JOINT USE AGREEMENT BETWEEN THE CITY OF SANTA MARIA
AND THE SANTA MARIA JOINT UNION HIGH SCHOOL DISTRICT
THIS Agreement is made and entered into this ___th day of ______,___, by and between the City of Santa Maria (CITY), a municipal corporation, and the Santa Maria Joint Union High School District (DISTRICT), a political subdivision of the State of California.
RECITALS
WHEREAS, WHEREAS, CITY and DISTRICT have been in a continuous partnership since 2005 regarding the joint development, use, and operations of new swimming pools owned by DISTRICT; and
WHEREAS, by Agreement dated September 21, 2005, CITY contributed $775,000 toward construction of the pool at PIONEER VALLEY High School in exchange for consideration including design input and j oint use of the PIONEER VALLEY High School (“PIONEER VALLEY POOL”); and
WHEREAS, the CITY contributed $250,000 toward construction of the pool at SANTA MARIA High School in exchange for consideration including design input and joint use of the SANTA MARIA High School pool (“SANTA MARIA POOL”); and
WHEREAS, the CITY, through its Recreation and Parks Department, and the DISTRICT (hereinafter collectively referred to as parties ) will continue this collaborative effort, CITY and DISTRICT aim to further imp rove access to recreational and educational facilities for the benefit of Santa Maria residents; and
WHEREAS, by this Agreement the parties wish to address details by which the CITY may provide services at up to three pools (“DISTRICT POOLS”) cons tructed by DISTRICT at Pioneer Valley High School, Ri ghetti High School, and Santa Maria High School, and by which the CITY may have first oppo rtunity to use these pools if DISTRICT is not using them; and
WHEREAS, more specifically, DISTRICT wishes to hire CITY e mployees to provide certain pool maintenance functions , and to provide pool management and lifeguard services as specified by this Agreement; and the CITY is willing to provide these employees under the terms specified below; and
WHEREAS, in order to pro vide the services listed immediately above, C ITY has approved certain positions in the Recreation and Parks Department to be funded by the DISTRICT;
WHEREAS, DISTRICT is willing to allow CITY use of DISTRICT POOLS as specified in this Agreement, at times not scheduled for DISTRICT programs;
Attachment A
NOW, THEREFORE, the parties hereby mutually agree as follows:
1. DISTRICT POOL RESPONSIBILITIES
a) DISTRICT agrees to pay for, at CITY’s outside billing rates (attachment B) the following daily pool maintenance and operations tasks:
1. Daily monitoring of mechanical/automated heat and sanitation equipment;
2. Sufficient Certified Lifeguards for SCHOOL related activities for Pioneer Valley High School and Santa Maria High School (does not include outsid e rental coverage) and CITY uses based on industry standards. Each agency will pay for lifeguard costs during the hours it uses the pool.
b) Except as specifically assigned to employees of the CITY, maintain DISTRICT POOLS in a manner suitable for use by stu dents and the public.
DISTRICT shall make all repairs, replacements, and improvements necessary to maintain and preserve DISTRICT POOLS in a d ecent, safe, healthy, and sanitary condition satisfactory to the CITY and in compliance with all applicable laws for all normal wear and tear usage.
DISTRICT shall consult with CITY staff concerning design of improvements and m aintenance to DISTRICT POOLS and shall reasonably accommodate the recommendations of CITY staff.
c) Provide public restrooms and on -site parking at or near the DISTRICT POOLS.
d) Provide janitorial services and supplies for the DISTRICT POOLS. e) Provide the DISTRICT POOLS with all utilities, i ncluding but not limited to gas, electricity, telephone, Internet access, and refuse collection. f) The DISTRICT shall be responsible for procuring all necessary chemicals and supplies required for the maintenance of the pool.
g) Provide DISTRICT POOLS access to CITY employees as needed to perform this Agreement.
h) Retain responsibility for the premises of all DISTRICT POOLS except as otherwise specified in this Agreement.
2. CITY RESPONSIBILITIES – POOL PROCEDURES AND OPERATIONS
The following apply to PIONEER VALLEY, SANTA MARIA AND RIGHETTI HIGH SCHOOL POOLS:
a. Daily Water Quality. DISTRICT agrees to use and pay for, at CITY’s outside billing rates (attachment B), and CITY agrees to provide trained staff employed by CITY to regulate the pool water quality according to Santa Barbara County health and safety regulations. CITY staff will monitor the water quality for compliance daily and make any “basic” adjustments to chemical level for operation of the pool according to established health standards.
b. Daily Maintenance and Operations; Long-term Programs.
CITY agrees to provide, trained staff employed by CITY to perform the following daily pool maintenance and operations tasks:
1. Daily monitoring of mechanical/automated heat and sanitation equipment;
2. Sufficient Certified Lifeguards for SCHOOL related activities for Pioneer Valley High School and Santa Maria High School (does not include outsid e rental coverage) and CITY uses based on industry standards. Each agency will pay for lifeguard costs during the hours it uses the pool;
3. Development of forms for daily use in pool operations, including but not limited to logs and Emergency Action Plan;
4. Conduct daily cleaning of deck areas and vacuuming of pool;
5. Apply and remove thermal pool covers as needed for use.
c. Coordination Regarding Pool Mechanical Problems. When CITY staff determines that a problem condition exist s relating to the mechanical/automated systems, the DISTRICT’s School Site’s Plant Manager will be notified, and a response coordinated between CITY and DISTRICT.
3. FINANCIAL CONSIDERATIONS
a. CITY and DISTRICT shall meet annually at a mutually agreeable time to review pool operations and the cost for the current and upcoming operating year. b. During the annual meeting the parties shall determi ne levels of service to be provided by CITY based on the proposed annual operating schedule determined in Paragraph 4, “SCHEDULE AND USE OF DISTRICT POOLS.”
4. SCHEDULE AND USE OF DISTRICT POOLS
The following terms apply to PIONEER VALLEY HIGH SCHOOL POOL, SANTA MARIA HIGH SCHOOL POOL and such other DISTRICT POOLS as CITY and DISTRICT may agree in an amendment to this agreement:
a. To optimize usage of pools, DISTRICT and CITY shall coordinate their special use schedules annually, as of June 30, or at another time mutually agreed to by CITY/DISTRICT staff. This schedule coordination shall include, but not be limited to, a review of the level of use b y the public annually and an adjustment to the schedule of hours open to the public as appropriate and mutually agreed to.
b. The C ITY trained staff used by DISTRICT shall have authority to determine when a pool is considered “uns afe” for op erations in accordance with health and safety regulations , to take necessary actions including but not limited to closing the pool ; and will notify the D ISTRICT of such closure as soon as feasible, considering the nature of the safety problem.
c. During the days that the school is in session, DISTRICT shall have priority use of, and shall be responsible for scheduling use of, DISTRICT POOLS from 6:30 a.m. until 6:30 p.m.
d. CITY will have the first right of refusal during any non -school session periods.
1. The pools shall be available for City use on weekdays from 10 a.m. to 9 p.m. and weekends, as well as holidays, from 9 a.m. to 6 p.m., starting from the conclusion of the school year in June until one business week before the commencement of the fal l school session.
The utilization of the pools during Winter and Spring breaks will be open to negotiation.
2. City will have the opportunity to schedule all use during the regular school year after 6:30 p.m. on school days , after 10:00 a.m. on Saturdays, and all Sunday hours.
e. CITY acknowledges that the paramount use of the pools is for scheduling child-related events, including youth sport -related activities and meetings. CITY and DISTRICT agree to coordinate use of the pools with DISTRICT so as not to conflict with DISTRICT’s programs and activities. CITY and DISTRICT mu tually agree that nothing shall be done in the pools which will cause an increase in the rate of or cause a suspension or cancellation of the insurance for the pools and the improvements thereon; provided, however, that if anything done by the CITY or DISTRICT causes an increase in t he rate of insurance for the pools, CITY or DISTRICT may, at their option, pay such increase and CITY or DISTRICT shall not thereafter be considered in defaul t under this Agreement.
f. No machinery or apparatus shall be used or operate d on or about the pools which will in any way injure the pools or improvements thereon, or the land adjacent to the pools, or improvements the reon, or to persons, provided, however, that nothing contained in this section shall preclude CI TY or DISTRICT from bringing, keeping or u sing on or about the pools such materials, supplies, equipment and machinery as are appropriate or customary in carrying on business in all usual respects. g. All scheduling for pools will be coordinated with DISTRICT and CITY staff.
5. DISTRICT BOARD POLICIES
Except as specifically modified by this Agreement, CITY agrees that it will comply with applicable, reasonable DISTRICT Board policies and Administrativ e Regulations and will reference those policies in any publication or advertisement used, contract ed for or provided by CITY to promote the use of DISTRICT POOLS . A copy of these policies and regulations is attached as Exhibit “A” and hereby incorporated. As these policies and re gulations are updated, the DISTRICT will provi de copies of same to CITY. The Director of Recreation and Parks shall have the authority to amend this Agreement on CITY’s behalf to incorporate updated DISTRICT policies and regulations.
Moreover, the terms of this agreement control over DISTRICT policies and regulations to the extent of any inconsistency.
6. DAMAGE TO DISTRICT POOLS
The following terms apply to PIONEER VALLEY POOL, SANTA MARIA POOL AND RIGHETTI POOL as CITY and DISTRI CT may agree in an amendmen t to this agreement:
a. For any incidental damage to DISTRICT POOLS caused by the CITY, not incurred as part of a normal use of the pool, DISTRICT will repair the damage and CITY will pay the basic cost of the repair, including any additional labor necessary to affect the repair . Alternatively, the City may cause the repairs to be made to DISTRICT standards at City expense.
b. . DISTRICT shall pay for damage caused by DISTRICT and for damage incurred as part of normal use.
c. The DISTRICT and CITY personnel shall meet and confer on any issue related to damage of pool mechanical/heating systems to ascertain cause and responsibility for repair cost.
7. PLACEMENT OF SIGNS
CITY shall not erect or di splay any banners, pennants, flags, posters, signs, decorations, marquees, awnings, or similar devices or advertising on the grounds of DISTRICT POOLS , without the prior written consent of DISTRICT. If any such unauthorized item is found on the DISTRICT POOL grounds, CITY shall remove the item at its expense within twenty -four hours of written notice thereof from DIST RICT, or DISTRICT may thereupon remove the item at CITY’s cost.
8. COST OF ADDITIONAL SERVICES
Should either party require additional sup port services from the other in support of any special events held at DISTRICT POOLS, the reasonable cost incurred for such services shall be reimbursed to one another.
9. PAYMENT FOR CHARGES
CITY/DISTRICT shall pay each other for billed costs within forty -five (45) days of presentation of the bill. Provided, however, that if either DI STRICT or CITY disputes a charge, neither party shall be in default under this agreement pending negotiations in good faith to resolve the dispute. Presentation of the bill is made upon posting of the bill to address stated below. Payment shall be made to:
Santa Maria Joint Union High School District City of Santa Maria Business Services Recreation and Parks Department
2560 Skyway Drive 615 S. McClelland Street
Santa Maria, CA 93455 Santa Maria, CA 93454
10. CONTINUED OCCUPANCY
DISTRICT agrees, and it is the intent of this Agreement that C ITY shall, uninterruptedly during the term of the Agreement, occupy and use DISTRICT POOLS for the purposes hereinabove specified during the term of the Agreement, except while any POOL is unavailable by reason of fire, flood, chemical imbalance or other unavoidable casualty, and, in that event, CITY shall be promptly notified by DISTRICT.
11. LICENSES AND PERMITS
DISTRICT shall be responsible for all licenses and permits necessary in the normal day to day operation of the POOL.
12. USE PAYMENT
Both CITY and DISTRICT agree that CITY ’s use of DISTRICT POOLS is in the mutual best interest of the partie s, and that the DISTRICT shall not require CITY t o pay any monetary payments to DISTRI CT for such use of a DISTRICT POOL other than specifically provided herein.
Notwithstanding the above, DISTRICT/CITY shall annually review maintenance and related costs of extending use of DISTRICT POOLS to the public, with DISTRICT to evaluate whether a monetary payment should be negotiated f or use of any pool. Any change to the provisions of the Agreement shall be made in writing and agreed to by the parties as provided herein.
13. SEPARATE AND JOINT PROPERTY
All sep arate property provided for DISTRICT POOLS by the parties, including, but not limited to, furnishings, equipment , shelving, books and other materials, shall remain the separate property of either DISTRICT or CITY.
14. REMOVAL AND DISPOSAL OF SEPARATE PROPERTY
If CITY notifies DISTRICT in writin g that it wishes to remove its separate property, within sixty (60) days from the expiration or termination of this Agreement, CITY shall remove the specified separate prop erty at CITY ’s sole expense without damage to DISTRICT POOLS. Any of CITY ’s separat e property remaining at a DISTRICT POOL after such sixty (60) days shall either become the sole property of DISTRICT or be disposed of by DISTRICT at CITY ’s sole cost and expen se, unless DISTRICT agrees to extend the time for removal of the property.
15. INDEMNIFICATION
CITY agrees to defend, ind emnify and hold harmless DISTRICT an d its officers, agents and employees from and against any and all claims and demands, whether f or injuries to persons or loss of life or damag e to property, arising out of any act s or omissions of CITY or its employees, agents, or authorized representatives, occurring within or on the immediate premises of or in connection with CITY ’s use and occupation of the DISTRICT POOLS under this Agreement, except only for those claims arisin g from the sole negligence or willful mis conduct of DISTRICT, its officers, a gents, or employees. In no event shall any employee of CITY be considered an employee of DISTRICT.
Indemnification shall include any and all costs, expenses, attorney fees and liability incurred by the party, its officers, agents, or employees in defending against such claims whether the same proceed to judgment or not.
Further, CITY at its own exp ense shall, upon written request by DISTRICT, defend any such suit or action bro ught against DISTRICT, its officers, agen ts, or employees, unless such suit o r action is based solely on claims arising from the sole negligence or sole willful misconduct of DISTRICT, its officers, agents, or employees.
DISTRICT agrees to defend, indemni fy and hold harmless CITY and its officers, agents and employees from and against any and all claims and demands, whether for injuries to persons or loss of life or damage to p roperty, arising out of any acts or omissions of DISTRICT or its employees, agen ts, or authorized representatives, occurring within or on the immediate premi ses of or in connection with DISTRICT’s use and occupation of DISTRICT POOLS under this Agreement, except only for those claims arising from the sole negligence or willful miscon duct of CITY, its officers, agents, or employees. In no event shall any employee of DISTRICT be considered an employee of CITY.
Indemnification shall include any and all costs , expenses, attorney fees and liability incurred by the party, its officers, age nts, or employees in defending against such claims whether the same proceed to judgment or not.
Further, DISTRICT at its own expense shall, upon written request by CITY, defend any such suit or action brought against CI TY, its officers, agents, or employee s, unless such suit or action is based solely on claims arising from the sole negligence or sole willful misconduct of CITY, its officers, agents, or employees.
16. INSURANCE
The parties agree to carry excess public liability insurance in amounts consisten t with both parties’ risk management requirements.
17. ACCIDENT REPORTS
During the period of CITY oversigh t in cluding daily pool maintenance and operations, the CITY is obligated to submit a written report within five (5) business days of any occurrence resulting in an accident-causing property damage or serious injury to persons at any DISTRICT POOL covered by this Agreement. These reports must encompass the names and addresses of the involved parties, a statement outlining the circumstances, the date and h our of the incident, the names and addresses of any witnesses, and any other pertinent information.
18. TERM
This Agreement shall be operative for a period of ten (10) years, from its date of execution, unless sooner terminated by the parties. This Agreemen t may also be extended by the parties on mutually agreeable terms.
19. TERMINATION WITHOUT FAULT
Notwithstanding any other provisions contained in this A greement, either party may terminate the A greement upon giving not less than one -hundred and eighty (180) days advance written notice.
20. DEFAULT AND TERMINATION
If either party (demanding party) has a goo d faith belief that the other party (defaulting party ) is not complyi ng with the terms of this Agreement, the demanding party may give written notice of the default (with reasonable specificity) to the defaultin g party and demand the default to be cured within thirty (30) days of the notice.
If the defaulting party is actually in default of the Agreement and fails to cure the default within thirty (30) days of the notice, or, if more than thirty (30) days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within ten (10) days of the notice, the demanding party may terminate this Agreement, effective upon mailing of written notice to the defaulti ng party.
The demanding party may also terminate this Agreement upon written notice to the defaulting party in the event that the defaulting party has previously been notified by the demanding party of the defaulting party ’s defau lt under this Agreement and the defaulting party, after begin ning to c ure the default fails to diligently pursue the cure o f the default to completion.
21. ENTIRE AGREEMENT
This Agreement comprises the entire integrated underst anding betwe en DISTRICT and CITY concerning the use and occupation of DISTRICT POOLS and supersedes all prior negotiations, representations, or agreements. Each party has relied on its own examination of DISTRICT POOLS, advice from its own attorneys, and the representations and covenants of the Agreement itself.
22. SEVERABILITY
Should any provi sion herein be found or deemed to be invalid, the Agreement shall be cons trued as not containing such provision, and all other provisions which are otherwise lawful shall remain in full force and effect, and to this end the provisions of the Agreement are severable.
23. MODIFICATIONS
This Agreement may not be modified orally or in any manner other than by an Agreement or amendment in writing signed by the parties hereto.
24. OTHER PROVISIONS OF LAW
CITY and DISTRICT shall be responsible for complying with all L ocal, State, and Federal laws whether or not said laws are expressly stated or referred to herein. All use of DISTRICT POOLS un der this Agreement shall be in accor dance with the laws of the United States of America , the State of California and in accordance with all applicable rules and regulations and ordinances of the County of Santa Barbara, City of Santa Maria now in force, o r hereinafter prescribed or promulgat ed by resolution or ordinance or by State or Federal law.
25. GOVERNING LAW
The interpretation, validity and enforcement of the Agreement shall be governed by and co nstrued under the laws of the State of California. The Agreement does not limit any other rights or remedies available to CITY or DISTRICT.
26. CITY/DISTRICT AUTHORITY
Unless otherwise specified, the City Recreation and Parks Director shall be the CITY’s authorized representative in the interpretation and enfo rcement of all services performed in connection with this Agreement. The City Recreation and Parks Director may delegate authori ty in connection with this Agreement to the City Recreation a nd Parks Director designee(s), for the purposes of directing DISTRICT in accordance with this Agreement, which does not result in a change to this Agreement. The Assistant Superintendent for Business Services shall be the District’s authorized representative.
This Agreement contemplates that the parties’ relationship may be flexible over its term, such that the level of service provided by the CITY and the sp ecific DISTRICT POOLS in joint use may vary. On behalf of their parties, the City Recreation an d Parks Director or delegate, and the Assistant Superintendent for Business Services shall have authority to amend this Agreement to make these adjustments.
27. EFFECTIVE DATE OF COMMUNICATIONS
Communications shall be deemed to have been given and received on the first to occur of (i) actual receipt at the offices of t he party to whom the communication i s to be sent, as designated above, or (ii) three working d ays following the deposit in the Un ited States Mail of registered or certified mail, postage pre paid, return receipt requested, addressed to the offices of the party to whom the communication is to be sent, as designated below.
28. SIGNATURE PAGE
The individuals executing this Agreement represent and warrant that they have the right, power, legal capacity and authority to enter into and to execute this Agreement on behalf of the respective legal entities of the DISTRICT and the CITY.
29. EXECUTION OF AGREEMENT
The execution of a counterpart of this Agreement shall be deemed by the parties as having the same force a nd effect as though the parties had executed the original.
The Agreement may be executed i n any nu mber of counterparts, and when so executed, all said counterparts shall constitute a single instrument binding upon all the parties to the original or to the same counterpart. The parties hereto hereby authorize removal of the signature page of th is instrument from any counterpart copy and the attachment of all the signature pages to a si ngle instrument so that the signatures of all those signing will be physically attached to the same document.
30. NOTICES
All notices, demands, requests, consents or other c ommunications which this Agreement contemplates or authorizes, or requires or permits either party to give to the other, shall be in writing and shall be personally delivered or mailed to the respective party as follows:
CITY:
Angela Oslund
RECREATION AND PARKS DEPARTMENT
City of Santa Maria
615 South McClelland Street
Santa Maria, CA 93454
(805) 925-0951 extension 2259
DISTRICT:
BUSINESS SERVICES
Santa Maria Joint Union High School District
2560 Skyway Drive
Santa Maria, CA 93455
(805) 922-4573
Either party to this Agreement may change the above address to which notice shall be given by sending written notice to the other.
CITY OF SANTA MARIA,
a municipal corporation
BY : ___________________________
Angela Oslund
(Interim) Director, Recreation and
Parks
ATTEST:
BY: ___________________________
Chief Deputy City Clerk
APPROVED AS TO FORM:
BY: ___________________________
Senior Assistant City Attorney
SANTA MARIA JOINT UNION HIGH
SCHOOL DISTRICT,
a political subdivision of t he State of
California
BY:
_______________________________
Assistant Superintendent of
Business Services
BY:
_______________________________
Superintendent
U:\PVHS-CITY POOL Agreement.doc Exhibit A Page 1 of 4
EXHIBIT A
Santa Maria Joint Union High School District
Policy 1330: Use Of School Facilities
The Governing Board believes that school facilities and grounds are a vital community resource which should be used to foster community involvement and development. Therefore, the Board authorizes the use of school facilities by district residents and community groups for purposes specified in the Civic Center Act, to the extent that such use does not interfere with school activities or other school-related uses.
The Superintendent or designee shall give priority to school-related activities in the use of school facilities and grounds. Other uses authorized under the Civic Center Act shall be on a first-come, first-served basis.
For the effective management and control of school facilities and grounds, the Superintendent or designee shall maintain procedures and regulations that: (Education Code 38133)
1. Aid, encourage, and assist groups desiring to use school facilities for approved activities
2. Preserve order in school facilities and on school grounds and protect school facilities, including the designation of a person to supervise this task, if necessary
3. Ensure that the use of school facilities or grounds is not inconsistent with their use for school purposes and does not interfere with the regular conduct of schoolwork
There shall be no advertising on school facilities and grounds except as specified in Board Policy 1325 - Advertising and Promotion.
As necessary to ensure efficient use of school facilities, the Superintendent or designee may, with the Board's approval, enter into an agreement for the joint use of any school facilities or grounds. The Board shall approve any such agreement only if it determines that it is in the best interest of the district and the community.
Fees
The Board shall adopt a comprehensive schedule of fees to be charged for community use of school facilities and grounds, including, but not limited to, the multipurpose room(s), playing or athletic field(s), track and field venue(s), tennis court(s), and outdoor basketball court(s). The schedule of fees shall be prepared in accordance with 5 CCR 14037-14041. (5 CCR 14041)
The Board authorizes the use of school facilities or grounds without charge to school-related organizations whose activities are directly related to or for the benefit of district schools. All other groups requesting the use of school facilities under the Civic Center Act shall be charged an amount not to exceed direct costs determined in accordance with 5 CCR 14037-14041.
Additionally, when any use of school facilities or grounds is for religious services, the district
U:\PVHS-CITY POOL Agreement.doc Exhibit A Page 2 of 4 shall charge an amount at least equal to the district's direct costs. (Education Code 38134)
Groups shall be charged fair rental value when using school facilities or grounds for entertainment or meetings where admission is charged or contributions solicited and net receipts are not to be expended for charitable purposes or for the welfare of the district's students. (Education Code 38134)
Calculating Direct Costs
Direct costs to be charged for community use of each, or each type of, school facility or grounds shall be calculated in accordance with 5 CCR 14038 and may reflect the community's proportionate share of the following costs: (Education Code 38134; 5 CCR 14038-14041)
1. Capital direct costs calculated in accordance with 5 CCR 14039, including the estimated costs of maintenance, repair, restoration, and refurbishment of non-classroom space school facilities or grounds
2. Operational direct costs calculated in accordance with 5 CCR 14040, including estimated costs of supplies, utilities, janitorial services, other services performed by district employees and/or contracted workers, and salaries and benefits paid to district employees directly associated with the administration of the Civic Center Act to operate and maintain school facilities and grounds
Direct cost fees shall not be discounted to any group or organization except when the discount is specifically authorized in the adopted fee schedule. (5 CCR 14041)
Expending Funds Collected as Capital Direct Costs
Any funds collected as capital direct costs shall be deposited into a special fund to be used only for capital maintenance, repair, restoration, and refurbishment of school facilities and grounds. (5 CCR 14042)
Regulation 1330: Use Of School Facilities
Application for Use of Facilities
Any person applying for the use of any school facilities or grounds on behalf of any society, group, or organization shall present written authorization from the group or organization to make the application.
Anyone applying to use school facilities shall do so as specified in district procedures and in accordance with law.
Civic Center Use
Subject to district policies and regulations, school facilities and grounds shall be available to citizens and community groups as a civic center for the following purposes: (Education Code 32282, 38131, 51860)
U:\PVHS-CITY POOL Agreement.doc Exhibit A Page 3 of 4
1. Public, literary, scientific, recreational, educational, or public agency meetings
2. The discussion of matters of general or public interest
3. The conduct of religious services for temporary periods, on a one-time or renewable basis, by any church or religious organization
4. Childcare programs to provide supervision and activities for children of preschool and elementary school age
5. The administration of examinations for the selection of personnel or the instruction of precinct board members by public agencies
6. Supervised recreational activities, including, but not limited to, sports league activities for youth that are arranged for and supervised by entities, including religious organizations or churches, and in which youth may participate regardless of religious belief or denomination
7. A community youth center
8. Mass care and welfare shelters during disasters or other emergencies affecting the public health and welfare
9. A ceremony, patriotic celebration, or related educational assembly conducted by a veterans' organization
A veterans' organization means the American Legion, Veterans of Foreign Wars, Disabled American Veterans, United Spanish War Veterans, Grand Army of the Republic, or other duly recognized organization of honorably discharged soldiers, sailors, or marines of the United States, or any of their territories. (Military and Veterans Code 1800)
10. Bicycle, scooter, electric bicycle, motorized bicycle, or motorized scooter safety instruction for district students by local law enforcement, public agencies, nonprofit associations, or organizations specified in Education Code 38134
11. Other purposes deemed appropriate by the Governing Board
Restrictions
School facilities or grounds shall not be used for any of the following activities:
1. Any use by an individual or group for the commission of any crime or any act prohibited by law
2. Any use which is inconsistent with the use of school facilities for school purposes or which interferes with the regular conduct of school or school work
U:\PVHS-CITY POOL Agreement.doc Exhibit A Page 4 of 4
3. Any use which involves the possession, consumption, or sale of drugs or any restricted substances, including tobacco
4. Any use which involves the possession, consumption, or sale of alcoholic beverages, except for special events approved by the Superintendent or designee pursuant to Business and Professions Code 25608 which are covered by a special events permit pursuant to Division 9 of the Business and Professions Code and which will occur at a time when students are not on the grounds. Any such use of school facilities shall be subject to any limitations that may be necessary to reduce risks to the district and ensure the safety of participants, as determined by the Superintendent or designee. Applicable limitations shall be clearly stated in the facility use agreement to be signed by the user's representative.
The district may exclude certain school facilities from non-school use for safety or security reasons.
Damage and Liability
Groups, organizations, or persons using school facilities or grounds shall be liable for any property damage caused by the activity. The district may charge the amount necessary to repair the damages and may deny the group further use of school facilities or grounds. (Education Code 38134)
Any group or organization using school facilities or grounds shall be liable for any injuries resulting from its negligence during the use of district facilities or grounds. The group shall bear the cost of insuring against this risk and defending itself against claims arising from this risk. (Education Code 38134)
Groups or organizations shall provide the district with evidence of insurance against claims arising out of the group's own negligence when using school facilities. (Education Code 38134)
When permitted by law, the Superintendent or designee shall require a hold harmless agreement and indemnification when warranted by the type of activity or the specific facilities being used.
U:\PVHS-CITY POOL Agreement.doc Exhibit B Page 1 of 1 Attachment B
Billing hours and rates
Weekly/Annual
Maintenance Staff Hours Billing
Rate
Weekly
Total
Annual Total
50% Maintenance Worker I (2) FT 40/wk. $46.83/hr
.
$1,873.20 @ 52 weeks = $97,406.40
50% Vehicle Cost (2) 40/wk. $9.11/hr. $364.40 @ 52 weeks = $18,948.80 Total Weekly Maintenance Cost $2,237.60 $116,355.20
Direct Support Staff
10% Recreation Supervisor FT 4/wk. $72.43/hr
.
$289.72 @ 34 weeks = $9,850.48
66% Recreation Coordinator FT 26.5/wk. $63.31/hr
.
$1,677.71 @ 34 weeks = $57,042.14
100% Program Specialist PT 32/wk. $41.01/hr
.
$1,312.32 @ 34 weeks = $44,618.88
100% Senior Lifeguard (2) PT 64/wk. $32.43/hr
.
$2,075.52 @ 34 weeks = $70,567.68
Total Weekly Direct Support Cost $5,355.27 $182,079.18 Lifeguard Staff
100% Lifeguard LS As
scheduled
$22.28/hr $53,472 Estimated
Grand Total: $351,906.38
*Figurative rates: Rates will change due to City employee salary increases FOR THE COUNCIL MEETING OF FEBRUARY 20, 2024
COUNCIL AGENDA REPORT
TO: City Council
FROM: Interim City Manager Alex Posada
BY: Fire Chief Bradley J. Dandridge
SUBJECT: Receive a Presentation of the Santa Maria Fire Department Long- Range Master Plan
Description:
City Council will receive a presentation of the Fire Department Master Plan.
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
BACKGROUND:
In May 2019, the Santa Maria Fire Department contracted with Emergency Services Consulting International (ESCI) to complete a Standards of Cover Study (SOC). The SOC is used to assist the Department in ensuring a safe and effective response for fire suppression, emergency medical services, and specialty response situations. In August 2021, ESCI developed a Strategic Plan. The multi -year plan c onsists of five strategic initiatives that include enhancing the organization’s ability to meet its mission , building community risk reduction capabilities, refining its training program, improving professional development, and initiating succession planning. The final phase of the project is the development of the Long-Range Master Plan conducted by AP Triton, Inc.
DISCUSSION:
The Master Plan includes an overview of the community and agency; community risk assessment; critical task analysis; and agency service level objectives. The plan includes statistical data, current industry standards, and input from stakeholders to determine the needs of the Fire Department and community. It will provide a historical performance analysis and recommendations f or the future. These recommendations will assist in the development of services, programs, and budgetary needs.
Fiscal Considerations
The Long-Range Master Plan will be used as a guide to improve services to the community while considering the available fiscal resources.
Impact to the Community
The Master Plan provides an assessment of the community and Fire Department’s needs which will assist the Fire Department in improving services.
ATTACHMENTS
2 Attachment A - Santa Maria Fire Department Long-Range Master Plan
City of
Santa Maria
FIRE DEPARTMENT
Santa Maria, CA
Long-Range Master Plan
Community Risk Assessment &
Standards of Cover Update
January 2024
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Master Plan & CRA/SOC Update Santa Maria Fire Department i
Contents
Acknowledgments ..................................................................................................................... iii SECTION I-A: EVALUATION OF CURRENT CONDITIONS .................................................... 1 Overview of the Santa Maria Fire Department ........................................................................ 2 SMFD Organizational Structure ................................ ................................ .............................. 2 Operations & Deployment................................ ................................ ................................ ..... 4 Other Services Provided by SMFD ................................ ................................ ......................... 4 Other Emergency Services Resources in the Region ................................ ........................... 4 Management Components ....................................................................................................... 7 Foundational Management Elements ................................ ................................ .................. 7 Internal Assessment of Critical Issues ................................ ................................ ..................... 8 Internal Assessment of Future Challenges ................................ ................................ ............ 9 Communication Processes ................................ ................................ ................................ .... 9 Financial Overview .................................................................................................................. 14 City of Santa Maria Historic Financial Activity ................................ ................................ .... 14 Santa Maria Fire Department ................................ ................................ .............................. 17 Staffing & Personnel .................................................................................................................. 23 Administrative & Support Staffing ................................ ................................ ........................ 23 Operations Staffing ................................ ................................ ................................ ............... 25 Personnel Management Systems ................................ ................................ ........................ 28 Capital Facilities & Apparatus ................................................................................................. 32 SMFD Fire Stations & Facilities ................................ ................................ .............................. 34 SMFD Apparatus & Vehicle Inventory ................................ ................................ ................. 41 Service Delivery & Performance ............................................................................................. 47 Service Demand ................................ ................................ ................................ ................... 50 Resource Distribution ................................ ................................ ................................ ............ 63 Performance Review ................................ ................................ ................................ ............ 80 Population Growth & Service Demand Projections ................................ ........................... 99 Review of Critical Tasks & Alarm Assignments ..................................................................... 102 SECTION I-B: SUPPORT PROGRAMS ............................................................................... 127 Emergency Medical Services System .................................................................................. 128 Medical Control & Oversight ................................ ................................ ............................. 128 First Responder Advanced Life Support Services ................................ ............................. 130 Training & Continuing Education Program ........................................................................... 140 Life Safety Services & Public Education Programs ............................................................... 151
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Master Plan & CRA/SOC Update Santa Maria Fire Department ii
SECTION II: UPDATE OF THE COMMUNITY RISK ASSESSMENT ....................................... 160 Description of the Communities Served ............................................................................... 161 All Hazards Community Risk Assessment ............................................................................. 162 Evaluation of the Previous CRA Report................................ ................................ ............. 162 Population & Demographics ................................ ................................ ............................. 162 Demographics ................................ ................................ ................................ .................... 163 Additional Demographics ................................ ................................ ................................ . 166 Risk Classification ................................................................................................................... 171 Risk Assessment Methodology ................................ ................................ ........................... 171 Land Use .................................................................................................................................. 180 Physical Assets Protected ...................................................................................................... 183 Spatial Visualization of Data & Information .......................................................................... 195 Critical Infrastructure .............................................................................................................. 205 Hazardous Materials ................................ ................................ ................................ ........... 205 Comparison of Fire Risk in Other Communities .................................................................... 220 SECTION IV: FINDINGS & RECOMMENDATIONS ........................................................... 224 Findings & Observations ........................................................................................................ 225 Short-Term Strategies & Recommendations ......................................................................... 227 Mid-Term Strategies & Recommendations ........................................................................... 236 Long-Term Strategies & Recommendations ......................................................................... 239 SECTION IV: APPENDICES ............................................................................................... 240 Appendix A: Risk Classifications ........................................................................................... 241 Appendix B: Strategic Partners—Stakeholder Interviews .................................................... 246 Appendix C: Table of Figures ................................................................................................ 259 Appendix D: References ........................................................................................................ 266
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Master Plan & CRA/SOC Update Santa Maria Fire Department iii
Acknowledgments
AP Triton Consulting wishes to extend its sincere appreciation to each of those individuals whose contributions and assistance made this project possible.
City of Santa Maria & Santa Maria Fire Department
Alice Patino
Mayor
Mike Cordero
Councilmember
Carlos Escobedo
Councilmember
Maribel Aguilera-Hernandez
Councilmember
Gloria Soto
Councilmember
Bradley J. Dandridge
Fire Chief
Alex Posada
Interim City Manager
Jim Clayton
Deputy Chief
Jim Austin
Fire Marshal
Tony Clayburg
Battalion Chief
Tracy Aris
Business Program Leader
Kristi Toles-Martin
Department Secretary
Our sincere appreciation is extended to each of you…
…and each of the firefighters, officers, elected officials, and support staff who daily serve the citizens and visitors of Santa Maria and the surrounding communities.
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1 Section I-A:
EVALUATION OF
CURRENT CONDITIONS
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2 Overview of the Santa Maria Fire Department
The City of Santa Maria
Originally called Central City, the name was later changed to the City of Santa Maria. The township was surveyed and recorded at the county seat in 1875. On September 12, 1905, Santa Maria was incorporated as a Municipal
Corporation. In 1883 and 1884, fires wiped out parts of downtown Santa Maria.
SMFD Organizational Structure
The Santa Maria Fire Department was organized in 1913
and acquired its first fire engine that year.
Governance & Lines of Authority
The City functions under a Council-Mayor form of government, with four elected Council members and the Mayor. The City Manager provides overall direction and coordination of City operations, including supervision of the Fire Chief. The following figure is an illustration of the organization structure of the Santa Maria Fire Department.
As shown in the preceding figure, the SMFD Fire Chief supervises the administrative staff and Deputy Chief (DC). The DC oversees the Fire Marshal, Battalion Chiefs assigned to operations, and the Administrative Battalion Chief.
Figure 1: First Fire Engine (1913)
Figure 2: SMFD Organization Structure (2023)
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3 Service Area
The following figure is an illustration of the service area and fire station locations for the Santa Maria Fire Department. It is comprised of just over 23 square miles.
Figure 3: SMFD Study Area
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4 Operations & Deployment
For emergency operations, the Santa Maria Fire Department deploys its apparatus and personnel from five fully staffed fire stations distributed throughout the city limits and one ARFF station at the Santa Maria Public Airport. SMFD is an all-hazards fire department providing traditional fire suppression, medical first-response (MFR) at the Basic Life Support (BLS) level, heavy rescue and extrication (while also participating in the California OES Regional Task Force 12), and responding to hazardous materials incidents.
In March 2018, SMFD was assigned a Public Protection Classification (PPC®) grade of Class 3 by the Insurance Services Office (ISO). The PPC grade primarily impacts the insurance costs of businesses. Class 1 represents the highest grade and 10 the lowest.
Other Services Provided by SMFD
The Santa Maria Fire Department conducts fire inspections and code enforcement, plan reviews, fire-cause determination, and investigations. In addition, SMFD provides various public education and fire prevention programs.
Other Emergency Services Resources in the Region
As with most communities, the Santa Maria Fire Department utilizes other organizations and services necessary to function and supplement its services during emergency operations, such as follows.
Dispatch & Emergency Communications
The Santa Maria Police Department currently provides dispatching services for SMFD. There is an agreement in place to join the new Santa Barbara Regional Communications Center in 2024, which will serve the fire departments in the county.
Air Medical Transport & Rescue
CALSTAR provides rotary wing (helicopter) air medical transport with a base in Santa Maria.
The Santa Barbara County Fire Department Air Support Unit (ASU) jointly operates helicopters with the Santa Barbara County Sheriff’s Office based out of the Santa Ynez Airport. The ASU provides various fire and rescue missions and will conduct medevac operations (not interfacility transports) if CALSTAR is unavailable for a scene response.
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5 Mutual & Automatic Aid Resources
As shown in the following figure, SMFD has several resources available for automatic aid responses.
Figure 4: Automatic Aid Resources Available to SMFD
Agency Name Station
Number
No. of
Engines
No. of
Aerials
No. of
Staff
Santa Barbara County FD (SBCFD) #21 1 0 4
Santa Barbara County FD #23 1 0 4
Santa Barbara County FD #26 1 0 4
Santa Barbara County FD #30 1 1 4
Santa Barbara County FD #34 1 0 6
Five Cities Fire Authority (FCFA) #1 (HQ) 1 1 3
Guadalupe FD (GFD) #1 1 0 2
CAL Fire–San Luis County (CDF) #20 1 0 2–3
CAL Fire–San Luis County #22 1 0 2–3
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6 The following figure illustrates the proximity of the automatic aid fire stations in relation to the Santa Maria Fire Department service area.
Figure 5: Mutual & Automatic Aid Fire Stations available to SMFD
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7 Management Components
Managing a fire service organization requires staff to recognize an ever-changing environment and how it affects service delivery. Challenges include fiscal constraints, maintaining an adequate workforce, health and safety concerns, community expectations, and serving the community with timely emergency response. To address the impact of these challenges, the fire department must develop an organizational structure by measuring service levels with accurate data collection, implementing new technology and equipment, providing training for its members, developing a succession plan for staff, and developing a plan.
Foundational Management Elements
For efficient and effective management components, an organization should have a clearly stated mission (the fundamental purpose of an organization); a vision for the future (where the organization is going); and core values or guiding principles (how the organization treats its members as it navigates from its current state to its desired future).
These elements allow the organization to evaluate the current conditions of its operational process and create strategic initiatives, goals, and objectives to improve services.
A fire service organization can develop short-term and long-term plans using strategic initiatives, goals, and objectives they have developed as an organization. These planning processes can be integrated into master and strategic plans to develop and update policies and procedures, improve internal and external communications, enhance deployment options, and create sustainable financial practices.
Mission, Vision, & Values
The Santa Maria Fire Department has developed its Mission, Vision, and Values Statements and listed its annual report.
SMFD Mission Statement
We are committed to enhanced public safety through risk prevention, disaster preparedness, and emergency services.
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8 SMFD Vision Statement
We are an organization that:
• is a regional leader in all-risk services provided to our community, our stakeholders, and our peers.
• collaborates effectively with internal and external partners. • achieves excellence and professional growth within our workforce. • provides resources that serve the diverse nature of our community. • is a trusted and compassionate partner.
SMFD Values Statement
We:
• put others first with pride, honor, and integrity.
• believe in the value of teamwork.
• recognize that each person in the department is a vital member of a family that values honesty, fairness, respect, and openness.
• believe our members are our most valuable resource. We are committed to providing the best wellness programs for our members’ health and operational readiness.
• support continued excellence in recruitment, training, and career development. • believe in being future focused through continuous improvement and innovation. • are committed to being prudent stewards of the resources provided.
Internal Assessment of Critical Issues
SMFD’s critical issues were identified from the Fire Chief’s perspective:
• Prepare to meet the service delivery demands anticipated due to the growth of the City and the development of a plan to increase the Fire Department resources to meet this demand.
• Continue developing the Training Bureau: Identify and implement Training Standards to ensure the crews are prepared to respond safely and efficiently. Completion of the much-needed Fire Department Training Center will be critical to meet this issue.
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9 • Continue developing the Prevention, Disaster Preparedness, and Public Education programs: Continue the training and mentoring of Fire Inspectors to help reduce the occurrences of fires through prevention activities. Continue Disaster Preparedness activities and City staff training to manage the EOC in the event of a disaster.
Develop a comprehensive Public Education strategy and implementation plan. • City staff to manage the EOC in the event of a disaster. Develop a comprehensive Public Education strategy and implementation plan.
• Develop a comprehensive Succession Plan and mentorship program to meet the future leadership needs due to our anticipated departmental growth and attrition of current employees.
Internal Assessment of Future Challenges
Several challenges were identified during the stakeholder interview process as the city grows, specifically along the eastern corporate limits. They include:
• Adequate staffing (operations and administration), recruitment, and retaining of experienced personnel
• Addressing how SMFD should provide emergency medical services in the community
• Increasing collaboration in the community to reduce risks These challenges impact SMFD as costs for personnel, facilities, and equipment have increased dramatically due to inflation and supply chain issues.
Communication Processes
Communications are the leader’s and manager’s primary tool to effect change and help members perform their best service for the community. There are several dimensions when working with communications. The sender/receiver dynamic, the context, the content, and the method are all required to ensure messages are delivered accurately and effectively.
In addition, form and content typically change when communicating with internal and external customers. This change is especially true in the fire service industry since it relies heavily on industrial jargon and technical concepts.
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10 Internal
Accomplishing internal communications is more straightforward due to the shared context of the sender and receiver. However, this familiarity can also cause a significant communication barrier as the internal sender has experience, historical, and emotional ties to the sender, the organization, or both.
For this reason, leaders and managers must carefully choose their method when communicating with the members. They must also ensure the information is accurate, especially free from vague language that may allow for inference. The information must be consistent with previous statements and positions.
SMFD administrative staff meet monthly to discuss current issues facing the organization. To ensure seamless operations, the Command Staff, which includes Operations Battalion Chiefs, convene weekly to address operational matters. All employees have an email address for internal and external communication. Memos are used to provide a method to notify employees of specific information related to the fire department or the city. The chief emails personnel periodically to keep them informed, providing information on SMFD and any updates or potential changes affecting them and the organization.
External
Communicating with external customers carries challenges but can significantly reward the organization. A well-informed public can be an agency champion, its harshest critic, or in many cases, both. Unlike internal customers, external customers have no inherent context with the terminology or historical perspective. Therefore, managers must approach each communique with external customers without assuming they know or understand fire service operations. For optimal communication with the public, management must use multiple methodologies.
In addition, external customers must get information with a consistent message that agrees with what internal customers receive. However, organizations cannot share some information with external customers, and staff must know what information should be kept private and why privacy is necessary.
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11 SMFD has a website that provides information to the public about the department.
Information includes a link to contact the administration, statistics and reports, facilities, fire prevention, emergency management, the Community Emergency Response Team, and Public Safety Power Shutoffs. The Fire Prevention Office has information on its webpage regarding commercial development for contractors. The city has a monthly newsletter, Pathfinder, for employees, but it is available on its website for citizens to read.
Documentation
Fire service agencies produce a variety of information and documents in the ordinary course of daily business. These documents are maintained for regulatory and organizational needs and can significantly impact the agency's health. Therefore, agencies must safeguard these documents.
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.
Agencies should also understand their members, the public, and other stakeholders' informational needs. The agency must balance consumer needs, transparency, and organizational confidentiality. The agency should produce policies and procedures for internal and external communication to send information consistently.
SMFD has not been updating its standard operation procedures of guidelines regularly, however, is in the process of contracting policy review services that will review and maintain policies annually.
Reporting
A records management system (RMS) provides SMFD with a way to manage daily operations by tracking incidents, training, occupancy data, and fire and life safety inspections. The RMS improves the ability to collect accurate data using a standard format more efficiently, analyze, and see trends. The data allows collaboration with other agencies, such as law enforcement and EMS. Based on trend data, programs or a change in policies or procedures can be implemented to improve the organization. Staff uses the department RMS to track inventory and safety equipment (personal protective equipment) to ensure state and federal regulation compliance.
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12 SMFD uses Image Trend software for EMS and fire incident reporting as its RMS. This software collects incident information and is submitted to California and the National Fire Incident Reporting System. The Santa Barbara County Local Emergency Medical Service Agency (LEMSA) manages the EMS electronic patient care records, which SMFD uses for EMS incidents.
Recordkeeping
SMFD maintains records as federal, state, and local statutes and regulations require. In addition, they document their incident responses in a computer-based records management system.
The equipment records are maintained in multiple software solutions, depending on the equipment. Outside vendors are contracted to perform annual testing for ladders, apparatus pump testing, self-contained breathing apparatus, and air meter testing records. The hose and the self-contained breathing apparatus masks are tested internally by SMFD, and they are developing a plan to enter all their inventory for equipment managed in the department into Image Trend from their previous RMS. The city’s Public Works—Fleet Division performs vehicle maintenance and maintains all records of repairs.
Information Technology Systems
Information technology management and systems are a requirement of the modern fire service. Agencies need access to computers and data 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.
Infrastructure
SMFD has computers, software, and network access available at all facilities. Infrastructure is maintained by the city’s Information Technology Division, which supports the network, servers, and computers.
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13 Management, Control, & Security
SMFD technology is managed and secured by the City of Santa Maria policies. Computers and software are password protected, and access is granted and maintained at the user level. The Information Technology Department manages the city’s network. Image Trend, SMFD’s records management system, is a cloud-based system that can be accessed with an internet connection and is not accessed through the city’s network.
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14 Financial Overview
City of Santa Maria Historic Financial Activity
The City of Santa Maria 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 provided or expenditures 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,” which collects revenues from sources not designated to a specific program and disburses these funds to departments providing most governmental services, such as fire, police, human resources, or community development.
This study focuses on receipts and disbursements from the City of Santa Maria’s General Fund, including Measure U. Still, it considers the impact of revenues from other funds pertinent to fire and EMS services.
The City prepares a two-year operating budget, consisting of two one-year budgets and related other various capital improvement plans based on a July through June fiscal year.
Unused appropriations expire at the end of each budget cycle unless funds have been encumbered. The City Council may amend the budget anytime during the two years. A separate document titled “Goals and Objectives” is published each year by the City Manager’s Office. Adopting the budget provides the legal authorization for the City departments to expend the revenues received by the City. The City Council receives quarterly reports on the City’s fiscal condition.
The City has developed a comprehensive plan for capital improvements and a vehicle and equipment replacement program that is based on departmental priorities and is essential to the city's long-range financial and operational stability. This program coordinates with the financial planning process to provide funding for capital expenditures in a manner that does not adversely influence the finances of the City. Citywide expenditures include streets, utility projects, vehicles, buildings, land, other facilities, and other major equipment.
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15 General Fund Revenues
For analytical purposes and where the information is readily discernable, AP Triton divides revenues into recurring and non-recurring categories. 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.
The City staff provided a significant amount of information. It 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 total General Fund revenues revealed an increase from $67,303,794 in FY 2018 to an estimated $96,577,441 in FY 2022, a 43.5% overall increase or an annualized increase of approximately 10.9%.
Approximately 89% (FY 2022) of the City’s General Fund 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 tax revenues, increasing from $18,937,241 in FY 2018 to an estimated $22,972,387 in FY 2022, an average annual increase of approximately 6%.
Sales tax revenue, the second largest contributor to General Fund Revenues, has experienced an increase from $22,562,309 in FY 2018 to an estimated $26,102,402 in FY 2022, or a 15.7% total increase. Sales tax revenue has rebounded from the minimal decline in FY 2020 caused by the economic effects of the pandemic.
Measure U is a 1-cent transaction and use tax implemented to fund the City's general services. The Measure was initially adopted in June 2012 at a ¼ cent rate and extended in November 2018 at its current 1-cent level. The City Council authorized that 90 percent of the tax proceeds be spent on public safety-related services, five percent on youth services, and five percent on quality-of-life programs. Revenues from Measure U have followed a path similar to the general sales tax revenue, increasing from $4,635,202 in FY 2018 to an estimated $25,356,519 in FY 2022. This significant change resulted from an increase in the tax rate from ¼ of 1% to 1% that was effective April 1, 2019.
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16 Transient occupancy taxes have declined from the FY 2018 levels, reflecting the COVID pandemic's impact and other national and local economic pressures. These funds represent approximately 3% of General Fund revenues.
Other revenues include receipts from permits, fines and forfeitures, interest and rents, intergovernmental revenues, charges for services, and miscellaneous receipts. A significant portion of the increase in other revenues in FY 2022 was from an approximate $10,000,000 net increase in intergovernmental revenues and an approximate $1,000,000 increase in Fire Services charges for service.
The following figure provides a historical context of the sources of revenues to the City’s General Fund.
Figure 6: City of Santa Maria General Fund Historical Revenue Sources1 Revenue FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Estimates
Property Tax 18,937,241 19,902,369 21,035,704 22,098,688 23,145,323 Sales Tax 22,562,309 23,987,254 23,669,145 27,389,316 30,352,721 Measure U Tax 4,635,202 8,450,338 8,450,338 22,751,964 25,356,519 Transient Occupancy Tax 3,525,322 3,445,935 2,949,707 3,213,990 3,634,639 Other Tax Revenue 5,872,603 5,856,293 5,731,679 5,890,589 5,517,589 Total Tax Revenue: 55,532,677 61,642,189 61,836,573 81,344,547 88,006,791 Other Revenue 11,771,117 14,607,415 20,369,485 15,812,978 28,515,653 Total Revenue: 67,303,794 76,249,604 82,206,058 97,157,525 116,522,444
General Fund Expenditures
The General Fund appropriations provide for Public Safety, Public Works, Community Development, Recreation and Parks, General Administrative, Measure U Expenditures, and smaller Capital Outlays. Expenditures included in these City Departments/Divisions include salaries and benefits, services, supplies, and other costs.
As expected, Public Safety, including police and fire departments, is the most significant of the categories. With the extension and increase in Measure U tax rate, General Fund expenditures have increased significantly from FY 2019 to FY 2020.
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17 The following figure provides summarized costs by major category.
Figure 7: City of Santa Maria General Fund Historical Expenditures2 Expenditures FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Estimates
Public Safety 38,936,788 41,706,502 39,661,916 39,280,585 39,817,333 Public Works 2,647,772 2,745,100 2,954,948 2,913,642 3,109,818 Community Develop. 3,263,475 3,790,723 3,702,069 3,944,037 3,872,674 Recreation & Parks 9,856,600 9,678,731 8,996,486 8,703,403 9,408,857 General 7,814,213 8,133,095 8,518,851 9,890,797 27,986,607 Measure U 4,529,931 4,726,259 15,263,824 17,007,464 20,570,468 Capital Outlay 1,281,319 1,230,757 1,474,059 1,185,154
Total Expenditures: 68,330,098 72,011,167 80,572,153 82,925,082 104,765,757
Santa Maria Fire Department
The Santa Maria Fire Department receives funding through an appropriation from the General Fund and appropriations from the Measure U Fund. Fees for inspections and other services performed by SMFD personnel, including in General Fund revenue, are shown in the Department’s budget as reducing the cost to the City’s General Fund.
The Department operates through several divisions, separated for budgeting and oversight purposes. Fire Administration and Operations (Division 020) is the main budget area within the Fire (Department 009) portion of the General Fund and tracks the most significant amounts of expenditures on an annual basis.
A separate fund within the fire department is the Reimbursable Division (Division 30) which is utilized to accumulate costs that will be submitted for reimbursement under federal, state, or other programs. Similarly, a Grant Division (Division 040) accumulates costs associated with a federal SAFER grant. The Fire Department is a recipient of a significant amount of funding through the City’s Measure U (Fund 011 and Division 090) one-cent sales tax.
As previously discussed, 90% of the amounts received from this source are spent on Public Safety initiatives, including fire and police expenses. Capital expenditures for the benefit of SMFD are made from the Capital Projects Fund (Fund 801, Department 009).
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18 Review of Historical Financial Information
Salaries have increased from $8,059,327 in FY 2019 to a budgeted $11,523,991 in FY 2023, an overall increase of 43% or 10.7% annually. Partially responsible for the increase has been the addition of authorized personnel from 62 in FY 2019 to 78 in FY 2023.
During the COVID pandemic, impacts on City revenues required the SMFD to reduce its authorized staffing levels to accommodate cost reduction requirements.
Reduction in floating firefighter positions resulted in significant use of overtime beginning in FY 2020, with overtime use exceeding 33%. Overtime continues to be approximately 30% annually, which is higher than expected. Firefighter shift schedules usually result in a scheduled amount of overtime at an annual rate of approximately 6%. Overtime rates currently being indicated in the financial information may result in early career burnout, firefighter fatigue that results in injuries, poor decision-making, and additional family stress.
Pension costs are and continue to be a significant burden on the City’s budgets, including the SMFD budget. Amortization periods to fund the unfunded actuarial liabilities were reduced from 30 years to 20 years, adding increased pressure to the already stressed budget of the City. Pension costs have increased from $2,088,373 in FY 2018 to an expected $2,898,434 in FY 2022. Maintenance costs have increased as transfers to fund radio and other equipment replacements have increased.
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19 The following figure consolidates the operations of the SMFD by major cost category.
Figure 8: SMFD Historical Expenditures (FY 2018 Estimated–FY 2022)3 Expenses FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Estimates
Salaries 8,194,509 8,059,328 9,209,697 10,332,132 —
Benefits 3,257,715 3,503,671 4,088,942 4,467,712 —
Salaries & Benefits: 11,452,224 11,562,998 13,298,639 14,799,844 18,378,597 Materials & Supplies 292,530 269,914 380,187 280,157 2,977,633 Maintenance 1,309,219 1,568,682 1,621,600 1,906,282 —
Contracts & Services 288,358 417,076 493,535 486,951 —
Capital Outlay 150,356 1,735,182 1,201,944 712,083 1,562,452 Debt Service 653,237 653,237 653,237 713,053 653,236
Transfers — — — — 59,816
Total Expenditures: 14,145,923 16,207,089 17,649,141 18,898,368 23,631,734 Revenues 2,149,610 1,861,006 1,802,191 3,176,679 3,548,626 Net GF Requirement: $11,996,313 $14,346,083 $15,846,950 $15,721,689 $20,083,108
Financial Projections
City of Santa Maria
The City Manager provided a budget message4 to City Council on June 21, 2022, explaining the requested budget approval and the current situation and forecast through FY 2024. The message indicates that the economic outlook for the City is guarded, as inflation has reached its highest level in four decades, creating financial burdens for the City’s residents. Both the federal and state governments were making funds available to cities to compensate for some of the losses sustained during the COVID pandemic.
The American Rescue Plan Act (ARPA) provided approximately $37 million to the City, of which $10 million was used to reimburse the City’s General Fund for revenue losses sustained.
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20 In his budget message, the City Manager indicates the General Fund budget will experience a structural deficit of approximately $10 million in FY 2023.5 The City Manager forecasts continued increases in both revenues and expenditures. The anticipated solution is to continue to hold vacant positions, use Local Economic Augmentation Fund (LEAF) reserves, and use Measure U reserves.
General Fund Revenues
Property tax revenue is forecast to grow at a 4% rate annually. Sales tax is expected to continue to increase at 2% annually, and the Measure U tax is expected to grow at a 2.3% annual rate. Total tax revenue is forecast to grow at an annual rate of 2.5%.
Figure 9: City of Santa Maria Forecast Revenues
Revenue FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Property Tax 25,420,146 26,436,951 27,494,429 28,594,206 29,737,974 Sales Tax 31,306,928 31,933,066 32,571,727 33,223,161 33,887,624 Measure U Tax 26,385,354 26,992,217 27,613,037 28,248,136 28,897,843 Transient Occup. Tax 3,232,576 3,312,576 3,392,576 3,472,576 3,552,576 Other Tax Revenue 3,529,919 3,490,835 3,398,017 3,293,451 3,176,301 Total Tax Revenue: 89,874,923 92,165,645 94,469,786 96,831,530 99,252,318 Other Revenue 21,455,183 21,184,365 21,713,974 22,256,820 22,813,232 Total Revenue: 111,330,106 113,350,010 116,183,760 119,088,350 122,065,550
General Fund Expenditures
Challenges facing the City’s finances include increased Workers’ Compensation and Liability insurance costs and increasing County contracts and pensions. Three new positions are included in the FY 2023 budget. The City’s CalPERS obligations are expected to increase by $5.9 million over the next eight years, with the FY 2023 budgeted amount being $22.1 million or approximately 18.5% of the entire General Fund budget.
Salary and wage increases for SEIU Local 620 are set at 5.5% spread over two years, 6% over two years for the Firefighters Local 2020, and 9% over three years for the Police union.
The city manager’s comments show that modest revenue increases are more than offset by the increases in personnel costs, benefits, and pensions. The expenditure growth rate between FY 2023 and FY 2024 will be used to forecast expenditure levels in FY 2025–2027.
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21 Figure 10: City of Santa Maria Forecast General Fund Expenditures Expenditures FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Public Safety 47,798,192 47,916,075 48,035,865 48,155,954 48,276,343 Public Works 4,345,207 4,635,807 4,945,841 5,277,213 5,630,786 Community Develop. 5,972,834 6,728,621 7,603,342 8,591,776 9,708,707 Recreation & Parks 11,124,428 11,190,445 11,257,587 11,325,132 11,393,082 General 18,302,091 18,493,708 18,678,645 18,865,431 19,054,085 Measure U 31,843,788 31,924,182 32,003,992 32,084,001 32,164,211 Total Expenditures: 119,386,540 120,888,838 122,525,272 124,299,507 126,227,214
Santa Maria Fire Department
The FY 2023 base budget includes the funding for the nine positions at Fire Station 1 that were funded through a SAFER grant that expires in FY 2023. Costs for these positions are funded through a combination of General Fund revenues and Measure U sales tax receipts. The FY 2022/FY 2024 budget cycle contains the restoration of the Deputy Fire Chief position and a Fire Inspector I/II position to return the Prevention Bureau to full staffing.
Salaries and benefits costs are forecast to continue to escalate as labor agreements are renegotiated, and the costs of benefits and pensions continue to increase. These costs are forecast to increase at a 3% annual rate. Services and supplies costs are not expected to increase materially. Capital costs for apparatus, buildings, and equipment through fiscal year end 2026 are identified in in the Capital Projects section of the current budget. A significant portion of these fire department related costs will be funded through the Measure U revenues. An estimate for FY 2027 is included at $1,000,000.
Revenues attributable to the Fire Prevention activities are forecast to increase significantly as a revision to the cost recovery fee schedule will result in additional fee income.
ATTACHMENT A
22 The following figure forecasts the SMFD expenditures and related revenue from services provided.
Figure 11: SMFD Forecast Expenditures & Related Fees from Services Expenditures FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Salaries & Benefits 17,826,212 18,367,930 18,918,967 19,486,536 20,071,132 Services & Supplies 3,929,713 3,974,795 3,994,669 4,014,642 4,034,715 Capital Outlay 3,456,500 4,105,000 1,000,000 1,000,000 1,000,000 Debt Service 653,236 — — — —
Transfers 528,313 528,313 528,313 528,313 528,313
Total Expenditures: 26,393,974 26,976,038 24,441,949 25,029,491 25,634,160 Revenues 2,042,624 1,876,210 2,250,000 2,317,500 2,387,025 Net GF Requirement: $24,351,350 $25,099,828 $22,191,949 $22,711,991 $23,247,135
ATTACHMENT A
23 Staffing & Personnel
Public safety is, at its heart, a service industry. An organization's ability to meet its obligations and mission requires active recruiting, managing, and maintaining sufficient staffing. Appropriate operational, administrative, managerial, and supervisory staffing levels and effective allocation of resources are imperative to agency success.
Fire service staff functions fall into two distinct groups—administrative and operational. Both groups must have appropriate resources to complete their tasks for an agency to operate effectively. Allocating organizational resources to balance the two can be difficult, but adequate staffing is crucial.
An organization also needs to have proper rules for effective personnel management.
Well-defined, consistent, documented policies and practices help employees understand their responsibilities and benefits. It also helps them chart their road to success and professional advancement.
The number of positions and personnel deployment depends on the organization's needs, mission, and resources. Similarly, the organization's structure, size, and legal requirements drive the administrative and managerial policies and practices. This section overviews SMFD's staffing structure and human resources practices.
Administrative & Support Staffing
The administrative and support functions are diverse, and the list of tasks can be extensive.
Organizational planning, coordination, asset management, program evaluation, and overall direction are typical administrative and support staff functions. Some agencies are departments within a larger organization and share some support functions with a municipality or other larger government agencies. Other agencies are their own local government and provide all administrative and support functions. Since SMFD is part of a city, it has some administrative support outside its listed employees.
The Santa Maria Fire Department Administrative Staff operates with a workforce of 12.75 full-time equivalent (FTE) employees dedicated to providing crucial support and administrative services. The administrative structure is hierarchical, with the Fire Chief serving as the most senior executive administrator and reporting directly to the City Manager. Reporting to the Fire Chief are key positions, including the Deputy Chief, Administrative Business Program Leader and other administrative clerical staff. The Deputy Chief manages one 40-hour Administrative Battalion Chief, three 56-hour Operations
ATTACHMENT A
24 Battalion Chiefs, and one Fire Marshal. The Fire Chief and Deputy Chief's span of control, managing five or less subordinates, adheres to established best practices. Administrative staff generally work during regular business hours and follow a 9-hour schedule, either from 7:00 a.m. to 5:00 p.m. or 7:30 a.m. to 5:30 p.m.
The following figure lists each full-time equivalent (FTE) position and the staffing count for the administrative functions.
Figure 12: Administrative Staff Full-Time Equivalent Count Position FTE
Fire Chief 1
Deputy Fire Chief 1
Administrative Battalion Chief 1
Department Secretary 1
Business Program Leader 3
Training Captain 1
Office Assistant 1
Fire Marshal 1
Fire Inspectors 4
Emergency Service Specialist 0.75
Total FTEs: 14.75
1Volunteer hours vary and cannot correlate to an FTE.
Administrative Support
SMFD operates with civilian administrative support positions and support from the city.
These civilians assist in developing and managing the budget and other City assets, general office and clerical support, records management, compliance, training, safety compliance, and department finance. The Office Assistant also provides support to Fire Prevention with scheduling and recordkeeping. In addition, the city human resources staff completes payroll, benefits, recruitment, and employee recordkeeping with assistance from the fire department staff. The city also completes other financial and legal functions with fire department staff input.
Fire Prevention Bureau
ATTACHMENT A
25 SMFD's Fire Prevention Bureau is responsible for preventing loss and injury through code enforcement, investigation, and education. A fire marshal and four inspectors conduct all fire inspections in the city. In addition, the fire marshal and four inspectors complete building plan reviews. The 32-hour-per-week Emergency Service Specialist assists with public education, planning, the CERT team, and emergency operations training throughout the city.
Operations Staffing
Operations personnel are assigned various duties consistent with fulfilling emergency response objectives. They are also responsible for additional collateral duties to support the response mission. The three shift battalion chiefs supervise the on-duty crews. The following figure lists full-time equivalent position counts for the operations division.
Figure 13: Operations Staff Full-Time Equivalent Count
Position FTE
Shift Battalion Chief 3
Captains 18
Engineers/ARFF Specialist 21
Firefighter/EMTs 21
Total FTEs: 63
Staff Allocation
SMFD has an operational staffing level of 0.64 firefighters per 1,000 population served.
Comparing SMFD staffing levels against regions and the nation from information found in the NFPA’s U.S. Fire Department Profile (2020) shows the staff levels are less than the western region and national levels.6 The following figure compares firefighters per 1,000 in the population protected.
Figure 14: Firefighters Per 1,000 in Population Comparison
ATTACHMENT A
26 2.86
1.29 0.89
0.64 0
0.5 1
1.5 2
2.5 3
National (High) National
(Median)
Western
Region
(Median)
SMFD
ATTACHMENT A
27 While this comparison helps leaders evaluate their staffing levels against other agencies, it may not be an exact comparison. This is because the NFPA’s 2020 U.S. Fire Department Profile study looks at the total number of uniformed personnel per agency and does not attempt to compare staffing to performance.
Firefighter Staff Distribution
The operations staff is allocated evenly throughout the three shifts. Seven primary apparatus are staffed, equip the six fire stations, and three additional units can be cross staffed. The five-engine and one-truck company minimum staffing levels are a captain, an engineer, and a firefighter. In contrast, the airport apparatus station is minimally staffed with one engineer. Additionally, there are three Firefighter/EMTs unassigned in the minimum staffing requirements, and they are used for backfilling when vacancies are present.
At least one battalion chief is on duty, operating a command vehicle from headquarters.
In addition, the Administrative Battalion Chief, Deputy Chief, and Fire Chief are fully qualified to respond for additional incident support. The following figure lists the primary and cross-staffed apparatus by the station.
Figure 15: Operational Staffing and Allocation
Unit Type Minimum Staffing
Station 1 (300 W. Cook Street)
Engine 1 Type 1 Engine 1 Captain, 1 Engineer, 1 Firefighter Truck 1 Tiller Truck 1 Captain, 1 Engineer, 1 Firefighter Support 1 Light and Air Cross-Staffed
Station 2 (416 W. Carmen Lane)
Engine 2 Type 1 Engine 1 Captain, 1 Engineer, 1 Firefighter USAR 2 Rescue Cross-Staffed
Station 3 (2305 N. Preisker Lane)
Engine 3 Type 1 Engine 1 Captain, 1 Engineer, 1 Firefighter Station 4 (2637 S. College Drive)
Engine 4 Type 1 Engine 1 Captain, 1 Engineer, 1 Firefighter Station 5 (1670 E. Donovan Road)
Engine 5 Type 1 Engine 1 Captain, 1 Engineer, 1 Firefighter Engine 305 Type 3 Engine Cross-Staffed
Station 6 (3339 Terminal Drive)
ARFF 6 Airport Crash Rescue 1 Engineer/ARFF Specialist
ATTACHMENT A
28 Determining apparatus staffing levels is a challenging task. Leaders must decide what risks their crews are likely to face and what level of risk the community is willing to accept.
Several noteworthy publications help agencies determine adequate staffing, including 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. This NFPA standard recommends staffing and deployment of career organizations.
The National Institute of Standards and Technology field studies on fire-ground and EMS incidents may also provide direction. Occupational health standards typically consider crew entry into a hazardous environment unsafe without an equal number of equipped and capable personnel outside the hazard zone. No one person goes in alone. However, this rule may be suspended if an emergency rescue is required.
Staff Scheduling Methodology
SMFD staffs six stations 24 hours daily, every day of the year, with a minimum of one battalion chief, six captains or acting captains, seven engineers, and six firefighters. Each apparatus is equipped and staffed to provide fundamental medical care. In addition, SMFD has access to several surrounding agencies for additional incident staffing. SMFD utilizes a three-shift system, A-Shift, B-Shift, and C-Shift; the shifts work a 48/96, 48/48, 48/192- hour schedule on a 24-day FLSA cycle. The work shift begins at 8:00 a.m. and ends at 8:00 a.m. the following day.
Personnel Management Systems
The fire service relies heavily on its people to accomplish its mission. Therefore, effectively managing, supporting, and organizing human assets must be adequate for successful service delivery. It also depends heavily on an organization's commitment to the human resources function and documented policies and programs.
Policies, Rules, Regulations & Guidelines
Complex organizations, like fire agencies, work under several rules. These rules can be the result of both internal and external forces. Federal, state, and local laws are external factors. Internal factors include operations and resource management. If broken, documented internal requirements, such as written policies, contracts, orders, memos, and guidelines, might have minor or severe legally defensible consequences.
ATTACHMENT A
29 Undocumented rules, practices, and behavior patterns that evolve in an agency or workforce have various outcomes if broken. Agencies must cautiously approach official enforcement of these unwritten rules, as labor laws favor employees rather than the organization. Analyzing these unwritten rules is outside the scope of this section.
Emergency services organizations must comply with government-mandated regulations.
City, state, county, and federal laws apply to the organization and its employees with specific firefighter and medical personnel functions. Rules that apply directly to SMFD are primarily dictated by state and federal law, although city ordinances and code adoption also play a role. An analysis of these laws is outside the scope of this report, and SMFD and the city should rely on periodic legal reviews to ensure compliance.
Some agencies are subject to civil service rules. Civil service rules are local, state, or federal laws that govern the employer and employee relationship. SMFD is subject to local codes and ordinances that govern city-employee relationships. These are primarily in Title 2, Section 2-20 of the Santa Maria, California Municipal Code.7 Labor Contracts
SMFD does not work under a labor contract. Instead, the City of Santa Maria has signed a memorandum of understanding (MOU) between the local firefighter's union and the city.
The MOU is like a contract and is authorized under California state law, the Meyers-Milias- Brown Act. The International Association of Fire Fighters Local 2020 represents the hourly members of SMFD. The MOUs are primarily concerned with compensation, working schedules, and benefits for the members.
Policies
Another formal type of rule is a policy. Policies are written for specific situations and include words like "shall" and "will" to indicate the required actions of the members. SMFD does have a policy manual in place. However, the policies are not being reviewed effectively or as required for consistency or legal mandates.
Guidelines & Operational Plans
SMFD maintains standard operating guidelines primarily applicable to specific operational processes. The guidelines do not have a particular review or update policy, although a plan to improve this is in place.
ATTACHMENT A
30 Human Resources
The administrative and support function designed to balance the employer's and employee's needs and requirements is considered human resources. This function requires agencies to maintain specific compliance documentation and meet compensation, tax, and benefits obligations. In addition, successful agencies actively manage the employment lifecycle and provide and oversee employee health and safety programs.
The City of Santa Maria and SMFD maintain staff, systems, and procedures specifically designed to accomplish and enhance the human resource function. The city manager's office is the lead department for the human resource function within the city.
Personnel Reports & Recordkeeping
The city and SMFD maintain hard copy documents of the employee's files and information in its records management systems. Electronic records can be found in various computer systems such as Image Trend® and NeoGOV®. Hard copy files are kept physically secured and have limited unsupervised access. In addition, the different electronic records management systems keep other data such as attendance, payroll, training, and miscellaneous daily information. These systems are secured utilizing standard information technology processes.
Compensation Systems
SMFD's compensation system is based primarily on position and seniority. Compensation includes hourly and annual salaries, various paid and unpaid leave programs, health and life insurance, retirement benefits, longevity pay, and recognized holidays. The MOUs define this compensation for members of the IAFF Local 2020. Employees not covered under the MOU have defined benefits on the city's website and employee policies.
Testing, Measuring, & Promotional Processes
SMFD utilizes an annual performance evaluation for operational personnel. The Engineer, Captain, and Battalion Chief positions use promotional processes and assessment centers.
The MOU states there is a 26-pay-period promotional probationary period.
Disciplinary Process
SMFD has documented disciplinary processes defined in a City Administrative Memo. The MOU between IAFF Local 2020 and the city defines discipline as a management right without appeal unless it falls within a contractual grievance. Promotion, demotion, and probationary rules can be found in the Santa Maria, California Municipal Code.
Counseling Services
ATTACHMENT A
31 SMFD provides critical incident counseling to its employees through the City-provided vendor, The Counseling Team International. In addition, substance abuse, drug, and alcohol testing policies are in place. The Aetna employee assistance program (EAP) provides additional counseling services through the city. The SMFD has created a Peer Support Team with plans to add a Peer Support Canine program. Additional counseling outside of the EAP is provided free of charge to members and immediate family members through the One805 Behavior Health and Wellness Services.
Application & Recruitment Processes
SMFD's hiring process is managed and formalized by the city's human resources process.
Firefighter applicants undergo a qualification check, background check, written test, and interviews. They must also pass a CPAT test, Biddle test, medical exam, and psychological test. New hires are subject to a one-year probationary period.
ATTACHMENT A
32 Capital Facilities & Apparatus
In the realm of essential capital resources, the Santa Maria Fire Department relies on various elements, including apparatus and other vehicles, well-trained personnel, firefighting and emergency medical equipment, and strategically located fire stations.
These assets are imperative for the effective execution of the department's mission. It's emphasized that even with a skilled and abundant firefighting force, the unavailability of appropriate capital equipment would render the department incapable of fulfilling its responsibilities. Specifically, the crucial capital assets for emergency operations encompass facilities, apparatus, and other emergency response vehicles. This report segment focuses on evaluating SMFD's fire stations and frontline apparatus.
Fire Station Features
Fire stations play an integral role in delivering 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 and meet the needs of the organization and its personnel.
Fire station activities should be closely examined to ensure the structure is adequate in 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 areas.
• 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 SMFD, 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.
ATTACHMENT A
33 Figure 16: Criteria Utilized to Determine Fire Station Condition Excellent
Like new condition. No visible structural defects. The facility is clean and well-maintained. The interior layout is conducive to function with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building’s purposes. Age is typically less than ten years.
Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear on the building interior.
Roof and apparatus apron are in good working order, absent any significant full-thickness cracks, crumbling of the apron surface, or visible roof patches or leaks. Building design and construction match the building’s purposes. Age is typically less than 20 years.
Fair
The building appears structurally sound with a weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear but flows effectively to the apparatus bay or offices. Mechanical systems are in working order. Building design and construction may not match the building’s purposes well. Shows increasing age-related maintenance but with no critical defects. Age is typically 30 years or more.
Poor
The building appears cosmetically weathered and worn with potential structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling concrete on the apron may exist. The roof has evidence of leaking and 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.
ATTACHMENT A
34 SMFD Fire Stations & Facilities
The following figures outline the basic features of SMFD’s headquarters facility and fire stations.
Figure 17: SMFD Headquarters
Address/Physical Location: 314 W. Cook Street, Suite 8, Santa Maria, CA 93458
General Description:
The administrative area is in an old school
renovated to house other services provided by the
fire department. The on-shift BC is in this building
because insufficient space is available in Station 1.
Construction plans for an addition at Fire Station 1
are currently underway and will provide living
quarters for the Battalion Chiefs.
Structure
Date of Original Construction 1953
General Condition Fair
Seismic Protection No
Auxiliary Power Yes
ADA Compliant No
Number of Apparatus Bays Drive-Throughs 0 Back-Ins 0 Total Bays: 0 Total Square Footage 6,000
Facilities Available
Sleeping Quarters Bedrooms 1 Beds 2 Dorm Beds 0
Maximum Staffing Capability 2 (Total number of staff that can be housed at station) Gender Segregation (Yes) Bathrooms 6 Showers 2
Exercise/Workout Facilities Yes
Kitchen Facilities No
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes
Washer/Dryer/Extractor No
Safety & Security
Station Sprinklered No
Smoke Detection Yes
Decon & Biological Disposal No
Security System Yes
Apparatus Exhaust System No
ATTACHMENT A
35 Figure 18: SMFD Fire Station 1
Address/Physical Location: 300 W. Cook Street, Santa Maria CA 93458
General Description:
Station 1 is a one-story station with three drive-
through bays and living spaces. The building
currently does not have enough room to house all
staff, but an addition will expand the number of
bays and provide more sleeping areas for shift
personnel.
Structure
Date of Original Construction 2002
General Condition Good
Seismic Protection Yes
Auxiliary Power Yes
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 3 Back-Ins 0 Total Bays: 3 Total Square Footage 7,068
Facilities Available
Sleeping Quarters Bedrooms 6 Beds 12 Dorm Beds 0
Maximum Staffing Capability 6 (Total number of staff that can be housed at station) Gender Segregation (Yes) Bathrooms 4 Showers 3 Bedrooms 6
Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System Yes
ATTACHMENT A
36 Figure 19: SMFD Fire Station 2
Address/Physical Location: 416 W. Carmen Lane, Santa Maria, CA 93458
General Description:
Station 2 is an older one-story, two-bay station that
received a 2,000-square-foot expansion in 2002.
The station has individual sleeping rooms for staff
but is not ADA-compliant.
Structure
Date of Original Construction 1964
General Condition Fair
Seismic Protection No
Auxiliary Power Yes
ADA Compliant No
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 4 Total Square Footage 8,267
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 8 Dorm Beds 0
Maximum Staffing Capability 4 (Total number of staff that can be housed at station) Gender Segregation (Y/N) Bathrooms 4 Showers 3 Bedrooms 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System No
ATTACHMENT A
37 Figure 20: SMFD Fire Station 3
Address/Physical Location: 2305 N. Preisker Lane, Santa Maria, CA 93458
General Description:
Station 3 was built in 2012 and is a one-story station
with two bays and living space. The building does
not have modern facilities for decontamination of
protective clothing and vehicle emissions removal.
The station is located near the northern city limits.
Structure
Date of Original Construction 2012
General Condition Good
Seismic Protection Yes
Auxiliary Power Yes
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 4 Total Square Footage 6,688
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 8 Dorm Beds 0
Maximum Staffing Capability 4 (Total number of staff that can be housed at station) Gender Segregation (Y/N) Bathrooms 3 Showers 3 Bedrooms 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System No
ATTACHMENT A
38 Figure 21: SMFD Fire Station 4
Address/Physical Location: 2637 S. College Drive, Santa Maria, CA 93455
General Description:
Station 4 was built in 2005 and is a one-story station
with two bays and living space. The building does
not have modern facilities for decontamination of
protective clothing and vehicle emissions removal.
The station is in the southeast section of the city.
Structure
Date of Original Construction 2005
General Condition Good
Seismic Protection Yes
Auxiliary Power Yes
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 4 Total Square Footage 6,579
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 8 Dorm Beds 0
Maximum Staffing Capability 4 (Total number of staff that can be housed at station) Gender Segregation (Y/N) Bathrooms 3 Showers 3 Bedrooms 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System No
ATTACHMENT A
39 Figure 22: SMFD Fire Station 5
Address/Physical Location: 1670 E. Donovan Road, Santa Maria, CA 93454
General Description:
Station 5 was built in 2012 and is a one-story station
with two bays and living space. The building does
not have modern facilities for decontamination of
protective clothing and vehicle emissions removal.
The station is located along the northeast section
near the city limits.
Structure
Date of Original Construction 2012
General Condition Good
Seismic Protection Yes
Auxiliary Power Yes
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 4 Total Square Footage 6,579
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 8 Dorm Beds 0
Maximum Staffing Capability 4 (Total number of staff that can be housed at station) Gender Segregation (Y/N) Bathrooms 3 Showers 3 Bedrooms 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System No
ATTACHMENT A
40 Figure 23: SMFD Fire Station 6
Address/Physical Location: 3339 Terminal Drive, Santa Maria, CA 93455
General Description:
Station 6 is an older one-story station at the airport
with limited bay and living space for additional
personnel if another company is added. The
building does not have enough room or proper
design to meet modern firefighting requirements.
Structure
Date of Original Construction Estimated 1969
General Condition Fair
Seismic Protection No
Auxiliary Power Yes
ADA Compliant No
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 4 Total Square Footage 5,915
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 4 Dorm Beds
Maximum Staffing Capability 4 (Total number of staff that can be housed at station) Gender Segregation (Y/N) Bathrooms 3 Showers 2 Bedrooms 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered No
Smoke Detection Yes
Decon & Biological Disposal No
Security System No
Apparatus Exhaust System No
ATTACHMENT A
41 Summary of SMFD Fire Stations
Most of Santa Maria’s fire stations' condition rating was "Good." The exceptions were Headquarters, Station 2 and Station 6, which were rated as "Fair." The following figure summarizes SMFD's fire stations and their features.
Figure 24: Summary of Santa Maria Fire Station Features Station Square
Footage
Apparatus
Bays
Maximum
Staffing
General
Condition
Station
Age
Headquarters 6,000 0 1 Fair 70 years
Station 1 7,068 6 6 Good 21 years
Station 2 8.267 4 4 Fair 59 years
Station 3 6,688 4 4 Good 11 years
Station 4 6,579 4 4 Good 18 years
Station 5 6,579 4 4 Good 11 years
Station 6 5,915 4 4 Fair 54 years
Totals: 38,837 29 33
SMFD Apparatus & Vehicle 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 Santa Maria Fire Department provide a complete inventory of its fleet (suppression apparatus, command, and support vehicles, specialty units, etc.). For each vehicle listed, SMFD was asked to rate its condition utilizing criteria described in the following figure—the results of which will be shown in the subsequent apparatus inventory figures.
ATTACHMENT A
42 Figure 25: 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 two or more times per month on average, while a 1 would be assigned if in the shop on average once every three months or less.
Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement)
The following figure lists the inventory of the Santa Maria Fire Department’s current frontline apparatus, staff, and utility vehicles.
ATTACHMENT A
43 Figure 26: SMFD Fleet Inventory (2023)
Unit Type Manufacturer Year Condition Features
Engines & Other Apparatus
Engine 1 Type 1 Spartan 2019 Excellent 2000 gpm/600 gal.
Engine 2 Type 1 Spartan 2023 Excellent 2000 gpm/600 gal.
Engine 3 Type 1 Spartan 2017 Good 2000 gpm/600 gal.
Engine 4 Type 1 Spartan 2019 Excellent 2000 gpm/600 gal.
Engine 5 Type 1 Spartan 2013 Fair 2000 gpm/600 gal.
Truck 1 Quint Pierce 2018 Excellent 107’/1500 gpm
ARFF 6 ARFF Oshkosh 2013 Excellent 3000 gallons
Engine 305 Type 3 Hi Tech 2020 Excellent 500 gpm/500 gal.
USAR 2 Rescue Spartan, SVI 2006 Good
Staff, Support, & Utility Vehicles
Battalion Command Ford F350 2019 Excellent Assigned to BC Chief 100 Command Ford Explorer 2023 Excellent Assigned to Chief Chief 101 Command Ford Explorer 2020 Excellent Assigned to DC Prevention 1 Staff Ford Explorer 2015 Good Assigned to FM Prevention 2 Staff Chevy 2020 Excellent Assigned to P2
Prevention 3 Staff Chevy 2020 Excellent Assigned to P3
Prevention 4 Staff Ford 2020 Good Assigned to P4
Utility 2 Support Chevy 2016 Good
Admin BC Staff Ford F-150 2023 Excellent Assigned to ADMIN BC
Training 1 Staff Ford F-150 2023 Excellent Assigned to T1 Breathing 1 Support International 2001 Good
The Santa Maria Fire Department maintains three Type 1 engines and an Aircraft Rescue & Firefighting (ARFF) unit in reserve. The department has also ordered a forklift.
ATTACHMENT A
44 Apparatus Maintenance & Replacement Planning
No piece of mechanical equipment or vehicle can be expected to last indefinitely. As apparatus and vehicles age, repairs become more frequent and complex. Parts may become more difficult to obtain, and downtime for repair and maintenance increases.
Since fire protection, EMS, and other emergencies prove critical to a community, downtime is one of the most frequently identified reasons for apparatus replacement.
Most communities develop replacement plans because of the expense of fire apparatus.
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.
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.
Maintenance in Santa Maria
Maintenance of SMFD fire apparatus and vehicles is the responsibility of the Santa Maria Public Works Department. Mechanics are qualified as Emergency Vehicle Technicians per NFPA 1071.8 Records are maintained for all vehicles, and preventative maintenance checks are conducted regularly. Pump tests are performed annually as defined by NFPA 1911.9
Economic Theory of Apparatus Replacement
A conceptual model some fire departments utilize 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 time range.
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.
ATTACHMENT A
45 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 following 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 27: Economic Theory of Vehicle Replacement
ATTACHMENT A
46 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 program and replacement parts availability. • 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 for 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 one with 2,500 miles.
ATTACHMENT A
47 Service Delivery & Performance
This section provides a general understanding of SMFD’s relevant response information. It has been developed to assist the department with identifying its recent performance and creating a baseline performance expectation. SMFD, 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 SMFD.
Detailed information was provided between January 1, 2019 (2020 for Computer Aided Dispatch) and December 31, 2022, from the Records Management System (RMS). In addition, the Santa Maria Emergency Communications Department (SMECCD) 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 was 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 it seeks 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 work in this report, it is helpful to understand why it is utilized.
ATTACHMENT A
48 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 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 Departments, 2020 (NFPA 1710) utilizes the 90th percentile measure in most of its standards. In addition, the Commission on Fire Accreditation International (CFAI) Quality Improvement for the Fire and Emergency Services, 2020, 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 28: 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 the case of SMFD, most of the time-performance data is skewed right. In this case, using the average would over-represent the performance.
Possibly due to the size and distances traveled by the responding SMFD units, the skew is very pronounced. This precludes using the average as a definitive evaluation of performance. For example, an assessment of SMFD'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.
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49 Data Discussion
Detailed data was provided from SMFD's primary incident reporting software (RMS) and the computer-aided dispatch (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.
Data Engineering Findings
SMFD provided National Fire Incident System (NFIRS) data from 2012–2022. A more comprehensive data evaluation over a more extended period (10 years preferred) proved impossible. Computer Aided Dispatch data (CAD) was provided for 2020–2022.
The number of unit records for the RMS and CAD systems was similar when comparing equivalent years. There were 40,206 records in the RMS and 36,331 unique incident records from CAD. The -10% difference can usually be explained by incidents that do not require a report, for example, canceled responses. There were 48,001 unit-responses provided in the CAD Data, which represents a 16% difference between the submitted reports. 48,001 individual unit responses were 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 SMFD, 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 was excluded by the formula applied. For example, the time segment math utilized a logic tree to eliminate harmful and null sets.
ATTACHMENT A
50 There was a significant amount of missing data in the CAD data set. The following figure describes the amount of raw and validated data to perform evaluations.
Figure 29: Available Data for Analysis
Time Interval Raw Data Validated Data*
Call processing 23% 23%
Turnout 77% 70%
Travel 66% 58%
Response 68% 60%
Total Response 25% 22%
Task 68% 58%
Committed 94% 81%
*Outlier data were statistically removed from the analysis.
A significant amount of missing data renders the validity of Call Processing and Total Response time analyses of limited value. These time intervals were evaluated, however, using the data available.
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 SMFD, 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 the National Fire Incident Reporting System (NFIRS). Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries.
ATTACHMENT A
51 The following figure shows the total number of responses recorded by the agency for the entire data set and the percentage of the categorized responses.
Figure 30: SMFD Incident Count (2013–2022)
Incident (NIFRS Group) Count % of Total
Santa Maria Fire Department Responses
Fire (100) 3,007 3%
Over Pressure (200) 40 < 1%
Rescue-Medical (300) 58,723 58%
Hazardous Condition (400) 3,283 3%
Service (500) 7,344 7%
Good Intent (600) 24,324 24%
False Alarm (700) 3,910 4%
Disaster (800) 31 < 1%
Special (900) 52 < 1%
Total SFD: 100,714
This call-type distribution is consistent with industry averages. SMFD makes robust use of NFIRS +1 codes that are agency-specific. These codes are in addition to the standard NFIRS list of incident codes and can be used for special studies.
Mutual aid is assistance that is dispatched, upon request, by the responding fire department. Usually, it is requested upon arrival at the scene. A signed contractual agreement should also define mutual aid.
Automatic aid is assistance dispatched automatically by a contractual agreement between two fire departments, communities, or fire districts. The next figure outlines SMFD’s experience with both types of aid.
ATTACHMENT A
52 Figure 31: Aid Given or Received
Mutual AID/Automatic AID 2018 2019 2020 2021 2022
Mutual Aid Given 71 91 120 74 115
Mutual Aid Received 15 12 7 4 12
Automatic Aid Given 77 71 64 100 162
Automatic Aid Received 5 13 6 4 3
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.
ATTACHMENT A
53 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 distribution between stations in Stations 1, 2, 3, and 5 areas is relatively homogeneous.
Agencies will typically respond to some locations much more frequently than others. This is true for SMFD. For example, Community service facilities account for many single-location responses. Responses are most often recorded at fire stations or intersections.
Figure 32: Incident Density—All Types (2022)
ATTACHMENT A
54 Figure 33: Frequent Service Demand Locations (2018-2022) Rank Address Occupancy Type Count
1/2 1220/1350 N SUEY RD Senior Care 1,268
3 1405 E MAIN ST Senior Care 729
4 3217 TERMINAL DR Airport 630
5 519 W TAYLOR ST Mobile Home Park 541
6 1414 N BROADWAY Senior Care 462
7 1530 E CYPRESS WAY Senior Care 450
8 425 E BARCELLUS AVE Senior Care 395
9 401 W MORRISON AVE Shelter 330
10 1316 S BROADWAY Senior Care 325
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 emergency medical services (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. It is unexpected, however, that the airport is included in the top 10 frequent response locations.
ATTACHMENT A
55 Figure 34: EMS Incident Density (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.
ATTACHMENT A
56 Figure 35: Fire Incident Density (2022)
The fire problem city-wide is moderate. While the denser areas appear around Station 1, it is essential to understand the legend. For example, the red zones in the above analysis only indicate an incident density of 175 per square mile, while the darkest green represents less than 25.
ATTACHMENT A
57 Temporal Analysis
The annual incident count for SMFD has been inconsistent since 2020, but EMS and Fire incidents are generally increasing linearly. Other call types are increasing slightly.
In 2020, there was a small increase 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 at an accelerated rate.
The following figure shows the incident volume over the years with the completed data between 2019–2022, separated into Fire, EMS, and other incidents.
Figure 36: Incident Volume by Year & Type (2019–2022)
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 2019 through 2022.
5,732
5,803
6,351
7,545
244
321
351
461
3,689
3,983
4,161
4,371
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2019 2020 2021 2022
EMS FIRE OTHER
EMS Trend Other Trend Fire Trend
ATTACHMENT A
58 There appears to be some variation each month and seasonality in the winter months. The winter months increase in incident volumes, with December–January 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.
The variations are more (24% from the lowest month-February to the highest month- December) than expected. They are most likely due to the transient population increasing in the city during colder months.
Another dimension of 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.
2,170
1,822
2,075
1,973
2,129
2,060
2,211
2,184
2,137
2,186
2,108
2,376
86 102
81 90
116
119
160
126
128
118
124
127
1,377
1,175
1,259
1,193
1,308
1,361
1,357
1,509
1,463
1,451
1,343
1,408
-
500
1,000
1,500
2,000
2,500
3,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
EMS FIRE OTHER
Figure 37: Incidents by Month & Class (2019–2022)
ATTACHMENT A
59 Figure 38: Incidents by Weekday (2019–2022)
There is no significant variation by weekday. There was less than 0.6% overall variation.
However, Friday and Saturday are slightly heavier; Tuesday 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. Therefore, the following figure shows the density of call volume by month and weekday from 2019 through 2022.
4,011
4,057
3,790
4,082
4,027
4,133
4,128
245
280
193
218
215
241
252
885
926
898
958
965
1,013
814
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Sun Mon Tue Wed Thu Fri Sat
EMS FIRE OTHER
ATTACHMENT A
60 Figure 39: Month & Day Incident Density (2019–2022)
Month Sun Mon Tue Wed Thu Fri Sat Totals
Jan 465 424 387 400 440 494 437 3,047
Feb 312 352 332 389 392 417 365 2,559
Mar 369 417 411 437 451 390 353 2,828
Apr 333 376 343 413 428 435 380 2,708
May 576 459 436 372 342 426 439 3,050
Jun 430 449 432 464 471 404 427 3,077
Jul 482 435 367 416 467 546 495 3,208
Aug 452 527 437 493 388 441 477 3,215
Sep 410 443 443 466 490 468 452 3,172
Oct 466 480 380 397 418 477 489 3,107
Nov 410 463 460 465 384 395 424 3,001
Dec 436 438 453 546 536 494 456 3,359
Totals: 5,141 5,263 4,881 5,258 5,207 5,387 5,194 36,331
It is sometimes easier to discover trends when this table is color-coded by frequency. This view is the same data as the table above but highlighted by most to least.
Figure 40: Incident Density by Month & Day of Week
ATTACHMENT A
61 There is an interesting spike in incidents on Wednesday, Thursday, and Friday 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 264 incidents over three years. Therefore, this chart may appear to overinflate the importance of the variation. Still, there is some value to knowing the more active days and months. Both of these high/low extremes occurred on Sunday.
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 SMFD closely follows this daytime pattern, with approximately 54% of incidents occurring between 7 a.m. and 8 p.m.
Figure 41: Incident Volume by Hour of the Day (2019–2022)
-
500
1,000
1,500
2,000
2,500
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
EMS OTHER FIRE
ATTACHMENT A
62 To fully appreciate how the time of day affects the volume, it is essential 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.
In SMFD'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, 2019, and December 31, 2022.
Figure 42: Incident Density by Hour & Day (2019–2022)
ATTACHMENT A
63 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. The Insurance Services Office, Inc. (ISO) defines distance, while the National Fire Protection Association (NFPA) utilizes time as a criterion.
ISO uses five miles from a fire station as its standard. In a career department like SMFD, it is advantageous to understand the overall picture and the services with a staffed unit in the station. The following figure shows the five-mile travel distance from all the fire stations.
ATTACHMENT A
64 Figure 43: Five-Mile Travel Distance—All Stations
As the preceding figure indicates, all of the City of Santa Maria and the communities of Rosemary and Orcutt are accessible within five miles. The more densely populated areas do have overall good coverage.
ATTACHMENT A
65 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.10 SMFD has an engine at all fire stations and a ladder truck at Station 1.
This coverage gap is particularly apparent in the western and northwestern portions of the city. This area is part of a planned development in the future. The following figure shows the
1.5-mile travel distance from each station as they house engine companies.
ATTACHMENT A
66 Figure 44: 1.5-Mile Travel for Engines
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 one truck company in the SMFD system, only a few areas are within the 2.5-mile coverage area. This would indicate that SMFD needs to rely on timely mutual aid from surrounding agencies to provide specialized companies.
ATTACHMENT A
67 The following figure shows the 2.5-mile travel distance from the one truck company station.
Figure 45: 2.5-Mile Truck Travel Distance
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 a too heavy load to interfere with their effectiveness.
ATTACHMENT A
68 Incidents by Unit
SMFD had many 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, approximately 87% of all unit responses were completed by the front-line engines, trucks, and rescues. The most heavily used apparatus across the system were the frontline engines and truck company. Two type 6 engines are on order. 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 call volumes for SMFD apparatus during 2020–2022. However, unit workload numbers for 2022 appear to be greater than 2021.
Figure 46: Top 90% Unit Workload (2020–2022)
Unit Number 2020 2021 2022 Total Percent
ARFF6 102 302 161 565 1%
B1 272 246 187 705 2%
B2 215 274 221 710 2%
B3 — 220 289 509 1%
B4 35 3 19 57 0.1%
B5 136 19 175 330 1%
E1 1,980 3,099 3,351 8,430 19%
E101 199 32 134 365 1%
E102 70 378 162 610 1%
E103 208 296 369 873 2%
E105 293 490 74 857 2%
E2 2,297 1,923 2,414 6,634 15%
E3 2,120 2,103 2,349 6,572 15%
E305 73 34 75 182 0.4%
E4 1,368 1,584 1,689 4,641 10%
E5 2,049 1,815 2,634 6,498 15%
T1 1,346 930 1,212 3,488 7%
Blank 937 891 895 2,723 6%
Total 13,111 16,660 18,432 44,749
ATTACHMENT A
69 Figure 47: Incident Volume by Apparatus Type (2020–2022)
The incident volume falls primarily upon the engines. After removing radio call signs (identified for exclusion by SMFD) from 48,001-unit responses, there were 43,887 responses remaining for evaluation Examining unit types was, of the 48,001-unit responses, removing the radio call signs identified for exclusion by SMFD resulted in 43,887 responses for evaluation. Engine companies handled 35,662 service requests, or 81% of the workload.
The workload is unevenly distributed and appears to affect Engine 1, the busiest. Station 1 units are handling almost a quarter of all the requests for service in Santa Maria. The following figure shows each engine's call volume response throughout the completed years of 2020–2022.
1,212
13,259
891
161
930
11,757
762
309
1,346
10,695
658
128
- 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Truck
Engine
Battalion Chief
ARFF
2020 2021 2022
ATTACHMENT A
70 Figure 48: Engine Call Volumes
Unit 2020 2021 2022 Total Percent
E1 2,179 3,131 3,485 8,795 25%
E2 2,367 2,301 2,576 7,244 20%
E3 2,328 2,399 2,718 7,445 21%
E4 1,368 1,584 1,689 4,641 13%
E5 2,342 2,305 2,708 7,355 21%
E305 73 34 75 182 1%
Totals: 12,677 11,754 13,251 35,662
ATTACHMENT A
71 Figure 49: Engine Response Volumes (2020–2022)
2,708
1,697
75 2,718
2,576
3,485
2,305
1,587
34 2,399
2,301
3,131
2,342
1,406
73 2,328
2,367
2,179
- 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 E5
E4
E305
E3
E2
E1
2020 2021 2022
ATTACHMENT A
72 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 2020–2022. Truck 1 is by far the most active unit in this list, equaling 42% of this subset of unit workload. ARFF is the unit that occupies station 6.
Figure 50: Other Unit Responses (2020–2022)
1,212
175
19 289
221
187
161
930
19 3
220
274
246
302
1,346
136
35 215
272
102
- 200 400 600 800 1,000 1,200 1,400 1,600
T1
B5
B4
B3
B2
B1
ARFF6
2020 2021 2022
ATTACHMENT A
73 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.
Two time intervals can be examined to determine if system loading is appropriate. Time on task is the moment a unit arrives at the scene of a service request until the unit returns to availability for another assignment.
Committed time is measured from when a unit is alerted (dispatched) until it becomes available for the next assignment.
SMFD has four primary types of units that respond to emergencies. SMFD'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.
Next, the battalion chief vehicles provide a distinct and specialized response function to establish command of incidents. ARFF units are equipped with special equipment for the mitigation of aircraft incidents.
Specialty unit types, such as Urban Search and Rescue, Hazmat, Support, Command staff, etc., were excluded. (Auto/Mutual Aid and units provided by other agencies that appeared in the CAD data set were also excluded).
ATTACHMENT A
74 The following figure describes the time spent on the scene (Task) by each apparatus type.
Figure 51: Time on Task by Apparatus Type (2020–2022)
1:20:18
0:11:06
0:14:00
0:27:32
1:32:59
0:10:14
0:22:23
1:23:11
1:12:45
0:10:07
0:20:40
2:32:14
0:00:00 0:28:48 0:57:36 1:26:24 1:55:12 2:24:00 2:52:48 ARFF
Truck
Engine
Brush
2020 2021 2022
ATTACHMENT A
75 The following figures show the average time committed by apparatus type and incident category for the entire study period.
0:10:43
0:12:01
0:06:58
0:05:42
0:09:58
0:12:34
0:07:42
0:10:03
0:10:49
0:12:43
0:07:06
0:10:08
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
08:00
09:00
10:00
11:00
12:00
13:00
14:00
Truck
Engine
Brush
ARFF
2022 2021 2020
Figure 52: Average Committed Time by Apparatus Type (2020–2022)
ATTACHMENT A
76 Figure 53: Average Time Committed by Incident & Apparatus (2020–2022)
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 or quint company, the most flexible response unit, to be under 10% UHU.
Maintaining a 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.
SMFD 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 agency- owned apparatus only.
0:15:52
1:06:57
2:19:27
1:49:18
0:24:45
0:20:26
0:26:28
0:14:17
0:13:19
0:15:16
0:13:57
0:13:33
0:00:00 0:28:48 0:57:36 1:26:24 1:55:12 2:24:00 2:52:48 Truck
Engine
Brush
ARFF
EMS FIRE OTHER
ATTACHMENT A
77 SMFD 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 54: Staffed Apparatus Unit Hour Utilization (2020–2022) Unit Average UHU 2020 2021 2022
ARFF106 0.1% 0.2% 0.1% 0.0%
ARFF6 3.5% 1.7% 6.1% 2.8%
B1 2.4% 1.0% 5.4% 0.6%
B2 4.9% 6.0% 5.2% 3.6%
B3 1.4% 0.0% 2.7% 1.4%
B4 2.8% 8.3% 0.0% 0.0%
B5 0.3% 0.5% 0.1% 0.5%
E1 8.0% 5.8% 8.6% 9.5%
E2 7.5% 7.5% 7.3% 7.8%
E3 10.3% 12.9% 8.0% 10.1%
E4 6.7% 5.7% 8.1% 6.4%
E5 8.2% 7.8% 7.9% 8.8%
E305 15.1% 16.0% 21.1% 8.1%
T1 3.4% 3.9% 2.6% 3.6%
The staffed equipment does not appear to be at risk of being overloaded. The highest average UHU is Engine 3, with 10.3%. (12.9% in 2020 for Station 3) usage closely followed by Engine 5 at 8.2%. (8.8% in 2022). This indicates, on average, that only 10% of the time Station 3 is engaged in response activities. This does not mean the rest of the day is idle; maintenance, training, and prevention take up time.
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, 83% of the day is allocated to other activities.
Engine 305, a Type 3 engine, has the highest amount of committed hours, and further analysis was conducted to discover why this unit’s UHU (15.1%) was double the other units.
Service demand for Engine 305 involves multi-day fire activities.
ATTACHMENT A
78 Figure 55: Special Consideration Engine 305
Incident Type Count Time Commitment
(hh:mm:ss)
Fire 23 511:27:48
Grass Fire 127 137:11:03
Strike Team 13 1600:18:08
Concurrency Analysis
Incidents that happen simultaneously can impact an agency's ability to respond. While SMFD 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 concurrent incidents for the study period was 11 (7–11 occurred only once each). The following figure shows the incidents happening simultaneously throughout the study period.
ATTACHMENT A
79 Figure 56: Concurrent Incidents (2020–2022)
Incidents Count Percent Cumulative %
1 20,646 61.43% 61.43%
2 9,902 29.46% 90.89%
3 2,521 7.50% 98.39%
4 446 1.33% 99.72%
5 82 0.24% 99.96%
6 or more 12 0.02% 100.00%
As is evident, it is common for SMFD to be running simultaneous incidents within the jurisdiction. However, over 61% of the incidents begin and end without another response required. Additionally, over 98% 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 SMFD incidents, over 84%, have only one, two, or three responding engines, ambulances, or trucks assigned. In addition, the dispatch data collected multiple resource responses besides the engine, truck, and rescue. 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 57: Number of Apparatus Per Incident (2020–2022) Units Count Percent Cumulative %
1 20,144 44.49% 44.49%
2 11,986 26.47% 70.96%
3 5,810 12.83% 83.79%
4 2,994 6.61% 90.41%
5 1,545 3.41% 93.82%
6 941 2.08% 95.90%
7 630 1.39% 97.29%
8 387 0.85% 98.14%
9 245 0.54% 98.68%
10 or more 596 1.32% 100.00%
ATTACHMENT A
80 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.
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, Santa Maria has not adopted performance requirements.
Therefore, as a reference, National Fire Protection Association (NFPA) standards will be utilized where appropriate. This will include the NFPA 1710 (2020). In addition, the NFPA 1225 Standard for Emergency Services Communications (2016) is referenced where applicable.
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 next figure identifies each time segment in the incident lifecycle, an example of a key performance indicator (KPI), and the applicable NFPA standards.
ATTACHMENT A
81 Figure 58: 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
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PSAP Answer NFPA 1225 15 sec. 90% or 20
sec. 90% PSAP Notification
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PSAP Transfer & Agency Answer NFPA 1225 30 sec. 90%
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Interrogation Call Processing1
Total
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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 480 sec. 90%
FD ERF Arrives
FD Units Clear
Incident
From dispatch to clear, total
time translates into unit utilization N/A
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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. 1Certain incident types are exempt from the new NFPA 1225 time standard.
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, SMFD 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 SMFD to compare its performance against other agencies and the standard with a similar statistical technique.
ATTACHMENT A
82 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 computer-aided dispatch 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.
The data provided was evaluated for integrity and reliability. Errors or missing times were evident in 77% of records of the CAD data. SMFD identified a problem with the SMECCD dispatch system failing to document received times on incidents. This resulted in only 32% of the raw incidents for analysis and further was reduced to 23% when outlier data was excluded. Triton considers this call processing evaluation to be unreliable and is only included for comparison.
However, even with the missing data, 13,037 unique incidents were available for evaluation. This left a statistically unreliable set of incident data available for evaluation.
Overall, the SMECCD processed calls at approximately 42 seconds, 90% of the time or faster. EMS incidents are processed at 42 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 2019–2022.
ATTACHMENT A
83 Figure 59: Call Processing by Incident Type (2019–2022)
Another dimension of the call processing time is how incident workload affects dispatch center performance. Again, SMECCD manages the workload, and the call processing time varies by up to a minute depending on the time of day. A slightly higher processing time is evident in the early morning hours, and 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 is the call processing times of all incident classes by the hour of the day, with the call load added as a reference.
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Medical/Rescue Fire Other All Call Types
ATTACHMENT A
84 Figure 60: Call Processing by Hour with Workload (2019–2022)
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. For this analysis, the incidents will be grouped by Medical/Rescue, Fire, Other incidents, and All Call Types.
The data was 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 7.8% of the data set. These records and those identified for exclusion by SMFD were eliminated (207). Exclusion identifies units not routinely used in emergency responses, such as training, notifications, information, etc. The exclusions represent 11% of the available records.
Overall, SMFD staffed apparatus have a turnout time of 1 minute, 54 seconds at the 90th percentile. The following chart shows the turnout times by status and EMS versus other incident categories.
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ATTACHMENT A
85 Figure 61: Turnout Time by Incident Class (2019–2022)
One final dimension of the turnout time analysis is the changes in the percentile by the hour of the day. Since SMFD staffs all of their units 24 hours, it is expected that crews can try and 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 62: Turnout Time by Hour (2019–2022)
01:54 01:59 01:55 01:54
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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 Turnout
ATTACHMENT A
86 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.
Travel Time Analysis
NFPA 1710 has 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.11
Travel time is the difference between when the apparatus checks en route and when the first apparatus arrives. The following figure shows the 4- and 8-minute travel times from SMFD's fire stations.
ATTACHMENT A
87 Figure 63: 4-Minute Travel Model
The distribution and staffing levels for SMFD 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 Rosemary, Betteravia, and Orcutt.
ATTACHMENT A
88 Figure 64: 8-Minute Travel Model
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. Theoretic models are beneficial when evaluating what can happen. However, considering the actual performance may give a better understanding of what the agency can provide.
ATTACHMENT A
89 First Due Apparatus
An evaluation of the data required several filters and rules to be applied. From the data, there were 31,489 first-unit arrival times. Filters used excluded units and incident classes, leaving approximately 87% of all incidents. However, several travel time calculations returned zero. Only those units responding with lights and sirens are typically included; unfortunately, the CAD data does not have priority types.
SMFD identified which problem types were EMS, Fire, or Other, so all that was classified and marked as included were evaluated. Limiting the upper number of travel times allowed to 6 minutes reduced the analytic set to 27,577 incidents or 76% of the data. This had the effect of eliminating outlier data.
The first due performance for SMFD is 5 minutes, 34 seconds. The overall number of evaluated responses with present valid travel times was 55,382. The following figure shows emergent responses' first due travel time by response incident classes. SMFD can put a unit at the scene in about 5 minutes, 90% of the time from the time they leave the station.
Figure 65: First Arrival Travel Time (2019–2022)
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, SMFD's travel times throughout the day remain relatively consistent. What is notable, however, is how travel times increase in the early morning hours.
04:49 05:10 05:09 04:54
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ATTACHMENT A
90 The following figure shows the first due travel times by the hour, grouped response demographics, with the workload shown for reference. Travel times remained relatively constant throughout the period.
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 analyze either effectively.
It is possible to evaluate the time it takes for a certain number of units to arrive on the scene. SMFD 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, SMFD can assemble 10 personnel in over 72% 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 10 staff can arrive in 8 minutes.
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Figure 66: Travel Time by Hour of the Day (2019–2022)
ATTACHMENT A
91 SMFD has determined that the personnel required to complete critical tasks for a Moderate Risk incident type is 17. SMFD can deliver an effective response force to meet this need in 35% of the city land area, but over 55% of the roads can be reached with an effective response force in 8 minutes. For the purposes of this study, Residential Structure Fires were examined.
Figure 67: Santa Maria Personnel Requirements for Critical Tasks Task Description Personnel Needed
Command 1
Driver/Engine or Pump Operator 1
Fire Attack 2
Fire Attack & Search and Rescue 3
Ventilation/Utilities 4
Back-up Line 3
Rapid Intervention Team 3
Effective Response Force 17
*Temporary assignment
The apparatus designated to deliver at least this amount of personnel is as follows:
Figure 68: Alarm Assignments—Moderate Risk Fire Incident Unit Description
SMFD Auto Aid Mutual Aid
Units Staff Units Staff Units Staff
Engine/Pumper 4 12
Ladder/Aerial 1 3
Rescue 0 0
Battalion Chief 1 1
EMS 0 0
Totals: 6 16 Totals
Staff Available: 16 16
Staff Needed: 17
Deficiency: -1
ATTACHMENT A
92 Figure 69: SMFD Effective Response Force (2019–2022) Santa Maria SF & SFU ERF 2020 2021 2022
Structure Fire Response 81 87 79
Incidents with ERF 16 15 14
90th Percentile Assembled ERF 11:00 12:20 35:20
The Moderate Risk structure fire study results in the preceding table indicate that SMFD 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.
All units, including apparatus delivered by outside agencies, were evaluated to fulfill the needed four engines, two ladders, and one Battalion Chief. Several responses in 2022 had exceeding long travel times for battalion chiefs or ladder trucks.
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 Santa Maria, in the area to the South near Orcutt and the Northwestern area of the Santa Maria Valley, 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 station and fully available to respond at the time of the service request.
ATTACHMENT A
93 Figure 70: Effective Response Force at 8 Minutes
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 SMFD.
ATTACHMENT A
94 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. Response times were available for 59.7% of the data.
Figure 71: Response Time Performance by Class (2019–2022)
It is helpful to evaluate response times by hour of the day to determine if there are patterns that change to SMFD controllable factors could potentially be address. The following figure shows that the response time lengthens considerably between midnight and 6 a.m.
06:17 06:40 06:35 06:22
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Figure 72: Response Time Performance by Hour of the Day (2019–2023)
ATTACHMENT A
95 Total Response Time Analysis
The data were evaluated for this segment and found more usable and complete than the travel time segments. Primarily this is due 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. However, the total time data was acceptable for 76% of the SMFD responses.
Unfortunately, only the recommended response priority was included. The response mode was not collected, meaning all emergent and non-emergency unit responses (downgrades to non-emergency answers) were included.
The reason each time segment is analyzed is 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 the Santa Maria Fire Department's performance. For example, SMFD's overall first-due total- response time for the urban/suburban areas is 8 minutes, 40 seconds, 90% of the time or less. AP Triton considers this estimate to be unreliable since only 21.5% of the incidents were suitable for analysis.
The following figure shows incident classes and their first-due total response times.
Figure 73: Total Response Time by Incident Type (2019-2022)
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ATTACHMENT A
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 total- response 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 the hour for incidents. Again, AP Triton considers this figure unreliable due to the limited data set.
Time on Task
One more time 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.
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Figure 74: Total Response Times by Hour (2019–2022)
ATTACHMENT A
97 The next figure shows how much time SMFD units spend on scenes by incident class. 58.1% of the data was suitable for task analysis. SMFD is clearing the scene 90% of the time in 17 minutes, 47 seconds.
Figure 75: Time on Task Performance (2019–2022)
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 following figure shows the difference in committed time by call class.
Overall, resources are allocated for 21 Minutes, 32 seconds, 90% of the time. It makes sense that Medical Rescue take longer to address than Fire 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 time- consuming.
17:51 18:25 16:54 17:47
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ATTACHMENT A
98 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. About 80.9% of the data was suitable for analysis of committed time. 21:49
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Figure 76: Committed Time Performance (2019–2022)
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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 831 Committed
Figure 77: Time Committed to an Incident by Hour of the Day (2019–2022)
ATTACHMENT A
99 Population Growth & Service Demand Projections
Population Growth 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.”12
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 Santa Maria, the 2020 California Department of Finance listed the population as 107,205.
Santa Maria is the most populous city in Santa Barbara County, in the Northern part of the Coast. The American Community Survey estimated that last year’s population (2021) was 109,709, but the population can be projected using a linear progression. Santa Maria had a slight decline in population during the pandemic (-0.5%).
The 2023 population is estimated at 110,798, with an urban influence of 27% of the population. This population level makes Santa Maria the 61st largest city in California.
The 2020 Decennial Census shows a yearly growth rate of 0.3% in 2022. This rate translates to a 330-person growth in population over the 2020–2022 period. This growth rate has been steady over the previous 12 years, with the most significant increase in population over the last couple of decades coming in 2020, with a population growth of 11,051 (Census) or 10,675, according to the California Department of Finance.
The US Census estimates a drop in population in 2020 (105,528) with a rebound in 2021(109,709). This may be due to the impacts of the pandemic or inherent in the American Community Survey (ACS) methods applied in 2021.
ATTACHMENT A
100
The following figure shows the projected population growth in Santa Maria through 2040. It is apparent that there is no appreciable difference between the two population sources.
Figure 78: CDOF & U.S. Census Population Forecast (2010–2040)
The preceding figure highlights the effects of the COVID-19 pandemic in 2020. There is a significant reduction in population. This growth does not provide the expected growth in future developments, including Betteravia, Blosser Ranch, and the city's east side.
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 Country, additional aspects drastically affect call volumes, including the unhoused and increased fentanyl-related overdoses.
Future requests for service are projections based on information gathered from demographic calculations and estimated growth rates. According to the U.S. Census in 2020, the growth rate in Santa Maria is projected to be 0.3% from 2022 to 2023. The projection is for the population to reach above 124,890 in 2040.
The potential exists for Santa Maria to get into the low-110,000s by 2027 with a projected build-out of housing projects to the west of Station 2, translating to a higher call volume.
The anticipated increase in the aging and unsheltered populations of Santa Maria will also change the dynamics of the calls to which emergency responders are dispatched. 99,553
107,205
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CDF Population CDF Population Projection
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ATTACHMENT A
101
The following figure shows the total projected service demand through 2040, followed by a figure illustrating, by call class, projected call volumes through 2040. The Fire, EMS, and Other call types are predicted to steadily increase until 2040.
Figure 79: Incident Volume Forecast by Class (2013–2040)
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ATTACHMENT A
102
Review of Critical Tasks & Alarm Assignments
The Santa Maria Fire Department provides fire protection, EMS, and other emergency services to urban and suburban areas comprising over 24.3 square miles. Therefore, specific critical tasks must be accomplished with each type of incident and corresponding risk, and specific numbers of personnel and types of apparatus should be dispatched.
Tasks performed at a fire can be classified into two key components: life safety and fire flow. Life safety tasks are based on the number of building occupants and their location, status, and ability to take self-preservation action. Life safety-related tasks involve the search, rescue, and evacuation of victims. The fire-flow component involves delivering sufficient water to extinguish the fire and create an environment within the building that allows entry by firefighters.
The number and types of tasks needing simultaneous action dictate the minimum number of firefighters required to combat different types of fires. Without adequate personnel to perform concurrent action, the commanding officer must prioritize the tasks and complete some in chronological order rather than concurrently. These tasks include the following:
• Command
• Scene safety
• Search and rescue
• Fire attack
• Water supply
• Pump operation
• Ventilation
• Backup/rapid intervention
Critical task analyses also apply to non-fire-type emergencies, including medical, technical rescue, and hazardous materials. Numerous simultaneous tasks must be completed to control an emergency effectively. The department’s ability to quickly muster the needed numbers of trained personnel to make a difference is critical to successful incident outcomes.
The following figure illustrates the minimum emergency incident staffing recommendations of the Commission on Fire Accreditation International (CFAI). The following definitions apply to the figure:
• Low Risk: Minor incidents involving small fires (fire flow less than 250 gallons per minute), single patient non-life-threatening medical incidents, minor rescues, small fuel spills, and small wildland fires without unusual weather or fire behavior.
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• Moderate Risk: Moderate-risk incidents involving fires in single-family dwellings and equivalently sized commercial office properties (fire flow between 250 gallons per minute to 1,000 gallons per minute), life-threatening medical emergencies, hazardous materials emergencies requiring specialized skills and equipment, rescues involving specialized skills and equipment, and larger wildland fires. • High Risk: High-risk incidents involving fires in more significant commercial properties with a sustained attack (fire flows more than 1,000 gallons per minute), multiple patient medical incidents, significant releases of hazardous materials, high-risk rescues, and wildland fires with extreme weather or fire behavior.
Figure 80: Staffing Recommendations Based on Risk
Incident Type High
Risk
Moderate
Risk
Low
Risk
Structure Fire 29 15 6
Emergency Medical Service 12 4 2
Rescue 15 8 3
Hazardous Materials 39 20 3
Establishing resource levels needed for various emergencies is a uniquely local decision.
Factors influencing local decisions for incident staffing include the type of equipment operated, training levels of responders, operating procedures, geography, traffic, and the nature of buildings and other protected risks. Therefore, SMFD has developed the following Critical Task Analyses using risk matrices for various incident types.
Critical Tasks & Alarm Assignments
The following figures list the minimum personnel needed by incident type and alarm assignments.
Critical Task Analysis
Critical tasks are those activities that must be conducted early on and promptly by firefighters at emergency incidents to control the situation, stop loss, and perform necessary tasks required for a medical emergency. Additionally, SMFD is responsible for ensuring those responding companies can promptly, efficiently, and safely perform all described tasks.
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Alarm Assignments
The first alarm response assignments have been established to ensure sufficient personnel and apparatus are dispatched to an emergency event. Total Staffing Needed is identified in the accompanying Critical Tasking Analysis figures. The number of personnel and apparatus required to mitigate an active and complex working incident requires additional resources above and beyond the numbers listed next.
Fire Incidents
Figure 81: Critical Task Analysis—Low Fire Risk
Task Description Personnel
Needed
Size-Up (360°) 1
Engineer (driver or pump operator) 1
Fire Attack 1
Effective Response Force 3
Figure 82: Alarm Assignments—Low Fire Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Totals 1 Totals
Staff Available 3 3
Staff Needed 3
Deficiency 0
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Figure 83: Critical Task Analysis—Moderate Fire Risk
Task Description Personnel
Needed
Command 1
Driver/Engine or Pump Operator 1
Fire Attack 2
Search and Rescue 3
Ventilation/Utilities 4
Back-up Line 3
Rapid Intervention Team 3
Effective Response Force 17
*Temporary assignment
Figure 84: Alarm Assignments—Moderate Fire Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 4 12
Ladder/Aerial 1 3
Battalion Chief 1 1
Totals 6 Totals
Staff Available 16 16
Staff Needed 17
Deficiency -1
*Temporary assignment
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Figure 85: Critical Task Analysis—High Fire Risk
Task Description Personnel
Needed
Command/Support 1
Safety 1
Size up (360°) 1
Driver/Engine or Pump Operator 1
Water Supply 1
Fire Attack 5
Search & Rescue 3
Ventilation/Utilities 4
Back-up Line 3
Rapid Intervention Team 3
EMS Unit- ALS
Effective Response Force 23
*Temporary assignment
Figure 86: Alarm Assignments—High Fire Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 5 15 1 3
Ladder/Aerial 1 3
Battalion Chief 1 1 1 1
Totals 7 19 2 4 Totals
Staff Available 19 4 23
Staff Needed 23
Deficiency 0
*Temporary assignment
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Figure 87: Critical Task Analysis—Maximum Fire Risk
Task Description Personnel
Needed
Command/Support 2
Safety 1
Size up (360°) 1
Driver/Engine or Pump Operator 3
Standpipe/Sprinkler Control 1
Fire Attack 6
Search & Rescue 6
Ventilation/Utilities 8
Back-up Line 3
Rapid Intervention Team (Two Teams) 6
EMS Unit—ALS
Effective Response Force 37
*Temporary assignment
Figure 88: Alarm Assignments—Maximum Fire Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 5 15 4 12
Ladder/Aerial 2 3 1 3
Battalion Chief 1 1 2 2
Totals 7 7 17 Totals
Staff Available 19 17 36
Staff Needed 37
Deficiency -1
*Temporary assignment
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Emergency Medical Services Incidents
Figure 89: Critical Task Analysis—Low EMS Risk
Task Description Personnel
Needed
Documentation 1
Basic Life Support Treatment 2
Effective Response Force 3
*Temporary assignment
Figure 90: Alarm Assignments—Low Fire EMS Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Totals 1 3 Totals
Staff Available 3 3
Staff Needed 3
Deficiency 0
*Temporary assignment
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Figure 91: Critical Task Analysis—Moderate EMS Risk
Task Description Personnel
Needed
Command 1
Basic Life Support Treatment 3
Extrication/Hazard Mitigation 3
Effective Response Force 7
*Temporary assignment
Figure 92: Alarm Assignments—Moderate EMS Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Ladder/Aerial 1 3
Battalion Chief 1 1
Totals 3 7 Totals
Staff Available 7 7
Staff Needed 7
Deficiency 0
*Temporary assignment
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Figure 93: Critical Task Analysis—High EMS Risk
Task Description Personnel
Needed
Command/Support 1
Triage Group 3
Basic Life Support Treatment 6
Effective Response Force 10
*Temporary assignment
Figure 94: Alarm Assignments—High EMS Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 2 6
Ladder/Aerial 1 3
Battalion Chief 1 1
Totals 4 10 Totals
Staff Available 10 10
Staff Needed 10
Deficiency 0
*Temporary assignment
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Figure 95: Critical Task Analysis—Maximum EMS Risk
Task Description Personnel
Needed
Command 1
Triage Group 3
Basic Life Support Treatment 12
Effective Response Force 16
*Temporary assignment
Figure 96: Alarm Assignments—Maximum EMS Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 4 12
Ladder/Aerial 1 3
Battalion Chief 1 1
Totals 6 16 Totals
Staff Available 16 16
Staff Needed 16
Deficiency 0
*Temporary assignment
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Wildland Incidents
Figure 97: Critical Task Analysis—Low Wildland Risk
Task Description Personnel
Needed
Command 1
Engineer (driver or pump operator) 1
Fire Attack 1
Effective Response Force 3
*Temporary assignment
Figure 98: Alarm Assignments—Low Wildland Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Totals 1 3 Totals
Staff Available 3 3
Staff Needed 3
Deficiency 0
*Temporary assignment
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Figure 99: Critical Task Analysis—Moderate Wildland Risk Task Description Personnel
Needed
Command 1
Driver/Engine or Pump Operator 2
Flank Divisions 8
Water Supply 2
Effective Response Force 13
*Temporary assignment
Figure 100: Alarm Assignments—Moderate Wildland Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3 3 9
Battalion Chief 1 1
Totals 2 4 3 9 Totals
Staff Available 4 9 13
Staff Needed 13
Deficiency 0
*Temporary assignment
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Figure 101: Critical Task Analysis—High Wildland Risk
Task Description Personnel
Needed
Command 1
Safety 1
Lookout 1
Driver/Engine or Pump Operator 2
Flank Divisions 13
Water Supply 2
Structure Protection 6
Effective Response Force 26
*Temporary assignment
Figure 102: Alarm Assignments—High Wildland Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3 7 21
Battalion Chief 1 1 1 1
Totals 2 4 8 22 Totals
Staff Available 4 22 26
Staff Needed 26
Deficiency 0
*Temporary assignment
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Technical Rescue Incidents
Figure 103: Critical Task Analysis—Low Technical Rescue Risk Task Description Personnel
Needed
Command 1
Extrication/Hazard Mitigation 2
Effective Response Force 3
*Temporary assignment
Figure 104: Alarm Assignments—Low Technical Rescue Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Totals 1 3 Totals
Staff Available 3 3
Staff Needed 3
Deficiency 0
*Temporary assignment
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Figure 105: Critical Task Analysis—Moderate Technical Rescue Risk Task Description Personnel
Needed
Command 1
Safety 1
Pump Operations/Decon 3
Hazard Mitigation 3
Effective Response Force 8
*Temporary assignment
Figure 106: Alarm Assignments—Moderate Technical Rescue Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Fire Unit 1 3
Rescue Unit 1 3
Battalion Chief 1 1
Totals 3 7 Totals
Staff Available 7 7
Staff Needed 8
Deficiency -1
*Temporary assignment
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Figure 107: Critical Task Analysis—High Technical Rescue Risk Task Description Personnel
Needed
Command/Support 1
Operations 1
Rescue Teams 9
Rescue Support Group 3
Basic Life Support Treatment 3
Effective Response Force 17
*Temporary assignment
Figure 108: Alarm Assignments—High Technical Rescue Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Fire Unit 2 6
Ladder/Aerial 1 3
Rescue 1 3
Battalion Chief 1 1
Totals 5 13 Totals
Staff Available 13 13
Staff Needed 17
Deficiency -4
*Temporary assignment
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Figure 109: Critical Task Analysis—Maximum Technical Rescue Risk Task Description Personnel
Needed
Command/Support 1
Safety 1
Operations 1
Entry team leader and teams 6
Rescue Support Group 12
Basic Life Support Treatment 3
Effective Response Force 24
*Temporary assignment
Figure 110: Alarm Assignments—Maximum Technical Rescue Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 4 12 1 3
Ladder/Aerial 1 3
Rescue 1 3
Battalion Chief 1 1 1 1
Totals 7 19 2 4 Totals
Staff Available 19 4 23
Staff Needed 24
Deficiency -1
*Temporary assignment
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Hazardous Materials Incidents
Figure 111: Critical Task Analysis—Low HazMat Risk
Task Description Personnel
Needed
Command 1
Hazard Mitigation 2
Effective Response Force 3
*Temporary assignment
Figure 112: Alarm Assignments—Low HazMat Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3
Totals 1 3 Totals
Staff Available 3 3
Staff Needed 3
Deficiency 0
*Temporary assignment
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Figure 113: Critical Task Analysis—Moderate HazMat Risk Task Description Personnel
Needed
Command 1
Pump Operations/Decontamination 1
Hazmat Group Supervisor 1
Hazard Mitigation 7
Effective Response Force 10
*Temporary assignment
Figure 114: Alarm Assignments—Moderate HazMat Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 3 9
Battalion Chief 1 1
Totals 4 10 Totals
Staff Available 10 10
Staff Needed 10
Deficiency 0
*Temporary assignment
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Figure 115: Critical Task Analysis—High HazMat Risk
Task Description Personnel
Needed
Command/Support 1
Safety 1
Operations 1
Entry Team Officer and Team 3
Back-up Entry Team 2
Hazmat Support Group 3
Decon Group 3
Medical Group 3
Effective Response Force 17
*Temporary assignment
Figure 116: Alarm Assignments—High HazMat Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 1 3 3 9
Battalion Chief 1 1
Totals 2 4 3 9 Totals
Staff Available 4 9 13
Staff Needed 17
Deficiency -4
*Temporary assignment
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Figure 117: Critical Task Analysis—Maximum HazMat Risk
Task Description Personnel
Needed
Command/Support 1
Safety 1
Operations 1
Entry Team Officer and Team 3
Back-up Entry Team 2
Hazmat Support Group 6
Decon Group 3
Medical Group 6
Effective Response Force 23
*Temporary assignment
Figure 118: Alarm Assignments—Maximum HazMat Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
Engine/Pumper 3 9 3 9
Battalion Chief 1 1
Totals 4 10 3 9 Totals
Staff Available 10 9 19
Staff Needed 23
Deficiency -4
*Temporary assignment
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ARFF Incidents
Figure 119: Critical Task Analysis—Low ARFF Risk
Task Description Personnel
Needed
Command 1
Operations Section 4
Fire/Rescue Standby
Effective Response Force 5
*Temporary assignment
Figure 120: Alarm Assignments—Low ARFF Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
ARFF Unit 1 1
Engine/Pumper 1 3
Battalion Chief 1 1
Totals 3 5 Totals
Staff Available 5 5
Staff Needed 5
Deficiency 0
*Temporary assignment
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Figure 121: Critical Task Analysis—Moderate ARFF Risk
Task Description Personnel
Needed
Command 1
Fire Attack Group Standby 4
Rescue Group Standby 9
Effective Response Force 14
*Temporary assignment
Figure 122: Alarm Assignments—Moderate ARFF Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
ARFF Unit 1 1
Engine/Pumper 3 9 1 3
Battalion Chief 1 1
Totals 5 11 1 3 Totals
Staff Available 11 3 14
Staff Needed 14
Deficiency 0
*Temporary assignment
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Figure 123: Critical Task Analysis—High ARFF Risk
Task Description Personnel
Needed
Command 1
Safety 1
Operations Section 1
Fire Attack Group 4
Rescue Group 9
Medical Group 6
Effective Response Force 22
*Temporary assignment
Figure 124: Alarm Assignments—High ARFF Risk Incident
Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
ARFF Unit 1 1
Engine/Pumper 2 6 2 6
Ladder/Aerial 1 3
Rescue 1 3
Battalion Chief 1 1 1 1
Totals 6 14 3 7 Totals
Staff Available 14 7 21
Staff Needed 22
Deficiency -1
*Temporary assignment
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Figure 125: Critical Task Analysis—Maximum ARFF Risk
Task Description Personnel
Needed
Command 1
Safety 1
Operations Section 1
Fire Attack Group 9
Rescue Group 9
Triage Group 3
Basic Life Support 6
Effective Response Force 30
*Temporary assignment
Figure 126: Alarm Assignments—Maximum Fire Risk Incident Unit Description
SMFD Auto Aid* Mutual Aid**
Units Staff Units Staff Units Staff
ARFF Unit 1 1
Engine/Pumper 4 12
Ladder/Aerial 1 3 3 9
Rescue 1 3
Battalion Chief 1 1
Totals 8 20 3 9 Totals
Staff Available 20 9 29
Staff Needed 30
Deficiency -1
*Temporary assignment
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Section I-B:
SUPPORT PROGRAMS
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Emergency Medical Services System
The following section includes a description of each of the various support programs maintained by the Santa Maria Fire Department.
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 point of consumption to meet the customer’s needs and requirements. It involves the coordination of all aspects of transportation, warehousing, and inventory management. Logistics aims to minimize costs and maximize efficiency in the supply chain.
Whether fire departments are dealing with an emergency incident or day-to-day operations, logistics is critical to the success of an organization. A person or group managing logistics aids in successful operations by providing support and services. Specific to EMS, logistical support and services are often responsible for ensuring that the field personnel have all the proper tools and equipment to do the job they are tasked with, including repair, maintenance, and replacement for potential life-saving equipment.
Medical Control & Oversight
Medical control and oversight in an emergency system are critical to ensuring consistent treatment and safe patient care. The California Code of Regulations, Title 22, Division 9, Chapter 4, Section 100170 requires that a fire department receive medical control and oversight. Santa Barbara County Emergency Medical Services Agency Public Health Department provides local oversight and regulations. Santa Maria falls under the County’s Local EMS Agency (LEMSA) Medical Director, Dr. Daniel Shepard. He is Board Certified in EMS by the American Board of Emergency Medicine. The LEMSA provides an Assistant Medical director with previous experience in the County, Angelo Salvucci, M.D., F.A.C.E.P.
The LEMSA Medical Director also provides medical control for all fire departments, contract ambulances, air ambulances, EMD dispatchers, some first aid providers, and pre-hospital nurses.
Quality Management
Currently, SMFD does not have a criteria-based dispatch system but will be transitioning into its new Regional Fire Communications Center (RFCC) in March of 2024 with EMD and EFD-trained dispatchers.
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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 processes 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.
Santa Barbara County Public Health has developed a CQI plan for each service department.
“The purpose of the Continuous Quality Improvement Plan (CQI) is to promote, enhance and ensure quality emergency medical care to our community at large, through information analysis, education, and coordination. The CQI approach to quality management subscribes to the theory that it is not the work of employees or an organization that leads to poor quality; rather it is the poor design of systems and procedures. CQI is a management science based on the philosophy and principles established by Dr. Edwards Deming. CQI combines human resources and quantitative methods to achieve a state of continuous improvement. The goal of EMS in utilizing strategies of CQI is to continuously evaluate ways to improve the quality of care provided.”13
SMFD has an internal CQI process that is overseen by the administrative battalion chief. The LEMSA is utilized, and each local agency, including Santa Maria, provides a committee member. The committee reviews the run forms from the field and selects protocols or chief complaints, including AED use, CPR, child trauma, Narcan use, and unusual events. There is no current tracking of patient outcomes unless there is a request to the LEMSA.
The County uses the Plan, Do, Study, Act methodology of implementing CQI to the agencies:
• Plan—The change to be tested or implemented.
• Do—Carry out the test or change.
• Study—Data before and after the change and reflect on what was learned. • Act—Plan the next change cycle or full implementation.
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The new Cardiac Arrest Management (CAM) protocols, as a trial program, were adopted by Santa Maria, and after a successful roll-out, the protocols were adopted countywide.
First Responder Advanced Life Support
Services
Advanced Life Support (ALS) first responder
services are not currently provided by the
department. As the first responders in the
system, SMFD needs to establish the base for an
ALS system as it moves forward to modernize
the EMS model. The current system is supported
by a private provider, American Medical
Response (AMR), for all ALS services.
The system is currently served by AMR for
ALS/BLS patient care and transportation. AMR
reimburses BLS response under their contract
with annual CPI increases. For the fiscal year
2021-22, the revenue was $174,145 to support the fire department’s system.
Introduction to Mobile Integrated Healthcare (MIH)
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. The need for alternative treatment modalities and transport options is apparent with rising call volumes.
Fire departments across the U.S. have risen to lead public safety efforts during the COVID- 19 pandemic and in the years since to address those needs. In an open letter to the California State Medical Director, the Ambulance Association of California listed six items (Ambulance Patient Off-Load Time (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 them could see a significant relief with an MIH model. California is seeing a rise in the need for alternative, better, and innovative ways to respond to and treat low-acuity patients.
Figure 127: CQI Plan
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The motivation to explore the use of MIH would be to reduce the number of low-acuity medical aids that did not result in transport to the hospital. Although exact data from AMR is not available, many departments in California routinely have a non-transport rate of 25%- 50% on EMS calls. While there is no direct correlation between non-transports and the potential number of patients an MIH program might see, it is reasonable to assume that a modest percentage of these patients could benefit from an alternate response.
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. Triton will discuss four avenues with viable solutions for integrating mobile healthcare into a system in California and, specifically, Santa Maria.
According to NFIRS data provided by Santa Maria, over the last three years (excluding data from 2020 to account for the COVID pandemic), approximately 4,009 EMS calls were classified as non-emergency. Although patient conditions can vary when units arrive on the scene, this number indicates that an alternative response method could be productive in Santa Maria.
Although several variations of provider-led responses exist, the following four programs in California and surrounding states have proven successful options: Community Paramedicine, Advanced Practice Provider Care Units, Responder-led Telemedicine, and Behavioral Health Response Units.
27,014
4,009
2,729
Emergency Non-Emergency Cancelled
Figure 128: EMS Call Acuity
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Each of these programs has unique qualities that can serve the residents of Santa Maria in different ways while maintaining excellent patient care, flexibility, and sustainability. The following is a brief description of each model and an example of current programs with working programs.
Community Paramedicine
A Community Paramedicine (CP) program would free up emergency response units to be available for higher-level calls while addressing the community’s needs. CP programs should be considered the next step in delivering patient-centered care cost-effectively and efficiently.
The concept is straightforward: utilize current paramedics working in the field, train them on the safe treatment and care of patients with non-acute illnesses or injuries, and develop strategies to get them to the most appropriate receiving center for their condition (e.g., Urgent Care Facility, Behavioral Health evaluation facility, etc.).
Nationwide Community Paramedicine is on the leading edge, with legislation being developed collaboratively with state, county, and local EMS professionals. In California, EMSA has been working on Community Paramedicine since 2014. “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:
• Improve overall patient care, quality, and satisfaction • Enhance the health of populations
• Reduce per capita health care costs
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.
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In all, 53 California cities received a variety of nontraditional services from community paramedics, including hospice support, post-discharge care, direct observation of daily tuberculosis treatment, and transportation to alternative non-emergency sites such as sobering centers, urgent care centers, and psychiatric facilities. The Healthforce Center at UCSF analyzed the project and 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.”14 Community Paramedicine Toolkit
The Version 2.0 of the Community Paramedicine Toolkit15 was released in December 2022.
This toolkit is a collaborative effort by all the major contributors in California and led by the Acting Director of EMSA, Elizabeth Basnett. The main purpose of the toolkit is to assist local LEMSAs and their community partners in the creation of Community Paramedicine (CP) programs to:
• Reduce the burden on individual partners to create programs from scratch, • Decrease duplication of effort across the State, and
• Enhance CP program participation and approval efficiency.
This toolkit has produced a starting point for new programs to get started in CP and existing programs to align with new Assembly Bill (AB) 1544 regulations.
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
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Triton believes that Santa Maria should evaluate the future inclusion of ALS-level services into the fire department and include a LEMSA-approved Community Paramedic program.
Advanced Practice Provider Care Unit
Advanced Practice Provider (APP) Care Units have shown to be a viable and successful alternative in several California Fire Departments, including but not limited to Anaheim, Beverly Hills, and Los Angeles City. These programs combine Advanced Practice Providers (Nurse Practitioners or Physician Assistants) with first responders to low-acuity medical aids to treat and release or treat and refer the patients.
A significant difference between an Advanced Care provider unit and a Community Paramedic unit is the ability to make physician-level decisions in the field, such as: writing prescriptions, referrals to other physicians, referral to alternate destinations, and completing follow-up visits when necessary. An APP could respond to a low-acuity injury, suture the patient, prescribe antibiotics, leave the patient with care instructions, and make a follow- up appointment to remove the sutures in five days. All of this could be done without having the patient leave their house. These programs have successfully treated various low-acuity medical aids without transporting the patient to the hospital. Beverly Hills Fire Department, for example, is one of several departments leveraging the APP model and taking patient- centered care to the next level.
“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 as well as collaborate with primary care providers in order to optimize greater 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.”16
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Using Beverly Hills FD 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 call (low acuity). Clinically appropriate, legally compliant, pre-determined dispatch protocols created in collaboration with the department’s Medical Director would be followed.
If applicable, the APP Unit will then be dispatched to the patient location to provide on-site evaluation, treatment, and coordination of care and referral. A paramedic-level response can be assessed whenever the APP Unit crew determines the patient would benefit from transport to the emergency department. Conversely, the AP crew, as an option, could be called by an emergency unit on the scene if, after a paramedic assessment, the paramedic determined the patient is a good candidate for treatment by the Advanced Practice provider unit.
An Advanced Practice Provider 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 and service to the department, yet rarely is funding unlimited or un-measured. An APP has the unique quality of utilizing 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 Santa Maria could be followed up on to prevent potential re-admits.
First Responder Telemedicine
First Responder-led Telemedicine is a newer option that became popular in multiple agencies during COVID-19. Under specific guidelines, after the initial assessment, the patient could be allowed a Telemedicine appointment with an NP or doctor in an emergency dispatch center or contracted as an on-call service. As the Nation adapted to virtual meetings (e.g., Zoom, Teams, and other video conferencing mediums), talking to a medical professional on an iPad or other similar device does not seem as foreign as it would have been three years ago. The passage of Assembly Bill 292 in 2015 allowed Nevada to expand telehealth services, improving access to this progressive and innovative technology.
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In this model, the evaluation of the patient begins in the emergency dispatch center and first contact. A patient is triaged using EMD protocols, and the closest and most appropriate resources are dispatched. As units are dispatched and en route, a trained dispatcher gives pre-arrival medical instructions until first responders arrive on the scene and take over patient care.
Upon arrival, firefighter/EMTs and firefighter/paramedics begin immediate treatment, and after determining the patient’s status, expedited transport to the nearest, most appropriate receiving center. However, as is often the case, some patients’ condition does not require immediate treatment and transportation to a local area hospital emergency department (ED). Once determined by first responders, if the patient does not warrant transport to a local area hospital ED the Telemedicine program could become the most appropriate treatment for a patient. This program positively affects the system by allowing the first response and evaluation and then pivoting the call, when appropriate, to a dedicated telemedicine option to better serve the patient’s needs. The paramedics or EMTs would remain on the scene to relay pertinent medical conditions and findings to the Physician/NP/PA. The Telemedicine Physician will then be able to engage the patient directly to determine the best treatment plan to provide the best outcome.
After a thorough telemedicine interview and patient assessment are conducted, the medical professional and patient will determine the next steps as one of the following: the patient is transported to the hospital via ambulance, the patient is referred to a clinic or urgent care center for treatment, advice to contract their physician, or the patient may determine on their own after a consultation that they will remain at home and monitor themselves. In addition to the final resolution, the Telemedicine Physician can prescribe medications to the patient’s pharmacy, provide detailed care records to the physician, or reassure the patient and provide a care plan. These calls are typically triaged in the emergency dispatch center at an Alpha or Omega dispatch level.
The Contra Costa County (California) Fire-EMS Alliance with American Medical Response contracted with a new Tele911 company in November of 2021 to help deliver a 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.”17
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Although Telemedicine typically uses existing ALS resources and equipment to administer the program, so costs are low, the overall system could be impacted. Having an ALS/BLS unit stay on the scene while a physician group is contacted and a thorough medical exam is done could delay additional responses in the system. This and other factors need to be evaluated if a Telemedicine program were to be initiated.
Behavioral Health Response Unit
Behavioral Health units are being used in multiple areas in California and surrounding states. Most units are associated with the police departments and used to curb the over- use of police resources for psychiatric and homeless calls. There are many variations of this model, including the CAHOOTS (Crisis Assistance Helping Out On The Streets) model being used in Eugene, Oregon,
“CAHOOTS provides support for EPD personnel by taking on many of the social service type calls for service to include crisis counseling. CAHOOTS personnel often provide initial contact and transport for people who are intoxicated, mentally ill, or disoriented, as well as transport for necessary non-emergency medical care.”18 Other models have various connections to public and private organizations in the local areas they serve; P.E.R.T (Psychiatric Emergency Response Team), used in Orange and LA County, and Be Well, a private organization working with Cities to deploy mental health professionals to deal with the overwhelming number of psychiatric emergencies encountered in the community by police and fire units.
“The Be Well OC Mobile Crisis Response Team comprises two crisis intervention specialists who provide in-community assessment and crisis stabilization services to individuals experiencing mental health or substance use challenges. The mobile response team provides information, referrals, transportation, additional follow-up support, and case management. The mobile crisis response program helps improve outcomes for those in need while also supporting law enforcement and EMS so they can focus on calls where they are needed most urgently. The net result is improved mental health care for Orange County residents, at a lower overall cost to the community.”19
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These units are typically dispatched by the Primary Safety Answering Point (PSAP) and respond to non-medical patients experiencing homeless or psychiatric issues. The units evaluate the situation and offer resources and potential transports to psychiatric facilities or homeless outreach centers. The programs are often a public/private partnership that does not require additional fire personnel and would supplement the three response options discussed earlier. There is a large amount of federal grant funding available for programs dealing with the homeless, and if Santa Maria chose this model, this should be thoroughly explored.
MIH Summary
As stated previously, MIH is on the cutting edge in California. Each model described in this chapter is a viable option for Santa Maria. Each model has its benefits and constraints, and the city must consider these and each model’s costs when moving forward with a new program. Below is a summary of basic costs for each model, using Santa Maria’s costs where known and industry standards when not known. Behavioral health costs are not listed below as these units are usually contracted with outside companies and can vary depending on the area. Other areas in California are using Homeless Grant Funds to pay for these units. All models assume some fundamental supervision roles and vehicle costs where appropriate.
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Figure 129: MIH Cost Summary
Priority CP
Program
NP/PA
Program
Telemedicine
Program
Operational Personnel $832,679 $310,199 $18,000
Community Paramedics (6 personnel at 24 hours) $814,679 N/A $0 Paramedics/EMTs (1 person/40 hours) N/A $142,102 $0
Nurse Practitioner/Phys. Assist. (1 person/40 hours) N/A $150,097 $0 Physician’s Telemedicine Group N/A N/A Unknown
Supervising Physician (current physician on staff) $18,000 $18,000 $18,000 Supervisor (current EMS Division Chief) $0 $0 $0
Support Personnel $213,799 $213,799 $0
EMS Captain/EMS Manager $213,799 $213,799 $0
Vehicles (Assuming Additional Vehicles) $93,810 $93,810 $1,000 Vehicles/Monitor/Gurney systems/Tablets/Other
Equipment $93,810 $93,810 $1,000
Operating Equipment (Assuming Additional
Equipment) $144,062 $126,382 $1,200
Training/Supplies/Data/Fuel/Maintenance/Uniforms
/Certifications $144,062 $126,382 $1,200
Total Estimated Cost of Service: $1,284,350 $744,190 $20,200
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Training & Continuing Education Program
Training is a core concept of emergency service delivery. Responders must have knowledge, skills, and abilities consummate with their level of service provision. Training programs should address initial, improvement, and ongoing needs that align with the agency's mission and responsibilities.
Training Requirements & Performance
SMFD is a full-service fire agency providing fire, emergency medical service (EMS), limited hazardous materials (HazMat), wildland interface (WUI), and technical rescue responses.
Training requirements vary based on certification levels. Therefore, the training needed to maintain service proficiency is diverse but can be grouped into three primary categories— policy and safety, fire-based, and emergency medical services.
The data provided by the SMFD training system required a grouping methodology based on the training title. The following figure indicates the percentage of total time spent on these three programs, organization-wide, based on the grouping by training name.
Figure 130: Percent of Training Hours by Category
14% 4%
82%
Administrative, Leadership, Health & Safety
EMS Operations
Fire Service Operations
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Fire Service Training Overview
Fire-based training encompasses those skills required to maintain proficiency and certification in firefighting and rescue operations. Generally, SMFD follows California's Office of the State Fire Marshal's professional certification requirements. These requirements do not require continuing education for maintenance or recertification.20 However, SMFD does have annual training requirements.
The following figure summarizes SMFD's training hour requirements.
Figure 131: SMFD Training Hours Requirements
Topic Requirements per Firefighter
Annual Hour Requirement 240 Hours
Additional ARFF Hours 40 Hours
EMS (Educational) 12 Hours
EMS (Skills) 5 Hours
CPR Recertification Biannually
Night Drills 2 Annually
In addition, the Insurance Services Office (ISO) provides assessment points if firefighters and officers receive specific minimum training hours. The following figure is the continuing educational annual hours a firefighter requires for a maximum ISO score.
Figure 132: ISO Recommended Annual Hours
Training Requirement Annual Hours per Firefighter1
Company Training 192
Officer Training2 or Driver Training3 12
HazMat 6
Total: 210
118 training hours should be at the training facility
2 Each officer or acting officer
3 Members who are expected to drive the apparatus
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These training requirements complement each other, and the ISO rating is a reference to evaluate SMFD against national standards. On average, the department appears to meet its training objectives. However, assessing each firefighter indicates that not every member receives the same training volume.
Changes in employment can affect actual training hours. Firefighters without training hours in 2022 or 2021 were excluded to minimize the impact of any status changes. The assumption was that those employees without training hours in 2021 were either transitioning from SMFD or were assumed to be new. These employees showed a much higher number of hours in 2022, indicative of a training academy.
The following figure shows the hours averaged over 2021 and 2022 recorded by each employee and the ISO and department hourly requirements. Employee information was removed for privacy.
Figure 133: Two-Year Annual Training Hour Average with Requirement Reference
Most of the firefighters meet the department's requirements. However, this figure indicates that training is not accomplished with the same frequency across all responders. While the average total still meets the ISO recommendations, it relies heavily on those who do more than the minimum training. On average, 82% of the evaluated training records met the ISO recommendation, and only 73% met the department requirement. 0 100
200
300
400
500
2 Year Average Hours ISO Recommended Department Requirement
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The data indicated there were six new members in 2022. Their employee numbers were sequential, with no training hours in 2021. These six individuals averaged 724 hours of training in 2022. This equates to an average of 91 eight-hour training days for each.
Fire-Rescue Training Summary
Several categories greatly enhance firefighter safety and effectiveness within the fire service program. Therefore, this evaluation breaks responders' hours into categories: fire operations, driver operator, rescue, leadership, health and safety, hazardous materials (HazMat), emergency medical services (EMS), administration, and aircraft rescue and firefighting (ARFF). The following figure illustrates SMFD's total annual training hours completed by each category separated into positions and includes 2021 and 2022 data.
Figure 134: Training Hours by Year & Category
SMFD utilizes online, educational, and skills application training methods. However, training leadership recommends at least 60% of the training be skills or manipulative (hands-on) training. The data provided was not specific enough to break out all of the training methodologies.
-
2,000
4,000
6,000
8,000
10,000
12,000
Fire Operations
Driver Operator
Rescue
Leadership,
Management, & Officer
Development
Responder Health &
Safety
HazMat
EMS
Administrative, COVID, &
Policy Review
ARFF
2021 2022
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Fire Operations
Firefighting is a multi-discipline skill set with a high-risk, low-frequency event environment. As such, it requires a significant training investment to ensure responder capability. SMFD first responders completed over 17,000 hours of training between 2021 and 2022. This total accounted for 49% of all training hours in those years. Some subjects included in the structural firefighting venue were fire attack, engine and truck operations, tools, personal protective equipment, building construction, and fire behavior.
Driver Operator
The people who drive and operate the apparatus must undergo additional training to remain proficient. While some of their exercises can be accomplished during general fire operations training, focusing some time on this specialty is necessary. SMFD dedicated 18% of their training time to this category for almost 6,500 hours for both years. Topics included maintaining, driving, pumping, and special equipment operations, such as the ladder or the ARFF monitor.
Rescue
Technical rescue is also a high-risk, low-frequency event. Because practitioners rarely get enough response experience, it also requires a significant training investment to ensure competency and safety. SMFD's first responders completed over 3,100 training hours between 2021 and 2022 in rescue services. This total accounted for 9% of all training hours in those years. In those two years, each responder completed over 26 hours on average.
There are several specialties within the rescue category. Training topics include water rescue, ropes and tools, technical rescue techniques and support, and extrication.
Leadership, Management, & Officer Development
This category included topics such as employee relations, computer literacy, administrative functions, management principles, operational planning, command and control, business leadership, and others intended to help supervisors with their roles. Approximately 5% of the training time was dedicated to this for almost 1,800 hours in both years.
SMFD utilizes the ICS system, formally adopted by the State of California. All responders must receive an introduction to incident command and NIMS systems, including the 100 and 200 certifications. In addition, all must obtain and maintain wildland firefighting training, which has an incident command component.
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Captains and chief officers are expected to be certified at the ICS-300 level. Captains and chief officers must also obtain S270, S290, and CA219 wildland certifications. Chief officers are also required to get the AH330 certification.
Responder Health & Safety
Responder's safety does not happen organically. Therefore, fire agencies must create policies that encourage safe behavior. The organization needs rules such as incident accountability, safe practices policies, enforced regulations on adequately using personal protective equipment, and standardized communication techniques. However, additional wellness, nutrition, fitness, and cancer prevention policies and education should also be adopted to improve employee longevity.
SMFD firefighters documented 1,727 health and safety training hours in 2021 and 2022. This accounted for approximately 5% of all annual training hours for those two years.
Responders averaged 14 hours annually of health and safety training. Topics include injury prevention, diet and nutrition, physical fitness, safety, survival, and mental health. Driver operator training hours also had some defensive driving time in that section but were not reported here.
Hazardous Materials Training
HazMat responses require an additional set of skills. Some necessary skills include identifying a specific hazard, methods to safely respond to the hazard, emergency intervention, and technical HazMat response support. SMFD requires its members to maintain a HazMat First Responder Operations certification. SMFD personnel completed about 1,500 hours of HazMat training in 2021 and 2022. This accounts for approximately 4% of the total training hours, equating to an annual average of 12 hours per firefighter during those two years.
Administrative, COVID, & Policy Training
Employees must be aware of and understand the general operational guidelines and policies that apply to them. Effective agencies indoctrinate employees early but require periodic reviews. SMFD completed 1,457 hours in this category in 2021 and 2022. This was 4% of the training hour investment, equating to an average of 12 hours per person yearly.
Aircraft Rescue & Firefighting Training
ARFF operations require a specific skill set. SMFD requires 40 hours of annual training for those persons who are ARFF certified. It was impossible to understand how many firefighters were certified at this level. Still, of the 12 employees with training hours in this category, only two met the 40 hours for both years, and four completed the standard in 2022.
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Emergency Medical Training
Unlike the requirements for firefighting training, emergency medical training is much more specific and mandated by the State of California. For example, there are training hours and skills check-off requirements based on the level of certification.
SMFD utilizes internal training methods and qualified evaluators for its emergency medical technician-level program. However, candidates must possess a valid emergency medical technician (EMT) certification. Thus, initial training is done by candidates before hiring.
Once a new candidate is hired or promoted, their continuing education is overseen by the Training Captain.
SMFD requires the EMTs to participate in at least 12 hours of lecture or other educational methodology training, five hours of skills and hands-on training, and a bi-annual CPR review. The data was again edited so those without hours in 2021 were excluded as new members, while those without 2022 hours were excluded as transitioning members. For the EMS training, 88% of the remaining 60 members met the 12-hour requirement, while 55% met the average of the skills over the 2021 and 2022 periods. Six firefighters did not have any medical hours recorded for either year.
Figure 135: EMS Hours by Type with Agency Requirement Reference
0 5
10 15
20 25
30 2 Year Average EMS Didatic 2 Year Average Skills Didactic Skills
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The preceding figure only counts those hours identified as EMS in SMFD's system. While there appear to be a few who have not met the 12- or five-hour requirement, other training hours might be applied for recertification. For example, topics such as responder safety and incident command are often used in EMS CE credits. However, this figure does highlight the potential disparity of available training hours offered, assigned, or attended.
Training Methodology
Modern firefighting requires a variety of skills. These skills are rarely used but must be recalled instantly and performed to perfection when needed. In addition, skills often build on one another, requiring mastery of each step for successful completion. Therefore, training programs must be developed to replace daily operational experience. However, a program that dictates repetitive and static drills can lead to learner frustration and burnout.
In contrast, if left to make up their own training program, firefighters tend to work on subjects they enjoy, potentially missing those skills they need to practice. Therefore, a successful training program must use modern techniques to keep firefighters engaged and practicing essential skills. The program schedule determines the frequency, and content delivery aids retention and skill development.
Scheduling
Frequent formalized education and company drills enable firefighters to focus and indicate an organization’s commitment to training. Firefighters should know in advance what the training schedule looks like or understand what is required during each shift.
SMFD utilizes annual requirements to dictate the number of hours needed. It was apparent they have a training schedule. Company officers are also encouraged to add depth to the training program and address any deficiencies for their crew. This company-level training is self-directed, planned, and executed at the crew level. It can occur at any time the company is available to train.
An additional agency requirement Is for the companies to attend at least two drills at night annually. For this analysis, training completed after 7:00 p.m. and before 3:00 a.m. was considered night training. In 2021 SMFD committed 10% of its training hours during this time and 9% in 2022.
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Delivery
A well-designed program will include several methods of content delivery. Firefighters will move through three phases as they learn the psychomotor skills to operate effectively.
Cognition is the initial phase. During this phase, they must be instructed on and practice step-by-step procedures for a new task. The associative stage is reached when the firefighter is comfortable enough to self-correct, improve fluidity between steps, and understand the connections between each step.
Finally, a student will enter the autonomous phase, where the actions become more natural, and they no longer need to think about each step. Firefighters are more effective when they move through these processes and become competent with one set of requisite information and skills before proceeding to the next. This is called competency- based or mastery learning.21
SMFD follows the competency-based practice in a few ways. First, initial firefighter training is accomplished for new hires during the agency's firefighter academy. In addition, firefighters progress through the NWCG firefighter 2 and 1 and supervisory certifications throughout their service.
Content delivery is perhaps the most critical factor in creating a successful training program. Delivering effective content to adults requires an understanding of how they learn. Typically, 75% of the information processed by the brain is introduced by sight, which includes reading. However, retention of presented information happens at different rates, depending on the method used.
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The following figure is an adaptation of the cone of learning published by IFSTA.22
Figure 136: Cone of Learning
SMFD utilizes several training approaches. Some of the training involves a formal lesson plan. In addition, some training is delivered using computer-based training (CBT). CBT training is helpful to reach a broad audience at their convenience. However, as indicated above, retention is reduced when content encourages learners to be more passive.
Content requiring active participation, such as a drill environment or interactive CBT courses, increases retention.
SMFD incorporates multiple companies regularly during training. This interaction and activity are critical to success during larger and more complex incidents.
Evaluation
In terms of training, the International Fire Service Training Association (IFSTA) recommends a comprehensive four-step model for curriculum development. These steps involve identifying training needs, designing the course, implementing the program, and evaluating the curriculum, followed by a cyclical process of improvement. Notably, SMFD currently does not conduct assessments beyond Emergency Medical Services (EMS) skills performance evaluations post-fire academy. While the department engages in in-person Active
Participation
Passive
Participation
90% Retained Through Speaking & Performing
70% Retained Through Speaking &
Repeating
50% Retained Through Hearing
& Seeing
30% Retained By
Seeing
20% Retained
by Hearing
10%
Retained
by Reading
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post-incident analyses for significant events, these discussions lack a formal structure and are not systematically documented to understand skill improvement needs. The absence of this information poses a challenge in determining training needs, emphasizing the importance of a more structured and captured approach to post-incident assessments for comprehensive training development.
To address this need, SMFD has made additions, including a 40-hour Battalion Chief, a dedicated Training Captain, a Civilian Training Coordinator, and a Safety Coordinator, aiming to develop a formalized curriculum development program.
Employee training records are tracked electronically. However, this system is a work in progress and requires some formal structure the Training Division is working on. The data provided for this report needed significant data engineering to standardize fields and capture the most valuable data. Without an effective tracking/reporting system, ensuring employee compliance with standards and creating feedback will be challenging. This feedback is invaluable when evaluating the training program. For example, reports indicating employee attendance and skill evaluation help them understand their performance and gives managers information to improve the curriculum.
SMFD does publish annual reports for the public. In the 2021 annual report, the training division does list its yearly highlights, but this would not be considered an evaluation of the training program.23
Training Facilities & Resources
Emergency service training requires funding, staffing, facilities, and equipment to be effective and consistent. Without adequate resources and training location staff, training methods cannot address the varied demands of the fire service.
Training Facilities
Office space for the SMFD training staff is located at the administrative building adjacent to Station 1. The office space minimally meets the agency's needs, and the supplies and equipment for administration are modern. However, SMFD does not have a specific training facility with drill grounds. It relies on a smoke building and three props.
SMFD does have access to two classrooms with modern audio-visual equipment. One classroom can seat 24 students and the other 30 students and is adequate for in-house training.
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Life Safety Services & Public Education Programs
A primary responsibility of any fire department is to prevent fires and save lives and property. This can be done by focusing on established engineering controls, conducting inspections, having an effective code enforcement program, educating the public, and investigating fires.
Implementing an aggressive life safety and fire prevention program is the Department’s first line of defense towards minimizing human trauma associated with fires, natural and human-caused disasters, catastrophic events, and other potential risks within the community. To assist fire departments with developing an effective program, NFPA has created the Fire & Life Safety Ecosystem™. 24 This document lists eight key components, each interdependent on building the framework for successful prevention and life safety programs:
• Government Responsibility
• Development and Use of Current Codes
• Referenced Standards
• Investment in Safety
• Skilled Workforce
• Code Compliance
• Preparedness and Emergency Response
• Informed Public
SMFD uses the 2022 California Fire Code and the Santa Maria Municipal Code, Chapter 9, Section 9-28, to provide code enforcement services in the city. The fire prevention bureau conducts plan reviews for new and existing construction, site plan reviews for new development, and inspections of new construction and existing buildings.
Although oversight of prevention and life-safety activities lies with the SMFD Fire Prevention Bureau, each member of the Department should know the components needed to establish robust prevention, life-safety, and community risk reduction (CRR) programs based on locally identified risks that will help reduce loss of property, life, and the personal and community-wide disruption that accompanies a catastrophic fire.
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The Fire Marshal manages the Fire Prevention Section, which oversees a staff of six personnel. The following figure shows staffing for the Bureau.
Figure 137: SMFD Fire Prevention Staffing
Fire Prevention Personnel FTE
Fire Marshal 1
Fire Inspector/Investigators 4
Emergency Services Specialist .75
Office Assistant I 1
Inspections
Although state-mandated inspections focus on higher-risk occupancies, a defined schedule should ensure that all businesses are inspected periodically. The commercial properties requiring inspections by the state include educational, institutional, residential (e.g., R1—hotels, R2— apartments, and R3—daycare), and high-rise. An example of buildings not receiving a periodic inspection is the Ghost Ship fire in Oakland, California, which killed 36 people. The fire occurred in a repurposed warehouse without proper permitting, and the building had not been inspected in 30 years and was not listed in the department’s records management system.25 Without these buildings receiving periodic inspections, life safety violations may exist without the knowledge of code enforcement officials and responding operations staff.
The following figure provides an occupancy listing based on the International Building Code group that can provide guidance when deciding how often a building should be inspected.
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Figure 138: 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-2, R-3 Hotels, motels, dormitories, apartments, board & care facilities
Special Risk Railroads, interstate highways, airports
(Target hazard) Any building with life safety risk beyond the reach of preconnected hose lines > 200 feet
Moderate
B Outpatient clinics, general business, offices <3 stories F-1 Fabrication or manufacturing of combustible
materials
M Mercantile, free-standing
I-2, R-4 Foster group homes, assisted living homes
S-1 Storage of combustible materials, car repair
facilities, hangars
Low
F-2 Fabrication or manufacturing of non-combustibles
R-1, R-2 1- and 2-family dwellings, foster homes
S-2 Storage of combustible materials
U Barns, silos, and other unclassified buildings
National Fire Protection Association (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 based on the risk. SMFD should institute an inspection schedule based on NFPA 1730’s recommendation, as shown in the following figure.
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Figure 139: NFPA 1730 Inspection Frequency26
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical Infrastructure Per AHJ*
*Authority Having Jurisdiction
Inspection of locations storing or producing hazardous materials is intended to meet the California Certified Unified Program Agency schedule every three years. SMFD is meeting the state-mandated inspection schedule, and they have reinstituted inspections of assembly occupancies. A commercial building inspection program has been established to identify properties not in their current RMS and follow the recommended frequencies suggested by NFPA 1730. Further analysis will be required to determine if the current program can meet the recommended inspection frequency using existing staff.
Plan Reviews
The review process provides information on how the construction may affect the SMFD’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 apparatus access, fire department connection location if a sprinkler system is present, size and height of the building, hydrants, 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 allows the organization to require changes to plans if they do not meet code requirements before construction begins.
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SMFD participates in the plan review process for all new developments in the city to ensure the plans meet all requirements of local ordinances, technical standards, or the California Fire Code. Plans for new developments are submitted to the Planning Division and distributed to each department before the initial review. All fire alarms, sprinklers, suppression systems, and other fire-related construction plan reviews are submitted to the SMFD for review. The city uses Central Square Community Development software to track a project and permit new construction or alterations to existing buildings.
Before construction begins for new development, SMFD is part of a pre-construction meeting to review all contractor requirements before work begins. SMFD provides information to the contractor to ensure procedures are followed during construction, such as underground fire mains for fire sprinkler systems. In their Development Guidelines document, SMFD has online documents for specific construction processes such as fire safety, access, water supply, fire alarm and sprinklers, hazardous materials, and examples and standards. This document provides design professionals with information on SFMD requirements for new and existing construction.
Permitting & Fees
A permit system enables SMFD 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. SMFD has instituted all operational permits required by the California Fire Code Section 105.6. The city of Santa Maria has adopted a fee schedule that includes fees for SMFD. The city council approved the current fee schedule in 2020, and it became effective in 2021 but was adopted at 50% of the recommended increase. The rates were scheduled to increase by 10% each year until reaching the recommended rate, and it has not been implemented. The fees generated go into the city’s general fund.
The fees include operational permits, plan reviews for a new or existing building, 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.
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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 ignition 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 SMFD 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.
In addition to initial and continuing education tracks for those assigned as Investigators, training for all SMFD personnel should include a basic understanding of fire investigation principles and practices, including, but not limited to:
• Investigative Roles and Responsibilities at Fires and Explosions • Safety
• Scene Security
• Identifying and Preserving Potential Fire Scene Evidence • Area of Origin Determination
The SMFD Fire Marshal oversees the Department’s Fire Investigation Program. In addition to the Fire Marshal, four personnel are assigned as Investigators. Each Investigator has completed initial training and started the State task book; a fourth is taking the required classes and is expected to begin their task book in the Fall of 2023.
Initial investigation of fires is managed at the SMFD engine company level. Should the incident be one of a more serious nature, which is considered above the Captain’s investigative abilities, the SMFD Investigator(s) is requested to respond to the scene. Should additional investigative support be needed, SMFD utilizes resources from the City of Santa Maria Police Department’s CSI unit. Files, records, and evidence security utilize the Federal Bureau of Alcohol, Tobacco, Firearms, and Explosives Bomb Arson Tracking System program to store and share information. There is no one with recent training in managing a juvenile who has started a fire or a program. It is recommended that someone at SMFD attend juvenile firesetter training and implement a program that collaborates with other city and county agencies when this type of fire occurs.
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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 SMFD 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.
SMFD has a formalized fire safety and public education program led by an Emergency Services Specialist (ESS). Most subjects are available online, including, but not limited to:
• Calling 9-1-1
• Exit Drills in the Home (EDITH)
• Smoke Alarms
• Carbon Monoxide Alarms
• Fire Safety
• CPR Courses
• CERT/LISTOS (Spanish Disaster Preparedness) Courses
Various programs are offered to the community (as requested), including CPR courses and the proper use of fire extinguishers. The ESS and engine companies provide other outreach programs targeting the 3rd grade in the schools. The Public Health Department administers elderly care, injury, and fall prevention, and materials for all programs are offered in English and Spanish. Materials distributed during an event or program are available in English and Spanish.
Community Risk Reduction Program
Each of the following is part of an overall Community Risk Reduction program, defined as “The identification and prioritization of risks followed by the integrated application of resources to improve public safety and reduce increasing call volumes.”27 CRR’s primary objective is to examine problems and develop prevention or mitigation strategies to reduce hazards.
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The goal is to incorporate emergency operations with prevention efforts at the fire station level. The station-level approach is preferred because risks vary between stations or within a station’s response area.
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. Additionally, risks may shift as new development or demographic change occurs in Santa Maria, impacting SMFD.
Although SMFD provides risk reduction, it is not a comprehensive or coordinated effort.
Therefore, when developing strategies, they should use the “Five E’s.” • Education—Will education help the public: who, where, 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? When developing a CRR plan, SMFD must 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 provide staff with a different perspective and offer additional funding and resources to mitigate limitations within SMFD.
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. 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 deciding what risk to prioritize.
Figure 140: The Community Risk Assessment Process
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The preceding figure is one basic methodology offered by Vision 20/20 to identify and analyze risks within a community. In addition, Vision 20/20 includes a coalition of national organizations and experts that exemplify how collaboration, communication, and commitment to data-based solutions can save lives and properties.
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Section II:
UPDATE OF THE
COMMUNITY RISK ASSESSMENT
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Description of the Communities Served
The area the Chumash originally inhabited was Santa Maria Valley. The first non-Native Americans arrived in the late 1700s. The city was settled near the site of Broadway and Main by four families that donated a portion of their land to form Central City. The name was changed to Santa Maria in 1882, the same year the first railroad was built to the city from San Luis Obispo. The discovery of oil in Santa Maria Valley in 1882 led to additional growth and the agricultural industry. The area is now home to agricultural products, including broccoli, strawberries, lettuce, squash, and beans. The wine industry is expanding with more vineyards and wineries in the region.
The estimated population in 2022 is 109,910, and the median age is 29.2. The median household income is $73,000. The area has a Mediterranean climate, primarily sunny throughout the year with occasional fog.
The city operates as a council-manager form of government. The city council consists of a mayor and four district-elected council members elected to four-year terms. The elected officials set policies, such as the annual budget, that the city manager carries out.
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All Hazards Community Risk Assessment
Evaluation of the Previous CRA Report
The prior Community Risk Assessment was updated in 2021 and listed findings and recommendations to improve service delivery for SMFD. This new report reviews the previous version and updates the findings and recommendations based on the most recent data collected.
Population & Demographics
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 SMFD.
Population
The City’s population can directly affect the service delivered by SMFD. Data from the California Department of Finance shows a population of 100,514 in 2012, increasing to 109,910 in 2022, approximately 9.4%. The following figure shows the population estimates from 2012 to 2022.
Figure 141: Population Estimates (2012–2022)
100,504
101,221
102,168
103,090
104,493
105,786
106,233
106,673
107,205
110,969
109,910
94,000
96,000
98,000
100,000
102,000
104,000
106,000
108,000
110,000
112,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
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Demographics
At-Risk Populations
The SMFD response area is considered urban, ranging from single-family homes to multi- family apartments. An area's population has different residents at higher risk of fires and other unintentional injuries. When an incident occurs, it affects service delivery for the department. As indicated below, NFPA has identified groups with an increased risk of injury or death from a fire.28
• 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 2021 U.S. Census American Community Survey 5-year estimates identified several groups in these categories that are more likely to need emergency services, specifically EMS, than other populations.29
Age
A person's age in a high-risk population directly relates to an increase in unintentional injuries and death or injury from a fire. Older adults are 2.6 times more likely to die in a fire than the United States population. These age risks increase service demand, specifically for older adults needing additional medical care.30
Children under five are at more risk because they are unable to care for themselves and need additional assistance during an emergency. Recent trend data (2018) from the U.S.
Fire Administration indicates that this age group's relative risk of dying in a fire has dropped 30% in the last ten years and is credited to increased fire prevention and education.
The percentage of children under five is 9.6 %, which is more than in California at 6.0%. The population of those over 65 is 10.1% in SMFD, lower than the state at 14.4%. The median age is 29.2 compared to the state at 37.6. The following figure shows the percentage of children less than five years of age and those 65 years and older.
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Figure 142: Age Risks
Disabilities
The residential population with disabilities is 10.1% in Santa Maria compared to the state at
10.6%. This population group may be unable to self-evacuate a building during an emergency or need additional medical services because of their disability. This may create additional demand for medical services, specifically as they age. The following figure depicts the percentage of households with a disability.
Figure 143: Percentage of the Population with a Disability
9.6% 10.1%
6.0%
14.4%
0%
2%
4%
6%
8%
10%
12%
14%
16%
< 5 years > 65 years
Santa Maria California
10.1% 10.6%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Santa Maria California
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Language Barriers
SMFD may encounter someone who needs another type of communication. The number of people over five speaking a language other than English is approximately 65.2%, higher than the state at 43.9%. 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 following figure shows the percentage of people for whom English is not their primary language spoken at home.
Poverty & Income
The lack of high incomes has increased the risks of fires and medical illnesses in the population because of their age, inability to receive adequate medical services because of no health insurance, thus inability to pay, and the condition of their housing. People living below the poverty level are considered at the highest risk when combined with other factors such as education levels, disabled, or unable 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.31
The median household income is $73,300, less than the state's $84,907. Only 16.3% of the population is considered in poverty, higher than the state at 12.3%. The following figure provides the percentage of people in poverty compared to the state.
65.2%
43.9%
25%
30%
35%
40%
45%
50%
55%
60%
65%
70%
Santa Maria California
Figure 144: Percentage of People where English is not the Primary Language
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Figure 145: Percentage of People in Poverty
Additional Demographics
Persons without Health Insurance
Populations without adequate healthcare 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. In Santa Maria, 16.7% of the population is without health insurance—more than twice the 7.2% in the state. The following figure provides the percentage of people without health insurance.
Figure 146: Percentage of People without Health Insurance
16.3%
12.3%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Santa Maria California
16.7%
7.2%
4%
6%
8%
10%
12%
14%
16%
18%
Santa Maria California
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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. In Santa Maria, 10% of the population has some high school education but does not have a diploma, compared to 7.1% of the state, while 21.1% have at least a high school diploma.
13.6% have a bachelor's degree or higher compared to the state at 35.3%.
The following figure provides information on the levels of education in SMFD.
Figure 147: 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.
10.0%
21.1%
20.4%
13.6%
7.1%
20.4%
20.5%
35.3%
0%
5%
10%
15%
20%
25%
30%
35%
40%
9th to 12th grade,
no diploma
High School
Graduate
Some College Bachelor Degree
or higher
Santa Maria California
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Figure 148: Race & Ethnicity
Description Santa Maria California
White alone 59.4% 71.1%
Black or African American alone 1.2% 6.5%
American Indian & Alaskan alone 1.7% 1.6%
Asian alone 4.7% 15.5%
Native Hawaiian & Other Pacific Islander alone 0.0% 0.5% Two or more races 21.7% 4.0%
Hispanic or Latino (of any race) 77.4% 39.4
White alone, not Hispanic or Latino* 25.2% 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 was sourced directly from the U.S.Census QuickFacts page.
Housing Characteristics
Housing types can vary in a community and provide insight into ownership, the age of the home, and the number of units in the building. SMFD has approximately 28,917 housing units, while 1,014 are vacant. Vacant structures can pose a risk for the fire department and community if the building is not secured to prevent entry. If the building is not maintained, the structural integrity can degrade and present problems during a fire. Vandalism may create additional problems for the fire department and law enforcement.
Data from the NFPA states that from 2015 to 2019, 75% of fire deaths occurred in homes, and 57% were male.
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Housing Ownership
Homeownership in Santa Maria is 50.93% compared to the state at 55.5%. The following figure shows the percentage of owner- and renter-occupied housing in Santa Maria and the state.
Figure 149: Owner & Renter Occupied Housing
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 none are present. In Stanta Maria, 51% of the homes were built before most building code requirements for smoke alarm installations. All existing homes sold in California now are required to meet the code requirements for smoke and carbon monoxide alarm installation in residential properties. 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.
50.9% 49.1%
55.5%
44.5%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Owner Occupied Renter Occupied
Santa Maria California
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The next figure provides the age of housing by decade.
Figure 150: Age of Housing
Housing Units
The number of people living in one- or two-family dwellings is 69% compared to the state at 67%. This high percentage is reflective of homeownership. The following figure lists the percentage of housing unit types.
Figure 151: Housing Units per Building
0%
6%
16%
12%
15%
20%
15%
10%
2%
4%
0.1%
5%
11%
11%
15%
17%
13%
13%
6%
9%
0%
5%
10%
15%
20%
25%
2020 or
later
2010–
2019
2000–
2009
1990–
1999
1980–
1989
1970–
1979
1960–
1969
1950–
1959
1940–
1949
1939 or
earlier
Santa Maria California
69%
5%
8%
5%
8%
4.7%
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,
otherSanta Maria 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 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.32 A description of the incident types for each risk is located in Appendix A.
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)
When developing the score, it should be recognized that each of the three scoring components is based on SMFD 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 (multiple times a day), but the consequence to the community and impact on SMFD is low. The probability of a low-risk incident in SMFD is 10 (high), while the consequence and impact are 2 (low).
These numbers are placed into the preceding formula to create a score of 20.2. The score will increase dramatically for a high-risk fire, although the probability is moderate (6), because the consequence to the community is an 8, and the impact on SMFD is the highest at 10, which gives a score of 65.2.
These scores are designed to provide information to SMFD to determine the level of service for the community. The probability of an incident may affect response times if multiple events coincide. Even if the risk is low, it will place a company out of service for the response. The following information provides additional information on probability, consequence, and impact.
(PC)2 + (CI)2 + (IP)2
2 2 2 Risk =
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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 (which contributes to the level of risk). Many factors include the time of day, location, hazard present, the season of the year, building construction and maintenance, demographic factors, and more. It can range from a rare event to one that occurs often.
Figure 152: Probability or Likelihood of Occurrence
Score Category Probability or Likelihood
2 Minor Unlikely: < .02% of total call volume. Expected to occur very rarely.
4 Low Possible: .02%–.07% of total call volume. Expected to occur rarely 6 Moderate Probable: .07&–.3% of total call volume. Expected to occur monthly.
8 High Likely: .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.
Figure 153: 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
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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.
Figure 154: 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
SMFD 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 SMFD’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 155: 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 6 4 6 6 6 10 2 8 10
Score Assigned 20.2 35 65.2 59.4
Figure 156: 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
SMFD provides basic life support emergency medical care within the city, and AMR provides advanced life support and transport services. Low-risk incidents range from a medical assist to a maximum for an active shooter. The following figures provide the EMS response risk assessment scoring and the three-axis risk classifications.
Figure 157: 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 4 2 2 6 6 2 8 8
Score Assigned 20.2 19.8 28.1 48
Figure 158: EMS 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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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 technical rescue response risk assessment scoring and the three-axis risk classifications.
Figure 159: 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 160: 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 SMFD, but higher risks may need assistance from outside resources. The following figures provide the hazardous materials response risk assessment scoring and the three-axis risk classifications.
Figure 161: 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 8 4 4 2 6 8 2 8 10
Score Assigned 16.2 33.9 36.8 59.4
Figure 162: Hazardous Materials 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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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 wildland fire response risk assessment scoring and the three-axis risk classifications.
Figure 163: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score P C I P C I P C I
2 2 2 6 4 6 2 6 6
Score Assigned 4.9 35 28.1
Figure 164: Wildland Fires 3-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
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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 SMFD’s response area.
Figure 165: Aircraft Rescue and Fire Fighting 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 166: Aircraft Rescue and Fire Fighting 3-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
Impact Consequence
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 use, 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.
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The following figure shows the risk level based on the land use type.
Figure 167: Land Zoning Fire Risk
The City of Santa Maria is updating its General Plan, and it is expected to be completed in 2023. During 2021, the city issued 482 certificates of occupancy for the residential units. Two hundred thirty-eight were for low-income non-deed restricted units, and 244 were for above-moderate units.
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Most future development will occur in the agricultural areas on the city's east side, but there are some in-fill developments, such as Betteravia (414 units) and Blosser Ranch (1,400 units). Both developments will increase the number of responses by SMFD. Station 2 currently responds to these future developments. There are plans to relocate this station because of its location and the distance to access this area because of the lack of a railroad crossing.
Santa Maria has zoned the city into the following types, as shown in the preceding figure.
Figure 168: Santa Maria Land Use Types
Land Use Type Percentage Acres
Single-family 21.7% 3,014
Multi-family 3.4% 472
Commercial 14.6% 2,030
Retail/Office 2.1% 292
Industrial/Technology/Logistics 7.8% 1,082
Mixed Use N/A
Public Use 10.1% 1,408
Gov’t infrastructure, public ways 2.6% 362
Public Use – Schools, Libraries, etc. 2.0% 278
Parks and open space 3.8% 521
Agricultural and water 13.2% 1,828
Vacant and private right-of-way 18.7% 2,589
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Physical Assets Protected
Commercial occupancies or properties are considered target hazards in every community because of the special or unique risks to emergency responders and the occupants during an incident or event. Each of these occupancies should have up-to-date pre-incident surveys completed annually. The surveys allow responders to become familiar with the building, property, and special hazards.
During an incident, these occupancies and facilities should have a current pre-incident plan for SMFD 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 is lacking, but a new cloud-based system is scheduled for implementation in 2023. The new system should ensure all target hazards have up-to-date pre-incident plans and other commercial buildings.
Structural Risks
The risks created by residential or commercial occupancies for those in a building and emergency responders increase based on the type.
Educational & Daycare Facilities
Public and private schools and daycare facilities increase risks in any community and require substantial assistance during a significant event, such as a mass casualty or fire response. In SMFD, 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 Santa Maria Joint Union High School District (three public high schools) and the Santa Maria-Bonita School District (elementary and junior high schools) serve the city. Allan Hancock College is a community college in Santa Maria and is ranked as one of the best in the state. It provides certificates, associate degrees, and a transfer program for a bachelor’s degree. The following figures provide the location of schools and daycare occupancies in Santa Maria.
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Figure 169: Educational Occupancies
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Figure 170: Day Care Occupancies
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. SMFD Fire Prevention Office issues a permit for all large outdoor special events, such as street fairs or mass gatherings, which may require a public safety plan per California Fire Code.
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This plan includes 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 Santa Maria.
Figure 171: Assembly Occupancies
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Institutional Occupancies
These types of buildings are where occupants may be unable to leave without assistance from the staff. These locations may contain medical gases that can create additional risks for emergency responders during a fire, and completing up-to-date pre-incident plans is necessary. Built-in fire protection systems protect these buildings, including fire sprinkler and alarm systems. The primary medical facility for the area is the Marian Regional Hospital—a Level II Trauma Center offering many medical services.
Other institutional occupancies include locations where people may need additional care.
Depending on their mobility or cognitive conditions, they may need more assistance evacuating the building. Staff should have developed plans to remove 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 live are allowed to prevent them from leaving the facility.
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The following figure provides the location of medical and institutional occupancies in the SMFD response area.
Figure 172: Medical Occupancies
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Figure 173: Institutional Occupancies
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 types of building fires.33 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.
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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.
Figure 174: Multi-Family Dwellings
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Buildings Three or More Stories in Height
Structures that are 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 more than three stories in height.
Figure 175: 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, the fire flow may be greater for older buildings because of age and construction type, distance to exposures, and lack of built-in fire protection systems such as fire sprinklers.
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The following figure is based on data from ISO and shows the locations for buildings 50,000 square feet and larger.
Figure 176: Building 50,000 Square Feet or Greater
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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 177: Fire Flows 2,500 Gallon per Minute or Greater
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Spatial Visualization of Data & Information
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 SMFD year-round and may impact emergency response. Whether it is a thunderstorm or other weather event, SMFD must respond when requested.
Temperature
The weather conditions in an area can impact the fire department and the entire community during the year.34 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 65°F during December and February to a high of 77°F in September and October.
The following figure provides the average monthly high temperature.
Figure 178: Average Daily High Temperature (2010–2022)
67 66 68 69 70
72 74 75
77 77
71 65
20.0 30.0
40.0 50.0
60.0 70.0
80.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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The average daily low temperature occurs in December at 41°, and the warmest is during July and August at 56°. The following figure shows the average daily low temperatures.
Figure 179: Average Daily Low Temperature (2010–2022)
Although the average high temperature is in the high 70s in September and October, there are days when heat exceeds the averages and can affect fireground operations. When combined with high humidity, the temperature may feel much higher and may require rehabilitation for firefighters. The below figure shows the National Weather Services Heat Index chart.35
42 41 44 46 49 52 55 56 55 51
45 41
0.0 10.0
20.0 30.0
40.0 50.0
60.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Figure 180: National Weather Service Heat Index Chart
Winds
Wind speed and direction influence how SMFD manages events such as a wildfire or hazardous materials incident. The highest average winds occur between March and June of each year.36 The following figure shows the average monthly wind speeds.
Figure 181: Average Wind Speed (1970–2022)
6 7
8 9 9
8 7 7 6 7 6 6
2.0 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-northwest, as shown in the following figure from the wind rose from the NWS Santa Maria Airport reporting station.
Figure 182: Prevailing Winds
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 December and March, as shown in the following figure. Heavy rains during the first three months of 2023 were all above average and totaled more than 17 inches.
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Figure 183: Precipitation (2010–2022)
The current drought condition in Santa Maria County is shown in the next figure.
2.3 1.6
2.0 0.8
0.3 0.05 0.0 0.09
0.2 0.5
0.9 2.3
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 184: Drought Conditions (August 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 watches, warnings, or advisories for these hazards when conditions exist or are in the immediate forecast.
Earthquakes
The amount of damage and shaking from an earthquake varies based on the location of the epicenter. The city of Santa Maria is in Seismic Zone 4, which is the highest in California.
The Santa Maria fault passes through the city from southeast to northwest direction. The San Luis Range (South Margin) fault follows the Santa Maria River as it borders the northeast portion of the city. The 2022 Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan annex for Santa Maria (HMP) provides information on 12 earthquakes affecting the area since 1812. The HMP scores an earthquake the highest rating in Santa Maria, and damage could be significant.
Liquefaction occurs when the soil where a building is constructed sinks and loses stability because of shaking during an earthquake. Other infrastructure may be affected by this shaking and become unstable. Santa Maria is located in a moderate liquefaction zone and may experience structural damage because of the soil types and how the shaking impacts them. The shaking intensity is greatest along the Santa Maria River.
Because of the potential damage to buildings, Santa Maria adopted an ordinance to meet the requirements of SB 547 in 1989. The ordinance required all unreinforced masonry (URM) buildings to be modified to meet the new requirements based on occupancy and building type. All URM buildings required to meet the requirements have been retrofitted, although many others with low occupancy types over 50 years old may receive damage during an earthquake.
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Figure 185: Earthquake Shaking Potential
Wildland Fires
The wildfire threat in Santa Maria is considered low and not listed in the HMP as a priority hazard. Because of the urban nature of the city and the surrounding farmlands, very few areas are considered a hazard. Vegetation along the Santa Maria River and areas where landscaping is not kept under control may present hazards in specific locations. Homeless populations may increase the threat of wildfire.
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Santa Maria is considered a local responsibility area, and the following figure provides the fire hazard severity zones from CalFire.
Figure 186: Wildfire Threat Classification
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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. Climate change and its potential impact will affect flooding in the future based on how quickly the sea rises.
Portions of Santa Maria fall within the FEMA-classified flood zones. According to FEMA's website, "AE," regulatory floodways areas are along the creeks and streams that terminate at the Pacific Ocean. This includes areas along the Santa Maria River and a large swath of the city, including the Santa Maria Mall and residential neighborhoods. • “AE” designation is considered "Areas subject to inundation by the 1-percent- annual-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.
• “AH” designation is considered “Areas subject to inundation by 1-percent-annual- chance shallow flooding (usually areas of ponding) where average depths are 1–3 feet. BFEs derived from detailed hydraulic analyses are shown in this zone.” • “AO” designation is “Areas subject to inundation by 1-percent-annual-chance shallow flooding (usually sheet flow on sloping terrain) where average depths are 1– 3 feet. Average flood depths derived from detailed hydraulic analyses are shown within this zone.”
• “A” designation is a flood zone within the 100-year floodplain, but detailed hydraulic analysis has not been performed.
• “X” designation is “Moderate risk areas within the 0.2-percent-annual-chance floodplain, areas of 1-percent-annual-chance flooding where average depths are less than 1 foot, areas of 1-percent-annual-chance flooding where the contributing drainage area is less than 1 square mile, and areas protected from the 1-percent- annual-chance flood by a levee. No BFEs or base flood depths are shown within these zones.”
There are 66 developed parcels with a value of more than $50 million in the 1% annual chance floodplain. Nearly 1,800 properties with a value of more than $755 million are in the
0.2% annual chance floodplain and are home to over 5,800 residents.
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The following figure shows the location of FEMA flood zones.
Figure 187: FEMA Flood Zones
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Critical Infrastructure
Critical infrastructure and key resources (CIKR) explain what is crucial for a community to function in a modern economy. Critical infrastructure is defined as a sector “whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof.” There are sixteen defined Critical Infrastructure Sectors (CIS):37 • 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 & Public Health Sector
• Information Technology Sector
• Nuclear Reactors, Materials, & Waste
Sector
• Transportation Systems Sector
• Water & Wastewater Systems Sector
All these sectors may not be in Santa Maria; 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.
Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards. Examples include industrial accidents or hazardous chemical releases. Each community should create contingency plans for the specific risks in their jurisdiction.
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This may include permitting, fire and life safety inspections on a periodic basis, and pre- incident planning. These activities are designed to reduce risks and provide on-site visits for fire department personnel.
If a building or facility has been identified that stores or produces hazardous materials, 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:
• 10,000 pounds for hazardous chemicals
• 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.
SMFD responds to hazardous materials incidents at an operation or mid-level certification.
Any complex event requiring responders to enter a hazardous area is handled by Santa Barbara County Fire Department, pre-determined through mutual aid agreements with state response.
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Figure 188: Hazardous Materials Occupancies
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Railroads
The Santa Maria Valley Railroad provides daily services, except during major holidays, to customers along its nearly 14 miles of mainline track and connects to Union Pacific’s rail line at Guadalupe. The rail line's customers include logistics companies, the agricultural industry, and petroleum providers.38 The following figure shows the rail lines and crossings.
Figure 189: Rail Lines & Crossings
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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.
Interconnectivity provides multiple access points to a location if another approach is unavailable. Many of the streets in Santa Maria are on a grid system, while others are winding and interspersed with cul-de-sacs with only one access point.
The city has a traffic signal preemption system designed to allow emergency vehicles through an intersection by changing the light from red to green. This provides a safer pathway for SMFD vehicles to pass without going against traffic. All new traffic signals are required to install the system per the city code.
The topography changes as the city extends into the hills overlooking the coast. These streets and roads have many turns, reducing emergency responders' speed. These homes are in the higher hazard wildfire risk zones, and during an evacuation, these roads may become congested as people leave the area. The primary roads and highways in Santa Maria include CA 166, CA 135, US Hwy 101, and many collector streets, including N and S Broadway and E and W Main St. The following figure shows the locations of primary roads.
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Figure 190: Primary Roadways
Dam & Levees
A dam failure risk is between 1–10% probability annually or at least once in the next 100 years, according to the HMP. The Twitchell Dam was built in 1958 to create a reservoir to reduce flood risk and for irrigation. The dam is approximately 15 miles from Santa Maria on the Cuyama River. It is 241 feet in height and 1,804 feet long and has a maximum of 398,120 acre-feet of water, while the normal storage capacity is 151,050 acre-feet. The hazard potential classification is high.39
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A dam failure would inundate a portion of Santa Maria and Highway 1. The HMP states that a catastrophic failure of the Twitchell Dam and levees would affect 17,620 properties with a more than $7.9 billion value. Levees border the city's north side and are located along the Santa Maria River. During the recent heavy rains, waters did not breach the levees. The following map shows the Leveed Area.
Figure 191: Leveed Areas
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The following figure provides the locations of the levees and areas that could be affected by a breach along the Santa Maria River, which include SMFD Stations 3 and 5.
Figure 192: Levees & Potential Affected Areas
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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. Power needs include communications, traffic signals, or daily activities requiring energy use.
Electricity
Pacific Gas and Electric (PG&E) provides electrical services for Santa Maria. 115-kilovolt electrical transmission lines travel through the city for distribution and to other parts of the region. An electrical substation steps down the voltage in the distribution system for residential and commercial users.
Emergency responders must exercise extreme caution if an incident occurs at one of these locations. Entry by SMFD personnel to a sub-station should not happen until representatives of PG&E arrive on the scene and give clearance.
PG&E may implement Public Safety Power Shutoffs during red flag warnings. These warnings occur when high winds (> 25 mph or gusts above 45 mph), low humidity, or when PG&E observes an issue preventing a fire from igniting because of powerlines causing a spark, even in locations that are not considered at risk.
These shutoffs usually are temporary. PG&E alerts customers before the power is shut off, but the customer must sign up for text, phone messages, or email notifications.40 The following figure shows the location of electrical transmission lines.
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Figure 193: Electrical Transmission Lines
Natural Gas
SoCalGas (SCG) provides natural gas in the city through transmission and high-pressure distribution lines that supply service lines for commercial and residential use. SCG's natural gas transmission pipeline travels north-south along N Railroad Ave. A branch off the N.
Railroad Ave travels west along W Betteravia Rd. to Black Rd. Natural gas incidents are often caused by contractors who cut or damage lines during construction excavation.
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The following figure from SCG shows the natural gas high-pressure pipeline locations.41
Figure 194: Natural Gas High-Pressure Distribution Lines
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 well- distributed hydrants and appropriately sized water mains are necessary to provide the required water for fireground use.
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The City of Santa Maria serves water to more than 23,000 customers and a population of more than 109,000. A small area outside of the city limits is provided water by Golden State Water Company, and the city has several service agreements to provide water outside the corporate limits. Potable water for drinking and firefighting purposes comes from several sources, including the State Water Project (SWP), groundwater, Twitchell Yield/Commingled Groundwater, and return flows from the SWP.
Water from the SWP and groundwater are combined at the Blending and Disinfection Facility and then flows into the distribution system and to individual customers. Generators are located at the Blending and Disinfection Facility and at three groundwater wells, which can supply up to 10.8 million gallons daily. The city recently purchased three additional generators at the remaining well sites.
When production exceeds demand, water is pumped into the reservoirs when water use exceeds what is produced. The water reservoirs are not expected to suffer damage from an earthquake, but the piping may be damaged. Wells that supplement the water supply or the pipeline from SWP may fail during an earthquake. Seismic valves at two reservoirs are not designed to close during an earthquake, which may cause them to drain water for domestic and firefighting purposes.
Large water users, such as the City’s Recreation and Parks Department and Nipomo Community Services District, can be contacted to reduce usage if necessary. If an earthquake occurs, the primary water transmission lines are checked to determine if damage exists. If there is damage, those areas can be isolated and mapped. Of concern is the lack of ongoing maintenance of hydrants by the Santa Maria Utilities Department.
Occasionally, a hydrant did not operate properly during an incident. Annual funding is provided in the Capital Projects Fund to replace hydrants damaged by traffic accidents, replace inoperable hydrants, and for ongoing maintenance. However, the lack of staffing resources is the major component of not having an adequate hydrant maintenance program.
There are hydrants available in most of the city, but several areas lack a sufficient water supply. Areas include west of A Street, Black Road at the Wastewater Treatment Plant, and Allan Hancock College. The City Utilities Department has funded a potable water line design for the Wastewater Treatment Plant. The design has been completed, and the project is expected to be constructed in FY 23/24.
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Other areas may have hydrants but are not identified on the map because they are considered private, such as Quail Meadows West along S. College Dr. The city should identify any hydrants that it does not maintain and show them on a map as “private” to determine who is responsible for maintenance or repairs.
The following figure provides the location of fire hydrants.
Figure 195: Hydrants Locations
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Communication
When an incident occurs, essential facilities to receive and transmit alarm information require a communication center to communicate with emergency responders properly.
Other communications are critical to the community, such as cellular phones, Voice over Internet Protocol (VoIP) telephone systems, or transmission lines from the local telephone company. These systems allow the public to notify emergency services of an incident.
Internet services are essential for the public, commercial establishments, and emergency services to conduct daily business. Whether the internet services are through cellular access or an internet service provider, the failure of these communication systems can significantly impact emergency services and the public.
The Santa Maria Police Department (SMPD) dispatches SMFD, but SMFD has entered into an agreement to be part of the new Regional Fire Communication Center in Santa Barbara County, scheduled to open in July 2024. This new facility should improve the accurate capture of incident and unit times for data analysis. SMPD will remain the city's primary Public Safety Answering Point, and all fire-related incidents will be transferred to the new fire dispatch center. The current center uses Motorola Premier 1 computer-aided dispatch software and operates UHF and VHF radios for communications. If the center becomes inoperable, a mobile command post serves as a backup location.
Airport
The U.S. Army Corps of Engineers constructed the Santa Maria Airport in the early 1940s. In 1964 the Santa Maria Public Airport District was created, including an area of 400 square miles. The airport is 2,598 acres, has two active runways, and is serviced by one commercial airline, Allegiant Air. There are two runways, 12/30 (8,004’ and lighted) and 2/20 (5,199’).
The airport is home to more than 200 private aircraft based at the facility.
Central Valley Aviation is the only fixed-based operator on airport property. There are numerous other aeronautical service providers at the airport, which include aerial photography, agricultural spraying, charter services, hanger rentals, fueling, maintenance, and helicopter services,
Governmental Buildings
Governmental buildings are typically located close to their customers to manage proper public services. The buildings are considered a part of the critical infrastructure needed to operate services provided by local, state, or Federal government. Locations of governmental facilities are shown in the following figure.
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Figure 196: Government Buildings
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Comparison of Fire Risk in Other Communities
Fire Loss
In 2020, fire departments responded to more than 1.4 million incidents in the United States that caused 3,500 civilian fire fatalities and over 15,200 civilian fire injuries. The property damage was estimated at more than $21.9 billion. The NFPA reported that 64% of the fire deaths occurred in one-or two-family dwellings. The report stated that $4.2 billion of property fire losses from wildland-urban interface incidents occurred in California.42 Fire loss can vary yearly based on the number of fires occurring or the amount of property exposed during an incident. In 2019 the per capita fire loss was $81.66, which decreased in 2020 to $31.07. In 2021, the fire loss increased to $23.89. Based on the most current NFPA statistics, the following figure compares the number of fires per 1,000 population and the property loss per capita for 2019–2022.
Figure 197: Property Loss per Capita (2019–2022)
Year SMFD Property Loss
per Capita
U.S. Property Loss
per Capita43
2019 $81.66 $45.59
2020 $31.07 $67.06
2021 $23.78 $48.22
2022 $25.20 N/A*
*Data for the U.S. property loss has not been released for 2022.
The number of fires per 1,000 population in the SMFD response area is lower than the national average, as shown in the following figure, but there was a substantial increase in 2022.
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Figure 198: Fire per 1,000 Population
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.”45
Figure 199: Intentionally Set Fires (2018–2021)
Year Intentionally Set Fires
2018 16
2019 18
2020 27
2021 57
Insurance Services 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),
Year SMFD Fires per
1,000 Population
U.S. Fires per 1,000
Population44
2019 2.3 4.0
2020 3.0 4.3
2021 3.2 4.1
2022 4.2 N/A*
*Data for the U.S. property loss has not been released for 2022.
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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 minimum criteria.
A review of the most recent evaluation by ISO in 2017 assigned 73.85 credits and provided the city with a classification of 3/3X. Opportunities for improvement include the following.
Dispatch Circuits received 2.4 credits out of three available. Credit for Company Personnel earned 5.44 out of 15 available and 4.79 out of nine for Training. A sub-category in the Training category for Pre-Fire Planning Inspections only received 0.12 credits out of 12. Out of seven available, 5.6 credits were earned for Inspection and Flow Testing of fire hydrants.
The below figure shows the ISO credits earned and available for the City of Santa Maria.
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Figure 200: ISO Earned & Available Credits for the City of Santa Maria ISO Feature Earned
Credit
Available
Credit
Emergency Communications 9.4 10
Fire Department 30.29 50
Water Supply 36.11 40
Divergence -5.94 0
Community Risk Reduction 3.99 5.5
Totals: 73.85 105.5
The following figure shows all the fire departments in California and the number of ratings for each classification. Two hundred eight (208) departments have a Class 3 rating in the state.
Figure 201: California ISO Classifications
45 179
208
166
135
46 8 0 40 28 7
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
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Section IV:
FINDINGS & RECOMMENDATIONS
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Findings & Observations
General Findings
• The current dispatch center is not reliably capturing call received times. • SMFD still lacks a reserve ladder truck, but a new ladder truck has been ordered and delivery is expected in approximately three years.
• The fire chief sends emails to the department to provide information regarding the department to keep them informed.
• Policies and procedures have not been updated on a regular basis, but are developing a policy to review them at least every two years using Lexipol. • Data from CAD was missing for call processing and total response time and had limited analysis. The new dispatch center is expected to correct the lack of data. • SMFD makes good use of NFIRS Plus 1 codes to better define the type of incident. • A new cloud-based pre-incident planning software will be implemented in 2023. • There are still areas where insufficient water is available for firefighting operations. • There is not an adequate fire hydrant maintenance program.
Life Safety
• SMFD does not have a list of all commercial occupancies in the city. • The SMFD does not have a defined schedule to inspect all buildings, but is implementing a program to identify all commercial occupancies. • The SMFD Fire Prevention Bureau has a good working relationship with the development community and has improved greatly over the last few years.
Finance
• The City’s General Fund property tax revenue continues to grow at a moderate annual rate.
• The City’s sales tax revenue continues to grow at a moderate rate. • The City’s reauthorization and increase of the Measure U sales tax at a one percent rate has funded over one hundred positions in various City departments and continues to provide over 25% of the City’s General Fund financial resources. • The SMFD’s staffing is such that overtime use is excessive, over 30% on an annual basis.
• The City’s cost recovery fees have been updated but not fully implemented.
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Staffing & Personnel
• At 0.64 firefighters per 1000 population, the operational staffing levels fall outside the national and regional ranges.
• The amount of time needed to assemble an effective response force tripled in 2022. • The department policies have not been reviewed consistently or recently. • The Standard Operational Guidelines have not been consistently reviewed or evaluated recently.
• There does not appear to be a comprehensive succession plan to ease personnel and leadership changes due to attrition and growth.
• SMFD provides annual medical examinations from a grant ending in 2023 for its operations personnel but will need to find funding in future years. • Call processing and turnout times are well above SMFDs goals.
Training & CME
• Not all firefighters meet the stated annual training requirements. • The data collected for training is difficult to evaluate without extensive data engineering. However, the training staff is working on processes to improve data collection and reporting.
Emergency Medical Services
• Medical Priority Dispatch has not been implemented to screen calls for medical responses.
• Most EMS responses are in Station 1’s district.
Facilities
• SMFD does not have a dedicated training facility with drill grounds. • All fire stations have extractors to clean personal protective equipment (turnout gear).
• The developer for Blosser Ranch will provide property for a new Fire Station 2.
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Short-Term Strategies & Recommendations
Based on the analyses and considering community expectations, recommendations are offered to assist the department with strategic planning and improving fire and emergency services to the community. Triton does not expect SMFD to implement all recommendations in the short term. Some may wait until economic conditions allow their implementation. All of the recommendations offered chart a course to improve capability and service.
Recommendation A–1: 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 in implementing a schedule to inspect all commercial properties and locate unidentified target hazards in the city. Locating these properties allows SMFD to develop proper planning (strategy and tactics) for events such as a fire or active shooter.
Estimated Financial Cost/Savings: The costs are staff time to identify the commercial properties and target hazards.
Recommendation A–2: Develop a schedule to inspect all commercial occupancies Description: There is currently no defined schedule to inspect all commercial occupancies in Santa Maria 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.
Current staffing levels in the Fire Prevention Division cannot periodically inspect non- required businesses.
Outcomes: Establishing an inspection schedule based on risks will enhance the building’s occupants' and responding SMFD personnel safety, reducing community fire and life safety risks.
Estimated Financial Cost/Savings: The costs are staff time to identify all commercial properties in Santa Maria.
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Recommendation A–3: Review the adopted fee schedule and implement proposed increases
Description: The California Fire Code allows jurisdictions to require certain operational permits to be issued to meet all fire code requirements. In 2020, Santa Maria adopted a new fee schedule, but it was only 50% of the recommended increase. The rates were scheduled to increase by 10% annually until reaching the adopted rates. This schedule has not been implemented.
Outcomes: Fully implementing the fee schedule adopted in 2020 will increase revenue for the city to enhance the current fire inspection program to reduce the risk of fire code violations in all occupancies.
Estimated Financial Cost: This implementation will increase revenues and provide funding to hire additional fire inspector(s) to inspect all commercial occupancies in Santa Maria.
Recommendation A-4: Immediately increase staffing levels by one additional paid firefighter per shift (three total personnel)
Description: Triton’s review of the financial records of the fire department indicates an excessive use of overtime. This could potentially lead to early career burnout, fatigue resulting in injury or errors in judgment, and further stress on the home life of the firefighter.
There are staffing pool firefighters available to assist with staffing, but the increased overtime is due to vacancies.
Outcomes: Immediately reduces overtime usage.
Estimated Financial Cost/Savings: The following figure details the estimated cost of adding three additional firefighter positions.
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Figure 202: Costs of Additional Three Firefighter Positions Description Factor Costs
Firefighters/EMT
Compensation at FY 2023 average $84,291
Medicare 0.0145 $1,322
Retirement $19,910
Medical insurance (estimate) $14,195
Dental insurance $855
Life insurance $105
Other $464
Workers Compensation $8,316
Benefits $45,167
Wages & Benefits $129,458
Training $250
Certifications $100
NFPA Physical Exams $450
Total Other Annual costs $800
Total annual costs per position: $131,058
Number of Recommended Positions 3
Total Year 1 Annual Cost: $393,174
Turnout Gear (Replaced Every 10 Years) $4,500
Number of Sets 3
Initial Start-up costs: $13,500
Savings in Overtime Costs
Total hours per person per year 2920
Number of new firefighters 3
Total hours of overtime savings 8,760
Average overtime rate per hour $42.11
Total overtime savings $368,884
Net annual cost to employee three firefighters: $24,290
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Recommendation A-5: Follow through with the planned implementation of criteria- based dispatch
Description: Understanding the need for criteria-based dispatch is critical to modernizing an EMS system. Sending the correct resource to the correct type of call is critical to keep up with the changing face of EMS.
Outcomes: Criteria-based dispatch can reduce the call volume for the ALS units in Santa Maria, creating overall unit availability.
Estimated Costs: The cost for the transition is a planned cost in Santa Maria. There should be no additional costs other than what is already scheduled.
Recommendation A-6: Establish an internal Continuous Quality Improvement team in Santa Maria
Description: The County utilizes a Plan, Do, Study, Act methodology for reviewing the medical decisions on calls by each agency. This is a well-used methodology in the State.
Although oversite from the County Medical Director is important, an internal process is critical to managing the full scope of a department’s EMS system. The department could choose from multiple options to implement its own CQI program.
Outcomes: Self-monitoring of the department’s EMS system can have a positive impact on overall efficiency. As the department personnel are given the opportunity to identify areas of improvement, the whole department will grow.
Estimated Costs: The cost of implementing an internal CQI process can vary depending on the structure. There are two options that Triton recommends: utilizing existing fire department personnel during normal work hours to perform CQI on predetermine call types or hiring an EMS educator to perform the same duties.
Recommendation A-7: Introduce a Mobile Integrated Healthcare option in the department
Description: Each department is unique in its structure and makeup. The City of Santa Maria could benefit from implementing one of the MIH programs described in this study.
Each model has pros and cons, including cost, personnel, additional structure, and vehicles.
Outcomes: Implementing an MIH program could benefit the department in reducing the impact of increasing low-acuity calls.
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Estimated Costs: The estimated cost of each program is laid out in the following figure.
Priority CP
Program
NP/PA
Program
Telemedicine
Program
Operational Personnel $832,679 $310,199 $18,000
Community Paramedics (6 personnel at 24 hours) $814,679 N/A $0 Paramedics/EMTs (1 person/40 hours) N/A $142,102 $0
Nurse Practitioner/Phys. Assist. (1 person/40 hours) N/A $150,097 $0 Physician’s Telemedicine Group N/A N/A Unknown
Supervising Physician (current physician on staff) $18,000 $18,000 $18,000 Supervisor (current EMS Division Chief) $0 $0 $0
Support Personnel $213,799 $213,799 $0
EMS Captain/EMS Manager $213,799 $213,799 $0
Vehicles (Assuming Additional Vehicles) $93,810 $93,810 $1,000 Vehicles/Monitor/Gurney systems/Tablets/Other
Equipment $93,810 $93,810 $1,000
Operating Equipment (Assuming Additional
Equipment) $144,062 $126,382 $1,200
Training/Supplies/Data/Fuel/Maintenance/Uniforms
/Certifications $144,062 $126,382 $1,200
Total Estimated Cost of Service: $1,284,350 $744,190 $20,200
Recommendation A-8: Implement Peak-hours Quick Response Unit pilot program 180 days
Description: Current Unit Hour Utilization—the time a unit was committed to an incident as a percentage of total time on duty—is over or close to 10%. Once UHU reaches 10% for a primary responding unit, meeting 90th percentile response times becomes more challenging due to the unavailability of immediate response.
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 EMS transport units.
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Estimated Cost: The following figure provides the estimated costs.
Description Factor Hours per
Employee
Costs
Hourly rate - Firefighter $28.95 2,916 $84,291
Hourly rate – Engineer/Operator $31,94 2,916 $93,132
Overtime hourly rate - Firefighter $43.43 720 $31,270
Overtime hourly rate – Engineer/Operator $47.91 720 $34,495 Compensation per shift – 12 hours per day $65,765
Number of shifts 3
Total compensation $197,295
Medicare 0.0145 2,861
Total Costs to Staff for 180 Days: $200,156
Recommendation A-9: Review Policies and Guidelines Annually Description: The policies and guidelines allow everyone to work from the same playbook.
These documents must be evaluated consistently with a specific process to ensure the information remains relevant. These reviews should include presentations to the staff.
Outcomes: Consistently updated and relevant core employment and performance documentation.
Estimated Cost: Staff time. Additional costs may apply if software solutions are purchased.
Recommendation A-10: Evaluate, Create, and Implement a Comprehensive Succession Plan
Description: The one thing that organizations can rely on is staff changes. Some staff changes have a limited impact, while leadership changes can paralyze an organization.
Successful organizations create and implement a comprehensive succession plan for all promotable positions to offset this potential challenge. The plan should include what skills employees need to cultivate to step into the next job and the training offered versus the training and experience the employee will need to gather on their own.
Outcomes: Creation of a plan that may be implemented to offset the shock and challenges of changes in key positions.
Estimated Cost: Staff time and training costs.
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Recommendation A-11: Improve Collection, Evaluation, and Application of Training Standards and Data Collection
Description: The agency training data is collected and organized in a way that makes evaluation and reviews difficult without significant effort. In addition, some employees do not meet minimum training hour requirements.
Outcomes: Consistent application of training program requirements and a system that is useful and easy to apply to the training program.
Estimated Cost: Staff time.
Recommendation A-12: Implement an annual medical examination program for all Operational Firefighters
Description: Currently, medical examinations have been funded through a grant ending in 2023. These examinations are to determine if an employee has any physical problems that may not allow them to function during fireground operations or other physical activities.
Continuing a comprehensive annual physical for all personnel could assist the SMFD in identifying 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 can perform 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 $700.00 to $800.00 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-13: Develop a Quality Control process to review incident times Description: SMFD has established goals for call processing, turnout, and response times for incidents and does not have an established policy or procedure to conduct quality control for fire incidents.
Outcomes: Developing a quality control (QC) program for incident reporting will ensure that the data collected in SMFD’s records management system is accurate and can be used for proper data analysis. Accurate data can provide information for SMFD if the calls for service are outpacing available resources.
Estimated Costs: Staff time to development a program and to review the data when it has been established.
Recommendation A-14: Determine if Fire Stations 2 and 6 meet seismic standards Description: Fire stations are considered critical infrastructures and should be designed to withstand a seismic event. Without adequate seismic protections, the building may not be habitable after an earthquake.
Outcomes: Santa Maria should determine what modifications should be completed at these fire stations to make them more structurally sound. If a station cannot be used to provide service, temporary locations may be required if there is an extended time to repair the buildings. There is a proposal for a developer to donate land for a new Station 2, but until that occurs and a new station is built, the city should move forward with a structural analysis of both stations.
Estimated Cost: The cost is unknown to complete an analysis of the stations, but it should begin with a pre-inspection from the city’s Building Division.
Recommendation A-15: Formally adopt performance goals for Incident Response Description: SMFD has informally adopted performance goals for call processing, turnout, and response times.
• Call Processing—60 seconds
• Turnout Time—60 seconds
• Response Time—Five minutes travel time
• Effective Response Force—Not established
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Outcomes: Establishing and adopting formal performance goals will provide SMFD-specific objectives to meet incident response times. The goals can be analyzed to determine if the correct apparatus is dispatched and if fire stations are in the most optimal location. NFPA 1710 and Triton recommend establishing an Effective Response Force within eight minutes travel time of dispatch for SMFD.
Estimated Cost: Staff time for data analysis to determine if the performance goals are being met.
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Mid-Term Strategies & Recommendations
The mid-term strategies are progressive enhancements of the current conditions. Many will likely require two to three years to accomplish.
Recommendation B-1: Hire additional fire inspectors
Description: There is no defined schedule to inspect all commercial occupancies in Santa Maria other than what the California Office of State Fire Marshal requires. SMFD needs to identify all commercial occupancies. Without a schedule or knowing the number of commercial occupancies, fire code violations that pose a risk to their occupants or SMFD firefighters will go undetected. SMFD is now inspecting assembly occupancies, which are not required to receive inspections annually.
Outcomes: Identifying the number of commercial occupancies and establishing an inspection schedule based on risks will provide the information SMFD needs to determine if additional fire inspectors are needed to enhance the building’s occupants' and responding SMFD personnel safety, thus reducing community fire and life safety risks.
Estimated Financial Cost/Savings: The current cost to hire a fire inspector is $125,864.
Recommendation B-2: Implement a Juvenile Firesetters Intervention Program (JFP) Description: If a fire involves a juvenile, no program is available to help mitigate or prevent youth fire-setting behavior.
Outcomes: Developing a JFP can help prevent and mitigate fires caused by youth and reduce potential responses. Fires involving children between the ages of 2–17 can be caused by behavioral and mental health issues that need to be treated. A program is designed to inform parents, guardians, and children about the consequences of a fire and fire safety.
Estimated Cost: The costs are staff time and travel costs to attend a class and develop a program for Santa Maria.
Recommendation B-3: Develop a new development impact fee to be used to fund the capital infrastructure necessary to expand the fire department’s deployment model into newly developed areas of the City
Description: Triton could not determine from the information provided if a developer impact fee was in place to fund land acquisition, fire station construction, and acquisition of fire apparatus to provide services to newly developed areas of the City.
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Outcomes: Implementation of such a fee would decrease the impact on the City of the infrastructure costs for the fire department to provide services to newly developed portions of the City.
Estimated Cost: Staff costs to complete the evaluation or costs of a consultant to provide that service.
Recommendation B-4: 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 overall impact on the community is minimal.
Outcomes: An enhanced fire and life safety program is designed to use data from SMFD and other sources to develop specific programs to reduce risks in the community. The development of a CRR Plan that examines all risks, not just fires, would improve safety and allow SMFD to become more of a community partner. Adding a CRR Coordinator to SMFD would allow the department to integrate the entire organization into the plan.
Implementing CRR should involve the SMFD operations division and other City departments.
Estimated Cost: Staff time is required to implement a CRR Plan. There is an unknown cost to hire a CRR Coordinator since that salary does not exist within SMFD.
Recommendation B-5: Provide an Appropriate Training Facility Description: Training firefighters require specific spaces, props, and techniques. This requires a designated training area with appropriate equipment and supplies to help line members improve efficiency, work as a team, and reduce injury by improving safety and awareness.
Since the City of Santa Maria is the only urban center in the immediate area, it falls to the city and fire department to create an appropriate facility for training. Training centers can be shared between police and fire departments. Still, they should include spaces for live burns, driving, and other high-risk, low-frequency events.
Outcomes: The availability of a training center in the service area.
Estimated Cost: Costs vary depending on the availability of property, size, shape, and functionality of a training center. However, most training centers cost tens of millions of dollars.
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Recommendation B-6: Develop Inspection Program for Fire Hydrants Description: The ISO scores for fire hydrant inspections received 5.6 credits out of seven for the inspection and testing of fire hydrants. The Santa Maria Utilities Department is responsible for inspecting and testing fire hydrants, but the program is not effective because of inadequate staffing.
Outcomes: A program to inspect fire hydrants for access and availability during an incident can reduce risks when reported for maintenance and repair. A fire hydrant not operating properly can delay receiving a sustainable water supply for SMFD if a fire occurs. An inspection program can also provide a training tool for firefighters to see where fire hydrants are located or impeded by landscaping or other obstruction.
Estimated Cost: Staff time and additional fuel costs.
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Long-Term Strategies & Recommendations
The short- and mid-term strategies discussed will move the organization forward substantially. A longer-term, high-level view of future needs is also important to provide a “big picture” view of how the organization may continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload and how both impact the future deployment of personnel.
Recommendation C-1: Develop plans for a new fire station on the east side as the area develops
Description: During the site visit, the information provided by the city and local development officials stated future growth will occur on the east side of the city. A funding plan for the station, equipment, apparatus, and personnel will be needed for the project.
The city’s Planning Department is developing an updated General Plan that should assist in choosing a location based on where residential and commercial growth is expected to occur.
Outcomes: The development of a plan for a future station will guide the city as the area grows and will provide a pathway for funding.
Estimated Cost: Staff time will be required to monitor future growth and development of a funding plan. The cost to purchase property and construction of a new station is unknown until a location is selected.
Recommendation C-2: Review EMS operations to determine if Advanced Life Support (ALS) should be provided by SMFD
Description: The number of EMS responses has increased by more than 30% since 2019, and only basic life support (BLS) is provided by SMFD. SMFD should create an implementation plan to provide ALS services by upgrading their BLS engines to ALS.
Outcomes: Providing ALS services in Santa Maria may improve outcomes for patients because of a faster response time and knowledge of the area since it is a higher request for service in the city. Reviewing the types of incidents can allow SMFD to identify the frequent responses and develop programs to reduce their rate of occurrence.
Estimated Cost: The costs will vary based on the service adopted, which will include hiring paramedics, additional staff if transport services are implemented, training, staff compensation, and equipment.
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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 fires, a single-family residence, a lightning strike to a building, an 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.), a single-family residence with injured or trapped victims, a 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, and mutual aid assistance for other critical tasking needs.
EMS Risks
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 required from a technical rescue team. This incident may require multiple alarms.
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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. 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, attempted burning, or 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 of 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.
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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. Examples include nine or more contaminated or exposed victims, a large storage tank failure, a 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 where structures are not threatened, and Red Flag conditions do not exist. These include low-risk wildland or grass fires, 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, a brush pile at a chipping site, grass, or cultivated vegetation where 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.
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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.
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 do not normally affect the aircraft landing safely. It may include a feathered propeller on a multi-engine aircraft, an 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 defect affecting normal flight operations where an aircraft accident could occur. Examples include the loss of an engine, interior smoke or fire in the aircraft, 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: Strategic Partners—Stakeholder Interviews
Introduction to the Stakeholder Interviews
AP Triton interviewed a wide variety of the fire department’s internal and external stakeholders. The purpose of these interviews was to gain a better understanding of 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/or 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)? • Reliable funding sources – Measure U (1%).
• Good people – dedicated work force.
• Wanting to learn, professional.
• Solidified Prevention Division.
• Good communications regarding facility needs.
• Very structured department.
• Well defined command and control.
• The community looks at the fire department, response times, Not hearing negative comments.
• The relationship with the planning department has improved tremendously. More collaborative. Good interaction with the fire and battalion chiefs. Provide a good service to the community,
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• Respond quickly, they understand the strengths and weaknesses, they know what is needed for future growth.
• Personnel, leadership.
• Training.
• Most respected department, response times.
• They have a lot of pride, commitment to service.
• Professional and well trained, use of task books, keep equipment well maintained. • Commitment to the vital role they play in the community.
What are some areas in which you think the Fire Department could make improvements? • Address outdated policies and procedures.
• Implement succession planning program.
• Good at USAR but eliminated other specialized programs – identify needs. • Evaluate high turnover in upper ranks.
• Embrace diversity within the department.
• None that I can think of.
• Having an understanding of what is truly needed as the city grows, i.e., facilities, apparatus, etc.
• More involved in the community – more positive in the community. • Stability in the term of executive leadership. Succession planning to future leaderships.
• Community relations, relationship with city council.
• Training – Lacking a training facility.
• Outreach to the community and let them know they are more than just a fire engine going to an emergency.
• Service coverage. Plan for fire stations in areas difficult to get there. Making sure city council can support then to do their job.
• Culture, DEI.
• Trust in internal in city operations and all city department (HR, City Manager, Finance, etc.) Collaboration and support with other players. Improve communication.
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What opportunities, in your view, are available to improve the service and capabilities of the fire department?
• We have an opportunity to develop a regional dispatch center. • Implement succession planning.
• We have an opportunity for growth – department and area. • Develop a standardized training program.
• Provide a larger presence in social media and community outreach. • Potentially improving services through regional programs and projects. • Develop a long-term plan to address future growth.
• Planning ahead for future growth. Anticipating service needs • Grants to build new fire houses, hire people, better training, citizen outreach to improve awareness of the FFs lifestyle and well-being.
• A facility where the FFs can train, increase staffing. • Finding opportunities for growth within the fire department, succession planning. • Many resources are available. May not ask for everything they need – leadership training, support from other departments, Regionally such as the communication center and EMS, closest unit response.
• Staffing and equipment needs, large capital equipment, Use the strategic/master plan and not place it on the shelf. Plan ahead.
Please share your thoughts with us regarding staffing utilizing 12-hour shifts and peak-hour units.
• I don’t see the reason for it – does not appear to be needed for our agency. • If we can get a clear perspective of their needs that are not political. Better communication of what they really need.
• Would like to see AMR do EMS.
• Not sure. Utilize staffing and resources wisely.
• Should be innovative in thinking how to manage call volumes. Don’t be afraid to change.
• How to foresee what will happen with the changes with EMS. Support good response times.
• Having a peak hour unit and filtering the type of calls.
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• It should be something to look at.
What do you see as the top critical issues faced by the fire department today? • Updated policies and procedures.
• Inability to staff consistently.
• Lack of trust between HR and rank and file.
• Keeping pace with the anticipated growth.
• Recruitment and retention of personnel.
• Being able to train locally (local training center).
• Maintaining positive relationships with other city departments and allied agencies. • Identify ongoing funding mechanisms for infrastructure. • Lack of sincerity and maturity with city council, facilities – new fire stations. • Staffing and leadership, labor negotiations (don’t, preparing for the urbanization of the city- high density, more congestion, being prepared. • Resources to handle the development, retaining the experienced FFs, and community involvement.
• Training, Personnel, Facilities.
• Staffing, response times, EMS
• Staffing, compensation, and upgrading our equipment.
• Culture, the opportunity for greater support, staffing – succession planning at all staff positions.
• Reaction time, Leadership – Succession Plan, train the battalion chief for other management duties so the chief and deputy chief can focus on the master and strategic plans, Trust between labor and management.
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If you could change one thing in the fire department, what would it be? • Better communication with stakeholders.
• Develop a mutual understanding between labor and management. • Greater communication in the community.
• Have the best technology they need.
• Add personnel that would adequately meet the needs of the community and not have to wait 15 minutes for the FD to show up.
• Be out in the community more.
• Culture – engaged with the community, not having a victim mindset. • Organization planning.
How would you describe the level of services provided by the fire department? • 8/9 – they do a real good job, and we never hear anything negative. • 7/8 – The people we have do a wonderful job.
• 9 – The level of professionalism and how they keep doing more. • Excellent.
• Responsive, they are beginning to be involved with proactive future growth. • They do a good job.
• Excellent.
• Exceptional.
• Impressed with the level of service, proud of the service they provide. • Good. Look at some of the data to improve expectations. Leadership expectations over time.
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Businesses, Community Groups, Community Members, & Volunteers Can you please describe your expectations of the Fire Department? • To have the best training, and best equipment possible for our firefighters. • It’s very important to look at staffing, equipment, and response needs of the community.
• Show up when they are needed. Efficiency of getting permits approved. Are the inspections being done to minimally impact the business? • Does a very good job.
• Consistency of regulations and implementation, collaboration with development projects, putting out a fire.
• Make sure they work with the fire protection companies and equal enforcement.
Which of these expectations is not being met to your satisfaction? • I think Measure U is helping the department to meet those expectations. • Not all expectations. I think we need to be able to take care of our citizens as building requirements change, and so do the needs of our firefighters. • Still room for improvement in the permitting process. Getting fewer complaints than 10 years ago.
• The relationship has improved.
• Equal enforcement for UL certifications.
What do you think the Fire Department is doing particularly well? • They respond to calls in a timely fashion.
• Good collaboration with the community.
• They have a great funding mechanism.
• The response of the department in helping our community. • Always found to be responsive.
• No specific complaint about service.
• Helping follow up on things and enforcing the annual fire inspections.
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Are there services that you think the department should be providing that they are not providing now?
• We need to have the proper equipment to handle various types of calls throughout the entire city.
• They need to engage more with the community.
• Doing a better job with staffing, engaged with the community – go to more events.
Are there services the department is providing that you think should be discontinued or done differently?
• None that I can think of (multiple).
• No, but I'm not sure what is happening with EMS.
When you dial 9-1-1 to report an emergency, how long should it take for help to arrive? • Just a couple of minutes.
• In a timely manner – 2 or 3 minutes.
• Five minutes.
• Less than five minutes.
• Five minutes.
• As fast as they can get there.
Do you believe that expectations should change depending on where in the community you are located?
• Definitely, especially if you live or work in a rural area. • The expectation should be the same, however, it sometimes may take longer to get to some inaccessible areas.
• No.
• Yes, if you live closer to a station you will get better service. But should be the same as best as it can be provided.
Do you believe the Fire Department’s first arriving response units are staffed and equipped to take appropriate actions given the emergency?
• What I’ve learned is that we have a good operation here in the city. • I do. I believe they need to have the best tools and training needed to do the job. • Yes (x 4).
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LABOR LEADERS, RANK AND FILE, CHIEF OFFICERS, & ADMINISTRATION What strengths contribute to the success of the fire department? (What do you do well) • We have good people that want to do good things – very motivated. • Our greatest strength is our resilience – adapting to several Fire Chiefs with different ideas at that particular time.
• By in large, the people – they want to make it better. • Having the City Council’s support.
• We have made leaps and bounds – chasing and achieving progress. • We are a well-respected department.
• Our leadership and communication – good open-door policy. • Workforce is well involved with the organization.
• Administration and the floor wear many hats.
• Our personnel want to do good at our job – we want to be on top of our game. • Funding streams are good (Measure U).
• Over the past few years, we’ve thrived from successful leadership. • Personnel are very eager and want to be involved.
• We get along well with each other.
• Good technological resources for training.
• Integrity amongst staff – good morale, integrity, and ethics. • Everyone is open-minded.
• We fight fire well – knowing each other’s role.
• Good relations with the community.
• Having the support of the city council, as well as support from other city leaders. • The drive of the current group to do better. Always doing more with less to be a better group of firefighters.
What are some areas in which you think the department could make improvements? • We don’t have consistent training due to a lack of facilities. • Implementing a regional dispatch program.
• Better record-keeping for all divisions.
• Implementing regional dispatch program.
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• Obtaining buy-in from the members in regard to the mission and vision of management.
• We need to develop robust apparatus and equipment plan. • Update policy and procedures processes.
• Compaction with compensation needs to be addressed.
• Have consistent staffing at upper ranks.
• City seems to run “lean and mean”, with lack of investment for the fire department. • Improving overall communication between management, personnel, and labor. • Develop trust between labor and management.
• A plan to increase fire mechanics needs to be addressed. • We need a dedicated Training Chief position.
• Address lack of succession planning – need professional development opportunities. • Identify staffing level concerns – we lose our personnel to other departments. • Need to communicate better - having everyone on the same page. • Updating the radio infrastructure.
• Working with developers to assist with fire department needs. • Provide succession planning, training, leadership training, preparation for promotional opportunities.
• Updating salary and benefits package to mirror industry standards. • Need for increased staffing at all levels.
• Continuing training for in-rank knowledge.
• Implement a true recruitment and retention program.
• Fire prevention bureau – it seemed to be a mixed bag years ago, trying to maintain the current level of service based on future growth, filling the approved positions.
What opportunities, in your view, are available to improve the service and capabilities of the fire department?
• Implementing “closest-unit” dispatch protocols.
• Opportunity to move towards ALS engine companies.
• Continue providing training opportunities for various subjects to develop our personnel for future success and promotional opportunities from bottom up.
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• Additional opportunities for professional development is valuable to the department.
• The growth of the city will provide more resources.
• Increase staffing and increase the number of fire stations. • We have tons of opportunities – constantly getting our feet wet in various programs, i.e., USAR, wildland, Incident management teams, Aircraft fire, and rescue. • Understanding roles and responsibilities of each position; develop job descriptions. • A continued revenue stream and ongoing support from the city and the community.
• Being able to deliver paramedic response to the community. • Increased budget for tools and equipment, i.e., PPE, SCBAs, etc., to keep our personnel safe.
• Opportunities for growth of the department in regard to revenue, and the right attitude of the decision makers.
• Increase staffing at all levels (safety and non-safety) would improve productivity, safety, and morale.
• Taking advantage of the commercial and residential development – increase impact mitigation fees.
What do you see as the top 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.” • Personnel takes on too many projects (administration and line personnel). • Individuals have their own way of doing things – need a standardized approach. • No administrative procedures for Administration.
• Staffing levels – “browning-out” stations occur much too often. • No career ladder for Fire Prevention – lack of succession planning. • We don’t have adequate resources (apparatus) for a city our size. • Lack of experience of our personnel.
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• Lack of trust between labor and management and lack of trust between the city and the department.
• Not being competitive with salary/benefits.
• Lack of community outreach.
• Lack of experience – lack of succession planning (city-wide). • The unknown of how the new dispatch program will work. • Not providing ALS to the community.
• Recruitment and retention.
• Lack of Administrative Staff and capabilities.
• Lack of Training and professional development opportunities. • Communication with city hall.
• Inconsistent approach for personnel evaluations, new-hire, and promotional processes (very reactive not proactive).
• Lack of Training Bureau and training facilities.
• Having inexperienced personnel – fast-moving promotions. • Resolving the unhoused issue throughout the City and the resulting increase in call volume.
• Attrition, lack of experience, and burnout (due to current time-off policy and workload).
• The relationship with City Council. Administration, and Labor – working collaboratively.
• Lack of mentoring for each position.
• Revamp the promotional process – need to attract the right candidates. • The department growing with the city, staffing, supporting fire department facilities.
Please share your thoughts/ideas regarding alternative staffing and dynamic deployment to enhance staffing levels.
• I’m not opposed to it but need to evaluate the program and personnel needed. • I could see this as beneficial in reducing workload but needs to be done correctly. • I’m in full support of the concept, however the program would need to be well- defined.
• It’s hard enough to fill line positions; how would we find people to staff this program?
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• We need to look at each aspect of the program.
• There are trust issues regarding this idea, however I think looking at this model is a step in right direction, with careful program design.
• I don’t think a dedicated unit would help us at this time. • Don’t think it would work without more information. Potentially using squad for EMS responses.
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. • Fostering the recognition we deserve – we need to market everything we do for our community.
• We need to have more administrative support.
• Improve collaboration throughout the entire organization. • I wish we could have collective pride in our department. • Address recruitment and retention concerns.
• Make facilities maintenance and equipment replacement a priority. • Increase staffing levels and reorganize leadership structure. • Support each other - being more collaborative department-wide. • Develop a succession plan for all ranks.
• We need a commitment from the City to be consistently and appropriately staffed at all levels.
• Develop city-wide transparency.
• Improve facilities.
• Increase staffing levels across the department.
• The ability to add additional stations.
• Increase the capabilities and staffing in administration, i.e., current Battalion Chiefs are operations-based and program oriented.
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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.
• 6 – we do as much as we can, and do it well with what we have, however significant improvements can be made.
• 7/8 – Our people care when delivering service to the public. • 7.5 – We have room for improvement (at all levels) and the ability to do better at the leadership ranks.
• 7/8 – Our personnel are engaged, but many are not vested in the community. • 8 – With the people we have and the skill level of our personnel. • 6 – with our current culture regarding collaboration. • 7/8 – When they’re out in the public, they do well, but don’t seek out opportunities to engage with the community.
• 8 – very professional, passionate, and knowledgeable. • 8 – we do good things, but there is always room for improvement. • 7 – I feel that we could provide better medical care if we were an ALS department, and by initializing specialty programs we could increase morale. • 8 – we do a great job with the amount of staffing we have and the number of calls we run.
• 8 – We take pride in doing the job – and we are a well-oiled machine. • 9 – the pride within the department is great!
• Professional, but somewhat overwhelmed, they try to do their best.
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Appendix C: Table of Figures
Figure 1: First Fire Engine (1913) ................................ ................................ ................................ ..... 2 Figure 2: SMFD Organization Structure (2023) ................................ ................................ ............. 2 Figure 3: SMFD Study Area ................................ ................................ ................................ ............ 3 Figure 4: Automatic Aid Resources Available to SMFD ................................ .............................. 5 Figure 5: Mutual & Automatic Aid Fire Stations available to SMFD ................................ ........... 6 Figure 6: City of Santa Maria General Fund Historical Revenue Sources ................................ 16 Figure 7: City of Santa Maria General Fund Historical Expenditures ................................ ....... 17 Figure 8: SMFD Historical Expenditures (FY 2018 Estimated–FY 2022) ................................ ....... 19 Figure 9: City of Santa Maria Forecast Revenues ................................ ................................ ..... 20 Figure 10: City of Santa Maria Forecast General Fund Expenditures ................................ ...... 21 Figure 11: SMFD Forecast Expenditures & Related Fees from Services ................................ .... 22 Figure 12: Administrative Staff Full-Time Equivalent Count ................................ ....................... 24 Figure 13: Operations Staff Full-Time Equivalent Count ................................ ............................ 25 Figure 14: Firefighters Per 1,000 in Population Comparison ................................ ...................... 25 Figure 15: Operational Staffing and Allocation................................ ................................ ......... 27 Figure 16: Criteria Utilized to Determine Fire Station Condition ................................ ................ 33 Figure 17: SMFD Headquarters ................................ ................................ ................................ .... 34 Figure 18: SMFD Fire Station 1 ................................ ................................ ................................ ...... 35 Figure 19: SMFD Fire Station 2 ................................ ................................ ................................ ...... 36 Figure 20: SMFD Fire Station 3 ................................ ................................ ................................ ...... 37 Figure 21: SMFD Fire Station 4 ................................ ................................ ................................ ...... 38 Figure 22: SMFD Fire Station 5 ................................ ................................ ................................ ...... 39 Figure 23: SMFD Fire Station 6 ................................ ................................ ................................ ...... 40 Figure 24: Summary of Santa Maria Fire Station Features................................ ......................... 41 Figure 25: Criteria Used to Determine Apparatus & Vehicle Condition ................................ .. 42 Figure 26: SMFD Fleet Inventory (2023) ................................ ................................ ....................... 43 Figure 27: Economic Theory of Vehicle Replacement ................................ ............................. 45 Figure 28: Data Skew ................................ ................................ ................................ ................... 48 Figure 29: Available Data for Analysis ................................ ................................ ........................ 50 Figure 30: SMFD Incident Count (2013–2022) ................................ ................................ ............ 51 Figure 31: Aid Given or Received ................................ ................................ ............................... 52
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Figure 32: Incident Density—All Types (2022) ................................ ................................ ............. 53 Figure 33: Frequent Service Demand Locations (2018-2022) ................................ ................... 54 Figure 34: EMS Incident Density (2022) ................................ ................................ ....................... 55 Figure 35: Fire Incident Density (2022) ................................ ................................ ........................ 56 Figure 36: Incident Volume by Year & Type (2019–2022) ................................ ......................... 57 Figure 37: Incidents by Month & Class (2019–2022) ................................ ................................ .. 58 Figure 38: Incidents by Weekday (2019–2022) ................................ ................................ .......... 59 Figure 39: Month & Day Incident Density (2019–2022) ................................ .............................. 60 Figure 40: Incident Density by Month & Day of Week ................................ .............................. 60 Figure 41: Incident Volume by Hour of the Day (2019–2022) ................................ ................... 61 Figure 42: Incident Density by Hour & Day (2019–2022) ................................ ........................... 62 Figure 43: Five-Mile Travel Distance—All Stations ................................ ................................ ...... 64 Figure 44: 1.5-Mile Travel for Engines ................................ ................................ .......................... 66 Figure 45: 2.5-Mile Truck Travel Distance ................................ ................................ .................... 67 Figure 46: Top 90% Unit Workload (2020–2022) ................................ ................................ .......... 68 Figure 47: Incident Volume by Apparatus Type (2020–2022) ................................ ................... 69 Figure 48: Engine Call Volumes................................ ................................ ................................ ... 70 Figure 49: Engine Response Volumes (2020–2022) ................................ ................................ .... 71 Figure 50: Other Unit Responses (2020–2022) ................................ ................................ ............. 72 Figure 51: Time on Task by Apparatus Type (2020–2022) ................................ .......................... 74 Figure 52: Average Committed Time by Apparatus Type (2020–2022) ................................ ... 75 Figure 53: Average Time Committed by Incident & Apparatus (2020–2022) ......................... 76 Figure 54: Staffed Apparatus Unit Hour Utilization (2020–2022) ................................ ................ 77 Figure 55: Special Consideration Engine 305 ................................ ................................ ............ 78 Figure 56: Concurrent Incidents (2020–2022)................................ ................................ ............. 79 Figure 57: Number of Apparatus Per Incident (2020–2022) ................................ ...................... 79 Figure 58: Incident KPI Segments ................................ ................................ ................................ 81 Figure 59: Call Processing by Incident Type (2019–2022) ................................ ......................... 83 Figure 60: Call Processing by Hour with Workload (2019–2022) ................................ ............... 84 Figure 61: Turnout Time by Incident Class (2019–2022) ................................ ............................ 85 Figure 62: Turnout Time by Hour (2019–2022) ................................ ................................ ............. 85 Figure 63: 4-Minute Travel Model ................................ ................................ ................................ 87 Figure 64: 8-Minute Travel Model ................................ ................................ ................................ 88
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Figure 65: First Arrival Travel Time (2019–2022) ................................ ................................ ........... 89 Figure 66: Travel Time by Hour of the Day (2019–2022) ................................ ............................. 90 Figure 67: Santa Maria Personnel Requirements for Critical Tasks ................................ ........... 91 Figure 68: Alarm Assignments—Moderate Risk Fire Incident ................................ .................... 91 Figure 69: SMFD Effective Response Force (2019–2022) ................................ ........................... 92 Figure 70: Effective Response Force at 8 Minutes ................................ ................................ ..... 93 Figure 71: Response Time Performance by Class (2019–2022) ................................ ................. 94 Figure 72: Response Time Performance by Hour of the Day (2019–2023) ............................... 94 Figure 73: Total Response Time by Incident Type (2019-2022) ................................ ................. 95 Figure 74: Total Response Times by Hour (2019–2022) ................................ ............................... 96 Figure 75: Time on Task Performance (2019–2022) ................................ ................................ .... 97 Figure 76: Committed Time Performance (2019–2022) ................................ ............................. 98 Figure 77: Time Committed to an Incident by Hour of the Day (2019–2022) .......................... 98 Figure 78: CDOF & U.S. Census Population Forecast (2010–2040) ................................ ......... 100 Figure 79: Incident Volume Forecast by Class (2013–2040) ................................ .................... 101 Figure 80: Staffing Recommendations Based on Risk ................................ ............................. 103 Figure 81: Critical Task Analysis—Low Fire Risk ................................ ................................ ......... 104 Figure 82: Alarm Assignments—Low Fire Risk Incident ................................ ............................ 104 Figure 83: Critical Task Analysis—Moderate Fire Risk ................................ ............................... 105 Figure 84: Alarm Assignments—Moderate Fire Risk Incident ................................ .................. 105 Figure 85: Critical Task Analysis—High Fire Risk ................................ ................................ ........ 106 Figure 86: Alarm Assignments—High Fire Risk Incident................................ ............................ 106 Figure 87: Critical Task Analysis—Maximum Fire Risk ................................ ............................... 107 Figure 88: Alarm Assignments—Maximum Fire Risk Incident ................................ .................. 107 Figure 89: Critical Task Analysis—Low EMS Risk ................................ ................................ ........ 108 Figure 90: Alarm Assignments—Low Fire EMS Incident ................................ ........................... 108 Figure 91: Critical Task Analysis—Moderate EMS Risk ................................ .............................. 109 Figure 92: Alarm Assignments—Moderate EMS Risk Incident ................................ ................. 109 Figure 93: Critical Task Analysis—High EMS Risk ................................ ................................ ....... 110 Figure 94: Alarm Assignments—High EMS Risk Incident ................................ .......................... 110 Figure 95: Critical Task Analysis—Maximum EMS Risk ................................ .............................. 111 Figure 96: Alarm Assignments—Maximum EMS Risk Incident ................................ ................. 111 Figure 97: Critical Task Analysis—Low Wildland Risk ................................ ................................ 112
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Figure 98: Alarm Assignments—Low Wildland Risk Incident ................................ ................... 112 Figure 99: Critical Task Analysis—Moderate Wildland Risk ................................ ...................... 113 Figure 100: Alarm Assignments—Moderate Wildland Risk Incident ................................ ....... 113 Figure 101: Critical Task Analysis—High Wildland Risk ................................ ............................. 114 Figure 102: Alarm Assignments—High Wildland Risk Incident ................................ ................ 114 Figure 103: Critical Task Analysis—Low Technical Rescue Risk ................................ ............... 115 Figure 104: Alarm Assignments—Low Technical Rescue Risk Incident ................................ .. 115 Figure 105: Critical Task Analysis—Moderate Technical Rescue Risk ................................ ..... 116 Figure 106: Alarm Assignments—Moderate Technical Rescue Risk Incident ........................ 116 Figure 107: Critical Task Analysis—High Technical Rescue Risk ................................ .............. 117 Figure 108: Alarm Assignments—High Technical Rescue Risk Incident ................................ . 117 Figure 109: Critical Task Analysis—Maximum Technical Rescue Risk ................................ ..... 118 Figure 110: Alarm Assignments—Maximum Technical Rescue Risk Incident ........................ 118 Figure 111: Critical Task Analysis—Low HazMat Risk ................................ ................................ 119 Figure 112: Alarm Assignments—Low HazMat Risk Incident ................................ ................... 119 Figure 113: Critical Task Analysis—Moderate HazMat Risk ................................ ..................... 120 Figure 114: Alarm Assignments—Moderate HazMat Risk Incident ................................ ......... 120 Figure 115: Critical Task Analysis—High HazMat Risk ................................ ............................... 121 Figure 116: Alarm Assignments—High HazMat Risk Incident ................................ .................. 121 Figure 117: Critical Task Analysis—Maximum HazMat Risk ................................ ...................... 122 Figure 118: Alarm Assignments—Maximum HazMat Risk Incident ................................ ......... 122 Figure 119: Critical Task Analysis—Low ARFF Risk ................................ ................................ ..... 123 Figure 120: Alarm Assignments—Low ARFF Risk Incident ................................ ........................ 123 Figure 121: Critical Task Analysis—Moderate ARFF Risk ................................ .......................... 124 Figure 122: Alarm Assignments—Moderate ARFF Risk Incident ................................ .............. 124 Figure 123: Critical Task Analysis—High ARFF Risk ................................ ................................ .... 125 Figure 124: Alarm Assignments—High ARFF Risk Incident ................................ ....................... 125 Figure 125: Critical Task Analysis—Maximum ARFF Risk ................................ ........................... 126 Figure 126: Alarm Assignments—Maximum Fire Risk Incident ................................ ................ 126 Figure 127: CQI Plan ................................ ................................ ................................ .................. 130 Figure 128: EMS Call Acuity ................................ ................................ ................................ ....... 131 Figure 129: MIH Cost Summary ................................ ................................ ................................ . 139 Figure 130: Percent of Training Hours by Category ................................ ................................ . 140
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Figure 131: SMFD Training Hours Requirements ................................ ................................ ....... 141 Figure 132: ISO Recommended Annual Hours ................................ ................................ ........ 141 Figure 133: Two-Year Annual Training Hour Average with Requirement Reference ............ 142 Figure 134: Training Hours by Year & Category ................................ ................................ ....... 143 Figure 135: EMS Hours by Type with Agency Requirement Reference................................ .. 146 Figure 136: Cone of Learning ................................ ................................ ................................ .... 149 Figure 137: SMFD Fire Prevention Staffing ................................ ................................ ................ 152 Figure 138: Occupancy Classifications ................................ ................................ .................... 153 Figure 139: NFPA 1730 Inspection Frequency ................................ ................................ .......... 154 Figure 140: The Community Risk Assessment Process ................................ .............................. 158 Figure 141: Population Estimates (2012–2022) ................................ ................................ ......... 162 Figure 142: Age Risks ................................ ................................ ................................ .................. 164 Figure 143: Percentage of the Population with a Disability................................ .................... 164 Figure 144: Percentage of People where English is not the Primary Language ................... 165 Figure 145: Percentage of People in Poverty ................................ ................................ .......... 166 Figure 146: Percentage of People without Health Insurance ................................ ................ 166 Figure 147: Education Levels ................................ ................................ ................................ ..... 167 Figure 148: Race & Ethnicity ................................ ................................ ................................ ..... 168 Figure 149: Owner & Renter Occupied Housing ................................ ................................ ..... 169 Figure 150: Age of Housing ................................ ................................ ................................ ....... 170 Figure 151: Housing Units per Building ................................ ................................ ...................... 170 Figure 152: Probability or Likelihood of Occurrence ................................ ............................... 172 Figure 153: Consequence to the Community ................................ ................................ ......... 172 Figure 154: Impact on Operational Forces ................................ ................................ .............. 173 Figure 155: Fire Response Risk Assessment ................................ ................................ ............... 174 Figure 156: Fire 3-Axis Risk Classifications................................ ................................ .................. 174 Figure 157: EMS Response Risk Assessment ................................ ................................ .............. 175 Figure 158: EMS 3-Axis Risk Classifications ................................ ................................ ................ 175 Figure 159: Technical Rescue Response Risk Assessment ................................ ....................... 176 Figure 160: Technical Rescue 3-Axis Risk Classifications ................................ ......................... 176 Figure 161: Hazardous Materials Response Risk Assessment ................................ .................. 177 Figure 162: Hazardous Materials 3-Axis Risk Classifications ................................ ..................... 177 Figure 163: Wildland Fires Response Risk Assessment ................................ .............................. 178
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Figure 164: Wildland Fires 3-Axis Risk Classifications ................................ ................................ 178 Figure 165: Aircraft Rescue and Fire Fighting Response Risk Assessment .............................. 179 Figure 166: Aircraft Rescue and Fire Fighting 3-Axis Risk Classifications ................................ 179 Figure 167: Land Zoning Fire Risk ................................ ................................ ............................... 181 Figure 168: Santa Maria Land Use Types ................................ ................................ .................. 182 Figure 169: Educational Occupancies ................................ ................................ .................... 184 Figure 170: Day Care Occupancies ................................ ................................ ........................ 185 Figure 171: Assembly Occupancies ................................ ................................ ......................... 186 Figure 172: Medical Occupancies ................................ ................................ ........................... 188 Figure 173: Institutional Occupancies ................................ ................................ ...................... 189 Figure 174: Multi-Family Dwellings ................................ ................................ ............................. 190 Figure 175: Buildings Three or More Stories in Height ................................ ............................... 191 Figure 176: Building 50,000 Square Feet or Greater ................................ ................................ 193 Figure 177: Fire Flows 2,500 Gallon per Minute or Greater ................................ ..................... 194 Figure 178: Average Daily High Temperature (2010–2022) ................................ ..................... 195 Figure 179: Average Daily Low Temperature (2010–2022) ................................ ..................... 196 Figure 180: National Weather Service Heat Index Chart ................................ ........................ 197 Figure 181: Average Wind Speed (1970–2022) ................................ ................................ ........ 197 Figure 182: Prevailing Winds ................................ ................................ ................................ ...... 198 Figure 183: Precipitation (2010–2022) ................................ ................................ ....................... 199 Figure 184: Drought Conditions (August 2023) ................................ ................................ ........ 199 Figure 185: Earthquake Shaking Potential ................................ ................................ ............... 201 Figure 186: Wildfire Threat Classification ................................ ................................ .................. 202 Figure 187: FEMA Flood Zones ................................ ................................ ................................ ... 204 Figure 188: Hazardous Materials Occupancies ................................ ................................ ....... 207 Figure 189: Rail Lines & Crossings ................................ ................................ .............................. 208 Figure 190: Primary Roadways ................................ ................................ ................................ .. 210 Figure 191: Leveed Areas ................................ ................................ ................................ .......... 211 Figure 192: Levees & Potential Affected Areas ................................ ................................ ....... 212 Figure 193: Electrical Transmission Lines ................................ ................................ ................... 214 Figure 194: Natural Gas High-Pressure Distribution Lines ................................ ......................... 215 Figure 195: Hydrants Locations ................................ ................................ ................................ . 217 Figure 196: Government Buildings ................................ ................................ ............................ 219
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Figure 197: Property Loss per Capita (2019–2022) ................................ ................................ ... 220 Figure 198: Fire per 1,000 Population ................................ ................................ ........................ 221 Figure 199: Intentionally Set Fires (2018–2021) ................................ ................................ ......... 221 Figure 200: ISO Earned & Available Credits for the City of Santa Maria ............................... 223 Figure 201: California ISO Classifications ................................ ................................ .................. 223 Figure 202: Costs of Additional Three Firefighter Positions ................................ ...................... 229
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Appendix D: References
1 City of Santa Maria Budget Documents 2020, 2021, 2022, 2023. 2 Ibid.
3 Ibid.
4 City of Santa Maria Office of the City Manager, 2022–2024 Budget Message. 5 Ibid.
6 Fahy, R., Evarts, B. & Stein, G. (2021). US Fire Department Profile – 2019 Supporting Tables. NFPA Research.
7 library.qcode.us/lib/santa_maria_ca/pub/municipal_code/item/title_2-chapter_2_20. 8 NFPA 1701: Standard for Emergency Vehicle Technician Professional Qualifications. 9 NFPA 1911: Standard for the Inspection, Maintenance, Testing, and Retirement of In -Service Automotive Fire Apparatus.
10 www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companies. 11 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].
12 Vespa, Medina, Armstrong. "Demographic Turning Point for the United States: Population Projections for 2020 to 2060." February 2020.
13 www.countyofsb.org/2087/Documentation.
14 www.chcf.org/blog/community-paramedicine-programs-come-life-california. 15 https://emsa.ca.gov/wp-content/uploads/sites/71/2022/12/CP-Toolkit.pdf?emrc=ee1c0d. 16 www.beverlyhills.org/departments/firedepartment/nursepractitionerprogram. 17 www.jems.com/administration-and-leadership/tele911-to-address-system-overload. 18 www.eugene-or.gov/4508/CAHOOTS.
19 www.bewelloc.org/bewell-mobile-response.
20 California State Fire Training. (May 2020) State Fire Training Procedures Manual. 21 Schneider, W., et al (2019) Fire and Emergency Services Instructor, 9th Edition. (Oklahoma State University) [Pp. 124 & 127].
22 Ibid. [Pg. 26].
23 www.centralfiresc.org/DocumentCenter/View/2997/Central-Fire-2021-Annual-Report.
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24 NFPA Fire & Life Safety Ecosystem™ www.nfpa.org/Ecosystem. 25 NFPA Journal, Ghost Effect, January February 2018.
26 NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education. 27 Vision 20/20, Community Risk Assessment guide.
28 National Fire Protection Association, 2007; Urban Fire Safety Project, Emmitsburg, MD. 29 U.S Census Bureau.
30 U.S. Fire Administration website.
31 World Economic Forum website, www.weforum.org/agenda/2021/01/poverty -mental-health- covid-intervention.
32 Quality Improvement for the Fire and Emergency Services. 33 Topical Fire Report Series, Multifamily Residential Building Fires (2013–2015), June 2017. 34 Iowa Environmental Menoset website.
35 National Weather Service website.
36 Ibid.
37 Infrastructure Security, Department of Homeland Security. 38 Santa Maria Valley Railroad website.
39 National Inventory of Dams website.
40 PG&E website.
41 SoCalGas Natural Gas Pipeline Map.
42 Fire Loss on the United States During 2020, NFPA, September 2021. 43 Fire Loss in the United States, NFPA, 2018, 2019, 2020. 44 Ibid.
45 Crime Data Explorer, Federal Bureau of Investigation.
ATTACHMENT A
FOR THE COUNCIL MEETING OF FEBRUARY 20, 2024
COUNCIL AGENDA REPORT
TO: City Council
FROM: Interim City Manager Alex Posada
SUBJECT: Adoption of a Resolution Approving an Amendment to a Professional Services Agreement with 2 Mexicans, LLC dba 2M Waste Solutions
Description:
The City Council will consider adopting a Resolution approving an Amendment to the Agreement for Professional Services with 2 Mexicans, LLC dba 2M Waste Solutions to extend services for three years.
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
RECOMMENDATION:
Adopt a Resolution approving an Amendment to the Agreement for Professional Services with 2 Mexicans , LLC dba 2M Waste Solutions to extend the term by three years and allow up to another $250,000 to be spent on debris removal services over the extension of the contract.
BACKGROUND:
In October 2022 the City issued a Request for Proposal (RFP) for debris removal services in response to the constant need to pick up and dispose of abandoned debris from encampments of unhoused individuals. Only one proposal w as received in response to the RFP. On January 17, 2023, the City Council approved a Resolution to grant a contract to 2 Mexicans, LLC dba 2M Waste Solutions (2M Waste Solutions), the lone responder, for debris removal services. The agreement was for one y ear with the ability to extend, not more than four years, by mutual consent of the parties.
DISCUSSION:
To ensure quality of life for the residents of Santa Maria, abandoned debris accumulating on City property, public property, and in City drainage facilities requires removal. Over the last eight months, City staff have been scheduling 2M Waste Solution s to pick up and dispose of abandoned debris from around the City weekly. Abandoned debris is continuously being spotted along the railroad and on Broadwa y resulting in a disproportional effort of cleanups being focused in those areas.
2 Fiscal Considerations
During the initial term of the contract, the City utilized approximately $162,000 in debris removal services using American Rescue Plan Act (ARPA) Funds. City staff is now requesting an additional $250,000 be authorized to pay for additional debris removal cleanup over the next three years , with a portion of the authorization originating f rom ARPA funds.
Impact to the Community
Removing debris from City property, City drainage facilities, and public property regularly assists in keeping the community clean and safe for residents. Additionally, it allows City staff to provide valuable services to the community while addressing the impacts of the unhoused on the community.
ATTACHMENTS
Attachment A - Amendment to Agreement for Professional Services
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF SANTA MARIA, CALIFORNIA, APPROVING AN
AMENDMENT TO THE AGREEMENT FOR PROFESSIONAL
SERVICES WITH 2 MEXICANS, LLC DBA 2M WASTE
SOLUTIONS TO EXTEND THE TERM BY THREE YEARS AND
ALLOW UP TO ANOTHER $250,000 TO BE SPENT ON DEBRIS
REMOVAL SERVICES OVER THE EXTENSION OF THE
CONTRACT
WHEREAS, on a regular basis, City staff responds to concerns of nearby abandoned debris from encampments of unhoused indi viduals and hires local trash hauling services to assist; and
WHEREAS, in January of 2023, a contract was entered into with 2M Waste Solutions for debris removal services for one year with the option to extend for three more years by mutual consent of the parties, and
WHEREAS, the City recognizes a need for continuous cleanup and wants to handle it in an efficient manner; and
WHEREAS, the City has utilized approximately $162,000 in services during the initial term of the contract; and
WHEREAS, it is in the City’s best interest to extend the contract for a three-year period and to increase the not -to-exceed amount of the contract to $250,000 over the total of the extension term.
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the C ity of Santa Maria, California, as follows:
1. The City Manager is authorized to enter into the amendment.
2. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria, California, held this 20th day of February 2024 .
ATTEST:
Chief Deputy City Clerk
Mayor
APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
______________________
Department Director
_______________________________
Interim City Manager
Attachment A
AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES
This Amendment No. 1 to the January 25, 2023, Agreement by and between 2 Mexicans, LLC dba 2M Waste Solutions, a California Corporation (“Contractor”), and the City of Santa Maria, a California Municipal Corporation and charter city (“City”), in Santa Maria, California, based on the following recitals:
1. The original term of the contract was one year, which expired January 16, 2024; and
2. The City needs services through June 2027, and does not have available employees to perform the services for the project; and
3. There was no cap for the original contract amount; and
4. The City has spent approximately $162,000 on encampment cleanup services provided by 2M Waste Solutions since January 2023; and
5. Contractor is registered or licensed in California to perform professional and technical services for the Project.
NOW, THEREFORE, IT IS AGREED:
1. The term of the agreement is extended through June 30, 2027 (“Extension Term”).
2. The not-to-exceed amount during the Extension Term is $250,000.
3. The effective date of this Amendment is January 17, 2024.
4. All other terms and conditions will remain in effect until the completion of the project.
IN WITNESS WHEREOF, this Agreement is executed by the parties on the date first written above.
2 MEXICANS, LLC dba 2M WASTE CITY OF SANTA MARIA, a political SOLUTIONS, a California limited liability
company
____________________________
By: JULIAN MORA
Owner/Operator
Subdivision of the State of California
___________________________
By: ALEX POSADA,
Interim City Manager
APPROVED AS TO FORM:
______________________
City Attorney
______________________
Risk Manager
FOR THE COUNCIL MEETING OF FEBRUARY 20, 2024
COUNCIL AGENDA REPORT
TO: City Council
FROM: Interim City Manager Alex Posada
BY: Interim Finance Director Xenia Bradford
SUBJECT: Review Second Quarter Financial Report Ending December 31, 2023 ; Adoption of a Resolution Approving Second Quarter Amendments to 2023-24 Budget for Proposed Personnel and Budget Adjustments ; Adoption of a Resolution Approving the Updated Salary Schematic
Description:
The City Council will consider receiving the 2023-24 Second Quarter Financial Report and adoption of Resolutions approving amendments to 2023-24 budget.
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
RECOMMENDATION:
1) Receive and file the Financial Report for the Second Quarter ending December 31, 2023; 2) Adopt a Resolution approving Second Quarter amendments to the 2023 -24 Budget for personnel and operational changes ; and 3) Adopt a Resolution establishing the City of Santa Maria Administrative Leader, Program Leader, and Business Leader job classes, approving the corresponding job specific ations for each, and approving the updated comprehensive salary schematic.
BACKGROUND:
Four times each year, City staff completes a comprehensive analysis of City finances, including projected fund balances, revenues to date, departmental expenditure s, encumbrances, and potential adjustments. This financial report summarizes the second quarter financial analysis.
Additionally, as part of the City’s budget process, staff presents to the City Council various personnel and operational changes in conjunction with the quarterly financial report.
DISCUSSION:
The Quarterly Financial Report Second Quarter Ending December 31, 2023 (Attachment A) provides an overview of the current economic outlook at the State and National levels; General Fund revenues, expenditures, projected fund balances; Measure U activity; and 2 activity in the three Enterprise Funds. Though this information is not audited and does not contain all the usual year-end adjustments, accruals, or disclosures, the information does provide a general picture of the City’s activity and the developing financial trends.
The Proposed Budget Amendments (Attachment B) discuss the personnel allocation and budget amendment requests for incorporation into the 2023-24 Budget.
The agenda item also proposes to restructure the Business Program Leader job classification and establish three new job classifications (Administrative Leader, Program Leader, and Business Leader) to separate and distinguish the three levels (Attachments C through G). Each level within the new leadership series will include entry, journey, and senior based on the scope and level of a variety of factors including organizational responsibility, level of authority, decision -making, independence, and influence across the organizati on. Each of the newly proposed job classifications will have a new pay structure of eight steps (A through H) on the schematic of approved pay scales and advance to the next step based on satisfactory performance. It is expected that that the modified employee classification structure, will result in a positive impact and increase to current service levels to the public achieved by attracting new candidates, increased employee job satisfaction and retention, and increased performance due to the flexibility and advancement opportunities in this new structure. There is no fiscal impact associated with this action as the newly proposed three-tier compensation structure falls within the existing Business Program Leader classification pay range. No additional full-time equivalent positions are requested with this action.
Alternative(s)
A decision not to approve the budget amendments is an alternative to this recommendation. However, doing so will limit the ability to maintain required operational services.
Fiscal Considerations
If approved, the total fiscal impact of the proposed budget adjustments through the remainder of FY 2023 -24 is summarized by fund in the following table. Resources are available within undesignated fund balances in the respective funds to accommodate the recommendations in the current fiscal year. The current fiscal year impact resulting from the proposed budget amendments is $1,185,400 and will be drawn from the respective fund balances. The City adopted the 2023 -24 Budget with the in tent of using approximately $2.02 million in one -time Local Economic Augmentation Fund (LEAF) to help balance the 2023 -24 Budget. The City Council further approved $1.8 million in additional appropriations with the First Quarter Financial Report, including $365,000 within the General Fund. The ongoing annualized fiscal impact of the proposed budget amendments beginning in FY 2024-25 is estimated at $4,249,350.
3 PROPOSED BUDGET AMENDMENTS
Fund
2023-24
Revenues
2023-24
Expenditures
Net Impact to
2023-24 Fund
Reserves
Annualized
Ongoing
Fiscal Impact
General Fund $ - $ 916,900 $ (916,900) $ 3,499,200
Water Fund - 70,500 (70,500) 281,600
Wastewater Fund - 154,700 (154,700) 218,700
Solid Waste Collection Fund - 10,400 (10,400) 41,400 Solid Waste Disposal Fund - 10,400 (10,400) 41,400
Northwest Landscape
District
- 22,500 (22,500) 89,850
Insurance Fund - - - 94,700
Citywide Total $ - $ 1,185,400 $ (1,185,400) $ 4,266,850
Impact to the Community
The interim financial statement provides the community with an understanding of the financial activity of the City’s primary funds. The requested budget amendments will enable staff to maintain operations.
ATTACHMENTS
Resolution - Approving Second Quarter Amendments to the 2023-24 Budget for Personnel and Operational Changes.
Resolution - Establishing the City of Santa Maria Administrative Leader, Program Leader, and Business Leader job classes, approving corresponding job specifications for each, and approving updated comprehensive salary schematic.
Attachment A - Quarterly Financial Report Second Quarter Ending December 31, 2023.
Attachment B - Proposed Budget Amendments.
Attachment C: Existing Business Program Leader Job Classification Attachment D - Administrative Leader Job Classification Attachment E - Program Leader Job Classification
Attachment F - Business Leader Job Classification
Attachment G - Comprehensive Salary Schematic Schedule
ATTACHMENT A 1
City of Santa Maria
Quarterly Financial Report
Second Quarter Ending December 31, 2023
MAYOR
Alice Patino
__
MAYOR PRO-TEM
Gloria Soto
__
COUNCIL
Carlos Escobedo
Maribel Aguilera-
Hernandez
Mike Cordero
__
INTERIM CITY MANAGER
Alex Posada
REPORT PREPARED BY
Xenia Bradford
Interim Director of Finance
206 East Cook Street
Santa Maria, CA 93454
(805) 925-0951 Ext. 2215
www.cityofsantamaria.org
TABLE OF CONTENTS
ECONOMIC INDICATORS ........ 1
GENERAL FUND ..................... 3
MEASURE U FUND ................. 6
ENTERPRISE FUNDS ................. 7
WATER/WASTEWATER FUND
S OLID WASTE FUNDS
P UBLIC TRANSIT FUNDS
FY 2024-26 BIENNIAL BUDGET
DEVELOPMENT ...................... 8
FUND BALANCE .................... 9
GENERAL FUND
M EASURE U FUND
ECONOMIC INDICATORS
Nationally, economic growth has yet to stall, and in many ways is doing better than expected by economists who were wrong about a recession in 2023. Yet, the outlook remains uncertain.
The economy tracked to a better -than-expected 2.5 percent rate growth for all of last calendar year. It grew at a seasonally adjusted annual rate of 3.3 percent in the October-December period, down from the 4.9 percent growth of the third quarter.
To start 2024, the country added 353,000 jobs in January. The unemployment rate remained at 3.7 percent in January – the 24th straight month below 4 percent. California’s unemployment rate of 5.1 percent is second highest in the nation, behind only Nevada’s 5.4 pe rcent.
California continues to have the highest poverty rate in the nation, due to very high living costs and large low-income underclass.
Many hope that inflation continues its moderate trajectory. The Federal Reserve’s anticipated path to rate cuts is not preordained. continued on p. 2
Santa Maria Monument Sign
2 Quarterly Financial Report: Second Quarter Ending December 31, 2023
ECONOMIC INDICATORS (CONTINUED)
For all of 2023, inflation grew at 3.4 percent. Inflation is cooling but absent a significant eco nomic downturn is likely to remain above the Federal Reserve’s 2.0 percent target. Inflation rose 3.1 percent in January compared with the year before. Housing costs continue to be the lion’s share of inflation.
Compared to a year ago, rent costs were up 6.1 percent and the cost of car insurance is up 20 percent.
Concerns range from slower consumer spending and slower revenue growth for businesses, record credit card debt, climbing rent and house prices, California’s budget deficit, and significant geopolitical tensions. Ongoing layoffs and slowdowns in the tech industry could continue to weigh on the State’s bottom line. Consumers are unhappy with affordability issues such as rising home and auto insurance premiums, as well as housing costs.
Low- and middle-income households have depleted their pandemic reserves and rung up record credit card debt while pushing delinquencies to a 13 -year high as they struggle wit h high inflation and borrowing costs.
California-based fast-food workers for chains with 60 or more locations around the nation will earn at least $20 an hour beginning in April, $4 higher than the overall State minimum wage of $16 that took effect January 1st. In June, health care workers will earn a minimum of $18, $21 or $23 an hour, depending on what type of facility employs them and where they work.
A bleaker State budget outlook is taking shape in Sacramento as various tax payments came in significantly weaker than expected and economic headwinds slow revenues. The State’s $100 billion budget surplus from last year turned into a projected $38 billion deficit this year.
California faces possible impacts to key homelessness, housing affordability, and tr ansportation programs statewide. Deficits or delays in the Federal and State budgets are detrimental not just to local governments, but the underserved residents their programs serve. For now, the Governor’s proposed budget avoids raids on City coffers.
Big cities including Los Angeles and Sacramento are facing large budget deficits and talking about job cuts or hiring freezes. The Cal State System is anticipating more university-wide budget cuts as it faces expected cuts in State aid. Already , many campuses have started consolidating programs, freezing hiring, eliminating positions, deferring maintenance projects, and restricting purchases.
Nationwide, home sales retreated in 2023, continuing a trend that began in mid -2022 when mortgage interest rates began their rapid ascent. Rates hit their 20 -year high in October 2023 peaking around 8 percent, crushing affordability for homebuyers. By December, 30 -year rates dipped below 7 percent. Despite the decline in sales, prices continued to rise nationally.
There are not a lot of properties on the market, partly because homeowners fortunate enough to lock in low rates do not want to move and pay a higher rate. Housing is getting pricier, too.
Nationally, home prices rose 5.14 percent in November 2023 compared to a year earlier, according to the S&P CoreLogic Case-Shiller Home Price Index. Over the past four years, prices have risen by nearly 50 percent nationally.
California
Unemployment
Rate
(Jan 2024)
California 's
unemployment rate of
5.1 percent is the
second highest in the
nation.
KEY STATISTICS
Median Home
Sales Price
(Dec 2023)
The median home
sales price in
December 2023 in
Santa Maria was
$585,500, or 9.4
percent more than one
year ago.
Inflation
(2023)
For all of 2023, inflation
grew at 3.4 percent.
Inflation is cooling but
absent a significant
economic downturn is
likely to remain above
the 2.0 percent target.
3 Quarterly Financial Report: Second Quarter Ending December 31, 2023
GENERAL FUND
Current Budget
The City adopted the 2023-24 Budget with the intent of having to use approximately $2.02 million in one-time Local Economic Augmentation Fund (LEAF) to help balance the 2023-24 Budget. At the end of FY 2022-23 there were several projects, contracts, and transactions that were not yet completed. The remaining appropriations for those have been carried forward into FY 2023-
24. A discussion of the changes in each category follows in the “Revenue Variances” and “Expenditure” sections of this report.
Major Revenues
Through the second quarter , revenue receipts are at 41.6 percent of projections. Receipts from the four major General Fund revenue sources, as shown in the top chart on the right, account for approximately 75 percent of total General Fund revenues.
Revenues are less than the second quarter projection primarily because property tax in lieu amounts are not received until late January and May each year; however, sales tax receipts are reflecting consumers’ concern about the economy.
Expenditures
Through the second quarter, expenditures are at 43.2 percent of total budget. The lower chart on the right presents General Fund expenditures by type and shows that each type of operating cost is trending within budget. Staffing is under budget by 4.5 percent, or $2.9 million, due to vacancies mostly experienced in the Police Department. Recruitment of lateral and entry positions will continue to be the Department’s focus to fill 31 vacancies. Contracts & Services is under budget by 12.3 percent, or $1.4 million due to timing of the General Plan Update project. Capital is under budget by 14.6 percent, or $98,100, due to the timing of some planned capital purchases for the Fire Department.
Year-Over-Year Comparison
The chart below compa res revenue receipts, expenditures, and transfers for the second quarter ending December 31 , 2023, versus the second quarter ending December 31, 2022.
36.3%
59.6%
42.9%
32.4%
51.5%
All Other
Revenues
Licenses,
Permits, & Fees
Hotel/Bed Tax
Property Tax
Sales Tax
REVENUES
Actual Budget
47.3%
50.0%
35.4%
49.3%
50.1%
37.7%
45.5%
Transfers
Debt Service
Capital Outlay
Maintenance &
Operations
Materials &
Supplies
Contracts &
Services
Staffing
EXPENDITURES
Actual Budget
$34.578
$3.445
$40.371
$1.816
$35.615
$3.218
$37.577
$1.549
$-
$10.0
$20.0
$30.0
$40.0
$50.0
Operating
revenues
Operating
revenues
Transfers-in Transfers-in Operating
Expenses
Operating
Expenses
Transfers-
out
Transfers-
out
Millions
GENERAL FUND REVENUES AND EXPENDITURES BY TYPE
2023-24 2022-23
Operating Revenues Transfers-In Operating Expense Transfers-Out 4 Quarterly Financial Report: Second Quarter Ending December 31, 2023
GENERAL FUND (CONTINUED)
Revenue Variances
Property Tax is the only key revenues experiencing an increase over last year. Here are the highlights of what is driving the variances in these individual revenue sources received through the second quarter.
Key variances include:
• Property Tax: The bulk of these payments are received through Santa Barbara County in December, January, April, and May of each year. Property Tax received is 8.5 percent, or $655,100, more than last fiscal year.
• Sales Tax : R eceipts are 3.8
percent, or $ 655,400, less than
last year. With concerns about
the economy still looming,
consumers reduced spending in
the categories of general
consumer goods in discount
stores, home furnishings, and electronics , as
well as autos-transportation with new and used car sales falling even as pricing and financing remained near historic highs. Consumers are waiting to see what the Fed will do with interest rates resulting in waning building -construction as home sales slowed and home improvement projects were placed on hold.
• Ho tel/Bed Tax : Through December, Transient Occupancy Tax (TOT) receipts are 10.9 percent, or $224,400, less than last fiscal year and behind estimates by 7.1 percent, or $303,400. The year-over-year decline is reflective of broader travel options open ing up post-pandemic; however, l ocal marketing cadence is anticipated to pick up in the next couple months. • Licenses, Permits, & Fees: Permit revenue of $1.9 million exceeds projections by 9.6 percent, or $297,800, but is 18.0 percent, or $407,000, less than last year . Last year’s revenue included issuance of a permit for 184 housing units in Centennial Square, an apartment complex on the southwest corner of Miller and Plaza Drive. This year , 566 permits have been issued with 8 9 issued for accessory dwelling units (ADUs). This is a slight decline from last year ’s 569 permits issued with 104 iss ued for ADUs ; however, permit activity exceeded projections due to a consistent level of requests to construct ADUs in Santa Maria.
$-
$1.0
$2.0
$3.0
$4.0
July Aug Sept Oct Nov Dec
SALES TAX RECEIPTS BY MONTH
23-24 Actual 22-23 Actual
51.5%
32.4%
42.9% 59.6%
36.3%
56.1%
31.4%
65.3% 73.2%
38.2%
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
Millions
GENERAL FUND REVENUES
Budget 2023-24 Actual 2022-23 Actual
Sales Tax Property Tax Hotel/Bed Tax All Other RevenuesLicenses, Permits, & Fees
General consumer goods experienced downturn in discount stores, home furnishings, and electronics as consumers stayed concerned about the economy. - HdL, the City’s sales tax consultant
5 Quarterly Financial Report: Second Quarter Ending December 31, 2023
GENERAL FUND (CONTINUED)
Expenditures
For the second quarter, ending December 31, 2023, expenditures are 43.2 percent of total budget. The chart below presents the percentage of expenditures by department:
Key variances include:
• Community Development : Under budget by 12.8 percent, or $866,500, due to the timing of expenditures for contractual services. The contract for the General Plan Update extended into the current fiscal year.
• Fire: U nder budget by 7.6 percent, or $875,800, due to vacancies and fewer mutual aid responses resulting in lower overtime costs, as well as timing of some capital purchases. • Public Works: U nder budget by 5.8 percent, or $281,300, due to vacancies as well as timing of contract service agreements and operating and maintenance expenses. • Recreation & Parks: Under budget by 5.2 percent, or $687,200, due to vacancies in Administration and Recreation, and timing of contractual services.
• Police: Under budget by 4.3 percent, or $1.6 million, due to vacant positions which have resulted in salary (and benefits) savings of $1. 5 million through December as recruitment of lateral and entry positions continues to be a focus for the department. For reference, salary savings through September were $1.6 million. There are currently 20 Police Officer vacancies; however, eight trainees are poised to complete the academy.
• City Manager’s Office : Over budget by 0.6 percent, or $56,900. The salaries and benefits category is over by 9.5%, or $265,300; however, that overage is largely offset by savings in the contracts and services category.
• Other General Fund Departments: The remaining General Fund departments are under budget by between 1.5 to 3.7 percent.
45.7%
44.8% 42.4% 50.6% 37.2% 44.2% 46.3% 47.3% 48.5% 47.1%
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
Millions
GENERAL FUND YEAR-TO-DATE ACTUAL
EXPENDITURES BY DEPARTMENT
Budget Actual
As of November 2023, the City has processed permits for the building and completion of 1,007 Accessory Dwelling Units (ADUs), dating back six years. Another 507 ADUs have permits issued and/or are under construction, and another 368 ADUs are in plan review. In total, 1,882 ADUs are either built, under construction, or in review. One ADU permit warrants approximately 25 building inspections, from beginning of construction to end.
6 Quarterly Financial Report: Second Quarter Ending December 31, 2023
MEASURE U FUND
The following table shows that revenues received through December are at 51.2 percent of budget, or $13.8 million. Expenditures are 37.9 percent of budget, or $4.9 million under budget.
MEASURE U FUND
(in millions)
FY 2023-24
Budget
2Q 2024
Percent
Revenue $ 26,886 $ 13,756 51.2%
Expenses
Community Development $ 963 419 43.5%
City Manager’s Office 189 96 50.9%
Finance 3 - -
Library 1,232 564 45.8%
Recreation & Parks 3,692 1,463 39.6%
Fire 21,449 6,753 31.5%
Police 13,090 6,085 46.5%
Total Expenses $ 40,618 $ 15,380 37.9%
Most of the budget underrun, $4.0 million, is in the Fire Department and is primarily due to the timing of $9.4 million of capital projects, including the design and construction of a training center, the renovation design of the Fire administration building, and the purchase of a second ladder truck. The Police Department is under budget by about $459,000 due to capital purchases, including tasers and the body camera system that will be paid for using other available funds. Recreation & Parks is under budget by $384,000 due to vacancies in various stages of recruitment and the timing of capital purchases. Community Development is under budget by $63,000 due to Code Enforcement position vacancies. The Library is under budget by $52,000 due to timing of capital projects.
The budget in the City Manager’s Office is for the costs associated with maintaining the City’s mass notification system databas e and the Public, Education, and
Government (PEG) Production Manager position, which
was restored to full-time through adoption of the 2023-24 budget. The Finance budget is for the annual
independent audit of Measure U financial activity.
Through December, Measure U expended 89 percent on
Public Safety, 6 percent on Youth Services, and 5 percent on Quality of Life.
The City began the 2024-26 Financial Plan Development. A Department Directors’ forum was held to discuss Citywide operational priorities. A Budget Development kickoff was held in December and the City Departments will be engaged through May, working closely with the Finance Department and the City Manager’s Office. City Council Goals Setting Workshop was held on February 19. A preliminary Financial Plan will be prepared based on the City Council goals. $13.7
$0.9
$0.8
MEASURE
U BY
CATEGORY
Public Safety Actual Youth Services Actual
Quality of Life Actual Balance Available
7 Quarterly Financial Report: Second Quarter Ending December 31, 2023
ENTERPRISE FUNDS
The Statement of Revenues and Expenses through the second quarter ending December 31, 2023, for the three enterprise funds, are shown on the table below.
ENTERPRISE FUNDS
(in millions)
Water /
Wastewater
Solid
Waste
Public
Transit
Revenues
Charges for Service $ 26,949 $ 16,419 $ 292
Interest Income 732 280 103
Other Revenue 1,555 31 8,257
Total Revenues $ 29,236 $ 16,730 8,652
Expenses
Operating $ 8,337 $ 14,692 $ 2,414
Capital 1,671 1,918 6,135
State Water Payment 11,750 - -
Debt Service 749 - -
Total Expenses $ 22,507 $ 16,610 $ 8,549
Revenues/Expenses $ 6,729 $ 120 $ 103
Water/Wastewater Funds
Revenues exceeded expenditures by $6.7
million, which is $1.4 million more than last year.
Revenues increased 8.9 percent, or $2.4 million,
compared to the prior year due to higher
revenues generated through sales of metered
water. Expenses are $1.0 million more than last
year primarily due to an increase in payments
to the Central Coast Water Authority. Through
the s econd quarter, Water and Wastewater
operational expenses are under budget by
11.0 percent because of personnel savings
from vacant positions and timing of payment
of ongoing maintenance and contractual
services agreements.
Public Works showed off its new Damera electric buses at the Transit Center on November 13, 2023. These buses will be used for Microtransit, which will be introduced in the near future.
8 Quarterly Financial Report: Second Quarter Ending December 31, 2023
ENTERPRISE FUNDS (CONTINUED)
Solid Waste Funds
The Solid Waste Fund reports refuse collection and disposal activities. Through the second quarter, Solid Waste revenues exceeded expenditures by $120,400 because operational costs are under budget by 8.2 percent, or $2.9 million. Budget of $10.8 million was carried forward to 2023-24 to complete several capital projects, including $6.1 million towards development of the Integrated Waste Management Facility at Los Flores and $2.3 million for the landfill collection gas system expansion project.
Public Transit Funds
The City operates the Santa Maria Regional Transit (SMRT) and Breeze Transit systems, which are funded by a combination of Federal grants, State transportation funds, and user fares. Fare revenue through the second quarter is approximately
$292,300, which is about $ 5,700 more than fares earned through the second quarter of the prior year. This difference is attributed to an increase in ridership. The farebox ratio through September 30, 2023, is 12.1 percent based on fares received and operating expenses recorded to date.
FY 2024-26 BIENNIAL BUDGET DEVELOPMENT
The City is currently developing the FY 2024-26 biennial budget. Public engagement will be encouraged at the City Council’s meetings in May and June, during which budget presentations and discussion will be conducted and feedback received. The final budget will be presented with a public hearing at the City Council meeting.
Get the latest information on public meetings related to the development of the FY 2024-26 biennial budget by visiting the City’s website at:
https://www.cityofsantamaria.org/services/departments/city -clerk- records/agendas-reports-meeting-videos.
JUNE:
Final
budget
adopted
MAY:
Proposed
budget
presented
to City
Council
APRIL:
Preliminary
budget
updated
MAR-APR:
Budget
Team
decides on
new
initiatives
FEB-MAR:
Budget
Team
reviews
and adjusts
requests
DEC-FEB:
Depts.
prepare
operating
and capital
requests
OCT-NOV:
Baseline
budget
developed
for depts.
9 Quarterly Financial Report: Second Quarter Ending December 31, 2023
FUND BALANCE
General Fund
The table below shows, with 50 percent of the year complete, revenues are at 41.6 percent of projections while expenditures are at 45.1 percent of appropriations. The beginning fund balance is an estimate because the City’s annual audit is not finalized.
GENERAL FUND
(in millions) Budget 2nd Quarter Percent
Beg. Fund Bal. $ 10,072 $ 10,072
Revenues* 91,309 38,023 41.6%
Expenditures* 93,560 42,187 45.1%
Rev/Exp $ (2,251) $ (4,164)
Avail. Bal. $ 7,821 $ 5,908
*Includes Transfers
Measure U Fund
The table below shows, with 50 percent of the year complete, revenues are at 51.2 percent of projections while expenditures are at 37.9 percent of appropriations. The beginning fund balance is an estimate because the City’s annual audit is not finalized.
MEASURE U FUND
(in millions) Budget 2nd Quarter Percent
Beg. Fund Bal. $ 17,060 $ 17,060
Revenues* 26,886 13,756 51.2%
Expenditures* 40,618 15,380 37.9%
Rev/Exp $ (13,732) $ (1,624)
Avail. Bal. $ 3,328 $ 15,436
ATTACHMENT B
CITY MANAGER RECOMMENDED BUDGET AMENDMENTS:
CITY ATTORNEY’S OFFICE / GENERAL FUND
Increase allocation of 1.0 FTE Deputy City Attorney/City Prosecutor position.
The City Attorney’s Office seeks to add one position vital to City operations in addressing criminal prosecutions of the Santa Maria Municipal Code issued by City departments . The current City Prosecutor is a contracted position that handles over 200 to250 cases on average every year and the individual filling the position is on the verge of retirement. The City Attorney’s Office anticipates this case level will significantly increase once the position is brought in-house as many cases currently go unprose cuted due to inadequate staffing levels. Additionally, this position is critical to meet the Division of Risk Management’s needs in supporting department requests to obtain compensation for City property damage caused by outside parties. There is no fiscal impact of this addition through the remainder of FY 2023 -24 as appropriations in the General Fund are sufficient. The annualized fiscal impact beginning in FY 2024-25 is estimated at $327,100.
CITY ATTORNEY’S OFFICE / INSURANCE FUND
Increase allocation of 1.0 FTE Confidential Technician II.
The City Attorney’s Office seeks to add one 1.0 FTE position which is critical for succession planning and assisting in the management of liability, property, workers’ compensation, and contract management. This is in addition to handling day-to-day operations of intake of all types of claims. Without this essential position, Risk Management cannot properly operate. There is no fiscal impact of this addition through the remainder of FY 2023 -24 as appropriations in th e Insurance Fund are sufficient. The annualized fiscal impact beginning in FY 2024-25 is estimated at $94,700. Ongoing costs in future years will be funded by charges to General Fund and Enterprise Funds.
CITY MANAGER’S OFFICE / GENERAL FUND
Increase allocation of 1.0 FTE Economic Development Manager from the General Fund.
To provide a more responsive and focused economic development program, the City Manager’s Office proposes to establish an internal position utilizing current budget dollars for funding the position. The Economic Development Manager, a new position within t he Business Program Leader Classification, will be committed to creating economic opportunities for workers, investors, and entrepreneurs within the City of Santa Maria. Creating a vital and competitive economy is crucial to support the ongoing costs of Ci ty-funded programs and services while increasing prosperity and quality of life for the City’s residents and businesses.
The Economic Development Manager will be funded using an existing budget appropriation currently used to pay for outside economic deve lopment services. By establishing the position, the City will be able to create a strong line of communication and continuous interaction with City staff and programs. There is no fiscal impact in the current fiscal year. The ongoing cost to fund the one FTE, Economic Development Manager, is estimated at $ 240,000, which will be offset by savings from the current contract with the Chamber of Commerce in the amount of $222,500.
CITY MANAGER’S OFFICE / GENERAL FUND
Increase allocation of 3.0 FTE Confidential Technician I /II and 2.0 FTE Business Program Leader positions.
Funding from the American Rescue Plan Act (ARPA) was programmed from January 2022 through June 2024 for the addition of three 1.0 FTE fixed-term Confidential Technician I/II positions and two 1.0 FTE Business Program Leader positions for the Human Resources Division in the City Manager’s Office. The City Manager’s Office and Human Resources is seeking to maintain service delivery within these central services functions with an in crease in allocation of three 1.0 FTE Confidential Technician I/II and two 1.0 FTE Business Program Leader positions in the General Fund. There is no fiscal impact of this addition through the remainder of FY 2023-24 as funding from ARPA will continue to be utilized. The annualized fiscal impact beginning in FY 2024 -25 is estimated at $689,700, comprised of $202,800 for each 1.0 FTE Business Program Leader and $94,700 for each 1.0 FTE Confidential Technician II.
COMMUNITY DEVELOPMENT / GENERAL FUND
Increase allocation of 1.0 FTE Deputy Building Official position.
The Community Development Department is requesting an allocation of one 1.0 FTE position to address the need for additional leadership and supervision required for the high volume of construction activity in the city. This would alleviate the Building Official’s workload of managing the Building Division’s three operating sections: plan review, permit issuance, and building inspections. The Building Division currently issues approximately 3,000 permits and conducts 15,000 inspections annually. The addition of this position would also address the high inspection volume since the Deputy Building Official will be a working supervisor. The fiscal impact of this addition through the remainder of FY 2 023-24 is estimated at $53,600. The annualized fiscal impact beginning in FY 2024-25 is estimated at $214,500.
FINANCE / GENERAL FUND
Increase allocation of 2.0 FTE Confidential Technician I positions.
Funding from the American Rescue Plan Act (ARPA) was programmed from January 2022 through June 2024 for the addition of two 1.0 FTE fixed-term Confidential Technician I positions for the Payroll Division in the Finance Department. As a central service business unit, Payroll is responsible for providing timely and accurate payments to more than 755 employees, while maintaining compliance with City policies and procedures, labor agreements, and State and Federal laws. These positions were identified as critical to align effective service delivery to the City’s workforce in order to publicly serve the residents of Santa Maria. The Finance Department is seeking to maintain the level of service provided by the Payroll Division with an increase in allocation of two 1.0 FTE Confidential Technician I positions i n the General Fund. The re is no fiscal impact of this addition through the remainder of FY 2023 -24 as funding from ARPA will continue to be utilized . The annualized fiscal impact beginning in FY 2024 -25 is estimated at $189,400.
FIRE / GENERAL FUND
Increase appropriations by $323,900 in the General Fund and increase allocation of 9.0 FTE Firefighter positions.
The Fire Department is seeking to hire nine 1.0 FTE Firefighters to start in a scheduled recruit academy scheduled in April 2024. These positions will staff a full -service fire engine at Fire Station 6, which is located at the Santa Maria Public Airport. A new response unit in the southwest area of the City will: 1) improve response times to emergency calls for service in the southern section of the City; 2) alleviate the need for Engine 4 to vacate its response area in the southeast to provide contracted support for airport operations; and, 3) move toward the improvement of the City’s Insurance Services Office rating, which in turn may improve insurance costs to residents and businesses located within the city limits. The fiscal impact of this addition through the remainder of FY 2023 -24 is estimated at $323,900 . The annualized fiscal impact beginning in FY 2024-25 is estimated at $1,403,400.
RECREATION & PARKS / GENERAL FUND
Increase appropriations by $500,000 in the General Fund for water, refuse, and sewer expenditures.
The Recreation & Parks Department assumed fiscal responsibility for the services at retention basins associated with Recreation facilities. The operating budget within the Measure U Fund is not sufficient to cover these costs. Through the second quarter, 92 percent of the budget appropriated for water, refuse and sewer charges have been spent. Appropriating additional funding from the General Fund will allow the department to continue to irrigate and remove trash and waste from the basins and parks, thereby providing a health outdoor environment for our residents. The alternative would be to decrease watering, thereby res ulting in brown basins as the grass dies, the landscape deteriorates, and trash increases. The annualized fiscal impact beginning in FY 2024-25 is estimated at $500,000.
RECREATION & PARKS / GENERAL FUND
Increase appropriations by $39,400 in the General Fund and increase allocation of 1.0 FTE Senior Park Services Officer.
The Recreation & Parks Department is seeking to add one 1.0 FTE Senior Park Services Officer position based on recommendations from the recently completed organizational assessment conducted by Baker Tilly. The organizational assessment identified that the Park Services Officer program, which operates as a quasi-public safety group with citation authority that closely coordinates with the Police Department, has a propensity for higher r isk and higher profile incidents. The two existing Park Services Office III positions act as supervisors of the unit, although the job description states it is a lead worker position and does not provide direct supervisory duties. For these reasons, the pr ogram would be better managed with supervision from a senior level in the reporting structure. In addition, changing the reporting structure for the program will aid in distributing span of control in a more equitable manner. Additionally, by adding this level of a position, one supervisor can effectively manage and supervise the program, which is in line with best practices for appropriate supervision. It will also address any potential working out of class issues. The fiscal impact of this addition throug h the remainder of FY 2023 -24 is
estimated at $39,400 for the General Fund. The annualized fiscal impact beginning in FY 2024- 25 is estimated at $157,600.
RECREATION & PARKS / NORTHWEST LANDSCAPE DISTRICT FUND
Increase appropriations by $22,500 in the Special Districts Fund and increase allocation of 1.0 FTE Account Clerk I/II.
The Recreation & Parks Department is seeking to add one 1.0 FTE Account Clerk I/II position based on recommendations from the recently completed organizational assessment conducted by Baker Tilly. The organizational assessment identified a significant shortage of administrative support in the department. This position will support the existing Business Program Leader and Office Assistant II that are currently responsible for all administrative functions, including payroll, employee evaluations, workers’ compensation, incident reporting, recruitments, the department’s budget, and purchasing. To be effective, additional staffing support is required to meet the current and growing needs of the department. The fiscal impact of this addition through the remainder of FY 2023 -24 is estimated at $22,500 in the Special Districts Fund . The annualized fiscal impact beginning in FY 2024-25 is estimated at $89,850.
PUBLIC UTILITIES / WATER FU ND, WASTEWATER FUND, SOLID WASTE COLLECTION
FUND, AND SOLID WASTE DISPOSAL FUND
Increase appropriations by $70,500 in the Water Fund, $ 154,700 in the Wastewater Fund, $10,400 in the Solid Waste Collection Fund, and $10,400 in the Solid Waste Disposal Fund for the increase in allocations of 1.0 FTE Business Program Leader, 1.0 FTE Wastewater Supervisor, and 1.0 FTE Water Resources Manager positions, and to purchase a vehicle for the Wastewater Supervisor.
The Utilities Department seeks to add three 1.0 FT E positions to meet critical operation needs in the Business and Water Resources Divisions. The increase in personnel costs for these three positions are included in the Department’s rate models for the identified Enterprise Funds. The Wastewater Supervisor and Water Resources Manager positions will be critical to the successful completion of the capital project for the Wastewater Treatment Plan upgrade that is required by the Regional Water Quality Control Board under the General Order.
Business Program L eader: This 1.0 FTE position will assist the day -to-day human resources and risk management functions occurring within the department in support of 124 full -time positions. The fiscal impact of this addition through the remainder of FY 2023-24 is estimated at $10,400 each in the Water, Wastewater, Solid Waste Collection, and Solid Waste Disposal Funds. The annualized fiscal impact beginning in FY 2024 -25 is estimated at $41,400 in each of those funds.
Wastewater Supervisor : This 1.0 FTE position will improve efficiencies and span of control by separating the two functions of Treatment Plan and Sewer Collections/Storm Sewer by allowing one supervisor to focus on the existing and future operations of the Treatment Plant and t he other to supervise the day -to-day operations of the Sewer Collections/Storm Sewer systems. The fiscal impact of this position addition through the remainder of FY 2023 -24 is estimated at $ 44,300 in the Wastewater Fund. The annualized fiscal impact of this position addition beginning in FY 2024-25 is estimated at $177,300. The fiscal impact of purchasing a vehicle in FY 2023-24 is $100,000.
Water Resources Manager : This 1.0 FTE position will separate the two operations of Water and Wastewater into two distinct functions with each managed by a division head.
This change is consistent with the current structure in the Solid Waste Division. The fiscal impact of this addition through the remainder of FY 2023 -24 is estimated at $60,100 in the Water Fund. The a nnualized fiscal impact beginning in FY 2024 -25 is estimated at $240,200.
PROPOSED BUDGET AMENDMENTS NOT RECOMMENDED AT THIS TIME .
APPROPRIATIONS WILL BE CONSIDERED DURING THE FY 24 -26 FINANCIAL PLAN DEVELOPMENT.
RECREATION & PARKS / GENERAL FUND
Increase appropriations by $22,500 in the General Fund and increase allocation of 1.0 FTE Account Clerk I/II.
The Recreation & Parks Department is seeking to add one 1.0 FTE Account Clerk I/II position based on recommendations from the recently completed organizational assessment conducted by Baker Tilly. The organizational assessment identified a significant shortage of administrative support in the department. Th is 1.0 FTE position will support the existing Business Program Leader and Office Assistant II that are currently responsible for all administrative functions, including payroll, employee evaluations, workers’ compensation, incident reporting, recruitments, the department’s budget, and purchasing. To be effective, additional staffing support is required to meet the current and growing needs of the department. The fiscal impact of this addition through the remainder of FY 2023 -24 is estimated at $22,500 for the General Fund. The annualized fiscal impact beginning in FY 2024 -25 is estimated at $ 89,850 in the General Fund.
CITY ATTORNEY’S OFFICE / INSURANCE FUND
Increase allocations of 1.0 FTE Business Program Leader II and 1.0 FTE Confidential Technician II.
The City Attorney’s Office seeks to add two 1.0 FTE positions critical for succession planni ng and assisting in the management of liability, property, workers’ compensation, and contract management. This is in addition to handling day-to-day operations of intake of all types of claims.
Without these essential positions, Risk Management cannot pro perly operate. There would be no fiscal impact of this addition through the remainder of FY 2023 -24 as appropriations in the Insurance Fund are sufficient. The annualized fiscal impact, however, beginning in FY 2024-25 is estimated at $297,500, comprised of $202,800 for the 1.0 FTE Business Program Leader and $94,700 for 1.0 FTE Confidential Technician II. Ongoing costs in future years will be funded by charges to General Fund and Enterprise Funds.
1/24/24, 5:05 PM City of Santa Maria - Class Specification Bulletin https://agency.governmentjobs.com/santamaria/default.cfm?action=specbulletin&ClassSpecID=1437904&headerfooter=0 1/4 Business Program
Leader
Bargaining Unit: Non-Represented
Management and Confidential Employees
Class Code:
173/174/175/181
CITY OF SANTA MARIA
Established Date: Dec 7, 2021
Revision Date: Apr 28, 2023
SALARY RANGE
$41.17 - $74.94 Hourly
$3,293.94 - $5,995.48 Biweekly
$85,642.44 - $155,882.48 Annually
SUMMARY/IDENTIFYING CHARACTERISTICS:The Business Program Leader classification is a middle-management leadership classification, with three levels of competency, skill and expertise encompassed within a single broadband job classification. Incumbents in this classification possess and exhibit Middle Management Core competencies.
Business Program Leader (BPL) incumbents are managers or analysts ranging from new to the management workforce to experienced senior managers and are leaders responsible for assignments that consist of complex and analytical staff work. Incumbents can have the following level of assignments:
At the new/entry level incumbents can work on projects, programs, initiatives, or services that are focused on internal department processes and procedures.
At the experienced journey or mid-level incumbents are typically responsible for project, programs, initiatives, or services that have may have an impact outside of their department or are leading multiple internal department process and procedures that are high-level, complex, and analytical. Incumbents performing at this level typically have department-wide responsibilities at a policy making decision level or could have impact on operational procedures in other city departments.
At the senior management level incumbents typically perform highly complex and specialized citywide budgetary, fiscal management, city- wide practices/procedures or organizational workforce strategic analysis for the purpose of developing citywide budgetary, financial, organizational practices/procedures and workforce strategies for use by other city departments. They are responsible for large complex projects, programs, initiatives, or services that have citywide and/or community-wide impacts and involve plans and/or decisions of a policy nature and of key importance to the city and have a long-term impact. Incumbents at this level typically exercise a high-level of independent action and decision making at the City-wide policy making level and interact across Departments with several Department Directors, City Manager and/or Elected Officials.
ESSENTIAL DUTIES/RESPONSIBILITIES:
The following describes the three levels of essential duties and responsibilities for the levels within the classification. The levels as shown below are not intended to show every job duty of the classification and instead are focused on the key concepts for the work at each level:
ATTACHMENT C
1/24/24, 5:05 PM City of Santa Maria - Class Specification Bulletin https://agency.governmentjobs.com/santamaria/default.cfm?action=specbulletin&ClassSpecID=1437904&headerfooter=0 2/4 New/Entry Level
At this level is an individual new to their role where their work hasbeen primarily high-level complex analytical staff work or could havesome journey level experience.Could perform a wide range of administrative, research and technicalwork supporting departmental functions.Could perform work at a journey level manager as they gain morework experience.Could manage administrative staff.Supports one or more core administrative functions or programs.May participate on committees or project teams.Through their analytical work, provides advise and recommendationsto departmental leadership.Participates in the development and implementation of departmentalpolicies.Exercises sound judgement.May deploy resources as necessary to accomplish work.Assumes responsibility for assignments.Possess technical expertise.Exercises independence in performing their work.Work is executed consistently and at an elevated level.
Journey/Mid-Level
This is a journey or mid-level skilled individual responsible for significant work in theirdepartment. This individual typically works independently, is strategic and routinelydelivers solid results.This level may lead a department program or function. Could lead a project team and may lead core administrative functions.Performs complex technical, professional, and analytical work for a wide range ofprograms and department activities and may advise on policy decisions.May provide professional support or lead one or more core administrativefunctions/programs.Deploys and coordinates resources necessary to accomplish program goals.Assumes responsibility for assigned project results and program outcomes.This level may or may not supervise staff, including other BPL staffExercises consistently sound judgement in making decisions and recommendingactions.Works strategically and effectively independently.Work is executed at a consistently elevated level.
Senior Management Level
This an experienced and highly skilled individual who can work independently and alignwork with department and citywide goals. This individual is organizationally savvy and acritical thinker. They are experienced at developing strategy, sound decision makingand delivering results.Responsible for large complex projects, programs, initiatives, or services that havecitywide and/or community-wide impacts and involve plans and/or decisions of a policynature of key importance to the city, and have a long-term impact.Performs complex technical, professional, and analytical work for a variety of programsand department activities and routinely provides advise and recommendations onpolicy decisions.May lead two or more core administrative functions/programs.Manages or supervises several departmental divisions or programs and supervisesprofessional, technical and support staff.Assumes responsibility for project results and program outcomes and deploys theresources necessary to be successful.Exercises consistently sound judgement in making decisions and recommendingactions.Performs complex business and policy analytics and advises and influences cityleadership on policy decisions.Leads complex projects within their department or on a citywide team. 1/24/24, 5:05 PM City of Santa Maria - Class Specification Bulletin https://agency.governmentjobs.com/santamaria/default.cfm?action=specbulletin&ClassSpecID=1437904&headerfooter=0 3/4 Balances and manages fiscal priorities.Exercises elevated level of independent action and decision making.Establishes multiple program objectives and measurable outcomes.Operates strategically on a city-wide level and can execute work at a consistentlyelevated level.Exercises a high-level of independent action and decision making at the City-widepolicy making level.Expected to interact and collaborate across Departments with several DepartmentDirectors, City Manager and /or Elected Officials.
CORE COMPETENCIES:
Middle Manager:Incumbents should have a solid foundation of Individual Contributor and Front-line Supervisorcore competencies identified by the organization, as well as the following core competenciesidentified as essential for Middle Manager (click the hyper link to see the full definition MiddleManager Competencies):Talent Development - Effective performers keep a continual eye on the talent pool tomonitor skills and needs of team members. They expand staff skills through training,coaching, and development. They evaluate and articulate present performance andfuture potential.Organizing & Planning - Effective performers have strong organizing and planningskills that allow them to be highly productive and efficient, manage time wisely, andeffectively prioritize multiple competing tasks.Organization Knowledge - Effective performers understand the workings of amunicipal organization, formal and informal policies, and structures, and know "how theplace works."Relationship Building - Effective performers understand that a primary factor insuccess is establishing and maintaining productive relationships. They interact withpeople and are good at it. They devote appropriate time and energy to establishing andmaintaining networks.Results Orientation - Effective performers maintain appropriate focus on outcomesand accomplishments, are motivated by achievement, and persist until the goal isreached. Industry Knowledge - Effective performers understand the general workings of localgovernment within which the organization functions and maintain a current knowledgebase.Written Communication - Effective performers write clearly and concisely, composinginformative and convincing documents. They use written language to convey substanceand intent with simplicity, accuracy, and clarity. Financial Acumen - Effective performers understand the financial framework of theorganization. They are cost conscious and fiscally responsible and use financial data tomake informed business decisions.Change Agility - Effective performers are adaptable, are effective in the face ofambiguity, and support an orientation for change. Technology Savvy - Effective performers use technology to be successful in theirorganizational role. They value technology and leverage existing and new technologyto achieve efficiency.
QUALIFICATIONS/EXPERIENCE:
Depending on the level of the assignment incumbents may be required to possess some or allthe following:
Current technical/professional knowledge of the complex principles, methods,standards, and techniques associated with the scope of work of a recognizedprofession,Possession of license(s) and/or certifications associated with the assignment, 1/24/24, 5:05 PM City of Santa Maria - Class Specification Bulletin https://agency.governmentjobs.com/santamaria/default.cfm?action=specbulletin&ClassSpecID=1437904&headerfooter=0 4/4 Educational degree in a specific area of study could be required depending on theassignment; and Mastery of some or all core competencies described, including those of IndividualContributor and Front-line Supervisor, depending on the assignment.
CONDITIONS OF EMPLOYMENT:
Possession of a valid and appropriate Driver License. Must have and maintain asatisfactory driving record and meet City liability requirements to drive for Citybusiness. Requires completion of a background investigation to the satisfaction of the City.The incumbent must meet the physical requirements of the job class and have mobility,balance, coordination, vision, hearing and dexterity levels appropriate to the duties tobe performed.
SUPPLEMENTAL INFORMATION:
May require completion of a pre-employment physical to the satisfaction of the City.Reasonable accommodation(s) for an individual with a qualified disability will beconsidered on a case-by-case basis.
CITY OF SANTA MARIA, CALIFORNIA
ADMINISTRATIVE LEADER
$3,293.94 - $4,482.60 / bi-weekly
$85,642.44 - $116,547.53 / annually
ATTACHMENT D Page 1 of 3
JOB TITLE: Administrative Leader DEPARTMENT: City Wide
CLASSIFICATION: Exempt UNIT: M GRADE: 436
ESTABLISHED: TBD LEVEL: Middle Manager
SUMMARY / IDENTIFYING CHARACTERISTICS:
The Administrative Leader classification is an entry to early journey middle-management leadership classification. Incumbents in this classification possess and exhibit Middle Management Core competencies.
This is a middle-manager who is either new to the management workforce or whose assignments primarily consist of high-level, complex, and analytic staff work while in turn exercising a high level of independence in his/her specific job assignment. As they gain more experience they are typically responsible for project, programs, initiatives, or services that have may have an impact outside of their department or are leading an internal department process and procedure that are mid-level, complex, and/or analytical.
ESSENTIAL DUTIES/RESPONSIBILITIES:
The following describes the essential duties and responsibilities. The duties as shown below are not intended to show every job duty of the classification and instead are focused on the key concepts for the work at this level.
Performing management-level staff work including conducting research and performing complex analysis and modeling providing advice and recommendations to departmental leadership. Functioning as a team member on significant projects producing high level analytic and support work related to the project;
Taking the lead on important projects that do not include a project team; Leading the efforts of project sub-committees;
Providing direct customer support (internal or external); Recommending project outcomes;
Preparing and monitoring budgets and performance measures; possessing technical expertise in a specific discipline(s);
May perform a wide range of administrative, research a nd technical work supporting departmental functions supporting one or more core administrative functions or programs. Participates in the development and implementation of departmental policies.
CORE COMPETENCIES:
Middle Manager:
CITY OF SANTA MARIA, CALIFORNIA
ADMINISTRATIVE LEADER
$3,293.94 - $4,482.60 / bi-weekly
$85,642.44 - $116,547.53 / annually
ATTACHMENT D Page 2 of 3
Incumbents should have a solid foundation of Individual Contributor and Front -line Supervisor core competencies identified by the organization, as well as the following core competencies identified as essential for Middle Manager (click the hyper link to s ee the full definition Middle Manager Competencies):
Talent Development - Effective performers keep a continual eye on the talent pool to monitor skills and needs of team members. They expand staff skills through training, coaching, and development. They evaluate and articulate present performance and future potential. Organizing & Planning - Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient, manage time wisely, and effectively prioritize multiple competing tasks.
Organization Knowledge - Effective performers understand the workings of a municipal organization, formal and informal policies, and structures, and know "how the place works." Relationship Building - Effective performers understand that a primary factor in success is establishing and maintaining productive relationships. They interact with people and are good at it. They devote appropriate time and energy to establishing and maintaining networks. Results Orientation - Effective performers maintain appropriate focus on outcomes and accomplishments, are motivated by achievement, and persist until the goal is reached. Industry Knowledge - Effective performers understand the general workings of local government within which the organization functions and maintain a current knowledge base. Written Communication - Effective performers write clearly and concisely, composing informative and convincing documents. They use written lang uage to convey substance and intent with simplicity, accuracy, and clarity.
Financial Acumen - Effective performers understand the financial framework of the organization.
They are cost conscious and fiscally responsible and use financial data to make informed business decisions.
Change Agility - Effective performers are adaptable, are effective in the face of ambiguity, and support an orientation for change.
Technology Savvy - Effective performers use technology to be successful in their organizational role. They value technology and leverage existing and new technology to achieve efficiency.
QUALIFICATIONS/EXPERIENCE:
Depending on the level of the assignment incumbents may be required to possess some or all the following:
Current technical/professional knowledge of the complex principles, methods, standards, and techniques associated with the scope of work of a recognized profession, Possession of license(s) and/or certifications associated with the assignment, Educational degree in a specific area of study; and
CITY OF SANTA MARIA, CALIFORNIA
ADMINISTRATIVE LEADER
$3,293.94 - $4,482.60 / bi-weekly
$85,642.44 - $116,547.53 / annually
ATTACHMENT D Page 3 of 3
Mastery of some or all core competencies described , including those of Individual Contributor and Front-line Supervisor, depending on the assignment.
Possession of a valid and appropriate Driver License. Must have and maintain a satisfactory driving record and meet City liability requirements to drive for City business. Requires completion of a background investigation to the satisfaction of the City. The incumbent must meet the physical requirements of the job class and have mobility, balance, coordination, vision, hearing and dexterity levels appropriate to the duties to be performed.
SUPPLEMENTAL INFORMATION:
May require completion of a pre-employment physical to the satisfaction of the City. Reasonable accommodation(s) for an individual with a qualified disability will be considered on a case-by-case basis.
CONDITIONS OF EMPLOYMENT:
CITY OF SANTA MARIA, CALIFORNIA
PROGRAM LEADER
$3,928.08 - $5,345.58 / bi-weekly
$102,130.20 - $138,985.09 / annually
ATTACHMENT E Page 1 of 3
JOB TITLE: Program Leader DEPARTMENT: City Wide
CLASSIFICATION: Exempt UNIT: M GRADE: 438
ESTABLISHED: TBD LEVEL: Middle Manager
SUMMARY / IDENTIFYING CHARACTERISTICS:
The Program Leader classification is a journey level middle-management leadership classification.
Incumbents in this classification possess and exhibit Middle Management Core competencies.
This is a journey-level leader with journey-level skills and abilities who is responsible for a unit, section, or specific function within a department OR a manager who is responsible for leading significant projects and project teams. This class may or may not supervise others, including Administrative Leaders. This mid- level manager or journey level skilled individual responsible for significant work in their department or division. This individual typically works independently, is strategic and is routinely expected to deliver solid results.
ESSENTIAL DUTIES/RESPONSIBILITIES:
The following d escribes the essential duties and responsibilities. The duties as shown below are not intended to show every job duty of the classification and instead are focused on the key concepts for the work at this level.
• Leading teams and/or significant departmental projects; • Taking full leadership responsibility for assigned teams/projects; • Designing and implementing customer- service solutions and initiatives; • Ensuring high-quality customer service is delivered by subordinate staff; • Developing and managing budgets;
• Setting team/project goals and measurements;
• Assuming full accountability for team/project outcomes; • Obtaining and deploying resources necessary to manage team/project; • Performs very complex technical, professional, and analytical work for a wide range of programs and department activities and may advise on policy decisions. • Provides professional support or leads one or more core administrative functions/programs. • Exercises consistent sound judgement in making decisions and recommending actions. • Works strategically and effectively independently.
• Work is executed at a consistently elevated level.
CORE COMPETENCIES:
CITY OF SANTA MARIA, CALIFORNIA
PROGRAM LEADER
$3,928.08 - $5,345.58 / bi-weekly
$102,130.20 - $138,985.09 / annually
ATTACHMENT E Page 2 of 3
Middle Manager:
Incumbents should have a solid foundation of Individual Contributor and Front -line Supervisor core competencies identified by the organization, as well as the following core competencies identified as essential for Middle Manager (click the hyper link to see the full definition Middle Manager Competencies):
Talent Development - Effective performers keep a continual eye on the talent pool to monitor skills and needs of team members. They expand staff skills through training, coachi ng, and development. They evaluate and articulate present performance and future potential. Organizing & Planning - Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient, manage time wisely, and effectively prioritize multiple competing tasks.
Organization Knowledge - Effective performers understand the workings of a municipal organization, formal and informal policies, and structures, and know "how the place works." Relationship Building - Effective performers understand that a primary factor in success is establishing and maintaining productive relationships. They interact with people and are good at it. They devote appropriate time and energy to establishing and maintaining networks. Results Orientation - Effective performers maintain appropriate focus on outcomes and accomplishments, are motivated by achievement, and persist until the goal is reached. Industry Knowledge - Effective performers understand the general workings of local government within which the organization functions and maintain a current knowledge base. Written Communication - Effective performers write clearly and concisely, composing informative and convincing documents. They use written language to convey substance and intent with simplicity, accuracy, and clarity.
Financial Acumen - Effective performers understand the financial framework of the organization.
They are cost conscious and fiscally responsible and use financial data to make informed business decisions.
Change Agility - Effective performers are adaptable, are effective in the face of ambiguity, and support an orientation for change.
Technology Savvy - Effective performers use technology to be successful in their organizational role. They value technology and leverage existing and new technology to achieve efficiency.
QUALIFICATIONS/EXPERIENCE:
Depending on the level of the assignment incumbents may be required to possess some or all the following:
Current technical/professional knowledge of the complex principles, methods, standards, and techniques associated with the scope of work of a recognized profession, Possession of license(s) and/or certifications associated with the assignment, Educational degree in a specific area of study; and
CITY OF SANTA MARIA, CALIFORNIA
PROGRAM LEADER
$3,928.08 - $5,345.58 / bi-weekly
$102,130.20 - $138,985.09 / annually
ATTACHMENT E Page 3 of 3
Mastery of some or all core competencies described , including those of Individual Contributor and Front-line Supervisor, depending on the assignment.
Possession of a valid and appropriate Driver License. Must have and maintain a satisfactory driving record and meet City liability requirements to drive for City business. Requires completion of a background investigation to the satisfaction of the City. The incumbent must meet the physical requirements of the job class and have mobility, balance, coordination, vision, hearing, and dexterity levels appropriate to the duties to be performed.
SUPPLEMENTAL INFORMATION:
May require completion of a pre-employment physical to the satisfaction of the City. Reasonable accommodation(s) for an individual with a qualified disability will be considered on a case-by-case basis.
CONDITIONS OF EMPLOYMENT:
CITY OF SANTA MARIA, CALIFORNIA
BUSINESS LEADER
$4,684.31 - $6,374.70 / bi-weekly
$121,492.17 - $165,742.31 / annually
ATTACHMENT F Page 1 of 3
JOB TITLE: Business Leader DEPARTMENT: City Wide
CLASSIFICATION: Exempt UNIT: M GRADE: 437
ESTABLISHED: TBD LEVEL: Middle Manager
SUMMARY / IDENTIFYING CHARACTERISTICS:
The Business Leader classification is a senior experienced middle-management leadership classification.
Incumbents in this classification possess and exhibit Middle Management Core competencies.
This is an experienced and highly skilled individual who can work independently and align work with department and citywide goals. This individual is organizationally savvy and a critical thinker. They are experienced at developing strategy, sound decision making and delivering results.
This is a senior -level middl e management/division head position typically reporting to executive management and responsible for a significant division within a department (a division is comprised of one or more section, units, and/or ONE complex or multiple functions) or for managing a core business or service of the department. This job class is also applicable to individuals who perform very highly and uniquely skilled technical and/or analytical work, but do not supervise or lead subordinates. The key distinguishing characteristics of these uniquely skilled individuals are that they typically have large independence of action to perform their duties under very general administrative supervision , and perform duties that require several years of advanced technical training and/or analytical experience.
ESSENTIAL DUTIES/RESPONSIBILITIES:
The following describes the essential duties and responsibilities. The duties as shown below are not intended to show every job duty of the classification and instead are focused on the key concepts for the work at this level.
Typically m anages and/or s upervises Administrative and/or Program Leaders as well as other technical and administrative staff;
Manages one or more departmental divisions OR performs highly skilled technical and analytical work;
Leads significant and/or complex departmental general programs, key service areas or projects that may have multiple major programs, projects, and/or functions impacts; Makes broad departmental policy decisions for the program/business and how the work is performed;
Makes decisions on the expansion of services and performs complex technical, professional, and analytical work for a variety of programs and department activities; Routinely performs complex business and policy analytics; advises and influences leadership on policy decisions;
Prioritizes and allocates resources within programs, projects, or city-wide initiatives;
CITY OF SANTA MARIA, CALIFORNIA
BUSINESS LEADER
$4,684.31 - $6,374.70 / bi-weekly
$121,492.17 - $165,742.31 / annually
ATTACHMENT F Page 2 of 3
Overseeing program, project or city -wide initiatives budget development and balancing those fiscal priorities;
Establishing measurements; and assuming accountability for program results; Coordinates resources with other programs or departments; Sets program goals and measurements.
CORE COMPETENCIES:
Middle Manager:
Incumbents should have a solid foundation of Individual Contributor and Front -line Supervisor core competencies identified by the organization, as well as the following core competencies identified as essential for Middle Manager (click the hyper link to see the full definition Middle Manager Competencies):
Talent Development - Effective performers keep a continual eye on the talent pool to monitor skills and needs of team members. They expand staff skills through training, coachi ng, and development. They evaluate and articulate present performance and future potential. Organizing & Planning - Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient, manage time wisely, and effectively prioritize multiple competing tasks.
Organization Knowledge - Effective performers understand the workings of a municipal organization, formal and informal policies, and structures, and know "how the place works." Relationship Building - Effective performers understand that a primary factor in success is establishing and maintaining productive relationships. They interact with people and are good at it. They devote appropriate time and energy to establishing and maintaining networks. Results Orientation - Effective performers maintain appropriate focus on outcomes and accomplishments, are motivated by achievement, and persist until the goal is reached. Industry Knowledge - Effective performers understand the general workings of local government within which the organization functions and maintain a current knowledge base. Written Communication - Effective performers write clearly and concisely, composing informative and con vincing documents. They use written language to convey substance and intent with simplicity, accuracy, and clarity.
Financial Acumen - Effective performers understand the financial framework of the organization.
They are cost conscious and fiscally responsible and use financial data to make informed business decisions.
Change Agility - Effective performers are adaptable, are effective in the face of ambiguity, and support an orientation for change.
Technology Savvy - Effective performers use technology to be successful in their organizational role. They value technology and leverage existing and new technology to achieve efficiency.
CITY OF SANTA MARIA, CALIFORNIA
BUSINESS LEADER
$4,684.31 - $6,374.70 / bi-weekly
$121,492.17 - $165,742.31 / annually
ATTACHMENT F Page 3 of 3
QUALIFICATIONS/EXPERIENCE:
Depending on the level of the assignment incumbents may be required to possess some or all the following:
Current technical/professional knowledge of the complex principles, methods, standards, and techniques associated with the scope of work of a recognized profession, Possession of license(s) and/or certifications associated with the assignment, Educational degree in a specific area of study; and
Mastery of some or all core competencies described , including those of Individual Contributor and Front-line Supervisor, depending on the assignment.
Possession of a valid and appropriate Driver License. Must have and maintain a satisfactory driving record and meet City liability requirements to drive for City business. Requires completion of a background investigation to the satisfaction of the City. The incumbent must meet the physical requirements of the job class and have mobility, balance, coordination, vision, hearing and dexterity levels appropriate to the duties to be performed.
SUPPLEMENTAL INFORMATION:
May require completion of a pre-employment physical to the satisfaction of the City. Reasonable accommodation(s) for an individual with a qualified disability will be considered on a case-by-case basis.
CONDITIONS OF EMPLOYMENT:
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 02/20/2024
Grade Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H 322 ACCOUNT CLERK - SCALE HOUSE g 1,792.84 1,882.48 1,976.60 2,075.43 2,179.20 324 ACCOUNT CLERK I g 1,749.07 1,836.52 1,928.35 2,024.77 2,126.01 323 ACCOUNT CLERK II g 1,934.36 2,031.08 2,132.63 2,239.26 2,351.22 370 ACCOUNTING TECHNICIAN I g 2,124.16 2,230.37 2,341.89 2,458.98 2,581.93 371 ACCOUNTING TECHNICIAN II g 2,342.40 2,459.52 2,582.50 2,711.63 2,847.21 374 ACCOUNTING TECHNICIAN III g 2,459.51 2,582.49 2,711.61 2,847.19 2,989.55 367 ADMINISTRATIVE ASSISTANT g 2,331.53 2,448.11 2,570.52 2,699.05 2,834.00 436 ADMINISTRATIVE LEADER m 3,293.94 3,442.17 3,597.07 3,758.94 3,928.09 4,104.85 4,289.57 4,482.60 447 ARFF SPECIALIST I f 2,660.59 2,793.62 2,933.30 3,079.97 3,233.97 448 ARFF SPECIALIST II f 2,926.60 3,072.93 3,226.58 3,387.91 3,557.31 176 ASSISTANT CITY ATTORNEY (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
146 ASSISTANT CITY MANAGER (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
203 ASSISTANT PLANNER g 2,386.39 2,505.71 2,631.00 2,762.55 2,900.68 008 ASSISTANT TO THE CITY MANAGER m 4,259.48 4,472.45 4,696.07 4,930.87 5,177.41 204 ASSOCIATE PLANNER g 3,010.89 3,161.43 3,319.50 3,485.48 3,659.75 176 ASST DIR OF RECREATION & PARKS (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
388 AUTOMOTIVE SERVICE WRITER g 2,533.34 2,660.01 2,793.01 2,932.66 3,079.29 140 BUILDING DIVISION MANAGER m 4,636.18 4,867.99 5,111.39 5,366.96 5,635.31 217 BUILDING INSPECTOR I g 2,517.25 2,643.11 2,775.27 2,914.03 3,059.73 220 BUILDING INSPECTOR II g 2,775.92 2,914.72 3,060.46 3,213.48 3,374.15 347 BUILDING PERMIT TECHNICIAN I g 2,156.35 2,264.17 2,377.38 2,496.25 2,621.06 348 BUILDING PERMIT TECHNICIAN II g 2,386.65 2,505.98 2,631.28 2,762.84 2,900.98 438 BUSINESS LEADER m 4,684.31 4,895.10 5,115.38 5,345.57 5,586.12 5,837.50 6,100.19 6,374.70 173/174/
175/181 BUSINESS PROGRAM LEADER (Broadband) m 3,293.94 - - - 5,995.48 164 BUSINESS SYSTEMS ANALYST m 3,660.08 3,843.08 4,035.23 4,236.99 4,448.84 230 CAD TECHNICIAN g 2,643.52 2,775.70 2,914.49 3,060.21 3,213.22 264 CHIEF BUILDING INSPECTOR g 3,059.46 3,212.43 3,373.05 3,541.70 3,718.79 130 CHIEF DEPUTY CITY CLERK m 4,123.90 4,330.10 4,546.61 4,773.94 5,012.64 146 CHIEF HUMAN RESOURCES OFFICER (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
146 CHIEF INFORMATION OFFICER (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
150 C HIEF OF POLICE (Corp Leader Broadband - Safety) psmp 7,923.08 - - - 11,884.62 226 CHIEF PUBLIC WORKS INSPECTOR g 2,680.06 2,814.06 2,954.76 3,102.50 3,257.63 146 CITY ATTORNEY (Corp Leader Broadband - Non
Safety) m 7,490.39 - - - 11,432.70
179 CITY MANAGER (Broadband) m 9,300.97 - - - 13,244.30 166 CODE ENFORCEMENT OFFICER I g 2,327.73 2,444.12 2,566.33 2,694.65 2,829.38 167 CODE ENFORCEMENT OFFICER II g 2,541.92 2,669.02 2,802.47 2,942.59 3,089.72 165 CODE ENFORCEMENT SUPERVISOR g 3,059.60 3,212.58 3,373.21 3,541.87 3,718.96 168 CODE ENFORCEMENT TECHNICIAN g 1,872.00 1,965.60 2,063.88 2,167.07 2,275.42 211 COMMUNITY PROGRAMS MANAGER m 3,980.76 4,179.80 4,388.79 4,608.23 4,838.64 340 CONFIDENTIAL OFFICE CLERK I m 1,498.86 1,573.80 1,652.49 1,735.11 1,821.87 341 CONFIDENTIAL OFFICE CLERK II m 1,656.07 1,738.87 1,825.81 1,917.10 2,012.96 311 CONFIDENTIAL SECRETARY m 2,071.30 2,174.87 2,283.61 2,397.79 2,517.68 343 CONFIDENTIAL TECHNICIAN I m 2,071.30 2,174.87 2,283.61 2,397.79 2,517.68 344 CONFIDENTIAL TECHNICIAN II m 2,283.61 2,397.79 2,517.68 2,643.56 2,775.74 346 CONFIDENTIAL TECHNICIAN III m 2,643.57 2,775.75 2,914.54 3,060.27 3,213.28 146 CORPORATE/EXECUTIVE LEADER - NON SAFETY
(Broadband) m 7,490.39 - - - 11,432.70
150 CORPORATE/EXECUTIVE LEADER - SAFETY
(Broadband) psm 7,923.08 - - - 11,884.62
265 CREW LEADER/MAINTENACE SPECIALIST g 2,280.46 2,394.48 2,514.20 2,639.91 2,771.91 298 CRIME ANALYST g 2,729.57 2,866.05 3,009.35 3,159.82 3,317.81 421 CRIME LAB AND EVIDENCE SUPV pn 4,157.81 4,365.70 4,583.99 4,813.19 5,053.85 417 CRIMINALISTICS TECHNICIAN I pn 2,594.47 2,724.19 2,860.40 3,003.42 3,153.59 418 CRIMINALISTICS TECHNICIAN II pn 3,363.72 3,531.91 3,708.51 3,893.94 4,088.64 331 CUSTOMER SERVICE CLERK g 1,506.06 1,581.36 1,660.43 1,743.45 1,830.62 389 CUSTOMER SERVICE TECHNICIAN g 2,193.40 2,303.07 2,418.22 2,539.13 2,666.09 373 DEPUTY CITY CLERK m 2,293.49 2,408.16 2,528.57 2,655.00 2,787.75 009 DEPUTY CITY MANAGER m 5,668.53 5,951.96 6,249.56 6,562.04 6,890.14 176 DEPUTY DIRECTOR - SOLID WASTE (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
Bi-Weekly Rates
02/20/2024