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SJFD

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SJFD

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    1. SJFD 1

    2. SJFD 2 San Jose, A City In Transition

    3. SJFD 3 SJFD Strategic Plan SJFD – a willing department Determine appropriate standards and performance goals Evaluate current emergency response capabilities Identify current and future resource needs

    4. SJFD 4 Need for the Strategic Plan Challenged by city growth Call volume growth rate of 3%/yr Changing expectations (EMS, hazmat) Identify influences on service demand Choose to change and identify strategies Implement change and measure outcomes

    5. SJFD 5 Previous and Current Planning Efforts Paramedic program feasibility study Communications center study Information technology study Revised apparatus replacement policy Training facilities and programs study Investing in Results

    6. SJFD 6 Who’s Developing the Plan A project partnership of: City, SJFD Strategic Plan Steering Committee Emergency service consultants Statisticians Fire chief officers Computer modeling software The plan is a living document

    7. SJFD 7 Project Approach Utilize department expertise Build on previous work Perform extensive research, quantitative and qualitative analysis Use multi-discipline perspective Use professional accreditation tools Leverage Investing in Results data

    8. SJFD 8 Service Types Core Services Field emergency services Strategic Support Maintain field units like training & supply

    9. SJFD 9 Summary of Findings Not all areas served within established performance goals Inadequate strategic support Overburdened and backlogged fire code inspection programs Inadequate public education & involvement

    10. SJFD 10 Quantitative Analysis Dispatch data analysis Descriptive statistics Relational statistics Computer modeling Medical complaint clusters Comparative data 200 cities survey ICMA performance measures data Deccan software Comprehensive analysis of CAD data Resource location modeling tool

    11. SJFD 11 Qualitative Analysis Station logs Personnel interviews Literature/on-line searches Document review Supplemental Analysis Information systems Communications Traffic patterns Ty and GeoffTy and Geoff

    12. SJFD 12 Performance Standards No national standard (or consensus!) Insurance Services Office (ISO)–outdated FS accreditation–Standards of Cover American Heart Association–clinical CA EMS System Standards and Guidelines County ambulance contract NFPA 1710 - review draft proposal Need comprehensive systems approach Need for local control

    13. SJFD 13 Desired Outcomes Need to set reasonable expectations Fire – control fire spread to room of origin EMS – intervene prior to brain death Wildland – control to area of origin Hazmat & special risk – stop escalation of the emergency

    14. SJFD 14 Risk Identification Quantification of risk using RHAVE assessment Risk as % of total area: Maximum risk 5% (Hosp., Airport, high rise) Major risk 19% (Strip malls, mixed use) Typical risk 63% (Single family, grocery) Low risk 13% (Out-buildings, parks) Identification of medical risk

    15. Fire Risk using RHAVE

    17. SJFD 17 Performance Measures Work backward from desired outcomes to design system Customer’s viewpoint–total reflex time Travel time as a component Cover all risk categories Nine specific measures Basis for deployment analysis

    18. SJFD 18 Total Reflex Time Call Processing - Receipt to dispatch Turnout - Dispatch to en route Travel - Station to emergency scene (most vulnerable) Curb to customer (currently not measured)

    19. SJFD 19 Performance Goals Design response system backwards from the expected outcome, by risk category SJFD common elements: Emphasis on total reflex time First Due: 8 min. total reflex (4 min. travel) Second Due: 10 min. total reflex (6 min. travel) Third Due: 13 min. total reflex (9 min. travel) Stop escalation of emergency where found… Stew/Geoff Define total reflex and compare to EMDAC description of “response time”Stew/Geoff Define total reflex and compare to EMDAC description of “response time”

    20. SJFD 20 Performance Example Serious Structure Fire - Typical Risk: Goal: An effective response force of 23 personnel deployed via three fire engines, one truck company, one USAR company and one battalion chief shall respond.  Measure: The first unit shall arrive within 4 minutes travel and 8 minutes total reflex time. The second due engine and truck company shall arrive within 6 minutes travel and 10 minutes total reflex time. The third due engine and battalion chief shall arrive within 9 minutes travel and 13 minutes total reflex time. The USAR unit shall arrive within 11 minutes travel and 15 minutes total reflex time.  Performance Objective:  To stop the escalation of a serious fire where found. Stew/Geoff Define total reflex and compare to EMDAC description of “response time”Stew/Geoff Define total reflex and compare to EMDAC description of “response time”

    21. SJFD 21 Performance Example Emergency Medical - Typical Risk: Goal: An effective response force of four (4) personnel deployed via one fire engine or one Truck Company shall respond.   Measure: The unit shall arrive within eight minutes (8:00) total reflex time, 80% of the time.   Performance Objective: To stop the escalation of a medical emergency where found. This typically means providing advanced life support and or minor rescue as necessary for one to three patients. Stew/Geoff Define total reflex and compare to EMDAC description of “response time”Stew/Geoff Define total reflex and compare to EMDAC description of “response time”

    22. SJFD 22 Deployment Statistics Reviewed two years of dispatch data (97/98, 98/99) Computerized analysis of simultaneous call demand Developed forecasting technique to identify performance thresholds

    26. SJFD 26 Distribution Not all areas served by first due unit within performance targets Simultaneous incidents Units unavailable Topographical Distance

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    30. SJFD 30

    31. SJFD 31

    32. SJFD 32 Concentration Truck coverage Traffic congestion Risk specific

    36. SJFD 36 Developed Areas Berryessa area Blossom Hill/IBM Edenvale South Willow Glen/ Communication Hill North SJ, (south & southeast of Alviso) Silver Creek/Yerba Buena Almaden Valley

    37. SJFD 37 Undeveloped Growth Areas North Coyote Valley (industrial) Mid Coyote Valley (high-density residential) Communications Hill (high-density residential) South Almaden Urban Reserve (residential)

    38. SJFD 38 Core Services Findings Suppression & EMS Not all areas served within performance goals Lost capacity affects performance External influences reduce performance Fire & Life Safety Education Prevention, PAD, corporate response

    39. SJFD 39 Core Services Findings Fire Safety Code Compliance Inspections Life Safety & building code improvements

    40. SJFD 40 Strategic Support Findings Inadequate analytical support Under-utilized education technology Inefficient training delivery procedures Inefficient maintenance procedures No stocked reserve apparatus No mobile mechanic No after hours service Inefficient distribution of emergency supplies and equipment GeoffGeoff

    41. SJFD 41 Strategic Support Findings (cont’d) Opportunity to improve unit availability Dispatch (public assist prioritization) Maintenance (apparatus, equipment) Inspections (backlogs, out of position) Training (apparatus, instructors, out of position) GeoffGeoff

    42. SJFD 42 Recommendations (Immediate & short-term)* 1. Change strategic support systems Modify maintenance, stores, training, dispatch 2. New CAD, RMS, and other technology 3. Expand traffic preemption system 4. Prioritize requests for service 5. Add analytical & other support staff 6. Part-time crews at peak workload

    43. SJFD 43 Recommendations (Immediate & short-term) 7. Back-fill company training with overtime companies 8. Targeted public access defibrillation 9. Fleet upgrade * Measure effects of recommendations (perform pilot studies of proposed solutions before city-wide implementation)

    44. SJFD 44 Recommendations (next steps) 1. Use quints to improve truck coverage 2. Relocate stations and/or resources to improve distribution 3. Add stations, companies, and support staff to meet increasing service demands 4. Continue to explore additional resource needs (e.g., bulldozers, helicopter) 5. Improved training facilities and programs * Continue to measure and evaluate

    45. SJFD 45 Relocation Candidates Station 8 (small, poor location) Station 9 (poor location) Stations 12, 17, 23 and 25 (poor locations, temporary facilities) Station 21 (temporary facility)

    46. SJFD 46 Expected Outcomes Improved response time performance and efficiency Improved data gathering, analysis and understanding of factors impacting service delivery Improved accountability and reporting capabilities

    47. SJFD 47 The Future Community partnership Customer service oriented All-risk mission Data-driven Innovation

    48. SJFD 48

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