Agenda — Kingsburg City Council, January 15, 2025 (part 2 of 3)

residential project. The site is located on land designated as Low Density Residential (LDR) by the City of Kingsburg General Plan. The TSM would be developed to meet the density requirements of the LDR land use.

As previously mentioned, the project site is not currently located within the Kingsburg City limits. As a result, in tandem with being annexed to the City of Kingsburg, the project site must be pre-zoned to a City zoning district. Each of the four parcels that would be annexed into the City are designated as LDR land uses by the City’s General Plan. As a result, the project would rezone these four parcels from their existing County of Fresno Exclusive Agricultural designation.

Upon approval of the project by the City of Kingsburg City Council, the annexation of the project site would be initiated with the Fresno County Local Agency Formation Commission. The entire four parcel, 42.52-acre site would be annexed into the City of Kingsburg. DTSC recommends and requests consideration of the following comments:

1. When agricultural crops and/or land uses are proposed or rezoned for residential use, a number of contaminants of concern (COCs) can be present.

The Lead Agency shall identify the amounts of Pesticides and Organochlorine Pesticides (OCPs) historically used on the property. If present, OCPs requiring further analysis are dichloro-diphenyl-trichloroethane, toxaphene, and dieldrin. Additionally, any level of arsenic present would require further analysis and sampling and must meet HHRA NOTE NUMBER 3, DTSC-SLs approved thresholds. If they are not, remedial action must take place to mitigate them below those thresholds.

Additional COCs may be found in mixing/loading/storage areas, drainage ditches, farmhouses, or any other outbuildings and should be sampled and analyzed. If smudge pots had been routinely utilized, additional sampling for Polycyclic Aromatic Hydrocarbons and/or Total Petroleum Hydrocarbons may be required.

2. DTSC recommends that all imported soil and fill material should be tested to assess any contaminants of concern meet screening levels as outlined in DTSC's Preliminary Endangerment Assessment (PEA) Guidance Manual.

Holly Owen
November 5, 2024

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Additionally, DTSC advises referencing the DTSC Information Advisory Clean Imported Fill Material Fact Sheet if importing fill is necessary. To minimize the possibility of introducing contaminated soil and fill material there should be documentation of the origins of the soil or fill material and, if applicable, sampling be conducted to ensure that the imported soil and fill material are suitable for the intended land use. The soil sampling should include analysis based on the source of the fill and knowledge of the prior land use. Additional information can be found by visiting DTSC’s Human and Ecological Risk Office (HERO) webpage.

3. If buildings or other structures are to be demolished on any project sites included in the proposed project, surveys should be conducted for the presence of lead-based paints or products, mercury, asbestos containing materials, and polychlorinated biphenyl caulk. Removal, demolition, and disposal of any of the above-mentioned chemicals should be conducted in compliance with California environmental regulations and policies. In addition, sampling near current and/or former buildings should be conducted in accordance with DTSC’s PEA Guidance Manual.

DTSC appreciates the opportunity to comment on the MND for the Kings Estates V project. Thank you for your assistance in protecting California’s people and environment from the harmful effects of toxic substances. If you have any questions or would like clarification on DTSC’s comments, please respond to this letter or via email for additional guidance.

Sincerely,
Tamara Purvis
Associate Environmental Planner
HWMP - Permitting Division – CEQA Unit
Department of Toxic Substances Control
[email protected]
Holly Owen
November 5, 2024

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cc: (via email)
Governor’s Office of Land Use and Climate Innovation
State Clearinghouse
[email protected]
Wyatt Czeshinski
Environmental Project Manager
Provost & Pritchard
[email protected]
Dave Kereazis
Associate Environmental Planner
HWMP-Permitting Division – CEQA Unit
Department of Toxic Substances Control
[email protected]
Scott Wiley
Associate Governmental Program Analyst
HWMP - Permitting Division – CEQA Unit
Department of Toxic Substances Control
[email protected]
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ KĐƚŽďĞƌϮϬϮϰ
<ŝŶŐƐ
ƐƚĂƚĞƐs
ŚĂƉƚĞƌϱ͗DŝƚŝŐĂƚŝŽŶ͕DŽŶŝƚŽƌŝŶŐ͕ĂŶĚZĞƉŽƌƚŝŶŐWƌŽŐƌĂŵ www.provostandpritchard.com ϱͲϭ
CHAPTER 5 MITIGATION, MONITORING, AND REPORTING

PROGRAM
dŚŝƐDDZW ŚĂƐ ďĞĞŶĨŽƌŵƵůĂƚĞĚ ďĂƐĞĚ ƵƉŽŶ ƚŚĞĨŝŶĚŝŶŐƐ ŽĨ ƚŚĞ/^ͬDEĨŽƌ ƚŚĞ WƌŽũĞĐƚ ŝŶ ƚŚĞ ŝƚǇ ŽĨ <ŝŶŐƐďƵƌŐ͘dŚĞDDZWůŝƐƚƐŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞƐƌĞĐŽŵŵĞŶĚĞĚŝŶƚŚĞ/^ͬDEĨŽƌƚŚĞWƌŽũĞĐƚĂŶĚŝĚĞŶƚŝĨŝĞƐ ŵŽŶŝƚŽƌŝŶŐĂŶĚƌĞƉŽƌƚŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐ͘
dĂďůĞϱͲϭ͗DŝƚŝŐĂƚŝŽŶ͕DŽŶŝƚŽƌŝŶŐ͕ĂŶĚZĞƉŽƌƚŝŶŐWƌŽŐƌĂŵƉƌĞƐĞŶƚƐƚŚĞŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞƐŝĚĞŶƚŝĨŝĞĚĨŽƌ ƚŚĞWƌŽũĞĐƚ͘
ĂĐŚŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞŝƐŶƵŵďĞƌĞĚǁŝƚŚĂƐǇŵďŽůŝŶĚŝĐĂƚŝŶŐƚŚĞƚŽƉŝĐĂůƐĞĐƚŝŽŶƚŽǁŚŝĐŚŝƚ ƉĞƌƚĂŝŶƐ͕ĂŚǇƉŚĞŶ͕ĂŶĚƚŚĞŝŵƉĂĐƚŶƵŵďĞƌ͘&ŽƌĞǆĂŵƉůĞ͕/ZͲϮǁŽƵůĚďĞƚŚĞƐĞĐŽŶĚŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞ ŝĚĞŶƚŝĨŝĞĚŝŶƚŚĞŝƌYƵĂůŝƚǇĂŶĂůǇƐŝƐŽĨƚŚĞ/^ͬDE͘ dŚĞĨŝƌƐƚ ĐŽůƵŵŶ ŽĨ dĂďůĞϱͲϭ͗DŝƚŝŐĂƚŝŽŶ͕DŽŶŝƚŽƌŝŶŐ͕ ĂŶĚZĞƉŽƌƚŝŶŐ WƌŽŐƌĂŵ ŝĚĞŶƚŝĨŝĞƐ ƚŚĞ ŵŝƚŝŐĂƚŝŽŶ ŵĞĂƐƵƌĞ͘dŚĞƐĞĐŽŶĚĐŽůƵŵŶ͕ĞŶƚŝƚůĞĚ͞tŚĞŶDŽŶŝƚŽƌŝŶŐŝƐƚŽKĐĐƵƌ͕͟ŝĚĞŶƚŝĨŝĞƐƚŚĞƚŝŵĞƚŚĞŵŝƚŝŐĂƚŝŽŶ ŵĞĂƐƵƌĞƐŚŽƵůĚďĞŝŶŝƚŝĂƚĞĚ͘dŚĞƚŚŝƌĚĐŽůƵŵŶ͕͞&ƌĞƋƵĞŶĐǇŽĨDŽŶŝƚŽƌŝŶŐ͕͟ŝĚĞŶƚŝĨŝĞƐƚŚĞĨƌĞƋƵĞŶĐǇŽĨƚŚĞ ŵŽŶŝƚŽƌŝŶŐŽĨƚŚĞŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞ͘dŚĞĨŽƵƌƚŚĐŽůƵŵŶ͕͞ŐĞŶĐǇZĞƐƉŽŶƐŝďůĞĨŽƌDŽŶŝƚŽƌŝŶŐ͕͟ŶĂŵĞƐ ƚŚĞƉĂƌƚǇƵůƚŝŵĂƚĞůǇƌĞƐƉŽŶƐŝďůĞĨŽƌĞŶƐƵƌŝŶŐƚŚĂƚƚŚĞŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞŝƐŝŵƉůĞŵĞŶƚĞĚ͘dŚĞůĂƐƚĐŽůƵŵŶƐ ǁŝůůďĞƵƐĞĚďǇƚŚĞ>ĞĂĚĂŶĚZĞƐƉŽŶƐŝďůĞŐĞŶĐŝĞƐƚŽĞŶƐƵƌĞƚŚĂƚŝŶĚŝǀŝĚƵĂůŵŝƚŝŐĂƚŝŽŶŵĞĂƐƵƌĞƐŚĂǀĞďĞĞŶ ĐŽŵƉůŝĞĚǁŝƚŚĂŶĚŵŽŶŝƚŽƌĞĚ͘
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ KĐƚŽďĞƌϮϬϮϰ
<ŝŶŐƐ
ƐƚĂƚĞƐsŚĂƉƚĞƌϱ͗DŝƚŝŐĂƚŝŽŶ͕DŽŶŝƚŽƌŝŶŐ͕ĂŶĚZĞƉŽƌƚŝŶŐWƌŽŐƌĂŵwww.provostandpritchard.com ϱͲϮ dĂďůĞϱͲϭ͗DŝƚŝŐĂƚŝŽŶ͕DŽŶŝƚŽƌŝŶŐ͕ĂŶĚZĞƉŽƌƚŝŶŐWƌŽŐƌĂŵ Mitigation, Monitoring, and Reporting Program
/ƚĞŵ DŝƚŝŐĂƚŝŽŶDĞĂƐƵƌĞ tŚĞŶDŽŶŝƚŽƌŝŶŐŝƐ ƚŽKĐĐƵƌ &ƌĞƋƵĞŶĐǇŽĨ DŽŶŝƚŽƌŝŶŐ ŐĞŶĐǇ ZĞƐƉŽŶƐŝďůĞĨŽƌ DŽŶŝƚŽƌŝŶŐ DĞƚŚŽĚƚŽ sĞƌŝĨǇ ŽŵƉůŝĂŶĐĞ sĞƌŝĨŝĐĂƚŝŽŶŽĨ ŽŵƉůŝĂŶĐĞ ŝŽůŽŐŝĐĂůZĞƐŽƵƌĐĞƐ
/KͲϭ
;^ǁĂŝŶƐŽŶ͛Ɛ,ĂǁŬĂŶĚEĞƐƚŝŶŐŝƌĚǀŽŝĚĂŶĐĞͿdŚĞƉƌŽũĞĐƚ͛ƐĐŽŶƐƚƌƵĐƚŝŽŶĂĐƚŝǀŝƚŝĞƐǁŝůůŽĐĐƵƌ͕ŝĨĨĞĂƐŝďůĞ͕ďĞƚǁĞĞŶ^ĞƉƚĞŵďĞƌϭϲĂŶĚ:ĂŶƵĂƌǇϯϭ;ŽƵƚƐŝĚĞŽĨƚŚĞŶĞƐƚŝŶŐďŝƌĚƐĞĂƐŽŶͿƚŽĂǀŽŝĚŝŵƉĂĐƚƐƚŽŶĞƐƚŝŶŐďŝƌĚƐ͘ ƵƌŝŶŐŽŶƐƚƌƵĐƚŝŽŶ
ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ
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;^ǁĂŝŶƐŽŶ͛Ɛ,ĂǁŬĂŶĚEĞƐƚŝŶŐŝƌĚWƌĞͲĐŽŶƐƚƌƵĐƚŝŽŶ^ƵƌǀĞǇƐͿ/ĨĂĐƚŝǀŝƚŝĞƐŵƵƐƚŽĐĐƵƌǁŝƚŚŝŶƚŚĞŶĞƐƚŝŶŐďŝƌĚƐĞĂƐŽŶ;&ĞďƌƵĂƌǇϭƚŽ^ĞƉƚĞŵďĞƌϭϱͿ͕ĂƋƵĂůŝĨŝĞĚďŝŽůŽŐŝƐƚ;ƐŽŵĞŽŶĞĨĂŵŝůŝĂƌǁŝƚŚƚŚĞƐĞƐƉĞĐŝĞƐĂŶĚŶĞƐƚŝŶŐďŝƌĚƐͿǁŝůůĐŽŶĚƵĐƚĂƐŝŶŐůĞƉƌĞͲĐŽŶƐƚƌƵĐƚŝŽŶƚĂŬĞͲĂǀŽŝĚĂŶĐĞƐƵƌǀĞǇĨŽƌ^ǁĂŝŶƐŽŶ͛ƐŚĂǁŬŶĞƐƚƐŽŶƚŚĞƐŝƚĞĂŶĚǁŝƚŚŝŶĂϬ͘ϱͲŵŝůĞƌĂĚŝƵƐŽƵƚƐŝĚĞŽĨƚŚĞƐŝƚĞǁŝƚŚŝŶƐĞǀĞŶ;ϳͿĐĂůĞŶĚĂƌĚĂǇƐƉƌŝŽƌƚŽƚŚĞƐƚĂƌƚŽĨĐŽŶƐƚƌƵĐƚŝŽŶ͘dŚĞ^ǁĂŝŶƐŽŶ͛ƐŚĂǁŬƐƵƌǀĞǇŵƵƐƚŶŽƚďĞĐŽŵƉůĞƚĞĚďĞƚǁĞĞŶƉƌŝůϮϭƚŽ:ƵŶĞϭϬĚƵĞƚŽƚŚĞĚŝĨĨŝĐƵůƚǇŽĨŝĚĞŶƚŝĨǇŝŶŐŶĞƐƚƐĚƵƌŝŶŐƚŚŝƐƚŝŵĞŽĨǇĞĂƌ͘dŚĞƐƵƌǀĞǇƐŚĂůůĂůƐŽŝŶĐůƵĚĞŝŶƐƉĞĐƚŝŶŐĨŽƌŶĞƐƚŝŶŐŵŝŐƌĂƚŽƌǇďŝƌĚƐǁŝƚŚŝŶƚŚĞƐŝƚĞĂŶĚƵƉƚŽϭϬϬĨĞĞƚŽƵƚƐŝĚĞŽĨƚŚĞƐŝƚĞĂŶĚĨŽƌŶĞƐƚŝŶŐƌĂƉƚŽƌƐǁŝƚŚŝŶƚŚĞƐŝƚĞĂŶĚƵƉƚŽϱϬϬĨĞĞƚŽƵƚƐŝĚĞŽĨƚŚĞƐŝƚĞ͘ůůƌĂƉƚŽƌŶĞƐƚƐƐŚĂůůďĞĐŽŶƐŝĚĞƌĞĚ͞ĂĐƚŝǀĞ͟ƵƉŽŶƚŚĞŶĞƐƚͲďƵŝůĚŝŶŐƐƚĂŐĞ͘/ĨŶŽĂĐƚŝǀĞŶĞƐƚƐĂƌĞŽďƐĞƌǀĞĚ͕ŶŽĨƵƌƚŚĞƌŵŝƚŝŐĂƚŝŽŶŝƐƌĞƋƵŝƌĞĚ͘ WƌŝŽƌƚŽŽŶƐƚƌƵĐƚŝŽŶ
ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ
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ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ
ĂŶĚͬŽƌĐŽŶƐƚƌƵĐƚŝŽŶ
ĐŽŶƚƌĂĐƚŽƌ
ŝƚǇŽĨ
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ĂƐƐŝƐƚĂŶĐĞŽĨ
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ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ KĐƚŽďĞƌϮϬϮϰ
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ƐƚĂƚĞƐsŚĂƉƚĞƌϱ͗DŝƚŝŐĂƚŝŽŶ͕DŽŶŝƚŽƌŝŶŐ͕ĂŶĚZĞƉŽƌƚŝŶŐWƌŽŐƌĂŵwww.provostandpritchard.com ϱͲϯ Mitigation, Monitoring, and Reporting Program
/ƚĞŵ DŝƚŝŐĂƚŝŽŶDĞĂƐƵƌĞ tŚĞŶDŽŶŝƚŽƌŝŶŐŝƐ ƚŽKĐĐƵƌ &ƌĞƋƵĞŶĐǇŽĨ DŽŶŝƚŽƌŝŶŐ ŐĞŶĐǇ ZĞƐƉŽŶƐŝďůĞĨŽƌ DŽŶŝƚŽƌŝŶŐ DĞƚŚŽĚƚŽ sĞƌŝĨǇ ŽŵƉůŝĂŶĐĞ sĞƌŝĨŝĐĂƚŝŽŶŽĨ ŽŵƉůŝĂŶĐĞ ĂǀŽŝĚĂŶĐĞďƵĨĨĞƌƐǁŝůůďĞŝĚĞŶƚŝĨŝĞĚǁŝƚŚĨůĂŐŐŝŶŐ͕ĨĞŶĐŝŶŐ͕ŽƌŽƚŚĞƌĞĂƐŝůǇǀŝƐŝďůĞŵĞĂŶƐ͕ĂŶĚǁŝůůďĞŵĂŝŶƚĂŝŶĞĚƵŶƚŝůƚŚĞďŝŽůŽŐŝƐƚŚĂƐĚĞƚĞƌŵŝŶĞĚƚŚĂƚƚŚĞŶĞƐƚůŝŶŐƐŚĂǀĞĨůĞĚŐĞĚ͘ /KͲϰ
;DĂƚĞƌŶŝƚǇĂƚZŽŽƐƚWƌĞͲŽŶƐƚƌƵĐƚŝŽŶ^ƵƌǀĞǇͿ/ĨĐŽŶƐƚƌƵĐƚŝŽŶĂĐƚŝǀŝƚŝĞƐĨĂůůďĞƚǁĞĞŶDĂƌĐŚϭĂŶĚ^ĞƉƚĞŵďĞƌϯϬ;ďĂƚŵĂƚĞƌŶŝƚǇƐĞĂƐŽŶͿĂƉƌĞͲĐŽŶƐƚƌƵĐƚŝŽŶƐƵƌǀĞǇǁŝůůďĞƉĞƌĨŽƌŵĞĚǁŝƚŚŝŶƐĞǀĞŶ;ϳͿĚĂǇƐƉƌŝŽƌƚŽĐŽŶƐƚƌƵĐƚŝŽŶƚŽŝĚĞŶƚŝĨǇĂĐƚŝǀĞŵĂƚĞƌŶŝƚǇďĂƚƌŽŽƐƚůŽĐĂƚŝŽŶƐŝŶƚŚĞĞǆŝƐƚŝŶŐŚŽƵƐĞĂŶĚďĂƌŶŽŶƐŝƚĞŽƌƚƌĞĞƐǁŝƚŚŝŶƵƉƚŽϭϬϬĨĞĞƚŽĨƚŚĞƐŝƚĞƉƌŝŽƌƚŽƚŚĞƐƚĂƌƚŽĨĐŽŶƐƚƌƵĐƚŝŽŶ͘ƋƵĂůŝĨŝĞĚďŝŽůŽŐŝƐƚ;ƐŽŵĞŽŶĞĨĂŵŝůŝĂƌǁŝƚŚďĂƚƌŽŽƐƚƐĂŶĚƚŚĞŝƌƐŝŐŶͿǁŝůůĐŽŶĚƵĐƚĂĚĂǇƚŝŵĞƌŽŽƐƚƐƵƌǀĞǇĂŶĚĂŶĞŵĞƌŐĞŶĐĞƐƵƌǀĞǇĂƚƉŽƚĞŶƚŝĂůƌŽŽƐƚůŽĐĂƚŝŽŶƐ͘ WƌŝŽƌƚŽŽŶƐƚƌƵĐƚŝŽŶ
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ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ
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ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
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ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ
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ĐƚŝǀŝƚŝĞƐ ĂŝůǇ
ŝƚǇŽĨ<ŝŶŐƐďƵƌŐ
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CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Pursell & City Council
REPORT FROM: John Binaski, Interim Fire Chief REVIEWED BY: AJH AGENDA ITEM: Fire – Receive and File the Kingsburg Fire Department Strategic and Master Plan.

ACTION REQUESTED: ___Ordinance ___Resolution ____Motion ____Receive/File

EXECUTIVE SUMMARY
The city council authorized funds for the Fire Department to conduct a strategic and master plan. A Fire Department strategic and master plan is a comprehensive document outlining the long-term vision, goals, and actionable steps for a fire department to effectively serve its community, including both a strategic plan, which defines the overall direction and priorities, and a master plan that provides a detailed roadmap for achieving those goals through recommendations and addressing operational needs, infrastructure improvements, and community engagement strategies.

This report will be used for future budget requests, staffing, and benchmark and baseline performance goals review.

It also provides recommendations to improve service to the community based on their feedback.

RECOMMENDED ACTION BY CITY COUNCIL

1. The city council will receive and file the 2024 KFD Strategic and Master Plan.

POLICY ALTERNATIVE(S)
STRATEGIC GOAL(S) MET:

1. Community Safety

FINANCIAL INFORMATION

BACKGROUND INFORMATION
In FY 23/24 and 24/25, the city council authorized funds for the Fire Department to conduct a strategic and master plan. The original cost for this project was estimated at $60,000, but the department was able to compete for $30,000 using two specific outside vendors and internal staff. A Fire Department strategic and master plan is a comprehensive document outlining the long-term vision, goals, and actionable steps for a fire department to effectively serve its community, including both a strategic plan, which defines the overall direction and priorities, and a master plan that provides a detailed roadmap for achieving those goals through specific projects and addressing operational needs, infrastructure improvements, and community engagement strategies.

As the old saying goes, “If you fail to plan, you plan to fail.” Master planning is often confused with strategic planning.

Master planning is a high-level, big-picture process that typically plans for a timeframe of 5 to 10 years. This longer timeframe is essential for any organization and critical for communities experiencing growth. A master plan answers Meeting Date: 01/15/2025
Agenda Item: 5
FISCAL IMPACT:

1. Is There a Fiscal Impact? No

2. Is it Currently Budgeted? N/A

3. If Budgeted, Which Line?

Page 2 of 2 ends

three questions:
• Where is our department now?
• Where will we need to be in the future?
• How do we get there?
The process begins with a detailed evaluation of the agency's current conditions. It then forecasts future population and service demands and develops strategies for meeting those needs.

In contrast, a strategic plan is a shorter-term, three- to five-year, externally and internally driven plan, though often facilitated by a third party. The strategic planning process included reviewing key agency documents and the most current performance data, as well as conducting two days of on-site meetings external community stakeholders and internal stakeholders between September 7 and 9, 2024.

On September 7, the agency hosted a “town hall” style meeting, during which a 17-member group of internal and external stakeholders completed a strategic visioning process. The process included a review of the value of strategic planning; evaluation of the community stakeholders’ perception of the KFD before and after the facilitated process; analysis of the agency’s strengths, weaknesses, opportunities, and challenges (SWOC). On September 9, personnel from each rank reviewed the work from the external stakeholders and then used it to complete the following items. • Validate and update the agency’s mission, vision, and core values • Identification of the department’s most important goals for the next three to five years • Definition of objectives and action steps needed to achieve the goals • Establishment of means by which to measure the accomplishment of the above This report will be used for future budget requests, staffing, and performance goals. It also provides recommendations to improve service to the community based on their feedback.

ATTACHED INFORMATION

1. 2024 Kingsburg Fire Strategic and Master Plan study.

Strategic and Master Plan

CITY OF KINGSBURG FIRE DEPARTMENT
City Council Presentation January 15, 2025
Strategic Planning
Strategic planning is a shorter -term, three- to five-year, externally and internally driven plan, facilitated by a third-party MED Enterprises. The strategic planning process included reviewing key agency documents and the most current performance data, as well as conducting town hall meetings with community stakeholders. • Validate and update the agency ’s mission, vision, and core values • Identification of the department ’s most important goals for the next three to five years • Definition of objectives and action steps needed to achieve the goals • Establishment of means by which to measure the accomplishment of the above 2 Master Planning
Master planning is a high -level, big-picture process that typically plans for a timeframe of 5 to 10 years. This longer timeframe is essential for any organization. The process be with a detailed evaluation of the agency's current conditions. It then forecasts future population and service demands. Then develops strategies and recommendations fo meeting those needs.

A master plan answers three questions:
• Where is our department now?
• Where will we need to be in the future?
• How do we get there?
3 Strategic Planning
On September 7, the agency hosted a “town hall” style meeting, during which a 17- member group of internal and external stakeholders completed a strategic visioning process. The process included a review of the value of strategic planning; evaluation of the community stakeholders’ perception of the KFD before and after the facilitated process; analysis of the agency’s strengths, weaknesses, opportunities, and challenges (SWOC); and critique of the agency’s desired strategic planning statements for final inclusion in a strategic plan.

After the process, the stakeholders derived three key themes:
1 - How do we continue to improve on saving lives, property, and the environment before and during emergency events?
2 - How do we meet the increasing service demands over the coming years? 3 - How do we better explain our services and demonstrate our value to our community?
4 Strategic Planning
From these critical themes, members of the agency ’s command, line, and administrative staff developed a list of 11 strategic objectives supporting the three themes:
• Improve survivability for victims of fire, HazMat release, entrapment, and other crisis events. • Improve survivability of patients who experience acute medical emergencies. • Improve firefighter safety and survival.
• Reduce financial and legal risk and liability to the Kingsburg Fire Department and the City of Kingsburg. • Improve efficiency within the current budget process. • Prepare the agency for future economic downturns.
• Prepare for population growth within the jurisdiction. • Promote a positive agency reputation within the community. • Mitigate fire-related damage to allow occupants to remain in the impacted structure after suppression operations. • Provide downward pressure on fire insurance costs within the community. • Provide value to the community beyond the 9-1-1 response. 5 KFD Service
Area

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
6 KFD ISO 1.5
Mile
Response
Area

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
7 KFD ISO 1.5
Mile
Response
Area

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
8 KFD Station 1
and FCFD 83 - 4, 6, and 8
Minute
Response

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
9 KFD Org.

Chart

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
10 Staffing and Personnel
Administrative Staff
Daily Deployment

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
11 Operations Staff
KFD
Automatic
Aid Partners
and Staffing

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
12 KFD Staffing VS. NFPA
NFPA 1710 KFD with Auto - Aid
KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN 13
Structure Fire Response
• For a moderate-risk fire, such as a single -family residence with a 2,500 -square-foot residence, industry standards recommend a minimum of 16 firefighters to complete the necessary crit firefighting tasks.
• The Fresno County Emergency Communications Center dispatches four fire engines, one ambulance, and one battalion chief, totaling 11 personnel, for these types of fires. KFD doe not have adequate responding units or personnel to meet NFPA 1710 standards for a moderate-risk fire.
• Of the 11 responders required, KFD can provide four personnel and only if the ambulance not already committed to medical transport. KFD can provide only 25 percent of the effectiv firefighting force required to work a single -family structure fire. • KFD relies heavily on the surrounding fire departments to respond to any incident that requ more than one fire unit's response or four personnel to mitigate the emergency. 14 Ambulance
Response
Area – Fresno
County

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
15 Incident by
Call Type

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
16 KFD Engine
Incident
Locations
for the past
5 years.

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
17 KFD
Ambulance
Incident
Locations for
the past 5
years.

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
18 KFD Annual
Incidents
Volume per
Year

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
19 KFD Engine
and
Ambulance
Incidents
per Year

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
20 KFD Engine
and
Ambulance
Unit
Utilization

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
21 Incident
Lifecycle
KFD Call
Processing
KFD Turnout
Time
KFD Travel
Time
KFD Total
response
Time
KFD
Benchmark
and 5 - Year
Performance

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
27 Life Safety and Public Education
28 KFD
Inspectable
Occupancies

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
29 State Mandated Inspections
30 • In 2023, of the required state -mandated annual inspections, the department completed only the school occupancies. The mandated inspections are primarily for multi -family residents with more than four units, churches, and schools. It is estimated the city ha 116 state mandated inspections.
• The department did not inspect other business occupancies because of limited staff • In 2024, the Fire Department completed the following state mandated inspection; KP holding cells, the old hospital, skilled nursing facilities, both commercial hotels, scho and several churches.
• Unfortunately, this was approximately only 20% of all state mandated inspections. T main area of non-compliance was the multi -family housing, which is approximately 100 inspectable occupancies.
• This is another state requirement put on local jurisdictions without any funding.

BSAFE Voluntary Inspection Program
31 • In 2019, the department developed the Building Safety and Fire Education ( BSAFE) program. Prior to that, the department had not completed commercial life safety business inspections for the previous ten years.
• BSAFEwas designed for biennial self -inspection by business and property owners of International Building Code (IBC) Group B and Group M occupancy classifications. • In 2020, the department sent letters to 238 inspectable businesses within the city us the BSAFEprogram. Only 27 completed self -inspection forms were received and several were incomplete.
• The department then inspected five of the 27 businesses that completed the self - inspection form and identified violations. • As a result, no further mailings were conducted for the BSAFEprogram. • Unfortunately, due to current call volume and other responsibilities, the department d not have adequate staff to perform all of the commercial occupancy inspections usin - hour shift personnel.

KFD
Inspectable
Occupancies –
NFPA
Minimum
Inspection
Frequency
(NFPA 1730)

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
32 Fire Stations
Fire Station 1
• Bulit in 1967 and Remodelled in 2006
• 4 bedrooms and two bathrooms for an
Operations staff of 6.
• Limited space for both Admin and
Operational personnel.

Fire Staton 2
• Built in 2005
• 2 bedrooms and 2 bathrooms
• Training room
• Equipment storage
• Located at the edge of the city.

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN 33
Fleet

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
1/10/2025 34
Fleet
Replacement
Cost

KINGSBURG FIRE DEPARTMENT STRATEGIC AND MASTER PLAN
35 Findings
• None of the KFD units are approaching cautionary usage statistics. However, ambulance usage is steadily increasing, with longer transport times to area hospitals. • Fire Station 1 is strategically located and provides a response system consistent with risk a demand.
• Limited operational resources limit effective initial interventions at more significant incidents within the City until automatic aid units arrive.
• KFD participates fully and relies heavily on the automatic aid provided by surrounding fire departments.
• The department does not dispatch enough firefighters to a single -family structure fire, as outlined in NFPA Standard 1710.
• Incident volume increases rapidly after six in the morning and remains relatively consistent until eleven at night.
36 Findings
• The two 40-hour positions in the fire department cannot complete all of the industry standard tasks along with managing the department.
• The three main department programs (training, EMS, and Prevention) are an ancilla duty of an on-duty operations captain.
• The community would like more public education and fire prevention from the department, but the department does not have a 40 -hour staff person dedicated to meeting these expectations.
• The KFD has no defined schedule for inspecting all existing commercial occupancie • There was no evidence of a capital improvement or station replacement plan. 37 Recommendations
There are 13 Recommendations
• Adopt staffing levels and models that provide enough mission support and successio planning opportunities.
• Evaluate staffing levels required for administrative support services. • Modify response assignments so that all incident types can receive sufficient resource based on the critical task analysis.
• Continue to aggressively participate and utilize the automatic and mutual -aid systems within the immediate area.
• Begin tracking performance and outcome measurements.
• Place greater emphasis on the quality assurance of fire records management data in 38 Recommendations
• Develop a schedule to inspect all commercial occupancies. • Institute an inspection and fee recovery system for performing and issuing operationa permits as authorized by the California Fire Code.
• Develop and implement a community risk -reduction plan. • Formalize, adopt, and fund a capital replacement plan. • Review policies and guidelines annually.
39 Strategic and
Master Plan
Prepared by
November 14, 2024

CITY OF KINGSBURG FIRE DEPARTMENT

4 Description of Community Served
SECTION I. EVALUATION OF CURRENT CONDITIONS
Table of Contents
5 Overview of the Kingsburg Fire Department
Description and Review of Services Provided
Industry and Community Trends
Strategic Planning
Management Components
Staffing and Personnel
Capital Facilities and Equipment
Emergency Medical Services and Transport
Life Safety Services and Public Education
Communications and Dispatch
Special Operations Programs
Training and Continuing Medical Education
74 Environment
SECTION II. COMMUNITY RISK ASSESSMENT
75 Community Characteristics
Physical Assets Protected
Threat and Hazard Assessment
Community Comparison
100
Service Delivery and Performance
SECTION III. SERVICE AND DELIVERY PERFORMANCE
101
Establishment of Response Time Performance Objectives
126
Overall Findings
SECTION IV. FINDINGS & RECOMMENDATIONS
127
Recommendations
APPENDIX 1367
10 11
13 27
31 40
50 56
64 65
69 78
8194
98 123
129
Acknowledgments
FireStats extends its sincere appreciation to each of the following individuals, whose contributions and assistance made this project possible:

John Binaski
Interim Fire Chief
Kevin Clark
Fire Captain
Wayne Osborne
Fire Captain
Jeremy Owens
Fire Captain
Rolinda Hernandez
Administrative Assistant
Kingsburg Fire Department City of Kingsburg
Brandon Pursell, Jr.

Mayor
Vince Palomar
Mayor Pro Tem
Laura North
City Council Member
David Silva
City Council Member
Staci Smith
City Council Member
Alexander Henderson
City Manager
City of Kingsburg Fire Department Strategic and Master Plan 2 This report is dedicated to the firefighters and
support staff who daily serve the citizens and
visitors of the City of Kingsburg.

Evaluation of
Current Conditions

SECTION I
Description of Community Served
The Kingsburg Fire Department (KFD) is organized as a city department. It is responsible for emergency services within the city and surrounding area. In addition, it participates in a robust automatic and mutual-aid system throughout Fresno County. The City of Kingsburg, located in the San Joaquin Valley in Fresno County (Figure 1), has a rich history as a Wild West outpost for outlaws and cattlemen that grew into a farming community settled by people of Swedish descent. Today, Kingsburg is a charming, diverse agricultural town with a Swedish flair.

The area’s first known residents, the Nutununtu tribe, first encountered Europeans in 1773 when the Spanish soldier Pedro Fages explored the area and named the Kings River "Rio de los Santo Reyes," or River of the Sainted Kings. In 1871, the Southern Pacific Railroad built a train depot in Kingsburg and named it Kings River Switch.

The small settlement answered to several different names until the postal authorities and the Fresno Weekly Expositor reported the name Kingsburg in 1875. By the late 1870s, the first Swedish settlers settled in Kingsburg. The Swedish colony mainly consisted of sober, hardworking men who began to replace stockraising with farming. This transition is credited with ending the Wild West atmosphere in the late 1910s. ln 1908, Kingsburg incorporated, and the citizens voted the saloons out in the same election. In 1921, a survey showed that 94 percent of the population within a 3-mile radius of Kingsburg was of Swedish descent.

The city’s Swedish heritage is prominently reflected in its architecture and cultural events. Many of its original buildings and homes feature a distinctly Scandinavian design characterized by ornate woodwork and colorful facades. The town has diligently preserved this historical charm, making it a picturesque example of early Swedish American influence in California.

One of Kingsburg’s notable landmarks is Kingsburg Historical Park, which offers a glimpse into the city’s past through preserved buildings, exhibits, and artifacts. The park is a testament to Kingsburg’s commitment to maintaining its historical integrity and educating visitors about its roots.

Today, Kingsburg is a vibrant city with a population of approximately 13,000. It offers a mix of smalltown charm and modern conveniences, making it a desirable place to live for many families and individuals. Kingsburg is a family-friendly, safe community that prides itself on civic leadership and community engagement. It's known for its well-maintained parks, highly rated schools, and friendly community atmosphere.

The Kings River offers summer recreation, such as fishing, boating, jet skiing, and rafting. The Kings River Golf & Country Club boasts beautiful river views and a championship 18-hole course.

Kingsburg also benefits from its location in the San Joaquin Valley, which provides easy access to the larger metropolitan areas of Fresno and Visalia. This proximity allows residents to enjoy a quiet, suburban lifestyle while still having access to the amenities and opportunities offered by nearby cities. 5 City of Kingsburg Fire Department Strategic and Master Plan Figure 1. Geographical location of the City of Kingsburg 6 Overview of the Kingsburg Fire Department
The City of Kingsburg was incorporated in 1908. By 1911, the city had completed its waterworks system, including 24 fire hydrants and a pump house. With fire protection in mind, the city council acquired two hose carts, a combination hook-and-ladder truck, axes, crowbars, and lanterns. A mass meeting was held on January 12, 1912, which led to the formation of the volunteer fire department, with 19 initial members. The first significant test of the department’s capabilities came six months later during the G.E. Carlson tank house fire. The volunteers successfully utilized their equipment, as reported by The Recorder: "Small streams from the tank were first turned on and helped check the flames around the lower part of the tank."
In 1918, the city acquired a Ford truck with ladders and hoses, although it lacked a pump, limiting its effectiveness. The first significant upgrade came in 1924 with the purchase of an American LaFrance truck equipped with a pump. The department acquired a Van Pelt fire engine in 1946 and another truck in 1954.

The department expanded by starting an ambulance service when the local mortuary ceased providing emergency transport services in 1951. It purchased emergency medical equipment and introduced emergency medical technician (EMT) training. In 1987, the department trained its first paramedic and hired the first full-time firefighter.

Beyond its official duties, the fire department has been a vibrant part of the Kingsburg community.

Firefighters build and decorate floats for parades, consistently winning accolades. Additionally, Santa Claus arrives in Kingsburg via fire truck each Christmas, with children enjoying rides and festive activities provided by the firefighters.

The Kingsburg Fire Department serves a residential population of approximately 13,000 over 3 square miles. It boasts a team of highly trained and dedicated professionals equipped with state-ofthe-art technology and resources. The department’s mission extends beyond fire suppression to encompass various services, including emergency medical response, rescue operations, hazardous materials (HazMat response), fire prevention, and community education.

As of 2024, KFD is authorized to employ 17 uniformed career personnel and one non-uniformed administrative support person. Figure 2 illustrates the KFD service area geographically.

Legal Basis and Governance
The city was officially incorporated in 1908 as a charter city. It now operates as a council-manager form of local government. The five-member city council is elected at large with five specific election districts. Each member serves a four-year term, with elections held every two years, alternating between three and two members elected. Each council member rotates through the position of mayor.

The city manager and city attorney are appointed by the city council, as are members of the city's boards and commissions.
7 City of Kingsburg Fire Department Strategic and Master Plan Figure 2. Kingsburg Fire Department’s Service Area
8 Governance and Authority
The city manager and city attorney report directly to the city council. The city manager oversees the department heads and the entire city's operations. The city operates under California's legal statutes and local municipal code.

The city manager supervises the fire chief. Figure 3 illustrates the current organizational structure of KFD.

Figure 3. Organizational Structure of Kingsburg Fire Department (2024) Firefighter /
EMTs
Fire Captain Fire Captain Fire Captain
Fire Engineer Fire Engineer Fire Engineer
Firefighter /
Paramedics
Firefighter /
Paramedics
Firefighter /
Paramedics
Firefighter /
EMTs
Firefighter /
EMTs
Fire Chief
Contracted
Plan Review
Contracted
Battalion Chiefs
Administrative
Assistant
9 City of Kingsburg Fire Department Strategic and Master Plan Service General Resource/Asset Capability Staffing and Capability per Shift Fire suppression
• 1 Type-1 engine
• 1 Type-6 fire engine for wildland
response – cross-staffed
• 2 personnel (1 captain and 1 fire
engineer)
Emergency medical
Services
• 2 rescue ambulances – ALSequipped• 2 firefighter/paramedics and 2 firefighter/EMTs
HazMat response • No HazMat unit • 18 personnel trained to firstresponder awareness level Technical rescue • No urban search and rescue (USAR)
unit
• 18 personnel trained to the first
awareness level and 5 personnel
trained to USAR standards
Description and Review of Services Provided
10 The KFD currently deploys its one fire engine (two-person staffed) and two rescue ambulances from a centrally located fire station. The department maintains a daily minimum staffing of six personnel. In September 2022, the Insurance Services Office (ISO) assigned the city a Class 2 Public Protection Classification (PPC™) rating.

KFD provides traditional fire suppression, emergency medical transport, first-responder-level HazMat response, technical rescue operations, new construction plan review through a contractual arrangement, and a limited role in public education and fire prevention activities. The department contracts with Fresno County Fire Protection District (FCFPD) for battalion chief coverage.

For emergency medical services (EMS) incidents, KFD provides advanced life support (ALS) medical first-response service using a paramedic assessment (PA) engine. The department also provides ALSlevel transport with its rescue ambulance (RA) as part of the regional ambulance agreement. Table 1 outlines KFD’s emergency services capabilities.

Table 1. Kingsburg Fire Department Emergency Service Capabilities Industry and Community Trends
The City of Kingsburg’s commitment to community safety is commendable. Its strategy to maintain a safe environment for its citizens includes a full-service career fire department. Whether a community provides its own service or contracts with a larger organization, it represents a significant financial investment. In addition, rapid inflation in expensive specialty equipment makes Kingsburg’s commitment even more significant.

One of the most challenging trends in the fire service is the rapid increase in expenses. Since 2020, labor shortages, supply chain issues, and market pressures have increased the cost of fire apparatus at an alarming, unprecedented rate. These pressures have also pushed back the delivery dates from order to 36 months or longer. Although there is some evidence that the situation is improving, it is unclear whether or when the problem will be resolved. For the near term, agencies should plan for a 10 percent inflation rate in apparatus costs.
1 Prudent organizations should expect similar inflation rates for other capital expenditures, such as radio systems, personal protective equipment, and specialty medical gear.

Labor costs are also likely to increase in the foreseeable future. A limited pool of applicants and an increasing need for more firefighter positions, coupled with an increase in retirements, are likely to continue to put pressure on base and competitive wages for firefighters. California might see a significant decrease in applicants as the California Department of Forestry and Fire Protection (CAL FIRE) adjusts to an increase in the minimum staff per apparatus and fewer hours worked per firefighter in a standard workweek. This will cause CAL FIRE, a substantial employer of firefighters, to increase its recruiting and retention efforts, reducing the available applicant pool for other agencies and enticing firefighters to move from their current organizations.

In 2023, Columbia Southern University identified seven emerging trends in the fire service, including:
2 1. Advances in technology, such as the use of drones, thermal imaging, and wireless connectivity

2. Staffing shortages

3. Increased emphasis on wellness

4. The use and adoption of alternate energy sources by the agencies and the hazards these new energy sources bring

5. Increased awareness, severity, and occurrences of wildfires in rural communities

6. Importance of community engagement

7. New building materials and the hazards they introduce Several experts and researchers agree with this list of emerging trends and have identified additional trends, such as reduced revenue, which affects discretionary spending; expanded operational responsibilities; and focus on sustainability, inclusiveness, partnerships, and culture. 3,4 Most of these trends and ideas conflict with
11 City of Kingsburg Fire Department Strategic and Master Plan 1 www.fireapparatusmagazine.com/magazine/2024-outlook-improvement-but-not-out-of-the-woods/. 2 www.columbiasouthern.edu/blog/blog-articles/2023/february/emerging-trends-in-the-fire-service/. 3 www.fireengineering.com/commentary/fire-service-megatrends-2023-and-beyond/. 4 www.iafc.org/membership/iCHIEFS/iCHIEFS-article/the-21st-century-fire-and-emergency-services. 12 immediate financial constraints, even those that could improve an organization’s future financial position. For example, improved firefighter safety, health, and wellness should reduce workers’ compensation claims and the overtime needed to cover absenteeism. However, direct correlation is difficult to prove without investing in better data capture methodologies.

Investing in technology, such as drones, robotic adjuncts, improved situational awareness technologies, data, and analytic systems, could enhance organizational effectiveness. It could reduce overall staffing and/or ensure staffing is in prime geographic locations to improve efficacy and efficiency. Smaller agencies that do not have an abundance of human resources might not find an improvement in efficiency, but they could see enhanced operational effectiveness.

The key trends for emergency medicine appear to be based on integrative medicine. According to the EMS Agenda 2050 plan, one key principle is that people receive comprehensive quality care in a place that is the most effective, convenient, and comfortable. Other concepts in this document include the recognition of EMS systems as an integral piece of public health and healthcare. Emergency medicine clinicians will be an essential part of the healthcare delivery system, with access to patient medical records and history. EMS will interface directly and seamlessly with specialists and experts and extensively use technology for field monitoring and communications. This will necessitate a higher skill level and a broader scope of practice for the emergency clinician of the future. The concept of on-scene medicine and reduction of transportation to receiving facilities for only the sickest or critically injured is predicated on effective dispatching or primary medical contact systems that can provide immediate direction and access to immediately required medical aid adjuncts. 5 Desk nurses, artificial intelligence
algorithms, and drone delivery of medications and tools might accomplish this. Until that system is in place, the first responder system could transform into a basic aid delivery system. Then, definitive care would be delivered by more advanced clinicians when they arrive.

The community's makeup and trends are also variables that need to be evaluated as fire departments change and grow over time. As people return to city living, there is increasing pressure on cities to grow and become more sustainable. This includes more green space, public transportation, mixed-use land use and zoning, and less focus on the automobile. Reducing infrastructure for automobiles could result in fewer and smaller streets.
6 Reduced access for large fire apparatus might
pressure the industry to incorporate smaller firefighting vehicles or alternative modes of transportation, including aviation and drones. Vehicles utilizing alternative fuel sources, including electricity, will also shape the apparatus and the hazards responders face.

These trends will require emergency agencies to adopt a flexible approach to staffing, technology, policies, and funding. A culture of change adoption and an emphasis on prevention will enable fire and emergency medical agencies to anticipate and react to the changing environment. Because the lead time to transform the industry can be excessive due to the culture and the capital costs of equipment and training, early adopting organizations will weather the changes with fewer disruptions to community services.
5 www.ems.gov/assets/EMS-Agenda-2050.pdf. 6 kbs.com/insights/the-new-urban-era-trends-and-transformations-in-city-living/.

Strategic Planning
Strategic planning is an intentional process by which an agency or organization surveys the industry trends, customers’ needs and wants, current and future available resources, and current and future capabilities of the agency to identify any performance gaps. When gaps are identified, the agency can determine the organizational objectives, supporting goals, and critical tasks necessary to rectify the performance gaps. After the process, the agency possesses a planning document that helps it focus organizational resources on measurable outcomes and prevent inefficient and counterproductive activities. The strategic planning process provides additional value when a broad array of stakeholders reaches a consensus on organizational performance gaps and potential solutions. Team effectiveness is enhanced through the power of a shared vision and goals.

Methodology
The strategic planning process included reviewing key agency documents and the most current performance data, as well as conducting two days of on-site meetings with the fire chief, firefighters, agency support staff, and community stakeholders between September 7 and 9, 2024.

After the process, the stakeholders derived three key themes:
1 How do we continue to improve on saving lives, property, and the environment before and during emergency events?
2 How do we meet the increasing service demands over the coming years? 3 How do we better explain our services and demonstrate our value to our community? From these critical themes, members of the agency’s command, line, and administrative staff developed a list of 11 strategic objectives supporting the three themes:

1.1. Improve survivability for victims of fire, HazMat release, entrapment, and other crisis events.

1.2. Improve survivability of patients who experience acute medical emergencies.

1.3. Improve firefighter safety and survival.

2.1. Reduce financial and legal risk and liability to the Kingsburg Fire Department and the City of Kingsburg.

2.2. Improve efficiency within the current budget process. 13 City of Kingsburg Fire Department Strategic and Master Plan

2.3. Prepare the agency for future economic downturns.

2.4. Prepare for population growth within the jurisdiction.

3.1. Promote a positive agency reputation within the community.

3.2. Mitigate fire-related damage to allow occupants to remain in the impacted structure after suppression operations.

3.3. Provide downward pressure on fire insurance costs within the community.

3.4. Provide value to the community beyond the 9-1-1 response.

To track progress over time, the group identified 13 outcome measurements and 36 unique supporting goals to report performance and prepare the KFD to meet the community's needs and expectations.

Agency Status Analysis
SWOC analyses are designed to help an organization assess itself to determine its current state of effectiveness, identify future competitors, anticipate changes, and plot survival trajectories.

Stakeholders were asked to develop a broad list of items from each category, which was then summarized as follows:

STRENGTHS
(things the agency does particularly well, competitive advantages, preparedness investments that are paying off, etc.)
• Good customer service
• Good community relations and high level of trust
• Good fire and EMS equipment
• Good relationships with surrounding fire and other emergency service agencies • Support from the Community Emergency Response Team (CERT) • Support from the Kingsburg Healthcare District
• Low cost of service (cost is 30 percent below the regional average of other fire/EMS agencies) • Professional appearance of equipment and personnel

WEAKNESSES
(things the agency does not do particularly well, competitive disadvantages, blind spots, lack of preparedness, liabilities, etc.)
• Need to improve communication (internal and external) • Poor location of fire station 2
• Suboptimal response coverage in the northeast quadrant of the city 14 • Problems with recruitment and retention of employees • Prioritization by the city of Healthcare District funds to the fire department versus EMS functions • Lack of support staff
• Limited support for volunteer, CERT, and Firefighter Explorer programs • Outdated policies and procedures
• Need to update radio systems
• Suboptimal cardiac survival percentage (i.e., lower than the national average) • The scope of care for paramedics to provide is too broad

OPPORTUNITIES
(things the agency should explore that would improve its mission, service delivery, efficiencies, reputation, and survivability as an organization)
• Expanded public education in the schools and the community at large • Provision of regional disaster training
• Improved response times
• Additional staff for the fire prevention program
• Expanded Hands-Only CPR instruction to the public
• Improved cardiac survival percentage
• Provision of home safety inspections

CHALLENGES
(things that threaten to undermine the agency's mission, service delivery, efficiencies, reputation, and survivability as an organization)
• Abuse of the EMS system and its impact on service levels • Maintaining service levels over time
• Achieving adequate levels of funding
• Unfunded mandates and liabilities
• Employee recruitment and retention
• Limited ability to provide public education
• Communicating service-level impacts to the community
• Anticipated or historical economic downturn
15 City of Kingsburg Fire Department Strategic and Master Plan Strategic Objectives, Outcomes, and Goals

STRATEGIC OBJECTIVE
A statement that creates an overall vision and goal that helps an organization focus on achieving a desired outcome.

OUTCOME
A statement describing an activity's result or end state. The outcome is often the most critical category for evaluating agency effectiveness.

SUPPORTING GOAL
An incremental step(s) needed to accomplish a higher level desired outcome.

Strategic
Objectives
Outcomes
Supporting
Goals
This strategic plan sometimes repeats outcomes and supporting goals because the same solution can meet multiple strategic objectives. For example, rapid turnout times can help improve the outcomes of thousands of responses. Some of the efforts listed below concentrate on fire-related problems, whereas others focus on emergency medical problems. In the end, rapid turnout times benefit both categories.

Figure 4. Supporting goals help an agency achieve higher level, desired outcomes, which bring the agency closer to its strategic objectives.
16 THEME 1

HOW DO WE CONTINUE TO IMPROVE ON SAVING LIVES, PROPERTY,

AND THE ENVIRONMENT BEFORE AND DURING EMERGENCY
EVENTS?
Outcomes
• Annual growth rate of structure fire instances maintained at or below annual population growth rate (percent of structure fires lower than the percentage of the population growth year over year) • Limit vegetation fires to 1/4 acre or less for 90 percent of wildland/grass fires • Zero civilian deaths due to fire (structure fires/accidental/unintentional) Supporting Goals
• Ensure emergency 9-1-1 calls for service are processed within 1 minute and 45 seconds for 90 percent of incidents (verification of address at secondary public safety answering point [PSAP] to alert-alarm handling).
• Hold turnout times within 1 minute and 40 seconds for 90 percent of fire and rescue incidents (unit alert to wheels rolling).
• Monitor and report turnout time performance quarterly (rolling 90- and 365-day, by unit and shift). • For first suppression capable unit arrival at structure fires, HazMat releases, and other crisis events, require personal protective equipment (PPE) within 8 minutes and 30 seconds for 90 percent of incidents (verification of address at secondary PSAP to unit arrival). • Develop a “room of origin” containment outcome measurement. • Develop an output measurement for the time interval between contact with an entrapped victim and extrication of the victim (emergent calls, patient contact to patient extricated). • Inspect 90 percent of state-mandated occupancies annually. • Inspect 90 percent of commercial fire-protection systems annually. • Inspect 75 percent of high-risk occupancies annually. • Inspect 35 percent of moderate-risk occupancies annually. • Inspect 35 percent of low-risk occupancies annually.
• Develop strategies to improve the quality and quantity of incident data reporting by officers and paramedics.
• Time stamp “water on fire.”
• Time stamp “primary search complete.”
Strategic Objective 1.1
Improve Survivability for Victims of Fire, HazMat Release, Entrapment, and other Crisis Events. 17 City of Kingsburg Fire Department Strategic and Master Plan • Time stamp “extrication complete.”
• Time stamp “patient/victim contact.”
• Maintain unit hour utilization below 25 percent for all units (annually).

Outcomes
• Annual growth rate of medical aid requests for service at or below annual population growth rate (percent of emergent medical aid calls lower than the percentage of population growth year over year)
• Cardiac survival rate at or above the national average (CARES and Utstein Survival Reports) Supporting Goals
• Ensure emergency 9-1-1 calls for service are processed within 1 minute and 45 seconds for 90 percent of incidents (verification of address at secondary PSAP to alert - alarm handling). • Hold turnout times within 1 minute and 30 seconds for 90 percent of emergency medical incidents (unit alert to wheels rolling).
• Ensure first advanced life support (ALS) capable unit arrival within 8 minutes (suburban) or 12 minutes (rural) for 90 percent of emergency medical incidents (verification of address at secondary PSAP to unit arrival).
• Keep CPR compression rate at or above 90 percent for 90 percent of cardiac arrest incidents. • Ensure bystander CPR participation rate is at or above the national average. • Partner with community agencies to offer bystander Hands-Only CPR training.

Strategic Objective 1.2
Improve Survivability of Patients Who Experience Acute Medical Emergencies.

Outcomes
• Annual growth rate of structure fire instances maintained at or below annual population growth rate (percent of structure fires lower than the percentage of the population growth year over year) • Limit vegetation fires to 1/4 acre or less for 90 percent of wildland/grass fires • Zero firefighter line-of-duty deaths
• Annual employee injury rate below 20 percent of total allocated staffing (less than three reportable injuries per year)
Strategic Objective 1.3
Improve Firefighter Safety and Survival.
18 Supporting Goals
• Ensure emergency 9-1-1 calls for service are processed within 1 minute and 45 seconds for 90 percent of incidents (verification of address at secondary PSAP to alert-alarm handling). • Hold turnout times within 1 minute and 40 seconds for 90 percent of fire and rescue incidents (unit alert to wheels rolling).
• Monitor and report turnout time performance quarterly (rolling 90- and 365-day, by unit and shift). • For first suppression capable unit arrival at structure fires, HazMat releases, and other crisis events, require PPE within 8 minutes and 30 seconds for 90 percent of incidents (verification of address at secondary PSAP to unit arrival).
• Develop a “room of origin” containment outcome measurement. • Develop an output measurement for the time interval between contact with an entrapped victim and extrication of the victim (emergent calls, patient contact to patient extricated). • Inspect 90 percent of state-mandated occupancies annually. • Inspect 90 percent of commercial fire-protection systems annually. • Inspect 75 percent of high-risk occupancies annually. • Inspect 35 percent of moderate-risk occupancies annually. • Inspect 35 percent of low-risk occupancies annually.
• Develop strategies to improve the quality and quantity of incident data reporting by officers and paramedics.
• Time stamp “water on fire.”
• Time stamp “primary search complete.”
• Time stamp “extrication complete.”
• Time stamp “patient/victim contact.”
• Maintain unit hour utilization below 30 percent for all units (annually). • Analyze the security of all agency facilities (station harding, such as video cameras, security fencing, and limiting access).
• Analyze equipment and inventory security for all vehicles. 19 City of Kingsburg Fire Department Strategic and Master Plan THEME 2

HOW DO WE MEET THE INCREASING SERVICE DEMANDS OVER THE
COMING YEARS?
Outcomes
• Zero firefighter line-of-duty deaths
• Annual employee injury rate below 20 percent of total allocated staffing (less than one reportable injury per year)
• Zero substantiated cases of harassment or discrimination • Zero cases requiring formal disciplinary action (action above written reprimand) Supporting Goals
• Analyze the security of all agency facilities.
• Analyze equipment and inventory security for all vehicles. • Develop a system of reviewing and updating all policies every three years. • Provide liability reduction and harassment prevention training to all employees annually. • Update and maintain a two-year training plan.
• Update succession planning and professional development policies. • Improve the quality and accuracy of report writing by officers and paramedics.

Strategic Objective 2.1
Reduce Financial and Legal Risk and Liability to the Kingsburg Fire Department and the City of Kingsburg.

Outcomes
• Annual growth rate of structure fire instances maintained at or below annual population growth rate (percent of structure fires lower than the percentage of the population growth year over year) • Annual growth rate of medical aid requests for service maintained at or below annual population growth rate (percent of emergent medical aid calls lower than the percentage of population growth year over year)
• Cost per capita equal to or below the regional comparative average Strategic Objective 2.2
Improve Efficiency within the Current Budget Process.
20 Supporting Goals
• Provide liability reduction and harassment prevention training to all employees annually. • Pursue grant opportunities with a positive return on investment (Staffing for Adequate Fire and Emergency Response [SAFER], Assistance to Firefighters Grant [AFG], etc.). • Maintain fleet quantity and reliability.
• Maintain a score of 21 points or lower for all frontline fire apparatus (American Public Works Association [APWA] vehicle replacement score).
• Maintain a score of 30 points or lower for all reserve fire apparatus (APWA vehicle replacement score). • Improve the efficiency of the workers’ compensation treatment program. • Improve return-to-duty processes.
• Invest in station improvement projects that provide economic savings measured in lower ongoing maintenance and utility costs.
• Develop a cost recovery fee for fire department functions due to unfunded state mandates, illegal activities, and negligence.

Outcomes
• Develop an operational cost and service “step-down/cost-cutting” plan that provides a progressive rate of savings within one year of implementation
Supporting Goals
• Develop an annual budget that establishes the required capital outlay for funding new equipment and ambulances.
• Set aside any remaining funds after each fiscal year in a "rainy day" fund to manage potential fiscal emergencies.
• Develop a spending plan and budget for when the Kingsburg Healthcare District grant funds expire in three years.

Strategic Objective 2.3
Prepare the Agency for Future Economic Downturns.

Outcomes
• Annual growth rate of structure fire instances maintained at or below annual population growth rate (percent of structure fires lower than the percentage of the population growth year over year) Strategic Objective 2.4
Prepare for Population Growth within the Jurisdiction.
21 City of Kingsburg Fire Department Strategic and Master Plan • Annual growth rate of medical aid requests for service maintained at or below annual population growth rate (percent of emergent medical aid calls lower than the percentage of population growth year over year)
• Cardiac survival rate at or above the national average (CARES and Utstein Survival Reports) Supporting Goals
• Ensure emergency 9-1-1 calls for service are processed within 1 minute and 45 seconds for 90 percent of incidents (verification of address at secondary PSAP to alert-alarm handling). • Hold turnout times to within 1 minute and 40 seconds for 90 percent of fire and rescue incidents (unit alert to wheels rolling).
• Monitor and report turnout time performance quarterly (rolling 90- and 365-day, by unit and shift). • For first suppression capable unit arrival at structure fires, HazMat releases, and other crisis events, require PPE within 8 minutes and 30 seconds for 90 percent of incidents (verification of address at secondary PSAP to unit arrival).
• Develop a “room of origin” containment outcome measurement. • Develop an output measurement for the time interval between contact with an entrapped victim and extrication of the victim (emergent calls, patient contact to patient extricated). • Inspect 90 percent of state-mandated occupancies annually. • Inspect 90 percent of commercial fire-protection systems annually. • Inspect 75 percent of high-risk occupancies annually. • Inspect 35 percent of moderate-risk occupancies annually. • Inspect 35 percent of low-risk occupancies annually.
• Develop strategiesto improve the quality and quantity of incident data reporting by officers and paramedics. • Time stamp “water on fire.”
• Time stamp “primary search complete.”
• Time stamp “extrication complete.”
• Time stamp “patient/victim contact.”
• Maintain unit hour utilization below 30 percent for all units (annually). • Hold turnout times within 1 minute and 30 seconds for 90 percent of emergency medical incidents (unit alert to wheels rolling).
• Ensure first ALS capable unit arrival within 8 minutes (urban) or 12 minutes (rural) for 90 percent of emergency medical incidents (verification of address at secondary PSAP to unit arrival). • Keep CPR compression rate at or above 90 percent for 90 percent of cardiac arrest incidents. • Ensure bystander CPR participation rate is at or above the national average. • Partner with community agencies to offer bystander Hands-Only CPR training. 22 THEME 3

HOW DO WE BETTER EXPLAIN OUR SERVICES AND DEMONSTRATE
OUR VALUE TO THE COMMUNITY?
Outcomes
• Cost per capita equal to or below the regional comparative average • Employees represent the demographic makeup of the community (per census data) • Score of 90 percent or higher on Citizen Satisfaction Survey • ISO PPC Class 3 rating or better
Supporting Goals
• Implement a Citizen Satisfaction Survey process.
• Meet with external strategic planning stakeholders annually to review progress and refine the agency’s community services.
• Review and update the KFD website at least annually.
• Develop a community engagement plan.
• Develop quarterly and annual reporting processes.
• Deliver presentations to community groups.
• Partner with community agencies and the CERT program to perform an annual smoke alarm installation program that targets specific areas of the community. • Continue to support and expand the opportunities for minorities and disadvantaged youth throughout the Kingsburg High School area through the Firefighter Explorer program.

Strategic Objective 3.1
Promote a Positive Agency Reputation within the Community.

Outcomes
• Annual growth rate of structure fire instances maintained at or below annual population growth rate (percent of structure fires lower than the percentage of the population growth year over year) Supporting goals
• Ensure emergency 9-1-1 calls for service are processed within 1 minute and 45 seconds for 90 Strategic Objective 3.2
Mitigate Fire-Related Damage to Allow Occupants to Remain in the Impacted Structure after Suppression Operations.
23 City of Kingsburg Fire Department Strategic and Master Plan percent of incidents (verification of address at secondary PSAP to alert-alarm handling). • Hold turnout times within 1 minute and 40 seconds for 90 percent of fire and rescue incidents (unit alert to wheels rolling).
• Monitor and report turnout time performance quarterly (rolling 90- and 365-day, by unit and shift). • For first suppression capable unit arrival at structure fires, HazMat releases, and other crisis events, require PPE within 8 minutes and 30 seconds for 90 percent of incidents (verification of address at secondary PSAP to unit arrival).
• Develop a “room of origin” containment outcome measurement. • Develop an output measurement for the time interval between contact with an entrapped victim and extrication of the victim (emergent calls, patient contact to patient extricated). • Inspect 90 percent of state-mandated occupancies annually. • Inspect 90 percent of commercial fire-protection systems annually. • Inspect 75 percent of high-risk occupancies annually. • Inspect 35 percent of moderate-risk occupancies annually. • Inspect 35 percent of low-risk occupancies annually.
• Develop strategies to improve the quality and quantity of incident data reporting by officers and paramedics.
• Time stamp “water on fire.”
• Time stamp “primary search complete.”
• Time stamp “extrication complete.”
• Time stamp “patient/victim contact.”
• Maintain unit hour utilization below 30 percent for all units (annually).

Outcomes
• Annual growth rate of structure fire instances maintained at or below annual population growth rate (percent of structure fires lower than the percentage of the population growth year over year) • Limit vegetation fires to 1/4 acre or less for 90 percent of wildland/grass fires • ISO PPC Class 3 rating or better
Supporting Goals
• Ensure emergency 9-1-1 calls for service are processed within 1 minute and 45 seconds for 90 percent of incidents (verification of address at secondary PSAP to alert-alarm handling).

Strategic Objective 3.3
Provide Downward Pressure on Fire Insurance Costs within the Community. 24 • Hold turnout times within 1 minute and 40 seconds for 90 percent of fire and rescue incidents (unit alert to wheels rolling).
• Monitor and report turnout time performance quarterly (rolling 90- and 365-day, by member or officer).
• For first suppression capable unit arrival at structure fires, HazMat releases, and other crisis events, require PPE within 8 minutes and 30 seconds for 90 percent of incidents (verification of address at secondary PSAP to unit arrival).
• Develop a “room of origin” containment outcome measurement. • Develop an output measurement for the time interval between contact with an entrapped victim and extrication of the victim (emergent calls, patient contact to patient extricated). • Inspect 90 percent of state-mandated occupancies annually. • Inspect 90 percent of commercial fire-protection systems annually. • Inspect 75 percent of high-risk occupancies annually. • Inspect 35 percent of moderate-risk occupancies annually. • Inspect 35 percent of low-risk occupancies annually.
• Develop strategies to improve the quality and quantity of incident data reporting by officers and paramedics.
• Time stamp “water on fire.”
• Time stamp “primary search complete.”
• Time stamp “extrication complete.”
• Time stamp “patient/victim contact.”
• Maintain unit hour utilization below 30 percent for all units (annually). • Identify cost-effective measures to maintain or improve ISO classification. • Partner with community agencies and the CERT program to perform an annual smoke alarm installation program that targets specific areas of the community. • Ensure all fire hydrants in the jurisdiction are maintained annually. • Develop a list of fire-restoration companies to provide to fire victims to minimize further property damage.

Outcomes
• Score of 90 percent or higher on the Citizen Satisfaction Survey • ISO PPC Class 3 rating or better
Strategic Objective 3.4
Provide Value to the Community Beyond the 9-1-1 Response. 25 City of Kingsburg Fire Department Strategic and Master Plan Supporting Goals
• Meet with external strategic planning stakeholders annually to review progress and refine the agency’s community services.
• Review and update the KFD website at least annually.
• Develop a community engagement plan.
• Develop quarterly and annual reporting processes.
• Deliver presentations to community groups.
• Explore expanding the department’s social media outreach. • Explore a “Fire Ops 101” program for interested community leaders and media. • Identify cost-effective measures to maintain or improve ISO classification. • Continue to support community events (parades, Toys for Tots, etc.) • Partner with community agencies and the CERT program to perform an annual smoke alarm installation program that targets specific areas of the community. • Provide fire safety education in the schools.
• Continue to partner with local high schools to provide students with community service opportunities with the fire department.
• Increase the number of new employee applicants from the local community. 26 Management Components
Effectively managing today’s fire service is a complex undertaking. A progressive fire department must address multiple significant elements, including maintaining a stable, qualified workforce, meeting increasing health and safety concerns and community expectations, ensuring an appropriate and timely emergency response to serve its community, and providing stewardship over constrained financial resources.

In addition to these challenges, managing a fire department requires attending to fundamental organizational elements, including developing statements to describe the department’s mission, vision, and core values; setting goals and objectives; identifying critical internal issues and challenges; providing internal and external communication avenues; ensuring proper and up-to-date recordkeeping; and developing planning processes. This section of the report examines the agency’s efforts in these areas.

KFD Foundational Elements
The Kingsburg Fire Department’s mission, vision, and core values are:

MISSION STATEMENT
The mission of the Kingsburg Fire Department is to protect lives, property, and the environment from fires, emergency medical incidents, and disasters through preparedness, prevention, education, and emergency response.

VISION STATEMENT
The Kingsburg Fire Department will be a premier fire, rescue, and EMS agency within California’s Central Valley.

CORE VALUES
Excellence
Ingenuity
Commitment
Service
27 City of Kingsburg Fire Department Strategic and Master Plan Communication
KFD has established effective internal and external communication avenues, which are critical to department success.

Internal Communication
The KFD manages its internal communication in several ways, including regularly scheduled staff meetings and semiannual department-wide meetings. KFD has an open-door policy for all communication needs, and the department’s chain of command has been clearly identified.

Other standard methods of internal communication include utilizing the department’s email system (all personnel have a department email address), Plan-It (a Microsoft planning app), and department memos.

External Communication
Communication with the public is achieved primarily through the City of Kingsburg’s and the KFD’s websites and social media platforms, including Facebook and Instagram. Administrative staff and other city social media managers provide and monitor content on these platforms to ensure the public receives department news, details of events, and other information.

Reporting and Recordkeeping
KFD utilizes Lexipol®, a third-party provider of public safety solutions, for department policies.

These policies are reviewed annually, and Lexipol® makes any necessary revisions and updates. The last formal review of department policies occurred over three years ago. When documents are updated or otherwise revised, the department conducts training on policies as needed or as required for all personnel. Policy documents are available to all personnel through the department’s internal platform.

Incident response data are entered and maintained electronically using ImageTrend software. Cloudbased programs allow KFD to meet the National Fire Incident Reporting System (NFIRS) requirements via a single reporting platform.

Periodic reports, including management and operational reports and financial requests, are provided to the city manager and elected officials. At the time of this study, KFD had not produced an annual report showcasing the department’s goals, objectives, accomplishments, or response statistics.

KFD cites the lack of administrative support staff as the primary reason for not providing this information.

The city's human resources division maintains personnel records, including applications, background checks, and workers’ compensation documents.

Training data, including daily and company training records and various fire, EMS, and other certifications, are collected and archived within the Vector Solutions program. All KFD personnel can access their training files as needed.

Additional records maintained and archived internally by KFD include self-contained breathing apparatus (SCBA), ladder, hose, and apparatus pump testing documents. 28 Document Control and Security
Document Control
KFD maintains strict policies for document control. Hard copy files are secured in locked file cabinets within the administrative office in the fire station. Records are also stored electronically on desktop and laptop computers. Personnel can access computers and associated software at workstations in the fire station. Passwords are required to access department computers, and files are backed up internally through servers.

Facility Security
KFD's facility security is achieved using a master-level keyed system. Offices within the station can be secured with a conventional key. Remote transmitters in each vehicle and apparatus activate the apparatus bay doors. Of note, the rear of the fire station is not secured and is open to the public, which is a safety concern for the KFD employees.

Critical Issues and Future Challenges from Internal Assessment A key goal of the internal assessment was to identify any critical issues and future challenges that could affect the ability of KFD to achieve its strategic goals. Issues were identified in the areas of staffing, retention, facility needs, and sustainability of services.

Staffing
The KFD responds from just one fire station with only six personnel on duty per 48-hour shift. These constraints limit the critical tasks that can be accomplished during an incident, and the department relies heavily on surrounding fire departments through the regional automatic-aid system. Without these agreements, the department could not manage its current volume of calls.

The current administrative staffing, consisting of one administrative assistant and the fire chief, is insufficient to address all the duties and responsibilities of a modern fire department’s administrative division. Many of the department’s programs lack the necessary personnel, management, and oversight to be successful. For example, the functions of the community risk reduction program needed to be reduced, which creates a gap in meeting the community’s needs and desires.

Retention
Personnel retention has been a problem for the KFD since the department transitioned from volunteer to career firefighters. During interviews, many staff members stated that the department was effectively a training ground for personnel to get experience, only to go on to test with other, larger departments in California. One of the main retention issues is that most personnel want to work on a fire engine rather than an ambulance. Therefore, employees are often focused on how many years they will be required to respond to emergencies in the ambulance. KFD has improved the incentive plan, added additional training opportunities, and implemented wage increases to improve retention.

Facility Needs
The current fire stations are well-maintained and adequately outfitted. Both fire stations have ample bedrooms and bathrooms to accommodate both genders. The stations have air extractors, PPE 29 City of Kingsburg Fire Department Strategic and Master Plan 30 washing machines, and driers. Station 2 has a fresh air compressor for filling SCBA bottles. Station 2 also has a training room that accommodates up to 30 students. The two stations require significant annual maintenance, and additional funds are needed to properly maintain both facilities.

Position Number of FTE Staff
Fire chief 1
Administrative assistant 1
Total FTEs 2
Staffing and Personnel
An organization’s most significant asset lies in its people, and its people also typically comprise its most substantial financial cost. Thus, organizations must prioritize managing human resources to achieve maximum productivity while ensuring high employee job satisfaction. Consistent management practices, a safe working environment, equitable treatment, the opportunity for input, and appropriate recognition are vital components of job satisfaction.

The size and structure of an organization’s staffing depend on its specific needs and funding. The agency’s needs must directly correlate with the community's expectations and the available revenue stream. A staffing structure that works for one entity might not work for another. This section provides an overview of KFD’s staffing configuration and management practices.

Department staffing can be categorized into two distinct groups: administration and operations. The administrative section typically works behind the scenes to provide the support the operation’s personnel need to deliver effective emergency responses. Operations is the staffing citizens usually equate with the fire department: uniformed responders.

Administrative and Support Staffing
The administrative and support functions are diverse, and the list of tasks can be extensive.

Organizational planning, coordination, asset management, program evaluation, and overall direction are typical administrative and support staff functions.

Only two (2) full-time equivalent (FTE) employees provide administrative and support services to the department. The fire chief is KFD's senior executive administrator, who reports directly to the city manager. The fire chief manages four subordinates, which is within established practices. The subordinates include the three shift captains and the administrative assistant. Providing oversight for three shifts and the administrative assistant leaves the fire chief little time for higher level administrative responsibilities. Table 2 lists each FTE position and the staffing count for the administrative functions.

As is typical for many fire service organizations, administrative and support staff serve in multiple roles to perform varying job responsibilities concurrently. KFD operates with a single civilian administrative assistant position and support from other departments within the City of Kingsburg. The fire chief and administrative assistant are responsible for developing and managing the budget, purchasing, asset tracking, ambulance billing, general office and clerical support, human resources, Table 2. Administrative Staff Working Full-Time Equivalent Hours 31 City of Kingsburg Fire Department Strategic and Master Plan records management, public education, and fire prevention. They are also tasked with the responsibilities of planning, organizing, directing, coordinating, and evaluating KFD’s various programs. The city provides human resources, finance, and legal functions for the KFD, with input from the fire department staff.

Two FTE administrative positions to oversee a department of 20 personnel is inadequate for all the required legal, human resource, training, education, and reporting mandates. As a result, many administrative functions are not being performed, such as annual reports, training reports, workers' compensation reduction programs, and community risk reduction programs. The administrative staff must focus on maintaining the day-to-day operation instead of five-year forecasting, risk reduction, and strategic planning.

Disaster Preparedness Staffing
The City of Kingsburg's Emergency Management Program is overseen by the KFD fire chief, who reports to the city manager, who is also the city's emergency manager. The program prioritizes annual training plans and drills, ensuring that Emergency Operations Center (EOC) staff are well-prepared and compliant with National Incident Management System (NIMS) standards and certification requirements.

The emergency manager assigns specific roles for disaster response and recovery, which are supported by proactive measures, such as shelter worker/manager training and cost recovery workshops. Each department's active involvement fosters a comprehensive approach to addressing all hazards.

The Emergency Management Program also actively engages in regional planning and maintains current protocols, such as the Fresno County Hazard Mitigation Plan, Emergency Operations Plan, Damage Assessment Plans, Recovery Plans, and Notification Plans.

The program's activation levels align with the California Governor's Office of Emergency Services (Cal OES), underscoring a commitment to responsive emergency management practices.

Emergency Response/Operations Staffing
An adequate and professionally trained staff of emergency responders is necessary to maximize the use of the appropriate emergency apparatus and equipment to mitigate emergency incidents.

Insufficient operational staffing at an emergency scene decreases the effectiveness of the response and increases the risk of injury to all individuals involved.

Because Kingsburg has only one fire engine, additional personnel are needed for initial fire assignments. Other scenarios that require additional resources include mass-casualty incidents and explosions. For this reason, fire departments like KFD must rely on a robust mutual-aid and automaticaid plan for assistance.

Operations personnel are assigned various duties to meet the department’s emergency response objectives. They are also responsible for additional collateral duties to support the response mission.

KFD contracts with the Fresno County Fire Protection District to provide operational battalion chief coverage for each shift and an extra fire engine staffed with two personnel for structure fire responses. 32 Position Number of FTE Staff
Captain 3
Fire engineer 3
Firefighter/paramedic 6
Firefighter/EMT 6
TOTAL FTEs 18
Table 3 lists the FTE position counts for the operations division.

Table 3. Operations Staff Working Full-Time Equivalent Hours Firefighter Staffing
KFD staffs one station, 24 hours per day, every day of the year, with a total operations staff of three captains, three fire engineers, six firefighter/EMTs, and six firefighter/paramedics. KFD utilizes a threeshift system with five personnel on duty daily: A-Shift, B-Shift, and C-Shift. The shifts work a 48/96-hour schedule on a 24-day Fair Labor Standards Act (FLSA) cycle. Work shifts begin at 8 a.m. and end at 8 a.m. the following day.

On-duty fire suppression personnel staff, one first-out Type 1 ALS-staffed fire engine, and two ALS rescue ambulances respond from the city’s downtown fire station. Additional units can be crossstaffed, depending on the type of incident and apparatus needed. Engine company minimum staffing levels are one captain and one engineer. The rescue ambulances are staffed with one firefighter/paramedic and one firefighter/EMT. KFD also has access to several surrounding agencies for additional incident staffing using current automatic-aid agreements.

Table 4 lists the primary and cross-staffed apparatus for station 1.

Station Apparatus Minimum
On-Duty Staffing
Station 1
Medic engine 141 2
Rescue ambulance 501 2
Rescue ambulance 502 2
Truck 141 Cross-staffed
OES Type 6 Cross-staffed
Total Daily Staffing 6
Table 4. Station 1 Apparatus and Staffing Levels
33 City of Kingsburg Fire Department Strategic and Master Plan Fire Suppression Capabilities
The KFD provides a wide range of responses to structure fires, including single-family dwellings, multi-family dwellings, commercial buildings, and industrial occupancies. Additionally, it responds to high-hazard structures, such as institutional facilities, schools, nursing homes, assisted living facilities, and congregate housing. Other fire-related responses involve mobile property, such as passenger vehicles, road freight, rail freight, recreational vehicles, dumpster and rubbish fires, and heavy equipment fires. Within the realm of fire suppression, service-level objectives are designed to prevent the occurrence of flashover — a critical point in a fire's growth that significantly heightens its threat to life and property.

Firefighters encounter a diverse array of conditions at fire incidents, ranging from early-stage outbreaks to situations in which the fire has engulfed the entire structure. This variability in conditions complicates efforts to compare the capabilities of different fire departments. A standard reference point must be established to facilitate meaningful comparisons, ensuring that assessments are conducted under equitable conditions.

Determining apparatus staffing levels is a challenging task. Leaders must decide what risks their crews are likely to face and what level of risk the community is willing to accept. Several noteworthy publications help agencies determine adequate staffing, including the National Fire Protection Association (NFPA) Standard 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, which studies fire and EMS incidents, also provides direction. Occupational health standards typically consider crew entry into a hazardous environment unsafe without an equal number of equipped and capable personnel outside the hazard zone. Therefore, no one person goes in alone. However, this rule may be suspended if an emergency rescue is required.

The first 15 minutes is the most crucial period in fire suppression. How effectively and efficiently firefighters perform during this period significantly affects the overall outcome of the event. In fact, this general concept applies to fire, rescue, and medical situations. One can break down the critical tasks performed at a fire into two key components — life safety and fire flow. Life-safety tasks are based on the number of building occupants and their location, status, and ability to take selfpreservation action. Life-safety tasks involve search, rescue, and evacuation of victims. The fire-flow component involves delivering enough water to extinguish the fire and create an environment within the building that allows firefighters to enter.

The number and types of tasks that require simultaneous action will dictate the minimum number of firefighters required to combat different fires. Numerous simultaneous tasks must be completed to control an emergency effectively. However, without adequate personnel to perform concurrent action, the incident commander must prioritize the tasks and complete some in chronological order rather than concurrently. These tasks include:
• Command
• Scene safety
• Search and rescue
34 Position Number of FTE Staff
Captain 3
Command 1
Apparatus operator 1
Handlines (2 members on each) 4
Support members 2
Victim search and rescue team 2
Ground ladders/ventilation 2
Aerial operator (if ladder used)
Initial rapid intervention team 4
Total Required 16
• Fire attack
• Water supply
• Pump operation
• Ventilation
• Back-up/rapid intervention
A department's ability to respond with the needed numbers of trained personnel quickly enough to be effective is critical to achieving successful incident outcomes.

Establishing staffing levels is a determination made at the community level based on risk, capability, and citizen expectations. Decisions are guided by national recommendations, such as those in the NFPA Standard 1710. Table 5 outlines the staffing tasks for single-family dwelling incidents.

Table 5. Example of Tasks and Staff Requirements Defined in NFPA 1710 7 National Fire Protection Association Standard 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (2020).

The KFD's response and deployment standards align with suburban population density, historical service demand, and industry best practices. The department’s critical task analysis considers property and life risk, categorizing tasks into fire-flow and life-safety components.

Fire-flow tasks involve getting water on a fire, contingent on building characteristics. In contrast, lifesafety tasks revolve around the occupants7 number and location, status, and ability to self-preserve.

Successful emergency response hinges on coordinated teamwork, addressing tasks such as fire attack, search and rescue, ventilation, backup lines, pump operation, water supply, command, and safety within a goal of 10 minutes after the arrival of the first-due unit.

Establishing the resource levels needed for various emergencies is a uniquely local decision. Factors influencing local decisions for incident staffing include financial resources, availability of resources 35 City of Kingsburg Fire Department Strategic and Master Plan Low-Risk EMS Incident
Task Personnel Company
Command, pump, and attack line 2 1st Engine or truck
Total 2 Fire personnel 1 Fire apparatus or truck
Moderate-Risk Fire Incident
Task Personnel Company
Attack line 2 1st and 2nd Fire engine
Pump operator 1 1st Fire engine
Primary search and rescue 2 4th Fire engine
Water supply/sprinkler 1 2nd Fire engine
Back-up attack line/utilities 2 3rd Fire engine
Command 1 Battalion chief
EMS 2 Rescue ambulance
Total 11 Fire personnel 4 Engines, 1 battalion chief, and 2 ambulances
from surrounding departments, the type of equipment operated, training levels of responders, operating procedures, geography, traffic, the nature of buildings, and other risks. Table 6 shows the critical tasks necessary at low-risk (e.g., dumpster, vehicle, and small grass fires) and moderate-risk (e.g., single-family residence) fire suppression events.

Table 6. Critical Tasks Necessary at Low-risk EMS and Moderate-risk Fire Suppression Events For a moderate-risk fire, such as a single-family residence with a 2,500-square-foot residence, industry standards recommend a minimum of 16 firefighters to complete the necessary critical firefighting tasks. The Fresno County Emergency Communications Center dispatches four fire engines, one rescue ambulance, and one battalion chief, totaling 11 personnel, for these types of fires. KFD does not have adequate responding units or personnel to meet NFPA 1710 standards for a moderate-risk fire. Of the 11 responders required, KFD can provide four personnel and only if the ambulance is not already committed to medical transport. KFD can provide only 25 percent of the effective firefighting force required to work a single-family structure fire.

For this reason, KFD relies heavily on the surrounding fire departments to respond to any incident that requires more than one fire unit's response or four personnel to mitigate the emergency. 36 Department Name Station # Number of Engines Number of Staff Fresno County Fire E83 1 2
Selma Fire Department E111 1 2
Tulare County Fire E2 1 1
Fresno County Fire E71 1 2
Kings County Fire E2 1 1
Table 7 shows the most common fire department resources needed through automatic-aid agreements to complete a first-alarm assignment for a structure fire. Figure 5 shows KFD’s primary automatic-aid resource locations.

Table 7. KFD Primary Automatic-Aid Resources
37 City of Kingsburg Fire Department Strategic and Master Plan Figure 5. KFD Primary Automatic-Aid Resource Locations
Human Resources Policies, Rules, Regulations, and Guidelines Human resources encompasses the administrative and support functions designed to balance the employer's and employees’ needs and requirements. The fire service relies heavily on its people to accomplish its mission. Therefore, effectively managing, supporting, and organizing human assets is critical for successful service delivery. Successful organizations must be committed to the human resources function and documented policies and programs.

The human resources function requires agencies to maintain specific compliance documentation and meet compensation, tax, and benefits obligations. Successful agencies also actively manage the employment life cycle and provide and oversee employee health and safety programs. The KFD maintains staff, systems, and procedures designed to accomplish and enhance human resource functions, and the Human Resources Division of the City of Kingsburg assists with these functions.

Complex organizations such as fire agencies operate under several rules that originate from both internal and external forces. Federal, state, and local laws are examples of external forces, whereas internal forces include operations and resource management. Internal requirements/rules are typically documented in written policies, contracts, orders, memos, and guidelines. There can be minor to severe consequences when documented internal requirements are broken.

Emergency services organizations must comply with government-mandated regulations. City, state, county, and federal laws apply to the organization, its employees, and specific firefighter and medical personnel functions. Rules that apply directly to KFD 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 KFD and the city should rely on periodic legal reviews to ensure compliance.

Some agencies are subject to civil service rules, which are local, state, or federal laws that govern the employer-employee relationship. In addition, KFD utilizes the Lexipol® documentation system, which offers generic policies with civil service-type content.

Labor Contracts
KFD has signed a memorandum of understanding (MOU) between the local firefighters union and the department. The MOU operates like a contract authorized under the Meyers-Milias-Brown Act, a California state law. The International Association of Fire Fighters (IAFF) Local 4291 — Kingsburg Firefighters Association represents the sworn members of KFD. The MOU is primarily concerned with compensation, working schedules, and benefits for the members.

Policies
Policies, a formal type of rule, are written for specific situations and include words such as “shall” and “will” to indicate the required actions of the organization’s members. The KFD’s policies are specific to the agency and are Lexipol-vetted generic legally required documents. These policies are reviewed annually, and Lexipol® makes any necessary revisions and updates. The last formal review of department policies occurred over three years ago.

Personnel Reports and Recordkeeping
The City of Kingsburg and KFD maintain employee files (i.e., documents and information) in their records management systems. Electronic records are stored in various computer systems, such as Vector Solutions, Springbrook, and Plan-It. Hard copy files are physically secured with limited unsupervised access. In addition, the various electronic records management systems store other data, 38 39 City of Kingsburg Fire Department Strategic and Master Plan such as attendance, payroll, training, and miscellaneous daily information. These systems are secured utilizing standard information technology processes.

Compensation Systems
KFD’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 MOU between the local firefighter’s union and the department defines this compensation for members of the IAFF Local 4291.

Disciplinary Process
The City of Kingsburg has documented disciplinary processes developed by the city that meet current law. The MOU between IAFF Local 4291 and the city defines this process and references the disciplinary procedural steps under the Firefighter’s Bill of Rights.

Mental Health Services
KFD provides mental health services through the city employee assistance program (EAP).

Recruitment, Application, and Testing Processes
KFD’s hiring process includes a qualification review, reference review, background check, and interview. Firefighters are also required to undergo physical and written testing. During the probationary period, KFD utilizes a skills evaluation process and performance evaluation for probational operational personnel. The probationary period for all original appointments and promotions is 12 months.

Health and Wellness Programs
KFD requires new firefighter applicants to complete a medical examination based on NFPA Standard 1582: Standard on Comprehensive Occupational Medical Program for Fire Departments.

Fire service organizations function in an inherently hazardous environment, requiring all reasonable precautions be taken to limit exposure and provide consistent medical monitoring. Therefore, wellness programs must include education on multiple topics, including healthy lifestyles, illness and injury prevention, and, most recently, an emphasis on cancer prevention and mental health support.

Specific types of cancer rates continue to increase among firefighters, as scientifically proven by educational institutions such as the University of Miami’s Sylvester Comprehensive Cancer Center.

Therefore, fire service organizations must take a proactive approach toward protecting their members.

When PPE is exposed to products of combustion, it becomes an exposure pathway for cancer-causing carcinogens. KFD provides each member with two sets of PPE and an extractor to decontaminate exposed items to mitigate this hazard. The department has also installed a diesel exhaust mitigation system to reduce employees' exposure to carcinogens when in use.

The fire service industry has recently emphasized the need for agencies to support the mental health of first responders. Notable increases in diagnosed post-traumatic stress disorders and suicide rates have driven this increased awareness of the need for mental health support. Critical incident stress debriefings (CISD) are provided to address this issue within KFD. Like most organizations, an EAP is available to KFD members through the city’s insurance provider.

KFD provides each fire suppression employee with an annual medical examination, which includes a treadmill stress EKG, hearing and vision testing, blood work, cancer screening, and assessment by a physician assistant. This program aims to identify potential medical issues early and reduce the time an employee might need leave from work.

Capital Facilities and Equipment
40 Trained personnel, apparatus and vehicles, firefighting and emergency medical equipment, and fire stations are the essential capital resources that a fire department needs to carry out its mission. No matter how competent or numerous the firefighters are, the KFD cannot perform its responsibilities effectively without the appropriate capital equipment for operations personnel. The essential capital assets for emergency operations are facilities, apparatus, and other emergency response vehicles. This section of the report assesses these essential assets.

Facilities
Fire Stations Functions
Fire stations play an integral role in delivering emergency services for several reasons. A station’s location largely dictates response times to emergencies. A poorly located station can mean the difference between confining a fire to a single room and losing the structure. It can decrease an individual’s chances of survival from sudden cardiac arrest.

In addition to the optimal station location, fire stations must be designed to adequately house equipment and apparatus, as well as meet the organization's and its personnel's needs.

Fire stations should be closely examined to ensure their structure is adequate in size and function.

Examples of common fire station functions 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
• Storage and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Public meeting space
Fire Stations Features and Condition
The department reviewed each station to the applied rating criteria in Table 8 to determine the condition of each station.

Rating Description
Excellent
Like new condition. No visible structural defects. The facility is clean and wellmaintained. 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. The roof and apparatus apron are in good working order, absent any significant full-thickness cracks, crumbling of the apron surface, or visible roof patches or leaks. The building design and construction match the building’s purposes. Age is typically less than 20 years.

Fair
The building appears structurally sound, with a weathered appearance and minor to moderate nonstructural 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 match the building’s purposes well. It is showing increasing age-related maintenance but with no critical defects. Age is typically 30 years or more.

Poor
The building appears cosmetically weathered and worn with potential structural defects, although not imminently dangerous or unsafe. Large, multiple fullthickness cracks and crumbling concrete on the apron may exist. The roof has evidence of leaking and has been repaired numerous times. The interior is poorly maintained or showing signs of advanced deterioration with moderate to significant non-structural defects. Problematic age-related maintenance and major defects are evident. It may not be well-suited to its intended purpose. The age is typically greater than 40 years.
41 City of Kingsburg Fire Department Strategic and Master Plan Table 8. Criteria for Rating Fire Station Condition
Address/physical location
1460 Marion St. Kingsburg,
CA 93631
General Description
The fire station was originally
used by volunteer firefighters
at their monthly training
meetings. It was converted
into a station that needed to
accommodate three fire
personnel daily. It was a jointuse facility with the Kingsburg Police Department (KPD). In
2006, the station was
expanded into the area
originally housing the police
department. In addition, the
administrative and living
areas were significantly
improved.

Structure
Date of original construction 1961 and remodeled in 2006 General condition Good
Seismic protection N/A
Auxiliary power Yes
ADA compliant Yes
Number of apparatus bays Drive-throughs: 3 ❘ Back-ins: 0 Total bays: 3
Total square footage 6,500
Facilities
Sleeping quarters Bedrooms : 4 ❘ Beds: 7 ❘ Dorm beds: 7 Maximum staffing capability
(total number of staff that
can be housed at the station)
7 Bathroom/shower facilities 5
Gender segregation (Y/N) Bahtrooms: Y ❘ Showers: Y ❘ Bedrooms: Y Exercise facilities Good
Kitchen facilities Good
Individual lockers assigned Yes
Training/meeting rooms No
Washer/dryer/extractor Yes
Safety and Security
Station sprinkler system Yes
Smoke and and carbon
monoxide detection Yes
Decontamination/biohazard
disposal No
Security system No
Apparatus exhaust system Yes
42 Figures 6 and 7 describe the various features of KFDs Stations 1 and 2.

Figure 6. KFD Station 1
43 City of Kingsburg Fire Department Strategic and Master Plan Address/physical location
1880 S. Bethel Ave.

Kingsburg, CA 93631
General Description
The fire station was built to
house fire personnel during
the significant remodel of
Station 1 in 2006. Station 2
was also built to fill the need
for a fire station on both sides
of the Union Pacific rail line. It
is in good condition and has
modern-day fire service
accommodations.

Structure
Date of original construction 2005
General condition Good
Seismic protection N/A
Auxiliary power Yes
ADA compliant Yes
Number of apparatus bays
Drive-throughs: 2 ❘ Back-ins: 0
Total bays: 2
Total square footage 3,500
Facilities
Sleeping quarters Bedrooms : 3 ❘ Beds: 7 ❘ Dorm beds: 7 Maximum staffing capability
(total number of staff that
can be housed at the station)
7 Bathroom/shower facilities 2
Gender segregation (Y/N) Bahtrooms: Y ❘ Showers: Y ❘ Bedrooms: Y Exercise facilities Good
Kitchen facilities Good
Individual lockers assigned Yes
Training/meeting rooms Yes
Washer/dryer/extractor Yes
Safety and Security
Station sprinkler system Yes
Smoke and and carbon
monoxide detection Yes
Decontamination/biohazard
disposal Yes
Security system No
Apparatus exhaust system Yes
Figure 7. KFD Station 2
44 The fire stations were evaluated utilizing a checklist based on the NFPA's Standard 1500: Fire Department Occupational Safety, Health, and Wellness Program.

The stations were clean and well-maintained. During the tours, the fire personnel demonstrated a strong sense of ownership and pride in their facilities, where they perform much of the maintenance themselves.

Station 1 lacks adequate storage space for all the required medical and firefighting equipment. The department uses Station 2 as its primary logistics center and has two external storage units.

Additionally, there is inadequate office space to accommodate both administrative and operational divisions.

Unfortunately, fire stations are targets for thieves, so both stations need to implement additional security measures. Because of the glass in the station roll-up doors, it is very easy to determine when crews are present. Stations today require security fencing around the parking lots and patio areas with additional lighting. Another necessary security measure is exterior video cameras with cloud-based recording to ensure that anyone entering the fire station is captured on video recordings.

Facility Replacement
The City of Kingsburg does not appear to have a long-range facility replacement or repair plan, which is a cause for concern. In addition, it is not apparent that a maintenance schedule or capital improvement plan is in place in the city. However, the importance of such a plan cannot be overstated.

Regularly scheduled maintenance and replacement of specialized equipment are critical to ensure the fire stations are in good condition and capable of fulfilling service expectations. Plans for updating, repairing, and replacing structures and systems, such as heating and air conditioning, generators, roofs, driveways, parking areas, security gates, paint, carpet, and small appliances can in the long run keep costs down and buildings in service longer. In addition, establishing a facility replacement and maintenance plan will enable the city to more effectively plan for ongoing service from each station.

Apparatus and Vehicles
Fire apparatus, ambulances, and other emergency response vehicles must be reliable and function appropriately to transport operations personnel and equipment rapidly and safely to incident scenes.

In addition, they must be adequately equipped and function appropriately to ensure the delivery of high-quality emergency services.

As a part of this study, the KFD provided a complete inventory of its fleet (suppression apparatus, command and support vehicles, specialty units, etc.). For each vehicle listed, KFD rated its condition utilizing the criteria described in Table 9.
45 City of Kingsburg Fire Department Strategic and Master Plan Component Criteria for Point Assignment
Age Assign one point for every year of chronological age based on the date the unit was initially placed into service.

Miles/hours Assign one point for every 10,000 miles or 1,000 hours.

Service Assign 1, 3, or 5 points based on the service type received (e.g., a pumper would be given a five because it is classified as severe duty).

Condition
This category considers body condition, rust, interior condition, accident history, anticipated repairs, etc. The better the condition, the lower the points assigned.

Reliability
Assign 1, 3, or 5 points, depending on the frequency with which a vehicle goes in for repair (e.g., a 5 would be assigned to a vehicle in the shop two or more times per month on average, whereas a 1 would be assigned to vehicles in the shop on average once every three months or less).

Point Ranges Conditions 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) Table 9. Criteria for Rating Apparatus and Vehicle Condition Unit Type Manufacturer Year Condition
Chief 140 Command Ford F-150 2022 Excellent
Utility 141 Command Ford F-250 2021 Excellent
Chief 140 Command Ford F-250 2019 Good
CERT Utility Chevy Tahoe 2001 Poor
Unit Type Manufacturer Year Condition Status
Engine 141 Type 1 Smeal 2019 Good Frontline
Engine 142 Type 1 Smeal 2004 Poor Reserve
Engine 143 Type 1 Smeal 2004 Poor Reserve
Truck 141 Type 1 Smeal 2005 Poor Cross-staff
RA 501 Type 1 Freightliner 2020 Good Frontline
RA 502 Type 1 Freightliner 2018 Good Frontline
RA 503 Type 1 Freightliner 2015 Fair Reserve
OES 1615 Type 6 HME Ahrens-Fox 2020 Excellent
Out-of-county wildland
requests
46 The KFD maintains one frontline Type 1 structural engine and cross-staffs a ladder truck and Type 6 engine, which Cal OES owns. In addition, KFD maintains three Type I ambulances, keeping one in reserve. Table 10 shows KFD’s frontline inventory.

Table 10. Inventory of KFD Frontline Apparatus and Ambulances (2024) KFD also maintains two Type 1 engines in reserve, which the department received from another agency after the units served their required life spans. The department has one rescue ambulance reserve. A new Type 1 Smeal fire engine is on order and expected to be delivered in spring 2025, as well as a new rescue ambulance, which is expected to be delivered in summer 2026.

Table 11 lists KFD’s frontline command, utility, and staff vehicles.

Table 11. KFD Frontline Command and Other Vehicles (2024) 47 City of Kingsburg Fire Department Strategic and Master Plan Apparatus Maintenance and Replacement Planning
No piece of mechanical equipment or vehicle can be expected to last indefinitely. As apparatus and vehicles age, repairs become more frequent and complex. Parts can become more challenging to obtain, and downtime for repair and maintenance increases. Because of the critical nature of fire suppression, EMS, and other emergency responses to a community, downtime is one of the most frequently identified reasons for apparatus replacement.

Most communities develop replacement plans because of the expense of fire apparatus and ambulances. To enable such planning, fire departments often turn to the accepted practice of establishing a life cycle for apparatus that results in an anticipated replacement date for each vehicle.

However, it may be more effective to establish a life cycle for planning purposes, such as developing replacement funding for various types of apparatus. Conversely, the department could apply a different method, such as a maintenance and performance review, to determine replacement dates, which is potentially more cost-effective.

Some fire departments utilize the economic theory of vehicle replacement as a conceptual model. The theory states that, as a vehicle ages, the cost of capital diminishes, and its operating costs increase. The combination of these two costs produces a total cost curve. This theory suggests that the optimal time to replace any apparatus is when the operating costs begin to exceed the capital costs. This optimal time might not be a fixed point but a time range.

Shortening the replacement cycle to this window allows an apparatus to be replaced at optimal savings to the fire department. However, when an agency does not promptly replace equipment, the overall reduction in replacement spending can quickly increase maintenance and repair expenditures.

Therefore, fire officials who assume that deferring replacement purchases is a sound tactic for balancing the budget need to understand two possible outcomes of that decision:
• Costs are transferred from the capital budget to the operating budget. • Overall fleet costs can increase.

Figure 8 represents the EconomicTheory of Vehicle Replacement.

Figure 8. Economic Theory of Vehicle Replacement Despite its net effect on current apparatus and vehicle costs, deferring replacement
purchases increases future replacement
spending needs. The deferral can also affect
operational capabilities, including the safe
and efficient use of apparatus.

Future Apparatus Serviceability
An essential consideration for fire
departments is the cost of replacing major
equipment in the future. Apparatus service life
can be predicted based on vehicle type, call
volume, age, and maintenance
considerations.

NFPA Standard 1901: Standard for Automotive
Fire Apparatus recommends placing fire
apparatus 15 years or older into reserve status
Apparatus
Replacement
Cost8
Current Cash
Requirements
Future Cash
Requirements
Replacement
Year9
Engine 141 $1,160,095 $386,700 $773,39510 2034
Engine 142 $950,000 $950,000 $0.00 2025
RA 501 $464,567 $185,827 $278,740 2030
RA 502 $433,346 $260,008 $173,338 2028
RA 503 $365,000 $292,000 $73,000 2026
TOTALS $3,373,008 $2,074,535 $1,298,473
48 and replacing apparatus 20 to 25 years or older. This is a general guideline, and the standard recommends using the following objective criteria to evaluate the life span of fire apparatus:
• Vehicle road mileage
• Engine operating hours
• Quality of the preventive maintenance program
• Quality of the driver training program
• Whether the fire apparatus was used within its design parameters • Whether the fire apparatus was manufactured on a custom or commercial chassis • Quality of artistry by the original manufacturer
• Quality of the components used in the manufacturing process • Availability of replacement parts
It is important to note that age is not the only factor in evaluating serviceability and replacement; vehicle mileage and engine pump hours must also be considered. For example, a two-year-old engine with 250,000 miles might need replacement earlier than a 10-year-old engine with 2,500 miles.

The fire department's best practice for determining apparatus replacement costs is to utilize the original costs of the vehicles. The data in Table 12 apply to a 15-year life expectancy for each engine, 20 years for the quint or water tender, and 10 years for the ambulances. The City of Kingsburg currently has $950,000 set aside for a new Type 1 fire engine and $185,000 for a new rescue ambulance (a total of $1,135,000 compared with the estimated $2,074,535 needed).

Table 12. KFD Estimated Costs and Year to Replace Frontline Apparatus (2024)* *Note: Dollar amounts are intended as estimates and only for discussion purposes. The exact costs to replace vehicles and apparatus will depend on their type and configuration. 8 An estimate using a 5 percent inflation rate. 9Based on typical estimated life expectancy. 10 Possibly earlier due to mechanical issues. 49 City of Kingsburg Fire Department Strategic and Master Plan Capital Medical Equipment Inventory
KFD maintains three ZOLL® X Series Monitors/Defibrillators on its frontline apparatus and ambulances, as well as three Stryker Power-PRO XT-powered ambulance cots.

Emergency Medical Services and Transport
50 Kingsburg Fire Department is an all-hazard fire and rescue agency providing services to the City of Kingsburg and, through aid agreements, the surrounding communities. EMS calls comprise approximately 88 percent of the responses. The department staffs one fire station using a combination of firefighter/EMTs and firefighter/paramedics. KFD staffs one ALS-equipped engine and two ALSequipped rescue ambulances daily. In total, KFD employs 11 licensed paramedics and seven certified EMTs. KFD provides ground emergency medical transport to the Central California EMS Agency (CCEMSA) Zone K.

Patients are primarily taken to one of the following hospitals: Adventist Health Selma (referred to as Selma District), Clovis Community Medical Center, Fresno Community Hospital (Level I Trauma and Burn Center), or Adventist Health Hanford Hospital.

Figure 9 shows the breakdown of KFD calls by type (i.e., EMS calls versus other types, such as fires, vehicle accidents, good intent, hazardous conditions, etc.). EMS calls account for 88 percent of the call volume, with other call types accounting for 22 percent.

Alarm 3.2% Assist/Other/Event 2.8%
Fire-related 3.6%
Hazardous
Condition/Hazmat

0.8%
Medical-related

88.2%
Vehicle Accident 1.3%
Figure 9. Kingsburg Fire Department Incident Distribution by Type (2018–2023) 51 City of Kingsburg Fire Department Strategic and Master Plan KFD offers the community the FireMed paramedic subscription program, which equated to approximately $20,000 annually in cost recovery during fiscal year (FY) 2023. The department has also received significant financial support from the Kingsburg Healthcare District (KHCD). This support includes funding 50 percent of the personnel to staff the second ambulance. The partnership with KHCD resulted in several significant accomplishments between 2021 and 2023 relative to EMS, including, but not limited to:
• In 2021, the KHCD funded a replacement rescue ambulance. • In 2022, the KHCD funded community CPR training, automatic external defibrillators, adding LUCAS devices (mechanical chest compression devices), and PulsePoint software. • In 2023, the KHCD funded the replacement of the department’s EKG monitors. • In 2024, the KHCD funded the three paramedics on the second ambulance for another three years.

KFD has provided EMS ground emergency ambulance transportation services since before June 1, 1980, and it retains its California Health and Safety Code (HSC § 1797.201) rights. Essentially, HSC § 1797.201 is a crucial element of California’s legislative framework, ensuring that prehospital EMS is maintained at a consistent level. As of June 1, 1980, this code mandates that counties enter into written agreements with cities or fire districts that provide EMS, thereby safeguarding the continuation of these vital services. Furthermore, it allows the administration of EMS to remain with the cities and fire districts providing the services, unless a public hearing determines a necessary reduction in services.

This provision underscores the importance of collaboration and continuity in delivering EMS to communities.

Medical Control and Oversight
The California Code of Regulations, Title 22, Division 9, Chapter 4, Section 100170 requires that fire departments be provided with medical control and oversight.

KFD coordinates local EMS system oversight and regulation with the department’s medical director.

Medications and controlled substances are ordered and tracked under the medical director’s medical license. CCEMSA provides regional management and regulation, and the California Emergency Medical Services Authority (EMSA) provides state oversight and regulation.

Compliant with HSC §1797.109, KFD EMTs recertify through a local EMS agency (LEMSA). EMTs must achieve their required continuing medical education (CME) hours and work with the LEMSA to recertify biannually. Alternatively, agencies can become a certifying entity, which allows EMT recertifications to be conducted in-house. The initial work to become a certifying entity can be daunting; however, once established, the distinction can be easily maintained and allow for greater oversight and control within the local system, thus reducing the time it takes to recertify EMTs. Either recertification method can be justified; the decision is a matter of agency preference.

System Integrity Regarding Credentialing and Licensure
As a minimum job requirement, KFD requires all operations employees to possess a valid California driver’s license, high school diploma, and EMT and CPR certification. Within the two-year certification 52 cycle, EMTs must earn at least 24 hours of CME specific to their skill set and established scope of practice, including each county’s expanded scope.

KFD offers in-house training scheduled, facilitated, and delivered by subject matter experts within the organization. Additionally, KFD personnel utilize Vector Solutions, a robust learning management system (LMS) that allows an agency to set up systems to track and manage mandatory training hours.

State regulations require paramedics to earn 48 hours of CME during their two-year licensure cycle.

This training is achieved parallel to the EMT’s CME hours. Training includes all on-duty personnel and is a value-added service to the department’s EMT members, as the subject matter is often taught at the ALS level, thereby raising the level and competency of basic life support (BLS) medical care throughout the organization.

KFD manages and tracks its required training hours using Vector Solutions. Paramedic licensure is completed through EMSA. The EMS coordinator or training officer tracks EMTs and paramedics' required hours and training through the LMS.

Many advanced-level training opportunities exist for EMTs and paramedics, such as the Prehospital Trauma Life Support (PHTLS), Advanced Cardiac Life Support (ACLS), and Pediatric Advanced Life Support (PALS) programs. These programs are not required as a condition of employment but enhance EMS care to the community.

First Responder ALS System
The KFD operates an ALS system integral to its mission of protecting life, property, and the environment. This system is staffed by highly trained paramedics who provide emergency critical care.

The ALS service includes life-saving procedures, such as cardiac monitoring, intubation, intravenous therapy, and medication administration, ensuring that patients receive the best possible prehospital care. The ALS system is part of a broader EMS plan that encompasses training, communications, and coordination with other agencies to provide a cohesive and effective response to emergencies.

KFD provides ALS ground emergency medical transport using its own ambulances. Since 1951, KFD has transported patients in city-owned and operated ambulances, maintaining the city’s right to provide EMS under HSC § 1797.201.

The KFD offers ambulance transport services within the city limits and throughout CCEMSA’s Zone K.

KFD ambulances support neighboring communities, such as Selma, Dinuba, Fowler, Parlier, Reedley, and Sanger.

Medical Priority Dispatch System
The primary public safety answering point (PSAP) is a dispatch call center operated and staffed by the Fresno County Sheriff's Office, to which emergency 9-1-1 and non-emergency calls are routed.

Fresno County EMS Communications is the secondary PSAP; it handles all emergency medical calls for service, both emergency and non-emergency). All EMS communications dispatchers are trained and certified in emergency medical dispatching (EMD) by the International Academics of Emergency Dispatch. Fresno County Emergency Communication Center (ECC) is the primary dispatch center for the Kingsburg Fire Department. All fire-related emergency calls are routed from the Fresno County Sheriff's 53 City of Kingsburg Fire Department Strategic and Master Plan dispatch to ECC.

EMS Communications uses the Medical Priority Dispatching System (MPDS) to assess the patient’s complaint and disposition and determine the necessary response type. Once enough information is gathered (promptly), the appropriate resources are dispatched. This reduces the number of resources assigned to an emergency and determines whether the emergency apparatus responds Code 3 with lights and sirens or Code 2 without emergency lights. Using the MPDS reduces the risk of potential motor vehicle accidents with responding apparatus and keeps vital resources available for more critical emergency incidents.

EMS Communications uses ProQA software for the MPDS process to receive emergency calls, assess their nature and severity, and dispatch the appropriate resources to the scene. While emergency units are en route, pre-arrival instructions are provided to the caller to help stabilize the patient and, when appropriate, begin treatment. The speed and accuracy of EMD can significantly affect the outcome of a medical emergency, making it a critical component of the EMS system.

The Fresno EMS Communications Center is governed by several CCEMSA policies that detail criteria and requirements for the designation of an EMS/EMD Communications Center. The dispatch center meets the following American Society for Testing and Materials (ASTM) standards:
• Standard Practice for Emergency Medical Dispatch
• Standard Practice for Training Instructor Qualification and Certification Eligibility of Emergency Medical Dispatchers
• Standard Practice for Emergency Medical Dispatch Management EMD begins the lifesaving process by providing pre-arrival instructions to the caller, essentially turning the caller into a first responder. The International Academies of Emergency Dispatch defines response determinants in nonlinear response levels based on capability (BLS vs. ALS), single vs. multiple resources, and response priorities based on the general acuity of the patient and the resources needed. Furthermore, according to Fresno County EMS policy, an ambulance response is subject to reassignment to a higher-level call when specific conditions exist.

EMS Capabilities
The department delivers first responder medical care at the BLS and ALS service levels. EMS calls remain the predominant emergency call type within the city.

The department strategically aligns member staffing, certifications, and equipment deployment to meet the city’s diverse fire, rescue, and EMS demands. The fleet includes two ALS ambulances, each staffed by a firefighter/EMT and a firefighter/paramedic. The department's only staffed fire engine functions as a full-time ALS unit, comprehensively equipped with advanced respiratory equipment, cardiac monitors, cardiac medications, and intravenous therapy supplies.

EMS services encompass a spectrum of activities, including first response, rescue, treatment, transportation, and reporting. EMS providers manage approximately 2,000 calls annually. Responses cover a wide range of medical emergencies, such as cardiac and respiratory issues, difficulty breathing, childbirth, cardiac arrest, stroke, and trauma.

Task Personnel Company
Command and patient assessment 2 1st Engine
ALS or BLS 2 1st Ambulance
Total 4 1 Fire apparatus and 1 ambulance
Task Personnel Company
ALS or BLS 2 1st Ambulance
Total 2 1 Rescue ambulance
54 The city's 9-1-1 primary PSAP collects basic medical information and forwards calls to the Fresno EMS Communications Center for ambulance dispatching. EMS requests are categorized as either BLS or ALS, with all priority EMS requests receiving both a fire first-responder ALS unit and a rescue ambulance.

Critical Task Analysis: EMS
Medical responses are priority 3, low-acuity medical aid calls as determined by MPDS.

Examples include leg pain, illness, and ground-level falls (Table 13).

Table 13. Critical Task Necessary at a Low-Risk EMS Incident (Priority 1 and 2 EMS Calls) Medical responses are priority 1 and 2 high-acuity medical aid calls as determined by MPDS. Examples include traumatic injury, CPR with AED application, uncontrolled bleeding, severe allergic reactions, severe respiratory distress, and altered mental status (Table 14).

Table 14. Critical Tasks Necessary at a Moderate-Risk EMS Incident (Priority 1 and 2 EMS Calls) 55 City of Kingsburg Fire Department Strategic and Master Plan Ambulance Service Zone K
The Kingsburg Fire Department has provided ambulance service to the City of Kingsburg and surrounding area since 1951. The KFD has an ambulance provider contract with CCEMSA to provide service to Zone K (Figure 10).

Figure 10. KFD Ambulance Service Area Zone K
Logistical Support Services
Logistics is the process of planning, implementing, and controlling the movement of goods, products, or services from the point of origin to the end of consumption to meet customers’ needs and requirements. It involves coordinating all aspects of transportation, warehousing, and inventory management. Logistics aims to minimize costs and maximize efficiency in the supply chain.

Whether fire departments are handling an emergency incident or performing day-to-day operations, logistics is critical to an organization's success. The individual or group managing logistics aids in successful operations by providing support and services. Specific to EMS, logistical support and services are often responsible for ensuring that field personnel have all the proper tools and equipment required to do their jobs, including repair, maintenance, and equipment replacement.

KFD’s EMS section is overseen by a shift fire captain, who functions as the EMS coordinator for the department. The EMS coordinator is supported by a contract medical director who assists in education and quality improvement/quality assurance.

Component Necessary Elements
Fire code
enforcement
• Proposed construction and plans review
• New construction inspections
• Existing structure/occupancy inspections
• Fire-protection systems design review and inspection
• Defensible space inspections
Public education
• Public and school fire safety education
• Specialized education
• Community risk reduction and injury prevention
Fire cause
investigation
• Juvenile fire-setter intervention
• Fire cause and origin determination
• Fire death investigation
• Arson investigation and prosecution
Life Safety Services and Public Education
56 The KFD does not currently have a robust life safety and community risk-reduction program, primarily due to the lack of staffing dedicated to this program. Yet fire prevention and life safety code enforcement are pivotal in ensuring community safety. Offering fire and life safety education to the public to reduce emergencies and training community members to respond appropriately during crises is vitally important. A comprehensive fire and life safety program would align with the department's core mission and demonstrate fiscal responsibility by preventing fires and minimizing human suffering. Currently, these functions are being completed by contract or 56-hour fire suppression personnel, the department's administrative assistant, and shift personnel.

A fire department must recognize the importance of fire prevention and public education. In addition, understanding its role in community planning is essential, especially in areas with diverse zoning, including wildland-urban interface and residential and commercial properties. The effectiveness of a life safety program relies on a thorough review and analysis of these aspects.

Table 15 outlines the fundamental components of an effective life safety program and the necessary elements required to manage each component effectively.

Table 15. Life Safety Program Components and Their Necessary Elements A structured life safety and community risk- reduction program ensures that the fire department is well-equipped to address the diverse challenges posed by different property types and zoning, contributing to the overall safety and well-being of the community.

Code Enforcement Activity KFD
New construction consultations Yes
Fee-based inspections and reviews No
Maintenance of hydrant flow records Yes
Key-box entry program Yes
Occupancy inspections No
Construction plan reviews for fire systems Yes
Sign-off on new construction Yes
Special risk inspections Yes
Company inspections (pre-plan) Yes
57 City of Kingsburg Fire Department Strategic and Master Plan Fire and Life Safety Code Enforcement
Preventing fires is the most efficient strategy in fire management. A robust community riskreduction program that is tailored to locally identified risks and informed by pertinent codes and ordinances is a proactive measure to curtail property loss, save lives, and mitigate the potentially devastating impact of incidents on a community's economy.

This strategic approach minimizes fires and fosters a resilient and secure community environment by addressing potential risks and adhering to established safety measures and guidelines.

Table 16 lists the various code enforcement activities that KFD provides.

Table 16. KFD Code Enforcement Activities
The city officially adopted the 2022 California Fire Code. The department has contracted with an external vendor to manage new construction plan reviews, but it does not manage the required new construction inspections. The department has two 56-hour shift employees to oversee and provide new construction inspections and the annual fire inspection program. These individuals are trained to the California State Fire Training certification track as Fire Inspector 2s.

KFD's inspections of commercial buildings and properties allow it to educate the public and business owners about fire safety and the importance of complying with the fire code. This education is intended to explain to the property or business owner why the fire department is conducting these inspections and the importance of having a fire-safe occupancy. 58 In 2019, the department developed the Building Safety and Fire Education (BSAFE) program. Prior to that, the department had not completed commercial life safety business inspections for the previous ten years. BSAFE was designed for biennial self-inspection by business and property owners of International Building Code (IBC) Group B and Group M occupancy classifications. In 2020, the department sent letters to 238 inspectable businesses within the city using the BSAFE program. Only 27 completed self-inspection forms were received during the first two years of program implementation, and several were incomplete. The department then inspected five of the 27 businesses that completed the self-inspection form and identified violations. At the same time, the COVID-19 pandemic struck the nation, and priorities shifted to medical response and prevention. As a result, no further mailings were conducted for the BSAFE program. Unfortunately, due to current call volume and other responsibilities, the department does not have adequate staff to perform all of the commercial occupancy inspections and the required state-mandated inspections performed by 56-hour shift personnel.

In 2023, of the required state-mandated annual inspections, the department completed only the school occupancies. The mandated inspections are primarily for multi-family residents with more than four units, churches, and schools. The school inspections were completed by on-duty fire suppression personnel assigned to the fire engine or rescue ambulance. The department did not inspect other business occupancies because of limited staff.

Figure 11 shows the KFD’s inspectable occupancies. Although California does not require inspections of all commercial occupancies, Figure 12 outlines examples of occupancy types by California Building Code (CBC) classification and the associated risks used to determine when they should be inspected.
59 City of Kingsburg Fire Department Strategic and Master Plan Figure 11. KFD Inspectable Occupancies
Risk CBC Classification Examples
High
A-1, A-2 Nightclubs, restaurants, theaters, airports/cruise ship terminals
A-3, A-4, A-5 Arenas, museums, religious buildings
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II) B All government and public buildings, other office
buildings over two stories
E Schools, daycare centers
I-1, I-2, I-3, I-4 Hospitals, assisted-living centers, correctional facilities M Strip malls, closed-air shopping malls, big box stores R-1, R-3 Hotels, motels, dormitories, apartments, board and care facilities
Special risk Railroads, interstate highways, airports
Target hazard Any building with life safety risk beyond the reach of preconnected hose lines > 200 feet
Moderate
B Outpatient clinics, general businesses, offices <3 stories F-1 Businesses for fabrication or manufacturing of
combustible materials
M Mercantile
I-2, R-4 Foster group homes, assisted-living homes
S-1 Storage of combustible materials, car repair facilities, hangars
Low
F-2 Businesses for fabrication or manufacturing of noncombustibles R-1, R-2 1- and 2-family dwellings, foster homes
U Barns, silos, and other unclassified buildings
60 Figure 12. Occupancy Classifications
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical infrastructure Per authority having jurisdiction 61 City of Kingsburg Fire Department Strategic and Master Plan Most fire departments inspect publicly assessable occupancies annually or every other year. This allows department personnel to preplan the building in case of an emergency, confirm its compliance with the fire code, and ensure that the business has proper permits or licenses. NFPA Standard 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations, provides a minimum inspection frequency, as shown in Table 17.

Table 17. NFPA Minimum Inspection Frequency
KFD does not have a preplan process for new or existing structures. Preplans provide vital information to responding firefighters, such as location of exits, utilities, special hazards, and building construction. Having preplans is essential when agencies have many responding units from outside agencies. These agencies do not have an opportunity to see these structures during fire prevention activities; unfortunately, they usually only see the inside of these structures when confronting an emergency under stress.

Fire and Life Safety Public Education Programs
A fire department's critical function is to prevent and mitigate unintentional injuries or fires, and educational programs provide the best opportunity to reduce fires and injuries in the community.

A fire and life safety program for risk reduction requires a coordinated approach that involves partner organizations in the community that can provide the same or similar services. These partnerships allow KFD to become a community partner and build relationships to reduce risks. In addition, developing a fire and life safety program requires a continual review of incident data to determine the types and frequency of responses.

Table 18 lists examples of public education programs that fire agencies currently deliver.

Public Education Programs KFD
Distribution of annual fire prevention report No
Carbon monoxide alarm installations No
CPR courses Yes
Curriculum used in schools (FISE) No
Exit drills in the home (EDITH) No
Eldercare and safety No
Community Emergency Response Team (CERT) training Yes
Fire extinguisher use Yes
Injury prevention No
Juvenile fire-setter program No
Publications available to the public Yes
Smoke alarm installations Yes
62 The department offers only limited formal public education programs and needs more coverage for critical topics such as smoke alarm installation, fire safety programs in schools, fire extinguisher training, and CPR courses. Although there is currently no formal school curriculum, fire crews do actively participate in school programs and conduct tours of fire stations. The department participates in several community events and seeks opportunities to interact with larger community groups.

Without dedicated personnel primarily responsible for community risk reduction, there are limited opportunities to expand public education offerings.

Fire Investigations
The cause of a fire can be intentional, unintentional, equipment failure, an act of nature, under investigation, or undetermined. The National Fire Incident Reporting System (NFIRS) requires documentation of the types of ignitions for all fires, and this information is necessary for fire investigations.

Determining the origin and cause of fire allows KFD to develop prevention programs that reduce future incidents. These programs use data to review the cause of a fire and show trends of potential Table 18. Public Education Programs
63 City of Kingsburg Fire Department Strategic and Master Plan problems within the community. Data such as name, age, and gender can identify a specific person or group to target prevention programs, such as a juvenile fire-setter.

Engine company officers are responsible for identifying fire origin and cause, with the exception of fires involving injury, death, or significant fire loss. Company officers receive minimal fire investigation training as outlined in the California State Fire Training Company Officer certification track. KFD does have a limited number of certified fire investigators, but not one assigned to each shift or available 24 hours a day. KFD is part of the Fresno Investigation Task Force. It works with the Kingsburg Police Department and the Fresno County Sheriff’s Department on suspicious and criminal fire investigations.

Communications and Dispatch
64 Many years ago, the Kingsburg Police Department dispatched KFD units. The KPD only had one dispatcher on duty per shift, and maintaining this level became difficult. The department contracted dispatch services to the Fresno County Sheriff's Office, which is now the primary PSAP for the City of Kingsburg. There, 9-1-1 calls are answered and then transferred to two secondary PSAP dispatch centers based on the emergency caller’s information. The Fresno County EMS Communications provided dispatch for all KFD resources until August 2022. Then, the department contracted with Fresno County Emergency Communications Center to provide dispatch. At the same time, Fresno EMS Communications was still the primary secondary PSAP answering point for all medical responses.

If the caller reports a medical emergency, the 9-1-1 call is transferred to the Fresno County EMS Communication Center in Clovis, CA. This dispatch center is accredited and staffed with Fresno County and American Ambulance employees. All EMS calls are put through an MPDS question-and-answer protocol to determine the appropriate resource to send and whether they require a priority Code 3 response with lights and sirens.

If the 9-1-1 caller reports something other than a medical emergency, the call is transferred from the Fresno County Sheriff’s Dispatch Center to the Fresno County Emergency Communications Center (ECC). This dispatch center is located in Fresno, CA, and is operated by the California Department of Forestry and Fire Protection (CAL FIRE), under contract with the Fresno County Fire Protection District.

It is the primary dispatch for KFD units. The department's primary automatic-aid resources, such as Selma E111 and Fresno County E83, are dispatched from this location. The department currently pays $78,000 annually for dispatch services, and the current contract expires on June 30, 2025.

Dispatch Concerns
Several concerns exist with the secondary dispatch centers serving the KFD. Fresno County ECC requires the department to be dispatched on their District 2 channel. However, due to the locations of the repeaters for this channel, coverage is not even throughout the city, and it is worse inside large structures. In addition, the arrangement requires company officers to monitor two channels when first arriving on emergency incidents with several fire units responding. The contractual cost for this service has doubled in the past two years of this agreement, and it is predicted to increase upon renewal.

Another concerning issue is the delay in dispatching resources to medical calls. The department is alerted by EMS communication approximately 15 to 20 seconds before Fresno ECC alertsthe fire apparatus.

Before August 2022, EMS Communications was used to dispatch both the fire units and rescue ambulances. Units were dispatched on the ambulance rural channel, along with multiple other agencies and ambulances throughout the county. It was challenging to communicate with dispatch during fire incidents because the single dispatcher needed to dispatch ambulances while simultaneously remaining in communication with the incident commander. The cost for EMS Communications to dispatch KFD fire units was only $9,000 annually.

Having two separate secondary PSAP centers makes data analysis more difficult for the department.

The computer-aided dispatch (CAD) data from both agencies must then be blended into one data line for each emergency incident. Unfortunately, both dispatch centers do not use the same street address data list, and calls are input at different times because of the delays between dispatch centers.

Hazardous Materials Capabilities KFD
Annual hazmat training hours 8 hours/year
Staff certified at the awareness level Yes
Staff certified at the
technician/specialist level
1 Staff certified as Hazmat Safety
Officer 0
Staff certified as Hazmat Incident
Commander 3
Partnership with regional
agency/auto-Aid Yes
Special Operations Programs
65 City of Kingsburg Fire Department Strategic and Master Plan Through the years, KFD has added special operational responses to the list of other services it provides to the community. These responses include hazardous materials (HazMat) and technical rescue responses. Assuming these emergency response capabilities developed from an increasing need, associated risks to responders, and some similarities to fire incident mitigation. This section describes KFD’s limited HazMat and technical rescue capabilities.

HazMat Response
Hazardous materials are common in most, if not all, communities across the United States. Since the 1970s, it has become standard for fire departments and districts to respond to and mitigate HazMat events. Each agency must try to match the level of service to the risk associated with their areas of responsibility, utilizing sound fiscal and risk-management policies. Although no agency should ignore this risk, each can choose among several approaches to a response. Agencies can take a non-active role, just being aware of the hazard and contacting agencies to manage any incidents by training their responders to the awareness level. Alternately, they can take a response and defense stance, whereby responders are moderately equipped and trained at the operational level to defend people and property without entering the hazardous zones. Still other agencies choose to equip and train their responders to enter the dangerous zones directly, utilizing specialized equipment and technician-level training. Agencies also have the option to take any combination of these three approaches.

General Risk
Like most communities nationwide, KFD communities have a low to moderate HazMat risk. They face small quantities of HazMat, generally in private dwellings and mercantile businesses, and more significant amounts, primarily through the road and highway system. Figure 13 shows City of Kingsburg HazMat occupancies.

Training and Response Capabilities
KFD trains and equips its responders with
defensive tactics in mind. All responders
receive HazMat training and are certified at
the HazMat First Responder operations level.

The apparatus's equipment includes limited
absorbent materials and gas monitoring.

Extended or specialized response requires
outside assistance from the City of Fresno, City
of Clovis, or Fresno County, which staffs either
a Type 1 or 2 HazMat team.

The department’s training program meets
the minimum qualifications for first
responders, following national requirements
and guidelines. Table 19 shows the
capabilities of KFD fire suppression personnel
for HazMat response.

Table 19. KFD HazMat Response Capabilities
66 Figure 13. City of Kingsburg Hazardous Material Occupancies 67 City of Kingsburg Fire Department Strategic and Master Plan Technical Rescue
Another area of specialized response typically part of the fire service’s responsibility is the ability to rescue people from dangerous situations. Historically, the fire service was responsible for getting people out of harm’s way during fires. These rescues eventually transformed into the need to remove victims from any hazardous situation, some of which required specialized equipment and training.

Collectively, this specialty became known as technical rescue.

General Risk
Like other suburban areas in California, KFD's general risk is its roadways and wilderness, as well as post-earthquake. A common risk is a patient requiring vehicle extrication after a motor vehicle accident. Situations in areas more inland in the hillsides might require a high-angle or low-angle rescue approach. Any built-up area can be subject to building collapse, requiring confined space or below-grade rescues, especially after an earthquake.

High-Angle and Low-Angle Rescue
Rescuing a victim from an elevated or below-grade situation can require a high-angle or low-angle rescue approach. In high-angle rescues, the entire weight of the rescuer and/or victim typically is suspended perpendicular to the ground. When rescuers use a low-angle rescue technique, the victim and responders are hoisted out of a situation with the assistance of ropes. In a low-angle rescue, the weight-bearing is accomplished by direct or indirect ground contact. KFD personnel are trained to the operations level, or incident support level for high-angle and low-angle rescues.

Collapse, Confined-Space, Trench, and Below-Grade Rescue Building collapses, extrication from limited mobility and a potentially hazardous atmosphere, trench collapses, and below-grade rescues require additional equipment and training. Understanding the physics and balance of rubble and earth during the collapse of buildings or trenches requires special training. The collapse scenario hazards, equipment, and human limitations of confined- and belowgrade responses also require additional equipment. KFD personnel are minimally trained for building and trench collapse and confined-space rescues.

The Office of the State Fire Marshal of California does not list technical rescue among the standardized and recognized certifications. This leaves the level of hazard and certification up to the responding agency. NFPA Standard 1006: Standard for Technical Rescue Personnel Professional Qualifications does specify 20 rescue specialties, each of which is broken into the awareness, operations, and technician levels.

The department’s training program meets the minimum qualifications for first responders, following national requirements and guidelines. Due to the limited on-duty personnel, technical rescue currently requires outside assistance, even if the department has members trained at the appropriate level. Table 20 shows the capabilities of KFD fire suppression personnel for technical rescue response.

KFD relies on assistance from the region's urban search and rescue (USAR) teams for confined space, structural collapse, swiftwater, and wilderness rescue. The department can expect the following USAR units through auto-aid: the City of Fresno, Clovis, and Fresno County Fire.

Annually, approximately 100 firefighters suffer line-of-duty deaths (LODD). According to the U.S. Fire Administration, nationwide there were 96 firefighter fatalities in 2022 and 141 in 2021. The causes of firefighter LODDs are varied and include sudden cardiac death, cancer, trauma, and a notable increase in suicide linked to job stress. Although some LODDs are unforeseeable, many could be prevented through comprehensive training and education programs.

The National Institute for Occupational Safety and Health (NIOSH) investigates each LODD. It has identified five recurrent themes in these fatalities:

1. Improper risk assessment

2. Lack of incident command

3. Inadequate accountability

4. Insufficient communications

5. Failure to adhere to standard operating procedures/guidelines A practical and organized training plan can address these themes, potentially reducing the incidence of predictable deaths in fireground operations. Ongoing training and education are critical to safeguarding firefighters’ lives.

General Training Competencies
General training competencies are crucial in reducing and ideally eliminating firefighter LODDs.

Firefighters utilize diverse skill sets in the performance of their duties. Over the years, firefighter training competencies have continuously expanded, introducing new professional skills to the firefighter’s repertoire each decade. For instance, paramedics were integrated into the field in the 1970s, wildland fire response and HazMat response in the 1980s, urban search and rescue and technical rescue in the 1990s, weapons of mass destruction response in the 2000s, and response to hostile events such as active shooter incidents in the 2010s. The fire service has evolved into an all risk/all hazard response profession.

The COVID-19 pandemic is a prime example of this evolution, with fire departments nationwide becoming pivotal in emergency management, including vaccine administration and response.

KFD is a full-service fire and rescue agency, providing fire, EMS, limited HazMat response, wildlandurban interface firefighting, and limited technical rescue services. Training requirements for KFD personnel vary based on their certification levels, and the necessary training to maintain service proficiency is diverse. It can be categorized into five primary areas: development, policy, safety, firebased, and EMS.

NFPA has established several standards for training and certifying fire personnel. These standards provide minimum recommendations for firefighters, fire officers, prevention staff, fire investigators, public education staff, and other specific positions.

Training Competencies KFD
Incident command system FIRESCOPE California
Accountability procedures National Incident Management System (NIMS) and Fresno County Operations Area Policy
Training SOPs Internal
Recruit academy Internal – 80 hours
Special rescue training External – voluntary basis
HazMat certifications HazMat awareness/first responder operations Vehicle extrication training Internal, California State Fire Training certification Driving program No, only California State Fire Training Driver Operator for the rank of engineer or employees acting in this role
Wildland certifications FF1, FF2, Red Cards (all ops), annual RT130 EMS operations Internal, Vector, CCEMSA
70 KFD adheres to these NFPA standards and meets requirements set by California State Fire Training, a division of the California State Fire Marshal’s Office; the California Division of Occupational Safety and Health; the California Department of Motor Vehicles; the National Wildfire Coordinating Group. This adherence is critical for the district’s response to wildland and interface incidents.

Furthermore, KFD implements policies and procedures developed and adopted by the department, ensuring a comprehensive and well-rounded approach to training and operations. Table 21 outlines the general training, competencies and systems used for training in the KFD.

Table 21. KFD General Training Competencies
Training Administration, Schedules, and Facilities
KFD lacks a training facility and relies on neighboring agencies’ facilities. However, it offers adequate training equipment and supplies, including a training room, as shown in Table 22.

The training curriculum is varied, encompassing manipulative, didactic, and computer-based (Vector Solutions) elements. Formal lesson plans are either produced in-house or sourced from commercial vendors. Table 23 details the type and frequency of training programs conducted by KFD.

Table 24 lists the annual training hours delivered by the department in 2023, along with the funds allocated for training. In 2023, KFD trained 18 members, totaling 3,618 fire-related training hours and 262 EMS-related training hours, totaling 3,880 training hours.

Facilities and Resources KFD
Adequate training ground space No
Adequate office space No
Training building/tower No
Burn room at the training building No
Live fire props No
SCBA obstacle course No
Computers and simulations Yes
EMS equipment assigned to training Yes
Description KFD
Fire Training Hours Delivered 3,880 total hours (18 members) Fire Training Budget $29,200
Training Provided KFD Program
Manipulative skills and tasks Limited to probationary period Fire training hours requirements 240 hours per year
EMS training hours requirements EMT 12 hours and paramedic 24 hours annually Annual training hours tracked Tracked in Vector Solutions In-house or commercial All in Vector Solutions
Night drills No night drills
Multi-agency drills Annually indicated
Disaster drills EOC drills in 2023
Pre-fire planning included None
71 City of Kingsburg Fire Department Strategic and Master Plan Table 22. FFD Training Facilities and Resources
Table 23. KFD Training Programs and Tracking
Table 24. KFD Annual Training Hours and Training Budget (2023) 72 Training Program Goals and Objectives
A 56-hour shift captain is assigned as the department’s designated training officer and provides program oversight. The department has no designated 40-hour staff position for training or EMS.

Traditionally, the training captain develops and maintains a training plan under the direction of the fire chief. Their responsibilities include maintaining, reviewing, and updating the training plan annually to meet all mandated training requirements. KFD maintains an annual training calendar to identify and schedule training topics throughout the year.

KFD mandates that its crews participate in at least two hours of company-level training per 48-hour shift, including CME. Consequently, if each firefighter engages in two hours of training per shift, they will accumulate approximately 240 hours of training annually. This approach should ensure consistent and comprehensive skill development and knowledge retention among firefighters with proper oversight and control.

Training Administrative Support and Maintenance of Training Records An on-shift fire captain manages KFD’s training division. Each member has a training file containing hard copies of professional certificates. In addition, KFD utilizes Vector Solutions as its LMS and an online training program to facilitate company-level training delivery. A shift captain is the EMS coordinator who oversees CME at KFD. All sworn members of KFD are either EMTs or licensed paramedics in California.

Vector Solutions also maintains and tracks each member’s training hours and stores those records digitally. Following the city’s records retention policy, training files are retained for at least seven years after separation from the agency.

Community Risk
Assessment

SECTION II
Environment
75 City of Kingsburg Fire Department Strategic and Master Plan Kingsburg, California, enjoys a moderate year-round climate characterized by infrequent freezing temperatures in winter and moderate summer heat. Summer highs generally reach approximately 90 degrees Fahrenheit (32 Celsius), often accompanied by dry conditions. Winters are mild, with occasional cooler days and precipitation. Situated close to the Sierra Nevada mountain range, Kingsburg receives more rainfall than other parts of California and experiences an occasional snowfall in winter. Overall, this climate fosters an inviting environment for outdoor pursuits and exploration for much of the year.

Weather
Kingsburg experiences a mild climate with relatively low precipitation, ample sunshine, and moderate temperature extremes throughout the year (Figures 14–18). Kingsburg gets some precipitation, on average, 43 days per year.

Weather Highlights
Summer high: The July high is approximately 96 degrees F.

Winter low: The January low is 37 degrees F.

Rain: Average of 11 inches of rain a year.

Snow: Average of 0 inches of snow a year.
11 11 https://www.bestplaces.net/climate/city/california/kingsburg.

Figure 14. Annual Average Low and High Temperatures (2004–2022) 76 Figure 15. Monthly Average High Temperatures (2004–2022) Figure 16. Monthly Average Low Temperatures (2004–2022) Figure 17. Monthly Humidity Percentage (2004–2022)
77 City of Kingsburg Fire Department Strategic and Master Plan Topography
The topography within 2 miles of Kingsburg is essentially flat, with a maximum elevation change of 39 feet and an average elevation above sea level of 297 feet. Within 10 miles is essentially flat (121 feet). Within 50 miles contains only modest variations in elevation (11,033 feet). 2 The area within 2 miles of Kingsburg is covered by cropland (79 percent) and artificial surfaces (21 percent). Within 10 miles, it is cropland (94 percent), and within 50 miles it is cropland (54 percent) and grassland (23 percent).

Figure 18. Monthly Rainfall (2004–2022)
12 https://weatherspark.com/y/1488/Average-Weather-in-Kingsburg-California-United-States-Year-Round#google_vignette.

Community Characteristics
78 Risk factors influence the types of services a community provides. Hazard identification is the process of recognizing the natural and human-caused events that threaten a community. The degree to which a community exhibits certain social conditions, including poverty levels, vehicle access, and the number of individuals in a household can affect the community's ability to prevent suffering and financial loss in the event of a disaster. These factors help describe community risk.

A community's demographic and structural risk assessment is based on numerous factors, including socioeconomic status, household composition, minority status, language, population density, housing types, local land use, development, and geography. These factors affect the number and type of resources — personnel and apparatus — necessary to control and mitigate emergencies. The community's risk assessment provides relevant information to help public officials and agencies better prepare their communities to respond to emergency events and help them recover faster. Key data about risk in Kingsburg include:
• Population density is a risk factor, and demographics present another unique risk. For example, approximately 18 percent of the population is age 65 or older, and about 4.6 percent of citizens do not have medical insurance.
• The physical characteristics of the area and the resultant natural hazards are risk factors. For example, KFD is located near Highway 99 and significant agricultural farmland. • Land use and zoning risk can be characterized as low (e.g., agricultural or low-density housing), moderate (e.g., small commercial and office), or high (e.g., significant commercial, industrial, and high-density residential).

Population and Demographics
Based on the U.S. Census data from the American Community Survey, the KFD has seen a gradual increase in population.
3 As a result, the fire and EMS response area's population increased from 9,199 in 2000 to 12,380 in 2020 and then to 13,204 in 2024. The highest density is in the downtown area of the city. This population density correlates to the areas with the most frequent fires and EMS incidents in the service area. Figure 19 illustrates the population trends and key population indicators for Kingsburg.

Population and demographics can influence the type of services provided in a community. In addition, social conditions such as poverty, the locations of high-risk areas, and housing types can affect the service delivery provided by the KFD. The demographic information provided in this report offers guidance for operations and public interaction. It is also vital to apply a general understanding of the community to development of programs and strategic initiatives.

The largest ethnic groups in Kingsburg are Hispanic, comprising 5,974 of the total population, and white (non-Hispanic), comprising 5,371 of the total population. 13www.census.gov/data.html.
79 City of Kingsburg Fire Department Strategic and Master Plan Housing
Although housing is not considered a significant risk compared with income and age, it can provide risk information for selected housing types, such as older multi-family apartments built before fire sprinkler requirements and vacant homes. Housing types vary in a community and can provide insight into ownership, the age of the house, and the number of units in the building. The City of Kingsburg has 4,415 housing units, nearly 71 percent of which are owner-occupied.

Very few occupancies are vacant in the city. Vacant structures can pose a risk to the fire department

3.77 square miles

EMPLOYMENT
White Collar 60.4%
Blue Collar 25.3%
Services 16.3%
2023 Unemployment Rate 4.5%

MEDIAN INCOME
2023 Median HH Income $81,770
2023 Per Capita Income $38,560
2023 Median Net Worth $222,958
AREA

KEY FACTS
2023 Total Population 12,739
2023 Median Age 37.2
2023 Total Households 4,439
2023 Median Disposable Income $64,519

EDUCATION
No High School Diploma 12.8%
High School Graduate 30.2%
Some College/Associate’s Degree 32.2%
Bachelor’s/Grad/Prof Degree 24.7%
14 ESRI – Community Analyst Information 2023.

Figure 19. KFD Demographic Summary (2023 Data)14
80 and community if they are not secured to prevent entry. If the building is not maintained, its structural integrity can degrade and present problems during a fire. Vandalism can create additional problems for the fire department and law enforcement.

At-Risk Populations
Specific populations are at higher risk of fires and other unintentional injuries, and these incidents directly affect service delivery. Several factors place groups of people in higher risk categories in urban and suburban areas. NFPA identifies the following groups as being at higher risk of injury or death in a fire:
• Children under 5 years of age
• Adults over 65 years of age
• People with disabilities
• People with a language barrier
• People in low-income communities
Information from the U.S. Census data identified several groups in Kingsburg that fall into these categories.
15 These groups are more likely to need additional emergency services, specifically EMS. 15www.census.gov/data.html.

Physical Assets Protected
81 City of Kingsburg Fire Department Strategic and Master Plan The risks associated with residential and commercial occupancies increase based on the type and use of a building. Property zoning, occupancy types, and the size and shape of structures all contribute to the risks faced by the fire department.

Zoning and Land Use
Community land use officials categorize properties within a specific geographical area, often under governmental regulatory guidelines. The goal of land use regulation is to deliver socially and environmentally desirable outcomes while efficiently managing development. The City of Kingsburg's general plan includes the following guiding principles regarding land use:
• Preserve Kingsburg's distinctive, historic, small-town character. • Enhance the quality of life and ensure the city is safe and vibrant. • Balance the social and economic costs and benefits of urbanization through growth management. • Facilitate community identity through the Swedish Village concept. • Ensure development is done harmoniously with the neighborhoods while maintaining city character.

The city's predominant land use is residential, with over 93 percent of the land area zoned this way.

Many commercial and other uses are found in the historic downtown area or along Golden State Boulevard. Figure 20 illustrates the Kingsburg property parcels by zoning categories.

The importance of the zoning map becomes more apparent when a hazard classification is added to each zoning type via a hazard study (Figure 21). Of note, the study does not necessarily indicate the community's safety; rather, identify risks by zone type helps fire departments understand the locations of higher risks of operation. The levels of zone risk are generally identified as:
• Low-Risk Zones: Zones designated for open spaces, low-density residential areas, and other forms of low-intensity usage
• Moderate-Risk Zones: Zones allocated for medium-density, single-family residences, small commercial and office spaces, low-intensity retail establishments, and similar business activities • High-Risk Zones: Zones designated for high-intensity business districts, mixed-use locales, highdensity residential zones, industrial sites, storage facilities, and expansive mercantile centers The most significant areas of risk by zone appear within the downtown area and the area along Golden State Boulevard. Single-family residential zones are the most prevalent zoning type. Depending on building density, they are considered to be either low or moderate risk. 82 Figure 20. Kingsburg Adopted Zoning Plan (2021)
83 City of Kingsburg Fire Department Strategic and Master Plan Figure 21. Kingsburg Land Use Risk by Category
Risk CBC Classification Examples
High
A-1, A-2 Nightclubs, restaurants, theaters, airport/cruise ship terminals
A-3, A-4, A-5 Arenas, museums, religious buildings
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II) B All government and public buildings, other office
buildings over two stories
E Schools, daycare centers
I-1, I-2, I-3, I-4 Hospitals, assisted-living centers, correctional facilities M Strip malls, closed-air shopping malls, big box stores R-1, R-3 Hotels, motels, dormitories, apartments, board and care facilities
Special risk Railroads, interstate highways, airports
Target hazard Any building with life safety risk beyond the reach of preconnected hose lines > 200 feet
84 Occupancy and Building Types Protected
Several factors contribute to decisions about fire department deployment. One of these is the types of occupancy risks within the area, such as commercial structures that might require inspections and pre-incident planning, as well as building size, height, and fire-flow requirements. Not all buildings have commercial occupancies. Other buildings to consider as target hazards include occupancies with a potential for a significant loss of life, such as places of public assembly, schools, childcare centers, medical facilities, residential care facilities, and multi-family dwellings. Another consideration is buildings with substantial value to the community that, if damaged or destroyed, would have a significant negative impact in terms of economic loss, replacement cost, and/or historical significance.

The fire department is responsible for inspecting commercial and large-occupant residential properties, specifically those required by the state. These include educational, institutional, and residential (e.g., R1 hotels, R2 apartments, and R3 daycares). Operations staff assigned to the engine currently complete these inspections.

California does not require inspections of all occupations. However, a comprehensive inspection program and a schedule based on each building's risk should be developed.

Hazard by Occupancy Type
The most manageable first group is to look at high-risk occupancies based on the California Building Code. These include assembly, hazardous materials, schools, institutional, high-density residential, including hotels, and any target-hazard building. Table 25 provides examples of high-risk CBC occupancy classification.

Table 25. Examples of High-Risk Occupancy Types by California Building Code Classification 85 City of Kingsburg Fire Department Strategic and Master Plan KFD does not have all of these risk types within the city. However, it does have institutional, educational, assembly, and multi-family dwellings.

Educational occupancies are a higher risk type of occupancy because they hold large numbers of students. Some students' ages or abilities can limit their judgment and reaction during an emergency.

These hazards can increase the KFD’s workload and the number of respondents required. Figure 22 shows the educational occupancies within the city.

Figure 22. Kingsburg Educational Occupancies
86 Institutional occupancy types can hold occupants who are unable to self-extricate. These occupancies in Kingsburg include skilled nursing, daycare, medical, and senior living facilities. Figure 23 shows the locations of the institutional occupancies within the city limits.

Figure 23. Kingsburg Institutional Occupancies
87 City of Kingsburg Fire Department Strategic and Master Plan The final occupancy type the KFD faces in the high-risk category is multiple-family dwellings. These buildings can require a more significant response in order to safely and effectively remove multiple people during an emergency. Figure 24 shows the multiple-family dwellings within the city.

Figure 24. Kingsburg Multi-Family Residential Structures 88 Critical Infrastructure and Essential Resources
Critical infrastructure and essential resources are crucial factors in a community's functioning in a modern economy. According to the Department of Homeland Security, 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.”16 There are 16 defined critical infrastructure sectors:

1. Chemical sector

2. Commercial facilities sector

3. Communications sector

4. Critical manufacturing sector

5. Dams sector

6. Defense industrial base sector

7. Emergency services sector

8. Financial services sector

9. Food and agriculture sector

10. Government facilities sector

11. Healthcare and public health sector

12. Information technology sector

13. Nuclear reactors, materials, and waste
sector

14. Transportation systems sector

15. Water and wastewater systems sector

16. Energy sector
The city does not include all these critical infrastructure and essential resources. However, knowing these categories can help the city and fire department manage future risks if they move into the area.

Energy
Electrical power is essential for many daily activities, necessitating the installation of electrical lines throughout the city to form a transmission network. Electrical distribution lines are above and below ground. Figure 25 shows Kingsburg’s transmission network.

California law gives the state's investor-owned utilities the general authority to shut off electric power to protect public safety. This authority is exercised as a last resort during severe wildfire threat conditions through public safety power shutoffs. The Pacific Gas and Electric (PG&E) system risks being de-energized under heightened wildfire threat conditions.

PG&E provides gas to the city through high-pressure main distribution and service lines. Although high-pressure lines do not directly affect citizens within the city limits, the fire department must prepare for the lower-pressure hazards and, due to the robust automatic-aid agreements, should be trained and prepared to respond to the more serious dangers of the distribution line.

Analyzing the hazards associated with damage to Kingsburg’s energy infrastructure is a vital aspect of an effective response strategy for future incidents involving natural gas usage and transmission. 16 Infrastructure Security, Department of Homeland Security. 89 City of Kingsburg Fire Department Strategic and Master Plan Figure 25. Kingsburg Transmission Network
90 Roadways
The primary transportation system risk for KFD comes from the road network that feeds the city.

Three major roads, State Route 99, 18th Avenue, and Golden State Boulevard, run through the city. The primary north-to-south roadway is state Highway 99. These roads facilitate interconnectivity for emergency responders, However, numerous cul-de-sacs and dead ends can hinder response efforts, especially when these routes become impassable during an evacuation or major emergency incident.

Another serious risk for citizens living in the city is the Union Pacific Railroad, which runs north and south through the middle of town. The city only has one elevated crossing, which is located at the very southern portion of the city. Figure 26 illustrates Kingsburg’s transportation network.

Figure 26. Kingsburg Transportation Network
91 City of Kingsburg Fire Department Strategic and Master Plan Water and Fire Hydrants
The community's water sector consists of three elements: the potable water distribution and storage system, sewer and stormwater drainage, and hydrant water systems for use during fire emergencies.

A system of well-distributed hydrants and appropriately sized water mains is necessary to provide the required water for fireground use. In addition, the periodic testing of these systems is vital to ensure they are operational and meet the necessary flow needs. The city has a well-designed fire hydrant system with a hydrant placed within 300 feet of most structures. A few areas are not within the recommended 300 feet, but for the most part, the city is well-covered by hydrants (Figure 27).

Figure 27. Kingsburg Fire Hydrant System
92 Government Facilities and Religious Buildings
The government facilities are the final segment of the critical infrastructure risk analysis for the City of Kingsburg. These facilities are essential to a community for regular operations and during emergencies. Although there are other public buildings, such as libraries and schools, here areas were considered to be government facilities: the police facility, fire stations, and city hall. Figure 28 shows the locations of buildings listed as government facilities.

Figure 28. Kingsburg Government Buildings
93 City of Kingsburg Fire Department Strategic and Master Plan Figure 29 shows the locations of religious buildings in Kingsburg.

Figure 29. Kingsburg Religious Buildings
Threat and Hazard Assessment
94 Regardless of a community's size, construction, and demographics, it will typically remain safe and in stasis until something upsets that balance. Every community must prepare for and respond to events, including daily operational issues and natural disasters such as earthquakes, pandemics, and wildfires. With regard to emergency management, prevention, and response, an event can be triggered by a threat, and the severity is dictated by hazards. The Center for Public Safety Excellence (CPSE) defines a hazard as a cause of danger and peril in the community and a threat as the probability of loss or injury from peril.
17 Two additional concepts are imperative when understanding risk and the potential impact on the community. One is the consequence of an event once the threat is realized, such as damage to the emotional state of the community, economic loss, or loss of a valued community asset, such as a structure with historical significance or of vital interest or attraction. The other is the impact on the responding agency or agencies during an event. The more significant an event, the more resources will likely be required, which can affect the ability of the agencies to continue to provide services and maintain a standard of cover.
18 Impact and Event Complexity
It is helpful to define the complexity of a typical incident. The Federal Emergency Management Agency (FEMA) simplifies this task by typing incident complexity from 1 to 5:
19 • Type 5 incident: Requires one or two single-unit resources. An incident commander might be designated, but the daily operational experience typically defines the units' actions. No formal incident action plan is required. An incident is contained within one operational period (usually 12 hours), and no other command and general staff positions are needed. These are the daily incidents handled by the agency's first responding units, such as engines and ambulances. • Type 4 incident: These incidents are similar to type 5 incidents in many ways, but require more than one or two units. An incident commander is designated and controls unit actions; other command staff positions can be employed as needed. This incident could include a structural fire or event involving limited HazMat.
• Type 3 incident: This type of incident will likely span more than one operational period, will require more of the command and general staff positions, and will require a formal incident action plan. These incidents might still fall under the purview of a single jurisdiction, but typically require more resources from the surrounding area. A local emergency operations center might be activated to support the incident.
• Type 2 incident: This incident type requires a more extensive command and general staff presence. This warrants a formal, multiple-period incident command structure, and the incident will require additional regional, state, or national resources to mitigate it. A regional or national emergency operations center is typically needed to support these events. 17 Center for Public Safety Excellence, Community Risk Assessment / Standards of Cover (6th Ed.) 18 Ibid.
19 emilms.fema.gov/is_0200c/groups/518.html.
95 City of Kingsburg Fire Department Strategic and Master Plan • Type 1 incident: This complex incident requires extensive support, command, and general staff.

While similar in resource requirements as a type 2 incident, many more resources are needed.

Typically, a type 1 incident will require more than 500 operational and incident support personnel.

The KFD can operate alone on a type 5 incident only. Still, due to the robust automatic- aid agreements in the area, the department can generally operate on type 5 and type 4 incidents as well.

Due to the limited resources surrounding the City of Kingsburg, only one type 4 incident in operation in the city would severely affect the agency and community.

Therefore, this report focuses primarily on the severity of the local risks of type 4 and type 5 incidents. However, the KFD will likely be the first responding agency to an incident of any severity level, so the list of likely hazards is also addressed here.

Natural Hazards
The Kingsburg community enjoys a relatively safe geologic area in many respects. However, several types of natural hazards should be recognized and addressed. For the KFD, most natural hazard incidents are well outside the scope of operational capacity; rather, they necessarily rest in the realm of emergency management. The emergency management team addresses such incidents sing emergency operations plans and continuity of operations plans.

Weather Hazards
Weather hazards for the Kingsburg community include the potential for extreme heat, thunderstorms, and the improbable but possible threat of a tornado. Cold weather events, such as snow and ice storms and hurricanes, are unlikely in the region. The Central Valley has experienced drought conditions for many of the past 10, with the most recent severe drought being in 2021.

Drought can exacerbate fire conditions and jeopardize economic and social programs; however, as a single event, it will not likely be disastrous.

Water Hazards
The city does have some hazards associated with heavy rains. Because of its drainage system, it will not likely experience a flood in the typical sense with deep running or standing water, but it could experience isolated areas of heavy runoff. The city is not located in the FEMA flood hazard map.

In addition to a relatively minor flood hazard, the Kingsburg community does not face the significant potential for standing dam failure. Due to its geographic location, Kingsburg will not likely experience any other severe water risks, such as a tsunami or limnic eruption. Natural sinkholes created by underlying water also do not appear to be a significant hazard.

Physiography
Physiography is the class of hazards related to the earth's physical features and the movement of land masses due to geologic phenomena. An earthquake occurs when two blocks of the earth suddenly slip past one another, creating a vibration through the release of energy in the earth’s crust. The vibrations that are generated are called “seismic waves.” The surface where they slip is referred to as the fault line or fault plane. Earthquakes can result in ground shaking, soil liquefaction, landslides, fissures, avalanches, fires, and tsunamis. Additionally, earthquakes can cause buildings to collapse and cause heavy items to fall, resulting in injuries and property damage. They happen anywhere and at any 96 time.

Earthquakes can cause structural damage, injury, and loss of life, as well as damage to infrastructure networks, such as water, power, gas, communication, and transportation. The degree of potential damage depends on many interrelated factors. Among these are the magnitude, focal depth, distance from the causative fault, source mechanism, duration of shaking, high rock accelerations, type of surface deposits or bedrock, degree of consolidation of surface deposits, and presence of high groundwater, topography, as well as the design, kind, and quality of building construction.

There are two earthquake faults within 60 miles of the City of Kingsburg. The Clovis Fault is a concealed fault near Clovis, but it is not currently considered active. The Alquist-Priolo Fault is located west of the City of Coalinga along the western edge of Fresno County. The City of Kingsburg has moderate shaking potential throughout the area, and a major quake could affect the city someday, but it is unlikely. Figure 30 shows a map of the Fresno County’s seismic hazards.

Figure 30. Fresno County Seismic Hazard Map
Probability and Consequence
Determining the overall probability and consequence of potential natural hazards is not an exact science. It incorporates historical event activity, the likelihood that history can be repeated, and general assumptions about the size of the area and the number of individuals directly affected.

Therefore, only a relative probability and consequence of an event can be projected, not a definitive, qualitative evaluation. For this report, each type of event was given a probability and consequence score from 0 to 5 and added to a four-quadrant chart. Using this methodology, the further up and right of a probability consequence chart, the higher the threat from a natural hazard. Figure 31 shows the relative probability and consequences of the evaluated natural hazards.

Other Hazards
In addition to natural hazards, the KFD and the community face other risks, as described above in the sections on demographics and the physical assets protected by the department. Buildings, transportation systems, and the population itself are inherently hazardous. CPSE classifies hazards into Thunderstorms
Tornado
Temperature
Extremes
Drought
Flood
Earthquake
0 2.5
5 0 2.5 5
Probability
Consequence
97 City of Kingsburg Fire Department Strategic and Master Plan four categories: human, material, mechanical, and natural. Natural hazards were addressed above, and occupancies and critical infrastructure hazards were covered in the section on physical assets.

However, material and human hazards require further discussion.

Material hazards are closely linked to the transportation and storage of dangerous substances.

Hazardous materials can be found in hardware stores, transported along highways, and stored in many residential areas. Furthermore, during incidents such as structure fires, toxic gases and harmful substances can be released, posing significant threats to the environment and public health.

Human hazards arise from individuals' actions, inactions, and physiological conditions. Criminal behaviors such as arson and assault can harm people and damage property. Accidental incidents, such as falls and injuries from unsafe cooking practices, can also lead to hazardous situations. In some cases, a lack of timely action — such as failing to report or address a known hazard — can escalate into a serious event.

This classification of hazards helps guide KFD’s preparedness and response efforts, ensuring that the community is better protected from a wide range of potential threats.

Figure 31. Probability and Consequence of Natural Hazards for KFD

HIGH RISK/THREAT

LOW RISK/THREAT
Community Comparison
98 Community comparison plays a vital role in understanding the dynamics and strengths of various nationwide departments. By analyzing fire departments' similarities and differences, we gain valuable insights into their deployment, staffing, performance, and ratings. This comparative approach highlights best practices and innovative solutions and fosters transparency among elected leaders and community members. While the number of fires and associated fatalities is trending upward, these figures remain considerably lower than historical highs in 1980. This context underscores the importance of understanding fire safety metrics and community preparedness, particularly as they relate to classifications from the Insurance Services Office (ISO), which provides critical insights into fire protection capabilities and can influence insurance rates and overall community resilience.

Incident Activity
In 2023, fire departments in the United States responded to more than 1.5 million fire incidents that caused 3,790 civilian fire fatalities and over 13,250 civilian fire injuries. The property damage was estimated at more than $18.1 billion.
20 The U.S. Fire Administration reported that 72 percent of civilian fire deaths occurred in one- or two-family residential structures. The report stated that $648 million in property fire losses occurred from wildland-urban interface incidents. 21 The total number of fires and
fire deaths reported are trending up. However, they are still significantly lower than the high point in 1980.

The national fires per 1,000 population averaged 4.5 nationally and 4.2 in communities the same size as Kingsburg.

Insurance Services Office Classifications
Insurance Services Office, Inc. (ISO©) is an independent organization that collects and analyzes data from fire departments in communities throughout the United States to determine fire insurance rates.

According to its report, the ISO's Public Protection Classification (PPC) rating "is a proven and reliable predictor of future fire losses." Commercial property insurance rates are expected to be lower in areas with better (i.e., lower) ISO PPC class ratings.

The ISO Fire Suppression Rating Schedule measures four primary elements of a community's fireprotection system: emergency communications (max 10 points), fire department (max 50 points), water supply (max 40 points), and community risk reduction (max 5.5 points), for a maximum possible total of 105.5 points. ISO then assigns a classification using a scale of 1 to 10. Class 1 represents the highest degree of fire protection, and Class 10 designates a fire suppression program that does not meet ISO's minimum criteria.

A review of ISO's most recent evaluation of the KFD, effective September 1, 2022, assigned 80.27 credits and provided the city with a Class 2 rating. The number applies to any property within five road 20 www.usfa.fema.gov/statistics/#lossNotes. 21 Fire Loss in the United States During 2022, NFPA, November 1, 2023. https://www.nfpa.org/education-and-research/research/nfparesearch/fire-statistical-reports/fire-loss-in-the-united-states.

ISO Feature Earned
Credit
Available
Credit
Emergency communications 8.65 10
Fire department 35.53 50
Water supply 36.73 40
Divergence or score offset -3.81 0
Community risk reduction 3.17 5.5
TOTALS 70.24 105.5
`
0 50
100
150
200
250
0%
5%
10%
15%
20%
25%
Class 1 Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 8B Class 9 Class 10 California Departments
2020 National Percentage
2020 National Percentage California Departments
99 City of Kingsburg Fire Department Strategic and Master Plan miles of a fire station with a fire hydrant within 1,000 feet or an alternate water source. Table 26 provides the ISO credits or scoring earned and available for the City of Kingsburg.

Table 26. ISO Credits Earned and Available for the City of Kingsburg (2022 Rating) `
Only 1 percent of fire departments nationwide have earned an ISO classification of 1. In California, 46 departments have a Class 1 rating, representing 4 percent of the state's departments. KFD holds a Class 2 rating, which compares to 14 percent of the state and 9 percent of the national departments.

Figure 32 shows all the fire departments in California and the number of ratings for each classification; Class 2 is highlighted for KFD.

Figure 32. ISO Classifications Nationally and California Service and
Delivery
Performance

SECTION III
Service Delivery and Performance
101 City of Kingsburg Fire Department Strategic and Master Plan This section provides a general understanding of response information relevant to the KFD. It was developed to assist the department in analyzing its recent performance and creating a baseline performance expectation. KFD, the City of Kingsburg, and political leaders can use this information to understand how their decisions and policies, as well as outside pressures, affect fire department performance.

Research Data and Statistics
This section contains information developed from various sources provided by KFD. Detailed information was provided between January 1, 2018, and December 31, 2023. The data were of varied quality, requiring the creation of one dataset from the five sets provided.

Mathematical and technological methodologies must be used judicially to evaluate something as complex as an emergency incident response. Historical instances of incorrect evaluations have led to severe consequences in deployment and operational decisions. This analysis is designed to quantify and analyze available information. It is intended to be 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 study. They must utilize sound judgment in conjunction with proven analytics when making decisions.

Statistical Tools
This section was created using various statistical analytical tools. The fundamental tools were categorization, percentile, and regression analysis. These tools help paint a picture of historical performance and make some inferences that can help leaders identify positive and negative performance trends.
90th percentile
The time performance measures for this report use the 90th percentile, a measure that has been adopted by the fire industry. If a fire agency wishes to judge its performance against standards and other agencies, it must use the 90th percentile. For example, the 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 the measure is that it captures performance more thoroughly and identifies trends in performance more quickly. As is true for most emergency response agencies, the time performance data used in this study has a skew, making other statistical measures less sensitive and representative. Figure 33 provides a general example of data skew.

In a symmetric distribution, the mean (average), median (middle of the data), and mode (the most frequent) are all equal. When the distribution skews, these three measures of the middle shift. Using the average, or mean, in skewed left data would underrepresent the bulk of the performance. The opposite is true when skewed right. For the KFD, most of the time-performance data is skewed to the right, as with most emergency response agencies. In this case, using the average would over-represent performance. Figure 34 shows a sample of KFD data for travel and total response time. 102
Figure 33. Data Skew22
Mean = Median = Mode
Skewed Right Symmetric Distribution Skewed Left
Mode
Median
Mean
Mode
Median
Mean
22 This is a graphical representation of a Photo by Unknown Author which is licensed under CC BY-SA-NC, creativecommons.org/licenses/by-nc-sa/3.0/.

Figure 34. KFD Data Skew Example for Travel and Total Response Time (2018–2023) 103 City of Kingsburg Fire Department Strategic and Master Plan Data Discussion
Detailed data were provided from KFD’s current records management system(RMS) and the CAD system. The RMS gathers detailed incident information, while CAD provides the times, geocoding, and unit information.

Data Engineering Findings
The number of incident records captured in the RMS and CAD systems was similar. One challenge was receiving the CAD data from two secondary PSAP locations. The Fresno County EMS Communications provided dispatch for all KFD resources until August 2022. Then, the department contracted with Fresno County Emergency Communications Center to provide dispatch. At the same time, Fresno EMS Communications was still the primary secondary PSAP answering point for all medical responses. This required the data to be blended and matched. Approximately 6 percent of the incident data from Fresno County ECC did not include a call completion time, slightly affecting the unit hour utilization figures.

Data Error Handling
Data collection 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. Various methods exist to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.

For KFD, the information in the data fields had minimal error-prone data. Therefore, most of the data did not require statistical intervention. However, some data were excluded by formula or logic tests. The time segment math utilized a logic tree to eliminate negative and null sets. All calculable turnout time records were considered, as none exceeded 5 minutes. The maximum travel time for the first arriving unit was limited to a maximum of 20 minutes based on standard drive times from the two closest mutual-aid stations to the furthest point in the city. The maximum time on the scene for total commit time analysis was 12 hours to remove any deployments, date, and morning/afternoon errors.

Service Demand
The first dimension of the analysis is the overall system call load. Because this is a simple count of the incidents by type and location, no data were excluded after engineering. Therefore, detailed data from the three previously discussed systems were used for most aspects of this analysis, except for the volume projection.

Volume Analysis
A simple volume analysis can indicate how often the department is called upon to respond to an incident. The first look is at the overall call counts grouped by primary categories in NFIRS. Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries. Table 27 shows the total number of responses recorded by the agency for the entire dataset and the percentage of categorized responses.

KFD and the surrounding agencies have a robust automatic-aid system. Smaller agencies must participate fully in aid programs to ensure appropriate coverage throughout the response area.

Incident Type (NFIRS Grouped) Count Percentage of Total Responses
Fire (100) 564 3.6%
Rescue-medical (300) 13,678 88.2%
Motor vehicle accidents 197 1.3%
Hazardous condition (400) 129 0.8%
Service and Good Intent calls (500 and 600) 431 2.9%
False alarm (700) 503 3.2%
Total responses 16,193 100.0%
104
Ambulance Responses and Transports
In 2023 the Kingsburg Fire Department ambulance responded to 1,844 emergency medical calls within Zone K. This resulted in 1,396 patient transports. The actual number of patients transported was higher, because the RMS only tracks transport and to which receiving hospital, not the total number of patients transported per incident. KFD also had 309 EMS incidents in Tulare and Kings Counties, which resulted in 282 transports. In 2023, KFD responded to 2,153 EMS incidents within its designated ambulance response areas. In 2023, KFD did require an ambulance from another agency to respond into their ambulance service area Zone K 189 times. In total, over 91 percent of calls are serviced by KFD.

Geographic Analysis
A call density analysis is helpful when determining the best locations for apparatus placement and evaluating where prevention programs would have the greatest impact. Figure 35 geographically represents the incident density for the study period, and Figure 36 shows the Kingsburg EMS ambulance responses during that time frame.

Table 27. KFD Total Incident Count (2018–2023)
105 City of Kingsburg Fire Department Strategic and Master Plan Figure 35. KFD Incident Density (2018–2023)
106
Figure 36. City of Kingsburg EMS Ambulance Responses (2018–2023) 107 City of Kingsburg Fire Department Strategic and Master Plan Temporal Analysis
The annual incident count for KFD shows an increase in call volume over 2018. Due to the COVID-19 pandemic, many agencies witnessed significant changes in response volume in 2020 and the first part of 2021. The City of Kingsburg does not show a notable decrease in overall incident volume during these years. Figure 37 illustrates the annual incident count, with EMS calls comprising the vast majority of the total volume.

Figure 37. Annual Incident Volume for City of Kingsburg (2018–2023) Analysis of incident volume by month, day of the week, and hour is valuable for scheduling events and adjusting staffing. Looking at volume by month can reveal seasonality of service needs, and analysis of volume by days and hours can reflect the timing of population movement and activities.

Figure 38 shows incident volume percentages by month for 2018 through 2023.

Figure 38. KFD Incident Volume Percentage by Month (2018–2023) 108
Another analytic dimension is to evaluate call volume throughout the hours of the day. Data on response workload by the hour typically show fire department activity higher during daytime hours, correlating with the times of day during which people are most active. This principle proved true for KFD during the analysis period. In the City of Kingsburg, the department’s activity began to increase at 6 a.m. and reached its first peak at 11 a.m. This level was generally maintained until it gradually decreased at 7 p.m., when it started to decline more rapidly (Figure 39).

Figure 39. KFD Incident Volume Percentage by Hour (2018–2023) Resource Distribution
Several key performance metrics help identify the effectiveness of resource distribution. A broad allocation of resources allows for a more rapid first response to any given area. However, the first unit is only part of the deployment decision. It is critical to deploy sufficient units to respond to any incident’s volume, type, and severity. It is also essential to attempt to equalize the unit responses.

Geographic Distribution Analysis
Units and stations should be distributed in a way that allows for the best chance of reaching an incident in its earliest stages. Two primary sources of performance standards address geographic distribution: the ISO defines distance, and NFPA utilizes time as a criterion.

The ISO uses 5 miles from a fire station as its standard. There are no areas within the city that do not meet the 5-mile travel distance. ISO should classify all buildings as having fire protection coverage.

For full credit in an ISO Fire Suppression Rating Schedule, any building within the jurisdiction should be within 1.5 miles of an engine company and 2.5 miles of a truck company. 23 The City of Kingsburg has
an engine at its fire station and adequate coverage for most population centers. 23 www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companie. 109 City of Kingsburg Fire Department Strategic and Master Plan Figure 40 shows the ISO 1.5 mile criterion for Station 1, and Figure 41 shows the 1.5 mile criterion for Station 1 and Station 2.

Figure 40. 1.5 Mile ISO Distance, KFD Station 1
110
Figure 41.1.5 Mile ISO Distance, KFD Station 1 and Station 2 2018 2019 2020 2021 2022 2023
Engine 141/142/T145 1,067 962 1,129 1,147 1,350 1,536
M501 107 1,461 1,447 1,580 1,212 1,344
M502 1,541 489 632 551 1,123 800
M503 206 18 25 144 298 339
Total Ambulance Unit Responses 1,854 1,968 2,104 2,275 2,633 2,483 Total KFD Unit Responses 2,921 2,930 3,233 3,422 3,983 4,046 111 City of Kingsburg Fire Department Strategic and Master Plan Unit Workload Analysis
Unit workload should be balanced to maintain readiness, resiliency, and service availability.

Although it is common for one unit to be busier than others, no crew should carry a load that is too heavy; in the long run, it makes personnel less effective.

Incidents by Unit
KFD has three unique units that responded to all incidents within the incident records. The engine responded to slightly more incidents. The amount of time spent on a scene can affect firefighters’ workload and the availability of resources for the next incident, as well as any concurrent incidents. The response workloads for KFD ALS ambulances and engines are shown in Table 28.

Figure 42. KFD Engine and Ambulance Commitments by Unit (2018–2023) Table 28. KFD Engine and Ambulance Incidents by Unit and Year (2018–2023) 2018 2019 2020 2021 2022 2023 Aver
age
Engine 141/142/T111/T145 3.2% 2.9% 3.8% 4.2% 5.0% 6.1% 4.2% M501 1.5% 18.3% 17.4% 20.1% 12.0% 12.3% 13.6%
M502 20.1% 6.2% 7.8% 7.1% 11.2% 7.1% 9.9%
M503 2.9% 0.3% 0.3% 2.8% 3.1% 3.1% 2.1%
Ambulance Total 24.5% 24.8% 25.5% 29.9% 26.3% 22.5% 25.6% Ambulance Total per Resource 12.3% 12.4% 12.7% 15.0% 13.2% 11.2% 12.8% 112
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 remain at an incident can assist operational planning. KFD’s two different unit types have different incident commit times, which may be explained by the ambulances’ longer times on incidents due to the need to transport. Figure 42 shows KFD engine and ambulance commitments by unit for the engine and rescue ambulances 501 and 502.

One final dimension of unit workload is how much time each unit is committed to incidents throughout the year. The unit hour utilization (UHU) calculation evaluates how much time a crew is committed to an incident versus the total time on duty during a specific time frame. The formula for this calculation is the total time committed to an incident divided by the sum of all time the unit is staffed.

The goal is for the primary unit at a station, typically the engine, which is the most flexible response unit, to be under 20 percent UHU. Maintaining 20 percent UHU should indicate the area has 90 percent availability for unscheduled events. However, ambulance UHU is the subject of much debate within the fire service.

Due to the ancillary work crews must accomplish and the personnel's need to rest and eat, a 24-hour shift unit should not have a UHU above 30 percent. Any 24-hour ambulance approaching 25 percent UHU should be evaluated to determine whether the crews are getting enough training, rest, and fitness time to ensure they do not burn out.

KFD has a moderately busy system, with the engine averaging 4.2 percent UHU. The two ambulances average 25.6 percent UHU, but each unit averages 12.8 percent UHU. Neither unit is approaching a cautionary UHU percentage. Table 29 outlines the UHU for both units by year.

Table 29. KFD Unit Incident Utilization (2018–2023)
113 City of Kingsburg Fire Department Strategic and Master Plan The data only show the time during which units are committed to an incident. Crews can be out of service for maintenance, training, and other events that do not appear in this analysis. Approximately one-half of a crew member’s day is spent performing administrative, training, or recovery activities. For example, assuming a crew is allowed 8 hours of rest and recovery daily, 2 hours for meals, and 2 hours for station, equipment, and vehicle maintenance, those activities total 12 hours. Additional time is usually allocated for physical fitness, training, and public education. However, these tasks can be interrupted and scheduled so they do not leave the public without access to fire department responses.

Performance Review
When evaluating a system, it is valuable to have a set of objectives or standards against which to judge performance. Although national and state standards are recommended, California leaves it up to the authority having jurisdiction to adopt specific objectives and standards, with NFPA standards used for reference as appropriate. Relevant standards include the NFPA Standard 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments and portions of NFPA Standard 1225: Standard for Emergency Services Communications.

Evaluating overall performance requires an understanding of an incident's life cycle. It starts with a normal state and should end with a new normal state, but there are many measurable time segments in between. Some elements, such as call processing and turnout time, can be improved by tactical management techniques such as training and policy. However, other time segment performances, such as travel time, are typically managed by a strategic methodology such as station location.

Figure 43 identifies each time segment in the incident life cycle.

Figure 43. Incident Lifecycle
Incident Segment Primary Agency
Influence Standard Benchmark
Normalcy Prevention Local codes
and ordinances Community risk assessment
Discovery Public education TBD
Notification Public education TBD
Call answer1
Dispatch staffing,
systems, policy,
and training
NFPA 1225
15 seconds / 90th percentile
20 seconds / 95th percentile
Call transfer 30 seconds / 90th percentile
Call processing 60 seconds / 90th percentile
(priority)2
Turnout time
Station design,
policies, and
training
NFPA 1710
60 seconds / 90th percentile
(EMS)
80 seconds / 90th percentile
(other)
Travel time (first due)
Station location,
systems, and
training
4 minutes / 90th percentile
Travel time (second
due) 6 minutes / 90th percentile
Travel time (effective
response force)
8 minutes / 90th percentile (low
or moderate risk)
10 minutes 10 seconds / 90th
percentile (high risk)
Action initiation or
patient contact Station location,
systems, staffing,
and training
TBD
Control/mitigation TBD
Recovery Prevention and
public education
Updated codes
and ordinances Community risk assessment
New normal Prevention Local codes
and ordinances Community risk assessment
114
The incident data provided from KFD did not allow for analysis of all time segments in Figure 43.

However, sufficient information was provided to evaluate call processing, turnout, travel, and total response times. Table 30 outlines each time segment, the primary agency of influence, standards referenced, and benchmarks.

Table 30. KFD Incident Segment Key Performance Indicators 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. 115 City of Kingsburg Fire Department Strategic and Master Plan Operational Performance Analysis
Incident and dispatch data between January 1, 2018, and December 31, 2023, were carefully evaluated to determine KFD’s current performance. Only priority incidents occurring within the KFD service area were included in the analysis; nonemergency requests were excluded. Performance was based on the type of incident, as reported. Three categories were used to report performance for total response time:
• Call processing
• Turnout
• Travel
Each phase of the incident response sequence was evaluated to determine current performance.

This approach allowed for an analysis of each phase to identify any opportunities for improvement.

The total incident response time continuum comprises several steps, beginning with initiation of the incident and concluding with its appropriate mitigation or normalcy. KFD’s response performance was compared with the national consensus standard for response performance, found in NFPA’s Standard 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2020 Edition. In addition, the dispatch center’s performance was compared with standards from NFPA’s Standard 1221: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 2019 Edition.

The time segment performance standards were evaluated as a percentile to allow KFD to compare its performance against other agencies and the standard with a similar statistical technique.

Event Detection
Event detection is the time it takes for someone to discover an emergency and start activating the emergency response system. This process can entail dialing a personal cell phone, driving to a location with a fixed telephone, or hiking out of the wilderness to find someone with a radio to make the notification. This phase begins with the inception of the emergency and ends when the emergency is detected. This is mainly outside the fire department's control and not a part of the event sequence that is reliably measurable.

Notification
Notification is when the communications center receives the alarm and could include walk-in citizens, phone calls, or radio reports. Over the past decade, the community has experienced decreased reporting time on most alarms due to the proliferation of cell phones. Previously, reporting an emergency could have been delayed because of a lack of communication options. Although cell phones make reporting an emergency faster, the overall time is approximately the same because the dispatcher now must verify the caller's location. In cases in which the caller is unsure of their location, the communications center can attempt to ping the phone for a general area with escalating alarm processing times.

Call Processing Analysis
Call processing is the time interval from when the first notification was received to completion of dispatching the recommended units. The department’s CAD system assists in recommending and 116
assigning the closest units to an emergency incident. Most emergency incidents are reported to the 9- 1-1 center by telephone (landline or cell phone). Call takers must quickly elicit accurate information about the incident’s nature and location from the caller. Laypeople well-trained in emergencies can reduce the time required for this phase. The dispatcher must identify the correct units based on incident type and location, dispatch them to the emergency, and continue to update information about the emergency while the units respond. These steps are labeled “call processing time,” which begins when the 9-1-1 call is answered at the PSAP and ends when response personnel are notified of the emergency. NFPA 1221 standards recommend that this phase occurs within 60 seconds, 90 percent of the time.

EMD protocols help to target the correct, effective response force and provide instructions for EMS callers. They contain a specific set of questions based on the nature of the call that dispatchers must ask the caller. This can result in delaying the first unit dispatched to the incident. Many accredited agencies have discovered that there are competing interests when evaluating the usefulness of an EMD system. Using EMD, the NFPA recommended call processing time is extended from 1 minute to 1 minute and 30 seconds. Figure 44 shows Kingsburg call processing by year during the study period.

Figure 44. Kingsburg Call Processing by Year (2018–2023) The overall call processing time is higher than the recommended 90 seconds standard for emergency medical questioning dispatch. The 90th percentile for EMS incidents, which is the primary type of incident KFD responds to, is 2 minutes and 22 seconds.

Turnout
Turnout time is the time interval from notification of a station or unit to the assigned unit responding. KFD can have the most control over this phase. Station facilities are equipped with radio tone-alert activation. Turnout time is measured from the completion of alerting by dispatch to the vehicles clearing the stations and announcing “en route” on the radio or using their mobile data computers. Personnel must don appropriate equipment, assemble on the response vehicle, and begin traveling to the incident. Effective training and proper fire station design can minimize the time 117 City of Kingsburg Fire Department Strategic and Master Plan required for this phase.

Newer station designs have not explicitly focused on the time it takes to get from any part of the facility to the apparatus, which has subsequently impacted turnout times. Increased emphasis on never removing a seatbelt while responding has raised levels of safety but has also impacted turnout times when responding to calls.

The performance goal for turnout time is within 60 seconds, 90 percent of the time, for priority emergency medical incidents and 90 seconds for priority emergency incidents that require responders to don protective clothing. Turnout times for all incident types exceeded NFPA standards at 1 minute and 47 seconds (Figure 45).

Figure 45. KFD Turnout Time (2018–2023)
Travel Time
Travel time is potentially the longest of the response phases. Travel time is the time interval from when the assigned unit indicates it is en route to an emergency until that unit arrives at the emergency and goes “on-scene.” The distance between the fire station and the location of the emergency greatly influences response time. The quality and connectivity of streets, traffic, driver training, geography, and environmental conditions are also factors.

Travel time and safety have been affected by the use of traffic calming measures and traffic control preemption devices. Preemption is utilized on each emergency response to reduce the delay at traffic signal-controlled intersections. Traffic calming devices, road design standards, and gated areas of the community have the opposite effect of slowing travel time to emergencies.

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 lists several travel time requirements for apparatus. The first defined travel time is the first unit, either an engine or a truck that can operate as an engine for 4 minutes.
24 NFPA historically defined ALS travel time as 8 minutes. 24 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 Departments. 2020. [Appendix D]. 118
However, the new standard leaves that up to the authority having jurisdiction. Figure 46 shows KFD modeled 4-, 6-, and 8-minute travel times for Station 1 and mutual-aid agencies, and Figure 47 shows KFD predicted travel times for Station 1 and Station 2 staffed.

Figure 46. KFD Modeled 4-, 6-, and 8-Minute Travel Time 119 City of Kingsburg Fire Department Strategic and Master Plan Figure 47. KFD Predicted Travel Times for Station 1 and Station 2 Staffed 120
Figures 48 and 49 show travel times for all priority incidents and incident types. KFD’s travel times to all priority incidents within the City of Kingsburg were within 5 minutes and 48 seconds (Figure 48).

KFD’s travel time to priority medical aids within the city limits and ambulance response Zone K were within 8 minutes and 18 seconds (Figure 49). Figure 50 shows historic travel time to the city (2018– 2023).

Figure 48. KFD Travel Time Within City (2018–2023)
Figure 49. KFD Travel Time to the City and Zone K (2018–2023) 121 City of Kingsburg Fire Department Strategic and Master Plan Figure 50. Historic Travel Time to the City (2018–2023) 122
Total Response Time
Each time segment is analyzed to understand where performance can be measured and improved.

However, the primary performance measurement is the total response time. To the individual in need, response time reflects the fire department’s performance. KFD’s first due total response time for a structure fire and EMS incident is 8 minutes 36 seconds within the city and 11 minutes 8 seconds in Zone K. Figure 51 shows the total response time within the city.

Figure 51. Total Response Times Within the City of Kingsburg (2018–2023) Figure 52. Total Response Times to Medical Incidents in Zone K (2018–2023) Figure 52 shows the total response times in Zone K.
0 50
100
150
200
250
300
350
00:00:0000:00:4000:01:2000:02:0000:02:4000:03:2000:04:0000:04:4000:05:2000:06:0000:06:4000:07:2000:08:0000:08:4000:09:2000:10:0000:10:4000:11:2000:12:0000:12:4000:13:2000:14:0000:14:4000:15:2000:16:0000:16:4000:17:2000:18:00 Establishment of Response Time Performance
Objectives
123 City of Kingsburg Fire Department Strategic and Master Plan KFD provides fire protection, first responder EMS, EMS transport, and other emergency services to the City of Kingsburg and surrounding areas. It also responds to the surrounding area through mutualand automatic-aid agreements. The KFD has one engine and two ambulances and relies heavily on automatic-aid agreements for incidents requiring more units. Sufficient apparatus must be dispatched to complete the specific critical tasks with each type of incident and corresponding risk.

Response Time Performance Objectives
A deployment analysis based on an effective response force requires two components: the effective response force and performance objectives. The most common methodology for a fire department to evaluate itself is time analysis.

KFD has identified NFPA Standard 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments as its benchmark for time. The ambulance service contract indicates a different response time standard, but the NFPA standard is more aggressive and will, by its nature, meet any other standards. Table 31 outlines the response time stamps indicated by the NFPA for career departments and KFD’s 5-year performance.
25 The most significant single need for improvement for KFD is in turnout time. This can be improved through policy enforcement, crew evaluation, and improved station layout and technology. Although Fresno EMS Communications Center and Fresno County Emergency Communications Center are not directly within the management purview of the fire department, KFD can exert some influence using data requests and contractual performance language. The PSAP times will typically come from these communications centers. With cooperation, this can be a manageable time segment. Finally, travel time will be predominantly affected by the location of the fire station.

Establishing time-centric response goals is the most common and simple goal to establish.

However, the city might be more accepting if KFD evaluated different metrics, such as outcomes, customer satisfaction, and other less time-driven concepts. Therefore, it will be incumbent on KFD to explore appropriate and attainable measures.

The preceding response discussion is an example to provide KFD with the information necessary to establish response standards and targets. Setting response standards and performance goals should be viewed as a strategic planning tool to mitigate community loss. In the case of KFD, it should help establish whether the current department’s performance is satisfactory and identify what steps it might need to take to improve performance.
25 National Fire Protection Association (NFPA) 1710 (2020) Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments and NFPA 1225 (2022) Standard for Emergency Services Communication.

Time Segment Compliance
Percentile Benchmark KFD 5-Year Performance
PSAP answer
90%
95%
15 seconds
20 seconds
Unknown
PSAP transfer 90% 30 seconds Unknown
ECC answer
90%
95%
15 seconds
20 seconds
Unknown
EMS call processing (priority calls) 90% 60 seconds 2:22 Turnout time (EMS) 90% 60 seconds 1:47
Travel time (first due)
City
Zone K
90%
4 minutes
8 minutes
5:48
8:18
124
Table 31. NFPA Response Time Compliance Requirements and KFD 5-Year Performance

Findings and
Recommendations

SECTION IV
Overall Findings
127 City of Kingsburg Fire Department Strategic and Master Plan o KFD is an all-hazards response agency but only provides technical rescue and hazardous materials response at the basic awareness level.
o Limited operational resources limit effective initial interventions at more significant incidents within the City until automatic aid units arrive.
o KFD participates fully and relies heavily on the automatic aid provided by surrounding fire departments.
o The department does not dispatch enough firefighters to a single-family structure fire, as outlined in NFPA Standard 1710.
o Incident volume increases rapidly after six in the morning and remains relatively consistent until eleven at night.
o None of the KFD units are approaching cautionary usage statistics. However, ambulance usage is steadily increasing, with longer transport times to area hospitals. o Fire Station 1 is strategically located and provides a response system consistent with risk and demand.
o Having two secondary PSAP dispatch locations and calls routed based on call nature limits the department’s ability to meet industry best practice for call processing times. o The current dispatch contract has doubled in cost for many reasons over the past three years, although the process has not been streamlined.
o The department does not have an established benchmark response time performance for fire responses.
o KFD does not have a dedicated training facility with drill grounds. o The three main department programs (training, EMS, and Prevention) are an ancillary duty of an onduty operations captain. o The two 40-hour positions in the fire department cannot complete all of the industry standard tasks along with managing the department. Administrative staffing levels are inadequate for proper oversight, planning, and managing all the required programs of the modern fire service. o Like other city-owned properties, station maintenance is completed on an as-reported and prioritybased system. There was no indication of a robust preventative maintenance system. o There was no evidence of a capital improvement or station replacement plan. The city does not have the funds set aside for future capital needs based on equipment life span and replacement needs. o KFD’s standard operational guidelines and policies have not been consistently reviewed nor evaluated recently.
o Approximately 6 percent of the CAD, FireRMS, and ePCR data had missing or incomplete information, leading to inaccurate data analysis.
128
o The department has never presented an annual report to the city council, including past performance and benchmark outcome documentation.
o The community would like more public education and fire prevention from the department, but the department does not have a 40-hour staff person dedicated to meeting these expectations. o The KFD has no defined schedule for inspecting all existing commercial occupancies o The department does not have an administrative citation process for illegal fireworks or enforcement activities.
o KFD does not have adequate resources or personnel to complete all required functions of a Community Risk Reduction program, including data review, public education, and life safety annual inspections.
o The GIS data provided had missing and inaccurate property types, which impacted the accuracy of overall risk location evaluations. It may also inhibit the ability of the fire department to identify target hazards accurately
Recommendations
129 City of Kingsburg Fire Department Strategic and Master Plan Description
Accurate documentation of events by the fire department is essential, particularly for individuals and agencies requesting information, such as attorneys, insurance companies, and property owners.

Reliable and accurate performance analysis cannot be achieved without stringent quality control measures. Implementing a process for reviewing and verifying the completeness and accuracy of information is recommended. If any discrepancies are found, the document should be returned to the author for corrections.

Tracking unit performance is crucial for creating defensible reports in cases of litigation.

Establishing response time objectives that align with industry-standard percentiles ensures that the fire department meets the expected performance benchmarks and maintains accountability in its operations.

Outcomes
The risk of litigation for poorly written records will be reduced. An accurate and defensible analysis of performance can be completed regularly.

Estimated Cost
Staff time to review individual documentation for errors and omissions. Staff time to meet with the dispatch center to resolve data errors.

Recommendation 1
Place greater emphasis on the quality assurance of fire records management data inputs. $
Recommendation 2
Adopt a response time objective for each element.

Description
KFD did not communicate that they have an adopted response performance policy for each element of response time.

Outcomes
After comparing NFPA 1710 with baseline results, a policy should be developed. It should be adopted by a committee within the fire department and communicated for approval to the AHJ.

Estimated Cost
Staff time to develop response time objectives for each time segment in the response continuum. $
130
Recommendation 3
Review incident data annually.

Description
KFD needs to evaluate demand, service types, and other information annually.

Outcomes
An accurate understanding of service delivery and performance analytics.

Estimated Cost
Costs will vary depending on the approach adopted. Staff time will be required at a minimum.

Additional costs might include training, increased staff levels, compensation, equipment, and/or fees paid to outside vendors.
$
Recommendation 4
Begin tracking performance and outcome measurements.

Description
KFD needs to begin tracking the provided performance and outcome measurements and sharing them with the community and elected officials.

Outcomes
Outcome measures will determine if a program or practice is working. Each year the City of Kingsburg approves a budget to provide funding to operate the agency. Does the funding allow the organization to develop and implement what they believe are the best strategies to improve services? Outcome measures permit the city and the fire department to determine whether program activities are beneficial. Additional reasons to develop outcome measures include:
• Identify effective practices.
• If a practice is effective, determine how is it measured. • Identify any practices that need to be improved.
• Provide documentation to the City Council on whether funding is working. • Assist in building transparency and understanding of the program.

Estimated Cost
Staff time to review and develop a measurement system.
$
131 City of Kingsburg Fire Department Strategic and Master Plan Recommendation 5
Modify response assignments so that all incident types can receive sufficient resources based on the critical task analysis.

Description
KFD provided the number of units dispatched by incident type and defined the minimum number of personnel dispatched to emergency incidents. In a few cases, this analysis defines staffing needs that are not achievable given current resources (e.g., residential structure fires). KFD is not sending sufficient resources on the first alarm to meet the staffing needs defined in the critical task analysis. All critical tasks should be reviewed to confirm that the resources sent are consistent with risk and available internal and external resources.

NFPA 1710 and CFAI recommend the minimum emergency incident staffing for moderate-risk fire incidents be 15 personnel.

Low Risk: Minor incidents involving small fires (i.e., fire-flow less than 250 gallons per minute); single-person, non-life-threatening medical incidents; minor rescues; small fuel spills, and small wildland fires without unusual weather or fire behavior.

Moderate Risk: Moderate-risk incidents involving fires in single-family dwellings and equivalently sized commercial office properties (i.e., fire-flow between 250 gallons per minute to 1,000 gallons per minute), life-threatening medical emergencies, HazMat emergencies requiring specialized skills and equipment, and rescues involving specialized skills and equipment.

Outcomes
The updated tasking should be used for automatic-aid dispatching and understanding the critical tasking risk level with the needed units.

Estimated Cost
Staff time to develop the response run order protocols for reported structural fires that match the critical needs of personnel totals.
$
Recommendation 6
Review policies and guidelines annually.

Description
Clear policies and guidelines ensure everyone in the fire department operates consistently and effectively. These documents must be regularly evaluated using a specific process to maintain relevance. These evaluations should include presentations to the staff to ensure everyone is informed and understands any updates and other changes. This practice ensures that all personnel are on the same page and can perform their duties efficiently and safely. 132
Outcomes
Consistently updated and relevant core employment, performance, and standard operating policies and documentation.

Estimated Cost
Staff time. Additional costs may apply if software solutions are purchased. $
Recommendation 7
Evaluate staffing levels required for administrative support services.

Description
KFD should perform a time and motion study to evaluate the current needs related to administrative support of the fire department.

Outcomes
Today's fire service's regulatory and statutory requirements have become complex and demanding.

Appropriate administrative support frees operational staff to concentrate on maintaining operational readiness and other vital functions.

Estimated Cost
Time for staff and human resources personnel to perform the studies and evaluate the results for subsequent personnel planning processes.
$
Recommendation 8
Adopt staffing levels and models that provide enough mission support and succession planning opportunities.

Description
It is evident that KFD does not have enough people in management and administrative positions to support its mission. This affects daily operations, strategic management, continuous improvement, training, and supervisory consistency. A well-designed management structure is a vehicle for succession planning for executive positions. KFD relies on captains (supervisors) to complete chief (management) level work. Training, prevention, EMS, and administration programs are negatively affected without enough management capacity. The contractual battalion chief is reliable for incident command, but this arrangement does not provide an opportunity for succession planning. In addition, if the fire chief becomes incapacitated or requires an extended absence, the department needs a plan for an acting fire chief.

Outcomes
Create enough managerial positions to efficiently and effectively manage fire department business and concurrently develop a succession plan for executive positions.

Estimated Cost
Annual costs per position would be somewhere between the compensation of a captain and the fire chief. In 2023, this approximately would have equaled between $175,000 and $260,000 in total annual salary and benefits.
133 City of Kingsburg Fire Department Strategic and Master Plan $
Recommendation 10
Develop a schedule to inspect all commercial occupancies.

Description
KFD needs a defined schedule to inspect all commercial occupancies in the City of Kingsburg other than what the California Office of State Fire Marshal requires. Without a schedule, occupancies might have fire code violations that pose a risk to their occupants. Current staffing levels in the department and no 40-hour fire prevention staff make it almost impossible for the department to conduct periodic life safety fire inspections in non-state-mandated required businesses.

Outcomes
An inspection schedule based on risks to enhance the safety of the buildings’ occupants and responding KFD personnel, reducing community fire and life safety risks.

Recommendation 9
Continue to aggressively participate and utilize the automatic and mutual-aid systems within the immediate area.

Description
The KFD can respond and mitigate one low-risk event. However, the lack of firefighters, equipment, and specialized training and equipment makes the department heavily reliant on auto aid provided by surrounding agencies. The only way to ensure it is equitable and fair is to offer and respond as often as possible to the other agency’s jurisdictions.

This commitment will require KFD to ensure it is not taking advantage of other agency’s support to maintain positive relationships.

Outcomes
Continued participation from and to KFD for incidents, ensuring adequate resources are available for more severe incident types.

Estimated Cost
None.
$
134
Estimated Cost
Staff time to identify all commercial properties in the City of Kingsburg. $
Recommendation 11
Institute an inspection and fee recovery system for performing and issuing operational permits as authorized by the California Fire Code.

Description
The California Fire Code allows jurisdictions to require specific operational permits to be issued when all fire code requirements are met. The City of Kingsburg has adopted some permits and an associated fee, but not all have been implemented.

Outcomes
Fire code enforcement would improve if all required operational permits were issued, and increased revenue is anticipated.

Estimated Cost
Staff time is required to review the existing permits issued by KFD. Revenues are expected to increase, but a more thorough study by KFD is necessary to determine how many additional permits could be issued and the anticipated revenues.
$
Recommendation 12
Develop and implement a community risk-reduction plan.

Description
KFD should identify ways to focus on the community’s risk and the demands of services based on future development and growth. This can be accomplished by developing a long-term community riskreduction plan (CRRP). This plan should include the appropriate training for the department staff.

Outcomes
A CRRP will allow the department to focus on the community's risk and ensure this focus continues with future development and changes in the community. The KFD staff or an outside company can develop the CRRP.

Estimated Cost
Staff time or the cost of having an outside organization develop the CRRP. Additionally, the cost of having someone come into the department and provide the CRRP training to establish the foundation for the programs and the plan.
$
135 City of Kingsburg Fire Department Strategic and Master Plan Recommendation 13
Formalize, adopt, and fund a capital replacement plan.

Description
The department does not have a formal capital asset replacement plan.

Outcomes
Fiscal constraints, including financial capacity and an inability to anticipate all capital expenditures that could arise in a budget cycle, introduce uncertainty and an inability to budget and plan for every contingency. The Government Finance Officers Association recommends that governments establish capital planning policies and undertake a multi-year planning and budgeting process to accumulate funding for anticipated capital needs. The plan should be specific to KFD and consider facilities, apparatus, land acquisition, and other major capital projects. Adopting a formal multi-year plan would give the city and the department a tool to properly anticipate and financially prepare for capital needs.

Although maintenance and replacement of capital projects should be funded yearly through the budgeting process, establishing a capital asset replacement plan provides additional flexibility in a strong capital asset management program.

Estimated Cost
The city informally has the elements for a capital improvement/replacement plan, so the main cost to implement the plan would be staff time.
$
Appendix
City of Kingsburg Fire Department Strategic and Master Plan 137 Table 32. Central California Emergency Medical Control Committee Kingsburg Zone K Performance Report 138 City of Kingsburg Fire Department Strategic and Master Plan

CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Pursell & City Council

REPORT FROM: John Binaski, Fire Chief & AJ O’Connell, Building Official REVIEWED BY: AJH AGENDA ITEM: Amendments to the City of Kingsburg Building, Fire, Existing Building, and Property Maintenance Codes
ACTION REQUESTED: ___Ordinance ___Resolution ____Motion ____Receive/File

EXECUTIVE SUMMARY
Every three years, the California Building Standards Code, otherwise known as Title 24 of the California Code of Regulations, is reviewed, modified where applicable, and adopted by the California Building Standards Commission.

Local jurisdictions have 180 days to adopt the 2022 California Building Standards Code and the City of Kingsburg met this obligation by adopting the code without any amendments on November 2, 2022. Full implementation of the California Building Standards Code commenced on January 1, 2023. The California Building Standards Code includes, amongst others, the California Building Code, California Residential Code, California Fire Code, California Electrical Code, etc.

Since implementation of the Building Standards Code in January 2023, City Staff have continually reviewed the adopted Codes for improvement and adjustments based on the unique climatic and geological setting that the built environment in Kingsburg presents. Furthermore, as various types of developments are submitted for approval, both the Building Division and Fire Prevention Division recognize that certain aspects of the Code do not adequately cover the complexity of these projects. As such, City Staff are proposing seven (7) amendments to the adopted Building Standards Code in the City of Kingsburg.

The following amendments may be generally characterized as relating to:

Relocatable Buildings –3D-printing and modular buildings are becoming a popular means with which to provide housing within the State of California. Multiple large-scale manufacturers are recognizing that off-site construction of these types of buildings can be just one factor in addressing the State of California’s housing deficiency. As such, modular homes and other types of buildings being sold in readily available consumer marketplaces, for example Amazon, are becoming more common in construction. The movement of these buildings from the off-site manufacturer into the City presents unique challenges to our existing infrastructure.

In the past year, the Building Division has issued building permits for an Accessory Dwelling Unit on a residential property that has utilized this specific type of construction. Furthermore, multiple City projects within the past year have included manufactured off-site modular buildings that were moved to the City from a remote location, most notably the modular bathrooms at both Athwal and Memorial Parks.

Examples of these types of buildings are illustrated below:

Meeting Date: 01/15/2025
Agenda Item: 6

Page 2 of 6 ends

The intense fog seen by our city during the fall and winter make these types of large-scale operations potentially hazardous due to the reduced visibility caused by such extreme conditions. Thus, it is necessary to establish policies and procedures for the movement of these large structures.

City Staff recognized that the current Building Standards Code and the Municipal Code do not adequately state a process of approval for these types of buildings when brought into the city, outside of the structural considerations outlined in the California Existing Building Code. This amendment establishes the requirement of a Moving Permit for any structure to be moved from outside or inside the city, along City streets, to a property within the city. The stipulations in the proposed amendment require designation of routes of travel, approval from the City Engineer and Chief of Police, notification of property owners potentially affected by the movement, and posting of bonds.

Approval of this proposed change will amend the California Existing Building Code.

Installation of Fall Protection Devices - Due to the extreme temperatures Kingsburg experiences during the summer months, degradation of roof coverings on the existing building stock is accelerating. While most of the existing roof coverings reasonably can be expected to keep deleterious elements out of the structural roof assemblies, their conditions present hazards to personnel performing maintenance on appliances and equipment on roofs and other elevated surfaces.

Current adopted Building Code requirements only require level working platforms adjacent to the control side of equipment when mounted on roofs of a certain slope. This amendment will require that Fall Arrestor Anchor Points be placed on all elevated locations whenever the scope of work involves the installation, removal, or retrofit of equipment or appliances. The requirement for installation of these devices will allow personnel who are using personal fall arrest systems, like harnesses, a location to attach their implements.

Examples of Fall Arrestor Anchor Points that would conform to the proposed Code amendment are illustrated below:

Page 3 of 6 ends

Approval of this proposed change will amend the California Building Code, California Residential Code, and California Mechanical Code.

Cost Recovery – Cost recovery is an essential element for deterring responses associated with illegal activity and to recoup costs where resources were allocated to an incident resulting from gross negligence or misconduct. While certain contrary actions to the California Fire Code are covered under State of California Penal Code, such as intentionally and maliciously activating a fire alarm, codification of this activity within the Municipal Code will allow for the City to pursue offenders administratively through the nuisance process.

An example of this would be a commercial business within the City being cited during a normal Fire Department inspection for a violation of the California Fire Code, not abating or addressing that cited violation, and then the Fire Department subsequently having to respond to a call for service at that same business because of the cited violation. Codification of Cost Recovery within the adopted California Fire Code will allow the City to pursue reasonable administrative costs for the response against the offending commercial business.

Approval of this proposed change will amend the California Fire Code.

Fire Sprinkler Systems - Fire sprinkler systems have proven effective in suppressing fires long enough to allow for evacuation and reduction in property loss. According to the National Fire Protection Association (“NFPA”), between 2017 and 2021, local fire departments responded to 52,498 structure fires where sprinklers were present within buildings, which represented 11% of all total structure fires reported. These fires caused an annual average of 36 civilian deaths (1-percent of all structure fire deaths); 1,002 civilian injuries (8-percent); and $1.2 billion in direct property damage (10-percent). When compared to reported fires in properties with no automatic sprinkler systems, the civilian fire death and injury rates per fire were 90-percent and 32-percent lower.

NFPA further states that there was a 6-percent reduction in the average direct property loss associated with buildings equipped with sprinklers than those without. This number is further magnified when looking at public assembly, store or offices, and health care properties (66-percent, 69-percent, and 59-percent, respectively).

Based on this data, it is reasonable to assume that if certain buildings without fire sprinklers that have burned in the past within the City, and subsequently been declared total losses, may have been saved if fire sprinklers had been installed. It is not practical, nor reasonable, to require existing buildings to be retrofitted with sprinklers.

However, it is viable to institute provisions for new construction, certain alterations, changes of occupancy classification, and prescribed additions to existing buildings.

Page 4 of 6 ends

The benefits of fire sprinklers are also not limited to the lives saved and property loss reductions. A study commissioned by the commercial property insurer FM Global and the non-profit Home Fire Sprinkler Coalition (HFSC) found that the amount of water needed to fight a structure fire is reduced by up to 90% when the structure has an automatic sprinkler system. This is a critical element in considering the region’s ongoing drought conditions and state-mandated water restrictions. A synopsis of FM Global and HFSC’s testing method and results can be found at https://www.youtube.com/watch?v=NtBafQdE9AM.

Currently, the California Building Code and California Fire Code prescriptively require fire sprinklers in various occupancies and uses. These existing provisions account for such variables as occupant loads, number of exits, number of stories, specific use, etc. This amendment will require fire sprinkler systems in all buildings greater than or equal to 5,000 square feet in all occupancy classes, with limited exceptions. Fire sprinklers will still be required where prescriptively needed, according to the Building and Fire Codes.

Approval of this proposed change will amend the California Building Code and California Fire Code.

Access/Street Width – Access and fire lanes are essential to effectively respond to a medical or fire emergency. The intent of establishing minimum widths for fire apparatus access roads is to provide space for fire apparatus to pass one another during fire-ground operations. The need to pass may occur when engines are parked for hydrant hook-up, laying hose or when trucks are performing aerial ladder operations. Additionally, this width is needed for the exiting evacuating traffic from the affected fire area.

Per Chapter 503.2 of the California Fire Code, a fire apparatus road shall have an unobstructed width of not less than 20 feet, exclusive of shoulders. There are further dimensional requirements with regards to Fire Apparatus Roads that adjoin fire hydrants in CFC Appendix A. All fire apparatus roads shall extend to within 150 feet of all portions of a building.

Over the past two years, City Staff has found that the dimensions specified in the California Fire Code do not adequately address divided roadway situations. This is a critical interpretation that needs to be made as the City is seeing more and more divided roadways acting as fire apparatus access roads, especially in residential developments. While the California Fire Code does permit the Fire Code Official authority to modify the requirements for width of fire apparatus access roads based on public safety objectives, City Staff is seeking a clear standard for the dimensions of fire apparatus access roads, regardless of the site-specific variations that may present themselves.

This is even more crucial during fog events within the city, which may reduce visibility for both entering fire apparatus and exiting affected parties.

The proposed amendment seeks to specify that the dimensions of a fire apparatus access road is defined from a curb face to curb face. By including this specific provision, the Fire Code Official can now interpret both sides of a divided roadway as a fire apparatus access road, ensuring that the Code standard 20-feet wide is consistent throughout developments. This amendment is consistent with the City of Kingsburg standard street designs for new developments.

Approval of this proposed change will amend the California Fire Code.

Addressing Identification – Visible addressing greatly assists response personnel in identifying and accessing buildings when individuals have an emergency need. There may also be situations where a building’s setback from the street is so large that the building itself may not even be visible to emergency responders. This is even more significant in the evening hours, and during periods of extended foggy weather, when adequately sized visible address markers are essential for arriving crews that may be experiencing reduced visibility.

Current Code requirements establish only one size and style for address numbers for all occupancies and buildings.

The City’s adopted Development Code only specifies that addressing identification signs with numbers less than 12 inches are exempt from zoning guidelines within the Form Based Code district. This is a common practice as addressing identification signs are generally considered a fire and life safety measure and better standardized by

Page 5 of 6 ends

Building and Fire Codes. It is also generally accepted that buildings of a higher hazard classification or of an increased setback from a fire apparatus road have larger numbers.

This proposed amendment will expand the numbering requirements to establish a sliding scale of number height based on the particular use of the building. The requirement for one- and two-family dwellings will remain the same at 4-inches in height. Multi-family dwellings will be required to have a minimum of 5-inch-tall numbers and commercial buildings will be required to have a minimum of 12-inch-tall numbers. If commercial buildings are established within the Form Based Code district and choose to have numbers exceeding 12-inches in height, then the permit applicant must seek approval from the Planning Division under a separately issued Sign Permit.

Approval of this proposed change will amend the California Building Code and California Fire Code.

Pet Boarding – Recent inquiries into the Community Development department and the contemporary emphasis on animal boarding within the city prompted this proposed addition of standards for commercial pet boarding facilities. The city’s identified climatic and geological conditions previously outlined within this Staff Report also highlight the need for focus on these specific types of facilities.

This proposed amendment is nearly verbatim to a newly approved addition to the 2027 International Fire Code.

The code change proposal was sponsored by representatives of the Lake Travis Fire Rescue division in suburban Austin, TX in response to a fire at a commercial Pet Boarding facility that killed 73 dogs in September 2021. The facility lacked fire sprinklers, smoke alarms, or responsible staff. It is reasonable to assume that the 2028 Building Standards Code, which will ostensibly based on the model 2027 International Fire Code, will include this addition.

It should be noted that the model code standard of this provision was approved via unanimous vote of the Group A Fire and Life Safety Committee made up of building and fire professionals representing both public and private interests from across the United States.

While the findings of fact for amending the Code through Resolution is geared towards protecting human life, City Staff feels that these additional provisions within the Fire Code will complement the additional proposed amendments herein. Animals housed in these types of facilities stand a better chance of survival should emergencies arise with the adoption of these requirements. Provisions in the proposed amendment include the development of fire safety plans, staffing requirements, additional requirements for fire suppression, smoke and Carbon Monoxide detection, and the requirement for an Operational Permit issued by the Kingsburg Fire Department.

This amendment will only apply to commercial pet boarding facilities. Residential facilities complying with requirements for pet boarding in the Municipal Code would be exempt.

Approval of this proposed change will amend the California Building Code and California Fire Code.

RECOMMENDED ACTION BY CITY COUNCIL

1. Staff recommends adopting Resolution 2025-005 Approving and Adopting Express Findings that Modifications or Changes to the California Building Code, California Mechanical Code, California Fire Code, and California Existing Building Code are Reasonably Necessary Due to Local Climatic and Geological Conditions.

2. Staff recommends waving the first reading and introduce Ordinance 2025-01 An Ordinance Amending Various Chapters and Sections Within Said Chapters of Title 15 of the Kingsburg Municipal Code and pass the Ordinance to a second reading and adoption at the City Council meeting on February 7, 2025, with the following recital constituting reading the title of the Ordinance:
“An Ordinance Amending Various Chapters and Sections Within Said Chapters of Title 15 of the Kingsburg Municipal Code”

POLICY ALTERNATIVE(S)

1. The Council can direct staff to amend the proposed Ordinance.

2. The Council can deny the proposed Ordinance and retain the existing Building Standards Code.

Page 6 of 6 ends

STRATEGIC GOAL(S) MET:

1. Improve Public Safety

FINANCIAL INFORMATION

PRIOR ACTION/REVIEW
On November 2, 2022, the Mayor and City Council approved Ordinance 2022-02, adopting the Title 24 codes, with amendments and appendices, the International Property Maintenance Code, as amended, and the International Swimming Pool and Spa Code, as amended. The Ordinance became effective on January 1, 2023.

BACKGROUND INFORMATION
The City of Kingsburg has the authority to make necessary modifications to the California Building Standards Code.

Modifications that are administrative in nature do not require express findings. However, non-administrative modifications to the California Building Standards Code must be based upon express findings of necessity relating to local climatic, geological, or topographical conditions. Amendments shall only establish more restrictive and reasonable provisions.

The attached Resolution presents findings of fact that the City of Kingsburg exists in the following climatic and geological conditions: Extreme Temperatures and Extreme Fog; Limited Water Supply.

ATTACHED INFORMATION

1. Ordinance 2025-01

2. Resolution 2025-005

3. Climatic Data

4. NFPA Technical Data
FISCAL IMPACT:

1. Is There A Fiscal Impact? No

2. Is it Currently Budgeted? No

3. If Budgeted, Which Line? N/A
1 ORDINANCE NO. 2025-01

AN ORDINANCE OF THE CITY OF KINGSBURG AMENDING VARIOUS CHAPTERS AND SECTIONS WITHIN SAID CHAPTERS OF TITLE 15 OF THE KINGSBURG MUNICIPAL CODE
The City Council of the City of Kingsburg does hereby ordain as follows:

Section 1. That certain documents, copies of which are on file in the office of the Building Division of the City of Kingsburg, being marked and designated as the California Code of Regulations, 2022 edition, Parts 2, 2.5, 3, 4, 9, and 10 as published by the California Building Standards Commission, adopted as the portions of the Building Codes of the City of Kingsburg, in the State of California, for regulating and governing the conditions and maintenance of all property, buildings, and structures in the City of Kingsburg; providing the standards for supplied utilities and facilities and other physical things and conditions essential to ensure that structures are safe, sanitary and fit for occupation and use; for the issuance of permits and collection of certain fees; and each and all of the regulations provisions, penalties, conditions, and terms of said Building Codes on file in the office of the Building Division of the City of Kingsburg are hereby amended, and made a part hereof, prescribed in Section 2 of this ordinance.

Section 2. The City Council is informed and finds, through Resolution 2024-___, that pursuant to Health and Safety Code, Sections 17958.7 and 18941.5, it is reasonably necessary to amend the requirements of the listed editions of the 2022 California Building Standards Code and that these amendments are justified by particular climatic, topographic, or geologic conditions.

Section 3. The following sections of Chapter 15.04 of Title 15 of the Kingsburg Municipal Code are hereby amended as follows:

CEBC Chapter 1403 is added:

SECTION 1403

RELOCATION
1403.1.1 Relocation permit required.

Any person, firm or corporation, desiring to move any building in the city shall first obtain a relocation permit issued by the chief building official. The moving of any building shall include all buildings moved from one site to another within the city, from outside the city into the city, from a storage lot to another location within the city but shall not include buildings moved from the city to a site outside the city or to storage lots. No permit for the moving of any building or structure shall be issued until the chief building official has first issued to the owner of the premises to which the building is to be moved a permit to relocate the particular building upon those premises.
1403.2.2 Application for relocation permit.

Every application for a relocation permit shall be in writing and shall include or be accompanied by the following information:

1. The existing location of the building;

2. The proposed location and intended use or occupancy of the building; 2 3. A plot plan, and building plan, if required by the chief building official, of the building as it is proposed to be located upon the new site;

4. A plan and/or a statement of the remodeling, repairs and reconstruction proposed for the building;

5. A statement of a licensed structural pest control contractor stating the condition of the building as to the decay and pest infestation;

6. A photograph of the building, if required by the chief building official; and

7. Such other information as the chief building official may require. 1403.3 Inspection and processing fees.

An application fee shall be paid to the city before any application for a relocation permit is accepted. The fee shall be as established by the city council. The fee shall be in addition to all other fees required by the California Building Code or other ordinances of the city and shall not be refunded regardless of whether or not the relocation is approved.
1403.4 Posting.

When a relocation permit application is filed and the relocation permit fee paid to the city, a public notice shall be given of the proposed building relocation by posting in front of the property under consideration and adjacent thereto as hereinafter defined, notice of intention to move, printed in plain type with letters of not less than one inch in height and followed by a statement in six or eight point type. The notice shall: set forth the fact that a relocation permit has been applied for a building to be moved to the subject property; state the present location of the building to be moved thereto; and indicate the closing date by which protests must be filed with the chief building official in writing by adjacent property owners, if they desire to protest the relocation and have the planning commission hold a hearing thereon. The moving notice shall also be posted on the front of the building or structure to be moved, and notices shall be posted not more than one hundred (100) feet apart upon the street which said property fronts for a distance of not less than three hundred (300) feet in each direction from said property. The time of posting shall be seven continuous days, within which period protests may be filed.
1403.5 Protest procedure.

1. Protests against the moving of said building or structure shall be signed by two or more individual property owners on the surrounding area and filed with the chief building official within the dates prescribed by this chapter and indicated on the notice of intention to move.

2. Upon filing of a protest, the planning commission shall conduct a hearing within thirty (30) days upon receipt herein at which time the applicants for relocation and the protestants against such regulation shall be heard. The planning commission shall approve or deny such relocation and if approved, shall establish conditions as hereinafter enumerated. The chief building official shall thereafter issue or deny a relocation permit in accordance with the conditions set forth by the planning commission.
1403.6 Alternate procedure.

1. If no written protests are filed, the chief building official is authorized to approve or deny the relocation permit upon the conditions enumerated in this article, and/or to establish such conditions for the relocation permit, in accordance with the intent of this article, as are necessary to assure compliance herewith.
3 2. If the applicant for the relocation permit feels that denial of a permit or conditions imposed thereon by the chief building official are not in accordance with the intent of this article, he/she may appeal the chief building official's decision to the planning commission who will consider the matter at a public hearing, notice of which is given by posting as provided in Section E101.4. 1403.7 Faithful performance bond.

A faithful performance bond shall be filed in the office of the chief building official before any relocation permit shall be issued. The bond shall be in an amount at least ten percent more than the chief building official's estimated cost of the work required under terms and conditions imposed upon the relocation permit. Said bond shall guarantee that the required work shall be completed within ninety (90) days of the date on which said building is moved to its new location; provided, however, that such time may be extended by the chief building official upon written application showing good cause therefore. In lieu of said faithful performance bond, a cash deposit in the required amount may be made with the chief building official.
1403.8 Safety factors.

1. No permit shall be issued to relocate a building or structure, if the building or structure has any of the following deficiencies or characteristics:

A. Constructed or in such a condition to be dangerous and unsanitary; B. Unfit for human habitation;
C. Dilapidated, defective, unsightly, or in such condition of deterioration or disrepair that its relocation at the proposed site would cause appreciable harm to or be materially detrimental to the property or improvements in the district within a radius of one thousand (1,000) feet from the proposed site;
D. Prohibited in the zone in which it is to be relocated; or E. Prohibited at the proposed location by any fire district ordinance, or any other law or ordinance.

2. If, in the judgment of the chief building official or planning commission, the structure admits the practical and effective repair, a relocation permit may be issued upon such conditions as the chief building official and planning commission may deem reasonable and proper. The conditions required prior to issuance of a relocation permit may include changes, alterations, additions or repairs to be made to the building or structure so that the relocation will not be materially detrimental or injurious to public health, safety or welfare, or to the surrounding property and improvements in the district to which it is to be moved.

3. The conditions upon which each permit is granted shall be written upon the permit or appended in writing thereto.
1403.9 Utilities.

1. Each person making application for a moving permit must make separate arrangements with public utilities for necessary utility relocations and for payment of all costs associated herewith. The city assumes no liability for route approval with respect to utility relocation.

2. Signatures shall be required from all applicable utility providers acknowledging that all services have been disconnected from the structure to be moved.
1403.10 Denial of permit.
4 A relocation permit shall be denied, if the unlawful, dangerous or defective condition of the building or structure proposed to be relocated is such that remedy or correction cannot practicably and effectively be made, or it is found that the structure will be materially detrimental to surrounding property.

CEBC Chapter 1404 is added:

SECTION 1404

MOVING OF STRUCTURES UPON CITY STREETS
1404.1 Lawful compliance.

It is unlawful for any person, firm or corporation to move any building, structure or portion of any building or structure on any street in the city without first filing a written application for a moving permit and securing a permit therefore from the city engineer in the manner provided by this article. The permit must be in the possession of the movers during the move and must be shown if requested by a police officer along the route.
1404.2 Deposit and fees.

A. Each moving permit application shall be accompanied by a deposit. The amount of the deposit shall be based upon the size of the project and the amount of cleanup involved.

B. A basic fee shall be charged for each permit for any structure to be moved.

C. In addition to the basic fee, the city engineer shall determine when the interests of the city require that moving of the structure requires inspection by the city and assess a fee for each hour for such inspection.

D. The chief of police of the city shall determine when public interest, in terms of traffic hazard abatement, require convoy by police of the structure being moved. The charge for such a convoy shall be based on the hourly rate for the personnel and equipment used.

E. The schedule of fees shall be those amounts established by resolution of the council adopted prior to the effective date of the ordinance codified in this chapter and shall remain in effect until otherwise changed by the council. Effective July 1, 2025, and each succeeding July 1st thereafter, said schedule of fees shall be adjusted in accordance with the formula used by the city council to establish the expenditure control budget. If, in the determination of the city engineer, the adjustment of the schedule of fees produced by the above procedure is not representative of the actual change in costs of issuing the building relocation permit, the city engineer may, in lieu of the procedures set forth in this section, compute a new schedule of fees for adoption by resolution of the council. In the event of the adoption of a new schedule of fees by resolution of the council, such new schedule of fees shall become effective on adoption thereof by the council. The adjustment of such new schedule of fees shall begin the July 1st next occurring after adoption of the new schedule.

F. The foregoing fees, including the basic fee, shall be deducted from the deposit, and the balance remaining, if any, after completion of the moving of the structure to the new site, shall be returned to the permittee. If the total of such fees is greater than the deposit, the permittee shall pay all such fees.

G. No deposit shall be returned until all debris and litter has been removed and all utilities and sewers disconnected and/or capped to the satisfaction of the city engineer and chief building official. If such removal, disconnection and/or capping is not performed to his/her satisfaction within fifteen (15) days, he/she shall proceed without notice to remove, disconnect or cap as required, deducting the cost of same from the deposit.
5 1404.3 Moving permit application.

At least three days prior to the date of the actual move a completed application form shall be submitted to the city engineer on an approved application form. The following information shall be included on the application:

1. The kind of structure to be moved;

2. The street location or other identifying description of the site to which the structure is to be moved;

3. The route over, along, across, and upon which such structure is to be moved;

4. The time it is proposed to move the structure and within which removal will be completed;

5. Signatures from the following utility companies acknowledging that they have seen and approved the proposed route over which the structure is to be moved; A. Southern California Edison,
B. Pacific Bell,
C. Continental Cablevision;

6. The loaded height;

7. The loaded length;

8. The loaded weight;

9. The type and number of wheels of the truck or dolly;

10. Other information as required by the city engineer to review the application. 1404.4 Faithful performance bond.

1. Each application for a moving permit shall be accompanied by a faithful performance bond, in an amount specified by the city engineer not to exceed the sum of one thousand dollars ($1,000.00), guaranteeing completion of the moving work within the time specified in the moving permit. Said bond shall guarantee completion of the moving and the repair or costs of repair for damage to curbs, gutters, sidewalks, driveways, pavements, signs, trees, poles, signals and other facilities belonging to the city.

2. Faithful performance bond for moving shall not be required for residential garages. When both a relocation and moving faithful performance bond are required, they may be combined as one bond. A continuing faithful performance bond in the minimum amount of one thousand dollars ($1,000.00) for moving only may be maintained on file with the city engineer by persons engaged in the business of house moving.
1404.5 Certificate of insurance.

1. Every person, firm, company, corporation, or organization applying for a permit shall file with the engineering department a policy, true copy thereof, or certificate of insurance, accompanied by an endorsement signed by the underwriter or an authorized representative, as evidence that the applicant has obtained and maintains the following insurance requirements:

A. Comprehensive general liability coverage with limits of not less than one million dollars ($1,000,000.00) combined single limit per occurrence for bodily injury, personal injury, and property damage;
B. Automobile liability coverage with limits of not less than one million dollars ($1,000,000.00) combined single limit for occurrence for bodily injury, personal injury and property damage; C. Worker's compensation coverage with limits as required by the Labor Code of the state of California and employers liability coverage with limits of not less than one million dollars ($1,000,000.00) per accident.
6 2. The city, its officers, agents and employees are to be named as additional insured with respect to the contractor's general liability. The contractor's insurance shall be considered primary with respect to any insurance or self-insurance programs maintained by the city. The contractor shall also agree to hold the city, its officers, agents and employees harmless from any and all causes of action, penalties, liabilities or loss resulting from claims or court actions arising out of any accidents, loss or damage to persons or property occurring as a result of any work performed by the contractor or his subcontractors. Franchised public utilities operating under the jurisdiction of the California Public Utilities Commission are exempt from the provisions of this article for work performed by their own forces. 1404.6 Permit regulations.

House moving permits shall be conditional upon such requirements as may be established by the city engineer subject to the following regulations:

1. Any truck with metal tires used for moving buildings shall not exceed six hundred (600) pounds per inch of tire surface width while loaded.

2. If rollers are used to move a building, planks shall be placed under the rollers of such width and in such a manner as to protect the surface of the street.

3. Buildings shall be moved upon rollers or upon a truck or dolly having wheels equipped with pneumatic, solid rubber, or metal tires.

4. Buildings shall be allowed to remain stationary on a street only where they will not obstruct an intersection or obstruct access to any fire hydrant, standpipe or other fire fighting equipment, located upon or adjacent to such street.

5. Structures shall not be allowed to be moved on the public right-of-way between the hours of thirty (30) minutes after sunset to thirty (30) minutes before sunrise.

6. The fire, police, and engineering departments of the city shall be notified of the exact location of the building being moved twice each twenty-four (24) hours while the building is being moved. One time shall be between six p.m. and midnight of each twenty-four (24) hours.

7. Provision shall be made for the protection of any tree, shrub or plant located in, or on any street, park boulevard, alley or public place in the city.

8. Buildings shall not be moved upon any street at any other time, to any other destination or in any other manner than as stated in a valid permit.

9. The local utilities shall be notified of the time and place where the moving operations will be carried on.

10. Preparation work on the structure to be moved will not be allowed prior to the issuance of the moving permit.

11. The city engineer may require such additional regulations as he/she may deem necessary to protect the public health and safety.

CBC 1512.6 is Added:
1512.6 Fall arrestor anchor point. Where a reroof of all or any portion of a building necessitates the removal and replacement of existing roof mounted equipment or appliance(s) requiring service, or an installed photovoltaic (PV) system, a permanent corrosion-resistant fall arrestor anchor point system with a minimum 5,000 pounds tensile strength shall be installed within 72 inches (1829 mm) of the centerline of the service side of the existing equipment or appliance and at the highest point of the ridge. The fall arrestor anchor point shall be installed in accordance with manufacturer's specifications. 7 Exceptions:

1. The existing roof mounted equipment is serviced by a level platform installed in accordance with California Mechanical Code section 304.2.

2. The highest finished elevation of the building of which the equipment, appliance, or PV services is less than 72 inches (1829 mm) above the highest level of finished grade.

CRC R908.7 is Added
R908.7 Fall arrestor anchor point. Where a reroof of all or any portion of a building necessitates the removal and replacement of existing roof mounted equipment or appliance(s) requiring service, or an installed flushmounted photovoltaic (PV) system, a permanent corrosion-resistant fall arrestor anchor point system with a minimum 5,000 pounds tensile strength shall be installed within 72 inches (1829 mm) of the centerline of the service side of the existing equipment or appliance and at the highest point of the ridge. The fall arrestor anchor point shall be installed in accordance with manufacturer's specifications.

Exceptions:

1. The existing roof mounted equipment is serviced by a level platform installed in accordance with California Mechanical Code section 304.2.

2. The ridge of the building of which the equipment, appliance, or PV services is less than 72 inches (1829 mm) above highest level of finished grade.

CBC 3111.3.7 is Added:
3111.3.7 Fall arrestor anchor point. Where new photovoltaic (PV) systems are installed on roof assemblies at or exceeding 72 inches (1829 mm) above the highest finished grade level, a permanent corrosion-resistant fall arrestor anchor point system with a minimum 5,000 pounds tensile strength shall be installed at the highest point of the roof assembly. The fall arrestor anchor point shall be installed in accordance with manufacturer's specifications.

CRC R324.9 is Added:

R324.9 Fall arrestor anchor point. Where new photovoltaic (PV) systems are installed on roof assemblies at or exceeding 72 inches (1829 mm) above the highest finished grade level, a permanent corrosion-resistant fall arrestor anchor point system with a minimum 5,000 pounds tensile strength shall be installed at the highest point of the roof assembly. The fall arrestor anchor point shall be installed in accordance with manufacturer's specifications.

CMC 304.2 is amended to read:
304.2 Sloped roof. Where equipment or appliances that require service are installed on a roof having a slope greater than or equal to 4 units vertical in 12 units horizontal (33 percent slope) or more, a level platform of not less than 30 inches by 30 inches (762 mm by 762 mm) shall be provided at the service side of the equipment or appliance. Where equipment or appliances that require service are installed on a roof having a slope greater than or equal to 2 units vertical in 12 units horizontal (17 percent slope) to 4 units vertical 8 in 12 units horizontal (33 percent slope), a level platform of not less than 30 inches by 30 inches (762 mm by 762 mm) shall be provided at the service side of the equipment or appliance, or a permanent corrosionresistant fall arrestor anchor point system minimum 5,000 pounds tensile strength shall be installed within 72 inches (1829 mm) of the centerline of the service side of the equipment or appliance. The fall arrestor anchor point shall be installed in accordance with manufacturer's specifications.

CFC Section 112.5 is Added:
112.5 Cost Recovery. The fire code official may seek cost recovery as outlined in this section for the cost of providing service from the Kingsburg Fire Department and any other public agencies deemed necessary to mitigate a hazard. The fire code official may seek cost recovery for hazardous materials response, fire suppression, and protection of the public from fire and life safety hazards.

The recovery of such cost is authorized in the following statutes:

Health and Safety Code Sections 13007-13009.1
Government Code Section 53150

1. Any person who causes or allows the existence of a hazard, as defined by this Code, shall be liable for all costs associated with mitigation as determined to have been caused by such hazard, or is a major contributor of said hazard, and such expense shall be a charge against the person. Cost Recovery shall be in accordance with the Kingsburg Municipal Code and City policy.

2. Any person who is under the influence of an alcoholic beverage or any drug, whose negligent actions caused by that influence proximately causes any incident resulting in an appropriate emergency response, and any person whose intentionally wrongful conduct proximately causes any incident resulting in an appropriate emergency response, is liable for the expense of an emergency response by a public agency to the incident. Cost Recovery shall be in accordance with the Kingsburg Municipal Code and City policy.

3. Any person that is involved in an action that requires the police department to utilize the fire department in response to illegal activities is liable for the expense by the fire department response to the incident.

Recovery shall be in accordance with the Kingsburg Municipal Code and City policy.

4. Utility company’s equipment or distribution network which causes an emergency response from a public agency for an incident is liable for the expense of an emergency response by a public agency to the incident. Cost Recovery shall be in accordance with the Kingsburg Municipal Code and City policy.

5. Any person who causes a fire, sets a fire, allows a fire to be set, or allows a fire kindled or attended by him or her to escape onto any public or private property is liable for the expense of an emergency response by a public agency to the incident. Cost Recovery shall be in accordance with the Kingsburg Municipal Code and City policy.

6. Any person who releases a hazardous material, allows a hazardous material to be released, causes, or allows a hazardous material attended by him or her to escape onto any public or private property, is liable 9 for the expense of an emergency response by a public agency to the incident. Cost Recovery shall be in accordance with the Kingsburg Municipal Code and City policy.

7. After responding to three (3) false alarms at the same facility in any consecutive twelve (12) month period, the Fire Code Official is authorized to charge the property owner for the cost of response. The cost of response will be billed at a minimum rate of one-half hour for all responding apparatus and personnel, or actual time spent on the alarm event, whichever is greater.

Section 903.2 of the CBC and Section 903.2 of the CFC are amended to read:
903.2 Where required. Approved automatic sprinkler systems in new buildings and structures shall be provided in the locations described in this section and in Sections 903.2.1 through 903.2.21.

Notwithstanding any other provisions of Sections 903.2.1 through 903.2.21, an approved fire sprinkler system shall be provided throughout all newly constructed buildings of any occupancy group when the gross floor area is equal to or exceeds 5,000 square feet (465 m2 ), regardless of the presence of fire barrier
and fire partition walls.

Exceptions:

1. Detached Group U occupancies accessory to a Group R-3, one- or two-family dwelling.

2. In existing buildings, other than Group R-3 and Group U occupancies accessory to Group R-3 occupancies, not equipped with an automatic fire sprinkler system, the following shall apply:
a. When an addition causes the building to exceed 5,000 square feet (465 m2 ) in gross floor
area and such addition is equal to or greater than 50% of the existing square footage, the entire building shall be provided with an automatic sprinkler system. The 50% threshold for the installation of fire sprinklers shall be cumulative over the life of the building. b. For existing buildings larger than 5,000 square feet (465 m2 ) in gross floor area, when a
change of use occurs that, in the opinion of the Building Official, increases the risk of fire, or increases the danger to occupants in a fire, the entire building shall be provided with an automatic sprinkler system.
c. Spaces or areas in telecommunications buildings used exclusively for telecommunications equipment, associated electrical power distribution equipment, batteries and standby engines, provided that those spaces or areas are equipped throughout with an automatic smoke detection system in accordance with Section 907.2 and are separated from the remainder of the building by not less than 1-hour fire barriers constructed in accordance with Section 707 or not less than 2-hour horizontal assemblies constructed in accordance with Section 711, or both.

CFC Section 503.2.1 is amended to read:
503.2.1 Dimensions. Fire apparatus access roads shall have an unobstructed width of 20 feet (6096 mm) measured from the base of curb to base of curb, exclusive of shoulders, and an unobstructed vertical clearance of not less than 13 feet 6 inches (4115 mm).

CBC 502.1 and CFC 505.1 are amended to read:
10 CBC 502.1 Address identification.

CFC 505.1 Address identification.

New and existing buildings shall have approved address numbers, building numbers or approved building identification placed in a position that is plainly legible and visible from the street or road fronting the property. These numbers shall contrast with their background. Where required by the fire code official, address numbers shall be provided in additional approved locations to facilitate emergency response.

Address numbers shall be Arabic numbers or alphabetical letters. Numbers shall not be spelled out. Each character shall be a minimum of 4 inches high with a minimum stroke width of 0.5 inch for single family homes, a minimum of 5 inches high with a minimum stroke width of 0.5 inch for multi-family residential buildings, and a minimum of 12 inches high with a minimum stroke width of 1.5 inch for commercial buildings. Where access is by means of a private road and the building cannot be viewed from the public way, a monument, pole or other sign or means shall be used to identify the structure. Address numbers shall be maintained.

CFC 105.5.41 is added:
105.5.41 Pet boarding. An operational permit is required for pet boarding.

CFC Chapter 42 is Added:

CHAPTER 42 PET BOARDING
SECTION 4201

GENERAL
4201.1 Scope. Occupancies containing pet boarding shall comply with this chapter. 4201.2 Permit. A permit shall be required for pet boarding as set forth in Section 105.5.

SECTION 4202

DEFINITIONS
4202.1 Definitions. The following terms are defined in Chapter 2:

PET BOARDING.

Add new definition in CFC Chapter 2 as follows:

PET BOARDING.

Use of a Group B or Group M Occupancy to house a cumulative total of 10 or more dogs or cats for more than 12 hours per day that are available for sale or housed inside of a building as a service to the dog or cat owner.

SECTION 4203

FIRE SAFETY PRECAUTIONS
11 4203.1 Fire safety plan. An approved fire safety and evacuation plan in accordance with Section 404 shall be prepared and maintained for pet boarding.
4203.1.1 Fire safety plan additions. In addition to the requirements of Section 404.2.2, fire safety plans for pet boarding shall include all of the following:

1. Sequence of procedures to be followed in the event of a fire.

2. Procedures for evacuating pets, including the location of any special keys or tools required to evacuate pets.

3. Items to be inspected when conducting daily safety inspections.

4. Procedures for training employees to know the locations of portable fire extinguishers and how to properly use them.

5. Procedures for maintaining proper clearances between combustibles and ignition sources in a pet boarding area in accordance with Section 305.

6. Procedures to ensure that there are no open flames in a pet boarding area.

7. Procedures to ensure that cooking and heating in a pet boarding area are conducted in accordance with Chapter 41.

8. Procedures to ensure that use of current taps, relocatable power taps and extension cords in a pet boarding area is done in a safe manner and complies with Sections 603.5 and 603.6.

9. Procedures for ensuring that trash and other combustible waste are removed from pet boarding areas not less than once per day.

10. Procedures for ensuring that clothes dryer vents are kept clear of lint accumulation in accordance with Section 610.1.2.

11. Procedures for maintaining a staffing plan that specifies hours of operation, minimum staffing, staff names, and staff contact information.
4203.1.2 Posting of fire safety plan. The sequence of procedures to be followed in the event of a fire shall be prominently posted next to each egress door or opening leading out of the pet boarding area. 4203.2 Removal of combustible waste. Trash and other combustible waste shall be removed from pet boarding areas not less than once per day.
4203.3 Staffing. Staffing for pet boarding shall comply with Sections 4203.3.1 and 4203.3.2. 4203.3.1 Staffing plan. A staffing plan shall be prepared and maintained that includes current hours of operation, minimum staffing, staff names, and staff contact information. 4203.3.2 Minimum staffing. At least one staff member shall be responsible for boarded pets, remaining in or immediately adjacent to pet boarding areas and awake at all times when a cumulative total of 10 or more dogs and cats are present, including overnight, for pet boarding in a fire area that is not equipped with an automatic sprinkler system in accordance with Section 4204.4 4203.4 Safety inspections. Safety inspections specified in the approved fire safety plan shall be conducted at least once per day. A record of such safety inspection shall be maintained on the premises to document the date and time of each inspection and shall include the name of the individual who conducted the inspection.
12 4203.5 Sources of ignition. Sources of ignition in pet boarding areas shall comply with Sections 4203.5.1 through 4203.5.3.
4203.5.1 Cooking and heating. Cooking and heating in pet boarding areas shall comply with Chapter 41.

Heating pads used for warming animals shall be listed and labeled by a nationally recognized testing laboratory.
4203.5.2 Open flames. Open flames shall be prohibited in pet boarding areas. 4203.5.3 Smoking. Smoking shall be prohibited in occupancies containing a pet boarding area. “No Smoking” signs shall be provided in accordance with Section 310.

SECTION 4204

FIRE PROTECTION AND LIFE SAFETY SYSTEMS
4204.1 Portable fire extinguishers. Portable fire extinguishers rated 2-A:10-B:C and mounted in accordance with Section 906.9 shall be placed adjacent to each egress door or opening leading out of a pet boarding area, with additional extinguishers provided as necessary so that the travel distance to an extinguisher from anywhere in a fire area containing a pet boarding area does not exceed 50 feet (15240 mm). 4204.2 Smoke detection system. An automatic smoke detection system that activates occupant notification in accordance with Section 907.5 and is monitored in accordance with Section 907.6.6 shall be installed in new and existing fire areas containing pet boarding. In locations where ambient conditions are incompatible with smoke detectors, heat detectors with a response time index of 50 (m×s) shall be permitted.

Exception: An automatic smoke detection system is not required in fire areas equipped with an automatic sprinkler system complying with Section 4204.4.
4204.3 Carbon monoxide detection. In addition to the requirements in Section 915, carbon monoxide detection shall be provided in new and existing pet boarding areas where a carbon monoxide source is present.
4204.4 Automatic sprinkler system. An automatic sprinkler system with quick-response sprinklers complying with Section 903.3.1 or a limited area automatic sprinkler system complying with Section 903.3.8 with quick-response sprinklers shall be installed in fire areas containing pet boarding.

CFC 903.2.7.3 is added:
903.2.7.3 Pet boarding. An automatic sprinkler system shall be installed in fire areas containing pet boarding.

CFC 903.2.22 is added:
13 903.2.21 Pet boarding. An automatic sprinkler system shall be installed in fire areas containing pet boarding in Group B occupancies.

CFC Table 906.1 is amended to read:

TABLE 906.1 ADDITIONAL REQUIRED PORTABLE FIRE EXTINGUISHERS Portions of table not shown remain unchanged.

Section Subject
4204.1 Pet Boarding
CFC 907.2.2.3 is added:
907.2.2.3 Pet boarding. A manual fire alarm system shall be installed in fire areas containing pet boarding.

CFC 907.2.7.2 is added:
907.2.7.2 Pet boarding. A manual fire alarm system shall be installed in fire areas containing pet boarding.

CFC 907.2.2.3 is added:
907.2.2.3 Pet boarding. Smoke Detection shall be installed pet boarding facilities in the locations specified in Section 4204.2. Carbon Monoxide detection shall be installed in pet boarding facilities in the locations specified in Section 4204.3.

CFC 907.2.7.2 is added:
907.2.7.2 Pet boarding. Smoke Detection shall be installed pet boarding facilities in the locations specified in Section 4204.2. Carbon Monoxide detection shall be installed in pet boarding facilities in the locations specified in Section 4204.3.

CFC 1103.8.6 is added:
1103.8.6 Smoke detection in existing Group B and Group M pet boarding facilities. Smoke detection shall be installed in the locations specified in Section 4204.2.

CFC 1103.9.2 is added:
1103.9.2 Carbon monoxide detection in existing Group B and Group M pet boarding facilities. Carbon monoxide detection shall be installed in the locations specified in Section 4204.3.

CBC 903.2.7.3 is added:
14 903.2.7.3 Pet boarding. An automatic sprinkler system shall be installed in fire areas containing pet boarding.

CBC 903.2.21 is added:
903.2.21 Pet boarding. An automatic sprinkler system shall be installed in fire areas containing pet boarding in Group B occupancies.

CBC Table 906.1 is amended to read:

TABLE 906.1 ADDITIONAL REQUIRED PORTABLE FIRE EXTINGUISHERS Portions of table not shown remain unchanged.

Section Subject
4204.1 Pet Boarding
CBC 907.2.2.3 is added:
907.2.2.3 Pet boarding. Smoke Detection shall be installed pet boarding facilities in the locations specified in Section 4204.2 of the California Fire Code. Carbon Monoxide detection shall be installed in pet boarding facilities in the locations specified in Section 4204.3 of the California Fire Code.

CBC 907.2.7.2 is added:
907.2.7.2 Pet boarding. Smoke Detection shall be installed pet boarding facilities in the locations specified in Section 4204.2 of the California Fire Code. Carbon Monoxide detection shall be installed in pet boarding facilities in the locations specified in Section 4204.3 of the California Fire Code.

Section 3. That all other ordinances or parts of ordinances in conflict in the City of Kingsburg herewith are hereby repealed.

Section 4. That if any section, subsection, sentence, clause or phrase of this ordinance is, for any reason, held to be unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council of the City of Kingsburg hereby declares that it would have passed this ordinance, and each section, subsection, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses and phrases be declared unconstitutional or invalid by a court of competent jurisdiction.

Section 5. That nothing in this ordinance or in the codes hereby adopted shall be construed to affect any suit or proceeding impending in any court, or any rights acquired, or liability incurred, or any cause or causes of action acquired or existing, under any act or ordinance hereby repealed by this ordinance; nor shall any just or legal right or remedy of any character be lost, impaired or affected by this ordinance. 15 Section 6. That this ordinance and the rules, regulations, provisions, requirements, orders and matters established and adopted hereby shall take effect and be in full force thirty (30) days from and after its adoption.

Section 7. That the Building Official of the City of Kingsburg is hereby directed to file a copy of this Ordinance with the California Building Standards Commission, Section 7. Within fifteen (15) days after adoption of this ordinance, a summary of this ordinance shall be published with the names of the City Council members voting for and against the same, once at City Hall, the Library and at the Post Office located in the City of Kingsburg, County of Fresno, State of California.

Passed and adopted by a regular meeting of the City Council of the City of Kingsburg, duly called and held on the _____ day of February, 2025, by the following vote:

Ayes: Council Member(s):

Noes: Council Member(s):

Absent: Council Member(s):

Abstain: Council Member(s):

APPROVED:

Brandon Pursell, Mayor
ATTEST:

Abigail Palsgaard, City Clerk
16 STATE OF CALIFORNIA )

COUNTY OF FRESNO )

CITY OF KINGSBURG )
I, Abigail Palsgaard, City Clerk of the City of Kingsburg do hereby certify that the foregoing Ordinance was duly introduced at a regular meeting of the City Council of the City of Kingsburg on the ____ day of January, 2025, and it was duly passed and adopted at a regular meeting of said City Council held on the ______ day of February, 2025.

DATED: , 2025
Abigail Palsgaard, City Clerk
RESOLUTION 2025-005

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF KINGSBURG

APPROVING AND ADOPTING EXPRESS FINDINGS THAT MODIFICATIONS OR CHANGES TO

THE CALIFORNIA BUILDING CODE, CALIFORNIA MECHANICAL CODE, CALIFORNIA FIRE

CODE, AND CALIFORNIA EXISTING BUILDING CODE ARE REASONABLY NECESSARY DUE

TO LOCAL CLIMATIC AND GEOLOGICAL CONDITIONS
WHEREAS, the State of California has adopted the 2021 Edition of the International Building Code, with amendments. The 2022 California Building Code has been incorporated into Title 24, Part 2 of the California Code of Regulations and took effect on January 1, 2023; and WHEREAS, the State of California has adopted the 2021 Edition of the International Residential Code, with amendments. The 2022 California Residential Code has been incorporated into Title 24, Part 2.5 of the California Code of Regulations and took effect on January 1, 2023; and WHEREAS, the State of California has adopted the 2021 Edition of the Uniform Mechanical Code, with amendments. The 2022 California Mechanical Code has been incorporated into Title 24, Part 4 of the California Code of Regulations and took effect on January 1, 2023; and WHEREAS, the State of California has adopted the 2021 Edition of the International Fire Code, with amendments. The 2022 California Fire Code has been incorporated into Title 24, Part 9 of the California Code of Regulations and took effect on January 1, 2023; and
WHEREAS, the State of California has adopted the 2021 Edition of the International Existing Building Code, with amendments. The 2022 California Existing Building Code has been incorporated into Title 24, Part 10 of the California Code of Regulations and took effect on January 1, 2023; and WHEREAS, California Health & Safety Code Sections 17958.5, 17958.7, and 18941.5 authorize the City, by ordinance, to make changes or modifications to the requirements contained in the provisions of the California Building Code, California Residential Code, California Mechanical Code, California Fire Code, California Existing Building Code and other regulations adopted pursuant to California Health & Safety Code Section 17921(a) that result in more stringent local requirements; and WHEREAS, California Health & Safety Code Sections 17958, 17958.5, and 17958.7 require more stringent local requirements be supported by express findings made by a city that such modifications or changes are “reasonably necessary because of local climatic, geological, or topographical conditions”; and WHEREAS, the City Council of the City of Kingsburg intends this resolution to fulfill the requirements of applicable sections of the California Health & Safety Code regarding modifications or changes to the California Building Code, California Residential Code, California Mechanical Code, California Fire Code, and California Existing Building Code including express findings of reasonable necessity because of local climatic, geological, or topographical conditions noted below, and as detailed in Exhibit A, and the Staff Report for the December 18, 2024 Regular Meeting of the Kingsburg Mayor and City Council, and incorporated herein by reference.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Kingsburg finds that the following amendments to the 2022 California Building Code, 2022 California Residential Code, 2022 California Mechanical Code, 2022 California Fire Code, and 2022 California Existing Building Code are reasonably necessary because of local climatic and geological conditions as follows:

1. Climatic Conditions – Extreme Temperatures, Extreme Fog,

2. Geological Conditions – Limited Water Supply.
******************************
I, Abigail Palsgaard, City Clerk of the City of Kingsburg, do hereby certify that the foregoing resolution 2025- 001 was duly adopted and passed by the Kingsburg City Council at a regular meeting of said Council on the 15th day of January, 2025, by the following vote:

AYES: Councilmember(s):

NOES: Councilmember(s):

ABSENT: Councilmember(s):

ABSTAIN: Councilmember(s):
_____________________________
Abigail Palsgaard, City Clerk
City of Kingsburg

EXHIBIT A

FINDINGS REGARDING LOCAL CLIMATIC, GEOLOGICAL, AND TOPOGRAPHICAL

CONDITIONS
The following is a summary of the local climatic, geological, or topographical conditions which make the local amendments to the California Building Standards Code reasonably necessary, including extreme temperatures, limited water supply, and poor air quality

1.1 Climatic Conditions (Extreme Temperatures and Dense Fog) – As documented in the 2019 Local Hazard Mitigation Plan, Kingsburg has an average annual temperature of 63.2°F and receives 10.2 inches of rain. While the average is relatively temperate, summer and winter months bring unique weather patterns to the region.

During the winter season, high temperatures hover around 55°F. Combined with the regional geography and precipitation during this time, Kingsburg experiences numerous days with dense fog, which has its greatest impact on transportation by reducing visibility to oftentimes dangerous distances. The winter months see more than 30 days of dense fog – defined by the National Weather Service as less than 1/8 of a mile visibility.

During the summer months, Kingsburg has extended periods where temperatures exceed 100°F. While the average temperature is 90°F during the summer, these extended heat waves impact the medically fragile, elderly and animal populations. This same time period sees humidity levels of less than 40%, with days of 20% or lower not uncommon.

In addition to heat waves, the Fresno County region continues to suffer regular drought due to lower than normal snowpack in the Sierra Nevada, which supplies water for agricultural use and replenishes the groundwater supply.

The Heat Stress Index, published by the Federal Emergency Management Agency in its publication entitled Emergency Incident Rehabilitation sets forth the stress placed on the human body when exposed to various temperatures and humidities. This Heat Stress Index notes that 10 degrees should be added to the temperature when protective clothing is worn, and an additional 10 degrees should be added when standing in direct sunlight. With these variables included, a person exposed to temperatures between 90 and 105-degrees is subject to heat cramps and heat exhaustion.

Because of these extreme temperatures, Kingsburg firefighters responding to fires and other incidents requiring evacuation of a building are regularly exposed to temperatures more than 105 degrees, when accounting for their protective gear, exposing themselves to the probability of heat cramps, heat exhaustion, and possibly heat stroke.

1.2 Geological Conditions (Limited Water Supply) – As documented in the 2019 Local Hazard Mitigation Plan, 45 California counties experienced water shortages that adversely affected about 30% of the State’s population, much of the dry farmed agriculture, and over 40% of the irrigated agriculture. Fish and wildlife resources suffered, recreational use of lakes and rivers decreased, forestry losses and fires increased, and hydroelectric power production decreased. Kingsburg has experienced a state declaration for drought within Fresno County and a U.S. Department of Agriculture declaration for crop losses associated with drought.

As a local jurisdiction within Fresno County, between ten (10) and twelve (12) inches of precipitation can be received annually. Furthermore, Kingsburg relies heavily on groundwater for its municipal water supply. While Kingsburg complies with its annual allotment from the underground aquifer, it is estimated that 10,000-acre feet per year are lost from over drafting by other jurisdictions or entities.

Fresno Fog Facts
Most Consecutive Days With Dense Fog
16 days – December 13, 1985 through December 28, 1985
14 days – December 19, 1929 through January 2, 1930
Average Number of Days With Dense Fog
Month Number of Days
January 11.5
February 5.1
March 1.5
April 0.2
May 0
June 0
July 0
August 0
September 0
October 0.6
November 5.2
December 11.0
Annual 35.1
https://www.weather.gov/media/hnx/Fresno%20Fog%20Facts.pdf 11116124,8:49 AM about:blank
Monthly Climate Normals (1991 -2020) - Fresno Area, CA
(ThreadEx)
Clicl< and drac to zoom to a shorter tinlL' interval
il0
100
90 "c 80
o
f
E70 L
o
CL
E
fl60
s0
40 30
Jan ar v Jul 5ep Nov
-
Mean Max Temperature Normal
-
Mean Min Temperature Normal
-
Mean Avg Temperature Normal
Powrre(l l)y A(-
--
\
\\
\
Month Mean Max Temperature Normal
(oF)
Mean Min Temperature Normal
('F)
January 5s.4 40.6
February 6t.3 43.3 52.3
March 67.5 47.3 57.4
April 73.7 s0.9 62.3
May 82.7 57.6 70.2
June 9t.4 63.9 7't.6
July 97.7 69.3 83.5
August 96.5 67.9 82.2
September 90.7 63.4 77.l
October 78.7 54.6 66.7
November
December

64.9 45.4

39.8 55.1

55.3 47.5
Annual 76.3 53.7 65.0
Mean Avg Temperature Normal
('F)

48.0 about:blank 't t1
https://www.weather.gov/wrh/climate?wfo=hnx
Number of Days With Dense Fog by Cool Season
For Fresno
(Average is 32 days)
Season Oct. Nov. Dec. Jan. Feb. Mar. Apr. Total
2023-2024 0 0 0 7 1 0 1 9
2022-2023 0 1 8 2 1 0 0 12
2021-2022 0 14 9 10 0 1 0 34
2020-2021 0 0 6 5 0 0 0 11
2019-2020 0 0 6 9 1 0 0 16
2018-2019 0 2 8 3 1 0 0 14
2017-2018 0 2 2 7 0 2 0 13
2016-2017 1 3 10 3 1 1 0 19
2015-2016 0 1 6 5 2 1 0 15
2014-2015 0 6 9 13 7 0 0 35
2013-2014 0 0 0 0 3 0 0 3
2012-2013 0 6 12 2 3 0 0 23
2011-2012 0 8 2 5 3 0 0 18
2010-2011 0 1 9 11 1 0 0 22
2009-2010 1 2 5 10 6 1 0 25
2008-2009 0 6 13 6 1 1 0 27
2007-2008 0 1 8 5 5 0 0 19
2006-2007 1 6 5 3 0 1 0 16
2005-2006 0 3 10 14 3 1 0 31
2004-2005 2 6 11 6 5 2 0 32
2003-2004 0 2 6 11 3 1 0 23
2002-2003 0 10 5 22 3 0 0 40
2001-2002 1 8 8 10 4 0 0 31
2000-2001 0 5 11 6 1 0 0 23
1999-2000 0 0 2 4 2 3 0 11
1998-1999 0 7 8 16 5 0 1 36
1997-1998 0 6 15 20 3 4 0 48
1996-1997 1 9 15 7 7 0 0 39
1995-1996 1 1 8 11 9 2 0 32
1994-1995 0 3 11 6 14 1 0 35
1993-1994 0 0 13 18 3 2 0 36
1992-1993 0 4 11 13 1 2 0 31
1991-1992 2 2 9 22 6 2 0 43
1990
-19910056700 18
1989-199018 169110 36
1988-198903 19 17220 43
1987-19882 125 12200 33
1986-198703 189110 32
1985-198611 23 17451 52
1984-1985099 14400 36
1983-198403 11 12710 34
1982-19830 13 16 15320 49
1981-198207 178850 45
1980-198114 19 11 1120 48
1979-1980037 12500 27
1978-19790697550 32
1977-197805 17 12750 46
1976-1977092 11320 27
1975-197605 144300 26
1974-197509 11 17001 38
1973-197405 15 12721 42
1972-197348 167610 42
1971-1972158 15 1020 41
1970-197116 12 12810 40
1969-19704478630 32
1968-196909 116401 30
1967-196817 12 13 1711 52
1966-196704 12 14 1223 47
1965-196615 14 15310 39
1964-19652 10 12 12511 43
1963-196449 22 14200 51
1962-19636 11 21 10 1430 65
1961-196203 14 18810 44
1960-19610 11 15 18700 51
1959-19601134630 18
1958-1959019 12310 26
1957-195807 10 15601 39
1956-1957218 10730 31
1955-1956076 18820 41
1954-19551 12 14 15221 47
1953-195417 126 1361 46
1952-195325 11 15720 42
1951
-19520566611 25
1950-195117 13 10611 39
1949-19501 14 107920 43
1948-194912 101120 17
1947-194814 138210 29
1946-194738 18 20 1430 66
1945-19461 12 16 18420 53
1944-194519 17 10620 45
1943-1944075 13510 31
1942-194307 18 13921 50
1941-19424678510 31
1940-1941115 10161 25
1939-194001 158621 33
1938-193900 10 12000 22
1937-1938049 10200 25
1936-19370263140 16
1935-19360537360 24
1934-19350568520 26
1933-193401 129430 29
1932-19330183310 16
1931-19320198900 27
1930-1931008 12300 23
1929-193000 149220 27
1928-192906 14 12000 32
1927-19281945100 20
1926-19270058400 17
1925-192602 107200 21
1924-1925115 13700 27
1923-19240327200 14
1922-19230878510 29
1921-19220125210 11
1920-19210345510 18
1919-192000 124300 19
1918-191903 115240 25
1917-19180395110 19
1916-19170287200 19
1915-19160085 1240 29
1914-19152095341 24
1913-191405 117 1092 44
1912-1913 0 2 3 5 2 0 0 12
1911-1912 0 0 6 15 7 1 0 29
1910-1911 0 2 11 4 1 4 1 23
Notes: Period of record for dense fog extends back to October 1910.

Observations were not used for this database prior to October 1910 as information in the old climate log books did not distinguish between days with dense fog and fog. Records above include days with dense or heavy fog as reported in the climate log books and LCDs for Fresno. Dense fog was defined as a visibility report of a quarter mile or less during a given day in the years 1943 to present. Prior to 1943, dense fog was recorded as having visibility less than 5/16ths of a mile. Numbers in bold face and underlined represent the extreme highest value for the period of record while numbers in italic, bold font represent the extreme minimum for the period of record. https://www.weather.gov/media/hnx/Number%20of%20Days%20With%20Dense%20Fog%20by%20Cool %20Season%20FAT.pdf
Percent of Possible Sunshine at Fresno
(1897-1995)
Month Normal Least Recorded Most Recorded
January 47% 43 hours/14% in 1969 255 hours/82% in
1948
February 65% 68 hours/23% in 1907 284 hours/94% in
1899
March 78% 124 hours/ 33% in
1907
353 hours/95% in
1956 & 351
hours/95% in 1972
April 85% 244 hours/62% in
1983
378 hours/96% in
1976 & 377
hours/96% in 1992
May 90% 276 hours/63% in
1957
430 hours/98% in
1974 & 427
hours/98% in 1992
June 95% 367 hours/83% in
1929
440 hours/100% in
1935 & 438
hours/100% in 1986
July 97% 396 hours/89% in
1968
447 hours/100% in
1932 & 445 hours/
100% in 1986
August 96% 361 hours/86% in
1961
419 hours/100% in
1970 & 1973
September 94% 290 hours/78% in
1904
372 hours/100% in
1970
October 88% 214 hours/62% in
1907
345 hours/99% in
1959
November 66% 93 hours/30% in 1972 303 hours/99% in
1959
December 46% 27 hours/9% in 1900 269 hours/90% in
1976
Annual 79% 3017 hours/65% in
1907
3982 hours/89% in
1959
https://www.weather.gov/media/hnx/Percent%20of%20Possible%20Sunshine%20at%20Fresno.pdf US Experience with Sprinklers
Tucker McGree
April 2024
Copyright © 2024 National Fire Protection Association® (NFPA®) NFPA Research • pg. 1

KEY FINDINGS
Sprinklers in Reported Structure Fires: All Occupancies From 2017 to 2021, local fire departments responded to an estimated average of 52,948 structure fires per year (11 percent of the total structure fires) in which sprinklers were present. These fires caused an annual average of 36 civilian deaths (1 percent of all structure fire deaths); 1,002 civilian injuries (8 percent); and $1.2 billion in direct property damage (10 percent).

Sprinklers reduce the impact of fires. Compared to reported fires in properties with no automatic extinguishing systems (AES), when sprinklers were present, the civilian fire death and injury rates per fire were 90 percent and 32 percent lower, respectively. In addition, the rate of firefighter injuries per fire was 35 percent lower.

Fire spread was confined to the object or room of origin in 94 percent of the reported structure fires in which sprinkler systems were present compared to 70 percent in properties with no AES.

Sprinklers have proven to be reliable in reported structure fires considered large enough to activate them. From 2017 to 2021, sprinklers operated in 92 percent of such fires and were effective at controlling the fire in 97 percent of the incidents. Overall, sprinkler systems operated and were effective in 89 percent of the fires considered large enough to activate them. The most common reason that sprinklers failed to operate was the systems being shut off at some point before the fire.

One sprinkler is usually enough to control a fire. In 77 percent of the structure fires where sprinklers operated, only one operated. In 96 percent, five or fewer operated. In 98 percent, 10 or fewer operated.

Sprinklers in Reported Home Fires
Sprinklers were present in an estimated 23,675 (7 percent) of the reported home structure fires per year from 2017 to 2021. These fires resulted in an annual average of 22 civilian deaths (1 percent of all home fire deaths), 550 civilian injuries (5 percent), and $249 million (3 percent) in direct property damage.

Sprinklers operated in 95 percent of the home structure fires in which systems were present and the fires were considered large enough to activate them. They were effective at controlling the fire in 98% of the fires in which they operated. Overall, sprinklers operated effectively in 93 percent of the fires large enough to trigger them.

In 85 percent of the home fires with operating sprinklers, only one sprinkler operated. In 99.2 percent of the fires, five or fewer operated.

Sprinklers save lives and reduce injuries and property loss. From 2017 to 2021, the civilian death and injury rates in home structure fires where sprinklers were present were 89 percent and 31 percent lower, respectively, than in home structure fires with no AES. In addition, the average property loss per home structure fire was 55 percent lower in reported home fires where sprinklers were present compared to fires in homes with no sprinkler systems and the firefighter injury rate was 48 percent lower.

In reported home structure fires where sprinklers were present, the fire was confined to the object or room of origin 96 percent of the time, compared to 72 percent in homes with no AES.

Introduction
This report provides a statistical overview of sprinkler presence and performance in reported fires. This information is essential for understanding the prevalence, impact, reliability, and effectiveness of these systems and increasing their positive impact. Because most fire NFPA Research • pg. 2
Wet Pipe, 87% Dry Pipe, 9%
Other, 3%
Figure 2. Types of sprinklers present at US structure
fires: 2017–2021 annual averages
deaths are caused by home fires, additional details are provided on sprinklers in fires in these properties.

Estimates were derived from the details collected by the US Fire Administration’s (USFA’s) National Fire Incident Reporting System (NFIRS) and NFPA’s annual fire department experience survey.

Unless otherwise specified, estimates in this report exclude fires in properties under construction. In addition, the casualty and loss estimates can be heavily influenced by the inclusion or exclusion of one unusually serious fire.

More detailed information is available in the supporting tables.

Sprinkler Presence and Type
Some type of sprinkler system was present in an estimated 52,948 (11 percent) of the reported structure fires during 2017–2021.

Sprinkler presence varied widely by occupancy. Figure 1 shows the percentage of fires by occupancy in which any type of sprinkler system was present. Sprinklers were most likely to be found in institutional occupancies, such as nursing homes, hospitals, and prison or jails, as well as in industrial occupancies, such as manufacturing and warehouse properties.

Most structure fires and associated civilian fire deaths, injuries, and direct property damage occurred in residential properties, particularly homes. Only 9 percent of the reported residential fires occurred in properties with sprinklers. The outlier with regard to residential fires was hotel and motel properties, which were much more likely to have sprinklers compared to all other residential properties. Sprinklers were present in only 8 percent of fires in homes (including apartments).

Some properties had both sprinkler and non-sprinkler AES. This was particularly common in commercial kitchens. For example, 60 percent of properties identified as eating and drinking establishments in which a structure fire occurred reported the presence of non-sprinkler AES.

In such cases, the type of AES in the fire area is the only one recorded. This could result in underestimates of the presence of sprinklers in some occupancies.

Figure 2 shows that wet pipe systems were in use at almost nine out of every ten reported fires in which sprinklers were present. 8%
9%
11%
25%
28%
35%
41%
51%
60%
64%
71%
73%
80%
0% 20% 40% 60% 80% 100%
Home (Including Apartments)
All Residential
All Structures
Store or Office
Public Assembly
Eating or Drinking Establishment
Educational
Warehouse
Hospital
Prison or Jail
Hotel or Motel
Manufacturing
Nursing Home
Figure 1. Presence of sprinklers in US structure fires
by occupancy: 2017–2021 annual averages
NFPA Research • pg. 3
1%
3%
6%
2%
2%
2%
14%
17%
12%
7%
9%
10%
14%
8%
82%
85%
87%
90%
88%
84%
78%
0% 20% 40% 60% 80% 100%
Storage
Manufacturing
Store or Office
Residential
Health Care
Educational
Public Assembly
Figure 3. Sprinkler system type by occupancy:
2017–2021 annual averages
Wet Pipe Dry Pipe Other
Table A. Summary of AES presence and type in reported structure fires: 2017–2021 annual averages AES Presence and Type Fires Civilian Deaths Civilian Injuries Firefighter
Injuries
Direct Property
Damage
(in Millions)
AES present 62,820 (13%) 37 (1%) 1,077 (8%) 497 (8%) $1,238 (11%) Sprinkler system present 52,948 (11%) 36 (1%) 1,002 (8%) 436 (7%) $1,179 (10%) Wet pipe sprinkler system 46,316 (9%) 33 (1%) 894 (7%) 394 (7%) $1,076 (9%) Dry pipe sprinkler system 4,909 (1%) 2 (0%) 91 (1%) 32 (1%) $91 (1%) Other type of sprinkler system 1,722 (0%) 0 (0%) 17 (0%) 10 (0%) $12 (0%) Non-sprinkler AES present 9,872 (2%) 1 (0%) 75 (1%) 61 (1%) $59 (1%) Partial AES system of any type present 2,253 (0%) 4 (0%) 62 (0%) 44 (1%) $106 (1%) AES of any type not in fire area and did
not operate 1,473 (0%) 2 (0%) 37 (0%) 25 (0%) $88 (1%)
No AES present 421,775 (86%) 2,840 (99%) 11,640 (91%) 5,381 (90%) $9,943 (87%) Total 488,321 (100%) 2,883 (100%) 12,817 (100%) 5,947 (100%) $11,374.31 (100%) Rate per thousand fires with any sprinkler present: 0.68 18.92 8.23 22.27 Rate per thousand fires with no AES present 6.73 27.60 12.76 23.57 Percent reduction from no AES to any sprinkler system 90% 31% 35% 6% Figure 3 shows that wet pipe systems were the leading type of sprinkler in use overall. Dry pipe systems were more common in storage occupancies. Table 2 in the supporting tables shows that other types of sprinkler systems were seen most frequently in eating and drinking establishments and grocery or convenience stores. It is possible that some of these systems were miscodes of systems designed specifically for cooking equipment.

NFPA Research • pg. 4
Fires in Properties with Sprinklers vs. with No AES
Figure 4 shows that the death rate per 1,000 reported fires was 90 percent lower in properties with sprinklers than in properties with no AES. These rates are based strictly on the reported presence or absence of this equipment; whether the system operated or not was not considered. Civilian deaths in sprinklered properties are discussed in greater detail later in this report.

Figure 5 shows that the civilian injury rate per 1,000 reported fires was 31 percent lower in properties with sprinklers than in properties with no AES. Many of the injuries that occurred in sprinklered properties were caused by fires that were too small to activate the sprinklers. It is also possible that some of the injuries occurred while victims were attempting to fight a fire before the sprinklers activated.

Figure 6 shows that the rate of firefighter injuries per 1,000 fires was 35 percent lower in structure fires where sprinklers were present compared to fires in properties without AES protection. Sprinklers can begin to control a fire when they activate, making the situation less dangerous for responding firefighters.

Reductions in the average dollar loss per fire when sprinklers were present varied greatly by occupancy. Table 4 in the supporting tables shows that compared to properties with no AES, the average overall loss was 6 percent lower in fires where sprinklers were present.

However, the reduction in loss was 69 percent for store and office properties, 66 percent for public assembly properties, 60 percent for residential properties, and 59 percent for health care properties.

The average loss per fire was higher in sprinklered warehouses and manufacturing properties than in those with no AES. It should be kept in mind that these data cover all types of warehouses and manufacturing. A total loss in a small unsprinklered facility can be less than a limited loss in a large sprinklered facility where expensive machinery or commodities may be damaged due to smoke damage even when the fire is controlled by sprinklers. In rare cases when a sprinkler system fails to operate or operates ineffectively, the monetary loss can be exceedingly high. This scenario increases the average loss for the occupancy type. For example, the average loss in sprinklered manufacturing properties was inflated by a $1.1 billion loss caused by a November 2019 Texas petrochemical plant

6.7 0.7
0 1 2 3 4 5 6 7
No AES
With Sprinklers
Figure 4. Civilian death rates per 1,000 reported
fires in properties with sprinklers vs.
with no AES: 2017–2021 annual averages
28 19
0 10 20 30 40
No AES
With Sprinklers
Figure 5. Civilian injury rates per 1,000 reported
fires in properties with sprinklers vs.
with no AES: 2017–2021 annual averages
13 8
0 5 10 15 20
No AES
With Sprinklers
Figure 6. Firefighter injury rates per 1,000
reported fires in properties with sprinklers
vs. with no AES: 2017–2021 annual averages
NFPA Research • pg. 5
Operated and
Effective,
89%
Failed to
Operate, 8%
Operated
Ineffectively,
3%
Figure 8. Sprinkler operation and effectiveness:
2017–2021 annual averages
76%
66%
77%
96%
93%
97%
0% 20% 40% 60% 80% 100%
All Types
Dry Pipe
Wet Pipe
Figure 9. Percentage of fires in which one or one-tofive sprinklers operated by type of sprinkler system:
2017–2021 annual averages
1 to 5 Sprinklers 1 Sprinkler
explosion and the resulting multi-day fire and additional explosions.1 The plant’s wet pipe sprinkler system did not operate.

According to FM Global automatic sprinklers provide the best protection against devastating fires in commercial occupancies.

Comparisons of fire events from a commercial property insurer prove this year in, and year out. Their analysis shows that loss costs are typically about 8.5 times smaller at manufacturing facilities with adequate automatic sprinkler protection. This can often be a difference of millions of dollars and resuming operations within days, rather than months.

Sprinklers can also limit fire spread. Figure 7 shows a 24 percent increase in fires that were confined to the object or room of origin when sprinklers were present compared to fires with no AES.

Sprinkler Operation, Effectiveness, and Issues
From 2017 to 2021, sprinklers operated in 92 percent of the fires in which they were present, and the fire was considered large enough to activate them. They were effective at controlling the fire in 97 percent of fires in which they operated. In looking at these two estimates, it can be said that sprinklers operated effectively in 89 percent of the fires large enough to trigger them (see Figure 8.) 1 S. Badger, “Large-Loss Fires and Explosions in the United States in 2019,” NFPA Journal, November/December 2020. nfpa.org/News-andResearch/Publications-andmedia/NFPA-Journal/2020/November-December2020/Features/LL-Report Details on sprinkler operation and effectiveness in different occupancies and for wet and dry pipe systems are provided in Table 6 of the supporting tables.

Sprinkler systems are designed to operate only where fire is present.

Only one sprinkler activated in more than three-quarters (76 percent) of the fires in which sprinklers of any type operated, and 77 percent of the fires with operating wet pipe sprinkler systems. Figure 9 shows that in 96 percent of the fires in which sprinklers operated, five or fewer were activated. This was true for 93 percent of the dry pipe sprinkler systems.

See Table 7 in the supporting tables for additional details. 70%
94%
0% 20% 40% 60% 80% 100%
No AES
With
Sprinklers
Figure 7. Percent of fires confined to the object or
room of origin in properties with sprinklers vs.
with no AES: 2017–2021 annual averages
NFPA Research • pg. 6
99% 97% 96% 92% 90% 90%
82%
0%
20%
40%
60%
80%
100%
1 2 3 4 5 6 -10 11 or
More
Figure 10. Percentage of fires in which sprinklers
were effective by number that operated:
2017–2021 annual averages
In 99 percent of the fires in which one sprinkler operated, it was effective. Figure 10 shows that sprinklers were somewhat less likely to be effective when more sprinklers operated.

Figure 11 shows that the most common reason for sprinkler failure was because the system had been shut off.

Figure 12 shows that when sprinkler systems operated ineffectively, the problem often involved getting water (or another agent) to the fire.

From 2017 to 2021, there was an estimated annual average of 771 fires where the sprinkler system failed to operate. In the same time period, in an annual estimate of 311 fires, the sprinkler system operated but was determined to be ineffective. Figure 13 shows the breakdown of each cause of failure or ineffectiveness individually and combined.

System shut
off, 61%
Manual intervention defeated
system, 15%
System components
damaged, 9%
Lack of maintenance, 9%
Inappropriate system for type
of fire, 6%
Figure 11. Reasons for sprinkler failure:
2017–2021 annual averages
Agent
discharged
did not reach
fire, 48%
Manual intervention defeated
system, 2%
Lack of maintenance, 4%
System components damaged,
6%
Inappropriate system
for the type of fire,
10%
Not enough
agent
discharged,
30%
Figure 12. Reasons for sprinkler ineffectiveness:
2017–2021 annual averages
8%
8%
7%
9%
11%
15%
42% 61%
10%
6%
4%
30%
2%
48%
0%
0% 20% 40% 60%
Inappropriate system for type of fire
System components damaged
Lack of maintenance
Not enough agent discharged to control
fire
Manual intervention defeated the system
Agent discharged, did not reach the fire
System shut off
Figure 13. Reasons for combined sprinkler failure
and ineffectiveness: 2017–2021 annual averages
Ineffectiveness
Failure
Combined
NFPA Research • pg. 7
Civilian Deaths in Sprinklered Properties
While sprinklers were present in 11 percent of all the properties in which fires occurred from 2017 through 2021, only 1 percent of all fire deaths occurred in these properties. Fires in sprinklered properties killed an average of 36 people annually during this period.

Fires in properties that were not under construction and had no automatic extinguishing system caused an estimated 2,840 deaths annually. Sprinkler systems operated in 27 of the estimated annual deaths that occurred in fires in sprinklered properties, 20 of which occurred when the sprinklers were reported to have operated effectively. See Figure 14.

Figure 15 shows the characteristics of the deaths in sprinklered properties.

There are limits to even the best fire protection. When someone is directly involved in the ignition of a fire or their clothing is burning, they may be fatally injured before the sprinkler system operates. In addition, if someone is physically incapable of getting themselves to safety, even a fire controlled by sprinklers can still cause them harm.

Of the fire deaths in sprinklered properties, 76 percent resulted from fires that were confined to the object or room of origin. This was true for only 18 percent of the deaths that occurred in fires in which no AES was present. When present, data indicates that sprinklers keep the fire from spreading and threatening those in other areas. A fire that is confined to the room of origin is much less dangerous to those outside the room.

Fire Too
Small to
Operate, 19%
Unclassified
Operation,
11%
Failed to Operate,
7%
Operated but Ineffective, 7%
Operated and
Effective,
55%
Figure 14. Civilian fire deaths by sprinkler
performance: 2017–2021 annual averages
13%
6%
38%
18%
24%
42%
19%
45%
39%
38%
62%
100%
0% 20% 40% 60% 80% 100%
Unable to Act
Clothing on Fire
Victim 65 or Older
Not Involved in Ignition but in Area
Involved in Ignition and in Area
Victim in Area of Origin
Figure 15. Victim characteristics in fires with operating sprinklers vs. with no AES: 2017–2021 annual averages
Operating
Sprinklers
No AES
NFPA Research • pg. 8
Sprinklers in Home Fires
Sprinkler Presence and Type
During 2017–2021, some type of sprinkler system was present in an estimated average of 23,675 (7 percent) of reported home structure fires per year. Properties under construction were excluded from these estimates. Table B summarizes information about automatic extinguishing systems (AES), including sprinklers, in all reported home structure fires except those in buildings under construction.

Figure 16 shows that wet pipe sprinkler systems were the most common systems present in reported home structure fires with sprinklers.

Table B. Summary of AES presence and type in reported home structure fires: 2017–2021 annual averages AES Presence and Type Fires Civilian Deaths Civilian Injuries Firefighter
Injuries
Direct Property
Damage
(in Millions)
AES present 24,830 (7%) 23 (1%) 575 (5%) 178 (4%) $252 (3%) Sprinkler system present 23,675 (7%) 22 (1%) 550 (5%) 176 (4%) $249 (3%) Wet pipe sprinkler system 21,185 (6%) 21 (1%) 488 (4%) 164 (4%) $229 (3%) Dry pipe sprinkler system 2,055 (1%) 2 (0%) 54 (0%) 11 (0%) $19 (0%) Other type of sprinkler system 435 (0%) 0 (0%) 8 (0%) 1 (0%) $1 (0%) Non-sprinkler AES 1,156 (0%) 1 (0%) 25 (0%) 2 (0%) $3 (0%) Partial AES system of any type present 839 (0%) 2 (0%) 42 (0%) 12 (0%) $24 (0%) AES of any type not in fire area and did
not operate 534 (0%) 1 (0%) 25 (0%) 9 (0%) $53 (1%)
No AES present 310,677 (92%) 2,578 (99%) 10,454 (94%) 4,456 (96%) $7,295 (96%) Total 336,881 (100%) 2,605 (100%) 11,095 (100%) 4,655 (100%) $7,624.53 (100%) Rate per thousand fires with any sprinkler present 0.94 23.23 7.45 $10.51 Rate per thousand fires with no AES present 8.30 33.65 14.34 $23.48 Percent reduction from no AES to any sprinkler system 89% 31% 48% 55% Wet Pipe, 89%
Dry Pipe, 9%
Other, 2%
Figure 16. Types of sprinkler systems present at
home structure fires:
2017–2021 annual averages
NFPA Research • pg. 9

8.3 0.9
0 2 4 6 8 10
No AES
With Sprinklers
Figure 17. Civilian death rates per 1,000 fires in
homes with sprinklers vs. with no AES:
2017–2021 annual averages
34 23
0 10 20 30 40
No AES
With Sprinklers
Figure 18. Civilian injury rates per 1,000 fires in
homes with sprinklers vs. with no AES:
2017–2021 annual averages
Fires in Homes with Sprinklers vs. with No AES
Figure 17 shows that the civilian death rate per 1,000 reported fires was 89 percent lower in homes with sprinklers than in homes with no AES during 2017–2021. These rates are based on the reported presence or absence of an AES; whether the system operated was not considered.

Figure 18 shows that the civilian injury rate per 1,000 reported fires was 31 percent lower in homes with sprinklers than in homes with no AES. In many cases, the injuries in sprinklered homes were caused by fires that were too small to activate the sprinkler system. In others, it’s possible victims were injured while trying to fight the fire before the sprinklers operated.

Figure 19 shows that the average firefighter injury rate per 1,000 reported home fires was 48 percent lower when sprinklers were present compared to fires in homes with no AES.

When sprinklers were present in reported home fires, the average property loss per fire was 55 percent lower than the average in homes with no AES. Figure 20 shows the rate of loss per 1,000 fires for homes with sprinklers versus homes with no AES. See also Table B.

Figure 21 shows that when sprinklers were present, almost all of the home structure fires were confined to the object or room of origin.

Most of the civilian deaths and injuries resulting from fires in homes with sprinklers were caused by these fires.
14 7
0 5 10 15
No AES
With Sprinklers
Figure 19. Firefighter injury rates per 1,000 fires in
homes with sprinklers vs. with no AES:
2017–2021 annual averages
$23.5
$10.5
$0 $10 $20 $30
No AES
With Sprinklers
Figure 20. Rate of loss (in millions) per 1,000 fires
in homes with sprinklers vs. with no AES:
2017–2021 annual averages
NFPA Research • pg. 10
Operated
and
Effective,
93%
Failed to Operate,
5%
Operated Ineffectively,
2%
Figure 22. Sprinkler operation and effectiveness
in home fires: 2017–2021 annual averages
In home fires that lacked AES, 72 percent of the fires were confined to the object or room of origin. Less than a fifth of the deaths and less than half of the injuries in home fires with no AES present resulted from such fires.

Sprinkler Operation, Effectiveness, and Issues in Home
Fires
Figure 22 shows that sprinklers operated in most of the home fires in which sprinklers were present and the fires were considered large enough to activate them. They effectively controlled the fire in 98 percent of the time.

Figure 23 shows that in nearly all the home fires in which sprinklers operated, five or fewer individual sprinklers operated.

Impact of Smoke Alarm and Sprinkler Presence on Death
Rates per 1,000 Home Fires
The lowest home fire death rate per 1,000 reported fires was found in homes with sprinkler systems and hardwired smoke alarms. Figure 24 shows that compared to reported home fires in which no smoke alarms or AES were present (including properties under construction), the death rate per 1,000 fires was:
• 34 percent lower when battery-powered smoke alarms were present, but AES protection was not
• 51 percent lower when smoke alarms with any power source were present but AES protection was not
• 71 percent lower when hardwired smoke alarms were present but AES protection was not
• 92 percent lower when sprinklers and hardwired smoke alarms were present
96%
72%
86%
18%
84%
49%
0%
50%
100%
With Sprinklers No AES
Figure 21. Percent of home fires, injuries,
and casualties resulting from fires confined
to object or room of origin:
2017–2021 annual averages
Fires Civilian Deaths Civilian Injuries
99%
85%
0% 50% 100%
One to Five
Heads
One Head
Figure 23. Percent of home fires in which one or
one-to-five sprinklers operated:
2017–2021 annual avereages
NFPA Research • pg. 11

13.0 8.5

6.4 3.8

1.0 0
5 10
15 No Alarm or
AES
Battery Alarm
but no AES
Any Alarm but
no AES
Hardwired
Alarm but no
AES
Hardwired
Alarm and
Sprinklers
Figure 24. Average fire death rate per 1,000 reported
home structure fires by presence of smoke alarms and
AES: 2017–2021 annual averages
Note that these rates are based on the presence of various types of fire protection; operation was not considered. Minor fires in homes with monitored smoke alarms are more likely to result in a fire department response than comparable fires in homes with unmonitored smoke alarms. Thus, they are more likely to be reported. Smoke alarms in monitored systems are generally hardwired.

Methodology
The statistics in this analysis are estimates derived from the US Fire Administration’s (USFA’s) National Fire Incident Reporting System (NFIRS) and the National Fire Protection Association’s (NFPA) annual survey of US fire departments. Fires reported to federal, or state fire departments or industrial fire brigades are not included in these estimates. Unless otherwise specified, properties under construction were excluded from the analysis.

The NFPA fire department experience survey provides estimates of the bigger picture. NFIRS is a voluntary system through which participating fire departments report detailed factors about the fires to which they respond.

To compensate for fires reported to local fire departments but not captured in NFIRS, scaling ratios are calculated and then applied to the NFRIS database using the formula below:

NFPA’s fire experience survey projections
NFIRS totals
NFPA also allocated unknown data proportionally to compensate for fires for which information was undetermined or not reported.

Fires in which partial sprinkler systems were present and fires in which sprinklers were present but failed to operate because they were not in the fire area were excluded from the estimates of presence and operation. Fires with one of the six NFIRS confined fire incident types were included in estimates of sprinkler presence, fire spread, and sprinklers operating, but not of operation or effectiveness in general.

Confined structure fires in NFIRS include confined cooking fires, confined chimney or flue fires, confined trash fires, confined fuel burner or boiler fires, confined commercial compactor fires, and confined incinerator fires (NFRIS incident types 113–118). Losses are generally minimal in these fires, which, by definition, are assumed to have been limited to the object of origin. Although detailed data about detection is not required for these fires, it is sometimes available.

The raw NFIRS data for 2017–2021, excluding properties under construction, contained a total of 7,661 confined structure fires (1 percent of total confined fires) in which some type of AES was present and 33,654 confined structure fires (5 percent of total confined fires) in which none was present. AES presence was NFPA Research • pg. 12
undetermined or left blank for 93 percent of the confined structure fires. A total of 3,953 of the reported confined fires with AES present indicated that wet pipe, dry pipe, or other sprinklers were present.

The AES type was undetermined or not reported in 2,799 of the confined fires with AES present.

Sprinkler operation was reported in a total of 89 percent (3,522) of the confined fires in which sprinklers were present. Sprinkler operation for confined fires was used to calculate the number of sprinklers that operated but not for overall estimates of operation or effectiveness.

Non-confined structure fires are identified by NFIRS incident type 110–123, excluding incident types 113–118. The raw NFIRS data for 2017–2021 contained a total of 51,883 non-confined structure fires (7 percent of total non-confined fires) in which some type of AES was present and 641,040 non-confined structure fires (80 percent of total non-confined fires) in which none was present. Non-confined structure fires where some type of AES was present were associated with a total of 99 civilian deaths; 2,010 civilian injuries; and $4.1 billion in direct property damage. AES presence was known for 87 percent of the non-confined fires, 91 percent of the deaths, 95 percent of the injuries, and 90 percent of the direct property damage. The AES type was known in 64 percent of the non-confined fires, 80 percent of the deaths, 80 percent of the injuries, and 81 percent of the associated property loss when AES was present.

When sprinklers were present in non-confined structure fires, sprinkler operation was known for a five-year raw total of 30,008 fires, which resulted in 76 deaths; 1,505 injuries; and $3.2 billion in direct property damage. When present, sprinkler operation was known for 86 percent of the non-confined fires, 70 percent of the deaths, 86 percent of the injuries, and 83 percent of the direct property damage. The NFIRS code “Operation of AES, other” was considered an unknown value.

When AES was coded as present but failed to operate, and the reason given was “Fire not in the area protected,” NFPA recoded the AES presence to “Not in fire area; did not operate.” These incidents and incidents coded to indicate the presence of partial systems were excluded from further analysis. Property damage has not been adjusted for inflation.

For more information on the methodology used for this report see, How NFPA’s National Estimates Are Calculated for Home Structure Fires.

Acknowledgments
The National Fire Protection Association thanks all the fire departments and state fire authorities who participate in the National Fire Incident Reporting System (NFIRS) and the annual NFPA fire experience survey. These firefighters are the original sources of the detailed data that makes this analysis possible. Their contributions allow us to estimate the size of the fire problem.

We are also grateful to the US Fire Administration for its work in developing, coordinating, and maintaining NFIRS.

To learn more about research at NFPA, visit nfpa.org/research.

Email: [email protected]
NFPA No. USS14
US Experience
with Sprinklers
Supporting Tables
April 2024
Tucker McGree
Copyright © April 2024 National Fire Protection Association® (NFPA®) US Experience with Sprinklers, 4/2024 1 NFPA Research, Quincy, MA US Experience with Sprinklers: Supporting Tables
The tables in this document are companions to the report of the same name. The table topics are listed below.

Page
Table 1. Presence of Sprinklers in Structure Fires by Property Use (Excluding Properties Under Construction) 2
Table 2. Type of Sprinkler System Reported in Structure Fires Where Equipment Was Present in Fire Area by Property Use (Excluding Properties Under Construction) 3 Table 2A. Reported Structure Fires with Non-Sprinkler AES Systems Where Equipment Was Present in Fire Area by Property Use (Excluding Properties Under Construction) 4 Table 3. Estimated Reduction in Civilian Deaths per 1,000 Fires Associated with All Types of Wet Pipe Sprinklers by Property Use (Excluding Properties Under Construction) 5 Table 4. Estimated Reduction in Average Direct Property Loss per Fire Associated with Any Type of Wet Pipe Sprinklers by Property Use (Excluding Properties Under Construction) 6 Table 5. Percentage of Fires with Fire Spread Confined to Room of Origin in Fires with Sprinklers Present vs. No Automatic Extinguishing System 7
Table 5A. Home Structure Fires by Extent of Fire Spread (Excluding Those Under Construction) 8 Table 6. Sprinkler Reliability and Effectiveness When Fire Was Coded as Not Confined, Was Large Enough to Activate Sprinkler, and Sprinkler Was Present in Area of Fire by Property Use 9 Table 7. Number of Sprinklers that Operated in Structure Fires by Type of Sprinkler System (Excluding Properties Under Construction) 12
Table 7A. Number of Sprinklers That Operated in Home Structure Fires by Type of Sprinkler System (Excluding Properties Under Construction) 12
Table 7B. Percentage of Sprinklers That Operated Effectively in Structure Fires by Number of Sprinklers Operating (Excluding Properties Under Construction): 13 Table 8. Reasons for Sprinkler Failure or Ineffectiveness in Structure Fires Large Enough to Activate Sprinkler Present in Fire Area (Excluding Fires with Confined Structure Fire Incident Types and Fires in Properties Under Construction) 14
Table 9. Characteristics of Fatal Victims in Fires with Sprinklers vs. No Automatic Extinguishing Equipment 15
Table 10. Civilian Deaths by Extent of Fire Spread: Any Sprinkler Present vs. No AES Present 16 Most of the national estimates of fires and losses in this analysis are presented as 2017–2021 annual averages. Estimates were derived from the US Fire Administration’s National Fire Incident Reporting System (NFIRS) and NFPA’s annual fire department experience survey and include proportional shares of unknown or missing data. Fires are rounded to the nearest 10, deaths and injuries to the nearest one, and property loss to the nearest million dollars. Property loss was not adjusted for inflation. Percentages were calculated on unrounded estimates. Sums may not equal totals due to rounding errors. Estimates include proportional shares of fires with unknown data. For more information on how these estimates were calculated, please see the full report and How NFPA’s National Estimates Are Calculated for Fires.

We are also grateful to the US Fire Administration for its work in developing, coordinating, and maintaining NFIRS.

To learn more about research at NFPA visit nfpa.org/research.

Email: [email protected]
NFPA No. USS14-ST
US Experience with Sprinklers, 4/2024 2 NFPA Research, Quincy, MA Table 1. Presence of Sprinklers in Structure Fires by Property Use (Excluding Properties Under Construction) Any Automatic Extinguishing System (AES) Any Sprinkler
Property Use 1980–1984 1994–1998 2017–2021 2017–2021
All public assembly 4,280 (13%) 4,380 (26%) 9,595 (61%) 4,323 (28%) Variable-use amusement place 120 (8%) 140 (16%) 141 (12%) 130 (11%) Place of worship or funeral
property 50 (2%) 90 (5%) 245 (16%) 191 (12%)
Library or museum 80 (14%) 110 (28%) 173 (28%) 167 (27%) Eating or drinking establishment 3,310 (16%) 3,240 (29%) 8,142 (90%) 3,125 (35%) Passenger terminal 70 (20%) 60 (35%) 76 (10%) 54 (7%)
Educational property 1,620 (13%) 1,820 (24%) 1,931 (49%) 1,593 (41%) Health care property* 6,920 (47%) 4,400 (68%) 3,605 (62%) 3,424 (59%) Nursing home 2,250 (61%) 2,060 (76%) 2,093 (77%) 2,183 (80%) Hospital 3,370 (47%) 1,650 (74%) 618 (69%) 537 (60%)
Prison or jail 370 (10%) 430 (19%) 326 (64%) 325 (64%)
All residential 7,090 (1%) 11,110 (3%) 34,118 (9%) 32,723 (9%) Home (including apartment) 5,120 (1%) 8,440 (2%) 25,287 (8%) 25,558 (8%) Hotel or motel 1,590 (15%) 1,690 (35%) 2,521 (63%) 2,869 (71%) Dormitory or barracks 430 (16%) 620 (29%) 1,166 (35%) 1,142 (34%) Rooming or boarding home 70 (4%) 230 (17%) 645 (22%) 743 (25%) Residential board and care home
or assisted living facility Not available Not available 860 (46%) 820 (43%) Store or office 5,510 (13%) 5,230 (21%) 6,802 (37%) 4,701 (25%) Grocery or convenience store 1,160 (15%) 1,190 (27%) 2,656 (61%) 1,246 (29%) Laundry, dry cleaning, or other
professional service 330 (8%) 310 (13%) 376 (22%) 375 (21%) Department store 1,340 (44%) 1,100 (52%) 627 (56%) 579 (51%) Office, bank, or post office 1,240 (12%) 1,470 (25%) 818 (29%) 814 (29%) Manufacturing facility 11,910 (44%) 6,400 (50%) 3,742 (75%) 3,658 (73%) All storage 1,430 (2%) 1,090 (3%) 1,008 (5%) 1,108 (5%) Warehouse (excluding cold
storage) 1,060 (13%) 740 (22%) 664 (45%) 741 (51%)
All structures** 38,620 (4%) 37,100 (7%) 62,820 (13%) 52,948 (11%) * Health care properties include other facilities not listed separately. For 1980–1984 and 1994–1998, this category excludes doctor’s offices and elder care facilities without nursing staff (which are assumed to be residential board and care facilities). In 2017–2021, health care properties include nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities. ** Includes properties not listed separately above.

Note: Post-1998 estimates are based only on fires reported in Version 5.0 of NFIRS and include fires reported as confined fires. After 1998, buildings under construction are excluded. Sprinkler statistics exclude partial systems and installations with no sprinklers in the fire area.

US Experience with Sprinklers, 4/2024 3 NFPA Research, Quincy, MA Table 2. Type of Sprinkler System Reported in Structure Fires Where Equipment Was Present in Fire Area by Property Use (Excluding Properties Under Construction): 2017–2021 Annual Averages Property Use
Fires per Year
with Any Type
of Sprinkler
Wet Pipe
Sprinklers
Dry Pipe
Sprinklers
Other
Sprinklers*
All public assembly 4,323 3,354 78% 345 8% 624 14%
Variable use amusement place 130 123 94% 6 4% 2 1%
Place of worship or funeral property 191 143 75% 39 20% 9 5% Library, museum, courthouse, or
other public property 167 149 89% 18 11% 1 0%
Eating or drinking establishment 3,125 2,305 74% 229 7% 591 19% Passenger terminal 54 51 95% 2 4% 1 1%
Educational property 1,593 1,333 84% 222 14% 38 2%
Health care property** 3,424 3,016 88% 338 10% 70 2%
Nursing home 2,183 1,962 90% 197 9% 24 1%
Hospital 537 466 87% 37 7% 34 6%
Prison or jail 325 285 88% 29 9% 11 3%
All residential 32,723 29,379 90% 2,793 9% 550 2%
Home (including apartment) 25,558 22,851 89% 2,235 9% 472 2% Hotel or motel 2,869 2,581 90% 228 8% 61 2%
Dormitory or barracks 1,142 1,006 88% 123 11% 13 1%
Rooming or boarding home 743 700 94% 43 6% 1 0%
Residential board and care 1,464 1,368 93% 95 6% 1 0%
Store or office 4,701 4,076 87% 341 7% 284 6%
Grocery or convenience store 1,246 989 79% 69 6% 187 15% Laundry, dry cleaning, or other
professional service 375 343 91% 20 5% 12 3%
Department store 579 504 87% 53 9% 22 4%
Office, bank, or post office 814 706 87% 84 10% 24 3%
Manufacturing facility 3,658 3,114 85% 452 12% 92 3%
All storage 1,108 914 82% 185 17% 9 1%
Warehouse 741 630 85% 106 14% 5 1%
All structures*** 52,948 46,316 87% 4,909 9% 1,722 3%
*Includes deluge and pre-action sprinkler systems and may include sprinklers of an unknown or unreported type. **Includes nursing homes, hospitals, clinics, doctor ’s offices, substance abuse recovery centers, and developmental disability facilities.
***Includes properties not listed separately above.

Note: Row totals are shown in the left-most column of percentages and sums may not equal totals due to rounding errors. In NFIRS, if multiple systems are present, the system coded is supposed to be the one system designed to protect the location where the fire started. This field was not required if the fire did not begin within the designed range of the system. Buildings under construction and partial systems were excluded.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 4 NFPA Research, Quincy, MA Table 2A. Reported Structure Fires with Non-Sprinkler AES Systems Where Equipment Was Present in Fire Area by Property Use (Excluding Properties Under Construction):
2017–2021 Annual Averages
Property Use Non-Sprinkler AES Systems
All public assembly 5,582 36%
Variable use amusement place 12 1%
Place of worship or funeral property 33 2%
Library, museum, courthouse, or other public property 11 2% Eating or drinking establishment 5,409 60%
Passenger terminal 10 1%
Educational property 106 3%
Health care property* 308 5%
Nursing home 227 8%
Hospital 65 7%
Prison or jail 3 1%
All residential 1,564 0%
Home (including apartment) 1,255 0%
Hotel or motel 89 2%
Dormitory or barracks 86 3%
Rooming or boarding home 44 1%
Residential board and care 56 3%
Store or office 1,652 9%
Grocery or convenience store 1,226 28%
Laundry, dry cleaning, or other professional service 6 0% Department store 70 6%
Office, bank, or post office 37 1%
Manufacturing facility 430 9%
All storage 48 0%
Warehouse 24 2%
All structures** 9,872 2%
*Includes nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities.
**Includes properties not listed separately above.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 5 NFPA Research, Quincy, MA Table 3. Estimated Reduction in Civilian Deaths per 1,000 Fires Associated with All Types of Wet Pipe Sprinklers by Property Use (Excluding Properties Under Construction): 2017–2021 Annual Averages Property Use
Without
AES
With
Sprinklers
of Any Type
Percent
Reduction
from No AES
With
Wet Pipe
Sprinklers
Percent
Reduction
from No AES
All public assembly 0.8 0.1 90% 0.1 87%
Health care property* 0.5 0.7
No
reduction 0.6
No
reduction
All residential 7.7 0.9 89% 0.9 88%
Home (including apartment) 8.2 0.9 89% 0.9 89%
Hotel or motel 6.7 0.3 95% 0.4 94%
Dormitory or barracks 2.2 0.4 81% 0.5 79%
Rooming or boarding home 10.3 3.8 63% 4.1 60%
Residential board and care 3.2 0.6 80% 0.7 79%
Store or office 1.0 0.4 60% 0.4 63%
Manufacturing facility 0.7 0.7 7% 0.8
No
reduction
Warehouse 0.9 0.0 100% 0.0 100%
All Structures** 6.7 0.7 90% 0.7 89%
* Includes nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities.
** Includes properties not listed separately above.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 6 NFPA Research, Quincy, MA Table 4. Estimated Reduction in Average Direct Property Loss per Fire Associated with Any Type of Wet Pipe Sprinklers by Property Use (Excluding Properties Under Construction):
2017–2021 Annual Averages
Property Use
Loss
without
AES
Loss with
Sprinklers
of Any Type
Percent
Reduction
Loss with
Wet Pipe
Sprinkler
System
Percent
Reduction
from No AES
All public assembly $29,368 $9,839 66% $10,655 64%
Health care property* $12,793 $5,254 59% $5,410 58%
All residential $21,644 $8,618 60% $8,826 59%
Home (including apartment) $23,252 $8,469 64% $8,679 63% Hotel or motel $27,160 $16,408 40% $17,041 37%
Dormitory or barracks $7,151 $3,218 55% $3,274 54%
Rooming or boarding home $14,224 $5,023 65% $5,195 63%
Residential board and care $3,435 $3,751 −9% $3,824 −11% Store or office $64,906 $20,357 69% $21,203 67%
Manufacturing facility $118,400 $139,378 No reduction $157,931 No reduction Warehouse (excluding cold
storage) $104,376 $226,217 No reduction $243,206 No reduction All structures** $23,574 $22,268 6% $23,236 1%
* Includes nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities.
** Includes properties not listed separately above.

Note: These are national estimates of structure fires reported to US municipal fire departments based on fires reported in NFIRS and so exclude fires reported only to federal or state agencies or industrial fire brigades. According to numbers from raw NFIRS data, the average loss per fire was higher in sprinklered warehouses and manufacturing properties than in those with no AES. Warehouse contents or expensive machinery may be considered a total loss due to smoke damage alone. A very small fire can damage expensive manufacturing equipment. In rare cases, when a sprinkler system fails to operate or operates infectively, the monetary loss can be exceedingly high.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 7 NFPA Research, Quincy, MA Table 5. Percentage of Fires with Fire Spread Confined to Room of Origin in Fires with Sprinklers Present vs. No Automatic Extinguishing System: 2017–2021 Annual Averages Percentage of Fires Confined to Room of Origin
Excluding Structures Under Construction
and Sprinklers Not in Fire Area
Property Use With No AES
With
Sprinklers
of Any Type
Difference
(in Percentage
Points)
All public assembly 73% 92% 19%
Place of worship 68% 94% 26%
Library, museum, or courthouse 69% 96% 27%
Eating or drinking establishment 75% 91% 17%
Educational property 87% 97% 10%
Health care property* 89% 97% 8%
All residential 74% 96% 23%
Home (including apartment) 72% 96% 23%
Hotel or motel 81% 96% 15%
Dormitory or barracks 94% 98% 4%
Store or office 67% 90% 22%
Grocery or convenience store 77% 92% 15%
Department store 65% 89% 24%
Office, bank, or post office 71% 93% 21%
Manufacturing facility 65% 86% 21%
All storage 25% 82% 57%
Warehouse (excluding cold storage) 59% 80% 21%
All structures** 70% 94% 24%
*Includes nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities.
**Includes properties not listed separately above.

Note: All fires with one of the six NFIRS confined structure fire incident types were considered confined to the object of origin by definition. Fires that were confined to the room of origin include fires confined to the object of origin. In NFIRS, if multiple systems are present, the system coded is supposed to be the one system designed to protect the location where the fire started. This field is not required if the fire did not begin within the designed range of the system.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 8 NFPA Research, Quincy, MA Table 5A. Home Structure Fires by Extent of Fire Spread (Excluding Those Under Construction): 2017–2021 Annual Averages Any Sprinkler No AES Present
Fires Civilian Deaths Civilian Injuries Fires Civilian Deaths Civilian Injuries Confined to object of origin 12,452 (53%) 3 (13%) 174 (32%) 120,488 (39%) 56 (2%) 1,252 (12%) Confined to room of origin 10,182 (43%) 16 (73%) 286 (52%) 104,727 (34%) 398 (15%) 3,885 (37%) Confined to floor of origin 440 (2%) 1 (5%) 36 (7%) 18,315 (6%) 300 (12%) 1,338 (13%) Confined to building of origin 554 (2%) 2 (9%) 51 (9%) 56,928 (18%) 1,503 (58%) 3,303 (32%) Beyond building of origin 46 (0%) 0 (0%) 2 (0%) 10,219 (3%) 320 (12%) 677 (6%) Totals 23,675 (100%) 22 (100%) 550 (100%) 310,677 (100%) 2,578 (100%) 10,454 (100%) Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 9 NFPA Research, Quincy, MA Table 6. Sprinkler Reliability and Effectiveness When Fire Was Coded as Not Confined, Was Large Enough to Activate Sprinkler, and Sprinkler Was Present in Area of Fire by Property Use: 2017–2021 Annual Averages A. All Sprinklers
Property Use
Number of
Fires per Year
Where
Sprinklers
Were Present
Non-Confined
Fires Too
Small to
Activate or
Unclassified
Operation
Fires
Coded as
Confined
Fires
Number of
Qualifying
Fires per
Year
Percent
Where
Equipment
Operated
(A)
Percent
Effective of
Those That
Operated
(B)
Percent
Where
Equipment
Operated
Effectively
(A x B)
All public assembly 4,287 618 2,894 776 89% 93% 82%
Eating or drinking
establishment 3,119 352 2,256 511 88% 91% 80%
Educational property 1,651 324 1,125 202 84% 98% 83%
Health care property* 3,383 619 2,320 444 86% 98% 84%
All residential 33,185 2,926 25,025 5,235 95% 98% 92%
Home (including
apartment) 25,991 2,153 19,546 4,292 95% 98% 93%
Hotel or motel 2,835 449 1,881 505 91% 97% 89%
Store or office 4,677 1,047 2,325 1,305 90% 96% 86%
Grocery or convenience
store 1,231 218 818 194 84% 96% 81%
Department store 560 151 293 116 91% 97% 89%
Office, bank, or post
office 832 196 409 227 87% 96% 84%
Manufacturing facility 3,344 620 1,564 1,160 92% 96% 88% All storage 1,094 164 509 421 89% 95% 85%
Warehouse (excluding
cold storage) 730 113 328 288 90% 96% 86%
All structures** 52,948 6,529 36,564 9,854 92% 97% 89%
*Includes nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities.
**Includes properties not listed separately above.

Note: In NFIRS, if multiple systems are present, the system coded is supposed to be the one system designed to protect the location where the fire started. This field is not required if the fire did not begin within the designed range of the system.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 10 NFPA Research, Quincy, MA Table 6. Sprinkler Reliability and Effectiveness When Fire Was Coded as Not Confined, Was Large Enough to Activate Sprinkler, and Sprinkler Was Present in Area of Fire by Property Use: 2017–2021 Annual Averages, (Continued)
B. Wet Pipe Sprinkler Systems Only
Property Use
Number of
Fires per
Year Where
Sprinklers
Were Present
NonConfined
Fires Too
Small to
Activate or
Unclassified
Operation
Fires
Coded as
Confined
Fires
Number of
Qualifying
Fires per
Year
Percent
Where
Equipment
Operated
(A)
Percent
Effective of
Those That
Operated
(B)
Percent
Where
Equipment
Operated
Effectively
(A x B)
All public assembly 3,297 521 2,123 654 91% 95% 87%
Eating or drinking
establishment 2,281 287 1,577 417 91% 94% 86%
Educational property 1,374 288 905 181 85% 98% 83%
Health care property* 2,995 537 2,063 395 86% 98% 85%
All residential 29,815 2,593 22,373 4,849 95% 98% 93%
Home (including
apartment) 23,264 1,912 17,363 3,988 96% 98% 93%
Hotel or motel 2,565 396 1,707 463 92% 98% 90%
Store or office 4,040 923 1,954 1,163 91% 96% 87%
Grocery or convenience
store 986 188 634 164 86% 97% 83%
Department store 478 133 241 104 92% 97% 90%
Office, bank, or post
office 712 173 336 204 87% 97% 84%
Manufacturing facility 2,857 520 1,372 965 92% 96% 89%
All storage 895 124 426 345 93% 96% 89%
Warehouse (excluding
cold storage) 619 92 286 241 93% 97% 90%
All structures** 46,316 5,677 31,831 8,808 93% 97% 90%
*Includes nursing homes, hospitals, clinics, doctor’s offices, substance abuse recovery centers, and developmental disability facilities.
**Includes properties not listed separately above.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 11 NFPA Research, Quincy, MA Table 6. Sprinkler Reliability and Effectiveness When Fire Was Coded as Not Confined, Was Large Enough to Activate Sprinkler, and Sprinkler Was Present in Area of Fire by Property Use: 2017–2021 Annual Averages (Continued)
C. Dry Pipe Sprinkler Systems Only
Property Use
Number of
Fires per
Year Where
Sprinklers
Were Present
NonConfined
Fires Too
Small to
Activate or
Unclassified
Operation
Fires
Coded as
Confined
Fires
Number of
Qualifying
Fires Per
Year
Percent
Where
Equipment
Operated
(A)
Percent
Effective of
Those That
Operated
(B)
Percent
Where
Equipment
Operated
Effectively
(A x B)
All residential 2,797 280 2,194 323 91% 98% 89%
Home
(including apartment) 2,244 201 1,790 253 92% 99% 91%
Store or office 364 102 156 106 85% 95% 81%
Manufacturing facility 398 87 145 165 89% 94% 84%
All storage 190 37 82 72 75% 92% 69%
All structures* 4,909 704 3,374 832 86% 95% 82%
* Includes properties not listed separately above.

Note: These are percentages of fires reported to US municipal fire departments and so exclude fires reported only to federal or state agencies or industrial fire brigades. In NFIRS, if multiple systems are present, the system coded is supposed to be the one system designed to protect the location where the fire started. This field is not required if the fire did not begin within the designed range of the system. Buildings under construction were excluded. Percentages are based on estimated total fires reported in NFIRS with the indicated type of “automatic extinguishing system” and system performance not coded as “fire too small to activate systems.” Fires were excluded if the reason for failure or ineffectiveness was “system not present in area of fire.” Fires were recoded from “operated but ineffective” to “failed to operate” if the reason for failure or ineffectiveness was “system shut off.” Fires were recoded from “failed to operate” to “operated but ineffective” if the reason for failure or ineffectiveness was “not enough agent” or “agent did not reach fire.”

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 12 NFPA Research, Quincy, MA Table 7. Number of Sprinklers That Operated in Structure Fires by Type of Sprinkler System (Excluding Properties Under Construction): 2017–2021 Annual Averages Percentage of structure fires where that many sprinklers operated Number of Sprinklers
Operating Wet Pipe Dry Pipe
All Sprinklers
(Including “Other”)
1 77% 66% 76%
1 to 2 90% 82% 89%
1 to 3 94% 87% 93%
1 to 4 96% 90% 95%
1 to 5 97% 93% 96%
1 to 10 99% 96% 98%
Table 7A. Number of Sprinklers That Operated in Home Structure Fires by Type of Sprinkler System (Excluding Properties Under Construction): 2017–2021 Annual Averages Percentage of structure fires where that many sprinklers operated Number of Sprinklers
Operating Wet Pipe Dry Pipe
All Sprinklers
(Including “Other”)
1 85.3% 87.4% 85.3%
1 to 2 95.5% 96.2% 95.5%
1 to 3 97.8% 97.6% 97.7%
1 to 4 98.8% 98.2% 98.7%
1 to 5 99.3% 98.9% 99.2%
1 to 10 99.7% 99.5% 99.7%
Note: Percentages are based on structure fires reported in NFIRS to US municipal fire departments and so exclude fires reported only to federal or state agencies or industrial fire brigades. Percentages are based on fires where sprinklers were reported as present and operating and there was reported information on the number of sprinklers that operated. Fires were excluded if the reason for failure or ineffectiveness was coded as “system not present in area of fire.” Fires were recoded from “operated but ineffective” to “failed to operate” if the reason for failure or ineffectiveness was “system shut off.” Fires were recoded from “failed to operate” to “operated but ineffective” if the reason for failure or ineffectiveness was “not enough agent” or “agent did not reach fire.” In NFIRS, if multiple systems are present, the system coded is supposed to be the one system designed to protect the location where the fire started. Buildings under construction were excluded, as were partial systems and fires reported as confined fires.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 13 NFPA Research, Quincy, MA Table 7B. Percentage of Sprinklers That Operated Effectively in Structure Fires by Number of Sprinklers Operating (Excluding Properties Under Construction):
2017–2021 Annual Averages
Number of Sprinklers Operating Operating Effectively
1 99%
2 97%
3 96%
4 92%
5 90%
6 to 10 90%
11 or more 82%
Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 14 NFPA Research, Quincy, MA Table 8. Reasons for Sprinkler Failure or Ineffectiveness in Structure Fires Large Enough to Activate Sprinkler Present in Fire Area (Excluding Fires with Confined Structure Fire Incident Types and Fires in Properties Under Construction): 2017–2021 Annual Averages A. Reason Sprinkler Failed to Operate
Reason All Sprinklers Wet Pipe Dry Pipe
System shut off 467 (61%) 366 (59%) 74 (65%)
Manual intervention defeated the
system 119 (15%) 101 (16%) 10 (9%)
System components damaged 69 (9%) 49 (8%) 16 (14%)
Lack of maintenance, including
corrosion or heads painted 66 (9%) 55 (9%) 8 (7%)
Inappropriate system for the type of fire 50 (6%) 44 (7%) 5 (5%) Total 771 (100%) 615 (100%) 114 (100%)
B. Reason Operating Sprinkler Was Ineffective
Reason All Sprinklers Wet Pipe Dry Pipe
Agent discharged, but did not reach the
fire 150 (48%) 127 (50%) 11 (31%)
Not enough agent discharged to control
the fire 93 (30%) 62 (25%) 19 (54%)
Inappropriate system for the type of fire 31 (10%) 29 (12%) 3 (8%) System components damaged 20 (6%) 21 (8%) 0 (0%)
Lack of maintenance, including
corrosion or heads painted 12 (4%) 8 (3%) 3 (8%)
Manual intervention defeated the
system 6 (2%) 6 (2%) 0 (0%)
Total 311 (100%) 253 (100%) 35 (100%)
C. Reasons for Sprinkler Failure or Ineffectiveness Combined Reason All Sprinklers Wet Pipe Dry Pipe
System shut off 458 (42%) 363 (42%) 70 (47%)
Water did not reach the fire 157 (15%) 129 (15%) 13 (9%) Manual intervention defeated system 123 (11%) 106 (12%) 10 (7%) Not enough water released 97 (9%) 63 (7%) 23 (15%)
System components damaged 88 (8%) 70 (8%) 15 (10%)
Lack of maintenance, including
corrosion or heads painted 82 (8%) 74 (9%) 8 (5%)
Inappropriate system for type of fire 77 (7%) 63 (7%) 11 (7%) Total 1,082 (100%) 868 (100%) 149 (100%)
Note: Buildings under construction were excluded, as were partial systems and fires reported as confined fires. Fires reported with unclassified reasons for failure were treated as cases with unknown reasons for failure.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 15 NFPA Research, Quincy, MA Table 9. Characteristics of Fatal Victims in Fires with Sprinklers vs. No Automatic Extinguishing Equipment: 2017–2021 Annual Averages
A. Number of Victims by Sprinkler Presence and Performance Sprinkler/AES Status
Deaths when
Sprinklers
Present
Deaths When
No AES Present
Total civilian deaths 36 (100%) 2,840 (100%)
Operated and effective 20 (55%)
Fire too small to operate 7 (19%)
Operation of AES, other 4 (11%)
Failed to operate 3 (7%)
Operated and NOT effective 3 (7%)
B. Characteristics in Fires with Operating Sprinklers vs. No AES Fire or Victim Characteristic
Deaths When
Sprinklers Present
Deaths When
No AES Present
With operating sprinklers 22 (100%) 2,840 (100%)
Victim in area of origin 22 (100%) 1,205 (42%)
Involved in ignition 14 (62%) 680 (24%)
Not involved in ignition 9 (38%) 525 (18%)
Victim 65 or older 9 (39%) 1,093 (38%)
Clothing on fire 10 (45%) 178 (6%)
Unable to act 4 (19%) 375 (13%)
Note: Here is an example of how to read this table: Almost nine out of every 10 people (87 percent) who died in fires despite the presence of operating sprinklers were located in the area of fire origin. Being closer to the fire makes it harder to escape. In comparison, only half of the fatal victims (50 percent) in fires in which no automatic extinguishing equipment was present were located in the area of fire origin.

Source: NFIRS and NFPA fire experience survey.

US Experience with Sprinklers, 4/2024 16 NFPA Research, Quincy, MA Table 10. Civilian Deaths by Extent of Fire Spread: Any Sprinklers Present vs. No AES Present: 2017–2021 Annual Averages
Extent of Fire Spread
Civilian Deaths When
Any Sprinkler Present
Civilian Deaths
When No AES
Present
Confined to object of origin 4 (12%) 68 (2%)
Confined to room of origin 23 (64%) 440 (16%)
Confined to floor of origin 3 (7%) 322 (11%)
Confined to building of origin 6 (16%) 1,648 (58%)
Beyond building of origin 0 (0%) 362 (13%)
Total 36 (100%) 2,840 (100%)
Source: NFIRS and NFPA fire experience survey.

CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Pursell, Jr. & City Council
REPORT FROM: Alma Colado, Finance Director REVIEWED BY: AJH AGENDA ITEM: Development Impact Fee Report for FY 2023-24 ACTION REQUESTED: ___Ordinance ___Resolution _√_ Motion ____Receive/File

EXECUTIVE SUMMARY
The Mitigation Fee Act (Government Code Section 66006 et. seq.) requires local agencies to submit an annual report detailing the status of development impact fees. The annual report must be made available to the public 180 days after the close of the fiscal year and must be presented to the City Council at least 15 days after it is made available to the public. The Development Impact Fee Annual Report for Fiscal Year ending June 30, 2024, is enclosed as Attachment “A”.

With the passage of Proposition 13 in 1978 and the resulting decline in local government revenues, local governments have increasingly relied on impact fees to mitigate the impacts created by new development.

Development impact fees are collected to finance the design, construction and acquisition of facilities and equipment necessary to accommodate future development.

In response to the growing use of impact fees, the state Legislature passed AB 1600 in 1987, the California Mitigation Fee Act, setting forth standards and procedures for how impact fees are imposed, collected and expended. The Mitigation Fee Act requires local governments to segregate and place development impact fees collected in special funds. Those funds are held to finance the construction of the specific facilities for which the fee was imposed. The Mitigation Fee Act also requires local governments to prepare annual reports detailing the status of development impact fees until the funds collected are expended.

AB 1600 requires the City to annually prepare a report for the preceding fiscal year concerning the activity of the City’s Development Impact Fees (Gov. Code Section 66006 (b) (1) and (2)). AB 1600 was enacted to regulate the establishment of any new development fee or fee increase after January 1, 1989. The primary purpose of the annual report is to show the necessity of continued imposition of development impact fees. AB 1600 requires the annual report to be reviewed by the City Council at least 15 days after the report is made available for public review.

To be in full compliance with the State law the City must either (1) spend or commit DIF within five years of collection; or (2) adopt a resolution that makes the findings as required by Government Code section 66001(d), every five years.

Annual Compliance Reporting for all Development Impact Fees The enclosed Development Impact Fees Annual Report provides information on the amount of development impact fees collected and expended, and the interest earned on unexpended funds from July 1, 2023, through June 30, 2024. The City of Kingsburg has nine types of development impact fees.

Meeting Date: 01/15/2025
Agenda Item: 7
They are:

Water System Development Fee:

Funds the water supply, treatment, and distribution facilities needed to provide potable domestic water and to meet fire flow requirements for new development.

Traffic Capital Facility Fee:

Funds transportation improvements that include arterial streets, intersections, and traffic signals to accommodate new development.

Public Safety Fee:

Funds the acquisition of land for Police and Fire facilities, the upgrade of existing facilities, and the purchase of vehicles and equipment to accommodate new development.

Specialized Recreation Fee:

Funds the acquisition of land and building for playing fields, open spaces, corridor development, and facility improvements to accommodate new development.

General Government Fee:

Fund the acquisition of land for City Hall, Public Works yard and Library facilities, and the upgrade of existing facilities to accommodate new development.

Sewer Connection Systems Fee:

Funds the connection systems required to provide sanitary sewer service to new development.

Storm Drain System Systems Fee:

Funds drainage facilities for flood control and water management to accommodate new development.

Traffic Impact Zone Fee:

Funds improvements to streets, signals, and ramps due to the development in the K-Mart benefit area.

Park & Recreation
- Neighborhood Park
- Community
Funds new facilities for park and recreation activities to serve development.

The annual report provides the public with the requisite information as to the status and use of impact fees collected for the fiscal year ending June 30, 2024, in compliance with the Mitigation Fee Act.

Five Year SB 1693 Findings for Development Impact Fees
Effective January 1, 1997, the California State Legislature made certain changes to the previous AB 1600 reporting rules with the adoption of SB 1693. If the money in those Development Impact Fee funds has not been spent, then SB 1693 requires the City to make required findings regardless of whether those moneys are committed or uncommitted. Those findings need to be made only once every five years.

Government Code Section 66001(d)(1)(2)(3)(4) sets forth the five-year findings requirements as:
(d) For the fifth fiscal year following the first deposit into the account or fund, and every five years thereafter, the local agency shall make all the following findings with respect to that portion of the account or fund remaining unexpended, whether committed or uncommitted:
(1) Identify the purpose to which the fee is to be put. [Provide] A brief description of the type of fee in the account or fund.
(2) Demonstrate a reasonable relationship between the fee and the purpose for which it is charged.
(3) Identify all sources and amounts of funding anticipated to complete financing in incomplete improvements identified in paragraph (2) of subdivision (a). (4) Designate the approximate dates on which the funding referred to in paragraph (3) is expected to be deposited into the appropriate account or fund.

When findings are required, the City must also make them in connection with an annual compliance report. (Government Code Section 66001 (a)). This report complies with both the annual and five-year findings required by AB 1600 and SB 1693.

DISCUSSION:

Development Impact Funds were established for the City of Kingsburg with the adoption of Title 4 – Development Fees as part of the City’s Municipal Code for the purpose of “mitigating the impacts caused by new development throughout the City” and that “development bears a proportionate share of the cost of public facilities and service improvements necessary to accommodate such development.” This report will keep the City in compliance with all aspects of AB 1600 and SB 1693. It is the staff intending to report on this timely every year, despite variations in the legislation mandating annual and/or five-year reporting so that the Council and the public will have the best information available to them and there will never be doubt about whether the City is compliant or not.

This report is required by AB 1600 to be reviewed by City Council at least 15 days after the report is made available for public review. The reports were originally posted on our website on 12/10/2024.

RECOMMENDED ACTION BY CITY COUNCIL

1. Adopt Resolution 2025-006 accepting and receiving the Development Impact Fee Report for FY 2023-

24. POLICY ALTERNATIVE(S)
N/A

FINANCIAL INFORMATION
Tracking of the fund activities, summarizing the activity for this report, and preparation of the report requires resources of the Finance Department. No funds were expended to comply with this unfunded State mandate.

This is a required compliance reporting per the California Government Code and failure to report on activity and account balances per regulations in AB 1600 or SB 1693 could allow a successful challenge to the collection of the related fees in the future.

FINANCIAL SUMMARY
None related to the City budget.

ATTACHED INFORMATION

1. 2024 Annual Development Impact Fee Report.

2. Five-Year AB 1600 reports for Fiscal Year
2023-24

3. Resolution 2025-006
FISCAL IMPACT:

1. Is There a Fiscal Impact? Yes

2. Is it Currently Budgeted? Yes

3. If Budgeted, Which Line? Varies
Exhibit A

TRAFFIC CAPITAL FACILITY FEE
FUND 210-9601
Beginning Fund Balance, July 1, 2023 $ 1,890,057
adjustment to beg fund bal $ -
$ 1,890,057
Revenues:

Interest Earnings $ 77,458
Development Impact Fees $ 228,043
Total Revenue $ 305,501
Expenditures:

Professional Services $ 40,500
Transfer to Other Funds $ -
Capital Expenses-Road repair Ave 396 $ -
Update ADA Transition Plan $ -
Total Expenditures $ 40,500
Ending Fund Balance, June 30, 2024 $ 2,155,058

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit A

PUBLIC SAFETY
FUND 210-9609
Beginning Fund Balance, July 1, 2023 $ (559,216)
Revenues:

Interest Earnings $ -
Development Impact Fees $ 82,182
Total Revenue $ 82,182
Expenditures:

Interest Payable $ -
Transfer to Other Funds $ -
Capital Expenses $ -
Total Expenditures $ -
Ending Fund Balance, June 30, 2024 $ (477,034)

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
New development growth impact on Police and Fire services.

Exhibit A

SPECIALIZED RECREATION
FUND 210-9606
Beginning Fund Balance, July 1, 2023 $ 818,395
Revenues:

Interest Earnings $ 59,050
Development Impact Fees $ 101,149
Total Revenue $ 160,199
Expenditures:

Servicing Fees $ -
Transfer to Other Funds $ -
Park Improvements $ 24,223
Total Expenditures $ 24,223
Ending Fund Balance, June 30, 2024 $ 954,372
Park improvements at Tract 6122-Weststar

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit A

WATER SYSTEM
FUND 210-9608
Beginning Fund Balance, July 1, 2023 $ 1,440,101
adjustment to beg fund bal $ -
$ 1,440,101
Revenues:

Interest Earnings $ 65,477
Development Impact Fees $ 69,333
Total Revenue $ 134,810
Expenditures:

Professional Services $ 45,000
Transfer to Other Funds $ -
Capital Expenses-Ave 396 reimb $ -
Total Expenditures $ 45,000
Ending Fund Balance, June 30, 2024 $ 1,529,911

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Hydrant and water line for downtown 50% (Stone Plaza project) Exhibit A

GENERAL GOVERNMENT
FUND 210-9691
Beginning Fund Balance, July 1, 2023 $ 1,320,145
adjustment to beg fund bal $ -
$ 1,320,145
Revenues:

Interest Earnings $ 55,521
Development Impact Fees $ 111,013
Total Revenue $ 166,534
Expenditures:

Professional Services $ 2,465
Transfer to Other Funds $ -
Municipal Service Fees $ -
Capital Expenses $ -
Total Expenditures $ 2,465
Ending Fund Balance, June 30, 2024 $ 1,484,214
Improvement Standards Update

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit A

SEWER CONNECTION SYSTEMS
FUND 211-9100
Beginning Fund Balance, July 1, 2023 $ 1,601,434
adjustment to beg fund bal $ -
$ 1,601,434
Revenues:

Interest Earnings $ 75,371
Development Impact Fees $ 39,935
Total Revenue $ 115,306
Expenditures:

Servicing Fees $ -
Transfer to Other Funds $ -
Capital Expenses $ -
Total Expenditures $ -
Ending Fund Balance, June 30, 2024 $ 1,716,740

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit A

STORM DRAIN SYSTEMS
FUND 212-9100
Beginning Fund Balance, July 1, 2023 $ 199,976
adjustment to beg fund bal $ -
$ 199,976
Revenues:

Interest Earnings $ 9,389
Development Impact Fees $ 3,865
Total Revenue $ 13,255
Expenditures:

Servicing Fees $ -
Interest $ -
Capital Expenses $ -
Total Expenditures $ -
Ending Fund Balance, June 30, 2024 $ 213,231
Drainage Fee for 2020 & 2021

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit A

TRAFFIC IMPACT ZONE
FUND 216-9100
Beginning Fund Balance, July 1, 2023 $13,414
adjustment to beg fund bal $0
$13,414
Revenues:

Interest Earnings $618
Development Impact Fees
Total Revenue $618
Expenditures:

Servicing Fees $0
Capital Expenses $0
Total Expenditures $0
Ending Fund Balance, June 30, 2024 $14,032
New development impact for the expansion of streets, signals and ramps.

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit A

PARK & RECREATION FUND

NEIGHBORHOOD PARK
214-8100

COMMUNITY
214-8200
Beginning Fund Balance, July 1, 2023 $632,460
adjustment to beg fund bal $0
$632,460
Revenues:

Interest Earnings $30,533
Development Impact Fees $49,215
Total Revenue $79,748
Expenditures:

Servicing Fees $0
Capital Expenses $0
Total Expenditures $0
Ending Fund Balance, June 30, 2024 $712,208

CITY OF KINGSBURG

DEVELOPMENT IMPACT FEE REPORT
FISCAL YEAR 2023-24
Exhibit B
Development Fee Account Summary
Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 442,130 $ 373,816 $ 380,981 $ 29,586 $ 228,043
Interest $ 10,283 $ 6,487 $ 6,201 $ 52,608 $ 77,458
Total Revenues $ 452,413 $ 380,303 $ 387,182 $ 82,194 $ 305,501

EXPENDITURES
Expense $ 21,624 $ - $ 212,000 $ - $ 40,500
Total Expenditures $ 21,624 $ - $ 212,000 $ - $ 40,500
REVENUES OVER (UNDER) EXPENDITURES $ 430,789 $ 380,303 $ 175,182 $ 82,194 $ 265,001 Fund Balance, Beginning of Year $ 821,589 1,252,378 1,632,681 1,807,863 1,890,057 Fund Balance, End of Year $ 1,252,378 1,632,681 1,807,863 1,890,057 2,155,058 Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 276,621 $ 198,411 $ 310,903 $ 77,174 $ 82,182
Interest $ - $ - $ - $ - $ -
Total Revenues $ 276,621 $ 198,411 $ 310,903 $ 77,174 $ 82,182

EXPENDITURES
Expense $ - $ - $ - $ - $ -
Total Expenditures $ - $ - $ - $ - $ -
REVENUES OVER (UNDER) EXPENDITURES $ 276,621 $ 198,411 $ 310,903 $ 77,174 $ 82,182 Fund Balance, Beginning of Year $ (1,422,325) $ (1,145,704) $ (947,293) $ (636,389) $ (559,216) Fund Balance, End of Year $ (1,145,704) $ (947,293) $ (636,389) $ (559,216) $ (477,034) Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 759,612 $ 72,675 $ 184,374 $ 87,210 $ 101,149
Interest $ 7,884 $ 4,974 $ 4,727 $ 28,779 $ 59,050
Total Revenues $ 767,496 $ 77,649 $ 189,101 $ 115,989 $ 160,199

EXPENDITURES
Expense $ 618,130 $ 3,626 $ 32,064 $ 286,572 $ 24,223
Total Expenditures $ 618,130 $ 3,626 $ 32,064 $ 286,572 $ 24,223 REVENUES OVER (UNDER) EXPENDITURES $ 149,366 $ 74,023 $ 157,037 $ (170,583) $ 135,976 Fund Balance, Beginning of Year $ 608,554 $ 757,919 $ 831,942 $ 988,978 $ 818,395 Fund Balance, End of Year $ 757,919 $ 831,942 $ 988,978 $ 818,395 $ 954,372

TRAFFIC CAPITAL FACILITIES

PUBLIC SAFETY

SPECIALIZED RECREATION
Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 220,354 $ 173,029 $ 260,651 $ 73,038 $ 69,333
Interest $ 8,569 $ 5,406 $ 5,242 $ 38,971 $ 65,477
Total Revenues $ 228,923 $ 178,435 $ 265,893 $ 112,009 $ 134,810

EXPENDITURES
Expense $ - $ - $ 20,840 $ 11,140 $ 45,000
Total Expenditures $ - $ - $ 20,840 $ 11,140 $ 45,000
REVENUES OVER (UNDER) EXPENDITURES $ 228,923 $ 178,435 $ 245,053 $ 100,869 $ 89,810 Fund Balance, Beginning of Year $ 686,821 $ 915,744 $ 1,094,179 $ 1,339,232 $ 1,440,101 Fund Balance, End of Year $ 915,744 $ 1,094,179 $ 1,339,232 $ 1,440,101 $ 1,529,911 Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 234,665 $ 116,526 $ 316,021 $ 99,948 $ 111,013
Interest $ 7,541 $ 4,757 $ 4,445 $ 35,139 $ 55,521
Total Revenues $ 242,206 $ 121,283 $ 320,466 $ 135,087 $ 166,534

EXPENDITURES
Expense $ 22,489 $ 43,945 $ 13,750 $ 22,500 $ 2,465
Total Expenditures $ 22,489 $ 43,945 $ 13,750 $ 22,500 $ 2,465 REVENUES OVER (UNDER) EXPENDITURES $ 219,717 $ 77,338 $ 306,716 $ 112,587 $ 164,069 Fund Balance, Beginning of Year $ 603,786 $ 823,504 $ 900,842 $ 1,207,558 $ 1,320,145 Fund Balance, End of Year $ 823,504 $ 900,842 $ 1,207,558 $ 1,320,145 $ 1,484,214 Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 16,904 $ 112,959 $ 164,304 $ 47,922 $ 39,935
Interest $ 128,168 $ 7,211 $ 5,396 $ 41,625 $ 75,371
Total Revenues $ 145,072 $ 120,170 $ 169,700 $ 89,547 $ 115,306

EXPENDITURES
Expense $ - $ - $ - $ - $ -
Total Expenditures $ - $ - $ - $ - $ -
REVENUES OVER (UNDER) EXPENDITURES $ 145,072 $ 120,170 $ 169,700 $ 89,547 $ 115,306 Fund Balance, Beginning of Year $ 1,076,945 $ 1,222,017 $ 1,342,187 $ 1,511,887 $ 1,601,434 Fund Balance, End of Year $ 1,222,017 $ 1,342,187 $ 1,511,887 $ 1,601,434 $ 1,716,740

SEWER CONNECTION SYSTEMS

WATER SYSTEM

GENERAL GOVERNMENT
Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 11,131 $ 110,250 $ 81,706 $ 16,598 $ 3,865
Interest $ 3,375 $ 1,419 $ 968 $ 6,208 $ 9,389
Total Revenues $ 14,506 $ 111,669 $ 82,674 $ 22,806 $ 13,255

EXPENDITURES
Expense $ - $ 2,190 $ 184,254 $ 23,100 $ -
Total Expenditures $ - $ 2,190 $ 184,254 $ 23,100 $ -
REVENUES OVER (UNDER) EXPENDITURES $ 14,506 $ 109,479 $ (101,580) $ (294) $ 13,255 Fund Balance, Beginning of Year $ 177,864 $ 192,370 $ 301,849 $ 200,270 $ 199,976 Fund Balance, End of Year $ 192,370 $ 301,849 $ 200,270 $ 199,976 $ 213,231 Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ - $ - $ - $ - $ -
Interest $ - $ - $ - $ - $ 618
Total Revenues $ - $ - $ - $ - $ 618

EXPENDITURES
Expense $ - $ - $ - $ - $ -
Total Expenditures $ - $ - $ - $ - $ -
REVENUES OVER (UNDER) EXPENDITURES $ - $ - $ - $ - $ 618 Fund Balance, Beginning of Year $ 13,414 $ 13,414 $ 13,414 $ 13,414 $ 13,414 Fund Balance, End of Year $ 13,414 $ 13,414 $ 13,414 $ 13,414 $ 14,032 Description FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

REVENUES
Fees $ 70,992 $ 57,926 $ 135,740 $ 55,742 $ 49,215
Interest $ 4,147 $ 1,942 $ 1,837 $ 15,929 $ 30,533
Total Revenues $ 75,139 $ 59,868 $ 137,577 $ 71,671 $ 79,748

EXPENDITURES
Expense $ - $ - $ - $ - $ -
Total Expenditures $ - $ - $ - $ - $ -
REVENUES OVER (UNDER) EXPENDITURES $ 75,139 $ 59,868 $ 137,577 $ 71,671 $ 79,748 Fund Balance, Beginning of Year $ 288,204 $ 363,344 $ 423,212 $ 560,789 $ 632,460 Fund Balance, End of Year $ 363,344 $ 423,212 $ 560,789 $ 632,460 $ 712,208

STORM DRAIN SYSTEMS

TRAFFIC IMPACT ZONE

PARK & RECREATION FUND (NEIGHBORHOOD PARK & COMMUNITY)

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Kingsburg City CouncilJanuary 15, 2025

Kingsburg City Council
January 15, 2025