Tuesday, September 26, 2023
4:00 PM
City of Salinas
200 Lincoln Ave., Salinas, CA 93901
www.cityofsalinas.org
SALINAS ROTUNDA
City Council
Mayor Kimbley Craig
Councilmembers:
Carla Viviana González, District 1 - Tony Barrera, District 2 Steve McShane, District 3 - Orlando Osornio, District 4 Andrew Sandoval, District 5 - Anthony Rocha, District 6 Steven S. Carrigan, City Manager
Christopher A. Callihan, City Attorney
City Clerk’s Office: (831) 758-7381
Meeting Agenda - Final
AMENDED
City Council Meeting Agenda - Final September 26, 2023
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PLEDGE OF ALLEGIANCE
ROLL CALL
PROCLAMATION
Stormwater Awareness Week, September 25 - September 29, 2023
CITY OF CHAMPIONS
Hope Services and Downtown Streets Team
PUBLIC COMMENT PROCEDURES
If you wish to make a general public comment or comment on a specific agenda item, you are encouraged to attend the City Council meeting in person. Public comment may also be submitted via email at [email protected] and will be entered into the record.
PUBLIC COMMENT TIME RESTRICTIONS
Public comments generally are limited to two minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule.
GENERAL PUBLIC COMMENTS
Receive public communications on items that are not on the agenda and that are in the City of Salinas’ subject matter jurisdiction. Comments on Consent, Consideration, and Closed session items should be held until the items are reached. The public may request that the legislative body consider adding an item for consideration on a future agenda. The public may comment on scheduled agenda items, including closed session City of Salinas Page 2 Printed on 9/22/2023
City Council Meeting Agenda - Final September 26, 2023
items, as they are considered.
PRESENTATION
Councilmember comments on presentations are generally limited to three minutes.
Monterey One Water
Mobile Crisis Services Pilot Program
CONSIDERATION
ID#23-588 Hebbron Family Center Schematic Design and Cost Analysis Recommendation: Approve a Resolution accepting the completion of the schematic design phase and cost analysis for the new Hebbron Family Center and authorize the team to proceed to Design Development/Bridging Document Phase.
ID#23-535 Salinas Fire Department Master Plan
Recommendation: Approve a Resolution accepting the Salinas Fire Department Long-range Master Plan.
ID#23-556 Notice of Preparation for the General Plan Environmental Impact Report and Quarterly General Plan Update
Recommendation: Receive and accept the General Plan Environmental Impact Report and quarterly General Plan Update and provide comment.
PUBLIC HEARINGS
ID#23-572 Salinas United Business Association (SUBA) FY 2023-2024 Annual Assessment
Recommendation: Approve a Resolution approving the levy and collection of the annual assessment in the Salinas United Business Association ("SUBA") Business Improvement Area ("BIA") for Fiscal Year 2023-2024, following the tabulation of any written protests submitted against the proposed assessment.
ID#23-576 General Plan Amendment 2022-002 and Rezone 2022-002; Amend the General Plan to change the General Plan designation of five (5) “Project sites” to Mixed-use and Rezone the same five (5) “Project sites” to Mixed-use (MX)
Recommendation: Approve a Resolution affirming the findings, adopting the proposed Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program, and adopting General Plan Amendment (GPA 2022-002) changing the General Plan Land Use Designations of five (5) "Project sites"; Alisal Marketplace, Edge of Downtown/Front and John Streets, Foods Co Shopping Center, Laurel West Shopping Center, and Sears (Northridge Mall) (portion) from Commercial Retail (CR) and/or Industrial General Commercial (IGC) to Mixed Use (MX); and adopt an Ordinance to Rezone the same five (5) "Project sites" from Commercial Retail (CR) and/or Industrial General Commercial (IGC) to Mixed Use (MX) (RZ 2022-002).
CONSENT AGENDA
All matters listed under Consent Agenda may be enacted by one motion unless a City of Salinas Page 3 Printed on 9/22/2023
City Council Meeting Agenda - Final September 26, 2023
member of the Council or the public requests discussion or a separate vote.
ID#23-595 Minutes
Recommendation: Approve minutes of September 12, 2023.
ID#23-590 Financial Claims
Recommendation: Approve financial claims report.
ID#23-553 2nd Reading, Ordinance Prohibiting Discrimination on the basis of sexual orientation, gender identity, or gender expression
Recommendation: Consider adopting an Ordinance to add article XIV to Chapter 5 of the Salinas Municipal Code to prohibit discrimination on the basis of sexual orientation, gender identity, or gender expression.
ID#23-575 California Library Literacy Services Adult and Family Literacy Grant Award Recommendation: Approve a Resolution accepting the California Library Literacy Services (CLLS) grant awards in the amount of $101,603 in support of Adult Literacy and $108,892 in support of Family Literacy, for a total award of $210,495 and authorize execution of all grant acceptance documents with the California State Library.
ID#23-579 Closter Park Security Agreement
Recommendation: Approve a Resolution authorizing the City Manager to enter into an agreement with Kysmet Security & Patrol, Inc. for security at Closter Park for a not to exceed amount of $80,000 and authorize an additional $1,136.00 appropriation for the initial pilot program and associated extensions.
ID#23-581 Direct Purchase of Police Vehicles
Recommendation: Approve a Resolution authorizing the purchase of five hybrid vehicles from Toyota Salinas for a total cost not to exceed $218,232.13.
ID#23-582 Internet Crimes Against Children (ICAC) Grant and Direct Purchase of Computer Equipment
Recommendation: Approve a Resolution accepting a $75,000 ICAC Grant and authorize the direct purchase of computer equipment from Silicon Forensics for a total cost not to exceed $65,851.37.
ID#23-583 2024 Office of Traffic Safety (OTS) Grants and Agreement with Ecology Action
Recommendation: Approve a Resolution accepting the $101,000 OTS Selective Traffic Enforcement Program (STEP) grant; accepting the $115,148 OTS Pedestrian and Bicycle Safety Program (PBSP) grant; and authorizing the execution of an Agreement with Ecology Action for $115,148 to provide OTS-PBSP grant services.
ID#23-587 Agreement for Services with Blancas Construction, Inc Recommendation: Approve a Resolution authorizing the City Manager to enter into an agreement for services with Blancas Construction, Inc. for on-call, as needed board up services.
ID#23-601 A Resolution Denouncing Florida Governor Ron DeSantis’s visiting Salinas, California.
City of Salinas Page 4 Printed on 9/22/2023
City Council Meeting Agenda - Final September 26, 2023
Recommendation: Consider approving a Resolution denouncing and condemning Florida Governor Ron DeSantis's actions and condemning his visiting Salinas, California.
COUNCILMEMBERS’ REPORTS, APPOINTMENTS AND FUTURE AGENDA ITEMS Receive communication from Councilmembers on reports, appointments and future agenda items. Councilmember comments are generally limited to three minutes.
CLOSED SESSION
Receive public communications from the audience on Closed session items.
The City Council will recess to closed session pursuant to:
ID#23-574 a. Pending Litigation - California Government Code Section 54956.9(d)(1), conference with legal counsel regarding, Santa Rita Union High School District, et al. v. City of Salinas et al., Monterey County Superior Court Case No. 20CV000242.
b. Pending Litigation - California Government Code Section 54956.9(d)(1), conference with legal counsel regarding, Alisal Union School District, et al. v. City of Salinas, et al., Monterey County Superior Court Case No. 20CV00340. c. Performance Evaluation and Labor - California Government Code Section 54957 and 54957.6, public employee performance evaluation and labor relations with unrepresented employee (City Attorney).
d. Performance Evaluation and Labor - California Government Code Section 54957 and 54957.6, public employee performance evaluation and labor relations with unrepresented employee (City Manager).
e. Public Employee Appointment - California Government Code Section 54957(b)(1), City Manager.
ADJOURNMENT
_____________________________
Patricia M. Barajas, City Clerk
AGENDA MATERIAL / ADDENDUM
Any addendums will be posted within 72 hours of regular meetings or 24 hours of special meetings and in accordance with Californian Government Code Section 54954.2 and 54956. City Council agenda reports and other writings distributed to the legislative body may be viewed at the Salinas City Clerk’s Office, 200 Lincoln Avenue, Salinas, and are posted on the City’s website at www.cityofsalinas.org in accordance with California Government Code section 54597.5. The City Council may take action that is different than the proposed action reflected on the agenda.
Disability-related modification or accommodation, including auxiliary aids or services, may be requested by any person with a disability who requires a modification or accommodation in order to participate in the meeting. Language interpretation may be requested as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Requests should be referred to the City Clerk’s Office At 200 Lincoln City of Salinas Page 5 Printed on 9/22/2023
City Council Meeting Agenda - Final September 26, 2023
Avenue, Salinas, 758-7381, as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Hearing impaired or TTY/TDD text telephone users may contact the city by dialing 711 for the California Relay Service (CRS) or by telephoning any other service providers’ CRS telephone number.
PUBLIC NOTIFICATION
This agenda was posted on September 22, 2023 in the Salinas Rotunda and City's website.
Meetings are streamed live at https://salinas.legistar.com/Calendar.aspx, televised live on Comcast Channel 25 and on http://www.youtube.com/thesalinaschannel at 4:00 p.m. on the date of the regularly scheduled meeting and will be broadcast throughout the day on Friday, Saturday, Monday and Wednesday following the meeting. For the most up-to-date Broadcast Schedule for The Salinas Channel on Comcast 25, please visit or subscribe to our Google Calendar located at http://tinyurl.com/SalinasChannel25. All past City Council meetings may also be viewed on the Salinas Channel on YouTube at http://www.youtube.com/thesalinaschannel.
City of Salinas Page 6 Printed on 9/22/2023
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-588, Version: 1
Hebbron Family Center Schematic Design and Cost Analysis Approve a Resolution accepting the completion of the schematic design phase and cost analysis for the new Hebbron Family Center and authorize the team to proceed to Design Development/Bridging Document Phase.
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CITY OF SALINAS
CITY COUNCIL REPORT
DATE: SEPTEMBER 26, 2023
DEPARTMENT: LIBRARY AND COMMUNITY SERVICES (LCS)
PUBLIC WORKS (PW)
FROM: KRISTAN LUNDQUIST, LCS DIRECTOR
DAVID JACOBS, PW DIRECTOR
TITLE: HEBBRON FAMILY CENTER SCHEMATIC DESIGN AND COST
ANALYSIS
RECOMMENDED MOTION:
A motion to receive and accept the completion of the schematic design phase and cost analysis for the new Hebbron Family Center and authorize the team to proceed to Design Development/Bridging Document Phase.
BACKGROUND:
In July of 2019, the Salinas City Council adopted the Parks, Recreation and Libraries Master Plan.
The Master Plan represents a community engagement effort that connected with thousands of residents and community leaders over eighteen (18) months. The plan assessed the state of our current park, recreation, and library facilities and engaged residents to prioritize the need for maintenance. The Hebbron Family Center is not only identified in the Master Plan to have “no architectural value” but scored and ranked the highest in priorities due to its current structural conditions as well as community feedback. In addition, the Alisal Vibrancy Plan (AVP) also adopted by the City Council in 2019, is an action-oriented, comprehensive strategy for the City of Salinas’ (City’s) East Salinas (Alisal) neighborhoods. Created with equity at its core, the AVP is a community-driven plan to alleviate and reverse decades of neglect and underinvestment in the 95% Hispanic/Latino Alisal neighborhoods of the City and to improve the quality of life for residents by building upon the social and cultural wealth of the Alisal. Rebuilding the Hebbron Family Center was identified by the community as a top priority in the AVP as a vital community resource that is in serious disrepair.
The Hebbron Family Center has served residents since the 1960s. The Center was once a community church and then repurposed as a community center in the 1970s. The center has provided many critical programs and services for the community, including after-school recreation and homework assistance programs, a teen lounge, martial arts training, food bank distribution, Page | 2
citizenship classes, a pre-kinder program, and much more. Unfortunately, the Hebbron Community Center closed in 2020 due to the ongoing pandemic and critical safety issues such as roof leaks, potential mold, and significant foundation problems.
Following the recommendations of the Master Plan, staff has worked diligently to secure funding sources to rebuild the Hebbron Family Center. In 2019 and 2020, LCS submitted a Prop 68 application to the Office of Grants and Local Services (OGALS) but was unsuccessful in securing funds for the renovation of the Hebron Family Center. In addition to seeking grant funding, the City submitted a direct request for funds from the State of California through Assemblymember Rivas’ office. The City was notified in September 2021 that the Hebbron Family Center Revitalization Project would receive $8.1 Million from the State.
The LCS and PW Departments made an inquiry to the Community Development Department (CDD) about the availability of HUD CDBG Entitlement Funds to support the project’s predevelopment costs and portion of the construction cost. CDD staff reviewed the request in consultation with HUD staff and have deemed the project as an eligible activity to receive CDBG Entitlement Funds as the project satisfies the National Objective of benefiting a Low Mod Area where 51% of the residents fall within the low- and moderate-income categories.
On March 11, 2021, President Biden signed the American Rescue Plan Act (ARPA), which provided the City of Salinas with $51,567,313 in relief funds. In September 2021, the City Council allocated ARPA funds for several government service projects, including $1.5 million dollars for the Hebbron Family Center.
DISCUSSION:
On May 24, 2022, the Council approved a Resolution authorizing the City Manager to enter into a Professional Services Agreement (PSA) between the City of Salinas and Griffin Structures (ABA, MIG and Others) in an amount not to exceed $1,293,710 for Program and Construction Management for the Hebbron Family Center Revitalization Project. The PSA includes a scope of work, budget, and schedule for:
1. Project management
2. Demolition plans and specifications
3. Community engagement
4. Design development
5. Management of the selection of a Design Build Entity
6. Construction oversight
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Community Engagement: Building upon outreach that was done in conjunction with the PRLMP, and Prop 68 applications, the City of Salinas and project team launched community engagement efforts to gather community feedback for the revitalization of the Hebbron Family Center (HFC or the Center) in 2022. The project team consisted of a multidisciplinary group of consultants with backgrounds in architecture, civil engineering, construction, and community engagement as well as city staff to ensure that the center was designed to meet the standards and needs of the community. In collaboration with the City, MIG led the community engagement strategy for the project team. The key goals for the Center and engagement approach were to:
•Bolster the neighborhood’s needs by directly collaborating with the community on the design and programs of the new HFC
•Develop a building and site design that fulfills the neighborhood vision •Create landscaping and physical spaces that encourage community and cultural events •Enhance the project edges as it relates to the street to assist in increasing access for all users of the corridor, including bicyclists, pedestrians, and people with disabilities.
The team coordinated a community-centered approach to creating a design for the new Center.
This approach started with a Visioning Phase; this Phase included the evaluation of initial engagement conducted in 2019 as part of a Proposition 68 application to rebuild the Center. In addition, a total of fourteen (14) engagement activities took place from the summer of 2022 through the fall of 2022. These activities (pop-ups, community meetings, focus groups) were designed to be interactive and provide various ways for the community to share input and learn more about the design process. All materials and events were bilingual in English and Spanish.
Using the information gained from the Visioning Phase, the City launched the Conceptual Design Phase to gather additional input from community. In total, nine (9) engagement activities took place in the spring of 2023. During this phase, community was presented with potential building layouts, character, and exterior spaces. The information gathered from this phase was meshed with feedback from site programmers and department management. Please see Attachment A for a detailed summary of engagement activities in the Visioning and Concept Development Phases.
Fortunately, community and staff’s vision for center aligned. Below you will find community and staff’s preferred building layout, character, and exterior spaces.
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Preferred building layout
Preferred character – Mexican Revival
Preferred exterior spaces
Given the level of engagement and community’s feedback staff instructed ABA to further the Conceptual Design into Schematic Design.
Costing: Based on the Schematic Design, the project team has identified an estimated total cost of $14,086,008 for the new Hebbron Family Center. Currently, the project has a total budget allocation of $11,147,115. LCS staff have been in communication with the Community Development Department regarding future allocations of CDBG funding to assist in closing the gap of $2.89 million. The project team continues to work on finding creative ways to leverage funding and minimize the cost. Some strategies include criteria-based documents allowing the Design Build Entity (DBE) to develop creative solutions, establishing Additive/Bid Alternatives and seeking additional funding sources.
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On September 13, 2023, the Library and Community Services Commission received a report and presentation on the schematic design phase and cost analysis for the new Hebbron Family Center.
A robust discussion was held by the Commission, including some the following key take aways:
Design reflects and embodies the community input
Maintain operational hours and budget to support community use of the building with broad hours of usage
Consider criteria for the DBE team to encourage additional green/sustainable design measures (such as a green roof), beyond the already designed code required sustainable elements
Seek local upcoming artists through robust public art outreach when it is time Gap between estimated costs and budget needs to be tracked carefully Sustainable, native, and low water use planting should be implemented Parking is a key programmatic element and no reduction in parking through the improvements proposed should occur
Make sure there is adequate lighting on the site to support safety and security The Commission voted unanimously to approve a motion recommending that the City Council receive and accept the completion of the schematic design phase and cost analysis for the new Hebbron Family Center.
ABA’s presentation will review the work done to–date and illustrate selected features and cost analysis for the new Hebbron Family Center, focusing on the fulfillment of community needs through this new public facility.
CEQA CONSIDERATION:
Categorical Exemption. The City of Salinas has determined that the project is exempt from the California Environmental Quality Act (CEQA) Guideline (Section 15300, Class 2) because it involves replacement and reconstruction of an existing structure.
No Significant Impact. The City of Salinas has determined that the project is of no significant impact under 24 CFR 58.32 – National Environmental Policy Act. No factors were found to be significant on a stand-alone basis.
STRATEGIC PLAN INITIATIVE:
This item relates to the City Council’s Strategic Plan of Infrastructure and Environmental Sustainability as well as Youth and Seniors.
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DEPARTMENTAL COORDINATION:
The Library & Community Services, Public Works Department, and Community Development Departments have worked together to implement all phases leading to Schematic Design and leverage funding for the Project.
FISCAL AND SUSTAINABILITY IMPACT:
Designing, building and delivering the new Hebbron Family Center is currently estimated to cost $14.493,213. The project has a total budget allocation of $11,147,115. The project team continues to find ways to leverage funds and find creative ways to bridge the gap between the secured allocation and estimated cost. The team is optimistic on bridging the gap with the additional allocation of CDBG funding.
ATTACHMENTS:
Resolution
ABA’s SD Presentation
RESOLUTION NO. _____________________(N.C.S.)
A RESOLUTION TO ACCEPT THE COMPLETION OF SCHEMATIC DESIGN AND COST
ANALYSIS FOR THE NEW HEBBRON FAMILY CENTER AND AUTHORIZE THE TEAM TO PROCEED TO DESIGN DEVELOPMENT/BRIDING DOCUMENT PHASE.
WHEREAS, the Parks, Recreation and Libraries Master Plan identified the Hebbron Family Center to have “no architectural value” and was the highest ranked priority due to its current structural conditions; and
WHEREAS, the replacement of the Hebbron Family Center is also identified as a key priority for the Alisal Vibrancy Plan;
WHEREAS, the City Council approved a Professional Services Agreement with Griffin Structures for Project Management, Construction Management and Community Engagement assistance for the Hebbron Family Center Revitalization project at its meeting of May 24, 2023; and WHEREAS, a community centered engagement strategy was implemented to develop the conceptual plans which were further refined to complete Schematic Design; and NOW THEREFORE, BE IT RESOLVED BY THE SALINAS CITY COUNCIL that the Schematic Design Phase for the Hebbron Revitalization project is complete and accepted; and BE IT FURTHER RESOLVED that the City Council authorizes staff to proceed to Design Development/Bridging Document Phase.
PASSED AND APPROVED this 26
th day of September, 2023 by the following vote:
AYES:
NOES:
ABSENT:
APPROVED:
________________________________
Kimbley Craig, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
HEBBRON FAMILY CENTER REVITALIZATION /
REVITALIZACIÓN DEL CENTRO FAMILIAR DE HEBBRON
City Council Meeting
September 26, 2023
Introduction & Agenda Review
2 • Where We Are (Work Plan Review)
• Summary of Key Input from Community & Stakeholders
• Schematic Design Recommendation
• Next Steps
3 ❑ Illustrate Community Input as Driver to the Design Solution ❑ Share and Obtain Feedback on the Schematic Design
❑ Share Schematic Design Costs and Alignment to Budget
❑ Obtain City Council Approval to Proceed to the Next Phase ❑ Outline Next Steps
Goals for this Evening
Work Plan Review
4 Visioning Community
Engagement
Bridging
Design
Design
Build Entity
Design
Bidding
Construction
& Occupancy
Design
Outreach
Construction
Pop Ups
(11)
Community
Workshop
Community
Presentation
Staff
Charrette
Focus
Group
Staff
Discussion
We are
Here
DRC
Review
Core
Team
Meetings User
Meetings
Facilities
Meetings
Occupancy - December 2025
2019 - 2022
2022 - 2023
2024 - 2025
• Community & Neighborhood
• Engagement in 2019
• Additional engagement in 2022/2023
• Pop Ups (11)
• Community Forum/Workshop
• Community Meeting Update
• Celebration + Demo
• Staff Discussion
• Focus Group
• Core Team Meetings (10 mtgs)
• Cross sectional representation
• Involved in outreach
• Recommendations from community input
• Development Review Committee (2 mtgs)
• Review Planning requirements
• Gain input on design direction
• User Meetings (4 mtgs)
• Validate space program
• Development of plan to meet operational needs
• Facilities Meetings (2 mtgs)
• City Facilities team input on elements & systems
• Keep life cycle costs and maintenance in mind
Outreach & Engagement Formats
5 Define the
Needs
Define the
Vision
Define the
Spaces
6 Outreach & Engagement Steps
Of the Community &
Neighborhood
Of the project to
support the needs
To support delivery of
the vision and services
• Safety
• Inclusion
• Cultural Celebration
• Fun
• Positivity
• Vibrancy
• Aspirational
• Transparency/Visibility
• Fulfill Neighborhood Vision
• Encourage Community &
Cultural Events
• Enhance the street
• Thrive and build
community thorough
activities & programs
• Large Multipurpose Room
• Small Assembly Room
• Small & Medium Meeting Spaces
• Multi Use Sports Court
• Kitchen
• Programmable Outdoor Space
• Teen’s Lounge
• Staff Offices
“Benefit the health and
quality of life for youth,
seniors, families, and
everyone in between”
7 Community Presence
• Recognizable and Welcoming Entry
• Multi Use Entry Plaza
• Dramatic Gestural Forms (roof and wall)
Community Culture
• Exude Community
• Reflect ad share the city and neighborhood cultural story • Illustrate through multiple platforms (murals, landscaping, programs) Safe and Pleasant
• Both Indoor and Outdoor Space
• Accessibility
• Improved lighting
• Energy efficiency and comfort
Warmth and Welcoming
• Visual Transparency that Invites People In
• Vibrancy and Color that is Engaging
Flexible Programming
• Community Events
• Fine Arts
• Performing Arts
• Recreation
The design of the Hebbron Family Center should create/have:
Outreach & Engagement Findings
8 5,625 SF
1,600 SF
1,475 SF
Outreach & Engagement Concept Design
*
*
Schematic Design
Recommendation
9 Site Evaluation & Work Completed
Anderson Brulé Architects 10
Site Survey
Geotechnical Report
Environmental Site Assessment
Hazardous Materials Report Environmental Factors
ABA researched site conditions,
created a site analysis diagram.
Building Demolition and Site Prep
Site Analysis
11 Site Survey
Geotechnical Report
Environmental Site Assessment
Traffic Study Environmental Factors
City updated survey per ABA
recommendations.
Report may need to be updated
based on the building type and
anticipated structural loads.
Report may need to be updated
based on the final library size.
Soils testing for pesticides will need to
be completed.
Hazardous Materials Lead and
Asbestos testing needed on existing
library prior to demolition.
ABA researched site conditions,
created a site analysis diagram.
Existing Condition
12 Existing Family
Center.
Demolition
complete
13 Proposed Site Layout
14 Site Plan
FREMONT ST.
HEBBRON AVE.
1 2
3 15
Site Plan
FREMONT ST.
HEBBRON AVE.
A
B
C
D
E
F
BA
CE
D
G
F
G
16 Floor Plan
COURTYARD
Exterior View Hebbron and Fremont
17 PAINTED CEMENT PLASTER GLAZING SYSTEM STANDING SEAM METAL HIGH PERFORMANCE ROOFIING PAINTED STEEL TRELLIS Exterior View From North (Tot Lot)
18 PAINTED CEMENT PLASTER GLAZING SYSTEM STANDING SEAM METAL HIGH PERFORMANCE ROOFIING PAINTED STEEL TRELLIS Exterior View Hebbron and Fremont
19 PAINTED CEMENT PLASTER GLAZING SYSTEM STANDING SEAM METAL HIGH PERFORMANCE ROOFIING PAINTED STEEL TRELLIS Exterior View From Fremont Street
20 PAINTED CEMENT PLASTER GLAZING SYSTEM STANDING SEAM METAL HIGH PERFORMANCE ROOFIING PAINTED STEEL TRELLIS Exterior View From Sports Court
21 PAINTED CEMENT PLASTER GLAZING SYSTEM STANDING SEAM METAL HIGH PERFORMANCE ROOFIING PAINTED STEEL TRELLIS Exterior View From Hebbron Street
22 PAINTED CEMENT PLASTER GLAZING SYSTEM STANDING SEAM METAL HIGH PERFORMANCE ROOFIING PAINTED STEEL TRELLIS Hard
Costs
Soft
Costs
Total
Project
Costs
Project Costs
Bid Award Costs
-Brick & Mortar costs
-General Conditions -
Contractor’s Costs
-Contingencies for variables
Costs Required to Deliver a Project
-Design and Engineering Costs
-Permit Fees
-Owner’s Consultants
-Testing and Inspections
-Furniture, Fixtures & Equip.
-Financing Costs
-Moving & Relocation Costs
FACTOR OF TIME (ESCALATION)
Hard
Costs
Soft
Costs
Total
Project
Costs
Project Costs
$11.88 M $2.16 M
FACTOR OF TIME (ESCALATION)
Estimate: $14.04 M
Budget:
Delta:
Strategies to Bridge Delta:
$11.15M
-$2.89 M
• Additional Funding Sources
• Criteria based documents allowing DBE to develop creative solutions • Bid Alternates
Schedule & Next Steps
25 Demolition
Construction
Documents &
Permitting
Jun
2022
Dec
2025
Jul
2024
Mar
2024
Nov
2022
Aug
2023
Nov
2023
Construction
Hebbron Family Center – Construction Project – June 2022 thru December 2025 Building Design
Design Build Entity
Bidding & Award
Environmental
We are here
26 LCS recommends approval of the Schematic Design
The following considerations were noted by LCS:
• Maintain operational hours and budget to support community use • Consider criteria for the DBE team to encourage additional green/sustainable design measures (such as a green roof) • Seek local upcoming artists through robust public art outreach • Gap between estimated costs and budget needs to be tracked carefully • Sustainable, native, and low water use planting should be implemented • Parking is a key program element and no reduction in parking should occur • Ensure adequate lighting on the site to support safety and security LCS Commission Recommendation
27 Motion to receive and accept the completion of Schematic Design and Cost Analysis for the New Hebbron Family Center and authorize the team to proceed into the Design Development | Bridging Documents phase.
City Council Action
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-535, Version: 1
Salinas Fire Department Master Plan
Approve a Resolution accepting the Salinas Fire Department Long-range Master Plan.
City of Salinas Page 1 of 1 Printed on 9/21/2023
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: SEPTEMBER 26, 2023
DEPARTMENT: FIRE DEPARTMENT
FROM: SAM KLEMEK, FIRE CHIEF
BY: ESTEFANIA VARGAS
TITLE: SALINAS FIRE DEPARTMENT MASTER PAN ADOPTION
RECOMMENDED MOTION:
It is recommended that the City Council approve a resolution adopting the Salinas Fire Department Long-range Master Plan.
EXECUTIVE SUMMARY:
The Salinas Fire Department (SFD) hired AP Triton LLC to develop a data-driven, long-range master plan. This comprehensive plan represents the culmination of extensive data-driven research, analysis, and collaboration, and is intended to guide the growth, development, and enhancement of our city’s fire department services over the next 10 years. This plan is the result of input from various stakeholders, including City officials, fire department personnel, community members, and experts in fire service planning. We respectfully request that the City Council review the Fire Department Master Plan and consider its adoption.
BACKGROUND:
The Salinas Fire Department Master Plan has been meticulously crafted to address the current and future needs of our community in terms of emergency response, fire prevention, public safety education, and organizational efficiency. This study takes into consideration future community conditions that include housing development, population growth, and service demand projections.
In addition, future delivery system models will include the development of response standards and targets, short-term, mid-term, long-term strategies, and much more.
Key Components of the Master Plan:
Service Assessment and Response Strategies: The plan outlines an assessment of current fire department services and identifies areas where improvements are needed. It also proposes strategies to optimize response times, enhance emergency medical services, and manage resources effectively.
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Infrastructure and Equipment: The master plan identifies the necessary infrastructure upgrades and equipment investments required to ensure the fire department's ability to respond to a wide range of emergencies. This includes fire stations, vehicles, communication systems, and specialized equipment.
Risk Reduction and Prevention: The plan emphasizes the importance of proactive risk reduction and prevention measures to minimize the occurrence and impact of emergencies. It includes recommendations for community outreach, education, and collaboration with other city departments and agencies.
Personnel and Training: A critical aspect of the plan is the enhancement of personnel capabilities through training, professional development, and recruitment strategies. This ensures that our firefighters are well-prepared to handle diverse and complex emergency situations.
Collaboration and Partnerships: The master plan recognizes the value of partnerships with neighboring jurisdictions, regional agencies, and non-governmental organizations to create a coordinated response network that maximizes resources and expertise.
By adopting the Salinas Fire Department Master Plan, the City Council will signal its commitment to the safety and well-being of our residents and businesses. The plan provides a roadmap for strategic decision-making, resource allocation, and service improvements that align with our community's evolving needs.
CEQA CONSIDERATION:
Not a Project. The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
Completion of this report supports the following City of Salinas Strategic Plan goals and objectives:
Public Safety
Infrastructure and Environmental Responsibility
Effective and Culturally Responsible Government
DEPARTMENTAL COORDINATION:
Completion of the master plan relied upon vast amounts of statistical data from both internal and external sources. Staff provided detailed response data from current and legacy fire department records management systems. City GIS staff provided detailed information for mapping of hazards,
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and the Community Development Department provided guidance on the Hazard Mitigation Plan.
Corroborating Computer Aided Dispatch (CAD) response data was provided by the Monterey Emergency Communication Department.
FISCAL AND SUSTAINABILITY IMPACT:
Implementation of the recommendations contained in this report may have initial and/or ongoing fiscal impacts that will be the subject of future action(s) by the City Council.
ATTACHMENTS:
Fire Department Master Plan
Resolution
Master Plan Presentation
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RESOLUTION NO. (N.C.S.)
A RESOLUTION ADOPTING THE SALINAS FIRE DEPARMENT LONG-RANGE
MASTER PLAN
WHEREAS, the City of Salinas recognizes the paramount importance of public safety, emergency response, and community well-being and
WHEREAS, the Salinas Fire Department plays a vital role in safeguarding the lives and property of our residents; and
WHEREAS, AP Triton LLC, has been engaged to craft the Fire Department Master Plan, ensuring a blend of visionary thinking and expert consultation; and WHEREAS, the Fire Department Master Plan has been subjected to rigorous analysis, public input, and collaborative efforts involving city officials, fire department personnel, community stakeholders, and fire service planning experts; and WHEREAS, the Fire Department Master Plan encapsulates key components, including the enhancement of emergency services, infrastructure upgrades, proactive risk reduction, personnel development, and fostering collaborations with neighboring jurisdictions and agencies; and
WHEREAS, the City Council has reviewed the plan and acknowledges its potential to align fire department services with the evolving needs of our community; and WHEREAS, the Salinas Fire Department deems it necessary and prudent to officially adopt the Fire Department Master Plan as a guiding document for the future of the department.
NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council hereby adopts the Fire Department Master Plan developed AP TRITON LLC as a strategic blueprint for enhancing fire prevention, emergency response, public safety education, and organizational efficiency within the Salinas Fire Department.
PASSED AND APPROVED this 26th day of September 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
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_______________________
Kimbley Craig, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
LONG-RANGE
MASTER PLAN
•Community Risk Assessment
•Standards of Cover Update
Salinas Fire Department
Salinas, CA
Master Plan/CRA/SOC Update Salinas Fire Department
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Contents
Introduction ................................................................................................................................ v Purpose & Approach ............................................................................................................. v SECTION I-A: EVALUATION OF CURRENT CONDITIONS.................................................... 1 Overview of the Salinas Fire Department ................................................................................. 2 SFD Organizational Structure................................................................................................. 2 Services Provided by SFD....................................................................................................... 4 Other Emergency Resources in Monterey County .............................................................. 4 Management Components....................................................................................................... 7 Foundational Elements........................................................................................................... 7 Communication ..................................................................................................................... 9 Reporting & Recordkeeping................................................................................................ 10 Staffing & Personnel.................................................................................................................. 13 Administration & Support Staffing ....................................................................................... 13 Fire Prevention Bureau Staffing............................................................................................ 15 Operations Staffing............................................................................................................... 15 Personnel Management...................................................................................................... 17 Financial Overview .................................................................................................................. 21 City of Salinas Historical Financial Activity.......................................................................... 21 Salinas Fire Department Historical Financial Activity ......................................................... 26 Financial Projections............................................................................................................. 27 Capital Facilities & Apparatus................................................................................................. 32 SFD Fire Stations .................................................................................................................... 34 SFD Apparatus & Vehicles Inventory................................................................................... 42 Service Delivery & Performance ............................................................................................. 49 Service Demand................................................................................................................... 52 Resource Distribution............................................................................................................ 64 Performance Review............................................................................................................ 77 Population Growth & Service Demand Projections ............................................................... 99 SECTION I-B: SUPPORT PROGRAMS ............................................................................... 102 Communications & Dispatch Services ................................................................................. 103 Emergency Medical Services System .................................................................................. 109 Mobile Integrated Healthcare Program........................................................................... 118 Training & Continuing Education Program ........................................................................... 126 Training Methodology ........................................................................................................ 126 Training Program Management & Scheduling ................................................................ 127 Master Plan/CRA/SOC Update Salinas Fire Department
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Life Safety & Public Education............................................................................................... 131 Code Enforcement & Permitting....................................................................................... 131 Fire & Life Safety Education Programs.............................................................................. 135 Special Operations ................................................................................................................ 137 Hazardous Materials Response Program.......................................................................... 137 Technical Rescue Program................................................................................................ 138 SECTION II: COMMUNITY RISK ASSESSMENT ................................................................. 139 Description of the Community Served by SFD ..................................................................... 140 Review & Update of the 2019 CRA-SOC............................................................................... 141 All Hazards Community Risk Assessment........................................................................... 141 Demographics.................................................................................................................... 143 Additional Demographics ................................................................................................. 146 Risk Classification................................................................................................................... 152 Risk Assessment Methodology........................................................................................... 152 Land Use.................................................................................................................................. 162 Physical Assets Protected...................................................................................................... 164 Hazardous Materials........................................................................................................... 164 Structural Risks..................................................................................................................... 167 Environmental Hazards ...................................................................................................... 178 Critical Infrastructure.............................................................................................................. 188 Comparison of Fire Risk in Other Communities.................................................................... 198 Community Risk Reduction ................................................................................................... 202 SECTION III: FINDINGS & RECOMMENDATIONS............................................................ 204 Findings & Observations ........................................................................................................ 205 Introduction to Recommendations & Strategies .................................................................. 210 Recommended Short-Term Strategies.................................................................................. 211 Staffing Recommendations ........................................................................................... 211 Life Safety Recommendations....................................................................................... 220 Recommended Mid-Term Strategies.................................................................................... 222 General Recommendations .......................................................................................... 222 EMS Recommendations ................................................................................................. 222 Recommended Long-Term Strategies.................................................................................. 226 Financial Recommendation .......................................................................................... 226
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SECTION IV: APPENDICES............................................................................................... 227 Appendix A: Risk Classifications ........................................................................................... 228 Appendix B: Community Survey Results............................................................................... 233 Appendix C: Strategic Partners—Stakeholder Interviews................................................... 243 Appendix D: Glossary of Acronyms...................................................................................... 256 Appendix E: Table of Figures ................................................................................................. 260 Appendix F: References ........................................................................................................ 265
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Acknowledgments
AP Triton Consulting wishes to extend its sincere appreciation to each of those individuals whose contributions and assistance made this project possible. — Salinas City Council & Administration —
Kimbley Craig
Mayor
Carla Viviana Gonzalez
City Council
Tony Barrera
Council Member
Steve McShane
Council Member
Orlando Osornio
Council Member
Andrew Sandoval
Council Member
Steven Carrigan
City Manager
Jim Pia
Assistant City Manager
— Salinas Fire Department —
Samuel Klemek
Fire Chief
Matt Evarts
Deputy Fire Chief
Alejandro Limon
Training Battalion Chief
Skylar Thornton
Fire Marshal
Estefania Vargas
Management Analyst
Our sincere appreciation is extended to each of you…
…and each of the firefighters, officers, and support staff who daily serve the citizens and visitors of the City of Salinas and the surrounding communities.
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Introduction
The City of Salinas partnered with AP Triton, a leader in public safety consulting, to develop a comprehensive Fire Department Master Plan. This initiative underscores Salinas's commitment to ensuring that its fire services are both highly effective and efficiently run, today and into the future.
Purpose & Approach
The Fire Department Master Plan serves as a strategic roadmap that equips the City of Salinas to proactively address the dynamic risks and challenges facing the community. By analyzing existing data, assessing community risk profiles, and anticipating growth patterns, the plan aims to ensure that the City's fire department evolves in tandem with the community it serves. In essence, this Master Plan is designed to prevent the fire department from falling behind as the community grows and changes, and to facilitate policy and budgeting decisions for elected officials.
Methodology
The AP Triton team analyzed data furnished by the department, along with other relevant information, to determine the current standards of response performance. Our analysis has allowed us to identify various factors that influence community risk and response efficiency.
Consequently, we have identified opportunities for delivery system improvements.
Objectives & Metrics
This document sets forth response time objectives, as well as key performance indicators, that serve as benchmarks for evaluating the effectiveness of resource allocation and deployment.
Recommendations
Our findings are followed by a set of recommendations that are segmented into shortterm, medium-term, and long-term priorities. While we understand that economic conditions may influence the timeline for implementing these recommendations, they collectively offer a blueprint for elevating the fire department's capabilities and services.
By employing AP Triton's multi-disciplinary expertise and innovative approach, Salinas gains a trusted consulting partner committed to delivering tailored, sustainable solutions that will empower the City's fire department to achieve long-term success.
Master Plan/CRA/SOC Update Salinas Fire Department
1 Section I-A:
EVALUATION OF
CURRENT CONDITIONS
Master Plan/CRA/SOC Update Salinas Fire Department
2 Overview of the Salinas Fire Department
The Salinas Fire Department (SFD) was established in 1874 as a volunteer fire department.
The first career firefighter was hired by the City of Salinas in 1894 as a part-time position.
Later that year, he was appointed as a full-time
firefighter with a monthly salary of $80.
SFD serves an area of approximately 23 square miles
with a population exceeding 163,000 persons.1 SFD is
an all-hazards municipal fire department that deploys
its personnel and apparatus from six fire stations
located throughout the city.
SFD Organizational Structure
Governance & Lines of Authority
The City of Salinas functions under a Council-Manager form of government, with seven elected members of the City Council. As shown in the following figure, the City Manager supervises the SFD Fire Chief.
The preceding figure shows the eight divisions that comprise SFD.
Figure 1: Salinas, CA (1917)
Figure 2: SFD Organization Structure (2022)
Master Plan/CRA/SOC Update Salinas Fire Department
3 SFD Service Area
The following figure illustrates the Salinas Fire Department’s service area.
Figure 3: Salinas Fire Department Service Area
Master Plan/CRA/SOC Update Salinas Fire Department
4 Services Provided by SFD
The Salinas Fire Department is an all-hazards public safety organization providing traditional fire suppression, aircraft rescue firefighting, wildland firefighting, Type I HazMat response team, and medical first-response (MFR) at the Basic Life Support (BLS) and Advanced Life Support (ALS) levels. Special operations at SFD include participation in the regional hazmat response team and provides services to San Benito County via a memorandum of understanding and the provision of Tactical Paramedics (SWAT) in support of the Salinas Police Department.
The Fire Prevention Division conducts fire and life-safety inspections and fire code enforcement, plan reviews using a contractor, and limited fire-cause determination.
Emergency Operations
SFD deploys a three-person engine company from each of its six fire stations. In addition, a three-person (four when staffing allows) truck company (100-foot tractor drawn aerial) and Battalion Chief are housed at Station 1. A second 100-foot aerial truck company with three-person minimum staffing is located at Station 5. Various reserve apparatuses are distributed among each of the fire stations. All frontline staffed apparatus includes a minimum of one Paramedic (any rank) and are furnished with Advanced Life Support supplies and equipment.
In April 2021, the Salinas Fire Department was given a Public Protection Classification (PPC®) score of 2/2X by the Insurance Services Office (ISO). Additional ISO information is in the Report's Comparison of Fire Risk in Other Communities section.
Other Emergency Resources in Monterey County
Emergency Communications & Dispatch
SFD, along with the Salinas Police Department, participates in a countywide public safety communication and 911 dispatch system. Dispatch and communications are provided through the Monterey County Emergency Communications Department (ECD).
ECD serves as the largest primary Public Safety Answering Point (PSAP) in Monterey County, providing communications services to multiple police and fire departments. Within the ECD is the consolidated fire dispatch center known as FIRECOM, which dispatches over 17 fire agencies. Dispatch of the County’s contracted private ambulance service is located at the County’s administrative offices on Schilling Place in Salinas but is not part of the consolidated dispatch center.
Master Plan/CRA/SOC Update Salinas Fire Department
5 Emergency Medical Transport
ALS-level Ground Emergency Medical Transport (GEMT) service is provided by American Medical Response (AMR).
Air Medical Transport
CALSTAR Air Medical Services provides rotary wing (helicopter) air medical transport with one helicopter base in Salinas. Two additional helicopter bases are located within a 20- minute estimated time of arrival.
Mutual Aid Fire Stations
The following figure shows the locations of the various mutual aid fire stations available to the Salinas Fire Department. As shown, the primary providers are the Monterey County Regional Fire Protection District (MCRFD), North Monterey County Fire Protection District (NCFD), and Presidio of Monterey Fire Department (POM).
Master Plan/CRA/SOC Update Salinas Fire Department
6 Figure 4: Mutual Aid Fire Stations
Master Plan/CRA/SOC Update Salinas Fire Department
7 Management Components
Managing today’s fire service can be highly complex. A progressive department needs to address various elements, including maintaining a stable, qualified workforce; everincreasing health and safety concerns; addressing community expectations; ensuring an adequate and timely emergency response in serving the community; and providing stewardship over constrained financial resources.
In addition to these organizational challenges, managing a fire department requires developing fundamental elements, including the Department’s Mission, Vision, and Values; setting goals and objectives; identifying critical internal issues and challenges; providing internal and external communication avenues; ensuring proper and up-to-date recordkeeping; and developing planning processes. This section of the report examines SFD’s efforts in these areas.
Foundational Elements
Mission, Vision, Values
The Salinas Fire Department has developed the following Mission, Vision, and Values Statements, which are proudly displayed on the Department’s website and at each of its fire stations:
SFD Mission Statement
The Salinas Fire Department is dedicated to preserving and protecting the safety of our community with integrity, pride, and commitment. We will do this with diversity of thought and people while ensuring fiscal responsibility.
SFD Vision Statement
Our steadfast belief in each other and our mission guides us in providing dynamic, professional service to our community through emergency response and community risk reduction.
SFD Values
The Salinas Fire Department is committed to these,
our core values, which guides us in carrying our
mission and realizing our vision:
Master Plan/CRA/SOC Update Salinas Fire Department
8 Trust
We build and reaffirm the value of our trust through our actions.
Respect
The ability to see the value in others and ourselves and through this we will treat all people with courtesy, politeness, and kindness.
Accountability
We are caretakers of taxpayer money. We see ourselves as stewards of taxpayer dollars.
Diversity
We value and promote diversity in both thought and person.
Integrity
Whole and undivided in all things we do.
Teamwork
Together everyone achieves more.
Innovation
Constantly strive to use new methods, technology, and techniques.
Opportunity
Never miss an opportunity to exceed expectations.
Never Give Up
We have never, and we will never give up on each other or on our mission (Tradition).
Management Goals & Objectives
At the time of this report, the fire department’s management had not explicitly identified goals for SFD. However, in reviewing budgets and other planning documents, SFD did participate in a 2020 City Performance Management program to identify challenges in meeting certain objectives. At that time, SFD listed one goal: Emergency EMS total response time (90% of calls, 8 minutes or less from call processing to arrival). It is unknown at this time if this goal has been met. In the 2023 adopted budget, SFD strategies and objectives align with the City’s strategic plan.
Master Plan/CRA/SOC Update Salinas Fire Department
9 Internal Assessment of Critical Issues
During the Master Plan process AP Triton asked for a list of critical issues from the Fire Chief’s perspective:
• Staffing for an effective response force (ERF).
• Recruitment, Retention, and training.
• Response times and station locations.
• Stations, facilities, and deferred maintenance.
• Reducing reliance on mutual aid.
• A dedicated and sustainable training facility.
Internal Assessment of Future Challenges
Several challenges were identified with the stakeholder interview process. Five challenges stand out for the SFD: Not having adequate resources for the size of the city—doing more with less. Recruitment and retention of personnel (at all ranks). Fiscal challenges, including budgeting and rising costs for infrastructure and apparatus replacement. The ability to provide more community outreach and how the department will address the age and condition of the fire stations.
Communication
Internal Communication
Internal communication within the SFD is accomplished in several ways. Each morning on the first day of a 48-hour shift, the Battalion Chief conducts a morning virtual briefing with all on-duty Captains using the Zoom platform. The Chief Officers, Administrative Staff, Fire Prevention Staff, and an Executive Board Member representing Local IAFF 1270 meet monthly. There is a monthly standing meeting with staff and labor management. Informal meetings occur weekly between the Deputy Chief, Division Chiefs, and Battalion Chiefs, depending on who is on-duty and available.
These Chief Officers are also members of the Fire Supervisor’s Association (FSA) and meet bimonthly. SFD has a formal Labor/Management arrangement, and in addition to the meetings noted above, Chief Officers, the IAFF 1270 Executive Board, and a representative from Human Resources meet monthly.
Master Plan/CRA/SOC Update Salinas Fire Department
10 While the Fire Chief conducts all-hands meetings to relay announcements, changes within the department, or significant incidents, such meetings have been rare. SFD has an opendoor policy to discuss issues and concerns, and member forums are encouraged to participate.
In addition to internal staff meetings, the Fire Chief and other department directors meet with the City Manager weekly.
External Communication
Communication with the public is accomplished primarily through social media platforms, including Facebook, Instagram, and the City’s various integrated public outreach conduits and City PIO. Content is provided and monitored by administrative and prevention staff. As of 2022, SFD had approximately 3,300 Facebook followers and about 2,645 Instagram users.
Another application utilized by SFD in conjunction with the Monterey County Office of Emergency Services (Alert Monterey County) for alerting the community regarding emergencies and other community news is the Everbridge (Nixle) platform.
Department news, events, and other information are available on the department’s website, which has been redesigned and updated. SFD does not currently provide a community newsletter but contributes to weekly content publications through the City’s PIO/Community Outreach Coordinator.
Reporting & Recordkeeping
The ability to provide detailed reports and maintain adequate recordkeeping is crucial for a fire department’s success. Collecting complete and accurate information from each division within the department ensures that relevant data are obtained and provides for timely reporting based on local, state, and federal requirements.
Incident responses are entered and maintained utilizing a third-party electronic platform for gathering data. ESO® is an electronic repository for archiving EMS and non-EMS data.
This cloud-based program allows SFD to meet the National Fire Incident Reporting System (NFIRS) reporting requirements as a single reporting platform.
Reports provided to the City Manager and City Council include management, operational, and quarterly/annual financial documents. Personnel records, including applications, background, and worker's compensation documents, are maintained by the City of Salinas Human Resources department.
Master Plan/CRA/SOC Update Salinas Fire Department
11 At the time of this study, SFD had produced but not presented an annual report showcasing the department’s goals, objectives, accomplishments, or response statistics.
Training records are collected and archived within Vector Solutions®. All personnel have the authority to access their files and upload course completion certificates and other supporting documents. A hierarchical order has been established for those who can access additional training records or run reports, which allows the Training Battalion Chief to maintain the integrity of the records. SFD has developed a policy for addressing training record procedures (SFD Policy 809).
Additional records maintained and archived by the SFD include personnel exposure records, incident reports, and patient care reports. Internal records for self-contained breathing apparatus (SCBA) and apparatus pump tests are captured electronically. Hose, pump, and ladder tests are conducted by outside contractors, with records maintained accordingly. Fleet maintenance records are kept in a separate electronic database, Fleetio. SFD Hazardous Materials Technicians perform gas-monitor maintenance and calibration, maintaining required records accordingly.
Document Control & Physical Security
Document Control
SFD produces a variety of information and documents daily. Many of these documents must be maintained for regulatory and organizational needs and can significantly impact the agency's health. SFD has developed policies and procedures, utilizing an industry bestpractices model (Lexipol) to adhere to for document controls and safeguards (Policy 904 & Policy 1000).
Regulatory documents such as policy manuals, employee handbooks, standard operating guidelines, and incident reporting must be maintained, kept current, and protected from unauthorized use. In addition, informational documents such as official memorandums, agency performance reporting, and general agency information should comply with the agency, local, state, and federal policies and regulations.
Personnel need computer access to record activities, provide modern communications, and maintain management awareness. Access should be available to those who create the information and those who need to use this data to complete evaluations or reports.
Modern information technology systems must have a solid infrastructure, including data retention, back-ups, and hardware and software maintenance. All SFD personnel have access to computer systems at each department facility.
Master Plan/CRA/SOC Update Salinas Fire Department
12 Physical Security
Facility security for SFD is achieved using a traditional key lock or a combination lock system (KNOX®) for facility access. Offices within each SFD facility can be secured with a conventional key. Remote transmitters in each vehicle and apparatus are used to activate gates and apparatus bay doors. Several of the fire stations have perimeter fencing and locked gates. However, others have perimeter fencing with no lockable gates.
SFD has completed the installation of exterior cameras at each fire station that will record persons accessing the grounds and the facility.
Security for SFD vehicles and apparatus is achieved by utilizing original equipment manufacturer locking devices.
Information Technology Systems
The City of Salinas provides IT support to SFD for general IT issues, hardware, and system configurations. Various platforms used include Mobile Data Computers (MDCs), tablets, and specific software applications that outside vendors support. However, SFD is developing an internal group of experts who can handle various MDC, radio, tablet, and command vehicle electronic installs.
Master Plan/CRA/SOC Update Salinas Fire Department
13 Staffing & Personnel
Today’s fire service departments must consider their employees as their most valuable assets. Managing personnel to achieve maximum efficiency, professionalism, and personal satisfaction is an art as much as a science. Consistency, fairness, safety, and personal and professional growth opportunities are critical values for a healthy management culture. This is especially true in departments evolving and progressing to meet current emergency response challenges.
The size and structure of a fire department’s staffing depend on the organization’s specific needs. These needs must directly correlate to the needs and funding capacity of the community, and a structure that works for one department may not necessarily work for another department. This section provides an overview of SFD staffing configuration and management practices.
Fire department staffing is typically divided into two distinct groups: 1) administration and support and 2) operations. The administration and support group usually provides oversight and support to the operations group. This support provides emergency response personnel with the tools needed to deliver effective services to the community it serves. The operations group provides the necessary resources to perform emergency and nonemergency services to the community.
Administration & Support Staffing
As with every other division within a fire department, administration and support must have the appropriate number of resources to function adequately. Balancing administration and support personnel against operational personnel is critical to the organization's success in accomplishing its mission.
Planning, organizing, directing, coordinating, and evaluating each of the various programs within a fire department are typical responsibilities of the administration and support personnel. This list is not exhaustive and may include other elements as needed. It is essential to understand that tasks associated with each of these functions often co-occur.
This requires the Fire Chief and administrative support staff to focus on many different areas simultaneously.
Master Plan/CRA/SOC Update Salinas Fire Department
14 Ten full-time equivalent (FTE) employees and two part-time equivalent (PTE) employees provide support and administrative services to the SFD. The Fire Chief is the SFD’s top executive leader and reports directly to the City Manager. The Deputy Chief is number two in succession and reports to the Fire Chief.
The Training Battalion Chief reports to the Deputy Chief, and the Fire Marshal reports to the Fire Chief. SFD operates with civilian administrative support staff responsible for critical tasks, including providing clerical, financial, records management, and customer service support for SFD. In the FY 2023 budget, an additional administrative captain position was funded.
This position is designed to assist with succession planning and continuity for SFD. There are also discussions to reclassify the non-suppression battalion chief positions to division chief ranks.
The Management Analyst reports to the Fire Chief. An Office Technician and Administrative Clerk report directly to the Management Analyst. The Fire Prevention Bureau receives administrative support from an Administrative Analyst and Office Technician, both reporting directly to the Fire Marshal. Most of the administrative staff operate during regular business hours, which are 8:00 a.m. to 5:00 p.m., Monday through Friday.
The following figure lists administrative and support staffing for SFD.
Figure 5: SFD Administrative & Support Staffing
Position Assigned
Fire Chief 1
Deputy Fire Chief 1
Training (BC) 1
Fire Marshal (BC) 1
Fire Inspector (FT) 3
Fire Inspector (PT) 1
Administrative Captain 1
Management Analyst (FT)—Administration 1
Office Technician (FT)—Administration 1
Administrative Clerk (PT)—Administration 1
Administrative Analyst (FT)—Prevention 1
Office Technician (FT)—Prevention 1
Master Plan/CRA/SOC Update Salinas Fire Department
15 Fire Prevention Bureau Staffing
SFD’s Fire Prevention Bureau is responsible for preventing loss and injury through code enforcement activities, investigation, and education. A Fire Marshal, two Inspectors, and one part-time Inspector complete the required mandated life-safety inspections and provide public education.
In addition, prevention staff work collaboratively with the City’s Planning, Building, and Public Works Departments in the plan review, permit, and inspection processes for construction projects. The Fire Marshal is also responsible for vehicle maintenance and purchase, the apparatus equipment and maintenance work group, purchasing, illegal fireworks enforcement and Safe-n-Sane fireworks sales booths, special events permitting and planning review, attending the development review committee meetings, collaborating with the City’s general plan update, assisting with the local hazard mitigation plan annex, and is responsible for emergency planning and operations in Salinas.
Operations Staffing
Personnel assigned to operations (suppression) conduct various duties relating to emergency and non-emergency responses. In addition to response, personnel assigned to operations conduct various internal and external tasks to support the mission.
The National Fire Protection Association (NFPA) 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments1is frequently cited as an authoritative document addressing fire department staffing. In addition, the Center for Public Safety Excellence publishes benchmarks for the number of personnel recommended on the emergency scene for various levels of risk.
The following figure lists full-time position counts for the Operations Division but does not include five over-hire positions used for anticipated vacancies that occur annually.
Master Plan/CRA/SOC Update Salinas Fire Department
16 Figure 6: Operations Staffing
Position FTEs
Battalion Chiefs 3
Captains (8 Paramedics) 24
Engineer/Operator (10 Paramedics) 24
Firefighter/Firefighter Paramedics (10 Paramedics) 41
Total FTEs: 92
Operations Staff Allocation
SFD has an operational staffing level of 0.58 Firefighters per 1,000 population served. This figure is based on the January 1, 2022, population estimate of 159,932 from the California Department of Finance. In comparison to the national average and western region, as referenced within the US Fire Department Profile (2020), SFD staffing levels are well below the national median (1.2) and the western region median (0.97). The following figure is a comparison of firefighters per 1,000 in population protected.
Figure 7: Firefighters Per 1,000 in Population Comparison
0.58 1.2
0.97 0
0.2 0.4
0.6 0.8
1 1.2
1.4 SFD National Median Western Region
Median
Master Plan/CRA/SOC Update Salinas Fire Department
17 Fire Explorer Post #202
SFD has sponsored Fire Explorer Post #202 in cooperation with the Scouts BSA. The Fire Explorer program aims to provide insight into the firefighting profession to young people (between the ages of 14–21). Currently, Post #202 has 15 members, which, in conjunction with SFD staff, comprise the various organizational elements of the Post. Explorers are held to various requirements as written within the Salinas Fire Department Explorer Post #202 Rules and Regulations. Continued Explorer membership is dependent upon adherence to these rules.
Personnel Management
Personnel that deliver emergency services to a community’s residents, businesses, and visitors are critical to any fire department. Effective and efficient management of an organization is crucial for a department’s success. Fulfilling a department’s mission may become compromised without adequate administrative and support personnel. An essential function of a department’s success is managing human resources—providing for its greatest assets.
Policies, Rules, & Regulations
SFD policies and procedures are maintained using Lexipol®, a third-party, state-specific policy developer. SFD conducts policy reviews as needed, with the last review completed in 2022. The policies developed between SFD and Lexipol® are geared toward sworn department personnel.
The City of Salinas Human Resource Division also maintains rules and regulations for sworn and non-sworn department personnel in the City’s Personnel Manual (2007).
Standard Operating Guidelines (SOGs)
SFD is developing various standard operating guidelines (SOGs) applicable to specific operational processes. These formal guidelines include fire ground operations, engine company evolutions, training exercises, and technical rescue procedures, with each guideline derived from internal and external sources. Additional industry best-practice standards are contained within SFD’s policies and procedures. The formalized SOGs were not fully implemented at the time of this study.
Master Plan/CRA/SOC Update Salinas Fire Department
18 Job Descriptions
The City of Salinas’s Human Resources Department maintains job descriptions for each position within the City. Job descriptions for SFD are comparable with those found in fire departments of similar size and organization. Job descriptions are on the City’s website, under the Human Resources tab.
Application & Recruitment Process
SFD has developed an internal task force of line personnel to assist in recruiting potential candidates. In addition, it utilizes traditional written and social media platforms and local outreach to schools, colleges, and neighboring fire academies for marketing purposes. It advertises on its website for open, full-time firefighter positions. It also offers a Fire Department Employment Informational Packet on its website, providing potential applicants with an overview of its recruitment process.
The hiring process for SFD includes a background, reference, and qualifications check, a structured interview, and a psychological evaluation. Candidates must have passed a candidate physical ability test (CPAT) before applying. A comprehensive medical examination is required once a conditional offer has been made to the candidate. The SFD recruitment and selection process is outlined in Policy #1200.
Performance Reviews, Testing, Measurement, & Promotional Process SFD conducts annual performance evaluations for all full-time, permanent personnel, per SFD Policy #1201. Periodic personnel skills assessments are coordinated through the Training Division, allowing personnel to enhance their abilities in performing repetitive operational tasks. These assessments are designed to be non-punitive.
To ensure job satisfaction requirements have been met, probationary Firefighters receive a probation review at the end of 12 months. Promotional assessment centers are used for various positions within the SFD, including all ranks from Engineer to Deputy Chief.
Disciplinary Process
Personnel-related decisions can be made at various department levels, with the Fire Chief being authorized to hire, discharge, and promote. Levels of discipline and associated procedures are listed within SFD policy and the Memorandum of Understanding (MOU) between the City of Salinas and the Salinas Firefighters Association, Local 1270 (January 1, 2023–December 25, 2025). The City’s policies allow all personnel to appeal through the established grievance procedure.
Master Plan/CRA/SOC Update Salinas Fire Department
19 Personnel-related decisions can, and often do, subject an organization to potentially expensive liability exposure. Risk is presented that can result from a hiring mistake, improperly processed disciplinary process, wrongful termination claims, and more. Access to legal counsel can reduce this liability. SFD consults with the City’s HR Department and the City Attorney on personnel-related matters as necessary.
Health, Wellness, & Safety
SFD has a Wellness & Fitness program defined for its operational personnel (SFD Policy #1221). Although all new hires complete a comprehensive medical exam after a conditional job offer, periodic and annual medical exams are not required for permanent personnel. It was noted within the data collected that the initial physical examinations given meet NFPA 1582: Standard on Comprehensive Occupational Medical Program for Fire Departments.
SFD established a Safety Committee which is comprised of three representatives from Local 1270, two from the Fire Administration (one of whom will be the Fire Chief), and one from the Human Resources Department. Utilizing processes within NFPA 1500: Standard on Fire Department Occupational Safety and Health Program, Chapter 4 (Section 4.5), this committee can significantly increase the safety of firefighters.
The primary focus of the Safety Committee should be to 1) help create a safe working environment for all employees, 2) identify safety concerns and considerations for improvement, 3) work collectively to establish safety education programs, and 4) bring labor and management together in a cooperative way to solve problems.
Another task of this committee should be to review accidents, injuries, near-miss incidents, and workplace safety suggestions. It should analyze the information presented and develop actions to mitigate findings in conjunction with the Fire Chief.
Counseling Services
Changing the fire service culture is a tremendous task, especially as it relates to the mental health of our first responders. “Toughing it out,” believing you are not at risk for mental illness issues, or not admitting you may have a problem should no longer be considered the usual way to conduct business.
Master Plan/CRA/SOC Update Salinas Fire Department
20 In recognizing the stressors associated with physical, emotional, and mental health concerns, both on and off duty, SFD has developed a Critical Incident Stress Management (CISM) program to assist members experiencing post-traumatic stress injuries/illness.
Developing a CISM program requires a comprehensive and organized approach to reducing and controlling stress. In early 2023, SFD added a “Facility Canine” for mental health and wellness, and plans are to add two more in the next year. The canines will be used for CISM and public outreach.
SFD uses a trained internal team of its members and an external third-party contractor to provide support services. The SFD CISM program is based on recommendations set forth within NFPA 1500 (Chapter 12, Behavioral Health and Wellness Programs), as well as the Fire Service Joint-Labor/Management Wellness and Fitness Initiative developed by the International Association of Firefighters (IAFF) and the International Association of Fire Chiefs (IAFC). SFD Policy #1222 addresses its CISM program in detail.
Master Plan/CRA/SOC Update Salinas Fire Department
21 Financial Overview
City of Salinas Historical Financial Activity
The City of Salinas utilizes an accounting system typical of most municipal, county, state, and special districts. This system, known as fund accounting, allows government agencies to manage their financial transactions according to the type of service being provided or expenditure being made and comply with legal mandates for financial reporting. It also allows similar services to be combined into one fund but accounted for separately through individual departments. An example is a City’s General Fund (GF) that collects revenues from sources not designated to a specific program and disburses these funds to departments providing most of the governmental services such as fire, police, human resources, community development, etc. This study will focus on receipts and disbursements from the City’s GF, including Measures E and G, but will consider the impact of revenues from other funds that are pertinent to fire and EMS services.
The City prepares a one-year operating budget and related other various capital improvement plans based on a July through June fiscal year. Budget preparations for the subsequent year typically begin in January with a review of current budget objectives and the impact of any modifications in Council priorities. The City Manager reviews budget requests in March and April, with the Finance Department tasked with compiling the requests and financial data into the preliminary presentation document. The City Manager presents the proposed budget to Council in late May. The proposed budget may be modified by Council during its review process or after obtaining public comment. The council votes to adopt the budget on or before June 30 of each year. The adoption of the budget provides the legal authorization of the City departments to expend the revenues received by the City.
A comprehensive plan for capital improvements and a vehicle and equipment replacement program are important to a City's long-range financial and operational stability, including provisions for fire service physical resources. Programs such as these must coordinate with the financial planning process to anticipate capital expenditures in a manner that does not adversely influence the City's operations or the affected department. Citywide expenditures include streets, utility projects, vehicles, buildings, land, other facilities, and other major equipment.
Master Plan/CRA/SOC Update Salinas Fire Department
22 General Fund Recurring Revenues
For analytical purposes, Triton divides revenues into two categories, recurring and nonrecurring. Recurring revenues are those which are typically set by legislation or resolution, and which are easily quantified. Non-recurring revenues are those sources such as grant income, sales of surplus assets, insurance recoveries, loan or lease proceeds, and other sources for which an amount is not readily estimated.
A significant amount of information was provided by City staff and was reviewed to develop a financial trend analysis for the five years from FY 2018 through the estimates for FY 2022. This review of the historical information of GF revenues revealed recurring revenues increased from $133,051,929 in FY 2018 to an estimated $151,432,225 in FY 2022, a 13.8% overall increase or an annualized increase of approximately 3.5%.
Approximately 89% (FY 2022) of the City’s GF revenue is derived from property tax, sales taxes (including Measures E and G), utility users’ tax, franchise fees, and business license taxes.
The City has experienced consistent growth in its property valuations, with values increasing from $10,422,521,600 in FY 2018 to $12,636,068,200 in FY 2022, an average increase of 5.3%.
Property tax revenues have increased from $28,606,101 in FY 2018 to an estimated $34,539,000 in FY 2022, or 20.7% overall. The City has not elected to participate in the “Teeter Plan” offered by Monterey County, which funds 100% of the annual property tax assessment but allows the county to receive the penalties and interest on delinquent payments.
Sales tax revenue, the second largest contributor to GF revenues, has experienced an increase from $28,420,384 in FY 2018 to an estimated $31,728,000 in FY 2022, an increase of
11.6%. Sales tax revenue has rebounded from the decline in FY 2020 caused by the economic effects of the pandemic.
Measure E (originally Measure V) is a ½ cent transaction and use tax implemented to fund the City's general services. It was adopted in 2006 in response to the recession that had resulted in the City’s overall staff reduction of 123 positions and the closing of the three libraries.
Master Plan/CRA/SOC Update Salinas Fire Department
23 The tax was effective April 1, 2006, and was originally set to expire in 2016. The tax was extended in 2016 and became Measure E but the extension language does not contain an expiration date. Revenues from Measure E have followed a path similar to the general sales tax revenue, increasing 12.6% from $12,597,096 in FY 2018 to an estimated $14,190,000 in FY 2022.
In response to community outreach regarding the City’s service levels, an election was held in November of 2014 to seek approval of a one-cent transaction and use tax with a fifteen-year sunset and with citizen oversight of the expenditures. Measure G was passed to restore previously reduced services to the community to provide for a “safer and better Salinas.” Following the general sales tax and the Measure E transaction tax pattern, Measure G revenues have increased 10.4% from $25,235,291 in FY 2018 to an estimated $27,865,000 in FY 2022.
Utility user's taxes and franchise fees are other stable sources of revenue for the City and are approximately 14% of GF revenues combined.
The following figure provides a historical context of the sources of revenues to the City’s GF.
Figure 8: City of Salinas General Fund Historical Revenue Sources2 Revenue FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budget
Property Tax 28,606,101 30,140,102 30,993,814 33,665,585 34,539,000 Sales Tax 28,420,384 31,235,018 29,972,865 33,613,204 31,728,000 Measure E Tax 12,597,096 13,526,569 13,006,182 14,327,404 14,190,000 Measure G Tax 25,235,291 27,179,977 26,023,834 28,805,687 27,865,000 Utility Users Tax 12,124,060 11,704,036 11,641,209 11,664,913 11,800,000 Franchise Fees 8,785,768 8,866,502 9,129,385 9,377,699 9,485,000 Business License Tax 5,141,299 5,415,507 5,187,485 5,094,477 5,000,000 Other Revenue 12,141,930 15,109,471 14,994,425 13,659,876 16,825,225 TOTAL REVENUE: 133,051,929 143,177,182 140,949,199 150,208,845 151,432,225 Master Plan/CRA/SOC Update Salinas Fire Department
24 The following figure graphically depicts the historical GF, Measure E and Measure G revenues of the City of Salinas.
Figure 9: Graphic Picture of General Fund, Measure E, & Measure G Historical Revenues General Fund Recurring Expenses
The City of Salinas GF provides funding for various City departments, including City Council, Administration, Human Resources, City Attorney, Finance, Community Development, Police, Fire, Public Works, Library & Community Services, and an internal service group styled non-Departmental. Each department operates with personnel and related costs and other operating costs.
The City participates in the CalPERS pension system. As a result of changes in the pension earnings calculations over several years, participant agencies were required to provide additional funding to offset losses experienced in the pension system’s investments. This has resulted in a very significant unfunded actuarial liability (UAL).
The pension system has allowed for amortizing this liability over thirty years. However, this amortization, in addition to the normal pension cost, has resulted in an additional payment of $6,500,000 annually. This amount is projected to increase by approximately $250,000 annually until FY 2030 and begin to decrease annually until the end of the 30 years in approximately FY 2042.
$133,051,929
$143,177,182 $140,949,199 $150,208,845 $151,432,225
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
FY 18 FY 19 FY 20 FY 21 FY 22
Property taxes Sales taxes Measure E
Measure G Utility Users Taxes Franchise Taxes
Business Licenses Other Revenue Total
Master Plan/CRA/SOC Update Salinas Fire Department
25 The onset of the COVID-19 pandemic and the anticipated impact on revenues, the widespread panic, and stay-at-home orders required the City to reduce expenditures to match anticipated revenues. As indicated in the following figure, expenditures in a significant number of the departments included in the City’s GF in FY 2020 were lower than FY 2019 levels.
Additional expenditures in several departments are provided from sources other than the GF or the two special measures. SFD’s other revenues will be discussed in the revenue projection for the report.
The following figure provides historical information on GF, Measure E, and Measure G expenditures from FY 2018 through the budgeted FY 2022 period.
Figure 10: City of Salinas Historical General Fund Expenditures Expenditures FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budget
Administration 3,546,018 2,250,930 2,247,194 1,925,843 2,525,886 City Attorney 1,036,255 795,203 803,554 780,960 881,684 City Council 246,402 254,733 281,174 246,282 282,723
Community Develop. 3,686,633 3,749,237 4,137,232 3,912,989 4,945,043 Finance 4,550,260 4,306,069 4,399,480 3,991,439 4,977,247 Fire 23,714,148 21,755,433 22,856,501 24,703,915 25,146,807 Human Resources 1,090,231 1,220,947 1,340,156 1,397,234 1,493,540 Library & Community 7,265,400 8,624,001 7,608,415 9,123,242 12,469,438 Non-Departmental 18,343,380 5,043,491 12,150,415 12,977,732 5,729,467 Police 48,946,165 51,219,617 52,425,759 53,993,690 53,649,857 Public Works 11,749,209 11,274,748, 11,702,849 9,182,433 11,330,838 Total Expenditures: 124,174,101 110,494,409 119,952,729 122,235,759 123,432,530
Master Plan/CRA/SOC Update Salinas Fire Department
26 Salinas Fire Department Historical Financial Activity SFD provides services to the community through seven divisions: Fire Administration, Suppression, Emergency Medical Services, Prevention, Training, Vehicle Maintenance and Hazardous Material Control.
Historical Revenues
SFD provides primary support by allocating GF revenues, which account for approximately 85% of its required funding. The one-cent Measure G sales tax revenue source funds 14 sworn and one non-sworn personnel. Revenue from this source has increased from $2,169,000 in FY 2018 to $2,424,000 in FY 2021 but is budgeted to fall to $1,969,000 in FY 2022.
Measure E, a ½ cent sales tax fund, provides minimal additional funding for the fire department annually and tracks a similar path as Measure G. Revenues from the Emergency Medical Services (EMS) Fund increased from $1,000,830 in FY 2018 to $1,232,581 in FY 2022.
Historical Expenses
Salaries and benefits represent approximately 92% of the annual costs of the SFD, amounting to approximately $24,000,000 of the budgeted $26,000,000 in FY 02022. Total SFD expenses have increased from $24,848,000 in FY 2018 to a budgeted $26,394,000 in FY 2022.
As previously discussed, the City (and SFD) budgets have been negatively impacted by the CalPERS pension funds not meeting anticipated investment returns. Of the approximate $24,000,000 in annual SFD salaries and benefits, approximately $4,300,000 is an additional payment of the UAL for fire department employees.
Master Plan/CRA/SOC Update Salinas Fire Department
27 The following figure indicates the historical funding to the SFD from various sources and the related expenses.
Figure 11: SFD Historical Receipts & Expenses (FY 2018–Budgeted FY 2022) Receipts/Expenses FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Budget
Receipts
Measure E 118,774 165,174 129,014 122,788 75,888
Measure G 2,169,062 1,953,223 2,111,737 2,424,209 1,969,250 EMS Fund–2501 1,000,830 1,065,929 1,141,939 1,237,557 1,232,581 SAFER 2013 133,348 462,674 297,439 176,465 —
Other — — — 10,025 15,075
General Fund Support 21,426,312 19,637,037 20,615,750 22,156,917 23,101,669 Total Funding: 24,848,326 23,284,037 24,295,879 26,127,961 26,394,463 Expenses by Division
Fire Administration 512,923 402,421 389,399 471,653 705,315 Suppression 20,810,263 19,573,224 20,465,938 22,653,434 22,687,741 EMS 1,269,668 1,085,729 1,161,684 1,267,682 1,276,590
Prevention 957,857 1,015,356 977,692 834,056 840,078
Training 498,319 551,114 525,256 214,382 150,723
Vehicle Maintenance 505,172 392,591 507,703 421,788 449,160 HazMat Control 294,124 263,602 268,207 264,966 284,856
Total Expenditures: 24,848,326 23,284,037 24,295,879 26,127,961 26,394,463
Financial Projections
City of Salinas
The City commissioned the National Resource Network to produce The Salinas Plan in November 2018 to provide the City Management Team with guidance to maintaining a long-term balanced budget while continuing to provide City services and addressing a City priority of addressing the City’s affordable housing crisis. The report was produced just prior to the outbreak of the COVID-19 pandemic, rendering useless the timing of a significant portion of the projections. The FY 2023 budget process was developed to be in alignment with the City Council Strategic Plan with goals and objectives for 2022–2025.
Master Plan/CRA/SOC Update Salinas Fire Department
28 The FY 2023 budget process begins each December with an online survey for the community. Staff start work on the Capital Improvement Budget in February, and budget instructions and budget packets are provided to each department. Staff then reviews and updates the revenue forecast in March and for individual department meetings between the Director of Finance and departments. After the department meetings, the Finance Staff meets with the City Manager and the Executive Team. In early May, staff presents the proposed budget and the capital improvement program to the Finance Committee, followed by the mid-May presentation to the City Council.
Revenue Projections
Revenue projections utilize the adopted FY 2022 budget as the base year. Property tax revenue is anticipated to experience a 3.1% growth from the FY 2022 adopted budget amount. Sales and use taxes, including Measure E and Measure G, are expected to increase by 17.7%. Utility users’ tax and franchise fees are projected to grow by 0.8% and
0.5%, respectively, and business license tax is expected to increase by 14%.
Figure 12: Projected City of Salinas Revenues
Revenue FY 2023
Budget
FY 2024
Forecast
FY 2025
Forecast
FY 2026
Forecast
FY 2027
Forecast
Property Tax 35,602,585 36,706,265 37,844,159 39,017,328 40,226,865 Sales Tax 37,570,000 39,072,800 40,635,712 42,261,140 43,951,586 Measure E Tax 16,423,000 17,079,920 17,763,117 18,473,641 19,212,587 Measure G Tax 32,846,000 34,159,840 35,526,234 36,947,283 38,425,174 Utility Users Tax 11,900,000 11,995,200 12,091,162 12,187,891 12,285,394 Franchise Fees 9,535,000 9,582,675 9,630,588 9,678,741 9,727,135 Business License Tax 5,700,000 5,985,000 6,284,250 6,598,463 6,928,386 Other Revenue 15,156,400 15,156,400 15,156,400 15,156,400 15,156,400 TOTAL REVENUE: 164,732,985 169,738,100 174,931,622 180,320,888 185,913,528 Expense Projections
General Fund, Measure E, and Measure G budgeted FY 2023 expenditures are forecast to increase by 9.7% from the FY 2022 budgeted amounts, with all Departments, except Administration, projected to have increased spending. This level of annual cost escalation is not sustainable. Expenditures are forecast to escalate at 3% annually. The transfers in and out of the three funds are forecast to remain at those amounts. Similarly, capital expenditures are forecast to remain at the amounts included in the FY 2023 budget.
Master Plan/CRA/SOC Update Salinas Fire Department
29 The following figure summarizes the forecast revenues, expenses, and transfers for GF and the Measure E and G funds.
Figure 13: Forecasted Receipts & Expenditures for the City of Salinas Receipts and
Expenditures
FY 2023
Budget
FY 2024
Forecast
FY 2025
Forecast
FY 2026
Forecast
FY 2027
Forecast
General Fund
Recurring Revenues 115,310,985 118,498,340 121,642,271 124,899,963 128,275,766 Transfers In 2,625,000 2,600,000 2,600,000 2,600,000 2,600,000 Total Receipts 117,935,985 121,098,340 124,242,271 127,499,963 130,875,766 Measure E
Recurring Revenues 16,468,000 17,079,920 17,763,117 18,473,641 19,212,587 Transfers In 350,000 350,000 350,000 350,000 350,000
Total Receipts 16,818,000 17,429,920 18,113,117 18,823,641 19,562,587 Measure G
Recurring Revenues 32,954,000 34,159,840 35,526,234 36,947,283 38,425,174 Transfers In — — — — —
Total Receipts 32,954,000 34,159,840 35,526,234 36,947,283 38,425,174 Total Receipts: 167,707,985 172,688,100 177,881,622 183,270,887 188,863,527 General Fund
Expenditures 99,588,365 100,975,808 102,995,324 105,055,231 107,156,335 Transfers Out 17,459,710 17,500,000 17,500,001 17,500,002 17,500,003 Total Expenditures 117,048,075 118,475,808 120,495,325 122,555,233 124,656,338 Measure E
Expenditures 12,854,604 14,840,450 15,285,664 15,744,234 16,216,561 Transfers Out 2,233,600 2,400,000 2,400,001 2,400,002 2,400,003 Total Expenditures 15,088,204 17,240,450 17,685,665 18,144,236 18,616,564 Measure G
Expenditures 21,295,238 21,934,095 22,592,118 23,269,882 23,967,978 Capital 4,957,110 5,000,000 5,000,000 5,000,000 5,000,000 Transfers Out 7,125,600 7,250,000 7,250,000 7,250,000 7,250,000 Total Expenditures 33,377,948 34,184,095 34,842,118 35,519,882 36,217,978 Total Disbursements: 165,514,227 169,900,353 173,023,108 176,219,351 179,490,882 Master Plan/CRA/SOC Update Salinas Fire Department
30 The following figure calculates each fund’s forecast surplus (deficit) and the impact on fund balances based on the above receipts, disbursements, and transfers.
Figure 14: Forecast of Impact on Fund Balances
Summary FY 2023
Budget
FY 2024
Forecast
FY 2025
Forecast
FY 2026
Forecast
FY 2027
Forecast
Surplus (Deficit)
General Fund 887,910 2,622,532 3,746,946 4,944,731 6,219,428 Measure E 1,729,796 189,470 427,452 679,406 946,024
Measure G (423,948) (24,255) 684,116 1,427,401 2,207,196 Total: 2,193,758 2,787,747 4,858,514 7,051,538 9,372,648 Fund Balances
Beginning
General Fund 43,450,310 44,338,220 46,960,752 50,707,698 55,652,429 Measure E 10,839,847 12,569,643 12,759,113 13,186,565 13,865,971 Measure G 13,552,392 13,128,444 13,104,189 13,788,304 15,215,706 Ending
General Fund 44,338,220 46,960,752 50,707,698 55,652,429 61,871,857 Measure E 12,569,643 12,759,113 13,186,565 13,865,971 14,811,995 Measure G 13,128,444 13,104,189 13,788,304 15,215,706 17,422,902 Total Fund Balances: 70,036,307 72,824,054 77,682,568 84,734,106 94,106,754 Salinas Fire Department
SFD was successful in receiving a $162,000 Urban Area Security Initiative Federal Grant to upgrade technology in the City’s mobile command vehicle and an additional $682,550 from an Assistance to Firefighter Grant to send firefighters to paramedic school and to pay for resulting backfill positions. This grant was split with the City of Monterey. City Council has supported the continued funding to train additional firefighters as paramedics. Salary and benefit costs will continue to escalate as pension costs related to payment of the unfunded actuarial liability continue to increase annually. SFD has applied for a Staffing for Adequate Fire and Emergency Response (SAFER) grant from the Federal Emergency Management Agency (FEMA) for approximately $4.7 million to help offset future costs to staff future Fire Station 7, four persons staffing for the truck companies, a new administrative Captain position, and other staff reclassifications, including Division Chiefs and Fire Inspector IIs.
Master Plan/CRA/SOC Update Salinas Fire Department
31 Some of these cost escalations may be offset by revenue growth from EMS services and the Measure E and Measure G funds allocations. The availability of funding from the City of Salinas will constrain the funding for SFD.
Review of 2019 Standards of Cover Financial Results
The 2019 ESCI study did not include a financial forecast but included recommendations to add an additional Battalion Chief per shift and to consider adding three Type VI engines as EMS first response vehicles. Neither of the recommendations appears to have been implemented as of the writing of this report, but in the FY 2023 Capital Improvement Fund, two Type VI engines are scheduled for acquisition.
Master Plan/CRA/SOC Update Salinas Fire Department
32 Capital Facilities & Apparatus
Apparatus and other vehicles, trained personnel, firefighting and emergency medical equipment, and fire stations are the essential capital resources necessary for a fire department to carry out its mission. No matter how competent or numerous the firefighters, if appropriate capital equipment is not available for operations personnel, it would be impossible for the Salinas Fire Department to perform its responsibilities effectively. The essential capital assets for emergency operations are facilities, apparatus, and other emergency response vehicles. This report section assesses SFD’s fire stations, frontline apparatus, and ambulances.
Fire Station Features
Fire stations play an integral role in the delivery of emergency services for several reasons.
To a large degree, a station’s location will dictate response times to emergencies. A poorly located station can mean the difference between confining a fire to a single room and losing the structure, or survival from sudden cardiac arrest. Fire stations also need to be designed to adequately house equipment and apparatus, meet the needs of the organization and its personnel, and be an integral part of the communities they serve.
Fire station activities should be closely examined to ensure the structure is adequate in both size and function. Examples of these functions can include the following:
• Kitchen facilities, appliances, and storage
• Residential living space and sleeping quarters for on-duty personnel (all genders) • Bathrooms and showers (all genders)
• Training, classroom, and library areas
• Firefighter fitness area
• The housing and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Public meeting space
In gathering information from the Salinas Fire Department, Triton asked the department to rate the condition of its fire stations using the criteria from the next figure. The results will be seen in the following figures.
Master Plan/CRA/SOC Update Salinas Fire Department
33 Figure 15: Criteria Utilized to Determine Fire Station Condition Excellent
Like new condition. No visible structural defects. The facility is clean and well maintained. Interior layout is conducive to function with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building’s purposes. Age is typically less than 10 years.
Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear of the building interior.
Roof and apparatus apron are in good working order, absent any significant full-thickness cracks or crumbling of 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 to be 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. Showing increasing age-related maintenance, but with no critical defects. Age is typically 30 years or more.
Poor
The building appears to be cosmetically weathered and worn with potentially structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling of concrete on the apron may exist. The roof has evidence of leaking and multiple repairs. 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.
Master Plan/CRA/SOC Update Salinas Fire Department
34 SFD Fire Stations
The following figures describe the basic features of each of SFD’s fire stations.
Figure 16: SFD Station 1
Address/Physical Location: 216 West Alisal Street
General Description:
SFD Station 1 is a large, two-story, multi-bay facility which houses Engine 1, Truck 1, a Battalion Chief, a
regional command and communications unit
(CMD5), and reserve apparatus This station also
serves as the Salinas Fire Department Fleet
Maintenance facility, with six SFD Firefighters
serving in fleet mechanic roles.
Structure
Date of Original Construction 1982
Seismic Protection Yes
Auxiliary Power Yes
General Condition Poor
Number of Apparatus Bays Drive-through Bays 3 Back-in Bays 3 ADA Compliant No
Total Square Footage 10,375 sq. ft. (1st floor) 9,460 sq. ft (2nd floor) Facilities Available
Sleeping Quarters 4 Bedrooms 0 Beds 17 Dorm Beds
Maximum Staffing Capability 17
Exercise/Workout Facilities Yes (on apparatus floor)
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes; two gender-specific
Training/Meeting Rooms Yes
Washer/Dryer/Extractor Washer/dryer & extractor
Safety & Security
Station Sprinklered No
Smoke Detection Yes
Decon & Biological Disposal No
Security System Keypads & external cameras
Apparatus Exhaust System Yes, but partially out of service (aged) Master Plan/CRA/SOC Update Salinas Fire Department
35 Figure 17: SFD Station 2
Address/Physical Location: 10 West Laurel Drive
General Description:
SFD Station 2 is the oldest fire station in the City of Salinas situated on a very small footprint, with
limited access and egress. Located on a blind
corner adjacent to a busy intersection, apparatus
operators must use extreme caution when
maneuvering in and out of the station.
Structure
Date of Original Construction 1951
Seismic Protection No
Auxiliary Power Yes
General Condition Poor
Number of Apparatus Bays Drive-through Bays 0 Back-in Bays 1 ADA Compliant No
Total Square Footage 3,200 sq. ft.
Facilities Available
Sleeping Quarters 1 Bedrooms 0 Beds 4 Dorm Beds
Maximum Staffing Capability 4
Exercise/Workout Facilities Yes (on apparatus floor)
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes (unisex)
Training/Meeting Rooms No
Washer/Dryer/Extractor Washer/dryer & extractor
Safety & Security
Station Sprinklered Modified
Smoke Detection Yes
Decon & Biological Disposal No
Security System Cameras being installed. rear fencing
Apparatus Exhaust System Yes (dated)
Master Plan/CRA/SOC Update Salinas Fire Department
36 Figure 18: SFD Station 3
Address/Physical Location: 827 Abbott Place
General Description:
SFD Station 3 is the second oldest station in the city.
In addition to housing Engine 3, this station serves as the SFD Training Facility. The training tower is used
for suppression and rescue evolutions, however livefire training can no longer be conducted inside.
Various props are located on site. A classroom is
available adjacent to the station for conducting
didactic lessons.
Structure
Date of Original Construction 1957
Seismic Protection No
Auxiliary Power Yes
General Condition Poor
Number of Apparatus Bays Drive-through Bays 0 Back-in Bays 2 ADA Compliant No
Total Square Footage 4,385 sq. ft.
Facilities Available
Sleeping Quarters 2 Bedrooms 0 Beds 4 Dorm Beds
Maximum Staffing Capability 4
Exercise/Workout Facilities Yes (on apparatus floor)
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities 1 unisex
Training/Meeting Rooms No
Washer/Dryer/Extractor Washer/dryer & extractor
Safety & Security
Station Sprinklered No
Smoke Detection Yes
Decon & Biological Disposal No
Security System Rear fencing, cameras currently being installed Apparatus Exhaust System Yes (dated)
Master Plan/CRA/SOC Update Salinas Fire Department
37 Figure 19: SFD Station 4
Address/Physical Location: 308 Williams Road
General Description:
Station 4 is approximately 57-years old, and houses
Engine 4 as well as specialty apparatus: Crash 4
and OES E-323. The station is protected by security
fencing, and cameras have recently been
installed. It is noted the preemptive traffic signal
designed to halt approaching vehicles has been inoperative for an extended time.
Structure
Date of Original Construction 1966
Seismic Protection No
Auxiliary Power Yes
General Condition Poor
Number of Apparatus Bays Drive-through Bays 0 Back-in Bays 2 ADA Compliant No
Total Square Footage 5,800 sq. ft.
Facilities Available
Sleeping Quarters 2 Bedrooms 0 Beds 4 Dorm Beds
Maximum Staffing Capability 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes (gender separated)
Training/Meeting Rooms No
Washer/Dryer/Extractor Washer/dryer & extractor
Safety & Security
Station Sprinklered No
Smoke Detection Yes
Decon & Biological Disposal No
Security System Rear fencing, security cameras being installed Apparatus Exhaust System Yes (dated)
Master Plan/CRA/SOC Update Salinas Fire Department
38 Figure 20: SFD Station 5
Address/Physical Location: 1400 Rider Avenue
General Description:
SFD Station 5 is the newest station in the city, built in 2000, This station is well maintained, inside and out,
and has adequate space for crew segregation. As
with other SFD stations, PPE is stored in the
apparatus bay along with workout equipment.
Station-5 houses Engine 5, Truck 2, and Hazmat 1.
Structure
Date of Original Construction 2000
Seismic Protection Yes
Auxiliary Power Yes
General Condition Good
Number of Apparatus Bays Drive-through Bays 0 Back-in Bays 2 ADA Compliant Yes
Total Square Footage 2,500 sq. ft.
Facilities Available
Sleeping Quarters 4 Bedrooms 8 Beds 0 Dorm Beds
Maximum Staffing Capability 8
Exercise/Workout Facilities Yes (on apparatus floor)
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes (gender separated)
Training/Meeting Rooms No
Washer/Dryer/Extractor Washer/dryer & extractor
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decon & Biological Disposal No
Security System Fencing, automatic gate, cameras being installed Apparatus Exhaust System Yes (dated)
Master Plan/CRA/SOC Update Salinas Fire Department
39 Figure 21: SFD Station 6
Address/Physical Location: 45 East Bolivar Street
General Description:
SFD Station 6 sits on a very small footprint.
This single-bay station houses Engine 6 and is
located on the north side of the city’s response
area. Perimeter fencing and external cameras help
keep the station secure.
Structure
Date of Original Construction 1970
Seismic Protection No
Auxiliary Power Yes
General Condition Fair to Poor
Number of Apparatus Bays Drive-through Bays 0 Back-in Bays 1 ADA Compliant No
Total Square Footage 2,980 sq. ft.
Facilities Available
Sleeping Quarters 1 Bedrooms 0 Beds 3 Dorm Beds
Maximum Staffing Capability 3
Exercise/Workout Facilities Yes (on apparatus floor)
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes (unisex)
Training/Meeting Rooms No
Washer/Dryer/Extractor Washer/dryer & extractor
Safety & Security
Station Sprinklered Modified
Smoke Detection Yes
Decon & Biological Disposal No
Security System Fencing, cameras being installed
Apparatus Exhaust System Yes (dated)
Master Plan/CRA/SOC Update Salinas Fire Department
40 Additional Fire Station Details
The Salinas City Council has allocated $2.9 million in American Rescue Plan Act funding for fire station repairs and upgrades. CSG Consultants has been engaged to manage the project and an architect is preparing a scope of work and plans for a competitive bidding process. Some of the work will include remediating mold and asbestos removal, upgrades to heating and air conditioning systems, vehicle exhaust removal, kitchens, restrooms, security, and public access.
Fire Station 1
Although improvements have been made to this aging station, such as having a new roof installed, SFD Station 1 has issues that should be addressed, including replacing the existing emergency generator that is no longer in compliance with EPA requirements, evaluating the existing vehicle exhaust extraction system, replacing rear parking lot (due to heavy vehicle traffic), installing physical security measures (gates and/or fencing) around the perimeter, and developing a plan for separating the workout area and PPE storage from the apparatus bay.
Fire Station 2
SFD crews take pride in all their stations, and Station 2 is no exception. However, this 72- year-old fire station is not large enough to meet the needs of today’s fire service and needs an extensive overhaul or replacement. The station is very small and does not provide adequate space for personnel. In addition to health and safety concerns such as lack of segregation between the workout area, personal protective equipment (PPE) storage, and the apparatus bay, this station lacks modern construction and ADA features, and the ability to protect personnel and other areas from diesel exhaust.
Fire Station 3
Station 3 is the second oldest fire station in the city. This station does not meet the needs of today’s fire service, based on size, segregation, ADA features, and safety considerations including lack of laundry, cleaning, and disinfecting/decontamination areas, as well as the location of workout area and PPE storage located in the apparatus bay. The station has very limited space and utilizes “dorm-style” housing and one unisex restroom.
Master Plan/CRA/SOC Update Salinas Fire Department
41 In addition to housing Engine 3, Station 3 serves as the department’s training center, boasting a training tower, a concrete-block building used for various firefighting operations, including suppression, rescue, and roof-top evolutions. Additional props include a commercial roof prop, firefighter-entanglement prop, rolling hose prop, roll-up door prop, and a flat roof prop. Most didactic training is conducted on-site in the adjoining classroom that is leased-back to the SFD. The classroom is adequately sized and utilizes modern technology to deliver courses. The training center houses various pieces of apparatus including a decommissioned ladder truck used for drivers training.
Fire Station 4
SFD Station 4 is designed as a “neighborhood station,” located in a residential area of the city. This station is well maintained by the crews. However, like the other stations within the city, it is lacking various elements as it relates to facilities meeting the needs of today’s fire service.
Segregation between living space and the apparatus bay is an issue, as well as workout equipment and PPE storage being in the bay, which can expose personnel to diesel exhaust. As noted in the General Description, the preemptive traffic signal designed to stop approaching traffic and allow the responding apparatus to cross the travel lines has been inoperative for a long time.
Fire Station 5
As SFD’s newest fire station (2000), this facility was not designed for two companies, but was retrofitted in 2015 for additional personnel. The station is well maintained and has a fenced perimeter, automatic gate, and security cameras located on the perimeter. The workout and PPE storage areas are in the apparatus bay, with no segregation. As noted in the General Description, Station 5 houses Engine 5, Truck 2, Engine 305 (which is a crossstaffed Type III wildland apparatus), and HazMat 1, the City’s hazardous materials response unit.
Fire Station 6
Station 6 is a small station with very limited internal and exterior space and lacks modern construction and ADA features. It is unable to protect personnel from diesel exhaust since the PPE storage and workout equipment are co-located in the apparatus bay. As with other SFD stations, there is no area for decontaminating equipment. Perimeter fencing and cameras provide exterior security for the station.
Master Plan/CRA/SOC Update Salinas Fire Department
42 Fire Station Features Summary
The following figure is a summary list of some of the primary features of the six SFD fire stations.
Figure 22: Summary of the SFD Fire Station Features
Station Square
FootageA
Apparatus
Bays
Maximum
Staffing
General
Condition
Station
AgeB
Station 1 19,835 6 17 Poor 41
Station 2 3,200 1 4 Poor 72
Station 3 4,385 2 4 Poor 66
Station 4 5,800 2 4 Poor 57
Station 5 2,500 2 8 Good 23
Station 6 2,980 1 3 Fair-Poor 53
Totals: 38,700 14 40
ASquare footage of fire stations are approximate. BAs of 2023.
As shown in the preceding figure, it has a maximum capacity of 14 apparatus bays with the ability to house at least 40 personnel. SFD rates the majority (67%) of its six fire stations as “Poor.” The fire stations have a combined average age of 52 years.
SFD Apparatus & Vehicles Inventory
Fire apparatus and other emergency response vehicles must be sufficiently reliable to transport firefighters and equipment rapidly and safely to an incident scene. In addition, such vehicles must be properly equipped and function appropriately to ensure that the delivery of emergency services is not compromised.
As a part of this study, Triton requested that the Salinas Fire Department provide a complete inventory of its fleet (suppression apparatus, command and support vehicles, specialty units, etc.). For each vehicle listed, SFD was asked to rate its condition utilizing the criteria described in the next figure. The results of this ranking will be shown in the subsequent apparatus inventory figures.
Master Plan/CRA/SOC Update Salinas Fire Department
43 Figure 23: Criteria Used to Determine Apparatus & Vehicle Condition Components Points Assignment Criteria
Age: One point for every year of chronological age, based on the date the unit was originally placed into service.
Miles/Hours: One point for every 10,000 miles or 1,000 hours.
Service:
1, 3, or 5 points are assigned based on service type
received (e.g., a pumper would be given a 5 since it is classified as severe duty).
Condition:
This category considers body condition, rust, interior
condition, accident history, anticipated repairs, etc. The better the condition, the lower the 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 2 or more times per
month on average; while a 1 would be assigned if in the shop on average once every 3 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)
Master Plan/CRA/SOC Update Salinas Fire Department
44 The next figure lists the inventory of the Salinas Fire Department’s current frontline apparatus and other vehicles.
Figure 24: SFD Frontline Apparatus Inventory (2023)
Unit Type Manufacturer Year Condition Features
Engines
Medic Engine 1 Type I Pierce 2021 Excellent 1500 gpm/500 gal.
Medic Engine 2 Type I Pierce 2016 Good 1500 gpm/500 gal.
Medic Engine 3 Type I Pierce 2015 Good 1500 gpm/500 gal.
Medic Engine 4 Type I Pierce 2018 Excellent 1500 gpm/500 gal.
Medic Engine 5 Type I Pierce 2016 Good 1500 gpm/500 gal.
Medic Engine 6 Type I Pierce 2021 Excellent 1500 gpm/500 gal.
Engine 305 Type III Pierce/Intern. 2006 Fair Goes with HM1 OES 323 Type I HME 2007 State-owned unit
Aerial Apparatus & Other Units
Ladder 1 Truck Pierce 2015 Good 100-foot tiller
Ladder 2 Truck Pierce 2016 Good 100-foot tiller
CMD-5 Utility Spartan 2011 Good Command unit
Crash 4 ARFF Rosenbauer ARFF apparatus
Hazmat 1 Utility Spartan 2015 Excellent Hazmat unit
Hazmat 2 Utility Ford 2003 Fair Hazmat unit
In addition to the inventory listed in the preceding figure, SFD maintains five Type I engines and one 105-foot aerial apparatus (Truck 4) in reserve status. As shown, SFD’s engines were in either “Good” or “Excellent” condition. Its two frontline tillers are in “Good” condition.
The next figure lists the inventory of command and staff vehicles assigned to Salinas Fire Department personnel or divisions.
Master Plan/CRA/SOC Update Salinas Fire Department
45 Figure 25: SFD Frontline Command & Staff Vehicles (2023) Unit Type Manufacturer Year Condition Assigned To
Chief 1 Explorer Ford 2022 Excellent Fire Chief
Chief 2 Explorer Ford 2018 Excellent Deputy Chief
Battalion 1 Tahoe Chevrolet 2016 Good Command unit
Battalion 4 F-250 Ford 2007 Fair Command unit
Battalion 5 F-250 Ford 2007 Fair Command unit
Prevention 1 Fusion Ford 2016 Good Prevention
Prevention 2 Fusion Ford 2016 Good Prevention
Prevention 3 Fusion Ford 2016 Good Prevention
Prevention 4 Fusion Ford 2016 Good Prevention
Prevention 5 Fusion Ford 2016 Good Prevention
Prevention 6 Fusion Ford 2016 Good Prevention
Utility 3 Expedition Ford 2018 Excellent Station 3
Utility 102 Expedition Ford 2007 Poor Station 2
Utility 104 Expedition Ford 2007 Poor Station 4
Utility 105 Expedition Ford 2007 Poor Station 5
In addition to the inventory listed in the preceding figures, the Salinas Fire Department maintains several other utility and command vehicles in reserve. SFD also maintains several specialty vehicles for use at special events and SWAT incidents.
Apparatus Maintenance & Replacement Planning
No piece of mechanical equipment or vehicle can be expected to last indefinitely. As apparatus and vehicles age, repairs tend to become more frequent and more complex.
Parts may become more difficult to obtain and downtime for repair and maintenance increases. Given that fire protection, EMS, and other emergencies prove critical to a community, downtime is one of the most frequently identified reasons for apparatus replacement.
Because of the expense of fire apparatus, most communities develop replacement plans.
To enable such planning, fire departments often turn to the accepted practice of establishing a life cycle for apparatus that results in an anticipated replacement date for each vehicle.
Master Plan/CRA/SOC Update Salinas Fire Department
46 The reality is that it may be best to establish a life cycle for planning purposes, such as the development of replacement funding for various types of apparatus yet apply a different method (such as a maintenance and performance review) for determining the actual replacement date, thereby achieving greater cost-effectiveness when possible. In the FY 2023 budget and CIP, there is funding to order a new tractor drawn tiller ladder truck, Type I engine, and two Type VI engines. These engines are being ordered because the time to build and deliver new apparatus is approximately three years.
City of Salinas Fleet Maintenance
Much of the maintenance of Salinas Fire Department’s heavy apparatus is outsourced for major repairs and maintenance. Salinas City staff maintain the smaller vehicles such as pickups, SUVs, and staff cars. Currently, the maintenance staff at SFD are not qualified as Emergency Vehicle Technicians (EVT) in accordance with NFPA standards3, but do attend the California Fire Mechanics Academy and Pierce Manufacturing training. According to SFD staff, preventative maintenance checks are not being conducted regularly per manufacturer recommendations. Pump tests on the engines are being performed annually at the public works yard in accordance with NFPA 1911: Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Emergency Vehicles by an outside contractor.
Economic Theory of Apparatus Replacement
A conceptual model utilized by some fire departments is the Economic Theory of Vehicle Replacement. As a vehicle ages, the theory states that the cost of capital diminishes, and its operating costs increase.
The combination of these two costs produces a total cost curve. The model suggests that the optimal time to replace any apparatus is when the operating costs begin to exceed the capital costs. This optimal time may not be a fixed point but rather a range of time.
Shortening the replacement cycle to this window allows an apparatus to be replaced at optimal savings to the fire department. If an organization does not routinely replace equipment promptly, the overall reduction in replacement spending can quickly increase maintenance and repair expenditures.
Master Plan/CRA/SOC Update Salinas Fire Department
47 Fire officials, who assume that deferring replacement purchases is a good tactic for balancing the budget, need to understand two possible outcomes that may occur because of that decision:
• Costs are transferred from the capital budget to the operating budget • Such deferral may increase overall fleet costs
The next figure is a representation of the Economic Theory of Vehicle Replacement.
Regardless of its net effect on current apparatus and vehicle costs, the deferral of replacement purchases unquestionably increases future replacement spending needs. The deferral may also impact operational capabilities, including the safe and efficient use of apparatus.
Future Apparatus Serviceability
An important consideration for fire departments is the cost associated with the future replacement of major equipment. Apparatus service life can readily be predicted based on factors including vehicle type, call volume, age, and maintenance considerations.
Figure 26: Economic Theory of Vehicle Replacement
Master Plan/CRA/SOC Update Salinas Fire Department
48 NFPA 1901: Standard for Automotive Fire Apparatus recommends that fire apparatus 15 years of age or older be placed into reserve status, and that apparatus 25 years or older be replaced. This is a general guideline, and the standard recommends using the following objective criteria in evaluating fire apparatus lifespan:
• Vehicle road mileage
• Engine operating hours
• Quality of preventative maintenance and availability of replacement parts • Quality of the driver-training program
• Whether the fire apparatus was used within its design parameters • Whether the fire apparatus was manufactured on a custom or commercial chassis • Quality of workmanship by the original manufacturer
• Quality of the components used in the manufacturing process It is important to note that age is not the only factor in evaluating serviceability and replacement. Vehicle mileage and pump hours on engines must also be considered. A two-year-old engine with 250,000 miles may need replacement sooner than a 10-year-old engine with 2,500 miles.
Capital Medical & Other Equipment
The Salinas Fire Department maintains ten Physio-Control® Lifepak® 15 cardiac monitors that range in age from 2–23 years. Five of these are in excellent condition and are capable of 12-lead acquisition, SpO2, etCO2, carbon monoxide, and blood pressure monitoring. The three oldest models are in poor condition. SFD also owns a Lifepak® 1000 Automated External Defibrillator (AED).
SFD also owns two LUCAS® Chest Compression Systems. This device provides automatic mechanical chest compressions in cases of cardiac arrest. This allows EMS personnel to perform other clinical procedures instead of CPR. In the FY 2023 budget, six additional LUCAS® devices are funded to equip all first out apparatus.
Other Equipment
Each of SFD’s aerial apparatus carries one set of the Hurst Jaws of Life® eDRAULIC extrication tools, in addition to other tools utilized for extrication. The department also has 10 thermal imaging cameras (TIC).
Master Plan/CRA/SOC Update Salinas Fire Department
49 Service Delivery & Performance
This section will give the Salinas Fire Department (SFD) a general understanding of relevant response information. It is developed to assist the department with identifying its recent performance and creating a baseline performance expectation. SFD, county, community, and other political leaders can then use this information to understand how their decisions, policies, and outside pressures affect performance.
Research Information
The information within this section was developed from various sources provided by SFD.
Detailed information was provided between January 1, 2019, and December 31, 2022, from the Records Management System (RMS). In addition, the Emergency Communications Department (ECD) provided comprehensive total incident volumes from the Computer Aided Dispatch System (CAD) between January 1, 2018, and December 31, 2022, to identify long-term trends. CAD data was used to evaluate performance, and RMS data were used to determine Fire Loss, property use, and outcome data such as the final coding of an incident.
Statistics Discussion
This analysis is designed to quantify and analyze available information. Mathematical and technological methodologies must be used judicially to evaluate something as complex as an emergency incident response. Unfortunately, there are instances of incorrect evaluations leading to severe consequences. However, the agency should use it as a starting place as they seek to improve performance.
Statistical Tools
Various statistical analytical tools were employed to create this section. The fundamental tools were categorization, percentile, and regression analysis. This helps paint a picture of historical performance, with some inferences that may help leaders identify positive and negative performance trends.
90th Percentile
The time performance measures for this report are done using the 90th percentile measure.
While discussing the mathematics behind this measure is outside the scope of this report, it is helpful to understand why it is utilized.
Master Plan/CRA/SOC Update Salinas Fire Department
50 The most common reason to use this measure is that the industry has adopted it. If a fire agency wishes to judge its performance against standards or other agencies, it must use the 90th percentile. For example, the NFPA utilizes the 90th percentile measure in most of its standards. In addition, the Commission on Fire Accreditation International requires reporting performance measures at the 90th percentile.
The statistical reason to use the measure is that it more fully captures performance and will identify trends in performance more quickly. Unfortunately, the time performance data used in this study has a skew, making other statistical measures less sensitive and representative. The following figure is a general example of data skew.
Figure 27: Data Skew
In a symmetric distribution, the mean (average), median (middle of the data), and mode (the most frequent) are all equal. When the distribution skews, these three measures of the middle shift. Using the average, or mean, in skewed data left would underrepresent the bulk of the performance. At the same time, the opposite is true when skewed right. In SFD's case, most of the time-performance data is skewed right, so using the average would overrepresent the performance.
Possibly due to the size and distances traveled by the responding SFD units, the skew is very pronounced. This precludes using the average as a definitive evaluation of performance.
For example, an assessment of SFD's total response time, without filters used later in this section, defines the mode as near 5 minutes, the median near 7 minutes, and the average near 10 minutes.
Data Discussion
Detailed data were provided from SFD's primary incident reporting software (RMS) and the CAD system. These different database tables were used for differing purposes, as described previously. Triton used proven data engineering techniques to analyze the data sets.
Master Plan/CRA/SOC Update Salinas Fire Department
51 Data Engineering Findings
Because the SFD changed records management systems in 2019, a more comprehensive evaluation of data over a more extended period (preferably 10 years) proved impossible.
Triton staff were given access to the ESO RMS data management system and extracted the data from the NFIRS report format. (ESO AD HOC:15-01 Fire Incident Basic Module). RMS data were also the source of information to evaluate the impact of the homeless population on system demand. RMS incidents occasionally were classified by an SFDspecific NFIRS +1 code indicating that the Fire, Medical, or Other problem was related to a homeless person or camp area.
The number of unit records for the RMS and CAD systems was similar. There were 64,497 records in the RMS and 63,772 unique incident records for the CAD system for the SFD. No explanation was disclosed regarding the difference between CAD & RMS. However, this represents 1.12% and can be considered statistically insignificant.
There were 80,732 individual unit responses provided in the CAD data set. The RMS system was not evaluated for individual unit responses.
Data Error Handling
Data collection within the various data sets has the potential for significant errors. Although there can be many reasons for incorrect information, these errors are typically a combination of human input and collection errors. Various methods exist to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.
For SFD, some information in the data fields was error-prone. Therefore, much of the data required statistical intervention and limitations. The specific rules of a performance indicator will be defined within that portion of the performance evaluation. Some data were excluded by the formula applied. For example, the time segment math utilized a logic tree to eliminate harmful and null sets.
The coordinate data provided was not in a helpful format and had to be manipulated to plot incidents on the map. Each longitude value was incorrect as the decimal was to the left one place.
Master Plan/CRA/SOC Update Salinas Fire Department
52 Service Demand
The first dimension of the analysis is the overall system call load. Because this analysis is a simple count of incident responses by SFD, all its CAD records will be counted. Unlike the time-based performance, detailed data from the previously discussed systems will be used.
Volume Analysis
A simple volume analysis can indicate how often the department is called upon to respond to an incident. The first look is at the overall call counts grouped by primary categories in NFIRS. Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries. The following figure is the total number of responses recorded by the agency for the entire data set and the percentage of the categorized responses.
Figure 28: RMS Total Incident Count (2018–2022)
Incident (NIFRS Group) Count % of Total
Salinas Fire Department Responses
Fire (100) 3,321 5.1%
Overpressure (200) 34 < 1%
Rescue-Medical (300) 40,568 62.9%
Hazardous condition (400) 1,399 2.2%
Service (500) 4,982 7.7%
Good Intent (600) 10,318 16.0%
False Alarm (700) 3,328 5.2%
Disaster (800) 14 < 1%
Special (900) 44 < 1%
Other 488 < 1%
Total Salinas FD: 64,496
Mutual Aid
Automatic aid given 182 9%
Automatic aid received 31 2%
Contract Area 1,361 67%
Mutual aid given 207 10%
Mutual aid received 228 11%
Other aid given 11 1%
Not documented 318 16%
Master Plan/CRA/SOC Update Salinas Fire Department
53 This call-type distribution is consistent with industry averages. It is common for a more prominent agency to provide more mutual aid than it receives. SFD records the highest percentage of aid responses in the contract area at 58.2%. A statistically significant amount flagged as Mutual/Auto aid is presented in the data as (blank). 62,159 incidents were recorded without Mutual or Automatic Aid.
Geographic Analysis
A call density analysis is helpful when reviewing the best location for apparatus placement.
It is also useful when evaluating where the prevention programs may have the most impact. The following figure geographically represents the incident density for the study period.
Master Plan/CRA/SOC Update Salinas Fire Department
54 Because of the size and changing demographic and geographic conditions throughout the response area, it is unsurprising to see the primary density within populated corridors.
The Station 1 area, immediately east of the station, shows the most significant concentration, much of which can be attributed to the downtown population concentration and other high-density locations.
Figure 29: Incident Density—All Types (2018–2022)
Master Plan/CRA/SOC Update Salinas Fire Department
55 Agencies will typically respond to some locations much more frequently than others. This is true for SFD. For example, community service facilities account for many single-location responses. Responses are most often recorded at fire stations or intersections.
Figure 30: Frequent Service Demand Locations (2018–2022) Rank Address Occupancy Type Count
1 HWY 101 Highway 1,192
2 N MAIN ST Street 584
3 637 E ROMIE LN Senior Care 557
4 1320 PADRE DR Senior Care 530
5 21 SOLEDAD ST Multifamily/Steet 427
6 E LAUREL DR Street 419
7 350 IRIS DR Senior Care 401
8 1410 NATIVIDAD RD Jail 394
9 30 SOLEDAD ST Street/Other 380
10 720 E ROMIE LN Senior Care 351
It is not surprising to see the volume of calls in the types of facilities and occupancies listed above. This is especially true since they are typically high EMS demand facilities. Notably, there are so few multiple response locations in the data. In addition, evaluating the EMS call density further shows the service demand created by these occupancies. The following figure is an incident density map for all EMS incidents.
Master Plan/CRA/SOC Update Salinas Fire Department
56 Figure 31: EMS Incident Density (2018–2022)
The following figure is the incident density for fire incidents within the study period. This indicates a strong correlation between the EMS incidents and the total call volume. While this may give a general idea of where to focus medical prevention efforts, it does not address the more hazardous incident types. It may require a different deployment model and resource commitment to prevent and mitigate structure fires.
Master Plan/CRA/SOC Update Salinas Fire Department
57 Figure 32: Fire Incident Density
The fire problem city-wide is moderate. While the denser areas appear around Station 1, it is important to understand the legend. For example, the red zones in the above analysis only indicate an incident density of 350 per square mile.
Master Plan/CRA/SOC Update Salinas Fire Department
58 Temporal Analysis
The annual incident count for SFD has been inconsistent since 2018, but EMS and Fire incidents are generally increasing linearly. On the other hand, “Other” call types are decreasing linearly.
In 2020 there was a significant decline in EMS incidents. Much of the volume change can be attributed to the lockdown and responses during the 2020 pandemic. It is difficult to fully understand the effect of the 2020 pandemic on call volume over four years. However, the incident volume appears to be rebounding from 2020, but not to the same level as in 2019.
The following figure shows the incident volume over the years with the completed data between 2018–2021, separated into Fire, EMS, and Other incidents.
Analyzing the incident volume by month, weekday, and hour is valuable when attempting to schedule events or add staffing. Additionally, months may reveal seasonality for the service needs. At the same time, days and hours may indicate the population movement and activities throughout the time intervals. The following figure analyzes incident classes by month for 2018 through 2022.
Figure 33: Incident Volume by Year & Type (2018–2021)
Master Plan/CRA/SOC Update Salinas Fire Department
59 There appears to be a slight variation each month and seasonality in the winter months.
The fall and winter months increase in incident volumes, with October being the most significant variation. This is most pronounced with EMS incident types, but FIRE incidents also increase in the colder months. This is likely attributable to warming fires and the consequent fire extension into nearby combustibles.
However, the variations are at most 1.2% from the lowest month (April) to the highest month (December) than expected. They are most likely due to the transient population increasing in the city during colder months. In December, 7.4% of the yearly incidents occurred.
Another dimension for evaluation is the volume of incidents that happen by the day of the week. The following figure is the percentage of incidents that occur by the weekday and includes all the detailed incident data, including 2022.
Figure 34: Incidents by Month & Class (2018–2022)
Master Plan/CRA/SOC Update Salinas Fire Department
60 As with the monthly evaluation, there is no significant variation by weekday. There was less than 0.6% overall variation. However, Friday and Monday are slightly heavier; Sunday was the least active.
It can be helpful to combine the month and day dimensions to identify potentially significant combinations of the month and weekday. The goal is to uncover seasonality across the weekday not captured by analyzing month and day alone. However, like the monthly evaluation, only complete years of data can be explored.
Figure 35: Incident Percent by Weekday (2018–2022)
Master Plan/CRA/SOC Update Salinas Fire Department
61 The next figure shows the density of call volumes by month and weekday from 2018–2022.
Figure 36: Month & Day Incident Density (2018–2022)
Month Sun Mon Tue Wed Thu Fri Sat Totals
Jan 843 841 792 847 772 794 982 5,871
Feb 675 717 668 683 720 703 710 4,876
Mar 666 768 862 740 676 722 643 5,077
Apr 646 717 695 652 684 769 682 4,845
May 798 774 704 709 716 790 762 5,253
Jun 791 710 782 787 745 706 755 5,276
Jul 769 747 744 766 764 845 793 5,428
Aug 774 824 769 724 760 797 829 5,477
Sep 748 765 768 866 867 800 709 5,523
Oct 753 784 784 773 793 883 807 5,577
Nov 726 871 847 778 733 760 722 5,437
Dec 800 808 857 840 940 856 755 5,856
Totals: 8,989 9,326 9,272 9,165 9,170 9,425 9,149 64,496 It is sometimes easier to discover trends when this table is color-coded by frequency. This view is the same data as the previous figure but highlighted by most to least.
Figure 37: Incident Density by Month & Day of Week
Master Plan/CRA/SOC Update Salinas Fire Department
62 There is an interesting spike in incidents on Thursday and Saturday during the winter months and a consistent spike during October. However, it should be noted that the difference between the maximum and minimum call counts is only 397 incidents over four years.
Therefore, this chart may appear to overinflate the importance of the variation, although there is some value to knowing the more active days and months.
Another analytic dimension of service demand is to evaluate call volume throughout the hours of the day. For example, fire and EMS incidents are distributed unequally throughout most systems throughout the day. The daytime is typically more active than the evening, night, and early morning. The driving force behind this phenomenon is likely that people are awake and moving.
The following figure indicates that SFD closely follows this daytime pattern, with approximately 54% of incidents occurring between 7 a.m. and 8 p.m.
To fully appreciate how the time of day affects the volume, it is important to understand the combination of the hour of the day and the day of the week. By evaluating that density, some hot spot times can be identified.
Figure 38: Incidents by Hour of the Day (2019–2022)
Master Plan/CRA/SOC Update Salinas Fire Department
63 In SFD's case, the evaluation shows a consistent and statistically significant pattern of daytime calls regardless of the day of the week. There is a slight increase in volume Tuesday and Wednesday early afternoon into the early evening. The volume swing is much more telling than the month and year analysis, with the incident difference of 638 incidents from the maximum to the minimum call volumes.
The following figure indicates incident density by the hour and day of the week for all incidents between January 1, 2018, and December 31, 2022.
Figure 39: Incident Density by Hour & Day (2019–2022)
Hour Sun Mon Tue Wed Thu Fri Sat Total
0 367 272 262 261 250 252 497 2,161
1 337 232 194 205 201 238 245 1,652
2 315 202 172 191 201 184 242 1,507
3 237 193 190 157 180 166 214 1,337
4 199 191 177 158 205 173 179 1,282
5 207 209 176 192 187 190 207 1,368
6 197 234 270 249 266 254 199 1,669
7 266 311 353 332 302 287 264 2,115
8 306 399 428 416 401 431 317 2,698
9 329 491 470 461 425 415 391 2,982
10 377 491 497 465 488 492 424 3,234
11 395 516 517 503 481 493 476 3,381
12 478 510 539 507 507 530 481 3,552
13 503 540 532 544 575 522 463 3,679
14 428 570 561 524 538 528 475 3,624
15 448 522 566 519 509 534 451 3,549
16 498 516 535 568 522 583 463 3,685
17 499 548 571 527 550 517 483 3,695
18 497 497 450 500 460 517 456 3,377
19 550 433 424 454 456 467 462 3,246
20 484 423 412 436 451 499 449 3,154
21 408 387 381 375 391 412 455 2,809
22 381 343 320 338 330 389 458 2,559
23 283 296 275 283 294 352 398 2,181
Totals: 8,989 9,326 9,272 9,165 9,170 9,425 9,149 64,496 Master Plan/CRA/SOC Update Salinas Fire Department
64 Resource Distribution
Several key performance metrics can identify the effectiveness of resource distribution. A broad allocation of resources allows for a more rapid first response to any given area. This is typically referred to as distribution. However, the first unit is only a portion of the deployment question. It is critical to have enough units to respond to incidents' volume, type, and severity. Concentration is the concept of having enough units on the scene to deal with an emergency promptly. Knowing where units are related to volume is also essential to equalize the unit responses.
Geographic Distribution Analysis
Units and stations should be distributed to allow the best chance of reaching an incident in its earliest stages. There are two primary sources for performance standards that address this geographic distribution. ISO defines distance, while the NFPA utilizes time as a criterion.
ISO uses five miles from a fire station as its standard. In a career department like SFD, it is advantageous to understand the overall picture and the services with a staffed unit in the station. The following figure shows the 5-mile travel distance from all the fire stations.
Master Plan/CRA/SOC Update Salinas Fire Department
65 As the preceding figure indicates, the City of Salinas and the communities of Spreckels, Bolsa Knolls, and Gabilan Acres are accessible within five miles. The more densely populated areas do have overall good coverage.
Figure 40: 5-Mile Travel Distance—All Stations
Master Plan/CRA/SOC Update Salinas Fire Department
66 For full credit in an ISO Fire Suppression Rating Schedule (FSRS), any building within the jurisdiction should be within 1.5 miles of an engine company and 2.5 miles of a truck company. 4 SFD has an engine at all fire stations and trucks at two stations. However, most of the jurisdiction is outside a 1.5-mile coverage standard due to the department's size versus the area covered. The following figure shows the 1.5-mile travel distance from each station as they house engine companies.
Figure 41: 1.5-Mile Travel for Engines
Master Plan/CRA/SOC Update Salinas Fire Department
67 The ISO judges specialized equipment, such as a truck company, separately from an engine company. While engine companies are typically found at most fire stations, truck companies are only located at specific locations. ISO requires these truck companies to be within 2.5 miles of any building. With only two truck companies in the SFD system, only a few areas are within the 2.5-mile coverage area. This would indicate that SFD needs to rely on timely mutual aid from surrounding agencies to provide specialized companies.
The next figure shows the 2.5-mile travel distance from the two truck company stations.
Figure 42: 2.5-Mile Truck Travel Distance
Master Plan/CRA/SOC Update Salinas Fire Department
68 Unit Workload Analysis
Unit workload should be balanced to maintain readiness, resiliency, and service availability. While it is prevalent for one unit to be busier than others, no crew should carry too heavy a load that could interfere with its effectiveness.
Incidents by Unit
SFD had over 250 unique units responding to all incidents within the incident records. The unit data included single resources and other responders, such as incident management teams with support, specialty mutual aid units, and other miscellaneous assets. However, the front-line engines and trucks completed approximately 87% of all unit responses. The most heavily used units across the system were the type 1, 2, 3, and 6 engines spread throughout the jurisdiction. Unfortunately, a detailed trend analysis is complicated because of the pandemic and societal lockdown. Therefore, it was not possible to identify specific growth or usage trends.
The next figure shows the incident volume for each apparatus type for 2018–2022.
However, unit workload numbers for 2022 appear to be greater than 2021.
Figure 43: Top 90% Unit Workload (2018–2022)
Unit 2018 2019 2020 2021 2022 Totals Percent
ME1 1,655 3,422 3,261 4,147 4,544 17,029 14.2%
ME2 2,859 3,277 3,205 3,673 3,757 16,771 14.0%
ME4 2,026 2,352 2,143 2,655 2,988 12,164 10.2%
ME6 1,852 2,375 2,015 2,806 2,856 11,904 9.9%
ME3 1,615 2,348 2,041 2,427 2,684 11,115 9.3%
ME5 1,325 1,536 1,608 2,048 2,225 8,742 7.3%
MT1 727 1,823 1,679 2,053 2,147 8,429 7.0%
MT2 385 470 626 835 740 3,056 2.6%
ME101 1,863 277 726 6 9 2,881 2.4%
ME104 93 1,591 788 14 17 2,503 2.1%
T1 290 531 203 307 622 1,953 1.6%
T2 238 539 295 282 518 1,872 1.6%
BAT2 229 401 371 405 354 1,760 1.5%
TAC43 212 375 400 439 1,426 1.2%
MT4 493 209 403 273 27 1,405 1.2%
BAT1 248 119 212 386 411 1,376 1.1%
BAT3 164 139 263 263 521 1,350 1.1%
Master Plan/CRA/SOC Update Salinas Fire Department
69 The incident volume falls primarily upon the engines and is evenly distributed between Stations 1-6. Examining unit types was confounded by identifying units in stations differing from how they were designated in the CAD data. For example, E1 in the facility document was ME1 in CAD data. There was a period in 2018 when ME1 was classified as ME101. It was initially assumed that ME101 was a reserve or cross-staffed unit. However, it was discovered that the ECD needed to use an incorrect unit ID for a portion of the year. 439
2,914
19,080
1,443
400
3,161
17,776
1,432
375
2,708
15,787
1,121
212
2,502
17,178
1,234
0 1,605
13,288
561
0 5000 10000 15000 20000 25000
SPECIAL
LADDER
ENGINE
CHIEF
2018 2019 2020 2021 2022
Figure 44: Incident Volume by Apparatus Type (2018–2022) Master Plan/CRA/SOC Update Salinas Fire Department
70 The workload is unevenly distributed, and it appears to affect Engine 1 the most. The following figure shows each engine's call volume response throughout the completed years of 2018–2022. Note the inconsistency in 2018 with ME101 call volume. A similar situation may have occurred in 2019 with ME104/E4; however, this is not confirmed.
Figure 45: Engine Response Volume (2018–2022)
Other units also responded throughout the review period, although at a lower rate than the engines. The following figure shows the incident count other than engines throughout the completed years of 2018–2022.
2,856
2,225
17 2,988
2,684
3,757
9 4,544
2,806
2,048
14 2,655
2,427
3,673
6 4,147
2,015
1,608
788
2,143
2,041
3,205
726
3,261
2,375
1,536
1,591
2,352
2,348
3,277
277
3,422
1,852
1,325
93 2,026
1,615
2,859
1,863
1,655
- 1,000 2,000 3,000 4,000 5,000
ME6
ME5
ME104
ME4
ME3
ME2
ME101
ME1
2018 2019 2020 2021 2022
Master Plan/CRA/SOC Update Salinas Fire Department
71 Figure 46: Other than Engine Responses (2018–2021)
518
622
27 740
2,147
17 9
521
354
411
282
307
273
835
2,053
14 6
263
405
386
295
203
403
626
1,679
788
726
263
371
212
539
531
209
470
1,823
1,591
277
139
401
119
238
290
493
385
727
93 1,863
164
229
248
- 500 1,000 1,500 2,000 2,500
T2
T1
MT4
MT2
MT1
ME104
ME101
BAT3
BAT2
BAT1
2018 2019 2020 2021 2022
Master Plan/CRA/SOC Update Salinas Fire Department
72 Each incident requires a unit to remain on the scene to finalize mitigating the situation. This workload is typically consistent across all apparatus types. It can be used as a general guideline to predict how busy a response company is. Therefore, a general idea of how long a specific crew will stay on the incident can assist operational planning.
SFD has 10 primary types of units that respond to emergencies. SFD's engines provide overall response capabilities for various incidents. Ladder Trucks have different specific functions but can operate in many of the same ways as an engine if adequately equipped.
Specialty unit types, such as Brush Units, Hazmat, Support, etc., are included, revealing a variation of committed time by incident type. Finally, command officers are any chief officers within the SFD system. The following figure shows the average minutes each apparatus type was committed to a given incident category for the entire study period.
More comprehensive CAD data were used than in the previous volume studies.
Master Plan/CRA/SOC Update Salinas Fire Department
73 One final dimension of unit workload is how much time each unit is committed to incidents throughout the year. The unit hour utilization (UHU) calculation evaluates how much time a crew is committed to an incident throughout a specific time frame. The desire is for the primary unit at a station, typically an engine to be under 10% UHU. Maintaining 10% UHU should indicate that the area has 90% availability from unscheduled events. Stations with multiple engines and quint companies should aggregate to less than 10% UHU for all similar units.
0:39:37
0:18:55
0:23:20
1:29:56
0:21:10
0:48:12
0:26:59
0:00:00
6:41:57
2:48:27
0:38:29
1:12:44
0:49:07
7:00:18
4:26:49
0:00:00
6:26:35
0:45:44
0:28:23
2:35:50
0:24:32
1:44:38
0:44:55
5:46:38
SPECIAL UNIT
LADDER TRUCK
HAZMAT UNIT
ENGINE
EMS/RESCUE
CHIEF
BRUSH
ARFF UNIT
OTHER FIRE EMS
Figure 47: Average Committed Time per Incident by Apparatus Master Plan/CRA/SOC Update Salinas Fire Department
74 SFD is a moderately busy system, and the unit workload is unevenly distributed based on the size of the population served by a station. Typically, the UHU is evaluated by agencyowned apparatus only.
Salinas Fire Department Unit Hour Utilization
The first and relatively straightforward analysis is to evaluate unit hour utilization by City assets. The following figure shows the UHU for each staffed apparatus.
Figure 48: Staffed Apparatus Unit Hour Utilization (2018–2022) Unit Average (UHU) 2018 2019 2020 2021 2022
BAT1 2.0% 2.2% 2.2% 0.9% 1.4% 3.5%
BAT101 1.3% 0.2% 0.2% 2.9% 1.8% 1.3%
BAT2 2.5% 1.8% 1.8% 3.2% 2.6% 3.2%
BAT3 1.8% 2.0% 2.0% 0.8% 1.8% 2.3%
BAT5 1.0% 0.8% 0.8% 1.2% 0.2% 1.9%
ME1 12.2% 7.4% 7.4% 14.7% 13.5% 17.8%
ME101 * 4.6% 9.0% 9.0% 1.4% 3.3% 0.1%
ME102 * 1.0% 1.6% 1.6% 0.5% 1.2% 0.0%
ME103 * 1.2% 2.4% 2.4% 0.4% 0.8% 0.0%
ME104 * 2.8% 0.4% 0.4% 8.5% 3.8% 0.7%
ME2 16.1% 15.0% 15.0% 17.2% 15.4% 17.9%
ME3 10.8% 10.1% 10.1% 11.7% 9.7% 12.5%
ME4 11.7% 11.3% 11.3% 12.1% 10.5% 13.2%
ME5 9.1% 8.6% 8.6% 9.0% 8.3% 11.0%
ME6 11.3% 10.3% 10.3% 12.0% 9.6% 14.1%
MT1 7.9% 4.9% 4.9% 10.1% 9.0% 10.9%
MT2 4.0% 3.6% 3.6% 3.6% 3.9% 5.4%
MT4 2.4% 3.5% 3.5% 1.3% 2.0% 1.4%
T1 1.9% 1.9% 1.9% 3.0% 0.9% 1.7%
T2 2.5% 2.3% 2.3% 3.7% 2.0% 2.3%
* In 2022, SFD discontinued using reserve unit numbers ME101, ME102, ME 103, ME 104, and ME 105. The UHU is the most accurate for 2022.
Master Plan/CRA/SOC Update Salinas Fire Department
75 The staffed equipment appears to be at risk of being overloaded, specifically Engine 1 (ME1) at 17.8% and Engine 2 (ME2) at 17.9% during 2022. This indicates that nearly 18% of the time, Stations 1 and 2 are engaged in response activities. This does not mean the rest of the day is idle; maintenance, training, and prevention require time during a shift. However, these additional time components can be managed to ensure coverage of a given area and are not typically captured in agency data. Units staffed for 24 hours should be assumed to have eight hours of rest. Between responses, 82% of the day is allocated to other activities.
Concurrency Analysis
Incidents that happen simultaneously can impact an agency's ability to respond. While SFD maintains multiple units at each station, there may be times when all crews are engaged, leaving the jurisdiction reliant on outside aid.
When evaluating incident concurrency, it is essential to consider multiple-day deployments. These are not generally counted in the evaluation because units on an incident lasting longer than 24 hours are typically back-filled. This may be accomplished with another crew, or other arrangements are made to provide area coverage.
After removing the extended responses, the maximum number of current incidents for the study period was nine. The following figure shows the incidents happening simultaneously throughout the study period.
Figure 49: Concurrent Incidents (2018–2022)
Concurrent
Incidents Count Percent Cumulative Percent
1 33,605 40% 40%
2 28,233 34% 74%
3 13,903 17% 90%
4 5,162 6% 96%
5 1,508 2% 98%
6 or More 1481 1% 100%
Master Plan/CRA/SOC Update Salinas Fire Department
76 As is evident, it is common for SFD to be running simultaneous incidents within the jurisdiction. However, over 40% of the incidents begin and end without another response required. Additionally, over 90% of the incidents are either one, two, or three responses concurrently.
Another factor in unit workload is the number of units assigned to a specific incident. The majority of SFD incidents, over 91%, have only one, two, or three responding engines, or trucks assigned. In addition, the dispatch data collected multiple resource responses besides the engine, and truck. However, these were not included in the analysis. The following figure shows the percentage of incidents where the specified number of response units were assigned.
Figure 50: Number of Apparatus Per Incident
Concurrent
Units Count Percent Cumulative Percent
1 33,621 28% 28%
2 27,186 23% 51%
3 18,331 15% 66%
4 12,450 10% 77%
5 8,581 7% 84%
6 5,957 5% 89%
7 4,017 3% 92%
8 2,779 2% 94%
9 1,876 2% 96%
10 or More 4,703 1% 100%
It is important to note that many of the incident responses are emergency medical incidents. Since the ambulance that responds with this apparatus is a for-profit ambulance company, it is likely that many of the single-unit incidents above likely have an outside agency ambulance assigned as well.
Station/Unit Reliability
Examination of the amount of station reliability involves the study of incidents that were responded to by station units in the immediate area of the station. When a unit arrives on the scene first from the nearest station, it is said to be a reliable response.
Master Plan/CRA/SOC Update Salinas Fire Department
77 Even though many departments utilize geographic positioning technologies and in-vehicle computers to facilitate the CAD system’s selection of the closest unit, the measure of the percentage of how many times a unit from a station handled the incident in their designated area is valuable to determine if enough resources are deployed in the response zone.
Figure 51: Annual Reliability by Fire Station
Year Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 2018 70% 47% 40% 44% 56% 52%
2019 70% 45% 40% 49% 58% 56%
2020 74% 44% 36% 56% 56% 54%
2021 76% 44% 34% 60% 52% 54%
2022 72% 46% 39% 52% 57% 55%
Station 1 is the most reliable, with 75% of incident requests in Station 1’s area, likely to receive a Station 1 unit on the incident. In most other station areas, this is true about half the time. This level of reliability was most significant in 2021 but has been relatively constant from 2018–2022.
Performance Review
When evaluating a system, having a set of objectives or standards to judge performance against is helpful. While national and state standards may be recommended, in California, it is up to the authority having jurisdiction to adopt specific ones. In this case, Salinas has not adopted performance requirements. Therefore, as a reference, NFPA standards will be utilized as a reference where appropriate. This will include the NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. In addition, the NFPA 1225: Standard for Emergency Services Communications is referenced where applicable.
Master Plan/CRA/SOC Update Salinas Fire Department
78 Evaluating overall performance requires an understanding of the lifecycle of an incident. It starts with a normal state and should end with a new normal state, but there are many measurable time segments in between. Some elements, such as call processing time and turnout time, can be improved by tactical management techniques such as training and policy. However, other time segment performances, such as travel time, are typically managed by a strategic methodology such as station location.
The following figure identifies each time segment in the incident lifecycle, an example of a key performance indicator (KPI), and the applicable NFPA standards.
Figure 52: Incident KPI Segments
Segment Key Performance Metric Standard Comments
Normal State Community demographics
N/A
This base state
needs to be
defined.
Prevention mainly
affects this.
Incident Initiation
Incident Counts
Incident Detection
Notification Action
PSAP Answer NFPA 1225 15 sec., 90% or
PSAP Notification 20 sec., 95%
PSAP Interrogation
PSAP Transfer & Agency Answer NFPA 1225 30 sec. 90%
Agency Notification
Agency Interrogation
Call Processing1
Total
Response
Time
NFPA 1225 60 sec., 90%
FD Notified
FD Unit Dispatched > Turnout Time
NFPA 1710 & 1720
60–80 sec., 90%
FD Unit Responding > Travel Time 240 sec., 90%
FD 1st Unit Arrives Total time 455–475 sec., 90%
FD ERF Dispatched
ERF Travel & Total Time NFPA 1710 & 1720
FD ERF Arrives 480 sec., 90%
FD Units Clear Incident From dispatch to clear, total
time translates into unit utilization N/A
Used to evaluate
unit workload and
availability.
Normal State
The outcome of the incident response is the gold standard for service delivery analytics. However, this advanced study is outside the scope of this report and requires unconventional research and analytic methods. 1 Certain incident types are exempt from the new NFPA 1225 time standard.
Master Plan/CRA/SOC Update Salinas Fire Department
79 The incident data provided did not allow for analysis of all time segments in the above list.
However, enough information was provided to evaluate call processing, turnout, travel, total response, and committed elapsed times. In addition, SFD has not adopted general performance standards. Therefore, the NFPA standards will be used as a performance benchmark reference.
The time segment performance standards are evaluated as a percentile. This will allow SFD to compare its performance against other agencies and the standard with a similar statistical technique.
Call Processing Analysis
There are several time measures of a dispatch center. The metrics identified in NFPA 1225 and NFPA 1710 are ring time and call processing. Ring time measures when the phone in dispatch begins to ring until someone answers. NFPA 1225 requires the ring time to be less than 15 seconds, 90% of the time and less than 20 seconds, 95 % of the time. Call processing indicates the time it takes from when a person answers the call for help until the first unit is notified when there is an incident. Unfortunately, ring time is typically captured in a separate system and was unavailable for this report. However, sufficient data were available to evaluate call processing.
Call processing should start from when the phone is answered until the first, preferably correct, unit has been notified that an incident is in progress. For example, the right team is closest and exactly equipped to handle the incident. However, there is typically a short period, seconds usually, from when the phone is answered, and the incident is started in the CAD system. For this analysis, it is assumed that this short period, while not captured, is inconsequential. The NFPA 1225 standard indicates that a high-priority incident should be processed within 60 seconds, 90% of the time. This standard exempts certain incident types, including those requiring emergency medical questioning, hazardous materials, and technical rescue incidents. Other exceptions exist for persons needing translation, calls from devices used by hard-of-hearing individuals, text messages, and calls requiring location determination. NFPA 1221, superseded by NFPA 1225, set the time performance for these exemptions at 90 seconds, 90% and 120 seconds, 99% of the time.
Master Plan/CRA/SOC Update Salinas Fire Department
80 The data provided was evaluated for integrity and reliability. Errors or missing times were evident in 24% of records of the CAD data. However, even with the missing data, 81,786 unique incidents were available for evaluation. This left most of the incident data available and sufficient for evaluation. Overall, the Emergency Communications Division (ECD) processed calls at approximately 57 seconds, 90% of the time or faster. EMS incidents are processed at 54 seconds, 90% of the time or quicker. The following chart shows the call processing time at the 90th percentile based on the incident class grouping for 2018–2022. .
00:57 00:54
01:07 01:00
00:00
00:30
01:00
01:30
02:00
All Types Medical/Rescue FIRE OTHER
Figure 53: Call Processing by Incident Type (2018–2022) Master Plan/CRA/SOC Update Salinas Fire Department
81 Another dimension of the call processing time is how incident workload affects dispatch center performance. Again, ECD manages the workload, and the call processing time varies by up to a minute by the hour. A slightly higher processing time is evident in the early morning hours, and the processing decreases as call volume increases, the processing decreases. This indicates fewer incidents in the morning, leaving the data more susceptible to excessive times. The following figure shows the call processing times of all incident classes by the hour of the day, with the call load added as a reference.
Figure 54: Call Processing by Hour with Workload (2019–2022) 01:45
02:00
02:15
02:30
02:45
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
6,500
7,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Incidents Call Process Time
Master Plan/CRA/SOC Update Salinas Fire Department
82 Turnout Time Analysis
Turnout time is the difference between when the unit is notified of an incident and when they start to respond. NFPA 1710 indicates the performance measure for this time segment is 60 seconds for medical incidents and 80 seconds for fire incidents. NFPA 1720 publishes a similar standard of 90 seconds for special operations and 60 seconds for EMS. For this analysis, the incidents will be grouped by All, EMS, Fire, incidents, and All Others.
The data were analyzed for statistical reliability, and several steps had to be taken to ensure appropriate data points were analyzed. Records with missing dispatched or en route time values represented 7% of the data set. These records and those identified for exclusion by SFD were eliminated. Exclusion causes included units not routinely used on emergency responses, such as training, notifications, information, etc. (5,906 records).
Certain incident types that do not require an emergency response were excluded (2,014 records). The exclusions represent 11% of the available records.
Overall, SFD staffed apparatus have a turnout time of 1 minute, 34 seconds at the 90th percentile. The following chart shows the turnout times by incident type.
01:34 01:33 01:38 01:36
00:00
00:30
01:00
01:30
02:00
All Types Medical/Rescue Fire Other
Figure 55: Turnout Time by Incident Type (2018–2022)
Master Plan/CRA/SOC Update Salinas Fire Department
83 One final dimension of the turnout time analysis is the changes in the percentile by the hour of the day. Since SFD staffs all of their units 24 hours a day, it is expected that crews can try to sleep at night. However, sleeping personnel can impact how fast they can get to the apparatus and begin to respond. Turnout times vary by almost a minute from the nighttime and daytime periods. The following figure shows the turnout percentile by the hour of the day, with the workload by general incident type added for reference.
Figure 56: Turnout Time by Hour (2018–2022)
It is interesting to note the inverse pattern of turnout times and workload, a common phenomenon in agencies with lower call volume at night. This can be explained as a combination of crews resting and fewer incidents to analyze. A limited data set, such as those found in the slower hours, is typically much more susceptible to higher times and more obvious data swings.
01:00
01:10
01:20
01:30
01:40
01:50
02:00
02:10
02:20
02:30
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Incidents Turnout Time
Master Plan/CRA/SOC Update Salinas Fire Department
84 Travel Time Analysis
NFPA 1710 list several travel time requirements for apparatus. NFPA 1710 first defined travel time as the first unit, either an engine or a truck that can operate as an engine for 4 minutes. The second-due engine should travel 6 minutes, and the first alarm should arrive within 8 minutes for a moderate-risk structure fire.5 The following figure summarizes the staffing and response time.6
Figure 57: NFPA 1710 Staffing and Response Time
Demand Zone a Demographics
(Pop/mi2)
Minimum
Response
Staff b
Response
Time (min) c
Meets
Objective
Urban > 1,000 15 9 90th percentile
Suburban 500-1,000 10 10 80th percentile
Rural < 500 6 14 80th percentile
Remote Travel > 8 mi 4 Distance e 90th percentile
Special Risks d AHJ AHJ AHJ 90th percentile
a Jurisdictions can have more than one demand zone.
b Minimum staff includes department and automatic aid.
c Interval from dispatch to arrival per the chart.
d Defined and set by the authority having jurisdiction (AHJ). e Distance and travel minutes are variable and determined by the AHJ This analysis breaks the response zones into local and state response areas. Local response areas are roughly equivalent to urban and suburban populations, while the state areas are roughly similar to rural areas. Since SFD has not adopted any specific response targets, and the times were only supplied with whole minutes, these standards are used as a reference, not as an adopted standard.
Travel time is the difference between when the apparatus checks enroute and when the first apparatus arrives. The following figure shows the 4- and 8-minute travel times from SFD's fire stations.
Master Plan/CRA/SOC Update Salinas Fire Department
85 Figure 58: 4- & 8-Minute Travel Model
The distribution and staffing levels for SFD support rapid responses within the populated areas. In addition to 4-minute coverage of the entire city, several outlying communities can be served within 8 minutes, including Gabilan Acres, Springtown, Spreckels, Bolsa Knolls, Prunedale, and Natividad. The 8-minute area in the city’s center is explained by the lack of roads for apparatus to access this area directly. Responders would need an alternative method of travel to serve this area.
Master Plan/CRA/SOC Update Salinas Fire Department
86 Theoretic models are beneficial when evaluating what can happen, although considering the actual performance may give a better understanding of what the agency can provide.
First Due Apparatus
An evaluation of the data required several filters and rules to be applied. From the data, there were 75,121 first-unit arrival times in the data. Filters included Excluded Units and Incident classes, leaving approximately 86% of all incidents. However, several travel time calculations returned zero. Typically, only those units responding with lights and sirens are included; fortunately, the data had priority type data, allowing for P1 Emergency CODE3 and P2 Immediate CODE3 to be used (72,779 Records). Limiting the upper number allowed to 7 minutes reduced the analytic set to 71,102 incidents or 81% of the data.
Figure 59: Priority Types Evaluated
Priority EMS FIRE OTHER Totals
P1 Emergency Code 3 60,262 2,093 62,355
P2 Immediate Code 3 3 8,687 1,734 10,424
P3 ASAP Code 2 1,262 195 1,457
P6 Info Only/No Response 885 885
Totals: 61,527 10,975 2,619 75,121
The first due performance for SFD is 5 minutes, 34 seconds. The overall number of evaluated responses with present valid travel times was 55,382. The following figure shows emergent first-due travel time by response incident classes.
Master Plan/CRA/SOC Update Salinas Fire Department
87 Figure 60: First Arrival Travel Time
Time of day can have an enormous impact on travel times. For example, crew readiness, traffic patterns, and incident volume can impact travel times. Nevertheless, SFD's travel times throughout the day remain relatively consistent. What is notable is how travel times increase in the early morning hours. The following figure shows the first due travel times by the hour, grouped response incidents, and the workload shown for reference.
05:34 05:30 05:48 06:07
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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 Incidents Travel Time
Figure 61: Travel Time by Hour of the Day (2018–2022)
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88 Effective Response Force
The second dimension of the travel time analysis is how well the effective response force (ERF) needed for a type of incident can be assembled. ERFs change with the complexity and resources required of any incident and can range from one unit to multiple units with specialty equipment. Two commonly evaluated ERFs are EMS incidents and a moderate risk structure fire. Unfortunately, there were not enough data points to effectively analyze either.
It is possible to evaluate the time it takes for a certain number of units to arrive on the scene. SFD can respond with many internal and aid resources to any given incident.
However, gathering more crews takes much time due to the large distances needed for additional units to arrive. For most incidents, SFD can assemble 20 personnel in over 85% of the city. However, travel time for personnel in the extreme northwest and southwest portions of the city varies significantly but indicates that less than 20 staff can arrive in eight minutes.
SFD has determined that the personnel required to complete critical tasks for a Moderate Risk incident type is 15. SFD can deliver an effective response force to meet this need in 100% of the city.
Figure 62: Salinas Personnel Requirements for Critical Tasks for a Moderate Risk Fire Task Description Personnel
Needed
Command 1
Safety
Size up (360°) 2
Driver/Engine or Pump Operator 1
Fire Attack 2
Search and Rescue 2
Ventilation/Utilities 2
Back-up Line 2
Rapid Intervention Team 3
Medical
Effective Response Force: 15
*Temporary assignment
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89 The apparatus designated to deliver at least this amount of personnel is as follows:
Figure 63: Alarm Assignments—Moderate Risk Fire Incident Unit Description
Salinas FD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 4 12
Ladder/Aerial 2 6
Rescue
Battalion Chief 1 1
EMS
Totals: Totals
Staff Available: 19 19
Staff Needed: 15
Deficiency: +4
Figure 64: SFD Effective Response Force (2019–2022)
Salinas SF & SFU ERF 2019 2020 2021 2022
SF 101 113 119 113
SFU 98 92 91 75
Incidents with ERF 31 34 44 40
90th Percentile Assembled ERF 18:46 15:54 32:23 13:49
The Moderate Risk structure fire study results in the preceding table indicate that SFD has difficulty assembling an ERF within the performance standard in NFPA 1710. The NFPA 1710 standard recommends the assembly of an initial full alarm for low/medium hazard incidents to be 8 minutes. As you can see in the preceding table, actual performance exceeds this target. It should be noted that this 8-minute first alarm assembly goal is challenging for any fire department to meet, considering staffing, geography, traffic patterns, etc.
Master Plan/CRA/SOC Update Salinas Fire Department
90 All units, including apparatus delivered by outside agencies, were evaluated to fulfill the needed four engines, two ladders, and one Battalion Chief. Relying on these auto/mutual aid resources (mostly ladder truck units) resulted in some incidents with longer response times. In 2021, there were a few incidents with long assembly times (for example, one unit that stopped the clock had an over 1-hour response time) which skewed the results.
Many of the incidents designated as Moderate Risks may have been mitigated before the entire complement of apparatus reached the scene of the service request. Multiple incidents involving the cancellation of one of the engines or ladders caused this incident to fall out of the evaluation because the apparatus pattern was not fulfilled.
This is not necessarily an adverse finding because the conservation of unneeded resources provides for the further utilization of this apparatus on other service requests when required.
There are only small portions of Salinas, in the Spreckels junction area to the south and the northern area designated as Bolsa Knolls, where the delivery of an ERF is challenging. The figure below identifies the two regions with lesser ERF personnel delivery potential. We say potential because this analysis assumes all units are in their stations and fully available to respond at the time of the service request.
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91 High Risk Response
A high-risk incident, such as an apartment complex, needs more firefighters to meet the critical tasking needs for fireground operations. When this type of response is necessary, it depletes all personnel and apparatus in the city, and mutual aid is required to answer other incidents. In the following figures, the number of firefighters required to meet the critical tasking needs is 33, but only 29 are available, even with mutual aid assistance.
Figure 65: Effective Response Force at 8 Minutes
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92 Figure 66: Salinas Personnel Requirements for Critical Tasks for a High-Risk Fire Task Description Personnel
Needed
Command 1
Safety 1
Size up (360°) 4
Driver/Engine or Pump Operator 2
Water Supply 2
Standpipe/Sprinkler Control 2
Fire Attack 4
Search & Rescue 4
Ventilation/Utilities 4
Back-up Line 2
Rapid Intervention Team 4
Medical 3
Effective Response Force: 33
Figure 67: Alarm Assignments—High Risk Fire Incident
Unit Description
Salinas FD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 6 18
Ladder/Aerial 2 6 1 4
Rescue
Battalion Chief 1 1
EMS
Totals: Totals
Staff Available: 25 29
Staff Needed: 33
Deficiency: -4
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93 To complicate this type of incident, 60% of the time, two or more units are already on an incident and unable to respond, thus depleting the number of units available from SFD. The current UHU for SFD is 10% or more for all units except one, and reliability ranges from 72% for Station 1 (two units at the station) to a low of 39% for Station 3. These factors can lead to a reduced ERF for a moderate or high risk incident or delay a response to another type of emergency.
Response Time Analysis
The time that a unit is notified of an incident until they arrive at the scene of the service request is referred to as Response Time. This is a valuable measure of crew performance concerning reaction time (turnout) and travel time, both controllable by SFD. Impacts on Response time could include investment in technology to improve alerting, positioning of apparatus compared to living spaces, staging of protective clothing, choosing the best route to the scene based on conditions, etc.
Figure 68: Response Time Performance by Class (2018–2022)
06:44 06:39 07:01 07:14
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All Types Medical/Rescue Fire Other
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94 It is helpful to evaluate response times by hour of the day to determine if there are patterns that change to SFD controllable factors could potentially address. The chart below shows that the response time lengthens considerably between midnight and 6 a.m.
Figure 69: Response Time Performance by Hour of the Day 07:00
07:30
08:00
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10:00
0 1,000
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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 Incidents Response Time
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95 Total Response Time Analysis
The data were evaluated for this segment and found more usable and complete than the travel time segments. This is due primarily to the more accurate time stamps of dispatch notified and first unit on scene. Unfortunately, the analysis was completed on the CAD data with some invalid or missing on-scene times, which could include canceled responses. While the total time data were acceptable for 76% of SFD responses, only the recommended response priority was included. The response mode was not collected, meaning all emergent and non-emergency unit responses (downgrades to nonemergency answers) were included.
Each time segment is analyzed to get an understanding of where performance can be measured and improved. However, the primary performance measurement for the customer is the total response time. The person in need sees this as SFD’s performance. For example, SFD's overall first due total-response time for the urban/suburban areas is 7 minutes, 37 seconds at 90% or less.
The following figure shows incident classes and their first-due total response times.
07:37 07:30 08:03 08:20
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01:00
02:00
03:00
04:00
05:00
06:00
07:00
08:00
09:00
10:00
All Types Medical/Rescue Fire Other
Figure 70: Total Response Time by Incident Type
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96 It may seem that the 90th percentile call processing plus the 90th percentile turn out and travel times would equal the 90th percentile total time. However, this is not usually the case.
Each time segment is analyzed independently, including the total response time. The totalresponse time does not add the segments' percentiles due to the variability of the time segments within each incident.
The final analysis was to look at the total response time by the hour. Most incident volume settings follow the same pattern. However, the change in total response time was not remarkable by that time of day. While there is a slight improvement from late morning to early evening, it is insignificant. The following figure shows the total response time by hour.
The incident volume percentage is included for reference.
07:00
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0 1,000
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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 Incidents Total Response Time
Figure 71: Total Response Time by Hour
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97 Time on Task
The time on task interval is helpful to study to determine if resources are being used effectively. Longer times on task could represent more difficulty mitigating the incident, waiting for third-party transport providers, or even turning a scene over to law enforcement.
The next figure shows how much time SFD units spend on scenes by incident class.
Figure 72: Time on Task Performance (2018–2022)
Committed Time
The final time interval studied is when a resource is committed to an incident. This time starts when the unit is alerted of the service request (dispatch time) until they are ready to accept another service request (unit clear time). The chart below shows the difference in committed time by call class.
Overall, resources are allocated for 30 minutes, 13 seconds, 90% of the time. It makes sense that fire incidents take longer to address than EMS incidents. Other call classes include a broad range of incident types and may involve more effort to mitigate. Other classes include such incident types as Hazardous Materials situations, which are often timeconsuming. 22:11 22:17
20:52
21:28
20:00
21:00
22:00
23:00
All Types Medical/Rescue Fire Other
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98 The following figures highlight committed time performance by types of calls and by hour of the day.
Figure 73: Committed Time Performance (2018–2022)
Figure 74: Time Committed to an Incident by Hour of the Day Committed times are longer in the early morning, with a notable spike between 3 and 4 a.m. Resource allocation (committed time) shows less variability during the day and early evening hours.
30:13 29:53 30:45 31:08
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All Types Medical/Rescue Fire Other
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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 Incidents Total Committed Time
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99 Population Growth & Service Demand Projections
According to the United States Census Bureau, in the year 2030, the United States will mark a turning point.
"Beginning that year, all baby boomers will be older than 65. This will expand the size of the older population so that one in every five Americans is projected to be retirement age (Figure 1). Later that decade, by 2034, we project that older adults will outnumber children for the first time in U.S. history. The year 2030 marks another demographic first for the United States. Beginning that year, because of population aging, immigration is projected to overtake natural increase (the excess of births over deaths) as the Country's primary driver of population growth. As the population ages, the number of deaths is projected to rise substantially, slowing the Country's natural growth.7
As the population in the United States grows older, the need for emergency services and the demand for alternative methods of treating people will rise.
In Salinas, the 2020 decennial census listed the population as 163,345, while the California Department of Finance calculated it at 160,387. Salinas is the most populous city in the Monterey Bay Area, in the northern part of the Central Coast. In 2022, the Department of Finance provided a population estimate of 159,932, but the population can be projected using a linear progression. Salinas declined in population during the pandemic (-0.5%).
Although the population is declining, an estimated 8,000 new homes are forecasted in the next ten years in the north and eastern sides of the city. The following figure provides a projection based on the current growth estimates of the Department of Finance with minimal development. It also provides estimates if the area forecast for development occurs.
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The following figure shows the projected population growth in Salinas through 2040.
Figure 75: Forecasted Population Increases Until 2040
Projected Service Demand
Future requests for service can be affected by many things in a city or county. Typically, the aging of a population will drive an increase in service demand. Throughout the nation, additional aspects drastically affect call volumes, including the unhoused and the increase in Fentanyl related overdoses. Salinas has seen a rise in homelessness over the last few years. Regardless of the exact numbers, the fire department has seen an increase in homeless-related calls, including fires, overdoses, and psychiatric emergencies. As these calls increase in the next few years, all emergency services must adapt to a new service model to continue serving the community at the highest level. 8 Future requests for service are projections based on information gathered from demographic calculations and estimated growth rates. The previous figure showed the estimated population increases based on minimal growth and expected growth based on new residential development on the city's north and east sides. 150,899 158,275
158,233
168,283
140,000
145,000
150,000
155,000
160,000
165,000
170,000
201120122013201420152016201720182019202021212022202320242025202620272028202920302031203220332034203520362037203820392040 Population Population Forecast Forecast-Development
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The potential exists for Salinas to increase its population to more than 168,000 by 2040 with a projected build-out of housing projects, translating to a higher call volume. The anticipated increase in the aging and unsheltered populations of Salinas will also change the dynamics of the calls to which emergency responders are dispatched. The following figure shows the total projected service demand by incident class through 2040.
The Other call type shows a steady decrease until 2040. This is likely due to the impact on the linear projection of the drop in incidents in 2020–2021 for these types.
Figure 76: Incident Volume Forecast by Class (2018–2040) 10,063 538 4,986
10,870
16,824
1,052
4,134
5,151
6,699
-
2,000
4,000
6,000
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10,000
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EMS Fire OTHER
EMS Forecast Fire Forecast Other Forecast
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Section I-B:
SUPPORT PROGRAMS
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Communications & Dispatch Services
Overview
Dispatch services for the Salinas Fire Department (SFD) are provided by the Monterey County Emergency Communications Department (ECD). The ECD is the largest public safety answering point (PSAP) in Monterey County.
Upon initiating a 911 call, the ECD determines if a response is needed and dispatches one of the many law enforcement or fire/EMS agencies, 24/7, 365 days a year. Other Public Safety Answering Points (PSAPs) in the county include the California Highway Patrol (CHP, and Carmel-by-the-Sea. Monterey County ECD provides emergency fire and medical dispatch services for the entire county, dispatching several fire agencies and two paramedic ambulance providers, American Medical Response (AMR)and the Carmel Regional Fire Ambulance, as well as coordinating dispatch services for law enforcement agencies. Monterey County ECD dispatches for the following fire agencies:
• Big Sur
• Gonzales FD
• Greenfield FD
• King City FD
• Marina FD
• Monterey County Regional Fire Protection District
• Monterey FD – Including service contract areas of Pacific Grove, Monterey Airport, and the City of Carmel FD
• North County FPD
• Salinas FD
• Seaside FD
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Staffing
Monterey County’s Consolidated Emergency Fire Dispatch Center is staffed by full-time dispatchers. According to the Monterey County ECD organizational chart (specific to fire), it is staffed by 25 Communications Dispatcher II, five Shift Supervisors, one Fire Communication Manager, one Law Communications Manager, Operations Manager, and one Center Manager who reports to the ECD Director. Like many 911 centers nationwide, hiring and maintaining adequate staffing is a challenge for the ECD. As of August 2023, the center has 13 unfilled positions, which requires overtime to meet minimum staffing requirements. Additional overtime places additional stress on current employees.
Medical Priority Dispatch System
Emergency medical dispatching (EMD)and Medical Priority Dispatching System (MPDS) play a crucial role in the pre-hospital care of patients. It involves the coordination of resources and the appropriate allocation of emergency medical services (EMS) to patients in need. EMD is the initial point of contact between patients needing emergency medical assistance and the EMS system. The EMD process involves receiving emergency calls, assessing the nature and severity of the emergency, and dispatching the appropriate resources to the scene. As emergency units are en route, dispatchers provide pre-arrival instructions to the caller to begin treating the patient.
The speed and accuracy of EMD can significantly impact the outcome of a medical emergency, making it a critical component of the EMS system.
The ECD is governed by several Monterey County EMS policies that detail criteria and requirements for the designation of an EMS/EMD Communications Center. The ECD meets the following American Standards for Testing and Materials standards: a) Standard Practice for Emergency Medical Dispatch, b) Standard Practice for Training Instructor Qualification and Certification Eligibility of Emergency Medical Dispatchers, and c) Standard Practice for Emergency Medical Dispatch Management. Additionally, the ECD must comply with applicable state and federal statutes, codes and regulations, and EMS system policies and procedures.
EMD begins the lifesaving process by providing pre-arrival instructions to the caller, basically converting the caller into a first responder. Response determinant is defined by the International Academy of Emergency Dispatch in non-linear response levels based on capability (BLS vs. ALS), single vs. multiple resources, and response priorities based on the general acuity of the patient and resources needed.9
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Response levels are categorized based on information obtained during the call screening process into one of six levels (Omega, Alpha, Bravo, Charlie, Delta, and Echo). However, within Monterey County, the EMS Medical Director may modify response priority and response resources. Only the EMS Communications Center shall also dispatch the Exclusive Operating Area contracted ambulance provider.
Furthermore, and according to county EMS policy, if certain conditions exist, an AMR ambulance response is subject to reassignment to a higher-level call. The following figure details the response determinant levels, inclusive of the response code and rationale to assist a dispatcher in choosing the right level.
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Figure 77: Response Determinant Levels
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Monterey County EMS System Policy Number 3050 allows an EMD-trained dispatcher to reassign the Exclusive Operating Area (EOA) (AMR in this case) ambulance that is en route simultaneously with an SFD engine or truck company to another EMS call. When a reassignment occurs, it is reasonable to expect an extended on-scene (out of service) time for the fire department unit while an Emergency Medical Services Communications Center (EMSCC) dispatcher either dispatches an ambulance that is further away or waits for another ambulance to become available. In addition, contracted ambulances (AMR) can upgrade or downgrade the call as more information becomes available.
At the beginning of an emergency call, dispatchers must quickly screen calls to determine if they retain dispatch responsibility or if the call should be transferred to the EMS Communications Center, which an AMR dispatcher does. When an AMR ambulance is diverted, reassigned, or downgraded, communicating these critical decisions requires an AMR dispatcher at the EMSCC to enter call information into the computer-aided dispatch (CAD), which then signals a prompt in CAD at the ECD and responding fire unit. The information exchange inconsistently takes place via CAD and is not transferred through verbal exchange between the ECD, EMSCC, and/or SFD crews. To that end, SFD and AMR can communicate via the same radio. However, it is reported that it is rare for AMR crews to transmit on their handheld radio to an SFD crew.
In Monterey County, dispatchers identify and route calls to a designated Monterey County EMSCC (AMR dispatcher located in another building) to conduct EMD and MPDS. Using MPDS, dispatchers ask questions to determine the nature and severity of the call. Based on the information obtained from the caller, the MPDS will categorize the call as Priority 1, 2, or 3, from high acuity to low acuity, respectively. Once an appropriate response pattern is determined and units are dispatched, the AMR dispatchers should provide pre-arrival and post-arrival instructions. Dispatchers are responsible for relaying critical information to responding paramedic ambulances and fire crews.
Although well intended, the practice of relying on an emergency medical communications dispatcher (who is in another building) to relay critical information to a fire dispatcher (located in the ECD where the call originated) and fire crews is subject to human error.
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Critical medical complaint information obtained in the EMSCC, which is entered into CAD and is subjective, may not be delivered in a timely manner to fire units. 10 To that end,
Monterey County EMSA identified 11 goals in their 2018–2020 Strategic Plan. Goal One was implementing Medical Priority Dispatch System Call Prioritization, Resource Management, and Referral Options. Goal Two was to Implement and maintain a Countywide EMS Data System. According to AMR’s Performance Metrics provided to the LEMSA, covering January 2022—January 2023, AMR’s dispatchers have a 66%—76% MPDS utilization rate; however, information obtained from MPDS is not consistently transferred or updated to SFD.
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Emergency Medical Services System
Introduction
The EMS section summarizes SFD’s services related to pre-hospital medical care services.
Utilizing focused interviews and an analysis of the information supplied by SFD, AP Triton evaluated the current level of pre-hospital care offered to the community. AP Triton will identify challenges related to the EMS program and make recommendations.
SFD is an all-hazard organization. The department staffs six advanced life support (ALS, or paramedic) fire engines and two ALS-equipped fire trucks out of six fire stations. The department can drop to basic life support (BLS) service on the two truck companies when and if staffing challenges occur while maintaining ALS level service on each of the six fire engines. This is an appropriate and acceptable practice when considering that the truck companies are housed along with engine companies in the same fire station. As mentioned previously, the Monterey County ECD provides 911 call-taking and dispatching, while AMR provides EMD and MPDS. AMR, staffed with one paramedic and one basic emergency medical technician, has exclusive ambulance transport in a single Exclusive Operating Area (EOA).
SFD has been providing emergency medical services response for many years. However, it does not retain Health and Safety Code—HSC § 1797.201 rights, meaning Monterey County has created the exclusive operating area (EOA). Moreover, Monterey County maintains administrative oversight and guidance for pre-hospital EMS. In this case, it enters into a written exclusive operating agreement for services with AMR. 90% of the 31,000 departments in the United States provide pre-hospital medical services.
Since 1980, the number of residential and commercial structure fires in the United States has reduced by 52%. Conversely, the demand for EMS has gradually increased nationwide.
Along those lines, the following figure is based on 2018–2022 (five years) data and shows that 79%–82% of emergency response calls in Salinas are EMS-related.
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The following figure shows a granular breakdown of EMS calls in Salinas. A “Sick Person” call is categorized when the information obtained from the caller does not accurately fit into another one of the listed categories or call types and is the number one call type. The call type “Unknown Problem/Person down” comes in second. These two call types account for 6,140 EMS calls where emergency response crews are dispatched with limited information.
According to the data provided and considering that the total EMS runs for 2022 was 14,234, units are responding to over 43% of calls with non-specific (Sick Person or Unknown Problem/Person Down) detailed information.
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58 1141
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82 17
55 4999
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0 1000 2000 3000 4000 5000 6000
Well Person Check
Unknown Problem/Person Down
Unconscious/Fainting
Traumatic Injury
Transfer/Interfacility/Palliative Care
Traffic Accident
Stroke/CVA
Standby
Stab/Gunshot Wound/Penetrating Trauma
Sick Person
Psychiatric Problem/Abnormal…
Pregnancy/Childbirth
Overdose/Poisoning/Ingestion
No Other Appropriate Choice
Medical Alarm
Industrial Accident/Inaccessible…
Hemorrhage/Laceration
Heat/Cold Exposure
Heart Problems/AICD
Headache
Fire
Falls
Eye Problem/Injury
EMS Special Service
Diabetic Problem
Convulsions/Seizure
Choking
Chest Pain (Non-Traumatic)
Cardiac Arrest/Death
Carbon Monoxide/Hazmat/Inhalation/CBRN
Burns/Explosion
Breathing Problem
Back Pain (Non-Traumatic)
Assist Invalid
Assault
Animal Bite
Altered Mental Status
Allergic Reaction/Stings
Abdominal Pain/Problems
Figure 78: Breakdown of Call Types in Salinas
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Triton reviewed EMS and Fire calls for service from 2018–2022 (2018 did not have any data to report) involving a homeless person (transient) from the Records Management System (RMS) data provided by SFD personnel. In reviewing the data, it is noteworthy that some data years were missing EMS data (2019–2020); however, it is reasonable to presume that the data from those years could be consistent with subsequent years. The following figure shows the data relative to responses specific to incidents involving a person experiencing homelessness.
Figure 79: Transient Incident Class Totals (2019–2022)
Incident Class 2019 2020 2021 2022 Grand Total Percentage Fire 100 158 400 647 1,305 39.8%
Medical 482 945 1,427 43.6
Other 147 397 544 16.6%
Grand Total: 100 158 1,029 1,989 3,276
The data provided by SFD was reviewed and analyzed to aid in identifying trends.
Specifically, Triton analyzed the data to determine if there was a day of the week or segment of the day where calls for service trended upward. The following figure shows the incident count for days of the week involving transients. 162172191 175208 205
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90 78
80 68
82 0
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Figure 80: Transient Incidents by Day of Week
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The following figure shows how calls for service trend during a 24-hour period. The data provided is consistent with findings from numerous studies of fire departments across the nation.
The data shows that the trends in calls for service begin to increase around the 7:00 a.m. timeframe and show a downward trend at the 7:00 p.m. hour for EMS, whereas there is a notable upward trend for fires at that same time. It is not until 11:00 p.m. that EMS calls drop below 60.
Current Homeless Programs
The City of Salinas is progressive, funding several programs to address homelessness.
According to the City’s website, Salinas is funding or has accessed funds for programs such as street outreach, emergency shelter, homeless prevention, and rapid rehousing, including an MOU with the County of Monterey for several housing/shelter projects. In addition, the police department appointed a new Homeless Outreach Team (HOT) officer who is actively working with the homeless in Chinatown.
0 20
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FIRE MEDICAL OTHER
Figure 81: Transient Incidents by Hour of the Day
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Whether it is the Public Works Department working to clean up homeless encampments, the Fire Department extinguishing encampment fires, or other City departments aiding in addressing homelessness, Salinas is proactively employing several methods to provide aid and reduce the effects of homelessness.
In other areas of the state, programs are directed toward the homeless population, effectively reducing the workload on fire responders. One specific example is BeWell Orange County (OC). Instead of a law enforcement or EMS response, this program provides a specialized response to a mental health crisis, intoxication, welfare checks, and other lower-acuity situations.
There are many other examples of City fire departments partnering with their local law enforcement partners and county to address low-acuity calls not requiring ambulance transport to a local emergency room. The City of Ontario has assigned a firefighter, police officer, and a social worker from their county to respond to service calls and address a person experiencing a mental health crisis or intoxication or to perform welfare checks.
The Community Assessment Response & Engagement (CARE) Team, led by the Alameda Fire Department (AFD), is an alternative program yielding promising data in serving the homeless and a good example of a community paramedic program. AFD staffs a midsized SUV with one EMT and one paramedic to respond to non-violent individuals facing a mental health crisis.11 The CARE Team assesses and triages the patient to assist them with navigating the best path forward in obtaining needed services.
Logistical Support Services
Logistics is the process of planning, implementing, and controlling the movement of goods, products, or services from the point of origin to the end of consumption to meet the customer’s needs and requirements. It involves coordinating all aspects of transportation, warehousing, and inventory management. Logistics aims to minimize costs and maximize efficiency in the supply chain.
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Whether fire departments are dealing with an emergency incident or day-to-day operations, logistics are critical to the success of an organization. A person or group managing logistics help in successful operations by providing support and services. Specific to EMS, logistical support and services are often responsible for ensuring that the field personnel have all the proper tools and equipment to do the job they are tasked with, including repair, maintenance, and equipment replacement. The EMS division has implemented LogRx, which aids department personnel in providing medication organization and accountability, medication inventory control, medication low supply alerts, and limits the chance of medication inventory loss or damage.
Medical Control & Oversight
The City of Salinas provides local EMS system oversight and regulation, the Monterey County Emergency Medical Services Agency (LEMSA) provides regional management and regulation, and the California Emergency Medical Services Agency (EMSA) provides state oversight and regulation. Not all fire and rescue agencies employ a medical director to assist in localized medical direction; although SFD contracts with Dr. David Ramos to be the department’s Medical Director, Dr. Ramos’ primary duty is as the prescribing physician.
Quality Management Mechanisms
A quality improvement/quality assurance (QI/QA) plan is a comprehensive approach to improving and maintaining the quality of an organization's products, services, or processes.
The plan outlines the methods and procedures for measuring, evaluating, and improving quality and consistently meeting quality standards. The QI/QA plan aims to improve efficiency, customer satisfaction, and overall performance while reducing errors and costs.
It may include performance metrics, data collection and analysis, process improvement initiatives, employee training, and regular management review. The QI/QA plan is an essential part of a quality management system, and it helps organizations meet regulatory requirements and industry standards.
Since SFD’s EMTs and paramedics are authorized and governed by EMSA it is responsible for maintaining a robust QI/QA plan. Chapter six of its policies and procedures manual contains several policies that provide a framework and clear expectations. Policy Number:
6000, titled Quality Improvement, states the following as it relates to EMT-Paramedic Service Providers:
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2. Agreements with EMT-Paramedic Service Providers requiring, but not limited to, the following:
a. Compliance with Emergency Medical Services system policies and procedures.
b. Implementation and maintenance of a Quality Improvement Program integral to the Base Hospitals Quality Improvement Program and the Monterey County EMS Agency systemwide CQI.
c. Reporting of excellence/opportunities for improvement in the Service Providers QI Program, as well as steps taken to recognize excellence or correct the opportunities for improvement.
4. Agreements with participating First Responder Agencies requiring, but not limited to, the following:
a. Compliance with Emergency Medical Services system policies and procedures.
b. Participation in and coordination with the Monterey County QI Program and systemwide CQI.
c. Designating an EMS Coordinator to act as a liaison between the EMS agency and other QI representative.
d. Reporting of excellence/opportunities for improvement in the First Responder Agency’s QI Program, as well as steps taken to recognize excellence or correct the opportunities for improvement.
A quality QI/QA plan should include the following elements:
• Clearly defined goals and objectives
• A clear definition of the areas and processes to be covered • Performance measures
• Data collection
• Continuous improvement process
• Communication plan
• Training plan to support QI/QA
• Management review of the QI/QA plan to ensure it remains relevant Master Plan/CRA/SOC Update Salinas Fire Department
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On average, SFD responds to a total of 39 EMS calls per day (2022 data). Of those calls, the EMS PTCs perform spot evaluations of every electronic Patient Care Report (ePCR) to ensure that documentation standards are met or exceeded, appropriate treatment is rendered, and performance objectives are met.
In addition to the spot evaluations, 5% of patient refusals, also known as Against Medical Advice, are reviewed since these have a higher associated risk. SFD uses ESO (ePCR) for patient outcome data. The patient outcome data is limited to field assessments and treatment by SFD or AMR. Moreover, local hospitals or LEMSA do not consistently provide patient outcome data back to SFD personnel. For audits of ePCRs to be effective, feedback to field crews should be provided and followed up by ranking members of the organization. Dr. Ramos participates in the annual and quarterly QI/QA reviews, provides training, direct observation and input on ride-a-longs, and has critical conversations with the fire department and county stakeholders.
Unfortunately, patient complaints are inevitable, and SFD has a system in place to address complaints while using the opportunity for training and performance improvement.
Additional consideration should be given to creating a feedback loop to measure the success of provided feedback.
System Integrity Regarding Required Credentialing
As a minimum job requirement, SFD requires that a candidate possess a current valid California Driver’s License, high school diploma, EMT certification, and CPR certification.
Regardless of rank, every firefighter possesses an EMT license issued by California State EMSA. Of the 91 sworn operations personnel employed, 28 are licensed EMT-Paramedics.
At a minimum, EMTs must earn 24 hours of Continuing Education (CE) specific to their skill set and established scope of practice, including the expanded scope of practice allowable in each county. SFD achieves this by offering in-house training that is scheduled, facilitated, or taught by subject matter experts within the organization, usually by their EMS training captain or the PTC.
State regulations require paramedics to earn 48 hours of CE, which is achieved parallel to the EMT’s CE hours. In-house training includes all on-duty personnel and is a value-added service to the EMT members as the subject matter is often taught at the ALS level, thereby raising the level and competency of BLS medical care throughout the organization.
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SFD manages and tracks required training hours using the online Learning Management System (LMS) Vector Solutions. Vector Solutions allows an agency to set up a “credentialing” system to track and manage required training hours. On the other hand, paramedic licensure is completed through the California EMSA. Each paramedic must apply and certify that they have met or exceeded the 48 hours of CE requirement.
Many non-required advanced-level training opportunities exist for paramedics, such as Prehospital Trauma Life Support (PHTLS), Advanced Cardiac Life Support (ACLS), and Pediatric Advanced Life Support (PALS). These are not required as a condition of employment but enhance the emergency medical services to the community. SFD provides this training through a third-party contracted vendor.
The next figure shows that SFD achieves 1,476 continuing education training hours annually.
Figure 82: Required & Supplemental Training
CME EMT Paramedic
EMT (24 Hours, required) X
Paramedic (48 Hours required) X
ACLS (specialty) X
PHTLS (specialty) X
PALS (specialty) X
Mobile Integrated Healthcare Program
Mobile Integrated Healthcare (MIH) is an alternative approach to handling low-acuity calls. It is on the leading edge of fire-based EMS and should be considered the future of emergency medical services. Rising call volumes require utilizing alternative treatment modes and transport options.
In an open letter to the California State Medical Director, the Ambulance Association of California listed six items (Ambulance Patient Off-Load Time, or APOT, ambulance age requirements, tiered response, telehealth, expanded licensing, and approval of more training programs) that are causing poor performance in some of their contracted areas.
Three of those issues could see significant relief with an MIH model. California is experiencing a need for alternative, better, and innovative ways to respond to and treat low-acuity patients.
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AP Triton will discuss three alternative models with viable solutions for integrating MIH into a system in California and, specifically, Salinas. Fire departments nationwide are experiencing a drastic increase in response to patients experiencing homelessness and psychiatric (behavioral) emergencies. Although these call types are not explicitly considered MIH, there are potential options that can assist in addressing this growing problem.
Although there are many variations of provider-led responses currently being used, the following three programs in California and surrounding states are successful deployments:
Community Paramedicine (CP), Advanced Practice Provider (APP) Care Units, and Responder-led Telemedicine. Each of these programs has unique qualities that can serve the residents of Salinas in different ways while maintaining excellent patient care, flexibility, and sustainability. The following briefly describes each model and shows an example of current departments with working programs.
Community Paramedicine
A Community Paramedicine (CP) program would free up emergency response units to be available for higher acuity calls while addressing the community’s needs. CP programs are considered the next step in delivering cost-effective, efficient patient-centered care.
The concept trains paramedics currently working in the field on the safe treatment and care of patients with low-acuity illnesses or injuries, and has them develop strategies to get the patient to the most appropriate receiving center for proper treatment (e.g., Urgent Care Facility, Behavioral Health evaluation facility, sobering center, etc.). “The Affordable Care Act (ACA) was designed to reform the health care system with expanded eligibility for coverage, reduced out-of-pocket costs for health plan consumers with lower incomes, and coverage with essential benefits that include no- or low-cost preventive care. A key principle of the ACA is the so-called “triple aim” framework developed by the Institute for Healthcare Improvement, which determined that healthcare managers should:
1. Improve overall patient care, quality, and satisfaction
2. Enhance the health of populations
3. Reduce per capita health care costs
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Recognizing that the spiraling cost of health care was not translating to better patient outcomes and that a well-trained workforce was available to provide more effective care in the community, the California EMS Authority launched the California Paramedicine Pilot Project in 2014.
The objective was to evaluate the feasibility of paramedics expanding their roles beyond emergency response. In all, 53 California cities received various nontraditional services from community paramedics, including hospice support, post-discharge care, direct observation of daily tuberculosis treatment, and transportation to alternative nonemergency sites such as sobering centers, urgent care centers, and psychiatric facilities. The Healthforce Center at UCSF analyzed the project.
It concluded that community paramedics collaborated effectively with numerous healthcare partners, provided services safely and efficiently, reduced medically unnecessary transports to hospital emergency departments, and saved more than $3 million during a short time span.”
12 Community Paramedicine Toolkit
CP is a critical EMS model in managing low-acuity medical aid calls, emergency response, transporting patients to an appropriate facility, and reducing the burden on local hospital emergency departments. California EMSA, in collaboration with the EMS Administrators’ Association of California (EMSAAC), the EMS Medical Directors Association of California (EMDAC), the California Fire Chiefs Association (Cal Chiefs), the California Ambulance Association (CAA), the California Professional Firefighters (CPF), and the CARESTAR Foundation has embraced CP programs like many other states and created a Toolkit for implementing a CP program. The purpose of the toolkit is threefold:13
1. Reduce the burden on individual partners to create programs from scratch
2. Decrease duplication of effort across the state
3. Enhance CP program participation and approval efficiency This toolkit is designed to serve as an optional resource for use with Chapter 5 of the California Code of Regulations—Community Paramedicine and Triage to Alternate Destination Regulations. It does not replace the regulations. Use of this toolkit is optional.
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The toolkit produced a starting point for new programs in CP and existing programs to align with new regulations found in Assembly Bill (AB) 1544. The toolkit is broken down into eight steps to bring the provider and the LEMSA in alignment in the development of a program:
• Step 1—The Planning Process
• Step 2—Identification of the Community need and Recommended Solutions • Step 3—Program Medical Protocols and Policies
• Step 4—Service Provider Approval
• Step 5—Collaboration with Public Health or Community Resource Entities • Step 6—Curriculum for Program-Focused Training
• Step 7—Program Review & Approval Process
• Step 8—How to Evaluate the Program
The toolkit contains critical information relative to the planning process, identifying community needs and recommended solutions, medical protocols and policies, service provider approval requirements, collaborative efforts with public health and community entities, program training curriculum, program review and approval process, and how to evaluate the program. It should be reviewed before the implementation of any CP program.
In essence, the passage of AB1544 governs the implementation of community paramedicine or triage to alternate destination programs by local EMS agencies in California. Notably, the bill provides that public safety has first right of refusal for community paramedicine programs and requires that all ALS providers have an opportunity to participate in triage to alternate destination programs.
Within the context of CP, the City Manager and Fire Chief have been working closely and collaborating with the County of Monterey to create a Mobile Crisis Unit. The City is evaluating third-party contractors to supplement any City resources in the fire and police departments to form a service model to pilot in calendar year 2024. A variety of options are being explored. For example, the City is considering Quick Response Vehicles (QRV), or City-owned ambulances that could enhance a Community Paramedic/Mobile Crisis response program.
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Advanced Practice Provider Care Unit
Advanced Practice Provider (APP) Care Units have are a viable and successful alternative in several California fire departments, including Anaheim Fire and Rescue, Beverly Hills Fire Department, and Los Angeles City Fire Department. These programs combine Advanced Practice Providers (i.e., Nurse Practitioners or Physician Assistants) with first responders to low-acuity medical calls to “treat and release” or “treat and refer” patients.
A significant difference between an APP Care Unit and a Community Paramedic Unit is the ability to make physician-level decisions in the field, including but not limited to writing prescriptions, referring to other physicians, referring to alternate destinations, and scheduling follow-up visits when necessary. An APP can respond to a low-acuity injury, suture the patient, prescribe antibiotics, provide the patient with care instructions, and make a follow-up appointment to remove the sutures in five days.
For this same example, in a system without an APP Care Unit, the patient would be transported to the ED for assessment and treatment. However, with an APP Care Unit, the patient would receive an evaluation and all appropriate treatment and follow-up care from the comfort of their home. These programs have successfully treated various lowacuity medical aids without transporting the patient to the hospital. The Beverly Hills Fire Department, is one of several departments leveraging the APP model and taking patient care to the next level.14
The City of Beverly Hills Fire Department (BHFD) is proud to announce the launch of its Nurse Practitioner Program. The program is a unique and innovative Emergency Medical Service (EMS) model designed to deliver advanced, efficient, and effective healthcare in the pre-hospital setting.
BHFD's vehicle, 'Nurse Practitioner 1' (NP1), will respond to calls for service in the field. Staffed with a Nurse Practitioner and Firefighter Paramedic with oversight from a board-certified Emergency Medicine physician, NP1 is equipped with various medications, select laboratory diagnostics, and technical medical equipment.
Whether responding to 911 calls or following up on 'in-home' patient referrals, NP1 will provide mobile urgent care and collaborate with primary care providers to optimize more excellent long-term health and wellness within our community.
With a focus on improving patient outcomes and connecting healthcare resources to patients' specific needs, the program defines the future of Mobile Integrated Health.
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Using the Beverly Hills Fire Department as an example, at the time of dispatch, calls are screened by a trained Emergency Medical Dispatcher (EMD) to identify non-emergency patients who meet the classification of an “Alpha” or “Bravo” (low-acuity) level call.
Clinically appropriate, legally compliant, and pre-determined dispatch protocols are created in collaboration with the department’s Medical Director and would be followed.
If applicable, the APP Unit is then dispatched to the patient location to provide on-site evaluation, treatment, and coordination of care and referral. A paramedic-level response can be determined when the APP Unit crew evaluates the patient and identifies that ambulance transportation to the emergency department is appropriate. Conversely, as an option, the APP crew could be called by an emergency fire department unit on the scene post paramedic assessment if the paramedic determines that the patient is a good candidate for treatment by the APP Unit.
An APP response dramatically benefits the community and offers a practical, appropriate alternative in addressing low-acuity calls for service. This unique response model aims to reduce total costs to the overall healthcare system and deliver relevant and timely healthcare service on the scene, thereby preventing costly transport to the emergency department.
With an unlimited supply of funding, programs like an APP program could provide added value service to the department, yet rarely is funding unlimited or unmeasured. An APP response model uniquely utilizes Nurse Practitioners or Physician Assistants, who can bill for their services, regardless of transportation. There is also a partnership possibility with local hospitals to share personnel, and residents released in Salinas could be followed up on to reduce or prevent re-admittance to the hospital.
First Responder Telemedicine
Among the three models discussed, First Responder-led Telemedicine is the newest and has emerged as a popular option with several agencies during the COVID-19 era. Under specific guidelines, following an initial medical assessment, the patient may have the opportunity for a Telemedicine (virtual) consultation with a medical practitioner. This could be either someone stationed at an emergency 911 dispatch center or a contracted medical professional available on-call.
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In the wake of the COVID-19 pandemic, the landscape of medical consultations has undergone a transformative shift. Virtual meetings, conducted through platforms like Zoom and Microsoft Teams, have become the new standard for interacting with healthcare professionals. The use of iPads and other mobile devices for these consultations has transcended from being a mere convenience to a widely accepted norm. This change marks a significant departure from pre-pandemic practices, reflecting the nation's adaptability and the evolving nature of healthcare delivery.
In this model, first responders would initiate a Telemedicine appointment. Telemedicine positively impacts the entire medical health system by providing first responders without delay who can evaluate the patient to determine the proper care plan, in this case, care provided by a telemedicine professional. The paramedics or EMTs would remain on the scene to relay pertinent medical information and findings to the telemedicine professional who would interview the patient to determine the best treatment plan and follow up to ensure the best outcome for the patient.
After a thorough telemedicine interview and patient assessment, the medical professional and patient would determine the next steps: transporting the patient to the hospital via ambulance; referring the patient to a clinic or urgent care center for treatment; advising them to contact their physician; or having the patient remain at home and monitor themselves.
In addition to the final resolution, the telemedicine physician could place prescriptions at the patient’s pharmacy, provide medical records to the physician, or reassure the patient and provide a care plan. These calls are typically triggered in the emergency dispatch center at the “Alpha” or “Omega” dispatch level (low-acuity).
The Contra Costa County (California) Fire-EMS Alliance with AMR contracted with a new Tele911 company in November of 2021 to help deliver this unique and innovative solution to the growing needs in the field.
“CCCFPD is working with Tele911 to help make the system more efficient and increase readiness for emergency calls. To accomplish this goal, Tele911 integrates telemedicine and patient navigation into the EMS system to better serve Contra Costa County patients and place much-needed resources back into the system.” 15 Master Plan/CRA/SOC Update Salinas Fire Department
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Telemedicine typically uses existing ALS resources and equipment to administer the program, so costs are low. However, there could be impacts to the overall system. Delays exist when organizations keep an ALS unit on the scene while a Physician group is contacted and a thorough medical exam is performed. This, along with other factors, requires further research to determine the impacts on SFD if a Telemedicine program were to be initiated.
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Training & Continuing Education Program
Training Methodology
Training refers to the specific programs, resources, and capabilities of the personnel within a fire department. A training program should be comprehensive based on the department's needs and is an integral part of day-to-day activities. Proper training is designed to provide for the safe and effective delivery of emergency services to the community and is extremely important for all departments, no matter the size or make-up (career, volunteer, or combination) of staffing levels.
Although the number of incidents varies from jurisdiction to jurisdiction, the types may be similar. Developing initial and maintaining ongoing fire, EMS, rescue, and hazardous materials training is critical for SFD to be effective and safe during an incident. A welldesigned and comprehensive training program creates team dynamics, cohesiveness, improved incident outcomes, and can lower liabilities for SFD.
The National Fire Protection Association (NFPA) has created several standards relating to the training and certification of fire personnel. These standards are designed as minimum recommendations for Firefighters, Fire Officers, Prevention Staff, Fire Investigators, Public Education staff, and various other position-specific personnel. SFD meets several of the recommended standards, as well as requirements set forth by State Fire Training (SFT), a division of the California State Fire Marshal’s Office, the California Occupational Health and Safety Administration (Cal OSHA), the California Department of Motor Vehicles (DMV), and recognized standards outlined within the National Wildfire Coordinating Group (NWCG) curriculum for the department’s response to wildland and interface incidents. In addition, SFD utilizes policies and procedures developed and adopted by the department.
At the time of this report, standard operating guidelines (SOGs) have been developed but have not yet been issued department-wide.
To deliver a comprehensive training program, fire departments must have access to certified and qualified instructors and resources. These resources are typically found within the organization, externally with regional partners, through contract services, or a combination of all three. SFD can utilize six department members registered with State Fire Training who can instruct various didactic and manipulative courses. Two other members are currently obtaining State Fire Training certification to instruct State Fire Training DriverOperator 1A and 1B courses.
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Training Program Management & Scheduling
SFD assigns a Battalion Chief to oversee its Training Division, which includes the development, delivery, and recordkeeping of fire and EMS-related curriculum, including general and mandated courses required by local, state, and federal regulations. Training requirements are captured within the SFD Policy Manual, Chapter 8 for suppression training, and Chapter 7 for EMS training.
In addition to the Training Battalion Chief, one Fire Captain on each platoon is assigned (per the City of Salinas & IAFF 1270 MOU) to assist the Battalion Chief in coordinating and delivering various training subjects. Each of the Training Coordinators maintains this assignment for four years2. A fourth Captain is assigned as the EMS Officer, coordinating training and record-keeping for the department’s EMS program. This position is not a direct report to the Training Battalion Chief.
The following figure reflects general training competencies for SFD.
Figure 83: General Training Competencies
Program Description SFD Source
Incident Command System (ICS) Cal OES/CSTI/FEMA 100, 200, 300, 700, 800 Personnel Accountability SFD Task book(s), NFPA-101(various), SFD Policies, Vector Solutions
Basic and Advanced Firefighting SFT / Vector Solutions
Wildland Firefighting NWCG RT-130 (annually), CICCS ENGB, STL, SO, Single Resource, Driver-Operator
Rescue (Basic) SFT, Local/County SOGs
Safety Procedures SFD Policies/SOGs, IIPP
Emergency Medical Services (EMS) Local and State Protocols, SFD Policies / SOGs Hazardous Materials HazMat FRO (CAL Fire / CSTI)
Vehicle Extrication SFT / Vector Solutions
Driver-Operator SFT Driver-Operator-1& 1B / SFD Task Books Radio Use, Dispatch Procedures SFD Policies / Vector Solutions Use, Safety, & Power Equipment Vector Solutions
Use, Safety, and Care of Small Tools Vector Solutions
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The Training Chief is responsible for developing an annual training plan and a multi-year calendar. These documents are available to all personnel within the Vector Solutions training platform. Topics of scheduled training vary but include manipulative, instructional, and computer-based subject matter using formal lesson plans produced in-house or through commercial vendors, task books, and other topics based on SFD policies, procedures, and SOGs. In addition, safety is a priority for SFD personnel. It is discussed before each training session or drill and at post-incident analysis (after-action reviews [AARs]) conducted with all personnel following significant incidents.
The following figure reflects the training drill type and frequency for the SFD.
Figure 84: Drill-type & Frequency
Drill-Type Frequency
Manipulative skills exercised Monthly
Inter-station drills Monthly
Multi-company drills Quarterly
Night drills N/A
Disaster drills Annually (Active Shooter, MCI)
Pre-incident planning On-shift varies / Required for
Probationary firefighters
Multi-agency drills N/A
SFD does not routinely participate in suppression-based training with neighboring agencies; however, technical rescue and hazardous materials team members train with allied agencies regularly.
Training Budget
SFD has a training budget of $165,000 to pay for the training building, in-house training courses, tuition for select, outside training opportunities, and other industry-specific training, such as technical rescue and wildland firefighting. The lease for the training building is $60,000 per year.
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Training Hours
SFD breaks down its respective training hours into five main categories:
• Company Training
• Driver Training
• Officer Training
• Hazardous Materials Training
• Facility Training
In 2022, SFD trained 90 career personnel, with each receiving approximately 220 hours of instruction. The following figure shows training hours logged into the Vector Solutions records management system for the year.
Figure 85: SFD Training Hours (2022)
Training Type Hours
Fire-related 19,800
EMS-related 1,476
Total Hours (Approximate) 21,276
Career Personnel Training
In addition to mandated training for career personnel, based on the drill type and frequency, as noted above, new firefighters are required to successfully pass an in-house academy. Although the City of Salinas minimum requirement for new firefighters is possession of a Firefighter-1 certificate and an EMT certificate, recruits must complete a 12– 16-week in-house academy based on SFD’s need to build upon pre-existing skills, familiarize new personnel with SFD apparatus, equipment, agency-specific policies and procedures, and to acclimate firefighters to the geographical boundaries of the SFD.
Following the successful completion of the academy, each firefighter is issued a task book listing various proficiencies needed to be completed. At the time of this report, additional task books, including an Engineer’s Task Book, were made available (as of October 1). An Officer’s Task Book is currently being created, per the SFD 2023 Training Plan.
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SFD uses a “progressive lessons” approach for all personnel pertaining to skills performance evaluations. All personnel must demonstrate skills in a variety of manipulative evolutions on an annual basis. These evaluations are not designed to be punitive but to ensure that personnel maintain the proper skills needed to complete their mission.
Training Facilities & Resources
SFD Fire Station 3 serves as the department’s training center. This report's Facilities Section notes that the training center has several props, including roof props (commercial, flat, and residential), a large, multi-room concrete structure used for firefighting operations, and search and rescue drills.
A multi-story training tower is used for firefighting operations, rescue, and roof-top evolutions. However, due to the age and condition of the tower, live-fire activities cannot be performed. Additional props include a firefighter-entangled prop, a rolling hose prop, roll-up door prop. The training center also houses various apparatus, including a decommissioned ladder truck for driver training.
Most of the department’s manipulative training is conducted at the center. Instructional training (including fire academy courses) is delivered in the classroom adjoining the fire station. The classroom is large enough to host approximately 30 people and has adequate, modern equipment to deliver courses.
At the time of this report, SFD is designing a new training facility for training needs, such as a new training tower and modular classroom.
Training Records
Training records and fire/EMS certifications are tracked and maintained electronically by the SFD Training Chief and Training Captains using the Vector Solutions platform. All career personnel have the authority to enter individual training records and access their respective training files.
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Life Safety & Public Education
Code Enforcement & Permitting
A primary component of any risk reduction program is to provide a comprehensive fire and life safety inspection and permitting process. The goal is to prevent or mitigate a fire or injury before it occurs. A Fire Marshal, three full-time Inspectors, and one part-time Inspector staff the Fire Prevention Bureau for SFD. The inspectors use mobile devices for fire inspections. The Inspectors lack a career path, which can result in their leaving for other jurisdictions.
The Fire Marshal is also responsible for vehicle maintenance, apparatus equipment and maintenance work group, vehicle purchasing, fireworks, attends the development review committee meetings, collaborating with the City’s general plan update, assisting with the local hazard mitigation plan annex, and is responsible for emergency planning and operations in Salinas.
Building Plan Review
The review process provides information on how the construction may affect SFD’s access to the building during an incident, the type of construction, the need for fire protection systems, or a change of use.
Plan reviews should begin when the initial concept is presented for permitting. The initial review allows the fire department to provide suggestions and enforce existing requirements before permitting. For example, the site plan should include fire department access, fire department connection location if a sprinkler system is present, size and height of the building, water supply, hydrants, emergency radio coverage, or other features that impact emergency responders.
Proper permit applications and processes are necessary to assist the contractor when submitting plans for review and ultimate approval. Reviewing construction plans allows fire service representatives to ensure code compliance for existing fire sprinkler and alarm systems, emergency lighting, or other processes. In addition, a permitting system lets the organization change plans if they do not meet code requirements before construction begins.
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The Permit Services Department manages all plan reviews for new or existing construction for the City of Salinas. SFD conducts plan reviews for all fire protection systems associated with the building and approves the permit. In March 2023, a new electronic submittal process was implemented to improve customer service. Avolve ProjectDox allows the electronic filing of plans, and the permits can be issued remotely.
Fire & Life Safety Inspections
Inspections of commercial buildings and properties allow SFD to educate the public and business owners about why the violation is a safety concern. Fire and life safety inspections utilize three of the Five E’s—education, engineering, and enforcement. Each of these provides a method to reduce risks through mitigation or prevention.
SFD is not meeting the state-mandated inspection schedule, which does not allow other non-required occupancy types to receive an inspection. State-mandated inspections focus on higher-risk occupancies, but a defined schedule ensures that all businesses receive periodic inspections.
An example of buildings not receiving an inspection is the Ghost Ship fire in Oakland, California, which killed 36 people. The fire occurred in a repurposed warehouse without proper permitting. The building had not been inspected in 30 years and was not listed in the department’s record management system.16 Without these buildings receiving periodic inspections, life safety violations may exist without the knowledge of code enforcement officials and responding operations staff.
Although California has no requirements to inspect all occupancies, the following figure provides examples of occupancy types and the associated risks for determining when commercial occupancies should be inspected. It is recommended that SFD develop a schedule to conduct inspections of all occupancies or businesses in the city.
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Figure 86: Occupancy Classifications
Risk IBC Group Examples
High
A-1, A-2
Nightclubs, restaurants, theater, 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-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, R-2 1- and 2-family dwellings, foster homes
S-2 Storage of combustible materials
U Barns, silos, and other unclassified buildings
NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education, provides a minimum inspection frequency, as shown in the following figure.
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Figure 87: NFPA Minimum Inspection Frequency
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical Infrastructure Per AHJ*
*Authority Having Jurisdiction
To determine an estimated number of occupancies, SFD provided a list of business licensing totaling more than 19,000, which may include closed businesses. The number from SFD is 1,025. SFD needs to determine the number of inspectable occupancies to clarify this discrepancy and determine the number of inspectors necessary to implement the recommended inspection frequency.
Permitting & Fees
A permit system enables SFD to review plans or conduct inspections to meet code requirements. The fees associated with the permit or other types of inspection are designed to recover any costs for the plan reviews or inspections. Salinas has adopted a fee schedule for fire alarm and sprinkler systems, kitchen hoods, and alternative automatic fire extinguishing systems.
Other construction permits include underground fire service systems (fire mains and hydrants), fire pumps, cryogenic fluids, compressed gases, flammable and combustible liquids, hazardous materials, solar photovoltaic power systems, spraying and dipping operations, emergency responder radio coverage systems, and temporary membrane structures, tents, and canopies.
SFD should institute all operational permits required by the California Fire Code Section 105.6, and all additional fees collected should be used to add staff to the Fire Prevention Division. Currently, only a few of the operational permits in the fee schedule are being charged, such as propane tanks, open flame, special events, and hydrant use.
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Fire Investigations
Fire causes may include intentional, unintentional, failure of equipment, an act of nature, under investigation, or undetermined. Documenting the types of ignitions is required by the National Fire Incident Reporting System (NFIRS) for all fires and is necessary for fire investigations.
Determining the origin and cause of fire allows SFD to develop prevention programs that reduce future incidents. Any program designed should use data to review the cause of the fire and show trends of potential problems within the community. Data such as name, age, and gender may identify a specific person or group to target prevention programs, such as a Juvenile Firesetter.
Engine company officers are responsible for fire origin and cause, except for an injury, death, or significant fire loss. Minimal fire investigation training is provided, and no staff has any fire investigator certifications. SFD does not track incendiary fires and should develop a process to determine the cause of each fire. This process will allow SFD to create programs to reduce fires based on how it started.
Fire & Life Safety Education Programs
Prevention or mitigation of unintentional injuries or fires is a critical function of a fire department. Educational programs provide the best opportunity to reduce fires and injuries in the community.
A fire and life safety program to reduce risks requires a coordinated approach and should include other partner organizations in the community that may provide the same or similar services. These partnerships allow SFD to become a community partner and build relationships to reduce risks. In addition, developing fire and life safety programs requires a continual review of incident data to determine the types and frequency of responses.
SFD provides limited fire and life safety education to the public, although the public education materials provided to the community are bilingual. During interviews, a partner agency in Salinas stated that there is insufficient public outreach and risk reduction in the city. The only identified programs include information provided to the schools, station tours, smoke alarm installations with the American Red Cross, and limited messaging on social media. The inability to reach the public and businesses in Salinas increases the risk in the community.
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Data from fire incident reports show a well above the national average property loss per 1,000 population, which is discussed further in the Comparison of Fire Risk in Other Communities section. Because of the high fire loss rate and number of fires in Salinas, Triton recommends hiring a Community Risk Reduction Coordinator, in conjunction with the reallocation of the workload for the fire marshal, to develop fire and life safety programs to reduce community risks and provide a primary point of contact for outreach efforts. This position can coordinate with external agencies and other City departments focusing on similar risks.
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Special Operations
Hazardous Materials Response Program
Hazardous materials (Haz-Mat) are found in every community, homes and businesses, and transported on roadways, by air, and by sea. Responding to actual or potentially hazardous materials incidents is one of the many tasks performed by SFD. Although these types of incidents are less common than other types, hazardous materials, if released, may cause harm to people, the environment, critical infrastructure, and property.
Firefighters responding to any situation involving hazardous chemicals or materials must have adequate training and proper personal protective equipment (PPE) to handle any such incident. All 90 SFD personnel are trained at a minimum to the Hazardous Materials, First Responder Operational (FRO) level, as well as Hazardous Materials First Responder Decontamination (DECON) level, certified by the State of California, and as required by the Code of Federal Regulations (CFR 1910.120[q]). In addition to FRO certification, SFD has 21 personnel certified at the Hazardous Materials Technician/Specialist level; 21 certified at the Weapons of Mass Destruction (WMD) level; and four certified as Haz-Mat Safety Officers. At the time of this report, the number of certified Haz-Mat Incident Commanders was not determined.
When responding to a hazardous materials incident, the primary responsibility of the firstarriving engine company is to secure the scene, identify the substance (if possible), and make proper notifications. This initial action ensures that the safety of the public and emergency responders is the foremost priority.
Should any hazardous chemical or materials incident exceed SFD’s resource capabilities, a request is made to activate the multi-agency hazardous materials response team. This team is comprised of personnel from SFD, the City of Seaside, which provides two to four personnel, and the Monterey County Environmental Health Department. The Governor’s Office of Emergency Services (Cal OES) has certified the countywide team to Type I.
SFD owns and maintains a dedicated response apparatus, HAZMAT-1, located at SFD Station 5. This apparatus, which Cal OES types as a Type-I vehicle, contains the necessary equipment for detection, monitoring, entry (including level A and B suits), decontamination, plume modeling, spot weather forecasts, and equipment for plugging diking, and spill containment. For team-deployment, the Seaside Fire Department responds a similar-type apparatus, HM-22, classified as a Type-II resource provided by the California Office of Emergency Services.
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Each of the participating departments train weekly, averaging 144 hours per year, per member.
Technical Rescue Program
All SFD personnel are certified at the Awareness-Level in confined space rescue and trench rescue. The department is certified at the Operations Level for low-angle rescue operations and rescue systems-I. Training courses for these disciplines are provided internally and externally through courses sponsored by the State Fire Training, the California Specialized Training Institute, Rescue-3 International, and through didactic training using Vector Solutions, the department’s training platform. SFD personnel complete approximately 4-8 hours of training monthly in various scenarios to maintain their technical skills. In addition, SFD personnel participate in annual confined space training consistent with the standards set forth by the Occupational Safety and Health Administration (OSHA) 29 CFR 1910.146.
The required hours are included in the total training hours listed in the Training Section of this study.
SFD personnel are also certified at the Awareness Level for swift water rescue and flood rescue disciplines. All personnel are trained for shore-based rescue operations (beyond the NFPA Awareness Level) and are provided with PPE per industry best-practices. Four personnel are members of the FEMA Urban Search and Rescue Task Force IV from Oakland. The department supports these personnel during training and deployments.
SFD does not have a separate budget to support its technical rescue program. The overall budget for the Training Division ($188,000) includes training, purchasing, and maintaining the equipment needed to perform the various technical rescue responses, as noted in this report.
SFD has several up-to-date policies and procedures used for TRT response, including confined space, trench rescue, elevator entrapment, atmospheric monitoring, rescue rope inspections, and swift water response. SOGs for Special Operations were not available at the time of this report.
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Section II:
COMMUNITY RISK ASSESSMENT
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Description of the Community Served by SFD
Salinas is located in northern Monterey County, California, with a land area of approximately 23.5 square miles. With a population of 159,932, it is the largest city within Monterey County. The city is approximately 10 miles from the Pacific Ocean, which impacts the local climate, and is primarily on level ground. Native Americans inhabited the area until the early 1820s when the first settlers came to this part of California. The name Salinas is Spanish for salt marsh or salt flats. The city received its name from settlers in the 1850s from the original Rancho Las Salinas land grant.
By the mid-1800s, it became a center for agricultural products, which brought a Southern Pacific rail line to the city. The city became the county seat in 1872 and incorporated in 1874. By the 1920s, Salinas had the highest per capita income in the United States, and during the growing seasons, the number of telephone calls and telegraph messages exceeded San Francisco. During the 1920s, wealth from the agricultural community allowed many Art Deco architectural buildings to be constructed in the city, which remains today. This area now produces 80% of the lettuce and artichokes in the United States. The area has been named “The Salad Bowl of the World.”
The number of farmworkers increased dramatically during the growing season, impacting the local economy. The population in Salinas is approximately 80% Hispanic, 12% white, and 6% Asian. The population considered impoverished is 14.2%, and those speaking a language other than English is 71.5%. The median household income is $67,914.
The City of Salinas has a Council-Manager form of government. The City Council approves the annual budget, establishes policies for the City, and appoints people to serve on boards and commissions. The non-partisan City Council has seven members—one mayor and six council members—and is the City's legislative body. The Mayor serves a two-year term, and the Council is elected by district and serves staggered four-year terms.
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Review & Update of the 2019 CRA-SOC
The previous reports reviewed the demographics for Salinas and at-risk populations. The following information is an update from the 2019 report.
All Hazards Community Risk Assessment
Population
The population and demographics can influence the type of services provided in a community. Social conditions such as poverty, the locations of high-risk areas, and housing types can impact the service delivery provided by SFD.
The city’s population can directly affect the service delivered by SFD. Data from the California Department of Finance show a population of 150,899 in 2011, increasing to 159,932 in 2022, a growth rate of 6.1%. The highest population occurred in 2019 at 160,522, slowly decreasing to 159,932 in 2022.
This decreasing population trend follows the state that has seen its numbers decline by more than half a million people since 2021.17 The U.S. Census estimated the population in 2020 at 163,542. The below figure shows the population estimates from 2011 to 2022 from the California Department of Finance.
Figure 88: Population Growth (2011–2022)
150,899
153,286
155,406
156,532
157,206
158,973
159,708
159,846
160,522
160,387
160,206
159,932
145,000
147,000
149,000
151,000
153,000
155,000
157,000
159,000
161,000
163,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Master Plan/CRA/SOC Update Salinas Fire Department
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The following figure population density by square mile in Salinas.
Figure 89: Population Density by Square Mile
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Demographics
At-Risk Populations
Specific populations are at higher risk of fires and other unintentional injuries, and these incidents directly affect service delivery. The SFD response area is considered urban but includes other suburban areas, ranging from single-family homes, multi-family apartments, and commercial and industrial areas. The National Fire Protection Association (NFPA) has identified groups with an increased risk of injury or death from a fire, as indicated below.18 • Children under five years of age
• Older adults over 65 years of age
• People with disabilities
• Language barrier
• People in low-income communities
Data from the 2020 U.S. Census American Community Survey 5-year estimates identified several groups that fall into these categories. These groups are more likely to need emergency services, specifically emergency medical services (EMS), than other populations.19
Age
A person's age within a high-risk population directly correlates to an increase in unintentional injuries and death or injury from a fire, while older adults have a 2.6 times greater risk of dying in a fire than the total population. These age risks increase service demand, specifically for older adults needing additional medical care. 20 Children under the age of five are at more risk due to their inability to care for themselves and their need for additional assistance during an emergency. 2018 U.S. Fire Administration trend data indicate that this age group's relative risk of dying in a fire has dropped 30% in the last 10 years, credited to increased fire prevention and education.
The percentage of children under five in SFD’s response area is 8.4%, slightly higher than in California at 6.1%. The population of those over 65 is 9.2% in SFD, lower than the state at
14.3%. The median age is 38.6 years, compared to the state median age of 36.7. The following figure shows the percentage of children under five years and those 65 years and older.
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Figure 90: Populations by Age Risk
Disabilities
The residential population with disabilities is 7.9% in Salinas compared to the state at 10.7%.
This population group may be unable to self-evacuate from a building during an emergency or need additional medical services because of disabilities. This may create additional demand for medical services, specifically as they age. The following figure depicts the percentage of households with a disability.
8.4% 9.2%
6.1%
14.3%
0%
2%
4%
6%
8%
10%
12%
14%
16%
< 5 years > 65 years
Salinas California
7.9%
10.7%
0%
2%
4%
6%
8%
10%
12%
Salinas California
Figure 91: Percentage of Households with a Disability
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Language Barriers
Emergency responders may have difficulty communicating with people speaking a language other than English. This population may not understand smoke alarm technology designed to provide early warning during a fire, increasing the risk of injuries or death in their home. The number of people over five who speak a language other than English in SFD is approximately 71.5%, which is much higher than the state at 43.9%.
Figure 92: Language Barriers
Poverty & Income
Low incomes increase the risks of fires and medical responses in the community. Living in a properly maintained residence or receiving adequate medical care can become difficult without higher incomes. People living below the poverty level are considered at the highest risk when combined with other factors such as education levels, disability, or inability to work.
Low income can lead to higher mental health impacts 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.21
Salinas's median household income is $67,914, lower than the state's $78,672. 14.2% of the population is considered impoverished, slightly more than the state at 12.6%.
71.5%
43.9%
20%
30%
40%
50%
60%
70%
80%
Salinas California
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Figure 93: Percentage of the Population in Poverty
Additional Demographics
Persons Without Health Insurance
Populations without adequate health care can burden service delivery and increase the rate of medical incidents. Lack of health insurance may affect lower-income populations at a higher rate since they cannot pay for medical visits. 12.4% of Salinas's population is without health insurance compared to 7.2% in the state.
The following figure compares the percentage of people without health insurance.
14.2%
12.6%
10%
11%
12%
13%
14%
15%
16%
Salinas California
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Figure 94: Population with No Health Insurance
Farmworker Population
The number of farmworkers in Monterey County and Santa Cruz counties was estimated at more than 80,000 employed during a three-year period (2014–2016) in July. The number dropped by more than half in January. The average is over 60,000, a 24% increase from the prior ten years.22 These individuals provide a sizeable economic impact on the community, but the high cost of living may cause these workers to live in overcrowded housing.
A survey revealed approximately two people per bedroom and one bathroom for every five. Education levels are low and most were born outside the United States. This population will impact the services provided by SFD and increase fire risks. Homes without smoke alarms place the residents at higher risk if a fire occurs while it is occupied, especially at night when they are asleep.
Education Levels
Educational attainment is not considered one of the at-risk populations but is recognized as another risk group when developing fire and life safety education programs. This group may fall into other categories, such as lower incomes and lacking health insurance. In Salinas, 22.6% of the population is a high school graduate compared to 20.4% of the state, while 16% have a bachelor's degree or higher compared to the state at 34.7%. The following figure provides information on the levels of education in SFD’s response area.
12.4%
7.2%
0%
2%
4%
6%
8%
10%
12%
14%
Salinas California
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Figure 95: Education Levels
Race & Ethnicity
Race is considered a person's identification with a social group, such as White, Black, African American, and Asian, while ethnicity identifies someone based on nationality, religion, language, or culture.
Figure 96: Race & Ethnicity
Description Salinas California
White alone 32.1% 71.9%
Black or African American alone 1.4% 6.5%
American Indian & Alaskan alone 0.8% 1.6%
Asian alone 6.4% 15.5%
Native Hawaiian & Other Pacific Islander alone 0.1% 0.5% Two or more races 6.8% 4.0%
Hispanic or Latino (of any race) 79.2% 39.4
White alone, not Hispanic or Latino * 12.1% 36.5%
*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 were sourced directly from the U.S. Census QuickFacts page.
22.6%
8%
16.0%
20.4%
8.0%
34.7%
0%
5%
10%
15%
20%
25%
30%
35%
40%
High School Graduate Associate's degree Bachelor's Degree or Higher
Salinas California
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Housing Characteristics
Housing types through a community can provide insight into ownership, the age of the home, and the number of units in the building. In the SFD response area, there are approximately 44,405 housing units, of which 1,242 are vacant. Vacant structures can pose risks for the fire department and community if the building is not secured to prevent entry.
When buildings are not maintained, the structural integrity can degrade and present problems during a fire. Vandalism may create additional issues for the fire department and law enforcement.
Data from the NFPA state that from 2015 to 2019, 75% of the fire deaths occurred in homes, and 57% were male.
Housing Ownership
Homeownership in Salinas is 47.9% compared to the state at 55.3%. The next figure shows the percentage of owner and rented occupied housing in Salinas and the state.
47.9%
55.3% 52.1%
44.7%
0%
10%
20%
30%
40%
50%
60%
Salinas California
Owner Occupied Renter Occupied
Figure 97: Owner & Rental Occupied Housing
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Age of Housing
As buildings age, the cost of maintaining the structure increases over time. Homes built before smoke alarm installation requirements create a higher risk if no alarms are present. 60% of the homes in the SFD response area were built before 1980, prior to most building code requirements for smoke alarm installations.
Working smoke alarms have reduced fire death and provided an early warning during the event of a fire. New codes now require smoke alarms for new residential properties in each bedroom, hall, and floor. The following figure provides the age of housing by decade in the SFD response area and the state.
Figure 98: Age of Housing
0.3%
2%
10%
15%
14%
18%
15%
13%
8%
6%
2%
2%
11%
11%
15%
18%
13%
13%
6%
9%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
2014 or
later
2010–
2013
2000–
2009
1990–
1999
1980–
1989
1970–
1979
1960–
1969
1950–
1959
1940–
1949
1939 or
earlier
Salinas California
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Housing Units
The number of people living in one- or two-family dwellings within the SFD response area is 67%, the same as the state at 67%. The following figure lists the percentage of housing unit types.
Figure 99: Housing Units per Building
67%
5%
6%
5%
13%
4%
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
Salinas California
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Risk Classification
Risk Assessment Methodology
Developing a risk score to determine risks in a community is necessary to provide an organization with a method for creating incident response protocols for an incident. The Three-Axis Heron model establishes a score by reviewing probability, consequence, and impact factors and assigning a score between 2–10 in each category.23 A description of the incident types for each risk is in an appendix of this report.
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)
Figure 100: Three-Axis Risk Classification Process
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When developing the score, it should be recognized that each of the three scoring components is based on SFD incident data. An example of a low-risk fire response scoring is based on the probability of that type of incident occurring. Most low-risk incident types are frequent (occurring multiple times a day), but the consequence to the community and impact on SFD is low. The probability of a low-risk incident in SFD is 10 (high), while the consequence and impact are 2 (low). These numbers are placed into the above formula to create a score of 20.2. The score increases dramatically for maximum risk. However, the probability is low (2) because the consequence to the community is an 8, and the impact on SFD is the highest at 10, which gives a score of 59.4.
These scores are designed to provide information to SFD to determine the level of service for the community. The probability of an incident may affect response times if multiple events occur simultaneously. Even if the risk is low, a company is out of service for the response. The following information provides additional information on probability, consequence, and impact.
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). It can range from a rare event to one that occurs often. Many factors include the time of day, location, hazard present, the season of the year, building construction and maintenance, demographic factors, and more.
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The following figure defines probability categories.
Figure 101: 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 102: 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 50–100 people affected (injuries/deaths). $1,000,000–$5,000,000 loss 10 Extreme > 100 people affected (injuries/deaths). > $5,000,000 loss Master Plan/CRA/SOC Update Salinas Fire Department
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Impact
The third factor in determining the risk is the fire department’s impact and the critical tasking needed to control or mitigate an incident. This includes the number of emergency responders and apparatus available, whether available internally or from external agencies. It measures the department’s ability to respond to a given risk or incident while providing service to the remaining parts of the city.
The following figure defines impact categories.
Figure 103: 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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Fire Response
SFD is the primary provider of mitigation of fire-related incidents. These range from low-risk incidents such as a vehicle fire to a maximum risk for a fire involving a school. 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 SFD’s response area to provide staffing needs to meet critical tasks on the fire ground.
The following figures provide the fire response risk assessment scoring and the three-axis risk classifications.
Figure 104: Fire 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 10 4 4 2 6 8 2 8 10
Score Assigned: 20.2 41.6 36.8 59.4
Figure 105: Fire 3-Axis Risk Classifications
0 2
4 6
8 10
Minor
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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Emergency Medical Services Response
SFD provides advanced life support (ALS) emergency medical care in the city on all engines and BLS/ALS on the truck companies. AMR provides advanced life support (ALS) and transport services. Low-risk incidents range from a medical assist to a maximum for an active shooter. The following figures provide the risk score and classifications assigned to each type of EMS risk in SFD.
The following figures provide the EMS response risk assessment scoring and the three-axis risk classifications.
Figure 106: 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 6 2 2 2 6 4 2 8 10
Score Assigned: 20.2 12.3 19.8 59.4
Figure 107: 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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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) 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 SFD’s response area.
The following figures provide the technical rescue response risk assessment scoring and the three-axis risk classifications.
Figure 108: Technical Rescue 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 4 4 2 6 8 2 8 10
Score Assigned: 4.9 13.9 36.8 59.4
Figure 109: Technical Rescue 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
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability
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Hazardous Materials Response
Hazardous material responses can vary from low-risk odor investigations to the maximum risk for a fuel tanker fire in higher populations areas. Most of these incidents can be managed by SFD, 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 in SFD’s response area.
The following figures provide the scoring of the hazardous materials response risk assessment and the three-axis risk classifications.
Figure 110: 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 2 4 4 2 6 8 2 8 10
Score Assigned: 16.2 13.9 36.8 59.4
Figure 111: 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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Wildland Fires 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 SFD’s response area.
The following figures provide the wildland fire response risk assessment and the three-axis risk classification scoring.
Figure 112: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score P C I P C I P C I
4 2 2 4 6 6 2 8 8
Score Assigned: 8.5 35 48
Figure 113: Wildland Fires 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
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Aircraft Rescue & Firefighting
Aircraft emergencies can range from minor fuel leaks to crashes involving multiple casualties or victims. A large incident requires additional internal and external resources to manage the incident.
The following figures provide the risk score and classifications assigned to each aircraft rescue and firefighting fire risk type in SFD’s response area.
Figure 114: Aircraft Rescue & Firefighting 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 4 4 2 6 6 2 8 8
Score Assigned: 4.9 13.9 28.1 48
Figure 115: Aircraft Rescue & Firefighting 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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Land Use
The concept of land use regulation is to provide attractive social and environmental outcomes to assist in the management of development efficiently. 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.
Most of Salinas is built out within its current city limits, except for its northeastern section.
Significant residential growth is planned for north and east of E Boronda Road and will add an estimated 8,000 units to the city. Residential property permits continue, but most are accessory units in existing neighborhoods. An adaptive reuse ordinance is designed to transform business occupancies into residential units, with a few considered affordable housing.
Ferrashi Ranch, a business park in the county with commercial and residential components, is planned north of Russell Rd. The development will include light industrial and mixed-use with multifamily and commercial retail businesses.
Commercial redevelopment in Salinas includes the old Sears department store that may be converted into additional retail space at the Northridge Mall, and the K-Mart is being renovated into a new grocery store. In contrast, older low-performing hotels are transforming into extended-stay hotels.
As growth continues in Salinas, the increased population density will place additional demands on SFD with existing staff and station locations, specifically in the north and eastern sections of the city. Although the City plans a new fire station in this area, funding is necessary to increase staffing to meet service demand.
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Figure 116: Zoning Districts by Risk
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Physical Assets Protected
Commercial occupancies or properties are considered target hazards in every community because of the 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.
SFD should develop a system to ensure all target hazards and other commercial buildings have pre-incident plans. During an incident, these occupancies and facilities should have a current pre-incident plan for SFD operations personnel. The pre-incident plan informs emergency responders about potential hazards and can help them develop strategies and tactics during an incident. The current pre-incident planning process consists of binders on apparatus with hand-drawn plans of target hazards. SFD has been reviewing a cloud-based pre-incident planning software system that can be used to keep up-to-date plans available for all personnel.
Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards, such as 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 preincident 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:
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• 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.
The region around Salinas is highly dependent on the agriculture sector, which uses fertilizer and pesticides to grow crops. There are warehouses in the city which use ammonia to cool the buildings. Based on the size of an ammonia release, a full response of the hazardous materials teams and an evacuation of surrounding areas may be required.
SFD is the lead agency for a Type I hazardous materials response team in Monterey County, and they receive assistance from the Seaside Fire Department. SFD cross-staffs the hazardous materials team with at least four hazardous materials technicians and paramedics daily.
SFD has 21 personnel trained at both the technician and specialist levels. The hazardous materials apparatus is at Station 5, providing Level A and B entry suits, decontamination and spill containment equipment, and plume modeling software. Staff not certified as technicians are all trained to the operations level. Seaside Fire Department has an automatic aid Type 2 team that is available based on the type of incident.
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Figure 117: Hazardous Materials Locations
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Structural Risks
The risks created by residential or commercial occupancies increase based on the type and use of a building.
Educational & 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 SFD’s response area, 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.
The Salinas City Elementary School District comprises 15 schools providing education to more than 8,600 students.24 The Salinas Union High School District serves more than 16,000 in 12 schools. They also provide education to adults at their adult education center.25 The following figures provide the location of educational facilities in Salinas.
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Assembly
Gathering large groups of people in a single location or building increases risks in locations such as a place of worship, entertainment venue, or eating establishment. Many outdoor special events, such as a street fair or other mass gatherings, occur in Salinas annually and may require a public safety plan per the California Fire Code.
Figure 118: Educational Facilities
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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. The following figure provides the location of assembly occupancies in the SFD response area.
Figure 119: Assembly Occupancies
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Medical Facilities
These types of buildings are where occupants may be unable to leave without assistance from the staff. These locations may contain medical gases, creating additional risks for emergency responders during a fire. Therefore, completing up-to-date pre-incident plans is necessary.
There are two primary medical facilities for the greater Salinas Valley in the City of Salinas.
Salinas Valley Memorial Hospital has 263 beds and employs more than 2,000 people. The second is Natividad Medical Center, the county’s only designated trauma care center (Level 3). It offers many medical services, including cardiac care, neurology, orthopedics, pediatrics, rheumatology, behavioral health, and surgical services.26 Natividad Medical Center is owned and operated by the County of Monterey.
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The following figure shows the locations of medical facilities in Salinas.
Figure 120: Health Care Facilities
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Congregate Care Facilities
As people age, additional care may require them to seek a facility to meet their needs.
Depending on their mobility or cognitive conditions, they may need more assistance evacuating the building. Staff should have plans for removing the occupants or patients during an emergency. These locations require additional fire protection systems to protect the occupants, like a hospital. Special locking arrangements for areas where patients with dementia or Alzheimer's are living are allowed to prevent them from leaving the facility, per the California Fire Code.
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The next figure provides the location of congregate care facilities in the SFD response area.
Figure 121: Congregate Care Facilities
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Multi-family Occupancies
Although multi-family housing has fewer fires caused by electrical or heating malfunctions, the risk of cooking fires is twice the rate of other building fires.27 Updated building and fire codes now require these buildings to have a residential fire sprinkler system installed and interconnected smoke alarms in all bedrooms, hallways, and floors. These fire protection systems are designed to provide enough time for the occupants to evacuate the building.
The following figure shows the locations of multi-family dwellings in Salinas.
Figure 122: Multi-family Occupancies
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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 Insurance Service Office (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. The following figures display the location of buildings over three or more stories in height.
Figure 123: Buildings Three or More Stories in Height.
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Large Square Footage Buildings
Large buildings, such as warehouses, strip malls, and large “box” stores, need greater volumes of water for firefighting and require more firefighters to advance hose lines long distances into the building. Although the number of large square footage buildings is low within the SFD response area, the fire flow may be greater for smaller buildings because of construction type, distance to exposures, and lack of built-in fire protection systems such as fire sprinklers. The next figure is based on data from ISO and shows locations for buildings 50,000 square feet and larger.
Figure 124: Buildings 50,000 Square Feet & Larger
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Large 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. The following figure shows the occupancies with a needed fire flow greater than 2,500 gallons per minute.
Figure 125: Fire-Flow Greater than 3,000 Gallons per Minute Master Plan/CRA/SOC Update Salinas Fire Department
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Environmental 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.
Weather Conditions
The climate can affect SFD year-round and impact emergency response. Whether it is a thunderstorm or other weather event, SFD must respond when requested.
Temperature
Weather conditions in an area can impact the fire department and the entire community during the year.28 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 during December to a high of 76° F in October. The following figure provides the average monthly high temperature.
The average daily low temperature occurs in December at 42°, and the warmest is during August at 57°. The following figure shows the average daily low temperatures. 64 65
67 68 68
71 71
73 75 76
69 62
55.0 60.0
65.0 70.0
75.0 80.0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Figure 126: Average Daily High Temperatures (2011–2021) Master Plan/CRA/SOC Update Salinas Fire Department
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Figure 127: Average Daily Low Temperatures (2011–2021)
Winds
Wind speed and direction influence how SFD manages events such as a wildfire or hazardous materials incident. The highest average winds occur between May and August of each year.29
Figure 128: Average Monthly Wind Speeds (2011–2021)
43 42
46 48
52 54 56 57 56
51 46
42 30.0
35.0 40.0
45.0 50.0
55.0 60.0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
8 8 8
9 9
10 9
8 8
7 7
8 3.0
4.0 5.0
6.0 7.0
8.0 9.0
10.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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The prevalent winds are from the west and southeast, as shown in the following figure from the wind rose from the NWS Salinas Airport reporting station.
Figure 129: Wind Rose—Salinas Airport
Precipitation
The lack of precipitation for an extended period creates problems in a community.
Drought increases the hazards of wildland fires as the vegetative moisture content decreases and generates higher combustible fuels. Insufficient rainfall affects the ability to grow crops and maintain landscaping. The months with the highest precipitation occur between November and March, as shown in the following figure.
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Figure 130: Average Monthly Precipitation
Recent precipitation from the “atmospheric rivers” affecting the United States' west coast has improved the drought conditions in Salinas, as seen in the following figure.30
2.0 1.6
1.8 0.7
0.3 0.07 0.0 0.01 0.1
0.7 1.4
2.1 0.0
0.5 1.0
1.5 2.0
2.5 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Figure 131: Drought Conditions (August 17, 2023)
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Physical Hazards
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, and warnings for these hazards when conditions exist or are in the immediate forecast.
Although Salinas was not affected by these disasters, Monterey County does experience many different events. The following figure provides the type and number of disaster declarations in Monterey County since 1967.
Figure 132: Federal Disaster Declarations in Monterey County Earthquakes
The risk of an earthquake is high in Salinas, and the degree of risk is 13.6 out of 16 in the 2022 County of Monterey Multi-Jurisdictional Hazard Mitigation Plan (HMP). The faults with the highest impact on Salinas are the San Andreas and Calaveras Faults. Two other older faults, King City and Gabilan Creek, are in the city but not expected to produce seismic activity.
The HMP states that the entire city population is potentially exposed to direct and indirect impacts from earthquakes. Critical infrastructures, such as roads, utilities, and employment centers, will impact the population. More than 32,000 residential and non-residential buildings are vulnerable to earthquake damage and are valued at $12.4 billion.
Type Number Percent
Biological 2 7%
Coastal Storm 1 3%
Drought 1 3%
Earthquake 1 3%
Fire 7 23%
Flood 8 27%
Freezing 3 10%
Severe Storm 6 20%
Tsunami 1 3%
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Liquefaction during an earthquake creates additional concerns based on the soil type.
When an earthquake occurs, the shaking causes the soil to become loose, and if there is high water content, the building or structure’s foundation may fail and collapse. Most damage from an earthquake in Salinas will occur because of liquefaction. Parts of the city filled in because of development are at the highest risk.
Figure 133: Earthquake Faults & Liquefaction
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Wildland Fires
Although the wildfire risk in Salinas is moderate, the HMP states that more than 30,000 residents are in a moderate fire hazard severity zone. The urbanization and agricultural uses surrounding Salinas create this lower risk. The highest risk occurs west of Salinas in the foothills and ranges. CAL FIRE classifies these areas as moderate, high, and very high zones.
The City’s sphere of influence and future annexations may increase the risk in Salinas. The primary risk in Salinas is at the Natividad Creek Park, along either side of Freedom Pkwy.
Small grass fires could impact SFD during dry conditions, extending to structures based on the type of vegetative materials around the building.
The City’s Code Enforcement Division administers a weed abatement ordinance. The ordinance states: “No person owning or otherwise in control of any real property within the city shall permit or allow any weeds or grass which bear seeds of a windborne or downy nature, or which attain such a large growth as to become a fire menace when dry, or which are otherwise noxious or dangerous, to grow, stand or remain upon such real property or upon any street or sidewalk in front of such real property. Any hazardous conditions are determined by the fire chief of their authorized representative.”31 The following figure shows the fire hazard severity zones near Salinas.
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Figure 134: Wildland Fire Hazard Severity Zones
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Flooding
Flooding can occur because of varying factors that can impact the response by emergency services. The terrain, impervious surfaces, rainfall amounts, a breached dam or levee, or insufficient infrastructure to contain runoff can increase the chance of a flood event. Heavy rainfall after an extensive wildfire event can cause debris flows or a landslide when the fire destroys all the vegetative shrubs or plants. Climate change and its potential impact will affect flooding in the future based on how quickly the sea rises.
Portions of Salinas fall within the Federal Emergency Management Agency (FEMA)classified flood zones. According to FEMA's website, "AE," regulatory floodway areas are along the creeks and streams originating in the Gabilan Mountains, including the Alisal, Natividad, Gabilan, and Santa Rita Creeks. The HMP states that more than 130,000 residents in Salinas are located in Zone X and subjected to during heavy rain events. • “AE” designation is considered "Areas subject to inundation by the 1-percentannual-chance flood event determined by detailed methods." and is further defined as a 26% chance of a flood occurring in 30 years. Base flood elevations (BFE) are created from a detailed hydraulic analysis.
• “A” designation is a flood zone within the 100-year floodplain, but a detailed hydraulic analysis has not been performed.
• “X” is a moderate risk zone that lies within the 0.2% annual-chance floodplain. No BFEs are provided.
According to the U.S. Corps of Engineers inventory, there are no levees to mitigate or prevent flooding in Salinas. The following figure shows the location of FEMA flood zones.
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Figure 135: Flood Hazard Zones
Dam
The San Antonio and Nacimiento dams can affect small portions along the city's south side, according to the dam inundation areas in the HMP. A failure of the San Antonio Dam in extreme southern Monterey County would impact more than 8,800 residents. This earthen dam for San Antonio Lake has a maximum storage of 350,000 acre-ft of water. The Nacimiento Dam, in northern San Luis Obispo County, would expose approximately 10,500 during a failure. The maximum capacity for Nacimiento Dam is 470,000 acre-ft.32 Master Plan/CRA/SOC Update Salinas Fire Department
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Critical Infrastructure
Critical infrastructure and key resources 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:33
• 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 Salinas; 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 and 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.
Highways & Roads
Emergency personnel need a transportation network to respond efficiently to an incident.
A delayed response can occur without a system of interconnected roads and streets.
Many of the streets in Salinas are on a grid system, while others are winding and interspersed with cul-de-sacs with only one access point. Interconnectivity provides multiple access points to a location if another approach is unavailable.
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U.S. 101 is the primary thoroughfare through the city in a north-south direction and has the highest annual average daily traffic counts. The city has a system of collector streets designed to feed traffic from residential to commercial areas. Collector streets reduce the burden of traffic on local streets designed for lower speeds or residential neighborhoods.
Major collector streets include North and South Main Street, East Alial Street, East and West Laurel Drive, Natividad Road, and Williams Road.
The following figure shows the average annual daily traffic counts for vehicles and trucks from Caltrans.
Figure 136: Average Annual Daily Traffic Counts34
Location Annual Average
Daily Vehicle Count
Annual Average
Daily Truck Counts
US 101 at E Market St 77,000 N/A
US 101 at Airport Blvd 44,500 6,230
Abbott St at John St 15,300 N/A
W Blanco at S Main St 35,500 N/A
The City of Salinas Traffic and Transportation Engineering Department collects traffic counts at each signalized intersection. The highest counts are along South Main Street, West Laurel on both sides of US 101, North Davis Road at West Market Street, North Main Street at East Boronda Road, and Natividad Road and E Boronda Road.
There are approximately 60 intersections equipped with traffic signal preemption devices designed to change the signal to green for emergency apparatus. This system can provide the right-of-way for SFD, reducing response times and decreasing the chance of an accident involving another vehicle. The following figure shows the road network in Salinas.
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Figure 137: Salinas Road Network
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Energy
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. The power needs include communications to traffic signals to normal operations, which requires energy use. Pacific Gas and Electric (PGE) Company provides power and natural gas for the SFD service area.
Electricity
PGE provides electrical service for Salinas. 6o-kilovolt and 115-kilovolt electrical transmission lines travel through the city for distribution and to other parts of the region. Electrical substations are at several locations in the city, including Terven Ave, Sherwood Dr, and Abbott St.35 Substations step down the voltage in the distribution system for residential and commercial users. Emergency responders require extreme caution if an incident occurs at one of these locations. Entry by SFD personnel to a substation should not happen until representatives of PGE arrive on the scene and give clearance.
Although not common, PGE 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 PGE observes an issue that may cause a fire because of power lines causing a spark, even in locations considered at low risk. These shutoffs are usually temporary. PGE alerts customers before shutting off power, but the customer must sign up for text, phone messages, or email notifications.36 The following figure shows the locations of High-Voltage Electrical Transmission Lines.
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Figure 138: Power Transmission Lines
Natural Gas
PGE provides natural gas in the city through transmission and high-pressure distribution lines that supply service lines for commercial and residential use. PGE’s natural gas transmission pipeline travels north-south through the city and branches down E Laurel Dr, N. Sanborn Rd, and Del Monte Ave to Williams Rd. Natural gas incidents are often caused by contractors who cut or damage lines during construction excavation. The following figure from PGE shows the locations of natural gas transmission pipelines.37 Master Plan/CRA/SOC Update Salinas Fire Department
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Figure 139: PGE Natural Gas Transmission Pipelines
Water
Controlling a fire becomes challenging without an adequate water supply and distribution system consisting of water storage, mains, and a fire hydrant system. A system of welldistributed hydrants and appropriately sized water mains are necessary to provide the required water for fireground use.
The California Water Service Company (Cal Water) and Alco Water serve the City of Salinas. Cal Water provides potable drinking water from 31 wells. The water is distributed from three elevated storage tanks and 300 miles of water mains.38 The following figure shows the location of properties within 1,000’ of a fire hydrant.
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Figure 140: Properties within 1,000 feet of a Fire Hydrant Railroads
The Union Pacific Railroad operates the primary rail line through Salinas. Amtrak (Coast Starlight) provides daily passenger service on the same rail line at the Salinas Intermodal Transportation Center. Since June 2011, there have been eight fatalities and two injuries involving a train in Salinas. Most fatality accidents have occurred near N. Main St (five) or John St (two).39
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The number of freight trains traveling through the city is high because this is a main rail line for Union Pacific. The trains transport unknown quantities of hazardous materials and other products that may impact SFD during a derailment. The following figure shows the location of the rail line and crossings.
Figure 141: Railroads
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Communication
When an incident occurs, essential facilities require a communication center to properly communicate with emergency responders. Other communication options 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.
As mentioned previously in this report, the Monterey County Emergency Communications Department is the county's largest Public Safety Answering Point and dispatches for SFD and other emergency services agencies.
Airport
The Salinas Municipal Airport resides on 605 acres and is located along the southeast border of the city. The airport has two runways: Runway 8/26, 6,004’ by 150’, and Runway 13/31, 4,825 by 150’. The Salinas Municipal Airport’s Economic Benefit Analysis states that there are approximately 165 aircraft based at the airport, and it has more than 70,000 flight operations annually.
The air traffic control tower is open for 12 hours daily and closes at 7:00 p.m. Several fixedbased operators at the airport offer fueling, maintenance, and agricultural services. SFD only provides fire protection services as needed and has no on-site presence at the airport.
The following figure provides the location of the Salinas Municipal Airport and helipad.
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Figure 142: Airport & Helipads
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Comparison of Fire Risk in Other Communities
Fire Loss
In 2021, fire departments responded to more than 1.35 million incidents in the United States that caused 3,655 civilian fire fatalities and over 15,200 civilian fire injuries. The property damage was estimated at more than $15.9 billion. The NFPA reported that 64% of the fire deaths occurred in one- or two-family dwellings. The report stated that $648 billion of property fire losses were from wildland urban interface incidents.40 Fire loss can vary yearly based on the number of fires occurring or the amount of property exposed during an incident. In 2019, the fire loss per capita was $41.58, which has increased yearly since and is well above the national average. Based on the most current NFPA statistics, the below figure compares the property and contents loss for 2019–2022. As mentioned in the “Life Safety & Public Education” section, Salinas should consider hiring a Community Risk Reduction Coordinator to reduce the fire loss.
Figure 143: Property Loss per Capita (2018–2020)
Year SFD Property Loss
per Capita
U.S. Property Loss
per Capita41
2019 $41.35 $45.58
2020 $109.71 $67.06
2021 $125.23 $48.22
2022 $291.26 N/A *
*Data for the U.S. property loss has not been released for 2022.
The number of fires per 1,000 population in Salinas varies annually compared to the national average, as shown in the following figure.
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Figure 144: Fires per 1,000 Population
Year SFD Fires per 1,000
Population
U.S. Fires per 1,000
Population42
2019 2.8 3.1
2020 3.9 3.4
2021 3.4 3.6
2022 2.6 N/A *
*Data for the U.S. property loss has not been released for 2022.
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.43 SFD does not collect cause of fire data but should begin this process to determine why fires are occurring and be able to implement programs to reduce accidental and intentionally set fires.
Insurance Service Office
The Insurance Services Office, Inc. (ISO©) is an independent organization that collects and analyzes data from fire departments in communities throughout the United States to determine rates for fire insurance. According to their report, the ISO’s Public Protection Classification program, or PPC, “is a proven and reliable predictor of future fire losses.” Commercial property insurance rates are expected to be lower in areas with better (lower) ISO PPC Class ratings.
The ISO Fire Suppression Rating Schedule (FSRS) measures four primary elements of a community’s fire protection system: Emergency Communications (max 10 points); Fire Department (max 50 points); Water Supply (max 40 points), and Community Risk Reduction (max 5.5 points) for a maximum possible total of 105.5 points. ISO then assigns a grade using a scale of 1 to 10. Class 1 represents the highest degree of fire protection, and Class 10 designates a fire suppression program that does not meet ISO's minimum criteria.
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A review of the most recent evaluation by ISO, effective April 1, 2021, assigned 81.75 credits and provided the city with a classification of 2/2X. Opportunities for improvement include the following. Telecommunication received two credits out of four available. The reduction came from zero credits for Alarm Processing (needs to meet NFPA 1221) and Emergency Dispatch Protocols.
Only half the credits were received for Telecommunicator Continuing Education and Quality Assurance. Credit for Company Personnel earned 7.5 out of 15 available. A subcategory in the Training category for Pre-Fire Planning Inspections only received zero credits out of 12. 2.23 credits were earned for Inspection and Flow Testing of fire hydrants out of seven available. The below figure shows the ISO credits earned and available for the City of Salinas.
Figure 145: ISO Earned & Available Credits for the City of Salinas ISO Feature Earned
Credit
Available
Credit
Emergency Communications 8.0 10
Fire Department 38.15 50
Water Supply 32.82 40
Divergence -1.15 0
Community Risk Reduction 3.93 5.5
Totals: 81.75 105.5
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The following figure shows all the fire departments in California and the number of ratings for each classification; 168 departments have a Class 2 rating in the state.
44 168
215
170
142
46 10 1
43 29 9
0 50
100
150
200
250
Class
1 Class
2 Class
3 Class
4 Class
5 Class
6 Class
7 Class
8 Class
8B
Class
9 Class
10 Figure 146: California ISO Classifications
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Community Risk Reduction
Triton recommends adopting a Community Risk Reduction (CRR) program that includes "The identification and prioritization of risks followed by the integrated application of resources to improve public safety and reduce increasing call volumes."44 The goal is to incorporate emergency operations with prevention efforts at the fire station level. The station-level approach is preferred because risks vary from one station to another and even within a station's district. Ultimately, a CRR program examines problems and develops prevention or mitigation strategies to reduce risk and hazards.
Data collected for this master plan and continued analysis in the future creates an opportunity to determine if specific hazards are increasing or decreasing based on incident response. Risks may change as new development or demographic change occurs in Salinas, impacting service delivery.
Although SFD provides risk reduction in the community (fire code and suppression), it is not a comprehensive or coordinated effort. When developing strategies, they should include the use of the Five E's:
• Education—Will education help the public—who, where, and when? • Engineering—What engineering or technology is available to help? • Enforcement—Is additional or more substantial enforcement needed? • Economic Incentives—Could incentives increase compliance? • Emergency Response—Would changes in response make a difference (personnel, training, etc.)?
Using the Five E's is a method to identify a strategy or, in many cases, multiple strategies to prevent or mitigate the risk from reoccurring.
When developing a CRR plan, SFD should determine what strategies have already been implemented in the community to prevent duplication. Outside resources may be available through partnerships with community organizations such as law enforcement, nonprofits, health departments, EMS, religious, and local businesses. These groups may offer a different perspective to staff and provide additional funding and resources because of limitations within the fire department.
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Preparing a CRR plan should align with the department's mission and strategic plan.
Creating a plan at the station level allows personnel to engage the community they serve and provide additional information for SFD's continuous improvement process. It empowers staff to interact, learn more about their community, and take ownership of the program.
Station personnel will begin to understand the importance of collecting accurate data to support their plan, developing strategies using partnerships, gaining their input, soliciting feedback from the community, and ultimately deciding what risk to prioritize.
The following figure is a basic methodology offered by Vision 20/20 to identify and analyze risks within a community. Vision 20/20 includes a coalition of national organizations and experts that exemplify how collaboration, communication, and commitment to databased solutions can save lives and properties.
Figure 147: Community Risk Reduction Planning Process
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Section III:
FINDINGS & RECOMMENDATIONS
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Findings & Observations
General Findings & Observations
• The Salinas Fire Department (SFD) has an established Mission, Vision, and Values Statement.
• SFD has not developed a strategic plan identifying goals and objectives. • SFD produces an annual report, but it has been delayed pending completion of the Master Plan.
• SFD does a good job with document control and recordkeeping. • The number of fires in Salinas is above the national average. • Incidents associated with the homeless population accounted for 5.1% of responses between 2020–2022.
• Fire loss in Salinas is well above the national average for a city its size. • The total response workload has increased by 29.8% over the past seven years. • The current Unit Hour Utilization (UHU) is higher than in 2019. All stations exceeded 10%-unit hour utilization. SFD has identified a series of incidents related to “unsheltered” persons that may account for much of this increase. • Emergency Communications Department generally meets national call processing criteria in all classes except for fire responses.
• SFD is invested in technology and strategies to improve turnout time. • From 2018-2022, SFD’s response time at the 90th percentile was 6:44 for all call types and 6:39 for EMS incidents. This exceeds the NFPA standard. • The City has received grants to update the traffic signal preemption system to improve response times.
• The City Council has allocated funding to purchase land for a new Fire Station 7, but the funding for construction, staffing, and equipment has not been identified. • Traffic calming devices continue to be installed in Salinas, which increases response times.
• The City Council has authorized “over hiring” for firefighters for vacant positions to reduce overtime and provide four-person staffing on the truck companies when personnel are available.
• The only comprehensive medical exam is provided to personnel when they are hired.
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• Maintenance staff are not certified as Emergency Vehicle Technicians to repair and maintain fire apparatus.
• The primary area not within 1.5 miles from a fire station with an engine company is south of Natividad Road and East Boronda Road.
• SFD is reviewing a cloud-based pre-incident planning software system.
Emergency Medical Service
• EMS workload increased by 40.3% over the last seven years. • EMS requests are 75.8% of all responses. This has increased since the 2019 report by nearly 7%.
• Per Monterey County EMSA policy, American Medical Response (AMR) units can be reassigned or diverted to more acute level calls while responding to low-acuity calls such as Omega, Alpha, and Bravo level calls. In the event of reassignment or diversion, SFD crews are left on the scene until another AMR ambulance becomes available.
• Unit Hour Utilization is not tracked specifically to time on task when an AMR ambulance is redirected or diverted.
• AMR carries handheld/portable radios and can communicate directly with SFD units, but it is reported that it rarely happens for AMR and SFD to communicate directly.
• 56% of medical aids fall into two call types: Sick Person and Unknown Problem/Person Down.
• Information obtained during MPDS (Medical Priority Dispatching) from AMR is not consistently relayed and/or updated to SFD field personnel. • Homeless responses are a significant obligation of SFD. Research revealed that Natividad Hospital offers comprehensive mental health services with 24-hour care. • Medical call trends increase around 7:00 a.m. and taper off around 7:00 p.m. • SFD’s quality assurance program is managed by a 40-hour administrative captain who is responsible for several additional duties.
• Data from the organization is consistent with national trends where most emergency responses are EMS-related. The overall breakdown was 82% (2022) EMS compared to 15% Fire and 4% Other calls for service demand.
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• According to the data, the volume of incident medical calls related to homeless medical aids is just above 6%.
• The Monterey County EMS Agency has been meeting with AMR to monitor performance. A Contract Compliance Working Group was formed in 2021, comprising citizen representatives, EMS agency staff, a local emergency room physician, and AMR leadership to monitor AMR’s performance by reviewing various metrics.
• The Salinas City Council provides funding to train additional firefighters to become paramedics
Financial Findings
• Budget documents are extremely complex, with numbers in the detailed sections not tracking to the summary sheets. For example, FY 2023 Proposed General Fund Non-Departmental expenditures in the detailed section (page 223) were listed as $17,636,210, with General Fund and Measure E providing amounts as $6,025,610 and $171,700, respectively. The $171,700 Measure E was identified as a Community Development program, but we could not identify the costs related to the General Fund expenditures. This was prevalent throughout the review. ▪ In addition, the amended FY 2022 and FY 2023 Proposed Amounts did not match the main schedule shown on page “v” of the presentation. Therefore, Triton elected to use the amounts in the detail sheets.
• The COVID-19 pandemic negatively affected the sales tax revenues of the City of Salinas, reducing revenues in the General, Measure E, and Measure G Funds for Fiscal Year 2020.
• The City’s budgeted revenues continue to be strained to keep pace with the inflation-fueled growth in expenditures.
• The fire department has added a fourth position to its second ladder company as daily staffing levels allow.
• The City has a Capital Improvements Program that is reviewed and updated annually.
• The item’s priority and availability of funds drive funding for each year’s investment under the Capital Improvements Plan.
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Facility Findings
• All fire stations show a sense of pride by the crews regarding cleanliness (inside and out) and general maintenance.
• Each station has on-site fueling capabilities, except for Station 2. • The traffic signal preemption system is inoperative at Station 4. • Auxiliary power systems (generators) are located at each station. However, the generator at Fire Station 1 is non-compliant with current EPA requirements. • Facility recordkeeping is lacking.
• All stations have workout equipment located within the apparatus bay, with no physical separation between the apparatus and workout areas. • SFD has developed a formal policy (Policy 1307) for maintaining fire station cleanliness.
• Each station needs updating from a construction, ADA, and modernization standpoint.
Special Operations
• SFD has a robust Hazardous Materials response program. • Technical Rescue Team Policies & Procedures are current but SOGs should be established for each respective discipline.
Training Findings
• Policies and Procedures are current and available to all personnel, but Standard Operating Guidelines (SOGs) have not been completed.
• The Training Division lacks adequate administrative support. • An annual training report should be developed.
• Training hours are broken down into various categories; however, total hours for each category were not available at the time of this report. • An annual Training Plan and multi-year calendar are available for all personnel.
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Life Safety & Public Education
• The Fire Marshal has additional responsibilities not associated with fire code enforcement.
• SFD is not meeting the state-mandated inspection schedule. • SFD needs to develop a list of all commercial occupancies in the city. • A defined schedule to inspect all commercial occupancies needs to be developed. • The cause of a fire is not determined, and minimal investigations occur. • SFD provides excellent service for new construction plan reviews and permitting. • Public outreach and prevention activities need to be expanded. • There is no coordinated community risk reduction program at SFD.
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Introduction to Recommendations & Strategies
Based on the analysis and considering community expectations, recommendations are offered to assist SFD with long-range planning and improve the delivery of fire and emergency services to the community. Triton does not expect SFD to implement all recommendations in the short term. Some may wait until economic conditions allow their implementation. However, all the recommendations offered chart a course to improve capability and service. The recommendations are described as goals and should be implemented as funding allows. Each will improve SFD’s ability to provide effective service to the community.
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Recommended Short-Term Strategies
Short-term recommendations are aimed at improving the current conditions and levels of protection over the next one to two years.
Staffing Recommendations
Recommendation A-1: Implement a peak-hours Quick Response Unit to reduce unit hour utilization (UHU) for a 180-day trial period to decrease engine workload.
Description: Current UHU—the time a unit was committed to an incident as a percentage of total time on duty—is over 10% for each engine. Performance is measured by the ability of a unit to arrive on the scene 90% of the time. Once UHU reaches 10% for a primary responding unit, meeting 90th percentile response times becomes more challenging due to the unavailability of immediate response. Engine 1 and Engine 2 have the highest UHU at
17.8% and 17.9%, respectively.
Outcomes: Implementing a peak hour Quick Response Unit for 12 hours would reduce the workload for one of the engines with the current deployment system and determine if this could reduce peak hour workload. Increased call volume, calls involving persons experiencing homelessness, and other factors are affecting AMR. The data show that calls increase between 8:00 a.m. to 8:00 p.m. This unit would be staffed by overtime personnel.
Estimated Costs: The cost for implementation includes using an existing Unit and equipment (drug box, cardiac monitor, and many other critical inventory items). Other costs would include maintenance and fuel costs. If staffed with a firefighter/paramedic and acting officer utilizing overtime, the cost would be based on their annual salary and benefits listed at $253,398. A second option would use overhire positions. *Note: The cost of a firefighter/paramedic is based on the annual salary and benefits and does not include pension benefits.
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Figure 148: Cost of Overtime to Staff SUV
Description Factor Cost
Hourly rate—FF/Paramedic $33.51 $92,342
Hourly rate—Acting Officer $39.15 $8,242
Overtime Hourly Rate $50.26 $107,886
Overtime Hourly Rate $58.72 $9,630
12 hrs/day * two personnel * 180 days $235,391
Medicare (180 days * 12 hrs per day) .0145 $3,413
FICA .062 $14,594
Total to Staff for 180 Days: $253,398
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Figure 149: Cost of Overhires to Staff SUV
Description FF Paramedic Engineer Captain
Hourly rate—FF/Paramedic $33.41 $38.53 $43.62
Hourly rate—Acting Officer $4.18 $3.85
Hourly rate $37.59 $42.38 $43.62
Base Hours 2,756 2,756 2,756
Base pay $103,587.71 $116,807.55 $120,216.72
Overtime pay @ 1.50 $56.38 $63.57 $65.43
Overtime hours $164.00 $164.00 $164.00
Overtime compensation $9,246.22 $10,426.22 $10,730.52
Total compensation $112,833.92 $127,233.77 $130,947.24
FICA $6,995.70 $7,888.49 $8,118.73
Medicare $1,636.09 $1,844.89 $1,898.73
Workers compensation $15,796.75 $17,812.73 $18,332.61
Pension $13,314.40 $15,013.58 $15,451.77
Medical insurance $25,296.48 $25,296.48 $25,296.48
Dental insurance $2,057.28 $2,057.28 $2,057.28
Disability $243.36 $250.44 $284.40
Life insurance $105.60 $105.60 $105.60
Total benefits $65,445.67 $70,269.49 $71,545.61
Total wages & benefits $178,279.59 $197,503.26 $202,492.85 Average hourly rate (2,920 hrs) $61.05 $67.64 $69.35
Assigned hours (180 days) $4,320.00 $4,320.00 $4,320.00 Total Cost $263,756.11 $292,196.60 $299,578.47
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Recommendation A-2: Consider creating a second 56-hour shift Battalion Chief position.
Description: The size of the fire department’s response area, staffing, increased risk, projected service demands, the span of control, and demands exceeds a one-battalion chief service delivery configuration. The on-duty battalion chief supervises six engines and two truck companies for eight apparatus.
Outcomes: An additional shift battalion chief will allow a span of control that enhances accountability and service for the fire department’s response area, personnel supervision and evaluations, and emergency response duties.
Estimated Financial Cost Total Salary & Benefits: Three additional 56-hour Battalion Chief positions are approximately $650,000.
Recommendation A-3: Implement an annual medical examination program for all Operational Firefighters.
Description: The only medical examinations required are for new firefighter candidates.
These initial examinations determine if the potential employee has any physical problems that may not allow them to function during fireground operations or other physical activities. Initiating comprehensive annual physicals for all personnel could assist the medical provider contracted by SFD identify health-related illnesses/injuries that could impact a firefighter’s career.
Outcomes: NFPA 1582: Standard of Comprehensive Occupational Medical Program for Fire Departments was developed to provide guidance for medical examinations for firefighters.
The standard states that it provides information and guidance for physicians and other health care providers responsible for fire department occupational medical programs. The medical requirements are intended to be part of an evaluation to ensure that candidates and current members are capable of performing their required duties and reduce the risk of occupational injuries and illnesses.
Costs: Program costs may vary due to the comprehensive nature of the examination.
Approximate costs range from $300 to $500 per employee. However, these costs may be negotiated with the provider depending on the number of personnel enrolled and neighboring/regional fire department provider partnerships.
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Recommendation A-4: Add a Registered Nurse/Nurse Educator to oversee a Continuous Quality Improvement Program
Description: Continuous Quality Improvement (programs take time and dedicated staff to review patient care, network with hospitals for patient follow-up information, collect system data and provide an educational program to improve the system. SFD utilizes an administrative captain as the Department’s Designated Infection Control Officer. As seen during the COVID-19 pandemic, the Cal/OSHA requirements can change quickly and significantly impact operations. Having someone dedicated to keeping up with these standards is critical.
Outcomes: Employing a registered nurse as part of the fire department team is valuable and provides stability to the EMS Division. They build relationships with the hospital staff, the public health department, the Medical Director, and the LEMSA. Their advanced medical training allows them to provide high-quality continuing education and function as the Designated Infection Control Officer, providing immunizations such as annual influenza vaccines, TB testing, and other health and wellness care.
Estimated Cost: Contract employees can range in price and be paid on an hourly use model. Costs could range from $30,000 to $40,000 annually based on a $50.00/hour employee and 16-20 hours per week. However, seeking a full-time contract nurse could cost as much as $244,943.76.
Recommendation A-5: SFD should increase the use of a statistically based quality management program.
Description: Continuous Quality Improvement (CQI) measures your current processes and creates systems to make improvements. CQI can be considered a wheel with many spokes supporting it. Currently, the department does not track patient outcomes. CQI as vital to address improvement needs in the system and individually. The department should partner with local area hospitals to utilize the patient outcome feature in ESO to close the loop on patient treatments and provide critical feedback for paramedics in the field.
Outcomes: Relaying MPD information efficiently and timely increases the overall situational awareness of firefighters in the field and provides company officers with critical information to aid in decision-making. A good statistically based CQI program will ensure performance measures are tracked, which provides quantifiable feedback to key performance indicators.
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Estimated Cost: This should be a no-cost item and part of the ESO suite of services. A training and education program must be developed to bring the hospital staff on board with how the system works.
Recommendation A-6: Put greater emphasis on improving the number of medical calls received by Medical Priority Dispatching (MPD) and ensuring critical information is efficiently relayed to field units.
Description: According to a report submitted to the Emergency Medical Care Committee, which came from the Contract Compliance Working Group (CCWG), AMR dispatchers effectively use the MPD 74% of the time, the highest it has been for over a year. However, the information obtained by AMR dispatchers while performing MPD is not routinely transferred to SFD personnel. Furthermore, SFD personnel are not active participants in the CCWG, and reporting is not provided to SFD. The need for more information-sharing amongst stakeholders should be improved.
Outcomes: Information can be shared and disseminated promptly by becoming active participants in the CCWG.
Estimated Cost: Staff time.
Recommendation A-7: SFD and AMR should explore options to improve field-level communications.
Description: According to the questionnaires and interviews with SFD personnel, SFD crews, and AMR crews can communicate directly via handheld radios, but it is not customary.
Outcomes: Real-time information is a critical safety practice for first responders. In addition, timely information is generally best done verbally. If AMR properly trains its personnel to use the fire department radios, verbal communication would be strengthened exponentially.
Estimated Cost: Staff time to train on radios.
Recommendation A-8: SFD should explore drafting a reasonable ambulance (ALS/BLS) bid to provide ambulance services within the city boundaries when the current contract expires in 2025.
Description: The passage of AB1705 allows public safety agencies to participate in the Public Provider Ground Emergency Medical Transport (PP-GEMT) Intergovernmental Transfer Program (IGT) program to provide increased reimbursements to emergency medical transports provided by eligible public GEMT providers. This program adds to the fee-for-service for contracted Medi-Cal plan subscribers.
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Providers are eligible to participate in the PP-GEMT-IGT program if they meet all the following criteria:45
• Provide GEMT services to Medi-Cal beneficiaries;
• Are enrolled as a Medi-Cal provider for the period being claimed; and • Are owned or operated by the state, a city, county, city and county, fire protection, special district, community services district, health care district, or a federally recognized Indian tribe.
Additional benefits to controlling ambulance transport include participating in a Community Paramedicine/Alternate Destination program. AB1544 establishes the Community Paramedicine or Triage to Alternate Destination Act of 2020, which permits local emergency medical services agencies (LEMSAs), with approval by the Emergency Medical Services Authority, to develop programs to provide community paramedic (CP) or triage to alternate destination (TAD) services in one of the following specialties: 1) providing directly observed tuberculosis therapy; 2) providing case management services to frequent emergency medical services users; 3) providing hospice services to treat patients in their homes; and, 4) providing patients with transport to an alternate destination, which can either be an authorized mental health facility or an authorized sobering center.
Outcomes: In 2025, the current contract awarded to AMR will expire, allowing SFD to submit a bid for such services. Should SFD be awarded the contract, many opportunities will open, including significant cost recovery through the PP-GEMT program.
Estimated Cost: Further research is needed to determine the cost of submitting a bid to the County to become the contracted transport ambulance service. Hardware purchases include multiple ambulances, including EMS supplies and equipment, estimated at $307,000 per ambulance (this includes an automatic battery-operated gurney, drug box, cardiac monitor, and many other critical inventory items). Annual operating costs include insurance, fuel and maintenance, data connection, BLS and ALS supplies, uniforms, and certifications, which total approximately $70,000. Many start-up costs will be recovered as the program moves through implementation.
Recommendation A-9: SFD should consider implementing a first responder fee to recover a portion of the costs incurred in sending a paramedic-staffed engine company on emergency medical calls.
Description: California State legislation allows for agencies to recover the costs of providing services. This cost recovery may be used to mitigate the cost of providing a fire apparatus of other unit staffed with qualified firefighters responding to a medical emergency.
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Outcomes: The cost of providing first responder service with fire department apparatus and personnel is significant annually. In FY 2021, approximately 68% of SFD’s call volume was in response to medical emergencies. Therefore, the cost to respond to a paramedic-staffed and ALS-equipped fire apparatus is a significant burden on the fire department’s budget.
Through the implementation of a first responder fee, a portion of these costs may be recovered.
Estimated Cost to Implement: The cost to implement such a program could be either internal staff time to analyze the applicable costs, develop the fee structure, and create the Fee Ordinance for the City Manager or obtain the services of an independent consultant to perform 3those services.
Recommendation A-10: Determine if the Traffic Signal Preemption System can become Operational.
Description: The current traffic signal preemption system at Station 4 is inoperative.
Outcomes: SFD should determine why the electrical system is impacting the use of the traffic signal preemption system. When responding from the station, the preemption system can reduce the chance of an accident between vehicles and emergency apparatus.
Estimated Cost: The City has received a grant to upgrade the existing traffic signal preemption system. Staff time is required to determine why the electrical problems exist and when the current system can be upgraded. There may be additional costs should an outside contractor be needed.
Recommendation A-11: Improve Recordkeeping for Facilities.
Description: Although a Fire Station Cleanliness and Maintenance Policy exists (Policy 1307), there is no documented process for tracking maintenance needs that can be passed on to other shifts.
Outcomes: An easily understood and verifiable method to understand station needs and preventative maintenance performed.
Estimated Cost: Staff time. Additional costs may be incurred if a third-party vendor is selected.
Recommendation A-12: Develop a plan to build and staff Fire Station 7.
Description: The need for Station 7 continues to increase as the area north and east of the city develops. Increasing incident volume in the existing city limits is placing a burden on staff and equipment.
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Outcomes: The additional station will assist in balancing incident responses across the city and reduce excessive unit hour utilization. An area near E. Boronda and Natividad Rd would provide a location to provide coverage to the existing city and where future growth will occur.
Estimated Cost: The cost of constructing a new fire station is difficult to estimate based on recent inflation and supply chain issues but can exceed $900 per square foot.
Recommendation A-13: Add one administrative team member to support the Training Division.
Description: The SFD Administrative Support staff performs various tasks in support of management and other divisions. Although each employee is flexible and capable of multi-tasking, they are frequently stretched to accomplish the range of assigned tasks and duties.
Outcomes: Adding one administrative support team member at the Administrative Analyst level will allow for dedicated support, particularly in the Training Division.
Estimated Cost: The City of Salinas HR Department lists an Administrative Analyst-I position starting salary (base salary) at approximately $5,132.00 monthly.
Recommendation A-14: Develop a strategic plan for the Department.
Description: A community-focused strategic plan that uses a systematic approach will identify critical goals and objectives that can guide the department into the future. This process should include internal and external stakeholders to ensure a collaborative and transparent opportunity.
Outcomes: Creating a comprehensive strategic plan would allow SFD to identify significant challenges the Department faces today and provide a multi-year roadmap on addressing these challenges in the future.
Estimated Cost: If an in-house strategic planning process is used, staff time to develop, produce, and distribute the plan. The cost would be approximately $18,000 to use an outside vendor.
Recommendation A-15: Develop an annual report for SFD.
Description: SFD should develop an annual report that discusses the department's profile, statistics, and the services provided and showcases SFD’s accomplishments and special highlights throughout the year.
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Outcomes: Creating an annual report helps to increase the level of internal communication and provides an enhanced level of engagement throughout the community.
Estimated Cost: Staff time.
Life Safety Recommendations
Recommendation A-16: Add Support Division Chief to reduce the Fire Marshal’s workload.
Description: The Fire Marshal is responsible for managing the fire prevention bureau for SFD, but now has other duties such as vehicle maintenance, apparatus purchasing, apparatus equipment and maintenance work group, purchasing, and emergency planning and operations in Salinas. This position should focus on the City's fire code enforcement and prevention efforts.
Outcomes: Providing an additional staff position (division chief) will allow SFD to strategically manage the fire prevention bureau and the other support functions necessary to properly operate a growing organization and city.
Estimated Cost: The estimated cost to create a division chief position would be approximately $258,000.
Recommendation A-17: Identify all Commercial Properties and Target Hazards Description: Identification of all commercial properties is necessary to determine if there are additional risks in the community. This process will also identify target hazards, locations with a high loss of life, or a negative impact on the community if a fire or other incident occurs.
Outcomes: Identifying these properties will assist the fire prevention bureau implement a schedule to inspect all commercial properties and locate unidentified target hazards in the city. Locating these properties allows SFD to develop proper planning (strategy and tactics) for events such as a fire or active shooter.
Estimated Cost: The costs are staff time to identify the commercial properties and target hazards.
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Recommendation A-18: Institute all Operational Permits authorized by the California Fire Code.
Description: The California Fire Code allows jurisdictions to require specific operational permits to be issued when all fire code requirements are met. The City of Salinas has adopted some permits and an associated fee, but not all have been implemented.
Outcomes: Fire code enforcement would improve if all required operational permits are issued and increased revenue is anticipated.
Estimated Cost: Staff time is required to review the existing permits issued by SFD. Revenues are expected to increase, but a more thorough study by SFD is necessary to determine how many additional permits could be issued along with anticipated revenues.
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Recommended Mid-Term Strategies
The mid-term strategies are progressive enhancements of the current conditions. Many will likely require three to five years to accomplish.
General Recommendations
Recommendation B-1: Maintenance staff for Fire Apparatus should be certified Emergency Vehicle Technicians.
Description: The City’s vehicle maintenance facility staff, who repair and maintain fire apparatus, are not certified Emergency Vehicle Technicians (EVT). EVTs receive specific training for fire apparatus such as fire pumps, electrical systems, aerial apparatus, automatic transmissions, diesel engines, brakes, and suspension and steering.
Outcomes: Staff receiving their EVT certification will provide enhanced maintenance and repairs of fire apparatus. Establishing a definitive maintenance program based on the manufacturer’s recommendation will keep the frontline apparatus in service and respond when an incident occurs.
Estimated Costs: Travel and registration costs are unknown.
EMS Recommendations
Recommendation B-2: Increase EMS training to mirror the National Registry requirements.
Description: The National Registry of Paramedics (NRP) – Paramedic National Continued Competency Program (NCCP) requires 60 hours of continuing education to recertify. This training is broken down into three components: (1) a national component, (2) a local/state component, and (3) an individual component. SFD can increase the number of EMS training hours required to mirror this National Standard with minimal cost by utilizing the built-in features of Vector Solutions, formerly Target Solutions.
Outcomes: The National Registry of Paramedics is a framework that can be implemented.
The additional CME hours only strengthen field personnel's educational base. Lastly, the additional hours are a cushion for the required 48 hours and meet minimum standards for paramedics to recertify their national registry.
Estimated Cost: Staff time to schedule and provide additional CME hours. Generated classes can be updated bi-annually with minimal changes necessary once complete.
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Recommendation B-3: SFD should explore options to partner with the police department, the County, and local non-profit organizations to create a response team to handle mental health cases, intoxication calls, and perform welfare checks.
Description: The Salinas Police Department implemented a Homeless Outreach Team (HOT) officer who is active with the homeless in Chinatown, and while the program is commendable, SFD could actively engage with PD in a similar program. There are numerous examples statewide of fire departments partnering with local law enforcement, county government, and private non-profit agencies to put a diverse group together to address various homeless needs.
Outcomes: SFD has an opportunity to be on the leading edge of providing services to not only the homeless population but the community at large by partnering with PD, County personnel, non-profit organizations, and local hospitals, which has proven to reduce service demand on field crews. Should SFD become a transport provider, they can take advantage of the Community Paramedicine program, where public providers have the first right of refusal.
Estimated Cost: The cost to add an administrative paramedic is $175,424.
Recommendation B-4: Develop an annual report for the Training Division.
Description: SFD’s Training Division is responsible for training new firefighters and conducting in-service training for each department member. Each training activity is driven by the needs of SFD and by the regulatory requirements of external agencies. SFD should develop an annual training report which breaks down each area of training conducted by category and showcases the accomplishments of the training division.
Outcomes: The ability to provide detailed information on the type of training provided, the total hours instructed by category, and associated costs incurred. This information could help provide an in-depth analysis for budgeting purposes, grant opportunities, and public support for various training programs.
Estimated Financial Cost: Staff time.
Recommendation B-5: Determine if alternative dispatching for the fire and police departments should be considered.
Description: The Monterey County Consolidated Emergency Fire Dispatch Center (ECD) dispatches SFD and is the county's largest public safety answering point. The center is staffed by more than 35 staff, but there are currently more than 13 open positions. The center is unable to make modifications to dispatching procedures for SFD.
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Outcomes: Reviewing alternatives to improve dispatching provided by ECD, could improve services for SFD and the Salinas Police Department (SPD). The following options could be considered.
• Establish an independent service level agreement with the ECD. • Remain with the ECD and hire and train the dispatchers for Salinas. • Operate a separate communication center for SFD and SPD.
These alternatives can provide oversight into improving the system and develop policies and procedures based on the needs of SFD and SPD. The ultimate goal is to improve service to the community, SFD, and SPD.
Estimated Cost: The cost is unknown until the City determines if an alternative dispatching process should be implemented.
Recommendation B-6: Hire additional fire inspectors.
Description: There is currently no defined schedule to inspect all commercial occupancies in Salinas other than what the California Office of State Fire Marshal requires. Without a schedule, occupancies may have fire code violations that pose a risk to their occupants.
Outcomes: Establishing an inspection schedule based on risks will enhance the building’s occupants' safety and responding SFD personnel, reducing community fire and life safety risks.
Estimated Financial Cost/Savings: The costs are staff time to identify all commercial properties in Salinas.
Recommendation B-7: Institute a robust fire investigation program.
Description: Engine companies are responsible for most fire investigations, except for injuries, a death, or significant loss. Minimal fire investigation training is provided, and incendiary fires are not tracked.
Outcomes: An enhanced fire investigation process will provide more focus on the origin and cause of a fire. This information can be used to create prevention or mitigation programs to reduce the number of fire, whether intentionally set or caused by an accident, such as a pot of food on a stove. Creating an intervention program with other community partners if the fire involves a juvenile would improve interaction in the community and reduce other fires the individual may set.
Estimated Costs: Travel costs and time away from SFD to attend a Juvenile Firesetters course would be necessary.
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Recommendation B-8: Enhance Fire and Life Safety Programs and develop a Departmental Community Risk Reduction (CRR) Plan.
Description: The current fire and life safety programs are primarily available by request, and the rate of fires per 1,000 population is higher than the national average.
Outcomes: An enhanced fire and life safety program is designed to use data from SFD and other sources to develop specific programs to reduce risks in the community. Developing a CRR Plan that examines all risks, not just fires, would improve safety and allow SFD to become more of a community partner.
Adding a CRR Coordinator and changing the current fire marshal’s job responsibilities to allow proper fire prevention division management would permit SFD to integrate the entire organization into the plan. Implementing CRR should involve the SFD operations division and other City departments. A dedicated Coordinator could assist in an organized effort to reduce risk by integrating the entire city.
Estimated Cost: Staff time is required to implement a CRR Plan. There is an unknown cost to hire a CRR Coordinator since that position does not exist within SFD; it is anticipated to cost $100,000.
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Recommended Long-Term Strategies
Financial Recommendation
Recommendation C-1: Develop a Capital Improvement and Replacement Plan.
Description: There is a significant need for facility upgrades, remodels, or reconstruction.
This plan should include station needs, fully defined costs, and priorities established for each station. The plan should allow for continuity over the next 10–15 years of operations, regardless of management or leadership changes. In addition to changes and replacements, a capital plan for expensive system replacement and maintenance should be developed.
Outcomes: A detailed roadmap for facilities improvement initiatives.
Estimated Cost: Staff time.
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Section IV:
APPENDICES
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Appendix A: Risk Classifications
The following are the risk classifications determined by incident type.
Fire
Low Risk
These incidents are considered low in risk and are minor in scope and intensity. It requires a single fire apparatus and crew to manage fires involving passenger vehicles, fences, trash or dumpster, downed power lines, residential or commercial alarm investigations, or an odor investigation.
Moderate Risk
These incidents are the first alarm response needed to manage a moderate fire risk incident. These incidents include smoke in a building, small outside building fires, commercial vehicle fire, a single-family residence, lightning strike to a building, automatic fire alarm at a high-risk occupancy, or a hazardous materials pipeline fire.
High Risk
These incidents are a second alarm response needed to manage a high fire risk incident.
These incidents include smoke in a high-life hazard property (school, skilled nursing, etc), single-family residence with injured or trapped victims, multi-family residential building, or a moderate-sized commercial/industrial occupancy.
Maximum Risk
A third alarm response is needed to manage a maximum fire risk incident. These incidents include a hospital, assisted living facility, fire in an apartment building, high-rise building fire, a large commercial or industrial occupancy, hazardous materials railcar or storage occupancy. Incident assignments will include additional command staff, recalling off-duty personnel, mutual aid assistance for other critical tasking needs.
EMS
Low Risk
A single EMS unit can manage a low-risk EMS incident involving an assessment of a single patient with a critical injury or illness, no-life threatening medical call, lift assist, or standby.
Moderate Risk
A two-unit response is required to control or mitigate a moderate risk EMS incident. It involves assessing and treating one or two patients with critical injuries or illnesses or a motor vehicle crash with 1-2 patients.
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High Risk
A multiple-unit response is required to control or mitigate a high risk EMS incident. It involves 3-8 patients with injuries ranging from minor to critical. Patient care will involve triage, BLS, ALS treatment, and a coordinated transport of patients.
Maximum Risk
A multiple unit response is required to control or mitigate a maximum risk EMS incident. It involves more than nine patients with injuries ranging from minor to critical. Patient care will involve triage, BLS, ALS treatment, and a coordinated transport of patients. If this is an active shooter incident, the response may require a casualty collection area unit to treat patients, not in the hot zone.
Technical Rescue
Low Risk
A single fire unit can manage a low-risk technical rescue incident involving rescues that are minor in nature, such as a child locked in a vehicle, elevator entrapment, or minor mechanical entrapment.
Moderate Risk
A two-unit response is required to control or mitigate a moderate technical rescue risk incident. Support is not usually required from a technical rescue team. This type of incident involves a motor vehicle crash that requires patient extrication, removal of a patient entangled in machinery or other equipment, or a person trapped by downed power lines.
High Risk
A multiple-unit response is required to control or mitigate a high risk technical rescue incident. This type of incident may involve full-scale technical rescue operations ranging from structural collapse to swift water rescues. It may involve multiple motor vehicles that require extrication, commercial passenger carriers, or a vehicle impacting a building.
Support is usually needed required from a technical rescue team. This incident may require multiple alarms.
Maximum Risk
A multiple-unit response is required to control or mitigate a maximum risk technical rescue incident. Support is required from a specialized technical rescue team and may have multiple operations locations.
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This type of incident will involve full-scale technical rescue operations such as victims endangered or trapped by structural collapse, swift water, or earth cave-ins. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
Hazardous Materials
Low Risk
A single fire unit can manage a low-risk hazardous materials incident involving carbon monoxide alarms and other unknown hazmat investigations without symptomatic victims, less than 20 gallons of fuel, natural gas meter incident, downed power lines, equipment or electrical problems, or attempted burning. Automatic alarms that may originate from a hazardous material.
Moderate Risk
A two-unit response is required to control or mitigate a moderate risk hazardous materials incident. Direct support is not usually required from a hazardous materials team. This type of incident involves a carbon monoxide alarm with symptomatic patients, a fuel spill 20–55 gallons, or a gas or petroleum products pipeline break not threatening any exposures.
High Risk
A multiple-unit response with a hazmat team is required to control or mitigate a high risk hazardous materials incident. Support is needed for a Level 2 hazmat incident that involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. This response includes a release with 3-8 victims, gas leaks in a structure, hazmat alarm releases with victims, flammable gas or liquid pipeline breaks with exposures, fuel spills greater than 55 gallons, fuel spills in underground drainage or sewer systems, transportation or industrial chemical releases, or radiological incidents. Additional assistance may be required to expand operations past the identified critical tasks.
Maximum Risk
A multiple-unit response is required to control or mitigate a maximum risk hazardous materials incident. Support is required from an on-duty hazmat team and their specialized equipment. This type of incident involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups.
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Examples include nine or more contaminated or exposed victims, a large storage tank failure, hazmat railcar failure, or a weapon of mass destruction incident. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
Wildland Urban Interface
Low Risk
A single fire unit can manage a low-risk wildland firefighting incident involving a fire minor in scope, structures not threatened, and Red Flag conditions do not exist. These include low risk wildland or grass fires include an outside smoke investigation, illegal or controlled burns, or small vegetation fires.
Moderate Risk
Multiple units are needed to manage a moderate risk wildland firefighting incident involving a significant fire in brush, brush pile at a chipping site, grass, or cultivated vegetation. Red Flag conditions do not exist, and structures may or may not be threatened.
High Risk
Multiple units or alarms are needed to manage a high risk wildland firefighting incident. The level is associated with Red Flag warnings with structures that may or may not be threatened. This fire involves a significant wildfire in brush, grasses, cultivated vegetation.
And woodland areas. Additional alarm assignment, command staff, recall of off-duty personnel, and mutual aid assistance may require the operations to extend beyond the identified critical tasks.
Aircraft Rescue & Firefighting
Low Risk
A single ARFF unit has the capability to manage 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 be in the station or in the airport operational area.
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Moderate Risk
A moderate ARFF risk is considered an enhanced Alert 1 that includes all the airport's frontline apparatus and staffing. These are staged standbys for in-flight with a mechanical or instrument deficiency but does not normally affect the aircraft landing safely. It may include a feathered propeller on a multi-engine aircraft, overheated engine, low oil pressure, or minor ice buildup.
High Risk
This is an Alert 2 (less than nine people) on an Alert 2A (nine or more people) and is considered a full airport response. This type of emergency involves inflight aircraft with an operational deflect affecting normal flight operations that an aircraft accident could occur. Examples include the loss of an engine, interior smoke or fire in the aircraft, a malfunctioning landing gear, or low hydraulic pressure. Other support agencies will be assigned to the incident, including law enforcement, EMS, and airport operations staff.
Maximum Risk
This is an Alert 3 (less than nine people) on an Alert 3A (nine or more people) and is a full airport response supported by off-site fire suppression apparatus and staffing. This type of emergency involves inflight aircraft that have been involved in an accident on or near the airport. Other support agencies will be assigned to the incident, including law enforcement, emergency management, EMS, and airport operations staff.
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Appendix B: Community Survey Results
As a part of the master planning process, the Salinas Fire Department sought community input and opinions from its community. On May 3, 2023, AP Triton facilitated a virtual Community Town Hall for SFD. During the Town Hall, the purposes of this study were described, and the community was introduced to the survey, which was designed to identify the following:
• Service priorities. Of the services provided by the fire department, which are more or less important to you?
• Planning priorities. Of the planning elements used by the fire department, which are more or less important to you?
• Expectations. What do you expect of your fire department? This would include such things as level of service, types of services, communication methods, first responder qualities, etc.
• Positives. What do you think the department does particularly well? • Concerns. What concerns do you have about the department (the services it delivers or the way in which it delivers them)?
• Other thoughts. What other ideas do you have to share with the department as they begin this project?
The survey was anonymous, confidential, and administered in English and Spanish. There were 53 combined responses. The following summarizes the results of the surveys.
Residency of the Respondents
Respondents were asked to select which of the following best described their relationship with SFD: “I live in Salinas,” “I work in Salinas,” “I’m a public safety partner,” or “Other (please specify).” Respondents could select multiple categories. The majority (90%) of respondents lived in the service area, 6% worked in Salinas, and 4% selected public safety services partners and/or other relationships. For all open-ended responses, please see the complete survey document.
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Figure 150: Relationship with the Salinas Fire Department
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Service Prioritization
Respondents were asked to rate the following services provided by the SFD using a scale of critical priority, important priority, or low priority. They were asked to list a service in the comment field if they would like to see a service added.
Figure 151: Service Prioritization
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Fire Suppression, Emergency Medical Services, and Technical Rescue were the services receiving the highest prioritization. The lowest was New Construction Inspections. The remaining results are typical of most communities located throughout the United States. For all open-ended responses, please see the complete survey document.
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First Responder Qualities
When asked to rank first responder qualities in the order of importance, respondents responded as follows:
Figure 152: First Responder Qualities
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The Salinas Community wants to see highly trained first responders first and foremost. This was followed by prompt arrivals, multi-lingual, involved in the community, and lastly, reflective of the community. Salinas’s response likely displays the admirable desire for equity and inclusion among all populations. For all open-ended responses, please see the complete survey document.
Communication Methods
When asked which methods the department should use to communicate information to the community regarding emergency preparedness, fire safety, and wildfire information, respondents replied as follows. Respondents were able to select more than one option.
Figure 153: Preferred Communication Methods
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Social Media and Text Messages are preferred by over half of the community, closely followed by in-person public meetings. The department’s website, and Community Meetings are preferred by 40% of the respondents, and closely followed by Newsletters/Mailers. Email was next at 30%, while YouTube was preferred by 10%. Other at 4% consisted of Local News and Television. For all open-ended responses, please see the complete survey document.
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Planning Considerations
Respondents were then asked to compare each of the following elements to the others and rank the planning considerations in order of importance. The results are displayed in the following figure:
Figure 154: Planning Considerations
The technical training of personnel received the highest importance. Equipment and Facilities and Improving Response Times were next, followed by Expanded Services, considered the least important.
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Satisfaction of Services
When asked, 71% of respondents had received services from SFD. Of those that had received services, overwhelmingly, respondents expressed great appreciation for the services SFD provides. Nearly 75% of all respondents were either somewhat satisfied or very satisfied with SFD’s services. Only 6% of respondents replied as somewhat dissatisfied.
Figure 155: Satisfaction of Services
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Response Time Opinions
Total response time is the amount of time a resident or business waits for resources to arrive at the scene of an emergency, beginning when they first call 911. When asked how long it should take for emergency resources to arrive after calling 911, taking into consideration call processing times, travel times, time of day, concurrent incidents, etc., 52% of the respondents believed resources should arrive in 6 minutes or less. Twenty-four percent expected services in 6–8 minutes, and the remaining respondents believed resources should arrive in 8 minutes or longer or offered a “other” response. For all open-ended responses, please see the complete survey document.
Figure 156: Response Time Opinions
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Appendix C: Strategic Partners—Stakeholder Interviews
Introduction to the Stakeholder Interviews
Triton interviewed a wide variety of the fire department’s internal and external stakeholders. These interviews aimed to better understand issues, concerns, and options regarding the emergency services delivery system, opportunities for shared services, and expectations from community members.
It is important to note that the information solicited and provided during this process was in the form of "people inputs" (stakeholders individually responding to our questions), some of which are perceptions reported by stakeholders. All information was accepted at face value without an in-depth investigation of its origination or reliability. The project team reviewed the information for consistency and frequency of comments to identify specific patterns and trends. Based on the information reviewed, the team identified a series of observations and recommendations and felt they were significant enough to be included in this report.
Stakeholders were identified within the following groups: Elected Officials, Department Heads, Business Community Leaders, Citizens, Chief Officers, Labor Leaders, Rank & File, and Administrative Staff.
Elected Officials, City Management & Department Heads
What strengths contribute to the success of the Fire Department (What do they do well)? • Very responsive when fire alarms occur.
• Quality of the employees, Salinas centric, they find a way to get the job done and are consistent, professional.
• Respond effectively to fire and EMS incidents, the community likes them, know how to communicate to the residents, good outreach events.
• They have built a steady team. Shared leadership. Appreciate their understanding of the culture of the community. Cooperate with the schools for future FFs. • Responses, extinguish fires, and well-trained.
• They have a great sense of camaraderie, and they get along well. They ask the least from all the departments,
• Great relationships in the community, helping with community events, good culture between admin and staff, does well with what they are given.
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• The last two fire chiefs have brought a vision to the fire development. They have minimal administrative staff, and work collaboratively with other departments. • The people, the individuals, and their sense of duty.
What are some areas in which you think the Fire Department could make improvements? • Improve communication between fire inspectors and external stakeholders (no inspections in 10 years – restarted in 2023).
• Succession planning – need to get the captains and battalion chiefs to come into the administration. Over hires.
• Most in fire prevention are new, and the external plan reviewer only works on Tuesday. Need more training for site plan review, fire prevention and code enforcement work well together.
• Public outreach and education increase. Homelessness issues and the number of fires. Help the city to be more creative in helping the city. • I think they do a pretty good job. Need more community hiring and recruiting. • Finding ways to use smaller vehicles to respond to EMS incidents. Mobile crisis unit, more administrative staff.
• Staffing, need to ask for more money in the budget, hire more local people. • There is not always consistency in participation when trying to coordinate with other departments.
• Use additional staffing and resources.
What opportunities, in your view, are available to improve the service and capabilities of the fire department?
• Have the Fire Department provide training for facilities, i.e., fire extinguisher training, home emergency preparedness, etc.
• Improve community outreach.
• Need a Station 7 because of the growth, increasing staffing to have the correct number of employees to provide coverage.
• Capacity to take on EMS, medical areas
• How can we work better with AMR? Expand the service and build the foundational groundwork to review EMS. Expand with the schools.
• Communication and presence not only in emergency situations, more training Master Plan/CRA/SOC Update Salinas Fire Department
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• Mobile crisis, hiring administrative staff which can allow the FFs to do their job, and better handle on EMS – in-house.
• Measure G, EMS transport
• Need to focus on the General Plan update and how that can drive future budgeting and funding. Better define what they do in the plan. • Tactical medic program, look for areas of overlap.
Please share your thoughts with us regarding staffing utilizing 12-hour shifts and peak-hour units.
• No, opposed to the idea.
• Good idea about how to be strategic about deploying resources. • I am interested in hearing more about it.
• Does not know enough.
• I am open to the idea
• Does not know how that would work.
What do you see as the top three critical issues faced by the fire department today? • Better interaction with businesses.
• More communication with the community.
• Staffing, Station 7, and mobile crisis unit.
• Support to homeless outreach, improve the fire department’s facilities, and be more effective with scheduling.
• The number of fire stations, types of calls are dispatched to involving the homeless population, and funding.
• Facilities, EMS, Staffing
• Staffing, volume of incidents, growth for the city, and how this will be addressed with the fire department.
• Staffing, vehicle replacement plan, facilities
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If you could change one thing in the fire department, what would it be? • Better communication with stakeholders
• Upgrade their current facilities.
• Collaboration with homelessness issues, Could there be ALS transport by Salinas? • Have the FD take on EMS and a focus on the homeless population • I’m not sure.
• More diversity and women
• More women and the facilities to accommodate them. In leadership • More prevention focus.
• The community needs more insight into what the fire department does. Changing public perception, the similarity between the fire and police department.
How would you describe the level of services provided by the fire department? • There are areas that need improvement, especially with communication. • Outstanding, I hear nothing but good things and excellent service to the community.
• Effective, hardworking, data-driven, collaborative
• Very good level of service. 9 out of 10, excellent customer service, fast, trained, diverse.
• Would like to see the FF paramedics work with a social worker. • Very high level of service
• Really good. They have a good reputation in the community.
Doing very well, holding their own, unified group
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Business, Community Groups, Community Members, & Volunteers Can you please describe your expectations of the Fire Department? • When we call, they’re always available.
• We love the fire department – they take things seriously and always do their best. • They provide sound, professional service to the community in a timely manner. • They need to be available, understand external stakeholders, and be flexible in dealing with outside organizations.
• Excellence in customer service, fast response times, noise pollution • Expect a full-service fire department. They have been good community citizens, need to have a serious conversation about institutional change. • They are fantastic. Do a great job.
• Work closely with them, provide electric vehicle training, and preserve life and property.
• When we need their assistance, but usually because of an EMS response. The relationship is very good but superficial.
• Be available and equipped to assist with all types of calls. • A diverse fire department, more open to the community, full-time community risk reduction coordinator
• Integrity, treating the community with respect, working as a team. • Prompt response and be professional, able to educate the public. • They can get to a location and get there quickly enough to contain it. Able to get to emergencies.
• Respond as soon as possible, medical response – they were their quickly, domestic violence
Which of these expectations is not being met to your satisfaction? • They are all being met for me.
• No, not all expectations are being met. They need to be flexible in working with organizations in regard to rules and requirements.
• Dissatisfied about sending a fire truck to an EMS call. The customer was not notified after they had a fire.
• Maybe consider EMS transport.
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• Very quick to respond, multijurisdictional responses – collaborative, excellent communication.
• Have not had a training relationship but would like to see more interaction. Tour their facility (electric buses).
• Equipped and staffing, leadership culture.
• Not enough public outreach and risk reduction.
• There are a lot of people who don’t understand fire safety and cannot speak English, more outreach on the north side.
• Fire inspections – The process is not clear about the costs and better coordination.
Be a part of the check-off list, but is much better.
What do you think the Fire Department is doing particularly well? • I have not had a lot of interaction; however, they are always friendly when I see them.
• Being available anytime. They are very professional and passionate. • They do their job well – very cordial and helpful.
• Their equipment appears to be extremely good. They describe very well how they spend Measure G money
• They respond in a timely fashion, well-trained,
• More code enforcement, working with the police strategically. • Training them up and train them out, maintaining their equipment and facilities very well, quick responses.
• Very professional, potentially park differently at the transportation station. • When they are called, they show up and have a good community presence, and people tend to stay.
• Training academy is good and looking outside of the box to do other things. • Experiences have been good and respectful.
• Responding to fires
• Very quick at responding. Increased their community presence. • Response time, good reputation, a part of the community, Interaction with YWCA Master Plan/CRA/SOC Update Salinas Fire Department
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Are there services that you think the department should be providing that they are not providing now?
• Working more with community stakeholders, i.e., providing training with various types of emergency plans and safety training.
• I believe they are doing everything that is expected of them. • More engagement with the external stakeholders and being flexible with their needs.
• Proactively collaborate with code enforcement on weed abatement. • PD may go to an event, but the FD does not show up at all. • Child passenger safety seat checking station.
• Timely notification to the community at large when there is a fire or disaster with more public information.
• Helping the church be better prepared, classes about fire prevention, and how to make the building more active.
• Providing information on other services available to those in need, • More partnerships and community outreach.
• None that I know about.
• Identify possible risks to power outage, trees falling, fires because of homelessness, language appropriate,
Are there services the department is providing that you think should be discontinued or done differently?
• None that I can think of.
• I don’t think so.
• Don’t think they should run on calls that don’t involve fire. Need to be judicious with use of their sirens.
• No. Who should be providing EMS?
• More promotion of programs they offer.
• Are all the EMS calls necessary?
• Nothing discontinued. More training and better equipped. • There seems to be double coverage when there are FD paramedics and AMR paramedics.
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When you dial 9-1-1 to report an emergency, how long should it take for help to arrive? • No more than 5 minutes.
• Within minutes, depending on what the department is doing at the time. • Everyone would like to say as soon as possible, but as long they respond safely. • 3-5 minutes
• Within 10 minutes
• 5-15 minutes. Depending on where the incident is located. • 3-4 minutes
• Five minutes or less
• 10 minutes
• Under five minutes
Do you believe that expectations should change depending on where in the community you are located?
• When you choose to live in rural areas, emergency services will take longer. • I don’t believe so.
• Yes, but they still need to respond safely and promptly. • No, it should be the same.
• The same level of service.
• Depending on the geography, the downtown area may need more attention. • No, it should be the same within reason within the city limits • The same everywhere.
Do you believe the Fire Department’s first arriving response units are staffed and equipped to take appropriate actions given the emergency?
• Yes, absolutely. They need to have all the tools to do their job. • Yes, they seem to be well-staffed and equipped.
• I hope so; I always see them training.
• They seem to be, yes. I haven’t seen them unable to take care of a situation. • Yes. They have a mixed bag of response vehicles.
• Yes, for FD, but not for private paramedic response seems to be a problem. • At times. Need additional staffing.
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• I’m not sure, but I think so.
• Making sure all the equipment is working, Fire stations are maintained, • We hope so.
Labor Leaders, Rank and File, Chief Officers, & Administration What strengths contribute to the success of the fire department? (What do you do well) • The people who have been here a long time.
• The staff share a lot of knowledge.
• The standards and values set forth by the department. • The drive – our personnel are very goal-driven.
• Very proud of the department – they care.
• The commitment of the employees.
• Honest group of people engaged in the community.
• Our greatest strength is the size of the department, and the demonstrated caring. • Our people are the ones that make the wheels turn. Being able to have a workforce reflective of the community. More invested in the community. Aggressive firefighting. Set the example in the area (Monterey County) • We do well based on the resources allowed.
• Very service-oriented. Try to work within the framework of the code. • The people – the strongest FF force in the county, refocus on the people, customer service is second to none, do more with less, commitment, smaller programs being handled at the line level by motivated people, relationship among the line personnel, good communication from admin, management is setting goals as labor. • Ground-up workers, not a lot of administrative staff, must do things independently.
What are some areas in which you think the department could make improvements? • Better record-keeping for all divisions.
• Written policies and procedures for administration.
• Increase staffing for all divisions.
• Provide the ability to keep up with the workload.
• Be more transparent with data.
• Better community outreach – There is a lack of marketing for the department.
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• There is a lack of longevity for management within the department. • Communicate more with other city departments.
• Suppression is solid – Administration is lacking standardization. • Increase staffing levels in administration.
• Look into the facilities – no upgrades in years.
• Facilities have outlived their life expectancy.
• Increase staffing levels – from top to bottom.
• We are just fulfilling the mission – unable to engage with other programs, i.e., training, prevention programs, community outreach, etc. • Response times, we have been talking about Fire Station 7 for a long time, no capital plan for the new fire station, fire problem, fire inspections. • Staffing, Career ladder for fire prevention staff, staffing in the fire marshal’s office, • Behind in completing inspections – only doing state-mandated. Need to look at fire investigation, only doing origin and cause.
• Staffing, 23 personnel on duty with 6000 incident responses, and now 24 personnel are on duty and call volume has tripled, which is not sustainable. Cannot finish assigned projects because shift personnel are busy responding to calls, facilities, Recruitment – people leave because of pay and benefits. • Build admin staff, unable to keep up with OSHA, training, call volume, attrition, always on the catch-up mode, admin people need to be able to do the things not getting done. There is only one training office and three shift coordinators.
What opportunities, in your view, are available to improve the service and capabilities of the fire department?
• Provide ambulance transport.
• Increase fire prevention staff – provide more services. • We do great with what we have for our size; however, we need more revenue. • Being closer to the community – providing outreach and public education. • Increase revenue through grant opportunities.
• Develop a greater public outreach program.
• Have a better social media campaign and develop a new website. • Develop a consistent program for marketing.
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• Initiate a fire-based transport program.
• Develop a systems-status plan; it’s hard to continue doing what we’re doing with what we have.
• Partnerships, mobile crisis unit, developing response policies. • Staffing for operations and fire marshal’s office
• Receptive council and understanding the FDs issues – may have an opportunity to increase the inspectors. Three FT and 1 PT plus the Fire Marshal. Don’t do much public education. Using Streamline for inspections.
• SAFER grant, Station 7, social media, limited ability to take on new projects. • Readjust call types, Station 7 needs to be built.
What do you see as the top three critical issues the fire department faces today? • Lack of staffing.
• Doing more with less.
• Personnel turnover – losing institutional knowledge at the Chief’s level. • Not being flexible in maximizing value – “It’s the way we’ve always done it”. • The staff doesn’t always feel appreciated.
• Personnel takes on too many projects (administration and line personnel). • Individuals have their way of doing things – need a standardized approach. • No administrative procedures for Administration.
• No career ladder for Fire Prevention – lack of succession planning. • We don’t have adequate resources (apparatus) for a city our size. • Having inexperienced personnel – fast-moving promotions. • Resolving the unhoused issue throughout the city and the resulting increase in call volume.
• Lack of mentoring for each position.
• Revamp the promotional process – need to attract the right candidates. • Staffing, facilities
• Staffing, pay for the fire inspectors.
• FD is way behind on its needs, Thin on administrative abilities – unable to administer the programs, and not doing commercial inspections.
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• Staffing, equipment (fleet), facilities, addressing homelessness. • Admin staff, better facilities, additional staffing.
Please share your thoughts/ideas regarding alternative staffing and dynamic deployment to enhance staffing levels.
• I’m not opposed to it, but must evaluate the program and personnel needed. • It’s hard enough to fill line positions; how would we find people to staff this program? • We need to look at each aspect of the program.
• Opening up Station 7, city council has been open to over hiring, administrative captain was added in this year’s budget, would like to add two more captains. • Increase the speed of hiring a new fire inspector, keeping jobs local. • Look at different schedules based on when a business is open. This could help with weekend events.
• Priority dispatching, fire department clinic – staffed by others, reduce the calls or increase staffing,
• Still averaging fires, squads would require a culture change (officer and FF).
If you could change one thing in the fire department, what would it be? • Being more interconnected with each other – working collectively and collaboratively.
• Develop Administrative personnel through mentoring and succession planning. • We need to market everything we do for our community to foster the recognition we deserve.
• To deliver a consistent marketing campaign.
• We need to have more administrative support.
• There are many things. Need to be fully staffed, and the high number of EMS responses.
• Need a career ladder for the fire inspectors.
• Efficiency – Improving bureaucracy.
• Need FF recognition, change the perception that we will always be there – the fire department needs to grow – the workload has changed, but staffing has remained the same.
• Building out the admin staff
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On a scale of 1-10, how would you rate the level of emergency services provided by the fire department? Please provide a 1 sentence reason for that score. • 7 – always room for improvement
• 8- great for our size
• 8- very professional, passionate, and knowledgeable.
• 8 – we do good things, but there is always room for improvement. • 8- we do a great job with the amount of staffing we have and the number of calls we run.
• 9 – the pride within the department is great!
• 6-7, spread thin. Prevention efforts.
• 8 – We provide a good level of service
• 9 – Good response times, but need additional staffing • 8-9 – People on the back of the truck are more educated and have better training.
The service response is very good.
• 8-9 – but should be a five.
• Services are limited to six.
• 8 – The ability to staff and run the call volume. Seeing units out of service at the same time.
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Appendix D: Glossary of Acronyms
ACA – Affordable Care Act
ACLS – Advanced Cardiac Life Support
ADA – Americans with Disabilities Act
AED – Automated External Defibrillator
ALS – Advanced Life Support
AMR – American Medical Response
APCO – Association of Public Communication Officers
APOT – Ambulance Patient Off-Load Time
APP – Advanced Practice Provider
ARPA – American Rescue Plan Act
AVL – Automatic Vehicle Location
BC – Battalion Chief
BLS – Basic Life Support
CAD – Computer Aided Dispatch
CAL FIRE – California Department of Forestry and Fire Protection Cal OSHA – California Occupational Health and Safety Administration CCR – California Code of Regulations
CCWG – Contract Compliance Working Group
CE – Continuing Education
CEQA – California Environmental Quality Act
CIP – Capital Improvement Plan
CPAT – Candidate Physical Agility Test
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CPF – California Professional Firefighters
CPSE – Center for Public Safety Excellence
CP – Community Paramedic
CQI – Continuous Quality Improvement
CRR – Community Risk Reduction
CWPP – Community Wildfire Protection Plan
ECD – Monterey County Emergency Communications Department EMD – Emergency Medical Dispatch
EMT – Emergency Medical Technician
EMS – Emergency Medical Services
CA-EMSA – State of CA Emergency Medical Services Authority EMSAAC – EMS Administrators’ Association of California
EMSCC – Emergency Medical Services Communications Center EMDAC – EMS Medical Directors Association of California EOA – Exclusive Operating Area
EOP – Emergency Operations Plan
ePCR – Electronic Patient Care Report
ERF – Effective Response Force
EVT – Emergency Vehicle Technician
FAA – Federal Aviation Administration
FEMA – Federal Emergency Management Agency
GEMT – Ground Emergency Medical Transport
GF – General Fund
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GIS – Geographical Information Systems
HOT – Homeless Outreach Team
ISO – Insurance Services Office
JPA – Joint Powers Agreement/Authority
HMP – County of Monterey Multi-Jurisdictional Hazard Mitigation Plan LEMSA – Local Emergency Medical Services Agency
LMS – Learning Management System
LNP – Licensed Nurse Practitioner
LRA – Local Responsibility Area
MDC – Mobile Data Computer
MFR – Medical First Responder
MPDS – Medical Priority Dispatching
NCCP – Paramedic National Continued Competency Program
NENA – National Emergency Number Association
NFIRS – National Fire Incident Reporting System
NFPA – National Fire Protection Association
NRP – National Registry of Paramedics
NWCG – National Wildfire Coordinating Group
NWS – National Weather Service
OA – Operational Area
OEM – Office of Emergency Management
OES – Office of Emergency Services
PALS – Pediatric Advanced Life Support
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PDA – Priority Development Areas
PGE – Pacific Gas and Electric
PHTLS – Prehospital Trauma Life Support
PPC – Public Protection Classification
PPE – Personal Protective Equipment
PP-GEMT – Public Provided Ground Emergency Medical Transport PSAP – Public Safety Answering Point
RMS – Records Management System
SFD – Salinas Fire Department
SPD – Salinas Police Department
SFM – State Fire Marshal
SFT – State Fire Training
SOG – Standard Operating Guideline
SOI – Sphere of Influence
SRA – State Responsibility Area
TAD – Triage to Alternate Destination
UAL – Unfunded Actuarial Liability
UHU – Unit Hour Utilization
WMD – Weapons of Mass Destruction
WUI – Wildland Urban Interface
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Appendix E: Table of Figures
Figure 1: Salinas, CA (1917)........................................................................................................... 2 Figure 2: SFD Organization Structure (2022)................................................................................. 2 Figure 3: Salinas Fire Department Service Area .......................................................................... 3 Figure 4: Mutual Aid Fire Stations.................................................................................................. 6 Figure 5: SFD Administrative & Support Staffing ........................................................................ 14 Figure 6: Operations Staffing....................................................................................................... 16 Figure 7: Firefighters Per 1,000 in Population Comparison........................................................ 16 Figure 8: City of Salinas General Fund Historical Revenue Sources......................................... 23 Figure 9: Graphic Picture of General Fund, Measure E, & Measure G Historical Revenues.. 24 Figure 10: City of Salinas Historical General Fund Expenditures............................................... 25 Figure 11: SFD Historical Receipts & Expenses (FY 2018–Budgeted FY 2022)........................... 27 Figure 12: Projected City of Salinas Revenues........................................................................... 28 Figure 13: Forecasted Receipts & Expenditures for the City of Salinas.................................... 29 Figure 14: Forecast of Impact on Fund Balances ..................................................................... 30 Figure 15: Criteria Utilized to Determine Fire Station Condition................................................ 33 Figure 16: SFD Station 1................................................................................................................ 34 Figure 17: SFD Station 2................................................................................................................ 35 Figure 18: SFD Station 3................................................................................................................ 36 Figure 19: SFD Station 4................................................................................................................ 37 Figure 20: SFD Station 5................................................................................................................ 38 Figure 21: SFD Station 6................................................................................................................ 39 Figure 22: Summary of the SFD Fire Station Features................................................................. 42 Figure 23: Criteria Used to Determine Apparatus & Vehicle Condition.................................. 43 Figure 24: SFD Frontline Apparatus Inventory (2023)................................................................. 44 Figure 25: SFD Frontline Command & Staff Vehicles (2023) ..................................................... 45 Figure 26: Economic Theory of Vehicle Replacement ............................................................. 47 Figure 27: Data Skew................................................................................................................... 50 Figure 28: RMS Total Incident Count (2018–2022)...................................................................... 52 Figure 29: Incident Density—All Types (2018–2022)................................................................... 54 Figure 30: Frequent Service Demand Locations (2018–2022) .................................................. 55 Figure 31: EMS Incident Density (2018–2022) ............................................................................. 56 Figure 32: Fire Incident Density ................................................................................................... 57 Figure 33: Incident Volume by Year & Type (2018–2021) ......................................................... 58 Master Plan/CRA/SOC Update Salinas Fire Department
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Figure 34: Incidents by Month & Class (2018–2022) .................................................................. 59 Figure 35: Incident Percent by Weekday (2018–2022) ............................................................. 60 Figure 36: Month & Day Incident Density (2018–2022).............................................................. 61 Figure 37: Incident Density by Month & Day of Week .............................................................. 61 Figure 38: Incidents by Hour of the Day (2019–2022)................................................................ 62 Figure 39: Incident Density by Hour & Day (2019–2022) ........................................................... 63 Figure 40: 5-Mile Travel Distance—All Stations........................................................................... 65 Figure 41: 1.5-Mile Travel for Engines.......................................................................................... 66 Figure 42: 2.5-Mile Truck Travel Distance.................................................................................... 67 Figure 43: Top 90% Unit Workload (2018–2022).......................................................................... 68 Figure 44: Incident Volume by Apparatus Type (2018–2022)................................................... 69 Figure 45: Engine Response Volume (2018–2022) ..................................................................... 70 Figure 46: Other than Engine Responses (2018–2021)............................................................... 71 Figure 47: Average Committed Time per Incident by Apparatus........................................... 73 Figure 48: Staffed Apparatus Unit Hour Utilization (2018–2022)................................................ 74 Figure 49: Concurrent Incidents (2018–2022)............................................................................. 75 Figure 50: Number of Apparatus Per Incident........................................................................... 76 Figure 51: Annual Reliability by Fire Station................................................................................ 77 Figure 52: Incident KPI Segments................................................................................................ 78 Figure 53: Call Processing by Incident Type (2018–2022) ......................................................... 80 Figure 54: Call Processing by Hour with Workload (2019–2022) ............................................... 81 Figure 55: Turnout Time by Incident Type (2018–2022).............................................................. 82 Figure 56: Turnout Time by Hour (2018–2022)............................................................................. 83 Figure 57: NFPA 1710 Staffing and Response Time.................................................................... 84 Figure 58: 4- & 8-Minute Travel Model........................................................................................ 85 Figure 59: Priority Types Evaluated ............................................................................................. 86 Figure 60: First Arrival Travel Time ................................................................................................ 87 Figure 61: Travel Time by Hour of the Day (2018–2022)............................................................. 87 Figure 62: Salinas Personnel Requirements for Critical Tasks for a Moderate Risk Fire............ 88 Figure 63: Alarm Assignments—Moderate Risk Fire Incident.................................................... 89 Figure 64: SFD Effective Response Force (2019–2022)............................................................... 89 Figure 66: Effective Response Force at 8 Minutes..................................................................... 91 Figure 66: Salinas Personnel Requirements for Critical Tasks for a High-Risk Fire..................... 92 Figure 67: Alarm Assignments—High Risk Fire Incident.............................................................. 92 Figure 68: Response Time Performance by Class (2018–2022)................................................. 93 Master Plan/CRA/SOC Update Salinas Fire Department
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Figure 69: Response Time Performance by Hour of the Day.................................................... 94 Figure 70: Total Response Time by Incident Type...................................................................... 95 Figure 71: Total Response Time by Hour..................................................................................... 96 Figure 72: Time on Task Performance (2018–2022).................................................................... 97 Figure 73: Committed Time Performance (2018–2022)............................................................. 98 Figure 74: Time Committed to an Incident by Hour of the Day............................................... 98 Figure 75: Forecasted Population Increases Until 2040........................................................... 100 Figure 76: Incident Volume Forecast by Class (2018–2040).................................................... 101 Figure 77: Response Determinant Levels ................................................................................. 106 Figure 78: Breakdown of Call Types in Salinas......................................................................... 111 Figure 79: Transient Incident Class Totals (2019–2022) ............................................................ 112 Figure 80: Transient Incidents by Day of Week........................................................................ 112 Figure 81: Transient Incidents by Hour of the Day ................................................................... 113 Figure 82: Required & Supplemental Training ......................................................................... 118 Figure 83: General Training Competencies............................................................................. 127 Figure 84: Drill-type & Frequency.............................................................................................. 128 Figure 85: SFD Training Hours (2022).......................................................................................... 129 Figure 86: Occupancy Classifications...................................................................................... 133 Figure 87: NFPA Minimum Inspection Frequency .................................................................... 134 Figure 88: Population Growth (2011–2022) .............................................................................. 141 Figure 89: Population Density by Square Mile ......................................................................... 142 Figure 90: Populations by Age Risk ........................................................................................... 144 Figure 91: Percentage of Households with a Disability ........................................................... 144 Figure 92: Language Barriers..................................................................................................... 145 Figure 93: Percentage of the Population in Poverty............................................................... 146 Figure 94: Population with No Health Insurance ..................................................................... 147 Figure 95: Education Levels....................................................................................................... 148 Figure 96: Race & Ethnicity ....................................................................................................... 148 Figure 97: Owner & Rental Occupied Housing ....................................................................... 149 Figure 98: Age of Housing ......................................................................................................... 150 Figure 99: Housing Units per Building ........................................................................................ 151 Figure 100: Three-Axis Risk Classification Process..................................................................... 152 Figure 101: Probability or Likelihood of Occurrence............................................................... 154 Figure 102: Consequence to the Community......................................................................... 154 Figure 103: Impact on Operational Forces.............................................................................. 155 Master Plan/CRA/SOC Update Salinas Fire Department
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Figure 104: Fire Response Risk Assessment............................................................................... 156 Figure 105: Fire 3-Axis Risk Classifications.................................................................................. 156 Figure 106: EMS Response Risk Assessment.............................................................................. 157 Figure 107: EMS Three-Axis Risk Classifications......................................................................... 157 Figure 108: Technical Rescue Response Risk Assessment....................................................... 158 Figure 109: Technical Rescue 3-Axis Risk Classifications ......................................................... 158 Figure 110: Hazardous Materials Response Risk Assessment .................................................. 159 Figure 111: Hazardous Materials Three-Axis Risk Classifications.............................................. 159 Figure 112: Wildland Fires Response Risk Assessment.............................................................. 160 Figure 113: Wildland Fires Three-Axis Risk Classifications......................................................... 160 Figure 114: Aircraft Rescue & Firefighting Response Risk Assessment.................................... 161 Figure 115: Aircraft Rescue & Firefighting Three-Axis Risk Classifications............................... 161 Figure 116: Zoning Districts by Risk ............................................................................................ 163 Figure 117: Hazardous Materials Locations.............................................................................. 166 Figure 118: Educational Facilities.............................................................................................. 168 Figure 119: Assembly Occupancies......................................................................................... 169 Figure 120: Health Care Facilities.............................................................................................. 171 Figure 121: Congregate Care Facilities ................................................................................... 173 Figure 122: Multi-family Occupancies...................................................................................... 174 Figure 123: Buildings Three or More Stories in Height............................................................... 175 Figure 124: Buildings 50,000 Square Feet & Larger .................................................................. 176 Figure 125: Fire-Flow Greater than 3,000 Gallons per Minute................................................. 177 Figure 126: Average Daily High Temperatures (2011–2021) ................................................... 178 Figure 127: Average Daily Low Temperatures (2011–2021).................................................... 179 Figure 128: Average Monthly Wind Speeds (2011–2021)........................................................ 179 Figure 129: Wind Rose—Salinas Airport .................................................................................... 180 Figure 130: Average Monthly Precipitation ............................................................................. 181 Figure 131: Drought Conditions (August 17, 2023) .................................................................. 181 Figure 132: Federal Disaster Declarations in Monterey County ............................................. 182 Figure 133: Earthquake Faults & Liquefaction ......................................................................... 183 Figure 134: Wildland Fire Hazard Severity Zones...................................................................... 185 Figure 135: Flood Hazard Zones................................................................................................ 187 Figure 136: Average Annual Daily Traffic Counts.................................................................... 189 Figure 137: Salinas Road Network ............................................................................................ 190 Figure 138: Power Transmission Lines........................................................................................ 192 Master Plan/CRA/SOC Update Salinas Fire Department
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Figure 139: PGE Natural Gas Transmission Pipelines................................................................ 193 Figure 140: Properties within 1,000 feet of a Fire Hydrant ....................................................... 194 Figure 141: Railroads.................................................................................................................. 195 Figure 142: Airport & Helipads................................................................................................... 197 Figure 143: Property Loss per Capita (2018–2020)................................................................... 198 Figure 144: Fires per 1,000 Population ...................................................................................... 199 Figure 145: ISO Earned & Available Credits for the City of Salinas ........................................ 200 Figure 146: California ISO Classifications.................................................................................. 201 Figure 147: Community Risk Reduction Planning Process ...................................................... 203 Figure 148: Cost of Overtime to Staff SUV................................................................................ 212 Figure 149: Cost of Overhires to Staff SUV................................................................................ 213 Figure 150: Relationship with the Salinas Fire Department ..................................................... 234 Figure 151: Service Prioritization................................................................................................ 235 Figure 152: First Responder Qualities ........................................................................................ 237 Figure 153: Preferred Communication Methods..................................................................... 238 Figure 154: Planning Considerations ........................................................................................ 240 Figure 155: Satisfaction of Services........................................................................................... 241 Figure 156: Response Time Opinions ........................................................................................ 242
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Appendix F: References
1 Data table completed by the Salinas Fire Department.
2 City of Salinas Budget Documents 2020, 2021, 2022, 2023. 3 NFPA 1071: Standard for Emergency Vehicle Technician Professional Qualifications. 4www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companies 5 National Fire Protection Association. Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.2020) [Appendix D] 6 National Fire Protection Association. Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.2020) [Table 4.3.2 Staffing Response Times]] 7 Vespa, Medina, Armstrong. "Demographic Turning Point for the United States: Population Projections for 2020 to 2060." February 2020
8 www.recordcourier.com/news/2019/jan/30/carson-city-homeless-population-rising/. 9 Monterey County EMS System Policy.
10 Source: Interviews with Salinas Fire Department personnel. 11 www.alamedaca.gov/RESIDENTS/Information-for-Residents/Alameda-CARE-Team 12 www.chcf.org/blog/community-paramedicine-programs-come-life-california. 13 Community paramedic toolkit (ca.gov).
14 www.beverlyhills.org/departments/firedepartment/nursepractitionerprogram. 15 www.jems.com/administration-and-leadership/tele911-to-address-system-overload. 16 NFPA Journal, Ghost Effect, January February 2018.
17 California’s population keeps shrinking, https://ktla.com/news/california/californiaspopulation-keeps-shrinking. 18 National Fire Protection Association, 2007; Urban Fire Safety Project, Emmitsburg, MD. 19 U.S Census Bureau.
20 U.S. Fire Administration website.
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21 World Economic Forum website, www.weforum.org/agenda/2021/01/poverty-mentalhealth-covid-intervention/. 22 Farmworker Housing Study and Action Plan for the Salinas Valley and Pajaro Valley – Final June 2018.
23 Quality Improvement for the Fire and Emergency Services. 24 Salinas City Elementary School District website.
25 Salinas Union High School District website.
26 Salinas Valley Memorial Healthcare System website.
27 Topical Fire Report Series, Multifamily Residential Building Fires (2013–2015), June 2017. 28 Iowa Environmental Menoset website.
29 Ibid.
30 U.S. Drought Monitor.
31 Salinas Code of Ordinances, Section 14-02.01, Weeds prohibited. 32 U.S. Army Corps of Engineers Dam Inventory website.
33 Infrastructure Security, Department of Homeland Security. 34 Caltrans, Traffic Volumes website.
35 Homeland Infrastructure Foundation-Level Data website. 36 PG&E website.
37 SoCalGas Natural Gas Pipeline Map.
38 California Water Service District Information website. 39 U.S. Department of Transportation, Federal Railroad Administration website. 40 Fire Loss on the United States During 2021, NFPA, September 2022. 41 Fire Loss in the United States, NFPA, 2019, 2020, and 2021. 42 Ibid.
43 Crime Data Explorer, Federal Bureau of Investigation. 44 Vision 20/20, Community Risk Assessment guide.
45 https://www.dhcs.ca.gov/provgovpart/Pages/PPGEMTIGT.aspx Salinas Fire
Department
Long-Range
Master Plan
FR
Purpose and Approach
2 AP Triton, LLC
• The purpose of a Master Plan is to understand where the department is in relation to:
• The risks the community faces today.
• Anticipate community growth (and therefore risk growth). • Recommend steps to position SFD to address that growth in advance with appropriate resources and infrastructure.
• In short, a Master Plan keeps the fire department from lagging behind community growth and development.
FR
Process
3 AP Triton, LLC
• The Triton Team analyzed the data provided by the
department as well as others to determine the
current levels of response performance.
• From this analysis, the team identified factors
influencing risk and response performance and has
identified opportunities for delivery system
improvement.
FR
Description of Community Served
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• Resident population: Approximately 160,000+
• Approximately 23 square miles
• Full-service fire department
• Six fire stations
• 92 career operations staff, and 14 support staff
FR
Services Provided
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• Traditional structural and wildland fire suppression
• EMS Fire Response at the advanced level
• Hazardous materials response
• Low-angle rescue, Swift Water, and vehicle
extrication
• Life-safety programs (inspection, plan reviews)
• Public education and prevention programs
SFD Service Area FR
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Population Density FR
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FR SFD Organizational Structure
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Administrative Staff
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Operations Staff FTEs
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Percentage of Incidents (2018-22) FR
Incident Type Description Percent of Total
Fires 5.1%
Overpressure < 1%
Rescue-Medical 62.9%
Hazardous Condition 2%
Service Call 7.7%
Good Intent 16%
False Alarm 5.2%
Disaster < 1%
Special < 1%
Other < 1%
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Community
Risk
Assessment
FR Assembly Occupancies
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Multi-Family Occupancies FR
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FR Buildings Three or More Stories in Height
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Buildings Greater than 50,000 Square Feet FR
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FR Fire Flows Greater than 2,500 Gallons
per Minute Occupancies
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FR Earthquake Risks
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FR Wildfire Risks
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Service
Delivery &
Performance
FR
Response Workload History (2018-22)
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Monthly Response Workload History (2018-22)
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Daily Response Workload History (2018-22)
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FR
Hourly Response Workload History (2018-22)
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FR
Response Unit Workload History (2018-22)
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FR
Call Processing by Incident Type (2018-22)
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Turnout Time by Incident Type (2018-22)
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First Arrival Travel Time (2018-22)
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Concurrent Incident Percentage
Calls Concurrency Percent
Single Incident 28%
2 Incidents 23%
3 Incidents 15%
4 Incidents 10%
5 Incidents 7%
6 Incidents 5%
7 or More Incidents 10%
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FR All Incident Demand Density
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FR Fire Incident Demand Density
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FR EMS Incident Demand Density
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FR Travel Time
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FR
Support Programs
• Communications & Dispatch
• Life Safety Services & Public Education
• Special Operations
• Emergency Medical Services
• Training & Continuing Medical Education
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Conclusions
and
Recommendations
FR
Key Findings
• The City’s budgeted revenues continue to be strained to keep pace with the inflation-fueled growth in expenditures.
• The fire department has added a fourth position to its second ladder company as daily staffing levels allow.
• Each station needs updating from a construction, ADA, and modernization standpoint.
• The number of fires in Salinas is above the national average.. • Incidents associated with the unhoused population accounted for
5.1% of responses between 2020–2022.
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Key Findings continued …
• The total response workload has increased by 29.8% over the past seven years.
• The Unit Hour Utilization (UHU) is higher than in 2019. All stations exceeded 10%-unit hour utilization. “Unsheltered” persons account for much of this increase.
• The City Council has allocated funding to purchase land for a new Fire Station 7, but the funding for construction, staffing, and equipment has not been identified.
• The City Council has authorized “over hiring” for firefighters.. • The only comprehensive medical exam is provided to personnel when they are hired.
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Key Findings continued …
• EMS workload increased by 40.3% over the last seven years. • EMS requests are 75.8% of all responses. This has increased since the 2019 report by nearly 7%.
• Per Monterey County EMSA policy, American Medical Response (AMR) units can be reassigned or diverted to more acute level calls.
When reassignment or diverted, SFD crews are left on the scene until another AMR ambulance becomes available.
• 56% of medical aids fall into two call types: Sick Person and Unknown Problem/Person Down.
• Unhoused responses are a significant obligation of SFD. Research revealed that Natividad Hospital offers comprehensive mental health services with 24-hour care.
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Key Findings continued …
• According to the data, the volume of incident medical calls related to unhoused medical aids is just above 6%.
• All stations have workout equipment located within the apparatus bay, with no physical separation between the apparatus and workout areas.
• The Training Division lacks adequate administrative support. • The Fire Marshal has additional responsibilities not associated with fire code enforcement.
• SFD is not meeting the state-mandated inspection schedule. • A defined schedule to inspect all commercial occupancies needs to be developed.
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FR
Key Findings continued …
• Emergency Communications Department generally meets national call processing criteria in all classes except for fire responses. • SFD provides excellent service for new construction plan reviews and permitting.
• Public outreach and prevention activities need to be expanded. • There is no coordinated community risk reduction program at SFD. 40 AP Triton, LLC
FR
Short-Term Recommendations Highlights
• Implement a Quick Response Unit for a 180-day trial period. • Implement annual medical examinations for firefighters. • Explore drafting a reasonable ambulance bid when the current contract ends.
• Implement a First Responder Fee for medical incidents. • Develop a plan to build and staff Fire Station 7.
• Add a Support Division Chief to reduce the Fire Marshal’s workload. • Identify all Commercial Properties and Target Hazards. • Develop a Strategic Plan.
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Mid-Term Recommendations Highlights
• Increase EMS Training to meet National Registry Requirements. • Explore options with partner agencies to develop a response team for mental health, intoxication, and welfare checks.
• Determine if alternative dispatching for Fire and Police should be considered.
• Develop a robust Fire Investigation program.
• Develop a Community Risk Reduction program.
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FR
Long-Term Recommendation
• Develop a Capital Improvement and Replacement Plan.
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FR
Questions
and
Discussion
44 AP Triton, LLC
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-556, Version: 1
Notice of Preparation for the General Plan Environmental Impact Report and Quarterly General Plan Update
Receive and accept the General Plan Environmental Impact Report and quarterly General Plan Update and provide comment.
City of Salinas Page 1 of 1 Printed on 9/21/2023
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: SEPTEMBER 26, 2023
DEPARTMENT: COMMUNITY DEVELOPMENT DEPARTMENT
FROM: LISA BRINTON, DIRECTOR
THROUGH: GRANT LEONARD, PLANNING MANAGER
BY: JONATHAN MOORE, SENIOR PLANNER
TITLE: NOTICE OF PREPARATION FOR THE GENERAL PLAN
ENVIRONMENTAL IMPACT REPORT AND QUARTERLY
GENERAL PLAN UPDATE
RECOMMENDED MOTION:
Receive and accept the General Plan Environmental Impact Report and quarterly General Plan Update and provide comment.
EXECUTIVE SUMMARY:
The City is undertaking the Visión Salinas 2040 General Plan Update (GPU) and Climate Action Plan and released the associated Environmental Impact Report (EIR) Notice of Preparation (NOP) on September 1, 2023. The NOP process gives the community and agencies the chance to comment on the scope and focus areas to guide EIR drafting. Land use changes are a critical part of this GPU and EIR and the NOP is another opportunity to review the Draft Place Types. Staff is currently drafting and content and is reviewing General Plan Goals/Policies/Actions with the Steering Committee monthly. Additional engagement for the General Plan and Climate Action Plan (CAP) will continue this fall and winter, with the intent to release full drafts of the General Plan, CAP, and EIR in spring 2024. The Housing Element continues on its separate track for adoption before the December 15, 2023, statutory deadline. Staff is working on addressing preliminary comments received from the state Department of Housing and Community Development and preparing a separate environmental document for the Housing Element.
BACKGROUND:
The City started the Visión Salinas 2040 comprehensive update of the City of Salinas General Plan in the summer of 2021. The City has undertaken an intense engagement program, including 17 workshops, nine Working Group meetings, regular Steering Committee meetings, pop-ups at community events, and other activities.
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Staff is now drafting policy and narrative content for the General Plan elements, is reviewing Goals/Policies/Actions with the Steering Committee monthly and will soon start drafting Climate Action Plan policies. The state recommends starting the environmental review process for planning documents when still drafting policy to align the documents and create self-mitigating plan policy.
DISCUSSION:
Notice of Preparation for the General Plan Environmental Impact Report The City will prepare a programmatic EIR for the General Plan and Climate Action Plan and pursuant to CEQA requirements has released a NOP (Attachment 1) to announce the formal start of this process. The NOP sets a time period where community members, agencies, and other stakeholders are invited to provide comments on the scope and content of the EIR. The written comment period is from September 1, 2023 to October 2, 2023. There will also be an official scoping meeting held as part of the General Plan Steering Committee meeting on September 27, 2023. Details on how to submit comments and the scoping meeting are provided in the NOP, attached to this staff report.
The NOP includes a project description of the General Plan Update and its contents (see Table 1 below) and notes potential areas of environmental impact to be analyzed. Because of the highlevel and citywide nature of General Plans, the NOP presumes potentially significant impact in most subject areas, unless there is nothing relevant in the city (i.e., timberland or mineral resources). In addition to making General Plan policy as self-mitigating as possible, the EIR will also include a Mitigation, Monitoring, and Reporting Program.
Table 1: Pillars and Elements of the General Plan
Pillars Built Environment Environment and
Sustainability
Socioeconomic Systems
Elements Land Use and
Infrastructure
Community
Design
Housing
Circulation
Noise
Conservation
& Open
Space
Environmental
Safety
Health and
Environmental
Justice
Economic
Development
Public Safety
Arts, Culture,
and Youth
Bold = State-mandated element
The NOP also includes figures showing the regional vicinity and Draft Place Types (land uses).
Land uses changes are often one of the most significant pieces of a general plan update and EIR, therefore, the NOP process is another opportunity for community review of the Draft Place Types.
Page | 3
Draft Place Type Land Use Designations
Through this General Plan Update, staff is proposing a new approach to land use designations and corresponding land use map that aims to create and reinforce quality places where people want to live, work, play, and learn. The Draft Place Types and Place Type Map (Attachments 2 and 3) were developed from community feedback received at the seven (7) land use workshops, Working Group and Steering Committee meetings, and the Community Design Workshop. Draft Place Types incorporate land use policies and recommendations of other recent planning documents including the Alisal Vibrancy Plan and the Economic Development Element. In general, residents and stakeholders wanted to see more housing and mixed-use development, sufficient area for businesses to grow, and a variety of entertainment and recreation opportunities for all ages.
The Draft Place Types respond to community identified needs by increasing flexibility to make the most use of limited infill sites, as well as new development opportunities in the Future Growth Area (FGA). Even with the FGA buildout, there are many reasons to grow up, not just out, including: meeting community needs on limited developable sites, increasing housing opportunities and easy access to services and daily needs throughout the city, lowering emissions, and balancing the municipal costs of sprawl.
Certain parts of the city are more likely to see major changes than others. The Draft Areas of Change Map (Attachment 4) highlights that the biggest transformations will occur in the Future Growth Area and other areas with the implementation of major specific plans or proposed projects such as the Ag-Industrial Center and Carr Lake. Major corridors could evolve with mixed-use or higher-density developments, while most of the city’s residential areas would see smaller infill changes.
Some key proposed land use changes include:
Addition of two (2) mixed-use designations, plus special districts for the downtown and the Alisal Marketplace;
Residential densities that allow for more housing (see Table 2 below), including the “Missing Middle” (bungalows, duplexes, townhomes etc.) range, that may be more affordable through design;
Unique place types for the West Area and Central Area Specific Plans that reference the approved specific plan documents; and
An update to East Area of the FGA to blend the community’s desire for higher housing density with the vision and objective of a previous draft specific plan.
Table 2: Comparison of Draft Place Type and Zoning Residential Densities* Draft Place Type
Proposed Density
Range (dwelling
units/acre)
Current Zoning
Current Density
Range (dwelling
units/acre)
Traditional
Neighborhood 6-12 Residential Low Density 6-8
Blended Residential
Neighborhood 12-20 Residential Medium Density 8-15
Page | 4
Multifamily
Neighborhood 20-40 Residential High Density 15-24
Employment Center
Neighborhood Center 15-30 (both)
Commercial Office,
Commercial
Office/Residential
15-20 (both)
Commercial Retail 15-30 Commercial Retail 15-24
Mixed Use Corridor,
Mixed Use Village 30-40 (Corridor)
30-50 (Village)
Mixed Use 15-24 for residential
only, 30-40 in certain
FG Overlays
City Center Core,
City Center Edge
30-80 (Core)
20-40 (Edge)
Mixed Use – Central
City Overlay
80 maximum in
Downtown Core
Alisal Marketplace
30-60
N/A – area currently
commercial/light
industrial (roughly
bounded by Front
Street, E Market
Street, US 101, and E
Alisal Street)
15-24 in limited
Commercial
Retail/Mixed Arterial
Frontage areas
*Zoning code densities used for ease of comparison
Housing Element Progress Update
For most of the first half of 2023, staff focused on completing a first draft 6th Cycle Housing Element (Housing Element) and accompanying community engagement. The draft Housing Element was submitted for state Housing and Community Development (HCD) review on July 7, 2023. Staff received preliminary HCD comments in August and are addressing the comments prior to the official HCD comment letter, expected in early October. Staff will complete any remaining revisions and engagement and start the approval process with the goal of adoption at the December 6, 2023, City Council meeting, ahead of the statutory deadline of December 12, 2023.
Since the draft Housing Element is running ahead of the rest of the General Plan Update it will move forward under separate environmental document. Working with outside legal counsel a determination was made that because the number of units anticipated by the draft Housing Element falls within the thresholds of previously certified environmental documents, the City will prepare an addendum to the 2017 Economic Development Element EIR, which will also be adopted in December 2023 with the Final 2023-2031 Housing Element.
General Plan Update Next Steps
During the next quarter, staff will be focused on General Plan content editing and review, finalizing the Housing Element, completing associated environmental work, and conducting additional engagement for the Climate Action Plan, particularly through pop-ups and surveys. Staff will also circle back with stakeholders on key housing and economic policy pieces that require additional consultation. Following the Housing Element adoption in December, staff will work with the consultant teams to prepare drafts of the full General Plan, CAP, and EIR for public review in spring 2024.
Page | 5
DEPARTMENT COORDINATION:
Community Development Department (CDD) staff is working with Public Works, Library and Community Services, Police, and Fire staff to review draft policies to ensure internal consistency.
CDD staff is also working closely with the City Attorney and their outside special counsel firm Meyers Nave on the development of the General Plan and related environmental documents.
CEQA CONSIDERATION:
The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378). Because the proposed action and this matter have no potential to cause any effect on the environment, or because it falls within a category of activities excluded as projects pursuant to CEQA Guidelines section 15378, this matter is not a project. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
STRATEGIC PLAN INITIATIVE:
Given that the General Plan acts as the City’s guiding document for future growth and development, it will help meet all City Council Strategic Goals. However, the current work around the General Plan Update is specifically reflected as an objective under Effective and Culturally Responsive Government. Adopting a Climate Action Plan is also an objective under Infrastructure and Environmental Sustainability.
FISCAL AND SUSTAINABILITY IMPACT:
The General Plan update is estimated to cost approximately $3.4 million dollars. The City secured $1.1 in grant funding through the Local and Regional Early Action entitlement grants and a Sustainable Agricultural Land Conservation grant to support the General Plan update. Additional funding for the General Plan update comes from the General Plan Fund (2513), formerly CIP 9701, which is funded by the General Plan/Zoning Maintenance Fee. There is currently $2.6 million available in the General Plan Fund (2513) to support the General Plan update.
ATTACHMENTS:
1. Notice of Preparation for the General Plan Environmental Impact Report
2. Draft Place Types Description Table
3. Draft Place Types Map (NOP Figure 2)
4. Draft Areas of Change Map
Notice of Preparation
Visión Salinas 2040 General Plan and Climate Action Plan Environmental Impact Report Date: September 1, 2023
To: State Clearinghouse
State Responsible Agencies
State Trustee Agencies
Other Public Agencies
Interested Organizations and Individuals
Subject: Notice of Preparation of a Draft Environmental Impact Report for Visión Salinas 2040 General Plan and Climate Action Plan
Notice is hereby given that the City of Salinas (City) will prepare an EIR for the proposed Visión Salinas 2040 General Plan and Climate Action Plan (proposed project). Pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15206, the proposed project is considered a project of statewide, regional, or areawide significance. The City, acting as the Lead Agency, will prepare an EIR to address the potential environmental impacts associated with the project at a programmatic level, consistent with CEQA Guidelines Section 15168. The program-level EIR will evaluate the environmental impacts associated with the broad policies of the proposed Visión Salinas 2040 General Plan and the likely type and amount of development allowed within the General Plan horizon of 2040, as well as the potential impacts associated with the proposed Climate Action Plan. An evaluation of project alternatives that could reduce significant impacts will be included in the EIR. The proposed project, its location, and potential environmental effects are described below, and additional information on the proposed project is available at https://www.visionsalinas.org/ Pursuant to CEQA Guidelines Section 15082, the City is requesting comments and guidance on the scope and content of the EIR from interested public agencies, organizations and individuals. With respect to the views of Responsible and Trustee Agencies1 as to significant environmental issues, the City needs to know the reasonable alternatives and mitigation measures that are germane to each agency’s statutory responsibilities in connection with the proposed project. Responsible agencies may need to use the EIR prepared by the City when considering permitting or other approvals for potential future development projects.
Due to the time limits mandated by State law, your response must be received no later than the close of the 30-day Notice of Preparation (NOP) review period on Monday, October 2, 2023. If you submit comments on the scope of the EIR, you will automatically be added to the City’s distribution list for future notices and information about the environmental review process for the proposed project. If you do not wish to submit comments on the scope of the EIR, but would like to be added to the City’s mailing list, you can submit your contact information, including email address with a request to be added to the mailing list.
1 “Responsible Agencies” include all public agencies other than the Lead Agency that have discretionary approval power over the project. “Trustee Agencies” are State agencies having jurisdiction by law over natural resources affected by a project which are held in trust for the people of the State of California. Trustee Agencies include the California Department of Fish and Wildlife, the State Lands Commission, the State Department of Parks and Recreation, and the University of California.
City of Salinas
Visión Salinas 2040 General Plan and Climate Action Plan Environmental Impact Report Notice of Preparation
PAGE 2
Lead Agency Contact:
Jonathan Moore, Senior Planner
Community Development Department, City of Salinas
[email protected]
Written Comments:
Please submit written comments by 5:00 p.m. on Monday, October 2, 2023 • Email: [email protected] (subject line: “Visión Salinas EIR”) • Regular Mail: Community Development Department, City of Salinas, 65 West Alisal Street, Suite 201, Salinas CA 93901.
Attn: Jonathan Moore
Public Scoping Meeting:
The City will hold public workshops and meetings throughout the planning process, as well as meetings of the General Plan Steering Committee, Planning Commission, and City Council, to inform the public and interested agencies about the proposed project and solicit feedback on the contents of the proposed Visión Salinas 2040 General Plan and Climate Action Plan.
The City will hold a scoping meeting to solicit public comment on the environmental issues to be addressed in the EIR. The scoping meeting will be held as part of the Visión Salinas 2040 General Plan Steering Committee meeting on Wednesday, September 27, 2023, at 6:00 pm. The meeting will be held in the Community Room at 312 E Alisal Street, Salinas CA, 93901.
Project Location:
The City of Salinas is located is approximately 105 miles south of San Francisco in Monterey County. The City of Salinas is located at the beginning of the Salinas Valley, and is bounded by Prunedale to the north, the Gabilan mountain range to the east, the Santa Lucia mountain range to the south, and Monterey Bay to the west. U.S. Highway 101 (Highway 101), State Route (SR) 183, and SR 68 run through the city. Highway 101 is the north south-route connecting the Salinas Valley and Monterey County to the south to San Francisco Bay Area to the north. SR 183 runs in an east-west direction, connecting Castroville and Highway 1 to the Salinas Valley. SR 68 runs in a south-north direction and connects the areas of Monterey and Carmel to Salinas. The City is surrounded by unincorporated rural and agricultural land. Nearby cities/communities include the city of Watsonville located to the north, the community of Speckles located to the south, and the city of Marina located to the west.
Within Salinas there is the Salinas Municipal Airport; the next closet airport is Marina Municipal Airport, located approximately 9 miles to the west. Figure 1, Local and Regional Vicinity Map, shows the regional setting of the city of Salinas and the existing and proposed sphere of influence, which will be evaluated in the EIR.
Project Description:
General Plan Update
The City of Salinas is preparing a comprehensive update to its existing General Plan. The update is expected to be completed in 2024 and will guide the City’s development and conservation through 2040. To guide the General Plan update, three different themes were recognized as pillars that would work together to achieve Salinas’s vision. The three pillars: Built Environment, Environmental and Sustainability, and Socioeconomic Systems.
State law requires that the General Plan contains eight elements: Land Use, Circulation, Housing, Open Space, Noise, Safety, Conservation, and Environmental Justice. The content of these elements is outlined in State law. The proposed Visión Salinas 2040 General Plan will include all State-required elements and optional elements including Arts, Culture and Youth. The proposed General Plan will group these elements under the three different pillars that were previously identified, as shown below in Table 1, Pillars and Elements of the General Plan. General Plan Housing Elements are required to be updated every eight years to fulfill the Regional Housing Needs Allocation and comply with State law. To meet the State deadline, Salinas’ Housing Element is being updated through a separate process.
City of Salinas
Visión Salinas 2040 General Plan and Climate Action Plan Environmental Impact Report Notice of Preparation
PAGE 3
Table 1 Pillars and Elements of the General Plan
Pillars Built Environment Environment and Sustainability Socioeconomic Systems Elements • Land Use and Infrastructure
• Community Design
• Housing *
• Circulation
• Noise
• Conservation & Open Space
• Environmental Safety
• Health and Environmental
Justice
• Economic Development
• Public Safety
• Arts, Culture and Youth
Notes: bold = State-mandated element; * The Housing Element is being updated through a separate process.
The overall purpose of the proposed Visión Salinas 2040 General Plan is to create a policy framework that articulates a vision for the long-term physical form and development of Salinas, while preserving and enhancing the quality of life for Salinas residents. The key components of the proposed project will include broad community goals for the future of Salinas and specific policies and implementing actions that will help meet the goals. The proposed Visión Salinas 2040 General Plan will add new and expanded policy topics to address the current requirements of State law, modernize the City’s policy framework, and address land use mapping issues and inconsistencies.
As part of the proposed Visión Salinas 2040 General Plan, the City is considering future amendments to its sphere of influence to include the following four Economic Opportunity Area (EOA) Target Areas identified in the City’s current Economic Development Element (EDE):
• EOA B Target Area, located to the southeast of the city, south of Abbott Street • EOA K Target Area, located to the northwest of the city, east of Highway 101 • EOA L2 Target Area, located to the west of the city, to the north of Boronda and to the west of Highway 101 • EOA N Target Area, located to the south of the city, east of SR 68 to the south of East Blanco Road As part of the planning process for the proposed Visión Salinas 2040 General Plan, the City has prepared a land use map using place types intended to replace the City’s current General Plan land use map. Draft place types are mapped in Figure 2, Draft Place Types.
Climate Action Plan
The City of Salinas is also preparing a Climate Action Plan to reduce greenhouse gas (GHG) emissions in ways that invest in equity while supporting adaptation to climate change impacts and other community priorities. The Climate Action Plan identifies Salinas’ current and projected future levels of GHG, assesses how these emission levels compare to State and local GHG reduction targets, identifies strategies to reduce GHG emissions, and demonstrates quantitatively how these strategies allow the City to meet or exceed its reduction targets. The Climate Action Plan also includes information to assist the City and its community partners in implementing the GHG reduction strategies.
Potential Areas of Environmental Effect:
The EIR will describe the reasonably foreseeable and potentially significant adverse effects of the proposed project (both direct and indirect). The EIR also will evaluate potential cumulative impacts of the project in conjunction with other related past, present, and reasonably foreseeable projects. The City anticipates that the proposed project could result in potentially significant environmental impacts in the following topic areas, which will be further evaluated in the EIR. • Aesthetics
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
• Forestry Resources
• Geology and Soils
• Greenhouse Gas Emissions
• Hazards and Hazardous Materials
• Hydrology and Water Quality
• Land Use and Planning
• Noise
• Parks and Recreation
• Population and Housing
• Public Services
• Transportation
• Tribal Cultural Resources
• Utilities and Service Systems
• Wildfire
• Cumulative Effects
• Growth-Inducing Effects
City of Salinas
Visión Salinas 2040 General Plan and Climate Action Plan Environmental Impact Report Notice of Preparation
PAGE 4
The City has determined that the proposed project would have no impact on the following environmental topics, due to existing conditions of the city and surrounding area. These issues will therefore not be analyzed in the EIR. • Zoning for forest land. Based on Salinas zoning map, there are no lands within the EIR Study Area containing land that can support forestland, timberland, or Timberland Production Zone.2 Consequently, there would be no impacts with regard to zoning for forestry resources and this issue will not be discussed in the EIR. • Minerals resources. The California Department of Conservation, Geological Survey classifies lands into Aggregate and Mineral Resource Zones (MRZs) based on guidelines adopted by the California State Mining and Geology Board, as mandated by the Surface Mining and Reclamation Act of 1974.3 These MRZs identify whether known or inferred significant mineral resources are present in areas. The study area does not contain areas for mineral resources where there is adequate information indicating significant mineral deposits or the high likelihood of significant mineral deposits present.4, 5 Therefore, there would be no impact with regard to the loss of a valuable mineral resource and this issue will not be discussed in the EIR.
When the Draft EIR is completed, it will be available for review at the following location: https://www.visionsalinas.org/ The City will issue a Notice of Availability of a Draft EIR at that time to inform the public and interested agencies, groups, and individuals of how to access the Draft EIR and provide comments.
Figures:
Local and Regional Vicinity Map
Draft Place Types
Jonathan Moore, Community Development Department,
Senior Planner
Date
2 City of Salinas, Official Zoning Map City of Salinas, https://www.cityofsalinas.org/files/sharedassets/city/communitydevelopment/documents/salinaszoningmap.pdf, accessed August 7, 2023. 3 Public Resources Code, Division 2, Geology, Mines and Mining, Chapter 9, Surface Mining and Reclamation Act of 1975, Article 4, State Policy for the Reclamation of Mined Lands, Section 2762(a)(1). 4 California Department of Conservation, 2016, Mines Online, https://maps.conservation.ca.gov/mol/Index.html, accessed August 7, 2023. 5 Monterey County, 2004, Monterey County General Plan Update EIR, Exhibit 4.5.1 Mineral Resources. https://www.co.monterey.ca.us/home/showpublisheddocument/43876/636386647688400000, accessed August 7, 2023. 08/29/2023
SANTA CLARA
COUNTY
SANTA CRUZ
COUNTY
SAN BENITO
COUNTY
MONTEREY
COUNTY
E Boronda Rd
NSanborn Rd
Constitution Blvd
Central Ave
E Blanco Rd
E Romie Ln
Alisal Rd
Abbott St
ClaySt
W Blanco Rd
E Alisal St
W Acacia St
WAlisal St
N Main St
Russell Rd
S Sanborn
Rd
Towt St
E Alvin Dr
Williams Rd
(/101
183
68 68
City Limit
Existing Sphere of Influence
Proposed Sphere of Influence
Expansion Areas
Place Types
Alisal Marketplace
Blended Residential
Neighborhood
Central Area Specific Plan
City Center - Core
City Center - Edge
Civic and Institutional
Commercial Retail
Emerging Industry
Employment Center
Heavy Industry and Production
Medium Industrial
Mixed Use Corridor
Mixed Use Village
Multifamily Neighborhood
Natural Preservation and Open
Space
Neighborhood Center
Parks and Recreation
Tradtitional Neighborhood
West Area Specific Plan
0 1 2
Miles
Figure 2
Draft Place Types
Source: City of Salinas, 2023; PlaceWorks, 2023.
NOTICE OF PREPARATION
CITY OF SALINAS
V I S I Ó N S A L I N A S 2 0 4 0 G E N E R A L P L A N E I R
P L A C E W O R K S
Category Place Type Description Example Images Common
Uses/Development
● = number of dots
represents the typical
prevalence of allowed uses
within the place type
●●●●● Most Common
● Least Common
Development
Standards
Most
Comparable
Zoning
Open Space
and Public
Service
1. Natural
Preservation
and Open Space
This place type intends to
protect natural resources in
Salinas, such as creeks,
floodways, habitats, and
hillslope areas. May include
improvements for limited
recreation such as trails or
benches.
Gabilan Creek Between Circle Dr. and N Madeira
Open space ●●●●●
Resource preservation
●●●●●
Flood management/multiuse green infrastructure
●●●●
Trails ●●
Development of buildings
and structures not
permitted.
Open Space (OS)
2. Parks and
Recreation
This place type provides a
flexible designation for
existing and future publiclyand privately-owned active recreation areas. Parks can
range from neighborhood
tot lots to large
multipurpose sports
facilities, with many active
recreation uses in between.
Closter Park Natividad Creek Park
Public parks ●●●●●
Playgrounds ●●●●●
Sports fields and courts
●●●●
Recreation centers ●●●
Trails ●●●
Flood management/multiuse green infrastructure ●●●
Community Gardens ●
Max 0.2 FAR Parks (P)
3. Civic and
Institutional
This place type includes
schools, recreation centers,
senior centers, government
offices, and hospitals, as
well as the Salinas Airport.
Some of these institutions
require differing
development standards to
use space efficiently,
including for associated
housing, such as for school
teachers and staff on school
sites, which can include tiny
homes and other
alternative housing types.
El Gabilan Library Hartnell College - photo by “Sgerbic” Grade schools ●●●●●
Government buildings ●●●●
College/post-secondary ●●
Hospitals ●●
Recreation, community, or
senior centers ●●
Residential ●
Navigation
center/permanent
supportive housing ●
Emergency Shelters●
Typically 2-3 stories,
maximum 4 stories
Max 1.0 FAR
15 to 30 DU/Acre for
workforce/student housing
only
Public/SemiPublic (PS)
Attachment 2 Draft Place Types Description Table
Airport ●
Residential
4. Traditional
Neighborhood
These established
neighborhoods include
primarily detached singlefamily homes, accessory
dwelling units, and small
multifamily structures.
Supporting uses include
schools, neighborhoodserving parks,
community/senior centers,
and places of worship. Salinas home Salinas Accessory Dwelling Unit (ADU) Single-family residential
(detached homes, small lot
homes) ●●●●●
Small-scale multifamily units
(accessory dwelling units,
duplexes, bungalow courts)
●●●
Education/worship/parks ●
1-2 stories. Scale and
setbacks should be
consistent with surrounding
development.
6 to 12 DU/Acre
Residential – Low
Density (R-L)
5. Blended
Residential
Neighborhood
These residential areas
generally have a mix of
housing types, including
duplexes and triplexes,
small apartment buildings,
courtyard bungalows, and
townhomes. Supporting
uses include schools,
neighborhood-serving
parks, community/senior
centers, and places of
worship. These areas are
typically walkable to nearby
commercial services. Bungalow court – Riker Street Salinas small apartment building – Riker Street
Multifamily (small apartment
buildings, bungalow courts,
townhomes, duplexes, and
triplexes) ●●●●●
Single-family residential ●●
Education/worship/parks ●
1-3 stories. Scale and
setbacks should be
consistent with surrounding
residential development.
12 to 20 DU/Acre
Residential –
Medium Density
(R-M)
6. Multifamily
Neighborhood
These areas feature
apartment buildings large
enough to support on-site
community spaces, such as
playgrounds and gardens,
with supporting uses similar
to other neighborhoods and
commercial districts nearby,
often along major roads.
Haciendas apartments – Calle Cebu
La Gloria apartments – E Market Street
Larger apartment and
condominium developments
●●●●●
Rowhomes/townhomes ●●●
Education/worship/parks ●
Navigation
center/permanent
supportive housing ●
2-5 stories. Provides
opportunity to build higher
than most existing
residential structures and
include more amenities on
site.
20 to 40 DU/Acre
Residential – High
Density (R-H)
7. Neighborhood
Center
These key intersections
include commercial uses
that provide a variety of
services and a social hub for
nearby residents. Buildings
are encouraged to provide
retail, dining, and service
uses on ground floors with
residences above, and
horizontal mixed use with
offices, personal services,
and small-scale retail.
Montana Avenue – Santa Monica Romie Lane
Retail and dining ●●●●
Medical and professional
offices ●●●●
Personal services and offices
●●●
Multifamily residential ●●●
Vertical mix of uses ●●●
Public gathering spaces ●
1-4 stories. Stacking of uses
is encouraged.
Opportunities exist to
increase sidewalk width and
build to sidewalk.
15 to 30 DU/Acre
Max 1.0 FAR
Commercial
Office/Residential
(CO/R)
Mixed Use – (MX)
Mixed Use
8. Mixed Use
Corridor
These major thoroughfares
feature a vertical mix of
commercial activity, such as
retail shopping centers,
offices, and professional
services with residential
uses above.
Fremont Boulevard – Fremont Lighthouse Avenue - Monterey Vertical mix of uses ●●●●●
Retail and dining ●●●●●
Offices and services ●●●●
Multifamily residential ●●●●
Entertainment ●●●
Hotels/lodging ●●
Public gathering/open space
●
2-6 stories. New
development should be
oriented to the street, be
accessible to pedestrians
and transit riders, and
include a mix uses to create
a walkable and transitfriendly environment.
30 to 40 DU/Acre
Max 3.0 FAR (nonresidential only)
Mixed Use (MX)
Mixed Arterial
Frontage (MAF)
9. Mixed Use
Village
This place type is designed
to accommodate both a
vertical and horizontal mix
of uses, often in clusters of
multiple buildings in a
planned development, or
via redevelopment of big
box retail centers. Mixed
use villages should be wellintegrated with surrounding development, including
residential and commercial
uses.
Fruitvale Station – Oakland Constitution Blvd – Creekbridge Village Mix of uses ●●●●●
Retail and dining ●●●●●
Offices and services ●●●●
Multifamily residential ●●●●
Entertainment ●●●
Hotels/lodging ●●
Public gathering/open space
●
1-6 stories. New
development should be
oriented to the street, be
accessible to pedestrians,
and include a mix uses to
create a walkable
environment.
30 to 50 DU/Acre
Max 1.0 FAR (nonresidential only)
Mixed Use (MX)
10. Commercial
Retail
The Commercial Retail
place type primarily
provides for larger-scale
stores, as well as
restaurants and personal
and business services.
These uses are commonly
located in local- and
regional-serving shopping
centers on major roads.
This place type also allows
for hotels and some
multifamily housing. North Main Street – Northridge Mall West Davis Road - Costco Regional shopping centers
and malls ●●●●●
Retail and dining ●●●●●
Offices and services ●●●●
Entertainment ●●●●
Multifamily residential ●●●
Hotels/lodging ●●●
Auto sales/service ●●●
1-4 stories.
15 to 30 DU/Acre
Max 0.5 FAR
Commercial Retail
(CR)
11. Employment
Center
These areas with business
parks, research and
development laboratories,
office clusters, and limited
manufacturing include
landscaping and design
standards intended to
buffer noise, traffic, and
other impacts to be
compatible with
apartments and workforce
housing. Abbot Street - Primecare Rossi Street and Quail Run Office/business parks ●●●●●
Research facilities ●●●●
Medical offices/labs ●●●
Multifamily
residential/workforce
housing ●●
Light industrial ●●
1-4 stories
Max 2.0 FAR
15 to 30 DU/Acre
Includes form and
screening/landscaping
requirements to make
compatible with adjacent
residential development.
Development often planned
Industrial -
Business Park
(IBP)
Industrial –
General
Commercial (IGC)
Commercial
Office (CO)
Commercial/
Employment
as a cohesive “campus” or
business park.
12. Emerging
Industry
These areas support a
variety of light
manufacturing, workshops,
arts and crafts production,
commercial kitchens, and
other small-scale, lowerimpact uses. This place type
also accommodates
live/work and supporting
retail.
–
Office building – Santa Monica
Industrial/business incubator/office
building – Richmond
Light industrial ●●●●
Workshops ●●●●
Maker space ●●●●
Business incubators ●●●
Auto-repair ●●●
Live/work ●●
Retail ●
Multifamily
residential/workforce
Housing●
1-4 stories
Max 2.0 FAR
12 to 24 DU/Acre
Includes form and
screening/landscaping
requirements to make
compatible with residential.
Mixed Arterial
Frontage (MAF)
Industrial –
General
Commercial (IGC)
Light intensity
Industrial
13. Medium
Industrial
The Medium Industrial
place type provides for
manufacturing, distribution
and
warehousing/wholesaling,
automobile sales and
repairs, and building
materials sales that would
generally not be
appropriate in place types
with residential uses
because of potential
impacts. In areas where this
place type is adjacent to
residential uses, there
should be screening or a
landscaped buffer between
the uses.
West Market Street Industrial building – San Luis Obispo Light manufacturing ●●●●
Warehousing and
distribution ●●●●
Vehicle sales and repair
●●●●
Wholesaling ●●●●
Business parks ●
Energy production ●
1-2 stories
Max 0.4 FAR
Industrial –
General (IG)
Medium intensity
14. Heavy Industry
and Production
These areas dedicated to
intense manufacturing,
distribution, freight, and
other heavy industry and
infrastructure are located
near rail and highways for
efficient movement of
goods. They provide
significant space for largescale operations and other
uses that may generate
significant noise, odors, or
other potential effects that
require buffering from
surrounding areas.
Harkins Road Hansen Street
Packing and shipping centers
●●●●●
Plants and factories ●●●●●
Warehousing and
distribution ●●●●●
Waste
management/processing
●●●
Auto salvage ●
Energy production ●
1-3 stories depending on
internal production
activities required for
facility
Max 0.5 FAR
Includes buffering,
landscaping, and green
infrastructure to limit
nuisances and
environmental harm.
Industrial –
General (IG)
Heavy Intensity
Unique 15. City Center
a. Core
b. Edge
The City Center place type is
centered along the vibrant
heart of Main Street in
Salinas. This place type
builds off the area’s strong
historic character, while
encouraging innovation,
adaptive reuse, multi-story
mixed use, and transitoriented development,
especially near the
Intermodal Transit Center.
The City Center Core area
should feature the tallest
buildings in Salinas, with
development intensity
tapering off in City Center
Edge areas.
South Main Street – Downtown Core
Transit Oriented Development – Pleasant
Hill BART Station Area
East Alisal Street – Downtown Edge
Retail and dining ●●●●●
Entertainment ●●●●
Multifamily residential
●●●●●
Office ●●●●
Government ●●●●
Hotels ●●
Public gathering/open space
●
Core:
1-8 stories
Max 6.0 FAR
30 to 80 DU/Acre
Edge:
1-5 stories
Max 3.0 FAR
20 to 40 DU/Acre
Mixed Use (MX) +
Central City
Overlay
Downtown Core
Area and
Downtown
Neighborhood
Area
16. Alisal
Marketplace
This place type offers a
major redevelopment
opportunity to connect the
City Center to the Alisal
through a new walkable
neighborhood that includes
larger-scale residential,
mixed use, civic,
commercial, and even
flexible light industrial
development.
Mixed use building – Berkeley
Tannery Arts Center – Santa Cruz
Source: Jscotannery.com
Large
apartments/multifamily
residential ●●●●
Retail and dining ●●●●
Office ●●●●
Live/work ●●●
Light industrial/maker space
●●●
Hotel/lodging ●●
Civic
(government/education) ●
Public gathering/open space
●
1-6 stories
Max 4.0 FAR
30 to 60 DU/Acre
Mixed Use (MX)
Mixed Arterial
Frontage (MAF)
Industrial –
Business Park
(IBP)
Specific Plan
Areas
17. West Area
Specific Plan
(WASP)
Approved in 2019, the
WASP is located on 797
acres north of Boronda
Road between San Juan
Grade and Natividad Road.
It plans for more than 4,300
housing units at a variety of
densities, mixed use
commercial areas, and
community uses such as
parks and schools.
WASP Land Use Map
Low – medium density
residential ●●●●●
High density residential ●●
Schools ●●
Parks and open space ●●
Mixed use and commercial
space ●●
Set by specific plan adopted
in 2019.
The WASP and
CASP each have
their own land
use/zoning
18. Central Area
Specific Plan
(CASP)
Approved in 2020, the CASP
is located on 760 acres
north of Boronda Road
between Natividad Road
and Constitution Boulevard.
Designed according to New
Urbanism principles, it plans
for about 3,900 housing
units, a mixed-use village
center, and community uses
such as parks and schools.
CASP Land Use Map
Low – medium density
residential ●●●●●
High density residential ●●
Schools ●●
Parks and open space ●●●
Mixed use and commercial
space ●●
Library/fire station ●
Set by specific plan adopted
in 2020.
The WASP and
CASP each have
their own land
use/zoning
19. East Area
Specific Plan
(multiple place
types)
The Place Type Map shows
this area as a complete
neighborhood with mixed
use nodes at key
intersections, open space
and recreation, and new
education sites. Residential
neighborhoods are made up
of a mix of housing types
with higher densities
concentrated more along
major roadways and
intersections. The Natividad
Creek corridor will also be
preserved as a natural
feature. A specific plan will
refine the locations and
types of planned land uses
for the East Area. General Plan Land Use and Circulation Policy Map of the East Area Low – medium density
residential ●●●●●
Parks and open space ●●●●
Schools ●●●
High density residential ●●
Mixed use and commercial
space ●●
Civic and institutional ●
Set by future specific plan
E Boronda Rd
NSanborn Rd
Constitution Blvd
Central Ave
E Blanco Rd
E Romie Ln
Alisal Rd
Abbott St
ClaySt
W Blanco Rd
E Alisal St
W Acacia St
WAlisal St
N Main St
Russell Rd
S Sanborn
Rd
Towt St
E Alvin Dr
Williams Rd
(/101
183
68 68
City Limit
Existing Sphere of Influence
Proposed Sphere of Influence
Expansion Areas
Place Types
Alisal Marketplace
Blended Residential
Neighborhood
Central Area Specific Plan
City Center - Core
City Center - Edge
Civic and Institutional
Commercial Retail
Emerging Industry
Employment Center
Heavy Industry and Production
Medium Industrial
Mixed Use Corridor
Mixed Use Village
Multifamily Neighborhood
Natural Preservation and Open
Space
Neighborhood Center
Parks and Recreation
Tradtitional Neighborhood
West Area Specific Plan
0 1 2
Miles
Figure 2
Draft Place Types
Source: City of Salinas, 2023; PlaceWorks, 2023.
NOTICE OF PREPARATION
CITY OF SALINAS
V I S I Ó N S A L I N A S 2 0 4 0 G E N E R A L P L A N E I R
P L A C E W O R K S
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Draft Degree of Change Map
Borrador del mapa del grado del cambio
Maintain
Mantener
Evolve
Evolucionar
Transform
Transformar
Jonathan Moore, Senior Planner
September 26, 2023
General Plan Update
Background and Housing Element update
Transitioning from initial
engagement to drafting
Working on preliminary
HCD comments
Reviewing other element
policies with Steering
Committee
Notice of Preparation
Formal start of EIR
Opportunity for scope
comments
Pillars Built
Environment
Environment
and
Sustainability
Socioeconomic
Systems
Elements
Land Use and
Infrastructure
Community
Design
Housing
Circulation
Noise
Conservation &
Open Space
Environmental
Safety
Health and
Environmental
Justice
Economic
Development
Public Safety
Arts, Culture, and
Youth
Bold = state-mandated elements
Draft Place Type Basis
More housing and mixed-use development
Family-friendly entertainment – mini-golf or gokarts
Additional park and recreation space
Space for new and growing businesses
What do place types achieve?
Focus on building form and placemaking
Include more housing and mixed-use options than in the current General Plan Identify different types of allowed land use activities Mixed Use Corridor Blended Residential
Neighborhood
Civic and Institutional
Draft Place Type Map
Draft Place Type Map Current Land Use
Where is change likely in
next 20 years?
Next steps
Scoping meeting 9/27
Steering Committee meetings at 312 E Alisal St during City Hall construction
CAP and continued policy review
Drafting of the General Plan/EIR
Questions/Comments
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-572, Version: 1
Salinas United Business Association (SUBA) FY 2023-2024 Annual Assessment Approve a Resolution approving the levy and collection of the annual assessment in the Salinas United Business Association (“SUBA”) Business Improvement Area (“BIA”) for Fiscal Year 2023-2024, following the tabulation of any written protests submitted against the proposed assessment.
City of Salinas Page 1 of 1 Printed on 9/21/2023
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: SEPTEMBER 26, 2023
DEPARTMENT: COMMUNITY DEVELOPMENT
FROM: LISA BRINTON, DIRECTOR
BY: CRYSTAL CASILLAS, COMMUNITY DEVELOPMENT
ANALYST (LIMITED-TERM)
TITLE: RESOLUTION TO LEVY SALINAS UNITED BUSINESS
ASSOCIATION (SUBA) FY 2023-2024 ANNUAL ASSESSMENT
RECOMMENDED MOTION:
A motion to approve a Resolution to levy and collect the annual assessment in the Salinas United Business Association (“SUBA”) Business Improvement Area (“BIA”) for Fiscal Year (FY) 2023- 2024.
RECOMMENDATION:
It is recommended that the City Council hold a public hearing to consider written testimony regarding the annual levy of assessment in the SUBA BIA for FY 2023-2024, tabulate and confirm any protests; and provided that protests received represent less than 50% of the assessments proposed to be levied, approve a resolution which denies such protests, and confirms the SUBA Annual Report for FY 2022-2023 (“Annual Report”) and its proposed budget for FY 2023-2024, which shall constitute the levy of assessment for this fiscal year.
EXECUTIVE SUMMARY:
As required by California Streets and Highways Code Section 36535, “Parking and Business Improvement Area Law of 1989”, prior to considering approval of a resolution to levy the annual assessment in the SUBA BIA, the City is to hold a public hearing to receive the testimony of all interested persons for or against the levy of an assessment for FY 2023-2024. Provided that protests received represent less than 50% of the assessments proposed to be levied, the Council can confirm the Annual Report for FY 2022-2023 and its proposed budget for FY 2023-2024, which shall constitute the levy of assessment for this fiscal year.
BACKGROUND:
The Salinas United Business Association (SUBA) is a 501(c)(6) nonprofit corporation appointed by the City Council to serve as the Advisory Board of the Business Improvement Area formed in Page | 2
2004 under the Parking and Business Improvement Area Law of 1989. Through the levying of assessments, SUBA provides district members with benefit services - support and resources they need to be successful business owners including business training, marketing, and streetscape beautification and maintenance. The SUBA BIA is located in East Salinas, its boundaries include the major commercial corridors of E. Market and E. Alisal Streets and N. Sanborn Road. A boundary map is provided as an attachment to this report. No boundary changes are proposed.
On August 8, 2023, the City Council received SUBA’s 2022-2023 Annual Report and approved a Resolution of Intention (R.O.I.) to hold a public hearing on September 26, 2023, to consider the levy and collection of assessment for 2023-2024. As required by the Streets and Highways Code, R.O. I. 646 was noticed in the Monterey County Weekly, a local newspaper, on August 17, 2023, not less than seven (7) days prior to the public hearing.
DISCUSSION:
Consideration of Annual Levy of Assessment
At the hearing, Council will hear the testimony of all interested persons for or against the levy. If protests of BIA members are less than 50% of the assessments proposed, the Council can duly overrule protests and deny all said protests and objections. Following the hearing, the Council may confirm the FY 2022-2023 Annual Report as filed by SUBA or the Council may modify the Annual Report and confirm it as modified. Adoption of the resolution confirming the FY 2022-2023 Annual Report shall constitute the levy of assessment for FY 2023-2024.
If written protests are received from the owners of businesses in the SUBA BIA which will pay 50% or more of the assessments proposed to be levied in FY 2023-2024 and protests are not withdrawn so as to reduce the protests to less than that 50%, no further proceeding to levy an assessment for FY 2023-2024 shall be taken for a period of one year from the date of the finding of a majority protest. If the majority protest is only against the furnishing of a specified type of improvement or activity in the Business Improvement Area, those types of improvements or activities will be eliminated.
CEQA CONSIDERATION:
The City of Salinas has determined that the proposed action confirming SUBA’s annual report and considering SUBA’s annual levy of assessment is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378). Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
STRATEGIC PLAN INITIATIVE:
This staff report and recommendations aligns closely with the City Council’s goals (2022-2025) of Economic Development. SUBA utilizes the BIA assessment to provide small businesses with access to the educational, technical assistance and financial resources they need to prosper, expand, and engage businesses in existing beautification efforts.
Page | 3
DEPARTMENTAL COORDINATION:
Community Development staff acts as SUBA’s city liaison. The Finance Department assisted Community Development with verifying the assessment projections for 2023-2024. As highlighted in the Annual Report, Community Development, Public Works, and Police Department staff have collaborated with SUBA to support its goals of improving the safety, cleanliness, and appearance of the BIA.
FISCAL AND SUSTAINABILITY IMPACT:
The levy of assessment for FY 2023-2024 will have no fiscal impact on the General Fund. The Salinas Municipal Code Section 21B-40. Collection of assessments; delinquencies, states that assessments will be due and payable in advance on November 1st. Under the amended Ordinance (2019), SUBA is to remit and collect the assessment. Designated city liaison’s time for coordination with SUBA, participation in Board Meetings, and review of the annual report and processing of the annual levy of assessment is already allocated through staff time in the adopted 2023-2024 City budget.
ATTACHMENTS:
1. Resolution to Levy Assessment
2. 2022-2023 SUBA Annual Report
3. SUBA BIA 2023-2024 Assessment Calculations
4. SUBA Proposed Budget 2023-2024
5. Map – SUBA Boundaries
RESOLUTION NO. (N.C.S.)
RESOLUTION LEVYING FISCAL YEAR 2023-2024 ASSESSMENTS FOR THE
SALINAS UNITED BUSINESS ASSOCIATION BUSINESS IMPROVEMENT AREA WHEREAS, Division 18, Part 6, of the California Streets and Highway Code authorizes the establishment of a Parking and Business Improvement Area pursuant to the provisions of section 36500, et seq; and
WHEREAS, the former Sunset Avenue Redevelopment Area is occupied by businesses and retail stores which are underutilized and unable to attract customers due to inadequate facilities, services, and activities in the business district; and WHEREAS, the Salinas City Council adopted Ordinance No. 2437 establishing the Salinas United Business Association Business Improvement Area (“SUBA BIA”) on August 23, 2004; and
WHEREAS, Ordinance No. 2455 adopted by Council on September 20, 2005, revised said BIA’s method of assessment; and
WHEREAS, at its August 8, 2023, meeting, the City Council approved Resolution No. 646 (R.O.I.) entitled “Resolution of Intention to Levy an Annual Assessment in the SUBA Business Area for Fiscal Year 2023-2024,” R.O.I. No. 646 accepted the Advisory Board’s FY 2022-2023 Annual Report and set a public hearing date to consider the levy of assessment; and WHEREAS, as required by the Streets and Highways Code, R.O. I. 646 was noticed in the Monterey County Weekly, a local newspaper, on August 17, 2023, not less than seven (7) days prior to the public hearing; and
WHEREAS, the City’s Finance Department has provided a calculation of assessments for 2023-2024 for a total of $109,149; and
WHEREAS, as set forth in R.O.I. No. 646, a public hearing was held on September 26, 2023, in the City Council Chambers of the City Council at 200 Lincoln Avenue, Salinas. At the hearing the City Council heard and duly considered protests and objections, both oral and written to the levy of an assessment for FY 2023-2024 within said BIA; and WHEREAS, the protests and objections, both written and oral, to the levy that were received and duly considered during said hearing comprised less than 50% of the assessments proposed to be levied; and
WHEREAS, The City of Salinas has determined that the proposed action confirming SUBA’s annual report and considering SUBA’s annual levy of assessment is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
NOW, THEREFORE, BE IT RESOLVED BY THE SALINAS CITY
COUNCIL that the Council duly overrules protests of businesses, which will pay less than 50% of the assessments proposed to be levied and denies all of said protests and objections.
BE IT FURTHER RESOLVED that the SUBA Business Improvement Area FY 2022-2023 Annual Assessment District Report and Budget for FY 2023-2024 is confirmed as originally filed, which shall constitute the levy of assessments for the SUBA Business Improvement Area for FY 2023-2024.
PASSED AND ADOPTED this 26
th day of September 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Kimbley Craig, Mayor
ATTEST:
Patricia Barajas, City Clerk
2022-2023
Salinas United Business Association
600 E. Market Street
Salinas, CA 93905
ANNUAL REPORT
Table of Contents
About the Salinas United Business Association 2
Area Map 3
Board 4
Staff 4
Vision and Mission 5
Events 6
2022/2023 Budget 8
Proposed 2023/2024 Budget 9
Assessments 2023/2024 11
Annual Plan 11
Annual Summary 19
Alejandro Chavez-SUBA Executive Director with BHC
Members advocating for Broadband for All at the Central Coast Broadband for All, Digital Equity and Bead Planning Workshop at CSUMB on June 2, 2023.
Pg
1 About the Salinas United Business
Association
The Salinas United Business
Association (SUBA). In 2003, East
Salinas businesses began having a
conversation about how to improve
the Alisal area. The conversation led
to the question of how to get more
resources from the City of Salinas into
the area. The idea was that East
Salinas businesses were contributing a
large portion of sales tax to the City of
Salinas.
The small business owners felt that
there was not enough investment
from the City of Salinas in return. A group of 7 business owners came together and had a meeting with the Redevelopment Agency to brainstorm on how to create more opportunities for the small businesses. The Salinas United Business Association was formed in 2004 after these businesses along with City staff and volunteers gathered signatures to start a BIA (Business Improvement Area).
SUBA is a 501 (c) 6 nonprofit corporation that serves as the Advisory Board of the Business Improvement Area (BIA) formed in 2004 under the Parking and Business Improvement Area Law of 1989. Through the levying of assessments, SUBA provides area members with benefit services, support, and resources they need to be successful business owners including business training, marketing and streetscape beautification and maintenance.
Over the last few years, SUBA has been working closely with the City of Salinas and the Alisal Vibrancy Plan to try and create more opportunities for beautification, district identity and bringing more art to the Alisal. It is important to create opportunities for small businesses and to attract new customers by having a safe, vibrant, and clean community. SUBA embraces the rich land, the rich culture and the history of the people that make up the Alisal.
Pg
2 Salinas United Business Association Map
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3 Board of Directors 2022/2023
President
Jose Juan Mancera-Mercadito Alegria 727 E. Alisal Street, Salinas, CA 93905 Vice-President
Griselda Rodriguez-Electronics Plus 646 E. Alisal Street, Salinas, CA 93905 Treasurer
Sylvia Agamao-Leal Bakery 805 E. Alisal Street, Salinas, CA 93905 Secretary
Natalie Angulo-Galaxy Party Supply 382 E. Market Street, Salinas, CA 93905 Past President
Rodolfo Rodriguez-La Plaza Bakery 20 N. Sanborn Road, Salinas, CA 93905 Board of Directors
Lupe Covarrubias-Martinez- County of Monterey 632 E. Alisal Street, Salinas, CA 93905 Tony Valencia-Radio Lazer 600 E. Market Street, Salinas, CA 93905 Angie Ramos-Salinas Pizza 988 Acosta Plaza, Salinas, CA 93905 City of Salinas Liaisons
Orlando Osornio, District 4 City Council Member
Carla Gonzalez, District 1 City Council Member (Alternate) Crystal Casillas-City of Salinas Small Business Navigator STAFF
Executive Director
Alejandro Chavez
Outreach Coordinator-Part-Time
Jose Luis Barajas
Salinas United Business Association
600 East Market Street, Ste. 205, Salinas, CA 93905 [email protected] subasalinas.org
(831) 796-0896
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4 VISION
“The New Alisal is the jewel of the Salinas Valley, an economic powerhouse and a thriving community where everyone is welcomed”
MISSION
“We are a community driven business association rising to improve East Salinas business district”
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5 Events
The Salinas United Business Association hosts a variety of large events yearly.
Thousands of people flock to the SUBA area each year to experience cultural, walkable and unique events.
Events include:
● Día del Niño
● El Grito
● Ciclovía
● Mini Horse Parade on E. Alisal Street
● Posada de Navidad
● Los Reyes Magos
● Día del Los Muertos
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6 Salinas United Business Association BUDGET
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7 BUDGET: 2022/2023
Salinas United Business Association
Budget 2022-2023
Income Approved Actual % of Budget
SUBA BID Assessments & Associated Membership (*projected) $ 109,449 57,900 53% Grants $ 0 1,200 N/A
Contracts $ 0 67,000 N/A
Donations $ 5,000 1,950 39%
Fund Balance from FY 2022/23 $ 8,527_ 7,568*
Total Income $122,976 $135,618 110%
Expense Approved Actual % of Budget
Operations $ 122,976 $121,365 99%
Accounting $ 4,500 2,826 63%
Conferences/Staff Development $ 1,500 0 0%
Insurance $ 4,250 1,756 41%
Permits $ 500 674 135%
Dues and Subscriptions $ 200 278 0%
Office Furniture & Equipment $ 1,750 0 0%
Office Supplies,Postage $ 2,850 2,628 92%
Telephone, Website & Internet $ 4,250 2,816 66%
Rent* $ 10,000 9,360 94%
Personnel Costs $ 62,000 81,092 131%
Miscellaneous $ 1,500 0 0%
Beautification and Landscaping $ 7,500 1,868 25%
Marketing & Promotion $ 6,500 7,899 122%
Safety $ 3,200 1,375 43%
Business Resources $ 4,000 8,793 220%
Total Expenses $ 114,500 $ 121,365 106%
Fund Balance for 2022/2023 $ 8,476 $ 14,253
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8 Proposed Budget 2023/2024
Salinas United Business Association
Proposed Budget 2023/2024
Income 2023/2024 Budget
SUBA BID Assessments & Associated Membership (projected) $ 105,521* Contracts $ 97,000
Grants $ 5,000
Donations $ 7,500
Events (Sponsorships) $ 10,000
Current Balance from FY 2022/2023 $ 14,253
Total Income $ 238,774
Expense
Operations $ 208,900
Accounting $ 4,500
Conferences/Staff Development $ 3,500
Insurance $ 4,550
Permits $ 1,000
Dues and Subscriptions $ 300
Office Furniture & Equipment $ 2,250
Office Supplies $ 4,750
Postage $ 2,250
Telephone & Internet $ 3,900
Rent $ 12,000
Staff $ 145,500
Miscellaneous $ 2,000
Beautification and Landscaping $ 4,000
Marketing & Promotion $ 8,500
Safety $ 2,400
Business Resources $ 7,500
Total Expenses $ 208,900
Estimated Fund Balance $ 29,874
*Projected Estimated Figure from the City of Salinas Finance Department of 2023/2024-Have not received updated numbers they have been requested.
Pg
9 Annual Accomplishments Review
2022-2023 Goals-Accomplishments:
COLLABORATE Collaborated throughout the year with the City of Salinas and other partners.
Community Development Department
Salinas Police Department events
Small Business Recovery Task Force
Negozee
Monterey County Workforce Development Council
El Pajaro CDC
Salinas Valley Chamber of Commerce
Mission Services Corporation
Cal Coastal-SBDC
Monterey County Business Council (MCBC)
Monterey County Visitors and Convention Bureau-“See Monterey” WORK Focused on Assisting SUBA small businesses.
County Health Department,
City of Salinas Code Enforcement
Salinas City Police Department
Monterey County Work Force Development Program
Cal Trans
City of Salinas Community Development
Salinas Valley Chamber of Commerce
Blue Zones of Monterey County
Downtown Streets Team.
New Republic Services
Salinas Valley Solid Waste Authority
Monterey County Business Council
Negozee
OFFER SUBA promoted events.
El Pajaro CDC
Negozee
Mission Services Corporation
Cal Coastal
Monterey County Business Council
City of Salinas
Arranque Empresial Pg
11 Mariposa con Proposito
IMPLEMENT Our plan to implement projects aimed at the beautification of the business corridor within the SUBA area.
Salinas Valley Chamber of Commerce
City of Salinas
Blue Zones of Monterey County
Amor Salinas
Salinas Connect App
SUBA Ambassador Program
Downtown Streets TEam
2022/2023 Goals
For the 2022-2023 year SUBA’s goals were to continue to reestablish SUBA’s relationship with its members and assist and provide resources for those that would like to take advantage of them.
There has been much improvement over the past four years in providing much needed resources to our businesses. However, much more can be attained by building more partnerships. SUBA built more partnerships in order to better serve its members. None are so pronounced as the partnerships with the Salinas Valley Chamber of Commerce and the Monterey County Business Council. SUBA assisted many businesses; however, SUBA will continue pushing forward to develop even more profound relationships with all its businesses. SUBA plans to provide more training opportunities and workshops aimed at increasing the capacity of our business community. SUBA held 3 business mixers throughout the year. Two were in conjunction with the Salinas Valley Chamber of Commerce. SUBA will continue to collaborate with the City of Salinas Community Development Department and Public Works Department, Salinas Police Department to augment and support SUBA’s business area.
SUBA has developed partnerships with various non-profit and for-profit organizations and businesses to further develop our training/workshops. Our partnership with the City of Salinas has developed more strongly and are working closely to further develop our organization’s capacity. SUBA is making certain to be part of the Alisal Vibrancy Plan Steering Committee and will have business members partake in its meetings. SUBA Executive Director is part of the Vision Salinas General Plan Steering Committee. It is important for SUBA to integrate into shaping a vision for our area. The Alisal is a great place to live, to shop and it is vital for the City of Salinas.
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12 Marketing and Promotions
SUBA expanded communication with the
membership by doing 3 surveys and
collecting more data to be able to
communicate with our members this
past year. SUBA will work with other
stakeholder groups, by expanding use of
electronic communication and social
media through webinars and workshops.
These past three Fiscal Year we have
marketed throughout the year most of
our businesses and our industries on a
continuous basis in various manners that
included holiday promotions, event
promotions and marketing through social
media and radio. SUBA will continue to
focus in these areas this upcoming Fiscal year. SUBA met door to door with many businesses-over 320 businesses were visited. SUBA will continue to develop its relationship with other business organizations such as; Negozee, El Pajaro CDC, Mission Community Services Corporation, Salinas Valley Chamber of Commerce to promote small businesses and cultural events in the SUBA area and beyond. SUBA is part of the City of Salinas Small Business Taskforce. Furthermore, SUBA will continue developing more advertising opportunities for our members in good standing to promote and market their businesses through social media marketing purchased by SUBA and other means.
There is an allocation of time utilized by staff in this program within the budget. Our goals for the upcoming Fiscal Year for Marketing and Promotions:
Goal 1A- Provide Social Media Marketing for 300 SUBA businesses throughout the 22/23 Fiscal Year
SUBA provided Social Media Marketing for 182 businesses throughout the fiscal year. SUBA will make a stronger effort to continue increasing this objective.
Goal 2A- Provide 36 Social Media Posts Marketing the SUBA area throughout the 22/23 Fiscal Year
SUBA provided 44 Social Media Posts Marketing the SUBA area throughout the fiscal year. SUBA will continue to increase in this area and will continue to partner with other organizations to have a farther reach.
Goal 3A- Provide 6 Interviews on the Television/Radio regarding promoting the SUBA area and/or services SUBA provides its members for 22/23 Fiscal Year Pg
13 Provided 17 radio interviews and 3 television interviews promoting the SUBA area, services, grants, shopping experience and promoting events in the SUBA area.
Goal 4A- Provide 6 Ribbon
Cutting
Ceremonies for
SUBA businesses
for 22/23 Fiscal
Year.
SUBA provided 3
Ribbon Cutting
Ceremonies for
SUBA businesses
in the fiscal year.
SUBA reached
out to 8
businesses and
only 3 had ribbon cuttings.
Business Resources
SUBA worked directly with lenders, business
organizations, non-profit groups, businesses,
and governmental agencies to provide SUBA
members information and training on financing
opportunities to improve their businesses. We
partnered with organizations such as the El
Pajaro CDC, Negozee, Mission Community
Services Corporation, Salinas Valley Chamber of
Commerce, Arranque Empresial, Monterey
County Workforce Development Board, and Cal
Coastal SBDC as well as others to make certain
we offer members opportunities for training
and gathering of information. We offered
business workshops and webinars for small
business growth and development through
these partnerships. Over 192 businesses took
advantage of these free workshops and
webinars this past year. Within the budget
includes the allocation of time utilized by staff
in this program. Our goals for the upcoming
Fiscal Year for our members under Business
Resources is as follows:
Pg
14 Rob O’Keefe
President & CEO of MCVCB –“See Monterey”
Goal 1B- Provide 24 classes/webinars for SUBA members on Business Development for 22/23 Fiscal Year.
We provided 24 workshops/classes/webinars for SUBA members on Business Development for Fiscal Year 2022/2023. Finances (4), Profit and Loss for Business (2) Business Plans for Small Businesses (2), How to apply for Microbusiness Grants (2), Refrigeration Grant Application (1),Terminology for Businesses (2), What Employers Need in Today’s Business World (2), Labor Law Update (2), Marketing and Technology (4), and ADA and how it affects businesses (2)
Goal 2B- Provide 8 workshops/webinars regarding business related topics such as:
Exit Strategy for Business Owners, Retirement Plans for Business Owners, How to Complete Your PPP Forgiveness Application, Social Media Marketing, How to Start an Online Store, Holiday Shopping in SUBA, Taxes for Businesses etc. for 22/23 Fiscal Year.
We provided 11 workshops/classes/webinars for SUBA members on Business Development for Fiscal Year 2022/2023. Holiday Shopping (1), Taxes for Businesses (1), Basic Accounting for Small Businesses (1), Marketing and Technology (4), Using Social Media (3) and Retirement Planning for Small Business Owners (1)
Goal 3B- Provide 150 one-on-one meetings with SUBA members in 22/23 Fiscal Year.
We provided 320 one-onone meetings with
businesses in their place
of business. We provided
207 one-on one meetings
in our SUBA office.
The range of one-on-ones
included grant
opportunities, workshops,
invitations to events and
clean-ups and assistance
with business licenses,
planning issues, financial
information and ADA
issues to name a few.
Pg
15 Safety
SUBA staff continued working with the City’s Code Enforcement and County Health Department along with many business members to address and improve monitoring of city and county health and safety codes throughout our business area. SUBA facilitated community meetings with business owners and Salinas Police Department. We coordinated 3 meetings this year. Additionally, we worked with Code Enforcement on safety concerns and code violations. Within the budget includes the allocation of time utilized by staff in this program. Our Safety goals for the upcoming Fiscal Year are as follows:
Goal 1C- Provide 4 Public Safety Meetings
throughout the SUBA BIA for 22/23 Fiscal
Year.
We provided public safety
meetings this past fiscal year.
Addressed were issues of safety
concern, burglary, theft, and
homeless issues as well as garbage and other related issues.
Goal 2C- Coordinate and Develop a Safety Strategies for our BIA in coordination with our businesses and the Salinas Police Department for 22/23 Fiscal Year.
Suggestions and safety strategies were given to small businesses in our safety meetings. A comprehensive approach or strategy was not achieved. SUBA will work with its members to begin to create a strategy along with advise from the Salinas Police Department.
Goal 3C- Monitor and Contact City, County and State agencies regarding Health, Safety and Sanitary Issues in the SUBA BIA for 22/23 Fiscal Year.
SUBA worked with New
Republic Services on issues
affecting garbage in the
SUBA area, SUBA worked
with environmental health
to deal with issues of
health concerns in
restaurants, parking lots
and illegal food sales.
SUBA worked with code
enforcement to assist with
health concerns and
violations. SUBA worked
with the police department
Pg
16 to deal with noise complaints, trash complaints, abandoned vehicle complaints and public nuisance complaints. SUBA worked with the City of Salinas’ Salinas Connect App to deal with parking issues, graffiti issues, trash issues.
Beautification & Cleaning
SUBA worked to implement projects aimed at the beautification of the business corridor within the SUBA area. We continued to monitor and work on plans to provide more regular clean ups and work with the city staff to further opportunities to clean within our business area. The focus this upcoming year is to have more regular clean ups in conjunction with clean ups that the City of Salinas is doing through the Alisal Vibrancy Plan and Clean California Grant project. A new program was started this fiscal year. The new program is the Alisal Ambassador Program. Currently this includes 7 Ambassadors made up of business owners in the Alisal area. The budget includes the allocation of time utilized by staff in this program. The following goals are in our 22/23 Fiscal Year for Beautification and Clean Ups:
Goal 1D- Create a SUBA Beautification and Art Project Plan for the SUBA BIA for 22/23 Fiscal Year. (This plan will be coordinated with the City of Salinas to complement the Clean California Grant that is focusing on art and clean ups in our area and will focus on coordinating with businesses.) SUBA participated with the City of Salinas in the Alisal Vibrancy Plan throughout this fiscal year and was on the interview panel to choose the artists for the underpasses on E. Market/101 Freeway, E. Alisal/101 Freeway, and S.
Sanborn/101Freeway. Addtionally, SUBA was part of the interview panel for the consultants to be chosen by the City of Salinas for the Streetscape program for the Alisal. Lastly, SUBA was part of the interview panel for the consultants chosen by the City of Salinas for the District Identity program for the Alisal.
Goal 2D Schedule and Implement 6 Cleanups throughout the SUBA BIA for 22/23 Fiscal SUBA in partnership with the City of Salinas held 8 cleanups including 3 large Pg
17 ones that included many partners. Those partners included the City of Salinas, Amor Salinas, Blue Zones of Monterey County, Downtown Streets Team, the Salinas Valley Chamber of Commerce and many of our small businesses. In addition we held our first Ambassador Clean up. We had 5 Ambassadors participate and collected 3 bags of trash. Over all the clean ups we picked up well over 80 bags of trash in the SUBA area. Our two largest clean ups took place on March 16, 2023 and April 13, 2023.
ANNUAL SUMMARY
SUBA assisted in promoting small business members’ participation in training and educational opportunities made available through all the partners mentioned above. This past year there were 192 businesses that participated in various trainings from our classes and webinars that were offered to our members. Additionally, our partnership with Negozee, Mission Services Corporation and offered SUBA opportunities for face-to-face workshops.
SUBA assisted directly with filling out applications, gathering needed financial information, preparing financial information, scanning needed information, and aiding throughout the grant and loan application and loan forgiveness process.
Many of our businesses received information from SUBA directly and indirectly regarding many of the grant and loans available and either they themselves applied and called SUBA regarding questions they had and/or they had their Accountants fill out the applications for them. The refrigeration grants and the employer retention credit program.
SUBA further understands that without this assistance many of our businesses would not have survived and it would have been disastrous to our area and to our small businesses and to the City of Salinas. The floods of this year along with the downturn in the economy due to a rise in inflation and the aftermath of the pandemic has really hurt the SUBA area businesses. SUBA is appreciative that the Federal Government, State Government, local government recognized the need and assisted these businesses through these grants and loans that allowed for many of our businesses to endure.
However, having said that, it has been a very slow spring for many of our businesses and many of them have informed SUBA that they may have to shut down. We have had a lot more than usual close their business this past fiscal year.
Throughout this year and in the coming year we will continue assisting many of our businesses to with the process of repayment for the loans that they received through SBA.
SUBA met with City Staff throughout the year to address code enforcement issues and policies regarding illegal vendors, trash, homeless issues catering trucks as well as crime issues. This is ongoing and we will continue assisting with this role.
Pg
18 SUBA worked in partnership with various agencies and non-profit groups such as Building Healthy Communities, Center for Community Advocacy, CCCIL, Blue Zones, CRLA, SVMH, Salinas Valley Chamber of Commerce, Negozee, Arranque Empresial, Mission Services Corporation, Cal CoastalSBDC, El Pajaro CDC, Monterey County Business Council, Monterey County Visitors and Convention Bureau and other partners, etc. to address the barriers in the community that impact the quality of life for East Salinas residents but in particular our businesses. Although SUBA will continue working alongside these organizations for the betterment of quality of life for businesses and residents in East Salinas.
We have continued to work with City of Salinas Public Work staff to establish parking zone restrictions along E. Alisal Street and E. Market Street and this will take more shape as the Alisal Vibrancy Plan moves along.
SUBA held three safety meetings with business members and with the Salinas Police Department and have continued to work in collaboration in addressing the ongoing concerns of members regarding crime and safety of the residents and businesses including homelessness and various code enforcement issues. Additionally, SUBA along with many businesses used the Salinas Connect App to report graffiti, trash, and parking issues.
SUBA and its Board assisted in promoting special events such as a Holiday Sales and Valentine’s Day Sales along with Small Business Saturday. The City of Salinas assisted us tremendously by promoting and assisting with the SUBA Loterias as mentioned previously in the report. This past year we participated in working a bit more with the Chamber of Commerce in order to create more synergy around small businesses. We held two combined mixers where many businesses participated in. We expect this partnership to continue in the year to come.
SUBA processed 31 Temporary Land Use Permits for participating business owners in good standing this year. This is an approximate value of $6,000 to SUBA members. This was for Valentine’s Day and Mother’s Day and we also processed a few for other dates in the year.
SUBA promoted Small Shop Saturday and marketing for Holiday Sales in the SUBA area as mentioned before. SUBA had 25 businesses that participated in Small Shop Saturday directly and many others that did so indirectly. SUBA utilized radio, social media and live videos promoting the Small Shop Saturday event.
SUBA in partnership with Salinas Lowes, Radio La Campesina and Radio Lazer gave away 39 Christmas trees to the community. The Christmas Trees were donated to SUBA by Lowes and were distributed.
PSA’s were announced through various radio stations including: Radio Lazer, La Campesina Radio, Luna Radio, La Buena Radio and Joya Radio. This assisted in marketing the free Christmas trees to the community through radio announcements. SUBA in addition to this put out phone calls to previous members of the community that had received Christmas Trees and SUBA also used social media to announce the free Christmas Trees. Navarro’s Furniture assisted SUBA in picking up the trees from Lowe’s.
Pg
19 SUBA continued to expand the SUBA "branding" campaign to help increase SUBA's visibility and name recognition within and outside of the SUBA District through social media. SUBA will continue developing this branding effort.
SUBA sent out thirty-two newsletter updates through emails for a total of 8,032. In addition, there were direct emails sent to businesses related to information related to COVID-19 updates and vaccines. Lastly, there was 7 robocalls made throughout the year related to COVID-19 in particular to hairdressers and beauty salons that had several changes due to procedures moved forward by the California Board of Barbering and Cosmetology. This does not account for the direct phone calls made to many of them regarding COVID-19 changing in guidelines.
SUBA responded to members' request for information about the City's graffiti abatement program and information regarding services provided by the code enforcement department along with concerns and issues brought to SUBA. SUBA worked with the City of Salinas Finance Department and Community Development Department to keep the BID roster updated and helped maintain the City's assessment procedures.
SUBA held several events promoting the SUBA area this year including the following:
4th Annual Small Business Saturday, where over 28 businesses participated in. The event drew hundreds of people to the Alisal. The event was
promoted through radio and through social media.
Thanksgiving Basket Giveaway to 31 families. The
basket consisted of beans, rice, cooking oil, and other staples such as vegetables and canned goods, along with either a turkey or a large chicken. We did this in
partnership with Radio Joya.
Día de Los Muertos event at La Plazita Shopping Center
at 545 E. Alisal Street. We had hundreds of participants and had live music, ballet folklorico and danza azteca.
Along with this we gave away prizes and had some pan
dulce, donuts and hot chocolate along with an
information booth and survey that was done by the City
of Salinas.
Holiday Lotería promotion was held in the SUBA area in
conjunction with the City of Salinas. A total of 25 SUBA businesses participated in the SUBA/City of Salinas
Lotería. We held the lotería promotion from December 11th through January 7 th. A total of 7 winners
for the promotion of lotería. Prizes included gift certificates to El Zacatecano, Salinas Pizza, El Pollo Dorado, and a variety of gift bags as well. Pg
20 Spring Lotería promotion was held in the SUBA area in conjunction with the City of Salinas. A total of 25 SUBA businesses participated in the SUBA/City of Salinas Lotería. We held the lotería promotion from April 30th through May 14th. We then extended it till May 31st. We had no winners. Prizes included gift certificates to El Zacatecano, Salinas Pizza, El Pollo Dorado, and a variety of gift bags as well. We are reassessing the lotería program as it did not have any results. It was heavily promoted on the social media and radio. We had over 100 commercials on the radio. We may try it again in the winter but reassess the small businesses chosen and the media we use.
Challenges
SUBA 's primary challenge continues to be accomplishing a work plan that can encompass all that is needed within the SUBA Area with limited staff and scarce and declining financial resources.
Although this year with the help of a partnership with the Monterey County Business Council-SUBA had assistance with workshops, and outreach with the hiring of Jose Luis Barajas. However, the huge issue for SUBA is the way the assessment is collected. The City of Salinas moved three years ago to have SUBA collect the assessments directly. This has diminished the collection amounts and percentages.
Although SUBA has been able to build trust with many SUBA Members, the issue of payment continues.
Low collection rate of assessments is a large challenge.
Approximately forty-seven percent (47%) of assessment amounts were uncollected FY 22/23.
Of the 518 businesses billed for a total assessment value of $109,449- $51,549 was not collected.
Of those businesses, none were sent to collections.
In total SUBA collected nearly 53% of the businesses total assessed value. SUBA received a total of $57,900 in assessments for the year. In other words, $2,286 more than last year received.
(We will continue sending out billing in the hopes we collect a bit more assessments.) Grant and Fundraising opportunities for SUBA have not transpired.
SUBA will put a focus on looking for grant opportunities for SUBA and focus on creating donation and sponsorship opportunities for the organization.
Pg
21 We certainly had several challenges and none greater than making certain businesses stayed in business. The floods and inflation had a lot to do with low numbers in sales for the SUBA area.
However, our businesses are resilient.
SUBA plans to adjust its goals for next year with work and input from its Board of Directors.
Pg
22 DBA ADDRESS CITY, SATE, ZIP SUBA AMOUNT
$10 STORE 545 E ALISAL ST C SALINAS, CA 93905 $ 174.00
1 2 3 LAUNDROMAT 914 N SANBORN RD SALINAS, CA 93905-1309 $ 261.00 127 MARKET 1000 N SANBORN RD SALINAS, CA 93905-1408 $ 435.00 7-ELEVEN STORE 2233-17327E 605 N SANBORN RD SALINAS, CA 93905-1303 $ 750.00 A M D RECYCLING 324 KINGS ST SALINAS, CA 93905-2512 $ 750.00 A-1 SWEEPING SERVICE 281 COMMISSION ST A SALINAS, CA 93901 $ 130.50 A. CORDOVA INSURANCE SERVICES, INC. 604 E ALISAL ST SALINAS, CA 93905-2602 $ 182.70 ABARROTE'S CHALLO 607 E ALISAL ST A SALINAS, CA 93905 $ 21.75 ADRIANA S. GARCIA 734 E MARKET ST SALINAS, CA 93905-2111 $ 43.50 AESTHETIC AND WELLNESS CLINIC 622 E ALISAL ST 2 SALINAS, CA 93905 $ 365.40 ALAN'S AUTO SALES, INC 365 E MARKET ST SALINAS, CA 93901-3728 $ 750.00 ALEXIS FLORE'S & REGALO'S 629 E ALISAL ST SALINAS, CA 93905-2601 $ 21.75 ALICIA'S BOUTIQUE 649 E ALISAL ST SALINAS, CA 93905-2667 $ 261.00 ALISAL 99 CENT BARGAIN 626 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 ALISAL LTC PHARMACY 323 N SANBORN RD SALINAS, CA 93905-2243 $ 750.00 ALISAL MARKET 825 E ALISAL ST SALINAS, CA 93905-2605 $ 522.00 ALISAL PIZZERIA RESTAURANT 706 E ALISAL ST SALINAS, CA 93905-2604 $ 130.50 ALL PURPOSE MINI STORAGE 477 E MARKET ST B SALINAS, CA 93905 $ 87.00 ALLISAL COMMERCIAL PARTNERS LL 515 E ALISAL ST SALINAS, CA 93905-2503 $ 130.50 ALOHA INN 235 KERN ST SALINAS, CA 93905-2507 $ 87.00
ALTA TAX & IMMIGRATION SERVICES 911 E ALISAL ST SALINAS, CA 93905-2607 $ 174.00 ALTERACIONES MARY 860 E ALISAL ST B SALINAS, CA 93905 $ 87.00 AMERICA TAX SERVICE 635 E ALISAL ST SALINAS, CA 93905-2601 $ 208.80 AMERICA TRAVEL 635 E ALISAL ST SALINAS, CA 93905-2601 $ 182.70 AMERICAN MEDICAL RESPONSE 34 SIMAS ST G-DEL SALINAS, CA 93901 $ 348.00 ANAYA PRODUCE 401 TOWT ST SALINAS, CA 93905-2436 $ 21.75 ANDREWS BLUEPRINT 269 GRIFFIN ST SALINAS, CA 93901-3790 $ 104.40 ANDREWS BLUEPRINT, INC 269 GRIFFIN ST SALINAS, CA 93901-3790 $ 21.75 ANDY'S STORE 727 E ALISAL ST SALINAS, CA 93905-2603 $ 21.75 ANGEL DE LA SALUD 111 IVY ST SALINAS, CA 93901-3705 $ 87.00 AQUALIGHT COMPANY 454 E ALISAL ST A SALINAS, CA 93905 $ 21.75 AQUALIGHT WATER STORES INC 454 E ALISAL ST B SALINAS, CA 93905 $ 21.75 ARCO IRIS DEL SABOR 515 E ALISAL ST B SALINAS, CA 93905 $ 43.50 ARMANDO JUMPERS 530 TERRACE ST B SALINAS, CA 93905 $ 87.00 ARMANDO'S MACHINE SHOP, INC. 55 TARP CIR SALINAS, CA 93901-3717 $ 478.50 ATHENA MEDICAL GROUP, INC PO BOX 10627 SALINAS, CA 93912 $ 191.40 AUDIO EXPRESS - RETAIL 278 E ALISAL ST SALINAS, CA 93901-3618 $ 174.00 AUTOZONE #5512 1011 E ALISAL ST SALINAS, CA 93905-2713 $ 750.00 AZTECA COSMOS INSURANCE INCOME TAX SVC 1184 MONROE ST STE 1 SALINAS, CA 93906-3548 $ 174.00 BAR RIO 862 E ALISAL ST SALINAS, CA 93905-2606 $ 87.00
BERENICE ICE CREAM 467 MARKET ST 1 SALINAS, CA 93905 $ 87.00 BEST WATER 20 N SANBORN RD # G SALINAS, CA 93905-2752 $ 21.75 BEST WESTERN SALINAS VALLEY INN & SUIT 187 KERN ST C/A SALINAS, CA 93905 $ 217.50 BETTY BEAUTY STYLE 515 E ALISAL ST SALINAS, CA 93905-2503 $ 21.75 BIG LOTS #4705 370 AUTO CENTER AVE SALINAS, CA 93907 $ 750.00 BILL AND WANDA MARTIN 231 GRIFFIN ST SALINAS, CA 93901-3736 $ 21.75 BILL WINCHESTER 229 N SANBORN RD SALINAS, CA 93905-2218 $ 87.00 BOOST MOBILE 826 E ALISAL ST SALINAS, CA 93905-2691 $ 87.00 BOTANICA MISXTECA 606 E ALISAL ST STE C SALINAS, CA 93905-2602 $ 87.00 BURGER KING # 6813 41 S SANBORN RD SALINAS, CA 93905-3235 $ 750.00 BURKE'S UPHOLSTERY 266 E MARKET ST SALINAS, CA 93901-3775 $ 87.00 C & J AUTOBODY PARTS DISTRIBUT 355 E MARKET ST SALINAS, CA 93901-3795 $ 435.00 C&L FAMILY SHOES 626 E ALISAL ST SALINAS, CA 93905-2602 $ 130.50 CABANAS LAWN SERVICE 37 CENTER ST SALINAS, CA 93905-2618 $ 87.00 CALDERON BROTHERS TIRES LLC 115 IVY ST SALINAS, CA 93901-3705 $ 478.50 CALDERON BROTHERS TIRES LLC 642 E MARKET ST SALINAS CA, 93905 $ 147.90 CALIDAD MARKET Y CARNECERIA 949 N SANBORN RD SALINAS, CA 93905-1308 $ 348.00 CALIFORNIA CHECK CASHING STORES, LLC 45 S SANBORN RD E SALINAS, CA 93905 $ 348.00 CALIFORNIA DEL SUR #7 467 E MARKET ST 1 SALINAS, CA 93905 $ 87.00 CARDENAS #205 950 E ALISAL ST SALINAS, CA 93905-2608 $ 750.00 CARL'S JR. RESTAURANT 400 E MARKET ST SALINAS, CA 93901-3749 $ 750.00 CARLOS AUTO REPAIR 482 E MARKET ST SALINAS, CA 93905-2530 $ 87.00 CARMELITAS KID'S 880 E ALISAL ST SALINAS, CA 93905-2606 $ 174.00 CASA DE FLORES 934 N SANBORN RD SALINAS, CA 93905-1393 $ 174.00 CASA DE LAVANDERIA 730 E ALISAL ST A SALINAS, CA 93905 $ 750.00 CASA DE NOVIAS LIZ 631 E ALISAL ST SALINAS, CA 93905-2601 $ 87.00 CASABLANCA TRAVEL 915 E ALISAL ST SALINAS, CA 93905-2607 $ 174.00 CAVA BROTHERS 695 E ALISAL ST SALINAS, CA 93905-2644 $ 87.00 CAVA BROTHERS PROPERTIES 7 N HEBBRON AVE SALINAS, CA 93905 $ 43.50 CELLULAR CONNECTIONS 924 N SANBORN RD SALINAS, CA 93905-1309 $ 87.00 CENTRAL COAST SYSTEM 312 KINGS ST SALINAS, CA 93905-2512 $ 174.00 CENTRO DE LA GENTE 10 SHERWOOD DR # 2 SALINAS, CA 93901-2873 $ 174.00 CHA CHA REAL ESTATE HOLDINGS, LLC 950 E ALISAL ST SALINAS, CA 93905-2608 $ 261.00 CHAMPION SPORTS 626 E ALISAL ST SALINAS, CA 93905-2602 $ 174.00 CHANGING FACES BEAUTY STUDIO 813 E ALISAL ST SALINAS, CA 93906 $ 72.21 CHICALI HOT DOGS 382 E MARKET ST A SALINAS, CA 93901 $ 87.00 CHINA HOUSE 848 E ALISAL ST SALINAS, CA 93905-2606 $ 750.00 CLASICO SHOES 876 E ALISAL ST SALINAS, CA 93905-2606 $ 130.50 CLASSIC WEDDINGS 650 E ALISAL ST SALINAS, CA 93905-2643 $ 130.50 CLINICA DE SALUD DEL VALLE DE SALINAS 950 CIRCLE DR SALINAS, CA 93905-2150 $ 50.00 CLINICA DE SALUD DEL VALLE DE SALINAS 219 N SANBORN RD SALINAS, CA 93905-2218 $ 50.00 CLOTHING & THINGS THRIFT SHOP 470 E MARKET ST C SALINAS, CA 93905 $ 130.50 CM TAX & SERVICE 930 N SANBORN RD SALINAS, CA 93905-1309 $ 87.00 COMFORT CONTROL 263 E MARKET ST SALINAS, CA 93901-3719 $ 121.80 COMIDA ECONOMICA 1415 N MAIN ST SALINAS, CA 93906-2403 $ 87.00 CONECTATE MEDIA 915 E ALISAL ST SALINAS, CA 93905-2607 $ 87.00 CORNER MARKET 497 E ALISAL ST SALINAS, CA 93905-2546 $ 750.00 CORONA MARKET 695 E ALISAL ST SALINAS, CA 93905-2644 $ 522.00 COSTA CENTRAL MEDICAL GROUP 323 N SANBORN RD E SALINAS, CA 93905 $ 200.10 COUNTRY MOTORS, INC. 431 E ALISAL ST SALINAS, CA 93905-2501 $ 750.00 CREACIONES DE ANGEL 727 E ALISAL ST SALINAS, CA 93905-2603 $ 21.75 CUEVAS TIRE I I, INC. 601 E ALISAL ST SALINAS, CA 93905-2601 $ 87.00 CUEVAS TIRES INC 619 N SANBORN RD A SALINAS, CA 93905 $ 156.60 CULTURAS HIDALGO & OAXACA 473 E MARKET ST SALINAS, CA 93905-2527 $ 609.00 CURIOSIDADES SAGA 928 N SANBORN RD SALINAS, CA 93905-1309 $ 87.00 CURIOSIDADES SAGA 623 E ALISAL ST SALINAS, CA 93905-2601 $ 43.50 CVS PHARMACY #9349 347 E ALISAL ST SALINAS, CA 93901-4398 $ 750.00 CYNTHIA HAIR SALON 1116 E ALISAL ST SALINAS, CA 93905-2716 $ 52.20 DALE'S GLASS SHOP 275 GRIFFIN ST SALINAS, CA 93901-3791 $ 200.10 DAMIAN'S JEWELRY 60 N SANBORN RD A SALINAS, CA 93905 $ 87.00 DELI-CAFE 3 HERMANOS, INC. 545 E ALISAL ST E SALINAS, CA 93905 $ 750.00 DELLA MORA PLUMBING, INC. 245 MERCED ST A SALINAS, CA 93901 $ 113.10 DEM ENTERPRISES, LLC 548 E ALISAL ST C/A SALINAS, CA 93905 $ 87.00 DIANA BEAUTY SALON 908 E MARKET ST SALINAS, CA 93905-2114 $ 21.75 DISCOTECA LA MEXICANA PLUS 880 E ALISAL ST SALINAS, CA 93905-2606 $ 87.00 DISCOTECA RINCON DE LOS EXITOS 626 E ALISAL ST SALINAS, CA 93905-2602 $ 21.75 DIVAS CLOSETT 630 E MARKET ST A SALINAS, CA 93905 $ 21.75 DOMINO'S PIZZA 1033 E ALISAL ST D SALINAS, CA 93905 $ 750.00 DON ROBERTO JEWELERS #46 1033 E ALISAL ST A SALINAS, CA 93905 $ 750.00 DULCERIA VARGAS, LLC 60 N SANBORN RD A SALINAS, CA 93905 $ 750.00 E & R INVESTMENTS, LLC 1114 E ALISAL ST SALINAS, CA 93905-2716 $ 87.00 E.Z. AUTOSALES 739 E ALISAL ST SALINAS, CA 93905-2603 $ 43.50 EAST MARKET SHELL 458 E MARKET ST SALINAS, CA 93905-2526 $ 750.00 EAST MARKET STORE 701 E MARKET ST SALINAS, CA 93905-2110 $ 174.00 EAST SALINAS FAMILY CENTER 995 N MADEIRA AVE SALINAS, CA 93905-2214 $ 50.00 EDUARDOS DEPARTMENT STORE 1033 E ALISAL ST C SALINAS, CA 93905 $ 130.50 EL CAPORAL FAMILY WESTERN WEAR 905 E ALISAL ST SALINAS, CA 93905-2607 $ 87.00 EL COMPITA MARISCOS 548 E ALISAL ST C/A SALINAS, CA 93905 $ 87.00 EL FARO TAX SERVICE Y ENVIOS INC 607 E ALISAL ST B SALINAS, CA 93905 $ 182.70 EL KIOSKO #2 730 E ALISAL ST C/A SALINAS, CA 93905 $ 87.00 EL KORA RESTAURANT 153 GRIFFIN ST SALINAS, CA 93901-3779 $ 261.00 EL MILAGRO #2 1118 E ALISAL ST SALINAS, CA 93905-2716 $ 130.50 EL POLLO DORADO 701 E ALISAL ST SALINAS, CA 93905-2603 $ 261.00 EL POLLO LOCO #3592 336 E MARKET ST SALINAS, CA 93901-3732 $ 750.00 EL POTOCINO WESTERN WEAR 626 E ALISAL ST SALINAS, CA 93905-2602 $ 130.50 EL PRIMO 727 E ALISAL ST SALINAS, CA 93905-2603 $ 21.75 EL PRIMO EXPRESS 975 N SANBORN RD A SALINAS, CA 93905 $ 95.70 EL PRIMO WESTERN WEAR 828 E ALISAL ST SALINAS, CA 93905-2606 $ 750.00 EL PRIMO WESTERN WEAR 645 E ALISAL ST SALINAS, CA 93905-2644 $ 750.00 EL PRIMO WESTERN WEAR 880 E ALISAL ST SALINAS, CA 93905-2606 $ 750.00 EL SOL MOTORS INC 724 E MARKET ST SALINAS, CA 93905-2111 $ 348.00 EL TACO RICO DE SALINAS 480 E MARKET ST SALINAS, CA 93905-2530 $ 87.00 EL TAPATIO SNACK BAR 880 E ALISAL ST SALINAS, CA 93905-2606 $ 87.00 EL VOLCAN 723 E ALISAL ST SALINAS, CA 93905-2603 $ 87.00 EL VOLCAN 2047 N MAIN ST SALINAS, CA 93906-1731 $ 87.00 EL ZACATECANO RESTAURANT, INC. 655 E ALISAL ST SALINAS, CA 93905-2644 $ 750.00 ELECTRONICS PLUS 646 E ALISAL ST SALINAS, CA 93905-2643 $ 522.00 ELENAS DAY CARE 770 ELTON PL SALINAS, CA 93905-2134 $ 182.70 EMILIO & ROSA ROSSI 248 MERCED ST SALINAS, CA 93901-3733 $ 87.00 ENCANTO BEAUTY SALON 622 E MARKET ST SALINAS, CA 93905-2136 $ 43.50 ES CAR WASH #1 282 E ALISAL ST SALINAS, CA 93901-3618 $ 261.00 ES CAR WASH #2 1120 E ALISAL ST SALINAS, CA 93905-2716 $ 174.00 ES CAR WASH #3 443 N SANBORN RD SALINAS, CA 93905-2222 $ 130.50 ESPINOZA'S FURNITURE 607 E MARKET ST SALINAS, CA 93905-2108 $ 87.00 ESTETICA UNISEX LETY'S 7 S WOOD ST SALINAS, CA 93905 $ 43.50 EUROPEAN AUTO 276 E MARKET ST SALINAS, CA 93901-3776 $ 287.10 EVA'S ICE CREAM 467 E MARKET ST SALINAS, CA 93905-2527 $ 87.00 EVERYONES HARVEST 632 E ALISAL ST SALINAS, CA 93905-2602 $ 50.00 EXCLUSIVE AUTO BODY 518 E ALISAL ST SALINAS, CA 93905 $ 174.00 EXITOS LATINOS 1110 E ALISAL ST SALINAS, CA 93905-2716 $ 348.00 FACTORY 2 U 1022 E ALISAL ST SALINAS, CA 93905-2714 $ 750.00 FAMILY AWARENESS CONSULTING 10 SHERWOOD DR # 28 SALINAS, CA 93901-2874 $ 174.00 FAMILY OUTLET 832 E ALISAL ST SALINAS, CA 93905-2606 $ 87.00 FANS' SOCCER SHOP 626 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 FERNANDO AUTO REPAIR 268 E ALISAL ST SALINAS, CA 93901-3618 $ 87.00 FERNANDO LUQUE D.C. 622 E ALISAL ST 1 SALINAS, CA 93905 $ 208.80 FIESTA AUTO INSURANCE 554 E ALISAL ST SALINAS, CA 93905-2545 $ 191.40 FOODS, CO. #769 1030 E ALISAL ST SALINAS, CA 93905-2714 $ 750.00 FOUNTAIN OF BEAUTY/FUENTE DE B 607 E ALISAL ST B SALINAS, CA 93905 $ 43.50 FRANCI & MIKE WEAVER 285 GRIFFIN ST SALINAS, CA 93901-3721 $ 43.50 FRANCISCA C LEAL 811 E ALISAL ST SALINAS, CA 93905-2605 $ 21.75 FRANKS VIDEO PRODUCTION 530 ROOSEVELT ST E SALINAS, CA 93905 $ 21.75 F.TOFIELD AUTP REPAIR 231 KERN ST SALINAS, CA 93905 $ 52.20 G L LIQUOR 606 E ALISAL ST B SALINAS, CA 93905 $ 348.00 GABILAN TV SALES 470 E MARKET ST A SALINAS, CA 93905 $ 87.00 GALARZA JEWELRY & OMEGA VIDEO 984 ACOSTA PLZ SALINAS, CA 93905-1302 $ 43.50 GALAXY PARTY SUPPLY 382 E MARKET ST SALINAS, CA 93901-3732 $ 87.00 GALI & CO 545 E ALISAL ST #A SALINAS, CA 93905 $ 522.00 GALVEZ TIRES & WHEELS 678 E MARKET ST SALINAS, CA 93905-2126 $ 87.00 GARCIA CHIROPRACTIC CLINIC 909 E ALISAL ST SALINAS, CA 93905-2607 $ 191.40 GARY R & SHARON K WALLER 275 GRIFFIN ST SALINAS, CA 93901-3791 $ 87.00 GATE'S DECORATING SUPPLIES 602 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 GEMINI T-SHIRT 626 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 GENERAL AUTO REPAIR 315 COMMISSION ST SALINAS, CA 93901-3701 $ 95.70 GIFTS & ETC OUTLET 43 S SANBORN RD B SALINAS, CA 93905 $ 130.50 GIS PLUMBING INC 326 E ALISAL ST E SALINAS, CA 93901 $ 130.50 GLADYS IMMIGRACION Y SERVICIOS 509 E ALISAL ST SALINAS, CA 93905-2503 $ 21.75 GOMEZ ADAN & MARIA LUCRECIA 710 E MARKET ST SALINAS, CA 93905-2111 $ 87.00 GOMEZ AUTO REPAIR 710 E MARKET ST SALINAS, CA 93905-2111 $ 234.90 GOODWILL CENTRAL COAST 708 E ALISAL ST SALINAS, CA 93905-2604 $ 50.00 GORDITAS MARIA DULCERIA 732 E MARKET ST SALINAS, CA 93905-2111 $ 522.00 GOYITOS AUTO REPAIR 770 N SANBORN RD SALINAS, CA 93905-1315 $ 87.00 GRANITEROCK 400 WORK ST SALINAS, CA 93901-4379 $ 750.00 GREEN CELLULAR INC/DIGICOM WIRELESS 801 E MARKET ST SALINAS, CA 93905-2112 $ 348.00 GREEN LITE AUTO GLASS 246 E MARKET ST SALINAS, CA 93901-3775 $ 87.00 GRIFFIN WASH HOUSE 261 GRIFFIN ST SALINAS, CA 93901-3721 $ 104.40 GROENIGER & COMPANY 66 TARP CIR SALINAS, CA 93901-3717 $ 348.00 GROWGENERATION 1000 WEST MISSISSIPPI AVE DENVER, CO 80223 $ 750.00 GTO PRINTING 526 E ALISAL ST SALINAS, CA 93905-2504 $ 174.00 GUADALAJARA BAKERY 699 E MARKET ST SALINAS, CA 93905-2108 $ 87.00 GUIZAR AUTO SERVICE INC 435 E ALISAL ST SALINAS, CA 93905-2501 $ 87.00 HAIR 2000 20 N SANBORN RD F SALINAS, CA 93905 $ 43.50
HAIRCUTS IN SHAPE 326 E ALISAL ST F SALINAS, CA 93901 $ 21.75 HAYDEE BEAUTY SALON 819 E ALISAL ST SALINAS, CA 93905-2605 $ 21.75 HEALEY MORTUARY & CREMATORY 405 N SANBORN RD SALINAS, CA 93905-2293 $ 750.00 HECTOR'S MEAT 549 E MARKET ST SALINAS, CA 93905-2528 $ 261.00 HERNANDEZ PRODUCE 923 E MARKET ST SALINAS, CA 93905-2113 $ 87.00 HERNANDEZ TOY STORE AND CAR ACCESS 626 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 HOJAS PARA MEDICINA #2 AQUARICH 811 E ALISAL ST SALINAS, CA 93905-2605 $ 435.00 HOLIDAY INN EXPRESS & SUITES 195 KERN ST C/A SALINAS, CA 93905 $ 174.00 HORACIOS AUTO REPAIR 311 KINGS ST SALINAS, CA 93905-2511 $ 43.50 IMPERIOUZ AUTOBODY, INC. 297 E MARKET ST SALINAS, CA 93901 $ 43.50 IN-N-OUT BURGERS #99 151 KERN ST SALINAS, CA 93905-2016 $ 750.00 INTERACTIVE SOUND & WIRELESS 728 E ALISAL ST SALINAS, CA 93905-2604 $ 261.00 ISABELA FASHION 515 E ALISAL ST A SALINAS, CA 93905 $ 43.50 ISABELLA'S FLOWERS AND GIFTS 480 E MARKET ST SALINAS, CA 93905-2530 $ 21.75 ISLAS LAWN SERVICE 61 N PEARL ST B SALINAS, CA 93905 $ 87.00 J & M APPLIANCE REPAIR 663 E MARKET ST SALINAS, CA 93905-2108 $ 87.00 J&N COLLISION 327 COMMISSION ST SALINAS, CA 93901-3701 $ 87.00 J.J.R. GARDENING SERVICES 54 N MADEIRA AVE A SALINAS, CA 93905 $ 87.00 JAQUEZ FAST FOOD SERVICE 923 E MARKET ST SALINAS, CA 93905-2113 $ 113.10 JAX PACIFIC WEST INSURANCE 817 E ALISAL ST SALINAS, CA 93905-2605 $ 182.70 JIM RUSSO STATE FARM 921 E ALISAL ST SALINAS, CA 93905-2607 $ 130.50 JOEMARY AM/PM 385 E ALISAL ST SALINAS, CA 93901-4302 $ 750.00 JORGE HARO 655 E ALISAL ST SALINAS, CA 93905-2644 $ 43.50 JORGE'S AUTO DETAIL'S 63 KINGS ST B SALINAS, CA 93905 $ 104.40 JOSE'S AUTO REPAIR 382 E MARKET ST B SALINAS, CA 93901 $ 104.40 JOYERIA Y BOTANICA 904 E MARKET ST SALINAS, CA 93905-2114 $ 261.00 JUGERIA LA TROPICAL 822 E ALISAL ST SALINAS, CA 93905-2606 $ 19.58 JULY'S UNDERWEAR 880 E ALISAL ST SALINAS, CA 93905-2606 $ 43.50 JV CONSTRUCTION 749 ELTON PL SALINAS, CA 93905-2120 $ 87.00 K & K LAUNDROMAT 503 E MARKET ST SALINAS, CA 93905-2528 $ 130.50 KELLY-MOORE PAINTS 260 GRIFFIN ST SALINAS, CA 93901-3792 $ 750.00 KENTUCKY FRIED CHICKEN #152 700 E ALISAL ST SALINAS, CA 93905-2604 $ 750.00 KIDS R 545 E ALISAL ST G SALINAS, CA 93905 $ 117.45
KIMMIES CORK N BOTTLE 210 N SANBORN RD SALINAS, CA 93905-2219 $ 750.00 KING THRIFT STORE 330 KINGS ST SALINAS, CA 93905 $ 21.75 KOL ELECTRIC INC 639 E MARKET ST SALINAS, CA 93905-2108 $ 165.30 KTGE 548 E ALISAL ST A SALINAS, CA 93905 $ 200.10
L'AMOUR SHOPPE 323 E ALISAL ST SALINAS, CA 93901-4302 $ 750.00 LA BARATA TIENDA 836 E ALISAL ST SALINAS, CA 93905-2606 $ 609.00 LA CHILINDRINA ICE CREAM TRUCK 148 GRIFFIN ST SALINAS, CA 93901-3755 $ 87.00 LA ESPERANZA MARKET 490 E MARKET ST SALINAS, CA 93905-2530 $ 522.00 LA MALUCADA 801 E ALISAL ST SALINAS, CA 93905-2605 $ 43.50 LA MICHOACANA #1 237 E MARKET ST SALINAS, CA 93901-3719 $ 750.00 LA MICHOACANA ES ARTESANAL RP 32 SAN MIGUEL AVE SALINAS, CA 93901-3019 $ 87.00 LA MICHOACANA LOVE INC 712 E ALISAL ST SALINAS, CA 93905-2604 $ 261.00 LA MOVIDA 816 E ALISAL ST SALINAS, CA 93905-2606 $ 261.00 LA OAXAQUENA 727 E ALISAL ST SALINAS, CA 93905-2603 $ 43.50 LA PAZ DENTAL CARE 559 E ALISAL ST SALINAS, CA 93905-2516 $ 217.50 LA PERLA MEXICAN FOOD #2 305 KERN ST SALINAS, CA 93905-2508 $ 208.80 LA PLAZA BAKERY 20 N SANBORN RD A SALINAS, CA 93905 $ 750.00 LA PLAZITA MARKET 617 N SANBORN RD SALINAS, CA 93905-1303 $ 750.00 LA POPULAR C/O ROGELIO MONROY VARGAS 902 E MARKET ST SALINAS, CA 93905-2114 $ 21.75 LA PRINCESA #1 516 E ALISAL ST SALINAS, CA 93905-2504 $ 750.00 LABORATORY CORPORATION OF AMERICA 559 E ALISAL ST SALINAS, CA 93905-2516 $ 95.70 LARRY MAK 200 ESTATE DR SALINAS, CA 93901 $ 43.50
LATINO BEAUTY SALON 548 E ALISAL ST D SALINAS, CA 93905 $ 52.20 LAUREL HEIGHTS SHELL 705 N SANBORN RD SALINAS, CA 93905-1305 $ 750.00 LDR PROPERTIES T.I.C. 658 E MARKET ST SALINAS, CA 93905-2126 $ 87.00 LEAL BAKERY 805 E ALISAL ST SALINAS, CA 93905-2605 $ 261.00 LEMUS INSURANCE 454 E ALISAL ST C SALINAS, CA 93905 $ 95.70 LEON AUTO SALES 615 E MARKET ST SALINAS, CA 93905-2108 $ 750.00 LIANNA AVILA, MARRIAGE & FAMILY 251 REATA ST SALINAS, CA 93906-2815 $ 174.00 LIBRERIA ALICIAS 880 E ALISAL ST SALINAS, CA 93905-2606 $ 130.50 LIM FAMILY ENTERPRISES LLC 568 E ALISAL ST SALINAS, CA 93905-2545 $ 43.50 LITTLE CAESAR PIZZA #5055 45 S SANBORN RD # A SALINAS, CA 93905-3282 $ 750.00 LOPEZ PHOTOGRAPHY PRODUCTIONS 823 E ALISAL ST SALINAS, CA 93905-2605 $ 87.00 LOS ALTOS RESTAURANT #2 107 KERN ST SALINAS, CA 93905-2006 $ 750.00 LOS ARCOS DEL ALISAL 504 E ALISAL ST SALINAS, CA 93905-2504 $ 174.00 LOS DOS POTRILLOS RESTAURANT 301 E ALISAL ST SALINAS, CA 93901-4302 $ 750.00 LUCY'S AUTO REGISTRATION 210 MERCED ST #B SALINAS, CA 93901-3762 $ 174.00 LYDIA'S ONE DAY TAX 545 E ALISAL ST F SALINAS, CA 93905 $ 182.70 M & M CARS 10 SHERWOOD DR # 21 SALINAS, CA 93901-2873 $ 95.70 M & R AUTO REPAIR 424 E ALISAL ST SALINAS, CA 93905-2502 $ 95.70 MAAS ACCESSORIES 922 N SANBORN RD SALINAS, CA 93905-1309 $ 174.00 MAGDA'S FLOWERS 626 E MARKET ST SALINAS, CA 93905-2136 $ 174.00 MARGARITA TAX & VALLEY AUTO INS BROKER 546 E MARKET ST SALINAS, CA 93905-2529 $ 174.00 MARIA A SILVA 515 E ALISAL ST SALINAS, CA 93905-2503 $ 43.50 MARIA'S USED STUFF 822 N SANBORN RD SALINAS, CA 93905-1307 $ 43.50 MARIBEL HAIR STUDIO 600 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 MARION'S PLACE, INC. 487 E MARKET ST SALINAS, CA 93905-2527 $ 261.00 MARISCOS COSTA AZUL 658 E MARKET ST SALINAS, CA 93905-2126 $ 152.25 MARITZA MARKET 549 E MARKET ST SALINAS, CA 93905-2528 $ 609.00 MARQUEZ HANDYMAN SERVICES 841 MEADOW DR SALINAS, CA 93905-3124 $ 43.50 MARY'S EL RINCONSITO MEX ART 626 E ALISAL ST SALINAS, CA 93905-2602 $ 95.70 MAYA PRODUCTIONS 470 E MARKET ST B SALINAS, CA 93905 $ 174.00 MAYRA'S BRIDAL SHOP 621 E ALISAL ST SALINAS, CA 93905-2601 $ 174.00 MCDONALD'S #36262 155 KERN ST SALINAS, CA 93905-2016 $ 750.00 MCDONALDS #690 840 E ALISAL ST SALINAS, CA 93905-2606 $ 750.00 MEDINA'S BRIDAL SHOP 639 E ALISAL ST SALINAS, CA 93905-2644 $ 43.50 MERCADITO ALEGRIA 727 E ALISAL ST SALINAS, CA 93905-2603 $ 87.00 MERCADO MI RANCHO 495 E MARKET ST SALINAS, CA 93905-2527 $ 750.00 MESINA KEY 876 E ALISAL ST SALINAS, CA 93905-2606 $ 87.00 MEXICO LINDO DELI 626 E ALISAL ST SALINAS, CA 93905-2602 $ 174.00 MI FIESTA SMOKE SHOP 1033 E ALISAL ST G SALINAS, CA 93905 $ 696.00 MIGUEL GUTIERREZ 328 E ALISAL ST SALINAS, CA 93901-4303 $ 130.50 MINA'S CLEANING SERVICES 516 ROOSEVELT ST A SALINAS, CA 93905 $ 87.00 MIRANDA ENVIOS INC 920 N SANBORN RD SALINAS, CA 93905-1309 $ 191.40 MIRANDA ENVIOS INC 648 E ALISAL ST SALINAS, CA 93905-2643 $ 104.40 MIRANDA ENVIOS INC 528 E ALISAL ST SALINAS, CA 93905-2504 $ 104.40 MIRANDA ENVIOS INC 913 E ALISAL ST SALINAS, CA 93905-2607 $ 104.40 MIREYA'S VANITY BEAUTY SALON 824 E ALISAL ST SALINAS, CA 93905-2606 $ 21.75 MIRSA'S 288 E MARKET ST SALINAS, CA 93901-3776 $ 87.00
MISSION LINEN SUPPLY, INC. 315 KERN ST SALINAS, CA 93905-2595 $ 750.00 MJ COLLECTION 626 E ALISAL ST SALINAS, CA 93905-2602 $ 130.50 MON'S AUTO REPAIR 227 COMMISSION ST SALINAS, CA 93901-3724 $ 95.70 MONTEREY COUNTY SOCCER LEAGUE 443 E ALISAL ST SALINAS, CA 93905-4514 $ 50.00 MORALES GARDENING 65 N FILICE ST SALINAS, CA 93905-2634 $ 87.00 MORELIA'S .99 STORE AND UP 669 E MARKET ST SALINAS, CA 93905-2108 $ 21.75 MOTEL 6 #1370 140 KERN ST C/A SALINAS, CA 93905 $ 261.00 MOUNTAIN MIKE'S PIZZA 315 E ALISAL ST SALINAS, CA 93901-4302 $ 750.00 MUNDO SALUDABLE 443 E ALISAL ST SALINAS, CA 93905-4514 $ 95.70 NANCY MORENO INSURANCE SERVICES 7 N HEBBRON AVE SALINAS, CA 93905 $ 750.00 NANCY'S SHOEWEAR 626 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 NATURA VIDA 611 E ALISAL ST SALINAS, CA 93905-2601 $ 21.75 NAVARRO INCOME TAX AND SERVICE 14 S WOOD ST SALINAS, CA 93905 $ 174.00 NAVARRO'S WEDDING DECORATIONS 440 E ALISAL ST SALINAS, CA 93905-2502 $ 87.00 NAVARROS FURNITURE 440 E ALISAL ST SALINAS, CA 93905-2502 $ 143.55 NEIGHBORHOOD MARKET & TAQUERIA 505 E MARKET ST SALINAS, CA 93905-2528 $ 750.00 NELIDA M TORRES 716 E ALISAL ST SALINAS, CA 93905-2604 $ 43.50 NELLY'S BEAUTY SALON 716 E ALISAL ST SALINAS, CA 93905-2604 $ 43.50 NEW IMAGE HAIR SALON 972 ACOSTA PLZ SALINAS, CA 93905-1302 $ 156.60 NG REPAIR AUTO BODY 308 KINGS ST SALINAS, CA 93905-2512 $ 382.80 NIKYS 545 E ALISAL ST G SALINAS, CA 93905 $ 130.50
NMSO, INC #68199 33 S SANBORN RD SALINAS, CA 93905-3261 $ 130.50 NOVEDADES RUBI 727 E ALISAL ST SALINAS, CA 93905-2603 $ 21.75 NOVIA'S ROSSY'S 645 E ALISAL ST SALINAS, CA 93905-2644 $ 43.50 NUMBER 1 SOX 626 E ALISAL ST SALINAS, CA 93905-2602 $ 87.00 NUTRICION Y VITALIDAD 975 N SANBORN RD C SALINAS, CA 93905 $ 21.75 O'REILLY AUTO PARTS #2702 43 S SANBORN RD A SALINAS, CA 93905 $ 750.00 OBHET AUTO REPAIR SHOP 482 E MARKET ST SALINAS, CA 93905-2530 $ 95.70 OLIVER KIMMIE 519 E MARKET ST SALINAS, CA 93905-2528 $ 87.00 ONE STOP MARKET 980 ACOSTA PLZ SALINAS, CA 93905-1302 $ 696.00 ORTIZ ASUNTOS MIGRATORIOS, INC 10 SHERWOOD DR # 27 SALINAS, CA 93901-2874 $ 87.00 PABLO ESPINOZA 440 E ALISAL ST SALINAS, CA 93905-2502 $ 43.50 PABLO ESPINOZA 607 E MARKET ST SALINAS, CA 93905-2108 $ 87.00 PACIFIC COAST BATTERY SERVICE, INC. 311 E ALISAL ST SALINAS, CA 93901-4302 $ 750.00 PALETA PAYASO 735 SANBORN PL SALINAS, CA 93901-4569 $ 87.00 PALETERIA MATHEW 369 E MARKET ST E SALINAS, CA 93901 $ 87.00 PALETERIA ROSI 467 E MARKET ST # 1 SALINAS, CA 93905-2527 $ 87.00 PALETERIA VANILLA 467 E MARKET ST 1 SALINAS, CA 93905 $ 87.00 PALETERIA WENDY #1 467 E MARKET ST 1 SALINAS, CA 93905 $ 87.00 PANADERIA ORTEGA 916 N SANBORN RD SALINAS, CA 93905-1309 $ 174.00 PANADERIA PASTELERIA DELI LA ESTRELLA 613 N SANBORN RD SALINAS, CA 93905-1303 $ 130.50 PANADERIA TRES HERMANOS 545 E ALISAL ST D SALINAS, CA 93905 $ 750.00 PATANIA MASONRY INC 285 COMMISSION ST SALINAS, CA 93901-3744 $ 217.50 PATEL DAHYABHAI & SUMATIBEN 305 KERN ST SALINAS, CA 93905-2508 $ 87.00 PATRICIA MAGALLON 45 S SANBORN RD C SALINAS, CA 93905 $ 43.50 PATRICIA MENDEZ 600 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 PAUL FARO AUTOMOTIVE 264 E MARKET ST SALINAS, CA 93901-3775 $ 261.00 PENIEL MEN'S WEAR 626 E ALISAL ST SALINAS, CA 93905-2602 $ 87.00 PENINSULA PETROLEUM LLC 458 E MARKET ST SALINAS, CA 93905-2526 $ 750.00 PETER C MILLER 1000 E MARKET ST SALINAS, CA 93905-2217 $ 43.50 PINA'S CRAFTS 613 E ALISAL ST SALINAS, CA 93905-2601 $ 21.75 PLATT ELECTRIC SUPPLY 34 SIMAS ST C SALINAS, CA 93901-3703 $ 121.80 POLO'S INCOME TAX SERVICE, LLC 515 E ALISAL ST SALINAS, CA 93905-2503 $ 191.40 PRESTIGE ROOFING LLC 10830 MERRITT ST STE 5 CASTROVILLE, CA 95012-3419 $ 139.20 PRIME TIME NUTRITION 611 N SANBORN RD SALINAS, CA 93905-1303 $ 783.00 PRIME TIME NUTRITION 17 S PEARL ST SALINAS, CA 93905-3148 $ 750.00 PRIMO WIRELESS 10 S FILICE ST # 4 SALINAS, CA 93905-3136 $ 130.50 PRODUCTOS MEXICANOS 626 E ALISAL ST SALINAS, CA 93905-2602 $ 130.50 PRONTO DOLLARS 559 E ALISAL ST 108 SALINAS, CA 93905-2516 $ 182.70 PRONTO INCOME TAX SERVICE 600 E MARKET ST 100 SALINAS, CA 93905-2178 $ 182.70 QUALITY INN SALINAS 144 KERN ST SALINAS, CA 93905 $ 217.50 RADIO LAZER 600 E MARKET ST SALINAS, CA 93905-2178 $ 182.70 RAMIREZ AUTO SERVICE 222 IVY ST SALINAS, CA 93901-3705 $ 87.00 RAMIREZ ICE CREAM 467 E MARKET ST 1 SALINAS, CA 93905 $ 87.00 RAMIREZ ICE CREAM TRUCK 467 E MARKET ST 1 SALINAS, CA 93905 $ 87.00 REALTY INCOME PROPERTIES 16, LLC 319 E MARKET ST SALINAS, CA 93901-3706 $ 261.00 REDBOX AUTOMATED RETAIL LLC 1030 E ALISAL ST SALINAS, CA 93905-2714 $ 21.75 REDBOX AUTOMATED RETAIL LLC 575 N SANBORN RD SALINAS, CA 93905-2246 $ 21.75 REDBOX AUTOMATED RETAIL, LLC 347 E ALISAL ST SALINAS, CA 93901-4398 $ 21.75 REX MOTEL 305 KERN ST SALINAS, CA 93905-2508 $ 130.50
RIA FINANCIAL SERVICES 858 E ALISAL ST SALINAS, CA 93905-2606 $ 182.70 RIGHT WAY AUTO 212 MERCED ST 6 SALINAS, CA 93901 $ 382.80 RL FLOORING AND MOULDING CO 1982 GLADSTONE WAY SALINAS, CA 93906-7275 $ 130.50 ROCK BOXING GYM 285 E ALISAL ST SALINAS, CA 93901-3615 $ 87.00 ROSSI BROS TIRE AND AUTO SERVICE 81 N SANBORN RD SALINAS, CA 93905-2710 $ 750.00 RUBIO'S AUTO CARE 241 E MARKET ST SALINAS, CA 93901-3719 $ 87.00 RUTH RUIZ TAX & SERVICES 24 N SANBORN RD SALINAS, CA 93905-2711 $ 174.00 SABA'S CAR UPHOLSTERY MOBILE 526 FREMONT ST C SALINAS, CA 93905 $ 87.00 SALINAS AUTO TRANSMISSION 249 GRIFFIN ST SALINAS, CA 93901-3736 $ 95.70 SALINAS CELLULAR 549 E MARKET ST SALINAS, CA 93905-2528 $ 87.00 SALINAS COLLISION CENTER 382 E MARKET ST A SALINAS, CA 93901 $ 95.70 SALINAS DISCOUNT PLUS 648 E ALISAL ST SALINAS, CA 93905-2643 $ 174.00 SALINAS FURNITURE GALLERY 656 E ALISAL ST SALINAS, CA 93905-2643 $ 750.00 SALINAS FURNITURE GALLERY 801 E ALISAL ST SALINAS, CA 93905-2605 $ 348.00 SALINAS INSURANCE AGENCY LLC 443 E ALISAL ST B SALINAS, CA 93905 $ 174.00 SALINAS MARKET INC 45 S SANBORN RD # F SALINAS, CA 93905-3282 $ 750.00 SALINAS MEAT 229 N SANBORN RD SALINAS, CA 93905-2218 $ 130.50 SALINAS PAWN 431 E MARKET ST VEN SALINAS, CA 93905 $ 435.00 SALINAS PIZZA 988 ACOSTA PLZ SALINAS, CA 93905-1302 $ 87.00 SALINAS PREMIUM PURE WATER 335 KINGS ST SALINAS, CA 93905-2511 $ 87.00 SALINAS SMOG, INC 297 E MARKET ST SALINAS, CA 93901-3777 $ 104.40 SALINAS VALLEY PRO SQUAD 11345 MAIN ST SALINAS, CA 93901 $ 174.00 SANBORN & MARKET GAS 1000 E MARKET ST SALINAS, CA 93905-2217 $ 348.00 SANBORN LAUNDERLAND 45 S SANBORN RD B SALINAS, CA 93905 $ 348.00 SANBORN MEDICAL CENTER 323 N SANBORN RD SALINAS, CA 93905-2243 $ 130.50 SCARBROUGH PROP. MAINT. 285 E MARKET ST 2 SALINAS, CA 93901 $ 87.00 SEON ESTHER 626 E ALISAL ST SALINAS, CA 93905-2602 $ 87.00 SERAPH RATES 15570 WEATHER ROCK WAY SALINAS, CA 93908-9469 $ 182.70 SERGIO STUDIO'S BEAUTY SALON 45 S SANBORN RD C SALINAS, CA 93905 $ 21.75 SIERRA'S CLEANING 42 N PEARL ST 8 SALINAS, CA 93905 $ 95.70 SMART & FINAL #431 319 E MARKET ST SALINAS, CA 93901-3706 $ 750.00 SMART COMPUTER REPAIR 880 E ALISAL ST SALINAS, CA 93905-2606 $ 117.45 SOBADORA JANETH 530 ROOSEVELT ST E SALINAS, CA 93905 $ 87.00 SOWDER TAX SERVICE 24 N SANBORN RD SALINAS, CA 93905-2711 $ 21.75 STAGE 1 AUTO CARE AND TIRE 231 COMMISSION ST SALINAS, CA 93901-3724 $ 87.00 STARBUCK'S COFFEE #66772 PO BOX 34442 STAX2 SEATTLE, WA 98124 $ 435.00 SUBWAY #5062 1114 E ALISAL ST SALINAS, CA 93905-2716 $ 174.00 T-PEINO BEAUTY SALON & NAILS 906 N SANBORN RD SALINAS, CA 93905-1309 $ 43.50 TACO BELL #25510 664 E ALISAL ST SALINAS, CA 93905-2643 $ 750.00 TACOS EL JALISCIENCE II 441 N SANBORN RD SALINAS, CA 93905-2222 $ 130.50 TACOS PACHECO #2 607 E MARKET ST SALINAS, CA 93905-2108 $ 87.00 TACOS PACHECO #3 3 ROSSI CIR C/A SALINAS, CA 93907 $ 87.00 TALA V. GREDINBERG DDS, INC. 323 N SANBORN RD #F SALINAS, CA 93905 $ 200.10 TAPIAS SPORT WEAR FASHION 607 N SANBORN RD SALINAS, CA 93905-1303 $ 43.50 TAQUERIA DELICIAS 545 E ALISAL ST A SALINAS, CA 93905 $ 750.00 TAQUERIA EL GRULLENSE 976 ACOSTA PLZ SALINAS, CA 93905-1302 $ 750.00 TAQUERIA EL TARASCO 910 N SANBORN RD SALINAS, CA 93905-1309 $ 261.00 TAQUERIA MI RANCHITO 45 S SANBORN RD D SALINAS, CA 93905 $ 435.00 TARGET PEST CONTROL 235 GRIFFIN ST SALINAS, CA 93901-3787 $ 750.00 TAX REFUNDS & SERVICES 10 S FILICE ST # 3 SALINAS, CA 93905-3136 $ 750.00 TEAMSTERS LOCAL UNION NO.890 207 N SANBORN RD SALINAS, CA 93905-2299 $ 50.00 THIEL E FRITZ 276 E MARKET ST SALINAS, CA 93901-3776 $ 87.00 THOMASSIN USED CARS 275 E MARKET ST SALINAS, CA 93901-3777 $ 174.00 TIFFANY'S BODY SHOP 248 MERCED ST SALINAS, CA 93901-3733 $ 261.00 TINA'S BEAUTY SALON 161 PIAZZA DR SALINAS, CA 93905 $ 21.75 TIRE & WHEEL WORLD 328 E ALISAL ST SALINAS, CA 93901-4303 $ 130.50 TOLO'S BODY SHOP 18 MURPHY ST SALINAS, CA 93901-4307 $ 174.00 TOMMY'S GLASS SERVICE, INC. 21 S PEARL ST SALINAS, CA 93905-3148 $ 261.00 TOP BLUEJEAN 654 E ALISAL ST SALINAS, CA 93905-2643 $ 435.00 TOP FASHION 964 ACOSTA PLZ SALINAS, CA 93905-1302 $ 87.00 TORRES AUTO SERVICE 369 E MARKET ST G SALINAS, CA 93901 $ 87.00 TOYS AND COSMETICS 880 E ALISAL ST SALINAS, CA 93905-2606 $ 261.00 TRANSMISSION CENTER 251 E MARKET ST SALINAS, CA 93901-3719 $ 95.70 TRES MARIAS #2 575 N SANBORN RD SALINAS, CA 93905-2246 $ 87.00 TRI COUNTY FIRE PROTECTION INC. 260 RIANDA CIR A SALINAS, CA 93901 $ 130.50 TRINI'S HAIR SHOP 811 E MARKET ST C/A SALINAS, CA 93905 $ 60.90 TRUJILLO TAX SERVICE & BOOKKEEPING 901 E ALISAL ST SALINAS, CA 93905-2607 $ 217.50 UNITED RENTALS (NORTH AMERICA), INC 37 TARP CIR SALINAS, CA 93901-3717 $ 750.00 VALLEY AUTO INSURANCE BROKERS 546 E MARKET ST SALINAS, CA 93905-2529 $ 174.00 VARIEDADES MARINA'S 695 E ALISAL ST SALINAS, CA 93905-2644 $ 21.75 VARIEDADES Y REGALOS ANAI 10 S FILICE ST 1 SALINAS, CA 93905 $ 174.00 VILLALTAS FURNITURE 668 E MARKET ST SALINAS, CA 93905-2126 $ 87.00 VIVA LINGERIE 626 E ALISAL ST SALINAS, CA 93905-2602 $ 43.50 VIZZA INVESTMENTS, LLC 605 N SANBORN RD SALINAS, CA 93905-1303 $ 87.00 WALGREENS #03446 575 N SANBORN RD SALINAS, CA 93905-2246 $ 750.00 WATERMILL EXPRESS 1010 CONNELY ST SALINAS, CA 93905-2704 $ 121.80 WEST COAST COMMERCIAL INC 260 RIANDA CIR D SALINAS, CA 93901 $ 130.50 WEST MARKET AUTO BODY & DETAILING 312 E MARKET ST SALINAS, CA 93901-3729 $ 65.25 WESTERN EXTERMINATOR COMPANY 8840 MURAOKA DR #140 GILROY, CA 95020-3687 $ 95.70 WESTERN MOTEL 6 S WOOD ST SALINAS, CA 93905 $ 65.25
WIENERSCHNITZEL 711 E ALISAL ST SALINAS, CA 93905-2603 $ 750.00 WINCHELL'S DONUT HOUSE FRANCHISE9866-A 969 E ALISAL ST SALINAS, CA 93905-2607 $ 609.00 WIRELESS TECH SHOP 454 E ALISAL ST C SALINAS, CA 93905 $ 87.00 WORKS AUTO BODY 10 MURPHY ST SALINAS, CA 93901-4307 $ 174.00 YORK F. GIN FAMILY PARTNERSHIP 10 SHERWOOD DR C\A SALINAS, CA 93906 $ 43.50 ZIG AUTO PARTS DISTRIBUTING, INC 276 E MARKET ST SALINAS, CA 93901-3776 $ 113.10 $ 105,520.99
Proposed Budget 2023/2024
Salinas United Business Association
Proposed Budget 2023/2024
Income 2023/2024 Budget
SUBA BID Assessments & Associated Membership (projected) $ 105,521* Contracts $ 97,000
Grants $ 5,000
Donations $ 7,500
Events (Sponsorships) $ 10,000-
Current Balance from FY 2022/2023 $ 14,253
Total Income $ 238,774
Expense
Operations $ 208,900
Accounting $ 4,500
Conferences/Staff Development $ 3,500
Insurance $ 4,550
Permits $ 1,000
Dues and Subscriptions $ 300
Office Furniture & Equipment $ 2,250
Office Supplies $ 4,750
Postage $ 2,250
Telephone & Internet $ 3,900
Rent $ 12,000
Staff $ 145,500
Miscellaneous $ 2,000
Beautification and Landscaping $ 4,000
Marketing & Promotion $ 8,500
Safety $ 2,400
Business Resources $ 7,500
Total Expenses $ 208,900
Estimated Fund Balance $ 29,874
*Projected Estimated Assessments from the City of Salinas Finance Department of 2023/2024. Calculations are estimations based on HDL figures.
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-576, Version: 1
General Plan Amendment 2022-002 and Rezone 2022-002; Amend the General Plan to change the General Plan designation of five (5) “Project sites” to Mixed-use and Rezone the same five (5) “Project sites” to Mixed-use (MX)
Approve a Resolution affirming the findings, adopting the proposed Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program, and adopting General Plan Amendment (GPA 2022-002) changing the General Plan Land Use Designations of five (5) “Project sites”; Alisal Marketplace, Edge of Downtown/Front and John Streets, Foods Co Shopping Center, Laurel West Shopping Center, and Sears (Northridge Mall) (portion) from Commercial Retail (CR) and/or Industrial General Commercial (IGC) to Mixed Use (MX); and adopt an Ordinance to Rezone the same five (5) “Project sites” from Commercial Retail (CR) and/or Industrial General Commercial (IGC) to Mixed Use (MX) (RZ 2022-002).
City of Salinas Page 1 of 1 Printed on 9/21/2023
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: SEPTEMBER 26, 2023
DEPARTMENT: COMMUNITY DEVELOPMENT
FROM: LISA BRINTON, DIRECTOR
THROUGH: GRANT LEONARD, PLANNING MANAGER
BY: OSCAR RESENDIZ, ASSOCIATE PLANNER
TITLE: GENERAL PLAN AMENDMENT 2022-002 AND REZONE 2022-002;
AMEND THE GENERAL PLAN TO CHANGE THE GENERAL
PLAN DESIGNATION OF FIVE (5) SITES TO MIXED USE AND
REZONE THE SAME FIVE (5) SITES TO MIXED-USE (MX)
RECOMMENDED MOTION:
It is recommended that the City Council take the following two actions:
1. Approve a resolution affirming the findings, adopting the proposed Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program, and adopting General Plan Amendment (GPA 2022-002) changing the General Plan Land Use Designations of five (5) “Project sites”; Alisal Marketplace, Edge of Downtown/Front and John Streets, Foods Co Shopping Center, Laurel West Shopping Center, and Sears (Northridge Mall) (portion) from Commercial Retail (CR) and/or Industrial General Commercial (IGC) to Mixed Use (MX); and
2. Adopt an Ordinance to Rezone the same five (5) “Project sites” from Commercial Retail (CR) and/or Industrial General Commercial (IGC) to Mixed Use (MX) (RZ 2022-002).
EXECUTIVE SUMMARY:
The City of Salinas is proposing General Plan Amendment (GPA) 2022-002 and Rezone (RZ) 2022-002 to change the land use designations and zoning districts of five (5) “Project sites”: Alisal Marketplace, Edge of Downtown/Front and John Streets, Foods Co Shopping Center, Laurel West Shopping Center, and Sears (Northridge Mall) (portion). The purpose of the GPA and RZ is to facilitate the production of housing, consistent with the City’s General Plan. The GPA and RZ Page | 2
would facilitate the development of up to approximately 2,513 housing units and 727,089 square feet of commercial uses. An Initial Study and Mitigated Negative Declaration has been prepared for each of the five (5) “Project sites” (ER 2022-10) and are provided as Exhibit 1 to the Resolution and Ordinance.
The Project does not involve construction or other physical changes to the site because there are currently no development proposals. The Project is intended to encourage future housing development that would provide new housing consistent with the Salinas General Plan. This Project is being partially funded by Senate Bill 2 (SB 2) grant funding for the purpose of increasing housing production in the City.
BACKGROUND:
The City of Salinas is facing an ongoing housing crisis with a low supply of units, rising rents and home prices, overcrowding, and a significant population of unhoused residents. Like many cities in California, housing affordability challenges have steadily increased in Salinas in recent years and were exacerbated further during the COVID-19 pandemic. In response to these challenges, the City of Salinas has focused on advancing housing production and establishing programs to support residents with their housing needs. In December 2019, the City accepted an SB 2 grant award from the state Housing and Community Development Department (HCD) in the amount of $310,000.
The SB 2 grant was awarded to cities for the preparation, adoption, and implementation of plans that streamline housing development approval and accelerate housing production. The SB 2 grant award enabled the City to undertake the planning and environmental study and analysis required to prepare the proposed General Plan Amendment and Rezone for five (5) identified sites summarized in Table 1 and are shown in Exhibit A – Project Locations.
Table 1. Project Sites and Location Summary
Project Site Location Project Location Map Area
Alisal Marketplace Adjacent to East
Alisal Street
between Front
Street and Griffin
Street
12.1 acres
Page | 3
Edge of
Downtown/Front
and John Streets
Adjacent to John
Street between
Abbott Street and
Front Street
3.7 acres
Foods Co Shopping
Center
Southeast corner
of East Alisal
Street and South
Sanborn Road
13.5 acres
Laurel West
Shopping Center
East of North
Davis Road
between West
Laurel
Drive/Calle Del
Adobe and Larkin
Street
16.2 acres
Sears (Northridge
Mall) (portion)
Northwest corner
of North Main
Street and Madrid
Street
8.41 acres
of the 10.2
acre site is
proposed
to be
changed as
shown in
red.
The Project sites were identified as having the capability to provide more housing and mixed-use development consistent with the 2002 General Plan. The proposed General Plan Amendments and Rezones are shown in Exhibit B, and summarized in Table 2, below:
Table 2. Proposed Land Use Designation and Zoning District Changes Site General Plan
Land Use Designation
Zoning District
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Existing Proposed Existing Proposed
Alisal Marketplace Retail /
General
Commercial/
Light
Industrial
Mixed Use Commercial
Retail
(CR)/Industrial
General
Commercial
(IGC)
Mixed Use (MX)
Edge of Downtown Retail /
Residential
Low Density
Mixed Use Commercial
Retail (CR) /
Residential Low
Density (R-L) /
Central City
(CC)
Mixed Use (MX) /
Central City (CC)
Laurel West
Shopping Center
Retail Mixed Use Commercial
Retail (CR)
Mixed Use (MX)
Foods Co Shopping
Center
Retail Mixed Use Commercial
Retail (CR)
Mixed Use (MX)
Sears (Northridge
Mall) (portion)
Retail Mixed Use* Commercial
Retail (CR)
Mixed Use (MX)*
*Note: 1.79 acres of the site will remain Retail and CR – Commercial Retail A more detailed discussion of the Project sites and the current and proposed uses is included in Exhibit C – Summary of Project Sites and Proposed Changes. Additionally, Chapter 37 of the City’s Zoning code contains a detailed list of allowed uses per zone, including what is allowed and not allowed under Mixed Use that can be reviewed here.
DISCUSSION:
General Plan Amendment
Per the 2002 Salinas General Plan, the Mixed-Use land use designation allows for development including a mixture of retail, office, and residential uses in the same building, on the same parcel or in the same area. The intent of this designation is to create activity centers with pedestrianoriented uses in certain portions of the City. The maximum intensity/density of development is 1.0 floor area ratio plus 10 dwelling units per acre throughout the City and a maximum intensity/density of development of 4.0 floor area ratio + 80 dwelling units per acre (for a total maximum allowable floor area ratio of 6.0) for projects within the Central City.
The proposed General Plan Amendment is consistent with General Plan Policies. The proposed General Plan Amendment would change the existing designations for the Project sites and amend Page | 5
the General Plan Land Use and Circulation Policy Map to align with the proposed rezoning of each site to Mixed Use (MX). The General Plan Amendment would be compatible with the General Plan land use designation of the adjacent sites of each subject site.
The proposed “Mixed Use” land use designation for the five (5) Project sites is consistent with General Plan Goal H-1, by providing a range of housing opportunities to adequately address existing and projected needs to Salinas. The proposed project also complies with General Plan Policy H-1.3, by identifying adequate sites to facilitate and encourage housing production for the existing and projected housing needs of the City. In addition, the project complies with General Plan Goal H-2, by maintaining and improving existing neighborhoods and housing stock.
Rezone
Per Zoning Code Section 37-30.230, the Mixed Use (MX) zoning district “provides opportunities for mixed use, office, public and semipublic uses, and commercial uses that emphasize retail, entertainment, and service activities.” Medium and high-density residential uses are encouraged within MX districts to facilitate pedestrian-oriented activity centers. The proposed zoning district would be consistent with the proposed land use designation, Mixed Use. Future development would follow development regulations and design standards of the MX District, by:
Promoting and providing development opportunities for integrated, complementary housing and employment opportunities in the same building, on the same parcel or within the same block.
Supporting transit use and providing a buffer between busy streets and residential neighborhoods and providing new housing opportunities in the city. Promoting compact development that is intended to be pedestrian-oriented with buildings close to and oriented to the sidewalk.
Promoting residential development that is appropriate in an urban setting in mixed-use buildings by providing incentives, as well as standards and regulations to minimize conflicts between different types of uses.
CONSIDERATION OF AMENDMENTS
Chapter 37, Article VI, Divisions 12 and 14 provides for a process whereby all General Plan and Zoning Code amendments are brought before the Planning Commission for a recommendation to the City Council for consideration and a final decision. On September 6, 2023, the Planning Commission held a public hearing to review the proposed Amendments and approved the attached Exhibit G, Planning Commission Resolution 2023-08 recommending that the City Council adopt the proposed Mitigated Negative Declaration, approve General Plan Amendment 2022-002 and Rezone 2022-002 (see attached Exhibit F- September 6, 2023, Planning Commission Staff Report, and draft Planning Commission minutes) with some reservations.
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The City Council may approve the proposed Amendments if all of the findings set forth in the attached City Council Resolution and Ordinance are established. Per Zoning Code Section 37-
60.930(d), an affirmative vote of not less than four (4) votes of the City Council is required for the Council to approve the General Plan Amendment. Prior to acting on the proposed Amendments, the City Council will need to affirm environmental impacts of the project have been analyzed in accordance with the California Environmental Quality Act (CEQA).
Consistency with Other Planning Efforts
The proposed General Plan Amendment and Rezone is consistent with previously approved plans, as well as current planning efforts. The City has actively pursued policies that support infill, mixeduse development and has incorporated these policies into community plans like the Alisal Vibrancy Plan, as well as citywide plans like the Economic Development Element and the forthcoming Active Transportation Plan. Furthermore, regional planning efforts by Monterey-Salinas Transit (MST) and the Association of Monterey Bay Area Governments (AMBAG) promote sustainable, transit-oriented development that would be facilitated under the proposed General Plan Amendment and Rezone. The Proposed General Plan Amendment and Rezone is also consistent with the City’s Draft 2023-2031 Housing Element that is scheduled for adoption in December 2023, as well as the Draft Place Types that are being proposed as part of the Visión Salinas 2040 General Plan Update.
Summary of Comments Received
During the Public Comment Period for the Initial Study and Mitigated Negative Declaration for General Plan Amendment and Rezoning, the City received one (1) written comment from Monterey-Salinas Transit (Exhibit D), and comments from the public during the September 6, 2023, Planning Commission meeting, along with comments from the Planning Commissioners.
The comments from MST relate to clarifying transit services routes and requesting that future developments include mitigation measures for Green House Gas (GHG) emission and Vehicle Miles Traveled (VMT) reductions. The City’s response to MST’s comments is included in Exhibit E.
The comments received at the Planning Commission focused on the Foods Co. and Sears sites and are summarized below.
Foods Co. Site Sears Site
Change may lead to increased traffic in an
already congested neighborhood.
Change may limit business opportunities at the
site because Mixed Use zoning restricts certain
uses.
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Change may lead to increased parking
demands along adjacent residential streets that
already experience heavy parking demands.
Following the presentation, public comments, and Commission discussion, the Planning Commission voted to recommend approval of all five (5) Initial Studies and Mitigated Negative Declarations and recommended approval of the General Plan Amendment and Rezone of the Alisal Market Place, Edge of Downtown, Laurel West Shopping Center, and the Sears sites. The Commission did not recommend approval of the Foods Co. Site General Plan Amendment and Rezone. The Commission also wanted to note that they had concerns about the proposed change in land use and zoning limiting future uses at the Sears site. Staff has considered the public and Planning Commissioner comments and has prepared the following analysis:
Foods Co. Comments:
Included in the CEQA analysis for this site is a comparison of traffic generated by existing allowed uses and uses that will be allowed if the property is rezoned. Because the Foods Co. site is a large shopping center, it currently generates considerable traffic, estimated to be up to 5,996 trips per day between all the uses - Foods Co, restaurants, bank, and other services. Alternatively, a mixeduse building with ground floor commercial and multifamily housing with between four (4) and ten (10) floors of residential living space is estimated to generate 1,982 trips per day, which is significantly lower than the current use.
The question of parking on adjacent streets is speculative at this point because no project is yet proposed. If a future project is proposed, the amount of parking needed to meet its commercial and residential needs would be determined during the planning and design process for the development. In general, development along commercial corridors with high quality transit and bicycle and pedestrian amenities, such as Alisal Street, requires less parking because residents have access to alternative transportation. Recently completed project examples include the Rabobank and the Bruhn Building apartments in Downtown, and Moon Gate Plaza in Chinatown.
Sears Comments:
The concerns about reducing business opportunities were raised by representatives of the current property owner who is seeking to reestablish commercial tenants at the Sears site. With the proposed General Plan Amendment and Rezone, certain uses would not be permitted under Mixed Use land use and zoning that are permitted under the current Commercial Retail zoning. However, new uses, such as housing, would be permitted under Mixed Use zoning, along with most retail uses, restaurants, and entertainment uses.
The primary area of change from the current Commercial Retail use would be the loss of vehicle service-related uses. The former Sears had an automotive maintenance center, and that use would not be allowed under Mixed Use zoning. However, if a vehicle services-related use is established within 180 days of the Rezone going into effect, then that use would be allowed to continue to operate and would become a legal, non-conforming use subject to Salinas Zoning Code Section 37-50.160. The General Plan Amendment and Rezone would, therefore, create a 180-day timeframe for a vehicle service-related use to be established at the Sears site before such a use would not be allowed.
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It should be noted that when the City received the SB2 grant in 2019, the former owner of the Sears site was receptive to the proposed land use and rezone and was interested in developing housing at the site. As such, it is possible that a future owner could be interested in pursuing housing on the site or other uses allowed under the Mixed-Use zoning.
CEQA CONSIDERATION:
The environmental impacts of the project have been analyzed in accordance with the California Environmental Quality Act (CEQA). An Initial Study (one (1) per site, five (5) total ISMNDs) was prepared to evaluate the potential impacts associated with the project. Based upon review of the Initial Study, the proposed project will not have a significant effect on the environment because the mitigation measures outlined in the proposed Mitigation Monitoring and Reporting Program have been included in the project (Exhibit C). The Initial Study and Mitigated Negative Declarations were routed to responsible agencies on August 18, 2023, and posted at the County Clerk’s Office on August 18, 2023; the deadline for comments was September 6, 2023. The State Clearinghouse received the document on August 18, 2023; the deadline for Clearinghouse comments was September 6, 2023 (SCH Numbers 2023080480). Only one (1) comment letter was received from MST. Both the comment letter and city response are provided as Exhibits D and E.
On June 14, 2022, the City of Salinas, pursuant to AB 52 (Chapter 532, Statutes 2014) and SB 18 (Chapter 905, Statutes 2004) sent via certified mail notification letters to 9 California Native American Tribes that are traditionally and culturally affiliated with the project area. The letter was sent to representatives of the Amah Mutsun Tribal Band, Amah Mutsun Tribal Band of Mission San Juan Bautista, Costanoan Rumsen Carmel Tribe, Esselen Tribe of Monterey County, Indian Canyon Mutsun Band of Costanoan, Ohlone/Costanoan-Esselen Nation, Wuksache Indian Tribe/Eshom Valley Band, Xolon-Salinan Tribe, and Runsen Am:a Tur:ataj Ohlone. Consultation for AB 52 ended on July 14, 2022, and consultation for SB 18 ended on September 12, 2022.
Chairperson Louise Miranda-Ramirez of the Ohlone/Costanoan-Esselen Nation requested formal consultation on September 13, 2022. Formal consultation was held by telephone on June 21, 2023.
Nine (9) mitigation measures were requested through the formal consultation. The requested mitigation measures have been incorporated into the proposed Mitigation Monitoring and Reporting Program for the project (Exhibit 2 to the Resolution and Ordinance). No requests for additional consultation were received.
It is noted that the circulated Initial Study and Mitigated Negative Declaration for the Sears (Northridge Mall) site incorrectly shows the proposed land use designation and zoning district applying to the total acreage of the site. The Initial Study and Mitigated Negative Declaration shows the proposed land use designation of Retail and zoning district of CR – Commercial Retail Page | 9
for the entire 10.2-acre site; however, the proposed land use designation and zoning district would only apply to 8.41 acres. The remaining 1.79 acres would maintain the current land use designation and zoning district. The final ordinance for City Council consideration reflects the correct acreage.
The removal of the 1.79 acres does not affect the analysis contained in the Initial Study and Mitigated Negative Declaration because the Initial Study and Mitigated Negative Declaration analyzed the maximum buildout of the entire 10.2 acres with mixed-use buildings. Therefore, the Initial Study and Mitigated Negative Declaration analyzed the “worst-case scenario” for development of the site with higher intensity uses.
STRATEGIC PLAN INITIATIVE:
The proposed Amendments support the City of Salinas Strategic Plan 2022-2025 goal of Housing/Affordable Housing by creating opportunities for future housing development. By establishing land use and zoning designations to align the land use approval process to facilitate development of higher residential density that would create more housing opportunities.
DEPARTMENTAL COORDINATION:
Community Development Department Advanced Planning and Plan and Project Implementation (APPI) division is leading the implementation of the SB2 grant, managed the preparation of the Initial Study Mitigated Negative Declarations and drafted the Amendments in coordination with other CDD divisions (Current Planning and Housing), Public Works, Economic Development staff and the City Attorney’s office.
FISCAL AND SUSTAINABILITY IMPACT:
There are no additional fiscal impacts to the City’s General Fund associated with the approval of the Amendments. Staff time for managing the SB2 grant and managing the preparation of CEQA documents was fully funded with SB 2 grant. Staff time dedicated to preparing the Amendments and this report is already incorporated in the 2022-2023 Community Development APPI division budget.
ATTACHMENTS:
1. Exhibit A – Project Locations
2. Exhibit B – Existing and Proposed Land Use and Zoning
3. Exhibit C – Summary of Project Sites and Proposed Changes
4. Exhibit D - Letter from Monterey-Salinas Transit District, from Emma Patel, Planning Manager, Monterey-Salinas Transit District (MST) Dated August 31, 2023 Page | 10
5. Exhibit E - City Response to MST Comments
6. Exhibit F - Planning Commission Staff Report dated September 6, 2023- Packet with exhibits.
7. Exhibit F - Unofficial Planning Commission Minutes for September 6, 2023
8. Exhibit G - Planning Commission Resolution 2023-08 - Exhibits for PC Resolution
9. Draft City Council Resolution for GPA 2022-002 and Mitigated Negative Declaration with the following Exhibits:
Reso Exhibit 1: Initial Study/Mitigated Negative Declaration (ISMND), dated August 2023 (Revised September 2023)
Reso Exhibit 2: Mitigation Monitoring and Reporting Program Reso Exhibit 3: Proposed General Plan Amendment 2022-002 (GPA 2022- 002) Map and Proposed Rezone 2022-002 (RZ 2022-002)
Map
10. Draft Rezone Ordinance for Rezone 2022-002 with following Exhibits:
Ord Exhibit 1: Initial Study/Mitigated Negative Declaration (ISMND), dated August 2023 (Revised September 2023)
Ord Exhibit 2: Mitigation Monitoring and Reporting Program Ord Exhibit 3: Proposed General Plan Amendment 2022-002 (GPA 2022- 002) Map and Proposed Rezone 2022-002 (RZ 2022-002)
Map
EXHIBIT A
PROJECT LOCATION
ALISAL MARKETPLACE
PROJECT LOCATION
EXHIBIT A
EDGE OF DOWNTOWN/FRONT AND JOHN STREETS
PROJECT LOCATION
EXHIBIT A
FOODS CO SHOPPING CENTER
PROJECT LOCATION
EXHIBIT A
LAUREL WEST SHOPPING CENTER
PROJECT LOCATION
EXHIBIT A
SEARS (NORTHRDIGE MALL)
PROJECT LOCATION
EXHIBIT C