HomeMy WebLinkAboutItem 7a. Fire Department Strategic Plan 2024-2029 Item 7a
Department: Fire
Cost Center: 8501
For Agenda of: 9/17/2024
Placement: Business
Estimated Time: 45 minutes
FROM: Todd Tuggle, Fire Chief
Prepared By: Nicole Vert, Business Analyst
SUBJECT: FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
RECOMMENDATION
Receive and file the Fire Department’s 2024-2029 Strategic Plan.
POLICY CONTEXT
The Fire Department’s 2024-2029 Strategic Plan (Attachment A) aligns with the
department's mission to enhance and protect the lives, property and environment of the
community and its visitors. The previous strategic plan for years 2018-2023 recommends
updating and creating a new plan for subsequent years.
DISCUSSION
Background
In 2018 the Fire Department developed a five-year strategic plan guiding the department
through 2023. The dynamic plan established priorities, guided decision making, and
identified future work efforts surrounding the department’s mission. The Strategic Plan
2024-2029 is the successive strategy for the department to continue growth and
development beyond day-to-day functions.
The updated plan was created using input from both internal and external stakeholders.
Internal stakeholders included all members of the Fire Department, which includes
suppression personnel, emergency management, fire prevention, vehicle technicians,
chief officers and administration. External stakeholders include all city department heads,
deputies, city management and elected officials plus the public at large. Both groups were
given opportunities to provide input to identify their expectations and desires of the Fire
Department. Internally the plan focuses on enhancing employee development programs,
streamlining operational processes, and fostering a culture of collaboration and
continuous improvement. Externally, community expectations and priorities are
established and aligned with Major City Goals as well as any concerns with the
department. Overall respondents were satisfied with the service the Fire Department
provides and current levels are sufficient. Priorities expressed include maintaining current
levels, provide more community outreach and education, increase wildfire preparedness,
expand outreach to the unhoused com munity, and increase positive interactions and
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Item 7a
visibility in the community. Concerns expressed were if services were improved or
enhanced, community members do not want to pay more for the increases and new
growth should pay for the necessary increases in services to not impact current service
levels.
Strategic Initiatives
Following collaboration with all groups six initiatives were developed to provide direction
for the department. These six strategic initiatives constitute the overarching themes of the
objectives for the department and provide the foundation for the development of goals
and objectives within each initiative and are listed below. The definition and relationship
between the strategic directives and goals and objectives are defined in the pl an.
Established workgroups within the department will meet and manage progress towards
accomplishing these goals and objectives and continuously report back updates to
progress to department leadership and adjustments needed based on the City and
Community environment.
1. Community Focused Service – Maintain or improve exceptional Community
Focused Public service delivery.
a. Improve effective deployment of response time
b. Improve the delivery of EMS in the City of SLO
c. Evaluate and improve MCU deployment and training
d. Evaluate the CIP for Department infrastructure, apparatus, equipment, and
appropriate funding for expected needs.
2. Professional Development and Training – Enhance professional development,
organizational diversity and organizational safety through training and education.
a. Enhance Department training, succession planning, and professional
development.
b. Implement a professional career development program.
c. Supervisor Leadership Training and Mentorship
d. Recruit, develop, and retain a professional and diverse workforce.
e. Improve training facility.
3. Health and Wellness- Enhance a healthy, safe and productive work environment.
a. Enhance opportunities to improve overall health, wellness, and functional
fitness
b. Maintain and enhance the mental health and wellness PEER support
program
4. Emergency Preparedness- Maintain and improve Emergency Management and
Preparedness for all person made and natural large-scale disasters to meet
current and future needs.
a. Maintain and improve all disaster preparedness program plans
b. Provide initial and ongoing employee training and enhancement of skills
c. Provide whole community disaster preparedness training
d. Support the development of a City EOC at the Public Safety Center and
complete comprehensive functional upgrades.
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5. Community Risk Reduction – Maintain or improve Fire Prevention Division Risk
Reduction in San Luis Obispo.
a. Increase target outreach to high-risk populations
b. Target Hazare Pre-plans
c. Maintain and update the department fuel reduction and defensible space
program
d. Reduce illegal fires from the unhoused
e. Adress property insurance issues for residents within the CalFire high
severity map areas
f. Implement shift from Fire Prevention Bureau to Community Risk Reduction
Unit
6. Technology and Data- Maintain and improve Fire Department Technology and
Information Systems that meet the current and future needs of the department.
a. Identify and evaluate current technology resources to inform decisions on
future improvements.
Previous Council or Advisory Body Action
On August 21, 2018, the City Council received and filed the Fire Department's 2018-2023
Strategic Plan.
Public Engagement
This item is a business item for the September 17, 2024, 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. During the development of the
plan the public was invited to participate through Open City Hall website.
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” unde r CEQA Guidelines
Sec. 15378
FISCAL IMPACT
Budgeted: Yes Budget Year: 2024-25
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0 $0
State
Federal
Fees
Other:
Total $0 $0 $0 $0
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Item 7a
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. There are no financial
impacts directly related to receiving the department’s Strategic Plan update.
Implementation of strategies identified in the plan may have an associated financial
impact, which will be identified in the course of planning for implementation.
ALTERNATIVES
1. The City Council could choose to not receive and file the report. This is not
recommended as the Strategic Plan provides future guidance for the department in
multiple areas over the upcoming years.
2. The City Council could choose to direct changes to the Strategic Plan. This is
not recommended as changes could cause delays in accomplishing goals and derail
timelines that are based on extensive work with stakeholders.
ATTACHMENTS
A – San Luis Obispo City Fire Department Strategic Plan 2024-2029
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San Luis Obispo City Fire
Department 2024-2029
Strategic Plan
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CITY OFFICALS
Erica A. Stewart, Mayor
Jan Marx, Vice Mayor
Andy Pease, Council Member
Michelle Shoresman, Council Member
Emily Francis, Council Member
Whitney McDonald, City Manager
Greg Herman, Deputy City Manager
COMMAND STAFF
Todd Tuggle, Fire Chief
Sammy Fox, Deputy Fire Chief
Ray Hais, Battalion Chief
Shayne Skove, Battalion Chief
John MacDonald, Battalion Chief
PREPARED BY
Todd Tuggle, Fire Chief
Mika Timpano, Administrative Specialist
Nicole Vert, Business Analyst
James Blattler, Emergency Manager
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TABLE OF CONTENTS
Message from the Chief…………………………………………………………………………. 4
Jurisdiction and Organizational Background...................................................................... 5
Introduction......................................................................................................................... 6
Strategic Planning Process................................................................................................. 7
Summary of Findings from External Stakeholders................................................... 8
Summary of Findings from Internal Stakeholders.................................................... 9
Mission, Vision, and Values................................................................................................ 10
Fire Department Organizational Chart................................................................................ 11
Fire Department Statistics................................................................................................. 12
Strategic Initiatives.............................................................................................................. 13
Community Focused Service………………..............................................................13
Professional Development and Training…………....................................................16
Health & Wellness……………………………............................................................19
Emergency Preparedness………………...................................................................21
Community Risk Reduction….………………............................................................23
Technology & Data…………...………………............................................................25
Team Implementation......................................................................................................... 27
Success of the Strategic Plan............................................................................................. 29
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MESSAGE FROM THE FIRE CHIEF
San Luis Obispo City Fire is pleased to present the next
iteration of the Fire Department Strategic Plan. The 2018-
2023 plan yielded many improvements that have brought
us to the 2024-2029 version.
The 2024-2029 Strategic Plan was developed with an
engaged group of external and internal stakeholders who
cast a vision of the future for our department. The SLO
Fire Department Strategic Plan contains six initiatives
focused on improving SLOFD's ability to reduce risk while
delivering exceptional customer service. The stakeholders
took a holistic view of the department and the community
to come up with the key work efforts which will continue to
refine our direction and efforts towards the specific needs
of San Luis Obispo. Needs such as wildfire threat, mental
health crises, homelessness and a growing population
among other impacts drove the initiatives in this plan.
As we look forward to the next few years of growth and development in the Department,
SLOFD remains committed to providing exceptional service amidst the continuously evolving
nature of public safety. Thank you for your commitment to SLOFD and our work in this
community.
Command staff from left to right:
Battalion Chief Skove, Battalion
Chief Hais, Deputy Chief Fox,
Battalion Chief MacDonald,
Fire Chief Tuggle
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JURISDICTION AND ORGANIZATIONAL BACKGROUND
San Luis Obispo was founded by the Spanish in 1772, when Saint Junípero Serra
established Mission San Luis Obispo de Tolosa. Located on the Central Coast of California,
San Luis Obispo is the largest city and seat of San Luis Obispo County. The population is
estimated 48,341 per the 2022 census. The city has a total area of 13.25 square and is
home to California Polytechnic State University, San Luis Obispo. San Luis Obispo is a
seismically active area; there are several nearby faults including the San Andreas Fault. The
City of San Luis Obispo is surrounded by more than 4,000 acres of protected open space and
is a popular tourist destination that attracts visitors from across the globe. The Nine
Sisters are a string of hills that partially run through San Luis Obispo. They
are geologically noteworthy for being volcanic plugs. Six of the nine peaks are open to the
public for recreation.
San Luis Obispo is incorporated as a charter city. The city charter provides for a "Council-
Mayor-City Manager" form of municipal government. The City Council has five members,
a mayor who is elected to two-year terms, with each mayor limited to serving no more than
four consecutive terms, and four city council members who are elected to four-year terms,
with each council member limited to serving no more than two consecutive terms .
The Fire Department of San Luis Obispo was first organized in 1872 and has 4 9 full-
time Firefighters operating out of four fire stations and 14 Fire Prevention and Support
personnel. The Department provides “All-Risk” service to the community through five (5)
Divisions: Administration, Emergency Management, Fire Prevention, Training and
Suppression.
Fire Station #1 houses Administration, Fire Prevention, Emergency Management, Training,
and vehicle maintenance and repair. Fire Station #1 operates a 4-person advanced life
support (ALS) truck company, Battalion Chief, and 2-person Mobile Crisis Unit. Fire Station
#2 operates a 3-person ALS Quint that cross staffs the Department’s off-road UTV. Fire
Station #3 operates a 3-person ALS engine company and houses the state-owned OES
engine. Fire Station #4 operates a 3-person ALS engine company that cross staffs Type 3
4x4 wildland engine.
Each apparatus has at least one paramedic on duty each day and the Mobile Crisis Unit is
staffed with two personnel, one of which is a mental health professional Monday-Friday. The
department responds to over 7,000 calls each year, including Automatic and Mutual Aid
assistance to adjacent agencies and statewide response. The San Luis Obispo City Fire
Department also maintains a bike medic and UTV program which is used for open space
rescues and downtown special events throughout the city.
The San Luis Obispo City Fire Department also participate s in a variety of county teams and
associations to better collaborate and improve service to the community. Nine members of
the Department are part of the San Luis Obispo County Urban Search and Rescue Team,
and six members of the Department are part of the San Luis Obispo Regional Hazardous
Materials Response Team. The Department also participates as part of the San Luis Obispo
Fire Investigation Strike Team (SLOFIST), a joint agency Fire Investigation team, the San
Luis County Training Officers Association, and San Luis County Fire Prevention Association.
Several members participate on the Type 3 SLO County XSL Incident Management Team,
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which serves all county jurisdictions during major extended emergency operations such as
fires, floods, earthquakes, pandemics, and civil unrest. The Department has automatic and
mutual aid agreements with surrounding departments, the California Office of Emergency
Services, and the Los Padres National Forest.
In addition to providing exceptional and compassionate emergency response, the
Department embraces inclusive fire prevention and education strategies that include fire and
life safety inspections, plan review services, fire/arson investigation, fire safety and public
safety education, and disaster preparedness classes.
INTRODUCTION
Over the last 150 years, the San Luis Obispo Fire Department has grown and evolved to
professionally achieve and meet the needs of the communities’ unique challenges. The San
Luis Obispo City Fire Department provides modern fire suppression, emergency medical
services, fire prevention, technical rescue, hazardous materials mitigation, domestic
preparedness planning and response, fire investigation and public fire safety education
service to the community.
The San Luis Obispo Fire Department prides itself on being progressive in terms of providing
state-of-the-art emergency services at an efficient cost. One of the Department objectives is
to update and maintain an inclusive and thorough Strategic Plan for current work programs
and long-term planning. This is the first update to the Department Strategic Plan which was
originally initiated by Fire Chief Garret Olson in 2018.
The process includes review of the department mission, responsibilities, and stakeholder
expectations including a comprehensive evaluation of set performance standards, best
practices, and alignment with major city goals. This plan is intended to guide the organization
towards improved performance and increased service delivery to the community of San Luis
Obispo and its visitors. The Plan includes input from a representative group composed of
members of the Department (internal stakeholders), other City Departments, elected officials,
and the community at large (external stakeholders).
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The San Luis Obispo City Fire Department’s Strategic Plan sets forth a comprehensive vision
and mission statement that provides the agency with a clear understanding of its purpose.
Additionally, this strategic plan identifies the core values that allow the agency’s members,
individually and collectively, to carry out the day-to-day functions in support of the mission.
STRATEGIC PLANNING PROCESS
What is a Strategic Plan? It is a living management tool that provides short-term direction,
builds a shared vision, sets goals and objectives, and optimizes use of resources.
The evolution of this Strategic Plan has been thoughtful, deliberate, and measured. To
ensure that the community’s needs and priorities were considered, a community focused
Strategic Planning Process was used to develop the SLOFD Strategic Plan. For many
successful organizations, the voice of the community drives their operations and charts the
course for their future. A community focused organization is defined as “one that maintains a
focus on the needs and expectations, both spoken and unspoken, of customers, both present
and future, in the creation and/or improvement of the product or service provided.”
Strategic Planning is a continuous and systematic process where the guiding members of an
organization make decisions about its future, develop the necessary procedures and
operations to achieve that future, and determine how success is to be measured. Planning is
a continuous process, one with no clear beginning and no clear end. While plans can be
developed on a regular basis, it is the process of planning that is important, not the
publication of the plan itself. Most importantly, strategic planning can be an opportunity to
unify the city, leadership, members, and stakeholders through a common understanding of
where the department is going, how everyone involved can work toward that common
purpose, and how progress will measure success.
STRATEGIC PLANNING PROCESS OUTLINE
1. Define services provided to the community and establish the community's service
priorities in alignment with Major City Goals.
2. Establish the community’s expectations of the department, aspects that the community
views positively, as well as any concerns they may have about the department.
3. Identify both external and internal environmental and operational challenges.
4. Align with the department’s mission statement, values, and vision.
5. Identify areas of strengths, weaknesses, opportunity for and potential threats to the
department.
6. Establish realistic goals and objectives, along with critical tasks for each objective .
7. Understand the obstacles of specific action steps to be effective in achieving
completion.
The San Luis Obispo City Fire Department utilized a community focused strategic planning
process to critically examine traditions, values, philosophies, beliefs, and desires. With a
focus on service to the community and providing all personnel the opportunity to participate in
the development of the organization’s long-term goals and initiatives. The members of the
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Department’s external and internal stakeholder groups performed an outstanding job in
committing to this important project and remain committed to the document’s completion.
A strategic plan serves as a management tool that documents the shared mission and vision
into a series of short-term and long-term strategic initiatives, goals, and objectives. The
intent is to drive the organization toward a common vision while optimizing organizational
resources. The San Luis Obispo City Fire Department recognizes that the future of the fire
service will continue to change due to multiple influencing forces, the greatest of which will be
citizen expectations. Although we fully expect to see influences from all facets of the world
around us, it is service to our citizens that will drive most changes. In short, we don’t want to
waste time and energy on goals that lack a good cost/benefit ratio. The process of strategic
planning is as important as the final plan itself. The inclusion of internal stakeholders from all
ranks and a diverse cross section of external stakeholders provided feedback to ensure the
plan had strategic initiatives that reflected the community but were balanced against various
constraints.
Internal stakeholders included all suppression personnel, emergency management, fire
prevention, vehicle technicians, chief officers, and administration. External stakeholders
included all city department heads, deputies, city management and elected officials and the
public at large. The community was encouraged to participate through Open City Hall
website which resulted in 137 respondents. The feedback from our community helped inform
the components of our plan and helped identify priorities and the method and means for
accomplishing those priorities.
The process, internally, took department members through a wide variety of lectures and
discussions on fire department organization, levels of service and meetings to discuss and
review the department Strengths, Weaknesses, Opportunities and Threats (SWOT analysis).
External stakeholder participants were provided a comprehensive series of questions related
to their expectations as customers and service providers.
SUMMARY OF FINDINGS FROM EXTERNAL STAKEHOLDERS
Overall, 80% of respondents were extremely satisfied with the service provided by the San
Luis Obispo City Fire Department with top comments identifying quick response, professional
service, and appreciation for the kind personnel. A significant amount of feedback
recommended maintaining service levels as current performance provided is sufficient.
Additional priorities include:
1. Maintain current core services and service levels (primarily response times)
throughout the existing community. The Department is free to improve/enhance
service levels, but the community does not want to pay for any enhancements.
2. Provide more community outreach and public education on fire prevention, home
safety, disaster preparedness and mental health services.
3. Increase proactive wildfire preparedness through annual weed abatement
inspection/enforcement, fuel management in the open space, creeks, and surrounding
areas to protect infrastructure and open space.
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4. Maintain quick response to emergencies while moving to reduce use of Truck 1.
5. New/future development growth should pay their own way and not adversely impact
the current service levels in existing areas.
6. Expand the Mobile Crisis Unit outreach to address and reduce homelessness,
addiction issues and illegal fires.
7. Continue to advance Disaster Preparedness throughout the City through employee
training, community forums and social media.
8. Continue use of various social media outlets to provide up to date information
including appearances on KVEC and online informational videos.
9. Increase positive firefighter visibility in the community at public events, supporting local
businesses, and providing safety information.
SUMMARY OF FINDINGS FROM INTERNAL STAKEHOLDERS
The Department sought input by all internal members through a series of self -assessment
steps. The Deputy Chief, Fire Marshal, shift Battalion Chiefs, and company officers were
provided pre-meeting information about the Department philosophy of the strategic plan
development, organizational decision-making priorities, and guidance document review. The
group reviewed the department mission statement, 2018-2023 strategic plan, City Council
Major City Goals, current department budget, 2022 Community Development presentation on
proposed development, current ISO rating information and a variety of National, State, and
local standards.
The discussions at each level were transcribed into draft SWOT analysis. A SWOT analysis
is a widely applied tool in strategic decision support which identifies an organization's
strengths, weaknesses, opportunities, and threats. Identifying an organization's traits into
categories allows opportunities for improvement. Strengths can be used to exploit
opportunities and to help prevent threats. Overcoming weaknesses to exploit new
opportunities is the challenge; however, performing a SWOT analysis enables agencies to
self-evaluate and show improvement opportunities to become more safe, healthy, prepared,
and resilient communities.
Teams were asked to be visionary while working within the constraints of what the
department controls to develop actionable organizational priorities for the five-year strategic
plan. Primary items identified include:
1. Continue to emphasize the San Luis Fire Department mission, core values and vision
to meet community needs at all levels of the organization.
2. Maintain a high level of customer service to match community priorities within fiscal
capacity.
3. Pursue third party assessment of department data, insurance service office rating,
community service needs, and proposed community development to define and
maintain effective response time and operational force.
4. Increase personnel training, education, competency, and mentorship at all levels of the
organization in correspondence to the many new entry level and promotional
employees.
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5. Continue with high level of coordination between the City and Department Public
Information Officer to provide continuous emergency and non-emergency information
flow to the community.
6. Advance community preparedness in line with ready-set-go, 72 hour-kit, home fire
safety and public safety academy.
7. Continue to build a safe, healthy, prepared, and more resilient firefighters through
enhanced Occupational Safety, Health, and Wellness Program.
DEPARTMENT MISSION, VALUES AND VISION
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FIRE DEPARTMENT ORGANIZATIONAL CHART
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FIRE DEPARTMENT STATISTICS
2023 Budget
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Calls for Service
STRATEGIC INITIATIVES
The San Luis Obispo Fire Department 2024-2029 Strategic Plan bridges the gap between the
organizational mission and the critical day-to-day tasks it takes to support an organized list of
goals in the form of a strategic planning document. Which outlines organizational priorities
for the next five years. Strategic initiatives are broad statements that set a direction for the
organization. Many require support and/or cooperation from entities or departments outside
of the Fire Department. Under each initiative, there may be included more specific goals and
objectives that support the overarching initiative. Based upon all previously captured
information and the determination of crucial issues and service gaps, the following strategic
initiatives were identified as the foundation for the development of goals and objectives.
Community focused service, professional development and training, health and wellness,
emergency preparedness, community risk reduction, and technology and data.
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GOALS and OBJECTIVES
To continuously accomplish the mission of the San Luis Obispo Fire Department, realistic
goals and objectives with timeline for completion must be established. These will serve to
enhance strengths, address identified weaknesses, provide a clear direction, and address the
concerns of both internal and external stakeholders. These should become the focus of the
department’s efforts, as they will direct the organization to its future while reducing the
obstacles and distractions along the way. Established internal workgroups should meet and
manage progress towards accomplishing these goals and objectives . These groups will
continuously report back monthly with to department leadership updates to progress and
adjustments needed based on the City and Community environment.
Maintain or improve exceptional community focused public service delivery. To meet
the demands of the future, utilize response data to provide accurate, reliable
forecasting and quality business analytics. Use of quality data to make decisions is a
critical element moving the organization forward as we focus on improvement of the
performance of our organization. It is essential that we establish methods to
measure the performance of the services we provide.
Goal 1A Improve effective deployment of resource response time performance
Objective To provide the same level of emergency services throughout all areas
within the City of San Luis Obispo and Cal Poly campus. Currently the
Fire Department is experiencing longer than the adopted response time
standards in several areas of throughout community.
Critical Tasks Utilize Image Trend Continuum to evaluate performance
indicators.
Provide monthly Turnout Time data to Deputy Chief, Shift
Battalion Chiefs and Fire Captains.
Continue to utilize Automatic Vehicle Locator (AVL) to dispatch
the closest available emergency resource.
Work in conjunction with Business Analyst to review Total
Response Time performance on quarterly basis.
Assess need for updated Standards of Cover document to
illustrate opportunities for improvement.
Evaluate and determine tiered response dispatch system to
reduce call processing and dispatch for critical incidents.
Evaluate the utilization of Medic Rescue 1 on a wider scale to
reduce Truck 1’s call volume.
Improve staff notification process and recall procedures by
updating internal notification and recall system.
Utilize data and metrics to identify gaps in response strategies
and explore response time improvements through movement of
Strategic Initiative
1
Community
Focused Service
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resources, alternative deployment model and/or addition of
resources.
Inform department, city administration and community of real-
time unit response time data using public facing website.
Work to maintain or improve the department’s Insurance
Services Office (ISO) rating.
Continue to forecast service impacts related to community
growth, development, and annexations.
Assigned to Department Administration Team
Timeframe 2024/2027
Goal 1B Improve the delivery of Emergency Medical Services (EMS) in the City
of San Luis Obispo
Objective To work in conjunction with SLO County Emergency Medical System
Authority (EMSA), Department Paramedic Coordinators, Paramedic
Field Training Officers, the EMS Battalion Chief, the department’s
Training Division, and our partners from allied agencies to look for ways
to improve emergency patient care delivery throughout the community.
Critical Tasks Maintain and improve Quality Assurance and Quality
Improvement program through review of all ALS patient care
reports.
Evaluate and make improvements to Department EMS delivery
and technology with a focus on quality patient care.
Maintain and improve ongoing EMS training delivery to meet
and/or exceed current best practices.
Evaluate EMS Paramedic training opportunities for current
members to maintain and increase number of
Firefighter/Paramedics.
Expand Department EMS response capabilities for special and
planned events.
Evaluate expanded Firefighter/Paramedic training to include
Crisis Intervention Training (CIT).
Research alternative models of pre-hospital care, delivery, and
transport in collaboration with SLO County EMSA and SLO
County Fire Chiefs Association.
Collaborate with LEMSA for Triage to Alternate Destination
capabilities and training.
Evaluate high volume call locations for reduced impact to
emergency resources.
Assigned to Fire Chief, EMS BC, Paramedic Coordinator Team, and Training Officer
Timeframe 2024/2027
Goal 1C Evaluate and improve Mobile Crisis Unit (MCU) deployment and Crisis
Intervention Training for all members of the Department
Objective To provide a first responder-based community response for those in
mental health crisis to reduce hospitalizations, emergency room visits,
and homelessness.
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Critical Tasks Evaluate effectiveness of current MCU deployment to provide
crisis support to residents experiencing mental health problem
against response data to improve individual and community
needs.
Update objectives of program to improve residents’ ability to
access needed social and behavioral health services through
MCU coordination.
Seek out funding options for Mobile Crisis and Outreach services
through grant funding, reimbursement, billing and other revenue
options.
Work with SLOPD in prevention of opioid overdoses and direct
residents to appropriate resources.
Implement Crisis Intervention Training for ALL staff members.
Assigned to Deputy Chief, EMS BC, Training Division, and Mobile Crisis Team
Timeframe 2024/2025
Goal 1D Evaluate the capital improvement plan for Department infrastructure,
apparatus, equipment, and appropriate funding for expected needs
Objective To provide for an efficient and effective response force, the
Department needs to be strategically located throughout the
community and respond with the appropriate resources and
equipment.
Critical Tasks Evaluate and adjust the department sustainability financial plan
as needed to maintain appropriate replacement schedules.
Review and adjust the Department’s 30-year Fleet Replacement
Plan and monitor for proper funding.
Review current City infrastructure replacement/upgrade plan
with long‐term sustainability focus for fire department facilities
addition and replacement.
Assess fleet and facility upgrades for conformance with climate
action goals of Carbon Neutrality Plan.
Assigned to Fire Chief and Deputy Chief
Timeframe 2025/2027
Goal 2A Enhance the Department training, succession planning and
professional development to provide and support highly qualified, well
trained, safe, healthy, and fit employees
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Objective Over the past 5 years, the department has experienced immense
turnover with nearly 30 new personnel, and it is projected that the
Department will see additional retirements and needs to be prepared to
promote individuals into higher positions throughout the organization
by providing high quality and modern in‐service training delivery.
Critical Tasks Evaluate, expand, and update Recruit Firefighter academy
training objectives.
Investigate interest in developing standard county-wide multi-
agency recruit academy.
Evaluate, expand, and update the Fire Engineer pre-
examination academy training objectives to include new
apparatus and Tractor/Tiller training.
Develop and implement Fire Captain pre-examination academy.
Develop and implement Fire Battalion Chief pre-examination
academy.
Evaluate coordination and weighted assessment of Fire
Engineer, Fire Captain, and Fire Battalion Chief academies as
part of the promotional process with Human Resources.
Develop training cadre of certified instructors to teach a variety
of fire & rescue courses, including refresher training, in-house.
Evaluate and develop Regional Truck Academy, through San
Luis County Fire Training Officer Association.
Provide training, career development and succession planning
for Prevention staff.
Develop clear career development pathways for multiple
Prevention career paths.
Evaluate the cost-effectiveness of conducting in-house State
Fire Training courses to increase training opportunities for our
staff while remaining within our current training budget.
Assigned to Deputy Fire Chief, Community Risk Reduction Manager, Training
Battalion Chief, Training Division.
Timeframe 2024/2027
Goal 2B Create and implement a professional career development program for
all positions within the organization to include State Fire Training,
National Wildfire Coordinating Group, Hazardous Materials and
Technical Rescue Training courses
Objective Create professional foundation for Firefighter Interns, Firefighters, Fire
Engineers, Fire Captains, Fire Battalion Chiefs, Fire Prevention staff,
Fire Mechanics, and Mobile Crisis personnel to utilize in pursuing higher
level of responsibility within the Department. This would include
specialty teams and positions such as Urban Search and Rescue
Team, Field Training Officer, Fire Investigator, Hazardous Materials
Specialist Team, XSL Type 3 Incident Team member etc…
Critical Tasks Develop and evaluate performance benchmarks for position/work
assignments.
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Design and implement a rank specific continuing education and
career development guide grounded in current but forward-
thinking industry trends.
Maintain and improve position specific department task books to
support the career development guide.
Review and update department job descriptions to reflect
modern fire service certifications.
Support external training opportunities for State Fire and CICCS
Training Certifications.
Build partnerships and seek opportunities to teach or host State
Fire Training and CICCS certifications courses in-house.
Assigned to Training Battalion Chief, Training Officer, and Training Division.
Timeframe 2024/2026
Goal 2C Supervisor leadership training and mentorship
Objective To empower new and promoted personnel into their roles faster through
a wide variety of training and mentorship opportunities to grow and
develop.
Critical Tasks Develop appropriate course recommendations for each position
within the department.
Encourage attendance of specialty training opportunities during
annual appraisal recommendations.
Partner with Human Resources to secure training positions in
City sponsored courses through the Centre for Organizational
Effectiveness (Foundation in Excellence, START, Supervisory
Academy, Management Academy, Leadership Academy and
Certified Public Manager).
Encourage supervisors to participate in City Quarterly Manager
Meetings.
Develop and implement an Executive Mentoring program for
Chief Officers and Division leads.
Re-envision and implement line level agency job shadow
program with allied agencies in the tri-counties.
Assigned to Deputy Chief, Operations Battalion Chief and assigned team
Timeframe 2024/2026
Goal 2D Recruit, develop, and retain a professional and diverse workforce
Objective To make San Luis Obispo Fire Department a more welcoming and
inclusive organization for all by developing programs and policies to
support diversity, equity and inclusion initiatives and advance the
recommendations of the City DEI task force.
Critical Tasks In coordination with Public Works continue to enhance
improvements to fire station facilities.
In coordination with Human Resources, continue to enhance
improvements to firefighter recruitment and training.
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Maintain and improve the Fire Intern program to meet DEI
initiatives.
Expand intern opportunities to include multiple roles within the
department, including suppression, emergency management,
inspections, plan review, investigations, fuels management and
Mobile Crisis Unit.
Develop or partner with public safety agencies for Youth Summer
Fire Camp to increase fire safety, prevention and introduce
youths to the fire service.
Continue to host and support the “Emergency Services Job Fair.”
Consider local recruitment efforts through Cal Poly, local public
safety academies and local school districts.
Assigned to Fire Chief, Deputy Chief and assigned team
Timeframe 2024/2027
Goal 2E To make improvements to the Fire training facility to develop
fundamental training on a wider variety of hands-on emergency
situations
Objective To improve the current fire training facility to incorporate a wider range of
emergency situations our firefighters may encounter.
Critical Tasks Evaluate and develop plan for additional props and system
addition to training facility.
In coordination with Community Development and Public Works
continue to enhance improvements to the fire training facility.
Continue construction on the live‐fire training facility to ensure
live‐fire trainings are both frequent and sustainable.
Evaluate the need and opportunity for jointly owned mobile
training props that may be shared amongst stations and other fire
agencies in the County.
Meet NFPA 1402 standards on facilities for fire training and
associated props necessary to accomplish general fire fighter
training effectively, efficiently, and safely.
Incorporate Investigations training into live fire operational
evolutions.
Look for opportunities to partner with SLOPD in developing
training facilities or props that could be used by both police and
fire.
Assigned to Deputy Chief, Training Battalion Chief, Training Officer, and Training
Division.
Timeframe 2024/2025
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Enhance a healthy, safe, and productive work environment.
Goal 3A Expand opportunities to improve overall health, wellness, and functional
fitness of all team members to minimize workplace injuries
Objective An effective fire department organization is reliant on the people who
provide all-risk service to the community. Use relevant data and best
practices to improve overall health and wellness of all personnel.
Critical Tasks Review and evaluate the City Injury Reduction Program and
CJPIA data, to research and implement best practices,
procedures, and strategies to mitigate organizational risks.
Assess need for external consultant to provide specialty
programs such as nutrition, and flexibility assessments.
Obtain quotes and determine provider to conduct in-depth NFPA
1582 compliant annual physical exams. Consider expanding
annual physicals to include Fire Prevention/Community Risk
Reduction staff. Develop and implement an expedited and
thorough return to duty process when returning from long term
leave, injury, or illness.
Assigned to Deputy Fire Chief, Training Captain, Fitness Team/Shift Captains
Timeframe 2024/2027
Goal 3B Firefighter Cancer Awareness and Reduction; cancer is a leading cause
of death among firefighters, and research suggests firefighters are at
higher risk of certain types of cancers when compared to the general
population
Objective Develop effective exposure training, and best practices to reduce
carcinogen exposures and promote a culture of safety.
Critical Tasks Appoint shift safety officer to provide general safety messages
and provide technical information related to risk management of
cancer-causing items.
Initiate training that increases cancer awareness and physical
well-being to encourage firefighters to adopt work practices that
lower their exposures to cancer-causing substances.
Promote healthier lifestyles that may reduce cancer risk and
increase the use of cancer screening tools.
Continue to research, educate, and provide its members with the
tools and PPE to increase safe work practices.
Training should emphasize the proper use and care of PPE and
turnout gear and the proper use of approved respiratory
protection during all phases of firefighting.
Review and update and enforce post fire decontamination
process, procedures, and policies.
Strategic Initiative
3 Health & Wellness
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Continue to develop culture of safety related to carcinogenic
exposure through the creation and implementation of a fire station
hygiene program.
Improve firefighter cancer screening as part of annual NFPA 1582
physicals.
Complete install of PPE extractors in fire stations to maintain
clean and uncontaminated personal protective equipment.
Update all policies regarding PPE use, decontamination, and
cleaning.
Assigned to Operations BC, Training Officer, and Shift Captains
Timeframe 2024
Goal 3C Maintain and enhance the mental health and wellness PEER support
program
Objective To provide the San Luis Obispo Fire Department personnel, both sworn
and non-sworn, psychological, and emotional support through pre-
incident training, family support, on-scene support, and post incident
support as needed.
Critical Tasks Reduce the stigma and barriers to behavioral health help.
Develop robust mental health support initiatives.
Improve information and access of the City Employee Assistance
Program (EAP).
Partner with Human Resources, Police, and Rangers to secure
licensed clinician contract.
Increase funding for PEER team and contract support.
Review and implement appropriate sections of NFPA 1500.
Conduct ongoing training department wide and PEER team
training.
Implement traumatic incident process: at scene diffusing,
debriefing, PEER coordination and professional behavioral health
treatment.
Provide feedback to Human Resources regarding The Counseling
Team International (TCTI).
Expand PEER support team to include additional members,
including representation form FP/CRR staff.
Assigned to Deputy Fire Chief, BC MacDonald, Engineer Gatton, and PEER Team
Members
Timeframe 2024/2027
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Maintain and improve Emergency Management and Preparedness for all person made
and natural large-scale disasters to meet current and future needs.
Goal 4A Maintain and improve all Disaster Preparedness Program plans.
Objective Maintain the comprehensive, risk-based, and all-hazard emergency plans,
which describe who will do what, as well as when, with what resources,
and by what authority before, during, and immediately after an emergency.
Critical Tasks Review and update the Emergency Operations Plan (EOP).
Review and update the EOP supporting annexes.
Review and update the Community Wildfire Protection Plan.
Review and update the Local Hazard Mitigation Plan (LHMP).
Develop and implement the emergency management improvement
plans created post disaster and trainings.
Assigned to Emergency Manager
Timeframe 2024/2027
Goal 4B Provide initial and ongoing employee training and enhancement of skills
and abilities
Objective Ensures that City personnel can provide appropriate emergency
management services following a major disaster such as earthquake,
flood, nuclear power accident, hazardous material spill, wildland fire,
utility outage and pandemic.
Critical Tasks Maintain and update post-hire/promotion NIMS position training
for all employees.
Provide annual City-wide email explain the Disaster Service
Worker background and responsibility.
Establish annual City Staff EOC/DSW Training Plan / Calendar
Ensure City department-specific emergency planning needs are
met.
Ensure appropriate SEMS compliant After-Action Reviews
following all major incidents.
Assigned to Emergency Manager
Timeframe 2024/2027
Goal 4C Provide whole Community Disaster Preparedness Training
Objective To provides information and education on disaster preparedness, and
evacuation procedures to city residents.
Critical Tasks Establish ongoing Community Readiness event calendar.
Provide topic specific disaster preparedness forums.
Maintain and update PrepareSLO website.
Provide monthly awareness information on social media sites.
Strategic Initiative
4
Emergency
Preparedness
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Participate in the completion and implementation of evacuation
program in collaboration with SLO County OES and resident
training on “know your zone.”
Engage City Volunteer Coordinator to empower neighborhood
groups in risk reduction activities.
Assigned to Emergency Manager
Timeframe 2024/2027
Goal 4D Support the development of a dedicated City EOC at the new Public
Safety Center and complete comprehensive functional upgrades to the
existing EOC which will become the alternate site location.
Objective Assist with the design of the new Emergency Operations Center (EOC)
at the Public Safety Center.
Critical Tasks Maintain high level of engagement as part of the EOC
development team at the new Public Safety Center.
Ensure the new Emergency Operations Center is designed for
survivability, redundancy, communications, flexibility, open
architecture, and security.
Complete necessary upgrades to the current EOC located at Fire
Station #1.
Develop a Continuity of Operations Plan for offsite/back-up EOC
to include mobile option.
Development of a robust needs assessment for emergency
management grant opportunities.
Identify and implement new EOC software program to improve
the communication, tracking and recovery during a disaster
incident.
Assigned to Emergency Manager
Timeframe 2024/2027
Maintain or improve Fire Prevention Division Risk Reduction in San Luis Obispo
Goal 5A Increase target outreach to high-risk populations through Community
Risk Reduction based programs
Objective Provide a thorough Community Risk Reduction (CRR) program
intentionally focused on knowledge and activities to lower the all-hazards
risks within the City of San Luis Obispo.
Critical Tasks Evaluate and develop a strategic and integrated program focused
on reducing the occurrence and impact of risks associated within
the City of San Luis Obispo.
Develop community training calendar for both in-person and
virtual events.
Strategic Initiative
5
Community Risk
Reduction
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Develop list of annual social media information posts to share out
as appropriate.
Identify target hazard focus groups that may benefit from in -
person presentations, discussion, volunteer inspections and
department prevention resources.
Partner with American Red Cross “Sound the Alarm” campaign.
Provide public education in schools and public for disaster
preparedness and fire safety.
Assigned to Fire Marshal, Emergency Manager and Fire Chief
Timeframe 2024/2027
Goal 5B Target Hazard Pre-Plans
Objective Develop detailed pre-plan program to improve incident command and
responding firefighters understanding of a property experiencing a fire
incident, including the location of hazardous materials, entrances, exits,
fire suppression systems and priority salvage and overhaul areas.
Critical Tasks Evaluate pre-plan software program to best fit department needs
and IT support.
Develop procedures and policy for completing assigned pre-
plans.
Establish list of priority properties to be entered into the system
based on hazard, risk to population and Haz-Mat.
Partner with business licensing to flag priority properties that open
new business and meet the requirement for a pre-plan.
Work with partners in PD and Rangers to coordinate preplanning
efforts in Wildland Urban Interfaces that are impacted by
homeless encampment activities.
Assigned to Operations Battalion Chief, Fire Marshal, and Suppression Captains
Timeframe 2024/2025
Goal 5C Maintain and update the Department Fuel Reduction & Defensible
Space Program
Objective To execute a proactive and effective fuel reduction program to lessen
wildfire hazards and threat to human safety and damage to property.
Critical Tasks Facilitate a comprehensive update to the City’s Vegetation
Management plan in partnership with the City Natural Resource
Officer.
Identify City-wide priority projects for vegetation (fuel) removal to
create defensible space commensurate to property and human
risk.
Increase wildfire preparedness through annual Ready-Set-Go
presentations both in-person and virtual.
Partner with SLO County Fire Safe Council to secure grant
funding for unfunded priority projects.
Increase public notice through advertisements, social media, and
City websites to encourage residents to conduct fuels reduction
treatment of their properties.
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Review and update the Community Wildfire Protection Plan.
Codify Citywide Vegetation Management Committee.
Institute proactive annual weed abatement enforcement with half-
time inspector.
Assigned to Fire Marshal, Emergency Manager and Fire Chief
Timeframe 2024/2027
Goal 5D Reduce illegal homeless fires
Objective Develop homeless encampment program to address High and Very High
Fire Hazard Severity Zone and other areas of the city.
Critical Tasks Identify priority project areas (homeless encampments, creeks,
surrounding areas) to reduce fuels increasing defensible space
and improving wildfire mitigation efforts.
Discuss and determine to implement joint citation procedures for
illegal fires through Fire Department, Park Rangers, Mobile Crisis,
and Police Department.
Increase outreach to homeless community living within high-risk
vegetation areas.
Assigned to Deputy Chief, Fire Chief
Timeframe 2024/2025
Goal 5E Address property insurance issues for residents within the CAL FIRE
Very High and High Severity map areas.
Objective Provide resident information regarding homeowners insurance and
proactive actions that may be taken.
Critical Tasks Create informative pamphlet on what actions local homeowners
can do to reduce the risk of wildfire through mitigation efforts and
increase opportunity to maintain homeowners’ insurance.
Partner with SLO County Fire Prevention Association to develop
uniform “Frequently Asked Question” document to be displayed
on agency websites related to Fire Insurance.
Partner with SLO County Fire Prevention Association to develop
uniform letter to property owner related to Fire Insurance
cancellations and recommended actions.
Review and comment on CAL FIRE 2022 Risk Mapping related to
the ground truth of hazard and risk within the city.
Assigned to Fire Marshal and Fire Chief
Timeframe 2024/2025
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
Maintain and improve Fire Department Technology and Information System that
meet the current and future needs of the department.
Goal 6A Identify and evaluate current technology resources used by the
department to inform decisions on future improvements and needs
Objective To research, analyze, and recommend relevant state of the art
hardware, software, and technologies.
Critical Tasks Perform a strategic needs assessment relative to new and
emerging technologies.
Assess the current software programs to determine long-term
feasibility and alternative solutions.
Revisit Tablet Command and make recommendations.
Evaluate and recommend implementation of a drone program for
open space and major incident intelligence.
Evaluate and recommend purchase of hybrid fire apparatus.
Implement City of SLO Carbon Neutral fleet requirements for
relevant light and heavy fleet equipment.
Evaluate and implement asset management software systems to
track equipment, resources, and supplies.
Assigned to Fire Chief, Deputy Fire Chief, Emergency Manager, Battalion Chiefs and
assigned team
Timeframe 2024/2026
Strategic Initiative
6 Technology & Data
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
TEAM IMPLEMENTATION
Prioritization: Prioritizing strategic goals and objectives is essential for making progress and
ultimately reaching the vision. This process can be translated easily from the fireground,
where we are challenged to pick the most impactful issues to get after first. There are several
ways to prioritize goals. It’s important to remember that when it comes to prioritization, there
can only be a single number one priority. If everything is a priority, then nothing is a priority.
Additionally, it’s important to avoid categorizing priorities too broadly as it can lead to poor
communication of which components of each priority should come first. That said, if tasks
are divided up to be worked by different teams, they should each have their own priorities
informed by the master priority list. That means each team can be working their own tasks
simultaneously unless they would be pulling resources from one another where the master
priority list would then help to deconflict. It’s essential that each team understands which of
their tasks are of the highest importance and should be tackled first.
Responsibility: Determining who will take responsibility for each specific strategic priority is
perhaps the single biggest factor to success. It’s no different than on an emergency scene: if
the incident commander gives unclear instructions or assignments, it could lead to confusion
or even disaster. If it is unclear who is ultimately responsible for a given topic, it is easy to
have a breakdown in communication that leads to either conflict over many people believing
they are the decision maker, or, more commonly, neglect, with people believing t hat someone
else will handle it. Assigning a single individual as the champion and principal coordinator for
each individual item will ensure that there is the right amount of buy-in, leadership, and
oversight over the department’s strategic efforts.
Action: Setting priorities and assigning responsibility are essential, but they are not enough
on their own. To achieve strategic goals and objectives, it is necessary to have a well -
defined plan of action. Just as a fireground leader might rally the team, listen to status
reports, and then talk though a tactical approach to the next objective, strategic plan leaders
must prepare their key players with a coordinated plan of attack to get after their assigned
tasks. This is where it’s vital to have a good “coach” overseeing the strategic efforts,
deconflicting projects that may compete for resources or attention, and continually motivating
and providing feedback to those doing the work. As a paramilitary organization, we can
borrow a lot of wisdom from the military. One popular saying in military circles is: “No plan
survives first contact with the enemy.” As your team gets started chipping away at tasks,
they will inevitably run into roadblocks and unexpected challenges. One way to get ahead of
this will be to deliberately encourage flexibility, create space for failure, and empower the
team to seek alternative solutions.
Collaboration: Staff likely understand the value of working in teams more than most. Much
of what we do day-in and day-out is done either as a small team (like a single company) or a
larger team (like one or more stations). That said, we are not immune to creating silos,
building walled-kingdoms, or failing to consider other perspectives, especially the further we
get from the fireground. As we drive our strategy from vision to plan to action, we must make
a conscious effort to share the intent for early and continuous collaboration across teams.
This collaboration is not just within the subgroups working on individual efforts but should be
encouraged at all levels. Sharing strengths, resources, and perspectives across teams will
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
add value and reduce friction as they approach each task. Just like on the fireground, more
eyes and more hands at a tough job will usually decrease risk and lighten the load.
Communication: Hand in hand with collaboration is effective communication. It’s not
enough to just ask for help when you need it. Just like a C.A.N. report, giving regular updates
to your team and department leaders is a great way to communicate needs, stay on track,
and receive the feedback needed to remain agile in the journey towards completion of your
assigned tasks. This battle rhythm will vary for different teams and in different seasons.
Earlier in a project, the team may need significantly more feedback than towards the end.
Likewise, teams that are working on projects they are specialized in could require less regu lar
communication than a team tasked with something more outside their usual scope or
specialty. One leadership-driven opportunity related to communications is to encourage
transparency and truthfulness, even in failure. Consider ways you can champion
transparency, create space for setbacks and failures, and encourage richer collaboration.
The fireground is a unique ecosystem of communication, teamwork, adaptability, ingenuity,
prioritized task execution, and selfless service. Fire service leaders in the conference room
would do well to adopt these traits when approaching issues like a department’s strategic
planning cycle. Things don’t always go as planned, and the team will inevitably run into
roadblocks along the way. By creating an environment with a clear vision, clear expectations,
continuous feedback, and multiple perspectives, you may see the strategic goals and
objectives of the department come to life both better and faster than you could have ever
imagined. Finally, just like the ice cream with dinner after a shift well-done, don’t forget to
celebrate the team’s successes as they make progress on the planning and execution efforts.
There will always be more to be done, and it’s your job to make sure your team is recognized,
rested, and ready for the next challenge to come.
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SLO CITY FIRE DEPARTMENT STRATEGIC PLAN 2024-2029
THE SUCCESS OF THE STRATEGIC PLAN
The San Luis Obispo Fire Department has approached its desire to develop and implement a
Strategic Plan by asking for and receiving input from the Community and members of the
Department during the development stage of the planning process. The Department utilized
professional standards and the Community Focused Strategic Planning Process to compile
this document.
The success of the San Luis Obispo Fire Department’s Strategic Plan will not only depend
upon implementation of the strategic initiatives and their related goals, but also from the
support received from the City of San Luis Obispo, members of the Department, and the
Community-At-Large.
The final step in the Community Focused Strategic Planning Process is to develop
organizational and community commitment to the plan. Everyone who has a stake in the
present and the future of the San Luis Obispo Fire Department also has a role and
responsibility in this Strategic Plan.
Provided that the Community Focused Strategic Planning process is kept dynamic and
supported by effective leadership and active participation, it will be a considerable opportunity
to unify internal and external stakeholders through a jointly developed understanding of
organizational direction; how all vested parties will work to achieve the mission, goals, and
vision; and how the organization will measure and be accountable for its progress and
successes.
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Page 228 of 280
Strategic Plan
Prepared by:
San Luis Obispo Fire Department
•Todd Tuggle, Fire Chief
•Sammy Fox, Deputy Chief
•Mika Timpano, Administrative Specialist
•Nicole Vert, Business Analyst
•James Blattler, Emergency Manager
Strategic Plan
2018-2023 STATUS
San Luis Obispo Fire Department
Connecting with
our Community
Continuously
Evaluating Programs
and Service Delivery
Analyzing Relevant
Data to Inform
Decision Making
Improving
Organizational
Culture Sustainability
and Health
Analyzing Relevant
Supporting Fiscal
Sustainability in
Department
Operations
1
2
3
4
5
1 2
34
5
Strategic Plan
Strategy for department growth and development
San Luis Obispo Fire Department
•Define services provided and establish priorities in alignment with
major city goals
•Establish the community’s expectations and concerns
•Identify both external and internal environmental and operational
challenges
•Align with the department’s mission statement, values, and vision
•Identify areas of strengths, weaknesses, opportunity for potential
threats
•Establish realistic goals and objectives
•Understand the obstacles of specific action steps
Strategic Plan
2024-2029 Process
San Luis Obispo Fire Department
•Stakeholders
•External- Other department heads, Elected
Officials,public a large.
•Internal- All members of the fire department
•Focused on improving ability to reduce risk while
delivering exceptional customer service
•SLO needs: wildfire threat, mental health crisis,
homelessness, growing population
•Objective: maintain an inclusive and thorough
Strategic Plan for current work programs and long-
term planning
Strategic Plan
2024-2029
San Luis Obispo Fire Department
Community Focused Service
Professional
Development
and Training
Health and Wellness
Emergency Preparedness
Community Risk Reduction
Technology and Data
1
2
3
4
5
6
Strategic Plan
Maintain or improve exceptional Community focused public service delivery
San Luis Obispo Fire Department
Community Focused Service
1
•Improve effective deployment of response time
•Improve the delivery of EMS in the City of SLO
•Evaluate and improve MCU deployment and
training
•Evaluate the CIP for Department
infrastructure, apparatus, equipment, and
appropriate funding for expected needs
Strategic Plan
Enhance professional development,
organizational diversity, and safety through
training and education
San Luis Obispo Fire Department
Professional
Development
and Training
2
•Enhance Department training, succession
planning, and professional development
•Implement a professional career development
program
•Supervisor leadership training and mentorship
•Recruit, develop, and retain a professional and
diverse workforce
•Improve training facility
Strategic Plan
Enhance a healthy, safe, and productive work
environment
San Luis Obispo Fire Department
Health and Wellness
3
•Enhance opportunities to improve overall
health, wellness, and functional fitness
•Firefighter cancer awareness and
reduction
•Maintain and enhance the mental health
and wellness PEER support program
Strategic Plan
Maintain and improve the Emergency Management and Preparedness for all person made and natural large-scale disasters to meet current and future needs
San Luis Obispo Fire Department
Emergency Preparedness
4
•Maintain and improve all disaster
preparedness program plans
•Provide initial and ongoing employee
training and enhancement of skills
•Provide whole community disaster
preparedness training
•Support the development of a City EOC at
the new Public Safety Center and complete
comprehensive functional upgrades
Strategic Plan
Maintain or improve Fire Prevention division risk reduction in San Luis Obispo
San Luis Obispo Fire Department
Community Risk Reduction
5
•Increase target outreach to high-risk populations
•Target Hazard Pre-Plans
•Maintain and update the department fuel
reduction and defensible space program
•Reduce illegal homeless fire
•Address property insurance issues for residents
within the Cal Fire high severity map areas
Strategic Plan
Maintain and improve Fire Department technology and information systems that meet the current and future needs of the department
San Luis Obispo Fire Department
Technology and Data
6
•Identify and evaluate current technology resources
to inform decisions on future improvements
Strategic Plan
Team Implementation
San Luis Obispo Fire Department
Prioritization
Responsibility
Action
Collaboration
Communication
Strategic Plan
Questions?
San Luis Obispo Fire Department