As the attached organizational chart illustrates (Exhibit 1), the following personnel changes are proposed:

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1 CITYO' CHICO 1Nt 182 City Council Agenda Report Meeting Date: March 17, 2015 TO: City Council FROM: Fire Chief Shane Lauderdale, RE: Fire Department Reorganization REPORT IN BRIEF: Recommendation: The Fire Chief recommends that Council authorize the reorganization as outlined in this staff report and authorize the transfer of $25,000 from Fire Department budget category 4000 to Fleet Replacement Fund 932. FISCAL IMPACTS: As the attached organizational chart illustrates (Exhibit 1), the following personnel changes are proposed: A job classification that is presently recognized in the IAFF MOU, Fire Prevention Specialist, will be hired to conduct perm itted occupancy inspections. The Fire Prevention Officer position vacated by a recent retirement will be filled and a Fire Inspector position will be left vacant. A Fire Captain will be promoted to Division Chief of Community Risk Reduction.. A Firefighter vacancy created by the subsequent promotion of a Fire Captain and Engineer will not be filled. The present.74 FTE Office Assistant 11 position will be increased to full-time. It is estimated that $116, savings, when compared to the current organizational structure, will be realized in the first year. Scheduled MOU wage increases over the next three years will ultimately reduce the significant savings that result in the first year, but the overall FTE costs will be reduced when all wage increases are considered. Some of these related savings are a result of shifting the personnel charges from budget , Fire, to budget , Private Development, more correctly reflecting actual staff time use (Exhibit 2) Permit fees and inspection cost reimbursement not presently being collected is estimated to increase General Fund revenue by approximately $100, in FYI 2015/2016. The reorganization does require the addition of one staff vehicle. The cost of the vehicle for use by the Fire Prevention Specialist will not exceed $25, Fire Department Budget Category 4000 has funds saved from the extended personnel vacancy created by a recent retirement that may be transferred to the Fleet Replacement Fund 932 to cover this Capital cost. 11«rn 4 -,2

2 BACKGROUND: Chico Fire-Rescue is continuing to make organizational adjustments necessary to more effectively address the fire and disaster preparedness needs of the Chico community. Analysis of our present community risk profile makes it painfully obvious that the fire prevention measures adopted by the department have limited the number of hostile fires; however, the reality is that very little is being done to reduce the potential for a devastating conflagration in Chico's historic downtown, south campus neighborhoods, and many of the other high-risk fire occupancies in the city. DISCUSSION: Why must we better address the fire and disaster threat potentia/? It is best illustrated by considering the fire prevention and suppression policies of the U.S. Forest Service in the Century. Their well-intended policy of preventing the number of fire starts-"only you can prevent forest fires"-and suppressing every fire while it was small, increased the poten#a/ for explosive forest fires that destroy hundreds of thousands of acres of forestlands each year and cost hundreds of millions of dollars to suppress. Likewise, fire protection models in America continue to rely on reactionary fire response forces to protect communities. This reactive approach to fire protection treats the symptoms but does not provide the cure. A proactive approach to fire protection puts the focus where it belongs-eliminating the risk. Having prevented the number of fires, while failing to reduce the fire and life safety threats to our community and citizens, has also created a false belief that the expensive fire protection model used to protect American communities is no longer needed. On the contrary, until the potential for a major fire and life loss is reduced, an appropriate number of fire response resources must be maintained. So how do we change the hazard profile to lessen the fire and disaster response needs of our community? The first step is a proactive, forward-looking, multi-year commitment to Community Risk Reduction. To this end, Chico Fire-Rescue is proposing a departmental reorganization. While the most significant change is a philosophical shift in focus from reactionary fire protection to Community Risk Reduction, the reorganization also allows for increased fiscal efficiencies. The present and proposed organizational charts are attached and provide the reorganization details. Highlighted below are notable organizational changes: Under the direction of the Division Chief of Community Risk Reduction, who will also serve as the Fire Marshal, a corps of Community Risk Reduction volunteers will be recruited. When fully implemented, these volunteers will be trained to provide public outreach and education in Community Risk Reduction measures to our community, train and organize Community Emergency Response Teams, and act as support staff at going emergencies. A 9 to12 member team of firefighters is being trained in advanced fire cause and arson investigation techniques. This Bureau of Fire Investigation will thoroughly investigate all fires, pursue cost recovery, and ensure fire and arson related crimes are prosecuted. > In 2014 Chico experienced 299 incendiary fires, 3 arrests were made, and noeligible costs were recovered (13009 H&S). Occupancies with regulated uses and commodities will be inspected by a Fire Prevention Specialist, related permits issued, and fees for permits and inspection services collected. 1 Presently, 511 permitted occupancies are in the department's database. It is estimated that between 300 and 500 additional permitted use occupancies exist but have not been identified. The majority of these occupancies have not been inspected jn the last three years, with an estimated $175, per year in uncollected revenue.

3 Ensure state mandated inspections of schools, apartments, hotels, and other life-hazard occupancies are conducted to enforce fire related laws and regulations. + State law allows for all cost associated with mandated inspections to be recovered when the municipality responsible for these inspections elects to collect these costs. Reorganization to increase the emphasis on Community Risk Reduction is only one of the many refinements to the Chico fire and disaster response plan that need to be made within the next two years. A continuing analysis of the department's service delivery model is being conducted presently. Currently being addressed are firefighter training, apparatus redesign, modernization of fire and rescue equipment, and technological im provements needed to ensure our firefighters are highly efficient and effective mission tasked fast response teams. In addition, Fire Priority Dispatching, Emergency Medical Priority Dispatching, and Emergency Medical Dispatching are being explored. P epared y: -*trar@lauderdale, Fire Chief Approved by: MJAO,rft Mark Orme, City Manager DISTRIBUTION: City Clerk (3) ATTACHMENTS: Exhibit 1 - Current and Proposed Organizational Charts Exhibit 2 - New vs. Present Fire Personnel Structure Cost Analysis

4 CITYOFCHICO INC 1871 Fire Current Organizational Structure Operations/ Special Teams Training/Safety Administration/ Prevention/ Life Safety Fire Stations: Emergency Response Daily Activities Staffing Personnel Management Apparatus / Equipment Management Facilities Management Computers/ Communications Pre-Planning Equipment Inventory Dispatch Special Teams: CISM HazMal Rescue SWAT Training: Personnel Training Wellness/Heath & Safety Emergency Medical Services Advanced Life Support - Paramedics Aircraft Rescue Firefighting Firefighter Recruitment Promotional Exams Infection Control Disaster Preparedness/EOC Volunteer Firefighters Operating Procedures Policies Standard Guidelines Payroll Budgeting Purchasing Permits Records Grant Administration Prevention: Alarm/Suppression Systems Water Supply Plan Check / Development Review Fire Code Enforcement Fire Investigation Life Safety: Acronym Kev: CISM - Critical Incident Stress Management CSUC - California State University, Chico EOC - Emergency Operations Center HazMat - Hazardous Materials Team SWAT - Special Weapons and Tactics Public Education Fire Information Juvenile Fire Setter Program CSUC Interns/Prevention Volunteers Exhibit 1 Page 1 of 2 -Current Organizational Structure

5 CITYoFCHICO INC 187Z Fire Chief Proposed Organizational Structure Administrative Analyst Operating Procedures, Policies, Standard Guidelines Payroll Budgeting Records Grant Management Division of Operations Division of Training and Safety Division of Community Risk Reduction Office Assistant 11 Pl Fire Stations: Emergency Response Daily Activities Staffing Personnel Management Apparatus / Equipment Management Computers and Communications Pre-Planning Facilities Management Equipment Inventory Dispatch Special Teams: Training: Personnel Training Emergency Medical Services Advanced Life Support - Paramedics Aircraft Rescue Firefighting Firefighter Recruitment Promotional Exams Disaster Preparedness/EOC Safety: Infection Control Wellness/Heath & Safely rdepartment Safety Committee Community Risk Reduction Volunteers Occupancy Inspections/Permits Fire Code/H&S Code Compliance Fire and Building Code Plan/Review Inspections (New Construction) Fire/Arson Investigation and Cost Recovery Division Chief (1) CISM HazMat Rescue SWAT Acronym Key: CISM - Critical Incident Stress Management CSUC - California State University, Chico EOC - Emergency Operations Center HazMat - Hazardous Materials Team SWAT - Special Weapons and Tactics Fire Prevention Officer (1) Fire Inspector (1) Fire Prevention Specialist (1) Exhibit 1 PaRe 2 of 2 - Proposed Organizational Structure

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