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HomeMy WebLinkAboutItem 01 - Fire Department 2020 Annual ReportItem 1 �t�x ofi Council- d. Report ti ttjs o Department Name: Cost Center: For Agenda of: Placement: Estimated Time: FROM: Keith Aggson, Fire Chief Prepared By: James Blattler, Senior Administrative Analyst SUBJECT: FIRE DEPARTMENT 2020 ANNUAL REPORT RECOMMENDATION Receive and file the Fire Department's 2020 Annual Report. DISCUSSION Fire 8501 March 16, 2021 Business 30 minutes The Fire Department's 2020 Annual Report (Attachment A) provides an overview of the Department's past operational year. The report highlights both department activity and statistics that the department utilizes to analyze performance and workload. Included in the report are some of the major accomplishments made by staff during the last year highlighting specific work efforts completed by Department staff. The report focuses on five major areas: training, emergency response statistics, mutual aid activity, hazard prevention statistics, and twenty of the major accomplishments achieved over the calendar year. The report aligns with three of the department's five strategic directions in the Department's 5-year Strategic Plan (Attachment B): (1) Connecting with the Community, (2) Continuously Evaluating Programs and Service Delivery, and (3) Analyzing Relevant Data to Inform Decision Making. To help keep the community informed of the efforts staff completed over the past year, the plan and an accompanying video was released to the public on January 5, 2021 through a formal media release, Department and City social media platforms, and by posting to the Department website. Background Historically, the Fire Department has presented annual reports at the end of the fiscal year, however, staff is transitioning to calendar year reporting moving forward. This change will align more with the statistics the fire department has historically utilized to assess performance and workload. Due to the recent presentation in July, the 2020 annual report and associated data contains less analysis than typically comes with the report. After calendar year 2021 staff plans to complete a more substantive report, which will be presented to Council along with the first major update to the department's 5-year strategic plan. Packet Page 1 Item 1 Previous Council Action On July 21, 2020, the City Council received and filed the Fire Department's 2019-20 Annual Report and the 2020-21 Operational Plan (Attachment C) of the Department's Strategic Plan. Public Engagement This item is a business item for the March 16, 2021 City Council meeting and will follow all required postings and notifications. The public will have the opportunity to provide comment on this item at or before the meeting. 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 Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost General Fund N/A 0 0 0 State Federal Fees Other: Total N/A 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 appropriations 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 - Fire Department 2020 Annual Report b - COUNCIL READING FILE - 2018-2023 Fire Department Strategic Plan c - 2020-21 Operational Plan Packet Page 2 SLO Cit? ti RE 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. z n i Item t 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 Packet Page 4 Page 2 of Item 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 Packet Page 5 Page 3 of 5 1 Item 1 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 Packet Page 6 Page 4 of 5 t � T Item 1 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 Packet Page 7 Page 5 of Item 1 BLANK PAGE This page is intended to be blank so that you can print double -sided. Packet Page 8 Its ire Department�N� G1 Off, IO a o 112 04, . ' • • FIRE tuIs 0 ,B1SpO 0- W+ Ift GAT Y O.h CITY OF ►SHII DELIS OBISPO L�rs o� pp- "I s jl� O %IVY 0 is FIRE GAT Y O.n CITY 4F SqIl LUIS OBISPO LEI S O� \lS N LUIS OBISPO CITY FIRE DEPARTMENT Competence - Courage - Compassion MISSION STATEMENT To enhance and protect the lives, environment, and property of our community and its visitors. 5 _Service ,o L Loyalty • 0 - Ownership F - Family I - Integrity R - Rospect excellence VISION To be a progressive organization that leads the community in public safety and preparedness demonstrated through an unwavering commitment to the protection of lives, property and our environment. The service we provide will be of the highest quality recognized against local, state and federal standards. CITY 4F SqR LUIS OBISPO LQIS o4 �fi Y G�-k -IS 56.5 FTEs- Sworn 47 —Non-Sworn 9.5 Flry Mwrah#rrlG Gus VBrgeis Mash. Helper V.0" ti t I our COMMUnity EIwtad 01`196A L C4 Mwmger FIr4p C hijLf Kelm Aggson Mmorl Asst. Nllka Timpano Deputy Chl&f Semor Admin. telir,hawl Ananlsk PIO Alfnrquo* Jamea alBttJer Batialian chlei,A Flay Hals Eattdlkpn Chlef-B Sarrirr5y Fox Batlallon Chief Neal Cerfyrnnan I F ir49 klarsha i Rgdggr MN -WO L_ _ Fire Brew Admlrk. Asst. J-ovv EWIbf 6ACY R*!%pW!!te Frrg C;Pptaln!E Fire Englneara Fir&'fghiars H�FA�I Ce+ofd. VaC.*rvt Fift ?n ciors3 Molly Sro-,•-9i Jerson EerE-5 ,JUII*Ah* Hui risen InGvcns ■ Newly hired and recently promoted suppression staff completed their probationary periods ■ Restructured Battalion Chief roles to align with more modern fire department service delivery models ■ Enhanced Internal and External Processes ■ New electronic tracking forms ■ Fire Self Inspection Program Implementation ■ Dept. Communications using Target Solutions Enhanced Open Space Rescue Capabilities E-Bike program Implementation Updated Trail Maps Enhanced Public Communications Media Recorded Newsline Social Media ■ 2 FEMA Assistance to Firefighter Grant Awards ■ Paramedic Training ($124k) ■ COVID-10 PPE Reimbursement ($2k) ■ Emergency Management Insititute Training 2022 ($375k) ■ Pilot Program Funding ■ Injury Prevention Program ($18K) ■ Emergency Management Services ($60k) ■ Major Purchases/Contracts ■ Emergency Response Handheld Radio Replacement ■ Renewed 5-year service agreement for the Station Alerting System ■ $1,779,528 Estimated Total Mutual Aid Reimbursement >250% Increase from 2019 Net Revenue estimated at $727K (FY21) ■ 16,601 Personnel Hours Assigned to Mutual Aid Incidents Training Hours 10,631 total emergency response training hours Increase of 6.9% from 2019 Implemented new strategic 2-year training plan for suppression staff ■ 5499 Total Responses ■ 11 % Annual Decrease ■ 692 Homeless Related Incidents ■ 129 Responses to Cal Poly w ■ $18,410,946 Total Property Saved ■ 188 COVI D-19 Responses 2020 Calls for Service by Type False Alarm & False Call M 330 Good Intent Call 832 Service Cali 610 Hazardous Conditions (No Fire) ■ 101 Rupture, Explosion, Overheat Special Incident Type 500 1000 1500 2000 2500 3000 3500 4000 Transient Related Calls for Service • 6% Increase in Total Calls • 59% Increase in Fire Related Calls Transient Related Fires -Year to Year Other Vegitation Motor home/Cam per/RV Passenger Vehicle Trash or Rubbish Cooking _ Structure ■ 2020 ■ 2019 1,042 Occupancy Inspections 775 Building Plan and Development Plan Reviews T13 Fire Investigations 4\) 154 HazMat Inspections V 388 Fire Construction Inspections ➢ Significant Staffing Changes • Retirements /Promotions /New Firefighters ➢ Efforts to Support Major City Goals • DEI • Climate Action • Housing and Homelessness • Fuel Management ➢ Improvements to Service Delivery • Improved Training Operations • Disaster Preparedness • Open Space Rescue 0 Turnout/Response Time • 2021 Annual Report • Comprehensive Strategic Plan Update • Self Assessment 14 rill JiLr y� -S GAT Y O.h CITY OF Sff n Luls OBISI'O Lars o�