Arroyo Grande City Council
May 26, 2026

Item 11.a.

City Council
Five Cities Fire Authority Community Risk Assessment / Standards of Cover Presentation
May 26, 2026

On July 15, 2024, the FCFA Board approved the Request for Proposals for circulation to thirdparty consulting firms for the Community Risk Assessment/Standards of Cover/Strategic Plan process. On October 21, 2024, the FCFA Board authorized an agreement with AP Triton to conduct this process and authorized the Fire Chief to execute the contract on behalf of the FCFA.

Standards of Cover (SOC) is a common assessment tool used by an emergency services agency to provide a rational and systemic way of looking at the basic service levels provided. The purpose of an SOC is to provide a system that will assist with:
 Assessing community fire and non-fire risk
 Defining baseline and benchmark emergency response performance standards  Assessing current and future station locations
 Identify apparatus and staffing patterns
 Evaluating workload and ideal unit utilization
 Measuring service delivery performance
 Supporting strategic planning and policy development related to resource allocation The Community Risk Assessment and Standards of Cover process began in early 2025 with a scope of evaluating FCFA's operational capabilities, financial health, service delivery performance, and community risk profile. This process involved extensive review of documents and reports from both FCFA and member agencies and relevant county and state agencies along with interviews of internal and external stakeholders. These interviews aimed to better understand issues, concerns, and options regarding the emergency service delivery system, opportunities for shared services, and community members' expectations. In addition to this research, AP Triton applied its extensive experience conducting this work in numerous jurisdictions to develop a report that would provide a long-term roadmap for FCFA to meet evolving community needs.

The Community Risk Assessment and Standards of Cover Deployment Analysis report is shown as Attachment 1. The report is comprehensive with extensive background information and evaluation of current services. Overall, the analysis reveals a well-managed organization facing increasing service demands driven by population growth and aging demographics. Medical emergencies comprise most responses reflecting national trends, and there is strong interjurisdictional cooperation through automatic and mutual aid agreements. Key challenges include rising call volume, concurrent incident demands, performance gaps in meeting response time benchmarks, and the transition to a contract-based model for Oceano service delivery. The report indicates that strategic investments in staffing, equipment, facilities, and technology will be critical to maintaining service quality and meeting community expectations for emergency response.

The report’s findings and recommendations begin on page 206. The 13 recommendations are listed below as identified in the report with further detail and estimated costs shown in the report:

1. Incorporate an inflationary adjustment clause into the resolution adopting the fee schedule, allowing the board to annually adjust fees through a subsequent resolution.

2. Establish a capital asset replacement fund and funding strategy.

3. Conduct an annual actuarial update of the respective share of FCFA’s pensionable balance and develop a funding plan.

4. Develop a schedule to inspect all commercial occupancies.

Item 11.a.

City Council
Five Cities Fire Authority Community Risk Assessment / Standards of Cover Presentation
May 26, 2026

5. Inspect and issue operational permits.

6. Hire a Fire Marshal.

7. Develop a quality improvement/quality assurance (QI/QA) plan.

8. Conduct a detailed feasibility assessment of converting to an ALS first responder service.

9. Maintain a minimum of 3 companies staffed with three responders.

10. Evaluate the best location to support the western and southern sections of the jurisdiction.

11. Work with regional partners to develop a regional training program.

12. Adopt and periodically report response service standards and goals.

13. Ensure automatic and mutual aid responses continue to support all agencies' response requirements.

Staff would note that some of the recommendations are similar to the 2023 Baker Tilly study, including hiring a full-time fire marshal and having 3-0 staffing for engine companies, along with new items such as inspection of all commercial occupancies and evaluation of options for a future additional station. Many of these recommendations have a significant fiscal impact, which FCFA is not in a position to advance at this time given the current financial condition of the member agencies, both of which are projecting relatively flat budgets in the near term. However, the Community Risk Assessment and Standards of Cover provide an important roadmap for future improvements for FCFA to address community needs as part of upcoming budget cycles.

The Community Risk Assessment and Standards of Cover Deployment Analysis was presented to the FCFA Board on April 20, 2026. During the Board’s discussion, the Board requested that similar presentations be made to the City Councils for both member agencies to ensure that all Council Members are aware of the report and the recommendations and have an opportunity to provide input and comments. Prior to tonight’s presentation, the Grover Beach City Council received the presentation on May 11, 2026.

The Council’s input and comments on the report will assist in the development of a five-year strategic plan, which is the next task to be completed by the consultants as part of this work effort.

A draft of this strategic plan will be presented at the July 20, 2026, FCFA Board meeting with a final version submitted for approval to the FCFA Board in the fall. Staff would defer to the Council’s representatives on the FCFA Board (Board Vice Chair Maraviglia and Board Member Ray Russom) to share further information on the report and review process.

ALTERNATIVES:

1. Receive presentation on Community Risk Assessment and Standards of Cover Development Analysis and provide input and direction to staff; or

2. Provide other direction to staff.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Item 11.a.

City Council
Five Cities Fire Authority Community Risk Assessment / Standards of Cover Presentation
May 26, 2026

ATTACHMENTS:

1. Five Cities Fire Authority Community Risk Assessment & Standards of Cover Deployment Analysis

Five Cities Fire Authority
Arroyo Grande, California
Community Risk Assessment &
Standards of Cover
Deployment Analysis
January 2026
ATTACHMENT 1

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority i

CONTENTS
Contents ..........................................................................................................................................................i Acknowledgments ........................................................................................................................................ ii Executive Summary ...................................................................................................................................... iii SECTION I: EVALUATION OF CURRENT CONDITIONS ................................................................................... 1 Organization Overview .................................................................................................................................2 Financial Overview ........................................................................................................................................7 Description & Review of Services Provided ............................................................................................. 13 Staffing & Personnel.................................................................................................................................... 31 Capital Facilities & Equipment .................................................................................................................. 39 SECTION II: COMMUNITY RISK ASSESSMENT................................................................................................ 48 Community Overview ................................................................................................................................ 49 All-Hazards Community Risk Assessment.................................................................................................. 61 Critical Infrastructure .................................................................................................................................. 76 Physical Assets Protected .......................................................................................................................... 89 Comparison of Fire Risks in Other Communities.................................................................................... 101 Risk Classification ...................................................................................................................................... 103 SECTION III: STANDARDS OF COVER.......................................................................................................... 113 Service Delivery & Performance ............................................................................................................. 114 Service Demand ....................................................................................................................................... 118 Performance Review................................................................................................................................ 139 Population Growth & Service Demand Projections ............................................................................. 163 Effectiveness of Inter-jurisdictional Response ........................................................................................ 167 Performance Objectives & Measures .................................................................................................... 178 Overview of Compliance Methodology ............................................................................................... 192 SECTION IV: FINDINGS & RECOMMENDATIONS........................................................................................ 206 Overall Findings & Observations ............................................................................................................. 207 Strategies & Recommendations............................................................................................................. 212 SECTION V: APPENDICES ............................................................................................................................ 223 Appendix A: Stakeholder Interviews ...................................................................................................... 224 Appendix B: Risk Classification ................................................................................................................ 235 Appendix C: Table of Figures .................................................................................................................. 239

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority ii

ACKNOWLEDGMENTS
AP Triton, LLC would like to extend its sincere appreciation to each individual whose contributions and assistance made this project possible.

Five Cities Fire Authority
Carren Ray Russom
Mayor
City of Arroyo Grande, CA
Kassi Dee
Mayor
City of Grover Beach, CA
Jamie Maraviglia
Council Member
City of Arroyo Grande, CA
Clint Weirick
Council Member
City of Grover Beach, CA
Matt Downing
Executive Manager
City of Arroyo Grande, CA
Matt Bronson
Executive Manager
City of Grover Beach, CA
Scott Hallett
Fire Chief
Tricia Meyers
Operations Manager
Craig Angello
Battalion Chief
Ryan Bird
Battalion Chief
Brian Salce
Battalion Chief
PJ Ferguson
Captain
Nicole Valentine
Director of Administrative Services
City of Arroyo Grande, CA
Steven Hensley
Firefighter
Brooke Johnson
Data Analyst
Cal Fire, SLO Unit ECC
Special Thanks To:

The Five Cities Fire Authority Professional Firefighters Association, IAFF Local 4403 &
The City Governments, Chief Officers, Captains, Firefighters, and support staff who serve the district's citizens and visitors daily.

Our sincere appreciation is extended to each of you.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority iii

EXECUTIVE SUMMARY
The Five Cities Fire Authority (FCFA) Community Risk Assessment and Standards of Cover document provides a comprehensive analysis of fire protection and emergency medical services for the cities of Arroyo Grande and Grover Beach, as well as the Oceano Community Services District. Established in 2010 through a joint powers agreement, FCFA serves approximately 37,000 residents across a 10-square-mile service area from two strategically located fire stations.

This assessment evaluates FCFA's operational capabilities, financial health, service delivery performance, and community risk profile. The analysis reveals a well-managed organization facing increasing service demands driven by population growth and aging demographics. Medical emergencies constitute nearly 60% of all responses, reflecting national trends in emergency services. The authority demonstrates strong inter-jurisdictional cooperation through automatic and mutual aid agreements with neighboring agencies.

Key challenges identified include rising call volumes (31% increase from 2019 to 2024), concurrent incident demands that strain resources, performance gaps in meeting national response-time benchmarks, and the recent transition of Oceano service delivery from a direct partnership to a contract-based model. The report provides detailed risk classifications across fire, EMS, technical rescue, hazardous materials, and wildland fire scenarios, establishing a framework for resource deployment and staffing recommendations.

Looking ahead, FCFA projects continued population growth and corresponding increases in service demand through 2032. The organization must balance operational excellence with fiscal sustainability while adapting to evolving community needs. Strategic investments in staffing, equipment, facilities, and technology will be critical to maintaining service quality and meeting community expectations for emergency response.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 1 SECTION I:

Evaluation of
Current Conditions

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 2 ORGANIZATION OVERVIEW
General Description
Five Cities Fire Authority (FCFA, the Authority) provides essential fire protection and emergency services to the cities of Arroyo Grande and Grover Beach, and the Oceano Community Services District in California. Established in 2010 through the consolidation of individual fire departments from these areas, FCFA is committed to mitigating threats to life, property, and the environment, while also fostering community engagement and preparedness. Operating out of two stations, it serves a 9.3-square-mile area with approximately 38,000 residents, primarily characterized as suburban.

Figure 1: Study Area Map

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 3 The Arroyo Grande city area is 5.45 square miles. The City's population is 17,876. The City of Arroyo Grande is a general law city with a Council-Manager form of government. Under this form of government, the City Council serves as the policy-making body, and the City Manager is responsible for implementing the Council's policies and directives.

The Grover Beach city area is 2.31 square miles. The City's population is 13,459. The City of Grover Beach is a general law city governed by a Council-Manager form of government.

The Oceano Community Services District (Oceano CSD, OCSD) area is 1.55 square miles of land and 0.02 square miles of water. The OCSD is a multi-service special district that serves approximately 7,600 residents and businesses in the unincorporated communities of Oceano and Halcyon. The District is governed by a 5-member Board of Directors, who are elected. The Board of Directors appoints a General Manager.

Pismo State Beach and Oceano Dunes State Recreation Area lie west of the City of Grover Beach and Oceano CSD, which is overseen by the California Department of Parks and Recreation. The area to the east and south of the OCSD consists of the Arroyo Grande Creek flood plain. It is also referred to as the Cienega Valley. Oceano County Airport is a public airport located one mile west of Oceano's central business district. The airport, primarily used for general aviation, offers only non-commercial flights. The airport spans 58 acres and features a single runway and no control tower.

In 2004, the cities of Arroyo Grande and Grover Beach jointly entered into an agreement to share one fire chief and training officer. Over the next several years, this agreement expanded to include equipment sharing, consolidation of the reserve firefighter program, and the introduction of "boundary drops," whereby the nearest fire resource would respond to a 9-1-1 call regardless of community boundaries. In 2008, the Oceano Community Services District joined this partnership. On July 9, 2010, a comprehensive consolidation study of the fire department was conducted, resulting in the establishment of the Five Cities Fire Authority. It was established under the joint powers authority, as outlined in California Government Code Sections 6500 et seq., to enhance service levels for citizens and visitors, ensure consistent and professional training standards, and improve operational efficiencies.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 4 In both 2020 and 2022, voters in OCSD rejected a proposed flat parcel tax of $180 per year to support FCFA emergency services in Oceano. As a result, on March 7, 2024, the OCSD opted to withdraw from the joint powers agreement. On January 1, 2025, San Luis Obispo County assumed responsibility for fire protection in the Oceano area. OCSD was required to transfer property tax revenue, impact fees, rent revenue, and additional general fund revenue to the County. The County opted to contract through an intergovernmental transfer agreement with FCFA to provide fire protection and emergency services from the Grover Beach and Arroyo Grande fire stations.

Governance & Lines of Authority
FCFA is governed by a four-member Fire Board of Directors. This board is made up of two elected officials from each participating city's council. Each member represents their respective city or community, and each has an equal vote regarding matters of the Board, such as the budget, agreements, or other legal issues. The Board also provides direction to the Executive Managers and Fire Chief regarding FCFA.

The Fire Chief serves as the Executive Officer for FCFA, reporting to the Board of Directors through the Executive Team. The Administrative Services Director for the City of Arroyo Grande serves as the FCFA Treasurer, and the Administrative Assistant for the Five Cities Fire Authority serves as the Board's Secretary/Clerk.

The Fire Chief consults with the Executive Team, comprised of the city managers from Arroyo Grande and Grover Beach, to discuss matters relevant to the communities and FCFA. The managers may then make recommendations to their council/board members based on the issues discussed.

FCFA's mission is to mitigate threats to life, property, and the environment, while also fostering community engagement and preparedness. FCFA ensures efficient and professional emergency services through the operation and staffing of two fire stations.

Station 1—140 Traffic Way, Arroyo Grande, CA 93420
Station 2—701 Rockaway Avenue, Grover Beach, CA 93433
Station 3—1655 Front Street, Oceano, CA 93445 [CLOSED 07/01/2023] Station 1 houses the FCFA's administrative offices.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 5 Fire Department Organizational Structure
Figure 2: Organizational Chart
As shown in the preceding figure, the Fire Chief supervises the daily administration, operations, and fire prevention branches of FCFA.

FCFA currently has 29 full-time positions and 2 part-time positions. Department personnel include a fire chief, three battalion chiefs, nine captains, nine engineers, six full-time firefighters, one full-time administrative secretary, and one part-time office assistant. A reserve/volunteer captain provides radio programming services. At a minimum, three personnel are on duty daily at each station in Arroyo Grande and Grover Beach, with an additional two-person company typically assigned to Station 1. Due to the replacement of the Traffic Way bridge over Arroyo Grande Creek, the two-person company was temporarily relocated to Station 2. FCFA operates on a three-shift system, with a 48-hour duty and 96-hour off-duty rotation.

Not depicted is the part-time radio communications technician Board of Directors Legal Counsel
Executive Team
(City Mangers)
Fire Chief
Engineer (3) Engineer (3)
Captain (3) Captain (3)
A Shift B Shift
Battalion Chief Battalion Chief
Firefighter (2) Firefighter (2)
Office Assistant II (PT) Administrative Operations
Manager (Clerk of Board)
Captain (3)
Engineer (3)
Firefighter (2)
Administrative Services Director
(Treasurer)
C Shift
Battalion Chief Page 197 of 466
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 6 FCFA is equipped to handle moderate-risk fires with the on-duty forces but relies on mutual aid and automatic aid for additional staffing on significant fires or emergencies. Automatic aid is provided to FCFA by the two City of Pismo Beach fire stations on Bello Street and Shell Beach Road, and County Fire Station 72 on Highway 1. The next closest mutual aid fire stations are CAL FIRE Station 70 in Nipomo and County Fire Station 62 in Avila Valley. Both Nipomo and Avila Valley area stations have an approximate 15-minute drive time to Oceano.

In 2021, FCFA was assigned a Public Protection Classification (PPC) grade of Class 2 by the Insurance Services Office (ISO). Class 1 is the highest grade, and 10 is the lowest.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 7 FINANCIAL OVERVIEW
Five Cities Fire Authority was formally established on July 9, 2010, serving the cities of Arroyo Grande and Grover Beach, as well as the OCSD. However, due to fiscal challenges and failed attempts at revenue measures, OCSD voluntarily exited the FCFA agreement in June 2023, as it was unable to meet its contribution obligations. On June 13, 2023, a successor agreement between the cities of Arroyo Grande and Grover Beach was approved.

The Authority prepares a biennial operating budget based on a fiscal year from July to June. FCFA updates the revenue projections and changes to the financial plan for the second year during the mid-cycle review.

FCFA employees are employed by the City of Arroyo Grande and assigned to the Authority. They are covered under Arroyo Grande’s CalPERS contract, and each member agency is responsible for its share of CalPERS liability upon its withdrawal from the Authority.

FCFA contracts with the City of Arroyo Grande to provide financial and information technology services to the Authority. The Authority utilizes fire stations, facilities, and equipment owned by its member agencies but does not assume ownership; these assets remain the property of the respective member agency. The member agency is responsible for maintaining, replacing, and improving the assets. Operating and capital improvement costs are allocated among the member agencies in accordance with the cost-sharing formula (net of any service reimbursement).

Financial Analysis
Given the Authority's size, FCFA's financial data is relatively straightforward. Approximately 93% of FCFA's revenues come from member agencies and the OCSD contract, based on Proposed Budget for Fiscal Year 2025-26, Arroyo Grande accounts for 43% of the total revenues, followed by Grover Beach's contribution of 31% and OCSD's contract of 19%.

Strike team reimbursements, inspections fees, and other miscellaneous revenues make up the remaining 7%. The exit of OCSD from the FCFA, even with a proposed agreement for the FCFA to provide fire and emergency services to Oceano, still creates some uncertainty and challenges to the long-term financial sustainability of the Authority.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 8 On the expenditure side, FCFA's primary costs are employee salaries and benefits, which account for approximately 77% of the budget. This is common for most public safety agencies. The increase in wages and benefits reflects salary adjustments resulting from a 2023 compensation survey conducted in conjunction with an amended Memorandum of Understanding (MOU). The survey revealed that all FCFA positions fell below the median compared to those of neighboring agencies. FCFA implemented a one-time equity adjustment of 10% for fire captains, 15% for fire engineers, and 20% for firefighters effective October 2023, which resulted in a cost increase of approximately $527,600 for Fiscal Year 2023–24. The successor MOU also includes a 3% salary increase for fiscal years 2024–25, 2025–26, and 2026–27. Additionally, FCFA faces a significant increase in retirement costs, with an over 44% rise from Fiscal Year 2023–24 compared to the Proposed Budget for Fiscal Year 2025–26. This increase is a combination of salary and CalPERS rate increases.

Employees hired before January 1, 2013, are in the Classic Pension plan (3% at age 55), while those hired after January 1, 2013, fall under the Public Employees' Pension Reform Act of 2013 (PEPRA) pension plan (2.7% at age 57). Furthermore, vehicle maintenance costs have more than doubled compared to Fiscal Year 2023–24, based on actuals from Fiscal Year 2018-19, due to the aging of the apparatus and vehicles.

The Authority's fund balance started a downward trend in Fiscal Year 2023–24 because revenues were insufficient to offset expenditures. The FCFA is projected to have an operating deficit for the current fiscal year and the next two fiscal years. Fiscal Year 2026– 27 fund balance is projected at 9.35% of the budget, slightly below the Authority's goal of 10%.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 9 The following figure illustrates FCFA's funding sources, expenditures, and fund balances for the most recent three fiscal years, as well as the proposed budget for the next two fiscal years.

Figure 3: Revenues/Expenditures Summary1
Revenue/Expenditures FY 2023
Actual
FY 2024
Actual
FY 2025
Amend
Budget
FY 2026
Proposed
Budget
FY 2027
Proposed
Budget
Beginning Fund Balance $1,288,015 $1,461,591 $1,426,230 $1,052,595 $986,136 Revenues:

Arroyo Grande 3,468,356 3,796,000 3,978,000 4,109,274 4,232,552 Grover Beach 2,015,115 2,812,000 2,893,000 2,988,469 3,078,123 Oceano 1,138,148 1,150,000 853,000
San Luis Obispo County 853,000 1,762,298 1,815,167
Grants 20,439 19,111 20,000 15,000 15,000
Strike Team Reimb. 278,955 210,668 133,800 450,000 450,000 Unfunded Accrued Liability Reimb. 94,910 92,500 92,500
Other 223,767 239,554 252,525 139,000 139,000
TOTAL REVENUES $7,144,780 $8,322,243 $8,983,325 $9,556,541 $9,822,342 Expenditures:

Salaries & Benefits 5,543,471 6,494,304 7,158,900 7,434,600 7,583,000 Services & Supplies 1,224,028 1,374,849 1,818,267 1,724,400 1,775,973 Equipment Replacement 49,812 335,130 225,900 310,000 280,000 Debt Service 153,893 153,321 153,893 154,000 245,000
TOTAL EXPENDITURES $6,971,204 $8,357,604 $9,356,960 $9,623,000 $9,883,973 Net Funding from General Fund $173,576 ($35,361) ($373,635) ($66,459) ($61,631) Ending Fund Balance $1,461,591 $1,426,230 $1,052,595 $986,136 $924,505 Fund Balance as % of Expenditures 20.97% 17.07% 11.25% 10.25% 9.35% Fund Balance Equivalent to Cover
# of Months of Expenditures 2.5 2.0 1.3 1.2 1.1
The following figures illustrate FCFA's revenue sources and expenditures by category for Fiscal Year 2025–26.
1 FCFA 2025–27 Proposed Budget.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 10 Figure 4: Revenue Sources
Figure 5: Expenditures by Category
Arroyo Grande
43%
Grover
Beach
31%
OCSD
19%
Other
7%
Salaries &
Benefits
77%
Services &
Supplies
18%
Equipment
Replacement
3%
Debt Service
2%

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 11 Capital Replacement Plan
Apparatus, other vehicles, and firefighting and emergency medical equipment are the essential capital resources for FCFA to carry out its mission. A vehicle replacement funding program was previously discussed but never implemented due to the program not receiving sufficient support from member agencies, as they had not established a funding strategy within their cities' fund balance policies. The Authority has been utilizing financing as a mechanism for the apparatus/vehicle replacement program, then incorporating the annual depreciation cost into the operating budget and allocating it to the member agencies. The FCFA fleet is aged, and several vehicles remain in service although their age exceeds industry standards for service life. The industry standard for the useful life of a fire engine is 15 years of frontline service, followed by an additional 5 years in reserve status. At the end of 20 years, the apparatus should be sold as surplus. Several FCFA frontline apparatus and vehicles have been identified as being in poor condition. In addition, reserve truck and Type III engines are also in poor condition, and there is no reserve for Urban Search and Rescue (US&R) in the event the apparatus is out of service for maintenance or repair. A long-term capital asset replacement plan has not yet been established, while equipment continues to age and maintenance costs rise.

Observations
As illustrated in the above Revenues/Expenditures Summary, personnel costs account for approximately 77% of the Authority's expenditures. It is projected to increase by 34% over the next four years (Proposed Budget for Fiscal Year 2025–26 compared to the actual Fiscal Year 2022–23). There are a few reasons for this significant increase. Several vacant positions remained unfilled due to retirements and OCSD’s withdrawal from the Authority in June 2023, continuing through Fiscal Year 2024–25. A portion of the vacancies were filled through overtime, resulting in a 38% increase in overtime costs in Fiscal Year 2023–24.

Overtime costs are normalized by filling the long-standing vacancies. In addition, a successor MOU was negotiated in Fiscal Year 2023–24, which includes a one-time equity adjustment for IAFF Local 4403 members and an annual 3% salary increase for all employees for Fiscal Years 2024–25, 2025–26, and 2026–27. Each salary adjustment also impacts payroll-related expenses, such as retirement costs.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 12 The exit of OCSD from the Authority raises some uncertainty and challenges in staffing and the financial structure of FCFA. The OCSD contract accounted for approximately 19% of the FCFA funding sources. The County and FCFA are working together on a multi-year agreement for FCFA to provide fire and emergency medical services to Oceano; however, numerous issues related to Oceano's fire service, including cost, staffing levels, and service, remain.

The use of Station 3, along with other factors, remains a challenge to FCFA's service delivery and fiscal sustainability.

Fire inspection fees are not a significant revenue source for FCFA; however, it is crucial to keep the fees aligned with the cost increases. The FCFA fee schedule has not been updated regularly. The current fee schedule, effective January 1, 2019, does not account for salary adjustments in Fiscal Year 2023–24; therefore, the fee does not fully offset the cost of the inspection.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 13 DESCRIPTION & REVIEW OF SERVICES PROVIDED
Fire Prevention & Public Education
A primary component of any risk reduction program is providing a comprehensive fire and life safety inspection and permitting process. The goal is to prevent or mitigate a fire or injury before it occurs.

Building Plan Review
The review process provides insight into how the construction may impact FCFA’s access to the building during an incident, evaluates the type of construction, identifies the need for fire protection systems, and considers any changes in building use.

Plan reviews should begin when the initial concept is presented for permitting. The initial review allows the fire department to provide suggestions and enforce existing requirements before permitting. For example, the site plan should include fire apparatus access, the location of the fire department connection if a sprinkler system is present, the size and height of the building, hydrants, and other features that impact emergency responders.

Proper permit applications and processes are crucial for assisting contractors in submitting plans for review and final approval. Reviewing construction plans enables fire service representatives to ensure compliance with regulations concerning existing fire sprinkler and alarm systems, emergency lighting, and other processes. Furthermore, a permitting system allows the organization to mandate modifications to plans if they fail to meet code requirements before construction commences.

All plan reviews are currently being conducted by JAS, which is a private contractor for Arroyo Grande and Grover Beach. San Luis Obispo County does Oceano. The Fire Chief meets weekly with representatives from both cities to discuss any new developments occurring in those jurisdictions. They can review the site plans and provide guidance for fire department access, locations for the fire department connections for the fire sprinkler systems, and hydrant placements.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 14 Fire & Life Safety Inspections
FCFA plays a crucial role in protecting the community by inspecting commercial buildings and properties. These inspections do more than find violations; they serve as proactive measures for risk prevention by educating business owners and the public about how and why certain conditions can create serious safety hazards. Fire and life safety inspections cover three of the Five E’s of fire prevention: education, engineering, and enforcement.

Each of these elements helps reduce risk by either preventing hazardous conditions from developing or minimizing their impact before they become emergencies.

California Health and Safety Code, Section 13146, details the authority and responsibility of the local fire agency to inspect specific occupancies, namely:
• Multifamily Dwellings, Group R-1 and R-2 occupancies must be inspected annually (13146.2).
• Residential Care Facilities, Groups R2.1 and R-4 must be inspected upon request of a licensee for a pre-inspection and upon receipt of a licensing request [H&S 13146.2 and 17921(b)].
• High-rise structures more than 75 feet above the lowest floor level with building access must be inspected annually, and the result must be sent to the State Fire Marshal (SFM) within 30 days. If the fire authority does not conduct the inspection, the SFM will conduct the inspection and assess a fee to the owner [H&S 13217(a)]. It is noted that there are currently no buildings of this height in FCFA’s jurisdiction. • Public and Private Schools, K-12, Group E-1 must be inspected annually (H&S 13146.3).
• Detention Facilities, Group I-3 must be inspected every two years by the SFM unless the Fire Chief indicates in writing to the SFM that the Department will handle the inspections. The Fire Chief must submit inspection reports to the SFM and Board of Corrections within 30 days of inspection. If the SFM conducts the inspection, they may assess a fee (H&S 13146.1).

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 15 When buildings are not regularly inspected, life safety violations can go unnoticed. This lack of oversight leaves both code enforcement officials and emergency responders unaware of potential dangers, which can significantly increase the risk to occupants and the public.

A tragic example of this happened in 2016 with the Ghost Ship fire in Oakland, California.

The fire killed 36 people in a converted warehouse that had not been inspected for thirty years and lacked proper permits. The building was not even listed in the fire department’s record management system, emphasizing the devastating consequences of missing or insufficient inspection protocols.2
NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations, provides a recommended inspection frequency, as shown in the following figure.

Figure 6: NFPA 1730 Inspection Frequency
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical Infrastructure Per AHJ*
*Authority Having Jurisdiction
2 NFPA Journal, Ghost Effect, January February 2018.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 16 The following figure provides an example of the risk and type of occupancy to determine the inspection frequency utilizing the NFPA 1730 recommendations.

Figure 7: Occupancy Risk Classifications Example
Risk California Building
Code Group Examples
High
A-1, A-2
Nightclubs, restaurants, theaters, airport/cruise ship
terminals
A-3, A-4, A-5 Arenas, museums, and religious
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II) B
All government & public buildings, other office
buildings over two stories
E Schools, daycare centers
I-1, I-2, I-3, I-4 Hospitals, assisted living centers, and correctional.

M Strip malls, closed-air shopping malls, big box stores R-1, R-2, R-3
Hotels, motels, dormitories, apartments, board &
care facilities
Special Risk Railroads, interstate highways, and airports (Target hazard) Any building with a life safety risk beyond the reach of preconnected hose lines > 200 feet
Moderate
B Outpatient clinics, general business, offices <3 stories F-1
Fabrication or manufacturing of combustible
materials
M Mercantile, free-standing
I-2, R-4 Foster group homes, assisted living homes.

S-1
Storage of combustible materials, car repair
facilities, hangars
Low
F-2 Fabrication or manufacturing of non-combustibles
R 1- and 2-family dwellings, foster homes
S-2 Storage of combustible materials
U Barns, silos, and other unclassified buildings
FCFA performs all state-mandated inspections in Arroyo Grande and Grover Beach under their new agreement. The engine companies complete all multifamily inspections.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 17 Permitting and Fees
A permit system enables FCFA to conduct inspections, ensuring compliance with code requirements. The fees associated with the permit or other types of inspections are intended to recover costs for plan reviews and inspections. FCFA has established a fee schedule for fire prevention activities, including fire alarm and sprinkler systems, new and remodel construction, special events, suppression systems, fireworks, weed abatement, and California Fire Code permits and inspections.

The California Fire Code Section 105.6 requires operational permits for occupancies such as flammable and combustible liquids (storage and use), hazardous materials, high-piled storage, mobile food preparation vehicles, places of assembly, repair garages, temporary membrane structures and tents, and spraying or dipping operations. Currently, minimal operational permits are being issued.

Fire and Life Safety Education
Fire and life safety education is crucial for the FCFA and its residents, as it plays a vital role in safeguarding lives and property. Through outreach programs, the Department reaches hundreds of thousands of residents each year, providing them with the knowledge to prevent fires and respond effectively during emergencies. These educational initiatives help foster a culture of preparedness, starting in schools and spreading into homes and workplaces, where people learn to identify hazards, install smoke alarms, and practice escape plans.

The Department also customizes its programs to address the needs of vulnerable groups, including seniors, children, and non-English speakers, making sure safety information is accessible and relevant to everyone. By encouraging families to participate in fire drills and safety planning together, these programs strengthen community ties and enhance collective preparedness. Additionally, fire and life safety education supports the Department’s resources by empowering volunteers and educators to extend its reach, allowing firefighters to focus on emergency response while still promoting public safety. This comprehensive approach not only reduces risks but also helps create a safer, more resilient community.

FCFA does not have a dedicated public educator or information officer. They have developed a fire prevention guide for each grade or age group. Other topics include calling 9-1-1, exiting from a home, general fire safety, and injury prevention. FCFA has a prop for teaching fire extinguisher training on request. FCFA has implemented more wildland interface education in the community, which includes a door-to-door campaign.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 18 Weed Abatement
FCFA conducts an annual weed abatement program designed to reduce wildfire risks in the communities it serves, including Arroyo Grande, and Grover Beach. The Oceano Community Services District is now under San Luis Obispo County’s weed abatement ordinance, and FCFA does not know how it will be enforced. Property owners must clear weeds and combustible vegetation from their land by early summer, usually by June 1st.

Residential properties should keep vegetation no taller than four inches and remove all other fire hazards. Specific guidelines include creating a 50-foot-wide defensible space around the property perimeter and roadways, maintaining a 10-foot clearance from driveways, and ensuring a clearance of at least 100 feet around all structures. On steep slopes, vegetation under 18 inches in height may be retained to prevent erosion.

Initial inspections take place in April, and properties that do not meet the standards receive notices with a deadline, typically in late May, to complete the necessary cleanup.

If property owners fail to comply, FCFA will hire contractors to carry out the abatement and charge the owners the actual costs plus a 100% administrative fee. These expenses may become a lien on the property. The program is enforced under California Health and Safety Code Section 14900.5, and property owners are expected to remain compliant throughout the year. An on-shift Battalion Chief is responsible for ensuring compliance and enforcement of weed abatement regulations.

Fire Investigations
The National Fire Incident Reporting System (NFIRS) requires the documentation of fire ignition types, which is a critical step in conducting thorough fire investigations. Possible fire causes may include intentional acts, unintentional actions, equipment failures, natural events, incidents under investigation, or those classified as undetermined.

Identifying the origin and cause of a fire allows FCFA to create targeted prevention programs aimed at reducing future incidents. These programs should be based on data, utilizing fire cause analysis to identify trends and potential issues within the community.

Data such as name, age, and gender can help identify specific individuals or groups, enabling focused prevention efforts like the Juvenile Firesetter Program.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 19 FCFA has two certified fire investigators who respond when requested. These investigators are part of the San Luis Obispo Fire Investigation Strike Team, which is available throughout the County. The investigators have an informal relationship with local law enforcement, but partner with them when a fire involves a juvenile. The investigators take photos of the scene, collect evidence as needed, and complete a report for each investigation, which is entered into the Department’s records management system.

Emergency Medical Services
Emergency Medical Services (EMS) is an integrated emergency care system that has evolved steadily over the past several decades. When an individual needs medical help, the process typically begins with the dispatch center. The dispatch center coordinates with first responders, who use pre-hospital medical techniques to stabilize and start treatment.

Finally, the patient is delivered to the emergency room, where doctors continue the stabilization and treatments that began in the field and transfer them to definitive care.

Immediate pre-hospital care in a medical emergency can significantly impact a patient's ability to lead a productive life. Lifesaving interventions, such as resuscitation, defibrillation, and medications, must be applied rapidly to be successful. Additionally, understanding the impact of disease and the most common incident types can help an agency determine where to focus its limited resources. Good data collection and analysis are imperative.

The following figure lists the six leading causes of death in San Luis Obispo County for the years 2020 through 2022.

Figure 8: Leading Causes of Death in SLO County (2020–2022) 3 Condition 2022 2021 2020

1. Heart Disease 509 449 465

2. Cancer 449 546 528

3. Stroke 273 260 261

4. Alzheimer's Disease 155 163 179

5. COVID-19 122 244 115

6. Chronic Obstructive
Pulmonary Disease (COPD)
113 96 108
3 CA Department of Public Health. California Community Burden of Disease Engine. Accessed September 2025.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 20 The following figure depicts the Years of Life Lost (all) by Cause of Death in San Luis Obispo County for 2023.

Figure 9: Years of Life Lost (All) in SLO County, 20234 FCFA provides emergency medical services (EMS) as part of its comprehensive public safety program. All on-duty firefighters are certified as emergency medical technicians (27). The Department provides first-response basic life support (BLS) level care for medical emergencies. FCFA participates in an enhanced level of care for emergency medical technicians, as permitted by the local EMS agency, including the ability to administer epinephrine, provide continuous positive airway pressure (CPAP), administer Narcan, and perform sugar tests.

Since 1980, the number of residential and commercial structure fires in the United States has decreased by 54%.5 Conversely, nationwide demand for EMS has gradually increased.

FCFA’s data show that over 15,000 EMS calls occurred during the study period, which is approximately 59% of emergency response calls in FCFA.
4 CA Department of Public Health. California Community Burden of Disease Engine. Accessed 2/26/2025. 5 https://www.nfpa.org/education-and-research/research/nfpa-research/fire-statistical-reports/fire-loss-in-theunited-states. 1,281
575
370
365
298
0 200 400 600 800 1,0001,2001,400
Drug Overdose
Ischemic Heart Disease
Alcohol Related
Stroke
Hypertensive Heart Disease

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 21 Emergency medical services in San Luis Obispo County are a critical component of the healthcare infrastructure, providing rapid, lifesaving care to residents and visitors alike. The County's emergency services are designed to respond swiftly to medical crises, ensuring that those in need receive immediate attention. Arroyo Grande Community Hospital, Sierra Vista Regional Medical Center in San Luis Obispo, French Hospital in San Luis Obispo, or Marian Regional Medical Center in Santa Maria offer comprehensive emergency care.

They are equipped to handle a wide range of medical emergencies.

The FCFA EMS program is managed by an operational Battalion Chief who oversees two personnel trained in advanced life support (ALS). They play a crucial role in maintaining the EMS program, including training, supplies, and equipment. A registered nurse oversees quality improvement/quality assurance. FCFA's EMS program aligns with industry standards in providing immediate basic life support while adhering to protocols, quality assurance measures, performance metrics, and transferring care to a private ambulance service for transport.

FCFA personnel expressed growing interest in enhancing its emergency medical services by transitioning to ALS or paramedic capabilities. This move would enable their personnel to deliver a higher level of pre-hospital care, including administering medications, performing advanced airway management, and utilizing cardiac monitoring equipment.

By becoming ALS-certified, the agency can reduce its reliance on private ALS ambulance providers, improve ALS response times, and deliver more immediate critical care to patients in its service area. This shift aligns with the FCFA's mission to "provide the highest level of service possible by mitigating threats to life, property, and the environment." It also reflects a broader trend among fire departments seeking to better meet the evolving healthcare needs of their communities. Data collection and analysis are essential to understanding system performance. Key questions include: What percentage of EMS responses require Advanced Life Support (ALS)? How long does the FCFA retain patient care before an ALS ambulance arrives? And are these trends increasing over time? Medical Control & Oversight
FCFA provides oversight for its EMS system's medical services and personnel. At the same time, the San Luis Obispo EMS Agency handles regional management and regulation. The California Emergency Medical Services Authority provides state oversight and regulation of emergency medical services. The State EMS Authority has determined that the San Luis Obispo EMS Plan meets all EMS system components identified in Health and Safety Code (HSC) § 1797.103 and approved it for implementation pursuant to HSC § 1797.105(b).

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 22 FCFA, or its predecessor agencies, has been providing emergency medical services for decades. However, it does not retain Health and Safety Code—HSC § 1797.201 — rights, meaning that San Luis Obispo County, through the San Luis Obispo EMS Agency, has created an exclusive operating area (EOA) and awarded the contract for the 911 ambulance provider. Moreover, San Luis Obispo EMS maintains administrative oversight and guidance for pre-hospital EMS. In this case, it enters into a written exclusive operating agreement with San Luis Ambulance to provide ambulance transport services throughout the County of San Luis Obispo, except in the city of Cambria. San Luis Ambulance is staffed with one Paramedic and one Basic Emergency Medical Technician. San Luis Ambulance makes quarterly payments to FCFA for First Responder fees; the amount received in 2024 totaled $27,480.20.

FCFA estimates it has spent the following over the last three fiscal years on EMS supplies:
• 2024–2025 $21,855.00
• 2023–2024 $21,556.00
• 2022–2023 $20,600.00
This does not include other EMS-related costs, such as personnel, training, fuel, and apparatus wear and tear.

The FCFA does not employ or contract with a Medical Director. This is consistent with most basic life support (BLS) fire agencies, which typically operate without one. In contrast, advanced life support (ALS) fire and rescue agencies are required to utilize a Medical Director who serves as the prescribing physician and often provides localized medical oversight. The FCFA relies on the San Luis Obispo County EMS Medical Director for systemlevel medical direction and on an internal Registered Nurse for quality improvement and quality assurance activities.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 23 Quality Management Mechanisms
A quality improvement/quality assurance (QI/QA) plan is a comprehensive approach to improving and maintaining the quality of an organization's products, services, or processes.

FCFA does not have a written QI/QA plan. A QI/QA plan outlines the methods and procedures for measuring, evaluating, and improving quality, ensuring consistent adherence to quality standards. The QI/QA plan aims to enhance efficiency, customer satisfaction, and overall performance while minimizing errors and reducing costs. It may include performance metrics, data collection and analysis, process improvement initiatives, employee training, and regular management review. The QI/QA plan is a crucial component of a quality management system, enabling organizations to meet regulatory requirements and industry standards.

A quality QI/QA plan should include the following elements:
• Clearly defined goals and objectives
• A clear definition of the areas and processes to be covered • Performance measures
• Data collection
• Continuous improvement process
• Communication plan
• Training plan to support QI/QA
• Management review of the QI/QA plan to ensure its relevance remains EMS System Integrity Regarding Required Credentialing
As a minimum job requirement, FCFA mandates that candidates possess a current, valid California Driver's License, a high school diploma, EMT certification, and CPR certification.

Regardless of rank, every firefighter must hold and maintain at least an EMT license. The Department employs 25 EMTs and 2 Paramedics; however, the Paramedics are not accredited to practice in San Luis Obispo County, so they operate as EMTs.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 24 EMTs must earn a minimum of 24 hours of Continuing Education (CE) every two years, specific to their skill set and established scope of practice, including the expanded scope of practice allowable in each county. FCFA achieves this by offering in-house training scheduled, facilitated, or taught by SMEs within the organization and through San Luis Obispo (SLO) EMSA. FCFA manages and tracks required training hours using the online Vector Solutions (formerly TargetSolutions suite. This allows an agency to set up a "credentialing" system to track and manage needed training hours.

EMS training is a significant component, with initial onboarding EMT training conducted by in-house staff. Continuous Medical Education (CME) is provided through a combination of didactic teaching and hands-on skills training, taught by in-house staff and SLO EMSA.

FCFA offers additional EMS-related training via Vector Solutions Online Training CEs.

The EMS training methodology at FCFA emphasizes the importance of manipulative skills through bi-annual exercises, including cardiopulmonary resuscitation, trauma assessment, medical assessment, and more.

Adequacy of EMS Records Management System and Data Collection FCFA utilizes ImageTrend, a NEMSIS, NFIRS, and HIPAA-compliant system that integrates with their computer-aided dispatch (CAD) system. While data is necessary for compliance and reporting, having accurate and comprehensive data enables fire departments to make informed decisions about resource allocation, training needs, and operational improvements. This leads to better preparedness and response strategies. Fire departments and public health agencies can use detailed medical data to develop community health programs, such as vaccination drives or health screenings, targeting areas with higher medical needs. Overall, robust data collection ultimately leads to improved safety and service for the community.

Correct documentation of events for the fire department is critical, especially for those requesting them. In addition, a reliable and accurate performance analysis cannot occur without quality control. The FCFA should monitor incident types, especially emergency medical services, with more detail to correlate required changes or improvements.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 25 Hazardous Materials
Hazardous materials are found in every community, in homes and businesses. They are transported by road, air, and sea. Responding to incidents involving actual or potentially hazardous materials is one of the many tasks performed by FCFA. Although these types of incidents are less common than others, hazardous materials released can harm people, the environment, critical infrastructure, and property.

The FCFA, along with most other agencies in San Luis Obispo County, is equipped to handle uncomplicated hazardous materials incidents at the first-responder or operations levels, then relies on a regional network that includes mutual aid. Locally, the County Fire Department/CAL FIRE hosts the regional hazardous materials response team, which includes FCFA members. This approach to hazardous materials response in the FCFA and San Luis Obispo County reflects a commitment to public safety and environmental protection within budgetary constraints, ensuring that both the community and its natural surroundings are safeguarded against the risks associated with hazardous materials. While the team does not maintain a full-time hazmat unit, it can assemble and respond to the FCFA area within 45-60 minutes, when needed.

Firefighters responding to hazardous chemical or material incidents must have adequate training and proper personal protective equipment (PPE) to safely handle them. All FCFA personnel are trained, at minimum, to the Hazardous Materials First Responder Operational (FRO) level, certified by the State of California, and required under CFR 1910.120(q). This ensures every firefighter possesses the fundamental skills necessary to recognize and safely respond to hazardous materials incidents. In addition to FRO certification, FCFA has two individuals certified at the Hazardous Materials Technician/Specialist level, two certified at the Weapons of Mass Destruction (WMD) level, two certified as Haz-Mat Safety Officers, and 16 members certified as Hazardous Materials Incident Commanders.

When responding to a hazardous materials incident, the primary responsibility of the firstarriving engine company is to secure the scene, identify the substance (if possible), and make proper notifications. This initial action ensures that the safety of the public and emergency responders is the foremost priority.

Altogether, FCFA's hazardous materials response capability is characterized by a blend of comprehensive baseline training, targeted advanced certifications, and a commitment to teamwork both within the agency and across regional partners.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 26 Technical Rescue
FCFA is equipped to handle a variety of emergency situations with a comprehensive, efficient technical rescue response. Technical rescue operations often involve complex, high-risk scenarios, such as confined-space rescue, high-angle rescue, trench rescue, and structural collapse. The Authority's firefighters and rescue personnel are trained to use specialized equipment and techniques to safely navigate these dangerous situations.

FCFA maintains a Technical Rescue Program designed to support a wide range of specialized emergency response needs. FCFA contributes three trained members to the San Luis Obispo County Urban Search and Rescue (US&R) Team, an unstaffed regional resource that operates on a call-back basis. Deployment of the SLO County US&R Team is contingent on individual members' availability and is coordinated via paging.

Internally, FCFA does not have a formal Technical Rescue Team (TRT); however, the Department sustains a cadre of personnel trained in technical rescue disciplines as part of regular shift operations. All operational personnel meet the minimum rescue competencies associated with their respective ranks:
• Firefighter: Low Angle Rope Rescue and Auto Extrication • Engineer: All competencies of Firefighter plus Rope Rescue, Trench Rescue Technician, and Confined Space Rescue Technician
• Captain: Structure All competencies of Firefighter and Engineer, plus Collapse Technician
Personnel are encouraged to pursue additional rescue training with support provided within the budget.

As of the most recent departmental audit, the percentage of personnel trained in specific technical rescue disciplines is:
• Confined Space Rescue: 90%
• Rope Rescue (High/Low): 90%
• Trench Collapse: 90%
• Structural Collapse: 90%
• Vehicle/Machinery Rescue: 100%
• Swiftwater Rescue: 25%

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 27 These high percentages demonstrate a commitment to training and operational readiness that can deliver effective technical rescue services, both independently and in cooperation with regional partners.

Training
Training requirements are set by the FCFA, the California State Fire Marshal's Office, and SLO EMSA. Firefighters are required to have completed a California State Fire Marshalapproved Firefighter 1 program and hold a current Emergency Medical Technician (EMT) card to be eligible for employment. Once hired, the firefighter completes an in-house academy before being assigned to a shift as a probationary firefighter.

Firefighters in the FCFA are required to undergo regular training sessions that include both theoretical knowledge and practical skills. These sessions cover fire behavior, equipment handling, rescue operations, and emergency medical services, ensuring that all personnel are well-versed in the latest firefighting and lifesaving methods.

The following figure reflects general training competencies for FCFA.

Figure 10: General Training Competencies
Program Description FCFA Source
Incident Command System (ICS) Cal OES/CSTI/FEMA 100, 200, 300, 700, 800 Personnel Accountability NFPA 101(various), Lexipol Policies Basic and Advanced Firefighting SFT Firefighter 1A and 2A Structural Wildland Firefighting NWCG RT-130 (annually), CICCS ENGB, STL, SO, Single Resource, Driver-Operator
Rescue (Basic) SFT, Local/County SOGs
Safety Procedures FCFA Policies/SOGs, IIPP
Emergency Medical Services (EMS) Local and State Protocols, FCFA Policies/SOGs Hazardous Materials HazMat FRO (CSFM/CSTI)
Vehicle Extrication SFT
Driver-Operator SFT Driver-Operator-1A, 1B, & 1C
Radio Use, Dispatch Procedures FCFA & CAL FIRE SLU ECC

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 28 Training refers to the specific programs, resources, and capabilities of a fire department's personnel. A comprehensive training program tailored to the department's needs is integral to day-to-day activities. Proper training ensures the safe and effective delivery of emergency services to the community. It is crucial for all departments, regardless of their size or staffing composition (whether career, volunteer, or a combination).

Although the number of incidents varies from jurisdiction to jurisdiction, the types of incidents are often similar. Developing initial and ongoing training in fire, EMS, rescue, and hazardous materials is critical to ensuring FCFA is effective and safe during incidents. A well-designed and comprehensive training program fosters team dynamics and cohesiveness, improves incident outcomes, and reduces liabilities for FCFA.

FCFA attempts to maintain a high standard of training and competency among its personnel. They have comprehensive training programs for the Incident Command System (ICS), personnel accountability, safety procedures, and the use of small tools and power equipment. Formal Standard Operating Guidelines (SOGs) are in place to guide training processes, ensuring all personnel are equipped with the necessary knowledge and skills.

FCFA provides annual training in vehicle extrication and defensive driving, facilitated by state-certified instructors. Radio communications and dispatch protocols are also trained to ensure efficient operations.

The following figure illustrates the types and frequencies of training drills for FCFA.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 29 Figure 11: Drill-type & Frequency
Drill-Type Frequency
Manipulative Skills Exercised Monthly
Inter-Station Drills 2-3 Monthly
Multi-Company Drills 5-6 Annually
Night Drills Annually
Disaster Drills Annually
Pre-Incident Planning Year-Round Activity for FCFA
Multi-Agency Drills Annually
The training methodology at FCFA emphasizes the importance of manipulative skills and performance evaluations that are conducted regularly to ensure competency. The Insurance Services Office (ISO) requires a minimum of 222 annual training hours, covering company training, hazardous materials training, driver/operator training, and officer training. Annual EMS training hours are also tracked by instructors and company officers in the Vector Solutions online system.

FCFA's training operations prioritize safety with individual performance evaluations. Postincident analyses are conducted through after-action reviews (AARs) using standardized templates from Lexipol. The training procedures manual, developed and utilized daily, is also sourced from Lexipol.

The administration of training at FCFA is overseen by the Training Battalion Chief and the EMS Coordinator/Registered Nurse. They set annual training goals and objectives, with support from certified instructors who hold the appropriate licenses and certifications. FCFA allocates $40,000 to training annually. The facilities for training administration, including Station 1's training classroom, are in good condition, and the necessary office space, equipment, and supplies are adequate. A yearly training report is not produced.

While FCFA does not have a training center, they have minimal space available at Station 2 for fire-related training props, including ventilation, entanglement props, confined space crawl tubes, US&R heavy lifting concrete slabs, and a forcible entry door. In terms of training facilities, FCFA lacks a drill tower, live-fire training facility, smoke building, and adequate outside drill grounds.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 30 Record-keeping at FCFA includes individual training files that are maintained and computerized. Daily and company training records are kept, with the Training Battalion Chief responsible for their upkeep. Battalion Chiefs and Captains can enter training records, which are accessible to all personnel. Fire, EMS, and other certifications are tracked diligently.

In the latest full year, FCFA reported that it trained 24 personnel, delivering a total of 8,121 training hours, comprising 5,670 fire-related, 2,115 EMS-related, and 336 other training hours.

This comprehensive approach ensures that FCFA personnel remain well-prepared, highly skilled, and ready to respond effectively to various emergency situations.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 31 STAFFING & PERSONNEL
Public safety, at its core, is a service industry. An organization's ability to meet its obligations and fulfill its mission requires active recruitment, effective management, and the maintenance of sufficient staffing. Appropriate operational, administrative, managerial, and supervisory staffing levels, as well as effective allocation of resources, are imperative to an agency's success.

Fire service staff functions fall into three distinct groups: administration, prevention, and operations. These groups must have access to appropriate resources to complete their tasks effectively, enabling an agency to operate efficiently. Allocating organizational resources to balance each can be difficult, but adequate staffing is crucial.

An organization also needs proper rules for effective personnel management. Welldefined, consistent, and documented policies and practices help employees understand their responsibilities and benefits, as well as chart their path to success and professional advancement.

The number of positions and personnel deployment depends on the organization's needs, mission, and resources. Similarly, the organization's structure, size, and legal requirements drive the administrative and managerial policies and practices. This section provides an overview of FCFA's staffing structure and human resources practices.

Administrative Staffing
The administrative and support functions encompass a variety of tasks, which can be numerous. Organizational planning, coordination, asset management, program evaluation, and overall direction are typical administrative and support staff functions.

Some agencies within a larger organization share some support functions with a municipality or other larger government agencies. FCFA was formed as a JPA, and it receives administrative support from the City of Arroyo Grande.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 32 Three full-time equivalent (FTE) employees provide administrative services. The Fire Chief reports to the FCFA JPA Board through the Executive Managers. The JPA Executive Managers consist of the City Managers from the two member cities. The Administration Operations Manager and three Battalion Chiefs report to the Fire Chief. There is no Fire Marshal. The Fire Chief's span of control of four subordinates is within established best practices; however, the Chief and subordinates each have a wide range of administrative and operational duties. The Administrative Services Manager position is an Arroyo Grande employee who does not report directly to the Fire Chief but supports the FCFA.

The following figure lists each FTE position and the staffing count for the administrative functions.

Figure 12: Administrative Staff Full-Time Equivalent Count Position FTE
Fire Chief 1
Administrative Services Director —
Executive Assistant 1
Administrative Assistant (PT) 0.45
TOTAL FTE: 2.45
PT = part-time
Administrative Support
FCFA operates with civilian administrative support from the City of Arroyo Grande. The City assists in developing and managing the budget, as well as other departmental assets, including human resources, records management, legal, and finance. While this study is not focused on evaluating the City of Arroyo Grande, concerns were expressed regarding the city's ability to adequately staff both the city and FCFA workloads. All the FCFA employees are employed by the City of Arroyo Grande, which requires them to perform most of the human resources functions. FCFA personnel are required to comply with the FCFA's policies, processes, and systems, and in the absence of FCFA authority, with the City of Arroyo Grande's policies.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 33 Fire Prevention Division
Traditionally, fire prevention bureaus are responsible for preventing loss and injury through code enforcement, investigation, and education. Arroyo Grande, Grover Beach, and the County retain responsibility through their own staff or contracted services for new development plan checks and most state-mandated inspections (assembly, educational institutions, hazardous facilities). FCFA engine companies inspect multi-family residential properties as part of their pre-planning program, managed by the Administration Operations Manager and a Battalion Chief. FCFA has two qualified fire investigators on shift.

Figure 13: Fire Prevention Staff Full-Time Equivalent Count Position FTE
Fire Marshal Contract
Plan Reviewer Contract
Investigators on shift assigned to Operations 2CS
TOTAL FTE: 0
CS = cross-staffed and counted in operations.

Operations Staffing
Operations personnel are assigned various duties consistent with fulfilling emergency response objectives. They are also responsible for additional collateral duties to support the response mission. The three Battalion Chiefs (one per shift) supervise the Captains, Engineers, and Firefighters. The following figure lists the FTE position counts for the Operations Division.

Figure 14: Operations Staff
Position FTE
Battalion Chiefs 3
Captains 9
Engineers 9
Firefighter/EMTs 6
TOTAL FTEs: 27
One part-time Radio Communication Technician is omitted.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 34 Firefighter Staff Distribution
The operations staff is evenly allocated across the three shifts. At a minimum, three personnel are on duty daily at each station in Arroyo Grande and Grover Beach. FCFA operates on a three-shift system, with a 48-hour duty and 96-hour off-duty rotation.

Additional units can be cross-staffed, depending on the type of incident and the apparatus required. The minimum staffing levels for Engines 6691 and 6692 are a Captain, an Engineer, and a Firefighter for each company; however, Engine 6693 has only a Captain and an Engineer.

A Battalion Chief is on duty, operating a command vehicle from Station 1. Additionally, the Fire Chief is fully qualified to provide additional incident support.

The following figure lists the primary and cross-staffed apparatus by station. Cross-staffing means the personnel assigned to the primary fire engine must un-staff that unit and move to another before responding.

Figure 15: Station Units & Staffing Levels
Fire Station Apparatus Minimum
On-Duty Staffing
Station 1
Engine 6691 3
Truck 6645 CS
Type III 6661 CS
Battalion 6611, 6612, & 6613 1
Station 2
Engine 6692 3
Engine 6693 2
Rescue 6652 CS
UTV CS
Station 3 Closed Closed
Totals: 9
During the study, Engine 6693 was located at Station 2 due to construction on the Traffic Way bridge over Arroyo Grande Creek.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 35 Determining the appropriate staffing levels for an apparatus is challenging. Leaders must evaluate the risks their crews are likely to encounter and the level of risk the community is willing to accept. Several noteworthy publications help agencies determine adequate staffing, including NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This NFPA standard recommends staffing and deployment of career organizations.

The National Institute of Standards and Technology field studies on fire-ground and EMS incidents may also provide direction. Occupational health standards typically consider crew entry into a hazardous environment unsafe without an equal number of personnel equipped and capable of responding outside the hazard zone. Therefore, no one person goes in alone. However, this rule may be suspended in the event of an emergency rescue.

Staff Scheduling Methodology
FCFA staffs two stations, 24 hours per day, every day of the year, with a minimum of a Battalion Chief, 3 Captains, 3 Engineers, and 2 Firefighters. Each apparatus is equipped and staffed to provide fundamental BLS medical care. In addition, FCFA has access to several surrounding agencies for additional incident staffing. FCFA utilizes a three-shift system, consisting of A-Shift, B-Shift, and C-Shift, which operate on a 48/96-hour schedule within a 24-day FLSA cycle. The work shifts begin at 8:00 a.m. and end at 8:00 a.m. the following day.

Policies, Rules, Regulations, & Guidelines
Complex organizations, such as fire agencies, operate under several rules. These rules can result from both internal and external forces. Federal, state, and local laws are external factors that influence the organization. Internal forces include operations and resource management. If broken, documented internal requirements, such as written policies, contracts, orders, memos, and guidelines, might have minor or severe legally defensible consequences. FCFA utilizes Lexipol, which provides policy, training, and risk management solutions.

Likewise, undocumented rules, practices, and behavioral patterns that evolve within an agency or workforce have various outcomes if broken. Agencies must approach the official enforcement of these unwritten rules cautiously, as labor laws generally favor employees over the organization. Analyzing these unwritten rules is outside the scope of this section. However, FCFA is still in the policy development phase as a relatively new fire authority.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 36 Emergency services organizations must comply with government-mandated regulations.

City, county, state, and federal laws apply to the organization, its employees, and specific functions of firefighters and medical personnel. Rules that apply directly to FCFA are primarily dictated by state and federal law, although local ordinances and code adoption play a role. An analysis of these laws is outside the scope of this report, and FCFA and the cities within the FCFA should rely on periodic legal reviews to ensure compliance.

Some agencies are subject to civil service rules. Civil service rules are laws that govern the employer-employee relationship at the local, state, or federal level. FCFA employs internal operational guidelines, general orders, and its own personnel rules and regulations. When internal personnel rules and regulations are outdated or no longer essential, FCFA relies on the City of Arroyo Grande's personnel rules. This could create confusion or even conflict in policies.

Human Resources
The fire service depends heavily on its people to accomplish its mission. Effective management, support, and organization of human resources are essential to successful service delivery and depend on the organization’s commitment to well-defined human resources (HR) functions, policies, and programs.

Within the FCFA, the City of Arroyo Grande manages staff, systems, payroll, and procedures specifically designed to accomplish and enhance the human resource function, while the Fire Department’s administrative staff handles the day-to-day HR activities necessary to support personnel operations. This structure ensures compliance with city policies while maintaining operational oversight within the department.

Personnel Reports & Recordkeeping
The City of Arroyo Grande and FCFA maintain hard-copy documents of employee files and information in their records management systems. Electronic records can be found in various computer systems, including ImageTrend, CrewSense, PSTrax, and Lexipol. Hard copy files are kept in a physically secure location and have limited unsupervised access.

Additionally, various electronic records management systems store other data, including attendance, payroll, training, and miscellaneous daily information. These systems are secured utilizing standard information technology processes.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 37 Compensation Systems
FCFA's compensation system is based primarily on position and seniority. Compensation includes hourly and annual salaries, various paid and unpaid leave programs, health and life insurance, retirement benefits, and recognized holidays. The memorandums of understanding (MOUs) outline the compensation for members of IAFF Local 4403. IAFF 4403 represents captains, engineers, and firefighters. All other FCFA employees are unrepresented.

Labor Contracts
The Joint Powers Authority (JPA) has entered into an MOU between the Fire Department and the local firefighters’ union. The MOU functions as a legally binding agreement authorized under California’s Meyers-Milias-Brown Act, which governs labor relations in local government. The International Association of Fire Fighters (IAFF) Local 4403 represents fire suppression personnel under this agreement.

Grievance & Disciplinary Process
FCFA has a documented grievance process. The MOU with IAFF Local 4403 defines this process and references the procedural steps. FCFA outlines its progressive disciplinary process within its official policies.

Counseling Services
FCFA provides mental health counseling to its employees through the City of Arroyo Grande Employee Assistance Program, FCFA Peer Support Program, and SLO County Team. Additionally, FCFA participates in the Mighty Oaks and At Ease programs, which offer first responders and their family members access to professional, confidential, and locally based trauma-informed counseling and therapy. Finally, FCFA has substance abuse, drug, and alcohol testing policies in place for reasonable suspicion.

Recruitment, Application, & Testing Processes
FCFA's hiring process includes a qualification review, reference review, background check, and interview. Firefighters are also required to undergo additional physical and written testing through the Firefighter Candidate Testing Center (FCTC). FCFA conducts an annual performance evaluation for operational personnel. The probationary period for both original employment appointments and promotions is 12 months, as defined in the policy.

Once the recruitment application period is closed, the Department is responsible for most of the remaining tasks, including scheduling interviews and fulfilling hiring responsibilities.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 38 Health & Wellness Programs
FCFA has a health and wellness program for its operational personnel. Every year, operations personnel complete a medical examination based on the National Fire Protection Association (NFPA) 1582: Standard on Comprehensive Occupational Medical Program for Fire Departments. New hires complete an exam after the conditional job offer but before starting work. The Safety Committee is managed by the City of Arroyo Grande.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 39 CAPITAL FACILITIES & EQUIPMENT
Apparatus and other vehicles, trained personnel, firefighting and emergency medical equipment, and fire stations are the essential capital resources necessary for a fire department to carry out its mission. No matter how competent or numerous the firefighters are, if appropriate capital equipment is unavailable for operations personnel, it would be impossible for FCFA to perform its responsibilities effectively. The essential capital assets for emergency operations are facilities, emergency response apparatus, other response vehicles, and capitalized emergency equipment. This section of the report assesses the FCFA's capital assets.

Fire Station Features
Fire stations play an integral role in delivering emergency services for several reasons. A station's location will largely dictate response times to emergencies. A poorly located station can mean the difference between confining a fire to a single room and losing the structure or surviving a sudden cardiac arrest. Fire stations must also be designed to adequately house equipment and apparatus and meet the organization's and its personnel's needs.

Fire station activities should be closely examined to ensure the structure is adequately sized and functional. Examples of these functions can include the following:
• Kitchen facilities, appliances, and storage
• Residential living space and sleeping quarters for on-duty personnel (all genders) • Bathrooms and showers (all genders)
• Training, classroom, and library areas
• Firefighter fitness area
• The housing and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Public meeting space
In gathering information from FCFA, AP Triton requested that the Authority rate the condition of its fire stations using the criteria outlined in the following figure. The results are presented in the figures that follow the criteria’s description.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 40 Figure 16: Criteria Utilized to Determine Fire Station Condition Excellent
Like new condition. No visible structural defects. The facility is clean and well-maintained. The interior layout is conducive to function, with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building's purposes. Age is typically less than 10 years.

Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear on the building interior. Roof and apparatus apron are in good working order, absent any significant full-thickness cracks or crumbling of apron surface or visible roof patches or leaks. Building design and construction match the building's purposes. Age is typically less than 20 years.

Fair
The building appears to be structurally sound with a weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear but flows effectively to the apparatus bay or offices. Mechanical systems are in working order.

Building design and construction may not align well with the building's intended purposes. Showing increasing age-related maintenance, but with no critical defects. The typical age is 30 years or older.

Poor
The building appears to be cosmetically weathered and worn, with potentially structural defects. However, these are not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling of concrete on the apron may exist. The roof has evidence of leaking and/or numerous repairs. The interior is poorly maintained and shows signs of advanced deterioration, with moderate to significant nonstructural defects. Problematic age-related maintenance and/or major defects are evident. It may not be well suited to its intended purpose.

Age is typically greater than 40 years.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 41 Fire Stations and Administrative Office
The following section lists the features of FCFA's three fire stations and administrative office.

Station Name/Number: Station 1 (City of Arroyo Grande Property) Address/Physical Location: 140 Traffic Way, Arroyo Grande, CA 93420 General Description:

Fire Station 1 is also the Administrative Office for
FCFA. It houses administrative staff, a Battalion
Chief, an engine company (6691), and a truck
company that is cross-staffed.

Structure
Date of Original Construction May 1981 (Remodeled May 2004) General Condition Fair
Seismic Protection Per Code at time of remodel
Auxiliary Power Generator
ADA Compliant No ADA access to the second floor
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage Station: 12,889 sq. ft.

Gym/Storage Building: 1,591 sq. ft.

Facilities Available
Sleeping Quarters Bedrooms 6 Beds Dorm Beds 11
Maximum Staffing Capability 11 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities
Gender Segregation (Y) Bathrooms 4 Showers 3 Bedrooms 6 Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 42 Station Name/Number: Station 2 (City of Grover Beach Property) Address/Physical Location: 701 Rockaway Ave, Grover Beach, CA 93433 General Description:

Fire Station 2 houses two engine companies (6692
& 6693), Type 2 US&R, and a utility task vehicle.

Structure
Date of Original Construction June 1999
General Condition Fair
Seismic Protection Per Code at time of construction
Auxiliary Power Generator (Shared with City Hall and Police Station)
ADA Compliant No ADA access to the second floor
Number of Apparatus Bays Drive-Throughs 3 Back-Ins 1 Total Bays: 4 Total Square Footage 6,022 sq. ft.

Facilities Available
Sleeping Quarters Bedrooms 3 Beds Dorm Beds 6
Maximum Staffing Capability 6 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities
Gender Segregation (Y) Bathrooms 3 Showers 3 Bedrooms 3 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 43 Station Name/Number: Station 3 (Oceano CSD Property) CLOSED Address/Physical Location: 1655 Front Street, Oceano, CA 93445 General Description:

The station is closed; however, the apparatus bay
is utilized for storage. The trailer used as a fire
station living quarters is scheduled for removal
soon.

Structure
Date of Original Construction
OCSD Office/App Bay: April 1985 (Retrofitted in
June 1999)
Modular Living Quarters: July 2003
General Condition Poor
Seismic Protection Per Code at time of construction
Auxiliary Power Generator (Shared with SLO County Sheriff’s Substation)
ADA Compliant No
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 1 Total Bays: 3 Total Square Footage OCSD Office/Apparatus Bay: 2,360 sq. ft.

Modular Living Quarters: 975 sq. ft.

Facilities Available
Sleeping Quarters Bedrooms 3 Beds 0 Dorm Beds 0
Maximum Staffing Capability 3 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities
Gender Segregation (NA) Bathrooms 2 Showers 1 Bedrooms 3 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Residential Washer/Dryer in Modular Safety & Security
Station Sprinklered OCSD Office/Apparatus Bay: No / Modular: No Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 44 Apparatus & Vehicles Fleet Inventory
Fire apparatus and other emergency response vehicles must be sufficiently reliable to transport firefighters and equipment rapidly and safely to an incident scene. Additionally, such vehicles must be adequately equipped and function properly to ensure that the delivery of emergency services is not compromised.

As a part of this study, AP Triton requested that the FCFA provide a complete inventory of its fleet (suppression apparatus, command units, support vehicles, specialty units, etc.). For each vehicle listed, FCFA was asked to rate its condition using the criteria described in the following figure.

Figure 17: Criteria Used to Determine Apparatus & Vehicle Condition Evaluation Components Points Assignment Criteria
Age: One point for every year of chronological age, based on in-service date.

Miles/Hours: One point for every 10,000 miles or 1,000 hours Service:
1, 3, or 5 points are assigned based on the service type received (e.g., a pumper would be given 5 points since it is classified as severe duty service).

Condition:

This category considers body condition, interior condition, accident history, anticipated repairs, and other relevant factors. The better the condition, the fewer points are assigned.

Reliability:

Points are assigned as 1, 3, or 5, depending on the
frequency a vehicle is in for repair (e.g., a 5 would be assigned to a vehicle in the shop two or more times per month on average; while a 1 would be assigned to a
vehicle in the shop on average of once every 3 months or less.

Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement)

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 45 The following figure lists the inventory of FCFA's current response apparatus.

Figure 18: FCFA Fleet Inventory (2024)
Call
Sign
Apparatus
Type Manufacturer Year Condition Status Mileage Station Pump/Tank/Other2 6631 Utility Ford F250 2019 Excellent Frontline 37,635 2 6635 Utility Chevy 2500 2022 Excellent Frontline 15,632 1 6636 Utility Ford F350 2011 Poor Frontline 88,395 3
6637 Utility Chevy 3500 HD 2010 Poor Frontline 112,827 3 Escape SUV Ford Escape 2008 Fair Frontline 59,389 1
T6645 Truck Pierce/Arrow XT 2010 Fair Frontline 60,903 1 100' Platform, 1500
gpm/300 gal
T6647 Truck American
LaFrance/LTI 1999 Poor Reserve 135,641 3 100' Tiller
R6652 Type 2 US&R E-One/
International 1995 Poor Frontline 31,475 2
Bauer Compressor w/
SCBA Bottle Fill
E6661 Type 3
Engine
Pierce/
Freightliner 2022 Excellent Frontline 8,371 1 500 gpm/500 gal E6662 Type 3
Engine
Hi-Tech/
International 2000 Poor Reserve 44,341 3 500 gpm/500 gal E6691 Type 1
Engine Pierce/Arrow XT 2007 Poor Reserve 103,181 3 1500 gpm/500 gal E6692 Type 1
Engine Pierce/Arrow XT 2017 Good Frontline 57,635 2 1500 gpm/500 gal E6693 Type 1
Engine Pierce/Arrow XT 2018 Good Frontline 47,805 1 1500 gpm/500 gal The DLA/DRMO Firefighter Property Program (FFP) is one of the Department of Defense's (DoD) special programs that allows firefighters to obtain excess DoD property for use in firefighting and emergency services. Certain property obtained from this program passes ownership after it has been in use for a specified period of time. This program is managed by the Forest Service, in cooperation with state forestry agencies.

Fleet Maintenance
FCFA's fleet maintenance program employs a dual-partner strategy to effectively balance certification standards with local responsiveness. South Coast Fire Equipment ReNewell Fleet, based in Corona, CA, with a satellite facility in Paso Robles, CA, serves as the primary EVT-certified provider. Despite their physical distance from the Central Coast, the company leverages established relationships with multiple agencies in the region to deliver both service and warranty repairs in full compliance with state safety and emissions regulations.

This regional coordination enables South Coast Fire Equipment ReNewell Fleet to plan major maintenance proactively, batch EVT-certified tasks by geography, and maintain consistent quality through standardized work orders and regular audits.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 46 Routine inspections and urgent repairs are predominantly managed by California Diesel and RV in Oceano. Although not EVT-certified, Central Coast Diesel's close proximity significantly reduces vehicle downtime and transportation costs. Their technicians conduct preventative maintenance checks, DMV safety inspections, and provide emergency roadside assistance. When maintenance needs exceed their certification, FCFA refers service requests to South Coast ReNewell Fleet for EVT-level expertise.

This integrated system allows routine and compliance-related tasks to be completed efficiently and locally. At the same time, specialized repairs are handled by EVT-certified professionals.

The following figure lists the inventory of FCFA's current administrative, command, and specialized vehicles.

Figure 19: FCFA Administrative, Command, and Specialized Vehicles Inventory (2024) Call
Sign Assigned To Manufacturer Year Condition Status Mileage Station C6600 Fire Chief Chevy Tahoe 2021 Excellent Frontline 35,070 1 Battalion On Duty BC Chevy 2500 HD 2024 Excellent Frontline 998 1 Battalion On Duty BC Ford F250 2018 Excellent Reserve 36,213 1 6620 Arson
Investigator Ford F150 2007 Poor Frontline 247,114 1
6634
Strike
Team/Task
Force Leader
Chevy 1500 2024 Excellent Frontline 15,632 1
UTV1 -
Polaris Ranger
1000NA 2020 Excellent 75.3 hours 2
UTV2 -
Kawasaki
KFF750N 2012 Poor 227 hours 3
UTV3 -
Kawasaki
KFF750N 2012 Poor 468 hours 3

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 47 Capital Medical Equipment
FCFA's operational readiness extends beyond facilities and fleet assets to include critical medical devices. Semi-automatic defibrillators are essential for responding to cardiac emergencies. The Authority maintains ten semi-automatic defibrillators. Defibrillators can range in price from $1,500 for a basic automatic external defibrillator (AED) to $22,000 for an ALS monitor defibrillator. Planned replacement in five to seven years ensures devices remain technologically current and clinically reliable.

Most consumable medical items that require continuous replenishment are replaced on the scene by San Luis Ambulance.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 48 SECTION II:

Community Risk Assessment

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 49 COMMUNITY OVERVIEW
Risk factors influence the types of services a community provides. Identification of hazards is the process of recognizing the natural and human-caused events that threaten a community. Every community must prepare for and respond to various events, including natural disasters such as earthquakes, pandemics, and wildfires. Additionally, the degree to which a community exhibits certain social conditions, such as poverty levels, vehicle access, or the number of individuals in a household, may impact the community’s ability to prevent suffering and financial loss in the event of a disaster. These factors describe community risk.

A community’s risk assessment is based on numerous factors, including socioeconomic status, household composition, minority status and language, population density, housing types, local land use and development, and the geography and natural hazards present throughout the community. These factors influence the number and type of resources— personnel and equipment—required to control or mitigate an emergency. The community’s risk assessment provides relevant information to help public officials and agencies better prepare their communities to respond to emergency events and facilitate faster recovery.

Population & Demographics
According to data obtained from the Environmental Systems Research Institute, Inc. (ESRI), the service area has experienced a decline in population since 2020. The data reveals that the population within FCFA's response jurisdiction decreased slightly from 37,805 residents in 2010 to 37,712 residents in 2023.

The following figure illustrates this population trend in FCFA's service area from 2010 to 2023.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 50 Figure 20: FCFA Population Estimates
At-Risk Populations and Their Impact on Emergency Services Specific demographic groups within communities require special consideration in emergency planning due to their heightened vulnerability. According to the United States Fire Administration's National Fire Data Center, certain populations face significantly higher risks of fire-related injuries and fatalities. These at-risk populations experience higher rates of emergency incidents and often require more resource-intensive responses, creating additional service demands for emergency organizations.

Identified High-Risk Demographic Groups
The National Fire Data Center's comprehensive "Fire Risk in 2019" study identified several demographic categories at substantially higher risk:
• Young Children (Under 5 Years): Limited mobility, inability to respond appropriately to emergency situations, and dependence on caregivers place this group at elevated risk. Young children may be unable to self-evacuate during fires and often require specialized rescue techniques.
• Older Adults (Over 55 Years): Age-related factors, including reduced mobility, slower reaction times, and a higher prevalence of medical conditions, contribute to increased vulnerability. This demographic often requires more complex EMS interventions and evacuation assistance.
37,805
38,042
38,400
37,712
37,200
37,400
37,600
37,800
38,000
38,200
38,400
38,600
2010 2015 2020 2023

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 51 • Elderly Adults (Over 85 Years): This subset faces the highest fire mortality risk of any age group, with fatality rates approximately four times the national average. Factors include living alone, the effects of medication, cognitive impairments, and physical limitations.
• Gender-Based Disparities: Statistical analysis reveals gender-specific risk patterns, with males and females showing different vulnerability profiles across age groups and incident types.

Local Demographic Analysis
The 2023 U.S. Census American Community Survey five-year estimates provide critical insights into the prevalence of these high-risk groups within the service area. This demographic data enables more precise resource allocation and targeted prevention strategies to address the specific needs of vulnerable populations that require emergency medical services and fire protection.

Age
Age significantly impacts fire safety risk, with both the very young and elderly facing elevated dangers. Understanding these demographic vulnerabilities helps inform targeted prevention strategies and resource allocation.

Elderly Population Risks
Adults over 65 face substantially higher fire-related mortality rates—2.6 times greater than the national average. This elevated risk stems from multiple factors. Decreased mobility often limits their ability to escape during emergencies. At the same time, a higher prevalence of cognitive impairments can affect their emergency response. Elderly individuals are also more likely to live alone, which increases their vulnerability in the event of a fire. Their greater susceptibility to smoke inhalation injuries due to respiratory vulnerabilities compounds the danger, as does their higher rates of medication usage that may affect alertness or decision-making. These age-related vulnerabilities directly translate to increased service demands for emergency responders, particularly for medical interventions requiring specialized geriatric care protocols.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 52 Child Safety Considerations
Children under five represent another vulnerable demographic for several interconnected reasons. Their developmental limitations in recognizing danger put them at significant risk, as does their inability to self-evacuate without assistance. Young children typically have a limited understanding of emergency procedures and often hide during frightening situations rather than attempting to escape. Their greater vulnerability to smoke inhalation, due to the development of their respiratory systems, further increases the dangers they face during fire incidents.

Recent Progress in Child Safety
Encouragingly, the U.S. Fire Administration's 2018 data indicate a 30% reduction in firerelated mortality risk for children under five over the preceding decade. This improvement is attributed to several successful initiatives. Enhanced fire prevention education programs targeting families with young children have been particularly effective, alongside increased smoke alarm installation in homes with children. Implementing school-based fire safety curricula has helped educate children about proper emergency responses.

Improved building codes and materials in residential structures have created safer living environments. At the same time, more effective public awareness campaigns about household fire hazards have increased preventative behaviors among caregivers. These targeted approaches demonstrate that evidence-based prevention strategies can significantly mitigate age-related fire risks despite inherent vulnerabilities.

The percentage of children under five in FCFA is 5%, which is similar to the state. Adults over 65 make up 24% of the population, which is less than the state average of 17%. Those aged 85 and older comprise 2.4%, which is lower than the state's rate of 1.9%. The following figure shows the percentage of children under five years and 65 years and older.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 53 Figure 21: Age Risks
Gender Disparities
Demographic data reveal significant gender differences in fire-related casualties, despite the relatively balanced distribution of the U.S. population. According to the U.S. Census Bureau, females constitute approximately 51% of the population. Yet, fire incident statistics from 2015-2019 demonstrate a disproportionate impact on males, who account for 57% of fire deaths and 55% of fire injuries. This translates to males being 1.3 times more likely than females to suffer fire-related casualties. Fire department reporting indicates alcohol impairment was present in 12% of male fire victims compared to only 6% of female victims—double the rate. This suggests that alcohol consumption may significantly contribute to the higher male casualty rates by impairing judgment, reaction time, and evacuation capabilities during fire emergencies.

Age-Specific Risk Patterns
Age intersects with gender to create specific risk profiles:
• Middle-aged males demonstrate higher mortality rates in intentionally set fires, which may reflect behavioral patterns, occupational exposures, or other social factors. • Elderly females (75 and older) are more susceptible to cooking-related fire injuries than their male counterparts. This likely reflects gender-based differences in household activity patterns and age-related physical limitations.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 54 Detailed age data reveal that the gender distribution of fire casualties varies significantly across different age groups. These patterns underscore the importance of developing targeted prevention strategies that focus on specific risk factors for distinct demographic groups. This analysis highlights the importance of fire safety education and prevention programs that are tailored to address gender-specific risks at all life stages.

Additional Demographics
The following demographic data provide additional information about people living in the FCFA district. Although these individuals do not fall within the NFPA high-risk populations, they can still affect the community's risk. The demographic information is drawn from data provided by the American Community Survey (2019–2023), Esri (2025), and AGS (2024).

Disabilities
FCFA shows a higher prevalence of residents with disabilities, with 5,038 households, or 32% compared to California's statewide average of 11.3%. This 20% difference represents a significant portion of the community that requires specialized emergency response considerations and accessible services.

The higher-than-average disability rate in FCFA may reflect several demographic factors, including an aging population (as disability rates typically increase with age), the community's role as a retirement destination, or local industries that could contribute to higher rates of work-related disabilities. Individuals with disabilities face unique vulnerabilities during emergencies that require specialized response approaches. Physical disabilities may prevent or significantly slow self-evacuation from buildings during fires, natural disasters, or other emergencies. Mobility impairments, as well as visual or hearing impairments, and cognitive disabilities, each present distinct evacuation challenges that require different assistance methods. Some residents may rely on elevators for mobility, creating particular risks during fires when elevator use becomes dangerous.

Language Barriers
Approximately 7.4% of residents over the age of five in Arroyo Grande and 28.1% in Grover Beach speak a language other than English at home, which is notably lower than California's statewide average of 44.1%. Although the community's percentage is lower than the state's, it still indicates that more than one in four residents may face language barriers during emergencies. This significant population segment presents essential considerations for emergency response and fire prevention efforts, as effective communication can be the difference between life and death during critical incidents.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 55 During active fire incidents, first responders often struggle to quickly gather critical information about trapped occupants, medical conditions, or hazardous materials. Clear communication regarding evacuation routes, medical treatment procedures, or safety instructions becomes significantly more difficult when language barriers are present.

Limited English proficiency (LEP) often correlates with a lack of familiarity with standard American fire safety technologies and practices. Many LEP residents may come from countries with different housing construction standards, fire safety technologies, or emergency response systems.

While smoke alarm technology may seem straightforward, it encompasses several concepts that may be unfamiliar, including the importance of regular battery replacement, proper placement throughout the home, testing procedures, and appropriate responses when alarms activate. LEP residents may not fully understand these life-saving systems without clear communication in their primary language. Many LEP residents may also be unfamiliar with American emergency services systems, including when and how to call 911, what information to provide, or what to expect from responding personnel.

Poverty & Income
Low wages and inadequate income create cascading challenges throughout communities, significantly elevating the risks of fires and medical emergencies. When individuals and families struggle to meet basic necessities like housing, food, and healthcare, they often face impossible choices that compromise safety and health outcomes. People living below the poverty level are considered at the highest risk, especially when combined with other factors such as education levels, disabilities, or the inability to work. Low incomes affect families with children, lead to lower educational scores, and contribute to mental health issues. The COVID-19 pandemic has had a profoundly adverse impact on these families due to school closures and the unavailability of childcare. Low income can lead to more significant mental health challenges in the community. A report from the World Economic Forum states that depression and anxiety are nearly three times as likely in people with low incomes.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 56 These economic disparities directly lead to increased demand for emergency services, as residents in poverty more often encounter preventable emergencies due to deferred maintenance, unsafe living conditions, untreated medical issues, and the inability to afford preventive care. Recognizing these economic vulnerabilities allows for more targeted community risk reduction efforts. It helps emergency services anticipate higher call volumes in economically disadvantaged neighborhoods.

In the FCFA, 10% of the population lives in poverty, which is lower than the state rate of 12%. The higher poverty levels correspond to lower incomes, and the community’s median household income of $89,964 is lower than the state's median household income of $96,334.

Persons without Health Insurance
Populations without adequate healthcare access create significant strain on emergency medical services while experiencing elevated rates of preventable medical incidents. The lack of health insurance disproportionately affects lower-income residents who cannot afford routine medical visits, prescription medications, or preventive care services. When treatable conditions go unaddressed due to cost barriers, they often escalate into acute medical emergencies requiring expensive emergency interventions.

Figure 22: Population without Health Insurance
The FCFA has 5.9% of its residents lacking
health insurance, compared to
California's statewide average of 6.4%.

This represents uninsured residents who
may delay seeking medical care until
conditions become critical, directly
increasing demand on emergency
medical services and reducing the system's capacity to handle other emergencies efficiently. The figure provides the percentage of people without health insurance by age groups.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 57 Education Levels
While educational attainment may not be classified among primary at-risk populations, it remains an essential factor in developing comprehensive fire and life safety education programs. Educational levels directly correlate with economic outcomes, as U.S. Bureau of Labor Statistics data indicates that individuals with only a high school diploma earned a median weekly income of $899 in 2023, 40% less than those with bachelor's degrees, who earned $1,493. This income disparity impacts residents' ability to invest in safety measures, maintain safe housing conditions, and access resources that mitigate emergency risks.

FCFA’s district has mixed educational
achievement patterns, and 22% have
completed only high school (slightly
above the state average). However,
36% of residents hold bachelor's
degrees or higher, which is similar to
the state's rate of 36.5%. This
educational profile suggests that a portion of the community may benefit from tailored safety education approaches that consider varying literacy levels and learning preferences. The lower rate of higher education completion may correlate with the economic challenges previously identified in the community's poverty and income statistics.

Race and Ethnicity
Race and ethnicity are related yet distinct concepts used to categorize individuals based on various aspects of identity. Race typically refers to a person's association with a broad social group defined by physical traits, such as skin color, often shaped by societal perceptions. Examples include classifications such as White, Black, African American, or Asian. Ethnicity, on the other hand, is connected to cultural factors such as nationality, language, religion, and traditions. It helps identify individuals within specific cultural or ancestral backgrounds, such as Hispanic, Jewish, or Irish. While race is often viewed as a more rigid classification, ethnicity tends to be more fluid, allowing people to identify with multiple ethnic backgrounds and cultural influences.

Figure 23: Education

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 58 The following figure illustrates the representation of race and ethnicity in FCFA compared to the state.

Figure 24: Race and Ethnicity
Race and Ethnicity FCFA California
White alone 63.0% 70.4%
Black or African American alone 0.7% 6.5%
American Indian & Alaskan Native alone 0.1% 1.7%
Asian alone 2.6% 16.5%
Native Hawaiian & Other Pacific Islander alone 0.1% 0.5% Two or more races 4.5% 4.3%
Hispanic or Latino (of any race) 28.6% 40.4%
* White alone, not Hispanic or Latino, are individuals who responded “No, not Spanish/Hispanic/Latino” and who reported “White” as their only entry in the race question. Data for this table were sourced directly from the U.S. Census QuickFacts page.

Housing Characteristics
Vacant housing units in a community, such as those in FCFA, can pose several challenges related to safety and infrastructure. If not adequately secured, these structures may become entry points for unauthorized individuals, increasing risks for both residents and emergency responders. Insufficient maintenance can lead to structural deterioration, making buildings more susceptible to fires or other emergencies. Vandalism and neglect can further complicate situations for law enforcement and fire departments, creating hazardous conditions that require additional resources.

Fire safety is a critical concern. Data from the NFPA shows that most (79%) fire-related fatalities occur in one or two-family dwellings or apartments (multifamily dwellings), but these account for only 24% of the fires.6 This highlights the importance of maintaining housing structures in a safe, secure, and well-maintained condition to minimize risks to the community.
6 NFPA Research, Fire Loss in the United States During 2023.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 59 Housing Ownership
Homeownership in Arroyo Grande is 62.3%, while in Grover Beach it is 55.4%, as compared to the statewide average of 55.8%. This indicates a larger share of FCFA residents own their homes compared to the rest of California. The housing market in the FCFA district remains competitive, with homes receiving multiple offers and selling relatively quickly. The median sale price of homes in the FCFA district reached $793,940, reflecting a slight decrease from the previous year. Understanding these trends provides insights into housing affordability and accessibility in the region.

Age of Housing
As buildings age, maintenance costs tend to rise due to wear and tear on structural components. Homes built before 1980, which make up about 50% of the housing stock, were constructed before the widespread enforcement of modern smoke alarm installation requirements. Before 1989, single-station, battery-powered smoke alarms were generally required in homes, but interconnected, hardwired alarms became mandatory in new constructions starting that year.

Introducing these regulations has
greatly improved fire safety, as smoke
alarms provide early warnings that
reduce fire-related deaths. Current
building codes require smoke alarms
in every bedroom, hallway, and floor
of new residential buildings to ensure
better protection. Upgrading older
homes with modern smoke alarms is
crucial for maintaining safety standards and lowering fire risks.

Figure 25: Year Structures Built

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 60 Housing Units
FCFA has a notably high percentage
of residents living in one- or twofamily dwellings, with approximately 70% of the population residing in
such housing, compared to the
statewide average of 67%. This
suggests a strong presence of
homeownership in the district. In
contrast, the percentage of buildings
with 20 or more units is significantly lower, at just 3%, compared to the state average of 13%. This indicates that the FCFA district has fewer large apartment complexes and a housing landscape that favors single-family homes. Understanding these housing trends can provide insight into the cities’ residential patterns and the availability of various housing options.

Figure 26: Housing Units

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 61 ALL-HAZARDS COMMUNITY RISK ASSESSMENT
Environmental Hazards
All communities face ongoing threats from various physical hazards that can strike at any time during the year. These hazards include a broad spectrum of natural disasters and environmental challenges, such as devastating wildfires that can quickly consume large areas of vegetation and structures, powerful earthquakes that can cause severe structural damage and ground instability, severe flooding resulting from heavy rainfall or storm systems that can overwhelm drainage systems and flood residential and commercial areas, and prolonged droughts that can lead to water shortages and increased fire danger due to dried vegetation. To manage these complex threats, comprehensive mitigation plans are essential, offering public safety officials and emergency responders the vital information needed to understand the specific risks in their communities and develop effective strategies to prepare for, respond to, and recover from these potentially catastrophic events.

Weather Conditions
The climate patterns and weather systems impacting FCFA present year-round challenges that can significantly affect emergency response capabilities and community safety.

Throughout all seasons, weather conditions create varying levels of operational complexity for first responders, whether they are dealing with intense thunderstorms that bring heavy rainfall, lightning strikes, and strong winds, or other meteorological events such as heat waves, fog, or seasonal wind patterns. Regardless of the specific weather event or its severity, the fire department remains committed to responding promptly and effectively whenever the community needs emergency services. They adjust their response protocols and equipment deployment strategies to suit the prevailing conditions, ensuring the safety of both responders and the general public.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 62 Temperature
FCFA’s district experiences a classic Mediterranean climate, characterized by warm, dry summers and mild, wet winters. Throughout the year, temperatures typically range from lows around 42°F in winter to highs near 76°F in late summer. The hottest month is usually September, with average highs reaching approximately 79.5°F. In contrast, December is the coldest, averaging highs around 61°F and lows near 42°F.7 Rainfall is seasonal, with the majority of precipitation occurring between November and April. February and March are the wettest months, each averaging around 3 inches of rain.

The summer months, especially July and August, are nearly rainless. Snow is virtually nonexistent, and foggy mornings are common in winter due to the coastal influence.

Sunshine is abundant, with Arroyo Grande averaging about 286 sunny days per year. The clearest skies are typically seen from May through October, making late spring to early fall the most pleasant time for outdoor activities.

Figure 27: Average Temperatures
7 https://weatherspark.com/y/1273/Average-Weather-in-Arroyo-Grande-California-United-States-Year-Round.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 63 Heat Index
High temperatures can significantly impact fireground operations, especially when combined with high humidity levels. The combination of heat and humidity raises the heat index, making it feel much hotter than the actual air temperature. This increases the physical strain on firefighters, who are already burdened by heavy protective gear and demanding physical activity. As a result, the risk of heat-related illnesses—such as heat exhaustion or heat stroke increases sharply. To reduce these risks, structured rehab protocols are essential. These include rotating crews more often, ensuring proper hydration, providing shaded or cooled rest areas, and monitoring vital signs. Without proper rehab, firefighter performance, safety, and decision-making can be severely affected.

The following figure shows the National Weather Service's Heat Index chart.

Figure 28: National Weather Service Heat Index Chart

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 64 Precipitation
A drought can have widespread effects on a community, especially regarding water supply and fire danger. When rainfall is limited over an extended period, groundwater levels can drop substantially, reducing the natural recharge of aquifers and impacting the efficiency of aquifer filters. This is particularly concerning in areas where wells are the primary source of drinking water, as prolonged drought conditions can lead to water shortages, lower water quality, and increase the need for water conservation efforts.

Beyond water supply problems, droughts can cause serious secondary effects, especially during wildfire season. As vegetation dries out due to a lack of moisture, it becomes highly flammable, increasing the likelihood and intensity of wildfires. These dry conditions can turn even small sparks into fast-moving, destructive fires that threaten homes, infrastructure, and natural habitats. The longer extended droughts last, the greater these risks become, making it harder for communities to recover and prepare for future fires. In this way, droughts not only strain essential resources but also increase a region's overall vulnerability to environmental hazards.

The following figure illustrates the average precipitation.

Figure 29: Average Precipitation

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 65 A drought time series chart is essential because it visually tracks changes in drought conditions over time, helping communities, emergency managers, and policymakers understand long-term trends and patterns. By analyzing this data, decision-makers can determine the onset, duration, and severity of droughts, which is vital for managing water resources, planning for agricultural impacts, and preparing for increased wildfire risk. For fire departments, such as those in drought-prone areas like FCFA, this information enables proactive planning and resource allocation during periods of heightened fire danger. The following figure shows the drought conditions in FCFA from January 2011 to July 2025.

Figure 30: Drought Conditions (2011 to 2025) 8
The following figure shows the current drought conditions in San Luis Obispo County and California.
8 U.S. Drought Monitor.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 66 Figure 31: Drought Conditions – San Luis Obispo County and California

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 67 Prevailing Winds
Understanding prevailing winds is crucial for firefighters in the FCFA region due to the region's complex terrain and the frequency of wildfires. Winds significantly impact the direction, speed, and intensity of wildfires, often determining how quickly a fire spreads and which areas are most vulnerable. In FCFA, wind patterns can change rapidly, especially in mountainous regions, leading to unpredictable fire behavior that makes suppression efforts more difficult. The following figure shows the prevailing winds from the Oceano County National Weather Service between July 2018 and April 2023.

Figure 32: Prevailing Winds9
9 https://mesonet.agron.iastate.edu/sites/windrose.phtml?station=L52&network=CA_ASOS.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 68 Wind
These environmental conditions increase operational risks and require ongoing monitoring and adjustment. Firefighters must adjust their tactics based on real-time weather data, and command staff must incorporate these factors into their risk management plans to protect both public safety and the health of firefighters. The U.S. Fire Administration emphasizes that incorporating weather awareness into operational planning is a crucial component of effective risk management in the fire service.10
Winds significantly influence the climate and environment of FCFA due to its location along the Central Coast. During the windier months, which span from late fall to early summer, average wind speeds exceed 4.3 mph, contributing to cooler temperatures and increased cloud cover. These coastal breezes, often coming from the Pacific Ocean, help moderate the climate year-round, bringing in marine layers and fog that are common in the mornings. This not only affects visibility but also plays a role in shaping the local ecosystem by supporting hardy coastal vegetation and maintaining generally good air quality through the dispersion of pollutants. In contrast, the late summer and early fall months tend to be calmer, allowing for more stable weather conditions. Overall, wind is a key factor in the area's Mediterranean climate, influencing everything from daily weather patterns to long-term environmental characteristics.

The following figure shows the average monthly wind speeds.

Figure 33: Average Monthly Wind Speeds
10 https://www.usfa.fema.gov/downloads/pdf/publications/risk_management_practices.pdf.

4.3 4.8 4.9 4.7 4.9

4.1 3.7

3.2 3.0 3.0 3.4 3.8

0.0 1.0

2.0 3.0

4.0 5.0

6.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 69 Natural Hazards
Natural hazards are events or phenomena that occur naturally and can potentially cause harm to people, property, and the environment. These hazards originate from Earth's natural processes and can happen suddenly or gradually. Examples include earthquakes, floods, wildfires, droughts, tsunamis, and landslides.

Natural hazards can vary in strength and duration, and their effects often depend on the vulnerability and preparedness of the affected community. While they cannot be stopped, understanding natural hazards and applying risk reduction methods—such as early warning systems, land-use planning, and emergency preparedness—can significantly lessen their impact.

Wildland Fires
As of 2024, California has updated its defensible space requirements to strengthen wildfire protection around homes and structures, particularly in Very High Fire Hazard Severity Zones (VHFHSZ). These requirements are enforced under Public Resources Code Section 4291 and Government Code Section 51182, emphasizing a three-zone approach to managing vegetation and combustible materials around buildings.
11 • Zone 0 – The Ember-Resistant Zone includes the first 0 to 5 feet from any structure. This zone must be kept entirely free of combustible materials, including mulch, dead vegetation, wood piles, and flammable outdoor furniture. The goal is to prevent embers—often the leading cause of home ignition—from finding fuel near the structure.
• Zone 1 – Extends from 5 to 30 feet and must be kept “lean, clean, and green.” This means removing dead plants, trimming trees, spacing vegetation to prevent fire spread, and maintaining lawns and ground cover. Combustible materials, such as wood fencing attached to the home, should be replaced with non-combustible alternatives.
• Zone 2 – Extends from 30 to 100 feet (or to the property line) and emphasizes reducing fuel loads by thinning vegetation, removing dead or dying plants, and spacing trees and shrubs to prevent fire from spreading vertically and horizontally.

The level of fuel management becomes more intensive closer to home. 11 https://www.fire.ca.gov/dspace.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 70 These updated standards are part of California’s broader wildfire mitigation strategy. They are enforced through defensible space inspections, especially in State Responsibility Areas (SRAs). Local jurisdictions may adopt stricter rules; therefore, residents are encouraged to check with their local fire department for any additional requirements.

The San Luis Obispo County Local Hazard Mitigation Plan (SLOLHMP) outlines wildfire mitigation and prevention strategies for both Arroyo Grande and Grover Beach, with each city tailoring its approach to its specific risks and resources.

In Arroyo Grande, wildfire risk is considered significant. The City is designated by CAL FIRE as being at increased risk due to its geography and past fire events, such as the 1985 Los Pilitas Fire and the 2025 Gifford Fire, which will be discussed further in the report. The new CAL FIRE fire severity maps expanded the area designated as a moderate or high-severity zone. Some of the properties in these areas exceed $3 million in valuation. Although no critical facilities are located in these zones, the City has taken proactive steps. It has conducted fuel reduction projects and is working with FCFA, the County, and the FireSafe Council to develop a city-specific Community Wildfire Protection Plan (CWPP). The City also enforces building codes that eliminate wood shake roofs and require fire sprinkler systems in new structures. Additionally, it promotes defensible space around buildings in the Wildland Urban Interface (WUI).

Grover Beach has implemented a comprehensive fire mitigation strategy focused on education, enforcement, and vegetation management. The City encourages maintaining a 100-foot defensible space around structures in the WUI. It continues to operate its weed abatement program to reduce fire risk in open spaces and enforces building codes that prohibit wood shake roofs and mandate the installation of fire sprinkler systems in all new buildings.

The 1985 Las Pilitas Fire began near Santa Margarita Lake and burned about 75,000 acres, causing major disruptions, including US 101 closures, significant financial losses for local agencies, and environmental restoration costs, though it never reached Arroyo Grande directly. In contrast, the 2025 Gifford Fire grew into a massive blaze exceeding 130,000 acres, threatening thousands of structures in San Luis Obispo County, prompting evacuation warnings near Arroyo Grande, closing key roads, and blanketing the area in smoke. While Las Pilitas primarily affected Arroyo Grande through economic and logistical ripple effects, the Gifford Fire posed an immediate danger to residents and infrastructure, requiring active community response and emergency measures.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 71 The following figure shows the location of the new State Responsibility Area and Local Responsibility Area fire hazard severity zones.

Figure 34: Fire Hazard Severity Zones
Flooding
Flood risk in Grover Beach and Arroyo Grande is primarily linked to the potential failure of the Lopez Dam, a high-hazard earthen dam situated upstream of both towns. If the dam were to give way, floodwaters would flow down Arroyo Grande Creek, flooding large parts of both communities. In Grover Beach, about 2,392 properties and 5,319 residents could be affected, with estimated property damages exceeding $635 million. Arroyo Grande faces an even greater threat, with 3,565 parcels and 8,273 residents at risk, and potential property losses exceeding $1 billion.

The floodwaters would move through rural areas below the dam before reaching Arroyo Grande, Grover Beach, and Oceano. The impact would be worse in Arroyo Grande because it is located near the dam. At the same time, Grover Beach would experience flooding in low-lying areas south of Grand Avenue and west of Highway 1. Critical infrastructure is also at risk, including Highway 101, which could become impassable, disrupting regional transportation and emergency response. In Grover Beach, the Train Station and Front Street Sanitary Sewer Lift Station are among the facilities at risk.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 72 Beyond dam failure, Arroyo Grande is also vulnerable to flooding from 100-year and 500- year storm events. The City has seen total flood-related damages exceeding $400,000, and it has multiple properties with repeated and severe flood losses. Although no critical facilities are within the 100-year floodplain, several that serve vulnerable populations lie within the 500-year floodplain, which increases the potential impact of a significant flood.

Overall, the district faces significant geographic risk of flooding, with a low likelihood but potentially devastating effects. The flood risk in Grover Beach and Arroyo Grande is rated as medium due to the potential extent of damage and the number of people affected.

Climate change is likely to worsen flooding risks due to changes in rainfall patterns and more severe storms. Development trends in residential areas may raise the danger if not properly managed, especially in flood-prone zones. While FCFA’s energy infrastructure is generally considered resilient to flooding, there is recognition that natural gas pipelines crossing floodplains must comply with current standards to prevent failures.

Overall, flooding poses a significant and complex hazard for FCFA, affecting people, infrastructure, the environment, and the economy.

There are areas in FCFA classified as regulated waterways by the Federal Emergency Management Agency; the City has the following flood zones:
• An area classified as "A" zone is exposed to a 1-percent chance of a flood event.

Still, it does not have a "…detailed hydraulic analysis." • The AE designation is considered "areas subject to inundation by the 1-percentannual-chance flood event determined by detailed methods”. It is further defined as a 26% chance of a flood occurring in 30 years.
• Zone "X" is a "moderate risk area within the 0.2-percent annual chance floodplain.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 73 The following figure shows the areas in FCFA at risk of flooding.

Figure 35: FCFA Flood Zones

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 74 Earthquakes
In Arroyo Grande, the City has experienced several earthquakes in the past, with magnitudes ranging from 5.0 to 6.2. Two faults are mapped in the town: the potentially active Wilmar Avenue fault and the inactive Pismo fault. The downtown business district is particularly vulnerable to fault rupture due to the presence of many unreinforced masonry buildings, which are known to be unstable and prone to collapse during seismic events.

Losing these buildings could cause significant economic damage and reduce tax revenue. Arroyo Grande’s previous City Hall is one such unreinforced masonry building, and a magnitude 6.5 earthquake or stronger could destroy it, forcing the City to relocate operations. The City is also at risk of liquefaction, with a significant portion of its soil classified as having a moderate risk. Twenty-two critical facilities are located in areas at risk of liquefaction, which could further hinder emergency response and recovery efforts.

Grover Beach’s hazard mitigation plan focuses on earthquakes. The City aims to mitigate damage and losses from seismic activity by developing a comprehensive risk reduction strategy, reviewing the safety of all structures and facilities, and making them disasterresistant. A group of department heads will be assembled to set priorities and identify funding options to renovate existing city buildings. Additionally, the City intends to establish disaster preparedness caches of supplies, tools, and equipment for city employees to sustain operations during major emergencies. Although the SLOLHMP does not specify fault lines within Grover Beach, the City’s proactive planning demonstrates an understanding of regional seismic risks and the need for preparedness.

Critical lifeline systems such as highways, bridges, pipelines, railroads, and utilities may experience considerable damage. Liquefaction, particularly in areas with soft soils, can further destabilize structures and lead to landslides. Older or poorly constructed facilities face a higher risk of roof collapse, and fires can result from ruptured gas lines, leading to cascading disasters that challenge emergency response efforts.

Liquefaction
In Arroyo Grande, much of the city has soils classified as having a moderate risk for liquefaction. A GIS analysis conducted during the hazard mitigation planning process identified twenty-two critical facilities located in areas susceptible to liquefaction. The vulnerability assessment includes a detailed breakdown of property types at risk, showing that residential properties, including multi-family and mobile homes, make up a significant portion of the exposure. The total improved value of parcels at moderate liquefaction risk in Arroyo Grande is estimated at over $917 million.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 75 Grover Beach also faces liquefaction hazards, especially in its residential neighborhoods.

The analysis indicates that 4,243 residential properties are at risk, including mobile and manufactured homes, which are especially vulnerable. The combined value of these residential properties is approximately $747 million. The City’s mitigation plan includes a map that highlights specific risk areas, and the data show that residential properties are more exposed to liquefaction than other types, such as commercial or industrial properties.

The following figure shows the locations of historic earthquake faults.

Figure 36: Historic Earthquake Faults

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 76 CRITICAL INFRASTRUCTURE
Critical infrastructure and key resources (CIKR) refer to the elements that are crucial for a community to function in a modern economy. Critical infrastructure is defined as a sector “whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof.” There are sixteen defined Critical Infrastructure Sectors (CIS):12 • Chemical Sector
• Commercial Facilities Sector
• Communications Sector
• Critical Manufacturing
Sector
• Dams Sector
• Defense Industrial Base
Sector
• Emergency Services Sector
• Energy Sector
• Financial Services Sector
• Food and Agriculture Sector
• Government Facilities Sector
• Healthcare and Public Health Sector
• Information Technology Sector
• Nuclear Reactors, Materials, and Waste Sector
• Transportation Systems Sector
• Water and Wastewater Systems Sector
Not all these sectors may be in the FCFA district; each community must determine critical infrastructure locations and develop pre-incident plans for responding personnel.

Other buildings to consider as potential target hazards include occupancies with a high risk of significant loss of life, such as places of public assembly, schools, childcare centers, medical and residential care facilities, and multi-family dwellings. Other considerations include buildings with substantial value to the community—economic loss, replacement cost, or historical significance—that, if damaged or destroyed, would have a significant negative impact.
12 Infrastructure Security, Department of Homeland Security.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 77 Target Hazards
A target hazard is a location or facility that poses a risk to the community. The CIKR provides a list of sectors that are critical to a community. Target hazards also include highvalue buildings and historic or cultural sites. Identifying these locations enables a fire department to prepare for potential emergencies and ensure it has the appropriate resources and strategies to prevent, respond to, and mitigate risks.

Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards. Examples include industrial accidents or the release of hazardous chemicals. Each community should develop contingency plans tailored to the specific risks within its jurisdiction. This may consist of permitting, periodic fire and life safety inspections, and pre-incident planning. These activities are designed to reduce risks and provide on-site visits for fire department personnel.

Facilities that store or produce hazardous materials require special precautions during an emergency to protect both responders and the surrounding community. Locations with hazardous materials on-site for any time during the year exceeding the limits established by the Environmental Protection Agency are required to file Tier II reports. These reports are provided to local jurisdictions, local emergency planning committees, and the State’s Emergency Response Commission as required by the Emergency Planning and Community Right-to-Know Act of 1986, also known as SARA Title III. These thresholds require submission:
• Ten thousand pounds for hazardous chemicals
• The lesser of 500 pounds or the threshold planning quantity for extremely hazardous chemicals
• California requires additional reporting quantities through a five-tier system that authorizes the treatment and storage of hazardous waste.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 78 Highways & Roads
Emergency personnel need a transportation system to respond effectively to incidents.

Without an interconnected network of roads and streets, response times can be delayed.

Interconnectivity provides multiple access points to a location if one route is blocked.

In Arroyo Grande, the primary highways and major streets include U.S. Route 101, which runs north-south and serves as the main regional connector. Another significant route is El Camino Real, which parallels U.S. 101 and serves as a local arterial. East Grand Avenue is a central east-west corridor that connects the downtown area to Grover Beach and other nearby communities. Other notable streets include Brisco Road, James Way, Oak Park Boulevard, and Huasna Road, which provide access to residential neighborhoods, commercial zones, and rural areas.

In Grover Beach, West Grand Avenue is the main thoroughfare, running east-west and connecting the beach area to U.S. Route 101. Oak Park Boulevard and South 4th Street are also key north-south routes that facilitate movement through the city and into neighboring areas. Farroll Road, Atlantic City Avenue, and Longbranch Avenue are important local streets that support residential and commercial traffic. Additionally, Cabrillo Highway (California State Route 1) runs along the coast. It intersects Grand Avenue near the beach, serving as a scenic and functional route for both locals and visitors.

The following figure provides the traffic counts at various intersections in FCFA.

Figure 37: Traffic Count13
Location Average Annual Daily Traffic—Vehicles
Hwy 1 north of Truman Dr 10,800
Hwy 1 at S Halcyon Rd 11,000
U.S. Hwy 101 at Grand Ave 64,000
Hwy 1 at W Grand Ave 12,600
13 Caltrans GIS Data, Annual Average Daily Traffic.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 79 The following figures show the street and highway network in FCFA.

Figure 38: Streets and Highways in FCFA

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 80 Water and Wastewater
In Grover Beach, water and wastewater services are provided directly by the City of Grover Beach through its Public Works Department. The City owns and operates its water distribution and wastewater collection systems. For water, the City manages supply, treatment, and distribution. Wastewater services include sewer collection and maintenance. In Grover Beach, the City obtains its potable water from two primary sources: Lopez Lake, a surface water reservoir managed by San Luis Obispo County, and local groundwater wells that draw from the Santa Maria Groundwater Basin. Grover Beach is part of the Northern Cities Management Area, a regional group of agencies that monitor and manage groundwater extraction from this basin.

In 2024, a coalition of environmental groups sued San Luis Obispo County under the Endangered Species Act, alleging that Lopez Lake operations failed to protect steelhead trout in Arroyo Grande Creek. A federal court initially ordered a 45% increase in water releases, threatening municipal supplies in Arroyo Grande, Pismo Beach, and Grover Beach. The County appealed, and in December 2025, the Ninth Circuit vacated the injunction, restoring the prior release schedule and directing the lower court to reassess impacts on multiple species and local water needs. The case remains active, but the immediate risk of severe water shortages has been removed while long-term compliance and habitat planning continue. Any reduction in available water will affect FCFA and the cities it serves.

The City’s water system is overseen by the Public Works Department, which also maintains infrastructure and monitors water quality through annual reports and compliance with state and federal standards.14
In Arroyo Grande, water and sanitary sewer services are managed by the City’s Utilities Division, which is part of the Public Works Department. This division is responsible for operating and maintaining the City’s water and sewer mains, pump stations, lift stations, reservoirs, and wells.15
14 https://www.grover.org/545/Water-System.
15 https://www.arroyogrande.org/165/Utilities-Division.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 81 In Arroyo Grande, water is similarly sourced from Lopez Reservoir and groundwater basins, including the Santa Maria Groundwater Basin and the Pismo Formation. The City has entitlements to specific volumes from each source, and recent data shows that Lopez Reservoir is currently at full capacity, ensuring a reliable supply for the near future.

Groundwater levels have also improved due to recent rainfall, which has contributed to the City’s overall water availability. Arroyo Grande actively monitors its water supply and usage, implementing conservation programs and emergency measures during drought conditions.16
Both cities are also part of the South San Luis Obispo County Sanitation District, which handles regional wastewater treatment for Grover Beach, Arroyo Grande, and Oceano.

This district operates the treatment plant located in Oceano and ensures compliance with environmental regulations.17
16 https://www.arroyogrande.org/148/Water-Conservation. 17 https://sslocsd.org/.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 82 The following figure shows the fire hydrant-protected areas in the FCFA district.

Figure 39: Fire Hydrant Protected Areas

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 83 Electricity
Pacific Gas and Electric (PG&E) provides electricity to the FCFA district through its electric distribution network, which includes lines, backbone, local transmission lines, and various other facilities. Central Coast Community Energy (3CE) supplies the energy, while PG&E bills for the service.

Although there are no high-voltage electrical transmission lines in the district, a 115-kilovolt line terminates at an electrical substation located south of Los Berros Road and Valley Road. An electrical substation reduces the voltage in the distribution system for residential and commercial users. Emergency responders must exercise extreme caution in the event of an incident at one of these sites. Entry by FCFA personnel into a substation will occur only after PG&E representatives are present and have granted clearance.

PG&E may carry out Public Safety Power Shutoffs during red flag warnings. These warnings occur when there are high winds (>25 mph or gusts above 45 mph), low humidity, or when PG&E detects a problem that could spark a fire, such as power lines causing a spark, even in areas considered low risk. These shutoffs are usually temporary. PG&E informs customers before shutting off power, but customers need to sign up for text, phone, or email alerts.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 84 The following figure shows the electrical power distribution in FCFA.

Figure 40: Electrical Power Distribution

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 85 Natural Gas
Natural gas is supplied to FCFA by Southern California Gas through its network of distribution pipelines, local transmission pipelines, and various storage facilities. PG&E delivers natural gas in the city via transmission and high-pressure distribution lines, serving both commercial and residential areas. These lines traverse the region and the FCFA district.

When a contractor accidentally damages a natural gas line—typically during excavation or construction work—it can quickly escalate into a serious emergency that directly involves FCFA. The most immediate issue is the uncontrolled release of natural gas, which is highly flammable and can form explosive mixtures with air. If a gas leak occurs near buildings, vehicles, or any other ignition source, there is a serious risk of fire or explosion that could endanger both lives and property.

FCFA is usually among the first responders to such incidents. Their initial role is to secure the area, evacuate nearby residents or workers, and establish a safe perimeter. They must also assess the risk of ignition and monitor gas concentrations using specialized equipment.

Coordination with the utility company is crucial, as only trained gas technicians can shut off the gas flow at the source, which may be located far from the actual leak.

Another complication is that natural gas is often odorized with mercaptan to aid in leak detection. However, in open-air environments or windy conditions, the smell may dissipate quickly, making detection more challenging. Firefighters must rely on gas detectors and thermal imaging to locate the leak and assess its severity. If the gas ignites before crews arrive, the situation becomes even more dangerous, requiring fire suppression tactics while still managing the gas flow.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 86 The following figure shows the location of natural gas transmission and high-pressure distribution lines.18
Figure 41: Natural Gas Transmission and High-Pressure Distribution Lines Gasoline
Gasoline is the most widely used transportation fuel in the FCFA district, with the largest percentage of gasoline consumption attributed to light-duty cars, pickup trucks, and sport utility vehicles. The gasoline network includes many stations, tankers, and pipelines. 18 PG&E Gas Systems website.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 87 Railways
Grover Beach is served by Amtrak's Pacific Surfliner, the primary railway line passing through the city. The Grover Beach Train Station, located at 180 W. Grand Avenue, is a stop along this scenic coastal route that connects San Diego to San Luis Obispo, passing through major cities such as Los Angeles and Santa Barbara. The station is part of a multimodal transportation facility, offering connections to buses and other transit options.

The Pacific Surfliner makes two daily stops in each direction at Grover Beach, providing access to both Southern California and the Central Coast. While the Coast Starlight— another Amtrak route—occasionally passes through the area, it does not make regular stops at Grover Beach.

This station is strategically located near Highway 1 and offers amenities like long-term parking, bike racks, and accessibility features. It serves as a gateway to nearby attractions, including Pismo Beach, Oceano Dunes, and the Monarch Butterfly Grove. 19 19 https://www.pacificsurfliner.com/destinations/grover-beach/.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 88 The following figure shows the location of the railway and crossings in Grover Brach.

Figure 42: Railway Line and Crossings

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 89 PHYSICAL ASSETS PROTECTED
Commercial occupancies or properties are considered target hazards in every community due to the special or unique risks they pose to emergency responders and occupants during an incident or event. Each of these occupancies should have up-to-date preincident surveys completed annually. The surveys allow responders to become familiar with the building, property, and special hazards.

During an incident, these occupancies and facilities should have a current pre-incident plan for FCFA operations personnel. The pre-incident plan provides emergency responders with information about potential hazards, enabling them to develop effective strategies and tactics during an incident. The recommended interval for updating a fire department's pre-incident plans is usually once a year, or more frequently if there are significant changes to the building, occupancy, or hazards. This ensures the plans remain accurate and effective for emergency response. However, the specific schedule may vary depending on local policies, risk levels, and operational needs.

The Insurance Services Office (ISO) offers guidance on pre-incident planning through its Fire Suppression Rating Schedule (FSRS). According to ISO, pre-incident plans are a vital part of a fire department’s readiness. They are assessed during the community’s Public Protection Classification (PPC) review. ISO stresses that fire departments should create and keep preincident plans for all commercial, industrial, institutional, and other high-risk properties. ISO assigns credit for pre-incident planning under Section 570 of the FSRS. To receive full credit, fire departments must:
• Conduct and document pre-incident planning visits.
• Include detailed information such as building layout, fire protection systems, hazardous materials, and access points.
• Update plans regularly to reflect changes in occupancy or structure.

The current pre-incident planning process is inadequate and unavailable to firefighters.

FCFA is expecting a switch to Tablet Command for mapping and on-scene management in 2026. Once this is implemented, pre-incident plans will be accessible on the apparatus’ mobile computer. A new software system will provide a consistent procedure for completing pre-incident plans, and a policy should be developed when a vendor has been selected. All target hazards and, ultimately, all commercial buildings have up-todate pre-incident plans.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 90 Structural Risks
The level of risk to occupants and emergency responders varies depending on the type of residential or commercial occupancy.

Educational and Childcare Facilities
Public and private schools, as well as childcare facilities, increase risks in any community and require substantial assistance during significant events, such as mass casualty or fire responses.

Grover Beach and Arroyo Grande are both served by the Lucia Mar Unified School District (LMUSD), which is the largest school district in San Luis Obispo County. This unified district covers grades Kindergarten through 12. It includes a mix of elementary, middle, and high schools across several communities along the Central Coast.

As of the 2025–26 school year, Lucia Mar Unified operates 19 public schools, serving approximately 9,619 students.20 The district includes eleven elementary schools, three middle schools, three comprehensive high schools, one continuation high school, one independent study school, and one adult education program.21 LMUSD is headquartered in Arroyo Grande and is known for its partnerships with local colleges and universities, as well as its commitment to educational improvement and community engagement. 20 https://www.publicschoolreview.com/california/lucia-mar-unified-school-district/623080-school-district. 21 https://www.luciamarschools.org/.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 91 The following figure provides the location of educational facilities in the FCFA district.

Figure 43: Educational Occupancies

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 92 Assembly
Gathering large groups of people in a single location or building increases risks at places like places of worship, entertainment venues, or restaurants. Outdoor special events, such as street fairs or other large gatherings, may require a public safety plan in accordance with the California Fire Code. This plan should include emergency vehicle access and escape routes, fire protection measures, emergency medical services, public assembly areas, directing vehicular traffic and attendees, vendor and food concessions, and the need for law enforcement, fire, or EMS personnel, as well as weather monitoring. The figure below shows the locations of assembly occupancies in the FCFA response area.

Figure 44: Assembly Occupancies

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 93 Health Care Facilities
Health care facilities face unique challenges during emergencies because many occupants may be unable to evacuate on their own due to physical, medical, or cognitive limitations. These buildings often contain specialized systems, such as medical gases like oxygen, which can increase fire risk and complicate firefighting efforts. Fire departments need to develop and maintain current pre-incident plans that identify hazards, access routes, and critical infrastructure within the facility. This preparation ensures that emergency responders can respond quickly and safely in the event of a fire or other crisis.

As the population ages, an increasing number of people rely on assisted living, skilled nursing, or long-term care facilities for their healthcare needs. These residents may require different levels of support to evacuate, especially those with mobility issues, dementia, or Alzheimer’s disease. Facilities must have staff training and emergency evacuation plans in place to ensure that residents can be moved quickly and safely if needed. Many of these buildings are also equipped with advanced fire protection systems, such as sprinklers, smoke detectors, and compartmentalized construction, similar to hospital standards.

Special locking mechanisms are permitted in secured areas for memory care units to prevent residents from wandering. Still, these must meet fire code standards to allow quick release during emergencies. Overall, the complexity and vulnerability of residents in these facilities demand higher levels of planning, coordination, and fire safety infrastructure.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 94 The following figure provides the location of the medical centers and care centers in FCFA.

Figure 45: Medical and Care Centers

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 95 Multi-family Occupancies
Multi-family housing—such as apartment complexes, condominiums, and townhomes— typically experiences fewer fires related to electrical or heating system malfunctions compared to single-family homes. However, they face a significantly higher risk of cookingrelated fires, which occur at nearly twice the rate of other types of residential building fires.

These types of fires are often the leading cause of injuries and property damage in multiunit dwellings due to the proximity of units and shared walls, which can allow fire and smoke to spread more rapidly if not properly contained.22 To address these risks, modern building and fire codes now mandate the installation of key fire protection systems in multi-family structures. These include residential fire sprinkler systems, which are designed to activate quickly and control or extinguish a fire before it can grow, and interconnected smoke alarms, which are required in all bedrooms, hallways, and on every level of a unit. Interconnected alarms ensure that if one detects smoke or fire, all alarms in the unit will sound simultaneously, providing earlier warning and maximizing evacuation time for all occupants. Together, these systems play a crucial role in reducing fatalities, injuries, and property loss, and they offer vital protection in settings where large numbers of people may live in close quarters with limited means of egress.

Buildings Three or More Stories in Height
Structures that are three or more stories tall present unique operational challenges for fire departments and typically require an aerial apparatus equipped with an elevated master stream. These ladder trucks are essential for accessing upper floors and rooftops that exceed the reach of standard ground ladders, which are generally limited to two or three stories. In addition to facilitating rescues and ventilation operations at higher elevations, aerial apparatuses provide elevated water streams that can be directed into upper-story windows or onto rooftops to control and suppress large fires more effectively. 22 Topical Fire Report Series, Multifamily Residential Building Fires (2013–2015), June 2017.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 96 The Insurance Services Office (ISO), which assesses fire protection capabilities for communities, considers aerial apparatus placement a key part of its rating system. ISO recommends that all buildings three stories or taller—or over 35 feet high—be within a 2.5- mile road distance of a ladder truck. This proximity helps ensure a prompt response for critical fireground tasks, including victim rescue, high-angle ventilation, and elevated fire attack. For departments aiming to improve their ISO rating and provide adequate life safety and property protection, strategic placement and staffing of aerial apparatuses are essential, especially in areas with increasing vertical development.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 97 The following figure provides the location of buildings three or more stories in height in the FCFA response area.

Figure 46: Buildings Three or More Stories in Height

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 98 Large Square Footage Buildings
Large square-footage buildings can present significant challenges for fire departments because of their size, layout, and potential fire load. These structures—such as warehouses, big-box retail stores, distribution centers, or manufacturing facilities—often feature large open spaces that allow fire and smoke to spread quickly, complicating efforts to contain incidents swiftly. The extensive interior volume also means fires may develop undetected in remote areas before alarms sound or firefighters arrive, raising the risk of flashover or structural failure.

From an operational standpoint, large buildings can exceed the reach of standard hose lines and ground ladders, requiring longer hose stretches, additional equipment, and more personnel to access points and establish a water supply. Navigation inside these buildings is also more challenging, especially in low-visibility conditions caused by smoke, and firefighters may face disorientation or fatigue from traveling long distances on foot while wearing full protective gear. Additionally, complex layouts or heavy storage racks can hinder movement and conceal the spread of fire.

The fire load—meaning the total potential heat energy from combustible materials—tends to be high in large commercial or industrial buildings, requiring aggressive tactics and large water flows to control. Ventilation can also be difficult in these structures, as they often lack sufficient windows or roof access. As a result, large buildings in terms of square footage require advanced pre-incident planning, coordinated multi-company operations, and specialized equipment such as aerial ladders, thermal imaging cameras, and highcapacity water delivery systems to ensure effective and safe firefighting.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 99 The following figure, based on data from ISO, shows the locations of buildings that are 50,000 square feet or larger.

Figure 47: Buildings Greater Than 50,000 Square Feet

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 100
High Fire-Flow Occupancies
High fire-flow occupancies require more water, equipment, and personnel than what a typical fire response can provide. These buildings are large, have high fuel loads, and allow fire to spread quickly, which means the fire grows faster than resources can arrive on scene. Supplying enough water often requires multiple hydrants, relay pumping, largediameter hose, and sustained operations, placing heavy demand on both the fire department and the local water system. These incidents often require multiple alarms, drawing down staffing and reducing coverage elsewhere in the community. In short, high fire-flow structures strain command, logistics, and operational capabilities, making effective pre-planning and resource coordination essential.

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COMPARISON OF FIRE RISKS IN OTHER COMMUNITIES
Fire Loss
Fire loss can vary significantly from year to year due to a mix of natural, human, and economic factors. Weather and climate play a key role—years with droughts, heatwaves, or strong winds tend to have more severe and widespread fires. Human actions also contribute, whether through accidental or intentionally set fires, or increased development in fire-prone areas, which raises the risk of damage. The success of fire prevention and response efforts can fluctuate over time, depending on factors such as funding, policy updates, or technological advancements. Economic factors, such as rising property values or inflation, can magnify the financial impact of fires, even if the physical damage remains the same. Finally, natural variation means that some years experience more fire activity due to random environmental conditions.

In 2023, fire departments responded to nearly 1.4 million incidents in the United States, which resulted in 3,670 civilian fire fatalities and over 13,350 civilian fire injuries. The property damage was estimated at $23 billion. The following figure shows the property and contents loss in the FCFA response area between 2020 and 2023.

Figure 48: FCFA Property & Contents Loss per 1,000 People (2020–2023) Year FCFA Property Loss U.S. Property Loss23
2020 $33.30 $67.06
2021 $59.99 $48.22
2022 $73.44 $54.36
2023 $86.34 $69.20
23 Fire Loss in the United States, NFPA, 2021, 2022, 2023.

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The number of fires per 1,000 population in the FCFA response area is lower than the national average, as shown in the following figure.

Figure 49: Fires per 1,000 Population (2020–2023)
Year FCFA Fires per 1,000
Population
U.S. Fires per 1,000
Population24
2020 2.5 4.3
2021 2.4 4.1
2022 2.6 4.5
2023 1.6 4.2
Intentionally Set Fires
Intentionally set fires, in many cases considered arson, is defined as “any willful or malicious burning or attempt to burn, with or without intent to defraud, a dwelling house, public building, motor vehicle or aircraft, personal property of another.25 The following figure lists the number of intentionally set fires in the FCFA response area from 2020 to 2024.

Figure 50: Intentionally Set Fires (2021–2024)
Year Intentionally Set Fires
2020 1
2021 3
2022 5
2023 3
2024 3
24 Ibid.
25 Crime Data Explorer, Federal Bureau of Investigation.

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RISK CLASSIFICATION
Risk Assessment Methodology
Developing a risk score to identify risks in a community is essential for providing an organization with a framework for creating response protocols for incidents. The Three-Axis Heron model assigns a score between 2 and 10 to each category, evaluating probability, consequence, and impact factors.

The use of the Three-Axis Heron Formula involves the following equation.

The risk is graphically illustrated through a three-axis model as follows:
▪ P = Probability (Y-Axis)
▪ C = Consequences (X-Axis)
▪ I = Impact (Z-Axis)

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The following figure summarizes the three-axis risk classification process and how a score is developed.

Figure 51: Three-Axis Risk Classification Process
When developing the score, each of the three scoring components is based on FCFA incident data.

A risk score that combines probability, community impact, and fire department impact offers a comprehensive way to evaluate the significance of various emergency incident types, including fire, EMS, technical rescue, hazardous materials, and wildland-urban interface (WUI) incidents. This scoring typically falls into four categories: low, moderate, high, and maximum risk. A low-risk incident is likely to occur, and if it does, it would have minimal effects on the community and impose little demand on fire department resources.

A moderate risk typically indicates a lower chance of occurrence than a low risk, with limited but noticeable consequences for the community, such as minor injuries or property damage, and a manageable impact on the department's operations.

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A high-risk event is unlikely to occur and could result in serious outcomes, including significant injuries, disruption of essential services, or considerable property damage, while placing a substantial strain on department personnel and equipment.

While the likelihood of a maximum-risk scenario is low, it is extremely dangerous. It can potentially cause widespread harm to the community, including mass casualties, evacuations, or infrastructure failures. It would severely challenge or exceed the department’s operational capacity. This scoring method enables agencies to prioritize preparedness, allocate resources effectively, and tailor response plans to address the specific hazards in their communities.

An example of a low-risk fire response scoring is based on the likelihood of such an incident occurring. Most low-risk incident types are frequent (occurring multiple times each day).

Still, their consequences for the community and their impact on the city are minimal. The likelihood of a low-risk fire incident in the city is rated as 10 (high), while the consequence is low (2), and the impact is also low (2). These numbers are input into the formula above to generate a score of 20.2. The score will increase significantly for a maximum risk, even though the likelihood is low (2), because the consequence to the community is rated as 8.

The impact on FCFA is the highest at 10, resulting in a score of 59.4.

These scores are designed to inform FCFA about the level of service needed for the community. The likelihood of an incident can impact response times if multiple events happen simultaneously. Even if the risk is low, it will require an apparatus to be taken out of service for the response. The higher the score, the greater the risk in the community.

Although the maximum risk score available is 122.5, the chance of such an event occurring is low. The following presents a scoring system based on probability, consequence, and impact.

Figure 52: Risk Scoring System

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Probability
Probability refers to the likelihood of an incident occurring in a community over time. This axis reflects the probability of a particular type of incident occurring (contributing to the risk level). Many factors are considered, including the time of day, location, hazard present, season of the year, building construction and maintenance, demographic characteristics, and more. It can range from a rare event to one that occurs often. The following figure defines probability categories.

Figure 53: Probability or Likelihood of Occurrence
Score Category Probability or Likelihood
2 Minor Unlikely: < 0.02% of total call volume. Expected to occur very rarely. 4 Low Possible: 0.02%–0.07% of total call volume. Expected to occur rarely.
6 Moderate Probable: 0.07%–0.3% of total call volume. Expected to occur monthly.
8 High Likely: 0.3%–2% of total call volume. Expected to occur multiple times per week.
10 Extreme Frequent: > 2% of total call volume. Expected to occur one or more times per day.

Consequence
The consequences of an incident can vary from minor casualties to severe impacts that may destroy historical or major facilities in the community, resulting in a significant loss of employment or life. The following figure defines consequence categories.

Figure 54: Consequences to the Community
Score Category Consequences to the Community
2 Minor 1–2 people affected (injuries/deaths) < $10,000 loss. 4 Low < 5 people affected (injuries/deaths) < $500,000 loss. 6 Moderate 5–50 people affected (injuries/deaths) $500,000–$1,000,000 loss. 8 High 51–100 people affected (injuries/deaths) $1,000,000–$5,000,000 loss 10 Extreme > 100 people affected (injuries/deaths) > $5,000,000 loss.

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Impact
The third factor in determining the risk is the fire department’s impact and the critical tasks needed to control or mitigate an incident. This includes the number of emergency responders and apparatus available, whether sourced internally or from external agencies.

It assesses the department’s ability to respond to a given risk or incident while delivering services to the other parts of the city. The following figure defines impact categories.

Figure 55: Impact on Operational Forces
Score Category Impact on Operational Forces
2 Minor ≥ 90% Remaining Apparatus/Crews
4 Low ≥ 75% Remaining Apparatus/Crews
6 Moderate ≥ 50% Remaining Apparatus/Crews
8 High ≥ 25% Remaining Apparatus/Crews
10 Extreme < 25% Remaining Apparatus/Crews

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Fire Response
FCFA is the primary provider for mitigating fire-related incidents. These range from low-risk incidents, such as a vehicle fire, to a maximum-risk incident involving a school fire. Fire risks associated with a vehicle fire are considered low compared to the maximum risk posed by a school that houses students. This scoring is applied to four different categories of fire incidents in FCFA’s response area to determine staffing needs for critical tasks on the fire ground. The following figures provide the fire response risk assessment score and three-axis risk classifications.

Figure 56: Fire Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
10 2 2 10 4 4 2 6 8 2 8 10
Score Assigned 20.2 41.6 36.8 59.4
Figure 57: Fire Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 109
Emergency Medical Services Response
FCFA provides basic life support and emergency medical care in the city. Low-risk incidents range from a medical assist to a maximum-risk incident for a multi-victim event. The following figures provide the EMS response risk assessment scoring and the three-axis risk classifications.

Figure 58: EMS Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
10 2 2 2 2 6 2 6 8 2 8 10
Score Assigned 20.2 12.3 36.8 59.4
Figure 59: EMS Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 110
Technical Rescue Response
Rescue services can range from low-risk incidents, such as accessing a locked vehicle with a child inside, to confined space incidents (maximum risk) that may require multiple personnel to mitigate the situation. The following figures provide the technical rescue response risk assessment scoring and the three-axis risk classifications.

Figure 60: Technical Rescue Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
6 2 2 4 2 6 2 4 8 2 6 10
Score Assigned 12.3 19.8 25.9 45.5
Figure 61: Technical Rescue Three-Axis Risk Classifications 0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10 High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability

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Hazardous Materials Response
Hazardous materials responses can range from low-risk odor investigations to the highest risk, such as a fuel tanker fire in a highly populated area. Most of these incidents can be managed by FCFA, but higher-risk situations may require assistance from outside resources.

The following figures provide the scoring of hazardous materials response risk assessment and three-axis risk classifications.

Figure 62: Hazardous Materials Response Risk Assessment Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
10 2 2 6 4 8 2 6 10 2 8 10
Score Assigned 20.2 44.2 45.5 59.4
Figure 63: Hazardous Materials Three-Axis Risk Classifications 0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 112
Wildland Fire Response
The types of wildland fire risk vary from small grass fires to large forest fires requiring many internal and external resources. The following figures provide the risk score and classifications assigned to each type of wildland fire risk in FCFA’s response area. The wildland fire risk encompasses low, moderate, and high risks, as a maximum risk would necessitate a state and federal response. The score assigned to the high-risk category (48.0) is significant due to the maximum score of eight for the consequence and its impact on the community. This type of incident will strain the community and emergency services.

The following figures provide the wildland fire response risk assessment and the three-axis risk classification scoring.

Figure 64: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score

P C I P C I P C I
6 2 2 2 4 6 2 8 8
Score Assigned 12.3 19.8 48.0
Figure 65: Wildland Fires 3-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 113
SECTION III:

Standards of Cover

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 114

SERVICE DELIVERY & PERFORMANCE
This section will give FCFA a general understanding of relevant response information. It is designed to help the Department assess its recent performance and establish a baseline performance expectation. FCFA, city, and political leaders can then use this information to understand how their decisions, policies, and outside pressures affect performance.

Research Information
The information within this section was developed from various sources provided by FCFA.

Detailed information for the period between January 1, 2019, and December 31, 2024, was provided. Additionally, less comprehensive total incident volumes were provided from January 1, 2011, through December 31, 2018, to identify long-term trends.

Statistics Discussion
Using mathematical and technological methodologies to evaluate something as complex as an emergency incident response must be used judiciously. There are historical instances of incorrect evaluations leading to severe consequences in deployment and operational decisions. This analysis is designed to quantify and analyze available information, serving as a starting point for the agency as it seeks to improve performance. However, leaders need to understand the limitations of making decisions based solely on statistical studies and utilize sound judgment in conjunction with proven analytics when making decisions.

Statistical Tools
Various statistical analytical tools were employed to create this section. The fundamental tools were categorization, percentile, and regression analysis. This helps paint a picture of historical performance, with some inferences that may help leaders identify positive and negative performance trends.
90th percentile
The time performance measures for this report are done using the 90th percentile measure.

While discussing the mathematics behind this measure is outside the scope of this report, it is helpful to understand why it is utilized.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 115
The primary reason for using this measure is that the industry has adopted it. If a fire agency wishes to judge its performance against standards or other agencies, it must use the 90th percentile. For example, the National Fire Protection Association (NFPA) utilizes the 90th percentile measure in most of its standards. In addition, the Commission on Fire Accreditation International (CFAI) requires reporting performance measures at the 90th percentile.

The statistical reason for using this measure is that it more fully captures performance and identifies trends in performance more quickly. As with most response data sets, the time performance data used in this study has a skew, making other statistical measures less sensitive and representative. The following figure is a general example of data skew.

Figure 66: Data Skew26
In a symmetric distribution, the mean (average), median (middle of the data), and mode (the most frequent) are all equal. When the distribution is skewed, these three measures of the middle shift either to the left or to the right. Using the average, or mean, in data that is skewed to the left would underrepresent the bulk of the performance, while the opposite is true when skewed to the right. In FCFA's case, most of the time-based performance data is skewed right. In this case, using the average would over-represent the performance. The following figure shows binned calculations of both total and travel time, illustrating the agency's definitive right data skew.
26 This Photo by Unknown Author is licensed under CC BY-SA-NC, creativecommons.org/licenses/by-nc-sa/3.0/.

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 116
Figure 67: FCFA Travel and Total Time Data Skew
Data Discussion
Detailed data was provided from FCFA's primary incident reporting software (RMS) and the computer-aided dispatch (CAD) system. These different database tables were combined using proven data engineering techniques into a single analytical dataset.

Data Engineering Findings
The number of incident records for the RMS and CAD systems was very similar. There was a total of 25,443 incidents in the RMS and 25,655 in the CAD system. There were 35 RMS incidents without an associated CAD record and 243 incidents in the FCFA response area without an FCFA unit responding. Both CAD and RMS records were matched to create a single incident record for both systems, resulting in a decrease of less than 0.1% in the data.

This drop is very minor and statistically acceptable, representing a loss between the two systems.
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0:00:000:01:000:02:000:03:000:04:000:05:000:06:000:07:000:08:000:09:000:10:000:11:000:12:000:13:000:14:000:15:000:16:000:17:000:18:000:19:000:20:000:21:000:22:000:23:000:24:000:25:000:26:000:27:000:28:000:29:00 Total Travel

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Unit records were combined between the RMS and CAD systems. While there were 7,186 more units in the CAD system, this is to be expected, as the RMS is designed to capture only FCFA units. In contrast, CAD captures all units on all incidents in which FCFA participated.

All units were captured and utilized in their designated locations; however, only FCFA units are evaluated for specific unit performance.

Combining the two systems was highly successful, resulting in 24,442 unique incidents and 30,554 FCFA unit records for evaluation.

Data Error Handling
The collection of data within the various datasets has the potential for significant errors.

Although there can be many reasons for incorrect information, these errors are typically a combination of human input and collection errors. There are various methods to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.

For FCFA, the information in the data fields had minimal error-prone data; therefore, most of the data did not require a statistical intervention. However, some data was excluded by formula or logic tests. The time segment math utilized a logic tree to eliminate negative and null sets. The turnout time was limited to a 10-minute maximum as it was a natural break between the meaningful data and the extremes outside the maximum limit.

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SERVICE DEMAND
The first dimension of the analysis is the overall system call load. Since this is a simple count of incidents by type and location, no data was excluded after engineering. The detailed data from the previously discussed systems will be used for most aspects of this analysis, except for the volume projection.

Volume Analysis
A simple volume analysis can indicate how frequently the department is called upon to respond to incidents. The first look is at the overall call counts grouped by primary categories as listed in the National Fire Incident Reporting System (NFIRS). Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries. The following figure displays the total number of responses recorded by the agency for the entire dataset, along with the percentage of categorized responses.

Figure 68: Total Incident Count (2019–2024)
Incident (NIFRS Group) Incident Count Percentage of Total Responses
FCFA Responses
Fire (100) 615 2.42%
Overpressure (200) 20 0.08%
Rescue-Medical (300) 15,128 59.46%
Hazardous condition (400) 559 2.20%
Service (500) 2,521 9.91%
Good Intent (600) 5,575 21.91%
False Alarm (700) 975 3.83%
Disaster (800) 34 0.13%
Special (900) 15 0.06%
Total FCFA 25,442 100%
Aid Given & Received
Auto and Mutual Aid Received 166 0.65%
Auto and Mutual Aid Given 1,271 5.00%

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 119
As with many agencies, medical and rescue calls account for the largest percentage of incidents. Good intent calls come in second, which is also very common in the industry. The mutual aid received does not include the 243 incidents in the CAD record where no FCFA apparatus went en route or arrived. This would indicate 409 total mutual and automatic aid received incidents, still lower than those where aid was given. Ambulance units are not included in this evaluation, as they respond under contract, not as an aid company. They are dispatched through the sheriff's office, not the California Department of Forestry and Fire Protection (CAL FIRE).

Geographic Analysis
A call density analysis is helpful when reviewing the best location for apparatus placement.

It is also useful when evaluating where the prevention programs may have the most impact.

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The following figure illustrates the geographic distribution of incident density for the study period.

Figure 69: Incident Density (2019–2024)
As indicated in the previous figure, incident density is the most concentrated in the heart of the district. This area comprises almost all types of occupancies and risks encountered by FCFA.

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EMS incidents comprise the majority of incidents for FCFA and occur throughout the entire response area. The following figure is similar to the overall density but shows the EMS incident concentration for the same period.

Figure 70: EMS Incident Relative Density (2019–2024)
This indicates a strong correlation between the EMS incidents and the total call volume. It also suggests that only those areas without people do not have any EMS incident volume.

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While the previous figures show a general idea of where to focus medical prevention efforts, they do not address the more hazardous incident types. Due to the limited number of fire incidents, a density map would be misleading. Therefore, fire-type incidents are evaluated on an individual basis. The following figure illustrates the locations of fires that occurred during the study period.

Figure 71: Fire Incident Locations (2019–2024)

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The previous figure indicates that the fire problem is evident throughout the area. While there does not appear to be a definitive pattern to the incidents, a more significant fire problem seems to be present in the Grover Beach and Oceano areas, especially along Pacific Boulevard. However, nothing definitive can be stated about the distribution of this incident, except to say that a fire incident is as likely to occur anywhere in the jurisdiction.

Prevention efforts, therefore, should be holistic in nature.

One final area of evaluation is the repetition of addresses in the dataset. The following figure shows the top ten addresses to which FCFA responded.

Figure 72: Top Ten Common Incident Addresses (2019–2024) Location Location Type Incidents
1212 Farroll Avenue Care Center 508
222 South Elm Street Senior Living 428
241 North Courtland Street Senior Living 181
2400 Cienaga Street Mobile Home Park 198
1168 West Branch Street Retail 132
365 South Elm Street Senior Living 128
2700 Cienaga Street Mobile Home Park 125
295 Alder Street Assisted Living 115
351 South Elm Street Senior Living 103
1241 Farroll Avenue Mobile Home Park 92
Temporal Analysis
The annual incident count for FCFA has increased every year. While the total volume in the jurisdiction has increased from 3,431 incidents in 2019 to 4,495 incidents in 2024, EMS incidents are driving the incident volume. While most jurisdictions saw a significant decrease in the volume of incidents during the COVID-19 pandemic shutdown in 2020, FCFA did not follow that pattern.

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The following figure shows the annual incident counts grouped by EMS and all other incident types.

Figure 73: Annual Incident Volume (2019–2024)
Analyzing incident volume by month, day of the week, and hour is valuable when scheduling events or allocating staffing resources. Additionally, months may reveal seasonality for the service needs. At the same time, days and hours may indicate the population movement and activities throughout the day.
0 500
1000
1500
2000
2500
3000
3500
2019 2020 2021 2022 2023 2024
EMS Others

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The following figure analyzes incident percentages by month for 2019 through 2024.

Figure 74: Incident Volume by Month (2019–2024)
There does not appear to be significant seasonality in the incidents within FCFA, and most months have a proportionate share of incident volume. Months with 31 days should make up 8.5% of the incidents, February 7.7%, and all other months at approximately 8.2%. The FCFA incident volume by month remains between 7% and 9%, with October, December, and January experiencing a slightly elevated incident volume.

Another dimension for evaluation is the percentage of incidents that occur on a specific day of the week.

The following figure illustrates the percentage of incidents that occur on each weekday.

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 126
Figure 75: Weekday Call Distribution (2019–2024)
As with the monthly evaluation, there does not appear to be a significant variation by weekday.

It can be helpful to combine the month and day dimensions to identify potentially significant combinations of the month and weekday. FCFA does not show a substantial variation within this evaluation. Still, Saturday in October is one of the highest times, while Sunday remains consistently the lowest throughout all months. The following figure illustrates the monthly and weekday call volume density from 2019 to 2024.

Figure 76: Month & Day Distribution (2019–2024)
Month Mon Tue Wed Thu Fri Sat Sun Color Incidents
Jan 270–281
Feb 254–269
Mar 245–253
Apr 234–244
May 221–233
Jun 200–220
Jul 185–199
Aug
Sep
Oct
Nov
Dec

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%
Sun Mon Tue Wed Thu Fri Sat

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 127
Another analytical dimension is to evaluate call volume throughout the day. Most systems see fire and EMS incidents distributed unequally throughout the day. The daytime is typically more active than the evening, night, and early morning. The driving force behind this phenomenon is likely that people are awake and moving. The following figure indicates that FCFA closely follows this daytime pattern, with approximately 72% of incidents occurring between 8 AM and 8 PM.

Figure 77: Incident Distribution by Hour (2019–2024)
It is essential to understand the combination of the hour of the day and the day of the week. By evaluating that density, some hot spot times can be identified. In FCFA's case, the evaluation reveals a consistent and statistically significant pattern of daytime calls, occurring on every day of the week, with a slight shift on Friday and Saturday nights. The following figure indicates incident density by the hour of the day and day of the week. 0%
1%
2%
3%
4%
5%
6%
7%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Incidents
Hour of the Day

Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 128
Figure 78: Day & Hour Distribution (2019–2024)
Hour Mon Tue Wed Thu Fri Sat Sun Color Incidents
0–1 226–246
1–2 196–225
2–3 177–195
3–4 150–176
4–5 121–149
5–6 94–120
6–7 78–93
7–8
8–9
9–10
10–11
11–12
12–13
13–14
14–15
15–16
16–17
17–18
18–19
19–20
20–21
21–22
22–23
23–24

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Resource Distribution
Several key performance metrics help identify the effectiveness of resource distribution. A broad allocation of resources enables a more rapid initial response to any given area.

However, the first unit is only a portion of the deployment question. It is critical to have enough units to respond to incidents of varying volumes, types, and severities. It is also essential to attempt to equalize the unit responses.

Geographic Distribution Analysis
Units and stations should be strategically distributed to maximize the chance of reaching an incident in its earliest stages. There are two primary sources for performance standards that address this geographic distribution. The Insurance Services Office, Inc. (ISO) defines distance, while the National Fire Protection Association (NFPA) utilizes time as a criterion.

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The ISO uses 5 miles from a fire station as its standard. The following figure shows the 5-mile travel distance from a fire station.27
Figure 79: 5-Mile Travel Distance (In-Service Stations) 27 www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companie.

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For full credit in an ISO Fire Suppression Rating Schedule (FSRS), any building within the jurisdiction should be within 1.5 miles of an engine company and 2.5 miles of a truck company. FCFA has two staffed engines, one located at Station 1 and the other at Station

2. Coverage is lacking in the southern portion of the city, which also has the highest incident density. The following figure shows the 1.5-mile travel distance from each station, as they house engine companies.

Figure 80: 1.5 Mile Travel Distance from Staffed Stations

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The ISO judges specialized equipment, such as that used by a truck company, separately from that used by an engine company. While engine companies are typically located at most fire stations, truck companies are usually found at specific locations. ISO requires these truck companies to be within 2.5 miles of any building. Since FCFA operates one truck company, usually, from Station 1, there is an extended travel distance for the south and east portions of the service area. The following figure shows the 2.5-mile road travel from Station 1.

Figure 81: 2.5 Mile Truck Travel Distance (From Station 1)

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Unit Workload Analysis
Unit workload should be balanced to maintain readiness, resiliency, and service availability. While it is common for one unit to be busier than others, no crew should carry a load that is too heavy, as this would make them less effective.

Incidents by Unit
FCFA had 16 unique units responding to all incidents within the incident records. Four of those are the battalion and chief officers. Most of the incidents were addressed by one of the three types of engines: the rescue, the truck, or the battalion chief. The remaining units included the fire chief, specialty units, and other response vehicles. The following figure shows the top responding units within FCFA for 2019 through 2024.

Figure 82: Incidents by Type Volume by Apparatus Type (2019–2024) 1 116
398
53 117
661
3 218
1,008
1,115
1,551
8,097
10 305
669
1,506
1,948
12,585
- 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Support
Type 3
Engine
Command
Rescue
Truck
Type 1
Engine
(300) Rescue-Medical All Other Categories (100) Fire

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The workload is not evenly distributed across all the apparatus. Units average between one and five responses per day. Engines 6692 and 6693 consistently run the most incidents. The truck and brush run the fewest incidents. While Rescue 6652 and Engine 6692 respond with the same crew, the engine responds with the rescue, so the engine total is the same as the crew total. The following figure illustrates the response volume for each apparatus per year during the study period.

Figure 83: Annual Incident Volume Primary Units (2019–2024) Each incident requires a unit to remain on the scene to handle the situation. Therefore, a general idea of how long a specific crew will stay on the incident can assist operational planning. FCFA has five primary types of units that respond to emergencies. Engines respond to the broadest range of incidents, while Type 3 engines, which respond to fire incidents, take the most time on average. Most apparatus spend less than 30 minutes on average at all but fire incidents, and fire incidents take about an hour on average. -
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2019 2020 2021 2022 2023 2024

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The following figure shows the average minutes each apparatus type was committed to a given incident category for the entire study period.

Figure 84: Average Time on Incidents by Apparatus Type (2019–2024) One final dimension of unit workload is the amount of time each unit is committed to incidents throughout the year. The unit hour utilization (UHU) calculation determines the proportion of time a crew is committed to an incident compared to the total time on duty within a specified timeframe. The formula for this calculation is the total time dedicated to an incident divided by the total time the unit is staffed.

𝑈𝐻𝑈 =
∑ 𝑇𝑖𝑚𝑒 𝐶𝑜𝑚𝑚𝑖𝑡𝑒𝑑 𝑡𝑜 𝑎 𝑆𝑐𝑒𝑛𝑒
∑ 𝑇𝑖𝑚𝑒 𝑈𝑛𝑖𝑡 𝑖𝑠 𝑆𝑡𝑎𝑓𝑓𝑒𝑑 𝑎𝑛𝑑 𝐼𝑛 𝑆𝑒𝑟𝑣𝑖𝑐𝑒
The goal is for the primary unit at a station, typically an engine or quint company, to be the most flexible response unit and have a utilization rate under 10% UHU. Maintaining a 10% UHU level should indicate that the area has 90% availability from unscheduled events.

Stations with multiple engines and quint companies should aggregate to less than 10% UHU for all similar units.
0:00:00
0:10:00
0:20:00
0:30:00
0:40:00
0:50:00
1:00:00
1:10:00
1:20:00
Type 1 Engine Rescue Truck Command Type 3 Engine
(100) Fire (300) Rescue-Medical All Other Categories

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Understanding what is scheduled and what is in response allows for a more rational expectation of service performance and availability. Public agencies should use a UHU that addresses the community's needs and crew commitments. For example, a 24-hour unit will have several tasks built into its daily schedule, such as rest, meals, equipment maintenance, training, and physical fitness. Rest may account for 6-8 hours per 24-hour period, while training, meals, and physical fitness can account for approximately 6 hours per day. Fortunately, for the emergency service needs of a community, these activities can be scheduled or rescheduled to accommodate response activities. However, when these planned activities are accounted for and combined, they can take up nearly 58% of the day. This leaves only 42% of the 24-hour shift available for response unless some of the scheduled activities are curtailed.

FCFA does not have an overly busy system, but the incident workload is unevenly distributed. The crew at Station 2 is the busiest, but their 7.4% average UHU is below the cautionary volume. The staffing model changed in 2023; therefore, the UHU was evaluated for 2023 and 2024 only.

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The following figure shows the UHU for each grouped FCFA unit.

Figure 85: Unit Hour Utilization (2023–2024)
Unit Average 2024 2023
Fire Chief* 4.4% 4.2% 4.6%
Battalion Chiefs** 1.2% 1.1% 1.3%
B6611 0.2% 0.2% 0.2%
B6612 0.2% 0.2% 0.2%
B6613 0.1% 0.0% 0.1%
E6691 4.0% 1.8% 6.2%
Truck Crew 3.1% 3.4% 2.8%
T6645 2.3% 2.8% 1.7%
BR6661 0.9% 0.6% 1.1%
Engine 92 Crew 7.4% 7.3% 7.5%
E6692 7.2% 7.3% 7.1%
BR6662 0.2% 0.0% 0.4%
R6652 1.3% 2.2% 0.4%
FIVUTV1 0.0% 0.1% 0.0%
E6693 4.6% 4.7% 4.4%
U6631 0.0% 0.0% 0.0%
* Calculated at 40 hours a week, in service.
** Calculated at 1/3 of the annual hours available.

It is important to reiterate that crew working time is not all evident in the incident utilization data. Crews may be out of service for maintenance, training, or other reasons, which are not reflected in this analysis. In general, approximately half of a crew's day is spent in administrative, training, or recovery activities. For example, assuming the crews are allowed 8 hours of rest and recovery a day, 2 hours for meals, and 2 hours for station, equipment, and vehicle maintenance, which totals 12 hours. Additional time is typically allocated for physical fitness, training, and public education.

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Concurrency Analysis
Incidents that occur simultaneously can impact an agency's ability to respond effectively.

While FCFA maintains two crews on multiple cross staffed apparatus at Station 1 and one crew with multiple cross-staffed apparatus at Station 2, there may be times when all crews are engaged, leaving the jurisdiction reliant on outside aid. This may be the case with the 243 incidents within the jurisdiction where an FCFA unit did not respond.

Fortunately, it is not very common for FCFA to be running simultaneous incidents. The maximum number of incidents within the response information was eight. However, 83.7% of incidents occur and are resolved by the time a second incident arises. The following figure illustrates the frequency of incidents within the jurisdiction or FCFA units that occur in conjunction with another incident anywhere in the area.

Figure 86: FCFA Concurrent Incident Responses (2019–2024) Incidents in
Progress
Percent of
Responses
Count of
Responses
1 83.5% 21,232
2 14.8% 3,757
3 1.5% 379
4 Or Mor 0.2% 48
Another factor in unit workload is the number of units assigned to a specific incident. The majority of FCFA incidents, over 94 percent, are accomplished by either one or two companies. The following figure illustrates the percentage of incidents for which the specified number of response units was assigned.

Figure 87: Multiple Unit Responses (2019–2024)
Units
Responding
Percent of
Responses
Count of
Responses
1 88.0% 22,290
2 6.3% 1,601
3 4.0% 1,025
4 1.2% 307
5 0.4% 98

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PERFORMANCE REVIEW
When evaluating a system, it is helpful to have a set of objectives or standards against which to judge performance. While national and state standards may be recommended, in California, it is up to the authority having jurisdiction to adopt specific ones. In this instance, the Cities of Arroyo Grande and Grover Beach, the Oceano Community Services District, and the FCFA have not established formal performance requirements. FCFA does have a turnout time goal of 60 seconds during the day and 90 seconds at night, but no other stated goals. Additionally, the Emergency Communications Center has not established standards. Therefore, as a reference, the National Fire Protection Association (NFPA) standards will be utilized where appropriate. This will include the NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (NFPA 1710). It will also include portions from NFPA 1225 Standard for Emergency Services Communications (NFPA 1225).

Evaluating overall performance requires an understanding of the incident lifecycle. It begins in a normal state and should conclude in a new normal state. Still, there are numerous measurable time segments in between. Certain elements, such as call processing time and turnout time, can be improved through tactical management techniques, including training and policy adjustments. However, other time segment performances, such as travel time, are typically managed by a strategic methodology, such as station location.

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The following figure identifies each time segment in the incident lifecycle.

Figure 88: Incident Lifecycle
The incident data provided did not allow for analysis of all time segments listed above.

However, enough information was provided to evaluate call processing, turnout, travel, and total response time. Since FCFA has not adopted response time standards the NFPA standards will be used as a performance benchmark.

State of ormal y
Dis o ery of ent
Call nitiation -1-1 e g
Alarm Transfer Time
Alarm Ans ering Time
Alarm ro essing Time
Turnout Time
Tra el Time
Arri al Time nitiating A tions
Control and Mitigate ent
e o ery
State of ormal y
Soft
Data
ard Data
Total esponse Time
Alarm
andling FPA
1225
Response Times
FPA 1710
Fire
Department
Impact one

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The following figure illustrates each key performance indicatory (KPI) time segment, the referenced standards, and the most influential organizational actions.

Figure 89: Incident Segment KPIs
Incident Segment Primary Agency
Influence Standard Benchmark
Normalcy Prevention
Local
Codes &
Ordinances
Community Risk Assessment
Discovery Public Education TBD
Notification Public Education TBD
Call Answer1
Dispatch Staffing,
Systems, Policy, &
Training
NFPA 1225
15 Sec 99th Percentile
20 Sec 95th Percentile
Call Transfer 30 Sec 90th Percentile
Call Processing 60 Sec 90th Percentile (priority)2
Turnout Time Station Design,
Policy & Training
NFPA 1710
60 Sec 90th Percentile (EMS)
80 Sec 90th Percentile (Other)
Travel Time (1st Due)
Station Location,
Systems, & Training
4 Min 90th Percentile
Travel Time (2nd Due) 6 Min 90th Percentile
Travel Time
(Effective Response
Force)
8 Min 90th Percentile
(Low or Moderate Risk)
10 Min 10 Sec 90th percentile
(High Risk)
Action Initiation or
Patient Contact
Station Location,
Systems, Staffing,
& Training
TBD
Control/Mitigation TBD
Recovery Prevention &
Public Education
Updated
Codes &
Ordinances
Community Risk Assessment
New Normal Prevention
Local
Codes &
Ordinances
Community Risk Assessment
1 Applies to both PSAP and Secondary Answering (Agency) Dispatch Centers 2 Non-Priority Incidents are exempt from NFPA 1225. Agencies are expected to set standards.

The time segment performance standards are evaluated as a percentile. This will enable FCFA to compare its performance with that of other agencies and the standard using a similar statistical technique.

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Call Processing Analysis
There are several time measures of a dispatch center. The metrics identified in NFPA 1225 are ring time and call processing. Ring time measures the duration from when the phone in dispatch begins to ring until someone answers. NFPA 1225 requires the ring time to be less than 15 seconds, 99% of the time and less than 20 seconds, 95% of the time. Call processing refers to the time elapsed from when a person answers the call for help until the first unit is notified of an incident. Unfortunately, ring time is typically captured in a separate system and was unavailable for this report. The primary public safety answering point (PSAP) is the San Luis Obispo Sheriff's Office communications center, which declined to provide the data; therefore, this information, as well as the PSAP to fire department dispatch information, is not available for this report. The CAL FIRE emergency communications center responsible for FCFA was unable to provide ring time, although it was able to provide detailed information for all other performance time segments.

Call processing should start from when the phone is answered until the first, preferably correct, unit has been notified that an incident is in progress. However, there is typically a brief period, usually seconds, from when the phone is answered to when the incident is started in the computer-aided dispatch system. For this analysis, it is assumed that this brief period, while not captured, is inconsequential. NFPA 1225 indicates that a high priority emergency event shall be completed within 60 seconds or faster, 90 percent of the time. It goes on to identify those incidents needing highest prioritization for both medical events and where property loss is likely or actively occurring. NFPA 1225 also indicates those types of calls that are exempt from time requirements that include specific responses and communication center challenges.

The data provided was evaluated for integrity and reliability. It was found that 0.4% of the data were statistically unreliable. However, that did leave 25,422 incidents available for evaluation. Overall, the San Luis Obispo CAL FIRE Unit Emergency Communications Center (ECC) is processing calls at approximately 1 minute, 15 seconds or faster, 90 percent of the time.

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The following figure displays the call processing time at the 90th percentile, based on the NFIRS incident grouping for the years 2019–2024.

Figure 90: Call Processing by NFIRS Type (2019–2024)
Evaluating performance at this level of granularity can lead to inaccurate data. In this case, both the 900 and 800 series incidents were excluded. Both categories had extended call processing times, but only a total of 40 incidents were reported across five years of data, making them unreliable for evaluation.
00:00 00:30 01:00 01:30 02:00 02:30 03:00 03:30 04:00
(700) False Alarm
(600) Good Intent
(500) Service
(400) Hazardous Condition
(300) Rescue-Medical
(200) Overpressure
(100) Fire
2024 2023 2022 2021 2020 2019

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Another dimension of the call processing time is how incident workload affects dispatch center performance. Again, the ECC manages the workload effectively, and the call processing time remains consistent throughout the day. The following figure displays the call processing times for medical incidents and all other incidents by the hour of the day, with the call load included as a reference.

Figure 91: Call Processing by Hour (2019–2024)
0%
1%
2%
3%
4%
5%
6%
7%
00:00
00:15
00:30
00:45
01:00
01:15
01:30
01:45
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Daily Incidents
Call Processing Time (90th Percentile)
Hour
All - Call Processing (90th Percentile) All - Percent of Incidents

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Turnout Time Analysis
Turnout time is the difference between when the unit is notified of an incident and when they start to respond. FCFA has a stated goal of 60 seconds during the day and 90 seconds at night, this is not a requirement. NFPA 1710 indicates the performance measure for this time segment is 60 seconds for medical incidents and 80 seconds for fire incidents. This generally means that for this analysis, incidents will be grouped into two categories: EMS incidents and all others.

The data were analyzed for statistical reliability, and over 29,000-unit records could be measured. This represents over 95% of the recorded information, slightly better than the typical reliability for this data point. In addition, to ensure the responding crew was facing an urgent situation, only incidents in which the unit responded emergently were evaluated.

In the final analysis, after excessive times were removed and the focus was on FCFA frontline apparatus only 60% of the unit records were assessed. This volume provided a statistically acceptable and representative data set. Overall, FCFA staffed apparatuses have a turnout time of 3 minutes, 21 seconds or faster, 90 percent of the time. The following figure displays the turnout times by unit and time of day, as reported by the agency.

Figure 92: Turnout Time by Type and Day/Night (2019–2024) It should be noted that the agency is making strides to improve its times. 02:53
03:17
03:01
02:18
03:55
04:20
04:01
04:36
00:00
01:00
02:00
03:00
04:00
05:00
Truck Rescue Type 1 Engine Type 3 Engine
Daytime Nighttime

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The following figure shows the annual 90th percentile turnout time grouped by EMS and other incidents.

Figure 93: Turnout Time by Year & Grouping (2019–2024)
Each apparatus is staffed with three shifts, which may employ different turnout methodologies.
03:20
03:51
03:40
03:54
03:40
03:54
03:06
03:28
03:03
03:42
01:55
02:38
00:00
01:00
02:00
03:00
04:00
05:00
EMS Others
2019 2020 2021 2022 2023 2024

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The following figure shows the 90th percentile turnout time for each staffed unit, grouped by shift and general incident type.

Figure 94: Turnout Time by Unit & Shift (2019–2024)
00:00 01:00 02:00 03:00 04:00 05:00 06:00
E6691
BR6661
T6645
E6692
BR6662
R6652
E6694
E6693
A-Shift B-Shift C-Shift

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One final dimension of the turnout time analysis is the changes in the percentile by the hour of the day. Since FCFA staff operate their units 24 hours a day, it is expected that crews can try to sleep at night. However, personnel who are asleep can impact how quickly they can reach the apparatus and begin to respond. The following figure shows the turnout percentile by the hour of the day, with the workload by general incident type added for reference.

Figure 95: Turnout Time by Hour (2019–2024)
It is interesting to note the inverse pattern of turnout times and workload. This phenomenon is common in agencies with lower call volume at night. This can be explained as a combination of crews resting and fewer incidents to analyze. A limited data set, such as that found at night, is typically much more susceptible to higher times and more pronounced data swings.
0%
1%
2%
3%
4%
5%
6%
7%
00:00
00:45
01:30
02:15
03:00
03:45
04:30
05:15
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Daily Workload
Turnout Time (90th Percentile)
Hour
Turnout (90th Percentile) - All Daily Workload - All

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Travel Time Analysis
The NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departments lists several travel time requirements for apparatus. The first defined travel time is the time it takes for the first unit, either an engine or a truck, to operate as an engine is 4 minutes. The second-due engine should have a travel time of 6 minutes, and the full initial alarm assignment to arrive within 8 minutes for a moderate-risk structure fire.28 NFPA historically defined advanced life support (ALS) travel time as 8 minutes; however, the new standard leaves that up to the authority having jurisdiction.

Travel time is the difference between when the apparatus checks in en route and when it arrives on scene.
28 National Fire Protection Association. Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departmentss.2020) [Appendix D].

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The following figure shows the theoretical travel times from the two FCFA in service stations.

Figure 96: FCFA 4-Minute Predicted Travel
In theory, the first unit’s 4-minute travel time is suitable for most parts of the two cities. Still, the Oceano area would benefit from a closer station. The other part of NFPA 1710 is to have a full ERF on scene within 8 minutes.

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The following figure shows the theoretical 8-minute travel time from the in-service stations.

Figure 97: FCFA 8-Minute Predicted Travel
Theoretical models are beneficial for evaluating potential outcomes; however, considering the actual performance may give a better understanding of what the agency can provide.

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First Due Apparatus
The first due performance for FCFA is 6 minutes, 42 seconds or faster, 90 percent of the time, for all incidents within the city. The travel time analysis for the first due is limited to incidents that were identified as emergent responses. Additionally, any response over 30 minutes was removed from jurisdictional responses as being unreasonable. This resulted in a total of 14,996 incidents for analysis, accounting for 59% of all responses.

Breaking the incidents into more manageable groups makes it easier to identify trends or potential issues. The following figure illustrates the first due travel time for emergent responses within one of three categories, categorized by either jurisdiction or aid area.

Figure 98: First Due Travel by Type and Area (2019–2024) 06:56 06:20 06:52
18:26
09:50 09:56
00:00
04:00
08:00
12:00
16:00
20:00
(100) Fire (300) Rescue-Medical All Other Categories
FCFA Aid Area

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Travel times have remained consistent throughout the years. There were fewer than one hundred fire responses each year for FCFA. This is important because the 90th percentile is highly sensitive to smaller data sets, which helps explain the extended travel times in this category. The EMS category, with several thousand priority response incidents over five years, likely provides the most reliable indicator of overall system performance potential. It is worth noting that travel times have gradually increased in duration each year. The following figure shows the travel times by fire, EMS, and other incidents for each year.

Figure 99: Annual First Due Travel Times by Category (2019–2024) The time of day can significantly impact travel times. Factors such as crew readiness, traffic patterns, and incident volume can impact travel times. FCFA's travel times throughout the day remain relatively consistent. 07:21 11:12
08:09
10:05
10:49
11:58
05:37
05:44
05:50
06:27
07:05
06:57
06:52
06:40
06:39
07:06
07:37
07:42
00:00
02:00
04:00
06:00
08:00
10:00
12:00
2019 2020 2021 2022 2023 2024
(100) Fire (300) Rescue-Medical All Other Categories

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The following figure displays the first due travel times by the hour, along with the workload percentage shown for reference.

Figure 100: Travel Time by Hour (2019–2024)
Effective Response Force
The second dimension of the travel time analysis is how effectively the effective response force (ERF) required for a particular incident can be assembled. ERFs change with the complexity and resources required of any given incident. They can range from a single unit to multiple units, equipped with specialty equipment. Two commonly evaluated ERFs are EMS incidents and moderate-risk structure fires. FCFA's ERF for an EMS incident includes an ambulance and another front-line apparatus. In contrast, moderate-risk structure fires include all FCFA units, such as the battalion chief, two mutual aid engines, one mutual aid battalion chief, and an ambulance.

FCFA relies heavily on aid companies to fulfill the needed responder levels. Using the staffing levels from the closest fire stations, those within an 8-minute travel time, the following figure was developed.

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Percent of Workload
Travel Time (90th Percentile)
Hour
In City Travel (90th Percentile) Percent Daily Workload

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Figure 101: 8-Minute Response Force Model
In this system, it was not theoretically possible to assemble a force of greater than 14 within 8 minutes. However, with limited resources immediately available, FCFA maintains a relatively consistent ERF travel throughout the jurisdiction.

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The following figure shows the travel time for emergent incidents of the first three units arriving.

Figure 102: First Three Priority Units Travel (2019–2024) Each unit is approximately two minutes away from the next unit. Again, this is primarily due to the concentration, and the apparatus responds from only two locations. As a result, there is a minor variation based on the two commonly evaluated incident types. It would be best to consider the historical performance of ERF based on incident type and moderate risk. However, there were not enough moderate risk incidents with a full ERF to provide a reliable statistical measure.

6.70 8.63

11.37 0
2 4
6 8
10 12
0%
20%
40%
60%
80%
100%
1 2 3
Travel Time Minutes
Percent of All Incidents
Order Of Unit Arrival
Percent of Incidents 90th Percentile Travel

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Agency Response Time Analysis
The first due unit measures the time from when the first unit is dispatched until it arrives on the scene. This is a measure the agency can use to determine its effectiveness; however, it is not a segment that any standard or accrediting organization reviews. Still, it is helpful to understand. Since the FCFA coverage area encompasses two cities and a service district, the remaining performance review will attempt to break out the performance for each area.

The first measure is the agency response analysis, categorized by three incident grouping types. The following figure shows agency response time for each category and political jurisdiction.

Figure 103: Agency Response Time by Political Subdivision & Type (2019–2024) The distance from a station in Oceano appears to be the primary factor contributing to the longer response times. Adding a station may alleviate some of these delays.

Annually, the agency's response times have remained relatively static. With the improved turnout time in 2024, there is some improvement in the first due agency performance. 08:26 08:19
09:03
07:54 07:28
08:36
10:45
09:12
10:03
00:00
02:00
04:00
06:00
08:00
10:00
12:00
(100) Fire (300) Rescue-Medical All Other Categories
City of Arroyo Grande City of Grover Beach Oceano CSD

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The following figure illustrates the annual agency performance at the 90th percentile, categorized by three types of incidents.

Figure 104: Annual Agency Performance by Category (2019–2024) 09:33 08:4110:07 08:55 09:2910:30 10:30 09:1910:19 09:32 09:2410:43 09:14 09:49 10:26 09:20 08:34 09:00
00:00
02:00
04:00
06:00
08:00
10:00
12:00
(100) Fire (300) Rescue-Medical All Other Categories
2019 2020 2021 2022 2023 2024

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The final evaluation is to see the overall effect of the time of day. Since travel time is relatively stable throughout the day, the likely difference in agency performance by hour is due to variations in arrival times. The following figure illustrates agency performance by hour, with the percentage of incidents included for reference.

Figure 105: Agency Performance by Hour (2019–2024)
Total Response Time Analysis
The reason each time segment is analyzed is to get an understanding of where performance can be measured and improved. However, the most essential performance measurement is the total response time. The person in need sees this as the authorities' actual performance. The primary difference between the agency response performance and the total response time is the addition of the communication center element. The customer perceives the response as starting when they call for assistance. Overall, the total response time for FCFA is 9 minutes, 27 seconds or faster, 90 percent of the time. 0%
1%
2%
3%
4%
5%
6%
7%
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
0 2 4 6 8 10 12 14 16 18 20 22
Percent of Evaluated Incidents
Agency Response Time (90th Percentile)
Hour
In District Agency Total (90th Percentile) Percent of Events

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The political and geographic subdivision applies equally well to the agency and total response time analysis. The following figure illustrates the types of incidents and their corresponding total response times by political subdivision.

Figure 106: Total Response Time by Political Subdivision & Type (2019–2024) 09:04 09:02 09:42
08:07 08:50
10:41 11:12
09:35
10:50
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
(100) Fire (300) Rescue-Medical All Other Categories
City of Arroyo Grande City of Grover Beach Oceano CSD

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Similar to the agency response time, the location of a station may help provide faster coverage. Similarly, the annual total response time is also comparable. In this case, the improvement in 2024 is not as pronounced as in other time segments, but it is generally better overall. The following figure is the annual total response time grouped into three divisions.

Figure 107: Annual Total Response Performance by Category (2019–2024) 11:04 08:5210:08 15:25 09:40 12:34 11:14 09:25 10:26 09:55 10:01 12:19 10:07 11:08 11:38 09:47 09:52 11:46
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
16:00
(100) Fire (300) Rescue-Medical All Other Categories
2019 2020 2021 2022 2023 2024

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The final analysis is the total response time performance by hour. The following figure displays the total response time by hour, along with the percentage of incidents for reference.

Figure 108: Total Response Time Performance by Hour (2019–2024) 02:00
04:00
06:00
08:00
10:00
12:00
14:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 0%
1%
2%
3%
4%
5%
6%
7%
Total Time (90th Percentile)
Hour
Percent of Evaluated Incidents
In District Total Time (90th Percentile) Sum of Incidents

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POPULATION GROWTH & SERVICE DEMAND PROJECTIONS
Service demand is typically driven by population growth. Without people, there is little to no need for emergency services. However, the relationship between the general population, population density, population growth, and demographic distribution is poorly understood. Therefore, this analysis provides leadership with information to determine the appropriate resources and distribution.

Population Growth
The population in the FCFA response area includes the Cities of Arroyo Grande and Grover Beach, as well as the Oceano Community Services District. This analysis was conducted utilizing the U.S. Census Annual Community Survey (ACS) and ArcGIS Business Analyst. It remains consistent with the information in the risk section.

According to the U.S. Census data, the population in the FCA service area increased from 37,694 in 2010 to 38,232 in 2020. Based on this data, the annual average growth rate was close to zero, with a high of 0.9% and a decrease in population of -0.11%. Based on census data and simple forecasting tools, the population in 2044 is expected to be between 36,179 and 39,133. The following figure shows the 20-year projection based on the previous 10 years of ACS data.

Figure 109: 20-Year Population Forecast with 95% Confidence Bands 37,694
2010
38,232
2020
37,488
2030
37,544
2044
37,656
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
Population Population Forecast
Lower (95% Confidence) Upper (95% Confidence)

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Growth estimates were confirmed by reviewing the 2060 Regional Growth Forecast for the San Luis Obispo County Region, a report commissioned by the San Luis Obispo Council of Governments.
29 This report confirms moderate to no growth for the region. By 2060, this report estimates that the entire county will grow to by 21,045, with the majority of that growth occurring in Paso Robles and San Luis Obispo. Arroyo Grande and Grover Beach combined would increase by a modest 1,341 people by 2060.

Population Distribution
The FCFA response area is mainly developed. Much of the housing consists of single-family residential areas with small lots, multi-family units, and a few clusters of mobile home parks.

The central portion of the jurisdiction, centered around Highway 101 and Grand Avenue, is primarily comprised of commercial properties. While the population in these census tracts is lower, there is typically a large amount of transient traffic during commercial operational hours. The west side of Highway 1 is largely undeveloped, with the area given over to beaches and golf courses, except around the Oceano Regional Airport. However, there are pockets of recreational vehicle parking and single-family residential areas throughout the west side. Since the cities are almost fully developed, the population distribution is unlikely to change significantly. However, with the addition of higher-density mixed-use multi-family buildings being erected, the areas may become more densely populated. 29 www.slocog.org/programs/data-services/regional-growth-forecast.

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The following figure illustrates the current population distribution by census block.

Figure 110: 2020 Population Distribution

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Service Demand
Standard linear and polynomial projection models were applied to the 14 years of data provided by FCFA. Each model was evaluated using the R2 methodology to determine the best data fit. Because the slope of the data was generally consistent, almost all models returned a similar value.

The R2 value measures how well the model fits the historical data. The closer the value is to 1, the better the fit with the historical data. In this case, all the models returned an R² value of 0.84. Therefore, the least complex model, straight linear regression, was used. The following figure shows the incident responses rose from 2,812 in 2011 to 4,791 in 2024 and can reasonably be expected to reach between 6,290 and 7,630 in 2044 with a 95% confidence.

Figure 111: Service Demand Projection to 2032
2011
2,812
2016
3,714
2024
4,791
2034
5,783
2044
6,959
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2011201220132014201520162017201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044 Incidents Incident Forcast
Lower (95% Confidence) Upper (95% Confidence)

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EFFECTIVENESS OF INTER-JURISDICTIONAL RESPONSE
To best serve the community, the FCFA and its state and local partners collaborate to achieve shared goals. An integrated fire protection system that combines federal, state, and local resources is the most effective way to protect lives, property, and natural resources at risk. Automatic and mutual aid components should be evaluated regularly to ensure the effectiveness of inter-jurisdictional responses meets the needs of FCFA and its partner agencies.

Mutual Aid System in San Obispo County
San Luis Obispo County maintains a mutual aid system that unites local, state, and federal fire agencies under pre-established agreements. Additionally, FCFA has a local automatic and mutual aid agreement that ensures a rapid and coordinated response whenever an incident exceeds the capacity of any single department. The system utilizes standardized protocols, shared resources, and joint training to safeguard communities, infrastructure, and natural resources across the County's diverse terrain.

Under the California Master Mutual Aid Agreement, all fire agencies in the state commit to assisting one another whenever local resources are exhausted. Supplementing this, the California Fire Assistance Agreement (CFAA) empowers the Governor's Office of Emergency Services (Cal OES) to mobilize additional state, federal, and National Guard assets for large-scale emergencies.

The County falls within Cal OES Mutual Aid Region I, which also includes Los Angeles, Orange, Santa Barbara, and Ventura counties. The San Luis Obispo County Fire Chiefs' Association coordinates local adoption of these agreements, refines operating procedures, and facilitates policy updates through regular meetings and joint exercises.

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The following figure shows local resources for mutual aid (MA) and automatic aid (AA) responses through the operational area or county.

Figure 112: Automatic and Mutual Aid Resources (Table)
Agency
Station
Location
EnginesAerialsStaff
1 Type2
SLO County Fire/CAL FIRE 64 990 Bello Street, Pismo
Beach 1 — 3 MA/AA
SLO County Fire/CAL FIRE 63 2555 Shell Beach Road,
Pismo Beach 1 — 3 MA/AA
SLO County Fire/CAL FIRE 62 1551 Sparrow Road, San
Luis Obispo 1 — 2 MA
SLO County Fire/CAL FIRE 72
2391 Willow Road, Arroyo
Grande 1 — 2 MA
SLO County Fire/CAL FIRE 70
450 Pioneer Avenue,
Nipomo 1 — 5 MA
City of San Luis Obispo Fire 1
2160 Santa Barbara Street,
San Luis Obispo 1 1 6 MA
Total Available 6 1 21
FCFA and the greater Central Coast may face challenges in obtaining resources promptly, stemming from the County's steep terrain and narrow coastal roads, which can hinder access during peak fire season.

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The following figure is a map with the local resources for mutual aid (MA) and automatic aid (AA) responses.

Figure 113: Automatic and Mutual Aid Resources (Map)

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Inter-Jurisdictional Response Components
Evaluating the effectiveness and efficiency of inter-jurisdictional emergency services provided by fire departments is a complex task. It focuses on partnerships with adjacent partner agencies, involving an assessment of how well different fire departments and emergency services collaborate across boundaries to deliver timely and high-quality services.

Mutual Aid and Automatic Aid Agreements
Mutual aid and automatic aid agreements enable departments to receive help from neighboring jurisdictions quickly when necessary. These agreements should clearly outline when and how partner agencies assist each other, ensuring effective responses to largescale emergencies. Automatic aid agreements are typically more efficient than mutual aid, as they automatically dispatch the nearest available unit, rather than waiting for a formal request. Effective mutual aid agreements should also include standardized reimbursement or resource replacement protocols.

FCFA has an automatic aid agreement, signed in March 2023, that outlines the areas and responsibilities for the Pismo Beach Fire Department (operated by CAL FIRE), as well as the areas covered by CAL FIRE and FCFA. The remaining responses from agencies responding within the FCFA and FCFA units responding out of the jurisdiction. FCFA also participates in other state and regional mutual aid programs.

Response Times
A primary indicator of the effectiveness of inter-jurisdictional emergency services is the response time to incidents within the shared service areas. By pooling resources and sharing responsibilities, fire departments can cover larger geographic areas and respond faster to emergencies. This is especially true in the regions that might otherwise experience slower response times due to distance or limited resources.

Evaluating historical response data is essential; however, to match the new auto-aid agreements, incident data is limited to after June 2023. There was not enough data available to conduct a reliable analysis. Instead, models were created for the different travel time possibilities.

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The first figure shows the expected 4-minute travel time for the area, including all closest CAL FIRE and FCFA units.

Figure 114: 4-Minute Travel from all Area Stations

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Within the 4-minute areas, the auto aid agreement works well for FCFA Station 2 and Pismo Beach Station 64, as they double cover their areas in several locations. The remaining areas will benefit from an auto aid unit based on a second unit responding. The 8-minute travel distance evaluation shows excellent overall coverage of the region, lending credibility to the usefulness of an auto aid agreement, especially where multiple units are needed. The following figure shows the 8-minute travel coverage from all area stations.

Figure 115: 8-Minute Travel Area Stations

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Resource Sharing and Cost Efficiency
The sharing of apparatus, specialized equipment, and personnel between jurisdictions enhances the capability to respond to large or complex emergencies that might overwhelm a single department. Resource sharing is also effective when departments specialize in different areas, such as hazardous materials (HazMat) and technical rescue.

This allows for comprehensive coverage across all types of incidents. From a cost perspective, inter-jurisdictional partnerships can lead to cost savings through shared equipment purchasing, reduced duplication of services, and joint training programs.

Efficient resource sharing can lower operational costs for each department without sacrificing service quality.

In the automatic aid area, no cost recovery is authorized, with a few specific exceptions.

FCFA participates in the regional HazMat team, which should help defray the costs of using that team if necessary. Other cost recovery agreements can be found in state aid and county response plans, as well as in cost recovery definitions.

Communication and Coordination
The effectiveness of inter-jurisdictional emergency services hinges on robust communication and coordination among departments. Efficient coordination enables various departments to function as a cohesive unit, particularly during large-scale or multiagency incidents. Streamlined coordination is crucial to prevent duplicated efforts or miscommunication, which can lead to delays or errors. Reliable communication systems and protocols ensure that all responding agencies understand their roles and responsibilities.

Communication between the CAL FIRE agencies and FCFA is easily accomplished as they are on the same radio system. Other county assets may require radio patches to facilitate communications.

Training and Joint Exercises
Regular joint training exercises enhance the effectiveness of inter-jurisdictional operations by ensuring that all agencies are familiar with each other's equipment, procedures, and personnel. This knowledge is crucial when multiple departments collaborate, particularly during significant incidents such as natural disasters or major fires. Joint training also promotes cost savings and efficiency, as departments can share resources for training programs instead of operating separate, redundant ones. Except for members who participate in special teams, there is no evidence of a comprehensive regional training program in place.

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Partner Capabilities
The regional partners for FCFA all have similar apparatus and capabilities. The San Luis Obispo City Fire Department apparatus maintains a minimum staffing level of three personnel. CAL FIRE ranges from 3 in the Pismo Beach area to 2 and 3 in the surrounding state response areas. FCFA maintains a minimum staff of 3 on each engine and 2 on the truck. The apparatus capabilities across jurisdictions are similar and appropriate to the risks associated with coastal cities in California.

Area Aid Assets
FCFA has access to several close-in aid companies and several companies within the region. The following figure lists those agencies, their stations, apparatus, and minimum staff at each fire station.

Figure 116: Automatic Aid Resources Available to FCFA
Apparatus FCFA Staffing
Close Aid
Company
Staffing
Extended Travel
Aid Company
Staffing
Fire Chief 1
BCs 6611, 6612 & 6613* 1
Engine 6691 3
Truck/Rescue/Brush 2
Engine 6692
(and additional cross-staffed apparatus) 3
CAL FIRE Station 64 3
CAL FIRE Station 63 3
CAL FIRE Station 62** 2
CAL FIRE Station 72 2
CAL FIRE Station 70** 5
SLOFD Station 1 Engine** 3
SLOFD Station 1 Truck** 3
San Luis Ambulances (SLA) 2 ***
Total Available to FCFA 10 8 (plus 2
EMS)
13 (plus
multiple EMS)
* One on duty each day.
** Extended travel times.
*** Multiple ambulances when they are available.

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Aid Volume
FCFA and the CAL FIRE regional units provide automatic aid to the area based on the incident location. The category of incident determines the type of response from the partner agency. This has resulted in 85 incidents post-June 1, 2023, within FCFA’s response area that did not have an associated FCFA unit. Fifteen of these were in the Oceano CSD, thirty in Grover, and the rest in Arroyo Granda CAD zones. During the same time period, there were 257 incidents in which FCFA units responded to Pismo Beach or CAL FIREidentified auto-aid areas.

Other Emergency Services Resources in the Region
In addition to fire departments, several other agencies can assist the fire department with emergency response. Local police departments are not listed individually here, but their role in emergency response is not to be overlooked. A police presence is critical during most responses.

Emergency Communications & Dispatch
The San Luis Obispo County Sheriff's Office is the primary public safety answering point for 911 calls in the FCFA service area. The CAL FIRE/San Luis Obispo County Fire Department's Emergency Command Center (SLU ECC) is the secondary dispatch center that receives and routes 911 calls to the appropriate emergency services (e.g., fire, & EMS). SLU ECC provides FCFA with the closest unit dispatch, utilizing Automated Vehicle Location (AVL) technology.

SLU ECC provides public safety and 911 dispatch services through a cooperative agreement to nine fire departments in the county, including FCFA. SLU ECC measures its performance based on NFPA 1225.

Emergency Medical Transportation & Response
The regional ambulance transport agency is the San Luis Ambulance Company. This privately owned ambulance company operates under contract and license with the San Luis Obispo Emergency Medical Services Agency. The company operates multiple ambulances from various stations in eight cities.

Aerial transport is provided by one private partner, CALSTAR, a Global Medical Response company. Additionally, the California Highway Patrol has an area helicopter, the H-70, which is equipped and capable of medical transport.

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County Office of Emergency Services
The San Luis Obispo County Office of Emergency Services (OES) is responsible for coordinating and conducting emergency planning, response, and recovery in collaboration with local, state, and federal partners. OES is the primary local coordination agency for emergencies and disasters affecting residents, public infrastructure, and government operations in San Luis Obispo County.

In terms of community preparedness, ReadySLO.org serves as a comprehensive portal for anyone living in or visiting San Luis Obispo County who wants to be ready for emergencies.

Managed by the County Office of Emergency Services in partnership with local public safety agencies, the site consolidates all the information needed to know before, during, and after a disaster into a single, easy-to-navigate resource.

Before an emergency occurs, the Prepare section provides guidance on creating a family emergency plan, assembling essential supplies, and becoming familiar with the county’s specific hazards. When a crisis unfolds, the Current Emergency Information page serves as the primary source for real-time updates on ongoing incidents, evacuation procedures, and operational details—ensuring residents remain informed about evolving warnings and orders.

Once the danger has passed, the Recover section provides resources for navigating the aftermath, including cleanup guidance, financial assistance options, and safe return procedures. ReadySLO.org also includes an interactive evacuation zone lookup tool to identify zones in advance, and real-time alerts are distributed through Wireless Emergency Alerts and Reverse 911 to maintain critical communication when every minute counts.

By consolidating preparedness checklists, live incident updates, recovery resources, and rapid-alert systems in one place, ReadySLO.org empowers the county community to plan ahead, respond effectively, and rebuild safely after emergencies.

San Luis Obispo Fire Safe Council
Established in 1998, the San Luis Obispo Fire Safe Council is committed to creating fire-safe environments throughout San Luis Obispo County. The mission of the Fire Safe Council is to serve as a collaborative forum for promoting community fire-safe planning, education, and coordination, linking fire-prevention programs, and supporting the local fire service. The FCFA Fire Chief was appointed to serve on the Board of Directors by the 4th County Supervisorial District.

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United States Coast Guard
The United States Coast Guard (USCG) operates Coast Guard Station Morro Bay. The USCG maintains a 27-person National Security Base and Search and Rescue Station at Morro Bay Harbor to provide Coast Guard services for the entire Central California Coast.

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PERFORMANCE OBJECTIVES & MEASURES
FCFA provides fire protection, first responder EMS, and other emergency services to a response area of approximately 10.5 square miles. This is accomplished with a mix of staffed apparatus. To address the risks associated with each response, sufficient personnel and equipment must be dispatched to complete the specific critical tasks for each type of incident and corresponding risk.

During a fire, the critical tasks that must be performed can be broken down into two key components: life safety and fire flow. Life safety tasks are based on the number of building occupants, their location, status, and ability to take self-preservation actions. Life safetyrelated tasks involve searching, rescuing, and evacuating victims. The fire-flow component involves delivering sufficient water to extinguish the fire and create an environment within the building that allows firefighters to enter.

The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat various fires. Without adequate personnel to perform concurrent action, the commanding officer must prioritize the tasks and complete some in chronological order rather than concurrently. These tasks include the following:
• Incident command
• Scene safety
• Search and rescue
• Fire attack
• Water supply
• Pump operation
• Ventilation
• Backup/rapid intervention
Critical task analyses also apply to all agency program categories. Numerous simultaneous tasks must be completed to effectively control an emergency. FCFA's ability to quickly mobilize the necessary numbers of trained personnel is critical to achieving successful incident outcomes.

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Throughout this document, risk levels for each response type have been identified.

Generally, they are broken into low, moderate, high, and maximum risks. These apply across the six FCFA programs: fire response, EMS, technical rescue, hazardous materials response, and aircraft rescue and firefighting efforts. Appendix B of this report shows the breakdown of each risk classification by program.

FCFA completed a critical tasking overview as part of this study. Each hazard type was identified, and the expected number of personnel was determined based on critical tasking and operational procedures. The following figure summarizes the total personnel required by incident type and risk category.

Figure 117: Staffing Recommendation Based on Risk
Incident Type Maximum
Risk High Risk Moderate Risk Low Risk
Fire 42 27 18 3
Emergency Medical 17 13 9 4
Wildland/WUI N/A 56 16 6
Technical Rescue 24 15 11 3
Hazardous Materials 32 22 7 3
Establishing resource levels needed for various emergencies is a uniquely local decision.

Factors influencing local decisions for incident staffing include the type of equipment operated, the training levels of responders, operating procedures, geography, traffic, and the nature of the buildings and other risks being protected.

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Critical Tasking
FCFA has developed the following Critical Task Analysis using risk matrices for various incident types. Critical tasks are those activities that must be conducted promptly by firefighters during the early stages of emergency incidents. This intervention is essential to control the situation, prevent further loss, and perform the necessary tasks required in a medical emergency. FCFA is responsible for ensuring that responding companies can perform all described tasks promptly, efficiently, and safely. The following figures represent the minimum number of personnel required by FCFA, categorized by incident type, risk severity, and function.

Figure 118: Fire Response Critical Tasking
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command/Support 2 1 1 1
Safety 1 1 1
Size up (360°) 1 1 1
Driver/Engine or Pump Operator 4 3 2 1
Water Supply 1 1
Standpipe/Sprinkler Control 1 1
Fire Attack 6 4 3 1
Fire Attack & Search and Rescue 3
Search & Rescue 6 4
Ventilation/Utilities 6 4 3
Backup Line 3 2 2
Rapid Intervention Team (Two Teams) 6 3
EMS Unit - ALS 2 2 2
Other 3
Total Effective Response Force 42 27 18 3

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Figure 119: Emergency Medical Services Critical Tasking Function Maximum
Risk High Risk Moderate Risk Low Risk
Command 1 1 1
Operations 1
Triage Group 1 1
Basic Life Support Treatment 3 3 3 2
Advanced Life Support Treatment 6 4 2 2
Extrication/Hazard Mitigation 3
Transport Group 1 1
Staging 1
Other 3 3
Total Effective Response Force 17 13 9 4
Figure 120: Wildland/WUI Fire Critical Tasking
Function High Risk Moderate Risk Low Risk
Command 1 1 1
Driver/Engine or Pump Operator 5 3 1
Flank Divisions 3 3
Fire Attack 4
Structure Protection 6 3
Other 15 6
Other 24
Other 2
Total Effective Response Force 56 16 6

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Figure 121: Technical Rescue Critical Tasking
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command/Support 1 1 1 1
Safety 1 1
Operations 1
Entry team leader and teams 6
Rescue Teams 8
Extrication/Hazard Mitigation 6 1
Rescue Support Group 1 1
Basic Life Support Treatment 2 2 2 1
Advanced Life Support Treatment 2 2 2
Other 10
Total Effective Response Force 24 15 11 3
Figure 122: Hazmat Critical Tasking
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command/Support 1 1 1 1
Safety 1 1 1
Pump Operations/Decon 1
Operations 1
Hazard Mitigation 4 2
Entry Team Officer and Team 6 4
Backup Entry Team 4 3
Hazmat Support Group 6 5
Decon Group 3 3
Medical Group 3 3
Staging 1
Other 6 2
Total Effective Response Force 32 22 7 3

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Figure 123: Airport Rescue/Firefighting
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command 1 1 1 1
Safety 1 1
Operations Section 1
Fire Attack Group/Standby 6 3 3 3
Rescue Group Standby 3 3 3
Triage/Medical Group 3 3
Basic Life Support 2
Advanced Life Support 2
Transport Group 3
Staging 3
Other 3 3
Total Effective Response Force 22 14 10 7

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Alarm Assignments
FCFA encounters certain complexities that are inherent in the all-hazards response system, given the limited number of on-duty resources. However, the relationship between FCFA and CAL FIRE allows for additional staffed apparatus to be deployed when available, as part of an automatic or mutual aid agreement. The following figure shows the FCFA and the immediately surrounding staffed apparatus, along with their respective unit levels.

Figure 124: Available Units
Apparatus FCFA Close Aid
Companies
Extended Travel
Aid
Fire Chief 1
BCs 6611, 6612 & 6613* 1
Engine 6691 3
Truck/Rescue/Brush 2
Engine 6692
(and additional cross-staffed apparatus) 3
CAL FIRE Station 64 3
CAL FIRE Station 63 3
CAL FIRE Station 62** 2
CAL FIRE Station 72 2
CAL FIRE Station 70** 5
SLOFD Station 1 Engine** 3
SLOFD Station 1 Truck** 3
San Luis Ambulances (SLA) 2 ***
Total Available to FCFA 10 8 (plus 2 EMS) 13 (plus multiple EMS)
* One on duty each day.
** Extended travel times.
*** Multiple ambulances when they are available.

The preceding figure illustrates the challenge of completing a full alarm assignment for a moderate-risk structure fire promptly. While 18 fire responders are available on paper, the actual number available depends on unit availability and call volume in other areas.

However, it is possible, with some delays, to fill a complete structure response. Starting units early will be key to the effective response force's arrival. Fortunately, the CAL FIRE units are dispatched from the same communications center, and Stations 64 and 63 are automatically sent in some instances.

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The following figure illustrates the dispatch plan for moderate and high-risk fire and EMS responses.

Figure 125: Example of the FCFA Fire & EMS Dispatch Plan Response Type Chiefs FCFA
Engines
FCFA Truck
or Rescue
Aid
Apparatus
Aid Chief
Officers SLA
Structure Fire
Moderate 1* 2 1 1 1 1
Structure Fire High 1* 2 1 7 2 1
EMS Moderate 1* 2 ** 1
EMS High 1* 5 ** 1
* The Fire Chief may be available and would increase the chief response to 2. **The truck or rescue vehicle may take the place of an engine.

The intent is to build a dispatch model that fulfills the tasking requirement for the various levels of risk. The following lists indicate what the agency reports as its dispatch complement of units and personnel versus its identified staffing requirements for different risk levels.

Figure 126: Emergency Medical Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 4)
EMS Units 1 2 2
Totals: Over/(Under) ERF 1 2 0 0 (1)
Moderate Risk (ERF staffing = 9)
EMS Units 1 2 2
Fire Units 3 6 6
Totals: Over/(Under) ERF 4 8 0 0 (1)
High Risk (ERF staffing = 13)
EMS Units 2 4 4
Fire Units 4 9 9
Totals: Over/(Under) ERF 6 13 0 0 0
Maximum Risk (ERF staffing = 17)
EMS Units 4 7 7
Fire Units 4 9 9
Totals: Over/(Under) ERF 8 16 0 0 (1)

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Figure 127: Fire Alarm Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 3)
Engine/Pumper 1 3 — — 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 18)
Engine/Pumper 2 6 2 4 10
Ladder 1 2 — — 2
Battalion Chief 1 1 1 1 2
EMS — — 1 2 2
Totals: Over/(Under) ERF 4 9 4 7 (2)
High Risk (ERF staffing = 27)
Engine 2 6 6 12 18
Truck/Rescue 1 2 1 4 6
Battalion Chief 1 1 2 2 3
EMS — — 1 2 2
Totals: Over/(Under) ERF 4 9 10 20 2
Maximum Risk (ERF staffing = 42)
Engine 2 6 10 20 26
Truck 1 2 3 9 11
Battalion Chief 1 1 3 3 4
Totals: Over/(Under) ERF 4 9 16 32 (1)

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Figure 128: Wildland/WUI Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 6)
Fire Units 3 5 — — 5
Totals: Over/(Under) ERF 3 5 0 0 (1)
Moderate Risk (ERF staffing = 16)
Fire Units 4 8 2 3 11
Totals: Over/(Under) ERF 4 8 2 3 (5)
High Risk (ERF staffing = 56)
Fire Units 4 8 14 58 66
Totals: Over/(Under) ERF 4 8 14 58 10
Figure 129: Technical Rescue Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 3)
Fire Units 1 3 — — 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 11)
Fire Units 4 8 — — 8
EMS Units 1 2 — — 2
Rescue Units 1 1 — — 1
Totals: Over/(Under) ERF 6 11 0 0 0
High Risk (ERF staffing = 15)
Fire Units 3 7 1 3 10
EMS Units 1 2 — — 2
Rescue Units 1 1 1 2 3
Totals: Over/(Under) ERF 5 10 2 5 0
Maximum Risk (ERF staffing = 24)
Fire Units 4 8 2 5 13
EMS Units 1 2 — — 2
Rescue Units 1 1 1 8 9
Totals: Over/(Under) ERF 6 11 3 13 0

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Figure 130: Hazardous Materials Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 3)
Fire Units 1 3 — — 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 7)
Fire Units 3 7 — — 7
Totals: Over/(Under) ERF 3 7 0 0 0
High Risk (ERF staffing = 22)
Fire Units 4 8 2 4 12
HazMat Units — — 1 10 10
Totals: Over/(Under) ERF 4 8 3 14 0
Maximum Risk (ERF staffing = 32)
Fire Units 4 9 3 8 17
HazMat Units — — 1 10 10
Totals: Over/(Under) ERF 4 9 4 18 (5)
Figure 131: Aircraft Rescue/Firefighting by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 7)
Fire Units 3 6 — — 6
Totals: Over/(Under) ERF 3 6 0 0 (1)
Moderate Risk (ERF staffing = 10)
Fire Units 4 9 — — 9
Totals: Over/(Under) ERF 4 9 0 0 (1)
High Risk (ERF staffing = 14)
Fire Units 4 9 1 2 11
Totals: Over/(Under) ERF 4 9 1 2 (3)
Maximum Risk (ERF staffing = 22)
Fire Units 4 9 2 4 13
EMS Units 2 4 — — 4
Totals: Over/(Under) ERF 6 13 2 4 (5)

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One note in these dispatch plans is the extended travel time for any amount over 18 personnel. In some cases, any response with more than 31 required responders may be a very lengthy response. However, in that case, these travel times may not have a significant effect on the ultimate outcome of these maximum risk events, as they are already enormous events to begin with.

Response Time Performance Objectives
There are two primary goals for establishing an effective response force, based on critical staffing. The first step is to match the incident need with available resources, thereby creating an efficient methodology for responding to incidents. As evident in the previous section, aid agreements need to be carefully managed if FCFA is to maintain or improve its deployment efficiency. The other goal is to determine if your deployment methodology meets the needs of the incident types and to evaluate its performance.

There are several elements to a response standard. The CFAI recommends creating a standard, or baseline, and a benchmark, or goal. Both the goal and standard should include the total response time and major time segments for the first-arriving unit and the effective response force. Additionally, a complete description of the abilities and equipment of the first-arriving unit, as well as the makeup and capabilities of the effective response force.

While NFPA 1710 applies to FCFA, most agencies find it very challenging to meet these stringent standards, especially when political will and financial constraints are considered.

However, as a goal, the NFPA standards can serve as a practical guide. These standards are described earlier in the report. To that end, FCFA should consider adopting standards and associated goals for improvement. These standards should be advertised and adopted by cities and service districts to ensure that all parties understand what the standard is, how the agency is performing against it, and what citizens expect for improvement. This helps guide the chief staff in determining strategic and capital goals to comply with these standards.

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The following figure illustrates a series of standards that the agency can easily adopt—and which historical performance shows can be attained — along with some potential goals.

Figure 132: Response Time Standards & Goal Examples
Time Segment Compliance City
Standard City Goal CSD Standard CSD Goal
Turnout Time 90% 2:40
NFPA
1:00 EMS
1:20 Other
Same Same
Travel Time 90% 6:00 5:00 7:00 6:00
First Due Time 90% 8:20 6:20 9:30 7:20
The first due apparatus would be defined as the first to arrive with appropriate staffing and equipment to begin addressing the issue. For example, a fire incident would require a fire engine or truck capable of producing an uninterrupted fire stream of at least 200 GPM, two firefighters equipped with full personal protective gear, and forcible entry tools. An EMS incident would require a BLS-equipped vehicle with at least one properly trained provider and a radio. This ensures that the first unit that counts is capable of initiating care. Allowing a chief officer’s arrival to “stop the clock” on a fire incident—when that officer cannot directly mitigate the hazard—creates a misleading picture of performance and does a disservice to the community.

Using the political subdivision as the basis for measuring performance provides the contract agency with a clear understanding of the level of service being purchased. If higher performance is desired, it becomes the responsibility of the chief staff and FCFA leadership to clearly define the additional resources required to achieve it. This approach also enables comparison of alternative service proposals, allowing decision-makers to evaluate effectiveness relative to cost. Unfortunately, there is no single standard that applies to a system as dispersed, eclectic, and complex as FCFA. Therefore, it will be incumbent on FCFA to explore appropriate and attainable measures. However, whatever method is adopted, FCFA should consider establishing specific response performance zones.

Fire agencies throughout the United States establish risk zones based on risk and population density. Risk or "demand" zones provide a more accurate picture of service delivery performance. This may be especially relevant for an agency as diverse as FCFA. It will also help the agency identify areas that may need capital investment to improve performance in specific areas.

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The preceding response discussion is presented as examples, in the hope that it provides FCFA with the necessary information to establish response standards and targets. Setting response standards and performance goals should be viewed as a strategic planning tool for community loss control. In the case of FCFA, it should help establish whether the current contractor's performance is satisfactory and what is required to improve it if necessary.

FCFA is encouraged to initiate the process as soon as possible to support future planning needs.

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OVERVIEW OF COMPLIANCE METHODOLOGY
This Community Risk Assessment: Standards of Cover presents a detailed picture of FCFA's current performance. However, this is just a starting point for the agency to pursue improved performance. FCFA will benefit from an ongoing data analysis system to make the most of the information presented. The approach should be able to demonstrate performance in a meaningful and actionable way to leadership. Additionally, it should foster performance transparency for elected officials and citizens.

Designing an analysis system is a time-intensive process that requires significant capital and talent. Leaders need to understand and engage in data analytics. It will also require FCFA to identify and assign someone with a penchant for data analytics, statistics, databases, and mathematics, regardless of the technology used. The Plan-Do-Check-Act framework presents a conceptual design and implementation approach for an analytical system. This is known as the Deming cycle of continuous improvement, illustrated in the following figure.

Figure 133: Deming Cycle30
30 www.getvetter.com/posts/129-define-continuous-improvement-8-experts-definitions.

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Plan—Research & Codify
Creating a durable analytic system requires a definition and understanding of what the data should present, the impacts of the information, and what constitutes the data stream.

Once the descriptions are understood, they must be adopted as policies and acceptable practices. The following areas are presented for FCFA to consider as they plan for performance improvement.

Adopt Overall Performance Objectives
The first step for FCFA is to determine the key performance metrics it will monitor and manage. FCFA does not currently create or publish periodic performance metrics.

Reporting performance, especially in relation to standards and goals, is the first step in the entire improvement process.

The FCFA, cities, and service district leadership must agree on the performance metrics they will manage. Again, this document should provide some direction and the foundation for discussions. Additionally, the time components being managed should align with an overall service objective or area of focus.

Establish Management Segments
As discussed earlier in the performance section, an emergency incident has several identifiable segments. By adopting time objectives based on these segments, an agency can begin to understand how its actions impact the total response time of an incident.

While much of the analytics available for the fire service is based on time, this is not the only performance metric that can be measured. Each segment can help identify areas where the performance objective may be other than time, such as quality or prevention.

However, the most widely available and used metrics center around time. Once the time analysis is mastered, the agency should expand into the less traditional performance evaluation methods.