Fresno County Fire Protection District Strategic Plan

STRATEGIC PLAN FOR 2008-2012 Saving Lives and Protecting Property

Fresno County Fire Protection District 2008 2012 Strategic Plan Prepared By Dale W. Letson Battalion Chief Date Reviewed By Steve Lawshe Assistant Chief, Operations Date Recommended By Keith A. Larkin Fire Chief Date Approved By Michael Del Puppo Board of Directors, President Date

Fresno County Fire Protection District Strategic Plan Table of Contents I. Introduction...1 II. Fire District History...2 III. Fire District Revenue History...7 A. Past Revenues...7 B. Existing and Long Term Revenue Opportunities...8 IV. Fire District Review...10 A. External Reviews...10 B. Internal Review...11 V. Mission Statement...12 VI. Vision Statement...12 VII. Fire District Values...12 VIII. Fire District Division and Bureau Statements...13 A. Assistant Chief Operations...13 B. Administrative Officer II Administration...13 C. Safety Officer...13 D. Fire Prevention/Fire Code Enforcement Bureau...13 E. Training/Employee Development Bureau...15 F. Public Information/Media Relations Bureau... 14 G. Emergency Command Center...15 I. Fleet Management Bureau 15 IX. Strategic Goals...16 A. Modernize the Mobile Equipment Fleet...16 B. Achieve National Standards for Firefighter Staffing...17 C. Incorporate New Emergency Dispatch Technology...19 D. Expand the Emergency Response System...20 E. Enhance Prehospital Medical Care to Rural Areas...21 F. Construct a Fire Training Center....22 G. Strengthen Existing and Develop New Service Agreements...23 H. Provide Fire Services in Unprotected Areas...25 I. Increase Fire Prevention and Fire Code Enforcement...25 X. Strategic Actions...27 A. Phase I -- Mobile Equipment Fleet, Dispatching Technology Infrastructure improvements...28 B. Phase II -- Increase District Revenue.........29 B. Phase III -- Reduce Response Time and Increase Staffing...29 C. Phase IV -- Reduce Response Time and Increase Staffing...29 D. Phase V -- Improve Quality of Services...30 E. Phase VI -- Code Enforcement and Expand Response System...31

I. Introduction Over the past several years, the Fresno County Fire Protection District has been in a constant state of change. Change is difficult for everyone involved but is necessary to improve our employees and the services they provide to the public. It is our goal within the Fresno County Fire Protection District to create an organization that is receptive to change. The fire service must develop into a proactive agency rather than a reactive one. If the Fire District does not maintain itself on the leading edge, it will fall into obscurity. The Fire District must be the type of organization where our employees thrive, and the public it serves markedly benefit from the positive change provided. The intent of this document is to design a strategic plan, which maps the future direction of the Fire District in identifying services and the needs of the communities we serve. We must identify the environment we operate in and determine how we are to achieve our goals and objectives collectively and ensure the welfare of the public that we serve. Planning is a continuous process. The challenge faced is to educate our employees and the public on why change is necessary and involve our employees and the communities in embracing and implementing the change. The key is to incorporate change methodically with purpose, planning, and foresight. This five year Strategic Plan should be used as a guiding document to shape the Fire District s five year future. It is also intended to be used as a working document, in that if the Fire District s emergency service needs change within this time span, this document should remain flexible enough to change with those changing needs. 1

II. Fire District History World War I was in full swing in Europe, with forest and agriculture commodities desperately needed as the United States geared up in support of the war. This placed a high demand for Fresno County s agricultural crops, and especially wheat, which needed protection from fire. The Fresno County Fire Protection District was established in 1949 after a series of large devastating fires. Residents formed what was then called the Mid Valley Fire Protection District. The first fire station was constructed at the current Fresno County Fairgrounds at Cedar and Butler Avenues. The Fire District staffed and responded from this single station serving the entire District. In 1950, under the leadership of William Pennington, State Forest Ranger IV, the Mid-Valley Fire Protection District joined what was then the California Division of Forestry and the Unit Headquarters was moved from the Fresno County Fair Grounds to the newly completed facility at Highway 180 and Academy Avenue in Sanger. In 1978, the Fig Garden Fire Protection District contracted with the Department of Forestry for fire protection services, and in the early 1980 s the Friant and Table Mountain Volunteers were added. The cooperative agreements between these entities were consolidated in the early 1990 s under the name Fresno County Fire Protection District. Today, five (5) Special Districts provide fire protection to the unincorporated areas of Fresno County. The Fresno County Fire Protection District (FCFPD) is the largest of these five (5) Districts covering 2,655 square miles, or over 50% of the County which includes the Cities of Parlier, Mendota, Huron, San Joaquin and the rural communities of Tranquillity, Del Rey, Caruthers, Easton, Malaga, Friant, Cantua Creek, Calwa, Prather, Sand Creek and Wonder Valley. The Fresno County Fire Protection District, in cooperation with the California Department of Forestry and Fire Protection (CAL FIRE), provides all risk emergency services from 13 District Staffed Fire Stations and 5 District Paid Call Firefighter Stations. The District operates its fire engine companies with a minimum of 2 3 career Firefighters on duty every day, totaling 48 Firefighters on duty daily providing fire suppression, emergency medical service, rescue, and fire prevention and education to approximately 240,000 people and covering approximately 2,655 square miles. 2

Fresno County has consistently outpaced most of the State in percentage of population increase. The latest data from the 2000 Census shows that the population of California grew by 13.8% from 1990 to 2000. During that same time, Fresno County grew by 19.8%. Growth throughout the decade has continued above State averages and shows no signs of changing. The total population of Fresno County in 2005 was 877,584, with an unincorporated population of 133,804 or 15.2%. The future population growth estimates acquired from the U.S. Census Bureau for Fresno County indicate a population percent change of 11.6% from April 1, 2000 to July 1, 2006. Population History and Projections for Fresno County 1,400,000 1,200,000 1,000,000 800,000 1,290,264 1,185,150 1,086,432 992,351 877,584 799,407 667,490 600,000 400,000 200,000 0 1990 2000 2005 2010 2015 2020 2025 Reference: Council of Fresno County Governments and the Fresno County Fire Protection District Master Plan, February 2007. The future development in Fresno County, as set forth and adopted in the 2000 Fresno County General Plan, is toward the urban centered concept. This will direct most new urban development to incorporated cities and existing urban communities, many of which fall within the boundaries of the Fire District. 3

The following data is provided to help put the Strategic Plan in to context. This will hopefully provide a framework to illustrate the size and scope of emergency services provided by the Fresno County Fire Protection District. This information is referenced from Mid Valley Fire District Profile 1977, and the 2000 Fresno County General Plan. Fresno County Fire Protection District Established 1949 Current Population 181,000 Area Served 2,655 Square Miles Annual Budget $13,500,000 Number of Incidents in 2007 16,602 DISTRICT POPULATION POPULATION 300000 250000 200000 150000 100000 50000 0 1990 2007 2020 YEAR Reference: Fresno County General Plan 2000 4

Number of Personnel Full Time Paid Firefighters 101 Paid Call Firefighter/Sleepers 112 Administration/Support 17 Firefighter to Citizen Ratio 1 / 1221 Firefighters on Duty Daily 48 Engine Staffing 2-3 minimum Ladder Truck Staffing 4 PERSONNEL STATISTICS 160 140 120 100 80 60 40 20 0 1977 2007 YEAR Total number of Personnel Number of Personnel on Duty Daily Total Number of Incidents Per Year Numbe r of Incidents 20000 15000 10000 5000 0 16,602 5,906 1977 2007 Year Reference: Mid Valley Fire Protection District Profile, 1977 8100 Emergency Command Center Operations FCFPD 2007 Incident Summary Insurance Service Office Municipal Review, 1977 5

Number of Fire Stations Full Time Paid 13 Paid Call 5 Station to Square Mile Ratio 1 / 148 Average Engine Response Time 13.9 minutes Fire Apparatus Engines 18 Ladder Truck(s) 1 Rescue(s) 1 Water Tenders 6 Support Vehicles 2 INCIDENT TOTALS NUMBER OF CALLS 8000 7000 6000 5000 4000 3000 2000 1000 1977 2007 0 STRUCTURE FIRES VEHICLE FIRES VEGETATION FIRES OTHER FIRES TOTAL FIRES MEDICAL AIDS AND RESCUES TYPE OF CALLS Reference: Mid Valley Fire Protection District Profile 1977 8100 Emergency Command Center Operations FCFPD 2007 Incident Summary Insurance Service Office Municipal Review, 1977 6

III. Fire District Revenue History Past Revenues Since the formation of the Fresno County Fire Protection District in 1949, the incoming revenue has ridden a rollercoaster of base rate changes, addition of zones, and annexation of parcels into Cities, statewide ballot measures, and changes in Fresno County policy for sharing revenue sources. For the last twenty five (25) years the Fire District has struggled to maintain the appropriate level of emergency fire services to the public with revenue sources that have remained stagnant or diminished over time. California Proposition 13 passed in June of 1978. This was the first in a series of ballot initiatives that have constrained State and Local Government s ability to raise, allocate, and spend public revenues. This had the same impact on the Fire District in that Proposition 13 limits the dollar amount of base property tax the Fire District may gain. Educational Revenue Augmentation Funds (ERAFs) had been established by the State of California in 1992 to fund education at specific levels under California Proposition 98. The ERAF was to offset or direct the property tax loss in revenue back into the K-14 School Districts. These changes further reduced non-educational local agencies, including the Fire District, share of property tax revenue. In 1993, the Fire District Board of Directors approved a Benefit Assessment survey. Based on the negative results of the survey a ballot measure was not taken to the public which reside in or own property within the Fire District 7

Existing and Long Term Revenue Opportunities Existing Revenues The Fire District has determined that it is in the public s interest to provide different levels of emergency fire services within specific areas of the Fire District. Service Zone Taxes have been levied within these specific areas of the Fire District. The Fire District has also exercised its ability to levy Fees for Services, including; plans review, field inspections, and fire code enforcement services. The Fire District generates additional revenue from the Millerton New Town Mello - Roos Community Facilities District. This Community Facilities District was authorized by legislation as an alternative method of financing certain public capital facilities and services, especially in developing areas and areas undergoing rehabilitation. The Fire District has received Grant Funding for numerous projects and purchases over the years. Grant Funding is ordinarily for training and equipment purchases. The Fire District will continue submitting for Grant Fund opportunities that it is eligible for. California Proposition 172 is a ½ cent sales tax passed in 1993 and to be used for public safety (including fire districts). Beginning with the 2005/2006 Fiscal Year a portion of the revenue has been directed to the Fresno County Fire Protection District by the County of Fresno. The Fire District receives ⅔ of the growth of Proposition 172 revenue, not to exceed the ERAF shift. Long Term Revenue Opportunities In order to implement the goals and objectives contained in this Strategic Plan, and to financially sustain the Fresno County Fire Protection District well into the future, we must improve upon our sources of revenue. Mitigation Fees or Development Impact Fees must be imposed due to the impacts caused by new development within the boundaries of the Fire District. These fees are scheduled charges that are applied to new development, which in turn benefit the new development s emergency services. The fire mitigation fee is determined by the Fire Chief or his 8

designee, and satisfied as a condition of approval of the development project. The Fire District shall explore additional revenue sources similar to the current Millerton-New Town Community Facilities District (CFD). Future areas like this that are developing or are undergoing rehabilitation would fit within the legislation authorizing Mello - Roos Community Service District s as an alternative method of financing certain public facilities and services. The Fire District recommends and should pursue a Benefit Assessment Fee. The Fire District may, by Ordinance or Resolution, adopt after notice and hearing, determine and levy an Assessment for emergency fire services. The revenue generated may be used for acquiring, furnishing, operating, housing and maintaining emergency fire suppression equipment and apparatus. The Benefit Assessment Fees may also be used for paying the salaries and benefits of fulltime firefighting personnel. 9

IV. Fire District Review External Reviews In order to properly review the Fire District internally, the analyses and recommendations from external entities, both public and private, should be used as a foundation to evaluate and to build with. The 2001 2002 Fresno County Grand Jury responded to citizens concerns regarding decreased funding of the Fresno County Fire Protection District and its ability to deliver emergency services. A secondary concern was the Insurance Services Office (ISO) ratings, since a low rating can significantly increase fire insurance premiums. Conclusions of this report reveal that, Shrinking property tax revenue has significantly reduced the Fire District s operating Budget, the County of Fresno receives approximately 37 million dollars from Proposition 172; Fresno County Fire Protection District has received $0.00 to date, no Fresno County Developer impact fee for fire protection., operating with 0.5 paid Firefighters per 1,000 residents which is considerably below national, regional, and local standards., Lack of additional fire engines, a ladder truck, and a full compliment of regular firefighters has resulted in poor ISO ratings for property owners within Fresno County Fire Protection District boundaries., and The fire district has an austere vehicle replacement plan due to its current budget.. At the direction of the County of Fresno, Citygate Associates, LLC was retained and conducted a study titled Countywide Fire Protection Study for Fresno County. The final report was released in January 2003. The findings that relate directly to this Fire District Strategic Plan include; restrictions on revenue generation capabilities of special districts are limiting their ability to generate funds to keep pace, and The Fresno County Fire Protection District will face further reductions in services (i.e., closure of stations) as annexations occur unless existing revenues are increased. Recommendations directly relevant to this Strategic Plan include; The County of Fresno should continue to facilitate the joint application of grant funds for all fire agencies in Fresno County., and The Fresno County FPD should consider closing stations 85, 87, and 88 as soon as annexations reduce their coverage ratio. The Fresno Bee published an article on June 10, 2007 titled Playing with Fire. The striking revelation of the Fresno Bee s analysis pertinent to this Strategic Plan was that The Fresno County Fire Protection District turns in the worst performance by far, arriving on time in 16% of building fires. 10

The Fresno Bee compared the Fire District s response times to building fires to the national standard. The results ranged from 4% of the time in the rural areas to 28% of the time in the urban areas would Fire District fire engines arrive within the national response time standard. The 2000 Fresno County General Plan, Section H of the Public Facilities and Services Element outlines goals, policies, and implementation programs for the County s Fire Protection and Emergency Medical Services. These goals, policies, and implementation programs are well in line with the external findings and recommendations described above, which align with the goals and objectives set forth in this Strategic Plan. Implementation Program PF-H.A of the 2000 Fresno County General Plan states If a Fire Protection Master Plan has not been prepared for the area and the County Director of Planning and Resources Management Department determines that additional fire protection facilities are needed, the County shall not approve discretionary development until such time as a Master Plan has been adopted or other facilities acceptable to the Director are provided, with appeal rights as provided by County Ordinance. The Fire Protection Master Plan must contain the following information: identification of water supply; delineation of the service area boundary; designation of an appropriate fire protection entity; determination of structural, equipment, and personnel needs and costs; and a financing plan based on shared benefit. Internal Review The Fire District s internal review process took a rational, progressive, analytical approach, using historical data and future projections. The review also took into consideration all of the external reviews, conclusions, recommendations, and findings described in the original documents mentioned and quoted above. This process resulted in the development and implementation of four (4) key plans to guide the Fire District into its future. These plans include the Fresno County Fire Protection District February 2007 Master Plan, the 2007 Fresno County Fire Protection District Mobile Equipment Replacement Plan, the June 2007 Facilities Maintenance Program, and this 2008 2012 Fire Protection Strategic Plan. 11

V. Mission Statement The mission of the Fresno County Fire Protection District is to provide all persons who reside, work, or travel within the Fire District, the protection of life, property and environment. VI. Vision Statement The Fresno County Fire Protection District (District) is a public safety agency that provides the highest level of emergency services to the citizens and visitors of Fresno County including; fire protection, medical assistance, hazard mitigation, technical rescue, and all other services that preserve the life and property. In an effort to minimize emergency and life safety responses, the District strives to maintain a comprehensive fire prevention program (public education, fire protection planning, fire prevention education, fire law and code enforcement, and fire suppression cost recovery). The District s desire to best serve the citizens is further exemplified by our cooperative efforts through participation in mutual, instant, and automatic aid agreements that allow the Fire District to receive and deliver emergency services from and other emergency response agencies within the City and County areas. VII. Fire District Values Honor We are loyal, proud, and respectful of our profession, our leaders, our Unit, our Department, and the people we serve. Integrity We are honest, reliable, and adhere to high moral standards. We demonstrate and encourage the highest ethical behavior. Our word is our bond. Cooperation We work together as a Team and assist each other. We constantly seek opportunities to make improvements in our jobs, support new ideas, encourage partnerships and develop positive working relationship with our cooperators. Together we are stronger. Professionalism We strive to be the best at what we do. We perform our jobs to the highest degree of skill and competency. Our appearance and conduct promotes confidence and trust from the public, other Departments, and Agencies we work with. 12

VIII. Fire District Division and Bureau Statements A. Assistant Chief - Operations The Assistant Chief, Operations reports directly to the Fire Chief. The Assistant Chief, Operations is responsible for providing multi hazard emergency response services to the public within the Fresno County Fire Protection District. The operations section of the personnel and equipment are the first line providers of the District s emergency response system. Our mission is to respond to all threats of life, property, and environment. We are called first in an emergency and often called when the public simply cannot find a resolution to their problem through any other public service or private company. In these situations our goal is to find a safe, effective, timely and professional solution for the public we serve. B. Administrative Officer II Administration The Administrative Officer II (AO II), Administration reports directly to the Fire Chief. The AO II is responsible for the budget, finance, personnel and all other administrative duties for the Fire District. The AO II Administration serves as the Equal Employment Opportunity Coordinator and handles all Human Resources Programs. C. Safety Officer The Safety Officer reports directly to the Fire Chief. The Safety Officer facilitates the Injury Illness Prevention Program for the Fire District. The Safety Officer assures compliance with State and Federal Safety requirements, performs facility inspections, reviews injuries, develops prevention guidelines, and maintains reporting requirements. D. Fire Prevention/Fire Code Enforcement Bureau The Fire Prevention/Law Enforcement Bureau Chief reports directly to the Fire Chief. The staff includes a Battalion Chief, two Fire Captains, a Fire Prevention Specialist II, and a Building Inspector. The responsibilities within this Bureau include all functions of fire protection and planning, from plans checks to field inspections of 13

. the heavy commercial development. Annually, there are 145 to 170 projects in progress. Providing public information during emergencies through out the state is also a responsibility of the Bureau during the summer months. Schools, civic organizations, and public events are a large part of our public education section. On an average year staff will contact over 25,000 people with 60,000 pieces of fire prevention and education materials delivered. The Law Enforcement section is staffed by sworn officers who are Peace Officer Standards and Training (POST) Certified. They are responsible for fire investigations, evidence collection, case filing, civil cost recovery, and prosecution of criminal cases. The Officer s, on average, execute 12 felony arrests per year with successful prosecutions. The Bureau provides technical assistance to other fire and law enforcement agencies; conducts internal investigations for CAL FIRE, the Fresno County Fire Protection District, and other associated law enforcement agencies. E. Training/Employee Development Bureau The Training Bureau Chief reports directly to the Assistant Chief, Administration. The staff includes one Battalion Chief, two Fire Captains, one Fire Apparatus Engineer (on winter transitional period assignment), and one part time clerical position. The responsibilities of the Training Bureau include the training and records maintenance of 351 employees assigned the CAL FIRE Fresno Kings Unit and the Fresno County Fire Protection District. Annually, the Training Bureau provides over 900 hours of mandated and required continued professional training to both permanent and paid call firefighter personnel. Additional responsibilities include the coordination of and the sponsoring of state and local Inter-Agency Communications System (ICS) qualifications training, maintenance of the Emergency Response Directory, and the maintenance and supervision of the Unit s Joint Apprenticeship Committee Fire Apparatus Engineer s and Firefighter II s. The Training Bureau staff also responds to state and local emergency incidents which provide ICS overhead support. 14

F. Public Information/Media Relations Bureau The Public Information Officer works directly for the Fire Chief. The Public Information Bureau is primarily responsible for the District s media relations program. The mission is to strategically shape the District s public image through directed, audience-focused communications and information programs about Fire District services and programs. The Fire District communicates with the public and other key customer groups through a number of traditional vehicles, including publications, the Fresno County Fire Protection District website, public education handouts, and the mass media and public presentations. With thousands of residents and commercial businesses in its jurisdiction the audience is large and diverse. G. Emergency Command Center The Emergency Command Center Chief (ECC) reports directly to the Assistant Chief, Administration. The ECC serves not only CAL FIRE and the Fresno County Fire Protection District, but also twelve other emergency agencies. This includes serving as the California Governor s Office of Emergency Services (OES) Region V Coordination Center. In 2007, the ECC processed 16,607 events of which 13,629 were emergency incidents within its area of responsibility. In 2006, CAL FIRE completed a 1.2 million dollar remodel project to the ECC. H. Fleet Management Bureau The Fire Equipment Manager (FEM) reports directly to the Assistant Chief, Operations. The FEM s staff consists of three permanent full time Heavy Equipment Mechanics (HEM s) and one part-time Mechanics Assistant. The Fleet Management Bureau manages a fleet of over one hundred CAL FIRE and Fresno County Fire Protection District emergency response and staff vehicles. The mission of the Mobile Equipment Bureau is to maintain the safest emergency response fleet possible by utilizing the most efficient and effective fleet maintenance techniques. 15

IX. Strategic Goals Modernize the Mobile Equipment Fleet The 2007 Mobile Equipment Replacement Plan provides the goals for a realistic and obtainable apparatus fleet to meet the current and future service demands of the District. This includes the need to have modern equipment, to purchase specialized apparatus, and create a rotational practice that will create the operational effectiveness of the fleet while improving overall efficiency. The mobile equipment purchases for the fiscal year 2007-2008 are well underway. The Fire District purchased Ladder 87, a 2007 105 Smeal Fire Apparatus, Co. Ladder Truck that was put into service on February 2008. Two command vehicles have been received and are being outfitted with emergency response equipment. The new Rescue 87 is being built at SVI Trucks and has been moved forward in the production line in order to be completed and on display at the Fire Mechanics Workshop in Sacramento in late April 2008. We should see the vehicle in the Unit sometime in May 2008. Three new Smeal Fire Apparatus, Co. fire engines have been ordered (E72, E94, and E95) and should be delivered to the Fire District in August/September 2008. In addition, a new Mobile Lube/Service Truck has recently arrived in the Fire District and will be placed in full service at the end of April 2008. Objectives a) Operations Modernize the existing fleet and purchase specialized equipment to meet the Fire Districts operational needs. b) Standardization Purchase equipment that meets National Fire Protection Association (NFPA) and ISO standards. c) Planning Develop a vehicle replacement plan, vehicle rotation strategy, and purchase equipment that meets the objectives of the 2007 Mobile Equipment Replacement Plan, the 2007 Master Plan and the 2001 2002 Fresno County Grand Jury Final report. 16

d) Reduce Insurance Premiums A positive impact to the Fire Districts ISO rating should be realized through the acquisition and proper placement of appropriate fire apparatus, which in turn has the potential to decrease insurance premiums for those property owners and renters within in these areas. Achieve National Standards for Firefighter Staffing The goal of the Fresno County Fire Protection District is to improve the level of staffing to a nationally recognized standard and to increase Paid Call Firefighter rosters. The Fire District s staffing goal is to place 3.0 Person Traditional Staffing on all Fire Engines. NFPA recognizes traditional staffing as three personnel, a Fire Captain (Company Officer), a Fire Apparatus Engineer (Water Delivery), and a Firefighter (Firefighter Duties). This configuration provides for emergency incident management, securing water delivery as warranted, and hands on firefighting duties. In July 2007, progress was made towards this goal when 3.0 Person Traditional Staffing was achieved at Station 85 and Station 87 within the Fire District. In February 2008 the Fire District staffed it s first Ladder Truck with 4.0 Person Traditional Staffing. 17

The Secondary goal is to transition from the seasonal Firefighter I classification to the permanent Firefighter II classification as an entry level position within the Fresno County Fire Protection District. The reasons are threefold. The first is that effective January 1, 2008 the California minimum wage rate increase resulted in an hourly rate increase for the Firefighter I classification. Secondly, the Fire District is now required to pick up the costs for unemployment insurance and will begin paying an 18% unemployment insurance fee in FY 2008. Lastly, the Firefighter II is a permanent civil service classification, which translates into a higher employee retention rate, recruitment incentive and an enhanced value attached to the training dollar. The Fire District has budgeted for 39 Firefighter II s. All of the Firefighter II positions are expected to be filled by mid summer 2008. Objectives a) Operations Standardize the District s Fire Engine staffing level and configuration to NFPA Standard 1710. Traditional staffing improves efficiency of operations and firefighter safety on emergency incidents. Additional incident personnel often translate into less time committed at scene, which translates into reduced response times to any emerging incidents. b) Emergency Management and Safety Provide a recognized staffing level that will provide an acceptable level of response to mitigate any emergencies within the Fire District. This will include the appropriate rank of management and numbers of personnel to account for and improve health and safety c) Stability Improve fire company cohesion and develop stability at the firefighter entry level. An increase to the Paid Call Firefighter roster through active recruitment programs will provide additional firefighters in the rural areas. d) Quality and Professionalism Attract the highest qualified individuals to further extend the professionalism of the Fire District. 18

e) Retention Utilize an entry level permanent civil service classification within the Fire District that include the benefits and career ladder that will cultivate the Fire Districts future leaders. Incorporate New Emergency Dispatching Technology Several technology initiatives have been undertaken in a phased approach, aimed at decreasing response times to emergency incidents within the Fresno County Fire Protection District. Initiatives include Rip and Run station printers that provide response crews with a copy of all available call information within 3 seconds of dispatch, and a robust mobile data computing (MDC) platform that will provide automated travel routing recommendations to emergency calls, along with putting advanced mapping and data in the hands of company officers allowing for a highly informed decision making process while providing for a higher degree of firefighter safety. Future phases will include full station alerting with acknowledgement, advanced Automated Vehicle Locator (AVL) with dynamic dispatching of the closest units and fully integrated two way data communications between mobile computers and the Computer Aided Dispatch (CAD) system. The goal, when fully implemented, is that the Fire District will have the most advanced dispatching system technology available. Objectives a) Reduce Notification and Turn Out Time Reduce firefighter response time to an emergency within the Fire District by reducing the time that emergency dispatch information is provided to the first responder(s). b) Information Accuracy Provide the firefighters with critical information related to travel, mapping, and pertinent emergency information. c) Health and Safety Provide emergency specific information critical to Firefighter health and safety. 19

Expand the Emergency Response System California State University, Fresno conducted a study for the Fire District which identified areas within the District that currently lack sufficient emergency fire services. This lack of service can primarily be attributed to inappropriate response times into those areas. This is largely due to a rapid population growth and the impacted travel corridors into and through these areas of the Fire District that had previously not required this elevated level of fire service. The Fresno County Fire Protection District must grow with the population in order to adequately provide the public within the District the appropriate level of emergency fire services. In order to meet this goal, new District Staffed Fire Stations will need to be constructed, one on the West side of Fresno County, two on the East side of Fresno County, and one in the Central area of Fresno County. Call volume and concentration demonstrates the need to relocate an existing facility. Potential also exists for Paid Call Firefighter Stations to be completely remodeled and converted to District Staffed Fire Stations. A bi-product of this expanded level of fire service has the potential to result in an improvement in ISO rating that can be indirectly passed on to property owners and renters within the Fire District through lower insurance premiums. 20

Objectives a) Reduce Response Time Reduce response times into areas that currently lack appropriate emergency service. Reduce response times in the system by having more engines remain in their immediate response area or return to them sooner. b) Level of Service Increase the level of emergency services provided in areas of the Fire District by establishing full time paid Fire Stations. c) Growth Increase and maintain a level of service commensurate with the current and projected population growth. d) Reduce Insurance Premiums By improving the ISO rating within areas of the Fire District from a rural 10 to an 8, the potential exists to realize a significant reduction to many property owners and renters insurance premiums. e) Mutual Benefit Provide mutual benefit to the first responders and to the public that reside within the Fire District by appropriately increasing staffing levels, which improves water delivery and numbers of fire ground personnel, which translates into reduction in property losses and a potential positive impact on ISO ratings within the Fire District. Enhance Pre-Hospital Medical Care to Rural Areas People s lives often depend on the quick response, reaction, and competent care of EMT s and paramedics. Incidents as varied as automobile accidents, heart attacks, slips and falls, childbirth, and gunshot wounds all require immediate medical attention. EMT s and paramedics provide this vital service. Paramedics are the highest level of pre-hospital care providers. It is the goal of the Fresno County Fire Protection District to develop and deliver to the public that work, travel, and reside within the Fire District the highest level of pre-hospital care available. Strategically, 21

the public within the Fire District would best be served by staffing District fire engines with paramedics in the most rural settings that have an extended response time to various emergencies that may require Advanced Life Service (ALS). Potential areas include Interstate 5/Panoche Road, Mendota, Harris Ranch, Huron, Caruthers, and Friant. Objectives a) Level of Care To provide the public that reside, work, and travel in the Fire District the highest level of pre-hospital care available. b) Reduce Response Time Reduce the response time of ALS by strategically deploying paramedics in the existing and future District Staffed Fire Stations in the outlying rural areas of the Fire District. Construct a Fire Training Center It is the Fresno County Fire Protection District s goal to provide training at a state of the art Fire Training Center for all firefighters within the Fire District. Training is the single most important ingredient to the readiness of our firefighters and emergency responders to fulfill their assigned mission. The Training Center would also be used by other fire departments and local agencies on a fee for use basis. The Fire Training Center would include a five-story training tower with burn room, classrooms, drafting pit, confined space rescue, and above/below grade technical rescue props. When this facility is completed the Training Bureau staff will work at that location. The Training Bureau staff will need to appropriately increase in size due to increased workload demands. Objectives a) Quality Provide high quality training at a state of the art training facility. b) Diversity Provide diverse training with props and simulations that match the emergency challenges faced in the Fire District. 22

c) Execution Train all Fire District emergency services responders to a level that they may confidently and safely execute any emergency mission that they are tasked with. d) Reduce Insurance Premiums By constructing a dedicated training facility the ISO rating will be improved within the Fire District. The potential exists to realize a reduction to many property owners and renters insurance premiums. Strengthen Existing and Develop New Service Agreements The Fresno County Fire Protection District has been supportive and taken a leadership role in establishing and cultivating emergency fire service agreements with its surrounding service partners. It is the goal of the Fire District to promote the existing mutual, instant, and automatic aid agreements and to continue to be proactive in developing new and upgrading existing mutual, instant, and automatic aid agreements when it is considered prudent. 23

Additional opportunities exist for the Fire District to explore that have the potential for building cooperative relationships with public safety agencies other than fire. The Fire Districts goal is to identify these agencies and determine what Agreements, Contracts for Services, or Memorandum of Understandings can be reached or developed for agency specific and public benefit. Objectives a) Reduce Response Time Through the application of the closest resource concept contained in current and future automatic aid agreements, critical emergency services can be provided to the public at a reduced response time, regardless of jurisdictional boundaries. b) Reduce Property Damage Through the application of the closest resource concept contained in current and future automatic aid agreements, property damage will be significantly reduced, regardless of the jurisdictional boundaries. c) Mutual Benefit All agencies party to service agreements mutually benefit by providing the most expeditious response to life and property emergencies, regardless of jurisdiction, within Fresno County. The public that reside, work, and travel within and outside of Fresno County mutually benefit by receiving the emergency service provided by that closest emergency resource. d) Service Delivery Deliver a cost effective, high quality, and prompt service to the public at large, regardless of the providing Agency. e) Rescue Mission Through cooperative efforts with the Fresno County Sheriffs Department, formalize the Fire Districts Emergency Rescue Mission. 24

Provide Fire Service to Unprotected Areas There are areas in Fresno County that lack fire protection services. These areas simply fall outside of or in between the boundaries of any recognized fire protection jurisdiction. These areas, namely, portions of the Shaver Lake area, portions of the Squaw Valley area, the Wartham Canyon area, and the Los Gatos Canyon area are of concern and are seeing or have seen an increase in development. The goal of the Fresno County Fire Protection District is to annex these areas, thereby increasing the Fire Districts Sphere of Influence, and provide a long recognized and much needed service. Objectives a) Service Delivery Provide fire protection services through annexation to areas of the County where fire protection services currently do not exist. Increase Fire Prevention and Fire Code Enforcement Efforts The CAL FIRE hazard reduction and defensible space programs both contribute to decreasing the number, size, and intensity of wildfires in the State Responsibility Area (SRA). New building construction in these SRA areas must meet Fire Safe Regulations (California Code of Regulations, Title 14) specifying defensible space, roadways and driveways, access, building identification, water, and vegetation modification standards. The Fresno County Development Services Division has adopted these same ordinances (County Code, Title 15). These programs are well enforced within the SRA areas of the County, of which, portions of the Fire District are found. Fresno County has adopted the California Fire Code 2007 in its entirety with amendments. These ordinances apply to building in both the SRA area and Fire District. There has been interest at the County level to adopt a County Ordinance requiring sprinkler type fire protection systems in any new residential development. The goal of the Fire District is to realize excellent returns through aggressive fire prevention efforts and through the adoption of and enforcement of adopted fire codes. The Fire Prevention/Law 25

Enforcement Bureau staff will need to appropriately increase in size due to increased workload demands. Objectives a) Reduce Property Damage Through enforcement efforts of both State and County ordinances, property damage should decrease proportionately. b) Health and Safety Fire prevention and fire code enforcement, by design, improve the health and safety of both the public and emergency service provider should the service be required. c) Reduce Insurance Premiums Through adoption and enforcement of specific fire code ordinances, reduce the insurance premiums of property owners within the Fire District. 26

X. Strategic Actions The Strategic Actions Section of this document addresses phased in elements and actions that are essential to achieving the goals and the desired objectives of those goals. A phased approach is chosen over an annual approach because factors such as revenues, call volume and concentration, demographics, and population trends can change within any given time period. The following phases and the elements and actions contained within them must remain dynamic due to the dynamic socio-economic environment of the emergency fire service. All cost estimates contained within this Section of the plan are based on 2008 estimates and do not account for any future inflation. These phases do not capture every conceivable combination of elements and corresponding actions to achieve the goals nor do they represent a specific sequence, however, they do represent a favorable environment and a reasonable approach to achieving goals that will ultimately result in a significant benefit to the public within a given timeframe. 27

A. Phase I Mobile Equipment Fleet, Dispatching Technology and Infrastructure Improvements Phase I will address the goals of Modernizing the Mobile Equipment Fleet, Enhancing the Emergency Dispatch and Response System, and protecting the investment in existing facilities through capital improvement. 1. Element 1 Enhance the Emergency Dispatching System This includes enhancements at the Fire Station level in the form of Rip-in-Run printing, which will ultimately reduce response times. 2. Element 2 Automated Vehicle Locator/Mobile Mapping This will encompasses the partial integration and testing of Automated Vehicle Locator systems and Mobile Mapping, which translates into reduced response time. 3. Element 3 Apparatus Acquisition and Placement This includes the acquisition and proper placement of Command Vehicles, a Ladder Truck, a Rescue Unit, three Fire Engines, and a Mobile Service Unit. 4. Element 4 Facilities Improvements This includes the planning, prioritizing, and effecting capital improvements to existing Fire District facilities. B. Phase II Increase District Revenue Phase II emphasizes the need to increase the Fire District s future revenues in terms of imposing Development Impact Fees accordingly, authorizing Mello-Roos Community Service Districts appropriately, securing the ⅔ of growth from Proposition 172 revenue, taking advantage of Grant Funding opportunities, and passing a Benefit Assessment Fee for emergency fire services. 1. Element 1 Benefit Assessment Fee In June 2008, place in ballot form before the voters, a Fire District Benefit Assessment Fee measure. 2. Element 2 Mitigation/Impact Fee Proposal In November 2008, submit a Mitigation/Impact Fee Proposal to the county for approval by the Board of Supervisors. 28

C. Phase III Reduce Response Time and Increase Staffing Phase III emphasizes the goals of reducing response times by expanding the emergency response system by adding District Staffed Fire Stations to areas that currently lack appropriate emergency services and providing increased staffing levels at three new Fire Stations. Phase II will continue to enhance the Fire Districts Emergency Dispatch and Response System and Mobile Equipment. 1. Element 1 Build Four New Fire Stations Construct four new Fire Stations. Locations include the West side, Central area, and two on the East side of the Fire District. 2. Element 2 Provide Appropriate Fire Apparatus Provide appropriate fire apparatus (fully equipped) for the three additional District Fire Stations. 3. Element 3 Traditional Staffing at District Fire Stations Enhance staffing levels by providing traditional staffing (Fire Captain, Fire Apparatus Engineer, and Firefighter II) at three additional District Fire Stations. 4. Element 4 Enhance the Mobile Equipment Fleet Acquire, equip, and appropriately place a Ladder Truck at a designated Fire District Fire Station. D. Phase IV Reduce Response Time and Increase Staffing Phase IV emphasizes the goals of reducing response times for ALS services delivery and increasing staffing levels at District Staffed Fire Stations. Phase III will further enhance the Emergency Dispatching and Response System and the Mobile Equipment Fleet. 1. Element 1 Implement a Paramedic Program Incorporate paramedics and provide equipment (year one only) into the Fire District at three of the most rural District Staffed Fire Stations. 29

2. Element 2 Traditional Staffing at District Fire Stations Provide traditional staffing (Fire Captain, Fire Apparatus Engineer, and Firefighter II) levels at two of the four remaining designated District Staffed Fire Stations. 3. Element 3 Automated Vehicle Locator/Mobile Computing All front line apparatus equipped with AVL/Mobile Computing systems. 4. Element 4 Enhance the Mobile Equipment Fleet Acquire, equip, and appropriately place a Ladder Truck at a designated Fire District Fire Station. D. Phase V Improve Quality of Services Phase V emphasizes the goal of improved training facilities for Fire District employees. Phase IV recognizes the need to fully enhance the Fire Districts Emergency Dispatch and Response System. This Phase also emphasizes the expansion of the Paramedic Program and to further upgrade to Traditional Staffing. 1. Element 1 Construct a Fire Training Center Purchase property and construct a new training facility to include classrooms, a drafting pit, a drill tower, a burn building, and technical rescue props. 2. Element 2 Fully Integrated Computer Aided Dispatch This will incorporate the Station Alerting system from; Tone and Print, to door openers, to lights, to the dispatch acknowledgement. This will also provide for two way communication between the AVL and the apparatus. 3. Element 3 Expand the Paramedic Program Further expand and equip (year one only) the Fire District s Paramedic Program by adding three paramedic staffed engines to designated Fire Stations. 4. Element 4 Traditional Staffing at District Fire Stations Provide traditional staffing levels (Fire Captain, Fire Apparatus Engineer, and Firefighter II) at the two remaining designated District Staffed Fire Stations. 30

E. Phase VI Code Enforcement and Expand Response System Phase VI emphasizes the goal to realize excellent returns through aggressive fire code enforcement efforts. Phase V also recognizes the continuing need further expand the emergency response system and to reduce response time by further adding to the Paramedic Program. 1. Element 1 Increase Fire Code Enforcement Efforts In order to meet this goal, the Law Enforcement/Fire Prevention Bureau will need to expand appropriately by adding additional Fire Inspectors. 2. Element 2 Relocate Station 85 The Fire District must continue to expand with the current and the projected population growth into its rural areas. 3. Element 3 Expand the Paramedic Program The final expansion of the Fire District s Paramedic Program is to add the remaining three paramedic staffed engines with equipment (year one only) to designated Fire Stations. 4. Element 4 Enhance the Mobile Equipment Fleet Acquire, equip, and appropriately place a Ladder Truck at a designated Fire District Fire Station. 5. Element 5 Enhanced Staffing in the Squaw Valley Area Provides reduced response times into the Squaw Valley Area by incorporating a District Fire Engine staffed at traditional staffing levels. 31

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