RODEO-HERCULES FIRE PROTECTION DISTRICT
1680 REFUGIO VALLEY ROAD, HERCULES, CALIFORNIA 94547
(510) 799-4561 FAX: (510) 799-0395
SPECIAL BOARD MEETING AGENDA
DECEMBER 13, 2023
6:00 p.m.
MEETING LOCATION:
City of Hercules
City Hall
111 Civic Drive
Hercules, CA 94547
To access meeting remotely:
Please click on the link below to join the webinar by Zoom:
https://us02web.zoom.us/j/86941244168?pwd=ODZRbWU2UGEvMVUvc3dyQ1ZDc3pTUT09
Or by phone: 1-669-900-9128
Webinar ID: 869 4124 4168
Passcode: 124739
The Rodeo Hercules Fire Protection District (“District”), in complying with the Americans with Disabilities Act (“ADA”), requests individuals who require special accommodations to access, attend, and/or participate in District Board meetings due to a disability, to please contact the District Chief’s office at (510) 799-4561, at least one business day before the scheduled District Board meeting to ensure that the District may assist you.
1. CALL TO ORDER/ROLL CALL
2. PLEDGE OF ALLEGIANCE
3. STRATEGIC PLAN WORKSHOP
A. RHFD SUSTAINABILITY OPTIONS (ACTION), DESPAIN, 90 MINUTES
B. FINALIZE STRATEGIC PLAN AND BUSINESS PLAN BROCHURES FOR DISTRIBUTION (ACTION), BOWMAN AND MIKEL, 30 MINUTES
4. ADJOURNMENT
Agendas are posted in accordance with Government Code §54954.2(a) or §54956. Agendas and documents can be viewed by accessing the District website at www.rhfd.org. Posted on: December 7, 2023.
RODEO-HERCULES FIRE DISTRICT SUSTAINABILITY OPTIONS
DECEMBER 13, 2023
Micheal Despain M.A., EFO, CFO, MIFireE
SCOPE OF PROJECT ¡Analyze current organizational systems and programs for any gaps¡2022 Management/Administration Assessment¡2022-2027 Strategic Plan¡Analyze all reasonable proposed partners and provide pros and cons¡Provide recommendations for consistent and reliable methods of generating revenue¡Provide additional services as needed and directed by the Board ANALYZE CURRENT ORGANIZATIONAL SYSTEMS AND PROGRAMS FOR ANY GAPS¡2022 Management/Administration Assessment¡Strategic Recommendation 1 –Decide on an option for Executive Staff and Admin Support for the RHFD. Implement strategies to realistically support administrative and human resources processes that are in alignment with District capacity. ¡Strategic Recommendation 2 –Decide on an option to support investment in recruitment, retention, training, professional development, succession, health and safety, and behavioral wellness of personnel.¡Strategic Recommendation 3 –Enhance regional service delivery opportunities.¡Specific Recommendation 4 –Provide professional training to the Board of Directors on the roles and responsibilities of Board Members, staff, improving teamwork and effective governance.¡Specific Recommendation 5 –Hire a consultant that specializes in assisting elected Board and Officials Development strategies for effective governance, teamwork, professional standardsand establishing roles and responsibilities of elected officials and staff.¡Specific Recommendation 6 –Provide training to the Fire Chief and other Executive staff to increase administrative skills and abilities.
ANALYZE CURRENT ORGANIZATIONAL SYSTEMS AND PROGRAMS FOR ANY GAPS ¡The Ad Hoc Committee has not had adequate time to review all the information in this presentation, especially somelast-minute financial updates. The Ad Hoc committee is planning a followupmeetingonJanuary31st, 2024, toansweranyquestionswecan’t answer tonight as well as provide on opportunity to research any additional options the board wishes to consider.
Option 1 –Current StatusOption 2 –Recommendations to Maintain Sustainable Local ControlOption 3 -Outsource Services What are the current gaps in service?What service gaps can be closed?What service gaps are acceptable?What services need to lessened or discontinued?What are the impacts to the community? (WIFM) Preserve services (types of services and levels)Remain sustainableCost increases or savings Which agencies or entities?What services?What level of performance measurement?What are the impacts to the community? (WIFM) CURRENT ORGANIZATIONAL SYSTEMS AND PROGRAMS¡Administrative Services –¡No data/GIS support -Solved¡No State Mandated Inspection Reporting –In progress¡Missing contracts with service provider -In progress¡Finance –¡No capacity to write or administer grants –In progress¡Single Point of Failure for Payroll –SEE RECOMMENDATIONS¡Battalion 7 contract with ConFire -SEE RECOMMENDATIONS¡Fire prevention program¡Implemented a contract for life safety inspections –In Progress¡Confirmed proposed benchmark performance standards for inspection program –SEE RECOMMENDATIONS¡Refining the weed abatement program to be more proactive -SEE RECOMMENDATIONS¡Cost Recovery program -SEE RECOMMENDATIONS
OCCUPANCY ASSESSMENT
VEHICLE ASSESSMENTStatus Apparatus Vehicle
Year
Actual
Mileage
Total
Points Condition Rating
In Service Engine 75 (759) 2020 18,026 10 Excellent
In Service Quint 76 2020 14,964 9 Excellent
Backup Engine 75A (756) 2014 66,000 24 Plan For Replacement/Reserve Status Backup Quint 76A (769) 2006 107,703 39 Decommission
Cross Staff Engine 375 (758) 2008 17,500 21 Plan For Replacement/Reserve Status Cross Staff Engine 376 (768) 2006 24,697 22 Plan For Replacement/Reserve Status Staff 7500 (752) 2017 49,816 13.5 Excellent
Staff 7501 2017 68,000 20 Good
Staff 7501 Replacement 2023 1,000 0 Excellent
Staff S2 (Expedition 751) 2005 173,295 34.5 Plan For Replacement/Reserve Status Staff S3 (Escape) 2007 33,588 22 Plan For Replacement/Reserve Status Staff PU76 (760) 2005 56,406 24.5 Reserve Status
Plan For Replacement/Reserve Status
Reserve Status
0-14 Points Condition 1
15 to 20 Points Condition 2 Good
Excellent
Condition 535+ Points
Point Ranges Condition Rating Condition Description
27 to 34 Points Condition 4
21 to 26 Points Condition 3
Decommission
DATA ASSESSMENT
1. Percentage of time Turnout time for fire/rescue calls were within 1 minuteand 50 seconds. a. 2022 = 48.96%2. Percentage of time Turnout time for EMS calls were within 1 minuteand 30 seconds. a. 2022= 37.26% 3. Percentage of time total response time for the first suppression unit on fires/rescues were within 8 minutes in the urban areas. a. 2022 = 52.25% 4. Percentage of total response time for EMS calls within 7 minutes and 40 seconds a. 2022 = (RHFD w/AMR) = 53.14%
RESPONSE TIME PERFORMANCE GAPS
0 5
10 15
20 25
0:00 :0 00:00 :1 00:00 :2 00:00 :3 00:00 :4 00:00 :5 00:01 :0 00:01 :1 00:01 :2 00:01 :3 00:01 :4 00:01 :5 00:02 :0 00:02 :1 00:02 :2 00:02 :3 00:02 :4 00:02 :5 00:03 :0 00:03 :1 00:03 :2 00:03 :3 00:03 :4 00:03 :5 00:04 :0 00:04 :1 00:04 :2 00:04 :3 00:04 :4 00:04 :5 00:05 :0 0 Turnout, Code 3, Q176 & E75, with PPE, Nighttime and Daytime Bins FrequencyCumul. Freq.Cumul Freq. Perc.
0:00:00 0 0 0.0%
0:00:05 0 0 0.0%
0:00:10 0 0 0.0%
0:00:15 0 0 0.0%
0:00:20 10 10 2.9%
0:00:25 7 17 4.9%
0:00:30 4 21 6.0%
0:00:35 3 24 6.9%
0:00:40 10 34 9.7%
0:00:45 9 43 12.3%
0:00:50 11 54 15.5%
0:00:55 18 72 20.6%
0:01:00 8 80 22.9%
0:01:05 11 91 26.1%
0:01:10 5 96 27.5%
0:01:15 12 108 30.9%
0:01:20 10 118 33.8%
0:01:25 9 127 36.4%
0:01:30 9 136 39.0%
0:01:35 11 147 42.1%
0:01:40 17 164 47.0%
0:01:45 20 184 52.7%
0:01:50 8 192 55.0%
0:01:55 13 205 58.7%
0:02:00 10 215 61.6%
0:02:05 13 228 65.3%
0:02:10 16 244 69.9%
0:02:15 12 256 73.4%
0:02:20 9 265 75.9%
0:02:25 11 276 79.1%
0:02:30 13 289 82.8%
0:02:35 8 297 85.1%
0:02:40 7 304 87.1%
0:02:45 8 312 89.4%
0:02:50 10 322 92.3%
0:02:55 5 327 93.7%
0:03:00 3 330 94.6%
0:03:05 1 331 94.8%
0:03:10 4 335 96.0%
0:03:15 1 336 96.3%
0:03:20 4 340 97.4%
0:03:25 1 341 97.7%
0:03:30 2 343 98.3%
0:03:35 2 345 98.9%
0:03:40 1 346 99.1%
0:03:45 3 349 100.0%
0:03:50 0 349 100.0%
0:03:55 0 349 100.0%
0:04:00 0 349 100.0%
0:04:05 0 349 100.0%
0:04:10 0 349 100.0%
0:04:15 0 349 100.0%
0:04:20 0 349 100.0%
0:04:25 0 349 100.0%
0:04:30 0 349 100.0%
0:04:35 0 349 100.0%
0:04:40 0 349 100.0%
0:04:45 0 349 100.0%
0:04:50 0 349 100.0%
0:04:55 0 349 100.0%
0:05:00 0 349 100.0%
0 10
20 30
40 50
60 70
80 0:00 :0 00:00 :1 00:00 :2 00:00 :3 00:00 :4 00:00 :5 00:01 :0 00:01 :1 00:01 :2 00:01 :3 00:01 :4 00:01 :5 00:02 :0 00:02 :1 00:02 :2 00:02 :3 00:02 :4 00:02 :5 00:03 :0 00:03 :1 00:03 :2 00:03 :3 00:03 :4 00:03 :5 00:04 :0 00:04 :1 00:04 :2 00:04 :3 00:04 :4 00:04 :5 00:05 :0 0 Turnout, Code 3, Q176 & E75, with No PPE, Nighttime and Daytime BinsFrequencyCumul. Freq.Cumul Freq. Perc.
0:00:00 0 0 0.0%
0:00:05 0 0 0.0%
0:00:10 0 0 0.0%
0:00:15 0 0 0.0%
0:00:20 22 22 1.7%
0:00:25 13 35 2.7%
0:00:30 13 48 3.7%
0:00:35 29 77 5.9%
0:00:40 17 94 7.3%
0:00:45 18 112 8.6%
0:00:50 19 131 10.1%
0:00:55 33 164 12.7%
0:01:00 35 199 15.4%
0:01:05 30 229 17.7%
0:01:10 46 275 21.2%
0:01:15 56 331 25.5%
0:01:20 51 382 29.5%
0:01:25 52 434 33.5%
0:01:30 70 504 38.9%
0:01:35 53 557 43.0%
0:01:40 58 615 47.5%
0:01:45 54 669 51.6%
0:01:50 61 730 56.3%
0:01:55 45 775 59.8%
0:02:00 49 824 63.6%
0:02:05 54 878 67.7%
0:02:10 39 917 70.8%
0:02:15 49 966 74.5%
0:02:20 31 997 76.9%
0:02:25 55 1052 81.2%
0:02:30 33 1085 83.7%
0:02:35 28 1113 85.9%
0:02:40 29 1142 88.1%
0:02:45 30 1172 90.4%
0:02:50 17 1189 91.7%
0:02:55 19 1208 93.2%
0:03:00 13 1221 94.2%
0:03:05 4 1225 94.5%
0:03:10 9 1234 95.2%
0:03:15 11 1245 96.1%
0:03:20 9 1254 96.8%
0:03:25 6 1260 97.2%
0:03:30 15 1275 98.4%
0:03:35 6 1281 98.8%
0:03:40 4 1285 99.2%
0:03:45 3 1288 99.4%
0:03:50 4 1292 99.7%
0:03:55 1 1293 99.8%
0:04:00 3 1296 100.0%
0 2
4 6
8 10
12 14
16 18
20 0:00 :0 00:00 :4 00:01 :2 00:02 :0 00:02 :4 00:03 :2 00:04 :0 00:04 :4 00:05 :2 00:06 :0 00:06 :4 00:07 :2 00:08 :0 00:08 :4 00:09 :2 00:10 :0 00:10 :4 00:11 :2 00:12 :0 00:12 :4 00:13 :2 00:14 :0 00:14 :4 00:15 :2 00:16 :0 00:16 :4 00:17 :2 00:18 :0 00:18 :4 00:19 :2 00:20 :0 0 Total Response, Code 3, Q176 & E75, First Unit On Scene, with PPE Bins Frequency Cumul. Freq. Cumul Freq. Perc.
0:00:00 0 0 0.0%
0:00:20 0 0 0.0%
0:00:40 0 0 0.0%
0:01:00 0 0 0.0%
0:01:20 0 0 0.0%
0:01:40 0 0 0.0%
0:02:00 0 0 0.0%
0:02:20 0 0 0.0%
0:02:40 0 0 0.0%
0:03:00 1 1 0.6%
0:03:20 0 1 0.6%
0:03:40 1 2 1.1%
0:04:00 0 2 1.1%
0:04:20 2 4 2.3%
0:04:40 4 8 4.5%
0:05:00 3 11 6.3%
0:05:20 6 17 9.7%
0:05:40 5 22 12.5%
0:06:00 15 37 21.0%
0:06:20 12 49 27.8%
0:06:40 13 62 35.2%
0:07:00 8 70 39.8%
0:07:20 8 78 44.3%
0:07:40 12 90 51.1%
0:08:00 13 103 58.5%
0:08:20 6 109 61.9%
0:08:40 18 127 72.2%
0:09:00 5 132 75.0%
0:09:20 5 137 77.8%
0:09:40 4 141 80.1%
0:10:00 5 146 83.0%
0:10:20 4 150 85.2%
0:10:40 4 154 87.5%
0:11:00 2 156 88.6%
0:11:20 1 157 89.2%
0:11:40 0 157 89.2%
0:12:00 2 159 90.3%
0:12:20 3 162 92.0%
0:12:40 3 165 93.8%
0:13:00 1 166 94.3%
0:13:20 0 166 94.3%
0:13:40 2 168 95.5%
0:14:00 2 170 96.6%
0:14:20 3 173 98.3%
0:14:40 2 175 99.4%
Adjust the Strategic Plan Performance Measurements to the following:• Turnout time for fire/rescue calls within 2 minutes and 20 seconds, 90 percent of the time• Turnout time for EMS calls within 2 minutes and 10 seconds, 90 percent of the time• First suppression unit arrival at structure fires, hazardous material releases, and other crisis incidents, requiring the use of personal protective equipment within 9 minutes, 90 percent of the time.• First EMS capable unit arrival at medical calls for service within 8 minutes and 40 seconds, 90 percent of the time.* Adjusting the Benchmarks and removing reference to Urban and Rural Zones.
RECOMMENDATIONS:
SERVICE GAPS & SUBSIDIZED SERVICESRHFD receives the following services at little or no cost (subsidized)•Battalion Coverage•Extended Operational Support (command, planning and logistical support)•Fire Investigation•Water Rescue•T echnical Rescue (trench, high/low angle, confined space, etc.)•Hazardous Materials T ech/Spec response•Critical Incident Debriefing•Firefighter training and use of training grounds (required for ISO)•Grant writing (RHFD is starting to pick this up)•Emergency management/planning services•Majority of Operational Standard Operating Guidelines•Backfilling District Coverage (not as much reciprocity)•Operational Area Coordination (e.g. Strike T eam deployment, out of county response) Fire Prevention Performance GAPS•Benchmark Fire & Life Safety Inspection Frequency•Inspect 100% of High-Risk occupancies annually•Inspect 100% of State Mandated occupancies annually•Ensure 100% of Commercial Fire Protection Systems are inspected annually•Inspect 90% of Moderate-Risk and Low-Risk occupancies annually Recommendations for PreventionAdjust the Strategic Plan Performance Measurements to the following:•Inspect 100% of High-Risk occupancies annually•Inspect 100% of State Mandated occupancies annually•Ensure 100% of Commercial Fire Protection Systems are inspected annually•Inspect 90% of Moderate-Risk occupancies every two years (50%)•Inspect 90% of Low-Risk occupancies every three years (33.3%) Recommendations for Prevention•Outsource all inspections and new development/plan-check work to 3rd party contractor(s) = $95,000•Contract out for Fire Investigation service (core requirement by SFM) = $10,000•Contract out for proactive ”weed abatement”/vegetation management program. (highest risk intervention for RHFD) = $50,000 Recommendations for Operations•Contract with ConFire to provide ”Extended Operational Support” coverage for operational and logistical support for incidents that exceed the capabilities of on-duty crews = $5,000 Recommendations for Training•Assign a 40-hour training officer = $440,000•Coordinate training across all three shifts•Coordinate with surrounding agencies•Coordinate with CalJAC program and college ISA•EMS training, reporting and QA/QI•Officer development, safety and ISO training•New recruitment/outreach/DEI/academy/task books•Promotional testing•Succession planning Recommendations for Administration•Reassign 56-hour BC position to 40-hour Deputy Fire Chief = $48,000(Suppression,Trainingprogram,Health&Safety,Facility,Fleetprograms,Disasterplanning,HazardMitigationplan,EmergencyOperationsPlan,Communitywildfireprotectionplan,weedabatement,homehardening,fuelsreduction,woodchipperprogramsetc.CERT,FireInvestigationprogram,Communityeducationandoutreach,elderlyfallprevention,schoolprograms,targetedoutreach,budget,OperationalAreaCoordination,etc.)•Contract with ConFire for 24/7/365 emergency response battalion coverage = $442,000•Assign more ”in office” hours for the budget officer or hire a “part-time” admin assistant to help with cross staff/cross training = $10,000 -$35,000•Phase out current fire prevention inspection support by admin staff (cost neutral –efficiency) A Shift
Board of Directors
Fire Chief
Deputy Fire Chief
Budget Officer
Administrative Assistant
B Shift
C Shift
40-hr T/O Captain
Support Contractors
Recommendations for Finance•Continue with pursuit of grants with a good ROI•Continue with Master Fee updates ($100,000 in additional revenue) SUMMARY OF RECOMMENDATION COSTSExtended Operations Support$5,000Fire Prevention Services (CSG)$95,000Investigation Services$10,000Weed Abatement Services$50,000Upgrade BC to DC$48,000Add (1) Captain/Training Officer$440,00024/7 Battalion Coverage$442,000Admin Cross Staffing/Back Up$10,000 to $35,000To t a l C o s t$1,100,000 to $1,125,000
SUMMARY OF RECOMMENDATION SAVINGS
Master Fee/Cost Recovery$100,000Grants ?Potential Savings/Additional Revenue$100,000 Option for Outsource of ServicesContract for ServiceAnnexation Which agencies or entities?What services?What level of performance measurement?What are the impacts to the community? (WIFM) Willing to Entertain a Discussion –Unknown Cost•El Cerrito-Kensington Fire•CALFIRE ConFire –Cost Neutral
*Alameda County Fire Department, Berkely Fire Department, CALFIRE (SCU), Contra Costa County Fire Protection District, Crockett Carquinez Fire Department,El Cerrito-Kensington Fire Department, & Richmond Fire Department NEXT STEPSUpdate Strategic Plan with new Performance GoalsDecide if you want to explore Contract for ServiceConduct an RFP Review RFP against Cost for Local ControlExplore Funding to Maintain Local Control
RODEO-HERCULES FIRE DISTRICT
2022 - 2027 www.RHFD.ORG
Strategic Plan
The 2023 Strategic Plan is the second long range planning document to be developed for the Rodeo Hercules Fire
District. (Note in highlighted text)
This document has been created from feedback provided
by members of the District representing all ranks, labor, management, sworn and non-sworn, the Strategic Plan
Community Group, residents of Rodeo andHercules and
Fitch and Associates, consultants to the Rodeo Hercules Fire District Board.
The plan is a 5 year guide for the development of our
district. It will serve to inform District members, policy makers and the public about our foundation for our future while at the same time serve as an integral part of the fiscal planning.
This document will be reviewed on an annual basis and
revised as required. It will serve as a background to theFire District’s appropriation justification during the budgetary process.
The Mission, Vision and Values should be reviewed and
revised, as necessary to reflect the purpose and
direction of the Rodeo Hercules Fire District for the next five years and beyond.
The plan provides historical information about the District and demographic details for the existing fire station
response areas which are currently served.
The plan provides an overview of the three distinct
functions: Administration, Operations and Fire Prevention.
Specific goals are included for each functional area.
Between 2020-2022 the District sought and received over $100,000 in grant awards. The Global Coronavirus
pandemic impacted the District’s ability to seek grants.
The District will continue to apply for Local, State and Federal funds as they become available to offset the cost of firefighting personnel and equipment.
Contract and mutual Aid Agreements with our Fire Service cooperators are detailed on the District website:
https://www.RHFD.org.
EXECUTIVE SUMMARY TABLE OF CONTENTS
-
It is the mission of this
organization to provide the
highest level of service to the
community; to mitigate the
devastating effects of fires
and other disasters; to deliver
emergency medical services; to
educate the public and
maintain a · constant state of
readiness ... -
CORE VALUES
To that end we value:
Service to the Community
Public Trust
Professionalism
Educated Work Force
Compassion
Team Work
Safety, Health & Welfare of
the Organization
1 Executive Summary
Mission and Values
Office of the Fire Chief / FAQs
History
RHFD Tomorrow / Vision
Administration
Operations
Fire Prevention
Accomplishments / Goals
Appendices
Frequently Asked
questions:
Q. Does the Fire District provide
paramedic services?
A. Yes. Through an agreement with
ConFire, each on duty fire company
is staffed with one paramedic.
Q. Does the District provide
ambulance service?
A. Yes. Through an agreement with
Contra Costa County, Services are
provided by AMR (American Medical
Response).
Q. Does the Fire District provide
blood pressure screening?
A. Yes
Q. If I have a fire can I get a copy of
the incident report?
A. The Business Office can provide
you a copy for a nominal fee.
Q. Does the Fire District have a
hazard abatement program?
A. Yes. The Fire District works
cooperatively with the City of
Hercules and Contra Costa County
to ensure that flammable
vegetation is removed from
residences; ensuring a defensible
space.
Q. Does the Fire District provide
CPR and CERT training?
A. The Fire District is looking
forward to providing this training in
2024.
from the Office of the fire chief
I am pleased to present the updated 2023 Strategic Plan for the Rodeo- Hercules Fire District.
This document presents us with a roadmap for the next five years. It is a collaborative effort between labor and management with input from all ranks within the Fire District and the Board. Our agency is committed to a fresh perspective and enterprising methods to meet future challenges. Our pledge is to improve services, processes, and the overall safety of our citizens and firefighters. In an effort to support our staff and our community, we continue to pursue safe, effective, timely, economical and achievable solutions to the obstacles before us.
Between 2019-2023
(projected) calls for service
averaged 3,450 per year. Our
Districted responded to fires,
rescues, trauma, and cardiac
events. They also assisted in
significant wildland incidents
and other automatic
2 and mutual aid calls, helping our neighbors throughout Contra Costa County including statewide deployments under the California Master Mutal Aid Agreement.
The Fire District participates in a geographic response area known as Battalion 7. This is a regional cooperative effort providing a 24-hour battalion chief and staffed fire apparatus to respond into Rodeo, Hercules, Pinole, El Sobrante, San Pablo, Crockett, North Richmond and East Richmond Heights. We will continue to work with our regional fire service partners to provide the highest level of safety to the neighborhoods we all proudly serve.
Our ongoing relationship with Conoco Phillips Refinery provides specialized training opportunities, equipment replacement, and other subsidies. Their cooperation and assistance continue to be a shared benefit to all. Increased fire prevention services through contracted agreements have begun to improve the safety of our community.
I am encouraged and excited by the level of energy that all parties have contributed to this strategic planning effort. It is a testimony to the nearly 100-year history of the organization and the dedicated personnel and staff who have made contributions to its continued success. We are grateful for the privilege of providing life safety with pride, excellence, and professionalism to the communities of Rodeo and Hercules.
Rodeo-Hercules Fire District Interim FIre Chief Rebecca Ramirez Rodeo-The town of Rodeo was founded
on the Ygnacio Martinez Rancho El Pinole
estate in 1865 and was the home of the
old Union Stockyard Company and the
Rodeo-to-Vallejo Ferry. In 1896 the Union
Oil Company established a still in Rodeo
that continues today as Phillips 66 San
Francisco Refinery. In 1906 like many
Greater Bay Communities, Rodeo was
severely damaged by the “earthquake”
and was rebuilt.
Rodeo was later referred to as Baseball
Town, USA in honor of the legendary
naïve son, and Hall of Fame pitcher, Lefty
Gomez of the New York Yankees.
FIRE DISTRICT--- The first Fire Chief was
Mr. Frank Delmonte. He and his men
fought fires with buckets of water. Chief
Delmonte was succeeded by Chief Sam
Kramer and later by Chief Tom Lewis who
would lead the department with a hand-
drawn hose cart.
!n 1927, under Fire Chief E. Gomez, the
original brick fire house on Third Street in
Rodeo was constructed. The new fire
house became a focal point for the all-
volunteer fire department, the
community, and many civic organizations.
In 1937 the official Rodeo Fire District
was formed. In 1946, the Board of
Commissioners, led by then Fire Chief
Lioyd Cooper, approved an order to
have a firefighter on duty at all times, to
give added protection to the community.
In 1965, Arthur Cooper became the first
paid Fire Chief for the Rodeo Fire
Protection District and the order was
given to hire more full time staff.
Throughout the years, it has been the
community; the Board of Directors and
the firefighters who have pulled together
to support the Fire District. One example
of community support given was when
Mr. Van Alstyne organized a fund-raiser
to purchase the District a Hurst “ Jaws of
Life”; the life-saving device was received
in October 1976.
In 1983, the District doubled its
personnel to X staff, boundaries were
expanded to cover the City of Hercules
and the Rodeo Hercules Fire Protection
District was created. In 1991, the City
of Hercules built its first permanent
station. In 2004 paramedic service was
added. In 2016 ballot Measure O was
passed by the voters; making it possible
to fully staff 2 fire stations.
Today, Measure O represents 28% of the
Districts budget. In the past five years
the community of Rodeo’s development
has been low, with 5 single family homes
built in the past 5 years.
Today, RHFD serves an area of 32 Sq.
miles with a population of 35,000. The
district protects an oil refinery, marine
terminals, fuel pipelines, wildland
interface, a large industrial park, two rail
lines and two major freeway corridors. It
is governed by a five member Board of
Directors, under S (section symbol)
13800 of the CA Health & Safety
Code.
History
3 HERCULES---In 1881, the site of Hercules was first developed by the California Powder Works as a manufacturing facility, producing dynamite. In 1882, Hercules Powder Company was incorporated assuming responsibility for the Hercules site. Hercules, the Greek mythological hero, was chosen as the name of the product to demonstrate the strength of the dynamite. In December 1900, the company town that grew up around the facility incorporated and became known as Hercules. In 1913 the Hercules Powder Company added black powder to its production.
During World War II the Hercules Powder Company was the third largest producer of explosives in the United States. Post war production turned to dynamite and fertilizer until the plant closed in 1977. The Pacific refinery opened in Hercules in 1966 and ceased refinery operationsin 1995. In 1970 the total population was 270. Starting in 1974, real estate development began to transform Hercules into the bedroom community it is today. The Fire District has beencontinuously providing fire and emergency services to the City since 1983. Since 2017 five hundred sixty-seven (567) apartments and one hundred and forty-four (144 ) single familyhomes have been built along the waterfront. The U.S. 2020 census has estimated the population of Hercules to be 26,000.
4 Rodeo-Hercules Fire District
STRATEGIC PLAN 2023
A vision statement is an objective view of our current status, maps out an ideal future of the organization and defines progress through measurable goals and objectives.
The Rodeo -Hercules Fire District has a distinguished history that serves as the foundation for the future development of the organization. Progress will occur by addressing strategic challenges with innovative and effective solutions.
The communities served by the Fire District during the past five years have been fairly stable. Population increases have been minimal, calls for service between 2018-2022 have increased by 11%. Due to an aging population there continues to be a shift towards EMS/Rescue calls, resulting in 26% rise in emergency and rescue responses. In general, calls for service in include emergency medical, wildland and structure fires, technical rescues, hazardous material incidents, and public service calls.
Western Contra Costa County has also seen a decrease in the number of homes built in the during this period due to Corona virus pandemic. Wildland fires in these areas pose a significant threat to our community and our citizens. In the face of increasing threats from wildfire, it is time for a new, more effective, regional approach to keep residents in the East Bay Hills and surrounding communities safe. Together we can develop a plan to reduce the most flammable wildlands
vegetation in West Contra Costa and Alameda counties and replace it with wildfire resistant vegetation where appropriate, raising funds from state and federal grants to implement shared objectives, creating vegetation management, defensible space, home hardening programs, including programs to aid and advise property owners on best practices to reduce threat of wildfire as well as protecting sensitive wildlife habitats and native plant landscapes.
As we constructed our Strategic Plan, we have found that in addition to growth, there are several factors influencing the future direction of our organization. These relevant issues include: demographic shifts, economic/financial, governance, legal & regulatory outlook, industry standards, technology, analysis of service delivery, deployment model, employee development & succession planning, and contract service areas & partnerships. These considerations provide us with the parameters to ensure that we are providing for our community needs well into the future.
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It is the vision of this
organization to provide
leadership, promote
change, build
relationships, and
continuously seek
improvement. We
demand the highest
performance from
ourselves and strive to
meet the expectations
of our citizens.
Through these efforts,
our goal simply stated
is to make the
community a safer
place.
VisionVision
StatementStatement
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Board ofBoard of
DirectorsDirectors
5 -
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KEY ISSUES Economic/Financial
challenges and opportunities are an
important factor in providing Fire District
services. Some of these include:
Establishing a revenue stream adequate
to fund services
Legal restrictions on the ability to raise
additional revenue
Budget reductions create impacts to
service delivery
Reliance on grant funding
Decrease in property values and new
construction
Diversion of tax increment
Employee costs
Reimbursement for mutual aid response
Fee based cost recovery programs
Contracts for service
Cost efficiencies
Rodeo-Hercules Fire District
STRATEGIC PLAN 2023
KEY ISSUES Governance
The Rodeo-Hercules Fire District is an
independent Fire District organized under
Section 13800 of the Health and Safety
Code. Special districts are units of local
government established by the residents
of an area to provide some (focused)
service not provided by the county or city.
In contrast to the broad constitutional
and legal authority under which counties
and cities operate, the authority of
special districts is restricted to
specifically enumerated powers and
purposes.
Special Districts have the corporate
power and tax power but rarely have the
police power of municipalities or
counties.
The Rodeo-Hercules Fire District is
governed under the Board of
Directors/Administrator form.
6 KEY ISSUES Legal/Regulatory Outlook
There are several laws, regulations, and standards that determine the minimum requirements the District must maintain in order to sustain operations, training, administration, and prevention. These include:
FEDERAL
OSHA 39 CFR Section 1910: Regulations on training and responses to hazardous material incidents; includes respiratory protection requirements to meet the “Two In/Two Out” regulation.
Office of Homeland Security: Requirements for Emergency Response to Terrorism and Weapons of Mass Destruction training for first responders
Sara Title III/CERCLA: Community Right-to-Know Act & HAZMAT response, clean-up and disposal.
Title VII, Civil Rights Act of 1964: Requires employers not to discriminate and to eliminate the presence of past discrimination.
Americans with Disabilities Act: Requirements of reasonable accommodation.
STATE
California Fire Codes: The Fire District, along with all agencies in Contra Costa County, has adopted these codes. The State Fire Marshall’s Office defers much of the regulation enforcement to local agencies.
Essential Services Building Act (Section 16000-16023 Health and Safety Code):
Requires minimum earthquake standards for essential buildings such as fire stations.
Emergency Medical Services Authority (Title 22):
Minimum requirements for emergency medical certifications.
Emergency Medical Services Authority (SB198)/ Injury and illness Prevention Program (Title 8 CCR: 3203):
Requirements for employers to establish and maintain this program.
SEMS/NIMS: Requires use of the Incident Command System.
Labor Code Sections 4553 and 4553.1: Willful misconduct of employers regarding safety regulations.
KEY ISSUES Analysis of Service Delivery
The Rodeo-Hercules Fire District responds to emergencies based on recognized procedures for consequence management.
An incident such as a vehicle fire or medical aid would warrant a response from one fire engine, whereas a traffic collision on a freeway dispatches three units and a structure fire sends four engines plus a ladder truck and two Battalion Chiefs.
Incident types are preprogrammed into the CAD system and the dispatch matrix recommends the closest due units from the Fire District and surrounding jurisdictions. This includes fire engines and aerial ladder trucks as well as specialty apparatus such as the hazardous materials response team, helicopters, or swift water rescue personnel and equipment.
7 KEY ISSUES Analysis of Service Delivery cont.
The population of the District will likely remain stable over the next five years. Proposed large developments in Hercules have been on hold due to current economic conditions. Two modest developments (in Rodeo, a 67-unit senior development; in Hercules, 40 single family homes) are expected to be completed in the next several years. The scale of these projects will not have a significant impact on the District’s calls. During the period 2018 though 2022, RHFD’s total calls for service increased by 11%.
The reopening of Station 74 in Pinole (March 2023) should noticeably reduce RHFD auto aid service calls to the Pinole Fire District. *RHFD has provided approximately X auto aid responses to the City of Pinole from 2018 through 2022. Pinole will now have two stations to cover its approximately 2300 annual calls for service. Additionally, Station 74’s specialized wildland fire engine will be available to the District through auto aid. Through a layering of automatic and mutual aid agreements, RHFD has had an excellent record in preventing large loss fires through quick fire response.
Case histories in western Contra Costa County point to the importance of response times in saving lives and property. A fire can spread with catastrophic results unless it is quickly extinguished. Higher risk is posed by balloon frame buildings, older postwar bungalows with flat roofs and barred horizontal openings, modern lightweight engineered construction methods and the fuel loading created by personal possessions. The housing industry together with the insurance companies work hand in hand supporting fire resistant housing materials. Over time this process results in increases safety and decreased loss due to fires. Fortunately, much of the housing stock within the District is newer construction.
Although emergency medical service calls increased by 15% during the period 2018 through 2022, there is now a medical provider with offices in Rodeo and Pinole providing medical, emergency, urgent care, dental and social services to underserved people of all ages on a sliding fee scale (free in certain cases). Increased access to these services will benefit the community, with the potential to reduce EMS calls to the District.
Aspects of deployment planning include the placement of new fire stations as well as managing the response to calls. The Rodeo-Hercules Fire District has two fire stations and no plans to add or relocate stations. Fire stations in the District were deployed along settlement lines, on the basis of presumed need, obligation or by using one or more of several accepted methods of quantitative analysis.
Authorities used existing or previously existing instruments recommended by the National Fire Protection Association (NFPA), Insurance Services Organization (ISO), International City Managers Association (ICMA), and the Pacific Rating Bureau (predecessor of ISO).
The current fire station locations were based on distance rather than response times. Due to the relative size of the communities, the perceived threat from heavy industry, and the proximity to town centers, no mathematical model was used to optimize fire station locations. Available property, transportation networks, topographic features and funding sources contributed toward the final decision.
There are multiple analytical tools for managing the response to calls in determining fire department response performance. RHFD has implemented various analytical tools and will continue to do so for cost and performance efficiencies.
8 KEY ISSUES Deployment Model
KEY ISSUES Administration
GENERAL DUTIES
The Administrative Services Officer and Administrative Associate provide support for Management, Operations and Prevention while serving as Clerk of the Board. Duties and responsibilities include:
Receiving/handling public inquiries; providing Fire District; Fire Department counter/phone support each business day.
Processing human resource records, ID Cards, Personnel Actin Forms & employee documents.
Scheduling employment interviews, background investigations, applications & screening; candidates background package review, coordinating polygraph, psychological and physical testing; monitoring progress of recruiting; coordinating offers and start dates.
Editing/issuing Personnel bulletins and SOPs & maintaining District forms. Communicating with City ; County departments such as Board of Supervisors, City Council Human Resources, EBMUD, Sherriff/Police, East Bay Parks District; Finance/General Services.
FISCAL RESPONSIBILITIES
The importance of balancing services while following financially responsible and legally mandated requirements cannot be overstated. This area covers:
Following Generally Accepted Accounting Principles and assigning revenue and expenditures to specific recognized categories.
Coordinating the annual budget process, budget forecasting, reviewing budget requests & monthly analysis and updates.
Working with the Fire Chief to develop the Fire District Operating Budget.
Processing all contract and purchase requisitions, payment requests and billing; oversight of revenue, annual fire and miscellaneous permits.
Employee time card input.
Cost recovery for interagency agreements and course delivery contracts.
Credit card approvals, purchase review and maintaining and distributing petty cash per policy.
LEGAL REQUIREMENTS
Administrative legal requirements include:
Noticing of public meetings, recordkeeping of Fire District Board actions and activities, Brown Act and Fair Political Practice requirements and following election statutes.
Preparing board packets in advance of scheduled meetings.
Processing subpoenas, liens and legal document requests, workers’ compensation and accident reporting.
9 KEY ISSUES Admin cont.
Maintaining records of all contracts and agreements with the District, outside agencies, consultants, and other fire districts.
Analyzing data to ensure compliance with existing labor agreement and current Memorandum of Understanding.
Interpreting annual Government Accounting Standards Board requirements and scheduling asset depreciation rates.
CA State Controller reporting and preparation of Local Government Compensation Report.
Managing LAIF (Local Agency Investment Fund) and OPEB.
Annual levy setting.
Annual audit preparation.
Capturing data, incident statistics & ensuring National Fire Incident Reporting System input is accurate and timely.
KEY ISSUES Operations (Suppression, Training, EMS)
SUPPRESSION DUTIES
The Operations Division has primary responsibility for responding to emergencies and urgent calls for help from the public. Services provided include: extinguishing fires, providing emergency medical care, minimizing hazardous materials, rescuing trapped persons from traffic collisions, industrial accidents, collapsed structures, or floods or swiftly moving water, dealing with the hazards of refinery events, power lines or gas leaks and providing special assistance, in lock-out situations or animal rescues.
Personnel also perform fire safety inspections, maintain fire apparatus and facilities, and train to proficiency levels. During the Corona virus pandemic the suspended its fire safety and emergency preparedness programs. The goal is to resume these public programs in the future.
Most employees, apparatus and equipment are assigned to Operations. There are a total of 19 line personnel including: 1 Battalion Chief, 6 Captains, 6 Engineers and 6 Firefighters, working on one of three platoons.
Each are assigned to one of two (2) companies located in Rodeo and Hercules.
TRAINING ROLES/RESPONSIBILITIES
The Fire District has responsibility for coordinating or providing all training related to the emergency services delivered by the Operations Division. This ranges from the initial training of newly hired firefighters and reserves, to on-the-job training and continuing education for company personnel, to the provision of specialized training to members such as incident command, wildland fire behavior, supervisory management, oil firefighting, hazardous materials, and urban search and rescue. 10 KEY ISSUES Operations (Suppression, Training, EMS) cont.
A significant amount of the training for the department takes place at Fire Station 76, the designated Battalion 7 Training Center. This facility consists of a four-story drill tower, burn trailer, two temporary buildings housing a classroom, fitness equipment, storage as well as numerous training props.
The Rodeo-Hercules Fire District CERT (Community Emergency Response Team) also trains new members and performs skills maintenance at the training site.
EMS SERVICE/CQI
The goal of Prehospital Care is to save lives, deliver quality emergency service and adhere to best practices.
Contra Costa County EMS participants include: Ambulance providers, law enforcement, fire agencies, helicopter providers, hospitals, continuing education institutions and EMT training programs.
Contra Costa County Regional Fire Communications Center provides EMD (Enhanced Medical Dispatching) on 911 calls which allow tiered response.
In 2004 Rodeo-Hercules Fire District implemented a paramedic program to serve the citizens of Rodeo and Hercules.
Advanced Life Support is performed by Paramedics and supported by Emergency Medical Technicians assigned to each fire company.
Management and coordination of the Fire District’s paramedic program is the responsibility of a CQI coordinator.
Federal, state and local laws and statutes govern the provision of emergency medical services. The California Emergency Medical Service Agency regulates patient care requirements under Title 22 CCR.
KEY ISSUES Operations (Facilities & Equipment)
Fire stations serve a critical role in localizing emergency response capability.
The Fire District responds to emergencies in the communities of Hercules, Rodeo, and the San Francisco Refinery. Fire Station 75 (Rodeo) and Fire Station 76 (Hercules) serve residences, businesses, and institutions, as well as neighboring communities through established mutual aid agreements.
Fire Station 75 was originally designed in 1927 and has had one significant renovation. Fire Station 76 (owned by the City of Hercules) was dedicated in 1991. Though functional they do not meet current “essential services” and “best practices design” standards.
Attached to Fire Station 76 is a modular training classroom, fitness and storage area. The grounds of Station 76 are utilized to house a mobile training tower, firefighting live burn trailer, and fire prevention safety house.
Each Fire Station has been upgraded with solar panels and other energy efficient features to reduce power costs. The District has identified facility capital improvements of approximately $600,000 due to deferred maintenance and obsolescence.
11 KEY ISSUES Operations (Facilities & Equipment) cont.
EQUIPMENT
The District staffs two dedicated paramedic fire companies and cross-staffs various specialty apparatus.
Each of the vehicles has a standard inventory of equipment that mirrors other agencies within west Contra Costa County. District apparatus are typed according to function by FIRESCOPE and are consistent with National Fire Protection Association (NFPA), Incident Command System (ICS), and National Incident Management System (NIMS) standards.
The Fire District does not maintain a large inventory of equipment, other than what is carried on apparatus. The major source of funding for firefighting equipment has been federal or state funding or local augmentation (Conoco Phillips, Measure H).
Some of various types of necessary equipment includes: heavy hydraulics extrication devices, advanced life support supplies, large diameter supply line, hose, ladders, nozzles, rescue rope, litters, fire suppressive foam, chainsaws, salvage covers, axes, mcleods, pike poles, turnout gear, and self- contained breathing apparatus. The district has applied for a grant to replace radios: based on available funding complete replacement may occur over a period of three years.
APPARATUS
Reliable apparatus is essential for the effective delivery of emergency service.
The current fleet is designed in accordance with NFPA at the time of manufacture. The newest apparatus is 2 years old and the oldest reserve piece is 17 years old? A command vehicle was purchased in 2023 and is expected to be fully equipped and operational by August 1, 2023.
Due to budget constraints, the fleet replacement program relied upon developer impact fees (DIF), grants, and private subsidies. Preventative maintenance, testing, and repair requires on-duty firefighters to maintain the fleet as required. The apparatus have diagnostic software.
Best practices for repair, troubleshooting, and preventative maintenance are unique to fire apparatus as compared to on-highway trucks. Increased down time, cold starts, increased speed with intense acceleration and braking are among the differences.
The goal of any program is to minimize downtime for a smooth flow at a repair facility. Repairs are generally categorized as Urgent, High, Low and scheduled maintenance.
The department may have two heavy apparatus (reserve Quint 76 & type 3 wildland) that are nearing replacement, however, prior to replacing any apparatus, a full evaluation of all equipment as well as evaluation of deployment options will need to be conducted. Additionally, market lease and interest rates are high and economic indicators suggest some settling of rates in 2024. Replacement interval schedules for apparatus and support vehicles is generally based around industry practices and the District’s ability to pay.
12 KEY ISSUES Prevention Code Compliance
CODE COMPLIANCE/ENFORCEMENT
The Fire District has responsibility for maintaining safety in the community by investigating fires, ensuring compliance with existing codes and ordinances, and enforcing laws where necessary.
Code compliance and enforcement is performed by the District’s Fire Marshall. The Fire District administers a permit program for certain occupancies and hazardous processes as provided for in the adopted Fire Code. These facilities are inspected on a regular basis to verify compliance with required conditions of occupancy.
Fire inspectors evaluate violations and attempt to achieve voluntary compliance with fire and life safety code requirements, and to maintain the safety of occupancies.
PLAN REVIEW
The purpose of Plan Review is to ensure a coordinated process for the review of projects, plans, and conditions of approval.
Fire inspectors review new construction and tenant improvement applications every year for compliance with applicable federal, state, and local codes.
They also conduct inspections of permitted project to verify compliance with approved plans and provide consultation to owners, builders, design professionals, and other fire officials on projects during the pre-design phase of a project.
Plan reviews include reviewing plans for fire alarm and sprinkler systems, fire hydrant systems and hydraulic calculations, hazardous materials use and storage, spray booths, high piled combustible storage systems, and other Fire Code permitted systems and operations. In November of 2022, the Board adopting the 2022 Fire Code Ordinance, Engineering/Plan Review and Permit Fees.
Built-in fire protection like automatic sprinkler systems preserve not only the structure but fixtures, finishes, furnishings, artwork and other irreplaceable personal belongings. They also warn and protect occupants and firefighters to ensure a better chance of survival.
When alarm systems and automatic sprinklers are installed and operating, replacement and firefighting costs are reduced, there is greater safety and a direct economic benefit. 13 2018
TRAINING HOURS: 2,692
CONDUCTED FIRE AND SAFETY INSPECTIONS OF ALL SCHOOLS AND BUSINESSES WITHIN THE
DISTRICT
CONDUCTED INSPECTIONS OF PUBLIC AND PRIVATE PROPERTIES FOR HAZARDOUS AND/OR
COMBUSTIBLE FUELS,
UNABATED ANNUAL GRASSES, AND URBAN BLIGHT, GIVING NOTIFICATIONS TO ABATE SAID HAZARDS.
TWO DISTRICT EMPLOYEES AND TWO INDEPENDENT OUTSIDE CONTRACTORS SPLIT THEIR TIME IN
THE INSPECTION OF
RESIDENTIAL CARE FACILITIES, LICENSED DAYCARE AND ADULT CARE FACILITIES, COMMERCIAL
TENANT IMPROVEMENTS,
AND NEW CONSTRUCTION; ADDITIONALLY PROVIDED CONSTRUCTION PLAN REVIEW OF
CONSTRUCTION PLANS AND
SPECIFICATIONS FOR COMPLIANCE WITH STATE, LOCAL AND REGULATORY REQUIREMENTS.
CONDUCTED BLOOD PRESSURE SCREENING FOR DISTRICT RESIDENTS
PROVIDED BICYCLE SAFETY HELMETS TO DISTRICT CHILDREN WITH DONATIONS FROM RMAC PROVIDED SMOKE DETECTORS AND CARBON DIOXIDE (CO2) DETECTORS TO DISTRICT RESIDENTS
PARTICIPATED WITH LOCAL SCHOOLS IN ADOPT-A-CLASS PROGRAMS
PARTICIPATED IN SALVATION ARMY FOOD AND TOYS DRIVE COLLECTION PARTICIPATED IN HARVEST FESTIVAL AND BREAKFAST WITH SANTA AT ST. PATRICK’S SCHOOL IN
RODEO BASEBALL PARADE,
HERCULES FOURTH OF JULY PARADE, VETERAN WALK OF HONOR, SAFETY AND HEALTH FAIRS,
HERCULES KIDS FIRST
PARTICIPATED IN READ ACROSS AMERICA,
PARTICIPATED IN HERCULES SENIOR CENTER PANCAKE BREAKFAST
CAREER DAY AT HERCULES TEEN CENTER
BOY SCOUT 9/11 CEREMONY
PROVIDED FIRE EXTINGUISHER TRAINING FOR LOCAL BUSINESSES AND COMMUNITY MEMBERS 2019
TRAINING HOURS: 5,701
PARTICIPATED IN 8 STRIKE TEAMS
PARTICIPATED IN THIRD GRADE SCHOOL VISITS
FIRE PREVENTION AND FIRE SAFETY INFORMATION PROGRAM TO STUDENTS PROVIDED SMOKE DETECTORS AND CARBON DIOXIDE (CO2) DETECTORS FREE OF CHARGE TO
RESIDENTS
CONDUCTED CERT CLASSES
DISTRIBUTED CHILDREN’S LIFEJACKETS DONATED BY UCSF BENIOFF CHILDREN’S HOSPITAL,
OAKLAND TRAUMA CENTER,
AND INJURY PREVENTION PROGRAM
HELD OPEN HOUSE
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - ACCOMPLISHMENTSSTRATEGIC PLAN 2023 - ACCOMPLISHMENTS 2018 - 20222018 - 2022
14 2020
TRAINING HOURS: 4,230
SENT STRIKE TEAMS TO GLASS FIRE, LIGHTNING COMPLEX FIRE, AND OTHER WILDFIRES HIRED 3 FIREFIGHTERS
FIREFIGHTERS WERE EQUIPPED WITH 19 THERMAL IMAGING CAMERAS
WON FIRST PLACE IN CITY OF HERCULES HALLOWEEN CONTEST
BROUGHT SANTA TO THE TREE LIGHTING AT HERCULES SWIM CENTER IN QUINT 76
PARTICIPATED WITH A LOCAL CAR CLUB AND OTHERS IN MARINE CORPS TOYS FOR TOTS, BRINGING
TOYS AND BICYCLES TO
CHILDREN IN THE DISTRICT
2021
TRAINING HOURS: 3,093
SENT STRIKE TEAMS TO DIXIE FIRE, MONUMENT FIRE, AND CALDOR FIRE
ASSISTED COUNTY WITH DRIVE-THROUGH COVID VACCINE INJECTION SITE AT VALLEY BIBLE CHURCH
IN HERCULES
COLLECTED TOYS FOR THE HOLIDAYS WITH US MARINES TOYS FOR TOTS 2022
TRAINING HOURS: 5,639
SENT STRIKE TEAM TO MOSQUITO FIRE
HIRED 6 FIREFIGHTERS
RAN TWO FIREFIGHTER ACADEMIES
RESUMED COMPANY INSPECTIONS
RESUMED OPEN HOUSE
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - ACCOMPLISHMENTSSTRATEGIC PLAN 2023 - ACCOMPLISHMENTS 2018 - 20222018 - 2022
15 Rodeo-Hercules Fire District Strategic Plan Prioritization
GROUP YEAR RECOMMENDATION
NOTES (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Admin 2023
Develop a policy that limits the
provision of auto or mutual aid during
resource drawdown
Done; ties to SP 1.4
Admin 2023
Provide liability reduction/harassment
prevention to all employees and board
members annually
Done annually; ties to SP 2.1, MAP 2
Admin 2023
Develop apparatus replacement plan
to inform purchases for fleet health
over time
Reference prior consultant's work; ties to
SP 2.1, 2.2, 2.3
Admin 2023 Provide public speaking/presentations
to schools and community groups Ties to SP 3.1, 3.4
Admin 2023 Recruit new employees from the local
community Ties to SP 3.4
Admin 2023 Fully staff RHFD by hiring
Firefighter/Paramedic Done; ties to MAP 2
Admin 2023 Purchase a command vehicle Done
Admin 2023 Board training at California Special
Districts Association conference
Scheduled for October 2023; ties to MAP
4 Admin 2023 Hire Interim Fire Chief Done; ties to MAP 1 Admin 2023
Hire consultant to assist Board with
analysis for options in maintaining or
improving current RHFD levels of
service, including a review of Admin
responsibilities or workload; provide
gap analysis of services and/or tasks
within all positions; and an analysis of
all reasonable proposed partners.
Additionally, options for consistent
and reliable methods to generate
revenue.
Contract started June 2023, first
presentation September 17; ties to SP
2.2, MAP 5
Admin 2023 Fully staff Board by appointing a
Director Done
Admin 2023
Explore a contract for service or
consolidation with another fire agency
where feasible
Ties to SP 1.4, 2.1, MAP 3
Admin 2023
Strategic planning group will meet at
least annually to review progress and
updates
Ties to SP 2.2
Admin 2023 Review and update District website
annually Ties to SP 3.1
Admin 2024
Ambulance arrival on EMS calls within
11 minutes and 45 seconds, 90 percent
of the time (emergency calls, Zone B,
911 received at ConFire to unit arrival,
per county contract)
Ties to SP 2.2
Admin 2024
Support for Fire Chief: executive staff,
report writing, budget support, payroll,
HR
Ties to MAP 1, 6
Admin 2024
Support for Board: point of contact;
role of Board Clerk, administrative
support
Ties to MAP 1, 6
Admin 2024
Support for Measure O Committee:
point of contact, adminsitrative
support
Ties to MAP 1, 6
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - GOALS MATRIXSTRATEGIC PLAN 2023 - GOALS MATRIX 16 Rodeo-Hercules Fire District Strategic Plan Prioritization
GROUP YEAR RECOMMENDATION
NOTES (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Admin 2024
Station maintenance and repairs
(replace alerting systems,
repair/replace 76 roof, remodel 75 &
76 bathrooms)
Ties to SP 2.3, 3.4, MAP 2
Admin 2024 Equipment maintenance and repairs
(replace radios)
Potential grant funding, otherwise
District funding over 3 years; ties to SP
2.3, MAP 2
Admin 2024
Pursue grants and donations
opportunities with a positive return
on investment
Ties to SP 2.2
Admin 2024
Identify opportunities for volunteers
(retired experts, potential recruits,
and others) to support RHFD, e.g.,
social media coordinator, contract
administrator, grants writer, website
administrator
Ties to MAP 1
Admin 2024 Board elections Ties to MAP 1, 6
EMS 2023
Turnout time for EMS calls within 1
minute and 30 seconds, 90 percent of
the time (emergency calls, unit alert
to wheels rolling)
Goal based on best practices; ties to SP
1.3, 3.2, 3.3
EMS 2023
Keep EMS Unit Hour Utilization
percentage below 30% for all units
annually
UHU measures workload levels allowing
comparisons to other agencies; ties to
SP 1.1, 3.3
EMS 2023
Partner with community agencies to
offer bystander "hands only" CPR
training
Ties to SP 1.2
EMS 2024
Improve quality and accuracy of
report writing by paramedics and
EMTs
Ties to SP 2.1
EMS 2025
First EMS capable unit arrival at
medical calls for service, within the
urban zone, requiring the use of
personal protective equipment within
7 minutes and 40 seconds, 90 percent
of the time (emergency calls, 911 call
received to unit arrival)
Goal based on best practices; ties to SP
1.2 EMS 2025
First EMS capable unit arrival at
medical calls for service, within the
rural zone, requiring the use of
personal protective equipment within
11 minutes and 40 seconds, 90
percent of the time (emergency calls,
911 to unit arrival)
Goal based on best practices; ties to SP
1.2 Operations 2023
Turnout time for fire/rescue calls
within 1 minute and 50 seconds, 90
percent of the time (emergency calls,
unit alert to wheels rolling) Monitor
and report turnout time performance
quarterly (rolling 90 and 365-day, by
member or officer)
Goal based on best practices; ties to SP
1.1, 1.2, 1.3, 2.4 (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Operations 2024 Improve quality and accuracy of
report writing by officers Ties to SP 2.1
Operations 2024 Update Standard Operating
Procedures (SOPs) Ties to SP 2.1
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - GOALS MATRIXSTRATEGIC PLAN 2023 - GOALS MATRIX 17 Rodeo-Hercules Fire District Strategic Plan Prioritization
GROUP YEAR RECOMMENDATION
NOTES (see Strategic Plan &
Management Assessment Plan
references in footnotes)
Operations 2025
First suppression unit arrival at
structure fires, hazardous
material releases, and other
crisis incidents within the urban
zone requiring the use of
personal protective equipment
within 8 minutes, 90 percent of
the time (emergency calls, 911
call received to unit arrival)
Goal based on best practices; ties
to SP 1.1, 1.3, 2.4, 3.2, 3.3
Operations 2025
First suppression unit arrival at
structure fires, hazardous
material releases, and other
crisis incidents within the rural
zone requiring the use of
personal protective equipment
within 12 minutes, 90 percent of
the time (emergency calls, 911
call received to unit arrival)
Goal based on best practices; ties
to SP 1.1, 1.3, 2.4, 3.2, 3.3
Prevention 2024
Inspect 100% of all commercial
fire protection systems
annually
Contract forthcoming; ties to SP
1.3, 2.4, 3.2
Prevention 2024 Inspect 100% of high-risk
occupancies annually
Contract forthcoming; ties to SP
1.3, 2.4, 3.2
Prevention 2024 Inspect 100% of State-
mandated occupancies annually
Contract forthcoming; ties to SP
1.3, 2.4, 3.2
Prevention 2024 Improve existing weed
abatement process Ties to SP 3.2, 3.3
Rodeo-Hercules Fire DistrictRodeo-Hercules Fire District STRATEGIC PLAN 2023 - GOALS MATRIXSTRATEGIC PLAN 2023 - GOALS MATRIX 18 ADDITIONAL RECOMMENDATIONS, INCLUDING GOALS FOR 2026 AND 2027, TO BE DEVELOPED.
FOOTNOTES: STRATEGIC PLAN OBJECTIVES AND MANAGEMENT ASSESSMENT PLAN RECOMMENDATIONS STRATEGIC PLAN 1.1: IMPROVE SURVIVABILITY FOR VICTIMS OF FIRE, HAZMAT RELEASE, ENTRAPMENT, OR OTHER CRISIS EVENTS STRATEGIC PLAN 1.2: IMPROVE SURVIVABILITY FOR PATIENTS EXPERIENCING ACUTE MEDICAL EMERGENCIES STRATEGIC PLAN 1.3: IMPROVE FIREFIGHTER SAFETY AND SURVIVAL STRATEGIC PLAN 1.4: IMPROVE THE DISTRICT'S RESILIENCY DURING CRISIS-LEVEL EVENTS STRATEGIC PLAN 2.1: REDUCE FINANCIAL AND LEGAL RISK/LIABILITY TO THE DISTRICT STRATEGIC PLAN 2.2: IMPROVE EFFICIENCY WITHIN THE CURRENT BUDGET PROCESS STRATEGIC PLAN 2.3: PREPARE THE DISTRICT FOR FUTURE ECONOMIC DOWNTURNS STRATEGIC PLAN 2.4: PREPARE FOR POPULATION GROWTH WITHIN THE DISTRICT STRATEGIC PLAN 3.1: PROMOTE A POSITIVE DISTRICT REPUTATION WITHIN THE COMMUNITY STRATEGIC PLAN 3.2: MITIGATE FIRE-RELATED DAMAGE TO ALLOW OCCUPANTS TO REMAIN IN THE IMPACTED STRUCTURE STRATEGIC PLAN 3.3: PROVIDE DOWNWARD PRESSURE ON FIRE INSURANCE COSTS STRATEGIC PLAN 3.4: PROVIDE VALUE TO THE COMMUNITY BEYOND THE 911 CALL M ANAGEMENT ASSESSMENT PLAN #1: OPTION FOR EXECUTIVE STAFF AND ADMINISTRATIVE SUPPORT FOR RHFD MANAGEMENT ASSESSMENT PLAN #2: SUPPORT PERSONNEL RECRUITMENT, RETENTION, TRAINING, DEVELOPMENT, SUCCESSION, HEALTH & SAFETY,
BEHAVIORAL WELLNESS
MANAGEMENT ASSESSMENT PLAN #3: ENHANCE REGIONAL SERVICE DELIVERY OPPORTUNITIES MANAGEMENT ASSESSMENT PLAN #4: PROVIDE PROFESSIONAL TRAINING TO THE BOARD ON ROLES & RESPONSIBILITIES, IMPROVING TEAMWORK, AND
EFFECTIVE GOVERNANCE
MANAGEMENT ASSESSMENT PLAN #5: HIRE CONSULTANT TO ASSIST BOARD TO DEVELOP STRATEGIES FOR EFFECTIVE GOVERNANCE, TEAMWORK,
STANDARDS, RESPONSIBILITIES
MANAGEMENT ASSESSMENT PLAN #6: PROVIDE TRAINING TO THE FIRE CHIEF AND EXECUTIVE STAFF TO INCREASE ADMINISTRATIVE SKILLS Rodeo-Hercules Fire District
STRATEGIC PLAN 2023
Appendices
6 CONTRACTS AND MUTUAL AID AGREEMENTS
INTERAGENCY DISPATCH AGREEMENT: Service contract that allows the Rodeo- hercules Fire District to receive 9-1-1 resource dispatching from the Contra Costa Regional Fire Communications Center in order to mitigate calls for service.
COOPRATIVE AGREEMENT FOR BATTALION 7 OPERATIONS: Since September of 2000, the Rodeo-Hercules Fire District, the Pinole Fire Department, and the Contra Costa County Fire Protection District have equally provided shared battalion chief coverage in areas protected by the three (3) agencies.
MEMORANDUM OF UNDERSTANDING BETWEEN CAL FIRE AND THE RODEO- HERCULES FIRE DISTRICT: Establishes procedures and responsibilities for the use of CAL FIRE resources for fire suppression and related emergencies.
AGREEMENT FOR THE PROVISION OF EMERGENCY RESPONSE SERVICES – SAN FRANCISCO REFINERY (RODEO): The District responds to emergencies at the refinery and works cooperatively with their personnel.
CONTRA COSTA COUNTY FIRE SERVICE MUTUAL AID AGREEMENT: To ensure orderly and coordinated use of resources when requested.
AGREEMENT FOR AUTOMATIC MUTUAL FIRE PROTECTION RESPONSE: Boundary arrangement between the Rodeo-Hercules Fire District and the City of Pinole for automatic response to either jurisdiction.
AGREEMENT FOR AUTOMATIC MUTUAL FIRE PROTECTION RESPONSE: Boundary arrangement between the Rodeo-Hercules Fire District and the Crockett- Carquinez Fire District for automatic response into either jurisdiction.
MUTUAL AID: California’s Mutual Aid Planning is based on a statewide system of mutual aid.
Each local jurisdiction relies first on its own resources, then calls for assistance. “WE WILL ALL OF US, UPON HEARING OF FIRE BREAKING OUT AT OR NEAR ANY OF OUR DWELLING
HOUSES, IMMEDIATELY REPAIR TO THE SAME WITH ALL OUR BUCKETS AND BAGGS, AND THERE
EMPLOY OUR BEST ENDEAVOURS TO PRESERVE THE GOODS AND EFFECTS OF SUCH OF US AS SHALL BE IN DANGER…” BENJAMIN FRANKLIN
“RENDER MUTUAL AID AND PROTECTION TO ONE ANOTHER, UNITE TO DEFEAT THE INTENTIONS
OF THE EVIL-MINDED, OBEY THE MILITARY AND CIVIL AUTHORITIES AND YOUR TEARS WILL CEASE TO FLOW…” WAR AND PEACE
RODEO - HERCULES
Fire District
BUSI NESS PLAN
MISSION
VALUES
GOALS
Administration
Operations
Prevention
Focus Areas
Strategic Initiatives
2022 - 2027
It is the mission of this organization to provide the highest level of service to the community; to mitigate the devastating effects of fires and other disasters; to deliver emergency medical services; to educate the public and maintain a constant state of readiness…
THE RODEO HERCULES FIRE DISTRICT DELIVERS SERVICE TO OVER 35,000 PEOPLE IN THE COMMUNITIES OF RODEO, HERCULES AND
UNINCORPORATED CONTRA COSTA COUNTY
MISSION STATEMENT
1 VALUES
To that end we value:
Service to the community
Public Trust
Professionalism
Educated Work Force
Compassion
Team Work
Safety, Health & Welfare of the Organization
2 RODEO HERCULES FIRE DISTRICT
BUSINESS PLAN
TABLE OF CONTENTS
3 Focus Area 2023: Administration, Operations, Prevention Initiative (Goal) -- Hire Interim Fire Chief
Initiative (Goal) -- Hire Consultant for Analysis of RHFD Service Levels Initiative (Goal) -- Fully Staff RHFD
Initiative (Goal) -- Appoint a Director
Initiative (Goal) -- Station Maintenance and Repairs
Initiative (Goal) -- Vehicle Replacement Study
Initiative (Goal) -- Develop Policy Adjusting Auto or Mutual Aid During Resource Drawdown Initiative (Goal) -- Provide Liability Reduction / Harassment Prevention Training Initiative (Goal) -- Develop Apparatus Replacement Plan Initiative (Goal) -- Provide Presentations to Schools and Community Groups Initiative (Goal) -- Recruit New Employees from Community Initiative (Goal) -- Board Training
Initiative (Goal) -- Explore a Contract for Service or Consolidation Initiative (Goal) -- Review Strategic Plan Progress Annually Initiative (Goal) -- Review District Website Annually
Initiative (Goal) -- Pursue Grants and Donations
Initiative (Goal) -- Review Turnout Time for EMS Calls
Initiative (Goal) -- Review EMS Unit Hour Utilization
Initiative (Goal) -- Partner to Provide Hands-Only CPR Training Initiative (Goal) -- Review Turnout Time for Fire/Rescue Calls Focus Area 2024: Administration, Operations, Prevention Initiative (Goal) -- Board Election
Initiative (Goal) -- Hire Interim or Permanent Fire Chief Initiative (Goal) -- Update Standard Operating Procedures (SOP’s) Initiative (Goal) -- Update Policy/Manual Bulletins
Initiative (Goal) -- Review Ambulance Arrival on EMS Calls Initiative (Goal) -- Administrative Support for Fire Chief Initiative (Goal) -- Administrative Support for Board
Initiative (Goal) -- Administrative Support for Measure O Committee Initiative (Goal) -- Station Maintenance and Repairs
Initiative (Goal) -- Equipment Maintenance and Repairs
Initiative (Goal) -- Vehicle Replacement
Initiative (Goal) -- Pursue Grants and Donations
Initiative (Goal) -- Identify Opportunities for Administrative Volunteers
RODEO HERCULES FIRE DISTRICT
BUSINESS PLAN
TABLE OF CONTENTS
4 Focus Area 2024 cont.
Initiative (Goal) -- Improve Report Writing by Paramedics and EMTs Initiative (Goal) -- Improve Report Writing by Officers Initiative (Goal) -- Inspect Commercial Fire Protection Systems Initiative (Goal) -- Inspect High-Risk Occupancies
Initiative (Goal) -- Inspect State-Mandated Occupancies Initiative (Goal) -- Improve Weed Abatement Process
Initiative (Goal) -- Complete Prevention Fee Study
Initiative (Goal) -- Conduct Engineers Promotional Exam Initiative (Goal) -- Participate in Local Hazard Planning Including Developing RHFD Plan Initiative (Goal) -- Participate in Development of City of Hercules Emergency Operations Plan
Focus Area 2025: Administration, Operations, Prevention Initiative (Goal) -- Station Maintenance and Repairs
Initiative (Goal) -- Vehicle Replacement
Initiative (Goal) -- Review First EMS Capable Unit Arrival at Medical Calls (Urban Zone) Initiative (Goal) -- Review First EMS Capable Unit Arrival at Medical Calls (Rural Zone) Initiative (Goal) -- Review First Suppression Unit Arrival for Crisis Incidents (Urban Zone) Initiative (Goal) -- Review First Suppression Unit Arrival for Crisis Incidents (Rural Zone) Focus Area 2026: Administration, Operations, Prevention Initiative (Goal) -- TBD
Focus Area 2027: Administration, Operations, Prevention Initiative (Goal) -- TBD
RHFD FOCUS AREA 2023:
ADMINISTRATION * OPERATIONS * PREVENTION
STRATEGY 2023.1 - Hire Interim Fire Chief
Hire an Interim Chief to help the District with the day to day administration, budget and to coordinate with MED in the strategic plan analysis of the options in maintaining and or improving current levels of service by the RHFD.
RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: May 2023/Completed
PRIORITY: High
STRATEGY: 2023.2 - Hire Consultant
Hire a consultant to assist Board with analysis for options in maintaining or improving current levels of service by the RHFD including: a review of administrative responsibilities or workload, provide a gap analysis of services and or tasks within all positions and an analysis of all reasonable proposed partners. Additionally, options for consistent and reliable methods to generate revenue.
RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: May 2023/Completed
PRIORITY: High
STRATEGY 2023.3 - Fully Staff RHFD
Hire a firefighter to fully staff operations and to reduce overtime and or Workers Compensation insurance.
RESPONSIBLE: Interim Fire Chief, Staff, Administrative Services Officer COMPLETION: April 2023/Completed
PRIORITY: High
STRATEGY 2023.4 - Appoint a Director
Appoint a Director to fully staff Board.
RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: March 2023/Completed
PRIORITY: High
5 RHFD FOCUS AREA 2023:
ADMINISTRATION * OPERATIONS * PREVENTION
STRATEGY 2023.6 - Vehicle Replacement
Purchase a command vehicle.
RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: Completed
PRIORITY: High
STRATEGY 2023.5 - Station Maintenance & Repair
Replace station alerting systems. Emergency repairs to bathrooms at both stations.
RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: December 2023
PRIORITY: High
6 STRATEGY 2023.7 - Develop Policy Adjusting Auto or Mutual Aid During Resource Drawdown
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: Completed
PRIORITY: High
STRATEGY 2023.8 - Provide Liability Reduction/Harassment Prevention Training
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: Completed
PRIORITY: High
STRATEGY 2023.9 - Develop Apparatus Replacement Plan
Analyze the need to purchase 2 apparatus, create specifications and deployment.
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: Completed
PRIORITY: High
RHFD FOCUS AREA 2023 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
7 STRATEGY 2023.10: Provide Presentations to Schools and Community Groups
At the request of the Strategic Plan Community Group (SPCG) the District has returned to classroom visits, which were placed on hold due to Covid.
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.11: Recruit New Employees From Community
At the request of the Strategic Plan Community Group (SPCG) the District will also recruit new employees from the community.
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.12: Board Training
Board to attend California Special District Association conference “Comprehensive Governance Leadership for appointed and elected Directors” per adopted Management Assessment Plan (MAP) recommendation #4.
RESPONSIBLE: Interim Fire Chief, Board
COMPLETION: Completed
PRIORITY: High
RHFD FOCUS AREA 2023 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
8 STRATEGY 2023.15 Review District Website Annually
Board to review and provide feedback to Interim Fire Chief annually to ensure website meets Director’s and communities general expectations.
RESPONSIBLE: Board, Interim Fire Chief, Staff
COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.16: Pursue Grants and Donations
District to pursue grants and donations in support of the District’s mission and needs. Additionally, funding will provide needed resources and assist in financial stability.
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.14 Review Strategic Plan Progress Annually Budget and Strategic Plan should mirror the District’s proposed expenses annually. Board to review annually the Strategic Plan to ensure District’s Strategic Plan, Business Plan and budget are in alignment.
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.13 Explore a Contract for Service or
Consolidation
Board hired consultant Mike Despain of MED to assist Board with analysis for efficiencies and financial stability ,including options in maintaining or improving current levels of service by the RHFD; including a review of administrative responsibilities or workload, providing a gap analysis of services and or tasks within all positions and an analysis of all reasonable proposed partners, including contracts for services and/or consolidation. Additionally, options for consistent and reliable methods to generate revenue.
RESPONSIBLE: Board, Interim Fire Chief, Consultant
COMPLETION: 2023
PRIORITY: High
RHFD FOCUS AREA 2023 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
9 STRATEGY 2023.19: Partner to Provide Hands-Only CPR
Training
Hands-only CPR is a beneficial District and community partnership to save lives.
RESPONSIBLE: Interim Fire Chief, Command staff
COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.20: Review Turnout Time for Fire/Rescue
Calls
Review turnout time within 1 minute 50 seconds. 90 percent of the time (emergency calls, unit alert, wheels rolling). Monitor and report turnout performance quarterly (rolling 90 and 365-day, by member or officer.
RESPONSIBLE: Interim Fire Chief, Staff, General Counsel COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.18: Review EMS Unit Hour Utilization (UHU) Keep EMS UHR percentage below 30% for all units annually. UHU measures workload levels allowing comparisons to other agencies. RESPONSIBLE:
Interim Fire Chief, Command staff
COMPLETION: 2023
PRIORITY: High
STRATEGY 2023.17: Review Turnout Time for EMS Calls
Review turnout time within 1 minute 30 seconds. 90 percent of the time (emergency calls, unit alert, wheels rolling).
RESPONSIBLE: Interim Fire Chief, Command staff
COMPLETION: 2023
PRIORITY: High
RHFD FOCUS AREA 2024:
ADMINISTRATION * OPERATIONS * PREVENTION
10 STRATEGY 2024.1: Board Election
Distribute election requirements, monitor Board of Directors and Fire District responsibilities, develop resolution and request consolidation with 2024 General Election.
RESPONSIBLE: Interim Fire Chief, General Counsel, Administrative Services Officer
COMPLETION: November 2024
PRIORITY: High
STRATEGY 2024.2: Hire Interim or Permanent Fire Chief
Hire an interim or Permanent Chief to help the District (depending on direction provided by Board) with the day to day administration, budget and to coordinate with the Ad Hoc and MED in the strategic plan analysis of the options in maintaining and or improving current levels of service by the RHFD.
Current Interim Chief position ends May 2024.
RESPONSIBLE: Board, Interim Fire Chief, General Counsel COMPLETION: December 2024
PRIORITY: High
STRATEGY 2024.3: Update Standard Operating Procedures
SOP’s for call procedure. Staff will need to outsource to achieve compliancy. Will take approximately one year to complete.
RESPONSIBLE: Interim Fire Chief, Command Staff
COMPLETION: December 2024
PRIORITY: Moderate
STRATEGY 2024.4: Update Standard Policy/Bulletin Policies Job descriptions, minimum qualifications, injury illness prevention/workers compensation procedures, timecards, rules of conduct, harassment policy, uniform and grooming standards, etc..) to be updated in alignment with legal requirements. Staff will need to outsource to achieve compliancy. Will take approximately one year to complete.
RESPONSIBLE: Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: High
RHFD FOCUS AREA 2024 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
STRATEGY 2024.8: Administrative Support for Measure O
Committee
Administrative support: point of contact, role of Board Clerk, administrative support
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2025
PRIORITY: Moderate
STRATEGY 2024.9: Station Repair and Maintenance
Repair 76 roof (work to be done by the City of Hercules), rehab concrete floors stations 75 & 76, carpet replacement stations 75 & Kitchen remodel 76, paint interior 76 station
RESPONSIBLE: Interim Fire Chief, General Counsel, Staff COMPLETION: December 2025
PRIORITY: Moderate 11
STRATEGY 2024.7: Administrative Support for Board
Administrative support: point of contact, role of Board Clerk, administrative support
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2025
PRIORITY: Moderate
STRATEGY 2024.6: Administrative Support for Fire Chief
Executive staff:
report writing, budget support, payroll, HR
RESPONSIBLE: Board, Interim Fire Chief
COMPLETION: 2025
PRIORITY: Moderate
STRATEGY 2024.5: Review Ambulance Arrival on EMS Calls
RESPONSIBLE: Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: High
RHFD FOCUS AREA 2024 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
12 STRATEGY 2024.12: Pursue Grants and Donations
Pursue grants for equipment, training, and vehicles as identified in the annual budget.
RESPONSIBLE: Board, Interim Chief, staff
COMPLETION: 2024
PRIORITY: Moderate
STRATEGY 2024.13: Identify Opportunities for
Administrative Volunteers
Volunteers (Retired experts, potential recruits and others) to support RHFD, e.g. social media coordinator, contract administrator, grants writer, website administrator, CERT coordinator
RESPONSIBLE: Board, Interim Chief
COMPLETION: 2024
PRIORITY: Moderate
STRATEGY 2024.11: Vehicle Replacement Heavy apparatus;
Engine or Quint.
RESPONSIBLE: Board, Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: Moderate
STRATEGY 2024.10: Equipment Purchase, Maintenance,
Repairs
Replace radios (depending on grant award District may need to replace radios over a three-year period).
RESPONSIBLE: Board, Interim Fire Chief, Command Staff
COMPLETION: 2025
PRIORITY: High
RHFD FOCUS AREA 2024 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
13 STRATEGY 2024.15: Improve report writing by Officer’s RESPONSIBLE: Chief, Command staff
COMPLETION: 2024
PRIORITY: Moderate
STRATEGY 2024.16: Inspect Commercial Fire Protection
Systems
Annually, 100% of the time.
RESPONSIBLE: Chief, staff
COMPLETION:2024
PRIORITY: High
STRATEGY 2024.17: Inspect High-Risk Occupancies
Annually, 100% of the time.
RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: High
STRATEGY 2024.18: Inspect State-Mandated Occupancies
Annually, 100% of the time.
RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: High
STRATEGY 2024.14: Improve Report Writing by Paramedics
and EMT’s
RESPONSIBLE: Board, Chief, Command staff
COMPLETION: 2024
PRIORITY: Moderate
RHFD FOCUS AREA 2024 cont:
ADMINISTRATION * OPERATIONS * PREVENTION
14 STRATEGY 2024.21: Conduct Engineers Promotional Exam RESPONSIBLE: Chief, officers
COMPLETION:2024
PRIORITY: High
STRATEGY 2024.22: Participate in Local Hazard Planning
Including developing RHFD plan Participate with the County in local hazard planning, including developing RHFD plan.
RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: Moderate
STRATEGY 2024.23: Participate in the development of City of Hercules Emergency Operations Plan (EOP)
RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: Moderate
STRATEGY 2024.20: Complete Prevention Fee Study
Validate fees that can be assessed by RHFD.
RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: High
STRATEGY 2024.19: Improve Weed Abatement Process
Possibly contract out this service.
RESPONSIBLE: Chief, staff
COMPLETION: 2024
PRIORITY: moderate
RHFD FOCUS AREA 2025:
ADMINISTRATION * OPERATIONS * PREVENTION
15 STRATEGY:2025.1 Station Maintenance and Repairs
Replace concrete tank station 76, App Bay Painting, Training room painting and flooring station 76, remodel kitchen station 75
RESPONSIBLE: Interim Fire Chief, General Counsel, Staff COMPLETION: May 2025
PRIORITY: Moderate
STRATEGY 2025.2: Vehicle Replacement
Procure apparatus type III engine brush rig
RESPONSIBLE: Fire Chief, Staff, General Counsel
COMPLETION: 2025
PRIORITY: Moderate
STRATEGY 2025.3: Review First EMS Capable Unit Arrival at Medical Calls (Urban Zone)
RESPONSIBLE: Chief, command staff
COMPLETION: 2025
PRIORITY: High
STRATEGY: 2025.4: Review First EMS Capable Unit Arrival at Medical Calls (Rural Zone)
RESPONSIBLE: Chief, command staff
COMPLETION: 2025
PRIORITY: High
STRATEGY: 2025.5: Review first Suppression Unit Arrival for Crisis Incidents (Urban Zone)
RESPONSIBLE: Chief, command staff C
COMPLETION: 2025
PRIORITY: High
STRATEGY: 2025.6: Review first Suppression Unit Arrival for Crisis Incidents (Rural Zone)
RESPONSIBLE: Chief, command staff
COMPLETION: 2025
PRIORITY: High
RHFD FOCUS AREA 2026/2027:
ADMINISTRATION * OPERATIONS * PREVENTION
16 STRATEGY 2026.1: TBD
RESPONSIBLE:
COMPLETION:
PRIORITY:
STRATEGY 2027.1: TBD
RESPONSIBLE:
COMPLETION:
PRIORITY:
RODEO - HERCULES
Fire District
RODEO - HERCULES FIRE DISTRICT
1680 Refugio Valley Road, Hercules CA 94547
510 - 779 - 4561
www.rhfd.org