Agenda packet — Watsonville City Council, April 12, 2022 (part 1 of 3)

AGENDA

CITY OF WATSONVILLE

CITY COUNCIL MEETING

Working with our community to create positive impact through service with heart.

Values: Teamwork, Integrity, Honesty, Service and Respect Mayor Ari Parker, District 7
Eduardo Montesino, Mayor Pro Tempore, District 1
Vanessa Quiroz-Carter, Council Member, District 2
Lowell Hurst, Council Member, District 3
Francisco Estrada, Council Member, District 4
Rebecca J. Garcia, Council Member, District 5
Jimmy Dutra, Council Member, District 6
Tamara Vides, City Manager Pro Tempore
Samantha W. Zutler, City Attorney
Irwin I. Ortiz, City Clerk
Location:

City Council Chambers
275 Main Street, Top Floor
Watsonville, CA 95076
Anyone addressing the City Council is asked to fill out a speaker card and leave it at the podium for recording purposes

IF YOU CHALLENGE ANY ACTION APPEARING ON THIS AGENDA IN

COURT, YOU MAY BE LIMITED TO RAISING ONLY THOSE ISSUES YOU OR

SOMEONE ELSE RAISED AT THE PUBLIC MEETING DESCRIBED ON THIS

AGENDA, OR IN WRITTEN CORRESPONDENCE DELIVERED TO THE CITY CLERK PRIOR TO, OR AT, THE PUBLIC MEETING.

Americans with Disabilities Act
The Council Chambers is an accessible facility. If you wish to attend a meeting and you will require assistance in order to attend and/or participate, please call the City Clerk's Office at least three (3) business days in advance of the meeting to make arrangements. The City of Watsonville TDD number is (831) 763-4075.

For information regarding this agenda, please call the City Clerk's Office at (831) 768- 3040
AGENDA

CITY OF WATSONVILLE

CITY COUNCIL MEETING

Location:

City Council Chambers
275 Main Street, Top Floor
Watsonville, CA 95076

Tuesday, April 12, 2022, 3:30 p.m.

Pages

FACE COVERINGS HIGHLY RECOMMENDED

1. ROLL CALL

1.a. MOTION TO EXCUSE ABSENT COUNCIL MEMBER(S) (If any)

2. NEW BUSINESS

2.a. APPOINTMENT OF RENE MENDEZ AS CITY MANAGER & APPROVAL OF

CONTRACT FOR EMPLOYMENT
8 1) Staff Report by Deputy City Manager Manning
2) City Council Clarifying & Technical Questions
3) Public Input
4) Motion
5) City Council Deliberation on Motion
6) Action on Resolution Appointing Rene Mendez as City Manager & Approving Contract for Employment as City Manager

2.b. COMMUNITY RISK ASSESSMENT & STANDARDS OF COVERAGE &

SERVICE FOR THE WATSONVILLE FIRE DEPARTMENT BY FITCH &
ASSOCIATES (Recommended by Fire Chief Lopez)
32 1) Staff Report by Dr. Steven Knight of Fitch & Associates 2) City Council Clarifying & Technical Questions
3) Public Input
4) Motion
5) City Council Deliberation on Motion
6) Action on Community Risk Assessment & Standards of Coverage & Service Report prepared by Fitch & Associates, LLC & provide direction to staff regarding any changes or policies that may be necessary to implement the recommendations contained in the Report

2.c. STUDY SESSION ON PROPOSED MODIFICATIONS TO WATSONVILLE MUNICIPAL CODE CHAPTER 8-6 (SIGNS) (Recommended by Community Development Director Merriam)
210
1) Staff Report by Community Development Director Merriam 2) City Council Clarifying & Technical Questions
3) Public Input
4) Motion
5) City Council Deliberation on Motion
6) Action on Report and Direct Staff to Draft Modifications to Chapter 8-6 (Signs) of the Watsonville Municipal Code for Consideration by Council at a Future Meeting

3. CLOSED SESSION CORRESPONDENCE (IF ANY)

4. CLOSED SESSION
CLOSED SESSION ANNOUNCEMENT:

PUBLIC COMMENTS REGARDING THE CLOSED SESSION AGENDA WILL ONLY BE ACCEPTED BY THE CITY COUNCIL AT THIS TIME.

The City Council of the City of Watsonville will recess to Closed Session to discuss the matters that follow:

4.a. CONFERENCE WITH LABOR NEGOTIATOR
(Government Code Section 54957.6)

1. Agency negotiators: Nathalie Manning, Cindy Czerwin, Mark Wilson, Burke Williams Sorensen
Employee organization: Operating Engineers Local Union No. 3 (OE3)

2. Agency negotiators: Nathalie Manning, Cindy Czerwin, Christian Di Renzo Employee organization: Police Officers Association

4.b. CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Government Code Section 54956.9(a))
Pending Litigation pursuant to subdivision (d)(1)
1) Name of case: Jose Ortiz Arellano v City of Watsonville - Santa Cruz Superior Court (Case No. 21CV01755)
2) Name of case: Watsonville Pilots Association v City of Watsonville, Raoul Ortiz, Eve Ortiz - Santa Cruz Superior Court (Case No. 21CV02343) 3) Name of case: City of Watsonville v Shawki Deyn Properties, LLC - Santa Cruz Superior Court (Case No. 21CV01599)
4) Name of case: Pajaro/Watsonville Homeless Union et al v City of Watsonville et al - U.S. District Court (Case No. 5:2021cv09778)

4.c. CONFERENCE WITH REAL PROPERTY NEGOTIATOR
(Government Code Section 54956.8)
Property: 280 Main Street (APN: 017-182-16)

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Negotiating parties: Tamara Vides (City)
Pájaro Valley Arts
Under negotiation: Price, terms of payment
(RECESS TO OPEN SESSION)
6:30 P.M.

5. ROLL CALL

6. PLEDGE OF ALLEGIANCE

7. INFORMATION ITEMS

7.a. REPORT OF DISBURSEMENTS 265

7.b. WRITTEN REPORTS BY COUNCIL MEMBERS REGARDING ACTIONS

TAKEN ON THEIR REGIONAL COMMISSIONS/BOARD MEETINGS THAT

MAY AFFECT THE CITY OF WATSONVILLE (IF ANY)

8. PRESENTATIONS & ORAL COMMUNICATIONS
This time is set aside for members of the general public to address the Council on any item not on the Council Agenda, which is within the subject matter jurisdiction of the City Council. No action or discussion shall be taken on any item presented except that any Council Member may respond to statements made or questions asked, or may ask questions for clarification. All matters of an administrative nature will be referred to staff. All matters relating to Council will be noted in the minutes and may be scheduled for discussion at a future meeting or referred to staff for clarification and report.

ALL SPEAKERS ARE ASKED TO FILL OUT A SPEAKER CARD & LEAVE IT AT THE PODIUM. SPEAKERS ARE ASKED TO ANNOUNCE THEIR NAME AND DISTRICT IN

WHICH THEY LIVE IN ORDER TO OBTAIN AN ACCURATE RECORD FOR THE MINUTES.

8.a. ORAL COMMUNICATIONS FROM THE PUBLIC (2 MINUTES EACH)

8.b. ORAL COMMUNICATIONS FROM THE COUNCIL (2 MINUTES EACH)

9. REPORTS TO COUNCIL -- No Action Required

9.a. IMPLEMENTATION OF NEW MANDATORY ORGANICS COLLECTION

PROGRAM
322
Oral Report by Public Works & Utilities Director Di Renzo

10. CONSENT AGENDA
All items appearing on the Consent Agenda are recommended actions which are considered to be routine and will be acted upon as one consensus motion. Any items removed will be considered immediately after the consensus motion. The Mayor will

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allow public input prior to the approval of the Consent Agenda.

PUBLIC INPUT (2 MINUTES EACH)

10.a. MOTION APPROVING MINUTES OF MARCH 29, 2022 327

10.b. PLANS AND SPECIFICATIONS FOR SYDNEY & JEHL AVENUE SEWER, STORM, & WATER IMPROVEMENTS (Recommended by Public Works & Utilities Director Di Renzo)
333

RESOLUTION APPROVING PLANS & SPECIFICATIONS & CALLING FOR

BIDS FOR THE SYDNEY & JEHL AVE SEWER, STORM, & WATER
IMPROVEMENT PROJECT, NO. SS-22-14622 (ESTIMATED COST OF $1,491,760 WILL BE FUNDED FROM SEWER & WATER ENTERPRISE FUNDS)

10.c. FIRST AMENDMENT TO CONTRACT FOR CITYWORKS MAINTENANCE MANAGEMENT SYSTEM SOFTWARE (Recommended by Public Works & Utilities Director Di Renzo)
338

RESOLUTION APPROVING FIRST AMENDMENT TO CONTRACT FOR

CONSULTANT SERVICES WITH POWER ENGINEERS EXTENDING

TERM OF CONTRACT FOR IMPLEMENTATION OF CITYWORKS

MAINTENANCE MANAGEMENT SYSTEM SOFTWARE THROUGH
DECEMBER 31, 2022, & UPDATING COMPENSATION RATES FOR 2022

10.d. CONTRACT FOR FIRE STATION 1 WINDOW REPLACEMENT
PROJECT (Recommended by Public Works & Utilities Director Di Renzo) 345
RESOLUTION AWARDING CONSTRUCTION CONTRACT TO C2
BUILDERS, INC. FOR FIRE STATION 1 WINDOW REPLACEMENT
PROJECT, NO. CB-21-05-QB, IN THE AMOUNT OF $107,500

10.e. CONTRACT FOR LITTER ABATEMENT SERVICES (Recommended by Public Works & Utilities Director Di Renzo)
349

RESOLUTION APPROVING SOLE SOURCE CONTRACT FOR

CONSULTANT SERVICES WITH HOPE SERVICES TO PROVIDE LITTER

ABATEMENT SERVICES & OTHER MISCELLANEOUS BEAUTIFICATION

SERVICES FOR A THREE YEAR TERM FOR A MAXIMUM AMOUNT NOT TO EXCEED $227,760 & APPROPRIATING SUCH FUNDS FROM THE

SOLID WASTE ENTERPRISE FUND

10.f. SALARY ADJUSTMENT FOR ASSISTANT FINANCE
DIRECTOR (Recommended by Personnel Commission/Administrative Services Director Czerwin)
370

RESOLUTION APPROVING & AUTHORIZING INCREASED SALARY
RANGE OF $56.20 TO $75.32 PER HOUR (UP TO $156,661 ANNUALLY)

FOR THE ASSISTANT FINANCE DIRECTOR (MANAGEMENT UNIT)

CLASSIFICATION

10.g. NEW JOB CLASSIFICATIONS & JOB DESCRIPTIONS FOR PROGRAM

COORDINATOR AND MEDIA AND COMMUNICATIONS
ASSISTANT (Recommended by Personnel Commission/Police Chief Zamora)
379
1) RESOLUTION APPROVING & AUTHORIZING NEW JOB

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CLASSIFICATION & JOB DESCRIPTION FOR PROGRAM COORDINATOR (MID-MANAGEMENT) AT THE ESTABLISHED SALARY RANGE OF $33.36 - $44.71 PER HOUR OR $5,782.79-$7,749.47 PER MONTH AND
APPROPRIATING $96,000 TO THE SPECIAL GRANTS FUND (0260) 2) RESOLUTION APPROVING & AUTHORIZING NEW JOB

CLASSIFICATION & JOB DESCRIPTION FOR MEDIA &

COMMUNICATIONS ASSISTANT (CLERICAL TECHNICAL UNIT) AT THE ESTABLISHED SALARY RANGE OF $25.72 - $34.47 PER HOUR OR $4,458.57 - $5,974.87 PER MONTH

10.h. OPPOSE 2022 BALLOT INITIATIVE 21-0042A1 - THE TAXPAYER

PROTECTION AND GOVERNMENT ACCOUNTABILITY ACT
392
RESOLUTION OPPOSING INITIATIVE 21-0042A1 ALSO KNOWN AS
THE “TAXPAYER PROTECTION AND GOVERNMENT
ACCOUNTABILITY ACT”, WHICH IF ENACTED, WOULD RESTRICT
VOTERS’ INPUT & LOCAL TAXING AUTHORITY

10.i. PLANNING COMMISSION APPOINTMENT (Recommended by Council Member Quiroz-Carter)
394
RESOLUTION AMENDING RESOLUTION NO. 27-21 (CM) & APPOINTING

BRANDO SENCION TO THE PLANNING COMMISSION

11. ITEMS REMOVED FROM CONSENT AGENDA

12. PUBLIC HEARINGS, ORDINANCES, & APPEALS

12.a. NEW PUBLIC ART REQUIREMENTS (Recommended by Parks & Community Services Director Calubaquib)
399
1) Staff Report by Parks & Community Services Director Calubaquib 2) City Council Clarifying & Technical Questions
3) Public Comments
4) Motion Whether to Approve Staff Recommendation
5) Motion
6) By motion, introduce for first reading, by title only, waiving the full reading of the text, an Ordinance Amending Title 8 (Building Regulations) by Adding a New Chapter 20 Entitled Public Art Program Requirements which Imposes New Public Art Requirements for Private Development Projects

12.b. ORGANICS WASTE DISPOSAL REQUIREMENTS PER SENATE BILL 1383 (Recommended by Public Works & Utilities Director Di Renzo) 465
1) Staff Report by Public Works & Utilities Director Di Renzo 2) City Council Clarifying & Technical Questions
3) Public Comments
4) Motion
5) City Council Deliberation on Motion
6) By motion, introduce for first reading, by title only, waiving the full reading of the text, an Ordinance Amending Title 6 (Sanitation and Health) of the Watsonville Municipal Code by Adding a New Chapter 10 Entitled Mandatory Organic Waste Disposal Reduction to Comply with State Mandated Organic Waste Disposal Requirements

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7) By motion, introduce for first reading, by title only, waiving the full reading of the text, an Ordinance Amending Article 8 (Water Efficient Landscaping Ordinance) Of Chapter 3 (City Utilities) Of Title 6 (Sanitation and Health) of the Watsonville Municipal Code by Adding Section 6-3.803 (Water Efficient Landscaping) to Comply with State Mandated Organic Waste Disposal Requirement
8) By motion, introduce for first reading, by title only, waiving the full reading of the text, an Ordinance Amending Chapter 15 (California Green Building Standards Code) of Title 8 (Building Regulations) of the Watsonville Municipal Code by Adding Section 8-15.03 (Construction Waste Diversion) to Comply with State Mandated Organic Waste Disposal Requirement

13. NEW BUSINESS (Continued)

13.a. SUPPORT STARLIGHT ELEMENTARY SCHOOL CULINARY GARDEN AND TEACHING KITCHEN PROJECT (Recommended by City Manager Pro Tempore Vides)
534
1) Staff Report by City Manager Pro Tempore Vides
2) City Council Clarifying & Technical Questions
3) Public Input
4) Motion
5) City Council Deliberation on Motion
6) Action on Resolution Selecting a Donor Category & Naming Opportunity, & Authorize the Corresponding One Time Contribution to the Pájaro Valley Unified School District to Partially Fund the Construction of Emeril’s Culinary Garden & Teaching Kitchen at Starlight Elementary School

13.b. ACCEPTING BEHAVIORAL HEALTH JUSTICE INTERVENTION SERVICES (BHJIS) PROJECT GRANT IN THE AMOUNT OF $481,327 FOR THE

IMPLEMENTATION OF THE TRAUMA INFORMED MULTI-DISCIPLINARY CRITICAL INCIDENT RESPONSE TEAM (Recommended by Police Chief Zamora)
552
1) Staff Report by Police Chief Zamora
2) City Council Clarifying & Technical Questions
3) Public Input
4) Motion
5) City Council Deliberation on Motion
6) Action on Resolution Accepting $481,327 Behavioral Health Justice Intervention Services (BHJIS) Project Grant from California Department of Health Care Services (DHCS) for the Period of February 15, 2022, through February 14, 2023, to Support Collaborative Planning, Capacity Building, Strategic Program Development & First-Year Implementation of Trauma Informed Multidisciplinary Critical Incident Response Team; & Appropriating Such Funds to Special Grants Fund (0260)
7) Action on Resolution Approving Contract with Community Action Board of Santa Cruz County, Inc. for Collaborative Planning, Capacity Building, Strategic Program Development & Direct Services in the Implementation of the Trauma Informed Multidisciplinary Critical Incident Response Team for

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the Period of February 15, 2022, through February 14, 2023, in an Amount Not to Exceed $150,000
8) Action on Resolution Approving Contract with Pájaro Valley Prevention & Student Assistance Program, Inc., for Collaborative Planning, Capacity Building, Strategic Program Development & Direct Services in the Implementation of the Trauma Informed Multidisciplinary Critical Incident Response Team for the Period of February 15, 2022, through February 14, 2023, in an Amount Not to Exceed $160,327

13.c. EXECUTIVE TEAM COMPENSATION & BENEFITS PLAN 594
1) Staff Report by City Manager Pro Tempore Vides
2) City Council Clarifying & Technical Questions
3) Public Input
4) Motion
5) City Council Deliberation on Motion
6) Action on Resolution Rescinding Compensation & Benefits Plan for Assistant City Manager, Department Directors, Deputy City Manager, Chiefs of Police & Fire (Executive Team) Approved by Resolution 202-21 (CM) & Approving Revised Compensation & Benefits Plan for Assistant City Manager, Department Directors, Deputy City Manager, & Chiefs of Police & Fire (Executive Team)

14. EMERGENCY ITEMS ADDED TO AGENDA

15. REQUESTS & SCHEDULING FUTURE AGENDA ITEMS

16. CLOSED SESSION (Item 4 continued if necessary)

17. REPORT OUT OF CLOSED SESSION

18. ADJOURNMENT
This agenda was posted in accordance to the California Brown Act. The agenda packet can be accessed on the City of Watsonville website
at https://www.cityofwatsonville.org/2123/City-Council-Agendas-Minutes Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office (275 Main Street, 4th Floor) during normal business hours.

Such documents are also available on the City of Watsonville website at: https://www.cityofwatsonville.org/2123/City-Council-Agendas-Minutes subject to staff’s ability to post the document before the meeting.

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4/7/2022 10:17:32 PM
C:\Program Files\eSCRIBE\TEMP\22173146737\22173146737,,,Report - City Manager Appt and Contract .docx Agenda Report
MEETING DATE: Tuesday, April 12, 2022
TO: City Council
FROM: DEPUTY CITY MANAGER MANNING
SUBJECT: APPOINTMENT OF RENE MENDEZ AS CITY MANAGER AND

APPROVAL OF CONTRACT FOR EMPLOYMENT
STATEMENT OF ISSUES:

With the departure of former City Manager Huffaker, the City Council must appoint a new City Manager and enter into a contract for employment with the selected candidate.

RECOMMENDED ACTION:

It is recommended that the City Council adopt a resolution appointing Rene Mendez as City Manager and approving a contract between the City of Watsonville and Rene Mendez for employment as City Manager; and authorizing the Mayor to execute the Employment Contract.

DISCUSSION:

Former City Manager Matthew Huffaker resigned from the City in December of 2021 to become the City Manager for the City of Santa Cruz. After an extensive review of proposals, the City Council awarded a contract to Peckham and McKenney on November 30, 2021 to conduct an executive recruitment to fill the City Manager position. Peckham and McKenney, led by consultant Maria Hurtado, conducted a community survey and a community forum seeking widespread input for the characteristics and qualifications desired in a new City Manager. Additional input was provided by the City Council and the City’s Executive Team to create the candidate profile. The position was widely advertised and twenty-eight applications were received and reviewed. The consultant conducted preliminary interviews of seventeen candidates and recommended eight of the highest qualified and most competitive candidates to the City Council for consideration.

The City Council narrowed down the candidate pool and invited five candidates to interview ultimately selecting Rene Mendez based on his extensive public sector experience and desired qualifications for the position. Mr. Mendez has served in the capacity of City Manager for the City of Gonzalez since 2005 and was previously a County Administrative Officer for the County of Inyo. Mr. Mendez has a Master of Arts in Public Policy and a Bachelor of Arts in Economics.

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4/7/2022 10:17:32 PM
C:\Program Files\eSCRIBE\TEMP\22173146737\22173146737,,,Report - City Manager Appt and Contract .docx The terms of the proposed Employment Agreement include among other terms, a base salary of $240,000 per year, a contribution to deferred compensation of $10,000 per year, and a temporary housing allowance of $2,000 per month for six months provided that he reside within the City limits within one year of his employment. Furthermore, he will be eligible for the benefits as outlined in the Executive Team Compensation and Benefits Plan including health, life, and disability insurance; administrative, vacation and sick leave; and holidays. The City Council will review the City Manager’s performance and compensation on an annual basis.

While the term of the contract is for five years, either party may terminate at any time without cause, upon providing sixty-day notice. The City may terminate for cause for the specific reasons set forth in the Employment Agreement by providing him with a written notice of termination, which shall be effective immediately. Termination by the City of the Employment Agreement without cause will trigger payment of up to six months of severance pay to Mr.

Mendez.

If approved Mr. Mendez’s employment would commence on July 1, 2022.

STRATEGIC PLAN:

The appointment of a City Manager supports all aspects of the Strategic Plan, but specifically Goal 7-Efficient and High Performing Government.

FINANCIAL IMPACT:

The salary and benefits for this position are included in the current City Manager department budget.

ALTERNATIVE ACTION:

The City Council could elect not to move forward with this appointment.

ATTACHMENTS AND/OR REFERENCES (If any):

None.

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Reso No. (CM)
C:\Program Files\eSCRIBE\TEMP\2293045591\2293045591,,,Resolution - City Manager Appt and Contract.docx ri 4/7/2022 10:09:35 PM
1 RESOLUTION NO.__________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE

APPOINTING RENE MENDEZ AS CITY MANAGER AND APPROVING
CONTRACT FOR EMPLOYMENT AS CITY MANAGER; AND

AUTHORIZING THE MAYOR TO EXECUTE THE EMPLOYMENT

CONTRACT

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. That Rene Mendez be and is hereby appointed City Manager, and he shall have all the powers and authority granted the City Manager in Sections 703 and 704 of the Charter of the City of Watsonville.

2. That the Contract between the City of Watsonville and Rene Mendez for employment as City Manager of the City of Watsonville, a copy of which Contract is attached hereto and incorporated herein by this reference, is fair and equitable and is hereby approved.

3. That the Mayor be and is hereby authorized and directed to execute the Contract for and on behalf of the City of Watsonville.

BE IT FURTHER RESOLVED that this appointment shall become effective July 1, 2022.
*********************************

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In Process
1 AT-WILL EMPLOYMENT AGREEMENT
OF
RENE L. MENDEZ
This agreement is between the CITY OF WATSONVILLE ("City"), a municipal corporation organized in the State of California, and RENE L. MENDEZ ("Employee") (“Agreement”). City and Employee shall be collectively referred to as “Parties” or individually referred to as “Party”, “Employee” or “City”.

RECITALS
WHEREAS, Employee has been gainfully employed as City Manager of the City of Gonzales, California, and Executive Director/Director of the Gonzales Redevelopment Agency/Successors Agency to the Gonzales Redevelopment Agency since 2005; and WHEREAS, the City has completed a recruitment process and has determined that the City desires to offer the position of City Manager to Employee; and WHEREAS, Employee has indicated he desires to serve in the capacity of City Manager; and
WHEREAS, In accordance with the terms of the Agreement, City and Employee have agreed to memorialize their intent and the terms of employment by this Agreement.

NOW THEREFORE, it is hereby agreed by City and Employee as follows:

1. Effective Date
The effective date of this Agreement is July 1, 2022.

2. Appointment as City Manager and Start Date
The City agrees to employ Employee as City Manager for the City, subject to the terms, conditions and provisions of this Agreement. Employee accepts such employment. Employee shall be “at will” and serve at the pleasure of the City Council. Employee shall start performance of his duties as City Manager on July 1, 2022.

Employee's employment with the City shall be subject to all requirements of the City's Personnel Rules (“Rules”) unless contradicted by some provision of this Agreement. Employee shall perform all duties consistent with the City’s Rules and comply, at all times, with the City’s Personnel Rules.

3. Term of Agreement
The term of this Agreement shall (“Term”) be for a period of five (5) years, commencing on July 1, 2022 to July 1, 2027, unless terminated earlier by either Party pursuant to Section 5 below. Employee is an at will employee who may be terminated at any time, with or without cause, and shall serve at the pleasure of the City Council. Employee may resign at any time for any reason by providing notice in accordance with Section 5 to City Council.

DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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In Process
2 4. Duties and Responsibilities
a. Employee will perform the functions and duties specified in the laws of the United States and the State of California and in Article VII of the City’s Charter, as well as the City’s Municipal Code, the Personnel Rules, ordinances and resolutions of City, and to perform other legally permissible and proper duties and functions of the City Council may, from time to time, assign.
b. Employee shall perform his duties to the best of his ability in accordance with the highest professional and ethical standards of the profession, comply with all general rules and regulations established by the City, and obey all State and Federal laws. c. Employee agrees to devote his productive time, ability and attention to the City's business during the term of this Agreement. Employee shall not hold secondary employment, and shall be employed exclusively by the City. The City and Employee recognize that Employee is expected to devote necessary time outside normal office hours to perform business of the City.

Since Employee's position is "exempt" under the Fair Labor Standards Act, Employee shall not receive overtime or extra compensation for work performed outside normal business hours. d. Employee shall not engage in any activity, which is or may become a conflict of interest, prohibited by contract, or which may create an incompatibility of office as defined under California law. Prior to performing any services under this Agreement and annually thereafter, the Employee must complete disclosure forms as required by law.

5. Resignation and Termination
a. Resignation: Employee may resign at any time with or without cause and agrees to give City at least sixty (60) days advance written notice of the effective date of his resignation, unless the parties mutually agree otherwise.
b. Termination by City: City may terminate Employee, with or without cause, at any time, consistent with the requirements of Section 701 of the City’s Charter, which provides that the City Council may remove the City Manager by a resolution adopted by at least four (4) affirmative votes.
i. Termination without Cause: City may terminate Employee without cause by providing him with a written notice of termination. If City terminates employee without cause, City shall provide Employee sixty (60) days written notice of such termination, unless the parties mutually agree otherwise. If the City, at the request of a majority of the City Council, requests Employee’s resignation without cause, then Employee shall be deemed terminated without cause. If the Employee is terminated without cause, then the employee is entitled to receive severance as detailed in section eight (8) below.
ii. Termination for Cause: City may terminate Employee for cause by providing him with a written notice of termination. Such termination may be effective immediately. The following are sufficient basis for termination for cause:

A. Employee engages in illegal activities;
B. Gross malfeasance;
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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In Process
3 C. Dereliction of duties;
D. Absence from employment without a good cause;
E. Failure to perform duties and responsibilities under this Agreement, as defined in the City’s Charter, or as specified in the City Manager’s job description.

F. Resume fraud or other acts of material dishonesty;
G. Violation of the City’s Rules, including but not limited to, the City’s rule against harassment, discrimination, and retaliation; H. Use or possession of illegal drugs;
I. Engaging conduct tending to bring embarrassment or disrepute to the City;
J. Conviction of any felony or any criminal offense involving moral turpitude; or
K. An abuse of his office or position" as that term is defined in Government Code Section 53243.4.
c. Termination by Reduction of Salary or Benefits: If City at any time during this Agreement reduces the salary of City Manager in a greater percentage than an applicable across-the-board reduction for other “at will” employees, as defined in the City’s Compensation and Benefits Plan for at-will employees (“Plan”), the Employee may, at his option, be deemed to be “terminated” without cause at the date of such reduction. d. Termination by Employee: In the event Employee voluntarily resigns his position with City at any time during the term of this Agreement, then Employee shall give City no less than sixty (60) days written notice, unless the parties otherwise agree. Failure of Employee to give the required sixty (60) days' written notice of resignation will result in a pro-rata reduction in benefits normally payable to resigning City employees, such as, but not limited to, accrued vacation payment, and the like. Voluntary resignation by Employee will result in a loss of all Severance Pay from City.
e. Affirmation of “At-Will” status: The parties recognize and affirm that: 1) Employee is an "at-will" employee whose employment may be terminated by the City Council at any time; and 2) there is no express or implied promise made to Employee for any form of continued employment as City Manager or any other position of employment with City. This Agreement is the sole and exclusive basis for an employment relationship between Employee and the City.

Nothing in this Agreement shall be construed to create a property interest for Employee in the position of City Manager.

6. Salary
a. Effective July 1, 2022, City agrees to pay Employee $240,000 in base salary per year ($20,000 per month) during the term of this Agreement for his services. All salary payments to Employee shall be payable in installments at the same time as other employees of the City are paid and subject to the customary withholding.
b. Employee may be entitled to receive a salary increase, commencing in July, 2023 and every year thereafter for cost of living adjustment. The City Council shall review and determine whether to grant a cost of living adjustment and the appropriate rate of adjustment at the time of performance review.

DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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In Process
4 c. City agrees to review Employee’s performance in the second quarter of 2023 in accordance with Section 9 of this Agreement. In the Council’s discretion, it may provide Employee an additional salary increase at that time. Thereafter, the Council will review Employee’s performance and compensation on an annual basis. The City, in its sole discretion, may increase Employee’s salary based on Employee’s performance review.

7. Supplemental Benefits
a. Economic Benefits: Except as otherwise provided in this Agreement, Employee shall receive the same economic benefits as other employees in the City’s Compensation and Benefits Plan for Executive Team, currently and as it may be amended by the City from time to time. Employee shall not receive the salary increases provided for in the Plan, as Employee will negotiate any salary increase with the Council upon receiving a performance review. b. Deferred Compensation: City shall contribute a maximum of $10,000 annually into either an International Capital Market Association (ICMA-RC)\MissionSquare Retirement deferred compensation plan, or other similar plan in which the City participates. The annual amount will be divided and paid equally amongst Employee’s pay periods. c. Housing Allowance: Upon providing proof of residency, as explained further below, City will pay to Employee $2,000 per month for six (6) months for a maximum amount of $12,000. This Housing Allowance shall be contingent upon Employee establishing residency in the City of Watsonville’s geographic boundaries within one year of the Effective Date of this Agreement.
d. Vacation Accrual: City agrees to provide Employee a maximum vacation accrual of twenty (20) days per year, in recognition of his years of public service. e. Professional Development: City shall pay for professional dues and subscriptions during the term of this Agreement necessary for Employee’s continuation and full participation in the following organizations:

International City/County Management Association (ICMA); and California City Management Foundation (CCMA).

8. Severance
a. Employee shall serve at the will and pleasure of the City Council, and his employment may be terminated by the City Council at any time. Termination of Employee’s employment shall not require any showing of cause or justification, nor shall Employee be entitled to any internal administrative appeal of the decision of the City Council, beyond any process required by law.
b. In the event of Employee's involuntary termination for reasons other than his resignation, death, disability, or termination with cause as provided in section 5(b)(ii) above, Employee shall be paid severance pay as provided in section 8(e) below. Employee shall not receive severance if, at the end of the five year Term, the Council determines not to renew this Agreement.
c. In accordance with state law, Employee shall be entitled to receive all compensation earned, but unpaid, for actual work performed and accrued unused vacation time as of the date of termination.

DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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5 d. If Employee is paid severance pay as provided in section 8(e), below, payment of such severance shall be conditioned upon Employee's signature on written waiver, attached hereto as Exhibit A, of any claims, grievances or causes of action against City, its employees, agents, officers, and City Council arising out of or concerning this Agreement, Employee’s employment with City, or the termination of his employment with the City. If Employee does not agree to waive such claims, grievances or causes of action, the City shall not pay Employee severance pay.
e. If Employee’s employment is terminated, and severance pay is applicable pursuant to the terms stated above, City agrees to pay Employee a cash payment equal to six (6) months of base salary, minus any required withholding. Such payment shall release City from any further obligations under this Agreement.

9. Annual Performance Evaluation
a. Annually, the City Council will define reasonable goals and performance objectives, within the scope of Section 703 of the City’s Charter that the City Council determines necessary for the proper operation of the City. City Council will consider input from Employee when developing the above goals and performance objectives. b. The City Council will provide Employee with an annual review as detailed in section 6(c) above based on Employee’s performance of assigned duties as detailed in this Agreement.

10. Indemnification
The City shall defend, hold harmless and indemnify Employee against any tort, civil rights, personnel, discrimination, professional liability claim or demand or other legal action, whether groundless or otherwise, arising out of an alleged act or omission occurring in the performance of Employee's duties in accordance with the provisions of California Government Code section 825.

The City shall provide a defense in accordance with California Government Code section 995.

The City may decline to defend and/or indemnify Employee only as permitted by the California Government Code. The City may compromise and settle any such claim or suit and pay the amount of any settlement or judgment therefrom.

11. Bonding
City shall bear the full cost of any fidelity or other bonds the City Council requires of Employee under any law or ordinance or otherwise.

12. Notices
Any notices required by this Agreement shall be in writing and either given in person or by first class mail with the postage prepaid and addressed as follows:

TO CITY: Mayor
City of Watsonville
275 Main St., 4th Floor
Watsonville, CA 95076
TO EMPLOYEE: Rene Mendez
[Most recent address on file with human resources]
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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6 13. Abuse of Office
California Government Code Sections 53243, 52431.1, 53243.2 and 52431.3 are incorporated by reference as if fully set forth herein.

If this contract is terminated, any cash settlement related to the termination that Employee may receive from City shall be fully reimbursed to the City if Employee is convicted of a crime involving an abuse of his or his office or position.

14. Entire Agreement
a. This Agreement and its attachments and exhibit are the final expression of the complete agreement of the parties with respect to the matters specified herein and supersedes all prior oral and written understandings and agreements, and, except as prescribed herein, this Agreement cannot be modified except by written mutual agreement signed by the parties. The Parties agree that the recitals identified in this Agreement are true and correct and are incorporated into the terms of this Agreement.
b. The following exhibit is incorporated by reference to this Agreement:

Exhibit A- Form of Written Waiver

15. Severability, Applicable, Law, and Interpretation
In the event that any provision of this Agreement is held to be illegal or void by a court having jurisdiction over the parties, the remainder of this Agreement shall remain in full force and effect unless the parts found to be void are wholly inseparable from the remaining portion of this Agreement. Any dispute concerning this Agreement shall be governed by the laws of the State of California. The parties consent to the jurisdiction of the California courts with venue in Santa Cruz County.

16. Informed Agreement.

This Agreement has been negotiated between the City Council, on behalf of City, and Rene Mendez as Employee. City and Employee acknowledge that they have each contributed to the making of this Agreement and that in the event of a dispute over the interpretation of this Agreement, the language of the Agreement will not be construed against one party in favor of the other. City and Employee acknowledge that they have each had an adequate opportunity to consult with their own legal counsel in the negotiation and preparation of this Agreement. [Signatures on Following Page]
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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7 IN WITNESS WHEREOF, the City has caused this Agreement to be signed and executed in its behalf by its Mayor and duly attested by the City Clerk. It has also been executed by the Employee.

EMPLOYEE CITY OF WATSONVILLE
____________________________ _________________________________ RENE L. MENDEZ Ari Parker, Mayor
ATTEST:
____________________________
Irwin Ortiz, City Clerk
APPROVED AS TO FORM:
____________________________
Samantha W. Zutler, City Attorney
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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EXHIBIT A

SEPARATION AGREEMENT
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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SEPARATION AGREEMENT

1. PARTIES
This Separation Agreement (hereinafter referred to as the “AGREEMENT”) is entered into by and between the City of Watsonville, a California municipal corporation and general law city (hereinafter referred to as “CITY”), and Rene Mendez, an individual (hereinafter referred to as “EMPLOYEE”).

2. RECITALS

2.1. EMPLOYEE was hired by CITY as its permanent City Manager, to serve at the pleasure of the City Council, pursuant to an Employment Agreement for the Position of City Manager made and entered into April ____, 2022 (“EMPLOYMENT AGREEMENT”).

2.2. CITY and EMPLOYEE desire that EMPLOYEE resign and enter into this AGREEMENT whereby EMPLOYEE receives severance compensation in exchange for executing this AGREEMENT including a general release and waiver of any and all claims that EMPLOYEE may have against CITY, including but not limited to its elected and nonelected officials, employees, attorneys, and agents. Accordingly, the parties hereto intend by this AGREEMENT to mutually conclude any and all employment relationships between CITY and EMPLOYEE by means of EMPLOYEE’s voluntary separation as of ______, ____. This AGREEMENT sets forth the full and complete terms and conditions concluding EMPLOYEE’s employment relationship with the CITY and any obligations related thereto, including any provided under the EMPLOYMENT AGREEMENT.

2.3. In accordance with this AGREEMENT and with applicable state and federal laws, EMPLOYEE acknowledges that EMPLOYEE has been advised of EMPLOYEE’s postemployment rights, including but not limited to, EMPLOYEE’s rights under the Consolidated Omnibus Budget Reconciliation Act of 1985 (“COBRA”), the Employee Retirement Income Security Act of 1974 (“ERISA”), and the Health Insurance Portability and Accountability Act of 1996 (“HIPAA”).

3. CONSIDERATION

3.1. EMPLOYEE shall receive payment at the time of his voluntary separation all earned salary, accrued fringe benefits as detailed in the EMPLOYMENT AGREEMENT, and/or all other wage compensation/benefits owed to EMPLOYEE upon separation of employment, as required by law or the EMPLOYMENT AGREEMENT or any other agreement with CITY.

3.2. In exchange for the waivers and releases set forth herein, CITY shall also cause to be paid to EMPLOYEE an additional compensatory payment by means of DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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severance, settlement and release in the form of a lump sum amount of _________________ and __ cents ($______.00), as set forth in the EMPLOYMENT AGREEMENT in the form of a check made payable to EMPLOYEE to be mailed to EMPLOYEE at EMPLOYEE’s home address via certified mail return receipt requested within thirty (30) business days after the EFFECTIVE DATE (as defined below) of this AGREEMENT.

3.3. In exchange for the severance payment provided for herein, EMPLOYEE, and on behalf of EMPLOYEE’s spouse, heirs, representatives, successors, and assigns, hereby releases, acquits, and forever discharges CITY, and each of its predecessors, successors, assigns, officials, employees, representatives, agents, insurers, attorneys, and all persons and entities acting by, through, under, or in concert with any of them, and each of them (hereinafter referred to as “CITY PARTIES”), from any and all claims, charges, complaints, contracts, understandings, liabilities, obligations, promises, benefits, agreements, controversies, costs, losses, debts, expenses, damages, actions, causes of action, suits, rights, and demands of any nature whatsoever, known or unknown, suspected or unsuspected, which EMPLOYEE now has or may acquire in the future, or which EMPLOYEE ever had, relating to or arising out of any act, omission, occurrence, condition, event, transaction, or thing which was done, omitted to be done, occurred or was in effect at any time from the beginning of time up to and including _______ __, ____ (hereinafter referred to collectively as “CLAIMS”), without regard to whether such CLAIMS arise under the federal, state, or local constitutions, statutes, rules or regulations, or the common law. EMPLOYEE expressly acknowledges that the CLAIMS forever barred by this AGREEMENT specifically include, but are not limited to, claims based upon any alleged breach of THE CONTRACT or any other agreement of employment, any demand for wages, overtime or benefits, any claims of violation of the provisions of ERISA, COBRA or HIPAA, any alleged breach of any duty arising out of contract or tort, any alleged wrongful termination in violation of public policy, any alleged breach of any express or implied contract for continued employment, any alleged employment discrimination or unlawful discriminatory act, or any claim or cause of action including, but not limited to, any and all claims whether arising under any federal, state or local law prohibiting breach of employment contract, wrongful termination, or employment discrimination based upon age, race, color, sex, religion, handicap or disability, national origin or any other protected category or characteristic, and any and all rights or claims arising under the California Labor Code or Industrial Welfare Commission Wage Orders, the Federal Fair Labor Standards Act, the California Fair Employment and Housing Act, California Government Code sections12900 et seq., the Americans With Disabilities Act, Title VII of the Civil Rights Act of 1964, the Public Safety Officers Procedural Bill of Right Act, and any other federal, state, or local human rights, civil rights, or employment discrimination or employee rights statute, rule, or regulation.

4. SPECIFIC ACKNOWLEDGMENT OF WAIVER OF CLAIMS UNDER ADEA AND OWBPA
The Age Discrimination in Employment Act of 1967 (hereinafter referred to as the “ADEA”) makes it illegal for an employer to discharge any individual or otherwise discriminate with DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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respect to the nature and privileges of an individual’s employment on the basis that the individual is age forty (40) or older. The Older Workers Benefit Protection Act (hereinafter referred to as the “OWBPA,” 29 U.S.C. § 626, et seq., Pub L 101-433, 104 Stat. 978 (1990)) further augments the ADEA and prohibits the waiver of any right or claim under the ADEA, unless the waiver is knowing and voluntary. By entering into this AGREEMENT, EMPLOYEE acknowledges that he knowingly and voluntarily, for just compensation in addition to anything of value to which EMPLOYEE was already entitled, waives and releases any rights he may have under the ADEA and/or OWBPA.

EMPLOYEE further acknowledges that he has been advised and understands, pursuant to the provisions of the ADEA and OWBPA, that:
(a) This waiver/release is written in a manner understood by EMPLOYEE; (b) EMPLOYEE is aware of, and/or has been advised of, his rights under the ADEA and OWBPA, and of the legal significance of his waiver of any possible claims he currently may have under the ADEA, OWBPA and/or similar age discrimination laws;
(c) EMPLOYEE is entitled to a reasonable time of at least twenty-one (21) days within which to review and consider this AGREEMENT and the waiver and release of any rights he may have under the ADEA, the OWBPA and similar age discrimination laws; but may, in the exercise of his own discretion, sign or reject this AGREEMENT at any time before the expiration of the twentyone (21) days; (d) The waivers and releases set forth in this AGREEMENT shall not apply to any rights or claims that may arise under the ADEA and/or OWBPA after the EFFECTIVE DATE of this AGREEMENT;
(e) EMPLOYEE has been advised by this writing that he should consult with an attorney prior to executing this AGREEMENT;
(f) EMPLOYEE has discussed this waiver and release with, and been advised with respect thereto, by his counsel of choice, and that he does not need any additional time within which to review and consider this AGREEMENT; (g) EMPLOYEE has seven (7) days following his execution of this AGREEMENT to revoke the AGREEMENT;
(h) Notice of revocation within the seven (7) day revocation period must be provided, in writing, to THE CITY pursuant to Paragraph 8.7 herein, and must state, “I hereby revoke my acceptance of our Agreement of Severance and General Release;” and
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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(i) This AGREEMENT shall not be effective until all parties have signed the AGREEMENT and ten (10) days have passed since EMPLOYEE’s execution (“EFFECTIVE DATE”).

5. UNKNOWN CLAIMS
In relation to the release provisions of Paragraphs 3 and 4 above, EMPLOYEE understands that California Civil Code section 1542 reads as follows: “General Release- -Claims Extinguished”:
“A general release does not extend to claims that the
creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.”
EMPLOYEE hereby waives the protection of California Civil Code section 1542.

6. WAIVER OF ADDITIONAL CLAIMS
EMPLOYEE hereby waives any provisions of state or federal law that might require a more detailed specification of the claims being released pursuant to the provisions of Paragraphs 3, 4, and 5 above.

7. REPRESENTATIONS AND WARRANTIES
Each of the parties to this AGREEMENT represents and warrants to, and agrees with, each other party as follows:

7.1. Advice of Counsel: The parties hereto have received independent legal advice from their respective attorneys concerning the advisability of entering into and executing this AGREEMENT or have been given the opportunity to obtain such advice.

The parties acknowledge that they have been represented by counsel of their own choice in the negotiation of this AGREEMENT, that they have read this AGREEMENT; that they have had this AGREEMENT fully explained to them by such counsel, or have had such opportunity to do so and that they are fully aware of the contents of this AGREEMENT and of its legal effect.

7.2. No Fraud in Inducement: No party (nor any officer, agent, employee, representative, or attorney of or for any party) has made any statement or representation or failed to make any statement or representation to any other party regarding any fact relied upon in entering into this AGREEMENT, and neither party relies upon any statement, representation, omission or promise of any other party in executing this AGREEMENT, or in making the settlement provided for herein, except as expressly stated in this AGREEMENT.

DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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7.3. Independent Investigation: Each party to this AGREEMENT has made such investigation of the facts pertaining to this settlement and this AGREEMENT and all the matters pertaining thereto, as it deems necessary.

7.4. Mistake Waived: In entering into this AGREEMENT, each party assumes the risk of any misrepresentation, concealment or mistake. If any party should subsequently discover that any fact relied upon by it in entering into this AGREEMENT was untrue, or that any fact was concealed from it, or that its understanding of the facts or of the law was incorrect, such party shall not be entitled to any relief in connection therewith, including without limitation on the generality of the foregoing any alleged right or claim to set aside or rescind this AGREEMENT. This AGREEMENT is intended to be, and is, final and binding between the parties, regardless of any claims of misrepresentation, promise made without the intent to perform, concealment of fact, mistake of fact or law, or any other circumstance whatsoever.

7.5. Later Discovery: The parties are aware that they may hereafter discover claims or facts in addition to or different from those they now know or believe to be true with respect to the matters related herein. Nevertheless, it is the intention of the parties that EMPLOYEE fully, finally and forever settle and release all such matters, and all claims relative thereto, which do now exist, may exist or have previously existed against CITY or CITY PARTIES. In furtherance of such intention, the releases given here shall be, and remain, in effect as full and complete releases of all such matters, notwithstanding the discovery or existence of any additional or different claims or facts relative thereto.

7.6. Indemnification: EMPLOYEE agrees to indemnify and hold harmless CITY or CITY PARTIES from, and against, any and all claims, damages, or liabilities sustained by them as a direct result of the violation or breach of the covenants, warranties, and representations undertaken pursuant to the provisions of this AGREEMENT.

EMPLOYEE understands and agrees that he shall be exclusively liable for the payment of all taxes for which he is responsible, if any, as a result of his receipt of the consideration referred to in Paragraph 3 of this AGREEMENT. In addition, EMPLOYEE agrees fully to indemnify and hold the CITY PARTIES harmless for payment of tax obligations as may be required by any federal, state or local taxing authority, at any time, as a result of the payment of the consideration set forth in Paragraph 3 of this AGREEMENT.

7.7. Future Cooperation and Consultation fees: EMPLOYEE shall execute all such further and additional documents as shall be reasonable, convenient, necessary or desirable to carry out the provisions of this AGREEMENT. EMPLOYEE shall provide CITY with consultation services (including deposition or trial testimony) in any litigation involving CITY which is reasonably related to acts or occurrences transpiring during his employment. Said services shall be provided as needed to CITY at a rate of $100.00 per hour.

7.8. Return of Confidential Information and Property: Prior to the separation date, EMPLOYEE shall submit a written inventory of, and return to the City Clerk, all City keys, equipment, computer identification cards or codes, and other equipment or DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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materials or confidential documents provided to or obtained by EMPLOYEE during the course of his employment with CITY.

7.9. No Pending Claims and/or Actions: EMPLOYEE represents that he has not filed any complaints or charges against CITY or CITY PARTIES with any local, state or federal agency or court; that he will not do so at any time hereafter for any claim arising up to and including the EFFECTIVE DATE of this AGREEMENT; and that if any such agency or court assumes jurisdiction of any such complaint or charge against CITY or CITY PARTIES on behalf of EMPLOYEE, whenever or where ever filed, he will request such agency or court to withdraw from the matter forthwith.

7.10. Ownership of Claims: EMPLOYEE represents and warrants as a material term of this AGREEMENT that EMPLOYEE has not heretofore assigned, transferred, released or granted, or purported to assign, transfer, release or grant, any of the CLAIMS disposed of by this AGREEMENT. In executing this AGREEMENT, EMPLOYEE further warrants and represents that none of the CLAIMS released by EMPLOYEE thereunder will in the future be assigned, conveyed, or transferred in any fashion to any other person and/or entity.

7.11. Enforcement Fees and Costs: Should any legal action be required to enforce the terms of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees and costs in addition to any other relief to which that party may be entitled.

7.12. Authority: Each party represents to the other that it has the right to enter into this AGREEMENT, and that it is not violating the terms or conditions of any other AGREEMENT to which they are a party or by which they are bound by entering into this AGREEMENT. The parties represent that they will obtain all necessary approvals to execute this AGREEMENT. It is further represented and agreed that the individuals signing this AGREEMENT on behalf of the respective parties have actual authority to execute this AGREEMENT and, by doing so, bind the party on whose behalf this AGREEMENT has been signed.

8. MISCELLANEOUS

8.1. No Admission: Nothing contained herein shall be construed as an admission by CITY of any liability of any kind. THE CITY denies any liability in connection with any claim and intends hereby solely to avoid potential claims and/or litigation and buy its peace.

8.2. Governing Law: This AGREEMENT has been executed and delivered within the State of California, and the rights and obligations of the parties shall be construed and enforced in accordance with, and governed by, the laws of the State of California.

DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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8.3. Full Integration: This AGREEMENT is the entire agreement between the parties with respect to the subject matter hereof and supersedes all prior and contemporaneous oral and written agreements and discussions. This AGREEMENT may be amended only by a further agreement in writing, signed by the parties hereto.

8.4. Joint Drafting: Each party agrees that it has cooperated in the drafting and preparation of this AGREEMENT. Hence, in any construction to be made of this AGREEMENT, the parties agree that same shall not be construed against any party.

8.5. Severability: In the event that any term, covenant, condition, provision or agreement contained in this AGREEMENT is held to be invalid or void by any court of competent jurisdiction, the invalidity of any such term, covenant, condition, provision or agreement shall in no way affect any other term, covenant, condition, provision or agreement and the remainder of this AGREEMENT shall still be in full force and effect.

8.6. Counterparts: This AGREEMENT may be executed in counterparts, and when each party has signed and delivered at least one such counterpart, each counterpart shall be deemed an original, and, when taken together with other signed counterparts, shall constitute one AGREEMENT, which shall be binding upon and effective as to all parties.

8.7. Notice: Any and all notices given to any party under this AGREEMENT shall be given as provided in this paragraph. All notices given to either party shall be made by certified or registered United States mail, or personal delivery, at the noticing party’s discretion, and addressed to the parties as set forth below. Notices shall be deemed, for all purposes, to have been given on the date of personal service or three (3) consecutive calendar days following deposit of the same in the United States mail.

As to EMPLOYEE: As to THE CITY:

At EMPLOYEE’s home address on file
with THE CITY.

Mayor
City of Watsonville
275 Main St., 4th Floor
Watsonville, California 95076
[Signatures on Following Page]
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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IN WITNESS WHEREOF, THE CITY has caused this AGREEMENT to be signed and executed on its behalf by its Mayor and duly attested by its City Clerk or deputy City Clerk, EMPLOYEE has signed and executed this Agreement, and the attorneys for CITY and EMPLOYEE, if any, have approved as to form as of the dates written below.

Dated: EMPLOYEE
By:

Rene Mendez
Dated: CITY
By:
, Mayor
ATTEST:

By:
, City Clerk

APPROVED AS TO FORM
By:
, City Attorney
DocuSign Envelope ID: 95E66F4F-723B-4292-BFB2-AA3F5D357C47

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Appointment of City Manager
and Approval of Contract
APRIL 12, 2022

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BACKGROUND
 Resignation of Matt Huffaker in December 2021
 Peckham and McKenney selected to conduct recruitment
 Recruitment included Community Survey and Community Forum and input from City Council and Executive Team to shape candidate profile  27 applications received. Initial interviews of 17 candidates by consultant
 5 invited to interview with City Council and Executive Team  Selection of Rene Mendez
 Extensive public sector career and current CM in Gonzales

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PROPOSED CONTRACT
 ANNUAL SALARY $240,000
 Annual performance evaluation and review of compensation  DEFERRED COMPENSATION
 $10,000 annual contribution
 HOUSING ALLOWANCE
 $2,000 per month for six months upon moving within City limits  BENEFITS
 Admin Leave (108 hours), Vacation (20 days), 14 Holidays, Sick Leave (15 days)  CalPERS retirement 2% at 60
 Health, Life, and Disability Insurance
 TERM
 Begin 7/1 for 5 years. May be terminated by either party with 60 day notice

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COUNCIL ACTION
ADOPT A RESOLUTION:
 Appointing Rene Mendez as City Manager; and
 Approving a contract between the City of
Watsonville and Rene Mendez for employment as
City Manager

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QUESTIONS?

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CITY MANAGER PRO TEMPORE VIDES

ADMINISTRATIVE ANALYST MEYER

ADMINISTRATIVE ANALYST ZAVALA
SUBJECT: COMMUNITY RISK ASSESSMENT AND STANDARDS OF

COVERAGE AND SERVICE FOR THE WATSONVILLE FIRE DEPT

BY FITCH & ASSOCIATES
STATEMENT OF ISSUES:

A community risk assessment and standards of coverage to ensure the Watsonville Fire Department’s ability to provide a safe and effective response force to the City of Watsonville had not been conducted since 2006. The Public Safety Sales Tax Measure (Measure Y) was adopted in October 2019. Measure Y established that the City must commission an independent third-party fire facility and operational needs assessment at least once every decade, no later than two years after final decennial census data is available.

RECOMMENDED ACTION:

It is recommended that, by motion, the City Council accept the Community Risk Assessment & Standards of Coverage & Service Report prepared by Fitch & Associates, LLC and provide direction to staff regarding any changes or policies that may be necessary to implement the recommendations contained in the Report.

DISCUSSION:

On April 14, 2021, a Request for Proposal (RFP) for a Community Risk Assessment and Standards of Coverage for the City of Watsonville Fire Department was released. Proposals were due on May 12, 2021. Interviews with successful bidders were conducted and a contract was signed with Fitch & Associates, LLC on July 14, 2021.

Fitch & Associates began their assessment on August 17, 2021. During this time, they have met with various stakeholders, City staff, and Watsonville Fire Department (WFD) staff and have been gathering data from City GIS, Santa Cruz Regional 911, and WFD as part of their research.

Fitch & Associates has now completed a Community Risk Assessment and Standards of Coverage and Service for the City’s Fire department to satisfy that requirement established by

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4/5/2022 6:11:47 PM
C:\Program Files\eSCRIBE\TEMP\18114513519\18114513519,,,PRESENTATION OF 2022 COMMUNITY RISK ASSESSMENT AND STANDARDS OF COVERAGE FOR THE WATS FIRE DEPT.docx
the voters. The assessment is to be used to update the Fire Department’s short and long-term facility and operational needs. Fitch & Associates’ overall evaluation of the Fire Department operations includes staffing, deployment, the risk associated with resource allocation, station locations, and performance. They are now ready to share their findings and recommendations with the Council.

Staff is recommending that the Council receive and accept the Community Risk Assessment & Standards of Coverage Report. Additionally, on page 142 of the Report, Fitch & Associates makes various Observations and Recommendations. Staff is seeking direction from Council on any changes or policies that may be necessary to address the recommendations in the Report in order to best serve the Watsonville Community.

STRATEGIC PLAN:

This report relates to Strategic Plan goals:
5-Community Engagement & Well-Being
6-Public Safety
7-Efficient and High Performing Government
FINANCIAL IMPACT:

There are no current financial impacts. Any future impacts will be based on the direction of the City Council.

ALTERNATIVE ACTION:

No reasonable alternatives are known at this time.

ATTACHMENTS AND/OR REFERENCES (If any):

None.

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Consultant Report
2022
Community Risk Assessment and Standards of Coverage
Watsonville Fire Department
Watsonville, California
2901 Williamsburg Terrace #G
Platte City, Missouri, 64079
Phone: 816-431-2600
www.fitchassoc.com

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2 Introduction
Introduction
The following document functions as Watsonville Fire Department’s (WFD) All Hazard Community Risk Assessment and Standards of Cover statement. The Commission on Fire Accreditation International (CFAI) defines the process, known as “deployment analysis,” as a written procedure which determines the distribution and concentration of fixed and mobile resources of an organization. The purpose of completing such a document is to assist the District in ensuring a safe and effective response force for fire suppression, emergency medical services (EMS), hazardous materials incidents, and technical rescues, and in facilitating activities for domestic preparedness, emergency planning, and disaster response.

Creating a Standards of Cover (SOC) document requires the research, study, and evaluation of a considerable array of community features. The following report will begin with a descriptive overview of WFD and the area that it serves. Following this overview, an all-hazards risk assessment provides an analysis of potential risks and describes activities the department employs to mitigate those risks. Current deployment and performance was assessed to determine the capabilities and capacities that are available. Benchmark statements and baseline performance support WFD’s ability to meet distribution and concentration metrics.

The report concludes with plans for maintaining and improving capabilities, as well as policy recommendations to address gaps in performance or desired outcomes.

Throughout the document several “accreditation building blocks” will be highlighted, drawing a direct link between the community risk assessment-standards of coverage and the requirements of the fire department accreditation process as administered through CFAI.

This SOC is demonstrative of WFD’s continued commitment to regular community risk assessment (CRA).

The District has adopted a formal process of reviewing and assessing risk as an annual process. Watsonville Fire Department anticipates that regularly revisiting and revising the SOC and CRA will allow the department to stay on top of changes in the community as well as enable staff to efficiently distribute and plan for resources allocated throughout the jurisdiction.

Watsonville Fire Department would like to thank all members for their continued dedication to the citizens and visitors to the city and for the commitment to continuous improvement embodied by the accreditation process.

Description of the core competency or
performance indicator with the most
important phrases or words underlined for
emphasis.

Core Competency or Performance Indicator

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© Fitch & Associates, LLC 3
Table of Contents
Introduction ........................................................................................................................................... 2 Table of Contents................................................................................................................................... 3 Executive Summary ............................................................................................................................... 7 Section A- Documentation of Area Characteristics............................................................................. 10 Description of Community Served (2A)...................................................................................... 11 Legal basis for agency (2A.1) ....................................................................................... 12 Historical perspective ...................................................................................................... 12 Overall Jurisdiction and Planning Zones (2A.3)............................................................... 13 Auto/Mutual Aid Responsibilities (2A.2)......................................................................... 14 Population Overview (2A.4) ............................................................................................ 15 Data Overview (2A.5)....................................................................................................... 16 Description of Area Served (2A.6) ................................................................................................ 17 Geography ........................................................................................................................ 17 Topography ...................................................................................................................... 17 Geology ............................................................................................................................ 18 Climate............................................................................................................................. 19 Physiography/Disaster Potential ...................................................................................... 20 Major Faults near Watsonville……………………………………………………………21
Human Related Characteristics..................................................................................................... 22 Population Analysis ......................................................................................................... 22 Socioeconomics (2A.7) .................................................................................................... 23 Demographic Characteristics ……………...……………………………………………..24 Area Economics ………………………………………………………………………….25
Economic Controls and Restrictions …………………………………………………….26 Human-Made Characteristics ........................................................................................................ 28 Development .................................................................................................................... 28 Infrastructure .................................................................................................................... 29 Transportation (2A.9) ...................................................................................................... 30 Section B- Description of Agency Programs and Services ................................................................. 31 Organizational Overview ............................................................................................................ 32 Human Resources ………………………………………………………………………..32
Physical Resource / Apparatus…………………………………………………………...33 Physical Resources /Fire .………………………………………………………………...34 Service Delivery Program ...………………………………………………………..…..………..35 Fire Prevention and Services……………………………………………………………...35 Public Education …………………………………………………………………………36

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4 Table of Contents
Emergency Preparedness ................................................................................................. 37 Community Emergency Response Team (Cert) .............................................................. 38 Domestic Preparedness..................................................................................................... 38 Emergency Medical Services............................................................................................ 39 Technical Rescue .............................................................................................................. 40 Hazardous Materials ......................................................................................................... 40 Training Division .............................................................................................................. 40 Section C- All-Hazards Community Risk Assessment ....................................................................... 41 Risk Assessment Process (2B, 2B.1)............................................................................................ 42 Community Risk Input Factors .................................................................................................... 45 Geospatial Risk ................................................................................................................... 46 Political and Growth Boundaries........................................................................... 46 Construction Limitations ....................................................................................... 47 Response Barriers Topography.............................................................................. 48 Critical Infrastructure (2A.9, 2B.6) ....................................................................... 49 Rural Interface ...................................................................................................... 53 Natural Risk ...................................................................................................................... 54 Fault Activity ....................................................................................................... 54 Landslides ............................................................................................................ 55 Flooding ............................................................................................................... 56 Critical Infrastructure........................................................................................... 57 Expansive Soils .................................................................................................... 58 Tsunami ................................................................................................................ 59 Contagious Diseases ............................................................................................ 60 Wildfires .............................................................................................................. 61 Human Made Risk ......................................................................................................... 62 Transportation Networks ..................................................................................... 62 Population Growth ............................................................................................... 63 Station Summary Risk Rating............................................................................... 64 Critical Tasking Methodology ....................................................................................... 66 Structure Fires ...................................................................................................... 67 Critical Task Analysis and Effective Response Forces ....................................... 70 Emergency Medical Services ........................................................................................... 71 Critical Task Analysis and Effective Response Forces ....................................... 74 Hazardous Materials ......................................................................................................... 75

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© Fitch & Associates, LLC 5
Table of Contents
Critical Task Analysis and Effective Response Forces ...................................... 76 Technical Rescue ............................................................................................................. 77 Critical Task Analysis and Effective Response Forces ...................................... 78 Overall Call Density and Analysis............................................................................................... 79 Section D- Community Feedback ......................................................................................................... 83 Strategic Planning Process (2B.7)............................................................................................... 84 Section E- Program Goals and Objectives (2C.6)................................................................................ 85 Annual Program Appraisal (5A.7, 5E.3, 8B.6).......................................................................... 86 Section F- Current Deployment and Performance ............................................................................. 87 Community Response History ..................................................................................................... 88 Distribution ...................................................................................................................... 89 Concentration ................................................................................................................... 91 Reliability.......................................................................................................................... 92 Simultaneous .................................................................................................................... 93 Workload Demand ............................................................................................................ 94 Deployed Hours................................................................................................................ 95 Community Demand......................................................................................................... 96 Response Volume and Busy Time / Event Outcomes (2B.3).......................................... 97 Benchmark and Baseline Statements and Tables............................................................................ 98 Fire Suppression ............................................................................................................. 99 Emergency Medical Services ........................................................................................... 99 Hazardous Materials ....................................................................................................... 99 Technical Rescue .............................................................................................................. 99 Projected Growth ....................................................................................................................... 100

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6 Table of Contents
Current Deployment and Performance-First Due Station Area (2B.2, 2B.4)······················ 101 Fire Station 1 ····························································································· 103 Fire Station 2 ····························································································· 113 Section G- Evaluation of Current Deployment and Performance (2B.3) ···································· 121 Station 1 Gaps···························································································· 122 Station 2 Gaps···························································································· 122 Section H- Plan for Maintaining and Improving Response Capabilities ···································· 123 Performance Evaluation and Compliance Strategy (2D.1, 2D.2, 2D.3) ·································· 124 Continuous Verification Reporting (2D.7, 2D.8) ···························································· 125 Constant Improvement Strategy (2C.8, 2C.9, 2D.4, 2D.5, 2D.6, 2D.9, 2D.10) ························ 125 Section I- Overall Evaluation and Recommendations ··························································· 126 Observations and Conclusions ·················································································· 127 Recommendations ································································································ 142 Appendices
Appendix A- Assorted Risk Categorization Tables
Appendix B- Data Report
Appendix C- GIS Report

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Executive Summary
© Fitch & Associates. LLC 7
Standards of Coverage Process
A fire department’s Standards of Cover (SOC) document is defined by the Commission on Fire Accreditation International (CFAI) as the “adopted written policies and procedures that determine the distribution, concentration and reliability of fixed and mobile response forces for fire, emergency medical services, hazardous materials and other technical types of responses.” For the elected body and district administrators to have confidence that their fire department is meeting the needs of the community, a complete assessment of the risks must be honestly undertaken. Only after the application of a proven and consistent risk assessment model is made can a fire department develop an SOC performance contract.

It is the responsibility of district’s decision makers to provide an educated calculation of the expected risk, what resources are available to respond to that risk, and what outcomes can be expected. All of these factors play a role in providing the community’s emergency services. It is best practice that communities set response standards based on the identified risks within their jurisdictions. Fire departments that do not apply a valid risk assessment model to their community are not able to adequately educate their community leaders of their true needs. The application of a tested risk assessment model allows the fire department and elected officials to make educated decisions about the level of emergency service they desire.

Section A- Documentation of Area Characteristics
The Watsonville Fire Department (WRD) is a full-service fire department providing fire suppression, emergency medical services (EMS), fire prevention, hazardous materials, and technical rescue services for approximately 53,800 people occupying over 6.8 square miles in Watsonville, CA. In addition to the City, WFD also provides service to the area around Watsonville which increases the area to 14 square miles and 60,000 people. WFD also provides service to Pajaro Valley Fire Protection District Watsonville Fire Department utilizes a tiered strategy to organize response areas into geographical planning zones. The first, is at the first due area. These zones have specific resource allocation strategies based on measured risks. Secondly, each first due area is informed by more granular assessments of Geographic Planning Zones (GPZs).

Section B- Description of Agency Programs and Services
The Watsonville Fire Department provides high quality fire suppression, emergency medical, technical rescue, and hazardous materials services from 2 fire stations staffed with a constant daily staffing level of 10 personnel. Additionally the organization delivers a full spectrum of fire and life safety services supported by administrative staff and training officers to ensure the first responders are well prepared for any hazard or situation they may face.

Watsonville Fire Department provides much more than emergency response to fires, medical events, hazardous material spills and technical rescues. The Division of Fire & Life Safety is home to the Office of the Fire Marshal where specially trained staff provide proactive fire safety inspections and fire code enforcement for the Watsonville and the Pajaro Valley Fire protection District.

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Executive Summary
8 Section C- All-Hazard Risk Assessment of the Community A comprehensive risk assessment analyzed the physical, economic, sociologic and demographic aspects of the jurisdiction. The factors that drive the service needs were examined in a precise and scientific manner to determine the capabilities necessary to adequately address the risks that are present.

Each of the major natural and manmade risks evaluated received a clearly defined probability and consequence ranking. Service areas that either had little quantitative data, or did not require that level of analysis, were evaluated through both retrospective analysis as well as structured interviews with department staff members. Final call types from the 2018/19—2020/21 CAD data file were classified into the program areas of EMS, Fire, Hazmat, and Rescue based on departmental leadership decisions, and were assigned a risk classification based on departmental leadership criteria as well as the medical priority dispatch system.

Section D- Community Feedback
While the City has a well-developed strategic plan, the department does not currently have a communitydriven strategic planning process in place. This section largely focused on describing what a quality strategic planning system would look like and the benefits to the organization. The development of a 3 to 5-year strategic plan is a primary recommendation for ongoing performance measurement, transparency, and accountability.

Section E- Program Goals and Objectives
The City of Watsonville participated in the development of the Local Hazard Mitigation plan which included the local hazard mitigation planning committee, the city’s public works department and members of the public. The plan is presently in draft mode and the fire department is on the steering committee.

Section F- Current Deployment and Performance
This section analyzed the emergency response history of the jurisdiction, took a systems level view of current performance, established formal benchmark (what WFD strives to attain) performance measures, and analyzed actual (baseline) performance. Projected growth of the emergency call volume was also evaluated, along with an in depth look at the first due fire station area to identify areas of concern with elevated risks and lagging performance.

Simultaneous calls (call concurrency), Distribution (first unit on scene), Concentration (arrival of the full effective response force), Reliability (how often a unit can answer their own calls), and several other measures were used to paint a clear picture of WFD’s emergency response performance as balanced against community risk and internally developed response time goals.

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Executive Summary
© Fitch & Associates. LLC 9
Section G- Evaluation of Current Deployment and Performance It is imperative that agency’s continuously evaluate their actual performance (baseline performance) versus their established goals (benchmark performance). This section takes a detailed look at the gaps where performance could be improved (noted in red) or is currently exceeding established goals (in green). Important trends can be discerned based upon the risk level (low, moderate, high, maximum) or where the incidents or occurring (urban or rural). Overall, the more granular approach of stratifying risk and performance by program area and risk severity proved challenging due to the relatively low call volumes. Therefore, a higher-order gap analysis was completed for each stations. A summary is also provided in Section I.

Section H- Plan for Maintaining and Improving Response Capabilities This plan is a living document that supports continuous improvement, rather than a static document that sits on the shelf. Meeting quarterly, the planning team will assess and report out to maintain ongoing transparency and accountability. Performance is examined to see if the target is still relevant, if more resources need to be allocated, or if adjustments to the strategy need to be undertaken; all in an effort to address existing gaps and variations between baseline and benchmark performance.

Section I– Conclusion and Recommendations
Watsonville Fire Department is an organization that is committed to saving lives, protecting property, safeguarding the environment, and taking care of their people. This is accomplished by providing a full spectrum of emergency and non-emergency services that align with the risks present in the community.

Population growth and future development made this an ideal time to undertake a comprehensive standards of coverage process (SOC) and assess the organization’s performance.

A succinct list of recommendations and observations can be found in this section, further aiding WFD in charting a path towards continuous improvement.

Appendices
• Data Analysis Report
• GIS Report
• Risk Assessment Report
• Management Capacity Assessment

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Section A - Documentation of Area Characteristics
10 Section A – Documentation of Area Characteristics
Description of Community Served
Description of Area Served
Description of Area Served

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© Fitch & Associates. LLC 11
Description of Community Served
This section provides legal and historical background pertinent to the delivery of emergency service within jurisdiction for the Watsonville Fire Department (WFD). Included in this section are reviews of the legal and governmental structure, overview of the demographics and physical environment, and characteristics of particular areas for which WFD provides service.

Introduction
Watsonville Fire Department (WFD) is a full-service fire department providing fire suppression, emergency medical services (EMS), fire prevention, hazardous materials, and technical rescue services for approximately 53,800 people occupying over 6.8 square miles in Watsonville, CA. WFD also serves parts of the surrounding areas and the Pajaro Valley Fire District.

The city Watsonville is located in the Monterey Bay area, approximately 95 miles south of San Francisco at the southern end of Santa Cruz County. The City of Watsonville was incorporated in 1868 and is located 6 miles inland of the Monterey Bay. Santa Cruz County is on the Pacific coast of the United States in the State of California.
40 personnel provide emergency and support functions for the department from 2 fire stations, there is also 3 administrative staff and the Fire Chief. The Fire Chief reports to the City Manager who reports to a 7 person City Council, one of who serves as Mayor, that are elected from the community at-large.

The agency collects and analyzes data
specific to the distinct characteristics of its
legally defined service area(s) and applies
the findings to organizational services and
services development.

Documentation of Area Characteristics as it
relates to Criterion 2A
Watsonville Fire Department Truck 71

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Section A - Documentation of Area Characteristics
12 Legal Basis
The Watsonville Fire Department is established under the charter of the City of Watsonville, CA . The City of Watsonville, California was incorporated in 1868 as a charter city and operates under the CouncilManager form of government. The City provides public safety (police, fire and building inspections). The Fire Chief is appointed by the city manager and has authority for policymaking, appointment and discipline, and overall day to day operations of the department.

History of the District1
The two story building below was in use by the Watsonville Fire Department from 1924 until 1982 and is now a museum operated by volunteers with the Watsonville Fire Fighters association.

Watsonville Fire Department
Watsonville Fire Department (WFD) serves the citizens of Watsonville and the some surrounding areas along with the Pajaro Valley Fire Protection District. WFD is an agency of 38 career personnel; working out of 2 fire stations, serving an area of 14 square miles with a population of 60,000 people.

Watsonville Fire Department
The city of Watsonville incorporated in 1868, On April 9, 1873, the city of Watsonville purchased property at 268 Main Street from Joseph Lynch for $3,874.00, with the intention of constructing the first municipallyowned fire station. Construction began in 1874 from a plan by James Waters, who charged the city $100.00 for the design. Thomas Beck was the contractor, and work was completed in August 1875, and the building was dedicated in a ceremony on October 4, 1875, according to a plaque on the station’s wall. The new fire company, Pajaro Engine Company No. 1, moved in, and the old engine house was sold to Judge Holbrook, who lived next door, and remodeled it and moved his sister in. There is a tremendous amount of detail regarding the history of the Watsonville fire department which can be found in the Chief Gene Friend Museum.

In 2021 the WFD sought the need to evaluate its performance for fire service to evaluate its services to the community. WFD engaged with Fitch & Associates to help create the Department’s first Standard of Cover document.

Service area boundaries for the agency are
identified, documented, and legally adopted
by the authority having jurisdiction.

Performance Indicator 2A.1
1 Retrieved from https://www.cityofwatsonville.org/465/History-of-the-Department

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Jurisdiction
Watsonville Fire Department utilizes a tiered strategy to organize response areas into geographical planning zones. The first, is at the first due area. These zones have specific resource allocation strategies based on measured risks.

The agency has a documented and adopted
methodology for organizing the response
area(s) into geographical planning zones.

Core Competency 2A.3
Watsonville Fire Department Station Areas

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14 Introduction
Auto/Mutual Aid
WFD maintains an active relationship with the surrounding agencies through a countywide automatic-aid agreement. Aid calls received from automatic-aid partners and automatic aid provided from the Watsonville Fire Department are provided below. In total, the WFD provided 863 unit responses outside of the city boundaries in 2020/21.

Boundaries for other service responsibility
areas, such as automatic aid, mutual aid and
contract areas, are identified, documented,
and appropriately approved by the authority
having jurisdiction.

Performance Indicator 2A.2
WFD Automatic-Aid Received Heat Map

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Section A - Documentation of Area Characteristics
© Fitch & Associates. LLC 15
Population Overview
Population and Density
Watsonville Fire Department serves a population of 52,590 according to the 2020 U.S. Census Bureau data2. The department’s jurisdiction is within Santa Cruz County. Watsonville has observed manageable growth over the years, experiencing a 2.7% increase in population since the last U.S. Census dated April 1, 2010. Over the approximate 6.6 square miles, the population density within the City ranges from 6,832 people per square mile in Station 2’s area to 9,278 people per square mile in Station 1’s area, with the average population density of approximately 8,132 people per square mile. 2 U.S. Census. (2020). Retrieved from https://www.census.gov/quickfacts/fact/table/santacruzcountyarizona,watsonvillecitycalifornia/PST045221 The agency assesses the community by planning zone and considers the population density within planning zones and population areas, as applicable, for the purpose of developing total response time standards.

Core Competency 2A.4
WFD Population Density by GPZ Map
Watsonville, CA Population Summary
Watsonville Santa Cruz
County
Total
Population 52,590 270,861
Population
per Square
Mile
7657 589
Land Area in
Square Miles 6.69 445.17

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Section A - Documentation of Area Characteristics
16 Data Overview
A 2018-2021 community demand snapshot indicates that the overall community demand for services has increased over the rating period with a little more than 11% increase in calls overall. Call density and distribution have the greatest concentration in Station 1’s area..

Data that include property, life, injury,
environmental and other associated losses, as
well as the human and physical assets
preserved and/or saved, are recorded for a
minimum of three (initial accreditation
agencies) to five (currently accredited
agencies) immediately previous years.

Performance Indicator 2A.5
2018-2021 WFD Incident Demand
2018-2021 WFD Incident Demand Heat Map for all calls
Program
Number of Calls
2018-19 2019-20 2020-21
EMS 4,155 4,229 4,633
Fire Suppression 1,992 1,745 2,146
Hazmat 78 89 67
Technical Rescue 25 34 21
Total 6,250 6,097 6,867
Calls per Day 17.1 16.7 18.8
YoY Growth -2.4% 12.6%

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Section A - Documentation of Area Characteristics
© Fitch & Associates. LLC 17
Description of Area Served
Geography
The City of Watsonville is 16 miles southeast of Santa Cruz, 23 miles northeast of Monterey, and about 30 miles southwest of San Jose.

Topography
Watsonville shares the same geography and climatic
conditions as the larger Pajaro Valley. The Pajaro Valley, the floodplain for the Pajaro River and its tributaries, is characterized by rich agricultural soils. The ridges of the Santa Cruz Mountains form the northeast extension of the Pajaro watershed, elevated terraces mark the northern and southern limits, and the Monterey Bay forms the westward extent of the valley. Elevations in the Pajaro Valley range from sea level to 1,897 feet above sea level at Mount
Madonna. Within the Watsonville urbanized area, elevations range between 10 and 160 feet above sea level. Most of the developed area of Watsonville is within a range of 25 to 75 feet above sea level.

Map of Santa Cruz County, CA and Location as Compared to United States Topographical map of Santa Cruz County, CA
The agency utilizes its adopted planning zone
methodology to identify response area
characteristics such as population,
transportation systems, area land use,
topography, geography, geology,
physiography, climate, hazards, risks, and
service provision capability demands.

Performance Indicator 2A.6

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Section A - Documentation of Area Characteristics
18 Geology
4 Geologic Map retrieved from https://pubs.usgs.gov/of/1973/0199/plate-1.pdf Geology and ground water of the Pajaro Valley Area4.

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Climate
The climate of Watsonville and Santa Cruz County has warm, dry summers and mild rainy winters. Warmer temperatures and low precipitation are the norm from April through October. Cooler temperatures and heavier rains are prevalent from November through March. During the year the average temperature is approximately 56°F and the average low temperature is 45°F and the average high temperature is 68°F . Rainfall varies throughout the county, from approximately 80 inches per year, to approximately 22 inches in Watsonville. Wind are generally northwesterly and seldom reach severe intensities. The Santa Cruz Mountains form a natural barrier to winds from the north4.

Average Annual High Temperatures
Average Annual Precipitation
Average Annual Low Temperatures
Average Length of Day
4 Weather information from www.weatherbase.com
The agency identifies and assesses the nature
and magnitude of all hazards and risks within
its jurisdiction. Risk categorization and
deployment impact considers such factors as
cultural, economic, historical, and
environmental values, and operational
characteristics.

All-Hazard Risk Assessment and Response
Strategies as it relates to Criterion 2B

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Section A - Documentation of Area Characteristics
20 Physiography/Disaster
Potentials
The City of Watsonville is with
Santa Cruz County and is
vulnerable to natural hazards of
fires, thunderstorms, floods,
droughts, Tsunami, and winter
weather events. The City lies
between two major fault zones:
the San Andreas to the north
and east and the San Gregorio
offshore to the west. Other
active fault zones which could
impact the City include the
Zayante-Vergeles in Pajaro
Valley and the Monterey Bay to
the west. The county wide risk
review is a useful guide, but
cannot predict the probability
of all events with 100%
accuracy. The Loma Prieta
earthquake struck Santa Cruz
county in 1989 and was the
largest earthquake to hit an
urban area since 1906. An
overview of the overall hazard
probability is referenced in the
table on this page. These
specific hazards are discussed
in detail in the Santa Cruz
Local Hazard Mitigation
Plan.north5.
5 Risk probability table accessed from
Santa Cruz County 2020 Hazard Mitigation Plan
Hazard Risk Why/Why Not
Avalanche No The county is not in an avalanche area
Climate Change
Major
Best available science indicates probability is high, potential for loss of life is low - potential for economic and infrastructure loss is high Coastal Erosion Major Past history indicates probability is high, potential for loss of life is low - potential for economic and infrastructure loss is high
Coastal Storm Included Included in Flood Plan
Dam Failure Lesser Past history indicates that probability is low but potential loss of life is high
Drought Major Past history indicates probability is high Earthquake Major Past history indicates probability is high Expansive soils Major Past history indicates probability is high Extreme Heat No Past history indicates probability is low Flood Major Past history indicates probability is high
Hailstorm No Past history indicates probability is low
Hurricane No Past history indicates probability is low
Land subsidence No Past history indicates probability is low Landslide Major Past history indicates probability is high Liquefaction Included Included with earthquake
Winter Snow
Storm
No Past history indicates probability is low
Tornado No Past history indicates probability is low
Tsunami Major Past history (200 Years) indicates probability is low but potential for loss of life and property could be high
Volcano No Does not affect county
Wildfire Major Past history indicates probability is high

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Faults near Watsonville
5 Retrieved from https://www.cityofwatsonville.org/DocumentCenter/View/13999/00_Public-Review-Draft-Watsonville-LHMP?bidId= Major Faults Near the City of Watsonville Major Faults Near the City of Watsonville5

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Section A - Documentation of Area Characteristics
22 Human Related Characteristics
Population Analysis
The City of Watsonville has experience a population growth over the last 2 decades, adding over an estimated 5,459 people to the city from 2000-20207. Growth within Santa Cruz County rose approximately 6% since the April 1, 2010 Census.

Demographics
Age
According to the United States Census Bureau, persons under 5 years of age account for 8.1% of the population in Watsonville, CA, persons under 18 account for 30.6% of the population, and persons over 65 for

10.% of the population7. The median age in Watsonville is approximately 32 years. Age demographics compared to Santa Cruz County are illustrated in the table below. 7 U.S. Census. (2020). Retrieved from https://www.census.gov/quickfacts Years of Age Watsonville Santa Cruz
Under 5 9.6% 4.9%
Under 18 30.3% 30.3%
65 and Over 10.2% 10.2%

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Socioeconomic Characteristics
Population alone is not the sole variable that influences demand for services, as socioeconomic and demographic factors can ultimately have a greater influence over demand. Median household income was evaluated to determine the degree to which the community had underprivileged populations. According to the U.S. Census Bureau, the 2020 adjusted median household income for Watsonville is reported at $61,496 with approximately 13.8% of the population being at or below poverty levels. The median household income for Santa Cruz County, CA was $89,986, with approximately 10.7% of inhabitants being at or below poverty levels8. Visualization of median household income also provides perspective of where economic disparities may exist within the jurisdiction. 7 U.S. Census. (2020). Quick Facts retrieved from https://www.census.gov/quickfacts/fact/table/ santacruzcountycalifornia,watsonvillecitycalifornia/PST045221 Summary of Income and Poverty
Jurisdictional Median Household Income
Watsonville Santa Cruz
County
Median
Household
Income
$61,496 $89,986
Per-capita Income
$22,595 $44,278
Persons in
Poverty 13.9% 10.7%

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Section A - Documentation of Area Characteristics
24 Demographic Characteristics
Diversity
Watsonville City is 50.8 % white, 1.8 % African American, .8 % American Indian, 2.8% Asian, 83.6% Hispanic or Latino, and 12.8% White alone, not Hispanic or Latino.

Household Size
Household size is another socioeconomic factor, with more densely populated and inhabited areas often posing more life safety risks during certain types of emergencies. 8 U.S. Census. (2020). Quick Facts retrieved from https://www.census.gov/quickfacts/fact/table/ santacruzcountycalifornia,watsonvillecitycalifornia/PST045221 Watsonville Santa Cruz
County, CA
White Alone 44% 87.0%
Black or African
American 1.8% 1.5%
Indian & Alaska
Native Alone .8% 1.8%
Asian Alone 2.8% 5.3%
Hispanic or Latino 83.6% 34.0%
White alone-not
Hispanic or Latino 12.8% 56.8%

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Area Economics8
Economic conditions have a direct impact on the City’s revenues and the demand for services. therefore, the information presented in the financial statements is perhaps best understood when it is considered from the broader perspective of the impacts realized from COVID-19. The pandemic ended what had been several years of steady revenue growth for the City of Watsonville.

Many of their business, including restaurants were temporarily closed and many recreational programs were suspended. Utility taxes had 6% growth due to sheltering in place. Tourism is not a large part of the Watsonville economy but there was a 15% decline in the transient occupancy tax.

Despite the pandemic growth and building in Watsonville continues including housing, 2 hotels, and a major commercial project on Main Street. However, home sales have declines and prices have not risen when compared to the rest of Santa Cruz county. During the pandemic the city realized some of the lowest months of revue collections because of the refunds that needed to be processed.

The main industries in Watsonville are agriculture, construction, and manufacturing.

The City is home to several large national company headquarters within City limits such as Driscoll’s Strawberries, Martinelli’s, California Giant, Monterey Mushrooms,
Graniterock Granite Construction, West marine, Vendwize, and Fox Racing Shox.

The City of Watsonville also features a local business
spotlight on the city website on a bimonthly basis.

This puts positive recognition for businesses who
have chosen Watsonville as their home and highlights
benefits they provide to the city and its residents.

The Pajaro Valley Unified School District based out
of Watsonville is the largest employer in the area followed by the Watsonville Community hospital who employees more than 620 employees and 200 doctors.

Watsonville Community Hospital
Graniterock’s Corporate Office in Watsonville, CA
8Economics Information from the 2020 Watsonville CAFR and the Cities website Economic Profile | Watsonville (cityofwatsonville.org) Performance Indicator 2A.7
Significant socioeconomic and demographic
characteristics for the response area are
identified, such as key employment types and
centers, assessed values, blighted areas, and
population earning characteristics.

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Section A - Documentation of Area Characteristics
26 Property tax revenues is expected to be at a lower rate than previous years before the pandemic. Property tax collections for FY 2019-2020 hit a peak because they were driven by the assessments set before the onset of the COVID-19 pandemic. Sales tax revenues declined by 1% from the prior year and actually ended a streak of increases that were ongoing since FY 2010-11. Funding from general property tax is generated from the basic countywide levy, school districts, and retirement for a total 2020 levy of 1.164 per $100.00 of assessed value.

Expenditure Controls and Restrictions
The City of Watsonville is committed to maintaining a strong general fund balance and has a track record of making the hard decisions necessary to do so. During the 2020 budgetary process, the city knowing they would be facing both economic and public health challenges made some difficult decisions to control spending.

These included a hiring freeze and other cost reductions without significant service reductions to residents and negative impact to full time staff. The savings were redirected toward readiness and preparation to adapt to environment created by the pandemic.

Some of the unexpected spending and purchases included personal protection equipment, plexiglass barriers, online and remote work technology, and additional FMLA leaves for employees. Overall despite the pandemic and through some of the decisions made the City, the net position and balances remained positive.

For fiscal year 2020, the city reported combined ending fund balances of $38,820,000 an increase of $5,432,000 in comparison with their prior fiscal year’s balances. The City’s net position increased by $1,723,000.

Since March of 2020 the County has been adjusting to an anticipated decline to address the COVID 19 health emergency. Adjusting budgets to maintain necessary level of funds will maintain financial flexibility, which is critical in difficult financial times such as this. Similar to other cities across the country, Watsonville, will continue to face challenges meeting the demands for services. To ensure quality services are provided to the community, it is recognized that it will be incumbent on city officials to prioritize the services most important to the community.

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Section A - Documentation of Area Characteristics
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It should be noted that these same fiscally responsible practices are also utilized for the Fire Department.

Below is a summary of the Fire Department budget showing actuals from FYT 2019-2020 and budgeted for 2020 -2021, 2021-2022, and 2022-2023.

The Fire Department consists of Fire and Emergency Divisions. Fire provides the primary services of prevention, suppression, and education. In addition, the Department handles hazardous waste and emergency medical calls.
7,538,289 7,150,127 7,956,138 8,306,447
1,369,582 1,417,446 1,724,317 1,713,988
48,450 82,500
8,956,321 8,650,073 9,680,455 10,020,435

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Section A - Documentation of Area Characteristics
28 Human-Made Characteristics
Development
Watsonville is expected to continue to steadily grow in population and employment opportunities over the next 20 years, strategic development of land use will help in achieving goals9:
• Protect the area’s agricultural heritage, farmland and sensitive open spaces • Facilitate development of more housing, particularly attainable workforce housing • Produce ample room and infrastructure for businesses to grow • Maintain and improve overall quality of life
• Preserve and protect open space, scenic, and cultural resources.

The Watsonville 2005 General Plan was adopted by City Council in 1994 and has not been replaced The Draft Watsonville 2030 General plan is the subject of ongoing litigation and has not replaced this document10.

Below is Land use diagram from the Watsonville 2005 General plan. 9 General Land use and Community development retrieved from www.cityofwatsonville.org/documentcenterview/139/03 10 Land use from Watsonville 2005 General plan retrieved from www.cityofwatsonville.org/documentcenter/view/106 Map of Watsonville land use from 2005 General plan

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Section A - Documentation of Area Characteristics
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Infrastructure
Electric11
Pacific Gas and Electric Company incorporated in California in 1905 and I sone of the largest combined gas and electric energy companies in the United States. They are based in San Francisco and is a subsidiary of the PG&E Corporation. The company provides Natural Gas and Electrical service to approximately 16 million people throughout a 70,000 square-mile service area in northern and central California.

Water
The Water Division is responsible for one of
life's most valuable resources: drinking water.

The City provides service to residential,
commercial, industrial, and institutional
customers assuring delivery of the highest
quality of potable water serving Watsonville and
parts of unincorporated areas of Santa Cruz
County. The City's regional water system
consists of 190 miles of pipelines, 14 wells, 8
reservoirs and the Corralitos Filtration Plant
treatment plant that delivers clean, safe water to
our service population of 66,000 customers.
11 Utility information was retrieved from www.cityofwatsonville.org Map of Watsonville water service area

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Section A - Documentation of Area Characteristics
30 Major Transportation Features13
Roadways– Watsonville’s central location at the junctures of Highways 1, 129, and 152 allows for easy access for ground transportation.

Air– In addition to having its own general aviation airport (Watsonville Municipal KWVI), Watsonville is located within and hour of San Jose International Airport and within 2 hours of San Francisco International Airport. Other general airports in the surrounding area include Monterey and Marina.

Rail– Rail runs through the West side industrial area. Presently, the closest Caltrain station is in Gilroy, 20 miles west on Highway 152. There are plans to bring a station to Pajaro, just over the bridge from Watsonville in the next few years.

Bus– A bus transit center is located near down town Watsonville. The transit center offers residents access to Greyhound, Santa Cruz Metro and Monterey-Salinas Transit bus lines.

Performance Indicator 2A.9
The agency defines and identifies
infrastructure that is considered critical
within each planning zone.

Map of Watsonville and surrounding airports and roads
13Transportation and main highways retrieved from www.cityofwatsonville.org/1495

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Section B —Description of Agency Programs and Services
© Fitch and Associates, LLC 31
Section B - Description of Agency Programs
and Services
Organizational Overview
Service Delivery Programs

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Section B - Description of Agency Programs and Services 32 Organizational Overview
The Watsonville Fire Department provides high quality fire suppression, emergency medical, technical rescue, and hazardous materials services from 2 fire stations staffed with a constant daily staffing level of 10 personnel. Additionally the organization delivers a full spectrum of fire and life safety services supported by administrative staff and training officers to ensure the first responders are well prepared for any hazard or situation they may face.

Human Resources
The Department’s organizational structure reflects a fairly typical, paramilitary organization. The Administrative Staff is comprised of seven senior personnel, including the Fire Chief, a Division Chief, an Administrative Analyst, and Executive Assistant and three Battalion Chiefs. The three Battalion Chiefs each are assigned an additional responsibility which includes Safety/Training, Fire Prevention, and EMS.

Primary responsibility for the administration and management of the department's budget rests with the Fire Chief. The next level of supervision is the Operations Division Chief who supervises the three Battalion Chiefs (one per shift). Personnel at the rank of Captain are used as functional supervisors in support roles within departments day to day activities and responses. 2021 WFD Organizational Chart

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Physical Resources-Apparatus
Battalion Chief
There is a battalion chief are on duty each shift. In
addition to emergency responses and personnel
management, they also supervise many nonemergency programs.

Engine
A piece of fire apparatus that carries water, medical
equipment and tools to the scene of an emergency.

The primary function of this crew at fires is to
establish a water supply, search for people in the
interior of a structure and apply water with hose lines to extinguish the fire. Engines are in service at both
stations.

Aerial Water Tower
This fire apparatus extends to approximately 100 feet
in the air and is capable of providing an elevated
stream of water. The apparatus responds from
Station 1

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Section B - Description of Agency Programs and Services 34 Physical Resources-Fire
Fire Station 1
Constructed in 1966
115 Second Street
Watsonville, CA 95077
Fire Station 2
Constructed in 1978
370 Airport Boulevard
Freedom, CA 95019
Fire Administration
372 Airport Boulevard
Freedom, CA 95019
Training Center
370 Airport Boulevard
Freedom, CA 95019

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Section B —Description of Agency Programs and Services
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Service Delivery Programs
Fire Prevention and Services
The benefits of a safer community are achieved through a variety of programs and services offered ny the Watsonville Fire Department:

Education — Whether our firefighters are
helping a business owner understand the hazards
created by overloading an electrical cord, or
reminding senior adults about trip hazards in
their home, education is one of our strongest
tools for prevention.

Fire/Life Safety inspections are conducted on an
annual basis. These inspections often prevent
incidents from occurring in the first place. Some
of these engineering controls are fire sprinkler
systems, hazardous materials spill prevention
efforts, heat-regulating systems, and others.

Inspections are also conducted in response to a
complaint or from a request from the business
owner.

Car Seat Inspections — Car safety inspections are available with certified technicians. These inspections take approximately 30 minutes and the technician instructs the parent/guardian on how to properly install the car seat and reviews child safety information.

Operations— The Operations Division responds to
calls for service, maintains our apparatus and stations, provides public education, and develops target hazard
pre-incident plans. The Operations Division also
responds to incidents both in the city and surrounding
areas as well as out of county responses during major
events. The Operations Division strives to keep our
community and surrounding communities safe at all
times. We will continue to strive to reach excellence
in applying our core values toward our common
purpose.

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Section B - Description of Agency Programs and Services 36 Fire Prevention
The Fire Prevention Division is responsible for administering and enforcing the Fire Code, developing and implementing hazard mitigation, monitoring and overseeing the target hazard program, coordinating the Fireworks Task Force, as well as Title 19 fire inspections, investigation oversight, and overseeing the selfinspection program for low hazard businesses within the City.

Fire Youth Academy
The Watsonville Youth Academy is for local youth
who are incoming 9th graders to graduating high
school seniors who live in the greater Pajaro Valley
and are interested in learning about the fire service.

The Youth Academy is a very condensed version of
what new firefighters go through in our Fire
Academy. The teens learn: Hose pulls and Ladders;
Vehicle Extrication; Ropes and Knots: SelfContained Breathing Apparatus; Victim Rescue; Introduction to CPR and First Aid; Forcible Entry;
History of the Watsonville Fire Department; and
they also learn the steps to becoming a firefighter.

Fire Cadets
The Watsonville Fire Department conducts a
program committed to reach out to the youth of the
community by providing them an environment to
promote character building, personal growth,
responsibility, and accountability. The purpose of
the program is to introduce local residents 15-21
year of age to the fire service and provide them
learning opportunities and challenges to have them
realize their potential and become productive
members of the community.

Ride Along program
The Watsonville Fire Department offers members of the public who are interested in what the fire service does an opportunity to ride as a guest/ observer with the crews. This program is open to all members of the public and students 16 years and older can also participate.

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Emergency Preparedness
Watsonville Fire Department is committed to community
emergency preparedness and offers several programs for the community to participate in partnering with Santa Cruz County.

Community Emergency Response Team (CERT)
The CERT program teaches community members disaster and emergency preparedness for those times when the fire department may not be
immediately available and for when a
disaster my impact their areas. They are
trained in:
• Basic disaster response skills
• Disaster medical operations
• Fire Safety
• Light search and rescue
• Team organization
Community Support
Trained CERT members are also able
to assist their neighbors and community members when the professional responders are not immediately available such as earthquakes and other
shelter in place incidents. CERT
members are also encouraged and offered
opportunities to take a more active role in
the emergency preparedness with the
community.

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Section B - Description of Agency Programs and Services 38 Domestic Preparedness
The City of Watsonville developed a Local Hazard Mitigation Plan (LHMP) to identify and establish an allhazards preparedness program that includes a coordinated multiagency response plan designed to provide the community preparedness and resiliency in response to terrorist threats or attacks, major disasters, and other large-scale emergencies occurring at or in the immediate area.

Fire Suppression
The Watsonville Fire Department provides high quality fire suppression services within the city and the Pajaro Valley. Fire suppression services are provided from 2 fixed facility fire stations located in the Watsonville community. All Watsonville operational personnel members are trained as firefighters and Emergency Medical Technicians (EMTs). The department utilizes a constant staffing strategy with staffing per day of 10.

In total, the Watsonville Fire Department operates the following response units:
• 2 fire paramedic engine companies (3 personnel)
• 1 truck company (3 personnel)
• 1 Battalion Chief command units (1 person)

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Emergency Medical Services (EMS)
On June 10, 2003, the Santa Cruz County Board of Supervisors approved a countywide ambulance service with American Medical Response West (AMRW) to provide Emergency Medical services to the citizens of Santa Cruz County, including the City of Watsonville. AMRW has been providing uninterrupted service in Santa Cruz since 1978 and was formerly known as Santa Cruz Ambulance.

All firefighters within the Watsonville Fire department are cross-trained as EMTs or paramedics and provide first response to emergency medical incidents with AMRW providing transport service. This response and emergency transport is for response to 9-1-1 calls twenty-four hours a day, seven days a week without regard to individual patient’s financial status.

AMRW ‘s mission is to provide the highest quality, evidence based, pre-hospital medical care to the community. This is accomplished through:
• Integrating internal data and external evidence quarterly to assess key performance indicators against the 90% fractal response time goals.
• Utilizing quarterly reports to guide, develop and implement strategies that are the most effective and produce the greatest value to the organization and public. • Communicating findings to the organization and public to increase awareness and educate on ways to improve overall health.

AMRW also participates in the EMS system’s public education and information program including press relations, explanation regarding rates, regulations and system operations, increasing public awareness of the EMS system. AMRW Ambulance staffing is a minimum of one State of California licensed Paramedic ( EMTP) and one licensed Sate of California Emergency Medical Technician (EMT).

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Section B - Description of Agency Programs and Services 40 Technical Rescue
Watsonville Fire Department relies on the Monterey County USAR team for technical rescue incidents. Watsonville units will initially respond and evaluate the situation and request the services from the USAR team as needed. There is a significant amount of training and specialized equipment needed for these types of incidents and having a regional technical rescue response team to better serve the jurisdictions both from a training aspect and a financial one. Having a regional team combines these rescue resources and reduces duplication to provide a seamless and efficient emergency response. These highly trained
professionals are ready to assist with tasks associated with the following rescue disciplines: trench, rope, urban search & rescue (USAR), water/ice, and confined space.

Hazardous Materials
Watsonville Fire Department responds to hazardous material incidents which can include toxic, flammable, corrosive, radioactive materials in addition to materials that can cause health hazards. The department can mitigate small incidents and relies on the Santa Cruz
Hazardous Materials Interagency Team (SCHMIT).

Training Division
The Watsonville Fire Department’s Training Division is
committed to preparing fire rescue personnel to deliver excellent customer service to the citizens of the Watsonville while adhering to training requirements that are mandated by law. This is accomplished by proactively responding to
changes, solving problems, collaborating on issues, assessing the needs of the community and personnel, and developing viable solutions. The training division accomplishes this by incorporating the best instructional and training methods, as well as continuously evaluating the capabilities of the personnel. The training division oversees the departments training programs:
• Entry-level training for new firefighters
• In-service training to ensure all personnel continue to meet local, state, and federal training mandates.
• Professional training and development for personnel seeking career advancement.

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Section C - All-Hazard Community Risk Assessment
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Section C - All Hazard
Community Risk Assessment
Risk Assessment Process
Geospatial Risk Factors
Natural Risk Hazards
Human-made Hazards
Physical Assets Protected
Development and Population Growth
Historical Service Demand and Probability Analysis

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Section C - All-Hazard Community Risk Assessment
42 © Fitch & Associates. LLC
Risk Assessment Process
The purpose of this section is to describe the process used in performing an analysis of the community served and its
potential risks using real world factors that are both physical and theoretical. To perform a comprehensive risk assessment, it was necessary to analyze physical, economic, sociologic and demographic aspects of the area served. The factors that drive the service needs are examined in a precise and
scientific manner to determine the capabilities necessary to adequately address the risks that are present. The assessment of risk is critical for the determination of the number and placement of resources, and the mitigation measures that are required by the community.

The risks that the department faces can be natural or humanmade and fall in various locations on the consequence, probability and impact matrix. Where these risks are located on the matrix has a direct impact on how resources are
located around the jurisdiction (distribution) and the overall amount of resources required to mitigate the incident
(concentration) effectively through the use of the staffing and deployment model.

Each of the major natural and human-made risks evaluated received a clearly defined probability and consequence ranking. Service areas that either had little quantitative data, or did not require that level of analysis, were evaluated through both retrospective analysis as well as structured interviews with Department staff members. “Call Type” variable entries from the 2018-19 to 2020-21 data file from Watsonville Fire Department were classified into the program areas of EMS, fire, hazmat, mutual aid, and rescue based on departmental leadership decisions, and records were additionally assigned a risk classification based on departmental leadership criteria depending upon available data. Risk classifications were assigned based on determinant, when available, and based on call type when determinant was not available.

All-Hazard Risk Assessment and Response
Strategies as it relates to Criterion 2B:

The agency identifies and assesses the nature
and magnitude of all hazards and risks within
its jurisdiction. Risk categorization and deployment impact considers such factors as cultural, economic, historical, and environmental values, and operational characteristics.

Core Competency 2B.1
The agency has a documented and adopted
methodology for identifying, assessing, categorizing and classifying all risks (fire and non -fire) throughout the community or area of
responsibility.

Determinant Risk Classification
A Low
B Moderate
C Moderate
D High
E Maximum
MPDS Determinant Risk Classification

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Risk Assessment Process Cont.

Data presented in the table below were based on 16,936 incidents originating from the WFD community across the three reporting periods, as 226 incidents reported a “TypeInfo” value that was identified by WFD leadership for exclusion from risk assessment classification (i.e., “TypeInfo” values of COPW, CRASH, DINFO, EVENT, FINFO, FIREWORK, MEDTR, MEDTR3, MINFO, MP, NOTIFY, NURSE2, and NURSE3).

Risk Classifications for Records Based on Determinant – Other Values Number of Incidents by Reporting Period, Program, and Risk Rating – 2018-19 to 2020-21 WFD

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44 © Fitch & Associates. LLC
Risk Assessment Process Cont.

Risk Classifications for Records Based on Incident Description Plus Modifying Circumstance

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Section C - All-Hazard Community Risk Assessment
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Community Risk Input Factors
Risk factors in the community were analyzed with
historical and statistical data, and trending was established based on the type of call and location of the incident. General categories of risk included
overall geospatial characteristics of the community,
natural hazards and Human-made hazards.

Geospatial risk factors
• Political Boundaries
• Growth Boundaries
• Construction Limitations
• Topography and Response Barriers
• Critical Infrastructure
• Electrical
• Water System
• Emergency Communications
• Rural Interface
Natural Hazards
• Tornado
• Flood
• Earthquake
• Contagious Diseases
• Wildfire
• Landslide
Human-made risk hazards
• Airport
• Passenger and Freight Rail Lines
• Road Networks
• Fires
• EMS
• Hazardous Materials
• Technical Rescue
Core Competency 2B.6
The agency assesses critical infrastructure within the
planning zones for capabilities and capacities to meet
the demands posed by the risks.

Core Competency 2B.4
The agency’s risk identification, analysis, categorization, and classification methodology has been utilized to determine and document the different categories and classes of risks within each planning zone.

Risk Assessment Factors

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Geospatial Risk Factors
The Departments service requirements are expected to change significantly. From this perspective, increases in population density may only serve to eventually require a greater concentration of resources to meet the demand rather than expanding the distribution model. In other words, if the Department does not anticipate creating a larger geographic coverage area through annexations, the likely result of population growth will require additional resources within the existing distribution model rather than by expanding the number of stations.

While the system should be evaluated continuously for performance and desired outcomes, the department should specifically re-evaluate workload and performance indicators for every 1,000-call increase to ensure system stability. The available data set included five reporting periods of data, representing FY 2019 - 2021.

From FY 2019 to FY 2021, calls for WFD services increased from 6,250 to 6,867, with an average growth rate of 4.9% per year. The figure below depicts observed call volume during the last three year reporting periods and various hypothetical growth scenarios for the next 20 years. These projections should be used with caution due to the variability in growth observed across prior calendar years. In all cases, data should be reviewed annually to ensure timely updates to projections and utilize a five-year rolling average.

Low Risk
Low Probability
Low Consequence
Political and Growth Boundaries
Watsonville Future Incident Growth Projection

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Section C - All-Hazard Community Risk Assessment
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The future land use map demonstrates that limitations have been accounted for, and that generally new growth has the potential to occur at a high rapid rate within the Departments boundaries.

Low Risk
Low Probability
Low Consequence
Construction Limitations
Figure 1 Future Land Use Map Lee County2
https://www.cityofwatsonville.org/DocumentCenter/View/106/2005-General-Plan-Land-Use-DiagramLand Use Map Watsonville, CA.

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Section C - All-Hazard Community Risk Assessment
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Primarily response barriers are associated with interaction with mountainous areas,, as well as foothills that can be inhibited during secondary events such as severe weather, flooding, and wildfire. Much of the response area is a lower-lying area with an elevation ranging from 80 to 213 feet above sea-level.

Watsonville, Ca Topography
Moderate Risk
High Probability
Low Consequence
Topography—Response Barriers
https://en-us.topographic-map.com/maps/e3u7/Watsonville/

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Overview
Failure of critical public or private utility infrastructure can result in a temporary loss of essential functions and/or services that last from just a few minutes to days or more at a time. Public and private utility infrastructure provides essential life supporting services such as: electric power, natural gas, heating and air conditioning, water, sewage disposal and treatment, storm drainage, communications and transportation.

Water Treatment
Electric Service Transportation—Major Roads
Water Distribution
Moderate Risk
High Probability
Low Consequence
Critical Infrastructure
https://www.cityofwatsonville.org/DocumentCenter/View/1908/City-of-Watsonville-Water-Service-Area-Map-PDF

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Section C - All-Hazard Community Risk Assessment
50 © Fitch & Associates. LLC
The City of Watsonville falls within the Pacific Gas & Electric Service area (PG&E). The Service has been and could continue to be impacted. In California, fires are burning more intensely than ever before, and some have grown into megafires that have destroyed entire neighborhoods. Some of the deadliest fires have been caused by the electrical grid. In general though, all fires are burning more intensely because of climate change and an unhealthy forest landscape due to drought.

Moderate Risk
High Probability
Low Consequence
Electrical Power Grid
PG&E Service Coverage Area including Watsonville, CA.
https://www.latimes.com/business/la-fi-pge-wildfires-bankruptcy-sale-20190108-story.html https://www.energy.ca.gov/search/site?keys=transmission+lines Electrical Transmission Lines

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The Pajaro Valley Water Management Agency (PV Water) partnered with the City of Watsonville to introduce the Watsonville Area Water Recycling Facility (WRF) as part of PV Water’s long-term plan to meet the water needs of our region. This RWF will provide nearly a quarter of the water needed to stop seawater intrusion on coastal lands and is a costeffective way to maximize local resources before turning to other supplemental projects. The RWF
exemplifies municipal and agricultural cooperation to
protect water resources.

The Water Division is responsible for one of life's
most valuable resources: drinking water. The City
provides service to residential, commercial, industrial, and institutional customers assuring delivery of the highest quality of potable water serving Watsonville and parts of unincorporated areas
of Santa Cruz County. The City's
regional water system consists of
190 miles of pipelines, 14 wells,
8 reservoirs and the Corralitos
Filtration Plant treatment plant
that delivers clean, safe water to
our service population of 66,000
customers. The City's combined
rates for water, sewer, and
garbage/recycling services are the
lowest in the area.

Watsonville Water Service Area
Moderate Risk
High Probability
Low Consequence
Water System
https://www.cityofwatsonville.org/DocumentCenter/View/1908/City-of-Watsonville-Water-Service-Area-Map-PDF Figure 12: Water Treatment Plant
Water Service Area Watsonville, CA

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Section C - All-Hazard Community Risk Assessment
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Santa Cruz Regional 9-1-1 is dedicated to serving as the vital link between the public and public safety organizations through responsiveness and technical excellence while in partnership with its users and employees.
9-1-1 was established
as a national number
for notifications of
emergencies in late
January, 1968 by a
Congressional
declaration. In 1972,
the FCC established
that 9-1-1 should be
implemented
nationwide to provide
expedient,
professional
assistance to citizens
in need.

Santa Cruz Regional 9-1-1 Dispatchers must be able to field hundreds of incoming calls each day, determine the best course of action, and forward that information to the appropriate resource. Most people only call 9-1-1 once or twice in their lifetime. The Dispatchers are trained to know what questions to ask that will save valuable time in getting you the assistance you may require, and to gather the necessary information to send the appropriate resources quickly and efficiently.

Santa Cruz Regional 9-1-1
Low Risk
Low Probability
Low Consequence
Emergency Communications
Retrieved from: https://www.cityofwatsonville.org/248/Dispatch

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Wild, or undeveloped, lands and any surrounding urban areas (WUI - wildland-urban interface) are most at risk to fires.

Potential risks include destruction of land, property, and structures as well as injuries and loss of life. Although rare, deaths and injuries usually occur at the beginning stages of wildfires when sudden flare-ups occur from high wind
conditions. In most situations, however, people have the opportunity to evacuate the area and avoid bodily harm.

Financial losses related to wildfires include destroyed or damaged houses, private facilities and equipment, loss of commercial timber supplies, and local and State costs for response and recovery.

California continues to experience longer wildfire seasons as a direct result of Climate Change. Extended dryness
originating from January is expected to continue into the Spring with little perception leaving most of the state in moderate to extreme drought conditions prior to Summer.

These continued dry conditions with above normal
temperatures through Spring and can leave fuel moisture levels lower than normal increasing the potential for
wildland fire activity.

Scientists estimated that in 1990, 31 million homes
were located in “wildland-urban interface” (WUI)
areas throughout the Unites States—areas with houses
that are in or near wildland vegetation, which imparts
a greater risk of wildfire due to the proximity
to flammable vegetation. Twenty years later, in 2010,
that number increased by 41 percent to 43 million
homes. The increase is fueled by a number of factors,
including urban sprawl and the hunt for a lower cost of living.

Low Risk
Low Probability
Low Consequence
Rural Interface
California Drought Index
https://osfm.fire.ca.gov/media/6768/fhszs_map44.pdf
https://www.cityofwatsonville.org/DocumentCenter/View/16377/2020-Watsonville-Urban-Water-Management-Plan https://droughtmonitor.unl.edu/CurrentMap/StateDroughtMonitor.aspx?CA Vacant and Underutilized Land
California Drought Index

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Natural Risk Hazards
Most earthquakes are caused by the sudden release of built-up stress along faults, fractures in the Earth’s crust where large blocks of crustal rock move against one another. An earthquake’s size can be measured by the amount of energy released by that movement. While scientists can't predict earthquakes, they are developing earthquake early warning systems that can provide seconds to minutes of warning when an earthquake occurs. Scientists can also estimate the likelihood of future quakes and use that information to design safer buildings and roads.

In the United States, large earthquakes pose a substantial threat along the West Coast. A single event can be devastating: for example, the 1994 Northridge, CA, magnitude 6.7 earthquake caused at least $40 billion in direct damage and killed around sixty people. The city of Watsonville and surrounding area has various active faults in close proximity.
4 Retrieved from: https://maps.conservation.ca.gov/cgs/fam/ Fault Activity, Watsonville CA
High Risk
Low Probability
High Consequence
Fault Activity

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Landslides are masses of earth, rock, or debris that move down slopes. Landslides are triggered by one event, but many causes can weaken slopes over time and make them more likely to fail when there is a triggering event. These causes can be both natural and artificial. Landslides often occur in areas with over steepened slopes, weak soils/bedrock, or de-vegetated slopes (whether by human deforestation or natural events such as wildfires). Some of the most damaging landslides are triggered by water, typically from intense short-term rainfall or long-term saturation of the slope. Both natural and human activities (such as irrigation or seepage) can saturate hillsides. Earthquakes and volcanic eruptions also cause damaging landslides.

Landslides are a serious geologic hazard common to almost every State in the United States. It is estimated that in the United States, they cause in excess of $1 billion in damages and from about 25 to 50 deaths each year. The City of Watsonville and the surrounding area are considered to be in a area prone to potential Landslides, and have had previous events requiring evacuation. 5 Retrieved from: https://www.sccoplanning.com/Portals/2/County/Planning/policy/LHMP/County%20of%20Santa%20Cruz%20LHMP%202021-2026.pdf High Risk
High Probability
High Consequence
Landslides
Watsonville Landslide Areas

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There are numerous areas subject to
flooding due to rivers, creeks, or coastal
storms. The two main rivers in the County that are subject to flooding are the Pajaro River and the San Lorenzo River.

The Pajaro River and its floodplain runs
through agricultural lands within the Pajaro Valley and, downstream, through downtown Watsonville.

The City of Watsonville and its boundaries fall within the County of Santa Cruz.

County supervisors voted unanimously
to include the county in a new Pajaro
Regional Flood Management Agency
triggered in part by a $2.8 million commitment from the federal government.

The new agency aims to prevent flooding in Watsonville, Pajaro and other areas by renewing the Pajaro River levee to withstand a 100-year flood.

A levee was built in 1949, but flood water
breached it in the 1960s and 1990s. The Pajaro
Regional Flood Management Agency is expected
to include county authorities from Monterey and
Santa Cruz County because the project is on the
county line. It also will include representatives
from the city of Watsonville, Zone 7 Flood Control District and the Monterey County Water Resources Agency. The new flood management agency will have the authority to construct, manage and maintain infrastructure as well as issue bonds and collect assessments, fees and taxes.

High Risk
High Probability
High Consequence
Flooding
Levee Flood Gates
The Pajaro River floods its levee banks
(County of Santa Cruz)
https://www.sccoplanning.com/Portals/2/County/Planning/policy/LHMP/County%20of%20Santa%20Cruz%20LHMP%202021-2026.pdf https://santacruzlocal.org/2021/01/26/long-awaited-flood-control-project-to-start-in-watsonville-pajaro/

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 57
Failure of critical public or private utility
infrastructure or facilities can result in a
temporary loss of essential functions and/or
services that last from just a few minutes to
days or more at a time. Public and private
utility infrastructure provides essential life
supporting services such as: electric power,
natural gas, heating and air conditioning,
water, sewage disposal and treatment, storm
drainage, communications and transportation.
7 Retrieved from: https://www.sccoplanning.com/Portals/2/County/Planning/policy/LHMP/County%20of%20Santa%20Cruz% High Risk
High Probability
High Consequence
Critical Infrastructure
Critical Infrastructure
Critical Facilities

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Section C - All-Hazard Community Risk Assessment
58 © Fitch & Associates. LLC
Each year in the United States, expansive soils cause billions of dollars in damage to buildings, roads, pipelines, and other structures. This is more damage than that caused by floods, hurricanes, tornadoes, and earthquakes combined (FEMA 1997).

Expansive soils are generally clays or sedimentary rocks derived from clays, which experience volume changes as a result of moisture variation. The hazard that expansive soils create can be significant. Many of the expansive soils do not create large areas of destruction; however, they can disrupt supply lines (i.e. roads, power lines, railways, and bridges) and damage structures. The effects on structures can be dramatic if expansive soils supporting structures are allowed to become too wet or too dry. Lightly loaded one-story or two-story buildings, warehouses, residences, and pavements are especially vulnerable to damage because these structures are less able to suppress the differential heave of the swelling foundation soil than heavy, multistory structures. Patios, driveways, and walkways may also crack and heave as the underlying expansive soils become wet and swell. Expansive soils do not change size quickly; observing damage in real-time can sometimes be difficult. Although the damage might not occur in a matter of minutes, it still has the potential to severely damage structures and roads over a matter of time if not sufficiently mitigated.

It is estimated that Santa Cruz
County has thousands of homes
built on expansive soils.

Typically, the structures that
experience problems with
expansive soils are older homes,
but newer homes (built within
the last 15 years) may also
experience problems due to
expansive soils. The types of
problems associated with
expansive soils are generally not
catastrophic, but the effects
result in cracked foundations,
cracked walls, cracked concrete
slabs, cracks around windows
and doors, as well as jammed
windows and doors. Cracks to
foundations may lead to
additional problems if other
catastrophic events were to occur
(such as earthquakes).

High Risk
High Probability
High Consequence
Expansive Soils
Landslide Hazard Areas
Retrieved from: https://www.sccoplanning.com/Portals/2/County/Planning/policy/LHMP/County%20of%20Santa%20Cruz%

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Section C - All-Hazard Community Risk Assessment
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A tsunami is one of nature’s most powerful and destructive forces. It’s a series (more than one) of extremely long waves caused by a large and sudden displacement of the ocean (after an earthquake, for example). A tsunami radiates outward in all directions from its source and can move across entire oceans in less than a day.

Tsunamis are produced when movement occurs on faults in the ocean floor, usually during very large earthquakes. Sudden vertical movement of the ocean or lake floor by a fault, landslide or similar movement displaces the overlying water, creating a wave that travels outward from the source. The waves can travel across oceans and maintain enough energy to damage distant shorelines. The hazard posed by tsunamis came to the attention of the world during the 2004 Indian Ocean tsunami that killed as many as 300,000 people who lived more than a thousand miles from the source of the earthquake. An earthquake anywhere in the Pacific Ocean can cause tsunamis around the entire Pacific basin, including offshore of Santa Cruz County. Since the Pacific Rim is highly seismically active, tsunamis are not uncommon, but historically have been only a few meters in height. Significant damage occurred in the Santa Cruz Harbor as a result of a 9.0 earthquake in Japan. While the tsunami caused massive damage and casualties in Japan, the Santa Cruz Harbor suffered approximately $20 million in damage. However, the historic record is short, and may not reflect the true tsunami hazard to the County. The potential outcome of a tsunami could be more significant damage and loss of life.

Santa Cruz County is located
on Monterey Bay, and has
several active and potentially
active earthquake faults
located within or near Santa
Cruz County. An earthquake
occurring in or near any of
the nearby faults could result
in local source tsunamis
from submarine landsliding
in Monterey Bay.

Additionally, distinct-source
tsunamis from the Cascadia
Subduction Zone to the
north, or teletsunamis from
elsewhere in the Pacific
Ocean, are also capable of
causing significant
destruction.

Tsunami Inundation Map Santa Cruz County
9 Retrieved from: https://www.sccoplanning.com/Portals/2/County/Planning/policy/LHMP/County%20of%20Santa%20Cruz%20LHMP%202021-2026.pdf Moderate Risk
High Probability
Low Consequence
Tsunami

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Communicable Disease
The Division of Communicable Disease Control (DCDC) works to promptly identify, prevent and control infectious diseases that pose a threat to public health, including emerging and re-emerging infectious diseases, vaccine-preventable agents, bacterial toxins, bioterrorism, and pandemics.

Chronic Disease
Chronic diseases, including heart disease, stroke, cancer, and diabetes, rank among the most common, costly, and preventable of all health problems throughout the United States. According to the CDC, nearly 1 out of every 2 adults has at least 1 chronic illness and 7 out of 10 deaths among Americans each year are due to chronic diseases. Access to high-quality and affordable prevention measures, including screening and appropriate follow-up care, are also essential steps in disease prevention. 11 Retrieved from: https://covid.cdc.gov/covid-data-tracker/#county-view?list_select_state=California&data-type=Risk&list_select_county=6087 High Risk
High Probability
High Consequence
Communicable and Chronic Disease
Community Characteristics

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Section C - All-Hazard Community Risk Assessment
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Each year, thousands of acres of wildland and many homes are destroyed by fires that can erupt at any time of the year from a variety of causes, including arson, lightning, and debris burning. Adding to the fire hazard is the growing number of people living in new communities built in areas that were once wildland. This growth places even greater pressure on the state's wildland firefighters. As a result of this growth, fire protection becomes everyone's responsibility. Drought conditions and other natural disasters increase the probability of wildfires by producing fuel in both urban and rural settings.

Adding to the danger is the frequency of large fires and wildfire damage which has increased in the U.S. since the 1980s, coinciding with increased drought and temperatures, particularly in the Western U.S. In parts of both the Eastern and Western U.S., fire seasons have increased in length in recent decades due to warming temperatures and drier conditions. Human activities provide ignition sources year-round, not just during the dry season or periods of intense lightning, which has expanded the fire season far beyond its historical length.

U.S. federal agencies spent a record $2.9 billion on wildfire suppression activities during a particularly severe fire season in 2017.

Santa Cruz County Wildfires
Moderate Risk
High Probability
Low Consequence
Wildfires
https://patch.com/california/watsonville/22-fires-reported-regionally-past-day-latest-acreage-updates

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Section C - All-Hazard Community Risk Assessment
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Human-made
Risk Hazards
Aviation
The Municipal Airport,
owned by the City of
Watsonville, is a self
sustaining "enterprise
operation" with a staff of
nine full time employees.

The Airport is home to 333
aircraft and is used
extensively by various
businesses and specifically
the agri-business
community. The four
runways (2-20 and 9-27)
accommodate over 55,000
operations per year
including an estimated
5,000 instrument approaches.

Roadway
Two state highways pass through the
City of Watsonville on surface
streets, Highway 152 and Highway
129. These highways bring high
volumes of automobile and freight
traffic through the City. There has
been interest in rerouting Highway
152 away from the center of
Watsonville and relinquishing the
existing Highway 152 alignment to
the City.
https://www.cityofwatsonville.org/DocumentCenter/View/14011/DWSP-Existing-Transportation-Conditions-July-2020 Moderate Risk
High Probability
Low Consequence
Transportation Network
Critical Infrastructure and Facilities
Critical Infrastructure and Facilities

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 63
The majority of census
block areas in the District have population
densities of over 4500
people per square mile,
a critical factor to
watch as population
numbers continue to
The available data set included five reporting periods of data, representing FY 2019 - 2021. From FY
2019 to FY 2021, calls for
WFD services increased
from 6,250 to 6,867, with
an average growth rate of

4.9% per year.

Low Risk
Low Probability
Low Consequence
Population Growth
Critical Infrastructure and Facilities
Critical Infrastructure and Facilities

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Section C - All-Hazard Community Risk Assessment
64 © Fitch & Associates. LLC
First Due Station Area Summary Risk Rating
Viewing risk at multiple levels is a best practice within the fire service. Much of the risk in this section is viewed at a jurisdictional level and then moving to first due districts as the main lens, turning to the most granular view; individual risk ratings for buildings located within a community.

Below is the First due zone ratings for WFD, indicating that Station 1 is considered high risk, and Station 2 considered moderate for the following factors:
• Population density
• Median household income
• Unemployment rate
• Square miles
• Median age
• Percentage of home greater than 50 years old
• Community Demand
• Call concurrency rate
Watsonville Fire Department Station Area Map

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 65
Risk Scoring by First Due Station
Once all first due stations were assigned scores for all three variables—average census variables score or “Homogenized Risk (R)” score, “Community Demand (D)” score, and “Call Concurrency (C)” score, the values were placed into a formula to yield a final risk score, as follows:

Risk Score Formulas
Risk Score Formula Variable Census Factors

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Section C - All-Hazard Community Risk Assessment
66 © Fitch & Associates. LLC
Critical Tasking Methodology for Fire, EMS, HazMat and
Technical Rescue
The department utilizes annual risk assessment and critical tasking review meetings for the fire, EMS, hazardous
materials, and technical rescue programs to determine and document categories and classes of risks throughout the district.

These meetings are also used to assess whether the current effective response force (ERF) can perform the critical tasking necessary to mitigate the hazards associated with each hazard and risk level. The department uses after action reviews for structure fires, technical rescues, and hazardous material incidents to evaluate the effectiveness of first due and initial assignments in achieving incident goals.

The EMS program evaluates hands on training activities for critical tasking, and monitors metrics such as return of spontaneous circulation (ROSC) to assess the effectiveness of initial assignments for cardiac arrest incidents. Changes to critical tasking and ERF’s are documented in annual updates to the standards of coverage. Dispatch recommendations are modified to reflect the ERF’s identified during the critical tasking reviews.

Core Competency 2C.4
A critical task analysis of each risk category and risk class has been conducted to determine first due and effective response force capabilities and a process is in place to validate and document the results.

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Section C - All-Hazard Community Risk Assessment
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Fire suppression is one of the most visible response services that a fire department provides, and at the very core of our existence. As evidenced by the flashover curve and exacerbated by modern furnishings and construction methods, fires are an extremely time sensitive emergency.

The agency has classified the risk of fires into four levels of severity: low, moderate,, high, maximum.

These rankings would be typically applied to individual occupancies and to areas of like type buildings., however at this time the department did not have sufficient data to complete an occupancy level analyses.

Recent studies by Underwriter’s Laboratories (UL) have found that in compartment fires such as structure fires, flashover occurs within four minutes in modern fire environment. In addition, the UL research has identified an updated time temperature curve due to fires being ventilation-controlled rather than fuelcontrolled as represented in the traditional time temperature curve. While this ventilation-controlled environment continues to provide a high risk to unprotected occupants to smoke and high heat, it does provide some advantage to property conservation efforts, as water may be applied to the fire prior to ventilation and the subsequent flashover.

High Risk
High Probability
High Consequence
Structure Fires

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Section C - All-Hazard Community Risk Assessment
68 © Fitch & Associates. LLC
Watsonville Fire Department Incident Breakdown
Call Data WFD Hour of Day Call Data WFD Day of Week
Call Data WFD Monthly

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 69
The distribution and concentration of fire related incidents are provided in the heat map presented below.

Heat Map for Fire Service Calls

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Section C - All-Hazard Community Risk Assessment
70 © Fitch & Associates. LLC
Critical Tasking and Effective Response Forces for Fire Incidents General Description - The agency approaches response to fires in a tiered fashion. Below is the description of what a low, moderate, high, and maximum risk is, with corresponding critical tasking in the Effective Response Force for Fires table.

Low – This type of fire is a low risk/value incident such as a dumpster, extinguished fire, an illegal burn, and other investigations to lower level incidents. It requires a single unit with pumping capability and three personnel effectively respond and mitigate.

Moderate – This type of fire is typically a passenger vehicle fire typically responded to with a one engine and a total of three personnel.

High – Fire calls within this level of risk include unconfirmed structure fires, large vehicle fires, and wildland fires. This type of response calls for four apparatus; typically two engines, one ladder truck, and a Battalion Chief for a total of 11 personnel.

Maximum – Fire calls within this level of risk includes confirmed structure fire requiring additional personnel to accomplish multiple simultaneous tasks for high acuity incidents. This type of response calls for seven apparatus; typically five engines, one ladder truck, and a Battalion Chief for a total of 20 personnel.

Effective Response Force for Fire Incidents
Task Maximum High Moderate Low
Command 1 1 1 1
Safety 1 1* 1*
Investigation/ 1 1
Pump Operation 2 1 1 1
Fire Attack 1 2 2
Fire Attack 2
Water Supply 2 1
Search / Forcible Entry 3
Ventilation 3
Back-up Line 2 2
On-Deck / RIC 3 3
Medical Standby / Rehab 1 1
ERF Personnel 20 11 3 3
ERF Vehicles 7 4 1 1
* For low or moderate risk incidents, the command and safety tasks may be combined in one position.

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 71
Time is a critical element when responding to true medical emergencies, with the chance of survival for a cardiac arrest dropping precipitously with every passing minute.

The potential survival rate for cardiac arrests, which is one of the most serious medical emergencies an individual can experience, is only about 50% by the time a fire apparatus leaves the station, making prevention efforts a crucial piece of achieving positive patient outcomes.

When evaluating the steady rise in emergency medical calls over the last few decades, it is readily apparent that the workload demand of these calls will continue to rise. The agency is actively working with community partners to reduce or eliminate many of the lower risk/severity calls for help by channeling the patient into a more appropriate method of care.

Moderate Risk
High Probability
Low Consequence
Emergency Medical Services

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Section C - All-Hazard Community Risk Assessment
72 © Fitch & Associates. LLC
Watsonville Fire Department Incident Breakdown
Call Data WFD Hour of Day Call Data WFD Day of Week
Call Data WFD Monthly

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Section C - All-Hazard Community Risk Assessment
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The distribution and concentration of EMS related incidents are provided in the heat map presented below.

The greatest density of EMS incidents occur in Station 1s area.

Heat Map for EMS Calls

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Section C - All-Hazard Community Risk Assessment
74 © Fitch & Associates. LLC
Critical Tasking and Effective Response Forces for EMS Incidents General Description - The agency approaches an emergency medical incident in a tiered fashion. Below is the description of what a low, moderate, high, and maximum response is, with corresponding critical tasking in the Effective Response Force for EMS table. Risk classifications were determined from the Medical Priority Dispatch System (MPDS) call determinants within the internationally researched call triage process.

Low – Incidents within the Alpha level of risk. This type of medical incident constitutes the lowest acuity incidents and could be a non-emergency response and consists of an Engine with three personnel.

Moderate – Incidents within the Bravo or Charlie level of risk. This type of medical incident includes breathing problems, chest pain discomfort, seizures, or diabetic problems without the lost of pulse or respirations. This would also include motor vehicle crashes without major trauma. Typically this response is handled by a single Engine with three personnel.

High – Incidents within the Delta level of risk. This level of medical emergency includes cardiac chest pain and respiratory distress. Three units respond to this type of incident to accomplish the critical tasks needed in a timely manner. Typical response is with an Engine with three personnel.

Maximum – Incidents within the Echo level of risk. This level of medical emergency includes cardiac or respiratory arrest. Typically, this level of response for medical incidents requires an Engine with three personnel.

However, it is noted that for vehicle accidents, that may be categorized at multiple risk severity levels, the department has a critical tasking of eight personnel by response one engine, one truck, and a battalion chief.

Effective Response Force for EMS Incidents
Task Maximum—E High—D Moderate—B/C Low—A
Command Safety
Patient Information 1 1 1 1
Patient Assessment/Treatment 2 2 2 2
Patient Packaging for Transport
ERF Personnel 3 3 3 3
ERF Vehicles 1 1 1 1

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 75
The potential release of hazardous materials exists wherever that material may be located. A higher potential for release coincides with storage sites at fixed facilities and along transportation routes, such as major roadways and rail lines. Hazardous materials are chemical substances which, if released or misused, can pose a threat to people, property, or the environment. These chemicals are used in industry, agriculture, medicine, research, and consumer goods.

As many as 500,000 products pose physical or health hazards and can be defined as "hazardous chemicals." Each year, over 1,000 new synthetic chemicals are introduced. Hazardous materials come in the form of explosives, flammable and combustible substances, poisons, and radioactive materials. These substances are most often released as a result of transportation accidents or because of chemical accidents in manufacturing plants. Hazardous materials are contained and used at fixed sites and are shipped by all modes of transportation, including transmission pipelines.

Special Risk
Low Probability
High Consequence
Hazardous Materials
Heat Map for Hazmat Calls

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Section C - All-Hazard Community Risk Assessment
76 © Fitch & Associates. LLC
Critical Tasking and Effective Response Forces for HazMat Incidents General Description - The agency approaches a hazardous materials response in a tiered fashion. Below is the description of what a low, moderate, or high response is, with corresponding critical tasking in the Effective Response Force table.

Low – Small spills of less than 5-gallons from a passenger type vehicle of common hydrocarbon materials such as gasoline, fuel oil or diesel fuel. The material can be diked or absorbed utilizing equipment normally carried on a first due engine, rescue or ladder/platform company. Small spills of antifreeze, transmission fluid, etc. at the scene of a motor vehicle accident would also fall under this category. This is responded to by a single Ladder Truck with four personnel.

Moderate – Large spills over 5-gallons of common hydrocarbon materials such as gasoline, fuel oil, or diesel fuel from a large commercial vehicle and reported gas leaks. This level of response requires a total of eight personnel assembled with a Ladder Truck, one Engine, and a battalion chief.

High/Maximum – Confirmed or unconfirmed chemical spill, leak or release; Chemical, Biological, Radiological, Nuclear, or Explosive (CBRNE) incidents within the highest risk levels. This level of call requires an ERF of 20 personnel. Equipment required is one Ladder Truck, four Engines, two Battalion Chiefs, and a hazardous materials unit. Maximum risk events are escalated from the high risk by on-scene commanders.

Effective Response Force for Hazmat Incidents
Task Maximum High Moderate Low
Command 1 1 1 1*
Safety 1 1 1*
Air Monitoring 1 1 1
Recon 2 2 1 2
HazMat Group Supervisor 1 1 1
HazMat Safety 1 1 1
Entry Team Leader 1 1 1
Entry Team 2 2 2
Backup Team 2 2
Decon 3 3
Research 1 1
ALS Treatment 2 2
ALS Triage 1 1
Support 1 1 1
Technical Assistance 1
ERF Personnel 20 20 8 4
ERF Vehicles 9 9 3 1
* For low and moderate risk incidents, the command, safety, and team leader tasks may be combined in one position. For high risk incidents, team leaders may be combined in team total.

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Section C - All-Hazard Community Risk Assessment
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Technical rescue is a relatively broad term and includes responses to a wide variety of incidents such as confined space rescue, high angle rescues, and structural collapse. Similar to the analyses for hazardous materials, the demand for technical rescue services is low in relation to fire or EMS calls within the service area.

Special Risk
Low Probability
High Consequence
Technical Rescue
Heat Map for Rescue Calls

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Section C - All-Hazard Community Risk Assessment
78 © Fitch & Associates. LLC
Critical Tasking and Effective Response Forces for Rescue Incidents General Description - The agency approaches a technical response incidents in a tiered fashion. Below is the description of what a low, moderate, high, and maximum response is, with corresponding critical tasking in the Effective Response Force table.

Low – Low risk incidents may include elevator malfunctions with/without occupants inside, elevator alarms, and other simple low risk investigations. This is responded to by a single Engine with 3 personnel.

Moderate – Moderate risk incidents may include elevator incidents with an unknown situation, escalator incidents with no injuries, entrapment with unknown situation, high angle rescue with unknown situation, and other lower risk investigation level incidents. This is responded to by three personnel on a single engine.

High – High risk incidents may include incidents such as confined space and structural collapse with entrapment. This response requires eight personnel among three units. Resources include a Battalion Chief, an Engine, and a Ladder Truck.

Maximum – High risk incidents may include escalated incidents such as confined space and structural collapse with entrapment. This response requires 11 personnel among four units. Resources include a Battalion Chief, two engines, and a ladder truck.

All of the High and Maximum risk incidents require a reliance on the Monterey County USAR Team for assistance.

Effective Response Force for Rescue Incidents
Task Maximum High Moderate Low
Command 1 1 1 1
Triage 2 2
Safety 1 1 1* 1*
Rescue Group Supervisor 1 1
Rescue Safety Officer 1* 1*
ALS Treatment
Entry/Rescue Team 2 2
Entry Team Leader 1*
Backup Team
Air Monitoring 1 1
Shoring/Stabilization 2 2
Support 2
ERF Personnel 11 8 3 3
ERF Vehicles 4 3 1 1
* For low and moderate risk incidents, the command, safety, and team leader tasks may be combined in one position. For high risk incidents, team leaders may be combined in team total.

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 79
The distribution and concentration of all incidents are provided in the heat map presented below.

Watsonville FD All Incidents Heat Map

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Section C - All-Hazard Community Risk Assessment
80 © Fitch & Associates. LLC
The distribution and concentration of mutual-aid incidents are provided in the heat map presented below.

Watsonville FD Heat Map - Mutual Aid

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Section C - All-Hazard Community Risk Assessment
© Fitch & Associates. LLC 81
Additionally, we calculated call density based on the relative concentration of incidents based on approximately 0.5-mile geographic areas as well as the adjacent 0.5-mile areas. The results demonstrate an urban and rural designation based on call density for services and not based on population. The red areas are designated as urban service areas and the green areas are designated as rural service areas. Any area that is not colored has less than one call every six months in the 0.5-mile area and the adjacent areas.

Urban and Rural Call Density Map

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Section D-Community Feedback
© Fitch & Associates, LLC 83
Section D - Community Feedback
Community Feedback

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Section D - Community Feedback
84 Respect Accountability Integrity Teamwork Service
Strategic Planning Process
During the development of the community risk assessment and the standards of cover document, the department recognized that it would be valuable to engage the community in strategic planning efforts in the future.

The most successful strategic planning processes include a high level of involvement from key leaders, both formal and informal, from within the organization, such as the fire chief and labor group leadership.

While their participation is not required at each and every step, their buy -in along the way provides the highest chances of a successful project for all stakeholders in the end.

With the agency’s support, the final product would be designed to meet the needs of the client in the following ways:
• The strategic plan should be accepted and supported from a broad base of stakeholders, most importantly the community, the employees, and elected officials.
• The strategic plan should follow the best practices established by the Commission on Fire Accreditation International (CFAI) for community driven strategic planning.
• The agency should include a group of community members and advocates that can be of assistance for future outreach and feedback after the conclusion of the inclusive and transparent planning process.

A robust community driven plan would include an analysis of the strengths, weaknesses, opportunities, and threats/challenges (SWOT). Overall, the following four objectives should be met:
 Establish Vision, Mission, and Value statements that are seamlessly aligned with the city governance.  Complete internal and external assessments.
 Establish goals and objectives
 Establish and adopt performance measurements
The agency engages other disciplines or
groups within its community to compare and
contrast risk assessments in order to identify
gaps or future threats and risks.

Performance Indicator 2B.7
Performance Indicator 2D.10
The agency interacts with external stakeholders and the AHJ at least once every three years to determine the stakeholders’
and AHJ’s expectations for types and levels
of services provided by the agency.

The agency solicits feedback and direct
participation from internal and external
stakeholders in the development,
implementation and evaluation of the
agency’s goals and objectives.

Core Competency 3B.3

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Section E - Program Goals and Objectives
Annual Program Appraisal

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Section E - Program Goals and Objectives
86 Respect Accountability Integrity Teamwork Service
Annual Program Appraisal
Once a community driven strategic plan has been completed and adopted, the department will complete an annual appraisal. This section would list the strategic goals and objectives directly from the strategic planning document for the reader’s convenience.

The goals, objectives, and progress will be reviewed and addressed by goal owners in regular leadership reviews, including a quarterly review conducted with the executive leadership team. Annually, a documented report-out will be created by the Fire Chief to share with the city administration for transparency and accountability. The annual reviews will identify any gaps in current capabilities, capacity, and the level of service provided within each service delivery area. Additionally, program goals to mitigate identified risks within the service area will also be discussed. Executive staff and program/goal owners will work collaboratively to ensure an accurate and useful annual appraisal process is performed, documented, and presented, ensuring transparency and trust in maintained between the department and the community they serve.

The annual report will include at a minimum the following specific elements:
• Program name, Program owner and backup personnel
• Strategic goals, objectives, and critical tasks
• Metrics and outcomes of the program
• Applicable Policy and SOG review
• Program Budget Review
• Report notes from strategic planning meetings, annual report submissions, program meetings, etc. as an appendix.

The agency conducts a formal and
documented program appraisal, at least
annually, to determine the program’s
impacts and outcomes, and to measure
performance and progress in reducing risk
based on the community risk assessment/
standards of cover.

Core Competency 5A.7
Core Competency 5E.3
The agency conducts a formal and
documented program appraisal, at least
annually, to determine the impacts,
outcomes, and effectiveness of the program,
and to measure its performance toward
meeting the agency’s goals and objectives.

Core Competency 8B.6
The agency conducts a formal and
documented program appraisal, at least
annually, to determine the program’s
effectiveness and compliance with meeting
the needs of the organization.

Core Competency 2C.6
The agency identifies outcomes for its
programs and ties them to the community
risk assessment during updates and
adjustments of its programs, as needed.

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Section F - Current Deployment and Performance
© Fitch and Associates, LLC
Section F - Current Deployment and Performance
Community Response History
Review of System Performance
Baseline and Benchmark Analysis
Projected Growth
First Due and Geographic Planning Zone
Analysis

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88 © Fitch and Associates, LLC
Section F - Current Deployment and Performance
Community Response History Community Response History
Discussion
WFD answers approximately 6,867
emergency calls per year, with a
variable dispersion with regards to
type of call and month of year
demonstrating a “steady” demand
for the Department. Sundays are the
lowest call volume day for fires,
EMS, and other calls which include
mutual aid, and Fridays have the
highest call volume.

Performance Indicator 2B.2
The historical emergency and
nonemergency service demands frequency
for a minimum of three immediately
previous years and the future probability
of emergency and nonemergency service
demands, by service type, have been
identified and documented by planning
Current Deployment and Performance as it
relates to Criterion 2C:

The agency identifies and documents the
nature and magnitude of the service and
deployment demands within its
jurisdiction. Based on risk categorization
and service impact considerations, the
agency’s deployment practices are
consistent with jurisdictional expectations
and with industry research. Efficiency and
effectiveness are documented through
quality response measurements that
consider overall response, consistency,
reliability, resiliency, and outcomes
throughout all services areas. The agency
develops procedures, practices, and
programs to appropriately guide its
resource deployment.

Core Competency 2C.1
Given the levels of risks, area or
responsibility, demographics, and
socioeconomic factors, the agency has
determined, documented, and adopted a
methodology for the consistent provision of
service levels in all service program areas
through response coverage strategies.

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Distribution—Geographical Drive Time Analysis
Analysis shows a 6 minute drive time (in green) and giving a good visual depiction of who can get where within the specified amount of time.

The first step in this validation analysis is to utilize the historical performance to validate the planning analyses utilized by the GIS system. The FY21 historical performance demonstrated a 6.1-minute overall department travel time performance at the 90th percentile. The planning assessments estimated 94.44% risk coverage by two stations within 6-minutes travel time. One station could only cover 60.32% of the incidents within 6-minutes. Therefore, there is a high degree of agreement between the planning tools and actual historical performance.

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Distribution – Percent of Incidents Captured by Station The planning assessments estimated 94.44% risk coverage by two stations within 6-minutes travel time.

One station could only cover 60.32% of the incidents within 6-minutes. Therefore, there is a high degree of agreement between the planning tools and actual historical performance.

Distribution – Heat Map Analysis Indicating Increased Frequency of Incidents.

Station 1 has the highest density of emergency incidents as compared to Station 2.

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Concentration (Effective Response Force Analysis)
These analyses are modeled using GIS data in order to more accurately assess capabilities. The tabular data demonstrates the saturation for ERF at various travels times for the district wide coverage with a 9-person ERF. The mapping is representative of the concentration of personnel within 8-mintues utilizing WFD resources.

ERF Travel Time Objective Citywide Coverage
6-Minute 46.91%
8-Minute 90.84%
10-Minute 99.98%

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Reliability Analysis -Department Wide
The first step in assessing the reliability of the deployment model or system performance is to understand the department’s availability to handle the requests for service that occur within the jurisdiction. WFD is available to respond to 88% of the requests for service that are originating within the jurisdiction.

Additional details related to the 821 calls to which WFD did not dispatch a valid unit. Of the 821 calls, 222 (27.0%) were classified as “Sick Person,” 165 (20.1%) were classified as “EMS Other,” and 161 (19.6%) were classified as “Fire Alarm.” When reviewing these calls based on determinant, 478 of 821 calls (58.2%) were not associated with a determinant value, and 318 of 821 calls (38.7%) were EMS Alpha-level (A) calls.

Reliability Analysis –First Due Zone
The reliability of the distribution model is a factor of how often the response model is available and able to respond to a call within the assigned demand zone. Responses were considered compliant when the first arriving unit was assigned to the station within the demand zone.

Of the 1,189 units from outside agencies arriving first to calls related to any program in Station 1’s demand zone during 2020-21, 1,171 of the responses were from units assigned to AMR – Santa Cruz County (98.5%); of the 558 units from outside agencies arriving first to calls related to any program in Station 2’s demand zone, 545 of the responses were from units assigned to AMR – Santa Cruz County (97.7%).

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Overlapped (Simultaneous) Incidents
Overlapped or simultaneous calls are defined as another call being received in a demand zone (or first due station’s area) while one or more calls are already ongoing for the same demand zone (or first due station’s area). For example, if there is an ongoing call in Station 1’s demand zone wherein all units have not yet been cleared, and one or more requests for service subsequently occur in Station 1’s demand zone, the subsequent call or calls would be captured as overlapping.

Understanding the percentage of overlapped calls may help to determine the number of units to staff for each station. In general, the larger the call volume for a demand zone, the greater the likelihood of overlapped calls occurring. The distribution of the demand throughout the day will impact the chance of having overlapped calls. Additionally, the duration of a call plays a significant role; the longer it takes to clear a request, the greater the likelihood of having an overlapping request.

Because WFD did not respond to all calls received from the community, the analysis included only calls to which WFD dispatched a valid unit. Sample sizes were further reduced where calls had no unit maximum clear date and time available, and where call duration values were greater than 24 hours (i.e., 1,440 minutes). To reflect all overlapped occurrences for the department during 2020-21, the “Total” row in Table 34 includes calls from jurisdictions outside of WFD to which a valid WFD unit was dispatched. As such, the overlapped and total call values in the first due station rows will not sum to the total values.

First due station 1 experienced 15.2% overlapped calls during 2020-21, whereas first due station 2 experienced 8.9% overlapped calls. Across the entire department, given all calls to which WFD dispatched a valid unit, the overlapped call rate during 2020-21 was 25.4%

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Workload Demand Departmentally
Workload was also assessed at the demand zone level based on the first due station areas. Station 1’s demand zone had the highest volume of responses made by departmental units to the area (4,429 responses), requiring 58.3% of WFD’s total responses during 2020-21.

Workload Demand By Station
The station-level demand is more reflective for deployment decisions, and the unit-level workload will help evaluate the utilization
of physical apparatus, and assist with apparatus procurement or maintenance decisions.

Station 1 was the busiest station during 2020-21 based on number of responses made by units assigned to the station (5,229 responses), and based on total busy hours (1,610.4 hours; 66.5% of departmental busy hours.

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Apparatus Deployed Hours
Another measure, time on task, is
necessary to evaluate best
practices in efficient system
delivery and consider the impact
workload has on personnel. Unit
Hour Utilization (UHU) values
represent the proportion of the
work period (e.g., 24 hours) that
is utilized responding to requests
for service.

Historically, the International
Association of Fire Fighters
(IAFF) has recommended that 24-
hour units utilize 0.30, or 30%
workload as an upper threshold.1 In other words, this recommendation would have personnel spend no more than 7.2 hours per day on emergency incidents. These thresholds take into consideration the necessity to accomplish non-emergency activities such as training, health and wellness, public education, and fire inspections. The 4th edition of the IAFF EMS Guidebook no longer specifically identifies an upper threshold. However, FITCH recommends that an upper unit utilization threshold of approximately 0.30, 0r 30%, would be considered best practice. In other words, units and personnel should not exceed 30%, or 7.2 hours, of their work day responding to calls. These recommendations are also validated in the literature. For example, in their review of the City of Rolling Meadows, the Illinois Fire Chiefs Association utilized a UHU threshold of 0.30 as an indication to add additional resources.2 Similarly, in a standards of cover study facilitated by the Center for Public Safety Excellence, the Castle Rock Fire and Rescue Department utilizes a UHU of 0.30 as the upper limit in their standards of cover due to the necessity to accomplish other nonemergency activities.3 Unit busy time
analyses included all
WFD units
designated by the
WFD leadership team
as valid units,
whereas UHU
calculations are only
reported for units
identified by WFD
leadership as 24-hour
-perday units.

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Community Demand
From the reporting periods of 2018-19 to 2020-21, year-over-year (YoY) growth related to total call volume across all jurisdictions ranged from -2.4% to 12.6% (Table 35). Average number of calls per day increased from 17.1 in 2018-19 to 18.8 in 2020-21.

Workload by Station and Unit
The station-level demand is more reflective for deployment decisions, and the unit-level workload will help evaluate the utilization of physical apparatus, and assist with apparatus procurement or maintenance decisions.

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Response Volume and Busy Time
From the reporting periods of 2018-19 to 2020-21, the total number of responses to calls made by units assigned to WFD across all jurisdictions increased from 7,157 (average 19.6 responses per day) to 7,603 (average 20.8 responses per day; Table 36). Total busy hours increased from 2,368.3 hours in 2018-19 to 2,422.5 hours in 2020-21. Average number of responses per call has remained consistent across the three reporting periods at 1.3
From the reporting periods of 2018-19 to 2020-21, the total number of responses to calls made by units assigned to outside agencies increased from 5,583 (average 15.3 responses per day) to 6,012 (average 16.5 responses per day. Total busy hours increased from 3,112.1 hours in 2018-19 to 3,625.6 hours in 2020-21.

Average number of responses per call has remained consistent across the three reporting periods at 1.2 to 1.3.

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Section F - Current Deployment and Performance
Benchmark and Baseline Statements and Tables
The agency has established benchmark performance objectives and baseline measurements for four major categories of emergency responses including fires, emergency medical services, hazardous materials and technical rescue incidents. These objectives and measures are also tailored by risk level classification for low, moderate, and high risks, including the amount of personnel required (effective response force) to perform the required critical tasking that aligns with both the needs of the incident and departmental policies and standard operating guidelines.

In simple terms, the benchmark is the desired level of performance and the baseline is the current level of performance. Rather than using averages for response times, these goals are measured against 90% fractals, aligning with best practices in the fire industry for both the Center for Public Safety Excellence and National Fire Protection Association standards. This measurement style affords a much more accurate view of performance.

Currently, the department has adopted a 10% improvement benchmark over the observed values presented below.

Core Competency 2C.5
The agency has identified the total response
time components for delivery of services in
each service program area and found those
services consistent and reliable within the
entire response area.

Performance Indicator 2C.7
The agency has identified the total response
time components for delivery of services in
each service program area and assessed
those services in each planning zone.

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Performance Statements
Baseline Statements
For All Fire Suppression Risk Levels, the 90th percentile of total response time for the arrival of the first due unit, staffed with a minimum of three firefighters, was 9-minutes and 54-seconds. The first due unit is capable of establishing command, sizing up the incident, utilizing appropriate tactics in accordance with departmental standard operating guidelines, developing an initial action plan, extending an appropriate hose line and beginning initial fire attack or rescue.

For All Emergency Medical Services Risk Levels, the 90th percentile of total response time for the arrival of the first due unit, staffed with a minimum of three firefighters, was 9-minutes and 42-seconds.

The first due unit is capable of establishing command, sizing up the incident, conducting an initial patient assessment, obtaining vitals and patient medical history, initiating basic life support measures in accordance with departmental standard operating guidelines and transferring to, or assisting in, transport to an appropriate health care facility.

For All Hazardous Materials Risk Levels, the 90th percentile of total response time for the arrival of the first due unit, staffed with a minimum of three firefighters, was 14-minutes and 18-seconds. However, due to the relatively low sample size, a 10-minute baseline response time should be considered. The first due unit is capable of establishing command, sizing up the incident, developing an incident action plan in accordance with departmental standard operating guidelines, isolating the hazard, and calling for regional resources if needed.

For All Technical Rescue Risk Levels, the 90th percentile of total response time for the arrival of the effective response force, consisting of 3 responders, was not statistically relevant due to insufficient data.

Therefore, the overall department capability of 10-minutes should be utilized. The first due unit is capable of establishing command, performing an assessment of the incident, and initiating mitigation activities such as isolating the hazard, deploying primary and belay rope systems, stabilizing the trench and/or structure, and setting up a safe operating zone to perform patient assessment and treatment prior to the arrival of the regional USAR team.

Jurisdiction Program
Dispatch Time Turnout Time Travel Time Response Time Sample Size1
(Minutes) (Minutes) (Minutes) (Minutes)
All
EMS 3.6 2.3 6.2 10.3 3,147
Fire 2.5 2.4 7.7 10.7 876
Hazmat 3.7 2.6 11.6 16.3 58
Rescue -- -- -- -- 3
Total 3.5 2.3 6.6 10.5 4,084
Within
WFD
EMS 3.6 2.2 5.9 9.7 2,859
Fire 2.3 2.4 7.0 9.9 776
Hazmat 3.8 2.7 10.9 14.3 53
Rescue -- -- -- -- 3
Total 3.4 2.3 6.1 9.8 3,691

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Projected Growth
The available data set included five reporting periods of data, representing FY 2019 - 2021. From FY 2019 to FY 2021, calls for WFD services increased from 6,250 to 6,867, with an average growth rate of 4.9% per year.

The figure below depicts observed call volume during the last three year reporting periods and various hypothetical growth scenarios for the next 20 years. These projections should be used with caution due to the variability in growth observed across prior calendar years. In all cases, data should be reviewed annually to ensure timely updates to projections and utilize a five-year rolling average.

Assuming that future demands may not be reasonably distributed across the various stations in the system, the system may ultimately require a redistribution of workload and ultimately reinvestment in resources to meet the growing demand. While the system should be evaluated continuously for performance and desired outcomes, the department should specifically re-evaluate workload and performance indicators for every 1,000 -call increase to ensure system stability.

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Section F - Current Deployment and Performance
at the First Due Station Area

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First Due Station Area - This page contains a basic overview of the department and contains a map which shows the
organization’s boundaries, units based out of the station with full or cross staffing, and an overall station risk rating based upon risk, demand, and call concurrency.
3D Risk Assessment - Risk for each first due station area was evaluated by incident type (fire, EMS, hazmat, and technical rescue) and by demand, call concurrency, and risk; providing a comprehensive and visual way to ascertain the risk of certain incident types within the first due station areas. The 3D model graphically shows the event probability, the consequences to the community, and the impact on the District.

Temporal Analysis - This graph shows the frequency of
incidents within the first due station areas by hour of day and incident type, a very useful set of data when making
deployment decisions.

Concentration - This shows teh ability to assemble an
effective response force (ERF) within n 8-minute travel time if the first due areas.

First Due Station Area Analysis
Taking a more granular approach, each of WFD’s two stations received a comprehensive analysis including maps and data to highlight the planning zones, risk, and past performance on all types of emergency incidents. Below is a master legend to assist in navigating the large amount of analysis on the following pages.

The agency has identified the total response
time components for delivery of services in
each service program area and assessed
those services in each planning zone.

Core Competency 2C.7

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Station 1
Unit Identifier Unit Type
BC 4403 Battalion Chief
E4411 Engine
T4471 Ladder Truck
Station 1 staffs three primary units; Engine, Truck, and Battalion Chief. The first due station area has high risk level and is adjacent to Station 2.

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Historical Data Analysis - three years of data for WFD was evaluated for station 1, including number of incidents, number of unit responses, and baseline response times.

Station Level Analysis cont’d
Station 1 First Due Area Incidents by Call Category
Reporting Period
2018-19 2019-20 2020-21 All
EMS Total 2,337 2,450 2,646 7,433
Fire Total 1,058 962 1,204 3,224
Hazmat Total 37 40 42 119
Technical Rescue Total 17 21 13 51
Total 3,449 3,473 3,905 10,827
Average Calls per Day 9.4 9.5 10.7 9.9
YoY Growth N/A 0.7% 12.4% 6.6%
Unit ID
Reporting Period1
2018-19 2019-20 2020-21
B4403 376 405 524
E4411 2,952 2,829 2,926
E4413 570 322 397
T4470 383 654 136
T4471 811 689 1,246
Total 5,092 4,899 5,229
Average Responses per Day214.0 13.4 14.3
First Due Station 1:
1 st Arriving Baseline Performance
2018-19 to
2020-21
2018-19 2019-20 2020-21
2018-19 to 2020
-21
Benchmark
2018-19 to
2020-21
Compliance
Alarm Handling 3:38 3:54 3:30 3:25 3:14 86.2%
Turnout Time 2:28 2:37 2:28 2:16 2:12 84.7%
Travel
Time
Urban 5:52 5:46 5:52 5:58 5:51 89.9%
Rural N/A N/A N/A N/A N/A
Total
Response
Time
Urban
9:51 9:57 9:53 9:45
9:32 88.8%
n = 6,208 n = 1,959 n = 1,978 n = 2,271
Rural

N/A N/A N/A N/A
N/A

N/A N/A N/A N/A
Color coding legend: green fill = 90%; yellow fill = 70% to < 90%; red fill < 70% Page 137 of 613 Section F - Current Deployment and Performance
106
Temporal Analysis
Incident volume by time
of day and by type of
call shows Station 1’s
busiest times are from 9
am to 9 pm.

Station Level Analysis cont’d
Overall Hot Spot Map
Shows the most call volume is adjacent to the station and at the NW end of the first due area.

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Fire Hot Spot Map
Most of the call volume for fire related calls is in close proximity to Station 1.

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108
EMS Hot Spot Map
Shows the highest call volume for EMS related calls is surrounding the physical location of Station 1.

Calls spread out in an even fashion over the rest of the first due station area.

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HazMat Hot Spot Map
Like fire and EMS, the hazmat hot spot map for Station 31 shows the greatest call volume surrounding the station.

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110
Rescue Hot Spot Map
Other related calls appear in close proximity to Station , and a hot spot is located on the border of Station 2 to the Northwest.

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Mutual Aid Hot Spot Map
Considering Station 1, the highest concentration of Mutual/Automatic-Aid incidents that WFD provided occurred to the east northeast of the city boundary adjacent to Station 1s area.

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112
Effective Response Force Mapping
Over 90% of the City can achieve an assembly of nine personnel within an 8 minute travel time. Within Station 1’s area, the east to northeastern region is the most challenged.

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Station 2
Unit Identifier Unit Type
E4412 Engine
Station 2 staffs one primary unit, Engine, 4412. The first due station area has moderate risk level and is adjacent to Station 1.

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Section F - Current Deployment and Performance

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Section F - Current Deployment and Performance
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Station 2 First Due Area Historical Data Analysis
Station 2 First Due Area Incidents by Call Category
Reporting Period
2018-19 2019-20 2020-21 All
EMS Total 1,451 1,406 1,570 4,427
Fire Total 651 524 633 1,808
Hazmat Total 32 28 16 76
Technical Rescue Total 8 10 6 24
Total 2,142 1,968 2,225 6,335
Average Calls per Day 5.9 5.4 6.1 5.8
YoY Growth N/A -8.1% 13.1% 1.9%
Historical Data Analysis - three years of data for WFD was evaluated for Station 2, including number of incidents, number of unit responses, and baseline response times.

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116
Temporal Analysis
Incident volume by
time of day by type of
call shows Station 2’s
busiest times are from
8 am to 8 pm.

Overall Hot Spot Map
Two distinctive areas of call volume are occurring northeast of the station to the city border and west to southwest of the station.

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Fire Hot Spot Map– This map indicates a fairly even distribution of fire calls with most located Southwest of Station 2.

EMS Hot Spot Map– Indicates a reasonably even distribution of EMS calls with most located northeast of Station 2.

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118
Haz Mat Hot Spot Map– Haz Mat calls are located throughout the first due area. However, the call density is less than 3 calls for a hotspot.

Rescue Hot Spot Map– Indicates a distribution of Rescue calls throughout the first due area to south and west of the station. However, the call density for a hotspot is only a single incident.

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Mutual Aid Hot Spot Map
Considering Station 2, the highest concentration of Mutual/Automatic-Aid incidents that WFD provided occurred to the east, northeast, and north of the city boundary adjacent to Station 2s area.

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120
Effective Response Force Mapping
Over 90% of the City can achieve an assembly of nine personnel within an 8 minute travel time. Within Station 2’s area, the east to north and northeastern region is the most challenged.

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Section G - Evaluation of Current Deployment and Performance © Fitch and Associates, LLC 121
Section G - Evaluation of Current Deployment
and Performance
Baseline and Benchmark
Performance Gaps

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Section G - Evaluation of Current Deployment and Performance 122
Baseline and Benchmark Performance Gaps
Performance Gap Analysis
It is imperative that Department’s continuously evaluate their actual performance (baseline performance) versus their established goals (benchmark performance). This section takes a detailed look at the reasonableness of the gap between current and desired performance by station area.

Evaluation of Current Deployment and
Performance as it relates to Criterion 2D:

The agency has assessed and provided
evidence that its current deployment
methods for emergency services
appropriately address the risk in its service
area. Its response strategy has evolved to
ensure that its deployment practices have
maintained and/or made continuous improvements in the effectiveness, efficiency, and safety of its operations,
notwithstanding any external influences
beyond its control. The agency has
identified the impacts of these external
influences and communicates them to the
authority having jurisdiction.

First Due Station 1:
1 st Arriving Baseline Performance
2018-19
to 2020-
21 2018-19 2019-20 2020-21
2018-19 to
2020-21
Benchmark
2018-19 to
2020-21
Compliance
Alarm Handling 3:38 3:54 3:30 3:25 3:14 86.2%
Turnout Time 2:28 2:37 2:28 2:16 2:12 84.7%
Travel
Time
Urban 5:52 5:46 5:52 5:58 5:51 89.9%
Rural N/A N/A N/A N/A N/A
Total
Response
Time
Urban
9:51 9:57 9:53 9:45
9:32 88.8%
n = 6,208 n = 1,959 n = 1,978 n = 2,271
Rural

N/A N/A N/A N/A
N/A

N/A N/A N/A N/A
Color coding legend: green fill ≥ 90%; yellow fill ≥ 70% to < 90%; red fill < 70% Color coding legend: green fill ≥ 90%; yellow fill ≥ 70% to < 90%; red fill < 70% First Due Station 2:
1 st Arriving Baseline Performance
2018-19
to 2020-
21 2018-19 2019-20 2020-21
2018-19 to
2020-21
Benchmark
2018-19 to
2020-21
Compliance
Alarm Handling 3:22 3:32 3:11 3:21 3:14 88.9%
Turnout Time 2:23 2:34 2:19 2:19 2:12 86.3%
Travel
Time
Urban 6:20 6:24 6:20 6:16 5:51 85.7%
Rural N/A N/A N/A N/A N/A
Total
Response
Time
Urban
10:17 10:46 10:00 9:58
9:32 86.0%
n = 3,535 n = 1,157 n = 1,142 n = 1,236
Rural

N/A N/A N/A N/A
N/A

N/A N/A N/A N/A

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Section H - Plan for Maintaining and Improving Response Capabilities © Fitch and Associates, LLC 123
Section H - Plan for Maintaining and Improving
Response Capabilities
Planning Team
Continuous Improvement Plan
Annual Appraisal Process

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Performance Evaluation and Compliance Strategy
This SOC document is designed to guide the Department to continuously monitor performance, seek areas for improvement, and to clearly articulate service levels and performance to the community we have the privilege of serving. Therefore, the Fire Chief has established a Compliance Team to continuously monitor elements of this SOC and make recommendations for system adjustments or improvement quarterly.

Compliance Team and Responsibility
The Compliance Team will consist of the following Department members and will have the responsibility of continuously monitoring changes in risk, community service demands, and Department performance in each program area, fire department demand zone, and/ or risk category.

Chair - Fire Chief
Vice Chair - Deputy Chief of Operations
Member – Battalion Chief
Member – Labor Representative
Member – Senior Administrative Assistant
Performance Evaluation and Compliance Strategy
Fire Rescue will evaluate system performance by measuring first due unit performance at the 90th percentile quarterly and annually. In addition, the Department will evaluate first due performance by each individual fire GPZ and by program area. Measures for the ERF by each program area, fire GPZ, and risk category will be evaluated annually. Annual reviews will be conducted in January of each year regarding the previous year.

All response performance monitoring will exclusively evaluate emergency responses.

The Compliance Team will determine the strengths, weaknesses, opportunities, and threats of the system performance annually and make recommendations for system adjustments to the Fire Chief. Finally, Fire Rescue will annually update and evaluate the risk assessment matrices for relevancy and changes in community risk.

Ultimately, it is recommended that outcome measures are adopted and serve as the primary evaluation tool and that the traditional performance objectives and measures presented previously are utilized primarily as a management tool. In this manner, the Department will not be overly sensitized to incremental changes in performance criteria if the outcomes continue to be met.

Core Competency 2D.1
The agency has a documented and adopted
methodology for assessing performance
adequacy, consistency, reliability,
resiliency and opportunities for
improvement for the total response area.

Performance Indicator 2D.2
The agency continuously monitors,
assesses, and internally reports at least
quarterly, on the ability of the existing
delivery system to meet expected outcomes
and identifies and prioritizes remedial
actions.

The performance monitoring methodology
identifies, at least annually, future external
influences, altering conditions, growth and
development trends, and new or evolving
risks, for purposes of analyzing the balance of service capabilities with new conditions or demands.

Core Competency 2D.3

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Compliance Verification Reporting
The Compliance Team will communicate results of the period evaluations to the Fire Chief. The Fire Chief will disseminate the quarterly and annual results and any system adjustments in a timely manner so that both performance measurement and continuous improvement becomes part of the organization’s culture. All performance and risk measures will be reported through the Fire Chief to the Town Manager and the City Council and made available to the community annually.

Constant Improvement Strategy
The Department utilizes the following conceptual model to facilitate both compliance and continuous improvement.

The agency has systematically
developed a continuous improvement
plan that details actions to be taken
within an identified timeframe to
address existing gaps and variations.

Core Competency 2D.7
The agency has systematically developed a
continuous improvement plan that
details actions to be taken within an
identified timeframe to address existing gaps
and variations.

Performance Indicator 2D.8
Core Competency 2C.8
The agency has identified efforts to
maintain and improve its performance in
the delivery of its emergency services for
the past three (initial accreditation
agencies) to five (currently accredited agencies) immediately previous years.

On at least an annual basis, the agency
formally notifies the AHJ of any gaps in
current capabilities, capacity, and the level
of service provided within its delivery
system to mitigate the identified risks
within its service area, as
identified in its community risk
assessment/standards of cover.

Core Competency 2D.9
Performance Indicator 2D.10
The agency interacts with external
stakeholders and the AHJ at least once
every three years to determine the
stakeholders’ and AHJ’s expectations for
types and levels of services provided by the
agency.

Performance Indicator 2D.4
The performance monitoring methodology
supports the assessment of the efficiency
and effectiveness of each service program
at least annually in relation to industry
research.

Core Competency 2D.6
Performance gaps for the total response
area, such as inadequacies, inconsistencies,
and negative trends, are determined at
least annually.

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Observations
Recommendations
Section I - Observations and Recommendations

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Section I - Conclusion and Recommendations

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Establishing Benchmark Performance Objectives
The benchmarking and gap analyses completed within this SOC process served difficult to the relatively low call volumes over the four program areas and four risk levels. In other words, the sample sizes were unusable for establishing 90th percentile performance in a meaningful way stratified by risk level and program.

Therefore, in discussions with the department, the aggregate performance with a total population was utilized to establish usable baseline objectives and to create a 10% improvement for the benchmarking. A gap analysis of current aggregate performance and proposed benchmarking were provided in Section H.

Overall, the performance is within a reasonable goal that is achievable if desired. For example, the improvement of dispatch time and turnout time by 30 seconds to one minute would meet or exceed benchmarked performance.

Current Station Bleed Map for 6-Minute Travel Time – All Calls

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Section I - Conclusion and Recommendations

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Section I - Conclusion and Recommendations
© Fitch and Associates, LLC Page 164 of 613 132
Section I - Conclusion and Recommendations
133
Rank Station Station Capture Total Capture Percent Capture 1 WTS 1 6,718 6,718 34.68%
2 WTS 2 5,888 12,606 65.07%
3 27 3,440 16,046 82.82%
4 355 1,548 17,594 90.81%
Marginal Station Contribution for 4-Minute Travel Time – All Calls Current Station Bleed Map for 4-Minute Travel Time – All Calls Dispatch Time
NFPA standards that speak to dispatch time (1225/1710) continue to recommend a 60 second call processing time. However, in our experience best practice for call processing that includes a formal call triage process is 2-minutes or less at the 90th percentile. Therefore, opportunities may exist to partner with the 911 provider and explore solutions that may bring down the call processing time.

Turnout Time
NFPA standards that speak to dispatch time (1710) continue to recommend 60 seconds for EMS incidents and 80 seconds for fire, hazmat, and rescue incidents. Therefore, as previously described, opportunities exist that are within management control to improve turnout time with little to no-investment.. However, WFD does recognize that idiosyncrasies may exist that are influencing the results due to connectivity issues.. Therefore, the department is conducting further investigation prior to improvement efforts.

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Section I - Conclusion and Recommendations
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Section I - Conclusion and Recommendations

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Section I - Conclusion and Recommendations
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Section I - Conclusion and Recommendations

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Section I - Conclusion and Recommendations
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Section I - Conclusion and Recommendations

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Section I - Conclusion and Recommendations
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Section I - Conclusion and Recommendations
141
The available data set included five reporting periods of data, representing FY 2019 - 2021. From FY 2019 to FY 2021, calls for WFD services increased from 6,250 to 6,867, with an average growth rate of 4.9% per year.

The figure below depicts observed call volume during the last three-year reporting periods and various hypothetical growth scenarios for the next 20 years. These projections should be used with caution due to the variability in growth observed across prior calendar years. In all cases, data should be reviewed annually to ensure timely updates to projections and utilize a five-year rolling average.

A system of measures was created and offered for the City and Department’s consideration. The system of measures is intended to provide a framework of what should be measured, in what timelines, and will indicate in a structured format when reinvestment or alternative deployment strategies should be utilized.

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Section I - Conclusion and Recommendations
© Fitch and Associates, LLC 142
Commitment to Strategic Planning
The community risk assessment and standards of cover process is intended to develop a commitment to action through ongoing performance measurement, performance management, and transparent accountability. The development of a community driven strategic plan would assist the Department in refining key strategic initiatives and the associated accountability plan to ensure that goals and objectives were brought to fruition.

Therefore, it is recommended that the Department develop a community-driven strategic plan for the Department that is well-aligned with the City’s adopted strategic plan.

Recommendations and Observations:

1. The City could improve the total response time in most instances with an incremental improvement in crew turnout time that is more closely aligned with best practices.

2. The City is encouraged to work with the County 911 provider to explore opportunities to improve call processing time.

3. A three-station solution is not required unless there is a desire to improve response time to 5-minutes or less. Therefore, a 3rd station is more of a policy choice rather than an operational need and may not provide the desired return on investment.

4. The fire stations are strategically located and well-aligned with community demands for service.

5. The City could consider a cross-staffed quick response vehicle for Station 1 and EMS calls, although it would provide little fiscal or operational benefit.

6. The current workload provides considerable capacity to absorb more work as the call volume and development increases prior to the need to add resources specifically due to workload.

7. When it is time to reinvest in the department’s deployment, the City is encouraged to explore the utilization of peak-load units to garner the greatest return on investment.

8. The Department and City are encouraged to utilize the proposed systems of measures, or triggers, for ongoing performance management.

9. The Department is encouraged to develop a 3-to-5-year strategic plan that is well aligned with the City’s goals and objectives and department initiatives.

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COMMUNITY RISKASSESSMENT

AND STANDARDS OF COVER

04.12.22

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Why it’s needed.
● A Gap Analysis was conducted 2006.
● In 2019, The Public Safety Sales Tax
Measure (Measure Y) was adopted.
○ Established that the City must commission an
independent third-party fire facility and operational
needs assessment every 10 years.
● A Community Risk assessment is used
to update the Fire Department’s short
and long term facility and operational
needs.

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Request for Proposals
● A Request for Proposals was released on April 14, 2021, requestingthe following services; ○ 1 - General Summary of the Community Served
○ 2 - Analysis and Summary of the Services Provided by the WFD ○ 3 - Examine the Effectiveness of Inter-Jurisdictional Response ○ 4 - Analysis and Summary of the Community Risk
○ 5 - Review of Historical System Performance
○ 6 - Performance Objectives and Measures
○ 7 - Overview of Compliance Methodology
○ 8 - Evaluation, Conclusions and Recommendations to Policy Makers ● The City contracted with Fitch & Associates on July 14, 2021 ● Study was completed April 2022

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Fitch & Associates
Dr. Steven Knight, EFO - Project Manager

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COMMUNITY RISK

ASSESSMENT AND

STANDARDS OF COVER
City Council Presentation
4-12-2022

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STRUCTURE

AND FORMAT
Follows the rigor of the CFAI/CPSE International
Accreditation process
Format that includes the building blocks from the
accreditation documents to assist readers in identifying required elements
Executive Summary
SectionsA – I
Additional reports include
Comprehensive Quantitative Data
Report
Comprehensive GIS Report
Risk Assessment

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STANDARDS OF

COVER PROCESS
A fire Department’s Standards of Cover (SOC) document is defined by the Commission on Fire Accreditation International (CFAI) as the “adopted written policies and procedures that determine the distribution, concentration and reliability of fixed and mobile response forces for fire, emergency medical services, hazardous materials and other technical types of responses.” For the elected body and city administrators to have confidence that their Fire Department is meeting the needs of the community, a complete assessment of the risks must be honestly undertaken. Only after the application of a proven and consistent risk assessment model is made can a fire department develop an SOC performance contract.

It is the responsibility of department’s decision makers to provide an educated calculation of the expected risk, what resources are available to respond to that risk, and what outcomes can be expected. All of these factors play a role in providing the community’s emergency services. It is best practice that communities set response standards based on the identified risks within their jurisdictions. Fire departments that do not apply a valid risk assessment model to their community are not able to adequately educate their community leaders of their true needs.The application of a tested risk assessment model allows the fire department and elected officials to make educated decisions about the level of emergency service they desire.

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HIGH LEVEL DATA OVERVIEW

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Community Demand
2018-2021
• Call volume has increasedbetween
2018 and2021
• Average year over yeargrowth
through 2021 is4.9%
• National experience is between3%
and 7% in EMS growth
• Average call duration has remained
relatively consistent, but increased
by a fewminutes
• Average calls per day hasvaried
between 11.6 calls per dayand

12.7 calls perday
Reportin
g
Period1
Numbe
r of
Calls2
Number of
Response
s3
Average
Response
s per Call
Total
Busy
Hour
s
Response
s with
Time
Data4
Average Busy
Minutes per
Response
Average
Callsper
Day5
Average
Response
s per
Day5
2018-19 4,270 5,583 1.3 3,112.1 5,530 33.8 11.7 15.3
2019-20 4,242 5,299 1.2 3,123.7 5,271 35.6 11.6 14.5
2020-21 4,636 6,012 1.3 3,625.6 5,976 36.4 12.7 16.5

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Temporal Distribution
• The community demandis
at its peak between 9 am
and 9 pm
• Generally, there is an
average of 1.2 calls perhour
throughout the peak
periods
• EMS accountsfor most
unique calls perhour
• As high as 0.84 ofthe 1.2
6 0.5

0.4 0.4 0.3 0.3 0.4

0.5 0.7

0.8 0.9

1.0 1.0

1.0 1.1

1.2 1.1 1.1 1.1 1.1

1.0 0.9

0.8 0.7

0.6 0.0

0.5 1.0

1.5 Average Number of Calls per Day
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour ofDay
EMS Fire Other

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First Arriving Response
Time by WFD Units by
Station Area
• Commensurate service acrossthe
two stationareas
• Travel times varies by only 18
seconds between stationareas
• Citywide performance is6.1
minutes
• While turnout time is
approximately 1.0 minute longer
than optimal, the performanceis
relatively consistent across the
stations
7 Demand Zone
(First DueStation)
Dispatch
Time
(Minutes
)
Turnout
Time
(Minutes
)
Travel
Time
(Minutes
)
Response
Time
(Minutes
)
1 3.4 2.3 6.0 9.8
2 3.3 2.3 6.3 10.0
Total 3.4 2.3 6.1 9.8
10 9
8 7
6 5
4 3
2 1
0 11
1 Total
Time(Minutes)
2 Demand Zone
(First DueStation)
Dispatch Time Turnout Time TravelTime ResponseTime

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Station Reliability – First
Due Engines
• Reliability is a misleading measure for
Watsonville since there are EMSincidents
that occur that WFD does not respond to
by design. It artificially lowers the
measured reliability
• However, this analysis utilized theprogram
area and showed that the percentage of
reliability by program area was
approximately 88%
• Antiquated measure due to automatic
vehicle location (AVL) dispatching that
assigns the closest unitregardless ofthe
prescribed geographic legacyboundary
• AVLdispatching is considered a best
practice
Program
No Valid
WFD Unit
Dispatch
Valid
WFDUnit
Dispatch
TotalCalls
Percent
ValidUnit
Dispatch
EMS 553 4,080 4,633 88.1
Fire 266 1,880 2,146 87.6
Hazmat 1 66 67 98.5
Rescue 1 20 21 95.2
Total 821 6,046 6,867 88.0

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Simultaneous Events
• First Due StationAreas
• Station 1 has the highestrate
of simultaneous events at

15.2%
• Station 2 has asimultaneous
rate of 8.9%
• Overall, the rate of call
concurrency is less than 15%
and is reasonable toconsider
cross-staffing strategies
16 14
12 10
8 6
4 2
0 1 2
Percentage of OverlappedCalls
Demand Zone
(First DueStation)

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Unit HourUtilization
• Considering how much work is to much work
• Best practice is notto exceed 0.25 to 0.30-unit
hour utilization within a 24-hourshift
• The two primary engine resources function at
or below 0.10(10%)
• This equates to approximately 2.4 hours per
day on emergencyresponses
10 0.00

0.05 0.10

0.15 0.20

0.25 0.30
E4411 E4412 T4471 B4403 E4413 T4470 E4414 E4436
UtilizationRate
Unit
UH
U
IAF
F

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RISK ASSESSMENT
Comprehensive Detailed Process

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FireIncidents EMS Incidents

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GEOGRAPHIC
• Geographic planning zones
(GPZ’s) were adopted at the
existing station response areas.
• Once all first due stations were
assigned scores for all three
variables—average census
variables score or “Homogenized
Risk (R)” score,“Community
Demand (D)” score, and “Call
Concurrency (C)” score, the
values were placed into a formula
to yield a final risk score

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STATION LEVEL RISK

ASSESSMENT
Population density
Median household income
Unemploymentrate
Square miles
Median age
Percentage of homes greater than 50 years old
Call concurrency rate
Community demand (workload)

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Desired
Performance and
Station Locations • AllCalls

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CallDensity
Validates
Station
Locations
Overall, the station placement is
well aligned with the demandfor
services

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6-Minute TravelTime
• Two stations are required to continue to meet greaterthan 90% ofthe incidents within 6-minutes traveltime or less • Strategic move-up strategy can preserve performanceas system drawdownoccurs
17 Rank Station
Station
Captur
e
Total
Captur
e
Percent
Captur
e
1 WTS 1 11,687 11,687 60.32%
2 WTS 2 6,610 18,297 94.44%

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5-Minute TravelTime
• Two stations can meet approximately 83%of the
incidents within 5-minutes travel time orless
18 Rank Station Station
Captur
e
Total
Captur
e
Percent
Captur
e
1 WTS 1 8,836 8,836 45.61%
2 WTS 2 7,159 15,995 82.56%

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4-Minute TravelTime • Two stations can meet approximately 65% ofthe incidents within 4-minutes travel time orless
• NFPA1710
19 Rank Station
Station
Captur
e
Total
Captur
e
Percent
Captur
e
1 WTS 1 6,718 6,718 34.68%
2 WTS 2 5,888 12,606 65.07%

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Feasibility for
3rd Station –
Pilot Location

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6-Minute TravelTime
• Current configuration can meet approximately 94% ofthe incidents within 6-minutes travel time orless • A third station would increase coverage by approximately 5% • Much less return on investment than the current two stations • Ifthe goal is maintaining a 6-minute travel time (current performance) then a third station is not required 21 Rank Station
Station
Captur
e
Total
Captur
e
Percent
Captur
e
1 WTS 1 11,687 11,687 60.32%
2 WTS 2 6,610 18,297 94.44%
3 WTS 3 988 19,285 99.54%

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5-Minute TravelTime
• If the desired performance is a 5-minute travel time, then a threestation configuration would be required to cover atleast 90% ofthe incidents within the desiredtimeframe
• The third station would increase coverage by approximately 10% 22 Rank Station Station
Captur
e
Total
Captur
e
Percent
Captur
e
1 WTS 1 8,836 8,836 45.61%
2 WTS 2 7,159 15,995 82.56%
3 WTS 3 1,974 17,969 92.75%

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4-Minute TravelTime
• If the desired performance is a 4-minute travel time, then a three-station configuration would still not be able to cover atleast 90% of the incidents within the desiredtimeframe
• The third station would increase coverage by approximately 12% • Total coverage is approximately77%
23 Rank Station
Station
Captur
e
Total
Captur
e
Percent
Captur
e
1 WTS 1 6,718 6,718 34.68%
2 WTS 2 5,888 12,606 65.07%
3 WTS 3 2,382 14,988 77.36%

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CONTINUOUS IMPROVEMENT

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CONTINUOUS IMPROVEMENT

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High-Level
Summary
Observations andRecommendations
26

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Consideration of a Cross-staffedQRV
• Truck at Station 1 has a UHU of 0.05, or 5% which equates to approximately

1.2 hours per day out ofthe 24-hour period
• The call concurrency at Station 1 was approximately 15% • In 2020/2021 the Truck was first on-scene a total of 534 times • Therefore, at the current workload, utilization, and exposure for simultaneous events,it would be reasonable forthe City and Department to consider cross-staffing the Truck with a Quick Response Vehicle (QRV) for EMS relatedincidents
• Minimal decrease in operating costs, butincreased response time from utilizing the large fireapparatus

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Consideration
for a ThirdFire
Station
• All analyses demonstrate that the two-station
configuration is required to meet currentperformance
• 6-Minute TravelTime
• In other words,there are no duplicative efforts with two stations
• A three-station configuration does not provide the return on investment of a third station as overall performance would only improve by approximately 5% while greater
than 94% of the calls are already covered by the existing two firestations
• A three-station configuration would only be required to achieve a 5-minute traveltime
• It would require a four-station modelto achieve a 4-
minute travel time following NFPA1710

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Long-term
Sustainability
and Cost
Avoidance
• Current deploymentis well-aligned with the risk
and communitydemands
• Measures of system resiliency such as response
time by available vehicles, reliability, call
concurrency, and unit hourutilization demonstrate
that there is no specific need to reinvest in the
operational deployment for the foreseeablefuture
• Resources have capacity to absorb new work for
years prior toreinvestment
• Provides the city with a sustainable and predictable
future expenditures and costavoidance
• Ifreinvestmentis desired due to future workload,it
is recommended that peak load-unit coverage is
considered

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RECOMMENDATIONS AND

OBSERVATIONS
The City could improve the total
response time in most instances with
an incremental improvement in crew
turnout time that is more closely
aligned with best practices. It is
understood that connectivity issues
may be contributing to reported
turnout times.

The City is encouraged to work with
the County 911 to explore
opportunities to improve call
processing time.

A three-station solution is not
required unless there is a desire to
improve response time to 5-minutes
or less. Therefore, a 3rd station is
more of a policy choice rather than
an operational need and may not
provide the desired return on
investment.

The fire stations are strategically
located and well-aligned with the
measured risks and community
demands for service.

The City could consider a crossstaffed quick response vehicle for Station 1 for EMS calls, although it
would provide little fiscal or
operational benefit.

When it is time to reinvest in the
department’s deployment, the City is
encouraged to explore the
utilization of peak-load units to
garner the greatest return on
investment.

The Department and City are
encouraged to utilize the proposed
system or measures, ortriggers, for
ongoing performance management.

The Department is encouraged to
develop a 3 to 5-year strategic plan
that is well aligned with the City's
goals and objectives and department
initiatives.

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Questions?
Steven Knight,PhD

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Page 1 of 2 ends

4/6/2022 7:47:37 PM
C:\Program Files\eSCRIBE\TEMP\19473288926\19473288926,,,Sign Ordinance Study Session.docx Agenda Report
MEETING DATE: Tuesday, April 12, 2022
TO: City Council
FROM: COMMUNITY DEVELOPMENT DIRECTOR MERRIAM
SUBJECT: STUDY SESSION ON PROPOSED MODIFICATIONS TO
WATSONVILLE MUNICIPAL CODE CHAPTER 8-6 (SIGNS)
STATEMENT OF ISSUES:

There are many sections of the Sign Ordinance that have not been updated since 1967, even though there have been court rulings that require additional objectivity and First Amendment free speech allowances in sign regulations. As part of an ordinance update, staff will also review and make recommended changes to modify the way that sign applications are processed and permitted, design standards, and location of the sign ordinance in the Municipal Code.

RECOMMENDED ACTION:

Staff recommends that the City Council accept the report and direct staff to draft modifications to Chapter 8-6 (Signs) of the Watsonville Municipal Code which would come back to the City Council for approval at a later date.

DISCUSSION:

In conjunction with a review of the Watsonville Municipal Code, it was identified that the City’s sign ordinance has not been updated since 1967. Because it has been many years since the City has reviewed the existing sign ordinance, staff also proposes a thorough review of the entire ordinance to determine its efficiency, whether it conforms with the General Plan, what is and is not working, and what the community wishes to see in the regulation of signage in the City.

There are minor changes needed to ensure it conforms with the U.S. Supreme Court case of Reed v. Town of Gilbert on the regulation of signs, particularly regarding what is acceptable regarding the regulation of different types of signs. Essentially, a sign ordinance may violate the First Amendment if it regulates based on the content of the sign. A regulation "is content based if [it] applies to particular speech because of the topic discussed or the idea or message expressed." (Reed v Town of Gilbert (2015) 576 US 155 (finding that town's ordinance distinguishing between political, ideological, and temporary directional signs is content-based on its face and subject to strict scrutiny).) In other words, there cannot be different regulations for different types of signs, such as political signs, ideological signs or directional signs. The regulations should be limited to size, height, number, location, and physical attributes and should be content-neutral.

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4/6/2022 7:47:37 PM
C:\Program Files\eSCRIBE\TEMP\19473288926\19473288926,,,Sign Ordinance Study Session.docx While the current Watsonville Sign Ordinance does not call out content specifically, it does treat signs differently based on what kind of sign it is – e.g. political, directional or ideological. Staff is now requesting approval to update the Sign Ordinance to conform to the current applicable law.

The Sign Ordinance implements the City’s policies and objectives to maintain and improve the aesthetic environment of the City, so as to improve the quality of life and the economic value of the City. The proposed Sign Ordinance Update (Attachment 2) clarifies sign regulations to allow a more uniform treatment of different types of signs in the City.

Environmental Review:

This study session is not considered a project under the California Environmental Quality Act (CEQA). The proposed Sign Ordinance Update is categorically exempt from the provisions of the CEQA pursuant to Section 15305 of the State CEQA Guidelines, because it will result only in minor changes in land use limitations regarding when a permit is required to display a temporary sign as allowed by Class 5 (Minor Alterations in Land Use Limitations) of Section 15305 of CEQA.

STRATEGIC PLAN:

This study session and subsequent update to the Sign Ordinance follows Strategic Plan Goal 4, by supporting the business community in providing updated regulations for signage.

FINANCIAL IMPACT:

The cost for attorneys to update the Sign Ordinance will be approximately $10,000. This cost will be paid for from CDD revenues in excess of budget for FY 2022.

ALTERNATIVE ACTION:

City Council may choose:

1. To direct staff to undertake only those modifications to the Sign Ordinance necessary to comply with state law; or

2. The City Council may direct staff not to undertake any modifications to the Sign Ordinance, however this is not recommended, since there are sections of the Sign Ordinance that are not in compliance with state law.

ATTACHMENTS AND/OR REFERENCES (If any):

1. Current WMC Chapter 8-6 (Signs)

2. City of Watsonville Sign Ordinance Suggested Revisions

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Chapter 6
SIGNS*
Sections:

Article 1. General
8-6.101 Definitions.
8-6.102 Prohibited advertising: Signs painted on buildings. 8-6.103 Area of signs.
8-6.104 Height limitations.
8-6.105 Location limitations.
8-6.106 Clearance over utility lines.
8-6.107 Identification and information required to be posted on signs. 8-6.108 Design generally.
8-6.109 Obstructing doors, windows, and fire escapes prohibited. 8-6.110 Traffic hazards: Signs constituting prohibited. 8-6.111 Artificial lighting: Production of glare prohibited. 8-6.112 Obscene matter.
8-6.113 Maintenance generally.
8-6.114 Materials required in construction.
8-6.115 Nonstructural trim.
8-6.116 Vehicular signs restricted.
8-6.117 Nonconforming signs.
8-6.118 Subdivision signs.
8-6.119 Political signs.
8-6.120 Agricultural, commercial, and industrial districts. 8-6.121 Residential and professional districts.
8-6.122 Planned unit districts.
8-6.123 Off-site advertising signs: Use permits therefor. 8-6.124 Projecting signs: Over public rights-of-way.
8-6.125 Projecting signs: Thickness.
8-6.126 Projecting signs: Minimum clearance.
8-6.127 Projecting signs: Extension over curb lines.
8-6.128 Roof signs.
8-6.129 Combination, pole, and fin signs.

Attachment 1

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8-6.130 Wall Signs: Extension and projection.
8-6.131 Wall signs: Height.
8-6.132 Clock signs.

Article 2. Permits Required and Exemptions
Division A. Permanent Signs
8-6.201 Permits required.
8-6.202 Fees: Generally.
8-6.203 Applications: Information required.
8-6.204 Issuance.
8-6.205 Exemptions.

Division B. Temporary Signs
8-6.206 Temporary signs and issuance of permits therefor. 8-6.207 Time extensions.
8-6.208 Temporary or special sign permits for civic, merchant groups, and religious, charitable or educational groups: Conditions for issuance.

Division C. Inspections, Variances, Violations, Revocation, and Appeals 8-6.209 Inspections of premises and signs prior to and during erection. 8-6.210 Violations: Notice: Compliance.
8-6.211 Violations: Removal of signs for certain violations. 8-6.212 Violations: Power of removal by Building Official. 8-6.213 Violations: Costs of removal to be paid by owner: Disposition of signs removed by City.
8-6.214 Variances: Generally.
8-6.215 Variances: Conditions or circumstances under which allowed. 8-6.216 Variances: Revocation.
8-6.217 Appeals.

Article 3. Outdoor Advertising Structures Adjacent to Freeways 8-6.301 Outdoor advertising structures prohibited generally. 8-6.302 Removal of illegal advertising structures.

Attachment 1

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8-6.303 Certain advertising structures exempt from article.

Article 4. Sign Installations in Central Business District 8-6.401 Central Business District defined.
8-6.402 Type of signs permitted.
8-6.403 Approval and issuance.
8-6.404 Nonconforming signs.
* Sections 8-6.01 through 8-6.15, codified from Ordinance No. 433 N.C.S., repealed by Section 1, Ordinance No. 140 C-M, effective February 23, 1967.

Article 1. General
8-6.101 Definitions.
(a) “Architectural Review Committee” shall mean the committee appointed by the Planning Commission as prescribed in the zoning regulations of the City as they now exist or may hereafter be amended.
(b) “Building Official” shall mean the officer or chief building inspector charged with the administration and enforcement of appropriate provisions of this Code or his regularly authorized deputy.
(c) “Display surface” shall mean the area made available by the sign structure or building surface for the purpose of displaying the advertising message. (d) “Electric sign” shall mean any sign containing electric wiring, but not including signs illuminated by an exterior light source.
(e) “Freeway” shall mean any highway in respect to which the owners of abutting lands have no right to easement of access to or from their abutting lands or in respect to which such owners have only a limited or restricted right of easement of access and which is declared to be such in compliance with the Streets and Highways Code of the State.
(f) “Ground sign” shall mean a sign which is supported by one or more uprights, poles, or braces in or upon the ground or partially supported and attached to any building, other structure, or foundation on the ground.

Attachment 1

Page 3 of 29 ends

(g) “Incombustible material” shall mean any material which will nor ignite at or below a temperature of 1,200 degrees Fahrenheit during an exposure of five (5) minutes and which will not continue to burn or glow at that temperature. Tests shall be made as specified in the Uniform Building Code Standards.
(h) “Landscaped freeway” shall mean any freeway or section thereof which is now or hereafter may be improved on at least one side of the freeway right-of-way by the planting of lawns, trees, shrubs, flowers, or other ornamental vegetation requiring reasonable and continuing care, upkeep, and maintenance. (i) “Marquee” shall mean a permanent roofed structure, attached to and supported by the building and projecting over public property.
(j) “Nonstructural trim” shall mean the molding, battens, cappings, nailing strips, latticing, cutouts or letters, and walkways which are attached to the sign structure. (k) “Plastic materials” shall mean those made wholly or principally from a standardized plastics listed and described in the Uniform Building Code Standards. (l) “Projection” shall mean the distance by which a sign extends over public property or beyond the building line.
(m) “Projecting sign” shall mean a sign other than a wall sign which projects from and is supported by a wall of a building or structure.
(n) “Roof sign” shall mean a sign erected upon or above a roof or parapet of a building or structure.
(o) “Sign” shall mean any visual medium, except a temporary sign, including its structure and component parts, which is used or intended to be used to attract attention to the subject matter for advertising purposes and shall include any device erected or used for advertising purposes upon which any poster, bill, printing, painting, device, or other advertisement or identification of any kind whatsoever may be placed, posted, painted, fastened, or affixed, including any spectacle, display, or advertising statuary. (p) “Sign structure” shall mean the supports, uprights, braces, and framework of the sign.

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(q) “Temporary sign” shall mean and include any sign, banner, pennant, streamer, whirligig, valance, or advertising display constructed of cloth, canvas, light fabric, cardboard, wallboard, or other light materials, with or without frames and intended to be displayed for a limited period of time only.
(r) “Wall sign” shall mean any sign attached to or erected against the wall of a building or structure with the exposed face of such sign in a plane parallel to the plane of the wall.
(s) “Building sign” shall mean any sign attached to a building. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.102 Prohibited advertising: Signs painted on buildings.

No person shall mark, post, paste, paint, print, nail, tack, or otherwise fasten or leave a card, banner, pennant, handbill, sign, sticker, poster, or other commercial advertisement or commercial notice of any kind, or cause the same to be done, on any street, curb, sidewalk, alley, billboard, fence, post, tree, pole, hydrant, bridge, real property, personal property, or other structure within the City except as may be permitted by this Code; provided, however, notwithstanding the provisions of Section 8-6.120 of this Article, signs painted on the walls of industrial, agricultural, and manufacturing plants in the industrial, agricultural, and manufacturing districts of the City, identifying the owner or operator of any plant or the products sold, packed, distributed, or otherwise handled therein, shall be permitted without any limitations providing such sign is approved by the Community Development Department upon payment of such fee as may be charged for a permit for such sign, and provided, further, that the owner, tenant, or other installer of such wall sign furnishes the City with a written guarantee should the sign cease to comply with this Section, for any reason, such sign shall be removed within thirty (30) days thereafter.
(§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1 (b), Ord. 195 C-M, eff.

November 7, 1968, and § 1, Ord. 1046-98 C-M, eff. February 26, 1998) 8-6.103 Area of signs.

The area of a sign shall be calculated to include all lettering, wording, and any accompanying designs or symbols, together with any background of a different material or color than the remainder of the wall of the building to which it is affixed. Where the sign consists of individual letters or symbols, the area shall be considered to be that of Attachment 1

Page 5 of 29 ends

the smallest rectangle, circle, square, or triangle which can be drawn to encompass all of the letters or symbols.

For the purposes of this chapter, the advertising surface of one side of double-faced signs shall be used in determining sign areas.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.104 Height limitations.

No portion of any ground sign shall exceed a height of thirty-five (35') feet above the ground level.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.105 Location limitations.

Signs shall not extend over the street or other public rights-of-way except in those areas where the building setback line and property line are the same. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.106 Clearance over utility lines.

No permit for any sign shall be issued, and no sign shall be erected which has less horizontal or vertical clearance than required from overhead utility lines maintained under the regulation of General Order 95 of the Public Utilities Commission of the State, the rules prescribed by Section 385 of the Penal Code of the State, and the orders of the Division of Industrial Safety of the State and as they may hereafter be amended. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.107 Identification and information required to be posted on signs.

Every electrical sign hereafter erected shall have painted or labeled in a conspicuous place and in a permanent manner thereon, in letters readily visible and readable from the ground line, the date of erection and the permit number and voltage of any electrical apparatus used in connection therewith. In addition, any electrical sign or part thereof enclosed with glass, plastic, metal, or similar material shall bear a label of the Underwriters’ Laboratories, Inc., or equal.

Attachment 1

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Such sign identification may be placed on the sign structure, or on supports eight (8') feet to twelve (12') feet above the ground surface or as otherwise indicated by the Building Official.
(§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 1046-98 C-M, eff.

February 26, 1998)
8-6.108 Design generally.

Signs and sign structures shall be designed and constructed to resist wind and seismic forces as specified in the latest edition of the Uniform Building Code as adopted by the City. (Chapter 1 of Title 8 of this Code.) All bracing systems shall be designed and constructed to transfer lateral forces to the foundations. For signs on buildings, the dead and lateral loads shall be transmitted through the structural frame of the building to the ground in such a manner as not to over-stress any of the elements thereof.

Portable ground signs supported by frames or posts rigidly attached to the base shall be so proportioned that the weight and size of the base will be adequate to resist wind pressure of fifteen (15) pounds per square foot.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.109 Obstructing doors, windows, and fire escapes prohibited.

No sign or other advertising structure shall be erected, relocated, or maintained so as to prevent free ingress to or egress from any door, window, or fire escape.

No sign of any kind shall be attached to a standpipe or to a fire escape. No sign shall obstruct any window to such an extent that any light or ventilation is reduced to a point below that required by any law of the State or of the City. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.110 Traffic hazards: Signs constituting prohibited.

No sign provided for in this chapter shall be erected, maintained, used, displayed, or permitted when any of the following provisions are applicable thereto:
(a) When the location of any sign is such as to unreasonably interfere with traffic sight distances, nearby residences, or traffic flow;
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(b) When the illumination thereon is brilliant, scintillating, or flashing and is visible from any highway and so positioned as to blind or dazzle the vision of travelers on such highways;
(c) If visible from any highway and simulating any directional, warning, danger, or information sign otherwise permitted by law, or if likely to be mistaken for any such permitted sign, or if intended or likely to be construed as giving warning to traffic, such as by the of the words “stop”, “danger” or “slow down”; (d) If visible from any highway and displaying any red or blinking or intermittent light likely to be mistaken for a warning or danger signal; and (e) If within the public right-of-way of any street, alley, or highway. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1 (a), Ord. 195 C-M, eff.

November 7, 1968)
8-6.111 Artificial lighting: Production of glare prohibited.

It shall be unlawful for any person to maintain any sign or lighting which creates a glare nuisance to surrounding or adjacent private or public property. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.112 Obscene matter.

It shall be unlawful for any person to display upon any sign or other advertising structure any obscene, indecent, or immoral matter.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.113 Maintenance generally.

All signs, together with all of their supports, braces, guys, and anchors, shall be kept in a proper state of preservation. The display surface of all signs shall be kept neatly painted or posted at all times. There shall be no nails, tacks, or wires protruding from the sign or other advertising structure.

The surface of the ground under and about every freestanding sign shall be kept clean of weeds, rubbish, and flammable waste material.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
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8-6.114 Materials required in construction.

All signs shall be constructed of material meeting the requirements of this Code, except as provided in this section.

Nonelectrical, roof, wall, projecting, and marquee signs on marquees shall be constructed of incombustible material, or wood. No combustible materials other than approved plastics shall be used in the construction of electric signs. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 1046-98 C-M, eff.

February 26, 1998)
8-6.115 Nonstructural trim.

Nonstructural trim may be of wood, metal, approved plastics, or any combination thereof.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.116 Vehicular signs restricted.

No person shall park any vehicle on a street, which vehicle has attached thereto or suspended therefrom temporarily any commercial or advertising sign, except a sign painted directly upon or permanently affixed to the body or other integral part or fixture of the vehicle for permanent decoration, identification, or display, or attached to an integral part of the vehicle by magnet for such purpose. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1 (c), Ord. 195 C-M, eff.

November 7, 1968)
8-6.117 Nonconforming signs.
(a) Any premises, building, or structure with more than one permanent existing sign such that the combined sign surface area exceeds that specified in Sections 8-6.120, 8-

6.121, 8-6.122, and 8-6.123 of this article shall be deemed to have a nonconforming sign until a portion thereof is removed as designated by the Building Official, and the remaining sign surface area shall not exceed that specified in Sections 8-6.120, 8-

6.121, 8-6.122, and 8-6.123 of this article.
(b) Every sign which is lawfully in existence but which does not meet all the requirements of this chapter shall be considered to be a nonconforming sign. No Attachment 1

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nonconforming sign may be structurally altered, increased in area, or relocated unless it is made to comply with all the provisions of this chapter. (c) Every sign which does not conform with the provisions hereof shall be removed, altered, or replaced in order to conform within five (5) years from February 23, 1967. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.118 Subdivision signs.

On-site signs shall be permitted in subdivisions for the duration of such subdivision development. Signs shall be removed within thirty (30) days of completion. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.119 Political signs.

Signs of a political nature may be erected in conformity with this chapter in all zone districts. The maximum permissible sign area of any such political sign shall not exceed thirty-two (32) square feet.
(§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 988-95 C-M, eff.

December 7, 1995)
8-6.120 Agricultural, commercial, and industrial districts.

Any sign advertising the use of the premises upon which it is located or identifying such premises shall be permitted for each establishment in any agricultural, commercial, or industrial zone district when the same complies with the following conditions:
(a) The total aggregate area of all signs permitted on any building site or property shall not exceed the larger of the following:
(1) Two (2) square feet for each one foot of street frontage devoted to a business use. The total sign area shall not exceed 300 square feet by this method; (2) Three (3) square feet of sign area for each 100 square feet of building ground floor area devoted to business use. The total sign area shall not exceed 600 square feet by this method;
(3) Six (6) square feet of sign area for each 100 square feet of building ground floor area devoted to business use, if the building or parking contiguous to any Attachment 1

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such building abuts more than one public street, provided that not more than three (3) square feet of sign area for each 100 square feet of building ground floor area shall be erected facing any one of such public streets. The total sign area shall not exceed 900 square feet by this method; and
(4) Three-quarters ( 3/4) of a square foot of sign area for each 100 square feet devoted to business use of lot area devoted exclusively to such commercial or industrial land use. The total sign area shall not exceed 600 square feet by this method.
(b) In shopping centers, in addition to the above, one double-faced sign having an area not exceeding 200 square feet on any one face may be used where such sign is used to identify a group of five (5) or more stores located on a single plot of land containing at least the minimum off-street parking area prescribed by the zoning laws of the City.
(c) All building signs shall be confined to the advertisement of the business conducted, goods manufactured or produced, or services rendered on the property upon which such sign is displayed, and in the CC (Central Commercial) District shall be subject to the size requirements of the Downtown Signage Guidelines. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 1046-98 C-M, eff.

February 26, 1998)
8-6.121 Residential and professional districts.

Any sign advertising the use of the premises upon which it is located or identifying such premises where such premises are in any residential or professional zone district shall be permitted for each public or quasi-public use authorized pursuant to the provisions of the zoning regulations of the City when the same complies with the conditions set forth in subsections (a), (b), and (c) of Section 8-6.120 of this article.

Except as otherwise provided:
(a) The maximum permissible total sign area in a zone district permitting professional uses shall not exceed one and one-half (1 1/2) square feet in area per occupant per parcel of real property upon which such sign is located in a zone district permitting such professional uses. Signs identifying a professional building or a building in which professional uses are conducted shall pertain only to the premises upon which the Attachment 1

Page 11 of 29 ends

professional building use and identifying signs are located and shall not exceed ten (10) square feet in area.
(b) In a residential zone district or a zone district developed for residential use, signs shall pertain only to the sale, lease, or rental of the property upon which the sign is located, except in an apartment building a permanent wall sign not to exceed ten (10) square feet in area shall be permitted.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.122 Planned unit districts.

Unless otherwise provided in the resolution approving the particular planned unit development or a use permit issued in conjunction therewith, signs hereafter erected in planned unit zone districts shall be governed by the rules applicable to residential zone districts as set forth in Section 8-6.121 of this article. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.123 Off-site advertising signs: Use permits therefor. (a) Any sign not advertising the use of premises upon which it is located or identifying such premises, including a so-called outdoor advertising sign, may be erected and maintained only as follows:
(1) Located in agricultural, commercial, or industrial zone districts after first securing a use permit therefor;
(2) Any such sign exceeding 600 square feet and within 500 lineal feet of any other off-site advertising sign on the same side of the street shall not be erected without a special finding, in the final grant of the use permit, that gross inequities would exist should the application of such permit be denied; and (3) Off-site advertising shall be prohibited adjacent to any landscaped freeway as provided in Article 3 of this chapter.
(b) In order to grant any use permit herein prescribed, the findings of the public body granting the use permit shall be that there is good cause therefor and that no traffic, health, safety, or welfare hazard or menace would be caused or enhanced thereby.

Such conditions may be designated in connection with any use permit granted hereunder as is deemed necessary by the granting authority to secure the purposes of Attachment 1

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this chapter, and guarantees and evidence that such conditions will be complied with by the applicant may be required.
(c) The nature of the use permit and the procedure involved in applying for and obtaining the same shall be as is from time to time prescribed in the zoning regulations of the City.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.124 Projecting signs: Over public rights-of-way.

Projecting signs are permitted in the CC (Central Commercial) District pursuant to the Downtown Signage Guidelines. Projecting signs over public rights-of-way shall be permitted only where the building setback line and the property line are the same. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 1046-98 C-M, eff.

February 26, 1998)
8-6.125 Projecting signs: Thickness.

No projecting sign shall have a thickness greater than two (2') feet. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.126 Projecting signs: Minimum clearance.

No projecting sign shall have a clearance of less than eight (8') feet over public sidewalks nor less than fourteen (14') feet where it extends over any vehicular driveway or parking area. Any projecting sign attached and supported under marquees shall have a minimum clearance of eight (8') feet.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.127 Projecting signs: Extension over curb lines.

A projecting sign shall not extend nearer any curb line than two (2') feet. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.128 Roof signs.

Roof signs shall be thoroughly secured and anchored to the frame of the building over which they are constructed and erected and shall be designed in accordance with the requirements specified in Section 8-6.108 of this article.

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No roof sign shall be placed on the roof of any building or structure in such a manner as to prevent free passage from one part of such roof to any other part thereof or interfere with openings in such roof.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.129 Combination, pole, and fin signs.

Combination signs, pole signs, and fin signs shall be permitted where the building or structure is set back beyond the building setback line or otherwise occupies only a portion of the lot, and no such sign shall extend over the property line. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.130 Wall Signs: Extension and Projection.

No wall sign shall project beyond the ends or top of the wall to which it is attached.

No wall sign shall extend more than twenty (20") inches from the wall surface.

For dimensions of wall signs in the CC (Central Commercial) District refer to the Downtown Signage Guidelines.
(§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 1046-98 C-M, eff.

February 26, 1998)
8-6.131 Wall signs: Height.

Any wall sign erected over any public right-of-way shall have a minimum clearance of eight (8') feet, except that any wall sign which does not project more than three (3") inches may be located at any height over the sidewalk.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.132 Clock signs.

The location of any clock sign extending over a public right-of-way shall he approved by the Council.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
Article 2. Permits Required and Exemptions
Division A. Permanent Signs
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8-6.201 Permits required.

No sign shall be erected, reerected, constructed, altered, or maintained within the City except as provided by this chapter and until a sign permit for the same has been issued by the Building Official. A separate sign permit shall be required for each sign except that any number of temporary political signs may be issued on one sign permit. An electrical permit shall be required for any connection to an electrical sign. (§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.202 Fees: Generally.

With the exception of governmental signs, a fee for each sign permit shall be paid to the City according to the schedule adopted by resolution of the Council and at the rate provided for each classification shown therein.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.203 Applications: Information required.

Any application for a sign permit shall be made on forms provided by the Building Official and shall include the following information:
(a) The name, address, and telephone number of the applicant and owner of the sign; (b) The location or street address of the lot or building; (c) A true statement that consent of the owner and lessee of the premises upon which the sign is to be erected has been secured;
(d) Two (2) copies of the plans and specifications and construction details at a scale of not less than one-eighth (1/8") inch equals one foot; (e) One copy of accurate stress sheets and calculations, when deemed necessary by the Building Official, showing that the structure is designed for the loads required by this chapter and all other laws of the City;
(f) A true statement whether the application involves an electrical sign and, if so, whether the sign or any part thereof is to be enclosed with glass, plastic, metal, or similar material. If such sign is not so enclosed, it shall comply with the Electrical Code of the City; and
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(g) Any other information the Building Official may require to show full compliance with this chapter and any other applicable laws of the City. The Building Official may require photographs of the site and full information as to any and all signs already on the premises.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.204 Issuance.

It shall be the duty of the Building Official, upon the filing of an application for a sign permit, to investigate the same, and, if it shall appear that the proposed sign is in compliance with all the requirements of this chapter and of the Building Code, the Electrical Code, the zoning regulations, and all other applicable laws of the City, he shall issue the sign permit. If the work authorized has not been started within ninety (90) days after the date of issuance of such permit or a time extension obtained, such permit shall become null and void.
(§ 2, Ord. 140 C-M, eff. February 23, 1967)
8-6.205 Exemptions.

The provisions of this division shall not apply to any of the following signs:
(a) Governmental agency signs, traffic or municipal signs, legal notices, public utility signs, railroad crossing signs, and danger and emergency signs; (b) Temporary signs used exclusively for advertising the sale or lease of the premises on which such signs are located provided the area of such signs on such premises do not exceed sixteen (16) square feet where such premises are located in an agricultural, commercial, or industrial zone district and ten (10) square feet where such premises are located in any residentially zoned district;
(c) A temporary sign descriptive of a building under construction or proposed to be constructed and denoting the architect, engineer, or contractor when placed entirely upon private property; provided that no such sign for private construction which is in a residential district shall have an area in excess of thirty-two (32) square feet; and provided, further, that every such sign shall be removed immediately upon completion of the work;
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(d) Maintenance of a conforming sign by painting, repainting, or cleaning thereof shall not be considered an erection or alteration which requires a sign permit unless a structural change is made;
(e) Signs affixed to or painted upon public or private vehicles except as restricted in Section 8-6.116 of Article 1 of this chapter;
(f) Memorial signs or tablets erected by governmental or historical agencies or names of buildings and the date of erection when cut into a masonry surface or when constructed of incombustible materials and affixed flat against the wall of such building; (g) Signs used exclusively for regulating on-premise traffic and parking when such signs are less than twelve (12) square feet in area;
(h) Professional occupation signs denoting only the name and profession of an occupant in a commercial building or public institutional building when the area of such sign does not exceed one and one-half (1 1/2) square feet for each occupant therein; (i) Signs temporarily attached to or lettered on the exterior or interior of a store window provided that the aggregate area of such signs shall not exceed twenty-five (25%) percent of the total window area of such business establishment; (j) For exempt signs in the CC (Central Commercial District) refer to the Downtown Signage Guidelines; and
(k) Real Estate Signs. “For Rent,” “For Lease,” or “For Sale” signs located on real estate that conform to all of the following criteria:
(1) Size and Number. Real estate signs not exceeding the following sign area or number:
(i) For residential for sale, or rent properties, with less than four (4) units, one on-site “stake” real estate sign per street frontage not exceeding four (4) square feet per sign,
(ii) For residential for sale, or rent properties with four (4) or more units, one on-site real estate sign per street frontage not exceeding twenty-four (24) square feet per sign,
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(iii) For commercial or industrial properties, two (2) on-site real estate signs not exceeding thirty-two (32) square feet per sign, with back to back signs counting as one sign. Additionally, one thirty-two (32) square foot off-site sign is permitted provided it is located on private property and is within 500 feet of the real estate under contract.
(2) Location. Residential real estate signs on private property “For Sale,” “For Lease,” or “For Rent” under the following conditions:
(i) Not affixed to trees or shrubs on the property,
(ii) Not placed closer than three (3') feet to any property line, (iii) Not placed in a location that interferes with the traffic sight distance area, (iv) Not placed so any portion is more than seven (7') feet above the average ground level,
(v) Not placed on or above any on- or off-site fence or wall. (3) Location. Commercial real estate signs placed upon private property “For Sale,” “For Lease,” or “For Rent” with the following restrictions:
(i) Not affixed to trees or shrubs,
(ii) No tags, streamers, balloons, or other appurtenances added to the standard commercial real estate sign. Arrows may be incorporated into the design of the sign as long as arrows do not extend more than four (4") inches above or below the width of the sign,
(iii) On private property and only with permission of the property owner or tenant where the sign is placed. It is the obligation of the sales agent or seller to obtain permission of the property owner or tenant to place the sign, (iv) Not placed so as to interfere with the traffic sight distance area, (v) Not placed, used or maintained upon public property, including public vehicular or pedestrian rights-of-way,
Attachment 1

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(vi) Not on or within a median strip or center divider of a roadway, or on or within any other roadway island or a traffic sight distance area, (viii) Not within a five (5') foot radius of a fire hydrant, or mailbox. (l) Temporary “Open House” Signs. Temporary open house signs on real estate that conform to all of the following criteria:
(1) Size and Numbers. Temporary open house signs not exceeding the following sign area and number:
(i) One temporary open house sign on each street frontage of the property, (ii) Not exceeding four (4') feet in height,
(iii) A maximum of four (4) off-site signs per open house, with an aggregate total of five (5) signs, including one on-site sign,
(iv) Erected only while the property being shown is open to the public. (2) A temporary open house sign may be an A-frame, single or double-faced but is limited to six (6) square feet or less of sign area on each side. (3) A temporary open house sign may not be placed more than two (2) consecutive days.
(4) Location. Temporary open house signs placed upon private property “For Sale,” “For Lease,” or “For Rent” with the following restrictions:
(i) Not affixed to trees or shrubs,
(ii) No tags, streamers, balloons, or other appurtenances added to the standard real estate open house sign. Arrows may be incorporated into the design of the face of such sign but may not be added appurtenant to the sign, (iii) On private property and only with permission of the property owner or tenant where the sign is placed. It is the obligation of the sales agent or seller to obtain permission of the property owner or tenant to place the sign, (iv) Not closer than two (2') feet to any property line, Attachment 1

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(v) Not placed so as to interfere with the traffic sight distance area, (vi) Not placed, used or maintained upon public property, including public vehicular or pedestrian rights-of-way,
(vii) Not on or within a median strip or center divider of a roadway, or on or within any other roadway island or a traffic sight distance area, (viii) Not within a five (5') foot radius of a fire hydrant, or mailbox, (ix) Not on or above any on- or off-site fence or wall. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 1046-98 C-M, eff.

February 26, 1998, and § 1, Ord. 1219-07 (CM), eff. April 26, 2007) Division B. Temporary Signs
8-6.206 Temporary signs and issuance of permits therefor. (a) No temporary sign, as defined in this Code and subsection (q) of Section 8-6.101 of Article I of this chapter, shall be displayed, exhibited, or used for any commercial advertising purpose or for any other purpose whatsoever without a permit first being obtained for the display, exhibition, or use of any such temporary sign within the City. (b) Such permit shall be obtained by filing with the Planning Director an application therefor which shall be accompanied by the proposed design and location of such temporary sign, together with a sample of the material to be used in such sign. Upon receipt of such application by the Planning Director, he/she shall first determine whether or not such sign is hazardous to the safety of persons and property. Should the Planning Director find such sign proposal and design hazardous to the safety and lives of persons or the property of others, such application shall be denied. Should the Planning Director determine that no such hazard exists, he/she shall issue a permit based on the following guidelines:
(1) A business owner in the Commercial/Industrial Districts may install temporary signage for thirty (30) days in any calendar year.
(2) The sign may only advertise goods or materials associated with the business enterprise where it will be located. This does not preclude advertising of or for nonprofit organization events or public service announcements.

Attachment 1

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(3) A temporary sign permit fee, as may be prescribed from time to time by resolution of the Council, shall be paid each time the business owner displays a temporary sign.
(4) One sign is allowed for every 100 feet of street frontage. For a business located on a corner, both frontages may be used to calculate allowed signage. (5) The sign may not be larger than thirty (30) square feet. If the above paragraph allows more than one sign, they can be separate signs, or one larger single sign; however, no single sign may be larger than fifty (50) square feet by this method.
(6) Any sign which has a structural component such that it requires a Building Permit, shall not be considered a temporary sign, and will be permitted only under the regulations for a permanent sign, Section 8-6.201.
(7) The following temporary signs are not permitted:
(i) Balloons, any size blow up balloon or inflatable device, except as part of a bona fide commercial advertising event and then only when such has received a valid entertainment and/or amplified permits from the City; (ii) Sandwich board/A-Frame signs (except temporary open house signs placed in accordance with Section 8-6.205(l);
(iii) Pennants.
(8) The provisions of the division shall not apply to any of the following signs:
(i) Governmental agency signs;
(ii) Traffic or municipal signs;
(iii) Legal notices;
(iv) Public utility signs;
(v) Railroad crossing signs;
(vi) Danger and emergency signs;
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(vii) Real estate signs;
(viii) California State Lottery signs;
(ix) Official smog testing signs;
(x) Price, year, model signs on cars offered for sale on a permitted auto sales lot;
(xi) Political signs; and
(xii) Pennants on auto sales lots.
(c) In no event shall any temporary sign as defined in subsection (q) of Section 8-

6.101 of Article 1 of this Chapter, be permitted which sign is intended or proposed to be hung, draped, stretched or extended over, upon, into, or across any street, road or alley or any portion thereof within the City except as is otherwise provided in Section 8-6.208 of this Article, or as may be allowed under the Downtown Signage Guidelines for temporary signs in the CC (Central Commercial) District. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1 (d), Ord. 195 C-M, eff.

November 7, 1968, § 1, Ord. 216 C-M, eff. January 22, 1970, § 1, Ord. 988-95 C-M, eff.

December 7, 1995, § 1, Ord. 1046-98 C-M, eff. February 26, 1998, and § 1, Ord. 1219- 07 (CM), eff. April 26, 2007)
8-6.207 Time extensions.

Nothing herein shall prohibit the extension of time for the use, exhibiting, or display of temporary signs as granted hereunder provided prior to the expiration of the initial permit an application for renewal or extension thereof is made by the permittee. Such application shall be reviewed as provided in Section 8-6.206 of this Article by the Community Development Department. No extensions of time or renewals may be allowed except for such period as in the discretion of the Community Development Department is reasonable upon written application and shall be upon such conditions specified by said Department.
(§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1 (e), Ord. 195 C-M, eff.

November 7, 1968, and § 1, Ord. 1046-98 C-M, eff. February 26, 1998) Attachment 1

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8-6.208 Temporary or special sign permits for civic, merchant groups, and religious, charitable or educational groups: Conditions for issuance.

In no case shall temporary or special sign permits be granted without compliance with the provisions of this section.

No temporary or special sign permit shall be granted without payment of the application and permit fee established by resolution of the City Council.

Notwithstanding any other provision of this chapter, temporary or special sign permits may be granted to the City Manager or his/her designee to civic, merchant groups or organizations and religious, charitable or educational groups or organizations upon compliance with the provisions of this section, including but not limited to, hanging, draping, stretching, suspending or extending over, into, upon or across, any street, road, or alley or other public way within the City, as follows:
(a) During the period within which the County Fair shall be conducted each year; (b) During the Christmas holiday season in any year; and (c) For an event of specific economic, cultural or educational benefit to the City or its residents.

No permit shall be granted for the temporary placement or use of temporary signs, as defined in this chapter, in any municipal park, playground, or plaza within the City. This does not apply to any government sponsored or sanctioned event. All temporary signs, as permitted by this section shall be at least eighteen (18) feet above the street pavement at its closest point and shall be erected or installed and removed under the supervision of the Director of Public Works and Utilities and/or Director of Parks and Recreation and under conditions as the City Manager may designate. (§ 2, Ord. 140 C-M, eff. February 23, 1967, as amended by § 1, Ord. 216 C-M, eff.

January 22, 1970, § 1, Ord. 744-87 C-M, eff. June 25, 1987, § 1, Ord. 937-94 C-M, eff.

February 10, 1994, and § 1, Ord. 988-95 C-M, eff. December 7, 1995) Division C. Inspections, Variances, Violations, Revocation, and Appeals 8-6.209 Inspections of premises and signs prior to and during erection.

Attachment 1

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Watsonville City CouncilApril 12, 2022

Watsonville City Council
April 12, 2022