Murrieta Fire & Rescue Community Risk Assessment | Standards of Cover

Murrieta Fire & Rescue

Fire Chief

Bernard Molloy II

DeputyChief MikeLopez

EricAckerman,Captain

JenniferAntonucci,EMSCoordinator

DawnMorrison,ManagementAnalyst

SteveKean,BattalionChief

DavePerez,BattalionChief

MikeRamos,BattalionChief

Updated–January2023

List of Figures

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Executive Summary

MurrietaFireandRescueisanall-riskaccreditedorganizationbuiltona75-yearhistoryof servicetothecommunity. Thoughthisorganizationisbuiltonhistory,itlookstothefutureto continuallyimproveitsservicestotheever-changingMurrietacommunity. Oneofthevital resourcesutilizedtoensureservicedeliveryalignswiththecommunity’sneedsisthe comprehensiveriskanalysis,whichisusedtodevelopastandardsofcoverbywhichthe departmentcanensurethattheservicesbeingdeliveredareappropriatefortheCityofMurrieta.

TheCommunityRiskAnalysis-StandardsofCover(CRA-SOC)isacomprehensivestudyofthe city'srisksandtheservicesdeliveredbyMurrietaFire&Rescue(MFR)designedtomitigate thoserisks. TheCRA-SOCfocusesprimarilyonhoweffectivelyMFRisatprovidingemergency servicestotheresidentsandvisitorsoftheCityofMurrieta. AnalysesintheCRA-SOCidentifies specifichazardsinthecityandassignsariskleveltoeachoftheidentifiedhazards. Oncethe hazardswereidentified,ananalysiswascompletedontheeffectivenessofMFR’scurrent deploymentmodel,takingintoconsiderationtheresponsetimeforthepastfiveyears,thetypes ofincidentsMFRrespondedto,thefrequencyofresponsesbythetimeofday,andthefrequency ofresponsesbythedayoftheweek. Basedonthisanalysisofrisksandresponses,thesignificant findingswereoutlinedwithrecommendationstoimproveMFR’semergencyservicesdelivery.

Theprincipalresultofthisstudywasthedevelopmentofservicelevelgoals,orbenchmarks,and establishment of a plan to improve performance. MFR utilized its actual response time performanceofthepastfiveyears (baselines);goalsadopted bytheCityCouncilin theGeneral Plan; response times standards adopted in the Murrieta Fire & Rescue 2018 Community Risk Assessment – Standards of Cover, and national standards, such as National Fire Protection Association (NFPA) 1710, Standard for the Organization and Deployment of Fire Suppression Operations, EmergencyMedicalOperations, and SpecialOperations tothePublicbyCareer Fire DepartmentsandtheInsuranceServicesOffice(ISO)toestablishbenchmarks. Thisreportisdividedintotensections:

• DescriptionofCommunityServed

• HistoryoftheFireandEmergencyServicesAgency

• CurrentDescriptionsofLevelsofServicewithDeliveryPrograms

• CurrentDeploymentandCoverageAreas

• SummaryofCommunityResponseHistory

• CommunityPriorities,Expectations,andPerformanceGoals

• CommunityRiskAnalysisandRiskLevels

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• HistoricalPerspectiveandSummaryofSystemPerformance

• EvaluationofServiceDelivery

• PerformanceMaintenanceandImprovementPlans

Theanalysisconductedtoproducethisdocumentidentifiedmultiplesignificantfindings:

• Significant Finding 1 – MFRdoesnotmeetanyoftheoverallresponsetimegoalsadoptedby CityCouncilintheGeneralPlan. Ofallcalltypes,theagencyisclosesttomeetingfiresuppression servicesresponsetimegoals,butthatisstill115secondsslowerthanwhatisadopted. Thegapin respondingtofiresis1minuteand55seconds;towildlandincidents,thegapis 2minutesand26 seconds.

• Significant Finding 2 – MFRhaschangedtoEmergencyMedicalDispatch,drasticallyincreasing thecall-handlingtimeformedicalaidincidents. Thealarmhandlingformedicallytriagedincidents arenow2minutesand34seconds,whichis1minuteand34secondsslowerthanthebenchmark. This call-handling time allows the appropriate resources to be sent to the emergency but has increasedanoverallresponsegapincreasingfrom72secondsin2018to129secondsin2022. The overallresponsetimeresultwithouttheincreaseincallhandlingtimewouldhavedecreasedfrom agapof72secondstoagapof57seconds.

• Significant Finding 3 – Acontributingfactortoextendedcallprocessingtimeisdispatcherlack of familiarity with the Emergency Medical Dispatch system. Murrieta dispatchers have acknowledged this consideration and, to their credit, are requesting additional fire and medical services dispatch training. The firstfire dispatchertraining was deliveredin2017 andcontinues with regular EMD Continuing education. Regular dispatcher academies are continuing for new dispatchersastheyjointheorganization.

• Significant Finding 4 – ThecurrentautomaticaidagreementwithCALFireisinsufficienttotake advantageofthetechnologicalcapabilitiesofthenewCAD,suchasCAD-to-CADcommunications betweendispatchcentersandAVLtechnologytoensurethedispatchingoftheclosestunitstoan incident.

• Significant Finding 5 – MFRlacksredundancyinourdataanalyticstrainingincommunityrisk reductionandresponseanalysis. Thiswasbroughttolightthroughtheanalysisofthedata.

• Significant Finding 6 – Through the development of this document it was found that the organizationlacksredundancyinpersonnelskillsandabilitiesasitrelatestodataanalytics.

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Multiplerecommendationshaveresultedfromthisstudy:

• Recommendation 1 - Begintheprocessofplanningfortheadditionofasixthfirestationserving theeasternportionofthecity. MFRunitsareincapableofrespondingtotheeasternportionofthe cityintheadoptedtimestandardsduetothedistancefromthecloseststation.

• Recommendation 2 - Negotiate a new automatic aid agreement with Riverside County Fire / Cal Fire that incorporates CAD-to-CAD and automatic vehicle locator/closes unit responseconcept.

o InProgress–TentativecompletiondateJuly2023.

• Recommendation 3 - Research a traffic pre-emption system that would reduce travel timesforfireandpoliceunits.

• Recommendation 4 – Monitortheuseofthenewautomaticdispatchsystemtoimprove callhandlingtimesaremeetingorexceedingtheadoptedbenchmarks.

• Recommendation 5 - Provide annual training and continuing education for fire dispatchersfocusingonintegratingEMDdispatching.

• Recommendation 6 - TrainMFRpreventionandsuppressionpersonnelintheuseofarisk assessmentmoduleinMFR’ssoftware. Thistrainingwillimproveconsistencyandensure that MFR maintains an accurate accounting of the risk profile within the commercial occupanciesinthecity.

• Recommendation 7 - Refine the new Fire Analytics software to generate performance reports and deliver a dashboard noting response time at the 90th percentile in a readily availableformattoMFRstaffandpersonnel.

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A. Description of Community Served

Murrieta Fire & Rescue’s (MFR) Community Risk Analysis-Standards of Cover (CRA-SOC) document is based on guidelines established by the Commission on Fire Accreditation International (CFAI) in its publication, “Community Risk Assessment: Standards of Cover, 6th Edition.”

ThepurposeofthisdocumentistoassesstherisksuniquetoMurrieta,assesshistoricaldatato establishMFR’sbaselineperformance,determineresponsegoalstoeachrisktype(first-dueand effectiveresponseforceresponsetimes),establishbenchmarkperformancegoals,anddevelopa plan to reach those goals. The CRA-SOC is intended to be a dynamic document from which to operatefromandtoadjustandupdateasthecommunitycontinuestogrow.

The city of Murrieta is in Southern California, southwestern Riverside County. The city is 58 miles north of the city of San Diego, 68 miles southeast of the city of Los Angeles, and 25 miles northeast of Marine Corps Base Camp Pendleton.ThecityliesbetweentheSantaAna Mountains and the San Jacinto Mountains (GeneralPlan,2011).

The city’s history dates to the late 1800s, the fire district to the mid-1900s, and the two joinedtogetherin1993.

The city lies along the Interstate 15 and 215 corridors in the Temecula Valley. The city of Temeculatothesouth, unincorporated French Valleytotheeast,andMenifeeandWildomarto thenorthborderMurrieta.Thosecitiescontract fireservicesthroughtheCaliforniaDepartment ofForestryandFireProtection(CALFire).

Thecityhasexperiencedtremendousgrowthsincethe1980s,fromafewthousandresidentsto wellover100,000today.MFRhasgrowntofivestrategicallylocatedfirestations,threearestaffed by three-person crews and two with five-person crews. The two stations staffed with five personnel are equipped with a two-person medic patrol crew. Four of the stations cross-staff a Type3brushengine, one cross-staffsawatertender,and one staffsaType6medicpatrolunit.

Figure 1 Murrieta within California (Source http://www.arregionalcenter.com/images/Murrieta/MapMurrieta1.png)

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Administrationstaffprovidessupporttooperationsthroughcommunityriskreduction,training, financialservices,emergencymedicalservices(EMS)coordination,andfiresystemssupport.

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Community and Department Legal Basis

ThetownsiteofMurrietawasestablishedin1884.Thearea’spopulationofuptoafewthousand residents was relatively stable until the late 1980s. Murrieta formally incorporated as a city in 1991 with 24,000 residents (City of Murrieta, 2011). Today, the city is populated by 112,991 residents(USCensus,2022).

Theagencywasestablishedbyacitizenvotein1947astheMurrietaFireProtectionDistrictand operatedasavolunteerfiredistrictfornearly39years.In1987,theagencybecameacombination full-servicemunicipalfiredistrict,theonlyoneinsouthwesternRiversideCounty(MFR,2017).By 1993, the City of Murrieta had applied to the Local Agency Formation Commission (LAFCO) to mergetheMurrietaFireProtectionDistrictasasubsidiarydistrictofthecity.InAprilofthatyear, themergerwasformalizedthrougharesolutionapprovedbyCityCouncil(CityofMurrieta,April 6,1993).

History of the Community

Murrieta’s origin dates to 1873 when Esequiel Murrieta purchased the RanchoPaubaandRanchoTemeculalandgrants,comprising52,000acres (CityofMurrieta,2017a),withtheintentionofmovinghissheepherdsto theareaforgrazing.EsequielendedupreturningtoSpaintomarry,turning hispropertyinterestsovertohisbrotherJuan,whobrought100,000sheep fromcentralCaliforniatograzeinthevalley(CityofMurrieta,2017b).

The California Southern Railroad Company extended tracks through Murrieta southward toward San Diego in 1882. The route to San Diego was problematic in that rail through the Santa Margarita Canyon was washed out during flooding in 1883. In 1884, the Temecula Land and Water Company purchased land from Juan Murrieta, subdividing and establishingthetownsiteandnamingitafterhim.Repairstothe railroad were completed in 1885 and service to San Diego continueduntil1891whenthetracksthroughthecanyonwere againwashedout.TheadditionofarouteconnectingOceanside to Orange County sealed the fate for the San Diego route and repairs were never again attempted. Rail service continued to the north and by 1892 the populationofthecommunityhadgrownto800withadvertisementsoflandforsaleforaslittleas $5anacre(CityofMurrieta,2017a).

Juan Murrieta

Train Depot

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Thetowngrewslowly withfarmingbeingthe main industry, primarilywheat, barley,and fruit. Thefirstelementaryschoolwasconstructedin1916with62pupilsattending(CityofMurrieta, 2017a).Twoyearslater,in1918,agrainelevatorwasconstructednexttotherailwaytohelpdeal withashortageoffeedsackstostorethegrainin(Curran,etal,2006).

In 1920, the Guenther family purchased and constructed Murrieta Hot Springs Resort (City of Murrieta,2017a).Overtheyears,theresortbecamewellknownforthehealingcapabilitiesofthe warm mineral water produced by the springs and became popular with many Hollywood celebrities. Italsoprovidedemploymentformanyinthecommunity(Curran,etal,2006).

Train service ended in 1935 and the tracks were removed. Inthesameyear,theFountainHouseHotel, located near the train depot, burned to the ground (City of Murrieta, 2017a). The depot itself was torn down and the lumber used to build a local residence. In1939,Highway395wasestablishedandprovideda routefromSanDiegotoRiversideandOntarionorthof Murrieta. The addition of the highway assisted with traveltothelargercities.Thisalsomovedbusinesses to Washington Avenue from B Street as the highway becamethenewbusinessdistrict(Curran,etal,2006).

Little changed until 1947 when the community voted forandapprovedtheformationoftheMurrietaFireProtectionDistrict(CityofMurrieta,2017a). Through donated funds, thedistrict purchased its first fireengine, which consisted of asurplus militarycrashtruckwithahigh-pressurepump. Afirestationwasconstructed onCStreetwith donatedmaterialsandlabor(Curran,etal,2006).

Murrietaexperiencedasignificantchangeinthelate1950’swhentheprimaryindustrychanged from farming to horse ranching. Many wealthy business owners turned their farmland into thoroughbredhorseranches,fromwhichmanyworldclasschampionswereraised. Atthattime, it was thought that there were more registered horses than registered voters in the community (Curran,etal,2006).

More significant change occurred following the constructionoftwomajorfreewaysinthelate1970’s and early 1980’s. Interstate 15 and Interstate 215 were constructed through the community which drastically reduced the time it took to reach Los

Early Murrieta Volunteer Firefighters

Horse Ranching in Murrieta

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AngelesandSanDiego.Thefreewaysopenedthedoorfordevelopment,whichbegantooccurin earnestinthelate1980sasdevelopersbeganbuyinguplandontheeastsideofInterstate15along today’sCaliforniaOaksRoad(Curran,etal,2006).

In 1987, the neighboring community of Temecula had failed in its attempt to form a city. Soon afterward,BedfordProperties,whichownedalargeamountofpropertyinthearea,proposeda largercityofTemeculathatwouldincludetheMurrietaandWildomarcommunities. InFebruary of1988,tostopthemovebyTemecula,Murrietaresidents formed a committee and began raising funds to pursue incorporation as a city. In 1989, the Local Agency Formation Commission (LAFCO), which regulates the boundaries of incorporated cities, approved a proposal fora26-squaremilecityofTemecula(Hunneman,2014). Murrieta’s cityhood proposal was approved by the community electorate in 1990 and was incorporated on July1,1991(Curran,etal,2006).

The City of Murrieta opened City Hall on Beckman Court and established its own police force, whichjoinedforceswiththeFireProtectionDistrictforjointpublicsafetydispatching(Curran,et al,2006).Atthetimeofincorporationasacity,Murrieta’spopulationhadgrowntoapproximately 24,000people(CityofMurrieta,2017b).

In2008,withthepopulationhavinggrowntomorethan85,000,cityadministrationmovedintoa new$13.5millionCityHallfacilitylocatedat1TownSquareoffJeffersonAvenue(O’Leary,2016). The Great Recession unleashed its worst impacts on the city in late 2010 with the city facing a daunting$2million-dollarbudgetdeficit,exacerbatedbystatetakeawaysofvehiclelicensingfees andtheeliminationofredevelopmentagencies.Fifteencityemployeeswerelaidoffandemployee concessions were implemented to combat the shortfall. Open positions created through retirementswereleftunfilled(Hill,2012).

Currently,theCityofMurrietaisrealizingareboundintheeconomyandaslowincreaseincity salestax.Manyofthecityjobslostarenowbeingfilled.Withapopulationof112,991people(US Census, 2022), Murrieta has remained the largest city in southwest Riverside County by population

Residents voted for cityhood in 1990

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Financial Basis

A variety of revenue sources support MFR’s operations, including administration, fiscal management, fire suppression, fire and life safety inspections, disaster preparedness and mitigation, arson investigations, public education, fleet maintenance, and emergency medical services.

Revenues are projected to exceed $15 million in fiscal year 2022 (see Table 1). Of this amount, approximately 80% is generated from taxes including real property taxes, unsecured property taxes,delinquentpenaltytaxes,andredevelopmentagencytaxes.Approximately10%ofrevenues derive from a homeowner fire suppression assessment, or “roof top,” fee. The balance of MFR revenuesareacombinationoffireandlifesafetyinspectionfees,fines,interestincome,training servicesprovidedtolocalentities,donations,andintergovernmentalannualgrantfunds.

Inadditiontothetraditionalrevenuesourcesabove,in2018thecitizensofMurrietavotedtoenact a one percent sales tax (Measure T) to add to the city’s general fund. For fiscal year 2022, the anticipatedMeasureTrevenueis$20,083,000and$5,658,251isbudgetedtobetransferredtothe firedepartment.

Restricted uses of annual grant funds help support disaster preparedness staffing and the CommunityEmergencyResponseTeam(CERT)Program.

Underthedirectionofthefirechief,MFRfiscalmanagementstaffisresponsibleforpreparingthe annualdepartmentoperatingbudget,revenueprojections,budgetarypriorities,andperformance goalsthataresubmittedtothecity’sfinancedepartmentforreview.Thecitycouncilandmayor areresponsibleforestablishingthecity’sbudgetprioritiestobestmeettheneedsofthecitizens. Thecitybudgetdocument,whichincludesalldepartmentanddistrictbudgets,ispresentedtocity council for approval. The finance department coordinates with MFR in monitoring the department’sbudgetandprovidesgeneralaccountingsupportinaccordancewithcitypoliciesand generallyacceptedaccountingprinciples.

Table 1 MFR Revenue Sources

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ThefinancedepartmentpreparesandsubmitsitsComprehensiveAnnualFinancialReport(CAFR) annually,disclosingthefinancialpositionandoperationsofthecity,includingtheMFR. Because of consistent reporting practices, the city has received the Certificate of Achievement for ExcellencefromtheGovernmentFinanceOfficersAssociation(GFOA)forsuccessfullymeetingthe requirementoffinancialreportingandgovernmentfinancepractices.

Community Boundaries

Murrieta is bordered to the north by the cities of Wildomar and Menifee and to the south by Temecula.ThewesternboundaryofthecityfollowsalongthebaseoftheSantaRosaPlateauand theeasternborderrunsalongU.S.Route79(WinchesterRoad)fromnorthofWinchesterCreek RoadtoThompsonRoad.ThenortheastsectionofthecitybordersMurrieta’ssphereofinfluence, whichissouthofScottRoadbetweenAntelopeRoadandWinchesterRoad,excludingtheportions oftheCityofMenifee(seeFigure2).

An area called Murrieta Hills was recently annexed into the city for the development of a large residentialcommunitywithinahighfirehazardseverityzonearea(onthemap,itisthesquare areanorthandwestofMurrieta,southofMenifee,andeastofWildomar).

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Figure 2 Murrieta and Surrounding Communities

(Source: Murrieta General Plan 2035)

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Planning Areas/Zones

Thecityhasestablished12specificplanareasthroughoutthecitytofacilitategrowthandsupport the city’s vision of the future. In creating these plan areas, the city prioritizes the attraction of highereducation and clean industry, maintenance ofaffordablehousing, maintainingasenseof community and safety, preservation of the city’s rural heritage, protecting the city’s natural beauty,andprovidingrecreationalareas(GeneralPlan,2011).Theplanningareasareasfollows (seeFigure3):

Specific Plan 276 (SP 276) (LetterGinFigure3)–LocatedeastofInterstate15,westofInterstate 215,andsouthofMurrietaHotSpringsRoadandiscommonlyreferredtoasthe“MurrietaSprings Mall Specific Plan” or “The Golden Triangle.” SP 276 contains approximately 64 acres to be developed for retail, offices, restaurants, entertainment, hotels, and a regional shopping mall (GeneralPlan,2011).

Copper Canyon Specific Plan (SPM 9) (Letter A in Figure 3) – Located near the western city limits, the Copper Canyon Specific Plan consists of 579 acres for use as a master-planned communitywithneighborhoodcommercial,naturalopenspace,parks,an18-holegolfcourse,and agolfclubhouse(GeneralPlan,2011).

Creekside Village Specific Plan (SPM 15) (LetterKinFigure3)–LocatedeastofInterstate215 andsouthoftheintersectionofMurrietaHotSpringsRoadandWhitewoodRoad.CreeksideVillage SpecificPlanconsistsof145acrestobeusedforsingle-familyresidences,anelementaryschool, greenways,openspace,andrunofftreatmentbasins(GeneralPlan,2011).

Golden City Specific Plan (SPM 5) (LetterIinFigure3)–Locatedinthenorthernportionofthe citybetweenInterstate215andthewesternedgeofthecity’ssphereofinfluencebetweenBaxter Road and Brian’s Way. The Golden City Specific Plan consists of 248 acres of single-family residences, professional offices, Fire Station 6, parks, open spaces, and water retention basins (GeneralPlan,2011).

Greer Ranch Specific Plan (SPM 2) (LetterEinFigure3)–Locatedinthenorthernportionofthe citybetweenClintonKeithRoadandthecityboundarywestofInterstate215.TheGreerRanch SpecificPlanconsistsof555acresofmaster-plannedcommunity,openspace,parks,andaprivate communitycenter(GeneralPlan,2011).

Historic Murrieta Specific Plan (SPM 8) (LetterDinFigure3)–LocatedsouthofKalmiaStreet, northofIvyStreet,eastofHayesAvenue,andwestofJeffersonAvenueandcontainstheoriginal “Murrieta Town Site” (General Plan, 2011). The Historic Murrieta Specific Plan consists of 250 acres of rural residences, single-family residences, multi-family residences, commercial neighborhood,cityfacilitiesincludingcityhall,andmixed-usebuildings(GeneralPlan,2011).

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Murrieta Highlands Specific Plan (SPM 1) (LetterHinFigure3)–LocatedsouthofScottRoad, northofBrian’sWay,westofPitmanLane,andeastofInterstate215.MurrietaHighlands consistsof419acresforsinglefamilyresidences,commercial,schools,parks,andopenspace (GeneralPlan,2011).

Murrieta Oaks Specific Plan (SPM 10) (Letter F in Figure 3) – Located on the west side of Interstate215justsouthofClintonKeithRoad.MurrietaOaksconsistsofapproximately260acres ofsingle-familyresidences,schools,parks,andopenspace(GeneralPlan,2011).

Murrieta Springs Specific Plan (SP 309) (LetterJinFigure3)–Locatedalongtheeasternedge ofthecitylimitsnorthwestofBorelRoadandwestoftheentrancetoFrenchValleyAirportRoad. MurrietaSpringsconsistsof697acrestobedevelopedasresidential,schools,commercial,parks, andopenspaces(GeneralPlan,2011).

Plaza de Murrieta Specific Plan (SPM 20) (Letter C in Figure 3) – Located on the northeast corner of Jefferson Avenue and Lemon Street. The Plaza de Murrieta contains 52 acres to be developedasamaster-plannedcommunitycomprisedofresidential,commercial,andopenspace (GeneralPlan,2011).

The Vineyard Specific Plan (SP 215) (LetterBinFigure3)–Locatedalongthewesterncitylimit just south of the Copper Canyon Specific Plan area. The Vineyard consists of 521 acres to be developedassingle-familyresidences,neighborhoodcommercial,parks,andopenspace(General Plan,2011).

Specific Plan 310 (SP 310) (LetterLinFigure3)–Locatedinthenortheastcornerofthecity’s sphereofinfluence.SpecificPlan310istobedevelopedintoresidential,commercial,commercial recreation,an18-holegolfcourse,parks,schools,andopenspace(GeneralPlan,2011).

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(Source:

Inaddition totheabove, thecityhasidentified fiveadditionalfocusareaswithinthecity to aid economicdevelopment(seeFigure4). Thefocusareasareasfollows:

North Murrieta Business Corridor (LetterAinFigure4)–Locatedinthenorthernportionofthe city, east of Interstate 215 and primarily south of Keller Road. The North Murrieta Business Corridorconsistsof816acrestobedevelopedintoamedicalandtechnologycorridoralongwith commercialdevelopment(GeneralPlan,2011).

Clinton Keith/Mitchell (LetterBinFigure4)–LocatedwestofInterstate215betweenClinton KeithRoad and theGreerRanchdevelopment.ClintonKeith/Mitchellconsistsofapproximately 280 acres for large-lot single family residences and regional commercial shopping centers (GeneralPlan,2011).

Figure 3 Planning Areas

Murrieta General Plan 2035)

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Golden Triangle North (Letter C in Figure 4) – Located between the Interstate 15 and 215 freewayssouthofLosAlamosRoadandNorthofMurrietaHotSprings.TheGoldenTriangleNorth consists of 218 acres of partially developed land with primarily single-family and multi-family residences(GeneralPlan,2011).

South Murrieta Business Corridor (LetterDinFigure4)–Locatednorthofthecity’ssouthern boundary,eastofAdamsAvenue,southofMurrietaHotSpringsRoad,andwestofInterstate15 freeway. TheSouthMurrietaBusinessCorridorisbeingconsideredforlandusechange,possibly toaccommodateeducationdevelopment(GeneralPlan,2011).

Multiple Use 3 (MU-3) (LetterEinFigure4)–Locatedthroughoutthecity,butprimarilywestof the Interstate 15 freeway. MU-3 consists of 201 acres to be developed primarily as commercial andmulti-familydwellings(GeneralPlan,2011).

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Transportation Systems

Thoroughfares withinthecityincludelow-capacity, high-capacity, and limited-accesshighways. Low-andhigh-capacityhighwaysconsistofanetworkofpavedroadwaysservingtheresidential andcommercialdistricts,whilemanyresidencesutilizedirtroadstoaccesspropertiesintherural areasofthecommunity.Thelimited-accesshighwaysincludeInterstate15andInterstate215.The two freeways branch/merge at the southern edge of the city limits. Interstate 215 travels approximately6.5milesthroughthecity.Interstate15alsotravelsthroughthecity,covering5.3 milesfromthesoutherntonorthernboundary.

Figure 4 Focus Areas

(Source: Murrieta General Plan 2035)

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Murrieta isabedroom community,hometo thousandsofcommuters travelingtoand fromSan Diego,Orange,andLosAngelescountiesonaneardailybasis.Betweenthehoursof0500-0800 and 1500-1900, both Interstate 15 and Interstate 215 will see a moderate influx in traffic congestion.Furthermore,MurrietaHotSpringsRoadandLosAlamosRoadalsoexperiencehigher than normallevelsoftrafficcongestion asboththoroughfaresspan Interstate15and Interstate 215,linkingtravelerstotheeasternboundary.Asteadilyincreasingresidentialpopulationmeans thattrafficissueswillcontinuetochallengeemergencyserviceresponsetimes.

TheRiversideTransitAgency(RTA)servesasthepublictransportationagencyandoperatessix localfixedrouteswithinthecity,connectingpassengerstoothercommunitiesandtolong-distance commuter travel resources such as the Metrolink, Coaster, and Sprinter. The Murrieta Unified SchoolDistrictalsooperatesseveralbusroutesprovidingtransportationtoover21,000students livingwithinthedistrict.

Figure 5 Major Transportation Thoroughfares

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Figure 6 Circulation Map

(Source: Murrieta General Plan 2035) Red – Arterial, Green – Major, Purple – Secondary, Yellow – Industrial Collector, Blue – Collector

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Critical Infrastructure

Electricity – Electrical power is provided to Murrieta by Southern California Edison Company (SCE). Thereareatotalofsixsubstationsthatservicethearea;threearelocatedwithinthecity limits. SCEmaintainsandoperatesthetransmissionanddistributioninfrastructurenecessaryto provideelectricitytoendusersthroughoutitsservicearea.

Withamixofoldconstructionandnewdevelopment,powersuppliestobothresidentialhomes and commercial buildings can be found above and below ground. Above-ground electrical lines areconcentratedinwesternMurrietaandtheruralareasborderingtheeasterncitylimits.Most ofthecitywasdevelopedpost-1990;therefore,contemporarybelow-groundelectricalsupplyand servicelinesaremostcommonthroughoutthecommunity.

Gas – MurrietaresidentsreceivenaturalgasservicefromSouthernCaliforniaGasCompany(SoCal GasorSCG),asubsidiaryofSempraEnergy.Naturalgasisbroughttothecitythroughanexisting networkofgastransmissionpipelinesanddistributedthroughexistingmainslocatedundercity streets.SCGpipelinesrangeinsizefrom½”servicelinesto8”plasticmains.SoCalGasconducts annualbriefingswithfireandpolicefirstresponderstoprovideinformationhelpfulinprotecting thepublic.Inthenortheastandsouthwestareasofthecity,wherenaturalgasinfrastructureisnot available, homes and businesses use propane gas. Individual propane tanks are located on propertiesandtheownersoroccupantsexecuteprivateagreementswithpropanecompaniesto maintainandrefillstoragetanks.

Communications – Inadditiontoseveralprivatelandlinecommunicationcompaniesthatserve thecity,MurrietaFire&Rescueoperatesfourradiofrequencies,ofwhichoneisrepeated.These frequenciesaretransmittedthroughtworadiotowers;onetowerislocatedonthewestendofthe city,whilethesecondtowerislocatedontheeastendofthecity.Occupancyonthetowerisunder aleaseagreementwithAmericanTowerCorporation.

MurrietaFire&RescueisintheprocessofmovingitscommunicationssystemtoaPublicSafety EnterpriseCommunications(PSEC)system. Thischangewillmovetheprimarydispatchchannels to700/800MHzfrequenciesandallowfortheuseofmorechannelsfordepartmentoperations. Additionally, this change will allow the dispatch center to monitor and record all channels and allowfortheuseoftheequippedemergencybuttononportableradios.

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Water Supply – Water in Murrieta is supplied from local sources of groundwater and surface water,importedwaterfromtheMetropolitanWaterDistrict’sColoradoRiverAqueductandthe State Water Project, recycled water reclamation facilities, and water transfers and exchanges. Waterisprovidedthroughoutmostofthecitybyfourwaterdistricts(seeFigure7):

WesternMunicipalWaterDistrict(WMWD)

EasternMunicipalWaterDistrict(EMWD)

RanchoCaliforniaWaterDistrict(RCWD)

ElsinoreValleyMunicipalWaterDistrict(EVMWD)

Blueoutline

Greenoutline

Purpleoutline

Yellowoutline

Figure 7 Water District Boundaries

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SomeresidentsinnortheastMurrieta,aswellassomesmallerareasthroughoutthecity,relyon wellsbecausetheyarenotservedbyanyofthewaterdistricts.Other,smallerareasthroughout the City also lie outside the boundaries of the water districts. Due to the varied topography in Murrieta, providing sufficient water pressure can be a challenge. Each water district maintains multiplepressurezoneswithpump stationsand reservoirs. Insome areas, suchasthe western edge of the WMWD area, private pumping systems may be necessary to maintain adequate pressuresbeyondthemeterconnection.

Wastewater – Murrieta’s sewage (or wastewater) system consists of both public and private facilities.Developmentslocatedoutsidethepublicsewersystemuseon-sitesepticsystems. Septic systems are regulated by the County of Riverside Department of Environmental Health. Wastewatercollectionforthecityandwithinitssphereofinfluenceisprovidedbythefourwater districts. Only RCWD and EMWD provide wastewater treatment; RCWD operates two water reclamation plantsinMurrieta. WastewaterflowsfromtheotherdistrictsdischargeintoRCWD andEMWDinterceptorsfortreatment.

Storm Drainage – StormwaterdrainageinfrastructurewithinMurrietaconsistsofanetworkof naturalandimprovedstreams,storm channels,stormdrains,andcatchbasins.Regionalmaster plannedfacilitiesover36inchesindiameterareownedandmaintainedbytheRiversideCounty FloodControlandWaterConservationDistrict(RCFCWCD),andallnon-masterplannedfacilities smallerthan36inchesindiameteraremaintainedbytheCityofMurrieta.Stormwaterfromthe cityandmostofthesphereofinfluenceareasnotabsorbedintotheground,eventuallyflowsto MurrietaCreekanditstributaryWarmSpringsCreek.

Public Health – Three of the five hospitals in the southern area of Riverside County, Rancho SpringsMedicalCenter,InlandValleyRegionalMedicalCenter,andLomaLindaUniversityMedical Center,areinorverynearMurrieta.KaiserPermanenteMurrietacompletedconstructionofatwostorymedicalofficebuildingandwillincludeafourthhospitalintheareawithin20years.Rady Children’s MedicalPlaza, whichcompleted construction in 2018, providespediatricurgentcare andavarietyofotherservices,includingprimarycareand15specialtyclinics. Thus,theCityof Murrietaiswell-servedbyhealthcareproviders.

Government Services – The U.S. Customs and Border Protection Theodore L. Newton, Jr. and GeorgeF.AzrakStation(formerlytheMurrietaStation)islocatedwithinthecityandisresponsible for an operational area covering 3,300 square miles. The agency maintains one full-time checkpointonInterstate15approximatelytwomilessouthofthecity,asecondarycheckpointon southHighway79inOakGrove,andseveralmobilecheckpoints.

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Land Use and Zoning

The City of Murrieta has developed land use zoning maps and policies to ensure successful community growth. The location and distribution of various uses have been placed to best accommodatesustainablegrowth.Landusezoningincludesresidential,non-residential,andother land use types. Residential uses are further subdivided into large-lot residential, single-family residential,andmulti-familyresidential.Commercialusesaresubdividedintocommercial,office and research park, business park, industrial, and civic/institutional. Other land use zones are subdividedintomixed-useandparks/openspace(CityofMurrieta,2011). AsTable2shows,less thanathirdofthecitystillconsistsofvacantlandandoverathirdisdedicatedtoresidentialuse. Overtwo-thirdsofopen-space(3.10%ofthecity’slanduse)consistsofgolfcourses.

Table 2 Land Uses

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Topography & Physiography

The topography of Murrieta consists of relatively flat lands interspersed within areas of rolling hills.TwosmallbutprominenthillsknownastheLosAlamosHills,or“Hogbacks,”arelocatedon the city’s east side. Two major drainages dissect the city: Warm Springs Creek starts at the northeastportionofthecityandconnectswithMurrietaCreekwhichistheprimarydrainagefor thecommunityandleadstothePacificOcean.

Muchofthevalleyconsistsofhousingdevelopmentsandneighborhoodcommercialdevelopments withsmallpocketsofopenspace.Vegetationconsistsofannualgrassesinthevalleysandflatlands with the surrounding hillsides covered in chaparral consisting of Chamise, Ceconthus, and Manzanita. This vegetation becomes a wildland hazard as it cures and dries out in spring and

Figure 8 Land Use Map

(Source: Murrieta General Plan 2035)

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summer. Until the winter rains in 2018, the five-year drought had resulted in extremely low vegetationmoisturelevelsyear-round.

TheSantaRosaPlateau,whichislocatedbeyondthecity’swesternborder,presentsasignificant fire danger during the summer months. There are four canyons along the western border that channelandincreasethevelocityofwinds.ThecanyonsareidentifiedasDeLuz,Miller,Coleand Slaughterhouse.Thealignmentofthecanyonswiththelocalwindconditionsanddirectionshelp tomoderatethesummerheatbychannelingacooloceanbreezeintothecommunity.

The winds can also be a detriment in fire conditions. The “Elsinore effect” is a term coined for radicalwindshiftscausedbybattlingthermaldrivenwinds.Asthesunrises,theeasternslopes warmandtheairbeginstolift.Coolerairflowsinfromthevalleyscreatinganupslopewindfrom easttowest.Intheafternoon,coolerairfromthePacificOceanrushesintothevalleyto replace therisingairfromthevalley.Thewindshiftcanoccurrapidlyandhasresultedindisastrouseffects as seen in the Decker Canyon Fire in Lake Elsinore in 1959, the Murrieta Fire in 1981, and the TenajaFirein2019.

Geography

Figure2showsMurrietainrelationshiptoitsneighbors. ItisborderedbyTemeculatothesouth and Menifee and Wildomar to the north. Murrieta General Plan 2035 describes the geological settingofMurrietaas“locatedwithinthenorthernportionofthePeninsularRangegeomorphic province, which is characterized by steep, elongated valleys and ranges that generally trend northwestwardfromthetipofBajaCaliforniatotheLosAngelesBasin”(GeneralPlan,2011,p.122).

Mountain rangessurround Murrieta, consisting of the Santa Ana Mountains and the Santa Rosa Plateaualongthewesterncitylimits,theSantaMargaritaandAguaTibiarangesapproximately12 to14milestothesouth,andtheSan Jacintorangesapproximately35milestotheeast. Within thesemountainrangesliestheTemeculaValley(GeneralPlan,2011).

Thecityisapproximately33.6squaremiles,(GeneralPlan,2011)andhasapopulationpersquare mileof3,363.IncludingMurrieta’ssphereofinfluence,whichextendsintounincorporatedareas ofRiversideCountyjustoutsidethenorthandnortheasternregionsofthecity, thetotalsquare mileage potential is almost 42 (General Plan, 2011). With the forthcoming annexation of the MurrietaHillsareaonthewestsideofInterstate215southofKellerRd,thecity’sfootprintwill increase by approximately 2 square miles, but the population will not increase until the areais developed.

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Geology

Geologically,theareaconsistsofsedimentaryrun-offoverlayingabasaltflowgeneratedfromthe Elsinorefaultzone.Thebranchingoftwoprimaryfaults(WildomarandMurrietaHotSprings)has causedthecreationofthelargevalleyfloor,a“pull-apartbasin”(GeneralPlan,2011,p.12-2),that mostofMurrietaliesin.FeaturesaroundMurrietaincludetheSantaAnaMountainsandtheSanta RosaPlateaudirectlytothewest,theSantaMargarita,andAguaTibiarangesapproximately12to 14milestothesouth,andtheSanJacintorangesapproximately35milestotheeast(GeneralPlan, 2011).

Withinthecityboundarythereexistsgeothermalhotspringslocatedontheeasternborderofthe city.AdditionalprominentlandstructuresuniquetoMurrietaaretheHogbacks,aMiocenebasalt cappedgraniteridgelocatedtothenortheastofthecity.Theseuniquegeologicalfeaturessitabove theMurrietafault,whichispartoftheElsinorefaultzone,whichispartoftheSanAndreasFault system.

The valley floor is made up of two types of soils that present potential hazards. The first type, expansivesoils, expandsand shrinksdependingonmoisturecontent. Thesecond type, collapse soils,containsvoidsandissubjecttogroundcracking.

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Figure 9 Geology

(Source: Murrieta General Plan 2035)

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Climate

KnownforhavingaMediterraneanclimate,Murrietaaverages275sunshinedaysand31daysof measurableprecipitationayear(Sperling’s,2019).AllofCaliforniaiscurrentlyexperiencing significantdroughtconditions. Theworstofthesedroughtconditionsareinthecentraland northernportionsofthestate(exceptionalorextremedrought)whilewesternRiversideCounty iscurrentlycategorizedasexperiencingseveredrought(U.S.DroughtMonitor,2022). Murrieta averages12inchesofrainperyear,buthasalreadyaccumulated9.72 inchesinthe2022/2023 precipitationseason(RCFCWCD,February 3,2023). Duringthewarmmonths,high temperaturescanrangefrom77-91degrees,butitisnotuncommontoseehighsover100 degreesforperiodsoftime. WhilesnowhasfalleninMurrieta(lastoccurringin2014),itisvery rare.

Table 3 Weather Averages

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Population/Population Densities

Murrieta is populated by 112,991 residents, which ranks 55th in California (US Census, 2022). That’sanincreaseofover3,000residentsfromthe109,830populationestimatedbytheUnited StatesCensusBureauin2015andmorethantwo-and-a-halftimesthe44,282residentsin2000 (US Census,2015). The cityhasundergone tremendouspopulation growthsincethelate1980s (seeTable4).

Overall, the city’s population density is 3,357 per square mile. The southwest (Station 1’s area) portionofthecityhavethelowestresidentialpopulationdensities,whilethehighestdensitiesare in the central portions of the city (Stations 2 and 3’s areas). The northeast section of the city (Station 4’s area) has historically had a low population; however, significant residential development has occurred in the area and further residential development is projected. Additionally, the Murrieta Hills annexation as well as projected future development and annexationinthesphereofinfluenceinthenortheastportionofthecitywillmakethenortheast citypopulationrivalthatofthecentralportionsofthecity.

Table 4 Population Growth, 1980 to Present

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Demographic Features

ThemedianageinMurrietais34.7years,with11.8%beingpersonsgreaterthan65yearsofage and 28.2% being persons under theage of 18 (U.S. Census, 2022). Males make up 49.1% of the populationwhilefemalesmakeup50.9%.Thewhitepopulationis69.7%andHispanicorLatino (ofanyrace)is25.9%whilepersonswhoidentifyastwoormoreracesareat6.1%. Theworkforce population is 51,839 with 87% commuting to areas outside the city, reducing the daytime populationtoapproximately65,730(Hoffman,2010).

Population

White 63%

Hispanic or Latino 32.5%

Asian 9.3%

African American 4.9%

Other 9%

Murrietaisprimarilyaresidential,or“bedroom,”communityconsistingofapproximately33,095 housingunits(US Census, 2022). Themedianhomevalueis$703,983and thehome-ownership rate is 66% (Zillow, 2022). As of 2012, there were 8,723 companies reported in a survey of business owners in the city (US Census SBO, 2012). The median annual household income is $91,654. Of the population in Murrieta, 92.2% hold a high school diploma or another form of higher education; the poverty rate is at 6.6% (U.S. Census, 2022); and the unemployment rate standsat2.9%(McAllister,2022).

Figure 10 Race Demographics (Source: U.S. Census Bureau, 2022)

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B. History of the Fire and Emergency Services Agency

Major Historical Milestones of the Department

On April 18, 1947, the citizens of Murrieta voted to form the Murrieta Fire Protection District with donations from the community totaling $1,400. The new district purchased a 1941 military International crashtruckasitsfirstfireengine.Thefirestationwas built with donations and voluntary labor and was located on C Street. Raymond Thompson became Murrieta’s first fire chief (Curran, et al, 2006). In 75 years,thecommunityhasgrownfromasmallfarming community to a city of 115,561 residents. In that time, MFR has remained at the forefront in providing quality service to the residents and visitors of Murrieta. The following are the major milestonesidentifiedduringtheagency’sgrowth:

• 1947–TheMurrietaFireProtectionDistrictwasfounded.

• 1957–Tokeepupwithincreasedservicedemands,thefiredistrictpurchasedanadditional military1942Internationalcrashtruck.

• 1965 – Voters approved a $30,000 bond for the construction of a permanent fire station located at 41825 Juniper Street. The land for the new station wasdonatedbyAlbertEdmonds.Thestationopened in1966.

• 1966 – Volunteers constructed a 500 GPM pumper whichstored800gallonsofwaterandwasbuiltona 1957GMCtruckchassis.

• 1970–Volunteersbuiltaminipumperandrescuesquadona1970Chevyone-tonchassis. The unitcarried300gallonsofwaterandservedtoassistinmedicalresponses.Also,aGMCVan Pelt, 1000 GPM surplus pumper was purchased from the Governor’s Office of Emergency Servicesfor$1,increasingcapabilitiesonstructuralfires.

• 1972–MarvinD.Curranispromotedtofirechief,replacingRaymondThompson.

• 1980 – The fire district allows youth participation to augment volunteer staff. With seven individualsaged16to17years,thishelpedincreasetheamountoftrainingandprogressionof thedepartment.

Murrieta's first fire engine

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• 1983–Volunteersbuiltthreemilitary6X6,2½-tonbrushtrucks.Theseincreasedcapabilities tofightwildlandfires.

• 1985–Witharapidincreaseinpopulationand acorrespondingincreasingneedforemergency response, Marvin Curran is appointed as the district’sfirstcareerfirechief. Additionally,Joe Whisenand is appointed assistant chief and Captain Jim Kean is appointed to fleet maintenance. The district also purchases a 1984 Emergency One, 1500 GPM pumper and constructs a fleet maintenance building that is stillinusetoday.

• 1987 – Volunteer firefighters were unable to meet the increasing demands for emergency response.OnOctober1,thefirstninecareerfirefightersarehiredtostaffthefirestationwith threeshiftsofthreepersonneleachona24-hourbasis.Volunteerscontinuedtosupplement responsesandstaffadditionalequipmentandthesquadasneeded.

• 1988–Thefiredistrictpurchasestwoadditional 1750GPMEmergencyOnepumpersandone95foot platform truck (quint). A major remodel is made to the exiting station with the addition of two apparatus bays, a dormitory, and administrative offices. A fire marshal position is filledalongwithafiresafetyspecialistpositionto handlepreventionandinvestigationactivities.

• 1990 – Station 2 opens on California Oaks Road withanadditionalninecareerpersonneladdedtoprovideservicetotheCaliforniaOaksarea.

• 1990 – Murrieta Fire Protection District becomes the first agency in Riverside County to implement the Emergency Medical Technician-Defibrillator (EMT-D) program, requiring all firefighterstobecertified.

• 1991–CityofMurrietaincorporates.ThedistrictcombinesdispatchserviceswiththeMurrieta PoliceDepartment.

• 1992–Station3isconstructedtoservetheAltaMurrietaareawithnineadditionalfirefighters added to provide 24-hour coverage, decreasing response times to the area. Joe Whisenand becomesfirechief,replacingMarvinCurranwhoretiredfromservice.

1984 E-One Pumper

Station 1, Remodeled in 1988

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• 1993 – The Murrieta Fire Protection District becomes a subsidiary district of the City of Murrieta. TheMurrietaCityCouncilassumesdutiesastheBoardofCommissioners. Duetoa downturn in the economy, the fire department is forced to close Station 3 and layoff 14 firefightersandtwosupportstaffpositions.Laterthatyear,anagreementwithlaborwasmade, enabling the re-opening of Station 3. All equipment was operated with two personnel per engine.

• 1995 – Jerry Allen is appointed as fire chief, filling the vacancy left by Joe Whisenand’s retirement.

• 1997–Withareboundintheeconomy,additionalpersonnelwereaddedtoStation2,restoring enginecompanystaffingtothree.

• 2000 – Additional staffing was added to restore staffing to three per engine at Stations 1 and 3. Two Emergency One enginesarepurchasedtoreplaceagingEngines2and3. The departmentbeginsaparamedicassessmentengineprogram with each engine staffed with at least one firefighterparamedic.

• 2001 – Phillip Armentrout is appointed fire chief following JerryAllen’sretirement.

• 2005–Station4isopenedwithatemporarystructure,addingservice,andimprovingresponse timestothenorthendofthecity.

• 2006–PaulChristman becomesthefirechief,replacingPhilArmentroutwholosthisbattle withcancer.

• 2008 – A permanent structure for Station 4 is constructed and the temporary facility is relocated to the Copper Canyon area in northwestern Murrieta for the addition of a temporary Station 5. A new administration building is constructed at Station 1, addingadditionalofficespace.Thedepartmentreceives a 2007 International 4x4 brush engine on agreement with the California Governor’s Office of Emergency Services (the state provides the brush engine and the department provides personnel to staff the apparatus on statewide deployments;theenginecanbeusedlocallyfordepartmentneeds).

• 2011–MattShobertisappointedfirechiefafterPaulChristmanretires.

Paramedic Level Service, Added 2000

Station 4

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• 2014–ChiefShobertiscriticallyinjuredinafreakaccidentinwhicharockwasthrownfroma mowerwhilehewasobservingabrush-clearingoperation.Battalionchiefswererequiredto fillinforhisduties,illuminatingtheneedforsuccessionplanning.

• 2015 – Scott Ferguson is appointed as fire chief and David Lantzer as deputy fire chief with the aim of providing the foundation of succession planning, starting at the fire chief’s position. A fire fleet assessment was conducted; as a result, a new 75’ Pierce Quint was purchased along with a number of light duty fleet vehicles to replace aging equipment units.

• 2016 – A training assessment was completed, identifying needs to provide mandated training to departmentpersonnel.Notedintheplanwastheneedforafull-timetrainingcaptain,which hadbeenvacantsince2011duetobudgetreductions. Anewtrainingcaptainwasappointed inJune.

• 2017 – Following department-wide outreach and voting, the Murrieta Fire Department officiallychangesitsnametoMurrietaFire&Rescuetobetterreflecttheagency’smission.

• 2018–MurrietavotersapproveMeasureT,providingasignificantboosttothecity’srevenue bywayofa1%salestaxincrease.

• 2019–ScottFergusonretiresasfirechief,andDavidLantzerisappointedtotheposition. In July,afatalgasexplosionleveledahomeandrockedaneighborhood InSeptember,theTenaja Fire,whichstartedinthecommunityofLaCrestaandworkeditswaydowntothewestsideof Murrieta, burned nearly 2,000 acres. Evacuation orders were given to some neighborhoods andMurrietaValleyUnifiedSchoolDistrictclosedallareaschoolsfortwodays.InOctober,the departmentdeployedamedicpatroloutofStation2toprovideimprovedresponsereliability withintheresponseareastaffedwithanengineerandfirefighter/paramedic. Theadditionof thisunitincreasedthedepartment’sdailystaffingfrom16to18personnel.

• 2020–MikeLopezishiredasthedepartment’snewestdeputyfirechief.Theadministrative office and all fire stations were closed to the public during the coronavirus pandemic. In August, dispatch went live with emergency medical dispatch (EMD), providing medical direction to citizens calling 911 and ascertaining appropriate information to ensure the departmentresponseisappropriatetotheseverityofthecall.

Truck 1, Purchased in 2015

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• 2021–InJune,thedepartmentdeployeditssecondmedicpatroloutofStation3. Thischange increasedthedepartment’sdailystaffingto20personnel. DavidLantzerretiresasfirechiefin October. DeputyChiefMikeLopezservesasinterimfirechiefduringtherecruitmentofanew firechief.

• 2022 – Bernard Molloy II was hired as the fire chief for the department and began in his positionasthedepartment’stenthfirechiefinMarch.

Current Legal Boundary of Service Area

MFR’slegalserviceboundarymirrorsthecity’sboundaries. Thewesternboundaryoftheservice areafollowsthebaseoftheSantaRosaPlateaudowntoCherryStreet. Thesouthernboundaryof theserviceareafollowsCherryStreetnortheasttotheInterstate15freewayandalongDateStreet primarilyontheeastsideoftheInterstate15freewaytoWinchesterRoad,followingtheborder oftheCityofTemecula.TheeasternboundaryoftheserviceareafollowsWinchesterRoadfrom Winchester Creek Road north to Thompson Road. The northeast portion of the service area boundaryincludestheareasouthofClintonKeithRoadandwestofMenifeeRoadnorthtoScott RoadattheborderwiththeCityofMenifee. ThenorthernboundaryoftheserviceareaisScott RoadtoInterstate215,thenrunssouthalongtheinterstatetoBaxterRoad,includingallthearea east of and including the freeway. The northern service area boundary then runs west until it meetstheborderwithWildomar,whichitfollowssouthwestandaroundthecommunityofBear CreekuntilitmeetsthebaseoftheSantaRosaPlateauandthewesternserviceareaboundary. TheportionoflandoutsideMurrieta’sboundariestothenortheast,thecity’ssphereofinfluence, isnotcurrentlyapartofMFR’slegalserviceareaboundary.

MFRhasanautomaticaidagreementwiththeRiversideCountyFireDepartmenttoreceiveaidin the eastern portion of the response area north of Hunter Road and east of the Warm Springs Reserve(seeFigure11). Theagreementincludesthe“nearestunitauto-aidconcept”(Automatic AidAgreement,2008).

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Current Organization, Divisions, Programs and Services

TheprimarydivisionswithinMFRare:

Administration – Oversees the department and works collaboratively with other city and communitystakeholderstoensureahighlevelofefficiencyandproductivityandprovidessupport to shift personnel. This division includes financial analysis/contracts management, fire systems/dataanalysis,andclericalsupport.

Fire Suppression & Rescue –Respondstoandmitigatesfire,medical,motorvehicleaccidents, urbansearchandrescue,andhazardousmaterialsincidents.TheFire

Figure 11 Automatic Aid

The shaded areas are in Murrieta that CAL Fire provides automatic aid to; the orange shaded area is the recently annexed area of the city known as Murrieta Hills.

FleetMaintenanceProgram

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is a sub-division. The on-duty battalion chief is responsible for the day-to-day management of emergencyresourcesandreportsdirectlytothedeputyfirechief.

Emergency Medical Services –Maintainsminimumhealthcarestandardsandbestpracticesand provides out-of-hospital acute medical care and transport to hospitals in emergency situations. The EMS coordinator heads this division and reports directly to the deputy fire chief. The coordinatormustbearegisterednurse(RN).

Training – Provides the tools necessary for compliance with mandatory minimum laws/standards,maintainsprofessionalcertifications,embracesindustrybestpractices,andhelps prepare personnel for career advancement. This division is headed by a training captain who reportsdirectlytothedeputyfirechief.

Life & Fire Safety – This division recommends and implements ordinances, reviews plans, processes complaints, manages billing, and enforces municipal codes and state law through inspectionofnewconstructionandexistingbuildings.Thisdivisionisledbythefiremarshal,who reportstothefirechief.

Disaster Preparedness – Prepares, trains, and plans for natural and man-made disasters that maydirectlyorindirectlyimpactthecommunity.Thisdivisionismanagedbytheagency’sdisaster preparednesscoordinatorthatreportsdirectlytothefirechief.

Public Education –Managedbythedisasterpreparednesscoordinator,thisdivisionprovideslifesaving campaigns and training programs devoted to protecting lives and property through preventionandpubliceducation.

The fire chief oversees Life & Fire Safety, Disaster Preparedness, Public Education, and the financialservicesanddataanalyticsfunctionsunderAdministration.Thedeputyfirechiefdirectly supervisesFireSuppression&Rescue(includingtheFireFleetMaintenanceProgram),Emergency MedicalServices,Training,andtheclericalsupportportionofAdministration.

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Figure 12 MFR Organization Chart

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Fire Stations, Training Facilities, Apparatus, Equipment, and Staffing

Station 1 –Alongwiththeagency’sadministrationoffices,Station1islocatedat41825Juniper Street, near Historic Downtown Murrieta in southwest Murrieta. It is not far from where the MurrietaFireProtectionDistrict’soriginalstationwaslocated.Station1openedinApril1966;it wasremodeledin1987andexpandedtofourapparatusbays.Thestationhousesthreepersonnel, onecaptain,oneengineer,andonefirefighter/paramedic.ItisequippedwithaType1engine,and personnelcross-staffaType3brushengine Additionally,atow-behindlight/airunitishousedin thestation.

Station 1 is staffed with one captain, one engineer, and one firefighter assigned to Engine 1 and cross-staff Brush 1.

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Station 2 –Locatedat40060CaliforniaOaksRoad,Station2istheagency’smostactivestation, respondingtothehighestnumberofcallswithinthecity.Theresponseareaisthecentralportion ofthecity,locatednearseveralheavilytraveledintersections,shoppingcenters,twolargesenior citizen residentialcommunities, and convalescentcarefacilities. Thestationopened onMay23, 1990.Station2housesfivepersonnel:onecaptain,twoengineers,andtwofirefighter/paramedics. Thestationishometoa75-footquint,personnelcross-staffa1,800-gallontacticalwatertender, thedepartment’stechnicalrescuetrailer,andoneType6medicpatrolunit.

Station 2 is staffed with one captain, two engineers, and two firefighters assigned to Truck 2 and Medic Patrol 2.

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Station 3 –Thisstationislocatedat39985WhitewoodRoadandisthesecondmostactivestation. The response area is the southeast portion of the city, located near several heavily traveled intersections,threelargeshoppingcenters,residentialcommunitiesandfreewayaccesspointsto Interstate 15 and Interstate 215. Station 3 opened on November 1, 1992. However, it was temporarilyclosedonOctober2,1993,reopeningonFebruary4,1994.Station3isstaffedbyfive personnel(onecaptain,twoengineers,andtwofirefighter/paramedics)whostaffaType1engine, aType6medicpatrol,andcrossstaffaCaliforniaOfficeofEmergencyServices(OES)Type6brush apparatus. Station 3 is staffed with one captain, two engineers, and two firefighters assigned to Engine 3, Medic Patrol 3 and cross-staff OES 6614.

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Station 4 –Openedin2005,thisstationislocatedat28155BaxterRoadandservesthenorthern portionofthecity.ThestationhasnearbyaccesspointstoInterstate215bothnorthandsouthof its location. The station is staffed by four personnel, the on-duty battalion chief assigned to Battalion1,andonecaptain,oneengineerandonefirefighter/paramedicassignedtoaType1fire engineandcross-staffaType3brushengine.Thestationconsistsofacommunitymeetingroom andapolicedepartmentsub-station.

Station 4 is staffed with one captain, one engineer, and one firefighter assigned to Engine 4 and cross-staff Brush 4. The on-duty battalion chief is also assigned to Station 4.

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Station 5 –MFR’sStation5islocatedat38391VineyardParkwayanditsprimaryresponsearea covers the western portion of the city. It is located within and near areas classified as high fire hazardzones.ThestationopenedinMay2010andishometothreepersonnel,onecaptain,one engineer,andonefirefighter/paramedicassignedtoaType1engineandcross-staffanOESType 3brushengineandPolarisRazoroff-roadvehicle.

Station 5 is staffed with one captain, one engineer, and one firefighter primarily assigned to Engine 5 and cross-staff OES 6311 and Rescue 5.

Administration Offices – Administration offices at Station 1’s location were remodeled and opened in 2008. Administrative staff members include the fire chief, deputy chief, executive assistant, fire marshal, deputy fire marshal, five fire inspectors, one fire prevention administrative assistant, emergency disaster manager, administrative assistant, training captain,EMScoordinator,twomanagementanalysts,an officeassistant,andonepart-timeofficeassistant

Fire Fleet Maintenance Shop –LocatedbehindStation1, theFireFleetMaintenanceShophoststwoparadeengines,variousreserveapparatus,andother apparatus as they transition through for maintenance and/or repair. The maintenance shop is staffedbyonefull-timefiremechanic.

Administration Offices, Co-Located with Station 1

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Training Facility –AlsolocatedbehindStation1,the agencymaintainsatrainingclassroom,Conexboxes, andtrainingprops.Theseresourcesprovideforboth classroominstructionandstructurefiretraining.The training division’s mission is to provide quality certification, and training and education to both swornandcivilianpersonnel.Theagencyiscurrently seekinglocationoptionsforanewtrainingcenter,as thecurrentfacilityisnolongeradequate.

Connex Box Arrangement for Training Evolutions

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C. Current Descriptions of Levels of Service with Delivery Programs Fire Suppression

Thefiresuppressionprogramprovidescomprehensivefiresuppressionandemergencyresponse tominimizethelossoflifeanddestructionofpropertyduetofire.Thisisaccomplishedthrough therapiddeploymentoftrainedpersonnelonandwiththeappropriateequipment.

MFR provides structural and wildland fire protection.Fourofthefivefirestationsarestaffed withathree-personType1fireengine,andoneis staffedbyathree-person75-footquint.Allstations cross-staff other units: Three of the five stations cross-staffaType3brushengine,onecross-staffsa Type 6 brush engine, and one a tactical water tender. All suppression personnel are equipped with structural and wildland personal protection equipment(PPE).

Structure fire responses include four Type 1 engines,aquint,amedicpatrol,andtheon-dutybattalionchief(BC),foratotalof18personnel. OneAmericanMedicalResponse(AMR)ambulanceisalsodeployed. Aswithallevents,personnel manageincidentsviatheIncidentCommandSystem(ICS)andunifiedcommandisutilizedwith Murrieta PoliceDepartment (MPD),mutualaid agencies,andAMRtoenhancecoordinationand communicationofactivities. Whenallstationsarecommittedinsuchamanner,citycoverageis requestedfromCALFire(uptotwoengines)tosupplementtheremainingmedicpatrol.Additional alarmsarerequestedasneededbytheincidentcommander(IC).

Emergency Medical Services

MFRprovidesemergencymedicalservices(EMS)toallresidentsandvisitorswithinthecity. MFR has a first-response EMS program with personnel and medical equipment to provide basic and advanced lifesupportservices. Transportservices arecontracted via theRiversideCountyEMS Agency(REMSA)toAmericanMedicalResponse(AMR);contractcomplianceisoverseenbythe REMSA (REMSA, 2015). All MFR suppression personnel are state-licensed and county-certified emergency medical technicians (EMTs) or paramedics (REMSA, 2016a; 2016b). The minimum levelofresponsetoallemergencymedicalincidentsistwotothreepersonnel(dependingonthe responding apparatus), with at least one being a paramedic, and an AMR ambulance with two personnel. Additionally, MFR’s dispatch provides emergency medical dispatch (EMD) services categorizingmedicalcallsbasedonseveritytoensurethattheappropriatenumberandtypesof resourcesarerespondingandprovidefurtherguidancetocitizenscalling911.

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Structure Fire Training, December 2016

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MFR policies and REMSA standing medical orders and protocols direct medical care to meet organizationaland communityexpectations. Protocolsare reviewed and updated annuallywith collaborationfromREMSA,MFR,andadditionalRiversideCountystakeholders(REMSA,2016c). MFRisanactiveparticipantatthecountyandstatelevelstoimprovelocalEMS.

Each apparatus contains a standardized level of EMS equipment and medications to provide efficient and effective patient care. EMS equipment and medications are based upon REMSA requirementsandMFRpolicies. SuppliesarereplenishedeitheratthescenethroughAMRorvia firestationsupplies.

Technical Rescue

MFR provides technical rescue capabilities, including the safe rescue of victims trapped in trenches, swift water, confined spaces, vehicles, and building collapses. The equipment utilized duringtechnicalrescueincidentsislocatedona20-foottraileratStation2.Thetechnicalrescue trailer can be transported by a one-ton utility vehicle that is kept connected to it for rapid response. TheunitiscrossstaffedbythethreemembersassignedtoTruck2

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All members assigned to Truck 2 are expected to have, at a minimum, California State Certified Operations level training in trench, swift water, confined space, auto extrication, and low-angle rescue. Additionally, several members assigned to outlying engine companies hold operational level training in various technical rescue disciplines and are available to support rescue operations.

Of the 62 operations personnel, twelve are members of the Federal Emergency Management AgencyUrbanSearchandRescueTeam(FEMAUS&RTaskForce6);MFRmembersfilltheteam’s RescueSpecialistandSafetyOfficerpositions.Thenumberoftechnicalrescuequalifiedpersonnel will fluctuate depending on daily staffing. The department’s current deployment model, as it pertainstotechnicalrescue,includesanall-unitresponse(fourenginesandonetruckwithrescue trailer),providingtheminimumrequiredqualifiedpersonneltoperformrescueoperations.

Hazardous Materials

MFRrespondstohazardousmaterialsincidentsattheoperationslevel. Thedepartment’ssworn personnel are trained to the First Responder Operations (FRO) level to recognize a hazardous materialsemergency,isolatetheincident,maketheappropriatenotifications,andperformbasic decontaminationoperations(asdefinedinNFPA472andOSHA29CFR1910.120).Eachapparatus isequippedwithaDepartmentofTransportation(DOT)EmergencyResponseGuidebook(ERG) forreferenceregardinghazardsandevacuationdistances. Adecontaminationequipmentcacheis housedinthetechnicalrescueunitatStation2.

The agency utilizes CAL Fire to provide technician and specialist level hazardous materials response for a fee. The CAL Fire hazardous materials team is in the nearby community of Winchester(approximatelyeightmilesnorthofMurrieta).

Wildland Fire Services

The majority of the city’s center is built out with small pockets of wildland and open space mixed between structures.Thewestandeastsidesofthecitycomprise thelargestwildlandthreat.TheLosAlamosHillstothe eastconsistofaprominentridgelinethatiscoveredwith medium brush and annual grasses. The area remains ruralwithintermixedresidentialstructuresandareasof interfacewherenewdevelopmenthasoccurred.Beyond the city’s boundaries, the Santa Rosa Mountains to the

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west skirt the city’s boundaries. This area also remains rural with intermix and interface structureslocatedalongthewesternboundaries.

EachMFRengineisequippedwithwildlandhoseandnozzlesandiscapableofmakinganinitial attackonawildlandfire.Threeofthefivestationshouseacross-staffedType3brushengineand onehousesaType6brushengine.An1,800-gallonwatertenderislocatedatStation2andiscrossstaffedbyStation2personnel. Firefightersareprovidedwildlandoperationalandsafetytraining on an annual basis and are required to comply with the National Wildfire Coordinating Group (NWCG),310-1qualificationguideforICSassignments.

Due to the severity of threat, the agency maintains a cooperative wildland agreement with CAL Fire.Theagreementcovers2,209acresprimarilyintheLosAlamosHillsareatotheeast,aportion ofGreerRanchtothenorth,andareaswithinthecityadjacenttostatelands(whichareconsidered mutualthreatzones). Intheeventofafireinthecontractareaormutualthreatzone,allcostsare absorbedbyCALFire.Theagreementalsostandardizesresponsetowildlandincidentswithinthe contractareas.Responseiscategorizedas“Low,”“Medium,”or“High,”dependingonweatherand fuel status (hot weather combined with dry fuels is classified “High”). The following response modelindicatesthelevelofresourceresponsedependentonthedispatchlevels:

Table 5 Resource Response to Wildland Incidents

ThefollowingisMFR’scontributiontoawildlandfireforeachrespectivehazardclassification:

Table 6 Murrieta Resources to Wildland Incidents

MFRparticipatesin California’sStatewideFireService and RescueMutualAid Plan. Thisrobust planprovidesstatewidemutualaidserviceswhicharecoordinatedbytheCaliforniaGovernor’s OfficeofEmergencyServices(CalOES).Theplancoordinatesanorganizedresponsethroughout the State of California for any man-made or natural disaster but is used most on wildland fire incidents. Also, included in this plan is the Master Mutual Aid Agreement, which provides for assistancefromotherlocalentitiesonano-costvoluntarybasis.CalOESmaintainsaninventory ofallparticipatinglocalagencies'equipmentandcapabilities(CalOES,2014).

The California Fire Assistance Agreement (CFAA) is an agreement between state and federal wildland agencies along with Cal OES. This agreement provides for mutual aid to the forest agencies,whichisreimbursabletolocalagenciesprovidingassistance.MFRispartoftheRiverside County Operational Area (OA), which is coordinated by Riverside County/CAL Fire in Perris, California.

Figure 13 Areas Covered by the Cooperative Wildland Agreement with CAL Fire

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Community Risk Reduction

Community risk reduction exists to prevent and/or reduce the loss of life, injury. and property damage due to fire or natural disaster. These activities are managed by the Life & Fire Safety Division, which is headed by the agency’s fire marshal. The division provides comprehensive enforcementofmandatedfireandlifesafetycodesandregulationsbyreviewingthedesignand installationofbuildingfeaturesandfireprotectionsystems.Inaddition,itinspectspropertiesto ensurefireandlifesafetycodecomplianceandmanagestheweedabatementprogramtoreduce firehazardscity-wide.

Life & Fire Safety works with suppression personnel to administer fire and life safety public education. Theseeffortsaregearedtoeducatethepubliconthecausesandprevention offires, burns,andinjuries.Areasexperiencingthegreatestlevelsoffireemergenciesandthosethathave a history of high emergency medical calls are specifically targeted. Public education provides a stronglinkbetweenthefiredepartmentandthecommunity.

Thedepartment’sdisasterpreparednesscoordinatormanagesthecity’semergencymanagement program, which includes the maintenance of the emergency operations center (EOC); develops, updates, and maintains the city-wide emergency operations plan (EOP) and multi-hazard mitigationplan;andmanagestheCommunityEmergencyResponseTeam(CERT)program.

D. Current Deployment and Coverage Areas Points of Service Delivery

Figure 14 Points of Service Delivery (Station Locations)

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Minimum Deployment of Resources

Table 7 illustrates the units and personnel assigned at each station. There are 20 personnel on dutyatalltimes,threeperengine/quint,twopermedicpatrol,andonebattalionchief.Eachstation is also assigned a unit(s) to cross-staff. The most commonly cross-staffed units are the Type 3 brushenginesandwatertenderforincidentsinornearthewildland-urbaninterfaceareasofthe city.

Response Areas

Note:Theresponseareasidentifiedbelowprovideageneraldescriptionoftheareaprimarily coveredbytheidentifiedstation;however,thecomputerautomateddispatching(CAD) employedbyMFRutilizesautomaticvehiclelocatorsoftware(AVL)torecommendtheclosest appropriateunitbasedonlocationandstatus,regardlessofthegeographiclocationofacall.

Station 1 –Murrieta’sfirstfirestationislocatedclosetoHistoricDowntownandcoversaprimary response area (PRA) that encompasses the southwestern portion of the city. By size, it is the second-largestPRAandgeneratesaboutone-sixthoftheagency’scallvolume.

Station 2 –Overone-thirdofthedepartment’scallvolumeoccursinStation2’sPRA,makingitthe busiestofthefivestations.Thisstationcoversthenorth-centralareaofMurrietaandisthethirdlargestPRAbysquaremiles.

Station 3 –GeographicallythelargestPRAat9.6squaremiles,Station3’sareageneratesovera quarterofthedepartment’scallsforservice.Itsmostpopulatedareasarethesoutheastportionof thecity,withthenortheastofthePRAconsistingoflow-densityruralareas.

Table

Resource Deployment

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Station 4 –SmallestofthePRAsat4.4squaremiles,thisstation’sareageneratesalmost12%of thecallvolume.Theareacoversthenorthernportionofthecity.Aproposedlargedevelopment intheinterfacenearStation4willsignificantlyimpactthisPRA’sincidentload.

Station 5 –Station5’sPRAisinthenorthwestportionofthecityandcoverssignificantwildlandurbaninterfaceareas.Over10%ofthedepartment’scallvolumeoriginatesinthisPRA.

Table 8 Response Area Profiles

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E. Summary of Community Response History

& RESCUE

Table 9 Call Volume and Type, by Station, 2017-2021

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Thefollowingpiechartsprovideadisplayofthedistributionofincidentsfromthefivefirestations forallincidents,firesonly,andEMSonly(five-yeartotalsfrom2017to2021):

Incident Distribution by Station

Fire Incident Distribution by Station

EMS Incident Distribution by Station

Figure 15 –Incident Distribution Pie Charts, totals from 2017 to 2021

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F. Community Priorities, Expectations, and Performance Goals

Mission Statement

Duringthe 2021strategicplanningprocess, aworkgroup ofMFR’sinternalstakeholdersmetto reviewtheexistingmissionandcollectivelyagreedtothefollowing:

Murrieta Fire & Rescue is a progressive team committed to serving our community by providing all risk emergency and non-emergency services.

MFRhasincorporatedannualstrategicplanningretreatsinOctoberforthepurposeofupdating themission,vision,values,andgoalsforthecomingyear. Theretreatsprovideanopportunityto makeadjustmentsinordertokeeptheplancurrentandrelevantandtocelebratewhathadbeen accomplished.

Community Service Priorities

Inorderofpriority,thefollowingthemeswereidentifiedasprioritiesduringthe 2021strategic planningprocess:

Verbatim, in order of priority, the following are the 48 expectations identified during the 2021 strategicplanningprocess:

1. Respond with appropriate resources, within a timely manner, to any and all emergencies within the city. Prompt/rapid response to emergencies. Response times are better than industry standards. Rapid response time. Timely response to calls. Rapid response to 911 calls. Response times to emergency situations would constantly improve. Timely response to medical aids and fire suppression calls. Respond fast with adequate staff. Expeditious response to fire emergencies. (76)

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2. Trained professionals. Competency (staying up to date on innovative ways to serve). Knowledge. Personnel receive proper and adequate training. Well-trained and professional staff. Staff training. Medical training. Knowledgeable/educated professionals to handle the presenting situation. Continuous learning/maintenance of knowledge and skills. (48)

3. Possess the proper equipment and training to mitigate those emergencies effectively and safely. Properly equipped. Provide modern equipment that is well maintained. Up-to-date equipment. Adequately equipped for the situation. (19)

4. Professionalism. Professional conduct - demonstrate appropriate empathy to those who are hurting. Professional and well-trained. Professionalism. Create and meet the highest standards for professionalism and customer service. Individual professionalism/pride/self-accountability. (18)

5. That the department remains financially responsible, does not overextend, and continues to seek other sources of revenue. Funding is sustainable. Ensure proper fiscal responsibility and Page 30 accountability with taxpayers’ investment (including visibility and transparency). Responsible and effective stewardship of resources. Fiscally responsible. (11)

6. That Murrieta Fire and Rescue continues to be a “full service” fire department meaning that the fire department is the one that is called to solve the problem no one else can. Service to others. (10)

7. Lifesaving efforts. Preservation of life. (10)

8. Fire prevention. Proactive efforts in fire prevention. (10)

9. Provide the public with education and resources to minimize risk and improve safety and quality of life. Community education on how to assist the department. Public outreach/education. Community outreach and involvement. Community involvement. Community interaction. (10)

10. Effective and clear communication to the public community and stakeholders. Community involvement to highlight the work of MFR. Community involvement. (9)

11. Excellent customer service. Continue to provide the best customer service possible both during emergency calls and normal business. (8)

12. Emergency medical services. Medical crisis response. (8)

13. Fire response. Firefighting. (8)

14. Concise and effective communication within the organization. Concise and effective communication with other relevant responding agencies to maximize effectiveness. Coordination with local and regional partners. (8)

15. Compassionate care. Compassionate and equitable leadership. Care for community members. (7)

16. Mitigate threats. Effective results to mitigate loss of life and property damage. (6)

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17. Murrieta Fire and Rescue needs to have the ability to not only see existing problems, but also have theability to discover solutions to them.Aggressively take actions ontheirownto make adifference in our community. I want them thinking and taking action at all times to solve the problems. (6)

18. Properly staffed. (5)

19. High character of these amazing public servants. (5)

20. Community presence with positive community image Personnel are part of community (i.e., take part in community events). Positive culture reflective of our community. (5)

21. Accessible. (4)

22. Safety. (4)

23. Diligent attention to possible high fire threats. (4)

24. Preservation of property. (4)

25. Consistency. (4)

26. High level execution. (4)

27. Integrity. (3)

28. Reliable. (3)

29. Murrieta Fire and Rescue would share progress and results with community. (3)

30. Proactive fire suppression measures (e.g., weed abatement/control). (3)

31. Business safety inspections. (3)

32. Specific to my area of expertise: Knowledge of how to respond to children/pediatric patients. (3)

33. Effective organization. (3)

34. That they have community support. (2)

35. Have our best interests at heart; not bureaucracy. (2)

36. Establish expectations. (2)

37. Proper fire coverage for the city. (2)

38. Proper maintaining of equipment and infrastructure. (2)

39. Other emergency issues (HazMat, etc.). (2)

40. Inspect causes of and collect evidence relating to arson fires. (2)

41. Proactive drought plan. (2)

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42. Maintain accreditation. (2)

43. Transparency. (2)

44. Positive interactions with public. Be nice! (2)

45. Their facilities are modern and efficient. (1)

46. Good value. (1)

47. Proper support staff. (1)

48. Company-wide understanding of diversity, equity, and inclusion especially when it comes to serving a diverse community. (1)

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Performance Goals

Goal 1 – Enhance the design, development, maintenance, technology, and safety of the department’sequipmentandfacilitiestoensureessentialemergencyresponseinfrastructure.

a. Objective1A:Ensurecurrentandfuturefacilitiesaresufficientlyplannedfor,updated, andwell-maintained.

b. Objective1B: Reviewandimproveexistingapparatustoensurethereliabilityofboththe frontlineandreservefleet.

c. Objective1C:Developandimplementanequipmentinventory,accountability, replacement,disposal,andmaintenanceprocesstoensureoperationalreadiness.

d. Objective1D:Reviewandimproveexistingsupportvehiclestoensurefunctionalityfits theneedsofthedepartment.

Goal 2 –EstablishaneffectiveprocesswithHRtoattract,recruit,andretainahighlyskilledand diverseworkforcetosustainthedepartment’spositionasanindustryleader.

a. Objective2A:Designandimplementaneffectivemarketingplantorecruitdiverseand highlyskilledcandidatesatalllevelsoftheorganization.

b. Objective2B:Analyzetheeffectivenessfocurrentcommandandadministrativepositions andexplorewaystoimprovethedepartment’sorganizationalstructure.

c. Objective2C:WorkwithHRtoreviewpositionclassification,compensation,andbenefits withintheorganizationandrecommendenhancementstogaincompetitivenessinthe marketplace.

d. Objective2D:Researchandidentifyopportunitiesforimprovementwithinfire communicationstoimprovethequalityofservicetothecommunity.

Goal 3 –Enhanceallemergencyandnon-emergencycommunicationstoimproveservicedelivery toallstakeholders.

a. Objective3A:Researchandidentifyopportunitiesforimprovementwithinfire communicationstoimprovethequalityofservicetothecommunity.

b. Objective3B:CoordinatewithMPDtodevelopandimprovecontinuingeducationforfire dispatcherstomaintainjobskills,accountability,anduniformity.

c. Objective3C:Conductaneedsassessmentforadedicatedfiredispatchertoimprove preparednessandresponsiveness.

d. Objective3D:Reviewandenhancecurrentandfutureradiocommunicationequipmentto ensurearobustsystemisimplemented.

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Goal 4 – Develop and implement a progressive technology systems program to assist our city information technology partners in strengthening and enhancing the department’s information technologyinfrastructure.

a. Objective4A:Identifycurrentandforecastedfuturetechnologyneedstostreamline informationtechnologyoperationsandsupportservices.

b. Objective4B:Research,assess,andimplementadvancedtechnologiesthatprovidethe departmentwithinnovativeandresponsiveservices.

c. Objective4C:Supportacomprehensiveassessmentofinformationtechnology’scurrent workforcetoensureadequatestaffingtomeetthecityanddepartment’sneeds.

Goal 5 – Implement a comprehensive training program aimed at continuous improvement opportunitiesforallpersonnelthatisadaptableandpreparestheorganizationanditsmembers forthefuture.

a. Objective5A:Analyzecurrentprofessionaldevelopmentprogramsandidentifymethods toincreaseproficiencyandexpertiseforallpositions.

b. Objective5B:Reviewexistingcareerpathwaysanddevelopprogramstoprepare personnelforfuturepositions.

c. Objective5C:Developandimplementcomprehensive,uniform,andadaptabletraining resourcesforallpositions.

Goal 6 – Provide an enhanced wellness, fitness, and injury prevention program to improve the healthandwellbeingofallpersonnel.

a. Objective6A:Builduponexistingmentalhealthwellnessoptionstodevelopa comprehensiveprogramforalldepartmentpersonneltoensureahealthyworkforce.

b. Objective6B:Developandimplementaprocesstoensureindustrybestpracticesare utilizedforcancerprevention,earlydetection,andtreatmenttoreducetheeffectsof hazardousworkplaceenvironments.

c. Objective6C:Provideindustry-leading,proactivemeasurestoreduceinjuries,reduce workers’compensationclaims,andensurethelongevityofdepartmentpersonnel.

Goal 7 – Develop a community risk management and public education program to protect the health,safety,andwelfareofourcity.

a. Objective7A:Implementenginecompanyriskanalysisandpre-planprogram.

b. Objective7B:Revitalizepubliceducationtotheschooldistrictandcommunityatlarge.

c. Objective7C:Conductacomprehensiveassessmentofcurrentdisasterpreparation program.

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d. Objective7D:Modifydisasterpreparednessprogrambasedonthefindingsof comprehensiveassessment.

G. Community Risk Analysis and Risk Levels

Risk Analysis Methodology

Methodology

Murrieta Fire & Rescue (MFR) utilizes the Occupancy Vulnerability Assessment Profile (OVAP) The form consists of ten criteria evaluated byMFR personnel, each receiving a numerical score threatvariousincrementsofrisk. Maximumpointsare226. Thecriteriaare:

• PropertyType

• StructureType

• BuildingStatus

• StructureRoofType

• StructureConstructionType

• FireSuppressionType

• BuildingType

• RequiredFireFlow

• FloorsAboveGround

• FloorsBelowGrade

Scoresfromeachoftheabovecriterionaretotaledandusedtodeterminewhichofthefollowing riskcategoriesisassigned:

• Low(0to100points)

• Moderate(101to188points)

• High(189to225points)

• Critical(226points)

Wildland fire risk categorization is determined via use of the state-issued Fire Hazard Severity Zonemap.Themodelfordevelopingthemapanalyzesandestablishesratingsthatreflectflame andemberintrusionfromadjacentwildlandsandflammablevegetationinurbanareas. Scientists attheUniversityofCaliforniaBerkeleyCenterforFireResearchandOutreachprovideanurban fuelsmodelthatisincorporatedinthehazardrating.

TheLifeHazardcriterionisusedtoassessemergencymedical(EMS)risks.Thiscriterionisbased on occupant load, with the rationale being that the more people in a location increases the probability,consequence,andimpactofanevent.Ascoreofoneislow-risk,twoismoderate-risk, andthreeishigh-risk.

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HazardIndexisusedtocategorizehazardousmaterialsevents.Ascoreofonetothreeisassessed to an occupancy based on the estimated volume of hazardous materials present. Low risk is assigned a score of one and represents a limited amount of hazardous materials or common household hazardous materials, such as cleaning products and small amounts of flammable liquids. Most business occupancies fall into the moderate-risk (for moderate amounts of hazardousmaterialsormorethanistypicallyfoundinaresidence)orhigh-riskcategory(multiple typesofhazardousmaterialsand/orindustrialoccupancies).

The agency uses response history and urban search and rescue (USAR) trained personnel to determinetheappropriatelevelofresponsetotechnicalrescueincidents. Forexample,lock-ins and elevatorentrapmentshavebeenmitigated withaone-unitresponse andarecategorized as lowrisk;trafficcollisionsrequiringvehicleextricationhavehistoricallybeeneffectivelymitigated withtwoenginesandabattalionchiefandarecategorizedasmoderaterisk;trench,swiftwater, high/low angle, and confined space rescues require all MFR resources and assistance from neighboring cities (to cover other responses or to assist with the rescue operation) to safely mitigateandarecategorizedashighrisk.

Planning Areas/Zones

Indevelopingspecificplanningzones,thecityisdividedintofirst-duecoverageareasforeachof thefivefirestations,calledprimaryresponseareas(PRA). TheuseoffirestationPRAsallowsfor amoreconsistentyear-to-yearcomparisonofdistributionandconcentrationofresources.

PRA-1 planning area includes Historic Downtown Murrieta and encompasses the southwestern portionofthecity.Bygeographicsize,itisthelargestplanningarea,consistingof7.9squaremiles, andgeneratesaboutone-sixthoftheagency’scallvolume.

Approximatelyonethirdofthedepartment’scallvolumeoccursinplanningareaPRA-2,making it the busiest. This planning area includes the north-central region of Murrieta, bordered by Wildomar and an unincorporated county area to the north. It is bordered along its southern boundarybybothInterstate15(tothewest)andInterstate215(totheeast).Theplanningareais 6.4squaremiles.

PlanningareaPRA-3is6.6squaremilesandgeneratesoveronequarterofthedepartment’scalls for service. It’s most populated areas are thesoutheast portion of thecity bordering the City of Temecula, withthenortheastoftheplanning areaborderingunincorporated FrenchValley and consistingoflow-densityresidentialareas.

PRA-4planningareaisthesecondlargestgeographicallyat7.4squaremiles.Theareaisbordered tothewestbyInterstate215andtheCityofMenifeetothenorth.Unincorporatedcountyareas bordertheeasternboundary.Approximately16%ofcallvolumeisgeneratedfromthisplanning

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area.Therearesignificantresidentialandcommercialdevelopmentsintheplanningstagesinthis planningareathatwillsignificantlyimpactincidentloadintheyearsahead.

PlanningareaPRA-5includes the northwest portionofthecityand coverssignificantwildlandurbaninterfaceareas.Ninepercentofthedepartment’scallvolumeoriginatesfromthisplanning areaof5.3squaremiles.

Figure 15 MFR Planning Areas

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¹Numberrepresentspopulationdensitypersquaremile.

Risk Analysis

Fire Suppression Services

All commercial occupancies in the city are assessed for structural fire risk by engine company personnel utilizing the OVAP risk assessment form. The number of commercial occupancies assignedtoeachriskcategorybyplanningareaisasfollows:

A sampling of single-family and large multi-family residential structures resulted in fire risk categorizationof“ModerateRisk”and“HighRisk,”respectively.

Table 10 Planning Area Profiles

Table 12 Number of Residential Occupancies by Fire Risk

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Wildland Fire Services

TheFireHazardSeverityZonemapinFigure16isproducedbyCALFirethroughuseofthemodel described in the“Methodology” sectionabove.MFRutilizesthismaptocategorizewildland fire risk. Colorsrepresentthefollowinglevelsofrisk:

• Red–VeryHigh

• Orange–High

• Blue–Moderate

• OtherColors–Low

Themajorityofthecity’scenterencompassingpartsofplanningareasPRA-1,PRA-2,PRA-3and PRA-5isbuiltoutwithpocketsofwildlandandopenspacemixedbetweenhousingtracts.These are low-risk areas. The west (planning areas PRA-1 and PRA-5) and east sides (planning areas

PRA-3andPRA-4)ofthecityarecomprisedofveryhighandhighriskwildlandthreats.Seethe AppendixtoviewPRA-specificwildlandfirehazardseverityzonemaps.

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TheLosAlamosHillstotheeast(inplanningareaPRA-3)consistofaprominentridgelinethatis covered with medium brush and annual grasses. The area remains rural with intermixed residentialstructuresandareasofinterfacewherenewdevelopmenthasoccurred. Thisareais categorizedveryhighriskandencompassespartsofplanningareasPRA-2,PRA-3,andPRA-4. The cityhasacontractwithCALFiretoprovideautomaticaidresourcestothesegreen-shadedareas inthefollowingfigure(responseisoutlinedinTable13).

Figure 16 Fire Hazard Severity Zones/Wildland Fire Risk Categorization

Response to reported wildland fires is further categorized as “Low,” “Medium,” or “High,” dependingonweatherandfuelstatus (hot,windyweathercombinedwithdryfuelsisclassified “High”). Response levels change regularly. For example, in the spring and summer months, responselevelsaresetat“High”duringthedaywhenhumidityislowandtemperatureishighand thento“Moderate”overnightwhentemperaturedecreasesandfuelmoisturerecoversbecauseof highernight-timehumidity.

Figure 17 Very High Risk Wildland Fire Areas with Enhanced First Response (green shaded areas)

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MFRusesCALFire’srecommendedresponseleveltodetermineitsownresponselevel.CALFire’s recommendedresponseleveliscommunicatedregionallyviatheDailyStatusReport(DSR)ofall regional resources. The following response model indicates the level of resource response dependentonthedispatchlevelsinthecontract(greenshaded)andnon-contractareasmapped inFigure17

Emergency Medical Services

AlloccupanciesinthecityareassessedforemergencymedicalriskusingtheLifeHazardratingon riskassessmentforms.LifeHazardcategorizesemergencymedicalrisksaslow,moderate,orhigh basedontheoccupantloadand/ortypeofoccupants.Forexample,asingle-familyresidencehas a low occupant capacity and is categorized as low risk. Conversely, an elderly residential care facility,whileithasalowoccupantcapacity,iscategorizedasahighrisk.

Table 13 Resource Response to Wildland Incidents in High Risk Areas With CAL Fire Resources to Contract Areas

Table 14 Number of Commercial Occupancies by Medical Risk

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Hazardous Materials Services

AlloccupanciesinthecityareassessedforhazardousmaterialsriskbyutilizingtheHazardIndex rating on risk assessment forms. The Hazard Index categorizes hazardous materials as “limited/common/residential” (low risk), “simple/moderate/business” (moderate risk), and “complex/multiple/industrial/special”(highrisk).

Rescue Services

Incidentsfromlock-instoswift-waterrescuesfallundertheheadingofrescueservices. Thetype of rescue indicates the risk level assigned to it. The following risk categories are used (with examplesofrescuetypes):

• HighRisk

o Trenchrescue

o Confinedspacerescue

o High-anglerescue

o Swiftwaterrescue

• ModerateRisk

o Vehicleextrication

o Machineryextrication

o Swimmingpoolrescue

• LowRisk

o Lock-in

o Removalofperson(s)fromstalledelevator

Somerescuerisksarelargelyconsistentfromday-to-day,suchasbuildingswithelevators. Risk categories may move along the continuum between low risk and high risk. For example, swift

Table 15 Number of Commercial Occupancies by HazMat Risk

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waterrescuerisksarehighduringlargeraineventsaswashes,streams,andriversfillwithwater and low during dry periods or drought; trench rescue risks may be high in areas with active constructionsitesandlowinfullybuilt-outresidentialneighborhoods.

The agency’s most significant rescue risk is swift water. Figure 18 maps the most significant floodingareasinthecity,whichincorporateplanningzonesPRA-1,PRA-3,andPRA-5. Murrieta CreekflowsthroughMurrietainasoutheasterlydirection,firstintoplanningzonePRA-5,thento planning zone PRA-1. Warm Springs Creek flows southwesterly in the southern portion of planningzonePRA-3,eventuallydumpingintoMurrietaCreekinplanningzonePRA-1.

Risks are concentrated in planning zones PRA-1, PRA-3, and PRA-5 along Murrieta Creek and Warm Springs Creek. The red lines represent water drainage into the larger creeks. During rain events, these drainage routes and the creeks present a high risk for swift water technical rescues.

Figure 18 Significant Flood Areas / Swift Water Risks

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Disaster and/or Terrorism Emergency Events

The Riverside County Operational Area (OA) utilized a regional disaster planning process by involvingtheOfficeofEmergencyServices(OES)PlanningTeam,whichhasextensiveexperience in emergency management and vast knowledge of the hazards in Riverside County. The methodology used to analyze and rank hazards in the city included historical activity, public outreach,andinvolvementoflocaljurisdictions,businesses,non-profitorganizations,faith-based organizations, governmental agencies, tribal communities, special districts, educational institutions,utilitycompanies,andpublictransportationagencies.

The following is the result of that planning process to establish the severity, probability, and overallrankofhazardsaffectingMurrieta:

Table 16 Hazard Analysis within City of Murrieta

AllofthescenariosinTable16wouldinvolvethedispatchofallavailableMFRunitsandpersonnel, necessitatingtheuseofmutualaidunitstorespondtootherconcurrentemergenciesand/orassist withtheevent itself.Activation ofthecity’semergencyoperations center(EOC)would occur to coordinatewiththecountyEOCand,thus,withstateandfederalauthorities.

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Source: Murrieta Emergency Operations Plan, Part 1: Basic Plan, June 2017, Pages 5-4 to 5-14

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Critical Task Analysis

MFRhasconductedacriticaltaskanalysisofeachclassandcategoryofrisktodeterminefirst-due and effective response force (ERF) capabilities. Critical tasks are those tasks identified as necessary to safety and efficiently mitigate an incident. The agency validates its critical tasking modelbyreviewingactualincidentsandthroughtrainingsimulationsandtesting.

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Hazardous Materials High Risk - 1st Alarm ERF

biological,explosivematerials,anyreleasewithvictims

Wildland

Fire Services

Wildland Fire Low Risk - 1st Alarm ERF CALFirecontract/veryhighriskareaslowlevelresponse;highhumidity,cold temperatures,and/orprecipitation

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H. Historical Perspective and Summary of System Performance

Distribution Factors

Fivefirestationsarestrategicallylocatedthroughoutthecity.Figure19revealslargeareasinPRA1andPRA-3thatfalloutsideofa1.5-mileradiusfromfirestations.InPRA-1,thisareaconsistsof large-lotresidential,civic,andbusinessparkuses.InPRA-3,theareaconsistsmostlyoflarge-lot residentialandhaslowpopulationdensity.

Figure 19 Fire Stations 1.5-mile Radius (yellow circle is a proposed location for Station 6)

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Theagency’sfirst-dueapparatusarewithinsixminutesand41secondstonineminutesandone secondstraveltimeto90%ofemergencies(seeTable18onpage80). Intheplanningzonemaps onthefollowingpages,traveltimeswithineachPRAhavebeenmappedandcolor-codedgreen(0 to6minutes),yellow(6to9minutes),orred(9-plusminutes).Since2018,traveltimeshavebeen relativelyconsistent(seeTable19).

Table 18 Planning Area Distribution Profiles

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Figure 20 Planning Area PRA-1

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Figure 21 Planning Area PRA-2

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Figure 22 Planning Area PRA-3

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Figure 23 Planning Area PRA-4

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Figure 24 Planning Area PRA-5

Table 19 Fire and Medical First Due Travel Time Performance at 90th Percentile, 2018-2022

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Concentration Factors

Throughout the city, the agency is able to assemble five response units to fire and medical emergenciesinlessthan17minutestraveltime.PRA-2notonlyhasthebestfirst-duetraveltime but isabletomustertogetherfiveresponseunitsinlessthan10minutestraveltime. Thenext closest isPRA-1, which assemblesfiveresponse unitsin justfewerthan 12minutestravel time (seeTable20).

WhilemostofthedatasetsinTable21aretoosmalltoprovidereliabledata,theassemblageofan ERFatmoderateriskmedicalincidentsinPRAs2,3,and5isundernineminutestraveltime.

Table 20 Fire and Medical Travel Times to Planning Areas at 90th Percentile, 2018-2021

Reliability Factors

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Table 21 Fire and Medical ERF Travel Time at 90th Percentile, 2018-2021

Peak Hour Analysis

Dataset Qualification

Because anomalous data makes credible analysis more difficult, Murrieta Fire & Rescue (MFR) researched an objective method to exclude statistical outliers. The agency analyzes three componentsrelatedtoresponsetimes: alarmhandling,turnout,andtravel. Theaggregateofthe threeistotalresponsetime.

MFR utilizes a method outlined in the National Institute of Standards and Technology’s (NIST) Engineering Statistics Handbook, Section 7.1.6, to establish upper and lower thresholds in responsetimedata.Themethodusesthefirstandthirdquartiles(definedasthe25thand75th percentiles).IfthefirstquartileisQ1andthethirdquartileisQ3,thenthedifference(Q3-Q1)is calledtheinterquartilerange,orIQ. A“lowerouterfence”and“upperouterfence”isestablished byusingthefollowingformulas:

Lowerouterfence: Q1-(3*IQ)

Upperouterfence: Q3+(3*IQ)

Thedatasetissubjectedtotheseformulastoestablishlowerandupperouterfencesuniquetothat data.Theagencyroundstheupperouterfencesgeneratedfromusingtheformulatothenearest quarter minute and in 15-second increments beyond that. Alarm handling, turnout, and travel timesoutsidetheupperthresholdsareforwardedtothecommunicationsliaisonbattalionchief byMFR’smanagementanalystforresearchandcorrectiveaction.

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Baseline Performance Tables

MFR has identified alarm handling, turnout, and travel times as its total response time components. Alarmhandlingisthetimeintervalfromwhenthedispatcheracknowledgesreceipt ofanalarm(byansweringthephone)untilresponseinformationistransmittedtotheappropriate firestation(s)andemergencyunit(s).Turnouttimeisthetimeintervalwhentheappropriatefire station(s)andemergencyunit(s)isnotifiedofanalarmandendswhenaunitisenroute.Travel timeisthetimeintervalfrom when aunit isenrouteand towhentheunit arrivesat thescene. Totalresponsetimeistheaggregateofalarmhandling,turnout,andtraveltimes.Thesedefinitions are consistent with 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.

MFR’s benchmark response time goals represent the agency’s incremental pursuit towards meetingNFPA1710timestandardsof64secondsalarmhandling,80secondsturnouttofireand special operations incidents, 60 seconds turnout to emergency medical incidents, four minutes traveltimeforthefirst-dueunittoallemergencyincidents,andeightminutestraveltimeofafull alarmassignmenttofireincidents.

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Wildland Fire

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1Tenaja Fire; units were already deployed via mutual aid request from Cal Fire. The times captured represents when the fire spread into the city.

2Liberty Fire; mutual aid units composed ERF. In the single Very High Risk 2017 fire, the unit completing the ERF was dispatched by the county PSAP 13 minutes and 29 seconds after MFR units were dispatched by the Murrieta PSAP.

I. Evaluation of Service Delivery

Performance – Baselines, Benchmarks, and The Gap

Baselinesrepresenttheagency’sactualperformance. Theagencyhasanalyzedbaselinesforeach ofthepastfiveyearsfrom2017to2021,aswellastheaggregateofallfiveyears.Eachcomponent oftotalresponsetime,alarmhandling,turnout,andtravelaremeasured.

Murrieta Fire & Rescue (MFR) has established total response time benchmarks for each of its emergencyserviceprograms.Benchmarkgoalsaresetforeachcomponentoftotalresponsetime: alarmhandling,turnout,andtravel.Benchmarksrepresentastandardthattheagencystrivesto meet.

Fire Suppression Services Program

Theagencydoesnotrelyontheuseofautomaticaidfromneighboringfiredepartmentstoprovide its effective response force (ERF) complement of personnel to moderate risk fire suppression incidents;however, thedepartmentdoesrelyontheuseofautomaticaidfromneighboringfire departmentstoprovideitsERFcomplementofpersonneltohighriskfiresuppressionincidents. Thedepartment’sactualbaselineservicelevelperformance,benchmarks,andperformancegaps areasfollows:

All operations described below are based on the agency’s standard operating guidelines in the agency’sOperationsManual:

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• The first-due engine, staffed with two firefighters and one officer, is capable of providing personnel for rescue and fire suppression abilities. The first due unit, and all subsequent arrivingapparatus,followstandardoperatingguidelinesintheagency’sOperationsManual.

• The moderate risk fire ERF of 16 firefighters and officers is capable of establishing formal command, uninterrupted water supply, fire attack, search group, ventilation, rapid interventioncrew(RIC),scenelighting,andmedicalcare.Alltheoperationsdescribedabove arebasedontheagency’sstandardoperatingguidelinesintheagency’sOperationsManual.

• ThehighriskERFof22firefightersandofficersiscapableofthefollowingactions:establishing formal command, uninterrupted water supply, fire attack, search group, ventilation, rapid intervention crew (RIC), exposure protection, scene lighting, and medical care. All the operations described above are based on the agency standard operating guidelines in the agency’sOperationsManual.

Causal Factors for Performance Gaps

MFR has identified gaps by comparing actual performance (baselines) to response time goals (benchmarks).Theagency’sinvestigationofthegapshasidentifiedcausalfactors.

• Alarmhandlingtimeisextendedduetoinadequatefiredispatchertraining. Effortsareongoing to increase dispatcher training, improve dispatch technology, and improve fire department dispatching.

• Alarmhandlingtimeisextendedduetoalackoffireincidentlinesofquestioningthatfocuson key questions to quickly determine the nature and severity of an incident and dispatch the appropriateunit(s).

• First-due and ERF travel times are extended due to increased traffic congestion. This is exacerbatedbyincreasedhighdensityresidentialdevelopmentthroughoutthecity.

• ERFtotalresponseandtraveltimesareextendedduetoalackofasufficientnumberofMFR resourcesandlackofanexpandedautomaticaidagreementwithRiversideCountyFire,which provides fire protection to all areas bordering Murrieta. To be most effective, the new agreementshouldincorporateCAD-to-CADcommunicationsbetweendispatchcenters.

Actions

Identification of the causal factors assisted MFR personnel in identifying priorities for performanceimprovement.Theagencyproposesthefollowingactionstoreducethecurrentalarm handlinggapof23seconds:

• MFR’smanagementanalystmonitorsalarmhandlingperformanceoffireincidentsonaweekly basisandforwardsthosetocommandstaff

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• The agency utilizes monthly incident activity and performance reporting to monitor alarm handlingperformanceofallemergencyserviceprogramareas.

• For alarm handling times that exceed the upper outlier, asestablished in MFR’s data outlier policy, the management analyst obtains CAD reports and recordings to forward to the communications battalion chief for analysis. The purpose of this is toidentify extraordinary situationsthatmayhavebeenbeyondadispatcher’scontroltoperformanceissuesrequiring correctiveactionand/orremedialtraining.

• Based on the monthly activity and performance reports, MFR’s communications liaison battalion chief will identify areas for improvement and meet with Murrieta Police Department’s(MPD)communicationssupervisorandleaddispatcherstoinstitutenecessary changes.

• An auto-dispatch feature went live in 2022 which has reduced call processing time by automaticallyalertingtheappropriateresourcesassoonasanincidentaddressandcalltype aredetermined.

• MFRhasintroducedadispatchertaskbooktoimprovedispatchertrainingandintroducearide along program to further expose dispatchers to MFR operations. Additionally, MFR will continueitspracticeofprovidinganin-housedispatchacademytoallnewdispatchers.

• MFR’scommunicationsliaisonBCwillcoordinatewiththecommunicationscentertodevelop afireincidentlineofquestioningpolicy.

Theagencyproposesthefollowingactionstoreducethecurrentfirst-dueapparatusturnouttime gapof20seconds:

• MFR’smanagementanalystmonitorsturnout performanceofmedicalincidentsonaweekly basisandforwardsthosetocommandstaff.

• The agency will utilize monthly incident activity and performance reporting to monitor turnoutperformanceofallemergencyserviceprogramareas.

• Forturnouttimesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy,the management analyst will forward those incident numbers to theappropriate battalion chief anddeputychief.Thebattalionchiefwillinvestigatetoidentifyextraordinarysituationsthat maybebeyondthecontrolofaunittoperformanceissuesrequiringcorrectiveactionand/or remedialtraining.

• Based on the monthly activity and performance reports, the appropriate battalion chief will addressperformancewiththeapplicablecaptain.

Theagencyproposesthefollowingactionstoreducethecurrentfirst-dueapparatustravelgapof 2minutesand13seconds:

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• MFR’smanagementanalystwillmonitortraveltimeperformanceoffireandmedicalincidents onaweeklybasisandforwardthosetothedeputyfirechief.

• Theagencywillutilizemonthlyincidentactivityandperformancereportingtomonitortravel timeperformanceofallemergencyserviceprogramareas.

• Fortraveltimesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy,the management analyst will forward to the appropriate battalion chief and to the deputy chief thoseincidentnumbers.Thebattalionchiefwillinvestigatetoidentifyextraordinarysituations thatmaybebeyondaunitscontroltoperformanceissuesrequiringcorrectiveactionand/or remedialtraining.

• Based on the monthly activity and performance reports, the appropriate battalion chief will addressperformancewiththeapplicablecaptain.

• MFRwillmonitorthefunctionalityoftheAVLtechnologyandworkwiththeCityofMurrieta informationtechnology(IT)departmenttoaddressdiscrepancies.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

TheagencyproposesthefollowingactionstoreduceERFtotalresponsetimegapsof5minutes and 35 seconds to moderate risk structure fires and 3 minutes and 50 seconds to high risk structurefires:

• JointheregionalCAD-to-CADhubwithRiversideCountyFire

• Negotiate a new automatic aid agreement with Riverside County Fire for the simultaneous dispatchingofMFRandnon-MFRapparatusforthetimelyassemblageofERFs.

• UpdateAVLtechnologytoautomaticallylocateanddispatchtheclosestunitstoanincident.

• Beginplanningasixthfirestationontheeastsideofthecity.

Performance Improvement Plan

Theagency’sperformanceimprovementplanaddressesprocess,training,andtechnologyissues andchallengesinordertoreducetherespectiveresponsetimecomponents.

AlarmHandlingTime(FirstDue):

1. MFR implemented auto-dispatching technology in the fourth quarter of 2022 to reduce the timeittakesfromthedispatchertakinganemergencycalltonotifytheappropriateresources withoutinterruptingthedispatcher’slineofquestioning. Theeffectofthistechnologywillbe evaluatedandmonitoredbythecity’scommunicationsmanagerandtheMFRdataanalyst.

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2. The first iteration of the dispatcher task book went live in the fourth quarter of 2022 and a dispatcher academy will take place in mid-2023 to capture new dispatchers. The effects of theseprogramswillbemonitoredandchangeswillbemade,asneeded.

TurnoutTime(FirstDue):

1. AnalyzeturnouttimeperformancebyshiftandstationanddistributetoallMFRpersonnelon a quarterly basis The deputy chief and respective battalion chief will address issues and challengestowardsreducingturnouttimes

TravelTime(FirstDue):

1. Researchifchangesinthecurrenttrafficsignalpreemptionwouldpositivelyaffecttraveltimes andreportfindingsinthesecondquarterofcalendaryear2024.

2. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

TotalResponseTime(ERF):

1. JointheregionalCAD-to-CADhubwithRiversideCountyFireinthefirstquarterofcalendar year2023.

2. Negotiate a new automatic aid agreement with Riverside County Fire for the simultaneous dispatchingofMFRandnon-MFRapparatusforthetimelyassemblageofERFs bythefourth quarterofcalendaryear2023.

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

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Emergency Medical Services Program

Theagencydoesnotrelyontheuseofautomaticaidfromneighboringfiredepartmentstoprovide its effective response force (ERF) complement of personnel to moderate risk and high risk emergency medical incidents. The agency’s actual baseline service level performance, benchmarks,andtheperformancegapsareasfollows:

All operations described below are based on the agency’s standard operating guidelines in the agency’sOperationsManual:

• The first-due unit, staffed with two firefighter/paramedics, is capable of: establishing command;maintainingscenesafety;performingprimaryandsecondarypatientassessments; initiating advanced life support and early defibrillation; and assisting transportation of the patienttotheappropriatereceivingfacility.

• ThemoderateriskERFoffivefirefighters/paramedicsandanofficeriscapableof: maintaining command and scene safety; delivering advanced life support and treatment; and assisting transportationofthepatienttotheappropriatereceivingfacility.

• The high risk ERF of nine firefighters and officers is capable of: maintaining command and scenesafety;deliveringadvancedlifesupportandtreatmenttomultiplepatients;andassisting transportationofpatientstoappropriatereceivingfacilities

Causal Factors for Performance Gaps

MFR has identified gaps by comparing actual performance (baselines) to response time goals (benchmarks).Theagency’sinvestigationofthegapshasidentifiedcausalfactors.

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• First-dueandERFtraveltimesareextendedduetoincreasedtrafficcongestion.

• Callprocessingisextendedduetotheadditionofemergencymedicaldispatch(EMD)inmid2020.

• Fire apparatus’ AVL technology has required additional IT interventions dueto intermittent reliability

Actions

IdentifyingthecausalfactorsforperformancegapsassistsMFRpersonnelinidentifyingpriorites for performance improvement. The agency is taking the following actions to reduce the alarm handlinggapof1minuteand34seconds:

• MFR’s data analyst monitors alarm handling performance of medical incidents on a weekly basisandforwardsthesetocommandstaff.

• The data analyst forwards to the communications battalion chief the incident numbers of incidentswithalarmhandlingtimesthatexceedtheupperoutlier,asestablishedinMFR’sdata outlierpolicy.Thepurposeofthisistoidentifyextraordinarysituationsthatmayhavebeen beyond a dispatcher’s control to performance issues requiring corrective action and/or remedialtraining.

• The agency utilizes monthly incident activity and performance reporting to monitor alarm handlingperformanceofallemergencyserviceprogramareas.

• MFRwillintroduceadispatchertaskbooktoimprovedispatchertrainingandintroducearide along program to further expose dispatchers to MFR operations. Additionally, MFR will continueitspracticeofprovidinganin-housedispatchacademytoallnewdispatchers.

• An auto-dispatch feature went live in 2022 which has reduced call processing time by automaticallyalertingtheappropriateresourcesassoonasanincidentaddressandcalltype aredetermined.

• AVL performance is continually monitored by MFR’s data analyst as well as the City of Murrieta’sITdepartmenttoensureappropriateAVLperformanceandreliability.

The agency is taking the following actions to reduce first-dueapparatus turnout time gap of 46 seconds:

• MFR’sdataanalystmonitorsturnouttimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff

• Thedataanalystforwards tocommand stafftheincidentnumbersofincidentswithturnout timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine

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company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency turnouttimeperformanceofallemergencyserviceprogramareas.

The agency proposes the following actions to reduce first-due apparatus travel time gap of 1 minuteand21seconds:

• MFR’sdataanalystmonitorstraveltimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff

• The data analyst forwards to command staff the incident numbers of incidents with travel timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency traveltimeperformanceofallemergencyserviceprogramareas.

• Monitortheeffectsandimpactofauto-dispatchandadjustitsuseasneeded.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthstationontheeastsideofthecity.

TheagencyproposesthefollowingactionstoreduceERFtotalresponsetimegapsof1minuteand 59secondstomoderateriskemergencymedicalincidentsand5minutesand19secondstohigh riskemergencymedicalincidents:

• Establishcommunicationscenterpoliciesthatprovidefortheinitialdispatchofanadequate numberofunitsbasedonthenatureofthemedicalemergency.

• MonitorthetechnologyrelatedtoAVLandresearchtechnologypatchestocorrectfunctional issues,astheyarise.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthstationontheeastsideofthecity.

Performance Improvement Plan

Theagency’sperformanceimprovementplanaddressesprocess,training,andtechnologyissues andchallengesinordertoreducetherespectiveresponsetimecomponents.

AlarmHandling(FirstDue):

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1. The first iteration of the dispatcher task book went live in the fourth quarter of 2022 and a dispatcher academy will take place in mid-2023 to capture new dispatchers. The effects of theseprogramswillbemonitored,andchangeswillbemade,asneeded.

2. MonitortheAVLsolutionsalongwiththeCityofMurrieta’sITdepartmenttoensureongoing reliability.

TurnoutTime(FirstDue):

1. QuarterlyanalyzeanddistributetoallMFRpersonnelturnouttimeperformancebyshiftand station. The deputy chief and respective battalion chief will address issues and challenges towardsreducingturnouttimes.

TravelTime(FirstDue):

1. MonitortheAVLsolutionsalongwiththeCityofMurrieta’sITdepartmenttoensureongoingreliability.

2. Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

TotalResponseTime(ERF):

1. JointheregionalCAD-to-CADhubwithRiversideCountyFireinthefirstquarterofcalendar year2023.

2. Negotiate a new automatic aid agreement with Riverside County Fire for the simultaneous dispatchingofMFRandnon-MFRapparatusforthetimelyassemblageofERFsbythefourth quarterofcalendaryear2023.

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

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Technical Rescue Services Program

Theagencydoesnotrelyontheuseofautomaticaidfromneighboringfiredepartmentstoprovide its effective response force (ERF) complement of personnel to moderate risk and high risk technicalrescue incidents;however, thedepartmentdoesrelyontheuseofautomaticaid from neighboring fire departments to provide its ERF complement of personnel to high risk fire structural collapse incidents. The department’s actual baseline service level performance, benchmarks,andperformancegapsareasfollows:

All operations described below are based on the agency’s standard operating guidelines in the agency’sOperationsManual:

• The first-due unit, staffed with two firefighters and an officer, is capable of: establishing command; evaluating the need for additional resources; and controlling immediate hazards andlifesafetyissues.

• ThemoderateriskERFoffivefirefightersandanofficeriscapableof: maintainingcommand; appointing a site safety officer; hazard control; patient stabilization; and assist transport of patienttoamedicalfacility.

• ThehighriskERFof17to22firefightersandofficersiscapableof: maintainingcommandand safety functions; establishing a rescue group, back-up team, and support operations; hazard control;patientstabilization;andassisttransportofpatient(s)toamedicalfacility.

Causal Factors for Performance Gaps

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MFR has identified gaps by comparing actual performance (baselines) to response time goals (benchmarks).Theagency’sinvestigationofthegapshasidentifiedcausalfactors.

• Alarm handling time is extended due to inadequate fire dispatcher training. Murrieta dispatchers have acknowledged this, and to their credit, are requesting additional fire and medicalservicesdispatchtraining.

• ERF total response and travel times are extended due to a failure to initially dispatch an adequatenumberofunitstoeffectivelymitigateanincidentbasedonthenatureandrisklevel oftheemergency.

• Fire apparatus’ AVL technology has assisted in recommending the closest unit; however, occasionaltechnologychallengeswiththesoftwarehaveledtoreliabilityissues.

• First-dueandERFtraveltimesareextendedduetoincreasedtrafficcongestion.

Actions

IdentifyingthecausalfactorsforperformancegapsassistsMFRpersonnelinidentifyingpriorities for performance improvement. The agency is taking the following actions to reduce the alarm handlinggapof7seconds

• MFR’s data analyst monitors alarm handling performance of medical incidents on a weekly basisandforwardsthesetocommandstaff.

• The data analyst forwards to the communications battalion chief the incident numbers of incidentswithalarmhandlingtimesthatexceedtheupperoutlier,asestablishedinMFR’sdata outlierpolicy.Thepurposeofthisistoidentifyextraordinarysituationsthatmayhavebeen beyond a dispatcher’s control to performance issues requiring corrective action and/or remedialtraining.

• The agency utilizes monthly incident activity and performance reporting to monitor alarm handlingperformanceofallemergencyserviceprogramareas.

• MFRhasintroducedadispatchertaskbooktoimprovedispatchertrainingandintroducearide along program to further expose dispatchers to MFR operations. Additionally, MFR will continueitspracticeofprovidinganin-housedispatchacademytoallnewdispatchers.

• An auto-dispatch feature went live in 2022 which has reduced call processing time by automaticallyalertingtheappropriateresourcesassoonasanincidentaddressandcalltype aredetermined.

• TheMFRdataanalysisaswellasthecityofMurrietaCADadministratorwillmonitortheAVL solutionsthathavebeenputinplacetoensureongoingreliability.

The agency is taking the following actions to reduce first-dueapparatus turnout time gap of 18 seconds:

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• MFR’sdataanalystmonitorsturnouttimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff.

• Thedataanalystforwardstocommand stafftheincidentnumbersofincidentswithturnout timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency turnouttimeperformanceofallemergencyserviceprogramareas.

The agency proposes the following actions to reduce first-due apparatus travel time gap of 2 minutesand28seconds:

• MFR’sdataanalystmonitorstraveltimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff.

• The data analyst forwards to command staff the incident numbers of incidents with travel timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency traveltimeperformanceofallemergencyserviceprogramareas.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

TheagencyproposesthefollowingactionstoreduceERFtotalresponsetimegapsof 6minutes and56secondstomoderateriskemergencymedicalincidentsand17minutesand38secondsto highriskincidents:

• Establishcommunicationscenterpoliciesthatprovidefortheinitialdispatchofanadequate numberofunitsbasedonthenatureofthemedicalemergency.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

MURRIETA FIRE & RESCUE

Performance Improvement Plan

Theagency’sperformanceimprovementplanaddressesprocess,training,andtechnologyissues andchallengesinordertoreducetherespectiveresponsetimecomponents.

AlarmHandling(FirstDue):

1. MFRimplementedauto-dispatchingtechnologyinthefourthquarterof2022toreducethe time it takes from the dispatcher taking an emergency call to notify the appropriate resources without interrupting the dispatcher’s line of questioning. The effect of this technologywillbeevaluatedandmonitoredbythecity’scommunicationsmanagerandthe MFRdataanalyst.

2. Thefirstiterationofthedispatchertaskbookwentliveinthefourthquarterof2022anda dispatcheracademywilltakeplaceinmid-2023tocapturenewdispatchers. Theeffectsof theseprogramswillbemonitored,andchangeswillbemade,asneeded.

TurnoutTime(FirstDue):

1. AnalyzeturnouttimeperformancebysiftandstationanddistributetoallMFRpersonnelona quarterly basis. The deputy chief and respective battalion chief will address issues and challengestowardsreducingturnouttimes.

TravelTime(FirstDue):

1. Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

TotalResponseTime(ERF):

1. JointheregionalCAD-to-CADhubwithRiversideCountyFireinthefirstquarterofcalendar year2023

2. Negotiate a new automatic aid agreement with Riverside County Fire for the simultaneous dispatchingofMFRandnon-MFRapparatusforthetimelyassemblageofERFsbythefourth quarterofcalendaryear2023.

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

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Hazardous Materials Services Program

The department’s baseline statements reflect actual performance during 2017 to 2021. The department does not rely on the use of automatic aid from neighboring fire departments to provideitseffectiveresponse forcecomplement ofpersonnel. The department’sactualbaseline servicelevelperformanceisasfollows:

All operations described below are based on the agency’s standard operating guidelines in the agency’sOperationsManual:

• The first-due unit, staffed with two firefighters and an officer, is capable of: establishing command;assessingthesituationtodeterminethepresenceofapotentialhazardousmaterial orexplosivedevice:evaluatingtheneedforadditionalresources;andestablishingtheinitial isolationdistance.

• ThemoderateriskERFoffivefirefightersandanofficeriscapableof: maintainingcommand; appointing a site safety officer; hazard control; patient stabilization; and assist transport of patienttoamedicalfacility.

• ThehighriskERFof12firefightersandofficersiscapableof: providingemergencyormass decontamination;establishingmedicaltriageandtreatment;defensivecontainment measures;theknowledge,skills,andabilitiestomitigateahazardousmaterialsincident; superviseclean-upeffortsbyathird-partyvendor;andliaisonwiththeRiversideCounty hazardousmaterialsteam.

Causal Factors for Performance Gaps

MFR has identified gaps by comparing actual performance (baselines) to response time goals (benchmarks).Theagency’sinvestigationofthegapshasidentifiedcausalfactors.

• Alarm handling time is extended due to inadequate fire dispatcher training. Murrieta dispatchers have acknowledged this, and to their credit, are requesting additional fire and medicalservicesdispatchtraining.

• ERF total response and travel times are extended due to a failure to initially dispatch an adequatenumberofunitstoeffectivelymitigateanincidentbasedonnatureandrisklevel.

• First-dueandERFtraveltimesareextendedduetoincreasedtrafficcongestion.

Actions

IdentifyingthecausalfactorsforperformancegapsassistsMFRpersonnelinidentifyingpriorities for performance improvement. The agency is taking the following actions to reduce the alarm handlinggapof12seconds

• MFR’sdataanalystmonitorsalarmhandlingperformanceofallincidents(includinghazardous materials)onaweeklybasisandforwardsthesetocommandstaff.

• The data analyst forwards to the communications battalion chief the incident numbers of incidentswithalarmhandlingtimesthatexceedtheupperoutlier,asestablishedinMFR’sdata outlierpolicy.Thepurposeofthisistoidentifyextraordinarysituationsthatmayhavebeen beyond a dispatcher’s control to performance issues requiring corrective action and/or remedialtraining.

• The agency utilizes monthly incident activity and performance reporting to monitor alarm handlingperformanceofallemergencyserviceprogramareas.

• MFR has introduced a dispatcher task book to improve dispatcher training as well as a ride along program to further expose dispatchers to MFR operations. Additionally, MFR will continueitspracticeofprovidinganin-housedispatchacademytoallnewdispatchers.

• MonitorthesolutionsfortheAVLreliabilityissues

• An auto-dispatch feature went live in 2022 which has reduced call processing time by automaticallyalertingtheappropriateresourcesassoonasanincidentaddressandcalltype aredetermined.

The agency is taking the following actions to reduce first-dueapparatus turnout time gap of 20 seconds:

• MFR’sdataanalystmonitorsturnouttimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff.

MURRIETA FIRE & RESCUE

• Thedataanalystforwardstocommand stafftheincidentnumbersofincidentswithturnout timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency turnouttimeperformanceofallemergencyserviceprogramareas.

The agency proposes the following actions to reduce first-due apparatus travel time gap of 2 minuteand37seconds:

• MFR’sdataanalystmonitorstraveltimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff.

• The data analyst forwards to command staff the incident numbers of incidents with travel timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency traveltimeperformanceofallemergencyserviceprogramareas.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

TheagencyproposesthefollowingactionstoreduceERFtotalresponsetimegapsof 6minutes and3secondstomoderateriskemergencymedicalincidentsand24minutesand29secondsto highriskincidents:

• Establishcommunicationscenterpoliciesthatprovidefortheinitialdispatchofanadequate numberofunitsbasedonthenatureoftheemergency.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

MURRIETA FIRE & RESCUE

Performance Improvement Plan

Theagency’sperformanceimprovementplanaddressesprocess,training,andtechnologyissues andchallengesinordertoreducetherespectiveresponsetimecomponents.

AlarmHandling(FirstDue):

1. MFR implemented auto-dispatching technology in the fourth quarter of 2022 to reduce the timeittakesfromthedispatchertakinganemergencycalltonotifytheappropriateresources withoutinterruptingthedispatcher'slineofquestioning. Theeffectofthistechnologywillbe evaluatedandmonitoredbythecity’scommunicationsmanagerandtheMFRdataanalyst.

2. The first iteration of the dispatcher task book went live in the fourth quarter of 2022 and a dispatcher academy will take place in mid-2023 to capture new dispatchers. The effects of theseprogramswillbemonitoredandchangeswillbemade,asneeded.

Turnout Time (First Due):

1. AnalyzeturnouttimeperformancebyshiftandstationanddistributetoallMFRpersonnelon a quarterly basis. The deputy chief and respective battalion chief will address issues and challengestowardsreducingturnouttimes.

TravelTime(FirstDue):

1. MonitorthesolutionthetheAVLreliabilityissueandcorrectissuesastheyarise.

2. Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

TotalResponseTime(ERF):

1. JointheregionalCAD-to-CADhubwithRiversideCountyFireinthefirstquarterofcalendar year2023.

2. Negotiate a new automatic aid agreement with Riverside County Fire for the simultaneous dispatchingofMFRandnon-MFRapparatusforthetimelyassemblageofERFsbythefourth quarterofcalendaryear2023

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Wildland Fire Services Program

The department’s baseline statements reflect actual performance during 2017 to 2021. The department reliesontheuseof automaticaid from neighboring fire departmentstoprovideits ERF complement of personnel to high risk and very high risk incidents. These resources are immediately available as part of a seamless response system. The department’s actual baseline servicelevelperformanceisasfollows:

¹Two fires included: In the Tenaja Fire in 2019, units were already deployed via mutual aid request from Cal Fire and the times represent when the fire spread into the city; in the Liberty Fire in 2017, mutual aid units composed ERF.

All operations described below are based on the agency’s standard operating guidelines in the agency’sOperationsManual:

• The first-due unit, staffed with two firefighters and an officer, is capable of: establishing commandandinitiatingperimetercontrolorstructuredefense.

• ThelowriskERF,staffedwithfivefirefightersandofficers,iscapableof:maintainingcommand andperimetercontrolorstructuredefense,establishingawatersupply,andfiresuppression.

• The moderate risk ERF, staffed with 16 firefighters and officers, is capable of: establishing formal command, providing a water shuttle operation, fire attack, perimeter control, and structuredefense.

• ThehighriskERF,with34firefightersandofficers,iscapableof:Establishingunifiedcommand and divisions; continuing fire suppression, perimeter control, and structure defense

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operations; establishing rotary wing air attack operations; and assigning a dedicated safety officer.

• The very high risk ERF, with 53 firefighters and officers, is capable of: maintaining unified command, providing water shuttle operations, ground and air (fixed-wing and rotary) fire attack,perimetercontrol,coordinateevacuationofat-riskpersonsandanimals,andstructure defense. All operations described above are based on agency standard operating guidelines established in the agency’s Operations Manual and Wildland Protection Agreement operationalplan.

Causal Factors for Performance Gaps

MFR has identified gaps by comparing actual performance (baselines) to response time goals (benchmarks).Theagency’sinvestigationofthegapshasidentifiedcausalfactors.

• Alarm handling time is extended due to inadequate fire dispatcher training. Murrieta dispatchers have acknowledged this, and to their credit, are requesting additional fire and medicalservicesdispatchtraining.

• Overall total response time is extended due to a lack of a comprehensive automatic aid agreementwithCALFire,whichprovidesfireprotectiontoallareasborderingMurrieta.Tobe mosteffective,thenewagreementshouldincorporateCAD-to-CADcommunicationsbetween dispatch centers and utilize AVL technology to ensure dispatching of the closest units to a wildlandfire.

• ERF total response and travel times are extended due to a failure to initially dispatch an adequatenumberofunitstoeffectivelymitigateanincidentbasedonnatureandrisklevel.

• First-dueandERFtraveltimesareextendedduetoincreasedtrafficcongestion.

Actions

IdentifyingthecausalfactorsforperformancegapsassistsMFRpersonnelinidentifyingpriorities for performance improvement. The agency is taking the following actions to reduce the alarm handlinggapof27seconds

• MFR’s data analyst monitors alarm handling performance of medical incidents on a weekly basisandforwardsthesetocommandstaff.

• The data analyst forwards to the communications battalion chief the incident numbers of incidentswithalarmhandlingtimesthatexceedtheupperoutlier,asestablishedinMFR’sdata outlierpolicy.Thepurposeofthisistoidentifyextraordinarysituationsthatmayhavebeen beyond a dispatcher’s control to performance issues requiring corrective action and/or remedialtraining.

MURRIETA FIRE & RESCUE

• The agency utilizes monthly incident activity and performance reporting to monitor alarm handlingperformanceofallemergencyserviceprogramareas.

The agency is taking the following actions to reduce first-dueapparatus turnout time gap of 23 seconds:

• MFR’sdataanalystmonitorsturnouttimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff.

• Thedataanalystforwardstocommand stafftheincidentnumbersofincidentswithturnout timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency turnouttimeperformanceofallemergencyserviceprogramareas.

The agency proposes the following actions to reduce first-due apparatus travel time gap of 3 minutesand9seconds:

• MFR’sdataanalystmonitorstraveltimeperformanceofmedicalincidentsonaweeklybasis andforwardsthosetocommandstaff.

• The data analyst forwards to command staff the incident numbers of incidents with travel timesthatexceedtheupperoutlier,asestablishedinMFR’sdataoutlierpolicy.Therespective battalionchiefinvestigatestoidentifyextraordinarysituationsthatmaybebeyondanengine company’scontroltoperformanceissuesrequiringcorrectiveactionand/orremedialtraining andreportsthefindingstothedeputychief.

• The agency utilizes monthly incident activity and performance reporting to monitor agency traveltimeperformanceofallemergencyserviceprogramareas.

• MonitorthesolutiontotheAVLreliabilityissue

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

TheagencyproposesthefollowingactionstoreduceERFtotalresponsetimegapsof15minutes and7secondstomoderateriskwildlandincidents.

• Establishcommunicationscenterpoliciesthatprovidefortheinitialdispatchofanadequate numberofunitsbasedonthenatureoftheemergency.

• MonitorthesolutiontotheAVLreliabilityissue.

MURRIETA FIRE & RESCUE

• Negotiate anewautomaticaid agreementwithCALFireforthesimultaneousdispatchingof MFRandnon-MFRapparatusforthetimelyassemblageofERFsoutsidetheexistingcontract areasincoordinationwithimplementingCAD-to-CADandAVLtechnologies.

• Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

• Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

Performance Improvement Plan

Theagency’sperformanceimprovementplanaddressesprocess,training,and technologyissues andchallengesinordertoreducetherespectiveresponsetimecomponents.

AlarmHandling(FirstDue):

1. MFR implemented auto-dispatching technology in the fourth quarter of 2022 to reduce the timeittakesfromthedispatchertakinganemergencycalltonotifytheappropriateresources withoutinterruptingthedispatcher’slineofquestioning. Theeffectofthistechnologywillbe evaluatedandmonitoredbythecity’scommunicationsmanagerandtheMFRdataanalyst.

2. The first iteration of the dispatcher task book went live in the fourth quarter of 2022 and a dispatcher academy will take place in mid-2023 to capture new dispatchers. The effects of theseprogramswillbemonitored,andchangeswillbemade,asneeded.

TurnoutTime(FirstDue):

1. AnalyzeturnouttimeperformancebyshiftandstationanddistributetoallMFRpersonnelon a quarterly basis. The deputy chief and respective battalion chief will address issues and challengestowardsreducingturnouttimes.

TravelTime(FirstDue):

1. Evaluate traffic signal preemption technology currently in use in the city and research improvementsthatcouldreducetraveltimes.

TotalResponseTime(ERF):

1. JointheregionalCAD-to-CADhubwithRiversideCountyFireinthefirstquarterofcalendar year2023.

2. Negotiate a new automatic aid agreement with Riverside County Fire for the simultaneous dispatchingofMFRandnon-MFRapparatusforthetimelyassemblageofERFsbythefourth quarterofcalendaryear2023.

3. Researchtheimpactoftheadditionofasixthfirestationontheeastsideofthecity.

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Areas for Improvement in Program Delivery and Coverage

Areasofthecommunitywhereemergencyserviceprogramdeliveryandcoveragerequires improvement.

Planning Area PRA-1

The travel time map above shows that travel times to the southern and western portions of PlanningZonePRA-1areconsistentlyover sixminutes(yelloware sixtoeightminutesandred arenineminutesandover).

Figure 25 Improvement Area: PRA-1

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Planning Area PRA-2

TraveltimesinPlanningZonePRA-2arefrequentlyinthezerotosix-minuterange(greendots). Thenorthernportionsofthezone(GreerRanch)areexperiencingrelativelyfrequenttraveltimes greaterthansixminutes.

Figure 26 Improvement Area: PRA-2

MURRIETA FIRE & RESCUE

Planning Area PRA-3

TheeasternandsouthernportionsofPlanningZone

areregularlyoversixminutestravel time,includingafrequencyofnineminutesplustraveltime,towardsthenortheastofthezone.

Figure 27 Improvement Area: PRA-3

PRA-3

MURRIETA FIRE & RESCUE

Planning Area PRA-4

Figure 28 Improvement Area: PRA-4

PlanningZonePRA-4hastraveltimesconsistentlyoversixminutesalongtheouteredgesofthe zone.

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Planning Area PRA-5

Bear

travel timesovernineminutes.

Figure 29 Improvement Area: PRA-5

Creek and the northeastern portion of Planning Zone PRA-5 experience consistent

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Recommendations for Improved Effectiveness in Deployment and Coverage

TheimprovementstothenewCADandFSAsystemswillbemonitoredandanalyzedtodetermine theireffectontotalresponsetimesandeachofitscomponents.

MFRwillnegotiateanexpandedautomaticaidagreementwithCALFirethatincludesCAD-to-CAD, andAVL/closestunitresponseregardlessofjurisdiction.

MFRwillworkwithcityleadershiptoproposetheadditionofasixthfirestationontheeastside ofthecitywherethelargestgapindeploymentisnoted.

J. Performance Maintenance and Improvement Plans Compliance Team / Responsibility

Toensuretheagencyismeetingcurrentservicelevelobjectives,continuousmonitoringofservice level baselines must be conducted on a regular basis. The compliance team consists of the Community Risk Analysis-Standards of Cover (CRA-SOC) Committee. Members include the fire chief,deputychief,thethreebattalionchiefs,firemarshal,EMScoordinator,hazardousmaterials coordinator(currentlyafirecaptain),managementanalyst(dataanalytics),disasterpreparedness coordinator,andaMurrietaFirefightersAssociation(MFA)representative.

ThedeputychiefheadstheCRA-SOCCommittee.Themanagementanalystconductsdataanalysis, including weekly first-due analysis of fire and medical incidents and monthly reporting of all emergencyserviceprograms.Thebattalionchiefsprovidequalitycontrolforindividualincident reports, completedbythecaptainsontheirrespectiveshifts, toensurepertinentinformationis included and coding is correct. The fire marshal reports on pending developments and their potentialimpactineachplanningzoneandforthecityoverallandonthestatusofcommunityrisk reductionactivities,suchasannualbusinessinspectionsandpubliceducation.

Belowsummarizescomplianceteammembershipandresponsibilities:

• FireChief

o LiaisonwithcitymanagementandCityCouncil.

• DeputyChief

o CRA-SOCCommitteechair.

o Reviews, interprets, and finalizes weekly, monthly, and quarterly reports prior to release.

• A-ShiftBattalionChief

o QualitycontrolofA-Shiftincidentreports(assistwithothershiftsasneeded).

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o Communications liaison – Reviews alarm answering, alarm handling, and related performancewithcommunicationscenterpersonnelandMPDcounterpart.

o Subjectmatterexpertoffiresuppressionprogram.

• B-ShiftBattalionChief

o QualitycontrolofB-Shiftincidentreports(assistwithothershiftsasneeded).

o Subjectmatterexpertofwildlandfireservicesprogram.

o Subjectmatterexpertoffireinvestigationprogram.

• C-ShiftBattalionChief

o QualitycontrolofC-Shiftincidentreports(assistwithothershiftsasneeded).

o Subjectmatterexpertoftechnicalrescueprogram.

• FireMarshal

o Monitors new commercial, residential, and infrastructure developments; analyze and reportpotentialimpactsforeachplanningzone.

o Providesupdatesoffireandlifesafetyinspectionprograms.

o Subjectmatterexpertofcommunityriskreductionprogram.

• DisasterPreparednessCoordinator

o Subjectmatterexpertofpubliceducationprogram.

o Subjectmatterexpertofdisasterpreparednessprogram.

• EMSCoordinator

o Reports on patient outcomes, particularly related to STEMI and cardiac arrest. Researchesandrecommendsadditionaloutcomemeasures.

o Subjectmatterexpertofemergencymedicalservicesprogram.

• HazardousMaterialsCoordinator

o Subjectmatterexpertofhazardousmaterialsprogram.

• ManagementAnalyst

o Analyzeandreportsweekly,monthly,quarterly,andannualdatainmultiplereportable formats(e-mail,intranet,hard-copy)forinternalandexternalstakeholders.

o MaintainsCRA-SOCperformancetables.

o Research,recommend,andimplementsmoreefficientmeansofperformancereporting.

• MFARepresentative

o Providesinsightandperspectiveoffirstresponders.

MURRIETA FIRE & RESCUE

o Proposessolutionstoimproveperformanceinallprogramareas.

Performance Evaluation and Compliance Strategy

Agency first-due fire and medical emergency response performance will be evaluated and reported weekly. This evaluation includes alarm handling, turnout, travel, and total response timesmeasuredatthe90th percentile.

All emergency service program areas will be evaluated monthly, including a 12-month analysis that includes the current month. Monthly reporting will include evaluation of first-due total response time performance (including alarm handling, turnout, and travel times) and effective responseforce(ERF)travelandtotalresponsetimesatthe90th percentile.

MostmembersoftheCRA-SOCCommitteearealsomembersofthe agency’sSeniorStaff.Senior Staff meetings will have a standing agenda item to review monthly activity and performance reports. The CRA-SOC Committee will meet as part of an operations or Senior Staff meeting to reviewperformanceandoutcomesineachprogramarea.

All emergency service program areas will be evaluated annually. Annual reporting will include evaluation of outcomes, first-due total response time performance (including alarm handling, turnout,andtraveltimes),andERFtravelandtotalresponsetimesatthe90thpercentile.CRA-SOC performance tables will be updated annually by the first quarter of each calendar year and incorporatedintoarevisedCRA-SOCdocumentwithnewbenchmarksreflectiveofperformance. Summaryofperformanceevaluationandcompliancestrategy:

• Weekly reporting of first-due fire and medical emergency response performance (alarm handling,turnout,travel,andtotalresponsetime).

• Monthly reporting of fire suppression, wildland fire services, emergency medical, hazardousmaterials,andtechnicalrescueemergencyresponseprograms. Includesa12monthreviewofeachprogram.

• Quarterlyreportingof outcomesand responsetimeperformanceofthefiresuppression, wildland fire services, emergency medical, hazardous materials, and technical rescue emergencyresponseprograms.ThesereportswillbereviewedbytheCRA-SOCCommittee.

• Annual reporting of outcomes and response time performance of the fire suppression, wildland fire, emergency medical, hazardous materials, and technical rescue emergency response programs. Annual reports will be reviewed by the CRA-SOC Committee, new benchmarksestablished,andarevisedCRA-SOCdocumentpresentedtocitymanagement andCityCouncil.

MURRIETA FIRE & RESCUE

Compliance Verification Reporting

Weekly performance compliance will be reported weekly to MFR personnel, city management, councilmembers, and the public via release of the Fire Dispatch Newsletter and social media. Monthlyperformancecompliance,includingarunning12-monthoverviewofeachprogramarea, willbereportedtoMFRpersonnelandcitymanagementviae-mailandintranet;councilmembers will receive compliance reporting via e-mail and council packets; the public will receive compliancereportingthroughsocialmediaandwebsiteaccess(hardcopieswillbeavailableupon request).

MURRIETA FIRE & RESCUE

Constant Improvement Strategy

Toensuretheagencyismeetingcurrentservicelevelobjectives,continuousmonitoringofservice levelbaselineswillbeconductedonaweekly,monthly,quarterly,andannualbasisaspreviously described. The CRA-SOC Committee will review service level baselines on a quarterly basis. However, since most CRA-SOC members also attend Operations and Senior Staff meetings, monthly activity and performance reviews will become a standing agenda item. Included inthe reviewshallbeasummaryoftheresultsoftheservicelevelobjectives,acomparisonofcurrent resultstopreviousresultsandcalculationsofthedifferenceinresultsbetweentimeperiods.

In addition to the review of service level objectives, the CRA-SOC Committee will review the responsedemandswithineachzoneandtheidentifiedriskswithin.Thecommitteewilldetermine iftherehavebeenanychangeswithinaplanningzone,changestoservicedemandsorchangesin standardsoroperationsthatimpacttheservicelevelobjectivesortheCRA-SOCdocument. These reviewswillbeconductedonaquarterlybasis.

Toaidinthecollectionandpresentationofthisinformation,theCRA-SOCCommitteewillworkas a group to assemble all required information and assist the interpretation of data and considerationsforimprovementtowardsachievingtargets(benchmarks).Annualreportswillbe presentedtocitymanagementandCityCouncilbythefirechief.

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COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Appendices

Fire Suppression Risk Category Planning Zone Maps

Citywide Low Risk Commercial Occupancies

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Citywide Moderate Risk Commercial Occupancies

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Citywide High Risk Commercial Occupancies

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Wildland Fire Risk Category Planning

Zone Maps

Planning Zone PRA-1

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Planning Zone PRA-2

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Planning Zone PRA-3

MURRIETA FIRE & RESCUE

Planning Zone PRA-4

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Planning Zone PRA-5

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Incident Activity of All Stations by Hour & Day 2018-2022

Station 1 Incident Activity by Hour & Day 2018-2022

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Station 2 Incident Activity by Hour & Day 2018-2022

Station 3 Incident Activity by Hour & Day 2018-2022

Station 4 Incident Activity by Hour & Day 2018-2022

MURRIETA FIRE & RESCUE

Station 5 Incident Activity by Hour & Day 2018-2022

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Incident Activity Maps, 2018-2022

Fires and Explosions

COMMUNITY RISK ASSESSMENT/ STANDARDS OF COVER

MURRIETA FIRE & RESCUE

Structure Fires (High and Moderate)

MURRIETA FIRE & RESCUE

Emergency Medical Services

Thenextfivemapsgraphicallydisplayoncitymapscommonandhigherlevelemergencymedical (EMS) incidents responded to by MFR: general weakness, falls, difficulty breathing, chest pain/cardiacdysrhythmias,and cardiacarrests.

MURRIETA FIRE & RESCUE

MURRIETA FIRE & RESCUE

MURRIETA FIRE & RESCUE

MURRIETA FIRE & RESCUE

MURRIETA FIRE & RESCUE

Technical Rescue

MURRIETA FIRE & RESCUE