
City of Hercules’ Values 4
Strategic Goals 5
Goal #1 – Advance Progress of the Hercules Hub 5
Goal #2 – T ake Steps to Address the City’ s Fiscal Sustainability 6 Goal #3 – Improve Community Transparency and Communication 6 Goal #4 – Continue Investing in a Winning T eam at City Hall 7 Goal #5 – Plan and Fund Major Infrastructure 7
Goal #6 – Develop a Comprehensive Land-Use Strategy 8
Goal #7 – Develop a Comprehensive Economic Development Strategy 9 Exhibit A – April 13, 2024 Agenda 10
Exhibit B – April 13, 2024 Tripepi Smith PowerPoint Deck 11 2 53
Summary
Strategic planning is a common best practice for all organizations. Identifying broad goals, deﬁning success for the organization and helping to set a direction for the team that works daily to deliver is a logical management practice. In city governments, this takes on a particularly important role where the function of the elected leaders is to set targets and priorities for the agency staff, and then to unleash the city staff to work on accomplishing the goals and delivering for the community. An effective strategic planning process both informs city staff about the priorities of the city council they serve and helps council members resolve their competing priorities and visions for the city they serve.

City managers ﬁnd the strategic planning process to be particularly helpful as it gives them a chance to hear from all the council members in a public forum where they can engage each other in healthy dialogue of shared missions and visions. This process also aids the city staff leadership team, allowing them to share their expertise to help inform the elected leaders about areas of concern, potential focus areas, and strategic solutions. The robust exchange can align the city staff to the aspirations of the city council and provide a three-to- ﬁve-year vision for their work and budget priorities.

The City of Hercules engaged Tripepi Smith T alent Solutions (TSTS) to lead a strategic planning process for the City Council in April 2024. The process included an interview with the City Manager, individual interviews with four of ﬁve council members, a facilitated City Council workshop, a debrief of the workshop with city staff and the assembly of this report.

The purpose of the process is not only to identify goals, but also to establish a work plan with reportable objectives to accomplish those goals and provide ongoing progress reports to the City Council.
3 54
Key Concepts for Strategic Planning
T o create a uniform understanding of key terms used in strategic planning, the following explanations are offered:

Vision What is Hercules’ overarching aspiration for the City and community? Think 30+ years out.

Mission What is Hercules currently focusing on to achieve the vision? Values What core principles guide Hercules in pursuit of its vision and mission? Strategic Goals What deﬁnable elements are necessary to deliver or show progress on the mission in the two-year goal cycle?
Review of Vision, Mission and Values
Given time constraints, TSTS advised the City Council to give a cursory review of the vision, mission and values to ensure there were no egregious issues. A deeper review of the vision, mission and values requires a more extensive and detailed process that can be undertaken at a later date. During the workshop, the City Council offered modest suggestions for future adjustments to vision, mission and values, but no edits were formally approved. The Council agreed to revisit the vision, mission and values at a later date.

City of Hercules’ Vision
The City of Hercules is a richly diverse community, serving as a major transportation hub and a prime destination for the Bay Area. It is built on a sound economic and physical infrastructure, and its residents enjoy public safety, security, well-maintained parks, streets and public facilities. We conduct our work in an atmosphere of trust and respect. We constantly look for better ways to deliver services and always strive for excellence.

City of Hercules’ Mission
Our mission is to lead our diverse community and enhance the quality of life in the City of Hercules, now and in the future. We do this by providing effective, ef ﬁcient, responsive, and
innovative services with integrity and a culture of transparency.

City of Hercules’ Values
● Integrity – Honesty, transparency, fair dealing
● Professionalism – Exemplary conduct, competence, continuous improvement, respect ● Service – Customer orientation, courtesy, hard work, striving for excellence ● Collaboration – T eamwork, communication, community interaction and outreach ● Creativity – Thinking, innovating, encouraging critical analysis ● T enacity – Setting priorities, staying focused, not getting discouraged ● Responsibility – T aking ownership of one's work, accountability, going the extra mile 4 55
Strategic Goals
Each City Council member was offered the opportunity to ﬁll out a questionnaire and participate in a one-on-one interview with TSTS to provide initial insight and feedback on individual concerns and priorities. After meeting with four of ﬁve council members, TSTS reviewed the feedback, identi ﬁed and consolidated concerns and priorities and presented six goals at a special meeting held on April 13, 2024 1. The council members engaged in robust discussion, agreed with the six goals in concept, identi ﬁed one new goal and offered language adjustments and/or additional objectives within each goal. While the meeting was publicly noticed and open to the public, no members of the public were present at the strategic planning workshop. TSTS relied on the discussion to assemble this report, and it is anticipated that the City Council, when adopting the report, will also be adopting the objectives and tactical steps noted within those goals.

Following the facilitated meeting, city staff met to discuss and develop a work plan with department-level objectives and tactical steps that will provide a measurable way to track and report progress on the strategic goals. This report outlines the seven goals identi ﬁed by City Council, along with tactical steps and metrics for each. *Please note: The goals are not listed in any particular order.

Goal #1 – Advance Progress of the Hercules Hub
Objective T actical Steps Timeline
Develop regional
partnerships
Participate and collaborate with other
agencies, their boards and commissions, and
other stakeholder groups to raise awareness
of the Hercules Hub and regional
transit-related issues, surface opportunities for
partnership, and support appropriate
transportation revenue-generating measures.

Ongoing
Enhance lobbying
efforts/contracts
Secure the services of a federal lobbyist as an
advocate on behalf of the Hercules Hub. Winter 2024
Continue to keep the
community informed
Utilize social media and other informational
platforms to disseminate information regularly
and when new developments occur.

Ongoing
Initiate the Train Station
design
Secure sufﬁcient grant funding to begin the
station design. Summer 2025
1 Exhibit A includes the special meeting agenda; Exhibit B includes the PowerPoint deck presented by TSTS 5 56
Goal #2 – T ake Steps to Address the City’ s Fiscal Sustainability Objective T actical Steps Timeline
Improve efﬁciency
through a budget review
process
Continue to improve and create a more robust
Capital Improvement Plan (CIP) with special
attention to service delivery methodology,
addressing deferred maintenance, and
prioritizing projects.

Spring 2025;
Ongoing
Explore revenue sources
to meet current and
future needs
Present to Council future revenue-generating
options that include:
● Sales T ax
● UUT (Utility User T ax)
● Grant opportunities
● General Obligation (GO) bonds
● Lease Revenue/Certiﬁcate of
Participation (COP) bonds
● Real Property Transfer T ax
Winter 2024
Goal #3 – Improve Community Transparency and Communication Objective T actical Steps Timeline
Improve communication
on the progress of
Strategic Goals
Provide quarterly updates at City Council
meetings and post the progress to a
dedicated strategic plan web page on the
City’ s website.

Fall 2024;
Ongoing
Provide community
engagement
opportunities outside of
Council meetings
Provide twice-a-year workshops/town halls to
allow residents to connect with the City
outside of Council meetings and the rigid
public comment process.

Winter 2024;
Ongoing
Encourage residents to
be more involved in civic
affairs
Evaluate and report back on ways to improve
resident engagement, such as a resident
academy.

Winter 2024
6 57
Goal #4 – Continue Investing in a Winning T eam at City Hall Objective T actical Steps Timeline
Address staff capacity
Initiate a gap analysis of strategic goal
priorities and staff capacity. Spring 2025
Initiate a staf ﬁng comparison study of
comparable cities (population, city services,
department size, and total FTEs).

Spring 2025
Develop a succession
plan
Identify critical and vulnerable positions;
Identify a talent pipeline; and identify
employees in the qualiﬁed positions who
could temporarily ﬁll the vacancy and
potentially apply as candidates for the
position should the need arise.

Winter 2024
Create a succession development plan with
training and learning opportunities that are
aligned with the successor position.

Winter 2025
Invest in ongoing staff
education and training
through conferences and
other learning tools
Survey staff to assess service and/or training
gaps in each department and the City
organization, as a whole.

Summer 2025
Use the above-mentioned (succession plan)
education/experience assessment and cross
reference with survey/interviews.

Spring 2026
Identify training opportunities/conferences,
including complimentary webinars, for each
department.

Spring 2025;
Ongoing
Build a high-performance
culture that both yields
efﬁcient results and
increases staff retention
Review and analyze potential standards to
deﬁne and measure high performance
culture.

Spring 2025
Survey and initiate standards for ef ﬁciency. Spring 2025 Survey and initiate standard retention goals,
to include impediments and opportunities. Spring 2025
7 58
Goal #5 – Plan and Fund Major Infrastructure
Objective T actical Steps Timeline
Identify and set priorities
related to major
infrastructure
Review and reﬁne policy for prioritizing capital
projects as part of the budgeting process. Spring 2025
Continue progress on the
Capital Improvement
Plan
Continue to update the City Council on
progress during the mid-year CIP progress
report process.

Spring 2025
Devise a plan for funding
the Parks and Recreation
Facilities Master Plan
Identify grant opportunities, sponsorships,
partnerships, and available Capital
Improvement funds for projects called out in
the 5–year Park Master Plan Action Plan.

Ongoing
Devise a plan for funding
facilities assessment and
maintenance
Maintain and reﬁne the recently established
Facility Replacement Fund to address the
backlog of large unfunded maintenance and
infrastructure projects.

Spring 2025
Goal #6 – Develop a Comprehensive Land-Use Strategy
Objective T actical Steps Timeline
Complete the Housing
Element certiﬁcation
process and begin
implementation
Work with the State Department of Housing
and Community Development to complete
the review and certiﬁcation of the Housing
Element.

Spring 2025
Update the General Plan
Secure the services of a consultant to update
the General Plan, which will include land-use
strategies for the redevelopment of shopping
centers and commercial sites with mixed-use.

Spring 2025
Complete the General Plan update. Spring 2027 2
Update Council and
community on affordable
housing progress and
RHNA3 obligations
Continue annual reporting to the City Council
on the status of development projects and
Housing Element RHNA (Regional Housing
Needs Allocation) progress.

Ongoing
3 RHNA stands for Regional Housing Needs Allocation
2 The timeline for completing the General Plan update is outside of the two-year goal cycle 8 59
Goal #7 – Develop a Comprehensive Economic Development Strategy Objective T actical Steps Timeline
Devise strategies to
expand retail and attract
businesses
Develop an Economic Development strategy
in conjunction with the General Plan update. Spring 2026 Continue to implement the Business
Attraction Grant program. Ongoing
9 60
Exhibit A – April 13, 2024 Agenda
10 61
Exhibit B – April 13, 2024 Tripepi Smith
PowerPoint Deck
11 62
12 63
13 64
14 65
15 66
16 67
17 68
18 69
19 70
DI

SCUSSION AND/OR ACTION

AGENDA ITEM

3. 22-867
71 REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Hercules Branding Project and Logo Concepts
RECOMMENDED ACTION:

Staff recommends that the City Council consider and select one logo option for finalization.

BACKGROUND:

Hercules has evolved over the last few decades to become a more vibrant and inclusive community with many new developments . More families, professionals, and businesses are attracted to the City due to its growth into a transit-oriented community, convenient location to major job centers, and lifestyle opportunities. Therefore, staff believes the City of Hercules could benefit from building brand awareness by utilizing various public relations strategies and activities. A public relations firm could perform a range of duties that will familiarize residents, visitors, and the region with the distinctive qualities of the City and the opportunities that come with residing, visiting, and investing in the City.

ANALYSIS:

As part of the logo development process, Tripepi Smith interviewed City staff, individually interviewed City Councilmembers and did a Brand Survey outreach to Hercules community members, and community based organizations. All 180 Brand Survey responses received were incorporated in the Brand Research Summary, driving the development of eight logo concepts that were reviewed and discussed by City Council at the April 23, 2024 Council meeting.

Based on feedback from City Council, Tripepi Smith created a refined set focusing on four logo design concepts for consideration. To gather feedback from community partners, 22-867
72 Tripepi Smith distributed a “Focus Round” Survey via email asking participants to identify which concept and overall logo design they preferred.

Feedback on these logo concepts received from Council will be applied to the final logo design and logo library that will be presented for adoption by City Council at a subsequent meeting.

FISCAL IMPACT:

There is no additional fiscal impact associated with this item.

ATTACHMENTS:

1. Attachment 1 – Draft Focus Round City Logo Options

73 Since 1900
City of HerculesCalifornia
City of HerculesCalifornia
Since 1900
City of Hercules

CALIFORNIA
Since 1900
Concept #1A Concept #1B Concept #1C
Alternate Fonts Alternate Border
74 CITY OF
California

HERCULES

CITY OF
California

HERCULES

CITY OF
California

HERCULES
Concept #2A Concept #2B
Alternate Coloring
Concept #2C
Alternate Coloring
75 CALI F O R NIA
City of Hercules

CALIFORNIA
City of Hercules
California

CITY OF HERCULES
Concept #3A Concept #3B
Alternate Fonts & Coloring
Concept #3C
Alternate Fonts & Coloring
76 Concept #4A
California

HERCULES
California

HERCULES
Californi/a.salt

HERCULES
Concept #4B
Alternate Font, No Quail
Concept #4C
Alternate Image Shape
77 DISCUSSION AND/OR ACTION

AGENDA ITEM

4. 22-875

78 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Request for a Town Hall Meeting Regarding the Rodeo-Hercules Fire Protection District Long-term Sustainability Options RECOMMENDED ACTION:

Staff requests that the City Council discuss this item and provide direction.

BACKGROUND:

At the May 14, 2024, City Council meeting, Mayor Romero requested that a discussion item be placed on the City Council agenda to host a town hall meeting with the Rodeo-Hercules Fire Protection District (RHFD) to discuss their analysis of the District’s long-term sustainability options.

DISCUSSION:

As the Council may recall, the RHFD has explored various options for achieving the long- term sustainability of the agency in the past. Most recently, in July 2023, the RHFD board approved a scope of work for a consultant to analyze the long-term sustainability needs of the agency. Since that time, the District and its consultant have evaluated the various programs, policies, and procedures to identify gaps in service, single points of failure, and efficient methods for achieving their strategic planning goals.

In December 2023, District staff and their consultant provided an update to the board on the findings of the analysis and the identified options for the long-term sustainability of the agency. The three options that were presented to the Board included:

1. Option A - Secure approximately $1.2 million per year in additional funding for the District to achieve a minimal level of self-sufficiency and limit risk and liability to the agency.
22-875
79 2. Option B - Contract services out to another fire agency.

3. Option C - Vote to have the District annexed into the Contra Costa County Fire Protection District.

According to District staff, in March 2024, an RFP for a contract for fire service was issued at the direc tion of the Board . The RFP did not yield any responsive bidders, which effectively removed the contract for service as a viable sustainability option. In April 2024, the Board directed staff to enter discussions with ConFire and explore the possibility of annexation.

At a special RHFD meeting on May 15, 2024 , the RHFD Board voted to move forward with the following:

1. Direct staff to develop a Service Plan that meets LAFCo standards for RHFD board review.

2. Direct staff to host at least (2) Town Hall style meetings to provide the community with an overview of the proposal and answer any specific questions from stakeholders.

3. Coordinate another RHFD special meeting to review the findings and, with board support, vote on a resolution to annex.

The District has scheduled a Town Hall style meeting for Hercules, on June 18th at 6 pm at City Hall. There will also be one in Rodeo on June 29th at 9 am.

FISCAL IMPACT:

None because of this action.

ATTACHMENTS:

1 - RHFD Special Board Meeting Agenda-December 13, 2023 2 - RHFD Special Board Meeting Agenda-May 15, 2024

80 RODEO-HERCULES FIRE PROTECTION DISTRICT
1680 REFUGIO VALLEY ROAD, HERCULES, CALIFORNIA 94547
(510) 799-4561 FAX: (510) 799-0395

SPECIAL BOARD MEETING AGENDA
DECEMBER 13, 2023

6:00 p.m.

MEETING LOCATION:

City of Hercules
City Hall
111 Civic Drive
Hercules, CA 94547

To access meeting remotely:

Please click on the link below to join the webinar by Zoom:
https://us02web.zoom.us/j/86941244168?pwd=ODZRbWU2UGEvMVUvc3dyQ1ZDc3pTUT09

Or by phone: 1-669-900-9128
Webinar ID: 869 4124 4168
Passcode: 124739

The Rodeo Hercules Fire Protection District (“District”), in complying with the Americans with Disabilities Act (“ADA”), requests individuals who require special accommodations to access, attend, and/or participate in District Board meetings due to a disability, to please contact the District Chief’s office at (510) 799-4561, at least one business day before the scheduled District Board meeting to ensure that the District may assist you.

1. CALL TO ORDER/ROLL CALL

2. PLEDGE OF ALLEGIANCE

3. STRATEGIC PLAN WORKSHOP

A. RHFD SUSTAINABILITY OPTIONS (ACTION), DESPAIN, 90 MINUTES

B. FINALIZE STRATEGIC PLAN AND BUSINESS PLAN BROCHURES FOR DISTRIBUTION (ACTION), BOWMAN AND MIKEL, 30 MINUTES

4. ADJOURNMENT

Agendas are posted in accordance with Government Code §54954.2(a) or §54956. Agendas and documents can be viewed by accessing the District website at www.rhfd.org. Posted on: December 7, 2023. 81 RODEO-HERCULES FIRE

DISTRICT

SUSTAINABILITY OPTIONS
DECEMBER 13, 2023
Micheal Despain M.A., EFO, CFO, MIFireE
82 SCOPE OF PROJECT
¡ Analyze current organizational systems and programs for any gaps ¡ 2022 Management/Administration Assessment
¡ 2022-2027 Strategic Plan
¡ Analyze all reasonable proposed partners and provide pros and cons ¡ Provide recommendations for consistent and reliable methods of generating revenue
¡ Provide additional services as needed and directed by the Board 83 ANALYZE CURRENT ORGANIZATIONAL SYSTEMS AND PROGRAMS

FOR ANY GAPS
¡ 2022 Management/Administration Assessment
¡ Strategic Recommendation 1 – Decide on an option for Executive Staff and Admin Support for the RHFD. Implement strategies to realistically support administrative and human resources processes that are in alignment with District capacity. ¡ Strategic Recommendation 2 – Decide on an option to support investment in recruitment, retention, training, professional development, succession, health and safety, and behavioral wellness of personnel.
¡ Strategic Recommendation 3 – Enhance regional service delivery opportunities. ¡ Specific Recommendation 4 – Provide professional training to the Board of Directors on the roles and responsibilities of Board Members, staff, improving teamwork and effective governance. ¡ Specific Recommendation 5 – Hire a consultant that specializes in assisting elected Board and Officials Development strategies for effective governance, teamwork, professional standards and establishing roles and responsibilities of elected officials and staff. ¡ Specific Recommendation 6 – Provide training to the Fire Chief and other Executive staff to increase administrative skills and abilities.
84 ANALYZE CURRENT ORGANIZATIONAL SYSTEMS AND PROGRAMS

FOR ANY GAPS
¡ The Ad Hoc Committee has not had adequate time to review all the information in this presentation, especially some last-minute financial updates. The Ad Hoc committee is planning a followup meeting on January 31st, 2024, toanswer any questions we can’t answer tonight as well as provide on opportunity to research any additional options the board wishes to consider.
85 Option 1 – Current Status Option 2 – Recommendations to Maintain Sustainable Local
Control
Option 3 - Outsource Services
What are the current gaps in service?
What service gaps can be closed?
What service gaps are acceptable?
What services need to lessened or
discontinued?
What are the impacts to the
community? (WIFM)
Preserve services (types of services
and levels)
Remain sustainable
Cost increases or savings
Which agencies or entities?
What services?
What level of performance
measurement?
What are the impacts to the
community? (WIFM)
86 CURRENT ORGANIZATIONAL SYSTEMS AND PROGRAMS
¡ Administrative Services –
¡ No data/GIS support - Solved
¡ No State Mandated Inspection Reporting – In progress
¡ Missing contracts with service provider - In progress ¡ Finance –
¡ No capacity to write or administer grants – In progress ¡ Single Point of Failure for Payroll – SEE RECOMMENDATIONS ¡ Battalion 7 contract with ConFire - SEE RECOMMENDATIONS ¡ Fire prevention program
¡ Implemented a contract for life safety inspections – In Progress ¡ Confirmed proposed benchmark performance standards for inspection program – SEE RECOMMENDATIONS ¡ Refining the weed abatement program to be more proactive - SEE RECOMMENDATIONS ¡ Cost Recovery program - SEE RECOMMENDATIONS
87 OCCUPANCY ASSESSMENT
88 VEHICLE ASSESSMENT
Status Apparatus Vehicle
Year
Actual
Mileage
Total
Points Condition Rating
In Service Engine 75 (759) 2020 18,026 10 Excellent
In Service Quint 76 2020 14,964 9 Excellent
Backup Engine 75A (756) 2014 66,000 24 Plan For Replacement/Reserve Status Backup Quint 76A (769) 2006 107,703 39 Decommission
Cross Staff Engine 375 (758) 2008 17,500 21 Plan For Replacement/Reserve Status Cross Staff Engine 376 (768) 2006 24,697 22 Plan For Replacement/Reserve Status Staff 7500 (752) 2017 49,816 13.5 Excellent
Staff 7501 2017 68,000 20 Good
Staff 7501 Replacement 2023 1,000 0 Excellent
Staff S2 (Expedition 751) 2005 173,295 34.5 Plan For Replacement/Reserve Status Staff S3 (Escape) 2007 33,588 22 Plan For Replacement/Reserve Status Staff PU76 (760) 2005 56,406 24.5 Reserve Status
Plan For Replacement/Reserve Status
Reserve Status
0-14 Points Condition 1
15 to 20 Points Condition 2 Good
Excellent
Condition 535+ Points
Point Ranges Condition Rating Condition Description
27 to 34 Points Condition 4
21 to 26 Points Condition 3
Decommission
89 DATA ASSESSMENT
90 1. Percentage of time Turnout time for fire/rescue calls were within 1 minute and 50 seconds. a. 2022 = 48.96%

2. Percentage of time Turnout time for EMS calls were within 1 minute and 30 seconds. a. 2022 = 37.26%

3. Percentage of time total response time for the first suppression unit on fires/rescues were within 8 minutes in the urban areas.
a. 2022 = 52.25%

4. Percentage of total response time for EMS calls within 7 minutes and 40 seconds a. 2022 = (RHFD w/AMR) = 53.14%

RESPONSE TIME PERFORMANCE GAPS
91 0
5 10
15 20
25 0:00 :0 00:00 :1 00:00 :2 00:00 :3 00:00 :4 00:00 :5 00:01 :0 00:01 :1 00:01 :2 00:01 :3 00:01 :4 00:01 :5 00:02 :0 00:02 :1 00:02 :2 00:02 :3 00:02 :4 00:02 :5 00:03 :0 00:03 :1 00:03 :2 00:03 :3 00:03 :4 00:03 :5 00:04 :0 00:04 :1 00:04 :2 00:04 :3 00:04 :4 00:04 :5 00:05 :0 0 Turnout, Code 3, Q176 & E75, with PPE, Nighttime and Daytime Bins Frequency Cumul. Freq. Cumul Freq. Perc.
0:00:00 0 0 0.0%
0:00:05 0 0 0.0%
0:00:10 0 0 0.0%
0:00:15 0 0 0.0%
0:00:20 10 10 2.9%
0:00:25 7 17 4.9%
0:00:30 4 21 6.0%
0:00:35 3 24 6.9%
0:00:40 10 34 9.7%
0:00:45 9 43 12.3%
0:00:50 11 54 15.5%
0:00:55 18 72 20.6%
0:01:00 8 80 22.9%
0:01:05 11 91 26.1%
0:01:10 5 96 27.5%
0:01:15 12 108 30.9%
0:01:20 10 118 33.8%
0:01:25 9 127 36.4%
0:01:30 9 136 39.0%
0:01:35 11 147 42.1%
0:01:40 17 164 47.0%
0:01:45 20 184 52.7%
0:01:50 8 192 55.0%
0:01:55 13 205 58.7%
0:02:00 10 215 61.6%
0:02:05 13 228 65.3%
0:02:10 16 244 69.9%
0:02:15 12 256 73.4%
0:02:20 9 265 75.9%
0:02:25 11 276 79.1%
0:02:30 13 289 82.8%
0:02:35 8 297 85.1%
0:02:40 7 304 87.1%
0:02:45 8 312 89.4%
0:02:50 10 322 92.3%
0:02:55 5 327 93.7%
0:03:00 3 330 94.6%
0:03:05 1 331 94.8%
0:03:10 4 335 96.0%
0:03:15 1 336 96.3%
0:03:20 4 340 97.4%
0:03:25 1 341 97.7%
0:03:30 2 343 98.3%
0:03:35 2 345 98.9%
0:03:40 1 346 99.1%
0:03:45 3 349 100.0%
0:03:50 0 349 100.0%
0:03:55 0 349 100.0%
0:04:00 0 349 100.0%
0:04:05 0 349 100.0%
0:04:10 0 349 100.0%
0:04:15 0 349 100.0%
0:04:20 0 349 100.0%
0:04:25 0 349 100.0%
0:04:30 0 349 100.0%
0:04:35 0 349 100.0%
0:04:40 0 349 100.0%
0:04:45 0 349 100.0%
0:04:50 0 349 100.0%
0:04:55 0 349 100.0%
0:05:00 0 349 100.0%
92 0
10 20
30 40
50 60
70 80
0:00 :0 00:00 :1 00:00 :2 00:00 :3 00:00 :4 00:00 :5 00:01 :0 00:01 :1 00:01 :2 00:01 :3 00:01 :4 00:01 :5 00:02 :0 00:02 :1 00:02 :2 00:02 :3 00:02 :4 00:02 :5 00:03 :0 00:03 :1 00:03 :2 00:03 :3 00:03 :4 00:03 :5 00:04 :0 00:04 :1 00:04 :2 00:04 :3 00:04 :4 00:04 :5 00:05 :0 0 Turnout, Code 3, Q176 & E75, with No PPE, Nighttime and Daytime Bins Frequency Cumul. Freq. Cumul Freq. Perc.
0:00:00 0 0 0.0%
0:00:05 0 0 0.0%
0:00:10 0 0 0.0%
0:00:15 0 0 0.0%
0:00:20 22 22 1.7%
0:00:25 13 35 2.7%
0:00:30 13 48 3.7%
0:00:35 29 77 5.9%
0:00:40 17 94 7.3%
0:00:45 18 112 8.6%
0:00:50 19 131 10.1%
0:00:55 33 164 12.7%
0:01:00 35 199 15.4%
0:01:05 30 229 17.7%
0:01:10 46 275 21.2%
0:01:15 56 331 25.5%
0:01:20 51 382 29.5%
0:01:25 52 434 33.5%
0:01:30 70 504 38.9%
0:01:35 53 557 43.0%
0:01:40 58 615 47.5%
0:01:45 54 669 51.6%
0:01:50 61 730 56.3%
0:01:55 45 775 59.8%
0:02:00 49 824 63.6%
0:02:05 54 878 67.7%
0:02:10 39 917 70.8%
0:02:15 49 966 74.5%
0:02:20 31 997 76.9%
0:02:25 55 1052 81.2%
0:02:30 33 1085 83.7%
0:02:35 28 1113 85.9%
0:02:40 29 1142 88.1%
0:02:45 30 1172 90.4%
0:02:50 17 1189 91.7%
0:02:55 19 1208 93.2%
0:03:00 13 1221 94.2%
0:03:05 4 1225 94.5%
0:03:10 9 1234 95.2%
0:03:15 11 1245 96.1%
0:03:20 9 1254 96.8%
0:03:25 6 1260 97.2%
0:03:30 15 1275 98.4%
0:03:35 6 1281 98.8%
0:03:40 4 1285 99.2%
0:03:45 3 1288 99.4%
0:03:50 4 1292 99.7%
0:03:55 1 1293 99.8%
0:04:00 3 1296 100.0%
93 0
2 4
6 8
10 12
14 16
18 20
0:00 :0 00:00 :4 00:01 :2 00:02 :0 00:02 :4 00:03 :2 00:04 :0 00:04 :4 00:05 :2 00:06 :0 00:06 :4 00:07 :2 00:08 :0 00:08 :4 00:09 :2 00:10 :0 00:10 :4 00:11 :2 00:12 :0 00:12 :4 00:13 :2 00:14 :0 00:14 :4 00:15 :2 00:16 :0 00:16 :4 00:17 :2 00:18 :0 00:18 :4 00:19 :2 00:20 :0 0 Total Response, Code 3, Q176 & E75, First Unit On Scene, with PPE Bins Frequency Cumul. Freq. Cumul Freq. Perc.
0:00:00 0 0 0.0%
0:00:20 0 0 0.0%
0:00:40 0 0 0.0%
0:01:00 0 0 0.0%
0:01:20 0 0 0.0%
0:01:40 0 0 0.0%
0:02:00 0 0 0.0%
0:02:20 0 0 0.0%
0:02:40 0 0 0.0%
0:03:00 1 1 0.6%
0:03:20 0 1 0.6%
0:03:40 1 2 1.1%
0:04:00 0 2 1.1%
0:04:20 2 4 2.3%
0:04:40 4 8 4.5%
0:05:00 3 11 6.3%
0:05:20 6 17 9.7%
0:05:40 5 22 12.5%
0:06:00 15 37 21.0%
0:06:20 12 49 27.8%
0:06:40 13 62 35.2%
0:07:00 8 70 39.8%
0:07:20 8 78 44.3%
0:07:40 12 90 51.1%
0:08:00 13 103 58.5%
0:08:20 6 109 61.9%
0:08:40 18 127 72.2%
0:09:00 5 132 75.0%
0:09:20 5 137 77.8%
0:09:40 4 141 80.1%
0:10:00 5 146 83.0%
0:10:20 4 150 85.2%
0:10:40 4 154 87.5%
0:11:00 2 156 88.6%
0:11:20 1 157 89.2%
0:11:40 0 157 89.2%
0:12:00 2 159 90.3%
0:12:20 3 162 92.0%
0:12:40 3 165 93.8%
0:13:00 1 166 94.3%
0:13:20 0 166 94.3%
0:13:40 2 168 95.5%
0:14:00 2 170 96.6%
0:14:20 3 173 98.3%
0:14:40 2 175 99.4%
94 95
Adjust the Strategic Plan Performance Measurements to the following:
• Turnout time for fire/rescue calls within 2 minutes and 20 seconds, 90 percent of the time • Turnout time for EMS calls within 2 minutes and 10 seconds, 90 percent of the time • First suppression unit arrival at structure fires, hazardous material releases, and other crisis incidents, requiring the use of personal protective equipment within 9 minutes, 90 percent of the time. • First EMS capable unit arrival at medical calls for service within 8 minutes and 40 seconds, 90 percent of the time.
* Adjusting the Benchmarks and removing reference to Urban and Rural Zones.

RECOMMENDATIONS:
96 SERVICE GAPS & SUBSIDIZED SERVICES
RHFD receives the following services at little or no cost (subsidized) • Battalion Coverage
• Extended Operational Support (command, planning and logistical support) • Fire Investigation
• Water Rescue
• T echnical Rescue (trench, high/low angle, confined space, etc.) • Hazardous Materials T ech/Spec response
• Critical Incident Debriefing
• Firefighter training and use of training grounds (required for ISO) • Grant writing (RHFD is starting to pick this up)
• Emergency management/planning services
• Majority of Operational Standard Operating Guidelines • Backfilling District Coverage (not as much reciprocity) • Operational Area Coordination (e.g. Strike T eam deployment, out of county response) 97 Fire Prevention Performance GAPS
• Benchmark Fire & Life Safety Inspection Frequency
• Inspect 100% of High-Risk occupancies annually
• Inspect 100% of State Mandated occupancies annually
• Ensure 100% of Commercial Fire Protection Systems are inspected annually • Inspect 90% of Moderate-Risk and Low-Risk occupancies annually 98 Recommendations for Prevention
Adjust the Strategic Plan Performance Measurements to the following:
• Inspect 100% of High-Risk occupancies annually
• Inspect 100% of State Mandated occupancies annually
• Ensure 100% of Commercial Fire Protection Systems are inspected annually • Inspect 90% of Moderate-Risk occupancies every two years (50%) • Inspect 90% of Low-Risk occupancies every three years (33.3%) 99 Recommendations for Prevention
• Outsource all inspections and new development/plan-check work to 3rd party contractor(s) = $95,000 • Contract out for Fire Investigation service (core requirement by SFM) = $10,000 • Contract out for proactive ”weed abatement”/vegetation management program. (highest risk intervention for RHFD) = $50,000
100
Recommendations for Operations
• Contract with ConFire to provide ”Extended Operational Support” coverage for operational and logistical support for incidents that exceed the capabilities of on-duty crews = $5,000
101
Recommendations for Training
• Assign a 40-hour training officer = $440,000
• Coordinate training across all three shifts
• Coordinate with surrounding agencies
• Coordinate with CalJAC program and college ISA
• EMS training, reporting and QA/QI
• Officer development, safety and ISO training
• New recruitment/outreach/DEI/academy/task books
• Promotional testing
• Succession planning
102
Recommendations for Administration
• Reassign 56-hour BC position to 40-hour Deputy Fire Chief = $48,000 (Suppression, Training program, Health & Safety, Facility, Fleet programs, Disaster planning, Hazard Mitigation plan, Emergency Operations Plan, Community wildfire protection plan, weed abatement, home hardening, fuels reduction, woodchipper programs etc. CERT,Fire Investigation program, Community education and outreach, elderly fall prevention, school programs, targeted outreach, budget, Operational Area Coordination, etc.)
• Contract with ConFire for 24/7/365 emergency response battalion coverage = $442,000 • Assign more ”in office” hours for the budget officer or hire a “part-time” admin assistant to help with cross staff/cross training = $10,000 - $35,000
• Phase out current fire prevention inspection support by admin staff (cost neutral –efficiency) 103
A Shift
Board of Directors
Fire Chief
Deputy Fire Chief
Budget Officer
Administrative
Assistant
B Shift
C Shift
40-hr T/O Captain
Support Contractors
104
Recommendations for Finance
• Continue with pursuit of grants with a good ROI
• Continue with Master Fee updates ($100,000 in additional revenue) 105

SUMMARY OF RECOMMENDATION COSTS
Extended Operations Support $5,000
Fire Prevention Services (CSG) $95,000
Investigation Services $10,000
Weed Abatement Services $50,000
Upgrade BC to DC $48,000
Add (1) Captain/Training Officer $440,000
24/7 Battalion Coverage $442,000
Admin Cross Staffing/Back Up $10,000 to $35,000
To t a l C o s t $1,100,000 to $1,125,000
106

SUMMARY OF RECOMMENDATION SAVINGS
Master Fee/Cost Recovery $100,000
Grants ?
Potential Savings/Additional Revenue $100,000
107
Option for Outsource of
Services
Contract for Service Annexation
Which agencies or entities?
What services?
What level of performance
measurement?
What are the impacts to the
community? (WIFM)
Willing to Entertain a Discussion –
Unknown Cost
• El Cerrito-Kensington Fire
• CALFIRE
ConFire – Cost Neutral
*Alameda County Fire Department, Berkely Fire Department, CALFIRE (SCU), Contra Costa County Fire Protection District, Crockett Carquinez Fire Department, El Cerrito-Kensington Fire Department, & Richmond Fire Department 108

NEXT STEPS
Update Strategic
Plan with new
Performance
Goals
Decide if you want
to explore
Contract for
Service
Conduct an RFP
Review RFP
against Cost for
Local Control
Explore Funding to
Maintain Local
Control
109

RODEO-HERCULES FIRE DISTRICT
2022 - 2027 www.RHFD.ORG
Strategic Plan
The 2023 Strategic Plan is the second long range planning document to be developed for the Rodeo Hercules Fire
District. (Note in highlighted text)
This document has been created from feedback provided
by members of the District representing all ranks, labor, management, sworn and non-sworn, the Strategic Plan
Community Group, residents of Rodeo andHercules and
Fitch and Associates, consultants to the Rodeo Hercules Fire District Board.

The plan is a 5 year guide for the development of our
district. It will serve to inform District members, policy makers and the public about our foundation for our future while at the same time serve as an integral part of the fiscal planning.

This document will be reviewed on an annual basis and
revised as required. It will serve as a background to theFire District’s appropriation justification during the budgetary process.

The Mission, Vision and Values should be reviewed and
revised, as necessary to reflect the purpose and
direction of the Rodeo Hercules Fire District for the next five years and beyond.

The plan provides historical information about the District and demographic details for the existing fire station
response areas which are currently served.

The plan provides an overview of the three distinct
functions: Administration, Operations and Fire Prevention.

Specific goals are included for each functional area.

Between 2020-2022 the District sought and received over $100,000 in grant awards. The Global Coronavirus
pandemic impacted the District’s ability to seek grants.

The District will continue to apply for Local, State and Federal funds as they become available to offset the cost of firefighting personnel and equipment.

Contract and mutual Aid Agreements with our Fire Service cooperators are detailed on the District website:
https://www.RHFD.org.

EXECUTIVE SUMMARY TABLE OF CONTENTS
-
It is the mission of this
organization to provide the
highest level of service to the
community; to mitigate the
devastating effects of fires
and other disasters; to deliver
emergency medical services; to
educate the public and
maintain a · constant state of
readiness ... -

CORE VALUES
To that end we value:

Service to the Community
Public Trust
Professionalism
Educated Work Force
Compassion
Team Work
Safety, Health & Welfare of
the Organization
1 Executive Summary
Mission and Values
Office of the Fire Chief / FAQs
History
RHFD Tomorrow / Vision
Administration
Operations
Fire Prevention
Accomplishments / Goals
Appendices
110
Frequently Asked
questions:

Q. Does the Fire District provide
paramedic services?
A. Yes. Through an agreement with
ConFire, each on duty fire company
is staffed with one paramedic.

Q. Does the District provide
ambulance service?
A. Yes. Through an agreement with
Contra Costa County, Services are
provided by AMR (American Medical
Response).

Q. Does the Fire District provide
blood pressure screening?
A. Yes
Q. If I have a fire can I get a copy of
the incident report?
A. The Business Office can provide
you a copy for a nominal fee.

Q. Does the Fire District have a
hazard abatement program?
A. Yes. The Fire District works
cooperatively with the City of
Hercules and Contra Costa County
to ensure that flammable
vegetation is removed from
residences; ensuring a defensible
space.

Q. Does the Fire District provide
CPR and CERT training?
A. The Fire District is looking
forward to providing this training in
2024.
from the Office of the fire chief
I am pleased to present the updated 2023 Strategic Plan for the Rodeo- Hercules Fire District.

This document presents us with a roadmap for the next five years. It is a collaborative effort between labor and management with input from all ranks within the Fire District and the Board. Our agency is committed to a fresh perspective and enterprising methods to meet future challenges. Our pledge is to improve services, processes, and the overall safety of our citizens and firefighters. In an effort to support our staff and our community, we continue to pursue safe, effective, timely, economical and achievable solutions to the obstacles before us.

Between 2019-2023
(projected) calls for service
averaged 3,450 per year. Our
Districted responded to fires,
rescues, trauma, and cardiac
events. They also assisted in
significant wildland incidents
and other automatic
2 and mutual aid calls, helping our neighbors throughout Contra Costa County including statewide deployments under the California Master Mutal Aid Agreement.

The Fire District participates in a geographic response area known as Battalion 7. This is a regional cooperative effort providing a 24-hour battalion chief and staffed fire apparatus to respond into Rodeo, Hercules, Pinole, El Sobrante, San Pablo, Crockett, North Richmond and East Richmond Heights. We will continue to work with our regional fire service partners to provide the highest level of safety to the neighborhoods we all proudly serve.

Our ongoing relationship with Conoco Phillips Refinery provides specialized training opportunities, equipment replacement, and other subsidies. Their cooperation and assistance continue to be a shared benefit to all. Increased fire prevention services through contracted agreements have begun to improve the safety of our community.

I am encouraged and excited by the level of energy that all parties have contributed to this strategic planning effort. It is a testimony to the nearly 100-year history of the organization and the dedicated personnel and staff who have made contributions to its continued success. We are grateful for the privilege of providing life safety with pride, excellence, and professionalism to the communities of Rodeo and Hercules.

Rodeo-Hercules Fire District Interim FIre Chief Rebecca Ramirez 111
Rodeo-The town of Rodeo was founded
on the Ygnacio Martinez Rancho El Pinole
estate in 1865 and was the home of the
old Union Stockyard Company and the
Rodeo-to-Vallejo Ferry. In 1896 the Union
Oil Company established a still in Rodeo
that continues today as Phillips 66 San
Francisco Refinery. In 1906 like many
Greater Bay Communities, Rodeo was
severely damaged by the “earthquake”
and was rebuilt.

Rodeo was later referred to as Baseball
Town, USA in honor of the legendary
naïve son, and Hall of Fame pitcher, Lefty
Gomez of the New York Yankees.

FIRE DISTRICT--- The first Fire Chief was
Mr. Frank Delmonte. He and his men
fought fires with buckets of water. Chief
Delmonte was succeeded by Chief Sam
Kramer and later by Chief Tom Lewis who
would lead the department with a hand-
drawn hose cart.
!n 1927, under Fire Chief E. Gomez, the
original brick fire house on Third Street in
Rodeo was constructed. The new fire
house became a focal point for the all-
volunteer fire department, the
community, and many civic organizations.

In 1937 the official Rodeo Fire District
was formed. In 1946, the Board of
Commissioners, led by then Fire Chief
Lioyd Cooper, approved an order to
have a firefighter on duty at all times, to
give added protection to the community.

In 1965, Arthur Cooper became the first
paid Fire Chief for the Rodeo Fire
Protection District and the order was
given to hire more full time staff.

Throughout the years, it has been the
community; the Board of Directors and
the firefighters who have pulled together
to support the Fire District. One example
of community support given was when
Mr. Van Alstyne organized a fund-raiser
to purchase the District a Hurst “ Jaws of
Life”; the life-saving device was received
in October 1976.

In 1983, the District doubled its
personnel to X staff, boundaries were
expanded to cover the City of Hercules
and the Rodeo Hercules Fire Protection
District was created. In 1991, the City
of Hercules built its first permanent
station. In 2004 paramedic service was
added. In 2016 ballot Measure O was
passed by the voters; making it possible
to fully staff 2 fire stations.

Today, Measure O represents 28% of the
Districts budget. In the past five years
the community of Rodeo’s development
has been low, with 5 single family homes
built in the past 5 years.

Today, RHFD serves an area of 32 Sq.
miles with a population of 35,000. The
district protects an oil refinery, marine
terminals, fuel pipelines, wildland
interface, a large industrial park, two rail
lines and two major freeway corridors. It
is governed by a five member Board of
Directors, under S (section symbol)
13800 of the CA Health & Safety
Code.

History
3 112
HERCULES---In 1881, the site of Hercules was first developed by the California Powder Works as a manufacturing facility, producing dynamite. In 1882, Hercules Powder Company was incorporated assuming responsibility for the Hercules site. Hercules, the Greek mythological hero, was chosen as the name of the product to demonstrate the strength of the dynamite. In December 1900, the company town that grew up around the facility incorporated and became known as Hercules. In 1913 the Hercules Powder Company added black powder to its production.

During World War II the Hercules Powder Company was the third largest producer of explosives in the United States. Post war production turned to dynamite and fertilizer until the plant closed in 1977. The Pacific refinery opened in Hercules in 1966 and ceased refinery operationsin 1995. In 1970 the total population was 270. Starting in 1974, real estate development began to transform Hercules into the bedroom community it is today. The Fire District has beencontinuously providing fire and emergency services to the City since 1983. Since 2017 five hundred sixty-seven (567) apartments and one hundred and forty-four (144 ) single familyhomes have been built along the waterfront. The U.S. 2020 census has estimated the population of Hercules to be 26,000.
4 113
Rodeo-Hercules Fire District
STRATEGIC PLAN 2023
A vision statement is an objective view of our current status, maps out an ideal future of the organization and defines progress through measurable goals and objectives.

The Rodeo -Hercules Fire District has a distinguished history that serves as the foundation for the future development of the organization. Progress will occur by addressing strategic challenges with innovative and effective solutions.

The communities served by the Fire District during the past five years have been fairly stable. Population increases have been minimal, calls for service between 2018-2022 have increased by 11%. Due to an aging population there continues to be a shift towards EMS/Rescue calls, resulting in 26% rise in emergency and rescue responses. In general, calls for service in include emergency medical, wildland and structure fires, technical rescues, hazardous material incidents, and public service calls.

Western Contra Costa County has also seen a decrease in the number of homes built in the during this period due to Corona virus pandemic. Wildland fires in these areas pose a significant threat to our community and our citizens. In the face of increasing threats from wildfire, it is time for a new, more effective, regional approach to keep residents in the East Bay Hills and surrounding communities safe. Together we can develop a plan to reduce the most flammable wildlands
vegetation in West Contra Costa and Alameda counties and replace it with wildfire resistant vegetation where appropriate, raising funds from state and federal grants to implement shared objectives, creating vegetation management, defensible space, home hardening programs, including programs to aid and advise property owners on best practices to reduce threat of wildfire as well as protecting sensitive wildlife habitats and native plant landscapes.

As we constructed our Strategic Plan, we have found that in addition to growth, there are several factors influencing the future direction of our organization. These relevant issues include: demographic shifts, economic/financial, governance, legal & regulatory outlook, industry standards, technology, analysis of service delivery, deployment model, employee development & succession planning, and contract service areas & partnerships. These considerations provide us with the parameters to ensure that we are providing for our community needs well into the future.
-
It is the vision of this
organization to provide
leadership, promote
change, build
relationships, and
continuously seek
improvement. We
demand the highest
performance from
ourselves and strive to
meet the expectations
of our citizens.

Through these efforts,
our goal simply stated
is to make the
community a safer
place.

VisionVision
StatementStatement
-
Board ofBoard of
DirectorsDirectors
5 114
-
-
KEY ISSUES Economic/Financial
challenges and opportunities are an
important factor in providing Fire District
services. Some of these include:

Establishing a revenue stream adequate
to fund services
Legal restrictions on the ability to raise
additional revenue
Budget reductions create impacts to
service delivery
Reliance on grant funding
Decrease in property values and new
construction
Diversion of tax increment
Employee costs
Reimbursement for mutual aid response
Fee based cost recovery programs
Contracts for service
Cost efficiencies
Rodeo-Hercules Fire District
STRATEGIC PLAN 2023
KEY ISSUES Governance
The Rodeo-Hercules Fire District is an
independent Fire District organized under
Section 13800 of the Health and Safety
Code. Special districts are units of local
government established by the residents
of an area to provide some (focused)
service not provided by the county or city.

In contrast to the broad constitutional
and legal authority under which counties
and cities operate, the authority of
special districts is restricted to
specifically enumerated powers and
purposes.

Special Districts have the corporate
power and tax power but rarely have the
police power of municipalities or
counties.

The Rodeo-Hercules Fire District is
governed under the Board of
Directors/Administrator form.
6 115
KEY ISSUES Legal/Regulatory Outlook
There are several laws, regulations, and standards that determine the minimum requirements the District must maintain in order to sustain operations, training, administration, and prevention. These include:

FEDERAL
OSHA 39 CFR Section 1910: Regulations on training and responses to hazardous material incidents; includes respiratory protection requirements to meet the “Two In/Two Out” regulation.

Office of Homeland Security: Requirements for Emergency Response to Terrorism and Weapons of Mass Destruction training for first responders

Sara Title III/CERCLA: Community Right-to-Know Act & HAZMAT response, clean-up and disposal.

Title VII, Civil Rights Act of 1964: Requires employers not to discriminate and to eliminate the presence of past discrimination.

Americans with Disabilities Act: Requirements of reasonable accommodation.

STATE
California Fire Codes: The Fire District, along with all agencies in Contra Costa County, has adopted these codes. The State Fire Marshall’s Office defers much of the regulation enforcement to local agencies.

Essential Services Building Act (Section 16000-16023 Health and Safety Code):

Requires minimum earthquake standards for essential buildings such as fire stations.

Emergency Medical Services Authority (Title 22):

Minimum requirements for emergency medical certifications.

Emergency Medical Services Authority (SB198)/ Injury and illness Prevention Program (Title 8 CCR: 3203):

Requirements for employers to establish and maintain this program.

SEMS/NIMS: Requires use of the Incident Command System.

Labor Code Sections 4553 and 4553.1: Willful misconduct of employers regarding safety regulations.

KEY ISSUES Analysis of Service Delivery
The Rodeo-Hercules Fire District responds to emergencies based on recognized procedures for consequence management.

An incident such as a vehicle fire or medical aid would warrant a response from one fire engine, whereas a traffic collision on a freeway dispatches three units and a structure fire sends four engines plus a ladder truck and two Battalion Chiefs.

Incident types are preprogrammed into the CAD system and the dispatch matrix recommends the closest due units from the Fire District and surrounding jurisdictions. This includes fire engines and aerial ladder trucks as well as specialty apparatus such as the hazardous materials response team, helicopters, or swift water rescue personnel and equipment.
7 116
KEY ISSUES Analysis of Service Delivery cont.

The population of the District will likely remain stable over the next five years. Proposed large developments in Hercules have been on hold due to current economic conditions. Two modest developments (in Rodeo, a 67-unit senior development; in Hercules, 40 single family homes) are expected to be completed in the next several years. The scale of these projects will not have a significant impact on the District’s calls. During the period 2018 though 2022, RHFD’s total calls for service increased by 11%.

The reopening of Station 74 in Pinole (March 2023) should noticeably reduce RHFD auto aid service calls to the Pinole Fire District. *RHFD has provided approximately X auto aid responses to the City of Pinole from 2018 through 2022. Pinole will now have two stations to cover its approximately 2300 annual calls for service. Additionally, Station 74’s specialized wildland fire engine will be available to the District through auto aid. Through a layering of automatic and mutual aid agreements, RHFD has had an excellent record in preventing large loss fires through quick fire response.

Case histories in western Contra Costa County point to the importance of response times in saving lives and property. A fire can spread with catastrophic results unless it is quickly extinguished. Higher risk is posed by balloon frame buildings, older postwar bungalows with flat roofs and barred horizontal openings, modern lightweight engineered construction methods and the fuel loading created by personal possessions. The housing industry together with the insurance companies work hand in hand supporting fire resistant housing materials. Over time this process results in increases safety and decreased loss due to fires. Fortunately, much of the housing stock within the District is newer construction.

Although emergency medical service calls increased by 15% during the period 2018 through 2022, there is now a medical provider with offices in Rodeo and Pinole providing medical, emergency, urgent care, dental and social services to underserved people of all ages on a sliding fee scale (free in certain cases). Increased access to these services will benefit the community, with the potential to reduce EMS calls to the District.

Aspects of deployment planning include the placement of new fire stations as well as managing the response to calls. The Rodeo-Hercules Fire District has two fire stations and no plans to add or relocate stations. Fire stations in the District were deployed along settlement lines, on the basis of presumed need, obligation or by using one or more of several accepted methods of quantitative analysis.

Authorities used existing or previously existing instruments recommended by the National Fire Protection Association (NFPA), Insurance Services Organization (ISO), International City Managers Association (ICMA), and the Pacific Rating Bureau (predecessor of ISO).

The current fire station locations were based on distance rather than response times. Due to the relative size of the communities, the perceived threat from heavy industry, and the proximity to town centers, no mathematical model was used to optimize fire station locations. Available property, transportation networks, topographic features and funding sources contributed toward the final decision.

There are multiple analytical tools for managing the response to calls in determining fire department response performance. RHFD has implemented various analytical tools and will continue to do so for cost and performance efficiencies.
8 KEY ISSUES Deployment Model
117
KEY ISSUES Administration

GENERAL DUTIES
The Administrative Services Officer and Administrative Associate provide support for Management, Operations and Prevention while serving as Clerk of the Board. Duties and responsibilities include:

Receiving/handling public inquiries; providing Fire District; Fire Department counter/phone support each business day.

Processing human resource records, ID Cards, Personnel Actin Forms & employee documents.

Scheduling employment interviews, background investigations, applications & screening; candidates background package review, coordinating polygraph, psychological and physical testing; monitoring progress of recruiting; coordinating offers and start dates.

Editing/issuing Personnel bulletins and SOPs & maintaining District forms. Communicating with City ; County departments such as Board of Supervisors, City Council Human Resources, EBMUD, Sherriff/Police, East Bay Parks District; Finance/General Services.

FISCAL RESPONSIBILITIES
The importance of balancing services while following financially responsible and legally mandated requirements cannot be overstated. This area covers:

Following Generally Accepted Accounting Principles and assigning revenue and expenditures to specific recognized categories.

Coordinating the annual budget process, budget forecasting, reviewing budget requests & monthly analysis and updates.

Working with the Fire Chief to develop the Fire District Operating Budget.

Processing all contract and purchase requisitions, payment requests and billing; oversight of revenue, annual fire and miscellaneous permits.

Employee time card input.

Cost recovery for interagency agreements and course delivery contracts.

Credit card approvals, purchase review and maintaining and distributing petty cash per policy.

LEGAL REQUIREMENTS
Administrative legal requirements include:

Noticing of public meetings, recordkeeping of Fire District Board actions and activities, Brown Act and Fair Political Practice requirements and following election statutes.

Preparing board packets in advance of scheduled meetings.

Processing subpoenas, liens and legal document requests, workers’ compensation and accident reporting.
9 118
KEY ISSUES Admin cont.

Maintaining records of all contracts and agreements with the District, outside agencies, consultants, and other fire districts.

Analyzing data to ensure compliance with existing labor agreement and current Memorandum of Understanding.

Interpreting annual Government Accounting Standards Board requirements and scheduling asset depreciation rates.

CA State Controller reporting and preparation of Local Government Compensation Report.

Managing LAIF (Local Agency Investment Fund) and OPEB.

Annual levy setting.

Annual audit preparation.

Capturing data, incident statistics & ensuring National Fire Incident Reporting System input is accurate and timely.

KEY ISSUES Operations (Suppression, Training, EMS)

SUPPRESSION DUTIES
The Operations Division has primary responsibility for responding to emergencies and urgent calls for help from the public. Services provided include: extinguishing fires, providing emergency medical care, minimizing hazardous materials, rescuing trapped persons from traffic collisions, industrial accidents, collapsed structures, or floods or swiftly moving water, dealing with the hazards of refinery events, power lines or gas leaks and providing special assistance, in lock-out situations or animal rescues.

Personnel also perform fire safety inspections, maintain fire apparatus and facilities, and train to proficiency levels. During the Corona virus pandemic the suspended its fire safety and emergency preparedness programs. The goal is to resume these public programs in the future.

Most employees, apparatus and equipment are assigned to Operations. There are a total of 19 line personnel including: 1 Battalion Chief, 6 Captains, 6 Engineers and 6 Firefighters, working on one of three platoons.

Each are assigned to one of two (2) companies located in Rodeo and Hercules.

TRAINING ROLES/RESPONSIBILITIES
The Fire District has responsibility for coordinating or providing all training related to the emergency services delivered by the Operations Division. This ranges from the initial training of newly hired firefighters and reserves, to on-the-job training and continuing education for company personnel, to the provision of specialized training to members such as incident command, wildland fire behavior, supervisory management, oil firefighting, hazardous materials, and urban search and rescue. 10 119
KEY ISSUES Operations (Suppression, Training, EMS) cont.

A significant amount of the training for the department takes place at Fire Station 76, the designated Battalion 7 Training Center. This facility consists of a four-story drill tower, burn trailer, two temporary buildings housing a classroom, fitness equipment, storage as well as numerous training props.

The Rodeo-Hercules Fire District CERT (Community Emergency Response Team) also trains new members and performs skills maintenance at the training site.

EMS SERVICE/CQI
The goal of Prehospital Care is to save lives, deliver quality emergency service and adhere to best practices.

Contra Costa County EMS participants include: Ambulance providers, law enforcement, fire agencies, helicopter providers, hospitals, continuing education institutions and EMT training programs.

Contra Costa County Regional Fire Communications Center provides EMD (Enhanced Medical Dispatching) on 911 calls which allow tiered response.

In 2004 Rodeo-Hercules Fire District implemented a paramedic program to serve the citizens of Rodeo and Hercules.

Advanced Life Support is performed by Paramedics and supported by Emergency Medical Technicians assigned to each fire company.

Management and coordination of the Fire District’s paramedic program is the responsibility of a CQI coordinator.

Federal, state and local laws and statutes govern the provision of emergency medical services. The California Emergency Medical Service Agency regulates patient care requirements under Title 22 CCR.

KEY ISSUES Operations (Facilities & Equipment)
Fire stations serve a critical role in localizing emergency response capability.

The Fire District responds to emergencies in the communities of Hercules, Rodeo, and the San Francisco Refinery. Fire Station 75 (Rodeo) and Fire Station 76 (Hercules) serve residences, businesses, and institutions, as well as neighboring communities through established mutual aid agreements.

Fire Station 75 was originally designed in 1927 and has had one significant renovation. Fire Station 76 (owned by the City of Hercules) was dedicated in 1991. Though functional they do not meet current “essential services” and “best practices design” standards.

Attached to Fire Station 76 is a modular training classroom, fitness and storage area. The grounds of Station 76 are utilized to house a mobile training tower, firefighting live burn trailer, and fire prevention safety house.

Each Fire Station has been upgraded with solar panels and other energy efficient features to reduce power costs. The District has identified facility capital improvements of approximately $600,000 due to deferred maintenance and obsolescence.
11 120
KEY ISSUES Operations (Facilities & Equipment) cont.

EQUIPMENT
The District staffs two dedicated paramedic fire companies and cross-staffs various specialty apparatus.

Each of the vehicles has a standard inventory of equipment that mirrors other agencies within west Contra Costa County. District apparatus are typed according to function by FIRESCOPE and are consistent with National Fire Protection Association (NFPA), Incident Command System (ICS), and National Incident Management System (NIMS) standards.

The Fire District does not maintain a large inventory of equipment, other than what is carried on apparatus. The major source of funding for firefighting equipment has been federal or state funding or local augmentation (Conoco Phillips, Measure H).

Some of various types of necessary equipment includes: heavy hydraulics extrication devices, advanced life support supplies, large diameter supply line, hose, ladders, nozzles, rescue rope, litters, fire suppressive foam, chainsaws, salvage covers, axes, mcleods, pike poles, turnout gear, and self- contained breathing apparatus. The district has applied for a grant to replace radios: based on available funding complete replacement may occur over a period of three years.

APPARATUS
Reliable apparatus is essential for the effective delivery of emergency service.

The current fleet is designed in accordance with NFPA at the time of manufacture. The newest apparatus is 2 years old and the oldest reserve piece is 17 years old? A command vehicle was purchased in 2023 and is expected to be fully equipped and operational by August 1, 2023.

Due to budget constraints, the fleet replacement program relied upon developer impact fees (DIF), grants, and private subsidies. Preventative maintenance, testing, and repair requires on-duty firefighters to maintain the fleet as required. The apparatus have diagnostic software.

Best practices for repair, troubleshooting, and preventative maintenance are unique to fire apparatus as compared to on-highway trucks. Increased down time, cold starts, increased speed with intense acceleration and braking are among the differences.

The goal of any program is to minimize downtime for a smooth flow at a repair facility. Repairs are generally categorized as Urgent, High, Low and scheduled maintenance.

The department may have two heavy apparatus (reserve Quint 76 & type 3 wildland) that are nearing replacement, however, prior to replacing any apparatus, a full evaluation of all equipment as well as evaluation of deployment options will need to be conducted. Additionally, market lease and interest rates are high and economic indicators suggest some settling of rates in 2024. Replacement interval schedules for apparatus and support vehicles is generally based around industry practices and the District’s ability to pay.
12 121
KEY ISSUES Prevention Code Compliance

CODE COMPLIANCE/ENFORCEMENT
The Fire District has responsibility for maintaining safety in the community by investigating fires, ensuring compliance with existing codes and ordinances, and enforcing laws where necessary.

Code compliance and enforcement is performed by the District’s Fire Marshall. The Fire District administers a permit program for certain occupancies and hazardous processes as provided for in the adopted Fire Code. These facilities are inspected on a regular basis to verify compliance with required conditions of occupancy.

Fire inspectors evaluate violations and attempt to achieve voluntary compliance with fire and life safety code requirements, and to maintain the safety of occupancies.

PLAN REVIEW
The purpose of Plan Review is to ensure a coordinated process for the review of projects, plans, and conditions of approval.

Fire inspectors review new construction and tenant improvement applications every year for compliance with applicable federal, state, and local codes.

They also conduct inspections of permitted project to verify compliance with approved plans and provide consultation to owners, builders, design professionals, and other fire officials on projects during the pre-design phase of a project.

Plan reviews include reviewing plans for fire alarm and sprinkler systems, fire hydrant systems and hydraulic calculations, hazardous materials use and storage, spray booths, high piled combustible storage systems, and other Fire Code permitted systems and operations. In November of 2022, the Board adopting the 2022 Fire Code Ordinance, Engineering/Plan Review and Permit Fees.

Built-in fire protection like automatic sprinkler systems preserve not only the structure but fixtures, finishes, furnishings, artwork and other irreplaceable personal belongings. They also warn and protect occupants and firefighters to ensure a better chance of survival.

When alarm systems and automatic sprinklers are installed and operating, replacement and firefighting costs are reduced, there is greater safety and a direct economic benefit. 13 122
2018
TRAINING HOURS: 2,692

CONDUCTED FIRE AND SAFETY INSPECTIONS OF ALL SCHOOLS AND BUSINESSES WITHIN THE

DISTRICT

CONDUCTED INSPECTIONS OF PUBLIC AND PRIVATE PROPERTIES FOR HAZARDOUS AND/OR

COMBUSTIBLE FUELS,
UNABATED ANNUAL GRASSES, AND URBAN BLIGHT, GIVING NOTIFICATIONS TO ABATE SAID HAZARDS.

TWO DISTRICT EMPLOYEES AND TWO INDEPENDENT OUTSIDE CONTRACTORS SPLIT THEIR TIME IN

THE INSPECTION OF

RESIDENTIAL CARE FACILITIES, LICENSED DAYCARE AND ADULT CARE FACILITIES, COMMERCIAL

TENANT IMPROVEMENTS,
AND NEW CONSTRUCTION; ADDITIONALLY PROVIDED CONSTRUCTION PLAN REVIEW OF

CONSTRUCTION PLANS AND
SPECIFICATIONS FOR COMPLIANCE WITH STATE, LOCAL AND REGULATORY REQUIREMENTS.

CONDUCTED BLOOD PRESSURE SCREENING FOR DISTRICT RESIDENTS

PROVIDED BICYCLE SAFETY HELMETS TO DISTRICT CHILDREN WITH DONATIONS FROM RMAC PROVIDED SMOKE DETECTORS AND CARBON DIOXIDE (CO2) DETECTORS TO DISTRICT RESIDENTS

PARTICIPATED WITH LOCAL SCHOOLS IN ADOPT-A-CLASS PROGRAMS

PARTICIPATED IN SALVATION ARMY FOOD AND TOYS DRIVE COLLECTION PARTICIPATED IN HARVEST FESTIVAL AND BREAKFAST WITH SANTA AT ST. PATRICK’S SCHOOL IN

RODEO BASEBALL PARADE,

HERCULES FOURTH OF JULY PARADE, VETERAN WALK OF HONOR, SAFETY AND HEALTH FAIRS,

HERCULES KIDS FIRST

PARTICIPATED IN READ ACROSS AMERICA,

PARTICIPATED IN HERCULES SENIOR CENTER PANCAKE BREAKFAST

CAREER DAY AT HERCULES TEEN CENTER
BOY SCOUT 9/11 CEREMONY

PROVIDED FIRE EXTINGUISHER TRAINING FOR LOCAL BUSINESSES AND COMMUNITY MEMBERS 2019
TRAINING HOURS: 5,701
PARTICIPATED IN 8 STRIKE TEAMS

PARTICIPATED IN THIRD GRADE SCHOOL VISITS

FIRE PREVENTION AND FIRE SAFETY INFORMATION PROGRAM TO STUDENTS PROVIDED SMOKE DETECTORS AND CARBON DIOXIDE (CO2) DETECTORS FREE OF CHARGE TO

RESIDENTS

CONDUCTED CERT CLASSES
DISTRIBUTED CHILDREN’S LIFEJACKETS DONATED BY UCSF BENIOFF CHILDREN’S HOSPITAL,

OAKLAND TRAUMA CENTER,

AND INJURY PREVENTION PROGRAM

HELD OPEN HOUSE
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - ACCOMPLISHMENTSSTRATEGIC PLAN 2023 - ACCOMPLISHMENTS 2018 - 20222018 - 2022
14 123
2020
TRAINING HOURS: 4,230

SENT STRIKE TEAMS TO GLASS FIRE, LIGHTNING COMPLEX FIRE, AND OTHER WILDFIRES HIRED 3 FIREFIGHTERS
FIREFIGHTERS WERE EQUIPPED WITH 19 THERMAL IMAGING CAMERAS

WON FIRST PLACE IN CITY OF HERCULES HALLOWEEN CONTEST
BROUGHT SANTA TO THE TREE LIGHTING AT HERCULES SWIM CENTER IN QUINT 76

PARTICIPATED WITH A LOCAL CAR CLUB AND OTHERS IN MARINE CORPS TOYS FOR TOTS, BRINGING

TOYS AND BICYCLES TO

CHILDREN IN THE DISTRICT
2021
TRAINING HOURS: 3,093

SENT STRIKE TEAMS TO DIXIE FIRE, MONUMENT FIRE, AND CALDOR FIRE

ASSISTED COUNTY WITH DRIVE-THROUGH COVID VACCINE INJECTION SITE AT VALLEY BIBLE CHURCH

IN HERCULES

COLLECTED TOYS FOR THE HOLIDAYS WITH US MARINES TOYS FOR TOTS 2022
TRAINING HOURS: 5,639

SENT STRIKE TEAM TO MOSQUITO FIRE
HIRED 6 FIREFIGHTERS

RAN TWO FIREFIGHTER ACADEMIES

RESUMED COMPANY INSPECTIONS

RESUMED OPEN HOUSE
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - ACCOMPLISHMENTSSTRATEGIC PLAN 2023 - ACCOMPLISHMENTS 2018 - 20222018 - 2022
15 124
Rodeo-Hercules Fire District Strategic Plan Prioritization

GROUP YEAR RECOMMENDATION
NOTES (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Admin 2023
Develop a policy that limits the
provision of auto or mutual aid during
resource drawdown
Done; ties to SP 1.4
Admin 2023
Provide liability reduction/harassment
prevention to all employees and board
members annually
Done annually; ties to SP 2.1, MAP 2
Admin 2023
Develop apparatus replacement plan
to inform purchases for fleet health
over time
Reference prior consultant's work; ties to
SP 2.1, 2.2, 2.3
Admin 2023 Provide public speaking/presentations
to schools and community groups Ties to SP 3.1, 3.4
Admin 2023 Recruit new employees from the local
community Ties to SP 3.4
Admin 2023 Fully staff RHFD by hiring
Firefighter/Paramedic Done; ties to MAP 2
Admin 2023 Purchase a command vehicle Done
Admin 2023 Board training at California Special
Districts Association conference
Scheduled for October 2023; ties to MAP
4 Admin 2023 Hire Interim Fire Chief Done; ties to MAP 1 Admin 2023
Hire consultant to assist Board with
analysis for options in maintaining or
improving current RHFD levels of
service, including a review of Admin
responsibilities or workload; provide
gap analysis of services and/or tasks
within all positions; and an analysis of
all reasonable proposed partners.

Additionally, options for consistent
and reliable methods to generate
revenue.

Contract started June 2023, first
presentation September 17; ties to SP

2.2, MAP 5
Admin 2023 Fully staff Board by appointing a
Director Done
Admin 2023
Explore a contract for service or
consolidation with another fire agency
where feasible
Ties to SP 1.4, 2.1, MAP 3
Admin 2023
Strategic planning group will meet at
least annually to review progress and
updates
Ties to SP 2.2
Admin 2023 Review and update District website
annually Ties to SP 3.1
Admin 2024
Ambulance arrival on EMS calls within
11 minutes and 45 seconds, 90 percent
of the time (emergency calls, Zone B,
911 received at ConFire to unit arrival,
per county contract)
Ties to SP 2.2
Admin 2024
Support for Fire Chief: executive staff,
report writing, budget support, payroll,
HR
Ties to MAP 1, 6
Admin 2024
Support for Board: point of contact;
role of Board Clerk, administrative
support
Ties to MAP 1, 6
Admin 2024
Support for Measure O Committee:
point of contact, adminsitrative
support
Ties to MAP 1, 6
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - GOALS MATRIXSTRATEGIC PLAN 2023 - GOALS MATRIX 16 125
Rodeo-Hercules Fire District Strategic Plan Prioritization

GROUP YEAR RECOMMENDATION
NOTES (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Admin 2024
Station maintenance and repairs
(replace alerting systems,
repair/replace 76 roof, remodel 75 &
76 bathrooms)
Ties to SP 2.3, 3.4, MAP 2
Admin 2024 Equipment maintenance and repairs
(replace radios)
Potential grant funding, otherwise
District funding over 3 years; ties to SP

2.3, MAP 2
Admin 2024
Pursue grants and donations
opportunities with a positive return
on investment
Ties to SP 2.2
Admin 2024
Identify opportunities for volunteers
(retired experts, potential recruits,
and others) to support RHFD, e.g.,
social media coordinator, contract
administrator, grants writer, website
administrator
Ties to MAP 1
Admin 2024 Board elections Ties to MAP 1, 6
EMS 2023
Turnout time for EMS calls within 1
minute and 30 seconds, 90 percent of
the time (emergency calls, unit alert
to wheels rolling)
Goal based on best practices; ties to SP

1.3, 3.2, 3.3
EMS 2023
Keep EMS Unit Hour Utilization
percentage below 30% for all units
annually
UHU measures workload levels allowing
comparisons to other agencies; ties to
SP 1.1, 3.3
EMS 2023
Partner with community agencies to
offer bystander "hands only" CPR
training
Ties to SP 1.2
EMS 2024
Improve quality and accuracy of
report writing by paramedics and
EMTs
Ties to SP 2.1
EMS 2025
First EMS capable unit arrival at
medical calls for service, within the
urban zone, requiring the use of
personal protective equipment within
7 minutes and 40 seconds, 90 percent
of the time (emergency calls, 911 call
received to unit arrival)
Goal based on best practices; ties to SP

1.2 EMS 2025
First EMS capable unit arrival at
medical calls for service, within the
rural zone, requiring the use of
personal protective equipment within
11 minutes and 40 seconds, 90
percent of the time (emergency calls,
911 to unit arrival)
Goal based on best practices; ties to SP

1.2 Operations 2023
Turnout time for fire/rescue calls
within 1 minute and 50 seconds, 90
percent of the time (emergency calls,
unit alert to wheels rolling) Monitor
and report turnout time performance
quarterly (rolling 90 and 365-day, by
member or officer)
Goal based on best practices; ties to SP

1.1, 1.2, 1.3, 2.4 (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Operations 2024 Improve quality and accuracy of
report writing by officers Ties to SP 2.1
Operations 2024 Update Standard Operating
Procedures (SOPs) Ties to SP 2.1
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - GOALS MATRIXSTRATEGIC PLAN 2023 - GOALS MATRIX 17 126
Rodeo-Hercules Fire District Strategic Plan Prioritization

GROUP YEAR RECOMMENDATION
NOTES (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Operations 2025
First suppression unit arrival at
structure fires, hazardous
material releases, and other
crisis incidents within the urban
zone requiring the use of
personal protective equipment
within 8 minutes, 90 percent of
the time (emergency calls, 911
call received to unit arrival)
Goal based on best practices; ties
to SP 1.1, 1.3, 2.4, 3.2, 3.3
Operations 2025
First suppression unit arrival at
structure fires, hazardous
material releases, and other
crisis incidents within the rural
zone requiring the use of
personal protective equipment
within 12 minutes, 90 percent of
the time (emergency calls, 911
call received to unit arrival)
Goal based on best practices; ties
to SP 1.1, 1.3, 2.4, 3.2, 3.3
Prevention 2024
Inspect 100% of all commercial
fire protection systems
annually
Contract forthcoming; ties to SP

1.3, 2.4, 3.2
Prevention 2024 Inspect 100% of high-risk
occupancies annually
Contract forthcoming; ties to SP

1.3, 2.4, 3.2
Prevention 2024 Inspect 100% of State-
mandated occupancies annually
Contract forthcoming; ties to SP

1.3, 2.4, 3.2
Prevention 2024 Improve existing weed
abatement process Ties to SP 3.2, 3.3
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - GOALS MATRIXSTRATEGIC PLAN 2023 - GOALS MATRIX 18 ADDITIONAL RECOMMENDATIONS, INCLUDING GOALS FOR 2026 AND 2027, TO BE DEVELOPED.

FOOTNOTES: STRATEGIC PLAN OBJECTIVES AND MANAGEMENT ASSESSMENT PLAN RECOMMENDATIONS STRATEGIC PLAN 1.1: IMPROVE SURVIVABILITY FOR VICTIMS OF FIRE, HAZMAT RELEASE, ENTRAPMENT, OR OTHER CRISIS EVENTS STRATEGIC PLAN 1.2: IMPROVE SURVIVABILITY FOR PATIENTS EXPERIENCING ACUTE MEDICAL EMERGENCIES STRATEGIC PLAN 1.3: IMPROVE FIREFIGHTER SAFETY AND SURVIVAL STRATEGIC PLAN 1.4: IMPROVE THE DISTRICT'S RESILIENCY DURING CRISIS-LEVEL EVENTS STRATEGIC PLAN 2.1: REDUCE FINANCIAL AND LEGAL RISK/LIABILITY TO THE DISTRICT STRATEGIC PLAN 2.2: IMPROVE EFFICIENCY WITHIN THE CURRENT BUDGET PROCESS STRATEGIC PLAN 2.3: PREPARE THE DISTRICT FOR FUTURE ECONOMIC DOWNTURNS STRATEGIC PLAN 2.4: PREPARE FOR POPULATION GROWTH WITHIN THE DISTRICT STRATEGIC PLAN 3.1: PROMOTE A POSITIVE DISTRICT REPUTATION WITHIN THE COMMUNITY STRATEGIC PLAN 3.2: MITIGATE FIRE-RELATED DAMAGE TO ALLOW OCCUPANTS TO REMAIN IN THE IMPACTED STRUCTURE STRATEGIC PLAN 3.3: PROVIDE DOWNWARD PRESSURE ON FIRE INSURANCE COSTS STRATEGIC PLAN 3.4: PROVIDE VALUE TO THE COMMUNITY BEYOND THE 911 CALL M ANAGEMENT ASSESSMENT PLAN #1: OPTION FOR EXECUTIVE STAFF AND ADMINISTRATIVE SUPPORT FOR RHFD MANAGEMENT ASSESSMENT PLAN #2: SUPPORT PERSONNEL RECRUITMENT, RETENTION, TRAINING, DEVELOPMENT, SUCCESSION, HEALTH & SAFETY,

BEHAVIORAL WELLNESS
MANAGEMENT ASSESSMENT PLAN #3: ENHANCE REGIONAL SERVICE DELIVERY OPPORTUNITIES MANAGEMENT ASSESSMENT PLAN #4: PROVIDE PROFESSIONAL TRAINING TO THE BOARD ON ROLES & RESPONSIBILITIES, IMPROVING TEAMWORK, AND

EFFECTIVE GOVERNANCE
MANAGEMENT ASSESSMENT PLAN #5: HIRE CONSULTANT TO ASSIST BOARD TO DEVELOP STRATEGIES FOR EFFECTIVE GOVERNANCE, TEAMWORK,

STANDARDS, RESPONSIBILITIES
MANAGEMENT ASSESSMENT PLAN #6: PROVIDE TRAINING TO THE FIRE CHIEF AND EXECUTIVE STAFF TO INCREASE ADMINISTRATIVE SKILLS 127
Rodeo-Hercules Fire District
STRATEGIC PLAN 2023
A p p e n d i c e s
6 CONTRACTS AND MUTUAL AID AGREEMENTS
INTERAGENCY DISPATCH AGREEMENT: Service contract that allows the Rodeo- hercules Fire District to receive 9-1-1 resource dispatching from the Contra Costa Regional Fire Communications Center in order to mitigate calls for service.

COOPRATIVE AGREEMENT FOR BATTALION 7 OPERATIONS: Since September of 2000, the Rodeo-Hercules Fire District, the Pinole Fire Department, and the Contra Costa County Fire Protection District have equally provided shared battalion chief coverage in areas protected by the three (3) agencies.

MEMORANDUM OF UNDERSTANDING BETWEEN CAL FIRE AND THE RODEO- HERCULES FIRE DISTRICT: Establishes procedures and responsibilities for the use of CAL FIRE resources for fire suppression and related emergencies.

AGREEMENT FOR THE PROVISION OF EMERGENCY RESPONSE SERVICES – SAN FRANCISCO REFINERY (RODEO): The District responds to emergencies at the refinery and works cooperatively with their personnel.

CONTRA COSTA COUNTY FIRE SERVICE MUTUAL AID AGREEMENT: To ensure orderly and coordinated use of resources when requested.

AGREEMENT FOR AUTOMATIC MUTUAL FIRE PROTECTION RESPONSE: Boundary arrangement between the Rodeo-Hercules Fire District and the City of Pinole for automatic response to either jurisdiction.

AGREEMENT FOR AUTOMATIC MUTUAL FIRE PROTECTION RESPONSE: Boundary arrangement between the Rodeo-Hercules Fire District and the Crockett- Carquinez Fire District for automatic response into either jurisdiction.

MUTUAL AID: California’s Mutual Aid Planning is based on a statewide system of mutual aid.

Each local jurisdiction relies first on its own resources, then calls for assistance. “WE WILL ALL OF US, UPON HEARING OF FIRE BREAKING OUT AT OR NEAR ANY OF OUR DWELLING

HOUSES, IMMEDIATELY REPAIR TO THE SAME WITH ALL OUR BUCKETS AND BAGGS, AND THERE

EMPLOY OUR BEST ENDEAVOURS TO PRESERVE THE GOODS AND EFFECTS OF SUCH OF US AS SHALL BE IN DANGER…” BENJAMIN FRANKLIN
“RENDER MUTUAL AID AND PROTECTION TO ONE ANOTHER, UNITE TO DEFEAT THE INTENTIONS

OF THE EVIL-MINDED, OBEY THE MILITARY AND CIVIL AUTHORITIES AND YOUR TEARS WILL CEASE TO FLOW…” WAR AND PEACE
128

RODEO - HERCULES
Fire District

B U S I N E S S P L A N

MISSION
VALUES
GOALS
Administration
Operations
Prevention
Focus Areas
Strategic Initiatives
2022 - 2027
129
It is the mission of this organization to provide the highest level of service to the community; to mitigate the devastating effects of fires and other disasters; to deliver emergency medical services; to educate the public and maintain a constant state of readiness…

THE RODEO HERCULES FIRE DISTRICT DELIVERS SERVICE TO OVER 35,000 PEOPLE IN THE COMMUNITIES OF RODEO, HERCULES AND

UNINCORPORATED CONTRA COSTA COUNTY

MISSION STATEMENT
1 130

V A L U E S
To that end we value:

Service to the community
Public Trust
Professionalism
Educated Work Force
Compassion
Team Work
Safety, Health & Welfare of the Organization
2 131

RODEO HERCULES FIRE DISTRICT

BUSINESS PLAN

TABLE OF CONTENTS
3 F o c u s A r e a 2 0 2 3 : A d m i n i s t r a t i o n , O p e r a t i o n s , P r e v e n t i o n Initiative (Goal) -- Hire Interim Fire Chief
Initiative (Goal) -- Hire Consultant for Analysis of RHFD Service Levels Initiative (Goal) -- Fully Staff RHFD
Initiative (Goal) -- Appoint a Director
Initiative (Goal) -- Station Maintenance and Repairs
Initiative (Goal) -- Vehicle Replacement Study
Initiative (Goal) -- Develop Policy Adjusting Auto or Mutual Aid During Resource Drawdown Initiative (Goal) -- Provide Liability Reduction / Harassment Prevention Training Initiative (Goal) -- Develop Apparatus Replacement Plan Initiative (Goal) -- Provide Presentations to Schools and Community Groups Initiative (Goal) -- Recruit New Employees from Community Initiative (Goal) -- Board Training
Initiative (Goal) -- Explore a Contract for Service or Consolidation Initiative (Goal) -- Review Strategic Plan Progress Annually Initiative (Goal) -- Review District Website Annually
Initiative (Goal) -- Pursue Grants and Donations
Initiative (Goal) -- Review Turnout Time for EMS Calls
Initiative (Goal) -- Review EMS Unit Hour Utilization
Initiative (Goal) -- Partner to Provide Hands-Only CPR Training Initiative (Goal) -- Review Turnout Time for Fire/Rescue Calls F o c u s A r e a 2 0 2 4 : A d m i n i s t r a t i o n , O p e r a t i o n s , P r e v e n t i o n Initiative (Goal) -- Board Election
Initiative (Goal) -- Hire Interim or Permanent Fire Chief Initiative (Goal) -- Update Standard Operating Procedures (SOP’s) Initiative (Goal) -- Update Policy/Manual Bulletins
Initiative (Goal) -- Review Ambulance Arrival on EMS Calls Initiative (Goal) -- Administrative Support for Fire Chief Initiative (Goal) -- Administrative Support for Board
Initiative (Goal) -- Administrative Support for Measure O Committee Initiative (Goal) -- Station Maintenance and Repairs
Initiative (Goal) -- Equipment Maintenance and Repairs
Initiative (Goal) -- Vehicle Replacement
Initiative (Goal) -- Pursue Grants and Donations
Initiative (Goal) -- Identify Opportunities for Administrative Volunteers 132

RODEO HERCULES FIRE DISTRICT

BUSINESS PLAN

TABLE OF CONTENTS
4 F o c u s A r e a 2 0 2 4 c o n t .

Initiative (Goal) -- Improve Report Writing by Paramedics and EMTs Initiative (Goal) -- Improve Report Writing by Officers Initiative (Goal) -- Inspect Commercial Fire Protection Systems Initiative (Goal) -- Inspect High-Risk Occupancies
Initiative (Goal) -- Inspect State-Mandated Occupancies Initiative (Goal) -- Improve Weed Abatement Process
Initiative (Goal) -- Complete Prevention Fee Study
Initiative (Goal) -- Conduct Engineers Promotional Exam Initiative (Goal) -- Participate in Local Hazard Planning Including Developing RHFD Plan Initiative (Goal) -- Participate in Development of City of Hercules Emergency Operations Plan
F o c u s A r e a 2 0 2 5 : A d m i n i s t r a t i o n , O p e r a t i o n s , P r e v e n t i o n Initiative (Goal) -- Station Maintenance and Repairs
Initiative (Goal) -- Vehicle Replacement
Initiative (Goal) -- Review First EMS Capable Unit Arrival at Medical Calls (Urban Zone) Initiative (Goal) -- Review First EMS Capable Unit Arrival at Medical Calls (Rural Zone) Initiative (Goal) -- Review First Suppression Unit Arrival for Crisis Incidents (Urban Zone) Initiative (Goal) -- Review First Suppression Unit Arrival for Crisis Incidents (Rural Zone) F o c u s A r e a 2 0 2 6 : A d m i n i s t r a t i o n , O p e r a t i o n s , P r e v e n t i o n Initiative (Goal) -- TBD
F o c u s A r e a 2 0 2 7 : A d m i n i s t r a t i o n , O p e r a t i o n s , P r e v e n t i o n Initiative (Goal) -- TBD
133
RHFD FOCUS AREA 2023:

ADMINISTRATION * OPERATIONS * PREVENTION
S T R A T E G Y 2 0 2 3 . 1 - H i r e I n t e r i m F i r e C h i e f Hire an Interim Chief to help the District with the day to day administration, budget and to coordinate with MED in the strategic plan analysis of the options in maintaining and or improving current levels of service by the RHFD.

RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: May 2023/Completed
PRIORITY: High
S T R A T E G Y : 2 0 2 3 . 2 - H i r e C o n s u l t a n t Hire a consultant to assist Board with analysis for options in maintaining or improving current levels of service by the RHFD including: a review of administrative responsibilities or workload, provide a gap analysis of services and or tasks within all positions and an analysis of all reasonable proposed partners. Additionally, options for consistent and reliable methods to generate revenue.

RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: May 2023/Completed
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 3 - F u l l y S t a f f R H F D Hire a firefighter to fully staff operations and to reduce overtime and or Workers Compensation insurance.

RESPONSIBLE: Interim Fire Chief, Staff, Administrative Services Officer COMPLETION: April 2023/Completed
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 4 - A p p o i n t a D i r e c t o r Appoint a Director to fully staff Board.

RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: March 2023/Completed
PRIORITY: High
5 134
RHFD FOCUS AREA 2023:

ADMINISTRATION * OPERATIONS * PREVENTION
S T R A T E G Y 2 0 2 3 . 6 - V e h i c l e R e p l a c e m e n t Purchase a command vehicle.

RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: Completed
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 5 - S t a t i o n M a i n t e n a n c e & R e p a i r Replace station alerting systems. Emergency repairs to bathrooms at both stations.

RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: December 2023
PRIORITY: High
6 S T R A T E G Y 2 0 2 3 . 7 - D e v e l o p P o l i c y A d j u s t i n g A u t o o r M u t u a l A i d D u r i n g R e s o u r c e D r a w d o w n
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: Completed
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 8 - P r o v i d e L i a b i l i t y R e d u c t i o n / H a r a s s m e n t P r e v e n t i o n T r a i n i n g
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: Completed
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 9 - D e v e l o p A p p a r a t u s R e p l a c e m e n t P l a n Analyze the need to purchase 2 apparatus, create specifications and deployment.

RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: Completed
PRIORITY: High
135
RHFD FOCUS AREA 2023 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
7 S T R A T E G Y 2 0 2 3 . 1 0 : P r o v i d e P r e s e n t a t i o n s t o S c h o o l s a n d C o m m u n i t y G r o u p s
At the request of the Strategic Plan Community Group (SPCG) the District has returned to classroom visits, which were placed on hold due to Covid.

RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 1 : R e c r u i t N e w E m p l o y e e s F r o m C o m m u n i t y At the request of the Strategic Plan Community Group (SPCG) the District will also recruit new employees from the community.

RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 2 : B o a r d T r a i n i n g Board to attend California Special District Association conference “Comprehensive Governance Leadership for appointed and elected Directors” per adopted Management Assessment Plan (MAP) recommendation #4.

RESPONSIBLE: Interim Fire Chief, Board
COMPLETION: Completed
PRIORITY: High
136
RHFD FOCUS AREA 2023 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
8 S T R A T E G Y 2 0 2 3 . 1 5 R e v i e w D i s t r i c t W e b s i t e A n n u a l l y Board to review and provide feedback to Interim Fire Chief annually to ensure website meets Director’s and communities general expectations.

RESPONSIBLE: Board, Interim Fire Chief, Staff
COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 6 : P u r s u e G r a n t s a n d D o n a t i o n s District to pursue grants and donations in support of the District’s mission and needs. Additionally, funding will provide needed resources and assist in financial stability.

RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 4 R e v i e w S t r a t e g i c P l a n P r o g r e s s A n n u a l l y Budget and Strategic Plan should mirror the District’s proposed expenses annually. Board to review annually the Strategic Plan to ensure District’s Strategic Plan, Business Plan and budget are in alignment.

RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 3 E x p l o r e a C o n t r a c t f o r S e r v i c e o r C o n s o l i d a t i o n
Board hired consultant Mike Despain of MED to assist Board with analysis for efficiencies and financial stability ,including options in maintaining or improving current levels of service by the RHFD; including a review of administrative responsibilities or workload, providing a gap analysis of services and or tasks within all positions and an analysis of all reasonable proposed partners, including contracts for services and/or consolidation. Additionally, options for consistent and reliable methods to generate revenue.

RESPONSIBLE: Board, Interim Fire Chief, Consultant
COMPLETION: 2023
PRIORITY: High
137
RHFD FOCUS AREA 2023 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
9 S T R A T E G Y 2 0 2 3 . 1 9 : P a r t n e r t o P r o v i d e H a n d s - O n l y C P R T r a i n i n g
Hands-only CPR is a beneficial District and community partnership to save lives.

RESPONSIBLE: Interim Fire Chief, Command staff
COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 2 0 : R e v i e w T u r n o u t T i m e f o r F i r e / R e s c u e C a l l s
Review turnout time within 1 minute 50 seconds. 90 percent of the time (emergency calls, unit alert, wheels rolling). Monitor and report turnout performance quarterly (rolling 90 and 365-day, by member or officer.

RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 8 : R e v i e w E M S U n i t H o u r U t i l i z a t i o n ( U H U ) Keep EMS UHR percentage below 30% for all units annually. UHU measures workload levels allowing comparisons to other agencies. RESPONSIBLE:

Interim Fire Chief, Command staff
COMPLETION: 2023
PRIORITY: High
S T R A T E G Y 2 0 2 3 . 1 7 : R e v i e w T u r n o u t T i m e f o r E M S C a l l s Review turnout time within 1 minute 30 seconds. 90 percent of the time (emergency calls, unit alert, wheels rolling).

RESPONSIBLE: Interim Fire Chief, Command staff
COMPLETION: 2023
PRIORITY: High
138
RHFD FOCUS AREA 2024:

ADMINISTRATION * OPERATIONS * PREVENTION
10 S T R A T E G Y 2 0 2 4 . 1 : B o a r d E l e c t i o n Distribute election requirements, monitor Board of Directors and Fire District responsibilities, develop resolution and request consolidation with 2024 General Election.

RESPONSIBLE: Interim Fire Chief, General Counsel, Administrative Services Officer
COMPLETION: November 2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 2 : H i r e I n t e r i m o r P e r m a n e n t F i r e C h i e f Hire an interim or Permanent Chief to help the District (depending on direction provided by Board) with the day to day administration, budget and to coordinate with the Ad Hoc and MED in the strategic plan analysis of the options in maintaining and or improving current levels of service by the RHFD.

Current Interim Chief position ends May 2024.

RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: December 2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 3 : U p d a t e S t a n d a r d O p e r a t i n g P r o c e d u r e s SOP’s for call procedure. Staff will need to outsource to achieve compliancy. Will take approximately one year to complete.

RESPONSIBLE: Interim Fire Chief, Command Staff
COMPLETION: December 2024
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 4 : U p d a t e S t a n d a r d P o l i c y / B u l l e t i n P o l i c i e s Job descriptions, minimum qualifications, injury illness prevention/workers compensation procedures, timecards, rules of conduct, harassment policy, uniform and grooming standards, etc..) to be updated in alignment with legal requirements. Staff will need to outsource to achieve compliancy. Will take approximately one year to complete.

RESPONSIBLE: Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: High
139
RHFD FOCUS AREA 2024 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
S T R A T E G Y 2 0 2 4 . 8 : A d m i n i s t r a t i v e S u p p o r t f o r M e a s u r e O C o m m i t t e e
Administrative support: point of contact, role of Board Clerk, administrative support
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2025
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 9 : S t a t i o n R e p a i r a n d M a i n t e n a n c e Repair 76 roof (work to be done by the City of Hercules), rehab concrete floors stations 75 & 76, carpet replacement stations 75 & Kitchen remodel 76, paint interior 76 station
RESPONSIBLE: Interim Fire Chief, General Counsel, Staff COMPLETION: December 2025
PRIORITY: Moderate 11
S T R A T E G Y 2 0 2 4 . 7 : A d m i n i s t r a t i v e S u p p o r t f o r B o a r d Administrative support: point of contact, role of Board Clerk, administrative support
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2025
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 6 : A d m i n i s t r a t i v e S u p p o r t f o r F i r e C h i e f E x e c u t i v e s t a f f :
report writing, budget support, payroll, HR
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2025
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 5 : R e v i e w A m b u l a n c e A r r i v a l o n E M S C a l l s RESPONSIBLE: Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: High
140
RHFD FOCUS AREA 2024 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
12 S T R A T E G Y 2 0 2 4 . 1 2 : P u r s u e G r a n t s a n d D o n a t i o n s Pursue grants for equipment, training, and vehicles as identified in the annual budget.

RESPONSIBLE: Board, Interim Chief, staff
COMPLETION: 2024
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 1 3 : I d e n t i f y O p p o r t u n i t i e s f o r A d m i n i s t r a t i v e V o l u n t e e r s
Volunteers (Retired experts, potential recruits and others) to support RHFD, e.g. social media coordinator, contract administrator, grants writer, website administrator, CERT coordinator
RESPONSIBLE: Board, Interim Chief
COMPLETION: 2024
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 1 1 : V e h i c l e R e p l a c e m e n t H e a v y a p p a r a t u s ; E n g i n e o r Q u i n t .

RESPONSIBLE: Board, Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 1 0 : E q u i p m e n t P u r c h a s e , M a i n t e n a n c e , R e p a i r s
Replace radios (depending on grant award District may need to replace radios over a three-year period).

RESPONSIBLE: Board, Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: High
141
RHFD FOCUS AREA 2024 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
13 S T R A T E G Y 2 0 2 4 . 1 5 : I m p r o v e r e p o r t w r i t i n g b y O f f i c e r ’ s RESPONSIBLE: Chief, Command staff
COMPLETION: 2024
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 1 6 : I n s p e c t C o m m e r c i a l F i r e P r o t e c t i o n S y s t e m s
Annually, 100% of the time.

RESPONSIBLE: Chief, staff
COMPLETION:2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 1 7 : I n s p e c t H i g h - R i s k O c c u p a n c i e s Annually, 100% of the time.

RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 1 8 : I n s p e c t S t a t e - M a n d a t e d O c c u p a n c i e s Annually, 100% of the time.

RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 1 4 : I m p r o v e R e p o r t W r i t i n g b y P a r a m e d i c s a n d E M T ’ s
RESPONSIBLE: Board, Chief, Command staff
COMPLETION: 2024
PRIORITY: Moderate
142
RHFD FOCUS AREA 2024 cont:

ADMINISTRATION * OPERATIONS * PREVENTION
14 S T R A T E G Y 2 0 2 4 . 2 1 : C o n d u c t E n g i n e e r s P r o m o t i o n a l E x a m RESPONSIBLE: Chief, officers
COMPLETION:2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 2 2 : P a r t i c i p a t e i n L o c a l H a z a r d P l a n n i n g Including developing RHFD plan Participate with the County in local hazard planning, including developing RHFD plan.

RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 2 3 : P a r t i c i p a t e i n t h e d e v e l o p m e n t o f C i t y o f H e r c u l e s E m e r g e n c y O p e r a t i o n s P l a n ( E O P ) RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: Moderate
S T R A T E G Y 2 0 2 4 . 2 0 : C o m p l e t e P r e v e n t i o n F e e S t u d y Validate fees that can be assessed by RHFD.

RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: High
S T R A T E G Y 2 0 2 4 . 1 9 : I m p r o v e W e e d A b a t e m e n t P r o c e s s Possibly contract out this service.

RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: moderate
143
RHFD FOCUS AREA 2025:

ADMINISTRATION * OPERATIONS * PREVENTION
15 S T R A T E G Y : 2 0 2 5 . 1 S t a t i o n M a i n t e n a n c e a n d R e p a i r s Replace concrete tank station 76, App Bay Painting, Training room painting and flooring station 76, remodel kitchen station 75
RESPONSIBLE: Interim Fire Chief, General Counsel, Staff COMPLETION: May 2025
PRIORITY: Moderate
S T R A T E G Y 2 0 2 5 . 2 : V e h i c l e R e p l a c e m e n t Procure apparatus type III engine brush rig
RESPONSIBLE: Fire Chief, Staff, General Counsel
COMPLETION: 2025
PRIORITY: Moderate
S T R A T E G Y 2 0 2 5 . 3 : R e v i e w F i r s t E M S C a p a b l e U n i t A r r i v a l a t M e d i c a l C a l l s ( U r b a n Z o n e )
RESPONSIBLE: Chief, command staff
COMPLETION: 2025
PRIORITY: High
S T R A T E G Y : 2 0 2 5 . 4 : R e v i e w F i r s t E M S C a p a b l e U n i t A r r i v a l a t M e d i c a l C a l l s ( R u r a l Z o n e )
RESPONSIBLE: Chief, command staff
COMPLETION: 2025
PRIORITY: High
S T R A T E G Y : 2 0 2 5 . 5 : R e v i e w f i r s t S u p p r e s s i o n U n i t A r r i v a l f o r C r i s i s I n c i d e n t s ( U r b a n Z o n e )
RESPONSIBLE: Chief, command staff C
COMPLETION: 2025
PRIORITY: High
S T R A T E G Y : 2 0 2 5 . 6 : R e v i e w f i r s t S u p p r e s s i o n U n i t A r r i v a l f o r C r i s i s I n c i d e n t s ( R u r a l Z o n e )
RESPONSIBLE: Chief, command staff
COMPLETION: 2025
PRIORITY: High
144
RHFD FOCUS AREA 2026/2027:

ADMINISTRATION * OPERATIONS * PREVENTION
16 STRATEGY 2026.1: TBD
RESPONSIBLE:

COMPLETION:

PRIORITY:

STRATEGY 2027.1: TBD
RESPONSIBLE:

COMPLETION:

PRIORITY:
145

RODEO - HERCULES
Fire District

R O D E O - H E R C U L E S F I R E D I S T R I C T 1680 Refugio Valley Road, Hercules CA 94547
510 - 779 - 4561
www.rhfd.org
146

RODEO-HERCULES FIRE PROTECTION DISTRICT
1680 REFUGIO VALLEY ROAD, HERCULES, CALIFORNIA 94547
(510) 799-4561 FAX: (510) 799-0395

SPECIAL BOARD MEETING
May 15, 2024
6:00 p.m.

MEETING LOCATION:

Station 76
1680 Refugio Valley Road
Hercules, CA 94547
To access meeting remotely:

Please click on the link below to join the webinar by Zoom:
https://us02web.zoom.us/j/81124981397?pwd=OWE5c1ZXd1liL2N0OVgzVVJudHdFQT09 Or by phone: 1-669-900-9128
Webinar ID: 811 2498 1397
Passcode: 288084
The Rodeo Hercules Fire Protection District (“District”), in complying with the Americans with Disabilities Act (“ADA”), requests individuals who require special accommodations to access, attend, and/or participate in District Board meetings due to a disability, to please contact the District Chief’s office at (510) 799-4561, at least one business day before the scheduled District Board meeting to ensure that the District may assist you.

1. CALL TO ORDER/ROLL CALL

2. PLEDGE OF ALLEGIANCE

3. POTENTIAL ANNEXATION OF RODEO-HERCULES FIRE PROTECTION DISTRICT WITH OR INTO

CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT ANALYSIS AND FINDINGS (PRESENTATION, POSSIBLE ACTION ITEM), M. DESPAIN, 60 MINUTES Attachment

1. Presentation

2. RHFD Options Scoring Matrix

4. ADJOURNMENT
Agendas are posted in accordance with Government Code §54954.2(a) or §54956. Agendas and documents can be viewed by accessing the District website at www.rhfd.org. Posted on: May__, 2024 147

RODEO-HERCULES FIRE

DISTRICT

ANNEXATION ANALYSIS FINDINGS - UPDATE
MAY 15, 2024
Micheal Despain M.A., EFO, CFO, MIFireE
AGENDA ITEM 3
148

PROGRESS UPDATE
¡ As directed, RHFD staff has met with ConFire staff to review potential financial, personnel, and service delivery impacts (pros and cons) of an annexation of the district. ¡ We completed a side-by-side comparison of services and deployment. ¡ We completed a scoring matrix to evaluate the value of annexation in numerical form.

AGENDA ITEM 3
149

SERVICE

COMPARISON
Education Programs CCCFPD RHFPD
Annual fire prevention report distributed Yes Yes
Babysitting safety classes No No
Bilingual info available Focused No
Calling 9-1-1 Yes Yes
Carbon Monoxide Alarm installations Yes No
CPR courses, BP checks Yes Yes
Curriculum used in schools Yes Yes
Exit Drills in the Home (EDITH) Yes During School
Program only
Eldercare and safety Yes No
Fire brigade training No No
Fire extinguisher use Yes No
Fire safety Yes No
Injury prevention Yes No
Juvenile fire-starter program Yes No
Publications available to the public Yes Yes
Smoke alarm installations Yes Yes
Wildland interface education offered Yes No
Firewise Community Implementation Program Yes No
Fire Safe Council Coordinator Yes No
Community Evacuation Drills Yes No
Unsheltered Safety Program Yes No
AGENDA ITEM 3
150

SERVICE

COMPARISON
Code Enforcement Activity CCCFPD RHFPD
Consulted on new construction Yes Yes
Fees for inspections or reviews Yes Yes
Hydrant flow records maintained Partial No
Key-box entry program Yes Yes
Perform occupancy inspections Yes Yes
Perform plan reviews Yes Yes
Sign-off on new construction Yes Yes
Special risk inspections Yes Yes
Storage tank inspections County County
Company Inspections (pre-plan) No No
International Code Council Certified
Inspectors Yes Yes (CSG)
Exterior Hazard Control and Weed
Abatement Yes No (Pending)
Defensible Space Yes No
Property Liens for Hazard Abatement Yes Yes
Integration with CORE T eams and
Homeless Services Yes No
AGENDA ITEM 3
151

SERVICE

COMPARISON
Training Competencies CCCFPD RHFPD
Incident Command System ICS Series ICS Series (Partial) Accountability Procedures Yes Yes
Training SOGs Yes (Partial/Outdated)
Recruit Academy
Internal - Accredited Local Academy
22 Weeks
No
Specialized Rescue Training Yes Yes
HazMat Certifications (ERF) T echnician & Specialist First Responder Operations Vehicle Extrication Training Yes Yes
Focused Engineer Academy Yes No
Focused Captain Academy Yes No
Wildland Certifications S190/130 S190/130
Communications & Dispatch Yes Yes
Truck Company Operations Yes No
Diversity, Equity, and Inclusion Yes No
Fire Boat Operations Yes No
AGENDA ITEM 3
152

SERVICE

COMPARISON
Facilities & Resources CCCFPD RHFPD
Adequate training ground space Yes No
Training building/tower Yes - three sites Mobile
Burn room at the training building Yes No
Live fire props Yes No
Fire Control Instructors Yes No
Driver's course Yes No
Dedicated Urban Search & Rescue Training Site Yes No
SCBA obstacle course/CFS Yes No
Adequate classroom facility Yes Yes
Computers & simulations Yes Yes
EMS props & mannequins Yes Yes
Paramedic School Collaboration Yes No
Internal EMS Continuous Quality Care Nurse Yes - two Contractor AGENDA ITEM 3
153

DEPLOYMENT ANALYSIS
• Turnout time for fire calls within 2 minutes and 20 seconds, 90 percent of the time. • Current RHFPD baseline performance = 76%. Current CCCFPD baseline performance = 83% • Turnout time for EMS calls within 2 minutes and 10 seconds, 90 percent of the time. • Current RHFPD baseline performance = 71%. Current CCCFPD baseline performance = 81% AGENDA ITEM 3
154

FINANCIAL ANALYSIS
• Annexation is cost-neutral to the RHFD taxpayers.
• ConFire will assume all assets and liabilities of the RHFD. • Measure O and Benefit Assessment are necessary to maintain service levels within RHFD • Five-year projection reflects some savings for ConFire from efficiencies and economies of scale • Fiscal analysis presumes:
• RHFD fund balance/reserves used to pay down CCCERA unfunded liability • CERBT funds used to pay down OPEB liability
• ConFire costs and benefits, pension, salary schedule for RHFD employees that will be absorbed • Apparatus replacement plan
• Current annual cost of RHFD retiree health benefits
AGENDA ITEM 3
155
Findings In Favor of Annexation
• ConFire can provide a considerably higher level of service to the community based on historical performance
• Annexation is cost-neutral to the community
• Annexation provides better career/professional development opportunities for firefighters and employees
• Meets or exceeds approximately 70% of the RHFD strategic plan Outcomes and Supporting Objectives immediately
AGENDA ITEM 3
156
Findings Against Annexation
• Not all current support staff employees will transition to ConFire • Travel time for those wishing to participate in board or committee meetings ”in-person” will be longer, as well as any business at Fire Headquarters. (Concord) AGENDA ITEM 3
157

SERVICE

COMPARISON

Page 1 ends

RHFD Options Scoring Matrix Option A
(Local)
Option C
(Annex)
High = 10, Moderate = 5, Low = 3
H Life Safety for Community (Rescue from Fire/Cardiac Survival) 8.5 9.0 H Health and Safety of Firefighters 8.0 9.0
H Mitigate Liability to District (Legal/Regulation/Financial) 0.0 10.0 H Economic Impact to Community (Business/Jobs/Insurance Premiums) 7.5 9.0 H Impact to Environment 7.5 9.0
H Proactive Vegetation Management/Weed Abatement 7.5 9.0 H Fiscal Sustainability/Impact to Taxpayers 5.0 9.0
M Professional Development Opportunities for Employees 3.0 5.0 M Access to Special Teams (water rescue/technical rescue) 2.0 5.0 M Extended Operations Support (Incident Management Team) 1.0 5.0 M Public Education and Outreach 3.0 5.0
M Public Access to Headquarters 5.0 4.0
M Public Access to Elected Board Members 5.0 3.0
M Emergency Preparedness Program (CWPP, LHMP, Firewise, Storm Ready Community, etc.) 2.0 5.0 L Impact on property insurance rates for fire 2.0 3.0
L Public Access to Board Meetings 3.0 2.0
L Ability to attract Diversity within the Applicant Pool 1.0 3.0 L Maintain or improve ISO Rating 1.0 3.0

Total 72.0 107.0
Total Possible 117.0 117.0
AGENDA ITEM 3
158
Next Steps – If Board is in support
• Direct staff to develop a ”Service Plan” that meets LAFCo standards for RHFD board review
• Direct staff to host at least (2) townhall meetings to provide the community with an overview of the proposal and answer any specific questions from stakeholders • Coordinate another RHFD special meeting to review the findings and, with board support, vote on a resolution to annex.
• ConFire board will vote on a similar resolution.
• Both resolutions and the “Service Plan” will be submitted by ConFire as an application to LAFCo. The LAFCo process will take approximately 120 days. • Best scenario is official annexation by July 2025 with transitional activities occurring between the time of official LAFCo approval and the annexation date.

AGENDA ITEM 3
159
RHFD Agency Sustainability Project 2023/2024
RHFD Options Scoring Matrix Option A
(Local)
Option C
(Annex)
High = 10, Moderate = 5, Low = 3
H Life Safety for Community (Rescue from Fire/Cardiac Survival) 8.5 9.0 H Health and Safety of Firefighters 8.0 9.0
H Mitigate Liability to District (Legal/Regulation/Financial) 0.0 10.0 H Economic Impact to Community (Business/Jobs/Insurance Premiums) 7.5 9.0 H Impact to Environment 7.5 9.0
H Proactive Vegetation Management/Weed Abatement 7.5 9.0 H Fiscal Sustainability/Impact to Taxpayers 5.0 9.0
M Professional Development Opportunities for Employees 3.0 5.0 M Access to Special Teams (water rescue/technical rescue) 2.0 5.0 M Extended Operations Support (Incident Management Team) 1.0 5.0 M Public Education and Outreach 3.0 5.0
M Public Access to Headquarters 5.0 4.0
M Public Access to Elected Board Members 5.0 3.0
M Emergency Preparedness Program (CWPP, LHMP, Firewise, Storm Ready Community, etc.) 2.0 5.0 L Impact on property insurance rates for fire 2.0 3.0
L Public Access to Board Meetings 3.0 2.0
L Ability to attract Diversity within the Applicant Pool 1.0 3.0 L Maintain or improve ISO Rating 1.0 3.0
Total 72.0 107.0
Total Possible 117.0 117.0
AGENDA ITEM 3
160
DI

SCUSSION AND/OR ACTION

AGENDA ITEM

5. 22-868
161

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Eibleis Melendez, City Clerk
SUBJECT: Remote Public Participation Update
RECOMMENDED ACTION:

Provide direction to staff regarding a remote participation option for members of the public at public meetings.

BACKGROUND:

At the February 13, 2024 City Council meeting , staff provided an update on the City’s continued temporary suspension of public comment via Zoom , as well as an update on how surrounding agencies are currently managing remote public comment in their public meetings. Staff was directed to come back to Council in May and provide an update on any policy changes related to re mote participation made by the same surrounding cities initially surveyed.

The Brown Act (CA Government Code Sections 54950 et seq.) requires that the City Council conduct business in open, public, and noticed meetings. Before Covid -19 Pandemic, all City Council meetings were held in person and there were no options for remote participation. During COVID -19, the City implemented technology upgrades to accommodate remote participation for members of the public. The City started using the Zoom platform as a format for the public to engage in public meetings remotely and safely.

The City Council, Planning Commission, Finance Commission and the Community & Library Service Commission meetings were organized to provide the public with remote participation options.
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In late 2023, cities in the surrounding area and throughout the State experienced attacks by organized groups of remote participants who took advantage of the virtual meeting platform to make racist, homophob ic, and antisemitic comments via Zoom, a practice known as “Zoom Bombing” . In response and o ut of an abundance of caution, the City Council concurred with staff’s recommendation that remote participation be suspended for an indefinite period of time. During the suspension of remote participation, the public has been able to listen and watch via Zoom , but unable to provide public comment remotely. Currently, if a member of the public would like to provide a public comment, they need to attend the meeting in-person or submit their public comment via email to the City Clerk.

ANALYSIS:

In January 2024, t he City Clerk’s office surveyed surrounding agencies (Attachment 4).

Out of twenty-four (24) cities, twelve (12) cities either no longer offer the option to attend City Council meetings remotely or have not returned to remote participation due to the “Zoom Bombing” that their city experienced. Six (6) cities offer a hybrid option with limitations, such as limiting public comment to in person attendees. The remaining six (6) cities, either never suspended remote participation or started offering the option again after the first of the year. At the February 13 , 2024 City Council meeting, the potential opportunities and obstacles listed below in allowing remote participation via Zoom, were considered.

Opportunities:
 Allows for an additional means for the public to communicate with their elected officials.
 Provides greater accessibility to citizens who have mobility or childcare issues and are unable to attend a public meeting in person.
 Having the ability to watch a meeting and comment remotely may increase public participation.

Obstacles:

 The addition of remote public comments makes public entities vulnerable to nefarious groups outside the jurisdiction, possibly out of the State, that mount coordinated attacks to spread hate speech.
 Hate groups actively seek out opportunities to use the broadcast of public meetings as a forum for spreading hate and dissension.
 The use of Zoom for public comment creates challenges in controlling disruptive behavior during public meetings since participants on Zoom can be anonymous and from anywhere in the world.

The following are a list of hybrid options to consider moving forward:
163
 Return to how the City previously accepted remote public comment before the suspension was implemented.
 Accept remote public comment only on items on the agenda.  Accept public comment both in person and remotely but the time the public is allowed to speak would be reduced from the three (3) minutes that is currently in place.
 Continue to provide a hybrid option to watch and listen to the meeting but public comment can only be received in person or via email.

The City Clerk’s office surveyed the same Cities that participated in the Remote Participation Survey of Local Agencies survey in Januar y. T he survey (Attachment 1) shows that there has been no change in their approach to remote public participation since the original survey was done in January.

Pursuant to the California Government Code, the City is not obligated to provide remote participation options in meetings; most public agencies provide it as a courtesy. If the City Council directs staff to bring back the use of Zoom for remote public comments, applicable law would not allow the City to impose restrictions upon remote participants (such as residency restrictions).

During the remote participation suspension period, October 2023 to present, the City has not received complaints from the public regarding the modified participation policy.

FISCAL IMPACT:

There is no fiscal impact.

ATTACHMENTS:

1. Remote Participation Survey of Local Agencies- 5/20/24

2. 2/13/24 Staff Report – Remote Participation

3. Remote Participation Survey of Local Agencies- 1/1/24

164
Remote Participation Survey of Local Agencies (As of May 20, 2024) Agency/ Body Targeted
Remote Participation Status
(As of January 2024)
Remote Participation Status (As
of May 20, 2024) Notes
City of Alameda Hy brid with limitations No Change
Remote Public Comment on Agenda
Items Only
City of Albany Hybrid with limitations No Change
City of Antioch Discontinued Remote Public Comment No Change City of Berkeley Never Suspended Remote Participation No Change City of Brentwood Hybrid with limitations No Change
Remote Public Comment on Agenda
Items Only
City of Concord Discontinued Remote Pubic Comment No Change City of Danville Discontinued Remote Pubic Comment No Change City of Dublin Never Suspended Remote Participation No Change City got Zoom Bombed April 2nd, item
went to Council May 7th, Council voted
to continue remote participation
City of El Cerrito Discontinued Remote Pubic Comment No Change City of Fremont Discontinued Remote Pubic Comment No Change City of Hayward Hybrid with limitations No Change
City of Lafayette Never Suspended Remote Participation No Change City of Livermore Discontinued Remote Pubic Comment No Change City of Martinez Never Suspended Remote Participation No Change City of Newark Discontinued Remote Pubic Comment No Change City of Oakland Never Suspended Remote Participation No Change City of Oakley Discontinued Remote Pubic Comment No Change City of Orinda Discontinued Remote Pubic Comment No Change City of Piedmont Hybrid with limitations No Change
City of Pinole Hybrid with limitations No Change
City of Pittsburg Discontinued Remote Pubic Comment No Change City of Pleasanton Discontinued Remote Pubic Comment No Change Public Comment only if Council Member
is Remote
City of Richmond Never Suspended Remote Participation No Change City of San Leandro Hybrid with limitations No Change
City of San Ramon Discontinued Remote Pubic Comment No Change 165
Remote Participation Survey of Local Agencies (As of May 20, 2024) 166

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of February 13, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Eibleis Melendez, City Clerk
Patrick Tang, City Attorney

SUBJECT: Remote Public Participation
RECOMMENDED ACTION:

Provide direction to staff regarding a remote participation option for members of the public at public meetings.

BACKGROUND:

At the January 9, 2024, City Council meeting, the Council approved a request from Council Member Bailey for staff to provide an update on the City’s current policy of temporary suspension of public comment via Zoom.

The Brown Act (CA Government Code Secti ons 54950 et seq.) requires that the City Council conduct business in open, public, and noticed meetings. Before Covid -19 Pandemic, all City Council meetings were held in person and there were no options for remote participation. During COVID -19, the City implemented technology upgrades to accommodate remote participation for members of the public. The City started using the Zoom platform as a format for the public to engage in public meetings remotely and safely.

The City Council, Planning Commission, Fi nance Commission and the Community & Library Service Commission meetings were organized to provide the public with remote participation options.

In late 2023, cities in the surrounding area and throughout the State experienced remote participants who made racist, homophobic, and antisemitic comments via Zoom, known as “Zoom Bombing”. Out of an abundance of caution, s taff recommended, and the City 167
Council concurred, that remote participation be suspended temporarily. During the suspension of remote participation, the public has been able to listen and watch via Zoom, but unable to provide public comment remotely. Currently, if a member of the public would like to provide a public comment, they need to attend the meeting in -person or submit their public comment via email to the City Clerk.

ANALYSIS:

The City Clerk’s office surveyed surrounding agencies (Attachment 1). Out of twenty-four (24) cities, twelve (12) cities either no longer offer the option to attend City Council meetings remotely or have not returned to remote participation due to the “Zoom Bombing” that their city experienced. Six (6) cities offer a hybrid option with limitations , such as limiting general public comment to in person attendees . The remaining s ix (6) cities, either never suspended remote participation or started offering the option again after the first of the year. Below is a list of potential opportunities and obstacles in allowing remote participation via Zoom.

Obstacles:

 The addition of remote public comments makes public entities vulnerable to nefarious groups outside the jurisdiction, possibly out of the State, that mount coordinated attacks to spread hate speech.
 Hate groups actively seek out opportunities to use the broadcast of public meetings as a forum for spreading hate and dissention.
 The use of Zoom for public comment creates challenges in controlling disruptive behavior during public meetings since participants on Zoom can be anonymous.

Zoom participation can be from anywhere in the world.

The following are a list of hybrid options to consider moving forward:
 Return to how the City previously accepted remote public comment before the suspension was implemented.
 Accept remote public comment only on items on the agenda.  Accept public comment both in person and remotely but the time the public is allowed to speak would be reduced from the three (3) minutes that is currently in place.
168
 Continue to provide a hybrid option to watch and listen to the meeting but public comment can only be received in person or via email.

Pursuant to California Government Code, t he City is not obligated to provide remote participation options in meetings; most public agencies provide it as a courtesy. If the City Council directs staff to bring back the use of Zoom for remote public comments, applicable law would not allow the City to impose restrictions upon remote participants (such as residency restrictions).

During the remote participation suspension period, October 2023 to present, the City has not received complaints from the public regarding the modified participation policy.

FISCAL IMPACT:

There is no fiscal impact.

ATTACHMENTS:

1. Remote Participation Survey of Local Agencies

169
Remote Participation Survey of Local Agencies (January 2024) Agency/ Body Targeted Current Zoom Status (As of January 2024) Notes City of Alameda Hy brid with limitations Remote Public Comment on Agenda Items Only City of Albany Hybrid with limitations
City of Antioch Discontinued Remote Public Comment
City of Berkeley Never Suspended Remote Participation
City of Brentwood Hybrid with limitations Remote Public Comment on Agenda Items Only City of Concord Discontinued Remote Pubic Comment
City of Danville Discontinued Remote Pubic Comment
City of Dublin Never Suspended Remote Participation
City of El Cerrito Discontinued Remote Pubic Comment
City of Fremont Discontinued Remote Pubic Comment
City of Hayward Hybrid with limitations
City of Lafayette Never Suspended Remote Participation
City of Livermore Discontinued Remote Pubic Comment
City of Martinez Never Suspended Remote Participation
City of Newark Discontinued Remote Pubic Comment
City of Oakland Never Suspended Remote Participation
City of Oakley Discontinued Remote Pubic Comment
City of Orinda Discontinued Remote Pubic Comment
City of Piedmont Hybrid with limitations
City of Pinole Hybrid with limitations
City of Pittsburg Discontinued Remote Pubic Comment
City of Pleasanton Discontinued Remote Pubic Comment
Public Comment only if Council Member is
Remote
City of Richmond Never Suspended Remote Participation
City of San Leandro Hybrid with limitations
City of San Ramon Discontinued Remote Pubic Comment
170
DI

SCUSSION AND/OR ACTION

AGENDA ITEM

6. 22-869
171

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Award of a Construction Contract in the amount of $ 84,910 for the Fire Station 76 Reroofing Project
RECOMMENDED ACTION:

Adopt a resolution authorizing the City Manager to execute a construction contract with Lifetime Roofing & Renovation in the amount of $84,910 for the Fire Station 76 Reroofing Project, authorizing an additional expenditure of up to $ 8,491 for a 10% contingency on said construction contract, for a total not to exceed amount of $93,401, and appropriating the same from the General Fund/Capital Reserves to fully fund the project.

BACKGROUND:

Fire Station 76 , which was constructed in the early 1990s , is located at 1680 Refugio Valley Road. The building and premises are owned by the City of Hercules and leased by the Rodeo-Hercules Fire District. Per Section 4.02 of the 1991 Lease Agreement, the “City shall, at City’s own cost and expense, keep the exterior roof….in good repair.” The roof is tile and, having served beyond its 30-year lifespan, needs to be repaired.

Three alternatives were evaluated:

1. Converting to composite shingle Estimated Cost $155K - $175K

2. Installing new concrete tile Estimated Cost $170K - $190K

3. Reusing the existing tile Estimated Cost $85K - $115K To evaluate these options, City staff met on-site with SERA architects and a roofing contractor. The existing tiles were determined to be a candidate for re -use, except for a 22-869
172
few which are broken and need to be replaced. Given the cost to re -use the tiles was estimated to be roughly half as much as using new tiles or composite shingles and the environmental benefit of recycling in -place, informal bids were solicited from approximately a dozen roofing contractors to reroof Fire Station 76 using the existing tiles.

ANALYSIS:

A total of 3 bids to reroof Fire Station 76 were received as follows:

NO Bidder's Name Bid Proposal
1 Lifetime Roofing & Renovation $84,910
2 Planchon Roofing $145,000
3 Fidelity Roof $227,218

Lifetime Roofing is located in Sunnyvale and is licensed, insured, and bonded. They have been in business 2 years though their staff have worked in the roofing business for many years. Their references were positive.

Construction is anticipated to take place as soon as July and be completed in about a month. Following the award of the contract, staff will meet with the contractor to firm up the schedule and will coordinate the work with Rodeo-Hercules Fire Department staff.

FISCAL IMPACT:

There is sufficient funding in Ge neral Fund/Capital Reserves to fully fund this contract.

The amount of contingency funding needed will be determined once the tiles are removed and the underlying decking and other wood members can be inspected for water damage and dry rot.

ATTACHMENTS:

Attach 1- Resolution

173
RESOLUTION NO. 24-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES AUTHORIZING THE CITY

MANAGER TO EXECUTE A CONSTRUCTION CONTRA CT WITH LIFETIME ROO FING & RENOVATION IN THE AM OUNT OF $84,910 FOR THE FIRE STATION 76 REROOFING PROJECT, AUTHORIZING AN ADDITIONAL EXPEN DITURE OF UP TO $8,4 91 FOR A 10%

CONTINGENCY ON SAID CONSTRUCTION CONTRAC T, FOR A TOTAL NOT T O EXCEED AMOUNT OF $93,401, A ND APPROPRIATING THE SAME FROM THE GENER AL

FUND/RESERVES TO FULLY FUND THE PROJECT
WHEREAS, the roof of Fire Stati on 76 has served beyond its 30 -year lifespan and is in need of repairs; and
WHEREAS, per the 1991 Lease Agreement between the City and the Rodeo -Hercules Fire District the City is responsible to fund and make the repairs; and WHEREAS, the repair work was bid out and Lifetime Roofing & Renovation submitted the low bid in the amount of $84,910; and
WHEREAS, there is sufficient funding the General Fund/Capital Reserves to fully fund the construction contract.

NOW, THEREFORE, BE IT RESOLVED by the City Cou ncil of the City of Hercules that the City Council hereby adopts a resolution authorizing the City Manager to execute a construction contract with Lifetime Roofing & Renovation in the amount of $84,910 for the Fire Station 76 Reroofing Project, authorizing an additional expenditure of up to $8,491 for a 10% contingency on said construction contract, for a total not to exceed amount of $93,401, and appropriating the same from the General Fund/Capital Reserves to fully fund the project.

The foregoing Resolut ion was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 28th day of May 2024 by the following vote of the Council:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
Dan Romero, Mayor
ATTEST:

Eibleis Melendez, City Clerk
174

DISCUSSION AND/OR ACTION

AGENDA ITEM

7. 22-871

175

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 28, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Christopher Roke, Parks and Recreation Director Mike Roberts, Public Works Director
Tim Rood, Community Development Director
Joseph Vasquez, Chief of Police
SUBJECT: 4th of July Fireworks Celebration
RECOMMENDATION ACTION:

City Council receive an update on the Bayfront 4th of July fireworks celebration, discuss, and provide direction to staff, if any.

EXECUTIVE SUMMARY:

As directed by City Council, staff has proceeded with planning this year’s 4th of July fireworks celebration on Bayfront Boulevard, which is proposed to be similar to past years, with the addition of food trucks on Bayfront Boulevard, which will be closed to traffic to provide spectators a safer environment to watch the show as well as emergency vehicle access.

BACKGROUND:

In 2021 -22FY, the Hercules City Council budgeted $75,000 to bring a Firework Celebration. The event on July 4, 2022, was a joint venture between the City of Hercules and the City of Pinole. The fireworks were launched from the back corner of Block M of the Hercules Bayfront. At th e time, both cities believed that this may be the last opportunity to have a land launch in either city. The end result was a spectacular aerial show that lasted a little over 20 minutes, to a delighted crowd of several thousand people along the Bayfront.
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In 2022 -23FY, the City C ouncil allocated $50,000 for a f ireworks show. During the planning of the July 4, 2023 event the City of Pinole decided to hold a separate event, but at the last moment their plans fell through. As a result the City of Hercule s saw an increase in spectators that doubled from the previous year . The Fireworks Celebration was once again a 20 minute show on Block M of the Bayfront, and included food trucks.

When the City Council allocated $50,000 for a fireworks celebration in 2023 -24, staff immediately began the planning process. Based upon what was learned from last year, the need to provide a safer environment for pedestrians and emergency vehicle access was identified as a top priority.

ANALYSIS:

The City of Hercules is fortunate to have use of the undeveloped parcel known as Block M, which is owned by the developer Ledcor and located at the intersection of John Muir Parkway & Bayfront, to launch the fireworks. The Fireworks Celebration has been a very successful event for the City of Hercules over the past few years. This year’s event will be similar to past years, with the additional step of closing Bayfront Blvd to through traffic as a safety precaution for spectators and to allow for emergency vehicle access. The map of proposed street closures for the event is included as an attachment to this staff report.

FISCAL IMPACT:

The Hercules City Council allocated $50,000 for Fireworks in FY 2023-24. No additional funds are being requested.

ATTACHMENTS:

1. Map of the Bayfront with proposed closures
177
4th of July Fireworks Event
Barricade (Type
3)
Food
Truck/Pedestrian
Officer Traffic Flow
One Way
Traffic
178

Hercules City CouncilMay 28, 2024

Hercules City Council
May 28, 2024