HomeMy WebLinkAboutItem 6a. Fire Department 2022 Annual Report Item 6a
Department: Fire
Cost Center: 8501
For Agenda of: 6/20/2023
Placement: Business
Estimated Time: 45 Minutes
FROM: Todd Tuggle, Fire Chief
Prepared By: Nicole Vert, Administrative Analyst
SUBJECT: FIRE DEPARTMENT 2022 ANNUAL REPORT
RECOMMENDATION
Receive and file the Fire Department’s 2022 Annual Report.
POLICY CONTEXT
The Fire Department’s 2022 Annual Report (Attachment A) aligns with three of the five
strategic directions in the Department’s 2018-2023 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.
DISCUSSION
Background
The 2022 Fire Department Annual Report (Attachment A) provides an overview of the
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 the work
performed by Department staff.
The report and an accompanying video are scheduled to be released to the public on
June 21st through a formal media release, Department and City social media platforms,
and by posting to the City website.
Previous Council or Advisory Body Action
On March 15, 2022, the City Council received and filed the Fire Department’s 2021
Annual Report. On June 6, 2023, Council adopted Resolution No. 11426 (2023 Series)
acknowledging receipt of the Fire Department’s report on compliance with Senate Bill
1205 for calendar year 2022.
Page 729 of 802
Item 6a
Public Engagement
This item is a business item for the June 20, 2023, City Council meeting a nd 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: 2021-22 and 2022-23
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund N/A $ $ $
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 - Fire Department 2022 Annual Report
B - SLO City Fire Strategic Plan 2018 to 2023
Page 730 of 802
ANNUAL REPORT
2200
2222
SAN LUIS OBISPO FIRE DEPARTMENT
Page 731 of 802
Chief's Message, Mission, Orgnization Chart
03.
Table of Contents
Statistics, Accomplishments
27.
Financial Summary, Public Information
07.
Major Repairs
30.
Statistics
12.
Highlights
32.
Statistics, Open Space Rescue, Mutual Aid
15.TABLE OF CONTENTSIntroduction
Fire Administration
Fire Prevention
Emergency Response
Training
Fire Apparatus
Emergency Management
34.
35
36.
Retirements
Promotions/New Hires
Events
37.
38.
Accomplishments
What's Ahead in 2023
Statistics
25.Mobile Crisis Unit
Page 732 of 802
As 2021 closed, it brought an end to one crisis and initiated another.
Resilience was a key term as SLO Fire worked through the pandemic.
Mentally, physically, emotionally, and economically, the pandemic
brought hardship to everyone. As 2022 dawned with an end in sight to
the pandemic, another crisis filled the void, economic uncertainty.
While the City was able to secure unprecedented funding through
ARPA, and Infrastructure funds, it was clear that economic uncertainty
was a question going forward.
CHIEF'S MESSAGE
Even through the veil of economic uncertainty, the Fire Department continued to have clarity of vision
towards our mission to serve the community. Eight new firefighters completed their probationary training.
A Battalion Chief promoted, three Captains promoted, four Engineers promoted, we hired a new Fire
Chief, and saw several other key new positions come to fruition in the department, including another
inspector, an Emergency Manager, a new Business Analyst, new Admin Assistant for Prevention and more.
And while we hired new personnel we also built new programs, expanded others and continued to hone
our core skills of structural firefighting, wildland firefighting, Hazardous Materials, Urban Search and
Rescue, Open Space Rescue and top notch Advanced Life Support Services.
Several accomplishments throughout the year mark the innovation and determination of our Team.
Emergency Manager James Blattler and Fire Marshal Rodger Maggio delivered multiple Ready, Set, Go
programs to the community as part of a larger effort of community education about the risks for wildfire.
In addition, a major fuels reduction project was completed along San Luis Creek which both recognized
and mitigated the urban fire hazards we have with combustible fuels weaving their way throughout the
city.
As part of our continued efforts to support our neighbors throughout the state, SLOFD supported multiple
major wildland incidents across the state. SLOFD logged over 5,000 hours of mutual aid support during
fire season, including deployments of our Type 3 off-road firefighting engine, Type 6 lightweight off-road
engine, the 4x4 Medic Rescue and our Type 1 engine for structure defense. During the entire fire season,
SLOFD firefighters maintained staffing at our 4 stations to protect our local community.
SLOFD also continued our commitment to providing an open and welcoming environment to our
community with several events. In the Spring, SLOFD, with several countywide public safety agencies,
hosted the SLO County Emergency Services Career Fair. This fair provided career minded folks in our
community trying to find a way to serve, an incredible opportunity to submit their resumes and meet the
professionals throughout the county that respond each and every day to 911 calls.
Later in the year, SLOFD hosted our annual Open house which provides the community at large a chance
to see what their Fire department is all about. One of the special factors of our department is our
accessibility as well as the community’s desire to feel a part of the department. Kids and adults came out
to see what we are all about, taking part in demonstrations, activities, and games all intended to share
“who we are and what we are about.” Page 733 of 802
CHIEF'S MESSAGE
In our continued efforts to support the community through new and innovative levels of service, the Open
Space rescue program continued to express itself as a manifestation of the intense skill and dedication
of the department. This year saw a grass roots effort by staff to integrate our rescue skills with CHP’s air
program and provide rescue resources. After a dedicated training program, several firefighter/
paramedics were certified to fly with CHP’s H-70 rescue helicopter, providing hoist rescue coupled with
Advanced Life Support skills. Multiple times during the year, CHP and SLOFD collaborated to effect
rescues of injured and/ or lost hikers in the area. The impact of these technical rescue programs on the
safety and security of our community is an immeasurable result of the commitment to excellence of our
department’s members.
2022 also saw the launch of the City and Department’s first Mobile Crisis Unit. The MCU is a dedicated
resource of one Crisis Manager and one Firefighter/ Paramedic to take on the many calls for service we
see where behavioral or mental health issues are a contributing factor for the need of 911 fire or police
resources. This novel program has brought an unparalleled level of service to the vast mental health
needs in our community, in many cases reuniting homeless individuals with family and resources.
As we concluded 2022, a year of transition, SLOFD completed three major milestones. Fire Chief Keith
Aggson retired in December after five years in the Fire Chief position, implemented significant growth
and change in the department. SLOFD also passed the 7,000 incidents threshold for the first time,
marking a continued upward trend in calls for service. And as part of our dedication to staying aligned
with the needs of the community, SLOFD completed its 5 year strategic plan which will be delivered in
2023.
2022 brought a functional end to the pandemic, only to be replaced by the financial uncertainty of a
post-COVID world. In that uncertainty, your department and your City remained steadfast in it's
commitment to a level of service and investment emblematic of all that is the SLO life. In adversity, the
department observed, innovated and adapted to the changing times, staying true to the underlying
values of Compassion, Courage and Commitment to our community, each other and this profession of
helping those who call. It is an honor and a privilege to serve the City and Community of San Luis Obispo.
Thank you for your continued support.
CONT.
Todd Tuggle, Fire Chief
Page 734 of 802
As of December 2022Page 735 of 802
SAN LUIS OBISPO CITYFIRE DEPARTMENT
MISSION STATEMENT
S
L
O
F
I
R
E
VALUES
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.
VISION
To enhance and protect the lives, environment,
and property of our community and its visitors.
Competence - Courage - Compassion
Service
Loyalty
Ownership
Family
Integrity
Respect
Excellence
-
-
-
-
-
-
-
Page 736 of 802
Department Leadership
Public Information
Personnel Management
FIscal and Contract Management
Strategic Leadership Coordination
Grant Application and Management
We ensure our Emergency Response and
Fire Prevetion personnel are trained,
equipped, and supported.FIRE ADMINISTRATIONFire Administration is responsible
for planning, directing and
evaluating all fire department
programs and activities. Primary
funcitions of Fire Administration
include:
Page 737 of 802
FIRE ADMINISTRATION
OPERATIONALCOSTS STAFFING
The San Luis Obispo City Fire Department is comprised of nine budgeted programs, of
these, 7 are staffed. In Fiscal Year 2022-2023 the department received a total budget of
$14,456,302 with 90.5% dedicated towards staffing for the 58 full-time members of the
department, leaving 9.5% or $911,559 for non-staffing operational costs.
FINANCIAL SUMMARY
$911,559
$13,098,432
OOOPPPPEEEERRRRAAATTTTTTAAIIIOONNAALLCCCCCOOOOOSSSSSTTSSSSS SSTTSSSAATTTFFF
Page 738 of 802
FIRE ADMINISTRATION
New full-time position to support the fire
department’s responsibility of managing
the City’s emergency management
program to ensure the City and
community can effectively prepare for,
respond to, and recover from major
emergencies and disasters and help
mitigate the impacts of natural disaster,
ultimately improving City and community
resiliency.
Mobile Crisis Unit launched in July. The
MCU is dispatched to non-emergency
calls for service providing crisis support
services to all community members with a
focus on unhoused residents with the
intent to improve residents’ ability to
access needed social services.
FINANCIAL SUMMARY
NEWLY FUNDED PROGRAMS AND PROJECTS
Mobile
crisis unit
emergency
manager
engine 4
replacement
Engine 4 needed replacing sooner than
expected due to high repair needs.
Obtaining new apparatus ensures
citizens experience no delay in response
to calls.
Page 739 of 802
FIRE ADMINISTRATION
FEMA Assistance to Firefighters Grant (AFG) Program
to purchase Urban Search & Rescue (US&R) equipment
to support the department’s ability to conduct complex
and technical rescues.
$63,623
International Association of Fire Chiefs Ready, Set Go!
Program to conduct hazardous wildfire fuel reduction
work on the East Fork of San Luis Obispo Creek to help
reduce the wildfire threat facing the City.
FINANCIAL SUMMARY
GRANTS
$39,406
$9,000
Repurposed remaining funding on a 2019 AFG Award
for Paramedic Training to purchase 5 Thermal Imaging
Cameras and 4 Mobile Radios.
To support the City and Department’s goal of fiscal responsibility the Fire
Department seeks out grant opportunities to help both maintain and improve the
level of service provided to San Luis Obispo. In 2022 the Fire Department
leveraged grant programs which provided over $112,000 in funding assistance:
Page 740 of 802
FIRE ADMINISTRATION
Improved social media presence
Wildfire Preparedness
Campaign
Public Information plays a critical role in keeping the public informed, helping them make
the right decisions during an emergency and educating the public to reduce the severity
of emergencies. With the goal of providing the community with accurate and timely
incident information and promoting community safety and preparedness, the department's
Public Information Office had several noteworthy accomplishments in 2022.
PUBLIC INFORMATION
Completed over 25 TV
and radio interviews
@SLOCITYFD @SLOCITYFIRE
Page 741 of 802
We are dedicated to providing our
community with fair and efficient
management of fire protection,
prevention and education
programs.FIRE PREVENTIONThe members of the Fire
Prevention Bureau are committed
to protecting the life, property, and
the environment of our
community.
Page 742 of 802
FIRE PREVENTION
887 Inspections
Fire Inspectors conducted 887 inspections of state mandated or permitted facilities,
which include apartments, hotels, assisted living, hospitals, schools and places of public
assembly. The department recovers over $420,000 in fees for these programs.
250
OCCUPANCY
InspectionsHAZMAT
STATISTICS
The members of the Fire Prevention Bureau are committed to protecting the life, property,
and the environment of our community through sensible, fair and efficient management of
fire protection, prevention and education programs. The Bureau is dedicated to providing
you the information you need to be safe in our community. The Bureau of Fire Prevention is
staffed with six full-time employees the Fire Marshal, one Hazardous Materials
Coordinator, three Fire Inspector/Investigators, and one Administrative Assistant. In 2022
the Bureau hired an additional half-time Fire Inspector. The Fire Marshal is responsible for
administering all Bureau programs.
The Fire Department is a Participating Agency (PA) for the County Certified Unified
Program Agency (CUPA) under the direction of County Environmental Health. The Fire
Department’s Hazardous Materials Coordinator conducted 250 facility inspections
which include hazardous materials storage and waste regulations and underground fuel
storage tank testing. This program generates over $170,000 in annual fees.
Page 743 of 802
FIRE PREVENTION
STATISTICS
626
38
PLANSREVIEWED
CONSTRUCTIONInspections
FIREInvestigations
The Bureau currently has three trained fire
investigators and two trainees. Staff responded
to 38 incidents in 2022 to determine origin and
cause of fires. Bureau staff also attends the
biannual California Conference of Arson
Investigators which is held in San Luis Obispo.
Fire inspectors conduct field inspections of
permitted building projects and fire protection
system installations.
Bureau staff reviewed 626 development related
plans to verify that new development conforms
to adopted fire and life safety codes and
recovers between $345,000 and $420,000
annually for this service.
Fire Prevention staff participate in numerous
public outreach events such as Open House
and Farmers Market providing vital
information to the public.
ParticipantsPUBLIC EDUCATION
$346,000 - 2022 TOTAL REVENUE
Page 744 of 802
Fire Suppression
Specialty Rescue
Hazardous Materials Mitigation
Paramedic Advanced Life Support
We are honored to serve and
take great pride in providing
compassionate and skilled care
to all.EMERGENCY RESPONSEEmergency Response operates
from 4 fire stations as a full service,
all-risk Fire Department offering:
Page 745 of 802
EMERGENCY RESPONSE
STATISTICS
GOOD INTENT CALL
SERVICE CALL
EMS
FIRE
HAZARDOUS CONDITION
FALSE ALARM
SPECIAL INCIDENTSPECIALINCIDENT
CALLS FOR SERVICE
Page 746 of 802
EMERGENCY RESPONSE
STATISTICS
TOTAL RESPONSE TIME9:18 Call processing time, turnout time, and travel time
Goal: 7 minutes or less to 90% of all light-and siren calls
CALL PROCESSING TIME2:04 Goal: 1 minutes or less to 90% of all light-and siren calls
TURNOUT TIME2:42 Goal: 2 minutes or less to 90% of all light-and siren calls
5:51 Goal: 4 minutes or less to 90% of all light-and siren calls
TRAVEL TIME
Page 747 of 802
EMERGENCY RESPONSE
STATISTICS
Station 1
Station 2
Station 3
Station 4
1395 Madonna Road
1895 INCIDENTS
1280 Laurel Lane
1476 INCIDENTS
2160 Santa Barbara Ave
1986 INCIDENTS
136 N. Chorro
1805 INCIDENTS
Page 748 of 802
EMERGENCY RESPONSE
STATISTICS
2 SIMULTANEOUS INCIDENTS
2,270
15.85%
3 SIMULTANEOUS INCIDENTS
432
3.02%
4 SIMULTANEOUS INCIDENTS
61
.43%
TRANSIENT INCIDENTS1,370
ALCOHOL INCIDENTS
CAL POLY INCIDENTS
724
281
Page 749 of 802
EMERGENCY RESPONSE
STATISTICS
2022 Call Volume By Month
JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecember750
500
250
0
DECEMBER
678 INCIDENTS
BUSIEST MONTH
THURSDAYBUSIEST DAY OF THE WEEK
3PM-4PM
DECEMBER10
BUSIEST DAY
54 INCIDENTS
Page 750 of 802
EMERGENCY RESPONSE
TOTAL PROPERTY VALUE SAVED
$288,085,887
STATISTICS
$96,309
2390 HELENA
$58,000
723 WOODBRIDGE
$59,233
1320 BUCHON
TOTAL PROPERTY VALUE LOST
$372,961
TOP 3 MAJOR FIRES BY DOLLAR LOSS
Page 751 of 802
EMERGENCY RESPONSE
Bishop, Madonna, Irish Hills,
Cal Poly, Reservoir Canyon
OPEN SPACE RESCUE
Open Space UTV Rescues
Helicopter Rescues
With the City of SLO being surrounded by more than 4,000 Acres of
protected open space, hills, canyons, creeks, and other hazards, the Fire
Department’s Urban Search and Rescue (USAR) Team continued to play a
vital role in protecting the lives of both visitors and citizens. The City Fire
Department, along with its USAR Team members, responded to dozens of
technical rescues and medical emergencies in the Open Space in and
around the city during 2022.
Reservoir Canyon and Bishop Peak
Open Space
Technical Rescues
2
8
16
Page 752 of 802
EMERGENCY RESPONSE
10 Incidents Supported
Employees
Responded to Mutual
Aid Incidents
Total Response
Reimbursement
Total Personnel Hours
MUTUAL AID
Mutual Aid
The San Luis Obispo City Fire Department participates in the state-wide mutual
aid system where local, state and federal agencies rely on the assistance of
local governments to effectively manage large scale incidents. The costs
associated with responding to these incidents are reimbursable under the
California Fire Assistance Agreement (CFAA) and a direct contract with the Los
Padres National Forest. During 2022 Fire Season, SLOFD deployed on many
requests for Mutual Aid throughout the state all while maintaining adequate
resources locally to provide service to the City of San Luis Obispo. While a much
quieter fire season than the previous year, SLOFD still responded to 10 incidents
totaling over 5,000 personnel hours.
19
$462,322
5,061 Assigned to Incidents
Page 753 of 802
EMERGENCY RESPONSE
MUTUAL AID
Page 754 of 802
Services
Resources
Response
Outreach
We want to help ALL our community
members
MOBILE CRISIS UNITThe Mobile Crisis Unit is designed
to provide crisis support services to
individuals suffering from non-
emergency mental health,
behavioral health, or substance
abuse challenges.
Page 755 of 802
MOBILE CRISIS UNIT
INCIDENTS
STATISTICS
·The Mobile Crisis Unit includes a social worker paired with a Firefighter
Emergency Medical Technician or Paramedic. The unit will be dispatched to
non-emergency calls for service involving unhoused residents and is intended to
improve residents' ability to access needed social services and reduce law
enforcement and paramedic response in non-emergency situations, when
possible. The unit provides crisis support services to all community members in
need, and helps to ensure that those in need receive assistance in gaining
access to the most appropriate resources. The MCU program was officially
launched in July of 2022.
CONTACTS
Plus re-engagements
TRANSPORTS
RE-UNIFICATIONS478
14
129
32
Page 756 of 802
Employing state of the art equipment
Training
Committment to health and safety
We strive to provide the knowlege and
skills necessary to maintain the safest
work environment possible for members
as well as protion and service for the
community members of San Luis Obispo.TRAININGThe Training Division serves the
department by providing training,
education, and certifications to
department members. They
promote excellence by:
Page 757 of 802
TRAINING
STATISTICS
As part of the 2021-2023 financial plan, the Fire Department
added a full-time 40-hour Fire Training Officer. The position
has a wide range of training duties including planning,
scheduling, supervising, and administering a comprehensive
fire training programs and coordinating the in-service
training and safety programs for the Fire Department.
In 2022, the training division delivered 13,783 hours of
training. This was accomplished by improving remote
learning capabilities. Employees who are eligible to
participate in the Joint Apprenticeship Committee (JAC)
JAC provides reimbursable funds back to the department.
The JAC training resulted in over $28,000 in funds returned
to the department in 2022, which is a $7,000 increase from
2021. These funds are held by the JAC program and can be
utilized to support the department’s training program upon
approval from the sub-JAC committee which is comprised of
department and labor group leadership.
The Department continues to maintain a fire protection class rating of “Class 2” through the Insurance
Service Office (ISO). All of this would not be achievable without the contributions of the Training Division.
Armando Gutierrez
Training Captain
Total JAC Hours
Total Training Hours
13,783
6,613
Page 758 of 802
TRAINING
ACCOMPLISHMENTS
Implemented Programs
Recruited 7 New Recruits
Academy in January 2023
Succession Planning
Hosted Engineer's Academy and State
Fire Training Driver Operator courses
Injury Prevention Program
26% reduction in Work Comp Hours
SLO OPS and Command & Control
Page 759 of 802
Fire Fleet Services designs, builds,
procures, maintains, and repairs the fire
department’s fire apparatus, vehicles,
generators, and special tools and
equipment. Maintenance is performed
on a diverse fleet and equipment cache
ranging from Fire Engines and Aerial
Laddertrucks to chainsaws and small
hydraulic tools.
Our goal is to keep fire equipment in service
allowing the department to maintain a high
level of operational readiness and provide
exceptional service to the community.FIRE APPARATUSPage 760 of 802
1095109555
MAJOR REPAIRS
Battalion Chief Command
Chief-1
Drive axles suspension rebuild
Vehicle Build
Vehicle Build
Compartment doors replacement
Truck-1
Fuel/coolant filter housing rebuild
Engine-4
FIRE APPARATUS
178
TOTAL REPAIRS
178 TOTAL LABOR HOURS
Page 761 of 802
Our goal is to ensure the City of San Luis
Obispo and its community members are
ready to survive and recover from the
next major disaster or emergency.EMERGENCYMANAGEMENTEmergency Management leads the
City's efforts to plan for, respond to,
recover from and mitigate the
impacts of natural and human
made large scale emergencies and
disasters that impact San Luis
Obispo.
Page 762 of 802
EMERGENCY MANAGEMENT
HIGHLIGHTS
EOC Training Exercise
FEMA Emergency Management Institute Training
Cal Poly EOC
Participated in 2 functional exercises
Simulated activation for commercial airline crash within City limits
Week-long training course covering emergency management
Community Wildfire Preparedness Town Halls
Promoted Community Disaster Preparedness
Bi-weekly local talk radio appearances
Wildfire Threat Grant funds
City Emergency Operation Center Readiness
Drive-Thru Flu Shot Clinic
For City staff and family
Funding contract fuel removal along the East Fork of the SLO Creek
Position specific job aids, resources, and identification
City Emergency Operations Plan Update
Updated to meet current best practices and recent lessons learned
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ss
Page 763 of 802
Keith Aggson
Fire Chief
RETIREMENTSTHANK YOU FOR YOUR SERVICE!
Neal Berryman
Battalion Chief
Jody Larson
Fire Captain
Matt Callahan
Fire Captain
David Marshal
Fire Captain
Page 764 of 802
PROMOTIONSNEW HIRESENGINEER
PATRICK LARSEN
ADMIN ANALYST
NICOLE VERT
BATTALION CHIEF
SHAYNE SKOVE
EMERGENCY MANAGER
JAMES BLATTLER
FIRE CHIEF
TODD TUGGLE
CAPTAIN
ALEC FLATOS
CAPTAIN
DUSTY RENNER
ENGINEER
TREVOR WEIS
ENGINEER
TRAVIS ROBERTSON
ENGINEER
MITCH WOODS
1/2 FIRE INSPECTOR
ARLEN DIEPENBROCK
FP ADMIN ASSISTANT
CASEY CORBIN
CAPTAIN
ERIC LOKKART
MCU - EMT
KEANU MORRISON
Page 765 of 802
EVENTSOCTOBER
Open House
and Burn Relay
SEPTEMBER
9/11 Memorial
Ceremony and Ready,
Set, Go! Town Halls
DECEMBER
Season of Hope
MAY
Bike Breakfast
and Career Fair
NOVEMBER
Promotional
Ceremony and Fill
the Boot
Page 766 of 802
ACCOMPLISHMENTSAFG Grant secured for US&R equipment
Hosted first county-wide public safety career fair
Implemented mutual threat zone agreement with
Cal Fire
Developed new helicopter rescue technician
agreement with CHP
Burn relay and $2000 donation to Alisa Ann Ruch
Burn Foundation by L3532
Participating in County Zonehaven evacuation
platform project
Joint active shooter training with SLOPD, and
Cal Poly UPD
Hosted Driver Operator 1A
Impelementation of ImageTrend Continuum Data
Analysis System
Implementated Mobile Crisis Unit referral form
from fire incident reports
Developed specification, budget, and purchase of
new thermal imaging cameras
Added clinician to Peer Support Team
Developed and conducted a paramedic
assessment center for all firefighter cdandidates
Adopted FIRESCOPE 500/SLO OPS as County
operational standard Page 767 of 802
WHAT'S AHEADIN 2023Recruit Academy 23
Expand Mobile Crisis Unit - Provide services
beyond weekday business hours
Replace Engine 6 (Type III Wildland Engine)
Develop and renew service contract with Cal Poly
Replace Engine 4 (Type I Engine)
Develop Fleet Replacement Plan encompassing
Major City Goals for Carbon Neutrality
Update and deliver the updated Community
Wildfire Protection Plan
Partner with Fire Service Organizations to host
training courses and conferences
Work with County Fire Partners on development
of enhanced transport system
Deliver additional professional development
courses in San Luis Obispo
Continue to develop and collaborate with Mental
and Behavioral Heath organizations for services to
the Community.
Finalize and deliver the 5-year Strategic Plan
Continue collaboration with Allan Hancock College
for Instructional Services Agreement
23
Page 768 of 802
@SLOCITYFD
@SLO FIRE
@SLOCITYFIRE
WWW.SLOCITY.ORG/FIRE2160 SANTA BARBARA AVE 805.781.7380Page 769 of 802
Page 770 of 802
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City of San Luis Obispo Fire Department
Strategic Plan 2018-2023
Our vision:
Through thoughtiul preventfon and skilled,
compassionate response,
we create a safer environment for all who visit,
work, and live in our amazing community.
August
2018
Page 771 of 802
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CONTENTS
MESSAGE FROM DEPARTMENT LEADERSHIP ................................ ...........1
ORGANIZATIONAL OVERVIEW..................................................................2
VISION, MISSION, AND VALUES .................................................... ...........3
THE PLANNING PROCESS .............................................................. ...........7
STRATEGIC PLAN TERMS .............................................................. ..........10
STRATEGIC DIRECTIONS AND OBJECTIVES .................................... ..........11
1. Connectfng with our Community
2. Contfnuously Evaluatfng Programs and Service Delivery
3. Analyzing Relevant Data to Inform Decision Making
4. Improving Organizatfonal Culture, Sustainability, and Health
5. Supportfng Fiscal Sustainability in Department Operatfons
STRATEGIC PLAN WORKSHEET ................................................................20
IMPLEMENTATION & EVALUATION ......................................................... 27
ACKNOWLEDGEMENTS ........................................................................... 27
i
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Protecting the citizens, businesses, and visitors of San Luis Obispo since 1876, the members of the San Luis Obispo City Fire
Department are proud of our history and our ability to evolve to meet the needs of our vibrant community.
While this is perhaps the first true strategic plan in department history, the department has a history of proactfvely identf fying innovatfve solutfons
to delivering our community-focused mission. Examples of thinking strategically over the past few years include the following in itfatfves:
• transitfon to electronic data capture for emergency response and fire preventfon actfvitfes;
• implementatfon of PulsePoint smartphone applicatfon to alert citfzen-rescuers to respond to
cardiac arrest victfms;
• implementatfon of tfered dispatch response to licensed healthcare facilitfes;
• implementatfon of progressive actfve shooter response protocols;
• analysis and consolidatfon of the department’s heavy-duty fleet;
• negotfatfon of a contract for services with Cal Poly that is responsive to the antfcipated impacts
of Cal Poly’s Master Plan; and
• 2016 Fire Master Plan update for contfnuity of services in the developing southern area of the
The department is dedicated to this plan and the actfons that will follow. As such, the department will produce an annual
report that includes progress updates on our Strategic Directfons and significant actfvitfes during the year. This report wil l
be presented to the City Council and available for public review and feedback.
It is important to acknowledge the scope of this Strategic Plan. This plan identffies prioritfes and actfons that are under
the department’s authority to execute, to reprioritfze, to change, or to discontfnue. This plan does not presuppose policy
decisions that may come before the City Council. Rather, our plan guides staff based on our current analysis of the
opportunitfes to maximize our efforts and resources in alignment with our mission of service. In short, this plan helps
answer the questfon: given our resources, skills, and dynamic environment, how will we best serve the residents,
businesses, and visitors of the City of San Luis Obispo?
The Fire Department is appreciatfve of the support of our community and our elected and appointed leaders. We are also
appreciatfve of our City peers in other departments who assist us in so many ways. Fire Department leadership is thankful
for the actfons of the men and women of this department that bring our vision, mission and values to life.
Simply put: our success is predicated by our people.
It is an honor to serve
this amazing
community.
We look forward to
contfnuing to build
healthy
relatfonships that
allow us to
respond to the needs
of San Luis Obispo.
1
Message from our leadership team...
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ORGANIZATIONAL OVERVIEW
Our community-focused service
A full-service fire department, your San Luis Obispo City Fire Department protects the lives and property of its residents and v isitors from
the adverse effects of fires, medical emergencies and other dangers caused by man or nature through preventfon actfvitfes and emergency
response.
We fulfill our mission with commitment, courage, compassion, and a focus on creatfve solutfons.
The Fire Department is an all-hazards, advanced life support (ALS) agency. In additfon to responding to fires of all types (resi dentfal,
commercial, industrial, vehicle, wildland and more), the Fire Department provides paramedic -level care from all emergency response
apparatus. Out-of-hospital emergency medical care accounts for the strong majority of our 9-1-1 calls for service. Other services include
responses to hazardous materials emergencies, search and rescue operatfons in our Open Space, and specialty rescue operatfons that defy
imaginatfon. We are the team that responds when our residents don’t know who is going to help them out of a hazardous situatfon.
Our mission evolves to meet the dynamic needs of our community.
The Fire Department embraces a preventfon and educatfon strategy that includes fire and life safety inspectfons, plan review services, fire
investfgatfons, fire safety and preventfon public educatfon, healthy social decision -making educatfon to college students, and community
disaster preparedness educatfon and informatfon. We understand that the best partnerships are forged from credible, healthy
relatfonships, honest dialogue, and an eye on the big picture. We partner with the development community, businesses, and res idents with
the philosophy that the most effectfve means of caring for our community’s health and welfare is to prevent harm through educatfon and
engineering.
We seek opportunitfes to assist our residents and development community in realizing their vision through creatfve and
safe solutfons.
The Fire Department provides services well beyond our City borders. Through a contract with the California State University a t San Luis
Obispo (“Cal Poly”), the Fire Department provides fire, rescue and medical services to the faculty, staff, and student on campus, whose
daytfme populatfon is approximately half of the City’s census populatfon.
The Fire Department maintains automatfc and mutual aid agreements with surrounding departments, California Emergency Manageme nt
Agency and Los Padres Natfonal Forest. Through these agreements, San Luis Obispo City firefighters regularly assist with disa sters
throughout the State, with a net positfve impact on the City’s General Fund through contractual reimbursement.
We are honored to extend the professional, compassionate service we provide to our residents to Cal Poly and to other
communitfes in need throughout the State of California and beyond.
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ORGANIZATIONAL STRUCTURE
San Luis Obispo City Fire Department is a career fire department with 57 fulltfme staff. There are 47 suppression personnel (sworn) and
ten non-sworn personnel, which include six Fire Preventfon Bureau staff, two Fire Apparatus Service staff and two administratfon staff.
Part-tfme staff (interns) and volunteers also assist in Fire Administratfon and the Fire Preventfon Bureau.
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VISION, MISSION, AND VALUES
OUR VISION
Through thoughtiul preventfon and compassionate, skilled response, we create a
safer environment for all who visit, work, and live in our amazing community.
OUR MISSION AND MOTIVATION
Serving your safety needs is
our Mission because we care.
OUR VALUES AND ETHICS
The core values that guide our service to the Community include:
COURAGE, COMMITMENT AND COMPASSION.
The core ethics that guide our service to each other include:
RESPECT, DIGNITY, HONESTY, COMPASSION, AND TRUST.
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5
What we do...
Why we
serve...
How we do it...
We protect the lives and property of
our residents and visitors from the
adverse effects of fires, medical
emergencies, and dangers caused by
humans and nature.
We focus on solutfons, and we serve
you with courage, commitment, and
compassion.
Serving our community is our
mission because we care.
San Luis Obispo City
Fire Department’s
Target of Service
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THE PLANNING PROCESS
The evolution of this Strategic Plan has been slow, deliberate, and mindful of competing priorities. The initial phase
of this plan started with input from our staff. All personnel were invited to a facilitated full-day work session. Our
professional facilitator led staff through exercises and dialogue designed to focus our energies and resources on
priorities that would maximize our service to the community and each other. As summarized below, the final
product of this effort includes an environmental and operational scan, a SWOT analysis, and the major strategies
and objectives that inform our five strategic directions.
EXTERNAL CHALLENGES
Growth of City stretching all City resources
Demand for services of Emergency
Response and Fire Prevention staff
continues to increase
Overcoming pockets of poor public
perception and/or lack of
understanding of our operations
Changes in CalPERS negatively
impacting the City and Department’s
budget
Environmental and Operatfonal Consideratfons
INTERNAL CHALLENGES
Perceptions, assumptions, and unequal accountability
Poor state of internal trust, relationships and “old baggage,”
Communication and feedback is not always direct or timely
Continuing to add programs and services because it’s the right
thing to do, but not always a sustainable thing to do.
Lack of focused professional resources communicating "our
story" via media and Internet
Lack of positive messaging by all members of the
Department
An “everything is a priority” mindset stretches us thin
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THE PLANNING PROCESS
EXTERNAL OPPORTUNITIES
Make the most out of all current and
potential public interaction opportunities
(e.g. Farmers Market, Cal Poly WOW, fire
station tours, etc.)
Increase involvement with media
Explore funding options via grants
Use our small-town community
connections to our advantage by
leveraging relationships to share the
story of our mission
Environmental and Operatfonal Consideratfons
Explore additional opportunities to generate and/or
enhance revenue by leveraging existing skills,
resources, and personnel or adding new skills,
resources or personnel
Less confusion and greater consistency would result from
updating and/or expanding written guidelines and policies
Implement more robust risk management, health, and
fitness programs to decrease injuries and thus enhance
morale
Retool/prioritize our training program to align with
future goals
INTERNAL OPPORTUNITIES
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COMMUNITY ENGAGEMENT
Once our staff created a working draft of our vision in service to the community and each other, we sought community engageme nt to fully inform our
plan by incorporatfng the perspectfves and ideas of our customers. We used social media and a traditfonal townhall -style meetfng to connect with our
community.
For six weeks, the Fire Department posted our draft
Strategic Plan at the website www.slocity.org/
opencityhall. The Fire Department produced a media
release to encourage engagement. Additfonally, the
Open City Hall website was linked to the
department’s Twitter account, which has over 3,200
followers. At the website, a brief video explained the
purpose of the outreach, and a link to the draft plan
was included. Based on website analytfcs, the Fire
Department was pleased to receive the equivalent of
1.6 hours of public comment, including 142 site
visitors and 32 responses. The Fire Department also
hosted a townhall-style meetfng at Fire Statfon 1 to
provide residents another opportunity to share their
perspectfves on the future of their fire department.
Approximately 14 members of the public attended
this meetfng.
The feedback from our community helped inform the components of our plan and helped identffy prioritfes and the method and me ans for
accomplishing those prioritfes. For example, staff identffied a need to overhaul the logistfcs of Community Emergency Respons e Training (CERT) based
on low interest in past years. Through community engagement, we learned that 81% of respondents prefer public meetfngs for sa fety educatfon and
training, while only 43% expressed interest in online video-based training. That feedback informs how we will structure our objectfve to “establish
strong community educatfon strategies for increased public safety ” (Objectfve 1.2).
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STRATEGIC PLAN TERMS
Perhaps the best way to understand our strategic terms is understand how these components emerged. During the
facilitated strategic planning session, three broad questions were examined:
1. If the Fire Department maximized its efforts over the next five years, what are we capable of accomplishing?
2. Given this vision of future success, what obstacles may be in our way?
3. Understanding the obstacles on our path, what specific action steps will lead us to our five -year vision of
effective internal and external service?
The answers to that last question, the specific action steps, ultimately form the “Strategies.” There are 46
Strategies in this plan. The next two terms emerge from that list of Strategies. Strategies based on similar themes
are grouped together as a strategic “Objective.” There are 13 Objectives. Finally, a strategic “Direction” is a major
overarching themes of this plan. There are five Directions. Some planning documents may refer to Directions as
Goals, but we chose to stick with the term Direction due to the longevity of our movement toward each of these
Directions. Indeed, future revisions of this plan will likely have the greatest amount of change related to Strategies,
while our Directions, and even Objectives, may continue to be relevant for many planning cycles to come.
Finally, this plan outlines organizational priorities for the next five years. The last section of this plan, the 2018 -2019
Operational Plan, identified the Strategies intended to be prioritized for initiation in the first year of
this five-year plan. At the end of each Operation Plan period, the department will report on
accomplishments from the prior year and create a new one -year Operational Plan for
the coming year. Future one-year Operational Plans will be informed by the
five-year Strategic Plan, as well as changes in our environment.
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CONNECTING WITH OUR COMMUNITY
STRATEGIC DIRECTION #1
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1.1. OBJECTIVE: Enhance Community Involvement and Communicatfons
1.1.1. Enhance opportunitfes for the community to provide feedback to the Department (initfate 2018-2019)
1.1.2. Explore optfons to implement a formalized Public Informatfon Officer functfon for proactfve media relatfons (initfate 2019-2020)
1.1.3. Work with the Public Informatfon Officer or communicatfons specialists to develop “our service story,” a consistent and credible
message about our purpose, mission, values and performance measures/outcomes (initfate 2018 -2019)
1.1.4. Increase utflizatfon of website to communicate “our service story” (initfate 2018-2019)
1.1.5. Ensure all department members are capable of telling “our service story” (initfate 2019-2020)
1.2. OBJECTIVE: Establish Strong Community Educatfon Strategies for Increased Public Safety
1.2.1. Re-vision disaster preparedness programs (formerly Community Emergency Response training or “CERT”) to meet current community
needs for increased citfzen and business preparedness and self -sufficiency during a disaster (initfate 2018-2019)
1.2.2. Develop multfmedia educatfon and communicatfons plan based on assessment of local emergency response actfvity and environmental
issues (initfate 2018-2019)
1.2.3. Implement citfzen fire academy with a goal of increasing public knowledge and understanding of fire department service s (initfate 2019-
2020)
1.2.4. Implement a fire academy for local media with a goal of creatfng a foundatfonal understanding of fire department servi ces and
operatfonal prioritfes (initfate 2021-2022)
1.2.5. Explore expansion of lay person medical training program such as public CPR and first aid (initfate 2018-2019)
1.2.6. Expand fire crew / City facilitfes educatfon program to increase meaningful cross-department relatfons and enhance City employee
emergency and disaster planning preparedness (initfate 2018-2019)
1.3. OBJECTIVE: Establish Meaningful Fire Preventfon Educatfon and Programs
1.3.1. Partner with Downtown Associatfon and vendors to enhance safety and preparedness at Farmers ’ Market (initfate 2018-2019)
1.3.2. Partner with property owners, renters, and allied City Departments to enhance fire safety in the home and workplace (i nitfate 2018-2019)
1.3.3. Partner with business owners to increase awareness and business-initfated actfons to support safe practfces in businesses, including but
not limited to occupancy loading adherence, safe practfces, and maintenance (initfate 2018-2019)
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CONTINUOUSLY EVALUATING PROGRAMS AND SERVICE DELIVERY
STRATEGIC DIRECTION #2
2.1.1. Partner with City Administratfon, Community Development, Parks & Recreatfon, Public Works, regional stakeholders and p roperty owners to
develop open space and defensible space inspectfon and mitfgatfon program (initfate 2018-2019)
2.1.2. Partner with Community Development, Public Works, and Utflitfes to maximize efficiencies and customer satfsfactfon in development related
actfvitfes such as plan check and building inspectfons (initfate 2019-2020)
2.1.3. Maximize use of grant funding and other partnerships to reduce the local cost of fuel reductfon efforts (initfate 2018 -2019)
2.1.4. Contfnue to enhance community safety by evaluatfng the fire preventfon efficacy of current codes and ordinances, and b ringing forward
optfons for further enhancement to the community and City Council, as appropriate (initfate 2020 -2021)
2.1.5. Partner with all City departments and the County of San Luis Obispo to create a regional Local Hazard Mitfgatfon Plan (LHMP)
(initfate in 2018-2019)
2.1. OBJECTIVE: Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability
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2.2. OBJECTIVE: Maximize efficiencies through technology and reengineering
2.2.1. Implement electronic records system for all emergency response, plan review, and fire constructfon and fire life -safety inspectfon actfvitfes
(for Fire Preventfon and Emergency Response inspectfon programs) (initfate 2018-2019)
2.2.2. Implement online fire preventfon self-inspectfon program for low-risk occupancies (initfate 2018-2019)
2.2.3. Develop peer-review program to ensure completeness of emergency response reports and partner with City Attorney’s Office to develop
documentatfon best practfces guidelines and training (initfate 2018-2019)
2.2.4. Contfnue to propose updates to local codes that will enhance community safety (initfate 2020 -2021)
2.3. OBJECTIVE: Enhance and engage staff professional development
2.3.1. Explore opportunitfes to increase quality training programs to staff (initfate 2018-2019)
2.3.2. Implement strategies and technologies to provide training to emergency response crews without negatfve impacts to resp onse tfmes
(2019-2020)
2.3.3. Explore optfons for offering increased fire service training for dispatch personnel (2020-2021)
2.4. OBJECTIVE: Assess and implement internal process improvement
2.3.1. Develop and maintain clear, current written standards with healthy, productfve partnership between Labor and Departmen t leadership
(initfate 2018-2019)
2.3.2. Explore optfons with medical directfon to implement community-based medicine or other pilot programs that maximize effectfve medical
service delivery (initfate 2020-2021)
2.3.3. Revise after-actfon incident assessment and implementatfon of lessons learned (initfate 2018-2019)
2.3.4. Assess expanded use of all apparatus, including Medic-Rescue 1 (initfate 2019-2020)
2.3.5. Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess emergency response mode efficac y to more
critfcally assess when the use of lights and sirens are necessary based on incident type (initfate 2018 -2019)
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ANALYZING RELEVANT DATA TO INFORM DECISION MAKING
STRATEGIC DIRECTION #3
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3.1. OBJECTIVE: Analyze emergency response and fire preventfon services data trends
3.1.1. Assess workload impacts on emergency response crews given steady increase in emergency response call volume (initfate 2018-2019)
3.1.2. Create a system for prioritfzing competfng workday expectatfons for emergency response crews (initfate 2019 -2020)
3.2.1. Develop inventory and budget forecast plan for all durable equipment (initfate 2018-2019)
3.2.2. Evaluate light and heavy duty fleet to maximize use (initfate 2018-2019)
3.2. OBJECTIVE: Establish and/or confirm apparatus and equipment replacement plan
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4. STRATEGIC DIRECTION
IMPROVING ORGANIZATIONAL CULTURE,
SUSTAINABILITY, AND HEALTH
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4.1. OBJECTIVE: Establish an open, respectiul, inclusive and healthy work environment throughout the entfre department
4.1.1. Establish a trust-based relatfonship between Labor and Department leadership with enhanced consistency and formality of m eetfngs with
candid, forthright, regular dialogue and collaboratfon (initfate 2018-2019)
4.1.2 Partner with Human Resources and prioritfze training funds to implement programs designed to improve organizatfonal cul ture
(initfate 2018-2019)
4.1.3. Partner with Human Resources to maximize the recruitment and retentfon of employees who embrace our service -focused mission and
aspiratfonal healthy workplace culture (initfate 2018-2019)
4.1.4. Instftutfonalize department-wide expectatfons for shared accountability and honesty embraced by all employees and thoughtiully enforced
by all supervisors (initfate 2018-2019)
4.1.5. Establish a system to reward retentfon and employees and/or work teams who make significant contributfons (initfate 20 18-2019)
4.1.6. Establish an annual employee recognitfon program to capture acts of heroism, significant contributfons, promotfons, an d other employee
milestones to be celebrated (initfate 2018-2019)
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SUPPORTING FISCAL SUSTAINABILITY IN
DEPARTMENT OPERATIONS
5. STRATEGIC DIRECTION
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19
5.2.1. Analyze and propose staffing and resource levels to meet plan review and constructfon inspectfon service delivery goal s, or amend
goals to align with staffing levels (initfate 2018-2019)
5.2.2. Explore cooperatfve agreements to maximize training fund effectfveness (initfate 2018-2019)
5.3.1. Support certfficatfon training that facilitates revenue generatfng mutual aid deployments (initfate 2018 -2019)
5.3.2. Expand fee-for-service medical standby for local events that have the potentfal to significantly impact normal daily staffing
(initfate 2018-2019)
5.3.3. Explore optfons to bring to Council regarding fee for services related to non-emergency assistance provided to care facilitfes (initfate
2018-2019)
5.3. OBJECTIVE: Maximize Revenue Generatfon
5.1. OBJECTIVE: Reduce Internal Costs
5.1.1. Implement robust risk management, health, and fitness programs designed to reduce preventable employee injuries and im prove
morale (initfate 2018-2019)
5.1.2. Assess hiring practfces based on current CALPERS data, to include assessment of entry-level firefighter recruitment, hiring, and training
(initfate 2018-2019)
5.2. OBJECTIVE: Evaluate New Ways of Doing Business
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SLO CITY FIRE
OPERATIONAL PLAN 2018-2019
20
The Strategic Plan forms the framework for the development of the department’s one-year
Operatfonal Plan. Staff collaborated to identffy specific strategies in the Plan that would be
initfated – but not necessarily completed – in the first year, 2018-2019. Approximately 75%
of the identffied strategies will be initfated in the first year of this five-year plan. The
worksheets that follow capture those Strategies intended to be initfated in 2018-2019.
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2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Directfon 1 Connectfng with our Community
Strategic Objectfve 1.1
Enhance Community Involvement and Communicatfons
Strategy 1.1.1 Enhance opportunitfes for the community to provide feedback to the Department Olson
Strategy 1.1.3 Work with communicatfons specialists to develop “our service story,” a consistent and
credible message about our purpose, mission, values and performance measures/outcomes
Olson
Strategy 1.1.4 Increase utflizatfon of website to communicate “our service story” McGee
Strategic Objectfve 1.2 Establish Strong Community Educatfon Strategies for Increased Public Safety
Strategy 1.2.1 Re-vision disaster preparedness programs (formerly Community Emergency Response
Training or “CERT”) to meet current community needs for increased citfzen and business
self-sufficiency during a disaster
Aggson
Strategy 1.2.2 Develop multfmedia educatfon and communicatfons plan based on assessment of local
emergency response actfvity and environmental issues
Aggson
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 facilitfes educatfon program to increase meaningful cross-department
relatfons and enhance City employee emergency and disaster planning preparedness
Hais
2018-2019 OPERATIONAL PLAN WORKSHEETS
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2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Directfon 1
(contfnued) Connectfng with our Community
Strategic Objectfve 1.3 Establish Meaningful Fire Preventfon Educatfon and Programs
Strategy 1.3.1 Partner with Downtown Associatfon and vendors to enhance safety and preparedness at
Farmers’ Market
Maggio
Strategy 1.3.2 Partner with property owners, renters, and allied City Departments to enhance fire safety in
the home and workplace
Maggio
Strategy 1.3.3 Partner with business owners to increase awareness and actfons to support safe practfces in
businesses, including but not limited to occupancy loading adherence, safe practfces, and
maintenance
Maggio
Strategic Directfon 2 Contfnuously Evaluatfng Programs and Service Delivery
Strategic Objectfve 2.1 Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability
Strategy 2.1.1 Partner with City Administratfon, Community Development, Parks & Recreatfon, Public
Works, regional stakeholders and property owners to develop open space and defensible
space inspectfon and mitfgatfon program
Maggio
Strategy 2.1.3 Maximize use of grant funding and other partnerships to reduce the local cost of fuel
reductfon efforts
Blatter
Strategy 2.1.5 Partner with all City departments and the County of San Luis Obispo to create a regional
Local Hazard Mitfgatfon Plan (LHMP)
Blattler
2018-2019 OPERATIONAL PLAN WORKSHEETS
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2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Directfon 2
(contfnued) Contfnuously Evaluatfng Programs and Service Delivery
Strategic Objectfve 2.2 Maximize efficiencies through technology and reengineering
Strategy 2.2.1 Implement electronic records system for all emergency response, plan review, and fire
constructfon and fire life-safety inspectfon actfvitfes (for Fire Preventfon and Emergency
Response inspectfon programs)
Maggio
Strategy 2.2.2 Implement online fire preventfon self-inspectfon program for low-risk occupancies Maggio
Strategy 2.2.3 Develop peer-review program to ensure completeness of emergency response reports and
partner with City Attorney’s Office to develop documentatfon best practfces guidelines and
training
Aggson
Strategic Objectfve 2.3 Enhance and engage staff professional development
Strategy 2.3.1 Explore opportunitfes to increase quality training programs to staff Aggson
Strategic Objectfve 2.4 Assess and implement internal process improvement
Strategy 2.4.1 Develop and maintain clear, current written standards with healthy, productfve partnership
between Labor and Department leadership
Olson
Strategy 2.4.3 Revise after-actfon incident assessment and implementatfon of lessons learned Hais
Strategy 2.4.5 Partner with County Emergency Medical Services Agency and San Luis Ambulance to assess
emergency response mode efficacy to more critfcally assess when the use of lights and sirens
are necessary based on incident type
Olson
2018-2019 OPERATIONAL PLAN WORKSHEETS
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2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Directfon 3 Analyzing Relevant Data to Inform Decision Making
Strategic Objectfve 3.1 Analyze emergency response and fire preventfon services data trends
Strategy 3.1.1 Assess workload impacts on emergency response crews given steady increase in emergency
response call volume
Aggson
Strategic Objectfve 3.2 Establish and/or confirm apparatus and equipment replacement plan
Strategy 3.2.1 Partner with business owners to increase awareness and actfons to support safe practfces in
businesses, including but not limited to occupancy loading adherence, safe practfces, and
maintenance
Maggio
Strategy 3.2.2 Evaluate light duty fleet to maximize use Vargas
Strategic Directfon 4 Improving Organizatfonal Culture, Sustainability, and Health
Strategic Objectfve 4.1 Establish an open, respectiul, inclusive and healthy work environment throughout the entfre department
Strategy 4.1.1 Establish a trust-based relatfonship between Labor and Department leadership with
enhanced consistency and formality of meetfngs with candid, forthright, regular dialogue
and collaboratfon
Olson & Gutferrez
Strategy 4.1.2 Partner with Human Resources and prioritfze training funds to implement programs
designed to improve organizatfonal culture
Aggson
Strategy 4.1.3 Partner with Human Resources to maximize the recruitment and retentfon of employees
who embrace our service focused mission and aspiratfonal healthy workplace culture
Aggson
Strategy 4.1.4 Instftutfonalize department-wide expectatfons for shared accountability and honesty
embraced by all employees and thoughtiully enforced by all supervisors
Olson
Strategy 4.1.5 Establish a system to reward retentfon and employees and/or work teams who make
significant contributfons
Blattler
Strategy 4.1.6 Establish an annual employee recognitfon program to capture acts of heroism, significant
contributfons, promotfons, and other employee milestones to be celebrated
Aggson
2018-2019 OPERATIONAL PLAN WORKSHEETS
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2018-2019 OPERATIONAL PLAN Strategy Leader
Strategic Directfon 5 Supportfng Fiscal Sustainability in Department Operatfons
Strategic Objectfve 5.1 Reduce Internal Costs
Strategy 5.1.1 Implement robust risk management, health, and fitness programs designed to reduce
preventable employee injuries and improve morale
Aggson
Strategy 5.1.2 Assess hiring practfces based on current CALPERS data, to include assessment of entry-level
firefighter recruitment, hiring, and training
Olson
Strategic Objectfve 5.2 Evaluate New Ways of Doing Business
Strategy 5.2.1 Analyze and propose staffing and resource levels to meet plan review and constructfon
inspectfon service delivery goals, or amend goals to align with staffing levels
Maggio
Strategy 5.2.2 Explore cooperatfve agreements to maximize training fund effectfveness Aggson
Strategic Objectfve 5.3 Maximize Revenue Generatfon
Strategy 5.3.1 Support certfficatfon training that facilitates revenue generatfng mutual aid deployments Aggson
Strategy 5.3.2 Expand fee-for-service medical standby for local events that have the potentfal to
significantly impact normal daily staffing
Aggson
Strategy 5.3.3 Explore optfons to bring to Council regarding fee for services related to non -emergency
assistance provided to care facilitfes
Olson
2018-2019 OPERATIONAL PLAN WORKSHEETS
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Sponsorship & Accountability
The Department’s leadership team is committed to the successful implementatfon of the Strategic Plan. The Fire Chief is responsible for the oversight of
the Strategic Plan Objectfves and the “Strategy Leaders” work together as a team to balance resources as the Department moves forward with the Plan.
Strategic Plan Review, Tracking & Measurement
Progress toward the Strategic Plan is reviewed and tracked using an internal collaboratfon tool that is updated by Strategy L eaders on a monthly basis. The
tracking tool contains detailed informatfon about each Strategy Area, and includes key accomplishments, percent complete, cur rent status, tfmelines,
history of extensions and any issues that need to be addressed.
The internal tracking tool is used to produce reports that are reviewed by Department leaders and top staff at least quarterl y during status updates
meetfngs. These meetfngs provide a forum for recognizing accomplishments and open discussion if a Sponsor or Strategy Leader indicates they need
resolutfon of issues or resource assistance to keep the Strategy “on-schedule”.
Annual Review & Update of the 5-Year Plan
The Strategic Plan is reviewed and updated on an annual basis. The Department ’s overall Objectfves and Strategies are assessed and reprioritfzed if
necessary, based on operatfng expenses, service indicators, industry statfstfcs, or special initfatfves.
A revised One Year Operatfonal Plan is created each year based upon the outcome of the Department ’s annual review. This process ensures reliability of
the Strategic Plan as a tool that can be used for annual operatfng budget development, Capital Improvement Project (CIP) deve lopment, and equipment
and personnel planning.
A complete review of the 5-Year Strategic Plan will occur at three year intervals.
Annual Performance Report
An Annual Performance Report is prepared each year and is published to the Department ’s website. The report provides informatfon on the progress and
status of each Strategy initfated and/or contfnued each fiscal year.
ACKNOWLEDGEMENTS
IMPLEMENTATION & EVALUATION
This plan would not be possible if not for the contributfons of our professional staff and actfve community members as well a s the support of all City
departments and our elected leaders. It is truly an honor to serve our community.
26
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Serving your safety needs is our Mission
because we care.
Page 801 of 802
321
Consultfng
Sales
Staffing
Support
San Luis Obispo City Fire Department
2160 Santa Barbara Avenue
San Luis Obispo, CA 93401
805.781.7380
www.slocity.org/fire
Twitter: @SLO_City_Fire
Page 802 of 802
Fire Chief (1)
Battalion Chief
(1)
Captains (3)
Building Official
Development Review
Inspections
Weed Abatement
Emergency Management
Open Space Rescue
Mobile Crisis Unit
Call Volume
13%
STRATEGIC PLAN
Connecting with
Community
Continuous program
evaluation
Data Driven Decisions Improve Organizational
and Fiscal Sustainability
CULTURE
STRATEGIC PLAN
Connecting with
Community
Continuous program
evaluation
Data Driven Decisions Improve Organizational
and Fiscal Sustainability
CULTURE
STRATEGIC PLAN
Technology
•Innovation
•Data Driven
Decisions
Continuous
Improvement
•Response Time
Improvement
•EMS survivability
•MCU Expansion
Succession
Planning
•Professional
Development
•Leadership
Development
Emergency
Management/
Prevention
•Disaster
Preparedness
•EOC Development
•Vegetation/ Fuels
Management
VIDEO