HomeMy WebLinkAboutAgenda Packet 2002/04/11
CITYOFCHULA VISTA
ADJOURNED REGULAR MEETING OF THE CITY COUNCIL
AGENDA
April 11, 2002 COUNCIL CONFERENCE ROOM
4:00 P.M. CITY HALL
276 FOURTH AVENUE
CALL TO ORDER
ROLL CALL: Councilmembers Davis, Padilla, Rindone, Salas, and Mayor Horton
1. DISCUSSION OF PROPOSED FIRE DEPARTMENT REORGANIZATION
AND PLANNED MAJOR EQUIPMENT PURCHASES
ORAL COMMUNICATIONS
ADJOURNMENT to the Regular Meeting of April 16, 2002 at 6:00 p.m. in the
Council Chambers.
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CHULA VISTA FIRE DEPARTMENT'S SUCCESSION PLAN
(4-1-02 through 12-31-05)
Reorganization needs: May I, 2002 (02/03 budget)
Deputy Chiefs 2 (interview process of3 candidates)
Battalion Chief 1 (current certified list)
Captain 1 (current certified list)
Engineer 1 (current certified list)
Fire Marshal 1 civilian (test needed)
Analyst Y. position (30 hours)
Opening of Station #7 in July/Sept. of 2003
Captains 3
Engineers 6
Fire Fighters 9
Engineers for Rescue/Light and Air 3
Additional Training Position
Due to the need to perfonn recruitment and training of the new hires, the Training
Division needs to have an engineer assigned to it. This position should be added during
the 02/03 budget. The position should be added at the start of the new budget (July 02).
This will provide 4-months of recruiting before the fire fighter's exam in November.
After that recruiting takes place, the engineer will be able to set-up the new academy that
will take place MaylJune of 02.
Engineer 1
Potential retirements (July 02 through December 05)
200212003 budget year
Captain 9-23-71 will retire July 02 position all ready filled
Captain 7-7-71 will be filled with civilian (two years away)
Captain 4-29-69 can go anytime (after July 02)
BIC 7-16-68 can go anytime (after July 02)
BIC 8-16-68 retirement as of July 02
FF 10-12-70 can go anytime (after July 02)
FF 8-16-68 retirement as of July 02
Engineer 3-15-71 can go anytime (after July 02)
Captain 4-10-72 can go anytime (after July 02)
Captain 1-12-73 will retire 1-12-03 (leaving in September)
Engineer 8-1-73 will retire July 02 position all ready filled
. ----------.-.-.
2003/2004 budget year
BryaÍlt Sr. Captain 3-25-74 anytime after 3-25-2004
I will have to promote and hire the following:
Captain 1
Engineer 1
Fire Fighter 1
200412005 budget year
Captain 6-23-75 anytime after 6-23-2005
Captain 2-27-75 anytime after 2-27-2005
Engineer 5-31-75 anytime after 5-31-2005
Engineer 3-20-75 anytime after 3-20-2005
Engineer 1-24-75 anytime after 1-24-2005
Captains 2
Engineers 5
Fire Fighters 5
The total needs for promotions and new hires are as follows:
Deputy Chiefs 2
Battalion Chiefs 3 (3)
Captains 15 (3)
Engineers 30 (6)
Fire Fighters 34 (9)
Staff Fire Station #8 (Otay Ranch EUC)
Captains 3
Engineers 6
Fire Fighters 9
Battalion Chiefs 3 (this could happen when Sta. 8 opens or when Sta. 9 opens)
DISCUSSION
This reorganization is needed to create a management structure that wíll ensure
the delívery of qualíty fire services as the City develops its future fire operations.
Under the current management structure, the primary span of control and
responsibility for managing daily operations resides with the fire chief and
assistant fire chief positions. However, the planned future growth of fire
operations in addition to the need to address the new ongoing issues such as
disaster preparedness and homeland security have added an extra dimension to
current fire operations that will require additional oversight that is currently not
available under the current management structure. Over the next 1.5 to 6 years
fire operations will expand to include:
. Construction of Station 7 adding one Pumper to be staffed by 3 Captains,
3 Engineers and 3 Firefighters and one AirlLight & Heavy Rescue to be
staffed by 3 Engineers for a total of 12 new positions.
8 Addition of a Reserve Ladder truck.
8 Addition of one Ladder truck in FY 04 to be staffed by 9 new fire personnel
and 3 staff positions to be shifted from station 4.
8 Remodel of Fire Stations 2 and 5.
8 Expansion of the training and storage capacity at Station 4.
8 Implementation of Medic Assessment Engines
. The construction of Station 8 (Otay Ranch EUC) adding additional fire
apparatus and staff.
8 Active monitoring of the paramedic service provider and constantly
changing "managed care" environment.
8 Active management and evaluation of fire response times in light of
growth management thresholds and a rapidly growing community.
8 Fire inspections and publíc education demonstrations in order to reduce
property damage, injury or death due to fire or exposure to hazardous
materials.
. Development of a disaster preparedness plan and homeland security
strategy.
8 Overall planned growth in department personnel from 84 positions to over
105 positions within the next 1.5 to 6 years.
In order to effectively manage this transformation, it will be necessary for the Fire
Chiefs. This will require that other senior management staff manage the day-to-
day operations. As a result staff is recommending the addition of two Deputy
Chief positions, one Fire Marshal, .75 Administrative Services Manager and the
deletion of the currently vacant Assistant Fire Chief and Battalion Chief positions.
Proposed Fire Reorganization-- Various staffing changes are proposed to more
efficiently manage services provided by the Fire Department. Staff is
recommending the deletion of the Assistant Fire Chief position and one Battalion
Chief position and addition of two unclassified Deputy Fire Chief Positions, one
classified Fire Marshal and .75 unclassified Administrative Services Manager.
The new structure would assign the daily tasks performed by the Assistant Fire
Chief and Fire Chief to the Deputy Fire Chief positions, thus creating two
divisions the Operations Division and the Administrative Division. The
reorganization will enhance essential fire services, including fire suppression and
prevention functions, as well as facilitate the delívery of other services, and
implementation of capital projects. In order to improve services to the community
due to delays inherent in a 56-hour workweek, both Deputy Chiefs will work a
traditional 40-hour, Monday thru Friday schedule.
Operations Deputy Chief - This position will be tasked with the responsibility of
managing the Operations -Division, which wíll include supervision and
management of all suppression and emergency medical service delívery. This
position will oversee the following functional areas:
. Fire Suppression SefVlces are currently provided by six fire stations
and associated personnel. Plans are currently underway to build two
new stations seven and eight. These new stations are necessary to
service a rapidly growing community. This position will be responsible
for the efficient and effective deployment of fire personnel and
equipment.
. Emergency Medical SefVlces because the department performs the
majority of calls for service in the Emergency Medical Services area,
there is an increasing need to work in close partnership with the private
paramedic services provider (AMR) to deliver medical services to
resident's at the lowest possible cost.
. Dispatch SefV;ces were recently contracted out to a private contractor
Heartland. It will be incumbent upon this Deputy to manage and monitor
the contract and dispatch service delivery in líght of Growth Management
Thresholds.
Administrative Deputy Fire Chief --This Deputy Chief would be responsible for
the Administrative Division. This division will include supervision and
management of several major functional areas: Professional Standards,
Recruitment & Training, Fire Marshal and Fire Prevention Services, Disaster
PreparednesslHomeland Defense and Capital Project Management. In addition
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volunteers and other emergency service providers. Specific duties are as
follows:
.' Professional Standards, Recruiting and Training - It will be the
responsibility of this position to ensure public confidence in the Fire
Department by developing and maintaining the highest standards of
employee performance, ethics and conduct. This position will be
responsible for development of policies & procedures, employee
recruiting, training, and disciplinary proceedings resulting from
misconduct. In addition, the Administrative Deputy will serve as a liaison
with the City Attorney's Office and Human Resources on issues dealing
with Civil Service Rules, the American Disabilities Act, Fair Labor and
Standards Act, and personnel related litigation. Employee training and
development will also be scheduled and tracked by this position. Training
is an essential component of staff development in light of the anticipated
retirements and new staff to be added in the next couple of years.
. Fire Marshal and Prevention Services - The Administrative Deputy wíll
supervise the Fire Marshal and Fire Prevention personnel and activities.
In this capacity this position will enforce federal, state and local laws
pertaining to fire safety and prevention. This position will coordinate with
other City departments for plan check reviews and fire inspections. The
Deputy will work with the Fire Marshal to develop fire prevention education
programs, in addition to fire and life safety inspections, weed abatement
and hazard reduction programs.
. Disaster Preparedness and Homeland Defense - September 11th
heightened the need for homeland security measures at the local
govemment level. Terrorism added a new dimension to traditional
disaster preparedness. As such, local public safety personnel will
continue to playa major role in homeland defense. This position will be
responsible for development and maintenance of a comprehensive
emergency preparedness plan and dissemination of related information
and training materials to other city and emergency service personnel.
. Capital Projects - This position in conjunction with the Administrative
Services Manager (ASM) will be responsible for the management of
capital improvement projects, including two new fire stations and the
planned remodel of existing stations. In this role the Deputy Chief will
facilitate and develop specifications for the purchase of major fire
apparatus and construction at fire stations. In addition, this position will
work with the ASM to establísh equipment replacement schedules for
major fire equipment and station furnishings.
. Other Administrative duties - will include but not be limited to:
Community Outreach - This position will serve as a liaison with the
community, city staff, fire committees and other emergency service
providers. In this role this position will handle citizen inquires, public
education and the coordination of daily non-emergency requests for
service from the public and or city staff.
. Technology- In 1998, public safety transitioned to the 800 MHZ radio
system and computer aided dispatch which included the purchase of
Mobile Data Computers (MDC) for Fire apparatus. This Deputy will be
responsible for continuing to build on that framework in light of advancing
technology. In this capacity this position will serve as a liaison with
Management Information Services. In addition the Administrative Deputy
will be responsible for coordinating the development of a technology
strategy to ensure the effective application of technology in fire service.
The technology strategy will address the need for a technology
infrastructure to support Department growth and ensure the timely
distribution of information.
Volunteer Services - Fire volunteers will also be the responsibility of this
position. This position will ensure emotional support is provided to
residents and their families who are victims of traumatic incidents by
volunteer efforts of the Citizen's Adversity Support team (CAST).
Additional volunteer groups include Fire Explorers.
Fil8 Marshal - Staff is proposing the addition of a civilian Fire Marshal. The
addition of this position wíll enable the department to provide fire prevention
services in a more efficient and effective manner. In addition it will allow for
better coordination of fire prevention services and supervision of prevention staff
and programs. Historically, the Fire Prevention Unit has been staffed by sworn
fire suppression personnel, which rotate on a continuous basis. Despite
innovative and documented efforts to keep suppression personnel in the position
for long durations, rotations occur on a continuous basis. Thus, the current
structure results in a general lack of continuity that hampers communication and
service delivery. The addition of this position gives the department an
opportunity to train and develop fire inspectors as well as provide a career ladder
for future retention of civilian personnel. This is a cost effective innovative
solution for the provision of fire marshal and prevention programs. Under this
concept all prevention personnel (fire inspectors) would be civilianized as attrition
occurs. This would allow fire inspectors to focus on the enforcement of codes,
inspection of new and existing buildings; plan review, fire investigations, weed
abatement and complaint resolution without disruption to service. This proposal
wíll in essence change how fire prevention services are provided and enable the
department to meet service demands due to growth. As a result the department
will be able to hire and retain fire inspectors as well as provide critically needed
disaster preparedness and public education services.
Administrative Services Manager - The addition of this position will centralize
and provide for better coordination of administrative and financial functions of the
department. The position will direct and manage fiscal and analytical operations
of the department which include but are not limited to the functions of budgeting,
financial reporting, accounting, net program costing, procurement, fiscal
forecasts. In addition the oosition will uodate fees on a oeriodic basis. and
develop equipment replacement schedules, performance measures, and seek
funding strategies and grants. Additional duties include operational audits and
analysis, contract administration, database management and development of
capital improvement budgets. The addition of this position is critical based on
planned growth of the department, capital purchases and new stations. As such
this position will formulate fiscal policies and direct complex studies pertaining to
a variety of admistrative and operational issues including coordination of
emergency response contracts, organizational development, growth
management threshold measures and formulas. In addition, the ASM will be
responsible for review and development of written communication to the City
Council and GMOC including agenda statements, reports, presentations, and
information items.
Total Staffing Costs - The cost of this proposal is $60,000 for personnel
services in FY02 and $231,594 beginning in FY 03. In addition to $9,600 for a
one-time purchase of related furnishings and equipment related to the new
positions.
EQuipment
The proposed reorganization of the Fire Department and recent appointment of
the new Fire Chief has created a need to purchase two utility vehicles, ancillary
equipment and re-assign the existing Assistant Chiefs vehicle. The existing fleet
of vehicles does not provide vehicles for the additional Deputy Fire Chief
positions. Staff is proposing purchase of two utility type vehicles and ancíllary
equipment to be assigned to the Deputy Chief positions and reassignment of the
Assistant Chiefs vehicle. The Assistant Chiefs vehicle will be re-assigned to the
Training Battalion Chief. The Training Battalíon Chiefs current Dodge truck will
be assigned to the Fire Captain which currently has no specific vehicle assigned
and utilízes a "loaner" from Public Works Operations.
Ancillary equipment to be purchased for the two utility vehicles includes: Mobile
and portable 800 MHZ radios, Mobile and portable 32- channel VHF fire radios, a
Litton Mobile Data Computer (MDC) and retrofit of the vehicles. The purchase of
the two vehicles and ancillary equipment is necessary to improve emergency
response capabilities. The vehicles will be equipped to enable the Deputy
Chiefs to meet new federally mandated firefighter accountability laws and rapid
intervention crew requirements created as a result of additional threats stemming
from the September 11th attacks. Additionally, it is proposed the Fire Chiefs
vehicle will also be modified to enable the Chief to respond to an emergency
incident.
The Deputy Chief responsible for the Operations Division will be the primary
person responsible for providing assistance to the on-duty Battalion Chief and
during emergency incident's, Strike Team assignments and State of California
emergency response assignments. The other Deputy Chief and Fire Chief may
also assist with emergency incident support in the event of a large-scale
emergency. Purchase of these vehicles and ancillary equipment will give
Command staff the capability of responding from home to assist with emergency
incidents. Emeraencv incidents include first. second. and third alarm workina
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fires as well as other emergency situations within the City. There are also pre-
established automatic aid and mutual aid emergency responses within the
County and State of Califomia that may require the need for additional incident
command capabilities.
Total Equipment Costs -The cost of the vehicle for the Operations Deputy Chief
including ancillary equipment is $68,000. The cost of the vehicle for the
Administrative Deputy Chief including ancillary equipment is $51,000. An
additional $5,000 is needed in ancillary equipment to enable the Fire Chiefs
vehicle to respond to emergency incidents. The total cost of vehicles and related
equipment is $124,000.
Apparatus Committee
The Apparatus Committee was fonned about 18 years ago and is made up of firefighters representing
all ranks of the organization. The committee also includes the Fire Department Mechanic. We meet
monthly, and our duties include specifYing apparatus for purchase and the equipment that goes on
them. When we purchase a new Truck or Pumper, the process includes designing and building the
apparatus on paper first. We refine the plans until we are satisfied and the purchase is made. During the
6 to 8 month construction process, we make 2 separate trips to the factory to inspect the vehicle's
progress. Changes are made if necessary, and then the vehicle is delivered. We then begin the process
of placing the apparatus in service. This includes installing radios, fabricating custom parts, and
installing brackets for equipment and related items.
The Purchase Plan
2 Ladder Trucks
1 Pumper
1 Light/Air Rescue
2 Ladder Trucks
We currently have no reserve (backup) ladder truck in the City. We need to place one new Truck at the
new Fire Station #7 and the other one at Fire Station #1. By placing our current Ladder Truck in
reserve, this would finally give us an alternate Ladder Truck to put into service when the front line
truck is in need of maintenance or repair. This is something that we have needed for a long time. We
have had our current Ladder Truck temporarily out of service 3 times in the last 4 months, for days at a
time. When this Ladder Truck is out of service, we must rely on other agencies for their assistance.
This means a long delay in Truck Company response in case of fire or rescue calls. It is conceivable
that we could have to wait over 30 minutes for a Ladder Truck to arrive on scene from South San
Diego or from the downtown area. These wait times are unacceptable. If one of the new Ladder Trucks
needs servicing i.e. tires, oil change or repair, we would be able to place our reserve in operation and
not lose service to our citizens and more importantly, not to endanger lives on the fireground.
Pumper
The Pumper will be placed in service at Fire Station #7 as the front line responding Engine. It will not
be replacing another Engine. This new purchase will maintain 3 Pumpers in reserve status.
Light/Air Rescue
The Light/Air Rescue will be assigned to Fire Station #3. Staffing at Fire Station #3 will need to be
increased from 3 to 4 personnel. The fourth person will be assigned to the Light/Air Rescue as the
vehicle operator. This vehicle will respond to all structure fires in the City of Chula Vista with one
driver, to provide lighting and air. If any rescue situation arises, we will staff the vehicle with all 4
people assigned to Fire Station #3.
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APPAIATUS ANI EQUIPMENT CIST BIEAKIIWN
APPARATUS
PUMPER LADDER TRUCK LIGHT/AIR
(x2) RESCUE
$325,000.00 $585,000.00 (each) $525,000.00
TOOLS, RADIOS AND EQUIPMENT
PUMPER LADDER TRUCK LIGHT/AIR
(x2) RESCUE
$85,000 $165,000.00 (each) $140,000.00
TOTAL *
PUMPER LADDER TRUCK LIGHT/AIR
(x2) RESCUE
$410,000.00 $1,500,000.00 $665,000.00
* Apparatus pricing does not include available manufactures discounts.
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The Light/Air Rescue Is IrlmarllJ used to reslond to stricture Ures
to lrovlded lighting and rellenlsh air sulilies. This al.rabls Is
also equilled with lonable and staUonarv halogen lighting
uUllzed during ftrefightlng and fire InvesUgaUon actIVItIes. I Bnt
alarm suucture are requires a minimum of 20 air bOttles to be
refilled. The LIght/AIr Rescue Is equilled with an air comlressor
calable of reDlllng air boDIes at the Dre scene. The Rescue
comlonent of this allaratus Is equilled to handle vehicle
accidents InvolVing extrlcaUons. building collalses. connned
slace and uench rescues.
Chula Vista Fire Department
TraininQ Facility Proposed Expansion
Goal:
Expand the current training facility to provide for the current and future training
needs of the Fire Department. The expansion needs to provide office space to
accommodate three permanent staff members with the flexibility for one
additional staff member of varying capacities (ie: clerical, training, líght-duty, full-
time or part-time). The expansion also needs to provide classroom space for In-
Service Training sessions (1ST), Regionally sponsored training sessions, other
Fire Department training sessions and committee meetings; and most importantly
several fire academies with a minimum of ten new hires. The Training facility
needs to provide mixed gender locker/shower space and additional toilet facilities
for assigned staff and new Recruit Firefighters during the academy. In addition,
the Training facility expansion needs to provide storage space for the standard
compliment of Personal Protective Equipment required of assigned personnel.
The Training facility should ideally provide storage space for a reserve/training
apparatus and other firefighting equipment used during various training sessions.
Critical components of the proposed expansion:
0 Conference room and relief training classroom
0 Additional locker/shower space
0 Additional office space for future staff
0 PPE storage
0 Firefighting training equipment storage
0 Reserve/training apparatus storage
0 Roof ventilation prop for training exercises
Problems with the current facility:
0 Original facility is limited in capabilities due to initial square foot
limitations during design and construction
0 No locker/shower space for assigned staff and new fire recruits
0 No additional office space for future staff
0 No storage for firefighting training equipment
0 No storage space for a reserve/training apparatus
Future needs of the trainina facility:
0 Flexibility to provide for future training needs of the Fire Department
0 Flexibility for changeable office space
0 Remote EOC location
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City and Fire Department Qrowth:
0 The Fire Department will see a huge increase in new Fire Recruits
over the next six years
0 By Fiscal 2005, the Fire Department will have hired approximately 37
new personnel, which translates to several separate fire academies
including three academies with a minimum of ten new Fire Recruits.
0 By Fiscal 2007, the Fire Department will have hired approximately 13
additional new Fire Recruits including one academy with a minimum of
ten new Fire Recruits
0 The training sessions and support required to service the needs of the
Fire Department's growth and youth will increase substantially due
academy training, ongoing EMS and fire training mandates; and other
specialized training sessions including heavy rescues topics
Obiective & Scope:
The expansion should ideally be designed, constructed and completed by July of
2003 prior to the Fire Recruit academy that will be needed to staff the new fire
station seven. The expansion will need to be approximately 1,500 to 1,800
square feet in size to include the specific areas mentioned above. The
expansion should be designed to minimize the construction impacts to the
ongoing operations and performance of the Training Division and Fire
Suppression personnel assigned to the joint use fire department facility.
2
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Chula Vista Fire Department
Shippina/Receivina Warehouse Buildina Proposal
Goal:
Design and construct a new storage building to replace the existing "Butler"
(metal) building located at 80 East "J" street adjacent to fire station two. The new
building will be designed to handle several purposes for the future needs of the
Fire Department. The new building will serve as a central shipping and receiving
warehouse for all fire department operations and supplies. The warehouse will
be capable of providing the necessary storage space for all janitorial supplies,
emergency medical services (EMS) supplies, uniforms and safety clothing,
miscellaneous firefighting equipment and miscellaneous supplies.
The new building will continue to serve as the oxygen storage and delivery site
for all EMS related needs of the Fire Department. The building will incorporate a
newly designed breathing apparatus (BA) and air compressor room. This room
serves as the central location for repairing, testing and refilling all BA equipment
for the Fire Department. The building will also provide enough room for a
physical exercise area (with pre-existing exercise equipment) for personnel
assigned to fire station two. In addition, this building will have enough space to
provide a relief location for apparatus storage. The apparatus bay will be used
by members of the Apparatus & Equipment Committee for storage, equipment
outfitting and other special projects on new and existing apparatus.
Critical components of the proposed expansion:
0 Provide a central shipping & receiving loc.ation for fire department
supplies and equipment
0 Provide one central location for the inventory of all supplies and
equipment
0 Provide an adequately sized and properly ventilated BA/compressor
room
0 Provide enough space for apparatus storage and special projects
Problems with the current facility:
0 Not enough space for the identified needs of the Fire Department
0 Apparatus storage space is too small for n~w apparatus
0 BAlcom pressor room is too small and not properly ventilated
0 The current metal "Butler" building is deteriorating due to rust problems
0 The current metal "Butler" building does not provide adequate
separation and security for the various types of equipment that are
stored in the building