S hare red F Fire re Managem emen ent U Upda pdate DAVIS - - PowerPoint PPT Presentation

S hare red F Fire re Managem emen ent U Upda pdate

DAVIS & & UC DAVIS FIRE D E DEP EPARTM TM EN ENTS DA DAVIS C CITY CO COUN UNCI CIL APRIL 1 5 , 1 5 , 2 0 1 4 2 0 1 4

MIS S ION ON, V VIS ION ON, VALUES ES ALIGNM NMENT NT

Our Vision: To ensure excellence in the shared delivery of fire and medical services that will enhance the quality of life in our distinct communities. Our M ission: To provide inspiring leadership and unified oversight of all-risk life safety services to our communities with professionalism and excellence.

MI MIS S ION, N, VIS ION, N, V VALUES A ALIGNM NMENT NT

We Value: Honesty as represented by our actions and words. It is the foundation of accountability and will be the compass that guides us; Integrity in delivering service to the public that is exemplified by the transparency with which we conduct business; Respect at the core of all we do for those we serve in the community and in the station – we will foster a culture that is inclusive, professional, and embraces diversity; Innovation in recognizing changes to our society and its needs, we will seek creative opportunities to be on the leading edge of creating a sustainable future while honoring the history, and noble traditions, of our profession.

S T AT ATION VI VIS IT ITS

• Concern over the study and move of Station 31. The new shared management

team agreed that the study should be conducted internally and that moving the station out of the downtown core would reduce service to the highest call volume portion of the community.

• Concern over a lack of labor representation on entry-level firefighter hiring

interview panels. The shared management team agreed that labor representatives should be included in the entry level process and they were added to the panels.

• Concern over the continued participation of the former interim Fire Chief in the

management and decision making processes of the new shared management team. Shared management agreed that in order to have the best opportunity for long- term success, and to establish the new team’s autonomy, the consulting agreement with the former interim Chief contract was phased out.

S T ATI TION V VIS ITS TS

• Concern over three vs. four person staffing. Shared command staff reminded personnel that

staffing is a policy decision of the Council, as elected to represent the citizens of the community. Staffing levels are based on a community’s risk, the community’s willingness to accept risk, and the community’s desire to pay for the chosen level of service. Shared management staff will continue to report incident outcomes to the City Council.

• During our second round of station visits, issues related to payroll associated with contract

imposition were significant. Shared management staff have been working regularly with City HR, finance, and payroll staff to resolve the issues and continue to closely monitor the situation.

• Lastly, personnel were curious what our “ plan” was moving forward. This question was

challenging to answer in the first two months of the agreement, as we were still trying to fully understand all the issues that needed to be addressed. Since that time we have established a list

• f goals for the upcoming year and we have several projects underway that will be shared in more

detail later in this report.

REAL ALIGNMENT O OF S HAR ARED MANA ANAGEMENT T TEAM AM RES PONIS IS BIL ILIT ITIE IES

In this revised responsibility matrix, the Fire Chief is responsible for the business functions of the fire departments, the Deputy Fire Chief

• f Training & Safety manages a wide variety of training and safety

programs, and the Deputy Fire Chief of Operations manages mission critical deployment issues and directly supervises the three shift Division Chiefs. The shift Division Chiefs have the responsibilities of: Logistics and Support Services, Community and Agency Preparedness, and Special

• Operations. The Division Chief/ Fire M arshal retains the same

responsibilities that existed pre-agreement.

MUL UL TI TI-COMP ANY ANY D DRILLS

MUL UL TI TI-COMP ANY ANY D DRILLS

In January all three shifts of both DFD and UCDFD came together at the new Castilian multi-family dwellings to start increasing the operational compatibility

• f the two agencies. This training activity provided the opportunity to:
• Familiarize all crews with this new construction
• Hone skills for advancing hose lines up stairwells
• Improve truck company operations/ aerial ladder spotting in narrow driveways
• Truck company considerations in multi-family stairwells
• And providing an opportunity to practice practical applications involving a three-

person company

Curr rrent P Projects f for r DFD

CURRENT P PROJ ECTS TS

Entry-level firefighter hiring process:

• First round of interviews have been completed.
• Second round of interviews is being scheduled for April.
• Final hiring will not occur until after the sales tax vote in June, as three firefighter positions are on the

budget cut list if that initiative isn’t successful. Firehouse RM S transition:

• Firehouse records management system was purchased by DFD in 2013, but never installed.
• Shared management staff is in the process of bringing the new system online with an estimated go-

live date of July 1, 2014.

• The new system has a great deal of capabilities, including the ability to use a mobile app for

completing inspections, an analytics tool to monitor response time compliance, and many other reporting tools that will help improve the data records of the organization.

• UCDFD has been using this system for over 10 years with great success.

CURRENT P PROJ ECTS TS

Station maintenance and repair

• During station visits it was obvious that furnishings in all stations are out date and in a general

state of disrepair.

• Station 31, has outlived its useful life generally speaking and is plagued with a myriad of issues.

It is the shared management team’s recommendation that a significant remodel, or demolish and re-build in place, of the station occur in the very near future. FY14-15 work plans

• All chiefs have been asked to prepare work plans for the FY 14-15 for their respective bureaus,

divisions, and program areas.

• The work plans will have S.M .A.R.T

. goals and will be reviewed for progress at a mid-year work status review. A comprehensive review of work plan achievements will be shared publicly in the 14-15 DFD annual report.

CURRENT P PROJ ECTS TS

FY13-14 annual report

• An important part of moving DFD forward is strengthening its brand and reputation in the
• community. The shared management team has begun work on a FY13-14 annual report for DFD

that will highlight accomplishments, giving back to the community.

Goals M Movi ving Forward

201 2014-2015 D DEP EP AR TMEN ENT GOA OALS

• Complete a Standard of Cover document
• Complete a Strategic Plan that will carry the department through the

year 2020

• Complete revisions to the department policy manual
• Complete revisions to the department SOG manual
• Transition the department’s RM S to Firehouse in alignment with

UCDFD for coordinated/ integrated record keeping, daily staffing information, and standardized incident reporting

201 2014-2015 D DEP EP AR TMEN ENT G GOALS LS

• Bolster the department’s community outreach and education programs
• Place significant emphasis on the Emergency M anagement and Community

Preparedness portion of the Department’s mission

• Begin work towards agency accreditation through the Center for Public Safety

Excellence

• Continued exploration of county-wide shared service for prevention and arson

investigation

• Continued support and participation in the West Valley Regional Fire Training

Consortium

• Begin a comprehensive effort to establish a department-wide professional

development program that meets or exceeds industry standards

BOUNDAR ARY DR DROP P UPDATE

BO BOUNDARY DROP U P UPD PDATE TE

09/ 09/ 12 – 03/ 19/ 13 (Pre Boundary Drop)

M ove up of Engine 32 to cover Station 31: 106 M ove up of Engine 33 to cover Station 31: 100 Responses of E32 to cover simultaneous calls in E31’s first in area: 41 Responses of E33 to cover simultaneous calls in E31’s first in area: 66 Response of E34 to cover simultaneous calls in E31’s first in area: 6

BO BOUNDARY DROP U P UPD PDATE TE

09/ 09/ 13 – 03/ 19/ 14 (Post Boundary Drop) M ove up of Engine 32 to cover Station 31: 14 86.8% Reduction M ove up of Engine 33 to cover Station 31: 17 83% Reduction Responses of E32 to cover simultaneous calls in E31’s first in area: 29 29.27% Reduction Responses of E33 to cover simultaneous calls in E31’s first in area: 43 34.85% Reduction Response of E34 to cover simultaneous calls in E31’s first in area: 50 833.33% Increase

FIRE RE O OPERA RATIONS UPDATE

F S S TRE REET F FIRE RE

F Street 12/ 30/ 2013 3:59 AM Unit ID Arrival Arrival Sequence Chronology of Personnel On- Scene E31 4:04:46 AM First on Scene 3 R31 4:05:18 AM Second on Scene – 0:33 5 E34 4:06:36 AM Third on Scene – 1:50 8 E32 4:06:54 AM Fourth on Scene – 2:08 11 TR34 4:07:08 AM Fifth on Scene – 2:22 15 E33 4:09:40 AM Sixth on Scene – 4:54 18 BC31 4:13:02 AM Seventh on Scene – 8:16 19

LIL LILLARD F FIR IRE

Lillard Street 12/ 26/ 2013 10:29 PM Unit ID Arrival Arrival Sequence Chronology of Personnel On-Scene E33 10:35:03 PM First on Scene 3 R31 10:36:47 PM Second on Scene – 1:44 5 E31 10:37:04 PM Third on Scene – 2:01 8 E34 10:37:59 PM Fourth on Scene – 2:56 11 TR34 10:38:11 PM Fifth on Scene – 3:08 14 BC31 10:39:50 PM Sixth on Scene – 4:47 15 E32 10:40:56 PM Seventh on Scene – 5:53 18

OBS E S ER VATIONS NS

Impacts of the Addition of Engine 34 to Structure Fires:

F Street – With the addition of Engine 34, an additional 3 fire personnel and 1 fire apparatus arrived on scene 1 minute and 50 seconds after the first due company. Lillard – With the addition of Engine 34, an additional 3 fire personnel and 1 fire apparatus arrived on scene 2 minutes and 56 seconds after the first due company.

Notes:

Additional data would need to be collected through radio traffic time stamps to accurately express the differences, had the engines been staffed with 4 personnel versus 3.

LETTER R OF S S UPP PPOR T FROM E EDCFP FPD

Ques uestions

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