Morro Bay City Council
May 27, 2025

What, if any, are your safety concerns with the intersection?* Survey Results | Responses
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Common Responses
• Bad visibility
• Near misses
• Significant congestion
• New drivers
• Not enough space
• Unsafe for pedestrians, cyclists, unfamiliar drivers
• Reckless driving
• Student safety
• Confusing/complex layout
*Answers summarized

What improvements, if any, do you think are important at this intersection?
Survey Results | Responses
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Based upon your understanding of the existing 4-way stop, a double traffic signal alternative, and a roundabout alternative, which intersection type would you think is the safest for MOTORISTS? Survey Results | Responses
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Based upon your understanding of the existing 4-way stop, a double traffic signal alternative, and a roundabout alternative, which intersection type would you think is the safest for PEDESTRIANS? Survey Results | Responses
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Based upon your understanding of the existing 4-way stop, a double traffic signal alternative, and a roundabout alternative, which intersection type would you think is the safest for CYCLISTS? Survey Results | Responses
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Based upon your understanding of the existing 4-way stop, a double traffic signal alternative, and a roundabout alternative, which intersection type would you think allows for the best traffic flow and congestion relief?
Survey Results | Responses
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Staff Report Addendum
TO: Honorable Mayor and City Council DATE: May 27, 2025 FROM: Greg Kwolek, Public Works Director
SUBJECT: RECONSIDERATION OF VOTE ON ROUNDABOUT ENVIRONMENTAL WORK

AND CONSIDERATION OF PROJECT NEXT STEPS
The following table is a corrected version of the table on page 5 of the staff report.

AGENDA NO: 9.a
MEETING DATE: May 27, 2025

Prepared By: _DM_________ Dept Review: ________
City Manager Review: YK___ City Attorney Review: RWS___ Staff Report
TO: Honorable Mayor and City Council DATE: May 19, 2025 FROM: Daniel McCrain, Fire Chief
SUBJECT: Community Risk Assessment and Standards of Cover for the Morro Bay Fire Department

RECOMMENDED ACTION
Receive and file.

ALTERNATIVES
Provide alternate direction to staff.

FISCAL IMPACT
Varies depending on action items implemented.

BACKGROUND
This item was one of the 2023- 2025 City council goals and short-term actions. In November of 2023 the City of Morro Bay released a Request For Proposals (RFP) for qualified consultants to conduct a Community Risk Assessment and Standards of Cover evaluation for the Morro Bay Fire Department and Police Department. Matrix Consulting was the firm selected to complete this project. We received the draft report on February 11, 2025. The consultant split the Fire Department portion into a standalone report and will provide a supplemental document outlining the Morro Bay Police Department due to delays in data collection beyond the control of City staff. The purpose of this document is to review the City’s delivery of emergency services to ensure needs are being met and outline areas for improvement based on industry guidelines, standards and regulations. This project focuses on emergency services system delivery including response capabilities, response time analysis, resource locations, available resources, personnel capacity, staffing and workforce.

DISCUSSION
The report includes a comprehensive assessment of the current staffing and capabilities of the Morro Bay Fire Department. This includes the number of personnel, positions filled, agency organization, daily staffing levels, station locations, equipment, and automatic/mutual aid available to the City.

A community risk assessment (CRA) is a systematic process to identify, analyze, and evaluate a community's risks. It is a critical step in risk reduction and management, aiming to understand the potential hazards (natural or manufactured), vulnerabilities of the community (such as socioAGENDA NO: 9.b MEETING DATE: May 27, 2025

economic conditions, public infrastructure, and environmental factors), and the capacities or resources available to mitigate and respond to these risks. The main objectives of a community risk assessment include Identifying hazards, analyzing vulnerabilities, evaluating capacities and resources, a risk analysis, developing strategies to mitigate risks, and implementation and monitoring of risk reduction strategies. The natural hazards referenced were identified in the City’s local hazard mitigation plan and include hazards such as wildfire, flood, tsunami, earthquake and severe weather.

This report also identified demographic vulnerabilities such as people with disabilities, elderly, language barriers, and populations lacking adequate housing or health insurance. All of these factors are useful in determining the resource needs and probabilities of incident types within a community and provides metrics to evaluate emergency service capabilities.

To develop recommendations for the Standards of Cover Report the consultant reviewed the current staffing and response model including mutual and automatic aid resources. They conducted a critical task analysis for a residential structure fire as well as other common fire department incident types to determine an Effective Response Force (ERF), or the number of personnel required to adequately address the required tasks on each incident. The National Fire Protection Association (NFPA) standard 1710 establishes a minimum ERF of 16 personnel to a single-family residential structure fire and an ERF of 17 personnel if an aerial apparatus (ladder truck) is utilized. A critical task analysis was performed for other incident types including technical rescues, hazardous materials incidents, medical responses, wildland urban interface fires, and other incident types to determine an ERF for each general incident type. This report identifies the ERF needed for incidents Morro Bay Fire responds to varied between 5 personnel for a low-risk medical aid up to 28 personnel for an apartment building fire.

The Morro Bay Fire Department has 4 personnel daily and increases staffing to 5 daily during the summer when the Seasonal Firefighter program is active. CAL FIRE can provide an additional 3 response personnel for automatic aid during fire season and 2 personnel during the winter. Additional personnel can be provided through mutual aid support with a greater than 10-minute travel time to the City. Due to the distance from mutual aid partners, assembling an ERF that meets NFPA 1710 standards can exceed 40 minutes with the current staffing levels.

To determine the most effective distribution of fire department resources the consultants looked at current station locations and staffing models and evaluated utilizing a second fire station that is currently not staffed. The City was divided into North and South planning zones to evaluate response times throughout the City with the dividing line at Highway 41. Based on this dividing line North Morro Bay accounts for approximately 30% of all calls for service with responding resources coming from South Morro Bay at the Harbor Street station. This geographical difference results in incidents in North Morro Bay exceeding 6 minutes of driving time from the Harbor Street station. The NFPA 1710 standard is 4 minutes or less travel time 90% of the time. The report identified that with the Bonita Street Fire Station staffed the entire MBFD response area would be within a 4-minute travel time greatly improving service to the northern half of the City. Staffing a second location in North Morro Bay also provides for continuity of service in the event of natural disasters and other incidents that prevent travel between the north and south portions of town.

For historical context, in November of 2003 the Morro Bay City Council commissioned an Ad-HOC Committee to evaluate emergency services. The recommendations of that committee included moving to a daily staffing of 4 full time Firefighters with an optimal level of 6 daily as funding allowed.

These recommendations were based on industry standards in place at this time. Another

recommendation of this working group was to staff a second fire station in North Morro Bay to address a critical need for improved services to the residents in the Northern portion of the City. This recommendation was supported by a response time analysis and Standards of Cover survey known as the “Flame Study”, a Fire Department community survey, and an AD-HOC Committee 5-year strategic plan. Some key decisions resulted from the efforts of this AD-HOC committee, the first was this information was utilized to assist in the passage of Measure Q. This measure was a ½ cent sales tax initiative to boost funding for emergency services within the City. Measure Q passed by a vote of the community in 2006. The second was the City Council approved a motion to “inform the Emergency Services Committee and staff that preferences are for two fire stations (north and south) with minimum funding of four full-time personnel on each shift augmented with Reserve Firefighters; and direct staff to bring back information on implementing a second fire station by July 12, 2004.” This motion carried unanimously a (5-0) vote. The third point was at the July 26, 2004, City Council meeting, Councilmember Peirce moved that “it is the intent of the City Council to re-open and staff Fire Station 54, and direct staff to seek funding expeditiously.” The motion carried unanimously. (5- 0). As a result of this council action funding was secured and the apparatus bay at the Bonita Street station was rebuilt. Due to the economic downturn in 2008 financial constraints impacted this goal, construction of the living quarters was unable to proceed and progress to staff a second fire station was halted. During this time period the Fire Department responded to approximately 1,500 calls for service annually with 34% occurring in North Morro Bay. Department staffing were 9 full time Firefighters plus the Fire Chief for a daily staffing of 3, the department relied heavily on a pool of up to 20 part-time, Reserve Firefighters to augment staffing.

This new Standards of Cover report reinforces and expands upon the recommendations made in the 2003 “Flame Study” and subsequent Ad-hoc committee recommendations that led to the passing of the Measure Q sales tax for public safety. In the 20 years since this original Standards of cover was concluded, the City has seen a dramatic increase in tourism, large public events such as the Ironman Triathlon, and a significant increase in traffic congestion that can result in hours long delays along the embarcadero during holidays and public events. In an effort to reduce the effects of these challenges, the Morro Bay Fire Department has increased daily staffing to 4 full-time firefighters as recommended in the Flame Report. The department operates a two-engine response model to support simultaneous incidents, and has built a new apparatus bay at the Bonita Street Fire Station.

These fire department changes highlight the goal of documents such as a Standards of Cover report, to guide departmental growth that is aligned with community needs, regulations, and industry’s best practices. These reports are useful to inform City leadership in deficiencies, liabilities, and areas for improvement for long range financial planning. It is understood that few departments have the means to meet every recommendation or industry best practices, but these should be goals to strive for as budget and resources allow.

RECOMMENDATIONS AND ACTIONS TAKEN
The recommendations of the consultant are below in bold. The actions the department has taken to address these recommendations follow each recommendation. • Establish a community standard delineating the services provided, response protocols, and benchmark objectives for the City's fire protection system.  Response protocols and benchmark objectives are established in Lexipol policy manual, SLO EMSA Protocols, and standard performance evolutions. • Formally establish a baseline performance objective turnout time of 1 minute and 30 seconds for all emergency calls 90% of the time.

 Departmental policy was adopted on 9/10/2024. 1 minute or less 90% of the time for EMS incidents and 1minute 20 seconds or less for non-EMS incidents. Policy 306.3 • Work with the communications center to ensure adequate procedures and processes for capturing the time stamps.
 Upgraded mobile data computers to allow for electronic capture of timestamps improving accuracy. We have identified discrepancies in data collection and are working with the dispatch center to address.
• Install timers in the stations at the apparatus doors to indicate the elapsed time from dispatch.
 Evaluating cost of upgrading the existing station alerting system, this would be included with new system.
• Post the turnout time performance monthly by shift to allow crews to see their performance.
 We review response times during monthly officers’ meetings. • Create a reporting mechanism for excessive turnout times to allow for evaluation of the cause of turnout time delays.
 We utilize the daily log and email from crew members to notify administration of unusual response situations.
• The City of Morro Bay should establish a 5-minute travel time benchmark performance objective for 90% of the emergency calls for service.  Meeting this standard requires the second fire station to be staffed due to the distance from primary station.
• Upgrade Station 54 to ensure it can safely accommodate an on-duty crew.  Conceptual drawings and cost estimates have been completed. Options and feasibility are being evaluated.
• Establish an on-duty crew at Station 54 to improve travel time in the City's northern section.
 Requires the addition of 2 full-time positions to fully staff a second station. If second station was operational we could staff it with current staffing levels initially to improve service.
• Increase the minimum staffing of the Morro Bay apparatus from two personnel to three personnel to improve firefighter safety and the effective response force.  Increasing the staffing level to 3 on each apparatus is a daily staffing of 6 personnel.

The current staffing level is 4 personnel daily. The current department goal is the addition of 2 FTE, this would give a level of 5 personnel daily and increase to 6 daily during the summer when seasonal Firefighters are utilized. Staffing of 6 full-time employees daily is a long-range goal. To fully meet the NFPA standard on apparatus staffing levels we would need to have 8 people on duty daily effectively doubling our workforce. A workforce of this size is not possible with the City’s finances but does provide a metric to strive for.
• Establish a performance objective of an effective response force of 10 personnel and a 12-minute travel time.
 Mutual aid from Station 11 in Cayucos adds 3 personnel, to meet this standard would require a minimum staffing of 6 FTE plus a Chief Officer. This is not currently possible with the General Fund budget unless alternate funding is identified. Meeting NFPA 1710 standards of having 17 firefighters on scene of a single-family fire within 8 minutes would require a daily staffing of 13 personnel due to the distance from mutual

aid partners. This is the gold standard that departments strive for but very few are able to achieve this due to the personnel costs. NFPA 1710 states a minimum of 4 personnel on each engine but many agencies’ staff with 3 due to budget restrictions.

CONCLUSION
It is important to emphasize that the findings of this report do not mean the Fire Department is inadequate or unable to meet the needs of the community. The Fire Department delivers a high level of service to the citizens of Morro Bay. The goal of an evaluation like this is to provide a benchmark and outline opportunities to enhance or alter service delivery in response to changing conditions within a city. This report should be considered a roadmap to guide department growth as finances allow. This document should be considered a living document that will change over time, as other factors influence the City and the emergency service system. The goal of this document is to inform City leadership of the primary risks a community is faced with and evaluate the response capabilities against industry standards and best practices. This report can help identify areas for improvement and assist in long range planning for focused departmental growth with the goal of ensuring the fire department is effectively deployed to meet the individual needs of the community. The Fire Department has taken many steps to address the recommendations in this report. We have made changes even prior to the completion of this report that address many of the identified items. Based on nationally recognized best practices, the challenges identified for the City and the fire department related to the emergency response system include the following:
• Improvement in turnout time and travel time.
• The development of an effective response force.
• Renovation and staffing of the Bonita Street Station. • Establishing benchmark performance objectives for the response to emergency calls for service.

Making these improvements needs to be a planned approach to enhancing service levels, improving firefighter safety and easing the City's financial burden by implementing these goals incrementally as City funding allows.

ATTACHMENT(S)

1. MBFD Final Report 2-11-2025

2. Staff presentation

Community Risk Assessment and Standards of Cover
For the Fire Department

MORRO BAY, CALIFORNIA
February 11, 2025

Table of Contents
Introduction and Executive Summary 1
Scope of Work 1
Approaches Utilized in the Study 1
Executive Summary 2
Strategic Improvement Opportunities 2
Morro Bay Fire Department Organization 4
Background 4
Organization 6
Emergency Operations 9
Training and Education 15
Fire Prevention 15
Financial Resources 17
Community Risk Assessment 19
Risk Factors and Categories 20
Natural Hazard Assessment 25
Transportation Hazards 34
Supplemental Risk Factors 36
Physical Environment Hazard Assessment 45
Community Growth and Development 46

Critical Task Analysis 48
Emergency Services Delivery 52
Planning and Assessment Zones 55
Evaluation of Deployment and Performance 58
Response Time Criteria 58
Call Processing 62
Turnout Time 63
Distribution of Resources 64
Concentration of Resources 65
System Reliability 67
Total Response Time 67
Deployment Improvement Opportunities 69
Community Standards 69
Turnout Time 71
Distribution of Resources 73
Concentration of Resources 74
Performance Objectives 78
Emergency Medical Services 78
Fire Suppression Services 79
Facility Assessment 81

Index of Tables 82

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 1
Introduction and Executive Summary
The City of Morro Bay retained the Matrix Consulting Group to facilitate a Community Risk Assessment and Standards of Cover for the Morro Bay Fire Department (MBFD). This document includes the project team’s research and analysis of the MBFD and community, which includes risk assessment, staffing, response capabilities, and deployment analysis.

Scope of Work
The scope of this study included assessing the current fire protection system operations, response capabilities, staffing, and other resources necessary for delivering services to the city. A review of services and the delivery of those services should be performed periodically to ensure our needs are being met. This project focused on the emergency services system delivery that included:
• Response capabilities.
• Response time analysis.
• Resource locations.
• Available resources to serve the city.
• Staffing and workforce.

The approaches used in this study were comprehensive, as described below.

Approaches Utilized in the Study
The project team undertook an assessment to understand and evaluate the city's service level issues. The principal approaches utilized by the project team in this study included, but were not limited to, the following:
• Internal Interviews – Project team members interviewed numerous city executives, managers, and supervisors individually.
• Data Collection – the project team collected a wide variety of external and internal data documenting the structure, operations, and organization, including:
- MBFD staffing and scheduling.
- Documentation reflecting operations management.
- Numerous output data points reflecting services provided. - Various other performance information and indicators.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 2
• This data was summarized in a ‘descriptive profile’ of the MBFD, which was reviewed and modified by fire department staff to ensure we had a factual foundation for the study. This approach ensured that the project team understood the MBFD appropriately.

Data was collected over the past several months and presented in interim deliverables.

The project team reviewed facts, findings, and conclusions through these interim deliverables with the MBFD throughout this process.

Executive Summary
The Morro Bay Fire Department provides fire services to the city, with resources deployed from two fire stations covering an area of about 10 square miles and an estimated population of 10,800 residents. The city's recreational areas, including the Morro Bay State Park, also increase the population.

Among the challenges for the city and the fire department are the limited access points into the city, with Highway 1 and State Route 41 being the two primary routes. This limits access to the city should additional resources be needed to deliver emergency services.

Based on nationally recognized best practices, there are challenges for the city and the fire department related to the emergency response system that includes the following:
• Improvement in turnout time and travel time.
• The development of an effective response force.
• Renovation and staffing of Station 54.
• Establishing benchmark performance objectives for the response to emergency calls for service.

Making these improvements needs to be a planned approach to enhancing service levels, improving firefighter safety, and easing the city's financial burden.

Strategic Improvement Opportunities
This document should be considered a living document that will change over time, as other factors influence the city and the emergency service system.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 3
Strategic Initiatives
• Establish a community standard delineating the services provided, response protocols, and benchmark objectives for the city's fire protection system. • Formally establish a baseline performance objective turnout time of 1 minute and 30 seconds for all emergency calls 90% of the time. • Work with the communications center to ensure adequate procedures and processes for capturing the time stamps.
• Install timers in the stations at the apparatus doors to indicate the elapsed time from dispatch.
• Post the turnout time performance monthly by shift to allow crews to see their performance.
• Create a reporting mechanism for excessive turnout times to allow for evaluation of the cause of turnout time delays.
• The City of Morro Bay should establish a 5-minute travel time benchmark performance objective for 90% of the emergency calls for service. • Upgrade Station 54 to ensure it can safely accommodate an on-duty crew. • Establish an on-duty crew at Station 54 to improve travel time in the city's northern section.
• Increase the minimum staffing of the Morro Bay apparatus from two personnel to three personnel to improve firefighter safety and the effective response force. • Establish a performance objective of an effective response force of 10 personnel and a 12-minute travel time.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 4
Morro Bay Fire Department Organization
This chapter provides an overview of the Morro Bay Fire Department's general characteristics, organization, and operations.

Background
The Morro Bay Fire Department (MBFD) is located in the coastal area of San Luis Obispo County, California. Morro Bay is a small city known for its natural beauty and harbor along the central coast. The service area encompasses approximately 10.3 square miles, with a population that fluctuates depending on tourism. However, it is estimated to have around 10,000 residents, with a population density of 2,024.71 per square mile. This population density varies, however, with denser residential areas near the bay and harbor, while other parts of the service area include open spaces and natural landscapes. The department plays a crucial role in ensuring the safety of both residents and visitors in this scenic and dynamic coastal community.

The Morro Bay Fire Department has evolved from its early days of volunteer firefighting to a professional organization equipped with modern technology and equipment. Founded to meet the growing needs of the Morro Bay community in California, it has integrated with broader emergency services, emphasizing community involvement and fire prevention education. Over its history, the department has responded to significant incidents, adapted to modern challenges like climate-related risks, and continues to serve as a vital component of public safety in the region.

Demographic Profile
The following table illustrates the demographic profile of the District and the changes that have occurred since 2010.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 5
Table 1: Morro Bay Demographics
US Census Bureau 2010 2015 2022
Estimated Population 10,234 10,471 10,766
Median Age 54.1 49.2 52.1
Children Under age 5 3.3% 4.9% 3.1%
Children Ages 5 to 19 years 9.8% 11.4% 14.0%
Persons Age 20 to 59 years 46.5% 52.0% 45.4%
Persons Aged 60 and Over 40.5% 30.9% 37.5%
Families in Poverty 5.9% 7.7% 6.8%
Civilian Labor Force Unemployed 3.7% 6.9% 9.2%
Median Household Income $53,585 $51,338 $88,547
Employment Sectors:

Education, Health Care, Soc. Svc. 21.9% 27.2% 17.7%
Retail Trade 12.4% 11.2% 17.6%
Professional, Scientific, Mgmt. 8.1% 11.7% 12.7%
Finance, Insurance, Real Estate 5.1% 4.0% 5.8%
Entertainment, Recreation, Food 17.2% 16.2% 11.2%
Construction 6.2% 4.9% 9.4%
Manufacturing 6.0% 4.6% 4.9%
Transportation, Warehousing, Util. 4.7% 5.1% 3.0%
Public Administration 8.6% 3.3% 8.4%
Other Services 4.6% 5.1% 3.8%
Wholesale 0.7% 1.9% 2.6%
Information 2.7% 3.7% 1.0%
Agriculture, Forestry, Fishing 1.6% 1.2% 1.9%
Since 2010, the City has grown by about 5.2%, adding about 500 more people. The average age has decreased from 54 in 2010 to 52 in 2022. The average household income has increased by about 65% in the last twelve years, and the number of families living in poverty has risen by about 1%.

The following map provides a view of population density by census blocks.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 6
The map illustrates that the highest population density is gathered in the downtown area.

The second most dense portion of Morro Bay is located off Highway 1 to the extreme north of the City. The third area is located near Station 53 to the south.

Organization
The Morro Bay Fire Department employs a Fire Chief, thirteen (13) career fire suppression personnel, an administrative technician, a Fire Marshal, and up to four (4) seasonal firefighters. The MBFD is tasked with emergency planning, response, command, and mitigation of various incidents. The following table illustrates the department's staffing levels.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 7
Table 2: Authorized and Current Staffing Levels
Unit / Position Curr Auth
Office of the Fire Chief
Fire Chief 1 1
Administrative Technician 1 1
Fire Marshal/Deputy Chief 1 1
Total Office of the Fire Chief 3 3
Fire Suppression Operations
Captain/Paramedic 3 3
Fire Engineer 8 8
Fire Fighter 2 2
Seasonal Fire Fighter/Reserve 3.2 3.2
Total Fire Suppression Operations 16.2 16.2
Fire Department Total 19.2 19.2
The MBFD operates three divisions, which work a 48-hour on and 96-hour off rotation.

The Deputy Chief, the Fire Marshal, oversees these divisions. A Captain/Paramedic is the officer in charge of each shift, which ranges from having four (4) to three (3) firefighter personnel on duty.

Mission Statement
To enhance the quality of life for the citizens and visitors of Morro Bay by providing exceptional emergency and allied services.

The organizational charts that follow illustrate the current Morro Bay Fire Department.

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Morro Bay Fire Department Organization Chart
Part Time Staffing
(FTE) Seasonal Fire
Fighters/Reserves
(3.2)
Fire Chief
Captain/Paramedic
Fire Engineer (3)
Fire Fighter (1)
Captain/Paramedic
Fire Engineer (3)
Captain/Paramedic
Fire Engineer (2)
Fire Fighter (1)
Admin Tech Fire Marshal /
Deputy Chief

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 9
Emergency Operations
Emergency operations are provided by MBFD stations using a minimum of four (4) personnel each day. Services are provided from the following physical locations.

Physical Resources
The following map illustrates the locations of each physical facility used by the MBFD.

The following tables outline the apparatus and staffing for each station.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 10
Fire Station 53
715 Harbor Street
Description
of Use
Administrative and operational, contains a secondary Emergency Operations Center (EOC)
Apparatus
Space One (1) back-in bay and two (2) drive-thru bays
Assigned
Apparatus
Unit ID Year Description Type Minimum
Staffing
5391 2019 Pierce Arrow XT Type 1 Engine 2
5392 2008 Pierce Arrow Type 1 Engine 2
Fire Station 54
460 Bonita Street
Description
of Use Non-staffed facility serving the Del Mark Park area Apparatus
Space Two (2) garage-style bay doors
Assigned
Apparatus
Unit ID Year Description Type Minimum
Staffing
5341 2014 Pierce 75' Aerial CrossStaffed

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 11
Historical Workload and Performance
Morro Bay Fire Department responds to emergency and non-emergency calls for service.

The following table illustrates the MBFD's calls for service organized by type of incident for 2021 – 2023.

Table 3: 2021 – 2023 Calls for Service
2021 2022 2023 Total Pct.

Auto Accidents 42 42 51 135 2.3%
Medical Calls 1,339 1,526 1,648 4,513 75.5%
Total Medical and Auto Accidents 1,381 1,568 1,699 4,648 77.7% Fire Alarm - False 74 83 96 253 4.2%
Other Type Fire 5 3 2 10 0.2%
Structure Fire 4 2 2 8 0.1%
Overpressure/Rupture/Explosion 17 17 7 41 0.7%
Vegetation/Brush/Debris Fires 6 2 4 12 0.2%
Vehicle Fire 106 107 111 324 5.4%
All Fire Calls 1 1 2 0.0%
Rescue Calls - Extrication 0 1 1 2 0.0%
Rescue Calls - Cliff 1 1 1 3 0.1%
Rescue Calls - Surf 5 2 3 10 0.2%
Rescue Calls - Swift Water 0 0 2 2 0.0%
All Rescue Calls 0 0.3%
Hazardous Material 3 1 1 5 0.1%
Hazardous Conditions 78 74 102 254 4.2%
Service Calls 232 211 288 731 12.2%
Non-Coded Calls 0 0 0 0 0.0%
Other Types of Calls 313 286 391 990 16.6%
Total Calls for Service 1,806 1,965 2,208 5,979
Medical calls represent about 76% of the call volume, with auto accidents accounting for an additional 2.3%. Other calls, including service calls and hazardous condition calls, account for about 17% of the calls for service.

The following table displays the total number of calls for service managed by MBFD by each hour and day of the week for the past three years. Both emergency and nonemergency calls for service are included to provide an overall view of the call demand on the emergency services system.

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Table 4: 2021 - 2023 Calls for Service by Hour and Weekday Sun Mon Tue Wed Thu Fri Sat Total
12 am 28 23 12 20 21 17 23 144
1 am 20 14 14 27 16 19 21 131
2 am 21 15 13 16 11 8 19 103
3 am 23 15 11 13 13 15 17 107
4 am 13 10 17 12 15 15 16 98
5 am 13 10 16 17 24 20 16 116
6 am 22 22 23 13 22 14 22 138
7 am 31 31 32 34 26 19 33 206
8 am 24 50 34 37 41 50 29 265
9 am 39 55 56 42 37 56 49 334
10 am 49 47 45 56 54 53 41 345
11 am 49 59 45 65 48 59 50 375
12 pm 52 56 49 42 56 56 52 363
1 pm 47 41 59 51 38 56 59 351
2 pm 50 57 64 62 65 59 57 414
3 pm 49 52 53 51 51 51 33 340
4 pm 42 44 54 59 50 51 34 334
5 pm 37 46 41 39 50 55 51 319
6 pm 34 46 48 52 39 55 60 334
7 pm 39 39 37 43 40 45 56 299
8 pm 42 38 39 36 29 50 32 266
9 pm 45 30 24 33 26 53 39 250
10 pm 26 22 26 20 27 32 32 185
11 pm 24 17 28 23 18 20 32 162
Total 819 839 840 863 817 928 873 5,979
The call volume is heaviest during the middle of the day, from mid-morning to early evening, with a spike in calls around 2 pm every day of the workweek, relatively even in the number of calls. Calls for service varied by time of day and day of week. The busiest hour of the day is 2 pm, with the slowest hour being 4 am.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 13
The following chart further illustrates the calls for service by hour of the day.

Calls for Service by Hour 2021 - 2023
The above chart highlights that the busiest hour of the day is 2 pm and the slowest hour is 4 am.
0 50
100
150
200
250
300
350
400
450
12 am
3 am
6 am
9 am
12 pm
3 pm
6 pm
9 pm

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 14
The following map illustrates the call demand using GIS technology to outline where most of the calls for service occurred.

As illustrated, the higher volume of calls occurs clustered around Station 54, near the central part of the City, and a few blocks south of Station 53.

Standard of Cover Morro Bay Fire Department Morro Bay, CA Matrix Consulting Group 15
Training and Education
The Morro Bay Fire Department maintains a training schedule for all employees. The training is broken down to indicate whether it is mandated for Suppression, Administration, or the Chief.

There are thirty-five (35) initial trainings for all Suppression Employees, eleven (11) of which must be renewed annually. An additional six (6) trainings require renewals every two years. Administration and the Chief follow a similar schedule, with ten (10) trainings being required for the Administration and twenty-three (23) for the Chief. Multiple trainings are offered monthly and quarterly.

Fire Prevention
The Morro Bay Fire Department offers various fire prevention services that aim to enhance and uphold fire and life safety within the community. These activities ensure that businesses, structures, open spaces, and construction projects adhere to the established fire codes, standards, and ordinances.

Fire Prevention
The Morro Bay Fire Department's Fire Prevention program conducts the following activities:
• Construction and fire suppression system plan checks
• On-site construction and suppression system installation inspections • Management of the weed abatement program
• Business fire safety inspections
• Issuance of identified California Fire Code permits
• Special event safety inspections
• Fire Code enforcement
Public Education
Several educational opportunities and community services are available through the MBFD. These public educational opportunities include the following:
• Blood Pressure Check
• Fire Station Tours

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• R-U OK Senior Program
• Smoke Detector Program
• Open houses
• Complaints/Reports
• Firefighters in Safety Education (FISE) Program

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Financial Resources
The City of Morro Bay operates a budget from July 1 to June 30. Budgets are prepared on the same basis of accounting used for financial reporting: governmental fund types (General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting; propriety funds (Intergovernmental Service Funds) and fiduciary funds are budgeted under the accrual basis of accounting.1 Revenues
The Morro Bay Fire Department receives 77.7% of its funding through the City's General Fund. In contrast, the remaining 24% of the revenue is obtained from Measures Q & E to "maintain public safety services.”2 The following table summarizes the Morro Bay Fire Department revenues for FY 2022 – FY 2024.

Line Item FY2022 Actual FY2023 Amended FY 2024
Proposed Budget
Intergovernmental Revenue $4,707 $12,360 $12,360
Licenses and Permits $300 $1,545 $1,545
Revenue from Current Services $802,219 $571,635 $672,816 Other Revenues $6,693 $600 $600
Total Revenues $813,919 $586,140 $687,321
The current services references in the above table include $106,044, which is comprised of fees collected from the local Emergency Medical Services (EMS) transport provider to support having MBFD personnel trained to the level of a paramedic to support the local EMS system.
1 City of Morro Bay FY 2023 – 24 Adopted Operating and Capital Budget 2 City of Morro Bay FY 2023 – 24 Adopted Operating and Capital Budget

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Expenditures
The following table illustrates the operating budget for FY 2022 – FY 2024.

Line Item FY2022 Actual FY2023 Amended FY 2024
Proposed Budget
General Fund Expenditures
Personnel Services $2,380,596 $2,247,539 $2,512,456
Supplies $184,351 $162,286 $159,049
Other Expense $5,000 $113,641 $116,500
Services $194,155 $217,874 $213,540
Measure Q&E
Personnel Services $716,741 $849,328 $952,439
Debt Service $82,888 $0 $0
General Fund Expenditures $3,563,731 $3,590,668 $3,953,984 In FY 2023, salaries and benefits comprised approximately 64% of the operating expenditures.

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Community Risk Assessment
A community risk assessment (CRA) is a systematic process to identify, analyze, and evaluate a community's risks. It is a critical step in risk reduction and management, aiming to understand the potential hazards (natural or manufactured), vulnerabilities of the community (such as socio-economic conditions, public infrastructure, and environmental factors), and the capacities or resources available to mitigate and respond to these risks. The main objectives of a community risk assessment include:
• Identifying Hazards: Determining the types of hazards (e.g., floods, earthquakes, droughts, industrial accidents) that can potentially impact the community. • Analyzing Vulnerabilities: Understanding the factors that make the community susceptible to damage or harm from these hazards. These factors include examining population density, building structures, economic conditions, and environmental degradation.
• Evaluating Capacities and Resources: Identifying the strengths, resources, and capabilities that the community possesses to prevent, prepare for, respond to, and recover from disaster situations. These include local knowledge, infrastructure, social networks, and emergency services.
• Risk Analysis: Combining information on hazards, vulnerabilities, and capacities to assess the overall risk level to the community. These involve estimating the likelihood of different hazardous events and their potential impacts on the community.
• Developing Strategies: Based on the assessment, strategies, and plans are designed to reduce vulnerabilities, enhance capacities, and mitigate risks. These may involve community-based planning, infrastructure improvements, policy changes, and education and awareness programs.
• Implementation and Monitoring: Implement risk reduction strategies and continuously monitor and update risk assessment to reflect changing conditions or new information.

Community risk assessment is crucial for risk reduction and management. It will assist with prioritizing resources, improving preparedness, and building resilience in the community.

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Risk Factors and Categories
Risk is the possibility of loss, injury, or other unwelcome adverse circumstances or events. As a community, we try to reduce the effects of undesirable events through mitigation efforts before an emergency and using services such as police departments, public works, and fire departments to mitigate the incident once it occurs. Assessing a community's fire and non-fire risks provides the foundation to develop mitigation strategies and the resources needed should that incident happen. Components used in the risk assessment are further defined in the following sections.

Identification
The first step in assessing community risks is to look at the emergency services' responses, such as emergency medical calls and fires. Further identification of the types of emergency medical calls and fires will allow a more defined risk assessment. In addition to the kinds of response by the emergency services, natural and manufactured hazards also impact a community. These events range from earthquakes and floods to hazardous material incidents and acts of terrorism. These events may be less frequent than an emergency medical call, but they can have a lasting impact on the community.

Risk Evaluation
Risk assessment models typically used for a community risk assessment use a two-axis probability and consequences model to evaluate a designated risk. A three-axis risk categorization is a framework used to assess and classify risks based on three key dimensions or axes. Each axis represents a specific aspect or characteristic of risk, allowing for a more comprehensive understanding and analysis of potential threats. Here are three common examples of risk categorization axes:
• Probability Axis: The probability axis assesses the likelihood of an event occurring.

It typically ranges from low to high or can be represented numerically from 1 to 5 or 1 to 10. A low probability suggests that the risk event is improbable, while a high likelihood indicates a greater chance of occurrence.
• Consequence Axis: This axis evaluates an event's potential consequences or impacts. It considers the severity, magnitude, or extent of harm or damage resulting from the event. The impact axis can also be represented on a scale, such as low to high or 1 to 5, reflecting the level of damage or disruption caused by the risk.
• Emergency Services Axis: The emergency services axis focuses on the extent to which effective response capabilities or mitigation strategies are in place to

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manage the risk. It helps determine the level of preparedness and the ability to respond to and mitigate the identified hazards.

Combining these three axes allows the fire department to assess and categorize risks based on their likelihood, impact, and response capabilities. This categorization enables a more nuanced understanding of risks and facilitates prioritization and allocation of resources for risk management efforts.

Probability
Probability is the likelihood of an unwanted event occurring within a given period. Events that occur weekly are highly probable, while those that occur annually are less likely. The following matrix provides a method to score the probability of an event occurring. While there are various methods to quantify the probability, the following table was adapted from the Community Risk Assessment guide developed as a part of the Vision 20/20 project.
3 Table 5: Probability
Probability
Score Descriptor Description
2 Unlikely • Events may only occur in exceptional circumstances. • Greater time than annually.
4 Possible • It might occur at some time – annually.
• There are no recent recorded incidents.
6 Probable • Likely to or may occur/recur – quarterly.
• Strong anecdotal evidence it will occur.
8 Highly
Probable
• Likely to or may occur/recur – weekly.
• High level of recorded incidents or strong anecdotal evidence. 10 Frequent • It occurs at least daily or multiple times each day.

Consequence
Consequence measures a disparate outcome defined by loss of life, property, or historic values. There may also be additional economic considerations, such as loss of jobs and tax revenue. The following matrix provides a method to score the consequences to the community that an event may create.
3 Community Risk Assessment https://strategicfire.org/

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Table 6: Consequence
Consequence
Score Descriptor Description
2 Insignificant
• 1 or 2 people affected, minor injuries/property damage • A small number are displaced, and little outside support is needed. • No environmental concerns.
4 Minor
• A small number (<10) of injuries but no fatalities.
• Minor medical treatment is required.
• Some displacement is possible (less than 24 hours) with minimal support needed.
• No lasting environmental effects.
6 Moderate
• Limited number of people affected (11 – 50).
• Some hospitalizations but no fatalities.
• Dozens may be displaced for up to 24 hours and need outside support.
• Some environmental impacts with short-term effects.
8 Significant
• More than 25 people are affected.
• Multiple serious injuries and hospitalizations with possible multiple fatalities.
• Large numbers are displaced, and there is a definite need for outside resources.
• Significant environmental impact with long-term effects. 10 Catastrophic
• Large numbers of people (>100) are affected with multiple hospitalizations and fatalities.
• Widespread, long-term displacement with a definite need for outside resources.
• Damage to infrastructure and loss of critical services. • Significant long-term environmental impact, and the community needs long-term support.

Impact on Emergency Services
The risk assessment model being utilized is a three-axis model that allows a deeper look at how a community is affected by hazards. Morro Bay Fire Department is accountable for fire response, medical response, rescue response, wildfire response, and hazardous materials response. This third axis of the risk assessment scores the impact on the Morro Bay Fire Department to provide the services needed to the community during specific hazards.

The following matrix illustrates the impact score. The score is based on the percentage of on-duty staffing assigned to a call. For example, a moderate impact will utilize 40% to 59% of the on-duty resources.

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Table 7: Impact on the Morro Bay Fire Department
Impact Score Descriptor Description
2 Minimal <20% of Resources Committed
4 Minor 20% to 39% Resources Committed
6 Moderate 40% to 59% of Resources Committed
8 Significant 60% to 79% of Resources Committed
10 Catastrophic > 80% of Resources Committed
The scale in the previous table also highlights the resources left in the emergency response system. For example, if 40% of the on-duty resources are committed to the incident, 60% of the remaining resources are available for the next call. That would mean three (3) personnel are available for MBFD's next call.

Risk Assessment Methodology
Considering the three-axis model, Heron's Formula calculates a risk score. The formula uses the scores from probability(P), consequence(C), and impact(I) to create the overall quantitative score.

Risk = !("#)!%(#&)!%(&")!
'
Using the score derived from the previous calculation provides a mechanism to rank the various risks faced by the community and the MBFD. The following table highlights the level of risk based on the score.

Score Overall Level of Risk
0 – 24.99 Low
25 – 49.99 Moderate
50 – 74.99 High

74.99 – 100 Severe
The three-axis scores can be plotted on a graph to show each risk level, as shown in the following graph.

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The call illustrated is scored as four (possible) for the probability, two (insignificant) for consequence, and four (minor) for the impact on service delivery. This graph provides an excellent visual representation of the risk and the effect on the fire department. 0 2
4 6
8 10
Probability
Impact Consequence

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Natural Hazard Assessment
San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan 2019 Update - Annex D: the City of Morro Bay included Morro Bay in its planning and development process.

This plan is a good source of natural hazard identification, probability, and vulnerability of the various hazards that may impact the residents and businesses of Morro Bay. The following table from the San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan illustrates the probability rating for each hazard identified.

Table 8: Natural Hazard Probability
Hazard Probability
Rating
Coastal Storm/Erosion/ Sea
Level Rise High
Earthquake Moderate
Extreme Heat Low
Flood Very High
Hail Moderate
Hazardous Materials Moderate
Hazardous Trees Very High
High Wind High
Landslides Moderate
Lightning Very High
Tsunami and Seiche Moderate
Wildfire Very High
Those shown as a high probability are likely to occur once per year, while those shown as very low have a chance of occurring once in ten years.

Atmospheric Hazards
This category's hazards are high wind, lightning, extreme heat, flood, and coastal storms.

These are typically widespread events, meaning they will affect large areas of Morro Bay.

Using the scores from the previous section and data in the San Luis Obispo County MultiJurisdictional Hazard Mitigation Plan, the following charts provide a risk assessment score for the identified hazards.

Table 9: Atmospheric Hazards Assessment
Event Extreme Heat Lightening High Wind Coastal Storm Dense Fog Risk Score

P C I P C I P C I P C I P C I
6 4 2 10 2 2 8 6 6 6 8 8 8 8 8
Calculated Score 19.8 20.2 54.3 66 78.4

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The probability for most of these events is high as many occur annually and are typically widespread across the community. The fire department response will vary depending on the damage but will likely be more for search and rescue operations.

Hydrologic Hazards
The primary hazard in these types of events is flooding. The following map illustrates the flood zones in Morro Bay.
0 2
4 6
8 10
P
I C
Extreme Heat
0 2
4 6
8 10
P
I C
Lightning
0 2
4 6
8 10
P
I C
High Wind
0 2
4 6
8 10
P
I C
Coastal Storm
0 2
4 6
8 10
P
I C
Dense Fog

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4 Typically, flooding in these areas results from large-scale weather systems generating large amounts of rain over a prolonged period. Areas along the Pacific Coast and the inland coast of Morro Bay have a higher probability. Morro Bay has identified areas of potential repetitive losses due to flooding.

Using the scores from the previous section and data contained in the SLOHMP, the following figure provides a risk assessment score for the flooding hazard. 4 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan, 2019

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Flooding Risk
Based on past occurrences, the probability of a flood event is likely within a year, with consequences reaching the Bayshore, surface streets, and flood zones. The risk score for this type of event is 91.9.

Geologic Hazards
This category's hazards are earthquakes, liquefaction, landslides, and debris flow. These are typically widespread events, meaning they will affect large areas of Morro Bay. Using the scores from the previous section and data in the San Luis Obispo County MultiJurisdictional Hazard Mitigation Plan, the following table provides a risk assessment score for the identified hazards.

Table 10: Geologic Hazards Assessment
Event Landslide/
Debris Flow Earthquake Liquefaction
Risk Score

P C I P C I P C I
8 4 2 4 8 10 2 10 10
Calculated Score 25.9 67.2 73.5
Earthquake
Earthquakes frequently occur along the California coast, including Morro Bay. The risk assessment considers a significant quake but not a catastrophic event like a Cascadia Zone Subduction. The risk score reflects a Loma Prieta-type event for the area. 0 2
4 6
8 10
P
I C
Flooding

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Earthquake Risk
Liquefaction
Liquefaction is when saturated, unconsolidated sediments lose their strength and stiffness in response to applied stress, often caused by an earthquake or other rapid loading, resulting in the sediments behaving like a liquid. This phenomenon can cause significant damage to structures and infrastructure as the ground loses its ability to support them.

Morro Bay is at risk for a liquefaction event, especially in a large, shallow earthquake. The longer an earthquake shakes, the more potential for liquefaction to occur. The following map illustrates the liquefaction zones for Morro Bay.
0 2
4 6
8 10
P
I C
Earthquake

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5 As seen, the entire downtown area of Morro Bay is at high risk for soil liquefaction, as are parts of Highway 1, which functions as the primary ingress and egress for Morro Bay.

Using the scores from the previous section and data contained in the SLOHMP, the following chart provides a risk assessment score for the liquefaction hazard. 5 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan, 2019

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Liquefaction Risk
Landslide and Debris Flow
Morro Bay has a history of landslides. Landslides are observable throughout the Highway 1 corridor, stretching from San Luis Obispo through the community of Morro Bay and up to San Simeon. Significant slope movements occurred in 1983 and 1995 due to very wet winters, particularly affecting the North Morro Bay area, north of Highway 41 and east of Highway 1. These slides caused the destruction of homes, extensive damage to additional properties, and harm to pipelines, driveways, and roadways. Various studies have identified unstable, landslide-prone slopes primarily located east of Highway 1 and north of Highway 41 in the Morro Bay area. A major landslide along the main transportation routes serving Morro Bay poses a significant threat to its tourism-dependent economy.

The following map illustrates areas vulnerable to landslide and debris flow. 0 2
4 6
8 10
P
I C
Liquefaction

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6 Wildland Fires
As the population grows and expands towards the forested and grassy areas, an interface between the urban setting and the wildlands is established. This expansion can create a significant hazard to life and property due to wildland fires. Wildland fires are not limited to those western states with large, forested areas. Large grass and brush fires across the Midwest can be as destructive as those in the western United States.

The California Office of the Fire Marshal reported in 2023 that the City of Morro Bay does not have State Fire Hazard Severity Zones (FHSZ) within city limits. However, the City is bordered by State Responsibility Areas (SRA) with a High FHSZ in the area East of Nutmeg between HWY 41 and Elena Street and North of Highway 1 near Teresa Drive. There is a very high FHSZ South of Morro Bay along South Bay Boulevard and Quintana Road. The 6 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan, 2019

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following map from the FirstStreet7 website also has Morro Bay in a moderate hazard rating for the next thirty years.

Drought conditions and high winds are primary drivers of wildland fires and the spread of these fires into urban areas.
7 https://firststreet.org/city/morro-bay-ca/649362_fsid/fire

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Transportation Hazards
Within Morro Bay, several hazards are related to the transportation of people, freight, and other commodities. Highway 1 is a major highway from Washington State to the Mexican border, traversing Morro Bay along a north-south route in the western section of San Luis Obispo County. Atascadero Road, which becomes Morro Road and later becomes the E.G.

Lewis Highway, is an east-west corridor spanning from Highway 1 to Highway 101. The following map illustrates the traffic counts at various points along these routes in Morro Bay.

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The previous illustration displays the average daily northbound traffic on Highway 1 through Morro Bay, with higher counts near South Bay Boulevard and Main Street intersections. The following map offers a view of southbound traffic patterns.

Southbound traffic is heavier at the intersections of Old US Route 466 and Morro Bay Boulevard. Northbound traffic is higher at Highway 1, South Bay Boulevard, and Main Street intersections. This discrepancy is unclear, but it may be due to commuting preferences.

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Supplemental Risk Factors
This section provides an overview and analysis of factors that can and will impact the delivery of services and the recovery of the community from emergency events.

Demographic Vulnerabilities
Aging Population
Like many other demographic groups, senior citizens may be vulnerable to physical, emotional, and financial challenges. It's important to note that vulnerability can vary significantly among individuals, and not all seniors will experience the same issues. Some common vulnerabilities for senior citizens include:
• Physical Health Issues
• Isolation and Loneliness
• Financial Vulnerability
• Elder Abuse
• Healthcare Access and Quality
• Housing Insecurity
• Nutrition and Health
• Technology and Digital Literacy
• Emergency Preparedness
• Legal and End-of-Life Issues
In the Morro Bay area, the senior citizen population is decreasing. According to the US Census Bureau, residents over 60 were 40% of the population in 2010. In 2022, senior residents decreased to approximately 38% of the population. The following map illustrates the distribution of senior citizens in Morro Bay.

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As illustrated in the previous map, most of the population 65 years and older reside in the southern portion of Morro Bay due to the multiple senior living facilities. A smaller enclave exists within the northern portion of the city limits. Station 53 is located within an area of higher population density.

Population with Disabilities
Another population group that will likely require additional assistance is those with disabilities. Those within this population group may need further medical services due to their disability, or they may be unable to self-evacuate from their home or other building during an emergency. The following chart illustrates the percentage of the population with disabilities compared to San Luis Obispo County and California.

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Populations with Disabilities
To further highlight the issue of disabilities, the following chart illustrates the types of disabilities in Morro Bay.

Type of Disability
Ambulatory difficulty is the largest group, with cognitive and independent living issues close behind.

Language Barriers
As more individuals and families come to the United States from other countries, the language barrier is also increasing. MBFD personnel may encounter an individual or 0% 5% 10% 15% 20%
Morro Bay
SLOC
California
Hearing, 26.6%
Vision, 19.2%
Cognitive ,
Ambulatory, 46.2% 35.8%
Self-Care ,

17.4%
Independent Living, 32.8%

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family needing another type of communication. These encounters could be on calls for service, public education events, or evacuation notices. The following chart highlights the percentage of people over five years of age who may have a language barrier based on the language spoken at home.

Table 11: Language Barriers
In Morro Bay, approximately 11% of the population speaks a language other than English at home, similar to San Luis Obispo County, but under the average for the rest of California.

Health Care Insurance
The lack of health care insurance can impact the community and MBFD. Those with insurance can typically access healthcare services and will have a reduced financial burden. Insured individuals are less likely to use emergency rooms for non-emergency care and other emergency services. Lack of health insurance may affect lower-income populations at a higher rate since they cannot pay for medical visits. 97%
7% 2% 1% 0%
89%
9%
1% 1% 0%
75%
16%
3% 5% 1%
0%
20%
40%
60%
80%
100%
120%
Speak only
Engish
Spanish Other IndoEuropean
Languages
Asian and Pacific
Island
Languages
Other Languages
Morro Bay SLOC California

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Table 12: Health Insurance
In California, approximately 6% of the population is without healthcare insurance, somewhat higher than Morro Bay, with about 2% uninsured.

Housing
The US Census Bureau estimated approximately 6,086 housing units in Morro Bay. Of the occupied housing units, about 71% are single-family residences, and the remaining are multi-family, with 2% in buildings with 20 or more units. Mobile homes make up 6% of the residences. Approximately 83% of these units were constructed before 2000.

Housing Stock
Insured Uninsured
Morro Bay 98% 2%
SLO County 94% 6%
California 94% 6%
0%
20%
40%
60%
80%
100%
120%
17% 16% 35% 32%
2020 or later 2000 to 2019 1980 to 1999
1960 to 1979 Pre-1960

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The fire risk is more significant in older buildings with outdated building codes, which may have a building construction, type of materials, or wiring that increases the risk and spread of fire. Research from the National Fire Protection Association has also noted rental property as a factor in fatal and unsafe human behavior fires. In Morro Bay, about 42% of the housing units are renter-occupied.

The National Fire Protection Association (NFPA) reports that from 2011 to 2015, fire departments responded to an average of 30,200 structure fires per year in vacant properties. According to the report, fires in vacant buildings are more likely to have been intentionally set and spread beyond the building than in other structures. The following map illustrates the vacant buildings by census tract, based on estimates from the US Census Bureau for 2022.

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The higher vacancy rate is in areas northwest and south of Station 53. To the north and west of Station 53 is the Embarcadero, some residential neighborhoods, and commercial properties. The large vacant area to the northwest abuts the Morro Strand State Beach Park. It is possible that many of the vacant homes are being used as short-term rentals during select seasons of the year.

Social Vulnerability
The Centers for Disease Control and Prevention (CDC) created the Social Vulnerability Index (SVI) to assist public health and emergency response organizations to identify and map the areas of a community that will most likely need support before, during, and after a hazardous event. The SVI is determined by examining socioeconomics, housing composition, and residents with disabilities. The following chart from the CDC illustrates the United States (US.) Census Bureau data was used to calculate the areas' SVI.

As noted, 15 social factors are grouped into four themes to create a vulnerability index.

Each element receives a ranking that is combined into the overall theme. It is possible to have an area that has a lower ranking in terms of housing but has a higher ranking due to the age of the residents and the type of household, such as single-parent households.

The intent is not to identify impoverished areas of a community but to identify areas that may require additional assistance following an emergency.

This tool helps public health officials and local planners prepare communities for emergencies such as extreme weather, floods, disease outbreaks, or chemical exposure by using information relevant to the social and spatial context.

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The tool can be used to:
• Allocate emergency preparedness funding by community need. • Estimate the amount and type of needed supplies such as food, water, medicine, and bedding.
• Decide how many emergency personnel are required to assist people. • Identify areas in need of emergency shelters.
• Create a plan to evacuate people, accounting for individuals with unique needs, such as those without access to transportation, those with limited mobility or medical requirements, or those with communication barriers such as language access.
• Identify communities needing continued support to recover following an emergency or natural disaster.

The following map illustrates the SVI score by census blocks for Morro Bay.

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The highest SVI scores are to the south of MBFD's Station 53. The SVI places the majority of Morro Bay in the low-medium range of social vulnerability. The darker areas do not indicate that these areas are deprived; instead, it suggests that they will probably need additional assistance in an emergency or other significant incident. As previously noted, a large portion of the population over 65 resides within the southern portion of Morro Bay.

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Physical Environment Hazard Assessment
Physical hazards are buildings or structures in the developed area that may pose a unique problem for the MFD. These buildings or structures are also called target hazards. The Federal Emergency Management Agency (FEMA) describes target hazards as any facilities that belong to either the public or private sector and that offer essential goods and services to the public, are needed to maintain the well-being and standard of living in the community or have a critical role in public safety, emergency response, and/or disaster recovery functions.

Each of these physical hazards presents a significant risk in varying ways, including terrorism/mass casualty incidents, loss of a business, loss of a cultural asset, or the loss of dwelling units. The following table illustrates the type and number of target hazards in Morro Bay.

Table 13: Morro Bay Target Hazards
Physical Hazard Type Total Physical
Hazards
Pct of the
Total
Assembly 8 6.6%
Assisted Living, Nursing Homes, Hospitals, Extended Care Facilities 3 2.5% Business 56 45.9%
Critical Infrastructure 4 3.3%
Day Care Facilities 4 3.3%
Educational 2 1.6%
Hotel/Motel 19 15.6%
Industrial 7 5.7%
Mid and High Rise 1 0.8%
Storage 12 9.8%
Unprotected Large Buildings 6 4.9%
Total 122
The largest segment of the physical hazards is places of business and mercantile-type businesses. As expected in Morro Bay, many hotels, storage facilities, restaurants, and shops are present with an emphasis on tourism.

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Community Growth and Development
This section provides an overview of the anticipated growth within Morro Bay and the projection of the demand for services.

Population Changes
In 2020, the California Department of Finance published population growth projections for each county to 2060. The projection noted San Luis Obispo County would have an average 0.5% population increase each year from 2022 through 2037 when a downturn in the population begins to trend. The projected population of SLOC for 2020 was 282,639; however, according to the US Census Bureau, the population for SLOC in 2020 was 281,884.

Extrapolating similar projections for the county, the population would be projected to increase from 207,958 in 2020 to 253,119 in 2050. The following chart illustrates the population growth based on projections by the California Department of Finance and data from the US Census Bureau.

As illustrated, no significant difference exists between the Department of Finance and that extrapolated from the US Census Bureau.

Emergency Services Demand Projection
As the population in an area continues to grow and new buildings are constructed, the demand for services will also increase. These services take many forms for local government, including public works, parks, law enforcement, and fire and emergency 272,000
274,000
276,000
278,000
280,000
282,000
284,000
286,000
288,000
290,000
292,000
2020 2025 2030 2035 2040 2045 2050
Population Projections
San Luis Obispo County
Census Cal DoF 2 per. Mov. Avg. (Cal DoF)

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medical services. For the Morro Bay Fire Department, the calls for service have increased by an average of 11.2% each year from 2021 to 2023. Population growth has risen approximately 0.5% annually for the past ten years. The following chart illustrates the projected calls for service through 2050.

Calls for Service Projection
The calls are shown based on population growth and historical call volume. The average call volume over the past three years is 0.18 calls per person. Based on the population growth, the calls for service in 2050 are projected to be 2,242. Using the historical calls for service as a base, in 2050, the number of calls will be 2,526. The average between the two methods is 2,384 in 2050.
0 500
1000
1500
2000
2500
3000
2022 2025 2030 2035 2040 2045 2050
Calls Based Population Based Average

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Critical Task Analysis
Several tasks must co-occur to combat diverse types of fires adequately. The absence of adequate personnel to perform these tasks requires each task to be prioritized and completed chronologically. These fire ground tasks include command, scene safety, search and rescue, water supply, fire suppression, pump operations, ventilation, backup, and rapid intervention.

An initial full alarm assignment should be able to provide personnel, an effective response force (ERF), to accomplish the following tasks:
• Establish incident command outside of the hazard area. This will allow coordination and direction of the incoming emergency response personnel and apparatus. A minimum of one person should be dedicated to this task. • Establish an uninterrupted water supply of at least 400 gallons per minute for 30 minutes. Once established, the pump operator can maintain the supply line to ensure an uninterrupted water supply. At least one person is assigned to this task who can then assume a support role.
• Establish an effective water flow rate of 300 gallons per minute. This will be supplied to at least two hand lines, each operating at a minimum flow of 100 gallons per minute. Each hand line must have two individuals assigned, with one hand line as the suppression line and the other as a backup line. • One support person will be provided to manage the hydrant hookup, utility control, and forcible entry and assist in deploying fire hose lines. • Establish a search and rescue team. Each team will consist of a minimum of two personnel.
• Establish a ventilation team. Each team will consist of a minimum of two personnel. • If an aerial ladder is used in the operations, one individual can function as an aerial operator.
• Establish an initial rapid intervention team (RIT). Each RIT team shall have at least two properly trained and equipped personnel.
• A total effective response force with a minimum of 16 (17 if an aerial ladder is in operation)
Critical tasks will vary depending on the size and nature of the incident. The previous list from NFPA 1710 and templates provided in the "Community Risk Assessment: Standards of Cover" manual from CPSE provided the basis for the following tables to illustrate the

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minimum required personnel to mitigate the initial emergency response requirements by occupancy risk:

Table 14: Critical Tasks for the Effective and Efficient Control of Structural Fires Critical Task
Special Risk High Risk Moderate Risk Low Risk
High-Rise
(above 75 ft access)
Apartment
Building
(3 story)
Single Family
Residential (2,000
ft2)
Attack Line 4 6 4 2
Search and Rescue 4 4 2 0
Ventilation 4 4 2 0
Backup Line 0 2 2 2
Rapid Intervention 4 4 2 0
Pump Operator 1 2 1 1
Water Supply/Support 1 1 1 1
Command 1 1 1 1
Safety Officer 1 1 1 1
Command Aid 1 1 0 0
Attack Line - Above Fire 2 0 0 0
Operations Chief 1 0 0 0
Logistics 2 0 0 0
Elevator Operations 1 0 0 0
Staging Officer 1 0 0 0
Rehabilitation 2 2 0 0
Medical Operations 4 0 0 0
Division Supervisors 4 0 0 0
High-rise Evacuation 4 0 0 0
Stairwell Support 0 0 0 0
Total Personnel 42 28 16 8
Adding to the critical tasks and staffing issues is the OSHA 1910.134(g)(4) requirement of two in – two out. These regulations state that if entry into an IDLH atmosphere is necessary, two firefighters must enter together and remain in contact with each other. In addition, two firefighters must be outside the IDLH atmosphere for potential rescue if needed. The two in – two out rule is mandatory unless life is in jeopardy.

The concept of an ERF carries through to other response types by the fire department.

The tables below outline the critical tasks for an ERF for those response types.

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Table 15: Critical Tasks for Hazardous Materials
Critical Task High Risk Low Risk
Command/Safety 2 1
Liaison 1 1
Decontamination 4 4
Research Support 2 1
Team Leader, Entry Team, Backup Team 6 6
Total Personnel 15 13
Table 16: Critical Tasks for Initial Wildland Urban Interface Fires Critical Task No Hydrants With Hydrants
Command/Safety 1 1
Pump Operations 1 1
Attack Line 2 2
Structure Protection 3 2
Water Supply 1 0
Tender Operator 2 0
Exposure Lines 2 0
Total Personnel 12 6
Table 17: Critical Tasks for Technical Rescue Operations Critical Task Swift Water High/Low
Angle
Confined
Space
Command/Safety 1 1 2
Rescue Team 3 2 2
Backup Team 2 2 2
Patient Care 2 2 2
Rope Tender 2 0 0
Upstream Spotter 2 0 0
Downstream Safety 2 0 0
Rigger 0 1 1
Attendant 0 1 1
Ground Support 0 4 4
Edge Person 0 1 0
Shoring 0 0 0
Total Personnel 14 14 14
The previous tables demonstrate the personnel requirements for handling simple incidents involving hazardous materials, wildland-urban interface fires, and technical search and rescue operations, while acknowledging the complexity of these incidents will demand different staffing requirements. Each of the technical rescue incidents will

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require similar numbers of personnel or more depending on the complexity of the incident. Further, many positions require personnel to be certified in that particular discipline.

As with fire, hazardous materials, and technical search and rescue incidents, an ERF is needed to effectively and efficiently deliver EMS. A task analysis for emergency medical calls analyzes three types of calls or patient conditions. These three types of calls usually require the most effort from the response team. Other calls or patient types can generally be handled with two or three personnel. Many times, especially in trauma calls, there are multiple patients. The following table outlines the tasks for assisting these critical patients and the number of responders it may require for a successful outcome. It is important to note that the same personnel accomplish some tasks, so the total is not a simple addition to the positions stated.

Table 18: Critical Tasks for Effective Patient Care
Critical Task Cardiac Arrest Stroke Multi-System
Trauma
Patient Assessment 2 per patient 2 per patient 2 per patient Airway Management/Intubation 2 per patient 2 per patient 2 per patient Cardiac Defibrillation 1 N/A N/A
CPR 1 N/A N/A
EKG Monitoring 1 1 1
IV/Pharmacology 1 1 1
Splint/Bandage/Immobilization N/A N/A 1
Patient Lifting/Packaging 2 – 4 2 – 4 2 – 4
Medical Information Collection 1 1 1
Total per Patient 6 - 8 5 - 7 6 - 8

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Emergency Services Delivery
As noted, the fire department is responsible for responding to and mitigating unwanted fires, emergency medical calls, hazardous materials, and wildfires; each incident presents different hazards and requires different responses to mitigate the incident. The following sections highlight these responses regarding risk and the impact on the community and the fire department.

The following table summarizes the risk scores used in the following sections.

Table 19: Risk Score Summary
Score Probability Consequence Impact
2 Daily Minimal Consequence to
Life/Property <20% of Resources Committed
4 Daily Impaired Life or Property 20% to 39% Resources Committed 6 Monthly Single Life or Property Loss 40% to 59% of Resources Committed
8 Annual or
Greater 2 Lives or Multiple Property Loss 60% to 79% of Resources Committed 10 Annual or
Greater > 3 Lives or Major Property Loss > 80% of Resources Committed The following two sections focus on emergency medical and fire suppression calls for service, the most frequent type of calls for the fire department. Understanding the difference between the response assignment for the fire department and the critical task analysis is essential.

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Emergency Medical Responses
Emergency Medical Risk
Risk Level Low Moderate High Severe
Risk Score Range 0 - 24.99 25 - 49.99 50 - 74.99 75 - 100 Event: Chest Pain Cardiac Arrest Extrication Multi-Casualty Risk Score

P C I P C I P C I P C I
10 2 2 8 6 2 8 4 10 4 10 10
Total Risk Score 20.2 36.8 67.2 81.2
Effect on Staffing
On-Duty Staffing: 4 4 4 4
Response Assignment 2 4 4 4
On-Duty Staff Remaining 2 0 0 0
Critical Task Analysis 3 6 15 20
The Morro Bay Fire Department does not operate any medic units for emergency medical services (EMS). The staffing for medic units responding to Morro Bay is unknown and cannot be reflected in the previous chart. The staffing solely reflects the impact upon the fire department when responding to a medical call.
0 2
4 6
8 10
P
I C
Low Risk
0 2
4 6
8 10
P
I C
Moderate Risk
0 2
4 6
8 10
P
I C
High Risk
0 2
4 6
8 10
P
I C
Severe Risk

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Fire Suppression Responses
Fire Suppression
Risk Level Low Moderate High Severe
Risk Score Range 0 - 24.99 25 - 49.99 50 - 74.99 75 - 100 Event: Vehicle Fire Vegetation
Fire/Red Flag Structure Fire Wildfire
Risk Score

P C I P C I P C I P C I
6 2 2 6 2 8 8 6 10 2 10 10
Total Risk Score 12.3 28.1 66.0 73.5
Effect on Staffing
On-Duty Staffing: 4 4 4 4
Response Assignment 2 4 4 4
On-Duty Staff Remaining 2 (7) 0 (5) 0 (5) 0 (5)
Critical Task Analysis 8 16 22 51
CalFire provides an additional five (5) suppression personnel during Wildfire Season. This impacts the effect on staffing and response.
0 2
4 6
8 10
P
I C
Low Risk
0 2
4 6
8 10
P
I C
Moderate Risk
0 2
4 6
8 10
P
I C
High Risk
0 2
4 6
8 10
P
I C
Extreme Risk

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Planning and Assessment Zones
Using planning zones allows the fire department to document various categories and classes of risk. These areas will also be used in the response analysis using baseline and benchmark performance objectives to determine incident response distribution and resource allocations. The following map illustrates that the fire department has two planning zones.

The City of Morro Bay was bisected into a north-south configuration with the E.G. Lewis Highway as the demarcation line to examine planning zones. The planning zones allow for an understanding of where responses are required in relation to the one fully staffed station.

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The following table provides an overview of the planning zones associated with the City of Morro Bay.

Table 20: Planning Zones Overview
Planning
Zone Pct of Population Pct of Total Calls for Service
North Zone 52.2% 29.5%
South Zone 47.8% 70.3%
Planning Zone 1 has the most significant percentage of the population, while Planning Zone 2 has the higher rate of calls for service. All the senior residential living facilities in Morro Bay are located within Planning Zone 2; the Embarcadero and business sectors are also in this Zone. Planning Zone 2 currently houses the staffed fire station, whereas the non-staff station is in Zone 1.

Based on the definitions in the NFPA 1710 document, the following designations are used to identify the service areas of the City of Morro Bay. • Urban – Population density of over 1,000 per square mile. • Suburban – Population density between 500 and 1,000 per square mile. • Rural – Population density of less than 500 per square mile.

Using these definitions, the Morro Bay Fire Department can tailor services to the different planning zones in Morro Bay and assist with planning future needs of the emergency services delivery system.

Table 21: Planning Zone Demographics
Planning Zone Population Density Demographic
North Zone 5,760 Urban
South Zone 855 Suburban
A significant part of the South Zone is in Morro Bay State Park. The park includes a golf course, hiking trails, and a campground. While the zone is considered a suburban demographic, it should be treated as an urban demographic; the residential and business area is confined to a smaller section.

The following illustrations highlight significant points for each of the planning zones.

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North Zone Key Facts
Population: 5,720
Housing Units: 3,130
Square Miles: 2.69
Density: 2,141
Calls for Service
Pct of Total
2021 521 29.3%
2022 592 30.1%
2023 648 29.3%
This Zone contains the northern
section of Morro Bay, with the E.G.

Lewis Highway as the demarcation
point. Station 52 is located within this
Zone.

South Zone Key Facts
Population: 5,278
Housing Units: 3,073
Square Miles: 6.17
Density: 855
Calls for Service
Pct of Total
2021 1,269 70.7%
2022 1,367 69.6%
2023 1,558 70.6%
This Zone extends south from the E.G.

Lewis Highway and includes the
downtown area. This is the typical
response area for Station 53. Most
Senior Living Facilities are located
within this Zone.

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Evaluation of Deployment and Performance
This chapter compares and evaluates the current deployment and performance of the fire department.

Response Time Criteria
The expression of response time has changed. In years past, the measurement was expressed as an average of time. This represents how the emergency services system or department performs 50% of the time and is not a true reflection of how a fire department performs most of the time. With the research conducted in developing performance standards and practices, fractal time has become the best practice for measuring and presenting response time components. Fractal response time measures how often (as a percentage of calls) a department can perform within each response time component.

The National Fire Protection Association (NFPA) and the Center for Public Safety Excellence (CPSE) use the 90th percentile as the standard to meet benchmark and baseline criteria. The definitions for baseline and benchmark performance are as follows:
• Benchmark performance is the agency's target performance level and should show what the agency is striving to perform based on community risk and expectations. • Baseline performance is what the agency can perform and is based on the performance of call processing, turnout time, and travel time over the previous four years.

Response time to an emergency or call for service has been broken down into measurable and non-measurable segments. The response time continuum begins when the state of normalcy changes to a recognizable emergency. The following chart outlines the cascade of events that occur once an emergency starts or is recognized. The highlighted points represent hard data or that which is quantitative versus soft data or that which is subjective and unknown.

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Response Time Continuum
State of Normalcy
Discovery of Emergency
Reaction to Emergency
Total
Response
Time
Call Received by PSAP
Call Processing
Response Units Notified
Turnout Time
Units Responding
Travel Time
Units Arriving
Mitigation Begins
Mitigation Completed
State of Normalcy Returns
The highlighted points in the previous chart represent three segments that can be evaluated: call processing, turnout time, and travel time. Each of these components represents a different point in the response time continuum, and through their measurement and evaluation, areas for improvement can be identified. Below are the definitions for the three components:
• Call Processing is defined as beginning when the call taker answers the call and ends with the dispatching of appropriate emergency services. • Turnout Time is defined as beginning when the emergency service receives the dispatch notification and ends when personnel are on the apparatus responding (wheels rolling) to the call.
• Travel Time is defined as beginning when the apparatus and personnel begin the response (wheels rolling) and ends once on location of the emergency (wheels stopped).

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The NFPA 1710 provides reference points for communities to follow regarding fire service responses. These include the following (all are taken from section 4.1.2.1 of NFPA 1710):
• “One minute four seconds (64 seconds) for the processing of an incoming emergency phone call, including the completion of the dispatching of fire response units.”
• “One minute twenty seconds (80 seconds) for turnout time for fire and special operations incidents.” This is also called reflex time, reaction time, “out-thechute” time, etc. This is the time that elapses between dispatch and when the units are actively responding.
• “One minute (60 seconds) for turnout time for emergency medical incidents.” This is also called reflex time, reaction time, “out-the-chute” time, etc. This is the time that elapses between dispatch and when the units are actively responding to an emergency medical incident.
• “Four minutes (240 seconds) or less for the arrival of the first arriving engine company at a fire suppression incident.”
• “Four minutes (240 seconds) or less for the arrival of a unit with first responder or higher-level capability at an emergency medical incident.” • “Eight minutes (480 seconds) or less for the deployment of a full first-alarm assignment at a fire suppression incident.”
• In section 4.1.2.4, NFPA 1710 states: “The fire department shall establish a performance objective of not less than 90 percent for the achievement of each response time objective specified in 4.1.2.1.”
Three models provide guidance to measure the performance of the emergency services system:
• NFPA 1710: Objective for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This document (NFPA 1710) was published in 2001 and updated in 2020.
• The Insurance Services Office (ISO) provides basic information regarding distances between fire stations. However, this "objective" does little to recognize the unique nature of every community's road network, population, calls for service, call density, etc.
• The American Heart Association (AHA) provides information on the response to cardiac events, the preferred methods of treatment, and the timing of the delivery of medical care and treatment.

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Performance standards should be based on benchmark performance (the target level of performance for the agency) and baseline performance (what the agency can currently perform). Baseline performance is generally based on three to five years of data.

It is critical to note that Appendix A contained in the NFPA 1710 document provides additional information and background as it pertains to service delivery objectives for the jurisdiction as follows:
"There can be incidents or areas where the response criteria are affected by circumstances such as response personnel who are not on duty, unstaffed fire station facilities, natural barriers, traffic congestion, insufficient water supply, and density of population or property. The reduced level of service should be documented in the written organizational statement by the percentage of incidents and geographical areas for which the total response time criteria are achieved.

Additional service delivery performance objectives should be established by the AHJ for occupancies other than those identified within the standard for benchmark single-family dwellings. Factors to be considered include specific response areas (i.e., suburban, rural, and wilderness) and occupancy hazards." This passage acknowledges the authority having jurisdiction (AHJ); in this case, the City of Morro Bay is responsible for determining the level of service to be provided by the fire department. Considerations for the level of service include, but are not limited to, the fire department's response, travel time, staffing, emergency calls versus non-emergency calls, roadways, financial resources, and those calls involving different occupancies. The service levels provided to the City should be written and documented so the City's residents know and understand the expectations of the emergency services system.

Response Time Data
Computer Aided Dispatch (CAD) data for 2021, 2022, and 2023 was evaluated. The data has coding problems, transcription errors, and equipment failures. The project team used the following mechanism to address these issues.

Only qualified data is used to calculate response time and any related components. To be considered, the data must meet the following criteria:
• The incident must have been unique.
• The incident must have involved at least one Fire Department unit being dispatched to the call.
• Calls missing data are not used in the computations for call processing, turnout time, travel time, or call duration.

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• Any calls with usually long times or times sorted incorrectly (arrived before dispatch time) were removed.
• Any calls with identical timestamps, such as the dispatch time and enroute that are identical.
• Non-emergency responses are removed; only emergency responses are included.

After filtering the data using the methodology outlined above, the remaining incidents represent the response time for calls for service handled by the Fire Department.

Call Processing
Performance Standards
The San Luis Obispo Sheriff's Department Dispatch Center handles most of the firerelated calls for Morro Bay, and CAL FIRE also provides some dispatching services.

The NFPA 1221 Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems establishes the call processing benchmarks outlined in the following table.

Table 22: NFPA 1221 Performance Objective
Component Target Performance
Calls Answered
Within 15 seconds 90%
Within 20 seconds 95%
Call Processing Within 60 seconds 90%
Call Processing for:

These types of calls are exempt from
the call processing time illustrated
above.
* Language Translation
* TTY/TDD Device Services
* Hazardous Materials
* Technical Rescue
* Text Message
* Calls Received during a Disaster
* Unable to Determine location
ISO uses the 60-second call processing time as a benchmark performance objective outlined in NFPA 1221 for their requirements.

System Performance
The following table summarizes the performance of the San Luis Obispo Sheriff's Department Dispatch Center.

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Table 23: Call Processing Performance
All Emergency Calls –
90th Percentile Times
2021-
2023 2021 2022 2023 NFPA 1710
Call Processing Pick-up to Dispatch 0:58 0:56 0:54 1:03 1:00 In 2023, the alarm handling (call processing) time is three (3) seconds longer than the NFPA 1710 performance benchmark.

Turnout Time
Performance Standards
Turnout time is a measurable time segment that begins when the emergency service unit receives the call and is on the apparatus responding (wheels rolling). The following table compares the three models for benchmark performance objectives.

Table 24: Turnout Time – Benchmark Performance Objectives Call Type NFPA 1710 ISO
Emergency Medical Calls 60 seconds or less
90% of the time No Requirement
Fire or Special
Operations Calls
80 seconds or less
90% of the time No Requirement
System Performance
The following table illustrates the performance of the Morro Bay Fire Department units related to turnout time for emergency calls.

Table 25: Turnout Time Performance
All Emergency Calls – 90th
Percentile Times
2021 -
2023 2021 2022 2023 NFPA 1710
Turnout Time 1st Unit Medical Calls 2:42 2:39 2:41 2:44 1:00 Fire Calls 2:33 2:32 2:37 2:30 1:20
All times shown are the 90th percentile for each of the three years. The turnout times for medical calls for the three years is 1 minute and 42 seconds over the benchmark performance objective. For fire-related calls, the turnout time is 1 minute and 13 seconds over the benchmark performance objective outlined in NFPA 1710.

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Distribution of Resources
Distribution is the measure of getting initial resources to an emergency to begin mitigation efforts. This is measured in various ways, including percentage of square miles, percentage of road miles, and travel time. The Insurance Services Office (ISO) has used road miles for many years, advocating one and a half miles for an engine company and two and a half miles for a ladder company. With the advent of GIS technology and improved computer-aided dispatch (CAD) systems, the use of actual travel time is another more accurate measure for the distribution of resources.

Performance Standards
Travel time is a measurable time segment that begins when the apparatus and personnel begin the response (wheels rolling) and ends once at the emergency location (wheels stopped). It is the most appropriate measurement available for the distribution of resources with a proven record of success.

Table 26: First Arriving Unit – Benchmark Performance Objectives Demand
Zone Demographics NFPA 1710 ISO
Urban
More significant
than 1,000 per sq.
mile
4 minutes or less
90% of the time

1.5 road miles in
the built-upon
area
Suburban 500 - 1,000 per
sq. mile
4 minutes or less
90% of the time

1.5 road miles in
the built-upon
area
Rural Area Less than 500 per
sq. mile
4 minutes or less
90% of the time

1.5 road miles in
the built-upon
area
Remote
Area
Travel Distance
greater than /
equal to 8 miles
4 minutes or less
90% of the time

1.5 road miles in
the built-upon
area
System Performance
Morro Bay fits the urban demographic with a population density of 1,245.7 per square mile. The following table illustrates the travel time for the urban demographic compared to the recommended benchmark performance objectives as represented by National Fire Protection Agency (NFPA) Standard 1710.

Table 27: Travel Time Performance
All Emergency Calls –
90th Percentile Times
2021 -
2023 2021 2022 2023 NFPA 1710
Travel Time 1st Unit – Distribution 6:20 6:12 6:24 6:20 4:00

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For the three years, the travel time performance is 6 minutes and 20 seconds, 2 minutes and 20 seconds over the NFPA 1710 benchmark.

The following map illustrates a four (4) minute travel time within the City of Morro Bay.

As illustrated, most of the city is within a 4-minute travel time using both stations.

However, Station 53 is the only station staffed to respond to calls for service.

Concentration of Resources
The concentration of resources is generally described as the ability of the fire department to get the appropriate number of personnel and resources to the scene of an emergency

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within a prescribed time to mitigate the incident effectively. The effective response force is based on the critical tasks outlined in the previous chapter and depends on the incident type.

Performance Standards
The concentration component has two segments: travel time and the personnel for the first alarm assignment. The following table summarizes the differing viewpoints on the travel time for the arrival of an effective response force.

Table 28: First Alarm Assignment – Benchmark Performance Objectives Demand Zone Demographics NFPA 1710 ISO
Urban Greater than 1,000
per sq. mile
8 minutes or less
90% of the time
No time or
mileage
requirement
Suburban 500 - 1,000 per
sq. mile
8 minutes or less
90% of the time
No time or
mileage
requirement
Rural Area Less than 500 per
sq. mile
8 minutes or less
90% of the time
No time or
mileage
requirement
Remote Area
Travel Distance
greater than /
equal to 8 miles
8 minutes or less
90% of the time
No time or
mileage
requirement
NFPA 1710 does not address any demographics regarding travel time in response to structure fires.

The following table summarizes NFPA and ISO standards for the number of personnel arriving for a first alarm assignment for a single-family dwelling.

Table 29: First Alarm Assignment - Recommended Personnel Demand Zone Demographics NFPA 1710 ISO
Urban Greater than 1,000 per sq.
mile 16 personnel No specific requirement
Suburban 500 - 1,000 per sq. mile 16 personnel No specific requirement
Rural Less than 500 per sq. mile 16 personnel No specific requirement
Remote Travel Distance greater
than / equal to 8 miles 16 personnel No specific requirement

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As illustrated, ISO does not specify the number of personnel expected or anticipated to arrive and instead provides points for the personnel, meaning the more on-duty personnel there are, the more points are added to the overall evaluation. NFPA 1710 bases the personnel requirements on creating an effective response force using critical tasking.

System Performance
MBFD has responded to eight (8) structure fire calls over the past three years. This represents less than 1% of the total call volume for the three years and is statistically insignificant in measuring response time accurately. However, of those eight calls, one call met the 16 personnel threshold with a travel time for the last arriving unit of 1 hour, and two calls met a 12 personnel threshold with travel times of for the last arriving unit of 23 minutes and 46 minutes. With the current staffing model and the availability of mutual aid, establishing an effective response force of 16 personnel is challenging for the Department.

System Reliability
Other contributing factors, such as concurrent calls for service and unit utilization, can influence the distribution and concentration of resources. The CAD data had no time stamp for when a unit cleared the scene. This time stamp determines the amount of time a unit is committed to a call and if a concurrent call was dispatched while the unit is committed. Without this time stamp, these factors cannot be assessed and analyzed.

Total Response Time
While travel time is essential and allows for evaluating station locations, the total response is equally important as that is what the customer witnesses. The customer does not necessarily understand the different agencies involved or what the Fire Department must do to provide service; they do understand that when they call for assistance, they expect help to arrive promptly. The following table illustrates the performance of the fire protection system for the past three years.

Table 30: Total Response Time Performance - Distribution All Emergency Calls – 90th
Percentile Times
2021 -
2023 2021 2022 2023 NFPA 1710
Total Response
Time
1st Unit –
Distribution 8:45 8:32 8:56 8:47 6:00
All times shown are the 90th percentile for each of the three years. The performance objective time shown to the far right represents the benchmark performance response

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time following the NFPA Standard. The total response time for the three years examined exceeds the benchmark performance objective by 2 minutes and 45 seconds.

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Deployment Improvement Opportunities
In the previous chapter, several gaps in service levels were illustrated, presenting opportunities to improve the deployment of services. This chapter provides recommendations intended to enhance the deployment of resources in the emergency services system within the operational area.

Community Standards
As noted previously, three nationally recognized models are used to provide guidance to design and improve a fire protection system in our communities. Each model is based on different aspects of a community, from population density, the type of fire department, and the road miles in the area.
• NFPA 1710: Objective for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This document (NFPA 1710) was published in 2001 and updated in 2020.
• The Insurance Services Office (ISO) provides basic information regarding distances between fire stations. However, this "objective" does little to recognize the unique nature of every community's road network, population, calls for service, call density, etc.
• The American Heart Association (AHA) provides information on the response to cardiac events, the preferred methods of treatment, and the timing of the delivery of medical care and treatment.

It is critical to note that Appendix A Section A.4.1.2, contained in the NFPA 1710 document, provides additional information and background as it pertains to service delivery objectives for the jurisdiction as follows:
"There can be incidents or areas where the response criteria are affected by circumstances such as response personnel who are not on duty, unstaffed fire station facilities, natural barriers, traffic congestion, insufficient water supply, and density of population or property. The reduced level of service should be documented in the written organizational statement by the percentage of incidents and geographical areas for which the total response time criteria are achieved.

Additional service delivery performance objectives should be established by the AHJ for occupancies other than those identified within the standard for benchmark

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single-family dwellings. Factors to be considered include specific response areas (i.e., suburban, rural, and wilderness) and occupancy hazards." This passage acknowledges the authority having jurisdiction (AHJ); in this case, the City of Morro Bay is responsible for determining the level of service to be provided by the fire department. Considerations for the level of service include, but are not limited to, the fire department's response, travel time, staffing, emergency calls versus non-emergency calls, roadways, financial resources, and those calls involving different occupancies. The service levels provided for the city should be written and documented so the City's residents know and understand the expectations of the emergency services system.

Performance standards should be based on benchmark performance (the target level of performance for the agency) and baseline performance (what the agency can currently perform). Baseline performance is generally based on three to five years of data.

Recommendations for benchmark performance objectives are contained in the following sections.

Using past guidance from the Center for Public Safety Excellence (CPSE) Fire and Emergency Service Self-Assessment Manual (FESSAM) 2006 edition, the following table illustrates best practices and acceptable travel time for the various demographic models.

Table 31: CPSE Travel Time Guidance
Urban: Population density of over 1,000 per square mile 1st Unit 2nd Unit 1st Alarm Balance Performance
Best Practice 4 minutes 8 minutes 8 minutes 90%
Acceptable 5 minutes/12
seconds
10 minutes 24
seconds
10 minutes/24
seconds 90%
Suburban: Population density between 500 and 1,000 per square mile Best Practice 5 minutes 8 minutes 10 minutes 90%
Acceptable 6 minutes/30
seconds
10 minutes/24
seconds 13 minutes 90%
Rural: Population density of less than 500 per square mile Best Practice 10 minutes 14 minutes 14 minutes 90%
Acceptable 13 minutes 18 minutes/12
seconds
18 minutes/12
seconds 90%
With NFPA 1710 and 1720 lacking specificity for the various demographics and responses of multiple units, this table provides additional support for performance objectives. Adopting community standards will guide the city and the fire department in meeting future needs. It will also inform and educate the residents and the public about their emergency services and their expectations of the delivery of these services.

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RECOMMENDATION
Establish a community standard delineating the services provided, response protocols, and benchmark objectives for the city's fire protection system.

Turnout Time
Several factors will influence the turnout time for the apparatus, including the station layout. Other factors include stairs, detours to the restroom, a policy for signaling enroute, opening the bay doors, gathering response information, and the personal protective gear that must be donned. In any case, formally establishing turnout time performance objectives provides direction to the employees and establishes their performance expectations. The public also understands and knows what to expect from their fire services.

Numerous national discussions have been about measuring turnout time related to benchmark times. These discussions have centered around the ability of the personnel to safely disengage from non-emergency tasks and move to an emergency response. For example, personnel perform morning apparatus and equipment checks, including starting and running small equipment. The issue is how quickly and safely a chainsaw can be stopped and stowed back on the apparatus.

RECOMMENDATIONS:

Formally establish a baseline performance objective turnout time of 1 minute and 30 seconds for all emergency calls 90% of the time.

The following table illustrates the turnout time for the past three years, derived by combining the last three years of turnout time data using the same filtering mechanisms as previously noted. It is shown as a fractal time ranging from 90% to 70% for emergency medical calls and fire-related calls.

Table 32: MBFD Turnout Time Comparison
90% 80% 70% Benchmark
Turnout Time – EMS 2:42 2:13 1:52 1:30
Turnout Time – Fire 2:33 2:11 1:57 1:30
For the past three years combined, the turnout time for medical calls was 2 minutes and 42 seconds for 90% of the time, and for 80% of the time, the turnout time was 2 minutes and 13 seconds.

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This table illustrates the achievable incremental improvement to the turnout time segment of the response time continuum. For example, improving the 90% fractal time from 2 minutes and 42 seconds to 2 minutes and 13 seconds represents a 10% improvement. Reducing the 90% fractal time to 1 minute and 52 seconds would represent a 30% improvement. Incremental improvements are measurable, and a baseline is provided to measure those improvements.

Recording the time a unit begins its response is a function of the dispatch center and the dispatcher handling the call. The process used in the San Luis Obispo Dispatch Center is for the Unit to notify the dispatcher of the response, and the dispatcher then records or time stamps the enroute time. It is possible for the dispatcher to handle several issues simultaneously, resulting in a delay in recording the enroute time. It is also possible for the unit to delay notifying the dispatcher of the response due to other radio traffic or other issues occurring simultaneously. The times and variances illustrated above are the first step to identifying any issues or problems with how response times and unit performance are captured and reported. The next step is to establish guidelines for accurately capturing the turnout time performance and identify those times when the turnout time is beyond established thresholds. This will allow for evaluating the problem and determining if it is a data issue, an operational issue, or other technical problem. The process will be further refined to improve the reliability of the data.

Improvement to the turnout time component can take several forms. Some departments have installed timers in the station at the apparatus bay doors, indicating the time elapsed since the dispatch was received. This allows the crews to see their turnout time performance instantly, and according to some departments, it has helped to improve their turnout time. Many departments have also encouraged and required the on-duty crews to place their gear at or on the apparatus instead of leaving it in the locker or other location within the station.

RECOMMENDATIONS:

Work with the communications center to ensure adequate procedures and processes for capturing the time stamps.

Install timers in the stations at the apparatus doors to indicate the elapsed time from dispatch.

Post the turnout time performance monthly by shift to allow crews to see their performance.

Create a reporting mechanism for excessive turnout times to allow for evaluation of the cause of turnout time delays.

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Distribution of Resources
As noted, distribution is the measure of getting initial resources to an emergency to begin mitigation efforts. With the advent of GIS technology and improved computer-aided dispatch (CAD) systems, the use of actual travel time is another more accurate measure for the distribution of resources. However, travel time is a time and distance measurement with very few controllable parts, as fire stations are used as stationary points.

In the Community Risk Assessment, the city was divided into the North and South planning zones using the E.G. Lewis Highway as a dividing point. As noted, the North Zone has a higher percentage of the population, but the South Zone has a higher volume of calls. The following table highlights the travel time for emergency calls for service in each zone.

Table 33: Planning Zone Travel Time
All Emergency Calls –
90th Percentile Times 2021 -2023 2021 2022 2023
Travel Time North Zone 6:59 6:50 7:01 7:04
South Zone 5:34 5:30 5:34 5:36
As expected, the travel time for the South Zone is better as the staffed station is located in this zone.

Between the North and South Zones, the roadway network creates a bottleneck. Main Street and Highway 1 are the only two primary thoroughfares between the two zones.

These two roadways run parallel with the pinch point at Atascadero Road. Access points from Highway 1 to some of the residential streets are limited, making Main Street a preferred route depending on the location of the call. Another factor includes any major incident in the Atascadero Road area, which could completely cut off North Zone access.

In fact, flooding in this area is a potential hazard that will affect the delivery of services.

A couple of improvements need to be made to improve service levels in the North Zone.

First, to customize the response to calls for service, the city will need to establish benchmark performance objectives based on the area's demographics. Establishing a 5- minute travel time benchmark performance objective allows the city to plan for future improvements and is the realm of an acceptable travel time. Secondly, establishing an on-duty crew at Station 54 will improve the travel time to the North Zone and ensure service levels are not interrupted should an incident occur at the pinch point. Finally, Station 54 will require significant facility improvements to house an on-duty crew safely.

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RECOMMENDATIONS:

The City of Morro Bay should establish a 5-minute travel time benchmark performance objective for 90% of the emergency calls for service.

Upgrade Station 54 to ensure it can safely accommodate an on-duty crew.

Establish an on-duty crew at Station 54 to improve travel time in the city's northern section and ensure response reliability during flooding events.

Concentration of Resources
Concentration is generally described as the ability of the fire protection system to get the appropriate number of personnel and resources to the scene of an emergency within a prescribed time to mitigate the incident effectively. An effective response force (ERF) is based on the critical task analysis for a specific type of incident. As previously described, an effective response force to a moderate-risk structure fire requires 16 to 17 personnel to arrive on the scene within a prescribed travel time.

As noted previously, with the current staffing model and the availability of mutual aid, establishing an effective response force of 16 personnel is, at best, challenging. Mutual aid is available from San Luis Obispo County Fire Department stations in Los Osos, Cayucos, and San Luis Obispo. These three stations have a minimum staffing of 11 personnel, and with the staffing of 4 personnel in Morro Bay, that only provides a total of 15 personnel. The Fire Chief and Deputy Fire Chief can provide additional staffing as needed, but these positions are not 24-hour positions.

The benchmark performance objective in NFPA 1710 is to have an ERF of 16 personnel arrive within an 8-minute travel time. Previously, in the system performance section, it was noted that none of the structure fires analyzed met the ERF of 16 personnel. The only mutual aid partner that can meet an 8-minute travel time objective is Station 11 in Cayucos with 3 personnel; the other mutual aid partners cannot meet the travel time component. To meet the performance objectives in NFPA 1710, the city needs to increase the minimum staffing from 4 to 13 positions and rely on mutual aid from the Fire Station in Cayucos to form an ERF of 16 personnel. Increasing the minimum staffing per shift means adding 9 positions per shift for a total of 27 positions.

The addition of these positions likely presents a fiscal challenge to the city. As an alternative, several steps can be taken to address the ERF performance challenges. The first step is to address the minimum staffing of the Morro Bay apparatus. Increasing the minimum staffing for the Morro Bay apparatus from 2 personnel to 3 personnel will improve the arrival of an ERF and firefighter safety.

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In April 2010, The National Institute of Standards and Technology (NIST)8 completed studies on the effectiveness and efficiencies of various crew sizes. Their work included numerous laboratory tests and actual field tests. The study used the responses of three engine companies, a truck company, and a commanding officer with an aide for the field tests. They measured and timed twenty-two fire ground tasks using different crew sizes.

The crews arrived at the scene staggered, much like what is common in communities nationwide. The results of their sixty full-scale tests show that four-person crews were, on average, seven minutes faster than two-person crews at accomplishing the fireground tasks.

Further, the four-person crews completed their tasks 5.1 minutes faster than the threeperson crews. The field tests and tasks were performed using a typical one to two-family dwelling. The study concluded that adding a fifth person to the crews did not significantly impact the time on this type of occupancy.

Skidmore College performed another component of the above-noted study9 on the physiological effects of crew size. The average peak heart rates for firefighters on the 1st Engine were above 80% of age-predicted maximums when only two firefighters were deployed. The driver had an average peak heart rate of nearly 90% of age-predicted maximums when only two firefighters were on the Engine. The following table illustrates the average peak heart rates based on the study.

Table 34: Peak Heart Rates based on Crew Size
Driver Officer FF1 FF2 FF3
2 FF's 89% 83%
3 FF's 72% 70% 74%
4 FF's 75% 70% 75% 64%
5 FF's 71% 68% 71% 68% 58%
Note the reduced heart rate between a crew of two firefighters and three firefighters is 17% for the driver and 13% for the officer positions.

The second step is to establish performance benchmarks that address the city's unique needs. Recall that in Appendix A of the NFPA 1710 standard, the authority having jurisdiction (AHJ) is responsible for adopting performance objectives for their public safety services. Using an ERF of 10 personnel and a travel time of 12 minutes provides 8 Robertson, Bill. Report on Residential Fireground Field Experiments. National Institute of Standards and Technology. April 2010.
9 Smith, Denise, Ph. D and Benedict, Ron. Effect of Deployment of Resources on Cardiovascular Strain of Firefighters. April 2010.

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an opportunity for the city to achieve these objectives. The following map illustrates the areas of the city that are within these parameters.

With this staffing model, Stations 53 and 54 are staffed with 3 personnel and takes advantage of all mutual aid partners.

With a reduced effective response force, the focus should be on prioritizing life safety, implementing a defensive firefighting strategy, maintaining effective command, and continuously reassessing the situation are essential components of incident management. Ultimately, coordination and adaptability are crucial for navigating limitations and ensuring the safety of everyone involved.

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Recommendation
Increase the minimum staffing of the Morro Bay apparatus from two personnel to three personnel to improve firefighter safety and the effective response force.

Establish a performance objective of an effective response force of 10 personnel and a 12-minute travel time.

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Performance Objectives
There are two types of performance statements. The benchmark performance statement identifies the goal or target for the delivery of emergency services. The baseline performance statement identifies the actual performance of the fire department. The difference, or gap, between the two, provides the fire department with a measurable objective for improvement.

For purposes of evaluation and analysis, the following times are used in establishing the benchmark performance objectives:

Table 35: Morro Bay Fire Department Performance Objectives Time Component Time Benchmark Performance Benchmark
Call Processing One minute 90% of all emergency calls for service Turnout Time 1 minute 30 seconds 90% of all emergency calls for service Travel Time - Distribution 5 minutes 90% of all emergency calls for service Travel Time - Concentration 12 minutes 90% of all emergency calls for service Emergency Medical Services
Benchmark Performance Objectives
For 90 percent of all urgent emergency medical incidents located in the city, the response time for the arrival of the first Unit on scene, staffed with two firefighter/EMTs and an officer, shall be: 7 minutes and 30 seconds. The first arriving Unit shall be capable of maintaining scene safety, establishing command, evaluating the need for additional resources, conducting initial patient assessment, and initiating basic life support care.

Baseline Performance Objectives
For 90 percent of all urgent emergency medical incidents located in the city, the total response time for the arrival of the first Unit on scene, staffed with two firefighter/EMTs and an officer, is: 8 minutes and 44 seconds. The first arriving Unit is capable of:
maintaining scene safety, establishing command, evaluating the need for additional resources, conducting initial patient assessment, and initiating basic life support care.

Performance Comparison
The following table illustrates the performance of the Fire Department from 2021 to 2023 compared to the performance benchmark objectives.

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Emergency Medical Calls –
90th Percentile Times
Total Response Time 2021 – 2023
Performance
Benchmark
Performance
Baseline
Performance
Gap
Number of
Calls
First Arriving Unit City 7:30 8:44 1:14 4,482
The performance gap noted in the previous table represents the difference between the benchmark and the baseline performance. The time in red is the time over the benchmark.

Fire Suppression Services
Benchmark Performance Objectives
For 90 percent of all urgent moderate-risk structure fire incidents located in the city, the response time for the arrival of the first Unit on scene, staffed with two firefighter/EMTs and an officer, shall be: 7 minutes and 30 seconds. The first in Unit shall be capable of:
conducting an incident size-up, establishing command, requesting additional resources, assigning incoming resources, securing a water supply, providing 500 gallons of water and 1,500 gallons per minute (gpm) pumping capacity, and initiating rescue or fire attack.

For 90 percent of all urgent moderate-risk structure fire incidents in the city, the response time for the arrival of the effective response force (ERF) of 10 personnel shall be: 14 minutes and 30 seconds. The ERF shall be capable of providing 4,500 gpm pumping capability, advancing an attack line and a backup line for fire control, establishing a rapid intervention crew, completing forcible entry, searching and removing victims from harm, providing medical care for the injured, ventilating the structure, securing utilities, and performing salvage/overhaul.

Baseline Performance Objectives
For 90 percent of all urgent moderate-risk structure fire incidents located in the city the response time for the arrival of the first Unit on scene, staffed with two firefighter/EMTs and an officer, is: 9 minutes and 50 seconds. The first in Unit is capable of: conducting an incident size-up, establishing command, requesting additional resources, assigning incoming resources, securing a water supply, providing 500 gallons of water and 1,500 gallons per minute (gpm) pumping capacity, and initiating rescue or fire attack.

For 90 percent of all urgent moderate-risk structure fire incidents in the city, the response time for the arrival of the effective response force (ERF) of 10 personnel is: 42 minutes and 51 seconds. The ERF is capable of providing 4,500 gpm pumping capability, advancing an attack line and a backup line for fire control, establishing a rapid intervention crew, completing forcible entry, searching and removing victims from harm, providing medical care for the injured, ventilating the structure, securing utilities, and performing salvage/overhaul.

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Performance Comparison
The following table illustrates the performance of the Fire Department from 2021 to 2023 compared to the performance benchmark objective.

Moderate Risk Structure Fire Calls –
90th Percentile Times
Response Time 2021 – 2023
Performance
Benchmark
Performance
Baseline
Performance
Gap
Number of
Calls
First Arriving
Unit City 7:30 9:50 2:20 8
ERF Arrival 14:30 43:52 28:51 2
The performance gap noted in the previous table represents the difference between the benchmark and the baseline performance. The time in red is the time over the benchmark.

The Morro Bay Fire Department

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Facility Assessment
The City of Morro Bay currently owns two fire stations within the city limits. The main station (Fire Station 53) is located at 715 Harbor Street and houses all administrative and operational functions of the Fire Department. This station is in excellent condition and can house current personnel and the additional personnel recommended in this study.

Still, it is not located appropriately to effectively serve the northern portions of the City where Fire Station 54 is located. As illustrated in this report's Community Risk Assessment portion, the northern portions of the City can become inaccessible during flooding events, necessitating the need to staff Fire Station 54.

Fire Station 54 is located at 460 Bonita Street and is currently not staffed. It houses a 75’ aerial apparatus, but the overall condition of the facility does not allow it to house fire personnel. It needs significant improvements prior to being a usable location for housing emergency personnel and being utilized for emergency response.

The City retained Hunter Smith Architecture to provide a feasibility study and schematic design services to renovate Fire Station 54. In June 2024, the City received a report from Hunter Smith Architecture regarding options for Fire Station 54. This report provided three (3) options to accomplish the programming needs of the Morro Bay Fire Department.
• Option A: Remodel the facility within the existing footprint. • Option B: Construct a new 2-story facility at the location. • Option C: Construct a new single-story facility at the location.

Cost estimates for the three (3) options ranged from $788,411 to $2,109,949. The architect recommended option B to meet the programming needs of the Department best, but this was the most option provided. After a review of the architectural report, our project team agreed that option B was the best option for the city. Still, understanding the City's financial limitations, option C would effectively house the additional personnel recommended in this report to be located at Fire Station 54 after construction is complete.

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Index of Tables
Table 1: Morro Bay Demographics.........................................................................................................5 Table 2: Authorized and Current Staffing Levels....................................................................................7 Table 3: Probability .............................................................................................................................21 Table 4: Consequence.........................................................................................................................22 Table 5: Impact on the Morro Bay Fire Department..............................................................................23 Table 6: Natural Hazard Probability.....................................................................................................25 Table 7: Atmospheric Hazards Assessment ........................................................................................25 Table 8: Geologic Hazards Assessment...............................................................................................28 Table 9: Language Barriers .................................................................................................................39 Table 10: Health Insurance ...............................................................................................................40 Table 11: Critical Tasks for the Effective and Efficient Control of Structural Fires..............................49 Table 12: Critical Tasks for Hazardous Materials ..............................................................................50 Table 13: Critical Tasks for Initial Wildland Urban Interface Fires ......................................................50 Table 14: Critical Tasks for Technical Rescue Operations .................................................................50 Table 15: Critical Tasks for Effective Patient Care.............................................................................51 Table 16: Risk Score Summary .........................................................................................................52 Table 17: Planning Zones Overview ..................................................................................................56 Table 18: Planning Zone Demographics ............................................................................................56 Table 19: NFPA 1221 Performance Objective....................................................................................62 Table 20: Call Processing Performance.............................................................................................63 Table 21: Turnout Time – Benchmark Performance Objectives .........................................................63 Table 22: Turnout Time Performance................................................................................................63 Table 23: First Arriving Unit – Benchmark Performance Objectives ...................................................64 Table 24: Travel Time Performance ..................................................................................................64 Table 25: Total Response Time Performance - Distribution...................... Error! Bookmark not defined.

Table 26: First Alarm Assignment – Benchmark Performance Objectives..........................................66 Table 27: First Alarm Assignment - Recommended Personnel...........................................................66 Table 28: Travel Time Performance - Concentration ................................ Error! Bookmark not defined.

Table 29: Concurrent Calls....................................................................... Error! Bookmark not defined.

Table 30: Morro Bay Fire Department Performance Objectives................. Error! Bookmark not defined.

Table 31: Peak Heart Rates based on Crew Size....................................... Error! Bookmark not defined.

Table 32: Morro Bay Fire Department Performance Objectives................. Error! Bookmark not defined.

5/22/2025
1 Community
Risk
Assessment
and Standards
of Cover
This report provides a benchmark of
performance based on standards for
an ideal or “perfect” fire service.
1 2

5/22/2025
2 Background
• This was one of the 2023- 2025 City
council goal and short-term actions. • RFP issued November 2023 • Project kickoff meeting April 2024
• Evaluates Fire and Police services
• Final report for Fire received on Feb 11,
2025
• Report still being completed by vendor for
Police evaluation
• A previous report was done in 2004 that
led to creation of Measure “Q”to fund
public safety needs.

Community Risk Assessment
Identifying
hazards
Analyzing
vulnerabilities
Evaluating
capacities and
resources
Risk analysis Developing
strategies
Implementation
and monitoring.
3 4

5/22/2025
3 Scope of
work
• Response capabilities. • Response time analysis. • Resource locations. • Available resources to serve the city. • Staffing and workforce.

Sections of the
report
Introduction and Executive summary
Fire Department Organization
Community Risk Assessment
Evaluation of Deployment and Performance
Deployment Improvement Opportunities
Performance Objectives
Facility assessment
5 6

5/22/2025
4 Findings of the report • Establish a community standard delineating the services provided, response protocols, and benchmark objectives for the city's fire protection system.  Response protocols and benchmark objectives are established in Lexipol policy manual, SLO EMSA Protocols, and standard performance evolutions. • Formally establish a baseline performance objective turnout time of 1 minute and 30 seconds for all emergency calls 90% of the time.  Departmental policy was adopted on 9/10/2024. 1 minute or less 90% of the time for EMS incidents and 1minute 20 seconds or less for non-EMS incidents. Policy 306.3 • Work with the communications center to ensure adequate procedures and processes for capturing the time stamps.  Upgraded mobile data computers to allow for electronic capture of timestamps improving accuracy.

We have identified discrepancies in data collection and are working with the dispatch center to address.

Additional findings
• Install timers in the stations at the apparatus doors to indicate the elapsed time from dispatch.
• Evaluating cost of upgrading the existing station alerting system, this would be included with new system.
• Post the turnout time performance monthly by shift to allow crews to see their performance.
• We review response times during monthly officers’ meetings. • Create a reporting mechanism for excessive turnout times to allow for evaluation of the cause of turnout time delays.
• We utilize the daily log and email from crew members to notify administration of unusual response situations.
7 8

5/22/2025
5 Findings
continued
• The City of Morro Bay should establish a 5-minute
travel time benchmark performance objective for 90%
of the emergency calls for service. • Meeting this standard requires the second fire station to be staffed due to the distance from primary station
• Upgrade Station 54 to ensure it can safely
accommodate an on-duty crew.  Conceptual drawings and cost estimates have been completed. Options and feasibility are being evaluated. • Establish an on-duty crew at Station 54 to improve
travel time in the city’s northern section.  Requires the addition of 2 full-time positions to fully staff a second station. If second station was operational, we could operate it with current staffing levels initially to improve service.

Response
time coverage
possible.
9 10

5/22/2025
6 Staffing recommendations • Increase the minimum staffing of the Morro Bay apparatus from two personnel
to three personnel to improve firefighter
safety and the effective response force.

Current staffing is 4 firefighters daily increasing to 5 in the summer with Seasonal Firefighters. • Establish a performance objective of an effective response force of 10 personnel
and a 12-minute travel time.

Meeting this guideline would require 6 firefighters
daily plus mutual aid
Questions?
11 12