HomeMy WebLinkAboutItem 8 - Fire Department Annual Report and 2020-2021 Strategic Operational PlanItem 8
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Council Agenda•
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Department Name:
Cost Center:
For Agenda of:
Placement:
Estimated Time:
FROM: Keith Aggson, Fire Chief
Prepared By: James Blattler, Administrative Analyst
Fire
8501
July 21, 2020
Business
30 minutes
SUBJECT: FIRE DEPARTMENT ANNUAL REPORT AND 2020-2021 STRATEGIC
OPERATIONAL PLAN
RECOMMENDATION
Receive and file the 2019-20 Fire Department Annual Report and 2020-21 Strategic Operational
Plan.
REPORT -IN -BRIEF
The 2019-20 Fire Department Annual Report and 2020-21 Strategic Operational Plan provides
an overview of the Fire Department's past operational year and the plan going into next year.
The report provides key tracking statistics that the department utilizes to analyze performance
and activity. Included in the report are major accomplishments made by staff during the last year
to highlight the work performed by the San Luis Obispo City Fire Department.
Fiscal Year ("FY") 2019-20 had a large focus on disaster preparedness and response. Over the
past year, the department oversaw the completion of three major City-wide policies that will help
the City prepare for, respond to, and recover from major disasters: 1) the updated 2011
Emergency Operations Plan, 2) the updated 2014 Hazard Mitigation Plan, and 3) the City's first
Community Wildfire Protection Plan. In addition to the policies, the department rolled out the
new "Prepare SLO" initiative to help provide resources to the community to ensure they are
prepared for the next disaster.
Beyond the attention to disaster preparedness, the Fire Department has played a key role in the
City's response to COVID-19, which has had an impact on department operations. Despite the
impacts, staff remained committed to delivering day-to-day services including emergency
response, fire safety inspections, and developmental plan review. Overall, the department saw an
increase in emergency response, training, and mutual aid activity.
Throughout the year, staff also continued to make significant progress on the 2018-23 Fire
Department Strategic Plan through the execution of the 2019-20 Operation Plan. A more in-
depth summary of the progress can be found in this report, along with the operational plan for
2020-21.
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Item 8
DISCUSSION
2019-20 Fire Department Annual Report:
As a full -service all -hazard fire department, the San Luis Obispo City Fire Department protects
the lives and property of its residents and visitors from the adverse effects of fires, medical
emergencies, and other dangers caused by man or nature through prevention activities and
emergency response. To provide this service, the Department has four staffed programs totaling
57 Full Time Employees ("FTEs") and four additional non -staffed programs. Staff has
highlighted some of the major achievements the Department made last year and provided some
key statistics from the previous year below.
Fire Administration:
Staffed with 4 FTEs (Fire Chief, Deputy Fire Chief, Administrative Analyst and Administrative
Assistant), the Fire Administration program provides strategic leadership to the organization.
Fire Administration plans, directs, and evaluates all Fire Department programs and their
activities. During FY 2019-20, the Department transitioned to a new Deputy Fire Chief
following the appointment of Fire Chief Keith Aggson in the spring of 2019. Fire Administration
oversaw many significant accomplishments, which are discussed in the Disaster Preparedness
and Assistance section below. Additionally, Fire Administration formalized the role of a public
information officer, which has been utilized to improve the Department's ability to disseminate
information to the community.
Emergency Response:
Staffed with 45 FTEs (3 Battalion Chiefs, 12 Captains, 15 Engineers and fifteen Firefighters), the
Emergency Response Program is responsible for protecting life, the environment, and property
by responding to a wide variety of emergencies, including, but not limited to: medical
emergencies, structure fires, vegetation fires, hazardous materials incidents, vehicle
fires/accidents, flooding, utility emergencies, and a wide range of urgent public assists. In
calendar year ("CY") 2019, emergency response staff saw an increase in the number of total
responses and a decrease in the number of fire incidents.
CY 2018
CY 2019
% Change
Fire Incidents
149
127
-14.8%
Rescue and Medical Services
3,521
3,870
9.9%
Cal Poly On -Campus Incidents
306
340
11.1%
Total Responses'
5,856
6,179
5.5%
One key metric that the Fire Department tracks is Total Response Time ("TRT"), which is a goal
defined by the General Plan Safety Element of 7 minutes or less to 90% of all lights -and -siren
emergencies in the City. TRT is calculated from the time of 911 pick-up in the City's Emergency
Communication Center until arrival of the first Fire Department personnel at the scene for
serious medical emergencies and fires of all types, as rapid arrival at the scene impacts
outcomes.
1 Total Fire Reponses do not include cancelled alarms or non -emergency transfers
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Item 8
The established time standard is reflective of the guidance standards of the National Fire
Protection Association ("NFPA"). In 2019 the Fire Department saw a decrease in the percentage
of calls that met the 7-minute TRT. Several factors can contribute to changes in TRT, one of the
most impactful being traffic congestions and road construction activity. The department will
continue to work towards completing root cause analysis on changes in TRT to identify ways to
make improvements moving forward and achieving the 90% target. The analysis will assist in
identifying items that are in the immediate control of staff or help inform long-range planning
needs for factors beyond the immediate control of staff.
CY 2018 CY 2019 % Change
Calls with 7 minute or less TRT 1 76.2% 72.1 % -5.4%
Hazard Prevention:
Staffed with 6 FTEs (Fire Marshall, Hazardous Materials Coordinator, three Fire Inspectors and
Administrative Assistant), the Hazard Prevention Division prevents injury and loss of life,
property, and the environment damaged by fire, explosion, or exposure to hazardous materials
through inspections, building plan review, investigations and education. Hazard Prevention saw a
decrease in both the number of fire and safety inspections and building plan and development
plan reviews in CY 2019. Beyond the day-to-day inspections and plan review, Hazard
Prevention saw an equal number of fire investigations from the year before.
CY 2018
CY 2019
% Change
Fire and Safety Inspections2
3,611
3,128
-13%
Building Plan and Development
Plan Reviews
810
648
-20%
Fire Investigations
21
21
0%
In September of 2018, the State of California added Section 13146.43 to the California Health &
Safety Code, which mandated that Fire Departments perform annual inspections in every
building used as a public or private school, hotel, motel, lodging house, apartment house, and
certain residential care facilities for compliance with building standards and report annually to
the Department's administering authority. Hazard Prevention had been performing these
inspections prior to the mandate but had not been reporting the inspections. Overall, in 2019, Fire
Prevention increased the number of these completed inspections by 8% from 2018, which is
attributable to staffing levels as the prevention bureau had an inspector vacancy during the 2018
calendar year.
2 Fire and Safety Inspection totals include Engine Company Inspections
13146.4. (a) Every city or county fire department, city and county fire department, or district required to perform an annual inspection
pursuant to Sections 13146.2 and 13146.3 shall report annually to its administering authority on its compliance with Sections 13146.2 and
13146.3.
(b) The report made pursuant to subdivision (a) shall occur when the administering authority discusses its annual budget, or at another time
determined by the administering authority.
(c) The administering authority shall acknowledge receipt of the report made pursuant to subdivision (a) in a resolution or a similar formal
document.
(d) For purposes of this section, "administering authority" means a city council, county board of supervisors, or district board, as the case may be.
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Item 8
CY 2018
CY 2019
Active
Occupancy
Inspection
Inspections
%
Inspections
%
Change
Class
Cases in
Performed
Completed
Performed
4
Completed
System
Educational,
20
5
25%
17
85%
240%
through the
12th Grade E
Institutional,
1
1
100%
1
100%
0%
ambulatory
health care (I-
2.1)
Institutional,
3
1
33%
1
33%
0%
day care
facilities I-4
Institutional,
2
1
50%
1
50%
0%
jails, prisons,
juv. Halls (1-3)
Institutional,
4
4
100%
2
50%
-50%
medical, or
custodial care
(1-2)
Residential,
457
400
88%
430
94%
8%
apts, dorms
(non -transient)
R-2
Residential,
26
24
92%
19
73%
-24%
hotels, motels
(transient) (R-1)
TOTAL
1 513
436
85%
471
1 92%
8%
Fire Apparatus Services:
Staffed with two FTEs (Fire Vehicle Mechanic and Mechanic Helper), the Fire Apparatus
Services Program performs fire apparatus services, maintenance, and repair of light and heavy
fire apparatus and vehicles. In FY 2019-20, staff placed into service the Department's
replacement of Engine 3, which was a 16-year-old Fire Engine Pumper. In addition to added
safety features, the new Engine operates much more efficiently and will leave a significantly
lower carbon footprint than the outgoing engine. The Fire Apparatus staff also continued to
provide essential maintenance and repairs on Fire Department apparatus including major engine
overhaul work on the Department's Tiller Truck 1.
a As of 6/25/2020
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Non -Staffed Programs:
• Training: During 2019 the Department continued to maintain a high level of training.
While COVID-19 reduced the number of off -site trainings that staff could attend, the
Department found ways to continue providing essential training and utilized virtual
training tools when possible. The new Deputy Chief helped ensure staff continued to
meet training objectives through the development of an extensive 2-year training plan.
The plan highlights training requirements specific to each position in the organization.
Despite the reduced training opportunities, the Fire Department saw an increase in both
the total number and average training hours for Emergency Response employees in CY
2019. The large increase was due to seven new firefighters hired in early 2019 and better
training documentation and tracking with the new 2-year training plan.
CY 2018
CY 2019
% Change
Average Hours Per Employee
182
222
21.9%
Total Training Hours
6,912
9,983
44.4%
• Recruit Academy: In FY 2019-20, the Emergency Response staff only had one vacancy.
Due to the lack of efficiency and fiscal responsibility in running a full academy for one
recruit, the Department did not hire additional Firefighters. The Department will assess
the need for a recruit academy in FY 2020-21 based on staffing needs and vacancies.
• Fire Station Facilities Support: The Fire Station Facilities Support Program is managed
by a shift Battalion Chief who ensures all Fire facilities are functioning to maintain the
ability to provide service and house the emergency responders. In FY 2019-20 the
Department increased focus on improving station security. Some of the new safety
measures include security cameras and monitors installed at Fire Stations 2, 3, and 4,
ballistic films on glass windows and the removal of engine bay door timers to ensure
faster closure of the doors after departure. Additionally, a new concrete pad was placed at
Fire Station 1 to remove a significant sink created on the blacktop from fire apparatus.
The dip was deemed to be a serious tripping hazard by the California Joint Powers
Insurance Authority ("CJPIA") and the new concrete pad provides the necessary
reinforcement to prevent another dip from forming.
• Emergency Preparedness and Assistance: In FY 2019-20 staff made some major
accomplishments for Emergency Preparedness and Assistance. Staff finalized three
significant City plans: 1) the updated 2011 Emergency Operations Plan, 2) the updated
2014 Hazard Mitigation Plan, and 3) the City's first Community Wildfire Protection Plan.
These plans are essential in the City's ability to prevent, respond to, and recover from
major disasters that impact the City with new industry standards and practices. Staff also
launched the new "Prepare SLO" initiative to assist community members to increase
preparedness for disasters. A public workshop was held in September of 2019, which had
over 50 participants in attendance.
In addition to emergency preparedness, the Fire Department deployed multiple staff
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Item 8
members to a total of 17 mutual aid -incidents across California in FY 2019-20, which
was up from the 10 incidents the department responded to in FY 2018-19. The large
increase in number of responses was tied to the number of available resources. In FY
2018-19, the department had a high number of employees out on worker's compensation
and needed to maintain minimum staffing availability locally to ensure the City
maintained adequate emergency response coverage.
FY 2018-19
FY 2019-20
% Change
Total Responses'
17
34
100%
Gross Revenue
$456,542
$495,934
8.6%
• FY 2019-21 Financial Plan Projects
o Injury Reduction Program: The City Council funded a new program for the 2019-
21 Financial Plan to help reduce the frequency and severity of on-the-job injuries
to firefighters. Reducing the high prevalence of injuries not only improves the
health and safety of the firefighters, but also helps reduce tangible costs
associated with worker's compensation and overtime. The program budget
provided the ability to purchase lower impact exercise equipment and provide
individual specific functional movement training. In 2019-20, the number of
overtime shifts to provide backfill coverage for injured employees reduced by 36
shifts, or 7%, when compared to 2018-19. The Department will continue to
analyze the effectiveness of the program as it continues through 2020-21.
FY 2018-19
FY 2019-20
% Change
Total Work Comp Backfill
Overtime Shifts
507
471
-7.1 %
o Emergency Manage ent Contract Services): The City Council funded contract
emergency management services for both years in the 2019-21 Financial Plan.
This funding was intended to hire an outside firm to provide oversight and
management of many essential projects such as policy updates and
implementation, FEMA based training to all City employees, and hazard
mitigation. The Fire Department utilized a Fire Captain on modified duty from an
on-the-job injury to perform many of these duties. This program helped oversee
the development of the "Prepare SLO" initiative, improve Emergency Operations
Center readiness and functionality, and manage the development of FEMA based
training scheduled for July of 2021. In addition to the work accomplished "in-
house," staff contracted with a Disaster Preparedness firm to assist with
Emergency Operations Center ("EOC") position specific training. Delays in the
training have occurred due to COVID-19 limitations and are scheduled to take
place in the summer of 2020.
5 Total Responses include multiple responses to single incidents
6 The Fire Department receives reimbursement through the California Fire Assistance Agreement (CFAA) for the
costs associated with sending staff to these incidents and administering the programs
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Item 8
COVID-19
Staff would be remiss to not discuss the impacts that COVID-19 has had on the Department in
2020. As an emergency medical services provider to the community, Fire Department staff has
been on the front lines of the pandemic and has played a large role in assisting the with the City's
response. Upon activation of the City's EOC, the Fire Department has provided staff to fill
several positions including Operations Section Coordinator, Operations Fire Branch, Safety
Officer, Media Contact for the Public Information Officer, Resource Unit Leader, and Planning
Section Deputy. While the ongoing support has been a tremendous accomplishment for staff,
other projects and initiatives have been delayed due to lack of staff time and capacity. As the
City moves into a more operational status during the pandemic, staff anticipates having increased
capacity to make progress on important Fire Department projects.
2018-2023 Stratejic Plan
On August 21, 2018, the Fire Department presented its first Strategic Plan (the "Plan") to the
City Council (Attachment A). The Plan was created to establish priorities, guide decision
making, and identify future work efforts surrounding the Department's mission to provide skilled
and compassionate emergency response services and solution -focused fire prevention services
facilitated by a healthy organizational culture of engaged, supported, and accountable staff. The
Plan also forms the framework for the development of the Department's one-year operational
plans. Provided below is an overview of the both the 2019-20 operational plan and the intended
2020-21 operational plan (Attachment B).
2019-2020 Operational Update:
Of the planned strategies, staff successfully completed twenty items while making significant
progress on several others listed in the 2019-20 Operational Plan. A detailed summary of the
initiated and completed items, including status updates, can be viewed in the 2019-20
Operational Plan Action Tracker (Attachment Q. Delays in accomplishing action items occurred
due to the staff s assistance in the COVID-19 pandemic response and physical distancing
limitations. Highlighted below is an overview of the progress that staff made in the first -year
operational year.
2018-19 Strategies
Count
%
Strategies Complete
13
59%
Strategies 50-99% Complete
7
32%
Strategies 1-49% Complete
2
9%
Strategies Not Yet Initiated
0
0%
2019-20 Strategies
Count
%
Strategies Complete
7
35%
Strategies 50-99% Complete
5
25%
Strategies 1-49% Complete
4
20%
Strategies Not Yet Initiated
4
20%
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Item 8
2020-21 Operational Plan:
To continue making progress towards completing the strategies and objectives under the five
strategic directions of the Plan, the Department finalized the 2020-21 Operational Plan, which
outlines all the strategies intended to be continued or initiated during year three of the five year
plan. At the end of the 2020-21 Operation Plan, the department will complete a planned update
of the five-year plan to align it based on new organizational conditions and needs.
Previous Council or Advisory Body Action
In July 2019 City Council received and filed an update after the first operational period of the
Fire Department's 5-year strategic plan.
City Council received and filed the Fire Department's Five -Year Strategic Plan on August
21, 2018. At this meeting staff provided an overview of the 5-year plan and targeted actions
for FY 2018-19.
Public Engagement
The public will have the opportunity to submit comment at the meeting regarding this item. The
Department also conducted extensive public outreach during the formation of the Strategic Plan.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a "Project" under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2019-20 and 2020-21
Funding Identified: Yes
The Fire Department is funded through the General Fund's annual budget appropriation adopted
by the City Council. All activities within the report are covered through the annual program
allocations as outlined in the City's Financial Plan.
ALTERNATIVES
The City Council could choose to not receive and file the report. This is not recommended as
the report provides a record of essential statistics and trends that are important for policy makers
and the public awareness in our community.
Attachments:
a - COUNCIL READING FILE - SLO City Fire Strategic Plan 2018 to 2023
b - SLO City Fire Operational Plan 2020 to 2021
c - 2019-20 Operational Plan Action Tracker
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SLO CItTfIRE
OPERATIONAL PLAN 2020-2021
The Strategic Plan forms the framework for the development of the department's one-year
Operational Plan. After the initial formation of the Strategic Plan staff collaborated to identify
specific strategies in the Plan that would be initiated in each fiscal year. The worksheets that
follow capture the Strategies intended to be continued or initiated in 2020-2021.
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Item a
2020-2021 OPERATIONAL PLAN WORKSHEETS
nmmr�_
2020-2021 OPERATIONAL PLAN Strategy Leader
Strategic Direction 1 Connecting with our Community
Strategic Objective 1.1 Establish Meaningful Fire Prevention Education and Programs
Strategy 1.1.1
Enhance opportunities for the community to provide feedback to the Department
Aggson
Strategic Objective 1.2
Establish Strong Community Education Strategies for Increased Public Safety
Strategy 1.2.3
Implement citizen fire academy with a goal of increasing public knowledge and understand-
Hais
ing of fire department services
Strategy 1.2.4
Implement a fire academy for local media with a goal of creating a foundational understand-
Hais
ing of fire department services and operational priorities
Strategy 1.2.5
Explore expansion of lay person medical training program such as public CPR and first aid
Berryman
Strategy 1.2.6
Expand fire crew / City facilities education program to increase meaningful cross -department Hais
relations and enhance City employee emergency and disaster planning preparedness
Direction 2
Continuously Evaluating Delivery
ProgramsStrategic
Strategic Objective 2.1
Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability
Strategy 2.1.1
Partner with City Administration, Community Development, Parks & Recreation, Public
Maggio
Works, regional stakeholders and property owners to develop open space and defensible
space inspection and mitigation program
Strategy 2.1.4
Continue to enhance community safety by evaluating the fire prevention efficacy of current
Maggio
codes and ordinances, and bringing forward options for further enhancement to the commu-
nity and City Council, as appropriate
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Item 8
2020-2021 OPERATIONAL PLAN WORKSHEETS
OPERATIONAL
PLAN Strategy Leader
Strategic Direction 2
Programs2020-2021
ContinuousIV Evaluating DeliverV
Strategic Objective 2.2
Maximize efficiencies through technology and reengineering
Strategy 2.2.1
Implement electronic records system for all emergency response, plan review, and fire
Maggio
construction and fire life -safety inspection activities (for Fire Prevention and Emergency
Response inspection programs)
Strategy 2.2.2
Implement online fire prevention self -inspection program for low -risk occupancies
Maggio
Strategy 2.2.3
Develop peer -review program to ensure completeness of emergency response reports and
Berryman
partner with City Attorney's Office to develop documentation best practices guidelines and
training
Strategy 2.2.4
Continue to propose updates to local codes that will enhance community safety
Maggio
Strategic Objective 2.3
Enhance and engage staff professional development
Strategy 2.3.3
Explore options for offering increased fire service training for dispatch personnel
Alforque
Strategic Objective 2.4
Assess and implement internal process improvement
Strategy 2.4.1
Develop and maintain clear, current written standards with healthy, productive partnership
Aggson
between Labor and Department leadership
Strategy 2.4.2
Explore options with medical direction to implement community -based medicine or other
Alforque/Operations
pilot programs that maximize effective medical service delivery
Strategy 2.4.3
Revise after -action incident assessment and implementation of lessons learned
Hais
Strategy 2.4.5
Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess
Aggson
emergency response mode efficacy to more critically assess when the use of lights and sirens
are necessary based on incident type
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Item 8
2020-2021 OPERATIONAL PLAN WORKSHEETS
2020-2021 OPERATIONAL
PLAN Strategy Leader
Strategic Direction 3
Analyzing Relevant Data to Inform Decision
Strategic Objective 3.1
Analyze emergency response and fire prevention services data trends
Strategy 3.1.1
Assess workload impacts on emergency response crews given steady increase in emergency
Aggson
response call volume
Strategy 3.1.2
Create a system for prioritizing competing workday expectations for emergency response
Battalion Chief
crews
Strategic Objective 3.2
Establish and/or confirm apparatus and equipment replacement plan
Strategy 3.2.1
Develop inventory and budget forecast plan for all durable equipment Blattler
Strategic Direction 4
Improving Organizational CultureY Sustainability, and Health
Strategic Objective 4.1
Establish an open, respectful, inclusive and healthy work environment throughout the entire department
Strategy 4.1.2
Partner with Human Resources and prioritize training funds to implement programs
Aggson
designed to improve organizational culture
Strategy 4.1.3
Partner with Human Resources to maximize the recruitment and retention of employees
Aggson
who embrace our service focused mission and aspirational healthy workplace culture
Strategy 4.1.5
Establish a system to reward retention and employees and/or work teams who make
Blattler
significant contributions
Strategy 4.1.6
Establish an annual employee recognition program to capture acts of heroism, significant
Aggson
contributions, promotions, and other employee milestones to be celebrated
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t �
Item
2020-2021 OPERATIONAL PLAN WORKSHEETS
t L
2020-2021 OPERATIONAL
PLAN Strategy Leader
Strategic Direction 5
Supporting Fiscal Sustainability in Department Operations
Strategic Objective 5.2
Evaluate New Ways of Doing Business
Strategy 5.2.1
Analyze and propose staffing and resource levels to meet plan review and construction
Maggio
inspection service delivery goals, or amend goals to align with staffing levels
Strategic Objective 5.3
Maximize Revenue Generation
Strategy 5.3.2
Expand fee -for -service medical standby for local events that have the potential to
Hais
significantly impact normal daily staffing
Strategy 5.3.3
Explore options to bring to Council regarding fee for services related to non -emergency
Fox
assistance provided to care facilities
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San Luis Obispo City Fire Department
Item 8
2018-2023 Strategic
Plan
Strategic Action Tracker as of June 25, 2020
®Strategy
Description Operational
1.1.1
Initiated
Enhance opportunities for the community to provide feedback to the Department 2019-20
Aggson WIIIIIIIIIIIIIIII 75%
Online (website)
1.1.3
Work with communicatons specialists to develop "our service story," a consistent and 2019-20
Aggson 100%
Online (website)
credible message about our purpose, mission, values and performance
measures/outcomes
1.1.4
Increase utlization of website to communicate "our service story" 2018-19
Timpano 100%
Updated website with new homepage, pictures, and safety
videos/handouts. Continuously updating with new information and
relevant events.
1.1.5
Ensure all department members are capable, telling "our service story" 2019-20
Aggson 100%
combined 1.1.3
1.2.1
Re -vision disaster preparedness programs (formerly Community Emergency Response 2018-19
Aggson 100%
Rotating disaster preparedness road -show throughout community to
Training or "CERT") to meet current community needs for increased citizen and
promote disaster preparedness and resiliancy. First Disaster
business self-sufficiency during a disaster
Preparedness/Safety Forum took place on September 12, 2019 in the
Libary Community Room and the department will continue to provide
informational workshops to the community.
1.2.2
Develop multi -media education and communications plan based on assessment of local 2018-19
Aggson 100%
Completed PSPS video, 34 in-house safety, disaster and preparedness
emergency response activity and environmental issues
videos completed by staff. Working with City Admin to complete
PrepareSLO video, RSG and Earthquake preparedness.
1.2.3
Implement citizen fire academy with a goal of increasing public knowledge and 2018-19
Hais 20%
On May 30, 2019 the Fire Department's labor group sponsored a Fire
understanding of fire department services
101 course for City and Community Leaders. During this time,
attendees had the opportunity to learn the emergency operational
services the department provides and participated in several training
evolutions including a live -fire drill. This program will build into both a
citizen and media academy. COVID-19 restrictions delayed further
implementation of this program
1.2.4
Implement a fire academy for local media with a goal of creating a foundational 2018-19
Hais 20%
See 1.2.3
understanding of fire department services and operational priorities
1.2.5
Explore expansion of lay person medical training program such as public CPR and first 2018-19
Berryman 75%
Conducted hands -only CPR training for City employees and exploring
aid
offering training at Disaster Preparedness/Safety Forums or other
public events. Will re -explore when COVID-19 restrictions are lifted
1.2.6
Expand fire crew / City facilities education program to increase meaningful 2018-19
Hais 85%
Staff at several City facilities completed emergency/disaster
cross -department relations and enhance City employee emergency and disaster
preparedness training in FY 2018-19. Staff is developing plan for
planning preparedness
ongoing program city-wide.
1.3.1
Partner with Downtown Association and vendors to enhance safety and preparedness 2018-19
Beres 100%
Fire Inspector is regularly attending monthly Downtown Association
at Farmers' Market
meetings. Checklist with vendors developed by several stakeholders
put together, adopted and rolled out in Spring of 2019. Inspections are
complaint based but in general have quarterly inspections. New
vendors need to be identified and provided by City FD prevention.
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San Luis Obispo City Fire Department
2018-2023 Strategic Plan
Strategic Action Tracker as of June 25, 2020
Strategy Description Operational Year
Initiated
1.3.2 Partner with property owners, renters, and allied City Departments to enhance fire 2018-19 Brown 100%
safety in the home and workplace
1.3.3 Partner with business owners to increase awareness and actions to support safe 2018-19 Maggio 100%
practices in businesses, including but not limited to occupancy loading adherence, safe
Item 8
Service is currently done as requested and the Prevention Bureau is
developing improvement of service. Included in the safety and
preparedness program. Newly developed handouts
Part of exisiting annual inspection program. Current and ongoing. Staff
will work to increase disaster prep awareness as part of inspections.
practices, and maintenance
2.1.1
Partner with City Administration, Community Development, Parks & Recreation, Public
2018-19 Maggio
75% Committee formed between Parks & Recreation Ranger Services,
Works, regional stakeholders and property owners to develop open space and
Natural Resources Manager, Fire Marshal, Fire Chief and
defensible space inspection and mitigation program
Administrative Analyst to facilitate wildfire mitigation programs. Fire
Safe Council focus group formation within the City currently being
formed. A Community Wildfire Protection Plan completed. Natural
Reosurces taken ownership of this item, continued partnerships
2.1.2
Partner with Community Development, Public Works, and Utilities to maximize
2018-19 Maggio
100% Fire Marshal now working as the Fire Marshal / Chief Building Official
efficiencies and customer satisfaction in development related activities such as plan
which has improved relationships and coordination with other
check and building inspections
departments. Staff continue to continue evaluating opportunities to
streamline plan check programs. Signatory on performance plan with
com dev and establishing more plan check relationships with third
party consultants. Signed agreement with turnaround times and met
with new consultants.
2.1.3
Maximize use of grant funding and other partnerships to reduce the local cost of fuel
2018-19 Maggio
100% Fire Safe Council relationships and grant programs currently being
reduction efforts
developed and utilized. Achieved seat on the Fire Safe Council. Largest
focus group in the County. Will continue to leverage grant
opportunities as they become available.
2.1.5
Partner with all City departments and the County of San Luis Obispo to create a
2018-19 Blattler
100% Multi -Jurisdictional Hazard Mitigation Plan Adopted in Spring of 2020
regional Local Hazard Mitigation Plan (LHMP)
2.2.1
Implement electronic records system for all emergency response, plan review, and fire
2019-20 Maggio
50% Energov moving to Mobile Eyes to increase electronic capabilities.
construction and fire life -safety inspection activities (for Fire Prevention and
Funding has been designated for the Mobile Eyes software with an
Emergency Response inspection programs)
estimated implementation date of Fall 2020.
2.2.2
Implement online fire prevention self -inspection program for low -risk occupancies
2018-19 Maggio/Nau
75% A draft 25-point inspection template has been developed and IT
created an inspection form. Fire is working on a list of beta -test
businesses and a certificate of completion. Item assigned to new
Admin Assistant to fast -track completion. All forms have been
completed in Laserfiche. Needs to get tested with IT for
implementation
2.2.3
Develop peer -review program to ensure completeness of emergency response reports
2018-19 Berryman
90% A team has been identified for this effort. GO has been updated, Image
and partner with City Attorney's Office to develop documentation best practices
tredn codes have been updated
guidelines and training
Packet Page 127
San Luis Obispo City Fire Department Item 8
2018-2023 Strategic Plan
Strategic Action Tracker as of June 25, 2020
2.3.1
Explore opportunities to increase quality training programs to staff
Brought State Fire Marshall Company Officer, Chief Officer and
�100%
Executive Chief Officer series courses to the County. Hosted the
IF
Executive Chief Officer Class in SLO. Reimagined the Recruit Academy
to focus on task level instruction v. classroom. Additionally, staff is
exploring a partnership with Allen Hancock College to provide fire
related instruction on site to reduce training costs and provide
potential revenue.
2.3.2
Implement strategies and technologies to provide training to emergency response
2019-20
Alforque
100%
2 year training plan. Utilized target solutions to maximuze our training
crews without negative impacts to response times
without reducing response time. Utilized virtual training opportunities
to ensure continuity of training during COVID restrictions.
2.4.1
Develop and maintain clear, current written standards with healthy, productive
2019-20
Aggson
75%
Summit held in July 2019
partnership between Labor and Department leadership
2.4.3
Revise after -action incident assessment and implementation of lessons learned
2019-20
Hais
10%
Staff continues to perform after -action incident assessment and will
further explore revisions and improvements in 2020-21
2.4.4
Assess expanded use of all apparatus, including Medic -Rescue 1
2019-20
Battalion
100%
Plan and procedure has been put in place
Chiefs
2.4.5
Partner with County Emergency Medical Services Agency and San Luis Ambulance to
2019-20
Aggson
50%
Discussions have began with SLAS and SLO County Chiefs. Actions
assess emergency response mode efficacy to more critically assess when the use of
towards having SLAS switch to our communication channel and
lights and sirens are necessary based on incident type
reducing codes from initial dispatch being discussed
3.1.1
Assess workload impacts on emergency response crews given steady increase in
2019-20
Alforque
0%
no progress made due to uncomparable unique data that has come
emergency response call volume
with COVID-19. Deferred to pick up in 2020-21
3.1.2
Create a system for prioritizing competing workday expectations for emergency
2019-20
Battalion
0%
To be further explored in 2020-21
response crews
Chiefs
3.2.1
Develop inventory and budget forecast plan for all durable equipment
2018-19
Blattler
80%
As part of the 2019-21 financial plan, City Council adopted a public
safety equipment replacement program funded through previously
earmarked liability funds. This new program allows the City to fund
required equipment purchases including emergency response personal
protective equipment and essential medical and rescue supplies.
Continueing to work to create forecast plan for remaining durable
equipment
3.2.2
Evaluate light duty fleet to maximize use
2019-20
Vargas
100%
Updated items for replacement with Fleet. Working to identify more
sustainable replacement schedule for front-line apparatus. Will be an
ongoing effort.
4.1.1
Establish a trust -based relationship between Labor and Department leadership with
2019-20
Aggson &
100%
Leading effort to provide high level of communications related labor
enhanced consistency and formality of meetings with candid, forthright, regular
Gutierrez
items
dialogue and collaboration
4.1.2
Partner with Human Resources and prioritize training funds to implement programs
2019-20
Alforque
25%
Will continue to partner with HR and explore opportunities for
designed to improve organizational culture
improvement between Human Resources and the Fire Deparment
Packet Page 128
San Luis Obispo City Fire Department
2018-2023 Strategic Plan
Strategic Action Tracker as of June 25, 2020
Item 8
4.1.3
Partner with Human Resources to maximize the recruitment and retention of
2019-20 90%
Continue to work with HR on recrutiment challenges; working with Cal
employees who embrace our service focused mission and aspirational healthy
Poly, Cuesta College and Community Groups to host Job Fair at FS#1
workplace culture
IF
with SLOPD, SIRS and SLOFD to bring Athletic teams in. COVID
restrictions delayed the department's ability to host such an event.
4.1.4
Institutionalize department -wide expectations for shared accountability and honesty
2019-20 Aggson 100%
Ongoing monthly meetings with Labor Management, Operations
embraced by all employees and thoughfully enforced by all supervisors
Chiefs, Bi-monthly crew meetings with Chief and Bi-monthly
department newsletter.
4.1.5
Establish a system to reward reten on and employees and/or work teams who make
2019-20 Blattler 0%
To be further explored in 2020-21
significant contributions
4.1.6
Establish an annual employee recognition program to capture acts of heroism,
2018-19 Aggson 50%
Department Management is working closely with Labor Committee to
significant contributions, promotions, and other employee milestones to be celebrated
establish policy and guidelines for recognition of superior work and
heroic effort. Currently in the Labor Groups hands to continue.
5.1.1
Implement robust risk management, health, and fitness programs designed to reduce
2018-19 Blattler 100%
First year of two year pilot program complete. Reductions in workers
preventable employee injuries and improve morale
compensation backfill overtime shifts have been observed in year of of
the program.
5.2.1
Analyze and propose staffing and resource levels to meet plan review and construction
2019-20 Maggio 10%
Working with staff to gather data to build current performance. Added
inspection service delivery goals, or amend goals to align with staffing levels
more consultants.
5.2.2
Explore cooperative agreements to maximize training fund effectiveness
2018-19 Alforque 100%
See 2.3.1- Department staff re-examined current/past practices.
Streamlined training platform to help codify what we are doing and
increase other activities to improve training and provide extra layer of
protection against liability. Updated 2-year training plan and tying in
with partnering agencies to maximize training opportunities with a
reduced cost.
5.3.1
Support certification training that facilitates revenue generating mutual aid
2018-19 Alforque 100%
Several members have became company officer and chief officer
deployments
certified. Non -suppression staff have completed training and one staff
member used new certification to respond to a mutual aid incident.
Implemented training opportunities for all staff for certification tracks
that leads to mutual aid reimbursement.
5.3.2
Expand fee -for -service medical standby for local events that have the potential to
2019-20 Hais 0%
To be further explored in 2020-21
significantly impact normal daily staffing
5.3.3
Explore options to bring to Council regarding fee for services related to non -emergency
2019-20 Fox 10%
Researching options and programs being used by other agencies. To be
assistance provided to care facilities
further explored in 2020-21
Packet Page 129
D
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Overview
Fire Strategic
Department Plan
Annual Update
Update
C
Questions
rit Line
EOC Support
lays in:
'EMA Training
ob Fair
'ublic Education
_ Ireparedness
Major Accomplishments
Fire Administration
■ New Deputy Fire Chief
■ Completion of 3 major City-wide
Polices
1. Hazard Mitigation Plan
2. Emergency Operations Plan
3. Community Wildfire Protection Plan
■ Department Public Information Officer
San Luis Obispo County
Multi -Jurisdictional Hazard Mitigation Plan
2019 Update
October2019
CLOSED
.0
! FIC
wood.
Recorded News Line
D5) 783-7774
Major Accomplishments
Emergency Response
■ Continued expansion of open
space rescue capabilities
■ UTV2 success + 25 rescues
Grant funded
■ Implemented eBike program
Community donation to L3523 BEAR
Foundation
■ Successful completion of the
probationary period for 7 new
firefighters
■ Peer Support Team
Major Accomplishments
Emergency Preparedness
■ Prepare SLO
■ EOC Revamp
■ City-wide FEMATraining
■ EOC Drills
■ PG&E PSPS COOP
■ File of Life
Major Accomplishments
Fire
Engine 3
New goals
in adopted
Hazard
Mitigation
Plan.
Key Statistics (2019 Calendar Year)
■ Emergency Response
■ 6,179 Total Responses (5% Increase)
3,870 Rescue and Medical Responses
■ 127 Fire Incidents
26 Transient Related, 18% Increase from 2018
340 Responses to Cal Poly
■ Total Response Time (TRT) Goal
Met TRT goal of 7 minutes or less to 72.1 % of all lights -and siren
calls
17.9% under goal of 90%
■ Root cause analysis to make improvements
.y
■ Training
■ 9,983 total emergency response training hours i-
Increased of 44% from 2018
Transient Related Fires - Year to Year
0 2 4
Cooking
Trash or Rubbish
Passenger Vehicle
Motor Home/Camper/RV
Mobile Property (Vehicle)
Vegitation
Outside gas or vapor combustion explosion
Other
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CITY OF SH111 DELIS OBISPO
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Key Statistics (2019 Calendar Year)
■ Hazard Prevention
■ 3,128 Fire and Safety Inspections
■ 648 Building Plan and Development Plan Reviews
■ 21 Fire Investigations
■ Increased the number of state -mandated inspections
■ Fire Marshal / Chief Building Official Position
2018-2023 Strategic Plan
2019-20 Operation Plan Recap
2020-21 Operational Plan
2019-20 Operation Plan Recap
Completed 42% of the identified
strategies in the 5-year Plan
2019-20 Operation Plan Highlights
■ Re -vision community disaster preparedness
program (1.2.1)
■ Partner with Downtown Association and
vendors to enhance safety and preparedness
at Farmers' Market (1.3.1)
■ Partner with all City Departments and the
County of San Luis Obispo to create a
regional Hazard Mitigation Plan (2.1.5)
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2019-20 Operation Plan Highlights
(cont.)
■ Explore opportunities to increase quality training
programs to staff (2.3.1)
■ Assess expanded use of all apparatus, including
Medic -Rescue 1 (2.4.4)
■ Implement robust programs to reduce preventabl
employee injuries and improve moral (5.1.1)
■ Support certification training that facilitates
revenue generating mutual aid deployments
(5.3.1)
2020-21 Operational Plan
■ Continuation of previous
Operation Plan
Strategies yet to be
completed
■ Initiation of additional
strategies planned for
2020-21
■ Prepare Planned
Comprehensive Update
to Strategic Plan
SLO CITY FIRE
OPERATIONAL PLAN 2020-2021
The Strategic Plan forms the framework for the dewlapm ent of the departments one-year
6peradanal Plan. After the initial formation oft lie Strategic Plan staffcollaborated to identify
specific strategies in the Plan that would be initiated in each fiscal year. The worksheets that
follow capturethe Strategies intended to be continued or initiated in 2020-2021
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