CC 2017-05-23_12a FCFA Five Year Strategic PlanFive Year Strategic Plan
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Based on 2015 SWOT
Evolved into more than a Strategic Plan
Identified:
Framework
Work Plans
Timelines
Cost Estimates
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Existing Conditions
Current State
Based on what we know today, how should we plan for the future?
Aging Fleet - no replacement funding
Capital Equipment – no replacement funding
Staffing shortfalls
Increasing Call Volume *
Aging Population *
Current & Future Development *
With what we know, what do we need?
Call Volume – past trend was 3% year over year. In 2016, calls for service increased 6%.
Call Trends – With nearly 70% of call volume being Emergency Medical in nature, are we best equipped to provide the most appropriate level of service (BLS vs ALS)
Aging Population – As we age, we develop more medical issues. Additionally, older residents require public assistance call response (lifting a loved one back into bed, dealing with a
smoke detector, etc.) This has an impact on calls for service.
Current & Future Development – As the member communities consider development, they must account for impacts to all services including Fire/EMS. This will drive staffing levels and needed
apparatus/equipment types.
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Existing Conditions
Community Risk
Earthquake Dam Failure/Inundation Tsunami/Coastal Flooding
Wildfire Oil and Gas Pipelines Highways 1 & 101
Railroad Diablo Canyon NPP Oceano Airport
Sanitation Dist. Agriculture Processing Manufacturing
FEMA Hazard Mitigation Plan
Bolded Items – Identified in FEMA approved Multi-Jurisdiction Hazard Mitigation Plan
Other threats are more regional in nature.
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Existing Conditions
Community Risk (Routine)
Medical Emergencies
Vehicle Accidents and Extrication
Wildland Fire
Structure Fire
Hazardous Materials
Medical Emergencies – As I shared a moment ago, Medical Emergencies account for nearly 70% of total call volume. As included in the main document, it is important to note that on any
given day, there are only 14 ambulances in service for all of SLO County (with fewer in the evening hours). This requires a continuing and well equipped fire department response. Given
a 70% response factor, the strategic plan also discusses the potential conversion from Basic Life Support (EMT) to Advanced Life Support (Paramedic) capability for the department.
- Administration of fluids and medications
- Advanced cardiac monitoring including cardioversion
- Advanced airway management
Wildland Fires - Designated open space is a desirable development component. It also presents a wildland fire threat to the adjacent residential development. Associated with the ongoing
homelessness issues, the department has responded to multiple “warming” fires in the open space areas over the past year.
Structure Fires – In the document is a summary of response activity. In 2016, the department responded to over 80 working fires (all types). It is worthy to share that the science of
fire behavior has significantly changed with the advent of modern/lighter building materials, the use of synthetic materials in home furnishings, and the architectural popularity of
more “open” floorplan design. Additionally, National Fire Protection Agency standards (based on research) require 15 firefighters to respond to a residential structure fire within 8
minutes to minimize damage. On a daily basis, the FCFA has 10 people on duty (including 2 Battalion Chiefs). While fire sprinklers are a proven method of limiting the spread of a fire,
the synthetic materials burn at a very high temperature and the open space design allows for faster fire spread.
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The Process
Retained Virtual CEO:
Quad Strat Assessment & Survey
Facilitated two day planning session
Working Group:
Employees
Board Representative
Community Members (“validators”)
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The Framework
Organizational Effectiveness:
Develop IT Master Plan
Develop Master Training Plan
Develop Firefighter Wellness Program
IT Master Plan – Whether public safety or a private business, technology is a needed tool to deliver an acceptable level of service
Connectivity – internet connections between the fire stations is slower than what you have at home (addressed in FY 2017/2018 budget)
Telephones – the organization is dependent upon an antiquated phone system that fails during power failure (FY 2018/2020 budget)
Wi-Fi Connectivity – The use of mobile devices by personnel and installed on the fire apparatus requires wireless connectivity (FY 2018/2020 Budget)
Cloud Based Reporting – Migration from a server-based solution to a cloud based solution (funded initially with Homeland Security Grant)
Master Training Plan – This is a young organization, and has not had the opportunity to develop comprehensive programs. By working collectively, this will be accomplished by developing
and implementing a Succession Planning Program.
Firefighter Wellness Program – This line of work exposes employees to significant levels of toxic substances. Additionally, the US Fire Administration tracks Line of Duty Death statistics.
Over a 10-year period, nearly 55% of reported deaths were due to stress/over-exertion. In 2015 alone, of the 90 reported deaths, 60 dies due to heart attack or stroke (67%). This program
will continue industry standard physical exams and focused physical fitness programs.
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The Framework
Financial Sustainability:
Determine Capital Needs
Create Stakeholder Outreach Plan
Arrive at “End Game” after 5 Years
Capital Needs – The department is grateful that the member communities have secured funding to replace two obsolete fire engines. When the JPA was formed, there was discussion about
the need to establish vehicle and capital replacement funding; but it never happened…This document identifies an initial 5-year average of $800,000 annual contribution to vehicle replacement
and $155,000 annually for capital equipment replacement.
Human Capital – The Firefighter position is currently filled with part time employees. Recruitment, compensation and retention are elements contributing to the failure of this program.
The recruitment of full-time firefighters would allow the consideration of an upgrade to a paramedic level of emergency medical service. The Oceano Fire Station is staffed with one
Captain and a Reserve Firefighter. There is no Engineer position at the station. This staffing deficiency impacts service delivery to the other communities. The document also goes into
greater detail about the development of a fire prevention bureau. This program would provide fee generated revenues that would partially offset costs.
Stakeholder Outreach Plan – This item has to do with community engagement, branding and identity. The formation of the “Friends of Five Cities Fire Authority” has certainly helped with
this topic, but the Board will provide additional direction to staff in the near future.
Arrive at “End Game” after 5 Years – This goal is related to the “Where do we Go from Here?” question related to long term financial contributions (revenue measure, district formation
with related property tax revenue shift, general fund reallocation). Further work on this item will require a financial professional.
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Findings and Recommendations
Work Plan components are both:
Operational
Political
Operational components are feasible but may require additional funding
Staff recommends a qualified firm to complete:
Standard of Cover Study
Operational Audit/Financial Analysis
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What comes next…
Update draft document with results of Compensation Study
FCFA piggy-backed onto a study with Arroyo Grande
Execute work plan components when feasible
Board will adopt the plan at a future date
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Questions?
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