MVCC Study Session:
Fire Dept. Updates
March,10, 2026
J. Park, Fire Chief
Calls for service 2025
24,545 incidents
were generated
within City
boundaries in
calendar year 2025
Total responses for
all equipment in
2025 was 33,064
VEG.
FIRE
STRUCTURE
FIRE
OTHER
FIRE
MEDICAL
EMERG.
HAZ-
MAT
OTHER
CALL TOTAL
92 89 2,097 21,148 26 1093 24,545
Trend: 2.62% increase
0 5000
10000
15000
20000
25000
30000
2021 2022 2023 2024 2025 2026 2027 2028 2029
Incident Count
2026
-
2029 projected based on average 2.62% Change
What is the Strategic Plan to meet the 2029
expected need of 25k+ calls generated in the
city?
Add Fire
Apparatus and
personnel to
existing stations
Update existing
stations to meet
the need
Consider new
stations based
on growth
Timeline to delivery for new fire apparatus
Squad- 1 ½ to 2
years
Patrol- 2 to 2 ½
years
Engine- 2 ½ to 3
years
Ladder truck- 3 to 4
years
Sept. 10, 2025- Senate Homeland Security Subcommittee
hearing titled
“Sounding the Alarm: America’s Fire Apparatus Crisis,”
At the hearing,
Senators Josh
Hawley (R-MO),
Andy Kim (D-N.J.),
and Elizabeth
Warren (D-MA)
chastised
manufacturers,
calling on them to
reverse their
outrageous price
increases and
painfully long
delays for new fire
engines and ladder
trucks.
“Before, a new fire
engine order took
between six
months and a
year, standard, to
get delivered.
Today, those
orders take two
years on the low
end, and four
years on the high
end, ”
-J. Hawley
Lawmakers from
both parties
weren’t convinced
by their
explanations
How much?
Support Public Safety Budgets and Leverage
your influence as leaders of the community
City-to-City
League of City's
County BOS
State & Federal representatives
Your constituents, NGA’s, Special Districts
Participate in surveys & workshops when available
County funded
Standards of
Coverage Study
by Citygate
Increasing costs:
The effectiveness
of cooperative fire
protection using
CALFIRE staffing
• The total compensation of the state firefighter
classifications in this survey is below the average
of the 20 fire departments reviewed for this
report. The simple base pay comparison lagged by
an average of 76.7%. However, when factoring in
the expense of other pay and benefits, the average
total compensation lag dropped to 26.9%.
• Overall, the state contributed less to employee
retirement and health benefits than the
jurisdictions surveyed.
• It’s also important to recognize that state
firefighters are scheduled to work more hours than
the surveyed local fire departments – 143 twenty-
four-hour days a year for state firefighters,
compared to 121 days for the local fire
departments.
• https://www.calhr.ca.gov/about-calhr/divisions-programs/financial- management-division/compensation-surveys/2025-california- firefighter-total-compensation-survey/
Right Resource
Right Patient
Right Amount of Urgency
What We Have Done
• Learned from Data
• Emergency Medical Dispatching
• Optimized our Standard
Response
• Created Partnerships
Learning from Data
• Better Data – Better Decisions
• Electronic Patient Care Reports
(ePCR)
• Data Tells a story
• Where are the emergencies occurring?
• What level of acuity are they?
• Are we over-responding or under-
responding?
• What areas tend to have simultaneous
emergencies?
Emergency Medical Dispatch
• A series of specific questions to understand the
caller’s situation.
• Provides pre-arrival instructions
• Bleeding control
• Opening an airway
• CPR
• Questioning results in a response code.
• Each response code has a standard response plan.
• More serious problems result in quicker results than the less serious problems.
• Accredited Dispatch Center 2024
• 340th in the world
• 13th in California
• 1st in Riverside County and the CAL FIRE system
Optimizing Response
• Changes to the standard
response plan County-wide
have resulted in;
• 3991 hours of increased availability.
• 4930 incidents with an ambulance only
response.
• Differential Dispatching
• Code 2 responses when appropriate
• ALS and BLS appropriate resources
Partnerships
GMR- Nurse Navigation
• There are 55 non-urgent response codes that
get sent to the nurse line.
• Provides;
• Self Care Instructions
• Virtual Care with a Doctor
• Rideshare (Uber/ Lyft) to alternate
destinations
• Non-urgent BLS ambulance only response
• What is the impact?
• 316 hours of increased availability.
• 1155 incidents with an ambulance only
response.
RivCo One (Pilot)
• The emergency room is not always the
appropriate resource.
• Using professionals as an alternate to the EMS
system to provide the most appropriate person-
centered care.
• Licensed Clinicians, Social Workers,
Community Healthcare Workers
• Perris, Moreno Valley, and Mead Valley
focusing on repeat 911 users
• What is the impact?
• 1/3 of participants are accepting County
services.
Nurse Nav. MV 9/18/25 to 3/9/26 -200 Calls
Transported, 153, 77%
Self-Care, 28, 14%
Tele-Doc, 6, 3% Urgent Care, 12, 6%
Transported Self-Care Tele-Doc Urgent Care
Right Resource
Right Patient
Right Amount of Urgency
…and getting them to the right destination!
Wrapping it up….
Moreno Valley is busy and growing! So is everyone else! We do need more equipment and firefighters, but there are challenges.
We are working through the challenges and planning ahead, but we need your advocacy… Even with strong advocacy and steady planning, we still need to evaluate and improve our own service delivery model.
We are making those improvements using data driven decisions and building partnerships. Continuing to innovate but always focusing on what's important; our customers, both patients and taxpayers.
End of report…
MVCC Study Session: Fire
Dept. Updates
March, 10, 2026
J. Park, Fire Chief