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Home My WebLink About08-21-2018 Item 1 - Fire Dept 5-year strategic plan 2018-2023 Meeting Date: 8/21/2018 FROM: Garret Olson, Fire Chief SUBJECT: THE CITY OF SAN LUIS OBISPO FIRE DEPARTMENT FIVE-YEAR STRATEGIC PLAN 2018-2023 RECOMMENDATION Receive and file the Fire Department’s Five-Year Strategic Plan. DISCUSSION Purpose and context for the Fire Department’s Strategic Plan Informed by employee engagement and public input, the San Luis Obispo Fire Department has developed a five-year Strategic Plan (the “Plan”) (Attachment A) to establish priorities, guide decision making, and identify future work efforts surrounding the department’s mission in providing skilled and compassionate emergency response services and solution-focused fire prevention services facilitated by a healthy organizational culture of engaged, supported, and accountable staff. Deliberat e focus has been made to ensure that the goals, objectives, and tasks contained in this Plan are all within the authority of the Fire Department to execute. When the goals, objectives, and tasks contained in this Plan would benefit from policy direction from the City Council, the Plan is designed to integrate with and support without prejudice the authority of the Council to provide policy direction to staff. Additionally, when priorities shift due to new or emerging circumstances, the Plan can and will be adjusted to ensure staff is focused on the highest priorities for the community. When this occurs, staff will highlight these changed circumstances on an ongoing and routine basis to the community and City Council as detailed in the Plan. This Plan took several years to complete. The primary reason is based on department leadership’s respect for the integrity of the recently completed labor negotiating process. Department leadership chose to pause the development of this Plan to allow labor negotiations t o conclude without the possibility of confusing labor relations efforts with this planning effort. During this time, department leadership continued to conduct business in a highly strategic fashion, rather than waiting for the completion of this plan to execute strategic goals. Some of those intermediate strategic efforts are highlighted in the Plan. Packet Pg. 11 Item 1 Employee Engagement The Fire Department began the development of this Plan with Fire Department employee engagement. The department hired Dr. Jesse Sostrin of Sostrin Consulting to provide facilitation services that formed the foundation of the Plan. Sostrin Consulting Services is based in San Luis Obispo and the company has a knowledge and perspective of the area and its needs. With Dr. Sostrin’s guidance, department staff developed the department’s vision, mission, motivation, and the values and ethics statements. Subsequently, department staff identified the components of the SWOT analysis (strengths, weaknesses, opportunities, and threats) as well as the environmental and operational scan of current realities. Public Engagement Following employee engagement, the department reached out to the community to further inform the Plan using social media and a more traditional townhall-style engagement. The det ails and results of this effort are highlighted in the Plan and the addendum document (Attachment B). Strategic Directions and Objectives After internal and external collaboration, the Fire Department developed the following five high- level strategic directions: 1. Connecting with our community 2. Continuously evaluating programs and service delivery 3. Analyzing relevant data to inform decision making 4. Improving organizational culture, sustainability, and health 5. Supporting fiscal sustainability in department operations These five strategic directions constitute the major, overarching themes of the 13 strategic objectives for the department. The definition of and relationship between strategic directions, objectives, and strategies is detailed in the Plan. The department went to great lengths to capture the actionable strategies in a manner that did not presuppose or bias an outcome. 2018-2019 Operational Plan and Reporting Process The Strategic Plan forms the framework for the development of the department’s o ne-year Operational Plan. Staff collaborated to identify specific strategies in the Plan that would be initiated – but not necessarily completed – in the first year, 2018-2019. Approximately 75% of the identified strategies in this five-year plan will be initiated in the first year. At the end of this first year, staff will return to Council to report on major milestones, accomplishments, and priority changes over this period. At this time, staff will also provide the second-year Operational Plan, which will outline continuing and new strategies for 2019-2020. This yearly cycle of reporting pro gress and highlighting future efforts will continue to ensure the Council and community are aware of and have opportunities to inform the priorities of the Fire Depart ment on an ongoing basis. Packet Pg. 12 Item 1 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. 15278. FISCAL IMPACT There is no fiscal impact to receiving the Fire Department Strategic Plan. Any suggested changes in the department’s services that require additional funding will follow the City’s financial planning and budgeting processes. Attachments: a - SLO City Fire Strategic Plan 2018 to 2023 b - Open City Hall Feedback Summary Packet Pg. 13 Item 1 1 Consultfng Sales Staffing Support 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 Packet Pg. 14 Item 1 21 Consultfng Sales Staffing Support Packet Pg. 15 Item 1 31 Consultfng Sales Staffing Support 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 Packet Pg. 16 Item 1 41 Consultfng Sales Staffing Support Organizatfonal Leadership Team ii Packet Pg. 17 Item 1 51 Consultfng Sales Staffing Support 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... Packet Pg. 18 Item 1 61 Consultfng Sales Staffing Support 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. 2 Packet Pg. 19 Item 1 71 Consultfng Sales Staffing Support 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. 3 Packet Pg. 20 Item 1 81 Consultfng Sales Staffing Support 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. 4 Packet Pg. 21 Item 1 91 Consultfng Sales Staffing Support 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 Packet Pg. 22 Item 1 101 Consultfng Sales Staffing Support 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 6 Packet Pg. 23 Item 1 111 Consultfng Sales Staffing Support 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 7 Packet Pg. 24 Item 1 121 Consultfng Sales Staffing Support 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). 8 Packet Pg. 25 Item 1 131 Consultfng Sales Staffing Support 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. 9 Packet Pg. 26 Item 1 141 Consultfng Sales Staffing Support CONNECTING WITH OUR COMMUNITY STRATEGIC DIRECTION #1 10 Packet Pg. 27 Item 1 151 Consultfng Sales Staffing Support 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) 11 Packet Pg. 28 Item 1 161 Consultfng Sales Staffing Support 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 12 Packet Pg. 29 Item 1 171 Consultfng Sales Staffing Support 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) 13 Packet Pg. 30 Item 1 181 Consultfng Sales Staffing Support ANALYZING RELEVANT DATA TO INFORM DECISION MAKING STRATEGIC DIRECTION #3 14 Packet Pg. 31 Item 1 191 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 15 Packet Pg. 32 Item 1 201 Consultfng Sales Staffing Support 4. STRATEGIC DIRECTION IMPROVING ORGANIZATIONAL CULTURE, SUSTAINABILITY, AND HEALTH 16 Packet Pg. 33 Item 1 211 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) 17 Packet Pg. 34 Item 1 221 Consultfng Sales Staffing Support SUPPORTING FISCAL SUSTAINABILITY IN DEPARTMENT OPERATIONS 5. STRATEGIC DIRECTION 18 Packet Pg. 35 Item 1 231 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 Packet Pg. 36 Item 1 241 Consultfng Sales Staffing Support 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. Packet Pg. 37 Item 1 251 Consultfng Sales Staffing Support 21 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 Packet Pg. 38 Item 1 261 Consultfng Sales Staffing Support 22 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 Packet Pg. 39 Item 1 271 Consultfng Sales Staffing Support 23 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 Packet Pg. 40 Item 1 281 Consultfng Sales Staffing Support 24 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 Packet Pg. 41 Item 1 291 Consultfng Sales Staffing Support 25 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 Packet Pg. 42 Item 1 301 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 Packet Pg. 43 Item 1 311 Serving your safety needs is our Mission because we care. Packet Pg. 44 Item 1 321 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 Packet Pg. 45 Item 1 Summary Of Responses As of July 11, 2018, 12:21 PM, this forum had: Attendees:143 Responses:32 Hours of Public Comment: 1.6 This topic started on March 29, 2018, 2:03 PM. What core services do you expect from the San Luis Obispo City Fire Department? Answered 27 Skipped 5 What other service needs would you like to see from the San Luis Obispo City Fire Department? Answered 23 Skipped 9 What method(s) would you prefer that the Fire Department utilizes to deliver safety and education information to you? (select all that apply) % Count Fire Department Twitter feed @SLO_City_Fire 27.6% 8 Fire Department website www.slocity.org/fire 55.2% 16 Radio, including Fire’s weekly appearance on KVEC radio 31.0% 9 Online educational and informational videos via YouTube 34.5% 10 Fire Department Strategic Plan Please share your thoughts... Fire Department Strategic Plan As of July 11, 2018, 12:21 PM http://www.opentownhall.com/6129 Page 2 of 34 Packet Pg. 46 Item 1 % Count Public meetings, gatherings, and/or training sessions, AKA face-to-face 75.9% 22 Have you ever requested service from the San Luis Obispo City Fire Department? % Count Yes 38.7% 12 No 61.3% 19 How many times have you requested service in the past year? % Count 0 83.3% 25 1 16.7% 5 How would you rate our service? Select One % Count Extremely Satisfied 66.7% 14 Slightly Satisfied 4.8% 1 Neither Satisfied nor Dissatisfied 23.8% 5 Extremely Dissatisfied 4.8% 1 What do you recall most about the service we provided you? Answered 18 Fire Department Strategic Plan Please share your thoughts... Fire Department Strategic Plan As of July 11, 2018, 12:21 PM http://www.opentownhall.com/6129 Page 3 of 34 Packet Pg. 47 Item 1 Skipped 14 Do you know about the free PulsePoint App for smartphones % Count Yes, and I have it loaded on my smartphone 24.1% 7 Yes, but I don’t have it loaded on my smartphone 41.4% 12 No because I don’t have a smartphone 6.9% 2 No I’ve never heard of this life saving free application 27.6% 8 What would you like to share with us as we develop our five-year vision of providing service to our community? Answered 20 Skipped 12 Fire Department Strategic Plan Please share your thoughts... Fire Department Strategic Plan As of July 11, 2018, 12:21 PM http://www.opentownhall.com/6129 Page 4 of 34 Packet Pg. 48 Item 1 San Luis Obispo City Fire Department Strategic Plan 2018-2023 Business Item #1-Fire Dept. Five Year Plan Overview Our path on this journey Internal and external engagement Our five Strategic Directions Implementation, evaluation, and accountability Questions Business Item #1-Fire Dept. Five Year Plan Our path on this journey First began this effort three years ago… Thoughtfully hit pause several times to allow for timely focus on priority issues while still acting strategically Business Item #1-Fire Dept. Five Year Plan Engagement Core group of seven Fire Department employees Mission, Vision, and Values Environmental Scan SWOT Analysis Facilitated open meeting for all Fire Department employees Public engagement via OpenCityHall and a traditional townhall-style meeting Input from City Leadership Team Back to organization in formal Labor-Management meetings Business Item #1-Fire Dept. Five Year Plan Strategic Terms Strategy: an thoughtful, prioritized action step Objective: strategies with a similar focus or purpose Direction: the major overarching themes of the Plan Business Item #1-Fire Dept. Five Year Plan Strategic Direction 1: Connecting with our Community Objective 1.1 Enhance Community Involvement and Communications Objective 1.2 Establish Strong Community Education Strategies for Increased Public Safety Objective 1.3 Establish Meaningful Fire Prevention Education and Programs Business Item #1-Fire Dept. Five Year Plan Strategic Direction 2: Continuously Evaluating Programs and Service Delivery Objective 2.1 Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability Objective 2.2 Maximize efficiencies through technology and reengineering Objective 2.3 Enhance and engage staff professional development Objective 2.4 Assess and implement internal process improvement Business Item #1-Fire Dept. Five Year Plan Strategic Direction 3: Analyzing Relevant Data to Inform Decision Making Objective 3.1 Analyze emergency response and fire prevention services data trends Objective 3.2 Establish and/or confirm apparatus and equipment replacement plan Business Item #1-Fire Dept. Five Year Plan Strategic Direction 4: Improving Organizational Culture, Sustainability, and Health Objective 4.1 Establish an open, respectful, inclusive and healthy work environment throughout the entire department Business Item #1-Fire Dept. Five Year Plan Strategic Direction 5: Supporting Fiscal Sustainability in Department Operations Objective 5.1 Reduce Internal Costs Objective 5.2 Evaluate New Ways of Doing Business Objective 5.3 Maximize Revenue Generation Business Item #1-Fire Dept. Five Year Plan Implementation, evaluation, and accountability Department Leadership and Strategy Leaders SharePoint collaboration and tracking site Yearly Performance Report & Operational Plan Reassess entire Plan beginning in 2021-2022 Business Item #1-Fire Dept. Five Year Plan Questions and comments… Business Item #1-Fire Dept. Five Year Plan