Shafter City Council
December 16, 2025

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Mobile Home
A structure that is transportable in one or more sections, built on a permanent chassis, and designed to be used with or without a permanent foundation when connected to the required utilities. It does not include recreational vehicles or travel trailers.

Mobile Home Park
Any area or tract of land where one or more mobilehome spaces are rented or leased or held out for rent or lease to accommodate mobilehomes used for human habitation.

Mobile Recycling Unit
An automobile, truck, trailer or van, licensed by the Department of Motor Vehicles, which is used for the collection of recyclable materials. A Mobile Recycling Center also means the bins, boxes or containers transported by trucks, vans, or trailers, and used for the collection of recyclable materials.

Monopole
A structure composed of a single spire used to support communications equipment.

Motel
See “Hotel”
Municipal Code
The Municipal Code of the City, as amended.

New Construction
For floodplain management purposes, structures for which the “start of construction” commenced on or after the effective date of a floodplain management regulation adopted by this community.

Natural Feature
Any tree, plant form, geographical or geological site or feature subject to this Title.

Nonconforming Use
A lawfully established and maintained use which does not conform with the development standards for site area per dwelling unit or density for the district in which the use is located by reason of adoption or amendment of this title, or a lawfully established and maintained use of a structure or land which does not conform with the use regulations for the district in which it is located by reason of adoption or amendment of this Title.

Nonconforming Zoning Condition
A physical improvement on a property that does not conform with current zoning standards.

Nuisance
An interference with the enjoyment and use of property.

Administration 4
Parking (Tandem)
Parking space configuration where two or more parking spaces are lined up one behind the other.

Passageway
A pathway that is unobstructed clear to the sky and extends from a street to one entrance of the ADU or JADU.

Permitted Use
A land use which is allowed by right in a particular zone or district without approval of a conditional use permit, which meets the performance standards within this Title.

Person
Any individual, firm, association, corporation, organization, partnership; any city, county, district, state; or any department or agency thereof, or other group acting as a unit.

Pitched Roof
Pitched or Gabled Roof shall mean a ridge roof with sloping ends over the building walls.

Place or Erect
The verbs to place or erect shall mean and include to place, construct, erect, re-erect, alter, install, enlarge, move, improve, convert, paint or equip.

Place of Worship Seating Area
The gross floor area of the main assembly hall or auditorium of a place of worship that must be identified for the purpose of calculating parking requirements when fixed seats are not provided. Only the actual seating area (including aisles) shall be counted. The final determination as to what constitutes the “Place of Worship Seating Area” shall be made by the approval body of the City.

Planning Commission
The Planning Commission of the City.

Planning Director
The Planning Director of the City, or his/her designee.

Poster
A sign, temporary in nature and usually on paper or cardboard, used to advertise a coming event or attraction.

Pre-Existing
In existence prior to the effective date of the ordinance enacting this Title.

Preservation
The identification, study, protection, restoration, rehabilitation, or acquisition of cultural resources.

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Property Line (Streetside)
A side lot line abutting a street.

Proposed Dwelling
A dwelling that is the subject of a permit application and that meets the requirements for permitting.

Prurient Interest
A shameful or morbid interest in nudity, sex, or excretion, to an extent that is patently offensive to the prevailing standards in the adult community as a whole.

Public Access
“Public Access” shall mean:
 A dedication to public use or to the City and constructed to the required width for road purposes.
 A permanent written easement for road purposes to the required width from the State of Federal Government.
 An access road as defined in this Section that has been open to the public without posting for five years or more, provided adequate evidence thereof is submitted to and approved by the City Engineer.

Public Transit
A location, including, but not limited to, a bus stop or train station, where the public may access buses, trains, subways, and other forms of transportation that charge set fares, run on fixed routes, and are available to the public.

Public Use
A use operated exclusively by a public body, such use having the purpose of serving the public health, safety or general welfare, and including uses such as public schools, parks, playgrounds, hospitals, and administrative and service facilities.

Public Works Director
The Public Works Director of the City, or his/her designee Qualifying Resident
Any person 62 years of age or older in a project of 150 residential units or fewer or any person 55 years of age or older in a project of greater than 150 residential units.

Quasi-Public Use
A use operated by a private nonprofit educational, religious, recreational, charitable or medical institution, such use having the purpose primarily of serving the general public, and including uses such as churches, private schools, and universities, community, youth and senior citizen recreational facilities, private hospitals, and the like.

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11.200 ACCESSORY DWELLING UNITS (ADUs) AND JUNIOR ACCESSORY DWELLING UNITS (JADUs)

1. Purpose
The purpose of this section is to allow and regulate accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) in compliance with Chapter 13 of Division 1 of Title 7 of the California Government Code.

2. Effect of Conforming
An ADU or JADU that conforms to the standards in this section will not be a. (1) dDeemed to be inconsistent with the city’s general plan and zoning designation for the lot on which the ADU or JADU is located; b. (2) Ddeemed to exceed the allowable density for the lot on which the ADU or JADU is located;
c. (3) cConsidered in the application of any local ordinance, policy, or program to limit residential growth;
d. and (4) Rrequired to correct a nonconforming zoning condition, defined as a physical improvement on a property that does not conform with current zoning standards, but this does not prevent the city from enforcing compliance with applicable building standards in accordance with Health and Safety Code Section 17980.12.

3. Approvals
The following approvals apply to ADUs and JADUs created under this section. a. Ministerial ADU and Building Permits Required. Every ADU and JADU requires an ADU permit and a building permit. The city will review and approve permit applications in accordance with subsection (d)(3) below.Building-permit Only. If an ADU or JADU complies with each of the general requirements in subsection 4 below, it is allowed with only a building permit in the following scenarios:
(1) Converted on Single-family Lot: One ADU as described in this subsection 3a(1) and one JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:
(a) Is either: within the space of a proposed single-family dwelling; within the existing space of an existing singlefamily dwelling; or (in the case of an ADU only) within the existing space of an accessory structure, plus up to 150 additional square feet if the expansion is limited to accommodating ingress and egress; and
(b) Has exterior access that is independent of that for the single-family dwelling; and
(c) Has side and rear setbacks sufficient for fire and safety, as dictated by applicable building and fire codes.

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(d) The JADU complies with the requirements of
Government Code Sections 66333 through 66339.
(2) Limited Detached on Single-family Lot: One detached, newconstruction ADU on a lot with a proposed or existing singlefamily dwelling (in addition to any JADU that might otherwise be established on the lot under subsection 3a(1) above), if the detached ADU satisfies each of the following limitations:
(a) The side- and rear-yard setbacks are at least four feet. (b) The total floor area is 800 square feet or smaller. (c) The peak height above grade does not exceed the
applicable height limit in subsection 4b below.
(3) Converted on Multifamily Lot: One or more ADUs within portions of existing multifamily dwelling structures that are not used as livable space, including but not limited to storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings. Under this subsection 3a(3), at least one converted ADU is allowed within an existing multifamily dwelling, up to a quantity equal to 25 percent of the existing multifamily dwelling units.
(4) Limited Detached on Multifamily Lot: No more than two detached ADUs on a lot with a proposed multifamily dwelling, or up to eight detached ADUs on a lot with an existing
multifamily dwelling, if each detached ADU satisfies all of the following.
(a) The side- and rear-yard setbacks are at least four feet.

If the existing multifamily dwelling has a rear or side yard setback of less than four feet, the city will not
require any modification to the multifamily dwelling as a condition of approving the ADU.
(b) The peak height above grade does not exceed the
applicable height limit provided in subsection 4b below. (c) If the lot has an existing multifamily dwelling, the quantity of detached ADUs does not exceed the
number of primary dwelling units on the lot.
b. Processing Fee. The city may charge a fee to reimburse it for costs incurred in processing ADU permits, including the costs of adopting or amending the city’s ADU ordinance. The ADU-permit processing fee is determined by the Planning Director and approved by the city council by resolution.ADU Permit
(1) Except as allowed under subsection 3a above, no ADU may be created without a building permit and an ADU permit in compliance with the standards set forth in subsections 4 and 5 below.

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(2) The city may charge a fee to reimburse it for costs incurred in processing ADU permits, including the costs of adopting or amending the city’s ADU ordinance. The ADU-permit
processing fee is determined by the director of community development and approved by the city council by resolution. c. Process and Timing
(1) An ADU permit is considered and approved ministerially, without discretionary review or a hearingCompleteness.
(a) Determination in 15 days. The city will determine
whether an application to create or serve an ADU or
JADU is complete and will provide written notice of the determination to the applicant within 15 business days
after the city receives the application submittal.
(b) Incomplete items. If the city’s determination under subsection (3)(c)(1)(a) above is that the application is incomplete, the city’s notice must list the incomplete
items and describe how the application can be made
complete.
(c) Cure. After receiving a notice that the application is incomplete, the applicant may cure and address the
items that were deemed by the city to be incomplete.
(d) Subsequent submittals. If the applicant submits
additional information to address incomplete items,
within 15 business days of the subsequent submittal
the city will determine in writing whether the additional information remedies all the incomplete items that the
city identified in its original notice. The city may not require the application to include an item that was not included in the original notice.
(e) Deemed complete. If the city does not make a timely determination as required by this subsection (1), the
application or resubmitted application is deemed
complete for the purposes of subsection (3)(c)(3)
below.
(f) Appeal of incompleteness. An applicant may appeal
the city’s determination that the application is
incomplete by submitting a written appeal to the city
clerk. The planning commission will review the written
appeal and affirm or reverse the completeness
determination and provide a final written determination to the applicant within 60 business days after receipt of the appeal
(2) No discretion or hearing. Ministerial permits for an ADU or JADU are considered and approved without discretionary
review or a hearing. The city must approve or deny an
application to create an ADU or JADU within 60 days from the date that the city receives a completed application. If the city

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has not approved or denied the completed application within 60 days, the application is deemed approved unless either:
(a) The applicant requests a delay, in which case the 60-day time period is tolled for the period of the requested delay, or (b) When an application to create an ADU or JADU is submitted with a permit application to create a new single-family or multifamily dwelling on the lot, the city may delay acting on the permit application for the ADU or JADU until the city acts on the permit application to create the new single-family or multifamily dwelling, but the application to create the ADU or JADU will still be considered ministerially without discretionary review or a hearing.
(3) Deadline to approve or deny ministerial approvals. The city must approve or deny an application to create an ADU or JADU within 60 days from the date that the city receives a complete application. If the city has not approved or denied the complete application within 60 days, the application is deemed approved unless either:If the city denies an application to create an ADU or JADU, the city must provide the applicant with comments that include, among other things, a list of all the defective or deficient items and a description of how the application may be remedied by the applicant. Notice of the denial and
corresponding comments must be provided to the applicant within the 60-day time period established by subsection 3c(2) above.
(a) The applicant requests a delay, in which case the 60- day time period is tolled for the period of the requested delay, or
(b) When an application to create an ADU or JADU is
submitted with a permit application to create a new
single-family or multifamily dwelling on the lot, the city may delay acting on the permit application for the ADU
or JADU until the city acts on the permit application to create the new single-family or multifamily dwelling, but the application to create the ADU or JADU will still be considered ministerially without discretionary review or a hearing.
(4) Denial. If the city denies an application to create an ADU or JADU, the city must provide the applicant with comments that include, among other things, a list of all the defective or deficient items and a description of how the application may be remedied by the applicant. Notice of the denial and
corresponding comments must be provided to the applicant within the 60-day time period established by subsection (3)(c)(3) aboveA demolition permit for a detached garage that is to be replaced with an ADU is reviewed with the application for the ADU and issued at the same time.

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(5) Appeal of denial. An applicant may appeal the city’s denial of the application by submitting a written appeal to the city clerk.

The planning commission will review the written appeal and affirm or reverse the denial and provide a final written determination to the applicant within 60 business days after receipt of the appeal.
(6) Concurrent review of demolition. A demolition permit for a detached garage that is to be replaced with an ADU is reviewed with the application for the ADU and issued at the same time.

4. Classes.
a. Class 1: Statutorily Regulated. Class 1 ADUs and JADUs are approved under Government Code section 66323. If an ADU or JADU complies with each of the general requirements in subsection (5) below, it is allowed in each of the scenarios provided in this subsection (4)(a). An ADU and JADU approved under subsection (4)(a)(1) may be combined with an ADU approved under subsection (4)(a)(2), and ADUs approved under subsection (4)(a)(3) may be combined with ADUs approved under subsection (4)(a)(4).
(1) Converted on Lot with Single-Family: One ADU as described in this subsection (4)(a)(1) and one JADU on a lot with a proposed or existing single-family dwelling on it, where the ADU or JADU:
(a) Is either: within the space of a proposed single-family dwelling; within the existing space of an existing singlefamily dwelling; or (in the case of an ADU only) within the existing space of an accessory structure, plus up to 150 additional square feet if the expansion is limited to accommodating ingress and egress; and
(b) Has exterior access that is independent of that for the single-family dwelling; and
(c) Has side and rear setbacks sufficient for fire and safety, as dictated by applicable building and fire codes.
(d) The JADU complies with the requirements of
Government Code sections 66333 through 66339
(2) Limited Detached on Lot with Single-Family: One detached, new-construction ADU on a lot with a proposed or existing single-family dwelling, if the detached ADU satisfies each of the following limitations:
(a) The side- and rear-yard setbacks are at least four feet. (b) The total floor area is 800 square feet of livable space or smaller.
(c) The peak height above grade does not exceed the
applicable height limit in subsection (5)(b) below.
(3) Converted on Lot with Multifamily: One or more ADUs within portions of existing multifamily dwelling structures that are not

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used as livable space, including but not limited to storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings. Under this subsection (4)(a)(3), at least one converted ADU is allowed within an existing
multifamily dwelling, up to a quantity equal to 25 percent of the existing multifamily dwelling units.
(4) Limited Detached on Lot with Multifamily: No more than two detached ADUs on a lot with a proposed multifamily dwelling, or up to eight detached ADUs on a lot with an existing
multifamily dwelling, if each detached ADU satisfies all of the following:
(a) The side- and rear-yard setbacks are at least four feet.

If the existing multifamily dwelling has a rear or side yard setback of less than four feet, the city will not
require any modification to the multifamily dwelling as a condition of approving the ADU.
(b) The peak height above grade does not exceed the
applicable height limit provided in subsection (5)(b)
below.
(c) If the lot has an existing multifamily dwelling, the quantity of detached ADUs does not exceed the
number of primary dwelling units on the lot
b. Class 2: Locally Regulated. Class 2 ADUs are approved under Government Code sections 66314–66322. Except for Class 1 ADUs approved under subsection (4)(a) above, all ADUs are subject to the standards set forth in subsections (5) and (6) below.

5. General ADU and JADU Requirements. The following requirements apply to all Class 1 and Class 2 ADUs and JADUs that are approved under subsections 3a or 3b above:
a. Zoning
(1) A Class 1 ADU approved under subsection (4)(a) may An ADU or JADU subject only to a building permit under subsection 3a above may be created on a lot in a residential or mixed-use zone.
(2) A Class 2 ADU approved under subsection (4)(b) aboveAn ADU or JADU subject to an ADU permit under subsection 3b above may be created on a lot that is zoned to allow singlefamily dwelling residential use or multifamily dwelling residential use.
(3) In accordance with Government Code section 66333(a), a JADU may only be created on a lot zoned for single-family residences.
b. Height

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(1) Except as otherwise provided by subsections 54b(2) and 54b(3) below, a detached ADU created on a lot with an existing or proposed single family or multifamily dwelling unit may not exceed 16 feet in height.
(2) A detached ADU may be up to 18 feet in height if it is created on a lot with an existing or proposed single family or multifamily dwelling unit that is located within one-half mile walking distance of a major transit stop or a high quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code, and the ADU may be up to two additional feet in height (for a maximum of 20 feet) if necessary to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit.
(3) A detached ADU created on a lot with an existing or proposed multifamily dwelling that has more than one story above grade may not exceed 18 feet in height.
(4) An ADU that is attached to the primary dwelling may not exceed 25 feet in height or the height limitation imposed by the underlying zone that applies to the primary dwelling, whichever is lower. Notwithstanding the foregoing, ADUs subject to this subsection 54b(4) may not exceed two stories.
(5) For purposes of this subsection 54b, height is measured from existing legal grade or the level of the lowest floor, whichever is lower, to the peak of the structureheight is measured above existing legal grade to the peak of the structure.
c. Fire Sprinklers
(1) Fire sprinklers are required in an ADU or JADU if sprinklers are required in the primary residence.
(2) The construction of an ADU or JADU does not trigger a requirement for fire sprinklers to be installed in the existing primary dwelling.
d. Rental Term. No ADU or JADU may be rented for a term that is shorter than 30 days. This prohibition applies regardless of when the ADU or JADU was created.
e. No Separate Conveyance. An ADU or JADU may be rented, but except as otherwise provided in Government Code Section 66341, no ADU or JADU may be sold or otherwise conveyed separately from the lot and the primary dwelling (in the case of a single-family lot) or from the lot and all of the dwellings (in the case of a multifamily lot). f. Septic System. If the ADU or JADU will connect to an onsite wastewater-treatment system, the owner must include with the application a percolation test completed within the last five years or, if the percolation test has been recertified, within the last 10 years. g. Owner Occupancy

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(1) ADUs. ADUs are not subject to an owner-occupancy
requirementAn ADU that is permitted on or after January 1, 2020 is not subject to any owner-occupancy requirement. (2) JADUs.
a. As required by state law, all JADUs are generally
subject to an owner-occupancy requirement. A natural
person with legal or equitable title to the property must reside on the property, in either the primary dwelling or JADU, as the person’s legal domicile and permanent
residence.
b. Exceptions. The owner-occupancy requirement in this
subsection (5)(g)(2) does not apply in either of the
following situations:
(1) The JADU has separate sanitation facilities
(i.e., does not share sanitation facilities with the
existing primary dwelling unit structure).
(2) The property is entirely owned by another
governmental agency, land trust, or housing
organizationHowever, the owner-occupancy
requirement in this subsection 4g(2) does not
apply if the property is entirely owned by
another governmental agency, land trust, or
housing organization.
h. Deed Restriction. Prior to issuance of a building permit for an ADU or JADU, a deed restriction must be recorded against the title of the property in the County Recorder’s office and a copy filed with the Planning Director. The deed restriction must run with the land and bind all future owners. The form of the deed restriction will be provided by the city and must provide that:
(1) Except as otherwise provided in Government Code Section 66341, the ADU or JADU may not be sold separately from the primary dwelling. (2) The ADU or JADU is restricted to the approved size and to other attributes allowed by this section.
(3) The deed restriction runs with the land and may be enforced against future property owners.
(4) The deed restriction may be removed if the owner eliminates the ADU or JADU, as evidenced by, for example, removal of the kitchen facilities. To remove the deed restriction, an owner may make a written request of the Director, providing evidence that the ADU or JADU has in fact been eliminated. The Director may then determine whether the evidence supports the claim that the ADU or JADU has been eliminated. Appeal may be taken from the Director’s determination consistent with other provisions of this Code. If the ADU or JADU is not entirely physically removed but is only eliminated by virtue of having a necessary component of an ADU or JADU removed, the remaining

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structure and improvements must otherwise comply with applicable provisions of this Code.
(5) The deed restriction is enforceable by the director or his or her designee for the benefit of the city. Failure of the property owner to comply with the deed restriction may result in legal action against the property owner, and the city is authorized to obtain any remedy available to it at law or equity, including, but not limited to, obtaining an injunction enjoining the use of the ADU or JADU in violation of the recorded restrictions or abatement of the illegal unit. i. Rent Reporting. In order to facilitate the city’s obligation to identify adequate sites for housing in accordance with Government Code sections 65583.1 and 66330, the following requirements must be satisfied:
(1) With the building-permit application, the applicant must provide the city with an estimate of the projected annualized rent that will be charged for the ADU or JADU.
(2) Within 90 days after each January 1 following issuance of the building permit, the owner must report the actual rent charged for the ADU or JADU during the prior year. If the city does not receive the report within the 90-day period, the owner is in violation of this Code, and the city may send the owner a notice of violation and allow the owner another 30 days to submit the report. If the owner fails to submit the report within the 30-day period, the city may enforce this provision in accordance with applicable law.
j. Building and Safety
(1) Must comply with building code. Subject to subsection 54j(2) below, all ADUs and JADUs must comply with all local building code requirements.
(2) No change of occupancy. Construction of an ADU does not constitute a Group R occupancy change under the local
building code, as described in Section 310 of the California Building Code, unless the Bbuilding Oofficial or cCode
Eenforcement Oofficer makes a written finding based on
substantial evidence in the record that the construction of the ADU could have a specific, adverse impact on public health and safety. Nothing in this subsection 54ij(2) prevents the city from changing the occupancy code of a space that was
uninhabitable space or that was only permitted for
nonresidential use and was subsequently converted for
residential use in accordance with this section.
j. Certificate of Occupancy Timing.
(1) Generally. No certificate of occupancy for an ADU or JADU may be issued before the certificate of occupancy is issued for the primary dwelling unit
(2) Limited Exception for State-declared Emergencies.

Notwithstanding subsection (5)(j)(1) above, a certificate of

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occupancy for an ADU may be issued before a certificate of occupancy for the primary dwelling if each of the following requirements are met:
(a) The county is subject to a proclamation of a state of emergency made by the California Governor on or after
February 1, 2025.
(b) The primary dwelling was substantially damaged or
destroyed by an event referenced in the Governor’s
state of emergency proclamation.
(c) The ADU has been issued construction permits and
has passed all required inspections.
(d) The ADU is not attached to the primary dwelling.

56. Specific ADU Requirements. The following requirements apply only to Class 2 ADUs that require an ADU permitapproved under subsection 3(4)(b)b above.

This subsection (6) does not apply to Class 1 ADUs or JADUs approved under subsection (4)(a) above.
a. Maximum Size
(1) The maximum size of a detached or attached ADU subject to this subsection (6)5 is 850 square feet of interior livable space for a studio or one-bedroom unit and 1,0001,200 square feet of interior livable space for a unit with two or more bedrooms. (2) An attached ADU that is created on a lot with an existing primary dwelling is further limited to 50 percent of the floor area of the existing primary dwelling.
(3) Application of other development standards in this subsection (65), such as FAR setbacks or lot coverage, might further limit the size of the ADU, but no application of the percent-based size limit in subsection 5a(2) above or of a FAR, front setback, lot coverage limit, or open-space requirementa development standard in this subsection (6) may require the ADU have less than 800 square feet of interior livable spaceto be less than 800 square feet.
b. Floor Area Ratio (FAR). No ADU subject to this subsection 5 may cause the total FAR of the lot to exceed 45 percent, subject to subsection 5a(3) above.
cb. Setbacks
(1) An ADU that is subject to this subsection (56) must conform to 4-foot side- and rear-yard setbacks. An ADU that is subject to this subsection (6) must conform to a 25-foot front-yard setback, subject to subsection 5a(3(6)(a)(3) above.
(2) An ADU that is subject to this subsection 5 must conform to 4- foot side- and rear-yard setbacks.

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(23) No setback is required for an ADU that is subject to this subsection (56) if the ADU is constructed in the same location and to the same dimensions as an existing structure.
dc. Lot Coverage. No ADU subject to this subsection (56) may cause the total lot coverage of the lot to exceed 50 percent, subject to subsection 5a(6)(a)(3) above.
e. Minimum Open Space. No ADU subject to this subsection 5 may cause the total percentage of open space of the lot to fall below 50 percent, subject to subsection 5a(3) above.
fe. Passageway. No passageway, defined as a pathway that is unobstructed clear to the sky and extends from a street to one entrance of the ADU or JADU, is required for an ADU.
gf. Parking
(1) Generally. One off-street parking space is required for each ADU, or bedroom, whichever is less. The parking space may be provided in setback areas or as tandem parking, defined as two or more automobiles that are parked on a driveway or in any other location on a lot, lined up behind one another. (2) Exceptions. No parking under subsection (56)(fg)(1) is required in the following situations:
(a) The ADU is located within one-half mile walking
distance of public transit, defined as a location
including, but not linted limited to, a bus stop or train station, where the public may access buses, trains,
subways, and other forms of transportation that charge
set fares, run on fixed routes, and are available to the public.
(b) The ADU is located within an architecturally and
historically significant historic district.
(c) The ADU is part of the proposed or existing primary residence or an accessory structure under subsection
3a(1) above.
(d) When on-street parking permits are required but not offered to the occupant of the ADU.
(e) When there is an established car share vehicle stop located within one block of the ADU.
(f) When the permit application to create an ADU is
submitted with an application to create a new singlefamily or new multifamily dwelling on the same lot, provided that the ADU or the lot satisfies any other
criteria listed in subsections (56)(gf)(2)(a) through (fe) above.
(3) No Replacement. When a garage, carport, or covered parking structure, or uncovered parking space is demolished in
conjunction with the construction of an ADU or converted to an

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ADU, those off-street parking spaces are not required to be replaced.
(4) No off-street parking is required for a JADU.
hg. Architectural Requirements
(1) The materials and colors of the exterior walls, roof, and windows and doors must match the appearance and
architectural design be the same asof those of the primary dwelling.
(2) The roof slope must match that of the dominant roof slope of the primary dwelling. The dominant roof slope is the slope shared by the largest portion of the roof.
(3) The exterior lighting must be limited to down-lights or as otherwise required by the building or fire code.
(4) The ADU must have an independent exterior entrance, apart from that of the primary dwelling.
(5) The interior horizontal dimensions of an ADU must be at least 10 feet wide in every direction, with a minimum interior wall height of seven feet.
(6) No window or door of the ADU may have a direct line of sight to an adjoining residential property. Each window and door must either be located where there is no direct line of sight or screened using fencing, landscaping, or privacy glass to prevent a direct line of sight.
(7) All windows and doors in an ADU are less than 30 feet from a property line that is not a public right-of-way line must either be (for windows) clerestory with the bottom of the glass at least six feet above the finished floor, or (for windows and for doors) utilize frosted or obscure glass.
i. Landscape Requirements. Evergreen landscape screening must be planted and maintained between the ADU and adjacent parcels as follows:
(1) At least one 15-gallon size plant shall be provided for every five linear feet of exterior ADU wall. Alternatively, at least one 24” box size plant shall be provided for every ten linear feet of exterior ADU wall.
(2) Plant specimens must be at least six feet tall when installed.

As an alternative, a solid fence of at least 6 feet in height may be installed.
(3) All landscaping must be drought-tolerant.
(4) All landscaping must be from the city’s approved plant list. j. Historical Protections. An ADU that is on or within 600 feet of real property that is listed in the California Register of Historic Resources must be located so as to not be visible from any public right-of-way.

CITY OF SHAFTER DEVELOPMENT CODE ERROR! NO TEXT OF SPECIFIED STYLE IN DOCUMENT. 13 Specific Use Development Standards
ki. Allowed Stories. No ADU subject to this subsection 5 may have more than one story, except that an ADU that is attached to the primary dwelling may have the stories allowed under subparagraph 4b(5)(b)(4) of this section.

67. Fees. The following requirements apply to all Class 1 ADUs and JADUs and Class 2 ADUs all ADUs that are approved under subsections 3a (4)(a) or 3b (4)(b) above.
a. Impact Fees
(1) No impact fee is required for a JADU or for an ADU that hais less than 750 square feet in sizeof interior livable space. For purposes of this subsection 6a(7)(a), “impact fee” means a “fee” under the Mitigation Fee Act (Government Code Section 66000(b)) and a fee under the Quimby Act (Government Code Section 66477). “Impact fee” here does not include any
connection fee or capacity charge for water or sewer service. (2) A JADU or ADU with less than 500 square feet of interior livable space does not increase assessable space by 500 square feet for purposes of Education Code section 17620(a)(1)(C), and is therefore not subject to school fees under Education Code section 17620.
(3) Any impact fee that is required for an ADU that hais 750 square feet or more of interior livable space larger in size must be charged proportionately in relation to the square footage of the primary dwelling unit. (e.g., the floor area of the ADU, divided by the floor area of the primary dwelling, times the typical fee amount charged for a new dwelling.)
b. Utility Fees
(1) If an ADU or JADU is constructed with a new single-family home, a separate utility connection directly between the ADU or JADU and the utility and payment of the normal connection fee and capacity charge for a new dwelling are required. (2) Except as described in subsection 6b(7)(b)(1), JADUs and converted ADUs on a single-family lot that are created under subsection 3a(4)(a)(1) above are not required to have a new or separate utility connection directly between the JADU or ADU and the utility. Nor is a connection fee or capacity charge required. Notwithstanding the rest of this paragraph, a direct utility connection is required for separate conveyance of an ADU when separate conveyance is allowed under this code. (3) Except as described in subsection 6b(7)(b)(1), all ADUs that are not covered by subsection 6b(7)(b)(2) require a new, separate utility connection directly between the ADU and the utility for any utility that is provided by the city. All utilities that are not provided by the city are subject to the connection and fee requirements of the utility provider.

ERROR! NO TEXT OF SPECIFIED STYLE IN DOCUMENT. CITY OF SHAFTER DEVELOPMENT CODE Specific Use Development Standards 14
(a) The connection is subject to a connection fee or
capacity charge that is proportionate to the burden
created by the ADU based on either the floor area or
the number of drainage-fixture units (DFU) values, as
defined by the Uniform Plumbing Code, upon the water
or sewer system.
(b) The portion of the fee or charge that is charged by the city may not exceed the reasonable cost of providing
this service.

78. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures
a. Generally. The city will not deny an ADU or JADU application due to a nonconforming zoning condition, building code violation, or unpermitted structure on the lot that does not present a threat to the public health and safety and that is not affected by the construction of the ADU or JADU.
b. Unpermitted ADUs and JADUs constructed before 2020.
(1) Permit to Legalize. As required by state law, the city may not deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 2020, if denial is based on either of the following grounds:
(a) The ADU or JADU violates applicable building
standards, or
(b) The ADU or JADU does not comply with state ADU or
JADU law or this ADU ordinance (section 11.200).
(2) Exceptions:
(a) Notwithstanding subsection 7b(8)(b)(1) above, the city may deny a permit to legalize an existing but
unpermitted ADU or JADU that was constructed before
January 1, 2020, if the city makes a finding that
correcting a violation is necessary to comply with the
standards specified in California Health and Safety
Code section 17920.3.
(b) Subsection 7b(8)(b)(1) above does not apply to a
building that is deemed to be substandard in
accordance with California Health and Safety Code
section 17920.3.

89. Nonconforming ADUs and Discretionary Approval. Any proposed ADU or JADU that would otherwise be allowed under this section but that does not conform to the objective design or development standards set forth in subsections 1 through 7 8 of this section may be allowed by the city with a conditional use permit, in accordance with the other provisions of Section 2.50 of this title.

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: December 16, 2025
DEPARTMENT: Michael James, Assistant City Manager
SUBJECT: FIRE SERVICES FEASIBILITY STUDY AWARD

RECOMMENDATION
Council find that the action is exempt from the California Environmental Quality Act; approve the award of a professional services agreement to Matrix Consulting Group to conduct the Cost Study for the Implementation of a Municipal Fire Department; authorize the City Manager to execute the agreement, including optional public engagement services and any amendments thereto, subject to approval as to form by the City Attorney; and authorize a total budget appropriation not to exceed $75,000 from the General Fund for this purpose.

BACKGROUND
The City of Shafter currently contracts with the Kern County Fire Department for fire protection and emergency response services. In response to long-term service planning needs and growing community interest in local control, the City issued a Request for Proposals (RFP) on October 13, 2025, seeking a qualified consulting firm to evaluate the feasibility and cost implications of establishing a standalone municipal fire department or potential partnerships with other cities also currently under contract with the County. The scope of work includes operational analysis, cost modeling, comparative evaluation with existing contracted services, organizational planning, and legal and regulatory considerations.

Three proposals were received by the November 7, 2025 deadline from AP Triton, LLC; Center for Public Safety Management, LLC (CPSM); and Matrix Consulting Group.

Proposals were evaluated by staff based on six weighted criteria: experience with similar projects (25%), methodology and approach (25%), cost and value (20%), qualifications of the project team (15%), references and past performance (10%), and local or regional knowledge (5%).

The proposal scoring results are as follows:

Firm Total Score
(100 max)
Matrix Consulting Group 97

FIRE SERVICES FEASIBILITY STUDY AWARD
- 2 -
Center for Public Safety
Management, LLC
92 AP Triton, LLC 82
Matrix Consulting Group received the highest overall score. The firm demonstrated extensive experience with fire feasibility studies throughout California, a detailed and customized approach aligned with the City’s objectives, and a project team composed of former fire chiefs and senior analysts with significant municipal experience. Matrix’s proposal also includes an option for community engagement and provides strong overall value at a competitive cost.

The study is expected to take approximately six months to complete, including a onemonth award and project initiation process, plus the five months proposed by Matrix Consulting Group. Deliverables include the following:
• Interim milestone briefings
• Final presentation
• Cost modeling with multi-year projections
• Summary of legal considerations
• Draft and final reports
Staff anticipates that the City Council and members of the public will have opportunities to be briefed on the study’s progress at key milestones throughout the process.

FISCAL IMPACT
Funding for the professional services agreement with Matrix Consulting Group is proposed in an amount not to exceed $75,000. This includes the base proposal amount of $67,500 and optional public engagement services valued at $6,000, totaling $73,500.

The remaining balance, up to $75,000, provides a small contingency for unforeseen needs/amendments. The total appropriation will be funded from the General Fund and is not currently included in the adopted budget. A budget amendment will be required to allocate the necessary funds.

CEQA ANALYSIS
The action is statutorily exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15262 of the CEQA Guidelines, which exempt feasibility and planning studies for possible future actions not yet approved, adopted, or funded.

APPROVED BY THE CITY ATTORNEY
Yes

ATTACHMENTS

1. Matrix Consulting Group Proposal Received 11-07-2025

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT

MATRIX CONSULTING GROUP

SHAFTER, CALIFORNIA

PROPOSAL TO CONDUCT THE COST

STUDY FOR THE IMPLEMENTATION OF

A MUNICIPAL FIRE DEPARTMENT
NOVEMBER 7, 2025

MATRIX CONSULTING GROUP
1875 S Grant Street, Suite 960
San Mateo, CA 94402
650-858-0507
Vanessa Uribe, Executive Assistant
City of Shafter
336 Pacific Avenue
Shafter, CA 93263
Dear Ms. Uribe:

Matrix Consulting Group, Ltd. is pleased to provide you with our proposal to conduct a cost study for the implementation of a municipal fire department for the City of Shafter. Our proposal is based on our review of the request for proposals, background review of the City, and our experience working with hundreds of agencies in California and across the Country.

Our fire and emergency medical service analytical experience includes over 400 projects throughout the country, including these recent California-specific studies:

Big Bear, California Monrovia, California Red Bluff, California Consumnes CSD, California Morro Bay, California Sacramento, California Highland, California Napa, California Sebastopol, California Los Banos, California Pacific Grove, California West Sacramento, California Details about any project mentioned above are available upon request and details of our project experience can be found in the Qualifications & Relevant Experience, References, and Previous Studies sections of this proposal.

A review of our services, experience, and qualifications will show that Matrix Consulting Group is highly qualified because of its extensive experience evaluating fire operations, emergency medical services, management, and resource deployments.

As the firm’s President, I am authorized to represent the firm contractually and execute any service agreement. Robert Finn, a Vice President, can provide any additional information you may need during the evaluation period. We can be reached at the address and phone number below or via email at [email protected] and [email protected].

ALAN D. PENNINGTON
President, Matrix Consulting Group, Ltd.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT

MATRIX CONSULTING GROUP
EXECUTIVE SUMMARY 1
QUALIFICATIONS & RELEVANT EXPERIENCE 4
PROJECT APPROACH & METHODOLOGY 7
DETAILED WORK PLAN & TIMELINE 9
PROJECT TEAM 19
COST PROPOSAL 25
REFERENCES 26
PREVIOUS STUDIES 28

TABLE OF CONTENTS

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 1

INTRODUCTION
Matrix Consulting Group, Ltd. proposes to conduct a comprehensive cost study for the City of Shafter, California, to evaluate the feasibility of establishing a municipal fire department. This proposal outlines Matrix Consulting Group’s understanding of Shafter's needs, approach, methodology, team qualifications, and proposed timeline to conduct this study.

This study aims to provide the City's leadership with a clear understanding of costs, staffing, service delivery options, and long-term sustainability, thereby informing future decision-making regarding the delivery of fire and emergency services.

UNDERSTANDING OF SHAFTER'S NEEDS
Matrix Consulting Group recognizes that Shafter is exploring the feasibility of establishing a municipal fire department versus contracting services from the County of Kane. To inform their decision-making process, they are requesting a cost and feasibility study that considers financial, operational, and organizational implications. This study will help determine the impact of a standalone department in comparison to service delivery through the current contract provider.

PROPOSED APPROACH & METHODOLOGY
Matrix Consulting Group's approach is customized, evidence-based, and involves extensive client input.

Key components of the study include:
• Project Initiation and Stakeholder Meetings: Kick-off meeting, interviews with city officials, fire department leadership, and other stakeholders.
• Operational Analysis: Examination of current fire and rescue services, including data collection on operations, staffing, station locations, apparatus, and deployment plans. • Financial and Cost Analysis: Review of budgets, financial documents, and revenue sources to determine fixed and variable costs and model operational budgets with adjustments for a municipal department.
• Comparative Analysis: Development of a comparative analysis of costs and service levels for a municipal fire department versus contracted service from the County of Kern, including case studies of similar California municipalities.
• Organizational Structure: Testing of various alternatives to identify optimal solutions for fire service delivery, including staffing models, organizational structure, and staffing levels.

EXECUTIVE SUMMARY

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 2
• Legal and Regulatory Considerations: Comprehensive review of documentation related to current services, agreements, ordinances, policies, and state legislation. • Final Report and Presentation: Combining analytical steps and interim deliverables into a final document with recommendations.
• Optional Public Engagement: Community engagement is also offered as an optional task to gather input from the public.

PROJECT MANAGEMENT AND QUALITY CONTROL
Matrix Consulting Group emphasizes project management techniques, including project management software, formal schedules and reporting tools, defined work activities, and project-specific data collection plans. Progress meetings will be held with the project steering committee. The project manager will personally review all interim and final products before delivery.

TIMELINE
The assessment will take five months, as shown in the timeline.

TEAM QUALIFICATIONS
We have a proven track record of expertise in conducting similar studies for various agencies. They will be providing a senior team of consultants who are committed to the City. The team members assigned to this project include:
• Robert Finn (Vice President, Project Manager): Previously served as Fire Chief, Southlake (TX) Department of Public Safety. Experience in feasibility studies, fire master plans, community risk assessment, standards of cover, and staffing studies.
• Terry Lewis (Manager, Lead Analyst): Over 40 years of fire service and consulting experience, including serving as Fire Chief, Henderson, KY. He has worked on dozens of feasibility studies since joining the firm.
• Ian Brady (Senior Vice President, GIS/Data Analyst): Experience in GIS and data analytics for public safety practices.
• Brian Reese (Consultant, Project Analyst): Previously served as Fire Chief, Hamilton Grove Township Fire and Rescue Department. Brian has extensive experience in analyzing various feasibility options for providing fire rescue services.
• James Bouziane (Consultant, Project Analyst): Over 25 years of experience in the fire service with the City of Sunnyvale, California.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 3

CONCLUSION
Matrix Consulting Group possesses the experience, expertise, and resources to conduct a comprehensive and informative cost study for the City of Shafter. Our approach will provide City leadership with a clear understanding of the costs, benefits, and challenges associated with establishing a municipal fire department, ultimately informing strategic decision-making regarding the future of fire protection and emergency response services in Shafter.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 4
This section of our proposal includes an overview of our firm, followed by highlights of our experience.

INTRODUCTION TO MATRIX CONSULTING GROUP, LTD.

Matrix Consulting Group, Ltd. is a management consulting firm dedicated to providing quality analytical, evaluation, support, and training assistance to local governments. Key elements of our approach to working with local governments in general and fire and EMS service agencies include:
• We were founded and incorporated in California in 2003. We currently have regional offices in Charlotte (NC), Dallas/Ft. Worth Metroplex (TX), Edwardsville (IL), Irvine (CA), the Tampa (FL) area, Portland (OR), and Nova Scotia, Canada.
• We are specialists, not generalists. Each member of our proposed project team has experience conducting scores of fire and EMS studies. This includes several projects in California where the feasibility of forming a municipal fire department was evaluated. We have a dedicated public safety team of senior staff experienced in evaluating fire, emergency management, emergency communications, and public safety staffing and infrastructure needs. • We maximize field time with our clients, typically devoting over half of our project budgets to obtaining client input through interviews and data collection. • Since our founding in 2003, Matrix Consulting Group has worked with over 1,800 government agencies, conducting cost of service and management studies, providing recommendations relating to operations, improvements, and cost recovery. The market and service focus of our firm has always been financial, management, staffing, and operations analysis of local government. The following outlines the core services provided by our firm:

Administrative (HR, Finance, IT) Fire and EMS
Community Development Fleet Management
Corrections and Justice Law Enforcement
Emergency Communications Parks, Recreation, and Libraries Financial Services Public Works and Utilities
• We take pride in exceeding expectations in every project and have a strong commitment and record of helping our clients implement appropriate solutions to organizational and management issues.

EXPERIENCE
Since 2003, the firm has conducted over 1,800 studies, including projects for hundreds of public safety agencies in 46 states and Canada. Highlights of our experience are below.

QUALIFICATIONS & RELEVANT EXPERIENCE

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 5

CALIFORNIA PROJECTS
Our fire and EMS analytical experience includes over 400 projects throughout the country, including these sample studies (with California projects in bold):

Amesbury, Massachusetts Grants Pass, Oregon Pacific Grove, California Anchorage, Alaska Highland, California Peoria, Illinois Atherton, California Hoboken, New Jersey Plano, Texas
Augusta, Maine Indio, California Portland, Oregon
Auburn, Maine Jefferson County, Oregon Pueblo, Colorado Barnstable, Massachusetts Keizer, Oregon Red Bluff, California Big Bear, California Los Banos, California Richmond, California Butte County, California Mercer Island, Washington Sacramento, California Compton, California Milwaukee, Wisconsin San Antonio, Texas Consumnes CSD, California Monrovia, California Sebastopol, California Dinuba, California Morro Bay, California Spokane, Washington Dublin, California Napa, California St. Petersburg, Florida Fort Lauderdale, Florida North County FPD, California West Sacramento, California Details about any project mentioned above are available upon request.

FIVE-YEAR PROJECT LIST
The following table illustrates the projects we have completed in the past five years. Projects, including the development of a feasibility study, are in bold.

Location Name of Project Completion Date
Compton, CA Overtime Study 10/15/31
Durango, CO Fire Feasibility Study 08/31/25
Santa Rosa, CA CRA/Standards of Cover 08/15/25
Maricopa, AZ Fire Operations Study 05/15/25
Richmond, CA ALS Feasibility 04/30/25
Norman, OK CRA/Standards of Cover 01/31/25
Hudson, OH Station Location and Staffing Study 01/22/25 Addison, TX Fire Deployment and Staffing Study 01/15/25 St. Petersburg, FL Fire Department Management Audit 01/10/25 Napa County, CA Fire Feasibility Study 11/22/24
Dublin, CA Fire Department Deployment Study 12/15/24
Georgetown, TX Fire Department Master Plan 08/30/24
Frisco, TX Staffing and Deployment 06/15/24
Round Rock, TX CRA/SOC/Strategic Plan 05/30/24
Cedar Park, TX Strategic and Master Plan 03/31/24
Clinton, MA ALS Feasibility 01/31/24
Aspen FPD, CO CRA/Standards of Cover 01/08/24

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 6
Location Name of Project Completion Date
Santa Clara County, CA CRA/SOC/County Fire Plan 12/08/23 Cedar Park, TX Fire Master Plan 12/08/23
Evergreen, CO CRA/SOC/Strategic Plan 12/01/23
Cedar Hill, TX Fire Master Plan 09/15/23
DeSoto, TX Station Location Study 07/26/23
Cosumnes CSD, CA CRA/Standards of Cover 05/19/23
Sebastopol, CA Fire Feasibility Study 01/03/23
Keizer FPD, OR Management Audit 08/23/22
Phoenix, AZ Fire Planning Study 07/25/22
North County FPD, CA Strategic Planning Study 07/21/22
Marin County OES, CA Strategic Plan 06/03/22
Sandwich, MA Overtime Study 05/03/22
Keller/Westlake, TX Feasibility Study 02/15/22
Columbus, OH Staffing Study 12/10/21
Palm Desert, CA Fire Station Location 12/02/21
Fremont, NE Fire Staffing and Deployment 11/15/21
Lauderdale-By-The-Sea, FL Fire Department Audit 10/30/21 Christiana Fire Company, PA Fire Department Study 10/15/21 Stafford County, VA CRA/Standards of Coverage 08/15/21
Highland Beach, FL Feasibility Study 05/31/21
Dinwiddie County, VA CRA/Standards of Cover 01/04/21
La Quinta, CA Fire Plan 12/09/20
Medina, MN Fire Feasibility Study 11/15/20
Albany, CA Fire Staffing Study 10/30/20
Mercer Island, WA CRA/SOC/Strategic Plan 07/14/20
Sterling Heights, MI Staffing Study 06/29/20
Raleigh, NC Staffing Study 02/28/20
Columbia River, WA Feasibility Study 01/31/20
Details about any project mentioned above are available upon request.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 7
This section contains an overview of our project understanding, approach, and detailed work plan.

PROJECT UNDERSTANDING
The City of Shafter is exploring the feasibility of establishing its own municipal fire department and is seeking expert guidance to inform this critical decision. The City requires a comprehensive cost and feasibility study that evaluates the financial, operational, and organizational implications of creating a standalone department.

The goal of the study is to provide City leadership with a clear understanding of potential costs, staffing models, service delivery options, and long-term sustainability, and findings will serve as a foundation for informed, strategic decision-making regarding the future of fire protection and emergency response services in Shafter.

GENERAL PROJECT APPROACH
Our philosophy in providing consulting services is to provide a customized approach to address our clients' unique issues. It needs to be conducted in a fact-based manner, utilizing our proven methodologies and analytical techniques as summarized in the following graphic:

A principal of the firm is involved in every aspect of each study. For this engagement, Robert Finn, Vice President, will serve in this role.

We approach our projects by gaining a firm grounding in formal and fact-based analytical methodologies.

Our projects have extensive input and interaction between the consultants and our clients’ staff, management, policy makers, and external stakeholders.

We provide our clients not only with the right answers but also with practical solutions for implementing change.

We engage regularly with our clients to ensure that the project remains on time, the schedule is maintained, and we are accessible when needed.

PROJECT APPROACH & METHODOLOGY

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 8
Our place in the government consulting industry is based on our experience and tailored approach to meeting each client's unique needs.

PROJECT MANAGEMENT AND QUALITY CONTROL
We strongly believe in effectively managing each consulting engagement and utilizing formal project management techniques in our studies. These techniques include:
• Use project management software to create timelines, track utilization, and communicate. • Expectations and results of the project team and clients are managed weekly by developing and utilizing formal project schedules and reporting tools. • All project work activities are defined in advance and tied to each project team member, deliverables, schedule, and budget.
• The project manager and lead analysts develop general and project-specific data collection plans and interview guides for all our staff.
• At project initiation, we will establish a series of progress meetings with the project steering committee and other key stakeholders as needed to review interim deliverables and findings as they are developed. This collaborative approach throughout the engagement ensures that there are no surprises and works to maximize buy-in at all levels.
• The project manager designs and personally reviews all interim and final products before they are delivered to the client.

These project management approaches have enabled us to deliver all our projects at a high level of quality and on time. All our projects are completed within budget – we have never asked for additional budget to complete the proposed scope of work. We are known for the depth and insight of our analysis and our client responsiveness.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 9
The following subsections describe tasks we will complete for the City followed by a project timeline.

WORK PLAN
TASK 1: PROJECT INITIATION AND STAKEHOLDER MEETINGS
The project team will begin the study by developing an initial understanding of the fire and rescue service delivery in Shafter through an extensive input phase. The team will meet with internal and external stakeholders using a combination of on-site and virtual interviews that are designed to help us learn about the current fire and rescue services provided in the City, goals, the unique factors of the service environment, and to obtain views on issues relevant to the project, including potential future service delivery models.

We will also use these interviews to gain an understanding of the emergency communication system, as well as the involvement of the county fire department in EMS first responder roles. This process includes the following interviews:

Conduct a kickoff meeting with the project review committee, including a review of project objectives, approach, interim deliverables, and schedule.
• Interviews with City officials and management team members. • Meet with the chiefs, command staff, and leadership of the Fire Department and other stakeholder groups, both individually and as a group.
• Conduct one-on-one interviews with department personnel at all levels of the county fire department that are involved in the delivery of fire rescue services – managers, supervisors, and line staff. • Meet with representatives from labor group(s) to gain a deeper understanding of issues relevant to specific groups.
• Interview contacts within the organization to start the data collection process, as well as other key contacts identified.
• Other interviews with key stakeholders, as identified throughout this process.

Constant engagement with key stakeholders throughout the process is a critical element of ensuring transparency and maintaining buy-in as the study progresses.

In preparation for the kickoff meeting, the project team will develop a comprehensive list of data required to conduct the study, as well as a week-by-week schedule for project completion. The initial interviews will also be used to identify key points of contact for data collection and to schedule interviews within the city and department.

DETAILED WORK PLAN & TIMELINE

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 10
TASK 2: OPERATIONAL ANALYSIS
In this task, the project team will examine the current state and performance of fire and rescue services in the City.

To further our understanding of the City's service delivery and service objectives, the project team will collect various data to develop a descriptive profile of current operations, staffing, station locations, apparatus, and deployment plans for providing fire and rescue services in Shafter.

This analysis will enable the project team to provide a factual understanding of the current staffing, finances, and how the services are currently delivered in the city and the region. During this assessment, we will examine the current service demand and workload by station response area and apparatus. We will collect the following:
• Basic descriptive information such as:
- Organizational charts for the county fire department. - Strategic or master planning documents.
- Annual reports for the past three years.
- Station and other facility locations and ownership.
- Apparatus and vehicle inventories and ownership.
- Budgets over the past three fiscal years.
- Deployment plans.
• Primary administrative documents include:
- Local census and demographic data.
- Local Geographic Information Systems (GIS) data.
• Information about personnel, including:
- Number of personnel by rank and classification used to provide services in Shafter. - Authorized versus actual staffing for providing services in the city. - Summary of staff roles and responsibilities.
- Staff schedules.
- Pay plans, fringe benefit descriptions, and costs.

TASK RESULT
Extensive input process, with interviews conducted at all levels of the organization.

An issues list will be prepared to provide the basis for subsequent analytical steps, and the project work plan and project deliverable schedule will be finalized. This task will include one on-site visit.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 11
• Descriptive information about workload, call handling, and performance from records management, NFIRS, and CAD records, including:
- Calls for service by type.
- Calls for service by time of day and day of week.
- Calls by unit.
- Dispatch processing time.
- Turnout time.
- Travel times.
- Total scene times.
- Total call duration
• Fire Prevention records related to inspections, code enforcement, public education, fire investigations, and plan reviews conducted in Shafter.
• Current PSAP and dispatch provider(s) and related communications infrastructure and how that would work in a municipal department.

We will use this information and data to evaluate the current situation, which will include a detailed evaluation of the following components:

SERVICE DELIVERY AND PERFORMANCE
The current service levels and performance will be evaluated individually for stations and apparatus serving Shafter and as part of the more extensive regional response system, or in mutual aid/automatic aid operations. Both fire and emergency medical response capabilities will be analyzed.

Demand
Computer-Aided Dispatch (CAD) and Records Management System (RMS) data are used to determine the service demand in each service and operational area. Each service provider will be analyzed by incident type, time of day, and day of the week, considering service demands. Calls will be analyzed to determine:
• Call Type
• Call location
• Call frequency
The project team will also conduct a basic risk assessment of the service area to determine if fire flows and staffing levels can adequately address these risks.

The service demands will be displayed geographically for each agency and the overall study area in ArcGIS Pro and ArcView GIS Spatial Analyst.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 12
Distribution
The study of distribution involves locating first-due resources geographically to ensure rapid deployment and minimize the impact of emergency incidents. Existing facilities in the service area will be analyzed using ArcView GIS software to determine the predicted effectiveness of first-due personnel in achieving adopted service level objectives.

Concentration
A concentration study requires an analysis of the arrangement of multiple resources to allow an effective response force to be assembled within adopted timelines. The ability of the current system to deploy and assemble an effective response force will be evaluated in the study area. Locations of potential mutual and automatic aid partners and their staffing and deployment will also be analyzed to design an optimal response system.

Reliability
The reliability study utilizes actual incident history and data to assess historical performance against adopted performance standards. Reliability can be determined by answering five questions:
• Are established goals of performing within X minutes, Y percent of the time met? • Is there sufficient depth in the system to provide coverage for calls for service across all 39 square miles of the City?
• Are there frequent instances of multiple calls co-occurring? Does this affect system performance? • Are there predictable times when queued calls for service occur? • Is there extra capacity in the system or within individual units? The project team will analyze the availability of staff and the current workload and utilization of each company in the service area to determine actual or estimated failure rates, based on data availability, and demonstrate the impact on the ability to deploy an effective response force.

SUPPORT PROGRAMS
Matrix Consulting Group will review support programs in the critical areas of training, health and wellness, life safety services, and communications and how those would need to be delivered in a municipal fire department.

Training
The training and educational resources will be examined to determine if there are opportunities to improve training through improved cooperation and coordination.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 13
Community Risk Reduction
Community Risk Reduction services will be reviewed to ensure the programs for fire prevention, life safety, hazard risk reduction, and detecting, reporting, and controlling fires and medical emergencies are appropriate. The programs will be reviewed to determine:
• What fire prevention codes have been adopted?
• What inspection programs are in place, and what role do suppression personnel play? • What type of public education programs are provided by the agencies? • What are the workloads for plan review, new construction and recuring inspections? • What is the agency’s role in investigating fires in its jurisdiction? Are outside agencies used to investigate certain fires?
The result of this task will provide an understanding of community risk reduction efforts in the service areas and identify opportunities to improve cooperation in these areas.

TASK 3: FINANCIAL AND COST ANALYSIS
The project team will review current budgets, financial documents, cost reports, and revenue sources for the delivery of fire and rescue services.

These will be used to distinguish between fixed and variable costs, as well as to analyze historical trends in expenditures and revenues available to offset funding needs. These will be utilized against the current contract model to identify any impacts on staffing, equipment, facilities, and administrative needs and to pinpoint potential redundancies and efficiencies that could be eliminated if a municipal department were formed.

Once this information is analyzed, operational budgets will be developed that incorporate staffing adjustments, capital and equipment needs, maintenance, training, and administrative costs in 5 and 10- year increments. Expenses related to transitional needs for starting a municipal department will also be calculated.

Once the cost model has been identified, the current revenue streams and their stability will be analyzed.

Opportunities for additional revenue will also be explored, including:
• Service fees

TASK RESULT
This task will conclude with an interim deliverable that illustrates the organizational structure, current services provided, performance, and capabilities of fire and rescue services in the City.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 14
• Grants and federal or state funding opportunities
• Insurance reimbursements
• Reallocation of existing revenues
Potential cost savings or increases resulting from the formation of a municipal department will be identified to include cost reductions or increases to allow understanding of short and long-term savings or cost increase projections, including both 5 and 10-year timeframes for cost projections.

The financial analysis will include full budgetary projections for any one-time and ongoing costs associated with a merged service environment and the revenue sources needed to fund the system.

TASK 4: COMPARATIVE ANALYSIS
The project team will use the information from the previous tasks to develop a comparative analysis of the costs and service levels expected if a municipal fire department were formed and compare those against the current costs and service levels for receiving contracted service delivery from the County of Kern.

We will research other similarly sized California municipalities that have formed their own fire departments and made similar transitions. This research will be used to develop a survey to be used to create case studies for the pros and cons they experienced during the transition and since forming the department, as well as any lessons learned that can be useful for the City of Shafter to use during their decision-making process.

This information will be delivered to the City as an interim deliverable for their review before being included in the draft report.

TASK RESULT
This task will conclude with a financial analysis of the costs associated with operating and municipal fire department and the revenue required to support the citywide fire and rescue system.

TASK RESULT
This task will conclude with a comprehensive evaluation of the comparative analysis of forming a municipal fire department versus continuing to contract for services.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 15
TASK 5: ORGANIZATIONAL STRUCTURE
Using the data analysis and information gained from previous tasks, various alternatives can be tested to determine which may be the “optimal” solution(s) for the service delivery system in the City of Shafter and opportunities for improved fire service delivery systems. The analysis conducted as part of this task will ensure each option is vetted to determine the following:
• What staffing model(s) should be considered for the municipal fire department? • What is the recommended organizational structure and staffing levels for each division? • How many fire stations are required to serve the City adequately? • What type of apparatus will be required to best mitigate community risks? • What administrative support will be required to meet service needs? • Will the additional fire staff require additions to other city departments (Human Resources, Finance, IT, etc.)?
The organizational structure based on staffing needs and any additional support staffing needed to for city departments to serve the municipal fire department will be fully evaluated.

TASK 6: LEGAL AND REGULATORY CONSIDERATIONS
The project team will initiate this task with a comprehensive review of relevant documentation related to the current services, including existing agreements, local ordinances, policies, and state legislation applicable to the formation of a municipal fire department. Specific statutes to be reviewed to interpret potential requirements for creating a municipal fire department will include:
• California Government Code Sections 31000 - 31002: Authorize the formation of fire protection districts.
• California Health and Safety Code Sections 13800 - 13872: Authority for providing wildfire prevention and fire protection services.
• California Public Resources Code Sections 4210 - 4220: Fire prevention and fire suppression on state responsibility areas intersecting with municipal fire services. • Local Government Regulations: Any existing ordinances or resolutions required to create municipal departments.

TASK RESULT
This task will conclude with an interim deliverable that illustrates the proposed staffing plan, organizational structure, and the staffing impacts on other city departments.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 16
Next, the project team will identify the available governance models related to the creation of a municipal fire department. This will ensure each option can be fully evaluated against the following criteria:
• Compliance with statutory provisions
• Impact on service delivery
• Administrative and operational considerations
• Political and community concerns
• Fiscal implications
Once all legal and regulatory considerations have been thoroughly researched, the project team will outline the steps required and the timelines needed to establish the municipal fire department, ensuring full compliance and obtaining necessary approvals.

TASK 7: FINAL REPORT AND PRESENTATION
The draft and final reports combine the analytical steps and interim deliverables into a single document, including recommendations. The recommendations made as part of the study must be specific, measurable, prioritized, and associated with a detailed and comprehensive timeline for implementation, including:
• An executive summary that summarizes the significant findings of the study. • Comprehensive analysis of workload, staffing, and deployment for each department function. - Identification of targets and gaps in supervisory spans of control for each function. - Providing the city with the tools used by the project team to replicate in the future. - Best practices analysis, providing an actionable plan for the department to use to ensure appropriate service delivery into the future.
• Incorporation of stakeholder input, including internal input as well as community stakeholders. • The feasibility options analysis, detailing the governance, organizational, staffing, and cost-benefit considerations for each of the options available for providing fire protection services in the city. • 5 and 10-year cost projection for each option.
• A comprehensive list of recommendations, including staffing needs for each function within the department. Recommendations will also include any associated costs and prioritization strategies.

TASK RESULT
This task will conclude with a full evaluation of legal requirements and governance options available for a merged service environment.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 17
The draft final report will be reviewed with the project steering committee. As requested, the project team will be available to present to City elected officials in a public meeting if desired.

OPTIONAL TASK: PUBLIC ENGAGEMENT
Community engagement is a critical component in the decision-making process for forming a municipal fire department. Providing a forum to hear feedback from the public on key issues relevant to the study, seek input, and gain buy-in from community stakeholders on issues important to them. This can include a combination of an online survey and a public input forum.

The project team will hold up to three (3) community meetings with up to 20 representatives from the community at each meeting to seek input from stakeholders in diverse communities on a wide range of topics relevant to the formation of a municipal fire department, including:

SAFETY AND SECURITY
Do individuals feel safe in their communities? Are there opportunities to improve community risk reduction efforts? In commercial areas, are there community concerns regarding life safety inspection frequency and quality?

SERVICE LEVELS
Are fire department response times meeting community expectations? Is the department responsive to community concerns and service requests? Are there services desired not being provided or provided that are not desired by the community?

COMMUNITY PRIORITIES
What public safety priorities does the community want the department to focus on? Are the issues that the department appears to focus on aligned with the community’s own priorities?

TASK RESULT
The final report will build upon all interim deliverables to provide a comprehensive analysis of the department and plan for implementation. We will be available to present the findings and recommendations as needed thereafter.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 18
The online survey and community focus group meeting will provide feedback to identify issues pertinent to the community and generate buy-in and dialogue for the project team to develop strategic priorities relevant to forming a municipal fire department.

TIMELINE
We propose to conduct this assessment in five months, as shown below.

Task 1 2 3 4 5
Initiation/Interviews
Operational Analysis
Financial and Cost Analysis
Comparative Analysis
Organizational Structure
Legal and Regulatory Considerations
Final Report and Presentation
Optional Community Input
This timeline can be adjusted based on City priorities and preferences.

TASK RESULT
An online survey and community forums with a diverse range of community members to elicit feedback from the community on issues relevant to the study and formation of a municipal department. The findings and key themes from this process will be summarized and delivered to the City.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 19
We are providing Shafter with a senior team of consultants, including the firm's leadership and public safety practice. All proposed team members are available to be committed to the City throughout this engagement. The team is organized as follows:

The team has a proven track record of success in conducting similar studies for numerous agencies across the United States. Relevant project examples include fire feasibility studies in Durango, CO, and Napa County, CA, CRA/Standards of Cover analysis for Santa Rosa, CA, and Stafford County, VA, and several other staffing and deployment studies.

Resumes begin on the following page.

Robert Finn
Vice President
Project Manager
Terry Lewis
Manager
Lead Analyst
Ian Brady
Sr. Vice President
GIS/Data Analyst
Brian Reese
Consultant
Project Analyst
James Bouziane
Consultant
Project Analyst

PROJECT TEAM

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 20
BIOGRAPHY:

Robert Finn is a Vice President with Matrix Consulting Group and leads our Fire Practice. He previously served as the Chief of the Southlake (TX) Department of Public Safety.

Robert has a strong educational background coupled with a successful track record that includes strategic planning, budgeting, change management, community relations, and building collaborative partnerships.

EXPERIENCE HIGHLIGHTS:

BIG BEAR, CA: FIRE MASTER PLAN
Robert was the lead analyst on this study to examine the staffing, deployment, and operations of the Fire Department to develop a 10-year master plan. Key findings/achievements included:
• Location of new fire station in the northwest area of the City • Changing minimum staffing on engine companies to 3 personnel • Changes to improve the response reliability of paid-call personnel HUNTINGTON BEACH, CA: FIRE DEPARTMENT STAFFING STUDY
Robert served as the lead analyst for this project that examined the staffing, deployment, and operations of the Fire Department. Key findings/achievements included:
• Adding a peak hour EMS transport unit.
• The need to begin planning for an additional fire station due to high unit utilization rates
• Public education plan to improve effectiveness of risk reduction efforts.

ROLE ON THIS ENGAGEMENT:

Robert will serve as the Project Manager.

RELEVANT CLIENTS:

AK, Anchorage
AZ, Phoenix
CA, Atherton
CA, Big Bear
CA, Butte County
CA, Consumnes CSD
CA, Huntington Beach
CA, Mercer County
CA, Monterey
CA, Napa County
CA, Pacific Grove
CA, Richmond
CA, Santa Clara County
CO, Mesa County
CO, Steamboat Springs
CT, Westport
Il, Peoria
MA, Billerica
MA, Boston
MA, Sandwich
MI, Sterling Heights
OH, Columbus
OH, Hudson
OH, Perrysburg
WA, Bellingham
WI, Oshkosh
YEARS OF EXPERIENCE:
35 EDUCATION:

BS, Public Safety
Administration, and MBA,
Grand Canyon University.

PROFESSIONAL
ASSOCIATION:

Center for Public Safety
Excellence (CPSE)
International Association of
Fire Chiefs (IFAC)
National Fire Protection
Association (NFPA)

ROBERT FINN
Vice President

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 21
BIOGRAPHY:

Terry has over 40 years of fire service and consulting experience. Prior to joining Matrix, he was the Chief of the Henderson (KY) Fire Department.

He brings a wealth of knowledge and experience conducting strategic planning studies for Fire and EMS agencies.

Terry’s relevant experience includes serving the City of Henderson, Kentucky as Fire Chief for 10 years. He began his career with the Loveland-Symmes (OH) Fire Department where he advanced through the ranks until being appointed as Chief of Henderson.

EXPERIENCE HIGHLIGHTS:

CONSUMNES CSD: COMMUNITY RISK/STANDARDS OF COVER
Terry was an analyst on this project aimed at the development of a Community Risk/Standards of Cover Document for the Fire Department.

Key findings/ achievements of the project:
• Establishment of local performance standards for urban, suburban and rural response areas of the CSD.
• Upgrading the traffic signal pre-emptive system.
• Deployment plan for a peak time EMS transport unit.

WEST SACRAMENTO: FIRE DEPARTMENT OPERATIONAL STUDY
Terry was an analyst on this study to evaluate the staffing and operations of the Fire Department. Key findings/achievements include:
• Development of a deployment plan for quick response EMS vehicle. • Location planning for a station to serve the growing southern area of the City.
• Development of impacts of growth on the Department over 25 years.

ROLE ON THIS ENGAGEMENT:

Terry will be the lead fire analyst.

RELEVANT CLIENTS:

CA, Atherton
CA, Big Bear
CA, Butte County
CA, Consumnes CSD
CA, Mercer County
CA, Placer County
CA, Sebastopol
CA, West Sacramento
MA, Billerica
MA, Sandwich
MI, Sterling Heights
MN, Hennepin County
MN, Medina
OH, Cleveland
OH, Columbus
OR, Grants Pass
TX, Addison
TX, Cedar Hill
TX, Cedar Park
TX, Georgetown
TX, Round Rock
WA, Bellingham
WI, Oshkosh
YEARS OF EXPERIENCE:
40 EDUCATION:

BS Fire Technology, AS
Accounting, University of
Cincinnati

PROFESSIONAL
ASSOCIATION:

National Fire Protection
Association (NFPA)
International Association of
Fire Chiefs (IAFC)
Center for Public Safety
Excellence (CPSE)

TERRY LEWIS
Manager

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 22
BIOGRAPHY:

Ian Brady is a Senior Vice President with Matrix Consulting Group who leads our GIS and Data Analytics and Police Consulting practices. With over 14 years of consulting experience, he is the lead developer of our GIS, statistical models, and analytics platforms, including:
• GIS redistricting projects and geospatial analysis of workload. • Development of interactive staffing models.
• Deployment schedule configuration and optimization, forecasting impacts to service levels and overtime usage.

EXPERIENCE HIGHLIGHTS:

LOS ANGELES, CA: BASIC CAR AREA BOUNDARY STUDY
• Led a comprehensive field redistricting and staffing study for the nation’s third-largest police department.
• Developed a new patrol beat structure to better align communities and equalize workload, resulting in 202 new patrol areas, up from the 168 that existed previously.
• Recommended new patrol geographic resource allocation strategies to equalize service levels.

PHOENIX, AZ: INFRASTRUCTURE PROJECTION STUDY
• Lead analyst on a comprehensive geographic growth projection study for Phoenix Police and Fire departments.
• Developed GIS-based model to forecast service demand and project staffing needs.
• Created future response time model by developing future road network scaled with projected growth by land use type, assessing the need for public safety infrastructure in response to the geography of future response time performance factors.

ROLE ON THIS ENGAGEMENT:

Ian will serve as the lead GIS analysis and developer of data models.

RELEVANT CLIENTS:

AZ, Phoenix
AL, Birmingham
CA, Los Angeles
CA, Sacramento
CA, San Francisco
CA, San Jose
CO, Adams County
FL, Orange County
ID, Boise
MB, Winnipeg
MD, Harford County
MD, Howard County
MN, Hennepin Co.

MO, Kansas City
MO, St. Louis
NC, Raleigh
NJ, Mahwah
NM, Santa Fe
NY, Syracuse
OH, Columbus
OH, Cincinnati
OR, Bend
OR, Portland
TX, Austin
TX, DFW Airport
TX, Fort Worth
TX, Travis County
VA, Virginia Beach
WA, Tacoma
WI, Milwaukee

YEARS OF
EXPERIENCE:
14 EDUCATION:

BS in Politics,
Willamette University

IAN BRADY
Senior Vice President

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 23
BIOGRAPHY:

Brian is a consultant with Matrix Consulting Group and previously served as the Chief of the Hamilton Grove Township Fire and Rescue Department. He also served with the Jackson Township (OH) Fire Department for over 25 years. Brian has a strong educational background coupled with a successful track record of leading an agency through periods of change. Brian has over 30 years of fire service and consulting experience covering all aspects of the fire service industry.

EXPERIENCE HIGHLIGHTS:

RICHMOND, CA: ALS FEASIBILITY STUDY
Brian served as an analyst on this project that examined the feasibility of the Richmond Fire Department beginning to provide ALS first responder services. Key achievements/recommendations included:
• Design of a staffing and deployment plan for ALS first response. • Full initial and 5-year impacts of beginning ALS first responder services.
• Detailed implementation plan for implementing ALS first responder services.

SANTA CLARA COUNTY, CA: STAFFING AND DEPLOYMENT STUDY
Brian served as a project analyst on this study that examined the current fire protection system capabilities, staffing and resources related to the delivery of fire protection services in the County. Key achievements/ recommendations included:
• Adding additional Amador agreements with CALFIRE
• Improving the use of AI technology in wildland urban interface areas. • Improving the regionalization of community risk reduction efforts.

ROLE ON THIS ENGAGEMENT:

Brian will serve as a project analyst
RELEVANT CLIENTS:

CA, Richmond
CA, Santa Clara Co.

FL, St. Petersburg
NV, Elko
TX, Cedar Hill
TX, Round Rock
YEARS OF EXPERIENCE:
30+
EDUCATION:

BS Business Administration,
Mount Vernon Nazarene
University
AAS Fire Science Technology,
University of Cincinnati

PROFESSIONAL
ASSOCIATION:

International Association of
Fire Chief’s (IAFC)

BRIAN REESE
Consultant

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 24
BIOGRAPHY:

James Bouziane has over 25 years of progressive experience leading, managing and providing vision and direction to the fire service. His focus is on ensuring the effective delivery of fire, EMS, and emergency management services to the community.

James served as a Deputy Chief with the City of Sunnyvale Department of Public Safety and has extensive experience in all aspects of the fire service. He worked at all levels of the organization, including public safety officer, lieutenant, captain, battalion chief and Deputy Chief. He specifically led efforts for the Department in hiring, cultural awareness/diversity, training, and fire prevention.

EXPERIENCE HIGHLIGHTS:

SANTA CLARA COUNTY, CA
James was an analyst on this project that examined the fire and non-fire risks in the County and opportunities to improve regional cooperation to mitigate these risks. Urban Wildland Interface mitigation was a key focus area of this project. Key findings/achievements include:
• Improvements to regional communication interoperability. • Improvements to the Amador program in unincorporated areas. • Improving regionalization of community risk reduction efforts.

NORTH COUNTY FIRE PROTECTION DISTRICT, CA:

James was an analyst on this project that examined community risk and development of a standards of cover document and strategic plan for the North County Fire Protection District.

ROLE ON THIS ENGAGEMENT:

James will serve as a project analyst.

RELEVANT CLIENTS:

AZ, Phoenix
CA, North Co. FPD
CA, Santa Clara Co.

ID, Boise
OR, Keizer
TX, Cedar Hill
TX, Cedar Park

YEARS OF
EXPERIENCE:
25 EDUCATION:

BA Public
Administration,
University of San
Francisco
MPA Public
Administration, Golden
State University

JAMES BOUZIANE
Consultant

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 25
Matrix Consulting Group, Ltd. is pleased to submit our cost proposal, as outlined in the following table, which details the hours by task and consultant level. We propose to complete this engagement for a fixed price of $67,500 if there is no public engagement and $73,500 with the public engagement option, as shown below:

Task
Project
Mgr.

Lead
Analyst
GIS/
Project
Analysts
Total
Hours Total
Cost
Initiation and Interviews 24 16 16 56 $11,120
Operational Analysis 8 24 24 56 $9,960
Cost and Financial Analysis 8 24 16 48 $8,680
Comparative Analysis 8 16 24 48 $8,560
Organizational Structure 8 8 0 16 $3,320
Legal and Regulatory Compliance 8 8 0 16 $3,320
Draft/Final Report 24 48 32 104 $19,280
Total Hours 88 144 112 344
Hourly Rate $240 $175 $160
Total Professional Fees $64,240
Project Expenses $3,260
Total Project Cost $67,500
Optional Public Engagement +$6,000
Total With Optional Engagement $73,500
This cost is all-inclusive and includes a fixed fee for any additional costs that may arise. Our typical practice is to bill for hours worked on a monthly basis, up to the contract amount. The optional public engagement includes all required on-site visit costs to conduct the public input meetings. If any additional services are needed, they will be billed at the hourly rates noted.

COST PROPOSAL

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 26

SEBASTOPOL, CA
Fire Consolidation
Feasibility Study
Mary Gourley,
Assistant City
Manager
(707) 823-1153
mgourley@cityofsebast
opol.org
Matrix Consulting Group was retained by the City of Sebastopol to assess the feasibility of the Sebastopol Volunteer Fire Department to consolidate with the Gold Ridge Fire Protection District.

The study showed service levels would improve in a consolidated environment due to increased 24-hour career staffing and additional availability of volunteers in a combined system.

Improvements to the current fire station were recommended to house career personnel and the consolidated agency would not impact cost to the City as a parcel tax would be used to fund the combined agency and City contributions would remain the same.

RICHMOND, CA
Emergency Services
Review
Aaron Osorio
Fire Chief
(510) 307-8021
[email protected]
ond.ca.us
Matrix Consulting Group was retained by the City of Richmond to conduct an Emergency Services Review of the Fire and Police Departments. Key findings and recommendations from the Fire Study included:
• A plan for increasing staffing over a 3-year timeframe to reduce overtime and reduce forced call-back of personnel.
• Establishing a Fire Adaptive Coordinator position to facilitate defensible space inspections and create proactive wildland urban interface programs. • Development of locally adopted performance standards for the delivery of emergency services.
• Improvements to the capturing and reporting of call-processing in the dispatch center and reduction in the over dispatching of unnecessary apparatus to EMS calls.

The City and Fire Department accepted the report and recommendations and are working on funding and implementation of project recommendations. A follow-up study on the feasibility of Richmond Fire Department becoming an ALS first responder was also conducted by our firm and the City and Fire Department are working on implementing the program.

REFERENCES

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 27

HIGHLAND

BEACH, FL
Fire Service Feasibility
Study
Marshal Labadie
Town Manager
(561) 278-4548
mlabadie@highlandbea
ch.us
Matrix Consulting Group was retained by the Town of Highland Beach to determine the feasibility of continuing to contract for fire and EMS services with Delray Beach as compared to forming a municipal fire department. The study examined several alternatives for the Town ranging from status quo to forming a full-service fire and EMS department. Contracting for EMS services or moving to a public safety concept were also explored as options.

The study showed potential annual savings of $1.8 million by forming a municipal department to provide services with up to $10 million in start-up costs. There was also a potential reduction in service levels in this model due to having a single station compared to the depth of the six (6) station model of deployment by Delray Beach and the possibility of Delray Beach not agreeing to be a mutual aid partner.

Additional references are available upon request.

PROPOSAL TO CONDUCT THE COST STUDY FOR THE IMPLEMENTATION OF A MUNICIPAL FIRE DEPARTMENT MATRIX CONSULTING GROUP 28
HIGHLAND BEACH, FL:
https://drive.google.com/file/d/1PfY1_sSe6P2KVPxfg1JHdsmZrIosv6rX/view?usp=sharing

PREVIOUS STUDIES

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: December 16, 2025
DEPARTMENT: Lance Lippincott, City Manager
SUBJECT: DISCUSSION AND DIRECTION ON ANNUAL DISCRETIONARY ALLOCATION OF $4,000 (DIRECT)/$25,000 (IN-KIND) PER

COUNCIL MEMBER FOR COMMUNITY EVENTS

RECOMMENDATION
Council find that the action is not defined as a "project" per Section 15378(b)(4) of the CEQA Guidelines; that the City Council should discuss and provide direction to the management team on the preferred approach.

BACKGROUND
On October 15, 2024, City Council held an initial discussion on apportioning discretionary allocations in the amount of $4,000 (direct funding) and $25,000 (in-kind funding) per councilmember to reduce administrative inefficiencies, and provide councilmembers with more individual authority to direct the funding for public purposes. During that meeting the City Attorney identified that the past practice was to formally agendize each event as it occurred, hold discussion, and then approve the events, which can be a more lengthy process. A second discussion was held on December 3, 2024, during which the Finance Director presented three options for funding events, and the costs for events. At the conclusion of the meeting, Staff was directed to allocate $4,000 (direct funding) and $25,000 (in-kind funding) per councilmember. If Council would like to move away from this procedure, a nonexclusive list of community events to consider funding is as follows:
• Annual Chamber of Commerce Awards Banquet
• Annual Chamber 3rd of July Fireworks Display
• Colours "A Celebration of the Arts"
• Lions National Prayer Dinner
• Community Chest Spaghetti Dinner
• First Fridays (Historic Shafter)
• Gossamer Grove Night Market
• Harvest Festival
• Cinco de Mayo Parade & Festival
• Lions Stuff the Bus Annual Event
• Kiwanis Annual New Teachers Luncheon
• Shafter Wasco Football Game
• Shafter Rotary Club-Ghost Tour

DISCUSSION AND DIRECTION ON ANNUAL DISCRETIONARY ALLOCATION OF $4,000 (DIRECT)/$25,000 (IN-KIND) PER COUNCIL MEMBER FOR COMMUNITY EVENTS - 2 -
• Lions Trunk or Treat
• Shafter Pie Pursuit
• Lions Chirstmas Parade & Festival
• Chirstmas at the Depot
• Minter Field Santa Fly In
• Minter Field Wings n Wheels
• Minter FIeld Pre-War Swap Meet
• Shafter Rec Park Takeovers
• Shafter Rec Eggstravangza
• Shafter Rec Movie Nights
• Commanders Reverse Drawing
• Rotary Reverse Drawing
• Shafter High Boosters Reverse Drawing
• Distinguished Young Woman
Additionally, the following is a non-exclusive list of events held or participated in to provide more opportunities for community engagement (last year for example) in addition to the events held by third parties:
• Learning Center Storytime (Yearround)
• Grand Opening and Ribbon Cutting-Countryside Carwash
• Learning Center Pre-K Gingerbread House Building
• Redwood Elementary's Annual Community Kindness Welcome Tunnel • Battle of the Badges
• Learning Center Baking Classes
• National Night Out
• Coffee with a Cop
• Free Car Seat Safety Check Event
• Soft Opening of the Temporary Police Department Substation • Learning Center/Green Hotel Visits (500 students this year) • LGV Coupling Grand Opening and Ribbon Cutting
• Downtown Business Roundtables (Multiple)
• Learning Center Experiment Series
• Wonderful Amenities Center Grand Opening
• MADD Kern Law Enforcement and Prosecutor Recognition Awards • City of Shafter Employee and Community Blood Drive
• Shafter Pack and Ship Soft Opening
• Kern EDC's Annual Dinner and Economic Presentation
• KC Law Enforcement Foundation Annual Awards
• North Shafter Park Groundbreaking
• PD Substation Groundbreaking
• Sequoia Elementary Community Line Up
• Principal Partners Day
• Annual Kern Energy Summit

DISCUSSION AND DIRECTION ON ANNUAL DISCRETIONARY ALLOCATION OF $4,000 (DIRECT)/$25,000 (IN-KIND) PER COUNCIL MEMBER FOR COMMUNITY EVENTS - 3 -
• Richland School District Groundbreaking
• Christmas Tree Lighting
• Police Lift-a-Thon
• Shop with a Cop
• Redwood Elementary Red Ribbon Week
• PD Class Visits-Maple Elementary
• Animal Control Services Clinics
• City Hall Selfie Day
• Candy in the Courtyard
These events are generally handled in allocations set in the budget (associated with personnel or other costs), and are very minimal in comparison to the overtime costs associated with the major Community Events.

FISCAL IMPACT
There is no fiscal impact or need for a budget amendemnt, as the proposed allocations remain within the existing budget. Any budget reallocation will depend on Council direction.

CEQA ANALYSIS
The action is not defined as a "project" per Section 15378(b)(4) of the CEQA Guidelines because the action is approval of a discretionary reallocation of existing budgeted amoutns related to community events and therefore, it is the creation of a governmental funding mechanism or other fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ATTACHMENTS
None

MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: December 16, 2025
DEPARTMENT: Michael James, Assistant City Manager
SUBJECT: SALES TAX INITIATIVE PUBLIC OUTREACH AND

ENGAGEMENT PROFESSIONAL SERVICES AGREEMENT

RECOMMENDATION
Council find the action exempt from the California Environmental Quality Act; authorize the City Manager to execute a professional services agreement with CiviSocial for communications training and engagement services in an amount not to exceed $20,000; and authorize the City Manager to execute a separate professional services agreement with Polco for digital engagement platform services in an amount not to exceed $10,000.

BACKGROUND
In support of Council’s ongoing priority to enhance public transparency, civic engagement, and community trust, the City of Shafter seeks to strengthen its communications capacity ahead of a potential sales tax measure on the November 2026 ballot. The City, like many growing, increasingly diverse communities, faces rising demands on public safety, transportation infrastructure, and community amenities, even as traditional revenue sources have become more constrained. These fiscal pressures have prompted consideration of additional funding mechanisms to ensure the City can continue to meet community needs sustainably and equitably.

To advance this objective, Staff recommends entering into separate professional services agreements with CiviSocial and Polco, two firms with complementary specialties, to implement the “Referendum Ready” program. This joint effort is designed to build the City’s internal communications capacity while also establishing a structured and accessible platform for ongoing resident engagement. A formal request for proposals was not conducted, as professional services agreements of this scope do not trigger the City’s competitive procurement requirements.

CiviSocial specializes in hands-on communications strategy, social media storytelling, and staff training. Their scope includes two weeks of preparatory work followed by five days of on-site engagement in Shafter, during which they will work with City staff, stakeholders, and community members to develop a unified communications voice, produce content, and train internal “content creators” to maintain an authentic and consistent public-facing message. Their work will focus on narrative development around City services, budget realities, and future funding options.

SALES TAX INITIATIVE PUBLIC OUTREACH AND ENGAGEMENT PROFESSIONAL SERVICES

AGREEMENT
- 2 -
Polco provides a robust digital engagement platform that enables local governments to gather structured community feedback and insights through surveys, polls, and other online tools. Their platform allows for ongoing engagement with verified resident panels, real-time sentiment tracking, and transparent sharing of data and results.

Polco’s role in the initiative will be to equip the City with tools that support informed dialogue with residents on issues of local significance, including a potential sales tax measure.

Services would commence immediately upon execution of each agreement to ensure adequate time to prepare City Staff and engage the public in advance of the November 2026 general election, should Council choose to place a sales tax measure on the ballot. Staff will provide Council with updates on significant project milestones and progress throughout the initiative.

FISCAL IMPACT
The total cost for the proposed services is not to exceed $30,000. The City's operational budgets are adequately funded to cover this cost without any Council budget action.

CEQA ANALYSIS
The action is statutorily exempt from the California Environmental Quality Act pursuant to Section 15262 of the CEQA Guidelines, as it involves only feasibility and planning studies for possible future actions that have not been approved, adopted, or funded.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ATTACHMENTS

1. Referendum Ready Program Proposal Submitted by CiviSocial

Procurement Proposal for Shafter California
Community Communications and Engagement Optimization Program Prepared by:

CiviSocial
2408 NE 26th Terrace, Fort Lauderdale, FL 33305
Sam Toles, Founder and CEO
(323) 401 2587 (direct) – [email protected]
Prepared for:

Lance Lippincott
City of Shafter
336 Pacific Avenue
Shafter, CA 93263
November 13, 2025

1. Executive Summary
The Referendum Ready program combines the complementary strengths of two companies: CiviSocial’s on-site communications and storytelling strategy with Polco’s Engage platform to help Shafter build/deepen modern communications, clarity, and community engagement and alignment.

CiviSocial will lead a 5-day in-person engagement focused on elevating Shafter’s community relations through modern, authentic social media storytelling. This includes defining the City’s voice, strengthening its digital presence, and equipping staX with a repeatable workflow that captures the stories, services, and successes that matter most to residents. Through stakeholder collaboration, hands-on training, and real-world content development, Shafter will leave with a stronger, more confident communications strategy built on transparency, human connection, and consistent outreach.

To reinforce and extend this work, Shafter will also receive one year of access to Polco’s Engage platform, providing a structured, data-driven foundation for ongoing public participation. Through Engagement Pages, Quick Polls, the Prioritize Tool, and several benchmarking datasets, the City can gather feedback, test messaging, measure sentiment, and keep residents continuously informed.

Together, this combined approach ensures that communications are not only compelling but also grounded in real community input and informed by clear, measurable signals.

2. Scope of Services
A) Polco OCering:

One-Year Access to the Engage Platform Includes:

1. Engage Module: A suite of digital tools designed to extend public participation beyond a single survey and support ongoing, meaningful engagement.

2. Engagement Pages: Public-facing project hubs that centralize updates, background materials, survey results, and future engagement opportunities in one location.

3. Quick Polls: Lightweight, real-time polling tools to capture feedback on emerging issues or follow-up questions as the conversation evolves.

4. Prioritize Tool: Interactive ranking tool that asks residents to weigh values, priorities, or scenarios (such as balancing preservation with development) providing structured input on complex trade-oXs.

5. Resident Subscriber Base / Panel: A growing, verified list of residents who opt in to receive updates and participate in future activities, forming an always-available digital focus group.

B) CiviSocial Program

1. The CiviSocial engagement will include +/- 2-weeks of preparatory pre-engagement work including deep data evaluation (both Polco generated and pre-existing work); preengagement narrative development where data supports a potential future revenue ask; an all-staX survey to identify ideal social media training candidates; a kick-oX meeting with the City Manager and Communications team; and other fact-finding activities surrounding the City’s current status and strategy across social media.

2. This will be followed by 5-days of in-person, hands-on engagement in Shafter which includes:

- Meetings with stakeholders, staX, and residents to gather insights and perspectives. - Development of an overall voice and story map for the City's social media. - Including strategy and guidance around a future potential tax initiative - Providing tools and tactics to enhance social media eXectiveness. - Training sessions on best practices and innovative content strategies. - Identifying potential content creators within the community and City staX. - Training on creating eXective and compelling social media content. - Within the community (business owners, engaged residents, etc) - With City staX
- Additional training module focused on narrative(s) surrounding services, current budget realities, and what’s possible with future funding sources.

3. CiviSocial Deliverables:

At the conclusion of the in-person engagement, we will deliver a presentation with the following elements:

1. The “Voice” of Your New Communications Strategy:
- Development of a unified and distinctive voice that reflects the City's identity.

2. Identity and Story Plan for Formerly Hidden Creators:
- Crafting stories that highlight previously unrecognized contributors and creators. - Crafting stories that highlight the value of services and potential need for further support.

3. Process Outline:
- Recommended staXing assignments and estimated time commitments - Plan on Calendar, Cadence, and Clearance (and risk mitigation) - A template schedule outlining content creation, approval processes, and recommended posting and platform cadence.

4. Overall Content Strategy and Recommendations on Implementation:
- Detailed content strategy including types of content, frequency, and themes.

- Practical recommendations for implementing the strategy eXectively.

5. Platform-Specific Recommendations and Strategies:
- Tailored strategies for each social media platform used by Shafter City. - Best practices for maximizing engagement on each platform.

6. Recommended Engagement and Community Management Tactics:
- Strategies to foster community interaction and engagement. - Recommendations for fostering a positive online community.

7. Adaptability Guidelines Coupled with Risk Mitigation Tactics:
- Test-and-Learn strategy of rapid adaptation in response to feedback and analytics - Risk mitigation plan; guardrails for newly empowered creators

8. Tools recommendations for eXective and eXicient creation and distribution of content:
- List of available and recommended tools to optimize social media content creation - List of available and recommended tools to optimize social media content distribution - User training on select tools through video links (coupled with prior hands-on training)

4. Project Timeline
Phase Duration Key Activities
Polco Set-Up +/- 2-weeks Survey and onboarding
Data Collection 4-8 weeks Client engages community
Data Review + Virtual
Meetings
+/- 1 week CiviSocial and Shafter review
data and identify focus areas
CiviSocial Preparation +/- 2-weeks StaX Survey and Preparation Engagement 5 working Days Consulting and Training
Deliverables +/- 2 working days Creation of final deliverables

5. Fee Structures
The total fee for Polco’s proposed services is $10,000 which is broken down as follows:

Service Fee
One-Year Access to Engage Platform $7,500
Onboarding and platform / data guidance $2,500
The total fee for CiviSocial’s proposed services is $20,000 which is broken down as follows:

Service Fee
Pre-engagement Included
Engagement and Deliverables $20,000
Travel reimbursement Included

6. Payment Schedule*
Milestone Payment due
Polco: 30-days from Engage Activation $10,000
CiviSocial: Upon receipt of deliverables $20,000 (net 30 upon completion) *Please note that each company will issue separate contracts and payment requests for their respective services.

7. Conclusion
CiviSocial and Polco are committed to partnering with Shafter to strengthen community connection through clearer communication and more meaningful resident engagement. By combining CiviSocial’s on-site strategy, training, and storytelling framework with Polco’s ongoing engagement tools and data-driven insights, this joint approach will equip the City with a sustainable system for listening, communicating, and building trust. We look forward to collaborating with Shafter and supporting a more dynamic, responsive, and community-centered digital presence.

For any questions or further discussion, please contact:

CiviSocial:

Sam Toles
(323) 401 2587
[email protected]
Polco:

Garrett Hernandez Rimer
(303) 229 5064
[email protected]
Thank you for considering our proposal.

Sincerely,
Sam Toles
Founder, CiviSocial