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City of Palo Alto (ID # 2308)
Policy and Services Committee Staff Report
Report Type: Meeting Date: 10/23/2012
City of Palo Alto Page 1
Summary Title: Fire Utilization Study Recommendations Update
Title: Fire Utilization Study Recommendations Update
From: City Manager
Lead Department: Fire
BACKGROUND
In January 2011, the Fire Department worked with TriData and the ICMA Center for Public
Safety Excellence to complete a comprehensive evaluation of the organizational structure and
operational effectiveness of the Fire Department. In the final Fire Services Utilization and
Resources Study report, the consultants made 48 recommendations to improve the
organization of the Department, better deploy resources, and make improvements in training
and technology, all with the aim to enhance the services the Fire Department provides. In
addition, a January 2012 supplement to this study made an additional 23 recommendations
specifically related to Emergency Medical Services (EMS) operations and services provided by
the Fire Department. The seventy-one recommendations are comprehensive in their scope—
addressing issues from labor contracts and succession planning to response times and resource
utilization. The totality of the recommendations is intended to create an organization that is
more flexible, responsive, and higher performing.
Many of the proposed modifications require(d) significant analysis and planning to implement,
therefore the Department prioritized the implementation of certain recommendations. As of
September 2012, eighty-three percent (83%) of the recommendations have been implemented
(28), or are in the implementation process (31). Seven of the recommendations have yet to be
implemented; this is primarily due to timing of the full implementation of other higher-priority
recommendations that are required to implement other associated recommendations.
In addition, there are five recommendations that are infrastructure related that must be
deferred to future years.
City of Palo Alto Page 2
A complete list of recommendations and their implementation status is provided as Attachment
A. The more significant recommendations and implementation activity is discussed below and
has been grouped into four categories: organizational and resource deployment; training;
information technology; and, EMS.
Organizational and Resource Deployment Recommendations
A majority of the Fire Services Utilization and Resources Study recommendations were related
to organizational issues or resource deployment, targeting enhancements to the existing
structure of the department and the utilization of its resources. The recommendations in this
section have the broadest impact on the department and long-term impacts on the way in
which fire services are deployed. These changes allow for an overall reduction in staff and costs
to provide the service, while maintaining firm oversight of service levels and response times to
ensure the safety and health of the population served.
The Department has implemented thirteen (13) of the recommendations in this category and
an additional fifteen (15) are in process. These recommendations included the merging of the
Fire Department with the Police Department, eliminating minimum staffing requirements,
increasing management oversight of Emergency Medical Services, and increasing the analytical
capacity of the department.
Creation of Consolidated Public Safety Department
The Police and Fire Departments have begun a merger into a consolidated Public Safety
Department, with a Public Safety Director overseeing the Police and Fire Operations. This
merger is primarily focused on sharing managerial, professional and technical staff resources.
The City will maintain separate fire and police operations. A total of six administrative and
management employees are now shared across both operations providing administrative,
budget/finance, and technical support. Two positions were added in the FY13 budget process
to further expand the technical capacity of the department, and once hired will provide support
to both Fire and Police operations. The merger and additional staff play an integral role in
developing data analysis tools to monitor response times and assess resource deployment
models and potential changes.
Additional resource integration across several key areas is being considered for future
implementation, including training and development and records management. The success of
these additional efforts is at least partially dependent on the availability of shared physical
space, which is not presently feasible.
City of Palo Alto Page 3
Flexible Staffing
The City worked with labor groups to eliminate City-wide minimum staffing requirements,
which enables the Department to deploy staff and resources based on staff available and
prioritize resource deployment. This flexible staffing deployment across several fire
apparatuses, will allow up to one fire response vehicle to be taken out of service when staffing
falls below a pre-set number due to absences, reducing overtime expenses. This operational
model allowed for 6.0 FTEs to be reduced in Fiscal Year 2013 budget, and the department is
continuing to look at options to further increase organizational flexibility and regionalization
efforts.
This model has resulted in a significant savings for the City. The reduction of 6.0 FTEs as well as
a conservative reduction in overtime expenses shows that the anticipated savings $1.1 million,
with a total reduction of $772,706 after the loss of Stanford revenue is considered.
Flexible Staffing Cost Savings
Item Salary Benefits
(64% rate used)
Total Cost
Eliminate 2.0 Fire Captain Positions $219,786 $140,663 $360,449
Eliminate 4.0 Fire Fighter Positions $346,444 $221,724 $568,168
Budgeted Overtime Reduction $180,000 $180,000
Grand Total $1,108,617
Stanford Revenue Impact ($335,911)
Net Impact to City (savings or cost) $772,706
Salaries include recent compensation changes for FY13. Estimated savings in the budget were based on FY12 salary rates,
with an overall reduction amount for concessions department-wide.
While not addressed in the study, the closure of Station 7 at the Stanford National Accelerator
Laboratory (SLAC) in combination with the implementation of the flexible staffing model has
had a significant impact on overtime trends. The closure of SLAC allowed for the elimination of
9 FTEs; however, the department was able to eliminate vacant positions that were being back-
filled by overtime. Overtime expenditures for the first quarter of Fiscal Year 2013 are less than
half of those from that period of the previous year. Looking at previous years expenditures for
the first quarter, we see that overtime costs are the lowest they have been in three years.
City of Palo Alto Page 4
The Department has also taken steps to more proactively monitor response time performance
by developing a dynamic response time dashboard to evaluate all response time components
(dispatch, turnout, and travel times) by shift, station, and apparatus. Department management
evaluates this information to determine the best way to deploy staffing resources and will use
this to monitor any impact that flexible staffing and other operational changes may have on
response times. The department is committed to maintaining required response times and
does not anticipate any issues with meeting required response times.
Infrastructure Changes
The report made several recommendations regarding fire station consolidations and physical
infrastructure considerations, particularly related to merging Stations 2 and 5 due to their fire
coverage overlap and lower call volumes. The ability of the City to implement those
recommendations is primarily contingent on adequate financing. The Department anticipates
addressing the remaining recommendations in the near term as key vacancies continue to be
filled and the effects of already implemented operational changes are more apparent and able
to inform future decision-making.
Emergency Medical Services
Emergency medical calls are making up an
increasing proportion of Fire calls for service – in
FY2012 they made up approximately 60% of all
calls for service. EMS revenue collected from
these calls has also continued to increase.
City of Palo Alto Page 5
This growth increases the importance of the
management, operations and oversight of
emergency medical services and is the
impetus for expanding the level of service
and capacity of the department to manage
and monitor these services. The Emergency
Medical Services Utilization Study made a
variety of recommendations to improve the
City’s EMS system, primarily through staffing
enhancements and improvements to EMS
deployment to better respond to this
growth.
Twenty-one (21) of the EMS Study recommendations are either implemented (10) or in process
(11). Most significantly, the Department has implemented a more flexible operating structure
to increase the availability of paramedic services. The response availability of the ambulance at
Station 2 (Medic 2) was doubled, and staffed with regular hours. Medic 2 had historically been
staffed with overtime for 12 hours each day, and is now in operation 24 hours per day and
staffed with regular staff hours. This increased response, along with the future cross-staffing of
Engine 3, will allow for the City to pick up additional revenue that is lost to the County for the
third concurrent medical calls. This change for Medic 2 required the addition of 6.0 FTEs, which
was approved in the FY2013 budget process and had a moderate net cost to the City to
implement. However, overall EMS revenue increases cover this expansion.
Change Medic 2 Staffing Model
Item Salary Benefits
(64% rate used)
Total Cost
Add 3.0 Fire Fighter Paramedic Positions ($291,381) ($186,484) ($477,865)
Add 3.0 Apparatus Operator Paramedic Positions ($311,463) ($199,336) ($510,799)
Eliminate Overtime from previous staffing model $460,660 $460,660
Grand Total ($528,004)
Stanford Revenue Impact $159,985
EMS Revenue Increase $240,000
Net Impact to City (savings or cost) ($128,019)
City of Palo Alto Page 6
Salaries include recent compensation changes for FY13. Estimated savings in the budget were based on FY12 salary rates,
with an overall reduction amount for concessions department-wide.
In addition, the Department has made several key technology and infrastructure improvements
that will support improved patient outcomes. Specifically, important upgrades of EMS
Information Technology have been implemented, allowing for patient information to be
transmitted directly to the emergency rooms allowing hospitals to prepare care options prior to
arrival and two state-of-the-art ambulances with the latest transport innovations were
introduced to the City’s fleet, with two more expected by January 2013.
The Department has also made significant strides in enhancing the level of oversight and data
analysis capacity in the EMS system by adding key staff positions in the FY 2013 budget process
and elevating the classification of the EMS Coordinator to an EMS Chief to better reflect the
expanded scope of the position.
Training
The Department has also made significant strides in addressing noted weaknesses in staff
development and training. In particular, management has focused on the development and
training of senior staff officers by hiring a management coach to work with several senior
officers and sending management staff to National Fire Academy courses in the Executive Fire
Officer Program. Succession planning and leadership training has been integrated into regular
operations through an audit of training needs and a resulting training and development plan.
This includes a new program for career and professional development, including requirements
for promotion for all officers.
Training in Emergency Medical Services for all fire personnel has been greatly expanded
through the use of electronic learning management tools that provide online training class,
track training goals and classes, and access to county trainings and meetings online. The
department has also increased training on fire prevention, by rotating all staff through
prevention positions and implementing a program from line personnel to complete inspections.
The department has also expanded collaboration with the County and other local cities for
regional training.
Technical and Information Technology
A major issue identified in the report was data analysis, reliability and response times. Staff has
hired a part time data analyst and sent two personnel to training in the specific field of Fire
City of Palo Alto Page 7
Records Management. Fire has worked with Police Communications and City IT department to
upgrade the existing National Fire Incident Reporting System and Fire Records Management
System to current versions. Staff dedicated a significant effort to cleaning and correcting errors
in historical data.
The Department has also made significant strides in improved data reliability and these efforts
will be further enhanced with the completion of two pending recruitments and the full
implementation of the City’s new Computer Aided Dispatch system in 2013.
RESOURCE IMPACT
The majority of the associated revenue and expense changes as a result of implementing the
Fire Utilization Study recommendations were included in the Fiscal Year 2013 Adopted Budget.
These changes included a net staff reduction of 4.5 FTE and savings of $1.295 million. A chart
outlining each of the implemented recommendations in the adopted budget is below.
Implemented Recommendations in the Fiscal Year 2013 Adopted Budget
Description FTE Expense Revenue Net
Cost/Savings
Reallocation of Administrative Positions to Fire
Department
2.50 $339,786 $102,955 $236,831
As a result of the merger between the Police and Fire Department, staff time for administrative and
management positions previously dedicated entirely to Police functions are now shared with the Fire
Department.
Station 7 Closure - SLAC (9.00) ($1,446,459) ($438,277) ($1,008,182)
The closure of Station 7 (SLAC) allowed for the reduction of 9.0 FTE as well as $52,516 in non-personnel
costs. A reduction in revenue from Stanford was also included at the current contract rate of 30.3%.
Flexible Staffing Operational Changes (6.00) ($1,093,146) ($331,223) ($761,923)
Shifting to a flexible staffing model allowed the department to function with 6 less employees. A reduction
in revenue from Stanford was also included at the current contract rate of 30.3%.
Medic 2 Staffing Change 6.00 $532,253 $290,915 $241,338
The staffing model for Medic 2 was modified to utilize regular employee time, rather than overtime. A total
City of Palo Alto Page 8
The Department’s overtime budget was reduced by 28% from Fiscal Year 2012 to 2013, due to
the anticipated savings from the Medic 2 staffing changes as well as from Flexible Staffing. As
outlined in the discussion section, overtime trends from the past three years show that the
department is on track to achieve these savings, with a 49.5% reduction in first quarter
overtime expenditures as compared to Q1 in the previous fiscal year.
In addition, trends in the first quarter of EMS revenue indicate that the department will also
achieve the expected increases. A 19.5% increase was included in the Fiscal Year 2013 Adopted
Budget, with a total target revenue amount of $2.3 million. The first quarter of the current
fiscal year shows a 20.4% increase over Q1 in the previous fiscal year.
Fiscal impacts associated with deferred recommendations will be assessed through the
traditional Capital Improvement and Operating Budget processes in future years.
POLICY IMPLICATIONS
This recommendation is consistent with existing City policies, the provisions of the Health and
Safety and Government Codes of the State of California, and acts and statutes of the Federal
Government.
ENVIRONMENTAL REVIEW
cost increase of $992,913 was included for the additional 6.0 FTEs, which was partially offset by a $460,660
reduction in overtime costs. An increase in EMS and Stanford revenue was also included.
Other Ambulance Fee Revenue Increases 0.00 $0 $136,389 ($136,389)
In addition to the revenue generated by expanding EMS response with Medic 2 changes, an overall increase
in EMS calls and revenue has been generated.
Fire Utilization Study Recommended Position Changes 2.00 $190,711 $57,785 $132,926
This included the reclassification of the EMS Coordinator to an EMS Chief, as well as the addition of 1.0 FTE
Geographic Information Systems (GIS) Specialist and 1.0 FTE EMS Data Specialist. An increase in revenue
from Stanford was also included at the current contract rate of 30.3%.
Net Total (4.50) ($1,476,855) ($181,456) ($1,295,399)
City of Palo Alto Page 9
The actions recommended in this report do not constitute a project under the California
Environmental Quality Act (CEQA).
Attachments:
Attachement A_Fire + EMS Study Recommendation Matrix (PDF)
Fire Utilization Report Recommendations Update
ATTACHMENT A
Status Comments
1. Implement a new organizational structure with the current police chief as public safety director. At the same
time, merge the support functions of budget/ finance, HR, IT, and planning for police and fire under the public
safety director.
Implemented
2. Combine the emergency management functions of fire and police under the public safety director. Hire a person
as the manager with qualifications specific to the field of emergency management.
Implemented
3. Consider adding Mountain View Fire Department as second‐due into Distinct 4's first‐due area if unit‐reliability
falls and affects response time performance.
Implemented Mountain View is an automatic aid and mutual aid partner
4. Establish initial efforts with Los Altos, Mountain View, and Sunnyvale to implement a boundary‐less response
network.
Implemented The City has automatic aid agreements with Menlo Park, Mountain View, County Fire, CAL Fire and Woodsise
and Mutual Aid with Santa Clara County that essentially ignores boundaries
5. Discontinue the practice of mandating the minimum number of on duty personnel within the MOU Implemented
6. Add a battalion chief to plan and coordinate the training program and maintain the current training captain as
the day‐to‐day trainer.
Implemented The Department will propose this addition in the Fiscal Year 2014 budget process.
7. Fill the vacant fire marshal position Implemented
8. Consider adding the rank of lieutenant. Under this scenario a captain would be in charge of the unit on one shift
with lieutenants on the other two shifts.
Implemented The Fire Department evaluated this recommendation and found it currently unfeasible due to salary
compaction issues between the rank of Captain and Battalion Chief
9. Transition the prevention division to non‐firefighter personnel. Implemented The Fire Department analyzed this recommendation and determined to to not be financially or logistically
viable. In particular, the net financial gain from having lower cost employees in Fire Prevention Bureau would
be limited due to likely fee reductions to ensure that the City was over collecting the cost of services. In
addition, the Department is currently using rotations through the Fire Prevention Bureau as a staff
development tool.
10. With the savings of cross‐staffing engine and Rescue 2, staff a second medic unit 24/7 and continue ALS
transport
Implemented
11. Assign a paramedic to Station 7 such that Engine 7 can be operated as a paramedic first‐response engine. Implemented Station 7 closed
12. If the PAFD is unable to hire enough firefighter paramedics or EMTs, consider hiring non‐sworn paramedics and
EMTs.
Implemented The Department has been able to hire a sufficient number of paramedics.
13. Add a public fire educator to the code enforcement division. Implemented The Department will propose this addition in the Fiscal Year 2014 budget process.
14. Hold discussions with Menlo Park to evaluate the possibility of sharing the cost of operating Station 1 in Palo Alto
with Station 7 in Menlo Park. Discussions should also be conducted with Los Altos and Mountain View.
In process The City has held discussions with Menlo Park about increased cooperation between the agencies. This
specific recommendation Complicated due to the two Counties
15. Within the merged planning function for police and fire, hire a data/GIS analyst specifically for the fire
department.
In process This position was added in the Fiscal Year 2013 Budget process and a recruitment is in process.
16. Move fire management and the senior staff of the PAFD to a single location, preferably along with the police
department administration if police and fire are merged under a public safety director. Leasing space may be
preferred to constructing a new facility.
In process Senior Fire Department staff are in the process of moving to City Hall, although space limitations prohibit co‐
location with Police Department.
17. At the initial stage of a police and fire functional support merger, contract for implementation services to oversee
the process and assist with the selection of a new fire chief, who then would report to the director of public
safety.
In process A new Fire Chief has been selected and begins in November 2012.
18. Revisit the analysis of turnout times and take the necessary steps to improve them where possible. Establish a
performance goal for each time segment and assess them monthly. Evaluate turnout times by fire station and
shift.
In process The Department has development a response time dashboard to evaluate all components of response time
(dispatch, turnout, travel) by shift, apparatus, and station.
19. Take a closer look at what is causing response time performance issues in Station 3’s first‐due area. Consider
adjusting the first‐due areas for this station to increase unit reliability.
In process The Department is comprehensively evaluating all response times on a monthly basis.
20. Consider conducting a formal evaluation of the City 911 Center with emphasis on call processing efficiency,
dispatch efficiency, and medical priority dispatch compliance.
In Process Dispatch times are monitored and reporting monthly internally. The Department is also beginning discussion
of EMS QA training and working on the implementation of a new CAD system and Emergency Medical
Dispatch.
21. Eliminate the fulltime staffing of Rescue 2 and cross‐staff it. In process The Department is in the process of implementing flexible staffing scenarios.
22. Begin discussions with surrounding agencies about sharing rescue and hazardous materials response capabilities. In process The Department is discussing the feasibility of regionalization for all technical rescue capabilities.
23. Partner with Stanford University to develop and install infrared (IR) technology in the west Hills area in lieu of
staffing Station 8 only part of the year. Include residents of the west Hills area in the planning process.
In process The Department is working on a demonstration unit from SPI Technologies.
24. Improve the effectiveness of prevention and incorporate a mandatory program for station personnel to conduct
detailed pre‐emergency planning on all significant risks.
In process The Department is currently rotating line personnel through prevention positions and implementing a
program for line personnel to complete mandatory inspections annually
25. Relocate the cross‐staffed Medic 3 to Station 3 where it can provide better citywide coverage while still providing
good response times to the high‐demand Station 1 area.
In process The Department is concurrently evaluating this recommendation and monitoring other operational changes,
but plans implement this recommendation with arrival of new ambulances in January 2013.
Operational and Resource Deployment Recommendations
Fire Utlization Study Recommendations Update
Attachment A, Page 1
Fire Utilization Report Recommendations Update
ATTACHMENT A
26. Eliminate or significantly restrict paramedic ―reserve‖ status. In Process The Department is consideringf having two paramedic options: medic van or engine medic which would
restrict the need for reserve status.
27. Adjust paramedic ambulance staffing from two paramedics to one paramedic and one EMT. In process A side letter has been signed; will be used for the cross staffing of E3/M3
28. Allow paramedics working a paramedic ambulance to rotate onto a paramedic engine at the 12‐hour mark.
Management and labor should develop a rotation schedule that assures all paramedics rotate to the paramedic
ambulance.
In process The Department is in the process of increasing the number of paramedics of staff which will assist in the
implementation of this recommendation
29. Discontinue staffing of Station 8 using overtime on the existing schedule of 90 days and instead staff the station
only during high fire days as determined by Cal Fire.
Not Started The Department is implementing and establishing other operational changes before addressing this staffing
procedure.
30. When/if a new fire chief is hired, consider contracting the services of an organizational development consultant
to improve organizational performance, internal communications, and professional development.
Not Started A new Fire Chief has been selected and begins in November 2012.
31. Consider expanding incident benchmarks transmitted and analyzed to include activities such as primary search
complete; ventilation completed; extinguishment started (complete) and begin tracking vertical response time as
part of incident data collection, especially for medical calls.
Not Started These changes will be explored as part of the updrade to the Computer Aided Distach (CAD) system.
32. Use NFPA 1710 (and other standards) to develop performance goals, but consider each planning area on the
merits of its particular situation.
Not Started
33. Improvement enforcement efforts of ‘defensible space’ in the west Hills area. Not Started
34. Have the fire marshal conduct a complete review of the entire fire prevention division, including its goals,
workload, and inspection frequencies. Include a review of the inspections conducted by engine companies with a
goal to increase the contribution of on‐duty personnel toward prevention and code enforcement.
Not Started The Fire Marshall position was permanently filled, but the employee retired. Fire Marshall position is in
transition. When the new Fire Marshall is hired, this will be a primary task.
35. Replace or significantly upgrade Stations 3 and 4 at or near their present location. At the same time, conduct a
facilities review of all stations to include meeting earthquake resistance standards and future space needs.
Deferred Recommended by the IBRC and Council/City is looking at a Bond proposition to complete this project
36. Merge Stations 2 and 5 near the intersection of Arastradero Road and Hillview Avenue Deferred
37. Merge Fire Stations 2 and 5.Deferred
38. When Stations 2 and 5 are merged, eliminate one engine and continue to cross‐staff one engine and the rescue. Deferred
Status Comments
39. Following a full EMS review, decide whether to replace the current fleet of ambulances, or consider giving the
ambulance fleet to the vendor if services are contracted. If the city continues to provide transport, replace the
ambulances beginning with the unit having the highest maintenance costs.
Implemented 2 new ambulances in services; 2 more in production ‐ expected completion and delivery by 1/1/13
40. Conduct a thorough analysis of the EMS operation, including transport options. Implemented
41. For the present time, maintain the EMS transport system provided by the fire department. Implemented
42. The City should not enter into any agreement that could jeopardize its .201 rights. Implemented
43. The City of Palo Alto should not forfeit its .201 rights, and not use the current County EMS contractor. Implemented
44. Maintain the current fire‐based EMS first response system and add a battalion chief to manage its operation. Implemented In accordance with the EMS Study recommendations, an EMS Chief will oversee the EMS System
45. Reallocate the position of EMS Coordinator to EMS Chief and promote the current EMS Coordinator to that
position.
Implemented
46. Reallocate the part‐time EMS Data Specialist to a full1.0 FTE position Implemented
47. Operate Medic 2 full‐time because of the additional EMS workload that occurs on the Stanford Campus and
downtown.
Implemented
48. When Medic 1 and Medic 2 are 24/7 units, each unit should have a distinct district and operate under closest
unit response.
Implemented
49. Reconfigure the EMS delivery model to include a full‐time paramedic ambulance at Stations 1 and 2, and a cross‐
staffed ambulance at Station 3.
In process The two ambulances out of Stations 1 and 2 are in full‐time operation; cross‐staffed ambulance at Station
three will be implemented with arrival of 2 more ambulances
50. Discontinue providing the part‐time BLS ambulance service and discontinue hiring part‐time EMTs. In process The Department is analyzing the new role of BLS in the context of a broader priority dispatching process.
51. Develop a protocol based dispatch system methodology for EMS calls such that fire units are only dispatched to
high priority medical calls, not every routine medical situation. Also, implement the medical priority dispatching
system already available in the CAD software.
In process The Department is currently in the planning stages of a priority dispatch system and intends to implement a
priority dispatch system with the implementation of the new CAD system.
52. The City should seek additional legal advice as to its right to alter the level of EMS service while retaining their
.201 rights.
In Process The City Attorney's Office is evaluating .201 issues.
Emergency Medical Services Recommendations
Fire Utlization Study Recommendations Update
Attachment A, Page 2
Fire Utilization Report Recommendations Update
ATTACHMENT A
53. The City should seek to enter a voluntary agreement with the County LEMSA that would protect their .201 rights
while accomplishing County goals. The City and County should consider engaging a professional mediator to help
reach agreement.
In Process The City Attorney's Office is evaluating .201 issues.
54. The PAFD should increase its participation in community health improvement, especially in areas that are
traditionally underserved.
In Process The Department is currently working with Rural Metro on Community Health Improvement Training
55. The EMS continuing education program, and case review procedures should target the review of airway
management, and ET intubation skills. By the end of 2013 the skill should be formally evaluated, as to its place in
the Palo Alto EMS program.
In Process This area is mandated by County EMS for 100% audit and reporting complete quarterly. The county Medical
Director makes decisions on medical protocol.
56. Work with other fire departments (and the county) to regionalize the city’s fire and EMS training program.
Establish a planning group consisting of city and regional officials to plan for the replacement of the city’s
outdated fire training facility.
In process The Department is working with Rural Metro and County EMS Chiefs to come up with two‐year training
schedule.
57. Investigate the feasibility of adopting an electronic learning management system to add additional venues for
EMS training.
In Process The Department is in the process of implementing several electronic learning management systems.
58. The EMS Coordinator should begin to identify potential future EMS leaders and begin involving them in EMS
leadership.
In process
59. Assist the EMS Coordinator in transitioning to a chief EMS officer by supporting attendance at select National Fire
Academy Programs.
Not Started The EMS Coordinator was promoted in September 2012, but will begin attending NFA programs in the near
future.
60. The Santa Clara County LEMSA medical director should appoint the PAFD medical director as a LEMSA assistant
medical director for Palo Alto. Specific duties and responsibilities would be determined by the LEMSA medical
director.
Deferred The County EMS agency is not interested in sharing the county medical director's position at this time.
61. When the department is ready to upgrade their E‐PCR hardware, it should consider switching to I‐Pad
technology.
In process The Department is evalauting ePCR technolgy. iPad software for ePCR is in it's infancy and the backend
doesn't allow report writing which meet the LEMSA's requirements
Status Comments
62. Improve productivity of the training program by conducting more training during evenings and weekends. As
part of this effort, establish specific training goals for each shift battalion chief and captain.
Implemented This has been implemented as a part of the Department's new annual training plan.
63. Have the battalion chief and training captain conduct a complete audit of all training needs and prepare a multi‐
year plan for training.
In process An annual training plan has been released and a complete audit of training needs is nearing completion.
64. Implement a formal program for career and professional development, including specific requirements for
promotion to all officer ranks.
Implemented
65. Discontinue the practice of developing entrance and promotional exams within the fire department and contract
these services to a qualified vendor or to the city’s HR division. At the same time, standardize the examination
process and timing of promotional exams with other fire departments in the county to improve efficiency.
In process The Department is evaluating the National Testing Network for testing and application processing.
Combining promotional exams with other departments is not currently feasible due to the significant
variances in agency operations.
66. Implement a formal process of project management to include an evaluation of progress on all projects assigned.
Assign battalion chiefs responsible for oversight of officers under their command. Include special projects to all
officers with performance on special projects in the evaluation process for promotion.
In process The Department has begun the rollout of a project management software and will include project
performance in future staff evaluations.
Status Comments
67. Upgrade NFIRS data collection to version 5.0 and establish a process by which the fire department can readily
access NFIRS data for conducting analysis.
Implemented
68. Consider retaining TriData or similar consultant to assist the city in setting up its data collection and analysis
process.
Implemented
69. Continue to work with Zoll Data Systems to fix 2004‐2007 incident records. Historical data plays an important
role in fire department strategic planning and it is important that PAFD has accurate and complete NFIRS data.
Implemented
70. Upgrade the CAD system so that GPS coordinates are collected for all incidents. In process The City is in the process of significantly upgrading its CAD system which will greatly assist in completing this
recommendation.
71. Work with dispatch staff, the CAD software vendor, the NFIRS software vendor, and line‐staff to put in place a
process by which the final incident data entered into the database contains no gross inaccuracies.
In process The City is in the process of significantly upgrading its CAD system which will greatly assist in completing this
recommendation. In the interim, staff has taken steps to ensure improved QA of incident data.
Training Recommendations
Technical and Information Technology Recommendations
Fire Utlization Study Recommendations Update
Attachment A, Page 3