HomeMy WebLinkAbout07-02-2019 Item 08 - Fire Dept Annual Report and 2019-20 Strategic Operational Plan
Department Name: Fire
Cost Center: Fire Admin
For Agenda of: July 2, 2019
Placement: Business
Estimated Time: 30 minutes
FROM: Keith Aggson, Fire Chief
Prepared By: James Blattler, Administrative Analyst
SUBJECT: FIRE DEPARTMENT ANNUAL REPORT AND 2019-2020 STRATEGIC
OPERATIONAL PLAN
RECOMMENDATION
Receive and file the 2018-19 Fire Department Annual Report and 2019-20 Strategic Operational
Plan.
DISCUSSION
2018-19 Fire Department Annual Report:
As a full-service all hazards fire department, your San Luis Obispo City Fire Department
protects the lives and property of its residents and visitors from the adverse effects of fires,
medical emergencies and other dangers caused by man or nature through prevention activities
and emergency response. To provide this service, the Department has four staffed programs
totaling 57 Full-Time Employees (FTEs) and four additional non-staffed programs. Staff has
highlighted some of the major achievements the department made last year and provided some
key statistics from 2018 below.
Fire Administration: Staffed with four FTEs (Fire Chief, Deputy Fire Chief, Administrative
Analyst and Administrative Assistant) the Fire Administration program provides strategic
leadership to the organization. Fire Administration plans, directs and evaluates all Fire
Department programs and their activities. During 2018-19 the Department transitioned to a new
Fire Chief and Deputy Fire Chief after the retirement of the sitting Fire Chief in October of 2018.
Some additional major accomplishments made through Fire Administration include the finalizing
of a five-year emergency services succession agreement with Cal Poly and the awarding of a
Federal Emergency Management Agency (FEMA) Community-Specific Integrated Emergency
Management Course grant. This grant allows the City and key partners to exercise the City’s
emergency operations plan through a large-scale disaster drill to be held in Emmitsburg,
Maryland in July of 2020.
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Emergency Response: Staffed with forty-five FTEs (three Battalion Chiefs, twelve Captains,
fifteen Engineers and fifteen Firefighters) the Emergency Response Program is responsible for
protecting life, the environment, and property by responding to a wide variety of emergencies,
including, but not limited to: medical emergencies, structure fires, vegetation fires, hazardous
materials incidents, vehicle fires/accidents, flooding, utility emergencies, and a wide range of
urgent public assists. In 2018 emergency response staff saw a slight increase in total responses.
Of these responses, there was a substantial increase in the number of fire related responses and a
slight decrease in both rescue and medical related responses and responses to incidents located
on the Cal Poly Campus.
2017 2018 % Change
Fire Incidents 97 149 54%
Rescue and Medical Services 3,584 3,521 -2%
Cal Poly On-Campus Incidents 308 306 -1%
Total Responses1 5,774 5,856 1%
In December of 2017 the Fire Department rolled out the use of a new response tracking and
electronic patient care report software, ImageTrend, which has improved staff’s ability to collect
and analyze data. One key metric that the Fire Department now has an ability to track is Total
Response Time (TRT), which is a goal defined by the General Plan Safety Element, of seven
minutes or less to 90% of all lights-and-siren emergencies in the City. TRT is calculated from the
time of 911 pick-up in the City's Emergency Communication Center until arrival of the first Fire
Department personnel at the scene for serious medical emergencies and fires of all types, as rapid
arrival at the scene impacts outcomes. The established time standard is reflective of the guidance
standards of the National Fire Protection Association (NFPA). Because the department began
this tracking ability in December of 2017, the reporting has been adjusted for fiscal years, which
will be utilized until the end of 2019, when the department will align all response data in each
calendar year. In FY 2018-19 the Fire Department made slight improvements in meeting its TRT
goal of 90%.
2017-18 2018-19 % Change
Total Response Time Goal Met 78% 79.2% 1.5%
1 Total Fire Responses do not include cancelled alarms or non-emergency transfers
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Hazard Prevention: Staffed with six FTEs (Fire Marshall, Hazardous Materials Coordinator,
three Fire Inspectors and Administrative Assistant), the Hazard Prevention Division prevents
injury and loss of life, property and the environment damaged by fire, explosion or exposure to
hazardous materials through inspections, building plan review, investigations and education.
Hazard prevention saw a moderate increase in the number of fire and safety inspections and a
slight increase in building plan and development plan reviews in 2018-19. Beyond the day-to-
day inspections and plan review, Hazard Prevention saw an increase in fire investigations.
2017 2018 % Change
Fire and Safety Inspections2 2,896 3,611 25%
Building Plan and Development Plan Reviews 793 810 2%
Fire Investigations 12 21 75%
In September of 2018 the State of California added Section 13146.4 to the California Health &
Safety Code which mandated that Fire Departments report annually to the Department’s
administering authority on annual inspections completed in every building used as a public or
private school, hotel, motel, lodging house, apartment house and certain residential care facilities
for compliance with building standards. Overall, in 2018 the Fire Prevention made large
improvements in the number of these mandated inspections, mostly due to a fire inspector
vacancy in 2017.
2017 2018 %
Occupancy Class Active
Inspection Cases
in System
Inspections
Performed
%
Completed
Inspections
Performed
%
Completed
Change
Educational, through the
12th Grade (E)
19 4 21% 4 21% 0%
Institutional, ambulatory
health care (I-2.1)
1 0 0% 1 100% -
Institutional, day care
facilities (I-4)
3 0 0% 1 33% -
Institutional, jails,
prisons, juv. Halls (I-3)
2 2 100% 1 50% -50%
Institutional, medical, or
custodial care (I-2)
4 1 25% 4 100% 300%
Residential, apts, dorms
(non-transient) (R-2)
400 238 60% 385 96% 62%
Residential, hotels,
motels (transient) (R-1)
25 8 32% 18 72% 125%
Fire Apparatus Services: Staffed with two FTEs (Fire Vehicle Mechanic and Mechanic Helper)
the Fire Apparatus Services Program performs fire apparatus services, maintenance and repair of
light and heavy fire apparatus and vehicles. In 2018-19 staff placed into service the department’s
replacement of the Strike Team Leader Vehicle utilized for mutual aid incidents that occur out of
the City and County. Additionally, the Department completing the purchase of a new Fire Engine
Pumper to replace the current Engine 3, which was purchased in 2003. The new Engine is
2 Fire and Safety Inspection totals include Engine Company Inspections
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anticipated to go into service in late 2019 and will leave a significantly lower carbon footprint
than the outgoing engine.
Non-Staffed Programs:
• Training: During 2018-19 the Department completed two transformational training
courses for the emergency response employees; Peer Support and Functional Movement
Trainer. These programs will provide critical resources for staff to prevent both physical
and physiological injuries by training staff members to function both as peer support
leaders and functional movement trainers. Overall, the fire department saw a marginal
increase in the training hours for emergency response employees in 2018.
2017 2018 % Change
Average Training Hours Per Employee 147 170 16%
Total Training Hours 5,716 6,636 16%
• Recruit Academy: On June 14, 2019 the Fire Department graduated seven new recruits
after a ten-week entry-level recruit academy. This academy is the largest group of cadets
to complete the recruit academy in over twenty years and the first entry-level recruit
academy held by the Department in recent history.
• Fire Station Facilities Support: Beyond the day-to-day operations of maintaining and
supporting the City’s fire stations, the Fire Department supported the 2017-19 Major City
goal of Climate Action by assisting our partners in Administration and Utilities through
their effort to install solar panels above the rear parking lot located at Station 1, which
are schedule to be installed late Summer 2019.
• Emergency Preparedness and Assistance: In the spring of 2019 staff entered into a
contract with an emergency management consultant to update the City’s existing
Emergency Operations Plan. The existing plan was created in 2011 and is in need of a
major update to improve the City’s ability to manage a major disaster, promote City-wide
resiliency and conform with new industry standards and best practices. The consultant
will also conduct training for key staff on familiarization with the new plan. In addition to
emergency preparedness, the Fire Department deployed multiple staff members to a total
of ten mutual aid-incidents across the state in 2018, which was down from thirty-one the
year before. This reduction in response was directly tied to the high number of vacancies
and workers compensation injuries in 2018. The department requires a minimum number
of available staff members to remain local to maintain minimum staffing levels provided
to the community and lacked the staffing to respond to numerous mutual-aid requests.
2017 2018 % Change
Total Mutual Aid Responses3 62 17 -73%
Gross Mutual Aid Revenue4 $1,631,058 $ 456,542 -72%
3 Total Responses include multiple responses to single incidents
4 The Fire Department receives reimbursement through the California Fire Assistance Agreement (CFAA) for the
costs associated with sending staff to these incidents and administering the program.
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Item 8
2018-2023 Strategic Plan
On August 21, 2018 the Fire Department presented its first Strategic Plan (“Plan”) to the City
Council (Attachments A). The Plan was created 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. The
Plan also forms the framework for the development of the department’s one-year operational
plans. Provided below is an overview of the both the first operational plan and the intended
2019-20 operational plan (Attachment B).
2018-2019 Operational Update:
In the first year of the plan, staff intended to initiate 75% of the Plan’s identified strategies and
ultimately the Department was able to initiate 49%. A significant contributor to the lower
number of initiated strategies was due to the retirement of the Fire Chief in October and limited
capacity of the existing staff until Fire Administration staffing levels returned to normal at the
end of 2018-19. Of the initiated strategies, staff successfully completed one while making
significant progress on several others listed in the 2018-19 Operational Plan. A detailed summary
of the initiated and completed items, including status updates, can be viewed in the 2018-23
Strategic Plan Action Tracker (Attachment C). Highlighted below is an overview of the progress
that staff made in the first operational year.
Number %
Strategies Complete 1 2%
Strategies 76-99% Complete 3 6%
Strategies 51-75% Complete 6 13%
Strategies 26-50% Complete 7 15%
Strategies 1-25% Complete 6 13%
Strategies Not Yet Initiated 21 51%
2019-2020 Operational Plan:
To continue making progress towards completing the strategies and objectives under the five
strategic directions of the Plan, the department finalized the 2019-20 Operational Plan which
outlines all the strategies intended to be continued or initiated during year two. Despite staff’s
limited ability to initiate all the intended strategies planned for 2018-19, the Department will
have increased capacity to make progress towards these goals due to filled vacancies and will
continue to initiate these strategies as originally planned. In addition to the Operational Plan
Strategic Goals, the Department will be participating in the update of the Safety Element of the
General Plan as the City’s Adaptation and Resilience Plan funded through a $400,000 grant from
Caltrans.
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Background
Previous Council or Advisory Body Action
City Council received and filed the Fire Department’s Five-Year Strategic Plan on August 21,
2018. At this meeting staff provided an overview of the 5-year plan and targeted actions for FY
2018-19.
Public Engagement
The public will have the opportunity to submit comment at the meeting regarding this item. The
Department also conducted extensive public outreach during the formation of the Strategic Plan.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2018-19 and 2019-20
Funding Identified: Yes
The Fire Department is funded through the General Fund’s annual budget appropriation adopted
by the City Council. All activities within the report are covered through the annual program
allocations as outlined in the City’s Financial Plan.
ALTERNATIVES
The City Council could choose to not receive and file the report. This is not recommended as the
report provides a record of essential statistics and trends that are important for policy makers and
the public awareness in our community.
Attachments:
a - READING FILE 08-21-2018 Item 1 - Fire Dept 5-year strategic plan 2018-2023
b - SLO City Fire Operational Plan 2019 to 2020
c - 2018-23 Strategic Plan Action Tracker
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1 ConsulƟng Sales Staffing Support SLO CITY FIRE OPERATIONAL PLAN 2019‐2020 The Strategic Plan forms the framework for the development of the department’s one‐year OperaƟonal Plan. AŌer the iniƟal formaƟon of the Strategic Plan staff collaborated to idenƟfy specific strategies in the Plan that would be iniƟated in each fiscal year. The worksheets that follow capture the Strategies intended to be conƟnued or iniƟated in 2019‐2020. Packet Pg. 167Item 8
21 ConsulƟng Sales Staffing Support Page 2 of 6 2019‐2020 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 1 ConnecƟng with our Community Strategic ObjecƟve 1.1 Establish Meaningful Fire PrevenƟon EducaƟon and Programs Strategy 1.1.1 Enhance opportuniƟes for the community to provide feedback to the Department Aggson Strategy 1.1.3 Work with communicaƟons specialists to develop “our service story,” a consistent and credible message about our purpose, mission, values and performance measures/outcomes Aggson Strategy 1.1.4 Increase uƟlizaƟon of website to communicate “our service story” Timpano Strategic ObjecƟve 1.2 Establish Strong Community EducaƟon 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 ciƟzen and business self‐sufficiency during a disaster Aggson Strategy 1.2.2 Develop mulƟmedia educaƟon and communicaƟons plan based on assessment of local emergency response acƟvity and environmental issues Aggson Strategy 1.2.3 Implement ciƟzen fire academy with a goal of increasing public knowledge and understand‐ing of fire department services Hais 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 faciliƟes educaƟon program to increase meaningful cross‐department relaƟons and enhance City employee emergency and disaster planning preparedness Hais Strategy 1.2.4 Implement a fire academy for local media with a goal of creaƟng a foundaƟonal understand‐ing of fire department services and operaƟonal prioriƟes Hais Strategy 1.1.5 Ensure all department members are capable, telling “our service story” Aggson 2019‐2020 OPERATIONAL PLAN WORKSHEETS Packet Pg. 168Item 8
31 ConsulƟng Sales Staffing Support Page 3 of 6 2019‐2020 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 1 (conƟnued) ConnecƟng with our Community Strategic ObjecƟve 1.3 Establish Meaningful Fire PrevenƟon EducaƟon and Programs Strategy 1.3.1 Partner with Downtown AssociaƟon and vendors to enhance safety and preparedness at Farmers’ Market Beres Strategy 1.3.2 Partner with property owners, renters, and allied City Departments to enhance fire safety in the home and workplace Brown Strategy 1.3.3 Partner with business owners to increase awareness and acƟons to support safe pracƟces in businesses, including but not limited to occupancy loading adherence, safe pracƟces, and maintenance Maggio Strategic DirecƟon 2 ConƟnuously EvaluaƟng Programs and Service Delivery Strategic ObjecƟve 2.1 Collaborate to implement programs to reduce instance and severity of fires and to enhance survivability Strategy 2.1.1 Partner with City AdministraƟon, Community Development, Parks & RecreaƟon, Public Works, regional stakeholders and property owners to develop open space and defensible space inspecƟon and miƟgaƟon program Maggio Strategy 2.1.3 Maximize use of grant funding and other partnerships to reduce the local cost of fuel reducƟon efforts Maggio Strategy 2.1.5 Partner with all City departments and the County of San Luis Obispo to create a regional Local Hazard MiƟgaƟon Plan (LHMP) BlaƩler Strategy 2.1.2 Partner with Community Development, Public Works, and UƟliƟes to maximize efficiencies and customer saƟsfacƟon in development related acƟviƟes such as plan check and building inspecƟons Maggio 2019‐2020 OPERATIONAL PLAN WORKSHEETS Packet Pg. 169Item 8
41 ConsulƟng Sales Staffing Support Page 4 of 6 2019‐2020 OPERATIONAL PLAN Strategy Leader Strategic ObjecƟve 2.2 Maximize efficiencies through technology and reengineering Strategy 2.2.1 Implement electronic records system for all emergency response, plan review, and fire construcƟon and fire life‐safety inspecƟon acƟviƟes (for Fire PrevenƟon and Emergency Response inspecƟon programs) Maggio Strategy 2.2.2 Implement online fire prevenƟon self‐inspecƟon 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 AƩorney’s Office to develop documentaƟon best pracƟces guidelines and training Berryman Strategic ObjecƟve 2.3 Enhance and engage staff professional development Strategy 2.3.1 Explore opportuniƟes to increase quality training programs to staff Aggson Strategic ObjecƟve 2.4 Assess and implement internal process improvement Strategy 2.4.1 Develop and maintain clear, current wriƩen standards with healthy, producƟve partnership between Labor and Department leadership Aggson Strategy 2.4.3 Revise aŌer‐acƟon incident assessment and implementaƟon 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 criƟcally assess when the use of lights and sirens are necessary based on incident type Aggson Strategic DirecƟon 2 (conƟnued) ConƟnuously EvaluaƟng Programs and Service Delivery Strategy 2.3.2 Implement strategies and technologies to provide training to emergency response crews without negaƟve impacts to response Ɵmes Deputy Chief Strategy 2.4.4 Assess expanded use of all apparatus, including Medic‐Rescue 1 BaƩalion Chief 2019‐2020 OPERATIONAL PLAN WORKSHEETS Packet Pg. 170Item 8
51 ConsulƟng Sales Staffing Support Page 5 of 6 2019‐2020 OPERATIONAL PLAN Strategy Leader Strategic DirecƟon 3 Analyzing Relevant Data to Inform Decision Making Strategic ObjecƟve 3.1 Analyze emergency response and fire prevenƟon services data trends Strategy 3.1.1 Assess workload impacts on emergency response crews given steady increase in emergency response call volume Aggson Strategic ObjecƟve 3.2 Strategy 3.2.1 Develop inventory and budget forecast plan for all durable equipment BlaƩler Strategic DirecƟon 4 Improving OrganizaƟonal Culture, Sustainability, and Health Strategic ObjecƟve 4.1 Establish an open, respecƞul, inclusive and healthy work environment throughout the enƟre department Strategy 4.1.1 Establish a trust‐based relaƟonship between Labor and Department leadership with enhanced consistency and formality of meeƟngs with candid, forthright, regular dialogue and collaboraƟon Aggson & GuƟerrez Strategy 4.1.2 Partner with Human Resources and prioriƟze training funds to implement programs designed to improve organizaƟonal culture Aggson Strategy 4.1.3 Partner with Human Resources to maximize the recruitment and retenƟon of employees who embrace our service focused mission and aspiraƟonal healthy workplace culture Aggson Establish and/or confirm apparatus and equipment replacement plan Strategy 3.2.2 Evaluate light duty fleet to maximize use Vargas Strategy 4.1.4 InsƟtuƟonalize department‐wide expectaƟons for shared accountability and honesty embraced by all employees and thoughƞully enforced by all supervisors Aggson Strategy 4.1.5 Establish a system to reward retenƟon and employees and/or work teams who make significant contribuƟons BlaƩler Strategy 4.1.6 Establish an annual employee recogniƟon program to capture acts of heroism, significant contribuƟons, promoƟons, and other employee milestones to be celebrated Aggson Strategy 3.1.2 Create a system for prioriƟzing compeƟng workday expectaƟons for emergency response crews BaƩalion Chief 2019‐2020 OPERATIONAL PLAN WORKSHEETS Packet Pg. 171Item 8
61 ConsulƟng Sales Staffing Support Page 6 of 6 Strategy Leader 2019‐2020 OPERATIONAL PLAN Strategic DirecƟon 5 SupporƟng Fiscal Sustainability in Department OperaƟons Strategic ObjecƟve 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 BlaƩler Strategic ObjecƟve 5.2 Evaluate New Ways of Doing Business Strategy 5.2.1 Analyze and propose staffing and resource levels to meet plan review and construcƟon inspecƟon service delivery goals, or amend goals to align with staffing levels Maggio Strategy 5.2.2 Explore cooperaƟve agreements to maximize training fund effecƟveness Aggson Strategic ObjecƟve 5.3 Maximize Revenue GeneraƟon Strategy 5.3.1 Support cerƟficaƟon training that facilitates revenue generaƟng mutual aid deployments Aggson Strategy 5.3.2 Expand fee‐for‐service medical standby for local events that have the potenƟal to significantly impact normal daily staffing Hais Strategy 5.3.3 Explore opƟons to bring to Council regarding fee for services related to non‐emergency assistance provided to care faciliƟes Fox 2019‐2020 OPERATIONAL PLAN WORKSHEETS Packet Pg. 172Item 8
San Luis Obispo City Fire Department
2018‐2023 Strategic Plan
Strategic Action Tracker as of June 7, 2019
Percentage Complete Strategy Operational Year
Initiated
Strategy
Leader Status Comments
75%1.1.4. Increase utilization of website to communicate “our service story”2018‐19 Timpano Meetings ongoing to update website.
50%1.2.1. Re‐vision disaster preparedness programs (formerly Community
Emergency Response training or “CERT”) to meet current community needs for
increased citizen and business preparedness and self‐sufficiency during a
disaster
2018‐19 Aggson Rotating disaster preparedness road‐show throughout community to promote
disaster preparedness and resiliancy. First Disaster Preparedness/Safety Forum
will occur on September 12, 2019 in the Libary Community Room.
50%1.2.2. Develop multimedia education and communications plan based on
assessment of local emergency response activity and environmental issues
2018‐19 Aggson Submitted for Fire Safe Council grant money to produce Ready Set Go video for
SLO. Developed set of disaster preparedness topics with handouts. Sept 12th, 1st
Disaster Preparedness/Safety Forum
20%1.2.3. Implement citizen fire academy with a goal of increasing public
knowledge and understanding of fire department services
2018‐19 Hais On May 30, 2019 the Fire Department’s labor group sponsored a Fire 101 course
for City and Community Leaders. During this time, attendees had the opportunity
to learn the emergency operational services the department provides and
participated in several training evolutions including a live‐fire drill. This program
will build into both a citizen and media academy
20%1.2.4. Implement a fire academy for local media with a goal of creating a
foundational understanding of fire department services and operational
priorities
2018‐19 Hais See 1.2.3
50%1.2.5. Explore expansion of lay person medical training program such as public
CPR and first aid
2018‐19 Berryman Conducted hands‐only CPR trainig for City employees and exploring offering
training at Disaster Preparedness/Safety Forums or other public events
85%1.2.6. Expand fire crew / City facilities education program to increase
meaningful cross‐department relations and enhance City employee emergency
and disaster planning preparedness
2018‐19 Hais Staff at several City facilities completed emergency/disaster preparedness training
in FY 2018‐19. Staff is developing plan for ongoing program city‐wide.
75%1.3.1. Partner with Downtown Association and vendors to enhance safety and
preparedness at Farmers’ Market
2018‐19 Beres Fire Inspector is regularly attending monthly Downtown Association meetings.
Checklist with vendors developed by several stakeholders put together, adopted
and rolled out in Spring of 2019. Inspections are complaint based but in general
have quarterly inspections. New vendors need to be identified and provided by
City FD prevention.
10%1.3.2. Partner with property owners, renters, and allied City Departments to
enhance fire safety in the home and workplace
2018‐19 Brown Service is currently done as requested and the Prevention Bureau is developing
improvement of service.
75%1.3.3. Partner with business owners to increase awareness and business‐
initiated actions to support safe practices in businesses, including but not
limited to occupancy loading adherence, safe practices, and maintenance
2018‐19 Maggio Part of exisiting annual inspection program. Current and ongoing. Staff will work
to increase disaster prep awareness as part of inspections.
35%2.1.1. Partner with City Administration, Community Development, Parks &
Recreation, Public Works, regional stakeholders and property owners to
develop open space and defensible space inspection and mitigation program
2018‐19 Maggio ommittee formed between Parks & Recreation Ranger Services, Natural Resources
Manager, Fire Marshal, Fire Chief and Administrative Analyst to facilitate wildfire
mitigation programs. Fire Safe Council focus group formation within the City
currently being formed. A Community Wildfire Protection Plan is also close to
being completed.
90%2.1.2. Partner with Community Development, Public Works, and Utilities to
maximize efficiencies and customer satisfaction in development related
activities such as plan check and building inspections
2018‐19 Maggio Fire Marshal acted as interim building official and continued relationships and
coordination with other departments. Staff continue to evaluate opportunities to
streamline plan check programs.
75%2.1.3. Maximize use of grant funding and other partnerships to reduce the local
cost of fuel reduction efforts
2018‐19 Maggio Fire Safe Council relationships and grant programs currently being developed and
utilized
75%2.1.5. Partner with all City departments and the County of San Luis Obispo to
create a regional Local Hazard Mitigation Plan (LHMP)
2018‐19 Blattler Update currently in process. Draft plan anticipated completion date of 6/2019 and
ready for agency adoption 12/2019.
30%2.2.2. Implement online fire prevention self‐inspection program for low‐risk
occupancies (initiate 2018‐2019)
2018‐19 Maggio A draft 25‐point inspection template has been developed and IT created an
inspection form. Fire is working on a list of beta‐test businesses and a certificate
of completion.
10%2.2.3. Develop peer‐review program to ensure completeness of emergency
response reports and partner with City Attorney’s Office to develop
documentation best practices guidelines and training (initiate 2018‐2019)
2018‐19 Berryman A team has been identified for this effort.
25%2.3.1. Explore opportunities to increase quality training programs to staff
(initiate 2018‐2019)
2018‐19 Aggson Brought State Fire Marshall Company Officer, Chief Officer and Executive Chief
Officer series courses to the County. Hosted the Executive Chief Officer Class in
SLO. Reimagined the Recruit Academy to focus on task level instruction v.
classroom. Additionally, staff is exploring a partnership with Allen Hancock
College to provide fire related instruction on site to reduce training costs and
provide potential revenue.
80% 3.2.1. Develop inventory and budget forecast plan for all durable equipment
(initiate 2018‐2019)
2018‐19 Blattler As part of the 2019‐21 financial plan, City Council adopted a public safety
equipment replacement program funded through previously earmarked liability
funds. This new program allows the City to fund required equipment purchases
including emergency response personal protective equipment and essential
medical and rescue supplies. Continueing to work to create forecast plan for
remaining durable equipment
50% 4.1.6. Establish an annual employee recognition program to capture acts of
heroism, significant contributions, promotions, and other employee milestones
to be celebrated (initiate 2018‐2019)
2018‐19 Aggson Department Management is working closely with Labor Committee to establish
policy and guidelines for recognition of superior work and heric effort.
75%5.1.1. Implement robust risk management, health, and fitness programs
designed to reduce preventable employee injuries and improve morale (initiate
2018‐2019)
2018‐19 Blattler City Council approved funding a pilot program to implement Firefighter Injury
Reduction and Wellness program for the 2019‐21 Financial Plan.
100%5.1.2. Assess hiring practices based on current CALPERS data, to include
assessment of entry‐level firefighter recruitment, hiring, and training (initiate
2018‐2019)
2018‐19 Aggson Staff completed a newly developed ten‐week recruit academy preparing 7 entry‐
level recruits for emergency response responsibilities. This new program enabled
the Fire Department to hire PEPRA employees and lowers the retirement
obligations from the City.
50% 5.2.2. Explore cooperative agreements to maximize training fund effectiveness
(initiate 2018‐2019)
2018‐19 Aggson See 2.3.1
25%5.3.1. Support certification training that facilitates revenue generating mutual
aid deployments (initiate 2018‐2019)
2018‐19 Aggson Several members became company officer and chief officer certified. Non‐
suppression staff have completed training and one staff member used new
certification to respond to a mutual aid incident.
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7/2/2019 Item 8 ‐ Staff Presentation
1
San Luis Obispo City
Fire Department
Annual Update
Overview
2018-19
Fire
Department
Annual
Update
2018-23
Strategic
Plan
Update
Questions
1
2
7/2/2019 Item 8 ‐ Staff Presentation
2
2018-19 Annual Update
Major
Accomplishments
Key Statistics
Major Accomplishments
Fire Administration
Transitioned to a new Fire Chief
Hired a new Deputy Fire Chief
Finalized succession agreement for
emergency services to Cal Poly
Awarded FEMA Emergency
Management Institute Grant
3
4
7/2/2019 Item 8 ‐ Staff Presentation
3
Major Accomplishments
Emergency Response
Completed 7 person entry-level recruit
academy
Completed Battalion Chief, Captain and
Engineer promotional testing and placement
Replacement Strike Team Leader vehicle
primarily utilized for Mutual Aid response
placed into service
Replaced Engine 3 with new modern Fire
Apparatus
Major Accomplishments
Climate Action
Purchased replacement of Engine 3 which will produce
drastically lower emissions than the current Engine 3,
which was purchased in 2003.
Coordinated with the Sustainability Manager and
Utilities department to install solar panels in the parking
lot behind Fire Station 1.
Ensured climate action goals are part of the Multi-
Jurisdictional Hazard Mitigation Plan update currently
being developed at the County level.
5
6
7/2/2019 Item 8 ‐ Staff Presentation
4
Key Statistics (2018 Calendar Year)
Emergency Response
5,856 Total Responses
3,521 Rescue and Medical Responses
149 Fire Incidents
306 Responses to Cal Poly
Total Response Time (TRT) Goal
Met TRT goal of 7 minutes or less to 79.2% of all lights-
and siren calls
10.8% under goal of 90%
Training
6,636 total emergency response training hours
Increased of 16% from 2017
1%
2%
5%
9%
11%
13%
13%
15%
30%
Outside gas oir vapor combustion explosion
Equipment Fire
Vehicle Fire (Mobile, RV, Rail, Aircraft, Freight)
Vehicle Fire (Passenger)
Vegitation Fire
Structure Fire
Cooking Fire
Fire, Other
Rubbish (Trash) Fire
0 5 10 15 20 25 30 35 40 45 50
Count - By Number
2018 Fire Breakdown By Type
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Key Statistics (2018 Calendar Year)
Hazard Prevention
3,611 Fire and Safety Inspections
810 Building Plan and Development Plan Reviews
21 Fire Investigations
Increased the number of inspections in multi-family
dwellings and transient facilities (hotels, motels)
Fire Marshal Maggio assisted CDD as interim Building
Official
2018-2023 Strategic Plan
2018-19 Operation Plan Recap
2019-20 Operational Plan
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2018-19 Operation Plan Recap
Initiated 49% of the identified
strategies in the 5-year Plan
2018-19 Operation Plan Recap
Changed hiring practices by completing new
entry-level recruit academy (5.1.2)
Re-vision community disaster preparedness
program (1.2.1)
Partner with Downtown Association and vendors
to enhance safety at farmers market (1.3.1)
Partner with all City Departments and the County
of San Luis Obispo to create a regional Hazard
Mitigation Plan (2.1.5)
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2018-19 Operation Plan Recap
Develop Inventory and budget forecast
plan for durable equipment (3.2.1)
Implement robust programs to reduce
preventable employee injuries and
improve moral (5.1.1)
Explore Cooperative agreements to
maximize training fund effectiveness
(5.1.2)
2019-20 Operational Plan
Continuation of 2018-19 Operation Plan
Strategies yet to be completed
Initiation of several strategies from 2018-19
and additional strategies planned for 2019-
20
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Questions and
comments…
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