2011 Annual Report. move, what we have accomplished, and what our next steps are going to be.

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Nathan Moore
6 years ago
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INSIDE THIS ISSUE: Operations 2 Administration 2 Retirements 2 Fire Prevention/ Inspections 3 Support Services 3 Notable Incidents 4 Training 5 Promotions 5 Employees of the Year 6 Emergency Medical

cooperative fire services agreement, I think it is important to reflect on the reasons why we took that bold Fire Chief Mike Scott move, what we have accomplished, and what our next steps are going

1 INSIDE THIS ISSUE: Operations 2 Administration 2 Retirements 2 Fire Prevention/ Inspections 3 Support Services 3 Notable Incidents 4 Training 5 Promotions 5 Employees of the Year 6 Emergency Medical Services 6 Emergency Management 6 Close Call in La Mesa 6 Calls for Service 7 New Employees 7 Reserve Program 8 Red Cross Honorees Annual Report With the completion of our second year in the cooperative fire services agreement, I think it is important to reflect on the reasons why we took that bold Fire Chief Mike Scott move, what we have accomplished, and what our next steps are going to be. When we developed our plan in 2009, our guiding principles were to maximize our resources, create cost containment opportunities, continue to provide a high level of service, and maintain local control. As I look back on those guiding principles, I believe we have held true to them. We have maximized our resources by reorganizing our management staff, reduced duplication of effort, implemented a personnel resource pool, enacted personnel exchange programs, shared hiring and promotional processes, shared training programs, shared operations and coordination of resources, and shared emergency planning. Along the way, this shared approach has saved our three cities over $1.2 million dollars compared to how each city was funded prior to this agreement. That cost containment is an ongoing savings that will continue to benefit the cities. That savings has been realized without reducing our level of service. Despite reducing staffing levels in the management staff, the shared approach has allowed us to continue to provide good support and management FIRE CHIEF S MESSAGE of the department. More important, we have maintained our service level at the delivery point. Keeping the same number of resources on the street in this economic climate is no small accomplishment. Our shared cooperative approach between the cities along with the creation of a city manager executive committee has allowed a high level of local control to continue to exist. The current approach allows each city to control their service delivery levels while participating in decision making for the shared portions. As we developed our goals and objectives for the 2011/2012 fiscal year, the overall theme was to build on what we accomplished in the first year. We knew our first year was likely to not be a perfectly tuned machine. The primary focus for this year has been to strengthen the operations, training, fire prevention, and administrative functions. A big part of that involves building relationships, confidence, and trust. Those areas are often built through good communications. We have also placed a high level of importance on continuing to develop good communications. When you put all of these things together, the organization will run like a fine tuned machine. As we continue to build this team and make great accomplishments, I hope we can all be proud of being a part of Heartland Fire & Rescue.

Page 2 HEARTLAND OPERATIONS The process of building our organization s operational effectives continues through several different programs.

The coordination of resources has been especially helpful in ensuring adequate service coverage throughout the jurisdiction during training programs.

This will make it easier to track daily staffing needs and has allowed us to take the first step towards a common approach to how we fill vacancies.

2 Page 2 HEARTLAND OPERATIONS The process of building our organization s operational effectives continues through several different programs. They include working with the training division to deliver training across all three cities, implementation of the personnel exchange program, and coordination of resources. The coordination of resources has been especially helpful in ensuring adequate service coverage throughout the jurisdiction during training programs. The merging of the El Cajon/Lemon Grove Telestaff database with the La Mesa Telestaff database will allow for single access. This will make it easier to track daily staffing needs and has allowed us to take the first step towards a common approach to how we fill vacancies. The Mission of Heartland Fire & Rescue As part of a vehicle replacement need in La Mesa, an operational analysis was completed on vehicle type options. A recommendation was made to develop a Rescue/Pumper style vehicle that would better meet the needs of the department. This approach will allow for the purchase of one vehicle instead of two and will result in savings of about $500,000. Lastly, our first set of operating guidelines has been developed and will be implemented in This step will continue our efforts to operate as one organization. ADMINISTRATION The Heartland Fire & Rescue Administrative Section saw many accomplishments both internally and on regional projects. Within Heartland Fire & Rescue the purchase of new badges and patches was completed. is to provide safe communities through exceptional, professional service With the help of Captain Tom Brown grant applications were submitted on behalf of our three cities to San Diego Service Authority for Freeway Emergencies (SAFE), and a grant award of $72,891 toward the purchase of turnouts received. A successful grant application for the purchase of P25 compliant radios was also submitted to Assistance to Firefighters Grant (AFG). The grant award of $113,932 will be utilized in Progress was made with the new DMV licensing process and the required documents for obtaining the license were posted on the Heartland Fire & Rescue website. With the help of the battalion chiefs and Management Analyst Dionne Oldenburg, significant progress was also made toward completing NFIRS reports. The year ended with the completion of the ISO recertification process and the acquisition of an intern from SDSU to assist with work on policy documents, including the new Safety Policy. Two regional projects were completed that also had significant benefits for Heartland Fire & Rescue. One project included work on the first phase of the new regional GIS database. This database consolidated all road and preplan map data for both the North and Central Zones on one computer server located at HCFA. The second project included coordinating and acquiring new run map books for Central Zone agencies, which includes our three cities. RETIREMENTS El Cajon Doug Elliott Brett Medinger Chris Winter La Mesa Chuck Strickland Lemon Grove Ray Harper

3 FIRE & RESCUE Page 3 FIRE PREVENTION/INSPECTIONS During 2011, the fire prevention division took additional steps towards sharing resources and coordinating the duties between the three cities. From a JPA perspective, all fire prevention personnel are now shared through the agreement. This means any of the staff can perform fire prevention duties in any of the three cities. The intent is to make the best use of the personnel. One aspect of that process included a hiring process for the Deputy Fire Marshal position. This allowed for Fire Captain Tom Hamma to return to a shift assignment and resulted in the promotion of Adam Beardsley to the Deputy Fire Marshal position. One of the other key changes for La Mesa includes the effort to shift some of the new construction plan review and inspection processes to the Building Department. This will allow for fire prevention to focus on other hazardous permitting and improve customer service. Another ongoing project involves the building of the Firehouse database for fire prevention functions. This step will allow us to access all fire inspections from one source instead of three. With the retirement of Chief Strickland, a hiring process will be completed with emphasis on hiring a single function Fire Marshal. This approach will allow us to hire someone who is focused on fire prevention and will remain in the position for a long period of time, rather than rotating a chief officer through the assignment. SUPPORT SERVICES Support Services was again busy assisting in keeping all three agencies facilities and fleet operating and maintained. In addition to ongoing upkeep, the division is responsible for the specifications, ordering, and placement of new fire and EMS apparatus. In 2011, we took delivery and placed into service a new Pierce fire engine at station 8 in El Cajon. Plans were also made to transition a fire engine from the City of El Cajon to the City of Lemon Grove, enhancing the overall Heartland Fire & Rescue fleet capability. Another big project was the remodel of station 7 in El Cajon. Working with the El Cajon Facility Maintenance group, we saw the completion of this much needed project. Support services was also tasked with technology upgrades. In New Piece engine. 2011, we began the process of transitioning all three agencies personnel over to a common system. This step will allow a much quicker and streamlined communication among the agencies and reduce the amount of redundant communications that were previously required. Finally, the division also procured and placed into service six mobile data terminals (laptop type computers on the apparatus) as well as new 800MHz mobile (vehicle mounted) and portable (hand held) radios. These new computers and radios will greatly enhance our communication abilities. Organizational Values We value: Trustworthiness being reliable, honest, and acting with integrity Resourcefulness doing the most with what we have; accomplishing the goal; creativity Compassion being caring, courteous, and understanding Diversity in all aspects including race, ethnicity, gender, and age; in all aspects of the three organizational cultures working together Respectfulness of the Heartland community, of our profession, of each other, and of ourselves Community Citizenship acting on the needs of the community, participating in community events and projects, volunteering, taking pride in the community Commitment to Excellence setting clear expectations, providing necessary resources and guidance, recognizing achievement

4 Page 4 HEARTLAND N OTABLE INCIDENTS Brush fire in Fletcher Hills. Ambulance fire at Parkway Plaza. Above: Vehicle lands in construction site in El Cajon. Fire at 70th Street. Prince Street fire. Vehicle fire in La Mesa. Vehicle fire in El Cajon. El Cajon Fire and Police at critical incident on Prince Street.

FIRE & RESCUE Page 5 TRAINING In 2011, the training division was strengthened with the addition of a training battalion chief.

Also, the training battalion chief has taken the lead in the Heartland Fire & Rescue Training Committee.

The training committee was also responsible for probationary firefighter training and testing for all three agencies, which assures new firefighters receive the same training and testing,

All Heartland Fire & Rescue firefighters now use the same information and formulas when calculating pump pressures on the fire ground.

machines, we were able to completed obscure visibility and create very realistic conditions including firefighter rescues.

Doing this allows crews to work together and learn equipment and apparatus differences, as well as fight fire together in a somewhat controlled environment.

During the summer months, prior to being demolished, we had the opportunity to train at a self storage facility in Lemon Grove.

5 FIRE & RESCUE Page 5 TRAINING In 2011, the training division was strengthened with the addition of a training battalion chief. This addition was instrumental in coordinating much of the hands-on training that we do. Also, the training battalion chief has taken the lead in the Heartland Fire & Rescue Training Committee. This group has developed curriculum for all new firefighters in Heartland Fire & Rescue. The training committee was also responsible for probationary firefighter training and testing for all three agencies, which assures new firefighters receive the same training and testing, regardless of the agency. A new hydraulics manual was developed and implemented across all three departments. All Heartland Fire & Rescue firefighters now use the same information and formulas when calculating pump pressures on the fire ground. Another key area of development is monthly training focus that was implemented giving guidance to crews on a particular area of training each month. Promotions Lemon Grove training drill. machines, we were able to completed obscure visibility and create very realistic conditions including firefighter rescues. For the second straight year, in December, we brought crews together at the Heartland Training Facility and conducted live fire training for all three agencies. Doing this allows crews to work together and learn equipment and apparatus differences, as well as fight fire together in a somewhat controlled environment. These evolutions are particularly popular with the firefighters. Live burn training. The training division also supported several multi company drills in During the summer months, prior to being demolished, we had the opportunity to train at a self storage facility in Lemon Grove. Crews practiced search and rescue techniques as well as other fire ground operations. In the fall we again had the opportunity to train on search and rescue at the old La Mesa Police Station on Allison Avenue. This training included a simulated basement level entry that we do not often have a chance to practice on. Using our simulated smoke Auto extrication training. Our training battalion chief and deputy chief both assumed instructor roles through the Heartland Training Facility, serving as instructors in the basic recruit academy and annual wildland refresher training. Members and staff from all three departments also attended several outside training sessions and conferences including the California Fire Mechanics Academy in Sacramento, Firehouse World in San Diego, and Firehouse Software training in Fort Worth, Texas. Fire Captain Marco Maldonado Fire Captain Greg Sedlacek Deputy Fire Marshal Adam Beardsley

Page 6 HEARTLAND EMERGENCY MEDICAL SERVICES The Emergency Medical Services Division continues to provide a high level of prehospital patient care. This is accomplished in a variety of ways.

This was completed and we now have every first responder resource providing advanced life Medic 6 support services.

A new medical waste provider was selected and an updated medical supplies bid process was completed for El Cajon.

(AMR) units along the western border. For the cities of La Mesa and Lemon Grove, the process to update the first responder agreement with AMR is nearing completion.

6 Page 6 HEARTLAND EMERGENCY MEDICAL SERVICES The Emergency Medical Services Division continues to provide a high level of prehospital patient care. This is accomplished in a variety of ways. One of the goals for the new fiscal year was to add Truck/Rescue 11 as an advanced life support first responder unit. This was completed and we now have every first responder resource providing advanced life Medic 6 support services. El Cajon kept up with their EKG monitoring replacement program with the purchase of three new Lifepak 15s. El Cajon also put a new ambulance in service for Medic 6. A new medical waste provider was selected and an updated medical supplies bid process was completed for El Cajon. El Cajon Fire Employee of the Year Battalion Chief Phil Snow El Cajon has completed an agreement with Grossmont Hospital that will allow for mutual aid between El Cajon and American Medical Response (AMR) units along the western border. For the cities of La Mesa and Lemon Grove, the process to update the first responder agreement with AMR is nearing completion. The funds from this agreement are used to support our advanced life support first responder program. EMERGENCY MANAGEMENT This year we made great strides in preparing our communities for emergencies. We attended or hosted a wide variety of training presentations where we trained over 2,500 people in emergency preparedness. We also participated in four disaster exercises with San Diego County Office of Emergency Services/California Emergency Management Agency/Federal Emergency Management Agency aimed at helping improve our emergency plans. To ensure our staff is prepared to respond to emergencies we held seven staff trainings and one volunteer training to train Community Emergency Response Team (CERT) members on Shelter Operations and Speakers Bureau functions. In addition to fine-tuning our emergency plans, we hosted a regional workshop to help the East County region coordinate our evacuation efforts. EMP Coordinator Mona Freels La Mesa Fire Employee of the Year Captain Todd Feneis We were able to test our plans in a real-life scenario with the September 2011 power outage. It was a great opportunity for our staff to use their training and respond to our communities. A Close Call with a Happy Ending During a response at a condo fire on Baltimore Drive in La Mesa Firefighter/Paramedic Sean Finley felt the floor on the third story give way under his feet. He hung on to a piece of wall as the floor disappeared below him. Luckily, Engineer John Burningham was nearby and able to grab hold of his crew member s hand and hold on tight, as Finley made his way to safety. Thanks to quick thinking and courage, neither man was injured. Although they were both surely glad when their feet were back on solid ground.

FIRE & RESCUE Page 7 CALLS FOR SERVICE Type of Incident

Ringing Alarms 288 179 61 Explosive Device 5 2 3 Vehicle

Structure 30 3 6 Wildland 13 16 17 Medical Aid 9,067

215 81 Single Engine 265 199 108 Strike Team 1 0 0

0 0 1 10,854 6,050 3,144 NEW EMPLOYEES Welcome New

Chris Wrisley and Travis Medina Mark Casey and Joe Lima

7 FIRE & RESCUE Page 7 CALLS FOR SERVICE Type of Incident El Cajon La Mesa Lemon Grove Aircraft Fire/Standby Ringing Alarms Explosive Device Vehicle Accident Vehicle Fire Vehicle versus Structure Wildland Medical Aid 9,067 4,957 2,536 Natural Gas Leak Public Service Single Engine Strike Team Structure Fire Rescue Hazardous Material ,854 6,050 3,144 NEW EMPLOYEES Welcome New Firefighter/Paramedics! Chris Wrisley and Travis Medina Mark Casey and Joe Lima Sean Hayes and Kyle Setter Welcome New Administrative Assistant! Joe Nevin Matt Sivba Jeff Hubert Wendy Filter

8 Page 8 Heartland Fire & Rescue Proudly Serving the Cities of El Cajon, La Mesa, and Lemon Grove City of El Cajon Fire Department 100 E. Lexington Ave. El Cajon, CA (619) City of La Mesa Fire Department 8054 Allison Avenue La Mesa, CA (619) Lemon Grove Fire Department 7853 Central Avenue Lemon Grove, CA (619) We re Online! Visit our website at for news and information about Heartland Fire & Rescue and sign up with Nixle at artland-fire-and-rescue/ to be sent public safety alerts and messages by or text message. Reserve Firefighter Program Paying Dividends In 2007, El Cajon implemented a reserve firefighter program. The stated objective of the program was to develop future employees for our department and to enhance our daily staffing. The program has met both of those objectives with great success. A typical process for a new reserve firefighter begins with a selection process to get into the program. The selection process looks a lot like the hiring process. The candidates complete a written exam, physical agility test, and an interview. The selected candidates then move on to a 14 week State Certified Firefighter 1 Academy. After completing the fire academy, the reserve is required to work at least 48 hours per month. During their required shifts and mandatory monthly training, these reserves gain great experience on the job. For those who are not paramedics, the reserves have the opportunity to work as the third person on the paramedic ambulance while in training. This unique opportunity gives them great exposure to the role of a paramedic and the necessary skills and knowledge to be successful in paramedic school New Reserves: James Fransway Todd Gohsler Robert Parkhill Sean Walker Probably the greatest benefit to the organization is the opportunity to develop these reserves as future employees. Since beginning the program, 17 reserve firefighters have been hired by one of the cities in Heartland Fire & Rescue. When these reserves make it to the final selection process we know a lot about them. We know what their skill level is and, more important, we know something about their character and values. As a result, those who have come through the reserve process to become an employee have had a 100% success rate through their probation. In addition, they tend to be very loyal to the organization because of the chance we gave them and the rate of turnover has been zero for those employees. Beyond providing the training and experience for these reserves, the department benefits greatly with enhanced staffing. The reserves are assigned as either the third person on the ambulance or the fourth person on the engine. They can also be used to staff special events like our annual open house. This extra set of hands for an event or on an incident is great to have. On average, we increase our daily staffing by at least one person per day. The success of the program is the result of dedicated effort of all the personnel who have supported the program. Special recognition should be given to the reserve coordinators Rodney Geilenfeldt, Jim Hemphill,and Marco Maldonado. They, along with all of those who have helped, have given much of their time to provide the mentorship that these reserves need. Heartland Fire Employees Honored by American Red Cross Each year, the American Red Cross honors local individuals and organizations that have made a commitment to preparedness or made a difference through their acts of courage, compassion and leadership. The 2011 recipients of the Fire and Rescue category were Firefighter/Paramedics Rob Laatsch and Jym Bridger. They were recognized for their efforts to launch a program to provide free helmets to kids in El Cajon. Their leadership is a great example of giving back to the community on an important injury prevention program. Congratulations Rob and Jym!

City of Folsom FY Final Budget

City of Folsom FY Final Budget Mission Statement Budget Summary Program Information Accomplishments Work Plan Key Issues Position Information Major Contracts New and Replacement Vehicles IV-69 Mission Statement The Folsom City Department