HomeMy WebLinkAboutFresno Fire Department Strategic Plan 2021-20231
2
Table of Contents
Section Page
Organizational Background ………………………………………………….…….……. 3
Department Organizational Chart …………………………………….…………..……. .5
Strategic Planning ………………………………………………………………..………. 6
Service Level Benchmarks …………………………………… …………………..……. 8
Strategic Initiatives and Key Objectives 2021-2024 ................................................ 10
Growth Priorities ……………………………………………………………………….…. 11
o Priority Group 1 ………………………………………………………………….. 12
o Priority Group 2 …………………………………………………………………. 17
o Priority Group 3 …………………………………………………………………. 21
Summary of Strategic Plan Costs (5-year) …………………………………………… 25
Future Fire Station and Expansion Locations ......................................................... 27
3
Organizational Background
Established in 1877, the Fresno Fire Department (FFD) enjoys the distinction of being one of the
oldest fire departments in the nation. The Department’s mission, core values, and vision are
reflective of the desire to create a culture of excellence in fire/emergency medical service
delivery. The Department strives to be an innovative and progressive organization to meet the
changing demands of the City’s 540,000 residents spread out over 112 square miles.
In 2020, the Department has 296 firefighting members, responding to over 45,000 calls for
service annually, utilizing 81 firefighting members each day located in the City of Fresno and Fig
Garden Fire Protection District (FGFPD). There are 20 fire stations strategically located
throughout the City and the FGFPD. The Department also provides service at Fresno Yosemite
International Airport with 2 personnel on-duty each day. Note: The FGFPD is a County island,
approximately 2 square miles located in the middle of the City of Fresno, which contracts with
the Department to provide fire protection services.
Each fire station is staffed with a 3-4 person engine or truck company and provides all risk
emergency response services, including fire suppression, emergency medical care, hydrant flow
maintenance, fire inspections, public education outreach and other operations in line with the
Department’s service level objectives. Five of the 20 stations additionally support our specialty
teams: urban search and rescue, water rescue, airport rescue firefighting, hazardous materials
response and communications all requiring a more specific and higher level of skill for certain
types of emergencies. The airport rescue firefighting staffing model currently only provides for 1
Captain and 1 Engineer on-duty daily to provide response to emergencies at Fresno Yosemite
International Airport.
As defined by the National Fire Protection Association (NFPA) Standard 1710 – Organization
and Deployment of Fire Suppression Operations, EMS, and Special Operations, the Effective
Firefighting Force (EFF) is defined as the minimum number of Firefighters and equipment that
must reach a specific emergency incident location within a maximum prescribed travel [driving]
time. The industry standard is to meet the travel time 90 percent of the time. The requirement
is to have a minimum of 15 Firefighters on-scene of a residential fire within 8 minutes and 21
Firefighters on-scene within 8 minutes of a commercial fire.
With the steady increase of Firefighters to the minimum daily staffing over the past several years
the Department has been able to improve its EFF to residential fires from 81 percent in 2016, to
86 percent in 2019, and commercial fires improved from 79 percent to 82 percent during the
same period. This is very good progress towards the goal of meeting the EFF 90 percent of the
time to all calls.
The Fire Prevention Division completes over 5,700 commercial occupancy fire and life safety
business inspections, 3,718 plan reviews (sprinkler, fire alarm, building, site plans), 574 five-year
sprinkler tests, and over 1,500 sprinkler (commercial and residential) inspections on an annual
basis. These services are provided through 13 Fire Inspectors, 3 Senior Inspectors, 2
Supervising Inspectors, 2 Fire Protection Engineers, and 4 support staff.
The Support Services Division provides department-wide services, 24/7 support and consists of
the fleet, facilities, and supply management units. Responsibilities include coordinated support
of the Department of Fleet Services for the procurement, maintenance, and repair of 120 fire
4
apparatus and light vehicles, and maintenance of some firefighting tools and equipment.
Oversight of maintenance and repair of 24 facilities (20 fire stations and 4 support facilities),
disbursement of supplies and equipment to all facilities, as well as managing capital projects, and
supporting statistical data analysis for the Department is provided by this division.
The Training Division provides over 78,700 hours of training (some mandated) and compliance
tracking annually for all FFD members to ensure compliance to regulatory requirements, recruit
training and maintaining employee safety and wellness testing. The Deputy Chief leads this team
of 1 Battalion Chief, 7 Training Officers, 4 Captains, 1 Engineer, 1 Firefighter, 1 civilian Training
Officer, and 2 support staff.
The Business and Fiscal Services Division provides essential core services to support all areas
of the Department so front-line personnel may provide responsive and expert service to the
public. They oversee accounts payable and receivable, grants, contract agreements and payroll
for the most complex staffing model in the City of Fresno. All these duties are provided through
1 Business Manager and 5 other staff members.
The Personnel and Investigations Division oversees all personnel activities, including
recruitment, hiring, and promotions. The Investigations Unit conducts background investigations,
fire investigations and internal investigations. Investigations of fire incidents are essential to
provide for either prevention of future emergencies and/or through criminal prosecution or
administrative recourse. In 2019, staff conducted 539 fire investigations (248 of which were
illegal); resulting in 48 arrests and 47 citations.
All divisions of the organization are critical and essential for the Department to fulfill its Mission
daily, utilizing its Core Values and realize its Vision of being recognized as a standard of
excellence in the fire service.
5
Department Organizational Chart
__________________________________________________________________________________________________________________
6
Strategic Planning
______________________________________________________________________________________________________________________________
What is a Strategic Plan?
A strategic plan is a living document – a management tool, similar to a “playbook”. This plan
provides a structured path for the Department’s growth, including:
A short-term direction
Provides goals and objectives
Direction on where to allocate resources
Builds a shared vision
The Department’s strategic planning process is not new; in fact, there were multiple Department
Strategic Plans published from 2008-2013. The most recent process started in 2014 and initially
involved both internal and external stakeholders who helped identify a significant number of
Departmental improvements and operational strategies requiring a dedicated funding stream
(which is likely beyond what the General Fund can currently provide).
Although the City of Fresno did not adopt the 2014-2019 Strategic Planning report, several
identified priorities were implemented in the Department’s budget, assisting in moving the
organization forward. Most recently, the Strategic Planning Committee (made up of Local 753
and Fresno Fire Administration members) reconvened in June 2019 and again in October 2020
to review the past strategic planning work and develop an updated plan. The Strategic Planning
Committee is in consensus of all identified priorities as presented in this document.
The implementation of the proposed strategies is governed by the financial balance that City
leadership must find, mindful of all other City of Fresno departments, current economics, and
other outside factors. Additionally, this Strategic Plan is in line with Fresno’s 2035 General Plan,
adopted by the Fresno City Council in December 2016.
It is essential this document is kept current, reflective of the changing dynamics within the fire
service and City of Fresno fiscal constraints. Matters of discussion will include national and local
opinions regarding the fire service, the economic impact on emergency services, and the
Department’s success and progression through all phases of development.
Considerations Going Forward:
Operating effectively, efficiently, and with careful prudence, is critical in today’s competitive
business environments, which includes the fire service. A couple of these factors are succession
planning and public safety retirement systems. Over the next several years many experienced
senior-level firefighting members will be retiring, requiring forethought to succession planning and
development of future leaders.
The City’s current and 5-year budget projections do not support the majority of Department
improvements identified in this Strategic Plan. This same principle applies to the other public
safety department (Police), which also has significant costs associated with improved services in
the future. The quantity and type of resources needed for public safety departments will far
exceed the capacity of the General Fund. It is clear that a new and designated revenue stream
7
will be required to realize the implementation of the Fresno Fire Department’s strategic plan, as
well as other public safety advancements.
The City of Fresno Fire and Police Retirement System has been financially stable for many years
and as of June 30, 2019 has a fully funded status with a market value of 117.5%, and on an
actuarial basis at 117.0%. This position is very positive, as negative public perceptions still exist
about government inefficiencies and pension system instability.
Over the past several years, the City of Fresno has made steady forward progress on improving
the FFD. In 2014, there were 67 Firefighters on-duty each day, and as of July 1, 2020 there are
81 Firefighters on-duty each day. Additionally, some stations have been renovated (interior and
exterior), over 40 promotions have occurred, numerous new hires, advancements in training and
firefighter safety, MOU’s have been ratified and a new 8-year apparatus replacement plan was
approved in 2019.
We know there is so much more to do for the FFD to achieve its vision as a Standard of
Excellence in the Fire Service and as funding becomes available, forward progress should
continue.
8
Service Level Benchmarks
_________________________________________________________________________________________________________________
Fresno Fire Service Level Benchmarks:
The fire service has industry standard benchmarks for evaluating performance from receipt of a
911 call to the arrival at the emergency. The Fresno Fire Department utilizes the following
benchmarks to assist in evaluating performance:
• Dispatching: The point at which a request is received at the communications center and
transmitted to emergency responders.
• Turnout Time: The point at which responding units are notified of a call to the point they
are enroute (apparatus responding) to the call.
• Travel Time: The point at which the unit is enroute (apparatus responding) to the call to
the point of arrival on the scene of the incident.
9
Fresno Fire Department Travel Time Service Level Benchmarks
First-Arriving Unit
Balance of First-Alarm Assignment
or Specialized Units =
Effective Firefighting Force (EFF)
Suppression 4 Minutes/90 Percent
Travel time of the first unit to an
emergency once notified of the event
to arrival at the incident.
8 Minutes/90 Percent
Travel time of the balance of a first-alarm
assignment (typically 3 engines, 2 trucks,
and 1 Battalion Chief) to an emergency once
notified of the event to arrival at the incident.
EMS 4 Minutes/90 Percent
Travel time of the first unit to an
emergency once notified of the event
to arrival at the incident.
8 Minutes/90 Percent
Travel time of the balance of a first-alarm
assignment (typically a truck response in
cases of patient extrication) to an emergency
once notified of the event to arrival at the
incident.
Specialized Services
Hazardous Materials 4 Minutes/90 Percent
Travel time of the first unit to an
emergency once notified of the event
to arrival at the incident. Initial
companies provide first-responder
operations and personnel are Level B
qualified.
12 Minutes/90 Percent
Travel time of the HazMat Team, which
includes a fully equipped hazmat response
vehicle and 7 qualified hazmat specialists.
Urban Search and
Rescue
4 Minutes/90 Percent
Travel time of the first unit to an
emergency once notified of the event
to arrival at the incident. Initial
companies provide to USAR incidents
and are qualified to the RS1 level.
12 Minutes/90 Percent
Travel time of the USAR Team to arrive with
6 personnel trained to the technician level in
high angle, structural collapse and search
disciplines with the appropriate equipment
and apparatus.
Water Rescue 4 Minutes/90 Percent
Travel time of the first unit to an
emergency once notified of the event
to arrival at the incident. Initial
response companies provide response
to Water Rescue incidents and are
qualified to the Swift Water First
Responder Operational level.
12 Minutes/90 Percent
Travel time of the Water Rescue Team to
arrive with 4 personnel trained to the
technician level for both surface and sub-
surface rescue operations with the
appropriate equipment and apparatus.
Aircraft Rescue
Firefighting (ARFF)
3 Minutes/100 Percent
Within 3 minutes from the time of the
alarm, at least 1 required aircraft
rescue and firefighting vehicle must
reach the midpoint of the furthest
runway serving air carrier aircraft from
its assigned post or reach any other
specified point of comparable distance
on the movement area that is available
to air carriers and begin application of
extinguishing agent.
4 Minutes/90 Percent
Within 4 minutes from the time of alarm, all
other required vehicles must reach the point
from their assigned posts and begin
application of an extinguishing agent.
8 Minutes/90 Percent
Travel time to an in-flight emergency for off-
site resources is 2 engines, 1 truck, and 1
Battalion Chief.
10
Strategic Initiatives & Key Objectives 2021-2024
__________________________________________________________________________________________________________________
1. Reduce Life and Property Loss: The FFD is one of the busiest metro departments in
the country for its size responding to 45,000 emergencies annually. In 2019, nine lives
were lost, damage to property exceeded $25 million, and 700 persons were displaced
from their homes because of structure fires.
• Continue to focus efforts on meeting the stated service level benchmarks.
• Maintain the current Insurance Service Office (ISO) grading of a Class 2 fire
department/city. Identify needed improvements and costs to realize a Class 1 rated
fire department/city.
• Add sufficient staff to provide and maintain a high standard of public safety health
by providing fire safety education, enforcement of fire codes, and quality
engineering services for new and existing development.
2. Increase Service Delivery: With a minimum daily staffing level of 81 and .53 Firefighter
per 1,000 in population, FFD is far below the staffing levels of comparable metro cities.
• Increase minimal daily firefighting staff to improve service delivery and response
times to the community, as well as improved Firefighter safety.
• Continue pursuing the construction of the following fire stations to improve service
delivery:
• Relocation of Station 12 (Marks/Shaw Avenues)
• New Station 21 (southernmost part of the City)
• Relocation of Station 10 (Clovis Avenue/Airport Way)
• Expand existing stations to accommodate additional Firefighters
• Become an accredited fire agency through the Commission on Fire Accreditation
International.
• Ensure 95 percent of key City of Fresno personnel are trained in the City’s
Emergency Operations Plan.
3. Enhance Firefighter Safety & Training: Firefighter injuries increased 21% from 2018 to
2019. Multiple Firefighters were diagnosed with cancer in 2019. FFD must continue to
develop awareness, training, policy, and supervision to protect its most vital resource.
• Initiate construction on a new Training Facility(ies) to allow for Class-A training
burns. Currently, the Department has NO usable training facility for Class-A training
burns.
• Provide for an enhanced wellness, fitness, and injury prevention program for all
personnel.
4. Improve Logistical Support: Improvements to facilities, apparatus, and equipment that
include new technologies needed to help Firefighters get the job done. Additional support
staff is needed to serve internal and external customers.
• Continue implementation of the Department’s 8-year apparatus replacement plan.
• Provide essential firefighting equipment, facilities, and maintenance for delivery of
services.
11
• Continue to implement Opticom traffic control devices to reduce travel times for
emergency apparatus throughout the City.
• Increase the administrative support staff to meet the demands of the organization
and external customers.
• Improve radio communications through infrastructure, technology, and added
frequencies.
Growth Priorities
_________________________________________________________________________________________________________________
This Strategic Plan is divided into Priority Groups. The intention is to identity the highest priority
improvements needed to advance the Fresno Fire Department’s service delivery to citizenry,
improve efficiencies and effectiveness, and provide the highest level of safety possible for all
members. Some priorities may be realized before others based on several internal and external
factors. However, a Strategic Planning Committee (including members of Local 753 and FFD
Administration) convened several times in 2019-2020 to develop this 3-year plan and are in
consensus on all identified priorities.
This section intentionally left blank.
12
Priority Group #1
Item Ongoing One-time
Capital
Hire 21 SAFER grant firefighters (Drill School 5/1/21):
• Add 2-3 two-person Squads
• Add 4th FF to apparatus
• Vehicle Lease ($32,600 per Squad) x 2
• Equipment Operating (fuel, ins, maint, etc.)
$586,700 in
FY21 (includes
$465k Drill
School &
one-time
equipment).
By FY25
$3,012,000 per
year personnel
costs after the
grant expires.
$57,600
$23,700
One-time:
8-week Drill
School $465,600
Purchase 3
squads ($57,600
annual lease
payments).
Up-front
equipment for
Squads $30,000.
Convert 1 Senior Accountant Auditor to Senior
Management Analyst
$10,400
Add 1 Senior Administrative Clerk $52,600
Add 1 Service Maintenance Worker $69,600
Add 6 Firefighter Trainee/Cadet positions to complete
annual hydrant inspections, incident rehab, and other
department logistics
Note: This reduces apparatus repairs due to multiple
starts and stops and improves response times.
Equipment Lease (Pickups)
Equipment operating (fuel, ins, maint)
$304,800
$16,000
$12,000
Purchase 2 pick-
up trucks (annual
lease $16,000)
Add 2 Fire Inspector II
Equipment Lease (2 Escapes)
Equipment operating (fuel, ins, maint)
$170,000
$16,000
$12,000
Purchase
2 Ford Escapes
(annual lease
$16,000)
Add 1 Fire Prevention Engineer
Equipment Lease (Escape)
Equipment operating (fuel, ins, maint)
$96,300
$9,000
$6,000
Purchase 1 Ford
Escape (annual
lease $8,000)
Secure land or existing building to relocate Station 12 Currently being
evaluated
13
Detail of Priority Group #1:
• Apply for 21 Firefighting Positions: adding Squads and/or fourth Firefighters to
apparatus, through FEMA’s Staffing for Adequate Fire and Emergency Response
(SAFER) grant application process. This action would bring the minimum daily staffing
up from 81 to 88 Firefighter’s on-duty each day in the City of Fresno and FGFPD (pre-
2009 recession was 82). SAFER grants are the most cost-effective way for cities and
fire districts to lean into the full costs of adding much needed firefighting staffing:
Impact: The SAFER grants, administered by FEMA, were established to provide assistance
to cities and fire districts to hire Firefighters; improving effective responses for communities
and enhancing Firefighter safety. The current SAFER grant will cover 100% of A-step
Firefighter salaries/benefits for a 3-year period, with no matching funds. Funding of $3.1
million of General Fund will be required to retain Firefighters after the SAFER grant expires.
The fiscal impact associated with an 8-week Drill School for new fire academy graduate
trainees is $465,600 a onetime cost of the General Fund.
Strategic Initiatives: Reduce life and property loss; Increase service delivery
• Convert 1 Senior Accountant Auditor to a Senior Management Analyst:
Impact: The FFD processes more than $76 million in transactions annually. While working in
a busy environment, this position is key in ensuring transactions are accurate, timely and
monitored properly. The position has direct oversight over payroll, payables, billings, Office
of Emergency Service reimbursements, as well as Homeland Security grants. A conversion
allows the Department to retain highly trained, proficient individuals who can make sound,
independent decisions.
Strategic Initiatives: Improve logistical support
Secure land for future station 21/25 around Fwy
99/North Ave
Currently being
evaluated
Annual Chief Officer, Captain and Firefighter Specialist
Academies
$170,000
Annual line-item increase to Fire Station
Maintenance/Repair (painting, HVAC, rollup door repair,
sprinkler systems, landscaping, etc., require continuous
maintenance and repair funding)
$250,000
Annual line-item increase to Fire Equipment
Replacement Plan (equipment on apparatus wear out
and need replacement)
$200,000
14
• Add 1 Senior Administrative Clerk (SAC) to assist the Fire Prevention Division and
Administrative Battalion Chief with workload. Note: In 2018, 1 SAC was taken from
Prevention to assist the Personnel and Investigations Division (which had no support
staff) and the Prevention Division has since been utilizing 2 temporary employees to
fill the gap, as the workload has not slowed down:
Impact: As the community continues to grow, so does the volume of new construction plans,
building inspections and associated appointments, front counter customers and filing in the
Fire Prevention Division requiring sufficient support staff to meet City-mandated deadlines
and provide ideal customer service.
Strategic Initiatives: Improve logistical support
• Add 1 Maintenance Service Worker position:
Impact: The Department currently has 1 maintenance service worker who completes work
related to heating, ventilation, air conditioning, and refrigeration (HVACR), overhead doors,
plumbing, electrical, locks, etc., on 24 Department facilities (HQ, Training South, Training
Warehouse, Stations 1-20, and ARFF). On average, there are 48 daily repair requisitions in
the queue for these facilities, which cannot be completed by 1 person.
Strategic Initiatives: Improve logistical support
• Add 6 Firefighter Trainee/Cadet positions to perform Annual Hydrant Maintenance on
18,000 Hydrants in the City. These are currently being completed by Firefighters using
engine and truck apparatus:
Impact: Reduces the number of second tier calls for engines and truck companies (they are
more readily available for emergency calls.) Additionally, relieving the fire companies of this
duty increases hours available for training, and reduces costs associated with apparatus
maintenance. The annual cost of adding these positions is $325,000 plus a one-time cost of
$25,000.
Strategic Initiatives: Improve service delivery
• Add 2 Fire Prevention Inspector IIs to meet New Growth and Inspection Demands:
Impact: By conducting annual inspections, the Department will be taking a proactive
approach through education and enforcement to reduce fire losses, maintain timely new
construction appointments and reduce injuries resulting from exposure to hazardous
materials. Due to challenges in staffing, general business inspections are only completed
every 3-4 years, unless they are mandated by the State to be conducted annually. The goal
is to compete all business inspections annually for safety purposes.
Strategic Initiative: Reduce life and property loss; Increase service delivery
15
• Add 1 Fire Prevention Engineer to meet New Growth and Development Demands:
Impact: The Fire Prevention Engineer (FPE) advises and directs subordinates engaged in
plan checking and inspecting fire safety systems, buildings, structures, and properties for fire
and life safety hazards and for compliance with local and state codes, ordinances, and laws.
Along with supervising the work of personnel engaged in plan checking and inspection of fire
safety systems, the FPE monitors work performed for accuracy and completeness, prepares
draft fire and building code amendments and reports detailing fire safety enhancements within
the community. The FPE participates in the selection, training, and evaluation of subordinate
staff; recommends disciplinary actions. This position may represent the City as an expert
witness before boards, commissions, and court proceedings.
The workload of the FPE is such that Sprinkler and Fire Alarm plan review turnaround is often
more than 30 days. Site and Utility plan review (BFF requirements) are generally the last day
of the review period. Neither of the 2 current FPE’s are provided sufficient field time to see
or inspect the projects in which the plans they review are being constructed.
Strategic Initiative: Reduce life and property loss; Increase service delivery
• Secure Land for Relocating Fire Station 12:
Impact: The current size of Fire Station 12 is too small for the apparatus and staffing needed
in that area of the City of Fresno. Based on call volume and location Station 12 would be
ideal for an engine and truck company, Battalion Chief and possibly a squad. This requires
a much larger fire station for staffing and apparatus storage. Note: This is a 43-year
temporary fire station is a single-family residence. The City later purchased the building, but
the fire station was never moved to a permanent facility.
Strategic Initiative: Increase service delivery
• Secure Land for new Fire Station 21/25 (number of stations not confirmed):
Impact: As industrial growth continues in the southern part of the City of Fresno the need for
a fire station around the Freeway 99/North Avenue area is apparent. The Fresno Municipal
Code currently has a maximum run distance of fire apparatus that cannot be met in southern
part of the City without a new fire station and apparatus. Securing land now will be the first
step in the process towards construction.
Strategic Initiative: Increase service delivery
16
• Annual Chief Officer, Captain and Firefighter Specialist Academies:
Impact: Due to the anticipated attrition in key technical and leadership positions within FFD
it is imperative to have a plan in place to provide introductory and advanced training through
academies for Chief Officers, Captains and Firefighter Specialists. A lack of such training
was determined in the Serious Accident Review Team Report of 2015. These academies
have been initiated for all ranks mentioned with very positive feedback from employees.
Strategic Initiative: Enhance Firefighter safety training
• Fire Station Maintenance/Repairs:
Impact: As our fire stations age, we need to continue to invest in the maintenance and upkeep
of these facilities. Firefighters use these facilities 24/7/365 which results in continuous
maintenance and repairs. These improvements will be prioritized with funding of
approximately $250,000 annually. However, given the constraints and competing priorities of
the General Fund it is anticipated that either grant funding or a ballot initiative will be required
to address the many capital projects identified in future years.
Strategic Initiative: Improve logistical support
• Fire Equipment Replacement Plan:
Impact: Daily, our Firefighters use equipment (hose, nozzles, tarps, self-contained breathing
apparatus, hand tools, etc.) which have a limited lifespan. This equipment is used 24/7/365
which results in excessive use (based on our call volume) and thus replacement of that
equipment is necessary to ensure our Firefighters have safe and reliable tools to effectively
mitigate emergencies. Approximately 15% of the equipment stock would be replaced
annually, through a priority basis, with funding of approximately $200,000.
Strategic Initiative: Improve logistical support
17
Priority Group #2
Item Ongoing One-
time/Capital
Add 21 Firefighters: (possible SAFER grant, Drill School
to begin 9/1/21)
Options:
• Add a 4th Firefighter to 7 apparatus
(Trucks or Engines)
$1,045,400
in FY22
(includes
$701k Drill
School and
equipment)
By FY26,
$2,920,100
Personnel
costs
annually
after grant
expires
One Time:
16-wk Drill
School. Hiring
from General
Population
$701,000
Build an appropriate Training Facility for live burning and
other fire training near PD Regional Training Center
30,000
maintenance
$15-$20M
Public Safety Communications $15-$28M
Add 2 Emergency Preparedness support positions:
Emergency Planning Coordinator
Senior Administrative Clerk
$85,000
$65,000
Replace SCBA – timed out Spring of 2023 $1.3M
Consider lease
Architectural plans for Station 10 $400,000
Purchase land for Station 21/25
(Fwy 99/North Ave area)
Unknown
at this time
Architectural plans for Station 21/25
(Fwy 99/North Ave area)
$400,000
Initiate Accreditation Process (18-month process) $25,000
Personal Protective Equipment (PPE) Replacement.
15% of PPE should be replaced annually to maintain the
safety of members in the field. (Currently 302 members)
$200,000
Fire Station capital improvements (2 station/year) $1.6M
($800,000
per station)
18
Detail of Priority Group #2:
• Apply for 21 Firefighting Positions: adding Squads and/or fourth Firefighters to
apparatus, and/or Engine/Truck staffing through FEMA’s Staffing for Adequate Fire
and Emergency Response (SAFER) grant application process:
Impact: The SAFER grants, administered by FEMA, were established to provide assistance
to cities and fire districts to hire Firefighters; improving effective responses for communities
and enhancing Firefighter safety. The current SAFER grant will cover 100% of A-step
Firefighter salaries/benefits for a 3-year period, with no matching funds. Funding of $3.1
million of General Fund will be required to retain Firefighters after the SAFER grant expires.
Cost associated with a 16-week Drill School for new trainees is $701,100 a one-time cost of
the General Fund.
Strategic Initiatives: Reduce life and property loss; Increase service delivery
• Build an Appropriate Fire Training Facility:
Impact: The Department has used its current training facility behind Fire Station 3 for over 65
years. With the construction of a 4-story housing building behind the training tower the
existing training facility will no longer be available for live-fire training. While the Department
may be utilizing other agencies training facilities temporarily, a new permanent FFD training
facility needs to be identified, one which will support live-fire training, classrooms, restrooms,
training offices, and other logistics to provide annual mandated training for members and
recruit academy trainees. Consider satellite training locations near existing fire stations for
training other than live-fire to keep units more available if needed for emergencies.
Strategic Initiatives: Enhance Firefighter safety and training
• Upgrade the Public Safety Communications System through a Lease/Purchase Option:
Impact: Public Safety Communications must be effective for both Firefighter and officer
safety. The current microwave technology is over 12 years old and must be upgraded to
ensure transmissions are sent and received for our public safety officials. Costs should be
split between Police, Fire and Public Works and are expected to be approximately $300,000
annually for the Fire Department alone.
At the time of publication of this document, ISD hired a consultant who identified a cost of $28
million dollars to update all radios and infrastructure needed for Police, Fire and Public Works
Departments’ public safety communications system to 700/800 Mhz. First-Net is also being
evaluated by ISD, Fire and Police Departments as a possible option going forward.
Strategic Initiatives: Enhance Firefighter safety and training; Improve logistical support
19
• Add 2 Emergency Preparedness Positions:
Impact: Fresno is currently the 5th largest city in the State of California, yet it has only 1
Emergency Preparedness Officer (currently a Fire Captain) to manage, prepare and oversee
all emergency preparedness activities for the City of Fresno and over 540,000 residents. The
industry standard is to have 1 person for every 100,000-population serving in an Emergency
Preparedness Office for city our size; additionally, this position is typically housed in the City
Manager’s Office (CMO). Consideration should be given to not only add appropriate staff for
the EPO, but also relocate the EPO to the CMO.
Strategic Initiative: Increase service delivery
• Replacement of Self-Contained Breathing Apparatus (SCBA):
Impact: The current Department SCBA’s are beyond their service life by the Spring of 2023
(requiring replacement). The Department is currently evaluating costs for future bulk
purchase of over 700 SCBA bottles and 350 SCBA harness/packs.
Strategic Initiatives: Enhance Firefighter safety and training; Improve logistical support
• Architectural Plans for Station 10:
Impact: The next step in construction for the relocation of Station 10 is to prepare architectural
plans. The land for Station 10 was purchased in 2018.
Strategic Initiative: Increase service delivery
• Purchase Land for New Station 21/25:
Impact: The reverse triangle in the southern part of Fresno has seen a significant increase in
development over the past several years. A new fire station needs to be built in the Freeway
99 and North Avenue area to meet service level delivery expectations. The first step in this
process is to purchase land to build the fire station. Note: The numerical number of that
station has not been determined but will likely be 21 or 25.
Strategic Initiative: Increase service delivery
• Architectural Plans for Station 21/25:
Impact: Following the land purchase for Station 21/25, the next step would be to prepare
architectural plans.
Strategic Initiative: Increase service delivery
20
• Initiate the Accreditation Process:
Impact: Accreditation will take approximately 1,200 hours of staff time to complete over an
18-month process. The fees associated with each step of the process from application,
workshops, to award (and travel costs) will be approximately $25,000. Accreditation is a
comprehensive self-assessment and evaluation model that enables organizations to examine
past, current, and future service levels and internal performance and compare them to
industry best practices. This process leads to improved service delivery.
Strategic Initiative: Increase service delivery
• PPE Replacement Plan of approximately 15% of all components each year:
Impact: Firefighters should have safe and compliant PPE. Fresno Firefighters experience a
significantly higher fire call volume than most peer metro cities resulting in increased turnover
of stock. Turnouts, helmets, gloves, hoods and (when required) safety boots are all part of
the PPE components in the current replacement plan.
Strategic Initiatives: Enhance Firefighter safety and training; Improve logistical support
• Capital Improvements to Existing Fire Stations:
Impact: The majority of existing fire stations are over 37 years old and need capital
improvements and/or expansion to support a growing fire department. With prevailing wages
requirements, the costs for improvements are substantial. Room expansions, paint,
landscape, flooring are all examples of needed capital improvements. Two-to-three (2-3)
station improvement projects each year at approximately $800,000 each should be budgeted.
Strategic Initiative: Improve logistical support
This section intentionally left blank.
21
Detail of Priority Group #3:
• Apply for 21 Firefighting Positions: adding Squads and/or fourth Firefighters to
apparatus, through FEMA’s Staffing for Adequate Fire and Emergency Response
(SAFER) grant application process. This action would improve the minimum daily
staffing. SAFER grants are the most cost-effective way for cities and fire districts to
lean into the full costs of adding much needed firefighting staffing:
Priority Group #3
Item Ongoing One-time/Capital
Add 21 Firefighters: (possible SAFER grant for 12)
8-Week Drill School
Options:
• Open Engine/Truck (12 recruits)
• Attrition (10 recruits) *
*Note: Personnel costs for the 10 attrition recruits will
be materially offset by shift replacement OT savings by
filling previous vacancies and cannot be part of a
SAFER application.
Equipment Leases Engine/Truck (starts in FY23)
$742,800 in
year FY22
includes $609k
Drill School.
$2,235,800 by
FY26 after grant
expires.
$189,500
One Time:
8-week Drill
School $609,600
Lease purchase
Fire Truck
(annual lease &
maint, payments
$189,500)
Replace the Breathing Support Apparatus $350,000
Update Alerting System for Stations $200,000
Add 1 Fire Prevention/Safety Educator $65,000 $20,000
(materials)
Add 1 Fire Investigator (40-hour)
Equipment Lease (Explorer)
$148,000
$10,000
$45,000 for 1
Ford Explorer
Purchase 4 sets of ballistic vests and helmets for each
fire apparatus and 1 set for each sworn safety 40-hour
position (130 total sets)
$225,000
Purchase 2 sets of safety hoods for each Firefighter
(700 total) with improved safety built into the material.
$60,000
Expand medical services; possibly adding Paramedics
Form a committee to explore the options, value added
to citizenry, and costs associated
Unknown
at this time
Unknown
at this time
22
Impact: The SAFER grants, administered by FEMA, were established to provide assistance
to cities and fire districts to hire Firefighters; improving effective responses for communities
and enhancing Firefighter safety. The current SAFER grant will cover 100% of A-step
Firefighter salaries/benefits for a 3-year period, with no matching funds. Funding of $3.1
million of General Fund will be required to retain Firefighters after the SAFER grant expires.
Cost associated with an 8-week Drill School for new Firefighter Trainees is $465,600 onetime
cost of the General Fund.
Strategic Initiatives: Reduce life and property loss; Increase service delivery
• Replace the Breathing Support Apparatus:
Impact: This is a mission critical vehicle that ensures Firefighters have adequate air bottles
and air refilling capabilities at emergency scenes. The current breathing support apparatus
is 10 years old and had significant down time in 2019 due to mechanical failures. The current
vehicle is the only breathing support in the Metro Fresno County Area. The next closest
breathing support is in Del Rey, CA. Without this capability, Firefighters at a fire scene cannot
work in the firefighting environment.
Strategic Initiatives: Enhance Firefighter safety and training; Improve logistical support
• Update the Fire Station Alerting System:
Impact: A fire station alerting system is a mission critical component in emergency response.
The system currently depends on computer technology that is decades old. Improving the
current system will improve turnout time at the fire station, thereby improving response times
to emergencies. An estimate of $10,000 per station has been identified for costs. Features
will include:
• A communication gateway that links the computer-aided dispatch system and the station
alerting controller through an IP connection.
• A station alerting controller that is specific to each fire station. Alerting can be initiated to
specific areas of the station and include individual room volume controls.
• Call information displayed on message signs and/or televisions.
• Turn out timers provide feedback to Firefighters concerning their turnout time.
• A computer-automated dispatch module provides a consistent and clear audio broadcast.
This frees the radio operator to conduct other critical tasks.
• Provides ramp up tones, fade-in, and multiple color lighting. The benefits of these features
are the reduction of stress on Firefighters by increasing the volume of the tone slowly from
off to full volume over a longer amount of time.
Strategic Initiative: Improve logistical support
23
• Add 1 Fire Prevention/Safety Educator and Materials:
Impact: Education is one of three key components in fire prevention (enforcement and
engineering being the other two). Training and educating our citizens (particularly youth) on
fire and life safety is a proactive approach to reducing fire and life loss. Educational outreach
has been supported primarily through non-profit donations for over 35 years.
Strategic Initiatives: Reduce life and property loss; Increase service delivery
• Add 1 Fire Investigator (40-hour):
Impact: The Department is tasked with the investigation of all fires. The primary investigation
starts with the Investigations Unit member on a 56-hour work week. Most follow-up
investigations occur by members assigned to a 40-hour work week. These investigations are
time consuming and require substantial documentation for use in the prosecution of potential
suspects. The 40-hour Investigator is also responsible for conducting internal investigations
and background investigations for new employees. With the current back log of work,
background checks are taking 30 days or more to complete. This makes getting additional
staff or replacements on board in a timely manner very difficult. Adding an additional
Investigator to the staff will help to bring the workload to a more manageable level.
Strategic Initiatives: Reduce life and property loss; Increase service delivery
• Purchase 4 sets of Ballistic Vests and Helmets for each Fire Apparatus and 1 set for
each Sworn Safety 40-hour position (130 total sets):
Impact: Ballistic Protective Equipment is essential for the safety of first responders, such as
fire/rescue and EMS personnel, who may be called upon to support law enforcement teams
during an active shooter incident and enter an unsecured active shooter area (warm zone).
Fire/rescue and EMS personnel who are not members of a tactical law enforcement response
team have traditionally not entered an active shooter area until the “all clear sign” is given by
the Incident Commander. However, expert analysis of recent Active Shooter/Mass Causality
incidents has revealed the value of having medical and rescue personnel who are properly
trained and equipped to enter the warm zone to maximize victim survival.
The Fresno Fire Department along with the Fresno Police Department have an agreement
that recommends fire personnel entry into a “warm zone” to support the rapid triage,
treatment, and extrication of the wounded when possible with the proper Ballistic Protective
Equipment. The Fresno Fire Department currently lacks the ballistic equipment to perform
these types of rescues.
Strategic Initiatives: Enhance Firefighter safety and training
24
• Purchase 2 sets of Safety Hoods for each Firefighter (700 total) with improved safety
built into the material:
Impact: Recently, the Department has seen a recent increase in the cancer rates among our
current and retired members. Our members encounter the products of combustion on a
regular basis. These dangerous products of combustion carry dangerous carcinogens that
enter the body through skin absorption. Absorption of dangerous chemicals and
contaminates due to wearing PPE that does not effectively block these dangerous particulates
from the skin, is one of our primary concerns. FFD would like to make a change to our current
hood program.
The current model of exchanging the flame resistant (with limited particulate protection) hoods
at an incident would end and would be replaced by issuing each member 2 of their own Cobra
BarriAire (or similar particulate protection) hoods. This change would not affect the operations
of the Department and would be an easy transition for the members. The Cobra hoods would
be the standard issue and would provide the complete coverage of particulate protection that
would reduce exposure and potentially reduce the cancer occurrence in the Department.
Strategic Initiatives: Enhance Firefighter safety and training
• Expand Medical Services by Possibly Adding Paramedics:
Impact: As the City of Fresno grows so too will the calls for service. Adding a higher level of
medical services may be of value to the citizenry and should be explored. A committee should
review several options and evaluate the costs associated with each and value added for this
service.
Strategic Initiatives: Increase service delivery
25
Summary of Strategic Plan Costs
Fire Department Priority
Costing
On-going Cost & Lease Payments
Description
One-Time
Cost
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
Priority Group #1
Hire 21 SAFER grant Firefighters
5/1/21 495,600 586,700 862,300 763,700 1,352,300 3,093,300
Communications System Separation
from NCFPD
Currently
being
evaluated
Convert Senior Account Auditor to
Senior Management Analyst
5,200 10,400 10,600 11,800, 13,000
Add 1 Senior Administrative Clerk 2,000 26,500 53,100 53,600 54,100 54,700
Add 1 Service Maintenance Worker 500 36,300 72,600 75,600 78,600 78,600
Add 6 Firefighter Trainee/Cadet
positions to complete annual hydrant
inspections, incident rehab, and other
department logistics.
3,000
164,000 332,800 333.800 334,800 335,800
Add 2 Fire Inspectors; includes $25k
annual for lease/maint, fuel. Lease
term 5 years.
4,000
105,000 213,000 217,000 221,000 221,000
Add 1 Fire Protection Engineer 2,000 112,000 113,000 114,000 115,000 116,000
Secure land or existing building to
relocate Station 12
Currently
being
evaluated
Secure land for future station
(Fwy 99/North Ave area)
Currently
being
evaluated
Annual Chief Officer, Captain and
Firefighter Specialist Academies
170,000
Fire Station Maintenance/Repair
(Painting, HVAC, rollup door repair,
sprinkler systems, landscaping, etc.,
require continuous maintenance and
repair funding).
250,000
Fire Equipment Replacement Plan
(equipment on apparatus wear out and
need replacement)
200,000
Priority Group #2
Add 21 Firefighters: (possible SAFER
grant) FY 22 $7101,000 NA 1,045,500 722,800 781,400 2,510,900
Build an appropriate Fire Training
Facility for live burning and other fire
training
15-20M
Consider lease payments
Public Safety Communications 15-28M Consider lease payments
26
Replace outdated station computers 120,000
Add 2 Emergency Preparedness
support positions.
5,000
155,200 162,200 164,200 166,200
Replace SCBA – timed out in 2022 $1.3M
Possible
lease
Consider lease payments
Architectural plans for Station 10
400,000
Purchase land for station 21/25
(Fwy 99/North Ave area)
Unknown cost at this time
Architectural plans for Station 25/21
(Fwy 99/North Ave area)
400,000
Initiate Accreditation Process
(18-month process)
25,000
Personal Protective Equipment (PPE)
Replacement. 15% of PPE should be
replaced annually to maintain the safety
of members in the field.
(Currently 302 members)
200,000
Fire Station capital improvements (2
stations/year). This takes into
consideration prevailing wages.
$1.6M –
($800,000
per
station)
Priority Group #3
8 weeks SAFER: 22 Recruits, Open 4-0
Truck Co, Attrition (10 recruits) 609,600 742,800 861,400 967,600 1,214,300
Replace the Breathing Support
Apparatus
380,000
Update Alerting System for Stations 200,000
Add one 1 Fire Prevention/Safety
Educator
20,000
33,000 66,000 67,000 68,000 69,000
Add 1 Fire Investigator (40-hour) 78,000 157,000 158,000 159,000 160,000
Purchase 4 sets of ballistic vests and
helmets for each fire apparatus and one
1 set for each sworn safety 40-hour
position (130 total sets) 225,000
Purchase 2 sets of safety hoods for
each Firefighter with improved safety
built into the material. 60,000
Expand medical services by possibly
adding Paramedics Unknown cost at this time
27
Future Fire Stations and Expansion Locations
_________________________________________________________________________________________________________________
Future fire station locations are based on several factors, to include, but not limited to
development in the area, development code standards, arrival times of first-due responding
apparatus, call volume of current fire apparatus, full effective firefighting force, etc. Below is a
list of projected future fire stations and expansion of some existing stations based on the 2019
Fire Impact Fee Assessment.
See Map on next Page.
28