AGENDA
GROVER BEACH CITY COUNCIL
GROVER BEACH CITY HALL - COUNCIL CHAMBER
154 SOUTH EIGHTH STREET
GROVER BEACH, CALIFORNIA
MONDAY, MAY 11, 2026, 6:00 PM
Next Resolution No .26-13
Next Ordinance No. 26-02
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting, please contact the City Clerk's Office (805-473-4567) at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to the meeting.
CALL TO ORDER
CALL TO ORDER
FLAG SALUTE
ROLL CALL Council Members Kathy McCorry-Driscoll, Jules Tuggle, Clint Weirick, Mayor Pro Tem Robert Robert, and Mayor Kassi Dee
CLOSED SESSION ANNOUNCEMENTS
None
AGENDA REVIEW
At this time the City Council will review the order of business to be conducted and receive requests for, or make announcements regarding, any change(s) in the order of the day. The Council should adopt the agenda as presented or as revised by motion.
CEREMONIAL CALENDAR
1. Proclamation for National Public Works Week, May 17-23, 2026
PRESENTATIONS
2. Introduction of New Employees
Meetings can be viewed on cable Channel 20 in Grover Beach and are live streamed on www.slospan.org. Members of the public may provide public comment via the phone during the meeting by calling (805) 321-6639 (the phone line will open just prior to the start of the meeting at 6:00 PM). Written public comments can be submitted via email to [email protected]. To ensure distribution to the City Council, please submit comments not later than 12:00 p.m. the day of the meeting. All correspondence will be distributed to the City Council, posted on the City’s website, and be made part of the official public record of the meeting. Please note, comments will not be read into the record.
Agenda: Grover Beach City Council Meeting Page 2
Monday, May 11, 2026
PUBLIC COMMUNICATIONS
Any member of the public may address the Council for a period not to exceed three minutes total on any item of interest within the jurisdiction of this Council. The Council will listen to all communications; however, in compliance with the Brown Act, the Council cannot act on, or discuss, items not on the agenda.
CONSENT AGENDA
The following routine items listed below are scheduled for consideration as a group. Recommendations for each item are noted in parentheses. Members of the audience may speak on any item(s) listed on the Consent Agenda. Any Council Member, the City Attorney, or the City Manager may request that an item be withdrawn from the Consent Agenda to allow for full discussion. Items withdrawn from the Consent Agenda will be heard after the rest of the Consent Agenda is approved.
3. Minutes of the City Council Meeting on Monday, April 27, 2026 – City Clerk Sims (Recommended Action: Adopt the minutes as submitted or revised.)
VOICE VOTE
4. Certification of Signatures for a Citizen Initiative to Limit Certain Building Heights and Establish a Minimum Commercial Component in Mixed-Use Development – City Attorney Thompson
(Recommended Action: Accept a Petition and Certification of Signatures for a Citizen Initiative to Limit Certain Building Heights and Establish a Minimum Commercial Component in MixedUse Development and schedule an agenda item for the June 8, 2026 meeting to receive a Ballot Measure Report and consider adoption of the ordinance as written in the petition or submission of the ordinance to voters for the November 2026 election.)
5. Award of Construction Contract for Measure K-14 Street Improvements for CIP 2295-17 – CIP Manager Wiggin
(Recommended Action: Award a contract for construction of Capital Improvement Project 2295-17 as part of the Measure K-14 Street Rehabilitation Program to JJ Fisher Construction, Inc. in the amount of $2,499,999 for the Base Bid; authorize the City Manager to sign and affirm change orders for construction and construction management up to an aggregate of $300,000; and authorize the Mayor to execute the contract on behalf of the City.)
ROLL CALL VOTE
PUBLIC HEARING
6. Public Hearing and Second Reading of an Ordinance to Amend Chapter 119 (Fireworks) of Title XI (Business Regulations) to Regulate Social Hosts Allowing Illegal Fireworks – Assistant City Manager Eriksson
(Recommended Action: Conduct a public hearing and second reading and adopt an Ordinance Amending Chapter 119 (Fireworks) of Title XI (Business Regulations); and adopt a resolution to apply the changes in the ordinance retroactively to citees issues citations in 2025.)
ROLL CALL VOTE
REGULAR BUSINESS
7. Appointments to the Planning Commission – City Manager Bronson (Recommended Action: Conduct interviews of applicants and make appointments to fill three seats on the Planning Commission with two terms ending in 2030 and one term ending in 2028 to fill the remaining term of former Commission Hoffman’s seat.) Agenda: Grover Beach City Council Meeting Page 3
Monday, May 11, 2026
8. FY 2026-27 Budget Update and Draft Work Programs for Council Goals and Priorities – Administrative Services Director Szamet and Assistant City Manager Eriksson (Recommended Action: Receive a report on the FY 2026-27 budget development process and draft work programs for Council Goals and Priorities and provide input and direction to staff.)
9. Five Cities Fire Authority Community Risk Assessment/Standards of Cover Deployment Analysis – Fire Chief Hallett
(Recommended Action: It is recommended that the City Council receive a presentation on the Community Risk Assessment and Standards of Cover Development Analysis prepared by AP Triton to assist in the development of the Five Cities Fire Authority strategic plan that will support the emergency response needs in the member agency communities.)
COUNCIL COMMITTEE REPORTS
This item gives the Mayor and Council Members the opportunity to present reports to the other members regarding committees, commissions, boards, or special projects on which they may be participating.
SLO Council of Governments/SLO Regional Transit Authority Kassi Dee (Alt: Robert Robert) (SLOCOG / SLORTA)
South County Transit Committee Kassi Dee (Alt: Robert Robert) South SLO County Sanitation District (SSLOCSD) Kassi Dee (Alt: Clint Weirick) Central Coast Community Energy (3CE) Kathy McCorry-Driscoll (Alt: N/A) REACH Kathy McCorry-Driscoll (Alt: Robert Robert)
Visit SLO CAL Advisory Committee Kathy McCorry-Driscoll (Alt: Robert Robert) Air Pollution Control District (APCD) Robert Robert (Alt: Kassi Dee) Integrated Waste Management Authority (IWMA) Robert Robert (Alt: Kathy McCorry-Driscoll) Homeless Services Oversight Council (HSOC) Jules Tuggle (Alt: Clint Weirick) SLO County Water Resources Advisory Committee (WRAC) Jules Tuggle (Alt: Robert Robert) South County Chambers of Commerce Jules Tuggle (Alt: Robert Robert) Zone Three Advisory Committee Jules Tuggle (Alt: Robert Robert) California Joint Powers Insurance Authority (CJPIA) Clint Weirick (Alt: Kathy McCorry-Driscoll) Community Action Partnership of San Luis Obispo County Clint Weirick (Alt: Kassi Dee) (CAPSLO)
Five Cities Fire Joint Powers Authority Clint Weirick and Kassi Dee
COUNCIL COMMUNICATIONS
This item gives individual Council Members the opportunity to seek consensus for scheduling a specific item on a future agenda, authorizing staff time to provide background information and prepare a staff report for a future agenda, or to comment on upcoming Council business, City operations, projects or other items of community interest.
CITY MANAGER’S REPORTS AND COMMENTS
ADJOURNMENT
* * * * *
Agenda: Grover Beach City Council Meeting Page 4
Monday, May 11, 2026
Per Resolution No. 17-21, the public portion of City Council meetings will be scheduled to start at 6:00 p.m. and conclude no later than 11:00 p.m. Any open session items remaining on the agenda at 11:00 p.m. that have not been discussed or considered by the City Council will be continued to an adjourned meeting of the City Council (scheduled before the next regular meeting). However, the City Council may choose to continue the meeting past 11:00 p.m. upon a proper motion and a 4/5ths vote in favor of such an action.
* * * * *
Staff reports or other written materials relating to each item of business referred to on this agenda are available from the City website www.groverbeach.org and on file in the City Clerk’s Office. A public counter copy is available for public inspection and reproduction during normal business hours at City Hall, 154 South 8th Street, Grover Beach, CA. Related materials submitted after distribution of the agenda packet are available in the City Clerk's Office during normal business hours. If you have questions regarding any agenda item, please contact the appropriate City Department. Any writings or documents regarding any item on this agenda, not exempt from public disclosure, provided to a majority of the City Council and distributed subsequent to distribution of the agenda packet will be made available for public inspection in the City Clerk’s Office during normal business hours. * * * * *
Note: This agenda was prepared and posted pursuant to Government Code Section 54954.2. This agenda is subject to amendment up to 72 hours prior to the date and time set for the meeting. Please refer to the agenda posted at City Hall for any revisions or call the City Clerk’s Office at (805) 473-4567 for more information.
* * * * *
The agenda and staff reports are also available on the City’s website: www.groverbeach.org
CITY OF GROVER BEACH
POLICIES AND PROCEDURES FOR CONDUCT AND DECORUM AT COUNCIL MEETINGS (Pursuant to Resolution No. 07-44, adopted 04-16-07, revised 02-18-2020) The City Council and staff welcomes and encourages civic participation and debate on issues. The Council values the public’s opinion and in every Council meeting invite and encourage the public to address the Council on any matter of interest. The Council adopted these policies and procedures for appropriate conduct and decorum at Council meetings and establish guidance for public participation during Council meetings.
These policies will foster and provide greater clarity to preserve the intent of open government and maintain a positive environment for public input and City Council decision-making.
1.0 DECORUM AND ORDER – IN GENERAL
1.1 The presiding officer is responsible for the maintenance of order and decorum at all times.
1.2 The presiding officer shall determine all points of order subject to the right of any Council member to appeal to the City Council by majority vote. If any appeal is taken, the question shall be “Shall the decision of the presiding officer be sustained” in which event a majority vote of the Council shall govern and conclusively determine such question of order.
1.3 All Council members, staff members and members of the public should speak respectfully and avoid the use of profanity, vulgarity and slanderous comments. Recognizing that the First Amendment precludes the City Council from prohibiting speakers from speaking based upon the content of their speech, the presiding officer shall use their best efforts, short of enforcement action, to remind and encourage all participating in the meeting to keep their speech respectful towards others and within bounds appropriate for children and persons of sensitivity toward course language as a courtesy to others present or otherwise viewing Council meetings.
2.0 DECORUM AND ORDER – COUNCIL MEMBERS
2.1 Manner of Speaking.
Any Council member desiring to speak shall first address the presiding officer. Upon recognition by the presiding officer, the Council member shall speak only to the question under debate.
U2.1(a) Questioning Staff.
A Council member desiring to question the staff should address his question to the City Manager, or, in appropriate cases, the City Clerk or City Attorney, who shall be entitled either to answer the inquiry or to designate some staff member for that purpose. Such a designation may be made at the time of any staff presentation or on the agenda listing for the item.
U2.1(b) Interruptions.
Once recognized, a Council member shall not be interrupted while speaking unless called to order by the presiding officer; unless a point of order is raised by another Council member, or unless the speaker chooses to yield to questions from another Council member.
3.0 DECORUM AND ORDER – STAFF
3.1 City Manager Responsibilities
The City Manager is responsible for ensuring that members of the administrative staff observe the rules of decorum and order set forth in this Policy.
3.2 AAddressing the City Council
Any administrative staff member desiring to address the City Council or members of the public shall first be recognized by the presiding officer. All remarks shall be addressed to the presiding officer and not to any individual Council Member or member of the public. Administrative staff members shall accord the utmost courtesy to the City Council, other administrative staff members and the public.
4.0 DECORUM AND ORDER – MEMBERS OF THE PUBLIC
4.1 AAddressing the City Council
Any member of the public desiring to address the City Council or members of the public shall first be recognized by the presiding officer at the appropriate place on the agenda. All remarks shall be addressed to the presiding officer and not to any individual Council Member, City Manager, City Attorney or member of the administrative staff or member of the public.
4.2 Time Limitation for Addressing the City Council
Public comment when addressing the City Council shall be generally limited to three (3) minutes per speaker. Depending on the extent of the agenda and the number of persons desiring to speak on an issue, the presiding officer may, at the beginning of the hearing, set a different time limit for each speaker. Any person may speak for a longer period of time upon approval from the presiding officer, when deemed necessary, for instance when a person is speaking on behalf of a group or has a graphic or slide presentation requiring more time.
4.3 Failure to Yield, Disruptions
Any person who refuses to relinquish the floor after their allotted time or while attending the City Council meeting engages in conduct or speech which disrupts the business of the meeting shall be brought to order and/or removed from the room if the sergeant-at-arms is so directed by the presiding officer.
Disruptive remarks from the audience, stamping of feet, clapping, whistles, yells and similar demonstrations shall not be permitted by the presiding officer who may direct the sergeant-at-arms to remove such offenders from the room.
4.4 Prosecution
Aggravated cases shall be prosecuted on appropriate complaint signed by the presiding officer.
5.0 ENFORCEMENT OF DECORUM
5.1 The Chief of Police or his designee shall be the ex-officio sergeant-at-arms of the City Council. The sergeant-at-arms shall carry out all legal and valid orders and instructions given by the presiding officer for the purpose of maintaining order and decorum in the Council Chamber. Upon instructions from the presiding officer, it shall be the duty of the sergeant-at-arms to remove any disorderly person from the Council Chambers or place the disorderly person under arrest or both.
5.2 As set forth in Government Code Section 54957.9, in the event that any meeting is willfully interrupted by a person or group of persons so as to render the orderly conduct of such meeting unfeasible or impedes the ability of the Council to hold the meeting, and order cannot be restored by the removal of individuals who are willfully interrupting the meeting, the presiding officer may order the meeting room cleared and continue in session. Only matters appearing on the agenda may be considered in such a session. Duly accredited representatives of the press or other news media, except those participating in the disturbance, shall be allowed to attend any session held pursuant to this Section. Nothing in this Section shall prohibit the City Council from establishing a procedure for readmitting an individual or individuals not responsible for willfully disturbing the orderly conduct of the meeting.
No Documents for this Agenda Item
Proclamation for National Public Works Week,
May 17-23, 2026
Agenda Item No. 1
Placement: Ceremonial
Meeting Date: May 11, 2026
No Documents for this Agenda Item
Introduction of New Employees
Agenda Item No. 2
Placement: Presentations
Meeting Date: May 11, 2026
MINUTES
CITY COUNCIL MEETING
MONDAY, APRIL 27, 2026
CALL TO ORDER Mayor Dee called the meeting to order at 6:00 p.m. in the City Hall Council Chamber, 154 South Eighth Street, Grover Beach, California.
FLAG SALUTE The flag salute was led by Emerie Plante, a 9-year-old, 3rd grade student at Grover Heights Elementary School.
ROLL CALL
City Council: Council Members Kathy McCorry-Driscoll, Jules Tuggle, Clint Weirick, Mayor Pro Tem Robert Robert, and Mayor Kassi Dee were present.
City Staff: City Manager Matthew Bronson, City Attorney Jennifer Thompson, Assistant City Manager Kristin Eriksson, City Clerk Wendi Sims, Police Chief Jim Munro, Administrative Services Director Nick Szamet, Public Works Director/City Engineer Greg Ray, Community Development Director Megan Martin, and Five Cities Fire Authority Fire Chief Scott Hallett were also present.
CLOSED SESSION ANNOUNCEMENTS
At 8:19 p.m. on Monday, April 8, 2026, the Council met in Closed Session concerning the following item:
A. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant Exposure to Litigation Pursuant to paragraph (2) or (3) of subdivision (d) of section 54956.9 of the Government Code. 1 case
At 8:43 the Council reconvened into open session with all Council present and Mayor Dee announced there were no reportable actions taken during closed session.
AGENDA REVIEW
Action: Upon unanimous consensus, the Council adopted the agenda as presented
CEREMONIAL CALENDAR
1. Proclamation recognizing May as Bike Month read by Council Member Tuggle and accepted by Karl Tupper, Executive Director & Air Pollution Control Officer with the SLO County Air Pollution Control District (APCD).
2. Proclamation for Professional Municipal Clerks Week, May 3-9, 2026, read by Council Member Weirick and accepted by City Clerk Sims.
3. Proclamation for Public Works Director/City Engineer Greg Ray read by Mayor Dee and accepted by Greg Ray
Agenda Item No. 3
Placement: Consent
Meeting Date: May 11, 2026
Minutes: City Council Meeting Page 2
Monday, April 27, 2026
PRESENTATIONS
None.
PUBLIC COMMUNICATIONS The Mayor opened the floor to any member of the public for comment on items of interest which were within the jurisdiction of the City Council, but were not listed on the agenda.
• David Swift
• Loren Westphal
• Brenda Auer
• Pamela Storton
• Cathryn Sells
No further comments were received, and the Mayor closed the Public Communications segment for this portion of the meeting.
CONSENT AGENDA
Prior to consideration of the Consent Agenda, Mayor Dee opened public comment. • Loren Westphal
There being no additional public comments received, and the Mayor closed public comment.
It was motioned by Council Member McCorry-Driscoll and seconded by Council Member Weirick to approve Consent Agenda Item Nos. 4, 5, 6, 7, and 8 as recommended. The motion carried on the following roll call vote:
AYES: Council Members – McCorry-Driscoll, Tuggle, Weirick, Mayor Pro Tem Robert and Mayor Dee
NOES: Council Members – None
ABSENT: Council Members – None
ABSTAIN: Council Members – None
4. Treasurer’s Reports for the Period of March 1, through March 31, 2026 Action: Approved the Treasurer’s Reports as submitted.
5. Treasurer’s Reports for the 2025 Sewer Bond Account - $5,000,000 for the Period of March1, through March 31, 2026
Action: Approved the Treasurer’s Reports as submitted.
6. Minutes of the City Council Meeting on Monday, April 13, 2026 Action: Approved the minutes as submitted.
Minutes: City Council Meeting Page 3
Monday, April 27, 2026
7. Ramona Garden Park Community Donation Policy Amendment Action: Adopted Resolution Number: 26-11 to amend the Ramona Garden Park Community Donation Policy for donations received after the completion of the Ramona Garden Park Rehabilitation Project.
Resolution No: 26-11: A Resolution of the City Council of the City of Grover Beach, California, Amending the Ramona Garden Park Community Donation Policy
8. Introduction and First Reading of an Ordinance to Amend Chapter 119 (Fireworks) of Title XI (Business Regulations) to Regulate Social Hosts Allowing Illegal Fireworks
Action: Introduced and conducted a first reading, by title only, of an Ordinance Amending Chapter 119 (Fireworks) of Title XI (Business Regulations); and scheduled a public hearing and second reading to adopt the ordinance at the next regularly scheduled City Council meeting.
PUBLIC HEARING
None.
REGULAR BUSINESS
9. Authorization to Amend the General Plan and Zoning Designation for a Proposed Residential Development Project at 1591 Farroll Road
Mayor Dee read the title to the foregoing item and deferred to staff for a report.
At 6:46 p.m., Council Member Weirick recused himself from the dais due to the proximity of his home and the proposed project.
Community Development Director Martin presented a PowerPoint presentation discussing the amendment to the General Plan and Zoning Designation for the proposed project. Also, the developers, Ian with ABC Development, Sergio with Eiseman Design and Brian with Urban Planning Concepts gave a brief presentation.
Mayor Dee invited public comment on this matter.
• John Ferguson
• Clint Weirick
• Pamela Storton
• Jeff Bohrer
• Loren Westphal
• Harold Reis
No further public comments were received at this time and the Mayor closed public comment.
Minutes: City Council Meeting Page 4
Monday, April 27, 2026
Action: It was motioned by Mayor Dee and seconded by Council Member McCorryDriscoll to authorize staff to initiate an amendment to the City’s General Plan and Official Zoning Map to change the General Plan Land Use Designation and Zoning Designation from Low-Density Residential to Medium-Density Residential for a proposed housing project at 1591 Farroll Road to develop a 30 single-story attached and detached residential units. The motion carried on the following roll call vote:
AYES: Council Members – McCorry-Driscoll, Tuggle, Mayor Pro Tem Robert and Mayor Dee
NOES: Council Members – None
ABSENT: Council Members – None
ABSTAIN: Council Members – None
RECUSED: Council Members – Weirick
RECESS: Mayor Dee requested a recess; upon consensus of the City Council the meeting recessed at 7:58 p.m.
RECONVENED: At 8:07 p.m. the meeting was reconvened with all members of Council present.
At 8:07 p.m., Council Member Weirick rejoined the Council on the dais.
10. San Luis Obispo Countywide Regional Homelessness and Affordable Housing Compact and Regional Homeless Services Inventory
Mayor Dee read the title to the foregoing item and deferred to staff for a report.
City Manager Bronson introduced Linda Belch, Deputy Director of County of San Luis Obispo Department of Social Services who gave a PowerPoint presentation discussing the San Luis Obispo Countywide Reginal Homelessness.
Mayor Dee invited public comment on this matter.
• Devon McQuade
No further public comments were received at this time and the Mayor closed public comment.
Action: It was motioned by Mayor Dee and seconded by Council Member Weirick to Adopt Resolution No. 26-12 approving “San Luis Obispo Countywide Regional Homelessness and Affordable Housing Compact” and receive a report from the County of San Luis Obispo’s Homeless Services Division on the Regional Compact and a Regional Homeless Services Inventory. The motion carried on the following roll call vote:
Minutes: City Council Meeting Page 5
Monday, April 27, 2026
AYES: Council Members – McCorry-Driscoll, Weirick, Tuggle, Mayor Pro Tem Robert and Mayor Dee
NOES: Council Members – None
ABSENT: Council Members – None
ABSTAIN: Council Members – None
Resolution No. 26-12: A Resolution of the City Council of the City of Grover Beach, California, Approving the San Luis Obispo County Regional Homelessness and Affordable Housing Compact.
COUNCIL COMMITTEE REPORTS
A. Council Member McCorry-Driscoll reported on attending the Central Coast Community Energy (3CE) meeting.
B. Council Member Tuggle stated the South County Chamber of Commerce (SCCC) Mixer is at Vespera on Wednesday, April 29, 2026.
C. Council Member Weirick reported on attending the Community Action Partnership of San Luis Obispo County (CAPSLO) meeting and the Five Cities Fire Authority (FCFA) meeting.
COUNCIL COMMUNICATIONS
Mayor Dee thanked the public for attending the meetings and speaking during public comment.
She also mentioned the Grover Beach Elementary School had their Spring Fling Fundraiser on April 18th and she was happy to participate in the “Dunk the Mayor”.
Council Member McCorry-Driscoll mentioned she was out in the Community last week and appreciates the members of the Community and their comments Council Member Tuggle stated she was contacted by some youth in community and they requested the Council update the City Skatepark.
Council Member Weirick discussed a few events he attended in the San Luis Obispo County area Grover Beach Picnic in the Park, Central Coast Autism Spectrum Center’s 18th Annual Walk and Awareness Fair, Desalination Meeting and the State Water Project Inspection Tours. He also requested consensus from Council to have staff contact the healthcare groups to questions if there is an issue, and consensus from Council was given.
Mayor Pro Tem Robert mentioned the upcoming event at the Exploration Discovery Center on May 2nd at 10:00 a.m. Zoo to You and The Grange’s Pancake Breakfast will take place on May 3rd from 8:00 am to 11:00am. He also clarified a previous statement regarding fireworks fines from the last meeting.
Minutes: City Council Meeting Page 6
Monday, April 27, 2026
CITY MANAGER'S REPORTS AND COMMENTS
City Manager Bronson discussed the progress at Ramona Garden Park and the sewer upgrade project. He shared that the Water Supply Public Outreach Meeting will take place at the Ramona Center on May 13th at 6:00 p.m. He also mentioned upcoming special events including the Tour of Grover Beach Bike Parade, Mother Son Dance, Game Night, Movie Night and Summer Concerts.
CITY ATTORNEY’S REPORTS AND COMMENTS
None.
CLOSED SESSION
None.
ADJOURNMENT
There being no further business to come before the City Council, Mayor Dee adjourned the meeting at 9:01 p.m.
_____________________________
KASSI DEE, MAYOR
Attest:
______________________________
WENDI SIMS, CITY CLERK
(Approved at CC Mtg ______)
CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 4
Placement: Consent
Meeting Date: May 11, 2026
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Jennifer Thompson, City Attorney
Wendi Sims, City Clerk
SUBJECT: Certification of Signatures for a Citizen Initiative to Limit Certain Building Heights and Establish a Minimum Commercial Component in Mixed-Use Development
RECOMMENDATION
Accept a Petition and Certification of Signatures for a Citizen Initiative to Limit Certain Building Heights and Establish a Minimum Commercial Component in Mixed-Use Development and schedule an agenda item for the June 8, 2026 meeting to receive a Ballot Measure Report and consider adoption of the ordinance as written in the petition or submission of the ordinance to voters for the November 2026 election.
BACKGROUND
On February 10, 2026, the City of Grover Beach (“City”) received a Notice of Intention to Circulate Petition (“Notice”) for a proposed local ballot measure to limit building heights and establish a minimum commercial component of thirty-three percent (33%) in mixed-use developments in the City (“Measure”), attached hereto as Attachment 1. The stated purpose of the Measure is to ask registered voters in the City to adopt an ordinance to limit building heights within the commercial and industrial zones and to establish a minimum percentage of total square footage designated for commercial use within mixed-use developments.
Citizen Initiative Process – Legal Background
Initiative proponents begin the initiative process by filing a notice of intent with the City Clerk, including the full text of the initiative and, optionally, a statement, not to exceed five hundred (500) words, explaining the reasons for the petition.1 After which, the proponents may file the proposed measure, in the form of an ordinance, with the City Clerk and request preparation of a ballot title and summary.2 If the measure complies with the Elections Code, the City Clerk “shall immediately transmit a copy to the City Attorney.”3 Within fifteen (15) days of filing, the City Attorney must return to the Clerk: (1) a ballot title, and (2) an impartial statement and summary of no more than five hundred (500) words.4
1 Elec. Code, § 9202.
2 Elec. Code, § 9203.
3 Elec. Code, § 9203, subd. (a).
4 Ibid.
Staff Report: Signature Certification for Building Heights & Commercial Spaces Citizen Initiative Page 2 May 11, 2026
At their own expense, the proponents must publish or post, or both, (1) the notice of intention and (2) the title and summary.5 Within ten (10) days of publication or posting, the proponents must then file with the City Clerk a copy of the Notice and the title and summary of the proposed measure, certifying the fact of publication or posting.6 After publication is certified, the proponents
may circulate the petition for signatures, ensuring each section of the petition includes the notice of intention and the title and summary prepared by the City Attorney.7 During circulation of the petition, or before taking actions pursuant to Election Code section 9215, subdivisions (a) and (b), City Council may refer the proposed initiative to City staff and request a report regarding any of the following (“Ballot Measure Report”):
1. Its fiscal impact;
2. Its effect on the internal consistency of the City’s general and specific plans, including the housing element, the consistency between planning and zoning, housing discrimination laws, and affordable housing laws;
3. Its effect on the use of land, the impact on the availability and location of housing, and the ability of the City to meet its regional housing needs;
4. Its impact on funding for infrastructure of all types;
5. Its impact on the community’s ability to attract and retain business and employment;
6. Its impact on the uses of vacant parcels of land;
7. Its impact on agricultural lands, open space, traffic congestion, existing business districts, and developed areas designated for revitalization; and
8. Any other matters the legislative body requests to be in the report.8 The petition and signatures must then be filed together with the City Clerk within one hundred eighty (180) days of receiving the title and summary, after any writ of mandate proceedings conclude, or after receipt of any amended title or summary, whichever is later.9 Within thirty (30)
business days of filing, the City Clerk must verify the signatures and either: (1) determine the petition insufficient, notify the proponents, and take no further action; or (2) certify it as sufficient, notify the proponents, and submit the petition and certificate to the City Council.10 In verifying the signatures, the City Clerk must confirm the petition is signed by “not less than 10 percent of the voters of the city, according to the last report of registration by the county elections official to the Secretary of State … or, in a city with 1,000 or less registered voters, by 25 percent of the voters or 100 voters of the city, whichever is the lesser number.”11 Once the City Clerk certifies an initiative petition as sufficient, it is presented to the City Council. City Council then has three (3) options when presented with a qualifying initiative petition12:
i. Adopt the ordinance, without alteration, at the regular meeting at which the certification of the petition is presented, or within ten (10) days after it is presented. ii. Submit the ordinance, without alteration, to the voters. iii. Order the above-described report for presentation to the City Council no later than thirty (30) days after the elections official certifies to the legislative body the sufficiency of the petition.13
5 Elec. Code, § 9205
6 Elec. Code, § 9206.
7 Elec. Code, § 9207.
8 Elec. Code, § 9212, subd. (a).
9 Elec. Code, § 9208.
10 Elec. Code, §§ 9210, 9211, 9114, and 9115.
11 Elec. Code, § 9115.
12 Elec. Code, § 9215.
13 Elec. Code, § 9212, subd. (b).
Staff Report: Signature Certification for Building Heights & Commercial Spaces Citizen Initiative Page 3 May 11, 2026
Factual Background
On February 10, 2026, the City Clerk transmitted the Notice to the City Attorney. The City Attorney prepared a ballot title and impartial summary (“Title and Summary”) of the Measure, attached hereto as Attachment 2, which was provided to the City Clerk on February 24, 2026. The Measure proponents published the Notice and Title and Summary in New Times on March 5, 2026. The City Clerk certified publication on March 5, 2026, and the Measure proponents began collecting signatures. On April 20, 2026, the Measure proponents filed the petition and 1,249 signatures with the City Clerk. On April 30, 2026, the City Clerk determined that the Measure proponents received 1,102 valid signatures.
Next Steps
Previously at the March 31st joint special meeting of the Council and Planning Commission on housing and development issues, the Council directed staff to prepare a Ballot Measure Report on the proposed measure which at the time was being circulated for signatures. Given the certification of the initiative petition, staff will finalize the report for presentation to the Council at the June 8, 2026 meeting where the Council will decide whether to (1) adopt the ordinance as written in the petition; or (2) submit the ordinance to the voters in the November 2026 election.
FISCAL IMPACT
There are no funding impacts to this staff report.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Accept a Petition and Certification of Signatures for a Citizen Initiative to Limit Certain Building Heights and Establish a Minimum Commercial Component in Mixed-Use Development and schedule an agenda item for the June 8, 2026 meeting to receive a Ballot Measure Report and consider adoption of the ordinance as written in the petition or submission of the ordinance to voters for the November 2026 election; or
2. Provide staff with alternative direction.
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
ATTACHMENTS
1. Notice of Intention to Circulate Petition
2. Ballot Title and Impartial Summary
Multi-Year Goals
☐ Public Safety and Community Services ☐ Economic Development and Housing ☐ Community Infrastructure ☐ Financial and Organization Sustainability Council Priorities
☐ Water & Wastewater Infrastructure ☐ Community Engagement ☐ Street Improvements and Maintenance
Attachment 1
733 Marsh Street, Suite 200, San Luis Obispo, California 93401 Telephone: (805) 471-7080 Fax: (805) 930-1031
M E M O R A N D U M
By E-Mail: [email protected]
DATE: February 24, 2026 CLIENT/MATTER:
03586/04
TO: Wendi Sims, City Clerk
CC: Matt Bronson, City Manager
Kristin Eriksson, Assistant City Manager
FROM: City Attorney's Office
RE: Proposed Initiative Measure to Limit Building Height and Establish a Minimum Commercial Component in Mixed-Use Developments
On February 10, 2026, the City of Grover Beach (“City”) received a Notice of Intention to Circulate Petition for a proposed local ballot measure to limit building heights and establish a minimum commercial component of thirty-three percent (33%) in mixed-use development (“Measure”). Accompanying the Measure was a request to prepare a Ballot Title and Summary.
The City Clerk’s office immediately transmitted that request to the City Attorney’s office in accordance with Elections Code section 9203, subdivision (a).
In accordance with Elections Code section 9203, subdivision (a), the following is the City Attorney’s Ballot Title and Summary of the Measure.
Pursuant to California Elections Code section 9203, subdivision (a), the City Attorney has prepared the following ballot title and summary of the proposed initiative Measure. The ballot title and summary must be printed across the top of each page of the petition whereon signatures are to appear as required by Elections Code section 9203, subdivision (b).
A Citizen’s Initiative Measure to Limit Building Heights and to Establish a Minimum Commercial Component of Thirty-Three Percent (33%) in Mixed-Use Developments Attachment 2
- 2 -
The purpose of this measure is to ask registered voters in the City of Grover Beach if they wish to adopt an ordinance to limit building height within the commercial and industrial zones, and to establish a minimum percentage for designated commercial use within mixed-use developments.
Currently, the Development Code, Article IX of the City’s Municipal Code, allows for building heights up to fifty-five feet (55') in certain commercial zones, and building heights up to forty feet (40') in industrial zones. The measure would limit building heights in Commercial Zoning Districts to three (3) stories and no more than forty feet (40') in height, and limit buildings within the Industrial Zoning Districts to thirty-three feet (33') in height. The measure would additionally change how building height is measured. The existing building height is measured from the average natural grade to the highest point of the building, excluding any appurtenances.
The measure will measure building height from the average natural grade to the highest point of the building, including any appurtenances.
For mixed-use developments, the existing Development Code does not currently prescribe a minimum percentage for the commercial component of mixed-use developments. The measure would additionally require a minimum of thirty-three percent (33%) of a mixed-use building to be dedicated to commercial uses and require such commercial uses on the ground floor frontage on the primary street.
If passed, this measure would be added to the City’s Objective Design Standards and amend applicable sections of the City of Grover Beach Municipal Code. The ordinance would become effective at the earliest time permitted by law and require the Community Development Department to update the Development Code within ninety (90) days of it becoming effective.
Only proposed development applications received after the ordinance effective date would be required to comply with the Measure.
Successful passage of this measure would effectively void existing Grover Beach Municipal Code sections in conflict and necessitate revaluation of the City’s Housing Element. Under California State law (Gov. Code, § 65583.2), local agencies are required to include an inventory of land suitable for residential development within the agency’s Housing Element to address the agency’s Regional Housing Needs Allocation (“RHNA”). The City’s 2020-2028 Housing Element considered existing allowable building height limits in determining and demonstrating how the City will accommodate its allocated number of housing units pursuant to the San Luis Obispo Council of Governments 2019 RHNA Plan. By limiting building heights, the City may be required to accommodate housing units in alternate locations.
CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 5
Placement: Consent
Meeting Date: May 11, 2026
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Erin Wiggin, CIP Manager
SUBJECT: Award of Construction Contract for Measure K-14 Street Repair CIP 2295-17
RECOMMENDATION
Award a contract for construction of Capital Improvement Project 2295-17 as part of the Measure K-14 Street Rehabilitation Program to JJ Fisher Construction, Inc. in the amount of $2,499,999 for the Base Bid; authorize the City Manager to sign and affirm change orders for construction and construction management up to an aggregate of $300,000; and authorize the Mayor to execute the contract on behalf of the City.
BACKGROUND
The City Council has identified Community Infrastructure as one of its multi-year City goals and has identified Street Improvements and Maintenance as a priority for FY 2026-27. These goals focus on long-range planning and the upkeep of well-maintained infrastructure, including city streets. Voters approved Measure K-14 in November 2014 which authorizes the sale of up to $48 million in bond funds for repair of residential streets. The first 17 Measure K-14 funded projects are complete and have provided comprehensive maintenance and repair of nearly 320 city blocks which represents over 70% of all residential city streets.
The next Measure K-14 street project is Capital Improvement Program (CIP) 2295-17 which includes pavement repair and concrete improvements and storm drain construction of approximately 12 blocks on portions of N. 9th Street, Brighton Avenue from N. 10th Street to N. 13th Street, N. 11th Street from West Grand Avenue to Ramona Avenue, N. 12th Street from West Grand Avenue to Ramona Avenue and Brighton to Newport, and Ramona Avenue from 16th Street to Oak Park Boulevard. The City hired RICK Engineering to develop the project bid documents which depict the street improvements and mandated accessibility upgrades.
Bids for CIP 2295-17 were opened on April 23, 2026. The City received three bids shown in Attachment 2 ranging from $2,499,999 to $2,925,739 for the base bid work, compared with the Engineer’s Estimate of approximately $1,900,000. The lowest responsive and responsible bidder is JJ Fisher Construction Inc. with a base bid of $2,499,999. This bid is higher than the Engineer’s Estimate, however the estimate was prepared in February based on available information at that time and the bids indicate that economic volatility and cost pressures have continued to increase the cost of construction.
Staff Report: Award of Construction Contract for Measure K-14 Street Repair CIP 2295-17 Page 2 May 11, 2026
Staff has completed a review of JJ Fisher Construction’s qualifications and capability to complete the project and recommends the Council award a construction contract to them. Pending the Council’s award of a construction contract, preliminary construction on this project is expected to begin in June. A more detailed and accurate project schedule will be determined following the award of the construction contract.
FISCAL IMPACT
This project is funded with Measure K-14 funds aside from the General Fund as part of the sidewalk infill cost sharing program. The total project cost includes the lowest bid plus contingency as identified above for a total of $2,799,999. Staff is recommending award to JJ Fisher Construction Inc., in the amount of $2,499,999 and to authorize the City Manager to approve the construction contract and construction management change orders, if necessary, up to an additional $300,000.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Award the contract for construction of CIP 2295-17 as part of the Measure K-14 Street Rehabilitation Program to JJ Fisher Construction Inc., in the amount of $2,499,999 for the Base Bid; authorize the City Manager to sign and affirm change orders up for construction and construction management up to an aggregate of $300,000; and authorize the Mayor to execute the contract on behalf of the City; or
2. Delay award of the project and provide additional direction to staff; or
3. Reject all bids, modify the project, and re-advertise for bids as soon as possible.
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
ATTACHMENTS
1. Agreement
2. Bid Results
3. Map of Streets
Multi-Year Goals
☐ Public Safety and Community Services ☐ Economic Development and Housing ☒ Community Infrastructure ☐ Financial and Organization Sustainability Council Priorities
☐ Water & Wastewater Infrastructure ☐ Community Engagement ☒ Street Improvements and Maintenance
CITY OF GROVER BEACH
County of San Luis Obispo
State of California
NOTICE TO BIDDERS
SPECIAL PROVISIONS
PROPOSAL AND
CONTRACT
for
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
• N. 9TH: WEST GRAND TO ATLANTIC CITY (5)
• N 11TH: WEST GRAND TO RAMONA (1)
• N 12TH: WEST GRAND TO NEWPORT (3)
• BRIGHTON: N. 10TH TO N. 13TH (3)
• RAMONA: 16TH TO OAK PARK (2)
March 26, 2026
Bids Open: Thursday, April 23, 2026 @ 2:00 p.m.
Approved:
03/26/2026_______
Gregory A. Ray, P.E., Director of Public Works Date
RCE 58186
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 Attachment 1 1 | Page 2295-17
TABLE OF CONTENTS
SECTION PAGE
NOTICE TO BIDDERS................................................................................................................. 2 - 4 REQUIRED BID FORMS ............................................................................................................. 5 - 20 BID FORM........................................................................................................................ 6 BID INFORMATION.......................................................................................................... 7 BID QUANTITIES............................................................................................................. 8 IRAN CONTRACTING ACT CERTIFICATION.................................................................. 10 ADDITIONAL REQUIRED INFORMATION....................................................................... 11 SIGNATURES .................................................................................................................. 12 EQUAL EMPLOYMENT OPPORTUNITY CERTIFICATION............................................. 13 NONCOLLUSION AFFIDAVIT.......................................................................................... 15 DEBARMENT AND SUSPENSION CERTIFICATION ...................................................... 16 LIST OF SUBCONTRACTORS ........................................................................................ 17 QUESTIONNAIRE............................................................................................................ 18 BIDDER’S BOND.............................................................................................................. 19 PROJECT REFERENCES................................................................................................ 20 CONTRACT DOCUMENTS ......................................................................................................... 21 - 29 PERFORMANCE BOND................................................................................................... 22 PAYMENT BOND............................................................................................................. 24 GUARANTY...................................................................................................................... 26 AGREEMENT................................................................................................................... 27 SPECIAL PROVISIONS .............................................................................................................. 30 - 64 SECTION 1. SPECIFICATIONS AND PLANS .................................................................. 30 SECTION 2. PROPOSAL REQUIREMENTS AND CONDITIONS .................................... 36 SECTION 3. AWARD AND EXECUTION OF CONTRACT............................................... 41 SECTION 4. BEGINNING OF WORK, TIME OF COMPLETION,
LIQUIDATED DAMAGES, HOURS OF WORK, NIGHT WORK,
AND SCHEDULED SUSPENSION............................................................... 42 SECTION 5. GENERAL.................................................................................................... 43 SECTION 6. MEASUREMENT AND PAYMENT............................................................... 56 SECTION 7. REFERENCE INFORMATION ..................................................................... 61 SECTION 8. MATERIALS................................................................................................. 62 SECTION 9. DESCRIPTION OF WORK........................................................................... 63 SECTION 10. TECHNICAL SPECIFICATIONS ................................................................ 64 APPENDICES.............................................................................................................................. 87 - 92 Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 2 | Page 2295-17
City of Grover Beach
State Of California
- - - - - - - - - - - - - - -
NOTICE TO BIDDERS
Sealed bids will be received by the City Clerk of the City of Grover Beach (“City”) at the City Clerk’s Office at 154 South 8th Street, Grover Beach, CA 93433 until 2:00 p.m. on the clock designated by the Owner or its representative as the bid clock, on April 23, 2026. No bid will be accepted by the Owner after this time.
Facsimile (FAX) copies of the bid will not be accepted. Promptly thereafter, all bids that have been duly received will be publicly opened and read aloud for furnishing to said City all labor, materials, equipment, transportation, services and supplies necessary to construct and complete the construction of the:
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
General Work Description: In general, the Base Bid Work shall be pavement rehabilitation of approximately 12 blocks, including and not necessarily limited to project management and controls activities, mobilization activities, public notification and interaction activities, construction surveying and staking, traffic control, water pollution control practices, pre- and post-construction survey monument protection and establishment, adjustment of pavement surface features (water utility boxes and valves, sewer manholes, storm drain manholes, and survey monument wells), clearing and grubbing of debris (plant, soil, abandoned landscape features, etc.) within the Work limits, landscaping and irrigation repair, resetting of mailboxes, resetting of sign posts, tree trimming, earthwork cutting and backfilling, removal of existing asphalt, construction of a storm drain and drainage inlets, roadway preparation, hot mix asphalt repaving street surface and conform areas, hot mix asphalt dike installation, concrete curb and gutter, concrete cross-gutter, concrete sidewalks, accessibility improvements, signage and installation of pavement striping and markings.
The estimated opinion of probable construction cost for this Base Bid Work is approximately $1,900,000.
Conditions of Submitting a Bid: Bids are required for the entire Work described herein.
The Contractor shall possess a Class A license at the time this Contract is awarded through Contract acceptance and all applicable warranty periods.
The Contractor and all subcontractors will be required to obtain a City Business Tax Certificate by the time the Contract is awarded.
This Contract is subject to state contract nondiscrimination and compliance requirements pursuant to Government Code, Section 12990.
The successful bidder will be allowed to substitute securities or establish an escrow in lieu of retainage, pursuant to Public Contract Code Section 22300, and as described in the Agreement Between Owner and Contractor and General Conditions.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 3 | Page 2295-17
Notice to Bidders, Plans, Special Provisions, and Proposal Forms may be inspected at the Public Works Office in Grover Beach, California, and copies of said documents may be obtained on the City’s website at https://www.grover.org/Bids.aspx. No bid will be received unless it is made on a Proposal Form furnished by the City. Bids received via FAX will not be considered.
Each bid shall be accompanied by cash, certified or cashier’s check, or bidder’s bond for not less than ten percent (10%) of the amount of the base bid, made payable to the City.
The City reserves the right to add or deduct any of the additive or deductive items after the lowest responsible and responsive bidder is determined. The lowest bid shall be determined on the total of the bid prices on the base bid.
Pursuant to Section 1773 of the Labor Code, the general prevailing wage rates in the county, or counties, in which the work is to be done have been determined by the Director of the California Department of Industrial Relations. These wages are set forth in the General Prevailing Wage Rates for this project available from the California Department of Industrial Relations’ Internet web site at http://www.dir.ca.gov/OPRL/PWD/. Future effective general prevailing wage rates, which have been predetermined and are on file with the California Department of Industrial Relations are referenced but not printed in the general prevailing wage rates.
By submitting a bid, the contractor confirms that they have conducted a site visit and that any questions or clarifications regarding the bid documents have been submitted in writing to the city.
This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
For all projects over Twenty-Five Thousand Dollars ($25,000), a contractor or subcontractor shall not be qualified to submit a bid or to be listed in a bid proposal subject to the requirements of Public Contract Code section 4104 unless currently registered and qualified under Labor Code section 1725.5 to perform public work as defined by Division 2, Part 7, Chapter 1 (§§1720 et seq.) of the Labor Code. For all projects over Twenty-Five Thousand Dollars ($25,000), a contractor or subcontractor shall not be qualified to enter into, or engage in the performance of, any contract of public work (as defined by Division 2, Part 7, Chapter 1 (§§1720 et seq.) of the Labor Code) unless currently registered and qualified under Labor Code section 1725.5 to perform public work and proof of registration is provided.
Notice is also hereby given that any or all bidders may be required to furnish a sworn statement of their financial responsibility, technical ability and experience before award is made to any particular bidder.
The Contract Time shall be one hundred (100) working days, and liquidated damages for delay shall accrue.
Bidders shall contact the City’s Department of Public Works office at [email protected] the day prior to bid opening to obtain any bidding addenda information. Submittal of a signed bid shall be evidence that the Bidder has obtained this information and that the bid is based on any changes contained therein.
Submittal of Bidder’s Inquiries: Inquiries or questions based on alleged patent ambiguity of the plans, specifications or estimate must be communicated as a bidder inquiry prior to bid opening.
Pursuant to the Contract Documents, the successful bidder will be required to furnish a Payment (Labor and Material) Bond in the amount of one hundred percent (100%) of the Contract Sum, and a Faithful Performance Bond in the amount of one hundred percent (100%) of the Contract Sum.
Bidder’s inquiries shall be submitted in writing via e-mail to the City of Grover Beach, Public Works Department, at [email protected]. The cutoff time that the City will accept bidder’s inquiries is 5:00 p.m. on the fifth City business day prior to the bid opening date. The City will respond to bidder’s inquires via bidding addenda. Any such inquiries, submitted after the cutoff time of receiving bidder’s inquiries, will not be treated as a bid protest.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 4 | Page 2295-17
Bid Submittal Instructions: On the outside of the bid envelope the Bidder shall indicate the following:
1. Name and Address of Bidder
2. Name of project on which bid is submitted
3. Date and time of bid opening
The right is reserved by the City to reject any or all bids and to evaluate the bids submitted. The City further reserves the right to waive any informalities or minor irregularities in the bid.
No bidder may withdraw his bid for a period of sixty (60) working days after the date set for the opening thereof.
Dated this 26th day of March, 2026, at the City of Grover Beach, California.
City of Grover Beach
STATE OF CALIFORNIA
Gregory A. Ray, P.E.
Public Works Director/City Engineer
Notice to be published twice in a newspaper of general circulation printed and published in the City, with the first publication at least ten days before the bid deadline, and with the second publication at least five days later; or if no such newspaper, then posted in at least three public places in the City that have been designated by ordinance for posting (Public Contract Code §20164):
First Publication: _______March 26th, 2026 in New Times Second Publication: __ April 2nd, 2026 in New Times
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 5 | Page 2295-17
REQUIRED BID DOCUMENTS
A complete bid shall include the following BID DOCUMENTS:
BID FORM
EQUAL EMPLOYMENT OPPORTUNITY CERTIFICATIONS
NONCOLLUSION AFFIDAVIT
DEBARMENT AND SUSPENSION CERTIFICATION
LIST OF SUBCONTRACTORS
QUESTIONNAIRE
BIDDER’S BOND OR OTHER SECURITY
PROJECT REFERENCES
GUARANTY
IRAN CONTRACTING ACT FORM
PROOF OF REGISTRATION WITH DIR
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 (Because some colored inks will not reproduce in copy machines, please use black ink to complete this proposal.)
BID FORM
for
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
The Work shall be constructed in accordance with the State of California Department of Transportation Standard Specifications dated 2010 ("Standard Specifications"), except as modified by these Special Provisions, the Construction Drawings, the City of Grover Beach Standard Drawings and the Contract annexed hereto. In the absence of specific standards referenced in the foregoing , water system work and materials shall comply with AWWA Standards. Labor Surcharges and the Equipment Rental Rates and General Prevailing Wage Rates of the STATE OF CALIFORNIA, Business and Transportation Agency, Department of Transportation shall apply to all work except as modified herein.
This Bid Form is submitted with respect to the changes to the Contract included in addenda number/s 1, 2 (Fill in addenda numbers if addenda have been received).
GI Page 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 BID FORM (cont.)
Bid Information
Bids are submitted for the entire Work. The amount of the bid for the entire Work will be the total of all of the subtotals for line items.
The subtotal of each line item will be determined by multiplying the unit price bid for the item by the estimated quantity for the item. The Bidder shall set forth for each line item of Work, in clearly legible figures, a unit price and a subtotal price for that item in the respective spaces provided for this purpose.
In case of discrepancy between the unit price for an item and the subtotal set forth for the item, the unit price shall prevail. However, if the amount set forth as a unit price is ambiguous, unintelligible or uncertain for any cause, or is omitted, then the subtotal amount set forth in the "Item Total" column for the item shall prevail in accordance with the following :
1. As to lump sum items (in other words, the estimated quantity is one), the subtotal amount set forth in the "Item Total" column shall be the item price.
2. As to unit price items (in other words, the estimated quantity is more than one), the subtotal amount set forth in the "Item Total" column shall be divided by the estimated quantity for the item, and the resulting price shall be the unit price.
The City reserves the right to reject any and all bids.
The BASIS OF AWARD of the Contract will be the lowest, responsive, and responsible "BASE BID AMOUNT". The City, at its sole discretion, may or may not elect to award the contract, and may or may not elect to include any Alternate Bid Scopes in the contract.
If this bid shall be accepted and the undersigned shall fail to enter into the Contract, to provide the certificate(s) of insurance and endorsement(s) as required by these Special Provisions, and to give the specified Payment Bond and Performance Bond with a surety that is satisfactory to the City, within ten (10) days, not including Saturdays, Sundays and legal holidays, after the Bidder has received notice from the City that the Contract has been awarded, the City may, at its option, determine that the Bidder has abandoned the Contract, and thereupon this bid and the acceptance thereof shall be null and void and the forfeiture of such security accompanying this bid shall operate and the same shall be the property of the City.
The undersigned, as Bidder, declares under penalty of perjury that the only persons or parties interested in this bid as principals are those named herein; that this bid is made without collusion with any other person, firm , or corporation; that he has carefully examined the location of the Work, the annexed proposed form of contract and the plans therein referred to; and he proposes, and agrees, if this bid is accepted, that he will contract with the City in the form of the copy of the Contract annexed hereto, to provide all necessary machinery, tools, apparatus and other means of construction, and to do all the Work and furnish all the materials specified in the Contract, in the manner and time therein prescribed, and according to the requirements of the Engineer as therein set forth, and that he will take in full payment the prices below.
7 1Page 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 ITEM
NO.
1 2
3 4
5 6
7 8
9 10 F
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
BID FORM (cont.)
REVISION 2 Bid Quantities and Bid Amounts
for the
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
APPROX. UNIT BID ITEM DESCRIPTION UNIT QTY PRICE
Mobilization LS 1 $69,420.00
Construction Surveying LS 1 $20,172.00
Survey Monument Preservation LS 1 $24,750.00
Water Pollution Control Program LS 1 $7,250.00
Traffic Control Systems LS 1 $17,375.00
Portable Changeable Message Sign EA 2 $6,765.00
Public Notifications LS 1 $2,200.00
Clearing and Grubbing LS 1 $14,710.00
Repair Landscape and Irrigation LS 1 $4,500.00
Roadway Excavation CY 4,100 $79.20
Hot Mix Asphalt TON 3,465 $177.00
Class 2 Aggregate Base CY 2,500 $186.90
Hot Mix Asphalt (Driveways and Misc. Areas) SF 3,500 $8.80 Hot Mix Asphalt Dike (Type A) LF 1,380 $12.95
Hot Mix Asphalt Dike (Type E) LF 320 $23.50
Decorative Stamped Asphalt SF 960 $38.80
Remove Existing Concrete SF 4,800 $10.25
Concrete Curb Ramp SF 3,610 $18.50
Concrete Sidewalk SF 860 $8.20
Concrete Curb & Gutter LF 90 $57.90
Concrete Curb LF 30 $29.60
Concrete Cross Gutter & Spandrel SF 880 $44.30
Concrete Driveway SF 410 $13.20
Storm Drain Pipe (24" HOPE) LF 1,600 $221.00
Storm Drain Pipe (18" HOPE) LF 120 $267.00
Storm Drain Manhole EA 4 $16,366.00
Drop Inlet EA 2 $8,720.00
Double Drop Inlet EA 5 $9,720.00
TOTAL
ITEM
PRICE
$69,420.00
$20,172.00
$24,750.00
$7,250.00
$17,375.00
$13,530.00
$2,200.00
$14,710.00
$4,500 . 00
$324,720 . 00
$613,305.00
$467,250.00
$30,800 . 00
$17,871.00
$7,520.00
$37,248.00
$49,200 . 00
$66,785 . 00
$7,052.00
$5 , 211.00
$888.00
$38,984.00
$5,412.00
$353,600.00
$32,040.00
$65,464 . 00
$17,440 . 00
$48,600.00
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 ITEM
NO.
30 31
32 33
34 35
36 37
38 39
40 41
42 43
44 45
46 47
BID FORM (cont.)
REVISION 2 Bid Quantities and Bid Amounts
for the
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
APPROX. UNIT BID ITEM DESCRIPTION UNIT QTY PRICE
Install New 8" Water Valve EA 2 $9,900.00
Replace Water Service EA 5 $4,300 . 00
Adjust Manhole to Finish Surface EA 10 $886.00
Adjust Sewer Cleanout to Finish Surface EA 3 $460.00
Adjust Water Valve Cover to Finish Surface EA 25 $461.00 Adjust Gas Valve Cover to Finish Surface EA 2 $462.00
Install Fire Hydrant Breakaway Spool EA 8 $502.00
Install Fire Hydrant Concrete Pad EA 7 $600.00
Reset Mailbox EA 8 $250.00
Reset One-Post Sign EA 10 ,t,1c:a <><>
Thermoplastic Pavement Markings (Limit lines, SF crosswalks, and word markinqs) 850 $10 . 50 Paint Red Curb LF 65 $2.20
Blue Retroreflective Pavement Markers EA 10 $26.50
Utility Potholing EA 40 $350.00
Replace Unidentified Service Lateral EA 2 (Allowance) $750.00 Mill and overlay asphalt pavement at 9th & SF 3490 Newoort intersection (3" HMA) $8.00 Replace Green Bike Lane Marking at SF 120 $26.20
Intersection
Removal of unsuitable material SF 525 $4.00
ESTIMATED PROJECT TOTAL= $
Notes:
1. (F) denotes Final Pay per Caltrans Standard Section 9-1.02C.
TOTAL
ITEM
PRICE
$19,800 . 00
$21,500 . 00
$8,860.00
$1,380 . 00
$11,525 . 00
$924 . 00
$4,016.00
$4,200.00
$2 000.00
$4 500.00
$8,925.00
$143.00
$265.00
$14,000 . 00
$1,500 . 00
$27,920 . 00
$3,144.00
$2,100 . 00
$2,499,999
2. Lump Sum items shall provide Schedule of Values per Caltrans Standard Section 9-1.16B unless directed otherwise by the Engineer.
.00
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 BID FORM {cont.)
REVISION 2 Bid Quantities and Bid Amounts
for the
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
TOTAL BASE BID AMOUNT {the total of all of the subtotals for the line items above):
$2,499,999.00
{In Figures)
two million four hundred ninety-nine thousand nine hundred ninety-nine dollars and no cents (In Words)
Bid amount of each of the above bid items must be filled in and completed in ink. In the event of a conflict between numbers given in figures and in words, the words shall control. In the event of a conflict between a unit price for an item and the subtotal for that item, the unit price shall control, and the City shall correct the subtotal for that item and the Total Base Bid Amount.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 BID FORM (cont.}
Iran Contracting Act Certification
(Public Contract Code sections 2202-2208)
As required by Public Contract Code ("PCC") section 2204 for contracts of $1 ,000,000 or more, please insert bidder's or financial institution's name and Federal ID Number (if available) and complete one of the options below. Please note that California law establishes penalties for providing false certifications, including civil penalties equal to the greater of $250,000 or twice the amount of the contract for which the false certification was made; contract termination; and three-year ineligibility to bid on contracts. (PCC §2205.)
OPTION #1 - CERTIFICATION
I, the official named below, certify I am duly authorized to execute this certification on behalf of the bidder/financial institution identified below, and the bidder/financial institution identified below is not on the current list of persons engaged in investment activities in Iran created by California Department of General Services ("DGS") and is not a financial institution extending twenty million dollars ($20,000,000) or more in credit to another person/bidder, for 45 days or more, if that other person/bidder will use the credit to provide goods or services in the energy sector in Iran and is identified on the current list of persons engaged in investment activities in Iran created by DGS. (PCC §2204(a).) Bidder Name/Financial Institution (Printed)
JJ FISHER CONSTRUCTION, INC
Printe a an itle of Person Signing
JAYSON J FISHER CEO
Date Executed
04/23/2026
OPTION #2 - EXEMPTION
Executed in
NIPOMO, CA.
Federal ID Number (or n/a)
27-1643931
Pursuant to Public Contract Code sections 2203(c) and (d), a public entity may permit a bidder/financial institution engaged in investment activities in Iran, on a case-by-case basis, to be eligible for, or to bid on, submit a proposal for, or enters into or renews, a contract for goods and services. If you have obtained an exemption from the certification requirement under the Iran Contracting Act, please fill out the information below, and attach documentation demonstrating the exemption approval.
Bidder Name/Financial Institution (Printed) II Federal ID Number (or n/a) By (Authorized Signature)
Printed Name and Title of Person Signing IIDate Executed 10 I P a g e 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 BID FORM (cont.)
Additional Required Information
The names of all persons interested in the foregoing proposal as principals are as follows (if the Bidder or other interested person is a corporation, state legal name of corporation, and the names of the President, Secretary, Treasurer and Manager, thereof; if a co-partnership, state true name of firm, and the names of all individual co-partners composing firm ; and if an individual, state first and last names in full):
JJ FISHER CONSTRUCTION, INC
JAYSON J FISHER- PRESIDENT, SECRETARY
MARK SCZBECKI -VICE PRESIDENT, TREASURER
Licensed in accordance with an act providing for the registration of contractors, said license being in good standing as of the date of this bid. License No: 939644 Class: A, C-8 Expiration Date:0413012028 California Department of Industrial Relations (DIR), Registration No. 1000003980 lllPage 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 BID FORM (cont.)
Signatures
All statements in this Bid Form and the other documents submitted with the Bid Form are made under penalty of perjury.
Sign
~ Here
~[[__
YSONJFIS~ CEO
NOTE: If Bidder is a corporation, the legal name of the corporation shall be set forth above together with the signature of the officer or officers authorized to sign contracts on behalf of the corporation; if Bidder is a co-partnership, the true name of the firm shall be set forth above together with the signature of the partner or partners authorized to sign contracts on behalf of the co-partnership; and if Bidder is an individual, his signature shall be placed above. If signature is by an agent other than an officer of a corporation or a member of a partnership, a Power of Attorney must be on file with the City of Grover Beach prior to opening bids or submitted with the bid; otherwise, the bid will be disregarded as irregular and unauthorized.
Business Address: PO BOX 2219, NIPOMO, CA. 93444
Telephone Number: ( 805 ) 723-522D Email: JJ@[email protected] Place of Business: 261 W. DANA ST. SUITE 102, NIPOMO, CA. 93444 Place of Residence: 1255 KIWI LN, NIPOMO, CA. 93444
Dated: APRIL 23 20 26
---
12 I P a g e 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882
EQUAL EMPLOYMENT OPPORTUNITY CERTIFICATION - BIDDER
The Bidder JJ FISHER CONSTRUCTION, INC
hereby certifies that he HAS (has, has not) ___ , participated in a previous contract or subcontract subject to the equal opportunity clauses, as required by Executive Orders 10925, 11114, or 11246, and that, where required, he has filed with the Joint Reporting Committee, the Director of the Office of Federal Contract Compliance, a Federal Government contracting or administering agency, or the former President's Committee on Equal Employment Opportunity, all reports due under the applicable filling requirements.
Note: The above certification is required by the Equal Employment Opportunity Regulations of the Secretary of Labor (41 CFR 60-1.7(b) (1)), and must be submitted by bidders and proposed subcontractors only in connection with contracts and subcontracts which are subject to the equal opportunity clause. Contracts and subcontracts which are exempt from the equal opportunity clause are set forth in 41 CFR 60-1 .5. (Generally only contracts or subcontracts of $10,000 or under are exempt.)
Currently, Standard Form 100 (EEO-1) is the only report required by the Executive Orders or their implementing regulations.
Proposed contractors and subcontractors who have participated in a previous contract or subcontract subject to the Executive Orders and have not filed the required reports should note that 41 CFR 60-1.7(b) (1) prevents the award of contracts and subcontracts unless such contractor submits a report covering the delinquent period or such other period specified by the Federal Highway Administration or by the Director, Office of Federal Contract Compliance, U.S. Department of Labor.
B l Pa g e 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882
EQUAL EMPLOYMENT OPPORTUNITY CERTIFICATION-SUBCONTRACTOR Proposed Subcontractor _r_os_T_E_G_RA_DI_N_G_&_P_AV_I_NG __________________ _ hereby certifies that he x (has, has not) ___ , participated in a previous contract or subcontract subject to the equal opportunity clauses, as required by Executive Orders 10925, 11114, or 11246, and that, where required, he has filed with the Joint Reporting Committee, the Director of the Office of Federal Contract Compliance, a Federal Government contracting or administering agency, or the former President's Committee on Equal Employment Opportunity, all reports due under the applicable filling requirements.
Note: The above certification is required by the Equal Employment Opportunity Regulations of the Secretary of Labor (41 CFR 60-1 .7(b) (1)), and must be submitted by bidders and proposed subcontractors only in connection with contracts and subcontracts which are subject to the equal opportunity clause. Contracts and subcontracts which are exempt from the equal opportunity clause are set forth in 41 CFR 60-1 .5. (Generally only contracts or subcontracts of $10,000 or under are exempt.)
Currently, Standard Form 100 (EEO-1) is the only report required by the Executive Orders or their implementing regulations.
Proposed contractors and subcontractors who have participated in a previous contract or subcontract subject to the Executive Orders and have not filed the required reports should note that 41 CFR 60-1 .7(b) (1) prevents the award of contracts and subcontracts unless such contractor submits a report covering the delinquent period or such other period specified by the Federal Highway Administration or by the Director, Office of Federal Contract Compliance, U.S. Department of Labor.
14 IP age 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882
EQUAL EMPLOYMENT OPPORTUNITY CERTIFICATION - SUBCONTRACTOR Proposed Subcontractor _T_O_ST_E_c_o_N_ST_R_U_C_TI_O_N_, IN_c __________________ _ hereby certifies that he x (has, has not) ___ , participated in a previous contract or subcontract subject to the equal opportunity clauses, as required by Executive Orders 10925, 11114, or 11246, and that, where required, he has filed with the Joint Reporting Committee, the Director of the Office of Federal Contract Compliance, a Federal Government contracting or administering agency, or the former President's Committee on Equal Employment Opportunity, all reports due under the applicable filling requirements.
Note: The above certification is required by the Equal Employment Opportunity Regulations of the Secretary of Labor (41 CFR 60-1.7(b) (1)), and must be submitted by bidders and proposed subcontractors only in connection with contracts and subcontracts which are subject to the equal opportunity clause. Contracts and subcontracts which are exempt from the equal opportunity clause are set forth in 41 CFR 60-1 .5. (Generally only contracts or subcontracts of $10,000 or under are exempt.)
Currently, Standard Form 100 (EEO-1 ) is the only report required by the Executive Orders or their implementing regulations.
Proposed contractors and subcontractors • who have participated in a previous contract or subcontract subject to the Executive Orders and have not filed the required reports should note that 41 CFR 60-1.7(b) (1) prevents the award of contracts and subcontracts unless such contractor submits a report covering the delinquent period or such other period specified by the Federal Highway Administration or by the Director, Office of Federal Contract Compliance, U.S. Department of Labor.
14 I Pa g e 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 15 | Page 2295-17
Noncollusion Affidavit
(Title 23 United States Code Section 112 and
Public Contract Code Section 7106)
To the CITY of Grover Beach, DEPARTMENT OF PUBLIC WORKS.
In conformance with Title 23 United States Code Section 112 and Public Contract Code Section 7106 the Bidder declares that the bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the bid is genuine and not collusive or sham; that the Bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid, and has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that the Bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price of the Bidder or any other bidder, or to fix any overhead, profit, or cost element of the bid price, or of that of any other bidder, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the bid are true; and, further, that the Bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid.
Note: The above Noncollusion Affidavit is part of theBid. Signing the Bid Form on the signature portion thereof shall also constitute signature of this Noncollusion Affidavit. Bidders are cautioned that making a false certification may subject the certifier to criminal prosecution.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 16 | Page 2295-17
DEBARMENT AND SUSPENSION CERTIFICATION
TITLE 49, CODE OF FEDERAL REGULATIONS, PART 29
The Bidder, under penalty of perjury, certifies that, except as noted below, he/she or any other person associated therewith in the capacity of owner, partner, director, officer, manager:
• is not currently under suspension, debarment, voluntary exclusion, or determination of ineligibility by any Federal agency;
• has not been suspended, debarred, voluntarily excluded or determined ineligible by any Federal agency within the past 3 years;
• does not have a proposed debarment pending; and
• has not been indicted, convicted, or had a civil judgment rendered against it by a court of competent jurisdiction in any matter involving fraud or official misconduct within the past 3 years.
If there are any exceptions to this certification, insert the exceptions in the following space.
Exceptions will not necessarily result in denial of award, but will be considered in determining Bidder responsibility. For any exception noted above, indicate below to whom it applies, initiating agency, and dates of action.
Notes: Providing false information may result in criminal prosecution or administrative sanctions. The above certification is part of theBid. Signing the Bid Form on the signature portion thereof shall also constitute signature of this Certification.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 The Bidder shall list the name and address of each subcontractor required to be listed by the provisions in "Subcontracting and Superintendence," of the Special Provisions, to whom the Bidder proposes to subcontract portions of the Work.
LIST OF SUBCONTRACTORS
In accordance with the provisions of Section 4100 et. seq. of the California Public Contract Code, the Bidder shall, in its bid, list the name, the location of the place of business, the California contractor license number, and the public works contractor registration number issued pursuant to Section 1725.5 of the California Labor Code, of each subcontractor who will perform work or labor or render service to the prime contractor in or about the construction of the work or improvement, or a subcontractor licensed by the State of California who, under subcontract to the prime contractor, specially fabricates and installs a portion of the work or improvement according to detailed drawings contained in the plans and specifications, in an amount in excess of one-half of 1 percent of the prime contractor's total bid or, in the case of bids or offers for the construction of streets or highways, including bridges, in excess of one-half of 1 percent of the prime contractor's total bid or ten thousand dollars ($10,000), whichever is greater.
In accordance with Special Provisions section 5.13, the amount of Work to be performed by subcontractors may not exceed seventy percent (70%) of the total Work, as measured by dollars.
License No. CA Dept. of Work to be
Name and Address and Industrial Subcontracted Subcontracted Relations Bid Item I $ Amount Classification (DIR) No. Description TOSTE CONSTRUCTION INC PAVEMENT MARKINGS 2651 GREEN PLACE 879465 A/B 1000001378 & SIGNS $11,880.00 ARROYO GRANDE, CA 93420
TOSTE GRADING & PAVING INC HOT MIX ASPHALT 2651 GREEN PLACE 318439 A/C32 1000001377 $686,484.25 ARROYO GRANDE, CA 93420 PAVING
Do not list alternative subcontractors for the same work. 17 I P age 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882
QUESTIONNAIRE
The Bidder shall complete, under penalty of perjury, the following questionnaire:
Has the Bidder, any officer of the Bidder or any employee of the Bidder who has a proprietary interest in the Bidder, ever been disqualified, removed or otherwise prevented from bidding on, or completing a federal, state or local government project because of a violation of law or a safety regulation? YES □ NO 0
If the answer is yes, explain the circumstances in the following space.
NOTE: This questionnaire constitutes a part of the Bid and signature on the signature portion of the Bid Form shall constitute signature of this questionnaire.
18 IP age 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882
BIDDER'S BOND
KNOW ALL MEN BY THESE PRESENTS, That we JJ Fisher Construction, Inc. as PRINCIPAL, and Great Midwest Insurance Company , as SURETY, are held and firmly bound unto the City of Grover Beach, in the penal sum of TEN PERCENT (10%) of the TOTAL AMOUNT OF THE BID of the Principal above named, submitted by said Principal to the City, aforesaid, for the work described below, for the payment of which sum in lawful money of the United States, well and truly to be made to the City to which said bid was submitted, we bind ourselves, our heirs, executors, administrators and successors, jointly and severally, firmly by these presents.
THE CONDITION OF THIS OBLIGATION IS SUCH , That whereas the Principal has submitted the above mentioned bid to the City of Grover Beach, aforesaid, for certain construction specifically described as follows, for which bids are to be opened at the office of the City Clerk, City of Grover Beach, 154 South 8th Street, Grover Beach, CA, 93433, (805) 473-4530, at 2:00 p.m., on April 23, 2026, for the MEASURE K-1 4 STREET REHABILITATION AND REPAIR PROJECT, GIP 2295-17.
NOW, THEREFORE, If the aforesaid Principal is awarded the Contract and, within the time and manner required under the specifications , after the prescribed forms are presented to him for signature, enters into a written contract, in the prescribed form , in accordance with the bid, and files two (2) bonds with the City, one to guarantee faithful performance and the other to guarantee payment for labor and materials, as required by law, then this obl igation shall be null and void ; otherwise, it shall be and remain in full force and virtue.
IN WITNESS WHEREOF, We have hereunto set our hands and seals on this 22nd day of Apri l , AD., 201.§__.
:~~=::::J: J: F=is:tt:e:r ~C: o~n=s=tr=u_c=t=io=n_, l=n_c_.=======~ _ ;3_ ~- ~~ ~-=--'-- ~\§,. ~ h»- =.,___~~ ---(SEAL)
Principal
_ __,G=r=ea=t-"M""'id=w"'-'e=s'-'-t .:.:..1 n=s=u r-=a.:..:..nc=e'-C=o=m=p=a::..:..;n._y __ (S E::'1:-). -----~ - -----'~....a...t-"~ ..... R-.k~-l----(SEAL)
__ ....;;;E;;_;;,d...;..;w...;;..a-'rd_N_._H....;;a.;.;;.c_ke'-'ttc..:... , _A..;.;.tto.;;_r_ne-'--y'- -i_n_-F...;..a...;.. ct_ (SEAL) Surety
NOTE: Signatures of those executing for the surety must be properly acknowledged. 19 I P a g e 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 CALIFORNIA ALL-PURPOSE ACKNOWLEDGEMENT CIVIL CODE§ 1189 A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document, to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
State of California
County of Orange
on APR 2 2 2026 before me, __ C_a_r ...... ly_P_._M_a_t_lo_ck-',_N_o_ta_r_._y_P_u_bl_ic ____ _ _ Date Here Insert Name and Title of the Officer
personally appeared --=E=d:..a.w.:...:a=r--=d"-'N....a..:....:....H=a=c"'-'k=e=tt'----------------- Name(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the personfs7 whose name(-57 is.tafe-- subscribed to the within instrument and acknowledged to me that he/-sRetthey-executed the same in his/Aeff'tAetr authorized capacitytte57, and that by hisfheflthetf- signature~➔ on the instrument the personfst, or the entity upon behalf of which the personfst acted, executed the instrument.
Description of Attached Document
I certify under PENAL TY OF PERJURY
under the laws of the State of California that
the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature
SigntureofNotarub
~ lic
Title or Type of Document: 0J fjsh u- Cot1~+n..tc:b -0 n, lnc.Document Date: APR 2 2 2026 ~i ~ B"' nc/
Number of Pages: ~-----Signer(s) Other Than Named Above:_N_/_A ______ _ Capacity(ies) Claimed by Signer(s)
Signer's Name: Edward N. Hackett Signer's Name: _________ _ □ Corporate Officer - Title(s): ______ _ □ Corporate Officer - Title(s): ____ _ □ Partner - □ Limited □ General □ Partner - □ Limited □ General □ Individual 121 Attorney in Fact □ Individual □ Attorney in Fact □ Trustee □ Guardian or Conservator □ Trustee □ Guardian or Conservator □ Other: ______________ _ □ Other: ____________ _
Signer is Representing : _________ _ Signer is Representing: _______ _ © 2014 National Notary Association * www.NationalNotary.org * 1-800-USNOTARY (1-800-876-6827) Item #5907 C-5
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 20 | Page 2295-17
PROJECT REFERENCES
Agency/Customer Name & ContactIndividual
Telephone Number
Street Address, City, State, ZipCode
Is this similar to the project being
bid?
Yes □ No □
Describe the services provided and how this project is
similar to that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Agency/Customer Name & ContactIndividual
Telephone Number
Street Address, City, State, ZipCode
Is this similar to the project being
bid?
Yes □ No □
Describe the services provided and how this project is
similar to that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Agency/Customer Name & ContactIndividual
Telephone Number
Street Address, City, State, ZipCode
Is this similar to the project being
bid?
Yes □ No □
Describe the services provided and how this project is
similar to that which is being bid:
Date project completed:
Was this contract for a public
agency?
Yes □ No □
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 No. 5780-2
STATE OF CALIFORNIA
DEPARTMENT OF INSURANCE
SAN FRANCISCO
Amended
Certificate of Authority
THIS IS TO CERTIFY, That, pursuant to the Insurance Code of the State a/California, Great Midwest Insurance Company
of Texas, organized under the laws of Texas, subject to its Articles of Incorporation or other fundamental organizational documents, is hereby authorized to transact within this State, subject to all provisions of this Certificate, the following classes of insurance :
Fire, Marine, Surety, Disability, Plate Glass, Liability, Workers' Compensation, Common Carrier Liability, Boiler and Machinery, Burglary, Credit, Sprinkler, Team and Vehicle, Automobile, and Aircraft as such classes are now or may hereafter be defined in the Insurance Laws of the State a/California.
THIS CERTIFICATE is expressly conditioned upon the holder hereof now and hereafter being in full compliance with all, and not in violation of any, of the applicable laws and lawful requirements made under authority of the laws of the State a/California as long as such laws or requirements are in effect and applicable, and as such laws and requirements now are, or may hereafter be changed or amended. ~;':.~•;-s:r ... _
.-- • ''i& ,....~. . ,4,s..::, ."-),,(...;, "":.r_~l'-~- 1 -.;;;,, . • ·--~- ~-~ ~ ' ~ ,; .. . .... ~.-IJ .... "'~"i, • • !t".'T7 1l ·:'-f..s_....._ ,t)7..,
._ :~.;"" ~"'" ~;::--=· .:. , .:.:,_1;... " ..
NOTICE:
IN WITNESS WHEREOF, effective as of the 4th day of August, 2015, I have hereunto set my hand and caused my official seal to be affixed this 4th day of August, 2015.
By
Dave Jones
insurance Commissioner
Valerie Sarfaty
for Nettie Hoge
Chief Deputy
Qualification with the Secretary of State must be accomplished as required by the California Corporations Code promptly after issuance of this Certificate of Authority. Failure to do so will be a violation oflnsurance Code section 701 and will be grounds for revoking this Certificate of Authority pursuant to the covenants made in the application therefor and the conditions contained herein.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882
PROJECT REFERENCES
A~en~/Customer Name & Contact Individual
Cl YO PASO ROBLES DITAS ESPERANZA
Telephone Numberao5-2373861
Street Address, City, State, Zip Code
1000 SPRING ST., PASO ROBLES, CA. 93446
Is this similar to the project being Describe the services provided and how this project is bid? similar to that which is being bid:
Yes Pll No o WRIGHT WAY IMPROVEMENTS
Was this contract for a public TRAFFIC CONTROL, ROADWAY EXCAVATION & agency? REPLACEMENT, CONCRETE CURB, GUTTER
Yes Ill No o SIDEWALK
Date project completed: 10/2025
Agen~/Customer Name & Contact Individual
ity of Pismo Beach - Ben Fine
Telephone Numberao5-773-7040
Street Address, City, State, ZipCode
760 MATTIE RD. PISMO BEACH, CA. 93449
Is this similar to the project being Describe the services provided and how this project is bid? similar to that which is being bid:
Yes Ill No o JAMES WAY
Was this contract for a public CONSTRUCTION COORDINATION, GRADING, agency? PAVING, UNDERGROUND, REMOVE & REPLACE
Yes Ill No o CONCRETE CURB GUTTER SIDEWALK
Date project completed: 01/2025
Aienc~/Customer Name & Contact Individual
Cl OF ROVER BEACH AARON HILTON
Telephone NumberaoS-279-6864
Street Address, City, State, ZipCode
184 S. 8TH STREET, GROVER BEACH, CA. 93433
Is this similar to the project being Describe the services provided and how this project is bid? similar to that which is being bid :
Yes Pll No □ MEASURE K REHABILITATION AND REPAIR PROJECT Was this contract for a public NEWPORT AVE. N. 4TH ST. TO OAK PARK BLVD.
ROADWAY EXCAVATION, PLACEMENT OF HOTMIX
agency? ASPHALT PAVING, REMOVE & REPLACE CONCRETE
Yes Ill No □ CURB, GUTTER, SIDEWALK, TREE REMOVAL
Date project completed: 02/2022
20 IP age 2295-17
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 21 | Page 2295-17
CONTRACT DOCUMENTS
The CONTRACT DOCUMENTS shall include, but not be limited to, the following:
GUARANTY
AGREEMENT
BID FORM
BID BOND
NOTICE TO BIDDERS
SPECIAL PROVISIONS
CALTRANS 2010 STANDARD SPECIFICATIONS
CITY STANDARD DRAWINGS AND SPECIFICATIONS
PROJECT DRAWINGS AND SPECIFICATIONS
PERFORMANCE BOND (form provided by City)
PAYMENT BOND (form provided by City)
Insurance Certificate(s) and Endorsement(s)
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 22 | Page 2295-17
PERFORMANCE BOND
Bond Number: ___________
KNOW ALL MEN BY THESE PRESENTS that we, ____________________, as Principal, and ___________________________, as Surety, are held and firmly bound unto the City of Grover Beach, in the County of San Luis Obispo, State of California, hereinafter called the “Owner,” in the sum of ___________________________________ Dollars ($______________) for the payment of which sum well and truly made, we bind ourselves, our heirs, executors, administrators, and successors, jointly and severally, to the Owner for the full performance of a certain contract with the Owner, the terms of which are incorporated herein by reference, dated _____________, 20___, for construction of the MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT, CIP 2295-17 (the “Contract”).
The condition of this obligation is such that, if the Principal shall well and truly perform and fulfill all the undertakings, covenants, terms, conditions, and agreements of said Contract during the original term of said Contract and any extensions thereof that may be granted by the Owner, with or without notice to the Surety, and for the period of time specified in the Contract after completion for correction of faulty or improper materials and workmanship and during the life of any guaranty or warranty required under the Contract, and shall also well and truly perform and fulfill all the undertakings, covenants, terms, conditions and agreement of any and all duly authorized modifications of said Contract that may hereafter be made, then this obligation is to be void, otherwise to remain in full force and virtue.
And the said Surety, for value received, hereby stipulates and agrees that no change, extension of time, alteration or addition to the terms of the Contract or to the Work to be performed thereunder or the specifications accompanying the same, shall in any way affect its obligation on this bond, and it does hereby waive notice of any such change, extension of time, alteration or addition to the terms of the Contract, or to the Work, or to the specifications.
No further agreement between Surety and Owner shall be required as a prerequisite to the Surety performing its obligations under this bond. In the event that the Surety elects to complete the Work of the Contract after termination of the Contract by Owner, the Surety may not hire Principal, or any of Principal’s owners, employees, or subcontractors, to perform the Work without the written consent of Owner, and the Owner may grant or withhold such consent within its sole discretion.
IN WITNESS WHEREOF, the above-bounden parties have executed this instrument under their several seals this ________ day of __________________, 20__, hereto affixed and these presents duly signed by its undersigned representative, pursuant to authority of its governing body.
(To be signed by )
(Principal and Surety, )
(and acknowledged and )
(Notarial Seal attached )
(Affix Corporate Seal)
________________________
(Individual Principal)
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 23 | Page 2295-17
________________________
(Business Address)
(Affix Corporate Seal) ________________________
(Corporate Principal)
________________________
(Business Address)
(Affix Corporate Seal) ________________________
(Corporate Surety)
________________________
(Business Address)
________________________
By:_____________________
________________________
The rate of premium on this bond is _____________ per thousand.
The total amount of premium charged is ______________________.
The above must be filled in by Corporate Surety.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 24 | Page 2295-17
PAYMENT BOND
(Labor and Material)
Bond Number: ______________
KNOW ALL MEN BY THESE PRESENTS:
That WHEREAS, the City of Grover Beach (the “Owner” of the public works contract described below) and ____________________________________, hereinafter designated as the “Principal,” have entered into a Contract for the furnishing of all materials and labor, services and transportation, necessary, convenient, and proper to construct
the 2295-17 Contract, which consists of the MEASURE K-14 STREET REHABILITATION AND
REPAIR PROJECT,
which said agreement dated _________________, 20__, and all of the Contract Documents are hereby referred to and made a part hereof;
and
WHEREAS, the Principal is required, before entering upon the performance of the work, to file a good and sufficient bond with the body by whom the Contract is awarded to secure the claims arising under said agreement.
NOW, THEREFORE, THESE PRESENTS WITNESSETH:
That the said Principal and the undersigned ____________________________________ (“Surety”) are held and firmly bound unto all laborers, material men, and other persons, and bound for all amounts due, referred to in Civil Code section 9554, subdivision (b), in the sum of ________________________________________ Dollars ($__________) which sum well and truly be made, we bind ourselves, our heirs, executors, administrators, successors, or assigns, jointly and severally, by these presents.
The condition of this obligation is that if the said Principal or any of its subcontractors, or the heirs, executors, administrators, successors, or assigns of any, all, or either of them, shall fail to pay any of the persons named in Civil Code section 9100, or any of the amounts due, as specified in Civil Code section 9554, subdivision (b), that said Surety will pay the same in an amount not exceeding the amount hereinabove set forth, and also in case suit is brought upon this bond, will pay costs and reasonable attorney's fees to be awarded and fixed by the Court, and to be taxed as costs and to be included in the judgment therein rendered.
It is hereby expressly stipulated and agreed that this bond shall inure to the benefit of any and all persons, companies, and corporations entitled to file claims so as to give a right of action to them or their assigns in any suit brought upon this bond.
Should the condition of this bond be fully performed, then this obligation shall become null and void, otherwise it shall be and remain in full force and effect.
And the said Surety, for value received, thereby stipulates and agrees that no change, extension of time, alteration, or addition to the terms of said contract or the specifications accompanying the same shall in Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 25 | Page 2295-17
any manner affect its obligations on this bond, and it does hereby waive notice of any such change, extension, alteration, or addition.
IN WITNESS WHEREOF, this instrument has been duly executed by the Principal and Surety this _______ day of _________________, 20__.
(To be signed by )
(Principal and Surety, )
(and acknowledged and )
(Notarial Seal attached )
________________________
Principal
________________________
________________________
Surety
________________________
By:_____________________
Attorney-in-Fact
________________________
The above bond is accepted and approved this ____ day of _________________.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 26 | Page 2295-17
(The Bidder shall submit this guaranty with its signature with its bid).
GUARANTY
To The City of Grover Beach
For
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
THE UNDERSIGNED guarantees the construction and installation of all work performed under this Contract.
SHOULD any of the material or equipment prove defective or should the Work as a whole prove defective, due to faulty workmanship, material furnished or methods of installation, or should the Work or any part thereof fail to operate properly as originally intended and in accordance with the plans and specifications, due to any of the above causes, all within twelve (12) months after Completion, the undersigned agrees to reimburse the City of Grover Beach, upon demand, for its expenses incurred in restoring said Work to the condition contemplated in said project, including the cost of removing and replacing any other Work necessary to make such replacement or repairs, or, upon demand by the City of Grover Beach, to replace any such material and to repair said Work completely without cost to the City of Grover Beach so that said Work will function successfully as originally contemplated.
THE CITY OF GROVER BEACH shall have the unqualified option to make any needed replacements or repairs itself or to have such replacements or repairs done by the undersigned. In the event the City elects to have said Work performed by the undersigned, the undersigned agrees that the repairs shall be made and such materials as are necessary shall be furnished and installed within a reasonable time after the receipt of demand from the City. If the undersigned shall fail or refuse to comply with its obligations under this guaranty, the City of Grover Beach shall be entitled to all costs and expenses, including attorneys' fees, reasonably incurred by reason of said failure or refusal.
Date: ________________________ _______________________________________
CONTRACTOR
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 5/1/2026
27 | Page 2295-17
The City of Grover Beach
STATE OF CALIFORNIA
- - - - - - - - - - - - - - - - - -
AGREEMENT
for
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
THIS AGREEMENT is made and concluded between the CITY OF GROVER BEACH (“City”) and JJ FISHER CONSTRUCTION, INC. (“Contractor”) this 11th day of May 2026 (“Agreement”).
ARTICLE I -- WITNESSETH, That for and in consideration of the payments and agreements hereinafter mentioned to be made and performed by the City, the Contractor agrees to do all the Work and furnish all the materials, except such as are mentioned in the specifications to be furnished by the City, to construct this Project in accordance with the Contract Documents (as defined in the Special Provision). In the absence of specific standards referenced in the foregoing, water system work and materials shall comply with AWWA Standards. Labor Surcharges and the Equipment Rental Rates and General Prevailing Wage Rates of the STATE OF CALIFORNIA, Business and Transportation Agency, Department of Transportation shall apply to all Work except as modified herein. All provisions of the Contract Documents for the Measure K-14 Street Rehabilitation and Repair Project, CIP #2295-17 (herein also referred to as “the Project”) are hereby specially and incorporated into this Agreement by reference and together with the Agreement form the “Contract.”
ARTICLE II -- The City hereby promises and agrees with the said Contractor to employ, and does hereby employ, the said Contractor to provide the materials and to do the work according to the terms and conditions herein contained and referred to, for the prices, hereinafter set forth and hereby contracts to pay the same at the time, in the manner and upon the Conditions herein set forth; and the said parties for themselves, their heirs, executors, administrators, successors and assigns, do hereby agree to the full performance of the covenants herein contained.
ARTICLE III -- The statement of prevailing wages as determined by the Director of Industrial Relations of the State of California pursuant to California Labor Code, Part 7, Chapter 1, Article 2, Sections 1770, 1773 and 1773.1 and which is filed at the principal office of the said party of the first part in accordance with the requirements of Section 1773.2 of said Code is hereby specifically referred to and by this reference is made a part of this Contract. It is further expressly agreed by and between the parties hereto that should there be any conflict between the terms of this instrument and the bid of Contractor, then this instrument shall control and nothing herein shall be considered as an acceptance of the said terms of said bid conflicting herewith.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 28 | Page 2295-17
ARTICLE IV -- Contractor certifies that it is aware of the provisions of Section 1725.5 of the Labor Code requiring every contractor and subcontractor, awarded work on this project, be registered with the Department of Industrial Relations and as such is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
ARTICLE V -- Contractor certifies that it is aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workmen's compensation or to undertake self-insurance in accordance with the provisions of that code, and Contractor will comply with such provisions before commencing the performance of the Work of this Contract.
ARTICLE VI -- Contractor agrees to receive and accept two million four hundred ninety-nine thousand nine hundred ninety-nine dollars ($2,499,999.00) as full compensation for furnishing all materials and for doing all the work contemplated and embraced in this Contract; also for all loss or damage, arising out of the nature of the work aforesaid, or from the action of the elements, or from any unforeseen difficulties or obstructions which may arise or be encountered in the prosecution of the Work until its acceptance by the City and for all risks of every description connected with the Work, also for all expenses incurred by or in consequence of the suspension or discontinuance of Work and for well and faithfully completing the Work, and the whole thereof, in the manner and according to the plans and specifications, and the requirements of the Engineer under them. Payment shall be made as provided in the Contract Documents.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 29 | Page 2295-17
IN WITNESS WHEREOF, The parties to these presents have hereunto set their hands the year and date first above written.
The City of Grover Beach
STATE OF CALIFORNIA
_______________________________________
Kassi Dee, Mayor Date
ATTEST:
________________________________________
Wendi Sims, City Clerk Date
APPROVED AS TO FORM:
________________________________________
Jennifer Thompson, City Attorney Date
CONTRACTOR:
_______________________________________
NAME, Date
Licensed in accordance with an act providing for the registration of contractors, License No. ______
California Department of Industrial Relations (DIR),
Registration No.
_______________________________________
Date
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 939644
5/1/2026
5/5/2026
30 | Page 2295-17
City of Grover Beach
STATE OF CALIFORNIA
- - - - - - - - - - - - - - - - - -
SPECIAL PROVISIONS
for
MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT,
CIP 2295-17
SECTION 1. SPECIFICATIONS AND PLANS
1.01 GENERAL
The Work embraced herein shall be done in accordance with the State of California Department of Transportation Standard Specifications dated 2010 (“Standard Specifications” or “CalTrans Standard Specifications”), except as modified by these Special Provisions, the Construction Drawings, the City of Grover Beach Standard Drawings and the Contract annexed hereto. In the absence of specific standards referenced in the foregoing, water system work and materials shall comply with AWWA Standards. Labor Surcharges and the Equipment Rental Rates and General Prevailing Wage Rates of the STATE OF CALIFORNIA, Business and Transportation Agency, Department of Transportation shall apply to all work except as modified herein.
The State Standard Specifications are hereby amended, such that, any reference to mandatory use of the International System of Units (SI) (Metric Units), is understood to allow use of United States Standard Measurers (English Units), as directed by the Engineer.
In case of conflict between the City’s plans and drawings for this Project (“Construction Drawings”), the Standard Specifications of the City of Grover Beach (“City Standard Specifications”), the CalTrans Standard Specifications, these Special Provisions, and any other Contract Documents, these Special Provisions shall take precedence, after which the Construction Drawings shall take precedence, after which the City Standard Specifications shall take precedence, after which any other Contract Document besides the CalTrans Standard Specifications shall take precedence; except that for purposes of determining the low bidder and the contract price, the estimated item quantities in the Bid Form shall take precedence over the other Contract Documents.
1.02 DEFINITIONS AND TERMS
Abbreviations and terms, or pronouns in place of them, as used in the specifications and other contract documents, shall have the meaning specified in Section 1, "General", of the Standard Specifications or as modified hereinafter in Sections 1.03 and 1.04 of these Special Provisions.
1.03 ABBREVIATIONS ON THE DRAWINGS
Wherever on the drawings the following abbreviations are used, they shall be understood to mean the following:
Drawing Abbreviations and their Meanings
ABAND, ABAND’D – Abandon, Abandoned
ABS – Acrylonitrile-Butadiene-Styrene (pipe)
AC – Asphalt Concrete
ACP – Asbestos Cement Pipe
ALUM – Aluminum
APPD – Approved
AV, Air-Vac – Air-Vacuum and Air Release Valve
BC – Begin Curve, Bolt Circle or Between
Centers
BCR – Begin Curve Return
BM – Beam or Bench Mark
BNDY – Boundary
BO – Blowoff Assembly
BR – Brass
BV – Butterfly Valve
BVC – Begin Vertical Curve
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 31 | Page 2295-17
CAP – Capacity
CB – Concrete Block
CC – Center to Center
CFM – Cubic Feet per Minute
CFS – Cubic Feet per Second
C&G – Curb and Gutter
CIP – Cast Iron Pipe or Capital Improvement
Project
CL – Chain Link, Clearance, Centerline, or Class
CMP – Corrugated Metal Pipe
CO – Cleanout
COMM - Communication
COMP – Compaction
CONC – Concrete or Concentric
COND – Conduit or Condition
CONSTR – Construction or Construct
CONT – Continued or Continuous
CONTR – Contractor
COR – Corner
COTG – Cleanout to Grade
CPLG – Coupling
CU – Copper or Cubic
CY – Cubic Yard
DIP – Ductile Iron Pipe
DIA – Diameter
DWG – Drawing
E – East or Electric
EA – Each
EBR – End Berm Return
EC – End Curve
ECC – Eccentric
ECR – End Curb Return
EFF – Effluent or Efficiency
EGL – Energy Grade Line
EL, ELEV – Elevation
ELEC – Electrical or Electronic
ELL – Elbow
= - Equal
EQIP – Equipment
ESM’T – Easement
EVC – End Vertical Curve
EX, EXIST – Existing
EXT – Exterior
FB – Flat Bar, Floor Beam or Field Book
F&C – Frame and Cover
FG – Finished Grade or Finished Ground
FH – Fire Hydrant
FIG – Figure
FL – Flowline
FLG – Flange
FLGD – Flanged
FLR – Floor
FM – Force Main (sewer)
FO – Fiber Optic
FP – Finished Pavement
FS – Finished Surface
FT – Feet or Foot
FTG – Footing
FUT – Future
G – Gas
GA – Gage or Gauge
GAL – Gallon
GALV – Galvanized
GIP – Galvanized Iron Pipe
GPM – Gallons per Minute
GRD – Grade or Ground
GB, GB BRK – Grade Break or Grade Change
> - Greater Than
> - Greater Than or Equal To
GV – Gate Valve
HB – Hose Bib
HCS – House Connection Sewer
HDPE – High Density Polyethylene (pipe)
HDR – Header
HGL – Hydraulic Grade Line
HLS – House Lateral Sewer
HORIZ – Horizontal
HP – Horsepower or High Point
HYD – Hydraulic or Hydrant
ID – Inside Diameter
IN – Inch or Inches
INFL – Influent
INV – Invert
INV EL – Invert Elevation
IP – Iron Pipe
IPS – Iron Pipe Size
IRRIG – Irrigation
JP – Joint Pole or Joint Pipe
JT – Joint
KW – Kilowatt
KWH – Kilowatt Hour
L – Liter
LB, # – Pound
LF – Linear Feet
LT – Left
< - Less Than
< - Less Than or Equal To
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 32 | Page 2295-17
M – Meter
MAX – Maximum
MB – Mailbox
MEC JT, MJ – Mechanical Joint
MEE – Machined Each End
MFR – Manufacturer
MFR’D – Manufactured
MGD – Million Galls per Day
MH – Manhole
MIN – Minimum
MISC – Miscellaneous
MOA – Machined Over All
MTD – Mounted
N – North
NC – Normally Closed
NO – Number or Normally Open
# - Number or Pound
NPS – Nominal Pipe Size (formerly IPS)
NPT – National Pipe Thread
NRS – Non-Rising Stem
NTS – Not to Scale
OC – On Center
OD – Outside Diameter
O/H or OH - Overhead
OS&Y – Outside Screw and Yoke
OZ – Ounce
P – Pole
PCC – Portland Cement Concrete
PE – Plain End or Polyethylene
PIP – Protect-in-Place
PL – Plate, Property Line or Place
PP – Power Pole
PPM – Parts per Million
PRESS – Pressure
PROD – Products
PROP’Y – Property
PSF – Pounds per Square Foot
PSI – Pounds per Square Inch
PSIG – Pound per Square Inch Gauge
PTDF – Pressure Treated Douglas Fir
PVC – Polyvinyl Chloride (pipe)
PVMT – Pavement
R – Radius, Riser or Return, Rate of Slope
RAD – Radial
RC – Reinforced Concrete
RCP – Reinforced Concrete Pipe
RD – Road or Round
RDWD – Redwood
RED – Reducer
REINF – Reinforcing or Reinforced
REL COMP – Relative Compaction
RE-STL, REBAR – Reinforcing Steel
REQD, REQ’D – Required
RESTR’D – Restrained
RET WL – Retaining Wall
REV – Revision
RPM – Revolutions per Minute or Reinforced
Plastic Mortar Pipe
RS – Resilient Seated
RT – Right
R/W, ROW – Right-of-Way
S – South or Sewer
S X S – Slip by Slip or Socket by Socket
S X T – Slip by Thread or Socket by Thread
SCR’D – Screwed
SCH – Schedule
SD – Storm Drain
SECT – Selection or Select
SF – Square Feet
SHT – Sheet
SM – Survey Monument
SPECS – Specifications
SPEC PROV – Special Provisions
SQ – Square
SS – Sanitary Sewer
STA – Station
STD – Standard
STL – Steel
STN – Stainless
STRUCT – Structural or Structure
SW – Sidewalk
SY – Square Yard
SYM – Symmetrical or Symbol
T – Thermostat, Tangent or Telephone
T X T – Thread by Thread
TB – Thrust Block or Top of Bank
TBM – Temporary Bench Mark
TC – Top of Curb
TEMP – Temporary
TH – Thick or Thickness
THR’D – Threaded
TM – Telemetry
TP – Telephone Pole or Turning Point
TRANS – Transition or Transmitter
TS – Toe of Slope
TV – Television Cable
TW, TOW – Top of Wall
TYP – Typical
T&G – Tongue and Grove
UG – Underground
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 33 | Page 2295-17
V – Valve, Volt or Volume
VAR – Varies or Variable
VCP – Vitrified Clay Pipe
VERT – Vertical
VOL – Volume
W – West, Watt or Water
W/ - With
WL – Water Line or Water Level
WM – Water Meter
WS – Water Surface, Water Service
WSEL – Water Surface Elevation
WT – Weight
WV – Water Valve, Water Valve Box
WWM – Welded Wire Mesh
X – By or Times
XS – Extra Strong
YD – Yard
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 34 | Page CIP 2295-17
1.04 TERMS IN THE CALTRANS STANDARD SPECIFICATIONS
Wherever in the CalTrans Standard Specifications the following terms, or pronouns in place of them, are used, they shall be understood to mean the following:
DEPARTMENT OF TRANSPORTATION, or DEPARTMENT - The City of Grover Beach.
DIRECTOR OF TRANSPORTATION, or DIRECTOR - The Public Works Director/City Engineer acting either directly or through properly authorized agents, such agents acting within the scope of the particular duties delegated to them.
ENGINEER - The Public Works Director/City Engineer acting either directly or through properly authorized agent(s), such agent(s) acting within the scope of the particular duties delegated to them.
ENGINEER'S ESTIMATE - The list of estimated quantities of Work to be performed as contained in the Bid Form.
HIGHWAY- The entire right-of-way, easement or property which is secured for use in constructing the improvements for this project.
STATE - The City of Grover Beach.
STATE AGENCIES - Whenever, in the Standard Specifications, reference is made to any STATE agency or officer, such reference shall be deemed made to any agency or officer whether STATE, County, City or Services City succeeding in accordance with law or local ordinance to the powers, duties, jurisdiction and authority of the agency or officer mentioned.
1.05 TERMS IN THE OTHER CONTRACT DOCUMENTS
Wherever in the Contract Documents (other than the CalTrans Standard Specifications) the following abbreviations and terms, or pronouns in place of them, are used, the intent and meaning shall be interpreted as provided in this section.
CITY - The City of Grover Beach, and its authorized agent(s).
CITY CLERK, OR CLERK - The Clerk of the City of Grover Beach as appointed by the City Council in accordance with the law.
CITY COUNCIL - The legislative body of the City of Grover Beach as created by law.
CITY ENGINEER - The Public Works Director/City Engineer acting either directly or through properly authorized agents, such agents acting within the scope of the particular duties delegated to them.
COMPLETION – Full and final performance of all of the Work, except that (A) for purposes of release of retention, “completion” is defined by Public Contract Code section 7107, and (B) for purposes of notices of completion and stop payment notices, “completion” is defined by Civil Code section 9200. Substantial completion does not constitute “completion.”
CONTRACT DOCUMENTS – The documents that create and constitute the Contract, which are incorporated by reference into the Agreement, and which include, but are not limited to, the following:
• Guaranty.
• Agreement.
• Bid Form (including all forms within the Bid Form).
• Bid Bond.
• Notice to Bidders.
• Special Provisions for the Project, including the Technical Provisions. • CalTrans Standard Specifications.
• City Standard Specifications.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 35 | Page CIP 2295-17
• Construction Drawings for the Project.
• City Standard Drawings.
• Performance Bond (using the City’s form).
• Payment Bond (using the City’s form).
• Iran Contracting Act form.
ENGINEER, ENGINEER’S ESTIMATE and HIGHWAY - The same as defined in Section 1.04, above, of these Special Provisions.
DEPARTMENT OF PUBLIC WORKS, or DEPARTMENT - The Department of Public Works of the City of Grover Beach.
DESIGN ENGINEER – The City of Grover Beach, and its agent(s). RICK Engineering, is the authorized agent serving the City as the DESIGN ENGINEER.
OWNER - The City of Grover Beach.
PLANS – Plans include the Construction Drawings and details prepared by the Design Engineer and any Standard Drawings referenced therein and the terms may be used interchangeably. For bidding purposes, the Plans marked Bid Set shall be used as the basis for forming all bids. The Plans marked Conformed Set and approved by the City Engineer will be used as the basis for construction of all Work specified herein.
PROJECT ENGINEER - The Public Works Director/City Engineer/CIP Manager acting either directly or through properly authorized agents, such agents acting within the scope of the particular duties delegated to them.
STATE AGENCIES - Same as in Section 1.04 of these Special Provisions.
WORK – All of the duties, responsibilities, and obligations of the Contractor required by the Contract Documents, including punch list work, other corrective work, closeout documents, and closeout procedures.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 36 | Page CIP 2295-17
SECTION 2. PROPOSAL REQUIREMENTS AND CONDITIONS
2.01 GENERAL
The Bidder’s attention is directed to the provisions in Section 2, “Bidding,” of the Standard Specifications and these special provisions for the requirements and conditions which the Bidder must observe in the preparation of and the submission of the bid.
In addition to the subcontractors required to be listed in conformance with Section 2-1.33C, “Subcontractor List,” of the Standard Specifications, each bid shall have listed therein the portion of Work that will be done by each subcontractor listed. A sheet for the listing of the subcontractors is included in the City’s bid package documents.
The bidder's bond shall conform to the bond form in the bid package documents for the project and shall be properly filled out and executed.
In conformance with Public Contract Code Section 7106, a Noncollusion Affidavit is included in the Proposal. Signing the Proposal shall also constitute signature of the Noncollusion Affidavit.
The contractor, sub recipient or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this Contract. The Contractor shall carry out applicable requirements of Title 49 CFR (Code of Federal Regulations) part 26 in the award and administration of US DOT assisted contracts. Failure by the Contractor to carry out these requirements is a material breach of this Contract, which may result in the termination of this Contract or such other remedy, as the recipient deems appropriate. Each subcontract signed by the Bidder must include this assurance.
Failure of the Bidder to fulfill the requirements of the Special Provisions for submittals required to be furnished after bid opening, including but not limited to escrowed bid documents, where applicable, may subject the Bidder to a determination of the Bidder’s responsibility in the event it is the apparent low bidder on a future public works contracts.
2.02 EXAMINATION OF PLANS, SPECIFICATIONS, CONTRACT AND SITE OF WORK The Bidder shall examine carefully the sites of the Work contemplated, the plans, the specifications, the Bid Form, and Contract Documents therefore.
The submission of a bid shall be conclusive evidence that the Bidder has investigated and is satisfied as to the conditions to be encountered, as to the character, the quality, and scope of work to be performed, the quantities of materials to be furnished, and as to the requirements of the Bid Form, plans, specifications and the Contract Documents.
2.03 APPROXIMATE ESTIMATE
The quantities given in the Bid Form are approximate only, being given as a basis for the comparison of bids. The City does not, expressly or by implication, agree that the actual amount of work required by the Contract Documents will correspond with the Bid Form, and the City reserves the right to increase or decrease the amount of any class or portion of the Work, or to omit portions of the Work, as may be deemed necessary or advisable by the Engineer. Bids are required for the entire Work described herein.
2.04 REJECTION OF BIDS
Bids may be rejected if they show any alterations of form, incomplete bids, erasures or irregularities of any kind. A complete bid shall include the following documents:
BID FORM
EQUAL EMPLOYMENT OPPORTUNITY CERTIFICATION
NONCOLLUSION AFFIDAVIT
DEBARMENT AND SUSPENSION CERTIFICATION
LIST OF SUBCONTRACTORS
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 37 | Page CIP 2295-17
QUESTIONNAIRE
BID FORM
BIDDER’S BOND OR OTHER SECURITY
PROJECT REFERENCES
IRAN CONTRACTING ACT FORM (if project is over $1,000,000)
PROOF OF REGISTRATION WITH DIR
To avoid bid protests and bid rejections, bidders are reminded to include the following information in the Bid Form:
1) Contractor’s license number
2) Expiration date of Contractor’s license
3) The following statement: “The Contractor’s license number and expiration date stated herein are made under penalty of perjury”.
The right is reserved to reject any and allbids.
2.05 BIDDER'S BOND
All bids shall be presented under sealed cover, marked "BID" and shall be accompanied by cash, cashier's check, or bidder's bond, made payable to the City of Grover Beach for an amount equal to ten percent (10%) of the amount of said base bid, and no bid shall be considered unless such cash, cashier's check, or bidder's bond is enclosed therewith.
2.06 RESPONSIBILITY OF BIDDERS
The City of Grover Beach reserves the right to be the sole judge as to the responsibility of any bidder to perform the Work under this Contract. Said City may reject the bid of any bidder for lack of financial ability or experience in performing the Work under this Contract. The Bidder’s attention is directed to the Notice to Bidders that identifies that any bidder may be required to furnish a sworn statement of their financial responsibility, technical ability, and experience.
2.07 RELIEF OF BIDDERS
Attention is directed to the requirements of Public Contracts Code Sections 5100 et seq. concerning relief of bidders, including but not limited to the requirement that if the bidder seeks relief based on a mistake in its bid, the bidder shall give the City written notice within five (5) working days after the opening of the bids of the alleged mistake, specifying in the notice in detail how the mistake occurred.
2.08 BID PROTESTS
Bid protests are to be hand-delivered to the City at the City of Grover Beach Department of Public Works, 154 S. 8th Street, Grover Beach, CA 93433; or they may be e-mailed to [email protected].
Any bid protest must be delivered or e-mailed by 5:00 p.m. on the 5th working day after the opening and announcement of the bids.
2.09 ESCROW BID DOCUMENTS
Documents from the two low bidders are required for projects over $1,000,000 and must include all of the quantity take-offs, calculations, quotes, notes, letters, emails, marked up plan sheets, reports, and all other information committed to hard copy or electronic media that a bidder used to determine the bid price: collectively the ‘Escrow BidDocuments’.
The two low bidders shall submit to the City additional financial information, including the Escrow Bid Documents, within five (5) working days after the deadline to submit bids. The documents shall include one (1) copy of all documentary information generated in preparation of bid prices for this project, as described in Paragraph seven of this section (2.09). The Escrow Bid Documents of the successful bidder will be held by the City in escrow for the duration of thecontract.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 38 | Page CIP 2295-17
The successful bidder agrees, as a condition of award of the contract, that the Escrow Bid Documents constitute all the information used in the preparation of its bid, and that no other bid preparation information will be considered in resolving disputes or claims. The successful bidder also agrees that nothing in the Escrow Bid Documents will change or modify the terms or conditions of the contract documents.
The Escrow Bid Documents are, and will always remain, the property of the Bidder or Contractor, subject to joint review by the City or Engineer and the Bidder or Contractor, as provided herein.
The City stipulates and expressly acknowledges that the Escrow Bid Documents, as defined herein, are intended to constitute proprietary information. This acknowledgement is based on the City's express understanding that the information contained in the Escrow Bid Documents is not known outside bidder's business, is known only to a limited extent and only by a limited number of employees of the bidder, is safeguarded while in bidder's possession, is extremely valuable to bidder and could be extremely valuable to bidder's competitors by virtue of it reflecting bidder's contemplated techniques of construction. The City further acknowledges that bidder expended substantial sums of money in developing the information included in the Escrow Bid Documents and further acknowledges that it would be difficult for a competitor to replicate the information contained therein. The City further acknowledges that the Escrow Bid Documents and the information contained therein are made available to City only because such action is an express prerequisite to award of the contract. The City further acknowledges that the Escrow Bid Documents include a compilation of information used in bidder's business, intended to give bidder an opportunity to obtain an advantage over competitors who do not know of or use the contents of the documentation. The City further agrees to safeguard the Escrow Bid Documents, and all information contained therein, against disclosure to the fullest extent permitted by law.
Escrow Bid Documents will be used to assist in the negotiation of price adjustments, supplemental agreements, and contract modifications and in the settlement of disputes and claims. They will not be used for pre-award evaluation of the bidder’s anticipated methods of construction or to assess the bidder’s qualifications for performing theWork.
Bidders may submit Escrow Bid Documents in their usual cost- estimating format; a standard format is not required. It is not the intention of this specification to cause the bidder extra work during the preparation of the bid, but to ensure that the Escrow Bid Documents will be adequate to enable complete understanding and proper interpretation for their intended use. The Escrow Bid Documents shall be submitted in the English language.
It is required that the Escrow Bid Documents clearly itemize the estimated costs of performing the Work of each bid item contained in the bid schedule. Bid items should be separated into sub-items as required to present a detailed cost estimate and allow a detailed cost review. The Escrow Bid Documents shall include all quantity takeoffs, estimates of crews, and equipment, calculations of rates of production and progress, copies of quotes from subcontractors and suppliers, and memoranda, narratives, add/deduct sheets, and all other information used by the bidder to arrive at the prices contained in the bid. Estimated costs should be broken down into the bidder's usual estimate categories such as direct labor, repair labor, equipment ownership and operation, expendable materials, permanent materials and subcontract costs as appropriate. Plant and equipment and indirect costs should be detailed in the bidder's usual format. The bidder’s allocation of plant and equipment, indirect costs, contingencies, markup and other items to each bid item shall be included.
All costs shall be identified. For bid items amounting to less than $10,000, estimated unit costs are acceptable without a detailed cost estimate, provided that labor, equipment, materials and subcontracts, as applicable, are included and provided that indirect costs, contingencies and markup, as applicable, are allocated.
Bid documents provided by the City should not be included in the Escrow Bid Documents unless needed to comply with the requirements herein.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 39 | Page CIP 2295-17
The Escrow Bid Documents shall be submitted to the City by the two low bidders in container(s) within five (5) working days after the deadline for submittal of bids. The container shall be clearly marked on the outside with the bidder's name, date of submittal, project name, contract number, project number, and the words "Escrow Bid Documents". After inspection by the City’s representative, the box will be sealed.
The documents can be scanned and submitted on a thumb drive or submitted on paper, or a combination of the two types. Sealed container(s) shall consist of boxes in the following standard sizes:
Standard Cube (LL) 15”x12”x10”; Letter Banker 24”x12”x10”; or Legal Banker:24”x15”x10” for hard copy submittals.
The Escrow Bid Documents shall be accompanied with a certification signed by an individual authorized by the bidder to execute the Bid Form, stating that the material in the Escrow Bid Documents constitutes all the documentary information used in preparation of the bid and that the bidder has personally examined the contents of the Escrow Bid Documents container and has found that the documents in the container are complete.
The Escrow Bid Documents of the apparent successful bidder will be examined, organized, and inventoried by the Engineer, together with members of the bidder's staff who are knowledgeable in how the bid was prepared. This examination is to ensure that the Escrow Bid Documents are legible and complete. It will not include review of, and will not constitute acceptance of proposed construction methods, estimating assumptions, or interpretations of contract documents. Examination will not alter any condition or term of the contract.
If all the documentation required as indicated above has not been included in the original submittal, additional documentation may be required, at the City’s discretion, prior to award of the contract. The detailed breakdown of estimated costs shall be reconciled and revised, if appropriate, by agreement between the bidder and the City before making the award. Once it has been determined that all of the documentation has been included, the box will be sealed. The Contractor can choose to provide tamper proof tape, or security tape. Otherwise, the box will be sealed, and the tape will be signed. The Escrow Bid Documents will be placed in storage at City Hall.
If the contract is not awarded to the apparent successful bidder, the Escrow Bid Documents of the bidder next to be considered for award shall be processed asdescribed.
Timely submission of complete Escrow Bid Documents is an essential element of the bidder's responsibility and a prerequisite to a contract award. Failure to provide the Escrow Bid Documents will be sufficient cause for the City to reject the bid.
Escrow Bid Documents submitted by unsuccessful bidders will be returned unopened, unless opened as provided above, following award of the contract. Unsuccessful bidders shall pick up the Escrow Bid Documents from the City 14 days of writtennotice.
If any bid is based upon subcontracting any part of the Work, each subcontractor whose total subcontract price was proposed by the bidder shall provide separate Escrow Documents to be included with those of the bidder. Such documents shall be opened and examined in the same manner at the same time as the examination described above for the apparent successful bidder.
If the Contractor wishes to subcontract any portion of the Work after award, the City retains the right to require the Contractor to submit Escrow Documents from the subcontractor before the subcontract is accepted.
The Escrow Bid Documents will be examined by both the City and the Contractor, at any time deemed necessary by the Director, unless the Contractor waives the right to be present by failing to appear at the designated time and place. Examination of the Escrow Bid Documents is subject to the following Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 40 | Page CIP 2295-17
conditions:
(a) As trade secrets, the Escrow Bid Documents are intended to constitute proprietary and confidential material as described in Paragraphs four and five of this section (2.09). (b) The City and the Contractor shall each designate, in writing to the other party and within ten days after execution of the contract, representatives who are authorized to examine the Escrow Bid Documents. No other person shall have access to the Escrow Bid Documents.
(c) Access to the Escrow Bid Documents may take place only in the presence of duly designated representatives of both the City and the Contractor, unless the Contractor waives its right to be present by failing to appear at the designated date and time at which the Escrow Bid Documents will be examined.
(d) The City will provide 48 hours’ notice before opening or examining the bid documents.
If the Contractor does not respond or does not send a representative, the City will examine the documents without the Contractor being present.
The Escrow Bid Documents will be returned to the Contractor at such time as the contract has been completed, all claims have been resolved, and final payment has been accepted by the Contractor. The Contractor shall pick up the Escrow Bid Documents from the City within 14 days of written notice.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 41 | Page CIP 2295-17
SECTION 3. AWARD AND EXECUTION OF CONTRACT
3.01 GENERAL
The Bidder's attention is directed to the provisions in Section 3, “Contract Award and Execution," of the Standard Specifications and these Special Provisions for the requirements and conditions concerning award and execution of Contract.
3.02 AWARD OF CONTRACT
The award of the Contract, if it be awarded, will be to the lowest responsive and responsible bidder whose bid complies with all the requirements prescribed. See Bid Form for details.
3.03 EXECUTION OF CONTRACT
The Contract shall be executed by the successful bidder and shall be returned, together with the Guaranty, the payment and performance bonds, and the insurance certificate(s) and endorsement(s) to the City within TEN (10) business days, not including Saturdays, Sundays and legal holidays, after the successful bidder has received the Contract for execution. Failure to do so shall be just cause for forfeiture of the successful bidder’s bond. The executed contract documents shall be delivered to the following address:
City of Grover Beach Department of Public Works
154 S. 8th Street
Grover Beach, CA 93433
3.04 CONTRACT BONDS
3.04-A PERFORMANCE BOND. The Contractor shall furnish a surety bond as security for the faithful performance of this Contract by the Contractor in an amount equal to one hundred percent (100%) of the Contract price.
3.04-B PAYMENT BOND. The Contractor shall furnish a surety bond as security for the payment of the claims of laborers, mechanics or materialmen employed on the Work under the Contract and shall contain all the provisions required by law, in the amount of one hundred percent (100%) of the Contract price.
3.05 CITY BUSINESS TAX CERTIFICATE AND ENCROACHMENT PERMIT The Contractor and all subcontractors shall obtain a City of Grover Beach Business Tax Certificate and pay all related fees. The Contractor will also be required to obtain an encroachment permit from the City but fees will be waived.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 42 | Page CIP 2295-17
SECTION 4. BEGINNING OF WORK, TIME OF COMPLETION,
LIQUIDATED DAMAGES, HOURS OF WORK, NIGHT WORK,
AND SCHEDULED SUSPENSION
Attention is directed to the provisions in Section 8-1.04, "Start of Job Site Activities," Section 8-1.05, "Time," Section 8-1.06, “Suspensions,” and Section 8-1.10, "Liquidated Damages," of the Standard Specifications and these Special Provisions.
A Preconstruction Conference (reference: Standard Specification 8-1.03) will be required not less than seven (7) days prior to any construction. This meeting will include the City of Grover Beach, the City’s Authorized Agents (when applicable, the project management, construction management, and/or design engineering), the Contractor, and necessary subcontractors. Utility companies who have assets within the work zone will be invited to this conference meeting.
The Contractor shall submit in accordance with Standard Specification 5-1.23 to the Engineer the following required submittals at or before the Pre-Construction Conference meeting:
Baseline Construction Schedule
Water Pollution Control Plan
Traffic Control Plan
These submittals will be reviewed and processed by the Engineer per the referenced Standard Specification.
The City will prepare conformed contract documents by incorporating bid addenda into the bidding documents. The City will provide the Contractor with three (3) full-size prints of the conformed Plans and three (3) complete Specification books. Additional quantities of the contract document plans and/or Specifications can be furnished by the City at reproduction cost. Softcopies of these documents in PDF format are available from the Engineer upon the Contractor’s submittal of a Request for Information (RFI).
The Contractor shall begin Work within THIRTY (30) calendar days after the Contract has been awarded by the City Council. The City may issue a Notice to Proceed that reflects this deadline for commencing the Work.
The Work shall be diligently prosecuted to completion before the expiration of ONE HUNDRED (100) working days beginning on the 30th calendar day after approval of the Contract. The City may issue a Notice to Proceed that reflects this duration for Contract time.
Liquidated delay damages for the City based on Contractor’s failure to achieve Completion within the above number of working days shall be $1,500 per calendar day, and they shall accrue automatically. as provided in the Special Provisions.
Hours of work shall be 7:00 a.m. to 5:00 p.m. on working days unless night work is approved by the City Engineer in writing.
Night work may be allowed between the hours of 10:00 p.m. and 6:00 a.m. when approved in writing by the City Engineer. Requests for night work shall be submitted to the Engineer no later than 96-hours before the date of the night work starts. No additional compensation will be allowed for night work.
Scheduled suspension of the work shall occur during the time(s) identified below, and the Contractor shall provide for a smooth and unobstructed passageway through the work during the suspension, said passageway shall be included within the cost of the project. Scheduled Suspension Dates: NONE
Refer to Standard Specifications 8-1.06, “Suspensions” for other related suspensions.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 43 | Page CIP 2295-17
SECTION 5. GENERAL
5.01 SUBCONTRACTING AND SUPERINTENDENCE
Attention is directed to Section 5-1.13, "Subcontracting," Section 7-1.07, "Legal Actions Against the Department," and Section 5-1.16, "Representative," of the Standard Specifications and these Special Provisions.
The Contractor shall give his personal attention to the fulfillment of the Contract and shall keep the Work under his control. No subcontractor will be recognized as such, and all persons engaged in the Work of construction will be considered as employees of the Contractor.
The "List of Subcontractors," which is part of the proposal, shall be completed listing all subcontractors who will perform any of the Work under this Contract.
Attention is directed to the requirement in said Section 5-1.16, “Representative,” that the Contractor designate in writing an authorized representative with authority to act for the Contractor and that said representative shall be present at the site of the Work while work is in progress.
5.02 LEGAL ACTIONS AGAINST THE CITY
Attention is directed to Section 7-1.07, "Legal Actions Against the Department," of the Standard Specifications for the requirements should litigation be brought against the City concerning compliance by the City with STATE or Federal laws, rules or regulations applicable to the Work.
5.03 AUTHORITY OF THE ENGINEER
In accordance with Section 5-1.03, "Engineer’s Authority," of the Standard Specifications, the Engineer shall decide all questions regarding the Work and shall have authority to enforce and make effective his decisions.
5.04 INSPECTION
The Contractor's attention is directed to Section 5, "Control of Work," of the Standard Specifications and these Special Provisions.
Should the Contractor desire to work on a Saturday, a Sunday or a designated holiday, or between the hours of 5:00 p.m. and 7:00 a.m., then issue a written submittal to the Engineer of the intent to do so at least five (5) calendar days prior to commencing said work. Should the Contractor perform any work in violation of this paragraph, the work shall be uncovered, exposed, tested and measured at the expense of the Contractor to the extent required by the Engineer in order to ascertain conformance with the plans and specifications. Any of said work which cannot be properly inspected for conformance will be rejected.
Designated legal holidays are: January 1st, Martin Luther King’s Birthday, the second and third Monday in February, the last Monday in May, July 4th, the first Monday in September, Columbus Day (day observed), Veteran’s Day, Thanksgiving Day, the day after Thanksgiving Day and December 24th and 25th, and December 31st. When a designated legal holiday falls on a Saturday or a Sunday, the preceding Friday or the following Monday, respectively, shall be a designated legal holiday.
5.05 VALUE ENGINEERING
Attention is directed to Section 4-1.07, “Value Engineering,” of the Standard Specifications.
5.06 EXCAVATION SAFETY PLANS AND PERMIT
Attention is directed to the provisions in Sections 6500 through 6509 and Section 6705 of the STATE LABOR CODE and in Section 7-1.02K(6)(b), “Excavation Safety,” of the Standard Specifications. Prior to constructing trenches or excavations five feet (5’) or more in depth, the Contractor shall obtain a permit from the STATE OF CALIFORNIA, Division of Industrial Safety, as required by said Section 6500.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 44 | Page CIP 2295-17
Full compensation for complying with this section shall be considered as included in the Contract prices paid for the items of Work to which said plans and permit relate and no separate payment will be made therefore.
5.07 CONTRACTOR'S RESPONSIBILITY FOR DAMAGE
Attention is directed to Section 5-1.36, "Property and Facility Preservation," of the Standard Specifications and these Special Provisions.
The Contractor shall be responsible for any liability imposed by law and by the Standard Specifications.
The Contractor shall protect existing improvements, adjacent property and roadside trees and shrubs, and shall erect tree protection fencing as directed.
The City does not anticipate any work in private property. If the contractor needs access to private property in order to do the work, the contractor must notify the City as soon as possible. The City will work with the property owner(s) to obtain a Temporary Construction Easement (TCE) at the addresses identified by the Contractor to allow access to the private property for the work to be done. The Contractor is not authorized to access the private property(ies) until the TCE has been fully executed and a copy distributed to the Contractor. The Contractor shall coordinate with the ENGINEER regarding the TCE’s.
5.08 INDEMNIFICATION AND INSURANCE
5.08-A INDEMNIFICATION. Contractor shall indemnify, defend with legal counsel approved by City, and hold harmless the City of Grover Beach, and all officers, officials, employees, authorized agents, and volunteers from and against all liability, loss, damage, expense, cost (including without limitation reasonable legal counsel fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with Contractor's negligence, recklessness or willful misconduct in the performance of work hereunder or its failure to comply with any of its obligations contained in this Contract, except such loss or damage which is caused by the sole or active negligence or willful misconduct of the City. Should conflict of interest principles preclude a single legal counsel from representing both City and Contractor, or should City otherwise find Contractor’s legal counsel unacceptable, then Contractor shall reimburse the City its costs of defense, including without limitation reasonable legal counsels fees, expert fees and all other costs and fees of litigation. The Contractor shall promptly pay any final judgment rendered against the City (and its officers, officials, employees, authorized agents, and volunteers) with respect to claims determined by a trier of fact to have been the result of the Contractor’s negligent, reckless or wrongful performance. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Contract.
Contractor obligations under this section apply regardless of whether or not such claim, charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment, civil fine or penalty, or liability was caused in part or contributed to by an Indemnitee; however, without affecting the rights of City under any provision of this Contract, Contractor shall not be required to indemnify and hold harmless City for liability attributable to the active negligence of City, provided such active negligence is determined by agreement between the parties or by the findings of a court of competent jurisdiction. In instances where City is shown to have been actively negligent and where City active negligence accounts for only a percentage of the liability involved, the obligation of Contractor will be for that entire portion or percentage of liability not attributable to the active negligence of City.
The duty of the Contractor to indemnify and save harmless includes the duties to defend as set forth in Section 2778 of the CIVIL CODE.
5.08-B LIABILITY INSURANCE. The provisions of said Section 7-1.05 “Indemnification,” of the Standard Specifications regarding the retention of funds to cover claims or suits for damages shall not apply.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 45 | Page CIP 2295-17
Prior to the beginning of and throughout the duration of the Work, Contractor and its subcontractors shall maintain insurance in conformance with the requirements set forth below. Contractor will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth herein, Contractor agrees to amend, supplement or endorse the existing coverage to do so.
Contractor acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to Contractor or its subcontractors in excess of the limits and coverage identified in this Contract and which is applicable to a given loss, claim or demand, will be equally available to City.
Contractor shall provide the following types and amounts of insurance:
Without limiting Contractor’s indemnification of City, and prior to commencement of Work, Contractor shall obtain, provide and maintain at its own expense during the term of this Contract, policies of insurance of the type and amounts described below and in a form satisfactory to City.
General liability insurance. Contractor shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, and a $2,000,000 completed operations aggregate. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
Automobile liability insurance. Contractor shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Contractor arising out of or in connection with Work to be performed under this Contract, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.
Workers’ compensation insurance. Contractor shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000) for Contractor’s employees in accordance with the laws of the State of California, Section 3700 of the Labor Code. In addition, Contractor shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California, Section 3700 for all of the subcontractor’s employees.
Contractor shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, authorized agents, employees, and volunteers.
Pollution liability insurance. Environmental Impairment Liability Insurance shall be written on a Contractor’s Pollution Liability form or other form acceptable to City providing coverage for liability arising out of sudden, accidental and gradual pollution and remediation. The policy limit shall be no less than $1,000,000 dollars per claim and in the aggregate. All activities contemplated in this Contract shall be specifically scheduled on the policy as “covered operations.” The policy shall provide coverage for the hauling of waste from the project site to the final disposal location, including non-owned disposal sites.
Products/completed operations coverage shall extend a minimum of three (3) years after project completion. Coverage shall be included on behalf of the insured for covered claims arising out of the actions of independent Contractors. If the insured is using subcontractors, the Policy must include work performed “by or on behalf” of the insured. Policy shall contain no language that would invalidate or remove the insurer’s duty to defend or indemnify for claims or suits expressly excluded from coverage.
Policy shall specifically provide for a duty to defend on the part of the insurer. The City, its officials, officers, authorized agents, and employees, shall be included as insureds under the policy.
Proof of insurance. Contractor shall provide certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 46 | Page CIP 2295-17
compensation. Insurance certificates and endorsements must be approved by City’s risk manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this Contract. City reserves the right to require complete, certified copies of all required insurance policies, at any time.
Duration of coverage. Contractor shall procure and maintain for the duration of the Contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by Contractor, his agents, representatives, employees or subcontractors. Contractor must maintain general liability and umbrella or excess liability insurance for as long as there is a statutory exposure to completed operations claims. City and its officers, officials, employees, and authorized agents shall continue as additional insureds under such policies.
Primary/noncontributing. Coverage provided by Contractor shall be primary and any insurance or selfinsurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.
City’s rights of enforcement. In the event any policy of insurance required under this Contract does not comply with these requirements or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Contractor or City will withhold amounts sufficient to pay premium from Contractor payments. In the alternative, City may cancel this Contract.
Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s risk manager.
Waiver of subrogation. All insurance coverage maintained or procured pursuant to this Contract shall be endorsed to waive subrogation against City, its elected or appointed officers, authorized agents, officials, employees, and volunteers or shall specifically allow Contractor or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Contractor hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subcontractors.
Enforcement of Contract provisions (non estoppel). Contractor acknowledges and agrees that any actual or alleged failure on the part of the City to inform Contractor of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.
Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Contractor maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
Notice of cancellation. Contractor agrees to oblige its insurance agent or broker and insurers to provide to City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 47 | Page CIP 2295-17
Additional insured status. General liability policies shall provide or be endorsed to provide that City and its officers, officials, employees, authorized agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies.
Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.
Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.
Pass through clause. Contractor agrees to ensure that its sub-consultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by Contractor, provide the same minimum insurance coverage and endorsements required of Contractor. Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Contractor agrees that upon request, all agreements with consultants, subcontractors, and others engaged in the project will be submitted to City for review.
City’s right to revise requirements. The City reserves the right at any time during the term of the Contract to change the amounts and types of insurance required by giving the Contractor a ninety (90) day advance written notice of such change. If such change results in substantial additional cost to the Contractor, the City and Contractor may renegotiate Contractor’s compensation.
Self-insured retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by City.
Timely notice of claims. Contractor shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Contractor’s performance under this Contract, and that involve or may involve coverage under any of the required liability policies.
Additional insurance. Contractor shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Work.
5.09 LABOR
5.09-A GENERAL. Attention is directed to the provisions of Section 7, "Legal Relations and Responsibility," of the Standard Specifications regarding labor, to the California Labor Code, and to these Special Provisions.
5.09-B PREVAILING WAGE. Attention is directed to Section 7-1.02K(2), “Wages,” of the Standard Specifications and as stated in the Notice to Bidders and Agreement.
The Project is a public work, the Work shall be performed as a public work and under California Labor section Code 1770 et seq., the Director of Industrial Relations has determined the general prevailing rate of per diem wages and the general prevailing rate for holiday and overtime work in the locality in which the work is to be performed, for each craft, classification or type of worker needed to execute this Contract. The general prevailing wage rates determined by the Director of Industrial Relations are available at: http://www.dir.ca.gov/DLSR/PWD
Per diem wages shall be deemed to include employer payments for health and welfare, pension, vacation, apprenticeship or other training programs, and similar purposes. The rate of prevailing wage Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 48 | Page CIP 2295-17
for any craft, classification or type of workmanship to be employed on this Project is the rate established by the applicable collective bargaining agreement which rate so provided is hereby adopted by reference and shall be effective for the life of this Agreement or until the Director of the Department of Industrial Relations determines that another rate be adopted. It shall be mandatory upon the Contractor and on any subcontractor to pay not less than the said specified rates to all workers employed in the execution of this Agreement. Contractor shall post on site all required job site notices as prescribed by regulation.
The Contractor and any subcontractor under the Contractor as a penalty to the City shall forfeit not more than Two Hundred Dollars ($200.00) for each calendar day or portion thereof for each worker paid less than the stipulated prevailing rates for such work or craft in which such worker is employed. The difference between such stipulated prevailing wage rates and the amount paid to each worker for each calendar day or portion thereof for which each worker was paid less than the stipulated prevailing wage rate shall be paid to each worker by the Contractor.
Pursuant to Labor Code section 1776, the Contractor and each subcontractor shall keep or cause to be kept an accurate record of performance of the Work showing the names, addresses, social security numbers, work classification, straight time and overtime hours worked and occupations of all laborers, workers and mechanics employed by them in connection with the performance of this Contract or any subcontract thereunder, and showing also the actual per diem wage paid to each of such workers, which records shall be open at all reasonable hours to inspection by the City, its officers and agents and to the representatives of the Division of Labor Standards Enforcement of the State Department of Industrial Relations. Contractor and subcontractors shall comply with Labor Code section 1776.
5.09-C LABOR DISCRIMINATION. Attention is directed to Section 1735 of the Labor Code.
5.09-D DEPARTMENT OF INDUSTRIAL RELATIONS – COMPLIANCE MONITORING AND REGISTRATION. Public works projects shall be subject to compliance monitoring and enforcement by the Department of Industrial Relations. The Owner shall not enter into any contract without proof of the Contractor’s current registration to perform public work under Labor Code section 1725.5. The Contractor shall not enter into any subcontract without proof of the subcontractor’s current registration to perform public work under Labor Code section 1725.5. For all projects over Twenty-Five Thousand Dollars ($25,000), a contractor or subcontractor shall not be qualified to enter into, or engage in the performance of, any contract of public work (as defined by Division 2, Part 7, Chapter 1 (§§1720 et seq.) of the Labor Code) unless currently registered and qualified under Labor Code section 1725.5 to perform public work.
5.09-E WORKING HOURS. In accordance with the provisions of California Labor Code sections 1810 to 1815, inclusive, the time of service of any worker employed by the Contractor or a subcontractor doing or contracting to do any part of the work contemplated by this Agreement is limited and restricted to eight hours during any one calendar day and forty hours during any one calendar week, provided, that work may be performed by such employee in excess of said eight hours per day or forty hours per week provided that compensation for all hours worked in excess of eight hours per day, and forty hours per week, is paid at a rate not less than one and one-half (1½) times the basic rate of pay. The Contractor and every subcontractor shall keep an accurate record showing the name of and the actual hours worked each calendar day and each calendar week by each worker employed by them in connection with the work. The records shall be kept open at all reasonable hours to inspection by representatives of the Owner and the Division of Labor Law Enforcement. The Contractor shall as a penalty to the Owner forfeit Twenty-five Dollars ($25.00) for each worker employed in the execution of this Agreement by the Contractor or by any subcontractor for each calendar day during which such worker is required or permitted to work more than eight hours in any one calendar day, and forty hours in any one calendar week, except as herein provided.
5.09-F APPRENTICES. The Contractor agrees to comply with Chapter 1, Part 7, Division 2, sections 1777.5 and 1777.6 of the California Labor Code, which are hereby incorporated and made a part hereof.
These sections require that contractors and subcontractors employ apprentices in apprenticeable Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 49 | Page CIP 2295-17
occupations in a ratio of not less than one hour of apprentice’s work for each five hours of work performed by a journeyman (unless an exemption is granted in accordance with section 1777.5) and that contractors and subcontractors shall not discriminate among otherwise qualified employees as indentured apprentices on any public works solely on the ground of sex, race, religious creed, national origin, ancestry or color. Only apprentices as defined in Labor Code section 3077, who are in training under apprenticeship standards and who have signed written apprentice agreements, will be employed on public works in apprenticeable occupations. The responsibility for compliance with these provisions is fixed with the Contractor for all apprenticeable occupations.
5.10 NOISE CONTROL
The Contractor's attention is directed to Section 14-8.02, "Noise Control," of the Standard Specifications and to these Special Provisions.
The noise level from the Contractor's operations, between the hours of 7:00 a.m. and 7:00 p.m., shall not exceed 86dB(A) at a distance of fifty feet (50'). This requirement in no way relieves the Contractor from responsibility for complying with local ordinances regulating noise level.
Said noise level requirement shall apply to all equipment on the job or related to the job, including, but not limited to trucks, transit mixers or transit equipment that may or may not be owned by the Contractor.
The use of loud sound signals shall be avoided in favor of light warnings except those required by safety laws for the protection of personnel.
Full compensation for conforming to the requirements of this section shall be considered as included in the Contract prices paid for the various items of Work involved and no additional compensation will be allowed therefore.
5.11 PROJECT APPEARANCE
The Contractor shall maintain a neat appearance to the Work. In any area visible to the public, the following shall apply.
When practicable, broken concrete and debris developed during clearing and grubbing shall be disposed of concurrently with its removal. If stockpiling is necessary, the material shall be removed or disposed of weekly.
The Contractor shall furnish trash bins for all debris from structure construction. All debris shall be placed in trash bins daily. Forms or falsework that are to be reused shall be stacked neatly concurrently with their removal. Forms and falsework that are not to be reused shall be disposed of concurrently with their removal.
Equipment for use on the project shall be stored on side streets away from business frontages and shall be removed and stored at the Contractor’s own yard if not in use for more than five working days. The Contractor may secure a staging area on private property if the Contractor makes arrangements to secure access to private property for staging during the Work.
Full compensation for conforming to the provisions in this section, not otherwise provided for, shall be considered as included in the Contract prices paid for the various items of Work involved and no additional compensation will be allowed therefore.
5.12 GUARANTY AND BONDS
A material guaranty for a period of twelve (12) months from the date of Contract acceptance as notified in writing by the DIRECTOR for all the items of Work as designated in the Engineer's Estimate will be required prior to commencement of the Work and shall conform to the provisions in Section 6-3.06, "Guarantee," of the Standard Specifications. A guaranty form for this purpose is included in the bid package documents.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 50 | Page CIP 2295-17
Full compensation for furnishing the guaranty and bonds will be considered as included in the Contract price and no additional compensation will be allowed therefore.
5.13 SUBCONTRACTING
No subcontract releases the Contractor from the Contract or relieves the Contractor of their responsibility for a subcontractor's work.
If the Contractor violates Public Contract Code Section 4100 et seq., the City of Grover Beach may exercise the remedies provided under Public Contract Code Section 4110. The City of Grover Beach may refer the violation to the Contractors State License Board as provided under Public Contract Code Section 4111.
The Contractor shall perform work equaling at least 30 percent of the value of the original total bid with the Contractor’s own employees and equipment, owned or rented, with or without operators.
Each subcontract must comply with the Contract.
Each subcontractor must have an active and valid State contractor's license with a classification appropriate for the work to be performed (Business and Professions Code, Section 7000 et seq.).
Each subcontractor must have an active and valid California Department of Industrial Relations (DIR) Registration number appropriate for the work to be performed.
Submit copies of subcontracts upon request by the Engineer.
Before subcontracted work starts, submit a Subcontracting Request form.
Do not use a debarred contractor; a current list of debarred contractors is available at the Department of Industrial Relations' Web site.
Upon request by the Engineer, immediately remove and not again use a subcontractor who fails to prosecute the Work satisfactorily.
Each subcontract and any lower tier subcontract that may in turn be made shall include the "Required Contract Provisions Federal-Aid Construction Contracts" in Section 7-11.1 of the Standard Specifications.
Noncompliance shall be corrected. Payment for subcontracted work involved will be withheld from progress payments due, or to become due, until correction is made. Failure to comply may result in termination of the Contract.
5.14 TRAFFIC CONTROL PLAN
Attention is directed to the provisions in Section 7-1.03, "Public Convenience," of the Standard Specifications and these special provisions. One lane of traffic in each direction shall be open at all times during the Work except for very short periods when needed to move equipment or materials. Side streets may be closed upon City Engineer approval of a traffic control plan prepared by the Contractor.
Full road closures for any extended period of time will only be approved after City Engineer approval of a traffic control detour plan prepared by the Contractor.
If at any time during the Work or during any scheduled delays the Contractor fails to maintain traffic control signs and delineators, the City may contract directly for the work and all costs including 15% administrative fees will be deducted from payment due the Contractor.
5.15 PUBLIC CONVENIENCE
Attention is directed to the provisions in Section 7-1.03, "Public Convenience," of the Standard Specifications and these Special Provisions.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 51 | Page CIP 2295-17
The Contractor shall schedule and conduct his work so as to limit inconvenience to businesses located in or near the Work zone. Access to businesses shall be available at all times unless otherwise approved by the City Engineer. On-street parking shall be opened to the public when not in conflict with the day’s scheduled work. Public traffic shall be permitted to pass through the Work at all times during construction unless otherwise approved by the City Engineer. During nights, weekends or other times when the Contractor is not on site working and when traffic is routed on a travel area next to a drop off of more than 1-inch the Contractor shall backfill the adjacent excavation with compacted base material to within 1-inch of the traveled way surface a minimum of 3-feet outside of the traveled way and shall maintain delineators at the edge of the traveled way. Minimum traveled way shall be 11-feet. Upon approval by the City Engineer, traffic may be routed onto compacted base. The Contractor shall provide reduced speed signs, shall inspect the traveled way twice daily and shall water and maintain the base free of ruts and depressions.
The Contractor shall prepare 3-feet x 3-feet signs, reflective blue letters on white background indicating that businesses are open during construction. One sign shall be placed in each direction ahead of the Work on temporary barricades or sign posts installed and maintained by the Contractor.
The Contractor shall provide changeable message signs in each direction ahead of the Work beginning 10 days prior to construction and continuing for 30-calendar days while the work is in progress. The message indication shall include “Roadwork, Expect Delays” and the duration of the Work.
The Contractor shall inspect and maintain all construction signs and delineators twice daily during the closures or suspension identifiedabove.
Full compensation for public convenience will be considered as included in the Contract price or prices paid for the items of Work involved and no additional compensation will be allowed therefore.
5.16 FACILITIES (UNDERGROUND AND/OR ABOVEGROUND)
The information and data shown or indicated in the contract documents with respect to existing underground and/or aboveground facilities at or contiguous to the site is based on information and data furnished by the owners of such underground and/or aboveground facilities, including the City, or by others. Unless it is otherwise expressly provided in the Special Provisions:
• City shall not be responsible for the accuracy or completeness of any such information or data; and
• The cost of all of the following shall be included in the Contract price paid for various items of Work involved and no separate additional payment will be made therefore and the Contractor shall have full responsibility for:
o Reviewing and checking all such information and data; o Locating via potholing all underground facilities shown or indicated in the contract documents. Contractor shall determine the location and depth of all utilities via potholing, including service connections, which have been marked by the respective utility owners and which may affect or be affected by the Contractor’s operations. Full compensation for such Work shall be considered as included in Contract price; o Coordination with all utility service providers for Work affecting their facilities; and o The safety and protection of all such underground and/or aboveground facilities and repairing any damage thereto resulting from the Work.
• If an underground facility is uncovered or revealed at or contiguous to the site which was not shown or indicated, or not shown or indicated with reasonable accuracy in the contract documents, Contractor shall, promptly, but in no case more than five (5) Days after becoming aware thereof and before further disturbing conditions affected thereby or performing any Work in connection therewith (except in an emergency), identify the owner of such underground facility and give written notice to that owner and to City. City will promptly review the underground facility and determine the extent, if any, to which a change is required in the contract documents to reflect and document the consequences of the existence or location of the underground facility. During such time, the Contractor shall be responsible for the safety and protection of such underground Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 52 | Page CIP 2295-17
facility.
The Contractor shall review the pothole data they collect and determine the proper methods to achieve required compaction over utility lines without damaging the existing facilities.
The Contractor shall review the pothole data they collect prior to purchasing any and all valves, couplings, fittings, restraints, or any other components and appurtenances necessary for connections to existing utilities. The Contractor shall expect to work with various existing pipe materials, including but not necessarily limited to steel, asbestos cement, ductile iron, and PVC; therefore, the potholing information needed to be collected shall include any and all dimensions necessary for the successful and water-tight connection with the existing facilities. All potholing data shall be collected a minimum of fifteen (15) working days before the utility improvement work is scheduled to be performed to allow sufficient time for the Contractor’s parts to be ordered and delivered. Furthermore, the minimum of fifteen (15) working days is necessary to accommodate any redesign effort by the City should differing site conditions of underground facilities be encountered. Full compensation for such Work shall be considered as included in Contractor’s Bid price.
When underground utility work is part of this Contract, then the Contractor shall review the pothole data prior to purchasing any fittings, restraints, or other components necessary for connections to existing utilities.
The following is contact information for utility companies having infrastructure within the City is provided as reference to the Contractor.
Utility Company Contact Name e-mail
Phone (805)
Area Code Address
Electrical PG&E Denise Clarke [email protected] 805-546-5272 4325 S. Higuera SLO, 93401
Phone AT&T Neil Zakaria [email protected] 805-546-7012 196 Suburban Rd SLO, 93401
Fiber/Phone Charter Tim Lindsay [email protected] 805-544-1962, X 3353
7555 San Luis Ave
Atascadero, CA 93422
Fiber Astound Shawn Thomas [email protected] 805-548-8070 711 Tank Farm Rd #210 San Luis Obispo, CA
93401
Oil Phillips 66 Leo Martinez [email protected] 805-226-2656 1232 Park St, Ste 300 Paso Robles, 93446
Gas So Cal Gas Scott Hale [email protected] 805-681-7939 750 Industrial Way SLO, 93401
Water/Sewer Grover Beach Public Works
Department
[email protected] 805-473-4530 154 S. 8th St
Grover Beach, 93433
5.17 ORDER OF WORK
The Contractor shall arrange his work order and schedule to provide the least possible disruption to business and on-street parking access.
5.18 DIFFERING SITE CONDITIONS
5.18-A CONTRACTOR'S NOTIFICATION. Contractor shall promptly notify the City’s Engineer if either of the following conditions are found:
1. Physical conditions differing materially from either of the following:
• Contract documents
• Job site examination
2. Physical conditions of an unusual nature, differing materially from those ordinarily encountered and generally recognized as inherent in the Work provided for in the Contract.
Contractor shall provide in writing details explaining the information relied upon and the material differences discovered.
If Contractor fails to promptly notify the Engineer, then Contractor waives the differing site condition claim for the period between the discovery of the differing site condition and when notification was provided to the Engineer.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 53 | Page CIP 2295-17
If Contractor disturbs the site after discovery and before the Engineer's investigation, the Contractor waives the differing site condition claim.
5.18-B ENGINEER'S INVESTIGATION AND DECISION. Upon Contractor’s notification, the Engineer investigates job site conditions and:
1. Notifies the Contractor whether to resume affected work.
2. Decides whether the condition differs materially and is cause for an adjustment of Contract time, Contract price, or both.
5.19 COOPERATION
Should construction be underway by the City, other agencies, utility providers, or other contractors within or adjacent to the limits of Work specified or should work of any other nature be underway by other forces within or adjacent to said limits, then Contractor shall cooperate with all such other contractors or other forces to the end that any delay or hindrance to their work will be avoided. The City reserves the right to perform other or additional work at or near the site at any time, by the use of other forces.
When necessary, Contractor shall so conduct operations as to permit access to the site and provide time for utility work to be accomplished during normal work hours during the progress of the Work.
During the progress of the Work under this Contract, these projects may be in progress within or near the Work area of this Contract. The Sewer Upgrade project will be underway on N. 9th. The intent is that construction for this project starts after the sewer construction is complete on N. 9th (expected completion is on or around May 15, 2026).
Responsible Party Location Type of Work Contact Information City of Grover Beach N. 9th, Ramona (8th-9th), Sewer Upgrades Public Works
5.20 COMPLETION OF THE WORK OF IMPROVEMENTS
Upon completion of the work of improvements, including final cleanup, punch list work, other corrective work, and all contractual obligations, the Contractor shall submit a signed written affidavit that states (A) that completion of the Work has occurred, (B) the date of such completion, and (C) that the Project’s Work is ready for final inspection. Within 30 calendar days after receipt of the signed written affidavit, the Engineer will inspect the work and will either (1) reject the affidavit’s recommendation of the date of completion of the work of improvements and that the work zone is ready for final inspection and Contract acceptance, specifying the defective and/or incomplete portions of the work, or (2) accept the affidavit and state the date of actual completion. The Engineer may elect to submit a request to the City for acceptance by the City Council. The City may elect to record a notice of completion with the County.
If the Engineer rejects the signed written affidavit that the completion of the work of improvements has occurred, then the Contractor shall promptly remedy the defective and/or incomplete portions of the work.
Thereafter, the Contractor shall give the Engineer a revised written signed affidavit that the completion of the work of improvements has occurred and a new date based on when the defective and/or incomplete portions of the work were corrected. The foregoing procedure shall apply successively thereafter until the Engineer accepts the affidavit and requests to the City for the Director’s written notice of Contract acceptance and establish the Contract acceptance date.
5.21 THIRD-PARTY CLAIM
The City shall give Contractor timely notice of any third-party claim related to the Contract.
5.22 TRENCHING
Pursuant to Public Contract Code section 7104, when any excavation or trenching extends greater than four feet below the surface:
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 54 | Page CIP 2295-17
The Contractor shall promptly, and before the following conditions are disturbed, notify the City, in writing, if any:
(1) Material that the Contractor believes may be material that is hazardous waste, as defined in California Health and Safety Code section 25117, which is required to be removed to a Class I, Class II, or Class III disposal site in accordance with the provisions of existing law. (2) Subsurface or latent physical conditions at the site differing from those indicated by information about the site made available to bidders prior to the deadline for submitting bids. (3) Unknown physical conditions at the site of any unusual nature, different materially from those ordinarily encountered and generally recognized as inherent in work of the character provided for in the Contract Documents.
The City shall promptly investigate the conditions, and if it finds that the conditions do materially so differ, or do involve hazardous waste, and cause a decrease or increase in the Contractor’s cost of, or the time required for, performance of any part of the work shall issue a change order under the procedures described in the Contract Documents.
In the event that a dispute arises between the City and the Contractor whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in the Contractor’s cost of, or time required for, performance of any part of the work, the Contractor shall not be excused from the Completion Date provided for by the Contract Documents, but shall proceed with all work to be performed under the Contract Documents. The Contractor shall retain any and all rights provided either by the Contract Documents or by law which pertain to the resolution of disputes and protests between the contracting Parties.
5.23 EXISTING UTILITY LINES; REMOVAL AND RELOCATION
Pursuant to Government Code section 4215, the City assumes the responsibility for removal, relocation, and protection of utilities located on the site at the time of commencement of construction under this Agreement with respect to any such utility facilities which are not identified in this Agreement, the plans and specifications. The Contractor shall not be assessed for liquidated damages for delay in completion of the Project caused by failure of the City to provide for removal or relocation of such utility facilities.
City shall compensate the Contractor for the costs of locating, repairing damage not due to the failure of the Contractor to exercise reasonable care, removing or relocating such utility facilities, and for equipment necessarily idle during such work.
5.24 ASSIGNMENT OF ANTI-TRUST CLAIM.
Pursuant to Government Code section 4552, in entering into a public works contract or a subcontract to supply goods, services, or materials pursuant to a public works contract, the Contractor or subcontractor offers and agrees to assign to the owner all rights, title, and interest in and to all causes of action it may have under section 4 of the Clayton Act (15 U.S.C. § 15) or under the Cartwright Act (Chapter 2 [commencing with section 16700] of Part 2 of Division 7 of the Business and Professions Code), arising from the purchase of goods, services, or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time the awarding body tenders final payment to the Contractor, without further acknowledgment by the Parties. If the City receives, either through judgment or settlement, a monetary recovery for a cause of action assigned under Chapter 11 (commencing with section 4550) of Division 5 of Title 1 of the Government Code, the assignor may, upon demand, recover from the City any portion of the recovery, including treble damages, attributable to overcharges that were paid by the assignor but were not paid by the City as part of the bid price, less the expenses incurred in obtaining that portion of the recovery.
5.25 AUDIT
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 55 | Page CIP 2295-17
Pursuant to and in accordance with the provisions of Government Code section 8546.7, or any amendments thereto, all books, records, and files of the City, the Contractor, or any Subcontractor connected with the performance of this Contract involving the expenditure of state funds in excess of Ten Thousand Dollars ($10,000.00), including, but not limited to, the administration thereof, shall be subject to the examination and audit of the Office of the Auditor General of the State of California for a period of three (3) years after release of all retention under this Contract. Contractor shall preserve and cause to be preserved such books, records, and files for the audit period. During the progress of the Work and for three (3) years after Completion of the Work, City shall also have the right to an audit of all of Contractor’s books, records, subcontracts, material and equipment contracts, files, and information related to the Contract, and Contractor must cooperate by producing all requested items within seven (7) days.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 56 | Page CIP 2295-17
SECTION 6. MEASUREMENT AND PAYMENT
6.01 CHANGES
Attention is directed to Section 4-1.05, "Changes and Extra Work," and Section 9-1.04, "Force Account," and 5-1.43 “Potential Claims and Dispute Resolution,” of the Standard Specifications and these Special Provisions. Delete section 5-1.43E of the Standard Specifications.
Any changes will be set forth in a Contract Change Order which will specify, in addition to the work to be done in connection with the change made, adjustment of Contract time, if any, and the basis of compensation for such work. A Contract Change Order is final when the City and Contractor sign the Contract Change Order and the City Council has approved it.
Changes in the work will be transmitted to the Contractor as either a Request for Modification Proposal (RFMP) or a written field order. The RFMP will describe the change in work and request a proposal for change in the contract price and/or time. The Contractor shall promptly prepare the requested modification proposal and return to the Engineer. The Engineer will coordinate with the Contractor for any modifications to the work or the proposed change in contract price and/or time. The outcome of the coordination will be presented within a Contract Change Order. Any contract monetary adjustments constitutes compensation in full on behalf of the contractor and his subcontractors and suppliers for all costs and markup directly or indirectly, including extended overhead, attributable to the change order, for all delays related thereto, and for performance of the change within the time frame stated. Contractor in addition agrees the adjustment to compensation to the base agreement as manifested by this change order represents any and all cost whatsoever related to cumulative impacts or any synergistic effects, whether known or unknown, that may arise out of the work performed under this contract or in conjunction with other work or change orders approved under this agreement. Contractor waives any right to request additional compensation for any reason other than agreed to in accordance with this change order.
A written field order, or other written directive, is a written notice issued by the Engineer which requires minor changes in the work but which does not involve a change in the contract price or contract times.
The purpose of a written field order is to document clarification to the plans and/or specifications. The Contractor shall issue a RFI if the written field order is unclear or if additional information is needed.
The information contained within and/or attached to any RFMP or a field order which change the plans and/or specifications are conveyed to the Contractor typically as a single copy, either in hardcopy or softcopy. The Contractor is responsible for the cost of reproduction and distribution of the materials to their personnel and/or subcontractors. No additional payment will be made for reproduction and distribution costs of documents related to changes.
6.02 PROGRESS PAYMENTS
Attention is directed to Section 9-1.16, "Progress Payments," of the Standard Specifications and these Special Provisions. All progress payment applications and progress payments shall comply with Public Contract Code section 20104.50, which requires (among other things) payment within 30 days of submission of a proper submitted and undisputed payment request.
On or about the last day of each calendar month, the Contractor shall make an estimate of all work under the Contract completed to date. The Contractor shall use his “Progress Pay Estimate” form which shall be used for the estimate and submitted to the Engineer. The Contractor shall make an estimate of all work under the Contract completed to date. The estimate shall be delivered to the Engineer who will verify and, if found correct, will approve such estimates. Said estimates shall include a five percent (5%) retention by the City in accordance with Public Contract Code sections 7201 and 9203.
The final progress payment application shall not be submitted until completion of the Work is confirmed by the Engineer after inspection (see §5.20, above).
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 57 | Page CIP 2295-17
Where City staff and equipment are used for work, billing will be done at the hourly billing rate for City staff. City materials and equipment will be billed in compliance with section 9-1.04. Work performed by a third party will be billed at the amount charged to the City for the work plus an additional five percent markup. The total cost-plus markup may be retained from contract or for private work billed to permittee.
6.02-A OTHER PAYMENT WITHHOLDINGS. The application for progress payment and the payment thereof, or both, may at any time, be withheld or reduced if, in the opinion of the Engineer, the Contractor is not performing the Work in accordance with the Contract in a material respect, diligently and efficiently endeavoring to comply with intent of the Contract, of if the Contractor shall fail to pay his labor and material bills as they become due. In determining whether the Contractor’s failure to perform in accordance with the Contract is material, the Engineer will give consideration, among other factors, to whether the Contractor’s failure to perform endangers the public health, safety, and welfare, and whether the Work is being performed in accordance with the accepted construction schedule.
The City may withhold monies from progress payments and other payments which would otherwise be payable at any time hereunder, and apply the same (or so much as may be necessary therefore) to the payment of expenses, losses, or damages incurred by the City for which the Contractor is liable under the Contract, including but not limited to:
1. Failure of the Contractor to submit or obtain acceptance of a progress schedule, schedule of values, and any updated schedules;
2. Defective or non-conforming work;
3. Costs incurred by the City to correct, repair or replace defective or nonconforming work or to complete the Work;
4. A reasonable doubt that the Work can be completed for the balance then unpaid;
5. A reasonable concern by the City that the materials, equipment or component parts are not in proper operation condition;
6. Liquidated damages that have accrued and that are likely to accrue in the future;
7. Failure to perform in accordance with the Contract;
8. A reasonable concern that cost or liability that may occur to the City as the result of the Contractor’s, subcontractor’s or supplier’s improper acts, omissions, fault, or negligence will cause City to incur cost, expenses or liability (even if City is indemnified for such cost, expense or liability);
9. Deduction in Work;
10. Failure of the Contractor to repair damaged materials, equipment, property, or work;
11. Failure of the Contractor to provide or obtain review of submittals;
12. Failure to pay subcontractors or suppliers;
13. Stop payment notices given to the City by Contractor’s subcontractors and suppliers;
14. Failure to keep record plans/documents (e.g. as-built drawings) up to date subject to a monthly inspection by the Engineer;
15. Failure to comply with all applicable federal, state, and local laws, statutes, regulations, codes, licenses, easements, and permits:
16. Failure to obtain and maintain applicable permits, insurance, and bonds; and
17. Failure to comply with the Contract safety requirements.
For withhold items where the dollar amount is estimated (including but not limited to future liquidated damages), the City may withhold 150% of the estimated amount.
6.03 FINAL PAYMENT
Attention is directed to Section 9-1.17, "Payment After Contract Acceptance," Section 9-1.17(2)(b), "Overhead Claims," and Section 9-1.21, "Clerical Errors," and 9-1.22 “Claim Resolution Procedure,” of the Standard Specifications and these Special Provisions.
Replace 2nd paragraph in section 9-1.17C with:
Submit either a written acceptance of the proposed final progress payment estimate or a claim statement postmarked or hand delivered before the 31st day after receiving the proposed final progress payment estimate.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 58 | Page CIP 2295-17
Delete 3rd paragraph in section 9-1.17C.
9-1.17D Final Payment and Claims
9-1.17D(1) General
Replace section 9-1.17D(1) with:
If you accept the proposed final progress payment estimate or do not submit a claim statement within 30 days of receiving the proposed final progress payment estimate, the Engineer will process the proposed final progress payment estimate for payment. The final progress payment will be paid pursuant to Public Contract Code section 20104.50. A notice of completion may be recorded by the City pursuant to Civil Code sections 9200 et seq. This final progress payment estimate and payment is conclusive except as specified in sections 5-1.27, 6-3.06, and 9-1.21.
If you submit a claim statement within 30 days of receiving the Engineer's proposed final progress payment estimate, the Engineer furnishes a semifinal progress payment estimate to the Contractor and the City pays the amount due pursuant to Public Contract Code section 20104.50. The semifinal progress payment estimate is conclusive as to the amount of work completed and the amount payable except as affected by the claims or as specified in sections 5-1.27, 6-3.06, and 9-1.21. 9-1.17D(2) Claim Statement
9-1.17D(2)(a) General
Add to section 9-1.17D(2)(a).
Each timely claim or claim statement must show the following:
1. The identification number
2. Date the Initial Potential Claim was furnished to the Engineer
3. Date the Supplemental Potential Claim was furnished to the Engineer
4. The final amount of additional payment requested
5. Attach a copy of the Full and Final Potential Claim Record If a claim or claim statement is not timely submitted, Contractor shall have completely waived any right to later submit a change order request or claim on that issue, or to later pursue any additional money or time in any manner related to that issue, regardless of the merits. Contractor will not have satisfied a condition precedent or exhausted administrative remedies.
Submit claims to:
Greg Ray, Public Works Director/City Engineer
154 S. 8th Street
Grover Beach, CA 93433
9-1.17D(2)(b) Overhead Claims
Replace 6th paragraph in section 9-1.17D(2)(b) with:
The CPA's audit must be performed as an examination-level engagement under the attestation engagements in the Government Auditing Standards published by the Comptroller General of the United States. The CPA’s audit report must express an opinion whether or not your calculations of your actual field and home office overhead daily rates comply with section 9-1.17D(2)(b). The attest documentation prepared by the CPA in connection with the audit must be reproduced and submitted for review with the audit report.
9-1.17D(2)(d) Waiver
Add to 1st paragraph in section 9-1.17D(2)(d).
You did not comply with applicable notice or protest requirements including but not limited to:
section 4-1.06
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 59 | Page CIP 2295-17
section 5-1.06
section 5-1.42
section 8-1.07
9-1.17D(3) Final Determination of Claims
Delete 6th paragraph in section 9-1.17D(3)
9-1.22 CLAIM RESOLUTION PROCEDURE
Replace section 9-1.22 with:
Each timely claim statement submitted by Contractor to the City shall be handled by the parties pursuant to the procedures in Public Contract Code section 9204(d), including but not limited to a written response from the City within 45 days, an informal conference if requested by contractor, and a mediation if the informal conference did not resolve the dispute.
The procedures of Public Contract Code section 20104 et seq. may also apply, but only to the extent that they do not conflict with the procedures of Public Contract Code section 9204(d).
Prerequisite Documentation Required Prior to Issuing Final Progress Payment. In additional to the requirements for Final Progress Payment set forth in the other contract documents, the Final Progress Payment shall not become due to the Contractor until the following has been submitted to the Engineer (Note: the Engineer reserves the right to not requirement any of the below submittals which the Engineer determines, in his/her sole discretion, is not applicable to a particular project):
1. A full, complete and proper Final Application for Progress Payment showing the proposed total amount due the Contractor, segregated as to Contract quantities, changes in the work, and other basis for payments; deductions made or to be made for prior payments; amounts to be retained; any Claims the Contractor intends to file at that time or a statement that no Claims will be filed; and any unsettled Claims, stating amounts;
2. Written consent of surety(ies) to Final Progress Payment;
3. The required as-built drawings of the installed improvements including existing substructures encountered (in reproducible format);
4. Reasonable proof that taxes, fees and similar obligations of Contractor have been paid;
5. Documentation that Contractor has inspected, tested, and adjusted performance of every system or facility of the work to ensure that overall performance is in compliance with terms of the Contract Documents;
6. Reasonable proof that Contractor has discontinued and removed temporary facilities and services from the work zone, along with construction tools and facilities, forms, and similar items except for Contractor’s field office;
7. Reasonable proof that Contractor has provided instructions for the City’s operation personnel on systems and equipment operational requirements;
8. A report on performance of completed installations after adjustment that appear unable to comply with the requirements of the Contract Documents;
9. The operating manuals for operating and maintaining the work; and
10. A copy of all warranties from vendors and subcontractors, operations and maintenance manuals, instructions and related agreements, equipment certifications and similar documents, and maintenance and operating instructions.
No Waiver of Claims by City. The making of the Final Progress Payment, and/or the failure to withhold amounts from the Final Progress Payment, shall not constitute a waiver of any claims by the City including, but not limited to, the following:
1. Unsettled stop payment notices;
2. Faulty or defective work;
3. Failure of the work to comply with the requirements of the Contract Documents;
4. Terms of special warranties required by the Contract Documents; or
5. Any other cause, unless specifically waived by the City in writing.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 60 | Page CIP 2295-17
Waiver of Claims by Contractor. Acceptance of the Final Progress Payment by the Contractor shall constitute a waiver of claims by the Contractor except those previously made properly in writing in accordance with the Contract Documents and identified by the Contractor as unsettled at the time of Final Application for Progress Payment.
6.04 PROMPT PAYMENT OF FUNDS WITHHELD TO SUBCONTRACTORS The Contractor shall return all monies withheld in retention from a subcontractor within 30 days after receiving release of retention from the City. Federal law (49CFR26.29) requires that any delay or postponement of payment over 30 days may take place only for good cause and with the City’s prior written approval. Any violation of this provision shall subject the violating Contractor to the penalties, sanctions and other remedies specified in Section 7108.5 of the Business and Professions Code. These requirements shall not be construed to limit or impair any contractual, administrative, or judicial remedies otherwise available to the Contractor in the event of a dispute involving late payment or nonpayment by the Contractor, deficient subcontract performance, or noncompliance by a subcontractor.
6.05 RELEASE OF RETENTION
The release of retention shall be made pursuant to Public Contract Code Section 7107. Within 60 calendar days after the date of completion (as defined by Section 7107), the retention withheld by the City shall be released. In the event of a dispute between the City and the Contractor (including but not limited to the grounds stated in Section 6.02-A, above), the City may withhold from the release of retention an amount not to exceed one hundred fifty percent (150%) of the disputed amount.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 61 | Page CIP 2295-17
SECTION 7. REFERENCE INFORMATION
7.01 GEOTECHNICAL INFORMATION
A geotechnical report prepared by Earth Systems Pacific, “Revised Pavement Rehabilitation Recommendation Report”, dated December 23, 2016 is provided in Appendix E.
7.02 REFERENCE INFORMATION AVAILABLE AT THE CITY
The following reference information is available for review at the City of Grover Beach, Department of Public Works, 154 South 8th Street, Grover Beach, California, between the hours of 8:00 a.m. and Noon, and 1:00 p.m. and 4:30 p.m. on business days that the City is open. • City’s Circulation Element of the General Plan (also available on the City’s website) • The Bicycle Master Plan (also available on the City’s website) • Water Atlas
• Sewer Atlas
• Stormwater Atlas (under development, draft available for review at City) • Record drawings of road improvements
• Record drawings of tract developments (limited information available) • City of Grover Beach Quality Assurance Plan
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 62 | Page CIP 2295-17
SECTION 8. MATERIALS
8.01 GENERAL
Attention is directed to Section 6-3, "Quality," of the Standard Specifications and these Special Provisions.
All materials required to complete the Work under this Contract, except City-furnished materials as specified in Section 10 of these Special Provisions, shall be furnished by the Contractor.
8.02 TESTING
Testing shall conform to the provisions of Section 6-3, "Quality," of the Standard Specifications and these Special Provisions. Relative compaction tests may be performed by the Engineer in accordance with Test Method No. Calif. 216F, ASTM D 698, ASTM D 1556, ASTM D 1557, ASTM D 2937, ASTM D 2922 and/or ASTM D 2049. Testing frequency and location shall comply with the City of Grover Beach Quality Assurance/Quality Control (QA/QC) program. The Contractor shall provide the number and frequency of samples required by the QA/QC plan.
Full compensation for conforming to this section will be considered as included in the price paid for the Work involving testing and no separate payment will be made therefore.
8.03 FOREIGN MATERIALS
In the event the Engineer desires to witness the testing or perform in-plant inspection of foreign materials and equipment, the full cost of the Engineer's transportation and subsistence connected therewith shall be borne by the Contractor.
Note that the City has no testing facilities of its own and the Contractor shall provide all required facilities for testing foreign materials and equipment.
Full compensation for conforming to this section will be considered as included in the price paid for the Work involving foreign materials and equipment and no separate payment will be made therefore.
8.04 CITY-FURNISHED MATERIALS
Attention is directed to Section 6-2.03, "Department-Furnished Materials," of the Standard Specifications and these Special Provisions.
The City-furnished materials include only the following:
• Water will be provided to the Contractor free of charge at a location to be designated by the Engineer. The Contractor shall submit to the Engineer a RFI requesting for a fire hydrant meter, and indicate an approximate location where to locate the meter. The City will evaluate the request and advise of any alternations of locations if needed.
All other materials required to perform the Work shall be furnished by the Contractor.
8.05 QUALITY ASSURANCE
The City uses a Quality Assurance Program (QAP) to ensure a material is produced to comply with the Contract. Records and reports of tests the City performs may be examined if they are available at the job site. Contractor shall schedule the work to allow time for QAP testing.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 63 | Page CIP 2295-17
SECTION 9. DESCRIPTION OF WORK
The Work, in general, consists of furnishing all materials, labor, equipment, tools, transportation and services for MEASURE K-14 STREET REHABILITATION AND REPAIR PROJECT, CIP 2295-17 The Base Bid Work includes pavement rehabilitation of approximately 12 blocks, including and not necessarily limited to project management and controls activities, mobilization activities, public notification and interaction activities, construction surveying and staking, traffic control, water pollution control practices, pre- and post-construction survey monument protection and establishment, adjustment of pavement surface features (water utility boxes and valves, sewer manholes, storm drain manholes, and survey monument wells), clearing and grubbing of debris (plant, soil, abandoned landscape features, etc.) within the Work limits, landscaping and irrigation repair, resetting of mailboxes, resetting of sign posts, tree trimming, earthwork cutting and backfilling, removal of existing asphalt, construction of a storm drain and drainage inlets, roadway preparation, hot mix asphalt repaving street surface and conform areas, hot mix asphalt dike installation, concrete curb and gutter, concrete cross-gutter, concrete sidewalks, accessibility improvements, signage and installation of pavement striping and markings.
Broken concrete or asphalt or other deleterious material is to become the property of the Contractor and shall be disposed of in accordance with the Standard Specifications.
Such other items and details, not mentioned above, that are required by the plans, Standard Specifications or these Special Provisions shall be performed, placed, constructed or installed.
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 64 | Page CIP 2295-17
SECTION 10. TECHNICAL SPECIFICATIONS
Docusign Envelope ID: E9592C14-E942-89D6-8389-D876FDEC7882 Bid Opening Date: Thursday, April 23, 2025 @ 2:00 p.m.
Bids for: Project_CIP 2295-17
Sealed Bids Received from:
No. Company Name & Address Total Base Bid
1 **Received Incorrect Bid Sheet **
Apodaca Paving Inc.
P.O. Box 1
Grover Beach, CA 93483
$2,580,390.00
2 JJ Fisher Construction, Inc.
P.O. Box 2219
Nipomo, CA 93444
$2,499,999.00
3 Granite Construction Company
5335 Debbie Road
Santa Barbara, CA 93111
$2,925,739.00
4 5
6 7
*Bid results are subject to verification by engineering.
City of Grover Beach Bid Opening Results
4/23/2026 1 of 1
Attachment 2
Project #2295-17
Project identified by City Council 8/23/2021
Design and Construction schedule TBD
STREET LIST:
Brighton Avenue, N. 10th Street to N. 13th Street
Ramona Avenue, N. 16th Street to Oak Park Boulevard
North 9th Street, Ramona to Atlantic City Avenue
North 11th Street, West Grand Avenue to Ramona Avenue
North 12th Street, West Grand Avenue to Ramona, Brighton to Newport Attachment 3
CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 6
Placement: Public Hearing
Meeting Date: May 11, 2026
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Kristin Eriksson, Assistant City Manager
SUBJECT: Public Hearing and Second Reading of an Ordinance to Amend Chapter 119 (Fireworks) of Title XI (Business Regulations) to Regulate Social Hosts Allowing Illegal Fireworks
RECOMMENDATION
Conduct a public hearing and second reading and adopt an Ordinance amending Chapter 119 (Fireworks) of Title XI (Business Regulations); and adopt a resolution to apply the changes in the ordinance retroactively to citees issues citations in 2025.
BACKGROUND
Social Host Ordinance
The discharge of illegal fireworks is a common problem faced by many jurisdictions in California, including Grover Beach and the surrounding communities. On May 18, 2020, Council approved an update to the Grover Beach Municipal Code that changed the public discharge period of Safe and Sane fireworks (legal ground-based fireworks approved by the State Fire Marshal) to only occur on July 4th from 10:00 a.m. to 10:00 p.m. The change became effective on June 19, 2020.
Since 2020, the Police Department has focused enforcement efforts on illegal fireworks being used in the city, which comprise a majority of the fireworks complaint calls the Grover Beach Police Department (GBPD) responds to. Beginning in 2021, GBPD introduced the use of drone technology to help identify violators from above. The drones have proven successful by allowing staff to safely observe violations from the air and dispatch ground units. Additionally, the department believes the use of drones has been effective in reducing the use of illegal fireworks because of their well-advertised presence.
On March 10, 2025, staff provided an update to the Council about fireworks enforcement and oversight. As part of this update, staff presented the concept of a “Social Host ordinance”, to levy fines against property owners and/or tenants in control of a property for illegal fireworks activity at the property, as another option to help deter illegal fireworks activity. On May 27, 2025, the Council adopted the social host ordinance for fireworks enforcement. Grover Beach Municipal Code (GBMC) Section 119.08 provides for an administrative citation in the amount of $1,000 for each violation, or each illegal firework set off, in possession or sold. This section also provided that such fines would be payable and challenged pursuant to existing provisions for other civil fines under GBMC Section 37.015. Section 37.015 specifies that “each and every day a violation Staff Report: Second Reading and Adoption of Amendments to Social Host Fireworks Ordinance Page 2 May 11, 2026
exists”, which may include nonpayment of a civil fine, “shall be a separate and distinct violation and is subject to a separate and distinct civil fine.
Recommended Amendments
Subsequent to the adoption of the ordinance, the Grover Beach Police Department issued 12 citations for social host fireworks violations in summer 2025. Of those citations, 3 were paid in full on time, 5 citees have made partial payments or entered into payment plans with the City, 1 citation was dismissed after appeal, and 3 received no response from citees to date. As of April 1, the City collected a total of $7,487 for 2025 citations, of which 65% must be forwarded to the State Controller for deposit in the State Fire Marshal Fireworks Enforcement and Disposal Fund, pursuant to CA Health and Safety Code Section 12726. The City is still owed over $128,000 in unpaid fines.
On April 13, 2026, staff provided Council an update on the enforcement of the new ordinance, the rapid escalation of fines due to daily accumulated fines for nonpayment, difficulty in collecting fines and procedural issues under the current ordinance. Staff proposed several changes to the ordinance to promote more efficient and equitable enforcement in future years, including:
• Removal of provision providing that each violation observed would incur an additional $1,000 fine
• Addition of a provision to impose a tiered fine structure, based on the quantity of fireworks possessed, used or ignited:
o One to ten fireworks violations - $1,000
o Between ten and twenty fireworks violations - $3,000
o Gross violations of more than 20 violations - $5,000
• Provide that late fees may be assessed for failure to timely make payment and allow for unpaid fines to be referred to third-party collections agencies, rather than having the only remedy be imposing a lien on the property
• Modify the review process to:
o Allow for a preliminary review of a citations by the Police Department if requested within 10 days of the citation
o Provide that late fees will not be incurred during the review process o Provide for final review by the City Manager or designee by written appeal when requested within 30 days of the preliminary review
The Council provided direction to proceed with an ordinance to effectuate these changes and to make the changes retroactive to apply to the citees in the prior year. The first reading of this ordinance was conducted at the April 27, 2026 Council meeting. A resolution to apply the ordinance changes to citations issued in 2025 may be adopted at the public hearing for the changes in the ordinance to effectuate this direction. Following the effective date of the ordinance on June 11 pending Council adoption, staff will reimburse one citee approximately $1,200 for payment of daily, accumulated fines for nonpayment. Staff will also notify citees who have not fully paid their fines of the rescission of fines in excess of the newly-established tiered fine structure and for daily fines accumulated for nonpayment.
FISCAL IMPACT
Enforcement of fireworks citations is included in the Police Department and Community Development Department operating budgets. Reduction fines would not impact the budget as these were not included in the City’s budgeted revenues. If the Council adopts a resolution to apply the changes in the ordinance retroactively to citations issued in 2025, staff will initiate Staff Report: Second Reading and Adoption of Amendments to Social Host Fireworks Ordinance Page 3 May 11, 2026
reimbursement of approximately $1,200 in already-paid fines in excess of the amounts allowed by the updated code.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Conduct a public hearing and second reading and adopt an Ordinance Amending Chapter 119 (Fireworks) of Title XI (Business Regulations); and adopt a resolution to apply the changes in the ordinance retroactively to citees issues citations in 2025; or
2. Provide alternative direction to staff.
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
ATTACHMENTS
1. Ordinance Amending Chapter 119 of the Grover Beach Municipal Code
2. Resolution
Multi-Year Goals
☒ Public Safety and Community Services ☐ Economic Development and Housing ☐ Community Infrastructure ☐ Financial and Organization Sustainability Council Priorities
☐ Water & Wastewater Infrastructure ☐ Community Engagement ☐ Street Improvements and Maintenance
ORDINANCE NO. 26-__
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GROVER BEACH, CALIFORNIA AMENDING SECTION 119.08 (SOCIAL HOSTS) OF CHAPTER 119 (FIREWORKS) OF ARTICLE XI (BUSINESS REGULATIONS) TO REGULATE SOCIAL HOSTS WHO ALLOW ILLEGAL FIREWORKS.
WHEREAS, Grover Beach Municipal Code Article XI, Chapter 119, Section 119.08 provides for regulations of fireworks and prohibits the sale, discharge and possession of illegal fireworks; and
WHEREAS, since June 19, 2020, the Grover Beach Police Department (“GBPD”) has focused enforcement efforts on illegal fireworks being used in the City, which comprise a majority of the fireworks complaint calls the GBPD responds to; and
WHEREAS, the City Council adopted an ordinance in 2025 to allow for enforcement of citation of illegal fireworks against “social hosts” to obtain compliance with the provisions of the ordinance for the protection and benefit of the community; and WHEREAS, the City wishes to amend fines to a tiered fine structure, to eliminate daily accumulated fines for nonpayment of the base citation, to allow the City to refer unpaid citations to a third-party collections agency and to provide for initial review of appeals of citations to be conducted by the GBPD as the citing department; NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Grover Beach as follows:
SECTION 1. Section 119.08 (“Social Hosts”) of Chapter 119 (“Fireworks”) of Article XI (Business Regulations of the Grover Beach Municipal Code is hereby amended to read in its entirety as shown on the attached Exhibit A.
SECTION 2. SEVERABILITY. If any part of this Ordinance is held invalid for any reason by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portion of this Ordinance, and the City Council hereby declares that it would have passed the remainder of the Ordinance if such invalid portion thereof had been deleted.
SECTION 3. EFFECTIVE DATE. This ordinance shall take effect and be in force thirty (30) days from and after its final passage.
SECTION 4. PUBLICATION. Within fifteen (15) days after passage, the City Clerk shall cause this ordinance to be published in a newspaper of general circulation.
INTRODUCED at a regular meeting of the City Council held April 27, 2026.
PASSED, APPROVED, and ADOPTED by the City Council at a regular meeting held on May 11, 2026, on the following roll call vote, to wit:
Attachment 1
AYES: Council Members –
NOES: Council Members –
ABSENT: Council Members –
ABSTAIN: Council Members –
APPROVED:
__________________________
Kassi Dee, Mayor
ATTEST:
____________________________________
Wendi Sims, City Clerk
APPROVED AS TO FORM:
_____________________________________
Jennifer P. Thompson, City Attorney
§ 119.08 SOCIAL HOSTS.
(A) Social host liability; purpose.
(1) This section authorizes the imposition of administrative fines on any person, including any "social host" who violates any provision of this section in order to encourage and to obtain compliance with the provisions of this chapter for the benefit and protection of the entire community. This section governs the imposition, enforcement, collection, and administrative review of all administrative fines, related to: the possession, use, storage, sale, and/or display of those fireworks classified as "dangerous fireworks" in Cal. Health and Safety Code §§ 12500, et seq., with the exception of a pyrotechnic licensee when operating pursuant to that license; and the use of "safe and sane fireworks" as defined in Cal. Health and Safety Code §§ 12500 et seq. on or at dates, times and/or locations other than those permitted by this chapter. Said administrative fines are imposed under authority of Cal. Government Code § 53069.4, Cal.
Health and Safety Code § 12557, and the police power of the city. (2) The issuance of citations imposing administrative fines may be performed at the discretion of the officials of the city authorized hereunder; and the issuance of a citation to any responsible person constitutes but one remedy for the city to redress violations of this code. By adopting this section, the city does not intend to limit its ability or authority to employ any other remedy, civil or criminal, to redress any violation of this code by any responsible person. (3) The imposition of fines related to "dangerous fireworks" under this section shall be limited to host(s) who possess, sell, use and/or display, or the seizure of, 25 pounds or less (gross weight) of such dangerous fireworks.
(4) Fines collected pursuant to this chapter related to "dangerous fireworks" shall not be subject to Cal. Health and Safety Code § 12706, which provides that certain fines collected by a court of the State be deposited with, and disbursed by, the County Treasurer. Instead, fines collected pursuant to this section related to "dangerous fireworks" shall be subject to Cal. Health and Safety Code § 12726, which section provides that 65% of all administrative fines or penalties collected by the city shall be forwarded to the Controller of the State of California for deposit in the State Fire Marshal Fireworks Enforcement and Disposal Fund, as described in Cal.
Health and Safety Code § 12728.
(5) This section imposes a duty upon the owners of all real property to ensure that there are no violations of this code related to "dangerous fireworks" on such real property. Each violation of this code, whether on the same day or different day, shall constitute a separate violation and shall be subject to a separate administrative fine.
(B) Definitions. The following definitions apply to the use of these terms for the purposes of this section relating to social host liability.
CITATION. An administrative citation issued pursuant to this section to remedy a violation.
CITEE. Any person served with an administrative citation charging him or her as a responsible person for violation.
CODE. The City of Grover Beach Municipal Code or any law, rule, regulation, or code that is adopted by reference.
CODE ENFORCEMENT OFFICER. Any person duly authorized to enforce the provisions of this code.
PERSON. A natural person or a legal entity that is also an owner, tenant, lessee and/or other person with any right to possession or control of the property where a violation of this code occurred.
RESPONSIBLE PERSON. A person or host who causes a code violation to occur or allows a violation to exist or continue, by his or her action or failure to act, or whose agent, employee or independent contractor causes a violation to occur, or allows a violation to exist or continue.
There is a rebuttable presumption that the record owner of a residential parcel, as shown on the county's latest equalized property taxes assessment rolls, and a lessee of a residential parcel has a notice of any violation existing on said property. For purposes of this section, there may be more than one responsible person for a violation. Any person, irrespective of age, found in violation of any provision of this section may be issued a citation in accordance with the provisions of this section. Every parent, guardian or other person, having the legal care, custody or control of any person under the age of 18 years, who knows or reasonably should know that a minor is in violation of this section, may be issued a citation in accordance with the provisions of this section, in addition to any citation that may be issued to the offending minor.
SOCIAL HOST or HOST. A person who is:
(a) Any owner of private property as listed on the most recent assessment roll; and/or (b) Any person who has the right to use, possess, or occupy public or private property under a lease, permit, license, rental agreement, or contract; and/or (c) Any person who hosts, organizes, supervises, officiates, conducts, sponsors, or accepts responsibility for a gathering on public or private property.
VIOLATION or VIOLATES. Any violation of any provision of this code. (C) Issuance of administrative citation. Whenever a Code Enforcement Officer determines that a violation of the code has occurred, the officer may issue an administrative citation on a city-approved form listing the code violation(s) and the amount of the administrative fine required to be paid by the responsible person(s) in accordance with the provisions of this section and this code.
(D) Host liability.
(1) Except as may be permitted by state law, no host shall permit or fail to prevent the possession, sale, use, display, explosion, or discharge of any dangerous firework on the host's property, or an adjacent public of private street or sidewalk, within the City of Grover Beach. (2) A host who permits or fails to prevent any discharge of dangerous fireworks on a property under their possession or control, or on adjacent public or private street or sidewalk, shall be deemed to have actual or constructive knowledge that dangerous fireworks have been discharged if the host has not taken all reasonable steps to prevent the discharge of dangerous fireworks.
(3) There is a rebuttable presumption that the record owner of a private property, as shown on the county's latest equalized property taxes assessment rolls, and a lessee of the property have notice of any violation existing on or from said property. (4) It is the duty of any host to take all reasonable steps to prevent the discharge of dangerous fireworks on the host's property, or on an adjacent public or private street or sidewalk, within the City of Grover Beach.
(5) The provisions of this section shall not apply to:
(a) The possession, manufacture, storage, display, sale, use, or discharge of safe and sane fireworks as permitted under federal or state law.
(b) A host who initiates contact with law enforcement or fire officials to assist in removing any person, or dangerous fireworks, from the host's property or terminating the activity in order to comply with this chapter, if the request for assistance is made before any other person contacts law enforcement or fire officials to complain about the violation of this chapter. (c) No person who has the right to use, possess, or occupy a unit in a multifamily residential property under a lease, rental agreement, or contract shall be liable for dangerous fireworks violations occurring in the common areas of the property, unless such person is determined to be a responsible person.
(E) Administrative fines for fireworks violations.
(1) Each person who violates any provision of this code as it relates to the possession, use, storage, sale and/or display of "dangerous fireworks" shall be subject to the imposition and payment of an administrative fine or fines as provided below. (2) Administrative fine(s) issued pursuant to this section shall be due and payable in accordance with §§ 37.015 et seq. and the citee shall be required to abate the violation and immediately surrender all illegal fireworks to the law enforcement personnel, and/or fire personnel. For penalties not paid in full within that time, a late charge in the amount set by resolution of the City Council may be imposed and must be paid to the city by the citee. (a) Notwithstanding the provisions of §§ 37.015 et seq., any Social Host or Responsible Person who violates this section shall be subject to administrative fines based on the quantity of fireworks possessed, used, ignited, or discharged on the premises. (b) Administrative fines shall be imposed as follows:
(i) One (1) to ten (10) fireworks shall result in an administrative fine of One Thousand Dollars ($1,000).
(ii) Ten (10) to twenty (20) fireworks shall result in an administrative fine of Three Thousand Dollars ($3,000).
(ii) Gross violations of more than twenty (20) fireworks shall result in an administrative fine of Five Thousand Dollars ($5,000) twenty (20).
(3) Payment of the administrative fine shall not excuse or discharge a citee from the duty to immediately abate and correct a violation of the code, nor from any other responsibility or legal consequences for a continuation or a repeated occurrence(s) of a violation of the code. (4) Notwithstanding the provisions of §§ 37.015 et seq., failure to pay an administrative citation under this section does not constitute a separate and distinct violation subject to a separate and distinct civil fine; however, late fees may be assessed for failure to timely make payment pursuant to §§ 37.015 et seq.
(i) Notwithstanding any other remedies available to the City for collection of civil fine payments pursuant to §§ 37.015 et seq., the city may send non-payments of administrative citations pursuant to this section to a third party collections agency after 30 of days.
(F) Appeals. Appeals for administrative citations issued in conjunction with this chapter will be handled in accordance with §§ 37.015 et seq.
(1) Notwithstanding the procedures set forth in § 37.037, a responsible person may request a preliminary civil citation review. The request for a preliminary civil citation review shall be actually received by, submitted to, and conducted/reviewed by the Police Department. (i) Notwithstanding the procedures set forth in § 37.037, the request for a preliminary civil citation review shall be submitted and received by the Police Department within 10 calendar days of the date of issuance of the civil citation. (ii) The preliminary civil citation review shall consist of a review of the citation, the written statement and any other evidence submitted at the time of the request by the responsible person and, at the discretion of the reviewer, any other related information.
The review shall be decided within three (3) business days of receipt of the request. A written decision shall be provided to the responsible party at such time. (2) Notwithstanding the provisions of §§ 37.015 et seq., in the case of an appeal, late fees shall be tolled and not assessed until after the conclusion of a hearing. (3) Notwithstanding the provisions of §§ 37.015 et seq., any person aggrieved by a preliminary civil citation review decision may seek final review by the City Manager, or designee, by filing a written appeal with the City Manager’s Office within 30 calendar days of an preliminary civil citation review decision pursuant to § 37.039.
(i) The written appeal must indicate the grounds for contesting the civil citation and/or civil fine.
(ii) To be effective and complete, the city must actually receive the request within 30 calendar days of the date the preliminary civil citation review decision. Where the responsible person mails a request, the request shall be deemed filed on the date actually received by the city.
(iii) Upon receipt of an appeal to the City Manager, or designee, the City Manager or designee shall have 30 of calendar days to set a hearing and 10 business days after the hearing to issue a written decision to the appeal. There shall be no further hearing and the decision shall exhaust the responsible person’s administrative remedies. (G) Misdemeanor. Notwithstanding any other remedy for violation of this section, any person who violates the provisions of this chapter may additionally be guilty of a misdemeanor which shall be enforced pursuant to the provisions of §§ 37.015 et seq. (Ord. 25-02, passed 5-27-2025)
RESOLUTION NO. 26-__
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GROVER
BEACH, CALIFORNIA, WAIVING CERTAIN FINES ASSOCIATED WITH VIOLATION OF GROVER BEACH MUNICIPAL CODE CHAPTER 119
FIREWORKS
WHEREAS, the City of Gover Beach (“City”) City Council previously adopted Grover Beach Municipal Code Chapter 119 governing the use, possession, and sale of fireworks in order to protect public health, safety, and welfare; and WHEREAS, violations of such regulations may result in administrative citations, fines, and penalties; and
WHEREAS, such administrative citations, fines, and penalties are subject to the procedures for civil citations set forth in Grover Beach Municipal Code sections 37.015 et seq.; and
WHEREAS, pursuant to Grover Beach Municipal Code section 37.036, subdivision (E), it is unlawful for a responsible person to fail to pay any civil fine, interest, penalty, reinspection fee, or administrative charge; and
WHEREAS, pursuant to Grover Beach Municipal Code section 37.030, each and every day a violation exists is a separate and distinct violation, and is subject to a separate and distinctive civil fine; and
WHEREAS, the City recognizes that extraordinary circumstances, including, but not limited to economic hardship, may warrant limited relief from certain fines and penalties; and
WHEREAS, the City Council desires to promote voluntary compliance and reduce administrative burdens, while maintaining public safety objectives; and WHEREAS, the City Council has subsequently amended Grover Beach Municipal Code Chapter 119 such that failure to pay any civil fine, interest, penalty, reinspection fee, or administrative charge levied pursuant to Grover Beach Municipal Code Chapter 119 is no longer a separate and distinct violation; and
WHEREAS, City Council has also subsequently amended Grover Beach Municipal Code Chapter 119 such that enforcement with respect to said Chapter 119 is tiered per use of specified ranges of fireworks, rather than each violation resulting in a separate and distinct violation; and
WHEREAS, waiving certain administrative fines, under defined conditions, will serve the public interest without undermining enforcement of critical safety regulations.
Attachment 2
- 2 -
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Grover Beach, California as follows:
Section 1. Waiver of Certain Fines. The City Council hereby authorizes the waiver of administrative fines and penalties associated with fireworks-related violations issued between June 27, 2025 and June 10, 2026, subject to the conditions set forth in this Resolution.
Section 2. Waiver Eligibility. The waiver shall apply only to:
(a) The accrued daily violation fine for failure to pay the initial citation issued for the violation of Grover Beach Municipal Code Chapter 119;
(b) Fines for multiple initial citations issued for the violation of Grover Beach Municipal Code Chapter 119; and
(c) Associated late penalties.
The waiver shall not apply to the initial $1,000 citation issued for the violation of Grover Beach Municipal Code Chapter 119.
Section 3. Administrative Implementation. The City Manager or designee is authorized to:
(a) Develop and implement procedures for reviewing and granting fine waivers consistent with this resolution; and/or
(b) Require applicants to submit a request for waiver.
Section 4. No Effect on Validity. The waiver of fines pursuant to this Resolution does not constitute a finding regarding the validity of any citation.
Section 5. Effective Date. This Resolution shall take effect immediately upon adoption and shall remain in effect until June 10 2026, unless otherwise extended or repealed by City Council.
On motion by Councilmember _____, seconded by Councilmember _____, and on the following roll-call vote, to wit:
AYES: Council Members –
NOES: Council Members –
ABSENT: Council Members –
ABSTAIN: Council Members –
RECUSED: Council Members –
- 3 -
The foregoing Resolution was PASSED, APPROVED, and ADOPTED at a regular meeting of the City Council of the City of Grover Beach, California this _____ day of May 2026.
KASSI DEE, MAYOR
Attest:
WENDI B. SIMS, CITY CLERK
CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 7
Placement: Business
Meeting Date: May 11, 2026
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Matthew Bronson, City Manager
Wendi Sims, City Clerk
SUBJECT: Appointments to the Planning Commission
RECOMMENDATION
Conduct interviews of applicants and make appointments to fill three seats on the Planning Commission with two terms ending in 2030 and one term ending in 2028 to fill the remaining term of former Commissioner Hoffman’s seat.
BACKGROUND
There are three vacancies on the Planning Commission due to the expiration of the four-year term of office held by Commissioners David Halverson and Anne Holden whose terms expire on May 31, 2026, and the resignation of former Commissioner Maia Hoffman whose term expires on May 31, 2028. Staff advertised the Planning Commission vacancies with press releases in the local newspapers and notices on the City website, social media platforms, government cable access Channel 20, and bulletin board located at City Hall.
The City received 11 qualified applications before the deadline on Friday, May 1, 2026 at 5:00 p.m. Staff would note that one applicant (Anne Holden) subsequently withdrew her application as she was unable to attend the meeting for the interview. Attachment 1 shows the names of the applicants along with their respective applications with personal information redacted. Applicants received a letter (shown in Attachment 2) about the interview and selection process. Below is the suggested interview and appointment process for the Council’s consideration similar to the recent process used for the Citizen Oversight Committees:
Interview Process
• In the interest of fairness to all applicants, only the applicant being interviewed will be present in the Council Chamber while all other applicants remain in the Conference Room until called by the Council for their respective interview. The order of interviews will be selected at random prior to the meeting.
• Once the applicant’s interview is concluded, they may remain in the Council Chamber to hear any remaining interviews and the Council’s deliberations. • The interview questions will be the same for all candidates. Candidates will be asked to provide a two-minute overview about themselves and why they are interested in serving Staff Report: Planning Commission Appointments Page 2
May 11, 2026
on the Planning Commission for the opening question followed by additional questions from the Council.
• Following the interviews, there will be an opportunity for public comment on this agenda item consistent with other Council agenda items. This will provide an opportunity for members of the public to speak about one or more candidates.
Appointment Process
• The Council has flexibility in the process used in deciding on the appointment. As an example of a process, each Council Member may identify their top applicants for each committee and invite finalists to be asked an additional interview question before appointments are made.
• Conversely, the Council could choose to use a different process in deciding on the appointments, including making selections immediately following the 10 interviews. A selection must be made by a motion that is seconded and approved by a majority vote of the Council.
• The Oath of Office will be administered to the appointees at the next Planning Commission Meeting on June 2.
• Lastly, pursuant to State law, the appointees to the committees will be required to file a Statement of Economic Interests (Fair Political Practices Commission - Form 700) reporting sources of income or financial interests for the appointed member, their spouse or registered domestic partner, or dependent children that are located in, doing business in, planning to do business in, or having done business within the City’s jurisdiction during the past two years.
FISCAL IMPACT
There are no funding impacts to this staff report.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Conduct interviews of applicants and make appointments to fill three seats on the Planning Commission with one terms ending in 2028 and two terms ending in 2030; or
2. Provide alternative direction to staff
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
Staff Report: Planning Commission Appointments Page 3
May 11, 2026
Multi-Year Goals
☐ Public Safety and Community Services ☐ Economic Development and Housing ☐ Community Infrastructure ☐ Financial and Organization Sustainability Council Priorities
☐ Water & Wastewater Infrastructure ☐ Community Engagement
ATTACHMENTS
1. List of qualified applicants and associated applications (redacted)
2. Sample letter to applicants
City of Grover Beach
CITY CLERK’S OFFICE
LIST OF APPLICANTS SUBMITTED FOR CONSIDERATION
OF BEING APPOINTED TO THE PLANNING COMMISSION
(Listed in Alphabetic Order by Last Name)
1. Dominic Dal Porto
2. David Halverson
3. Brittany Hardesty
4. Robert Hobson
5. Brian Jeffries
6. Charles McClure
7. Robert Perrault
8. Shilo Terek
9. Greg Vine
10. Loren Westphal
Attachment 1
Shilo Terek Application
Please describe any background, training, education or interests that qualify you as an appointee
I bring a combination of professional experience, public service, and community-minded leadership that I believe would serve the Grover Beach Planning Commission well. For more than 15 years at Pacific Gas and Electric Company, I have worked in roles focused on safety, regulatory compliance, risk management, stakeholder engagement, and long-term infrastructure planning. In my current role in Electric Operations Quality Management, I support programs related to system safety, reliability, and implementation of complex regulatory commitments—work that requires balancing technical requirements, public interest, environmental considerations, and thoughtful decision-making.
My prior experience as a Principal Investigator in the Employee Concerns Program at Diablo Canyon Power Plant strengthened my skills in independent analysis, policy interpretation, and evaluating concerns through a lens of public safety and accountability. Additionally, my years in corporate affairs gave me experience engaging with communities, government stakeholders, and public policy issues.
I also have a longstanding interest in civic engagement, ethical governance, and thoughtful community development. As a member of PG&E’s Ethics Council and past chair of the National Communications Committee for Women in Nuclear, I have contributed to collaborative leadership, transparent communication, and sound decision-making.
I am particularly interested in supporting responsible growth in Grover Beach that balances housing, economic vitality, environmental stewardship, and preservation of community character. My professional background in oversight, public accountability, and strategic planning, along with my personal commitment to service would help me contribute thoughtfully as a Planning Commissioner.
City of Grover Beach
Mayor Kassi Dee Mayor Pro Tem Robert Robert
Council Member Kathy McCorry-Driscoll, Council Member Jules Tuggle, Council Member Clint Weirick Matthew Bronson
City Manager
154 South Eighth Street Grover Beach, California 93433 www.groverbeach.org (805) 473-4550
SENT VIA EMAIL
SUBJECT: APPLICATION FOR APPOINTMENT TO THE PLANNING COMMISSION Dear :
This letter is to confirm receipt of your application of interest to serve our community as an appointed commission member of the Grover Beach Planning Commission. The City Council will be conducting interviews of qualified applicants at a public meeting to be held in the Council Chamber at City Hall on Monday, May 11, 2026, at 6:00 p.m. (City Council meetings are televised on Government Cable Access Channel 20 and may be viewed over the Internet at www.groverbeach.org.) A copy of the agenda and staff report will be emailed to you prior to the meeting. If you are not available to attend the meeting and participate in the interviews, please contact the City Clerk’s Office by calling (805) 473-4567 or sending an email to [email protected].
Interview Process:
• In the interest of fairness to all applicants, the order of the interviewees will be randomly selected prior to the meeting. We respectfully request that only the applicant being interviewed be present in Council Chamber, while all other applicants will be in the adjoining Conference Room until called by the Council.
• The interview questions will be the same for all applicants. Applicants will be asked to provide a two-minute overview of themselves and why they are interested in serving on the Planning Commission for the opening question followed by additional questions from the Council.
• Once your interview is concluded, you may remain in the Council Chamber to hear any remaining interviews and the City Council’s deliberations.
Once the City Council reaches a decision regarding the appointments, the Oath of Office will be administered to the appointees at the next meeting for the Planning Commission that will be on Tuesday, June 2nd at 6:00 p.m. in the City Hall Council Chambers.
Lastly, pursuant to State law, the applicant appointed to the City Council will be required to file a Statement of Economic Interests (Fair Political Practices Commission - Form 700). The statement requires reporting sources of income or financial interests (for you, your spouse or registered domestic partner, or dependent children) that are located in, doing business in, planning to do business in, or having done business within the City’s jurisdiction during the past Attachment 2
two years. Statements of Economic Interests are public documents. For reference, Planning Commissioners are Section 87200 Filers according to the FPPC. This requirement is for highlevel California public officials to disclose financial interest and must be e-filed via the FPPC EFiling Portal. A link will be sent to you once your appointment has been approved by the City Council and must be completed within 30 days of your appointment.
Please let me know if you have any questions. We look forward to seeing you on Monday, May 11, 2026, at 6:00 p.m.
Respectfully,
WENDI B. SIMS
City Clerk/Executive Assistant
c: Mayor and Council Members
City Manager Matthew Bronson
City Attorney Jennifer Thompson
CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 8
Placement: Business
Meeting Date: May 11, 2026
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Nick Szamet, Administrative Services Director Kristin Eriksson, Assistant City Manager
SUBJECT: FY 2026-27 Budget Update and Draft Work Programs for Council Goals and Priorities
RECOMMENDATION
Receive a report on the FY 2026-27 budget development process and draft work programs for Council Goals and Priorities and provide input and direction to staff.
BACKGROUND
The upcoming Fiscal Year (FY) 2026-27 marks the second year of the City’s FY 2025-27 budget cycle and staff is currently developing the FY 2026-27 Proposed Budget for presentation to the Council on June 8. The Budget will be posted on the City’s website in late May in preparation for the budget hearing. As the second year of a two-year budget, the FY 2026-27 Proposed Budget will include only a handful of incremental changes as highlighted in this report. On February 10, the Council received the mid-year budget review and updated five-year General Fund financial forecast agenda item. The forecast indicates that the General Fund is in a relatively positive position over the next several years as the City is running a break-even budget between revenues and expenditures to meet operational and service needs with reserves projected at or above the Council’s policy of 25% of operating expenditures before dropping to 23% in FY 2030-31.
However, despite this relative stability the City faces challenges in containing costs largely outside of the City’s control including increases in healthcare benefits, worker’s compensation insurance, unanticipated legal expenses, and other factors. These challenges create additional pressures on flattening revenues and balancing the City’s budget given macroeconomic uncertainties and volatility. Long term, the City is facing rising and variable costs of labor and services year-to-year which will require careful planning and cautious budgeting. However, the City has been cautious and prudent in its approach to new spending and does not anticipate a need for reducing General Fund expenditures in the current or next year’s budget.
FY 2026-27 Budget Development
The City budget is developed in a two-year planning and budgeting cycle. The budget for the second year, FY 2026-27, is reviewed to determine if any adjustments are needed prior to adoption and appropriation in June. The following page shows a summary and projection of key City revenues over the next year:
Staff Report: FY 2026-27 Budget Update & Draft Work Programs for Council Goals and Priorities Page 2 May 11, 2026
General Fund Revenue
• Property Tax – Property tax revenues have been a consistent revenue source for the City with annual increases of 5% over the past several years. Based on data from the San Luis Obispo County Tax Assessor’s Office along with the timing of new developments in FY 2026-27, staff is estimating a continued annual property tax revenue increase of 5% with total property tax revenue for FY 2025-26 projected to be $6.85 million. • Sales Tax - Projections use reports from the City’s sales tax consultant and local data to assess the ongoing condition of taxable sales in Grover Beach. For FY 2026-27, staff estimate a slight increase of 2.5% or nearly $6.2 million. • Transient Occupancy Tax (TOT) - TOT revenues are projected to total approximately $1.2 million in FY 2026-27 which is a continued increase from previous years. However, TOT is less than originally projected at mid-year largely due to the delayed opening of the hotel at 950 El Camino Real given construction delays. Staff anticipate a December 2026 hotel opening rather than the original opening date in Spring 2026. • Cannabis Tax – Staff anticipates cannabis tax revenues to remain flat for FY 2026-27 compared with the current year based on market conditions with total cannabis tax revenues of $1.06 million.
• Franchise Tax – Franchise fees for FY 2025-26 are estimated to be on budget at $965,000. For FY 2026-27, slight increases given the Waste Connections rate increases which will increase revenues to an estimated $1.02 million.
General Fund Expenses
In terms of expenditures, staff will be recommending small adjustments to the FY 2026-27 Budget that will continue to meet community needs in alignment with the adopted Council Goals and Priorities. Costs for employee salaries and benefits for next year include approved Cost of Living Adjustments of 3% for all employee bargaining units and groups. Staff will recommend a General Fund contribution to the City’s Capital Improvement Program (CIP) of $50,000 for a future street maintenance project.
The budget will also include $230,000 in funding for the Equipment Reserve Fund (ERF), which is a decrease of $124,000 compared to $354,000 originally budgeted in the FY 2025-27 two-year budget. Although this amount is less than depreciation for existing assets under the City’s Equipment Replacement Policy, staff believe savings in FY 2025-26 will ultimately make up this difference and there should be no long-term issue with financing future equipment. Staff recommend Council concurrence with this one-time departure from the ERF policy in order to balance next year’s budget. The Proposed Budget for FY 2026-27 will recommend $9,697 in limited General Fund increases that are necessary for City operations:
Department BAR Name Amount
Public Works Facilities Operating Supplies 1,865
Public Works Street Supplies 2,000
Police SLO Sheriff Data Access Costs 5,832
Total $9,697
Staff Report: FY 2026-27 Budget Update & Draft Work Programs for Council Goals and Priorities Page 3 May 11, 2026
Overall, the proposed General Fund budget for FY 2026-27 will be balanced with revenues and expenditures equaling $19.4 million with an estimated surplus of $3,511. The budget will produce ending reserves of approximately 27% of operating expenditures or $5.2 million compared with the Council’s reserve policy of 25% of operating expenditures.
Water Fund
For FY 2026-27, staff is recommending minimal changes to the Water Fund budget. Given the expiration of the current 2021 rate structure on June 30, Water Fund revenues for FY 2026-27 will be relatively flat with total revenues of approximately $4.5 million. Growth in Water Fund expenses is generally following the same trends as outlined in General Fund expenses. However, a significant issue affecting the Water Fund is Lopez Lake litigation expense given the federal endangered species litigation against the County of San Luis Obispo by environmental groups.
To date, the City has incurred nearly $500,000 in unbudgeted legal costs paid to the County given the City’s contractual amount of Lopez Lake water with additional legal expenses anticipated.
Given these unanticipated costs along with new and increases expenses for water systems operations, maintenance, necessary capital projects and additional costs, staff will return to the Council about a process for conducting a new Proposition 218 water rate study in 2027 following the conclusion of the water supply study underway. This water rate study would also address identified issues in the City’s water billing practices including multi-unit metering on properties. A new rate structure will be needed to ensure stability of the Water Fund and provide for adequate solvency given existing bond covenants which require net revenues to factor to 120% of annual debt service. Staff would caution that if debt service coverage is not maintained, covenants would require the City to begin the Proposition 218 rate study process along with a likely downgrade in the City’s credit rating.
Wastewater Fund
The City’s revised rate schedule for the Wastewater Fund has been in effect since July 1, 2025.
This includes nearly $250,000 additional revenue from user fees which will assist in paying for ongoing maintenance and expenses. Additionally, the rate increase has enabled the City to move forward with $4.8 million bond financing for the cost of sewer upgrades which are currently underway and will continue in future years. As a result of this revised rate structure, the Wastewater Fund is healthy and providing for sufficient funding for operations and maintenance and capital projects.
City Council Goals and Priorities Work Programs for FY 2026-27 On March 3, 2025, the Council held a workshop to discuss governance norms, long-term city vision, and goals and priorities for FY 2025-27. After agreeing upon governance norms, the Council considered, discussed and adopted broad multi-year goals as well as biennial Council priorities for FY 2025-27. On February 23, 2026, the Council reconsidered their goals and priorities and directed staff to add “Street Improvements and Maintenance” as a FY 2026-27 Priority. The updated goals and priorities were adopted by the Council on March 9, 2026, as listed on the following page:
Staff Report: FY 2026-27 Budget Update & Draft Work Programs for Council Goals and Priorities Page 4 May 11, 2026
• Broad Multi-Year Goals. These represent goals that the City’s budget is geared toward and what provide a foundation for the day-to-day work of the City. o Public Safety and Community Services – Provide a range of services that foster a sense of safety, enjoyment and well-being for community members. o Economic Development and Housing – Support businesses attraction and retention, revitalization of commercial areas, and development of housing opportunities.
o Community Infrastructure – Provide for long-range planning and well-maintained infrastructure, including streets, water and sewer facilities, sidewalks, City facilities and parks.
o Financial and Organizational Sustainability – Ensure fiscal responsibility, organizational viability and promote a culture of innovation and customer service. • Biennial Council Priorities. These represent those goals that the Council selected for focused attention and resources in the next two years.
o Water and Sewer Infrastructure and Needed Resources – Plan for the future, ensure appropriate funding levels, address aging infrastructure and educate the community on the systems’ needs.
o Community Engagement and Rebuilding Community Trust and Civility in Public Discourse – Provide education to the community, use various methods of communication, proactively initiate communication and broaden the audience for City communications.
o Street Improvements and Maintenance – Continue progress on residential street improvements and maintain already-improved residential streets.
Staff has identified work programs to implement these Council Goals and Priorities and allocate appropriate resources in the FY 2026-27 budget, and progress can be measured in achieving the goals. Staff is seeking the Council’s input and direction on these work programs which will be incorporated in the FY 2026-27 Proposed Budget presented to the Council on June 8. The proposed work programs are included in Attachment 1.
Summary
Staff is seeking Council’s input and direction on the FY 2026-27 budget and draft FY 2026-27 work programs for Council Goals and Priorities. This input and direction will be used in finalizing the proposed budget for FY 2026-27 which will be presented to the Council at the June 8th budget hearing. The Council’s adoption of the final budget in June will serve as the final approval for work programs for the Council Goals and Priorities and staff will then begin implementing these work programs in the new fiscal year and report back to Council on progress throughout the year.
FISCAL IMPACT
There are no funding impacts to this staff report.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Receive a report on the FY 2026-27 budget development process and draft work programs for Council Goals and Priorities; and provide input and direction to staff; or
2. Provide staff with alternative direction.
Staff Report: FY 2026-27 Budget Update & Draft Work Programs for Council Goals and Priorities Page 5 May 11, 2026
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
ATTACHMENTS
1. FY 2026-27 Draft Work Programs
Multi-Year Goals
☒ Public Safety and Community Services ☒ Economic Development and Housing ☒ Community Infrastructure ☒ Financial and Organization Sustainability Council Priorities
☒ Water & Wastewater Infrastructure ☒ Community Engagement ☒ Street Improvements and Maintenance
CITY COUNCIL MULTI-YEAR GOALS AND PRIORITIES
DRAFT FY 2026-27 WORK PROGRAMS
MULTI-YEAR GOALS:
Major Plans and Initiatives Lead Department
Public Safety and Community Services: Adopt a multi-year strategic plan for the Five Cities Fire Authority to ensure sufficient fire services response and address community risk reduction efforts to improve the safety and well-being of community members.
Five Cities Fire Authority
Public Safety and Community Services: Continue focus on traffic issues by adding an additional motorcycle officer, conducting grant-related enforcement, and reducing traffic collisions.
Police Department
Public Safety and Community Services: Begin work on a two-year Police Department accreditation process through the California Police Chief’s Association Police Department
Public Safety and Community Services: Continue delivering current and new community events to enhance community quality of life
City Manager’s Office
Community Services Division
Public Safety and Community Services: Expand partnerships for recreation and community programming including a South County sports program with the SLO County YMCA.
City Manager’s Office
Community Services Division
Economic Development and Housing: Initiate development of the 7th Cycle Housing Element (2028-2036) following release of the updated Regional Housing Needs Allocation (RHNA).
Community Development
Department
Public Safety and
Community
Services
Provide a range of
services that foster
a sense of safety,
enjoyment and well
being for community
members.
Economic
Development and
Housing
Support business
attraction and
retention,
revitalization of
commercial areas,
and development of
housing
opportunities.
Community
Infrastructure
Provide for long
range planning and
well-maintained
infrastructure,
including streets,
water and sewer,
sidewalks, City
facilities and parks.
Financial and
Organization
Sustainability
Ensure fiscal
responsibility,
operational viability
and promote a
culture of innovation
and customer
service.
Attachment 1
CITY COUNCIL MULTI-YEAR GOALS AND PRIORITIES
DRAFT FY 2026-27 WORK PROGRAMS
Economic Development and Housing: Initiate an update to the City’s Economic Development Strategy to assess economic and real estate market conditions affecting the city and identify potential improvements and efforts for the City to focus on.
Community Development
Department
City Manager’s Office
Economic Development and Housing: Expand tourism and visitor opportunities in Grover Beach through hotel development, short-term rental permitting changes, Visit Grover Beach marketing efforts, and collaboration with Visit SLO CAL.
City Manager’s Office
Community Development
Department
Community Infrastructure: Complete the Circulation Element Update to guide the planning, design, and improvement of the City’s transportation to keep pace with development activity and community needs.
Community Development
Department
Public Works Department
Community Infrastructure: Continue to work on potential locations and funding plans for new or renovated City facilities with a priority on the Police Station and Corporation Yard.
Public Works Department
Financial and Organizational Stability: Develop FY 2027-29 two-year budget to address community and organizational needs within available resources including update of the Council Goals and Priorities.
Administrative Services
Department
Financial and Organizational Stability: Work with City employee bargaining and unrepresented groups on new memoranda of understanding and resolutions affecting employee compensation, work conditions, and other factors.
City Manager’s Office
Financial and Organizational Stability: Conduct Cost Allocation study to better assess and allocate City costs and charges for services and across funds.
Administrative Services
Department
CITY COUNCIL MULTI-YEAR GOALS AND PRIORITIES
DRAFT FY 2026-27 WORK PROGRAMS
FY 2026-27 PRIORITIES:
CITY COUNCIL PRIORITY: WATER AND SEWER INFRASTRUCTURE AND NEEDED RESOURCES Major Plans and Initiatives
Lead
Department Key Milestones for
FY 2026-27
Budget Allocation
Complete water supply study
and present results to Council
City Manager’s
Office/Public
Works
• Continue work to complete a water supply study,
with regular public input opportunities
• Present preliminary results to the Council in
summer/fall 2026
• Present final results to the Council in late 2026 and seek policy direction on next steps
$300,000 from Water
Fund
Develop water rate study for
updated rate structure, given the
expiration of the existing rate
structure on June 30, 2026
Administrative
Services
Department
• Execute consultant contract for rate study following
completion of water supply study
• Initiate rate study process and conduct community
engagement on water rate structure
• Conduct Proposition 218 Hearing on new water rate
structure
$40,000 from Water Fund
Implement sewer improvement
project CIP 5003
Public Works
Department
• Design and construct Front Street Lift Station project $270,000 from Wastewater Fund
Implement sewer improvement
project CIP 5005
Public Works
Department
• Design and construct Oak Park Lift Station project $240,000 from Wastewater Fund
CITY COUNCIL MULTI-YEAR GOALS AND PRIORITIES
DRAFT FY 2026-27 WORK PROGRAMS
CITY COUNCIL PRIORITY: REBUILDING COMMUNITY TRUST, COMMUNITY ENGAGEMENT AND CIVILITY IN
PUBLIC DISCOURSE
Major Plans and Initiatives
Lead
Department Key Milestones for
FY 2026-27
Budget Allocation
Conduct Circulation Element
Update public engagement
Community
Development
Department
• Conduct public outreach related to proposed
policies and programs in the Circulation Element
update
Staff Resources
Develop “Grover Beach 101”
community outreach sessions
with initial focus on planning and
building
City Manager’s
Office/
Community
Development
Department
• Develop session framework and potential
schedule
• Implement initial sessions and review results for
future iterations
Staff Resources
Continue regular community
engagement events
City Manager’s
Office
• Host periodic “Coffee with Council” events
• Conduct outreach for the water rate study, including
an online survey, informational webpage, mailer,
informational sessions
Staff Resources
Continue business outreach
efforts in conjunction with the
South County Chambers of
Commerce
City Manager’s
Office
• Hold scheduled business outreach roundtable
meetings in partnership with the Chamber
• Conduct issue- or topic-specific business outreach
Staff Resources
CITY COUNCIL MULTI-YEAR GOALS AND PRIORITIES
DRAFT FY 2026-27 WORK PROGRAMS
CITY COUNCIL PRIORITY: STREET IMPROVEMENTS AND MAINTENANCE Major Plans and Initiatives
Lead
Department Key Milestones for
FY 2026-27
Budget Allocation
Implement street repair project
CIP 2295-17
Public Works
Department
• Begin and complete construction for CIP 2295-17
(N. 9th Street and portions of Brighton Avenue, N.
11th and N. 12th Streets and Ramona Avenue)
$2.9M in Measure K-14
Funds
Implement street repair project
CIP 2295-19
Public Works
Department
• Start construction for CIP 2295-19 (Portions of
Ramona Avenue, Brighton Avenue, N. 7th Street,
N. 6th Street, N. 2nd Street, and N.5th Street)
$600,000 in Measure K14 Funds
Implement street repair project
CIP 2285
Public Works
Department
• Finalize the design for CIP 2285 (N. 4th Street from
West Grand Avenue to Ocean View Avenue)
$100,000 in SB-1 Gas
Tax Funds
Develop plan to fund remaining
Measure K-14 street repair
project
Public Works
Department
• Develop funding plan to fund street repair project
CIP 2295-22 anticipated for construction in 2030
• Present plan to Council in early 2027 for review and
direction.
Staff Resources
CITY OF GROVER BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 9
Placement: Business
Meeting Date: May 11, 2026
TO: Honorable Mayor and City Council
FROM: Matthew Bronson, City Manager
PREPARED BY: Scott Hallett, Fire Chief
SUBJECT: Five Cities Fire Authority Community Risk Assessment/Standards of Cover Deployment Analysis
RECOMMENDATION
Receive a presentation from the Five Cities Fire Authority on the Community Risk Assessment and Standards of Cover Deployment Analysis to assist in the development of a Five Cities Fire Authority strategic plan that will support the emergency response needs in the member agency communities; and provide input and comment to staff.
BACKGROUND
As communities grow, it is imperative that fire service and community leaders define appropriate service levels. Although there are many industry standards that recommend specific service levels, each community is unique and has different challenges and funding abilities. The community risks and deployment of fire department resources require that each department conduct a selfassessment to develop an all-hazards response system that will meet the needs of the community in a safe, efficient, and effective manner.
In October 2022, the cities of Arroyo Grande and Grover Beach engaged an outside consultant (Baker Tilly) to conduct an analysis of fire services provided by the Five Cities Fire Authority (FCFA). This analysis was initiated in the wake of the Oceano Community Services District’s withdrawal from the FCFA to identify near-term and longer-term service priorities for FCFA and determine budgetary implications. One of the recommendations from this analysis was “Conduct a Community Risk Assessment and Standards of Cover and adjust staffing to meet service area, community, and call volume.” Following the adoption of a new FCFA Joint Powers Authority Memorandum of Understanding by both cities in June 2023 and subsequent increase in FCFA funding along with the hiring of a new Fire Chief in April 2024, funding for this Community Risk Assessment and Standards of Cover was included in the FCFA FY 2024-25 budget.
On July 15, 2024, the FCFA Board approved the Request for Proposals for circulation to third party consulting firms for the Community Risk Assessment/Standards of Cover/Strategic Plan process. On October 21, 2024, the FCFA Board authorized an agreement with AP Triton to conduct this process and authorized the Fire Chief to execute the contract on behalf of the FCFA.
Standards of Cover (SOC) is a common assessment tool used by an emergency services agency to provide a rational and systemic way of looking at the basic service levels provided. The purpose of a SOC is to provide a system which will assist with:
Staff Report: FCFA Community Risk Assessment/Standards of Cover Deployment Analysis Page 2 May 11, 2026
• Assessing community fire and non-fire risk
• Defining baseline and benchmark emergency response performance standards • Assessing current and future station locations
• Identify apparatus and staffing patterns
• Evaluating workload and ideal unit utilization
• Measuring service delivery performance
• Supporting strategic planning and policy development related to resource allocation The Community Risk Assessment and Standards of Cover process began in early 2025 with a scope of evaluating FCFA's operational capabilities, financial health, service delivery performance, and community risk profile. This process involved extensive review of documents and reports from both FCFA and member agencies and relevant county and state agencies along with interviews of internal and external stakeholders. These interviews aimed to better understand issues, concerns, and options regarding the emergency service delivery system, opportunities for shared services, and community members' expectations. In addition to this research, AP Triton applied its extensive experience conducting this work in numerous jurisdictions to develop a report that would provide a long-term roadmap for FCFA to meet evolving community needs.
The Community Risk Assessment and Standards of Cover Deployment Analysis report is shown as Attachment 1. The report is comprehensive with extensive background information and evaluation of current services. Overall, the analysis reveals a well-managed organization facing increasing service demands driven by population growth and aging demographics. Medical emergencies comprise most responses reflecting national trends and there is strong interjurisdictional cooperation through automatic and mutual aid agreements. Key challenges include rising call volume, concurrent incident demands, performance gaps in meeting response time benchmarks, and the transition to a contract-based model for Oceano service delivery. The report indicates that strategic investments in staffing, equipment, facilities, and technology will be critical to maintaining service quality and meeting community expectations for emergency response.
AP Triton’s findings and recommendations begin on page 206 of the report. The 13 recommendations are listed below as identified in the report with further detail and estimated costs shown in the report:
1. Incorporate an inflationary adjustment clause into the resolution adopting the fee schedule, allowing the board to annually adjust fees through a subsequent resolution.
2. Establish a capital asset replacement fund and funding strategy.
3. Conduct an annual actuarial update of the respective share of FCFA’s pensionable balance and develop a funding plan.
4. Develop a schedule to inspect all commercial occupancies.
5. Inspect and issue operational permits.
6. Hire a Fire Marshal.
7. Develop a quality improvement/quality assurance (QI/QA) plan.
8. Conduct a detailed feasibility assessment of converting to an ALS first responder service.
9. Maintain a minimum of 3 companies staffed with three responders.
10. Evaluate the best location to support the western and southern sections of the jurisdiction.
11. Work with regional partners to develop a regional training program.
12. Adopt and periodically report response service standards and goals.
13. Ensure automatic and mutual aid responses continue to support all agencies' response requirements.
Staff would note that some of the recommendations are similar to the 2023 Baker Tilly study, including hiring a full-time fire marshal and having 3-0 staffing for engine companies, along with Staff Report: FCFA Community Risk Assessment/Standards of Cover Deployment Analysis Page 3 May 11, 2026
new items such as inspection of all commercial occupancies and evaluation of options for a future additional station. Many of these recommendations have a significant fiscal impact, which FCFA is not in a position to advance at this time given the current financial condition of the member agencies, both of which project relatively flat budgets in the near term. However, the Community Risk Assessment and Standards of Cover provide an important roadmap for future improvements for FCFA to address community needs as part of upcoming budget cycles.
The Community Risk Assessment and Standards of Cover Deployment Analysis was presented to the FCFA Board on April 20. During the Board’s discussion, the Board requested that similar presentations be made to the City Councils for both member agencies to ensure that all Council Members are aware of the report and the recommendations and have an opportunity to provide input and comments. Following tonight’s presentation, the Arroyo Grande City Council will receive this presentation on May 26.
The Council’s input and comments on the report will assist in the development of a five-year strategic plan, which is the next task to be completed by AP Triton as part of this work effort. A draft of this strategic plan will be presented by AP Triton at the July 20th FCFA Board meeting with a final version submitted for approval to the FCFA Board in the fall. Staff would defer to the Council’s representatives on the FCFA Board (Board Chair Weirick and Board Member Dee) to share further information on the report and review process.
FISCAL IMPACT
There is no fiscal impact from receiving this presentation. Subsequent policy decisions by the FCFA Board and the Councils of the member agencies in implementation of recommendations would have identified fiscal impacts.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Receive presentation on Community Risk Assessment and Standards of Cover Development Analysis and provide input and direction to staff; or
2. Provide alternative direction to staff.
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act.
ATTACHMENTS
1. Five Cities Fire Authority Community Risk Assessment & Standards of Cover Deployment Analysis
Multi-Year Goals
☒ Public Safety and Community Services ☐ Economic Development and Housing ☐ Community Infrastructure ☐ Financial and Organization Sustainability Council Priorities
☐ Water & Wastewater Infrastructure ☐ Community Engagement ☐ Street Improvements and Maintenance
Five Cities Fire Authority
Arroyo Grande, California
Community Risk Assessment &
Standards of Cover
Deployment Analysis
January 2026
Attachment 1
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority i
CONTENTS
Contents ..........................................................................................................................................................i Acknowledgments ........................................................................................................................................ ii Executive Summary ...................................................................................................................................... iii SECTION I: EVALUATION OF CURRENT CONDITIONS ................................................................................... 1 Organization Overview .................................................................................................................................2 Financial Overview ........................................................................................................................................7 Description & Review of Services Provided ............................................................................................. 13 Staffing & Personnel.................................................................................................................................... 31 Capital Facilities & Equipment .................................................................................................................. 39 SECTION II: COMMUNITY RISK ASSESSMENT................................................................................................ 48 Community Overview ................................................................................................................................ 49 All-Hazards Community Risk Assessment.................................................................................................. 61 Critical Infrastructure .................................................................................................................................. 76 Physical Assets Protected .......................................................................................................................... 89 Comparison of Fire Risks in Other Communities.................................................................................... 101 Risk Classification ...................................................................................................................................... 103 SECTION III: STANDARDS OF COVER.......................................................................................................... 113 Service Delivery & Performance ............................................................................................................. 114 Service Demand ....................................................................................................................................... 118 Performance Review................................................................................................................................ 139 Population Growth & Service Demand Projections ............................................................................. 163 Effectiveness of Inter-jurisdictional Response ........................................................................................ 167 Performance Objectives & Measures .................................................................................................... 178 Overview of Compliance Methodology ............................................................................................... 192 SECTION IV: FINDINGS & RECOMMENDATIONS........................................................................................ 206 Overall Findings & Observations ............................................................................................................. 207 Strategies & Recommendations............................................................................................................. 212 SECTION V: APPENDICES ............................................................................................................................ 223 Appendix A: Stakeholder Interviews ...................................................................................................... 224 Appendix B: Risk Classification ................................................................................................................ 235 Appendix C: Table of Figures .................................................................................................................. 239 Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority ii
ACKNOWLEDGMENTS
AP Triton, LLC would like to extend its sincere appreciation to each individual whose contributions and assistance made this project possible.
Five Cities Fire Authority
Carren Ray Russom
Mayor
City of Arroyo Grande, CA
Kassi Dee
Mayor
City of Grover Beach, CA
Jamie Maraviglia
Council Member
City of Arroyo Grande, CA
Clint Weirick
Council Member
City of Grover Beach, CA
Matt Downing
Executive Manager
City of Arroyo Grande, CA
Matt Bronson
Executive Manager
City of Grover Beach, CA
Scott Hallett
Fire Chief
Tricia Meyers
Operations Manager
Craig Angello
Battalion Chief
Ryan Bird
Battalion Chief
Brian Salce
Battalion Chief
PJ Ferguson
Captain
Nicole Valentine
Director of Administrative Services
City of Arroyo Grande, CA
Steven Hensley
Firefighter
Brooke Johnson
Data Analyst
Cal Fire, SLO Unit ECC
Special Thanks To:
The Five Cities Fire Authority Professional Firefighters Association, IAFF Local 4403 &
The City Governments, Chief Officers, Captains, Firefighters, and support staff who serve the district's citizens and visitors daily.
Our sincere appreciation is extended to each of you.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority iii
EXECUTIVE SUMMARY
The Five Cities Fire Authority (FCFA) Community Risk Assessment and Standards of Cover document provides a comprehensive analysis of fire protection and emergency medical services for the cities of Arroyo Grande and Grover Beach, as well as the Oceano Community Services District. Established in 2010 through a joint powers agreement, FCFA serves approximately 37,000 residents across a 10-square-mile service area from two strategically located fire stations.
This assessment evaluates FCFA's operational capabilities, financial health, service delivery performance, and community risk profile. The analysis reveals a well-managed organization facing increasing service demands driven by population growth and aging demographics. Medical emergencies constitute nearly 60% of all responses, reflecting national trends in emergency services. The authority demonstrates strong inter-jurisdictional cooperation through automatic and mutual aid agreements with neighboring agencies.
Key challenges identified include rising call volumes (31% increase from 2019 to 2024), concurrent incident demands that strain resources, performance gaps in meeting national response-time benchmarks, and the recent transition of Oceano service delivery from a direct partnership to a contract-based model. The report provides detailed risk classifications across fire, EMS, technical rescue, hazardous materials, and wildland fire scenarios, establishing a framework for resource deployment and staffing recommendations.
Looking ahead, FCFA projects continued population growth and corresponding increases in service demand through 2032. The organization must balance operational excellence with fiscal sustainability while adapting to evolving community needs. Strategic investments in staffing, equipment, facilities, and technology will be critical to maintaining service quality and meeting community expectations for emergency response.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 1 SECTION I:
Evaluation of
Current Conditions
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 2 ORGANIZATION OVERVIEW
General Description
Five Cities Fire Authority (FCFA, the Authority) provides essential fire protection and emergency services to the cities of Arroyo Grande and Grover Beach, and the Oceano Community Services District in California. Established in 2010 through the consolidation of individual fire departments from these areas, FCFA is committed to mitigating threats to life, property, and the environment, while also fostering community engagement and preparedness. Operating out of two stations, it serves a 9.3-square-mile area with approximately 38,000 residents, primarily characterized as suburban.
Figure 1: Study Area Map
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 3 The Arroyo Grande city area is 5.45 square miles. The City's population is 17,876. The City of Arroyo Grande is a general law city with a Council-Manager form of government. Under this form of government, the City Council serves as the policy-making body, and the City Manager is responsible for implementing the Council's policies and directives.
The Grover Beach city area is 2.31 square miles. The City's population is 13,459. The City of Grover Beach is a general law city governed by a Council-Manager form of government.
The Oceano Community Services District (Oceano CSD, OCSD) area is 1.55 square miles of land and 0.02 square miles of water. The OCSD is a multi-service special district that serves approximately 7,600 residents and businesses in the unincorporated communities of Oceano and Halcyon. The District is governed by a 5-member Board of Directors, who are elected. The Board of Directors appoints a General Manager.
Pismo State Beach and Oceano Dunes State Recreation Area lie west of the City of Grover Beach and Oceano CSD, which is overseen by the California Department of Parks and Recreation. The area to the east and south of the OCSD consists of the Arroyo Grande Creek flood plain. It is also referred to as the Cienega Valley. Oceano County Airport is a public airport located one mile west of Oceano's central business district. The airport, primarily used for general aviation, offers only non-commercial flights. The airport spans 58 acres and features a single runway and no control tower.
In 2004, the cities of Arroyo Grande and Grover Beach jointly entered into an agreement to share one fire chief and training officer. Over the next several years, this agreement expanded to include equipment sharing, consolidation of the reserve firefighter program, and the introduction of "boundary drops," whereby the nearest fire resource would respond to a 9-1-1 call regardless of community boundaries. In 2008, the Oceano Community Services District joined this partnership. On July 9, 2010, a comprehensive consolidation study of the fire department was conducted, resulting in the establishment of the Five Cities Fire Authority. It was established under the joint powers authority, as outlined in California Government Code Sections 6500 et seq., to enhance service levels for citizens and visitors, ensure consistent and professional training standards, and improve operational efficiencies.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 4 In both 2020 and 2022, voters in OCSD rejected a proposed flat parcel tax of $180 per year to support FCFA emergency services in Oceano. As a result, on March 7, 2024, the OCSD opted to withdraw from the joint powers agreement. On January 1, 2025, San Luis Obispo County assumed responsibility for fire protection in the Oceano area. OCSD was required to transfer property tax revenue, impact fees, rent revenue, and additional general fund revenue to the County. The County opted to contract through an intergovernmental transfer agreement with FCFA to provide fire protection and emergency services from the Grover Beach and Arroyo Grande fire stations.
Governance & Lines of Authority
FCFA is governed by a four-member Fire Board of Directors. This board is made up of two elected officials from each participating city's council. Each member represents their respective city or community, and each has an equal vote regarding matters of the Board, such as the budget, agreements, or other legal issues. The Board also provides direction to the Executive Managers and Fire Chief regarding FCFA.
The Fire Chief serves as the Executive Officer for FCFA, reporting to the Board of Directors through the Executive Team. The Administrative Services Director for the City of Arroyo Grande serves as the FCFA Treasurer, and the Administrative Assistant for the Five Cities Fire Authority serves as the Board's Secretary/Clerk.
The Fire Chief consults with the Executive Team, comprised of the city managers from Arroyo Grande and Grover Beach, to discuss matters relevant to the communities and FCFA. The managers may then make recommendations to their council/board members based on the issues discussed.
FCFA's mission is to mitigate threats to life, property, and the environment, while also fostering community engagement and preparedness. FCFA ensures efficient and professional emergency services through the operation and staffing of two fire stations.
Station 1—140 Traffic Way, Arroyo Grande, CA 93420
Station 2—701 Rockaway Avenue, Grover Beach, CA 93433
Station 3—1655 Front Street, Oceano, CA 93445 [CLOSED 07/01/2023] Station 1 houses the FCFA's administrative offices.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 5 Fire Department Organizational Structure
Figure 2: Organizational Chart
As shown in the preceding figure, the Fire Chief supervises the daily administration, operations, and fire prevention branches of FCFA.
FCFA currently has 29 full-time positions and 2 part-time positions. Department personnel include a fire chief, three battalion chiefs, nine captains, nine engineers, six full-time firefighters, one full-time administrative secretary, and one part-time office assistant. A reserve/volunteer captain provides radio programming services. At a minimum, three personnel are on duty daily at each station in Arroyo Grande and Grover Beach, with an additional two-person company typically assigned to Station 1. Due to the replacement of the Traffic Way bridge over Arroyo Grande Creek, the two-person company was temporarily relocated to Station 2. FCFA operates on a three-shift system, with a 48-hour duty and 96-hour off-duty rotation.
Not depicted is the part-time radio communications technician Board of Directors Legal Counsel
Executive Team
(City Mangers)
Fire Chief
Engineer (3) Engineer (3)
Captain (3) Captain (3)
A Shift B Shift
Battalion Chief Battalion Chief
Firefighter (2) Firefighter (2)
Office Assistant II (PT) Administrative Operations
Manager (Clerk of Board)
Captain (3)
Engineer (3)
Firefighter (2)
Administrative Services Director
(Treasurer)
C Shift
Battalion Chief
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 6 FCFA is equipped to handle moderate-risk fires with the on-duty forces but relies on mutual aid and automatic aid for additional staffing on significant fires or emergencies. Automatic aid is provided to FCFA by the two City of Pismo Beach fire stations on Bello Street and Shell Beach Road, and County Fire Station 72 on Highway 1. The next closest mutual aid fire stations are CAL FIRE Station 70 in Nipomo and County Fire Station 62 in Avila Valley. Both Nipomo and Avila Valley area stations have an approximate 15-minute drive time to Oceano.
In 2021, FCFA was assigned a Public Protection Classification (PPC) grade of Class 2 by the Insurance Services Office (ISO). Class 1 is the highest grade, and 10 is the lowest.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 7 FINANCIAL OVERVIEW
Five Cities Fire Authority was formally established on July 9, 2010, serving the cities of Arroyo Grande and Grover Beach, as well as the OCSD. However, due to fiscal challenges and failed attempts at revenue measures, OCSD voluntarily exited the FCFA agreement in June 2023, as it was unable to meet its contribution obligations. On June 13, 2023, a successor agreement between the cities of Arroyo Grande and Grover Beach was approved.
The Authority prepares a biennial operating budget based on a fiscal year from July to June. FCFA updates the revenue projections and changes to the financial plan for the second year during the mid-cycle review.
FCFA employees are employed by the City of Arroyo Grande and assigned to the Authority. They are covered under Arroyo Grande’s CalPERS contract, and each member agency is responsible for its share of CalPERS liability upon its withdrawal from the Authority.
FCFA contracts with the City of Arroyo Grande to provide financial and information technology services to the Authority. The Authority utilizes fire stations, facilities, and equipment owned by its member agencies but does not assume ownership; these assets remain the property of the respective member agency. The member agency is responsible for maintaining, replacing, and improving the assets. Operating and capital improvement costs are allocated among the member agencies in accordance with the cost-sharing formula (net of any service reimbursement).
Financial Analysis
Given the Authority's size, FCFA's financial data is relatively straightforward. Approximately 93% of FCFA's revenues come from member agencies and the OCSD contract, based on Proposed Budget for Fiscal Year 2025-26, Arroyo Grande accounts for 43% of the total revenues, followed by Grover Beach's contribution of 31% and OCSD's contract of 19%.
Strike team reimbursements, inspections fees, and other miscellaneous revenues make up the remaining 7%. The exit of OCSD from the FCFA, even with a proposed agreement for the FCFA to provide fire and emergency services to Oceano, still creates some uncertainty and challenges to the long-term financial sustainability of the Authority.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 8 On the expenditure side, FCFA's primary costs are employee salaries and benefits, which account for approximately 77% of the budget. This is common for most public safety agencies. The increase in wages and benefits reflects salary adjustments resulting from a 2023 compensation survey conducted in conjunction with an amended Memorandum of Understanding (MOU). The survey revealed that all FCFA positions fell below the median compared to those of neighboring agencies. FCFA implemented a one-time equity adjustment of 10% for fire captains, 15% for fire engineers, and 20% for firefighters effective October 2023, which resulted in a cost increase of approximately $527,600 for Fiscal Year 2023–24. The successor MOU also includes a 3% salary increase for fiscal years 2024–25, 2025–26, and 2026–27. Additionally, FCFA faces a significant increase in retirement costs, with an over 44% rise from Fiscal Year 2023–24 compared to the Proposed Budget for Fiscal Year 2025–26. This increase is a combination of salary and CalPERS rate increases.
Employees hired before January 1, 2013, are in the Classic Pension plan (3% at age 55), while those hired after January 1, 2013, fall under the Public Employees' Pension Reform Act of 2013 (PEPRA) pension plan (2.7% at age 57). Furthermore, vehicle maintenance costs have more than doubled compared to Fiscal Year 2023–24, based on actuals from Fiscal Year 2018-19, due to the aging of the apparatus and vehicles.
The Authority's fund balance started a downward trend in Fiscal Year 2023–24 because revenues were insufficient to offset expenditures. The FCFA is projected to have an operating deficit for the current fiscal year and the next two fiscal years. Fiscal Year 2026– 27 fund balance is projected at 9.35% of the budget, slightly below the Authority's goal of 10%.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 9 The following figure illustrates FCFA's funding sources, expenditures, and fund balances for the most recent three fiscal years, as well as the proposed budget for the next two fiscal years.
Figure 3: Revenues/Expenditures Summary1
Revenue/Expenditures FY 2023
Actual
FY 2024
Actual
FY 2025
Amend
Budget
FY 2026
Proposed
Budget
FY 2027
Proposed
Budget
Beginning Fund Balance $1,288,015 $1,461,591 $1,426,230 $1,052,595 $986,136 Revenues:
Arroyo Grande 3,468,356 3,796,000 3,978,000 4,109,274 4,232,552 Grover Beach 2,015,115 2,812,000 2,893,000 2,988,469 3,078,123 Oceano 1,138,148 1,150,000 853,000
San Luis Obispo County 853,000 1,762,298 1,815,167
Grants 20,439 19,111 20,000 15,000 15,000
Strike Team Reimb. 278,955 210,668 133,800 450,000 450,000 Unfunded Accrued Liability Reimb. 94,910 92,500 92,500
Other 223,767 239,554 252,525 139,000 139,000
TOTAL REVENUES $7,144,780 $8,322,243 $8,983,325 $9,556,541 $9,822,342 Expenditures:
Salaries & Benefits 5,543,471 6,494,304 7,158,900 7,434,600 7,583,000 Services & Supplies 1,224,028 1,374,849 1,818,267 1,724,400 1,775,973 Equipment Replacement 49,812 335,130 225,900 310,000 280,000 Debt Service 153,893 153,321 153,893 154,000 245,000
TOTAL EXPENDITURES $6,971,204 $8,357,604 $9,356,960 $9,623,000 $9,883,973 Net Funding from General Fund $173,576 ($35,361) ($373,635) ($66,459) ($61,631) Ending Fund Balance $1,461,591 $1,426,230 $1,052,595 $986,136 $924,505 Fund Balance as % of Expenditures 20.97% 17.07% 11.25% 10.25% 9.35% Fund Balance Equivalent to Cover
# of Months of Expenditures 2.5 2.0 1.3 1.2 1.1
The following figures illustrate FCFA's revenue sources and expenditures by category for Fiscal Year 2025–26.
1 FCFA 2025–27 Proposed Budget.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 10 Figure 4: Revenue Sources
Figure 5: Expenditures by Category
Arroyo Grande
43%
Grover
Beach
31%
OCSD
19%
Other
7%
Salaries &
Benefits
77%
Services &
Supplies
18%
Equipment
Replacement
3%
Debt Service
2%
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 11 Capital Replacement Plan
Apparatus, other vehicles, and firefighting and emergency medical equipment are the essential capital resources for FCFA to carry out its mission. A vehicle replacement funding program was previously discussed but never implemented due to the program not receiving sufficient support from member agencies, as they had not established a funding strategy within their cities' fund balance policies. The Authority has been utilizing financing as a mechanism for the apparatus/vehicle replacement program, then incorporating the annual depreciation cost into the operating budget and allocating it to the member agencies. The FCFA fleet is aged, and several vehicles remain in service although their age exceeds industry standards for service life. The industry standard for the useful life of a fire engine is 15 years of frontline service, followed by an additional 5 years in reserve status. At the end of 20 years, the apparatus should be sold as surplus. Several FCFA frontline apparatus and vehicles have been identified as being in poor condition. In addition, reserve truck and Type III engines are also in poor condition, and there is no reserve for Urban Search and Rescue (US&R) in the event the apparatus is out of service for maintenance or repair. A long-term capital asset replacement plan has not yet been established, while equipment continues to age and maintenance costs rise.
Observations
As illustrated in the above Revenues/Expenditures Summary, personnel costs account for approximately 77% of the Authority's expenditures. It is projected to increase by 34% over the next four years (Proposed Budget for Fiscal Year 2025–26 compared to the actual Fiscal Year 2022–23). There are a few reasons for this significant increase. Several vacant positions remained unfilled due to retirements and OCSD’s withdrawal from the Authority in June 2023, continuing through Fiscal Year 2024–25. A portion of the vacancies were filled through overtime, resulting in a 38% increase in overtime costs in Fiscal Year 2023–24.
Overtime costs are normalized by filling the long-standing vacancies. In addition, a successor MOU was negotiated in Fiscal Year 2023–24, which includes a one-time equity adjustment for IAFF Local 4403 members and an annual 3% salary increase for all employees for Fiscal Years 2024–25, 2025–26, and 2026–27. Each salary adjustment also impacts payroll-related expenses, such as retirement costs.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 12 The exit of OCSD from the Authority raises some uncertainty and challenges in staffing and the financial structure of FCFA. The OCSD contract accounted for approximately 19% of the FCFA funding sources. The County and FCFA are working together on a multi-year agreement for FCFA to provide fire and emergency medical services to Oceano; however, numerous issues related to Oceano's fire service, including cost, staffing levels, and service, remain.
The use of Station 3, along with other factors, remains a challenge to FCFA's service delivery and fiscal sustainability.
Fire inspection fees are not a significant revenue source for FCFA; however, it is crucial to keep the fees aligned with the cost increases. The FCFA fee schedule has not been updated regularly. The current fee schedule, effective January 1, 2019, does not account for salary adjustments in Fiscal Year 2023–24; therefore, the fee does not fully offset the cost of the inspection.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 13 DESCRIPTION & REVIEW OF SERVICES PROVIDED
Fire Prevention & Public Education
A primary component of any risk reduction program is providing a comprehensive fire and life safety inspection and permitting process. The goal is to prevent or mitigate a fire or injury before it occurs.
Building Plan Review
The review process provides insight into how the construction may impact FCFA’s access to the building during an incident, evaluates the type of construction, identifies the need for fire protection systems, and considers any changes in building use.
Plan reviews should begin when the initial concept is presented for permitting. The initial review allows the fire department to provide suggestions and enforce existing requirements before permitting. For example, the site plan should include fire apparatus access, the location of the fire department connection if a sprinkler system is present, the size and height of the building, hydrants, and other features that impact emergency responders.
Proper permit applications and processes are crucial for assisting contractors in submitting plans for review and final approval. Reviewing construction plans enables fire service representatives to ensure compliance with regulations concerning existing fire sprinkler and alarm systems, emergency lighting, and other processes. Furthermore, a permitting system allows the organization to mandate modifications to plans if they fail to meet code requirements before construction commences.
All plan reviews are currently being conducted by JAS, which is a private contractor for Arroyo Grande and Grover Beach. San Luis Obispo County does Oceano. The Fire Chief meets weekly with representatives from both cities to discuss any new developments occurring in those jurisdictions. They can review the site plans and provide guidance for fire department access, locations for the fire department connections for the fire sprinkler systems, and hydrant placements.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 14 Fire & Life Safety Inspections
FCFA plays a crucial role in protecting the community by inspecting commercial buildings and properties. These inspections do more than find violations; they serve as proactive measures for risk prevention by educating business owners and the public about how and why certain conditions can create serious safety hazards. Fire and life safety inspections cover three of the Five E’s of fire prevention: education, engineering, and enforcement.
Each of these elements helps reduce risk by either preventing hazardous conditions from developing or minimizing their impact before they become emergencies.
California Health and Safety Code, Section 13146, details the authority and responsibility of the local fire agency to inspect specific occupancies, namely:
• Multifamily Dwellings, Group R-1 and R-2 occupancies must be inspected annually (13146.2).
• Residential Care Facilities, Groups R2.1 and R-4 must be inspected upon request of a licensee for a pre-inspection and upon receipt of a licensing request [H&S 13146.2 and 17921(b)].
• High-rise structures more than 75 feet above the lowest floor level with building access must be inspected annually, and the result must be sent to the State Fire Marshal (SFM) within 30 days. If the fire authority does not conduct the inspection, the SFM will conduct the inspection and assess a fee to the owner [H&S 13217(a)]. It is noted that there are currently no buildings of this height in FCFA’s jurisdiction. • Public and Private Schools, K-12, Group E-1 must be inspected annually (H&S 13146.3).
• Detention Facilities, Group I-3 must be inspected every two years by the SFM unless the Fire Chief indicates in writing to the SFM that the Department will handle the inspections. The Fire Chief must submit inspection reports to the SFM and Board of Corrections within 30 days of inspection. If the SFM conducts the inspection, they may assess a fee (H&S 13146.1).
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 15 When buildings are not regularly inspected, life safety violations can go unnoticed. This lack of oversight leaves both code enforcement officials and emergency responders unaware of potential dangers, which can significantly increase the risk to occupants and the public.
A tragic example of this happened in 2016 with the Ghost Ship fire in Oakland, California.
The fire killed 36 people in a converted warehouse that had not been inspected for thirty years and lacked proper permits. The building was not even listed in the fire department’s record management system, emphasizing the devastating consequences of missing or insufficient inspection protocols.2
NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations, provides a recommended inspection frequency, as shown in the following figure.
Figure 6: NFPA 1730 Inspection Frequency
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical Infrastructure Per AHJ*
*Authority Having Jurisdiction
2 NFPA Journal, Ghost Effect, January February 2018.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 16 The following figure provides an example of the risk and type of occupancy to determine the inspection frequency utilizing the NFPA 1730 recommendations.
Figure 7: Occupancy Risk Classifications Example
Risk California Building
Code Group Examples
High
A-1, A-2
Nightclubs, restaurants, theaters, airport/cruise ship
terminals
A-3, A-4, A-5 Arenas, museums, and religious
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II) B
All government & public buildings, other office
buildings over two stories
E Schools, daycare centers
I-1, I-2, I-3, I-4 Hospitals, assisted living centers, and correctional.
M Strip malls, closed-air shopping malls, big box stores R-1, R-2, R-3
Hotels, motels, dormitories, apartments, board &
care facilities
Special Risk Railroads, interstate highways, and airports (Target hazard) Any building with a life safety risk beyond the reach of preconnected hose lines > 200 feet
Moderate
B Outpatient clinics, general business, offices <3 stories F-1
Fabrication or manufacturing of combustible
materials
M Mercantile, free-standing
I-2, R-4 Foster group homes, assisted living homes.
S-1
Storage of combustible materials, car repair
facilities, hangars
Low
F-2 Fabrication or manufacturing of non-combustibles
R 1- and 2-family dwellings, foster homes
S-2 Storage of combustible materials
U Barns, silos, and other unclassified buildings
FCFA performs all state-mandated inspections in Arroyo Grande and Grover Beach under their new agreement. The engine companies complete all multifamily inspections.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 17 Permitting and Fees
A permit system enables FCFA to conduct inspections, ensuring compliance with code requirements. The fees associated with the permit or other types of inspections are intended to recover costs for plan reviews and inspections. FCFA has established a fee schedule for fire prevention activities, including fire alarm and sprinkler systems, new and remodel construction, special events, suppression systems, fireworks, weed abatement, and California Fire Code permits and inspections.
The California Fire Code Section 105.6 requires operational permits for occupancies such as flammable and combustible liquids (storage and use), hazardous materials, high-piled storage, mobile food preparation vehicles, places of assembly, repair garages, temporary membrane structures and tents, and spraying or dipping operations. Currently, minimal operational permits are being issued.
Fire and Life Safety Education
Fire and life safety education is crucial for the FCFA and its residents, as it plays a vital role in safeguarding lives and property. Through outreach programs, the Department reaches hundreds of thousands of residents each year, providing them with the knowledge to prevent fires and respond effectively during emergencies. These educational initiatives help foster a culture of preparedness, starting in schools and spreading into homes and workplaces, where people learn to identify hazards, install smoke alarms, and practice escape plans.
The Department also customizes its programs to address the needs of vulnerable groups, including seniors, children, and non-English speakers, making sure safety information is accessible and relevant to everyone. By encouraging families to participate in fire drills and safety planning together, these programs strengthen community ties and enhance collective preparedness. Additionally, fire and life safety education supports the Department’s resources by empowering volunteers and educators to extend its reach, allowing firefighters to focus on emergency response while still promoting public safety. This comprehensive approach not only reduces risks but also helps create a safer, more resilient community.
FCFA does not have a dedicated public educator or information officer. They have developed a fire prevention guide for each grade or age group. Other topics include calling 9-1-1, exiting from a home, general fire safety, and injury prevention. FCFA has a prop for teaching fire extinguisher training on request. FCFA has implemented more wildland interface education in the community, which includes a door-to-door campaign.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 18 Weed Abatement
FCFA conducts an annual weed abatement program designed to reduce wildfire risks in the communities it serves, including Arroyo Grande, and Grover Beach. The Oceano Community Services District is now under San Luis Obispo County’s weed abatement ordinance, and FCFA does not know how it will be enforced. Property owners must clear weeds and combustible vegetation from their land by early summer, usually by June 1st.
Residential properties should keep vegetation no taller than four inches and remove all other fire hazards. Specific guidelines include creating a 50-foot-wide defensible space around the property perimeter and roadways, maintaining a 10-foot clearance from driveways, and ensuring a clearance of at least 100 feet around all structures. On steep slopes, vegetation under 18 inches in height may be retained to prevent erosion.
Initial inspections take place in April, and properties that do not meet the standards receive notices with a deadline, typically in late May, to complete the necessary cleanup.
If property owners fail to comply, FCFA will hire contractors to carry out the abatement and charge the owners the actual costs plus a 100% administrative fee. These expenses may become a lien on the property. The program is enforced under California Health and Safety Code Section 14900.5, and property owners are expected to remain compliant throughout the year. An on-shift Battalion Chief is responsible for ensuring compliance and enforcement of weed abatement regulations.
Fire Investigations
The National Fire Incident Reporting System (NFIRS) requires the documentation of fire ignition types, which is a critical step in conducting thorough fire investigations. Possible fire causes may include intentional acts, unintentional actions, equipment failures, natural events, incidents under investigation, or those classified as undetermined.
Identifying the origin and cause of a fire allows FCFA to create targeted prevention programs aimed at reducing future incidents. These programs should be based on data, utilizing fire cause analysis to identify trends and potential issues within the community.
Data such as name, age, and gender can help identify specific individuals or groups, enabling focused prevention efforts like the Juvenile Firesetter Program.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 19 FCFA has two certified fire investigators who respond when requested. These investigators are part of the San Luis Obispo Fire Investigation Strike Team, which is available throughout the County. The investigators have an informal relationship with local law enforcement, but partner with them when a fire involves a juvenile. The investigators take photos of the scene, collect evidence as needed, and complete a report for each investigation, which is entered into the Department’s records management system.
Emergency Medical Services
Emergency Medical Services (EMS) is an integrated emergency care system that has evolved steadily over the past several decades. When an individual needs medical help, the process typically begins with the dispatch center. The dispatch center coordinates with first responders, who use pre-hospital medical techniques to stabilize and start treatment.
Finally, the patient is delivered to the emergency room, where doctors continue the stabilization and treatments that began in the field and transfer them to definitive care.
Immediate pre-hospital care in a medical emergency can significantly impact a patient's ability to lead a productive life. Lifesaving interventions, such as resuscitation, defibrillation, and medications, must be applied rapidly to be successful. Additionally, understanding the impact of disease and the most common incident types can help an agency determine where to focus its limited resources. Good data collection and analysis are imperative.
The following figure lists the six leading causes of death in San Luis Obispo County for the years 2020 through 2022.
Figure 8: Leading Causes of Death in SLO County (2020–2022) 3 Condition 2022 2021 2020
1. Heart Disease 509 449 465
2. Cancer 449 546 528
3. Stroke 273 260 261
4. Alzheimer's Disease 155 163 179
5. COVID-19 122 244 115
6. Chronic Obstructive
Pulmonary Disease (COPD)
113 96 108
3 CA Department of Public Health. California Community Burden of Disease Engine. Accessed September 2025.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 20 The following figure depicts the Years of Life Lost (all) by Cause of Death in San Luis Obispo County for 2023.
Figure 9: Years of Life Lost (All) in SLO County, 20234 FCFA provides emergency medical services (EMS) as part of its comprehensive public safety program. All on-duty firefighters are certified as emergency medical technicians (27). The Department provides first-response basic life support (BLS) level care for medical emergencies. FCFA participates in an enhanced level of care for emergency medical technicians, as permitted by the local EMS agency, including the ability to administer epinephrine, provide continuous positive airway pressure (CPAP), administer Narcan, and perform sugar tests.
Since 1980, the number of residential and commercial structure fires in the United States has decreased by 54%.5 Conversely, nationwide demand for EMS has gradually increased.
FCFA’s data show that over 15,000 EMS calls occurred during the study period, which is approximately 59% of emergency response calls in FCFA.
4 CA Department of Public Health. California Community Burden of Disease Engine. Accessed 2/26/2025. 5 https://www.nfpa.org/education-and-research/research/nfpa-research/fire-statistical-reports/fire-loss-in-theunited-states. 1,281
575
370
365
298
0 200 400 600 800 1,0001,2001,400
Drug Overdose
Ischemic Heart Disease
Alcohol Related
Stroke
Hypertensive Heart Disease
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 21 Emergency medical services in San Luis Obispo County are a critical component of the healthcare infrastructure, providing rapid, lifesaving care to residents and visitors alike. The County's emergency services are designed to respond swiftly to medical crises, ensuring that those in need receive immediate attention. Arroyo Grande Community Hospital, Sierra Vista Regional Medical Center in San Luis Obispo, French Hospital in San Luis Obispo, or Marian Regional Medical Center in Santa Maria offer comprehensive emergency care.
They are equipped to handle a wide range of medical emergencies.
The FCFA EMS program is managed by an operational Battalion Chief who oversees two personnel trained in advanced life support (ALS). They play a crucial role in maintaining the EMS program, including training, supplies, and equipment. A registered nurse oversees quality improvement/quality assurance. FCFA's EMS program aligns with industry standards in providing immediate basic life support while adhering to protocols, quality assurance measures, performance metrics, and transferring care to a private ambulance service for transport.
FCFA personnel expressed growing interest in enhancing its emergency medical services by transitioning to ALS or paramedic capabilities. This move would enable their personnel to deliver a higher level of pre-hospital care, including administering medications, performing advanced airway management, and utilizing cardiac monitoring equipment.
By becoming ALS-certified, the agency can reduce its reliance on private ALS ambulance providers, improve ALS response times, and deliver more immediate critical care to patients in its service area. This shift aligns with the FCFA's mission to "provide the highest level of service possible by mitigating threats to life, property, and the environment." It also reflects a broader trend among fire departments seeking to better meet the evolving healthcare needs of their communities. Data collection and analysis are essential to understanding system performance. Key questions include: What percentage of EMS responses require Advanced Life Support (ALS)? How long does the FCFA retain patient care before an ALS ambulance arrives? And are these trends increasing over time? Medical Control & Oversight
FCFA provides oversight for its EMS system's medical services and personnel. At the same time, the San Luis Obispo EMS Agency handles regional management and regulation. The California Emergency Medical Services Authority provides state oversight and regulation of emergency medical services. The State EMS Authority has determined that the San Luis Obispo EMS Plan meets all EMS system components identified in Health and Safety Code (HSC) § 1797.103 and approved it for implementation pursuant to HSC § 1797.105(b).
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 22 FCFA, or its predecessor agencies, has been providing emergency medical services for decades. However, it does not retain Health and Safety Code—HSC § 1797.201 — rights, meaning that San Luis Obispo County, through the San Luis Obispo EMS Agency, has created an exclusive operating area (EOA) and awarded the contract for the 911 ambulance provider. Moreover, San Luis Obispo EMS maintains administrative oversight and guidance for pre-hospital EMS. In this case, it enters into a written exclusive operating agreement with San Luis Ambulance to provide ambulance transport services throughout the County of San Luis Obispo, except in the city of Cambria. San Luis Ambulance is staffed with one Paramedic and one Basic Emergency Medical Technician. San Luis Ambulance makes quarterly payments to FCFA for First Responder fees; the amount received in 2024 totaled $27,480.20.
FCFA estimates it has spent the following over the last three fiscal years on EMS supplies:
• 2024–2025 $21,855.00
• 2023–2024 $21,556.00
• 2022–2023 $20,600.00
This does not include other EMS-related costs, such as personnel, training, fuel, and apparatus wear and tear.
The FCFA does not employ or contract with a Medical Director. This is consistent with most basic life support (BLS) fire agencies, which typically operate without one. In contrast, advanced life support (ALS) fire and rescue agencies are required to utilize a Medical Director who serves as the prescribing physician and often provides localized medical oversight. The FCFA relies on the San Luis Obispo County EMS Medical Director for systemlevel medical direction and on an internal Registered Nurse for quality improvement and quality assurance activities.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 23 Quality Management Mechanisms
A quality improvement/quality assurance (QI/QA) plan is a comprehensive approach to improving and maintaining the quality of an organization's products, services, or processes.
FCFA does not have a written QI/QA plan. A QI/QA plan outlines the methods and procedures for measuring, evaluating, and improving quality, ensuring consistent adherence to quality standards. The QI/QA plan aims to enhance efficiency, customer satisfaction, and overall performance while minimizing errors and reducing costs. It may include performance metrics, data collection and analysis, process improvement initiatives, employee training, and regular management review. The QI/QA plan is a crucial component of a quality management system, enabling organizations to meet regulatory requirements and industry standards.
A quality QI/QA plan should include the following elements:
• Clearly defined goals and objectives
• A clear definition of the areas and processes to be covered • Performance measures
• Data collection
• Continuous improvement process
• Communication plan
• Training plan to support QI/QA
• Management review of the QI/QA plan to ensure its relevance remains EMS System Integrity Regarding Required Credentialing
As a minimum job requirement, FCFA mandates that candidates possess a current, valid California Driver's License, a high school diploma, EMT certification, and CPR certification.
Regardless of rank, every firefighter must hold and maintain at least an EMT license. The Department employs 25 EMTs and 2 Paramedics; however, the Paramedics are not accredited to practice in San Luis Obispo County, so they operate as EMTs.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 24 EMTs must earn a minimum of 24 hours of Continuing Education (CE) every two years, specific to their skill set and established scope of practice, including the expanded scope of practice allowable in each county. FCFA achieves this by offering in-house training scheduled, facilitated, or taught by SMEs within the organization and through San Luis Obispo (SLO) EMSA. FCFA manages and tracks required training hours using the online Vector Solutions (formerly TargetSolutions suite. This allows an agency to set up a "credentialing" system to track and manage needed training hours.
EMS training is a significant component, with initial onboarding EMT training conducted by in-house staff. Continuous Medical Education (CME) is provided through a combination of didactic teaching and hands-on skills training, taught by in-house staff and SLO EMSA.
FCFA offers additional EMS-related training via Vector Solutions Online Training CEs.
The EMS training methodology at FCFA emphasizes the importance of manipulative skills through bi-annual exercises, including cardiopulmonary resuscitation, trauma assessment, medical assessment, and more.
Adequacy of EMS Records Management System and Data Collection FCFA utilizes ImageTrend, a NEMSIS, NFIRS, and HIPAA-compliant system that integrates with their computer-aided dispatch (CAD) system. While data is necessary for compliance and reporting, having accurate and comprehensive data enables fire departments to make informed decisions about resource allocation, training needs, and operational improvements. This leads to better preparedness and response strategies. Fire departments and public health agencies can use detailed medical data to develop community health programs, such as vaccination drives or health screenings, targeting areas with higher medical needs. Overall, robust data collection ultimately leads to improved safety and service for the community.
Correct documentation of events for the fire department is critical, especially for those requesting them. In addition, a reliable and accurate performance analysis cannot occur without quality control. The FCFA should monitor incident types, especially emergency medical services, with more detail to correlate required changes or improvements.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 25 Hazardous Materials
Hazardous materials are found in every community, in homes and businesses. They are transported by road, air, and sea. Responding to incidents involving actual or potentially hazardous materials is one of the many tasks performed by FCFA. Although these types of incidents are less common than others, hazardous materials released can harm people, the environment, critical infrastructure, and property.
The FCFA, along with most other agencies in San Luis Obispo County, is equipped to handle uncomplicated hazardous materials incidents at the first-responder or operations levels, then relies on a regional network that includes mutual aid. Locally, the County Fire Department/CAL FIRE hosts the regional hazardous materials response team, which includes FCFA members. This approach to hazardous materials response in the FCFA and San Luis Obispo County reflects a commitment to public safety and environmental protection within budgetary constraints, ensuring that both the community and its natural surroundings are safeguarded against the risks associated with hazardous materials. While the team does not maintain a full-time hazmat unit, it can assemble and respond to the FCFA area within 45-60 minutes, when needed.
Firefighters responding to hazardous chemical or material incidents must have adequate training and proper personal protective equipment (PPE) to safely handle them. All FCFA personnel are trained, at minimum, to the Hazardous Materials First Responder Operational (FRO) level, certified by the State of California, and required under CFR 1910.120(q). This ensures every firefighter possesses the fundamental skills necessary to recognize and safely respond to hazardous materials incidents. In addition to FRO certification, FCFA has two individuals certified at the Hazardous Materials Technician/Specialist level, two certified at the Weapons of Mass Destruction (WMD) level, two certified as Haz-Mat Safety Officers, and 16 members certified as Hazardous Materials Incident Commanders.
When responding to a hazardous materials incident, the primary responsibility of the firstarriving engine company is to secure the scene, identify the substance (if possible), and make proper notifications. This initial action ensures that the safety of the public and emergency responders is the foremost priority.
Altogether, FCFA's hazardous materials response capability is characterized by a blend of comprehensive baseline training, targeted advanced certifications, and a commitment to teamwork both within the agency and across regional partners.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 26 Technical Rescue
FCFA is equipped to handle a variety of emergency situations with a comprehensive, efficient technical rescue response. Technical rescue operations often involve complex, high-risk scenarios, such as confined-space rescue, high-angle rescue, trench rescue, and structural collapse. The Authority's firefighters and rescue personnel are trained to use specialized equipment and techniques to safely navigate these dangerous situations.
FCFA maintains a Technical Rescue Program designed to support a wide range of specialized emergency response needs. FCFA contributes three trained members to the San Luis Obispo County Urban Search and Rescue (US&R) Team, an unstaffed regional resource that operates on a call-back basis. Deployment of the SLO County US&R Team is contingent on individual members' availability and is coordinated via paging.
Internally, FCFA does not have a formal Technical Rescue Team (TRT); however, the Department sustains a cadre of personnel trained in technical rescue disciplines as part of regular shift operations. All operational personnel meet the minimum rescue competencies associated with their respective ranks:
• Firefighter: Low Angle Rope Rescue and Auto Extrication • Engineer: All competencies of Firefighter plus Rope Rescue, Trench Rescue Technician, and Confined Space Rescue Technician
• Captain: Structure All competencies of Firefighter and Engineer, plus Collapse Technician
Personnel are encouraged to pursue additional rescue training with support provided within the budget.
As of the most recent departmental audit, the percentage of personnel trained in specific technical rescue disciplines is:
• Confined Space Rescue: 90%
• Rope Rescue (High/Low): 90%
• Trench Collapse: 90%
• Structural Collapse: 90%
• Vehicle/Machinery Rescue: 100%
• Swiftwater Rescue: 25%
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 27 These high percentages demonstrate a commitment to training and operational readiness that can deliver effective technical rescue services, both independently and in cooperation with regional partners.
Training
Training requirements are set by the FCFA, the California State Fire Marshal's Office, and SLO EMSA. Firefighters are required to have completed a California State Fire Marshalapproved Firefighter 1 program and hold a current Emergency Medical Technician (EMT) card to be eligible for employment. Once hired, the firefighter completes an in-house academy before being assigned to a shift as a probationary firefighter.
Firefighters in the FCFA are required to undergo regular training sessions that include both theoretical knowledge and practical skills. These sessions cover fire behavior, equipment handling, rescue operations, and emergency medical services, ensuring that all personnel are well-versed in the latest firefighting and lifesaving methods.
The following figure reflects general training competencies for FCFA.
Figure 10: General Training Competencies
Program Description FCFA Source
Incident Command System (ICS) Cal OES/CSTI/FEMA 100, 200, 300, 700, 800 Personnel Accountability NFPA 101(various), Lexipol Policies Basic and Advanced Firefighting SFT Firefighter 1A and 2A Structural Wildland Firefighting NWCG RT-130 (annually), CICCS ENGB, STL, SO, Single Resource, Driver-Operator
Rescue (Basic) SFT, Local/County SOGs
Safety Procedures FCFA Policies/SOGs, IIPP
Emergency Medical Services (EMS) Local and State Protocols, FCFA Policies/SOGs Hazardous Materials HazMat FRO (CSFM/CSTI)
Vehicle Extrication SFT
Driver-Operator SFT Driver-Operator-1A, 1B, & 1C
Radio Use, Dispatch Procedures FCFA & CAL FIRE SLU ECC
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 28 Training refers to the specific programs, resources, and capabilities of a fire department's personnel. A comprehensive training program tailored to the department's needs is integral to day-to-day activities. Proper training ensures the safe and effective delivery of emergency services to the community. It is crucial for all departments, regardless of their size or staffing composition (whether career, volunteer, or a combination).
Although the number of incidents varies from jurisdiction to jurisdiction, the types of incidents are often similar. Developing initial and ongoing training in fire, EMS, rescue, and hazardous materials is critical to ensuring FCFA is effective and safe during incidents. A well-designed and comprehensive training program fosters team dynamics and cohesiveness, improves incident outcomes, and reduces liabilities for FCFA.
FCFA attempts to maintain a high standard of training and competency among its personnel. They have comprehensive training programs for the Incident Command System (ICS), personnel accountability, safety procedures, and the use of small tools and power equipment. Formal Standard Operating Guidelines (SOGs) are in place to guide training processes, ensuring all personnel are equipped with the necessary knowledge and skills.
FCFA provides annual training in vehicle extrication and defensive driving, facilitated by state-certified instructors. Radio communications and dispatch protocols are also trained to ensure efficient operations.
The following figure illustrates the types and frequencies of training drills for FCFA.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 29 Figure 11: Drill-type & Frequency
Drill-Type Frequency
Manipulative Skills Exercised Monthly
Inter-Station Drills 2-3 Monthly
Multi-Company Drills 5-6 Annually
Night Drills Annually
Disaster Drills Annually
Pre-Incident Planning Year-Round Activity for FCFA
Multi-Agency Drills Annually
The training methodology at FCFA emphasizes the importance of manipulative skills and performance evaluations that are conducted regularly to ensure competency. The Insurance Services Office (ISO) requires a minimum of 222 annual training hours, covering company training, hazardous materials training, driver/operator training, and officer training. Annual EMS training hours are also tracked by instructors and company officers in the Vector Solutions online system.
FCFA's training operations prioritize safety with individual performance evaluations. Postincident analyses are conducted through after-action reviews (AARs) using standardized templates from Lexipol. The training procedures manual, developed and utilized daily, is also sourced from Lexipol.
The administration of training at FCFA is overseen by the Training Battalion Chief and the EMS Coordinator/Registered Nurse. They set annual training goals and objectives, with support from certified instructors who hold the appropriate licenses and certifications. FCFA allocates $40,000 to training annually. The facilities for training administration, including Station 1's training classroom, are in good condition, and the necessary office space, equipment, and supplies are adequate. A yearly training report is not produced.
While FCFA does not have a training center, they have minimal space available at Station 2 for fire-related training props, including ventilation, entanglement props, confined space crawl tubes, US&R heavy lifting concrete slabs, and a forcible entry door. In terms of training facilities, FCFA lacks a drill tower, live-fire training facility, smoke building, and adequate outside drill grounds.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 30 Record-keeping at FCFA includes individual training files that are maintained and computerized. Daily and company training records are kept, with the Training Battalion Chief responsible for their upkeep. Battalion Chiefs and Captains can enter training records, which are accessible to all personnel. Fire, EMS, and other certifications are tracked diligently.
In the latest full year, FCFA reported that it trained 24 personnel, delivering a total of 8,121 training hours, comprising 5,670 fire-related, 2,115 EMS-related, and 336 other training hours.
This comprehensive approach ensures that FCFA personnel remain well-prepared, highly skilled, and ready to respond effectively to various emergency situations.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 31 STAFFING & PERSONNEL
Public safety, at its core, is a service industry. An organization's ability to meet its obligations and fulfill its mission requires active recruitment, effective management, and the maintenance of sufficient staffing. Appropriate operational, administrative, managerial, and supervisory staffing levels, as well as effective allocation of resources, are imperative to an agency's success.
Fire service staff functions fall into three distinct groups: administration, prevention, and operations. These groups must have access to appropriate resources to complete their tasks effectively, enabling an agency to operate efficiently. Allocating organizational resources to balance each can be difficult, but adequate staffing is crucial.
An organization also needs proper rules for effective personnel management. Welldefined, consistent, and documented policies and practices help employees understand their responsibilities and benefits, as well as chart their path to success and professional advancement.
The number of positions and personnel deployment depends on the organization's needs, mission, and resources. Similarly, the organization's structure, size, and legal requirements drive the administrative and managerial policies and practices. This section provides an overview of FCFA's staffing structure and human resources practices.
Administrative Staffing
The administrative and support functions encompass a variety of tasks, which can be numerous. Organizational planning, coordination, asset management, program evaluation, and overall direction are typical administrative and support staff functions.
Some agencies within a larger organization share some support functions with a municipality or other larger government agencies. FCFA was formed as a JPA, and it receives administrative support from the City of Arroyo Grande.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 32 Three full-time equivalent (FTE) employees provide administrative services. The Fire Chief reports to the FCFA JPA Board through the Executive Managers. The JPA Executive Managers consist of the City Managers from the two member cities. The Administration Operations Manager and three Battalion Chiefs report to the Fire Chief. There is no Fire Marshal. The Fire Chief's span of control of four subordinates is within established best practices; however, the Chief and subordinates each have a wide range of administrative and operational duties. The Administrative Services Manager position is an Arroyo Grande employee who does not report directly to the Fire Chief but supports the FCFA.
The following figure lists each FTE position and the staffing count for the administrative functions.
Figure 12: Administrative Staff Full-Time Equivalent Count Position FTE
Fire Chief 1
Administrative Services Director —
Executive Assistant 1
Administrative Assistant (PT) 0.45
TOTAL FTE: 2.45
PT = part-time
Administrative Support
FCFA operates with civilian administrative support from the City of Arroyo Grande. The City assists in developing and managing the budget, as well as other departmental assets, including human resources, records management, legal, and finance. While this study is not focused on evaluating the City of Arroyo Grande, concerns were expressed regarding the city's ability to adequately staff both the city and FCFA workloads. All the FCFA employees are employed by the City of Arroyo Grande, which requires them to perform most of the human resources functions. FCFA personnel are required to comply with the FCFA's policies, processes, and systems, and in the absence of FCFA authority, with the City of Arroyo Grande's policies.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 33 Fire Prevention Division
Traditionally, fire prevention bureaus are responsible for preventing loss and injury through code enforcement, investigation, and education. Arroyo Grande, Grover Beach, and the County retain responsibility through their own staff or contracted services for new development plan checks and most state-mandated inspections (assembly, educational institutions, hazardous facilities). FCFA engine companies inspect multi-family residential properties as part of their pre-planning program, managed by the Administration Operations Manager and a Battalion Chief. FCFA has two qualified fire investigators on shift.
Figure 13: Fire Prevention Staff Full-Time Equivalent Count Position FTE
Fire Marshal Contract
Plan Reviewer Contract
Investigators on shift assigned to Operations 2CS
TOTAL FTE: 0
CS = cross-staffed and counted in operations.
Operations Staffing
Operations personnel are assigned various duties consistent with fulfilling emergency response objectives. They are also responsible for additional collateral duties to support the response mission. The three Battalion Chiefs (one per shift) supervise the Captains, Engineers, and Firefighters. The following figure lists the FTE position counts for the Operations Division.
Figure 14: Operations Staff
Position FTE
Battalion Chiefs 3
Captains 9
Engineers 9
Firefighter/EMTs 6
TOTAL FTEs: 27
One part-time Radio Communication Technician is omitted.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 34 Firefighter Staff Distribution
The operations staff is evenly allocated across the three shifts. At a minimum, three personnel are on duty daily at each station in Arroyo Grande and Grover Beach. FCFA operates on a three-shift system, with a 48-hour duty and 96-hour off-duty rotation.
Additional units can be cross-staffed, depending on the type of incident and the apparatus required. The minimum staffing levels for Engines 6691 and 6692 are a Captain, an Engineer, and a Firefighter for each company; however, Engine 6693 has only a Captain and an Engineer.
A Battalion Chief is on duty, operating a command vehicle from Station 1. Additionally, the Fire Chief is fully qualified to provide additional incident support.
The following figure lists the primary and cross-staffed apparatus by station. Cross-staffing means the personnel assigned to the primary fire engine must un-staff that unit and move to another before responding.
Figure 15: Station Units & Staffing Levels
Fire Station Apparatus Minimum
On-Duty Staffing
Station 1
Engine 6691 3
Truck 6645 CS
Type III 6661 CS
Battalion 6611, 6612, & 6613 1
Station 2
Engine 6692 3
Engine 6693 2
Rescue 6652 CS
UTV CS
Station 3 Closed Closed
Totals: 9
During the study, Engine 6693 was located at Station 2 due to construction on the Traffic Way bridge over Arroyo Grande Creek.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 35 Determining the appropriate staffing levels for an apparatus is challenging. Leaders must evaluate the risks their crews are likely to encounter and the level of risk the community is willing to accept. Several noteworthy publications help agencies determine adequate staffing, including NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This NFPA standard recommends staffing and deployment of career organizations.
The National Institute of Standards and Technology field studies on fire-ground and EMS incidents may also provide direction. Occupational health standards typically consider crew entry into a hazardous environment unsafe without an equal number of personnel equipped and capable of responding outside the hazard zone. Therefore, no one person goes in alone. However, this rule may be suspended in the event of an emergency rescue.
Staff Scheduling Methodology
FCFA staffs two stations, 24 hours per day, every day of the year, with a minimum of a Battalion Chief, 3 Captains, 3 Engineers, and 2 Firefighters. Each apparatus is equipped and staffed to provide fundamental BLS medical care. In addition, FCFA has access to several surrounding agencies for additional incident staffing. FCFA utilizes a three-shift system, consisting of A-Shift, B-Shift, and C-Shift, which operate on a 48/96-hour schedule within a 24-day FLSA cycle. The work shifts begin at 8:00 a.m. and end at 8:00 a.m. the following day.
Policies, Rules, Regulations, & Guidelines
Complex organizations, such as fire agencies, operate under several rules. These rules can result from both internal and external forces. Federal, state, and local laws are external factors that influence the organization. Internal forces include operations and resource management. If broken, documented internal requirements, such as written policies, contracts, orders, memos, and guidelines, might have minor or severe legally defensible consequences. FCFA utilizes Lexipol, which provides policy, training, and risk management solutions.
Likewise, undocumented rules, practices, and behavioral patterns that evolve within an agency or workforce have various outcomes if broken. Agencies must approach the official enforcement of these unwritten rules cautiously, as labor laws generally favor employees over the organization. Analyzing these unwritten rules is outside the scope of this section. However, FCFA is still in the policy development phase as a relatively new fire authority.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 36 Emergency services organizations must comply with government-mandated regulations.
City, county, state, and federal laws apply to the organization, its employees, and specific functions of firefighters and medical personnel. Rules that apply directly to FCFA are primarily dictated by state and federal law, although local ordinances and code adoption play a role. An analysis of these laws is outside the scope of this report, and FCFA and the cities within the FCFA should rely on periodic legal reviews to ensure compliance.
Some agencies are subject to civil service rules. Civil service rules are laws that govern the employer-employee relationship at the local, state, or federal level. FCFA employs internal operational guidelines, general orders, and its own personnel rules and regulations. When internal personnel rules and regulations are outdated or no longer essential, FCFA relies on the City of Arroyo Grande's personnel rules. This could create confusion or even conflict in policies.
Human Resources
The fire service depends heavily on its people to accomplish its mission. Effective management, support, and organization of human resources are essential to successful service delivery and depend on the organization’s commitment to well-defined human resources (HR) functions, policies, and programs.
Within the FCFA, the City of Arroyo Grande manages staff, systems, payroll, and procedures specifically designed to accomplish and enhance the human resource function, while the Fire Department’s administrative staff handles the day-to-day HR activities necessary to support personnel operations. This structure ensures compliance with city policies while maintaining operational oversight within the department.
Personnel Reports & Recordkeeping
The City of Arroyo Grande and FCFA maintain hard-copy documents of employee files and information in their records management systems. Electronic records can be found in various computer systems, including ImageTrend, CrewSense, PSTrax, and Lexipol. Hard copy files are kept in a physically secure location and have limited unsupervised access.
Additionally, various electronic records management systems store other data, including attendance, payroll, training, and miscellaneous daily information. These systems are secured utilizing standard information technology processes.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 37 Compensation Systems
FCFA's compensation system is based primarily on position and seniority. Compensation includes hourly and annual salaries, various paid and unpaid leave programs, health and life insurance, retirement benefits, and recognized holidays. The memorandums of understanding (MOUs) outline the compensation for members of IAFF Local 4403. IAFF 4403 represents captains, engineers, and firefighters. All other FCFA employees are unrepresented.
Labor Contracts
The Joint Powers Authority (JPA) has entered into an MOU between the Fire Department and the local firefighters’ union. The MOU functions as a legally binding agreement authorized under California’s Meyers-Milias-Brown Act, which governs labor relations in local government. The International Association of Fire Fighters (IAFF) Local 4403 represents fire suppression personnel under this agreement.
Grievance & Disciplinary Process
FCFA has a documented grievance process. The MOU with IAFF Local 4403 defines this process and references the procedural steps. FCFA outlines its progressive disciplinary process within its official policies.
Counseling Services
FCFA provides mental health counseling to its employees through the City of Arroyo Grande Employee Assistance Program, FCFA Peer Support Program, and SLO County Team. Additionally, FCFA participates in the Mighty Oaks and At Ease programs, which offer first responders and their family members access to professional, confidential, and locally based trauma-informed counseling and therapy. Finally, FCFA has substance abuse, drug, and alcohol testing policies in place for reasonable suspicion.
Recruitment, Application, & Testing Processes
FCFA's hiring process includes a qualification review, reference review, background check, and interview. Firefighters are also required to undergo additional physical and written testing through the Firefighter Candidate Testing Center (FCTC). FCFA conducts an annual performance evaluation for operational personnel. The probationary period for both original employment appointments and promotions is 12 months, as defined in the policy.
Once the recruitment application period is closed, the Department is responsible for most of the remaining tasks, including scheduling interviews and fulfilling hiring responsibilities.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 38 Health & Wellness Programs
FCFA has a health and wellness program for its operational personnel. Every year, operations personnel complete a medical examination based on the National Fire Protection Association (NFPA) 1582: Standard on Comprehensive Occupational Medical Program for Fire Departments. New hires complete an exam after the conditional job offer but before starting work. The Safety Committee is managed by the City of Arroyo Grande.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 39 CAPITAL FACILITIES & EQUIPMENT
Apparatus and other vehicles, trained personnel, firefighting and emergency medical equipment, and fire stations are the essential capital resources necessary for a fire department to carry out its mission. No matter how competent or numerous the firefighters are, if appropriate capital equipment is unavailable for operations personnel, it would be impossible for FCFA to perform its responsibilities effectively. The essential capital assets for emergency operations are facilities, emergency response apparatus, other response vehicles, and capitalized emergency equipment. This section of the report assesses the FCFA's capital assets.
Fire Station Features
Fire stations play an integral role in delivering emergency services for several reasons. A station's location will largely dictate response times to emergencies. A poorly located station can mean the difference between confining a fire to a single room and losing the structure or surviving a sudden cardiac arrest. Fire stations must also be designed to adequately house equipment and apparatus and meet the organization's and its personnel's needs.
Fire station activities should be closely examined to ensure the structure is adequately sized and functional. Examples of these functions can include the following:
• Kitchen facilities, appliances, and storage
• Residential living space and sleeping quarters for on-duty personnel (all genders) • Bathrooms and showers (all genders)
• Training, classroom, and library areas
• Firefighter fitness area
• The housing and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Public meeting space
In gathering information from FCFA, AP Triton requested that the Authority rate the condition of its fire stations using the criteria outlined in the following figure. The results are presented in the figures that follow the criteria’s description.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 40 Figure 16: Criteria Utilized to Determine Fire Station Condition Excellent
Like new condition. No visible structural defects. The facility is clean and well-maintained. The interior layout is conducive to function, with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building's purposes. Age is typically less than 10 years.
Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear on the building interior. Roof and apparatus apron are in good working order, absent any significant full-thickness cracks or crumbling of apron surface or visible roof patches or leaks. Building design and construction match the building's purposes. Age is typically less than 20 years.
Fair
The building appears to be structurally sound with a weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear but flows effectively to the apparatus bay or offices. Mechanical systems are in working order.
Building design and construction may not align well with the building's intended purposes. Showing increasing age-related maintenance, but with no critical defects. The typical age is 30 years or older.
Poor
The building appears to be cosmetically weathered and worn, with potentially structural defects. However, these are not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling of concrete on the apron may exist. The roof has evidence of leaking and/or numerous repairs. The interior is poorly maintained and shows signs of advanced deterioration, with moderate to significant nonstructural defects. Problematic age-related maintenance and/or major defects are evident. It may not be well suited to its intended purpose.
Age is typically greater than 40 years.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 41 Fire Stations and Administrative Office
The following section lists the features of FCFA's three fire stations and administrative office.
Station Name/Number: Station 1 (City of Arroyo Grande Property) Address/Physical Location: 140 Traffic Way, Arroyo Grande, CA 93420 General Description:
Fire Station 1 is also the Administrative Office for
FCFA. It houses administrative staff, a Battalion
Chief, an engine company (6691), and a truck
company that is cross-staffed.
Structure
Date of Original Construction May 1981 (Remodeled May 2004) General Condition Fair
Seismic Protection Per Code at time of remodel
Auxiliary Power Generator
ADA Compliant No ADA access to the second floor
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage Station: 12,889 sq. ft.
Gym/Storage Building: 1,591 sq. ft.
Facilities Available
Sleeping Quarters Bedrooms 6 Beds Dorm Beds 11
Maximum Staffing Capability 11 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities
Gender Segregation (Y) Bathrooms 4 Showers 3 Bedrooms 6 Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 42 Station Name/Number: Station 2 (City of Grover Beach Property) Address/Physical Location: 701 Rockaway Ave, Grover Beach, CA 93433 General Description:
Fire Station 2 houses two engine companies (6692
& 6693), Type 2 US&R, and a utility task vehicle.
Structure
Date of Original Construction June 1999
General Condition Fair
Seismic Protection Per Code at time of construction
Auxiliary Power Generator (Shared with City Hall and Police Station)
ADA Compliant No ADA access to the second floor
Number of Apparatus Bays Drive-Throughs 3 Back-Ins 1 Total Bays: 4 Total Square Footage 6,022 sq. ft.
Facilities Available
Sleeping Quarters Bedrooms 3 Beds Dorm Beds 6
Maximum Staffing Capability 6 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities
Gender Segregation (Y) Bathrooms 3 Showers 3 Bedrooms 3 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 43 Station Name/Number: Station 3 (Oceano CSD Property) CLOSED Address/Physical Location: 1655 Front Street, Oceano, CA 93445 General Description:
The station is closed; however, the apparatus bay
is utilized for storage. The trailer used as a fire
station living quarters is scheduled for removal
soon.
Structure
Date of Original Construction
OCSD Office/App Bay: April 1985 (Retrofitted in
June 1999)
Modular Living Quarters: July 2003
General Condition Poor
Seismic Protection Per Code at time of construction
Auxiliary Power Generator (Shared with SLO County Sheriff’s Substation)
ADA Compliant No
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 1 Total Bays: 3 Total Square Footage OCSD Office/Apparatus Bay: 2,360 sq. ft.
Modular Living Quarters: 975 sq. ft.
Facilities Available
Sleeping Quarters Bedrooms 3 Beds 0 Dorm Beds 0
Maximum Staffing Capability 3 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities
Gender Segregation (NA) Bathrooms 2 Showers 1 Bedrooms 3 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Residential Washer/Dryer in Modular Safety & Security
Station Sprinklered OCSD Office/Apparatus Bay: No / Modular: No Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 44 Apparatus & Vehicles Fleet Inventory
Fire apparatus and other emergency response vehicles must be sufficiently reliable to transport firefighters and equipment rapidly and safely to an incident scene. Additionally, such vehicles must be adequately equipped and function properly to ensure that the delivery of emergency services is not compromised.
As a part of this study, AP Triton requested that the FCFA provide a complete inventory of its fleet (suppression apparatus, command units, support vehicles, specialty units, etc.). For each vehicle listed, FCFA was asked to rate its condition using the criteria described in the following figure.
Figure 17: Criteria Used to Determine Apparatus & Vehicle Condition Evaluation Components Points Assignment Criteria
Age: One point for every year of chronological age, based on in-service date.
Miles/Hours: One point for every 10,000 miles or 1,000 hours Service:
1, 3, or 5 points are assigned based on the service type received (e.g., a pumper would be given 5 points since it is classified as severe duty service).
Condition:
This category considers body condition, interior condition, accident history, anticipated repairs, and other relevant factors. The better the condition, the fewer points are assigned.
Reliability:
Points are assigned as 1, 3, or 5, depending on the
frequency a vehicle is in for repair (e.g., a 5 would be assigned to a vehicle in the shop two or more times per month on average; while a 1 would be assigned to a
vehicle in the shop on average of once every 3 months or less.
Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement) Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 45 The following figure lists the inventory of FCFA's current response apparatus.
Figure 18: FCFA Fleet Inventory (2024)
Call
Sign
Apparatus
Type Manufacturer Year Condition Status Mileage Station Pump/Tank/Other2 6631 Utility Ford F250 2019 Excellent Frontline 37,635 2 6635 Utility Chevy 2500 2022 Excellent Frontline 15,632 1 6636 Utility Ford F350 2011 Poor Frontline 88,395 3
6637 Utility Chevy 3500 HD 2010 Poor Frontline 112,827 3 Escape SUV Ford Escape 2008 Fair Frontline 59,389 1
T6645 Truck Pierce/Arrow XT 2010 Fair Frontline 60,903 1 100' Platform, 1500
gpm/300 gal
T6647 Truck American
LaFrance/LTI 1999 Poor Reserve 135,641 3 100' Tiller
R6652 Type 2 US&R E-One/
International 1995 Poor Frontline 31,475 2
Bauer Compressor w/
SCBA Bottle Fill
E6661 Type 3
Engine
Pierce/
Freightliner 2022 Excellent Frontline 8,371 1 500 gpm/500 gal E6662 Type 3
Engine
Hi-Tech/
International 2000 Poor Reserve 44,341 3 500 gpm/500 gal E6691 Type 1
Engine Pierce/Arrow XT 2007 Poor Reserve 103,181 3 1500 gpm/500 gal E6692 Type 1
Engine Pierce/Arrow XT 2017 Good Frontline 57,635 2 1500 gpm/500 gal E6693 Type 1
Engine Pierce/Arrow XT 2018 Good Frontline 47,805 1 1500 gpm/500 gal The DLA/DRMO Firefighter Property Program (FFP) is one of the Department of Defense's (DoD) special programs that allows firefighters to obtain excess DoD property for use in firefighting and emergency services. Certain property obtained from this program passes ownership after it has been in use for a specified period of time. This program is managed by the Forest Service, in cooperation with state forestry agencies.
Fleet Maintenance
FCFA's fleet maintenance program employs a dual-partner strategy to effectively balance certification standards with local responsiveness. South Coast Fire Equipment ReNewell Fleet, based in Corona, CA, with a satellite facility in Paso Robles, CA, serves as the primary EVT-certified provider. Despite their physical distance from the Central Coast, the company leverages established relationships with multiple agencies in the region to deliver both service and warranty repairs in full compliance with state safety and emissions regulations.
This regional coordination enables South Coast Fire Equipment ReNewell Fleet to plan major maintenance proactively, batch EVT-certified tasks by geography, and maintain consistent quality through standardized work orders and regular audits.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 46 Routine inspections and urgent repairs are predominantly managed by California Diesel and RV in Oceano. Although not EVT-certified, Central Coast Diesel's close proximity significantly reduces vehicle downtime and transportation costs. Their technicians conduct preventative maintenance checks, DMV safety inspections, and provide emergency roadside assistance. When maintenance needs exceed their certification, FCFA refers service requests to South Coast ReNewell Fleet for EVT-level expertise.
This integrated system allows routine and compliance-related tasks to be completed efficiently and locally. At the same time, specialized repairs are handled by EVT-certified professionals.
The following figure lists the inventory of FCFA's current administrative, command, and specialized vehicles.
Figure 19: FCFA Administrative, Command, and Specialized Vehicles Inventory (2024) Call
Sign Assigned To Manufacturer Year Condition Status Mileage Station C6600 Fire Chief Chevy Tahoe 2021 Excellent Frontline 35,070 1 Battalion On Duty BC Chevy 2500 HD 2024 Excellent Frontline 998 1 Battalion On Duty BC Ford F250 2018 Excellent Reserve 36,213 1 6620 Arson
Investigator Ford F150 2007 Poor Frontline 247,114 1
6634
Strike
Team/Task
Force Leader
Chevy 1500 2024 Excellent Frontline 15,632 1
UTV1 -
Polaris Ranger
1000NA 2020 Excellent 75.3 hours 2
UTV2 -
Kawasaki
KFF750N 2012 Poor 227 hours 3
UTV3 -
Kawasaki
KFF750N 2012 Poor 468 hours 3
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 47 Capital Medical Equipment
FCFA's operational readiness extends beyond facilities and fleet assets to include critical medical devices. Semi-automatic defibrillators are essential for responding to cardiac emergencies. The Authority maintains ten semi-automatic defibrillators. Defibrillators can range in price from $1,500 for a basic automatic external defibrillator (AED) to $22,000 for an ALS monitor defibrillator. Planned replacement in five to seven years ensures devices remain technologically current and clinically reliable.
Most consumable medical items that require continuous replenishment are replaced on the scene by San Luis Ambulance.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 48 SECTION II:
Community Risk Assessment
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 49 COMMUNITY OVERVIEW
Risk factors influence the types of services a community provides. Identification of hazards is the process of recognizing the natural and human-caused events that threaten a community. Every community must prepare for and respond to various events, including natural disasters such as earthquakes, pandemics, and wildfires. Additionally, the degree to which a community exhibits certain social conditions, such as poverty levels, vehicle access, or the number of individuals in a household, may impact the community’s ability to prevent suffering and financial loss in the event of a disaster. These factors describe community risk.
A community’s risk assessment is based on numerous factors, including socioeconomic status, household composition, minority status and language, population density, housing types, local land use and development, and the geography and natural hazards present throughout the community. These factors influence the number and type of resources— personnel and equipment—required to control or mitigate an emergency. The community’s risk assessment provides relevant information to help public officials and agencies better prepare their communities to respond to emergency events and facilitate faster recovery.
Population & Demographics
According to data obtained from the Environmental Systems Research Institute, Inc. (ESRI), the service area has experienced a decline in population since 2020. The data reveals that the population within FCFA's response jurisdiction decreased slightly from 37,805 residents in 2010 to 37,712 residents in 2023.
The following figure illustrates this population trend in FCFA's service area from 2010 to 2023.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 50 Figure 20: FCFA Population Estimates
At-Risk Populations and Their Impact on Emergency Services Specific demographic groups within communities require special consideration in emergency planning due to their heightened vulnerability. According to the United States Fire Administration's National Fire Data Center, certain populations face significantly higher risks of fire-related injuries and fatalities. These at-risk populations experience higher rates of emergency incidents and often require more resource-intensive responses, creating additional service demands for emergency organizations.
Identified High-Risk Demographic Groups
The National Fire Data Center's comprehensive "Fire Risk in 2019" study identified several demographic categories at substantially higher risk:
• Young Children (Under 5 Years): Limited mobility, inability to respond appropriately to emergency situations, and dependence on caregivers place this group at elevated risk. Young children may be unable to self-evacuate during fires and often require specialized rescue techniques.
• Older Adults (Over 55 Years): Age-related factors, including reduced mobility, slower reaction times, and a higher prevalence of medical conditions, contribute to increased vulnerability. This demographic often requires more complex EMS interventions and evacuation assistance.
37,805
38,042
38,400
37,712
37,200
37,400
37,600
37,800
38,000
38,200
38,400
38,600
2010 2015 2020 2023
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 51 • Elderly Adults (Over 85 Years): This subset faces the highest fire mortality risk of any age group, with fatality rates approximately four times the national average. Factors include living alone, the effects of medication, cognitive impairments, and physical limitations.
• Gender-Based Disparities: Statistical analysis reveals gender-specific risk patterns, with males and females showing different vulnerability profiles across age groups and incident types.
Local Demographic Analysis
The 2023 U.S. Census American Community Survey five-year estimates provide critical insights into the prevalence of these high-risk groups within the service area. This demographic data enables more precise resource allocation and targeted prevention strategies to address the specific needs of vulnerable populations that require emergency medical services and fire protection.
Age
Age significantly impacts fire safety risk, with both the very young and elderly facing elevated dangers. Understanding these demographic vulnerabilities helps inform targeted prevention strategies and resource allocation.
Elderly Population Risks
Adults over 65 face substantially higher fire-related mortality rates—2.6 times greater than the national average. This elevated risk stems from multiple factors. Decreased mobility often limits their ability to escape during emergencies. At the same time, a higher prevalence of cognitive impairments can affect their emergency response. Elderly individuals are also more likely to live alone, which increases their vulnerability in the event of a fire. Their greater susceptibility to smoke inhalation injuries due to respiratory vulnerabilities compounds the danger, as does their higher rates of medication usage that may affect alertness or decision-making. These age-related vulnerabilities directly translate to increased service demands for emergency responders, particularly for medical interventions requiring specialized geriatric care protocols.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 52 Child Safety Considerations
Children under five represent another vulnerable demographic for several interconnected reasons. Their developmental limitations in recognizing danger put them at significant risk, as does their inability to self-evacuate without assistance. Young children typically have a limited understanding of emergency procedures and often hide during frightening situations rather than attempting to escape. Their greater vulnerability to smoke inhalation, due to the development of their respiratory systems, further increases the dangers they face during fire incidents.
Recent Progress in Child Safety
Encouragingly, the U.S. Fire Administration's 2018 data indicate a 30% reduction in firerelated mortality risk for children under five over the preceding decade. This improvement is attributed to several successful initiatives. Enhanced fire prevention education programs targeting families with young children have been particularly effective, alongside increased smoke alarm installation in homes with children. Implementing school-based fire safety curricula has helped educate children about proper emergency responses.
Improved building codes and materials in residential structures have created safer living environments. At the same time, more effective public awareness campaigns about household fire hazards have increased preventative behaviors among caregivers. These targeted approaches demonstrate that evidence-based prevention strategies can significantly mitigate age-related fire risks despite inherent vulnerabilities.
The percentage of children under five in FCFA is 5%, which is similar to the state. Adults over 65 make up 24% of the population, which is less than the state average of 17%. Those aged 85 and older comprise 2.4%, which is lower than the state's rate of 1.9%. The following figure shows the percentage of children under five years and 65 years and older.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 53 Figure 21: Age Risks
Gender Disparities
Demographic data reveal significant gender differences in fire-related casualties, despite the relatively balanced distribution of the U.S. population. According to the U.S. Census Bureau, females constitute approximately 51% of the population. Yet, fire incident statistics from 2015-2019 demonstrate a disproportionate impact on males, who account for 57% of fire deaths and 55% of fire injuries. This translates to males being 1.3 times more likely than females to suffer fire-related casualties. Fire department reporting indicates alcohol impairment was present in 12% of male fire victims compared to only 6% of female victims—double the rate. This suggests that alcohol consumption may significantly contribute to the higher male casualty rates by impairing judgment, reaction time, and evacuation capabilities during fire emergencies.
Age-Specific Risk Patterns
Age intersects with gender to create specific risk profiles:
• Middle-aged males demonstrate higher mortality rates in intentionally set fires, which may reflect behavioral patterns, occupational exposures, or other social factors. • Elderly females (75 and older) are more susceptible to cooking-related fire injuries than their male counterparts. This likely reflects gender-based differences in household activity patterns and age-related physical limitations.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 54 Detailed age data reveal that the gender distribution of fire casualties varies significantly across different age groups. These patterns underscore the importance of developing targeted prevention strategies that focus on specific risk factors for distinct demographic groups. This analysis highlights the importance of fire safety education and prevention programs that are tailored to address gender-specific risks at all life stages.
Additional Demographics
The following demographic data provide additional information about people living in the FCFA district. Although these individuals do not fall within the NFPA high-risk populations, they can still affect the community's risk. The demographic information is drawn from data provided by the American Community Survey (2019–2023), Esri (2025), and AGS (2024).
Disabilities
FCFA shows a higher prevalence of residents with disabilities, with 5,038 households, or 32% compared to California's statewide average of 11.3%. This 20% difference represents a significant portion of the community that requires specialized emergency response considerations and accessible services.
The higher-than-average disability rate in FCFA may reflect several demographic factors, including an aging population (as disability rates typically increase with age), the community's role as a retirement destination, or local industries that could contribute to higher rates of work-related disabilities. Individuals with disabilities face unique vulnerabilities during emergencies that require specialized response approaches. Physical disabilities may prevent or significantly slow self-evacuation from buildings during fires, natural disasters, or other emergencies. Mobility impairments, as well as visual or hearing impairments, and cognitive disabilities, each present distinct evacuation challenges that require different assistance methods. Some residents may rely on elevators for mobility, creating particular risks during fires when elevator use becomes dangerous.
Language Barriers
Approximately 7.4% of residents over the age of five in Arroyo Grande and 28.1% in Grover Beach speak a language other than English at home, which is notably lower than California's statewide average of 44.1%. Although the community's percentage is lower than the state's, it still indicates that more than one in four residents may face language barriers during emergencies. This significant population segment presents essential considerations for emergency response and fire prevention efforts, as effective communication can be the difference between life and death during critical incidents.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 55 During active fire incidents, first responders often struggle to quickly gather critical information about trapped occupants, medical conditions, or hazardous materials. Clear communication regarding evacuation routes, medical treatment procedures, or safety instructions becomes significantly more difficult when language barriers are present.
Limited English proficiency (LEP) often correlates with a lack of familiarity with standard American fire safety technologies and practices. Many LEP residents may come from countries with different housing construction standards, fire safety technologies, or emergency response systems.
While smoke alarm technology may seem straightforward, it encompasses several concepts that may be unfamiliar, including the importance of regular battery replacement, proper placement throughout the home, testing procedures, and appropriate responses when alarms activate. LEP residents may not fully understand these life-saving systems without clear communication in their primary language. Many LEP residents may also be unfamiliar with American emergency services systems, including when and how to call 911, what information to provide, or what to expect from responding personnel.
Poverty & Income
Low wages and inadequate income create cascading challenges throughout communities, significantly elevating the risks of fires and medical emergencies. When individuals and families struggle to meet basic necessities like housing, food, and healthcare, they often face impossible choices that compromise safety and health outcomes. People living below the poverty level are considered at the highest risk, especially when combined with other factors such as education levels, disabilities, or the inability to work. Low incomes affect families with children, lead to lower educational scores, and contribute to mental health issues. The COVID-19 pandemic has had a profoundly adverse impact on these families due to school closures and the unavailability of childcare. Low income can lead to more significant mental health challenges in the community. A report from the World Economic Forum states that depression and anxiety are nearly three times as likely in people with low incomes.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 56 These economic disparities directly lead to increased demand for emergency services, as residents in poverty more often encounter preventable emergencies due to deferred maintenance, unsafe living conditions, untreated medical issues, and the inability to afford preventive care. Recognizing these economic vulnerabilities allows for more targeted community risk reduction efforts. It helps emergency services anticipate higher call volumes in economically disadvantaged neighborhoods.
In the FCFA, 10% of the population lives in poverty, which is lower than the state rate of 12%. The higher poverty levels correspond to lower incomes, and the community’s median household income of $89,964 is lower than the state's median household income of $96,334.
Persons without Health Insurance
Populations without adequate healthcare access create significant strain on emergency medical services while experiencing elevated rates of preventable medical incidents. The lack of health insurance disproportionately affects lower-income residents who cannot afford routine medical visits, prescription medications, or preventive care services. When treatable conditions go unaddressed due to cost barriers, they often escalate into acute medical emergencies requiring expensive emergency interventions.
Figure 22: Population without Health Insurance
The FCFA has 5.9% of its residents lacking
health insurance, compared to
California's statewide average of 6.4%.
This represents uninsured residents who
may delay seeking medical care until
conditions become critical, directly
increasing demand on emergency
medical services and reducing the system's capacity to handle other emergencies efficiently. The figure provides the percentage of people without health insurance by age groups.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 57 Education Levels
While educational attainment may not be classified among primary at-risk populations, it remains an essential factor in developing comprehensive fire and life safety education programs. Educational levels directly correlate with economic outcomes, as U.S. Bureau of Labor Statistics data indicates that individuals with only a high school diploma earned a median weekly income of $899 in 2023, 40% less than those with bachelor's degrees, who earned $1,493. This income disparity impacts residents' ability to invest in safety measures, maintain safe housing conditions, and access resources that mitigate emergency risks.
FCFA’s district has mixed educational
achievement patterns, and 22% have
completed only high school (slightly
above the state average). However,
36% of residents hold bachelor's
degrees or higher, which is similar to
the state's rate of 36.5%. This
educational profile suggests that a portion of the community may benefit from tailored safety education approaches that consider varying literacy levels and learning preferences. The lower rate of higher education completion may correlate with the economic challenges previously identified in the community's poverty and income statistics.
Race and Ethnicity
Race and ethnicity are related yet distinct concepts used to categorize individuals based on various aspects of identity. Race typically refers to a person's association with a broad social group defined by physical traits, such as skin color, often shaped by societal perceptions. Examples include classifications such as White, Black, African American, or Asian. Ethnicity, on the other hand, is connected to cultural factors such as nationality, language, religion, and traditions. It helps identify individuals within specific cultural or ancestral backgrounds, such as Hispanic, Jewish, or Irish. While race is often viewed as a more rigid classification, ethnicity tends to be more fluid, allowing people to identify with multiple ethnic backgrounds and cultural influences.
Figure 23: Education
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 58 The following figure illustrates the representation of race and ethnicity in FCFA compared to the state.
Figure 24: Race and Ethnicity
Race and Ethnicity FCFA California
White alone 63.0% 70.4%
Black or African American alone 0.7% 6.5%
American Indian & Alaskan Native alone 0.1% 1.7%
Asian alone 2.6% 16.5%
Native Hawaiian & Other Pacific Islander alone 0.1% 0.5% Two or more races 4.5% 4.3%
Hispanic or Latino (of any race) 28.6% 40.4%
* White alone, not Hispanic or Latino, are individuals who responded “No, not Spanish/Hispanic/Latino” and who reported “White” as their only entry in the race question. Data for this table were sourced directly from the U.S. Census QuickFacts page.
Housing Characteristics
Vacant housing units in a community, such as those in FCFA, can pose several challenges related to safety and infrastructure. If not adequately secured, these structures may become entry points for unauthorized individuals, increasing risks for both residents and emergency responders. Insufficient maintenance can lead to structural deterioration, making buildings more susceptible to fires or other emergencies. Vandalism and neglect can further complicate situations for law enforcement and fire departments, creating hazardous conditions that require additional resources.
Fire safety is a critical concern. Data from the NFPA shows that most (79%) fire-related fatalities occur in one or two-family dwellings or apartments (multifamily dwellings), but these account for only 24% of the fires.6 This highlights the importance of maintaining housing structures in a safe, secure, and well-maintained condition to minimize risks to the community.
6 NFPA Research, Fire Loss in the United States During 2023.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 59 Housing Ownership
Homeownership in Arroyo Grande is 62.3%, while in Grover Beach it is 55.4%, as compared to the statewide average of 55.8%. This indicates a larger share of FCFA residents own their homes compared to the rest of California. The housing market in the FCFA district remains competitive, with homes receiving multiple offers and selling relatively quickly. The median sale price of homes in the FCFA district reached $793,940, reflecting a slight decrease from the previous year. Understanding these trends provides insights into housing affordability and accessibility in the region.
Age of Housing
As buildings age, maintenance costs tend to rise due to wear and tear on structural components. Homes built before 1980, which make up about 50% of the housing stock, were constructed before the widespread enforcement of modern smoke alarm installation requirements. Before 1989, single-station, battery-powered smoke alarms were generally required in homes, but interconnected, hardwired alarms became mandatory in new constructions starting that year.
Introducing these regulations has
greatly improved fire safety, as smoke
alarms provide early warnings that
reduce fire-related deaths. Current
building codes require smoke alarms
in every bedroom, hallway, and floor
of new residential buildings to ensure
better protection. Upgrading older
homes with modern smoke alarms is
crucial for maintaining safety standards and lowering fire risks.
Figure 25: Year Structures Built
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 60 Housing Units
FCFA has a notably high percentage
of residents living in one- or twofamily dwellings, with approximately 70% of the population residing in
such housing, compared to the
statewide average of 67%. This
suggests a strong presence of
homeownership in the district. In
contrast, the percentage of buildings
with 20 or more units is significantly lower, at just 3%, compared to the state average of 13%. This indicates that the FCFA district has fewer large apartment complexes and a housing landscape that favors single-family homes. Understanding these housing trends can provide insight into the cities’ residential patterns and the availability of various housing options.
Figure 26: Housing Units
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 61 ALL-HAZARDS COMMUNITY RISK ASSESSMENT
Environmental Hazards
All communities face ongoing threats from various physical hazards that can strike at any time during the year. These hazards include a broad spectrum of natural disasters and environmental challenges, such as devastating wildfires that can quickly consume large areas of vegetation and structures, powerful earthquakes that can cause severe structural damage and ground instability, severe flooding resulting from heavy rainfall or storm systems that can overwhelm drainage systems and flood residential and commercial areas, and prolonged droughts that can lead to water shortages and increased fire danger due to dried vegetation. To manage these complex threats, comprehensive mitigation plans are essential, offering public safety officials and emergency responders the vital information needed to understand the specific risks in their communities and develop effective strategies to prepare for, respond to, and recover from these potentially catastrophic events.
Weather Conditions
The climate patterns and weather systems impacting FCFA present year-round challenges that can significantly affect emergency response capabilities and community safety.
Throughout all seasons, weather conditions create varying levels of operational complexity for first responders, whether they are dealing with intense thunderstorms that bring heavy rainfall, lightning strikes, and strong winds, or other meteorological events such as heat waves, fog, or seasonal wind patterns. Regardless of the specific weather event or its severity, the fire department remains committed to responding promptly and effectively whenever the community needs emergency services. They adjust their response protocols and equipment deployment strategies to suit the prevailing conditions, ensuring the safety of both responders and the general public.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 62 Temperature
FCFA’s district experiences a classic Mediterranean climate, characterized by warm, dry summers and mild, wet winters. Throughout the year, temperatures typically range from lows around 42°F in winter to highs near 76°F in late summer. The hottest month is usually September, with average highs reaching approximately 79.5°F. In contrast, December is the coldest, averaging highs around 61°F and lows near 42°F.7 Rainfall is seasonal, with the majority of precipitation occurring between November and April. February and March are the wettest months, each averaging around 3 inches of rain.
The summer months, especially July and August, are nearly rainless. Snow is virtually nonexistent, and foggy mornings are common in winter due to the coastal influence.
Sunshine is abundant, with Arroyo Grande averaging about 286 sunny days per year. The clearest skies are typically seen from May through October, making late spring to early fall the most pleasant time for outdoor activities.
Figure 27: Average Temperatures
7 https://weatherspark.com/y/1273/Average-Weather-in-Arroyo-Grande-California-United-States-Year-Round.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 63 Heat Index
High temperatures can significantly impact fireground operations, especially when combined with high humidity levels. The combination of heat and humidity raises the heat index, making it feel much hotter than the actual air temperature. This increases the physical strain on firefighters, who are already burdened by heavy protective gear and demanding physical activity. As a result, the risk of heat-related illnesses—such as heat exhaustion or heat stroke increases sharply. To reduce these risks, structured rehab protocols are essential. These include rotating crews more often, ensuring proper hydration, providing shaded or cooled rest areas, and monitoring vital signs. Without proper rehab, firefighter performance, safety, and decision-making can be severely affected.
The following figure shows the National Weather Service's Heat Index chart.
Figure 28: National Weather Service Heat Index Chart
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 64 Precipitation
A drought can have widespread effects on a community, especially regarding water supply and fire danger. When rainfall is limited over an extended period, groundwater levels can drop substantially, reducing the natural recharge of aquifers and impacting the efficiency of aquifer filters. This is particularly concerning in areas where wells are the primary source of drinking water, as prolonged drought conditions can lead to water shortages, lower water quality, and increase the need for water conservation efforts.
Beyond water supply problems, droughts can cause serious secondary effects, especially during wildfire season. As vegetation dries out due to a lack of moisture, it becomes highly flammable, increasing the likelihood and intensity of wildfires. These dry conditions can turn even small sparks into fast-moving, destructive fires that threaten homes, infrastructure, and natural habitats. The longer extended droughts last, the greater these risks become, making it harder for communities to recover and prepare for future fires. In this way, droughts not only strain essential resources but also increase a region's overall vulnerability to environmental hazards.
The following figure illustrates the average precipitation.
Figure 29: Average Precipitation
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 65 A drought time series chart is essential because it visually tracks changes in drought conditions over time, helping communities, emergency managers, and policymakers understand long-term trends and patterns. By analyzing this data, decision-makers can determine the onset, duration, and severity of droughts, which is vital for managing water resources, planning for agricultural impacts, and preparing for increased wildfire risk. For fire departments, such as those in drought-prone areas like FCFA, this information enables proactive planning and resource allocation during periods of heightened fire danger. The following figure shows the drought conditions in FCFA from January 2011 to July 2025.
Figure 30: Drought Conditions (2011 to 2025) 8
The following figure shows the current drought conditions in San Luis Obispo County and California.
8 U.S. Drought Monitor.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 66 Figure 31: Drought Conditions – San Luis Obispo County and California Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 67 Prevailing Winds
Understanding prevailing winds is crucial for firefighters in the FCFA region due to the region's complex terrain and the frequency of wildfires. Winds significantly impact the direction, speed, and intensity of wildfires, often determining how quickly a fire spreads and which areas are most vulnerable. In FCFA, wind patterns can change rapidly, especially in mountainous regions, leading to unpredictable fire behavior that makes suppression efforts more difficult. The following figure shows the prevailing winds from the Oceano County National Weather Service between July 2018 and April 2023.
Figure 32: Prevailing Winds9
9 https://mesonet.agron.iastate.edu/sites/windrose.phtml?station=L52&network=CA_ASOS.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 68 Wind
These environmental conditions increase operational risks and require ongoing monitoring and adjustment. Firefighters must adjust their tactics based on real-time weather data, and command staff must incorporate these factors into their risk management plans to protect both public safety and the health of firefighters. The U.S. Fire Administration emphasizes that incorporating weather awareness into operational planning is a crucial component of effective risk management in the fire service.10
Winds significantly influence the climate and environment of FCFA due to its location along the Central Coast. During the windier months, which span from late fall to early summer, average wind speeds exceed 4.3 mph, contributing to cooler temperatures and increased cloud cover. These coastal breezes, often coming from the Pacific Ocean, help moderate the climate year-round, bringing in marine layers and fog that are common in the mornings. This not only affects visibility but also plays a role in shaping the local ecosystem by supporting hardy coastal vegetation and maintaining generally good air quality through the dispersion of pollutants. In contrast, the late summer and early fall months tend to be calmer, allowing for more stable weather conditions. Overall, wind is a key factor in the area's Mediterranean climate, influencing everything from daily weather patterns to long-term environmental characteristics.
The following figure shows the average monthly wind speeds.
Figure 33: Average Monthly Wind Speeds
10 https://www.usfa.fema.gov/downloads/pdf/publications/risk_management_practices.pdf.
4.3 4.8 4.9 4.7 4.9
4.1 3.7
3.2 3.0 3.0 3.4 3.8
0.0 1.0
2.0 3.0
4.0 5.0
6.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 69 Natural Hazards
Natural hazards are events or phenomena that occur naturally and can potentially cause harm to people, property, and the environment. These hazards originate from Earth's natural processes and can happen suddenly or gradually. Examples include earthquakes, floods, wildfires, droughts, tsunamis, and landslides.
Natural hazards can vary in strength and duration, and their effects often depend on the vulnerability and preparedness of the affected community. While they cannot be stopped, understanding natural hazards and applying risk reduction methods—such as early warning systems, land-use planning, and emergency preparedness—can significantly lessen their impact.
Wildland Fires
As of 2024, California has updated its defensible space requirements to strengthen wildfire protection around homes and structures, particularly in Very High Fire Hazard Severity Zones (VHFHSZ). These requirements are enforced under Public Resources Code Section 4291 and Government Code Section 51182, emphasizing a three-zone approach to managing vegetation and combustible materials around buildings.
11 • Zone 0 – The Ember-Resistant Zone includes the first 0 to 5 feet from any structure. This zone must be kept entirely free of combustible materials, including mulch, dead vegetation, wood piles, and flammable outdoor furniture. The goal is to prevent embers—often the leading cause of home ignition—from finding fuel near the structure.
• Zone 1 – Extends from 5 to 30 feet and must be kept “lean, clean, and green.” This means removing dead plants, trimming trees, spacing vegetation to prevent fire spread, and maintaining lawns and ground cover. Combustible materials, such as wood fencing attached to the home, should be replaced with non-combustible alternatives.
• Zone 2 – Extends from 30 to 100 feet (or to the property line) and emphasizes reducing fuel loads by thinning vegetation, removing dead or dying plants, and spacing trees and shrubs to prevent fire from spreading vertically and horizontally.
The level of fuel management becomes more intensive closer to home. 11 https://www.fire.ca.gov/dspace.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 70 These updated standards are part of California’s broader wildfire mitigation strategy. They are enforced through defensible space inspections, especially in State Responsibility Areas (SRAs). Local jurisdictions may adopt stricter rules; therefore, residents are encouraged to check with their local fire department for any additional requirements.
The San Luis Obispo County Local Hazard Mitigation Plan (SLOLHMP) outlines wildfire mitigation and prevention strategies for both Arroyo Grande and Grover Beach, with each city tailoring its approach to its specific risks and resources.
In Arroyo Grande, wildfire risk is considered significant. The City is designated by CAL FIRE as being at increased risk due to its geography and past fire events, such as the 1985 Los Pilitas Fire and the 2025 Gifford Fire, which will be discussed further in the report. The new CAL FIRE fire severity maps expanded the area designated as a moderate or high-severity zone. Some of the properties in these areas exceed $3 million in valuation. Although no critical facilities are located in these zones, the City has taken proactive steps. It has conducted fuel reduction projects and is working with FCFA, the County, and the FireSafe Council to develop a city-specific Community Wildfire Protection Plan (CWPP). The City also enforces building codes that eliminate wood shake roofs and require fire sprinkler systems in new structures. Additionally, it promotes defensible space around buildings in the Wildland Urban Interface (WUI).
Grover Beach has implemented a comprehensive fire mitigation strategy focused on education, enforcement, and vegetation management. The City encourages maintaining a 100-foot defensible space around structures in the WUI. It continues to operate its weed abatement program to reduce fire risk in open spaces and enforces building codes that prohibit wood shake roofs and mandate the installation of fire sprinkler systems in all new buildings.
The 1985 Las Pilitas Fire began near Santa Margarita Lake and burned about 75,000 acres, causing major disruptions, including US 101 closures, significant financial losses for local agencies, and environmental restoration costs, though it never reached Arroyo Grande directly. In contrast, the 2025 Gifford Fire grew into a massive blaze exceeding 130,000 acres, threatening thousands of structures in San Luis Obispo County, prompting evacuation warnings near Arroyo Grande, closing key roads, and blanketing the area in smoke. While Las Pilitas primarily affected Arroyo Grande through economic and logistical ripple effects, the Gifford Fire posed an immediate danger to residents and infrastructure, requiring active community response and emergency measures.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 71 The following figure shows the location of the new State Responsibility Area and Local Responsibility Area fire hazard severity zones.
Figure 34: Fire Hazard Severity Zones
Flooding
Flood risk in Grover Beach and Arroyo Grande is primarily linked to the potential failure of the Lopez Dam, a high-hazard earthen dam situated upstream of both towns. If the dam were to give way, floodwaters would flow down Arroyo Grande Creek, flooding large parts of both communities. In Grover Beach, about 2,392 properties and 5,319 residents could be affected, with estimated property damages exceeding $635 million. Arroyo Grande faces an even greater threat, with 3,565 parcels and 8,273 residents at risk, and potential property losses exceeding $1 billion.
The floodwaters would move through rural areas below the dam before reaching Arroyo Grande, Grover Beach, and Oceano. The impact would be worse in Arroyo Grande because it is located near the dam. At the same time, Grover Beach would experience flooding in low-lying areas south of Grand Avenue and west of Highway 1. Critical infrastructure is also at risk, including Highway 101, which could become impassable, disrupting regional transportation and emergency response. In Grover Beach, the Train Station and Front Street Sanitary Sewer Lift Station are among the facilities at risk.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 72 Beyond dam failure, Arroyo Grande is also vulnerable to flooding from 100-year and 500- year storm events. The City has seen total flood-related damages exceeding $400,000, and it has multiple properties with repeated and severe flood losses. Although no critical facilities are within the 100-year floodplain, several that serve vulnerable populations lie within the 500-year floodplain, which increases the potential impact of a significant flood.
Overall, the district faces significant geographic risk of flooding, with a low likelihood but potentially devastating effects. The flood risk in Grover Beach and Arroyo Grande is rated as medium due to the potential extent of damage and the number of people affected.
Climate change is likely to worsen flooding risks due to changes in rainfall patterns and more severe storms. Development trends in residential areas may raise the danger if not properly managed, especially in flood-prone zones. While FCFA’s energy infrastructure is generally considered resilient to flooding, there is recognition that natural gas pipelines crossing floodplains must comply with current standards to prevent failures.
Overall, flooding poses a significant and complex hazard for FCFA, affecting people, infrastructure, the environment, and the economy.
There are areas in FCFA classified as regulated waterways by the Federal Emergency Management Agency; the City has the following flood zones:
• An area classified as "A" zone is exposed to a 1-percent chance of a flood event.
Still, it does not have a "…detailed hydraulic analysis." • The AE designation is considered "areas subject to inundation by the 1-percentannual-chance flood event determined by detailed methods”. It is further defined as a 26% chance of a flood occurring in 30 years.
• Zone "X" is a "moderate risk area within the 0.2-percent annual chance floodplain.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 73 The following figure shows the areas in FCFA at risk of flooding.
Figure 35: FCFA Flood Zones
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 74 Earthquakes
In Arroyo Grande, the City has experienced several earthquakes in the past, with magnitudes ranging from 5.0 to 6.2. Two faults are mapped in the town: the potentially active Wilmar Avenue fault and the inactive Pismo fault. The downtown business district is particularly vulnerable to fault rupture due to the presence of many unreinforced masonry buildings, which are known to be unstable and prone to collapse during seismic events.
Losing these buildings could cause significant economic damage and reduce tax revenue. Arroyo Grande’s previous City Hall is one such unreinforced masonry building, and a magnitude 6.5 earthquake or stronger could destroy it, forcing the City to relocate operations. The City is also at risk of liquefaction, with a significant portion of its soil classified as having a moderate risk. Twenty-two critical facilities are located in areas at risk of liquefaction, which could further hinder emergency response and recovery efforts.
Grover Beach’s hazard mitigation plan focuses on earthquakes. The City aims to mitigate damage and losses from seismic activity by developing a comprehensive risk reduction strategy, reviewing the safety of all structures and facilities, and making them disasterresistant. A group of department heads will be assembled to set priorities and identify funding options to renovate existing city buildings. Additionally, the City intends to establish disaster preparedness caches of supplies, tools, and equipment for city employees to sustain operations during major emergencies. Although the SLOLHMP does not specify fault lines within Grover Beach, the City’s proactive planning demonstrates an understanding of regional seismic risks and the need for preparedness.
Critical lifeline systems such as highways, bridges, pipelines, railroads, and utilities may experience considerable damage. Liquefaction, particularly in areas with soft soils, can further destabilize structures and lead to landslides. Older or poorly constructed facilities face a higher risk of roof collapse, and fires can result from ruptured gas lines, leading to cascading disasters that challenge emergency response efforts.
Liquefaction
In Arroyo Grande, much of the city has soils classified as having a moderate risk for liquefaction. A GIS analysis conducted during the hazard mitigation planning process identified twenty-two critical facilities located in areas susceptible to liquefaction. The vulnerability assessment includes a detailed breakdown of property types at risk, showing that residential properties, including multi-family and mobile homes, make up a significant portion of the exposure. The total improved value of parcels at moderate liquefaction risk in Arroyo Grande is estimated at over $917 million.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 75 Grover Beach also faces liquefaction hazards, especially in its residential neighborhoods.
The analysis indicates that 4,243 residential properties are at risk, including mobile and manufactured homes, which are especially vulnerable. The combined value of these residential properties is approximately $747 million. The City’s mitigation plan includes a map that highlights specific risk areas, and the data show that residential properties are more exposed to liquefaction than other types, such as commercial or industrial properties.
The following figure shows the locations of historic earthquake faults.
Figure 36: Historic Earthquake Faults
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 76 CRITICAL INFRASTRUCTURE
Critical infrastructure and key resources (CIKR) refer to the elements that are crucial for a community to function in a modern economy. Critical infrastructure is defined as a sector “whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof.” There are sixteen defined Critical Infrastructure Sectors (CIS):12 • Chemical Sector
• Commercial Facilities Sector
• Communications Sector
• Critical Manufacturing
Sector
• Dams Sector
• Defense Industrial Base
Sector
• Emergency Services Sector
• Energy Sector
• Financial Services Sector
• Food and Agriculture Sector
• Government Facilities Sector
• Healthcare and Public Health Sector
• Information Technology Sector
• Nuclear Reactors, Materials, and Waste Sector
• Transportation Systems Sector
• Water and Wastewater Systems Sector
Not all these sectors may be in the FCFA district; each community must determine critical infrastructure locations and develop pre-incident plans for responding personnel.
Other buildings to consider as potential target hazards include occupancies with a high risk of significant loss of life, such as places of public assembly, schools, childcare centers, medical and residential care facilities, and multi-family dwellings. Other considerations include buildings with substantial value to the community—economic loss, replacement cost, or historical significance—that, if damaged or destroyed, would have a significant negative impact.
12 Infrastructure Security, Department of Homeland Security.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 77 Target Hazards
A target hazard is a location or facility that poses a risk to the community. The CIKR provides a list of sectors that are critical to a community. Target hazards also include highvalue buildings and historic or cultural sites. Identifying these locations enables a fire department to prepare for potential emergencies and ensure it has the appropriate resources and strategies to prevent, respond to, and mitigate risks.
Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards. Examples include industrial accidents or the release of hazardous chemicals. Each community should develop contingency plans tailored to the specific risks within its jurisdiction. This may consist of permitting, periodic fire and life safety inspections, and pre-incident planning. These activities are designed to reduce risks and provide on-site visits for fire department personnel.
Facilities that store or produce hazardous materials require special precautions during an emergency to protect both responders and the surrounding community. Locations with hazardous materials on-site for any time during the year exceeding the limits established by the Environmental Protection Agency are required to file Tier II reports. These reports are provided to local jurisdictions, local emergency planning committees, and the State’s Emergency Response Commission as required by the Emergency Planning and Community Right-to-Know Act of 1986, also known as SARA Title III. These thresholds require submission:
• Ten thousand pounds for hazardous chemicals
• The lesser of 500 pounds or the threshold planning quantity for extremely hazardous chemicals
• California requires additional reporting quantities through a five-tier system that authorizes the treatment and storage of hazardous waste.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 78 Highways & Roads
Emergency personnel need a transportation system to respond effectively to incidents.
Without an interconnected network of roads and streets, response times can be delayed.
Interconnectivity provides multiple access points to a location if one route is blocked.
In Arroyo Grande, the primary highways and major streets include U.S. Route 101, which runs north-south and serves as the main regional connector. Another significant route is El Camino Real, which parallels U.S. 101 and serves as a local arterial. East Grand Avenue is a central east-west corridor that connects the downtown area to Grover Beach and other nearby communities. Other notable streets include Brisco Road, James Way, Oak Park Boulevard, and Huasna Road, which provide access to residential neighborhoods, commercial zones, and rural areas.
In Grover Beach, West Grand Avenue is the main thoroughfare, running east-west and connecting the beach area to U.S. Route 101. Oak Park Boulevard and South 4th Street are also key north-south routes that facilitate movement through the city and into neighboring areas. Farroll Road, Atlantic City Avenue, and Longbranch Avenue are important local streets that support residential and commercial traffic. Additionally, Cabrillo Highway (California State Route 1) runs along the coast. It intersects Grand Avenue near the beach, serving as a scenic and functional route for both locals and visitors.
The following figure provides the traffic counts at various intersections in FCFA.
Figure 37: Traffic Count13
Location Average Annual Daily Traffic—Vehicles
Hwy 1 north of Truman Dr 10,800
Hwy 1 at S Halcyon Rd 11,000
U.S. Hwy 101 at Grand Ave 64,000
Hwy 1 at W Grand Ave 12,600
13 Caltrans GIS Data, Annual Average Daily Traffic.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 79 The following figures show the street and highway network in FCFA.
Figure 38: Streets and Highways in FCFA
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 80 Water and Wastewater
In Grover Beach, water and wastewater services are provided directly by the City of Grover Beach through its Public Works Department. The City owns and operates its water distribution and wastewater collection systems. For water, the City manages supply, treatment, and distribution. Wastewater services include sewer collection and maintenance. In Grover Beach, the City obtains its potable water from two primary sources: Lopez Lake, a surface water reservoir managed by San Luis Obispo County, and local groundwater wells that draw from the Santa Maria Groundwater Basin. Grover Beach is part of the Northern Cities Management Area, a regional group of agencies that monitor and manage groundwater extraction from this basin.
In 2024, a coalition of environmental groups sued San Luis Obispo County under the Endangered Species Act, alleging that Lopez Lake operations failed to protect steelhead trout in Arroyo Grande Creek. A federal court initially ordered a 45% increase in water releases, threatening municipal supplies in Arroyo Grande, Pismo Beach, and Grover Beach. The County appealed, and in December 2025, the Ninth Circuit vacated the injunction, restoring the prior release schedule and directing the lower court to reassess impacts on multiple species and local water needs. The case remains active, but the immediate risk of severe water shortages has been removed while long-term compliance and habitat planning continue. Any reduction in available water will affect FCFA and the cities it serves.
The City’s water system is overseen by the Public Works Department, which also maintains infrastructure and monitors water quality through annual reports and compliance with state and federal standards.14
In Arroyo Grande, water and sanitary sewer services are managed by the City’s Utilities Division, which is part of the Public Works Department. This division is responsible for operating and maintaining the City’s water and sewer mains, pump stations, lift stations, reservoirs, and wells.15
14 https://www.grover.org/545/Water-System.
15 https://www.arroyogrande.org/165/Utilities-Division.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 81 In Arroyo Grande, water is similarly sourced from Lopez Reservoir and groundwater basins, including the Santa Maria Groundwater Basin and the Pismo Formation. The City has entitlements to specific volumes from each source, and recent data shows that Lopez Reservoir is currently at full capacity, ensuring a reliable supply for the near future.
Groundwater levels have also improved due to recent rainfall, which has contributed to the City’s overall water availability. Arroyo Grande actively monitors its water supply and usage, implementing conservation programs and emergency measures during drought conditions.16
Both cities are also part of the South San Luis Obispo County Sanitation District, which handles regional wastewater treatment for Grover Beach, Arroyo Grande, and Oceano.
This district operates the treatment plant located in Oceano and ensures compliance with environmental regulations.17
16 https://www.arroyogrande.org/148/Water-Conservation. 17 https://sslocsd.org/.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 82 The following figure shows the fire hydrant-protected areas in the FCFA district.
Figure 39: Fire Hydrant Protected Areas
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 83 Electricity
Pacific Gas and Electric (PG&E) provides electricity to the FCFA district through its electric distribution network, which includes lines, backbone, local transmission lines, and various other facilities. Central Coast Community Energy (3CE) supplies the energy, while PG&E bills for the service.
Although there are no high-voltage electrical transmission lines in the district, a 115-kilovolt line terminates at an electrical substation located south of Los Berros Road and Valley Road. An electrical substation reduces the voltage in the distribution system for residential and commercial users. Emergency responders must exercise extreme caution in the event of an incident at one of these sites. Entry by FCFA personnel into a substation will occur only after PG&E representatives are present and have granted clearance.
PG&E may carry out Public Safety Power Shutoffs during red flag warnings. These warnings occur when there are high winds (>25 mph or gusts above 45 mph), low humidity, or when PG&E detects a problem that could spark a fire, such as power lines causing a spark, even in areas considered low risk. These shutoffs are usually temporary. PG&E informs customers before shutting off power, but customers need to sign up for text, phone, or email alerts.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 84 The following figure shows the electrical power distribution in FCFA.
Figure 40: Electrical Power Distribution
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 85 Natural Gas
Natural gas is supplied to FCFA by Southern California Gas through its network of distribution pipelines, local transmission pipelines, and various storage facilities. PG&E delivers natural gas in the city via transmission and high-pressure distribution lines, serving both commercial and residential areas. These lines traverse the region and the FCFA district.
When a contractor accidentally damages a natural gas line—typically during excavation or construction work—it can quickly escalate into a serious emergency that directly involves FCFA. The most immediate issue is the uncontrolled release of natural gas, which is highly flammable and can form explosive mixtures with air. If a gas leak occurs near buildings, vehicles, or any other ignition source, there is a serious risk of fire or explosion that could endanger both lives and property.
FCFA is usually among the first responders to such incidents. Their initial role is to secure the area, evacuate nearby residents or workers, and establish a safe perimeter. They must also assess the risk of ignition and monitor gas concentrations using specialized equipment.
Coordination with the utility company is crucial, as only trained gas technicians can shut off the gas flow at the source, which may be located far from the actual leak.
Another complication is that natural gas is often odorized with mercaptan to aid in leak detection. However, in open-air environments or windy conditions, the smell may dissipate quickly, making detection more challenging. Firefighters must rely on gas detectors and thermal imaging to locate the leak and assess its severity. If the gas ignites before crews arrive, the situation becomes even more dangerous, requiring fire suppression tactics while still managing the gas flow.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 86 The following figure shows the location of natural gas transmission and high-pressure distribution lines.18
Figure 41: Natural Gas Transmission and High-Pressure Distribution Lines Gasoline
Gasoline is the most widely used transportation fuel in the FCFA district, with the largest percentage of gasoline consumption attributed to light-duty cars, pickup trucks, and sport utility vehicles. The gasoline network includes many stations, tankers, and pipelines. 18 PG&E Gas Systems website.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 87 Railways
Grover Beach is served by Amtrak's Pacific Surfliner, the primary railway line passing through the city. The Grover Beach Train Station, located at 180 W. Grand Avenue, is a stop along this scenic coastal route that connects San Diego to San Luis Obispo, passing through major cities such as Los Angeles and Santa Barbara. The station is part of a multimodal transportation facility, offering connections to buses and other transit options.
The Pacific Surfliner makes two daily stops in each direction at Grover Beach, providing access to both Southern California and the Central Coast. While the Coast Starlight— another Amtrak route—occasionally passes through the area, it does not make regular stops at Grover Beach.
This station is strategically located near Highway 1 and offers amenities like long-term parking, bike racks, and accessibility features. It serves as a gateway to nearby attractions, including Pismo Beach, Oceano Dunes, and the Monarch Butterfly Grove. 19 19 https://www.pacificsurfliner.com/destinations/grover-beach/.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 88 The following figure shows the location of the railway and crossings in Grover Brach.
Figure 42: Railway Line and Crossings
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 89 PHYSICAL ASSETS PROTECTED
Commercial occupancies or properties are considered target hazards in every community due to the special or unique risks they pose to emergency responders and occupants during an incident or event. Each of these occupancies should have up-to-date preincident surveys completed annually. The surveys allow responders to become familiar with the building, property, and special hazards.
During an incident, these occupancies and facilities should have a current pre-incident plan for FCFA operations personnel. The pre-incident plan provides emergency responders with information about potential hazards, enabling them to develop effective strategies and tactics during an incident. The recommended interval for updating a fire department's pre-incident plans is usually once a year, or more frequently if there are significant changes to the building, occupancy, or hazards. This ensures the plans remain accurate and effective for emergency response. However, the specific schedule may vary depending on local policies, risk levels, and operational needs.
The Insurance Services Office (ISO) offers guidance on pre-incident planning through its Fire Suppression Rating Schedule (FSRS). According to ISO, pre-incident plans are a vital part of a fire department’s readiness. They are assessed during the community’s Public Protection Classification (PPC) review. ISO stresses that fire departments should create and keep preincident plans for all commercial, industrial, institutional, and other high-risk properties. ISO assigns credit for pre-incident planning under Section 570 of the FSRS. To receive full credit, fire departments must:
• Conduct and document pre-incident planning visits.
• Include detailed information such as building layout, fire protection systems, hazardous materials, and access points.
• Update plans regularly to reflect changes in occupancy or structure.
The current pre-incident planning process is inadequate and unavailable to firefighters.
FCFA is expecting a switch to Tablet Command for mapping and on-scene management in 2026. Once this is implemented, pre-incident plans will be accessible on the apparatus’ mobile computer. A new software system will provide a consistent procedure for completing pre-incident plans, and a policy should be developed when a vendor has been selected. All target hazards and, ultimately, all commercial buildings have up-todate pre-incident plans.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 90 Structural Risks
The level of risk to occupants and emergency responders varies depending on the type of residential or commercial occupancy.
Educational and Childcare Facilities
Public and private schools, as well as childcare facilities, increase risks in any community and require substantial assistance during significant events, such as mass casualty or fire responses.
Grover Beach and Arroyo Grande are both served by the Lucia Mar Unified School District (LMUSD), which is the largest school district in San Luis Obispo County. This unified district covers grades Kindergarten through 12. It includes a mix of elementary, middle, and high schools across several communities along the Central Coast.
As of the 2025–26 school year, Lucia Mar Unified operates 19 public schools, serving approximately 9,619 students.20 The district includes eleven elementary schools, three middle schools, three comprehensive high schools, one continuation high school, one independent study school, and one adult education program.21 LMUSD is headquartered in Arroyo Grande and is known for its partnerships with local colleges and universities, as well as its commitment to educational improvement and community engagement. 20 https://www.publicschoolreview.com/california/lucia-mar-unified-school-district/623080-school-district. 21 https://www.luciamarschools.org/.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 91 The following figure provides the location of educational facilities in the FCFA district.
Figure 43: Educational Occupancies
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 92 Assembly
Gathering large groups of people in a single location or building increases risks at places like places of worship, entertainment venues, or restaurants. Outdoor special events, such as street fairs or other large gatherings, may require a public safety plan in accordance with the California Fire Code. This plan should include emergency vehicle access and escape routes, fire protection measures, emergency medical services, public assembly areas, directing vehicular traffic and attendees, vendor and food concessions, and the need for law enforcement, fire, or EMS personnel, as well as weather monitoring. The figure below shows the locations of assembly occupancies in the FCFA response area.
Figure 44: Assembly Occupancies
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 93 Health Care Facilities
Health care facilities face unique challenges during emergencies because many occupants may be unable to evacuate on their own due to physical, medical, or cognitive limitations. These buildings often contain specialized systems, such as medical gases like oxygen, which can increase fire risk and complicate firefighting efforts. Fire departments need to develop and maintain current pre-incident plans that identify hazards, access routes, and critical infrastructure within the facility. This preparation ensures that emergency responders can respond quickly and safely in the event of a fire or other crisis.
As the population ages, an increasing number of people rely on assisted living, skilled nursing, or long-term care facilities for their healthcare needs. These residents may require different levels of support to evacuate, especially those with mobility issues, dementia, or Alzheimer’s disease. Facilities must have staff training and emergency evacuation plans in place to ensure that residents can be moved quickly and safely if needed. Many of these buildings are also equipped with advanced fire protection systems, such as sprinklers, smoke detectors, and compartmentalized construction, similar to hospital standards.
Special locking mechanisms are permitted in secured areas for memory care units to prevent residents from wandering. Still, these must meet fire code standards to allow quick release during emergencies. Overall, the complexity and vulnerability of residents in these facilities demand higher levels of planning, coordination, and fire safety infrastructure.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 94 The following figure provides the location of the medical centers and care centers in FCFA.
Figure 45: Medical and Care Centers
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 95 Multi-family Occupancies
Multi-family housing—such as apartment complexes, condominiums, and townhomes— typically experiences fewer fires related to electrical or heating system malfunctions compared to single-family homes. However, they face a significantly higher risk of cookingrelated fires, which occur at nearly twice the rate of other types of residential building fires.
These types of fires are often the leading cause of injuries and property damage in multiunit dwellings due to the proximity of units and shared walls, which can allow fire and smoke to spread more rapidly if not properly contained.22 To address these risks, modern building and fire codes now mandate the installation of key fire protection systems in multi-family structures. These include residential fire sprinkler systems, which are designed to activate quickly and control or extinguish a fire before it can grow, and interconnected smoke alarms, which are required in all bedrooms, hallways, and on every level of a unit. Interconnected alarms ensure that if one detects smoke or fire, all alarms in the unit will sound simultaneously, providing earlier warning and maximizing evacuation time for all occupants. Together, these systems play a crucial role in reducing fatalities, injuries, and property loss, and they offer vital protection in settings where large numbers of people may live in close quarters with limited means of egress.
Buildings Three or More Stories in Height
Structures that are three or more stories tall present unique operational challenges for fire departments and typically require an aerial apparatus equipped with an elevated master stream. These ladder trucks are essential for accessing upper floors and rooftops that exceed the reach of standard ground ladders, which are generally limited to two or three stories. In addition to facilitating rescues and ventilation operations at higher elevations, aerial apparatuses provide elevated water streams that can be directed into upper-story windows or onto rooftops to control and suppress large fires more effectively. 22 Topical Fire Report Series, Multifamily Residential Building Fires (2013–2015), June 2017.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 96 The Insurance Services Office (ISO), which assesses fire protection capabilities for communities, considers aerial apparatus placement a key part of its rating system. ISO recommends that all buildings three stories or taller—or over 35 feet high—be within a 2.5- mile road distance of a ladder truck. This proximity helps ensure a prompt response for critical fireground tasks, including victim rescue, high-angle ventilation, and elevated fire attack. For departments aiming to improve their ISO rating and provide adequate life safety and property protection, strategic placement and staffing of aerial apparatuses are essential, especially in areas with increasing vertical development.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 97 The following figure provides the location of buildings three or more stories in height in the FCFA response area.
Figure 46: Buildings Three or More Stories in Height
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 98 Large Square Footage Buildings
Large square-footage buildings can present significant challenges for fire departments because of their size, layout, and potential fire load. These structures—such as warehouses, big-box retail stores, distribution centers, or manufacturing facilities—often feature large open spaces that allow fire and smoke to spread quickly, complicating efforts to contain incidents swiftly. The extensive interior volume also means fires may develop undetected in remote areas before alarms sound or firefighters arrive, raising the risk of flashover or structural failure.
From an operational standpoint, large buildings can exceed the reach of standard hose lines and ground ladders, requiring longer hose stretches, additional equipment, and more personnel to access points and establish a water supply. Navigation inside these buildings is also more challenging, especially in low-visibility conditions caused by smoke, and firefighters may face disorientation or fatigue from traveling long distances on foot while wearing full protective gear. Additionally, complex layouts or heavy storage racks can hinder movement and conceal the spread of fire.
The fire load—meaning the total potential heat energy from combustible materials—tends to be high in large commercial or industrial buildings, requiring aggressive tactics and large water flows to control. Ventilation can also be difficult in these structures, as they often lack sufficient windows or roof access. As a result, large buildings in terms of square footage require advanced pre-incident planning, coordinated multi-company operations, and specialized equipment such as aerial ladders, thermal imaging cameras, and highcapacity water delivery systems to ensure effective and safe firefighting.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 99 The following figure, based on data from ISO, shows the locations of buildings that are 50,000 square feet or larger.
Figure 47: Buildings Greater Than 50,000 Square Feet
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 100
High Fire-Flow Occupancies
High fire-flow occupancies require more water, equipment, and personnel than what a typical fire response can provide. These buildings are large, have high fuel loads, and allow fire to spread quickly, which means the fire grows faster than resources can arrive on scene. Supplying enough water often requires multiple hydrants, relay pumping, largediameter hose, and sustained operations, placing heavy demand on both the fire department and the local water system. These incidents often require multiple alarms, drawing down staffing and reducing coverage elsewhere in the community. In short, high fire-flow structures strain command, logistics, and operational capabilities, making effective pre-planning and resource coordination essential.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 101
COMPARISON OF FIRE RISKS IN OTHER COMMUNITIES
Fire Loss
Fire loss can vary significantly from year to year due to a mix of natural, human, and economic factors. Weather and climate play a key role—years with droughts, heatwaves, or strong winds tend to have more severe and widespread fires. Human actions also contribute, whether through accidental or intentionally set fires, or increased development in fire-prone areas, which raises the risk of damage. The success of fire prevention and response efforts can fluctuate over time, depending on factors such as funding, policy updates, or technological advancements. Economic factors, such as rising property values or inflation, can magnify the financial impact of fires, even if the physical damage remains the same. Finally, natural variation means that some years experience more fire activity due to random environmental conditions.
In 2023, fire departments responded to nearly 1.4 million incidents in the United States, which resulted in 3,670 civilian fire fatalities and over 13,350 civilian fire injuries. The property damage was estimated at $23 billion. The following figure shows the property and contents loss in the FCFA response area between 2020 and 2023.
Figure 48: FCFA Property & Contents Loss per 1,000 People (2020–2023) Year FCFA Property Loss U.S. Property Loss23
2020 $33.30 $67.06
2021 $59.99 $48.22
2022 $73.44 $54.36
2023 $86.34 $69.20
23 Fire Loss in the United States, NFPA, 2021, 2022, 2023.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 102
The number of fires per 1,000 population in the FCFA response area is lower than the national average, as shown in the following figure.
Figure 49: Fires per 1,000 Population (2020–2023)
Year FCFA Fires per 1,000
Population
U.S. Fires per 1,000
Population24
2020 2.5 4.3
2021 2.4 4.1
2022 2.6 4.5
2023 1.6 4.2
Intentionally Set Fires
Intentionally set fires, in many cases considered arson, is defined as “any willful or malicious burning or attempt to burn, with or without intent to defraud, a dwelling house, public building, motor vehicle or aircraft, personal property of another.25 The following figure lists the number of intentionally set fires in the FCFA response area from 2020 to 2024.
Figure 50: Intentionally Set Fires (2021–2024)
Year Intentionally Set Fires
2020 1
2021 3
2022 5
2023 3
2024 3
24 Ibid.
25 Crime Data Explorer, Federal Bureau of Investigation.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 103
RISK CLASSIFICATION
Risk Assessment Methodology
Developing a risk score to identify risks in a community is essential for providing an organization with a framework for creating response protocols for incidents. The Three-Axis Heron model assigns a score between 2 and 10 to each category, evaluating probability, consequence, and impact factors.
The use of the Three-Axis Heron Formula involves the following equation.
The risk is graphically illustrated through a three-axis model as follows:
▪ P = Probability (Y-Axis)
▪ C = Consequences (X-Axis)
▪ I = Impact (Z-Axis)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 104
The following figure summarizes the three-axis risk classification process and how a score is developed.
Figure 51: Three-Axis Risk Classification Process
When developing the score, each of the three scoring components is based on FCFA incident data.
A risk score that combines probability, community impact, and fire department impact offers a comprehensive way to evaluate the significance of various emergency incident types, including fire, EMS, technical rescue, hazardous materials, and wildland-urban interface (WUI) incidents. This scoring typically falls into four categories: low, moderate, high, and maximum risk. A low-risk incident is likely to occur, and if it does, it would have minimal effects on the community and impose little demand on fire department resources.
A moderate risk typically indicates a lower chance of occurrence than a low risk, with limited but noticeable consequences for the community, such as minor injuries or property damage, and a manageable impact on the department's operations.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 105
A high-risk event is unlikely to occur and could result in serious outcomes, including significant injuries, disruption of essential services, or considerable property damage, while placing a substantial strain on department personnel and equipment.
While the likelihood of a maximum-risk scenario is low, it is extremely dangerous. It can potentially cause widespread harm to the community, including mass casualties, evacuations, or infrastructure failures. It would severely challenge or exceed the department’s operational capacity. This scoring method enables agencies to prioritize preparedness, allocate resources effectively, and tailor response plans to address the specific hazards in their communities.
An example of a low-risk fire response scoring is based on the likelihood of such an incident occurring. Most low-risk incident types are frequent (occurring multiple times each day).
Still, their consequences for the community and their impact on the city are minimal. The likelihood of a low-risk fire incident in the city is rated as 10 (high), while the consequence is low (2), and the impact is also low (2). These numbers are input into the formula above to generate a score of 20.2. The score will increase significantly for a maximum risk, even though the likelihood is low (2), because the consequence to the community is rated as 8.
The impact on FCFA is the highest at 10, resulting in a score of 59.4.
These scores are designed to inform FCFA about the level of service needed for the community. The likelihood of an incident can impact response times if multiple events happen simultaneously. Even if the risk is low, it will require an apparatus to be taken out of service for the response. The higher the score, the greater the risk in the community.
Although the maximum risk score available is 122.5, the chance of such an event occurring is low. The following presents a scoring system based on probability, consequence, and impact.
Figure 52: Risk Scoring System
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 106
Probability
Probability refers to the likelihood of an incident occurring in a community over time. This axis reflects the probability of a particular type of incident occurring (contributing to the risk level). Many factors are considered, including the time of day, location, hazard present, season of the year, building construction and maintenance, demographic characteristics, and more. It can range from a rare event to one that occurs often. The following figure defines probability categories.
Figure 53: Probability or Likelihood of Occurrence
Score Category Probability or Likelihood
2 Minor Unlikely: < 0.02% of total call volume. Expected to occur very rarely. 4 Low Possible: 0.02%–0.07% of total call volume. Expected to occur rarely.
6 Moderate Probable: 0.07%–0.3% of total call volume. Expected to occur monthly.
8 High Likely: 0.3%–2% of total call volume. Expected to occur multiple times per week.
10 Extreme Frequent: > 2% of total call volume. Expected to occur one or more times per day.
Consequence
The consequences of an incident can vary from minor casualties to severe impacts that may destroy historical or major facilities in the community, resulting in a significant loss of employment or life. The following figure defines consequence categories.
Figure 54: Consequences to the Community
Score Category Consequences to the Community
2 Minor 1–2 people affected (injuries/deaths) < $10,000 loss. 4 Low < 5 people affected (injuries/deaths) < $500,000 loss. 6 Moderate 5–50 people affected (injuries/deaths) $500,000–$1,000,000 loss. 8 High 51–100 people affected (injuries/deaths) $1,000,000–$5,000,000 loss 10 Extreme > 100 people affected (injuries/deaths) > $5,000,000 loss.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 107
Impact
The third factor in determining the risk is the fire department’s impact and the critical tasks needed to control or mitigate an incident. This includes the number of emergency responders and apparatus available, whether sourced internally or from external agencies.
It assesses the department’s ability to respond to a given risk or incident while delivering services to the other parts of the city. The following figure defines impact categories.
Figure 55: Impact on Operational Forces
Score Category Impact on Operational Forces
2 Minor ≥ 90% Remaining Apparatus/Crews
4 Low ≥ 75% Remaining Apparatus/Crews
6 Moderate ≥ 50% Remaining Apparatus/Crews
8 High ≥ 25% Remaining Apparatus/Crews
10 Extreme < 25% Remaining Apparatus/Crews
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 108
Fire Response
FCFA is the primary provider for mitigating fire-related incidents. These range from low-risk incidents, such as a vehicle fire, to a maximum-risk incident involving a school fire. Fire risks associated with a vehicle fire are considered low compared to the maximum risk posed by a school that houses students. This scoring is applied to four different categories of fire incidents in FCFA’s response area to determine staffing needs for critical tasks on the fire ground. The following figures provide the fire response risk assessment score and three-axis risk classifications.
Figure 56: Fire Response Risk Assessment
Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
10 2 2 10 4 4 2 6 8 2 8 10
Score Assigned 20.2 41.6 36.8 59.4
Figure 57: Fire Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 109
Emergency Medical Services Response
FCFA provides basic life support and emergency medical care in the city. Low-risk incidents range from a medical assist to a maximum-risk incident for a multi-victim event. The following figures provide the EMS response risk assessment scoring and the three-axis risk classifications.
Figure 58: EMS Response Risk Assessment
Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
10 2 2 2 2 6 2 6 8 2 8 10
Score Assigned 20.2 12.3 36.8 59.4
Figure 59: EMS Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 110
Technical Rescue Response
Rescue services can range from low-risk incidents, such as accessing a locked vehicle with a child inside, to confined space incidents (maximum risk) that may require multiple personnel to mitigate the situation. The following figures provide the technical rescue response risk assessment scoring and the three-axis risk classifications.
Figure 60: Technical Rescue Response Risk Assessment
Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
6 2 2 4 2 6 2 4 8 2 6 10
Score Assigned 12.3 19.8 25.9 45.5
Figure 61: Technical Rescue Three-Axis Risk Classifications 0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10 High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 111
Hazardous Materials Response
Hazardous materials responses can range from low-risk odor investigations to the highest risk, such as a fuel tanker fire in a highly populated area. Most of these incidents can be managed by FCFA, but higher-risk situations may require assistance from outside resources.
The following figures provide the scoring of hazardous materials response risk assessment and three-axis risk classifications.
Figure 62: Hazardous Materials Response Risk Assessment Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
10 2 2 6 4 8 2 6 10 2 8 10
Score Assigned 20.2 44.2 45.5 59.4
Figure 63: Hazardous Materials Three-Axis Risk Classifications 0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 112
Wildland Fire Response
The types of wildland fire risk vary from small grass fires to large forest fires requiring many internal and external resources. The following figures provide the risk score and classifications assigned to each type of wildland fire risk in FCFA’s response area. The wildland fire risk encompasses low, moderate, and high risks, as a maximum risk would necessitate a state and federal response. The score assigned to the high-risk category (48.0) is significant due to the maximum score of eight for the consequence and its impact on the community. This type of incident will strain the community and emergency services.
The following figures provide the wildland fire response risk assessment and the three-axis risk classification scoring.
Figure 64: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score
P C I P C I P C I
6 2 2 2 4 6 2 8 8
Score Assigned 12.3 19.8 48.0
Figure 65: Wildland Fires 3-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 113
SECTION III:
Standards of Cover
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 114
SERVICE DELIVERY & PERFORMANCE
This section will give FCFA a general understanding of relevant response information. It is designed to help the Department assess its recent performance and establish a baseline performance expectation. FCFA, city, and political leaders can then use this information to understand how their decisions, policies, and outside pressures affect performance.
Research Information
The information within this section was developed from various sources provided by FCFA.
Detailed information for the period between January 1, 2019, and December 31, 2024, was provided. Additionally, less comprehensive total incident volumes were provided from January 1, 2011, through December 31, 2018, to identify long-term trends.
Statistics Discussion
Using mathematical and technological methodologies to evaluate something as complex as an emergency incident response must be used judiciously. There are historical instances of incorrect evaluations leading to severe consequences in deployment and operational decisions. This analysis is designed to quantify and analyze available information, serving as a starting point for the agency as it seeks to improve performance. However, leaders need to understand the limitations of making decisions based solely on statistical studies and utilize sound judgment in conjunction with proven analytics when making decisions.
Statistical Tools
Various statistical analytical tools were employed to create this section. The fundamental tools were categorization, percentile, and regression analysis. This helps paint a picture of historical performance, with some inferences that may help leaders identify positive and negative performance trends.
90th percentile
The time performance measures for this report are done using the 90th percentile measure.
While discussing the mathematics behind this measure is outside the scope of this report, it is helpful to understand why it is utilized.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 115
The primary reason for using this measure is that the industry has adopted it. If a fire agency wishes to judge its performance against standards or other agencies, it must use the 90th percentile. For example, the National Fire Protection Association (NFPA) utilizes the 90th percentile measure in most of its standards. In addition, the Commission on Fire Accreditation International (CFAI) requires reporting performance measures at the 90th percentile.
The statistical reason for using this measure is that it more fully captures performance and identifies trends in performance more quickly. As with most response data sets, the time performance data used in this study has a skew, making other statistical measures less sensitive and representative. The following figure is a general example of data skew.
Figure 66: Data Skew26
In a symmetric distribution, the mean (average), median (middle of the data), and mode (the most frequent) are all equal. When the distribution is skewed, these three measures of the middle shift either to the left or to the right. Using the average, or mean, in data that is skewed to the left would underrepresent the bulk of the performance, while the opposite is true when skewed to the right. In FCFA's case, most of the time-based performance data is skewed right. In this case, using the average would over-represent the performance. The following figure shows binned calculations of both total and travel time, illustrating the agency's definitive right data skew.
26 This Photo by Unknown Author is licensed under CC BY-SA-NC, creativecommons.org/licenses/by-nc-sa/3.0/.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 116
Figure 67: FCFA Travel and Total Time Data Skew
Data Discussion
Detailed data was provided from FCFA's primary incident reporting software (RMS) and the computer-aided dispatch (CAD) system. These different database tables were combined using proven data engineering techniques into a single analytical dataset.
Data Engineering Findings
The number of incident records for the RMS and CAD systems was very similar. There was a total of 25,443 incidents in the RMS and 25,655 in the CAD system. There were 35 RMS incidents without an associated CAD record and 243 incidents in the FCFA response area without an FCFA unit responding. Both CAD and RMS records were matched to create a single incident record for both systems, resulting in a decrease of less than 0.1% in the data.
This drop is very minor and statistically acceptable, representing a loss between the two systems.
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
0:00:000:01:000:02:000:03:000:04:000:05:000:06:000:07:000:08:000:09:000:10:000:11:000:12:000:13:000:14:000:15:000:16:000:17:000:18:000:19:000:20:000:21:000:22:000:23:000:24:000:25:000:26:000:27:000:28:000:29:00 Total Travel
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 117
Unit records were combined between the RMS and CAD systems. While there were 7,186 more units in the CAD system, this is to be expected, as the RMS is designed to capture only FCFA units. In contrast, CAD captures all units on all incidents in which FCFA participated.
All units were captured and utilized in their designated locations; however, only FCFA units are evaluated for specific unit performance.
Combining the two systems was highly successful, resulting in 24,442 unique incidents and 30,554 FCFA unit records for evaluation.
Data Error Handling
The collection of data within the various datasets has the potential for significant errors.
Although there can be many reasons for incorrect information, these errors are typically a combination of human input and collection errors. There are various methods to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.
For FCFA, the information in the data fields had minimal error-prone data; therefore, most of the data did not require a statistical intervention. However, some data was excluded by formula or logic tests. The time segment math utilized a logic tree to eliminate negative and null sets. The turnout time was limited to a 10-minute maximum as it was a natural break between the meaningful data and the extremes outside the maximum limit.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 118
SERVICE DEMAND
The first dimension of the analysis is the overall system call load. Since this is a simple count of incidents by type and location, no data was excluded after engineering. The detailed data from the previously discussed systems will be used for most aspects of this analysis, except for the volume projection.
Volume Analysis
A simple volume analysis can indicate how frequently the department is called upon to respond to incidents. The first look is at the overall call counts grouped by primary categories as listed in the National Fire Incident Reporting System (NFIRS). Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries. The following figure displays the total number of responses recorded by the agency for the entire dataset, along with the percentage of categorized responses.
Figure 68: Total Incident Count (2019–2024)
Incident (NIFRS Group) Incident Count Percentage of Total Responses
FCFA Responses
Fire (100) 615 2.42%
Overpressure (200) 20 0.08%
Rescue-Medical (300) 15,128 59.46%
Hazardous condition (400) 559 2.20%
Service (500) 2,521 9.91%
Good Intent (600) 5,575 21.91%
False Alarm (700) 975 3.83%
Disaster (800) 34 0.13%
Special (900) 15 0.06%
Total FCFA 25,442 100%
Aid Given & Received
Auto and Mutual Aid Received 166 0.65%
Auto and Mutual Aid Given 1,271 5.00%
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 119
As with many agencies, medical and rescue calls account for the largest percentage of incidents. Good intent calls come in second, which is also very common in the industry. The mutual aid received does not include the 243 incidents in the CAD record where no FCFA apparatus went en route or arrived. This would indicate 409 total mutual and automatic aid received incidents, still lower than those where aid was given. Ambulance units are not included in this evaluation, as they respond under contract, not as an aid company. They are dispatched through the sheriff's office, not the California Department of Forestry and Fire Protection (CAL FIRE).
Geographic Analysis
A call density analysis is helpful when reviewing the best location for apparatus placement.
It is also useful when evaluating where the prevention programs may have the most impact.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 120
The following figure illustrates the geographic distribution of incident density for the study period.
Figure 69: Incident Density (2019–2024)
As indicated in the previous figure, incident density is the most concentrated in the heart of the district. This area comprises almost all types of occupancies and risks encountered by FCFA.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 121
EMS incidents comprise the majority of incidents for FCFA and occur throughout the entire response area. The following figure is similar to the overall density but shows the EMS incident concentration for the same period.
Figure 70: EMS Incident Relative Density (2019–2024)
This indicates a strong correlation between the EMS incidents and the total call volume. It also suggests that only those areas without people do not have any EMS incident volume.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 122
While the previous figures show a general idea of where to focus medical prevention efforts, they do not address the more hazardous incident types. Due to the limited number of fire incidents, a density map would be misleading. Therefore, fire-type incidents are evaluated on an individual basis. The following figure illustrates the locations of fires that occurred during the study period.
Figure 71: Fire Incident Locations (2019–2024)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 123
The previous figure indicates that the fire problem is evident throughout the area. While there does not appear to be a definitive pattern to the incidents, a more significant fire problem seems to be present in the Grover Beach and Oceano areas, especially along Pacific Boulevard. However, nothing definitive can be stated about the distribution of this incident, except to say that a fire incident is as likely to occur anywhere in the jurisdiction.
Prevention efforts, therefore, should be holistic in nature.
One final area of evaluation is the repetition of addresses in the dataset. The following figure shows the top ten addresses to which FCFA responded.
Figure 72: Top Ten Common Incident Addresses (2019–2024) Location Location Type Incidents
1212 Farroll Avenue Care Center 508
222 South Elm Street Senior Living 428
241 North Courtland Street Senior Living 181
2400 Cienaga Street Mobile Home Park 198
1168 West Branch Street Retail 132
365 South Elm Street Senior Living 128
2700 Cienaga Street Mobile Home Park 125
295 Alder Street Assisted Living 115
351 South Elm Street Senior Living 103
1241 Farroll Avenue Mobile Home Park 92
Temporal Analysis
The annual incident count for FCFA has increased every year. While the total volume in the jurisdiction has increased from 3,431 incidents in 2019 to 4,495 incidents in 2024, EMS incidents are driving the incident volume. While most jurisdictions saw a significant decrease in the volume of incidents during the COVID-19 pandemic shutdown in 2020, FCFA did not follow that pattern.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 124
The following figure shows the annual incident counts grouped by EMS and all other incident types.
Figure 73: Annual Incident Volume (2019–2024)
Analyzing incident volume by month, day of the week, and hour is valuable when scheduling events or allocating staffing resources. Additionally, months may reveal seasonality for the service needs. At the same time, days and hours may indicate the population movement and activities throughout the day.
0 500
1000
1500
2000
2500
3000
3500
2019 2020 2021 2022 2023 2024
EMS Others
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 125
The following figure analyzes incident percentages by month for 2019 through 2024.
Figure 74: Incident Volume by Month (2019–2024)
There does not appear to be significant seasonality in the incidents within FCFA, and most months have a proportionate share of incident volume. Months with 31 days should make up 8.5% of the incidents, February 7.7%, and all other months at approximately 8.2%. The FCFA incident volume by month remains between 7% and 9%, with October, December, and January experiencing a slightly elevated incident volume.
Another dimension for evaluation is the percentage of incidents that occur on a specific day of the week.
The following figure illustrates the percentage of incidents that occur on each weekday.
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 126
Figure 75: Weekday Call Distribution (2019–2024)
As with the monthly evaluation, there does not appear to be a significant variation by weekday.
It can be helpful to combine the month and day dimensions to identify potentially significant combinations of the month and weekday. FCFA does not show a substantial variation within this evaluation. Still, Saturday in October is one of the highest times, while Sunday remains consistently the lowest throughout all months. The following figure illustrates the monthly and weekday call volume density from 2019 to 2024.
Figure 76: Month & Day Distribution (2019–2024)
Month Mon Tue Wed Thu Fri Sat Sun Color Incidents
Jan 270–281
Feb 254–269
Mar 245–253
Apr 234–244
May 221–233
Jun 200–220
Jul 185–199
Aug
Sep
Oct
Nov
Dec
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Sun Mon Tue Wed Thu Fri Sat
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 127
Another analytical dimension is to evaluate call volume throughout the day. Most systems see fire and EMS incidents distributed unequally throughout the day. The daytime is typically more active than the evening, night, and early morning. The driving force behind this phenomenon is likely that people are awake and moving. The following figure indicates that FCFA closely follows this daytime pattern, with approximately 72% of incidents occurring between 8 AM and 8 PM.
Figure 77: Incident Distribution by Hour (2019–2024)
It is essential to understand the combination of the hour of the day and the day of the week. By evaluating that density, some hot spot times can be identified. In FCFA's case, the evaluation reveals a consistent and statistically significant pattern of daytime calls, occurring on every day of the week, with a slight shift on Friday and Saturday nights. The following figure indicates incident density by the hour of the day and day of the week. 0%
1%
2%
3%
4%
5%
6%
7%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Incidents
Hour of the Day
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 128
Figure 78: Day & Hour Distribution (2019–2024)
Hour Mon Tue Wed Thu Fri Sat Sun Color Incidents
0–1 226–246
1–2 196–225
2–3 177–195
3–4 150–176
4–5 121–149
5–6 94–120
6–7 78–93
7–8
8–9
9–10
10–11
11–12
12–13
13–14
14–15
15–16
16–17
17–18
18–19
19–20
20–21
21–22
22–23
23–24
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 129
Resource Distribution
Several key performance metrics help identify the effectiveness of resource distribution. A broad allocation of resources enables a more rapid initial response to any given area.
However, the first unit is only a portion of the deployment question. It is critical to have enough units to respond to incidents of varying volumes, types, and severities. It is also essential to attempt to equalize the unit responses.
Geographic Distribution Analysis
Units and stations should be strategically distributed to maximize the chance of reaching an incident in its earliest stages. There are two primary sources for performance standards that address this geographic distribution. The Insurance Services Office, Inc. (ISO) defines distance, while the National Fire Protection Association (NFPA) utilizes time as a criterion.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 130
The ISO uses 5 miles from a fire station as its standard. The following figure shows the 5-mile travel distance from a fire station.27
Figure 79: 5-Mile Travel Distance (In-Service Stations) 27 www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companie.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 131
For full credit in an ISO Fire Suppression Rating Schedule (FSRS), any building within the jurisdiction should be within 1.5 miles of an engine company and 2.5 miles of a truck company. FCFA has two staffed engines, one located at Station 1 and the other at Station
2. Coverage is lacking in the southern portion of the city, which also has the highest incident density. The following figure shows the 1.5-mile travel distance from each station, as they house engine companies.
Figure 80: 1.5 Mile Travel Distance from Staffed Stations Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 132
The ISO judges specialized equipment, such as that used by a truck company, separately from that used by an engine company. While engine companies are typically located at most fire stations, truck companies are usually found at specific locations. ISO requires these truck companies to be within 2.5 miles of any building. Since FCFA operates one truck company, usually, from Station 1, there is an extended travel distance for the south and east portions of the service area. The following figure shows the 2.5-mile road travel from Station 1.
Figure 81: 2.5 Mile Truck Travel Distance (From Station 1) Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 133
Unit Workload Analysis
Unit workload should be balanced to maintain readiness, resiliency, and service availability. While it is common for one unit to be busier than others, no crew should carry a load that is too heavy, as this would make them less effective.
Incidents by Unit
FCFA had 16 unique units responding to all incidents within the incident records. Four of those are the battalion and chief officers. Most of the incidents were addressed by one of the three types of engines: the rescue, the truck, or the battalion chief. The remaining units included the fire chief, specialty units, and other response vehicles. The following figure shows the top responding units within FCFA for 2019 through 2024.
Figure 82: Incidents by Type Volume by Apparatus Type (2019–2024) 1 116
398
53 117
661
3 218
1,008
1,115
1,551
8,097
10 305
669
1,506
1,948
12,585
- 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Support
Type 3
Engine
Command
Rescue
Truck
Type 1
Engine
(300) Rescue-Medical All Other Categories (100) Fire
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 134
The workload is not evenly distributed across all the apparatus. Units average between one and five responses per day. Engines 6692 and 6693 consistently run the most incidents. The truck and brush run the fewest incidents. While Rescue 6652 and Engine 6692 respond with the same crew, the engine responds with the rescue, so the engine total is the same as the crew total. The following figure illustrates the response volume for each apparatus per year during the study period.
Figure 83: Annual Incident Volume Primary Units (2019–2024) Each incident requires a unit to remain on the scene to handle the situation. Therefore, a general idea of how long a specific crew will stay on the incident can assist operational planning. FCFA has five primary types of units that respond to emergencies. Engines respond to the broadest range of incidents, while Type 3 engines, which respond to fire incidents, take the most time on average. Most apparatus spend less than 30 minutes on average at all but fire incidents, and fire incidents take about an hour on average. -
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2019 2020 2021 2022 2023 2024
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 135
The following figure shows the average minutes each apparatus type was committed to a given incident category for the entire study period.
Figure 84: Average Time on Incidents by Apparatus Type (2019–2024) One final dimension of unit workload is the amount of time each unit is committed to incidents throughout the year. The unit hour utilization (UHU) calculation determines the proportion of time a crew is committed to an incident compared to the total time on duty within a specified timeframe. The formula for this calculation is the total time dedicated to an incident divided by the total time the unit is staffed.
𝑈𝐻𝑈 =
∑ 𝑇𝑖𝑚𝑒 𝐶𝑜𝑚𝑚𝑖𝑡𝑒𝑑 𝑡𝑜 𝑎 𝑆𝑐𝑒𝑛𝑒
∑ 𝑇𝑖𝑚𝑒 𝑈𝑛𝑖𝑡 𝑖𝑠 𝑆𝑡𝑎𝑓𝑓𝑒𝑑 𝑎𝑛𝑑 𝐼𝑛 𝑆𝑒𝑟𝑣𝑖𝑐𝑒
The goal is for the primary unit at a station, typically an engine or quint company, to be the most flexible response unit and have a utilization rate under 10% UHU. Maintaining a 10% UHU level should indicate that the area has 90% availability from unscheduled events.
Stations with multiple engines and quint companies should aggregate to less than 10% UHU for all similar units.
0:00:00
0:10:00
0:20:00
0:30:00
0:40:00
0:50:00
1:00:00
1:10:00
1:20:00
Type 1 Engine Rescue Truck Command Type 3 Engine
(100) Fire (300) Rescue-Medical All Other Categories
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 136
Understanding what is scheduled and what is in response allows for a more rational expectation of service performance and availability. Public agencies should use a UHU that addresses the community's needs and crew commitments. For example, a 24-hour unit will have several tasks built into its daily schedule, such as rest, meals, equipment maintenance, training, and physical fitness. Rest may account for 6-8 hours per 24-hour period, while training, meals, and physical fitness can account for approximately 6 hours per day. Fortunately, for the emergency service needs of a community, these activities can be scheduled or rescheduled to accommodate response activities. However, when these planned activities are accounted for and combined, they can take up nearly 58% of the day. This leaves only 42% of the 24-hour shift available for response unless some of the scheduled activities are curtailed.
FCFA does not have an overly busy system, but the incident workload is unevenly distributed. The crew at Station 2 is the busiest, but their 7.4% average UHU is below the cautionary volume. The staffing model changed in 2023; therefore, the UHU was evaluated for 2023 and 2024 only.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 137
The following figure shows the UHU for each grouped FCFA unit.
Figure 85: Unit Hour Utilization (2023–2024)
Unit Average 2024 2023
Fire Chief* 4.4% 4.2% 4.6%
Battalion Chiefs** 1.2% 1.1% 1.3%
B6611 0.2% 0.2% 0.2%
B6612 0.2% 0.2% 0.2%
B6613 0.1% 0.0% 0.1%
E6691 4.0% 1.8% 6.2%
Truck Crew 3.1% 3.4% 2.8%
T6645 2.3% 2.8% 1.7%
BR6661 0.9% 0.6% 1.1%
Engine 92 Crew 7.4% 7.3% 7.5%
E6692 7.2% 7.3% 7.1%
BR6662 0.2% 0.0% 0.4%
R6652 1.3% 2.2% 0.4%
FIVUTV1 0.0% 0.1% 0.0%
E6693 4.6% 4.7% 4.4%
U6631 0.0% 0.0% 0.0%
* Calculated at 40 hours a week, in service.
** Calculated at 1/3 of the annual hours available.
It is important to reiterate that crew working time is not all evident in the incident utilization data. Crews may be out of service for maintenance, training, or other reasons, which are not reflected in this analysis. In general, approximately half of a crew's day is spent in administrative, training, or recovery activities. For example, assuming the crews are allowed 8 hours of rest and recovery a day, 2 hours for meals, and 2 hours for station, equipment, and vehicle maintenance, which totals 12 hours. Additional time is typically allocated for physical fitness, training, and public education.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 138
Concurrency Analysis
Incidents that occur simultaneously can impact an agency's ability to respond effectively.
While FCFA maintains two crews on multiple cross staffed apparatus at Station 1 and one crew with multiple cross-staffed apparatus at Station 2, there may be times when all crews are engaged, leaving the jurisdiction reliant on outside aid. This may be the case with the 243 incidents within the jurisdiction where an FCFA unit did not respond.
Fortunately, it is not very common for FCFA to be running simultaneous incidents. The maximum number of incidents within the response information was eight. However, 83.7% of incidents occur and are resolved by the time a second incident arises. The following figure illustrates the frequency of incidents within the jurisdiction or FCFA units that occur in conjunction with another incident anywhere in the area.
Figure 86: FCFA Concurrent Incident Responses (2019–2024) Incidents in
Progress
Percent of
Responses
Count of
Responses
1 83.5% 21,232
2 14.8% 3,757
3 1.5% 379
4 Or Mor 0.2% 48
Another factor in unit workload is the number of units assigned to a specific incident. The majority of FCFA incidents, over 94 percent, are accomplished by either one or two companies. The following figure illustrates the percentage of incidents for which the specified number of response units was assigned.
Figure 87: Multiple Unit Responses (2019–2024)
Units
Responding
Percent of
Responses
Count of
Responses
1 88.0% 22,290
2 6.3% 1,601
3 4.0% 1,025
4 1.2% 307
5 0.4% 98
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 139
PERFORMANCE REVIEW
When evaluating a system, it is helpful to have a set of objectives or standards against which to judge performance. While national and state standards may be recommended, in California, it is up to the authority having jurisdiction to adopt specific ones. In this instance, the Cities of Arroyo Grande and Grover Beach, the Oceano Community Services District, and the FCFA have not established formal performance requirements. FCFA does have a turnout time goal of 60 seconds during the day and 90 seconds at night, but no other stated goals. Additionally, the Emergency Communications Center has not established standards. Therefore, as a reference, the National Fire Protection Association (NFPA) standards will be utilized where appropriate. This will include the NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (NFPA 1710). It will also include portions from NFPA 1225 Standard for Emergency Services Communications (NFPA 1225).
Evaluating overall performance requires an understanding of the incident lifecycle. It begins in a normal state and should conclude in a new normal state. Still, there are numerous measurable time segments in between. Certain elements, such as call processing time and turnout time, can be improved through tactical management techniques, including training and policy adjustments. However, other time segment performances, such as travel time, are typically managed by a strategic methodology, such as station location.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 140
The following figure identifies each time segment in the incident lifecycle.
Figure 88: Incident Lifecycle
The incident data provided did not allow for analysis of all time segments listed above.
However, enough information was provided to evaluate call processing, turnout, travel, and total response time. Since FCFA has not adopted response time standards the NFPA standards will be used as a performance benchmark.
State of ormal y
Dis o ery of ent
Call nitiation -1-1 e g
Alarm Transfer Time
Alarm Ans ering Time
Alarm ro essing Time
Turnout Time
Tra el Time
Arri al Time nitiating A tions
Control and Mitigate ent
e o ery
State of ormal y
Soft
Data
ard Data
Total esponse Time
Alarm
andling FPA
1225
Response Times
FPA 1710
Fire
Department
Impact one
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 141
The following figure illustrates each key performance indicatory (KPI) time segment, the referenced standards, and the most influential organizational actions.
Figure 89: Incident Segment KPIs
Incident Segment Primary Agency
Influence Standard Benchmark
Normalcy Prevention
Local
Codes &
Ordinances
Community Risk Assessment
Discovery Public Education TBD
Notification Public Education TBD
Call Answer1
Dispatch Staffing,
Systems, Policy, &
Training
NFPA 1225
15 Sec 99th Percentile
20 Sec 95th Percentile
Call Transfer 30 Sec 90th Percentile
Call Processing 60 Sec 90th Percentile (priority)2
Turnout Time Station Design,
Policy & Training
NFPA 1710
60 Sec 90th Percentile (EMS)
80 Sec 90th Percentile (Other)
Travel Time (1st Due)
Station Location,
Systems, & Training
4 Min 90th Percentile
Travel Time (2nd Due) 6 Min 90th Percentile
Travel Time
(Effective Response
Force)
8 Min 90th Percentile
(Low or Moderate Risk)
10 Min 10 Sec 90th percentile
(High Risk)
Action Initiation or
Patient Contact
Station Location,
Systems, Staffing,
& Training
TBD
Control/Mitigation TBD
Recovery Prevention &
Public Education
Updated
Codes &
Ordinances
Community Risk Assessment
New Normal Prevention
Local
Codes &
Ordinances
Community Risk Assessment
1 Applies to both PSAP and Secondary Answering (Agency) Dispatch Centers 2 Non-Priority Incidents are exempt from NFPA 1225. Agencies are expected to set standards.
The time segment performance standards are evaluated as a percentile. This will enable FCFA to compare its performance with that of other agencies and the standard using a similar statistical technique.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 142
Call Processing Analysis
There are several time measures of a dispatch center. The metrics identified in NFPA 1225 are ring time and call processing. Ring time measures the duration from when the phone in dispatch begins to ring until someone answers. NFPA 1225 requires the ring time to be less than 15 seconds, 99% of the time and less than 20 seconds, 95% of the time. Call processing refers to the time elapsed from when a person answers the call for help until the first unit is notified of an incident. Unfortunately, ring time is typically captured in a separate system and was unavailable for this report. The primary public safety answering point (PSAP) is the San Luis Obispo Sheriff's Office communications center, which declined to provide the data; therefore, this information, as well as the PSAP to fire department dispatch information, is not available for this report. The CAL FIRE emergency communications center responsible for FCFA was unable to provide ring time, although it was able to provide detailed information for all other performance time segments.
Call processing should start from when the phone is answered until the first, preferably correct, unit has been notified that an incident is in progress. However, there is typically a brief period, usually seconds, from when the phone is answered to when the incident is started in the computer-aided dispatch system. For this analysis, it is assumed that this brief period, while not captured, is inconsequential. NFPA 1225 indicates that a high priority emergency event shall be completed within 60 seconds or faster, 90 percent of the time. It goes on to identify those incidents needing highest prioritization for both medical events and where property loss is likely or actively occurring. NFPA 1225 also indicates those types of calls that are exempt from time requirements that include specific responses and communication center challenges.
The data provided was evaluated for integrity and reliability. It was found that 0.4% of the data were statistically unreliable. However, that did leave 25,422 incidents available for evaluation. Overall, the San Luis Obispo CAL FIRE Unit Emergency Communications Center (ECC) is processing calls at approximately 1 minute, 15 seconds or faster, 90 percent of the time.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 143
The following figure displays the call processing time at the 90th percentile, based on the NFIRS incident grouping for the years 2019–2024.
Figure 90: Call Processing by NFIRS Type (2019–2024)
Evaluating performance at this level of granularity can lead to inaccurate data. In this case, both the 900 and 800 series incidents were excluded. Both categories had extended call processing times, but only a total of 40 incidents were reported across five years of data, making them unreliable for evaluation.
00:00 00:30 01:00 01:30 02:00 02:30 03:00 03:30 04:00
(700) False Alarm
(600) Good Intent
(500) Service
(400) Hazardous Condition
(300) Rescue-Medical
(200) Overpressure
(100) Fire
2024 2023 2022 2021 2020 2019
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 144
Another dimension of the call processing time is how incident workload affects dispatch center performance. Again, the ECC manages the workload effectively, and the call processing time remains consistent throughout the day. The following figure displays the call processing times for medical incidents and all other incidents by the hour of the day, with the call load included as a reference.
Figure 91: Call Processing by Hour (2019–2024)
0%
1%
2%
3%
4%
5%
6%
7%
00:00
00:15
00:30
00:45
01:00
01:15
01:30
01:45
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Daily Incidents
Call Processing Time (90th Percentile)
Hour
All - Call Processing (90th Percentile) All - Percent of Incidents Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 145
Turnout Time Analysis
Turnout time is the difference between when the unit is notified of an incident and when they start to respond. FCFA has a stated goal of 60 seconds during the day and 90 seconds at night, this is not a requirement. NFPA 1710 indicates the performance measure for this time segment is 60 seconds for medical incidents and 80 seconds for fire incidents. This generally means that for this analysis, incidents will be grouped into two categories: EMS incidents and all others.
The data were analyzed for statistical reliability, and over 29,000-unit records could be measured. This represents over 95% of the recorded information, slightly better than the typical reliability for this data point. In addition, to ensure the responding crew was facing an urgent situation, only incidents in which the unit responded emergently were evaluated.
In the final analysis, after excessive times were removed and the focus was on FCFA frontline apparatus only 60% of the unit records were assessed. This volume provided a statistically acceptable and representative data set. Overall, FCFA staffed apparatuses have a turnout time of 3 minutes, 21 seconds or faster, 90 percent of the time. The following figure displays the turnout times by unit and time of day, as reported by the agency.
Figure 92: Turnout Time by Type and Day/Night (2019–2024) It should be noted that the agency is making strides to improve its times. 02:53
03:17
03:01
02:18
03:55
04:20
04:01
04:36
00:00
01:00
02:00
03:00
04:00
05:00
Truck Rescue Type 1 Engine Type 3 Engine
Daytime Nighttime
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 146
The following figure shows the annual 90th percentile turnout time grouped by EMS and other incidents.
Figure 93: Turnout Time by Year & Grouping (2019–2024)
Each apparatus is staffed with three shifts, which may employ different turnout methodologies.
03:20
03:51
03:40
03:54
03:40
03:54
03:06
03:28
03:03
03:42
01:55
02:38
00:00
01:00
02:00
03:00
04:00
05:00
EMS Others
2019 2020 2021 2022 2023 2024
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 147
The following figure shows the 90th percentile turnout time for each staffed unit, grouped by shift and general incident type.
Figure 94: Turnout Time by Unit & Shift (2019–2024)
00:00 01:00 02:00 03:00 04:00 05:00 06:00
E6691
BR6661
T6645
E6692
BR6662
R6652
E6694
E6693
A-Shift B-Shift C-Shift
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 148
One final dimension of the turnout time analysis is the changes in the percentile by the hour of the day. Since FCFA staff operate their units 24 hours a day, it is expected that crews can try to sleep at night. However, personnel who are asleep can impact how quickly they can reach the apparatus and begin to respond. The following figure shows the turnout percentile by the hour of the day, with the workload by general incident type added for reference.
Figure 95: Turnout Time by Hour (2019–2024)
It is interesting to note the inverse pattern of turnout times and workload. This phenomenon is common in agencies with lower call volume at night. This can be explained as a combination of crews resting and fewer incidents to analyze. A limited data set, such as that found at night, is typically much more susceptible to higher times and more pronounced data swings.
0%
1%
2%
3%
4%
5%
6%
7%
00:00
00:45
01:30
02:15
03:00
03:45
04:30
05:15
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Daily Workload
Turnout Time (90th Percentile)
Hour
Turnout (90th Percentile) - All Daily Workload - All
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 149
Travel Time Analysis
The NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departments lists several travel time requirements for apparatus. The first defined travel time is the time it takes for the first unit, either an engine or a truck, to operate as an engine is 4 minutes. The second-due engine should have a travel time of 6 minutes, and the full initial alarm assignment to arrive within 8 minutes for a moderate-risk structure fire.28 NFPA historically defined advanced life support (ALS) travel time as 8 minutes; however, the new standard leaves that up to the authority having jurisdiction.
Travel time is the difference between when the apparatus checks in en route and when it arrives on scene.
28 National Fire Protection Association. Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departmentss.2020) [Appendix D].
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 150
The following figure shows the theoretical travel times from the two FCFA in service stations.
Figure 96: FCFA 4-Minute Predicted Travel
In theory, the first unit’s 4-minute travel time is suitable for most parts of the two cities. Still, the Oceano area would benefit from a closer station. The other part of NFPA 1710 is to have a full ERF on scene within 8 minutes.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 151
The following figure shows the theoretical 8-minute travel time from the in-service stations.
Figure 97: FCFA 8-Minute Predicted Travel
Theoretical models are beneficial for evaluating potential outcomes; however, considering the actual performance may give a better understanding of what the agency can provide.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 152
First Due Apparatus
The first due performance for FCFA is 6 minutes, 42 seconds or faster, 90 percent of the time, for all incidents within the city. The travel time analysis for the first due is limited to incidents that were identified as emergent responses. Additionally, any response over 30 minutes was removed from jurisdictional responses as being unreasonable. This resulted in a total of 14,996 incidents for analysis, accounting for 59% of all responses.
Breaking the incidents into more manageable groups makes it easier to identify trends or potential issues. The following figure illustrates the first due travel time for emergent responses within one of three categories, categorized by either jurisdiction or aid area.
Figure 98: First Due Travel by Type and Area (2019–2024) 06:56 06:20 06:52
18:26
09:50 09:56
00:00
04:00
08:00
12:00
16:00
20:00
(100) Fire (300) Rescue-Medical All Other Categories
FCFA Aid Area
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 153
Travel times have remained consistent throughout the years. There were fewer than one hundred fire responses each year for FCFA. This is important because the 90th percentile is highly sensitive to smaller data sets, which helps explain the extended travel times in this category. The EMS category, with several thousand priority response incidents over five years, likely provides the most reliable indicator of overall system performance potential. It is worth noting that travel times have gradually increased in duration each year. The following figure shows the travel times by fire, EMS, and other incidents for each year.
Figure 99: Annual First Due Travel Times by Category (2019–2024) The time of day can significantly impact travel times. Factors such as crew readiness, traffic patterns, and incident volume can impact travel times. FCFA's travel times throughout the day remain relatively consistent. 07:21 11:12
08:09
10:05
10:49
11:58
05:37
05:44
05:50
06:27
07:05
06:57
06:52
06:40
06:39
07:06
07:37
07:42
00:00
02:00
04:00
06:00
08:00
10:00
12:00
2019 2020 2021 2022 2023 2024
(100) Fire (300) Rescue-Medical All Other Categories
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 154
The following figure displays the first due travel times by the hour, along with the workload percentage shown for reference.
Figure 100: Travel Time by Hour (2019–2024)
Effective Response Force
The second dimension of the travel time analysis is how effectively the effective response force (ERF) required for a particular incident can be assembled. ERFs change with the complexity and resources required of any given incident. They can range from a single unit to multiple units, equipped with specialty equipment. Two commonly evaluated ERFs are EMS incidents and moderate-risk structure fires. FCFA's ERF for an EMS incident includes an ambulance and another front-line apparatus. In contrast, moderate-risk structure fires include all FCFA units, such as the battalion chief, two mutual aid engines, one mutual aid battalion chief, and an ambulance.
FCFA relies heavily on aid companies to fulfill the needed responder levels. Using the staffing levels from the closest fire stations, those within an 8-minute travel time, the following figure was developed.
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Percent of Workload
Travel Time (90th Percentile)
Hour
In City Travel (90th Percentile) Percent Daily Workload Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 155
Figure 101: 8-Minute Response Force Model
In this system, it was not theoretically possible to assemble a force of greater than 14 within 8 minutes. However, with limited resources immediately available, FCFA maintains a relatively consistent ERF travel throughout the jurisdiction.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 156
The following figure shows the travel time for emergent incidents of the first three units arriving.
Figure 102: First Three Priority Units Travel (2019–2024) Each unit is approximately two minutes away from the next unit. Again, this is primarily due to the concentration, and the apparatus responds from only two locations. As a result, there is a minor variation based on the two commonly evaluated incident types. It would be best to consider the historical performance of ERF based on incident type and moderate risk. However, there were not enough moderate risk incidents with a full ERF to provide a reliable statistical measure.
6.70 8.63
11.37 0
2 4
6 8
10 12
0%
20%
40%
60%
80%
100%
1 2 3
Travel Time Minutes
Percent of All Incidents
Order Of Unit Arrival
Percent of Incidents 90th Percentile Travel
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 157
Agency Response Time Analysis
The first due unit measures the time from when the first unit is dispatched until it arrives on the scene. This is a measure the agency can use to determine its effectiveness; however, it is not a segment that any standard or accrediting organization reviews. Still, it is helpful to understand. Since the FCFA coverage area encompasses two cities and a service district, the remaining performance review will attempt to break out the performance for each area.
The first measure is the agency response analysis, categorized by three incident grouping types. The following figure shows agency response time for each category and political jurisdiction.
Figure 103: Agency Response Time by Political Subdivision & Type (2019–2024) The distance from a station in Oceano appears to be the primary factor contributing to the longer response times. Adding a station may alleviate some of these delays.
Annually, the agency's response times have remained relatively static. With the improved turnout time in 2024, there is some improvement in the first due agency performance. 08:26 08:19
09:03
07:54 07:28
08:36
10:45
09:12
10:03
00:00
02:00
04:00
06:00
08:00
10:00
12:00
(100) Fire (300) Rescue-Medical All Other Categories
City of Arroyo Grande City of Grover Beach Oceano CSD
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 158
The following figure illustrates the annual agency performance at the 90th percentile, categorized by three types of incidents.
Figure 104: Annual Agency Performance by Category (2019–2024) 09:33 08:4110:07 08:55 09:2910:30 10:30 09:1910:19 09:32 09:2410:43 09:14 09:49 10:26 09:20 08:34 09:00
00:00
02:00
04:00
06:00
08:00
10:00
12:00
(100) Fire (300) Rescue-Medical All Other Categories
2019 2020 2021 2022 2023 2024
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 159
The final evaluation is to see the overall effect of the time of day. Since travel time is relatively stable throughout the day, the likely difference in agency performance by hour is due to variations in arrival times. The following figure illustrates agency performance by hour, with the percentage of incidents included for reference.
Figure 105: Agency Performance by Hour (2019–2024)
Total Response Time Analysis
The reason each time segment is analyzed is to get an understanding of where performance can be measured and improved. However, the most essential performance measurement is the total response time. The person in need sees this as the authorities' actual performance. The primary difference between the agency response performance and the total response time is the addition of the communication center element. The customer perceives the response as starting when they call for assistance. Overall, the total response time for FCFA is 9 minutes, 27 seconds or faster, 90 percent of the time. 0%
1%
2%
3%
4%
5%
6%
7%
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
0 2 4 6 8 10 12 14 16 18 20 22
Percent of Evaluated Incidents
Agency Response Time (90th Percentile)
Hour
In District Agency Total (90th Percentile) Percent of Events Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 160
The political and geographic subdivision applies equally well to the agency and total response time analysis. The following figure illustrates the types of incidents and their corresponding total response times by political subdivision.
Figure 106: Total Response Time by Political Subdivision & Type (2019–2024) 09:04 09:02 09:42
08:07 08:50
10:41 11:12
09:35
10:50
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
(100) Fire (300) Rescue-Medical All Other Categories
City of Arroyo Grande City of Grover Beach Oceano CSD
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 161
Similar to the agency response time, the location of a station may help provide faster coverage. Similarly, the annual total response time is also comparable. In this case, the improvement in 2024 is not as pronounced as in other time segments, but it is generally better overall. The following figure is the annual total response time grouped into three divisions.
Figure 107: Annual Total Response Performance by Category (2019–2024) 11:04 08:5210:08 15:25 09:40 12:34 11:14 09:25 10:26 09:55 10:01 12:19 10:07 11:08 11:38 09:47 09:52 11:46
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
16:00
(100) Fire (300) Rescue-Medical All Other Categories
2019 2020 2021 2022 2023 2024
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 162
The final analysis is the total response time performance by hour. The following figure displays the total response time by hour, along with the percentage of incidents for reference.
Figure 108: Total Response Time Performance by Hour (2019–2024) 02:00
04:00
06:00
08:00
10:00
12:00
14:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 0%
1%
2%
3%
4%
5%
6%
7%
Total Time (90th Percentile)
Hour
Percent of Evaluated Incidents
In District Total Time (90th Percentile) Sum of Incidents Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 163
POPULATION GROWTH & SERVICE DEMAND PROJECTIONS
Service demand is typically driven by population growth. Without people, there is little to no need for emergency services. However, the relationship between the general population, population density, population growth, and demographic distribution is poorly understood. Therefore, this analysis provides leadership with information to determine the appropriate resources and distribution.
Population Growth
The population in the FCFA response area includes the Cities of Arroyo Grande and Grover Beach, as well as the Oceano Community Services District. This analysis was conducted utilizing the U.S. Census Annual Community Survey (ACS) and ArcGIS Business Analyst. It remains consistent with the information in the risk section.
According to the U.S. Census data, the population in the FCA service area increased from 37,694 in 2010 to 38,232 in 2020. Based on this data, the annual average growth rate was close to zero, with a high of 0.9% and a decrease in population of -0.11%. Based on census data and simple forecasting tools, the population in 2044 is expected to be between 36,179 and 39,133. The following figure shows the 20-year projection based on the previous 10 years of ACS data.
Figure 109: 20-Year Population Forecast with 95% Confidence Bands 37,694
2010
38,232
2020
37,488
2030
37,544
2044
37,656
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
Population Population Forecast
Lower (95% Confidence) Upper (95% Confidence)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 164
Growth estimates were confirmed by reviewing the 2060 Regional Growth Forecast for the San Luis Obispo County Region, a report commissioned by the San Luis Obispo Council of Governments.
29 This report confirms moderate to no growth for the region. By 2060, this report estimates that the entire county will grow to by 21,045, with the majority of that growth occurring in Paso Robles and San Luis Obispo. Arroyo Grande and Grover Beach combined would increase by a modest 1,341 people by 2060.
Population Distribution
The FCFA response area is mainly developed. Much of the housing consists of single-family residential areas with small lots, multi-family units, and a few clusters of mobile home parks.
The central portion of the jurisdiction, centered around Highway 101 and Grand Avenue, is primarily comprised of commercial properties. While the population in these census tracts is lower, there is typically a large amount of transient traffic during commercial operational hours. The west side of Highway 1 is largely undeveloped, with the area given over to beaches and golf courses, except around the Oceano Regional Airport. However, there are pockets of recreational vehicle parking and single-family residential areas throughout the west side. Since the cities are almost fully developed, the population distribution is unlikely to change significantly. However, with the addition of higher-density mixed-use multi-family buildings being erected, the areas may become more densely populated. 29 www.slocog.org/programs/data-services/regional-growth-forecast.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 165
The following figure illustrates the current population distribution by census block.
Figure 110: 2020 Population Distribution
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 166
Service Demand
Standard linear and polynomial projection models were applied to the 14 years of data provided by FCFA. Each model was evaluated using the R2 methodology to determine the best data fit. Because the slope of the data was generally consistent, almost all models returned a similar value.
The R2 value measures how well the model fits the historical data. The closer the value is to 1, the better the fit with the historical data. In this case, all the models returned an R² value of 0.84. Therefore, the least complex model, straight linear regression, was used. The following figure shows the incident responses rose from 2,812 in 2011 to 4,791 in 2024 and can reasonably be expected to reach between 6,290 and 7,630 in 2044 with a 95% confidence.
Figure 111: Service Demand Projection to 2032
2011
2,812
2016
3,714
2024
4,791
2034
5,783
2044
6,959
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2011201220132014201520162017201820192020202120222023202420252026202720282029203020312032203320342035203620372038203920402041204220432044 Incidents Incident Forcast
Lower (95% Confidence) Upper (95% Confidence)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 167
EFFECTIVENESS OF INTER-JURISDICTIONAL RESPONSE
To best serve the community, the FCFA and its state and local partners collaborate to achieve shared goals. An integrated fire protection system that combines federal, state, and local resources is the most effective way to protect lives, property, and natural resources at risk. Automatic and mutual aid components should be evaluated regularly to ensure the effectiveness of inter-jurisdictional responses meets the needs of FCFA and its partner agencies.
Mutual Aid System in San Obispo County
San Luis Obispo County maintains a mutual aid system that unites local, state, and federal fire agencies under pre-established agreements. Additionally, FCFA has a local automatic and mutual aid agreement that ensures a rapid and coordinated response whenever an incident exceeds the capacity of any single department. The system utilizes standardized protocols, shared resources, and joint training to safeguard communities, infrastructure, and natural resources across the County's diverse terrain.
Under the California Master Mutual Aid Agreement, all fire agencies in the state commit to assisting one another whenever local resources are exhausted. Supplementing this, the California Fire Assistance Agreement (CFAA) empowers the Governor's Office of Emergency Services (Cal OES) to mobilize additional state, federal, and National Guard assets for large-scale emergencies.
The County falls within Cal OES Mutual Aid Region I, which also includes Los Angeles, Orange, Santa Barbara, and Ventura counties. The San Luis Obispo County Fire Chiefs' Association coordinates local adoption of these agreements, refines operating procedures, and facilitates policy updates through regular meetings and joint exercises.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 168
The following figure shows local resources for mutual aid (MA) and automatic aid (AA) responses through the operational area or county.
Figure 112: Automatic and Mutual Aid Resources (Table)
Agency
Station
Location
EnginesAerialsStaff
1 Type2
SLO County Fire/CAL FIRE 64 990 Bello Street, Pismo
Beach 1 — 3 MA/AA
SLO County Fire/CAL FIRE 63 2555 Shell Beach Road,
Pismo Beach 1 — 3 MA/AA
SLO County Fire/CAL FIRE 62 1551 Sparrow Road, San
Luis Obispo 1 — 2 MA
SLO County Fire/CAL FIRE 72
2391 Willow Road, Arroyo
Grande 1 — 2 MA
SLO County Fire/CAL FIRE 70
450 Pioneer Avenue,
Nipomo 1 — 5 MA
City of San Luis Obispo Fire 1
2160 Santa Barbara Street,
San Luis Obispo 1 1 6 MA
Total Available 6 1 21
FCFA and the greater Central Coast may face challenges in obtaining resources promptly, stemming from the County's steep terrain and narrow coastal roads, which can hinder access during peak fire season.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 169
The following figure is a map with the local resources for mutual aid (MA) and automatic aid (AA) responses.
Figure 113: Automatic and Mutual Aid Resources (Map)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 170
Inter-Jurisdictional Response Components
Evaluating the effectiveness and efficiency of inter-jurisdictional emergency services provided by fire departments is a complex task. It focuses on partnerships with adjacent partner agencies, involving an assessment of how well different fire departments and emergency services collaborate across boundaries to deliver timely and high-quality services.
Mutual Aid and Automatic Aid Agreements
Mutual aid and automatic aid agreements enable departments to receive help from neighboring jurisdictions quickly when necessary. These agreements should clearly outline when and how partner agencies assist each other, ensuring effective responses to largescale emergencies. Automatic aid agreements are typically more efficient than mutual aid, as they automatically dispatch the nearest available unit, rather than waiting for a formal request. Effective mutual aid agreements should also include standardized reimbursement or resource replacement protocols.
FCFA has an automatic aid agreement, signed in March 2023, that outlines the areas and responsibilities for the Pismo Beach Fire Department (operated by CAL FIRE), as well as the areas covered by CAL FIRE and FCFA. The remaining responses from agencies responding within the FCFA and FCFA units responding out of the jurisdiction. FCFA also participates in other state and regional mutual aid programs.
Response Times
A primary indicator of the effectiveness of inter-jurisdictional emergency services is the response time to incidents within the shared service areas. By pooling resources and sharing responsibilities, fire departments can cover larger geographic areas and respond faster to emergencies. This is especially true in the regions that might otherwise experience slower response times due to distance or limited resources.
Evaluating historical response data is essential; however, to match the new auto-aid agreements, incident data is limited to after June 2023. There was not enough data available to conduct a reliable analysis. Instead, models were created for the different travel time possibilities.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 171
The first figure shows the expected 4-minute travel time for the area, including all closest CAL FIRE and FCFA units.
Figure 114: 4-Minute Travel from all Area Stations
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 172
Within the 4-minute areas, the auto aid agreement works well for FCFA Station 2 and Pismo Beach Station 64, as they double cover their areas in several locations. The remaining areas will benefit from an auto aid unit based on a second unit responding. The 8-minute travel distance evaluation shows excellent overall coverage of the region, lending credibility to the usefulness of an auto aid agreement, especially where multiple units are needed. The following figure shows the 8-minute travel coverage from all area stations.
Figure 115: 8-Minute Travel Area Stations
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 173
Resource Sharing and Cost Efficiency
The sharing of apparatus, specialized equipment, and personnel between jurisdictions enhances the capability to respond to large or complex emergencies that might overwhelm a single department. Resource sharing is also effective when departments specialize in different areas, such as hazardous materials (HazMat) and technical rescue.
This allows for comprehensive coverage across all types of incidents. From a cost perspective, inter-jurisdictional partnerships can lead to cost savings through shared equipment purchasing, reduced duplication of services, and joint training programs.
Efficient resource sharing can lower operational costs for each department without sacrificing service quality.
In the automatic aid area, no cost recovery is authorized, with a few specific exceptions.
FCFA participates in the regional HazMat team, which should help defray the costs of using that team if necessary. Other cost recovery agreements can be found in state aid and county response plans, as well as in cost recovery definitions.
Communication and Coordination
The effectiveness of inter-jurisdictional emergency services hinges on robust communication and coordination among departments. Efficient coordination enables various departments to function as a cohesive unit, particularly during large-scale or multiagency incidents. Streamlined coordination is crucial to prevent duplicated efforts or miscommunication, which can lead to delays or errors. Reliable communication systems and protocols ensure that all responding agencies understand their roles and responsibilities.
Communication between the CAL FIRE agencies and FCFA is easily accomplished as they are on the same radio system. Other county assets may require radio patches to facilitate communications.
Training and Joint Exercises
Regular joint training exercises enhance the effectiveness of inter-jurisdictional operations by ensuring that all agencies are familiar with each other's equipment, procedures, and personnel. This knowledge is crucial when multiple departments collaborate, particularly during significant incidents such as natural disasters or major fires. Joint training also promotes cost savings and efficiency, as departments can share resources for training programs instead of operating separate, redundant ones. Except for members who participate in special teams, there is no evidence of a comprehensive regional training program in place.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 174
Partner Capabilities
The regional partners for FCFA all have similar apparatus and capabilities. The San Luis Obispo City Fire Department apparatus maintains a minimum staffing level of three personnel. CAL FIRE ranges from 3 in the Pismo Beach area to 2 and 3 in the surrounding state response areas. FCFA maintains a minimum staff of 3 on each engine and 2 on the truck. The apparatus capabilities across jurisdictions are similar and appropriate to the risks associated with coastal cities in California.
Area Aid Assets
FCFA has access to several close-in aid companies and several companies within the region. The following figure lists those agencies, their stations, apparatus, and minimum staff at each fire station.
Figure 116: Automatic Aid Resources Available to FCFA
Apparatus FCFA Staffing
Close Aid
Company
Staffing
Extended Travel
Aid Company
Staffing
Fire Chief 1
BCs 6611, 6612 & 6613* 1
Engine 6691 3
Truck/Rescue/Brush 2
Engine 6692
(and additional cross-staffed apparatus) 3
CAL FIRE Station 64 3
CAL FIRE Station 63 3
CAL FIRE Station 62** 2
CAL FIRE Station 72 2
CAL FIRE Station 70** 5
SLOFD Station 1 Engine** 3
SLOFD Station 1 Truck** 3
San Luis Ambulances (SLA) 2 ***
Total Available to FCFA 10 8 (plus 2
EMS)
13 (plus
multiple EMS)
* One on duty each day.
** Extended travel times.
*** Multiple ambulances when they are available.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 175
Aid Volume
FCFA and the CAL FIRE regional units provide automatic aid to the area based on the incident location. The category of incident determines the type of response from the partner agency. This has resulted in 85 incidents post-June 1, 2023, within FCFA’s response area that did not have an associated FCFA unit. Fifteen of these were in the Oceano CSD, thirty in Grover, and the rest in Arroyo Granda CAD zones. During the same time period, there were 257 incidents in which FCFA units responded to Pismo Beach or CAL FIREidentified auto-aid areas.
Other Emergency Services Resources in the Region
In addition to fire departments, several other agencies can assist the fire department with emergency response. Local police departments are not listed individually here, but their role in emergency response is not to be overlooked. A police presence is critical during most responses.
Emergency Communications & Dispatch
The San Luis Obispo County Sheriff's Office is the primary public safety answering point for 911 calls in the FCFA service area. The CAL FIRE/San Luis Obispo County Fire Department's Emergency Command Center (SLU ECC) is the secondary dispatch center that receives and routes 911 calls to the appropriate emergency services (e.g., fire, & EMS). SLU ECC provides FCFA with the closest unit dispatch, utilizing Automated Vehicle Location (AVL) technology.
SLU ECC provides public safety and 911 dispatch services through a cooperative agreement to nine fire departments in the county, including FCFA. SLU ECC measures its performance based on NFPA 1225.
Emergency Medical Transportation & Response
The regional ambulance transport agency is the San Luis Ambulance Company. This privately owned ambulance company operates under contract and license with the San Luis Obispo Emergency Medical Services Agency. The company operates multiple ambulances from various stations in eight cities.
Aerial transport is provided by one private partner, CALSTAR, a Global Medical Response company. Additionally, the California Highway Patrol has an area helicopter, the H-70, which is equipped and capable of medical transport.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 176
County Office of Emergency Services
The San Luis Obispo County Office of Emergency Services (OES) is responsible for coordinating and conducting emergency planning, response, and recovery in collaboration with local, state, and federal partners. OES is the primary local coordination agency for emergencies and disasters affecting residents, public infrastructure, and government operations in San Luis Obispo County.
In terms of community preparedness, ReadySLO.org serves as a comprehensive portal for anyone living in or visiting San Luis Obispo County who wants to be ready for emergencies.
Managed by the County Office of Emergency Services in partnership with local public safety agencies, the site consolidates all the information needed to know before, during, and after a disaster into a single, easy-to-navigate resource.
Before an emergency occurs, the Prepare section provides guidance on creating a family emergency plan, assembling essential supplies, and becoming familiar with the county’s specific hazards. When a crisis unfolds, the Current Emergency Information page serves as the primary source for real-time updates on ongoing incidents, evacuation procedures, and operational details—ensuring residents remain informed about evolving warnings and orders.
Once the danger has passed, the Recover section provides resources for navigating the aftermath, including cleanup guidance, financial assistance options, and safe return procedures. ReadySLO.org also includes an interactive evacuation zone lookup tool to identify zones in advance, and real-time alerts are distributed through Wireless Emergency Alerts and Reverse 911 to maintain critical communication when every minute counts.
By consolidating preparedness checklists, live incident updates, recovery resources, and rapid-alert systems in one place, ReadySLO.org empowers the county community to plan ahead, respond effectively, and rebuild safely after emergencies.
San Luis Obispo Fire Safe Council
Established in 1998, the San Luis Obispo Fire Safe Council is committed to creating fire-safe environments throughout San Luis Obispo County. The mission of the Fire Safe Council is to serve as a collaborative forum for promoting community fire-safe planning, education, and coordination, linking fire-prevention programs, and supporting the local fire service. The FCFA Fire Chief was appointed to serve on the Board of Directors by the 4th County Supervisorial District.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 177
United States Coast Guard
The United States Coast Guard (USCG) operates Coast Guard Station Morro Bay. The USCG maintains a 27-person National Security Base and Search and Rescue Station at Morro Bay Harbor to provide Coast Guard services for the entire Central California Coast.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 178
PERFORMANCE OBJECTIVES & MEASURES
FCFA provides fire protection, first responder EMS, and other emergency services to a response area of approximately 10.5 square miles. This is accomplished with a mix of staffed apparatus. To address the risks associated with each response, sufficient personnel and equipment must be dispatched to complete the specific critical tasks for each type of incident and corresponding risk.
During a fire, the critical tasks that must be performed can be broken down into two key components: life safety and fire flow. Life safety tasks are based on the number of building occupants, their location, status, and ability to take self-preservation actions. Life safetyrelated tasks involve searching, rescuing, and evacuating victims. The fire-flow component involves delivering sufficient water to extinguish the fire and create an environment within the building that allows firefighters to enter.
The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat various fires. Without adequate personnel to perform concurrent action, the commanding officer must prioritize the tasks and complete some in chronological order rather than concurrently. These tasks include the following:
• Incident command
• Scene safety
• Search and rescue
• Fire attack
• Water supply
• Pump operation
• Ventilation
• Backup/rapid intervention
Critical task analyses also apply to all agency program categories. Numerous simultaneous tasks must be completed to effectively control an emergency. FCFA's ability to quickly mobilize the necessary numbers of trained personnel is critical to achieving successful incident outcomes.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 179
Throughout this document, risk levels for each response type have been identified.
Generally, they are broken into low, moderate, high, and maximum risks. These apply across the six FCFA programs: fire response, EMS, technical rescue, hazardous materials response, and aircraft rescue and firefighting efforts. Appendix B of this report shows the breakdown of each risk classification by program.
FCFA completed a critical tasking overview as part of this study. Each hazard type was identified, and the expected number of personnel was determined based on critical tasking and operational procedures. The following figure summarizes the total personnel required by incident type and risk category.
Figure 117: Staffing Recommendation Based on Risk
Incident Type Maximum
Risk High Risk Moderate Risk Low Risk
Fire 42 27 18 3
Emergency Medical 17 13 9 4
Wildland/WUI N/A 56 16 6
Technical Rescue 24 15 11 3
Hazardous Materials 32 22 7 3
Establishing resource levels needed for various emergencies is a uniquely local decision.
Factors influencing local decisions for incident staffing include the type of equipment operated, the training levels of responders, operating procedures, geography, traffic, and the nature of the buildings and other risks being protected.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 180
Critical Tasking
FCFA has developed the following Critical Task Analysis using risk matrices for various incident types. Critical tasks are those activities that must be conducted promptly by firefighters during the early stages of emergency incidents. This intervention is essential to control the situation, prevent further loss, and perform the necessary tasks required in a medical emergency. FCFA is responsible for ensuring that responding companies can perform all described tasks promptly, efficiently, and safely. The following figures represent the minimum number of personnel required by FCFA, categorized by incident type, risk severity, and function.
Figure 118: Fire Response Critical Tasking
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command/Support 2 1 1 1
Safety 1 1 1
Size up (360°) 1 1 1
Driver/Engine or Pump Operator 4 3 2 1
Water Supply 1 1
Standpipe/Sprinkler Control 1 1
Fire Attack 6 4 3 1
Fire Attack & Search and Rescue 3
Search & Rescue 6 4
Ventilation/Utilities 6 4 3
Backup Line 3 2 2
Rapid Intervention Team (Two Teams) 6 3
EMS Unit - ALS 2 2 2
Other 3
Total Effective Response Force 42 27 18 3
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 181
Figure 119: Emergency Medical Services Critical Tasking Function Maximum
Risk High Risk Moderate Risk Low Risk
Command 1 1 1
Operations 1
Triage Group 1 1
Basic Life Support Treatment 3 3 3 2
Advanced Life Support Treatment 6 4 2 2
Extrication/Hazard Mitigation 3
Transport Group 1 1
Staging 1
Other 3 3
Total Effective Response Force 17 13 9 4
Figure 120: Wildland/WUI Fire Critical Tasking
Function High Risk Moderate Risk Low Risk
Command 1 1 1
Driver/Engine or Pump Operator 5 3 1
Flank Divisions 3 3
Fire Attack 4
Structure Protection 6 3
Other 15 6
Other 24
Other 2
Total Effective Response Force 56 16 6
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 182
Figure 121: Technical Rescue Critical Tasking
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command/Support 1 1 1 1
Safety 1 1
Operations 1
Entry team leader and teams 6
Rescue Teams 8
Extrication/Hazard Mitigation 6 1
Rescue Support Group 1 1
Basic Life Support Treatment 2 2 2 1
Advanced Life Support Treatment 2 2 2
Other 10
Total Effective Response Force 24 15 11 3
Figure 122: Hazmat Critical Tasking
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command/Support 1 1 1 1
Safety 1 1 1
Pump Operations/Decon 1
Operations 1
Hazard Mitigation 4 2
Entry Team Officer and Team 6 4
Backup Entry Team 4 3
Hazmat Support Group 6 5
Decon Group 3 3
Medical Group 3 3
Staging 1
Other 6 2
Total Effective Response Force 32 22 7 3
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 183
Figure 123: Airport Rescue/Firefighting
Function Maximum
Risk High Risk Moderate Risk Low Risk
Command 1 1 1 1
Safety 1 1
Operations Section 1
Fire Attack Group/Standby 6 3 3 3
Rescue Group Standby 3 3 3
Triage/Medical Group 3 3
Basic Life Support 2
Advanced Life Support 2
Transport Group 3
Staging 3
Other 3 3
Total Effective Response Force 22 14 10 7
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 184
Alarm Assignments
FCFA encounters certain complexities that are inherent in the all-hazards response system, given the limited number of on-duty resources. However, the relationship between FCFA and CAL FIRE allows for additional staffed apparatus to be deployed when available, as part of an automatic or mutual aid agreement. The following figure shows the FCFA and the immediately surrounding staffed apparatus, along with their respective unit levels.
Figure 124: Available Units
Apparatus FCFA Close Aid
Companies
Extended Travel
Aid
Fire Chief 1
BCs 6611, 6612 & 6613* 1
Engine 6691 3
Truck/Rescue/Brush 2
Engine 6692
(and additional cross-staffed apparatus) 3
CAL FIRE Station 64 3
CAL FIRE Station 63 3
CAL FIRE Station 62** 2
CAL FIRE Station 72 2
CAL FIRE Station 70** 5
SLOFD Station 1 Engine** 3
SLOFD Station 1 Truck** 3
San Luis Ambulances (SLA) 2 ***
Total Available to FCFA 10 8 (plus 2 EMS) 13 (plus multiple EMS)
* One on duty each day.
** Extended travel times.
*** Multiple ambulances when they are available.
The preceding figure illustrates the challenge of completing a full alarm assignment for a moderate-risk structure fire promptly. While 18 fire responders are available on paper, the actual number available depends on unit availability and call volume in other areas.
However, it is possible, with some delays, to fill a complete structure response. Starting units early will be key to the effective response force's arrival. Fortunately, the CAL FIRE units are dispatched from the same communications center, and Stations 64 and 63 are automatically sent in some instances.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 185
The following figure illustrates the dispatch plan for moderate and high-risk fire and EMS responses.
Figure 125: Example of the FCFA Fire & EMS Dispatch Plan Response Type Chiefs FCFA
Engines
FCFA Truck
or Rescue
Aid
Apparatus
Aid Chief
Officers SLA
Structure Fire
Moderate 1* 2 1 1 1 1
Structure Fire High 1* 2 1 7 2 1
EMS Moderate 1* 2 ** 1
EMS High 1* 5 ** 1
* The Fire Chief may be available and would increase the chief response to 2. **The truck or rescue vehicle may take the place of an engine.
The intent is to build a dispatch model that fulfills the tasking requirement for the various levels of risk. The following lists indicate what the agency reports as its dispatch complement of units and personnel versus its identified staffing requirements for different risk levels.
Figure 126: Emergency Medical Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 4)
EMS Units 1 2 2
Totals: Over/(Under) ERF 1 2 0 0 (1)
Moderate Risk (ERF staffing = 9)
EMS Units 1 2 2
Fire Units 3 6 6
Totals: Over/(Under) ERF 4 8 0 0 (1)
High Risk (ERF staffing = 13)
EMS Units 2 4 4
Fire Units 4 9 9
Totals: Over/(Under) ERF 6 13 0 0 0
Maximum Risk (ERF staffing = 17)
EMS Units 4 7 7
Fire Units 4 9 9
Totals: Over/(Under) ERF 8 16 0 0 (1)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 186
Figure 127: Fire Alarm Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 3)
Engine/Pumper 1 3 — — 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 18)
Engine/Pumper 2 6 2 4 10
Ladder 1 2 — — 2
Battalion Chief 1 1 1 1 2
EMS — — 1 2 2
Totals: Over/(Under) ERF 4 9 4 7 (2)
High Risk (ERF staffing = 27)
Engine 2 6 6 12 18
Truck/Rescue 1 2 1 4 6
Battalion Chief 1 1 2 2 3
EMS — — 1 2 2
Totals: Over/(Under) ERF 4 9 10 20 2
Maximum Risk (ERF staffing = 42)
Engine 2 6 10 20 26
Truck 1 2 3 9 11
Battalion Chief 1 1 3 3 4
Totals: Over/(Under) ERF 4 9 16 32 (1)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 187
Figure 128: Wildland/WUI Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 6)
Fire Units 3 5 — — 5
Totals: Over/(Under) ERF 3 5 0 0 (1)
Moderate Risk (ERF staffing = 16)
Fire Units 4 8 2 3 11
Totals: Over/(Under) ERF 4 8 2 3 (5)
High Risk (ERF staffing = 56)
Fire Units 4 8 14 58 66
Totals: Over/(Under) ERF 4 8 14 58 10
Figure 129: Technical Rescue Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 3)
Fire Units 1 3 — — 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 11)
Fire Units 4 8 — — 8
EMS Units 1 2 — — 2
Rescue Units 1 1 — — 1
Totals: Over/(Under) ERF 6 11 0 0 0
High Risk (ERF staffing = 15)
Fire Units 3 7 1 3 10
EMS Units 1 2 — — 2
Rescue Units 1 1 1 2 3
Totals: Over/(Under) ERF 5 10 2 5 0
Maximum Risk (ERF staffing = 24)
Fire Units 4 8 2 5 13
EMS Units 1 2 — — 2
Rescue Units 1 1 1 8 9
Totals: Over/(Under) ERF 6 11 3 13 0
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 188
Figure 130: Hazardous Materials Assignments by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 3)
Fire Units 1 3 — — 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 7)
Fire Units 3 7 — — 7
Totals: Over/(Under) ERF 3 7 0 0 0
High Risk (ERF staffing = 22)
Fire Units 4 8 2 4 12
HazMat Units — — 1 10 10
Totals: Over/(Under) ERF 4 8 3 14 0
Maximum Risk (ERF staffing = 32)
Fire Units 4 9 3 8 17
HazMat Units — — 1 10 10
Totals: Over/(Under) ERF 4 9 4 18 (5)
Figure 131: Aircraft Rescue/Firefighting by Risk
Dispatched Apparatus FCFA
Units
FCFA
Staff Aid Units Aid Staff Staffing
Low Risk (ERF staffing = 7)
Fire Units 3 6 — — 6
Totals: Over/(Under) ERF 3 6 0 0 (1)
Moderate Risk (ERF staffing = 10)
Fire Units 4 9 — — 9
Totals: Over/(Under) ERF 4 9 0 0 (1)
High Risk (ERF staffing = 14)
Fire Units 4 9 1 2 11
Totals: Over/(Under) ERF 4 9 1 2 (3)
Maximum Risk (ERF staffing = 22)
Fire Units 4 9 2 4 13
EMS Units 2 4 — — 4
Totals: Over/(Under) ERF 6 13 2 4 (5)
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 189
One note in these dispatch plans is the extended travel time for any amount over 18 personnel. In some cases, any response with more than 31 required responders may be a very lengthy response. However, in that case, these travel times may not have a significant effect on the ultimate outcome of these maximum risk events, as they are already enormous events to begin with.
Response Time Performance Objectives
There are two primary goals for establishing an effective response force, based on critical staffing. The first step is to match the incident need with available resources, thereby creating an efficient methodology for responding to incidents. As evident in the previous section, aid agreements need to be carefully managed if FCFA is to maintain or improve its deployment efficiency. The other goal is to determine if your deployment methodology meets the needs of the incident types and to evaluate its performance.
There are several elements to a response standard. The CFAI recommends creating a standard, or baseline, and a benchmark, or goal. Both the goal and standard should include the total response time and major time segments for the first-arriving unit and the effective response force. Additionally, a complete description of the abilities and equipment of the first-arriving unit, as well as the makeup and capabilities of the effective response force.
While NFPA 1710 applies to FCFA, most agencies find it very challenging to meet these stringent standards, especially when political will and financial constraints are considered.
However, as a goal, the NFPA standards can serve as a practical guide. These standards are described earlier in the report. To that end, FCFA should consider adopting standards and associated goals for improvement. These standards should be advertised and adopted by cities and service districts to ensure that all parties understand what the standard is, how the agency is performing against it, and what citizens expect for improvement. This helps guide the chief staff in determining strategic and capital goals to comply with these standards.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 190
The following figure illustrates a series of standards that the agency can easily adopt—and which historical performance shows can be attained — along with some potential goals.
Figure 132: Response Time Standards & Goal Examples
Time Segment Compliance City
Standard City Goal CSD Standard CSD Goal
Turnout Time 90% 2:40
NFPA
1:00 EMS
1:20 Other
Same Same
Travel Time 90% 6:00 5:00 7:00 6:00
First Due Time 90% 8:20 6:20 9:30 7:20
The first due apparatus would be defined as the first to arrive with appropriate staffing and equipment to begin addressing the issue. For example, a fire incident would require a fire engine or truck capable of producing an uninterrupted fire stream of at least 200 GPM, two firefighters equipped with full personal protective gear, and forcible entry tools. An EMS incident would require a BLS-equipped vehicle with at least one properly trained provider and a radio. This ensures that the first unit that counts is capable of initiating care. Allowing a chief officer’s arrival to “stop the clock” on a fire incident—when that officer cannot directly mitigate the hazard—creates a misleading picture of performance and does a disservice to the community.
Using the political subdivision as the basis for measuring performance provides the contract agency with a clear understanding of the level of service being purchased. If higher performance is desired, it becomes the responsibility of the chief staff and FCFA leadership to clearly define the additional resources required to achieve it. This approach also enables comparison of alternative service proposals, allowing decision-makers to evaluate effectiveness relative to cost. Unfortunately, there is no single standard that applies to a system as dispersed, eclectic, and complex as FCFA. Therefore, it will be incumbent on FCFA to explore appropriate and attainable measures. However, whatever method is adopted, FCFA should consider establishing specific response performance zones.
Fire agencies throughout the United States establish risk zones based on risk and population density. Risk or "demand" zones provide a more accurate picture of service delivery performance. This may be especially relevant for an agency as diverse as FCFA. It will also help the agency identify areas that may need capital investment to improve performance in specific areas.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 191
The preceding response discussion is presented as examples, in the hope that it provides FCFA with the necessary information to establish response standards and targets. Setting response standards and performance goals should be viewed as a strategic planning tool for community loss control. In the case of FCFA, it should help establish whether the current contractor's performance is satisfactory and what is required to improve it if necessary.
FCFA is encouraged to initiate the process as soon as possible to support future planning needs.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 192
OVERVIEW OF COMPLIANCE METHODOLOGY
This Community Risk Assessment: Standards of Cover presents a detailed picture of FCFA's current performance. However, this is just a starting point for the agency to pursue improved performance. FCFA will benefit from an ongoing data analysis system to make the most of the information presented. The approach should be able to demonstrate performance in a meaningful and actionable way to leadership. Additionally, it should foster performance transparency for elected officials and citizens.
Designing an analysis system is a time-intensive process that requires significant capital and talent. Leaders need to understand and engage in data analytics. It will also require FCFA to identify and assign someone with a penchant for data analytics, statistics, databases, and mathematics, regardless of the technology used. The Plan-Do-Check-Act framework presents a conceptual design and implementation approach for an analytical system. This is known as the Deming cycle of continuous improvement, illustrated in the following figure.
Figure 133: Deming Cycle30
30 www.getvetter.com/posts/129-define-continuous-improvement-8-experts-definitions.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 193
Plan—Research & Codify
Creating a durable analytic system requires a definition and understanding of what the data should present, the impacts of the information, and what constitutes the data stream.
Once the descriptions are understood, they must be adopted as policies and acceptable practices. The following areas are presented for FCFA to consider as they plan for performance improvement.
Adopt Overall Performance Objectives
The first step for FCFA is to determine the key performance metrics it will monitor and manage. FCFA does not currently create or publish periodic performance metrics.
Reporting performance, especially in relation to standards and goals, is the first step in the entire improvement process.
The FCFA, cities, and service district leadership must agree on the performance metrics they will manage. Again, this document should provide some direction and the foundation for discussions. Additionally, the time components being managed should align with an overall service objective or area of focus.
Establish Management Segments
As discussed earlier in the performance section, an emergency incident has several identifiable segments. By adopting time objectives based on these segments, an agency can begin to understand how its actions impact the total response time of an incident.
While much of the analytics available for the fire service is based on time, this is not the only performance metric that can be measured. Each segment can help identify areas where the performance objective may be other than time, such as quality or prevention.
However, the most widely available and used metrics center around time. Once the time analysis is mastered, the agency should expand into the less traditional performance evaluation methods.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 194
The following figure identifies the emergency incident segment, potential metrics, applicable NFPA standards, and other comments.
Figure 134: Incident Segments
Segment Key Performance Metric Standard Comments
Normal State Community demographics
N/A
This base state
needs to be
defined. Prevention
mainly affects this.
Incident Initiation
Incident Counts
Incident Detection
Notification Action
PSAP Answer NFPA 1225 Prevention and
PSAP Notification Education
PSAP Interrogation PSAP Transfer & Agency
Answer NFPA 1225 CAD to CAD
Agency Notification agreements
Agency Interrogation
Call Processing
Total
Response
Time
NFPA 1225
& 1710 These segments
should be
evaluated at a
minimum. Each
segment should
have an adopted
performance
standard.
FD Notified
FD Unit Dispatched
> Turnout Time
> Travel Time
FD Unit Responding NFPA 1710
FD 1st Unit Arrives
FD ERF Dispatched
ERF Travel & Total Time NFPA 1710
FD ERF Arrives
EMS To Destination
> Destination Travel
> Wall Time N/A Applicable to EMS
transport agencies. EMS At Destination
EMS Clear Destination
FD Units Clear Incident
From dispatch to clear,
total time, this translates
into unit utilization
N/A
Used to evaluate
unit workload and
availability.
Normal State
The outcome of the incident response is the gold standard for service delivery analytics. However, this advanced study is outside the scope of this report and requires unconventional research and analytic methods.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 195
Continuing to expand on the medical incident example, the time segments for the firstarriving unit in a medical call include call processing, turnout, travel, and total response times. However, due to dispatch performance, the PSAP component, FCFA would benefit from adding the call answer and PSAP transfer time segments as management components in its formal performance evaluations. That will, of course, need to be decided by the ECC, the Sheriff's office, and FCFA leadership. While some of the NFPA standards are challenging to meet, many dispatch centers have met the NFPA 1225 standards. The best approach is to agree on the standards and report performance.
Meeting turnout time standards is a mix of station design, staffing, and crew performance.
FCFA's goal time of 1 minute during the day and 1 minute, 30 seconds at night is an aggressive but attainable goal. A 2024 performance of 2 minutes, 38 seconds or faster, 90 percent of the time, is a good starting point.
The NFPA goal of achieving a first unit travel time of within 4 minutes, 90 percent of the time, is an extremely aggressive target. The design and placement of stations play a significant role in this. However, FCFA could adopt the travel times discussed above. Once the bridge replacement is complete, it will be a good idea to reassess this segment. Also, adding a staffed station closer to the Oceano area would be beneficial for that community. It would add some flexibility for the rest of the jurisdiction.
The effective response force times are going to be a complex subject for FCFA. With a small staff, they cannot rely on themselves for a full ERF on any incident of significant complexity. Ensuring there are enough firefighters and equipment in the appropriate area, whether FCFA or CAL FIRE units, is beneficial for all customers in both jurisdictions. It is essential for the cities of Arroyo Grande, Grover Beach, and Pismo Beach, as well as the communities of Oceano and, to a degree, Nipomo, to cooperate and deploy their forces in a manner that allows for comprehensive coverage of the entire area. While taxation is often viewed as a negative concept in today's political environment, public safety does come at a cost.
Performance Specifics
The next step is to define the criteria that satisfy the performance requirements of the analysis. For example, does the arrival of a chief officer stop the response clock, or is it an apparatus designed and equipped to address the incident's specifics? Can an ambulance stop the clock on a structure fire, or is it an apparatus that can begin to address the fire hazard, like fire attack and water supply? There is no one answer to these questions, and leadership must define them to meet the community's expectations of performance.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 196
The apparatus variable may be defined by type or a description of capabilities. If an engine company's capabilities are well known, then stating a first due apparatus as the engine company will suffice. However, the definition might be more descriptive if the engine companies differ in their approach. For example, a complete description might state, "the first arriving company, capable of providing a minimum of three firefighters, officers, or engineers, and equipped with an AED and EMT-B firefighters." It will be up to the agency to clarify this component. However, CFAI expectations are to clearly define the capabilities of the first arriving and effective response forces. For FCFA medical incidents, the leadership could adopt the first front-line vehicle, such as an engine, truck, or rescue apparatus, as the clock-stopping vehicle. This is what will be used in the example.
Another variable that should be defined is geographic limitations. For example, an agency may state that the travel time for a building within one road mile of the station would be four minutes, while those more than two road miles away would be ten minutes. FCFA may also be able to evaluate response areas by political subdivision. A more common methodology is to assess the area's population density; however, the entirety of the FCFA is situated in what the ECC describes as an urban environment.
FCFA may add or limit the number of qualifying statements for any incident type. However, the result is the same: a performance chart based on incident type and perhaps severity, which includes goals, standards, differences, and references. The following figure illustrates a potential performance statement based on a single-unit response.
Figure 135: Performance Chart Example
Key Metric Baseline Benchmark Strategic
Improvement Reference
First-due engine or truck performance for first-due fire & EMS incidents in FCFA.
Call Processing 1:15 1:00 ECC and Sheriff's
Dept.
Dispatch
agreement
Turnout Time 2:40 1:00 Day
1:30 Night
Management
initiatives Meets Agency Goal
Travel Time
6:00 (Cities)
7:00 (CSD)
(2024 90th)
5:00 (Cities)
6:00 (CSD)
Routing and
training,
improved roads,
staff station
(CSD)
Reasonable
expectation for the
area
Total Time 9:30 8:00 Turnout time
focus
This is a reasonable
expectation.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 197
The preceding figure is an example and does not necessarily meet or even follow the overall performance review standards accepted by FCFA. It does, however, illustrate the process. This process would be repeated for all the service areas or programs FCFA wishes to manage with data. For example, as in this risk assessment document, FCFA could continue to group fire, medical, and other incidents.
One concept to remember is that total response times are not an aggregate of call processing, turnout, and travel times. Because the evaluation in this case utilizes the 90th percentile, the baseline incident time segments do not stack vertically, and the total time is analyzed statistically. In other words, adding call processing, turnout time, and travel time for all incidents does not necessarily equate to the 90th percentile total response time.
Develop Evaluation Methodology
Now that the performance charts are defined for each incident segment and type, a methodology should be developed for analyzing the performance. During this step, the agency should evaluate who can perform the analysis and determine the necessary tools to complete their tasks. The reporting periods and management expectations from the reports should also be defined.
It is common for leaders to receive a technical report, such as a statistical evaluation of performance, and take little action as a result. The primary purpose of these statistical evaluations is to help leaders determine what to change, add, or leave unchanged to provide the best service to the community. Unfortunately, technical reports that are not understood or report irrelevant information are typically useless. Reports are received, dutifully read, and filed away in a corner or trash can without being connected to the statistics.
Statistics is not a magic solution. Statistics were developed to provide a reference for complex issues, making them easier to comprehend. However, inaccurate or misleading evaluations can cause damage and other problems. For an excellent example of mathematical systems being inappropriately applied and corrupted by leaders, see the book "The Fires" by Joe Flood. Statistical measures need to be valid, representative, and consistently applied.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 198
At its heart, statistics in emergency services should be designed to add understanding of historical performance, reported in a way that is consistent and comparable to other similar agencies. To make this work for FCFA, the leaders must discuss the statistical measures they will use. For example, they may use the mean or median measures for good reasons. However, the NFPA and CFAI have adopted a percentile-based approach for performance analysis, typically using the 90th percentile measure. Therefore, it is up to FCFA to decide which statistics they use. Since FCFA will likely evaluate itself against industry standards or other agencies, it should consider continuing with the 90th percentile measures presented in this document.
When building an evaluation methodology, a key concept is determining what data will be included in the analysis. There is significant debate within the fire service regarding what constitutes flawed data or an outlier. Again, the decision on what to include and potentially exclude is at the discretion of the FCFA leadership. For credibility, these decisions should be well-documented.
People typically create the errors encountered in the records system. For example, information in a record may be added incorrectly or left blank. These errors apply to time fields, code application, narration, and incident specifics that an analyst uses to slice the data. Since these errors are typically created during the incident record creation process, incorporating a robust quality assurance and training program is the most effective solution.
A quality assurance program looks at each incident for errors and unacceptable performance. Once the incident report is complete, it is placed in a quality check queue.
Someone with knowledge of the call, but not necessarily at the incident, will then review the report and evaluate it for accuracy. The following list is an example of a minimum quality assurance review.
• Well-written narratives that are legally defendable.
• All dispatched units added the correct information.
• Incident type matches the incident findings in the narrative or what the quality evaluator knows to be true about the incident.
• Incorrect date and time-stamped information is corrected through a verification process.
• Unexpected date and time-stamped information is captured and explained.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 199
Once the records are accurate, there may still be some data that skews the results because it contains abnormalities. In this case, an agency may want to disregard these anomalies in its performance analytics. Suppose the agency defines what records it will disallow. In that case, those records identified as unexpected can be removed from the analysis. This outlier policy should be well-documented and not designed to undermine the agency's credibility. A custom or trigger field can identify the disqualified incident record as an exception and exclude it from the analysis.
Caution should be taken when removing any record that accurately shows performance.
For example, it seems unlikely that any unit would be able to turn out in zero seconds, so often that zero data is removed. However, if a crew is contacted directly and initiates the response, the turnout time would be zero. Therefore, in this case, a zero response indicates the deployment of units for this incident was very effective. Another example is a long drive along a road under bad road conditions. While the time may be extensive, it is actual performance. Therefore, it should be evaluated for what it is: a problematic response.
Considering all the potential anomalies and defining them before any analytics are completed helps make the analysis more transparent and adds a level of trust.
A secondary method for removing incorrect data is to identify statistical outliers. The methodology for these changes is based on the shape and variability of the data. For example, taking 1.5 multiples of the standard deviation may identify those statistical outliers for data points evenly distributed along a typical distribution curve. On the other hand, data points with a strong left or right tendency have a different shape. For left or right tendency data, it may be more appropriate to evaluate those data points that are 1.5 multiples of the inner quartile range as a statistical outlier. Either statistical methodology can incorrectly remove accurate anomalous information. However, these methods have a good chance of finding and eliminating incorrect data. The approach chosen becomes a compromise between absolute accuracy and the time investment required. FCFA may wish to consult with CAL Fire or other regional fire departments to find a student or a teacher in the math and statistics courses to help determine these approaches and methodologies.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 200
Research and Adopt a Technology for Analysis
One or a few employees typically accomplish initial analysis and development of goals, identification of capabilities and standards, and general service understanding. These individuals analyze large datasets, identifying patterns and rules, and answering other related questions. This can be an enjoyable experience for the right temperament and can lead to hours of discovery. However, after this initial research, the ongoing reporting and analysis are dull and repetitive. Therefore, it will be to the agency's advantage to start researching technological solutions early in the planning stage.
In the age of Microsoft Excel, it is easy to believe that the spreadsheet program is the ultimate tool for analysis. It is a powerful tool, but the agency should research and adopt other methods. Typically, this is a homegrown analytics solution using standard business analytics software or records management analytical systems. Other options include seeking a third-party fire-service-specific service or hiring external consultants to conduct the analysis. Consulting reports can be reliable and are often performed by professionals.
However, these reports do not always enable agencies to manage their ongoing operations promptly.
FCFA should investigate the other technological solutions available to them. Whatever system FCFA chooses, it should have three primary attributes. First, the system should be easy to master. Next, any analytic system should provide consistent results from data sets directly attached to the source. Finally, the system should be highly customizable for the current service FCFA and what it might provide in the future.
One possibility is to utilize a third-party analytic vendor. This report will not provide vendor recommendations for third service analytics, as the field is highly competitive and changes consistently. Many vendors offer similar services but specialize in specific areas, producing reports and analyses based on their respective areas of expertise. Some of their products are truly exceptional and create complex calculations. The data they use is typically directly tied to the CAD data and may miss some of the subtleties of the NFIRS system.
However, suppose FCFA knows how to adopt performance objectives from CAD data. In that case, the agency may be able to write and manage its performance objectives appropriately. One warning is that if these vendors go out of business or close their operations, the codes and mathematical assumptions will also be lost. Additionally, what they produce is not typically owned by the fire agency. Another common concern is the high initial and ongoing costs associated with these systems.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 201
Another possibility is to utilize off-the-shelf analytic systems to create an automated, researchable, verifiable, and valuable reporting environment for management. Many vendors offer analytical software solutions, each with its own pros and cons. The current Gartner Magic Quadrant31 for business analytics software indicates that Microsoft's Power BI and Salesforce's Tableau are the continuing front-runners in this field. However, many options exist depending on the agency's operating system environment, budget requirements, and other available systems. In addition, ArcGIS software, an industry leader in geospatial analysis, is generally open to fire departments and districts associated with a city. If one of the participating cities owns a license, ESRI will usually provide a seat license to all departments. One concern for the homegrown approach is the need for technologically skilled personnel to create, maintain, and present these reports.
One final option would be to utilize the analytics that are intrinsic or available within the agency's records management system (RMS). FCFA uses the ImageTrend RMS system for incident reporting. This company has recently added an analytics package to the Elite level of service, which appears promising. The system allows for the adoption of specific rules at a level of detail not readily available in other RMS systems. The concerns would be cost, the agency's understanding of the mathematics and models, and ImageTrend's ability to deliver on its intended promises.
Adopt Policies, Procedures, and Systems for Analytics (Standardize) Once all the above processes, definitions, and systems are evaluated and recommended, they must be officially adopted. This means capturing policies and procedures in writing. All analyses created will be considered in accordance with the written rules to ensure consistency during the analysis period. These documents can be changed as the improvement process continues. However, the change process also needs to be defined.
In addition, changes should only be made if they can be reconciled with the previous analytics.
31 www.gartner.com/en/research/magic-quadrant.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 202
Do—Implement the Plan
Initial implementation of new plans can create dramatic organizational changes with minimal effort. This is typical because the changes are primarily policy and procedural, rather than operational. However, as the continuous improvement cycle continues, implementing and evaluating changes requires more effort and has a less pronounced impact. However, the most profound changes are usually encountered during these more difficult cycles.
Implementing the planned analysis systems requires communication and training throughout the organization. Most fire service organizations have a training system in place that can be tasked to meet this requirement. However, without adoption by those who create the reports and those who supervise and quality check the information, the system will not produce accurate results. Engaging these individuals early and clearly communicating the expectations and outcomes will yield the best results.
Effective communication means setting clear expectations for those impacted, outlining both their responsibilities and the outcomes the effort aims to achieve. Explain the methodologies to be used and create an open environment to help. People who do not understand the overall strategy of statistical analysis for improvement may not feel comfortable admitting this. Additionally, those whose actions are being evaluated may feel insecure and become defensive, which can lead them to attack the process. This emotional reaction should be anticipated, and steps should be taken to mitigate it, including the establishment of an open feedback forum.
Personnel may also need ongoing education and training to complete accurate and representative reports. Additionally, training on new business processes, systems, and technical infrastructure may be necessary. Efforts should be made to coach people through the changes and identify those who currently need training, as well as the positions or individuals that may transition into this process.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 203
Check—Perform the Analytics
Now that the agency has defined the metrics, established the collection system, and adopted the analytic methodology, it should begin working on reporting. There are several levels and types of reports that need to be completed. Additionally, there are different audiences for every kind of report. Some may go to FCFA’s leadership, some to all FCFA personnel, and others to the JPA leadership and city councils. The following list is an example of the reports that will be produced. It will be up to FCFA and the JPA leadership to approve the content, distribution, and timing.
• Quality assurance information and exceptions,
• Overall time segments analysis by incident type and severity, • Unit time segment reports by shift, station, and apparatus, • First due and ERF travel time by geographic area,
• Trend analysis by geographic location, unit, and overall.
The content and timing of the reports will be dictated by the intent of the information. For example, a daily report would be designed to identify data that may be incorrect and should be evaluated and potentially corrected. A monthly statement to crews and leadership may indicate unit performance with trends to improve crew activity. A quarterly report can be designed and used to track progress toward improvement goals and initiatives. Finally, annual reports would inform the public and the JPA leadership about the Department's overall performance, improvements, gaps in service delivery, and potential needs.
Act—Improve Operations Based on the Analysis
The agency should undergo this evaluation to understand service delivery and evaluate ways to enhance performance. The first step is to identify areas that could be improved, whether in a specific geographic location or within a particular unit at a station. Next, leaders and staff should evaluate which initiatives can be attempted and what the expected outcomes are. Finally, after the proposal is implemented and a reasonable amount of time has passed, the analysis is reviewed against expectations. This comparative analysis enables management to determine if the initiative has achieved the expected improvements.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 204
These improvements may require a simple policy change. Conversely, the enhancements may be as financially prohibitive as hiring new staff or building new stations, and they may take years to implement. Regardless of the improvement initiative, having solid analytic proof and definitive performance enhancement goals will improve the overall positioning and service of FCFA.
Continuous Improvement
This process must be frequently repeated, ensuring that the process and analytics remain relevant. The intervals will be determined based on findings, initiatives, and systems. Initially, the method may need to be evaluated monthly or quarterly to ensure the information is pertinent and valid. However, after the initial build, the entire process will need to undergo formal evaluation at a less frequent but more defined interval. Utilizing some of the performance indicators described in the Commission on Fire Accreditation International's (CFAI) 10th edition of its self-assessment manual may help create a formal review process.
The following list shows a review process based on the CFAI documents. • Annually, policies and procedures must be reviewed and updated to ensure they remain current and effective. Therefore, this is an excellent time to ensure the analytic policies and practices are up to date with the minor changes made within the year.
• Strategic plans should be produced every 3 years. The strategic plan should incorporate performance improvement initiatives to enhance overall effectiveness.
At this time, the types and levels of analysis may need to be redefined and adjusted.
• This Community Risk Assessment: Standards of Cover must be reviewed and updated every 5 years. The build-up to publishing this document is an excellent opportunity to determine if the analytics still meet the agency's needs.
Because this process is heavily reliant on policy and documentation, a built-in standardization step is implemented each time the cycle restarts. There is a reason the Deming cycle is typically depicted as going up a ramp. Without constant effort, the process will fall backward, and the organization will be back at the beginning.
Standardization, including the implementation and training of organization members, acts as a wheel chock. It may not be able to stop backward motion. Still, attention to the organization and standardization will help keep the ball rolling forward.
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 205
It does not matter what approach the organization chooses to take to continually evaluate its operations and data. However, the critical concept is that they adopt a formal method that allows a deep understanding of improvement and guidance. The following figure is a review of the plan overview presented above.
Figure 136: Methodology Overview
•
•Analyze
•Report
•Review
•Compare
•Review
•Initiatives
•Train
•Implement
•Supervise
•Research
•Adopt
Objectives
•Standardize
Plan Do
Act Check
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 206
SECTION IV:
Findings & Recommendations
Community Risk Assessment & Standards of Cover Deployment Analysis Five Cities Fire Authority 207
OVERALL FINDINGS & OBSERVATIONS
This section presents the key findings and recommendations from the Five Cities Fire Authority (FCFA) Community Risk Assessment and Standards of Cover study. The analysis is organized into three parts:
1. Observations: Factual details and data points identified during the assessment that characterize FCFA's current operations, resources, and service environment.
2. Findings: Significant issues or gaps that represent opportunities for organizational improvement. Each finding is supported by study data and linked to specific recommendations.
3. Priority Recommendations: Actionable strategies to address identified findings, ranked by urgency and organized by implementation timeframe. Each recommendation includes a description, expected outcomes, and estimated costs.
The information is presented in the order it is found throughout the document. The order of priority is up to the agency, as it must determine whether the recommendation fits its overall improvement strategy and when, or if, it can be accomplished. Together, these elements provide a roadmap for enhancing FCFA's operational effectiveness, improving service delivery, and ensuring long-term organizational sustainability.