Healdsburg City Council
Meeting
August 3, 2026
1 City Manager’s Report
August 3, 2026
2 Public
Comment on
Non Agenda
Items
---
Comentarios
del público
sobre puntos
no incluidos en
la agenda de la
reunión
3 Percent for Arts
Ordinance Development
Update
August 3, 2026
8. Business
Items
COMMUNITY SERVICES
8.a. Percent for Arts Ordinance Development Update
Receive information on the prospective administration and structure of a Percent for Arts Program in Healdsburg, review case studies and outcomes from peer cities, and provide direction to staff.
Background
COMMUNITY SERVICES
Background
• The Arts and Culture Master Plan calls for expanding the City's Public Art Program to align with national best practices, including adopting a Percent for Arts ordinance.
• December 1, 2025: Staff presented an introductory Percent for Arts framework to Council, as well as a survey of comparable programs throughout California.
• This update builds on that foundation and presents the structure and administration for a program designed for Healdsburg.
Proposed
Program
Structure
COMMUNITY SERVICES
Proposed Program Goals
• Start modest with the ability to grow over time.
• Keep City projects infrequent but well executed.
• Apply the fee mainly to large private development.
Proposed
Program
Structure
COMMUNITY SERVICES
Proposed Rate and Threshold: City Council Direction
• 1% public art fee on eligible public and private
development projects with construction costs of
$500,000 or greater.
• This $500,000 threshold applies to renovations and
reconstructions.
Proposed
Program
Structure
COMMUNITY SERVICES
Fulfilling the Requirement
• Two options to satisfy the 1% requirement:
1. Install public art on the development site valued at 1% of construction costs, OR
2. Pay an in-lieu fee of not less than 1% of construction costs into the Public Art Fund.
• Partial combinations allowed: on-site art below the full contribution + in-lieu payment for the balance.
Exemptions
COMMUNITY SERVICES
Proposed Exemptions — Public Projects
• Infrastructure, utilities, and routine repair (streets, enterprise fund projects, tree planting, calamity reconstruction)
• Affordable housing
• Life-safety and accessibility upgrades (seismic retrofit, fire sprinkler, ADA compliance — unless part of a larger project) Exemptions
COMMUNITY SERVICES
Proposed Exemptions — Private Projects
• Single-family homes and residential projects of four units or fewer
• Structures damaged by fire, flood, wind, earthquake, or other calamity
• Affordable housing construction, remodel, repair, or
reconstruction
• Seismic retrofit, fire sprinkler installation, and ADA compliance projects (unless part of a larger project)
• Structures owned and occupied by visual and performing arts entities
Exemptions
COMMUNITY SERVICES
Funding-Source Exemption (Public and Private)
• Projects may be exempt where an applicable public funding source (e.g., external grant) prohibits use of funds for public art. • Also exempt where grant funding is insufficient to cover the art contribution without reducing the project's scope of work.
Proposed
Program
Structure
COMMUNITY SERVICES
Alternate site provision
Public art may be installed at a different location where on-site installation is impractical.
For private development, the City may treat the public art that a developer installs at an alternate City-owned location as a donation to the City.
For City development, the City may prioritize alternate sites that offer significant community benefit, such as an affordable housing development.
Proposed
Program
Structure
COMMUNITY SERVICES
Ownership, Title and Maintenance
• The City holds title to all art it commissions or purchases, and is responsible for custody, protection, maintenance, and preservation.
• For private developments, the developer and successive property owners retain ownership and maintenance
responsibility.
• Private development: Public art must remain on-site for 20 years, and a maintenance covenant is recorded against the property.
Program
Administration
COMMUNITY SERVICES
Roles and Responsibilities
• Building Official: Confirms applicability and construction costs; verifies compliance before issuing Building Permit and
Certificate of Occupancy.
• Arts and Culture Program Administrator: Conducts initial review of proposed art and budgets; guides developers through the full process; coordinates compliance with Building Official.
Program
Administration
COMMUNITY SERVICES
Roles and Responsibilities
• Arts and Culture Commission: Reviews proposed public art for consistency with the Public Art Policy; recommends approval to City Council.
• City Council: Reviews and approves public art for both private development projects and City capital improvement projects. • Public Art Fund: Dedicated fund established with Finance Department, holding all in-lieu contributions; restricted to program criteria.
Program
Administration
COMMUNITY SERVICES
Making the Process Approachable for Developers
• Only two compliance checkpoints:
1. Before Building Permit issuance
2. Before Certificate of Occupancy
• Ensures that art requirement does not delay construction. • Developers select their own artist and concept for on-site art; Commission review is supportive, not directive.
• Commission responds to each proposal within 60 days of submission.
Program
Administration
COMMUNITY SERVICES
Making the Process Approachable for Developers
• The in-lieu fee option is available for developers who prefer not to manage a public art installation.
• Staff can provide a roster of approved arts consultants for developers who want support.
• Alternate site options are available where the development site is not a good fit for on-site art.
• Standardized construction cost worksheet and public art proposal template keep submissions consistent and transparent
• Staff provided samples from Santa Rosa and Emeryville Case
Study:
Emeryville
COMMUNITY SERVICES
Outcomes: Emeryville
• Population: 12,670
• Ordinance adopted December 18, 1990.
• Rate: 1% (private nonresidential), 1.5% (public projects) • Threshold: $300,000
• ~70 publicly owned artworks and 230 total public installations. • Visual Arts Grants program: In FY 2025-26, the City awarded a total of $103,000 in grant funds to individual artists or arts organizations. • Murals Program: Produced 40+ murals and includes an interactive online map, digital Pocket Map, and printed Pocket Walking Guide. • Bus Shelter Art Installations: Quarterly rotations of new work into 4 shelters; each cycle provides $30,000 in combined artist stipends.
Case
Study:
Watsonville
COMMUNITY SERVICES
Outcomes: Watsonville
• Population: 50,328
• Ordinance adopted in 2022
• Rate: 0.75% fee
• Threshold: $500,000
• Within 3 years of the fee's adoption, the State of California designated Downtown Watsonville as one of 10 new Cultural Districts statewide. • Contributions financed a Public Art Master Plan.
• Historic Label Art Mural Project: Produced 13 murals of historic produce labels connected to Watsonville's agricultural heritage. • Fee supports events such as: Movable Murals; annual Sculpture exhibition; Teen Artes youth mural program.
Case
Study:
Brea
COMMUNITY SERVICES
Outcomes: Brea
• Population: 42,777
• Ordinance adopted 1975.
• Rate: 1% (private nonresidential and residential), 1% (public projects) • Threshold: $1,500,000
• One of the largest civic art collections in California, with 195+ sculptures. • Recognized as one of Orange County's premier cultural destinations. • Collection includes works by internationally recognized artists. • Public art is accessible via interactive map and educational study guides. • City’s cultural program includes Brea Art Gallery and Curtis Theatre.
Case
Study:
El Segundo
COMMUNITY SERVICES
Outcomes: El Segundo
• Population: 16,188
• Ordinance adopted 2019.
• Rate: 1% (private nonresidential only)
• Threshold: $2,000,000
• Ordinance applies only to private commercial and industrial development; excludes public projects and residential development. • 8 public artworks initiated during first five years; only 1 completed. • Broadly defined Public Art Fund uses allow funds to be spent on a wide variety of expenditures other than standalone public art. • Ordinance amended in 2025 to add fee flexibility.
Next Steps
COMMUNITY SERVICES
Next Steps
• Staff requests City Council feedback on the proposed program structure and administration model.
• Staff requests direction to proceed with drafting a proposed Percent for Arts ordinance and an updated Public Art Policy for future Council review.
Percent for Arts
Ordinance
Development
Update
COMMUNITY SERVICES
RECOMMENDED ACTION(S):
Receive information on the prospective administration and structure of a Percent for Arts Program in Healdsburg,
review case studies and outcomes from peer cities, and
provide direction to staff.
Public
comment —
Comentarios
del público
25 City of Healdsburg Fire Department
Healdsburg, California
Community Risk Assessment &
Standards of Cover
Deployment Analysis
August 3, 2026
Community Risk Assessment &
Standards of Cover
Deployment Analysis
June 2026
City of Healdsburg Fire Department
Community Risk Assessment
• Identify the department’s hazards,
threats, vulnerabilities, and risks to the
coverage area compared to recognized
standards and best practices, including
considering benchmarks to compare
future improvement.
Standards of Cover Deployment Analysis
Provide a comprehensive, data - driven Community Risk Assessment and Standards of Cover Deployment Analysis for the City of Healdsburg Fire Department
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 28 AP Triton’s Scope of Work
• Outlines fire departments' distribution,
concentration, reliability, and historical
performance to ensure a safe and
effective response.
• Along with historical and forecast rates
to develop projections for future service
demand.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 29 Included in the Report
Section I: Evaluation of Current Conditions
Section II: Standards of Cover
Section III: Community Risk Assessment
Section IV: Findings and Recommendations
Section V: Appendices
• The Healdsburg Fire Department (HFD) serves the City of Healdsburg which is approximately 4.42 square miles.
• The HFD provides services under contract to adjacent areas making the total service area approximately 73.7 square miles.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 30 Organization Overview
• Governed by a five-member elected City Council
• The Fire Chief reports to the City Manager
• Staffed by 13 uniformed personnel, one civilian
Office Assistant II, and 9 to 12 reserve firefighters.
• HFD operates from two primary facilities: Station 1
and Station 2 (unstaffed). Station 1 includes fire
administration.
Several national organizations play a crucial role in
establishing standards to address staffing challenges.
31 Staffing & Management
• The 9 firefighters are on a three -platoon system
• Working 48/96 shift rotation that yields an average 56-hour workweek
• Minimum daily staffing 3 firefighters.
• Chief Officers are available during
normal business hours then on call
• Battalion coverage is shared with
Northern Sonoma County Fire
Protection District
Community Risk Assessment & Standards of Cover Deployment Analysis City of Healdsburg Fire Department
EMS is an integrated emergency care system that has evolved steadily over the past several decades.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 32 Emergency Medical Services
• Basic Life Support (BLS) qualified or Emergency Medical Technicians(EMT). • Bell’s Ambulance is staffed with one paramedic and one EMT. EOA #2 is substantially larger than the HFD service area and covers approximately 500 square miles. • The demand for EMS has gradually increased nationwide on the fire service. Along those lines, data shows that 53.3% of emergency response calls in HFD are EMS-related. • The HFD responded to over 5,399 EMS calls during the 2021-2025 study period. • Sonoma County has designated Coastal Valleys EMS Agency to regional EMS management and regulation. The California EMS Authority provides state-level oversight and regulation.
• HFD utilizes ImageTrend, a NEMSIS-, NFIRS/NERIS-, and HIPAA-compliant system that integrates with the department’s computer-aided dispatch (CAD) system.
The most efficient and effective way to combat fires is to prevent them from occurring
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 33 Fire Prevention & Public Education
Early Plan Review
5 to 10-day turnaround using
digital technology
Integrated
Inspections
Cross-department weekly Permit
Review Committee meetings
Fuels Mitigation
Mechanical thinning, hand crews
& prescribed burns
Community
Empowerment
Defensible space evaluations
& COPE outreach
Hazardous Materials & Technical Rescue
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 34 Special Operations
• All HFD personnel are trained, at a minimum, to the Hazardous Materials, First Responder Operational level certified by the State of California, and as required by the Code of Federal Regulations (CFR 1910.120[q]).
• The HFD is equipped to handle uncomplicated hazardous materials incidents then relies on the Sonoma County mutual aid system and the Cal OES mutual aid system.
• Businesses that store or use hazardous materials must file Hazardous Materials Business Plans with the fire department • The HFD maintains both technical rescue and water rescue capabilities to protect the community, particularly given the city’s proximity to the Russian River and surrounding rugged terrain.
The City maintains conservative budgeting practices and healthy reserve.
The voter- approved Measure H sales tax presents an important opportunity to address staffing and service delivery gaps.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 35 Financial Realities and Measure H Catalyst
General Fund 94%
Other Sources 6%
BASELINE
FY 25-26 BUDGET $5.56M
61%
Salaries
& Benefits
Activation of
Station 2
Expand Vegetation
Management
Fire Prevention
Inspectors
CATALYST (MEASURE H)
FY 25-26 $1.6M
Targeted
Investment
2.51% of countywide
Essential capital resources necessary to carry out its mission City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 36 Capital Facilities & Equipment
• The City is currently conducting a comprehensive study of facilities to determine necessary modifications and repairs to ensure the building meets current and future operational needs.
• Although it is currently unstaffed, Station 2 serves as a hub for training, apparatus storage, and upstaffing during high-hazard events.
Station Square Footage Apparatus Bays Staffing Capacity General Condition Station Age Station 1 13,280 3 8 Fair to Good 34
Station 2 4,162 2 No sleep rooms Excellent 2
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 37 Capital Facilities & Equipment
• NFPA 1910: Recommends that fire apparatus 15 years of age or older be placed into reserve status and that
apparatus 25 years or older be replaced.
• Fire apparatus procurement and
replacement are victim of
nationwide industry delays.
• City has mechanics that are
qualified as Emergency Vehicle
Technicians (EVT).
• Cardiac Science Powerheart G5
AED
• LUCAS Compression devices
• Extrication tools
Type Manufacturer Year Condition
Aerial Ladder Pierce Enforcer 107' 2022 Excellent
Engine (Type 6) KME/Ford F-550 2018 Excellent
Engine (Type 3) International SR525 2015 Excellent
Engine (Type 1) Smeal Spartan Metro Star 2008* Fair
Engine (Type1) Smeal Spartan Metro Star 2008* Fair
Engine (Type 1) Pierce Enforcer ~2027 On Order
Pickup Truck Ford F250 2022 Excellent
Pickup Truck Ford F-150 Hybrid 2023 Excellent
Pickup Truck GMC Sierra 2015 Good
Pickup Truck Ford Maverick 2025 Excellent
SUV Ford Escape 2021 Excellent
Utility Vehicle Kawasaki Mule 2024 Excellent
• Training within HFD is coordinated by a Captain assigned to a shift. • 760 hours of training delivered in 2025.
• In addition to in-house and countywide training exercises, many HFD personnel expressed positive views regarding the department’s support for ongoing professional development. However, participation in outside training opportunities may be constrained by staffing availability.
Comprehensive and accurate training records are essential to the effectiveness, safety, and credibility of a fire department. These records demonstrate compliance with state and national standards.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 38 Training & Continuing Education
Dispatch services for the HFD are provided by REDCOM.
• REDCOM serves as the Public Safety Answering Point (PSAP) for fire and EMS dispatch within the City of Healdsburg.
• REDCOM is a Joint Powers Authority established in 2002 to provide unified countywide fire & EMS dispatch center.
• The communications center is staffed by an Executive Director, a Communications Center Manager, supervisors, and 27 dispatchers, supported by a Systems Administrator responsible for network and CAD management.
• Dispatchers meet applicable state and national training requirements, including ICS/NIMS, Emergency Medical Dispatch (EMD), and Emergency Fire Dispatch (EFD) certification standards.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 39 Communications & Dispatch
Risk factors influence the types of services a community provides.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 40 Community Risk Overview
• Population & Social Vulnerabilities
• Children < 5 years old (5.3%) and seniors ≥ 65 years old( 23.7%) • Persons with disabilities (9.8% of households)
• Non-English speakers (23.4% of population)
• Low-income (11.3% below poverty) and uninsured (8.7%) • Environmental Hazards
• Climate: hot and dry seasons
• Seismic: multiple faults
• Wildfire: moderate and high fire‐risk zones
• Critical Infrastructure & Target Hazards
The Magnitude of the Risk or Risk Classification is based on the greater the total surface area of mass, the greater the surface area of the Risk Category level.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 41 Three-Axis Risk Classification Process
Probability = 8 Consequence = 2 Impact on Department = 2 The likelihood (probability) of this occurring
would be high, a factor of 8. The
consequence would be minor by a factor of
2. The impact on the department’s ability to
respond would be minor by a factor of 2.
This equates to a “Moderate Risk” incident
because it occurs multiple times every day
but only affects one person and one fire
crew.
EMS Response Example
2021 - 2025
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 42 Total Incident Count & Density
Mutual Aid
Auto and Mutual Aid Received1 5,724 56.54%
Auto and Mutual Aid Given 1,221 12.06%
1 Includes 101 incidents where the aid unit was an outside ambulance only.
Incident (NFIRS Group) Responses Percentage of Total
Responses
Fire Department Responses
Fire (100) 403 3.98%
Overpressure (200) 4 0.04%
Rescue-Medical (300) 5,399 53.33%
Hazardous condition (400) 469 4.63%
Service (500) 1,065 10.52%
Good Intent (600) 1,972 19.48%
False Alarm (700) 795 7.85%
Disaster (800) 8 0.08%
Special (900) 8 0.08%
2021 – 2025 (City & Contract Areas)
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 43 Incident Count by Year
1,614
1,840
1,939
1,815
1,694
0 200
400
600
800
1000
1200
1400
1600
1800
2000
2021 2022 2023 2024 2025
Medical Other Incidents
2021 - 2025
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 44 Incident Volume Percentage by Month
2021 - 2025
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 45 Incident Volume by Day of Week
2021 - 2025
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 46 Percentage of Incidents by Hour
2021 - 2025
47 Incident Volume by Hour & Weekday
Hour Mon Tue Wed Thu Fri Sat Sun 0–1 1–2 2–3 3–4 4–5 5–6 6–7 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
48 ISO Fire Suppression Rating Schedule
Full Credit Minimal Coverage
ISO 1.5 Mile for Engine and 5 Mile Travel
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 49 Travel Time in Minutes
NFPA Recommends 4 & 8 Minute Travel Time
2021 - 2025
50 Unit Hour Utilization (UHU)
• < 10% UHU desired
• Given that HFD cross-staffs units
the combined UHU is ~7.8
• 19.8% chance that another
incident will start before the first
incident is completed.
Unit Average 2025 2024 2023 2022 2021
E6381 6.7% 6.0% 6.9% 6.9% 7.2% 6.2%
Q6350/51 0.2% 0.0% 0.2% 0.2% 0.2% 0.2%
E6361 0.4% 0.1% 0.4% 0.2% 0.4% 0.7%
E6382 0.1% 0.0% 0.0% 0.0% 0.2% 0.2%
E6358 0.1% 0.0% 0.1% 0.1% 0.2% 0.3%
T6395 0.3% 0.0% 0.3% 0.1% 0.4% 0.6%
6300 1.2% 0.8% 1.2% 1.2% 1.5% 1.2%
6301 0.5% 0.4% 0.5% 0.6% 0.7% 0.3%
6321 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Utility 6342 0.2% 0.1% 0.3% 0.1% 0.2% 0.1%
Station Standby 1.1% 0.4% 0.9% 0.9% 1.3% 1.9%
The number and types of tasks requiring simultaneous action will dictate the minimum number of firefighters needed to combat various fires.
* Temporary or concurrent assignment
51 Critical Tasking
Command (1)
Scene Safety (0)
Search and Rescue (0)
Fire Attack/Backup (5/3)
Water Supply ( * )
Pump Operation (1)
Ventilation (3)
Utilities ( * )
Medical (0)
Rapid Intervention (3)
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis Alarm Assignment – Moderate Risk Fire
Unit Type Healdsburg FD Auto Aid Mutual Aid
Units Staff Units Staff Units Units
Engine 1 3 3 9
Truck 1 3
Battalion Chief 1 1
Ambulance
Total 2 4 4 12 0 0 Totals
Staff Available 4 12 16
Staff Needed 16
Deficiency 0
• Turnout time
2 minutes 18 seconds or faster
• First due travel time
Overall: 13 minutes, 22 seconds
City: 5 minutes, 52 seconds
• Total Response Time
• In 2021, 7 minutes, 43 seconds
• In 2025, 8 minutes, 48 seconds
Add a footer 52 Performance MetricsHFD 90th Percentile
Adopt time - based performance standards,
memorialize them in writing, and review
performance at least annually with elected
officials and the community.
Agency Station Travel Time
NSCFPD Dry Creek Rd. (3) 8
SCFD* Windsor (1) 8
NSCFPD Jimtown (2) 10
NSCFPD Geyserville (1) 10
NSCFPD Cloverdale Over 12
SRFD Santa Rosa (3) Over 12
Standard Incident Segment Benchmark
State of Normalcy
Discovery of Event
9-1-1 Notification
Total Response Time
(NFPA 1710)
Call Processing
(NFPA 1225)
Primary PSAP
Call Answer
15 Sec 90th Percentile1
20 Sec 95th Percentile
Call Processing/Transfer Time 30 Sec 90th Percentile
Alarm Transfer Time Needed for organizations
that are not primary PSAP
Call
Processing Time 60 Sec 90th Percentile (priority)2
Response Time
(NFPA 1710)
Turnout Time 60 Sec 90th Percentile (EMS)
80 Sec 90th Percentile (Other)
Travel Time
(1st Due) 4 Min 90th Percentile
Travel Time
(2nd Due) 8 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/Patient Contact
Mitigation/Treatment
NIH
EMS travel to Destination 30–80 minutes per
National Institutes of Health (NIH)
APOT
(AB40)
Ambulance patient offload time
(APOT)
< 30 Min 90th Percentile
Recovery
State of Normalcy
Unit Hour Utilization (UHU)
No standard exists however 10% is
generally accepted threshold for
firefighters on 24-hour shift
Recommendation A-1: Expansion of Administrative Capacity Description: Hire additional administrative support, potentially on a part-time or project basis, to assist with growing documentation, compliance tracking, and grant administration.
Desired Outcome: Command staff are freed from clerical burdens to focus on high-level strategic initiatives and prevention priorities.
Financial Implications: Moderate; increase in salaries and benefits budget.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 53 Strategies & Recommendations
AP Triton recognizes that not all recommendations can be implemented immediately; some may need to wait until economic conditions permit.
Recommendation A-2: Modernization of Administrative Management Systems Description: Transition from transactional, manual record-keeping to digital process management systems for fleet maintenance, facility tracking, and standardized contractor submittals.
Desired Outcome: Enhanced accountability, streamlined workflows, and data-driven decision-making for city leadership.
Financial Implications: Moderate; requires software procurement and staff training.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 54 Strategies & Recommendations
Recommendation A-3*: Clarification of Roles and Leadership Description: Clarify the Division Chief/Fire Marshal's existing dual role, which already spans fire prevention, operations, HR, and acting Fire Chief duties. This defines the current position rather than creating a new one.
Desired Outcome: Better define the Division Chief/Fire Marshal role to match practice, clarifying its executive responsibilities and succession path. This establishes a clear line of authority in line with comparable departments.
Financial Implications: Minimal; primarily administrative and policy driven with possibility of compensation and reclassification necessary. This report did not include a compensation and classification study.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 55 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation A-4*: Improvement of Internal Communication and Transparency Description: Implement regular department-wide meetings and formalized feedback mechanisms to address perceived gaps in leadership transparency and information flow.
Desired Outcome: Pairing formal feedback with succession planning and career pathways at the line and prevention levels would give personnel a visible growth trajectory. The result: stronger morale, transparency, retention, and organizational cohesion.
Financial Impact: Low; primarily involves staff time and potentially minor costs for meeting logistics.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 56 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation B-1*: Adopt Response Time Performance Objectives Description: Need for Council-adopted response time objectives, HFD should adopt them, even at current performance levels, to set a baseline, with separate standards for City and contract service areas.
Desired Outcome: Commit to an annual performance report and five-year SOC updates consistent with the compliance model provided. Recommended time target:
Turnout Time Total Response Time
Travel Time Effective Response Force
Financial Implications: Staff time to develop response time objectives.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 57 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation B-2*: Enhancement of Minimum Daily Staffing (Measure H Implementation) Description: Use Measure H revenue to maintain three-person staffing at Station 1 and add routine daily coverage at Station 2. Start with a 40-hour daytime patrol, a supervising officer and firefighter, to cover the 70% of incidents occurring during the day.
Desired Outcome: Adding daily coverage at Station 2 speeds response to northern WUI zones and new developments like Montage and Enso Village. A second staffed station helps cover the 19.8% concurrency rate, keeping a unit available when Station 1 is committed. It also advances an ISO rating and cuts reliance on a declining reserve force.
Financial Impact: The estimated all-in cost for the two additional full-time positions is approximately $516,000 in FY 2026–27 and $543,000 in FY 2027–28, including salaries, benefits, overhead, internal service fees, equipment, and training. Added salary and benefit expenses are offset by the dedicated revenue.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 58 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation B-3: Critical Apparatus Fleet Modernization Description: Plan to replace the second 2008 Type 1 engine and add Type 3 or 6 engine for Station 2. Fire departments across the country, including Healdsburg, are experiencing delays in fire apparatus delivery.
Desired Outcome: Ensured reliability of primary suppression resources and reduced maintenance strain.
Financial Impact: High capital outlay; the cost of fire apparatus has surged dramatically in the last decade, often doubling, driven by inflation, supply-chain disruptions, material tariffs, labor shortages, and customization; > $ 1 million for fire engines and $2 million for aerial ladder truck.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 59 Strategies & Recommendations
Recommendation B-4: Station 1 Safety and Infrastructure Upgrades Description: Address necessary safety and ADA compliance upgrades at Station 1.
Desired Outcome: A healthy and safe working environment for personnel and improved public accessibility. Because the needed work spans both immediate safety items and larger capital improvements, a phased approach could spread the cost over time while addressing the most pressing daily living and working conditions first followed by improvement requiring larger capital investment.
Financial Implications: Moderate to High; requires capital improvement funding for midrange and long-range projects. Routine or deferred maintenance items should remain within the City’s facilities budget.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 60 Strategies & Recommendations
Recommendation B-5: Development of a Reserve (Volunteer) Sustainability Strategy Description: Conduct a targeted study to redefine the role of reserves, focusing on modernized recruitment and retention incentives tailored to the community's aging demographic and high cost of living.
Desired Outcome: Stabilization of the reserve force to ensure reliable surge capacity during major incidents or simultaneous calls.
Financial Impact: Moderate; may involve stipends, training incentives, or recruitment marketing.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 61 Strategies & Recommendations
Recommendation B-6*: Improving ISO Rating
Description: Establish a recurring schedule and digital records for hydrant inspection and flow testing with the City Water Department. Though the water supply earns 35.02 of 40 ISO points, the evaluation flagged testing frequency for improvement. The program would inspect and flow-test all hydrants on ISO cycles to confirm they meet fire-flow standards.
Desired Outcome: Capture the remaining ISO "Water Supply" credits with goal of an ISO Class 1 rating. It also gives responders current data on available water volume for high-risk sites and historic downtown structures, improving fireground efficiency and safety.
Financial Impact: Low to Moderate. Costs are mainly staff time for field testing and administrative hours to digitize and maintain records.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 62 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation C-1: Formal Adoption of a Community Risk Reduction Plan Description: The HFD already operates an integrated community risk reduction program in practice. Formalize existing informal practices into a unified Community Risk Reduction Plan (CRRP) consistent with NFPA 1300 and Vision 20/20 standards.
Desired Outcome: Formalization is a meaningful undertaking that requires dedicated staff capacity to draft, maintain, and report against the plan. Ability to quantify prevention outcomes and align long-term performance metrics with community loss reduction.
Financial Impact: Moderate; primarily involves staff time for development. HFD currently lacks that capacity without compromising existing prevention work.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 63 Strategies & Recommendations
Recommendation C-2*: Vegetation Management Funding Commitment Description: Measure H signals a strong community commitment to fire prevention. HFD's vegetation management is already well established utilizing statewide programs.
Desired Outcome: To meet the community's expectation of visible wildfire-safety gains from Measure H, the City should set a stable annual budget to sustain and expand vegetation management. Funds could cover mitigation assessments, part-time assessor positions, contract crews, home-hardening and defensible-space education, and grant matches.
Financial Impact: Moderate; primarily involves building upon existing grants (e.g. CAL VTP) and allocating approximately $150,000 annually, representing 10% of Measure H revenue. City of Healdsburg Fire Department Community Risk Assessment & Standards of Cover Deployment Analysis 64 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation C-3: Strategic Records Management Integration and Analysis Description: Integrate transactional records (permits/inspections) into a strategic tool that leverages data for trend analysis and risk prioritization.
Desired Outcome: Proactive, data-driven intelligence to identify high-risk areas before incidents occur.
Financial Impact: Moderate; may require software upgrades.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 65 Strategies & Recommendations
Recommendation D-1*: Bilingual Outreach and Community Preparedness Outreach Description: Expand Spanish-language programming and the outreach programs specifically for senior communities.
Desired Outcome: Extend equitable service to the 24% who speak a language other than English and to aging residents. Adopt real-time translation technology, mirroring the Police Department's system, for effective point-of-contact communication. Deliver outreach through partners like Corazón Healdsburg, COPE, local Firewise groups, and school programs.
Financial Implications: Low to Moderate; potentially grant-supported.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 66 Strategies & Recommendations
* Recommendation modified for presentation purposes
Recommendation D-2: Implementation of a Quality Management (QM) Program Description: Establish a formal QM program including regular audits of electronic incident reports (ePCRs) to ensure data integrity and clinical excellence.
Desired Outcome: Improved data accuracy for performance reporting and enhanced clinical care quality.
Financial Implications: Low; primarily administrative.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 67 Strategies & Recommendations
Recommendation D-3*: Consider moving from EMT to Paramedic Description: To match community expectations, best practices, and growing prehospital complexity, HFD should upgrade to paramedic-level service. On-scene advanced interventions would improve outcomes in time-critical emergencies like cardiac arrest, respiratory failure, and severe trauma.
Desired Outcome: Build a reliable paramedic program giving ALS coverage on all primary units, with at least one paramedic per frontline apparatus to cut treatment times and improve coordination with hospitals and EMS partners. Treat the shift from Basic to Advanced Life Support as a long-term goal.
Financial Impact: Moderate to High; paramedic-level service needs both upfront and ongoing investment.
Startup covers training, backfill/overtime for staff in school, and ALS equipment like cardiac monitors, airway tools, and medications. Recurring costs include incentive pay, continuing education, medical oversight, and equipment upkeep.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 68 Strategies & Recommendations
* Recommendation modified for presentation purposes
SHORT-TERM (1-5 YEARS)
• Replacement of Type 1 engine in 2027 and planning for replacement of second engine. • Addition of either a second Type 3 or 6 engine as part of added staffing at Station 2. • Bolster daily staffing levels using authorized Measure H revenue to add staffing to Station 2. • 40-hour Patrol (Supervisor + Firefighter) with coverage capturing the bulk of the daytime call volume. • Adopt a formal Community Risk Reduction Plan (NFPA 1300). • Establish a stable, recurring annual budget to continue, expand, and maintain vegetation management. • Prioritize the living and working quarters that most directly affect daily health and safety such as dormitory, kitchen, restrooms and showers, HVAC, a decontamination zone, and priority ADA items.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 69
PATH FORWARD
70 • < 10% UHU desired
• Given that HFD cross-staffs units
the combined UHU is ~7.8
• 19.8% chance that another
incident will start before the first
incident is completed.
• Receive the Community Risk Assessment and Standards of Cover. • Provide direction on adopting response-time performance objectives. • Provide direction on staffing plan for Station 2.
• Provide direction on dedicating 10% of Measure H revenue to vegetation management.
City of Healdsburg Fire Department
Community Risk Assessment & Standards of Cover Deployment Analysis 71 In Summary
Thank You
David Rocha
833-251-5824
[email protected]
www.APTriton.com
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