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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 07/10/2007 - POUDRE FIRE AUTHORITYS LONG-TERM STRATEGIC MANAGEM DATE: July 10, 2007 WORK SESSION ITEM STAFF: John Mulligan FORT COLLINS CITY COUNCIL SUBJECT FOR DISCUSSION Poudre Fire Authority's Long-Term Strategic Management Process. GENERAL DIRECTION SOUGHT UG T AND SPECIFIC QUESTIONS TO BE ANSWERED This work session is to provide City Council with Poudre Fire Authority's(PFA)long-term strategic management process including PFA's outcome based performance measures,citizen input system, and top priorities for providing community service. It is also important for City Council to understand the mutually beneficial relationship with the Poudre Valley Fire Protection District (PVFPD). 1. Does Council need additional information to understand PFA's management system, operations, and partnerships? 2. Would Council like more information on PFA's output performance measurement system? BACKGROUND Since 1980, PFA has used strategic planning as the foundation for its long-range operational and financial planning. PFA is currently operating within the context of its fourth strategic plan. These planning processes include a detailed look at community needs and the programs necessary to efficiently and effectively meet these needs. Each process includes a citizen review committee, extensive employee participation, and peer review by the organizations PFA works with in the region. The focus in the long-range process as well as in the daily operations is that the PFA is citizen centric, data driven, and outcome based. There are numerous access points for citizens to provide input on their perspectives, opinions, and needs that keeps the community's life safety, fire prevention, and emergency response needs foremost in PFA's minds and actions. It is through this process, and with the oversight of the PFA Board,that the PFA is managed and its top priorities are established. Our top goals for the community for the coming years are to maintain our service levels to the community and ensure the continued partnership between the City and the PVFPD. The number one enhancement included in the BFO process is to create a south battalion. The battalion is the mechanism through which personnel management over each shift is exercised, training is facilitated, and command and control is provided for emergency incidents. A south battalion would create a two battalion system separated at Drake Road. We are aware of no jurisdiction in the state, regional, or national survey system that operates a system as large and complex as PFA with only one battalion, and the stresses of this are clearly beginning to become July 10, 2007 Page 2 evident. The response criteria for the battalion chief to arrive on scene is eight minutes 90%of the time, but has slipped to 50% of the time in the southern portion of the jurisdiction (the current battalion chief is housed at Station 1 —Mulberry and Peterson Streets). This delays the effective command and control of large scale incidents and often requires that off-duty battalion chiefs be called in to help manage complex or multiple incidents. Personnel management is problematic with the battalion chiefs only being able to see personnel on shift once per month at best. Therefore, effective communication and supervision are severely limited. The south battalion would require three more battalion chiefs(one per shift)be put in service at a cost of$465,000. There would also be a capital expense of$180,000. When Station 5 (4615 Hogan Drive) was remodeled to house a new truck, it was also expanded to include a bay area for a Battalion Chief van and living quarters for the battalion chiefs. So, this expense is already under our belt. There are other enhancements we believe the community needs now to maintain the current level of service into the future which are continued in the attached materials. However, given the City's limited resources, we are highlighting only this one priority. The partnership between PFA and PVFPD provides PFA with the ability to maximize the use of regional resources which allows the Authorityto provide both jurisdictions with the top quality,cost- effective services that would be more expensive for either entity to provide on its own. For instance, the District contributes $4,000,000 to PFA. If the District did not exist the City would have to provide $2,440,000 of this funding to continue the level of service it is currently enjoying. As we look to the continued partnership between the City and Poudre Valley Fire Protection District, an additional issue that should be highlighted is the annexation of property. Every City annexation is likely property that is taken from the District since the District surrounds the City. Thus the District's revenue, and consequently its ability to provide funding to PFA is reduced by each annexation. The total Southwest Area Enclave will reduce revenue by$362,000. This amount of funding to PFA must be replaced by the City to provide only a zero increase. ATTACHMENTS 1. Powerpoint presentation. 1 I ' � uiy � o , 2007 City Council Work Session Purpose To provide City Council with an understanding of PFA' s long -term strategic planning process . • Outcomes used to measure citizen service . • Strategies used to meet needs of growing community . • Partnership with Poudre Valley Fire Protection District . Strategic Management System • Citizen Centric • Data Driven • Outcome Based Citizen Centric • Comprehensive community survey performed by CSU . • Emergency response survey . • Inspection survey . • Strategic planning citizen advisory committee . Data Driven • Performance benchmarking with Front Range communities , strategic planning partners , and ICMA data . • 15 years of comparative data . Outcome Based The system is designed to achieve outcomes ( 15 years of data is available for PFA performance as well as comparative data with communities on the Front Range , Western US , and national data ) . Outcomes/ Benchmarks • Limit civilian fire deaths . • Minimize civilian fire injuries . • Limit firefighter deaths to zero ( 0 ) . • Limit firefighter injuries . • Limit the incidence of fires . • Intercede before fire extends beyond the room of origin . • Maintain an average response time . Outcomes/ Benchmarks ( Continued ) • Minimize direct and indirect loss . • Limit direct fire loss . • Limit the average estimated loss per fire . • Confine fires to building of origin . • Minimize the impact of the wildland /urban interface areas . • Control wildland fires ( 2 benchmarks ) . • Intercede before fire spread reaches structures . Outcomes/ Benchmarks ( Continued ) • Maintain per capita costs . • Maintain an insurance rate of three to minimize insurance costs to citizens . • Limit hazardous materials incidents . • Minimize the adverse effects of incidents involving nuclear , biological , and chemical products . • Maintain a high satisfaction level with residences , businesses , victims of emergency incidents . Strategies to Provide Emergency Services to Growing Community ( BFO enhancement offers ) South Battalion Our current response criteria is for the Battalion Chief ( BC ) to arrive on the emergency scene within 8 minutes 90 % of the time to provide command and control of complex , multi -company emergencies . At the present time , the BC arrives on - scene in the southern portion of the jurisdiction within 8 minutes 50 % of the time . Other Community Needs • Phase in 4 - person Companies at multi . function stations • Training and IT Positions • New Station 4 Partnership with Poudre Valley Fire Protection District By joining forces ( City and District ) PFA is able to provide stronger , more cost- effective services than either entity can provide on its own . The Poudre Valley Fire Protection District contributes 20 % off off of PFA general fund revenue . AV City • If the partnership with PVFPD did not exist the City would need to increase its funding by $ 2 , 440 , 000 to maintain existing services . r. _t of FortCollins 1 � 1 1 PFA and PVFPD have entered into an agreement with Timnath to return Tax Increment Financing to the District and PFA . This will provide resources to help build and operate a new station in the southeast portion of the jurisdiction , which the City would have to provide on its own without this agreement . STATION 8 RESPONSE AREA u�yv>c1 Ii6Y. •- mit e it r - ►- .,� R Long -term this will save the City an additional $ 1 , 000 , 000 in on -going revenue and allow the City and PFA to begin planning and saving for service in the steadily growing northeast portion of the jurisdiction . Other Funding Issue City annexations of District property reduces revenue to the PFA . Example : The total Southwest Area Enclave will reduce revenue to the District and PFA by $ 362 , 000 . Phase 1 — Kel Mar Strip and Lynn Acres alone will reduce revenue to PFA by $ 102 , 5000