FIRE DEPARTMENT
MISSION STATEMENT: The Mission of the West Covina Fire Department is to provide the highest level of life and property safety in a caring and cost effective manner, and to continually strive to provide quality customer service for the Community, the Organization, and to one another.

The department's mission is achieved through the delivery of programs and services including; emergency operations, paramedic ambulance services, fire administration, and fire prevention/code enforcement. Members of the department achieve the mission through the practical application of and attention to the City's Core Values:

• Ethical
• Team Member
• Fiscally Responsible
• Customer Service Oriented
• Professional

During fiscal year 2003-04, members of the fire department responded to 7,080 emergency incidents. These responses included 5,907 medical emergencies and 230 hostile fires, including 97 reported structure fires. The total fire loss for the twelve-month period amounted to $1,373,697.00. In early 2005, the fire department experienced two fire fatalities directly related to structure fires, one involved an 80-year male and the second a 76-year old female.

In October 2004, in concert with a City Council's goal to "Balance the Budget," the fire department began providing paramedic ambulance services in an effort to increase service levels while offsetting public safety costs. By combining ambulance transportation services with well-positioned first responders staffing five fire engines and one ladder truck, service levels to the community have increased in an extremely cost effective manner. Below is a brief summary of the fire department's major divisions.

Emergency Operations - The department deploys fire and life safety resources into the community from five strategically located fire stations. Each fire station houses an engine company staffed by three highly trained firefighters, including one state-licensed paramedic. At three of the centrally located stations, in addition to the engine company, a paramedic ambulance staffed with two firefighter/paramedics provides coverage for the city. The fire department provides one-100' aerial ladder truck capable of providing elevated rescues, extrication, technical rescue services, and firefighting support for the engine company personnel. West Covina firefighters pride themselves on aggressive interior-attack firefighting techniques and the ability to efficiently bring fires under control. Through the proper balance and deployment of firefighting resources, the community experiences low annual fire loss and frequency of building fires. In addition to medical emergencies and hostile fires, the department annually responds to approximately 1,000 additional calls for service, ranging from infants locked in vehicles, hazardous materials spills, inadvertent fire alarm activations, and responses to assist in adjacent communities through mutual aid agreements.

Paramedic Ambulance Services - Approximately 75% of the fire department's annual emergency activity is directed towards emergency medical service. The department delivers extremely high-level emergency medical care by providing one paramedic unit for approximately every 12,200 residents. Each of the department's five fire engine companies, one ladder truck, and three ambulances are staffed by at least one firefighter/paramedic capable of administering advanced life support medical treatment. The department assists over five thousand patients each year and about one half of these individuals are in severe medical distress and require paramedic level of care. Each 24-hour period, six firefighter/paramedics staff the three ambulances. On an annually basis approximately 4,000 patients are transported to area hospitals in fire department ambulances and assessed fees for medical treatment and transportation services.

Fire Administration - In an effort to provide appropriate guidance, leadership, and fiscal oversight, fire administration is responsible for managing all aspects of the modern fire and life safety delivery system in West Covina. Staff assigned to fire administration manage the department's budget, oversee labor relations, handle external affairs, manage grants, and provide strategic planning. Fire administration staff remains committed to providing training and professional development opportunities for first responders that are consistent with delivering state-of-the-arts fire suppression, rescue, and property conservation services. In addition, staff oversees the City's emergency preparedness effort. One member of the fire department, as collateral duties, serves part-time as the Coordinator of Disaster Services and works closely with the school districts, neighboring local governments and allied agencies to optimize all-risk preparedness efforts. All West Covina firefighters receive specialized first responder training for response to natural disasters and terrorism incidents.

Fire Prevention and Code Enforcement - This bureau is charged with the management and enforcement of all City of West Covina municipal fire codes and provides these services in an extremely cost effective manner. Members of the bureau review building plans to ensure proposed designs meet contemporary fire codes and inspect commercial occupancies during the various stages of construction. Specially trained fire inspection personnel look for appropriate fire sprinkler systems, fire alarm systems, hazardous storage, and verify that all fire exits are provided and maintained. Bureau staff supports the City Council's goal of "Downtown Revitalization" by assisting private development concerns with various fire code compliance options in the design and construction of fire safe buildings.

The bureau is managed by the department's fire marshal. The fire marshal oversees one fulltime fire protection specialist and up to 10 volunteer auxiliary firefighters and 10 retired senior volunteers. The fire marshal also manages the annual inspections of all existing business and commercial occupancies within West Covina that are performed by personnel assigned to emergency operations. The fire marshal coordinates closely with the City's building, planning, and redevelopment departments, as well as the State Fire Marshal's Office, to ensure all planned developments meet fire code standards and all educational occupancies are designed with fire safety as a primary concern. The fire marshal is also responsible for overseeing the department's fire investigation unit. Trained fire investigators work closely with detectives from the West Covina Police Department and members of the San Gabriel Valley Arson Task Force to identify and arrest arson suspects.

FIRE DEPARTMENT ORGANIZATIONAL CHART


FY 2004-2005 ACCOMPLISHMENTS

• Fire department staff proudly reported that during fiscal year 2004-05, emergency response times averaged 4:53 minutes from the time of dispatch to the arrival of firefighters at the scene of the emergency.
  
  
• The department made significant management changes resulting in the successful transition of leadership. A new fire chief was appointed on July 13, 2004 replacing the previous fire chief who retired after a distinguished 12-year career in West Covina. In the area of career development, a new assistant fire chief was appointed plus two paramedics were promoted to the rank of fire captain. All three newly promoted senior officers understand the critical importance of responsible fiscal management combined with effectively leading a new breed of fire service employee for optimum performance.
  
  
• On June 15, 2004, the City Council approved the fire department's paramedic ambulance services program. The program formally began operation on October 18, 2004 and has proven to be a success in the opinions of firefighters in terms of providing a higher level of service to the community. Firefighters reported significant improvements in response times, both in terms of ambulances to the scene of the emergencies and reduced times in getting patients to the appropriate medical facilities. Fire department managers projected an estimated $863,760 in revenue to offset the costs associated with operating the ambulance transportation program for the first 8.5 months of operation.
  
  
• The department's fire prevention bureau was reorganized with a renewed emphasis placed on customer service. The improvements were a direct result of a high level of cooperation between the City's building department staff and fire prevention bureau personnel to look for opportunities to improve customer service and decrease customer confusion. The reorganization included a focus on identifying fire code versus building code enforcement and, in concert with the City's Core Values, looked for opportunities to help businesses succeed in West Covina. The bureau also successfully reduced the turn-around for plan checks by approximately 50%, from 14 days to 6.7 days in the last half of fiscal year 2004-05.
  
  
• Under the umbrella of disaster preparedness, fire department staff spearheaded the drafting of a comprehensive hazard mitigation plan. The completion of this enormous project was the result of the cooperative effort of staff from literally all the City departments as well as many outside agencies. The development and local adoption of this plan was a Federal Emergency Management Agency mandate and in doing so enabled the City to become eligible for federal and state post-disaster funding.
  
  
• The fire department reinvigorated firefighter-training efforts to ensure compliance with federal and state mandates for occupational safety. In early 2005, firefighters started participating in weekly training assignments at the Los Angeles County Fire Department Training Tower in Pomona. Department managers have begun the process to have all firefighters and officers qualified to respond to wildland fires in accordance with the California Incident Command Certification System (CICCS). Through the participation in the CICCS program, the City would become eligible to recover response costs associated with West Covina firefighters assisting on major wildland fire operations.
  
  
• Members of the department's fire investigation unit continued to progress in both operational competency and effectiveness. Personnel assigned to the unit received additional training and expertise in fire cause determination, arson investigation, surveillance, and evidence preservation. Fire investigators routinely participated in regional investigation efforts and illegal fireworks enforcement programs.
  
  
• Under domestic terrorist preparedness, the Department of Homeland Security (DHS) and Federal Emergency Management Agency (FEMA) provided grant funding for the enhancement of local government first responder capabilities. The fire department took an aggressive and innovative posture in pursuing grant money in order to provide first responder and Community Emergency Response Team training in a cost-effective manner. In fiscal year 2004-05, staff obtained grant funding in the amount of $100,000 to facilitate community-training opportunities and secure basic rescue equipment for first responders.
  
  
• City intersections continued to be retrofitted with traffic intervention system sensors that safely change the traffic signal in the direction of responding emergency vehicles. Combined with modified deployment strategies, the traffic intervention system is anticipated to have a positive impact on response times and enhance safety for both the responding unit and the driving public. The cost associated with the continued installation of the traffic intervention system is in the City's Capital Improvement Program (CIP) budget.
  
  
• Fire department staff initiated the process of drafting a strategic plan in an effort to articulate a comprehensive direction for the most effective and efficient deployment of fire and life safety resources. The goals of the planning process, and ultimately the plan, are to:
  
  • Develop a coherent and logical basis for decision making
  • Match resources to established and projected funding opportunities
  • Identify and solve major departmental issues
  • Quantify and improve overall performance
  • Build teamwork and expertise
  • Clarify future direction and operational priorities
  • Draft a flexible organizational 3-5 year "roadmap" for the fire department

FY 2005-2006 GOALS AND OBJECTIVES
In concert with the City's Core Values, provide "exceptional" customer service by responding to a citizen's request for assistance rapidly and with appropriate resources.

• Ensure that emergency responders are well positioned throughout the city to facilitate immediate response by combining automated and chief officer monitoring activities.
• Reprogram the City's computer aided dispatch system to move-up resources.
• Revisit automatic aid agreements with the Los Angeles County Fire Department to ensure the efficient sharing of local resources.
• Utilize modern deployment standards to ensure that firefighters respond with adequate force to keep the majority of fires small and firefighting operations as safe as possible.

Consistent with the City Council's Goal of "Balancing the Budget," effectively allocate Paramedic Ambulance Services to optimize cost recovery opportunities.

• Improve the administrative controls to decrease the processing time for handling billing reports.
• Collaborate with the local medical community and private ambulance providers to reduce the out-of-service time for fire department ambulances.

Broaden firefighter recruitment efforts to obtain a workforce that is more reflective of the cultural composition of the West Covina community.

• Actively recruit woman and minority candidates to join the department.
• Utilize the explorer program to facilitate selected candidates to attend fire academy and paramedic training programs.

Ensure continued technical competency through comprehensive training and professional development.

• Assure all emergency response personnel receive mandated training opportunities for the maintenance and expansion of technical firefighting and medical skills.
• Implement a monitoring system to identify and track individual training activity.
• Encourage senior managers to take advantage of outside learning opportunities.
• Redesign training programs for recruit firefighters.

In conjunction with the Core Values, enhance the department's "collaborative working environment" to achieve organizational goals.

• Through a consensus process involving the community, City staff, and department stakeholders, complete a strategic plan by December 31, 2005.
• Meet monthly with the fire department management team and facilitate each Assistant Chief to meet quarterly with assigned officers.
• Host a minimum of two open meetings with the West Covina Firefighters Association membership.

In the spirit of enhancing "development and revitalization," provide for the timely, fair and consistent application of inspection services and code enforcement.

• Assist developers, contractors, and homeowners by providing high quality customer service in the areas of plan review and inspection services.
• Participate with other City agencies to effectively communicate fire department code requirements for new developments.
• Utilize a cost-effective combination of career and volunteer human resources to promote fire and life safety, perform inspection and code enforcement activities, and supply the fire department.
• Utilize public education opportunities with local schools to prove that West Covina is "a community that cares for our children."
• Actively investigate fire cause to determine whether the crime of arson has occurred.

PERFORMANCE MEASURES


EXCEPTIONAL CUSTOMER SERVICES - HOW WE GET THERE

Rapid Response and Appropriate Resources - Foremost in providing high quality services is getting to the scene of an emergency quickly with the proper personnel, tools, and equipment. The reason the fire department houses one fire engine in each one of the five fire stations is because it can rapidly respond to all types of emergency incidents, whether it is a heart attack, vehicle accident, or major building fire. Each fire engine is staffed with a captain, fire engineer (driver), and firefighter/paramedic. Each fire engine carries 500 gallons of water, 1/3rd miles of fire hose, and is capable of pumping 1,500 gallons of water per minute when connected to a fire hydrant. Each fire engine also carries critically important paramedic rescue equipment, including a cardiac defibrillator, medications for treating ill patients, and medical oxygen delivery equipment. The City also responds three rescue ambulances. The ambulance, staffed with two state licensed firefighter/paramedics, responds to all medical emergencies along with the closest fire engine or ladder truck and provides patient transportation to local hospitals. A single 100' aerial ladder truck that is staffed by a captain, fire engineer, and two firefighter/paramedics serves the city. The ladder truck carries an extremely large inventory of specialized rescue tools and equipment in addition to paramedic medical supplies. One chief fire officer provides 24 hour on-duty command services and responds to all reported structure fires, vehicle accidents with victim entrapment, hazardous materials spills, and other major emergencies.

Paramedic Ambulance Services - On October 18, 2004, the fire department transitioned five firefighter/ paramedics from the fire engines, added one more per shift, and started operating an ambulance program. The ambulance program is comprised of three Los Angeles Emergency Medical Services Agency approved "Mobile Intensive Care Unit" (MICU) ambulances staffed with two firefighter/paramedics per unit. Each MICU ambulance is capable of providing the highest level of patient care recognized in Los Angeles County for ill or injured patients outside the hospital. The program has been heralded as a tremendous success by firefighters who have experienced a decrease in ambulance response times which has translated in a decrease in the time it takes to get a critically ill or injured patient to the appropriate emergency department.

Training/Professional Development - The nature, danger and complexity of firefighters' work causes the department to be "training intensive." Each firefighter is required to participate in a minimum of 240 hours of training each year in order to maintain required certifications, meet federal mandates, and gain the proficiencies necessary to be great firefighters. Since medical emergencies account for approximately 75% of the department's responses, firefighters receive over 24 hours per year in medical continuing education training. Fire department staff works with the Rancho Santiago Community College to obtain the state-paid education funds for firefighter and supervisor training. In addition to the hands-on training for fire suppression personnel, senior managers currently participate in the federal government's executive fire officer training program by attending the National Fire Academy.

Fire Explorer Program - West Covina boasts one of the state's most successful fire explorer programs. The program, which is available to boys and girls between the ages of 15 and 21, is under the umbrella of the Boy Scouts of America for insurance purposes. The explorers assist the department with public education programs and other activities such as filling and distributing sandbags during flooding conditions. There are approximately 35 explorers positions in the program and a waiting list for young people interested in joining the program is maintained. This program is one of the tools used by the department to recruit and hire community members as well as providing meaningful activities for the community's youth.

Retired Senior Volunteer Program (R.S.V.P.) - The R.S.V.P. provides a highly motivated workforce of experienced community members interested in assisting the fire department in a wide variety of tasks and services. The R.S.V.P.s work for the fire marshal and perform the department's daily mail run, retrieve medical equipment from hospitals, fill oxygen cylinders, and occasionally respond to emergency incidents to assist the incident commander in non-hazardous assignments. The R.S.V.P.s provide an extremely valuable and cost-effective service to the community and act as ambassadors for the fire department at public events.

Business Fire Inspection Program - Each year firefighters assigned to fire engines, ambulances, and the ladder truck inspect businesses throughout the city. By utilizing on-duty fire suppression resources, the fire marshal is able to ensure all commercial occupancies are inspected annually in a highly cost effective manner. While firefighters may be "pulled off" an inspection to respond to an emergency, the program allows personnel to make contact with local business owners and provide education on the value of fire safety while inspecting the facilities to ensure fire code compliance. Fire inspections also allow the firefighters to "take a look" at a building under non-hazardous conditions which can make for a more enlightened operation during fire conditions.

Hazardous Materials Response - The department provides first responder emergency hazardous materials response services for chemical spills and releases. The fire department manages the use and storage of hazardous material as outlined in the California Fire Code and inspects facilities to ensure safe storage and use practices are followed. The Los Angeles County Fire Department provides comprehensive inspection and record keeping services under state guidelines and provides mutual aid response for large-scale incidents and coordination for the clean up of dangerous or toxic substances.

AUTHORIZED POSITIONS



ACTIVITY TREE



BUDGET SUMMARY

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