San Diego County Fire Authority

Transcription

1 FIRE MASTER PLAN JULY 2013 San Diego County Fire Authority County of San Diego

2 Prepared by San Diego County Fire Authority 5510 Overland Avenue, Suite 250 San Diego, CA Phone: Web:

3 County of San Diego Board of Supervisors District 1 District 2 District 3 District 4 District 5 Greg Cox Dianne Jacob Dave Roberts Ron Roberts Bill Horn San Diego County Fire Authority Master Plan 2

4 3 San Diego County Fire Authority Master Plan

5 Table of Contents 1. Executive Summary Goals and Objectives Financial Plan Living Document 9 2. Mission and Vision Statements Values Introduction/Background Why Was It Created? How Was It Created? County of San Diego and Its Communities Unincorporated San Diego County Land Use Economic Characteristics Community Risk - Structure/Wildfire Fires County Service Area SWOT Analysis Organizational Structure Management & Administration Operations Chain of Command Emergency Response Standards of Cover Amador Plan Operating Plan Closest Resources Concept Communications and Dispatch Call Workload Cooperative Agreements Strategic Partnerships Existing Partnerships New Partnerships Mutual Aid Agreements Staffing Volunteer Firefighter Program Volunteer Fire Companies Recruitment & Retention SDCFA Administrative Staffing Cooperative Agency Staffing Apparatus & Equipment 34 San Diego County Fire Authority Master Plan 4

6 10.1 Apparatus Apparatus Maintenance Apparatus Procurement Plan Apparatus Replacement Plan Equipment Facilities Training, Emergency Medical Services and Safety Development Program Training Plan Training Goals Certifying Agencies Initial Entry-Level Training Continuing Training & Education Realignment of Firefighter Training Current Assessment Proposed Training Plan Plan Benefits Emergency Medical Services Safety Injury Illness Prevention Program (IIPP) Respiratory Protection Program Fire Prevention Fire Prevention Functions Fire Prevention Coordination Increased Efficiency Inspections Future Projects Information Technology IT Strategic Plan SDCFA IT Vision SDCFA IT Challenges IT Strategy IT Initiatives Advanced Situational Awareness for Public Safety Network GIS Strategic Plan SanMAPS GIS Emergency Response Unit Financial Plan History Current Funding 74 5 San Diego County Fire Authority Master Plan

7 15.3 Budget Levels Capital Expenses Evaluation of Current and Future Funding Level Vision for the Future Long-Term Strategies Short-Term Strategies Implementation Strategies Summary of Recommendations and Costs 79 Appendixes A. Land Ownership Map B. Fire History Map 2013 C. CSA 135 Hybrid Plan Phasing Plan D. SDCFA Operational Organization Chart E. SDCFA Standards of Cover Concept F. SDCFA/CAL FIRE Operating Plan G. Sample Scope of Work for Volunteer Fire Companies H. SDCFA Proposed Staffing (FY ) I. Joining the Fire Service A Training Guideline J. Defensible Space Brochure K. SDCFA Fire Apparatus Inventory L. SANDAG 2050 Regional Growth Forecast M. SDCFA Major Equipment Purchases N. SDCFA Capital Improvement Projects O. SDCFA Future Capital Improvement Projects P. Glossary of Terms Q. Bibliography San Diego County Fire Authority Master Plan 6

8 1. EXECUTIVE SUMMARY The San Diego County Fire Authority (SDCFA), CAL FIRE and various volunteer fire companies collaborated to develop the path that is presented in this Fire Master Plan. The staff, fire agencies and officials have provided a great deal of written and verbal information during the course of this work. All have provided accurate and complete information and we are grateful for their assistance and cooperation. The Fire Master Plan is intended to serve as a strategic planning document for policy makers, and executive management on operational, management and fiscal decisions pertaining to the SDCFA. The Fire Master Plan will provide a five year plan (Fiscal Year ) for the SDCFA to implement changes identified in the Plan. We emphasize that the consideration of this Fire Master Plan and the eventual adoption depends on the ability of the leadership and policy makers to make informed decisions about the quantity and quality of fire services in the unincorporated areas of San Diego County. The Fire Master Plan is intended to serve many purposes, including: Enhance Public Awareness and Understanding to help residents of the county better understand the County Fire Authority and its mission to improve fire services, public health, fire safety, and welfare; economic vitality; and the operational capabilities of partner agencies; Create a Decision Tool for Management to provide information that executive managers and policy makers need to take action to address vulnerabilities both today and in the future; Promote Compliance with State and Federal Program Requirements to insure that the SDCFA and its contract fire associates can meet or exceed state and federal mandates and take full advantage of state and federal grant programs, policies, and regulations that encourage collaboration and regional leadership. A Strengths, Weakness, Opportunities, and Threats (SWOT) Analysis was completed by the Fire Authority staff. Strengths and weaknesses have been identified, opportunities for development of new programs have been listed, and internal and external threats have been identified. As with any type of planning for the future, assumptions have been made. The Fire Master Plan reviews the current state of the volunteer firefighters, apparatus, equipment and facilities to identify current and projected needs over the next five years. The current and future staffing needs are projected for career and volunteer staffing as well as administrative staffing. Staffing, apparatus, vehicles, equipment and facilities are important resources in executing the mission of the San Diego County Fire Authority. A schedule has been developed for replacement of apparatus, vehicles, and equipment along with cost projections to assist in budgeting. A proactive approach has been developed for the present and the future in the area of fire prevention. The SDCFA under Goal One below has set an objective to become the regional fire prevention authority in the unincorporated areas of the county. A comprehensive and effective 7 San Diego County Fire Authority Master Plan

9 fire prevention program is a particularly cost effective method to manage risk in the community. We are uniquely positioned to coordinate these efforts with other county departments, fire agency partners and the community. Up to date laws, codes and greater enforcement of the codes will bring a consistent application that developers and the community can count on in bringing new development to the unincorporated area of the county. 1.1 Goals and Objectives This Fire Master Plan contains ten goals. These goals reflect the County s desire to maintain and improve the levels of service to the citizens of San Diego County. The goals are: Goal One: Goal Two: Goal Three: Goal Four: Goal Five: Goal Six: Goal Seven: Goal Eight: Goal Nine: Goal Ten: Improve regional fire prevention and public awareness Maintain facilities, equipment, technology and apparatus Maintain a strong relationship with cooperative partners Provide cost effective services while maintaining excellent customer services Seek fiscal sustainability to ensure consistent services Maintain well-trained volunteer firefighters Strengthen volunteer leadership and management skills Strengthen and reinforce a positive public perception of the Fire Authority Enhance the health and safety of volunteer firefighters Embrace diversity Each goal has associated objectives. Under each of these objectives are performance measures that are quantified in order to provide comparisons for the future. These measures become benchmarks for comparisons with five year averages. Comparative data helps to establish reasonable Board of Supervisors and community expectations assessing efficiency and effectiveness. Additionally, this will identify practices that will lead to superior service. 1.2 Financial Plan The Fire Master Plan is a 5-year plan. Program needs are described here and will be reviewed on an ongoing basis. The Plan will have the Fire Authority s 2-year financial forecast; additional program needs in outer years are contingent upon available funding, to be reviewed annually. The County uses the General Management System (GMS). The GMS is a framework that establishes and guides County operations and service delivery to residents, businesses and visitors. Using GMS, the County sets goals, prioritizes resources, evaluates performance, ensures cooperation and rewards accomplishments in a structured and coordinated way. The GMS process begins with creating a long-range, five-year Strategic Plan, followed by a short-term, two-year Operational Plan, which encompasses the budget process. These Planning Cycles will be the focus in this Fire Master Plan. The Financial Plan is designed to be flexible, enabling the County to respond to unforeseen increases in service levels. This approach allows the County time to make adjustments to coincide San Diego County Fire Authority Master Plan 8

10 with service levels. Conversely, this phased approach allows the County and the Fire Authority to forego capital purchases and associated operating costs if increases in service levels do not occur. The Plan is both reasonable and cost-effective. While several of the recommendations are administrative changes, additional resources are required to maintain service levels and support improvements to the program. The Fire Authority staff has identified several financial options consistent with the approach outlined in the Citygate Associates Regional Fire Services Deployment Studies of 2010 and Living Document This Fire Master Plan establishes the base level of service that the County has planned to provide the public. The Plan focuses on the service delivery, training, staffing and resources required for the County Fire Authority to serve the citizens of San Diego County and its visitors. The Plan allows the Fire Authority to meet many of its challenges in a cost-effective manner. The Fire Master Plan will be an integral part of the Fire Authority s planning process now and in the future. While the Plan allows flexibility, it is a good planning tool for the Board of Supervisors and the Chief Administrative Officer to enforce budget discipline. The Plan components are interconnected; changing one aspect of the Plan may result in changes to other aspects. The Plan is a living document. In order to ensure that the strategies employed today can also be employed in the future, this Fire Master Plan will be reviewed and evaluated on an ongoing basis and revised as necessary. The Plan will be brought to the Board of Supervisors for approval every five years. The Fire Master Plan represents a solid investment in the San Diego County Fire Authority s future. It allows the County of San Diego to maintain and improve the capabilities of the volunteer firefighter s to quickly respond to an emergency with the required resources and training. In line with the County of San Diego s strategic priorities, the San Diego County Fire Authority Master Plan will support the development of Safe Communities. In addition, the Master Plan is designed to support the County s 10-year initiative, Live Well San Diego, to ensure residents within those communities are Living Safely through improved volunteer firefighter retention and training programs and through by collaboration with partner agencies, making communities resilient to disasters and emergencies. 9 San Diego County Fire Authority Master Plan

11 2. MISSION AND VISION STATEMENTS MISSION: The following statement is where we want to go: Coordinate, regionalize and improve fire protection and emergency response services provided by State, local career and volunteer fire agencies in the unincorporated areas of the County. VISION: The following represents what we want to achieve: Comprehensive fire and emergency medical services provided effectively and efficiently through agency collaboration and leadership. San Diego County Fire Authority Master Plan 10

12 3. VALUES The values of the San Diego County Fire Authority s service to the San Diego County community are: Integrity We are committed to honest and ethical behavior and will lead through an ability to be trusted. Competency We strive for excellence and demonstrate a high level of professionalism, with training and education as our foundation. Safety We are committed to protecting our own health and ensuring the safety and well being of our team and those we serve. Customer Service We respect each person as an individual and treat all volunteers and customers with the utmost consideration. Accountability We take responsibility for our actions and provide undivided commitment to the goals of the San Diego County Fire Authority. 11 San Diego County Fire Authority Master Plan

13 4. INTRODUCTION AND BACKGROUND 4.1 Why Was It Created? The San Diego County Fire Authority (SDCFA) was created by the Board of Supervisors in June 2008 to improve fire protection and emergency medical services in the region. The Fire Authority provides one overall operations chief, and administrative support for the fire agencies serving the unincorporated area with County funding. The Fire Authority strives to unify the administration, communications, information technology and training to rural fire agencies and to extend around the clock protection to 1.5 million acres of the unincorporated county that previously had either limited or part-time on-call protection. The Fire Authority provides fire and emergency medical services through contracts with CAL FIRE, Fire Protection and Water Districts, and Volunteer Fire Companies. SDCFA staff also manages the apparatus and equipment used by the fire agencies and coordinates the volunteer fire fighters providing service at the fire stations. Organizationally, the SDCFA is located within the Public Safety Group Executive Office. The Chief Administrative Office (CAO) is responsible for implementing the policy directives of the Board of Supervisors and managing the day-to-day operations and functions of County Government. The CAO manages five groups: Public Safety, Land Use & Environment, Community Services, Health & Human Services Agency and Finance & General Government. In 2008, at creation, the SDCFA was established in the Land Use & Environment Group under the Department of Planning and Land Use. The County of San Diego retained Citygate Associates to conduct a Regional Fire Services Deployment Study (see Section 4.2), which recommended that the Fire Authority be relocated into the Public Safety Group. On September 14, 2010, the Board of Supervisors approved the transfer of the operation of the San Diego County Fire Authority and the responsibility for associated County Services Areas and Fire Mitigation Funds from the Land Use and Environment Group to the Public Safety Group under the Executive Office. 4.2 How Was It Created? On June 25, 2008, the Board of Supervisors received the Hybrid Plan Proposal contained within the Fire and Life Safety Reorganization Report (June 2008) and authorized the phased implementation of the Hybrid Plan. The Hybrid Plan is a County multi-step plan to improve fire protection and emergency medical services in the unincorporated area. Each step would require LAFCO to approve a jurisdictional reorganization. The Hybrid Plan took advantage of the 18 CAL FIRE stations as the backbone of the fire delivery system. The goal was to have one overall operations Chief, along with administrative support though County funding. The resulting combination department of career fire fighters supplemented by volunteer fire fighters serves to regionalize both administrative and operational functions. San Diego County Fire Authority Master Plan 12

14 The Supervisors initial implementation actions created a zone within County Service Area No. 135 called the San Diego County Fire Authority, to improve fire protection and emergency medical services in the region. HYBRID PLAN STEP I The Local Agency Formation Commission (LAFCO) approved the Hybrid Plan Step I reorganization in October 2008, and authorized the provision of fire protection services within CSA 135 as a latent power. Step I reorganized about 0.9 million acres of unincorporated territory including the communities of Sunshine Summit, Intermountain, Ranchita, Shelter Valley, Ocotillo Wells, and De Luz, where emergency services had been provided by volunteers and funded through volunteer fundraising and county grants. HYBRID PLAN STEP II On January 25, 2011, the Board of Supervisors requested that LAFCO approve an application to provide structural fire protection services within a specific area of County Service Area No. 135 and proposed the Hybrid Plan Step II Reorganization to improve structural fire protection and emergency medical services within the unincorporated area of San Diego County. The reorganization involved the dissolution of five County Service Areas (Mt Laguna, Palomar Mountain, Boulevard, Campo and San Pasqual) which had provided governmental structure for volunteer fire protection operations, concurrent with expansion of CSA 135 (San Diego Communications/Fire Protection) latent powers for structural fire protection services to encompass the territory within the dissolved CSAs. Step II added 136,818 acres to the latent powers area of CSA 135. The volunteer organizations were not subject to reorganization statutes and continued to operate under their current registered non-profit (501(c)(3)) organization status and contract with the County as service providers within CSA 135. The reorganization strengthened the command structure of the San Diego County Fire Authority and ensured long-term viability of fire protection services within those areas. The reorganization was completed on March 12, HYBRID PLAN STEP III Step III is currently underway, and if implemented would expand the latent powers area to include the remaining 491,530 acres of the SDCFA and reorganize the Pine Valley and San Diego Rural Fire Protection Districts under CSA County of San Diego and Its Communities San Diego County, one of 58 counties in the State of California, was established on February 18, 1850, just after California became the 31st state. The County stretches 65 miles from north to south, and 86 miles from east to west, covering 4,261 square miles. Elevation ranges from sea level to about 6,500 feet. Orange and Riverside Counties border it to the north, the agricultural communities of Imperial County to the east, the Pacific Ocean to the west, and the State of Baja 13 San Diego County Fire Authority Master Plan

15 California, Mexico to the south. Geographically, the County is on the same approximate latitude as Dallas, Texas and Charleston, South Carolina. San Diego County is comprised of 18 incorporated cities and 17 unincorporated communities. The county's total population in 2010 was approximately 3.1 million with a median age of 35 years (Census 2010). San Diego is the second most populous county in the state. 4.4 Unincorporated San Diego County The unincorporated County consists of a population of approximately 486,000 residents and 26 Community Planning Areas. Many of the communities in the unincorporated County jurisdiction are located in rural areas in the mountains to the north, deserts to the east, or along the border of Mexico. Rancho Santa Fe, an affluent residential and resort community, is one of the exceptions, located within the urban core area. The community of Julian is located in the central mountains along a principle travel route between the rural desert and metropolitan San Diego, and is a common tourist destination. The Community Planning Areas are Alpine, Bonsall, Borrego Springs, Boulevard, Crest/Dehesa/Granite Hills/Harbison Canyon, Cuyamaca, Descanso, Fallbrook, Hidden Meadows, Jacumba, Jamul/Dulzura, Julian, Lake Morena/Campo, Lakeside, Pala-Pauma, Pine Valley, Portrero, Rainbow, Ramona, San Dieguito (Rancho Santa Fe), Spring Valley, Sweetwater, Tecate, Twin Oaks, Valle De Oro, and Valley Center. 4.5 Land Use The unincorporated portion of San Diego County encompasses approximately 2.3 million acres, or 3,570 square miles. A majority of the unincorporated County s land, in excess of 90 percent, is either open space or undeveloped. This includes several large federal, state, and regional parklands that encompass much of the eastern portion of the County. Only 35 percent or about 807,000 acres of the unincorporated County is privately owned. Over 66 percent of the land within San Diego County is publically owned and is not subject to development (See Appendix A). This public ownership includes the Cleveland National Forest, the California State Parks System, Tribal Reservations, County owned lands, military reservations and private conservatorships. This reduced amount of available land for new development directs people and the associated infrastructure for housing to be generally found in well identified communities. Looking at a map of the existing infrastructure (dwellings, commercial, etc.) throughout the unincorporated portion of the county, we would find most of the infrastructure within designated communities. Generally, a series of various roads lead to or are defined within these communities. Zoning within those communities is usually structured so that smaller parcels are generally located in a main street community type area, with larger parcels becoming predominant outside of where the community services or retail and commercial uses exist. Water service in the unincorporated area is generally on water tanks with wells, although some water systems exist in a few communities. San Diego County Fire Authority Master Plan 14

16 4.6 Economic Characteristics The San Diego region offers a vibrant and diverse economy along with a strong and committed public-private partnership of local government and businesses dedicated to the creation and retention of quality jobs for its residents. Although slowed by the recession and defense cuts in the late 1980 s and early 1990 s, the business climate continues to thrive due to the diversification of valuable assets such as world class research institutions; proximity to Mexico and the Pacific Rim; a well educated, highly productive work force; and an unmatched entrepreneurial spirit. There are several reasons for the strong labor supply in San Diego. The area's appealing climate and renowned quality of life are two main factors that attract a quality workforce. The excellent quality of life continues to be an important advantage for San Diego companies in attracting and retaining workers. In addition, local colleges and universities with a population of over 180,000 students, augment the region's steady influx of qualified labor. 4.7 Community Risk - Structure/Wildfire Fires A structure fire presents a risk to the occupants as well as a risk of the fire spreading to other structures or the vegetation. A typical structure fire in a single family dwelling, mobile home, or trailer, generally requires between firefighters to extinguish; however, the required number of firefighters needed may be higher or lower depending upon the severity of the fire. Although current fire codes require fire sprinklers, smoke detectors, and firefighting water supplies, many existing dwellings do not have these in place. This poses a critical problem for responding fire professionals. To provide the required fire flow needed to extinguish a structure fire in areas without a municipal water system, firefighting water supplies must be carried on water tenders, often over long distances requiring additional firefighters. In addition, due to lack of fire sprinklers or smoke detectors, occupants may need rescue more urgently which only compounds the problem. Generally speaking, the death rates from structure fires in rural areas of the nation are far higher than most urban areas. Isolated areas can be prone to delays in the reporting of fires. This, coupled with very long or extended response times, increases the likelihood of a fire spreading to other structures or the vegetation. A wildfire is an uncontrolled fire spreading through vegetative fuels and exposing or possibly consuming structures. Wildfires in remote areas often begin unnoticed and spread quickly. Naturally occurring species of grasses, brush, and trees provide the fuel for wildfires. A wildland fire is a wildfire in an area in which development is essentially nonexistent, except for roads, railroads, power lines and similar facilities. A Wildland-Urban Interface fire is a wildfire in a geographical area where structures and other human development meet or intermingle with wildland or vegetative fuels. Significant development in San Diego County is located along canyon ridges at the Wildland-Urban Interface. Approximately 80 percent of wildfires are caused by human activity, including debris burns, arson, or carelessness. Lightning strikes are the next leading cause of wildfires. Wildfire behavior is based on three primary factors: fuel, topography, and weather. The type, age and amount of fuel, as well as its burning characteristics and level of moisture affect wildfire behavior. The continuity of fuels, 15 San Diego County Fire Authority Master Plan

17 expressed in both horizontal and vertical components is also a determinant of wildfire behavior. Topography is important because it affects the movement of air (and thus the fire) over the ground surface. The slope and shape of terrain can change the speed at which the fire travels, and the ability of firefighters to reach and extinguish the fire. Weather can have an effect on the probability of wildfire and has a significant effect on its behavior. Temperature, humidity and wind also affect the severity and duration of wildfires. Appendix B provides a Fire History Map displaying significant wildfires in the county. Large fires could have several indirect effects beyond those that a smaller, more localized fire would create (see Figure 1). These may include air quality and health issues, road closures, business closures, and others that increase the potential losses that can occur from this hazard. Predictive modeling for a larger type of fire is difficult, but the outcomes of the most recent San Diego fires (Firestorm of 2003 & 2007) can be used as a guide for fire planning and mitigation efforts. Figure 1 Major * Wildfires in San Diego County ( * larger than 5,000 acres) Fire Date Acres Burned Structures Destroyed Structures Damaged Deaths Conejos Fire July ,000 Not Available Not Available 0 Laguna Fire October , Not Available 5 Harmony Fire October , (Carlsbad, Elfin Forest, Encinitas, San Marcos) La Jolla Fire (Palomar September , Mtn) Viejas Fire January , Gavilan Fire (Fallbrook) February , Pines Fire (Julian, July , Ranchita) Cedar Fire October ,278 5, Paradise Fire October , Otay Fire October , Roblar (Camp October , Pendleton) Mataguay Fire* July , Horse Fire* July ,681 Not Available Not Available 0 Witch Creek Fire October ,990 1, Harris Fire October , Poomacha Fire October , Not Available 0 Ammo Fire October ,004 Not Available Not Available 0 Rice Fire October , Not Available 0 Eagle Fire July , Chariot Fire July , Note: Information gathered above is from the California Department of Forestry and Fire Protection website and the San Diego County Hazard Mitigation Plan. San Diego County Fire Authority Master Plan 16

18 4.8 County Service Area 135 On June 25, 2008, the Board of Supervisors created the San Diego County Fire Authority (SDCFA) as a zone within County Service Area (CSA) 135 (Regional Communications). The SDCFA zone includes approximately 1.57 million acres of unincorporated territory. Local Agency Formation Commission (LAFCO) approval was not required to create the SDCFA zone; however, authorization to provide fire protection and emergency medical services (EMS) as a new service required LAFCO to approve an activation of latent powers. Resolution No declared that, "...the Board of Supervisors will apply to LAFCO to exercise structural fire protection and emergency medical services powers within the zone in a three step process" (see Appendix C). Step I was put into action on October 6, 2008, when LAFCO approved activation of latent powers within a 943,000 acre sub-area of CSA 135, which represented approximately 60 percent of the SDCFA. Step II was implemented in December 2011 and completed in March 2012, when LAFCO approved an expansion of the existing latent powers area to include an additional 137,000 acres, which represented the service territory of five CSAs that were concurrently dissolved. The latent powers area currently includes approximately 69 percent of the SDCFA zone and has a sphere-of-influence that is generally coterminous with the latent powers area except for seven small special study areas on the western boundary. Activities within Step I were primarily funded by annual allocation of discretionary county revenues; grants and volunteer efforts contributed secondary funding. Funding for combined Step I and II activities continued to be provided by the County; however, the Step II reorganization transferred approximately $178,426 of Fiscal Year property tax revenue plus an annual growth increment and $122,970 of annual voter-approved assessment revenue from the five dissolved CSAs to CSA 135. The property tax may be used for any purpose that is a legal expenditure of County funds that may be allocated by the Board of Supervisors. Conversely, the voter-approved assessment revenue has legal restrictions of expenditures and can only be used to provide services approved by the voters within the specific areas where the assessments were levied. Step III proposes to reorganize the Pine Valley and San Diego Rural Fire Protection Districts through the dissolution of the fire districts and by merging the former areas into CSA 135. A brief description of each fire district is as follows: Pine Valley Fire Protection District (PVFPD) - Serves and protects over 2,200 residents living in an area approximately 75 square miles. The PVFPD provides structural fire protection services and basic life support-level emergency medical services within the communities of Pine Valley and Guatay. There is one fire station in the District which is staffed through a combination of paid and volunteer firefighters. Pine Valley FPD is located just east of Alpine FPD, on the northern borders of Rural FPD and includes a significant amount of the Cleveland National Forest where the U.S. Forest Service (USFS) provides wildland fire protection. San Diego Rural FPD - Serves and protects over 26,500 residents living in an area of 720 square miles. The District provides structural fire protection services and basic life 17 San Diego County Fire Authority Master Plan

19 support-level emergency medical services. There are nine staffed fire stations that protect a primarily rural area. The fire department is a combination department that uses both paid and volunteer firefighters. Rural FPD is located just to the east of the City of San Diego with the southern boundaries being the City of San Diego itself and approximately 50 miles of the southern International Border with Mexico. San Diego County Fire Authority Master Plan 18

20 5. SWOT ANALYSIS The following is an analysis of the Strengths (S), Weaknesses (W), Opportunities (O), and Threats (T) that face the San Diego County Fire Authority. STRENGTHS Answers directly to the DCAO/CAO Well-equipped volunteer firefighters Fire prevention services increased presence through regional leadership. Consolidated Fire Code Defensible Space Program Increasing GIS capabilities Network of relationships within County government Diverse staff with complimentary talents and fire service experience High level of collaboration throughout the region, especially through CAL FIRE WEAKNESSES Resources to support identified goals and objectives: o Equipment and resource requirements o Staffing requirements for mission More certifications needed by volunteer firefighters Regional training plan needed Social networking needed Lack of fee schedule to provide full cost recovery for fire prevention services OPPORTUNITIES Public-private partnerships Faith-based initiatives Building relationship with the media Building public awareness about fire safety Building regional fire prevention bureau GIS utilization at Incident Command Posts Establishing fire station minimum requirements IT Initiative to provide rapid information to fire stations Enhancement of communication and web technology Federal and State grant funding THREATS Changing economic environment State budget County budget An aging population Lack of trained volunteer firefighters to staff stations 19 San Diego County Fire Authority Master Plan

21 6. ORGANIZATIONAL STRUCTURE The San Diego County Fire Authority (SDCFA) is composed of two branches Operations and Administration as shown in Figure 2. Figure 2 Chain of Command Public Safety Group DCAO Fire Warden San Diego County Fire Authority Operations San Diego County Fire Authority Administration, Prevention & Support Services Fire Chief CAL FIRE Unit Chief Director of Fire Authority Program Manager 6.1 Management & Administration The SDCFA was formed as the administrative agency to implement policy decisions, budgeting processes and integrate fire agencies into CSA 135. Additionally, the Fire Authority manages contracts with cooperative partners for fire services. The SDCFA sets the service standards and monitors the ability of each cooperative partner to comply, and develops, in cooperation with them, remediation plans as required. The Fire Warden provides Executive Management-level direction to SDCFA. The Fire Warden acts as a liaison between local Chiefs and County land use officials. Day-to-day, direct leadership for the program is performed by the Program Manager. The dedicated staff of thirteen (13) carries out the administrative, logistical, fiscal and fire prevention functions of the program. Figure 3, Administrative Organization chart, illustrates the process improvements within the SDCFA that San Diego County Fire Authority Master Plan 20

22 created three divisions for better administrative efficiencies. The SDCFA program is charged with: Establishing Fire Authority Policies and Procedures. Ensuring fiscal stability and grant management. Evaluating facilities, apparatus and equipment through annual inspections. Purchasing fire apparatus assigned to fire stations and coordinating maintenance. Conducting fire prevention inspections, plan check reviews on new development and tenant improvements. Implementing new code changes and standards. Providing liaison to County, State and National Fire Service organizations. Coordinating initial and ongoing training of volunteer firefighters. Implementing the Fire Authority Information Technology Strategy. Maintaining contracts with fire service providers. Providing Regional Leadership in the unincorporated areas of the county. Figure 3 Fire Authority Administrative Organization 21 San Diego County Fire Authority Master Plan

23 6.2 Operations Chain of Command CAL FIRE is the operational fire agency lead for the Fire Authority. In June 2008, the Board of Supervisors designated the CAL FIRE Fire Chief as the County Fire Authority Fire Chief. The Fire Chief is responsible for implementing all operational issues with partner agencies consistent with this Fire Master Plan and their contract with the County. Figure 4 depicts the operational organizational structure for the SDCFA. This structure implements the assignment of one CAL FIRE Captain to each volunteer fire station to support the operational needs of the volunteer fire station. This relationship will facilitate two-way communication between the volunteer and the CAL FIRE stations. A full-size Operational Organizational diagram is included as Appendix D. Figure 4 Fire Authority Operational Organization San Diego County Fire Authority Master Plan 22

24 7.1 Standards of Cover 7. EMERGENCY RESPONSE A Standards of Response Coverage Plan, or Standards of Cover (SOC), includes the formal policies of the governing bodies that determine the distribution and concentration of fire stations and resources. The development and adoption of such policies includes reviewing available funding, community expectations, setting measurable response goals, and establishing a system to document and evaluate performance. The SOC Plan relies on decisions made regarding the distribution and concentration of field resources in direct relationship to the potential demand, to prepare and determine resource deployment. To control a fire before it has reached an uncontrolled state, or to treat a medical patient in a timely manner, the geographic distribution of fire responders in conjunction with the concentration of apparatus must be calculated to obtain maximum effectiveness against the greatest number and types of risk. SOC evaluations are generally based on travel times in accordance with the County s General Plan. Current travel times in the unincorporated area exist at the 5, 10 and 20-minute mark to travel to the scene of an emergency based on minimum lot size. The more remote areas of the county with less population density, larger minimum lot sizes and fewer improvements are planned to be within the 20-minute travel time criteria. Most of the areas in the unincorporated areas are within the 20-minute travel time criteria. Although SDCFA covers areas in the unincorporated areas of San Diego County, which have very limited resources in a very large geographical area, the Citygate Associates report entitled Regional Fire Services Deployment Study (2010) concluded that additional fire stations are not needed in the eastern quadrant of the unincorporated area unless the residents want lower travel times, or new population growth occurs. The Fire Authority s SOC is currently being evaluated and a comprehensive plan is under development. SDCFA staff is reviewing the locations and resources of all the fire stations within CSA 135 and will develop draft response maps based on the County s General Plan standards (a sample map is included in Appendix E). Fire Authority staff will conduct a gap analysis of these baseline coverage maps to determine if changes to station location or station staffing are needed. The SDCFA continues to review and apply the requirements of the Insurance Services Office (ISO) in an effort to provide residents with the opportunity to obtain lower homeowner insurance rates. ISO requirements are not mandatory but can be utilized as a bench mark to improve fire stations ISO rating. The Standards of Coverage analysis will lead to meeting the best ISO classification rating possible within the available funding. The goal is to have an ISO rating of 8-B in all areas of County Service Area 135, to reduce the insurance rates that individual property owners and businesses pay in communities. 23 San Diego County Fire Authority Master Plan

25 7.2 Amador Plan The Amador Plan is defined in Public Resources Code Sections 4143 and 4144; it is named after Amador County, the first county to execute this type of agreement with CAL FIRE. It allows the Director of CAL FIRE, when requested, to enter into cooperative fire protection agreements with qualifying cities, counties and special districts to provide for non-fire season use of CAL FIRE equipment, personnel and facilities for fire prevention and suppression. In those areas without an Amador contract, CAL FIRE stations are closed and personnel revert to a 40-hour workweek. The Amador Plan provides for a minimum engine staffing level of two (2) career firefighters. During the Amador period, CAL FIRE provides full-service fire protection and responds to wildland fires, structure fires, floods, hazardous material spills, swift water rescues, civil disturbances, earthquakes and medical emergencies of all kinds. SDCFA funds the difference between the non-fire season base pay and extended CAL FIRE staff availability for 24-hour emergency response. The regular base pay and benefits are paid by CAL FIRE. It is a very cost effective way for the County to maintain year-round fire protection and emergency medical services for San Diego County communities. The Amador Plan is reviewed annually to determine the best allocation of available resources to ensure coverage in the unincorporated areas of the county. See Figure 5 for fire stations funded under the Amador Plan in Fiscal Year Figure 5 Fire Stations Open During Winter Period Supervisorial District Funding Station Incidents Jurisdiction Winter Staffing Population (est.) CAL FIRE Red Mountain Station # North County FPD 3 person 5 24,263 9,332 (CF) Monte Vista Station # San Miguel FPD 3 person 2 125,042 42,51 5 Lyons Station # San Diego Rural 3 person 2 4,728 1,818 FPD Julian Station # Julian Cuyamaca 3 person 2 3,520 1,882 FPD Mt. Woodson Station # Ramona MWD 3 person 2 34,254 11,24 0 SDCFA Miller Station # Deer Springs FPD 2 person 5 14,272 5,489 Amador * De Luz Station #16 96 SDCFA 2 person 5 1, Dulzura Station # San Diego Rural 2 person 2 1, FPD Potrero Station # San Diego Rural 2 person 2 1, FPD Campo Station # SDCFA 2 person 2 1, White Star Station # SDCFA 2 person 2 1, Warner Springs Station 223 SDCFA 2 person 5 2, #52 Rincon Station # Yuima MWD 2 person 5 2, Valley Center Station # Valley Center 2 person 5 22,737 8,745 FPD Witch Creek Station # SDCFA 2 person 2 1, * Amador Stations are determined annually San Diego County Fire Authority Master Plan 24 Roof tops (est.)

26 7.3 Operating Plan The SDCFA, through the County of San Diego, has had a Schedule A Agreement for Fire and Emergency Medical Services with CAL FIRE since Originally, a Request for Proposal (RFP) was submitted to pursue the first agreement. The original agreement was amended many times for a period of 7 years. During the initial agreement period, the County of San Diego Board of Supervisors appointed the CAL FIRE San Diego Unit Chief as the County Fire Chief of the SDCFA. The initial agreement utilized the CAL FIRE stations under Amador as the Backbone of the SDCFA Combination Department, where career and volunteer firefighters provide a valuable service to the residents within CSA 135 and partner jurisdictions. A new contract with CAL FIRE was executed as of July 1, As recommended in the Citygate Report of June 20, 2012, SDCFA in cooperation with CAL FIRE has defined the operational roles, responsibilities and authority in a new Agreement called the Operating Plan that clearly delineates CAL FIRE s responsibilities (see Appendix F for a Table of Contents and Introduction). The Operating Plan is a supplementary document to the Schedule A Agreement between CAL FIRE and SDCFA. The Plan outlines expectations between the agencies that are not specifically identified within the Schedule A Agreement itself. The Operating Plan is intended to provide operational and administrative direction to CAL FIRE in order for them to perform their fire service duties. CAL FIRE s operational task is to run a combination career/volunteer department within the budget of the SDCFA and the State of California. 7.4 Closest Resources Concept The concept of dispatching the closest resource provides for the planned response of the closest fire resource to a fire or EMS emergency regardless of jurisdiction or boundaries, proving the quickest possible response. In some cases, this can reduce the response times by 60-75%. The closest resource concept will also establish how to place back up resources in vacant stations. 7.5 Communications and Dispatch Within the SDCFA contract with CALFIRE, dispatchers are funded to cover CSA 135 VFCs as well as certain fire protection districts. SDCFA stations are dispatched by CAL FIRE with one exception. The San Pasqual Volunteer Fire Company is dispatched by the City of San Diego. 7.6 Call Workload SDCFA volunteer and partner fire stations responded to over 4,000 calls in Figure 6 depicts all calls responded to by incident type. 25 San Diego County Fire Authority Master Plan

27 Fire Station Figure 6 Station Incident Count Report January 1 December 31, 2012 Fire Call Medical Call Hazardous Materials Call Other Service Call Boulevard Fire Station Campo Fire Station DeLuz Fire Station Intermountain Fire Station Mt. Laguna Fire Station Ocotillo Wells Fire Station Palomar Mountain Fire Station Ranchita Fire Station San Pasqual Fire Station Sunshine Summit Fire Station Shelter Valley Fire Station CALFIRE Warner Springs Pine Valley FPD San Diego Rural FPD - Harbison Canyon San Diego Rural FPD - Dehesa San Diego Rural FPD - Dulzura San Diego Rural FPD - Deerhorn San Diego Rural FPD - Potrero San Diego Rural FPD - Jacumba San Diego Rural FPD - Jamul San Diego Rural FPD - Otay San Diego Rural FPD - Lake Morena San Diego Rural FPD - Descanso Ramona MWD Station Total Calls Total 552 3, ,770 San Diego County Fire Authority Master Plan 26

28 8. COOPERATIVE AGREEMENTS 8.1 Strategic Partnerships Existing Partnerships The San Diego County Fire Authority (SDCFA) administers and manages contracts with Fire Protection Districts, Water Districts, CAL FIRE, and Volunteer Fire Companies. The contracts integrate career and volunteer firefighters into one system of responders. New contracts have been negotiated with the Borrego Springs, Julian, Deer Springs, Pine Valley, and San Diego Rural, Fire Protection Districts; and the Mootamai, Pauma, and Yuima Municipal Water Districts. The contracts provide funding for additional staffing and operational resources. The new agreement with CAL FIRE allows CAL FIRE to provide fire protection oversight and management services on behalf of the County. Additionally, CAL FIRE career firefighters staff some stations within CSA 135. In addition to the above contracts, new contracts with the following volunteer fire companies serving CSA 135 provide improved coordination, planning, training, equipment, and standardization of services (see Appendix G) for the following volunteer fire companies: Campo De Luz Intermountain Mount Laguna Palomar Mountain Ranchita San Pasqual Shelter Valley Sunshine Summit The funding for the volunteer companies is used primarily for operating expenses. Volunteer Fire Companies still maintained their ability to raise funds and receive donations New Partnerships The SDCFA is continuing to improve regional fire prevention. Opportunities to share resources between agencies are currently under discussions with the following Fire Protection Districts: Lakeside Fire Protection District; Deer Springs Fire Protection District, and San Miguel Consolidated Fire Protection District. In some instances, County staff will provide contracted fire prevention and Fire Marshal services for other districts. This would result in additional revenue to the SDCFA to offset increased staffing needs. Alternatively, District staff is co-located in County offices. This provides the opportunity for collaboration on projects, leading to better 27 San Diego County Fire Authority Master Plan

29 customer service, and one-stop services for plan checks and building permits. More information on fire prevention is presented in Section Mutual Aid Agreements A Master Mutual Aid Agreement in California was originally signed in Under this agreement, cities, counties and the State joined together to provide for a comprehensive program of voluntarily providing services, resources and facilities to jurisdictions when local resources prove to be inadequate to cope with a given situation. The purpose of the agreement is to provide for systematic mobilization, organization, and operation of necessary fire and rescue resources of the state and its political subdivisions in mitigating the effects of disasters, whether natural or man-caused. Basic Mutual Aid Agreement: 1. No community has resources sufficient to cope with any and all emergencies for which potential exists. 2. Fire and rescue officials must pre-plan emergency operations to ensure efficient utilization of available resources. 3. Basic to California's emergency planning is a statewide system of mutual aid in which each jurisdiction relies first upon its own resources. 4. The California Disaster and Civil Defense Master Mutual Aid Agreement between the State of California, each of its counties, and those incorporated cities and fire protection districts signatory to the agreement does the following: a. Creates formal structure for provision of mutual aid; b. Provides that no party shall be required to unreasonably deplete its own resources in furnishing mutual aid; and c. Provides that the responsible local official in whose jurisdiction an incident requiring mutual aid has occurred shall remain in charge at such incident, including the direction of such personnel and equipment provided through mutual aid plans. The fire agencies in San Diego County developed the San Diego County Fire Mutual Aid Agreement to further agree upon and include Federal and Tribal resources. The San Diego County Fire Mutual Aid Agreement establishes a system of mutual aid for local agencies to furnish firefighters, resources and facilities. The San Diego County Operational Area Fire Coordinator is the coordinator of this Agreement and is the depository of the signed Agreements from the participating fire agencies. Today, all cities, fire protection districts, federal fire and some municipal water districts and tribal fire agencies are signatories to this Agreement and the County. San Diego County Fire Authority Master Plan 28

30 9. STAFFING 9.1 Volunteer Firefighter Program The fire service has dramatically changed over the past twenty years. The job of a volunteer firefighter has gone from putting out structure fires with a hose line while wearing a heavy jacket and protective helmet, to an all risk response. Volunteer firefighters are an integral part of the San Diego County Fire Authority (SDCFA) and serve at the stations of SDCFA and partner stations. The stations are located throughout the inland unincorporated areas of San Diego County as shown in Figure 7. SDCFA maintains a roster of approximately 450 County approved volunteer firefighters and other support volunteers. SDCFA Volunteers respond to an array of emergencies including structure and wildland fires, emergency medical incidents, natural disasters, hazardous materials incidents, rope-based rescues, water rescue emergencies, and other general public service calls. Many communities in San Diego County rely upon volunteer firefighters and SDCFA contracted agencies as their first line of defense in these emergencies. Volunteering as a firefighter does not come without its benefits. First and foremost is the knowledge of making a difference in the lives of people who live and play in the community. Additional benefits to the SDCFA volunteers include, but are not limited to: Participation in a firefighter academy; Training provided by professional firefighters; Provision of safety equipment and gear; A stipend to assist with costs associated with serving (e.g., transportation to station, uniforms, meals, etc.); and Valuable experience for individuals interested in a career in the fire career. Volunteers serve in the following unpaid positions: Volunteer Firefighter Volunteer Emergency Medical Service Provider Volunteer Water Tender Driver Volunteer Administrative Support 29 San Diego County Fire Authority Master Plan

31 Figure 7 Fire Stations with SDCFA Volunteers Volunteer Fire Companies In California, the existence of volunteer fire companies is regulated by the Health and Safety Code. Section of the Health and Safety Code provides that the board of supervisors of a county with a population of over one million may adopt an ordinance to regulate the formation and continued existence of volunteer fire companies. In 2008, the Board of Supervisors adopted Ordinance 9950 to that effect. SDCFA volunteers are assigned to a volunteer fire company. There are nine volunteer fire companies in CSA 135. The fire stations are located in the communities of Campo, De Luz, Intermountain, Mount Laguna, Palomar Mountain, Ranchita, San Pasqual, Shelter Valley and Sunshine Summit. These volunteer fire companies operate at volunteer fire stations staffed with a minimum of two volunteer firefighters 7 days/week, 24 hours/day, and 365 days/year. Volunteer firefighters within the program are eligible to receive a stipend. The stipend is available to the volunteer firefighters San Diego County Fire Authority Master Plan 30

32 to assist with costs associated with serving (e.g., transportation to station, uniforms, meals, etc.). These volunteer firefighters are not employees of the County of San Diego. As such, they do not receive wages from the County as defined under the Fair Labor Standards Act (FLSA) Recruitment & Retention Recruiting and retaining qualified individuals in the volunteer positions is critical to the success of the Fire Authority s plan to provide quality service using mixed (career and volunteer) firefighters. As discussed in other sections, recent and anticipated increased training requirements for volunteer firefighters will continue to impact the retention of volunteers. Until recently, the Fire Authority left the responsibility for recruiting and selecting volunteers to its cooperative partner agencies. Over time, this process became semi-centralized within CAL FIRE Training. Upon conditional selection for a volunteer position by a partner agency, SDCFA would coordinate and provide for a background and medical screening. Successful candidates would attend a SDCFA orientation before beginning their volunteer service with one of the partnering agencies. Recruitment has been and will continue to be a team effort, with contract partners and CAL FIRE Training leading the way. The recruitment effort has included attendance at career fairs, large community events and word-of-mouth. SDCFA also published a new website in 2012, representing a great tool for reaching prospective volunteers. SDCFA is also developing plans to leverage social media with volunteer recruitment. In July 2013, SDCFA will assume responsibility for the selection and screening process. Centralizing this process in SDCFA allows for a consistent message and a single point of contact for prospective volunteers. SDCFA will leverage technology to make this process efficient while provided outstanding service to the applicants. To that effect, SDCFA is currently researching online application tracking solutions. In the past, recruiting applicants has not been a significant challenge; however, retention has and will continue to be challenge, particularly when the nature of the volunteer service requires high levels of commitment and participation. Exacerbating this challenge are the numerous regulations and standards associated with firefighter positions, whether career or volunteer. Finally, nearly all volunteer firefighter applicants willing to meet the demands of the volunteer position aspire to a career in the fire service, using their time as a volunteer to acquire related training and experience. SDCFA s volunteer program is not exempt to these challenges with recent annual attrition rates at about 40%. In 2013 SDCFA will begin significantly improving the volunteer program in an effort to address retention. One of the first steps will be to increase the minimum qualifications for the volunteer firefighter position. This increase is anticipated to decrease the applicant pool; however, it will also decrease SDCFA s training costs. The change is also expected to increase the caliber of selected applicants, eliminating those that are unsure of their interest in fire service and may not be committed long-term to providing this vital public service. A second important change being implemented is a reimbursement-for-training obligation. This effort began in June 2013 with the Fire Authority s inaugural accredited Firefighter I Academy at 31 San Diego County Fire Authority Master Plan

33 the Heartland Training Center. Under this arrangement, volunteers sign an agreement prior to receiving significant training; the agreement acknowledges the cost of the training funded by SDCFA and sets the obligation that the cost be recuperated through the volunteer s service in the program. 9.2 SDCFA Administrative Staffing The SDCFA improves the coordination of fire and emergency medical service delivery to unincorporated areas of the county. The SDCFA provides for operations and training facilities; communications equipment and infrastructure; fire apparatus and safety equipment; and fiscal and administrative support to volunteer fire companies. Additionally, the SDCFA combines fire protection, fire safety and fuels reduction programs (dead, dying, diseased tree removal and weed abatement) and long-term land use planning needs (land use regulations and permits). SDCFA currently has 13 dedicated administrative and support staff. The SDCFA continues to improve its capabilities as well as receive additional contracts from other fire agencies requesting services or reorganization into CSA 135. Administrative and support staff must ensure that the operational side can deliver emergency services in an efficient and effective manner. Leadership, administration and support are essential resources to fulfill the SDCFA Mission; to that end additional staffing resources are recommended to maintain service levels and support improvements to the program. The Mission of the SDCFA is to coordinate, regionalize and improve fire protection and emergency response services. It is important that there is sufficient staff resources assigned to provide administrative, fiscal and logistical support to achieve the Mission. The large volunteer firefighter pool requires oversight and support in order to ensure continuity in the SDCFA. In order to sustain this and meet all the mandated and advisory requirements (i.e.; NFPA, Federal & Cal OSHA, Fire Code, etc.), two additional staff are proposed (see Appendix H) for Fiscal Year , with additional staffing support proposed for addition over the next five years to support new contracts with fire protection districts. The SDCFA has leadership oversight by a Program Manager and Program Coordinator. The SDCFA is organized into three divisions: Fire Prevention Support Services Administrative/Finance The Fire Prevention Division is led by a Fire Services Coordinator that is designated as the County Fire Marshal. The Support Services Division is also managed by a Fire Services Coordinator and has responsibility for all apparatus, equipment, information technology and facility needs. A new position is being recommended that will oversee administration, finance and budgets for the SDCFA. San Diego County Fire Authority Master Plan 32

34 9.3 Cooperative Agency Staffing The SDCFA s vision is to become a combined agency of career (paid) and volunteer firefighters. Additional positions and reassignments are required to more efficiently conduct business. SDCFA is coordinating with CAL FIRE to effectively utilize positions within the CAL FIRE contract to optimize the funding available. Jointly, we are redefining the duties and describing in full CAL FIRE s responsibilities in the Operating Plan. The Volunteer Fire Companies, currently, staff their stations with a minimum of two (2) Volunteer Firefighters. Each station is allocated two stipend Volunteer Firefighter positions as a reimbursement to assist the volunteer with transportation costs to stations, meals and other expenses incurred by firefighters staffing remote stations. The first few minutes of any emergency scene often has the most influence on the outcome of an emergency event. The effectiveness and efficiency of a fire engine is optimal with at least four (4) firefighters on each responding engine company. The effectiveness and efficiency is reduced when staffing levels are less than four. Using fewer firefighters to perform tasks extends the time needed to complete the tasks or limits what tasks can be preformed or the efficiency of those tasks and increased the chances of injuries. Due to the remoteness of these stations, a third stipend position is proposed for p safety and efficiency. Although a four person responding engine company is optimal, due to the limited funding available, SDCFA is proposing staffing engine companies with at least three firefighters. Documented studies from timed evolutions demonstrated that three person companies completed the evolutions 39% faster than two person companies. Per National Fire Protection Association (NFPA) 1710 and 1720, at least 15 firefighters are needed to respond and manage a minor structure fire. Many fire departments, including CAL FIRE, mandate at least three firefighters per engine. Due to the remote areas of this county, combined with estimated response/travel times that are in the 12 to 20-minute time range, it is recommended there be an increase in the number of volunteer stipend positions at each station. This increase will allow for greater efficiency and effectiveness of fire response crews during an emergency response. 33 San Diego County Fire Authority Master Plan

35 10.1 Apparatus 10. APPARATUS & EQUIPMENT The San Diego County Fire Authority (SDCFA) has purchased needed fire apparatus and equipment for use by fire agencies in the rural communities. To date, 49 pieces of apparatus have been purchased for the volunteer and career departments. The purchases have significantly upgraded the in-service apparatus in the communities of the unincorporated county. The apparatus consists of engines, water tenders, light & air vehicles and rescue vehicles. Purchasing Type 2 Water Tender power has been maximized by leveraging onetime funds from the County General Fund to receive additional Community Development Block Grant Funds (CDBG) and Indian Gaming Funds. When the County purchases an apparatus for use by the contract fire agencies, the County retains ownership and maintains that piece of apparatus through the County Department of General Services (DGS) Fleet Management for the life of the asset. With the assistance of fire service leaders, the Fire Authority reviews the needs of each community on an ongoing basis to evaluate the specific service needs unique to that area. Each community has its own risks; these risks are not static, they can change with the seasons. Winter brings many different challenges, from incidents related to heating homes to visitors flocking towards the snow covered mountain communities. Winter also brings many visitors to the desert areas, increasing significantly the incident activity in those regions. During the summer and fall months, hot and windy weather can significantly increase the risk of wildland fires from many different ignition sources. SDCFA fire stations are located in rural backcountry areas of San Diego County, spanning from the foothills, to the mountains, and into the desert areas of the County. Water Point Operations Moving Water to a Fire 10.2 Apparatus Maintenance The SDCFA works closely with the County DGS Fleet Management to ensure that the safest and most reliable fire apparatus is provided to the volunteer firefighters that operate the apparatus and the citizens they aid. DGS provides a high quality preventative maintenance program for all the fire apparatus, including: San Diego County Fire Authority Master Plan 34

36 Maintaining fire mechanic certifications, meeting National Fire Protection Association (NFPA) standards; Maintaining vehicle parts inventory; and Ensuring timely repair of emergency apparatus by providing mobile mechanics that are on call Apparatus Procurement Plan SDCFA continues to procure apparatus to reach the minimum operating goal to sustain a functional level of 64 fire apparatus, which includes engines, water tenders, and rescue/light and air units. In order to provide fire apparatus around-the-clock (24 hours per day/7 days a week), there must be a sufficient number of reserve apparatus available when front line equipment is outof-service. SDCFA currently maintains 49 apparatus and support vehicles (see Figure 8). Of those apparatus, there are currently three reserve fire engines; the goal is to have nine total reserve fire engines to meet the needs of the large geographical area served by the SDCFA. Figure 8 Apparatus Summary Type of Apparatus Current Number Future Number Type-I Fire Engines 9 14 Type-II Fire Engines 10 5 Type-III Fire Engines 1 3 Type-VI Fire Engines 1 6 Light and Air/Rescue 2 3 Rescue Unit 1 1 Type-I Water Tender 0 2 Type-II Water Tender Reserve Fire Engines 3 9 Reserve Water Tenders 1 1 Support Vehicles 3 1 Total Historically, funding for the purchase of apparatus has come from a mix of grants and County General Funds. Full implementation of the apparatus procurement plan is contingent upon available funding. Unfortunately, the cost to procure fire apparatus is high; in addition, there are ongoing maintenance costs to ensure all apparatus are safe to operate. At present, full funding has not been identified to reach the sustainment level of 64 fire apparatus. If grant funds and other one-time funding are available, SDCFA plans to procure fire apparatus following a five-year plan (see Figure 9). It is important to recognize that this procurement plan does not consider any additional apparatus or equipment that may be required due to with regionalization efforts. Needs are reviewed annually and the procurement plan will be updated accordingly. 35 San Diego County Fire Authority Master Plan

37 Figure 9 San Diego County Fire Authority Master Plan 36

38 Figure 9 represents the procurement plan to reach the operational goal; it includes the following apparatus additions to the program over the next five- year period: FY : Procure four apparatus: 2 Type-I fire engines, 1 Type-VI fire engines, 1 Type-I water tender. Place in reserve status a Type-I and a Type-II fire engine. Salvage two (2) support vehicles. FY : Procure six apparatus: 1 Type-I fire engine, 1 Type-III fire engines, 1 Type-VI, 2 Type-II water tenders, and 1 light and air unit. Salvage 1 Type-II water tender. FY : Procure six apparatus: 1 Type-I fire engine, 1 Type-III fire engines, 1 Type-VI fire engine, 2 Type-II water tenders, and 1 Type-I water tender. Place in reserve status 1 Type-II fire engine. Salvage 2 Type-II water tenders. FY : Procure five apparatus: 1 Type-I fire engine, 1 Type-VI fire engine and 3 Type-II water tenders. Place in reserve status 1 Type-II fire engine. Salvage 3 Type-II water tenders. FY : Procure five apparatus: 1 Type-I fire engine, 1 Type-VI fire engine, and 3 Type-II water tenders. Place in reserve status 1 Type-II fire engine. Salvage 3 Type-II water tenders Apparatus Replacement Plan From 2008 to 2012, apparatus had been purchased under specifications utilizing a commercial stock chassis build-up for the fire engines and water tenders, rather than a custom chassis. Experience has shown that these build-ups are not meeting expectations for longevity; there has also been an increase in maintenance costs with these types of apparatus. This will continue in the foreseeable future until the apparatus are replaced. These engines and water tenders were purchased with limited equipment; SDCFA is continuing to make equipment purchases to fully equip these apparatus. However, since 2010, all new fire apparatus purchased utilize a specification that includes a custom chassis and build-up. All apparatus now come fully equipped. The current fleet of apparatus has been purchased with grant funds and other one-time funding; grant funding provides approximately 80% of current purchases. SDCFA continues to pursue grant funding for apparatus procurement, but opportunities are limited. There is currently no replacement for existing apparatus due to the lack of resources. Once the apparatus operating goal has been Light and Air Unit, Rescue reached, funds will be required to 37 San Diego County Fire Authority Master Plan

39 fund future replacement. The estimated annual cost to maintain the level identified in the apparatus and equipment replacement plan would be approximately $1.8 million per year. Figure 10 shows the level of funding that, if available, would be required each year to replace apparatus according to the useful service life for each type of apparatus. Figure 10 Depreciation of Remaining Useful Life $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Stakeside Rescue Light and Air Rescue Type I Water Tender Type II Water Tender Type VI Type III Type II Type I 10.5 Equipment The SDCFA has purchased a variety of equipment for use by its contract fire agencies. Some familiar equipment, such as fire hoses or rescues tools, were part of the basic equipment on each fire apparatus. Certain equipment items are less visible, but are invaluable when used by trained firefighters responding to a variety of emergencies. Equipment testing is an essential component of a fire program. To that end, equipment is regularly tested for compliance with all applicable mandates. A partial summary of equipment maintained by the Fire Authority is provided below: Vehicle extrication and rescue equipment 600 sets of firefighter personal protective equipment (PPE) 160 self-contained breathing apparatus (SCBA) with 60- minute bottles Swiftwater rescue 16-person team kit Seven low-angle rope rescue team kits Light & air support units GIS Trailer San Diego County Fire Authority Master Plan 38

40 11. FACILITIES New Ranchita Volunteer Fire Station - Opened June 2013 The following pages outline fire stations that are associated with the San Diego County Fire Authority, either as part of CSA 135 or as partner stations. Through funding provided by the Board of Supervisors, over fifteen fire station construction projects have been completed during the past three years. The completed projects improved the fire agencies' ability to provide emergency services. Included in this discussion are summaries of capital projects, station improvements, and needs assessments that were developed for all fire stations associated with the SDCFA, and a listing of fire apparatus located at each station. Boulevard Fire Station Campo Fire Station De Luz Fire Station Intermountain Fire Station Mount Laguna Fire Station Ocotillo Wells Fire Station Figure 9 Fire Stations Associated with the SDCFA San Diego County Fire Authority (CSA 135) Palomar Mountain Fire Station Ranchita Fire Station San Pasqual Fire Station Shelter Valley Fire Station Sunshine Summit Fire Station Pine Valley Fire Protection District Pine Valley Fire Station San Diego Rural Fire Protection District Deerhorn Fire Station Descanso Fire Station Dulzura Fire Station Harbison Canyon Fire Station Jacumba Fire Station Jamul Fire Station Lake Morena Fire Station Otay Fire Station Potrero Fire Station Other Partner Stations Julian-Cuyamaca Fire Protection District: Cuyamaca Fire Station Ramona Municipal Water District Fire Station CAL FIRE Rincon Fire Station CAL FIRE Warner Springs Fire Station 39 San Diego County Fire Authority Master Plan

41 CSA Boulevard Fire Station Station # 47 Address: Highway 94 Ownership: County of San Diego Property Control: County of San Diego Current Staffing: Volunteer Future Staffing: Volunteer and Career Station Condition: Funding has been allocated for the construction of a new fire station in the Boulevard community to be located down the street from the existing station. Property has been acquired by the County of San Diego; the project is in design stages with an anticipated completion in The existing Boulevard Fire Station, shown here, will be vacated once the new station is complete. The estimated cost of this capital project is $3,500,000. County Owned Apparatus Year Make Description 2006 International Type II Fire Engine 2005 Pierce Type II Water Tender 2008 Ferrara Type III Fire Engine CSA Campo Fire Station Station # 46 Address: 437 Jeb Stuart Road Ownership: County of San Diego Property Control: Campo Volunteer Fire Department via Lease Agreement Staffing: Volunteer Station Condition: This station recently received an addition and interior remodel that included a new training room and a new apparatus bay. In addition, Community Development Block Grant funding has been used to add a new back-up emergency generator system. The total station improvement project was approximately $400,000. County Owned Apparatus Year Make Description 2009 Ferrara Type I Fire Engine Non-County Apparatus 2006 GMC Type II Water Tender 2005 Ford Patrol Unit 2010 Ford Rescue Unit San Diego County Fire Authority Master Plan 40

42 CSA De Luz Fire Station Station # 18 Address: Daily Road Ownership: De Luz Volunteer Fire Company (Registered 501c3) Property Control: SDCFA via 50 Year Lease/Sublease Agreement Staffing: Volunteer Station Condition: This fire station recently received a complete addition and remodel that included new apparatus bays, new sleeping facilities, a new kitchen and dayroom facility. In addition, Community Development Block Grant funding was obtained to install a new back-up emergency generator system. The total project cost was approximately $815,000. County Owned Apparatus Year Make Description 2006 International Type II Water Tender 2006 Ferrara/International Type II Fire Engine 2013 Ferrara Type I Fire Engine Non-County Apparatus 2007 Ford Rescue Unit 1989 International Type III Fire Engine 1979 Ford Type II Water Tender CSA 135 Intermountain Fire Station Station # 85 Address: A Highway 78 Ownership: Privately Held Property Control: County of San Diego Staffing: Volunteer Station Condition: The SDCFA has identified a need for station improvements to include addition of apparatus bays and remodel of the kitchen and living quarters. At this time, funding for this project has not been identified. County Owned Apparatus Year Make Description 2010 International Type II Water Tender 2006 Ferrara/International Type II Fire Engine 2003 Freightliner Custom FL80 Type I Fire Engine Non-County Apparatus 1995 GMC Type II Fire Engine 1999 Pierce Type I Fire Engine 1995 International Rescue Unit 1999 International Type III Fire Engine 41 San Diego County Fire Authority Master Plan

43 CSA Mount Laguna Fire Station Station # 49 Address: Sunrise Highway Ownership: United States Forest Service Property Control: Mt. Laguna Volunteer Fire Company via Lease Agreement Staffing: Volunteer Station Condition: Project funding has been allocated for this fire station to receive a complete addition and remodel. Currently, SDCFA is working with the US Forest Service to cancel the existing ground lease and establish a long-term lease between the USFS and the County. Once a new lease is in place, the station construction project can begin. The estimated total cost of the project is approximately $800,000. County Owned Apparatus Year Make Description 2006 GMC Rescue Unit Non-County Apparatus 2005 Chevy EMS Unit 1995 Ford Type II Water Tender 2003 Pierce Type III Fire Engine 1991 International EMS Unit 2013 Jeep Staff/Command Vehicle CSA Ocotillo Wells Fire Station Station # 95 Address: 5841 Highway 78 Ownership: Ocotillo Wells (Registered 501c3) Property Control: SDCFA via 50 Year Lease/Sublease Agreement Staffing: Career and Volunteer Station Condition: This station recently underwent an addition and remodel project. A modular building was added for living quarters and an electrical upgrade was completed on the property. The water storage and pump facilities on the site have been upgraded. In the future, this facility will need permanent sleeping facilities added to the main structure for long-term sustainable quarters. Total project cost was approximately $120,000. County Owned Apparatus Year Make Description 2008 International Type II Fire Engine 2006 Ferrara Type II Water Tender 2011 Ford Type VI Fire Engine 2013 Ferrara Type II Water Tender 2008 Chevy Support Unit 2004 Ford Support Unit San Diego County Fire Authority Master Plan 42

44 CSA Palomar Mountain Fire Station Station # 79 Address: Crestline Road Ownership: Palomar Volunteer Fire Department [Registered 501(c)(3)] Property Control: Palomar Volunteer Fire Department [Registered 501(c)(3)] Staffing: Volunteer Station Condition: This fire station is in need of a complete remodel and station addition to add living quarters and office facilities. At this time, there is no identified funding source for this project. Non-County Apparatus Year Make Description 2001 International Type I Fire Engine 2003 International Type II Water Tender 2003 Freightliner Type III Fire Engine 2000 Ford Rescue Unit 1987 Ford Rescue Unit 2001 Ford EMS Unit 1997 Saturn Administrative vehicle 1999 Ford Squad/Quick Attack Unit CSA Ranchita Fire Station Station #58 Address: Montezuma Valley Road Ownership: Montezuma Valley Volunteer Fire Department [Registered 501c3] Property Control: SDCFA via 50 Year Lease/Sublease Agreement Staffing: Volunteer Station Condition: This station recently received a complete fire station addition and remodel to include new sleeping quarters, kitchen, apparatus bays, office facilities and a day room. Total cost this station improvement project was approximately $880,000. County Owned Apparatus Year Make Description 2008 International/4400 Type II Fire Engine 2010 International/4400 Type II Water Tender Non-County Apparatus 2000 International Type III Fire Engine 1988 International Type II Water Tender 43 San Diego County Fire Authority Master Plan

45 CSA 135- San Pasqual Fire Station Station # 93 Address: San Pasqual Valley Road Ownership: County of San Diego Property Control: County of San Diego Staffing: Volunteer Station Condition: This station is in need of a remodel to upgrade the sleeping quarters, dayroom, and offices, as well as the addition of an apparatus bay. At this time, there is no identified funding source for this project. Non-County Apparatus Year Make Description 2001 International Type III Fire Engine 1999 Ferrara Type I Fire Engine 1984 Mack Type I Fire Engine 1995 Ford Rescue Unit 1995 International Type II Water Tender CSA Shelter Valley Fire Station Station # 98 Address: 7260 Great Southern Overland Stage Route Ownership: Shelter Valley Volunteer Fire Department [Registered 501c3] Property Control: SDCFA via 50 Year Lease/Sublease Agreement Staffing: Volunteer Station Condition: This station recently received a complete fire station addition and remodel to include new sleeping quarters, kitchen, apparatus bays, office and dayroom facilities. The total cost of improvements was approximately $685,000. County Owned Apparatus Year Make Description 2008 International Type II Engine 2006 International Type II Water Tender Non-County Apparatus 2003 F-550 Rescue Unit 2002 Ford Rescue Unit 2007 Ford Staff Command Unit San Diego County Fire Authority Master Plan 44

46 CSA 135- Sunshine Summit Fire Station Station # 59 Address: Hwy 79 Ownership: Sunshine Summit Volunteer [Registered 501c3] Property Control: SDCFA via 50-Year Lease/Sublease Agreement Staffing: Volunteer Station Condition: This station recently received a complete fire station addition and remodel project to include new sleeping quarters, remodeled kitchen and apparatus bays, and new office and day room facilities. In addition, Community Development Block Grant funding was used to add a new back-up emergency generator system. Total cost of all improvements was approximately $545,000. An addition to the apparatus bay has been identified for a future project, but funding has not yet been identified. County Owned Apparatus Year Make Description 2006 International Type II Fire Engine 2009 International Type II Water Tender 2013 Ferrara Type I Fire Engine Non-County Apparatus 2004 Ford Rescue Unit 2006 Ford Utility Unit 2007 Ford Rescue Unit Pine Valley Fire District Station Station # 44 Address: Old Highway Road Ownership: Pine Valley Fire Protection District Property Control: Pine Valley Fire Protection District Staffing: Volunteer Station Condition: The Pine Valley Fire Protection District is developing a plan for a new fire station. The new station will be located on the existing station site and will provide an improved, state-of-the-art facility for firefighting staff. The County will be providing partial funding for this project in the amount of $800,000. County Owned Apparatus Year Make Description 2008 Ferrara Type II Fire Engine 2006 International Type II Water Tender Non-County Apparatus 1994 HME Type I Fire Engine 2007 Ford Staff/Command Vehicle 2010 Ford Rescue Squad 45 San Diego County Fire Authority Master Plan

47 San Diego Rural - Deerhorn Fire Station Station # 37 Address: 2383 Honey Springs Road Ownership: San Diego Rural Fire Protection District Property Control: San Diego Rural Fire Protection District Staffing: Volunteer Station Condition: This station received an addition and remodel in 2011 which added a new apparatus bay, sleeping quarters, as well as a remodel to the existing kitchen facility. The total project cost was $150,000. Non-County Apparatus Year Make Description 2005 International Type III Fire Engine 2004 International Type II Water Tender San Diego Rural - Descanso Fire Station Station # 45 Address: 9718 River Road Ownership: Privately Held Property Control: San Diego Rural Fire Protection District Staffing: Career and Volunteer Station Condition: This station is set to relocate to the County-owned facility in Descanso. This current location is a leased facility and is experiencing septic issues and is not viable for continued use. The County-owned facility is in need of new apparatus bays and sleeping facilities to make this viable option for a fire station. However once funded and completed, this will provide for long term fire station facility. County Owned Apparatus Year Make Description 2011 Ferrara Type I Fire Engine Non-County Apparatus 2004 International Type II Water Tender 2003 International Type III Fire Engine San Diego County Fire Authority Master Plan 46

48 San Diego Rural - Dulzura Fire Station Station # 35 Address: 1135 Community Building Road Ownership: Dulzura Community Development Committee Property Control: San Diego Rural Fire Protection District Staffing: Volunteer Station Condition: This station received a complete remodel in 2012 to include new sleeping quarters, as well as a remodel to the existing kitchen and apparatus bays. Total project cost was approximately $140,000. County Owned Apparatus Year Make Description 2011 Ferrara Type I Fire Engine 2009 International Type II Water Tender Non-County Apparatus 2004 International Type III Fire Engine San Diego Rural - Harbison Canyon Fire Station Station # 24 Address: 551 Harbison Canyon Road Ownership: San Diego Rural Fire Protection District Property Control: San Diego Rural Fire Protection District Staffing: Volunteer Station Condition: The San Diego Rural Fire Protection District has identified a need for a station improvement project to add sleeping quarters and restroom facilities. In addition, this facility requires septic system upgrades. County Owned Apparatus Year Make Description 2008 International Type II Fire Engine 2009 International Type II Water Tender 47 San Diego County Fire Authority Master Plan

49 San Diego Rural - Jacumba Fire Station Station # 43 Address: 225 Jacumba Street Ownership: San Diego Rural Fire Protection District Property Control: San Diego Rural Fire Protection District Staffing: Volunteer Station Condition: The San Diego Rural Fire Protection District has identified a need for a station improvement project to add sleeping quarters and restroom facilities. County Owned Apparatus Year Make Description 2008 International Type II Fire Engine 2010 International Type II Water Tender San Diego Rural - Jamul Fire Station Station # 36 Address: Peaceful Valley Road Ownership: San Diego Rural Fire Protection District Property Control: San Diego Rural Fire Protection District Staffing: Career and Volunteer Station Condition: This station was constructed and completed in 2011 by the San Diego Rural Fire Protection District; it is the headquarters station for the District. County Owned Apparatus Year Make Description 2013 Ferrara Light & Air Unit Non-County Apparatus 2012 International Type III Fire Engine 1998 Pierce Type I Fire Engine 2004 Ford Utility Vehicle 2008 Ferrara Type I Fire Engine San Diego County Fire Authority Master Plan 48

50 San Diego Rural - Lake Morena Fire Station Station # 42 Address: Oak Drive Ownership: San Diego Rural Fire Protection District Property Control: San Diego Rural Fire Protection District Staffing: Career and Volunteer Station Condition: This station was recently remodeled, including the addition of new sleeping quarters and an apparatus bay. The total cost of the project was $178,000. County Owned Apparatus Year Make Description 2008 International/4400 Type II Fire Engine 2010 International/4400 Type II Water Tender Non-County Apparatus 2006 Ferrara Type II Fire Engine 2009 Ford Type III Fire Engine San Diego Rural - Otay Fire Station Station # 22 Address: 446 Alta Road Ownership: County of San Diego Property Control: San Diego Rural Fire Protection District via Lease Agreement Staffing: Career and Volunteer Station Condition: The San Diego Rural Fire Protection District plans to relocate this fire station to a new site in the future which will correspond with building trends in the Otay area. Non-County Apparatus Year Make Description 2010 Ferrara Type I Fire Engine 1983 Yanke Type III Fire Engine 2003 International Type III Fire Engine 2011 Ferrara 100 Aerial Truck Company 49 San Diego County Fire Authority Master Plan

51 San Diego Rural - Potrero Fire Station Station # 39 Address: Highway 94 Ownership: San Diego Rural Fire Protection District Property Control: San Diego Rural Fire Protection District Staffing: Volunteer Station Condition: This station received a complete remodel in 2012 which included new sleeping quarters, as well as a remodel to the existing kitchen and apparatus bays. Total project cost was $145,000. County Owned Apparatus Year Make Description 2013 Ferrara Type I Fire Engine 2009 International Type II Water Tender Julian Cuyamaca Fire District Cuyamaca Fire Station Station # 57 Address: Engineers Road Ownership: Julian Cuyamaca Fire Protection District Property Control: Julian Cuyamaca Fire Protection District Station Condition: The Julian Cuyamaca Fire Protection District has identified a need for a complete fire station addition and remodel project. Currently, the apparatus bays are too small to house the apparatus, and the living quarters and kitchen facilities are inadequate. County Owned Apparatus Year Make Description 2008 Ferrara Type II Fire Engine 2006 International Type II Water Tender Non-County Apparatus 1994 Ford Type V Fire Engine 2007 Ford Rescue Unit 1994 Beck Type I Fire Engine 2002 Chevy Rescue Unit San Diego County Fire Authority Master Plan 50

52 Ramona Fire District Station Station # 82 Address: 3410 Dye Road Ownership: Ramona Water District Property Control: Ramona Water District Station Condition: This is an existing Ramona Municipal Water District fire station, operated by CAL FIRE. The fire station recently underwent a remodel of the living quarters funded by the District. County Owned Apparatus Year Make Description 2006 International Light and Air Unit CAL FIRE Rincon Station Station # 70 Address: Highway 79 Ownership: State of California Property Control: CAL FIRE Staffing: Career Station Condition: This station is owned and operated by CAL FIRE. The County provides funding to the Yuima Joint Powers Authority which contracts with CAL FIRE to operate this station during the winter months (Amador station). County Owned Apparatus Year Make Description 2009 Ferrara Type I Fire Engine CAL FIRE Warner Springs Station Station # 52 Address: Highway 79 Ownership: State of California Property Control: CAL FIRE Staffing: Career and volunteer Station Condition: Future needs include a covered parking bay for County-owned apparatus sited at this location and a storage room for a Countyowned self-contained breathing apparatus fill station. County Owned Apparatus Year Make Description 2010 Ferrara Type I Fire Engine 2010 International Type II Water Tender 51 San Diego County Fire Authority Master Plan

53 12. TRAINING, EMERGENCY MEDICAL SERVICES AND SAFETY DEVELOPMENT PROGRAM This section outlines the training program, discusses the achievements of the program, and makes recommendations in areas involving the utilization of training in determining the firefighters skills. The following provides information about a concept that the San Diego County Fire Authority (SDCFA) has embraced to enhance the retention of firefighters. In addition, the San Diego County Fire Authority has implemented several programs to improve training, emergency medical services (EMS) oversight, and safety for volunteer firefighters. Firefighter safety is compromised without a high-quality, competency-based training program. Key elements of an effective training program include: training, goals and objectives, schedules, facilities, drills & exercises, apparatus and equipment instruction, and compliance with federal and statewide standards and mandates Training The fire service is a dynamic industry, with changes happening in every aspect. These changes result from the development of new laws, regulations, and industry standards. These laws, regulations, and standards, whether mandated or voluntary, become the standard for all fire departments. Sources of these regulations vary, from California Legislative Bills, OSHA, CAL- OSHA and other regulations. In addition to the laws and regulations, sources for industry standards include the National Fire Protection Association (NFPA) and International Fire Service Training Association (IFSTA). In addition to training standards, regulations from CAL-OSHA require the development of an Injury and Illness Prevention Program (IIPP). An IIPP outlines the specific requirements necessary to maintain the health and well-being of all employees, including volunteers (as required by SB 1207); implementation of the IIPP is a safety and training requirement. Where there is no corresponding law or legislation, CAL-OSHA utilizes the rule of industry standard, hence NFPA and IFSTA. CAL-OSHA requires written training documentation. The importance of meeting mandates is the reduction and management of the operational liabilities to employees, organization, communities and as a means to improve and standardize the level of service to communities. Training and record keeping is the key to meeting these mandates. In California, the passage of Assembly Bill 1127 (1999) made individuals personally liable for the indiscretions of not following these laws and or regulations. Senate Bill 1207 (2001) requires all firefighters, whether paid or volunteers, to be trained to the same level Training Goals It will take several years to bring current volunteer firefighters up to current mandated training levels. The goal of the training program is to provide training and to maintain documentation to San Diego County Fire Authority Master Plan 52

54 reduce liabilities by following legal mandates, industry standards and improving the level of service. The SDCFA will focus on the following certifications and standards: 1. Certification Programs/ Agencies (see Section ) 2. Initial Entry-Level Required Training 3. Continuing Training and Education 4. Meet EMS and Safety Requirements The training goals will be met through the following strategies: Establish a training plan which meets legal mandates and provides a comprehensive and organized approach for fire service training. Implement and assure maintenance of standardized training record keeping system. Provide assistance in training firefighters leading to State Fire Marshal Volunteer Firefighter Certification. Provide assistance in training firefighters to the State Fire Marshal Driver/Operator, Company Officer, and State Firefighter-1 academy graduation. Make available instructional materials and training aids for use by all fire agencies. Present all training at the lowest cost while maintaining the quality and effectiveness of the training. Implement a training reimbursement program for all basic and advanced training opportunities. Under a reimbursement-for-training obligation program, volunteers sign an agreement prior to receiving significant training; the agreement acknowledges the cost of the training funded by SDCFA and sets the obligation that the cost be recuperated through the volunteer s service in the program. The SDCFA Training Committee is strengthening training standards to ensure mandates are being met by all fire agencies. These training standards will increase firefighter knowledge and safety, enhance working relationships between fire agencies, and expand fire and emergency services. The standards not only incorporate fire training, but also EMS, Hazardous Materials and Rescue training. Volunteerism continues to be encouraged for those citizens who are unable to meet the time commitment of today s fire service through alternate San Diego County volunteer programs that have fewer training mandates. A few examples are Community Emergency Response Team (CERT), Fire Safe Councils, and the San Diego County Sheriff s Department Senior Volunteer Program Certifying Agencies California Office of the State Fire Marshal (CSFM) - Develops State Certification training standards and courses that meet or exceed NFPA national standards. Courses are developed by selected professionals in those areas, and go through several committee approvals before final approval by the State Board of Fire Services. Classes fall under two broad categories: California Fire Service Training and Education System (CFSTES) and Fire Service Training and Education Program. CFSTES delivers the certification courses, which can lead to state certification as a Firefighter-I, Firefighter-II, Fire Officer, and Chief Officer, among others. FSTEP delivers 53 San Diego County Fire Authority Master Plan

55 shorter courses, which are primarily oriented to emergency operation techniques. California Incident Command Certification System (CICCS) - has been adopted by the fire service in California, which is now industry standard for emergency response for local government departments. National Wildfire Coordinating Group (NWCG) - Made up of the USDA Forest Service; four Department of the Interior agencies: Bureau of Land Management, National Park Service, Bureau of Indian Affairs, and the Fish and Wildlife Service; and State forestry agencies through the National Association of State Foresters. The purpose of NWCG is to coordinate programs of the participating wildfire management agencies so as to avoid wasteful duplication and to provide a means of constructively working together. Its goal is to provide more effective execution of each agency s fire management program. The group provides a formalized system to agree upon standards of training, equipment, qualifications, and other operational functions. Rescue 3 International - A private company comprised of rescue personnel from law and emergency service. It is the leader in water rescue training meeting recent recommendation set by NFPA. The company has a policy for certification, qualification and documentation, which lends to its accreditation and acceptance worldwide. California Specialized Training Institute (CSTI) - A division of the California Office of Emergency Services (OES). The institute is a place where specialized training is developed, instructed and documented. The fire service s primary focus is in the hazardous materials curriculum and certification. California OES is acknowledged statewide as the lead agency for such training. National Fire Academy A federal agency that provides accredited (certified) training; some courses have equivalences to CSFM courses; they also provide online instruction and self-pace text for some courses Initial Entry-Level Training Beginning in June 2013, an accredited State Firefighter-1 Academy will be offered to existing members of the SDCFA. The basic volunteer firefighter training requirements will still be offered to new volunteer firefighters through the community college system. By 2015, the new mandates will require all firefighters, career or volunteer, to be trained to the State Firefighter-1 level prior to an emergency response. As volunteer firefighters advance through the classification ranking system, each SDCFA volunteer rank requires additional specific training for the position in order to meet legal mandates. The training will continue to be offered through the SDCFA using partnerships with other training providers: A State-certified driver/operator course is planned for the fall of 2013; this course will replace the basic volunteer driver/operator course currently being offered. The Officer-in-Charge course that is currently being offered will be replaced by the Statecertified command classes at community colleges or by private training providers. This training serves as the foundation for the development of firefighter continuing training and education. San Diego County Fire Authority Master Plan 54

56 Continuing Training and Education To ensure the training requirements of Insurance Service Offices and other training standards are met, all firefighters shall train weekly with the CAL FIRE station nearest their facility (unless otherwise prevented by an emergency incident). Multi Company Training is one aspect of the San Diego County cooperating fire agencies training program. The success of this part of the program depends on the participation of each fire companies members. All fire stations within the SDCFA and CAL FIRE will participate in multi-company training following an established training calendar. Training together increases firefighter knowledge and safety, as well as enhances working relationships between responders. CAL FIRE station supervisors are responsible for scheduling weekly drills and ensuring the attendance of all SDCFA firefighters. Company Performance Standards and Manipulative Performances will be used in the weekly drills to enhance firefighter performance on emergency incidents. Each station is also expected to conduct daily training in addition to the weekly training sessions Realignment of Firefighter Training Over the past 20 years, the development of new laws, regulations, and industry standards have brought significant changes to the fire services. The amount of time and effort one must devote to be a firefighter has substantially increased and will continue to do so. The SDCFA of the future is envisioned to be the training organization for career fire departments. In return for the County s investment, SDCFA firefighters will provide staffing at fire stations within CSA 135 and within other cooperating agency fire stations. The envisioned firefighter farm system would provide a career path for future career firefighters, while providing essential staffing in communities that would otherwise be unable to fund full-time career firefighter staffing. Firefighters would also supplement their training through local community college courses and other fire services courses to better prepare them for a career in the fire service. Individuals who are unable to meet the time commitment of today s fire service, will have the opportunity to volunteer through alternate San Diego County volunteer programs that have fewer training mandates Current Assessment The SDCFA is looking to improve the volunteer firefighter retention rate, which helps ensure necessary staffing in the SDCFA stations. The current recruitment rate is high; however, there are low retention rates. An ongoing problem exists in that over 40% of SDCFA firefighters leave the program annually. Many leave within the first year to take advantage of other advanced training opportunities that are not currently available in the SDCFA. The goal of the SDCFA is to keep firefighters in the program for at least one year, and up to three years, by offering more advanced fire service courses and academies. Working with the partners identified below, the concept of the SDCFA being the training hub and hiring pool for career fire departments presents the greatest opportunity to improve the retention of SDCFA firefighters. Therefore, the SDCFA finds that: 55 San Diego County Fire Authority Master Plan

57 Career agencies are looking for ways to start or enhance their reserve programs and to find higher qualified candidates out of the ever increasing pool. Miramar College is facing the reduction of funding for staffing from the State while using bond funds to build a firefighter training facility; they are currently investigating a method to provide fee-based classes that do not use staffing funds. Heartland Fire Training Authority, of which the County Fire Authority is a member, is looking for more cost effective methods to provide firefighter-related training, from basic academies to more advanced fire officer training within San Diego County. Many firefighters must travel out of the area to find courses not currently offered within the region. Students are facing a sharp increase in the cost of education with the largest expenditures being paramedic school and the Firefighter-1 academy, with the cost of college classes per unit being at an all time high. These students, the potential SDCFA firefighter pool, need to find a more cost effective option Proposed Training Plan The SDCFA will work with lead agencies, such as the Heartland Fire Training Authority, Miramar College, and other community colleges, to develop a system whereby a potential new hire would receive a balanced mixture of education and experience while providing service to the community and providing a path into a full time career. A guide to joining the fire service through the SDCFA, is provided in Appendix I, and depicted below in Figure 10 where there are three distinct tracks: college, SDCFA and a career fire agency. Through collaborative with other training agencies, the cost of education could be shared and possibly reduced. This would be accomplished by a mixture of: Utilization of college work experience funds Maximizing attendance to courses Funding provided by participating career agencies Funding provided by the County Fire Authority Existing SDCFA Firefighters who do not want to move on to career positions will be provided a time frame (i.e. two years) to meet current mandates and standards. The majority of these courses are offered by various Fire service and community colleges throughout the county and state. 1. SDCFA Firefighters will be required to become an Emergency Medical Technician (EMT) of San Diego County and obtain the CSFM FF1 Certification*. 2. SDCFA Engineers must meet the requirements of a SDCFA Firefighter, as well as obtain CSFM Driver Operator 1A & 1B, Command 1A, 1B, & 1C Certification*. 3. SDCFA Captains must meet the requirements of a SDCFA Engineer, as well as obtain CSFM Fire Officer Certification. 4. SDCFA Chiefs will be required to obtain the CSFM Chief Officer certification. * These classes could be provided by the Training program on week nights and weekends for convenience, provided additional funding, staffing, and equipment are granted. San Diego County Fire Authority Master Plan 56

58 Figure 10 Concept for Proposed Firefighter Training 57 San Diego County Fire Authority Master Plan

59 Plan Benefits In utilizing the proposed training realignment plan, the County Fire Authority would realize many benefits with limited risk. Benefits for the County Fire Authority include: Receive a steady stream of firefighters to fill positions over a 3-5 year rotation, thereby reducing the annual turnover rate. Provide more proficient firefighters in the rural back county that will be required to repay this investment in on-duty shifts, reducing the overall need for a much larger SDCFA firefighter force. Additional training will be offered to those who meet established criteria and wish to extend their SDCFA agreements. Community-based volunteers who do not want to move on to career positions will still be embraced and supported by the SDCFA. Their volunteerism is being encouraged through Fire service cooperating agencies that have fewer training mandates. A few examples are Community Emergency Response Team (CERT), Fire Safe Councils, and the County Sheriff s Department Senior Volunteer Program. Initial training and on-going training for the community based volunteers will continue through these programs that utilize national approved curriculum. Benefits for partner agency Miramar College include: Involvement in a program that directly feeds an employment sector within the region. The ability to utilize various training facilities besides its own as its provider for fire service classes. Once the initial training is completed, the student would be positioned to move into the Fire Officer series, which would also ensure the new facilities being planned by Miramar College would be fully utilized. The student benefits by: Entering a program that provides both education and work experience making them a more viable candidate for hire. Many studies have shown that education is more effective when coupled with a hands on work experience environment. Increasing their exposure to career agencies. Career fire departments would benefit by: Being involved in a partnership with SDCFA to mentor and develop volunteer firefighters who could serve as a fourth member of a fire crew at no cost to the career department. The Heartland Fire Training Authority would benefit by: Increasing the number of available instructors. These instructors are partially funded by the college and would be able to teach at all levels from entry to academy to Fire Officer, which could allow the Heartland Fire Training Authority to offer more classes, provide backup for instructors, and reduce the cost of course delivery. San Diego County Fire Authority Master Plan 58

60 12.3 Emergency Medical Services Over 70% of the incident responses involve emergency medical services. Along with the role of being the emergency responder for structure fires the role of training has increased in significance over the last few decades. The SDCFA has improved training and oversight in EMS for volunteer firefighters by the following actions, including but not limited to: Implemented a new Battalion Chief/EMS Coordinator with reallocated funds, assigned to the CAL FIRE Training Bureau. This individual will: o Develop and oversee SDCFA firefighter EMS training including continuing education hours for EMTs and EMRs, annual continued professional training, CPR/Automatic External Defibrillator annual training and quality assurance issues o Oversee all EMS training for new SDCFA firefighters. o Serve as the Ryan White Liaison and the Designated Infection Control Offices. Implemented a new Battalion Chief/Safety Coordinator with reallocated funds, assigned to the CAL FIRE Training Bureau. Developed a standardized Continuous Quality Assurance/Quality Improvement program for all levels of EMS operations. Coordinating the development of an electronic data collection system that meets SDCFA needs and is California EMS Information System compliant Safety Safety is a major concern. Firefighters and emergency responders, regardless if they are career or volunteer, must be trained properly and respond within the limits of their training. Firefighters are required to have minimum training that addresses the fire emergency, as well as the EMS incident. Federal and State OSHA have minimum safety and training elements that must be complied with. Some of those standards include, but are not limited to the following: Use of required Personal Protective Equipment (PPE) for all fire and rescues Certification of standard training for volunteer, reserve & career firefighters Proof and availability of training records for all firefighters Proof of training for company officer, engine operator & other positions Proof of medical training to the appropriate level Use of approved Self Contained Breathing Apparatus (SCBA) Proper Fit Testing for SCBA use Appropriate medical evaluation to use SCBAs for job specifications In the event of an accident, injury or fatality that firefighters respond to, or are involved with, there is a significant chance that either the State or federal OSHA will open an investigation. It is also highly probable that in the event of the injury or death of a Federal Forest Service firefighter on any local or state government incident, the US Inspector General will investigate the incident independently of any other investigation. This investigation is conducted to assure that all 59 San Diego County Fire Authority Master Plan

61 firefighters were trained properly and responded properly in the emergency management process. Failure to discover that proper training was given and emergency incident management procedures were followed could lead to criminal and civil prosecution by the federal government. Therefore, it is imperative that all volunteers within the SDCFA have appropriate training to meet the needs of the public and that comply with recognized training criteria Injury Illness Prevention Program (IIPP) The California Code of Regulations, Title 8, Section 3203, requires every employer to establish, implement and maintain an effective Injury and Illness Prevention Program (IIPP) for each workplace. The employer must establish a system for communicating with employees about safety and health matters and encourage employees to inform supervisors about hazards at the workplace without fear of reprisal. Employers are responsible for re-enforcing and developing safe attitudes and behaviors through training and education in addition to following safety rules and regulations. Each fire station will develop and implement an IIPP to provide a safe and healthy work environment for its employees, and to fully comply with Labor Code Section (SB 198) and General Industry Safety Order Section 3203, Injury and Illness Prevention Program (IIPP). All fire stations are responsible for maintaining an effective program. A current plan will need to be readily available to all employees, including volunteer firefighters, at every workplace. The goal of the IIPP is to reduce the frequency and severity of occupational illnesses and injuries by reinforcing and developing safe attitudes and behavior through training, education, positive reinforcement, and recognition. See Appendix K for more information on the IIPP. The goal of the IIPP is to reduce the frequency and severity of occupational illness and injury. It is the responsibility of each fire station to establish and enforce the IIPP. The CAL FIRE Training Captains will be involved in the following areas: Assist with establishing IIPP Provide IIPP forms and instructions Provide updated legal and safety information Provide training material and organize or provide training as needed Evaluate accident history with targeted prevention measures Respiratory Protection Program The Respiratory Protection Program (RPP) establishes standard operating procedures to ensure the protection of all employees from respiratory hazards, through the proper selection and use of respirators. It is the responsibility of each individual for their own personal safety; however supervisors share the responsibility to enforce proper fit and use of such safety equipment. The responsibility ultimately falls on the SDCFA Fire Chief to develop and enforce the RPP standards. San Diego County Fire Authority Master Plan 60

62 13. FIRE PREVENTION The Fire Prevention Division is a vital component of the overall emergency services delivery system for the SDCFA. A Fire Prevention Division that is organized to provide comprehensive and integrated fire prevention functions is a particularly cost effective method of managing unprotected risk in the community. Unprotected risk can be defined as the imbalance that exists between prevention efforts in the community and the capability of available suppression forces to mitigate an emergency Fire Prevention Functions Some examples of the current Fire Prevention Division functions related to this effort include: Code Analysis and Adoption Prevention Division staff lead a county-wide effort to adopt the California Fire Code and develop and adopt the San Diego County Fire Code as well as the San Diego County Consolidated Fire Code. The Consolidated Fire Code is a compilation of the adopted fire codes for 16 fire protection districts throughout the San Diego County and the County Fire Code that are embedded into one document. This document is brought before the Board of Supervisors for ratification every three years. The purpose of this effort is to provide standardized fire code requirements to ensure a consistent level of fire and life safety protection in the unincorporated areas of the county. 61 San Diego County Fire Authority Master Plan

63 Additionally, staff develops the County s Defensible Space for Fire Protection Ordinance related to hazardous conditions and combustible vegetation which also provides consistent Defensible Space requirements in County Service Area 135 as well as in partnering fire protection districts. Building Plan Review SDCFA staff provides comprehensive building plan review including single family, multi-family and commercial structures to ensure that appropriate emergency vehicle access and firefighting water supplies are provided, fire safe construction standards are utilized and that automated fire detection, alarm and suppression systems are properly designed and installed. This review is integrated with several County departments including Planning and Development Services (PDS), Environmental Health and Public Works among others. These services are provided in the following jurisdictional areas: County Fire Authority (CSA 135), Elfin Forest (CSA 107), Lakeside Fire Protection District (FPD), Borrego Springs FPD, San Diego Rural FPD and Yuima Joint Powers Authority (JPA). Discretionary and Ministerial Project Review SDCFA staff provides comprehensive and coordinated review and analysis of large discretionary projects including master planned residential and mixed use communities as well as commercial, industrial and institutional occupancies. This review is closely coordinated with PDS as well as other County departments. These services are also provided by the SDCFA Prevention Division in the following jurisdictional areas: CSA 135, CSA 107, Lakeside FPD, Borrego Springs FPD, San Diego Rural FPD and Yuima JPA. Defensible Space The County of San Diego has long been regarded as a region where wildfires occur with regular frequency. Following the catastrophic wildfires in 2003 in San Diego County, a preliminary Defensible Space Program was implemented in combination with enhanced building and fire codes and improved coordination of suppression assets. This systems approach substantially improved structure survivability during the 2007 Firestorm. These improvements represent savings of millions of dollars from structures that otherwise would have been damaged and/or destroyed. Building upon this success, the SDCFA has partnered with CAL FIRE, Lakeside, San Diego Rural FPD, Valley Center FPD and Ramona FPD, as well as the Yuima JPA in an amplified effort to regionalize defensible space requirements and enforcement standards in unincorporated areas of San Diego County. This program involves engine companies from the County Fire Authority Figure 11 Defensible Space Diagram San Diego County Fire Authority Master Plan 62

64 and each of the participating fire agencies as well as a code enforcement officer from the County Fire Authority. These resources provide outreach and education as well as defensible space inspections and enforcement throughout the county as partners to minimize risk from wildfire Fire Prevention Coordination Increased Efficiency The SDCFA Fire Prevention Division will continue to improve efficiencies throughout the unincorporated areas of San Diego County wherever possible. The Fire Prevention Division is uniquely positioned to maximize a core element in the County s General Management System through Functional Threading. The Fire Prevention Division is imbedded in the review and permitting process for ministerial and discretionary permits as well as various other business processes across several county departments including, most notably, Department of Planning and Development Services, Building and Planning Divisions (see Figure 12). By expanding partnerships with other fire agencies the systems approach can be further expanded providing substantial processing efficiencies and cost savings to those fire agencies and most importantly, to those property owners, developers, business and industry professionals that are the backbone of the County economy. Figure 12 Systems Approach to Prevention Services 63 San Diego County Fire Authority Master Plan

65 Inspections SDCFA also maximizes functional threading opportunities by utilizing PDS Building Division staff to assist with certain new construction inspections which maximizes the efficiency of both the Building Division and SDCFA staff and improves service to the community. In addition to new construction inspections, the Fire Prevention Division will be expanding this function to include inspections of certain existing facilities including State and county licensed facilities and target hazard occupancies among others. Inclusion of these inspections into SDCFA core competencies will provide increased fire and life safety by ensuring that fixed fire protection and exiting systems are in place and operational Future Projects In the aftermath of the devastating wildfires of 2003, the County of San Diego adopted more stringent construction requirements for projects proposed in the Wildland-Urban Interface area, a standard the rest of the state followed with the adoption of the 2007 California Building Code. In the decade since that defining wildfire event, the SDCFA has grown to meet the challenge of increased development in those areas more prone to wildfire, balancing the need for additional housing units and related development with meeting the code requirements for ignition-resistant construction, fuel modification, access and water supply. The Fire Authority has taken a systems approach to preventing and suppressing fires. Good land use planning is the starting point for preventing fires. Figure 13 demonstrates the systems approach to prevention services. The relationships that the Fire Authority has forged over the years with internal and external customers have been an integral part of SDCFA s ability to review projects and make recommendations from a real world perspective. As the development landscape continues to change in the coming years, fueled in part by wireless technology, paperless submittals, and the need for more efficient processing, an expanded role by the Fire Authority beyond the current responsibility areas would serve to more effectively serve those property owners, developers and industry professionals who, in many ways, are the backbone of the County economy. The Fire Authority will continue to develop our role as a regional leader in fire prevention. Figure 13 San Diego County Fire Authority Master Plan 64

66 14. INFORMATION TECHNOLOGY 14.1 IT Strategic Plan The County of San Diego has for over a decade committed itself to long-range planning, innovation and continuous improvement in information technology. Additionally, this County has worked diligently and successfully to improve our region s firefighting capabilities and response. In 2012, the Board of Supervisors had a vision to employ modern technology to improve our region s response capabilities for both natural and man-made wildfires. SDCFA has been committed to defining the needs that our organization requires. The SDCFA IT Strategic Plan was developed to implement the Board of Supervisors Vision and use Information Technology (IT) more efficiently and effectively over the next five years SDCFA IT Vision Use well established, reliable, proven information and communications technologies, including the internet, GPS-location, and mobile data computers, to connect First Responders together in order to coordinate and collaborate more effectively and apply critical resources more efficiently SDCFA IT Challenges Over the past two years, the SDCFA has conducted an analysis of the operational and administrative activities to better inform and provide rationale toward creation of a technology strategy. This analysis was focused on identifying opportunities for providing higher efficiencies and smoother operations. This process also considered how existing and new technologies can be better utilized to support the growing operational need in the backcountry. We focused on leveraging technologies to bring value to firefighting, improve training and readiness and ultimately provide better public safety to the region. Our analysis identified specific challenges that inhibit the realization of a connected and cohesive technology support structure. Uneven access to funding sources, capabilities, skill level, and capacity for implementing and sustaining technology is a prevailing issue. The isolation and remoteness of most fire stations limits access to reliable high-speed data networks that are critical to effective modern communication and collaboration opportunities. Reliance on manual, paperbased processes for mission and business critical activities adds delay and inefficiencies. The challenges can be summarized as follows: 1. Lack of consistent fixed network connectivity across the backcountry fire stations. a. The network is a critical infrastructure component to be able to provide access to technology. Fire stations depend on a hodgepodge of network providers, with varying degrees of capacity, availability and reliability. In many cases, 65 San Diego County Fire Authority Master Plan

67 there is no affordable network option. This was identified as the first priority for resolution. 2. Over-reliance on voice communication resulting from a lack of mobile computing a. Historically, dispatch calls to stations are via VHA and 800 mhz radio. Some firefighters have access to text messages, as well; however, speed and accuracy in obtaining vital information matters. b. When emergencies are called out, firefighters must write down vital incident information and, if details are not captured accurately, check/recheck with dispatch. c. As the respondents mobilize and converge they may need to check incident response info/status via radio. This causes additional inefficient radio chatter and need for verbal communication when non-vital information must be rechecked. 3. Reliance on manual, paper-based processes a. Dual data entry for forms and other documentation b. Reliance on paper maps c. Online firefighter training lacked reliability and reporting consistency 4. Weak incident visibility via bird s eye view a. Knowing who, what, where 14.2 IT Strategy b. Lack of integration with Computer-Aided Dispatch (CAD) c. Currently, it is difficult to enable shared situational awareness and collaborative command and control across all participating responders and agencies, particularly when the communication environment is compromised by infrastructure outages The SDCFA IT Strategy utilizes technology that would allow our partner agencies to share and deploy emergency resources more quickly and readily to the scene of an emergency as well as maintain operational command and control. SDCFA is working closely with our partners, SDG&E, UCSD engineers and IT specialists, and CAL FIRE to leverage existing networks and creating new connections to link all the fire stations in the unincorporated areas together to provide a quicker response to emergencies. The SDCFA IT Strategic Plan will serve as the road map that will enhance the service delivery of our fire stations by enhanced training delivery and administration for our fire fighters and provide the reliability required that our residents need. The overall IT Strategy is depicted in Figure 14. San Diego County Fire Authority Master Plan 66

68 IT Initiatives SDCFA, with major support from County leadership, CAL FIRE, other County departments and regional partners, has made significant headway in realizing a complete solution to the first major challenge. Through this partnership, there has been an expanded the use of the University of California San Diego High Performance Wireless Research and Education Network (HPWREN) to backbone for our SDCFA Advanced Situational Awareness for Public Safety Network (ASAP NET). These projects provide the essential infrastructure to enable network services to each of the fire stations. The projects were started in the Summer 2012 and are due to complete by Summer But this is only the beginning. In future years, the use of this network will be extended and related technologies to accomplish specific valuable goals, through the following initiatives: Complete implementation and maintain high speed network connectivity at backcountry fire stations Complete and maintain high speed, resilient internet connections, computers, and rip-and-run printers to all fire stations, leveraging the HPWREN and ASAP NET. Acquire video streaming and GPS feeds from Air Attack aircraft, and send data wirelessly to command vehicles. In early 2013, SDCFA and CAL FIRE completed installation of an improved visual/infrared video camera system with seven SUV-mounted ground stations for the CAL FIRE Air Attack aircraft based in Ramona (see Figure 15). In future years, SDCFA will evaluate and plan for additional ground stations to support operational needs, as required. Figure 16 This initiative seeks to enable distribution of full-motion video from a remote emergency event to local and state Emergency Operations Centers. Key to the success of this initiative is the ability to access and leverage the Operational Downlink Information Network (see Figure 16). Automated Vehicle Location (AVL) Mount Global Positioning System (GPS) transponders in emergency response vehicles. Figure San Diego County Fire Authority Master Plan

69 Track assets in the field via CAL FIRE Emergency Command Center Enable tracking access via the Next Generation Incident Command System (NICS) GIS-Shared spatial data for all of San Diego County Departments Install and maintain GIS data for San Diego County. Mobile Data Computer (MDC) in vehicle routing, dispatch data sharing Maintain MDCs with internet connectivity for emergency response command vehicles (see Figure 17). Figure 17 Next Generation Incident Command System (NICS) Provide integrated-sensing software that provides a command-and-control mechanism used by the Incident Commander to develop a Common Operating Picture for the emergency Advanced Situational Awareness for Public Safety Network The ASAP NET provides data connectivity to the rural fire facilities throughout San Diego County. To accomplish this connectivity, the ASAP NET uses the existing UC San Diego HPWREN backbone and extends the wireless signals to the individual fire stations providing network services to in-building computers and wireless access points for roaming devices or vehicles parked in bays. ASAP NET will be a standardized, managed, funded and supported technology that ensures SDCFA s ability to operate as one and allows fire fighters to focus on the core mission and not on information technology. Figure 18 depicts the connectivity that will result from this initiative. With access to the internet and fire related information services, SDCFA will identify, analyze and prioritize operational efficiency opportunities. Some examples of this are: access to online training, standardization of services; automate administrative and management activities; improve mandated reporting timeliness and accuracy. The goal will be to help improve overall operational readiness and streamline reporting and business activities. San Diego County Fire Authority Master Plan 68

70 Figure GIS Strategic Plan Geographic Information Systems (GIS) is a computer mapping system that integrates hardware, software, and data for capturing, managing, analyzing, and displaying all forms of geographically referenced information. GIS allows analysts to view, understand, question, interpret, and visualize data in many ways that reveal relationships, patterns, and trends in the form of maps, globes, reports, and charts. GIS helps you answer questions and solve problems by looking at your data in a way that is quickly understood and easily shared. Within the SDCFA, GIS is used in a variety of ways, whether through analyses of response times of emergency vehicles to a particular incident or for the understanding of how a wildfire might behave under specific topographic conditions. GIS is also used to develop fire map books that are available for first responders, which contain route and address information to aid in the response to an emergency. Map books also display the locations of fire hydrants and other water sources so that firefighters can quickly identify them when suppressing a wildland or structure fire. Figure 19 illustrates both the business need and how an enterprise-wide GIS system can be used as a focal point for tying in a variety of spatial data sources. 69 San Diego County Fire Authority Master Plan

71 Figure 19 The Business Need Dispatch Mobile Data Computers Routing GIS Map Books Command Systems Pre-Plans SanMAPS Following the fires of 2003 & 2007, local governments within the County realized that a regional effort was necessary to capture fire-specific datasets that could be shared across jurisdictional boundaries. The locations of fire hydrants, standpipes, and other water sources that were once maintained and managed by individual agencies are now stored in a central data repository (called the Public Safety Regional Geodatabase), where all of the region s Federal, State, and Local fire agencies can access and use the information by way of hard-copy runbooks or by mobile mapping applications displayed on Mobile Data Computers installed on fire engines. The San Diego Multiple Agency Public Safety System (SanMAPS) application offers regional users a gateway for adding and editing fire-specific datasets. Firefighters in remote, backcountry fire stations simply access SanMAPS via the internet through a secured website, applying their knowledge of the community s resources to provide a more thorough view of the inventory of public safety specific information. Regional access to the Public Safety Regional Geodatabase ultimately strengthens a firefighter s ability to provide fire and life services to the communities they serve. In early 2012, a collaborative effort with the San Diego County Sheriff s Department was undertaken to enhance the SanMAPS application that would provide law enforcement officials with the tools to edit and view law enforcement activities within a common operating picture (see Figure 20). Law enforcement officers in the field with internet access now have the ability to view and add incident-specific data when responding to incidents, such as the locations of road closures, evacuation routes for moving populations, Reverse 911 Notification areas, or other San Diego County Fire Authority Master Plan 70

72 localized hazards or problems within a specific area. This allows for the immediate sharing of critical emergency intelligence to emergency management officials. An added benefit is that once the SanMAPS data has been approved for release, the information can be made immediately available to the public. All of the Emergency-specific data that is entered into SanMAPS is immediately fed to the SDCountyEmergency.com website, enabling County residents to view emergency incident information via web-based maps. SDCFA staff are working with County GIS staff and other regional resources to evaluate next generation improvements to mapping application technologies. Figure GIS Emergency Response Unit In 2008, SDCFA along with our regional partners recognized the need to acquire a fully outfitted GIS Emergency Response Unit, complete with computing workstations and printing devices in order to provide GIS mapping and operational support to Incident Commanders (IC) within an Incident Command Post. The GIS Unit is located at the County Operations Center. During an emergency it is important to be able to provide the right data immediately to the IC to form a common operating picture in order to deploy resources. The Emergency Response Unit has been dispatched to several fires since 2008 and has been a proven success in providing critical wildfire information to firefighters working a wildland fire. The Lessons Learned from those fires have presented a need to upgrade the current vehicle to meet today s response environment. As the NICS initiative matures, data and mapping products generated by the GIS unit will be made available and integrated to this system for broader consumption and corresponding decision processes. This is part of a long-term vision to enable better communication and response planning. Some of the mapping products that are generated during wildfires include: 71 San Diego County Fire Authority Master Plan

73 Briefing maps Incident Action Plan Maps for aviation operations Informational maps for the public Topographic maps Fire history Fuel/vegetation Predictive weather patterns and predominant winds Web-based mapping applications, to answer questions such as: o Where is the nearest Fire Station? o What are the Fire Hazard Severity Zones near me? San Diego County Fire Authority Master Plan 72

74 15.1 History 15. FINANCIAL PLAN Following the devastating wildfires of 2003, the Board of Supervisors has worked diligently and successfully to improve our region s fire fighting capabilities and response. Through a variety of actions and multiple funding sources, this County has devoted significant resources since 2003 to improve fire and emergency medical service (EMS) throughout the county. A key action occurred on September 20, 2005(1), when the Board of Supervisors allocated $5.0 million to a program to improve fire and EMS delivery to rural areas in the county. This action included initiating and completing fire protection contracts with CAL FIRE and local agencies in the most rural areas of the county. Contracts were negotiated with CAL FIRE; the Rural Fire Protection District (FPD); and the Mootamai, Pauma, and Yuima Municipal Water Districts (MWD) to provide additional staffing resources. Contracts were also negotiated with eleven volunteer fire companies to provide funding for operational expenses. The first contracts were to be implemented for three years; this was to become an ongoing action with funding allocated from the County General Fund. The contract with CAL FIRE included funding for the Amador Plan. The Amador Plan allows CAL FIRE to provide fire protection services on behalf of the County during the winter period, when state stations would otherwise be unstaffed (see Appendix F). As a result of the contract, CAL FIRE keeps many of their 18 stations staffed with emergency personnel around-the-clock 365 days per year. The County Amador component provides funding for between eight and ten of these CAL FIRE stations. Training support for volunteer fire companies was also to a part of the contracting process with CAL FIRE. One key element of the new program was funding for purchasing needed fire apparatus and equipment for fire agencies in the rural communities with special emphasis on upgrading the volunteer fire company apparatus. Since the original Board of Supervisors action in 2005, the apparatus purchase has consisted of Type II fire engines, water tenders, a light and air engine, and other command vehicles. Purchasing power has been maximized by leveraging funds from the County General Fund, Community Development Block Grant Funds (CDBG) and Indian Gaming Funds. The County holds the ownership title of all apparatus, and maintenance is provided by County Department of General Services. The second significant program funding increase of $3.5 million was authorized by the Board of Supervisors on June 21, 2006(2), which provided additional ongoing funding beginning with Fiscal Year This brought the total ongoing funding to $8.5 million. The action continued the enhancement of fire protection through contracts with additional fire protection districts including Valley Center, Deer Springs, and Pine Valley Fire Protection Districts. These contracts also provided funding for additional staffing through existing CAL FIRE Schedule A Agreements with each District. Replacement of fire apparatus was a continuing action, as necessary. The third funding enhancement occurred on June 25, 2008 (1) with the formation of the San Diego County Fire Authority. An additional $6 million was added to the program, bringing the 73 San Diego County Fire Authority Master Plan

75 total ongoing funding to $15.5 million. The new funding was used for additional program training and administrative resources, one additional CAL FIRE career staffed fire station, volunteer stipend payments, fire station improvements and grant matches. One-time funding has been provided for one-time expenses and bridge funding as follows: In Fiscal Year , the program was supplemented with one-time funding used to purchase apparatus and equipment. In Fiscal Year , $3.0 million in one-time funding was provided to improve fire stations and to purchase personal protection equipment (PPE) and other essential fire equipment. In 2010, the Board of Supervisors approved $5.0 million in one-time funding for training, PPE, station improvements and equipment following recommendations included in the Regional Fire Services Deployment Study conducted by Citygate Associates. In Fiscal Years and , one-time funding was provided for the purchase of fire apparatus and other increased costs Current Funding The level of supplemental funding provided to districts varies, but is generally provided for the following services: Within the San Diego Rural FPD, the County provides funding for two career firefighters per engine at four stations which, in combination with one assigned reserve or volunteer firefighter, brings their staffing level to three persons on duty 365 days per year. Yuima MWD receives supplemental funding for their Amador Agreement with CAL FIRE to staff the Rincon CAL FIRE Station during the winter period. Deer Springs FPD receives supplemental funding for one career firefighter per engine at two stations, bringing their staffing level to three persons on duty 365 days per year. Within the Pine Valley FPD the County provides funding for two career firefighters on one engine which, in combination with two assigned reserve or volunteer firefighters, brings their staffing level to four persons on duty 365 days per year. Through the Amador program, CAL FIRE currently receives supplemental funding to staff CAL FIRE stations in the winter period for year-round staffing at eight to ten stations. CAL FIRE also receives funding for training support for the SDCFA Volunteer Firefighter Program through the service contract. CAL FIRE receives funding to provide Emergency Medical Dispatch (EMD) services to existing agencies within the CAL FIRE emergency dispatch system. EMD requires that when a 911 medical emergency call is received by the dispatch agency, the dispatcher receiving the call must remain on the phone line until field personnel arrive at the scene and assume command. In addition to the above service contracts, existing contracts with volunteer companies providing service to the County Service Area 135 provide improved coordination, planning, training, equipment, and standardization of services. Funding for the volunteer fire companies is primarily provided for operating expenses, not staffing enhancements. Volunteer companies still retain their ability to raise funds and receive donations, as they have historically been able to do. San Diego County Fire Authority Master Plan 74

76 15.3 Budget Levels Since the formation of the Fire Authority in June 2008, the program has continued to evolve, requiring additional funding to offset unanticipated increased program costs. As an example, the higher apparatus fuel and maintenance costs are due to the success of the program. The availability of grant funding allowed the program to purchase needed apparatus, resulting in the current fleet of fire engines and water tenders. The figures below represent SDCFA funding from all sources. Figure 19 Funding Source Budget FY Budget FY Budget FY Budget FY Budget FY CAO Recommended FY On-Going Costs General Purpose $15,499,780 $14,866,726 $14,022,865 $15,493,830 $15,693,438 $16,706,019 Revenue (GPR) LUEG Fund - $1,916,000 * $3,315, Balance PSG Fund $1,800,959 $540,868 $750,000 Balance Sub Total $15,499,780 $16,782,726 $17,337,865 $17,294,789 $16,234,306 $17,456,019 One-time Expenditures County General - $3,050,000 $5,316,426 $22, Fund LUEG Fund $1,866, Balance PSG Fund $250,000 $2,457,000 $1,552,138 Balance TOTAL $17,365,780 $19,832,726 $22,654,291 $17,567,444 $18,691,306 $19,008,157 * In FY , $500,000 in one-time funding was also provided for the Dead, Dying and Diseased Tree Removal Program. $20 $16 Figure 20 Annual Program Budget by Funding Source Millions $12 $8 $4 $0 Budget FY Budget FY Budget FY Budget FY Budget FY Recommended FY PSG Fund Balance County General Fund LUEG Fund Balance General Purpose Revenue (GPR) 75 San Diego County Fire Authority Master Plan

77 15.4 Capital Expenses As identified in this Plan, the construction of new fire stations, station improvement projects and the procurement of new apparatus require significant capital investment. Absent additional funding, these needs will be either delayed or foregone. Based on a station needs assessment, several capital improvement projects have been identified but have no identified funding source. Included in this Plan is a request in one-time funding to fund $800,000 for the remodel of the Pine Valley Fire Station (see Section 11). The SDCFA maintains fire apparatus and equipment for use in the rural communities. As part of the apparatus procurement plan (see Section 10), the SDCFA strives to first reach and then sustain a minimum operating goal for apparatus. It is estimated that the total cost to procure new apparatus to reach the operating goal is approximately $10.5 million. Included in this Plan is a request in one-time funding to fund $800,000 for the acquisition of two fire apparatus (see Section 10) Evaluation of Current and Future Funding Level The SDCFA completed an initial needs assessment for apparatus, equipment contracts and programs. As a result of the program review and needs assessment, the current General Purpose Revenue base funding level ($16.7 million in the Fiscal Year CAO Recommended Operational Plan) would need to increase to $19.2 million by Fiscal Year in order to provide recommended fire service levels. This amount reflects annual cost increases for contracts with CAL FIRE, increases in equipment maintenance and support, and increases in operations and training needs. Additionally, this Master Plan proposes incremental improvements in services which, if approved, would increase the annual General Purpose Revenue requirement (see Figure 21). The largest of these improvements would be the funding of a third stipend volunteer firefighter per shift, per station; and the funding of significant improvements in Information Technology. Fiscal Year CAO Recommended Operational Plan Figure 21 Sustainment Funding Recommended Improvement Funding Recommended Total Funding for Fire Authority (Recommended) $16.7 million $750,000 $500,000 $17.95 million $750,000 $500,000 $19.20 million $19.20 million In addition, this Master Plan anticipates a continued limited infusion of one-time funds to make progress to complete the infrastructure, apparatus and equipment upgrade plans identified in this report. This Master Plan recommends one-time funds of $1.6 million in Fiscal Year and $1.6 million in Fiscal Year for this purpose. San Diego County Fire Authority Master Plan 76

78 16. VISION FOR THE FUTURE It is the vision of the San Diego County Fire Authority (SDCFA) to operate as a fully-integrated, combination fire authority with career and volunteer firefighters. SDCFA is committed to delivering the highest quality of service to the citizens of San Diego County within available funding. SDCFA is dedicated to maintaining the highest level of ethical standards in the pursuit of excellence Long -Term Strategies What will be the long-term organizational structure of the San Diego County Fire Authority? In order to provide further analysis on options for the long-term future of the SDCFA program, a report could be generated on three likely options: Create a new County Department; Remain a division within the Public Safety Group Executive Office; or Merge with an existing County department within the Public Safety Group Short -Term Strategies In continuing reorganization efforts, the Pine Valley and Rural Fire Protection Districts will be considering submitting an application to the Local Agency Formation Commission (LAFCO) to dissolve their fire districts. It will be important for the Fire Authority to work closely with the Districts to identify short-term obstacles to overcome, as well as long-term challenges that could arise after any dissolution. If dissolution of the Districts is initiated, the transition will require staff to develop plans and work with counterparts. To that end, there are several areas that must be discussed before the transition including, but not limited to: District Budgets Debt Services Fire Station maintenance and improvements Fire Apparatus maintenance history Fire Apparatus Replacement Plans Fire Prevention Services Administrative Services All of these as well as other items would be identified by LAFCO in order to complete the transition. SDCFA will continue to implement the strategic plan the Board of Supervisors support that improves public safety, promotes safe communities, and engages and prepares the citizenry to be more resilient to disasters and emergencies. 77 San Diego County Fire Authority Master Plan

79 17. IMPLEMENTATION STRATEGIES Over the course of the implementation of this five-year Master Plan, the following is an extensive, but not exhaustive, list of implementation strategies that will be employed: At the direction of the Fire Warden, negotiate and enter into cooperative agreement with fire agencies. Negotiate new revenue contracts with Fire Protection Districts for fire prevention services. Continue to work with the Department of General Services to prioritize and scope future fire station facility projects and implement capital projects as identified in the Fire Master Plan. Work with the Department of General Services to identify required building specifications and conduct site searches, including any necessary planning and entitlement services, for any new fire station facilities in the unincorporated areas of the county. Continue to ensure that cooperative agreements are mutually beneficial to the SDCFA, partners and the community. Work jointly on innovative strategies to recruit and retain new volunteers into the program. Develop mentoring programs to address anticipated succession planning needs. Continue to evaluate staffing needs at all levels. Conduct annual screenings, respiratory training and fit testing, as required. Seek grant funding for firefighter training, fire prevention services and the procurement of fire apparatus. Develop a Regional Fire Prevention Plan. Adopt the Consolidated Fire Code in Provide an expanded level of discretionary and ministerial project review into many of those areas currently served by other fire agencies. Extend the benefits of the one-stop-shop model to a broader customer base that could realize a cost and time savings. Maintain a high speed network among backcountry fire stations Provide and maintain Automated Vehicle Location for SDCFA apparatus and Mobile Data Computers for command vehicles. Complete reorganization efforts for the Hybrid Plan, Step III. San Diego County Fire Authority Master Plan 78

80 18. SUMMARY OF RECOMMENDATIONS & COSTS The following is a list of future funding needs by fiscal year that have been deemed essential to the stability of SDCFA. This is intended to be a management planning tool to be used by the policy makers to aid in future fiscal considerations. Fiscal Year Recommendation Estimated Cost Provide funding for program sustainment. $750,000 Appropriate funding to provide incremental improvements and $250,000 enhancements to the fire program. Add two staff years and appropriate funds to support the $250,000 SDCFA with administrative and logistical support needs. Request the Department of Human Resources to classify these positions at the appropriate level. Provide one-time funds for the procurement of two new fire $800,000 apparatus. Provide one-time funds for improvements to the Pine Valley $800,000 Fire Station Provide funding for program sustainment. $250,000 Provide funding for one additional stipend volunteer position $500,000 per shift per station. Provide funding for incremental improvements and $100,000 enhancements to the fire program. Add two staff years and funding to support the SDCFA with $400,000 administrative and logistical support needs. Provide one-time funding for fire station enhancements and $1,600,000 acquisition and maintenance of apparatus and equipment Provide funding for the creation of new Advisory Board to $6,000/year SDCFA. Provide funding to operate a medic assessment engine in the $450,000 communities of Pine Valley, Jamul, and Lake Morena Add two staff years to support the SDCFA with administrative $300,000 and logistical support needs. Provide funding for fire station improvements. $1,000, Add two staff years to support the SDCFA with administrative $300,000 and logistical support needs. Provide funding for additional fire apparatus and equipment. $1,000, San Diego County Fire Authority Master Plan

81 APPENDIXES Appendix A: Land Ownership Map Appendix B: Fire History Map 2013 Appendix C: Appendix D: Appendix E: Appendix F: Appendix G: CSA 135 Hybrid Plan Phasing Map SDCFA Operational Organization Chart SDCFA Standards of Cover Concept SDCFA/CAL FIRE Operating Plan Sample Scope of Work for Volunteer Fire Companies Appendix H: SDCFA Proposed Staffing (FY ) Appendix I: Appendix J: Appendix K: Appendix L: Appendix M: Appendix N: Appendix O: Appendix P: Appendix Q: Joining the Fire Service- A Training Guideline Defensible Space Brochure SDCFA Fire Apparatus Inventory SANDAG 2050 Regional Growth Forecast SDCFA Major Equipment Purchases SDCFA Capital Improvement Projects SDCFA Future Capital Improvement Projects Glossary of Terms Bibliography San Diego County Fire Master Plan

82 San Diego County Fire Master Plan

83 Ownership Map } ÿ ÿ } 76 ÿ } 76 } ÿ 76 } ÿ 5 ÿ } 76 } ÿ 79 ÿ } } ÿ 5 79 ÿ } 78 } ÿ 78 } ÿ } ÿ 5 79 } ÿ 79 } ÿ 67 ÿ } Other Jurisdictions 52 ÿ } Ownership City 52 ÿ } 163 ÿ 52} } ÿ ÿ } 125 County 8 } ÿ 67 } ÿ State 8 Federal Other Districts Indian Reservations Private Ownership } ÿ 5 75 ÿ } ÿ } 10 San Diego County Fire Master Plan ÿ } THIS MAP/DATA IS PROVIDED WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. Note: This product may contain information from the SANDAG Regional Information System which cannot be reproduced without the written permission of SANDAG. This product may contain information reproduced with permission granted by Rand McNally & Company to SanGIS. This map is copyrighted by Rand McNally & Company. It is unlawful to copy or reproduce all or any part thereof, whether for personal use or resale, without the prior, written permission of Rand McNally & Company. Copyright SanGIS All Rights Reserved. Full text of this legal notice can be found at: k:\fire_services\tasks\rs_map_series\pub_land_areas_2013.mxd 5 } 94 ÿ ÿ ÿ } 94 } Bureau of Land Management 0 78 } ÿ 67 } ÿ 5 Fire Agencies } ÿ ÿ } 67 ÿ } 5 San Diego County Land Ownership ÿ } } ÿ ÿ } 15 Map Updated June 22, ÿ } ÿ } 94 } ÿ 5 20 Miles 905 ÿ } } ÿ ÿ } 125 APPENDIX A

84 San Diego County Fire Master Plan

85 MATEO Margarita De MARGARITA Luz ROBLAR 2 San Onofre GAVILAN HORNO/AMMO Fire History Rainbow PECHANGA Fallbrook Live RICEOak ParkPala Bonsall Lilac RINCON Oak Grove LA JOLLA Fire History Fairbanks Ranch DEL DIOS IN T ER ST AT E Rancho Santa Fe Roads Lakeside Lakes E:\Fire_Services\tasks\RalphS_PP_request\fire_hist1996_2013.mxd Julian Cuyamaca Miles San Diego County Fire Master Plan Agua Caliente Springs VIEJAS HONEY MINE/OTAY Descanso Pine Valley 14 OTAY #322 Mount Laguna TROY Sweeney Pass Buckman Springs Boulder Oaks HORSE HARRIS Dulzura Tecate 0 PINES LAGUNA 100 Blossom Valley Glen Alpine Oaks Spring Valley Jamacha Jamul Sunnyside VALLECITO CEDAR Dehesa Bonita STEWART (VALLECITO) Scissors Crossing Ocotillo Wells BANNER Fernbrook Rivers THIS MAP/DATA IS PROVIDED WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. Note: This product may contain information from the SANDAG Regional Information System which cannot be reproduced without the written permission of SANDAG. This product may contain information reproduced with permission granted by Rand McNally & Company to SanGIS. This map is copyrighted by Rand McNally & Company. It is unlawful to copy or reproduce all or any part thereof, whether for personal use or resale, without the prior, written permission of Rand McNally & Company. Copyright SanGIS All Rights Reserved. Full text of this legal notice can be found at: Santa Ysabel Penasquitos Miramar WITCH Rancho Bernardo Ramona Mira Mesa Borrego Springs Ranchita San Felipe WILSON (VALLECITO) Mesa Grande Harmony Grove San Pasqual Del Dios HARMONY EAGLE MATAGUAY PARADISE SHEEP Warner Springs Valley Center Jesmond Dene Twin Oaks COYOTE CHIHUAHUA Palomar Mountain POOMACHA Pauma Valley Rincon Springs BORDER#50 Potrero BELL OLD Morena Village Boulevard Campo Bankhead Springs Tierra Del Sol Jacumba SHOCKEY ALL ACRES IN MEX APPENDIX B

86 San Diego County Fire Master Plan

87 Pauma MWD Mootmai MWD Yuima MWD Palomar Mtn. CSA Borrego Springs FPD Deer Springs FPD Revised Jul 2, 2013 Valley Center FPD Consolidation Phasing Proposal - SD County Fire Protection San Pasqual CSA Ramona MWD Julian-Cuyamaca FPD CSA135 Phasing Mt. Laguna CSA Step 1: 941,649ac - Volunteer Step 2: 136,818ac - Contract CSA Pine Valley FPD Rural FPD Step 3: 491,530ac - Contract FPD Other Jurisdictions Rural FPD Boulevard CSA THIS MAP/DATA IS PROVIDED WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. Note: This product may contain information from the SANDAG Regional Information System which cannot be reproduced without the written permission of SANDAG. This product may contain information reproduced with permission granted by Rand McNally & Company to SanGIS. This map is copyrighted by Rand McNally & Company. It is unlawful to copy or reproduce all or any part thereof, whether for personal use or resale, without the prior, written permission of Rand McNally & Company. Copyright SanGIS All Rights Reserved. Full text of this legal notice can be found at: /Fire_Services/tasks/RS_Map_Series/fire_agencies_phasing_2013.mxd San Diego County Fire Master Plan Campo CSA Miles APPENDIX C

88 San Diego County Fire Master Plan

89 San Diego County Fire Authority Fire Warden Integrated Combination Organizational Chart Fire Chief Deputy Fire Warden April 25, 2013 Deputy Chief OPS Deputy Chief Admin Division Chiefs Safety Officer Training Officer EMS Officer Battalion 1 Chiefs Battalion 2 Chiefs Battalion 3 Chiefs Battalion 4 Chiefs Battalion 5 Chiefs Battalion 6 Chiefs Battalion 7 Chiefs Battalion 8 Chiefs Battalion 9 Chiefs Cadres Station 10 Red Mountain Station 18 Crest Station 30 Dulzura Station 40 Campo Station 51 Cuyamaca Station 14 Miguel Station 70 Rincon Station 80 Ramona Station 95 Ocotillo Wells Station 15 Miller Station 24 Harbison Canyon Station 35 Dulzura Station 42 Lk Morena Station 50 Julian Station 15 De Oro Station 79 Palomar Mtn Station 81 Ramona Station 16 De Luz Station 19 Bostonia Station 31 Potrero Station 46 Campo Station 98 Shelter Valley Station 21 Mt. Helix Station 71 Valley Center Station 82 Ramona Station 18 De Luz Station 21 Flinn Springs Station 39 Potrero Station 41 White Star Station 52 Warner Springs Station 16 Spring Valley Station 72 Valley Center Station 66 Mt. Woodson All Career stations shaded GREEN All Volunteer stations shaded BLUE. Station 11 Deer Springs Station 20 MonteVista Station 32 Lyons Valley Station 47 Boulevard Station 58 Ranchita Station 22 Otay Mesa Station 73 Valley Center Station 93 San Pasqual Station 12 Deer Springs Station 23 Dehesa Station 36 Jamul Station 43 Jacumba Station 59 Sunshine Summit Station 77 Del Dios Station 85 Witch Creek Station 13 Deer Springs Station 25 Dehesa Station 37 Deerhorn Station 44 Pine Valley Station 87 Intermountain Station 49 Mt. Laguna Station 45 Descanso Volunteer Fire Chiefs may communicate directly to career battalion chiefs in each battalion. Other Volunteer personnel will communicate directly with career fire stations. CAL FIRE is an operational fire & EMS service provider for SDCFA. As such, CAL FIRE is the operational service manager for all other fire & EMS service providers. San Diego County Fire Master Plan Thom Porter DATE: Herman Reddick DATE: This organizational chart implements the assignment of one Career captain to each Volunteer fire station, to support the operational management and administrative needs of the Volunteer station. This relationship shall facilitate two-way communication between the Volunteer station and the Career station. Denotes coordination between Career & Volunteer Stations APPENDIX D

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91 San Diego County Fire Master Plan APPENDIX E 94 ÿ } 0 Tribal CALFIRE - Amador CALFIRE Fire Protection District Federal Miles 2 SDR Jamul 12 Minute Resonse SDR Deerhorn 12 Minute Response SDR DeerHorn-SDRJamul: 12 Min Overlap > > > > > Legend SPRING VALLEY ÿ } } ÿ > > SDR Bailey JAMACHA CALFIRE Monte Vista > Twelve Minute Response Time and Overlap for SDR Jamul #36 and SDR Deerhorn #77 > ÿ } 94 DULZURA > >Sycuan Tribal 63 SDR Jamul 36 JAMUL DEHESA SDR Dehesa 75 > > 94 } ÿ SDR Dulzura 78 CALFIRE Dulzura > SDR Deerhorn 77 CALFIRE Lyons Valley > This is an example of analysis for the Standard of Coverage process. > TH IS M AP/D ATA IS PR OV ID ED WITH OUT WAR R AN TY OF A N Y KIN D, EITH ER EXP RE SS OR IMPL IED, IN C LU D ING B UT N OT LIMITE D TO, TH E IM PL IE D WA RR A NTIES OF MER C HA N TAB ILITY AN D FITN ES S FOR A PAR TIC U LA R PU RP OSE. N ote : Th is p ro du ct ma y co n ta i n in for ma tio n fro m the SA ND AG Re gi o na l In fo rm atio n Syste m w h ich ca nn ot b e re p rod u ce d w ith ou t th e w ri tte n pe rmi ssi on o f S AN DA G. Th is p ro du ct ma y co n ta i n in fo rma tio n re p rod u ce d w ith pe rmi ssi on g ran ted by Ra n d Mc Na ll y & C o mp an y to Sa n GIS. Th is m ap is cop yri g hte d b y Ra n d M cn al ly & C o mp an y. It i s un la w ful to co py o r re pr od u ce al l or a n y pa rt the re of, w he the r for p e rso na l u se o r re sa le, wi tho ut the p rio r, w ri tte n pe rmi ssi on o f R an d McN a ll y & Co m pa ny. Co py rig h t S an GIS Al l R ig hts R e se rve d. Ful l tex t o f th i s le ga l n oti ce c an be fo u nd at: http ://w ww.sa ng is.o rg /Le ga l _N o ti ce.htm > USFS 46 Japatul

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93 COOPERATIVE FIRE OPERATING PLAN BETWEEN CAL FIRE AND THE SAN DIEGO COUNTY FIRE AUTHORITY TABLE OF CONTENTS AND INTRODUCTION EFFECTIVE JULY 1, JUNE 30, 2018 San Diego County Fire Master Plan APPENDIX F

94 CONTENTS INTRODUCTION ROLES AND RESPONSIBILITIES Region Chief Unit Chief Deputy Chief- Operations Deputy Chief- Local Governments Division Chief- North and South Divisions Field Battalion Chief Duty Chief CAL FIRE ADMINISTRATIVE TASKS CAL FIRE PO 199 Duty Statements Community Involvement Personnel and Overtime Management Schedule A Personnel Assignments Policies and Procedures Development Meetings Training and Safety Volunteer and Station Management: Volunteer Mentoring at Volunteer or Schedule A Stations Support and Logistics Fire Apparatus Fire Prevention and Other Services Defensible Space REPORTS Daily Monthly Annual OPERATIONS Incident Command Field Operations Oversight and Support Fire Suppression/Emergency Medical Services Response DISPATCHING EMERGENCY OPERATIONS CENTER Mutual Aid/Automatic Aid and Other Agreements Communications DISCLAIMER REVIEW AND RENEWAL OF THE OPERATING PLAN SIGNATURE ACCEPTING THE OPERATIONS PLAN San Diego County Fire Master Plan Appendix F

95 INTRODUCTION The San Diego County Fire Authority (SDCFA), through the County of San Diego, has had a Schedule A Agreement for Fire and Emergency Medical Services with CAL FIRE (the State) since A Schedule A Agreement provides for contracted fire services provided through full-time, paid firefighters. Under the agreement, the County of San Diego Board of Supervisors appointed the Unit Chief as the Chief of the SDCFA. The agreement utilized the CAL FIRE stations under Amador as the backbone of the SDCFA combination department, where career and volunteer firefighters provide a valuable service to the residents within CSA 135 and partner jurisdictions. This Operating Plan is part of the second five-year Schedule A Agreement between CAL FIRE and the County of San Diego. The Operating Plan is a supplementary document to the Schedule A Agreement between CAL FIRE and SDCFA. The Plan outlines expectations between the agencies that are not specifically identified within the Schedule A Agreement itself. The Operating Plan is intended to provide operational and administrative direction to CAL FIRE to perform their fire service duties. San Diego County Fire Master Plan Appendix F

96 San Diego County Fire Master Plan

97 EXHIBIT A STATEMENT OF WORK Contractor agrees to the following provisions and to provide the following services in exchange for compensation under this Agreement. TERMS AND DEFINITIONS: 1.SDCFA Approved Volunteer- a person who has been selected through the application and screening process to provide service to the communities of San Diego County through the San Diego County Fire Authority (SDCFA) volunteer program, and who has successfully completed a background and medical evaluation, and has attended a County orientation class. 2.County Approved Apparatus- a vehicle that has been approved for service by County Fleet. 3.Volunteer Fire Chief- an experienced SDCFA approved volunteer firefighter, appointed by the Volunteer Fire Company (after review and approval by the SDCFA), who has appropriate experience and training in accordance with the SDCFA training plan. THE CONTRACTOR SERVICES: 1. Maintain a volunteer fire company and comply with all applicable Federal, State and Local rules/regulations; this includes the annual filing with the Fire and Rescue Operational Area Coordinator per the Health and Safety Code section Implement an organizational structure that integrates the career and volunteer station leadership in accordance with the SDCFA Organizational Chart in effect during the term of this agreement. a. Maintain the one-to-one working relationship between the contractor volunteer station and the designated CAL FIRE career station to facilitate two-way communication. b. CAL FIRE is an operational fire and EMS provider for the SDCFA. As such, CAL FIRE is the operational service manager for all other fire and EMS providers. c. Volunteer Fire Chiefs may communicate directly to career Battalion Chiefs in each battalion. Other volunteer personnel should communicate through the captain at the designated career CAL FIRE station. 3. Provide fire and emergency medical services, following the State Incident Command System within County Service Area (CSA) 135 as dispatched. a. Respond using SDCFA approved vehicles (see item 9. under Station Manager Administrative Duties). b. Respond using SDCFA approved volunteers. c. Participate in the Mutual Aid System for responses outside CSA 135 through the Fire and Rescue Operational Area Coordinator. d. Follow the emergency directives of the Mutual Aid Zone Coordinator, SDCFA representatives (CAL FIRE), or other designated representatives when present. e. Cooperate with USFS, CAL FIRE and other fire agencies on all emergencies. 4. Conduct operations in accordance with the San Diego County Fire Authority (SDCFA) policies and procedures and maintain an open working relationship with the County Fire Warden or designee. Maintain an active volunteer firefighter roster of SDCFA approved volunteers. 5. Appoint a volunteer station manager to oversee the day-to-day station administrative needs. a. The volunteer station manager will be responsible to implement the administrative duties listed below (see next page) and to maintain a one-to-one working relationship between the volunteer station and the CAL FIRE Captain from the designated career station. b. An existing volunteer chief officer may serve as the volunteer station manager. To San Diego County Fire Master Plan APPENDIX G

98 ensure that a volunteer chief officer meets the training requirements, no additional volunteer chief officers shall be appointed without written approval of the SDCFA. 6. Coordinate the station annual plan and budget for fire and emergency medical service levels with SDCFA. a. Provide a draft budget, by January 30 (or as otherwise agreed to by SDCFA staff), for the following July 1 - June 30 term. b. Provide an updated Board of Directors roster every January 30, or within 30 days of appointment. 7. Ensure that an approved Injury and Illness Prevention Program (IIPP) is implemented for your station(s). Work with the assigned career captain to update the IIPP as needed. 8. Coordinate grant applications with SDCFA prior to submission. Any consideration to purchase apparatus or safety equipment shall be coordinated with SDCFA prior to application submittal. 9. Personal protective equipment purchased and issued by the SDCFA shall be used by Contractor. 10. Work with SDCFA as requested to improve Insurance Services Office ratings. 11. Contractor shall not provide fire and emergency medical services through agreements with others unless preapproved by the County Fire Warden or designee. 12. Send a representative (Fire Chief, volunteer station manager, Board member, or other fire personnel) to attend scheduled meetings in coordination with SDCFA administration. 13. Cooperate and assist with the implementation of the SDCFA Master Plan. 14. Comply with the County drug and alcohol policy. 15. Ensure that only full time peace officers carry weapons, and that no weapons are brought onsite (i.e. fire station, apparatus, County or State facility) by any other person. THE STATION MANAGER ADMINISTRATIVE DUTIES: 1. Serve as Contractor representative to implement the organizational structure that integrates the career and volunteer station leadership. 2. Facilitate two-way communication between the volunteer station and the career station captain. 3. Provide supervision and direction to volunteer firefighters in accordance with SDCFA policies and procedures. Ensure that volunteer firefighters are in full compliance with the SDCFA policies and procedures for personal protective equipment.. 4. Schedule and staff operations solely with SDCFA approved volunteers. a. Strive to maintain staffing on the assigned fire engine with a minimum of two volunteers. b. Ensure that daily staffing is reported to the Emergency Communications Center (ECC). c. Regularly review the volunteer firefighter roster. d. Recruit new volunteer firefighters in cooperation with the SDCFA and terminate inactive volunteers for non-participation on a quarterly basis. e. Ensure that new volunteers assigned to your station (by the SDCFA or CAL FIRE), are contacted within five days of assignment. f. Ensure that volunteers continue their training and education and receive mentoring by senior station volunteers in coordination with the career station captain. 5. Notify CAL FIRE ECC to be excluded from automatic dispatch in the event that the station has insufficient staffing to respond under the closest resource concept or to a mutual aid incident. The request may be of short-term or long-term duration. 6. Maintain and provide complete documentation of the following, coordinating with the career station captain if needed: a. Every incident (EMS, PSA, FIRE, etc.). i. Participate in the SDCFA electronic Emergency Medical Services (EMS) documentation program maintained by County EMS called iqcs once San Diego County Fire Master Plan APPENDIX G

99 implemented. ii. Participate in the SDCFA electronic incident reporting program maintained by CAL FIRE once implemented. b. Every injury to a volunteer (initiate Worker s Compensation paperwork). c. Every accident (initiate vehicle accident paperwork). 7. Follow the SDCFA policy on progressive discipline of SDCFA volunteers: a. Progressive discipline shall be administered by the station manager or volunteer chief in coordination with Career staff according to the SDCFA Administrative Policies and Procedures Manual. b. Discipline shall be administered at the lowest management level possible with the intent of correcting the unwanted behavior. 8. Administer the participation of volunteers in scheduled training in cooperation with the SDCFA designated training officer: a. Follow the established SDCFA training policies/plan. b. Ensure that the training requirements are maintained for firefighter and chief officer classification/ranking. c. Follow the established training calendar as posted on the Fire Manager Program. d. Ensure that regular communication occurs between volunteer station manager and assigned career captain regarding station training needs. e. Participate in station-to-station and all other training in coordination with the career station captain. f. Ensure that volunteer training is maintained and documented within the established record system (Target Solutions) within 5 days of completion or receiving the training certification. g. Ensure that the required volunteer certifications are documented within the established record system. h. Upon request, provide training records to the SDCFA representative. 9. Ensure the maintenance of SDCFA apparatus and equipment or approved privately owned vehicles, apparatus and equipment in accordance with established SDCFA policies and procedures. As requested, allow County Fleet staff, CAL FIRE staff or other SDCFA representatives to conduct safety inspections, reviews records or perform maintenance on all vehicles and equipment. 10. Ensure that only SDCFA approved privately owned volunteer apparatus and vehicles are used: Any vehicle/apparatus not approved for use by County Fleet, must be removed from the station premises unless clearly marked out of service, and shall not be used by SDCFA volunteers for emergency response. 11. Ensure that general housekeeping duties are conducted appropriately on a daily basis. San Diego County Fire Master Plan APPENDIX G

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101 Chief, Admin Services Fire Program Analyst III Fire Program Analyst II Fire Program Analyst III Accounting Technician San Diego County Fire Master Plan APPENDIX H Fire Prevention Officer II Fire Prevention Officer III Fire Codes Specialist Fire Services Coordinator Fire Prevention Officer II Fire Codes Specialist San Diego County Fire Authority Proposed Administrative Organization FY Fire Prevention Officer III Fire Prevention Officer II Fire Prevention Officer II GIS Analyst Dept Tech System Specialist Admin Secretary Director Assistant Director Fire Services Coordinator Senior Fire Services Specialist Fire Services Specialist HR Assistant Office Support Specialist Senior Fire Services Specialist Fire Services Specialist Dept HR Officer

102 San Diego County Fire Master Plan APPENDIX H Divison Position Description Requested Title Current Title Implementation Year FY FY FY FY FY Director of Fire Authority Group Program Director of Fire (Deputy Fire Warden) Manager FY14-15 R Executive Division Program Assistant Director Assistant Director Coordinator FY14-15 R Admin Secretary Admin Secretary II N/A FY15-16 N Admin/Finance Manager/Grants Chief, Admin. Services N/A FY13-14 N HR/VFF applications Departmental Human Resources Officer N/A FY16-17 Administrative/Finance Administrative Budget Fire Program Analyst III Analyst II FY13-14 R Administrative Contracts/Grants Fire Program Analyst III Analyst II FY13-14 R Benefit Fees/Audits Fire Program Analyst II N/A FY14-15 N Invoice Processing Accounting Technician N/A FY14-15 N Fire Prevention County Fire Marshal Fire Services Coordinator Fire Services Coordinator FY13-14 Risk Assessment/ Mitigation Fire Code Specialist Division DeputyFire Marshal Fire Prevention Officer III II FY13-14 R Plans Review/ Construction Invest. Div Deputy Fire R Marshal Fire Prevention Officer II Plans Examiner FY13-14 Vegetation Management Code Enforcement Assistant Fire Marshal Fire Prevention Officer III Officer II FY13-14 R Fire Behavior Analyst Fire Prevention Officer I / II N/A FY16-17 N Defensible Space Inspections Fire Prevention Officer I / II N/A FY17-18 Code Analysis/ Develop Coordinator Fire Prevention Officer I / II N/A FY17-18 Lakeside FPD Funding Fire Code Specialist II N/A FY13-14 N Tulie Wind Project Funding Fire Code Specialist II N/A FY14-15 N Support/Logistics Chief Fire Services Coordinator Fire Services Coordinator FY13-14 Facilities/ Equipment Senior Fire Services Fire Code Specialist Coordinator Specialist II FY13-14 R Senior Geographic Geographic Information R GIS Analyst Information Systems Analyst Systems Analyst FY15-16 Website Development Support Services Maintance contracts N HPWREN CAL FIRE Coord. Dept Tech System Specialist N/A FY13-14 Volunteer Coordinator Fire Services Specialist N/A FY15-16 N Apparatus/ Equipment Fire Services Specialist N/A FY15-16 N Volunteer Management Senior Fire Services Administrative Administrator Specialist Analyst III FY13-14 R Stipend/ Training/ Certifications/ Fire Manager/ Target Safety Human Resource Assistant Human Resource Assistant FY13-14 Contract Vol Admin Asst Office Support Specialist N/A FY15-16 N Key: Existing Positions Reclassification R - Reclassification 13 New N - New position N N N

103 Joining the Fire Service A guide to a successful career The Fire Service can be a very rewarding career where an individual will be given many chances to make a real difference in someone s life. What do I need to do to become a Firefighter? The answer is somewhat complex as different agencies have different priorities with different needs. All types of agencies are filled with professionals that are good at what they do and regardless of the variations; there can be a fair amount of crossover in skill sets. The key for you is finding the right fit. Whichever path you follow, it is generally preferred that you obtain an Emergency Medical Certificate (EMT). While not always required, it will open the most doors for you. General items that will help you get hired include: EMT Paramedic Certification (National Registry, State Certified, County Accredited) Fire Science classes (Community College) Experience (Obtained from reserve and volunteer programs) Firefighter 1 Academy or Wildland Fire Academy Getting hired consists of more than simply passing the required written and manipulative exams; it also includes displaying character traits such as a positive work ethic, pleasant work demeanor, professional conduct and appearance, the lack of a sense of entitlement, as well as other similar attributes which help to gain and keep the public's confidence and trust. The best candidate for hire has a balanced combination of education and experience. Education provides the introduction to a topic or skill, experience makes the education real, applicable, and a permanent part of your mental toolbox. Firefighters are expected to continue education throughout their career to stay current with new trends in Training, Tactics, and Strategy. The training program you are about to embark on provides both education and experience, and is not one of the easiest in the industry. You will be inundated with items that must be learned to keep you and your co-workers safe, while performing near the peak of your abilities. Once you have completed this program you will have increased confidence in your abilities, as well as those of your co-workers, that will give you a sense of pride in belonging to the Fire Service. BEHAVIOR AND CONDUCT Today the fire service is composed of men and women of various ages with different educational backgrounds, work experience, and physical abilities. No matter what your Page 1 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

104 Joining the Fire Service A guide to a successful career background or your previous level of training; you are now in a position to learn. As a Fire Service student, it is important to remember that while you may have been a decision-maker in your former career, you are now in a position to follow orders and instructions from other people, so an appropriate attitude is essential. As members of the Fire Service we expect our personnel to treat others with dignity and respect. Courtesy shall be accorded all officers, co-workers, and citizens. Chief Officers, Captains and staff are to be addressed by rank and last name or by rank only if last name is unknown. Civilians are to be addressed professionally, either using a proper title and their last name (i.e.: Ms., Mr., etc.) or ma'am, sir, etc. Discipline and accountability are key parts of training. Due to the hazardous nature of the profession, lives may depend on the ability to respond immediately. All trainees shall respond to supervisors' orders. Disrespect, insubordination, or any conduct unbecoming a member of the Fire Service will make it very difficult to get hired. PROFESSIONAL BEHAVIOR The Fire Service is a paramilitary organization that requires teamwork, discipline, and the ability to make decisions under pressure. If you do not like the idea of working under authority, selfdiscipline, or living with rules and regulations that restrict your personal freedom for the sake of public safety, you are in the wrong place. As a Fire Service trainee, you are expected to obey orders, exhibit exceptional personal hygiene, conform to rules and regulations, respect the chain of command, work well with your peers, have integrity, and occasionally perform repetitious menial tasks with excellence. At the same time you should demonstrate the ability to think on your feet, use sound independent judgment, be aggressive, and display common sense concerning safety for yourself and others. As a trainee, you have taken on a tremendous commitment that requires your constant attention. It is essential that you understand your responsibilities so that you can work to achieve the highest level of performance possible. To emphasize the high degree of public trust placed upon you by the citizens of this community, the professional behavior of the trainee will be evaluated throughout their training period. Any evidence of lying, cheating, or any type of dishonesty will result in a lack of ability to get hired in the industry. Professional behavior will be evaluated in terms of station duties, emergency work, training, personal traits, along with other characteristics. Any evidence of behavioral problems on the part of a Fire Service Trainee may result in a poor reference or recommendation for hire. Page 2 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

105 Joining the Fire Service A guide to a successful career The conduct of all Fire Service personnel shall be above reproach during all aspects of training, and throughout their careers. All members are responsible for regulating their conduct in a positive, respectful manner. Cooperation and teamwork shall be emphasized to provide the community with the highest level of customer service. This applies to your actions on- and off-duty during your entire career in the fire service. Compliance to grooming standards is another measure of a firefighter s professional attitude. Trainees may be inspected daily. At morning lineup, all personnel shall be attired in a clean work uniform in conformity with Fire Service Standards. SAFETY The firefighter's job is one of the most hazardous of all occupations. Trainee firefighters are trained to function in a safe and proficient manner that is consistent with the aggressive fire fighting nature of the Fire Service. Carelessness in any work routine drill or simulated emergency can result in serious injury or death. Therefore, safety violations will not be tolerated. Repeated failure to comply with safety policies, practices and procedures, and / or negligent acts, will result in difficulty in getting hired. Although outlined in safety manuals, a particular program or a specific procedure does not solely represent safe practices. Safety is integrated within our organizational culture. You must be assertive and advocate for safe practices. If you believe something is wrong, or you are uncomfortable, be prepared to speak up. Overconfidence, resignation, or impulsive behaviors are sure to cause task failure or harm. TEAMWORK Safety means working together as a team. Teamwork creates a synergy where a company of firefighters working together can accomplish the tasks needed to mitigate an emergency in a safe manner. Safe fire ground operations demand company integrity and teamwork at all times. While training, you will be evaluated as an individual and on your ability to operate effectively within a team. You must develop the ability to monitor the progress of your assigned task within the context of the overall objectives of a particular mission. Although many firefighting tasks are completed by an individual (i.e.: operating the chainsaw) they are usually done within a team assignment (i.e.: ventilation group). The work of one team may affect the work of another team. The interior team may need to delay their operation based on the expediency of vertical ventilation. Teamwork and cooperation determine the success or failure of any operation. As a means to develop this skill, fire trainees should work together at all times. Page 3 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

106 Joining the Fire Service A guide to a successful career The ability to communicate is a key element of an effective team member, as well as popular employment criteria. This can take many forms, including written verbal and non-verbal means. Good communication is best represented as a loop in which the sender transfers information, the receiver acknowledges receipt, and the sender then assures that the proper transfer has occurred. Be prepared to process complex situations and relay information as a clear concise package. As the receiver, be an active listener. Your understanding is often represented by your ability to paraphrase or add to the initial communication. The sender completes the process by confirming that the exchange is accurate and/or corrects any misunderstandings. Remember to listen and think before you speak. Each member also has an obligation to the team to stay both mentally and physically prepared for maximum job performance. When climbing stairs in a multi-story building, the company is only as fast as the slowest member. The success of vehicle extrication is predicated on each member s understanding of the strengths and weaknesses of vehicle construction. A firefighter who is mentally or physically deficient can slow down the entire company. DISTRACTIONS As a firefighter you are a problem solver. In our profession, much of our work is done in situations that are out-of-control. Therefore, firefighters must learn to control the things that they can (both professionally and personally). Make sure you have handled your personal dilemmas and distractions, as it is hard to be functional at work when you have a personal crisis hanging over your head. If you are experiencing difficulties, consider approaching an officer for assistance or guidance before the difficulty becomes more serious. In many cases, the officers can assist you, and if they cannot, there are tools available to assist you. Addressing a potential problem early is always the best approach. If you provide details about an underlying issue as an excuse for poor performance after the fact, it would look like you were avoiding responsibility, which is not acceptable. ADAPTABILITY / FLEXIBILITY Emergency operations are dynamic. Although the initial plan of action must be produced quickly, you will also be evaluated for your ongoing situational awareness and adaptability. Standard operating procedures serve as an operational foundation; however, you may need to alter them based on changing conditions. Observe the situation, orientate yourself within the environment, consider your decision as the best option for a plan of action, and then act. These actions will be evaluated by their impact. You may find the need to alter tactics or procedures, and this process continues until the problem is fixed. Each event is a learning experience, no matter how simple or mundane, take the time afterwards to conduct an honest assessment of your actions. Page 4 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

107 Joining the Fire Service A guide to a successful career Cutting a ventilation hole on a roof with a chainsaw is a simple example of this process. There are a number of variations in roofing materials and construction, using one technique or cutting speed on all roofs will not work. You must learn what an effective cut feels, sounds and looks like. You must learn to adjust your cutting methods for each type of roof. You may be able to do a cut quickly in one situation but are obligated to do it slower and more deliberately in another; the outcome is the same for both, but the techniques are altered based on the situation. RESPONSE TO INSTRUCTION/DIRECTION You are in this training program to learn; ask questions. There is a lot to learn and asking questions is one of the best tools for learning. Volunteer to try new things. Take initiative when you see things that need to be done. As a trainee, it is understood that mistakes will be made while you are learning new skills; this is part of the learning process. If you make a mistake, admit it, take responsibility for it, correct it, and move on to the next challenge. You are evaluated not only by your initial abilities, but also by your capacity to respond to correction and redirection appropriately. LEADERSHIP At times during the training program you will be expected to take a leadership role. Even as a Trainee, you should be able to demonstrate skills in coordinating resources and personnel. All firefighters are expected to be able to use logical and sound judgment to make decisions based on available information. VARIANCES IN EXPERIENCE AND TRAINING As you proceed through this training program you may be exposed to different methods of accomplishing work or doing skills. These variations become tools in your mental tool box. In the Fire Service there is not necessarily one way to do things so learn each of the variations you are exposed to as it will make a stronger, better skilled firefighter. ATTITUDE All of the items mentioned come down to a proper Attitude. A proper attitude is EVERYTHING. Agencies look for individuals with a good attitude toward learning in addition to a great work ethic. Page 5 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

108 Joining the Fire Service A guide to a successful career CAREER PATH Miramar College is now working with the Heartland Fire Training Authority, The San Diego County Fire Authority, CAL-FIRE and others to present a career path that offers both education and experience. While this is not the only method of entry many agencies have excellent reserve programs Miramar is working with the San Diego County Fire Authority on a plan to provide seamless training for everyone interested in the Fire Service. Regardless of the path you decide to take, this will make you a strong contender for a job over others that take a different path. The following pages show several semester plans, full time and part time, to help you plan your education. This is followed by sample resumes that approximate your completion benchmarks while gaining more education and experience. This guide is the result of a joint effort by Miramar College, the San Diego County Fire Authority, CAL-FIRE, and the Heartland Fire Training Authority. These agencies are working in collaboration to create a multi-agency approach to training, with more agencies joining on a consistent basis. As such, this is a living document which will be updated on a regular basis. If you desire more information on the Fire Service as a career, please contact these agencies or your local Fire Department for more information. Page 6 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

109 Joining the Fire Service A guide to a successful career FULL TIME INVESTMENT/SCHOOL 5 semesters Program information: Enroll at Miramar College FIPT Program: STEP 1 - Enroll in the following Miramar College FPIT courses: 1st Semester EMGM 105A EMT 6 units FIPT 101 Fire Protect Org (ICS 100/200/700/800) 3 units FIPT 110 Wildland (S-130, S-190, L-180) 3 units FIPT 150A Manipulative Skills (Structure) 1.5 units FIPT 306A CS Rescue Awareness (CSFM Cert).5 units FIPT 308B HAZMAT FRO (CSTI Cert) 1 unit Total 15 units STEP 2 after completion of semester apply to SDCFA Volunteer, Submit certifications STEP 3 Enroll in the following Miramar College FPIT courses, and begin SDCFA Volunteering. Get Involved in SDCFA Special Projects and assignments. 2nd Semester College Work experience (Units Vary) FIPT 102 Fire Prevention 3 units FIPT 103 Fire Equipment and Systems 3 units FIPT 104 Building Construction 3 units FIPT 105 Fire Behavior 3 units FIPT 107 Tactics and Strategy 3 units Total 15 Units STEP 4 Attend CSFM FF 1 Accredited Regional Fire Academy 3rd Semester FF1 Academy 9 units FIPT 109 Fireground Hydraulics 3 units Total 12 Units STEP 5 Take SDCFA DO required Courses. SDCFA Volunteer experience 4th Semester CSFM Driver Operator 1A 2 units CSFM Driver Operator 1B 2 units CSFM Command 1A 2 units CSFM Command 1B 2 units CSFM Command 1C 2 units Total 10 Units Page 7 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

110 Joining the Fire Service A guide to a successful career STEP 6 Interview to become a SDCFA DO. Continue SDCFA Volunteer program, gaining experience. Obtain the remaining CSFM Fire Officer classes. Stay Involved in SDCFA Special Projects and assignments. 5th Semester Complete General Ed. Classes to obtain an Associate s Degree CSFM Instructor 1A 2 units CSFM Instructor 1B 2 units CSFM Investigation 1A 2 units CSFM Management 1 2 units CSFM Fire Prevention 1 2 units ICS units Total 11 Units Page 8 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

111 Joining the Fire Service A guide to a successful career PART TIME INVESTMENT/SCHOOL Program information: Enroll at Miramar College FIPT Program: 9 semesters STEP 1 - Enroll in the following Miramar College FPIT courses: 1st Semester EMGM 105A EMT 6 units FIPT 101 Fire Protect Organ (ICS 100/200/7800/800) 3 units Total 9 units STEP 2 - Enroll in the following Miramar College FPIT courses: 2nd Semester FIPT 110 Wildland (S-130, S-190, L units FIPT 150A Manipulative Skills (Structure) 1.5 units FIPT 306A CS Rescue Awareness (CSFM).5 units FIPT 308B HAZMAT FRO (CSTI) 1 unit Total 6 units STEP 3 after completion of semester apply to SDCFA Volunteer, Submit certifications STEP 4 Enroll in the following Miramar College FPIT courses, and begin SDCFA Volunteering. Get Involved in SDCFA Special Projects and assignments. 3rd Semester College Work experience (Units Vary) Two of the remaining FIPT classes 3 units Remaining FIPT classes 3 units Total 7 units STEP 5 Enroll in the following Miramar College FPIT courses, and continue SDCFA Volunteering. Stay Involved in SDCFA Special Projects and assignments. 4th Semester Three of the remaining FIPT classes 3 units Remaining FIPT classes 3 units Remaining FIPT classes 3 units Total 9 Units STEP 6 Attend CSFM FF 1 Accredited Regional Fire Academy 5th Semester FF1 Academy 9 units Remaining FIPT classes 3 units Total 12 Units Page 9 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

112 Joining the Fire Service A guide to a successful career STEP 7 Take SDCFA DO required Courses. SDCFA Volunteer experience Stay Involved in SDCFA Special Projects and assignments. 6th Semester CSFM Driver Operator 1A 2 units CSFM Driver Operator 1B 2 units Total 4 Units STEP 8 Take SDCFA DO required Courses. SDCFA Volunteer experience 7th Semester CSFM Command 1A 2 units CSFM Command 1B 2 units CSFM Command 1C 2 units Total 6 Units STEP 9 Interview to become a SDCFA DO. Continue SDCFA Volunteer program, gaining experience. Obtain the remaining CSFM Fire Officer classes Stay Involved in SDCFA Special Projects and assignments. 8th Semester Complete General Ed. Classes to obtain an Associate s Degree Remaining CSFM Fire Officer classes 3 units Remaining CSFM Fire Officer classes 3 units Total 9 Units STEP 10 Interview to become a SDCFA DO. Continue SDCFA Volunteer program, gaining experience. Obtain the remaining CSFM Fire Officer classes Stay Involved in SDCFA Special Projects and assignments. 9th Semester Complete General Ed. Classes to obtain an Associate s Degree Three of the remaining CSFM Fire Officer classes 3 units Remaining CSFM Fire Officer classes 3 units Remaining CSFM Fire Officer classes 3 units Total 7 Units Page 10 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

113 Joining the Fire Service A guide to a successful career These are the current degree tracts through Miramar College MIRAMAR Community College FIPT Program May Fire Technology Degree or Certificate EMGM 105A Emergency Medical Tech FIPT 101 Fire Protection Organization FIPT 102 Fire Prevention Technology FIPT 103 Fire Protection Equipment and Systems FIPT 104 Building Construction for Fire Protection FIPT 105 Fire Behavior and Combustion FIPT 107 Fire Fighting Tactics and strategy FIPT 109 Fire Service Hydraulics FIPT 110 Wildland Fire Behavior FIPT 150A Introduction to Fire Suppression and Manipulative skills Ca. State Fire Marshal Fire Officers Courses May REVISED.PDF Fire Officers Certification Command 1A Fire Command 1B Command 1C Training Instructor 1A Training Instructor 1B Fire Investigation 1A Fire Management 1 Fire Prevention 1 ICS 300 Page 11 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

114 Other Classes and Self Study Joining the Fire Service A guide to a successful career ONLINE only IS-100.b IS-200.b IS-700.A IS-800.B I S S S S Blended course S Page 12 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

115 Sample Resume After 1 st year Joining the Fire Service A guide to a successful career EXPERIENCE 2013 SDCFA Volunteer Firefighter San Diego, CA EDUCATION Miramar College A.S. Degree (In Progress) Fire Protection Technology High School 2012 High School Diploma SPECIALIZED TRAINING EMT, SD Co. CPR/AED HAZMAT FRO Confined space Rescue Awareness CSFM Volunteer Firefighter IS-100.b IS-200.b NIMS IS-700.A NIMS IS-800.B NWCG I-100 NWCG S-110 NWCG S-190 NWCG S-130 PROJECTS, ORGINIZATIONS, CLUBS 1. Station 24 shift Scheduler 2. Assist in Training other volunteers Page 13 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

116 Sample Resume After 3 years EXPERIENCE SDCFA Volunteer 2013 Volunteer Firefighter Trainee 2014 Volunteer Firefighter, CSFM FF Volunteer Driver Operator San Diego, CA EDUCATION Miramar College A.S. Degree (In Progress) Fire Protection Technology Miramar College Fire Protection Technology Certificate High School 2012 High School Diploma SPECIALIZED TRAINING EMT, SD Co. CPR/AED HAZMAT FRO Confined space Rescue Awareness CSFM Volunteer Firefighter Water Point Tech. Spec. IS-100.b IS-200.b NIMS IS-700.A NIMS IS-800.B NWCG I-100 NWCG S-110 NWCG S-190 NWCG S-130 CSFM FF1 Heartland Academy #25 CSFM Driver Operator 1A CSFM Driver Operator 1B CSFM Command 1A CSFM Command 1B CSFM Command 1C ICS 300 PROJECTS, ORGINIZATIONS, CLUBS 1. Station 24 shift Scheduler 2. Assist in Training volunteers 3. Station 24, 2014 Boot Drive coordinator 4. Station 24 Station Manager Page 14 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

117 Appendix A Career Path Page 15 of 15 May 2013 San Diego County Fire Master Plan APPENDIX I

118 San Diego County Fire Master Plan

119 100 DEFENSIBLE SPACE MAKE YOUR HOME FIRE SAFE A Defensible Space of 100 feet around your home is required by law. It protects your home while providing a safe area for firefighters. Lean, Clean and Green Zone Lawn, weeds and other landscaping in the first 50 feet around your home should be mowed and properly maintained. Thinning and pruning the brush and trees in the first 50 feet around your home is critical. Clean all needles and leaves from your roof and gutters. Trim tree limbs at least 10 feet from chimneys, and remove dead branches hanging over your home or garage. The law requires a screen over your chimney outlet of not more than ½ inch mesh. Reduced Fuel Zone Create horizontal and vertical spacing between plants to improve your chance of stopping a wildfire before it destroys your home. Remove lower tree limbs to reduce the risk of a vertical fire ladder. Additional Tips 50 ft. Reduced Fuel Zone 50 ft. 50/50 Reduced Fuel Zone applies to residents within the unincorporated areas of San Diego County Use care when operating equipment such as lawnmowers. One small spark may start a fire; a string trimmer is much safer. Check with your local fire department for additional requirements. Visit Contact your local CAL FIRE office, fire department, or Fire Safe Council for tips and assistance. San Diego County Fire Master Plan APPENDIX J

120 100 DEFENSIBLE SPACE To reduce the danger to life and property from destructive brush fires, residents are asked to: Maintain effective Defensible Space by removing, modifying, or thinning highly ignitable shrubs, trees or plants and other flammable materials from areas within 100 horizontal feet of structures. In the unincorporated area, the 100 foot fuel modification zone is divided into two zones as follows: Zone one: Area within a 50 foot radius of any structure. Must be modified/ treated and planted with fire resistive plants. Zone two: Area between 50 to 100 feet from the structure. Native vegetation may remain, but it must be thinned by 50% when the parcel is compared to the natural wildland setting adjacent to it. All dead and dying vegetation must be removed. Grass and other vegetation less than 18 in height above the ground need not be removed when necessary to stabilize the soil and prevent erosion. Remove all dead wood from trees adjacent to or overhanging a building. Remove limbs from bottom 1/3 of tree, up to a maximum of 6 feet above the ground, and all limbs within 10 foot radius of the chimney stack opening; remove debris from under trees. Remove leaves, needles, or other dead vegetative growth from all roofs and gutters. Stack firewood 30 feet away from structures. Remove garbage, refuse, rubbish, trash, cuttings, fallen limbs, trimmings, or other easily ignitable waste material from property. Remove all combustible vegetation within 10 feet along both sides of roadways and driveways. Maintain a 13 foot 6 inch vertical clearance over all roads and driveways for emergency vehicles. Remove all items that would easily ignite such as trash or shrubs and trees within 10 feet of propane tanks. Display address at a location plainly visible to emergency vehicles on the street or roadway fronting your property. These are the minimum requirements. Your particular parcel may have additional requirements based on topography and native plant conditions. In addition, you may consider locating patio furniture away from structures, to avoid an ignition source. For more information visit: This document was prepared under a grant from FEMA s Grant Programs Directorate, U.S. Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of FEMA s Grant Programs Directorate or the U.S. Department of Homeland Security. Contact your local CAL FIRE office, fire department, or Fire Safe Council for tips and assistance. San Diego County Fire Master Plan APPENDIX J

121 San Diego County Fire Master Plan Appendix K

122 San Diego County Fire Master Plan

123 San Diego County Fire Master Plan APPENDIX K SDCFA - Apparatus Inventory (as of June 1, 2013) # Description Year Funding Source Cost 1 Type I Fire Engine Campo 2009 Indian Gaming Local Community Benefit Grant; General Fund $ 494, Type I Fire Engine Warner Springs 2010 American Recovery & Reinvestment Act of 2009 (via CDBG) $ 494, Type I Fire Engine Descanso 2011 Community Development Block Grant (CDBG) $ 494, Type I Fire Engine Rincon 2009 General Fund $ 494, Type I Fire Engine Dulzura 2011 Community Development Block Grant (CDBG) $ 494, Type I Fire Engine Potrero 2013 Community Development Block Grant (CDBG) $ 541, Type I Fire Engine Sunshine Summit 2013 Community Development Block Grant (CDBG) $ 541, Type I Fire Engine De Luz 2013 General Fund $ 541, Type I Fire Engine Intermountain 2003 Donated to County of San Diego $ - 10 Rescue Mt. Laguna 2006 Indian Gaming Local Community Benefit Grant $ 355, Rescue Light & Air Ramona 2006 General Fund $ 341, Rescue Light & Air Jamul 2012 General Fund $ 564, Type II Fire Engine Intermountain 2006 General Fund $ 364, Type II Fire Engine Reserve 2006 Indian Gaming Local Community Benefit Grant $ 364, Type II Fire Engine Sunshine Summit 2006 General Fund $ 364, Type II Fire Engine Boulevard 2006 Indian Gaming Local Community Benefit Grant $ 364, Type II Fire Engine De Luz 2006 General Fund $ 364, Type II Fire Engine Ranchita 2008 Community Development Block Grant (CDBG) $ 364, Type II Fire Engine Shelter Valley 2008 Community Development Block Grant (CDBG) $ 364, Type II Fire Engine Ocotillo Wells 2008 Community Development Block Grant (CDBG) $ 364, Type II Fire Engine Cuyamaca 2008 General Fund $ 364, Type II Fire Engine Jacumba 2008 Community Development Block Grant (CDBG) $ 364, Type II Fire Engine Lake Morena 2008 Community Development Block Grant (CDBG) $ 364, Type II Fire Engine Harbison Canyon 2008 General Fund $ 364, Type II Fire Engine Pine Valley 2008 General Fund $ 364, Type III Fire Engine Boulevard 2008 Donated to County of San Diego $ - 27 Support/Rescue Ocotillo Wells 2008 Donated to County of San Diego $ - 28 Support/Rescue Ocotillo Wells 2004 Donated to County of San Diego $ - 29 Type VI Patrol Ocotillo Wells 2011 Community Development Block Grant (CDBG) $ 148, Type II Water Tender Ocotillo Wells 2006 General Fund $ 128, Type II Water Tender Shelter Valley 2006 General Fund $ 128, Type II Water Tender Reserve 2006 General Fund $ 128, Type II Water Tender Reserve 2006 General Fund $ 128, Type II Water Tender Pine Valley 2006 General Fund $ 128, Type II Water Tender De Luz 2006 General Fund $ 128, Type II Water Tender Cuyamaca 2006 General Fund $ 128, Type II Water Tender Dulzura 2009 Community Development Block Grant (CDBG) $ 128, Type II Water Tender Potrero 2009 Community Development Block Grant (CDBG) $ 128, Type II Water Tender Sunshine Summit 2009 Community Development Block Grant (CDBG) $ 128, Type II Water Tender Harbison Canyon 2009 General Fund $ 128, Type II Water Tender Lakeside 2007 Indian Gaming Local Community Benefit Grant; General Fund $ 208, Type II Water Tender Intermountain 2010 Indian Gaming Local Community Benefit Grant; General Fund $ 208, Type II Water Tender Ranchita 2010 Community Development Block Grant (CDBG) $ 208, Type II Water Tender Lake Morena 2010 Community Development Block Grant (CDBG) $ 208, Type II Water Tender Jacumba 2010 American Recovery & Reinvestment Act of 2009 (via CDBG) $ 208, Type II Water Tender Warner Springs 2010 American Recovery & Reinvestment Act of 2009 (via CDBG) $ 208, Type II Water Tender Boulevard 2005 Donated to County of San Diego $ - 48 Type II Water Tender Ocotillo Wells 2013 Community Development Block Grant (CDBG) $ 311, Stakeside Truck COC 2012 General fund $ 7,000.00

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125 2050 REGIONAL GROWTH FORECAST San Diego Region POPULATION AND HOUSING 2008 to 2050 Change* Numeric Percent Total Population 3,131,552 3,535,000 3,870,000 4,163,688 4,384,867 1,253,315 40% Household Population 3,033,985 3,405,068 3,725,900 4,001,990 4,210,591 1,176,606 39% Group Quarters Population 97, , , , ,276 76,709 79% Civilian 58,533 76,336 90, , ,680 62, % Military 39,034 53,596 53,596 53,596 53,596 14,562 37% Total Housing Units 1,140,654 1,262,488 1,369,807 1,457,545 1,529, ,436 34% Single Family 692, , , , ,699 69,317 10% Multiple Family 405, , , , , ,809 81% Mobile Homes 43,249 40,679 38,642 36,607 34,559-8,690-20% Occupied Housing Units 1,074,896 1,200,966 1,309,474 1,396,517 1,467, ,130 36% Single Family 654, , , , ,697 79,068 12% Multiple Family 380, , , , , ,535 84% Mobile Homes 40,195 38,162 36,436 34,599 32,722-7,473-19% Vacancy Rate 5.8% 4.9% 4.4% 4.2% 4.1% % Single Family 5.5% 4.5% 4.1% 3.8% 3.7% % Multiple Family 6.2% 5.3% 4.8% 4.5% 4.4% % Mobile Homes 7.1% 6.2% 5.7% 5.5% 5.3% % Persons per Household % HOUSEHOLD INCOME (real 1999 dollars, adjusted for inflation) 2008 to 2050 Change* Numeric Percent Households by Income Category Less than $15, , ,767 91,717 82,310 75,909-40,676-35% $15,000-$29, , , , , ,713-40,942-24% $30,000-$44, , , , , ,365-10,161-6% $45,000-$59, , , , , ,025 23,978 16% $60,000-$74, , , , , ,050 39,387 31% $75,000-$99, , , , , ,432 96,309 72% $100,000-$124,999 78, , , , ,589 89, % $125,000-$149,999 41,169 64,548 84, , ,146 74, % $150,000-$199,999 37,262 62,057 86, , ,651 91, % $200,000 or more 39,048 43,005 64,560 86, ,146 68, % Total Households 1,074,896 1,200,966 1,309,474 1,396,517 1,467, ,130 36% Median Household Income Adjusted for inflation ($1999) $51,920 $58,739 $66,147 $72,206 $76,893 $24,973 48% *IMPORTANT INFORMATION ABOUT THIS FORECAST: This forecast was accepted by the SANDAG Board of Directors in February 2010 for distribution and use in planning and other studies. This forecast represents one possibility for future growth in the San Diego region. It is intended to represent a likely prediction of future growth, but it is not intended to be a prescription for growth. The 2050 Regional Growth Forecast represents a combination of economic and demographic projections, existing land use plans and policies, as well as potential land use plan changes that may occur in the region between 2030 and In general, growth between 2008 and 2030 is based on adopted land use plans and policies, and growth between 2030 and 2050 includes alternatives that may, in some cases, reach beyond existing adopted plans. Source: 2050 Regional Growth Forecast SANDAG San Diego County Fire Master Plan February 2010 Region Page 1 of 3 APPENDIX L

126 POPULATION BY AGE 2008 to 2050 Change* Numeric Percent Total Population 3,131,552 3,535,000 3,870,000 4,163,688 4,384,867 1,253,315 40% Under 5 234, , , , ,660 46,315 20% 5 to 9 204, , , , ,529 58,781 29% 10 to , , , , ,305 61,103 30% 15 to , , , , ,859 24,340 18% 18 to , , , , ,411 15,134 15% 20 to , , , , ,143 72,284 30% 25 to , , , , ,139 80,039 37% 30 to , , , , ,201 61,728 27% 35 to , , , , ,307 52,048 22% 40 to , , , , ,138 55,210 24% 45 to , , , , ,174 31,248 14% 50 to , , , , ,254 22,945 11% 55 to , , , , ,563 71,843 41% 60 to 61 62,890 87,250 85,706 81,540 99,299 36,409 58% 62 to 64 71, , , , ,311 57,586 80% 65 to 69 95, , , , ,678 94,567 99% 70 to 74 76, , , , , , % 75 to 79 67,615 85, , , ,516 99, % 80 to 84 56,782 57,034 98, , ,604 78, % 85 and over 59,138 70,365 83, , , , % Median Age % POPULATION BY RACE AND ETHNICITY 2008 to 2050 Change* Numeric Percent Total Population 3,131,552 3,535,000 3,870,000 4,163,688 4,384,867 1,253,315 40% Hispanic 934,521 1,198,032 1,430,829 1,669,265 1,881, , % Non-Hispanic 2,197,031 2,336,968 2,439,171 2,494,423 2,503, ,117 14% White 1,576,085 1,606,817 1,622,176 1,600,571 1,549,069-27,016-2% Black 164, , , , ,860 64,929 39% American Indian 16,218 17,464 17,438 16,866 15, % Asian 315, , , , , ,455 60% Hawaiian / Pacific Islander 14,615 18,245 20,658 22,908 24,517 9,902 68% Other 7,780 9,459 10,992 12,301 13,293 5,513 71% Two or More Races 102, , , , ,011 65,646 64% GROWTH TRENDS IN TOTAL POPULATION % Change in Population 14% 12% 10% 8% 6% 4% 2% 0% Region Region Source: 2050 Regional Growth Forecast SANDAG San Diego County Fire Master Plan February 2010 Region Page 2 of 3 APPENDIX L

127 EMPLOYMENT 2008 to 2050 Change* Numeric Percent Jobs 1,501,080 1,619,615 1,752,630 1,877,668 2,003, ,958 33% Civilian Jobs 1,411,811 1,515,346 1,648,361 1,773,399 1,898, ,958 34% Military Jobs 89, , , , ,269 15,000 17% LAND USE to 2050 Change* Numeric Percent Total Acres 2,727,197 2,727,197 2,727,197 2,727,197 2,727, % Developed Acres 1,873,133 1,931,538 2,004,029 2,075,197 2,120, ,523 13% Low Density Single Family 173, , , , , , % Single Family 136, , , , ,975 16,066 12% Multiple Family 16,474 18,518 20,000 21,252 22,115 5,641 34% Mobile Homes 6,131 5,925 5,724 5,590 5, % Other Residential 3,166 3,157 3,150 3,136 3, % Mixed Use 0 1,825 3,583 4,759 5,472 5, Industrial 27,574 28,715 30,182 31,523 33,238 5,665 21% Commercial/Services 44,476 44,739 45,128 45,294 45,982 1,506 3% Office 3,722 3,911 4,034 4,209 4, % Schools 12,391 12,829 13,213 13,538 13,882 1,492 12% Roads and Freeways 91,850 91,908 91,906 91,906 91, % Agricultural and Extractive 2 124, ,540 91,473 75,388 62,529-61,486-50% Parks and Military Use 1,233,162 1,233,618 1,234,296 1,234,473 1,234,758 1,596 0% Vacant Developable Acres 385, , , , , ,521-64% Low Density Single Family 348, , , , , ,933-62% Single Family 17,179 9,664 4,493 3,132 2,205-14,975-87% Multiple Family 2,587 1, ,560-99% Mixed Use 1, ,152-98% Industrial 7,058 5,865 4,448 3,176 1,905-5,153-73% Commercial/Services 4,524 3,752 2,788 2,041 1,108-3,416-76% Office % Schools 1,443 1, ,287-89% Parks and Other 1,662 1, ,483-89% Future Roads and Freeways 1,063 1,063 1,063 1,063 1, % Constrained Acres 468, , , , , % Employment Density % Residential Density % GROWTH TRENDS IN JOBS % Change in Jobs 14% 12% 10% 8% 6% 4% 2% 0% Region Source: 2050 Regional Growth Forecast SANDAG San Diego County Fire Master Plan Region Notes: 1 - Figures may not add to total due to independent rounding. 2 - This is not a forecast of agricultural land, because the 2050 Regional Growth Forecast does not account for land that may become agricultural in the future. Also, some types of development that occur on agricultural land, such as low density single family residential, may allow for the continuation of existing agricultural use. 3 - Civilian jobs per developed employment acre (industrial, retail, office, schools, and half of mixed use acres). 4 - Total housing units per developed residential acre (single family, multiple family, mobile home, other, and half of mixed use acres). February 2010 Region Page 3 of 3 APPENDIX L

128 San Diego County Fire Master Plan

129 San Diego County Fire Master Plan APPENDIX M SDCFA Major Equipment Purchases (as of June 1, 2013) Item Location Year of Purchase QTY Funding Source Unit Cost Total Cost SCOTT Self-Contained Breathing Apparatus (SCBA) Various General Fund $ 3, ,900 SCOTT SCBA Tanks Various General Fund $ 1, ,400 SCOTT SCBA Various Community Development Block Grant (CDBG) $ 3, ,600 SCOTT SCBA Tanks Various Community Development Block Grant (CDBG) $ 1,100 83,600 SCOTT SCBA Various Indian Gaming Local Community Benefit Grant $ 3,700 37,000 SCOTT SCBA Tanks Various Indian Gaming Local Community Benefit Grant $ 1,100 22,000 SCOTT SCBA Various State Homeland Security Grant $ 3,700 70,300 SCOTT SCBA Tanks Various State Homeland Security Grant $ 1,100 41,800 SCOTT SCBA Various Fire & EMS Grant $ 3,700 29,600 SCOTT SCBA Tanks Various Fire & EMS Grant $ 1,100 17,600 Structural PPE Various General Fund; Grant Funding $ 2,000 1,194,000 Wildland PPE Various Varied Grants and General Fund Dollars $ 1, ,000 Holmatro Extrication Equipment (set) Warner Springs American Recovery & Reinvestment Act of 2009 (via CDBG) $ 36,000 36,000 Holmatro Extrication Equipment (set) Various SAFE Grant $ 9,000 27,000 Holmatro Extrication Equipment (set) Ramona/Rincon Fire & EMS Grant $ 41,000 82,000 Hurst Extrication Equipment (set) Palomar Mountain Fire & EMS Grant $ 33,000 33,000 Hose Various General Fund; Grant Funding $ 11, ,000 Hose Various General Fund; Grant Funding $ 4,200 84,000 Hose Replacement Inventory General Fund - 80,000 Ice Machines Various Fire Stations General Fund $ 5,200 31,200 AED's All Fire Stations General Fund; Grant Funding $ 1,200 78,000 SCBA Fit Test Machines Various General Fund $ 15,000 75,000 Flow Test Machines Sunshine Summit/Lake Morena General Fund $ 10,000 20,000 LARRO Team Kits Various General Fund $ 6,110 42,770 SCBA Fill Station Warner Springs Community Development Block Grant (CDBG) $ 33,000 33,000 SCBA Fill Station Shelter Valley Fire & OES Trust Fund Grant $ 33,000 33,000 SCBA Fill Station Boulevard Donated to County of San Diego $ - - Porta Tanks All Fire Stations General Fund; Grant Funding $ 2,100 46,200 Swiftwater Team Kit CAL FIRE Service Center General Fund $ 30,551 30,551 Kenwood VHF Mobile Radios Various General Fund; Grant Funding $ 1, ,800 Bendix King VHF Portable Radios Various General Fund; Grant Funding $ 1, ,600 Motorola 800 Mhz Radios (5000 Series) Various General Fund; Grant Funding $ 4, ,900 Motorola 800 Mhz Radios (2500 Series) Various General Fund; Grant Funding $ 2, ,300 EF Johnson 800 Mhz Portable Radios Various State Homeland Security Grant $ 2, ,000 Standard Type I Fire Engine Equipment All Fire Stations General Fund; Grant Funding $ 17, ,392 Standard Type II Fire Engine Equipment All Fire Stations General Fund; Grant Funding $ 13, ,354 Standard Water Tender Equipment All Fire Stations General Fund; Grant Funding $ 6, ,389

130 San Diego County Fire Master Plan

131 San Diego County Fire Master Plan APPENDIX N Status Completed Projects In-Process Future Projects SDCFA Capital Improvement Projects Project Location Project Description Year of Project Total Cost (est.) Funding Source Ocotillo Wells New Electrical System, New modular for housing, septic, water system, infrastructure $ 254,000 One-Time Funding Boulevard New Electrical System, New modular for training, septic, water system, infrastructure $ 231,000 Fire Mitigation Funds/CSA Funds Campo Station addition and interior remodel, new electrical system, and water upgrade 2010 $ 318,000 Fire Mitigation Funds/CSA Funds Campo Additional Station Improvements $ 85,000 One-Time Funding Sunshine Summit Station addition and interior remodel, new electrical system, and water upgrade 2011 $ 491,000 One-Time Funding De Luz Station addition and interior remodel, new electrical system, and water upgrade $ 763,000 One-Time Funding Shelter Valley Station addition and interior remodel, new electrical system, and water upgrade 2012 $ 685,000 One-Time Funding Ranchita Station addition and interior remodel, new electrical system, and water upgrade $ 880,000 One-Time Funding Ocotillo Wells Con Vault Purchase and Install $ 80,000 One-Time Funding Sunshine Summit Generator Purchase and Installation 2012 $ 58,365 Community Development Block Grant De Luz Generator Purchase and Installation 2012 $ 58,365 Fire & EMS Grant Boulevard New apparatus bay doors 2012 $ 15,000 Community Development Block Grant Campo Generator Purchase and Installation 2012 $ 58,365 Community Development Block Grant SDR Deerhorn Station addition and interior remodel, new electrical system, and water upgrade $ 150,000 One-Time Funding SDR Lake Morena Station addition and interior remodel, new electrical system, and water upgrade $ 178,000 One-Time Funding Descanso Purchase of County Road Station for Fire Facility 2012 $ 348,000 One-Time Funding SDR Potrero Station addition and interior remodel, new electrical system, and water upgrade 2012 $ 145,000 One-Time Funding SDR Dulzura Station addition and interior remodel, new electrical system, and water upgrade 2012 $ 140,000 One-Time Funding Boulevard Purchase of 18 acre parcel for newel station construction $ 290,000 One-Time Funding Deer Springs Apparatus bay remodel $ 120,000 One-Time Funding Mt Laguna New Water Tanks/System $ 60,000 One-Time Funding Mt Laguna Station Addition, Remodel $ 820,000 One-Time Funding Boulevard New Fire Station $ 3,500,000 Fire Safety Trust Fund Pine Valley Station remodel est $ 800,000 Fire Safety Trust Fund Pine Valley Regional training facility est $ 400,000 Fire Safety Trust Fund Estimated Total Project Cost $ 10,928,095

132 San Diego County Fire Master Plan

133 San Diego County Fire Master Plan APPENDIX O SDCFA Future Capital Improvement Projects (Funding Source TBD) Project Location Estimated Total Funding Needed $ 7,508,000 Project Description Estimated Cost Descanso Station Station and apparatus bay improvements $ 918,000 Palomar Mountain Potential land acquisition and construction of new fire station facility $ 1,500,000 Jacumba New parcel acquisition with new long-term station facility $ 2,000,000 Potrero Rebuild of station on existing parcel for long-term facility $ 1,700,000 Sunshine Summit Addition of a new apparatus bay to house reserve apparatus $ 300,000 Intermountain Addition of a new apparatus bay to house reserve apparatus $ 300,000 San Pasqual Station remodel & addition of apparatus bay $ 400,000 Warner Springs Addition of detached apparatus bay, storage room at exisitng CAL FIRE Station $ 390,000

134 San Diego County Fire Master Plan

135 Apparatus - a group or combination of instruments, machinery, tools, materials, etc., having a particular function or intended for a specific use. Advanced Situational Awareness for Public-safety Network (ASAP-Net) - Provide data connectivity to the rural fire facilities throughout San Diego County. Advanced Life Support (ALS) Medical care provided by paramedics. This includes the administering of medications, defibrillation and providing advanced airway management prior to transportation to the hospital. Automated Vehicle Locator (AVL) - A computerized mapping system used to track the location of vehicles. AVL provides up-to-date location information for emergency vehicles, delivery trucks, freight trucks, service vehicles etc. Computer-Aided Dispatch (CAD) - A dispatching method or process in which a computer and its associated terminal(s) are used to provide relative dispatch data to 1 st Responders. CAL FIRE - The California Department of Forestry and Fire Protection, a state agency. Capital Improvement Program (CIP) - A plan, adopted by a city or county, which schedules physical improvements, usually for a minimum of five years in the future, to fit the projected fiscal capability of the jurisdiction. Career firefighter A person that receives a salary for providing fire protection services to a community. Emergency Medical Services (EMS) a type of emergency service dedicated to providing outof-hospital acute medical care, transport to definitive care, and other medical transport to patients with illnesses and injuries which prevent the patient from transporting themselves. Engine Company - Based on either an engine or a pumper. This company has the primary responsibility of supplying water to a scene, to locate and confine the fire, and extinguish the fire. Fire Authority Having Jurisdiction (FAHJ) A fire agency or official responsible for enforcing the requirements of a fire code or standard or a procedure. Fire Captain - A supervisor of a fire crew. One Fire Captain is normally on duty at each fire station. Fire Captains are also used for certain support functions such as training, fire prevention, dispatching and maintenance. Fire Suppression - The activities involved in controlling and extinguishing fires. First Responder - The initial individual or medical team to provide emergency care at an emergency scene. San Diego County Fire Master Plan APPENDIX P

136 Immediately Dangerous to Life and Health (IDLH) An environment that poses a threat of exposure to airborne contaminants when that exposure is likely to cause death or immediate or delayed permanent adverse health effects or prevent escape from such an environment. Incident Commander The officer at the top of the incident chain of command and is in overall charge of the incident. The IC is ultimately responsible for everything that takes place at the emergency scene. Insurance Services Office (ISO) - The Insurance Service Office (ISO) is a national, independent fire protection-rating firm. The ISO collects information on municipal fireprotection efforts in communities throughout the United States. In each of those communities, ISO analyzes the relevant data using our Fire Suppression Rating Schedule (FSRS). They then assign a Public Protection Classification from 1 to 10. Class 1 represents exemplary public protection, and Class 10 indicates that the area's fire-suppression program does not meet ISO's minimum criteria. Level of Service - A standard used to measure the quality or effectiveness of a service or the performance of a facility. Helmets Used by 1 st Responders for an emergency. They are color coded, so that the wearer can be quickly identified at a fire scene. The following color codes are used: Helmet Color Coding Yellow: Firefighter/Paramedic Red: White: Captain Chief (Battalion) Blue: EMT/Paramedic Mobile Data Computer (MDC) - A vehicle-mounted computer which incorporates multiple features including two way messaging, electronic dispatching, vehicle monitoring, and GPSbased vehicle tracking (AVL and mobile mapping). San Diego County Fire Master Plan APPENDIX P

137 National Fire Protection Association (NFPA) - The NFPA develops standards on firefighter protective clothing, fire apparatus and equipment, and staffing levels and response time. These standards are advisory, but adopted by fire equipment manufacturers and widely recognized as THE fire service standards in the United States. Next Generation Incident Command System (NICS) - In a partnership with members of the California emergency-response community, MIT Lincoln Laboratory has leveraged its expertise in sensors and architectures to design and implement the Next Generation Incident Command System (NICS), a prototype integrated-sensing and command-and-control system software. NICS is based on net-centric and service-oriented paradigms and combines sensors with communications and visualization technologies to enable robust collaboration and coordination among the highly fragmented disaster response entities. NICS enhances the quality and accessibility of sensor data; integrates location data for resources, vehicles and personnel; and provides collaboration and communication capabilities across all echelons of responders. Occupational Safety and Health Administration (OSHA) - In 1998, the Division of Occupational Safety and Health Administration (OSHA) amended Title 8, Section 5144 of the California Code of Regulations. Several amendments specifically relate to firefighters engaged in interior firefighting. Employers are now required to adopt operational procedures that provide a team of at least two firefighters. Rescue Company - Is the search and rescue of victims in an incident such as a fire or road collision. This company has more equipment on its vehicles than a Truck or Engine Company. Rip and Run Printers (R&RP) - Rip and Run Printing is a small radio receiver that prints dispatch information on a small sheet of paper to assist in reducing the out the door reflex time to the first responding crews. Response Time - The interval between the time that the dispatch agency makes its first contact with the call unit the responding vehicle arrives on scene at the address or incident location. Squad - A hybrid company consisting of an apparatus equipped with supplies necessary to perform some levels of rescue operations as well as engine and truck company operations. Unincorporated areas of San Diego County All areas of the county that are outside of the 18 cities and federal reservations. San Diego County Fire Master Plan APPENDIX P

138 Vehicle Types: Below are definitions of the vehicles used by County Fire Authority. Type 1 Fire Engine: A Triple Combination Pumper used mainly for structural fire suppression. This apparatus has a 1500 GPM pump, carries 500 gallons of water, a ladder and hose complement meeting NFPA and ISO standards. It also has a heavy stream appliance (1000 GPM) Type 2 Fire Engine: A Triple Combination Pumper used mainly for structural fire suppression. This apparatus has a 1000 GPM pump, 500 gallons of water, a ladder and hose complement meeting NFPA and ISO standards. Type 3 Fire Engine: A Pumper used mainly for wild-land fire suppression. This apparatus has a 500 GPM pump, 500 gallons of water, some ladders, some hose. Type 6 Fire Engine: A Pumper used mainly off road/desert areas for fire suppression. The apparatus has a 120 GPM pump, 300 gallons of water, some hose. Type 1 Water Tender: A Water Tender that carries 3000 gallons of water, has a 1500 GPM pump Type 2 Water Tender-Existing: A Water Tender that carries 1000 gallons of water, has a 350 GPM pump Type 2 Water Tender-New: A Water Tender that carries 1000 gallons of water, has a GPM pump Squad: A smaller fire apparatus that carries a variety of equipment to support on fires and other emergencies. Utility Vehicle: Any type vehicle used by personnel for support, inspections. Can be a PU truck, sedan, SUV. Staff Vehicle: Any type of vehicle used by staff personnel for daily use, response to emergencies. Can be a PU, sedan, SUV. Rescue Unit: A support vehicle that carries normal and specialized rescue equipment. Can carry other support equipment Light and Air: A support unit that carries an air compressor, cascade system, breathing apparatus, and illumination equipment. Can carry other support equipment. Stake Side: A heavy duty support vehicle with a lift gate for transporting equipment, supplies, and goods. GIS Trailer: A trailer/van/rv that has a plotter, mapping components, computers for incident support. Pump Trailer: A specialized water pump trailer used to provide pump testing of apparatus. Volunteer Firefighter A person that provides services to an entity and does not receive any compensation that is reportable to the IRS. San Diego County Fire Master Plan APPENDIX P

139 Butte County Volunteer Firefighter Standard Operating Procedures, 2012 California State Firefighters Association (CSFA) Volunteer Committee, 2013 California Department of Forestry and Fire Protection (CAL FIRE), website Citygate Associates, Regional Fire Services Deployment Study, 2010 and 2012 City of Olympia Fire Department Fire Master Plan, 2004 City of Modesto Fire and Life Safety Master Plan, 1990 County of San Diego, General Management System (GMS), 2013 County of San Diego, Health & Human Services Agency, Living Safe Strategy County of San Diego, General Plan 2020 (GP2020) County of San Diego, Multi-hazard Mitigation Plan, 2011 County of San Diego Adoptive Ordinance Building, Electrical, Plumbing, Mechanical & Fire Dictionary.com, website LAFCO Reports on Fire Services in San Diego County, 2003 and 2005 National Fire Protection Association (NFPA) 1720, and website National Fire Codes (NFC) Occupational Safety & Health Administration (OSHA), website Office of the State Fire Marshal, website SANDAG, Website San Diego County, Countywide Fire Study Report, 1973 San Diego County, Department of Public Works, Public Road Standards San Diego County, Fire and Life Safety Reorganization Report, 2008 U.S. Fire Administration (USFA), website Wildfire Zone, website San Diego County Fire Master Plan APPENDIX Q

140 San Diego County Fire Master Plan