City of Santa Monica Fire Department
2023–2028 Strategic Plan
Fire Chief’s Message page i
FIRE CHIEF’S MESSAGE
I am honored to present the Santa Monica Fire Department 2023–2028 Strategic Plan. The development of this document was a collaborative effort that included input from members of a cross-section of our organization and external stakeholders. This Strategic Plan focuses on the Department's strategic initiatives aligned with the community's expectations. It is designed to provide the organization and community members with a five-year planning document capable of being evaluated, reviewed, and adjusted annually depending on our ability to meet the objectives listed in the plan.
The Santa Monica Fire Department is fortunate to serve a diverse, engaged community that values public safety. I want to thank our community members and external stakeholders that provided valuable input during this process. In addition, I am humbled and grateful for the commitment displayed by the dedicated staff members of the Santa Monica Fire Department in developing this plan.
This plan represents a shared vision for our entire organization and will serve as our roadmap as we continue providing high-quality emergency services to our community.
DANNY ALVAREZ
FIRE CHIEF
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Table of Contents page iii
TABLE OF CONTENTS
Section
Fire Chief’s Message .......................................................................................................Precedes Table of Contents Section 1—Executive Summary ................................................................................................................................. 1
1.1 Introduction ................................................................................................................................... 1
1.2 Strategic Planning Process............................................................................................................. 1
1.3 Strategic Planning Committee ....................................................................................................... 2
1.4 Project Stakeholders...................................................................................................................... 3
1.4.1 Fire Department Personnel................................................................................................ 3
1.4.2 Key Allied City Departments’ Stakeholders..................................................................... 3
1.4.3 City Council...................................................................................................................... 4
1.4.4 Community Stakeholders.................................................................................................. 4
1.5 Strategic Goals............................................................................................................................... 4
1.6 Annual Work Plan ......................................................................................................................... 5
1.7 Plan Maintenance .......................................................................................................................... 5 Section 2—Santa Monica Fire Department............................................................................................................... 7
2.1 Department Origin and History ..................................................................................................... 7
2.2 Authority and Services .................................................................................................................. 8
2.3 Organization .................................................................................................................................. 8
2.4 Service Capacity............................................................................................................................ 9 Section 3—Values and Mission................................................................................................................................. 11
3.1 Core Values................................................................................................................................. 11
3.2 Mission Statement .......................................................................................................................12 Section 4—Planning to Plan .....................................................................................................................................13
4.1 Planning Schedule .......................................................................................................................13 Section 5—Environmental Scan...............................................................................................................................15
5.1 Programs and Services.................................................................................................................16
5.1.1 Mandated Programs/Services..........................................................................................16
5.1.2 Best Practice Programs/Services.....................................................................................17
5.1.3 Value Added Programs/Services.....................................................................................18
5.2 Critical Issues / Service Gaps......................................................................................................18
5.2.1 Critical Issues..................................................................................................................18
5.2.2 Service Gaps ...................................................................................................................20
5.3 Unmet Organizational Needs.......................................................................................................20
5.4 Department Project Task Plan .....................................................................................................21
5.4.1 High Priority Tasks (21) ................................................................................................. 21
5.4.2 Medium Priority Tasks (8)..............................................................................................21
5.4.3 Unprioritized Tasks (150)...............................................................................................21
5.5 Stakeholder Outreach and Engagement.......................................................................................22
5.5.1 Fire Department Personnel..............................................................................................22
5.5.2 Key Allied City Department Stakeholders......................................................................26
5.5.3 City Council....................................................................................................................28 City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 1—Executive Summary page iv
5.5.4 Community Stakeholders................................................................................................31 Section 6—Performance Audit................................................................................................................................. 39
6.1 Emergency Services Performance ...............................................................................................39
6.1.1 Assessment Methodology ...............................................................................................39
6.1.2 Standard of Cover Findings and Recommendations.......................................................40
6.2 Strengths, Weaknesses, Opportunities, and Threats Assessment ................................................44
6.2.1 Strengths .........................................................................................................................44
6.2.2 Weaknesses/Limitations..................................................................................................45
6.2.3 Opportunities...................................................................................................................46
6.2.4 Threats ............................................................................................................................47 Section 7—Envisioning Success................................................................................................................................51 Section 8—Strategic Initiatives ................................................................................................................................53
8.1 Strategic Initiatives Overview .....................................................................................................53
8.2 Strategic Plan Goals, Strategies, and Objectives.........................................................................53
8.2.1 Goal 1: An Organization Closely Aligned with Community Values, Needs, and Service Expectations....................................................................................................................54
8.2.2 Goal 2: Services, Programs, and Resources Appropriate to Carry Out Our Mission......54
8.2.3 Goal 3: Sustained Organizational Vitality ......................................................................56
8.2.4 Goal 4: Improved Organizational Systems and Processes..............................................57 Section 9—Plan Implementation and Measuring Progress ...................................................................................59
9.1 Strategic Objectives Implementation Sequence...........................................................................60
9.2 Detailed Action Plans..................................................................................................................65
9.3 Annual Work Plan .......................................................................................................................65
9.4 Plan Maintenance ........................................................................................................................66
9.5 Strategic Plan Rollout..................................................................................................................66 Appendices
Appendix A—Santa Monica Fire Department Personnel Survey Appendix B—Key Allied City Department Stakeholder Survey Appendix C—City Council Survey
Appendix D—Community Stakeholder Survey
Appendix E—Sample Detailed Action Plans
Table of Tables
Table 1—Santa Monica Fire Department Strategic Planning Committee ..................................................................... 3 Table 2—Key Allied City Departments’ Stakeholders.................................................................................................. 3 Table 3—Community Stakeholders............................................................................................................................... 4 Table 4—Annual Work Plan Development Schedule ................................................................................................... 5 Table 5—Fiscal Year 2021–23 Positions ...................................................................................................................... 8 Table 6—Fire Department Facilities and Response Resources...................................................................................10 Table 7—Strategic Planning Workshop Schedule.......................................................................................................14 City of Santa Monica Fire Department
2023–2028 Strategic Plan
Table of Contents page v
Table 8—Fire Department Survey Response Summary – Physical Assets................................................................. 22 Table 9—Fire Department Survey Response Summary – Service Improvements......................................................23 Table 10—Fire Department Survey Response Summary – Workplace Satisfaction...................................................24 Table 11—Fire Department Survey Response Summary – Employee Perception......................................................25 Table 12—Fire Department Survey Response Summary – Service Priorities.............................................................25 Table 13—Key Allied City Departments ....................................................................................................................26 Table 14—Rating of Fire Department Service Experience .........................................................................................29 Table 15—Secondary Fire Department Service Priorities...........................................................................................29 Table 16—Preferred Characteristics for an Excellent Customer Service Experience .................................................30 Table 17—Social Media Platforms Followed..............................................................................................................30 Table 18—Community Stakeholders...........................................................................................................................32 Table 19—Stakeholder Connections to City ...............................................................................................................32 Table 20—Rating of Fire Department Service Experience Summary.........................................................................33 Table 21—Fire Department Service Satisfaction Summary........................................................................................33 Table 22—Secondary Fire Department Service Priorities...........................................................................................34 Table 23—Social Media Platforms Followed..............................................................................................................35 Table 24—Fire Department Information Platform Preference ....................................................................................35 Table 25—Preferred Customer Service Characteristics ..............................................................................................36 Table 26—Standards of Response Coverage Process Elements..................................................................................40 Table 27—Initial Strategic Objectives Implementation Priority .................................................................................61 Table 28—Annual Work Plan Development Schedule ...............................................................................................65 Table of Figures
Figure 1—Santa Monica Fire Department Organization Chart ..................................................................................... 9
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 1—Executive Summary page 1
SECTION 1—EXECUTIVE SUMMARY
1.1 INTRODUCTION
The City of Santa Monica (City) Fire Department (Department) retained Citygate Associates, LLC (Citygate) to facilitate a Strategic Planning process to guide Department planning and decisionmaking over the next five years.
1.2 STRATEGIC PLANNING PROCESS
Strategic planning involves a deliberate effort to achieve organizational alignment around a shared vision for the future and identify the steps necessary to achieve that future. Ideally, an effective strategic plan informs the budget process, organizational priorities, and decision-making over the planning period. While this may seem daunting, the planning process is more important than the resultant plan because the assumptions and factors under which a strategic plan is developed are likely to change over time, sometimes very rapidly.
The Department’s Strategic Planning Committee worked collaboratively over three months through the following six-step process to create this Plan.
1. Planning to Plan – Selection of the Planning Committee, identifying the planning period, determining when and how to initiate the planning process, assessing City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 1—Executive Summary page 2
organizational support for the process, establishing the time frame for the process, and determining the extent of and process for stakeholder involvement.
2. Environmental Scan – Identification of critical elements to be considered in developing the Strategic Plan including current programs and services, critical issues / service gaps and unmet organizational needs; review of the Department’s current Task Plan; and identifying project stakeholders and how they should be included in the process.
3. Performance Audit – Conducting a detailed assessment of the organization’s current state and/or performance.
4. Envisioning Success – Identifying what success ideally looks like by the end of the planning horizon with desired end states or outcomes.
5. Strategic Initiatives – Clearly articulating the desired goals (end states) and the strategies and objectives to achieve them over the planning horizon.
6. Plan Implementation and Measuring Progress – Prioritizing the implementation sequence of the strategic objectives, developing a detailed action plan for each objective, determining the interval for periodic review/updating of the Plan, and introducing the completed Plan to the organization.
In Citygate’s experience, this strategic planning model results in a plan that is “owned” by the Planning Committee and organization, with a higher probability that it will be implemented and successfully achieve one or more of its strategic goals than other planning models because guiding members of the organization created the Plan themselves. An added benefit of this model is that the Planning Committee learns how to conduct strategic planning and can monitor those factors likely to impact the Plan, making appropriate future changes without external assistance.
1.3 STRATEGIC PLANNING COMMITTEE
The following Department personnel—representing the various organizational and functional perspectives of the Department and serving as the Strategic Planning Committee—invested considerable time and energy developing this Strategic Plan with Citygate’s facilitation and coaching.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 1—Executive Summary page 3
Table 1—Santa Monica Fire Department Strategic Planning Committee
1. Training Chief James Altman
2. Fire Chief Danny Alvarez
3. EMS Coordinator Catherine Borman
4. Fire Marshal Joe Cavin
5. Deputy Chief Tom Clemo
6. Battalion Chief Jeff Connor
7. Firefighter Ty Connor
8. Paramedic Coordinator Justin Crosson
9. Engineer Walter Gonzales
10. Engineer Evan McManus
11. Engineer Trevor Mustin
12. Captain Eric Nagao
13. Deputy Chief John Nevandro
14. Admin. Captain Patrick Nulty
15. Training Captain Walter Patton
16. FCEO Jason Puklus
17. Captain Matt Randleman
18. Engineer Mike Rivera
19. Engineer Mark Anthony Rizzo
20. Captain Ryan Shook
21. Captain Jonathan Sly
22. Principal Admin. Analyst Terese Toomey
1.4 PROJECT STAKEHOLDERS
In a focused effort to include all Department personnel and other key City and community stakeholders in the planning process, the Department developed an online survey to capture input from various stakeholder perspectives (see: Appendices A through D—Stakeholder Surveys).
The surveys were initiated on January 4, 2023, and closed on February 6, 2023. A summary of survey results can be found in Section 5.5.
1.4.1 Fire Department Personnel
All Fire Department personnel were invited to participate in the online survey by internal memorandum and direct email. By the close of the survey on February 6, 2023, eighty-eight of the one hundred thirty-six members (65 percent) had completed the survey.
1.4.2 Key Allied City Departments’ Stakeholders
The following key allied City Department stakeholders were invited by direct email to provide input through the online stakeholder survey. Fifteen individuals from this stakeholder group completed the survey.
Table 2—Key Allied City Departments’ Stakeholders
1. Information Services Department
2. Finance Department
3. Human Resources Department
4. Department of Transportation (DOT)
5. City Manager’s Office
6. Police Department
7. Community Development Department
8. Community Services Department
9. Chief Resiliency Officer/OEM
10. City Attorney’s Office
11. Public Works Department
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 1—Executive Summary page 4
1.4.3 City Council
Email invitations were sent to all seven City Council members to solicit their input through an online survey with four Council members completing the survey.
1.4.4 Community Stakeholders
The following community individuals and groups were also invited to contribute to this Plan through the online stakeholder survey. Invitation to participate in the survey was by direct email or personal distribution with a QR code to access the survey. One hundred fifty surveys were completed from this stakeholder group. The survey was also made available to the entire community via the Department’s social media platforms and website.
Table 3—Community Stakeholders
1. Chamber of Commerce
2. Downtown Santa Monica
3. Santa Monica-Malibu Unified School Dist.
4. Santa Monica Pier
5. Pacific Park
6. Santa Monica Place
7. Fairmont Hotel
8. Santa Monica Travel and Tourism
9. Santa Monica History Museum
10. Ocean Park Association
11. Rand Corporation
12. North of Montana Association
13. UCLA
14. NAACP
15. Santa Monica Police Officers Association
16. Santa Monica College
17. Mid Cities Neighbors
18. Friends of Sunset Park
19. Pico Neighborhood
20. Pico HRC
21. Northeast Neighbors
22. Human Relations Council
23. Committee for Racial Justice
24. Wilshire Montana Neighborhood Coalition
25. Rotary Club International
26. Kiwanis Club
27. The People Concern
28. UCLA Santa Monica Medical Center
29. Providence St. Johns
30. Santa Monica Interfaith Council
31. Santa Monica Bay Area Human Relations
Council
1.5 STRATEGIC GOALS
This Strategic Plan identifies the following four strategic goals the Department will pursue over the next five years.
Goal 1: An Organization Closely Aligned with Community Values, Needs, and Service Expectations
Goal 2: Services, Programs, and Resources Appropriate to Carry Out SMFD’s Mission
Goal 3: Sustained Organizational Vitality
Goal 4: Improved Organizational Systems and Processes
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 1—Executive Summary page 5
The Strategic Plan further identifies 14 strategies and 38 measurable objectives to achieve these goals over the next several years and beyond, as well as an Implementation Plan to ensure the contents of the Plan are integrated into the Department’s annual planning, budget, and work cycle.
Sample Detailed Action Plans are included in Appendix E.
1.6 ANNUAL WORK PLAN
Annual work plans are critical to creating and maintaining momentum and making continued progress on any long-term plan. The Planning Committee established the desire to develop an annual work plan corresponding with the City’s biennial budget cycle and incorporating those strategies and objectives that will receive intentional focus and effort over that 12-month period considering anticipated organizational capacity and availability of needed resources. Strategies and objectives need not be accomplished in any specific priority or sequence; however, they should be initiated individually or in parallel to ensure logical and incremental progress toward achievement of a particular strategy or goal. Annual Work Plan progress will be reviewed at each monthly Command and General Staff meeting.
The Planning Committee established the following Annual Work Plan schedule.
Table 4—Annual Work Plan Development Schedule
Objective Date
Initiate Annual Work Plan development January 2
Complete Draft Annual Work Plan January 24
Complete Detailed Action Plans for included Strategic Objectives June 1 Final City Budget adopted Second Tuesday in June
Finalize Annual Work Plan June 30
Implement Annual Work Plan July 1
1.7 PLAN MAINTENANCE
To ensure continuing progress and the effectiveness and relevance of the Strategic Plan, an individual or group to be identified by the Fire Chief, in collaboration with the Executive Management Team, will be tasked to review this Plan at least quarterly for the first year, and thereafter as determined by the Fire Chief and/or Review Team. The Strategic Plan will be revised as needed to provide maximum utilization of available resources to achieve the identified strategic goals, and to add or modify strategies and/or objectives as needed to address changes in the political, fiscal, organizational, or City environment.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 2—Santa Monica Fire Department page 7
SECTION 2—SANTA MONICA FIRE DEPARTMENT
2.1 DEPARTMENT ORIGIN AND HISTORY
Fire protection in Santa Monica began in October 1875 when six citizens organized the Crawford Hook and Ladder Company. In March 1889, another small group of citizens gathered at the town hall to adopt the Constitution of the newly formed Santa Monica Hose and Ladder Company, which was the beginning of the Santa Monica Fire Department.
Over the ensuing 100 years, hand-drawn carts and buckets were replaced with horse-drawn vehicles and steam pumpers, which eventually gave way to gasoline and ultimately diesel-powered vehicles. In 1974, the Department became the first fire department in the nation to deliver paramedic services by an engine company. Since then, the organization has grown to become a Class 1 Department1, providing specialized services including a full-time hazardous materials response unit, an urban search and rescue team, dedicated airport response cadre, an accredited fire academy, and a comprehensive all-hazards fire prevention division. 1 Public Protection Class 1 as determined by the Insurance Services Organization (ISO).
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 2—Santa Monica Fire Department page 8
2.2 AUTHORITY AND SERVICES
Operating under authority provided by the City Charter, the Department provides fire suppression, pre-hospital emergency medical services, hazardous materials response, search and rescue, fire prevention and fire code compliance, arson investigation, community outreach and education, and other fire and life safety-related services. The Department serves more than 92,000 residents over the 8.3 square-mile City area, with a total staff of 138 personnel operating from five fire stations.
An annual operating budget of $46.5 million was adopted for Fiscal Years 2021–23.
2.3 ORGANIZATION
As summarized in the following table and organizational chart, the Department is organized into four divisions that are organized under a Fire Chief who is appointed by the City Manager.
Table 5—Fiscal Year 2021–23 Positions
Operating Division Authorized FTE1
Personnel
Administration 14
Suppression & Rescue 105
Fire Prevention 15
Training 4
Total 138
1 FTE = Full-Time Equivalent
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 2—Santa Monica Fire Department page 9
Figure 1—Santa Monica Fire Department Organization Chart
2.4 SERVICE CAPACITY
The Department’s service capacity for fire and non-fire hazards consists of a daily minimum of 35 response personnel staffing seven engines with four personnel each (including at least two paramedics), one aerial ladder truck staffed with five personnel (including at least one paramedic), and one Battalion Chief Command Team operating from five fire stations, as summarized in the following table.
The Department also deploys a Rescue Utility, Type I Urban Search and Rescue (USAR) apparatus, Aircraft Rescue and Fire Fighting (ARFF) apparatus, Type I Hazardous Materials Unit, Crash Rescue Utility, and one Medical Response All-Terrain Vehicle (ATV) as needed based on the type of incident.
In addition, the Department launched a pilot Community Response Unit (CRU) in September 2021 to better address the needs of vulnerable populations in the City, including those experiencing homelessness. The CRU is staffed with two personnel, including at least one paramedic, from 7:00 a.m. to 5:00 p.m. Monday through Wednesday and from 8:00 a.m. to 4:00 p.m. every other Thursday. The CRU works in collaboration with other City departments, regional agencies, and City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 2—Santa Monica Fire Department page 10
non-profits to help bridge the gap for housing and other support services. The CRU is funded through June 2023 at the time of this Plan.
Table 6—Fire Department Facilities and Response Resources Station Address Year Built Assigned Resources1
Minimum
Daily
Staffing
1 1337 7th Street 2020
Engine 1
Engine 6
Truck 1
Battalion 1
Community Response Unit2
Rescue Utility 1
4 4
5 2
2 222 Hollister Avenue 2003
Engine 2
USAR 2
Utility 2
4 3 1302 19th Street 1971 Engine 3
Engine 4
4 4
5 2450 Ashland Avenue 1980
Engine 5
HazMat 5
Crash Rescue 5
HazMat Utility 5
Crash Rescue Utility 5
4 7 1100 Palisades Beach Road 2019
Engine 7
Med Cart 1
Utility 7
4 Total Daily Staffing 35
1 Staffed resources are shown in bold; other resources are staffed as needed by on-duty station personnel or recalled off-duty personnel
2 Staffed with two personnel including at least one paramedic Monday through Wednesday and every other Thursday The Department’s Effective Response Force (ERF) to mitigate more serious or complex emergencies—including confirmed building fires, wildland fires, multiple-patient medical emergencies, vehicle collisions with extrication required, and technical rescue incidents—consists of four engines, one ladder truck, one Emergency Incident Technician, and one Battalion Chief for a total of 23 personnel. As noted, the Department also has specialized capability for hazardous materials, urban search and rescue, and aircraft emergencies. The Department also has a mutual aid agreement with the City of Los Angeles Fire Department and is a signatory to the Los Angeles County Mutual Aid Plan and California Master Mutual Aid Agreement.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 3—Values and Mission page 11
SECTION 3—VALUES AND MISSION
This section identifies the Department’s core values and mission statement, adopted in 2018.
3.1 CORE VALUES
Integrity: We adhere to the highest standard of conduct at all times.
Compassion: We treat those we serve as we want our own family treated. We are courteous and respectful to all, every time, every call.
Teamwork: Teamwork is the cornerstone of the fire service. We are committed to constantly working together and supporting each other toward a common goal of excellence in achieving our mission.
Accountability: We strive to meet the highest standard of the fire service, both personally and professionally. We are accountable to those we serve and to each other in all that we do.
Trust: Since 1889 we have faithfully served our community. We earn trust through our actions and behavior.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 3—Values and Mission page 12
3.2 MISSION STATEMENT
We believe in helping people by preserving and improving the safety, health, and wellbeing of our community.
We provide collaborative and innovative fire protection, emergency medical care, and life safety services.
We make a difference every day.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 4—Planning to Plan page 13
SECTION 4—PLANNING TO PLAN
The first step in the strategic planning process is Planning to Plan. In this step, the Planning Committee is identified—ideally to represent a broad cross-section of organizational levels, functions, programs, and perspectives. The Planning Committee then reviews the planning process in detail to ensure an understanding of the entire process, including the time and effort required.
The Committee then determines a workshop schedule that best accommodates its members and the overall project schedule. Finally, a schedule of deliverables to which Planning Committee and Department leadership mutually agree is identified. These steps were completed at the Department All Hands and Command/General Staff Strategic Plan orientation meetings on January 23, 2023, and reviewed at the first Planning Workshop on January 30th.
4.1 PLANNING SCHEDULE
The following table shows the planning schedule established by the Department and Strategic Planning Committee.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 4—Planning to Plan page 14
Table 7—Strategic Planning Workshop Schedule
Planning Element Date Time
All Hands and Command/General
Staff Orientation Meetings January 23, 2023 9:30 AM – 2:30 PM Planning Workshop #1 January 30, 2023 9:30 AM – 2:30 PM Planning Workshop #2 February 6, 2023 9:30 AM – 2:30 PM Planning Workshop #3 February 23, 2023 9:30 AM – 2:30 PM Draft Strategic Plan Submitted By March 3, 2023 5:00 PM Draft Strategic Plan Review March 28, 2023 9:30 AM – 12:00 PM Final Strategic Plan Submitted By April 31, 2023 5:00 PM Final Strategic Plan Presentation May 17, 2023 9:30 AM – 12:00 Noon City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 15
SECTION 5—ENVIRONMENTAL SCAN
This section summarizes the Planning Committee’s review of critical elements to be considered in developing the Strategic Plan including current programs and services, critical issues / service gaps, unmet organizational needs, and potential collaboration and partnership opportunities, reviewing the Department’s current Project Plan, 2019 Standards of Cover Study results, and identifying project stakeholders and how they will be included in the process. The following elements were completed at the first planning workshop on January 30, 2023.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 16
5.1 PROGRAMS AND SERVICES
5.1.1 Mandated Programs/Services
The Department is required to provide the following programs and services by federal or state law, regulation, or local ordinance, formal agreement, policy, or procedure. Fire suppression
Local/regional automatic aid
Fire hydrant testing
Enforcement of California Fire Code
Inspection of regulated occupancies
Inspection and permitting of regulated operations
New development plan review
Fire protection and life safety systems plan review, installation, and operational inspection
Hazardous materials program management (Certified Unified Program Agency [CUPA] for the City)
Fire origin and cause investigation
Training
New firefighters
Recurrent training in specified subject areas
EMS skills
Provision of a certified Safety Officer at emergency incidents Ambulance fleet inspection and maintenance coordination Respiratory Protection program
Department-level finance services
Budget development/management
Contracts management
Procurement
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Section 5—Environmental Scan page 17
Accounts receivable
Accounts payable
Payroll
Grant management
Staff reports
Department-level administrative support services
Meeting management
Public counter services
Public Records Act requests
Department-level recruitment/hiring/onboarding
Telephone calls
Employee support services
General administrative/clerical support
Large-scale event planning
Emergency Operations Center support
Emergency Medical Services quality assurance / quality improvement program Department-level infectious disease control program
5.1.2 Best Practice Programs/Services
The following programs and services provided by the Department, although not mandated, are considered best practices.
Technical rescue response (USAR)
Hazardous Material release/spill response/mitigation (HazMat) Aircraft Rescue Fire Fighting (ARFF)
Pre-hospital EMS services
Statewide mutual aid
Non-mandated occupancy/operations inspection and permitting Non-mandated occupancy inspections
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2023–2028 Strategic Plan
Section 5—Environmental Scan page 18
Non-mandated recurrent training to maintain/enhance operational skills and knowledge
Coordination of communications equipment testing and maintenance Continued execution of the Information Technology Strategic Plan Pre-incident planning
Coordination with the City Public Safety Communications Center Insurance Services Office (ISO) Public Protection Classification Program Center for Public Safety Excellence (CPSE) / Commission on Fire Accreditation International (CFAI) fire agency accreditation management
5.1.3 Value Added Programs/Services
Although not required or considered best practice, the Department provides the following programs and services to enhance the safety and quality of life for City residents, businesses, and visitors.
Community Response Unit (CRU)
Rapid Extrication Module (REM)
Regional/statewide wildland fire response
Homeless / behavioral / mental health issues response Department Honor Guard
Department chaplaincy program
Traffic calming advisory support
CPR/first-aid training for other City Departments
Succession planning /mentorship
Facilities maintenance coordination
Community outreach/communication
Public Automatic External Defibrillator (AED) program
5.2 CRITICAL ISSUES / SERVICE GAPS
5.2.1 Critical Issues
The Planning Committee identified the following critical issues facing the Department. Low-acuity EMS incidents
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 19
Service demand volume and increasing call trend
Crew safety on EMS calls involving individuals that are under the influence of drugs or alcohol, or experiencing a behavioral health emergency Ambulance availability
Hospital emergency department wait times
Number of ambulances deployed daily by the City’s ambulance contract provider
Need to provide Department-staffed ambulances for surge demand Number of Department paramedics
Administrative workload capacity, particularly relative to:
Procurement and the complexity of procurement
Contracts
Grant management
Recruitment/hiring challenges
Availability for local/regional mutual aid
Daily response staffing level
Lack of development impact fees to help fund Department capital infrastructure and equipment impacted by development
Station personnel workload capacity
Program management
Daily population fluctuations
Facilities management
Planned future development
Computer Aided Dispatch (CAD) challenges
Public Safety Communications Center staffing shortages Employee mental health services
Succession planning
Narrowing qualified instructor gap
Inter-departmental collaboration
Injury prevention
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2023–2028 Strategic Plan
Section 5—Environmental Scan page 20
Fire incidents trending upward
Traffic signal to facilitate Station 7 access onto Highway 1 (Pacific Coast Highway)
5.2.2 Service Gaps
The Planning Committee further identified the following service gaps. Adequate information technology support
Inefficient Fire Prevention fee billing, collection, and reconciliation processes Fire station first-due districts
Too large
Inequitable first-due service demand
Understanding other City departments’ roles and functions EMS support capacity
Prosecution of intentionally set fires
Community paramedicine program
5.3 UNMET ORGANIZATIONAL NEEDS
The following unmet organizational needs were identified by the Planning Committee. Funding to complete the new Training Center facility
Ongoing funding for Fire Facility Capital Improvement Plan Additional staffing capacity, particularly relative to the following Department functions:
Logistics
Finance
Affordable local housing for employees
Health/wellness program for non-uniformed personnel
Expedited workers’ compensation treatment and return-to-work process Adequately matching resource needs to community risks Staffing levels (operational and administrative functions) Response apparatus types
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2023–2028 Strategic Plan
Section 5—Environmental Scan page 21
Permanent, long-term solution(s) to address unhoused and vulnerable population impacts on service demand and operational capacity
CRU authority to refer patients to alternative treatment other than hospital emergency room
Facilities
Station 3 upgrades
Permanent Station 7
Public Safety Facility tenant improvements
5.4 DEPARTMENT PROJECT TASK PLAN
In recent years, the Department has maintained a Project Task Plan to monitor and manage ongoing projects. At the start of this process, the plan included 179 individual tasks prioritized as follows.
The Project Task Plan was intended to be an overall management tool that will sunset upon adoption of this Strategic Plan.
5.4.1 High Priority Tasks (21)
1 completed
19 in progress
1 no progress
5.4.2 Medium Priority Tasks (8)
1 in progress
2 behind schedule
4 not started
5.4.3 Unprioritized Tasks (150)
21 completed
122 in progress
1 behind schedule
4 on hold
2 not started
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 22
5.5 STAKEHOLDER OUTREACH AND ENGAGEMENT
In a focused, intentional effort to engage all Department personnel and other key City and community stakeholders in this process, Department staff developed an online survey to capture input from the various stakeholder perspectives as follows.
5.5.1 Fire Department Personnel
All Fire Department personnel were invited to participate in an online survey (Appendix A) by internal memorandum distributed via email on January 4, 2023. By the close of the survey on February 6, 2023, eighty-eight of the one hundred thirty-six personnel (65 percent) completed the survey with results summarized as follows.
Question 1: Physical Asset Quality
The following table summarizes the responses to the request to rate the quality of the following physical assets.
Table 8—Fire Department Survey Response Summary – Physical Assets Physical Asset
Percent
Responding
Somewhat
Good or
Very Good
Building/Facilities 61%
Apparatus Fleet 84%
Light-Duty Vehicle Fleet 72%
Tools/Equipment 95%
Technology 61%
Access to Training 63%
PPE 93%
Uniform 77%
Comments to this question included:
Stations 3 and 7 need improvements
Station 5 has long-standing plumbing issues
Concern over recent apparatus out-of-service time
Continue to stay ahead of apparatus replacements
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 23
All stations requesting to all have utility trucks
Tools and equipment are high quality and recent timely purchases are appreciated Information technology has greatly improved over the past years; however, concerns expressed over time it takes to get technology repairs and responses from Information Services Department (ISD)
Concerns about the timeliness of the training approval process, inconsistent access to training, and lack of training opportunities
Many employees concerned with the newer structural turnout clothing design Dissatisfaction with the uniform ordering process
Question 2: Significant Changes Needing Department Adaptation The responses to the question asking, “What significant changes are occurring or have occurred in Santa Monica that the Department needs to adapt to?” included:
Risk profile changes with increased development and multi-story buildings Increasing call volume
Increased EMS low-acuity calls / response model
Facilitation of unhoused and mental health issues
Increased demand for services with limited resources
Question 3: Three Ways the Department Could Improve Services The following table summarizes responses to the request for respondents to check the top three ways the Department could improve its services to the community.
Table 9—Fire Department Survey Response Summary – Service Improvements Suggested Improvement Percent
Increase communications and visibility to the community 29% Strategically enhance services 62%
Provide more staff training 29%
Offer more public education 31%
Collaborate more with regional partners 42%
Seek to diversify staff with future hires 11%
Provide improved career ladders or succession planning 65% Increase communications and visibility to the community 0% City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 24
Questions 4–6: Employee Workplace Satisfaction
The following table summarizes the responses to three questions rating satisfaction with specific workplace factors.
Table 10—Fire Department Survey Response Summary – Workplace Satisfaction Workplace Factor
Percent
Responding
Somewhat
Good or
Very Good
Support for your physical wellbeing 81%
Support for your emotional/mental wellbeing 65%
Compensation, including benefits 91%
Diversity, equity, and inclusion 63%
Workload 57%
Quantity/quality of practical hands-on skills training 66% Computer-based training 54%
Professional development opportunities 61%
A clear career development path 63%
Succession planning and promotional development 64%
Communications within your crew/team members 95%
Communications within your shift/team 91%
Bottom-up communication across the organization 70%
Top-down communication by senior leadership 73%
Question 7: Employee Perception
The following table summarizes the responses to the following questions.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 25
Table 11—Fire Department Survey Response Summary – Employee Perception Perception Factor
Percent
Responding
Yes or
Definitely
Yes
Do you feel a sense of belonging within the Department? 88% Is the Department’s culture inclusive and respectful of individual differences? 79%
Do you feel valued? 77%
Do you feel trusted by your peers? 95%
Do you trust your peers? 86%
Are you treated respectfully by Department leadership? 91% Do you trust the Department’s leadership? 79%
Do you feel the Department leadership has your best interest in mind? 79%
Are you treated respectfully by your peers? 84%
Do you respect your peers? 95%
Is morale high on your shift/team? 79%
Can you raise concerns or express criticisms of the
Department without fear of retribution? 74%
If you raise ideas for innovation or improvement, will they be carefully considered and implemented if appropriate? 54% Service Priorities
The following table summarizes the responses asking for service priorities over the next 5–10 years.
Table 12—Fire Department Survey Response Summary – Service Priorities Service Priority Percent
None of the following 8%
Medical emergency response times 30%
Fire emergency response times 6%
Terrorism or natural disaster planning 8%
Facilitation of homeless or mental health services 48%
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 26
Comments to this question included:
Increased staffing
EMS and fire responses and possible changes to the service delivery model Other Comments
Following are common themes to the responses requesting any other comments. Succession planning for civilian personnel
Improved accountability
Increased training opportunities
5.5.2 Key Allied City Department Stakeholders
Stakeholders from the following key allied City departments were invited by direct email sent on January 4, 2023, to provide input through an online stakeholder survey (Appendix B).
Table 13—Key Allied City Departments
1. Information Services Department
2. Finance Department
3. Human Resources Department
4. Department of Transportation (DOT)
5. City Manager’s Office
6. Police Department
7. Community Development Department
8. Community Services Department
9. Chief Resiliency Officer / OEM
10. City Attorney’s Office
11. Public Works Department
Question 1: Satisfaction with Fire Department Interaction Of the responses received, eighty-two percent rated their interaction with the Department over the past year as satisfied or very satisfied.
Question 2: Improving Fire Department Interaction
Of the survey responses received, 60 percent provided responses suggesting ways the Fire Department could improve its interaction with the respondent’s department, summarized by theme as follows:
Ensure City policies and procedures are followed
Be better partners and actively participate in collaboration Question 3: Satisfaction with Fire Department Communications Eighty-two percent of respondents said they were satisfied or very satisfied with Fire Department communications with their department.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 27
Improving Fire Department Communications
Sixty percent of the responses received suggested ways the Fire Department could improve communications with the respondent’s department, summarized by theme as follows. In-person or phone call explanations/clarifications
Identify the Department’s technology liaison
Be present and attend meetings when part of a City team Including fire updates and messages in other departments’ communications (newsletters, email blasts to City business partners, etc.) Improving Fire Department Collaboration
Responses also included suggestions regarding how the Department should better collaborate with City partners, summarized as follows.
More regular scheduled communications for coordination on shared issues (SUS/overdoses, suicide prevention, high users)
Determine the appropriate level to right size the Fire Department budget and eliminate or control unnecessary spending to avoid going over budget. Using DART or the homelessness teams as current examples, Fire should continue to collaborate with other departments
Collaborate on programs that will help better educate our community on fire safety and/or addressing health or fire-related situations in the home Provide public information and communications updates to relevant City partners Understanding of Fire Department Core Services
All survey responses indicated moderate or extensive knowledge of the Department’s core services.
Fire Department Strengths
Responses to the question, “From your perspective, what does the Fire Department do well?” are summarized as follows:
They work very independently and have very well-defined procedures to deal with outages and other incidents
The planning I have seen with known, upcoming maintenance and downtime situations has been spectacular. Other departments could learn from the Fire Department’s methodologies
Community service and engagement
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 28
Outstanding at responding to emergency calls for service and delivering lifesaving care
Very friendly, approachable, and collaborative
Suggested Improvements
Responses to the question, “What can the Fire Department do to improve itself?” included:
Be more proactive and less reactive; more scheduled conversations around shared issues
Improved administrative staffing levels
Capitalize on the goodwill and trust the Department has with the community and other City departments to address the issues surrounding the unhoused population Ensure City policies are followed
The Department could benefit greatly by improving its diversity Continued community outreach and public awareness of core services and safety tips
5.5.3 City Council
The seven City Council members were invited to participate in the survey (Appendix C) by direct email invitation on January 4, 2023, with four responses (57 percent) having been received when the survey closed on February 6, 2023.
Fire Department Service Experience
The following table summarizes responses to the question, “What services have you received from the Fire Department and how would you rate the Department’s performance relative to services received?”
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 29
Table 14—Rating of Fire Department Service Experience
Fire Department Service No
Experience
Above
Average Excellent
Fire emergency 1 1 1
Medical emergency 1 1 1
Other emergency 1 1 1
Fire or life safety inspection – business or residential 1 1 1 Plan review 2 1 0
School tour 1 1 1
Station tour 1 1 1
Other public outreach 1 1 1
Secondary Fire Department Service Priorities
The following table summarizes responses to the question, “Other than extinguishing fires and responding to medical emergencies, what are the most important service priorities the Department should focus on?”
Table 15—Secondary Fire Department Service Priorities
Fire Department Service Responses
Preventing fires through building and property inspections 3 Teaching hands only Cardiopulmonary Resuscitation (CPR) 1 Providing public fire and life safety education 1
Preferred Customer Service Characteristics
The following table summarizes responses to the question, “Please select the top three characteristics you feel make for an excellent customer service experience as they relate to services you need from the Santa Monica Fire Department.”
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 30
Table 16—Preferred Characteristics for an Excellent Customer Service Experience Characteristic Responses
Level of Training/Proficiency 2
Timely Response 2
Responsiveness 3
Professionalism 0
Problem Solving Skills 1
Communication with Customers 0
Compassion 1
Empathy 0
Courtesy/Politeness 0
Adaptability 0
Helpfulness 0
Satisfaction with Current Department Communications
To the question asking Council members’ satisfaction with the current weekly update provided to the City Manager’s Office, one response was neutral, one satisfied, and one very satisfied.
Social Media Use
The following table summarizes responses to the question, “Do you follow the Santa Monica Fire Department on any of the following social media platforms?” Table 17—Social Media Platforms Followed
Social Media Platform Responses
Facebook 1
Twitter 1
Nextdoor 0
Instagram 3
SMFD Website 0
Department Strengths
The following responses were received to the question, “From your perspective, what does the Santa Monica Fire Department currently do well?”
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 31
Amazing staff that is very well trained and compassionate; they also have amazing response times
Very responsive and easy to work with
Challenges Ahead
The following responses were received to the question, “List two challenges for the Santa Monica Fire Department over the next five years.”
Addressing homelessness
Recruitment
Funding
Adapting to more social, mental, and medical problems/emergencies than fires Suggested Improvements
The following responses were received to the question, “What can the Santa Monica Fire Department do to improve itself?”
Staff CRU team and advocate for more funds and resources to staff CRU with tenured staff
Ensure Fire is out in the community at events, similar to the Police Department
5.5.4 Community Stakeholders
The following thirty-one key community individuals or groups were also invited to contribute to this Plan through an online survey. Invitation to participate in the survey was sent by direct email on January 4, 2023, or personal distribution of a QR code to access the survey. The survey was also made available to the public via the Department’s social media platforms and website. At the close of the survey on February 6, 2023, one hundred fifty responses had been received from this stakeholder group.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 32
Table 18—Community Stakeholders
1. Downtown Santa Monica
2. Santa Monica-Malibu Unified School Dist.
3. Santa Monica Pier
4. Pacific Park
5. Santa Monica Place
6. Fairmont Hotel
7. Santa Monica Travel and Tourism
8. Santa Monica History Museum
9. Ocean Park Association
10. Rand Corporation
11. North of Montana Association
12. UCLA
13. NAACP
14. Santa Monica Police Officers Association
15. Santa Monica College
16. Mid Cities Neighbors
17. Friends of Sunset Park
18. Pico Neighborhood
19. Pico HRC
20. Northeast Neighbors
21. Human Relations Council
22. Committee for Racial Justice
23. Wilshire Montana Neighborhood Coalition
24. Rotary Club International
25. Kiwanis Club
26. The People Concern
27. UCLA Santa Monica Medical Center
28. Providence St. Johns
29. Santa Monica Interfaith Council
30. Santa Monica Bay Area Human Relations
Council
31. Chamber of Commerce
City Connection
The following table summarizes the community survey responses regarding the respondent’s connection with the City.
Table 19—Stakeholder Connections to City
City Connection Percent
Live in City 51%
Work in City 15%
Live and work in City 30%
Other 4%
Fire Department Service Experience
The following table shows the percentage of the above average or excellent responses to the question, “What services have you received from the Department and how would you rate the Department’s performance relative to services received?” City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 33
Table 20—Rating of Fire Department Service Experience Summary Fire Department Service
Above
Average or
Excellent
Percentage
Fire emergency 93%
Medical emergency 89%
Other emergency 74%
Fire or life safety inspection – business or residential 86% Plan review 77%
School tour 88%
Station tour 96%
Other public outreach 83%
Service Satisfaction
The following table shows the percentage of the responses receiving a 4 or 5 satisfaction rating on a 1–5 scale to the question, “How satisfied are you with the Department relative to each of the following?”
Table 21—Fire Department Service Satisfaction Summary
Fire Department Service Factor
Above
Average or
Excellent
Percentage
Quality of Service 91%
Personnel 86%
Timeliness of Response 85%
Ability to Work with Diverse Populations and Groups 74% Communications 80%
Professionalism 88%
Fire Prevention Inspections/Plan Check Services 68%
Public Education Programs 63%
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 34
Secondary Fire Department Service Priorities
The following table summarizes the percentage of responses requesting the most important service priorities the Department should focus on other than extinguishing fires and responding to medical emergencies.
Table 22—Secondary Fire Department Service Priorities
Fire Department Service Percent
Preventing fires through building and property inspections 63% Teaching hands only Cardiopulmonary Resuscitation (CPR) 52% Providing public fire and life safety education 61%
Other: Community outreach and education; fire hazards; when to call 9-1-1 16% Fire Department Website Use
Of responses received, 29 percent of respondents had visited the Department website versus 71 percent who had not.
Website Recommendations
Following are key themes of the responses received to the request for any comments/recommendations related to the Fire Department website:
Additional information about Department staff and their duties More information on the 3-1-1 system and how people can get follow-up from the Fire Department
The City website in general is not easy to navigate; it can be difficult to find information when you need it
Social Media Use
The following table summarizes responses to the question, “Do you follow the Santa Monica Fire Department on any of the following social media platforms?” City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 35
Table 23—Social Media Platforms Followed
Social Media Platform Responses
Facebook 9
Twitter 23
Instagram 18
Nextdoor 5
Information Platform Preference
The following table summarizes the responses received to the question, “How would you prefer to receive information from the Fire Department?”
Table 24—Fire Department Information Platform Preference Communication Platform Percent
Email 54%
USPS Mail 4%
Text Message 12%
Facebook 4%
Instagram 8%
Nextdoor 1%
Twitter 5%
Public Meetings/Events 4%
Not interested in receiving information 6%
Other 2%
Familiarity with SMAlerts
Of the responses received to the question, “Are you familiar with SMAlerts?” 71 percent responded, “yes” and 29 percent, “no.”
SMAlerts Registration
To the survey question, “Have you registered your mobile telephone number with SMAlerts?” Of the responses received, eighty percent responded, “yes” and 20 percent responded, “no.” City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 36
Preferred Customer Service Characteristics
The following table summarizes responses to the survey question, “Please select the top three characteristics you feel make for an excellent customer service experience as they relate to services you need from the Santa Monica Fire Department.”
Table 25—Preferred Customer Service Characteristics
Characteristic Percent
Timely Response 68%
Level of Training/Proficiency 58%
Responsiveness 29%
Professionalism 27%
Communication with Customers 24%
Helpfulness 20%
Problem Solving Skills 21%
Empathy 17%
Compassion 11%
Courtesy/Politeness 11%
Adaptability 6%
Suggested Improvements
The following is a summary of responses received to the question, “What can the Santa Monica Fire Department do to improve itself?”
Assist the public in knowing how to respond to/report issues related to people experiencing homelessness
Additional fire resources to address homelessness and people experiencing homelessness
Increased community outreach, engagement, and visibility in non-response capacities
Increased fire education programming
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 5—Environmental Scan page 37
Other Comments
The following is a summary of responses to the question, “Are there any other comments regarding the Santa Monica Fire Department and the level of service it provides to the City that you would like us to consider in the development of our five-year strategic plan?” Improved response times
Continue to provide high-quality services
Improved community classes like CERT, DART, Civilian Fire Academy, Cadet program, and ongoing public training
Accessibility issues regarding traffic and response vehicles Impact that the unhoused population has on the fire service
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 39
SECTION 6—PERFORMANCE AUDIT
The Planning Committee assessed the Department’s current state and performance as follows.
6.1 EMERGENCY SERVICES PERFORMANCE
In 2019, the Department retained Citygate Associates, LLC (Citygate) to conduct a Standards of Coverage (SOC) study to review the adequacy of its current fire station deployment system, the risks to be protected, and the emergency incident outcomes desired by the community. The Planning Committee reviewed this study as one component of the Department’s current state and performance.
6.1.1 Assessment Methodology
The core methodology used by Citygate for this deployment analysis was the “Standards of Response Coverage,” which is a systems-based approach to fire department deployment as published by the Commission on Fire Accreditation International (CFAI). This approach uses local risk factors and demographics to determine the level of protection best fitting the Department’s needs and evaluates deployment using risk and community expectations on outcomes to help elected officials make informed decisions on fire and EMS deployment levels.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 40
Fire service deployment, simply summarized, is about the speed and weight of response. Speed refers to initial response (first-due) of all-risk intervention resources (e.g., engines, ladder trucks, rescues, ambulances) strategically deployed across a jurisdiction for response to emergencies within a travel time sufficient to control routine to moderate emergencies without the incident escalating to greater size or severity. Weight refers to multiple-unit responses for more serious emergencies, such as building fires, multiple-patient medical emergencies, vehicle collisions with extrication required, or technical rescue incidents where more firefighters must be assembled within a time interval to safely control the emergency and prevent it from escalating into an even more serious event.
The Standards of Response Coverage process consists of the following eight elements:
Table 26—Standards of Response Coverage Process Elements SOC Element Description
1 Existing Deployment Policies A review of current agency deployment policies. 2 Community Outcome
Expectations
A review of the community’s expectations relative to the agency’s response to emergencies.
3 Community Risk Assessment A review of the assets at risk within the community. 4 Critical Task Study
Identification of the essential tasks that must be performed and the personnel required to deliver a stated outcome for an ERF.
5 Distribution Analysis
Analysis of the spacing of initial response (first-due) resources (typically engines) to control routine
emergencies.
6 Concentration Analysis
Analysis of the spacing of fire stations so that larger or more complex emergencies receive sufficient resources in a timely manner to prevent escalation (ERF).
7 Reliability and Historical
Response Effectiveness Studies
Using recent prior response statistics, determining the percentage of conformance to established response
performance goals the existing deployment system
delivers.
8 Overall Evaluation Proposing Standard of Cover statements by risk type as appropriate.
Source: CFAI Standards of Cover, 6th Edition
6.1.2 Standard of Cover Findings and Recommendations
Pursuant to the 2019 assessment, Citygate made seventeen findings and seven recommendations.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 41
SOC Findings
Finding #1: The Department’s response unit types are appropriate to protect against the hazards likely to impact the City. The daily staffing of 35 personnel provides a minimum ERF for one emerging to serious incident with remaining staffing capacity for two concurrent moderate incidents requiring only a single engine response.
Finding #2: The Department has established response performance objectives partially consistent with best practice recommendations as published by the CFAI. However, the City Council has not recently adopted a complete, best practice-based response time goal that begins with the 9-1-1 call receipt, nor goals for all types of emergency risk outcomes.
Finding #3: The Department has a standard response plan that considers risk and establishes an appropriate initial response for each incident type; each type of call for service receives the combination of engines, trucks, specialty units, and command officers customarily needed to effectively control that type of incident based on Department experience.
Finding #4: The geographic mapping coverage analysis shows the current City fire station locations are too closely spaced to provide best practice first responder travel times to all neighborhoods. Prompt travel from the stations to the outer neighborhoods is hampered by dense zoning and cars parked on streets and exacerbated by traffic congestion at peak commute or recreational activity periods.
Finding #5: At least two simultaneous incidents are occurring more than fifty-seven percent of the time. This primarily impacts station areas 1 and 3.
Finding #6: The annual number of simultaneous incidents has been relatively constant over the past four years. As simultaneous incidents increase, the coverage provided by the busiest companies to their own station areas and adjacent station areas diminishes, which further shifts workload to other companies.
Finding #7: While the GIS map model of 4:00-minute travel time coverage reaches the pier and beach areas, due to visitor congestion, the area is very difficult to get to quickly.
For incidents in the temporary Station 7 area, the travel time is 5:47 minutes from Station 1 and 5:55 minutes from Station 2. Both times are significantly slower than a 4:00-minute goal.
Finding #8: Santa Monica’s dispatch processing time of 2:36 to 2:50 minutes is far slower than a fire service best practice of 1:30 minutes.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 42
Finding #9: Santa Monica has not been measuring PSC processing performance from the earliest possible time stamp of PSAP receipt. The City must rectify this as soon as possible.
Finding #10: At 2:50 minutes, 90th percentile crew turnout performance is 50 seconds slower than a Citygate-recommended goal of 2:00 minutes or less.
Finding #11: At 5:19 minutes, 90th percentile first-unit travel time performance is thirty-three percent slower than the 4:00-minute best practice goal for urban areas.
Finding #12: There are serious medical emergencies in all of the City’s zip codes. Even if counts vary by area, all have the same EMS risks to be protected equally.
Finding #13: Zip codes 90402 and 90403 are too far from a fire station to receive travel time coverage in less than 5:00 minutes, especially during periods of traffic congestion.
Finding #14: Outdoor EMS emergencies are slowing dispatch and travel times due to their volume and difficult-to-determine locations and emergency types. The quantity is large enough Citywide to justify a separate response-time measure to ensure these emergencies do not inadvertently lengthen Department performance measures to buildings and other surface street (not freeway) locations.
Finding #15: EMS incidents involving unhoused persons cluster into fifteen principal types found predominately downtown and the oceanfront. These incidents would benefit from a non-traditional EMS health care approach.
Finding #16: At a realistic (inclusive of full dispatch time) measure of 9:10 minutes, 90th percentile first-unit call-to-arrival performance is significantly slower than a best practice and Citygate-recommended goal of 7:30 minutes.
Finding #17: At a realistic (inclusive of full dispatch time) measure of 11:16 minutes, the 90th percentile ERF (First Alarm) call-to-arrival performance is faster than the Citygaterecommended goal of 11:30 minutes for urban areas. This is due to there being multiple fire stations in the core of the City where most of the more serious events occur.
SOC Recommendations
Recommendation #1: Use existing resources to improve incident data capture and decrease 9-1-1 dispatch and fire crew turnout times to best practices levels.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 43
Recommendation #2: Deploy at least one four-firefighter engine company in a station located in the northern 25 percent of the City. If this is not possible, deploy a two-firefighter/paramedic FRU from a smaller, commercial location in the northern 25 percent of the City.
Recommendation #3: Given the longer response/travel times to the pier and beach areas, the Department should continue to provide at least a small FRU located in the immediate area.
Recommendation #4: Develop a program that includes non-Departmental stakeholders to deploy an outdoor medical specialty response team of
firefighter/paramedics and allied health care personnel to meet the needs of the patients presenting in Santa Monica.
Recommendation #5: It is critically important for the City team to conduct a detailed followup regarding incidents taking longer than 3:00 minutes to process in the PSC, and determine which factors, if any, causing delays can be mitigated.
Recommendation #6: Given the high volume of outdoor emergencies overall, in addition to the pier and beach areas, the City should adopt a two-tier dispatch measure: one for in-building EMS events and another for outdoor, oceanfront, and freeway emergencies.
Recommendation #7: Adopt Updated Deployment Policies: The City Council should adopt updated, complete performance measures to aid deployment planning and to monitor performance. The measures of time should be designed to deliver outcomes that will save patients, when possible, upon arrival and keep small and expanding fires from becoming more serious. With this is mind, Citygate recommends the following measures:
7.1 Distribution of Fire Stations: To treat pre-hospital medical emergencies and control small fires, the first-due unit should arrive within 7:30 minutes, 90 percent of the time from the receipt of the 9-1-1 call at the City’s PSC; this equates to a 90-second dispatch time, a 2:00-minute company turnout time, and a 4:00-minute travel time.
7.2 Multiple-Unit Effective Response Force (ERF) for Serious Emergencies: To confine building fires near the room of origin, keep vegetation fires under one acre in size, and treat multiple medical patients at a single incident, a multiple-unit ERF of at least 23 City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 44
personnel, including at least one Battalion Chief, should arrive within 11:30 minutes from the time of 9-1-1 call receipt at the City’s PSC 90 percent of the time. This equates to a 90-second dispatch time, 2:00-minute company turnout time, and 8:00-minute travel time.
7.3 Hazardous Materials Response: To protect the City from the hazards associated with uncontrolled release of hazardous and toxic materials, a multiple-unit ERF of at least 20 personnel, including on-duty hazardous materials specialists, the Department’s hazardous materials response unit, and at least one Chief Officer, should arrive within 11:30 minutes from the time of 9-1-1 call receipt at the City’s PSC 90 percent of the time. This equates to a 90-second dispatch time, 2:00-minute company turnout time, and 8:00-minute travel time.
7.4 Technical Rescue: To provide technical rescue services as needed with enough trained personnel to facilitate a successful rescue, a multiple-unit ERF of at least 25 personnel, including on-duty technical rescue specialists and at least one Chief Officer, should arrive within 11:30 minutes from the time of 9-1-1 call receipt at the City’s PSC 90 percent of the time. This equates to a 90-second dispatch time, 2:00-minute company turnout time, and 8:00-minute travel time to facilitate safe rescue/extrication and delivery of the victim to the appropriate emergency medical care facility.
6.2 STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS ASSESSMENT As a second component of the Department’s current state and performance, Citygate facilitated an assessment of Department Strengths, Weaknesses/Limitations, Opportunities, and Threats (S.W.O.T.) through small group exercises during the second planning workshop on February 6, 2023. The assessment provided the following results.
6.2.1 Strengths
Personnel knowledge and engagement
Apparatus fleet
Training
Specialized response services (USAR, HazMat, ARFF, CRU, REM) Customer service
Headquarters location (downtown services coverage)
Personal Protective Equipment (PPE)
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 45
Organizational culture/wellness
Community support
Organizational flexibility / pilot programs
Police Department relationship
Pre-planning
Self-sufficiency
Opportunities for varied assignments
Firefighter rank evaluation process
Low turnover
Robust Capital Improvement Project process
Logistics section
Motivated workforce
City support resources
EMS response model
Participation in the Los Angeles Area Fire Chiefs Association Regional fire agency relationships
Labor-management relationship
Recruit training academy accreditation
Use of technology
Emergency incident mitigation
Staff/personnel
6.2.2 Weaknesses/Limitations
Staffing shortages / workload capacity
Operations
Administration
Fire Prevention
Long-term solution to houseless crisis
Facilities
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 46
Public Safety Facility improvements
Station 3
Station 7
Training Facility CIP
The size of response districts
EMS ambulance transport contract with McCormick Ambulance Contract compliance
No dedicated EMS division
Budget limitations
Service fees collection
Number of Department firefighter paramedics
No community paramedicine program
Availability of employee mental health counseling and therapy services from providers familiar with public safety challenges
A need for a more comprehensive preventive cancer screening Organizational culture relative to PPE hygiene
Lack of disposable booties for contaminated scenes
Infectious disease exposure awareness and hygiene when responding to skilled nursing / rehabilitation facilities
Uneven incident workload
Response resource distribution/locations (e.g., north of Montana Avenue) Recruitment outreach capacity
Recruitment diversity
Number of qualified Engine Strike Team leaders
Fire Department collaboration/presence in the Public Safety Communications Center
6.2.3 Opportunities
The Planning Committee identified the following opportunities with a focus on potential collaborative partnerships.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 47
Local hospitals
Los Angeles County Emergency Medical Services Agency (LEMSA) policy awareness/education
Field response resource funding
Improved collaboration
Elementary/middle/high schools
Cadet program
ROP program
Career days
Mentorships
Parent-Teacher organizations
Neighborhood groups
Los Angeles County Emergency Medical Services Agency
Advocate for policy changes impacting pre-hospital healthcare system Creative solutions to provide medication for unhoused individuals On-call professional physical/mental health therapists On duty Physician’s Assistant / Nurse Practitioner with authority to issue on-site prescriptions to patients not needing transport to the emergency department Sponsorships opportunities (company logos on apparatus) Sponsorships to fund socks, blankets, shoes, etc. for homeless Embedded Fire Department member on City Outreach Team Revenue to offset the cost of facilitating large events in City/region (e.g., World Cup, Olympics)
Airport re-use plan / Station 5 location
Additional truck company
6.2.4 Threats
EMS
Citywide staffing shortages
External staffing shortages (hospitals, McCormick, etc.) City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 48
Supply chain shortages
Ambulance availability
Hospital emergency department wait times
Unknown virus exposures
Loss of authority to provide ambulance services
Finance
Loss of revenue due to changing EMS payor mix
Department program funding
Inability to increase Department budget
Loss of grant funding
Taxpayer ballot measures
Staffing/workload capacity
Operations
Alternative response models
Decommissioning of some existing response resources
Facility security
Technology hacking
Council support of strategic goals
Safety
Personnel safety (active shooter, mental illness, behavioral issues) Synthetic drug exposure
Unknown disease exposures
Employee workload fatigue/burnout
Fire Prevention
Staffing/workload capacity
Ordinance changes
International Code Council (ICC) scalar structural changes Impacts of traffic calming measures on response performance City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 6—Performance Audit page 49
Political landscape
Public image and perception
Shifting priorities
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 7—Envisioning Success page 51
SECTION 7—ENVISIONING SUCCESS
The Planning Committee was tasked to identify what success should look like at the end of the five-year planning horizon. Through multiple small group exercises, the Committee envisioned the following outcomes / end states considering all preceding planning elements including Department program and service priorities, critical issues / service gaps, unmet organizational needs, potential collaboration/partnership opportunities, the Department’s current Project Task Plan, the performance audit, and stakeholder outreach results. Increased staffing
Operational response staffing
Administrative functions staffing
Effective Response Force (ERF) staffing
Right-sized Department budget
Continued updating/work of Department-level plans
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 7—Envisioning Success page 52
Solid succession plan
Career pathways plan
Resilient, sustainable response model meeting best practices Funding/support to accomplish strategic goals
Satisfied workforce
360-degree evaluations
Comprehensive employee mental health/wellness program Agency accreditation
Appropriate resources to address the impacts that homelessness has on service demand and capacity
Improved understanding of SMFD programs and services (internal and external awareness)
Facility needs addressed
Dedicated EMS division with appropriate staffing capacity to address current needs and potential future services
Organizational culture shift relative to health, wellness, and safety practices Upward mobility / career pathways for civilian staff
A comprehensive Community Risk Reduction Plan
Improved recruitment outreach
Measured Strategic Plan success
Maintain current response unit staffing levels
Improved relationships with allied City departments
Maintain high employee retention
Improved Public Safety Communications Center fire dispatch services City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 8—Strategic Initiatives page 53
SECTION 8—STRATEGIC INITIATIVES
8.1 STRATEGIC INITIATIVES OVERVIEW
In the context of this Strategic Plan:
Goal – a desired end state or outcome.
Strategy – the broad approach or framework used to achieve a goal. Objectives – the measurable steps needed to fully execute a strategy.
8.2 STRATEGIC PLAN GOALS, STRATEGIES, AND OBJECTIVES
Following the performance audit and envisioned success exercises, the Planning Committee developed and refined the following four overarching goals, 14 strategies to achieve those goals, and 38 measurable objectives needed to fully execute those strategies. These goals, strategies, and objectives were developed and refined over two workshops to address critical issues; performance/service gaps; unmet organizational needs; organizational strengths, weaknesses/limitations, opportunities, and threats; and stakeholder survey results over the next five years.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 8—Strategic Initiatives page 54
8.2.1 Goal 1: An Organization Closely Aligned with Community Values, Needs, and Service Expectations
Strategy 1A—Improve Community Outreach and Communications Objective 1A-1: Develop and implement a community outreach, communications, and engagement plan to facilitate enhanced engagement with community stakeholders including
neighborhood associations.
Objective 1A-2: Explore opportunities to make alterations to enhance the Department website to include additional content.
Strategy 1B—A Holistic Focus on Community Risk Reduction Objective 1B-1: Develop and implement a comprehensive Community Risk Reduction Plan.
Strategy 1C—A Long-Term Solution to the Impacts that Unhoused and Vulnerable Populations have on Operational Capacity and Service Levels Objective 1C-1: Continue to evaluate and evolve the Community Response Unit (CRU) to include development of a comprehensive program that addresses the operational impacts of calls for service and resultant case management.
Strategy 1D—Improved Communication, Coordination, and Collaboration with Allied City Departments
Objective 1D-1: Continued involvement in Citywide committees and work groups.
Objective 1D-2: Evaluate other opportunities to build and improve relationships and collaborate with other City departments.
8.2.2 Goal 2: Services, Programs, and Resources Appropriate to Carry Out Our Mission
Strategy 2A—Programs and Services that Protect the Values at Risk and Meet Community Needs and Expectations
Objective 2A-1: A dedicated Emergency Medical Services (EMS) Division with appropriate staffing to manage existing EMS services and evaluate SMFD’s current deployment/response models,
including in-house ambulance transport services, a community paramedicine program, etc.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 8—Strategic Initiatives page 55
Objective 2A-2: A sustainable operational deployment model that meets best practices.
Objective 2A-3: Operational response performance goals that facilitate desired emergency incident outcomes.
Objective 2A-4: Update the 2019 Standards of Cover Study.
Strategy 2B—Appropriate Operational Response, Support, and Administrative Services Staffing Capacity
Objective 2B-1: Operational response services and staffing capacity appropriate to protect the values at risk from expected hazards and meet community service expectations to include EMS and special operations.
Objective 2B-2: Adequate administrative, training, and fire prevention staffing capacity to meet current and anticipated future City and Department needs and workload demand.
Objective 2B-3: Collaborate with Office of Emergency Management (OEM) management to identify service enhancement opportunities relative to Fire Department dispatch including a thorough review of the 2023 Federal Engineering Regional Fire Dispatch
Consolidation Study.
Strategy 2C—Safe, Reliable Facilities Adequate for Current and Projected Future Needs Objective 2C-1: Response resource locations or station spacing that facilitate desired outcomes and adopted response performance goals.
Objective 2C-2: Continue to pursue Fire Facilities Master Plan goals to include tenant improvements in the Fire Department section of the Public Safety Facility to better accommodate Department administrative staff, a Station 3 upgrade, and construction of a permanent Station 7.
Objective 2C-3: Seek reliable funding for the Fire Facilities Capital Improvement Plan (CIP).
Strategy 2D—Safe, Reliable Apparatus and Equipment Appropriate to Meet Current and Future Needs
Objective 2D-1: Continue to maintain and periodically update the Apparatus Replacement Plan and required CIP funding.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 8—Strategic Initiatives page 56
8.2.3 Goal 3: Sustained Organizational Vitality
Strategy 3A—An Organizational and Individual Focus on Employee Health, Safety, and Wellness
Objective 3A-1: Develop and support a comprehensive employee mental health/wellness program that recognizes the unique needs of public safety personnel.
Objective 3A-2: Update the Safety Program to conform with recognized industry best practices where possible.
Objective 3A-3: Identify opportunities to reduce work-related injuries and improve injury case management and return to work processes.
Strategy 3B—An Adaptable Organization Open to Change, Innovation, Accountability, and Continuous Improvement
Objective 3B-1: Foster an inclusive culture that welcomes and supports diversity, equity, and inclusion.
Objective 3B-2: Improved organizational awareness relative to employee health, wellness, and safety practices.
Objective 3B-3: An organizational structure that provides appropriate workload distribution, supervision, skills/competencies, and job title and descriptions.
Objective 3B-4: Continued development and execution of Department-level plans.
Objective 3B-5: Attain Center for Public Safety Excellence (CPSE) / Commission on Fire Accreditation International (CFAI)
accreditation.
Objective 3B-6: Measurable Strategic Plan implementation progress.
Objective 3B-7: Provide team building opportunities throughout the organization that foster and promote leadership, motivation, professionalism, accountability, and strengthened connections among all staff.
Objective 3B-8: Improved use of data to address emerging issues and plan for service delivery challenges.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 8—Strategic Initiatives page 57
Strategy 3C—An Organizational Environment that Fosters and Supports Personal and Professional Growth and Development
Objective 3C-1: Establish clear career pathways for each division/function including required and desired knowledge, skills, and
competencies for each position.
Objective 3C-2: Provide effective succession planning and training throughout all levels of the organization, including better utilization of Department instructors and providing all employees the tools they need for continuous improvement.
Objective 3C-3: Ensure equity of opportunity for assignments, training, education, and promotion.
Objective 3C-4: Explore opportunities to implement a more comprehensive performance evaluation process to include 360-degree reviews.
Objective 3C-5: Firefighter recruitment efforts focused on middle school through college outreach to educate and encourage students into fire service career pathways, potentially including an Explorer or Cadet program.
8.2.4 Goal 4: Improved Organizational Systems and Processes Strategy 4A—Improve Fee Collection Workflow
Objective 4A-1: Employ fiscal best practices in all SMFD billing processes.
Objective 4A-2: Implement software upgrades and/or third-party billing solutions.
Strategy 4B—Ensure Sustainable Funding for Mission-Critical Programs, Services, and Capital Facilities and Equipment
Objective 4B-1: Collaborate with other City departments to establish a Citywide Developer Impact Fee.
Objective 4B-2: Explore potential alternative funding and other cost-recovery options.
Strategy 4C—Leverage Technology to Improve Organizational Systems and Processes Objective 4C-1: Update Technology Strategic Plan to include findings from the February 2023 Moss Adams Risk Assessment Survey.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 59 SECTION 9—PLAN IMPLEMENTATION AND MEASURING PROGRESS
The final step of the planning process involves initially prioritizing the implementation sequence of the strategic objectives, developing a Detailed Action Plan for each strategic objective, determining the interval for periodic review, updating of Strategic Plan elements as needed, and determining how and when the Plan will be introduced to the organization and stakeholders.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 60
9.1 STRATEGIC OBJECTIVES IMPLEMENTATION SEQUENCE
To provide opportunity for early success—and to build and maintain momentum—the Planning Committee identified the following three categories to guide implementation of the thirty-eight strategic objectives.
Category A Can be achieved with existing Department resources. Category B Can be initiated with existing department resources but will require additional resources to fully achieve.
Category C Cannot be initiated without additional resources.
It should be noted that implementation may change as available organizational capacity, needed resources, and/or strategic objectives evolve over the five-year planning term.
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 61 Table 27—Initial Strategic Objectives Implementation Priority Goal Strategy Objectives Implementation
Category
1 An Organization
Closely Aligned
with Community
Values, Needs,
and Service
Expectations
A: Improve Community
Outreach and
Communication
1A-1
Develop and implement a Community Outreach, Communications, and Engagement Plan to facilitate enhanced engagement with community stakeholders including neighborhood group associations.
A
1A-2 Explore opportunities to make alterations to enhance the Department website including additional content. B
B: A Holistic Focus on
Community Risk
Reduction
1B-1 Develop and implement a comprehensive Community Risk Reduction Plan. B C: A Long-Term Solution
to the Impacts the
Unhoused and Vulnerable
Populations have on
Operational Capacity and
Service Levels
1C-1
Continue to evaluate and evolve the Community Response Unit (CRU) to include development of a comprehensive program that addresses the operational impacts of calls for service and resultant case management.
B
D: Improved
Communication,
Coordination, and
Collaboration with Allied
City Departments
1D-1 Continued involvement in Citywide committees and work groups. A 1D-2 Evaluate other opportunities to build/improve relationships and collaborate with other City departments. A
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 62 Goal Strategy Objectives Implementation
Category
2 Services,
Programs, and
Resources
Appropriate to
Carry Out Our
Mission
A: Programs and Services
that Protect the Values at
Risk and Meet Community
Needs and Expectations
2A-1
A dedicated Emergency Medical Services (EMS) Division with appropriate staffing to manage existing EMS services and evaluate SMFD’s current deployment/response models, including in-house ambulance transport services, a community paramedicine program, etc.
C
2A-2 A sustainable operational deployment model that meets best practices. B 2A-3 Operational response performance goals that facilitate desired emergency incident outcomes. A
2A-4 Update 2019 Standards of Cover Study. A
B: Appropriate Operational
Response, Support, and
Administrative Services
Staffing Capacity
2B-1
Operational response services and staffing capacity appropriate to protect the values at risk from expected hazards and meet community service expectations to include EMS and special operations.
B
2B-2
Adequate administrative, training, and fire prevention staffing capacity to meet current and anticipated City and Department needs and workload demand.
B
2B-3 Evaluate fire dispatch services. A
C: Safe, Reliable Facilities
Adequate for Current and
Projected Future Needs
2C-1 Response resource locations or station spacing that facilitate desired outcomes and adopted response performance goals. C
2C-2
Continue to pursue Fire Facilities Master Plan goals to include a tenant improvement to the Public Safety Facility to better accommodate Department administrative staff, a Station 3 replacement, and construction of a permanent Station 7.
C
2C-3 Seek reliable funding for Fire Facilities Capital Improvement Plan (CIP). B D: Safe, Reliable
Apparatus and Equipment
Appropriate to Meet
Current and Future Needs
2D-1 Continue to maintain and periodically update the Apparatus Replacement Plan and required CIP funding. A
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 63 Goal Strategy Objectives Implementation
Category
3 Sustained
Organizational
Vitality
A: An Organizational and
Individual Focus on
Employee Health, Safety
and Wellness
3A-1 Develop and support a comprehensive employee mental health/wellness program that recognizes the unique needs of public safety personnel. C 3A-2 Update the Safety Program to conform with recognized industry best practices where possible. A
3A-3 Identify opportunities to reduce work-related injuries and improve injury case management and return to work processes. C
B: An Adaptable
Organization Open to
Change, Innovation,
Accountability,
Continuous Improvement
3B-1 Foster an organizational culture that welcomes and supports diversity and inclusivity. A
3B-2 Improved organizational awareness relative to employee health, wellness, and safety practices. A
3B-3 An organizational structure that provides appropriate workload distribution, supervision, skill/competencies, and job titles/descriptions. B 3B-4 Continued development and execution of department-level plans. A 3B-5 Attain Center for Public Safety Excellence (CPSE)/Commission on Fire Accreditation International (CFAI) accreditation. A
3B-6 Measurable Strategic Plan implementation progress. A 3B-7
Provide team building opportunities throughout the organization that foster and promote leadership, motivation, professionalism, accountability, and strengthened connections among all staff.
A
3B-8 Improved use of data to address emerging issues and plan for service delivery challenges. A
C: An Organizational
Environment that Fosters
and Supports Personal
and Professional Growth
and Development
3C-1 Establish clear career pathways for each division/function including required and desired knowledge, skills, and competencies for each position. A 3C-2
Provide effective succession planning and training throughout all levels of the organization, including better utilization of SMFD instructors and providing all employees the tools they need for continuous improvement.
A
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 64 Goal Strategy Objectives Implementation
Category
3C-3 Ensure equity of opportunity for assignments, training, education, and promotion. A
3C-4 Explore opportunities to implement a more comprehensive performance evaluation process to include 360-degree reviews. B
3C-5
Firefighter recruitment efforts focused on middle school through college outreach to educate and encourage students into fire service career pathways, potentially including an Explorer or Cadet Program.
C
4 Improved
Organizational
Systems and
Processes
A: Improve Fee Collection
Workflow
4A-1 Employ fiscal best practices in all SMFD billing processes. A 4A-2 Implement software upgrades and/or third-party billing solutions. A B: Ensure Sustainable
Funding for Mission
Critical Programs,
Services, and Capital
Facilities and Equipment
4B-1 Collaborate with other City departments to establish a Citywide Developer Impact Fee. A
4B-2 Explore potential alternative funding and/or other cost recovery options. B C: Leverage technology to
improve organizational
systems and processes
4C-1 Update Technology Strategic Plan to include findings from the February 2023 Moss Adams Risk Assessment Survey. A
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 65
9.2 DETAILED ACTION PLANS
Detailed Action Plans clearly articulate the sequential steps needed to fully achieve an objective, including a description of each step, the metric for success, whether governing body policy action is required, estimated cost and funding source(s), other resources needed, who or what specific position is responsible for each step, and the expected timeline for completion.
In a facilitated exercise, the Planning Committee identified some of the sequential steps needed to achieve selected higher priority objectives of this Plan; however, additional work will be needed to fully complete these. The Fire Chief, in collaboration with the Executive Management Team, will designate which individuals or group will be responsible for developing the annual work plan (as discussed in the following sub-section) as well as developing detailed action plans for those objectives identified for inclusion in the initial and succeeding annual work plans. Examples of detailed action plans are included in Appendix E for reference.
9.3 ANNUAL WORK PLAN
Annual work plans are critical to creating and maintaining momentum and making continued progress on any long-term plan. The Planning Committee established the desire to develop an annual work plan corresponding with the City’s biennial budget cycle and incorporating those strategies and objectives that will receive intentional focus and effort over that 12-month period considering anticipated organizational capacity and availability of needed resources. Strategies and objectives need not be accomplished in any specific priority or sequence; however, they should be initiated individually or in parallel to ensure logical and incremental progress toward achievement of a particular strategy or goal. The Planning Committee established the following Annual Work Plan schedule with Annual Work Plan progress to be reviewed at each monthly Command and General Staff meeting.
Table 28—Annual Work Plan Development Schedule
Objective Date
Initiate Annual Work Plan development January 2
Complete Draft Annual Work Plan January 24
Complete Detailed Action Plans for included Strategic Objectives June 1 Final City Budget adopted Second Tuesday in June
Finalize Annual Work Plan June 30
Implement Annual Work Plan July 1
City of Santa Monica Fire Department
2023–2028 Strategic Plan
Section 9—Plan Implementation and Measuring Progress page 66
9.4 PLAN MAINTENANCE
To ensure continuing progress and the effectiveness and relevance of the Strategic Plan, an individual or group—to be identified by the Fire Chief in collaboration with the Executive Management Team—will be tasked to review this Plan at least quarterly for the first year, and thereafter as determined by the Fire Chief and/or Review Team. The Strategic Plan will be revised as needed (1) to provide maximum utilization of available resources to achieve the identified strategic goals, and (2) to add or modify strategies and objectives as needed to address changes in the political, fiscal, organizational, or overall City environment.
9.5 STRATEGIC PLAN ROLLOUT
The final Strategic Plan will be presented to the Department’s Command and General Staff at their May 17, 2023 meeting. The Fire Chief will determine how the Plan will subsequently be introduced to the following project stakeholders.
All Fire Department staff
City Manager
City Council
Other City Departments
Santa Monica community stakeholder groups