Furthermore, NFPA 1910 advises replacing apparatus once they exceed 25 years of age to meet current technological standards.
A well-managed fleet program must continuously evaluate vehicles and apparatus and plan for replacement before they become less economically viable than a new purchase.
Fleet management software and other programs can assist with this process. There is no replacement fund for apparatus or light vehicles. The following figure graphically represents the economic theory of Vehicle Replacement.
Attachment "1"
322
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
153
Figure 94: Economic Theory of Vehicle Replacement
Reducing the replacement cycle allows the fire department to replace the apparatus at optimal savings. Fire and city officials who assume that deferring replacement purchases is a good tactic for balancing the budget need to understand the potential outcomes of such decisions. If an organization does not regularly replace apparatus and vehicles in a timely manner, any savings from delaying replacements can quickly be offset by increasing maintenance and repair costs.
Establishing a life cycle for planning purposes, such as budgeting for replacement, and using a maintenance and performance review to determine the replacement date may be more effective. This approach can help achieve greater cost-effectiveness when possible.
Attachment "1"
323
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
154
Capital Medical Equipment
The EFD maintains an inventory of medical equipment. The department has 15 Zoll X series cardiac defibrillator monitors, 14 Ferno Pro 28Z chair cot gurneys, 1 Ferno bariatric gurney, 5 Life Assist automatic CPR compression devices, and 1 Megacode Kelly EMS manikin. The Zoll monitors, and Ferno gurneys were purchased in 2022. The EFD purchased the Philips monitors in 2014. The Life Assist devices were purchased in 2019, and the Megacode Kelly EMS manikin was purchased in 2009. These capital items are not on a replacement schedule but are replaced through the annual operating budget as needed.
Attachment "1"
324
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
155
Description & Review of Services Provided
The Escondido Fire Department is an all-risk public safety agency built on a history of providing service to the community. This agency provides fire suppression, emergency medical services, ambulance transport, fire prevention, fire inspections, code enforcement, plan reviews, public education, and fire and arson investigations. In 2019, the Insurance Services Office assigned the Escondido Fire Department a Public Protection Classification grade of Class 2 (2/2X). EFD has a Fire Service Agreement with the Rincon Fire Protection District to provide fire protection and EMS to approximately 4,250 people in the district.
The Escondido Fire Department operates out of seven fire stations, covering 47.8 square miles and serving a population of 149,799 in the City of Escondido. The seven fire stations are staffed 24 hours a day, seven days a week, with 36 sworn personnel daily. The daily staffing consists of full-time battalion chiefs, captains, engineers, firefighters/paramedics, and emergency medical technicians. In addition to the 111 full-time sworn personnel, there are five non-sworn personnel, ten part-time personnel, and 18 volunteers. The front-line apparatus is housed at the fire stations and includes Type 1, Type 3, and Type 6 engines, an aerial ladder truck, ambulances, and an Office of Emergency Services Type 3 and Type 6 engine.
Attachment "1"
325
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
156
Figure 95: Apparatus and Staffing by Station
Station Apparatus Staffing
Station 1
Engine 131 3
Truck 131 4
Rescue/Ambulance 131 2
Battalion 1 1
Station 2
Engine 132 3
Rescue/ambulance 132 2
Station 3
Engine 133 3
Rescue/ambulance 133 2
Station 4 Engine 134 3
Station 5
Engine 135 3
Rescue/ambulance 135 2
Station 6 Engine 136 3
Station 7
Engine 137 3
Rescue/ambulance 137 2
Total 36
The North County Dispatch Joint Powers Authority, or North Comm, dispatches the Escondido Fire Department. North Comm answers 911 calls, provides emergency medical dispatch instructions, and monitors and assigns units to incidents through computer-aided dispatch. The computer-aided dispatch system utilizes the automatic vehicle locator feature to dispatch the closest and most appropriate unit to an incident. The dispatch center follows the National Emergency Number Association and National Fire Protection Association 1221 standards.
Attachment "1"
326
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
157
The Escondido Fire Department participates in mutual and automatic aid with its surrounding fire departments. They provide and receive resources when necessary to assist with local incidents. The Escondido Fire Department has mutual and automatic aid agreements with the Carlsbad, Encinitas, Oceanside, Pala, Rancho Sante Fe, San Marcos, Pala, San Pasqual, Valley Center, and Vista Fire Departments. The department has an automatic aid agreement with the North County Fire Department. The Del Mar, Pauma, Rincon, and Solana Beach Fire Departments have mutual aid agreements with the Escondido Fire Department. The Escondido Fire Department also participates in the California Statewide Fire and Rescue Mutual Aid System. The statewide system provides a plan for mutual aid resources coordinated by the California Office of Emergency Services.
Emergency Medical Services
The Escondido Fire Department provides emergency medical services to citizens and visitors. Trained and equipped fire department personnel provide patients with advanced and basic life support and transport them to an appropriate hospital. Each of the seven fire engines and five ambulances that operate in the city provides advanced life support with paramedics. All fire department safety personnel are paramedics.
Fire Suppression
The Escondido Fire Department provides fire suppression to minimize the loss of life and property due to a fire. Personnel are trained, properly equipped, and deployed on various apparatus for fire suppression. Fire department resources are sent to stop the escalation of a fire, rescue victims, and provide safety for first responders and the public. The Escondido Fire Department provides structural and wildland fire protection from seven fire stations with Type 1, Type 3, and Type 6 engines, one aerial ladder truck, five ambulances, and one battalion chief.
HazMat Responses
The Escondido Fire Department responds to hazardous materials incidents at the operations level. The sworn personnel are trained at the Hazardous Materials First Responder Operations level to recognize a hazardous materials emergency, isolate the incident, make notifications, and perform basic decontamination operations. The Escondido Fire Department contracts with the County of San Diego and San Diego Fire- Rescue Department for their hazardous materials team. The hazardous materials teams provide hazardous materials technicians and specialists to mitigate incidents.
Attachment "1"
327
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
158
Technical Rescues
The Escondido Fire Department provides technical rescue, including confined space, high angle, swift water, and trench collapse. Personnel are trained to stabilize the incident and extricate the victim(s) from a situation or location without causing further harm to them. All personnel on engines and the aerial ladder truck are trained at the awareness level and can make entry for a confined space rescue. Engines carry a complement of tools and equipment to start high-angle rescue operations. The aerial ladder truck carries more advanced tools and equipment for high-angle rescue operations. Engines and the aerial ladder truck can handle swift water rescues. All engines are equipped with throw bags, and the engines stationed near flood control channels carry advanced swift water rescue equipment. The aerial ladder truck cross-staffs a technical rescue trailer, and all engines can make an entry for a trench rescue.
Vehicle Extrication
The Escondido Fire Department responds to traffic accidents to find victims who are trapped in the vehicle and require extrication. Personnel are trained to stabilize the vehicle and extricate the victim(s). The aerial ladder truck carries hydraulic and battery-powered extrication equipment to remove the victims from the entanglement.
Critical Tasking Analysis
Critical task analysis involves examining a complex job into components and identifying the skills and competencies of each component. This analysis is performed for each risk classification and category level, enabling the department to determine the necessary capabilities to mitigate incidents. Staffing levels, collaboration, organization, coordination, training, and equipment determine capability. The effective response force represents the minimum number of personnel required to perform all essential tasks for incident mitigation.
Emergency incidents are dynamic and often unpredictable. Various factors dictate the actions needed to protect lives, minimize property damage, and protect the environment.
Attachment "1"
328
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
159
Fire Incidents
Low-Risk Fire Incidents
These incidents are considered lower risk and minor in scope and intensity. It requires a single fire apparatus and crew to manage fires involving passenger vehicles, fences, trash or dumpsters, downed power lines, residential or commercial alarm investigations, or an odor investigation. The following figure identifies the critical task required to mitigate the incident, the Effective Response Force, and the resources assigned for this incident type.
Figure 96: Critical Task Analysis—Low Fire Risk
Task Description Personnel
Needed
Command 1
Safety —
Size-Up (360°) —
Engineer (driver or pump operator) 1
Fire Attack 1
Effective Response Force: 3
Figure 97: Alarm Assignments—Low Fire Risk Incident
Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Ladder/Aerial
Battalion Chief
Totals: 1 3 Totals
Staff Available: 3 3
Staff Needed: 3
Deficiency: 0
Attachment "1"
329
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
160
Moderate Risk Fire Incidents
These incidents are a first-alarm-response-needed to manage a moderate fire risk incident.
These incidents include smoke in a building, small outside building fires, commercial vehicle fires, a single-family residence, a lightning strike to a building, an automatic fire alarm at a high-risk occupancy, or a hazardous materials pipeline fire. The following figure identifies the critical task required to mitigate the incident, the Effective Response Force, and the resources assigned for this incident type.
Figure 98: Critical Task Analysis—Moderate Fire Risk
Task Description Personnel
Needed
Command 1
Safety 1
Size up (360°) 1
Driver/Engine or Pump Operator 1
Fire Attack 3
Search and Rescue —
Ventilation/Utilities 4
Back-up Line 3
Rapid Intervention Team 3
EMS Unit—ALS 1
Effective Response Force: 18
Figure 99: Alarm Assignments—Moderate Fire Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Engine/Pumper 4 12
Ladder/Aerial 1 4
Rescue 1 1
Battalion Chief 1 1
EMS
Totals: 7 18 Totals
Staff Available: 18 18
Staff Needed: 18
Deficiency: 0
Attachment "1"
330
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
161
High Risk Fire Incidents
These incidents are a second-alarm-response-needed to manage a high fire risk incident.
These incidents include smoke in a high-life hazard property (school, skilled nursing, etc.), a single-family residence with injured or trapped victims, a multi-family residential building, or a moderate-sized commercial/industrial occupancy. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 100: Critical Task Analysis—High Fire Risk
Task Description Personnel
Needed
Command/Support 2
Safety —
Size up (360°) 1
Driver/Engine or Pump Operator 1
Water Supply 1
Standpipe/Sprinkler Control —
Fire Attack 6
Search & Rescue —
Ventilation/Utilities 7
Back-up Line 3
Rapid Intervention Team —
EMS Unit—ALS 2
Effective Response Force: 23
Figure 101: Alarm Assignments—High Fire Risk Incident
Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Engine/Pumper 4 12
Ladder/Aerial 1 4 1 3
Rescue 2 2
Battalion Chief 1 1 1 1
EMS
Totals: 8 19 Totals
Staff Available: 19 4 23
Staff Needed: 23
Deficiency: 0
Attachment "1"
331
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
162
Maximum Risk Fire Incidents
A third-alarm response is needed to manage a maximum fire risk incident. These incidents include a hospital, assisted living facility, fire in an apartment building, high-rise building fire, a large commercial or industrial occupancy, hazardous materials railcar, or storage occupancy. Incident assignments will include additional command staff, recalling off-duty personnel, and automatic and mutual aid.
Figure 102: Critical Task Analysis—Maximum Fire Risk
Task Description Personnel
Needed
Command/Support 2
Safety 1
Size up (360°) 1
Driver/Engine or Pump Operator 1
Water Supply 1
Standpipe/Sprinkler Control 3
Fire Attack 6
Search & Rescue 5
Ventilation/Utilities 7
Back-up Line 6
Rapid Intervention Team (Two Teams) 6
EMS Unit—ALS 2
Effective Response Force: 41
Figure 103: Alarm Assignments—Maximum Fire Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Engine/Pumper 7 21 2 6
Ladder/Aerial 2 7 1 3
Rescue 2 2
Battalion Chief 2 2
EMS
Totals: 13 32 3 9 Totals
Staff Available: 32 9 41
Staff Needed: 41
Deficiency: 0
Attachment "1"
332
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
163
EMS Incidents
Low-Risk EMS Incident
A single EMS unit can manage a low-risk EMS incident involving an assessment of a single patient with a critical injury or illness, non-life-threatening medical call, lift assist, or standby.
Figure 104: Critical Task Analysis—Low EMS Risk
Task Description Personnel
Needed
Command 1
Safety 1
Documentation 1
Family/Bystander Liaison 1
Basic Life Support Treatment 1 or 0
Advanced Life Support Treatment 1 or 0
Effective Response Force: 5
Figure 105: Alarm Assignments—Low Fire EMS Incident
Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 1 5
Totals: 1 5 Totals
Staff Available: 5 5
Staff Needed: 5
Deficiency: 0
Attachment "1"
333
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
164
Moderate Risk EMS Incident
A two-unit response is required to control or mitigate a moderate-risk EMS incident. It involves assessing and treating one or two patients with critical injuries or illnesses or a motor vehicle crash with 1–2 patients. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 106: Critical Task Analysis—Moderate EMS Risk
Task Description Personnel
Needed
Command 1
Safety 1
Size up (360°) 1
Family/Bystander Liaison 1
Basic Life Support Treatment 2
Advanced Life Support Treatment 2
Extrication/Hazard Mitigation 4
Effective Response Force: 12
Figure 107: Alarm Assignments—Moderate EMS Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 3 6
Fire Unit 2 6
Totals: 5 12 Totals
Staff Available: 12 12
Staff Needed: 12
Deficiency: 0
Attachment "1"
334
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
165
High-Risk EMS Incident
A multiple-unit response is required to control or mitigate a high-risk EMS incident. It involves 3–8 patients with injuries ranging from minor to critical. Patient care will involve triage, BLS, ALS treatment, and coordinated transport of patients. The following figure identifies the critical task required to mitigate the incident, the Effective Response Force, and the resources assigned for this incident type.
Figure 108: Critical Task Analysis—High EMS Risk
Task Description Personnel
Needed
Command/Support 1
Safety 1
Size up (360°) 1
Triage Group 2
Basic Life Support Treatment 3
Advanced Life Support Treatment 2
Transport Group 10
Effective Response Force: 20
Figure 109: Alarm Assignments—High EMS Risk Incident
Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 5 10
Fire Unit 3 10
Totals: 8 20 Totals
Staff Available: 20 20
Staff Needed: 20
Deficiency: 0
Attachment "1"
335
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
166
Maximum Risk EMS Incident
A multiple-unit response is required to control or mitigate a maximum-risk EMS incident. It involves more than nine patients with injuries ranging from minor to critical. Patient care will involve triage, BLS, ALS treatment, and coordinated transport of patients. If this is an active shooter incident, the response may require units for a casualty collection area to treat patients not in the hot zone. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 110: Critical Task Analysis—Maximum EMS Risk
Task Description Personnel
Needed
Command 1
Safety 1
Operations 1
Triage Group 3
Basic Life Support Treatment 3
Advanced Life Support Treatment 3
Evacuation Group 3
Transport Group 10
Staging 1
Other Private Sector Liaison —
Effective Response Force: 26
Figure 111: Alarm Assignments—Maximum EMS Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 5 10
Fire Unit 4 16
Totals: 9 26 Totals
Staff Available: 26 26
Staff Needed: 26
Deficiency: 0
Attachment "1"
336
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
167
Wildland Incidents
Low-Risk Wildland Incident
A single fire unit can manage a low-risk wildland firefighting incident involving a fire minor in scope, structures not threatened, and when Red Flag conditions do not exist. These include low-risk wildland or grass fires, an outside smoke investigation, illegal or controlled burns, or small vegetation fires. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 112: Critical Task Analysis—Low Wildland Risk
Task Description Personnel
Needed
Command 1
Safety 1
Size-Up (360°) 1
Engineer (driver or pump operator) 1
Fire Attack 6
Effective Response Force: 10
Figure 113: Alarm Assignments—Low Wildland Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit
Fire Unit 4 10
Totals: 4 10 Totals
Staff Available: 10 10
Staff Needed: 10
Deficiency: 0
Attachment "1"
337
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
168
Moderate-Risk Wildland Incident
Multiple units are needed to manage a moderate-risk wildland firefighting incident involving a significant fire in brush, a brush pile at a chipping site, grass, or cultivated vegetation. Red Flag conditions do not exist, and structures may or may not be threatened. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 114: Critical Task Analysis—Moderate Wildland Risk Task Description Personnel
Needed
Command 1
Safety 1
Recon Group —
Driver/Engine or Pump Operator 1
Flank Divisions 3
Water Supply 1
Structure Protection 3
Staging 3
Effective Response Force: 13
Figure 115: Alarm Assignments—Moderate Wildland Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit
Fire Unit 5 13
Totals: 5 13 Totals
Staff Available: 13 13
Staff Needed: 13
Deficiency: 0
Attachment "1"
338
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
169
High-Risk Wildland Incident
Multiple units or alarms are needed to manage a high-risk wildland firefighting incident. The level is associated with Red Flag warnings with structures that may or may not be threatened. This fire involves a significant wildfire in the brush, grasses, cultivated vegetation, or woodland areas. Additional alarm assignment, command staff, recall of off- duty personnel, and mutual aid assistance may require the operations to extend beyond the identified critical tasks. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 116: Critical Task Analysis—High Wildland Risk
Task Description Personnel
Needed
Command 3
Safety 2
Recon Group 6
Lookout 3
Driver/Engine or Pump Operator 2
Flank Divisions 18
Water Supply 2
Holding 12
Structure Protection 6
Staging 1
Effective Response Force: 55
Figure 117: Alarm Assignments—High Wildland Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit
Fire Unit 8 25 5 15 5 15
Totals: 8 25 5 15 5 15 Totals
Staff Available: 25 15 15 55
Staff Needed: 55
Deficiency: 0
Attachment "1"
339
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
170
Technical Rescue Incidents
Low-Risk Technical Rescue Incident
A single fire unit can manage a low-risk technical rescue incident involving any minor rescues, such as a child locked in a vehicle, elevator entrapment, or minor mechanical entrapment. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 118: Critical Task Analysis—Low Technical Rescue Risk Task Description Personnel
Needed
Command 1
Safety 1
Basic Life Support Treatment 1
Extrication/Hazard Mitigation 4
Effective Response Force: 7
Figure 119: Alarm Assignments—Low Technical Rescue Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit
Fire Unit 2 7
Totals: 2 7 Totals
Staff Available: 7 7
Staff Needed: 7
Deficiency: 0
Attachment "1"
340
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
171
Moderate Risk Technical Rescue Incident
A two-unit response is required to control or mitigate a moderate technical rescue risk incident. Support is not usually required from a technical rescue team. This type of incident involves a motor vehicle crash that requires patient extrication, removal of a patient entangled in machinery or other equipment, or a person trapped by downed power lines.
The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 120: Critical Task Analysis—Moderate Technical Rescue Risk Task Description Personnel
Needed
Command 1
Safety 1
Size Up (360°) 1
Pump Operations/Decon —
HazMat Group Supervisor —
Hazard Mitigation 4
Other (2 in 2 out) —
Other (Protection line) —
Other (BLS & ALS Treatment) 2
Effective Response Force: 9
Figure 121: Alarm Assignments—Moderate Technical Rescue Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 1 2
Fire Unit 2 7
Totals: 3 9 Totals
Staff Available: 9 9
Staff Needed: 9
Deficiency: 0
Attachment "1"
341
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
172
High-Risk Technical Rescue Incident
A multiple-unit response is required to control or mitigate a high-risk technical rescue incident. This type of incident may involve full-scale technical rescue operations ranging from structural collapse to swift water rescues. It may involve multiple motor vehicles that require extrication, commercial passenger carriers, or a vehicle impacting a building.
Support is needed, usually required from a technical rescue team. This incident may require multiple alarms. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 122: Critical Task Analysis—High Technical Rescue Risk Task Description Personnel
Needed
Command/Support 1
Safety 1
Size Up (360°) 1
Operations 1
Rescue Teams 7
Rescue Support Group 6
Basic Life Support Treatment —
Advanced Life Support Treatment 4
Effective Response Force: 21
Figure 123: Alarm Assignments—High Technical Rescue Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 2 4
Fire Unit 5 13
Rescue 1 4
Totals: 8 21 Totals
Staff Available: 21 21
Staff Needed: 21
Deficiency: 0
Attachment "1"
342
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
173
Maximum-Risk Technical Rescue Incident
A multiple-unit response is required to control or mitigate a maximum-risk technical rescue incident. Support is required from a specialized technical rescue team and may have multiple operations locations. This type of incident will involve full-scale technical rescue operations such as victims endangered or trapped by structural collapse, swift water, or earth cave-ins. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 124: Critical Task Analysis—Maximum Technical Rescue Risk Task Description Personnel
Needed
Command/Support 3
Safety 2
Size Up (360°) 2
Operations 2
Entry team leader and teams 12
Rescue Support Group 12
Basic Life Support Treatment 0
Advanced Life Support Treatment 10
Staging 18
Other: Rehab 4
Effective Response Force: 65
Figure 125: Alarm Assignments—Maximum Technical Rescue Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 5 10 5 10
Fire Unit 7 20 3 15
Rescue 1 4 2 6
Totals: 13 34 10 31 Totals
Staff Available: 34 31 65
Staff Needed: 65
Deficiency: 0
Attachment "1"
343
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
174
HazMat Incidents
Low-Risk Hazardous Materials Incident
A single fire unit can manage a low-risk hazardous materials (HazMat) incident involving carbon monoxide alarms and other unknown HazMat investigations without symptomatic victims, less than 20 gallons of fuel, natural gas meter incidents, downed power lines, equipment/electrical problems, attempted burning, or automatic alarms that may originate from a hazardous material. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 126: Critical Task Analysis—Low HazMat Risk
Task Description Personnel
Needed
Command 1
Safety 1
Size-Up (360°) 1
Hazard Mitigation —
Effective Response Force: 3
Figure 127: Alarm Assignments—Low HazMat Risk Incident
Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit
Fire Unit 1 3
Totals: 1 3 Totals
Staff Available: 3 3
Staff Needed: 3
Deficiency: 0
Attachment "1"
344
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
175
Moderate-Risk Hazardous Material Incident
A two-unit response is required to control or mitigate a moderate-risk hazardous materials incident. Direct support is not usually required from a hazardous materials team. This type of incident involves a carbon monoxide alarm with symptomatic patients, a fuel spill of 20–55 gallons, or a gas or petroleum products pipeline break not threatening any exposures. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 128: Critical Task Analysis—Moderate HazMat Risk Task Description Personnel
Needed
Command 1
Safety 1
Size up (360°) 1
Pump Operations/Decontamination 1
HazMat Group Supervisor 1
Other: Hazard Mitigation 9
Effective Response Force: 14
Figure 129: Alarm Assignments—Moderate HazMat Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 1 2
Fire Unit 3 7 1 5
Totals: 4 9 1 5 Totals
Staff Available: 9 5 14
Staff Needed: 14
Deficiency: 0
Attachment "1"
345
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
176
High-Risk Hazardous Materials Incident
A multiple-unit response with a HazMat team is required to control or mitigate a high-risk hazardous materials incident. Support is needed for a Level 2 HazMat incident that involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. This response includes a release with 3–8 victims, gas leaks in a structure, HazMat alarm releases with victims, flammable gas or liquid pipeline breaks with exposures, fuel spills greater than 55 gallons, fuel spills in underground drainage or sewer systems, transportation or industrial chemical releases, or radiological incidents. Additional alarm assistance may be required to expand operations past the identified critical tasks. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 130: Critical Task Analysis—High HazMat Risk
Task Description Personnel
Needed
Command/Support 2
Safety 2
Size Up (360°) 2
Operations 1
Entry Team Officer and Team 5
Back-up Entry Team 3
HazMat Support Group 3
Decon Group 6
Medical Group 4
Effective Response Force: 28
Figure 131: Alarm Assignments—High HazMat Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 2 4
Fire Unit 4 10 1 5 1 5
Other: Rescue 1 4
Totals: 7 18 1 5 1 5 Totals
Staff Available: 18 5 5 28
Staff Needed: 28
Deficiency: 0
Attachment "1"
346
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
177
Maximum Hazardous Material Rescue Incident
A multiple-unit response is required to control or mitigate a maximum-risk hazardous materials incident. Support is required from an on-duty HazMat team and their specialized equipment. This type of incident will involve establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. Examples include nine or more contaminated or exposed victims, a large storage tank failure, HazMat railcar failure, or a weapon of mass destruction incident. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed. The following figure identifies the required critical tasking to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.
Figure 132: Critical Task Analysis—Maximum HazMat Risk
Task Description Personnel
Needed
Command/Support 5
Safety 5
Size Up (360°) 5
Operations 3
Entry Team Officer and Team 9
Back-up Entry Team 9
HazMat Support Group 10
Decon Group 9
Medical Group 10
Staging 10
Effective Response Force: 75
Figure 133: Alarm Assignments—Maximum HazMat Risk Incident Unit Description
Escondido Fire
Department Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
EMS Unit 5 10 5 10 5 10
Fire Unit 5 15 5 15 5 15
Rescue
Totals: 10 25 10 25 10 25 Totals
Staff Available: 25 25 25 75
Staff Needed: 75
Deficiency: 0
Attachment "1"
347
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
178
Community Characteristics
Demographics
Population
Population and demographics can influence the type of services provided in a community. Social conditions such as poverty, the locations of high-risk areas, and housing types can impact the service delivery provided by EFD.
The City’s population can directly affect the service delivered by EFD. Data from the California Department of Finance show a population of 143,911 in 2011, increasing to 149,799 in 2023, a growth rate of 4.1%. The highest population occurred in 2020 at 151,803, slowly decreasing to 149,799 in 2023.
This decreasing population trend follows the state, which has seen its numbers decline by more than half a million people since 2021.15 The following figure shows the population estimates from 2011 to 2023 from the California Department of Finance.16 Figure 134: Population Estimates (2011–2023)
15 California’s population keeps shrinking, https://ktla.com/news/california/californias-population-keeps- shrinking.
16 California Department of Finance Website, https://dof.ca.gov/Forecasting/Demographics/ Estimates/. 143,911
147,055
149,704
150,798 151,311 150,872
149,799
138,000
140,000
142,000
144,000
146,000
148,000
150,000
152,000
154,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Attachment "1"
348
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
179
At-Risk Populations
At-risk populations can place additional workloads on an organization, thus increasing service demands. The National Fire Data Center has identified them as groups at a higher risk of being injured or killed in a fire.17
• Children under 5 years of age
• Adults over 55 years of age
• Adults over 85 are at the highest risk
• Gender
Data from 2022 U.S. Census American Community Survey five-year estimates identified several groups in these categories that are more likely to need emergency services, specifically EMS, than other populations.18
Age
A person's age in a high-risk population directly relates to an increase in unintentional injuries and death or injury from a fire. Older adults are 2.6 times more likely to die in a fire than the overall United States population. These age risks increase service demand, specifically for older adults needing additional medical care.19 Children under the age of five are at more risk because of their inability to care for themselves and their need for additional assistance during an emergency. Recent trend data (2018) from the U.S. Fire Administration indicates that this age group's relative risk of dying in a fire has dropped 30% in the last ten years and is credited to increased fire prevention and education. The percentage of children under five in Escondido is 6.6%, compared to the state at 5.7%. Adults over 65 are 14.1%, less than the state at 14.9%. Those 85 and older are 2.3%, higher than the state at 1.9%. The following figure shows the percentage of children under five years, 65 years and older, and those aged 85 and older.
17 United States Fire Administration, National Fire Data Center, Fire Risk in 2019. 18 U.S. Census Bureau.
19 U.S. Fire Administration website.
Attachment "1"
349
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
180
Figure 135: Age Risks
Gender
According to the U.S. Census Bureau, 49% of the population is male. However, between 2015 and 2019, males accounted for 57% of fire deaths and 55% of fire-related injuries, making them 1.3 times more likely to die of an injury than females. Fire department reports indicate that 12% of males involved in fire incidents were impaired by alcohol, compared to 6% of females. Additionally, 20% of females with disabilities died in home fires, whereas the rate for males was 16%. Middle-aged males had a higher incidence of deaths from intentionally set fires, while females aged 75 and older were more likely to be injured in cooking fires than their male counterparts.20 The following figure shows gender percentages by age.
20 National Fire Protection Association, Home Fire Victims by Age and Gender, December 2021.
6.6%
14.1%
2.3%5.7%
14.9%
1.9%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
< 5 years > 65 years > 85 Years
Escondido California
Attachment "1"
350
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
181
Figure 136: Gender Percentages by Age
Age Groups Male Female
Under 5 years 7.2% 5.9%
5 to 9 years 5.8% 6.8%
10 to 14 years 6.7% 6.1%
15 to 19 years 6.3% 5.6%
20 to 24 years 7.1% 6.7%
25 to 29 years 8.7% 7.3%
30 to 34 years 7.6% 7.6%
35 to 39 years 7.4% 7.5%
40 to 44 years 6.8% 5.5%
45 to 49 years 5.6% 6.7%
50 to 54 years 6.1% 6.0%
55 to 59 years 6.7% 6.7%
60 to 64 years 5.7% 5.8%
65 to 69 years 4.0% 5.4%
70 to 74 years 3.4% 3.1%
75 to 79 years 2.1% 2.5%
80 to 84 years 1.2% 1.9%
85 years and over 1.8% 2.8%
Attachment "1"
351
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
182
Additional Demographics
Disabilities
The residential population with disabilities is 11.7% in Escondido compared to the state at 11%. This population group may be unable to self-evacuate from a building during an emergency or need additional medical services because of their disability. This may create additional demand for medical services, specifically as they age. The following figure depicts the percentage of households with a disability.
Figure 137: Population with a Disability
11.7% 11.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
Escondido California
Attachment "1"
352
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
183
Language Barriers
EFD may encounter someone who needs another type of communication. The number of people over five speaking a language other than English in Escondido is approximately
59.3%, which is higher than the state at 56.1%. This population may not understand smoke alarm technology designed to provide early warning during a fire, increasing the risk of injuries or death in their home. The following figure provides the percentage of people with a language barrier.
Figure 138: Language Barriers
59.3% 56.1%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
Escondido California
Attachment "1"
353
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
184
Poverty & Income
Low wages or income create challenges in a community that can lead to poverty.
Meeting a person’s basic needs can reduce the increased risk of fires or medical incidents.
People living below the poverty level are considered at the highest risk when combined with other factors such as education levels, disabilities, or inability to work. Low incomes impact families with children, lead to lower educational scores, and create mental health issues. The COVID-19 pandemic has adversely affected these families because schools were closed, and childcare was unavailable. Low income can lead to higher mental health impacts 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.
In Escondido, 13.2% of the population is in poverty, higher than the state rate of 12.1%. The higher poverty levels correspond with lower incomes, and the city's median household income of $77,554 is lower than the state's at $91,905. The following figure shows the poverty rate.
Figure 139: Population in Poverty
13.2%
12.1%
10.0%
10.5%
11.0%
11.5%
12.0%
12.5%
13.0%
13.5%
14.0%
Escondido California
Attachment "1"
354
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
185
Persons without Health Insurance
Populations without adequate health care can burden service delivery and increase the rate of medical incidents. Lack of health insurance may affect lower-income populations at a higher rate since they cannot pay for medical visits. In Escondido, 11.8% of the population is without health insurance, higher than the state at 7.1%. The following figure provides the percentage of people without health insurance.
Figure 140: Population without Insurance
11.8%
7.1%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
Escondido California
Attachment "1"
355
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
186
Education Levels
Educational attainment is not considered one of the at-risk populations but is recognized as another risk group when developing fire and life safety education programs. In Escondido, 80% of the population has a high school diploma, less than the state. Those with a bachelor’s degree or higher are 27%, less than the state at 36%. The following figure provides information on the levels of education in Escondido.
Figure 141: Education Levels
80%
27%
84%
36%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
High School Graduate or Higher Bachelor's Degree or Higher Escondido California
Attachment "1"
356
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
187
Race & Ethnicity
Race refers to a person's identification with a social group, such as White, Black, African American, or Asian, while ethnicity pertains to nationality, religion, language, or culture. The table in the following figure illustrates how race and ethnicity are represented in Escondido compared to California; it does not provide a total percentage representation but an overview of race and ethnicity.
Figure 142: Race & Ethnicity
Race and Ethnicity Escondido California
White alone* 53.9% 70.7%
Black or African American alone 2.2% 6.5%
American Indian & Alaskan Native alone 1.6% 1.7%
Asian alone 6.4% 16.3%
Native Hawaiian & Other Pacific Islander alone 0,5% 0.5% Two or more races 19.5% 4.3%
Hispanic or Latino (of any race) 52.0% 40.3%
White alone, not Hispanic or Latino 34.9% 34.7%
*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
Housing types can vary in a community and provide insight into ownership, the age of the home, and the number of units in the building. Escondido has approximately 52,468 housing units, while 1,725 are vacant. Vacant structures can pose a risk for the fire department and community if the building is not secured to prevent entry. If the building is not maintained, the structural integrity can degrade and present problems during a fire.
Vandalism may create additional problems for the fire department and law enforcement.
Data from the NFPA states that from 2015 to 2019, 75% of fire deaths occurred in homes, and 57% were male.
Attachment "1"
357
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
188
Housing Ownership
Homeownership in Escondido is 51.8%, less than the state at 55.8%. The following figure shows the percentage of owner and renter-occupied housing in Escondido and the state.
Figure 143: Owner and Renter Occupied Housing
51.8% 55.8%
48.2% 44.2%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Escondido California
Owner Occupied Renter Occupied
Attachment "1"
358
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
189
Age of Housing
As buildings age, the cost of maintaining the structure increases over time. Homes built before smoke alarm installation requirements create a higher risk if none are present. The homes built before 1980 are 51%, before most building code requirements for smoke alarm installations. Working smoke alarms have reduced fire death and provided an early warning during the event of a fire. New codes now require smoke alarms for new residential properties in each bedroom, hall, and floor. The following figure provides the housing age by decade.
Figure 144: Age of Housing
0.3%
4%
9%
12%
25%
28%
13%
7%
2%
1%
1.3%
7%
12%
10%
15%
17%
13%
12%
5%
9%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
2020
or
later
2010–
2019
2000–
2009
1990–
1999
1980–
1989
1970–
1979
1960–
1969
1950–
1959
1940–
1949
1939
or
earlier
Escondido California
Attachment "1"
359
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
190
Housing Units
The number of people living in one- or two-family dwellings is 58% compared to the state at 67%. This lower percentage is reflective of homeownership. The number of buildings with 20 or more units is 3%, much less than the state at 13%. The following figure lists the percentage of housing units by building.
Figure 145: Housing Units per Building
58%
3%
1%
1%
3%
8%
67%
5%
6%
5%
13%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1-2 3–4 5–9 10–19 > 20 Mobile
Escondido California
Attachment "1"
360
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
191
Environmental Risks
All communities are continually threatened by physical hazards daily. Hazards can range from wildfires and earthquakes to flooding from heavy rains or droughts. Mitigation plans provide public and emergency responders with information to understand the risks and prepare for an event.
Weather Conditions
The climate can affect EFD year-round and may impact emergency response. Whether it is a thunderstorm or other weather event, the fire department must respond when requested.
Temperature
The weather conditions in an area can impact the fire department and the entire community during the year.21 When temperatures are high, they affect firefighters during extended incident operations and require rehabilitation to prevent heat exhaustion. The average high temperatures range from a low of 66°F during December to a high of 92°F in August. In July 2023, the average high temperature exceeded 94°F, well above the monthly average. The following figure provides the average monthly high temperature.
21 Iowa Environmental Menoset website, California COOP, Escondido.
Attachment "1"
361
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
192
Figure 146: Average Monthly High Temperatures (2011–2023)
The average daily low temperature occurs between December and February at 36°F, and the warmest is during August at 59°F. The following figure shows the average daily low temperatures.
Figure 147: Average Monthly Low Temperature (2011–2023)
67 67
69 74
76 84
90 92
89 82
74 66
55.0 60.0
65.0 70.0
75.0 80.0
85.0 90.0
95.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
36 36
39 43
48 52
58 59
56 48
40 36
30.0 35.0
40.0 45.0
50.0 55.0
60.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Attachment "1"
362
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
193
Heat can affect fireground operations, and when combined with high humidity, the temperature may feel much higher and require rehabilitation for firefighters. The below figure shows the National Weather Service’s Heat Index chart.22
Figure 148: National Weather Service Heat Index Chart
22 Iowa Environmental Menoset website, California ASOP, Ramona Airport.
Attachment "1"
363
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
194
Winds
Wind speed and direction influence how EFD manages events like wildfires or hazardous materials incidents. Santa Ana winds can affect Escondido, which are dry and gusty northeast winds that blow in the opposite direction than the normal onshore flow. The wind speed can reach over 75 miles per hour. These winds quickly spread fires and easily overwhelm firefighters, create power outages, cause property damage from falling trees, and may increase health concerns for people with respiratory issues. The highest average winds occur between April and July of each year.23 The following figure shows the average monthly wind speeds.
Figure 149: Average Monthly Wind Speeds, MPH (2011–2023)
The prevalent winds are from the west, as shown in the following figure from the wind rose from the NWS at the Romona Airport reporting station.
23 Ibid.
4.7 5.1
4.9 5.1
5.2 5.2
5.3 4.9
4.6 4.5
4.7 4.6
3.0 3.5
4.0 4.5
5.0 5.5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Attachment "1"
364
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
195
Figure 150: Wind Rose
Attachment "1"
365
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
196
Precipitation
The lack of precipitation for an extended period creates problems in a community.
Drought increases the hazards of wildland fires as the vegetative moisture content decreases and generates higher combustible fuels. Insufficient rainfall affects the ability to grow crops and maintain landscaping. The months with the highest precipitation occur between December and March, as shown in the following figure.
Figure 151: Average Monthly Precipitation (2011–2023)
2.8 2.6
2.2 0.8
0.5 0.05
0.2 0.27 0.3
0.5 1.3
2.2 0.0
0.5 1.0
1.5 2.0
2.5 3.0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Attachment "1"
366
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
197
Drought Conditions
San Diego County currently has severe and extreme drought conditions. The following figure shows the drought condition as of April 3, 2025.
Figure 152: Drought Conditions
Attachment "1"
367
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
198
Physical Hazards
A physical hazard is generally described as a natural disaster or weather event that affects the community. The event may last a few hours or extend for a lengthy period, such as a heatwave or drought. The National Weather Service (NWS) issues advisories, watches, or warnings for these hazards when conditions exist or are in the immediate forecast.
Wildland Fires
Escondido is a Local Responsibility Area (LRA), and there are Very High Fire Hazard Severity Zones (VHFHSZ) in Escondido. These areas are along the outer areas of the city. The largest continuous area is Daley Ranch Park, in the city's northeast section. This area travels south on the city's eastern edge towards the San Deigo Zoo Safari Park. The northeast section of Escondido has additional VHFHSZs north of Golden Circle Dr. The remaining sections are southwest of Willowbrook St and along the southern edge of the city limits.
Significant wildland fires have impacted San Diego County in the past. The largest occurred in 2003. These fires are shown in the following figure.
Figure 153: Significant Wildfires in San Diego County
Fire Year Annual Average Daily Truck Counts
Cedar 2003 273,000 acres, destroyed 2,800 structures, 15 fatalities Witch Creek 2007 197,990 acres, destroyed 1,650 structures Lilac 2017 4,100 acres, destroyed 157 structures
Valley 2020 17,000 acres, destroyed 61 structures
Grove 2 2024 863 acres
EFD provides annual educational communication to property owners in the very high severity zone. Included is a Property Review Checklist that provides information on vegetation management. The checklist provides a survey listing guidelines to maintain a fire-safe property. The guidelines include information about defensible spaces and fuel modification, removing dead and diseased trees or shrubs, trimming back tree branches, maintaining a 10-foot separation for propane tanks, and moving woodpiles and trashcans away from buildings. This information is also available on the fire department website.
Attachment "1"
368
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
199
The recent fires in Los Angeles County emphasize the need to harden buildings, not just homes, to reduce the impact of embers cast by wildland fires. Combustible vegetation near buildings provides fuel that can extend to buildings. These structure fires create additional sources of embers, especially during high wind conditions that expose other vegetation and buildings to ignition.
San Diego County’s Fire Safe Council is a nonprofit organization created to assist residents in preventing, preparing for, and knowing what to do after a fire. There are 43 community fire-safe councils (FSC) in San Deigo County. The Southwest Escondido FSC encompasses over 4,000 acres. The Southwest Escondido Fire Safe Council (FSC) is actively involved in the Escondido area and partners with EFD. The FSC collaborated with CAL FIRE and EFD on the recent Community Wildfire Protection Plan currently under review. They have applied for fuel abatement and education grants for their FSC area. They wish to expand their collaboration with EFD for fuel break projects and resident outreach. The FSC also participates in the Wildfire Risk Reduction and Asset Protection Project Working Group and attends California FSC meetings to receive updates on the evolving insurance issues in the state. They received Firewise USA® recognition in October 2023 for 71 homes. The following figure shows the locations of the fire hazard severity zones.
Attachment "1"
369
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
200
Figure 154: Fire Hazard Severity Zones
Attachment "1"
370
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
201
Flooding
There are areas in Escondido classified as regulated waterways by the Federal Emergency Management Agency; the City has the following flood zones:24 • An area classified as “A” zone is exposed to a 1-percent chance of a flood event but does not have a “…detailed hydraulic analysis.”
• The AE designation is considered “areas subject to inundation by the 1-percent- annual-chance flood event determined by detailed methods” and is further defined as a 26% chance of a flood occurring in 30 years.
• The AH areas are subject to inundation by 1-percent-annual-chance shallow flooding (usually areas of ponding) where average depths are 1–3 feet. BFEs derived from detailed hydraulic analyses are shown in this zone. • AO designation is an area subject to inundation by 1-percent-annual-chance shallow flooding (usually sheet flow on sloping terrain) where average depths are 1– 3 feet. Average flood depths derived from detailed hydraulic analyses are shown within this zone.
• Zone “X” is a “moderate risk area within the 0.2-percent annual chance floodplain.
Escondido and Reidy Creeks both have FEMA-regulated waterways as part of their outfall.
There are levees along Escondido Creek traveling southwest from Harmony Grove Rd. A large portion of Escondido has Zones AH, AO, and X in an area bounded by E El Norte Pkwy to the north, N Citrus Ave and Bear Valley Pkwy to the east, westward from Orange Glen High School to N Ash St at E Pennsylvania Ave, and northward to E El Norte Pkwy.
24 FEMA Flood Map Service Center website.
Attachment "1"
371
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
202
Figure 155: FEMA Flood Zones
Attachment "1"
372
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
203
Earthquakes
An earthquake may cause damage to infrastructure depending on the severity and location. If roads or highways are damaged, assistance from outside agencies may be delayed and impact the community. Other impacts include loss of utilities, damage to buildings, injuries, and loss of life. The probability of an earthquake is considered likely per the Multi-Jurisdictional Hazard Mitigation Plan: City of Escondido Annex.
Although no known faults are in Escondido, there are faults to the west and south of the city. Major faults in San Diego County include Rose Canyon, La Nacion, Elsinore, San Jacinto, Coronado Bank, and San Clemente. The San Diego County Multi-Jurisdictional Hazard Mitigation Plan (HMP) listed an earthquake as a high hazard for the county. The most recent strong earthquake was 5.3, which occurred in 1986. There is documentation of a strong earthquake in 1862 that may have registered 6.0 based on the recorded damage.
The soils in Escondido prevent major disruptions from liquefaction. The HMP states that no loss from liquefaction is expected. The number of critical facilities potentially exposed to damage during an earthquake is 22, and the loss would be nearly $600 million.
Attachment "1"
373
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
204
The following figure shows the earthquake faults and liquefaction zones near Escondido.
Figure 156: Earthquake Faults and Liquefaction Zones
Attachment "1"
374
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
205
Critical Infrastructure
Critical infrastructure and key resources (CIKR) explain what is 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):25 • 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
All these sectors may not be in EFD; each community must determine critical infrastructure locations and develop pre-incident plans for responding personnel.
Other buildings to consider as target hazards could include occupancies with a potential for a 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.
25 Infrastructure Security, Department of Homeland Security.
Attachment "1"
375
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
206
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 high- value buildings and historic or cultural sites. Identifying these locations allows a fire department to prepare for potential emergencies and ensure they have the appropriate resources and strategies to prevent, respond, and mitigate risks. The following figure shows the locations of target hazards identified by EFD.
Figure 157: Target Hazards
Attachment "1"
376
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
207
Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards. Examples include industrial accidents or hazardous chemical releases. Each community should create contingency plans for the specific risks in their jurisdiction. This may include 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.
If a building or facility that stores or produces hazardous materials has been identified, it may require special personal protective clothing and equipment to control or mitigate the event. 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.
• 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.
EFD personnel are trained in hazardous materials response with awareness, operations, and technicians certifications. The city contracts with the San Diego County Hazardous Materials Teams and the San Diego County Environmental Health to respond to a hazardous materials incident that exceeds the capabilities of EFD. EFD has 26 personnel certified in weapons of mass destruction and 50 hazardous materials incident command certifications. The following figure shows the storage locations of Tier II hazardous materials.
Attachment "1"
377
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
208
Figure 158: Hazardous Materials Tier II Locations
Attachment "1"
378
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
209
Highways & Roads
Emergency personnel need a transportation network to respond efficiently to an incident.
A delayed response can occur without a system of interconnected roads and streets.
Interconnectivity provides multiple access points to a location if another approach is unavailable. Many of the streets in Escondido are on a grid system, while others are winding and interspersed with cul-de-sacs with only one access point. Interstate I-15 travels north and south through the City, and there are winding unpaved roads in Daley Ranch Park. The following figure shows vehicles' and trucks' annual daily traffic counts.
Figure 159: Annual Average Daily Traffic Vehicle and Truck Counts Location
Annual Average
Daily Vehicle
Count
Annual Average
Daily Truck
Counts
Ronald Packard Pkwy west of Centre City Pkwy 129,000 13,401 N Broadway and E Lincoln Pkwy 50,000 500
N Ash St and E Lincoln Ave 13,500 810
I-15 south of Centre City Pkwy junction 159,000 11,289
Attachment "1"
379
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
210
The following figure shows the location of major roads in Escondido.
Figure 160: Major Roads
Attachment "1"
380
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
211
Energy
The ability to provide energy is a necessary component of a thriving community. The community depends on energy sources: electricity generation and transmission systems, fuel distribution and storage tanks, or natural gas pipelines and regulator stations.
Electricity
Several high-voltage electrical transmission lines, operated by San Diego Gas and Electric (SDGE), pass through or terminate in Escondido. A 230 kV line traverses the City primarily in a north-south direction before turning east-west near Harmony Grove Rd. Several other 69 kV lines also travel through the City. Four natural gas facilities produce electricity in the City.
These facilities range from 51.4 MW to 559 MW. A 30 MW energy storage facility is located off Enterprise St.
Although Public Safety Power Shutoffs (PSPS) have had limited impact in Escondido, SDGE may implement them when weather conditions forecast high winds. SDGE has developed procedures when PSPS may occur. They initially monitor weather conditions for seven to 10 days before they may impact an area and continue following the forecast. SDGE begins notifying customers and government officials of potential actions three days before impact. They continue monitoring and notify first responders one day before turning off power. When the PSPS occurs, there are additional notifications. After determining that the weather conditions have subsided and the threat has been reduced, SPGE will assess the electrical grid before restoring power.26
An electrical substation steps down the voltage in the distribution system for residential and commercial users. Emergency responders must exercise extreme caution if an incident occurs at one of these locations. Entry by EFD personnel to a sub-station should not happen until representatives of SDGE arrive on the scene and give clearance.
Natural Gas
SDGE provides natural gas in the City through transmission and high-pressure distribution lines that supply service lines for commercial and residential use. These lines travel through and terminate in the City. A line travels through Daley Ranch, follows La Honda Dr, and crosses E El Norte Pkwy to E Lincoln St. A line branches off and follows N Midway to Bear Valley Pkwy to the south. The line on E Lincoln travels west and branches to the north near Metcalf St and south at Metcalf St. The remaining lines travel west along W Mission Ave with two other lines branching off.
26 San Diego Gas and Electric, Public Safety Power Shutoff Policies and Procedures.
Attachment "1"
381
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
212
Railways
The Sprinter hybrid rail used the San Diego Northern Railroad 22-mile line to provide commuter service to Escondido. The rail line also serves Oceanside, Vista, and San Marcos.
There are two stations in Escondido—Nordahl Road and the Escondido Transit Center. Most crossings are controlled to reduce the chance of an accident between a train and a vehicle or pedestrian. The trains operate approximately every 30 minutes between 4:00 a.m. and 9:00 p.m. each day, except Friday and Saturday when the last train leaves for Escondido at 11:30 p.m. The following figure shows the location of rail lines, crossings, and transit stops.
Attachment "1"
382
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
213
Figure 161: Railway Location
Attachment "1"
383
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
214
Dams
When a dam fails, it can cause devastating damage to property, injuries, and loss of life to people downstream. Two dams threaten Escondido—the Lake Wohlford and Dixon Dams—and the City of Escondido owns both. The Lake Wohlford Dam was completed in 1924 and contains 6,950 acre-feet of water. The dam's height is 100 feet and 422 feet long; its condition is assessed as “Fair,” and its hazard potential classification is “High.” The Dixon Dam was completed in 1970 and is 116 feet high and 830 feet long. It contains 2,500 acre- feet of water, and its condition is assessed as “satisfactory,” with a hazard potential of “high.”
Water and Sewer Utilities
The City of Escondido’s utility department provides water and wastewater services to residents.
Water
Controlling a fire becomes challenging without an adequate water supply and distribution system consisting of water storage, mains, and a fire hydrant system. A system of well- distributed hydrants and appropriately sized water mains is necessary to provide the required water for fireground use.
The Water Division serves approximately 150,000 customers with water for residential, commercial, and agricultural uses. The water is produced at the Escondido-Vista Water Treatment Plant, which has a capacity of 74 million gallons per day. The water for the treatment plant comes from multiple sources. Water from well fields near Lake Henshaw is transported to Lake Wohlford for storage, and other water comes from the Colorado River and the State Water Project and is stored in Dixon Lake. The potable drinking water is distributed through 440 miles of pipelines for customer and firefighting use.
The Rincon del Diablo Municipal Water District also provides water to areas of Escondido through Improvement Districts (ID 1 & ID A). The water for both ID’s is purchased from the San Diego County Water Authority (SDCWA). Another source is from a desalination plant and is blended with treated water from the SDCWA.
Attachment "1"
384
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
215
The following figure shows the locations of fire hydrants.
Figure 162: Fire Hydrant Locations
Attachment "1"
385
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
216
Wastewater
Wastewater for domestic and industrial uses is collected through approximately 360 miles of pipelines and 11 pumping stations before treatment at the Hale Avenue Resource Recovery Facility.
Communications
When an incident occurs, essential facilities to receive and transmit alarm information require a communication center to communicate with emergency responders properly.
Other communications are critical to the community, such as cellular phones, Voice over Internet Protocol (VoIP) telephone systems, or transmission lines from the local telephone company. These systems allow the public to notify emergency services of an incident.
Internet services are essential for the public, commercial establishments and emergency services to conduct daily business. Whether the internet services are through cellular access or an internet service provider, the failure of these communication systems can significantly impact emergency services and the public.
The North County Dispatch Joint Powers Authority (NCDJPA) provides dispatch services for EFD and is a secondary public safety answering point. NCDJPA dispatches 16 agencies, which serve a population of 850,000. The 911 center is staffed by an administrator, three division managers, 27 telecommunicators and call-takers (23 full-time and four part-time), five information technology and geographical information system staff, a radio technician, a data analyst, and two administrative support staff. The minimum daily staffing is six telecommunicators during the day, three at night, and two in the early morning hours.
NCDJPA is supplied with power by a generator when commercial electrical power fails. A backup dispatch center is with Heartland JPA. The dispatchers are certified Emergency Medical Dispatch to prioritize emergency medical responses. The NCDJPA follows the National Emergency Number Association standards for 911 centers to measure call- answering and processing times. They utilize a quality management and assurance program to review calls answered by the telecommunicators to ensure adopted policies and procedures are followed.
Attachment "1"
386
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
217
The following figure shows the locations of communication systems in Escondido.
Figure 163: Communication Systems
Attachment "1"
387
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
218
Governmental Buildings
Governmental buildings are typically located close to their customers to manage proper public services. The buildings are considered a part of the critical infrastructure needed to operate services provided by local, state, or Federal government.
Attachment "1"
388
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
219
Land Use
The concept of land use regulation is to provide attractive social and environmental outcomes to assist in the efficient management of development. Land use for a community is designed to assign a classification for properties within a geographical area generally under governmental control. Zoning areas may vary from one portion of the service area with a mixture of low-, moderate-, and high-risk properties. • Low Risk: Areas zoned for agricultural purposes, open spaces, low-density residential, and other low-intensity use.
• Moderate Risk: Areas zoned for medium-density single-family properties, small commercial and office uses, low-intensity retail sales, and similarly sized business activities.
• High Risk: High-intensity business districts, mixed-use areas, high-density residential, industrial, storage facilities, and large mercantile centers.
The City of Escondido’s planning area includes approximately 80 square miles. The Sphere of Influence (SOI) encompasses 68 square miles. The city is about 37.5 square miles. About 5,000 acres of the Rincon del Diablo Municipal Water District SOI is within the city. The remaining 30,000 acres of the water district are in unincorporated areas surrounding Escondido.
The current General Plan serves as a guide for future development and growth. It also includes development strategies for several new employment nodes, and advocates intensification of certain areas as mixed use and higher intensity employment centers to provide a stronger jobs-housing balance.27
The General Plan provides information on specific planning areas created to achieve a desired vision in Escondido. These specific planning areas have prescribed standards for new development. Infrastructure improvements are the focus for Planning Areas #8 (Escondido Research Technology Center), 9 (Downtown Escondido), and #13 (Imperial Oakes Corporate Center) and are designed to encourage development and redevelopment, boost job growth, provide various housing options, and community revitalization.
27 City of Escondido General Plan, May 2012.
Attachment "1"
389
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
220
Increased growth and density in Escondido affect how the fire department delivers service to the community. The City of Escondido Sixth Cycle Housing Element 2021–2029 discusses development trends, and the downtown, South Centre City, and East Valley areas are expected to grow the most. The Regional Housing Needs Allocation (RHNA) assigned Escondido 9,607 units between 2021 and 2029. The following figure shows the RHNA allocations for Escondido through 2029.
Figure 164: Regional Housing Needs Allocation (2021–2029) Income Level RHNA
Allocation
Units Permitted
to Date
Total
Remaining
Very Low 1,864 65 1,799
Low 1,249 80 1,169
Moderate 1,527 65 1,462
Above Moderate 4,967 704 4,263
Total 9,607 914 8,693
Several projects are under construction to meet these requirements, as shown in the following figure.28
Figure 165: Current Development Under Construction
Project Location Number of
Units
Conway Subdivision Conway Dr near Stanley Ave 56
Mixed Use Development S Qunice St near W Grand Ave 32
Qunice St Senior Housing N Quince St near W Valley Pkwy 145 Industrial Building South end of Citracado Pkwy 59,091 sq ft Industrial Building Citracado Pkwy south of Harveson Pl 88,390 sq ft Canterbury Gardens S Escondido Blvd south of Brotherton Rd 44 Warmington Condos S Centre City Pkwy north of Brotherton Rd 62 Del Prado Condos S Centre City Pkwy south of Brotherton Rd 113
28 City of Escondido Major Development Activity website.
Attachment "1"
390
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
221
The continued development in Escondido will impact the fire department with an increasing population and demand for service. The following figure provides the zoning in the city.
Figure 166: City of Escondido Zoning
Attachment "1"
391
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
222
Physical Assets Protected
Commercial occupancies or properties are considered target hazards in every community because of the special or unique risks to emergency responders and the occupants during an incident or event. Each of these occupancies should have up-to-date pre-incident 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 EFD operations personnel. The pre-incident plan informs emergency responders about potential hazards and can help them develop strategies and tactics during an incident. EFD utilizes Esri’s ArcGIS solution for pre-incident planning. This software solution uses a computer or an application for a tablet or phone to collect and enter information for the property, such as the location of utilities or the fire department connection for the fire sprinkler system. This solution allows EFD to use the city’s existing licensing to implement the new process. The software allows the user to place symbols on a map of existing city GIS data. The map is imported into Tablet Command and is available when responding to an incident. All target hazards and, ultimately, all commercial buildings should have up-to- date pre-incident plans.
Structural Risks
The risks created by residential or commercial occupancies for those in a building and emergency responders increase based on the type.
Educational and Childcare Facilities
Public and private schools and childcare facilities increase risks in any community and require substantial assistance during a significant event, such as a mass casualty or fire response. In Escondido, numerous schools and childcare facilities require inspections and pre-incident plans to ensure the property is safe and that emergency responders are familiar with the location and site-specific hazards.
The Escondido Union School District (EUSD) and Escondido Union High School District (EUHSD) provide public education. The EUSD provides kindergarten through 8th grade, while the EUHSD offers 9th grade through 12th. They also offer an adult school and college, career, and technical education program.
Attachment "1"
392
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
223
The following figure provides the location of schools in Escondido.
Figure 167: School Locations
Attachment "1"
393
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
224
Assembly
Gathering large groups of people in a single location or building increases risks in places such as worship, entertainment venues, or eating establishments. Outdoor special events such as street fairs or mass gatherings may require a public safety plan per the California Fire Code. This plan should include emergency vehicle access and egress, fire protection, emergency medical services, public assembly areas, directing of vehicular traffic and attendees, vendor and food concessions, need for law enforcement, fire or EMS personnel, and weather monitoring. The following figure provides the location of assembly occupancies in the EFD response area.
Attachment "1"
394
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
225
Figure 168: Assembly Occupancies
Attachment "1"
395
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
226
Health Care Facilities
These types of buildings are where occupants may be unable to leave without assistance from the staff. These locations may contain medical gases that can create additional risks for emergency responders during a fire, and completing up-to-date pre-incident plans is necessary.
Palomar Medical Center Escondido is an accredited hospital with 288 private beds, 44 emergency and trauma rooms, and 11 operating rooms. The hospital provides numerous services, including cardiology and cardiac catheterization, a birth center, vascular, neurosciences, radiology, oncology, and rehabilitation services.
As people age, additional care may require them to seek a facility to meet their needs.
Depending on their mobility or cognitive conditions, they may need more assistance evacuating the building. Staff should have developed plans to remove occupants or patients during an emergency. These locations require additional fire protection systems to protect the occupants, like a hospital. Special locking arrangements for areas where patients with dementia or Alzheimer's are living are allowed to prevent them from leaving the facility.
Attachment "1"
396
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
227
The following figure provides the location of Escondido's primary hospital and medical clinics.
Figure 169: Clinical Facilities and Hospitals
Attachment "1"
397
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
228
The following figure shows the location of congregate care and nursing home facilities.
Figure 170: Congregate Care/Nursing Homes
Attachment "1"
398
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
229
Multi-family Occupancies
Although multi-family housing has fewer fires caused by electrical or heating malfunctions, the risk of cooking fires is twice the rate of other types of building fires.29 Updated building and fire codes now require these buildings to have a residential fire sprinkler system installed and interconnected smoke alarms in all bedrooms, hallways, and floors. These fire protection systems are designed to provide enough time for the occupants to evacuate the building. The following figure shows the location of multi-family housing units in Escondido.
Figure 171: Multi-Family Housing Units
29 Topical Fire Report Series, Multifamily Residential Building Fires (2013–2015), June 2017.
Attachment "1"
399
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
230
Buildings Three or More Stories in Height
Structures three or more stories in height require a response of an aerial apparatus with elevated master stream capabilities. The Insurance Services Office (ISO) reviews the coverage area for a ladder truck for all buildings within 2.5 miles. A ladder truck may be necessary to access these higher buildings' upper floors or roofs since most ground ladders cannot reach these heights. The following figures display these buildings.
Figure 172: Buildings Three Stories or More
Attachment "1"
400
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
231
Large Square Footage Buildings
Large buildings, such as warehouses, strip malls, and large “box” stores, need greater volumes of water for firefighting and require more firefighters to advance hose lines long distances into the building. Although the number of large square footage buildings is low, the fire flow may be greater for smaller buildings because of construction type, distance to exposures, and lack of built-in fire protection systems such as fire sprinklers. The following figure is based on data from ISO and shows the locations for buildings 50,000 square feet and larger.
Figure 173: Buildings 50,000 Square Feet and Greater
Attachment "1"
401
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
232
High Fire-Flow Occupancies
Other buildings may require a higher amount of water to extinguish a fire. These occupancies can present a problem if the needed water is less than what is available from the water supply from hydrants or other water sources. The following figure shows the occupancies with a needed fire flow greater than 2,000 gallons per minute.
Figure 174: Buildings with Large Fire Flows (> 2,000 gallons per minute)
Attachment "1"
402
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
233
Risk Classification
Risk Assessment Methodology
Developing a risk score to determine risks in a community is necessary to provide an organization with a method for creating response protocols for an incident. The Three-Axis Heron model establishes a score by reviewing probability, consequence, and impact factors and assigning a score between 2–10 in each category.30 A description of the incident types for each risk is located in Appendix A.
Use of the Three-Axis Heron Formula includes 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)
The following figure summarizes the three-axis risk classification process and how a score is developed.
30 Quality Improvement for the Fire and Emergency Services.
Attachment "1"
403
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
234
Figure 175: Three-Axis Risk Classification Process
When developing the score, each of the three scoring components is based on EFD incident data. An example of a low-risk fire response scoring is based on the probability of that type of incident occurring. Most low-risk incident types are frequent (occurring multiple times a day), but the consequences to the community and impact on the City are low. The probability of a low-risk incident in the City is 10 (high), while the consequence and impact are 2 (low). These numbers are placed into the above formula to create a score of 20.2. The score will increase dramatically for a maximum fire risk, although the probability is low (2), because the consequence to the community is an 8, and the impact on EFD is the highest at 10, which gives a score of 59.4.
These scores are designed to provide information to EFD to determine the level of service required for the community. The probability of an incident may affect response times if multiple events occur simultaneously. Even if the risk is low, it will place an apparatus out of service for the response. The higher the score, the greater the risk in the community.
Although the highest risk score available is 122.5, the probability of this type of event occurring is low. The following information provides additional information on probability, consequence, and impact.
Attachment "1"
404
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
235
Probability
Probability is the likelihood of an incident occurring in the 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 factors, and more. It can range from a rare event to one that occurs often. The following figure defines probability categories.
Figure 176: Probability or Likelihood of Occurrence
Score Category Probability/Likelihood Description
2 Minor Unlikely: < 0.02% of total call volume. Expected to occur rarely. 4 Low Possible: 0.02%–0.07% of total call volume. Occurs rarely. 6 Moderate Probable: 0.07%–0.3% of total call volume. Occurs monthly. 8 High Likely: 0.3%–2% of total call volume. Expected to occur multiple times weekly.
10 Extreme Frequent: > 2% of total call volume. Expected to occur once or more times daily.
Consequence
The consequence of an incident can vary from minor casualties to severe impacts that may destroy historical or major facilities in the community and create a large loss of employment or life. The following figure defines consequence categories.
Figure 177: Consequence to the Community
Score Category Consequence to the Community
2 Minor 1–2 people affected (injuries/deaths); < $10,000 loss. 4 Low 3–4 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. 10 Extreme > 100 people affected (injuries/deaths); > $5,000,000 loss.
Attachment "1"
405
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
236
Impact
The third factor in determining the risk is the fire department’s impact and the critical tasking needed to control or mitigate an incident. This includes the number of emergency responders and apparatus available, whether available internally or from external agencies. It measures the department’s ability to respond to a given risk or incident while providing service to the remaining parts of the City. The following figure defines impact categories.
Figure 178: 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
Attachment "1"
406
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
237
Fire Response
EFD 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 for a vehicle fire are considered low compared to a maximum risk for a school that houses students. This scoring is applied to four different categories of fire incidents in EFD’s response area to provide staffing needs to meet critical tasks on the fire ground. The following figures provide the fire response risk assessment score and three-axis risk classifications.
Figure 179: 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 8 4 4 6 6 5 2 8 10
Score Assigned 20.2 33.9 54.3 59.4
Figure 180: 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
Attachment "1"
407
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
238
Emergency Medical Services Response
EFD provides advanced 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 risk score and classifications assigned to each type of EMS risk. The following figures provide the EMS response risk assessment scoring and the three- axis risk classifications.
Figure 181: 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 4 2 4 2 6 8 2 8 10
Score Assigned 20.2 13.9 36.8 59.4
Figure 182: 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
Attachment "1"
408
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
239
Technical Rescue Response
Rescue services can vary from a low-risk incident, such as accessing a locked vehicle with a child inside, to a confined space incident (maximum risk) that potentially requires many personnel to mitigate the incident. The following figures provide the risk score and classifications assigned to each type of technical rescue risk in EFD’s response area. The following figures provide the technical rescue response risk assessment scoring and the three-axis risk classifications.
Figure 183: 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 2 4 4 2 6 6 2 8 10
Score Assigned 12.3 13.9 28.1 59.4
Figure 184: 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
Attachment "1"
409
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
240
Hazardous Materials Response
Hazardous materials responses can vary from low-risk odor investigations to the maximum risk for a fuel tanker fire in higher populated areas. Most of these incidents can be managed by EFD, but higher risks may need assistance from outside resources. The following figures provide the risk score and classifications assigned to each type of hazardous materials risk. The following figures provide the scoring of hazardous materials response risk assessment and three-axis risk classifications.
Figure 185: Hazardous Materials Response Risk Assessment Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
8 2 2 6 4 4 2 6 8 2 8 10
Score Assigned 16.2 26.5 36.8 59.4
Figure 186: 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
Attachment "1"
410
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
241
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 EFD’s response area. The wildland fire risk includes low, moderate, and high risks since a maximum risk would require a state and federal response. The score assigned for high risk (73.5) is significant because of the maximum score of ten for the consequence to the community and impact on EFD. 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 187: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score
P C I P C I P C I
6 2 2 6 6 8 2 10 10
Score Assigned 12.3 54.3 73.5
Figure 188: 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
Attachment "1"
411
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
242
Comparison of Fire Risks in Other Communities
Fire Loss
In 2022, fire departments responded to more than 1.5 million incidents in the United States that caused 3,790 civilian fire fatalities and over 13,250 civilian fire injuries. The property damage in the United States was estimated at $18 billion. The following figure shows that fire loss per 1,000 people can fluctuate yearly, with 2022 having the highest at $42.65 for Escondido.
Figure 189: EFD Property Loss per 1,000 Population
Year EFD Property Loss U.S. Property Loss31
2020 $32.71 $66.07
2021 $19.92 $48.22
2022 $42.65 $54.36
2023 $25.29 Not Available for U.S.
The number of fires per 1,000 population in the EFD response area is lower than the national average, as shown in the following figure.
Figure 190: Fires per 1,000 Population
31 Fire Loss in the United States, NFPA, 2018, 2019, 2020. 32 Ibid.
Year EFD Fires per 1,000
Population
U.S. Fires per 1,000
Population32
2020 1.9 4.0
2021 2.2 4.3
2022 2.5 4.5
2023 2.2 Not Available for U.S.
Attachment "1"
412
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
243
Intentionally Set Fires
Intentionally set fires—in many cases considered arson—are 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.”33 The following figure lists the number of intentionally set fires in Escondido from 2020 to 2023.
Figure 191: Intentionally Set Fires (2020–2023)
Year Intentionally Set Fires
2020 21
2021 10
2022 13
2023 12
33 Crime Data Explorer, Federal Bureau of Investigation.
Attachment "1"
413
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
244
Historical System Performance
In analyzing the service delivery and performance of EFD, the study team requested incident and unit response data for the calendar years 2019–2023. The department provided data from its computer-aided dispatch system (CAD).
Service Demand
The following figure shows the response workload by general type for the five-year study period. The total response workload has increased by 11% from 2019 to 2023. Interestingly, fire call types increased by 66% (from a very small base) over the study period. EMS increased by 10% and comprised the highest share of the call volume. All other types of calls increased by 9%, confirming the overall trend of a steady linear increase in service demand calls for EFD.
Figure 192: EFD Call Volume Workload History (2019–2023)
EFD responded to over 83,000 calls over the five-year period. It should be noted the 2020 COVID-19 pandemic may have influenced the data provided. However, the full impact of the pandemic on responses may take many more study periods to fully understand. 192 282 328 368 320
12,643
11,976
13,325
13,801
14,020
3,126
3,004
3,273
3,303
3,433
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
2019 2020 2021 2022 2023
Fire EMS Other
Fire Linear Trendline EMS Linear Trendline Other Linear Trendline Attachment "1"
414
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
245
Figure 193: EFD Total Service Demand by Year (2019–2023)
Service responses are categorized into nine groups according to the National Fire Incident Reporting System (NFIRS), which will be further evaluated to understand the scope and distribution of EFD's emergency services.
Figure 194: NFIRS Codes & Descriptions
NFIRS Codes Description
100 Series Fire
200 Series Overpressure Rupture, Explosion, Overheat (No Fire) 300 Series Rescue and Emergency Medical Service (EMS) Incidents 400 Series Hazardous Conditions (No Fire)
500 Series Service Calls
600 Series Canceled, Good Intent
700 Series False Alarm, False Call
800 Series Severe Weather, Natural Disasters
900 Series Special Incident Type
Uncategorized Calls with no NFIRS code
15,961
15,262
17,323
17,472
17,776
14,000
14,500
15,000
15,500
16,000
16,500
17,000
17,500
18,000
2019 2020 2021 2022 2023
Attachment "1"
415
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
246
The subsequent figures provide an analysis of historical service demand, categorized by NFIRS incident codes for the EFD service area. The initial NFIRS incident code assigned by dispatch is used to categorize these incidents. Consequently, a significant number of incidents are initially classified as “Uncategorized” when an apparatus is dispatched. The final NFIRS incident code assigned often falls within the 200, 800, or 300 series.
Figure 195: Calls by Incident Type (2019–2023)
Incident Type Description Count Percent of Total*
Rescue-Medical (300) 65,765 78%
Good Intent (600) 7,475 9%
Service (500) 5,073 6%
False Alarm (700) 2,939 4%
Fire (100) 1,490 2%
Hazardous Conditions (400) 594 1%
Uncategorized 400 < 1%
Overpressure (200) 21 < 1%
Special (900) 20 < 1%
Weather (800) 17 < 1%
Total Escondido FD 83,794
Auto & Mutual Aid
Automatic aid given 1,192 42%
Automatic aid received 1,230 43%
Mutual aid given 206 7%
Mutual aid received 210 7%
Other aid given 18 < 1%
Total Auto & Mutual Aid 2,856
This call-type distribution is consistent with industry averages. An almost equal amount of aid has been received and given by EFD. 80,938 calls were recorded without Mutual or Automatic Aid.
Attachment "1"
416
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
247
Throughout the period analyzed, there has been a notable increase in incidents across most NFIRS categories. Incidents classified under the “Hazardous Conditions” category have seen the most substantial growth at 103%, more than double the call volume since 2019, despite representing a smaller portion of overall incidents. As discussed previously, Fire calls have risen by 66%. Service Calls have increased by 17%, EMS calls by 10%, and Good Intent calls went up by 5%. Severe Weather calls increased by two from 2019 to 2023, but this was calculated to be a 40% increase in call volume for this incident category. False Alarms and Special Incidents saw a decrease in calls of 3% and 60%, respectively.
Overpressure Rupture & Explosion calls held steady at four per year during the study period.
Figure 196: Incident Breakdown by Type (2019–2023)
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
2019 2020 2021 2022 2023
Fire EMS & Rescue Hazardous Conditions Service Calls
Good Intent False Alarms Other (200,800,900) Uncategorized Attachment "1"
417
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
248
Temporal Analysis
Service demands often exhibit cyclical patterns, with certain periods experiencing higher activity levels. An analysis of temporal variations helps identify when the highest service demands occur. The subsequent figure, based on data from 2019 to 2023, showcases how service demand fluctuates over different times, providing insights into monthly, seasonal, or other temporal trends within the EFD service area.
This comprehensive examination is crucial for strategic planning, resource allocation, and ensuring that the EFD can meet community needs efficiently throughout the year. The detailed breakdown of service demand by month over the five-year study period offers valuable insights into peak periods of activity.
At the same time, days and hours may indicate the population movement and activities throughout the time intervals. The following figure analyzes incident classes by month for 2019 through 2023.
Figure 197: Service Demand by Month & Type (2019–2023)
Service demand within the EFD is notably stable throughout the year, with the lowest volumes observed in February and April. The peak months for service demand are January and December. Based on the above incident counts, seasonal circumstances such as weather may be considered by the EFD for seasonal adjustments in staffing levels at any particular time of the year.
126
101
101
106
99 137
135
132
114
133
163
143
5,741
5,153 5,359 5,121 5,264 5,399 5,588 5,678 5,361 5,540 5,562 5,999
1,405
1,237
1,326
1,271
1,278
1,686
1,389
1,376
1,263
1,391
1,427
1,490
7,272
6,491 6,786 6,498 6,641
7,222 7,112 7,186
6,738 7,064 7,152
7,632
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Fire Medical Other Total
Attachment "1"
418
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
249
The following figure shows the service demand by day of the week from 2019–2023.
Typically, service demand decreases on weekends as more activity occurs during the workweek based on an increase in the transient population tied to the labor force, depending on the area studied. This pattern is evident, with Sundays and Saturdays exhibiting the lowest call volume at 13.3% and 14%, respectively. Fridays are the week's busiest day, accounting for 14.9% of the total service demand. The variance in service demand across the days of the week is minimal, with only a 1.6% difference between the busiest and quietest days.
This consistent pattern of service demand throughout the week, with a slight decrease on Sundays, Saturdays, and Mondays, enables EFD to flexibly schedule training sessions and perform other essential duties without significant impact on operational readiness or service delivery.
Figure 198: Service Demand by Day of Week & Type (2019–2023)
The following figure illustrates the service demand by hour of the day from 2019–2023. The pattern shows a specific increase in service demand calls during mornings, with peak periods between 9 a.m. and 12 p.m.
226
209
216
199
215
217
208
8,751
9,401 9,611 9,464 9,616 9,806
9,116
2,141
2,330
2,303
2,425
2,468
2,456
2,416
11,118
11,940 12,130 12,088 12,299 12,479
11,740
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
SUN MON TUE WED THU FRI SAT
Fire Medical Other Total
Attachment "1"
419
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
250
Figure 199: Total Incidents by Hour of Day & Type (2019–2023)
Like many communities, service demand is highest during the daytime working hours between 1000 and 1800 (10 a.m.–6 p.m.). On average, service demand peaked at 1200 (noon) and was lowest at 0400 (4 a.m.).
When focusing on future service demand, the following figure captures the busiest consecutive periods. This information can be used to identify periods for increased staffing or placing additional ambulances in service. The period between 8:00 a.m. and 8:00 p.m. appears to be an opportunity for future service delivery.
Figure 200: Busiest Consecutive Service Delivery Periods Periods 8-Hour 10-Hour 12-Hour
Hours 1000–1800 0900–1900 0800–2000
Percent of Total: 45.7% 56.4% 65.9%
0 1,000
2,000
3,000
4,000
5,000
6,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Fire Medical Other Total
Attachment "1"
420
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
251
Charting the temporal demands for service by both day and time is valuable. The following figure compares the average demand for each day and each hour to one another to show the relative values that color depicts. The darker greens show lower demand, and the highest is shown as the darker reds.
Figure 201: Service Demand by Day & Hour (2019–2023)
Hour Sun Mon Tue Wed Thu Fri Sat
00 (Midnight) 3.26% 2.57% 2.32% 2.22% 2.33% 2.44% 2.59% 0100 2.95% 2.13% 2.00% 1.96% 2.01% 2.00% 2.13%
0200 2.62% 2.00% 1.71% 1.84% 1.74% 1.87% 1.98%
0300 2.28% 1.76% 1.75% 1.95% 1.77% 1.63% 1.73%
0400 1.94% 1.74% 1.75% 1.70% 1.90% 1.84% 1.95%
0500 2.17% 2.02% 2.15% 1.79% 1.93% 1.94% 2.06%
0600 2.58% 2.52% 3.12% 3.00% 2.72% 2.86% 3.04%
0700 3.40% 3.76% 3.93% 3.75% 3.98% 3.89% 4.13%
0800 4.14% 4.76% 4.84% 4.70% 4.85% 4.34% 4.62%
0900 4.82% 5.51% 5.65% 5.69% 5.60% 4.93% 5.24%
1000 5.23% 5.90% 5.88% 5.96% 5.76% 5.32% 5.66%
1100 5.39% 5.80% 6.22% 6.15% 5.94% 6.01% 6.39%
1200 (Noon) 5.56% 6.25% 6.27% 5.91% 5.88% 5.67% 6.03%
1300 5.57% 5.90% 5.42% 5.89% 6.35% 5.67% 6.02%
1400 5.23% 5.82% 5.68% 5.96% 5.82% 5.86% 6.23%
1500 5.13% 5.24% 5.84% 5.92% 5.42% 6.08% 6.47%
1600 5.28% 5.85% 5.58% 5.81% 5.62% 6.03% 6.41%
1700 5.61% 5.95% 5.85% 5.73% 5.45% 5.51% 5.86%
1800 5.41% 5.28% 5.23% 4.97% 5.42% 5.60% 5.95%
1900 5.43% 4.65% 4.70% 4.71% 4.91% 4.70% 4.99%
2000 4.69% 4.48% 4.26% 4.22% 4.53% 4.78% 5.08%
2100 4.52% 3.97% 3.84% 3.86% 4.20% 4.37% 4.64%
2200 3.67% 3.42% 3.20% 3.62% 3.03% 3.58% 3.81%
2300 3.15% 2.71% 2.81% 2.68% 2.81% 3.09% 3.29%
Attachment "1"
421
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
252
As noted, 1100 (11 a.m.) and 1200 hours (noon) coincided with the highest average daily demand in the service demand by the hour of the day figure; the additional analysis in the preceding figure depicts that the demand during the afternoons is highest on Mondays, Fridays, and Saturdays relative to the other days and times. This highlights the need for focused planning and resource allocation to address the increased demand effectively during these specific periods.
Spatial Analysis
AP Triton also examined the response workload geographically. The distribution of heavier service demand can be evaluated against the location of the fire stations located in the center of the city. The following figure shows the density of response workload during the study period.
Attachment "1"
422
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
253
Figure 202: Total Calls Service Demand Density (2019–2023)
The previous figure reflected the predominance of emergency medical incidents within the dataset. Because these call types predominance in the workload data, the map in the following figure displays only the density of the fire calls service demand.
Attachment "1"
423
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
254
Figure 203: EFD Fire Incident Demand Density (2019–2023)
Attachment "1"
424
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
255
The following figure illustrates the location of structure fires within the EFD service area.
Figure 204: EFD Structure Fires (2019–2023)
Attachment "1"
425
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
256
The following figure reveals that most structure fires occur in the afternoon and early evening.
Figure 205: Structure Fires by Hour of Day (2019–2023)
The following figure shows the specific call volume per Engine apparatus. EFD has seven main engines, one for each station. Engine 131 had the most calls, with an average of 10.6 daily calls in 2023. Engine 137 had an average of nine calls per day in 2023. The remaining units had 1/3 or less of the demand that Engine 131 had. The previous density maps also show the high density of calls for Fire Station 1.
Figure 206: Incidents Calls Per Unit (2023)
Unit Total Calls Average/Day
E131—Station 1 3,879 10.6
E137—Station 7 3,279 9
E132—Station 2 3,098 8.5
E133—Station 3 2,092 5.7
E136—Station 6 1,632 4.5
E135—Station 5 1,538 4.2
E134—Station 4 1,080 3
0 2
4 6
8 10
12 14
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Attachment "1"
426
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
257
Resource Distribution
Travel Time Analysis
The following figure illustrates the street sections that can be reached from each EFD station within four minutes or less of travel time. The data are based on posted road speeds modified to account for turning, stops, and acceleration. They do not consider congestion, construction, weather, darkness, and other non-controllable factors.
Figure 207: Travel Time Analysis—4, 8 & 12 Minutes
Attachment "1"
427
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
258
The EFD has a high percentage of 4-minute travel time to most areas of higher population density and incident density within the Escondido city limits, with 52.1% of the city reachable in four minutes or less. An 8-minute travel time covers 25.8% of the entire city and
77.9% when adding in the 4-minute travel area.
The 12-minute travel time covers about 7.6% of the city, for a total of 85.5% when adding in the 4-minute and 8-minute travel areas. The remainder of the city, approximately 14.5%, is outside the 12-minute travel time.
The following figure examines EFD’s ability to assemble multiple resources within its service area by illustrating the number of personnel that can be assembled in eight minutes or less.
The central area of the fire district has the greatest concentration of firefighters, with 33 personnel.
That concentration diminishes in the service area's outer regions, dropping to 20 or fewer personnel arriving in eight minutes or less. Typically, geography, road network, and travel distances between stations can negatively affect the time required to assemble an effective response force for incidents that supersede the capabilities of a single-engine company.
Attachment "1"
428
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
259
Figure 208: Effective Response Force (ERF)—8-Minute Travel
ISO assigns a better PPC rate for property located within 1.5 miles of a fire station housing an engine in an area with hydrants. The 1.5-mile engine travel distance areas are illustrated in the following figure. The northwest, southwest, and east areas are not within 1.5 miles of an engine.
Attachment "1"
429
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
260
Figure 209: ISO 1.5-Mile Engine Travel Distance
Attachment "1"
430
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
261
A ladder truck or aerial is a specialized apparatus with a long reach of a ladder or platform. These trucks can deliver water to multi-story buildings or buildings with large roofs.
Typically, they are positioned in areas near those types of buildings. The following image shows the recommended 2.5-mile distance from stations with an aerial. However, several areas within the city are not within the 2.5-mile travel distance.
Figure 210: ISO 2.5-Mile Truck Travel Distance (Station 1)
Attachment "1"
431
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
262
In addition to the preceding, ISO looks at properties within five miles of a fire station. The following image illustrates those areas within the EFD service area within five miles of each fire station.
Figure 211: ISO 5.0-Mile Distance from EFD Fire Stations
Attachment "1"
432
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
263
Response Reliability
This section provides an overview of unit utilization. Three types of analyses are shown in this section. The first is unit utilization based on call volume, the second analyzes concurrent service requests, and the third examines unit hour utilization.
Unit Workload Analysis
Units that are very busy or already out when a second call occurs can increase response times from remote units. The following figures show the number of calls for each unit in 2019–2023.
Figure 212: Apparatus Utilization EFD Total Calls (2019–2023) Primary Unit 2019 2020 2021 2022 2023 Overall
B131 293 234 225 220 238 1,210
B132 1 3 2 6
BR132 5 4 9
BR133 4 7 11 8 6 36
BR134 4 3 2 1 1 11
E131 3,685 3,511 3,739 3,636 3,879 18,450
E132 2,784 2,703 3,003 3,124 3,098 14,712
E133 1,869 1,651 1,830 2,049 2,092 9,491
E134 983 936 990 1,114 1,080 5,103
E135 1,456 1,256 1,388 1,521 1,538 7,159
E136 1,400 1,238 1,495 1,572 1,632 7,337
E137 2,903 2,880 3,356 3,486 3,279 15,904
M137 2,675 2,505 5,180
M138 3,397 35 3,432
PT131 12 8 20
PT135 5 13 1 19
T131 712 424 457 438 390 2,421
U131 12 19 14 2 47
Total: 19,508 17,593 19,020 17,183 17,243 90,547
For the previous figure, the busiest units can be determined. Engine 131 and Engine 137 are the most active units and may require move-ups from other stations periodically.
Attachment "1"
433
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
264
Unit Hour Utilization
This section analyzes the workload at the unit rather than department level. However, unit- level workload analysis can reveal further insights into the stress level firefighters and apparatus are experiencing. For instance, units are only effective if available within their station. Therefore, if they are already handling an incident when another incident is reported, a unit from further away must respond, increasing the response times.
Unit hour utilization (UHU) is calculated by dividing the total time a unit is committed to all incidents during a year by the total time in a year. It describes when a unit is unavailable for a response since it has already been committed. The larger the percentage, the greater the UHU and the less available it is for assignment to an incident. This analysis only measures incident response and does not include other unmeasured activities in the dataset, such as training time and station duties.
The following figure illustrates the UHU for units in EFD. It is essential to note that UHU is only one metric used to determine workload. The calculation of UHU does not account for the time required for other activities in which a unit and its staff may be engaged—for example, incident report writing, continuing medical education classes, and other responsibilities. The units with the highest UHU are Engines 131, 132, and 137. The following figure shows the UHU rates by individual apparatus for each year 2019–2023.
Figure 213: EFD Engine Unit Hour Utilization
Primary Unit 2019 2020 2021 2022 2023 Average
E131 37.4% 33.5% 40.6% 36.4% 43.1% 38.2%
E132 30.1% 27.7% 34.6% 32.8% 35.3% 32.1%
E133 18.8% 15.3% 20.1% 23.1% 23.2% 20.1%
E134 10.6% 10.5% 11.4% 11.6% 12.9% 11.4%
E135 15.5% 12.9% 15.9% 15.0% 17.7% 15.4%
E136 14.9% 12.9% 16.3% 15.5% 18.8% 15.7%
E137 30.7% 30.4% 39.0% 35.5% 36.8% 34.5%
OVERALL 21.6% 20.5% 25.4% 24.3% 26.8% 23.9%
Attachment "1"
434
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
265
In May 2016, the Henrico County (Virginia) Division of Fire (HCDF) published an article in Fire Engineering about its method for studying EMS workload.34 The study developed a general commitment factor scale, as shown in the following figure. The method AP Triton utilizes to analyze UHU is the same as that of HCDF.
Figure 214: Commitment Factor Scale
Factor Indication Description
16–24% Ideal Range
Personnel can maintain training requirements and
physical fitness and can consistently achieve
response time benchmarks. Units are available more
than 75% of the day.
25% System Stress
Community availability and unit sustainability are not
questioned. First-due units respond to their assigned
areas 75% of the time; response benchmarks are
rarely missed.
26–29% Evaluation Range
The community served will experience delayed
incident responses. Less than 30% of the day, first-due ambulances are unavailable; thus, neighboring
responders will likely exceed goals.
30% “Line in the Sand”
Not Sustainable: Commitment Threshold—the
community has less than a 70% chance of timely
emergency service, and immediate relief is vital. At
or exceeding 30%, personnel assigned to units may
show signs of fatigue and burnout and may be at
increased risk of errors. In addition, training and
physical fitness sessions are not consistently
completed.
It is important to note that Figure 214 is a result of a single study. However, if the factors developed by the Henrico County Division of Fire are relevant to EFD, the workload fell within the “Ideal” range during 2023 for most engines except Engine 131, Engine 132, and Engine 137, which are all more than 30% and have been since 2021. These units should be evaluated or monitored for staff fatigue and being overloaded. It is also important to note that UHU is only one measure of apparatus workload.
34 Fire Engineering, May 2016, How Busy is Busy?
Attachment "1"
435
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
266
Concurrency Analysis
Another way to look at resource reliability is to examine the number of times multiple incidents happen within the same time frame. The following figures show the number of times that one or more units are assigned to incidents. The data supports that 2023 saw the largest number of occurrences, with more than two incidents occurring concurrently.
This trend can impact the department’s ability to have an effective response force (ERF) on service calls. It can also cause extended response times if occurring in the same response zone. The following figure shows the number and percentage of concurrent calls.
Figure 215: Response Unit Concurrency Percentages (2019–2023) Incidents in Progress 2019 2020 2021 2022 2023
Single Incident 34.5% 37.2% 32.1% 31.3% 28.1%
Two Incidents 22.1% 22.6% 19.7% 20.5% 20.2%
Three Incidents 16.4% 15.7% 15.7% 15.8% 15.8%
Four Incidents 11.6% 10.2% 11% 11.7% 12.1%
Five Incidents 7.4% 6.2% 8.1% 8.5% 8.8%
More than Five Incidents 8% 8.1% 13.4% 12.2% 15%
Total Concurrent Calls: 10,449 9,593 11,765 12,001 12,782 Total Calls Count: 15,961 15,262 17,323 17,472 17,776
Another factor in unit workload is the number of units assigned to a specific incident. The majority of EFD incidents, over 98%, have only one, two, or three responding engines or trucks assigned. In addition, the dispatch data collected multiple resource responses besides the engine and truck. However, these were not included in the analysis. The following figure shows the percentage of incidents where the specified number of response units were assigned.
Attachment "1"
436
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
267
Figure 216: Number of Apparatus Per Incident
Concurrent
Units Count Percent Cumulative
Percent
1 13,381 16.91% 16.91%
2 63,505 80.28% 97.19%
3 1,238 1.56% 98.75%
4 391 0.5% 99.25%
5 174 0.22% 99.47%
6 165 0.21% 99.68%
7 113 0.14% 99.82%
8 70 0.09% 99.91%
9 24 0.03% 99.94%
10 or More 49 0.06% 100%
It is important to note that many of the incident responses are emergency medical incidents.
Station/Unit Reliability
Examination of the station's reliability involves the study of incidents that were responded to by station units in the immediate area of the station. When a unit arrives on the scene from the nearest station, it is said to be a reliable response.
Even though many departments utilize geographic positioning technologies and in-vehicle computers to facilitate the CAD system’s selection of the closest unit, the measure of the percentage of how many times a unit from a station handled the incident in their designated area is valuable to determine if enough resources are deployed in the response zone.
Figure 217: Annual Reliability by Fire Station
Year Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Station 7 2019 41% 80% 70% 76% 73% 100% 31%
2020 44% 81% 70% 80% 74% 100% 27%
2021 42% 80% 67% 77% 65% 90% 27%
2022 42% 76% 71% 80% 70% 82% 30%
2023 41% 76% 68% 82% 72% 82% 29%
Attachment "1"
437
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
268
Station 6 is the most reliable, with an average of 90% of incident requests in Station 6’s area likely to receive a Station 6 unit on the incident. In most other station areas, this is true about three-quarters to less than half the time. This level of reliability has been relatively constant from 2022–2023.
Response Performance Analysis
Incident data between January 1, 2019, and December 31, 2023, were evaluated in detail to determine EFD’s current performance.
Only priority incidents response mode coded as “Emergency” occurring within the EFD service area are included in the analysis. Non-emergency public assistance requests were excluded. Performance is reported based on the type of incident as reported. Three categories are used to report performance:
• Fire—Responses to a report of a fire
• Emergency medical—All emergency medical incidents
• Other—Any other incident to which the department responded Each phase of the incident response sequence was evaluated to determine current performance. This allows an analysis of each phase to determine where opportunities might exist for improvement.
The total incident response time continuum consists of several steps, beginning with initiating the incident and concluding with its appropriate mitigation. Therefore, the time required for each of the components varies. In addition, the policies and practices of the department directly influence some of the steps.
EFD’s response performance was compared to the national consensus standard for response performance found in the National Fire Protection Association’s Standard 1710:
Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments, 2020 Edition. In addition, the dispatch center’s performance was compared to standards found in the National Fire Protection Association’s Standard 1710: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 2019 Edition.
The following figure summarizes the performance standards used in this section to evaluate performance compared to NFPA 1710.
Attachment "1"
438
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
269
Figure 218: NFPA 1710 Standards for Fire/EMS Responses
Response Interval NFPA 1710
Call Processing One minute or less at 90%
Turnout Time One minute or less at 90%
Travel Time (1st Arriving Unit) Four minutes or less at 90% Travel Time (2nd Arriving Unit at fire suppression incident) Six minutes or less at 90% Travel Time for full first alarm other than high-rise Eight minutes or less at 90% Travel Time for full first alarm for a high-rise 10 minutes, 10 seconds or less at 90%
In keeping with NFPA Standards 1710 and EFD’s performance goals, all response time elements are reported at a given percentile. Percentile represents a methodology by which response times are sorted from least to greatest, and a “line” is drawn at a certain percentage of the calls to determine the percentile. The point at which the “line” crosses the 90th percentile, for example, is the percentile time performance. Thus, 90% of the time was at or less than the result. Only 10% were longer.
The percentile differs significantly from the average. Averaging calculates response times by adding all responses together and dividing the total number of minutes by the total number of responses (mean average). Measuring and reporting average response times is not recommended because it does not identify the number and extent of events with times beyond the stated performance goal.
A detailed description and review of each phase of the response time continuum follows.
Finally, all phases will be compared to EFD’s performance goals.
Call Processing
The call processing phase has two parts. First, most emergency incidents are reported by telephone to the 911 center. Call takers must elicit accurate information quickly about the nature and location of the incident from persons who are apt to be excited. Lay people well-trained in emergencies can reduce the time required for this phase. The dispatcher must identify the correct units based on incident type and location, dispatch them to the emergency, and continue to update information about the emergency while the units respond. Step one of this phase, labeled “call processing time,” begins when the 911 call is answered at the PSAP and ends when response personnel are notified of the emergency.
Attachment "1"
439
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
270
The second part of the call processing phase, called “dispatch time,” begins when the call is received at the dispatch center and ends when response units are notified of the incident.
NFPA 1710 recommends that call processing occurs within 60 seconds, 90% of the time for medical calls and 80 seconds for fire calls.
The following figure illustrates the dispatch center’s performance from receiving the call until it notifies response units. Overall performance during the study period did meet the NFPA guideline of 1 minute.
Figure 219: Call Processing by Type of Incident (2019–2023)
The workload at the dispatch center can influence call processing performance. The following figure illustrates performance at different times of the day compared to EFD’s response workload. Call processing time is below NFPA recommendations, despite the variation of being faster in the evening and slightly longer during the day.
0:17
0:19
0:28
0:19
1:00
1:20
0:00 0:30 1:00 1:30
Other
EMS
Fire
All Calls
NFPA Benchmark 90th Percentile
Attachment "1"
440
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
271
Figure 220: EFD Call Processing Time Analysis (2019–2023)
Turnout Time
The turnout time response phase is controllable by EFD. This phase begins with the dispatch center's notification of an emergency in progress and ends when personnel and apparatus begin to move toward the incident location. Personnel must don appropriate equipment, assemble on the response vehicle, and begin traveling to the incident. Good training and proper fire station design can minimize the time required for this phase.
The performance goal for turnout time is within 60 seconds, 90% of the time for priority emergency incidents. Turnout times for all incident types exceed standards. During the study period, the turnout time for all priority incidents was 2 minutes, 12 seconds at the 90th percentile.
0:00:00
0:00:20
0:00:40
0:01:00
0 100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time (h:mm:ss)
Total Count
Priority Incident Count Call Processing Time
Attachment "1"
441
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
272
Figure 221: Turnout Time Performance by Call Type (2019–2023)
Turnout time can vary by the time of the day. In this case, turnout time varied by 1 minute between the early morning and daytime hours, as shown in the following figure.
Figure 222: Turnout Time Performance by Hour of Day (2019–2023)
Turnout time by unit at the 90th percentile performance measure was 2 minutes. All units are above the performance goal of 60 seconds with an average 2-minute turnout time. 1:00
1:20
2:22
2:10
2:21
2:12
0:00 0:30 1:00 1:30 2:00 2:30
Other
EMS
Fire
All Calls
Time (mm:ss)
90th Percentile NFPA Benchmark
0:00:00
0:01:00
0:02:00
0:03:00
0:04:00
0 100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time (h:mm:ss)
Total Count
Priority Incident Count Turnout Time
Attachment "1"
442
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
273
Distribution & Initial Arriving Unit Travel Time
Travel time is potentially the longest of the response phases. The distance between the fire station and the emergency location influences response time the most. The quality and connectivity of streets, traffic, driver training, geography, and environmental conditions also are factors. This phase begins with the initial apparatus movement toward the incident location and ends when response personnel and apparatus arrive at the incident location.
According to NFPA 1710, the performance goal should be four minutes for the first response unit to arrive at an incident to provide an on-time response.
The following figure lists travel times for all priority incidents and incident types. EFD’s travel times exceeded its goal in all incident types. Travel time was within 9 minutes, 4 seconds, 90% of the time for fire incidents, and 6 minutes, 57 seconds for all incident types.
Figure 223: Travel Time Performance by Call Type (2019–2023)
Travel time can vary considerably by the time of day. Heavy traffic during morning and evening rush hours can slow the department’s response. Concurrent incidents also can increase travel time since units from more distant stations would need to respond. Morning commuter traffic appears to affect travel time more than evening commuter traffic. The following figure shows the travel time performance and the hourly workload.
4:00
4:00
8:31
6:34
9:04
6:57
0:00 2:00 4:00 6:00 8:00 10:00
Other
EMS
Fire
All Calls
Time (mm:ss)
90th Percentile NFPA Benchmark
Attachment "1"
443
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
274
Figure 224: Travel Time Performance by Hour of Day (2019–2023)
First Arriving Unit Response Times
Response time is the period between the dispatch center notifying response personnel that an emergency is in progress and the first fire department response unit arriving at the emergency. When turnout and travel time are combined, response time performance for fire incidents is 10 minutes, 21 seconds, 90% of the time and 10 minutes, 2 seconds, 90% for all other priority incidents. Overall, the response time for all priority incidents was within 8 minutes, 18 seconds at the 90th percentile.
0:00:00
0:01:00
0:02:00
0:03:00
0:04:00
0:05:00
0:06:00
0:07:00
0:08:00
0:09:00
0:10:00
0:11:00
0:12:00
0 100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time (h:mm:ss)
Total Count
Priority Incident Count Travel Time
Attachment "1"
444
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
275
The following figure illustrates the response time for priority incident types.
Figure 225: First Unit Arrival Performance
The following figure shows response times and the number of incidents by the hour of the day for all incidents. Response time is slowest during the early morning hours and slightly faster during the early evening hours.
Figure 226: First Unit Arrival Performance by Hour of Day (2019–2023)
6:20
6:00
10:02
7:56
10:21
8:18
0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 Other
EMS
Fire
All Calls
Time (mm:ss)
90th Percentile NFPA Benchmark
0:00:00
0:01:00
0:02:00
0:03:00
0:04:00
0:05:00
0:06:00
0:07:00
0:08:00
0:09:00
0:10:00
0:11:00
0:12:00
0 100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time (h:mm:ss)
Total Count
Priority Incident Count Response Time
Attachment "1"
445
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
276
First Arriving Unit Received to Arrival Time
From the customers’ standpoint, response time begins when an emergency occurs. Their first contact with emergency services is when they call for help, usually by dialing 911. The received-to-arrival time phase combines the call processing, turnout, and travel time.
When the performance goals are combined, received-to-arrival time should be within 6 minutes, 90% of the time, for all priority incidents. The following figure shows received-to- arrival performance for priority incidents within the EFD service area. Overall, the received- to-arrival time was within 8 minutes, 47 seconds, 90% of the time.
Figure 227: Call Received to Arrival by Call Type
The following figure shows received-to-arrival performance by time of the day compared to incident activity by time of day. From the customers’ standpoint, received-to-arrival is consistent during the day.
6:00
6:20
10:35
8:22
11:02
8:47
0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 Other
EMS
Fire
All Calls
Time (mm:ss)
90th Percentile NFPA Benchmark
Attachment "1"
446
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
277
Figure 228: Call Received to Arrival by Hour of Day (2019–2023)
0:00:00
0:01:00
0:02:00
0:03:00
0:04:00
0:05:00
0:06:00
0:07:00
0:08:00
0:09:00
0:10:00
0:11:00
0:12:00
0 100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time (h:mm:ss)
Total Count
Priority Incident Count Total Response Time
Attachment "1"
447
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
278
Projected Population Growth & Future Service Demand
c
Population Growth Projections
According to the U.S. Census Bureau and the State of California Department of Finance, the City of Escondido had an estimated population of 150,002 as of January 1, 2024. During the five-year study period from 2019 to 2023, Escondido experienced a slight population loss of approximately 1,309 people, or 0.8%.
Reported populations on January 1, 2022, and January 1, 2023, had back-to-back population losses of 0.54% and 0.17%, respectively. The COVID-19 pandemic and its overall effects on the city residents probably contribute to the population loss. January 1, 2024, showed an increase of 0.14% from 2023’s loss, matching California’s overall slight growth trend for 2024.
For this analysis, to get a proper amount of historical data for a future projection model that would take into consideration but not skew the forecast due to recent population loss, data was collected for the past 30 years from January 1, 1995, to January 1, 2024, on an annual basis. After numerous forecasting models were developed, the exponential growth model most closely matched Escondido's unique population fluctuations. Exponential growth happens when an initial population increases by the same percentage or factor over equal time increments or generations. The following figure shows the projected growth over the next ten years based on the historical data and patterns of past population growth.
Attachment "1"
448
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
279
Figure 229: EFD Population Projections (2025–2035)
Based on the above analysis, Escondido could see a population increase of 2.4% or approximately 3,621 more residents in the next 10 years. Natural change (births and deaths) and migration of residents into the city could cause this number to change.
Service Demand Projections
To forecast the future service demand, AP Triton used the population projections within the city. The population tends to be a relatively good indicator of service demand, and the current service demand per 1,000 persons can provide a standard for service demand at future dates. The assumption is that future demographics will be similar to today's demographics. The current service demand per 1,000 population is determined by taking the annual number of responses and dividing it by the population number in thousands.
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Historical Forecasted Exponential Growth
Attachment "1"
449
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
280
The following figure shows projections based on the City of Escondido population statistics.
These service demand projections are based on the 2035 estimated 153,623 population.
Figure 230: Minimum Projected Service Demand (2035)
NFIRS Incident Type 2023 Calls/1,000
Population
Projected Call
Volume 2035
1—Fire 320 2.08 320
2—Rupture, Explosion, Overheat 4 0.03 5
3—EMS 14,020 91.26 14,020
4—Hazardous Condition 181 1.18 181
5—Service Call 1,074 7 1,075
6—Good Intent Call 1,578 10.27 1,578
7—False Alarm 587 3.82 587
8—Severe Weather, Natural Disasters 7 0.05 8
9—Special Incident—Other 2 0.01 2
Uncategorized 3 0.01 3
Totals: 17,776 115.71 17,779
The previous figure shows little growth in projected call volume per 1,000 people based on the forecasted population growth. However, while the population decreased during the study period, the service demand increased. If considering only the rate at which the service demands have increased from 2019–2023, EFD has a projected service demand increase of 46% over the next ten years with a forecasted call volume of 26,061 calls per year.
Attachment "1"
450
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
281
Figure 231: Forecasted Service Demand (2024–2035)
This is forecasted strictly based on historical service demand, historical performance, and a linear projection growth forecasted 10 years into the future.
15,961
15,262
17,323
17,471
17,776
18,811
19,470
20,129
20,788
21,448
22,107
22,766
23,425
24,084
24,743
25,402
26,061
0 5,000
10,000
15,000
20,000
25,000
30,000
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Historical Projected Linear Growth
Attachment "1"
451
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
282
Community Expectations & Performance Goals
When evaluating a system, having a set of objectives or standards against which to judge performance is helpful. While national and state standards may be recommended, in California, it is up to the authority having jurisdiction to adopt specific ones.
Fire Dynamics
Most fires in buildings develop slowly unless influenced by highly flammable materials.
Ignition starts the sequence of events and may take minutes or hours until a visible flame appears. This smoldering stage is hazardous, especially when people are sleeping, due to the generation of toxic smoke. Once flames appear, the sequence accelerates rapidly.
Combustible materials near the flame heat and ignite, heating and igniting adjacent materials if sufficient oxygen is present. Heated gases accumulate at the ceiling, some flammable and highly toxic, underscoring the need for swift action. These gases and other combustible materials reach ignition temperature, leading to a “flashover,” where everything in the room ignites simultaneously. Flashover typically occurs five to eight minutes after flames appear in furnished and ventilated buildings. The goal of any fire agency is to apply water before flashover, highlighting the importance of early intervention.
Modern building codes make fires in newer structures less frequent, but energy-efficient construction confines the heat of fires. Modern furnishings ignite more quickly and burn hotter due to synthetics. In the 1970s, building occupants had about 17 minutes to escape after a fire broke out before being overcome by heat and smoke; today, that estimate is as short as three minutes. This underscores the necessity of effective early warning (smoke alarms), early suppression (fire sprinklers), and firefighters arriving quickly.
The prompt arrival of at least four personnel is critical for structure fires. Federal regulations mandate that personnel entering a burning building must be in groups of two. Before personnel can enter to extinguish a fire, at least two must be on the scene and ready to begin search and rescue operations if the fire attack crew becomes trapped, following the “two-in, two-out” rule. If victims are known to be trapped inside, a rescue attempt can proceed without additional personnel ready to intervene outside the structure. Not all four personnel must arrive in the same vehicle; many fire departments rely on multiple units arriving to initiate an interior fire attack.
Attachment "1"
452
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
283
Preventing flashover is crucial, but so is controlling a fire before it damages the structural framing of a building. Modern construction materials are often less fire-resistive than older materials. Roof trusses and floor joists are now commonly made with lighter materials that weaken more easily under fire. “Lightweight” roof trusses can fail after five to seven minutes of direct flame impingement, while plywood I-beam joists can fail after as little as three minutes of flame contact, creating a dangerous environment for firefighters. Modern building contents have a greater potential for heat production due to the widespread use of plastics, which accelerates fire spread and increases the water needed to control a fire.
All these factors make the early application of water essential for a successful fire outcome.
The following figure illustrates a fire’s growth and the reflex time for a structure fire.
Figure 232: Fire Growth versus Reflex Time
Attachment "1"
453
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
284
Emergency Medical Services
EMS staffing shall be staffed with the minimum number of members necessary for emergency medical care relative to the level of EMS priority. EMS treatment levels include basic life support (BLS), advanced life support (ALS), and Critical Care Transport (CCT). BLS units shall have two certified emergency medical technicians (EMTs) in California. ALS units shall have one accredited paramedic licensed and one EMT. First Response EMS unit operations in the EFD shall be organized to ensure BLS capability and include members, equipment, and resources to deploy the initial arriving company and additional alarm assignments as needed.
Cardiac arrest is the most significant life-threatening medical event in emergency medicine today. A victim of cardiac arrest has mere minutes to receive lifesaving care to have any hope of resuscitation. The American Heart Association (AHA) has issued cardiopulmonary resuscitation guidelines to streamline emergency procedures for heart attack victims and increase survival likelihood. The AHA emphasizes the importance of rapid cardiac defibrillation, noting that survival chances decrease by 7%–10% for every minute between collapse and defibrillation. Consequently, the AHA recommends administering cardiac defibrillation within five minutes of cardiac arrest.
The sequence of events that lead to emergency cardiac care can be graphically illustrated, as shown in the following figure.
Attachment "1"
454
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
285
Figure 233: Cardiac Arrest Sequence
The opportunity for recovery from cardiac arrest drops quickly as time progresses. The stages of medical response are similar to those for fire response, with recent research emphasizing the importance of rapid cardiac defibrillation and administering certain medications to improve the chances of successful resuscitation and survival.
Performance Goals
Managing performance goals and measuring service delivery rely on data-driven approaches, personnel training, and operational adjustments. These methods enable organizations to set and achieve improvement targets.
Key performance indicators provide measurable insights, such as call processing, turnout, travel times, fire suppression effectiveness, rescue operations, and customer satisfaction.
Benchmarking compares performance with similar departments or recognized standards like NFPA to identify best practices. Predictive analytics and risk assessments use GIS to analyze fire patterns and high-risk zones and optimize fire station locations. Risk-based inspections prioritize fire and life safety checks based on occupancy risks, while community risk reduction programs address hazards through prevention and engagement.
Attachment "1"
455
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
286
Training programs include drills, live-fire exercises, and simulations for new and experienced firefighters, while leadership training equips command staff with advanced strategic planning and management skills. Records management systems and real-time data tracking support incident monitoring, response analysis, equipment usage, training records, inspections, investigations, and public engagement efforts, ensuring comprehensive organizational oversight.
EFD has adopted turnout and response time standards in its Emergency Operations Manual, as shown in the following figure.
Figure 234: EFD Turnout and Response Time Metrics
Response Interval EFD Metrics
Turnout Time
EMS—60 seconds or less at 90%
Fires/Traffic Collisions—120 seconds or less at 90%
Company Average of 90 seconds for 24-hour period
Travel Time (1st Arriving Unit) 450 (7.5 minutes) seconds or less at 90% Travel Time (2nd Arriving Unit
or supporting units) 600 (10 minutes) seconds or less at 90%
Understanding total time requirements is key to setting benchmarks for call segments.
Performance evaluation examines the incident lifecycle, focusing on improving measurable segments like call processing and turnout time through training and policy.
Travel time, however, relies on strategic methods like station location optimization.
The link between resource deployment, response times, and outcomes is circular: faster response and effective force assembly times typically indicate adequate resources, leading to better outcomes. Slower times often reflect insufficient resources, resulting in less favorable outcomes.
Attachment "1"
456
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
287
Plan Overview
Data collected by a Records Management System (RMS) serves multiple purposes. It helps track key performance indicators (KPIs), including response times (dispatch, turnout, and travel), fire suppression effectiveness (e.g., containment to the room of origin), rescue trends, and customer satisfaction through post-incident surveys. Benchmarking involves evaluating internal performance to identify best practices and comparing performance with similar departments or NFPA standards to improve service delivery.
RMS data also supports after-action reviews, enabling post-incident debriefs to assess strengths and areas for improvement. Root-cause analyses help identify and address underlying issues to prevent recurrence. Predictive analytics, like GIS mapping, analyze incident patterns and risk locations to optimize fire station placement. Risk-based inspections prioritize buildings for fire safety checks, while community risk reduction programs are designed using historical data to prevent or mitigate incidents.
Finally, RMS data enhances training and certification programs, including regular drills, live- fire exercises, and simulations to improve firefighter skills. Leadership and management training equip supervisors with the strategic thinking needed to enhance organizational performance.
Records Management Systems
EFD uses ImageTrend as its primary RMS and has developed policies for its use. ImageTrend also uses ArcGIS for pre-incident planning and data analysis. The Fire Prevention Bureau uses CityWorks as its RMS for fire inspections and permits, which the City’s building inspection department maintains. Target Solutions software provides training and tracks personnel classes and hours. Tablet Command is used for incident response and management, which provides incident information, the units responding, personnel accountability at the incident, and an incident dashboard.
North County Dispatch provides EFD access to incident data through a dashboard. The dashboard can provide the type of incident based on how the telecommunicator dispatched the call. EFD can retrieve data including the problem category, aid given and received, incident volume by hour, the number of incidents by unit, unit hour utilization, transport counts, and destination.
Attachment "1"
457
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
288
Quality Control of Data
A fire department should conduct quality control checks of incident reports to ensure the information collected is accurate, complete, and consistent. This is essential for improving the quality of the data. Without accurate data, an organization can make wrong decisions. There are several reasons for establishing an internal process and policy to review incident reports and other collected information, including ensuring accurate response times and documenting incident outcomes for performance measurement purposes.
The incident data can determine if there is a need to adjust resource allocation and strategic planning to establish new goals and objectives for the organization. Accurate incident reporting can provide budget justifications and future funding for the organization.
The data is used to develop new public education material and create risk reduction programs when trends increase or decrease, and the resources can be redistributed. An essential component of a report is the narrative. The organization can lose credibility if the narrative is not written professionally or with attention to detail.
EFD has a quality assurance/quality improvement procedure for fire and medical responses. A group consisting of Chiefs, Captains, and Paramedics reviews medical incident reports. Their reviews provide information for the improvement and training of Paramedics and other personnel as needed. The patient care reports are reviewed after each shift.
Reporting on Activities
EFD has adopted benchmarking metrics, but no consistent data analysis is conducted. A monthly, quarterly, and annual report should include some of the following information:
Public Education
• Number and type of programs.
• Total number of contacts.
• Smoke alarms installed.
Fire Prevention
• Number and type of plan reviews.
• Number and type of fire inspections.
• Number and type of fire investigations.
• Percentage of fire investigations determined.
Attachment "1"
458
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
289
Operations
• Number and type of incidents by:
▪ Station
▪ Battalion
▪ Citywide
▪ Heat maps
• Performance:
▪ Call processing
▪ Turnout
▪ Response
▪ Total response time
▪ Effective response force percentage
• Training—Type and hours
• Apparatus maintenance
• Special operations activities
• Fire property and contents saved and loss
Public Information
• Interviews
• Press releases
• Social media performance
Safety, Health, and Wellness
• Number and cause of an accident
• Number of injuries
Attachment "1"
459
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
290
CRA-SOC Findings & Recommendations
Based on a comprehensive analysis and alignment with community expectations, the following recommendations are provided to support the department in planning and enhancing fire and emergency service delivery. AP Triton recognizes that not all recommendations can be implemented immediately; some may require phased implementation based on economic conditions and resource availability. AP Triton does not expect EFD to implement all recommendations immediately; some may wait until economic conditions allow implementation. However, all the recommendations offered chart a course to improve capability and service.
Findings
• There is no current replacement program for EFD’s fleet. • Fire Stations 2 and 5 need additional maintenance and should be remodeled. • A new station south of Stations 1 and 2 can reduce response time and provide additional staffing during an incident.
• Administrative positions are lacking to maintain efficient operations. • New commercial and residential development is continuing in Escondido. • EFD has implemented Esri’s ArcGIS solution for pre-incident planning. • Fire responses increased by 66% between 2019 and 2023. • Overall responses increased by 11% between 2019 and 2023. • Seventy-eight percent of the call volume is EMS responses. • Engines 131, 132, and 137 have unit hour utilization rates of more than 30%. • Alarm call processing times are well below NFPA guidelines. • Turnout and travel times are above NFPA guidelines.
• Service demand is expected to continue increasing.
• EFD has adopted benchmarking metrics but has no consistent reporting. • There is no published monthly, quarterly, or annual reporting of incidents and other activities at EFD.
Attachment "1"
460
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
291
Recommendations
Recommendation III-1: Implement an apparatus and light vehicle replacement program for the fire department fleet.
Description: Fire apparatus ensures firefighters can respond to emergencies quickly and safely. The EFD's fleet is aging and will require attention. NFPA 1910, titled “Standard for the Inspection, Maintenance, Refurbishment, Testing and Retirement of In-Service Emergency Vehicles and Marine Firefighting Vessels,” provides comprehensive guidelines and standards for the inspection, maintenance, testing, and retirement of emergency vehicles.
Apparatus built to NFPA 1900 standards should serve as frontline apparatus for 15 years.
After 15 years, the apparatus should be placed in reserve status for the next five years. At 20 years, the apparatus should be evaluated to determine if it will be retired. The EFD has frontline and reserve apparatus in service built between 1992 and 2023.
Outcomes: Adding an apparatus and light vehicle replacement program will allow the EFD to remain operationally ready with consistent reliability to respond to emergencies and minimize out-of-service time. A newer apparatus allows the EFD to keep up with the latest technology and advancements in apparatus. A new apparatus should reduce operational and maintenance costs because it is more efficient and requires less maintenance. An apparatus and light vehicle replacement program will help the fire department forecast and budget to replace apparatus years in advance. This program will help ensure that the EFD’s fleet is operationally ready and can respond effectively to emergencies, protecting the safety of firefighters and the public.
Estimated Financial Cost/Savings: The cost savings would need to be calculated over time based on several factors. A new apparatus saves on maintenance expenses and ensures personnel have the latest safety features to reduce line-of-duty injuries and vehicle incidents.
EFD should consider funding with annual contributions and a special enterprise fund for the money needed to replace existing equipment. For example, the average cost for a new pumper apparatus with all the required equipment can be $750,000–900,000. The following formula can be implemented to fund all replacement costs:
• Base Cost of $900,000 with installments (including CPI adjustments of 3% per annum) into Vehicle Replacement Fund (VRF): Year I through 10—$120,600 annually. • Total Fund allocation in Year 10: $1,206,000 available.
Attachment "1"
461
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
292
Recommendation III-2: Provide additional administrative staffing and oversight.
Description: EFD lacks adequate administrative staffing to oversee the organization effectively. The department currently has the same administrative staffing as it had in 2008, but calls for service have increased by nearly 70%.
Outcome: Having more oversight of day-to-day operations will enhance services. The following recommendations for increased administrative staff can improve customer service, allow specialization for certain administrative positions (code enforcement, EMS, training), enhance efficiency, and reduce burnout. Additional positions should include the following:
• Division Chief of Community Risk Reduction—This position will oversee Fire Prevention and Emergency Management. The Division Chief would focus on fire prevention, fire code enforcement, public education, and community engagement, and more extensive initiatives related to disaster preparedness. • Training Division Battalion Chief—Adding a Battalion Chief in the Training Division will facilitate more planning and evaluation for EFD and reduce the duties currently completed by operations shift personnel who work rotating hours. Other responsibilities can include scheduling, program development, and additional long- term planning.
• Administrative Assistant—This position is needed to assist current and new staff in managing policy and workflow processes, data entry (training records), and other administrative functions.
• Division Chief of EMS—Provides increased strategic planning for EMS and allows the division to focus on professional development and training for EFD.
The following is the recommended organizational structure for EFD with the new positions.
Attachment "1"
462
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
293
Figure 235: Recommended Organizational Structure
Attachment "1"
463
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
294
Recommendation III-3: Develop a monthly, quarterly, and annual report.
Description: EFD needs to examine its data within the various functions in the organization to determine how well the department is performing.
Outcome: Reports can be compared year over year to determine if there is a change in performance (incident responses), if the number of fire code violations is increasing or decreasing, or the number of firefighter injuries occurring in a year. These reports will improve insights into resource management, such as the number of responses, strategic planning, transparency and accountability, and monitoring performance.
Estimated Cost: Staff time to create the report and determine the relevant data to review.
Recommendation III-4: Increase operational staffing.
Description: The number of firefighters per 1,000 population is 0.64, well below the national average of 1.54 to 1.81. Stations 1 and 7's reliability has averaged 42% and 29%, respectively, which means a unit from another station responded to an incident in their first- in response area. This affects unit hour utilization (UHU), the time a unit spends on a response. Engines 131, 132, and 137 have averaged 38.25% and 32.1% since 2019. A percentage of over 30% is not sustainable.
Outcomes: Increasing the number of units and shift firefighters can reduce the response time for a unit to arrive at an incident. This can reduce the number of delayed responses, increase productivity at an incident, lower the risk of injury, provide time for training and professional development, and reduce strain on resources. Adding another engine company at Station 1 can help reduce the UHU and increase the number of firefighters per 1,000 population minimally to 0.72, but provides additional staffing for a fire incident or medical response.
Estimated Financial Cost/Savings: Based on current pricing and salaries, the information below provides minimal costs to add another engine company at Station 1 until a new station is built in a new location south of Stations 1 and 2.
Start-up Cost—$1.05 million
Engine—$900,000
Equipment—$150,000
Ongoing Cost—$1.914 million
Staff—Captain (3) – $540,000, Engineer (3) – $474,000, Firefighter/Paramedic (6) – $900,000
Attachment "1"
464
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
295
Recommendation III-5: Research the location for an additional station(s).
Description: The current fire station configuration serves most of the city from an ISO perspective for travel distance, but the eastern and southeastern sides are outside the 1.5- mile radius. The number of responses is reducing the reliability of Stations 1 and 7.
Outcomes: Adding a new fire station south of Stations 1 and 2 can reduce response time and provide additional staffing during an incident. Decreasing the UHU for Engines 131, 132, and 137 improves efficiencies and maximizes resources, providing a better allocation of resources, thus reducing operating costs, improving overall response times, and reducing the workload on firefighters, which causes fatigue and decreased performance.
The east and southeast portions of the city are additional areas to evaluate as growth continues for fire protection and, specifically, EMS responses.
Estimated Financial Cost/Savings: The estimated cost of constructing a fire station is $1,500 per square foot. This does not include furnishings, land costs, and site preparation.
Recommendation III-6: Develop a capital program for fire station renovations.
Description: A capital fund is a financial reserve set aside for long-term investments or significant expenditures, such as building renovations, infrastructure projects, or major equipment purchases. Funding for capital expenses is necessary to ensure the building receives the proper maintenance as it ages. Without funding to maintain a fire station, it avoids the need to make emergency repairs.
Outcome: Capital funds allow EFD to plan and allocate resources for large-scale renovation projects over time, ensuring that funds are available when needed.
Renovations funded through capital funds can address critical infrastructure needs, such as updating plumbing and electrical systems and making structural repairs, which enhance the safety and functionality of the fire station. A dedicated capital fund can avoid the need for emergency repairs, which are often more expensive. Planned renovations can be more cost-effective and reduce long-term maintenance. It enhanced readiness, which can improve the overall readiness and efficiency of the fire department, ensuring that firefighters have the necessary resources and a safe environment in which to operate. It can build trust within the community, which is essential for securing future funding and resources.
Estimated Cost: Costs are unknown. A thorough analysis of the older fire station should be conducted with funds set aside for renovations and upgrades.
Attachment "1"
465
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
296
Appendix A: Risk Classifications
The following are the risk classifications determined by incident type.
Fire
Low Risk
These incidents are considered low in risk and are minor in scope and intensity. It requires a single fire apparatus and crew to manage fires involving passenger vehicles, fences, trash or dumpsters, downed power lines, residential or commercial alarm investigations, or an odor investigation.
Moderate Risk
These incidents are the first alarm response needed to manage a moderate fire risk incident. These incidents include smoke in a building, small outside building fires, commercial vehicle fires, a single-family residence, a lightning strike to a building, an automatic fire alarm at a high-risk occupancy, or a hazardous materials pipeline fire.
High Risk
These incidents are a second alarm response needed to manage a high-fire risk incident.
These incidents include smoke in a high-life hazard property (school, skilled nursing, etc.), a single-family residence with injured or trapped victims, a multifamily residential building, or a moderate-sized commercial/industrial occupancy.
Maximum Risk
A third alarm response is needed to manage a maximum fire risk incident. These incidents include a hospital, assisted living facility, fire in an apartment building, high-rise building fire, a large commercial or industrial occupancy, hazardous materials railcar, or storage occupancy. Incident assignments will include additional command staff, recalling off-duty personnel, and mutual aid assistance for other critical tasking needs.
EMS Risks
Low Risk
A single EMS unit can manage a low-risk EMS incident involving an assessment of a single patient with a critical injury or illness, no life-threatening medical call, lift assist, or standby.
Moderate Risk
A two-unit response is required to control or mitigate a moderate-risk EMS incident. It involves assessing and treating one or two patients with critical injuries or illnesses or a motor vehicle crash with 1–2 patients.
Attachment "1"
466
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
297
High Risk
A multiple-unit response is required to control or mitigate a high-risk EMS incident. It involves 3–8 patients with injuries ranging from minor to critical. Patient care will involve triage, BLS, ALS treatment, and a coordinated transport of patients.
Maximum Risk
A multiple-unit response is required to control or mitigate a maximum-risk EMS incident. It involves more than nine patients with injuries ranging from minor to critical. Patient care will involve triage, BLS, ALS treatment, and a coordinated transport of patients. If this is an active shooter incident, the response may require a casualty collection area unit to treat patients not in the hot zone.
Technical Rescue
Low Risk
A single fire unit can manage a low-risk technical rescue incident involving minor rescues, such as a child locked in a vehicle, elevator entrapment, or minor mechanical entrapment.
Moderate Risk
A two-unit response is required to control or mitigate a moderate technical rescue risk incident. Support is not usually required from a technical rescue team. This type of incident involves a motor vehicle crash that requires patient extrication, removal of a patient entangled in machinery or other equipment, or a person trapped by downed power lines.
High Risk
A multiple-unit response is required to control or mitigate a high-risk technical rescue incident. This type of incident may involve full-scale technical rescue operations ranging from structural collapse to swift water rescues. It may involve multiple motor vehicles requiring extrication, commercial passenger carriers, or a building impacting a building.
Support is usually needed by a technical rescue team. In addition, this incident may require multiple alarms.
Attachment "1"
467
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
298
Maximum Risk
A multiple-unit response is required to control or mitigate a maximum-risk technical rescue incident. Support is required from a specialized technical rescue team and may have multiple operations locations. This type of incident will involve full-scale technical rescue operations such as victims endangered or trapped by structural collapse, swift water, or earth cave-ins. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
Hazardous Materials
Low Risk
A single fire unit can manage a low-risk hazardous materials incident involving carbon monoxide alarms and other unknown HazMat investigations without symptomatic victims, less than 20 gallons of fuel, a natural gas meter incident, downed power lines, equipment, or electrical problems, attempted burning, or automatic alarms that may originate from a hazardous material.
Moderate Risk
A two-unit response is required to control or mitigate a moderate risk hazardous materials incident. Direct support is not usually required from a hazardous materials team. This type of incident involves a carbon monoxide alarm with symptomatic patients, a fuel spill of 20–55 gallons, or a gas or petroleum products pipeline break not threatening any exposures.
High Risk
A multiple-unit response with a HazMat team is required to control or mitigate a high-risk hazardous materials incident. For example, support is needed for a Level 2 HazMat incident that involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. This response includes a release with 3–8 victims, gas leaks in a structure, HazMat alarm releases with victims, flammable gas or liquid pipeline breaks with exposures, fuel spills greater than 55 gallons, fuel spills in underground drainage or sewer systems, transportation or industrial chemical releases, or radiological incidents.
Additional assistance may be required to expand operations past the identified critical tasks.
Attachment "1"
468
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
299
Maximum Risk
A multiple-unit response is required to control or mitigate a maximum-risk hazardous materials incident. Support is required from an on-duty HazMat team and their specialized equipment. This type of incident involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. Examples include nine or more contaminated or exposed victims, a large storage tank failure, a HazMat railcar failure, or a weapon of mass destruction incident. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
Wildland Urban Interface
Low Risk
A single fire unit can manage a low-risk wildland firefighting incident involving a fire minor in scope, structures not threatened, and Red Flag conditions do not exist. These include low- risk wildland or grass fires, an outside smoke investigation, illegal or controlled burns, or small vegetation fires.
Moderate Risk
Multiple units are needed to manage a moderate-risk wildland firefighting incident involving a significant fire in brush or brush pile at a chipping site, grass, or cultivated vegetation when Red Flag conditions do not exist, and structures may or may not be threatened.
High Risk
Multiple units or alarms are needed to manage a high-risk wildland firefighting incident. The level is associated with Red Flag warnings with structures that may or may not be threatened. This fire involves a significant wildfire in brush, grasses, cultivated vegetation, and woodland areas. Additional alarm assignment, command staff, recall of off-duty personnel, and mutual aid assistance may require the operations to extend beyond the identified critical tasks.
Attachment "1"
469
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
300
Appendix B: Strategic Partners—Stakeholder Interviews
Introduction to the Stakeholder Interviews
AP Triton interviewed a wide variety of the City of Escondido Fire Department (EFD) internal and external stakeholders to better understand issues, concerns, and options regarding the emergency service delivery system, opportunities for shared services, and community members' expectations.
It is important to note that the information solicited and provided during this process was “people inputs” (stakeholders individually responding to our questions), some of which are perceptions reported by stakeholders. All information was accepted at face value without an in-depth investigation of its origination or reliability. The project team reviewed the information to ensure consistency and frequency of comments and to identify specific patterns and trends. Based on the information reviewed, the team identified a series of observations and recommendations and felt they were significant enough to be included in this report.
Stakeholders were identified within the following groups: Elected Officials, City Management, and Department Heads; Chief Officers, Labor Leaders, Rank & File, and Administrative Staff—including EFD Fire Prevention and EMS personnel; and Business and Community Leaders, Community Members, Community Volunteers, and Strategic Partners (AP Triton defines Strategic Partners as stakeholders representing local entities/agencies who share a common interest with the City of Escondido Fire Department); and Chief Officers, Labor Leaders, Rank & File, and Administrative Staff—including EFD Fire Prevention and EMS personnel.
Elected Officials, City Management, and Department Heads Please describe your expectations of the Escondido Fire Department. • I have high expectations—they are our first line of defense. • To provide quick response.
• Providing high-level customer service, meeting the needs of the community. • Ensuring our fire department is trained and educated. • That they will be available when called upon.
• That the firefighters are prompt and provide professional service.
Attachment "1"
470
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
301
• To respond timely, to be professional, and to save lives. • To be creative both financially and in practice.
• To listen to employees at all levels of the department. • Make sure we have adequate staffing levels.
• Being properly equipped: training, tools, apparatus.
• To be professional, courteous, and provide good customer service. • To be trained to the best of their ability.
• Provide the community with professional, reliable, and component fire and EMS services.
• To have a good relationship with other city departments. • To be responsive and professional.
• That they provide outstanding service—to protect and serve the community. • Provide good response times.
• Provide an all-risk response, as well as collateral duties as needed. • Good communication with various departments.
• Have a well-supported, well-respected team.
• Provide professional and timely service to the community. • Having positive relationships with city staff.
• The ability to provide excellent customer service.
• Show consistent professionalism in everything they do. • Maintain a close relationship with the other departments by communicating well from the lowest level to the top.
• Provide excellent customer service.
• There is a lot of integration between city departments, and the need to work closely and collaborate with the fire department is critical.
• To provide appropriate emergency services to our community and safety updates to our business community.
Attachment "1"
471
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
302
• To give the best advice they can regarding the future of our community needs. • That they will continue working well with the other city departments. • Having an in-person, collaborative process with the fire department. • Understanding the actual needs regarding budgeting, not just the nice to have. • Good communication between internal city departments is needed.
Are your expectations being met?
• I have not yet had the opportunity to spend time with our fire department. • Most definitely.
• We need to update our equipment (I don’t think we are fully equipped). • Yes, absolutely.
• Yes, our department provides a very compassionate level of care. • Yes and no. With the amount of resources, my expectations are met. However, in a catastrophic event, we may be understaffed.
• I believe we lack public education from the department. • From everything I hear, yes.
• Yes, however, we are running a very lean organization, and sometimes there are delays.
• Yes, I believe their response times are very reasonable. • From the public view, yes. However, I believe there is a lot more we can do regarding fire prevention and public education activities. • Overall, yes.
• Yes, mostly. The expectations are improving—we are still working on one communications process.
• Yes, but there are certain areas beyond our control that the fire department doesn’t understand—they need to have patience.
• I would say yes, but I don’t live in the city.
• Communicating with the Fire Chief has been very good—good collaboration.
Attachment "1"
472
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
303
• Yes, we have a great relationship with the Escondido Fire Department. • Yes, however, I wished we had more resources to support the fire department's needs.
• Yes, on the emergency services side. However, on the business community side, I don’t believe they have adequate staff and cannot meet the business community's needs.
• I would say yes; The fire department exceeds my expectations.
Are there services you think the Fire Department should be providing that they are not now?
• We need to provide more public education and community outreach. • I don’t know if more services need to be provided.
• Probably not.
• No, I believe that we are a full-service department.
• None that I can think of.
• I don’t think so, with perhaps the exception of providing more community outreach. • To enhance the ambulance services for non-emergent calls for service. • I don’t have the background to answer this question.
• The fire department should provide up-to-date reports at the policy level on the various types of calls they’re responding to, if relevant (trends, etc.). • I don’t think so. They are providing consistent care to our community. • Provide CPR training to the public.
• Nothing immediate comes to mind.
• More public outreach is needed.
• I wish we had a more robust communication system regarding community engagement and a more significant social media presence. • Not to my knowledge.
• No, I don’t feel there is anything they're not providing, but I think there is room to grow in providing community outreach city-wide.
Attachment "1"
473
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
304
• I cannot think of any additional services.
• Perhaps adding more ambulances.
• I cannot think of additional services, but they need more resources to keep up with their current duties.
What are the advantages/positives/strengths of the existing emergency services delivery system?
• The personnel are very professional, and their response times are good. • I think they respond promptly.
• Our firefighters know what they are doing.
• We have effective internal communications and managing their resources. • Every firefighter from the bottom to the top knows Escondido. • The distribution of resources they are given is kept top-notch: pride and ownership. • Our response times are excellent.
• Our response times are good, usually within the expectation. • The Chief is an excellent communicator with the executive leadership team. • The firefighters are very professional and always seem to be team players. • The level of professionalism and expertise of the personnel. • The level of training and the professional demeanor of the firefighters and support staff.
• The fire department moved its dispatching into a regional center. • I think our department does a great job with the number of resources we have. • Working with department leadership has been very positive. • I think the current system is working well.
• Advanced vehicle locating (AVL) services are available in all apparatuses. • Training is essential; the department does an excellent job in this area. • The fire department's switch to North Comm has been highly beneficial. • Our personnel are well-trained and professional.
Attachment "1"
474
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
305
• I think they do an excellent job with everything they do. • From an outside perspective, the fire department is very well organized in terms of how they manage their daily duties and handle special events.
What are the disadvantages/negatives/weaknesses of the existing system? • Staffing levels are an issue.
• The costs are not sustainable.
• We need to be competitive in recruitment and retention. • Having our firefighters respond to numerous calls from our transient community. • The City needs to allocate the correct type of resources to the right kind of calls. • Additional personnel are needed to keep up with the workload. • Taking on more with fewer resources.
• I haven’t witnessed any weaknesses.
• Having a separate dispatching system has limited our interoperability capabilities. • The concern would be based on the current and future EMS response capabilities. • We need to improve our communication delivery platform for our community. • We need to improve our apparatus and ambulances.
Does the existing system provide the residents and community with acceptable protection?
• Based on my personal experience, I believe they do.
• Undoubtedly, yes.
• I believe so. However, I would like to see more programs addressing mental health issues.
• Yes, I believe it does.
• Yes, they are very professional, and there is rarely a complaint. • Very much so.
• Yes, the department is very well-trained and professional. • Yes, but it depends on where you are in the city and the time of day.
Attachment "1"
475
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
306
• I believe so, but we are asking too much of our personnel. • I think so.
• The community’s expectations may change based on where future developments are located and if the same level of services will be available as they are now. • Yes, although I would like to see more resources available within the city and less reliance on mutual aid.
• I believe so.
• Based on what I hear, the community is delighted with the department. • Yes, but I think we can give a higher level of service regarding inspection and plan- check services.
• Yes, regarding meeting emergency services' needs, I feel support services need improved communication and workload—not through a lack of effort. • Yes. I greatly appreciate the support of the department. • Yes, it does. The department has a high standard, which shows how it handles business.
What opportunities do you believe exist that would enhance service to the region? • Continued joint training opportunities with our neighboring agencies. • The move to the North-Comm communications center was a huge benefit. • Adding another fire station protects Escondido and the surrounding areas. • Having the equipment (and staffing) to provide more services for the community and outlining areas.
• I can’t think of anything else regarding enhancing service. • I think departments within the region work well together. • We always seek to bring better technology countywide, including radio, emergency messaging, and medical recording.
• Continued effort working with other departments in the north zone on the joint firefighter testing processes.
Attachment "1"
476
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
307
• To increase the resources within the fire department and not rely so much on mutual aid from other departments.
• The department can bring in a full-fledged nurse to advocate for partnering on EMS issues and program management.
• One area would be implementing a community wildfire “zero-buffer” program from a regional perspective.
• I think a regional approach to fire service delivery, especially in the outlining areas, would help reduce response times and provide more excellent service delivery. • I don’t see gaps in this area.
Chief Officers, Labor Leaders, Rank and File, EMS Personnel, Administration, and Fire Prevention Personnel
What strengths contribute to the success of the Escondido Fire Department? What do you do well?
• Our culture is a considerable strength.
• The employees. They sacrifice themselves for the good of the community. • The relationship between the fire department and other city departments. • Our involvement with the community.
• Positive community outreach.
• We pride ourselves on our grit and ability to get things done with what we have. • Our Esprit de Corp—having pride in everything we do and the loyalty of our members.
• Our people are very passionate and are constantly doing more with less. • From a global perspective, the level of training provided and their recruitment program—from fire explorers to single-role paramedics.
• They are doing their work in the field exceptionally well. • We are good at communicating amongst ourselves and with other departments. • They’ve built good relationships with their neighboring agencies. • It’s our people and their professionalism.
Attachment "1"
477
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
308
• Our ability to accomplish our mission without all the support we could use. • In providing front-line responses and support from the administration. • Respond to the needs of the community.
• The dedication of the members.
• The training and experience level of our personnel.
• Being able to do more with less.
• Engagement with the community.
• The can-do attitude, working within the budget we have. • Our personnel are highly regarded—we have a little bit of a deserved swagger. • Our teamwork—everyone is proud to be here.
• The team aspect of our department—everyone pitches in. • Being prideful in our jobs.
• Adaptability in all situations.
• The change in leadership has been very positive.
• The department has very high standards.
• An excellent mentoring program and a strong background in EMS. • We have an outstanding group where everyone helps out everyone—everyone is on the same page.
• I think they are doing well; they just need more personnel to do more of it. • Administrative staff is very engaged with the city staff, and they are always helpful.
What are some areas in which you think the department could make improvements? • Provide additional staffing.
• That’s a very hard question—we provide exceptional service. • The department needs to replace the apparatus.
• The department needs to revamp the existing EMS model. • We need to evaluate the pay structure to keep long-term employees.
Attachment "1"
478
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
309
• Increase staffing.
• Incorporating more of a consistent public education campaign. • Reduce collateral duties delegated to the line personnel. • We need more administrative personnel to handle the expanding workload. • We need greater bandwidth for administrative staff—we can't continue to be efficient without the necessary program oversight.
• Institute a community relations program.
• We are sometimes overloaded and don’t do a good job disseminating information to the rest of our team.
• Address inadequacies within the fire prevention bureau regarding equipment and uniform needs.
• Add more staff to provide relief regarding collateral duties. • We could do our job even better with additional resources. • Investing in personnel—providing succession planning for each position. • Providing a greater level of community outreach.
• We need to add staffing to various divisions.
• Divide EMS and training into two separate divisions.
• Being able to promote from within—engage in personnel development. • All areas of improvement could be addressed with an increased budget. • Address disparity in compensation schedules.
• To develop a mentorship program for chief officers.
• The business service side, such as conducting business inspections, can be improved.
Does narcotic storage meet current DEA standards? Are security measures in place? Are there multiple storage locations?
• Yes, double-locked and bio-coded.
• Yes, visual checks with incoming and outgoing crews. A computer system is in place for electronic tracking.
Attachment "1"
479
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
310
• The storage meets the current standards for DEA requirements. • Yes, we have storage vaults accessed by two personnel through bio-coding. • Locked key boxes with redundancy are on the engines and ambulances.
Is there a dedicated “clean room” for EMS disinfection? Are proper PPE protocols in place? • There are no dedicated clean rooms.
• We have PPE protocols in place.
• The department is behind in this area—we don’t have dedicated or segregated areas for cleaning.
• We do not have any separate disinfection rooms.
• We don’t have dedicated areas at the fire stations.
• The department has written policies and procedures regarding PPE and protocols communicated to the units from the dispatch center.
• There is a policy for disinfection.
• The department does have Decon showers, except for one station.
Are Bio-Hazard services in place? Is this through a contract? • Services are in place through contract services.
• Yes, for sharps (needles). Contaminated linens/bandages are discarded at medical facilities.
• Yes, services are provided through an outside vendor.
Are ambulances housed within climate-controlled facilities? • All ambulances are located within the stations.
• Ambulances are stored inside.
• Yes, within five of the seven fire stations.
Does the department have a disinfection process in place for the ambulances? • Ambulances have an ultra-violet light system for disinfection. • Unknown if there is an actual procedure.
Attachment "1"
480
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
311
• The department has a policy; however, it has not been reviewed/revised within the past five years.
• I don’t believe there is a formal policy or procedure.
What are the top critical issues facing the Fire Department today? • Staffing levels.
• The need for additional stations.
• We're running the wheels off our aging apparatus.
• The EMS system is broken.
• We have too few ambulances to handle our call volume. • Our inability to engage with the community is due to a lack of personnel availability. • Funding for apparatus and equipment.
• Staffing—we have issues with recruitment and retention. • The workload we have is more significant than what we can accommodate. • Gap in succession planning.
• Improving the station's living conditions—update, upgrade, or teardown. • Staffing levels.
• Educating city staff and the community on what the department does. • How we move to the next phase of communicating with our community members. • We need to create a healthy environment for our team—work-life balance, longevity, and overall health of our employees.
• I don’t believe the department can meet the response standards as development and the city grows.
• Aging equipment and apparatus.
• The lack of administrative staffing is impacting our employees and customers. • There is no defined capital replacement program.
• Long-term goals are hampered due to a lack of funding abilities. • There is a need for additional staffing, especially as the city grows.
Attachment "1"
481
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
312
• Lack of facility maintenance.
• The ability to train our personnel on those high-risk, low-frequency responses. • Our budgetary requirements are unmet based on our call volume and program management needs.
• We are behind in funding based on sales tax, fees for service. • The department is providing a significantly increased level of service. However, we have not increased our personnel and EMS resources.
• Fleet services are grossly understaffed.
• Inability to fund various specialized programs.
• Lack of funding.
• Inadequate staffing levels.
• Staying up to date on technology.
• Replacing apparatus and equipment.
• Our training budget does not meet today’s needs based on the type of incidents we are responding to and our inability to provide our personnel with paid tuition and overtime coverage.
• There are financial issues for the city, as a whole, that directly affect the fire department.
• We want to provide more services to the community; however, our bandwidth is limited.
• Our fire investigators are not given all the necessary tools to do their jobs. • I believe it’s related to infrastructure needs, which are significant issues now, and we have more development in the works.
• Keeping up with capital equipment replacement.
• The lack of downward communication due to time and workloads. • Maintaining the budget within the city.
• Not overextending the department’s personnel as the city grows.
Attachment "1"
482
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
313
• Our dependency on one-time monies—we shouldn’t always rely on grant opportunities.
• There is a need to evaluate and adjust administrative staffing needs.
What opportunities, in your view, are available to improve the service and capabilities in the region?
• Joint purchases with other departments within the North Zone. • To provide regional state fire marshal courses at our training tower. • Initiate single-resource specialized personnel for overhead assignments. • Our knowledge and experience allow us to provide training opportunities for real- world situations to our neighbors and allied agencies.
• Switching our dispatch to North Comm was very beneficial for our region. • Implementing a North Counties Inspection and Investigation Task Force is in the works, which will significantly benefit the region.
• Developing a county-wide fire investigation program.
• With EMS, the ability to leverage the technology to its maximum capabilities. • Quarterly zone drills occur with neighboring departments, which are well attended. • There are opportunities for newer chief officers to engage more within the operational area coordination system.
• Regionalized boundary drops.
• The ability to develop a regionalized program for sharing EMS resources.
What challenges do you see to enacting those opportunities? • Each department has different requirements.
• Having staff to manage the various programs.
• We can't conduct consistent training based on the workload of the participating departments.
• I don’t see any challenges with instituting regionalized programs. • The approval and level of commitment from management.
Attachment "1"
483
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
314
• Individual city ordinances, respective department needs, and lack of funding mechanisms.
• Getting on the same page with labor groups and non-sworn personnel regarding pay, PPE, training, and job titles.
Business and Community Leaders, Strategic Partners, and Community Volunteers Please describe your expectations of the Escondido Fire Department. • To be very well trained and handle any fire they encounter. • Have the right equipment.
• Respond promptly.
• To be fully staffed with the proper equipment.
• That they have the training they need to do their job efficiently. • To deliver quality EMS care.
• Being proactive and aggressive in providing care.
• Responsiveness, availability, and good communication amongst stakeholders. • Having good situational awareness—seeing the big picture. • When they are called, they show up friendly and professional.
Are your expectations being met?
• Feedback from others is that they show up and do a good job. • Yes, they meet and, in some ways, exceed expectations. • Yes, they provide good quality care to the community. • Yes, we are fortunate to have good communication and access to fire management.
What do you think the Escondido Fire Department is doing exceptionally well? • The department's response to medical calls.
• When 911 is called, they respond promptly despite staffing and equipment deficiencies.
• They are very personable and professional employees.
• Engaging with the school district.
Attachment "1"
484
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
315
• Having the specialized resources needed—emergency preparedness and plan development.
• The responsiveness of fire resources.
• Being on the cutting edge.
• Meeting the needs of our community.
• Their fire prevention program regarding smoke alarms and fire safety.
Are there services that you think the Fire Department should be providing that they are not providing now?
• Community outreach is needed at the schools and other community events so citizens can learn about the department.
• They must educate the community about who they are and what they do. • Provide community first-aid and CPR courses.
• Not that I am aware of.
• Developing an alternative EMS model concerning calls for the unhoused population.
• Having the department assist in emergency drills throughout the school district.
Are there services the Fire Department provides that you think should be discontinued or done differently?
• I don’t know if there is anything they should discontinue. • None that I’m aware of.
• I don’t think so.
• Not to my knowledge.
• No. Keep doing what you're doing.
When you dial 911 to report an emergency, how long should it take for help to arrive? • 6–10 minutes.
• Ideally, within 3–5 minutes.
• 3–4 minutes, depending on the roads, weather conditions, and other factors.
Attachment "1"
485
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
316
• I think 5–6 minutes would be a good response time.
• Five minutes would be adequate.
• Five to six minutes would be a good response time.
• Ten minutes would be my expectation.
• I would like to see them arrive within 5½ minutes.
• Within five minutes or less.
• Five minutes would be good, but three minutes would be better. • Five to seven minutes is a good response time.
• Within minutes, if possible.
Does that expectation change depending on where in the community you are located? • Yes, it changes where you live and what resources are available. • It depends on whether you live in a rural area or within the city limits. • No, there should be adequate coverage and response throughout the community. • As the city grows outward, I think response times may be extended. • Yes, it depends on traffic and where the closest fire station is. • I think it’s dependent on how close you live to a fire station. • I don’t think it should matter where you live within the community.
Attachment "1"
486
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
317
Appendix C: Community Survey Results
AP Triton and the Escondido Fire Department conducted a comprehensive community survey over two weeks to gather valuable insights and feedback from residents, business owners, employees, and frequent visitors within the service area. The survey aimed to understand the community's perception, expectations, and experiences with the fire department's services. The survey was administered in both English and Spanish and received 72 responses.
Topics Covered
The survey covered a range of topics crucial for assessing and enhancing the fire department's operations and community engagement. Key topics included:
• Relationship with EFD: How respondents are connected to EFD (resident, business owner, visitor, etc.).
• Service Priorities: Rating the importance of EFD services (e.g., fire suppression, emergency medical services, public outreach).
• First Responder Qualities: Ranking key qualities like training, promptness, professionalism, and empathy.
• Communication Preferences: How the public prefers to get safety information (e.g., text/email, social media, newsletters).
• Fire Department Planning Priorities: Ranking what's important for EFD (e.g., response times, equipment, staffing).
• Experience with EFD: Whether respondents have used EFD services and their satisfaction with those services.
• Response Time Expectations: How quickly respondents expect emergency resources to arrive.
• Expectations of EFD: What the public expects from EFD (e.g., prompt response, professionalism, better resources).
• EFD Strengths: What EFD is doing well, such as quick responses and professionalism. • Areas Needing Attention: Which parts of the community need more resources or attention from EFD.
• Budget Priorities: How EFD should allocate resources, focusing on personnel, training, and equipment.
Attachment "1"
487
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
318
Description of Question Types
The survey comprised various question types to ensure comprehensive feedback:
• Multiple-Choice Questions: To offer a range of options for communication preferences and planning considerations.
• Rating Questions: To assess the importance of various EFD services (e.g., fire suppression, EMS, public outreach) on a scale of critical, important, or low priority. • Ranking Questions: To rank qualities of first responders (e.g., training, promptness) and fire department priorities (e.g., response times, equipment). • Open-Ended Questions: To allow respondents to provide detailed feedback, suggestions, or concerns (e.g., expectations of EFD, additional qualities for first responders, areas needing more attention).
The structured approach of the survey ensured that the fire department could gather both quantitative and qualitative data, enabling a thorough analysis of community needs and expectations.
The community survey conducted by AP Triton and the Escondido Fire Department (EFD) provided valuable insights into how residents and stakeholders perceive the department’s services, priorities, and overall performance. The majority of respondents were local residents, demonstrating strong community engagement and a vested interest in the effectiveness of EFD’s services. The survey revealed a consistent appreciation for the department’s focus on core emergency services, such as fire suppression and emergency medical services, while also highlighting areas for potential improvement, particularly in resource allocation and communication.
The feedback gathered from this survey will help guide EFD’s future planning and prioritize resources to meet the growing needs of the community, particularly as the city expands and faces new challenges in emergency response and disaster preparedness.
Attachment "1"
488
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
319
Key Findings
• High Priority on Core Services:
▪ Fire suppression (90%) and emergency medical services (82%) were overwhelmingly rated as critical priorities by respondents, reinforcing the community’s expectation for fast and efficient emergency response. ▪ Wildland firefighting and hazardous materials response were also rated highly as essential services, reflecting the community’s awareness of fire risk and potential hazardous situations.
• Emphasis on Training and Professionalism:
▪ Highly trained personnel were the top-ranked first responder quality, emphasizing the community’s desire for skilled and knowledgeable firefighters. ▪ Prompt arrival was the second most important quality, indicating that residents expect quick responses to emergencies, regardless of external factors such as traffic or resource availability.
• Concerns about Response Times and Resource Availability:
▪ While most respondents indicated satisfaction with current services, some raised concerns about slow response times in certain areas, particularly in remote or high-traffic areas, and the need for additional stations and personnel to meet the growing demands of the city.
• Preference for Digital Communication:
▪ When asked how they prefer to receive information from the fire department, most respondents selected text message/email (70%), followed by social media platforms like Facebook (61%) and Instagram (57%), signaling the importance of maintaining and enhancing digital communication methods. • Satisfaction with Current Services:
▪ Overall, the majority of respondents who had interacted with the fire department reported high satisfaction with their services, with 65% very satisfied and 26% satisfied. However, there were a few mentions of issues with response times and communication, indicating room for improvement in these areas. • Support for Additional Resources:
▪ Several respondents indicated that they feel the fire department is understaffed and underfunded, particularly as the city continues to grow. This sentiment was echoed in suggestions for more fire stations and additional staffing, particularly in underserved areas like the east side of Escondido.
Attachment "1"
489
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
320
• Community Involvement and Education:
▪ There is a desire for more community involvement, with several respondents requesting increased engagement in community education on fire safety, wildlife practices, and even involvement in local youth sports to foster future firefighters. Additionally, there were suggestions for offering more public outreach and education on brush management and fire prevention.
Key Recommendations
• Expand Resources and Staffing: The EFD should consider expanding its resources by adding more fire stations, particularly in areas where response times are longer due to traffic or distance from existing stations. Addressing concerns about understaffing should be a top priority to ensure adequate coverage across the entire service area, especially as the community continues to grow.
• Focus on Emergency Response Efficiency: To maintain the community’s trust and satisfaction, the EFD should continue to prioritize rapid emergency response by investing in technologies or infrastructure that can help minimize delays. This could include exploring ways to address traffic-related delays, improving dispatch systems, and ensuring the department is well-equipped to handle simultaneous emergencies.
• Enhance Public Communication and Education: With a strong preference for digital communication, the EFD should continue to use platforms such as text messages, social media, and email to engage with the public and share important updates.
Additionally, expanding efforts in public education about fire safety, brush clearing, and disaster preparedness would be beneficial in increasing community resilience. • Prioritize Personnel Training and Retention: Given the community’s strong emphasis on highly trained and professional first responders, the EFD should continue to prioritize ongoing training for its personnel, ensuring they remain prepared to handle all types of emergencies. Additionally, focusing on employee retention through competitive pay and benefits will help maintain the department’s skilled workforce. • Improve Response Time in Underserved Areas: Addressing the concerns of slower response times in areas such as Rancho San Pasqual and the east side of Escondido should be a key focus. Implementing strategies such as deploying paramedic ambulances at additional stations or exploring alternative response vehicles could help improve service in these areas.
Attachment "1"
490
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
321
• Increase Community Engagement and Involvement: The EFD should continue to seek opportunities to increase community involvement, such as through public events, educational initiatives, and partnerships with local organizations. Events like firefighter-community meetups or collaboration with local schools and youth organizations could foster stronger community ties and encourage public support for the fire department.
• Focus on Battery Storage and Hazardous Materials Safety: Address concerns raised about battery energy storage systems (BESS) and hazardous materials near residential areas by ensuring that clear, consistent safety measures are in place and the community is kept informed about any risks. This might also involve advocacy for stronger regulations and better communication with local residents regarding hazardous facilities.
Attachment "1"
491
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
322
Which of the following best describes your relationship with the Escondido Fire Department (EFD)?
The majority of respondents (79%) to the Escondido Fire Department (EFD) community survey identified as residents of the EFD service area, demonstrating strong local engagement. A smaller portion of respondents (8%) are business owners or employees within the service area, while 7% indicated they are public safety services partners.
Additionally, 4% are frequent visitors to the area. Only one respondent (1%) selected the “Other” category, specifying that they are both an employee and a frequent visitor.
Overall, the survey results show that most feedback comes from those who live within the service area, with smaller contributions from professionals and regular visitors.
Resident of EFD
service area
79%
Business owner/employee
within the EFD service area
8%
Frequent visitor to the
service area
4%
Public safety services
partner
7%
Other (please
specify)
1%
Attachment "1"
492
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
323
Please rate the following services provided by EFD using a scale of critical priority, important priority, or a low priority. If you would like to see a service added, please list it in the comment field.
Based on the survey responses regarding the services provided by the Escondido Fire Department (EFD), Fire Suppression and Emergency Medical Services were rated as the most critical priorities, with 90% and 82% of respondents, respectively, marking these services as critical. Wildland Firefighting (72%) and Hazardous Materials Response (64%) were also identified as high-priority services. On the other hand, services like Public Outreach (14% critical) and Community Events (13% critical) were generally regarded as lower priorities, with a higher percentage of respondents marking these as low priorities.
Community Risk Reduction Services, Public Education, and Maintenance Fire Inspections were mostly seen as important, though not as critical as core emergency services.
In terms of added feedback, respondents emphasized the importance of prioritizing emergency response over outreach and community events, with comments focusing on life safety and having adequate resources to respond to emergencies. 13%
14%
19%
20%
24%
26%
39%
49%
51%
64%
72%
82%
90%
35%
44%
58%
48%
62%
49%
38%
43%
41%
35%
22%
18%
10%
53%
42%
22%
32%
14%
25%
24%
8%
8%
6%
Community Events
Public Outreach
Community Risk Reduction Services
Public Education
Maintenance Fire Inspections
New Construction Plans Review, Permitting, and
Site Inspections
Water Rescue
Emergency Management
Technical Rescue
Hazardous Materials Response
Wildland Firefighting
Emergency Medical Services
Fire Suppression
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Critical Priority Important Priority Low Priority
Attachment "1"
493
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
324
Please rank the following first responder qualities in the order of importance, with 1 being the most important.
Based on the survey results ranking first responder qualities, highly trained responders were considered the most important quality, with a score of 5.39, as 53% of respondents ranked this as the top priority. Prompt arrival followed closely, scoring 4.78, with 35% selecting it as the most important quality. Friendly, courteous, and professional ranked third, with a score of 3.61, while empathetic and compassionate had a slightly lower importance at 3.11.
Flexible and adaptable received a score of 2.68, indicating moderate importance, and involved in the local community was considered the least important, scoring just 1.43, with most respondents ranking it as the least critical quality for first responders.
This suggests that respondents place a strong emphasis on technical expertise and rapid response, with interpersonal qualities and community involvement considered secondary.
If you would like to see a first responder quality added, please list it here.
In the open-ended question asking for additional first responder qualities, nine respondents provided suggestions. These included a desire for emergency management skills, the ability to interact with patients verbally rather than relying on technology like tablets, and the importance of a diverse workforce. Other respondents emphasized traits such as being empathetic, patient, and kind, and remaining professional. Additional requests included education on wildlife safety practices to protect property, being involved with local youth sports leagues to foster future firefighters, and a request for more fire stations. This feedback highlights community interest in both interpersonal skills and expanded community involvement from first responders.
5.39 4.78
3.61 3.11
2.68 1.43
Highly trained Prompt in arrival Friendly,
courteous, and
professional
Empathetic and
compassionate
Flexible and
adaptable
Involved in the
local
community
0 1
2 3
4 5
6 Attachment "1"
494
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
325
What methods would you prefer that the fire department utilize to deliver emergency preparedness, fire safety, and wildfire information to you? (Select all that apply.) In response to the question about preferred methods for receiving emergency preparedness, fire safety, and wildfire information, the most popular choice was text message/email, selected by 70% of respondents. Facebook was the second most preferred method, chosen by 61%, followed closely by Instagram at 57%. The department website was also a popular option, with 51% of respondents indicating they would prefer to receive information this way. Other methods like newsletters/mailers (30%), NextDoor (25%), and Twitter (24%) had moderate support. Fewer respondents favored public in-person meetings (22%), YouTube (16%), and electronic billboards (16%); only a small percentage preferred newspapers (6%) or Channel 19 (1%). One respondent selected “Other” but did not specify further. This shows a clear preference for digital and social media platforms, along with direct text or email communication.
1%
1%
6%
16%
16%
22%
24%
25%
30%
51%
57%
61%
70%
Channel 19
Other (please specify)
Newspaper
YouTube
Electronic Billboards
Public (in-person) meetings (i.e., educational
and/or training sessions)
Twitter
NextDoor
Newsletters/Mailers
Department Website
Instagram
Facebook
Text Message/Email
0% 10% 20% 30% 40% 50% 60% 70% 80%
Attachment "1"
495
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
326
Please compare each of the following elements to the others and rank the following planning considerations in the order of importance, with 1 being the most important.
The survey results regarding the ranking of fire department planning considerations show that the top priority for respondents is to ensure the technical competence of all personnel, with 63% ranking it as the most important and an overall score of 4.38. The next highest priority is to improve fire department response time to emergencies, scoring 3.15, followed closely by maintaining the existing response time to emergencies, with a score of 3.09.
Ensuring that equipment and facilities are reliable and well-maintained is viewed as moderately important, scoring 3. However, expanding the types of services provided by the fire department was ranked as the least important consideration, with 68% of respondents ranking it as the lowest priority, resulting in a score of 1.38.
This indicates a strong focus on technical proficiency and response efficiency, with less concern about expanding service types.
4.38 3.15 3.09 3
1.38 Ensure the
technical
competence of all
personnel.
Improve fire
department
response time to
emergencies.
Maintain existing
response time to
emergencies.
Equipment and
facilities are
reliable and well-
maintained.
Expand the types
of services
provided by the fire
department.
0 0.5
1 1.5
2 2.5
3 3.5
4 4.5
5 Attachment "1"
496
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
327
Have you received any services from the fire department? In response to the question of whether participants have received any services from the fire department, 43% of
respondents (31 individuals) indicated that they had,
while 57% (41 individuals) had not received services.
If you responded YES to the previous question, were you satisfied with the service? Among the respondents who had received services from the fire department, 65% (20 respondents) were very satisfied with the service, while 26% (8 respondents) reported being satisfied. A small percentage expressed dissatisfaction, with 3% (1 respondent) each indicating they were somewhat dissatisfied, dissatisfied, or very dissatisfied. Overall, the majority of those who interacted with the fire department were highly satisfied with the services they received.
Very Satisfied
65%
Satisfied
26%
Somewhat Satisfied
0%
Somewhat Dissatisfied
3%
Dissatisfied
3%
Very Dissatisfied
3%
YES, 43%NO, 57%
Attachment "1"
497
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
328
How long do you think it should take for emergency resources to arrive after you call 911? Please take into consideration call processing times, travel times, time of day, concurrent incidents, etc., in your response.
Regarding how long respondents believe it should take for emergency resources to arrive after calling 911, the majority (37%) felt that 4–5 minutes was the ideal response time. 23% of respondents indicated that 5–6 minutes would be acceptable, while 15% preferred a 6– 7-minute window. 14% thought 7–8 minutes was reasonable, and 7% felt that it could take greater than 8 minutes.
Additionally, 4% of respondents provided comments in the “Other” category, with suggestions like 5–8 minutes and concerns about the variability in response times depending on the location of the caller (e.g., proximity to the station). One comment mentioned the difficulty in answering due to differing conditions like urban versus rural settings. Another suggested a 1–2-minute goal from the time of dispatch to rolling out, referring to time spent processing calls and dispatching resources.
This data highlights that most people expect a response time within 5-6 minutes but acknowledge that real-world factors like geography and time of day can affect these expectations.
37%
23%
15%
14%
7%
4%
4–5 minutes 5–6 minutes 6–7 minutes 7–8 minutes Greater than 8 minutes
Other (please
specify)
0%
5%
10%
15%
20%
25%
30%
35%
40%
Attachment "1"
498
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
329
Why might the expected response times vary depending on the location? Based on the responses regarding why expected response times might vary depending on location, several key themes emerged:
• Traffic was the most frequently mentioned factor, with many respondents pointing out that heavy traffic, poor driver adherence to traffic laws, and school-related congestion significantly affect response times.
• Distance to the fire station and the location of the emergency were also commonly cited, as areas farther away from fire stations or those with difficult access routes (e.g., road blockages or gates) would naturally experience longer response times. • Time of day was another critical factor, with respondents noting that rush hour and school times exacerbate traffic issues.
• Some respondents highlighted resource availability, noting that if multiple incidents occur simultaneously or if the closest unit is engaged in another emergency, response times could increase.
• Staffing shortages and overcrowding were also mentioned, with respondents expressing concerns about insufficient personnel and resources to cover all areas effectively.
• A few respondents suggested that all taxpayers should receive the same level of service despite the challenges posed by geography or resource distribution.
In summary, traffic, distance from fire stations, and resource availability are the main factors contributing to variability in response times across different locations.
Please list the expectations you have of your Fire Department.
Here is a list of expectations that respondents have of their fire department, ordered from most to least occurring, along with example quotes where appropriate:
• Training and Professionalism: Many respondents emphasized the importance of well-trained personnel who are highly motivated, professional, and knowledgeable. ▪ “Well-trained and highly motivated employees.”
▪ “Highly trained and professional.”
▪ “Excellence in skills, knowledge, abilities, and communication.” ▪ “Competent, correctly equipped, professional personnel.” Attachment "1"
499
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
330
• Prompt Response: Respondents consistently expect the fire department to respond quickly and effectively to emergencies.
▪ “Prompt. Reliable. And helpful.”
▪ “Prompt response, well-trained personnel, efficient equipment.” ▪ “Fast, effective.”
▪ “To respond to emergencies very quickly.”
• Fire Suppression and Emergency Response: Several respondents want the fire department to continue focusing on putting out fires and responding to medical emergencies.
▪ “Put out fires, respond to and address medical emergencies.” ▪ “Structure protection. Life-saving medical capabilities.” ▪ “Timely response to all fire and medical emergencies.” • Community Involvement and Communication: Some respondents expect more involvement with the community and better communication after incidents. ▪ “Communication with neighbors after incident response.” ▪ “More involvement with community and more training.”
• More Staff and Stations: Several responses highlighted the need for additional staff and more fire stations to meet the growing demand in the community. ▪ “More staff, more stations to serve the expanding community.” ▪ “Build another dept close to Rincon Middle School.”
• Advanced Equipment: Respondents want the fire department to acquire and maintain state-of-the-art equipment.
▪ “Respond quickly, keep us safe, communicate efficiently with the community, acquire and maintain state-of-the-art equipment.”
• Handling Non-Emergent Calls: One respondent mentioned the need for a better system to handle non-emergent calls, which may not require transport. ▪ “Read the situation and respond accordingly. So many bogus medical aides do not require transport.”
• Equal Opportunity and Hiring: There was a mention of hiring more women to ensure equal opportunity in recruitment.
▪ “Hire more women.”
Attachment "1"
500
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
331
• Brush Management and Fire Prevention: Some respondents expect more fire prevention measures, including inspections and citations for brush management. ▪ “Check on reported residential fire hazards.”
▪ “Provide inspections and citations for brush management.” • Satisfaction with Current Performance: A few respondents indicated that they are satisfied with the current performance of the fire department. ▪ “Keep doing what they’re doing.”
▪ “Everything that is currently being done.”
This list organizes the expectations from the most frequently mentioned, with a strong emphasis on training, prompt response, and the need for more resources to meet the community's demands.
Is the Escondido Fire Department meeting all of your expectations? If not, please describe what expectations are not being met.
Among the 34 respondents who answered whether the Escondido Fire Department (EFD) is meeting their expectations, the majority responded positively, with many stating simply “Yes” or variations like “Absolutely” and “We love EFD.” Several respondents mentioned that they hadn't had enough personal experience to fully judge, but they expressed confidence in the department's capabilities.
However, a few respondents did note areas for improvement:
• One respondent highlighted that Escondido is a very busy department and suggested the need for more units to ensure adequate response times. • Another respondent mentioned that the Fire Marshal does not respond to phone calls, pointing to an issue with communication.
• One person voiced concern about the fire department not taking a stronger stance on lithium battery storage facilities, citing fire hazards and toxic fumes. • There was also feedback about response times, with a respondent stating that it “took forever” for the department to respond to an emergency involving a car fire.
In summary, while most respondents are satisfied with the Escondido Fire Department and believe they are doing a great job, there are some calls for better resource allocation, improved communication, and addressing specific community concerns such as response times and hazardous facilities.
Attachment "1"
501
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
332
What is the Fire Department doing well?
Here is a summary of what respondents feel the Escondido Fire Department is doing well, listed from most to least occurring, along with example quotes where appropriate:
• Response to Emergencies: The most commonly mentioned positive was the department’s ability to respond quickly and effectively to emergencies, including fires and medical incidents.
▪ “Responding quickly.”
▪ “Putting out fires and responding to emergencies.”
▪ “Response times are great despite the traffic and bad citizen drivers.” • Professionalism and Training: Respondents frequently praised the professionalism of the staff and the high level of training.
▪ “Well-trained department.”
▪ “Professional personnel.”
▪ “Excellent training by the leadership at the department.” • Adequate Staffing and Resources: There was recognition that the department is doing well with the resources and staff they have, especially compared to other cities.
▪ “Adequate number of personnel arriving at scene.”
▪ “Effectively handling calls within the means of department staff and resources.” • Community Involvement and Leadership: Respondents noted the department’s community involvement and strong leadership as positive aspects. ▪ “Community involvement.”
▪ “They have a lot of strong leadership.”
• Maintaining Equipment and Facilities: Some respondents appreciated the department’s attention to maintaining firehouses, trucks, and equipment. ▪ “Maintaining the fire houses, trucks, and equipment. Great curb appeal and pride in their facilities.”
• Effective Communication: Respondents noted that the department does a good job of keeping the public informed through messaging during incidents. ▪ “Messaging was alerted regarding the most recent fire via text, call, and email.” Attachment "1"
502
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
333
• General Satisfaction: Many respondents expressed overall satisfaction with the fire department, with several stating that they have no complaints. ▪ “As far as I can see? Everything. We’re blessed to have them and their expertise.” ▪ “No complaints here.”
▪ “Everything.”
• Caring for the Community: Some respondents mentioned the department’s commitment to caring for the community despite the challenges they face, such as staffing and resource limitations.
▪ “Caring for the community and being well trained despite their limited resources.” In summary, the Escondido Fire Department is highly regarded for its response times, professionalism, community involvement, and effective management of resources, with many respondents expressing overall satisfaction and appreciation for their services.
Please list any concerns you have regarding your Fire Department.
Here is a list of the concerns raised by respondents regarding the fire department, ordered from most to least occurring, along with example quotes where appropriate:
• Funding and Resources: Several respondents expressed concerns about the fire department being underfunded and understaffed.
▪ “I hope they are funded well.”
▪ “Lack of staff, strained staff, and limited resources and support can cause increased emergencies and issues within the community.” ▪ “Not having enough resources for all areas or as many calls come in.” ▪ “Understaffed and underfunded.”
• Response Times: Concerns about slow response times were noted, especially as the city grows and for more remote areas like Rancho San Pasqual. ▪ “Travel time to our homes to provide support. They took what seemed like forever to get to our house.”
▪ “Response time to Rancho San Pasqual.”
▪ “As our city grows, ensuring we have enough stations to promote quick response time.”
Attachment "1"
503
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
334
• Battery Facilities and Fire Hazards: Respondents were worried about the risks associated with battery energy storage systems (BESS) close to homes. ▪ “Battery facilities close to homes.”
▪ “Permitting (BESS) Battery Energy Storage Systems within City of Escondido jurisdiction.”
▪ “The battery fire was awful, and the hazardous smoke fumes blew east over southeast Escondido.”
• Fitness and Standards: There was a concern about maintaining high fitness and ability standards for firefighters.
▪ “I am concerned about an infection of DEI or ESG standards that lower the current standards of fitness and ability. I need to know that the very best is going to get my family and friends to safety.”
• Sirens and Noise: A few respondents mentioned discomfort with constant sirens in their neighborhoods.
▪ “I dislike the constant sirens. I hear them every day, all day. It becomes annoying beyond belief.”
• Preparedness for Catastrophic Events: Some respondents were uncertain about the fire department’s preparedness for large-scale events.
▪ “I'm not sure how prepared they are in case of a catastrophic fire. I wish they would let the public know what training they have.”
• City Growth and Expansion: As the city grows, there are concerns about the fire department’s ability to expand services and stations to keep up. • Brush Clearing and Fire Prevention: There were a couple of concerns about the department not holding the city accountable for brush clearing. ▪ “They don’t hold the city responsible for brush clearing.” • General Satisfaction or No Concerns: A number of respondents reported no concerns, indicating satisfaction with the fire department’s performance. ▪ “None.”
▪ “No big concern.”
▪ “From the outside looking in, things seem to be working fine.” Attachment "1"
504
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
335
This ranking reflects the overall distribution of concerns, with funding, response times, and battery facilities being the most frequently mentioned issues.
In your opinion, are there areas within the community that need more attention or resources from the Fire Department?
Here is a summary of the responses regarding areas within the community that may need more attention or resources from the Fire Department, listed from most to least occurring, along with example quotes where appropriate:
• No Concerns or Unaware: The most common response indicated that respondents either had no concerns or were unaware of specific areas needing more attention. ▪ “No.”
▪ “None.”
▪ “I’m not aware enough to judge.”
• More Fire Stations or Resources: Some respondents felt the community could benefit from more fire stations or resources in specific areas, particularly the east side of Escondido.
▪ “Yes, East side of Escondido.”
▪ “Far east side of town.”
▪ “More fire stations.”
• Fire Hazards and Brush Management: Several respondents mentioned the need for better fire hazard management and brush abatement to prevent wildfires. ▪ “Fire hazards.”
▪ “Better job of inspecting properties for defensible space. Too many properties have too much brush.”
▪ “Increased pressure on state and county regarding preventive measures such as weed/brush abatement.”
• Fire Prevention and Public Education: Some respondents suggested more emphasis on fire prevention, including public education on how citizens can help and fire safety classes.
▪ “Fire prevention clean up public spaces, educating on how citizens can help and be responsible.”
▪ “Fire safety classes? Maybe a short video on a social media site?” ▪ “Brush management education.”
Attachment "1"
505
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
336
• Additional Ambulances or Paramedic Units: A few respondents noted the need for additional ambulances or paramedic units, especially in certain parts of town. ▪ “Placing a Paramedic Ambulance at Station 6.”
▪ “The southeast side could use another ambulance.”
• Recruitment and Career Exposure: One respondent emphasized the importance of recruiting young people and exposing them to firefighting as a career path. ▪ “Recruiting, I think you need to expose young people early & often so more will consider it as a career path.”
• Community Support and Public Involvement: A few respondents mentioned the need for more support from the public and better communication with areas outside of central Escondido.
▪ “Support from the public.”
▪ “More communication with unincorporated areas of Escondido.” • Specialized Concerns (e.g., Lithium Batteries, Narcan): A couple of respondents highlighted specific concerns, such as lithium battery fires and distributing Narcan in schools.
▪ “EV/solar battery/other lithium-ion battery fires.”
▪ “Distribute Narcan to schools.”
In summary, while many respondents expressed no concerns or were unaware of areas needing more attention, there were frequent mentions of the need for more fire stations, better fire hazard management, and increased fire prevention education. Additionally, some respondents noted the need for additional ambulances and better community engagement.
Attachment "1"
506
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
337
How should the Fire Department prioritize its budget and resources? Here is a summary of responses regarding how the fire department should prioritize its budget and resources, listed from most to least occurring, along with example quotes where appropriate:
• Personnel (Hiring, Training, and Retention): The most frequent suggestion was to prioritize personnel, including recruitment, training, retention, and competitive salaries.
▪ “Personnel—salary/benefits, mental well-being, physical fitness/health.” ▪ “High-quality staff and up-to-date equipment.”
▪ “Hire more staffing to cut down on guys working so much.” ▪ “Make sure that their pay scales are competitive or above the region so they don’t lose key well-trained personnel.”
• Training: Many respondents emphasized the importance of training for staff to ensure high performance and preparedness.
▪ “Training, preparation, public outreach/education.”
▪ “Firefighters training, more fire stations, increased pay, better equipment, more personnel.”
▪ “FIRE SAFETY AND TRAINING.”
• Equipment and Apparatus: Ensuring the department has modern, reliable equipment and apparatus was another common priority.
▪ “Equipment and staffing.”
▪ “Upgrade equipment/trucks etc.”
▪ “Having appropriate apparatus and equipment to meet the mission of an all- hazard response agency.”
• Pay and Benefits: Several respondents suggested prioritizing competitive salaries and benefits to retain talent and improve morale.
▪ “Pay and benefits.”
▪ “Competitive salaries and top-of-the-line state-of-the-art equipment.”
Attachment "1"
507
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
338
• More Resources and Fire Stations: Respondents highlighted the need for more resources and additional fire stations to meet the community's growing demands. ▪ “More resources.”
▪ “Another station.”
▪ “People and apparatus.”
• Public Education and Outreach: A few respondents mentioned public education and outreach as important areas where resources should be allocated. ▪ “Training, public education.”
▪ “Public outreach and education.”
• Prevention Services and Inspection: Some respondents pointed to the importance of prevention services, inspections, and ensuring safety measures are in place. ▪ “Protection of life and property—fire and medical, personnel education, equipment, inspections, and educating the public.”
• General Satisfaction with Current Priorities: A few respondents expressed trust in the department's current budget priorities, stating they would support the department in how they currently manage resources.
▪ “As it is currently, I guess.”
▪ “However it feels necessary. I trust that what the department is currently doing or what it needs, they know better than I do.”
• Pensions and Budget Allocation: One respondent suggested reallocating budget priorities away from pensions and focusing more on current needs. ▪ “Less on pensions, more on current needs.”
In summary, respondents believe the fire department should prioritize personnel, training, equipment, and competitive pay, with additional support for more resources and fire stations. Public education and prevention services were also noted, along with general trust in the department's current practices.
Attachment "1"
508
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
339
Do you feel the Fire Department services are accessible and inclusive to all community members, including those with disabilities or non-English speakers? Here is a summary of responses regarding whether the Fire Department's services are accessible and inclusive to all community members, including those with disabilities or non- English speakers, listed from most to least occurring, along with example quotes where appropriate:
• Yes, Accessible and Inclusive: The majority of respondents felt that the Fire Department’s services are accessible and inclusive to all community members. ▪ “Absolutely.”
▪ “Yes, absolutely.”
▪ “Yes, very friendly and inclusive.”
▪ “Yes, why wouldn’t they be?”
• Not Sure/Unsure: A significant number of respondents indicated that they were not sure or did not have enough information to judge whether services are accessible and inclusive.
▪ “Not sure.”
▪ “I’m not aware enough to judge.”
▪ “I think so, but I am not often interacting with the FD.” • Yes, with Concerns or Suggestions: A few respondents expressed agreement but also raised potential concerns or suggestions, such as the need for bilingual staff, mental health training, or access to translation equipment. ▪ “I’m not sure, but it would be important to have bilingual staff or training and access to translation equipment.”
▪ “Probably yes.”
• No, Not Accessible or Inclusive: A small number of respondents expressed the belief that the Fire Department is not accessible or inclusive, with one mentioning that the overworked staff affects accessibility.
▪ “Nope.”
▪ “No, it is not. Personnel is extremely drained and overworked, which is not as accessible or inclusive to all members of the community.”
Attachment "1"
509
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
340
• Other Responses: There were a few miscellaneous responses, including one respondent calling the question irrelevant or unnecessary. ▪ “That’s a dumb question.”
▪ “Unknown.”
In summary, most respondents believe that the Fire Department’s services are accessible and inclusive, though there were several who were unsure and a few who expressed concerns about staffing and inclusivity. A few respondents offered suggestions for improving accessibility, particularly in terms of language services and mental health training.
We appreciate the time and effort you have invested in completing this survey. If you have any additional comments or opinions, please note them below. Thank you again! Here is a summary of the additional comments or opinions provided by respondents, listed from most to least occurring, along with example quotes where appropriate:
• Gratitude and Appreciation: The majority of respondents expressed gratitude and thanks for the work of the fire department.
▪ “Thanks for your hard work!”
▪ “Thank you for keeping us safe!”
▪ “Thank you for all that you do.”
▪ “Great job, EFD!”
• Acknowledgment of Challenges and Growth Needs: Some respondents acknowledged the challenges the department faces, including the need for more resources and funding as the city grows.
▪ “It does not go unnoticed how busy the department is and that more resources and funding will be needed in the future as we continue to grow and develop as a city.”
• Specific Suggestions or Ideas: A couple of respondents provided specific ideas for events or improvements.
▪ “I think it would be fun to pair the fire department with an adoption event with the Escondido Humane Society!”
▪ “Your PR end needs to hit up the auto manufacturers & dealers to donate a special Jaws of Life for EVs. I am astounded that hasn’t happened.” Attachment "1"
510
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
341
• Community Involvement: A few respondents mentioned the desire for more community involvement from the fire department.
▪ “Thankfully I haven't had to use this service, but more community involvement would be nice.”
• Thanks to the Fire Department and Their Families: Some respondents extended their gratitude not only to the firefighters but also to their families for the sacrifices they make.
▪ “We’re blessed and I’m so thankful for the sacrifices that you guys make every single day for your community. And I thank your families for their sacrifices as well.”
• Positive Feedback on Recent Performance: A couple of respondents specifically commended the fire department for their performance during the summer season and wildfire challenges.
▪ “I think the Escondido Fire Department has done a great job this summer and with all of its challenges with personnel being called out to the wildfires.” ▪ “Exceptional job with the BESS fire at 571 Enterprise recently. The follow-up air and water quality reports coordinated by the county were very insightful.” In summary, most respondents expressed gratitude and appreciation for the fire department’s work, while a few offered specific suggestions for improvement or more community engagement. There was also recognition of the department’s challenges and a desire for continued support as the city grows.
Attachment "1"
511
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
342
Appendix D: Table of Figures
Figure 1: Escondido Fire Department Actual Revenue and Expenses (FY 2019–FY 2023) ........ 7 Figure 2: Emergency Medical Services Budget (FY 2019–FY 2023).............................................. 9 Figure 3: Annual EMS Billing Summary .......................................................................................... 11 Figure 4: Payer Mix Percentages for EFD (2019–2023) ................................................................ 12 Figure 5: Non-Uniformed Administrative Support Staffing .......................................................... 17 Figure 6: Uniformed Administrative & Support Staff .................................................................... 17 Figure 7: Uniformed Operational Staff .......................................................................................... 18 Figure 8: Battalion 1 Staffing Model .............................................................................................. 23 Figure 9: Current Approved MPDS Determinant Codes ............................................................. 37 Figure 10: ALS vs. BLS Ambulance Transports (2021–2023) ......................................................... 38 Figure 11: ALS vs. BLS Transports (2021) ......................................................................................... 39 Figure 12: ALS vs. BLS Transports (2022) ......................................................................................... 39 Figure 13: ALS vs. BLS Transports (2023) ......................................................................................... 40 Figure 14: Transport Performance by Initial Dispatch Patient Acuity— 90th Percentile (2021– 2023) ......................................................................................................................................... 41 Figure 15: Turnaround Performance by Initial Dispatch Patient Acuity— 90th Percentile (2021–2023) .............................................................................................................................. 41 Figure 16: Paramedic Receiving Centers and Frequency ......................................................... 42 Figure 17: Paramedic Receiving Center Destination Frequency (2023) .................................. 43 Figure 18: EMS Service Demand (2019–2023) .............................................................................. 46 Figure 19: EMS Call Volume by Code & Description (2019–2023) ............................................. 47 Figure 20: EMS Service Demand by Month (2019–2023) ............................................................ 48 Figure 21: EMS Service Demand by Day of Week (2019–2023) ................................................. 49 Figure 22: EMS Service Demand by Hour of Day (2019–2023) ................................................... 50 Figure 23: Busiest Consecutive Service Delivery Periods ............................................................ 50 Figure 24: EMS Service Demand by Day & Hour (2019–2023) .................................................... 51 Figure 25: Frequent EMS Service Demand Locations (2019–2023) ............................................ 52 Figure 26: Total EMS Service Demand Density (2019–2023) ....................................................... 53 Figure 27: EMS Incidents Per Ambulance (2023) ......................................................................... 54 Figure 28: Daytime EMS Density (2019–2023) ............................................................................... 55 Figure 29: Nighttime EMS Density (2019–2023) ............................................................................. 56 Figure 30: EMS Incidents by Response Area (2019–2023) ........................................................... 57 Attachment "1"
512
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
343
Figure 31: Unit Hour Utilization (2019–2023) .................................................................................. 58 Figure 32: EMS Calls Unit Concurrency Percentages (2019–2023) ............................................ 59 Figure 33: Ambulance Unit Hour Utilization (2019–2023) ............................................................. 60 Figure 34: Commitment Factors as Developed by Henrico County (VA) (2016) .................... 61 Figure 35: Response Time Continuum ........................................................................................... 63 Figure 36: NFPA 1710 Standards for EMS Responses ................................................................... 64 Figure 37: EFD EMS Calls Response Performance 90th Percentile (2019–2023) ....................... 64 Figure 38: EMS Incidents Response Performance—90th Percentile (2019–2023) ..................... 65 Figure 39: EFD Call Processing Time Analysis (2019–2023) .......................................................... 66 Figure 40: EFD Turnout Time Analysis (2019–2023) ........................................................................ 67 Figure 41: EFD Travel Time Analysis (2019–2023) .......................................................................... 68 Figure 42: EFD Response Time Analysis (2019–2023) .................................................................... 69 Figure 43: EFD Total Response Time Analysis (2019–2023) .......................................................... 70 Figure 44: EFD Population Projections (2025–2035) ..................................................................... 72 Figure 45: Minimum Projected Service Demand (2035) ............................................................. 73 Figure 46: Forecasted Service Demand (2024–2035) ................................................................. 74 Figure 47: Automatic & Mutual Aid Medical Calls Growth (2019–2034) ................................... 75 Figure 48: Automatic & Mutual Aid Transport Calls (2019–2023) ............................................... 75 Figure 49: Estimated Annual Costs for 24-hour Ambulance (ALS) ............................................. 82 Figure 50: Estimated Ambulance One-Time Costs ...................................................................... 82 Figure 51: EMS Calls Travel Times Percentages (2023) ................................................................ 84 Figure 52: 5-Minute or More Travel Time Calls (2023) .................................................................. 85 Figure 53: 5-Minute or More Travel Time Calls—Zoom In (2023) ................................................. 86 Figure 54: EMS Stations Travel Time Areas .................................................................................... 87 Figure 55: Proposed Station 6 EMS Travel Times ........................................................................... 88 Figure 56: Ambulance Response Times Percentages (2023) ..................................................... 91 Figure 57: Ambulance Transportation Times—90th Percentile (2023) ........................................ 92 Figure 58: Ambulance Staffing Costs............................................................................................ 93 Figure 59: Equipment & Supply Costs ........................................................................................... 94 Figure 60: Ambulance Operating Costs ....................................................................................... 94 Figure 61: Technology and Support Services Costs .................................................................... 96 Figure 62: Liability Costs .................................................................................................................. 96 Figure 63: Total Annual Ambulance Transportation Costs ......................................................... 97 Attachment "1"
513
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
344
Figure 64: Calculated Transports and Payer Mix ....................................................................... 101 Figure 65: Medicare and Medi-Cal Allowable Charges .......................................................... 105 Figure 66: Current EFD Average Transport Billing ....................................................................... 108 Figure 67: EFD System Value with Current Fees ......................................................................... 108 Figure 68: Survey of Ambulance Transport Fees in San Diego County ................................... 109 Figure 69: Estimated Five-Year System Value (2024–2028) ....................................................... 111 Figure 70: Estimated Revenues with addition of Night and EKG Charges ............................. 111 Figure 71: 5 Year Revenue Projections with new Charges Structure Implemented .............. 112 Figure 72: Proposed Annual FRF Revenue ................................................................................. 115 Figure 73: Proposed Annual VAF Program Revenue ................................................................ 116 Figure 74: Escondido Fire Department Service Area Map ....................................................... 124 Figure 75: Escondido Fire Department Organization Chart (2025) ......................................... 125 Figure 76: EFD Staffing Allocations .............................................................................................. 130 Figure 77: Escondido Fire Department Actual Revenue and Expenses (FY 2019–FY 2023) .. 132 Figure 78: Annual EMS Billing Summary ...................................................................................... 133 Figure 79: Payer Mix for EFD (2019 through 2023) ...................................................................... 134 Figure 80: Fire Station Rating Criteria .......................................................................................... 136 Figure 81: Fire Station 1 ................................................................................................................. 137 Figure 82: Fire Station 2 ................................................................................................................. 138 Figure 83: Fire Station 3 ................................................................................................................. 139 Figure 84: Fire Station 4 ................................................................................................................. 140 Figure 85: Fire Station 5 ................................................................................................................. 141 Figure 86: Fire Station 6 ................................................................................................................. 142 Figure 87: Fire Station 7 ................................................................................................................. 143 Figure 88: Summary of EFD’s Fire Stations ................................................................................... 144 Figure 89: Vehicle Condition Criteria .......................................................................................... 147 Figure 90: EFD Frontline Fire Apparatus ...................................................................................... 148 Figure 91: EFD Reserve Fire Apparatus ....................................................................................... 149 Figure 92: EFD Ambulance Fleet ................................................................................................. 150 Figure 93: EFD Command & Support Vehicles .......................................................................... 151 Figure 94: Economic Theory of Vehicle Replacement ............................................................. 153 Figure 95: Apparatus and Staffing by Station ............................................................................ 156 Figure 96: Critical Task Analysis—Low Fire Risk ........................................................................... 159 Attachment "1"
514
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
345
Figure 97: Alarm Assignments—Low Fire Risk Incident .............................................................. 159 Figure 98: Critical Task Analysis—Moderate Fire Risk ................................................................. 160 Figure 99: Alarm Assignments—Moderate Fire Risk Incident .................................................... 160 Figure 100: Critical Task Analysis—High Fire Risk ........................................................................ 161 Figure 101: Alarm Assignments—High Fire Risk Incident ........................................................... 161 Figure 102: Critical Task Analysis—Maximum Fire Risk ............................................................... 162 Figure 103: Alarm Assignments—Maximum Fire Risk Incident .................................................. 162 Figure 104: Critical Task Analysis—Low EMS Risk ........................................................................ 163 Figure 105: Alarm Assignments—Low Fire EMS Incident ........................................................... 163 Figure 106: Critical Task Analysis—Moderate EMS Risk ............................................................. 164 Figure 107: Alarm Assignments—Moderate EMS Risk Incident ................................................ 164 Figure 108: Critical Task Analysis—High EMS Risk ....................................................................... 165 Figure 109: Alarm Assignments—High EMS Risk Incident .......................................................... 165 Figure 110: Critical Task Analysis—Maximum EMS Risk .............................................................. 166 Figure 111: Alarm Assignments—Maximum EMS Risk Incident ................................................. 166 Figure 112: Critical Task Analysis—Low Wildland Risk ................................................................ 167 Figure 113: Alarm Assignments—Low Wildland Risk Incident ................................................... 167 Figure 114: Critical Task Analysis—Moderate Wildland Risk ..................................................... 168 Figure 115: Alarm Assignments—Moderate Wildland Risk Incident ........................................ 168 Figure 116: Critical Task Analysis—High Wildland Risk ............................................................... 169 Figure 117: Alarm Assignments—High Wildland Risk Incident .................................................. 169 Figure 118: Critical Task Analysis—Low Technical Rescue Risk ................................................ 170 Figure 119: Alarm Assignments—Low Technical Rescue Risk Incident ................................... 170 Figure 120: Critical Task Analysis—Moderate Technical Rescue Risk ...................................... 171 Figure 121: Alarm Assignments—Moderate Technical Rescue Risk Incident ......................... 171 Figure 122: Critical Task Analysis—High Technical Rescue Risk ................................................ 172 Figure 123: Alarm Assignments—High Technical Rescue Risk Incident ................................... 172 Figure 124: Critical Task Analysis—Maximum Technical Rescue Risk ...................................... 173 Figure 125: Alarm Assignments—Maximum Technical Rescue Risk Incident ......................... 173 Figure 126: Critical Task Analysis—Low HazMat Risk .................................................................. 174 Figure 127: Alarm Assignments—Low HazMat Risk Incident ..................................................... 174 Figure 128: Critical Task Analysis—Moderate HazMat Risk ....................................................... 175 Figure 129: Alarm Assignments—Moderate HazMat Risk Incident .......................................... 175 Attachment "1"
515
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
346
Figure 130: Critical Task Analysis—High HazMat Risk ................................................................. 176 Figure 131: Alarm Assignments—High HazMat Risk Incident .................................................... 176 Figure 132: Critical Task Analysis—Maximum HazMat Risk ....................................................... 177 Figure 133: Alarm Assignments—Maximum HazMat Risk Incident .......................................... 177 Figure 134: Population Estimates (2011–2023) ........................................................................... 178 Figure 135: Age Risks ..................................................................................................................... 180 Figure 136: Gender Percentages by Age .................................................................................. 181 Figure 137: Population with a Disability ...................................................................................... 182 Figure 138: Language Barriers ..................................................................................................... 183 Figure 139: Population in Poverty ................................................................................................ 184 Figure 140: Population without Insurance .................................................................................. 185 Figure 141: Education Levels ....................................................................................................... 186 Figure 142: Race & Ethnicity ........................................................................................................ 187 Figure 143: Owner and Renter Occupied Housing ................................................................... 188 Figure 144: Age of Housing .......................................................................................................... 189 Figure 145: Housing Units per Building ......................................................................................... 190 Figure 146: Average Monthly High Temperatures (2011–2023) ............................................... 192 Figure 147: Average Monthly Low Temperature (2011–2023) .................................................. 192 Figure 148: National Weather Service Heat Index Chart ......................................................... 193 Figure 149: Average Monthly Wind Speeds, MPH (2011–2023)................................................ 194 Figure 150: Wind Rose .................................................................................................................. 195 Figure 151: Average Monthly Precipitation (2011–2023) .......................................................... 196 Figure 152: Drought Conditions ................................................................................................... 197 Figure 153: Significant Wildfires in San Diego County ............................................................... 198 Figure 154: Fire Hazard Severity Zones ........................................................................................ 200 Figure 155: FEMA Flood Zones ..................................................................................................... 202 Figure 156: Earthquake Faults and Liquefaction Zones ............................................................ 204 Figure 157: Target Hazards ........................................................................................................... 206 Figure 158: Hazardous Materials Tier II Locations ....................................................................... 208 Figure 159: Annual Average Daily Traffic Vehicle and Truck Counts ...................................... 209 Figure 160: Major Roads ............................................................................................................... 210 Figure 161: Railway Location ....................................................................................................... 213 Figure 162: Fire Hydrant Locations .............................................................................................. 215 Attachment "1"
516
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
347
Figure 163: Communication Systems .......................................................................................... 217 Figure 164: Regional Housing Needs Allocation (2021–2029) .................................................. 220 Figure 165: Current Development Under Construction ............................................................ 220 Figure 166: City of Escondido Zoning ......................................................................................... 221 Figure 167: School Locations ....................................................................................................... 223 Figure 168: Assembly Occupancies ........................................................................................... 225 Figure 169: Clinical Facilities and Hospitals ................................................................................ 227 Figure 170: Congregate Care/Nursing Homes .......................................................................... 228 Figure 171: Multi-Family Housing Units ......................................................................................... 229 Figure 172: Buildings Three Stories or More ................................................................................. 230 Figure 173: Buildings 50,000 Square Feet and Greater ............................................................. 231 Figure 174: Buildings with Large Fire Flows (> 2,000 gallons per minute) ................................. 232 Figure 175: Three-Axis Risk Classification Process ....................................................................... 234 Figure 176: Probability or Likelihood of Occurrence ................................................................. 235 Figure 177: Consequence to the Community ........................................................................... 235 Figure 178: Impact on Operational Forces ................................................................................ 236 Figure 179: Fire Response Risk Assessment ................................................................................. 237 Figure 180: Fire Three-Axis Risk Classifications ............................................................................ 237 Figure 181: EMS Response Risk Assessment ................................................................................ 238 Figure 182: EMS Three-Axis Risk Classifications ........................................................................... 238 Figure 183: Technical Rescue Response Risk Assessment ......................................................... 239 Figure 184: Technical Rescue Three-Axis Risk Classifications .................................................... 239 Figure 185: Hazardous Materials Response Risk Assessment .................................................... 240 Figure 186: Hazardous Materials Three-Axis Risk Classifications ............................................... 240 Figure 187: Wildland Fires Response Risk Assessment ................................................................ 241 Figure 188: Wildland Fires 3-Axis Risk Classifications .................................................................. 241 Figure 189: EFD Property Loss per 1,000 Population .................................................................. 242 Figure 190: Fires per 1,000 Population ......................................................................................... 242 Figure 191: Intentionally Set Fires (2020–2023) ........................................................................... 243 Figure 192: EFD Call Volume Workload History (2019–2023) ..................................................... 244 Figure 193: EFD Total Service Demand by Year (2019–2023) ................................................... 245 Figure 194: NFIRS Codes & Descriptions ..................................................................................... 245 Figure 195: Calls by Incident Type (2019–2023) ......................................................................... 246 Attachment "1"
517
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
348
Figure 196: Incident Breakdown by Type (2019–2023) .............................................................. 247 Figure 197: Service Demand by Month & Type (2019–2023).................................................... 248 Figure 198: Service Demand by Day of Week & Type (2019–2023) ........................................ 249 Figure 199: Total Incidents by Hour of Day & Type (2019–2023) .............................................. 250 Figure 200: Busiest Consecutive Service Delivery Periods ........................................................ 250 Figure 201: Service Demand by Day & Hour (2019–2023) ........................................................ 251 Figure 202: Total Calls Service Demand Density (2019–2023) .................................................. 253 Figure 203: EFD Fire Incident Demand Density (2019–2023) ..................................................... 254 Figure 204: EFD Structure Fires (2019–2023) ................................................................................ 255 Figure 205: Structure Fires by Hour of Day (2019–2023) ............................................................ 256 Figure 206: Incidents Calls Per Unit (2023) .................................................................................. 256 Figure 207: Travel Time Analysis—4, 8 & 12 Minutes .................................................................. 257 Figure 208: Effective Response Force (ERF)—8-Minute Travel .................................................. 259 Figure 209: ISO 1.5-Mile Engine Travel Distance ........................................................................ 260 Figure 210: ISO 2.5-Mile Truck Travel Distance (Station 1) ......................................................... 261 Figure 211: ISO 5.0-Mile Distance from EFD Fire Stations ........................................................... 262 Figure 212: Apparatus Utilization EFD Total Calls (2019–2023) .................................................. 263 Figure 213: EFD Engine Unit Hour Utilization ................................................................................ 264 Figure 214: Commitment Factor Scale ....................................................................................... 265 Figure 215: Response Unit Concurrency Percentages (2019–2023) ........................................ 266 Figure 216: Number of Apparatus Per Incident ......................................................................... 267 Figure 217: Annual Reliability by Fire Station .............................................................................. 267 Figure 218: NFPA 1710 Standards for Fire/EMS Responses ........................................................ 269 Figure 219: Call Processing by Type of Incident (2019–2023) ................................................... 270 Figure 220: EFD Call Processing Time Analysis (2019–2023) ...................................................... 271 Figure 221: Turnout Time Performance by Call Type (2019–2023) ........................................... 272 Figure 222: Turnout Time Performance by Hour of Day (2019–2023) ....................................... 272 Figure 223: Travel Time Performance by Call Type (2019–2023) .............................................. 273 Figure 224: Travel Time Performance by Hour of Day (2019–2023) ......................................... 274 Figure 225: First Unit Arrival Performance ................................................................................... 275 Figure 226: First Unit Arrival Performance by Hour of Day (2019–2023) ................................... 275 Figure 227: Call Received to Arrival by Call Type ..................................................................... 276 Figure 228: Call Received to Arrival by Hour of Day (2019–2023) ........................................... 277 Attachment "1"
518
Item14.
Multi-Phase Fire & EMS Study Escondido Fire Department
349
Figure 229: EFD Population Projections (2025–2035) ................................................................. 279 Figure 230: Minimum Projected Service Demand (2035) ......................................................... 280 Figure 231: Forecasted Service Demand (2024–2035) ............................................................. 281 Figure 232: Fire Growth versus Reflex Time ................................................................................. 283 Figure 233: Cardiac Arrest Sequence ........................................................................................ 285 Figure 234: EFD Turnout and Response Time Metrics ................................................................ 286 Figure 235: Recommended Organizational Structure .............................................................. 293
Attachment "1"
519
Item14.
STAFF REPORT
June 25, 2025
File Number 0110-20
SUBJECT
URBAN FORESTRY MANAGEMENT PROGRAM INFORMATIONAL ITEM
DEPARTMENT
Development Services Department
RECOMMENDATION
Request the City Council receive Urban Forestry Management Program Project (“Project”) presentation.
Staff Recommendation: Receive and File (Development Services: Christopher W. McKinney, Deputy City Manager/ Interim Director of Development Services)
Presenter: Pricila Roldan, Associate Planner
ESSENTIAL SERVICE – Yes, Maintenance of Parks facilities/Open Spaces COUNCIL PRIORITY – Increase Retention and Attraction of People and Businesses to Escondido
FISCAL ANALYSIS
This item is informational only. T he Urban Forestry Management Program, comprised of the creation of the Urban Forestry Management Plan, tree plantings, and subsequent policy alignment, is grant funded by the U.S. Department of Agriculture (“USDA”) and U.S. Forest Service (“USFS”) in the amount of $665,500.
PREVIOUS ACTION
August 14, 2024: The Escondido City Council voted 5-0 to adopt Resolution No. 2024-127, authorizing the City to accept grant funds from the USDA/USFS in the amount of $665,500 to develop the Urban Forestry Management Plan and fund maintenance for Arbor Day plantings.
October to December 2024: Planning staff released a Request for Proposals soliciting consultant support for the grant. City staff concluded that Dudek would be the most qualified consulting team due to their experience and ability to deliver on the grant’s scope of work.
February 19, 2025: The Escondido City Council approved Resolution No. 2025 -09, awarding a consulting agreement to Dudek for development of the Urban Forestry Management Plan. 520
Item15.
BACKGROUND
The City of Escondido ’s Climate Action Plan (“CAP”) seeks to reduce Citywide emissions through 11 strategies and over a dozen implementation measures. Strategy 9 of the CAP directs the City to develop an Urban Forestry P lan (“UFMP”). Urban Forestry Plans are documents that guide the care for a City’s urban forests. An urban forest is a collection of trees that grow within a city , and may include public spaces, such as: trees in parks, along street rights of way, as well as any other public property area. Urban forests may also include private property as well, such as in private yards. Current literature on urban forests shows that e xpanding a City’s urban forest reduces exposure to heat and particulate matter thereby improving public health; lowers energy bills through reducing pockets of heat from impervious surfaces like asphalt; and makes public spaces more enjoyable for community members.
In 2024, the Escondido City Council voted 5-0 to adopt Resolution No. 2024 -127, authorizing the City to accept grant funds from the USDA/USFS in the amount of $665,500 (“UFMP Grant”). The UFMP Grant aims to produce an UFMP and fund ongoing tree maintenance for tree plantings. In late 2024, Planning staff released a Notice of Request for Proposals and selected Dudek as the most qualified consultant to develop an UFMP.
The UFMP Grant was initially scoped to take place during a three -year timeframe. However, in March 2025 the Federal Administration announced mass reductions and early retirements to the U SFS which forecasts spending cuts across several Forest Service programs in the next fiscal year --which begins in October 2025. Funding uncertainty has reduced the UFMP Grant’s initial timeline to September 30, 2025, making the three -year project a five -month projec t. Staff has been working diligently with Dudek to deliver on the grant’s objectives within the new timeframe.
The UFMP Grant seeks to develop a document/plan that will guide how the City cares for its urban forest.
Recommendations will be based on:
1. An A nalysis of Urban Forestry Resources: A tree -inventory sustainability and environmental services analysis for publicly-managed trees, and a Citywide canopy cover analysis for the entire urban forest (public and private trees); and
2. A programmatic review of the processes, policies, and procedures of the City’s tree maintenance program to ensure alignment across all regulatory and guiding documents; and
3. A collection of community input from outreach and engagement events.
Initially, the City planned to use a portion of the UFMP Grant to fund ongoing tree maintenance specifically for Arbor Day plantings . However, changes to the UFMP G rant’s timeline have re -directed a partial amount of funding for tree plantings to more generalized areas for planting. The UFMP Grant stipulates a focus on neighborhoods identified as experiencing a disproportionate amount of heat, air pollution, health risks and more, in accordance with the Council on Environmental Quality’s Climate and Economic Justice Screening Tool (“CEJST”). The City’s application for the UFMP Grant included a focus on CEJST 521
Item15.
neighborhoods, which waived a 50-percent match requirement. To meet the UFMP Grant’s stipulations, the City will prepare planting sites to occur in CEJST identified areas.
Resident engagement for tree plantings is currently underway. When a planting site is identified, homes will receive information about Escondido’s Free Street Tree Planting Program. Residents who opt -in will select a tree species based on their potential planting sites identified in their adjacent parkway area. Staff will guide the resident in species selection, and encourage the selection of the largest stature tree appropriate for each site. While tree plantings will be specific to CEJST communities and occur prior to the final UFMP, the final UFMP will provide findings and future recommendations for the entirety of the City.
To date, Dudek and City staff have begun analyses including tree -inventory sustainability and environmental values, community engagement and outreach efforts, and preparing a planting list for identified CEJST sites. The City is actively seeking input from the community via a survey and du ring community events. Timeline for the Project is as follows:
April 2025: Begin existing conditions assessment
May to August 2025: Community engagement
May to September 2025: Identification of vacant sites, tree plantings, and tree maintenance August 2025: UFMP Draft and regulatory update
ENVIRONMENTIAL ANALYSIS
The Project is Statutorily Exempt in accordance with Section 15262 of the CEQA Guidelines which does not require the preparation of an EIR or Negative Declaration for projects involving feasibility or planning studies that have not been approved, adopted, or funded.
PUBLIC INPUT
Dudek and City staff plan to conduct two focus group events in late June.
An Urban Forestry Management Plan survey is available for the public to provide input until July 18, 2025.
The survey can be accessed via the following link and is available in both English and Spanish. https://arcg.is/0C0Da2
Dudek and City staff will attend various community events in Spring and Summer 2025 including Escondido’s Street Festival, Valley Vibes, Cruising Grand Kick off, and National Night Out Against Crime.
ATTACHMENTS
a) Attachment “1”—Urban Forestry Management Plan Survey Flyer b) Attachment “2”—Urban Forestry Management Plan Free Tree Program Door Hanger 522
Item15.
Help shape the future of
ESCONDIDO’S TREES
Thoughts on
Escondido’s trees?
The City of Escondido is creating a
plan to care for our trees, and we
want to hear from you!
Take the survey. It takes
less than 10 minutes!
Survey closes
June 30th
Questions?
Email us: [email protected]
Learn more: www.escondido.gov/651
Why trees matter:
• Lower energy bills
• Clean our air and water
• Keep neighborhoods cooler
• Make outdoor spaces more enjoyable
Attachment "1"
523
Item15.
Sé parte del futuro de
LOS ÁRBOLES DE ESCONDIDO
¿Y tus opiniones sobre
los árboles de Escondido?
¡La Ciudad de Escondido está creando
un plan para cuidar nuestros árboles—
queremos escuchar tu opinión!
Los árboles importan porque:
• Limpian nuestro aire y agua
• Mantienen los vecindarios más frescos
• Reducen el costo de energía
• Hacen que los espacios al aire libre sean
más agradables
¿Preguntas?
Envíanos un correo: [email protected]
Aprende más: www.escondido.gov/651
Toma nuestra enuesta.
Toma menos de 10 minutos.
La encuesta termina
el 30 de Junio
Attachment "1"
524
Item15.
Adopt a Tree Today!
The City of Escondido is planting trees. The open
space near your street curb was identified as a
great place to grow a tree!
To qualify you must agree to:
🌱 Have a tree planted
🌱 Commit to watering your new tree, twice a
week for 3 years during the Dry Season (from
May-November).
Why 3 years?
Newly planted trees need time to adjust to their
new homes. Watering helps their roots “establish”
to the soil and climate.
Scan the QR code below before July 31.
The City will come and plant a tree for free!
¡La Ciudad de Escondido está plantando árboles!
Las áreas verdes alre
dedor de tu casa han sido
identificadas como lugares ideales para plantar
un árbol.
Para calificar, debes comprometerte
a lo siguiente:
🐝 Permitir que se plante un árbol
🐝 Regar tu árbol dos veces por semana durante
3 años en temporada de sequía (de mayo
a noviembre).
¿Por qué 3 años?
Los árboles recién plantados necesitan tiempo
para adaptarse a su nuevo hogar. Regarlos con
regularidad ayuda a que sus raíces se establezcan
y se adapten al clima.
Escanea el código QR a continuación antes del 31
de julio.
¡La Ciudad vendrá y plantará tu árbol gratis!
Attachment "2"
525
Item15.
When you adopt tree through the Request a Free
Tree program, you contribute to your community
by creating shaded walking paths, that cool your
neighborhood and provide cleaner air and water
for your community.
How it works:
🌱 A City inspector will visit your home to
confirm it’s eligible.
🌱 During the visit, they’ll help you choose a
tree species that fits the space and avoids
conflicts with utilities like power lines, street
lights, and water meters.
🌱 The City will come back to plant the tree
🌱 You help the tree grow by watering. Once
your tree matures and grows larger, the City
will maintain pruning for the tree.
Please note that trees will only be planted within
the City right-of-wayFunding for this project is supported by GreenLatinos and the U.S. Department of
Agriculture, Forest Service.”
Cuando adoptas un árbol a través del programa
Solicita un Árbol Gratis, contribuyes a tu comunidad,
dandole sombra a tu vecindad. Los arboles tambien
ayudan a mantener el agua y aire limpio.
Cómo funciona:
🐝 Un inspector visitará tu casa para confirmar
que sea elegible.
🐝 Durante la visita, le ayudará a elegir el árbol
adecuado para su espacio, asegurándose
que no cause conflictos con servicios públicos
como cables eléctricos y medidores de agua.
🐝 Luego, la Ciudad regresará para plantar su árbol
🐝 Al regarlo, ayudaras al árbol a crecer.
Cuando el árbol madure y crezca, la Ciudad
se encargará de podarlo.
Ten en cuenta que los árboles solo se plantarán en
áreas residenciales y dentro del la vía de la Ciudad.
Want more information?
¿Quiere más información?
escondido.gov/627/Request-a-Free-Tree
Call us to adopt at 760-839-4668
Attachment "2"
526
Item15.
KEY-
CONSENT CALENDAR CURRENT BUSINESS
PUBLIC HEARING WORKSHOP PROCLAMATION
7/2/2025 - NO MEETING (INDEPENDENCE DAY)
7/9/2025 - CANCELLED
527
Item16.