Paso Robles City Council
December 16, 2025

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 40 Aircraft Rescue and Firefighting Incidents
Low ARFF Risk Incidents
A single ARFF unit is capable of managing a low-risk ARFF incident. These incidents, which require an Alert 1 response, involve standbys such as a medevac flight, refueling operations for aircraft with non-ambulatory passengers, or small aircraft on the ground with minor operational issues. The standby may occur either in the station or within the airport operational area. The following figures identify the critical tasks required to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.

Figure 48: Critical Task Analysis—Low ARFF Risk
Task Description Personnel
Needed
Command 1
Fire/Rescue Standby 3
Effective Response Force: 4
Figure 49: Alarm Assignments—Low ARFF Risk Incident
Unit Description
PRFD Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Fire Unit 1 3
Battalion Chief 1 1
Totals: 2 4 Totals
Staff Available: 4 4
Staff Needed: 4
Deficiency: NONE 0
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 41 Moderate ARFF Risk Incidents
A moderate ARFF risk is considered an enhanced Alert 1 that includes all of the airport’s frontline apparatus and staffing. These are staged standbys for in-flight aircraft with mechanical or instrument deficiencies that do not normally affect the aircraft’s ability to land safely. Examples may include a feathered propeller on a multi-engine aircraft, an overheated engine, low oil pressure, or minor ice buildup. The following figures identify the critical tasks required to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.

Figure 50: Critical Task Analysis—Moderate ARFF Risk
Task Description Personnel
Needed
Command 1
Safety 1
Fire Attack Group Standby 6
Rescue Group Standby 3
Crash Truck Ops 2
Water Supply 2
Effective Response Force: 15
Figure 51: Alarm Assignments—Moderate ARFF Risk Incident Unit Description
PRFD Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Fire Unit 3 9
Battalion Chief 1 1
Totals: 4 10 1 2 Totals
Staff Available: 10 2 12
Staff Needed: 15
Deficiency: -3
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 42 High ARFF Risk Incidents
This is an Alert 2 (less than nine people) or an Alert 2A (nine or more people) and is considered a full airport response. This type of emergency involves in-flight aircraft with an operational defect that affects normal flight operations and creates the potential for an aircraft accident. Examples include the loss of an engine, interior smoke or fire within the aircraft, malfunctioning landing gear, or low hydraulic pressure. Additional support agencies are assigned to the incident, including law enforcement, EMS, and airport operations staff. The following figures identify the critical tasks required to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.

Figure 52: Critical Task Analysis—High ARFF Risk
Task Description Personnel
Needed
Command 1
Safety 1
Fire Attack Group Standby 6
Rescue Group Standby 3
Crash Truck Ops 2
Water Supply 2
Effective Response Force: 15
Figure 53: Alarm Assignments—High ARFF Risk Incident
Unit Description
PRFD Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Fire Unit 3 9
Battalion Chief 1 1
Totals: 4 10 1 2 Totals
Staff Available: 10 2 12
Staff Needed: 15
Deficiency: -3
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 43 Maximum ARFF Risk Incidents
This is an Alert 3A (nine or more people) and is considered a full airport response supported by off-site fire suppression apparatus and staffing. This type of emergency involves in-flight aircraft that has been involved in an accident on or near the airport. Additional support agencies are assigned to the incident, including law enforcement, emergency management, EMS, and airport operations staff. The following figures identify the critical tasks required to mitigate the incident, the Effective Response Force, and the assigned resources for this incident type.

Figure 54: Critical Task Analysis—Maximum ARFF Risk
Task Description Personnel
Needed
Command 2
Safety 1
Operations Section 1
Fire Attack Group 12
Rescue Group 12
Triage Group 12
Basic Life Support 9
Advanced Life Support 15
Transport Group 1
Staging 1
Effective Response Force: 66
Figure 55: Alarm Assignments—Maximum Fire Risk Incident Unit Description
PRFD Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Fire Unit 3 9
Battalion Chief 1 1
Totals: 4 10 1 2 Totals
Staff Available: 10 2 12
Staff Needed: 66
Deficiency: -54
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 44 Community Expectations & Performance Goals
While NFPA 1710 provides a nationally recognized benchmark for fire department response times—one minute for turnout and four minutes for travel time for the first arriving engine company—it may not be fully applicable or achievable in all jurisdictions due to varying local conditions. The standard is designed with urban or suburban departments in mind, where dense populations, compact infrastructure, and relatively short distances between fire stations and incident locations allow for faster response. However, many communities— particularly rural or geographically large jurisdictions—face considerable challenges that render strict adherence to NFPA 1710 unrealistic.

Factors such as long travel distances, limited road access, traffic congestion, sparse station distribution, and reduced staffing can impact a department’s ability to consistently meet the four-minute travel time. Additionally, budget constraints may hinder the capacity to construct new stations or increase staffing to address performance gaps. In these situations, local governments and fire departments might adopt modified time standards based on a risk-based and data-driven approach, which considers local geography, call volume, population density, and community expectations. These tailored standards may involve longer travel times but deliver appropriate service levels, particularly when complemented by public education, early notification systems, and community risk reduction strategies.

While NFPA 1710 serves as a valuable goal and reference point, its application must be balanced with the realities of each jurisdiction. Communities benefit the most when time standards are evidence-based and achievable, ensuring that resources are used efficiently while maintaining public trust and safety.

Fire departments throughout the United States establish risk zones based on risk and population density. Risk or “demand” zones provide a more accurate picture of service delivery performance. This may be especially relevant for fire departments such as PRFES that respond to diverse areas.

The following two figures—though not explicitly aligned with NFPA 1710—are presented as examples of response performance goals based on population and risk response zones.

The first example is the “first due” response of a single unit utilizing the industry's best practice response time metric, from when the call is received at 911 until arrival on scene at the 90th percentile.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 45 Figure 56: Example of a First-Due Single-Unit Response Standard Density Description Response Time Goal
Urban Greater than 1,000 persons/square mile 6 minutes or less at 90% Suburban 500–1,000 persons/square mile 9 minutes or less at 90% Rural/Undeveloped Less than 500 persons/square mile 12 minutes or less at 90% The following example represents the first-alarm response to a moderate-risk structure fire, utilizing the industry-best-practice response time metric.

Figure 57: Example of a First Alarm Response (3 Engines, 1 Ladder, & 1 BC) Density Description Response Time Goal
Urban Greater than 1,000 persons/square mile 9 minutes or less at 90% Suburban 500–1,000 persons/square mile 12 minutes or less at 90% Rural/Undeveloped Less than 500 persons/square mile 14 minutes or less at 90% PRFES is currently not meeting the NFPA 1710 goal of 6 minutes, 20 seconds for the first unit arriving on the scene. The data in the following figure is from the performance section of the report that provides the total response time for the first arriving unit at the 90th percentile.

Figure 58: First Arriving Unit Total Response 90th Percentile Incident Type First Arriving Unit Total
Response Time (mm:ss)
Fire 9:44
Medical 8:17
Other 9:25
Establishing response standards and performance goals should be viewed as a strategic planning tool for community loss control. PRFES is encouraged to initiate the process of developing response standards that can align with their ability to meet, and ultimately improve, response times.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 46 Community Survey Summary
As part of its commitment to community-driven planning, the City of Paso Robles partnered with AP Triton to conduct a public safety survey focused on Fire, Emergency Medical Services (EMS), and Police services. The survey was inclusive, anonymous, and offered in both English and Spanish to ensure broad accessibility. A total of 458 responses were received, yielding a statistically valid confidence level of 95% with a margin of error of ±4.6%, based on the population count of the community. This means the results are highly representative of the broader community’s views and provide reliable insight into public perceptions and priorities. The results offer a meaningful snapshot of community perceptions, expectations, and priorities that will directly inform departmental planning, resource allocation, and service delivery.

The findings indicate high levels of public satisfaction with the City’s Fire and EMS services, with over 90% of respondents expressing positive views. Respondents frequently praised the professionalism, responsiveness, and community presence of fire and EMS personnel.

When asked to identify their top public safety—fire, EMS, and law enforcement—priorities, residents consistently pointed to wildfire prevention and preparedness, improved staffing levels, and enhanced traffic enforcement. These priorities align with regional public safety concerns and underscore the community’s interest in both effective emergency response and proactive risk reduction strategies.

Overall, the results demonstrate that the community values its public safety agencies and supports ongoing efforts to improve service delivery. The feedback provided is constructive and forward-looking, offering clear insights to help guide departmental planning and resource decisions. A full summary of the survey results, including quantitative findings and analysis of open-ended responses, is provided in a separate document.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 47 Financial Review
This review provides a comprehensive financial assessment of Paso Robles Fire and Emergency Services (PRFES) from FY2020 through FY2024. The evaluation includes operational and capital funding trends, the impact of Measure J-20, and an analysis of future fiscal risks and sustainability considerations. Based on available data and reports, PRFES has demonstrated sound fiscal management. They have stabilized operations through diversified funding sources and moved forward on critical infrastructure projects.

Reliance on a temporary funding mechanism introduces future vulnerability that warrants proactive fiscal and operational planning.

Five-Year Financial Overview—FY 2020–2024
Over the past five fiscal years, PRFES has operated with a stable annual budget.

Operational expenditures primarily support personnel costs, emergency response operations, wildfire mitigation efforts, and regulatory compliance. This is supplemented and stabilized by additional revenues, allowing for investment in additional projects and programs that do not necessary require ongoing funds in the same way that personnel costs do.

Figure 59: Operating Expense (FY2020–FY2024)
Expenses 2020
Actual
2021
Actual
2022
Actual
2023
Actual
2024
Actual
Salaries & Wages 4,256,570 5,039,087 5,595,824 5,838,672 6,560,370 Benefits 1,805,769 1,916,204 2,101,511 2,476,402 2,750,588 Total Salaries & Benefits: 6,062,339 6,955,291 7,697,335 8,315,074 9,310,958 Supplies 1,249,465 1,101,439 376,588 720,026 675,026
Services 77,675 127,408 72,742 82,111 106,864
Total Recurring Expenses: 1,327,140 1,228,847 449,330 802,137 781,891 Improvements 184,270 168,287 174,334 388,081 285,475
Total Non-Recurring Expenses: 184,270 168,287 174,334 388,081 285,475 TOTAL EXPENSES: 7,573,749 8,352,425 8,320,999 9,505,292 10,378,324 The department maintains a healthy ratio of personnel to materials expenses within its operating budget. Capital investments are managed through the City’s Capital Improvement Program; this includes major facilities investments, technology equipment, and vehicles/apparatus.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 48 During FY2020 and FY2021, the department relied heavily on the General Fund and grants without other significant sources of revenue. Notable activity during this time included riverbed fuel management programs partially funded by CAL FIRE grants, and the addition of SAFER grant-funded personnel to staff Station 3. By FY2023–24, the department began to invest monies collected through Measure J-20. Throughout these years, the department continued fee-based cost recovery for plan reviews and fire inspections.

Revenue sources currently include General Fund allocations, inspection and service fees, development impact fees, Measure J-20 sales tax, and targeted grants from state and federal agencies. Fire Services revenues fluctuate significantly year-over-year; this source of revenue is primarily reimbursements through the state for assistance on mutual aid incidents. These revenues are not budgeted as part of the department’s operating expense; if PRFES personnel are needed, they are deployed, and the associated personnel costs and backfill overtime are subsequently reimbursed.

Figure 60: Non-Recurring Revenue (FY2020–FY2024)
Revenue 2020
Actual
2021
Actual
2022
Actual
2023
Actual
2024
Actual
Federal Grants 502,352 634,955 564,702 303,300 422,430
State Grants — — — 87,260 29,540
County Grants 29,159 37,039 4,454 4,115 —
Total Grants 531,510 671,994 569,156 394,676 451,970
Fire Inspections 60,908 37,470 2,150 75,601 196,335
Fire Services 517,129 1,144,346 1,038,568 685,286 745,921 First Responder Fee 96,428 98,589 100,509 104,782 108,192 Weed Abatement 3,484 — 2,506 — —
Total Service Fees 677,949 1,280,405 1,143,733 865,669 1,050,448 Other Revenues 1,959 51,450 33,300 54,498 125,807
Total 'Other’ Revenues 1,959 51,450 33,300 54,498 125,807

TOTAL NON-RECURRING
REVENUE 1,211,418 2,003,848 1,746,189 1,314,843 1,628,225 Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 49 Impact of Measure J-20 on Fire and Emergency Services Measure J-20 was approved by voters in 2020 and is a one percent supplemental sales tax prioritized by the City Council for essential city services, particularly public safety and roads.

Since its implementation, Measure J-20 has been instrumental in supporting the operations of Station 3 and strengthening the financial foundation of PRFES to move forward on longdeferred capital projects. This includes a $5 million investment in a Fire Training Tower and Facility, scheduled within the current Capital Improvement Plan. With regard to Station 3, allocations from J-20 revenues support the positions originally funded by the 2020 SAFER grant. Measure J-20 will also assist with the build-out of Station 3, converting existing dormitory areas into back-up EOC and building separate living quarters elsewhere on the property. Without Measure J-20, this would not have been possible within current General Fund constraints. All revenues from J-20 are independently audited and overseen by a citizen advisory committee.

Future Financial Risks and Sustainability Considerations Despite strong fiscal stewardship and capital progress, PRFES faces three primary financial risks that could impact service delivery in the next 5–10 years:
• Expiration of Measure J-20:

The most significant long-term concern is the scheduled expiration of Measure J-20 in 2031. In the current biennium, J-20 is budgeted to contribute approximately $13.5 million annually to the City in both FY25 and FY26. It supports 18% of the City’s authorized positions, which in PRFES includes 16 and 23 FTE in fiscal years 2025 and 2026, respectively. Absent renewal or replacement, the department could face an abrupt funding gap impacting both operations and capital projects. There is precedent for support of such measures (recent continuation of Measure E-12, as well as passed similar measures in surrounding communities), and transparent financial stewardship of the current supplement tax supports the future success of a replacement.
• Rising Personnel and Equipment Costs:

Continued growth in wages, benefits (including CalPERS obligations), and the cost of specialized fire apparatus may outpace general revenue growth. PRFES must plan for incremental cost increases that could strain future budgets without proper planning. Additionally, a fee schedule review should ensure cost recovery for services as applicable.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 50 • Dependence on Intermittent Grant Funding:

While successful in securing state and federal grants, PRFES remains partially dependent on these one-time revenue streams for major mitigation and prevention programs. The unpredictability of grant cycles may complicate long-range planning in these critical programmatic areas.

To address these risks, the City should consider adopting a multi-year public safety funding plan with built-in contingencies for rising costs, implementing fee structure reviews to ensure full cost recovery for all eligible services, and actively engaging the public on the extension or replacement of Measure J-20 before 2031.

Tourism and its impact on City revenues present unique opportunities and significant vulnerabilities. A continued increase in tourism and tourist activity could provide a significant boon to City revenues through taxable sales and lodging taxes associated with visitors. Transient Occupancy Tax (TOT) is anticipated to provide increased revenues over the next two years as rates go up and new developments come online. Increases to TOT over the last decade have been supported by voters, which is unsurprising as this revenue source for city services is effectively outsourced to visitors.

While development centered around tourism may drive additional revenue in impact fees and transient occupancy tax, a season plagued by an environmental issue like a major wildfire incident could cripple sales revenue and shift the burden of TOT to hoteliers rather than visitors. Maintaining its robust reserves and continuing to invest in prevention and mitigation will help preserve the City’s current solid financial standing.

Paso Robles Fire and Emergency Services has demonstrated a high degree of fiscal responsibility and operational readiness over the past five years. Through stable General Fund support, targeted fee recovery, and strategic deployment of Measure J-20 revenues, the department has maintained high service levels while advancing critical infrastructure.

As the department looks ahead, it will be essential to plan for the expiration of temporary funding sources, control personnel costs, and maintain a diversified funding portfolio. Early action in these areas will help preserve the department’s long-term financial resilience and operational excellence.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 51 Capital Facilities & Equipment
Effective fire and emergency medical services depend on three core capital resources:
well-equipped facilities, reliable apparatus and vehicles, and appropriately trained personnel operating with the right tools. Regardless of the skill or size of its workforce, the Paso Robles Fire and Emergency Services Department cannot fulfill its mission without the necessary infrastructure and equipment to support emergency operations.

This section of the report focuses on the department’s critical capital assets—facilities, apparatus, and emergency response vehicles—and provides an assessment of each in the following subsections.

Fire Station Features
Fire stations are a foundational component in the delivery of emergency services. Their location directly influences response times—often determining whether a fire is contained to a single room or spreads throughout a structure, or whether a patient survives a sudden cardiac arrest.

Beyond location, fire stations must be designed and equipped to support the operational and human needs of the organization. A well-functioning station must not only house apparatus and equipment but also serve the personnel who live and work there.

To ensure facilities are adequate in both size and function, station activities and features should be closely evaluated. Essential components often include:
• Residential living space and sleeping quarters for on-duty personnel (all genders) • Bathrooms and showers (all genders)
• Training, classroom, and library areas
• Kitchen facilities, appliances, and storage
• The housing and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Firefighter fitness area
• Public meeting space
As part of this evaluation, AP Triton asked PRFES to assess the condition of its fire stations using standardized criteria (described in the following figure). The results of these selfassessments are presented in the subsequent figures.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 52 Figure 61: Criteria Utilized to Determine Fire Station Condition Excellent
Like-new condition. No visible structural defects. The facility is clean and well-maintained. The interior layout is conducive to function with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building’s purposes. Age is typically less than ten years.

Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear on the building interior.

The roof and apparatus apron are in good working order, absent any significant full-thickness cracks, crumbling of the apron surface, or visible roof patches or leaks. Building design and construction match the building’s purposes. Age is typically less than 20 years.

Fair
The building appears structurally sound with a weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear but flows effectively to the apparatus bay or offices. Mechanical systems are in working order. Building design and construction may not match the building’s purposes well. Shows increasing age-related maintenance but with no critical defects. Age is typically 30 years or more.

Poor
The building appears cosmetically weathered and worn with potential structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling concrete on the apron may exist. The roof has evidence of leaking and has been repaired multiple times. The interior is poorly maintained or showing signs of advanced deterioration with moderate to significant non-structural defects.

Problematic age-related maintenance and major defects are evident. It may not be well-suited to its intended purpose. Age is typically greater than 40 years.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 53 Paso Robles Fire Stations
The following section lists the current PRFES fire station inventory.

Figure 62: PRFES Station 1
Address/Physical Location: 900 Park Street
General Description:

Station 1, built in 2000, serves as the administrative
headquarters for the fire department. It houses one
Type 1 engine, a Type 1 ladder and a squad. The
station features four drive-through bays and has a
daily staffing of four people. The station is equipped
with fire sprinklers and is in good condition. There
are showers, bathrooms, and sleeping facilities
designated for both genders. The station includes
auxiliary electrical power, an apparatus exhaust
system, and seismic protection.

Structure
Date of Original Construction 2000
General Condition Good
Seismic Protection Yes
Auxiliary Power Yes
ADA Compliant Yes
Number of Apparatus Bays Drive-Through: 4 Back-In: 0 Total Bays: 4 Total Square Footage 15,000 square feet
Facilities Available
Sleeping Quarters Bedrooms: 9 Beds: 9 Dorm Beds: 0
Maximum Staffing Capability 9 (Total no. staff that can be housed at the station) Bathroom/Shower Facilities No. of Bathrooms: 3 Number of Showers: 4 Gender Segregation (Y/N) Bathrooms? Y Showers? Y Bedrooms? Y Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System Yes
Apparatus Exhaust System Yes
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 54 Figure 63: PRFES Station 2
Address/Physical Location: 835 Sante Fe
General Description:

Station 2 was built in 1960 and houses 1 Type-1 and
1 Type-3 engines. It has two bays and a daily staff of
three people. The station lacks fire sprinklers and is in poor condition. It has gender-neutral bathrooms
with showers, bathrooms, and sleeping facilities. The
station has minimal auxiliary electrical power, an
exhaust system for apparatus, and no seismic
protection.

Structure
Date of Original Construction 1960
General Condition Poor
Seismic Protection No
Auxiliary Power Yes—Partial
ADA Compliant Yes
Number of Apparatus Bays Drive-Through: 0 Back-In: 2 Total Bays: 2 Total Square Footage 4,000 square feet
Facilities Available
Sleeping Quarters Bedrooms: 4 Beds: 4 Dorm Beds: 0
Maximum Staffing Capability 4 (Total no. staff that can be housed at the station) Bathroom/Shower Facilities No. of Bathrooms: 2 Number of Showers: 2 Gender Segregation (Y/N) Bathrooms? Y Showers? Y Bedrooms? Y Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes/Yes/No
Safety & Security
Station Sprinklered No
Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 55 Figure 64: PRFES Station 3
Address/Physical Location: 2924 Union Road
General Description:

Station 3, built in 2023, houses an engine, a ladder
truck, and a rescue vehicle. It features four drivethrough bays and has a daily staff of three people.

The station is equipped with fire sprinklers and is in
excellent condition. It includes gender-neutral
showers, bathrooms, and sleeping facilities.

Additionally, the station features an exhaust system
for its apparatus and seismic protection, but it lacks
auxiliary electrical power.

Structure
Date of Original Construction 2023
General Condition Excellent
Seismic Protection Yes
Auxiliary Power No
ADA Compliant Yes
Number of Apparatus Bays Drive-Through: 4 Back-In: 0 Total Bays:

Total Square Footage 6.792 square feet
Facilities Available
Sleeping Quarters Bedrooms: 4 Beds: 4 Dorm Beds: 4
Maximum Staffing Capability 4 (Total no. staff that can be housed at the station) Bathroom/Shower Facilities No. of Bathrooms: 2 Number of Showers: 2 Gender Segregation (Y/N) Bathrooms? Y Showers? Y Bedrooms? Y Exercise/Workout Facilities Yes—On apparatus floor
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes—With the kitchen table
Washer/Dryer/Extractor No
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 56 Figure 65: PRFES Airport Station/CRR Office
Address/Physical Location: 3125 Buena Vita
General Description:

The Airport Station/CRR Office, constructed in 1983,
accommodates the Community Risk Reduction
Office and a small Aircraft Rescue Fire Fighting
(ARFF) truck. It features two bays and employs three
staff members on a daily basis. This facility is nonsprinklered, and is deemed to be in fair condition.

There is a single gender neutral restroom with
shower. The station lacks space to accommodate
sleeping facilities or other needed areas to function
as a 24 hour response station. However, the station
does not have auxiliary electrical power, an
apparatus exhaust system, or seismic protection.

Structure
Date of Original Construction 1983
General Condition Poor
Seismic Protection No
Auxiliary Power No
ADA Compliant Yes
Number of Apparatus Bays Drive-Through: 0 Back-In: 2 Total Bays: 2 Total Square Footage 2,440 square feet
Facilities Available
Sleeping Quarters Bedrooms: 0 Beds: 0 Dorm Beds: 0
Maximum Staffing Capability 0 (Total no. staff that can be housed at the station) Bathroom/Shower Facilities No. of Bathrooms: 1 Number of Showers: 1 Gender Segregation (Y/N) Bathrooms? N Showers? N Bedrooms? 0 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned No
Training/Meeting Rooms No
Washer/Dryer/Extractor No
Safety & Security
Station Sprinklered No
Smoke & CO Detection No
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System No
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 57 Fire Stations Discussion
PRFES operates four facilities with varying ages, conditions, and capacities. Among them, only Station 3 is rated in Excellent condition. Station 1, located within the Public Safety Center, is in Good condition. The Airport/Community Risk Reduction (CRR) Station is considered in Fair condition, while Station 2, the oldest in the system, is rated Poor. Facility ages range from 2 to 65 years, with an average age of approximately 34 years.

Figure 66: Summary of PRFES Station
Station Square
Footage
Apparatus
Bays
Staffing
Capacity
General
Condition
Station
Age
Station 1 15,000 4 4 Good 25
Station 2 4,000 2 3 Poor 65
Station 3 6,792 4 3 Excellent 2
Airport/CRR Station 2,440 2 0 Fair 42
Station 1 Public Safety Center
Station 1 is integrated within the City’s Public Safety Center and accommodates a threeperson engine company, a battalion chief, and the Fire Department’s administrative offices. The building also houses the Police Department and the City’s Emergency Operations Center (EOC). PRFES has outgrown this facility for many of their administrative functions causing personnel to be housed at offsite locations such as the airport. This modern facility includes full auxiliary power to support all operations and has separate rooms with ventilation for turnout gear storage, although the decontamination room is not pressurized.

The EOC is equipped with dedicated restrooms, showers, and workspaces for logistics, public information, incident command, and operational coordination. It is used regularly by internal and external partners for training and emergency operations.

Station 2 Legacy Facility
Station 2, built in 1960, is the oldest and least functional facility in the system. It lacks drivethrough bays, has limited apparatus clearance, and suffers from significant spatial constraints. While a vehicle exhaust removal system is installed, auxiliary power only partially supports station operations. There is no designated decontamination space, and turnout gear is stored on the apparatus floor, which increases exposure to contaminants during apparatus operation. The building is undersized for current and future needs.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 58 Station 3
Constructed in 2023, Station 3 includes four drive-through bays, sleeping quarters, a kitchen, and a workout area located on the apparatus floor. The facility is designed with expansion in mind. The current layout places sleeping quarters at the far end of the building, which slightly delays emergency response during rest hours. Plans for Phase 2, anticipated in FY 2028, include relocating the sleeping quarters adjacent to the apparatus bay and adding administrative office space for the CRR Division.

The site will also support future multi-functional use. Plans include a 5,000-square-foot support building, administrative offices, a four-story training tower, and a two-sided burn building for live-fire training.

Airport/CRR Station
This facility, built in 1983, houses the majority of the City’s Community Risk Reduction Division and the Aircraft Rescue and Firefighting (ARFF) apparatus. The Community Risk Reduction Division’s location at the airport is due to limited space at the Public Safety Center. One Fire Protection Specialist works out of the logistics office of the EOC due to limited space within the Airport CRR office. The building lacks fire sprinklers, seismic protection, and auxiliary power. It is not intended for overnight staffing and has no sleeping accommodations.

Facility Replacement
Currently, PRFES does not have a dedicated capital improvement fund for fire station replacement or significant renovations. However, planning is underway to implement Phase 2 of Station 3, which will address operational deficiencies and relocate the CRR Division from the airport to a purpose-built space. This expansion is scheduled for FY 2028, aligning with the City's broader infrastructure planning objectives.

Apparatus & Vehicles Fleet Inventories
The City has a fleet replacement schedule. Engines are replaced every 15 years; they serve as frontline apparatus for the first ten years and then remain in reserve for the last five years.

Ladders are replaced after 20 years. The funding for fire apparatus and smaller vehicles is purchased through the public works budget.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 59 The cost of vehicles and equipment has increased dramatically, alongside delivery times, over the past few years due to supply chain disruptions, inflation, technological advancements, regulatory changes, and a tight labor market. Orders must be placed three to four years before the intended replacement date to acquire a fire apparatus. The apparatus must be reliable enough to transport firefighters and equipment quickly and safely to the scene of an incident. Additionally, these vehicles must be appropriately equipped and function effectively to ensure that emergency service delivery is not compromised. For this reason, they are costly and offer limited flexibility in their use and reassignment to other emergency service missions.

As part of this study, Triton requested a comprehensive fleet inventory encompassing apparatus, command, support vehicles, and specialty units. PRFES was asked to evaluate the condition of their apparatus based on the following criteria:

Figure 67: Criteria Used to Determine Apparatus & Vehicle Condition Evaluation Components Points Assignment Criteria
Age: One point for every year of age, based on the in-service date.

Miles/Hours: One point for every 10,000 miles or 1,000 hours Service:
1, 3, or 5 points are assigned based on the service type received (e.g., a pumper would be given a 5 since it is classified as severe duty service).

Condition:
1, 3, or 5 points are assigned to this category that considers body condition, rust interior condition, accident history, anticipated repairs, etc. The better the condition, the lower the assignment of points.

Reliability:

Points are assigned as 1, 3, or 5, depending on the frequency a vehicle is in for repair (e.g., a 5 would be assigned to a vehicle in the shop two or more times per month on average, while a 1 would be assigned if in the shop on average of once every three months or less.

Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement) Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 60 Paso Robles Fire and Emergency Services Department Fleet The following figure lists the current frontline apparatus and other PRFES vehicles.

Figure 68: PRFES Frontline Engines Inventory (2024)
Unit Type Manufacturer Year Condition Features
Engines & Aerials
Engine 8191 Type 1 Pierce 2013 Fair 1,500 GPM/500 Gallons Engine 8192 Type 1 Pierce 2015 Fair 1,500 GPM/500 Gallons Engine 8163 Type 3 Pierce 2022 Excellent 1,000 GPM/500 Gallons Truck 8141 Type 1 Pierce 2000 Fair 1,500 GPM/300 Gallons Figure 69: PRFES Specialty Apparatus
Unit Manufacturer Year Condition Features
Trucks/Ladders
ARFF 8153 Ford 1999 Good F-350
Medic 1 Kawaski Mule 2016 Good
Rescue 8151 Spartan 2006 Good Heavy Rescue
Squad 8152 Ford 2017 Excellent F-550
Rescue Boat Saturn 2024 Excellent
Figure 70: PRFES Reserve Apparatus
Unit Type Manufacturer Year Condition Features
Reserve Apparatus
8190 Engine Pierce 2002 Fair 1,500 GPM/500 Gallons
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 61 Figure 71: PRFES Command Vehicles
Unit Manufacturer Year Condition
Command Vehicles
8100 Chevrolet 2023 Excellent
8101 Chevrolet 2018 Excellent
8110 Chevrolet 2020 Excellent
8114 GMC 2019 Excellent
8121 Chevrolet 2022 Excellent
8122 Ford 2020 Excellent
8123 Ford 2023 Excellent
8129 Chevrolet 2024 Excellent
8131 Chevrolet 2019 Excellent
8132 Chevrolet 2024 Excellent
8133 Chevrolet 2024 Excellent
Fleet Maintenance
The City of Paso Robles' public works department manages the fire department fleet. The City employs a certified emergency vehicle technician trained to perform specialized maintenance on the fire apparatus, and they maintain records of all maintenance and repairs performed on the apparatus and vehicles. The maintenance facility is located near the public safety complex but will be relocated to the property adjacent to Station 3 when that site is developed.

Capital Equipment
A capital replacement fund for equipment is essential for a fire department because it provides a structured and reliable way to plan for the timely replacement of critical tools and gear, such as turnout gear, SCBAs, hoses, and rescue equipment. Firefighting equipment undergoes heavy use and must meet strict safety standards, so having a dedicated fund ensures that outdated or worn-out items can be replaced before they fail or become unsafe. This proactive approach helps maintain operational readiness, protects firefighter safety, and avoids the financial strain of emergency purchases, all while promoting long-term fiscal responsibility and stability within the department.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 62 In the FY 2026 budget, the city is allocating additional funding to the equipment capital replacement fund for items such as self-contained breathing apparatus (SCBAs), radios, defibrillators, and other high-cost equipment. The additional funding is designed to help with the higher cost of equipment due to recent inflation.

The current replacement capital fund does not include all items, such as radios. The equipment cost has not been updated since the high inflation over the last several years.

Large allocations from the J-20 Fund to the replacement fund are necessary to ensure stability. Vehicles are under the fleet department and funded by the general fund. The J-20 Fund provided the gap from the general fund for vehicle replacement.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 63 Section II:

COMMUNITY RISK ASSESSMENT
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 64 Community Overview
Description of the Community
Risk factors influence the types of services a community provides. Identification of hazards is the process of recognizing the natural and human-caused events that threaten a community. Every community must prepare for and respond to events, including natural disasters like earthquakes, floods, pandemics, and wildfires. In addition, the degree to which a community exhibits certain social conditions, including poverty levels, vehicle access, or the number of individuals in a household, may affect the community’s ability to prevent suffering and financial loss in the event of a disaster. These factors describe community risk.

A community’s risk assessment is based on numerous factors, including socioeconomic status, household composition, minority status and language, population density, housing types, local land use and development, and the geography and natural hazards present throughout the community. These factors affect the number and type of resources— personnel and apparatus—necessary to control or mitigate an emergency. The community’s risk assessment provides relevant information to help public officials and agencies better prepare their communities to respond to emergency events and help them recover faster.

Population & Demographics
According to data from the California Department of Finance, PRFES’s service area has experienced modest population growth over the past decade. Between 2013 and 2024, the population within PRFES’s response jurisdiction increased from 30,702 to 30,907 residents—an increase of just 205 individuals over 11 years, representing minimal overall growth.

Despite the relatively flat citywide population trend, service demand has continued to rise, particularly in the form of fire suppression and emergency medical service (EMS) incidents.

This is due, in part, to the uneven spatial distribution of population growth. Certain areas within the city have experienced accelerated residential development and increased population density, placing a disproportionate demand on fire and EMS resources. With the rise in property values, a large majority of these new residents are retiring to the area rather than attracting young families who cannot afford to purchase here. This retiree population utilizes the 911 system at a much higher rate for EMS-related calls, placing an increased call load on PRFES.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 65 Geospatial analysis shows that higher-density neighborhoods are strongly linked to increased call volumes and greater resource use. This trend highlights the importance of considering both total population and how it is spread out when planning future fire and EMS services.

The following figures depict population trends within PRFES’s service area from 2013 to 2024, emphasizing the importance of a localized, data-driven approach to resource deployment.

Figure 72: Population Trends (2013–2024)
At-Risk Populations and Their Impact on Emergency Services Certain demographic groups within communities need special consideration in emergency planning because they are more vulnerable. According to the United States Fire Administration's National Fire Data Center, some populations face much higher risks of fire-related injuries and deaths. These at-risk groups have higher rates of emergency incidents and often require more resources to respond effectively, adding to the workload for emergency services.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 66 Identified High-Risk Demographic Groups
The National Fire Data Center's comprehensive "Fire Risk in 2019" study identified several demographic categories at substantially higher risk:
• Young Children (Under 5 Years): Limited mobility, inability to respond appropriately to emergency situations, and dependence on caregivers place this group at elevated risk. Young children may be unable to self-evacuate during fires and often require specialized rescue techniques.
• Older Adults (Over 55 Years): Age-related factors including reduced mobility, slower reaction times, and higher prevalence of medical conditions contribute to increased vulnerability. This demographic often requires more complex EMS interventions and evacuation assistance.
• Elderly Adults (Over 85 Years): This subset faces the highest fire mortality risk of any age group, with fatality rates approximately 4 times the national average. Factors include living alone, medication effects, cognitive impairments, and physical limitations.
• Gender-Based Disparities: Statistical analysis reveals gender-specific risk patterns, with males and females showing different vulnerability profiles across age groups and incident types.

Local Demographic Analysis
The 2023 U.S. Census American Community Survey five-year estimates provide vital insights into the prevalence of these high-risk groups in the service area. This demographic data helps allocate resources more accurately and develop targeted prevention strategies to meet the specific needs of vulnerable populations who require emergency medical services and fire protection.

Age
Age significantly impacts fire safety risk, with both the very young and elderly facing elevated dangers. Understanding these demographic vulnerabilities helps inform targeted prevention strategies and resource allocation.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 67 Elderly Population Risks
Adults over 65 face substantially higher fire-related mortality rates—2.6 times greater than the national average. This elevated risk stems from multiple factors. Decreased mobility often limits their escape capabilities during emergencies, while a higher prevalence of cognitive impairments can affect their emergency response. Elderly individuals are also more likely to live alone, which increases their vulnerability in the event of a fire. Their greater susceptibility to smoke inhalation injuries due to respiratory vulnerabilities compounds the danger, as does their higher rates of medication usage that may affect alertness or decision-making. These age-related vulnerabilities directly translate to increased service demands for emergency responders, particularly for medical interventions requiring specialized geriatric care protocols.

Child Safety Considerations
Children under five represent another vulnerable demographic for several interconnected reasons. Their developmental limitations in recognizing danger put them at significant risk, as does their inability to self-evacuate without assistance. Young children typically have limited understanding of emergency procedures and often hide during frightening situations rather than attempting to escape. Their greater vulnerability to smoke inhalation, due to the development of their respiratory systems, further increases the dangers they face during fire incidents.

Recent Progress in Child Safety
Encouragingly, the U.S. Fire Administration's 2018 data shows a 30% decrease in fire-related death risk for children under five over the past decade. This progress is due to several successful initiatives. Enhanced fire prevention education programs aimed at families with young children have been especially effective, along with increased smoke alarm installations in homes with children. Implementing fire safety curricula in schools has helped teach children proper emergency responses. Improved building codes and materials in residential structures have made living environments safer, while more effective public awareness campaigns about household fire hazards have encouraged preventative behaviors among caregivers. These targeted efforts show that evidence-based prevention strategies can significantly reduce age-related fire risks despite inherent vulnerabilities.

The percentage of children under five in Paso Robles is 6.7%, compared to the state's 5.6%.

Adults over 65 are 19.6%, higher than the state average of 15.3%. Those 85 and older are

2.4%, slightly above the state at 1.9%. The following figure shows the percentages of children under five, adults over 65, and those aged 85 and older.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 68 Figure 73: Percentage of the Vulnerable Population by Age Homeless Population
Fire departments face several interconnected challenges when responding to homelessness. One major issue is the high volume of emergency calls, often related to chronic health conditions, substance misuse, or mental health crises. These calls can be frequent and sometimes non-urgent, overloading personnel and resources. Another challenge is the safety risks involved. Homeless encampments are often located in dangerous spots like underpasses, wooded lots, or abandoned buildings. These sites can pose fire hazards such as open flames, flammable materials, or unstable structures.

Firefighters also face health threats from unsanitary conditions, including exposure to human waste, used needles, and infestations.

Coordination is challenging because people experiencing homelessness often lack fixed addresses, making it difficult to track incidents or follow up with care. Fire departments may also find it hard to connect individuals with social services, especially when those services are underfunded or overwhelmed.

The Paso Robles Strategic Plan to Address Homelessness (2024–2027) is a thorough, community-led effort aimed at reducing homelessness through coordinated actions among city departments, regional partners, and service organizations. The plan was developed in response to a growing homelessness crisis in Paso Robles, where over 200 individuals were identified as unsheltered in 2022. It outlines six key focus areas:
• Programs and Services: Establish a dedicated Homeless Services Manager and create a regional collaborative to align efforts.

6.7%

19.6%

2.4%

5.6%

15.3%

1.9%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
< 5 years 65 and Over 85 and Over
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 69 • Behavioral Health: Improve access to mental health and substance abuse services through partnerships and mobile crisis units.
• Education, Outreach, and Training: Increase public awareness, provide life and job skills training, and engage youth to address root causes. • Housing Continuum: Expand emergency, transitional, and affordable housing options by partnering with developers and stakeholders.
• Funding and Resources: Conduct financial assessments, develop budgets, and pursue diverse funding sources, including grants and philanthropy. • Policies and Procedures: Implement sustainable policies to enhance safety, health, and housing stability, particularly in high-risk areas such as the Salinas Riverbed.

The plan emphasizes accountability, with goals to be tracked and prioritized annually.

Initial funding of $200,000 is allocated for staffing and operations, with additional costs to be assessed as implementation progresses.

Gender Disparities
Demographic data reveals significant gender differences in fire-related casualties despite the relatively balanced U.S. population distribution. According to the U.S. Census Bureau, females constitute approximately 51% of the population. Yet, fire incident statistics from 2015 through 2019 demonstrate a disproportionate impact on males, who account for 57% of fire deaths and 55% of fire injuries. This translates to males being 1.3 times more likely than females to suffer fire-related casualties. Fire department reporting indicates alcohol impairment was present in 12% of male fire victims compared to only 6% of female victims—double the rate. This suggests that alcohol consumption may significantly contribute to the higher male casualty rates by impairing judgment, reaction time, and evacuation capabilities during fire emergencies.

Age-Specific Risk Patterns
Age intersects with gender to create specific risk profiles:
• Middle-aged males demonstrate higher mortality rates in intentionally set fires, which may reflect behavioral patterns, occupational exposures, or other social factors. • Elderly females (75 and older) are more susceptible to cooking-related fire injuries than their male counterparts. This likely reflects gender-based differences in household activity patterns and age-related physical limitations.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 70 Comprehensive age data show that the gender distribution of fire casualties varies greatly across different age groups. These patterns highlight the need for developing targeted prevention strategies that address specific risk factors for various demographic groups.

This analysis underscores the significance of fire safety education and prevention programs tailored to address gender-specific risk factors throughout individuals' lifespans. The following figure shows gender percentages by age.

Figure 74: Gender by Age
Age Groups Male Female
Under 5 years 6.8% 5.6%
5 to 9 years 6.2% 6.0%
10 to 14 years 9.1% 6.6%
15 to 19 years 5.7% 6.6%
20 to 24 years 7.8% 6.5%
25 to 29 years 4.1% 7.3%
30 to 34 years 8.4% 7.6%
35 to 39 years 6.4% 7.1%
40 to 44 years 7.3% 6.6%
45 to 49 years 6.1% 6.3%
50 to 54 years 6.5% 6.3%
55 to 59 years 5.6% 6.2%
60 to 64 years 3.9% 5.9%
65 to 69 years 5.8% 5.0%
70 to 74 years 4.5% 4.0%
75 to 79 years 2.4% 2.7%
80 to 84 years 1.5% 1.7%
85 years and over 1.9% 1.9%
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 71 Additional Demographics
Disabilities
Paso Robles shows a higher prevalence of residents with disabilities at 13.1% compared to California's statewide average of 11.3%. Although this 1.8 percentage point difference may seem modest, it represents a significant portion of the community that requires specialized emergency response considerations and accessible services.

The higher-than-average disability rate in Paso Robles may reflect several demographic factors, including an aging population (as disability rates typically increase with age), the community's role as a retirement destination, or local industries that could contribute to higher rates of work-related disabilities. Individuals with disabilities face unique vulnerabilities during emergency situations that require specialized response approaches.

Physical disabilities may prevent or significantly slow self-evacuation from buildings during fires, natural disasters, or other emergencies. Mobility impairments, as well as visual or hearing impairments, and cognitive disabilities each present distinct evacuation challenges that require different assistance methods. Some residents may rely on elevators for mobility, creating particular risks during fires when elevator use becomes dangerous.

The following figure illustrates the percentage of persons with a disability.

Figure 75: Population with a Disability

13.1%

11.3%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 72 Language Barriers
Paso Robles has about 26.9% of residents over age five who speak a language other than English at home, which is notably lower than California's statewide average of 44.1%. While the community is less than the state overall, it still means that more than one in four residents may encounter language barriers during emergencies. This substantial population segment creates important considerations for emergency response and fire prevention efforts, as effective communication can be the difference between life and death during critical incidents.

During active fire incidents, first responders may find it challenging to quickly gather critical information about trapped occupants, medical conditions, or hazardous materials. Clear communication regarding evacuation routes, medical treatment procedures, or safety instructions becomes significantly more difficult when language barriers are present.

Limited English proficiency (LEP) often correlates with a lack of familiarity with standard American fire safety technologies and practices. Many LEP residents may come from countries with different housing construction standards, fire safety technologies, or emergency response systems. While smoke alarm technology may seem straightforward, it includes several concepts that might be unfamiliar: the importance of regular battery replacement, proper placement throughout the home, testing procedures, and appropriate responses when alarms activate. LEP residents may not fully understand these life-saving systems without clear communication in their primary language. Many LEP residents may also be unfamiliar with American emergency services systems, including when and how to call 911, what information to provide, or what to expect from responding personnel.

The following figure shows the percentage of people who speak a language other than English at home.

Figure 76: Language Barriers

26.9%

44.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 73 Poverty & Income
Low wages and inadequate income create cascading challenges throughout communities, significantly elevating the risks of fires and medical emergencies. When individuals and families struggle to meet basic necessities like housing, food, and healthcare, they often face impossible choices that compromise safety and health outcomes. People living below the poverty level are considered at the highest risk, especially when combined with other factors such as education levels, disabilities, or the inability to work. Low incomes affect families with children, lead to lower educational scores, and contribute to mental health issues. The COVID-19 pandemic has adversely impacted these families due to school closures and unavailable childcare. Low income can lead to more significant mental health challenges in the community. A report from the World Economic Forum states that depression and anxiety are nearly three times as likely in people with low incomes.

These economic disparities directly lead to increased demand for emergency services, as residents in poverty more often encounter preventable emergencies due to deferred maintenance, unsafe living conditions, untreated medical issues, and the inability to afford preventive care. Recognizing these economic vulnerabilities allows for more targeted community risk reduction efforts and helps emergency services anticipate higher call volumes in economically disadvantaged neighborhoods.

In Paso Robles, 12.8% of the population is in poverty, higher than the state rate of 12%. The higher poverty levels correspond with lower incomes, and the city's median household income of $93,098 is lower than the state's at $96,334.

The following figure shows the poverty rate.

Figure 77: Poverty Rate

12.8%

12.0%

8.0%

9.0%

10.0%

11.0%

12.0%

13.0%

14.0%
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 74 Persons Without Health Insurance
Populations without adequate healthcare access create significant strain on emergency medical services while experiencing elevated rates of preventable medical incidents. The lack of health insurance disproportionately affects lower-income residents who cannot afford routine medical visits, prescription medications, or preventive care services. When treatable conditions go unaddressed due to cost barriers, they often escalate into acute medical emergencies requiring expensive emergency interventions.

Paso Robles faces a more pronounced version of this challenge, with 9.4% of residents lacking health insurance compared to California's 6.4% statewide average. This 3- percentage-point difference represents hundreds of additional uninsured residents who may delay seeking medical care until conditions become critical, directly increasing demand on emergency medical services and reducing the system's capacity to handle other emergencies efficiently. The following figure provides the percentage of people without health insurance.

Figure 78: Population without Health Insurance

9.4%

6.4%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 75 Education Levels
While educational attainment may not be classified among primary at-risk populations, it remains an important factor in developing comprehensive fire and life safety education programs. Educational levels directly correlate with economic outcomes, as U.S. Bureau of Labor Statistics data indicates that individuals with only a high school diploma earned a median weekly income of $899 in 2023, 40% less than those with bachelor's degrees, who earned $1,493. This income disparity impacts residents' ability to invest in safety measures, maintain safe housing conditions, and access resources that mitigate emergency risks.

Paso Robles has mixed educational achievement patterns, with 87.9% of residents completing high school or higher education, and 21.5% having completed only high school (slightly above the state average). However, only 29.1% of residents hold bachelor's degrees or higher, compared to 36.5% statewide. This educational profile suggests that a significant portion of the community may benefit from tailored safety education approaches that consider varying literacy levels and learning preferences, while the lower rate of higher education completion may correlate with the economic challenges previously identified in the community's poverty and income statistics. The following figure provides information on the levels of education in Paso Robles.

Figure 79: Education Levels

21.5%

87.9%

29.1%

20.4%

84.6%

36.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%
100.0%
High School Graduate
only
High School Graduate
or Higher
Bachelor's Degree or
Higher
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 76 Race and Ethnicity
Race and ethnicity are related yet distinct concepts used to categorize individuals based on different aspects of identity. Race typically refers to a person's association with a broad social group defined by physical traits like skin color, often shaped by societal perceptions.

Examples include classifications such as White, Black, African American, or Asian. Ethnicity, on the other hand, connects to cultural factors like nationality, language, religion, or traditions. It helps identify individuals within specific cultural or ancestral backgrounds, such as Hispanic, Jewish, or Irish. While race is often viewed as a more rigid classification, ethnicity tends to be more fluid, allowing people to identify with multiple ethnic backgrounds and cultural influences.

The following figure shows how race and ethnicity are represented in Paso Robles compared to the state.

Figure 80: Paso Robles Race and Ethnicity
Race and Ethnicity Paso Robles California
White alone 62.0% 70.4%
Black of African American alone 0.3% 6.5%
American Indian & Alaskan Native alone 1.6% 1.7%
Asian alone 3.4% 16.5%
Native Hawaiian & Other Pacific Islander alone 0.1% 0.5% Two or more races 18.9% 4.3%
Hispanic or Latino (of any race) 36.6% 40.4%
White alone, not Hispanic or Latino* 53.3% 34.3%
* White alone, not Hispanic or Latino, are individuals who responded “No, not Spanish/Hispanic/Latino” and who reported “White” as their only entry in the race question.

Data for this table were sourced directly from the U.S. Census QuickFacts page.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 77 Housing Characteristics
Vacant housing units in a community can pose several challenges related to safety and infrastructure. Paso Robles has a relatively low number of vacant structures, but should continue to be tracked and monitored for firefighter safety when responding to them. If not adequately secured, these structures may become entry points for unauthorized individuals, increasing risks for both residents and emergency responders. Insufficient maintenance can lead to structural deterioration, making buildings more susceptible during fires or other emergencies. Vandalism and neglect can further complicate situations for law enforcement and fire departments, creating hazardous conditions that require additional resources.

Fire safety is a critical concern. Data from the NFPA shows that most (79%) fire-related fatalities occur in one—or two-family dwellings or apartments (multifamily dwellings), but only account for 24% of the fires.3 This underscores the importance of keeping housing structures safe, secure, and well-maintained to reduce risks for the community.

Housing Ownership
Homeownership in Paso Robles stands at 60.4%, exceeding the statewide average of

55.8%. This indicates a larger share of Paso Robles residents own their homes compared to the rest of California. The housing market in Paso Robles remains competitive, with homes receiving multiple offers and selling relatively quickly. In April 2025, the median sale price of homes in Paso Robles reached $765,000, reflecting a slight decrease from the previous year.4 Understanding these trends provides insights into housing affordability and accessibility in the region.
3 NFPA Research, Fire Loss in the United States During 2023. 4 https://www.redfin.com/city/5747/CA/Paso-Robles/housing-market.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 78 Figure 81: Housing Ownership
Age of Housing
As buildings age, maintenance costs tend to increase due to wear and tear on structural components. Homes built before 1980, which account for 51% of housing, were constructed before modern smoke alarm installation requirements were widely enforced.

Before 1989, single-station, battery-powered smoke alarms were generally required in homes, but interconnected, hardwired alarms became mandatory in newly constructed residences starting that year.5
Fire sprinklers greatly reduce the likelihood that a small fire in a structure will increase in size.

In 2011, the State of California began requiring all new residential structures to add fire sprinklers. This was not retroactive but serves as a timeline for when it became mandatory for new construction.5
5 Smoke Alarm History, https://forum.nachi.org/t/smoke-alarm-history/24930. 5 https://codes.iccsafe.org/s/CARC2022P3/part-iii-building-planning-and-construction/CARC2022P3-Pt03-Ch03- SecR313.2.

60.4% 55.6%

39.6% 44.4%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%
Paso Robles California
Owner Occupied Renter Occupied
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 79 Introducing these regulations has significantly enhanced fire safety, as smoke alarms provide early warnings that decrease fire-related fatalities. Current building codes require smoke alarms in every bedroom, hallway, and floor of new residential properties to improve protection. Retrofitting older homes with modern smoke alarms is essential for upholding safety standards and minimizing fire risks. The following figure shows the age of housing.

Figure 82: Age of Housing

0.4%
7%
21%
12%
28%
14%
6%
5%
4%
4%

0.8%
6%
11%
10%
15%
17%
13%13%
6%
9%

0.0%

5.0%

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30.0%
2020-
2023
2010–
2019
2000–
2009
1990–
1999
1980–
1989
1970–
1979
1960–
1969
1950–
1959
1940–
1949
1939 or
earlier
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 80 Housing Units
Paso Robles has a notably high percentage of residents living in one- or two-family dwellings, with 81% of the population residing in such housing, compared to the statewide average of 67%. This suggests a strong presence of homeownership in the city. In contrast, the percentage of buildings with 20 or more units is significantly lower, at just 3%, while the state average is 13%. This indicates that Paso Robles has fewer large apartment complexes and a housing landscape that favors single-family homes. Understanding these housing trends can provide insight into the city's residential patterns and the availability of various housing options.

The following figure lists the percentage of housing units by building.

Figure 83: Housing Units per Building
81%
6%
6%
3%
3%

0.9%
67%
5%
6%
5%
13%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1-2 3–4 5–9 10–19 > 20 Mobile
Paso Robles California
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 81 Physical Hazards
All communities are continually threatened by physical hazards daily. Hazards can range from wildfires, earthquakes, flooding from heavy rains, or droughts. Mitigation plans provide public and emergency responders with information to understand the risks and prepare for an event.

A physical hazard is generally described as a natural disaster or weather event that affects the community. The event may last a few hours or extend for a lengthy period, such as a heatwave or drought. The National Weather Service (NWS) issues advisories, watches, or warnings for these hazards when conditions exist or are in the immediate forecast. Based upon previously occurring incidents and the risk assessment, various hazards will likely affect Paso Robles, including fire, extreme heat, drought, and flood. Other hazards present vulnerabilities, but to a lesser extent.

Weather Conditions
The climate can affect Paso Robles year-round and may impact emergency response.

Whether it is a thunderstorm or another weather event, the fire department must respond when requested.

Temperature
The weather conditions in an area can impact the fire department and the entire community throughout the year. When temperatures are high, they affect firefighters during extended incident operations and require rehabilitation to prevent heat exhaustion.

The average high temperatures range from a low of 62°F in December to a high of 96°F in July. While these are the average temperatures, it should be noted that temperatures often exceed 100°F and at times over 110T°F. The following figure provides the average monthly high temperature.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 82 Figure 84: Average Monthly High Temperatures (2013–2024) Paso Robles has a moderate Mediterranean climate with significant seasonal temperature variations that influence fire safety and emergency response patterns. The coldest average monthly low temperature occurs in December at 36°F, while the warmest average monthly low temperature reaches 56°F in July, resulting in a 20-degree difference throughout the year.

These temperature patterns have significant implications for community risk, as cooler winter months typically increase residential heating demands and the associated fire risks from space heaters, fireplaces, and heating system malfunctions. Conversely, the warmer summer temperatures and California's typical dry conditions contribute to heightened wildfire risk periods when vegetation becomes dry and highly flammable. Understanding these seasonal temperature cycles enables emergency services to anticipate varying risk patterns throughout the year and to adjust prevention messaging and resource deployment accordingly.
62 65
69 76
81 91
96 95
91 83
71 62

55.0 60.0

65.0 70.0

75.0 80.0

85.0 90.0

95.0 100.0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 83 The following figure shows the average monthly low temperatures.

Figure 85: Average Monthly Low Temperatures (2013–2024) Heat can impact fireground operations, and when it coincides with high humidity, the temperature can feel significantly higher, necessitating rehabilitation for firefighters. The following figure displays the National Weather Service's Heat Index chart.

Figure 86: National Weather Service Heat Index Chart
37 36
40 43
47 52
56 56
53 45
37 35

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 84 Assessment of Seasonal Wind Conditions
Paso Robles, located in northern San Luis Obispo County, experiences a Mediterranean climate characterized by hot, dry summers and cooler, wetter winters. Wind conditions in the region play a significant role in fire behavior, smoke dispersion, and the potential for rapid wildfire spread, particularly in the Wildland Urban Interface (WUI) zones.

Understanding these seasonal wind patterns is critical for emergency preparedness, response planning, and fire suppression strategies. It is important to note, Paso Robles does not experience the phenomenon known as “Santa Ana Winds” like many areas of Southern California but has its own local wind patterns.

Spring (March–May)
• Typical Conditions: Increasing daytime temperatures and moderate winds. • Prevailing Wind Direction: Winds predominantly from the northwest. • Fire Risk Consideration: As vegetation dries out and seasonal grasses cure, spring winds can contribute to the ignition and spread of grass and brush fires, especially during unseasonably warm periods.

Summer (June–September)
• Typical Conditions: Hot, dry, and calm in the mornings; afternoon breezes. • Prevailing Wind Direction: Winds typically flow from the west or southwest, funneled inland from the coast through the Templeton Gap.
• Fire Risk Consideration: Afternoon wind gusts (10–20 mph) can align with steep terrain and dry fuel beds, increasing fire intensity and rate of spread. Wind-driven fires are most likely to occur during heat waves and red flag conditions.

Autumn (October–November)
• Typical Conditions: Variable wind patterns; potential for offshore flow. • Prevailing Wind Direction: Occasional northeast or east winds due to pressure gradients.
• Fire Risk Consideration: The greatest wildfire threat occurs in fall, when fuels are driest and Diablo-type winds (northeast downslope winds) can develop. These wind events are capable of producing gusts exceeding 30–40 mph, particularly in elevated areas east of Paso Robles.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 85 Winter (December–February)
• Typical Conditions: Cool, with higher humidity and more frequent precipitation. • Prevailing Wind Direction: Variable; often southerly or southwesterly associated with storm fronts.
• Fire Risk Consideration: Wildfire risk is lower due to moist fuels and limited wind-driven events. However, winter storms can bring strong winds capable of damaging infrastructure and downing power lines.

The prevalent winds come from the northwest, as illustrated in the following figure of the wind rose from the Paso Robles reporting station.

Figure 87: Wind Rose
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 86 Topographical Influence
Paso Robles is situated in the Salinas River Valley, surrounded by foothills that influence localized wind patterns. The Templeton Gap—a low-elevation route between coastal and inland mountain ranges—serves as a significant pathway for marine airflow, particularly in summer and fall. Moreover, slope winds in hilly areas can intensify fire spread during both day and night, depending on heating and cooling trends.

Seasonal wind patterns in Paso Robles significantly influence fire behavior, response strategies, and community safety. Wind events—especially during late summer and fall— represent a considerable threat due to their ability to drive rapidly spreading wildfires.

Understanding local topography, seasonal trends, and historical wind behavior is crucial for the fire department’s planning, risk mitigation, and operational readiness.

Figure 88: Average Monthly Wind Speeds (2013–2024)
Drought Conditions
Paso Robles is surrounded by mountainous ridges and hills. It is located 24 miles inland from the Pacific Ocean. The highest elevations in the area are found in the Santa Lucia Coastal Range, where many peaks rise between 2,000 and 3,400 feet above mean sea level.

Substantial ridgelines are spread throughout the western, southern, and eastern parts of the city. The region's Mediterranean climate and coastal influence create moderate temperatures year-round, with rainfall mainly occurring in the winter months.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 87 The City of Paso Robles primarily sources its water from the Paso Robles groundwater basin.

This basin spans approximately 640 square miles in northeastern San Luis Obispo County and is estimated to hold over 26 million acre-feet of water in storage. Over the years, the basin has faced significant declines due to groundwater pumping, with agricultural usage accounting for the largest portion of this demand. Consequently, the State has designated the Paso Robles basin as the highest priority groundwater basin in San Luis Obispo County.

The considerable volume of the basin allows it to continue supplying water through multiple years of drought, although the increased pumping will place additional strain on the stored groundwater resources. The annual average change in groundwater storage from 1981 to 2011 is estimated to be -2,400 acre-feet per year. Until 2015, all water demands in the city were met through groundwater. In 2015, the City of Paso Robles initiated using Nacimiento Project Water.

The drought conditions can significantly impact the city of Paso Robles and its economy due to their negative effects on agriculture and food production. As part of San Luis Obispo County, Paso Robles has frequently experienced drought conditions. Over the last decade, several intense drought periods have occurred, as reflected in the US Drought Monitor (USDM) categories of D4—Exceptional Drought (0-2 percentile) and D3—Extreme Drought (2-5 percentile).

The following figure illustrates the drought conditions in Paso Robles and San Luis Obispo County from 2011 to 2024.6
6 U.S. Drought Monitor website.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 88 Figure 89: Drought Conditions (2011–2024)
The following figure illustrates the current drought conditions for San Luis Obispo County.

Figure 90: Current Drought Conditions (July 1, 2025)
7 7
Ibid.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 89 Wildland Fires
Wildfire is a high significance hazard for the City of Paso Robles. High and very high severity zones nearly surround the city. Fire seasons have grown more prolonged and intense in recent years, testing the city’s firefighting resources. Severe fire weather occurs more than 46 days per year, in and around Paso Robles, using weather factors such as wind, humidity, and temperature. High density of wildland fire ignitions is observable within and adjacent to Paso Robles.

Paso Robles is a Local Responsibility Area (LRA). The city and its surrounding areas experience many fire incidents, some of which are very hazardous. There are high fire hazard severity zones (HFHZs) near Paso Robles. The city faces many of the same hazards present in San Luis Obispo County, which classifies severe storms, high winds, and extreme heat as highly likely in the city (i.e., near 100% probability in the next year). All these hazards contribute to a greater risk in the form of wildland fires, posing economic threats that can disrupt the economy of Paso Robles.

Areas throughout Paso Robles are highly susceptible to large fires, such as the Salinas Riverbed corridor, spread over 680 acres, much of it heavily forested. The bush and dead fuels provide a significant source of fuel. The risk of riverbed fires spreading to the rest of the community is very high. Fires in the riverbed corridor threaten residents, residential and commercial properties, and critical city infrastructure.

The Paso Robles Fire Administration, in particular, takes a proactive stance in managing and controlling both wildland fires and fires in residential areas. PRFES maintains and updates the emergency operations plan while coordinating local response and relief activities within the emergency operations center. PRFES collaborates closely with county, state, and federal partners to support planning and training, as well as to provide information and coordinate assistance.

PRFES provides both hazard awareness and mitigating actions that address causes of fire, containment and fire protection, based on the proper regulations and advance preparations for safeguarding the public health, conservation, and safety to life and property from fire and related hazards.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 90 The wildland fire-prone areas classified as very high Fire Hazard Severity Zones (FHSZ) primarily lie on the eastern and southern sides of the city. These areas must be considered during hazard analysis, emergency fire response, future planning, and mitigation strategies.

One approach is to ensure that development in high fire hazard zones is designed and constructed to minimize the risk from fire hazards while complying with all applicable state, county, and city fire standards. Considering the city's growth and population, augmenting the fire department's capacity in Paso Robles is crucial for effective wildland fire control efforts.

The following figure displays the 2025 CAL FIRE Fire Hazard Severity Zone (FHSZ) Local Responsibility Area Map, which provides the locations of the fire hazard severity zones and the intensity of wildland fires.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 91 Figure 91: Fire Hazard Severity Zones8
8 CAL FIRE, 2025 LRA Fire Hazard Severity Zone Maps website.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 92 Flooding
Based on previous incidents and the risk assessment, flooding is one of the most likely hazards to affect the Paso Robles area. Flood incidents result in structural damage and economic losses. In the city, flooding occurs during heavy rain due to inadequate drainage. The flat geography also contributes to ponding.

Flooding can severely impact agriculture, as well as other commercial and manufacturing activities that drive the city’s economy, highlighting a critical vulnerability. Moreover, it poses risks to infrastructure. Specifically, flooding from the river is a hazard to downtown Paso Robles. Certain areas in Paso Robles are designated as regulated waterways by the Federal Emergency Management Agency (FEMA).

The following figure illustrates the flood risks as per the June 6, 2024, FEMA Flood Map Service Center.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 93 Figure 92: Flood Hazard Zones9
The city is also susceptible to the effects of liquefaction. The areas of Paso Robles that are located on recent alluvium in the low-lying areas adjacent to the Salinas River (or its tributaries) appear to have the highest liquefaction risk.

The mitigation strategy involving construction of better storm drain line to address flooding issues in the downtown area is essential to mitigate this vulnerability. 9 FEMA Flood Map Service Center website.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 94 Earthquakes
An earthquake can cause damage to infrastructure, depending on its severity and location. If roads or highways are damaged, assistance from outside agencies may be delayed, which can impact the community. Other impacts include loss of utilities, damage to buildings, injuries, and loss of life.

There are major faults that pose risks to the City of Paso Robles, including the Quaternary Fault to the east of the city. The city is distant from known, active faults and will experience lower levels of shaking less frequently. In most earthquakes, only weaker, masonry buildings would be damaged. The probability of an earthquake is considered likely, even though to a small degree, in the Multi-Jurisdictional Hazard Mitigation Plan.

Historically, most earthquakes near Paso Robles have originated from movement along the San Andreas fault, located approximately 38 miles northeast of the city limits. Although no large earthquakes greater than Mw 5.0 have occurred recently within the city limits, several relatively significant earthquakes outside Paso Robles have caused damage in the County of San Luis Obispo and neighboring counties.

On December 22, 2003, a magnitude 6.5 earthquake struck near San Simeon, causing severe damage in Paso Robles due to southeastward rupture directivity. The event resulted in two fatalities from a collapsed unreinforced masonry building and highlighted vulnerabilities in local infrastructure, including road buckling and disrupted hot spring flow.

This earthquake, occurring on a previously unknown blind thrust fault, underscores the importance of seismic preparedness and real-time alert systems in enhancing community resilience in Paso Robles.
10 The northern end of the potentially active La Panza fault is located approximately 20 kilometers (12.43 miles) southeast of Paso Robles, near the town of Creston. The northweststriking La Panza fault extends about 75 kilometers (46.6 miles) in length. The Huer Huero fault may be an extension of the La Panza fault and is mapped to trend northwest along Huer Huero Creek, south of Highway 46, although it is not within the current city limits. 10 https://pubs.usgs.gov/publication/70211190.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 95 The only known mapped fault within the City of Paso Robles is the Rinconada fault. This potentially active fault runs through southwestern Paso Robles and crosses Highway 101 just south of Spring Street. A trace of the fault is also identified along Spring Street, correlating to a line of hot springs that once existed in this area but have since been capped and buried. As a potentially active fault, the Rinconada presents a moderate hazard of fault rupture to the city.

The following figure shows the liquefaction susceptibility of Paso Robles city.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 96 Figure 93: Liquefaction Susceptibility11
The following figure provides the earthquake faults and shaking hazard for Paso Robles.12,13 11 USGS Liquefaction Susceptibility, https://earthquake.usgs.gov/education/geologicmaps /liquefaction.php. 12 Ibid.
13 California Geological Survey Earthquake Shaking Potential website.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 97 Figure 94: Earthquake Faults
The earthquake-prone region near major active faults will, on average, experience stronger shaking more frequently. This intense shaking can damage even robust modern buildings; in most earthquakes, only weaker masonry structures would sustain damage.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 98 Critical Infrastructure
Critical infrastructure and key resources (CIKR) explain what is crucial for a community to function in a modern economy. Critical infrastructure is defined as a sector “whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof.” There are sixteen defined Critical Infrastructure Sectors (CIS):14 • Chemical Sector
• Commercial Facilities Sector
• Communications Sector
• Critical Manufacturing Sector
• Dams Sector
• Defense Industrial Base Sector
• Emergency Services Sector
• Energy Sector
• Financial Services Sector
• Food and Agriculture Sector
• Government Facilities Sector
• Healthcare and Public Health Sector
• Information Technology Sector
• Nuclear Reactors, Materials, and Waste Sector
• Transportation Systems Sector
• Water and Wastewater Systems Sector
All these sectors may not be in Paso Robles; each community must determine critical infrastructure locations and develop pre-incident plans for responding personnel.

Other buildings to consider as target hazards could include occupancies with a potential for a significant loss of life, such as places of public assembly, schools, childcare centers, medical and residential care facilities, and multi-family dwellings. Other considerations include buildings with substantial value to the community—economic loss, replacement cost, or historical significance—that, if damaged or destroyed, would have a significant negative impact.
14 Infrastructure Security, Department of Homeland Security.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 99 Target Hazards
A target hazard is a location or facility that poses a risk to the community. The CIKR provides a list of sectors that are critical to a community. Target hazards also include highvalue buildings and historic or cultural sites. Identifying these locations allows a fire department to prepare for potential emergencies and ensure they have the appropriate resources and strategies to prevent, respond, and mitigate risks.

The historic sites in the City of Paso Robles include Bank of Italy (aka Old Bank of America), 1245 Park St., Brewster-Dutra House (aka Moye House), 1803 Vine St., Carnegie Library, City Park, 800 12th St., Paso Robles Almond Growers Association Warehouse (aka Farmers' Alliance Building), 525 Riverside Ave., and the Estrella Adobe Church. The key economic assets include: the downtown corridor, car dealerships, Lowe’s Plaza, Woodland Plaza, Target Center, Airport commercial businesses, and Commerce Road businesses.

The following figure shows the locations of the various target hazards identified by PRFES.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 100
Figure 95: Critical Facilities
Type Number
Airports 1
AM Transmission Towers 1
Centennial Park 1
City Hall 1
College/Universities 1
Day Care Facilities 14
Emergency Medical Services Stations 1
Energy Commission Facilities 2
Fire Stations 4
FM Transmission Towers 1
Local Law Enforcement 1
Microwave service Towers 12
Nursing Homes 2
Power Plants 1
Private Schools 3
Public School 12
Reclaimed Water Facility 1
Senior Center 1
Solar Facility 1
Supplemental Colleges 1
Urgent Care 2
Wastewater Treatment Facility 1
Water Treatment Facilities 1
Total 65
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 101
Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards. Examples include industrial accidents or hazardous chemical releases. Each community should create contingency plans for the specific risks in their jurisdiction. This may include permitting, periodic fire and life safety inspections, and pre-incident planning. These activities are designed to reduce risks and provide on-site visits for fire department personnel.

If a building or facility that stores or produces hazardous materials has been identified, it may require special personal protective clothing and equipment to control or mitigate the event. Locations with hazardous materials on-site for any time during the year exceeding the limits established by the Environmental Protection Agency are required to file Tier II reports. These reports are provided to local jurisdictions, local emergency planning committees, and the State’s Emergency Response Commission as required by the Emergency Planning and Community Right-to-Know Act of 1986, also known as SARA Title III. These thresholds require submission:
• Ten thousand pounds for hazardous chemicals
• Lesser of 500 pounds or the threshold planning quantity for extremely hazardous chemicals
• California requires additional reporting quantities through a five-tier system that authorizes the treatment and storage of hazardous waste PRFES personnel are trained in hazardous materials response, including awareness, operational skills, and technician roles.

The frequency of occurrence of a hazard associated with hazardous materials is categorized as likely, meaning a probability of between 10 and 100% within the next year or at least a one in ten chance over ten years. The potential locations are widespread since various city areas fall within the range of different types of hazardous materials.

Hazardous materials are present in multiple locations throughout the city in diverse quantities, with larger amounts found in commercial and industrial areas compared to others.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 102
The Cal OES Warning Center reports 123 major hazardous materials incidents in the City of Paso Robles from 1994 through October 24, 2018. This constitutes 7% of the hazardous materials incidents reported countywide during the same time frame and averages out to roughly 4.9 incidents per year. On average, only about 6% of reported hazardous materials incidents lead to injuries, fatalities, or evacuations. The city has three EPA Risk Management Plan (RMP) facilities and five CalARP-regulated facilities.

The following figure shows the locations of significant hazardous materials.

Figure 96: Hazardous Materials Locations
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 103
Highways & Roads
Emergency personnel require a transportation network to respond effectively to an incident. A delayed response can happen without a system of interconnected roads and streets. Interconnectivity offers multiple access points to a location if another route is unavailable. Many of the streets in Paso Robles follow a grid system, while others are winding and interspersed with cul-de-sacs that have only one access point.

City streets and county roads are designated for truck routes to serve local shops and regional industries. However, some of the main roads can accommodate heavy-duty trucks. The following figure shows the locations of major roads in Paso Robles.

Figure 97: Major Roads of Paso Robles
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 104
Paso Robles’ major transportation and lifeline facilities are located adjacent to US Highway 101 and Highway 46. Other lifelines include Niblick Bridge, 13th Street Bridge, Highway 46E Bridge, Highway 46W, and G14.

Paso Robles’ main arterial roads are Union Road, Creston Road, N River Rd, S River Rd, Golden Hill Road, Niblick Road, Dry Creek Road, 24th St, and 4th St. The following figure shows the main transit routes of Paso Robles.

Figure 98: Paso Robles Area Road Network and Transit System Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 105
Energy Sector
The ability to provide energy is a necessary component of a thriving community. The community depends on energy sources: electricity generation and transmission systems, fuel distribution and storage tanks, or natural gas pipelines and regulator stations.

Electricity
Pacific Gas and Electric (PG&E) provides electricity to the City of Paso Robles through its electric distribution network of lines, backbone, and local transmission pipelines, and various other facilities.

Several high-voltage electrical transmission lines operated by Pacific Gas and Electric Company pass through or terminate in Paso Robles. In both near-term and long-term summer peak scenarios, the contingencies result in thermal overloads. Reconductoring of the line is planned to achieve the minimum required rating under normal summer and summer emergency conditions, respectively, and to replace any limiting element(s) as needed.

An electrical substation steps down the voltage in the distribution system for residential and commercial users. Emergency responders must exercise extreme caution if an incident occurs at one of these locations. Entry by PRFES personnel to a sub-station would not happen until representatives of PG&E arrive on the scene and give clearance.

PG&E offers energy conservation services for residents and provides specific energy assistance programs for lower-income households. Additionally, PG&E gives rebates for energy-efficient home appliances and remodeling. Rebates are available for cooling and heating equipment, lighting, seasonal appliances, and upgrades such as cool roofs, insulation, and water heaters. These opportunities are open to all income levels and types of housing. PG&E’s Energy Savings Assistance Common Area Measures support energy retrofits of common areas and central systems in multifamily properties through technical assistance, cash incentives, and program coordination for income-eligible, deed-restricted multifamily buildings.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 106
Although not common, PG&E may implement Public Safety Power Shutoffs during red flag warnings. These warnings occur when high winds (> 25 mph or gusts above 45 mph), low humidity, or when PG&E observes an issue preventing a fire from igniting because of power lines causing a spark, even in locations considered at low risk. These shutoffs usually are temporary. PG&E alerts customers before shutting off power, but the customer must sign up for text, phone messages, or email notifications.15
Natural Gas
Natural gas is supplied to the City of Paso Robles by Southern California Gas Company (SoCalGas) through its network of distribution pipelines, local transmission pipelines, and various storage facilities. SoCalGas delivers natural gas in the city via transmission and highpressure distribution lines, which provide service to commercial and residential areas. These lines traverse the region and end within the city. Over the years, natural gas consumption in Paso Robles has increased.

Gasoline
Gasoline is the most widely used transportation fuel in Paso Robles, with the largest percentage of gasoline consumed by light-duty cars, pickup trucks, and sport utility vehicles. The gasoline network includes many stations, tankers, and pipelines. 15 PG&E website: https://www.pge.com/en/outages-and-safety/safety/community-wildfire-safetyprogram/public-safety-power-shutoffs.html.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 107
Air Travel
The City of Paso Robles, for General Aviation, is mainly served by the Paso Robles Municipal Airport and seven other airports within a 50-mile radius. San Luis Obispo (SLO) is the main airport for passenger aviation in the area. The airport is owned and operated by the City of Paso Robles. The Paso Robles Municipal Airport covers a 1,300-acre site located approximately four miles northeast of downtown Paso Robles. Originally constructed in 1943 as the Estrella Army Air Field, the Estrella Field was transferred to the City of Paso Robles in 1973. Since that time, industrial and general aviation development has continued to grow. Due to its proximity to the San Luis Obispo (SLO) County Airport, this airport does not offer passenger service.

There are nearly 500,000 square feet of industrial space in operation at the airport, accommodating almost 40 individual businesses. The number of aircraft based at the airport has increased from 55 at the time of the city's acquisition in 1973 to nearly 200. The airport serves an area of over 2,000 square miles in northern San Luis Obispo and southern Monterey counties.

The airport also hosts a CAL FIRE Air Attack Base, which provides significant fire protection for three counties (San Luis Obispo, Kern, and Monterey) and over 5.8 million acres of wildland. Additionally, it accommodates California Highway Patrol (CHP) fixed-wing and helicopter bases of operation and an EMS helicopter operated by Mercy Air.

Indexing is the process the FAA uses to determine the level of Aircraft Rescue and Firefighting (ARFF) services required at an airport, based primarily on the length of the aircraft and the average number of daily departures. Airports that do not meet the criteria for indexing—typically because they have limited or no scheduled commercial service— are considered non-indexed. The FAA does not require ARFF services at non-indexed airports, meaning they are not obligated to maintain dedicated firefighting resources under federal regulations. Paso Robles Airport currently lacks dedicated full-time or parttime Airport Rescue and Firefighting (ARFF) services. If necessary, an unstaffed ARFF vehicle is stationed onsite and can be deployed by crews from other fire stations. Although ARFF training was offered to PRFES personnel in previous decades, it is no longer part of the department’s regular training curriculum. The airport’s master plan committee is discussing future needs, including any specific responses from PRFES.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 108
There is no official security company under contract to monitor the airport. This presents an opportunity for local law enforcement to increase its presence in the area. The airport is only partially fenced and gated, leaving certain areas—including runways, hangars, and fuel storage facilities—accessible to unauthorized individuals with basic knowledge of the site. At certain times of day, access to these sensitive areas is unimpeded.

While some funding has recently been secured to improve security measures, continued assessment and identification of additional funding sources will be necessary to maintain and enhance safety at the airport. The Airport Master Plan Committee is currently meeting on the future needs of the Airport, including any Fire/Rescue response planned.

The following figure shows the municipal airport area of Paso Robles.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 109
Figure 99: Paso Robles Municipal Airport
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 110
Railways
Paso Robles has a single railroad line: the Union Pacific Railroad. Currently, there is a commuter rail service (Amtrak) in Paso Robles. The Union Pacific Railroad line runs through the city from north to south.

The following figure shows the location of the Union Pacific Railroad west of U.S. Highway 101.

Figure 100: Railway Location
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 111
Dams
When a dam fails, it can cause devastating damage to property, injuries, and loss of life for people downstream. Dam failure involves unintended releases or surges of impounded water, resulting in flooding downstream. The water released from a dam failure poses potential risks of human casualties, economic loss, service disruptions, and environmental damage. While dam failure may involve the total collapse of a dam, this is not always the case; damaged spillways, overtopping due to excessive rainfall, or other complications, including unintended consequences from normal operations, can lead to dangerous situations. Due to the lack of advance warning, failures caused by natural events, such as earthquakes or landslides, may be particularly severe.

There is no dam in the City of Paso Robles. However, the Salinas Dam is located approximately 21 miles southeast of Santa Margarita in San Luis Obispo County. The dam can currently store up to 23,843 acre-feet of water. If the Salinas Dam were to fail, it would flood an area of 1.07 square miles along the Salinas River within the Paso Robles city limits.

The depth of flooding resulting from such a failure is not known. There have been no recorded dam failures affecting Paso Robles.

The following figure from the 2019 San Luis Obispo Local Hazard Mitigation Plan shows the dams in the county and the potential inundation in the event of a failure.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 112
Figure 101: Dam Inundation Map16
16 2019 San Luis Obispo County Local Hazard Mitigation Plan.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 113
Water and Sewer Utilities
The City of Paso Robles’ utilities department provides residents with water, wastewater, sewer, and disposal services.

Water
The Utilities Department of the City of Paso Robles provides water services. The department oversees operations and maintains the city’s water supply and distribution system, ensuring the delivery of high-quality water. The City’s water system serves approximately 9,200 residential customers, 800 commercial customers, and 400 irrigation customers.

The City of Paso Robles sources most of its water from the Paso Robles groundwater basin and the Nacimiento Water Project. This basin covers about 640 square miles in northeastern San Luis Obispo County and is estimated to contain over 26 million acre-feet of water in storage. Over the years, the basin has experienced significant declines due to groundwater pumping, with agriculture being the largest water-use sector.

The Nacimiento Water Project, launched in 2011, established a 45-mile, $176 million pipeline network to transport water from Lake Nacimiento to multiple San Luis Obispo County communities, including Paso. As a core participant, Paso Robles secured an annual entitlement of approximately 6,488 acre-feet, joined in the project’s planning, shared in construction costs (roughly $74 million of the total, and continues investing in related infrastructure—such as surface-water treatment and recycled water systems—to bolster its long-term water.
17 17 https://www.prcity.com/424/About-Our-Water.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 114
Paso Robles's water system is robustly designed to support both daily needs and emergency demands. The system includes 19 groundwater wells. To ensure adequate pressure across the city's varied topography, the system incorporates six booster stations that pump water to higher elevations and facilitate delivery between pressure zones.

Water is stored in four above-ground reservoirs with a combined capacity exceeding 12 million gallons, providing both operational flexibility and essential reserve for firefighting and peak demand. The water is distributed through an expansive network of approximately 172 miles of water mains, configured in a looped or grid pattern to enhance system reliability, maintain water quality, and ensure high fire-flow capacity. This integrated infrastructure supports over 10,000 service connections, with hydrants strategically placed and maintained to meet fire suppression standards in accordance with the California Fire Code.18
18 https://www.prcity.com/421/Water.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 115
Figure 102: Hydrant Locations
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 116
Wastewater/Sanitary Sewer Management
The City of Paso Robles Wastewater Division provides sanitary sewer services to residents of Paso Robles. It maintains, operates, and repairs the sewer and drainage systems to ensure a safe and clean environment. The Wastewater Division owns and operates 126 miles of sewers and 14 lift stations that collect wastewater from all of Paso Robles and transport it to a wastewater treatment plant at the northern end of town, near the Salinas River.

The City's Wastewater Treatment Plant employs a physical, biological, and chemical process to treat and discharge 2.3 million gallons of wastewater into the Salinas River daily.

In 2016, the City completed a significant upgrade to its Wastewater Treatment Plant, introducing a Biological Nutrient Removal process. This new treatment method effectively removes all harmful pollutants from the wastewater and is very energy efficient.

The City is currently preparing to build a significant distribution system to deliver recycled water east to Paso Robles, where it can be safely used for irrigating City parks, golf courses, and vineyards. In 2023, the City completed the construction of a crucial pipeline segment under the Salinas River, with plans to construct the rest of the distribution system, including a pump station, 3.3 miles of additional pipeline, and a 900,000-gallon storage tank. The following figure shows the locations of water storage and treatment facilities.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 117
Figure 103: Water Storage and Treatment Facilities
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 118
The City of Paso Robles owns a landfill and franchises for solid waste (trash) collection and recycling services within the city limits. The city manages a stormwater program to meet state and federal requirements for water that discharges into the Salinas River. The following figure shows the stormwater drainage locations in Paso Robles.

Figure 104: Drainage Locations19
19 City of Paso Robles.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 119
Communications
When an incident occurs, essential facilities to receive and transmit alarm information require a communication center to communicate with emergency responders properly.

Other communications are critical to the community, such as cellular phones, Voice over Internet Protocol (VoIP) telephone systems, or transmission lines from the local telephone company. These systems allow the public to notify emergency services of an incident.

Internet services are essential for the public, commercial establishments, and emergency services to conduct daily business. Whether the internet services are through cellular access or an internet service provider, the failure of these communication systems can significantly impact emergency services and the public.

PRFES provides fire/rescue, fire prevention, hazardous material response, and other emergency services. In an emergency, PRFES uses 911 for communication, and residents can call 911 for the various fire and emergency services or provide information through cellular phones, Voice over Internet Protocol (VoIP), and telephone systems.

PRFES plans and coordinates the Emergency Operations Center's local response and relief activities. It communicates and works closely with County, State, and Federal partners to support planning and training, provide information, and coordinate assistance. PRFES intends to enhance data management and analytical technology to improve administrative and technical capabilities. Its goal is to utilize sophisticated reporting software that will optimize GIS data collection and advanced communication facilities.

The Paso Robles Police Department provides dispatch services to PRFES. They serve as the primary public safety answering point (PSAP) for the city and handle dispatching for the police department. The minimum daily staffing consists of two personnel, who work a combination of 12-hour and 10-hour shifts. If the PSAP needs to relocate or transfer its 911 calls, the San Luis Obispo Sheriff’s Department acts as the backup center.

The following figure shows the communications systems of Paso Robles.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 120
Figure 105: Paso Robles Communications Systems
Governmental Buildings
Governmental buildings are typically located close to their customers to manage proper public services. The buildings are considered a part of the critical infrastructure needed to operate services provided by local, state, or federal government.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 121
Land Use
The concept of land use regulation is to provide attractive social and environmental outcomes to assist in the efficient management of development. Land use for a community is designed to assign a classification for properties within a geographical area generally under governmental control. Zoning areas may vary from one portion of the service area with a mixture of low-, moderate-, and high-risk properties. • Low Risk: Areas zoned for agricultural purposes, open spaces, low-density residential and other low-intensity use.
• Moderate Risk: Areas zoned for medium-density single-family properties, small commercial and office uses, low-intensity retail sales, and similarly sized business activities.
• High Risk: High-intensity business districts, mixed-use areas, high-density residential, industrial, storage facilities, and large mercantile centers.

The City of El Paso de Robles is located in northern San Luis Obispo County, California, approximately halfway between the cities of Los Angeles and San Francisco. It is 19.4 square miles in area and 24 miles inland from the Pacific Ocean. Within the City limits, the Salinas River, U.S. Highway 101 and the Union Pacific Railroad divides the city east to west.

The following figure shows the Paso Robles land use.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 122
Figure 106: Paso Robles Land Use
Paso Robles is surrounded by scenic rolling hills and premier wine regions. Agricultural activities are located both north and south of the city. Paso Robles maintains a small-town feel, enjoying the benefits of a suburban-rural community, with over 200 wineries nearby and a bustling downtown filled with excellent restaurants and quality retail options.

Suburban residential development frames the city on its southern and eastern edges, while lower-density residential areas are found to the north and west.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 123
The City plans for future growth by implementing policies and standards established in its General Plan. The General Plan serves as a long-term, comprehensive framework to direct physical, social, and economic development within the community’s planning area. Paso Robles’ General Plan provides a long-range guide for achieving the City’s goals within its ultimate service area and addressing future population growth.

The area west of the Salinas River comprises the historic core of the City of Paso Robles. This region is fully urbanized and accommodates approximately one-third of the city's residents.

Opportunities for new housing include: (a) infill, primarily by developing additional units on underutilized multifamily-zoned properties, and (b) mixed-use: housing constructed alongside commercial uses. The Uptown/Town Centre has the capacity for infill units on underdeveloped lots or on the same property as commercial buildings in a mixed-use format. The east side area is rapidly nearing build-out. New residential development will occur with the Olsen-South Chandler Ranch and Beechwood Specific Plans located on the eastern and southeastern edges of the city.

Recent changes to California’s ADU laws have significantly expanded the ability of property owners to build Accessory Dwelling Units (ADUs) and Junior ADUs (JADUs), including permitting multiple units per lot, eliminating owner-occupancy requirements, and streamlining approvals. In Paso Robles, these state mandates have led to increased residential density across formerly single-family neighborhoods, contributing to a growing number of housing units—and with it, a higher demand for emergency services. The Paso Robles Fire and Emergency Services Department is experiencing increased call volume as a direct result of more dwelling units per lot, which places added strain on staffing, response times, and resource deployment across the city’s limited fire service infrastructure.20
Increased growth and density in Paso Robles impact how the fire department provides services to the community. The City of El Paso de Robles General Plan 2021–2028 Housing Element addresses development trends and identifies the areas of the city expected to grow the most. The Regional Housing Needs Allocation Plan (RHNA) outlines a 10-year projection period (December 31, 2018–December 31, 2028). 20 https://ahcd.assembly.ca.gov/system/files/2025-03/adu-handbook-update.pdf?utm Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 124
The following figure shows the RHNA goals for the City and Target Housing Unit Distribution.

Figure 107: Regional Housing Needs Allocation (2018–2028) Income Category Dwelling Units
(Target)
Very Low 356
Low 224
Moderate 259
Above Moderate 607
Total 1,446
As shown in the following figures, several major projects are planned or underway to meet the requirements.

Figure 108: Residential Development
Project Units
Olsen/South Chandler Ranch Specific Plan 1,293
Beechwood Specific Plan 911
Uptown/Town Center Specific Plan 929
Borkey Specific Plan (River Oaks 2) 226
North Chandler Ranch 879
Union/46 Specific Plan 134
Figure 109: Hotels and RV Development
Project Rooms
Ava Hotel 151
Marriott Residence Inn 128
Paso Robles Gateway Resort 425
Fairfield Inn 119
Black Oak Lodge 96
Cabernet RV Resort 290 RVs
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 125
Figure 110: Commercial Development
Commercial Development Sq Ft
Paso Robles Boys School “The Landing” 1,700,000
Justin Winery Phase Expansion 250,000
Treanna Winery Expansion 250,000
Stravinski/Daou Campus 300,000
Paso Commons Industrial Park 400,000
Other notable commercial projects include the Barrelhouse Brewery, Beta Motorcycles' U.S.

Headquarters, and Covelop Industrial Park.

The following figure shows the locations of existing buildings that are three or more stories tall and the proposed hotels that meet the same criteria.

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Figure 111: Existing and Proposed Buildings Three Stories or Greater The following figure shows the general area where new development is expected, along with the type.

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Figure 112: Proposed Development Areas and Types
The following figure shows the zoning in the city.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 128
Figure 113: Paso Robles City Zoning
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 129
Physical Assets Protected/Structural Risks
Commercial occupancies or properties are considered target hazards in every community because of the special or unique risks to emergency responders and the occupants during an incident or event. Each of these occupancies should have up-to-date pre-incident surveys completed annually. The surveys allow responders to become familiar with the building, property, and special hazards.

During an incident, these occupancies and facilities should have a current pre-incident plan for PRFES operations personnel. The pre-incident plan informs emergency responders about potential hazards and can help them develop strategies and tactics during an incident.

The suggested interval for updating a fire department's pre-incident plans is typically once a year, or more often if there are major changes to the building, occupancy, or hazards.

This helps keep the plans accurate and useful for emergency response. However, the exact schedule may differ based on local policies, risk levels, and operational requirements.

The ISO offers guidance on pre-incident planning through its Fire Suppression Rating Schedule. According to ISO, pre-incident plans are a vital part of a fire department’s readiness and are assessed during the community’s PPC review. ISO stresses that fire departments should create and keep up pre-incident plans for all commercial, industrial, institutional, and other high-risk properties.

ISO assigns credit for pre-incident planning under Section 570 of the FSRS. To receive full credit, fire departments must:
• Conduct and document pre-incident planning visits.
• Include detailed information such as building layout, fire protection systems, hazardous materials, and access points.
• Update plans regularly to reflect changes in occupancy or structure.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 130
PRFES utilizes Esri’s ArcGIS solution for pre-incident planning. This software solution utilizes a computer or an application for a tablet or phone to collect and enter information for the property, such as the location of utilities or the fire department connection for the fire sprinkler system. This solution allows PRFES to use the city’s existing licensing to implement the new process. The software allows the user to place symbols on a map of existing city GIS data. The map is imported into Tablet Command and is available when responding to an incident. All target hazards and, ultimately, all commercial buildings should have up-todate pre-incident plans.

PRFES has a robust fire inspection program, but struggles to meet its goal of inspecting businesses annually, except for state-mandated occupancies. NFPA 1730: Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations has a recommended inspection frequency, as shown in the following figure.

Figure 114: NFPA 1730 Inspection Frequency
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical Infrastructure Per PRFES
When buildings are not routinely inspected, life safety violations can go unnoticed. This lack of oversight leaves both code enforcement officials and emergency responders unaware of potential dangers, which can significantly increase the risk to occupants and the public.

A tragic example of this occurred in 2016 with the Ghost Ship fire in Oakland, California. The blaze claimed 36 lives in a repurposed warehouse that had not been inspected for three decades and lacked proper permits. The building was not even listed in the fire department’s record management system, highlighting the devastating consequences of absent or inadequate inspection protocols. The following figure provides an example of the risk and type of occupancy to determine the inspection frequency utilizing the NFPA 1730 recommendations.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 131
Figure 115: Occupancy Risk Classifications Example
Risk Building Code Group Examples
High
A-1, A-2
Nightclubs, restaurants, theaters, airport/cruise ship
terminals
A-3, A-4, A-5 Arenas, museums, religious
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II) B
All government & public buildings, other office
buildings over two stories
E Schools, daycare centers
I-1, I-2, I-3, I-4 Hospitals, assisted living centers, correctional M Strip malls, closed-air shopping malls, big box stores R-1, R-2, R-3
Hotels, motels, dormitories, apartments, board &
care facilities
Special Risk Railroads, interstate highways, airports
(Target hazard) Any building with life safety risk beyond the reach of preconnected hose lines > 200 feet
Moderate
B
Outpatient clinics, general business, offices < 3
stories
F-1
Fabrication or manufacturing of combustible
materials
M Mercantile, free-standing
I-2, R-4 Foster group homes, assisted living homes
S-1
Storage of combustible materials, car repair
facilities, hangars
Low
F-2 Fabrication or manufacturing of non-combustibles
R 1- and 2-family dwellings, foster homes
S-2 Storage of combustible materials
U Barns, silos, and other unclassified buildings
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 132
Educational and Childcare Facilities
Public and private schools and childcare facilities increase risks in any community and require substantial assistance during a significant event, such as a mass casualty or fire response. In the city of Paso Robles, numerous schools and childcare facilities require inspections and pre-incident plans to ensure the property is safe and that emergency responders are familiar with the location and site-specific hazards. PRFES has made it a priority to complete all inspections and pre-plans of public schools annually.

Paso Robles Joint Unified School District, Paso Robles High School, Almond Acres Charter Academy, Designs School of Cosmetology, Lewis Flamson Junior High School, Liberty High School, Virginia Peterson Elementary School, Glen Speck Elementary School, Pat Butler Elementary School, and other schools provide public education. They also offer an adult school and college, career, and technical education program.

Education facilities offer prime opportunities for community engagement, fire and emergency preparedness education, and public safety recruitment. Partnering with local school districts allows fire and law enforcement professionals to make a positive, lasting impact in their communities. Special attention should be given to bridging the information children receive from emergency services professionals at school with the guidance and decision-making of their caregivers at home.

Reflecting the community within police and fire departments can be a challenge.

Embedding emergency services personnel in educational settings offers youth a direct pathway toward careers in public safety—fostering a future workforce that better reflects the demographics and values of the community. These partnerships increase the likelihood of hiring locally and strengthening community representation within the departments.

The following figure provides the location of educational facilities and schools in Paso Robles.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 133
Figure 116: Educational Facilities and School Locations Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 134
Assembly
Gathering large groups of people in a single location or building increases risks in places such as worship, entertainment venues, or eating establishments. Outdoor special events such as street fairs or mass gatherings may require a public safety plan per the California Fire Code. This plan should include emergency vehicle access and egress, fire protection, emergency medical services, public assembly areas, directing of vehicular traffic and attendees, vendor and food concessions, need for law enforcement, fire or EMS personnel, and weather monitoring.

Health Care Facilities
These types of buildings may prevent occupants from leaving without assistance from the staff. These locations may contain medical gases that pose additional risks for emergency responders during a fire, making it essential to complete up-to-date pre-incident plans.

Community Health Centers, Carbon Health Urgent Care, Adventist Health Twin Cities, North County Care, and Los Robles Regional Medical Center provide a range of healthcare services. These facilities offer numerous services, including cardiology, cardiac catheterization, a birth center, vascular care, neurosciences, radiology, oncology, and rehabilitation services.

As people age, additional care may require them to seek a facility that can meet their needs. Depending on their mobility or cognitive conditions, they may need more assistance evacuating the building. Staff should develop plans to evacuate occupants or patients during an emergency. These facilities require enhanced fire protection systems to ensure the safety of occupants, similar to a hospital. Special locking arrangements for areas where patients with dementia or Alzheimer's reside are permitted to prevent them from leaving the facility.

The following figure provides the location of Paso Robles health care facilities.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 135
Figure 117: Care Facilities
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 136
Multi-Family Occupancies
Although multi-family housing experiences fewer fires due to electrical or heating malfunctions, the risk of cooking fires is double that of other building fires. Updated building and fire codes now mandate the installation of residential fire sprinkler systems and interconnected smoke alarms in all bedrooms, hallways, and floors. These fire protection systems are designed to ensure that occupants have enough time to evacuate the building. The following figure illustrates the location of multi-family dwellings or housing units in Paso Robles.

Figure 118: Multi-Family Dwellings/Housing Units
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 137
Existing Buildings Three or More Stories in Height
Structures three or more stories in height require a response of an aerial apparatus with elevated master stream capabilities. The ISO reviews the coverage area for a ladder truck for all buildings within 2.5 miles. A ladder truck may be necessary to access these higher buildings' upper floors or roofs, since most ground ladders cannot reach these heights.

Within PRFES’s jurisdiction, there are 79 buildings that meet this height threshold. The following figures display these buildings.

Figure 119: Buildings Three Stories or More
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 138
Large Square Footage Buildings
Large buildings, such as warehouses, strip malls, and large “box” stores, require greater volumes of water for firefighting and need more firefighters to advance hose lines long distances into the structure. Although the number of large square footage buildings is low, the fire flow may be greater for smaller buildings due to factors such as construction type, proximity to exposures, and the absence of built-in fire protection systems like fire sprinklers.

The following figure, based on data from ISO, illustrates the locations of buildings measuring 50,000 square feet and larger.

Figure 120: Buildings 50,000 Square Feet and Greater
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 139
High Fire-Flow Occupancies
Other buildings may require a higher amount of water to extinguish a fire. These occupancies can present a problem if the needed water is less than what is available from the water supply from hydrants or other water sources.

Figure 121: High Fire Flow Occupancies
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 140
Special Events
The City of Paso Robles is a well-known destination for special events due to its wineries, favorable climate, strategic location, longstanding traditions, and well-equipped event centers. These events attract both local attendees and visitors from outside the region.

While they contribute to the city’s charm and sense of community pride, they also require thoughtful planning and preparedness.

A key component of ensuring public safety during these events is the presence of properly staffed and well-coordinated law enforcement and medical teams. Attendees expect a safe and welcoming environment; visible, organized public safety resources help foster that sense of security.

Special events often exceed the capabilities of standard fire and law enforcement staffing levels. To meet demand, agencies frequently need to increase staffing using off-duty personnel, mutual aid from neighboring jurisdictions, or contracted private sector services.

These events typically require a high degree of coordination among city departments, vendors, and community partners, and often necessitate implementing a formal command structure.

Relying solely on standard on-duty resources to manage these events can strain the city's emergency response capacity and potentially reduce service levels for residents not participating in the event.

Appendix B outlines several recurring special events held throughout the year. Based on each event’s size and complexity, pre-event planning should ensure adequate staffing and coordination to serve both event attendees and the broader community effectively.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 141
Risk Classification
Risk Assessment Methodology
Developing a risk score to identify risks in a community is essential for providing an organization with a framework for creating response protocols for incidents. The Three-Axis Heron model establishes a score by evaluating probability, consequence, and impact factors, assigning a score between 2 and 10 in each category.

Use of the Three-Axis Heron Formula includes the following equation.

The risk is graphically illustrated through a three-axis model as follows:
▪ P = Probability (Y-Axis)
▪ C = Consequences (X-Axis)
▪ I = Impact (Z-Axis)
The following figure summarizes the three-axis risk classification process and how a score is developed.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 142
Figure 122: Three-Axis Risk Classification Process
When developing the score, each of the three scoring components is based on Paso Robles incident data.

A risk score that combines probability, consequence to the community, and impact on the fire department offers a comprehensive way to evaluate the significance of various emergency incident types, including fire, EMS, technical rescue, hazardous materials, wildland-urban interface (WUI), and aircraft rescue and firefighting (ARFF). This scoring typically falls into four categories: low, moderate, high, and maximum risk. A low-risk incident is likely to occur, and if it does, it would have minimal effects on the community and impose little demand on fire department resources.

A moderate risk typically indicates a lower chance of occurrence than and low risk, with limited but noticeable consequences for the community, such as minor injuries or property damage, and a manageable impact on the department's operations.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 143
A high-risk event is unlikely to happen and could result in serious outcomes, including significant injuries, disruption of essential services, or considerable property damage, while putting significant strain on department personnel and equipment.

A maximum-risk scenario is low but extremely dangerous. It can potentially cause widespread harm to the community, including mass casualties, evacuations, or infrastructure failures, and would severely challenge or exceed the department’s operational capacity. This scoring method enables agencies to prioritize preparedness, allocate resources effectively, and customize response plans to address their communities' specific hazards.

An example of a low-risk fire response scoring is based on the likelihood of such an incident occurring. Most low-risk incident types are frequent (occurring multiple times each day), but their consequences for the community and their impact on the city are minimal. The likelihood of a low-risk fire incident in the city is rated as 8 (high), while the consequence is low (2), and the impact is 4. These numbers are input into the formula above to generate a score of 25.92. The score will increase significantly for a maximum risk, even though the likelihood is low (2), because the consequence to the community is rated as 8, and the impact on Paso Robles is the highest at 10, resulting in a score of 59.4.

These scores are designed to inform PRFES about the level of service needed for the community. The likelihood of an incident can impact response times if multiple events happen simultaneously. Even if the risk is low, it will take an apparatus out of service for the response. The higher the score, the greater the risk in the community. Although the maximum risk score available is 122.5, the chance of such an event occurring is low. The following presents a scoring system based on probability, consequence, and impact.

Figure 123: Risk Scoring System
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 144
Probability
Probability is the likelihood of an incident occurring in the community over time. This axis reflects the probability of a particular type of incident occurring (contributing to the risk level). Many factors are considered, including the time of day, location, hazard present, season of the year, building construction and maintenance, demographic factors, and more. It can range from a rare event to one that occurs often. The following figure defines probability categories.

Figure 124: Probability or Likelihood of Occurrence
Score Category Probability or Likelihood
2 Minor Unlikely: < 0.02% of total call volume. Expected to occur very rarely. 4 Low Possible: 0.02%–0.07% of total call volume. Expected to occur rarely.
6 Moderate Probable: 0.07%–0.3% of total call volume. Expected to occur monthly.
8 High Likely: 0.3%–2% of total call volume. Expected to occur multiple times per week.
10 Extreme Frequent: > 2% of total call volume. Expected to occur one or more times per day.

Consequence
The consequence of an incident can vary from minor casualties to severe impacts that may destroy historical or major facilities in the community and create a large loss of employment or life. The following figure defines consequence categories.

Figure 125: Consequence to the Community
Score Category Consequence to the Community
2 Minor 1–2 people affected (injuries/deaths) < $10,000 loss. 4 Low < 5 people affected (injuries/deaths) < $500,000 loss. 6 Moderate 5–50 people affected (injuries/deaths) $500,000–$1,000,000 loss. 8 High 51–100 people affected (injuries/deaths) $1,000,000–$5,000,000 loss 10 Extreme > 100 people affected (injuries/deaths) > $5,000,000 loss.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 145
Impact
The third factor in determining the risk is the fire department’s impact and the critical tasks needed to control or mitigate an incident. This includes the number of emergency responders and apparatus available, whether sourced internally or from external agencies.

It assesses the department’s ability to respond to a given risk or incident while delivering services to the other parts of the city. The following figure defines impact categories.

Figure 126: Impact on Operational Forces
Score Category Impact on Operational Forces
2 Minor ≥ 90% Remaining Apparatus/Crews
4 Low ≥ 75% Remaining Apparatus/Crews
6 Moderate ≥ 50% Remaining Apparatus/Crews
8 High ≥ 25% Remaining Apparatus/Crews
10 Extreme < 25% Remaining Apparatus/Crews
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 146
Fire Response
PRFES is the primary provider for mitigating fire-related incidents. These range from low-risk incidents, such as a vehicle fire, to a maximum-risk incident involving a school fire. Fire risks for a vehicle fire are considered low compared to a maximum risk for a school that houses students. This scoring is applied to four different categories of fire incidents in PRFES’ response area to provide staffing needs to meet critical tasks on the fire ground. The following figures provide the fire response risk assessment score and three-axis risk classifications.

Figure 127: Fire Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
8 2 4 8 4 6 4 6 10 2 8 10
Score Assigned 25.9 44.2 53.7 59.4
Figure 128: Fire Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 147
Emergency Medical Services Response
PRFES provides advanced life support and emergency medical care in the city. Low-risk incidents range from a medical assist to a maximum-risk incident for a multi-victim event.

The following figures provide the risk score and classifications assigned to each type of EMS risk. The following figures provide the EMS response risk assessment scoring and the threeaxis risk classifications.

Figure 129: EMS Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
10 2 2 8 2 4 2 6 6 2 8 8
Score Assigned 20.2 25.9 28.14 48
Figure 130: EMS Three-Axis Risk Classifications

0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 148
Technical Rescue Response
Rescue services can vary from a low-risk incident, such as accessing a locked vehicle with a child inside, to a confined space incident (maximum risk) that potentially requires many personnel to mitigate the incident. The following figures provide the risk score and classifications assigned to each type of technical rescue risk in PRFES’ response area. The following figures provide the technical rescue response risk assessment scoring and the three-axis risk classifications.

Figure 131: Technical Rescue Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
8 2 2 4 4 4 2 6 6 2 8 8
Score Assigned 16.2 19.6 28.14 48
Figure 132: Technical Rescue Three-Axis Risk Classifications

0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 149
Hazardous Materials Response
Hazardous materials responses can vary from low-risk odor investigations to the maximum risk for a fuel tanker fire in highly populated areas. Most of these incidents can be managed by PRFES, but higher risks may need assistance from outside resources. The following figures provide the risk score and classifications assigned to each type of hazardous materials risk. The following figures provide the scoring of hazardous materials response risk assessment and three-axis risk classifications.

Figure 133: Hazardous Materials Response Risk Assessment Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
8 2 2 6 4 4 4 6 4 2 8 8
Score Assigned 16.2 26.5 26.5 48
Figure 134: Hazardous Materials Three-Axis Risk Classifications

0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 150
Wildland Fire Response
The types of wildland fire risk vary from small grass fires to large forest fires requiring many internal and external resources. The following figures provide the risk score and classifications assigned to each type of wildland fire risk in PRFES’ response area. The wildland fire risk includes low, moderate, and high risks since a maximum risk would require a state and federal response. The score assigned for high risk (73.5) is significant because of the maximum score of ten for the consequence to the community and impact on Paso Robles. This type of incident will strain the community and emergency services. The following figures provide the wildland fire response risk assessment and the three-axis risk classification scoring.

Figure 135: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score

P C I P C I P C I
8 2 2 8 4 6 4 8 10
Score Assigned 16.2 44.2 67.2
Figure 136: Wildland Fires 3-Axis Risk Classifications

0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 151
Aircraft Rescue & Firefighting (ARFF)
ARFF responses can vary from low-risk to maximum-risk ARFF incidents. These incidents require an Alert 1 response and high-risk responses for Alert 2 and 2A incidents.

This would also include maximum-risk incidents for Alert 3 and 3A incidents, which are a full airport response supported by off-site fire suppression apparatus and staffing. Most of the ARFF incidents can be managed by PRFES, but higher risks may need assistance from outside resources. The following figures provide the risk score and classifications assigned to each type of ARFF risk in PRFES.

Figure 137: ARFF Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
2 2 2 2 2 4 2 4 10 2 6 10
Score Assigned: 4.9 8.5 32.1 45.5
Figure 138: ARFF Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 152
Comparison of Fire Risks in Other Communities
Fire Loss
In 2023, fire departments responded to more than 139 million fire incidents in the United States that caused 3,670 civilian fire fatalities and over 13,350 civilian fire injuries. The property damage was estimated at $23 billion.

The following figure shows fire loss in Paso Robles and the U.S. per capita. These figures can fluctuate greatly, especially in a smaller local community, with 2020 having the highest for Paso Robles at $83.64. When reviewing these numbers, it is important to consider that the property values in California and Paso Robles in particular are higher than most other areas of the United States.

Figure 139: PRFES Property Loss
Year PRFES Property Loss U.S. Property Loss21
2020 $83.64 $77.65
2021 $40.02 $53.91
2022 $71.01 $56.46
2023 $18.04 $69.46
2024 $24.82 Not Available for U.S.

The number of fires per 1,000 population in PRFES’s response area is lower than the national average, as shown in the following figure.

Figure 140: Fires per 1,000 Population
Year PRFES Fires per 1,000
Population
U.S. Fires per 1,000
Population22
2020 1.6 4.2
2021 1.3 4.1
2022 2.0 4.5
2023 1.4 4.2
2024 1.3 Not Available for U.S.
21 Fire Loss in the United States, NFPA, 2018, 2019, 2020. 22 Ibid.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 153
Intentionally Set Fires
Intentionally set fires, or in many cases considered arson, is defined as “any willful or malicious burning or attempt to burn, with or without intent to defraud, a dwelling house, public building, motor vehicle or aircraft, personal property of another.23 The following figure lists the number of intentionally set fires from 2020–2023.

Figure 141: Intentionally Set Fires (2020–2024)
Year Intentionally Set Fires
2020 5
2021 2
2022 6
2023 3
2024 1
23 Crime Data Explorer, Federal Bureau of Investigation.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 154
Section III:

STANDARDS OF COVER
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 155
Historical System Performance
In analyzing the service delivery and performance of PRFES, incident and unit response data were requested by the study team for the calendar years of 2019 through 2024. The department provided data from its records management system (RMS), successfully providing a 6-year study period.

Service Demand
PRFES responded to over 26,000 incidents in the past six years between 2019 through 2024.

Emergency medical responses (EMS) were the most common incident types, encompassing 62% of the total, as shown in the following figure.

Figure 142: Response by Incident Type
Incident Type Description Percent of Total
EMS 62.1%
Service 24.2%
False Alarms 4.3%
MVC 3.3%
Wildland Fires 1.8%
Other Fires 1.5%
Hazmat 0.9%
Structure Fires 0.9%
Other 0.6%
Rescues 0.3%
The response workload by general incident type during the study period shows an increasing pattern by 25.2%. The following figure shows that medical calls are the majority incident type, increasing by 35.8%, while fire and other calls remained constant.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 156
Figure 143: Response Workload History
Temporal Analysis
Examination of the data throughout the study period helps identify trends, detect anomalies, and support forecasting future incident patterns. The changes in volume over the months during the study period indicate a seasonal pattern in response workload. The busiest month is July, which correlates with the California Mid-State Fair hosted at the Paso Robles Event Center. The state contracts with the city for emergency services.

The next figure shows that July is the busiest month and the least busy months occur in the spring between February and May.
2,319
2,137
2,628
3,041 3,064 3,150
142 162 151 242 194 211
1,487
1,326
1,511 1,462 1,490 1,582
0 500
1,000
1,500
2,000
2,500
3,000
3,500
2019 2020 2021 2022 2023 2024
Medical Fire Other
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 157
Figure 144: Monthly Response Workload
The response workload by day of the week shows that Thursday and Friday are the busiest throughout the study period, as shown in the next figure. Sunday is the least busy.

Figure 145: Daily Response Workload
Combining the month and day of week dimensions in a color frequency table can help identify seasonal patterns throughout the study period, allowing PRFES to quickly assess when resources are most heavily used. The following figure illustrates that July continues to have significantly higher demand for all days of the week, but other months are only busy during the work week. Sundays in the late winter through early spring are the least busy. 2,192
1,942
2,079
1,922
2,097 2,183
2,704
2,278
2,093
2,244 2,250 2,315
0 500
1,000
1,500
2,000
2,500
3,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
3,400
3,773 3,764 3,786 3,864 3,959
3,753
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Sun Mon Tues Wed Thur Fri Sat
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 158
Figure 146: Incident Demand by Month and Day of Week
Response workload by time of day shows PRFES is busiest during the daytime hours of 9 a.m. to 7 p.m., as shown in the next figure. The response workload correlates with the time of day when people are most active and commuting to and from work. The department’s activity begins to increase between 6 a.m. and 9 a.m. until it reaches a peak at 12 p.m., maintaining this level until it rapidly decreases at 7 p.m.

Figure 147: Hourly Response Workload
Analyzing call volume using a color frequency table by time of day and day of week helps identify patterns in service demand, revealing peak periods when incidents are most likely to occur. The next figure is a visual tool that aids in recognizing trends such as increased calls on weekdays during business hours.

Sun Mon Tues Wed Thur Fri Sat Total
Jan 261 340 330 310 320 324 307 2,192
Feb 260 294 249 301 281 291 266 1,942
Mar 250 285 314 315 318 314 283 2,079
Apr 239 260 286 275 292 284 286 1,922
May 289 312 285 281 300 339 291 2,097
Jun 292 288 312 325 310 329 327 2,183
Jul 371 393 348 384 385 414 409 2,704
Aug 287 337 349 324 318 318 345 2,278
Sep 266 301 307 308 326 303 282 2,093
Oct 299 286 320 304 345 332 358 2,244
Nov 296 332 347 311 289 373 302 2,250
Dec 290 345 317 348 380 338 297 2,315
Total 3,400 3,773 3,764 3,786 3,864 3,959 3,753 26,299
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 159
Figure 148: Incident Density by Time of Day and Day of Week Response Unit Workload
The workload of each PRFES response unit is illustrated in the following figure. It is important to note that certain incident types, such as structure fires and severe motor vehicle collisions, often necessitate a multi-unit response. The engines that were staffed during the entire study period were Engines 8191 and 8192, as noted; these engines account for the highest call volumes. Engine 8163, housed at Station 3, began operation in 2022 and therefore reflects only partial data for the study period. This limited operational timeframe should be considered when comparing unit activity levels. PRFES also cross staffs several key operational apparatus using the engine company personnel, including one reserve engine.

Sun Mon Tues Wed Thur Fri Sat Total
0 140 106 79 94 116 91 113 739
1 94 70 65 79 68 75 105 556
2 76 58 49 61 63 69 85 461
3 72 81 51 51 69 69 80 473
4 56 67 70 65 61 53 67 439
5 78 68 66 74 62 87 76 511
6 84 93 105 111 108 89 102 692
7 107 137 147 148 141 131 120 931
8 123 177 163 222 198 185 128 1,196
9 179 208 237 203 209 231 185 1,452
10 173 231 247 225 248 208 200 1,532
11 189 255 220 236 205 249 208 1,562
12 186 237 238 259 226 227 222 1,595
13 172 244 224 220 253 258 206 1,577
14 161 215 211 231 228 219 224 1,489
15 181 222 217 214 230 238 203 1,505
16 197 238 216 205 215 223 172 1,466
17 192 235 214 210 223 205 207 1,486
18 200 190 212 180 230 242 216 1,470
19 189 152 188 183 157 211 198 1,278
20 156 138 159 153 173 153 195 1,127
21 148 125 147 140 154 163 164 1,041
22 148 118 129 112 138 149 147 941
23 99 108 110 110 89 134 130 780
Total 3,400 3,773 3,764 3,786 3,864 3,959 3,753 26,299
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 160
Figure 149: Unit Response Workload
*Staffed daily
**Cross staffed
The amount of time spent on-scene directly influences firefighter workload and the availability of resources for subsequent or concurrent incidents. Fire-related responses typically require longer scene times compared to other incident types due to the complexity and duration of operations. Among the frontline apparatus, Engines 8163 and 8192 consistently record the highest average time on-scene, indicating a heavier operational workload. In contrast, other first-due units report comparatively shorter scene durations. The following figure illustrates the average on-scene time for each first-due unit during the study period.
1,882
2,135
2,408
2,463
9,291
9,387
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 T-8141**
E-8163*
E-8190
S-8152**
E-8192*
E-8191*
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 161
Figure 150: Average Unit Time on Scene
*Staffed daily
**Cross staffed
Spatial Analysis
Identifying high-call concentration areas helps locate neighborhoods or intersections with statistically significant clusters of high or low values. Clusters of high values can inform resource allocation and strategic placement of fire stations, apparatus, and personnel.

Areas with concentrated call volume may experience longer response times if not adequately staffed or covered, which can affect outcomes during emergencies. It is also useful when evaluating where the prevention programs may have the most impact.

Before conducting the spatial analysis, a quality control review revealed that 1,108 incidents, or 4.2% of the total incidents, lacked spatial information. A geocoding process was applied to these incidents, successfully assigning coordinates to 99.8% of all incidents from the past six years. A total of 47 incidents were excluded from the analysis. The remaining incidents were used in the call concentration analysis.

The response workload for all incidents during the study period reveals significant incident clusters in the western and southeastern areas of the city limits, as illustrated in the next figure. These locations are primarily served by Engine 8191 from Station 1 and Engine 8192 from Station 2.
0:17:51
0:18:03
0:18:09
0:18:10
0:19:06
0:19:10
0:17:00 0:17:17 0:17:34 0:17:51 0:18:09 0:18:26 0:18:43 0:19:00 0:19:18 E-8191*
T-8141**
S-8152**
E-8190
E-8192*
E-8163*
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 162
Figure 151: All Incidents Call Concentration
Medical incidents account for most of PRFES’s call volume and are the primary factors behind the department’s geographic call concentrations. The following figure illustrates that the highest demand for medical responses is concentrated in residential neighborhoods and areas with higher population density. In contrast, medical incidents are relatively infrequent near the airport area, likely due to lower population density, limited residential development, and fewer daily visitors or occupants.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 163
Figure 152: Medical Incidents Call Concentration
The next image shows that most of the fire incident call types can be found in Station 1’s district, which primarily consists of mixed commercial and residential structures.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 164
Figure 153: Fire Incidents Call Concentration
While structure fires may not be the most frequent type of incident, they pose a significant risk to the community and necessitate a substantial response from specially trained firefighters due to their complexity and inherent dangers. The next figure illustrates that PRFES structure fires predominantly occur in the response zones of Station 1 and 2, while there is a low call concentration in Station 3’s response zones and around the airport. The ladder truck apparatus is housed at Station 3.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 165
Figure 154: Structure Fire Call Concentration
The time of day when a structure fire occurs significantly impacts the level of risk. Structure fires between midnight and early morning carry a higher risk of loss of life due to delayed detection while occupants are asleep, limiting their ability to escape. These incidents also present additional challenges for emergency response, such as reduced visibility and potential staffing limitations. The next figure shows that most PRFES structure fires occur between 12 p.m. and 8 p.m.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 166
Figure 155: Structure Fires by Time of Day
Frequent response addresses are considered high-risk for response workload because they are statistically more likely to experience a critical emergency in the future, can create a strain on operation resources, and are typically vulnerable populations or buildings. The next figure outlines the addresses PRFES responded to calls most often during the study period. The Paso Robles Event Center hosts numerous events throughout the year, including the California Mid-State Fair, Paso Robles Wine Festival, and the Mid-State Fair Fall Horse Classic, among others. Public events increase demand because of large crowds, traffic and congestion, temporary infrastructures, and alcohol consumption. 7 4
2 2
7 4
6 8
9 7
10 8
15 13
9 21
14 17
15 12
13 9 9
3 0
5 10
15 20
25 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 167
Figure 156: Frequent Response Addresses
\Address Facility Count
1919 Creston Road Pegasus Senior Living 1,110
526 South River Road The Oaks, Senior Apartments 805
1134 Black Oak Drive ECHO Shelter Facility 444
900 Park Street Police and Fire Station 1 363
2198 Riverside Avenue Paso Robles Event Center 299
2940 Spring Street Los Robles Terrace Apartments 237
801 28th Street Chet Dotter Senior Center 220
529 10th Street Hacienda Del Norte Apartments 203
80 Cary Street Hidden Creek Village 156
180 Niblick Road Walmart 147
2800 Riverside Avenue Community Health Center 140
Resource Distribution
Several key performance metrics can help evaluate the effectiveness of resource distribution. A broad deployment of resources improves the speed of initial response across a service area, which is commonly referred to as distribution. However, the arrival of the first unit is only one part of an effective emergency response. It is equally critical to ensure there are enough units available to address the volume, type, and severity of incidents.

Having sufficient resources arrive on scene quickly to manage emergencies effectively is known as concentration. Understanding the relationship between unit locations and call volume is essential for balancing workloads and optimizing overall response performance.

PRFES operates out of four fire stations; the Airport station is unstaffed. A Type 1 Engine 8191 with three firefighter/paramedics is staffed full-time at Station 1, as well as a Battalion Chief.

Squad 8152 is cross staffed with Engine 8191 firefighters. A Type 1 Engine 8192 is staffed fulltime with three firefighter/paramedics at Station 2. A Type 3 Engine 8163 for wildland fire is staffed full-time with three firefighter/paramedics at Station 3. Station 3 also cross-staffs Truck 8141 and Heavy Rescue 8151.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 168
Modeling travel time based on the street network is critical to fire response because it provides a realistic estimate of how quickly units can reach an incident. Unlike simple distance measures, network-based models account for actual road conditions, speed limits, traffic patterns, and barriers such as rivers or highways. This allows departments to identify coverage gaps, optimize station locations, and improve response times, ultimately enhancing public safety and saving lives.

Based on a 4-minute travel time, assuming apparatus are responding from their assigned stations, only 51.3% of the total response area is covered by road miles. The Airport Station is not staffed and therefore is not included in the modeled road miles, though PRFES remains responsible for fire protection response within the airport and other gaps within the city limits. The following figure demonstrates a 4-minute modeled travel time.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 169
Figure 157: 4-Minute Travel Model
Effective Response Force Capability Analysis
Effective Response Force (ERF) is the number of personnel and apparatus required to be present on the scene of an emergency incident to perform critical tasks effectively to mitigate the incident without unnecessary loss of life or property. The ERF is specific to each type of incident and based on the critical tasks to be performed.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 170
PRFES responds to both structural and wildland fire threats. PRFES’s response time goal and NFPA 1710 standard for delivering the full ERF to a moderate risk building fire is within 8 minutes travel time, 90% of the time. PRFES has identified its alarm assignments to meet the minimum ERF for a moderate risk building fire as two Battalion Chiefs and four fire engines, totaling 16 firefighters, including one engine company and one Battalion Chief provided through automatic aid. For a moderate risk wildland fire, PRFES has identified the minimum full ERF as eight fire units, including four units through automatic aid, totaling 39 firefighters.

For maximum-risk building fires, PRFES has identified a full ERF requirement of 43 firefighters, and for high-risk wildland fires, the requirement increases to 136 firefighters.

PRFES relies on career firefighters for emergency response, maintaining a minimum of 10 firefighters on duty each day. However, this staffing level is insufficient to meet the ERF requirement of deploying at least 16 firefighters to a moderate risk building fire within the target response time across most of PRFES’s service area.

Each PRFES fire engine is staffed by three personnel. According to safety regulations, a minimum of four firefighters must be on scene before entering a burning structure, except in known rescue situations. Therefore, interior firefighting operations cannot commence until a second response unit arrives.

To meet these operational demands, PRFES must depend on mutual aid from neighboring fire departments. Without this external support, the department cannot independently fulfill ERF staffing and safety requirements.

Impact of Automatic Aid
Fire automatic aid is a system where neighboring fire departments assist each other during emergencies that exceed the capacity of a single agency. To achieve effective response force performance objectives, PRFES depends on support from adjacent agencies during large or complex incidents, such as structure or wildland fires.

PRFES reciprocates by providing aid to its neighboring agencies when requested.

According to PRFES data, 7.6% of the incidents were recorded as providing assistance. The next figure illustrates the locations of the automatic aid agencies, whose collaborative partnerships enhance operational capacity, improve response times, and ultimately strengthen community safety.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 171
Figure 158: Automatic Aid Stations
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 172
Automatic aid and mutual aid are both forms of inter-agency support during emergency responses, but they differ significantly in how and when assistance is dispatched.

Automatic aid is pre-arranged through agreements that allow neighboring fire departments to respond automatically to incidents across jurisdictional boundaries, as if they were part of the same department. This ensures that the closest units, regardless of agency, are dispatched immediately, minimizing response delays. In contrast, mutual aid is requested after units arrive on scene and determine that additional resources are needed, which introduces a delay in assembling a full response. This difference directly impacts a department’s ability to meet the ERF. Automatic aid improves the likelihood of meeting ERF benchmarks by reducing response times and ensuring adequate staffing, while mutual aid may hinder it due to the inherent delay in mobilizing resources.

Currently, the effective response force established by PRFES utilizes both automatic and mutual aid to ensure sufficient apparatus and firefighters for the identified critical tasks.

Automatic Aid is received from the San Luis Obispo County Fire Department and the Atascadero Fire Department, while mutual aid comes from the Templeton Fire Department, as shown in the next figure. Mutual aid can delay the response time needed to accomplish critical tasks, as units are not automatically dispatched alongside PRFES units. AP Triton notes that PRFES is unable to meet staff’s stated ERF performance objectives unless all units are dispatched via automatic aid simultaneously.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 173
Figure 159: Mutual Aid Agency Capabilities
Dept. Station Station Address Type 1
Engines Aerials Other Units Staff
San Luis Obispo
County FD 30 2510 Ramada DrivePaso Robles, CA 93446 1 0 Battalion
Chief, Type
3 Engine*
2 San Luis Obispo
County FD 52 4050 Branch RoadPaso Robles, CA 93446 1 0 HazMat Unit 2 Templeton FD 1
206 5th Street
Templeton, CA 93465 1 0
Type 3
Engine** 3
Atascadero FD 1
6005 Lewis Avenue
Atascadero, CA 93422 1
Type 3
Engine** 3
Atascadero FD 2
9801 West Front Road
Atascadero, CA 93422 1 1** 3
*Available seasonally
**Cross staffed
The concentration analysis reviews PRFES's ability to assemble an adequate number of personnel and equipment at the scene of an incident within a target response time. With the assistance of automatic aid units, PRFES determines the minimum number of firefighters and apparatus required to safely and effectively perform all critical tasks at a fire scene within an 8-minute travel time. Achieving the collective apparatus coverage needed for the ERF is possible only if all units are dispatched simultaneously and are available to respond from their respective stations or nearby. The next figure shows the 8-minute modeled travel time for apparatus.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 174
Figure 160: Apparatus Coverage, 8-Minute Travel
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 175
Critical tasking refers to the essential actions or assignments that firefighters must perform at a fire scene to effectively and safely control the incident. These tasks depend on the type and complexity of the incident, as they determine how many personnel are needed and how they should be deployed. Based on PRFES’s identified ERF requirements, 16 firefighters are needed for a moderate risk building fire and 43 firefighters for a maximum risk structure fire. With the help of automatic and mutual aid agencies, PRFES can deploy up to 23 firefighters; however, this staff can only be met in parts of the city, as illustrated in the following figure. Notably, both Atascadero Fire Station 1 and 2 are unable to provide coverage within the modeled 8-minute travel time and Templeton Fire Department, which only responds upon request and is not an automatic aid partner, provides limited coverage to the northern edges of PRFES jurisdiction. These limitations further constrain the city’s ability to assemble a full ERF across all areas.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 176
Figure 161: Effective Response Force—Firefighter Coverage Only portions of the city are currently able to meet the minimum requirement of 16 firefighters needed for a moderate-risk structure fire. Notably, there are coverage gaps near the airport and in large areas of Station 2’s response zone, which is a rapidly developing residential area. These gaps present challenges in assembling an effective response force within the target response time, increasing risk in areas where population growth and housing density are on the rise.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 177
ISO
The Insurance Services Office (ISO) is a private organization that evaluates a community’s fire protection capabilities and assigns a score ranging from exemplary fire protection to little or no fire protection. ISO uses geographic distribution to assess whether your fire department has units strategically located to meet initial response needs within expected travel distances. Unlike the NFPA, which uses travel time, ISO evaluates service areas based on miles or total road distance.

ISO requires a structure within 5 road miles of a recognized fire station to be considered a “protected” property for ISO scoring and insurance purposes. For a career department like PRFES, it is advantageous to understand the overall picture and the services provided by a staffed unit in the station. The following figure illustrates that the 5-mile travel distance from all fire stations covers the entire city limit, except for a section near the airport.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 178
Figure 162: 5-Mile Travel Model
For full credit in an ISO Fire Suppression Rating Schedule, buildings within the jurisdiction must be located within 1.5 road miles of an engine company and 2.5 road miles of a ladder (truck) company. PRFES currently has an engine company at all staffed fire stations.

However, an analysis of the road network travel distances reveals that a significant portion of the jurisdiction falls outside the 1.5-mile engine company coverage threshold, which may negatively impact ISO scoring for engine distribution, as shown in the next figure.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 179
Figure 163: 1.5-Mile Travel Model
ISO requires that buildings meeting certain criteria, such as being over three stories or exceeding 3,500 square feet, must be within 2.5 road miles of a ladder company to receive full credit. PRFES ladder coverage is provided through a cross-staffed truck company at Station 3. The next figure shows the current ladder coverage, which does not reach much of the jurisdiction, especially in the downtown area of Station 1 and the residential areas of Station 2. PRFES must rely on timely mutual aid from surrounding agencies to ensure specialized coverage.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 180
Figure 164: 2.5-Mile Travel Model
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 181
Resource Reliability
Analyzing the workload at the unit level can provide insights into the actual performance of individual units and crews and the potential stress levels that firefighters and apparatus are experiencing. Units are most effective when available at their fire station or within their response district. If a unit is already engaged in an incident when another incident is reported, a unit from a farther location must respond, leading to increased response times.

Unit Hour Utilization (UHU) calculates the percentage of time a unit is unavailable for a response because it is committed to an incident during a calendar year. The higher the percentage, the less time the unit can respond to another incident. This is particularly important for agencies like PRFES that measure their performance at the 90th percentile, as a unit with over 10% utilization cannot meet the 90% on-time performance target within its response area. The UHU analysis measures only response incidents and does not account for other unmeasured activities in the dataset, such as training time and station duties. All staffed emergency response units are below the recommended 10% UHU, with the exception of Engine 8192 exceeding the goal in 2020.

Figure 165: Unit Hour Utilization
Unit 2019 2020 2021 2022 2023 2024
E-8191* 5.83% 6.51% 6.25% 7.04% 5.67% 8.43%
E-8192* 5.22% 10.81% 7.62% 6.78% 7.27% 6.86%
E-8163* N/A N/A N/A 4.02% 2.69% 3.03%
E-8190 2.97% 1.56% 2.33% 1.46% 4.09% 0.00%
T-8141** 0.06% 0.09% 2.53% 2.31% 1.02% 2.14%
S-8152** 3.35% 4.54% 1.50% 0.01% 0.26% 0.33%
*Staffed units
**Cross staffed units
Concurrency
Concurrency refers to multiple emergency incidents occurring simultaneously, requiring a coordinated response from available units. It is a crucial measure of system demand and resource strain. When concurrency is high, it raises the likelihood that one or more units will be unavailable for new emergencies, potentially delaying response times and diminishing service reliability. Understanding and monitoring concurrency helps fire departments evaluate whether they have adequate staffing, apparatus, and station coverage to manage peak call volumes without compromising response effectiveness. It also supports strategic planning, resource allocation, and mutual aid agreements.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 182
The following figure shows the number of times that one or more incidents occurred concurrently during the study period.

Figure 166: Concurrent Incident Percentage
Concurrent Count Percent
Single Incident 23,154 88%
2 Incidents 2,809 11%
3 Incidents 336 1%
Another factor in unit workload is the number of units assigned to a specific incident. The following figure shows the percentage of incidents for which the specified number of response units was assigned. Majority of PRFES incidents (77%) have one responding engine or truck assigned, and 5% have three or less responding units.

Figure 167: Number of Appartus per Incident
Apparatus per Incident Count Percent
1 23,050 77%
2 1,823 14%
3 777 5%
4 280 3%
5 or more 286 1%
The reliability of a station crew's response within its assigned area is crucial not only for managing incidents but also for its response time performance. When busier units are on assignments, other stations must address incidents outside their response zones. This is particularly relevant during fire events that require multiple units from various stations.

Although many departments use geographic positioning technologies and in-vehicle computers to assist the CAD system in selecting the closest unit, measuring the percentage of incidents handled by a unit from a station in its designated area is valuable for determining if sufficient resources are deployed in the response zone. The following figure shows the annual reliability by fire station.

Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 183
Figure 168: Annual Reliability by Fire Station
Year Fire Station 1 Fire Station 2 Fire Station 3
2019 99.96% 99.92% N/A
2020 99.84% 100% N/A
2021 99.92% 100% N/A
2022 99.9% 100% 0%
2023 99.92% 100% 0.11%
2024 99.9% 100% 85.08%
Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 184
Response Performance
The speed and effectiveness with which a fire department arrives at the scene of an incident after receiving a call is a crucial measure of operational efficiency and community safety. Analyzing response performance enables fire departments to identify strengths and weaknesses in their operations, resource allocation, and station placement.

Evaluating overall performance requires an understanding of the five elements of an incident. Some elements, such as call processing time and turnout time, can be enhanced through tactical management techniques like training and policy. Other elements, such as travel time, are typically managed through a strategic methodology like station location.

PRFES’s response performance was compared to the national consensus standard for response performance outlined in the NFPA’s Standard 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2020 Edition. Additionally, the dispatch center’s performance was assessed against standards specified in the National Fire Protection Association’s Standard 1221: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 2019 Edition.

Figure 169: Summary of Performance Goals
Incident Interval Performance Goal
Call processing time: Time from acceptance at the
dispatch center until notification of response units
Within 60 seconds,
90% of the time
Turnout Time: Time from notification of response personnel until the initiation of movement towards the incident
Within 60 seconds,
90% of the time
First Unit Travel Time: Time from initiation of response until the arrival of the first unit at the incident
Within 4 minutes, 90%
of the time
First Unit Response Time: Time from dispatch until the arrival of the first unit at the incident
Within 6 minutes, 90%
of the time
Full ERF Travel Time: Amount of time for full ERF to travel to the scene.

Within 8 minutes
travel, 90% of the time
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 185
With NFPA Standards 1710 and 1221 and PRFES’s performance goals in mind, all response time elements are reported at a specified percentile. The percentile represents a method by which response times are arranged from least to greatest, with a “line” drawn at a certain percentage of the calls to define the percentile. For instance, the point where the “line” crosses the 90th percentile indicates the percentile time performance. This means that 90% of the time was at or below this result, while only 10% exceeded it.

Percentiles differ significantly from averages. The average is calculated by summing all response times and then dividing by the total number of responses (mean average).

Measuring and reporting average response times is not advisable because it fails to capture the number and severity of instances where response times exceed the defined performance goal.

Incident data for the period between January 1, 2022, and December 31, 2024, was evaluated in detail to determine PRFES's current performance. The analysis includes only incidents occurring within PRFES’s service area, emergency or lights and sirens calls only, staffed or cross-staffed apparatus, and considers the first responding unit only. Additionally, the interquartile range method was applied to identify and remove statistical outliers.

Performance is reported based on the type of incident as recorded. Three categories are used to report performance:
• Fire: Response to a report of structure or wildland fire. • Medical: All EMS or medical incidents.
• Other: Non-fire or medical incidents to which the department responded.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 186
Call Processing
The dispatch center for PRFES is responsible for the ring and dispatch times at the beginning of the incident cycle for all first responder agencies. Ring time is measured from when the phone in the dispatch center starts to ring until a dispatcher answers. The NFPA 1225 requires that the ring time be less than 15 seconds, 90% of the time and less than 20 seconds, 95% of the time.

The dispatch time is the period from a dispatcher’s acceptance of a call until the first unit is dispatched. Dispatchers must quickly gather accurate information about the incident’s nature and location, identify the necessary resources, and continuously update information about the emergency while the units respond. The NFPA 1225 standard indicates that a high-priority incident should be processed within 60 seconds, 90% of the time.

Combined, ring time and dispatch time are known as Call Processing time. Ring time is not impacted by human intervention, and for the purpose of fire response, the dispatch center’s performance is based on the dispatch time. The next figure shows that the call processing performance during the study period did not meet the NFPA guidelines.

Figure 170: Call Processing Time 90th Percentile by Incident Type 00:01:23
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Fire Medical Other
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 187
The dispatch center is staffed 24 hours a day, but the workload from incident demand can affect call processing performance. For PRFES, call processing times generally correlate with incident demand, as long call processing times are evident with high call intake volumes. The next figure shows the 90th percentile call processing time by hour of the day.

Figure 171: Call Processing Time 90th Percentile by Time of Day 0 100
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0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Call Processing Incidents
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 188
Turnout Time
Turnout time is the interval between when the unit is notified by the dispatch center of an incident and when the personnel and apparatus start moving toward the incident location. NFPA 1710 specifies that the performance measure for this time segment is 60 seconds for medical incidents and 80 seconds for fire incidents, 90% of the time. Turnout time can be influenced by PRFES personnel through effective training and proper station design.

Overall, PRFES-staffed apparatus have a turnout time of 1:45 minutes at the 90th percentile.

When considering turnout time by incident type, fire incidents have the longest turnout, while medical incident types are shorter by 23 seconds, as shown in the following figure.

Figure 172: Turnout Time 90th Percentile by Incident Type PRFES is staffed 24 hours a day, and as a result, crews may be down for rest at night, which has the potential to impact response turnout time. As expected, turnout times are noticeably longer at night compared to during the day. Turnout performance is strongest between 11:00 a.m. and 7:00 p.m., averaging 1 minute, 15 seconds. The next figure shows the 90th percentile turnout time by time of day.
00:02:07
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Fire Medical Other
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 189
Figure 173: Turnout Time 90th Percentile by Time of Day For individual unit response times, NFPA standards are not met, but some first-due units have better turnout times than others. It should be noted that Engines 8191, 8192, and 8163 are staffed daily, likely indicating better turnout times for staffed units and longer turnout times for cross-staffed apparatus. The next figure shows the 90th percentile turnout time by unit.

Figure 174: Turnout Time 90th Percentile by Unit
*Staffed units
**Cross staffed units
RReserve
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0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Turnout Incidents
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E-8190R E-8163* T-8141** E-8191* E-8192*
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 190
Distribution and Initial Arriving Unit Travel Time
Once an apparatus is en route to an incident location, the time it takes to reach that location is a critical factor because it directly impacts the start of lifesaving operations.

Quicker travel times can significantly enhance outcomes for structure fires, medical emergencies, and rescues, where seconds can mean the difference between minor or major property loss or life and death. Travel time is affected by several factors, including the distance between the fire station and the incident, road conditions, traffic congestion, and the layout or accessibility of the road network. According to NFPA 1710 and the department’s adopted travel time standard, the performance goal should be 4 minutes for the first response unit to arrive at an incident.

The following figure presents the 90th percentile travel times for all priority incidents and incident types. PRFES’s travel times surpass its goal across all incident categories, with medical incident travel times being two minutes above the travel time goal.

Figure 175: First Unit Travel Time 90th Percentile by Incident Type 00:06:04
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Fire Medical Other
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 191
Travel time can vary significantly based on the time of day. Morning and evening rush hour traffic often hinders response times, while concurrent incidents might necessitate dispatching units from distant stations or neighboring agencies to respond. The following figure illustrates the relationship between the 90th percentile travel time performance and hourly call volume. PRFES travel time performance shows no clear pattern relative to incident demand, remaining generally lower during daytime hours but more sporadic during nighttime periods.

Figure 176: First Unit Travel Time 90th Percentile by Time of Day When evaluating performance by percentile, it is important to recognize the size of the datasets and how a small dataset can be highly sensitive to outliers. In this case, medical incidents account for most incidents and provide a more reliable representation of overall performance. Fire and other incidents comprise around 15% of the incident data points compared to medical incidents. When analyzing performance at the 90th percentile by incident type and focusing solely on emergency responses, calls related to small datasets often appear to have elevated response times. AP Triton does not believe this is the case for the study period, but just a few slower or more distant responses can significantly affect the percentile outcome in smaller datasets.
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0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Travel Time Incidents
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 192
Total Unit Response Time
Total response time refers to the period from when dispatch receives an emergency call to when the first fire unit arrives at the scene. This metric includes several components, such as call processing time, turnout time, and travel time. Total response time is a vital measure of a fire department's capability to swiftly reach emergencies and initiate lifesaving or property-saving actions. A prompt and efficient response can significantly enhance outcomes during structure fires, medical emergencies, and rescues, where every second counts.

Several factors can influence total response time. Delays in call processing at dispatch, extended turnout times, heavy traffic, long travel distances, and poor road access can all contribute to slower responses. Staffing levels, unit availability, and concurrent incidents can also impact how quickly a unit can be dispatched and arrive on scene.

According to the NFPA 1710 standard, the goal for total response time for career departments is to have the first arriving unit on scene within 6 minutes, 20 seconds for 90% of incidents. The following figure illustrates the 90th percentile total response time for the first arriving unit by incident type. PRFES’s total response times exceed this goal across all incident types, although the times for medical incidents are nearly two minutes above the target.

Figure 177: First Arriving Unit Total Response Time 90th Percentile by Incident Type 00:09:13
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Fire Medical Other
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 193
Analyzing total response time by incident priority, type, and time of day offers valuable insights into a department’s operational performance. High-priority incidents, such as fires and life-threatening medical calls, require the fastest responses. Evaluating these incidents separately assists in determining whether the department is meeting expectations when it matters most.

Examining performance trends by time of day can reveal when resources are most strained, such as during peak traffic hours or when staff are sleeping. The following figure shows the 90th percentile total response times by time of day, which remains consistent throughout the day. Medical incident types, which account for the majority of the incidents, are likely the driving factor behind the total response time performance.

Figure 178: First Arriving Unit Total Response Time 90th Percentile by Time of Day 0 100
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0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Total Response Time Incidents
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 194
Population Growth & Service Demand Projections
The most significant predictor of future workload is population, as population growth is closely tied to the demand for emergency services. As more people live, work, and travel within a jurisdiction, the likelihood of medical emergencies, fires, rescues, and service calls naturally increases. Higher population density also correlates with more complex environments, such as high-rise buildings, multifamily housing, and traffic congestion, which can strain fire department resources and extend response times.

According to the United States Census, the population in Paso Robles at the decennial count was 31,490. Population estimates for the remaining years during the study period were derived from the California Department of Finance and indicate that the City of Paso Robles has experienced a -0.8% decrease in population from 2019 to 2024. However, incident demand has increased by 20% throughout the study period, resulting in a rising utilization rate of the fire department per 1,000 population. The following figure displays the utilization rate by incident type.

Figure 179: Utilization Rate by Incident Type

4.6 5.2 4.8 7.8 6.2 6.8

74.4 68.6

84.3 97.6 98.3 101.1

47.7 42.6 48.5 46.9 47.8 50.8
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 195
As the United States population continues to age, the demand for emergency medical services and alternative treatment pathways is expected to increase significantly. This trend is particularly relevant for the City of Paso Robles, where demographic shifts, approved development projects, limited primary care physicians, and steady population growth will place additional pressure on public safety resources.

According to the City’s 2024 Development Update to the City's General Plan, Paso Robles is projected to grow to approximately 44,000 residents by 2045. This represents an average annual growth rate of 1.8 percent. While the pace of growth is moderate, its cumulative impact is substantial, and when combined with an aging population, will result in a steady escalation of service demand.

Historical data indicate that utilization rates for fire and emergency medical services in Paso Robles have remained consistently high despite the city’s current population base. As the population expands, incident counts are expected to rise in proportion to this growth, creating greater workload demands on frontline resources. These projections are depicted in the following figure.

Figure 180: Population and Workload Projections
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Population Fire Medical Other
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 196
Section IV:

PLAN FOR MAINTAINING & IMPROVING

RESPONSE CAPABILITIES
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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 197
CRA-SOC Plan Overview
A long-term plan to sustain and enhance service delivery by addressing data integrity, utilizing technology, and applying a methodology for ongoing performance measurement needs a strategic, phased approach that aligns with organizational goals and adapts to changing customer expectations.

Identification of Data Integrity Issues
Ensuring data integrity is fundamental to creating a reliable performance measurement system. For PRFES, this means performing a thorough audit of incident responses of the current data in the Records Management System (RMS) to spot inaccuracies, inconsistencies, and missing details. Common problems include duplicate records, wrong timestamps, incomplete incident reports, or wrongly classified data entries. These issues often come from inconsistent data entry practices, lack of standard procedures, or outdated system settings. Finding these problems is essential because bad data can cause misleading performance metrics, poor decisions, and reduced public trust.

Beyond technical errors, data integrity issues can also arise from human factors such as inadequate training, unclear data entry protocols, or lack of accountability. Tackling these root causes involves a mix of policy enforcement, staff education, and system improvements. By systematically identifying and documenting data integrity problems, PRFES can prioritize corrective actions and create a foundation for more accurate and reliable data. This approach not only enhances the quality of performance evaluations but also supports compliance with regulations and boosts the overall credibility of the organization. Minimal quality reviews are conducted during quarterly staff meetings using a reference guide to ensure accurate classification of incident types for data analysis.

Technology and Process Improvements
Leveraging modern technology and streamlining operational processes ensure long-term service excellence. The RMS should have the capabilities to integrate with ComputerAided Dispatch (CAD) and Geographic Information Systems (GIS), which has been implemented by PRFES. These integrations enable seamless data flow, minimize manual entry errors, and offer a more comprehensive view of incidents and resource deployment.

Additionally, implementing mobile data terminals or field reporting tools can enable responders to input data in real-time, thereby improving both accuracy and speed.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 198
Process improvements should also focus on automation and analytics. Implementing automated alerts for data anomalies, scheduled performance reports, and predictive analytics can help PRFES anticipate service demands and allocate resources more efficiently. Adopting cloud-based platforms can improve data accessibility, scalability, and disaster recovery capabilities. The RMS used by PRFES is a cloud-based system. These technological upgrades, combined with streamlined workflows and ongoing staff training, will not only enhance operational efficiency but also enable the organization to adapt to future challenges with agility and confidence.

Continuous Performance Measurement Methodology Report
RMS Usage Policies
Establishing clear and consistent RMS usage policies is essential for the success of any performance measurement strategy. These policies specify how data should be entered, accessed, and reported throughout the organization. By standardizing terminology, coding practices, and data entry procedures, PRFES ensures that all personnel use the same procedures. This consistency is vital for producing reliable data that can be used to evaluate performance, spot trends, and support operational decisions.

RMS usage policies help minimize errors and data discrepancies that can weaken the accuracy of performance metrics. When personnel at PRFES understand the expectations for data handling, it reduces the chances of incomplete or inaccurate records. These policies also aid training and onboarding by providing a clear framework for new staff to follow. In the end, well-defined RMS policies foster a culture of accountability and precision, which is vital for effective performance measurement.

Oversight Responsibilities
Oversight is essential for ensuring that performance measurement efforts are credible and useful. Establishing a CRA-SOC Oversight Committee creates a central body responsible for overseeing compliance with RMS policies, reviewing performance data, and suggesting improvements. This committee functions as a quality control mechanism, ensuring data is not only gathered but also properly interpreted and used effectively.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 199
The committee’s responsibilities go beyond just reviewing data. It has a strategic role in guiding the organization’s performance goals, spotting areas for improvement, and making sure corrective actions are carried out. By consistently participating in the performance review process, the oversight body helps maintain momentum and keeps the organization focused on ongoing improvement. It also acts as a bridge between operational teams and leadership, ensuring insights from the field are included in strategic planning.

Schedule of Assessments
A structured assessment schedule is vital for maintaining a consistent and proactive approach to performance review. Quarterly evaluations offer regular checkpoints to examine key performance indicators (KPIs) such as response times, incident resolution rates, and customer satisfaction. These evaluations enable PRFES to detect emerging issues early and make timely adjustments to operations or resource deployment.

Alongside quarterly reviews, annual audits provide a more thorough evaluation of system performance, data quality, and the effectiveness of technology and processes. These audits offer an opportunity to step back and review the broader impact of performance initiatives, making sure long-term goals are being achieved. Combining short-term and long-term assessments creates a balanced approach that supports both immediate responses and strategic planning.

Review Requirements
The review process must be comprehensive and multi-layered to give an overall view of organizational performance. Internal reviews use dashboards, reports, and other tools that help managers track progress and spot areas needing improvement. These reviews tend to be more operational, concentrating on daily performance and adherence to established procedures.

External benchmarking provides additional insight by comparing PRFES performance to national standards and peer agencies. This enables the organization to understand its position in a broader context and identify best practices to adopt or modify. Additionally, community feedback is a vital part of the review process. Through surveys, public forums, and other engagement methods, PRFES can gather input directly from the people it serves.

This approach ensures that performance measurement is not only internally focused but also responsive to public expectations and needs.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 200
Findings
The following findings are based on AP Triton’s comprehensive evaluation of Paso Robles Fire and Emergency Services, incorporating data analysis, stakeholder input, and community expectations. These observations highlight critical operational strengths, current challenges, and areas of opportunity across key service areas. While not all findings necessitate immediate action, they collectively inform the recommendations that follow and offer a strategic foundation for enhancing PRFES’s service delivery, resource allocation, and long-term planning efforts.

Community Risk Assessment (CRA)
Community Risk and Vulnerable Populations
• A formal needs assessment is required for the unhoused population, along with improved integration with service providers and better communication with business and residential communities.
• Frequent service delivery users, such as the Paso Robles Event Center and local shelter facilities, account for a high volume of incidents, placing added strain on frontline units.

Emergency Management and Interagency Coordination
• Emergency management responsibilities are currently assigned to the Fire Chief, which may limit capacity for focused preparedness.
• Standardized special event planning and staffing protocols are needed. • Airport security and emergency response capabilities are limited. • The police dispatch center has limited tools and training specific to fire and EMS operations.

Standards of Cover (SOC)
Deployment and Coverage
• PRFES cannot independently meet its Effective Response Force (ERF) requirements of 16 firefighters for moderate-risk fires and 43 for maximum-risk incidents; these thresholds are only met in parts of the city with automatic or mutual aid. • Mutual aid is commonly used but is not dispatched simultaneously (as automatic aid), which delays ERF assembly and reduces effectiveness during structure and wildland fire incidents.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 201
• Ladder truck coverage does not meet the ISO-recommended 2.5-mile requirement for downtown and residential areas, as Truck 8141 is cross-staffed and based at Station 3, located outside the downtown core.
• A significant portion of the city lies outside the ISO-recommended 1.5-mile engine company coverage, which may negatively affect insurance classifications. • The southeast and airport areas—where residential development is increasing—have insufficient ERF and travel time coverage.

Operational Performance
• Overall, PRFES-staffed apparatus have a turnout time of 1:45 minutes at the 90th percentile. The 90th percentile turnout time exceeds NFPA 1710 benchmarks for all incident types. Fire incidents show the greatest delay, suggesting that factors such as apparatus preparation, gear donning, and staffing configuration may be contributing to longer mobilization times. Call processing also exceeds the 60-second benchmark. • Cross-staffing of the ladder truck limits its availability and compromises response capability.
• Incident demand has increased by over 25% from 2019 to 2024, despite a slight decline in city population, indicating higher per capita demand.

Finance and Resources
• Measure J-20 contributes $13.5 million citywide and directly supports the operation of Station 3 by funding multiple full-time PRFES positions. • Personnel costs are consistently the department’s largest expenditure category. • The department spends very little on outside services and demonstrates efficient spending patterns.
• PRFES has effectively diversified its revenue streams, including General Fund allocations, grants, impact fees, and service-based cost recovery. • A $5 million investment in a Fire Training Tower, funded by Measure J-20, represents one of the department’s largest capital commitments to date. • PRFES has successfully leveraged CAL FIRE and other state grants to support wildfire mitigation and riverbed fuel reduction programs.
• Tourism-driven revenues such as Transient Occupancy Tax (TOT) and sales tax have relieved residents of tax burdens typically borne by property owners.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 202
Facilities and Administrative Support
• Additional space is needed for administrative staff fire personnel. • On-the-job training is currently based on prior training experience, with opportunities for improvement in standardization and quality.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 203
Recommendations
Based on the analyses and considering community expectations, recommendations are offered to assist the department with strategic planning and improving fire and emergency services to the community. AP Triton does not expect the department to implement all recommendations in the short term. Some may wait until economic conditions allow their implementation.

Short-Term Recommendations
The short-term strategies listed in this report are a compilation of the recommendations aimed at improving the current conditions and levels of protection over the next one to two years.

Recommendation A-1: Relocate and fully staff Truck 8141 at Station 1.

Description: Based on AP Triton’s risk analysis, review of building inventory, and required fire flows, the department should staff the ladder truck with four firefighters. In addition, the ladder truck should be stationed in the core area of the city to Station 1 and assign dedicated full-time staff. This location corresponds with the city’s highest incident density and offers improved ISO 2.5-mile ladder truck coverage to areas with buildings exceeding three stories and larger.

Outcomes: Enhances aerial apparatus availability and Effective Response Force in the core of the city, improves structure fire response capabilities, and meets ISO expectations for ladder truck placement in urban density zones. Moving the truck to Station 1 will enhance coverage for ISO’s recommendation to have a ladder truck within 2.5 miles of buildings three or more stories in height, as shown in the following figure.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 204
Figure 181: Ladder Truck at Station 1 with Buildings with Three or More Stories Estimated Cost: $853,480 annually.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 205
Recommendation A-2: Establish a position to manage Emergency Management responsibilities.

Description: The Fire Chief is currently responsible for emergency management and must also balance managing the fire department. This role, reducing focus on both responsibilities, providing oversight not only for fire suppression and rescue operations but also for disaster preparedness, response planning, and interagency collaboration.

Outcome: A separate emergency management role is essential because the duties of emergency preparedness, response coordination, and disaster recovery go well beyond the traditional scope of a fire chief. Appointing a dedicated Emergency Manager or supporting the Chief with part-time or shared administrative staff will improve preparedness, planning, and interagency coordination. Emergency management requires a comprehensive, all-hazards approach that involves coordinating multiple agencies, managing resources, conducting risk assessments, and ensuring community resilience through preparedness and mitigation strategies. Without a dedicated emergency management position, these vital functions may be neglected or insufficiently addressed, resulting in slower response times, increased damage, and longer recovery periods. Having a separate emergency manager guarantees that a community is fully prepared for and capable of responding to any kind of emergency, not just those within the fire department’s responsibilities.

Estimated Cost: Staffing: $85,000–$120,000 for dedicated FTE. Cost-sharing options may be explored with PD.

Recommendation A-3: Enhance the current fire inspection program for all business occupancies to meet NFPA 1730 recommendations.

Description: Not all business occupancies are currently receiving fire and life safety inspections. This increases risk and leaves potential code violations unaddressed.

Outcome: A comprehensive inspection schedule ensures hazards are identified and mitigated. A risk-based inspection frequency model, based on NFPA 1730, can optimize staff time and prioritize high-risk occupancies. If a risk-based model is deployed, a system where business emergency contact information is updated annually needs to be implemented, along with a mechanism to train businesses that will not have annual fire prevention inspections.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 206
Estimated Cost: Staff time to manage data input for emergency contact information and verification of training. May require assistance from a fire inspector or line personnel with prevention duties.

Recommendation A-4: Provide additional fire/EMS training and tools for police dispatch center staff.

Description: Current police dispatchers receive limited training and have minimal fire/EMSspecific protocols or tools.

Outcome: Additional training for police dispatchers can greatly benefit fire and EMS departments by enhancing the quality, clarity, and relevance of information they receive during emergency calls. Dispatchers are often the first point of contact in a crisis, and their ability to accurately gather, interpret, and relay information directly impacts how fire and EMS teams prepare and respond. With specialized training, dispatchers can better understand the operational needs of fire and EMS units, such as the importance of identifying hazardous materials, structural risks, or medical conditions that require specific resources or protocols.

This training also improves interagency coordination. When dispatchers understand fire and EMS terminology, procedures, and priorities, they can customize their communication to support quicker, more effective responses. For example, they might recognize when to escalate a call to a multi-agency response or how to prioritize information that helps EMS prepare for critical care while en route. In high-stakes situations, even small improvements in dispatcher awareness can lead to better outcomes for both responders and the public.

Estimated Cost: Training costs, protocol development, and possible software or CAD upgrades.

Recommendation A-5: Add a dedicated Fire/EMS Dispatcher.

Description: The current police-led dispatch center lacks a dedicated Fire Dispatcher. A dedicated dispatcher would allow Emergency Medical Dispatch Pre Arrival Instructions to be implemented, consistent with the recent passing of California Assembly Bill 645, Chapter 273 (2025).

Outcome: Improves incident triage, data quality, and communication between agencies.

Provides foundational support for more complex emergencies.

Estimated Cost: Four Dispatchers, one per shift at $150,00 per shift.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 207
Recommendation A-6: Standardize special event planning and emergency staffing protocols.

Description: Special event planning currently lacks defined requirement thresholds for fire, police, and emergency management agencies to ensure public safety during events like fairs, festivals, parades, concerts, and sporting events. This involves coordinated pre-event planning that includes risk assessments, resource allocation, communication strategies, and contingency plans. It defines clear roles and responsibilities, staffing levels based on event size and risk, and protocols for quick emergency response. Incident action plans and a unified command are developed and implemented for large events, such as the fair and concerts.

Outcome: A special event SOG and pre-planning template will enhance safety, streamline operations, and reduce impact on normal emergency service coverage. This should include decision points to evaluate when a plan is to be implemented based on risk, size, and complexity of the event. Standardization ensures consistency across events, improves interagency coordination, and enhances the ability to scale resources appropriately. It also includes post-event evaluations to identify lessons learned and improve future planning. The outcome is a safer, more organized event environment that minimizes risk and ensures a swift, effective response to any incidents that may occur.

Estimated Cost: Staff time to develop and train on the new process.

Recommendation A-7: Deliver regular fire prevention training to line firefighters.

Description: Firefighters are occasionally tasked with inspections but lack standardized, upto-date training. Currently, knowledge is passed informally through on-the-job experiences.

Outcome: Firefighters undergoing training for fire prevention inspections learn how to identify potential fire hazards in residential, commercial, and industrial settings. This training encompasses understanding fire codes and regulations, evaluating building layouts, inspecting fire protection systems (such as alarms and sprinklers), and educating property owners on fire safety practices. The goal is to prevent fires before they start by ensuring compliance with safety standards and promoting awareness. This ensures consistency and accuracy in inspections, enhancing the department’s fire safety knowledge and service delivery.

Estimated Cost: Training staff time and potential outside vendor courses. Online and statesponsored options may be available at low or no cost.

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Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 208
Recommendation A-8: Increase outreach and fire prevention education for the business community.

Description: Business owners are primarily exposed to fire prevention through required inspections. No consistent outreach or training exists beyond this scope.

Outcome: Outreach and fire prevention education for the business community involves proactive engagement by fire departments to promote fire safety awareness and compliance within commercial settings. Fire officials work directly with business owners and employees to provide education on fire risks, safety protocols, and emergency preparedness. This includes offering training sessions, conducting on-site evaluations, and distributing educational materials tailored to specific industries. The goal is to foster a culture of safety, reduce the likelihood of fire incidents, and ensure that businesses are wellprepared to respond effectively in an emergency. Offering classes or materials will foster safer businesses, improve relationships, and increase voluntary compliance.

Estimated Cost: Staff time and development of printed or digital outreach materials. These can be created in house or by an outside vendor.

Recommendation A-9: Adopt a standardized community fire safety education curriculum.

Description: There is no formal fire safety curriculum for schools or public events for youth and families, but PRFES does conduct public education for kindergarten and first-grade classes, and a poster contest for third graders. A standardized community fire and life safety program is a structured initiative designed to educate the public on how to prevent fires and respond effectively to emergencies. It usually includes consistent messaging, ageappropriate educational materials, and coordinated outreach efforts that address the specific needs of various community groups.

Outcome: Adopting a curriculum will enhance fire safety knowledge. Standardization helps ensure consistency in delivery and assessment. A formal fire and life safety curriculum for schools and public events leads to several key benefits. It raises awareness and understanding of fire hazards and emergency procedures among children and community members, helping them develop lifelong safety habits. Students learn how to identify risks, respond properly in emergencies, and take responsibility for their safety and that of others.

The curriculum also fosters stronger relationships between fire departments and the community, thereby building trust and promoting community-wide safety initiatives. Over time, these initiatives have resulted in a noticeable reduction in fire-related injuries, fatalities, and property damage, thereby creating a safer and more resilient community.

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This curriculum should be shared in person and online. Data collection is an essential part of this program and needs to be planned with outcomes in mind.

Estimated Cost: Curriculum acquisition or development costs; staff training.

Recommendation A-10: Improve tracking of community engagement and prevention activities.

Description: There is limited documentation of public education contacts, classes, and outreach.

Outcome: Implementing data collection systems (such as activity logs in the RMS, Excelbased logs, and vendor reports) helps measure impact and justify staffing and funding. It also increases visibility of community risk reduction efforts. Tracking the results of fire department community engagement and prevention activities offers valuable insights into the effectiveness of public safety initiatives. These results often include greater public awareness of fire and life safety practices, better compliance with fire codes, and a measurable decrease in fire incidents, injuries, and fatalities. Data may also reveal higher participation in educational programs, increased community trust in the fire department, and stronger partnerships with local organizations and schools. Over time, consistent tracking allows departments to refine strategies, allocate resources more efficiently, and demonstrate the impact of their prevention efforts to stakeholders and the public.

Estimated Cost: Minimal. May require form development and staff training.

Recommendation A-11: Improve Turnout Time Through Station Design and Training.

Description: Conduct a focused initiative to reduce turnout time via training, station layout evaluation, and alerting system improvements.

Outcomes: Designing a fire station to improve turnout times can produce several meaningful outcomes that directly affect the speed and effectiveness of emergency response. When the layout and features of a station are optimized for quick deployment, firefighters can move from rest or work areas to their apparatus more rapidly and with fewer obstacles. This includes strategic placement of living quarters, gear storage, and vehicle bays to minimize travel distances and facilitate movement.

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Improved turnout times also decrease overall response times, which is crucial in emergencies and helps meet NFPA 1710 standards. A well-designed station can include features such as automated lighting, alert systems that gradually wake personnel, and direct access to apparatus bays, all of which help responders mobilize more quickly and safely. Additionally, reducing physical and mental delays during turnout can lower stress and injury risk, leading to better long-term health and performance for firefighters.

Beyond operational benefits, a station that supports faster turnout times demonstrates a department’s commitment to excellence and community safety. It can boost morale among personnel, enhance public trust, and even impact insurance ratings and funding opportunities. In essence, thoughtful station design becomes a force multiplier for the entire emergency response system.

Estimated Cost: Low to moderate. May require modest infrastructure upgrades and increased training hours.

Recommendation A-12: Evaluate administrative office space needs for Police and Fire.

Description: Both police and fire departments report inadequate administrative workspace, which limits efficiency and growth potential. This process involves assessing the number of personnel, the types of administrative tasks performed, and the need for specialized spaces such as meeting rooms, secure storage, records management, and technology infrastructure. It also evaluates workflow, accessibility, and opportunities for collaboration across departments. The assessment helps identify space shortages, possibilities for consolidation or expansion, and alignment with safety, security, and regulatory standards. The result is a strategic plan that supports current operations and future growth, ensuring that administrative areas are functional, flexible, and supportive of public safety missions.

Outcome: Evaluating the administrative office space needs for fire and police departments results in several key outcomes that support operational efficiency and longterm planning. It helps determine whether current facilities adequately support staffing levels, workflow, and technology requirements. The evaluation identifies space shortages, inefficiencies, or underutilized areas, and provides recommendations for reconfiguration, expansion, or new construction. It also ensures that office environments meet safety, accessibility, and regulatory standards. Additionally, the process supports budget planning and justifies capital improvement projects by aligning space needs with organizational goals and future growth. It leads to more functional, secure, and adaptable workspaces that enhance the effectiveness of the fire and police departments.

Estimated Cost: Professional study: $20,000–$30,000.

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Mid-Term Recommendations
The mid-term strategies are progressive enhancements of the current conditions. Many will likely require two to three years to accomplish.

Recommendation B-1: Conduct a full emergency response and security assessment of the airport.

Description: The airport lacks dedicated ARFF staffing and has limited security systems.

Outcome: A response and security assessment of an airport is a thorough review of the facility’s ability to prevent, detect, and respond to emergencies and security threats. This assessment looks at how effective emergency response plans are, how well airport staff and first responders coordinate, and the readiness of fire, medical, and law enforcement teams. It also checks physical security measures like surveillance systems, access control, perimeter security, and passenger screening procedures. The goal is to find vulnerabilities, ensure compliance with regulatory standards, and improve the overall safety and resilience of the airport. The results from the assessment are used to update procedures, train personnel, and invest in infrastructure that enables quick and effective incident management.

Estimated Cost: The cost for an assessment is currently unknown and would be based on a final scope of work.

Recommendation B-2: Joint Acquisition of a Mobile Command Post.

Description: Paso Robles Police and Fire Departments should consider jointly acquiring a dedicated mobile command post to enhance local emergency response capabilities. This unit would serve as an on-scene operational hub during major incidents, disasters, and large public events, providing coordinated command space, enhanced communication capabilities, and support for tactical dispatch functions. It would also offer workspace and shelter for command and operational staff during extended operations, assist with continuity of operations if fixed facilities are unavailable, and serve public safety functions at community events.

Outcomes: A jointly operated mobile command post will increase the Department’s selfsufficiency during emergencies by reducing reliance on outside resources, such as the limited-availability OES trailer. It will improve real-time coordination, streamline incident management, and provide a centralized and mobile base of operations for both routine and critical public safety events.

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Estimated Cost: Estimated cost ranges from $300,000 to $600,000, depending on the vehicle size, technology integration, and customization level. Additional costs may include annual maintenance, insurance, and outfitting for interoperability with police, fire, and dispatch systems.

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Long-Term Recommendations
The short- and mid-term strategies discussed will move the organization forward substantially. A longer-term, high-level view of future needs is also important to provide a “big picture” view of how the organization may continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload, and how both impact the future deployment of personnel.

Recommendation C-1: Construct a New Fire Station to Improve Coverage in the northwestern portion of the city.

Description: Establish a new fire station in the northern portion of downtown Paso Robles to address service coverage gaps and support high incident density in this region.

Outcomes: Building a new fire station to improve coverage can lead to several key benefits that enhance both emergency response and community well-being. When a fire station is positioned closer to high-risk or underserved areas, emergency crews can arrive more quickly, which is crucial for saving lives, reducing property damage, and improving the ERF for an incident. This is especially vital during medical emergencies and fires. A new station also helps distribute call volume more evenly across the department, easing the workload on existing stations and personnel. This can result in better resource management, less burnout among firefighters and EMTs, and greater preparedness for simultaneous or large-scale incidents. Additionally, the fire station often serves as a hub for public education, safety programs, and community events, fostering stronger relationships between first responders and residents. As communities grow, infrastructure must keep up.

A strategically located fire station ensures that emergency services can meet the demands of a rising population and changing risks.

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Figure 182: Four-Minute Response with new Station 4
Estimated Cost: High. Includes site selection, station construction, apparatus, and personnel hiring. The current estimated cost to build a fire station in California is $1,000 per square foot.

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Recommendation C-2: Expand Administrative Space for Police and Fire Staff.

Description: Current facilities do not meet the needs of growing departments.

Outcome: Supports growth of department programs, leadership development, and interagency collaboration.

Estimated Cost: Capital project planning required; costs dependent on construction scope.

Recommendation C-3: Renovate or replace Fire Station #2.

Description: Built in 1960, the facility is outdated and does not meet current building and fire codes. It lacks essential safety features like fire sprinklers and has minimal auxiliary power, which hampers its ability to operate effectively during emergencies. The station’s design is no longer suitable for modern firefighting efforts, restricting the efficiency and safety of emergency response teams.

Outcomes: As the city has expanded, the demands on its fire services have grown, and Fire Station 2 no longer provides an effective location for the larger population and infrastructure. This has led the city to invest in new facilities, including the recently opened Fire Station 3, which is better equipped to meet the community’s current and future needs.

Funding from Measure J-20, a local sales tax initiative, has enabled Paso Robles to focus on public safety improvements. Replacing Fire Station 2 should be part of a larger effort to ensure emergency services are resilient, meet modern standards, and can protect residents during disasters such as wildfires and earthquakes.

Estimated Cost: The current estimated cost to build a fire station in California is $1,000 per square foot. Renovation cost may be lower, but an in-depth analayis is needed to determine costs.

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Section V:

APPENDICES
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Appendix A: Strategic Partners—Stakeholder Interviews
Introduction to the Stakeholder Interviews
As part of this assessment, AP Triton conducted interviews with a broad range of internal and external stakeholders associated with the City of Paso Robles Fire and Emergency Services Department. The purpose of these interviews was to better understand current challenges, concerns, and expectations related to the City's emergency service delivery system. Discussions also explored opportunities for improved collaboration, shared services, and alignment with community needs.

The insights collected during this process represent the perspectives of individuals and groups interviewed—referred to as “people inputs.” These inputs often reflect perceptions and personal experiences rather than independently verified facts. All information was taken at face value and reviewed collectively for consistency, recurring themes, and frequency of mention. The project team used this information to identify trends, confirm observations across multiple sources, and determine which findings were substantial enough to include in this report.

Stakeholders were drawn from the following categories:
• Elected Officials
• City Management
• Department Heads
• Business and Community Leaders
• Community Members and Volunteers
• Fire Department Chief Officers
• Labor Representatives
• Rank-and-File Personnel
• Administrative Staff
The observations and recommendations presented in this section are based on patterns that emerged during the stakeholder engagement process and were deemed relevant and significant to the department’s current and future service planning.

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Elected Officials, City Management, Department Heads
What strengths contribute to the success of the Fire Department? • Leadership: Chiefs Stornetta and Harris were widely praised for their strategic vision, planning, commitment, and good communication.
• Medical Calls: Effective future use of squad vehicles to reduce wear on larger apparatus; high paramedic staffing rate.
• Training & Planning: Recognized for forward-looking growth strategies and long-term infrastructure plans (e.g., third station, training center).

What does the department do well?
• Community Integration: Strong collaboration with police, trusted by residents, involved in outreach and education, community emergency response team (CERT), and good customer service.
• Communication: There is good communication from the fire department. • Emergency Response: They provide an excellent service, considering their staffing levels and equipment.

What are some areas in which you think the department could make improvements? • Response Times: Still a concern, especially during simultaneous calls. • Funding: Maintain J20 funding and prepare for its renewal. • Personnel Needs: Staffing must expand in line with the city’s rapid development. • Budget Dependence: Reliant on J-20 tax, which has a 2032 sunset clause. • Airport Fire Coverage: No dedicated response unit is available at the airport, despite increased traffic.
• Future Talent: Concern about the future recruitment of high-quality, communityrooted personnel.

What opportunities, in your view, are available to improve the service and capabilities of the Fire Department?
• Expand Squad Units: Consider adding more squad vehicles to match the high volume of medical calls.
• Succession Planning: Ensure leadership is well-positioned for the future.

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• Peak Demand Staffing: Explore 12-hour or peak-hour staffing strategies. • County Coordination: Enhance ambulance service and interagency training alignment, as well as increase coordination.

Please share your thoughts with us regarding staffing utilizing 12-hour shifts and peak-hour units.
• Squads: Would like to see a squad at each station.

What do you see as the top three critical issues faced by the Fire Department today? • Sustained Funding: Extend J-20 or explore alternative funding • Community Growth: Prepare for growth on the east side of the city.

If you could change one thing in the fire department, what would it be? • Staffing: It may not always be necessary to have 3-0 staffing.

How would you describe the level of services provided by the fire department? • Service Quality: High-quality response, compassionate community service, especially with vulnerable populations.

What, in your opinion, are some opportunities to improve service and or coordination within the county?
• Ambulance Service: Better integration with the county’s ambulance service. • State Fire Marshal: Would like to see more coordination with the California Division of Forestry and the state fire marshal’s office.

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Business and Community Leaders, Community Members, and Community Volunteers Have you had any recent official contact with your fire department? If so, can you tell us about it?
• Training & Professionalism: Firefighters viewed as highly professional, especially in safety enforcement and code compliance support for businesses. • Proximity & Access: Local business owner interacts regularly with fire staff as neighbors; the department uses his facility for confined space and smoke training.

Describe your expectations of the fire department?
• Emergency Response: Provide the community with exceptional fire and emergency medical services.
• Trained: Firefighters should be well-trained and effectively handle calls.

What of these expectations is not met to your satisfaction? • Limited Youth Outreach: Desire for more structured involvement with local schools, especially the high schools, to inspire interest in fire service careers. • Recruitment & Cost of Living: Hiring and retention are challenged by the high cost of living in Paso Robles, which can deter otherwise interested candidates.

What do you think the Fire Department is doing particularly well? • Strong Community Relationships: Fire personnel are visible, approachable, and maintain a positive public image; often described as kind, professional, and welltrained. • Public Support: The Community perceives the fire department as capable and wellprepared, with a positive word-of-mouth reputation.

Are there services that you think the Department should be providing that they are not now?
• School Engagement: Support early awareness programs and mentorship within high schools to promote public safety careers.
• Career Path Promotion: Encourage fire service as a first-choice profession among local students; potential to attract quality recruits with community roots. • Local Hiring Focus: Build future workforce from within the community to improve housing feasibility and long-term retention.

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Are there services the Department is providing that you think should be discontinued or done differently?
• None
When you dial 9-1-1 to report an emergency, how long should it take for help to arrive? • Response Time: Five minutes,
Does that expectation change depending on where in the community you are located? • No
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Chief Officers, Labor Leaders, Rank & File, Administrative Staff What strengths and successes best define PRFES today?
• Exceptional Leadership: Consistent praise for Fire Chief Stornetta and Deputy Chief Harris; seen as progressive, collaborative, and well-liked. • Community Risk Reduction (CRR): Strong CERT program engaging adults and teens; active outreach through Safety Fest, National Night Out, and bilingual materials. • Strong Culture & Morale: Team-oriented department with a high level of trust and mutual support among personnel, trust with auto aid departments. Family atmosphere.
• Positive Public Perception: The Community sees the fire department as reliable and effective.

What are the key areas that need attention or improvement within the department? • Emergency Response: Slow response times in areas of the city, the homeless population, and the trucks being out of their district for a response. • Increased Workload: Explosive city growth has overloaded fire prevention staff, especially with plan checks and inspections; spread out the workload. • Fire Inspection Program: It is challenging to complete company fire inspections on schedule, and we could use more fire code training.

What opportunities do you believe exist to improve department effectiveness or community service?
• City-Run Hand Crews: Suggestion to develop local seasonal or permanent fire crews to meet wildland needs and generate revenue.
• Evacuation Planning Reform: Advocate for earlier evacuation triggers, consistent alert systems, and better accommodation for AFN (access and functional needs) populations.
• Expanded CERT Engagement: Continue growth in CERT participation, including teen academies and pet preparedness classes.
• Firewise USA Certification: Ongoing pursuit to reduce wildfire risk and potentially lower insurance premiums for residents.

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• Volunteer Integration: Leverage CERT for drills, exercises, and ICS roles during disasters.
• Funding Constraints: Budget shortfalls limit hiring, equipment, facilities, and fire prevention resources.
• Lack of Wildland Fire Resources: Absence of local hand crews and dependency on limited Cal Fire resources for wildland incidents.

What challenges do you see in making improvements?
• Funding Constraints: Budget shortfalls limit hiring, equipment, facilities, and fire prevention resources.
• Staffing & Retention: High cost of living in Paso Robles hinders recruitment and retention; limited career advancement opportunities are also a factor; succession planning; is a young organization.
• Infrastructure Limitations: Aging facilities, need for additional fire stations, inadequate setbacks in housing developments, insufficient hydrant spacing, and outdated fire/building codes.

What do you see as the top three critical issues faced by the Fire Department today? • New Commercial Developments: The CRR division is trying to keep up with the growth
• Succession Planning: Continue developing a defined succession for the department.
• Paramedics: Maintaining and getting additional paramedics to provide ALS.

Please share your thoughts/ideas regarding alternative staffing models and dynamic deployment.
• Squads: Continue developing the squad concept at other stations. A new squad is being placed into service in the Fall of 2025.

If you could change one thing in the department, what would it be? • Officers Meeting: Begin regular meetings with the officers. • Communication: although the communications in the department is good, and better than in the past, it can always improve.

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How would you describe the level of service provided by the fire department? • Excellent: The department provides great ALS service, and they take pride in what they do.
• Police Department: The fire and police departments work well together.

How would you describe morale and communication within the department? • Newsletter: Would like to see more information from the administrative staff in the newsletter.

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Appendix B: Special Events
January and February
First and Third Saturdays (monthly) – Studios on the Park, Art after Dark (downtown) MLK Celebration (Downtown City Park)
March
Rhone Rangers – Wine Festival (PR Event Center)
Spring CRCHA (horse cutting) Classic (PR Event Center)
April
Paso Robles Art in the Park – Art Show (Downtown City Park) SLO County Film Festival – Countywide events
Three Speckled Hens Antique Show (PR Event Center)
May
Olive and Lavender Festival (Downtown City Park)
Paso Robles Wine Festival (PR Event Center)
Firestone Invitational Beer Fest (PR Event Center)
Golden State Classics Car Show (Downtown City Park)
June
Concerts in the Park – Thursday evenings through summer (Downtown City Park) Juneteenth Celebration (Downtown City Park)
Aids Life Cycle Ride/Event (PR Event Center)
July
4th of July Celebration (Barney Schwartz Park)
California Mid-State Fair (PR Event Center)
August
Distillery Trail Weekend (local distilleries)
PCQHA California Championships (PR Event Center)
September
Whale Rock Music and Arts Festival (Castoro Cellers)
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October
Harvest wine month- various events at local wineries
3 Speckled Hens Antique Show (PR Event Center)
SLO Home and Outdoor Show (PR Event Center)
Golden Oak and Honey Pumpkin Festival (Downtown City Park) Mid-State Fair Fall Horse Classic (PR Event Center)
Pioneer Day Parade and Celebration (Downtown City Park – downtown Parade) Downtown Trick or Treat (downtown merchants)
November
Garagiste Wine Festival (PR Event Center)
Warbirds Car Show (Warbirds Museum)
Paderewski Festival (various locations throughout town) The Bovine Classic – cycling event (various locations throughout town) Elegant Evening Downtown – Holiday kickoff event (downtown merchants) Art in the Park (Downtown City Park)
Holiday Tree Lighting (Downtown City Park)
December
Christmas Parade (downtown)
Vine Street Showcase (Vine Street from 8th to 21st)
Mid-State Fair Winter Market (PR Event Center)
New Year’s Celebration and Bonfire (Downtown City Park) Attachment 1

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Appendix C: Table of Figures
Figure 1: PRFES Organizational Chart .............................................................................................4 Figure 2: ISO Earned & Available Credits for PRFES.......................................................................5 Figure 3: ISO Classifications in California........................................................................................5 Figure 4: PRFES Study Area...............................................................................................................8 Figure 5: Automatic and Mutual Aid Departments ......................................................................9 Figure 6: Automatic and Mutual Aid Fire Stations.......................................................................10 Figure 7: Fire Growth versus Reflex Time.......................................................................................14 Figure 8: Cardiac Arrest Sequence ..............................................................................................15 Figure 9: Critical Task Analysis—Risk Level Description ...............................................................19 Figure 10: Critical Task Analysis—Low Fire Risk .............................................................................21 Figure 11: Alarm Assignments—Low Fire Risk Incident ................................................................21 Figure 12: Critical Task Analysis—Moderate Fire Risk...................................................................22 Figure 13: Alarm Assignments—Moderate Fire Risk Incident......................................................22 Figure 14: Critical Task Analysis—High Fire Risk ............................................................................23 Figure 15: Alarm Assignments—High Fire Risk Incident ...............................................................23 Figure 16: Critical Task Analysis—Maximum Fire Risk ...................................................................24 Figure 17: Alarm Assignments—Maximum Fire Risk Incident......................................................24 Figure 18: Critical Task Analysis—Low EMS Risk ............................................................................25 Figure 19: Alarm Assignments—Low Fire EMS Incident ...............................................................25 Figure 20: Critical Task Analysis—Moderate EMS Risk .................................................................26 Figure 21: Alarm Assignments—Moderate EMS Risk Incident ....................................................26 Figure 22: Critical Task Analysis—High EMS Risk ...........................................................................27 Figure 23: Alarm Assignments—High EMS Risk Incident ..............................................................27 Figure 24: Critical Task Analysis—Maximum EMS Risk..................................................................28 Figure 25: Alarm Assignments—Maximum EMS Risk Incident.....................................................28 Figure 26: Critical Task Analysis—Low Wildland Risk....................................................................29 Figure 27: Alarm Assignments—Low Wildland Risk Incident.......................................................29 Figure 28: Critical Task Analysis—Moderate Wildland Risk .........................................................30 Figure 29: Alarm Assignments—Moderate Wildland Risk Incident ............................................30 Figure 30: Critical Task Analysis—High Wildland Risk ...................................................................31 Figure 31: Alarm Assignments—High Wildland Risk Incident......................................................31 Attachment 1

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Figure 32: Critical Task Analysis—Low Technical Rescue Risk ....................................................32 Figure 33: Alarm Assignments—Low Technical Rescue Risk Incident .......................................32 Figure 34: Critical Task Analysis—Moderate Technical Rescue Risk ..........................................33 Figure 35: Alarm Assignments—Moderate Technical Rescue Risk Incident.............................33 Figure 36: Critical Task Analysis—High Technical Rescue Risk....................................................34 Figure 37: Alarm Assignments—High Technical Rescue Risk Incident.......................................34 Figure 38: Critical Task Analysis—Maximum Technical Rescue Risk ..........................................35 Figure 39: Alarm Assignments—Maximum Technical Rescue Risk Incident .............................35 Figure 40: Critical Task Analysis—Low HazMat Risk......................................................................36 Figure 41: Alarm Assignments—Low HazMat Risk Incident.........................................................36 Figure 42: Critical Task Analysis—Moderate HazMat Risk ...........................................................37 Figure 43: Alarm Assignments—Moderate HazMat Risk Incident..............................................37 Figure 44: Critical Task Analysis—High HazMat Risk.....................................................................38 Figure 45: Alarm Assignments—High HazMat Risk Incident........................................................38 Figure 46: Critical Task Analysis—Maximum HazMat Risk ...........................................................39 Figure 47: Alarm Assignments—Maximum HazMat Risk Incident ..............................................39 Figure 48: Critical Task Analysis—Low ARFF Risk...........................................................................40 Figure 49: Alarm Assignments—Low ARFF Risk Incident..............................................................40 Figure 50: Critical Task Analysis—Moderate ARFF Risk ................................................................41 Figure 51: Alarm Assignments—Moderate ARFF Risk Incident ...................................................41 Figure 52: Critical Task Analysis—High ARFF Risk ..........................................................................42 Figure 53: Alarm Assignments—High ARFF Risk Incident.............................................................42 Figure 54: Critical Task Analysis—Maximum ARFF Risk.................................................................43 Figure 55: Alarm Assignments—Maximum Fire Risk Incident......................................................43 Figure 56: Example of a First-Due Single-Unit Response Standard ............................................45 Figure 57: Example of a First Alarm Response (3 Engines, 1 Ladder, & 1 BC)...........................45 Figure 58: First Arriving Unit Total Response 90th Percentile.........................................................45 Figure 59: Operating Expense (FY2020–FY2024)..........................................................................47 Figure 60: Non-Recurring Revenue (FY2020–FY2024)..................................................................48 Figure 61: Criteria Utilized to Determine Fire Station Condition .................................................52 Figure 62: PRFES Station 1...............................................................................................................53 Figure 63: PRFES Station 2...............................................................................................................54 Figure 64: PRFES Station 3...............................................................................................................55 Attachment 1

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Figure 65: PRFES Airport Station/CRR Office.................................................................................56 Figure 66: Summary of PRFES Station ............................................................................................57 Figure 67: Criteria Used to Determine Apparatus & Vehicle Condition ...................................59 Figure 68: PRFES Frontline Engines Inventory (2024) ....................................................................60 Figure 69: PRFES Specialty Apparatus ..........................................................................................60 Figure 70: PRFES Reserve Apparatus.............................................................................................60 Figure 71: PRFES Command Vehicles...........................................................................................61 Figure 72: Population Trends (2013–2024) ....................................................................................65 Figure 73: Percentage of the Vulnerable Population by Age...................................................68 Figure 74: Gender by Age .............................................................................................................70 Figure 75: Population with a Disability ..........................................................................................71 Figure 76: Language Barriers .........................................................................................................72 Figure 77: Poverty Rate ..................................................................................................................73 Figure 78: Population without Health Insurance..........................................................................74 Figure 79: Education Levels ...........................................................................................................75 Figure 80: Paso Robles Race and Ethnicity..................................................................................76 Figure 81: Housing Ownership .......................................................................................................78 Figure 82: Age of Housing..............................................................................................................79 Figure 83: Housing Units per Building.............................................................................................80 Figure 84: Average Monthly High Temperatures (2013–2024) ...................................................82 Figure 85: Average Monthly Low Temperatures (2013–2024) ....................................................83 Figure 86: National Weather Service Heat Index Chart .............................................................83 Figure 87: Wind Rose ......................................................................................................................85 Figure 88: Average Monthly Wind Speeds (2013–2024) .............................................................86 Figure 89: Drought Conditions (2011–2024) .................................................................................88 Figure 90: Current Drought Conditions (July 1, 2025)..................................................................88 Figure 91: Fire Hazard Severity Zones............................................................................................91 Figure 92: Flood Hazard Zones ......................................................................................................93 Figure 93: Liquefaction Susceptibility............................................................................................96 Figure 94: Earthquake Faults..........................................................................................................97 Figure 95: Critical Facilities...........................................................................................................100 Figure 96: Hazardous Materials Locations..................................................................................102 Figure 97: Major Roads of Paso Robles.......................................................................................103 Attachment 1

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Figure 98: Paso Robles Area Road Network and Transit System..............................................104 Figure 99: Paso Robles Municipal Airport ...................................................................................109 Figure 100: Railway Location.......................................................................................................110 Figure 101: Dam Inundation Map...............................................................................................112 Figure 102: Hydrant Locations.....................................................................................................115 Figure 103: Water Storage and Treatment Facilities.................................................................117 Figure 104: Drainage Locations...................................................................................................118 Figure 105: Paso Robles Communications Systems...................................................................120 Figure 106: Paso Robles Land Use...............................................................................................122 Figure 107: Regional Housing Needs Allocation (2018–2028) ..................................................124 Figure 108: Residential Development.........................................................................................124 Figure 109: Hotels and RV Development ...................................................................................124 Figure 110: Commercial Development......................................................................................125 Figure 111: Existing and Proposed Buildings Three Stories or Greater .....................................126 Figure 112: Proposed Development Areas and Types .............................................................127 Figure 113: Paso Robles City Zoning ...........................................................................................128 Figure 114: NFPA 1730 Inspection Frequency............................................................................130 Figure 115: Occupancy Risk Classifications Example...............................................................131 Figure 116: Educational Facilities and School Locations..........................................................133 Figure 117: Care Facilities ............................................................................................................135 Figure 118: Multi-Family Dwellings/Housing Units.......................................................................136 Figure 119: Buildings Three Stories or More.................................................................................137 Figure 120: Buildings 50,000 Square Feet and Greater .............................................................138 Figure 121: High Fire Flow Occupancies ....................................................................................139 Figure 122: Three-Axis Risk Classification Process.......................................................................142 Figure 123: Risk Scoring System....................................................................................................143 Figure 124: Probability or Likelihood of Occurrence.................................................................144 Figure 125: Consequence to the Community...........................................................................144 Figure 126: Impact on Operational Forces................................................................................145 Figure 127: Fire Response Risk Assessment .................................................................................146 Figure 128: Fire Three-Axis Risk Classifications ............................................................................146 Figure 129: EMS Response Risk Assessment ................................................................................147 Figure 130: EMS Three-Axis Risk Classifications...........................................................................147 Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 231
Figure 131: Technical Rescue Response Risk Assessment.........................................................148 Figure 132: Technical Rescue Three-Axis Risk Classifications....................................................148 Figure 133: Hazardous Materials Response Risk Assessment....................................................149 Figure 134: Hazardous Materials Three-Axis Risk Classifications...............................................149 Figure 135: Wildland Fires Response Risk Assessment................................................................150 Figure 136: Wildland Fires 3-Axis Risk Classifications ..................................................................150 Figure 137: ARFF Response Risk Assessment...............................................................................151 Figure 138: ARFF Risk Classifications............................................................................................151 Figure 139: PRFES Property Loss ...................................................................................................152 Figure 140: Fires per 1,000 Population.........................................................................................152 Figure 141: Intentionally Set Fires (2020–2024) ...........................................................................153 Figure 142: Response by Incident Type......................................................................................155 Figure 143: Response Workload History ......................................................................................156 Figure 144: Monthly Response Workload ...................................................................................157 Figure 145: Daily Response Workload.........................................................................................157 Figure 146: Incident Demand by Month and Day of Week.....................................................158 Figure 147: Hourly Response Workload ......................................................................................158 Figure 148: Incident Density by Time of Day and Day of Week ..............................................159 Figure 149: Unit Response Workload...........................................................................................160 Figure 150: Average Unit Time on Scene ...................................................................................161 Figure 151: All Incidents Call Concentration .............................................................................162 Figure 152: Medical Incidents Call Concentration ...................................................................163 Figure 153: Fire Incidents Call Concentration............................................................................164 Figure 154: Structure Fire Call Concentration............................................................................165 Figure 155: Structure Fires by Time of Day ..................................................................................166 Figure 156: Frequent Response Addresses.................................................................................167 Figure 157: 4-Minute Travel Model ..............................................................................................169 Figure 158: Automatic Aid Stations.............................................................................................171 Figure 159: Mutual Aid Agency Capabilities .............................................................................173 Figure 160: Apparatus Coverage, 8-Minute Travel ...................................................................174 Figure 161: Effective Response Force—Firefighter Coverage .................................................176 Figure 162: 5-Mile Travel Model ...................................................................................................178 Figure 163: 1.5-Mile Travel Model ................................................................................................179 Attachment 1

Community Risk Assessment-Standards of Cover Paso Robles Fire and Emergency Services Department 232
Figure 164: 2.5-Mile Travel Model ................................................................................................180 Figure 165: Unit Hour Utilization....................................................................................................181 Figure 166: Concurrent Incident Percentage............................................................................182 Figure 167: Number of Appartus per Incident...........................................................................182 Figure 168: Annual Reliability by Fire Station..............................................................................183 Figure 169: Summary of Performance Goals.............................................................................184 Figure 170: Call Processing Time 90th Percentile by Incident Type..........................................186 Figure 171: Call Processing Time 90th Percentile by Time of Day............................................187 Figure 172: Turnout Time 90th Percentile by Incident Type .......................................................188 Figure 173: Turnout Time 90th Percentile by Time of Day ..........................................................189 Figure 174: Turnout Time 90th Percentile by Unit .......................................................................189 Figure 175: First Unit Travel Time 90th Percentile by Incident Type ...........................................190 Figure 176: First Unit Travel Time 90th Percentile by Time of Day ..............................................191 Figure 177: First Arriving Unit Total Response Time 90th Percentile by Incident Type..............192 Figure 178: First Arriving Unit Total Response Time 90th Percentile by Time of Day.................193 Figure 179: Utilization Rate by Incident Type .............................................................................194 Figure 180: Population and Workload Projections....................................................................195 Figure 181: Ladder Truck at Station 1 with Buildings with Three or More Stories.....................204 Figure 182: Four-Minute Response with new Station 4..............................................................214 Attachment 1

2025
November
City of Paso Robles

POLICE DEPARTMENT
POLICE

DEPARTMENT
Strategic Staffing Assessment
Attachment 2

Strategic Staffing Assessment Paso Robles Police Department i
Table of Contents
Acknowledgments.....................................................................................................................iii Introduction ............................................................................................................................... iv Executive Summary ................................................................................................................... v Current Conditions & Challenges ......................................................................................... v Operational Performance .....................................................................................................vi Key Findings ............................................................................................................................vi Recommendations............................................................................................................... viii Conclusion ..............................................................................................................................ix SECTION I: EVALUATION OF CURRENT CONDITIONS........................................................ 1 Police Department Overview .................................................................................................... 2 History of the Paso Robles Police Department..................................................................... 2 Paso Robles Governance and Lines of Authority ................................................................ 3 Overview of Paso Robles Police Department’s Service Area............................................. 5 Paso Robles Police Department’s Organizational Design .................................................. 9 General Police Operations, Allocation, and Deployment................................................ 12 Other Police Service Components...................................................................................... 27 Financial Overview .................................................................................................................. 31 Five-Year Overview .............................................................................................................. 31 Measure J-20......................................................................................................................... 32 Financial Risks and Sustainability Considerations............................................................... 33 Capital Facilities and Vehicles................................................................................................ 36 Paso Robles Police Department Headquarters ................................................................. 39 Discussion of the Paso Robles Public Safety Center (Police Department) ...................... 46 Police Department Capital Equipment and Vehicles Inventory...................................... 47 Community Survey Summary.................................................................................................. 55 SECTION II: ORGANIZATIONAL AND STAFFING ANALYSIS ............................................. 56 Current Organizational and Staffing Analysis ........................................................................ 57 Administration....................................................................................................................... 58 Commanders and Support Services Manager.................................................................. 59 Patrol Operations.................................................................................................................. 63 Traffic and DUI ...................................................................................................................... 64 School Resource Officers (SROs)......................................................................................... 68 Community Service Officers................................................................................................ 69 Investigations ........................................................................................................................ 70 Attachment 2

Strategic Staffing Assessment Paso Robles Police Department ii
Community Action Team (CAT).......................................................................................... 73 Special Enforcement Team (SET)......................................................................................... 74 Property/Evidence/CSI......................................................................................................... 75 Training .................................................................................................................................. 78 Recruiting and Hiring............................................................................................................ 80 Public Information Officer (PIO)/Community Outreach Coordinator.............................. 82 Volunteers ............................................................................................................................. 84 Records ................................................................................................................................. 84 Dispatch ................................................................................................................................ 86 Service Demand and Incident Staffing Performance ........................................................... 87 Data Sources ........................................................................................................................ 87 Community-Generated Demand for Service .................................................................... 88 Trends in Community-Generated Service Demand........................................................ 107 Community-Generated Service Demand by Day and Time.......................................... 119 Future Service Demand Projections...................................................................................... 212 SECTION III: FINDINGS, STRATEGIES, & RECOMMENDATIONS...................................... 216 Key Findings............................................................................................................................ 217 Short-Term Recommendations.............................................................................................. 222 Mid-Term Recommendations................................................................................................ 229 Long-Term Recommendations.............................................................................................. 235 SECTION IV: APPENDICES............................................................................................... 237 Appendix A: Strategic Partners—Stakeholder Interviews ................................................... 238 Introduction to the Stakeholder Interviews ...................................................................... 238 Appendix B: Community-Driven Call Type Dataset ............................................................ 245 Appendix C: Special Events .................................................................................................. 249 Appendix D: Table of Figures ................................................................................................ 251 Attachment 2