HomeMy WebLinkAbout2007/11/08 - Agenda Packet - Specialn
AGENDA
CITY COUNCIL, FIRE PROTECTION DISTRICT
AND REDEVELOPMENT AGENCY
SPECIAL MEETING
Thursday, November 8, 2007 ~ 6:00 p.m.
Rancho Cucamonga City Hall 4 Council Chambers
10500 Civic Center Drive ~ Rancho Cucamonga, CA 91730-3801
A. CALL TO ORDER
1. Pledge of Allegiance
2. Roll Call: Mayor/President/Chairman Kurth
Mayor Pro TemlVice PresidentNice Chairman Williams
Council/Board/Agencymembers Gutierrez, Michael and Spagnolo
B. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City Council, Fire Protection District and Redevelopment Agency on any item
listetl or not listetl on the agenda. State law prohibits the Council, Flre Board and Agency from addressing any issue not previously included on
the Agenda. The Council, Fire Board and Agency may receive testimony and set the matter for a subsequent meeting.
Comments are to be limited to five minutes per individual or less, as deemed necessary by the Chair, depending upon the number of individuals
desiring to speak. All communications are to 6e addressed directly to the Council, Fire BOard and Agency, not to the members ottheaudience.
This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between audience and
speaker, making loud noises, or engaging in any activity which might be disruptive to the decorum of the meeting.
The public communications period will not exceed one hour prior to the commencement of the business portion of the agenda. During this one
hour period, all those who wish to speak on a topic contained in the business portion of the agenda will be given priority, and nofurtherspeaker
cards for these business items (with the exception of public hearing items) will be accepted once the business portion of the agenda
commences. Any other public communications which have not concluded during this one hour period may resume otter the regular business
portion of the agenda has been completed. -
C. ITEM OF DISCUSSION
REVIEW OF FIRE PROTECTION DISTRICT STRATEGIC PLAN AND IMPLEMENTATION
D. ADJOURNMENT
I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the
foregoing agenda was posted on November 7, 2007, per Government Code 54954.2 at 10500 Civic Center Drive,
Rancho Cucamonga, California.
MEMORANDUM
CITY MdNdGER~S OFFICE
Date: November 8, 2007
To: President and Members o'f~h~ Fire District Board of Directors
e
From: Jack Lam, City Manager
Subject: Review of Fran o Cucamonga Fire District Strategic Planning and
Implementation
RANCHO
cUCAMONGA
The Fire Board is holding a special meeting on November 8, 2007 to review a brief history of the
District and the several Strategic Plans that have been adopted by the Board since 1987, the
policies and levels of service that were approved through those plans, the status of the several new
stations proposed in the 2005 Strategic Plan Update, and future actions for the Board to consider.
This meeting is seen as the first in a series of meetings that the Board may wish to hold that will
focus on where we have been, where we are now, and discuss questions and perspectives that the
Board may have on future direction and strategy.
The purpose of this memorandum is to provide a summary of the PowerPoint presentation that will
be presented during the special meetings as well as a series of attachments that provide additional
supplementary and background information.
Background of the District
The Foothill Fire Protection District was formed in 1975 and became a subsidiary district of the City
of Rancho Cucamonga in 1989. The City Council serves as the District's Board of Directors. Over
the years, the District has become an all-around, all risk emergency services department, providing
a number of fire, emergency rescue, and emergency medical services. In addition, the District also
provides hazardous material response, emergency preparedness and response, arson and fire, fire
prevention and inspection, and urban-wildland interface protection. Finally, the District also
provides paramedic level emergency medical-services, beginning that advanced level of medical
assistance in 1996. The District boundaries of fifty square miles extend into the sphere of influence
and are larger than the current 40 square mile boundaries of the City of Rancho Cucamonga.
When established as the Foothill Fire District, the original District established its own tax rate -
which was $1 of every $100 assessed valuation. After the passage of Proposition 13 and AB 8,
however, the tax rate changed to a rate of 12.7 cents per tax dollar. Community Facilities District,
85-1, which provided additional funding for the District, was passed by the voters. A second
Community Facilities District, 88-1 was formed in 1988 in the northeast area of the City.
The District became a subsidiary district of the City in 1989. This consideration protected future
funding of the District, provided the ability to use Redevelopment Fire Funds to complete station
infrastructure (including the completion of two new fire stations in the 1990's), and allowed for the
cohtinuation of augmentation funding by the City.
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NOVF,tifBBR S, 2007
Fire District Strategic Plans/Studies
The Board has previously been provided with copies of Board-approved Plans and Studies that
have served as the direction for the Fire District over the last twenty years. These include:
• 1987 Fire Defense Study by Hunt Research
• 2000 - 2005 Fire Strategic Plan by Hunt Research
• ~ 2005 Review of Public Safety Services
• 2005 Fire Strategic Plan Update
• 2006 Fire Financing Optioris Study
In reviewing these various reports, there are several consistent goals and priorities, including the
number of stations at build-out, response/travel time criteria for station locations, etc. One can also
see through the reports, the growth and maturation of the District, as it has handled increasing
population and calls for service as well as transitioned to a diversified, all-risk Department that
handles fire, emergency rescue and medical services, hazard materials response, emergency
preparedness and response, fire prevention education, wild land interface protection, etc.
1987 Fire Defense Studv
Selected through a Request for Proposal (RFP) process, Hunt Research completed the Fire
Defense Study in 1987 for the Foothill Fire Protection District. The Study took a comprehensive look
at the Fire District and made recommendations related to all aspects of the District, ranging from
staffing, training, organization, apparatus, information systems and legislation, to revenue
enhancement. The Study recommended that the District establish a goal of seven (7) stations at
build-out (in 1987, there were 3 stations) as well as a five (5) minute response time for Fire and
EMS, 90% of the time. This "response time" measured the time that the call was received at
dispatch (call processing), including turnout time, and travel time to the incident.
Between the years of the 1987 Hunt Study and 2000, the population of the District increased by
40,500, with a corresponding increase in calls by 4,300.
2000 - 2005 Fire Strateoic Plan
Also completed by Hunt Research, this Plan took a comprehensive look at the District and
established a series of goals to be accomplished based on the progress made from the 1987 Fire
Defense Study. The Plan was included by reference in the 2001 General Plan.
The Plan made a number of recommendations. These included a response time goal of five (5)
minutes, 90% of the time (1 minute dispatch [call processing], 1 minute turnout time, and 3 minute
travel time). With five (5) existing stations, the Plan identified the future need for a Northwest
station, a permanent home for the Base Line and Day Creek station, and a longer term need for an
eighth (81h) station in the north central or "Midtown" portion of the District. There was also a
recommendation to adopt the standard of adding a two (2) person medic squad when a paramedic
engine reached 2,500 incidents/calls annually. Additionally, the Plan made a. series of
recommendations related to Fire District programs and services, including an enhanced Emergency
Medical Program, the need to pursue call triage/screening protocols, and the acquisition of new
apparatus.
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NOVPMRI?R 8, 2007
The period between 2000 and 2005 was a time of growth and change for the City and the District.
The District experienced an increase of 2,700 calls, with a corresponding growth in population of
40,000. The 210 Freeway was completed as well as the Victoria Gardens Regional Center opened.
A number of the 2000-2005 Fire Strategic Plan recommendations were implemented during this
period of time. The East Avenue Fire Station was completed in 2004 and work began on the
permanent Day Creek Fire Station the same year. New front-line fire apparatus was acquired and
the EMS Program enhanced through the hiring of a full time EMS Coordinator. During this five
year period, the implementation of new information systems software provided the opportunity to
better track calls for service, location of incidents, and travel time.
• 2005 Review of Public Safetv Services
This Report provided an overview of services, operations, and demands for service of the Fire
District and Police Department. Relative to the Fire District, it was recommended that an update to
the 2000-2005 Strategic Plan be completed and provide an analysis of incident responses and
station/apparatus locations utilizing the newly available computer software technology discussed
previously. The Board approved the recommendation to have staff complete an Update.
• 2005 Fire Strategic Plan Update
Building on the previous studies, the Board reviewed and adopted the 2005 Strategic Plan Update
in summer of that year. This document was an update of the 2000 - 2005 Strategic Plan and
focused on service demands, resource allocations (station needs), and service levels.
Fifty-two (52) recommendations (Attachment A), including six items related to levels of service,
were presented to the Board. The Board adopted six service Level goals, also shown in Attachment
B:
o Service level goal of 4 minute travel time; 90% of the time, as the criteria driving the
need for, and location of, Fire Stations
o Upheld the previously approved Board goal of adding a medic squad when a
paramedic engine exceeds 2,500 incidents annually
o Service level goal of when medic engine response Travel Time exceeds four'(4)
minutes, 90 % of the time, a new station will be implemented
o Annual inspections in high risk occupancies
o Apparatus-to-mechanic ratio goal of 12:1
o Conceptual working language for an ordinance for Board consideration requiring fire
sprinklers (multi-family)
o The Update also included a:
Non-capital Plan that included fire inspection program, call triage and
prioritization, communications improvements, public education, programs,
time continuum improvements, etc.
REVIEW OI~ R\NCIiO CUCr\hIONGA FIRE DIS"1'RICr $'I'RA'I'EGIC PLANNING AND ID1I'LEb1EN'I'[YI'ION PAGE 4
NOVESIBI?R S, 2007
• Capital Plan that included recommended station locations/relocations,
equipment acquisition, completion of traffic signal preemption, and acquisition
of 12 lead defibrillators
The Study also discussed the potential future need for a ninth station, depending on the residential
growth in the far north area of the District.
2006 Fire Strategic Plan Funding Options Report
The Board reviewed financing options for the implementation of the 2005 Strategic Plan and
established apay-as-you-go fiscal approach over a five year period.
Status of the Implementation of 2005 Strategic Plan
The District has proceeded with the implementation of the plans and programs approved in the Fire
Strategic Plan Update, in both the areas of non-capital and capital programs. (See attachment C for
implementation status of the various items.)
In the area of non-capital programs, the District has:
o reduced the number of responding units to fire incidents
o implemented a number of personnel related items including new Rules, fitness program,
and proactive risk management program
o new emergency preparedness and response program
o implemented fire inspection program and cost recovery programs
o enhanced medical response ability through a 12 lead defibrillator and direct to cath lab
program
o enhanced the public education program
o implemented new personnel rules and regulations
o developed a 26 year Fire RDA Fund Apparatus Plan
In the area of capital programs, the District has:
o completed the traffic signal preemption program
o. acquired and installed defibrillators in most public facilities
o proceeded to identify potential locations and planning of new Northwest and Midtown
(Haven/Base Line area) fire stations
o looked for potential sites for relocation of San Bernardino Road Station
Service Levels
The service levels set by the Board have a significant impact on the number and location of stations
throughout the District as well as the equipment and staffing that is necessary to meet these service
levels.
RtiVIEW OI~ Itr\NCFRJ CUCAh10NGA FIIiIi. DIS'1'RIC'I'$'112A'I'EGIC PLANNING AND Iilll'LEhIEN'r[\'rION Pr\GL? 5
NOVF:\IHGR 8, ?007
As part of the 2005 Update, the Board approved that the District set the service level at a 4 minute
travel time, 90% of the time, serving as the criteria driving the need for, and location of, fire
stations. This service level has an impact on the number and location of fire stations; specifically, it
has established the need for two new stations in the central (Midtown) and northwest portions of the
District as well as the possibility of relocating the San Bernardino Road Station in the southwest
portion of the District.
Fire Station Locations and Siting
The siting of fire stations to meet an established level of service is based on a number of criteria
and analysis - a process that has evolved over the years. The following outline reviews the
process that has been used by the District in the past and is currently being used in the siting of
new station locations.
Response Time and Station Locations
Early industry standards for the location in locating fire stations primarily relied on the Insurance
Service Organization's (ISO) criteria for response distance and the level of service established by
each individual agency or organization. ISO defines "response time" as the total time for "turnout"
and "travel" to a one and half (1 Y:) mile radius coverage area around a fire station. At the time, the
Fire District and Board used the same approach in establishing the maximum response time and
locating the fire stations based on the recommendations that were developed as part of the Fire
Defense Study (Hunt Study) that was conducted in 1987. The Study recommended a five (5) minute
response time with one (1) minute for dispatch/call processing and turnout and four (4) minutes for
travel time from the station to any area within the one and a half (1 '/z) mile radius coverage area.
With the advent of new technology, including development of software that can analyze incident
demands, response routes, and use risk factors, the District, during the development of the 2000-OS
Strategic Plan, modified the maps for possible station locations and moved away from the
traditional one and a half (1 '/:mile) radius coverage standards.
Response time components further evolved as part of the 2005 Plan update. Following new
industry analyses, the response continuum evolved into a more sophisticated spectrum as shown
on the diagram below.
Pre-911 Dispatch Call Reflex ravel On Scene ime to
ctions Processing urnout ime ctions - erminate
ime ime Intervention Incident
nd
tabilization
All six (8) time segments affect the District's ability to meet emergency incident demands for
service. Each time segment can affect the level of service, and therefore it is important to identify
multiple methods to improve each segment and implement as many methodologies as is practical
and feasible, to improve service.
RE\'IIW OP RANCI-IO CUCAbfONGr\ FIIU3 DISTRICT STRATEGIC PLANNING ANU I\IPf.ES1EN'I'A"PION. PAGE 6
NOVlanftir~:a 8, ?007
Travel time is the primary component that influences station siting or potential locations. During the
2005 Plan update, the District chose to focus primarily on the "travel time" component and
established a goal of a maximum travel time of four (4) minutes. Accordingly, and using the latest
computer software technology available at the time, maps were developed to identify areas of the
District outside the four minute travel time from existing stations. Those maps were later refined
using GIS technology to identify potential locations for stations in the northwest (Hellman)
(Attachment D) and Midtown (Attachment E) areas of the City. Changing the maximum "travel time"
goal influences both the need for and location of new stations. The attached map (Attachment F)
illustrates areas of the City where the travel time from a station (existing or proposed) exceeds the
four minute travel time goal established as part of the adoption of the Plan Update by the District.
It should be noted that improved technology provides a more accurate setting for coverage areas
because it takes into account specific geographic variables that influence the "travel time." This
includes accurate and detailed street maps, data on intersection delays, and real time average
speed of fire engines and response vehicles. Other factors that influence station locations include
use risk factors, density of existing uses, and the corresponding number of incidents calls
generated within the coverage area.
Call Triage/Screening and Prioritization
Other than "travel time" which is primarily dependent on station locations and the size of coverage
areas; another effective way to reduce resource drawdown is through call triage/screening and
prioritization. It is an additional means to improve customer service in several ways. Call
triage/screening and prioritization can help improve patient outcomes by ensuring the "right
resources" are available for the "right call," allowing fire and paramedic resources to be available in
their respective districts and therefore improving "drawdown." It also assists in meeting increasing
service demands. In order to implement call triage and prioritization, adispatch center must utilize
the "priority dispatch software" from which an agency can prioritize the dispatch of resources for its
jurisdiction. Currently, the District's dispatch services are provided by City of Ontario Fire and Police
Dispatch. Discussion with City of Ontario's staff indicates that at this time, they are willing to
continue discussions with the District staff on providing service for Rancho Cucamonga, for an
additional cost and release from liability. District staff has just this week begun discussions with
another dispatch agency to determine their interest level and feasibility of providing call
triage/screening and prioritization services.
District's staff has initially studied various options for implementing a call triage/screening and
prioritization program. A summary of these options, including pros and cons of each and expected
cost are included in Attachment G.
District staff has also completed an analysis of the type of incidents responded to by each of the six
statiors. The incidents are divided into categories according to national standards as provided in
Attachment H. This type of analysis provides the basis for evaluation criteria during the
development of a call triage/screening and prioritization program.
RI3v11?W OI~ R!\NCI'IG CUCI\\IONGA FIRI°. DIS'1'12IC'1' S'1'R/\'I'IGIC PLANNING ANll IbiPLEJ1I~.N'I'A"PION PAGIi 7
NOVESIHER 8, 2007
Conclusion
The Rancho Cucamonga Fire Protection District Strategic Planning process has a long history,
stretching back over 20 years. Within that process has been a number of milestones and updates,
each of which has built upon, or incorporated, the previous efforts. Most recent in that process has
been the 2005 Fire Strategic Plan Update and the 2006 Fire Strategic Plan Funding Options
Report. With increasing detail over the years, particularly as technology has evolved and computer
software, such as GIS, has replaced hand drawn radius maps, each of these studies has expanded
with greater complexity upon the multiple factors involved in station location.
Dispatch and call processing time, reflex turnout time, travel time, and on-scene actions, all are
critical factors in determining the speed with which an injured party, or a fire, receives proper and
timely attention to prevent further injury or damage and ensure prompt treatment or actions. Travel
Time goals affect the potential number and location of fire stations. In addition, call volume, types
of calls, staffing and apparatus, maximum population, response routes and high risk use proximity,
as well as land availability, cost and funding sources, all factor into possible station locations.
Since at least 1987, the number of fire stations and their general locations (areas) have been driven
by the City's population, calls for service, and travel time goals. Specific locations have been
chosen based on land availability, funding sources and availability, access to easUwest and
north/south arterials, and proximity to high demand uses. All studies and plan revisions have been
consistent in their findings regarding stations' infrastructure needs. During that same time, the
various strategic plans have called for, and the District has worked to implement, other
improvements including equipment replacement and acquisition, traffic signal pre-emption, fire
inspection program, call prioritization, communication improvements, public education
improvements, and emergency medical services program enhancements. In 2006, the Fire Board
approved apay-as-you-go fiscal approach for capital, equipment and personnel, and a five (5) year
Implementation Plan.
As a result of these prior Fire Board service level goals and other criteria (i.e. travel time goal) and
strategic planning, staff has worked to identify potential locations, as well as the planning and
design of the new Northwest and Midtown (Haven/Base Line area) fire stations. This process
involves preliminary identification of multiple locations, some of which meet more of the siting
criteria than others; such as with the Northwest station, which changed location before settling at
its present site. While some locations may be ideal, there are many times a range of other
alternatives for station locations exist, depending upon cost and land availability as well as
additional potential impacts on staffing and operating budgets. Some options are more cost
effective than others and are subject to Board consideration of priorities.
The Board had a public presentation at its recent October 17 meeting that proposes that the Fire
Board look at several fire service related subjects such as paid-on-call firefighters, modification of
the 24 hours shift schedule, separation of EMS and Fire/Rescue response, contracting with another
agency, and an RFP for various fire, emergency rescue, and emergency medical responses.
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Novea1l313a 8, 2007
These and other items can be discussed at the upcoming Board meeting and subsequent meetings
that can be scheduled.
Attachments (A) 2005 Fire Strategic Plan Update - 52 Recommendations
(B) 2005 Fire Strategic Plan Update - 6 Service Level Goals
(C) Implementation Status of 2005 Fire Strategic Plan Update
Recommendations
(D) Proposed Hellman Station -- Location Options
(E) Proposed Haven and Base Line Station -Location Options
(F) Map developed by City GIS Division showing current station response
radiuses
(G) Memorandum by Chief Bryan providing Call Triage/Screening and
Prioritization Options
(H) Memorandum by Chief Bryan providing analysis of Calls received by
Individual Station
Cc: Pamela Easter, Assistant City Manager
Mahdi Aluzri, Deputy City Manager/Community Development
John Gillison, Deputy City Manager/Administrative Services
Peter Bryan, Fire Chief
Fabian Villenas, Principal Management Analyst
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ATTACHMENT G
Call Triage and Prioritization Options
The Rancho Cucamonga Fire Protection District's 2005 Strategic Plan first identified
"Call Triage and Prioritization" as an additional means to improve customer service in
several ways:
• Help improve patient outcomes by ensuring the "right resource" is
available for the "right call"
• Assist with meeting increasing service demands
• Help ensure that fire and paramedic resources are available in their
respective districts and therefore improving "drawdown"
• May improve travel times
Call prioritization functions in several ways:
• Provides consistent "call taker" questions by eliminating "guess work"
for a large variety of incident types
• Triages 911 calls based on Physician directed and nationally
accredited protocols
• Directs the dispatching of apparatus after "sufficient critical information"
is obtained, thus reducing the call processing time
• Integrates well with most existing Computer Aided Dispatch software
• Permits each agency to individually define the level of importance for
each incident type and the assigned resources
• Provides the greatest flexibility towards getting the proper apparatus to
the most appropriate incident and having the greatest number of
resources available for highest priority incidents
• Ensures compliance with State Emergency Medical Dispatch
Guidelines and therefore reduces liability
In order to implement call triage and prioritization a dispatch center muss utilize the
"priority dispatch software" for all agencies, and then each agency can prioritize the
dispatch of resources for their individual jurisdiction.
The following is an initial analysis of the options available to the District:
Option #1:
Continue with Ontario Police and Fire Dispatch. Continue existing service through a fee
for service contract ($458,580/annual). The other West End Agencies, Chino, Upland,
and Montclair also contract with Ontario.
Implementation may be possible 12-24 months after making a decision which is
anticipated by the end of this fiscal year. Approximate additional cost $100,000 -
200,000 annually.
C:AWINDOWS\Temporary Internet Files\OLK89\Call Triage Prioritization 2007 with costs
(2).doc
Updated 9-2U-2007
The decision primarily revolves around whether Ontario Police and Fire Dispatch want
to implement such a system. They did not express any desire to do so until Rancho
Cucamonga brought up the idea shortly after delivering the 2005 Strategic Plan report.
Other issues also include: all five fire agencies agreeing to use the system to some
extent; liability; resource and medical protocols; and each agency's appropriate share of
the costs.
We have received a report from Ontario that presents some initial cost comparison
information on three different systems. The Deputy Chiefs from all five fire agencies
have begun to discuss the information in the report. The next step is to visit those
dispatch centers to evaluate the three systems. The dispatch centers are located
throughout California and the west coast.
Even though it may take longer than other options listed below, the benefits of working
with call triage and prioritization systems include:
• Continued effective use of automatic mutual aid with the other four fire agencies
in the West End
• Continued use of the current radio frequencies and dispatch center
• Additional costs for call prioritization work can be shared between multiple
agencies
• Promotes continued regional relationships between agencies and cities
Option #2:
Develop a Rancho Cucamonga dispatch center in the City. The most logical method is
to design and develop a fire dispatch center under the concept of a joint powers
authority (JPA) with other agencies. A JPA would provide for the most effective method
of managing the dispatch center cost with equal agency decision making authority. The
' challenge is to find other agencies who would wish to join and participate in the JPA.
There are issues with the associated costs, radio frequencies, physical location,
personnel recruitment and delay in dispatching mutual aid with external agencies that
also would need to be worked out. Refer to Attachment 1 for additional information.
Possible implementation 18-36 months. Approximate cost $1,000,000 capital and start-
up, $1,500,000 annually for personnel, $300,000 annually O&M.
Option #3:
Contract with another fire agency. San Bernardino City currently performs Emergency
Medical Dispatch (call triage and prioritization). San Bernardino County is just
beginning to study the feasibility of implementing call triage and prioritization at this
time. However, it is unknown when a decision will be made.
C:\WiNDOWS\Temporary Internet Files\OLK89\Call Triage Prioritization 2007 with costs
(2).doc
Updated 9-20-2007
There are several issues related to this option:
• There may be an issue with the physical distance to San Bernardino City and
their current dispatch center staffing level.
• In order to implement call triage and prioritization, San Bernardino County would
need to gain unanimous agreement from all of the approximately, thirteen (13)
separate legal districts that they currently dispatch for, plus Rancho Cucamonga.
If Rancho Cucamonga contracted with the County it would no longer be a part of
the five (5) West End agencies, as currently structured, and that would affect
dispatching of automatic mutual aid resources due to the delay between dispatch
centers.
• The current LAFCO hearing for County and Fontana area fire protection may
have some effect on a future implementation timeline, radio frequencies, and
transfer of service.
• Chino Fire was previously with County .for five years and returned to Ontario
Dispatch last year for service reasons.
As mentioned, County is only beginning the feasibility study. We have not begun any
formal discussions with San Bernardino City or County because this option is less
favorable than Ontario.
Possible implementation after a decision is made would be 12-18 months at the earliest
(12 months for San Bernardino City and 18 months for the County, after a decision is
made). Approximate cost $100,000 - 200,000 start-up, $558,580 - 658,580 annually.
Option #4:
Contract with American Medical Response (AMR) ambulance. However, many
agencies in the central part of the State that contract with AMR are experiencing
significant delays in call dispatching, resulting in patient care issues. There would be
issues with the current automatic aid dispatching of resources, such as additional
delays. Most other fire agencies will not support this approach. Additionally, there
would be no direct management control or decision making. This option is not
recommended based on the desire to provide the highest level of patient care feasible
to our citizens.
C:\WINDOWS\Temporary Internet Files\OLK89\Call Triage Prioritization 2007 with costs
(2).doc
Updated 9-20-2007
ATTACHMENT1
Requirements for Independent Rancho Cucamonga Dispatch Center
These general dispatch requirements are consistent with agencies of similar call
demand that are using call triage and prioritization:
Space requirements:
A space of approximately 1,500 - 2,000 square feet would be required to accommodate
the necessary equipment, work stations, dispatch supervisor office, break rooms, and
bathroom facilities.
Staffing requirements:
Industry standard is to have 6-7 people for each dispatch staff position to enable
rotating work shifts. A Center to handle the call volume of Rancho Cuamonga would
require a minimum of two dispatchers on duty on a 24 hour basis. There would be
shifts/times where it would be necessary to have a third dispatcher on duty.
These staffing levels would indicate a need for approximately 13-17 dispatchers with
adequate supervision and technical staff included.
Hardware/Equipment:
Four (4) dispatch consoles with computers and monitors
Microwave equipment (tower if necessary) for 800 MHz
Transmission and receiving equipment
Back-up power
CAD System (Integrated with the Fire Records Management System and the Staffing
Scheduling Software)
VHF radio capability
Licensing:
Utilize existing license through WECA/San Bernardino County, which is not a major
issue according to County Informatiori Services Department.
Operations:
Could potentially provide service to City Animal Control Services and Public Works
departments during evenings and weekends.
C:\WINDOWS\Temporary Internet Files\OLK89\Call Triage Prioritization 2007 with costs
(2).doc
Updated 9-20-2007
ATTACHMENT H_
MEMORANDUM
RANCHO CUCdiIfONGd FIRE PROTECTION DISTRICT
Date: October 3, 2007 RANCHO
CUCAMONGA
To: Jack Lam, AICP, City Manager
Pamela Easter, Assistant City anager
From: Peter M. Bryan, Fire Chief ~^
Subject:. 2006 Fire Incident Types by S anon
We have completed the requested analysis by station and prepared six pie charts and a
spreadsheet showing the numbers of each type for all six stations.
The types of incidents are divided into categories according to the required national standards and
are as follows:
Fire and other non EMS Emergencies
Fire
Hazardous Condition
Service Call
Good Intent
False Call
Special Incident Type
EMS Emergencies
Cardiac
Environmental
Medical Illness
Neurological
Non-Trauma Pain
Poisoning
Pregnancy
Respiratory
Trauma
Each category has between 5-15sub-categories and a detailed listing can be prepared if much
more detail is needed.
The highest number of incidents overall are:
Trauma
Good Intent - (cancelled en route, no emergency found, controlled burning, steam instead of .
fire, EMS when patient already left, hazmat investigation)
Neurological - (altered conscious level, shock, seizure, stroke, fainting)
Medical Illness- (abdominal pain, diabetes, general illness)
Cardiac
Other top five categories by station include:
Respiratory Emergency
Service call - (person in distress, water problem, smoke odor problem, animal rescue, public
service assistance, unauthorized burning, mutual aid station stand-by)
False call - (unwanted alarm, malicious alarm, bomb scare, fire alarm, system malfunction)
Fire
The high number of Neurological, Medical Illness and Cardiac/Respiratory are significant in the
Amethyst (171) and San Bernardino (172) districts because of the number of retirement facilities
and a generally older population on the west side of the District.
Trauma, mostly traffic accidents, is the highest overall and is in the top three highest for each
station. Freeway and other arterial streets account for most traffic accidents. Many of them involve
extrication and rescue.
Good Intent incidents are calls made by callers believing there is an emergency and the District
resources respond and research to determine if there is an emergency. These incidents must be
responded to so that the District is not exposed to the liability of non-response.
I:Fue Chief/Letters & Memo/Fire Incident Types by Station
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