AGENDA
SPECIAL MEETING
SIERRA MADRE CITY COUNCIL
Tuesday, October, 29, 2024
6:00 pm
City of Sierra Madre
City Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Kelly Kriebs, Mayor
Robert Parkhurst, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kristine Lowe, Council Member
Michael Amerio, City Treasurer
The Brown Act provides the public with an opportunity to make public comments at any public meeting; As an alternative to attending the meeting in person, public comment may be made by e-mail to [email protected] by 3:00 PM on the day of the meeting. E-mails will be acknowledged at the Council meeting, filed into public record, and scanned onto the City website for public review.
The meeting will be streamed live on the City’s website at www.SierraMadreCA.gov, on Foothills Media website at http://www.foothillsmedia.org/sierramadre and broadcast on Government Access Channel 3 (Spectrum).
CODE OF CONDUCT
The purpose of a City Council meeting is to conduct City business. Members of the public that behave in a manner that interrupts or obstructs the Council’s ability to conduct City business may be asked to leave the meeting. Any and all demonstrations which disrupt, interrupt, or obstruct the Council’s ability to conduct City business are prohibited. No signs, posters or other large objects shall be brought into the Council Chambers or other meeting place if doing so would disrupt, disturb or otherwise impede the orderly course of the meeting.
CALL TO ORDER/ROLL CALL MEMBERS OF THE CITY COUNCIL
Mayor Kriebs, Mayor Pro Tem Parkhurst, Council Member Garcia, Council Member Goss, Council Member Lowe
PLEDGE OF ALLEGIANCE AND INSPIRATION
Council Member Kristine Lowe
APPROVAL OF MEETING AGENDA
Vote of the City Council to proceed with City business.
PUBLIC COMMENT
The Council will listen to the public on any item on the agenda. Addressing the City Council from the audience is not permitted; all comments addressing the Council must be made from the podium. Only public comments made from the podium will be recognized by the City Council and entered into public record.
Providing Public Comment for Items on the Meeting Agenda This is a Special Meeting. Persons wishing to speak on any item on the agenda will be called during the designated comment period. Persons wishing to speak on closed session items have a choice of doing so either immediately prior to the closed session or at the time for comments on items at the open session.
Providing Public Comment
1. Any person wishing to provide public comment is asked to complete a comment card.
Each speaker will be limited to up to three continuous minutes, which may not be delegated or deferred.
2. Comments addressed to the Council shall occur from the podium during the appropriate time on the agenda and should not be construed as an opportunity for dialogue
ACTION ITEMS
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.
DISCUSSION
1. CONSIDERATION OF APPROVAL OF RESOLUTION 24-66, ADOPTING THE
SIERRA MADRE FIRE DEPARTMENT MASTER PLAN
It is recommended that the City Council approve Resolution 24-66, adopting the Sierra Madre Fire Department Master Plan.
2. CONSIDERATION OF APPROVAL OF RESOLUTION 24-67, ADOPTING THE
SIERRA MADRE POLICE DEPARTMENT ORGANIZATIONAL ASSESSMENT PLAN It is recommended that the City Council approve Resolution 24-67, adopting the Sierra Madre Police Department Organizational Assessment Plan.
AVAILABILITY OF AGENDA MATERIALS
Materials related to items on this agenda are available for public inspection on the City’s website at www.SierraMadreCA.gov
LIVE BROADCASTS
Regular City Council meetings are broadcast live on Cable Channel 3 and rebroadcast on Wednesday and Saturday at 5:30 p.m. Additionally, meetings are streamed live on the City of Sierra Madre YouTube channel at https://www.youtube.com/@3SMTV/streams..
MEETING ASSISTANCE
If you require special assistance to participate in this meeting, please call the City Clerk’s office at (626) 355-7135 at least 48 hours prior to the meeting.
ADJOURNMENT
The City Council will adjourn to a Regular meeting to take place on November 12, 2024 City of Sierra Madre
Agenda Report
TO: Mayor Kriebs and Members of the City Council
FROM: Laura Aguilar, Deputy City Manager
REVIEWED BY: Jose Reynoso, City Manager
DATE: October 29, 2024
SUBJECT: CONSIDERATION OF RESOLUTION 24-66, ADOPTING THE
SIERRA MADRE FIRE DEPARTMENT MASTER PLAN
STAFF RECOMMENDATION
It is recommended that the City Council discuss and consider adoption of Resolution 24-66, adopting the Sierra Madre Fire Department Master Plan
ALTERNATIVES
Council may choose to:
1. Approve Resolution 24-66 adopting the Sierra Madre Fire Department Master Plan;
2. Not approve Resolution 24-66;
3. Provide alternative direction to City staff.
SUMMARY
A presentation was placed on the City Council’s October 22, 2024 meeting agenda. The City Council unanimously voted to continue the discussion of this item to a Special Meeting on October 29, 2024.
ANALYSIS
The City contracted with AP Triton for a Risk Assessment and Analysis of the Sierra Madre Fire Department. Fire Chief Bartlett’s and AP Triton’s report is attached.
Kelly Kriebs, Mayor
Robert Parkhurst, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kristine Lowe, Council Member
Michael Amerio, City Treasurer
CONSISTENCY WITH GENERAL PLAN
The proposed plan is consistent with Chapter three of the City’s General Plan – Hazard Prevention, Section One, Fire Safety.
FINANCIAL REVIEW/SOURCE OF FUNDING
The financial impact is directly dependent on Council’s direction for short-term and long-term planning.
ENVIRONMENTAL (CEQA)
There is no environmental impact associated with action recommended in the report.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.cityofsierramadre.com.
Attachments
October 22, 2024 Agenda Report and attachments
Sierra Madre Fire Department
Sierra Madre, California
FIRE DEPARTMENT MASTER PLAN
Community Risk Assessment &
Standards of Cover
DEPLOYMENT ANALYSIS
September 2024
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis i
CONTENTS
Contents ..........................................................................................................................................................i Acknowledgments ....................................................................................................................................... iii Executive Summary ......................................................................................................................................iv SECTION I: EVALUATION OF CURRENT CONDITIONS ................................................................................... 1 Organization Overview .................................................................................................................................2 The Sierra Madre Fire Department...............................................................................................................4 Financial Overview ........................................................................................................................................8 Description & Review of Services Provided ............................................................................................. 16 Management Components...................................................................................................................... 18 Staffing & Personnel.................................................................................................................................... 22 Planning for Fire Protection & EMS............................................................................................................ 31 Capital Facilities & Equipment .................................................................................................................. 36 Emergency Medical Services & Transport ............................................................................................... 47 Life Safety Services & Public Education ................................................................................................... 55 Communications & Dispatch .................................................................................................................... 62 Special Operations Programs.................................................................................................................... 69 Training & Continuing Medical Education............................................................................................... 73 SECTION II: COMMUNITY RISK ASSESSMENT................................................................................................ 78 Description of Communities Served ......................................................................................................... 79 Community Characteristics....................................................................................................................... 88 Physical Assets Protected .......................................................................................................................... 96 Threat & Hazard Assessment ................................................................................................................... 117 Risk Classification ...................................................................................................................................... 128 Community Comparison.......................................................................................................................... 139 SECTION III: STANDARDS OF COVER.......................................................................................................... 143 Service Delivery & Performance ............................................................................................................. 144 Population Growth & Service Demand Projections ............................................................................. 188 Establishment of Performance Objectives ............................................................................................ 191 Compliance Methodology Overview.................................................................................................... 203 SECTION IV: FINDINGS & RECOMMENDATIONS........................................................................................ 217 Findings & Observations........................................................................................................................... 218 Recommendations................................................................................................................................... 224 Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis ii
SECTION V: APPENDICES ............................................................................................................................ 236 Appendix A: Risk Classifications.............................................................................................................. 237 Appendix B: Stakeholder Interviews....................................................................................................... 241 Appendix C: Community Survey Results................................................................................................ 265 Appendix D: Table of Figures................................................................................................................... 287 Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis iii
ACKNOWLEDGMENTS
AP Triton Consulting wishes to extend its sincere appreciation to each of those individuals whose contributions and assistance made this project possible.
Sierra Madre Fire Department
Brent Bartlett
Fire Chief
Amy Hsu
Administrative Analyst
Karen Bustillos
EMS Coordinator
David Gacad
Training Officer
Randy Metz
Fire Marshal
City of Sierra Madre
Kelly Kriebs
Mayor
Robert Parkhurst
Mayor Pro Tem
Edward Garcia
City Council Member
Gene Goss
City Council Member
Kristine Lowe
City Council Member
Michael Amero
City Treasurer
Jose Reynoso
City Manager
And the Firefighters and Support Staff who serve daily
the citizens and visitors of the City of Sierra Madre.
Our sincere appreciation is extended to each of you.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis iv
EXECUTIVE SUMMARY
AP Triton was contracted by the City of Sierra Madre, California, to produce this Fire Department Master Plan, Community Risk Assessment, and Standard of Cover Deployment Analysis. This study is designed to describe current conditions, evaluate operational effectiveness, and identify areas the fire department and city need to focus on to maintain or improve services now and in the future. Current services are defined using the Center of Public Safety Excellence’s (CPSE) Community Risk Assessment: Standards of Cover (6th Ed.) template. The fire department’s needs and recommendations are based on fire department best practices, industry research, and the experience of the subject matter experts writing this document.
The project kicked off on November 7, 2023. Due to the limited administrative depth within the fire department, it took several months to complete the data upload. The data load was completed on May 6, 2024, and AP Triton visited the city from June 24 through June 26.
The document contains data that was validated through July 1, 2024.
Industry & Community Trends
Sierra Madre’s commitment to community safety is commendable. A full-service career fire department is one of the strategies it uses to maintain a safe environment for its citizens.
Whether a community provides its own service or contracts with a larger organization, this is a significant financial investment. In addition, rapid inflation in expensive specialty equipment makes Sierra Madre’s commitment even more impressive.
The most readily identifiable trend in the fire service is the rapid increase in expenses. Labor shortages, supply chain issues, and market pressure since 2020 have increased the cost of fire apparatus at an alarming, unprecedented rate. These pressures have also pushed the delivery dates from order to 36 months or longer. While there is some evidence of improvement in this issue, it is unclear whether or when this issue may improve. For the near term, agencies should plan for a 10% inflation rate in apparatus costs.1 Prudent organizations should expect similar inflation rates for other capital expenditures such as radio systems, personal protective equipment, and specialty medical gear. 1 www.fireapparatusmagazine.com/magazine/2024-outlook-improvement-but-not-out-of-the-woods/.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis v
Labor costs are also likely to increase in the foreseeable future. Limited applicants, increasing need for more firefighter positions, and more retirements on the horizon are likely to continue to put pressure on base and competitive wages for firefighters. California may see a significant decrease in applicants as CAL FIRE adjusts to an increase in the minimum staff per apparatus and fewer hours worked per firefighter in a standard workweek. This will cause CAL FIRE, a substantial employer of firefighters, to increase its recruiting and retention efforts, reducing the available applicant pool for other agencies and enticing firefighters to move from their current organization.
In 2023, Columbia Southern University identified seven emerging trends in the fire service.
The trends CSU identified include:2
• Advances in technology, such as the use of drones, thermal imaging, and wireless connectivity.
• Staffing shortages.
• An increased emphasis on wellness.
• The use and adoption of alternate energy sources by the agencies and the hazards these new technologies bring.
• Increased awareness, severity, and occurrences of wildfires in rural communities. • Community engagement.
• New building materials and the hazards they introduce.
The concepts in the previous list are shared by several authors and researchers. Additional trends include reduced revenue impacting discretionary spending, expanded operational responsibilities, sustainability, inclusiveness, partnerships, and culture.3,4 Most of these trends and ideas are at odds with financial constraints, even those that may improve the future financial positions of organizations. For example, improved firefighter safety, health, and wellness should reduce workers’ compensation claims and the overtime needed to cover absenteeism. However, the direct correlation is difficult to prove without investing in better data capture methodologies.
2 www.columbiasouthern.edu/blog/blog-articles/2023/february/emerging-trends-in-the-fire-service/. 3 www.fireengineering.com/commentary/fire-service-megatrends-2023-and-beyond/. 4 www.iafc.org/membership/iCHIEFS/iCHIEFS-article/the-21st-century-fire-and-emergency-services.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis vi
Investing in technology, including drones, robotic adjuncts, improved situational awareness technologies, data, and analytic systems, may enhance organizational effectiveness. This could often reduce overall staffing or ensure staffing is in prime geographic locations to improve efficacy and efficiencies. Smaller agencies that do not have an abundance of human resources may not find an improvement in efficiency but may see enhanced operational effectiveness.
The key trends for emergency medicine appear to be based on integrative medicine.
According to the EMS Agenda 2050 plan, one concept is that people receive comprehensive quality care in a place that is the most effective, convenient, and comfortable. Other ideas in this document include an EMS system, an integral piece of public health and healthcare. Emergency medicine clinicians will be an essential part of the healthcare delivery with access to patient medical records and history. The emergency medical system will interface directly and seamlessly with specialists and experts extensively using technology for field monitoring and communications. This will necessitate a higher skill level and a broader scope of practice for the emergency clinician of the future. This on-scene medicine and reduction of transportation to receiving facilities for all but the sickest or critically injured is predicated on effective dispatching or primary medical contact systems that can provide immediate direction and access to immediately required medical aid adjuncts.5 This may be accomplished by desk nurses, artificial intelligent algorithms, and drone delivery of medications and tools. Until that system is in place, the first responder system may morph into a basic aid delivery system.
Then, definitive care is delivered by more advanced clinicians when they arrive.
The makeup and trends of the community are also variables that need to be evaluated as fire departments change and grow over time. There is increasing pressure on cities to grow and become more sustainable as people return to city living. This includes more green space, public transportation, mixed-use land use or zoning, and less focus on the automobile. The reduction of infrastructure for automobiles may result in fewer and smaller streets.6 Less access for large fire apparatus may pressure the industry to incorporate smaller firefighting vehicles or alternative modes of transportation, including aviation and drones. Vehicles utilizing alternative fuel sources, including electricity, will also shape the apparatus and the hazards responders face.
5 www.ems.gov/assets/EMS-Agenda-2050.pdf.
6 kbs.com/insights/the-new-urban-era-trends-and-transformations-in-city-living/.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis vii
These trends will require emergency agencies to adopt a flexible approach to staffing, technology, policies, and funding. A culture of change adoption and an emphasis on prevention will enable fire and emergency medical agencies to anticipate and react to the changing environment. Because the lead time to transform the industry can be excessive due to the culture and the capital costs of equipment and training, earlyadopting organizations will weather the changes with fewer disruptions to community services.
Sierra Madre Key Findings & Observations
The material in the findings and recommendation section documents all the relevant information AP Triton identified. The findings list is long and covers both those items that SMFD does well and areas where it struggles. Each observation is for general information, and each finding leads to a recommendation. The recommendations are based on industry best practices, and AP Triton subject matter specialists considered opinions.
However, based on the observations and findings, some general statements can be made regarding the service and future of the Sierra Madre Fire Department.
Operations
The SMFD first-due apparatus performance times are acceptable, but there is room for some improvement. However, since leadership has not officially adopted specific performance standards, it is difficult to identify the areas needing the most attention. Call processing and turn-out times can likely be addressed with policy changes. The travel-time component is driven by station location. It will not likely improve as the station is in a good general area.
As a smaller organization, the fire department must remain an excellent automatic aid partner and expect the same from its neighbors. While emergency medical incidents are rising in the automatic aid areas outside the city, the fire department should do its best to keep participating unless it puts too much strain on the city system. This is crucial as the fire department is not robust enough to address a significant incident, such as a technical rescue, hazardous material, or structure fire incident, without aid from the surrounding communities. Making this aid automatically available improves the response time and benefits people in need. It is unlikely the City of Sierra Madre can afford to staff the fire department with enough firefighters and equipment to respond to these significant incidents. Therefore, it will remain in need of aid partners.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis viii
Another operational consideration is how best to prepare the department and the community for the large-scale fires that have become more prevalent. This includes wildland-urban interface zones as well as congested urban conflagration fires. These take a combination of codes and ordinances, education, prevention, and preparation to mitigate this costly and dangerous hazard.
Technologies
Adopting new technologies, such as robotics, drones, or some of the newer personal protection equipment (PPE) fabrics, may help the fire department with safety and effectiveness. However, unlike some larger organizations that can use new technologies to right-size staffing, these technologies will not likely create cost savings over time. Instead, they will likely be a cost that can only be measured in improved chances for success in a serious incident.
There is a shift towards alternate fuels for fire apparatus, which, in Sierra Madre’s case, includes ambulances. Because there is no immediate need for new frontline apparatus, the fire department should keep abreast of changes in these fuel technologies. When the time comes to begin ordering new apparatus, a decision will need to be made; move to new fuel technologies, delay purchasing to ensure the latest technologies are field tested and reliable, speed up purchasing to ensure the older and proven vehicles are still available, or order as usual.
Another consideration for new technologies is ensuring the fire department is fully prepared and funded for mandated changes. Many firefighters and managers can remember at least one mandated change, typically in radio communications, that was a surprise and costly. Suppose some new PPE technologies become significantly more effective than the current systems. In that case, national organizations like the National Fire Protection Association will likely create standards to adopt them. Apart from taking appropriate action to ensure the firefighters are given the best PPE, it becomes a risk management necessity to comply with these standards.
Drones are a technology that can assist most agencies, including the Sierra Madre Fire Department. They are good tools to improve situational awareness, look for missing people, or investigate unknown situations. This technology can become affordable if it is adopted in concert with other agencies or across city disciplines like police, roads, or utilities.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis ix
Staffing
Staffing is the most significant ongoing expense for the City of Sierra Madre. The current staffing levels appear minimally adequate but leave no room for strategic management, personal growth, or resilience. A minimum of two people staffing an ambulance is the industry standard. The National Fire Protection Association recommends four firefighters on an engine or truck. However, many agencies cannot accommodate that, and the industry accepts a minimum staff of three. Those few agencies that allow two or fewer on an engine or truck as a regular practice are diminishing. Most of the industry accepts that three on an engine or truck is the minimum that should be allowed. The three-two staffing should remain the absolute minimum for the Sierra Madre Fire Department for the foreseeable future. In addition, the department should undergo a staffing and financial study to determine if some overstaffing may be beneficial. With a small staff, any planned or unplanned absence can create difficulties in coverage and an overtime budget higher than a full-time position. Any unplanned long-term absence can severely impact the entire organization. Without any resilience built into the system, any disruption can cause significant concerns. This resilience will also help alleviate the trend of a reduced applicant pool. The pressure to take the first minimally qualified applicant instead of the best applicant is diminished with a few additional people.
Another staffing issue the fire department faces is the lack of intermediate management positions. The skill sets required for the supervisory position of captain significantly differ from the management skill sets required of chief ranks. If the fire chief were to leave, no one could step into that role. This goes for vacations, illness, retirement, or an unscheduled departure. Some middle management positions would significantly add to the department’s resilience and professional growth opportunities for the staff. In addition, the need for additional management was evident during this project. The talent was apparent, but the capacity to fulfill requests and engage in strategic tasks was severely limited, with only one chief officer/manager for the entire department.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis x
Health, Safety, & Training
Firefighting is a service industry that relies on people to deliver protection. These highly trained and valuable assets should be given the best opportunity to complete their career.
This requires particular ongoing health screening, especially for cardiovascular and cancer issues. While the National Fire Protection Association has a standard focused on pre- and post-hire screening and wellness, its efficacy is not assured and may be onerous to the community. A best practice approach is to find firefighting-specific occupational health practitioners to help define a wellness and screening program that meets the department’s specific challenges.
The safety of a crew in this emergency response occupation is never assured. However, steps can be taken to ensure that safety policies are adequate and appropriately enforced. In addition, the appropriate PPE and culture of safety must be department-wide.
This includes having a station design that keeps the carcinogenic and biological hazards as far away from the crews as possible. The station should also provide physical safety from falls, tripping, electrical, and other easily identifiable hazards. While firefighters are typically held in high regard and not commonly attacked or threatened, this is changing.
Consideration for the fire station should also be given to the crew’s security.
Training for the crews is also a primary driver of firefighter safety. Knowing how to act and react in any situation and how the rest of the crew will act or react makes a difference in on-scene safety. For the crews to operate effectively and safely, they need time and space to practice their skills. This requires a place, direction, and tools and props to practice their trade.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 1 SECTION I:
Evaluation of
Current Conditions
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 2 ORGANIZATION OVERVIEW
The Sierra Madre Fire Department (SMFD) is organized as a city department and is responsible for emergency services within the city boundaries. It participates in a robust automatic and mutual aid system throughout the county.
The City of Sierra Madre is nestled in the foothills of the San Gabriel Mountains in Los Angeles County, California. The Sierra Madre area climate is ideal for year-round outdoor activities. The SMFD participates in many of the city’s various community events, such as the Wistaria Festival, the annual Mount Wilson Trail Race, and the Fourth of July Parade.
These events foster a strong sense of community and belonging among its residents.
Despite its proximity to Los Angeles, Sierra Madre maintains a tranquil, small-town atmosphere. Its tree-lined streets, well-preserved historic sites, and local businesses contribute to its unique character and appeal. The community is served by the Pasadena Unified School District, which offers a range of educational opportunities for children and families. The following figure illustrates the City of Sierra Madre geographically within California and Los Angeles County.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 3 Figure 1: City of Sierra Madre Geographical Location
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 4 THE SIERRA MADRE FIRE DEPARTMENT
On January 21, 1921, a defective flue sparked a devastating fire in the Sierra Madre Bakery on Windsor Lane.7 Sierra Madre did not have an organized fire department at that time.
Instead, it relied on assistance from the Pasadena and Monrovia Fire Departments. The Monrovia Fire Department arrived 30 minutes after the call for aid. The Pasadena Fire Department was unable to respond for several hours.
Recognizing the need for a local fire agency, Sierra Madre residents organized the first volunteer fire department. Initially, over 50 residents petitioned for membership, growing to over 200 volunteers. However, membership was limited to 20 active members who were required to live and work in town. In the 1950s, membership expanded to include ten auxiliary members.
In 1928, a new city hall building was constructed to house the first official fire station. An air siren on top of the building alerted volunteer firefighters to emergencies. It was used daily until August 1940, when a telephone fire horn replaced it. This new horn also replaced the alert system used by the telephone company’s central switchboard, which used coded blasts to indicate the general location of a fire.
The city’s first Emergency Medical Services (EMS) program was established in 1929 with a Buick First Aid Wagon, built from a donated chassis. This rig was a combination fire truck and first aid fire unit. In 1933, the volunteer fire department assisted the American Red Cross and the Long Beach Fire Department following the Long Beach Earthquake, providing aid to 75 victims.
By 1976, six members were certified Emergency Medical Technicians (EMTs) and responded to over 300 calls annually. The Kiwanis Club donated the department’s first Basic Life Support (BLS) vehicle the same year.
In 1999, the SMFD contracted with the Verdugo Fire Communications Center for dispatch services, joining a mutual aid network supporting 13 agencies in the greater Los Angeles area. Unfortunately, by the end of the 1990s, volunteer membership had declined. 7www.cityofsierramadre.com/cityhall/departments/fire_department/history#:~:text=On%20January%2021st%2C %201921%2C%20a,Pasadena%20and%20Monrovia%20Fire%20Departments.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 5 In 2006 the city hired its first full-time fire chief to oversee the department. This was followed by a full-time paramedic coordinator in 2007 to manage the new paramedic program, which launched in June. The program employed part-time paramedics to operate an Advanced Life Support (ALS) rescue ambulance, providing advanced medical care, including cardiac monitoring, intubation, IV therapy, and medication administration.
By 2012, the department employed three full-time captains and a part-time captain for daily operations. Due to a shortage of qualified engineers to operate fire apparatus, a part-time fire engineer position was created. In September 2015, the City entered into a formal agreement with the Consolidated Fire Protection District of Los Angeles County to exchange fire and rescue services.8 The department operated with a mix of full-time, parttime, and volunteer staff until 2019.
On September 1, 2019, the Sierra Madre Fire Department transitioned to a full-time career department. The department also contracted with the City of Arcadia for battalion chief coverage. In 2020, the Sierra Madre Fire Department joined Area C Unified Response, expanding access to personnel and equipment from twelve additional departments.
The SMFD serves over three square miles serving a residential population of approximately 11,000 people. Operating within the foothills of the San Gabriel Mountains, SMFD faces unique challenges, particularly the heightened risk of wildfires.
SMFD boasts a team of highly trained and dedicated professionals who are equipped with state-of-the-art technology and resources. Their mission extends beyond fire suppression to encompass various services, including emergency medical response, rescue operations, hazardous materials, fire prevention, and community education.9 As of 2024, the SMFD employs up to 16 uniformed career personnel, one non-uniformed administrative support person, and three reserve firefighters. The following figure illustrates the SMFD geographic service area.
8 Agreement for Exchange of Fire Protection and Rescue Services Automatic Aid/Initial Action. September 15, 2015.
9 Department history as found at www.sierramadraca.gov.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 6 Figure 2: SMFD Service Area
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 7 SMFD Organizational Structure
Governance & Lines of Authority
The City of Sierra Madre maintains a council-manager form of government with five elected City Council members. The Sierra Madre City Manager supervises the Fire Chief.
The following figure illustrates the current organizational structure of the SMFD.
Figure 3: SMFD Organizational Structure (2024)
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 8 FINANCIAL OVERVIEW
Long-term fiscal sustainability is essential to the successful operation of SMFD. This report section summarizes SMFD's revenues and expenditures.
As an operating department of the City of Sierra Madre (the City), SMFD utilizes the City's fiscal year (FY), which runs from July 1 through June 30. The City implemented a zero-based budgeting model in FY 2017/18. This means every department builds its annual budget requests from scratch from a zero base. Zero-based budgeting allows each operating department's needs and priorities to be analyzed and allows for expenses that most directly support the City's strategic objectives to be approved. In FY 2023/24, fire services represent 23.5% of the City of Sierra Madre's General Fund budget.10 Revenue and Expenditures
Given the department's size, SMFD's financial data is relatively straightforward. SMFD directs revenue from operations, and fees are absorbed into the general fund. The citywide general fund then records revenues generated by SMFD services, such as EMS/paramedic billings and plan check fees. Then, SMFD receives a general fund allocation to cover most of its operating expenses.
As part of their EMS billing system, SMFD has a Paramedic Subscription Program offered to Sierra Madre residents to help offset the cost of emergency medical responses. It was established at an annual $82 membership from July 1, 2023, through June 30, 2024. This fee follows the County of Los Angeles General Public Ambulance rate schedule and is subject to change.11 The coverage is similar to a secondary insurance plan.
The City receives a portion of a statewide ½ cent sales tax dedicated to public safety services (Proposition 172). The moneys are accounted for in the Public Safety Augmentation Fund (35004). Currently, this revenue is wholly dedicated to police services.
While this does not necessarily negatively impact fire department funding, it can leave an inaccurate view of the impact of the fire department on the City's budget. 10 City of Sierra Madre FY 23/24 Budget, page 73 (Fire Dept Expenditures/Total GF Expenditures). 11 County of Los Angeles General Public Ambulance Rates, July 1, 2023, through June 30, 2024 (Fire Fees), Rates for Ambulances Sec. 7.16.280.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 9 On the expenditure side, SMFD's primary costs are employee salaries and benefits, which is typical for most municipal services. The following figure provides an overview of SMFD's expenditures, funding sources, and the City General Fund (GF) allocations over the most recent five fiscal years.
Figure 4: SMFD Expenditures/Funding Source Summary
Expenses
FY 19/20
Actual
FY 20/21
Actual
FY 21/22
Actual
FY 22/23
Amended
FY 23/24
Budget
Personnel Costs $1,560,104 $2,095,299 $2,218,604 $2,596,800 $3,221,300 Maintenance & Operations $395,674 $342,840 $330,590 $412,073 $424,150 Debt $50,000 $0 $0 $0 $0
Capital Outlay $78,137 $621,452 $243,178 $50,000 $60,000 TOTAL EXPENSES: $2,083,915 $3,059,591 $2,792,372 $3,058,873 $3,705,450 Funding Sources
General Fund Capital Outlay $78,137 $521,452 $0 $0 $0
Capital Projects Fund $0 $0 $200,000 $35,000 $60,000
Other Special Revenue Fund12 $50,000 $102,539 $63,489 $60,443 $0 TOTAL MISC. FUNDING: $128,137 $623,991 $263,489 $95,443 $60,000 EMS/Paramedic Billings—
In Citywide GF $393,433 $373,999 $400,954 $521,239 $485,130 EMS Subscriptions—
In Citywide GF $38,127 $35,783 $35,349 $40,172 36,000
Net Additional Funding from
Citywide GF: -$1,524,218 -$2,025,818 -$2,092,580 -$2,402,019 -$3,124,320 The following figure illustrates SMFD's expenditures by type. 12 Other Special Revenue Funding allocation is from Maintenance & Operations and Capital Outlay.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 10 Figure 5: SMFD Expenditures by Type—Most Recent Five Fiscal Years Ambulance Services
Ambulance services generate revenue for the City through EMS/Paramedic billing and Paramedic Subscription Program fees which are collected in the citywide GF.
EMS/paramedic revenue is generated from per-call service fees billed to each recipient, with fees varying based on the services provided. Fees are based on whether the call is an emergency or non-emergency call, ALS or BLS, or if other specialty services are provided.
The schedule includes additional charges for mileage, waiting time, standby time, and specific equipment and supplies.
The following figure shows SMFD's activity summaries, highlighting the number of annual billable transports over the most recent five calendar years. $0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Personnel Costs Maintenance & Operations Capital Outlay Debt Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 11 Figure 6: SMFD's Ambulance Billable Transports
Ambulance Service Billing & Collection
One of the most important issues for fire agencies providing EMS transport is ensuring their billing operations efficiently and effectively maximize revenue while maintaining compliance with state and federal standards. Public agencies providing fee-for-service patient transport must have accurate billing and collection data readily available. The SMFD outsources its ambulance billing and collections to Wittman, a private company.
While all service recipients are billed the applicable service fee, collection rates vary.
Therefore, the transport fee cannot simply be multiplied by the number of calls to determine actual revenue.
The fees collected come from multiple sources, collectively known as the agency's payor mix. The below graph indicates SMFD's most recent ambulance services collection payor mix.
0 100
200
300
400
500
600
700
800
900
CY 2019 CY 2020 CY 2021 CY 2022 CY 2023
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 12 Figure 7: SMFD's 2023 Ambulance Service Fee Payor Mix The payor mix is essential because it is an indicator of the likelihood of fee collection. Over the most recent five-year period, the payor mix has remained relatively consistent. During that time, Medicare had a high of 59% and a low of 51%; Medicaid a high of 11% and a low of 6%; Insurance a high of 21% and a low of 16%; Bill Patient a high of 19% and a low of 15%; and Private Pay/Membership a high of 3% and a low of 1%.
Medicare
54%
Medicaid
10%
Insurance
16%
Bill Patient
19%
Private Pay/Membership
1%
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 13 The following figure illustrates a summary of EMS transport fiscal activity for the most recent five fiscal years. This includes the number of transports, charges, allowances, payments, and bad debt/write-offs.
Figure 8: Summary of SMFD Transport Fees
Description CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
CY 2022
Actual
CY 2023
Actual
Number of Trips 627 581 614 780 853
Gross Charges $1,185,858 $1,107,088 $1,190,924 $1,710,289 $2,061,090 Contractual Allowances ($718,725) ($672,004) ($717,756) ($1,090,601) ($1,140,550) Net Charges $467,133 $435,084 $473,168 $619,688 $920,540 Refunds $4568 $11,207 $11,581 $11,971 $433
Adjustments/Balance ($580) ($980) ($6,562) ($25,622) ($354,821) Write-Offs/Bad Debt ($77,689) ($71,312) ($77,233) ($84,798) ($81,022) Payments Recorded $393,433 $373,999 $400,954 $521,239 $485,130 Capital Replacement Plan
The citywide Capital Improvement Plan (CIP) includes planned projects for the Fire Department. The projects encompass a rescue ambulance, a Fire Chief vehicle, portable radios, and SCBAs. For facilities, the plan includes a new public safety facility and a new public safety training facility. However, all these projects are currently unfunded. The facilities are under evaluation, and the public safety facility may be for police use only, and the location of the training facility is being reassessed.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 14 Observations
As illustrated in Figure 8, SMFD's personnel-related expenses increased by over 100% between FY 19/20 and 23/24. Several factors contributed to this significant increase. When SMFD transitioned to a full-time/career department in 2019, several positions were added, impacting both salary and benefit costs. Additionally, negotiated salary increases were implemented during this period. According to the current Memorandum of Understanding (MOU), all members of the Firefighters Association received a 20% salary increase effective June 4, 2023. Licensed paramedics received an additional 10% or 15%, depending on their classification. Effective July 3, 2022, members, excluding captains, received a 12.5% salary adjustment. The salary schedule was also adjusted, with rates moved back one step, effectively making Step 2 the new Step 1 and allowing the new Step 5 to offer a higher pay rate than the previous top-of-range. Furthermore, effective July 13, 2024, all members received a 5.5% salary adjustment. Each of these salary adjustments has a direct impact on payroll-related expenses, including pension, workers' compensation, payroll taxes, life and disability insurance premiums, and similar categories.
To establish fees charged for EMS services, the City currently uses the County of Los Angeles schedule. The fee schedule is adopted annually by the City Council. The fee schedule used in this study is valid from July 1, 2023, through June 30, 2024. 13 A citywide user fee study
is also underway.
The City has taken action to ensure its fiscal sustainability. The community approved a permanent extension of the 10% Utility Users Tax. Additionally, the City has made prepayments toward its pension obligations and established a Section 115 Trust for paying pension liabilities.14 Specifically for the Fire Department, the FY 2023/24 budget goals include increasing cost recovery opportunities by 25%, expanding the Paramedic Subscription Program by 50%, and researching and obtaining alternate funding sources equal to 5% of the department budget. These goals are designed to enhance long-term financial security.
13 County of Los Angeles General Public Ambulance Rates, July 1, 2023, through June 30, 2024 (Fire Fees). 14 FY 2022/23 ACFR, page 14.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 15 The City has accumulated an unassigned GF Reserve of $11.5 million, of which $3.6 million is allocated as cash reserves, representing 25% of annual operating expenditures following the City's fund balance policy. While this is a healthy reserve, the Annual Comprehensive Financial Report notes the City's most recent (CIP) has $14 million in unfunded projects.
Additionally, the FY 2024/25 budget presentation indicates a growing deficit between the GF's projected revenues and expenditures over the upcoming four (4) fiscal years. In FY 25/26, the deficit is anticipated to be approximately $585,000 and will grow to over $2.8 million by FY 28/29. Although these numbers represent citywide GF expenditures, additional revenue will be required to maintain services, including fire services, at current levels.
All SMFD service-generated revenue is accounted for in the citywide GF. The City may want to consider allocating these revenues directly to the Fire Department. While still classified as GF revenue, it could be designated with a different fund number. This approach would allow for easy tracking of service revenue and enable a more straightforward comparison to expenses.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 16 DESCRIPTION & REVIEW OF SERVICES PROVIDED
The Sierra Madre Fire Department currently operates one three-person staffed fire engine and one rescue ambulance, with five personnel on duty daily, from one centrally located fire station. In September 2023, the City was assigned a Class 3 Public Protection Classification (PPC™) by the Insurance Services Office (ISO).
SMFD provides traditional fire suppression, first-responder-level hazardous materials response, technical rescue operations, plan review through a contractual arrangement, and a limited role in public education and prevention activities. The department contracts the City of Arcadia for battalion chief coverage.
For EMS incidents, the SMFD provides ALS medical first-response service using a Paramedic Assessment (PA) engine. The department also offers ALS-level transport with its Rescue Ambulance (RA) as part of the regional ambulance agreement. The following figure illustrates the services provided and capabilities of the SMFD.
Figure 9: SMFD Emergency Service Capabilities
Service Type General Resource-Asset
Capability
Basic Staffing Capability
per Shift
Fire Suppression
1 Type-1 Engine
1 Type-6 Fire Engine for wildland
response – cross-staffed.
3 personnel (1 captain, 1
fire engineer, and 1
firefighter/paramedic)
Emergency Medical
Services
1 Rescue Ambulance ALSequipped 2 Firefighter/Paramedics Hazardous Materials
Response No Hazardous Materials Unit
5 Personnel trained to first
responder awareness/
operations level
Technical Rescue No Technical Rescue Unit 5 Personnel trained to the awareness level
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 17 For moderate fire risks, such as a single-family residence with a 2,500-square-foot residence, industry standards recommend a minimum of 16 firefighters to complete the necessary critical firefighting tasks. The Verdugo Regional Dispatch Center currently dispatches three fire engines, two ladder trucks, one rescue ambulance, and one battalion chief, totaling 19 personnel for these types of fires. Of the 19 responders, SMFD can only provide five of the needed personnel, assuming the ambulance is not committed to medical transport. This means SMFD contributes only 22% of the effective firefighting force required for a singlefamily structure fire.
SMFD is capable of handling low-risk hazardous materials and technical rescue incidents but must rely on the City of Burbank HM12 or Glendale HM24 for moderate or high-risk hazardous material incidents. For moderate or high-risk technical rescue, SMFD relies on the City of Arcadia (USR106), the City of Alhambra (USR71), and the City of Glendale (USR21).
SMFD has automatic and mutual aid agreements with other departments in the region to provide additional fire resources, hazardous materials response, and urban search and rescue response personnel.
SMFD relies heavily on surrounding fire departments for incidents that require more than one fire unit to respond, or three personnel to mitigate the emergency. The following figure lists the most common fire department auto-aid resources needed to complete a firstalarm assignment on a structure fire.
Figure 10: SMFD Primary Automatic Aid Resources
Department Name Station # No. of Engines No. of Aerials No. of Staff Arcadia Fire Department 105 1 1 7
Arcadia Fire Department 106 1 0 3
Arcadia Fire Department 107 1 0 3
Pasadena Fire Department 32 1 1 8
Pasadena Fire Department 37 1 0 4
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 18 MANAGEMENT COMPONENTS
Managing a modern fire department can be a complex undertaking. Among other tasks, a progressive department must maintain a stable, qualified workforce, increase health and safety concerns and community expectations, ensure adequate and timely emergency response, and provide stewardship over constrained financial resources.
Besides these organizational challenges, managing a modern fire department requires developing fundamental elements, including the department’s Mission, Vision, and Values; setting goals and objectives; identifying critical internal issues and challenges; providing internal and external avenues of communication; ensuring accurate and timely recordkeeping; and developing planning processes. This section examines the agency’s efforts in these areas.
SMFD Foundational Elements
Mission, Vision, and Values
The SMFD's Mission, Vision, and Values Statements are:
SMFD Mission Statement
Sierra Madre Fire Department is committed to protecting life, property, and our environment through compassionate service.
SMFD Vision Statement
The Sierra Madre Fire Department is dedicated to remaining a progressive, cost-effective, and innovative fire department that ensures our community's safe and inclusive environment through exceptional customer service.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 19 SMFD Core Values
Honor – adhering to the highest standard, both
morally and ethically.
Integrity – based on trust and accountability
through service.
Respect – to self and community, maintaining a
department of teamwork and growth.
Compassion – treating everyone with kindness
and empathy.
Communication
Internal Communication
Internal communication for SMFD includes regular meetings with staff, an officers meeting monthly, and an all-hands meeting biannually. SMFD has an open-door policy, and the department’s chain of command is available to everyone.
Other standard methods of internal communication include the department’s email system (all personnel have a department email address), Advanced Problem Solutions, CrewSense, and department memos. The department has regularly scheduled staff meetings and semi-annual departmental meetings.
External Communication
Communication with the public is achieved primarily through the City and department’s website, as well as social media platforms like Facebook and Instagram. Administrative staff, along with the other city social media managers, provide and monitor content. While department news, events, and other information are available on the City and department’s website, the updates can be inconsistent due to limited administrative resources.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 20 Reporting & Recordkeeping
SMFD uses Lexipol® for department policies, which are reviewed annually. Reviews are conducted by Lexipol and the department’s human resources division. The department also utilizes Standard Operating Guidelines (SOGs)and updates them as needed, with the last formal review occurring over five years ago. Training on policies and SOGs is conducted as needed and for all personnel when documents are updated or revised.
These documents are available to all personnel through the department’s internal platform.
Incident responses are entered and maintained electronically using the Advanced Problem Solutions/FIRE platform and its legacy program, ESO. SMFD also uses Medic Clipboard® for EMS patient data. These cloud-based programs allow SMFD to meet the National Fire Incident Reporting System (NFIRS) reporting requirements as a single reporting platform.
Periodic reports, including management, operational, and financial requests, are provided to the City Manager and elected officials. At the time of this study, SMFD had not produced an annual report to report on the department’s goals, objectives, accomplishments, or response statistics, since 2022. The lack of administrative support staff is the primary reason more recent reports have not been produced.
The City's human resources division maintains personnel records, including applications, background checks, and workers’ compensation documents.
Training records, including daily and company training records and various fire, EMS, and other certifications, are collected and archived within Advanced Problem Solutions/FIRE.
All SMFD personnel can access their training files as needed.
Additional records maintained and archived internally by SMFD include self-contained breathing apparatus (SCBA), ladder, hose, and apparatus pump testing documents.
Document Control & Security
Document Control
SMFD maintains strict document control policies. Hard copies are secured in locked file cabinets within the administrative office in the fire station. Records are also stored electronically on desktop/laptop computers. Personnel can access computers and associated software at workstations and the fire station. Passwords are required to access department computers, and files are backed up internally through servers.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 21 Facility Security
Facility security for SMFD is achieved using a master-level keyed system. Offices within the station can be secured with a conventional key. Remote transmitters in each vehicle and apparatus activate apparatus bay doors. The rear of the fire station is not secured and open to the public, which is a safety concern for SMFD employees.
Critical Issues and Future Challenges from Internal Assessment Staffing
Responding from a single fire station and having only five personnel on duty per 48-hour shift limits the critical tasks that can be accomplished during an incident. The department relies heavily on surrounding fire departments, using the regional automatic aid system.
Without these agreements, the department could not manage many of its calls.
The current administrative staffing, consisting of only an administrative analyst and the fire chief, is insufficient to manage all the duties and responsibilities of a modern fire department's administrative division. Many programs lack the necessary management or oversight to fulfill all their needs. Community Risk Reduction is a prime example, where limited 40-hour administrative personnel have hindered the program's ability to function and meet the community’s needs and expectations.
Facility Needs
The current fire station is outdated and in need of significant upgrades. It lacks proper gender or individual bathrooms, lockers, and bedrooms. The second story has considerable water damage and the need for visual repairs. The fire station was not designed to accommodate five firefighters for 24 hours daily. The station lacks rear security to prevent public access from the parking lot.
Retention
Retention has been a challenge since the department transitioned from volunteer to career firefighters. During staff interviews, many noted that the department served as a training ground for personnel to gain experience before testing with other larger departments in Southern California. Improvements have been made, however, including a reduced probationary period for lateral firefighters and wage increases.
Sustainability of Services
Unfortunately, fire service costs have been increasing at a rate that outpaces city revenue.
If this trend continues, the City will either need to secure additional revenue or reduce services.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 22 STAFFING & PERSONNEL
An organization’s most significant asset is its people, yet they also typically represent its most substantial financial cost. Therefore, it is crucial to prioritize managing human resources to maximize productivity while ensuring high employee job satisfaction. Key factors contributing to higher job satisfaction include consistent management practices, a safe working environment, equitable treatment, the opportunity for input, and recognition.
The size and structure of an organization’s staffing depend on its specific needs and funding and must directly correlate with the community's expectations and available revenue stream. A structure that works for one agency may not work for another agency.
This section provides an overview of the fire department's staffing configuration and management practices.
Department staffing can be divided into two distinct groups: the administrative section, which typically works behind the scenes to support the operation’s personnel in delivering effective emergency response, and the operations group, consisting of uniformed responders that residents commonly associate as the face of the fire department.
Administrative & Support Staffing
The administrative and support functions within the department are diverse, with a wide range of tasks. Typical responsibilities include organizational planning, coordination, asset management, program evaluation, management, and leadership.
Only two full-time equivalent (FTE) employees provide support and administrative services to the department. The Fire Chief is the most senior executive administrator of SMFD and reports directly to the City Manager. The administrative analyst reports to the Fire Chief. The Fire Chief's span of control of four subordinates aligns with established practices. The subordinates are the three shift captains and the administrative analyst. However, overseeing three shifts and the administrative analyst leaves limited time for higher-level administrative responsibilities. The following figure details the FTE positions and the staffing count for the administrative functions.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 23 Figure 11: Administrative Staff Full-Time Equivalent Count Position FTE
Fire Chief 1
Administrative Analyst 1
EMS Coordinator+ 0.5
TOTAL FTEs: 2
+ Part-time position for this report, became full time in July 2024 Administrative Support
Like many fire service organizations, SMFD's administrative and support staff typically serve in multiple roles with diverse job responsibilities. In many cases, the administrative staff must concurrently manage various responsibilities. SMFD operates with a single civilian administrative analyst position, supplemented by support from other departments within the City. The fire chief and administrative analyst develop and manage the budget, purchasing, asset tracking, general office and clerical support, human resources, and records management. Additionally, they are responsible for planning, organizing, directing, coordinating, and evaluating the various programs utilized within SMFD.
Human resources, finance, and legal functions are provided by the City, with input from the fire department staff. Two 40-hour administrative positions overseeing a department of 17 personnel is inadequate for the required legal, human resource, training, education, and reporting mandates. As a result, many administrative tasks such as annual reports, training reports, workers' compensation reduction programs, and community risk are not being completed. The administrative staff is too focused on managing day-to-day operations instead of five-year forecasting, risk reduction, and strategic planning.
Emergency Response Staffing—Operations Staffing
An adequately staffed and professionally trained team of emergency responders is essential for maximizing the effectiveness of emergency apparatus and equipment during incident responses. Insufficient staffing at an operational scene reduces the effectiveness of the response and increases the risk of injury to everyone involved.
Additional personnel are essential for initial fire assignments due to the City's reliance on a single fire engine. Other scenarios such as mass casualty incidents and explosions, also require additional resources. This underscores the importance of a robust mutual aid and automatic aid plan to ensure adequate assistance.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 24 Operations personnel are assigned various duties consistent with fulfilling emergency response objectives, and they also take on additional collateral responsibilities to support the response mission. SMFD contracts with Arcadia Fire Departments to provide operational battalion chief coverage for each shift. The following figure lists full-time equivalent position counts for the operations division.
Figure 12: Operations Staff Full-Time Equivalent Count
Position FTE
Captains 3
Engineers 3
Firefighter/Paramedics 9
TOTAL FTEs: 15
Firefighter Staff Distribution
SMFD staffs one station, 24 hours a day, every day of the year, with a total operations staff of three captains, three fire engineers, and nine firefighters/paramedics. The department operates on a three-shift system—A-Shift, B-Shift, and C-Shift—with five personnel on each shift. Each shift follows a 48/96-hour schedule on a 24-day Fair Labor Standards Act compliant cycle, with shifts beginning at 7:00 a.m. and end at 7:00 a.m. the following day.
On-duty fire suppression personnel employ one first-out Type 1 ALS staffed fire engine, and one primary ALS rescue ambulance (RA), both responding from the City’s only fire station.
Additional units can be cross-staffed depending on the type of incident and apparatus needed. The engine company is staffed with a minimum of a captain, an engineer, and a firefighter/paramedic. The RA is staffed with two firefighter paramedics. In addition, SMFD has access to several surrounding agencies for additional incident staffing using Area C Unified Response. The following figure lists the primary and cross-staffed apparatus by the station.
Figure 13: Station Units and Staffing Levels
u u
O -Du
Station 41
Engine 41 3
Rescue Ambulance 41 2
Water Tender 41 CS
OES Type 6 CS
T D 5
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 25 Determining apparatus staffing levels is challenging. Leaders must decide the risks their crews are likely to face and the level of risk the community is willing to accept. Several key publications can guide agencies in determining adequate staffing, including NFPA 1710:
Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This NFPA standard recommends staffing and deployment of career organizations.
The National Institute of Standards and Technology field studies on fire-ground and EMS incidents may also provide direction. Occupational health standards typically consider crew entry into a hazardous environment unsafe unless an equal number of equipped and capable personnel are stationed outside the hazard zone, ensuring no one person enters alone. However, this rule may be suspended if an emergency rescue is required.
The first 15 minutes is the most crucial period in suppressing a fire. The effectiveness and efficiency of firefighters during this period significantly impacts the overall outcome of the event. This concept applies to fire, rescue, and medical situations. Critical tasks performed at a fire can be broken down into two key components—life safety and fire flow.
Life safety tasks depend on the number of building occupants, their location, status, and ability to take self-preservation actions. These tasks involve search, rescue, and evacuation of victims.
The fire-flow component involves delivering sufficient water to extinguish the fire and creating an environment within the building to allow firefighters to enter safely.
The number and types of tasks requiring simultaneous action will dictate the minimum number of firefighters needed to combat different fires. Without adequate personnel to perform concurrent tasks, the incident commander must prioritize them and complete some in sequence rather than concurrently. These tasks include:
• Command
• Scene safety
• Search and rescue
• Fire attack
• Water supply
• Pump operation
• Ventilation
• Back-up/rapid intervention
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 26 Effectively controlling an emergency requires the completion of numerous simultaneous tasks. The district's ability to respond to rapidly deploy a sufficient number of trained personnel is critical to achieving successful incident outcomes.
Emergency staffing is determined at the community level, based on factors such as risk, capability, and resident expectations. These decisions are informed by additional recommendations, including those outlined in the National Fire Protection Association Standard 1710. The following figure breaks down the staffing tasks for specific incidents.
Figure 14: Example of Tasks & Staff Required as Defined in NFPA 171015 Task Single-Family
Dwelling Apartments
Command 1 1
Apparatus Operator 1 2
Handlines (2 members on each) 4 6
Support Members 2 3
Victim Search & Rescue Team 2 4
Ground Ladders/Ventilation 2 4
Aerial Operator (if ladder used) (1)
Initial Rapid Intervention Team 4 4
Initial Medical Care Component 2
Total Required 16 26 (27)
SMFD currently only staffs five personnel daily, with two assigned to the RA. To meet the staffing levels recommended by NFPA 1710, the department requires at least 13 additional firefighters from other agencies. SMFD relies heavily on the regional auto-aid system to ensure adequate minimum staffing for a low-risk structure fire, such as a single-family residence under 2,000 sq. ft.
15 NFPA 1710, Standard for the Organization & Deployment of Fire Suppression Operations, Emergency Medical Operations, & Special Operations to the Public by Career Fire Departments (2020).
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 27 Personnel Management Systems
The fire service relies heavily on its people to accomplish its mission. Therefore, effective management, support, and organization of human assets are essential for successful service delivery. Success also depends heavily on an organization’s commitment to the human resources function and the implementation of well-documented policies and programs.
Policies, Rules, Regulations & Guidelines
Complex organizations such as fire agencies work under a variety of rules influenced by both internal and external forces. External factors include federal, state, and local laws, while internal forces include operations and resource management. When internal requirements such as written policies, contracts, orders, memos, and guidelines, are violated, the consequences can range from minor to severe legally defensible consequences.
Similarly, undocumented rules, practices, and behavior patterns that evolve within an agency or workforce can lead to various outcomes if broken. Agencies must approach official enforcement of these unwritten rules with caution, as labor laws typically favor employees over the organization. Analyzing these unwritten rules is outside the scope of this section.
Emergency services organizations must comply with government-mandated regulations at the city, state, county, and federal level. These laws apply to the organization, its employees, and specific firefighter and medical personnel. For SMFD, the applicable rules are primarily dictated by state and federal law, though local ordinances and code adoption also play a role. While an analysis of these laws is outside the scope of this report, SMFD and the City should rely on periodic legal reviews to ensure compliance.
Some agencies are subject to civil service rules, which are local, state, or federal laws governing the employer-employee relationship. Additionally, SMFD utilizes the Lexipol documentation system, which offers generic policies with civil service-like content.
Labor Contracts
SMFD has entered a memorandum of understanding with the local firefighter’s union, authorized under California State Law, and known as the Meyers-Milias-Brown Act. The International Association of Fire Fighters (IAFF) Local 5216—Sierra Madre Firefighters Association represents the sworn members of SMFD. The MOU is primarily concerned with compensation, working schedules, and benefits for its members.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 28 Policies
Another formal type of rule is policy. Policies are written for specific situations and include words like “shall” and “will” to specify the required actions of members. Generic policies that Lexipol vets for legal compliance are adopted if they apply to SMFD. These policies are reviewed every two years.
Guidelines & Operational Plans
SMFD maintains standard operating guidelines that are primarily applicable to specific operational processes. However, these guidelines and plans have not been updated in several years and require validation. The guidelines are available on the Advanced Problem Solutions/FIRE software.
Human Resources
The administrative and support function responsible for balancing the needs of both the employer and employees is known as human resources. This function requires agencies to maintain specific compliance documentation and fulfill obligations related to compensation, taxes, and benefits. Additionally, successful agencies actively manage the employment lifecycle and oversee employee health and safety programs. SMFD has staff, systems, and procedures in place to support and enhance its human resource functions, with assistance from the City's Human Resources Division.
Personnel Reports & Recordkeeping
The City and SMFD maintain employee files and information within its records management systems. Electronic records are stored in various computer systems, including Advanced Problem Solutions, Tyler, and CrewSense. Hard copies are stored securely with limited, supervised access. Additionally, the various electronic records management systems store data such as attendance, payroll, training, and other daily information. These systems are secured using standard information technology processes.
Compensation Systems
SMFD’s compensation system is based primarily on position and seniority. Compensation includes hourly and annual salaries, various paid and unpaid leave programs, health and life insurance, retirement benefits, and recognized holidays. The MOUs define this compensation for members of IAFF Local 5216.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 29 Disciplinary Process
The City has documented disciplinary processes developed by the City, and which meet current law. The MOU between IAFF Local 5216 and the City defines this process and references the disciplinary procedural steps under the Firefighter’s Bill of Rights.
Counseling Services
SMFD provides mental health counseling through the city employee assistance program.
Recruitment, Application, & Testing Processes
SMFD’s hiring process includes a qualification review, reference review, background check, and interview. Firefighters are also required to undergo a physical and written testing. During the probationary period, SMFD uses a skills evaluation process and performance evaluation. The probationary period for all original appointments and promotions is 12 months.16 Lateral hire firefighters enjoy a shorter period of intense skills evaluation due to their previous employment. This program appears successful, as two of the department’s most recent hires came from larger departments. Additionally, increases in wages and benefits seem to have a positive impact on the critical issue of retention.
Health & Wellness Programs
SMFD requires new fire suppression applicants to complete a physical agility test and, following a conditional job offer, a medical examination based on the National Fire Protection Association (NFPA) 1582: Standard on Comprehensive Occupational Medical Program for Fire Departments.
Fire service organizations operate in inherently hazardous environments, requiring all reasonable precautions to limit exposure and provide consistent medical monitoring.
Wellness programs must, therefore, include education on various topics, such as healthy lifestyles, illness and injury prevention, and, more recently, an emphasis on cancer prevention and mental health support.
16 Memorandum of Understanding. Sierra Madre Professional Firefighters Association and the City of Sierra Madre, Article 11 (Pg. 8).
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 30 As rates of specific cancers continue to increase among firefighters—scientifically documented by institutions such as the University of Miami’s Sylvester Comprehensive Cancer Center—fire service organizations are increasingly taking proactive measures to protect their members. Personal Protective Equipment (PPE) exposed to products of combustion is an exposure pathway for cancer-causing carcinogens. SMFD provides each member with two sets of PPE and an extractor to decontaminate exposed items to mitigate this hazard. The department has also installed a diesel exhaust mitigation system to reduce employees' exposure to carcinogens when in use.
Emphasis has been recently placed on mental health support for first responders. Notable increases in diagnosed post-traumatic disorders and suicide rates have driven higher awareness of mental health support. At SMFD, critical incident stress debriefings are available to address this issue. An employee assistance program and substance abuse program is also available to SMFD members through the city’s insurance provider.
SMFD does not have an annual wellness program for its members or provide annual medical examinations for its existing personnel. Firefighters have a higher risk of cancer and other medical conditions, which, if caught early, have higher success of positive outcomes.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 31 PLANNING FOR FIRE PROTECTION & EMS
Emergency service environments and communities change rapidly, making planning efforts critical to organizational health. Fire Departments committed to continuous improvement must anticipate the future and develop strategies for success. At a minimum, an agency must adapt to its changing environment. However, real improvement requires agencies to evolve much faster than their environment changes.
Survival and improvement do not occur by chance. Benjamin Franklin, who is credited with saying, "If you fail to plan, you are planning to fail," understood this. However, adapting an organization's structure or direction to meet future challenges is difficult. It requires incremental steps, effective communications, a clear vision, and a strong sense of purpose.
In essence, organizations must proactively manage their future or react or dissolve when inevitable changes occur.
Fire Service Planning Process Overview
Abundant educational resources exist for strategic, master, and operational planning.
Unfortunately for the fire service, most publications and courses focus on private, for-profit industries. As a result, non-profit and public organizations often receive limited guidance.
However, a few resources are available. This section draws heavily on the highly regarded works of Mark Wallace, John M. Bryson, and the Commission on Fire Accreditation International (CFAI) for direction.
Historically, agencies attempting to use for-profit planning methodologies often struggle with effectiveness. For-profit strategies emphasize profitability and market share, while public agencies prioritize fiscal responsibility and continuous service delivery. Profitability is rarely a consideration in the public sector, necessitating a different approach to planning processes.
The first step in any planning process is to understand the current situation. Agencies must understand their risks, define performance metrics, and evaluate existing service levels.
Additionally, they must understand community expectations, mandates, the agency's mission, values, culture, and responsibilities. Effective agencies can clearly articulate these aspects and communicate them throughout the organization. They also have a clear vision of the anticipated future.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 32 Once the current situation is thoroughly understood and the vision is defined, agencies should document their steps to meet the future. However, these steps are rarely consolidated into a single plan. Instead, planning documents are typically needed to address various strategic and operational concepts.
Strategic planning provides clear direction and an understanding of future needs, while operational plans identify specific steps and resources needed to accomplish these strategies. These plans can range from addressing immediate needs to long-term goals spanning many years. The following figure lists the methods and how they can be utilized.
Figure 15: Planning for the Future
Planning Level Description Timing Examples
Operational
Planning
These deal with
specific resource
needs, time frames,
directions, or
processes to meet the
strategic direction or
mission requirements.
Immediate
• Standard operating
procedures and
policies.
• Incident tactical plans.
• Incident preplanning.
Strategic
Planning
Creating a pathway
to address critical
issues within the
organization's mission,
vision, & values
framework.
Short-Term
Mid-Term
Long-Term
• Equipment
replacement.
• 3–5 Year Strategic Plan.
• Facility Replacement
and Master Plans.
Master
Planning
Part operational and
part strategic, this
plan combines
current and potential
forecasted changes
in the agency's
environment to
provide strategic
direction.
Mid & LongRange • 5 to 20 Years.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 33 In the preceding figure, the immediate plans define ongoing activities. Accomplishing short-term objectives requires only current resources and are completed during the current budget cycle. Mid-term plans span several budget cycles but typically are complete with the sitting elected government officials and current leadership. Long-term plans are likely to outlast the current city administration and department leadership.
Agencies may produce or combine various plans to address their challenges, depending on their resources and needs. Some may have the resources to follow an internally developed or predefined process, while others may require outside professional assistance to develop their plans and planning process. The key to success is not necessarily in following a specific approach or creating a standardized document. Instead, success lies in creating clear, concise, and relevant information that is publicized and used by members and leaders in their everyday decisions.
Exceptionally effective plans are frequently reviewed, closely followed, and adjusted as circumstances require. They are updated periodically, reported to the governing body, and used as decision tools. Plans written only to fulfill an obligation and left to gather dust on a shelf serve little purpose beyond being an exercise in creative writing. Effective agencies create living plan documents that continuously add value.
Effectiveness of the Planning Efforts for SMFD
SMFD is taking steps to foster a more proactive change environment. It has already completed many initial foundational planning steps. SMFD planning efforts are primarily operational and focus on immediate and short-term plans that assist with daily operations.
This Master Plan document is a starting point that may help fulfill some strategic requirements for effective management.
Planning Preparation
SMFD maintains control and planning documents to assist management and members with daily and near-term decision-making. These include a documented mission, vision, value, and other guidance statements. The department also uses software for record-keeping, staffing, payroll, policy, and other required daily tasks.
SMFD has not recently completed an environmental scan to assess the expectations of external and internal stakeholders. As part of the master planning process, a brief assessment was included in this study. The evaluation completed in this Master Plan includes:
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 34 • A community survey to understand the priorities, opinions, and expectations related to service delivery, core services, and programs.
• An anonymous member survey to gather feedback on members' priorities, opinions, expectations, core service, and programs.
• An evaluation of the agency's strengths, processes, or resources that the agency aims to continue to capitalize on.
• An evaluation of those opportunities outside the agency's control that the agency may be able to leverage.
• An evaluation of the threats and pressures put upon the agency.
D’ -Term Planning
SMFD maintains immediate operational planning documents both internally and within the county and region. It also has operational guidelines and policies within the Lexipol and Advanced Problem Solutions/FIRE systems. Many of these guidelines and policies, however, must be updated and revalidated to reflect the current environment.
A strategic plan is a foundation roadmap for change, driving many operational scenarios such as program and project development, capital replacement and maintenance, recruitment, development, and promotional strategies. While not mandatory, a community-driven plan is recommended by the Commission on Fire Accreditation International and other resources. Plan development will include goals and objectives that are specific, measurable, actionable, realistic, and time-bound. This approach allows for clear communication, frequent review, assignment, evaluation, and updating.
In 2022, the SMFD developed a strategic plan. The plan itself was not presented or adopted by the City Council but portions were incorporated into the City’s strategic plan.
The plan identified 19 goals in nine categories. The plan appears to follow best practices for strategic planning and the goals, tasks, and categories appear appropriate for a city fire department. The City of Sierra Madre Strategic plan identifies 13 strategies in 2 goals that address 4 of the strategic elements in the fire department plan. This plan does not necessarily follow the S.M.A.R.T model and it is unclear from this document when these goals and strategies are to be complete.17
17 City of Sierra Madre Strategic Plan. 5/6/2024.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 35 While the fire department strategic plan is dated 2022–2027, SMFD may want to consider accelerating the update process after the completion of this Master Plan to align with the identified findings and recommendations. This will also follow the City’s strategic plan’s strategies that identify that the Fire Chief review the results of the “Department’s Outside Strategic Plan Study,” presumably this Master Plan.
Mid & Long-Term Planning
This Master Plan appears to be the only fire department oriented long-term planning document on record. While the lack of long-term planning is a shortcoming, the agency is working to address this issue. Their department should develop a 10-year CIP. This plan should include all systems and equipment used by the fire department, with emphasis on high-cost systems at facilities. This CIP should include the following:
• Identifying all capital assets of the agency, including buildings, vehicles, and long service equipment such as vehicles, radios, computers, SCBAs, and turnout gear. • Assessing and identifying the service life of these assets. • Identify the service life of portions of facility systems such as heating, air conditioning, and concrete.
• Estimation of replacement costs when the asset reaches end-of-life, adjusted for expected inflation.
• Operational and maintenance cost estimates for each resource by year.
The long-term area of the CIP will forecast far enough into the future to address the service cycle of the longest-lived asset, typically a fixed facility.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 36 CAPITAL FACILITIES & EQUIPMENT
Trained personnel, apparatus and vehicles, firefighting and emergency medical equipment, and fire stations are the essential capital resources necessary for a fire department to carry out its mission. No matter how competent or numerous the firefighters are, SMFD cannot perform its responsibilities effectively without appropriate capital equipment for operations personnel. The essential capital assets for emergency operations are facilities, apparatus, and other emergency response vehicles. This section of the report assessed SMFD’s fire station, vehicles, and apparatus.
Fire Station Features
Fire stations play a crucial role in delivering emergency services. A station’s location significantly impacts response times, which can mean the difference between confining a fire to a single room or losing the structure, and between survival and death from sudden cardiac arrest. Fire stations must also be designed to adequately house equipment and apparatus and meet the needs of the organization and its personnel.
To ensure a fire station is sufficient in size and function, its activities should be closely examined. These functions may include:
• Kitchen facilities, appliances, and storage
• Residential living space and sleeping quarters for on-duty personnel (accommodating all genders)
• Bathrooms and showers (accommodating all genders)
• Training, classroom, and library areas
• Firefighter fitness area
• Housing and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Public meeting space
In gathering information from the SMFD, AP Triton asked the department to rate its fire station’s condition using the criteria in the following figure. The results are presented in subsequent figures.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 37 Figure 16: Criteria Utilized to Determine Fire Station Condition Excellent
Like new condition. No visible structural defects. The facility is clean and well-maintained. The interior layout is conducive to function with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building’s purposes. Age is typically less than ten years.
Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear on the building interior.
The roof and apparatus apron are in good working order, absent any significant full-thickness cracks, crumbling of the apron surface, or visible roof patches or leaks. The building design and construction match the building’s purposes. Age is typically less than 20 years.
Fair
The building appears structurally sound, with a weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear but flows effectively to the apparatus bay or offices. Mechanical systems are in working order. Building design and construction may not match the building’s purposes well. It is showing increasing age-related maintenance but with no critical defects. Age is typically 30 years or more.
Poor
The building appears cosmetically weathered and worn with potential structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling concrete on the apron may exist. The roof has evidence of leaking and has been repaired numerous times. The interior is poorly maintained or showing signs of advanced deterioration with moderate to significant non-structural defects.
Problematic age-related maintenance and major defects are evident. It may not be well-suited to its intended purpose. The age is typically greater than 40 years.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 38 Fire Stations
The following figures illustrate the various features of the Sierra Madre fire station.
Figure 17: SMFD Station 41
Address/Physical Location: 242 Sierra Madre Blvd. Sierra Madre, CA 91024 General Description:
The fire station was converted from being used by
volunteer firefighters at their monthly training
meetings into a station required to accommodate
five fire personnel daily. The station is a joint-use
facility with the Sierra Madre Police Department
that does not meet industry best practices for a
fully staffed fire station with multiple genders.
Significant areas of the station require upgrades
and maintenance.
Structure
Date of Original Construction 1977
General Condition Poor
Seismic Protection N/A
Auxiliary Power Yes
ADA-Compliant No
Number of Apparatus Bays Drive-Throughs 0 Back-Ins 2 Total Bays: 2 Total Square Footage 3,500
Facilities Available
Sleeping Quarters Bedrooms 3 Beds 7 Dorm Beds 6
Maximum Staffing Capability 7 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities 3
Gender Segregation (Y/N) Bathrooms N Showers N Bedrooms N Exercise/Workout Facilities Good
Kitchen Facilities Poor
Individual Lockers Assigned 3
Training/Meeting Rooms N/A
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decontamination/Bio. Disposal No
Security System No
Apparatus Exhaust System Yes
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 39 The fire station was evaluated using a checklist based on the National Fire Protection Association's Standard on Fire Department Occupational Safety, Health, and Wellness Program. A walkthrough inspection of the facility was conducted during AP Triton's onsite visit in late June 2024.
The SMFD fire station is outdated and no longer meets modern fire service requirements. As firefighting technology, equipment, and safety systems have evolved to address new challenges, older buildings such as the SMFD station lack the necessary space and infrastructure to support these advancements. There is limited separation between the administrative offices and the crew quarters for operations staff. Fire apparatus must be stored outside because of the lack of space in the apparatus bay, which will dramatically reduce the life span of these vehicles.
One critical issue is the need for proper decontamination facilities for personnel and equipment after fire responses. Every firefighter must have immediate access to decontamination showers that allow for gender separation, and there must be enough space to thoroughly clean gear and equipment while preventing contamination in living and working areas. The current SMFD station fails to meet these essential requirements.
Routine maintenance is crucial for any structure, but fire stations require even more attention due to continuous occupancy by at least three adults and the frequent movement of heavy apparatus. Although a maintenance program is in place, and updates were observed during the visit, there is evidence of ongoing deferred maintenance that is becoming increasingly urgent.
Despite these challenges, the station was clean and well-maintained. During the tour, the fire personnel AP Triton met, demonstrated a strong sense of ownership and pride in their facility, performing much of the maintenance themselves. An example of their dedication is the recent painting of the apparatus bay. However, concerns about the age of the facilities and the need for ongoing maintenance were evident.
Built in 1977, SMFD Fire Station 41 is significantly undersized for modern needs. Although SMFD makes effective use of the limited space, improvements are necessary. There are obvious signs of water damage from roof and skylight leaks, with visible damage where holes were made to allow air movement for drying, which have yet to be repaired.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 40 The station lacks individual bedrooms, and the single bedroom for the shift captain does not meet current building codes, requiring two exit points. The two bathrooms, each with a single shower and employee lockers, are inadequate and require female firefighters to use police department facilities. Administrative personnel and visitors must cross through the crew quarters to access the bathroom facilities, highlighting the station's unsuitability for mixed-gender crews.
Storage space is also insufficient for all the required medical and firefighting equipment, requiring the department to use closets and external storage units. Additionally, the station lacks adequate office space to accommodate both administrative and operational divisions. The department could benefit from relocating administrative staff to another location until a complete remodel can occur. However, there are currently no funds set aside or timeline for upgrading or rebuilding the fire station.
In summary, while its dedicated staff maintains the SMFD fire station well, the facility is outdated. Significant upgrades are needed to meet modern firefighting demands and ensure the personnel's safety and efficiency.
Facility Replacement
The city does not appear to have a long-range facility replacement or repair plan, which is a cause for concern. However, the City does have an idea of a plan to move the police department into the temporary site currently occupied by the library and then remodel the entire building into a modern-day fire station. However, the City lacks both a timeframe and funds to accomplish either of these buildouts.
It was not apparent if a maintenance schedule or capital improvement plan is in place with the City. However, the importance of such a plan cannot be overstated. Regular maintenance and scheduled replacement of specialized equipment are essential to keeping the station in good repair. Plans for updating and repairing systems such as heating and air conditioning (HVAC), generators, roofs, driveways, parking areas, security gates, painting, carpet replacement, and small appliances can keep costs down and buildings in service longer. In addition, establishing a facility replacement and maintenance plan will enable the City to plan for ongoing service from each station more efficiently. The following figures are examples of building deficiencies noted during the site visit.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 41 Figure 18: Example of SMFD Fire Station Damage
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 42 Apparatus & Vehicles
Fire apparatus, ambulances, and other emergency response vehicles must be sufficiently reliable to transport firefighters and equipment rapidly and safely to an incident scene. In addition, vehicles must be adequately equipped and function appropriately to ensure that the delivery of emergency services is not compromised.
As a part of this study, AP Triton requested that SMFD provide a complete inventory of its fleet (suppression apparatus, command and support vehicles, specialty units, etc.). For each vehicle listed, SMFD was asked to rate its condition utilizing the criteria described in the following figure, which will be shown in the apparatus inventory figures.
Figure 19: Criteria Used to Determine Apparatus & Vehicle Condition Components Points Assignment Criteria
Age: One point for every year of chronological age, based on the date the unit was initially placed into service.
Miles/Hours: One point for every 10,000 miles or 1,000 hours Service:
1, 3, or 5 points are assigned based on the service type received (e.g., a pumper would be given a five since it is classified as severe duty).
Condition:
This category considers body condition, rust, interior
condition, accident history, anticipated repairs, etc. The better the condition, the lower the points assigned.
Reliability:
Points are assigned as 1, 3, or 5, depending on the
frequency with which a vehicle is in for repair (e.g., a 5 would be assigned to a vehicle in the shop two or more
times per month on average, while a 1 would be assigned if in the shop on average once every 3 months or less).
Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement) SMFD maintains a water tender, a frontline Type 1 structural engine, and cross-staffs a Type 6 engine owned by the California Office of Emergency Services. SMFD also maintains two relatively new Type I ambulances, keeping one in reserve. The following figure shows SMFD’s frontline inventory.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 43 Figure 20: SMFD Frontline Apparatus & Ambulance Inventory (2024) Unit Type Manufacturer Year Condition Features
Engine 41 Type 1 Pierce 2021 Excellent 1500 gpm/500 gal.
Engine 741 Type 1 KME 2020 Fair 1500 gpm/500 gal.
RA 41 Type 1 Road Rescue 2019 Excellent ALS-equipped
RA 741 Type 1 Frasier 2015 Excellent ALS-equipped
WT 41 Type I International 2010 Good 750 gpm/3,000 gal.
OES 1615 Type 6 HME 2020 Excellent 500 gpm/300 gals.
In addition to the vehicles listed in the preceding figure, SMFD maintains a Type 1 engine in reserve. The following figure lists SMFD’s frontline command, utility, and staff vehicles.
Figure 21: SMFD Frontline Command & Other Vehicles
Unit Type Manufacturer Year Condition
Chief 4 Command Chevrolet S1500 2222 Excellent
Inv. 4 Utility Chevy Tahoe 20009 Fair
Apparatus Maintenance & Replacement Planning
No piece of mechanical equipment or vehicle can last indefinitely. As apparatus and vehicles age, repairs become more frequent and complex. Parts may become more difficult to obtain, and downtime for repair and maintenance increases. Since fire protection, EMS, and other emergencies are critical to a community, downtime is one of the most frequently identified reasons for apparatus replacement.
Most communities develop replacement plans because of the expense of fire apparatus and ambulances. To facilitate such planning, fire departments often establish a life cycle for apparatus that results in an anticipated replacement date for each vehicle. However, it may be more practical to establish a life cycle for planning purposes, such as the development of replacement funding for various types of apparatus. The department could also consider a different method (such as a maintenance and performance review) to determine the replacement date, allowing for greater cost-effectiveness when possible.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 44 Economic Theory of Apparatus Replacement
Some fire departments apply the economic theory of vehicle replacement as a conceptual model. According to this theory, as a vehicle ages, capital costs diminish, and operating costs increase. The combination of these two costs produces a total cost curve.
The model suggests that the optimal time to replace an apparatus is when operating costs begin to exceed capital costs. This optimal time may not be a fixed point but a time range.
Shortening the replacement cycle to align with this window allows for an apparatus to be replaced at optimal savings to the fire department. However, if an agency does not routinely replace equipment promptly, the overall reduction in replacement spending can quickly increase maintenance and repair expenditures. Fire officials who assume that deferring replacement purchases is a viable tactic for balancing the budget must consider two possible outcomes:
• Costs are transferred from the capital budget to the operating budget. • Overall fleet costs may increase.
The following figure illustrates the Economic Theory of Vehicle Replacement.
Despite its net effect on current apparatus and vehicle costs, deferring replacement purchases increases future replacement spending needs. Deferral may also impact operational capabilities, including the safe and efficient use of apparatus.
Figure 22: Economic Theory of Vehicle Replacement
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 45 Future Apparatus Serviceability
An essential consideration for fire departments is the cost of replacing major equipment in the future. Apparatus service life can be predicted based on vehicle type, call volume, age, and maintenance considerations.
NFPA 1901: Standard for Automotive Fire Apparatus recommends placing fire apparatus 15 years or older into reserve status and replacing apparatus 20 to 25 years or older. This general guideline recommends using the following objective criteria in evaluating fire apparatus lifespan:
• Vehicle road mileage.
• Engine operating hours.
• The quality of the preventative maintenance program.
• The quality of the driver training program.
• Was the fire apparatus used within its design parameters? • Whether the fire apparatus was manufactured on a custom or commercial chassis. • The quality of artistry by the original manufacturer. • The quality of the components used in the manufacturing process. • The availability of replacement parts.
Note that age is not the only factor for evaluating serviceability and replacement. Vehicle mileage and pump hours on engines must also be considered. For example, a two-yearold engine with 250,000 miles may need replacement sooner than a 10-year-old engine with 2,500 miles.
AP Triton uses a calculation tool to determine the replacement cost of apparatus. Based on the original costs of the vehicles, the following figure applies to a 15-year life expectancy for each engine, 20 years for the quint or water tender, and 10 years for the ambulances.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 46 Figure 23: SMFD Estimated Costs & Year to Replace Frontline Apparatus (2024) Apparatus Replacement
Cost1
Current Cash
Requirements
Annual Cash
Requirements
Replacement
Year2
Engine 41 $1,563,536 $208,472 $1,355,0643 2036
Engine 741 $811,316 $757,228 $54,088 2025
WT 41 $716,676 $501,674 $215,002 2030
RA 41 $310,272 $155,136 $155,136 2029
RA 741 $262,129 $235,916 $26,213 2025
Totals: $3,663,929 $1,858,426 $14,001,082
1 An estimate using a 5% inflation rate.
2 Based on typical estimated life expectancy.
3 Possibly earlier due to mechanical issues.
Note that the dollar amounts in the preceding figure are intended as estimates for discussion purposes only. The exact costs to replace vehicles and apparatus will vary based on their type and configuration.
Capital Medical Equipment Inventory
SMFD maintains three ZOLL® X Series Monitor/Defibrillators on its frontline apparatus and ambulances. The department maintains two Stryker Power-PRO XT powered ambulance cots and two Stryker Stair Chairs for use on its ambulances.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 47 EMERGENCY MEDICAL SERVICES & TRANSPORT
SMFD is an all-hazard fire and rescue agency providing services to the City and, through aid agreements, the surrounding communities. EMS calls comprise approximately 73% of the department's responses. SMFD operates one fire station staffed by a combination of Firefighter/EMT and Firefighter/Paramedics, providing both BLS and ALS services to the community. The department provides mostly state-licensed and locally accredited Paramedics, with daily staffing that includes one ALS-equipped engine and one ALSequipped rescue ambulance. In total, SMFD employs 12 licensed paramedics and three certified EMTs. SMFD also provides ground emergency medical transport, with automatic aid ground emergency medical transport provided by Area C agencies, utilizing closest available resource.
Air ambulance service is provided by the Los Angeles County Fire Department and Los Angeles County Sheriff’s. Patients are primarily taken to one of the following hospitals: USC Arcadia, Huntington Memorial (Level II Trauma Center), Los Angeles General Medical Center (Level I Trauma Center), and San Gabriel Valley Medical Center.
The following figure shows the breakdown of EMS calls versus those in the “Other” category (e.g., fires, good intent, investigations, etc.). EMS calls account for 73% of the call volume, and other call types account for 27%.
Figure 24: EMS & Other Call Percentages (2019–2023)
73%
27%
EMS
Others
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 48 The following figure shows a granular breakdown of EMS calls in Sierra Madre. Traumatic Injury calls are the number one call type, with General Weakness being the second most common. These two call types account for 36% of EMS calls where emergency response crews are dispatched.
Figure 25: Breakdown of Call Types in Sierra Madre (2019–2023) 1%
1%
1%
1%
1%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
3%
3%
3%
4%
4%
5%
5%
7%
7%
10%
26%
Cold/Flu Symptoms
Overdose/Poisoning/Ingestion
Chest Pain - Non Cardiac
Siezure- Postictal
Hypoglycemia
Hypertension
Hypotension
Cardiac Dysrhythmia
Sepsis
Alocohol Intoxication
Respiratory Distress/Bronchospasm
Nausea/Vomiting
Extremity Pain/ Sweling- Non=traumatic
DOA- Obvious Death
Dizziness/Vertigo
Chest Pain Suspected Cardiac
Stroke/CVA/TIA
Body Pain Non-truamatic
Respiratory Distress- Other
Behavioral/ Psychiatric Crisis
No Medical Complaint
v u N …
Snycope/ Near Syncope
Abdominal Pain/Problems
Weakness-General
Traumatic Injury
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 49 SMFD offers the community a paramedic subscription program, which equated to $36,988 (5% of their budget) in cost recovery during CY2023. The addition of the part-time EMS Coordinator was a significant accomplishment in 2023, relative to EMS.
SMFD has provided EMS ground emergency ambulance transportation services since before June 1, 1980, and retains its Health and Safety Code—HSC § 1797.201 rights. HSC § 1797.201 is a crucial element of California’s legislative framework, ensuring that pre-hospital EMS are maintained at a consistent level. This code mandates that counties enter into a written agreements with cities or fire districts that provided EMS as of June 1, 1980, thereby safeguarding the continuation of these vital services. It also allows the administration of EMS to remain with the cities and fire districts currently providing them unless a public hearing determines a necessary reduction. This provision underscores the importance of collaboration and continuity in delivering EMS to communities.
Logistical Support Services
Logistics is the process of planning, implementing, and controlling the movement of goods, products, or services from the point of origin to the end of consumption to meet the customer’s needs and requirements. It involves coordinating all aspects of transportation, warehousing, and inventory management, and aims to minimize costs while maximizing supply chain efficiency.
Whether fire departments are dealing with an emergency incident or day-to-day operations, logistics is critical to the success of the organization. One individual or team managing logistics aids in successful operations by providing support and services. Specific to EMS, logistical support and services are often responsible for ensuring that the field personnel have the proper tools and equipment to do their job, including repair, maintenance, and equipment replacement.
The SMFD EMS section is overseen by a part-time EMS Coordinator assigned to administration. The coordinator role includes various responsibilities, such as attending and participating in meetings, conferences, workshops, and training sessions; managing EMS supply orders and inventory management; procuring emergency medical equipment (e.g., medications, EMS consumables, medical delivery devices, cardiac monitors, and other items specific to EMS treatment); and ensuring that the organization and its members comply with national, state and local regulations and statutes. The EMS Coordinator also collaborates with allied agencies to ensure standardized operations.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 50 Compared to other agencies in California, where EMS constitutes 73% of SMFD's call volume, most agencies are overseen by a full-time employee.
A contract medical director and nurse practitioner supports the EMS Coordinator in education and quality improvement and quality assurance (QI/QA).
Medical Control & Oversight
The California Code of Regulations, Title 22, Division 9, Chapter 4, Section 100170 requires that a fire department be provided medical control and oversight.
SMFD coordinates local EMS system oversight and regulation through the department’s medical director. Medications and controlled substances are ordered and tracked under the medical director's medical license. The medical director also provides QI/QA and by specialized training. Los Angeles County EMS Agency (LEMSA) provides regional management and regulation, and the California Emergency Medical Services Agency (EMSA) provides state oversight and regulation.
USC Arcadia, Huntington Memorial, and Los Angeles General Medical Center are the base station hospitals providing online medical control for the paramedics per county protocol and as needed. Huntington Memorial is a Level II Trauma Center, and Los Angeles General Medical Center is a Level I Trauma Center, providing 24-hour emergency care for all illnesses and injuries.
In compliance with California Health and Safety Code, Section §1797.109, SMFD EMTs recertify through the LEMSA. This process involves completing the required continuing medical education (CME) hours and collaborating with LEMSA for bi-annual recertification.
An alternative strategy is for the department to become a certifying entity, allowing all EMT recertifications to be conducted in-house. While the initial work to become a certifying entity can be challenging, once established, it is easily maintained and provides greater oversight and control within the local system, thereby reducing the time it takes to recertify EMTs. Either recertification method is valid depending on agency preference.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 51 System Integrity Regarding Required Credentialing
As a minimum job requirement, SMFD requires candidates to possess a current, valid California Driver’s License, a high school diploma, and EMT and CPR certifications.
Regardless of rank, all operational personnel possess at least an EMT license issued by the California State Emergency Medical Services Authority (EMSA). SMFD employs six firefighters/paramedics, with one probationary firefighter EMT attending paramedic school.
As a result, SMFD staff paramedics are on their apparatus daily, providing ALS service.
Within the two-year licensure cycle, EMTs must earn at least 24 hours of CME specific to their skill set and established scope of practice, including each county’s expanded scope.
SMFD facilitates this requirement by offering in-house training scheduled, facilitated, or delivered by subject matter experts within the organization. Additionally, SMFD personnel utilize APS, an online learning management system (LMS), and benefit from a strong partnership with UCLA Center for Pre-hospital Care (CPC), allowing them to attend many CME opportunities throughout the year.
State regulations require paramedics to earn 48 hours of CME during their two-year licensure cycle, achieved parallel to the EMT’s CME hours. Training includes all on-duty personnel and is a value-added service for EMT members, as the subject matter is often taught at the ALS level. This approach raises the level and competency of BLS medical care throughout the organization.
SMFD manages and tracks its required training hours using APS. APS is a robust LMS that allows an agency to set up systems to track and manage mandatory training hours.
Paramedic licensure is completed through the California EMSA. The EMS Coordinator or training officer manages the tracking of required hours and training for EMTs and Paramedics through APS.
Many non-required advanced-level training opportunities exist for EMTs and paramedics, such as Pre-hospital Trauma Life Support, Advanced Cardiac Life Support, and Pediatric Advanced Life Support), which are not required as a condition of employment but enhance the emergency medical services available to the community.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 52 First Responder ALS System
The SMFD operates an ALS system integral to its mission of protecting life, property, and the environment. This system is staffed by highly trained paramedics who provide critical care in emergency situations. The ALS service uses life-saving procedures such as cardiac monitoring, intubation, intravenous therapy, and medication administration, to ensure patients receive the best possible pre-hospital care. The department’s commitment to excellence is reflected in its core values of honor, integrity, respect, and compassion, guiding its operations and interactions with its community. The ALS system is one part of a broader EMS plan encompassing training, communications, and coordination with other agencies to provide a cohesive and effective response to emergencies.
The SMFD offers ALS services within its community and can also support neighboring agencies in the 126-square-mile Area C Unified Response area, including Arcadia, Pasadena, Monrovia, San Gabriel, and San Marino. Additionally, SMFD provides ALS ground emergency medical transport using its own ambulance. Since June 1, 1980, SMFD has transported patients in city-owned and operated ambulances, maintaining the city’s right to provide EMS under the California Health and Safety Code—HSC § 1797.201.
SMFD has automatic aid agreements with the fire departments identified in Area C for the closest available ambulance to respond for ground emergency medical transportation.
These agreements aim to provide like-for-like services, such as exchanging paramedic ambulances or rescue services. Additionally, automatic aid agreements and discussions focus on reducing or avoiding disparities in service. Key personnel from the involved departments meet periodically to discuss disparities, which provides data to adjust delivery models to cover any identified gaps in the data.
Medical Priority Dispatch System
The primary Public Safety Answering Point (PSAP) is a call center where emergency (911) and non-emergency calls are routed. Sierra Madre Police Department (SMPD) is the PSAP for SMFD. Once a call is determined to be fire or EMS related, SMPD (PSAP) transfers the call to Verdugo Fire Communications Center (VFCC). VFCC handles all calls for emergency and non-emergency service for SMFD. Additionally, VFCC dispatchers are trained and certified in emergency medical dispatching (EMD) by the International Academies of Emergency Dispatch.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 53 EMD and the Medical Priority Dispatch System (MPDS) play crucial roles in patient prehospital care, involving the coordination of resources and appropriately allocating EMS during an emergency. EMD is the initial point of contact between patients requiring emergency medical assistance and the EMS system. In addition, the system allows dispatch personnel to provide pre-arrival directions to the caller and bystanders during incidents.
VFCC uses ProQA software for the EMD process while receiving emergency calls, assessing the nature and severity, and dispatching the appropriate resources to the scene. Prearrival instructions are provided to the caller to begin treating the patient while emergency units are en route. The speed and accuracy of EMD can significantly impact the outcome of a medical emergency, making it a critical component of the EMS system.
MPDS takes call assessment to the next level by thoroughly evaluating the caller’s complaint and disposition. Once sufficient information is quickly gathered, the appropriate resources are dispatched. MPDS uses determinant codes, as outlined in the following figure.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 54 Figure 26: Response Determinant Levels
VFCC does not currently use MPDS services. As a result, dispatchers do not determine the type of response, nor do they differentiate between response level, capability, clinically indicated response resource, priorities, or rationale.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 55 LIFE SAFETY SERVICES & PUBLIC EDUCATION
SMFD does not have a robust life safety community risk reduction program primarily due to a lack of dedicated staffing. Fire prevention, defensible space inspections, and life safety code enforcement are crucial for ensuring community safety. Providing fire and life safety education to the public to reduce emergencies and train community members to respond appropriately during crises is fundamental to a comprehensive fire and life safety program.
This approach aligns with a fire department's core mission and demonstrates fiscal responsibility by preventing fires and minimizing human suffering. Currently, these functions are being completed by contract or by 56-hour fire suppression personnel.
A fire department must recognize the importance of fire prevention and public education.
Understanding their role in community planning is essential, especially in areas with diverse zoning, such as wildland-urban interfaces (WUIs) and residential and commercial properties. The effectiveness of a life safety program relies on a comprehensive review and understanding of these aspects.
The following figure outlines the fundamental components of an effective life safety program, along with the necessary elements needed to address and enhance its effectiveness.
Figure 27: Life Safety Program Components
Program
Components Elements Needed
Fire Code
Enforcement
• Proposed construction and plans review
• New construction inspections
• Existing structure/occupancy inspections
• Fire protection systems design review and inspection
• Defensible space inspections
Public Education
• Public Education
• Specialized education
• Juvenile fire-setter intervention
• Prevention of information dissemination
Fire Cause
Investigation
• Fire cause and origin determination
• Fire death investigation
• Arson investigation and prosecution
This structured approach ensures that the fire department is well-equipped to address the diverse challenges posed with different property types and zoning, thereby contributing to the overall safety and well-being of the community.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 56 Fire & Life Safety Code Enforcement
Fire prevention is the most efficient strategy in fire management. A robust community risk reduction program, tailored to locally identified risks and by pertinent codes and ordinances, is a proactive measure to curtail property loss, save lives, and mitigate the potentially devastating impact on a community's economy.
This strategic approach minimizes fires and fosters a resilient and secure community environment by addressing potential risks and adhering to established safety measures and guidelines. The following figure lists the various code enforcement activities SMFD provides.
Figure 28: SMFD Code Enforcement Activities
Code Enforcement Activity SMFD
Consulted on new construction Yes
Fees for inspections or reviews Yes
Hydrant flow records are maintained Yes
Key-box entry program Yes
Perform occupancy inspections Yes
Perform plan reviews Yes
Sign-off on new construction Yes
Special risk inspections Yes
Storage tank inspections No
Company Inspections (pre-plan) Yes
The City has officially adopted the 2022 California Fire Code and incorporated fire sprinkler amendments. SMFD has contracted with an external vendor, Wildan, to manage new construction plan reviews and new construction inspections. The department has one 56- hour shift employee responsible for overseeing the annual fire inspection program. This individual is trained to the California State Fire Training certification track as a Fire Inspector II.
Inspections of commercial buildings and properties enable SMFD to educate the public and business owners about fire safety and the importance of complying with the fire code.
Fire and life safety inspections incorporate three of the Five E’s: education, engineering, and enforcement. Each of these methods plays a role in reducing risks through mitigation or prevention.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 57 The department has completed 147 state-mandated annual inspections. These inspections are primarily for multi-family residential with more than four units, churches, and schools.
They were completed by on-duty suppression personnel assigned to the fire engine or rescue ambulance. The department did not inspect other business occupancies due to limited staff.
Although California has no requirements to inspect all occupancies, the following figure provides examples of occupancy types based on the International Building Code (IBC) and the associated risks for determining when commercial occupancies should be inspected.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 58 Figure 29: Occupancy Classifications
Risk IBC Group Examples
High
A-1, A-2
Nightclubs, restaurants, theater, airport/cruise ship
terminals.
A-3, A-4, A-5 Arenas, museums, religious.
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II).
B
All government & public buildings, other office
buildings over two stories.
E Schools, daycare centers.
I-1, I-2, I-3, I-4 Hospitals, assisted living centers, correctional.
M Strip malls, closed-air shopping malls, big box stores.
R-1, R-3
Hotels, motels, dormitories, apartments, board &
care facilities.
Special Risk Railroads, interstate highways, airports.
(Target hazard) Any building with life safety risk beyond the reach of preconnected hose lines > 200 feet.
Moderate
B
Outpatient clinics, general business, offices < 3
stories.
F-1
Fabrication or manufacturing of combustible
materials.
M Mercantile, free-standing.
I-2, R-4 Foster group homes, assisted living homes.
S-1
Storage of combustible materials, car repair
facilities, hangars.
Low
F-2 Fabrication or manufacturing of non-combustibles.
R-1, R-2 1- and 2-family dwellings, foster homes.
S-2 Storage of combustible materials.
U Barns, silos, and other unclassified buildings.
Most fire departments inspect publicly assessable occupancies annually or biannually. This allows department personnel to preplan for emergencies, confirm compliance with the fire code, and ensure the business has proper permits or licenses. NFPA 1730: Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education, provides guidelines for minimum inspection frequency, as shown in the following figure.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 59 Figure 30: NFPA Minimum Inspection Frequency
Occupancy Risk Classification Frequency
High Annually
Moderate Biennially
Low Triennially
Critical Infrastructure Per AHJ*
*Authority Having Jurisdiction
SMFD does not have a preplan process for new or existing structures. Preplans are crucial, as they provide responding firefighters with vital information, including exits, utilities, special hazards, and building construction details. Preplans are especially important when responding units from outside agencies are involved, as these agencies do not have an opportunity to familiarize themselves with these structures during fire prevention activities.
Unfortunately, they usually only see the inside of these structures under the stress of an emergency situation.
In 2023, the fire department completed 1,528 defensible space inspections as required by California AB38. These inspections focus on properties in the WUI, where the majority of the City is considered a very high hazard area. The fire chief and the shift fire prevention program manager oversee and manage this program. However, there is limited follow-up to confirm compliance and mitigate hazards on private property.
Fire & Life Safety Public Education Programs
A fire department's critical function is to prevent or mitigate unintentional injuries or fires.
Educational programs within the life-safety program provide an excellent opportunity to reduce fires and injuries in the community.
A fire and life safety program to reduce risks requires a coordinated approach. It should include other partner organizations in the community that may provide the same or similar services. These partnerships allow SMFD to become a community partner and build relationships to reduce risks. Additionally, developing fire and life safety programs requires a continual review of incident data to determine the types and frequency of responses.
The following figure describes the various public education programs that fire agencies currently deliver.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 60 Figure 31: Public Education Programs
Public Education Programs SMFD
Annual fire prevention report distributed No
Carbon monoxide alarm installations No
CPR courses Yes
Curriculum used in schools No
EDITH (exit drills in the home) No
Eldercare and safety No
Community Emergency Response Training (CERT) No
Fire extinguisher use Yes
Injury prevention No
Juvenile fire-setter program offered No
Publications available to the public Yes
Smoke alarm installations Yes
Wildland interface education is offered Yes
SMFD has limited public education programs and needs more coverage for critical topics such as smoke alarm installation, wildland fire protection and prevention, fire extinguisher training, and CPR courses. While there is no formal curriculum, fire crews actively participate in school programs and conduct fire station tours. The department also participates in several community events and seeks opportunities to interact with larger community groups. However, without dedicated personnel primarily responsible for community risk reduction, opportunities to expand public education offerings are limited.
Fire Investigations
Fire causes may include intentional, unintentional, equipment failure, an act of nature, incidents under investigation, or undetermined causes. NFIRS requires documentation of the types of ignitions for all fires and is necessary for fire investigations.
Determining the origin and cause of fire allows SMFD to develop prevention programs aimed at reducing future incidents. Programs should be data-driven, analyzing the cause of the fire and identifying trends of potential problems within the community. Collecting data such as name, age, and gender may help identify a specific person or group, such as juvenile fire-setters, to target with prevention programs.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 61 Engine company officers are responsible for determining fire origin and cause, except in cases of injury, death, or significant fire loss. These officers receive minimal fire investigation training as outlined in the California State Fire Training Company Officer Certification track.
While SMFD has a limited number of certified fire investigators, there is not one assigned to each shift or available 24 hours a day. SMFD is part of the Verdugo Fire Investigation Task Force and collaborates with the Sierra Madre Police Department on suspicious or criminal fire investigations.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 62 COMMUNICATIONS & DISPATCH
VFCC handles fire and EMS calls for many cities. Originally founded by the cities of Glendale, Burbank, and Pasadena, VFCC has been known since its inception as a local emergency communications hub. It has contracted with many cities within Area C and has evolved into a regional dispatch center.
Services to Other Agencies
VFCC has established agreements to provide dispatch services for the following fire agencies:
• South Pasadena
• San Marino
• Monrovia
• Arcadia
• Sierra Madre
• San Gabriel
• Monterey Park
• Alhambra
• Montebello
• Hollywood Burbank Airport Authority
Governance, Administration, & Accountability
VFCC operates under the jurisdiction of the County of Los Angeles. The management hierarchy is structured so that the Verdugo Manager reports to the Verdugo Battalion Chief, who in turn reports to an Executive Committee of the Burbank, Glendale, and Pasadena Fire Department Chiefs. The Verdugo Battalion Chief also collaborates with the Operations Committee (Deputy Chiefs of Operations) and the Verdugo Task Force.
Dispatch operations are included in the VFCC budget. The following figure illustrates the VFCC organizational chart.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 63 Figure 32: VFCC Organizational Chart
The Verdugo Manager, with assistance from the Verdugo Battalion Chief, formulates the budget. The budget is an enterprise fund, with capital provided by the owner agencies and the remainder from contract agencies. Budget approval follows a chain of command within VFCC, ultimately requiring approval from the fire chiefs. All Capital Improvement projects are strategically planned one or more years in advance.
Staffing
VFCC has been authorized for the following staffing positions:
• 1 Verdugo Manager
• 1 Verdugo Battalion Chief
• 1 IT Project Manager
• 1 Public Safety Business Coordinator
• 4 Fire Communications Shift Supervisors
• 13 combined Call-Taker/Dispatchers
• 1 GIS Specialist
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 64 In summary, VFCC has fifteen authorized dispatcher positions, with twelve currently filled, leaving three vacancies. There are also four authorized supervisor positions, all of which are filled.
Work Schedule and Minimum Staffing Policy
Call-takers/Dispatchers at VFCC work 12-hour shifts, totaling a 48-hour workweek on a fouron-four off schedule. The policy for minimum daily staffing is set at four staff members (one supervisor and three dispatchers) between 0630 and 1830 and three staff members between 1830 and 0630. On average, each employee works about 42 hours of overtime per month. The Glendale City Employees Association represents the staff, including dispatchers and supervisors. In contrast, managers are represented by the Glendale Management Association.
Training
VFCC conducts all training in-house, in alignment with National Emergency Number Association (NENA) standards and industry best practices.
NENA standards are a comprehensive set of guidelines developed to ensure efficient and uniform emergency call processing across various jurisdictions. These standards are designed to assist Public Safety Answering Points in handling 911 calls effectively, providing a foundation for creating Standard Operating Procedures (SOPs).
By adopting these standards, the department aims to standardize call handling methods, promoting consistency and reliability in emergency services. NENA’s standards are developed by technical committees, and once approved by the NENA Executive Board, become recommended practices that benefit telecommunication companies, vendors, and users by fostering widespread adoption. Additionally, NENA’s work includes advancing the Next Generation 9-1-1 (NG9-1-1) infrastructure, which is designed to enhance the speed, intelligence, and resilience of emergency response systems.
Operational Policies
The operational policies, including SOGs and SOPs, for VFCC, are comprehensive and focused on fire and EMS response. Because VFCC provides dispatch services to several agencies, policies are tailored to each agency’s specific deployment model and unique configuration. Additionally, each agency works to collaborate with one another to streamline administrative and operational policies and procedures.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 65 Facilities
The VFCC is in Glendale, chosen as the center of the founding cities of Glendale, Burbank, and Pasadena. VFCC is located on the third floor of Glendale Fire Station 21, which was built in 1994 and encompasses 5800 square feet. The dispatch floor is ADA-compliant and has been toured by visitors from around the world, including groups from Australia, China, England, Japan, and Russia.
Physical Security
Security measures include cameras and keypad-locked doors that separate the dispatch area from all public spaces. Dispatchers use secured parking with card access. Closedcircuit security cameras are installed throughout the building’s exterior, monitored by the dispatch team.
Power
Emergency power is supplied by a 1.5 MW diesel generator with a 2,820-gallon fuel tank, providing an estimated 85-hour runtime at a rate of about 33 gallons per hour. This generator undergoes monthly testing and an annual load test. The generator is strategically located away from public access areas. A 50KVA Uninterruptible Power System is installed, offering around 2,000–2,200 minutes of backup power.
Heating, Ventilation, & Air Conditioning (HVAC)
The VFCC facility has an HVAC system that serves the entire building, including a secondary system for the communications center and other areas. The HVAC system includes economizers that can shut off outside air and recirculate inside air, but this requires intervention by building maintenance personnel. The backup system exclusively recirculates indoor air and is inaccessible from public areas.
Workstations
VFCC features nine ergonomic workstations by Russ Bassett, which were installed in 2010.
Backup Dispatch Center
If needed, the Glendale Police Department provides emergency communications backup.
Technology
VFCC IT staff work on all systems to support the dispatch center.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 66 Computer-Aided Dispatch
The CAD system, provided by Central Square and running Peraton CommandPoint® CAD, was installed in 2020. CommandPoint® includes ViewPoint mapping, automatic vehicle routing and recommendations, AVL, 911 Web, CAD-to-CAD integration, and other capabilities. However, VFCC does not use CAD-to-CAD with any other dispatch center.
Interfaces
The VFCC Computer-Aided Dispatch (CAD) system does not interface with external systems. This lack of interoperability means that, except for the agencies within the scope of the VFCC shared system, the CAD systems of these dispatch centers cannot communicate with each other.
Modern CAD systems can generally share information with other CAD systems. Several products, such as CentralSquare’s Unify™ system, are available to enable dispatch centers to establish a virtual network connecting different CAD systems. These types of virtual networks facilitate more efficient operations by reducing the need for phone calls to request assistance or convey critical information.
Through more compatible systems, agencies can effectively share resources. This allows for deploying the nearest and most appropriate resources to incidents based on predetermined data-sharing parameters agreed upon by the participating agencies.
Additionally, bi-directional communication capabilities through mobile and handheld devices can ensure that all emergency responders have access to the most current and accurate information.
Mapping
VFCC uses ESRI tools to maintain data and updates GIS data in two ways: the data is updated weekly and loaded into the TEST environment, and once a month, the Live environment is updated from the TEST environment.
Fire Station Alerting
Fire station alerting is provided by a combination of WestNet and US Digital Designs. Each agency chooses which alerting system to use, and VFCC collaborates with each chosen vendor.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 67 Mobile Data Computers (MDC)
Tablet Command is an option for every agency receiving dispatch services from VFCC. The utilization capacity of Tablet Command is an agency preference. VFCC uses a Verizon Mobile Private Network (MPN) to maintain connectivity regardless of the CAD software system. VFCC has plans to move from the current MPN to variable carriers with Direct Internet Access.
Automatic Vehicle Location/Closest Unit
Through a coordinated effort, VFCC uses Peraton CommandPoint to access and manage its AVL system. AVL is a proven value-added service that sends the closest available unit to an emergency regardless of jurisdictional boundaries.
911
The VFCC 911 phone handling solution is Vesta from Motorola. VFCC has not selected an NG911 vendor at the time of this report.
Records Management System (RMS)
VFCC provides flat file access for each agency’s chosen RMS vendor containing the required information.
Radio
VFCC is a crucial hub for emergency response coordination and operates on a sophisticated network of radio frequencies to ensure seamless communication across various agencies. The center utilizes a trunked radio system, specifically the Interagency Communications Interoperability (ICI) system. This shared platform allows efficient and interoperable communication between different public safety entities within Los Angeles County. The system includes multiple tactical (TAC) channels designated for on-scene emergency communications during an incident, ensuring that units from different cities can communicate effectively during joint operations. The primary dispatch channel, Red-1, is the lifeline for initial emergency dispatches.
Additional channels such as Red-2 through Red-8 are used for varied purposes, including resource coordination, incident command, and inter-agency collaboration. Frequencies and talk groups are carefully managed to prevent interference and provide clear communication lines for fire and EMS services, which are critical for the safety of the responders and the community they serve. VFCC’s commitment to maintaining a robust and reliable communication network reflects its dedication to the highest public safety and emergency response standards.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 68 The ICI system is a crucial network that facilitates seamless communication among over 120 public safety agencies in Southern California. Established in 2003, ICI is a Joint Powers Authority agency, meaning it is collectively owned and operated by the member entities it serves. The system is designed to support first responders by providing a reliable Land Mobile Radio Network for mission-critical communications during emergencies. The network consists of over 28,000 radios and has been instrumental in protecting millions of residents by ensuring that police, fire, and other emergency services can communicate effectively across various jurisdictions.
ICI’s governance consists of a board comprising local government officials and public safety leaders who oversee the system’s operations and strategic direction. This collaborative approach has been vital to the system’s success, allowing for shared decision-making and resource allocation. The system’s interoperability is not limited to radio communications; it extends to integrating with adjoining radio systems like Los Angeles and Long Beach Cities, and those used by the Los Angeles Regional interoperable communications System, further enhancing communication capabilities across regional entities.
Homeland Security grants have significantly supported ICI funding, advancing the system’s technology and expanding its reach. These grants have enabled the system to evolve and meet the growing demands of public safety communications. The system’s technical committee ensures that the technology remains cutting-edge and reliable, while the operations committee focuses on the practical application of the system in real-world scenarios.
Training and exercises are a critical component of ICI, as they equip emergency responders with the skills to use the system effectively. These activities are designed to improve performance and ensure seamless collaboration among all agencies during an incident. The system’s success highlights the importance of planning, coordination, and cooperation among various agencies to achieve true interoperability in public safety communications. ICI stands as a model for other regions seeking to enhance their emergency communication systems and, ultimately, the safety of their communities.
Interoperability
The agencies predominantly use VHF mutual aid channels for mutual and automatic aid responses.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 69 SPECIAL OPERATIONS PROGRAMS
Over the years, the fire service has expanded its scope to include special operational responses, such as hazardous materials (HazMat) and technical rescue responses. These capabilities were integrated in response due to increasing needs, associated risks to responders, and limited similarities to fire incident mitigation. This section describes SMFD’s limited HazMat and technical rescue capabilities.
Hazardous Materials Response
Hazardous materials are common in most, if not all, communities across the United States.
Since the 1970s, it has become standard for fire departments and districts to respond to and mitigate hazardous materials events. However, each agency must align its level of service to the risk associated with its areas of responsibility, using sound fiscal and risk management policies. While no agency should ignore this risk, there are several approaches available for a response.
First, agencies may take a non-active role by training their first responders to be aware of the hazard and to contact the appropriate agencies to deal with the incident.
They may take a response and defense stance, whereby responders are moderately equipped and trained at the operational level to defend people and property without entering the hazardous zones.
Finally, some agencies may choose to equip and train their responders to enter the high hazard and dangerous zones directly, using specialized equipment and technician-level training.
Agencies also have the option to take any combination of these three approaches.
General Risk
Like most communities nationwide, SMFD communities have a low to moderate hazardous materials risk. They face small quantities of hazardous materials, generally in private dwellings and mercantile businesses, and more significant amounts, primarily through the road and highway system.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 70 Hazardous Materials Response
SMFD trains and equips its responders with defensive tactics in mind. All responders receive HazMat training and are certified at the HazMat first responder operations level. The apparatus's equipment includes limited absorbent materials and gas monitoring, but extended or specialized response requires outside assistance from the Cities of Burbank or Glendale, which staffs a Type 1 Hazardous Materials Team. Both Burbank HM12 and Glendale HM24 are available through automatic aid agreements.
The department’s training program meets the minimum qualifications for first responders, following national requirements and guidelines. The Sierra Madre Fire Department has fire suppression personnel trained to the following levels.
Figure 33: Hazardous Materials Response
Hazardous Materials Capabilities SMFD
Annual HazMat training hours 8 hours/year
Staff certified at the Awareness level Yes
Staff certified at the Technician/Specialist level 1
Staff certified as Hazmat Safety Officer 0
Staff certified as Hazmat Incident Commander 3
Partnership with regional agency/Auto-Aid Yes
Technical Rescue
Another area of specialized response is rescuing people from dangerous situations.
Traditionally, the fire service was responsible for rescuing individuals from fires. Over time, this role expanded to include removing victims from a variety of hazardous situations, some of which required specialized equipment and training. Collectively, this specialty became known as technical rescue.
General Risk
Like other suburban areas in California, SMFD's general risk is its roadways, wilderness, and post-earthquake situations. A significant risk involves patients requiring vehicle extrication after motor vehicle accidents. In the hillside areas, rescues may require a high or low-angle approach. Additionally, built-up areas are at risk of building collapse, confined spaces, or below-grade rescues, especially after an earthquake.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 71 High & Low Angle Rescue
Removing a victim from an elevated or below-grade situation may require a high or lowangle rescue approach. The high-angle rescue typically has the entire weight of the rescuer and/or victim suspended perpendicular to the ground. When rescuers use a lowangle rescue technique, the victim and responders are hoisted out of a situation with the assistance of ropes. In a low-angle rescue, weight bearing is accomplished by direct or indirect ground contact. SMFD personnel are trained at the operations level or incident support level for high- and low-angle rescues.
Collapse, Confined Space, Trench, & Below-Grade Rescue
Building collapses, extrication from limited mobility and potentially hazardous atmosphere, trench collapses, and rescues below grade require additional equipment and training.
Understanding the physics and balance of rubble or earth during the collapse of buildings or trenches requires special training. Collapse scenario hazards, equipment, and human limitations of confined and below-grade responses also require additional equipment.
SMFD personnel are minimally trained for building and trench collapse and confined space rescues.
The Office of the State Fire Marshal of California does not list technical rescue among the standardized and recognized certifications. This leaves the level of hazard and certification up to the responding agency. The NFPA Standard 1006: Technical Rescue Personnel Professional Qualifications does specify 20 rescue specialties. Each rescue specialty is broken into the awareness, operations, and technician levels.
The department’s training program follows national requirements and guidelines to meet the minimum qualifications for first responders. Due to the limited on-duty personnel, technical rescue will require outside assistance, even if the department has members trained at the appropriate level. The following figure illustrates the incidents that SMFD fire suppression personnel are trained and equipped to handle.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 72 Figure 34: Technical Rescue Response
Technical rescue Capabilities SMFD
Confined space rescue No
High and Low angle rescue Yes
Trench collapse rescue No
Structural collapse rescue No
Vehicle/machinery rescue Yes
Surface water and Swiftwater rescue No
Partnership with regional agency/Auto-Aid Yes
SMFD relies on assistance from the region's Urban Search and Rescue (USAR) teams for confined space, structural collapse, swift water, or wilderness rescue. The department can expect the following USAR units through auto-aid: the City of Arcadia USR106, the City of Alhambra USR71, and the City of Glendale USR21.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 73 TRAINING & CONTINUING MEDICAL EDUCATION
Training and Continuing Medical Education programs are fundamental to the success of the fire and rescue profession. Annually, approximately 100 firefighters suffer line-of-duty deaths (LODD). According to the US Fire Administration, there were 96 firefighter fatalities in 2022 and 141 in 2021. The causes of firefighter LODDs are varied and include sudden cardiac death, cancer, trauma, and a notable increase in suicides linked to the job’s demands. While some LODDs are unforeseeable, many could be mitigated through a comprehensive training and education program.
The National Institute for Occupational Safety and Health investigates each LODD and has identified five recurrent themes in these fatalities: a) improper risk assessment, b) lack of incident command, c) inadequate accountability, d) insufficient communications, and e) failure to adhere to standard operating procedures/guidelines.
An effective and organized training plan can address these themes, potentially reducing the incidence of predictable deaths in fireground operations. This underscores the critical importance of ongoing training and education in safeguarding firefighters’ lives.
General Training Competencies
General training competencies are crucial in reducing and ideally eliminating firefighter LODDs. Firefighters utilize diverse skill sets in the performance of their duties, and over the years, these competencies have expanded, introducing new professional skills to their repertoire each decade. For instance, paramedics were integrated into the field in the 1970s, wildland fire and hazardous materials response in the 1980s, urban search and rescue/technical rescue in the 1990s, weapons of mass destruction response in the 2000s, and responses to hostile events like active shooter incidents in the 2010s. The fire service has evolved into an all risk/all-hazard response profession.
The COVID-19 pandemic exemplifies this evolution, with fire departments nationwide playing a pivotal in emergency management, including vaccine administration and response.
SMFD is a full-service fire and rescue agency, providing fire, EMS, limited hazardous materials (HazMat) response, WUI firefighting, and technical rescue services. Training requirements for SMFD personnel vary based on their certification levels, and the necessary training to maintain service proficiency is diverse. It can be categorized into five primary areas: development, policy, safety, fire-based, and EMS.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 74 The NFPA has established several standards for training and certifying fire personnel. These standards provide minimum recommendations for firefighters, fire officers, prevention staff, fire investigators, public education staff, and other specific positions.
SMFD adheres to these NFPA standards and meets requirements set by the California State Fire Marshal Office's State Fire Training program, the California Occupational Health & Safety Administration, the California Department of Motor Vehicles, and standards within the National Wildfire Coordinating Group curriculum. Adherence to these standards is critical for the district’s response to wildland and interface incidents.
Additionally, SMFD implements policies and procedures developed and adopted by the department, ensuring a comprehensive and well-rounded approach to training and operations. The following figure shows the general categories, competencies, and systems used for training in the SMFD.
Figure 35: General Training Competencies for SMFD
Training Competencies SMFD
Incident Command System FIRESCOPE California
Accountability Procedures NIMS
Training SOPs Internal
Recruit Academy Internal – 40 hours
Special Rescue Training External – Voluntary basis
HazMat Certifications HazMat Awareness/FRO
Vehicle Extrication Training Internal
Driving Program No
Wildland Certifications FF1, FF2, Red Cards (all ops), annual RT130 Communications & Dispatch VFCC
EMS Operations Internal, APS, UCLA CPC
Training Administration, Schedules, & Facilities
SMFD lacks a training facility and does not have dedicated office space. However, it offers adequate training equipment and supplies, including a prop forcible entry door. Due to the lack of a dedicated training facility, SMFD’s interoperability training is limited to SMFD training at neighboring agency facilities.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 75 Figure 36: Training Facilities & Resources
Facilities & Resources SMFD
Adequate training ground space No
Adequate office space No
Training building/tower No
Burn room at the training building No burn room
Live fire props No
SCBA obstacle course No
Computers & simulations Yes
EMS equipment assigned to training Yes
The training curriculum is varied, encompassing manipulative, didactic, and computerbased (APS) elements. Formal lesson plans are either produced in-house or sourced from commercial vendors. The next figure details the type and frequency of training drills conducted by SMFD.
Figure 37: Training Programs & Tracking
Training Provided SMFD Program
Manipulative skills & and tasks Limited to probationary period Fire training hours requirements 192 hours per year
EMS training hours requirements EMT 12 hours, & Paramedic 24 hours annually
Annual training hours tracked Tracked in Vector Solutions Use of lesson plans Not Used
In-house or commercial All in Vector Solutions
Night drills No night drills were identified
Multi-agency drills Annually indicated
Disaster drills No disaster drills were documented
Pre-fire planning included Pre-fire plans conducted by crews The following figure lists the annual training hours delivered by each fire agency in the study, and the funds allocated for training. In 2023, SMFD trained 13 members, totaling 2,034 fire-related training hours and 128 EMS-related training hours, totaling 2,162 training hours.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 76 Figure 38: Annual Training Hours & Training Budget
Description SMFD
Fire Training Hours Delivered 2,162 total hours (13 members) Fire Training Budget $13,000
Training Program Goals & Objectives
The department has a designated training officer, a shift captain who provides program oversight. However, the department does not have a designated 40-hour staff position for training or EMS. Traditionally, the training officer develops and maintains a training plan under the direction of the Fire Chief. Their combined responsibilities include maintaining, reviewing, and updating the training plan annually to meet all mandated training requirements. SMFD does not maintain an annual training calendar to outline and schedule training topics throughout the year.
SMFD mandates that its crews participate in at least two hours of company-level training per shift, including CME. Consequently, if each firefighter engages in two hours of training per shift, they will accumulate approximately 240 hours of training annually. This approach may ensure consistent and comprehensive skill development and knowledge retention among firefighters with proper oversight and control.
Training Administrative Support & Maintenance of Training Records An on-shift fire captain manages SMFD’s training division. Each member has a training file consisting of hard copies containing professional certificates, and online copies in APS, an online training program to facilitate company-level training delivery.
APS also maintains and tracks and digitally stores each member’s training hours. Following the city’s records retention policy, training files are retained for at least seven years after separation from the agency.
Continuing Medical Education
An EMS Captain/Coordinator oversees the CME program at SMFD. All sworn members of SMFD are either EMTs or licensed paramedics in the State of California. SMFD mandates that EMTs complete 24 hours of continuing education and paramedics complete 48 hours biannually. In addition to training available through APS, SMFD staff provide in-house continuing education.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 77 SMFD personnel are also encouraged to attend lectures and presentations by local physicians in the medical community. EMTs and paramedics can gain additional experience by participating in training sessions at local hospital emergency rooms.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 78 SECTION II:
Community Risk Assessment
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 79 DESCRIPTION OF COMMUNITIES SERVED
The City is located in west-central Los Angeles County. Positioned north of U.S. Interstate 210, it sits at the southern base of the Angeles National Forrest. The northern section of the mountainous area is designated as a city park and part of the Bailey Canyon Wilderness Park. The city is bordered to the east, west, and south by other cities in the Los Angeles metropolitan area. Because of its location, the city boundaries are static. The following figure shows the community map and city boundaries.
Figure 39: Community Map
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 80 Community Overview
The City is primarily residential. Although it is a full-service city with a small business district in the downtown area, it is among the smallest cities in Los Angeles County.18 Brief Community History
Nathaniel Carter purchased and subdivided the original land for the city in 1864. In 1882, the first public building, a schoolhouse, was built, and in 1885, the Sierra Madre Cigar Factory was established. In 1887, the first town
hall was constructed.
19 The first town hall also
housed the post office, a grocery store, a meeting
place, and a cigar factory. Although the Monrovia
Fire Department was able to provide heroic service
to the area, the distance from fire protection led to
several buildings being destroyed by fire around
1921. These incidents prompted the city to establish
its volunteer fire service.
The City has a significant history of flooding and mudslides. While this section does not contain a complete history of these events, several have been documented in the City's history timeline. Heavy rains in 1926 changed the stream's course in the Little Santa Anita Canyon, filling the canyon pool with debris and damaging homes. In response, the Canyon Dam was completed in 1928 as part of the Los Angeles County Flood Control District efforts.
Another flood in 1938 occurred in the Big Santa Anita Canyon, destroying several cabins.
The Sierra Madre Canyon also flooded, and the subsequent mudslides damaged homes and businesses, leaving up to eight feet of silt on city streets.20 18 City of Sierra Madre, California. Annual Adopted Budget, Fiscal Year 2023–2024. 19 Picture Courtesy of Sierra Madre History Materials at ColoradoBoulevard.net. 20 www.cityofsierramadre.com/services/library/local_history/sierra_madre_timeline.
Figure 40: First Town Hall, circa 1895
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 81 Legal Basis & Governance
The City was officially incorporated in 1907 with a population of approximately 500 people.
Charles Worthington Jones serving as the first mayor, and the City now operates as a council-manager form of local government. The five-member City Council is elected at large and without specific election districts. Each member serves a four-year term with elections held every two years, alternating between three and two members elected.
Each council member rotates through the position of mayor. The City Manager and City Attorney are appointed by the City Council, as are members of the City's boards and commissions. The City Treasurer is also elected by the residents and serves a four-year term.
The City Manager, City Attorney, and City Treasurer report directly to the City Council. The City's daily operations are managed by the City Manager. Department heads report to this position.21 The City operates under California's legal statutes and local municipal code.
Environment
Located between the coast and at the base of the San Gabriel Mountains in the area described as the San Gabriel Valley, the City enjoys mild weather and a range of topography.
Weather
The City enjoys a Mediterranean climate.
22 This type of climate enjoys mild winters with
precipitation, and dry summers which can be warm to hot. Temperatures above 100 degrees are not uncommon, and eight or more consecutive days of elevated temperatures are possible. August and September recorded the highest elevated temperatures from 2004 through 2022. Temperatures below freezing are much less common, with only nine occurrences recorded during the period.
The nearest temperature sensor the National Weather Service recorded is at Sante Fe Dam.
This station's typical temperature spread is between the low 50s and mid-80s. While the average temperatures may increase, there does not appear to be an identifiable trend or pattern. The following figure shows the maximum and minimum average and average highs and lows annually between 2004 and 2022.
23 21 City of Sierra Madre, California. Annual Adopted Budget, Fiscal Year 2023–2024. 22 en.wikipedia.org/wiki/Sierra_Madre%2C_California.
23 www.weather.gov/lox/observations_historical.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 82 Figure 41: Annual Average and Maximum Temperatures (2004–2022) The average high temperature in the City fluctuates between the high 60s in the winter and the mid-90s during the summer. The hottest month on average is August, but July through September all have elevated average high temperatures. The lows range between approximately 50 degrees Fahrenheit to the mid-60s. The average difference between the highs and lows is 26.5 degrees per day, with a maximum daily swing of 61 degrees. The following figure shows the average monthly fluctuations for the 2018–2022 recorded years.24
24 www.weather.gov/lox/observations_historical.
107 106
115 112
106
112 116
109
118
109 110 109 112 112
118
103
116
105
111
29 41
34 31 32 36 33 32 36
29 39 37 39 38
29 36 38 37 34
0 20
40 60
80 100
120
140
2004200520062007200820092010201120122013201420152016201720182019202020212022 Average High Average Low Average
Highest Temperature Lowest Temperature
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 83 Figure 42: Monthly Average Temperatures (2018–2022)
Precipitation in the City is predominantly rainfall, although snow has been reported on rare occasions, and closely follows the Mediterranean climate model. The winter months of November to April show the highest level of precipitation, while the summer months are typically dry. Annual average precipitation is approximately 17 inches. This information was gathered from the National Weather Service’s cooperative station at the San Gabriel Fire Department (SGFD) from May 1939 through June 2016. The following figure shows the annual average precipitation in the area as recorded by the SGFD station.25 25 wrcc.dri.edu/cgi-bin/cliMAIN.pl?ca7785.
71 71 72
78 79
87 93 94 92
84 77
68 50 49 50 54 56
60 64 65 63
59 53 50
59 58 59
64 66
72 77 78 75
70 63
57 0
20 40
60 80
100
Average Temperature
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 84 Figure 43: Annual Average Area Precipitation (1939–2016) While heavy rains are not typical within the City or in the San Gabriel Valley, there has been rainfall of over 8 inches in a single day recorded. However, California's record rainfall for 24 hours was 25.83 inches in January 1943. This occurred in Hoegee's Camp, due north and uphill from the City.26 Heavy rainfall in the San Gabriel Mountains has caused problems for the City throughout its history.
Winds in the City are generally light, averaging about six miles per hour. Another local wind reporting location was found after concerns arose that the local weather data collected at the Sante Fe Dam might have created a false wind speed and direction. The San Gabriel Valley Airport, a National Weather Service direct collection station, is the closest station to the City. Winds are predominantly from the southwest, and sustained wind speeds of more than 20 miles per hour are rarely recorded. The following figure shows the wind rose from the San Gabrial Valley Airport, as reported by the Iowa Environmental Mesonet.27
26 www.laalmanac.com/weather/we15.php.
27 mesonet.agron.iastate.edu/sites/windrose.phtml?station=EMT&network=CA_ASOS.
3.69 in
3.92 in
2.99 in
1.21 in
0.27 in
0.09 in 0.02 in 0.13 in
0.34 in
0.57 in
1.65 in
2.33 in
0 1
2 3
4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 85 Figure 44: Wind Rose for Sierra Madre Area (1985–2024) Topography
The City has two predominant topographical features. The southern area, approximately 3/4 of the City, gently slopes slightly from southeast to northwest. The elevation at West Orange Grove Avenue and Olivera Lane is approximately 620 feet above sea level. The base of the eastern hills starts at 1,000 feet above sea level, and the western hills begin at approximately 1,200 feet above sea level. From the base of the hills to the northern city limit, the elevation rises sharply by about 1,000 feet in less than half a mile.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 86 Bailey Canyon empties into the City on the west side, while Little Santa Anita Canyon is near the center of the mountains. These canyons, along with the rain runoff from the 3,384-, 2,806-, and 1,578-foot peaks to the north, create runoff areas, and seven debris basins are identified. The Bailey, Auburn, Carter West, Carter, Sierra Madre Dam, Sturtevant, and Lannan Debris Basins are situated at the base of the hills from the western to the eastern city limits.
Geography
The City's geology is generally classified into two distinct regions. The built-up areas are primarily situated on older and younger alluvial fan soil deposits, consisting mainly of gravel, sand, and silt that become boulders near the mountain fronts. The hillside region is made of primary plutonic rocks, typically tough granite and metamorphic rocks with fracturing along active faults. The following figure from the general plan shows the soil types and geography of the City.28
28 City of Siera Madre General Plan, as Adopted 2015.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 87 Figure 45: Sierra Madre Local Geology
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 88 COMMUNITY CHARACTERISTICS
Risk factors influence the types of services a community provides. Identification of hazards involves recognizing the natural or human-caused events that threaten a community. The degree to which a community exhibits certain social conditions, including poverty levels, vehicle access, or the number of individuals in a household, may affect the community's ability to prevent suffering and financial loss in the event of a disaster. These factors help describe community risk.
A community's demographic and structural risk assessment is based on numerous factors, including socioeconomic status, household composition, minority status, language, population density, housing types, local land use, development, and geography. These factors affect the number and type of resources—personnel and apparatus—necessary to control or mitigate an emergency. The community's risk assessment provides relevant information to help public officials and agencies better prepare their communities to respond to emergency events and help them recover faster. • Population density is a risk factor, and demographics present additional unique risks.
For example, approximately 26% of the population is 65 or older, and about 4% of residents do not have medical insurance.
• The physical characteristics of the area and the resultant natural hazards are risk factors. For example, SMFD is located near the foothills of the San Gabriel Mountains, making the department at-risk to different hazards like wildland fires and earthquakes. • Land use and zoning risk can be characterized as low (e.g., agricultural or low-density housing), moderate (e.g., small commercial and office), or high (e.g., large commercial, industrial, wildland exposures, and high-density residential).
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 89 Population
SMFD has seen an increase in population based on the U.S. Census data from the American Community Survey, except for the last few years.29 As a result, the fire and EMS response area's population increased from 10,917 in 2010 to 11,179 in 2022. The daytime population is estimated to drop to 9,000, with a workforce of approximately 3,700. The highest population density is in the southern portion of the City. This correlates to the areas with the most frequent fires and EMS incidents in the service area. The following figure illustrates the population trends and key population indicators. 29 www.census.gov/data.html.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 90 Figure 46: Population Summary (2023 Data)30
30 ESRI – Community Analyst Information 2023.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 91 Demographics
Population and demographics can influence the type of services provided in a community. In addition, social conditions such as poverty, the locations of high-risk areas, and housing types can impact the service delivery provided by SMFD. During operations and public interaction, the demographic information provided here will give some guidance. However, when developing programs and strategic initiatives, it is important to have a general understanding of the community. This includes information on subjects such as education and economics. Specific characteristics are also considered part of the hazard assessment. This consists of the housing makeup and traits identified as at-risk populations.
The largest ethnic group in Sierra Madre is white (non-Hispanic), comprising 57.7% of the total population, followed by Asians at 18%, Hispanics at 9.58%, and Black or African Americans at 5.19%.
Education & Economic
While educational attainment is not typically considered when defining at-risk populations, it is essential to understand these levels when developing fire and life safety education programs and interacting with the public during an emergency. In Sierra Madre, only 1% of adults do not have a high school diploma, while 67% hold an advanced degree.
Education closely correlates with the fact that 89% of the residents hold white-collar jobs.
Most businesses in the City are in the service and retail sectors, which may be linked to the number of people who work outside the City in the white-collar workforce. The median household income is over $116,000, and the median disposable income is above $97,000.
These factors indicate that the residents of the City are employed, earn above-average salaries, and possess a high level of education.
While this increases educational options, the SMFD will need to make every effort to include enough variety to reach all economic and educational attainment of all residents.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 92 Figure 47: Education and Economic Factors
Housing
Although housing is not considered a significant risk compared to income or age, it can provide risk information for selected housing types, such as older multi-family apartments built before fire sprinkler requirements, or vacant homes. Housing types vary in a community and can provide insight into ownership, the age of the house, and the number of units in the building. The City has 5,056 housing units, with almost 3,200 being owneroccupied.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 93 Very few occupancies are vacant in the City. However, vacant structures can pose a risk to both the fire department and the community if not secured to prevent unauthorized entry. If these building are not maintained, their structural integrity can degrade, creating problems during a fire. Vandalism may also present additional issues for the fire department and law enforcement.
Most of the housing in the City is single-family detached structures, with the majority built before 1970. While this works in the favor of the fire department during a structure fire, it can increase the likelihood of a fire starting. The following figure illustrates housing components of the City.
Figure 48: Housing Components
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 94 At-Risk Population
Specific populations are at higher risk of fires and other unintentional injuries, and these incidents directly affect service delivery. Several factors place groups of people in higherrisk categories in urban and suburban areas. NFPA reports identified groups with a higher risk of injury or death in a fire as follows:
• Children under five years of age
• Older adults over 65 years of age
• People with disabilities
• People with language barriers
• People in low-income communities
Data from the U.S. Census, analyzed through the ESRI Community Analyst tool, identified several groups that fall into these categories.31 These groups are more likely to need additional emergency services, specifically EMS. Figure 49 shows the at-risk profiles in the City.
31 www.census.gov/data.html.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 95 Figure 49: At-Risk Profile
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 96 PHYSICAL ASSETS PROTECTED
The risks created by residential or commercial occupancies increase based on the type and use of a building. Property zoning, occupancy types, and the size and shape of structures all contribute to the risks faced by the fire department.
Zoning & Land Use
Community land use categorizes properties within a specific geographical area, often under governmental control. Land use regulations aim to achieve socially and environmentally desirable outcomes while efficiently managing development. The City's general plan includes:
32 • Preserving Sierra Madre's distinctive historic small-town character. • Ensuring the City is a safe and vibrant place.
• Protecting the neighboring San Gabriel Mountain foothills. • Ensuring development is done in harmony with the neighborhoods while maintaining the City's character.
The City's predominant land use is residential, with over 93% of the land area zoned this way. Most commercial and other uses are in the historic downtown area. The following figure illustrates the property parcels by zoning.
32 City of Sierra Madre (2014). General Plan.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 97 Figure 50: Sierra Madre Adopted Zoning Plan (2021)
The importance of the zoning map becomes more apparent when hazard classifications are added to the zoning type. This hazard study does not necessarily reflect the overall safety of the community; rather, it helps fire departments identify where the higher operational risks are located. These risks are generally identified as:
• Low Risk: Zones designated for open spaces, low-density residential areas, and other forms of low-intensity usage.
• Moderate Risk: Zones allocated for medium-density single-family residences, small commercial and office spaces, low-intensity retail establishments, and similar business activities.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 98 • High Risk: Areas designated for high-intensity business districts, mixed-use locales, high-density residential zones, industrial sites, storage facilities, and expansive mercantile centers.
By applying these risk types to the previous zoning map a general risk assessment by zone can be extrapolated. The following figure shows the risk element within each zoning type.
Figure 51: Risk by Zoning Type
The most significant areas of risk by zone are within the downtown area and along the foothills to the north. Single-family residential zones are the most significant single-zone type. Depending on building density, they are considered either a low or moderate risk.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 99 Occupancy and Building Types Protected
Several factors help influence fire department deployment, one of which is the types of occupancy risks within the area. These include commercial structures that may require inspections and pre-incident planning, as well as building size, height, and fire-flow requirements. Not all buildings have commercial occupancies.
Other buildings to consider as target hazards could include occupancies with a potential for significant loss of life, such as places of public assembly, schools, childcare centers, medical and residential care facilities, and multi-family dwellings. Other considerations include buildings with substantial value to the community—economic loss, replacement cost, or historical significance—that, if damaged or destroyed, would have a significant negative impact.
The fire chief is responsible for the inspection of commercial and residential properties, particularly those required by the state, which include educational, institutional, residential (e.g., R1—hotels, R2—apartments, and R3—daycare), and high-rise. These are currently completed by operations staff assigned to the engine.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 100
Hazard by Occupancy Type
While California has no requirements to inspect all occupancies, a comprehensive inspection program and a schedule based on the risk of the building considered should be developed. The most manageable first group is to examine high-risk occupancies based on the International Building Code. These include the assembly, hazardous materials, schools, institutional, high-density residential including hotels, and any target hazard building. The following figure illustrates these occupancy types by IBC occupancy groups.
Figure 52: High-Risk Occupancy Types by IBC Group
Risk IBC Group Examples
High
A-1, A-2
Nightclubs, restaurants, theater, airport/cruise ship
terminals
A-3, A-4, A-5 Arenas, museums, religious
H-1, H-2, H-3, H-4, H-5 Hazardous materials sites (Tier II) E Schools, daycare centers
I-1, I-2, I-3, I-4 Hospitals, assisted living centers, correctional M Strip malls, closed-air shopping malls, big box stores R-1, R-3
Hotels, motels, dormitories, apartments, board &
care facilities
Special Risk Railroads, interstate highways, airports
(Target hazard) Any building with life safety risk beyond the reach of preconnected hose lines > 200 feet
SMFD does not have all these risk types within the City. For example, there are no hotels or motels, or special hazardous materials facilities within the city limits. However, SMFD does have institutional, assembly, and multi-family dwellings.
Assembly structures may require additional responders to perform rescues and a higher fire flow during fire emergencies. While assembly occupancies can include large gathering types of business, the City has only religious structures that meet the assembly definition.
The following figure shows assembly occupancies within the city.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 101
Figure 53: Assembly Occupancies
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 102
Educational occupancies are also considered higher-risk due to the large congregation of students. The age or ability of some students may limit their judgment and reaction during an emergency. These hazards can increase the workload and the number of respondents required. The following figure shows the educational occupancies within the City.
Figure 54: Educational Occupancies
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 103
Institutional-type occupancies may have occupants who are unable to self-extricate.
These occupancies include a hospital and senior living facilities. The following figure shows the location of institutional occupancies within the city limits.
Figure 55: Institutional Occupancies
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 104
The final high-risk occupancy type SMFD encounters is multiple-family dwellings. These buildings may require a more significant response due to the need to evacuate more people during an emergency. The following figure shows the multiple-family dwellings within the City.
Figure 56: Multi-Family Residential Structure
Building Hazard
The next type of hazard to be evaluated is the actual building. These include buildings with a large fire-flow requirement, larger footprints, and tall buildings. Each category may require additional responders and specialty equipment to gain access and provide enough water to meet fire-flow requirements.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 105
The first consideration is buildings identified by the ISO as requiring a higher-than-normal fire flow. A modern fire engine can be counted on to provide a fire-flow of at least 1,500 gallons per minute (GPM). Delivering a water flow above 1,500 GPM may require additional fire equipment and strategic use of the hydrant system. The following figure shows the buildings identified by ISO as needing more than 1,500 GPM in fire-flow if the building were fully involved.
Figure 57: Large Fire-Flow Commercial Buildings
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 106
A similar building type, though not necessarily requiring the same fire-flow requirements mentioned above, include those with larger floor areas. The first study focuses on commercial buildings identified by ISO as having a floor area greater than 10,000 square feet. The following figure shows the ISO large floor area of commercial buildings.
Figure 58: Large Floor Area Commercial Buildings
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 107
While these commercial buildings are easier to identify, there are other structures with extensive square footage that the ISO does not usually evaluate. These are typically large square footage residential buildings located in many communities. SMFD faces several buildings within its jurisdiction with a main floor area exceeding 4,000 square feet. These buildings present risks similar to any other commercial structure and typically do not have fire sprinkler systems or heavy construction. The following figure shows the residential buildings where the main floor square footage has been listed as larger than 4,000 square feet.
Figure 59: Residential Lots with Large Main Floor Area Homes Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 108
The final building risk type evaluated here includes structures greater than two stories in height. Although the City has adopted many zoning and building requirements that do not allow taller buildings, a few are considered higher than two stories by the ISO.33 However, none of the buildings are very tall, and none exceed four stories. These buildings may require specialty equipment to reach the higher floors and additional responders to manage the elevations and move equipment to those higher floors. The following figure shows the buildings greater than two stories as identified by the ISO.
Figure 60: Tall Buildings
33 Sierra Madre, California - Municipal Code: Title 17 Zoning (library.municode.com/ca/sierra_madre).
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 109
Economic Risk
The final evaluation of building location, occupancy, and type focuses on businesses that contribute significantly to Sierra Madre's economic support. This type of evaluation is not always available. However, the City's budget document provides information on the owners of the top ten property tax providers and the top industries generating sales tax.
The downtown area contributes at least 80% of sales tax revenue, with much of the property tax revenue also originating from this area. The following figure identifies the top ten property tax providers and the location of the top four sales tax providers by industry.
Figure 61: Top City Revenue Generation Properties
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 110
Critical Infrastructure
Critical infrastructure and key resources (CIKR) are vital for a community's functioning in a modern economy. Critical infrastructure is defined as a sector "whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof." 34 There
are sixteen defined critical infrastructure sectors (CIS):
• Chemical Sector
• Commercial Facilities Sector
• Communications Sector
• Critical Manufacturing Sector
• Dams Sector
• Defense Industrial Base Sector
• Emergency Services Sector
• Financial Services Sector
• Food and Agriculture Sector
• Government Facilities Sector
• Healthcare and Public Health Sector
• Information Technology Sector
• Nuclear Reactors, Materials, & Waste Sector
• Transportation Systems Sector
• Water and Wastewater Systems Sector
• Energy Sector
The City does not include all these CIKRs. However, knowing these categories may help the City and fire department manage future risks should any of these CIS resources move into the area.
Energy
The use of electrical power is essential for many day-to-day activities, a distribution network of electrical lines throughout the city. These lines run above and below ground. A distribution substation is located near the south-central city limit, and the primary transmission line follows West Orange Grove Avenue, turning north along Lima Street and creating a loop bounded by Lima Street, Carter Avenue, Mountain Trail, and Highland Avenue. While these transmission lines pose a significant risk, they are not considered heavy-duty and are rated between 110 and 161 Kilovolts. Southern California Edison owns and maintains this equipment.
34 Infrastructure Security, Department of Homeland Security.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 111
Under California law, the state's investor-owned utilities have the general authority to shut off electric power to protect public safety. This authority is exercised as a last resort during severe wildfire threat conditions through Public Safety Power Shutoffs. The Southern California Edison system is at risk of being de-energized under heightened wildfire threat conditions.
Southern California Gas provides gas to the City through main and service lines. The highpressure distribution line ends at the southern city limit near North Baldwin Avenue. While the high-pressure line does not directly impact residents within the city limits, the fire department must still be prepared for lower-pressure hazards and due to robust automatic aid, should be trained and prepared to respond to more serious dangers of the distribution line.
Incorporating the hazards associated with damage to this infrastructure is a vital aspect of an effective response strategy for future incidents involving natural gas usage and transmission. Southern California Edison operates the high-voltage lines for electrical services, while Southern California Gas provides the natural gas supply within the SMFD service area.
Roadways
The primary transportation system risk comes from the road network that serves the City.
Two major roads, Sierra Madre Boulevard and Grandview Avenue, run east and west through the City. The primary north-to-south roadway is Baldwin Avenue, which becomes smaller north of Grandview Avenue. While these roads facilitate interconnectivity for emergency responders, numerous cul-de-sacs and dead ends could hinder response efforts, especially if these routes become impassable during an evacuation. Another serious risk for residents living in the northern hillside area is the number of single-access roadways.
Under conditions of ample notice, roadway capacity generally only becomes a problem in minor areas prone to congestion. Events requiring rapid evacuation or in the event single access is threatened, pose two threats. The first is the potential for evacuating residents to become trapped. The second is single access roadways congestion during an evacuation, which can become impassible for responding units. This limited access for responders can hinder mitigation efforts and exacerbate the severity of emergency events. The following figure shows the road network for the City and highlights those roads that are the only access routes into some areas.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 112
Figure 62: Sierra Madre Road Network
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 113
Water
The community's water sector is made up of three elements: the potable water distribution and storage system, the sewer and stormwater drainage system, and the hydrant water systems used during fire emergencies.
Potable Water
Potable water in Sierra Madre is provided by groundwater wells in the East Raymond Basin and a natural spring tunnel in the foothills. These water sources are treated before being delivered to the community through an underground distribution system.
Water Drainage
The Sierra Madre area has two streams or creeks within the city limits, an Aqueduct that runs along Grandview Avenue, at least one wash, and eight debris basins. Historically, mud and debris slides have threatened the City. The following figure shows the water drainage areas within the City.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 114
Figure 63: Water Drainage
Fire Hydrant System
A system of well-distributed hydrants and appropriately sized water mains is necessary to provide the required water for fireground use. Periodic testing of these systems is vital to ensuring they are operational and meet the necessary flow needs. The City has a welldesigned fire hydrant system that allows for a hydrant within 300 feet of most structures.
Although a few areas fall outside the recommended 300 feet, the City is generally wellcovered by hydrants. While a few streets on the northern edge of the City lack hydrants there do not appear to be any structures at risk. The following figure shows the hydrants and a 300-foot buffer around each.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 115
Figure 64: Fire Hydrant Service Areas
Government Facilities
The final segment of the critical infrastructure risk analysis for the City focuses on government facilities. These facilities are essential to the community as they operate normally and during emergencies. While there are several public buildings, such as libraries and schools, only four areas were listed as government in the data provided. This includes the police and fire facility, city hall, the search and rescue building on East Grandview Avenue, and the electrical facility in the south area. The following figure shows the location of buildings listed as government facilities.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 116
Figure 65: Government Buildings
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 117
THREAT & HAZARD ASSESSMENT
Regardless of a community's size, construction, and demographics, it will usually remain safe and stable until something upsets the balance. Every community must prepare for and respond to events, including daily operational issues and natural disasters like earthquakes, pandemics, or wildfires. In the context of emergency management, prevention, and response, an event can be triggered by a threat, with the severity dictated by the hazards.
The Center for Public Safety Excellence (CPSE) defines a hazard as the causes of danger and peril in the community, while a threat refers to the probability of loss or injury from peril.35
Two additional concepts are crucial when understanding risk and its potential impact on the community. The first is the consequence of an event once the threat is realized, which can include emotional distress within the community, economic loss, or the loss of a valued community asset, such as something with historical significance or a vital interest or attraction. The second concept is the impact on the responding agency or agencies during an event. The more significant an event, the more resources may be required, which can affect the agencies' ability to continue providing services and maintain a standard level of cover.36
Impact & Event Complexity
It is helpful to define the typical incident complexity. Fortunately, the Federal Emergency Management Agency (FEMA) classifies incident complexity from Type 1 to Type 5:37 • Type-5 incident: One or two single-unit resources. While an incident commander may be declared, the daily operational experience typically defines the units' actions. No formal incident action plan is required, an incident is contained within one operational period (usually 12 hours), and no other command and general staff positions are needed. These are the daily incidents handled by the agency's first responding units, such as engines and ambulances.
35 Center for Public Safety Excellence, Community Risk Assessment: Standards of Cover (6th Ed.). 36 Ibid.
37 emilms.fema.gov/is_0200c/groups/518.html.
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• Type-4 incident: These are similar to Type-5 incidents in many ways but require more than one or two units. An incident commander is designated and controls unit actions; other command staff positions may be employed as needed. This may include a structural fire or event involving limited hazardous materials. • Type-3 incident: This type of incident will likely span more than one operational period, will require more of the command and general staff positions filled, and will need a formal incident action plan. These incidents may still be under the purview of a single jurisdiction but typically require more resources from the surrounding area. A local emergency operations center may be activated here to support the incident. • Type-2 incident: This incident type requires a more extensive command and general staff presence. This is a formal, multiple-period incident command structure, and the incident will require more regional, state, or national resources to mitigate. A regional or national emergency operations center is typically included to support these events.
• Type-1 incident: This complex incident requires extensive support, command, and general staff. While similar in resource type requirements as a Type-2 incident, many more resources are needed. Typically, a Type-1 incident will require more than 500 operational and incident support personnel.
SMFD can operate independently on a Type-5 incident, but generally handles Type-5 and Type-4 incidents due to the robust automatic aid in the area. However, given the limited resources surrounding the City, the impact on the agency and community can become severe if more than one Type-4 incident occurs simultaneously.
This report, therefore, focuses mainly on the severity of the local risks of Type-4 and -5 incidents. However, since the SMFD will likely be the first responding agency to any severity level, the list of likely hazards will be addressed here.
Natural Hazards
The Sierra Madre community enjoys a relatively safe geologic area in many respects.
However, several types of natural hazards should be recognized and addressed. For the SMFD, most of these incidents are well outside the scope of operational capacity. They will necessarily rest in the realm of emergency management. The emergency management team will address these using continuity of operations plans and emergency operations plans.
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Weather Hazards
Weather hazards for the Sierra Madre community include the potential for extreme heat, thunderstorms, and the improbable but possible threat of a tornado. Cold weather events, like snow and ice storms, as well as hurricanes, are unlikely in the region. While the Los Angeles area is not currently under any drought conditions, periods of drought have been recorded, with the most recent severe record being in 2021. Although drought can exacerbate fire conditions and negatively impact economic and social programs, it is unlikely to be disastrous as a single event.
Water Hazards
The City experiences some hazards associated with heavy rains. Due to its slope and ready drainage, it is unlikely to experience typical flooding with deep running or standing water.
However, isolated areas of heavy runoff may occur. Running water and landslides present potential hazards, with landslides being a historical certainty. These will be discussed more in the physiography hazards later in this section. The following map shows the FEMA flood hazard map for Sierra Madre and its surrounding areas.
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Figure 66: FEMA Flood Hazard Map
In addition to relatively minor flood hazard concerns, the Sierra Madre community does not face a significant risk of standing dam failure. However, the debris basins may pose a danger if they become inundated with standing water. Due to its geographic location, Sierra Madre will not likely experience any other severe water risks, such as a tsunami or limnic eruption. Natural sinkholes created by underlying water also do not appear to be a significant hazard, although a water main created a severe sinkhole in 2010.38 38 www.nbclosangeles.com/news/local/huge-sinkhole-closes-major-street-in-sierra-madre-for-days/2104257/.
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Physiography
Physiography is the class of hazards dealing with the earth's physical features. The movement of land masses due to geologic phenomena is particularly concerning for the Sierra Madre community. While avalanches or volcanoes pose minimal hazards, the threat of earthquakes, earthquake liquefaction, landslides, and mudslides is a significant issue.
The City sits north of the Raymond Fault, and the Sierra Madre Fault runs through town along the hillside. It is also influenced by several other regional faults, including the San Andreas Fault, which runs along the ridge line on the other side of the San Gabriel Mountains. Along the Raymond Fault and west of town are areas the United States Geological Survey identifies as areas susceptible to liquefaction. This phenomenon occurs when the ground becomes unstable and acts more like a liquid during an earthquake. The shaking potential is moderate throughout the area, and a major quake would likely affect all the surrounding agencies, reducing the number of first responders available. The City last experienced a major earthquake in 1991, and there is a high likelihood that another damaging earthquake will occur.
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Figure 67: Earthquake Hazard
Another area of significant historical and probable hazard is mudslides or landslides as the Sierra Madre community has a history of mud and debris flows. While debris basins are constructed to help alleviate the issue, these hazards persist. The most recent example of a damaging mudflow was in May of 2008, but perhaps the most well-known is the mudslide in 1954.39 The following figure shows the California Department of Conservation listed areas susceptible to landslides.
39 www.cityofsierramadre.com/residents/emergency_management.
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Figure 68: Landslide Zones
Wildfire/WUI Fire
Wildfire is perhaps the most visible and ever-present hazard for communities like Sierra Madre that border forested areas. While most forests rely on fire to help them maintain a healthy environment, it becomes a significant concern when these fires grow and threaten human habitation. Three primary fuel areas are evaluated when working through the WUI fire hazard.
The first primary fuel area is the influence zone, or areas not populated. If a fire starts and moves toward a populated area, it could create a fire of significant size and energy, able to overwhelm firefighting efforts.
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The second primary fuel area is the WUI zone, where buildings can be directly threatened by a forest fire.
The third zone, the intermix zone, is where human habitats are intermingled closely with the forest. According to the Office of the State Fire Marshal, operated by CAL Fire, over half of the city is within the wildland interface zone, and unpopulated areas to the north are either intermix or influence zones. The following figure shows the WUI classification zones.40 Figure 69: Wildland Urban Interface (WUI) Zones
40 hub-calfire-forestry.hub.arcgis.com/.
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In addition to the proximity of much of the City's buildings and population to a wildland interface zone, the risk of wildfire is considered high to extreme throughout all forested areas of the northern park areas. The following figure shows the current wildfire risk in the area.41
Figure 70: Wildfire Risk
41 Ibid.
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Probability & Consequence
Understanding overall probability and consequences of potential natural hazards is not an exact science. It involves considering historical event activity, the likelihood of history repeating, and general assumptions of the size of the area and the number of people directly affected. As a result, only a relative probability and consequence can be projected, rather than a definitive qualitative evaluation.
Each event was assigned a probability and consequence score from 0 to 5 and plotted on a four-quadrant chart. Using this methodology, the further an event is positioned up and right of the probability consequence chart, the greater the threat from a natural hazard.
The following figure shows the relative probability and consequences of the evaluated natural hazards.
Figure 71: Probability and Consequence of Natural Hazards Thunderstorms
Tornado
Temperature
Extremes
Drought
Flood
Earthquake
Land/Mudslide
Wilderness/WUI
Fire
HIGH
RISK/THREAT
LOW
RISK/THREAT
0 2.5
5 0 2.5 5
Probability
Consequence
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Other Hazards
In addition to natural hazards, SMFD and the community face other risks. Many of these were identified earlier in this report in the section on demographics and physical assets.
Buildings, people, transportation, and other community assets are all intrinsically hazardous.
The CPSE classifies hazards into four categories: human, material, mechanical, or natural.
The natural hazards were discussed above, and many mechanical hazards were identified in the physical assets protected section.
Materials hazards are dependent on both transportation and storage. Hazardous materials can be found in most hardware stores, along the highways, and in many homes. In addition, a reaction to an event such as a structure fire releases gases and other materials that can harm the environment or people.
Human hazards include events that are initiated due to a person's actions, inactions, and physiology. Criminal actions such as arson or assault can create an incident that harms people or property, or both, as can accidental actions such as a fall or unsafe cooking practices. Inactions include a person or persons not notifying or mitigating a known hazardous condition before it devolves into a harmful event. A person's physiology is often the impetus for a medical incident.
Daily operations are filled with these hazards that occur when danger and threat intersect.
While it is outside the scope of this report to define and identify each of these actions and their effect, it is important to recognize that each hazard can initiate an event into one of the categories identified by the CPSE as normal operations for a fire agency. SMFD has identified five operational categories for risk evaluation, any of which may be triggered by the hazards listed.
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RISK CLASSIFICATION
The CPSE encourages agencies to classify risks by considering hazard type and event threat. These threats are grouped by specific programs that SMFD responds to and mitigates. The programs identified by SMFD include fire, medical, wildland/urban interface fire, technical rescue, and hazardous materials response. Other programs, such as airport crash fire rescue or shipboard operations, are not services SMFD provides.
Once the programs and the associated threats are understood, CPSE instructs agencies to define the severity of each group as low, moderate, high, and maximum. Based on feedback from SMFD, these levels are detailed in Appendix A.
The final classification step is to group each threat and severity based on its influence on operations and community health. The CPSE-recommended methodology evaluates each group's probability of occurrence, the consequence to the community if it does occur, and the impact on the agency. Communities can then rank the overall risk within each category. The following figure shows a simple relative risk classification graphic for SMFD, with the core components referenced for clarity.
Figure 72: Relative SMFD Risk Classification
0 10 20 30 40 50 60 70 80
Wildland (Low risk)
Tech (Low risk)
EMS (Low risk)
Hazmat (Low risk)
Tech (Moderate Risk)
Fire (Low risk)
Hazmat (Moderate Risk)
EMS (High Risk)
EMS (Moderate Risk)
Tech (High Risk)
Tech (Maximum Risk)
Fire (Moderate Risk)
EMS (Maximum Risk)
Hazmat (High Risk)
Fire (High Risk)
Wildland (Moderate Risk)
Hazmat (Maximum Risk)
Fire (Maximum Risk)
Wildland (High Risk)
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Using this information, SMFD can visualize the order of magnitude for each classification.
Most maximum risks carried the same score for consequence and probability. For larger agencies, a maximum risk may have less impact on overall operations. However, for agencies of a similar size to SMFD, and comparable resources, the impact was similar and will likely require outside assistance. As a result, all maximum risks were assigned the same overall score and grouped together.
The CPSE recommends showing each classification on its own three-axis graphic so the agency can clearly see how each grouping may influence the response or focus on prevention. What follows is the complete methodology used to classify and present the different risks the SMFD community faces.
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Risk Assessment Methodology
Developing a score to determine risks in a community is necessary to provide a method for creating incident response protocols. The Three-Axis Heron mode, recommended by CPSE, establishes a score by reviewing probability, consequence and impact factors, and assigning scores between 2 and 10 in each category.42 A description of the incident types for each risk is found in Appendix A.
The Three-Axis Heron Formula includes the following equation:
Risk is graphically illustrated through a three-axis model as follows:
▪ P = Probability (Y-Axis)
▪ C = Consequences (X-Axis)
▪ I = Impact (Z-Axis)
The following figure summarizes the three-axis risk classification process and how a score is developed.
42 Quality Improvement for the Fire and Emergency Services.
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Figure 73: Three-Axis Risk Classification
When developing the score, each of the three scoring components is based on SMFD incident data. For example, a low-risk fire response scoring is determined by the probability of that type of incident occurring. Most low-risk incident types are frequent, occurring multiple times a day. However, the consequences to the community and impact on the City are low. In this case, the probability of a low-risk incident in the City is rated at 10 (high), while the consequence and impact are rated at 2 (low). These values are placed into the above formula to create a score of 20.2.
For maximum-risk scenarios, the score will increase dramatically. However, the probability is low (2) because the consequence to the community is an 8, and the impact on SMFD is the highest at 10, which gives a score of 59.4.
These scores are designed to provide SMFD with the information necessary to determine the level of service required for the community. The probability of an incident may affect response times if multiple events occur simultaneously. Even if the risk is low, it can take an apparatus out of service for the response. The higher the score, the greater the risk in the community. Although the highest risk score available is 122.5, the probability of this type of event occurring is low. The following information provides additional information on probability, consequence, and impact.
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Probability
Probability is the likelihood of an incident occurring in the community over time. It can range from a rare event to frequent. This axis reflects the probability of a particular type of incident occurring, which contributes to the overall risk level. Many factors are considered in determining probability, including time of day, location, hazards present, season of the year, building construction and maintenance, demographic characteristics, and more. The following figure defines probability categories.
Figure 74: Probability or Likelihood of Occurrence
Score Category Probability or Likelihood
2 Minor Unlikely: < 0.02% of total call volume. Expected to occur very rarely. 4 Low Possible: 0.02%–0.07% of total call volume. Expected to occur rarely.
6 Moderate Probable: 0.07%–0.3% of total call volume. Expected to occur monthly.
8 High Likely: 0.3%–2% of total call volume. Expected to occur multiple times per week.
10 Extreme Frequent: > 2% of total call volume. Expected to occur one or more times per day.
Consequence
The consequence of an incident can range from minor casualties to severe impacts that may destroy historical or significant facilities, significant loss of employment, or loss of life.
The following figure defines consequence categories.
Figure 75: Consequence to the Community
Score Category Consequence to the Community
2 Minor 1–2 people affected (injuries/deaths). < $10,000 loss. 4 Low < 5 people affected (injuries/deaths). < $500,000 loss. 6 Moderate 5–50 people affected (injuries/deaths). $500,000–$1,000,000 loss. 8 High 51–100 affected (injuries/deaths). $1,000,000–$5,000,000 loss. 10 Extreme > 100 people affected (injuries/deaths). > $5,000,000 loss.
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Impact
The third factor in determining the risk is the fire department's impact and the critical tasking required to control or mitigate an incident. This includes the number of emergency responders and apparatus available, both internally and from external agencies. It also measures the department's ability to respond to a specific risk or incident while continuing to provide service to the rest of the City. The following figure defines impact categories.
Figure 76: Impact on Operational Forces
Score Category Impact on Operational Forces
2 Minor ≥ 90% Remaining Apparatus/Crews
4 Low ≥ 75% Remaining Apparatus/Crews
6 Moderate ≥ 50% Remaining Apparatus/Crews
8 High ≥ 25% Remaining Apparatus/Crews
10 Extreme < 25% Remaining Apparatus/Crews
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Fire Response
SMFD is the primary provider for mitigating fire-related incidents. These range from low-risk incidents, such as a vehicle fire, to a maximum-risk incident involving a fire in an occupied assisted living facility. Fire risks for a vehicle fire are considered low compared to maximum risk for a school with students. This scoring is applied to four categories of fire incidents in SMFD's response area to provide staffing needs to meet critical tasks on the fireground. The following figures provide the fire response risk assessment scores and three-axis risk classifications.
Figure 77: Fire Response Risk Assessment
Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
8 2 4 6 4 10 4 8 10 2 10 10
Score Assigned 25.9 53.7 67.2 73.5
Figure 78: Fire Three-Axis Risk Classifications
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Emergency Medical Services Response
SMFD provides BLS and ALS emergency medical care transport services in the City. Low-risk incidents range from medical assistance to a maximum-risk incident for a multi-victim event. The following figures provide the risk score, and classifications, assigned to each type of EMS risk in SMFD.
Figure 79: EMS Response Risk Assessment
Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
10 2 2 6 4 8 2 4 10 2 8 10
Score Assigned 20.2 44.2 32.1 59.4
Figure 80: EMS Three-Axis Risk Classifications
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Technical Rescue Response
Rescue services can vary from a low-risk incident, such as accessing a locked vehicle with a child inside, to a maximum-risk incident, such as a confined space rescue that potentially requires many personnel to mitigate the incident. The following figures provide the risk score and classifications assigned to each type of technical rescue risk in SMFD's response area and the three-axis risk classifications.
Figure 81: Technical Rescue Response Risk Assessment
Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
6 2 4 4 2 8 2 6 10 2 6 10
Score Assigned 19.8 25.9 45.5 45.5
Figure 82: Technical Rescue Three-Axis Risk Classifications Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 137
Hazardous Materials Response
Hazardous materials responses can vary from low-risk odor investigations to the maximum risk for a fuel tanker fire in higher populated areas. Most of these incidents can be managed by SMFD, but higher risks may need assistance from outside resources. The following figures provide the risk score and classifications assigned to each type of hazardous materials risk and three-axis risk classifications.
Figure 83: Hazardous Materials Response Risk Assessment Description Low Moderate High Maximum
Risk Score
P C I P C I P C I P C I
8 2 4 4 2 10 2 8 10 2 10 10
Score Assigned 25.9 32.1 59.4 73.5
Figure 84: Hazardous Materials Three-Axis Risk Classifications Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 138
Wildland Fires Response
The types of wildland fire risk vary from small grass fires to large forest fires that require many internal and external resources. The wildland fire risk only includes low, moderate, and high since a maximum risk would also require a state and federal response. The score assigned for high risk (73.5) is significant because of the maximum score of 10 for the consequence to the community and impact on SMFD. This type of incident will strain the community and emergency services. The following figures provide the risk score and classifications assigned to each type of wildland fire risk in SMFD's response area and the 3-axis risk classification scoring.
Figure 85: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score
P C I P C I P C I
4 2 4 4 8 10 2 10 10
Score Assigned 13.9 67.2 73.5
Figure 86: Wildland Fires 3-Axis Risk Classifications
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COMMUNITY COMPARISON
Incident Activity
In 2022, fire departments across the nation responded to more than 1.5 million fire incidents that caused 3,790 civilian fire fatalities and over 13,250 civilian fire injuries. Property damage was estimated at more than $18.1 billion.
43 The United States Fire Administration
reported that 72% of civilian fire deaths occurred in one- or two-family residential structures.
The report also stated that $648 million of property fire losses were from WUI incidents.44 While the total number of reported fires and fire deaths are trending up, these figures are still significantly lower than the peak levels seen in 1980.
The national fires per 1,000 population averaged 4.5 nationally and 4.2 in communities the same size as the Sierra Madre community. No data was provided to compare the SMFD system.
Incident Distribution
The SMFD incident type distribution is very similar to the national average. The evaluation is based on the National Fire Incident Reporting System incident type codes. A more thorough description of the distribution can be found in the performance section. The following chart shows the distribution of incident types nationally to SMFD. 43 www.usfa.fema.gov/statistics/#lossNotes.
44 Fire Loss on the United States During 2022, NFPA, October 2023.
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Figure 87: Incident Distribution Comparison (2022)
Insurance Services Office
The Insurance Services Office, Inc. (ISO©) is an independent organization that collects and analyzes data from fire departments in communities across the United States to determine fire insurance rates. According to its report, the ISO's PPC, "is a proven and reliable predictor of future fire losses." Commercial property insurance rates are expected to be lower in areas with better (lower) ISO PPC Class ratings.
The ISO Fire Suppression Rating Schedule (FSRS) evaluates four primary elements of a community's fire protection system: Emergency Communications (maximum 10 points), Fire Department (maximum 50 points), Water Supply (maximum 40 points), and Community Risk Reduction (maximum 5.5 points) for a maximum possible total of 105.5 points. ISO then assigns a grade on a scale of 1 to 10. Class 1 represents the highest degree of fire protection, and Class 10 designates a fire suppression program that does not meet ISO's minimum criteria.
A review of the most recent evaluation of the SMFD by ISO, effective September 1, 2023, assigned 70.27 points, resulting in a classification of 3. The score applies to any property within five road miles of a fire station, a fire hydrant within 1,000 feet, or an alternate water source.
0%
10%
20%
30%
40%
50%
60%
70%
EMS &
Rescue
Good
Intent
Service
Calls
All Other False
Alarms
Fires
2022 National SMFD
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Within the complete PPC report, leaders can find several areas where the community excels and opportunities for improvement. Notable opportunities for improvement include the following:
• In the emergency communications section under credit for emergency reporting, the community received 0 of 15 points because the dispatch center does not use a fully integrated GIS/AVL system.
• The telecommunications center received no credit for emergency dispatch protocols and telecommunicator continuing education.
• The fire department earned only 4.77 credits out of 9 for the training program, primarily from lacking a training facility.
The following figure shows the ISO credits earned and available for the City of Sierra Madre.
Figure 88: ISO Earned & Available Credits for the City of Sierra Madre ISO Feature Earned
Credit
Available
Credit
Emergency Communications 7.65 10
Fire Department 30.42 50
Water Supply 31.73 40
Divergence -3.70 0
Community Risk Reduction 4.17 5.5
Totals: 70.24 105.5
Nationally, only 1% of fire departments have earned an ISO classification of 1. In California, 46 departments have a Class 1 rating, representing 4% of the state's departments. SMFD holds a Class 3 rating, which compares 24% of the state and 9% of departments nationwide. The following figure shows the distribution of ISO ratings among fire departments in California, and the number of ratings for each classification, with Class 3 highlighted for SMFD.
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Figure 89: ISO Classifications in Nationally and California 0 50
100
150
200
250
0%
5%
10%
15%
20%
25%
Class
1 Class
2 Class
3 Class
4 Class
5 Class
6 Class
7 Class
8 Class
8B
Class
9 Class
10 California Departments
2020 National Percentage
2020 National Percentage California Departments
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SECTION III:
Standards of Cover
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SERVICE DELIVERY & PERFORMANCE
This section will give SMFD a general understanding of relevant response information. It is developed to assist the department in identifying its recent performance and establishing a baseline performance expectation. SMFD, the City, and political leaders can use this information to understand how their decisions, policies, and external pressures impact overall performance.
Research Information
The information within this section was developed from various sources provided by SMFD, covering the period from January 1, 2019, to December 31, 2023. The quality of the data varied, requiring the creation of a unified dataset from the five sets provided.
Statistics Discussion
When evaluating something as complex as emergency incidence response, mathematical and technological methodologies must be judiciously applied. Historical instances of incorrect evaluations have led to severe consequences in deployment and operational decisions. This analysis is designed to quantify and analyze available information as a starting point for the agency as it seeks to improve performance. However, it is important for leaders to recognize the limitations of making decisions based solely on statistical studies, and to use sound judgment in conjunction with proven analytics.
Statistical Tools
Various statistical analytical tools were employed to develop this section, including categorization, percentile, and regression analysis. These tools help create a picture of historical performance and offer inferences that may help leaders identify both positive and negative performance trends.
90th percentile
The time performance measures for this report are done using the 90th percentile measure.
While a detailed discussion of the mathematics behind this measure is outside the scope of this report, it is helpful to understand why it is utilized.
The most common reason for using the 90th percentile measure is that the industry has adopted it. If a fire agency wants to judge its performance against standards or other agencies, it must use this method. For example, NFPA uses the 90th percentile measure in most of its standards. In addition, the CFAI requires reporting performance measures at the 90th percentile.
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The statistical reason for using the measure is that it captures performance more thoroughly and identifies trends in performance more quickly. Like most emergency response agencies, the time performance data used in this study is skewed, making other statistical measures less sensitive and representative. The following figure illustrates a general example of data skew.
Figure 90: Data Skew45
In a symmetric distribution, the mean (average), median (middle of the data), and mode (the most frequent) are all equal. When the distribution skews, these three measures shift.
Using the average (mean) in a skewed left distribution would underrepresent the bulk of the performance, while a skewed-right distribution would over-represent it. In SMFD’s case, most time-performance data is skewed to the right like most emergency response agencies. In this case, using the average would over-represent the performance. The following chart shows a sample of SMFD data for travel and total response time. 45 This Photo by Unknown Author is licensed under CC BY-SA-NC, creativecommons.org/licenses/by-nc-sa/3.0/.
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Figure 91: SMFD Data Skew Example (2019–2023)
Data Discussion
Detailed data was provided from SMFD’s current incident reporting software (RMS), its previous RMS, its electronic patient contact report (ePCR) software, and its CAD system.
The RMS system gathered detailed incident information, while CAD data provided the times, geocoding, and unit information. The ePCR data provided patient data. These different database tables were combined into one analytical data set using proven data engineering techniques.
Data Engineering Findings
The number of incident records for the RMS and CAD systems was similar, with 9,170 records for the RMS and 7,683 for the CAD system. However, it was found that 32% of the RMS records were duplicates, leaving 6,204 unique RMS records. There was a total of 3,539 ePCR incident records, with 7.6% of ePCR incidents lacking an associated RMS report. In addition, there were 524 CAD records without an associated RMS record; however, 118 of these could be supplemented for incident specifics using ePCR information. These were matched to create a single incident record for both systems, resulting in a total data reduction of 4.37%. This drop is relatively minor and represents a statistically acceptable loss across the four systems.
-
100
200
300
400
500
600
700
800
00:0001:0002:0003:0004:0005:0006:0007:0008:0009:0010:0011:0012:0013:0014:0015:0016:0017:0018:0019:0020:0021:0022:0023:0024:0025:0026:0027:0028:0029:00 Total Travel
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Unit records were included in the CAD data, with 11,765 unit records from 85 unique apparatus names responded from 13 jurisdictions. All incidents in the CAD/RMS/ePCR combined incident data set had at least one associated unit record. The combined and relatively complete 6,284 incidents included 10,572 unit responses, averaging 1.7 unit responses per incident.
Data Error Handling
Data collection across the various data sets has the potential for significant errors. Although there can be many reasons for incorrect information, these errors are typically a combination of human input and collection errors. Various methods exist to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.
For SMFD, the data fields contained minimal error-prone data, reducing the need for statistical intervention. However, some data was excluded by formula or logic tests. The time segment math utilized a logic tree to eliminate negative and null sets. All calculable turnout time records were considered, as none exceeded five minutes. The maximum travel time for the first arriving unit was limited to a maximum of 20 minutes based on standard drive times from the two closest mutual aid stations to the furthest point in the city. The maximum time on the scene for total commit time analysis was 12 hours to remove any errors related to deployments, date, or morning/afternoon.
Service Demand
The first dimension of the analysis is the overall system call load. Because this is a simple count of the incidents by type and location, no data was excluded after engineering.
Therefore, detailed data from the three previously discussed systems will be used for most aspects of this analysis, except for the volume projection.
Volume Analysis
A simple volume analysis can indicate how often the department is called upon to respond to an incident. The first look is at the overall call counts grouped by primary categories in NFIRS. Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries. The following figure shows the total number of responses recorded by the agency for the entire data set and the percentage of the categorized responses.
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Figure 92: Total Incident Count
Incident Type (NFIRS Grouped) Count Percentage of Total Responses SMFD Responses
Fire (100) 120 1.9%
Overpressure (200) 16 0.3%
Rescue-Medical (300) 4,173 66.4%
Hazardous condition (400) 434 6.9%
Service (500) 551 8.8%
Good Intent (600) 691 11.0%
False Alarm (700) 286 4.6%
Disaster (800) 0 0.0%
Special (900) 9 0.1%
Total Responses 6,280 100.0%
Auto & Mutual Aid Responses
Auto Aid Received 527 8.4%
Mutual Aid Received 4 0.1%
Auto Aid Given 1,018 16.2%
Mutual Aid Given 90 1.4%
SMFD and the surrounding agencies have a robust automatic aid system. In this case, SMFD offers aid more often than it receives assistance from surrounding agencies. Smaller agencies must participate fully in aid programs to ensure appropriate coverage throughout the response area.
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Geographic Analysis
A call density analysis is helpful when reviewing the best location for apparatus placement.
It is also useful when evaluating where prevention programs may have the most impact.
The following figure geographically represents the incident density for the study period.
Figure 93: Incident Density (2019–2023)
The previous figure indicates that incident density is the most concentrated surrounding Station 41. This area encompasses the downtown area and a senior home. The automatic aid appears grouped close to the city limits. However, there are some responses in Pasadena, Arcadia, and Monrovia. The most concentrated number of automatic aid responses surround Arcadia Station 106.
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While regional responses are essential to the SMFD due to the dependence on other agencies for backup and support, they are technically only responsible for the City. To better understand the needs of the City’s residents, it is necessary to evaluate density within the jurisdictional boundaries. The first study is about EMS incidents, and this category typically drives overall density. The following figure is the EMS incident density within the city limits.
Figure 94: City of Sierra Madre EMS Density (2019–2023) Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 151
As the previous figure indicates, the incident density remains near the station and downtown areas. While EMS incidents are the largest single incident category with over 66% of all responses within the city limits, other, more hazardous incident types should be evaluated. A density chart can be an unreliable visualization because fire incidents do not represent a large proportion of overall incidents. The following figure shows the location of each incident dispatched as a fire incident.
Figure 95: City of Sierra Madre Fire Incidents (2019–2023) The previous figure shows that the fire incident density is spread across most areas in the City. This indicates that fire prevention efforts that include all populated areas may have a similar effect as a targeted approach.
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Temporal Analysis
The annual incident count for SMFD shows a slight increase in call volume over 2019. Due to the COVID-19 pandemic, many agencies witnessed significant changes in response volume in 2020 and the first part of 2021. The City shows a notable decrease in overall incident volume in both years. The following shows the annual incident count with the EMS and other incident types identified for reference.
Figure 96: Annual Incident Volume for the City (2019–2023) Analyzing incident volume by month, day of the week, and hour is valuable when attempting to schedule events or adjust staffing. Monthly data may reveal seasonality for the service needs, while days and hours may provide insight into population movement and activities throughout the day. The following figure analyzes incident percentages by month for 2019 through 2023.
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2019 2020 2021 2022 2023
EMS Others
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Figure 97: Monthly Incident Volume Percentage (2019–2023) There appears to be a slight seasonality in the incidents for SMFD. Although not strongly pronounced, the winter months from October through January show a slightly elevated incident volume of up to 1.2% more incidents than expected. April appears to be the slowest month, with a 1.4% deviation below the norm.
Another dimension for evaluation is the percentage of incidents that occur by the day of the week. The following figure shows the percentage of incidents that occur during the weekday and includes all the detailed incident data.
Figure 98: Day of Week Incident Volume Percentage (2019–2023)
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Unlike the slight seasonality in the months, the daily variation is subtle, with a minor increase on the weekends. However, combining the month and day dimensions helps identify potential significant patterns by month and day of week. The following figure shows the density of call volume by month and day of week.
Figure 99: Month and Weekday Heat Density (2019–2023)
Month Mon Tue Wed Thu Fri Sat Sun Color Incidents
Jan 95–103
Feb 81–94
Mar 76–80
Apr 73–75
May 68–72
Jun 60–67
Jul 54–59
Aug
Sep
Oct
Nov
Dec
In SMFD’s case, no specific pattern appears to emerge from the combined evaluation.
Although the elevated incident volumes for January and December have been confirmed, the heavier call volumes on Monday in October are a slight anomaly.
Another analytic dimension to evaluate is call volume throughout the hours of the day. For example, fire and EMS incidents are distributed unevenly across most systems throughout the day. Daytime is typically more active than the evening, night, and early morning. The driving force behind this phenomenon is likely that people are awake and active throughout the day. The following figure indicates that SMFD generally follows this daytime pattern, with approximately 63% of incidents occurring between 7 a.m. and 7 p.m.
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Figure 100: Incident Volume Percentage by Hour (2019–2023) It is essential to understand the interaction between the hour of the day and the day of the week. By evaluating this density, some hot spot times can be identified. For SMFD, the evaluation shows a consistent and statistically significant pattern of daytime calls in the early morning hours regardless of the day of the week. However, unlike some jurisdictions, SMFD's incident volume continues later in the evening until midnight, with the highest concentration of incidents occurring on Friday nights. The following figure illustrates incident density by the hour and day of the week for all incidents between January 1, 2019, and December 31, 2023.
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Figure 101: Incident Volume Heat by Hour and Weekday (2019–2023) Hour Mon Tue Wed Thu Fri Sat Sun Color Incidents
0–1 65–70
1–2 54–64
2–3 48–53
3–4 43–47
4–5 36–42
5–6 25–35
6–7 16–24
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Resource Distribution
Several key performance metrics helps identify the effectiveness of resource distribution, allowing for a faster first response to any given area. However, the first unit is only a portion of the deployment question. It is critical to have enough units to respond to an incident's volume, type, and severity, as well as equalizing unit responses.
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Geographic Distribution Analysis
Units and stations should be distributed to offer the best chance of reaching an incident in its earliest stages. There are two primary sources for performance standards that address this geographic distribution. The ISO determines distance, while the NFPA uses time as a criterion.
The ISO uses a five-mile travel distance from a fire station as its standard. All areas within the City meet this requirement, meaning ISO should classify all buildings as having fire protection coverage.
For full credit in an ISO FSRS, any building within the jurisdiction should be within 1.5 miles of an engine company and 2.5 miles of a truck company.46 The City has an engine at its fire station, with additional rapid coverage from the nearest Arcadia and Pasadena fire stations. This provides adequate coverage for most of the City’s population centers.
However, relocating the station slightly east would ensure that all areas within the City are within the 1.5-mile travel distance standard, negating the need to count Arcadia Fire Department Station 107 in the ISO studies. The following figure shows the 1.5-mile travel distance from the closest stations that house engine companies. 46 www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companie.
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Figure 102: 1.5-Mile ISO Distance
The ISO designates specialized equipment, such as a truck company, separately from an engine company. While engine companies are typically found at most fire stations, truck companies are only located at specific locations. ISO requires these truck companies to be within 2.5 miles of any building. SMFD does not have a truck company, because the city’s building height restrictions alleviate this need. Pasadena Station 37 and Arcadia Station 107 each have a truck company available, and since these are on an automatic aid system, ISO may consider these stations in its calculation. However, only a small portion of the City is within the recommended distance of a truck company. The following figure shows the
2.5-mile road travel from Stations 37 and 107.
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Figure 103: ISO 2.5-Mile Truck Apparatus Distance
Unit Workload Analysis
Unit workload should be balanced to maintain readiness, resiliency, and service availability. While it is common for one unit to be busier than others, no crew should be overburdened to the point where it negatively impacts their effectiveness.
Incidents by Unit
SMFD has two unique units responding to all incidents within the incident records. The engine responded to 87% of the incidents, while the ambulance responded to 64%. The following figure shows the number of responses by NFIRS category for each unit.
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Figure 104: Engine & Ambulance Responses by Type (2019–2023) The annual incident volume for the engine is increasing gradually. However, an accurate trend analysis is complicated by the effect of the COVID-19 pandemic, and identifying a clear trend will require more time to account for the potential impact of the societal shutdown in 2020. The ambulance incident volume is increasing at a much faster rate, likely due to a sharp, although not numerically high, increase in 2022 and 2023 aid-given responses. The following figure shows the annual incident volume for each unit. 14 221
149
43 3,544
6 37
3 276
538
536
414
3,603
16 106
- 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000
Special (900)
False Alarm (700)
Good Intent (600)
Service (500)
Hazardous Condition (400)
Rescue-Medical (300)
Overpressure (200)
Fire (100)
Engine Ambulance
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Figure 105: Annual Unit Incident Volume (2019–2023)
Each incident requires a unit to remain on scene to manage the situation. Understanding the general duration a specific crew will be committed to the incident can aid operational planning. SMFD’s two units have different incident commit times, due to the ambulance’s longer times on an incident due to the need to transport. The following figure shows the average minutes each apparatus type was committed to a given incident category for the entire study period.
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Ambulance 41 Engine 41
2019 2020 2021 2022 2023
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Figure 106: Average Minutes Committed by Incident and Apparatus (2019–2023) One final dimension of unit workload is the amount of time each unit is committed to incidents throughout the year. The unit hour utilization (UHU) calculation evaluates how much time a crew is committed to an incident versus the total time on duty during a specific time frame. The formula for this calculation is the total time committed to an incident divided by the sum of all time the unit is staffed.
𝑈𝐻𝑈 =
∑ 𝑇𝑖𝑚𝑒 𝐶𝑜𝑚𝑚𝑖𝑡𝑒𝑑 𝑡𝑜 𝑎 𝑆𝑐𝑒𝑛𝑒
∑ 𝑇𝑖𝑚𝑒 𝑈𝑛𝑖𝑡 𝑖𝑠 𝑆𝑡𝑎𝑓𝑓𝑒𝑑 𝑎𝑛𝑑 𝐼𝑛 𝑆𝑒𝑟𝑣𝑖𝑐𝑒
Ideally, the primary unit at a station—typically the engine, the most flexible response unit— should have a UHU under 10%. Maintaining 10% UHU should indicate the unit has 90% availability for unscheduled events. Stations with multiple engine companies should aggregate to less than 10% UHU for all similar units. However, the appropriate UHU for ambulances is the subject of ongoing debate within the fire service.
15.8 9.5
22.3 42.7
55.4 35.0
62.7 14.6
6.3 16.2
23.2 24.8
25.5 58.0
14.2 False Alarm (700)
Good Intent (600)
Service (500)
Hazardous
Condition (400)
Rescue-Medical
(300)
Overpressure (200)
Fire (100)
Special (900)
Engine Ambulance
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Considering the ancillary work crews must complete and the need for personnel to rest and eat, a 24-hour shift unit should ideally have a UHU no higher than 45%. If a 24-hour ambulance approaches 30% UHU, it should be evaluated to ensure the crews have enough time for training, rest, and fitness to prevent burnout.
SMFD operates a moderately busy system, with the engine averaging 5.7% UHU and the ambulance averaging 8% UHU, with an increase in 2022 and 2023. Neither unit is approaching a cautionary UHU level. The following figure shows the UHU for both units.
Figure 107: Unit Incident Utilization (2019–2023)
Unit Average 2023 2022 2021 2020
Ambulance 41 8.0% 9.7% 9.2% 6.6% 6.6%
Engine 41 4.6% 4.8% 5.1% 4.2% 4.4%
The data does not show the time committed to an incident. Crews may be out of service for maintenance, training, or other events that do not appear in this analysis.
Approximately half of a crew’s day is spent in administrative, training, or recovery activities. For example, assuming crews are allowed eight hours of rest and recovery daily, two hours for meals, and two hours for station, equipment, and vehicle maintenance, this totals 12 hours. Additional time is usually allotted for physical fitness, training, and public education. However, these tasks can be scheduled flexibly to ensure the public always has access to their fire department.
Concurrency Analysis
Simultaneous incidents can impact an agency’s ability to respond. While SMFD maintains multiple units at its station, there may be times when all crews are engaged, leaving the jurisdiction reliant on outside aid.
The first aspect of the concurrency evaluation is determining how often more than one incident occurs simultaneously within SMFD's primary jurisdiction. The following figure shows how frequently multiple incidents happen simultaneously within the City.
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Figure 108: Concurrent City Incidents (2019–2023)
Incidents Operating Occurrence Percentage
Single Incident 86.8%
Two Incidents 10.3%
Three or More Incidents 2.9%
It is uncommon for SMFD to manage simultaneous incidents within the City. More than three incidents occurring simultaneously would necessarily be handled by aid companies.
However, focusing solely on jurisdictional incidents does not provide a complete picture for SMFD. The agency frequently responds as an automatic aid partner outside the City. The following figure shows the City and fire department’s multiple incident commitments.
Figure 109: Concurrent Incidents System-Wide (2019–2023) Incidents Operating Occurrence Percentage
Single Incident 88.7%
Two Incidents 9.2%
Three Incidents 1.2%
Four or More Incidents 0.9%
The preceding figure leads to two conclusions. First, when SMFD is busy, the rest of the surrounding agencies will likely be busy. Second, the entire system—whether SMFD is involved in calls or within the City—rarely exceeds two concurrent incidents.
Another unit workload factor is the number of units assigned to a specific incident. Almost 98% of SMFD incidents are handled by either one or two companies. Additional units, when needed, come from aid agencies. The following figure shows the percentage of incidents where the specified number of response units were operating.
Figure 110: Multiple Units Working (2019–2023)
Incidents Operating Occurrence Percentage
One Apparatus 45.2%
Two Apparatus 52.6%
Three Apparatus 1.1%
Four or More Apparatus 1.0%
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Performance Review
When evaluating a system, having a set of objectives or standards against which to measure performance is helpful. While national and state standards may be recommended, in California it is up to the authority having jurisdiction to adopt specific standards. In this case, SMFD has indicated it has adopted the national performance requirements. Therefore, NFPA standards are used as a reference where appropriate. This includes the NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (NFPA 1710). It also includes portions of NFPA 1225 Standard for Emergency Services Communications (NFPA 1225).
Evaluating overall performance requires an understanding of the lifecycle of an incident.
The process begins with a normal state and should end with a new normal state, with many measurable time segments in between. Some elements, such as call processing and turnout time, can be improved by tactical management techniques such as training and policy. However, other time segment performances, such as travel time, are typically managed by a strategic methodology such as station location. The following figure identifies each time segment in the incident lifecycle.
Figure 111: Incident Lifecycle
N
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T
T
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v T
v
v
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T T
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Handling FPA
122
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FPA 1 10
Fire
Department
Impact one
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The incident data provided did not allow for analysis of all time segments in the above list.
However, enough information was provided to evaluate call processing, turnout, travel, and total response time. The following figure shows each time segment, standards referenced, and the most influential organizational actions.
Figure 112: Incident Segment KPIs
Incident Segment Primary Agency
Influence Standard Benchmark
Normalcy Prevention
Local
Codes &
Ordinances
Community Risk Assessment
Discovery Public Education TBD
Notification Public Education TBD
Call Answer1
Dispatch Staffing,
Systems, Policy, &
Training
NFPA 1225
15 Sec 90th Percentile
20 Sec 95th Percentile
Call Transfer 30 Sec 90th Percentile
Call Processing 60 Sec 90th Percentile (priority)2
Turnout Time Station Design,
Policy & Training
NFPA 1710
60 Sec 90th Percentile (EMS)
80 Sec 90th Percentile (Other)
Travel Time (1st Due)
Station Location,
Systems, & Training
4 Min 90th Percentile
Travel Time (2nd Due) 6 Min 90th Percentile
Travel Time (ERF)
8 Min 90th Percentile
(Low or Moderate Risk)
10 Min 10 Sec 90th percentile
(High Risk)
Action Initiation or
Patient Contact
Station Location,
Systems, Staffing,
& Training
TBD
Control/Mitigation TBD
Recovery Prevention &
Public Education
Updated
Codes &
Ordinances
Community Risk Assessment
New Normal Prevention
Local
Codes &
Ordinances
Community Risk Assessment
1 Applies to both PSAP and Secondary Answering (Agency) Dispatch Centers 2 Non-Priority Incidents are exempt from NFPA 1225. Agencies are expected to set standards.
The time segment performance standards are evaluated as a percentile. This will allow SMFD to compare its performance against other agencies and the standard with a similar statistical technique.
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Call Processing Analysis
There are several time metrics of a dispatch center. The metrics identified in NFPA 1225 and NFPA 1710 are ring time and call processing. Ring time measures when the phone in dispatch begins to ring until it is answered. NFPA 1225 requires the ring time to be less than 15 seconds, 90% of the time and less than 20 seconds, 95% of the time. Call processing indicates the time it takes from when a call for help is answered until the first unit is notified that there is an incident. Verdugo Fire Communications Center (VFCC) was not asked for the additional data that would capture ring time, typically captured in a separate system.
Therefore, ring time was not explicitly evaluated for this report. However, VFCC reported a 10-second performance of 98.8% in the last fiscal year and an 11–15-second performance of 99.5%.47 For the rest of the evaluation, sufficient data was available to evaluate call processing.
Call processing time should be measured from when the phone is answered until the first, preferably correct, unit has been notified an incident is in progress. However, there is typically a brief period—usually seconds—from when the phone is answered, and the incident is started in the computer-aided dispatch system. For this analysis, it is assumed this short period, while not captured, is inconsequential.
The NFPA 1710 standard specifies that a high-priority incident should be processed within 60 seconds, 90% of the time. NFPA further defines specific call types to be processed within 90 seconds, 90% of the time and 120 seconds, 99% of the time. These incident types include those requiring emergency medical questioning, hazardous materials incidents, and technical rescue incidents. This additional time accounts for factors such as language translation, calls from devices used by hard-of-hearing individuals, text messages, and calls requiring location determination.
The data provided was evaluated for integrity and reliability, revealing only 0.03% of the data were statistically unreliable. This left 6,250 incidents for evaluation. Overall, VFCC process calls at approximately 2 minutes, 23 seconds, 90% of the time. The following chart shows the call processing time at the 90th percentile based on the NFIRS incident grouping for 2019–2023.
47 Verdugo Communications Center, Annual Report, FY2015.
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Figure 113: Call Processing by Year and NFIRS Category (2019–2023) Overall call processing time is slightly higher than the recommended 60 seconds. However, this appears to be skewed by the delay in fire-type incidents. The 90th percentile for EMS incidents, the primary type of incident SMFD responds to, is in less than 1 minute.
Another aspect of call processing time is how incident workload affects dispatch center performance. VFC manages the workload well, and the call processing time is relatively consistent by the hour. The following figure shows the call processing times of medical incidents and all other incidents by the hour of the day, with the call load added as a reference.
00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00
Special (900)
False Alarm (700)
Disaster (800)
Good Intent (600)
Service (500)
Hazardous Condition (400)
Rescue-Medical (300)
Overpressure (200)
Fire (100)
2023 2022 2021 2020 2019
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Figure 114: Call Processing by Incident Group and Hour (2019–2023) Turnout Time Analysis
Turnout time is the difference between when a unit is notified of an incident and when the unit responds. NFPA 1710 specifies the performance metric for this time segment is 60 seconds for medical incidents and 80 seconds for fire incidents. The additional 20 seconds for fire incidents is due to the need for crews to don more protective gear for the response.
For this analysis, the incidents will be grouped by EMS and others.
The data was analyzed for statistical reliability, and 7,326 unit records were measured. This accounts for over 95% of the recorded information, indicating a high-reliability percentage for this data point. Typically, only incidents where units responded with lights and sirens are evaluated. However, the data provided did not contain response methodology. Therefore, to capture expected performance in an emergency, only those incidents where the apparatus arrived within city limits were evaluated. SMFD-staffed apparatus have a turnout time of 2 minutes, 5 seconds at the 90th percentile. The following chart shows the turnout times by unit and general incident types.
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EMS - 90th Percentile Performance Others - 90th Percentile Performance EMS - Percent of Incidents Others - Percent of Incidents Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 170
Figure 115: Turnout Time by Apparatus (2019–2023)
Each apparatus is staffed with three shifts. which may have different turnout methodologies. The following figure shows the turnout time in the 90th percentile for each staffed unit grouped by shift and general incident type.
Figure 116: Turnout Time by Unit and Shift (2019–2023)
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Engine 41 Ambulance 41
EMS Others
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EMS Others EMS Others
Engine 41 Ambulance 41
A SHIFT B SHIFT C SHIFT
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As the preceding figure illustrates, the grouping by shift is similar to the overall standard, indicating the crews are performing consistently. Annually, the crews also seem to maintain consistency. The following figure shows each year’s 90th percentile turnout time performance in the data grouped by fire, EMS, and other incident types.
Figure 117: Annual Turnout Times by Incident Group (2019–2023) One final aspect of the turnout time analysis is the variation in percentile by the hour of the day. Since SMFD staffs its units 24 hours a day, it is expected that crews may try and sleep at night. However, sleeping personnel can affect how quickly they can reach the apparatus and begin to respond. The following figure shows the turnout percentile by the hour of the day, with the workload by general incident type added for reference. 02:13 01:4302:10 02:08 02:16 01:59 02:00 02:06 02:03 02:0202:30 01:52 02:04 01:28 01:58 00:00
00:30
01:00
01:30
02:00
02:30
03:00
EMS Fire Others
2019 2020 2021 2022 2023
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Figure 118: Turnout Time by Hour (2019–2023)
It is interesting to note the inverse pattern between turnout times and workload. This phenomenon is common in agencies, especially agencies with a lower call volume at night. This can be explained as a combination of crews resting and fewer incidents to analyze. A limited data set is generally much more susceptible to higher times and pronounced data swings.
Travel Time Analysis
NFPA 1710 lists several travel time requirements for apparatus. The first defined travel time is for the first unit, either an engine or a truck that can operate as an engine for 4 minutes.
The second-due engine's travel time requirement is 6 minutes, and the first-alarm should travel within 8 minutes for a moderate-risk structure fire.48 NFPA historically defined ALS travel time as 8 minutes, but the new standard leaves that up to the authority having jurisdiction.
48 National Fire Protection Association. Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departmentss.2020) [Appendix D].
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Travel time is the interval between when the apparatus checks en route and when it arrives on the scene. The City benefits from a very short theoretical travel time to almost anywhere in the city. This time closely follows the ISO 1.5-mile travel distance. The following chart shows the theoretical travel times from the SMFD and the two closest automatic aid stations.
Figure 119: Modeled 4-Minute Travel Time
Theoretic models are beneficial when evaluating potential outcomes. However, analyzing actual performance may give a better understanding of what the agency can provide.
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First Due Apparatus
The travel time data provided was 98.5% reliable. The first due performance for the City is 5 minutes, 44 seconds, including incidents where auto-aid units arrived first. SMFD's first due performance in aid areas is 10 minutes, 18 seconds. SMFD’s performance outside the City is worth noting, as the incoming auto-aid units may have a similar response time. The following figure shows the first due travel time for emergent responses within the City and surrounding areas.
Figure 120: Travel Time by Incident Group and Area (2019–2023) According to the included data, this response time has increased annually. In addition, the number of automated aid incidents has steadily increased from none in 2019 to 247 in 2023. The following figure shows the first due annual travel time performance within the City and in aid areas with the number of responses identified for reference. 05:19 05:16
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09:52
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10:33
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EMS Fire Others
Sierra Madre Auto Aid
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Figure 121: Annual Travel Time by Area (2019–2023)
Time of day can enormously impact travel times due to crew readiness, traffic patterns, and incident volume, although SMFD’s travel times throughout the day remain relatively consistent. The following figure shows the first due travel times by the hour, grouped by city or aid area, with the workload shown for reference.
Figure 122: Hourly Travel Time and Workload (2019–2023) 05:14 05:37 05:40
06:18 05:51
08:35
10:21 10:33 10:11
990
917
916
1,056 1,010
60 66
153
247
0 200
400
600
800
1,000
1,200
2019 2020 2021 2022 2023
00:00
02:00
04:00
06:00
08:00
10:00
12:00
Number of Incidents
90th Percentile Travel Time
Sierra Madre - Travel (90th Percentile) Auto Aid - Travel (90th Percentile) Sierra Madre - Incidents Auto Aid - Incidents
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
00:00
02:00
04:00
06:00
08:00
10:00
12:00
14:00
16:00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Percent of Workload
Travel Time
Hour
Sierra Madre Auto Aid Area Percent Workload
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 176
Effective Response Force
The second aspect of the travel time analysis is how easily the effective response force (ERF) needed for a type of incident can be assembled. ERFs change depending on the complexity and resources required of any incident. They can range from one unit to multiple units with specialty equipment. Two commonly evaluated ERFs are for EMS incidents and moderate risk structure fires. For SMFD, the ERF for an EMS incident is an ambulance and an engine or truck. In contrast, the ERF for a moderate-risk structure fire includes three engines, one truck, a chief, and one ambulance.
SMFD can maintain consistent ERF travel across all incident types due to the concentration of apparatus out of its one station. The following figure shows the travel time for emergent incidents of the first three arriving units.
Figure 123: First Three Units Responses (2019–2023)
There is minimal difference between the response times of the first two units, which is expected as they often respond together and from the same location. There is also little difference between the third unit’s arrival and subsequent times, again, mostly due to the concentration of automatic aid companies.
5.73 6.60
9.27 0
1 2
3 4
5 6
7 8
9 10
0%
20%
40%
60%
80%
100%
1 2 3
Travel Time Minutes
Percent of All Incidents
Order Of Unit Arrival
Percent of Incidents 90th Percentile Travel
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 177
The NFPA uses a moderate-risk structure fire to test whether the concentration of fire units is sufficient. In SMFD’s case, 1 firefighters are required on the scene of a moderate-risk structure fire. For SMFD to assemble this number of personnel, city response units and a reliance on automatic aid are required. The following figure is the number of firefighters able to be assembled in 8 minutes, assuming all personnel are in quarters at stations 32, 37, 41, 105, 106, and 107.
Figure 124: Effective Response Force (Concentration)
The previous figure indicates that much of the City has good overall coverage when automatic aid companies are available. The areas in yellow can expect enough people to effectively start working on a moderate-risk structure fire. Still, the entire response force may be slightly delayed.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 178
Total Response Time Analysis
Each time segment is analyzed to understand where performance can be measured and improved. However, the primary performance measurement is total response time because the person in need perceives this as the Fire Department’s performance. For example, SMFD’s first due total-response time for a structure fire and EMS incident is 7 minutes 36 seconds in the City and 14 minutes, 18 seconds in aid areas, or faster 90% of the time. The following figure shows incident types, the first due percentile, and the City and aid areas.
Figure 125: Total Response Times by Incident Groups (2019–2023) Annually, the responses to EMS and other incidents have remained steady. There is a more significant fluctuation in fire incidents, which is expected with a smaller data set. The following figure shows the incident group’s total first due response time. 07:08 06:33
08:31
09:54
23:06
14:23
00:00
03:00
06:00
09:00
12:00
15:00
18:00
21:00
24:00
EMS Fire Others
Sierra Madre Auto Aid
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 179
Figure 126: Annual Total Response Times by Incident Groups (2019–2023) Hourly response in the city is generally consistent. However, the added turnout time in the early morning is apparent in the total response time. The following figure shows the total response time in the city by hour with the incident workload as a reference.
Figure 127: Hourly Total Response Times (2019–2023)
06:52
05:58
08:06
07:13
09:13
07:50
06:58
05:37
07:55
07:11
08:02
09:48
07:24
03:54
08:56
00:00
02:00
04:00
06:00
08:00
10:00
EMS Fire Others
2019 2020 2021 2022 2023
00:00
02:00
04:00
06:00
08:00
10:00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 0%
1%
2%
3%
4%
5%
6%
7%
8%
Total Time
Hour
Percent of Evaluated Incidents
In City Total Time (90th Percentile) Percent of Incidents Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 180
Emergency Medical Service System Performance
SMFD provides ALS and BLS transport services to the City. It also provides this service to the surrounding communities through an automatic aid agreement. Because SMFD provides medical transportation services, a more thorough investigation of the EMS response segment is warranted. SMFD operates one ambulance, although seven additional are available in Pasadena and Arcadia. However, the primary focus of this evaluation is SMFD’s Ambulance 41.
EMS Service Demand
The majority of incidents with the SMFD system are EMS-related, accounting for 73% of SMFD unit responses throughout the entire system for the five years of data. This is slightly higher than the total number of overall EMS incidents because the engine and ambulance typically respond together to a medical incident. The following figures show the percentage of unit responses as either EMS or another type of incident.
Figure 128: Percentage of EMS Incident (2019–2023)
Not only are EMS incidents the primary response type in the system, but they also account for the largest proportion of time spent on incidents. This is typical in systems that provide transport services, as each trip to the hospital accounts for longer times associated with each incident. The following figure shows the percentage of time the SMFD units are engaged in EMS versus other incident types.
73%
27%
EMS Others
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 181
Figure 129: Percentage of Time on Incidents (2019–2023) The incidents with a patient contact form in the ePCR system have one of three dispositions. The data indicates that 97.5% of the incidents with a patient result in a person being treated and transported. Additionally, most patients transported were attended by a paramedic and classified as ALS transport. The following figure shows the percentages of dispositions for each of the patient contact reports.
Figure 130: Patient Disposition Percentages (2019–2023) 84%
16%
EMS Others
2.5%
17.3%
80.2%
BLS
No Transport
ALS
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 182
Not all transports have the same priority. The more severe the medical need, the more likely the need for a specialized facility and a faster response to definitive care. The following figure shows the percentage of transports by listed patient acuity.
Figure 131: Patient Acuity (2019–2023)
The system records 64 different provider impressions. However, over 90% of the incidents involve one of 23 different impressions, and over half have one of five provider impressions.
The most common medical incident impression is a traumatic injury, while the least common is electrocution or exposure to hazardous material. The following figure shows the top ten provider impressions as a percentage of the total.
3.0%
11.5%
16.9%
68.6%
Severe
None
Moderate
Mild
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 183
Figure 132: Top 10 Provider Impressions (2019–2023)
Of the patients transported to area hospitals, over 99% were single patients transported by ambulance, with multiple patients in an ambulance accounting for less than 1% of transports. Three area hospitals received most of SMFD’s patients. Over 99% of all patients were received at USC Arcadia Hospital, Huntington Memorial Hospital, or San Gabriel Valley Medical Center. The majority were received at USC Arcadia Hospital. The following figure shows the percentage transported to the various regional receiving facilities.
Figure 133: Percentage of Destinations (2019–2023)
4%
5%
5%
5%
6%
7%
9%
9%
14%
36%
Stroke/CVA/TIA
Body Pain Non-truamatic
Respiratory Distress- Other
Behavioral/ Psychiatric Crisis
No Medical Complaint
Altered level of Consciousness Not
hypoglycemia or Seizure
Snycope/ Near Syncope
Abdominal Pain/Problems
Weakness-General
Traumatic Injury
0.57%
2.88%
24.44%
72.11%
Other Facility
San Gabriel Valley Medical Center
Huntington Memorial Hospital
USC Arcadia Hospital
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 184
SMFD responded out of the City 28% of the time in 2023. This percentage has steadily increased annually since 2019. The following figure shows the percentage of patients by response area by year.
Figure 134: Annual Patients Transported from Location (2019–2023) EMS Temporal Study
Much of the temporal study for EMS mirrors the overall temporal analysis conducted earlier in this section since EMS incidents account for most SMFD responses. However, patient transport has increased since 2019, which will likely continue. The following figure shows the annual patients transported since 2019.
Figure 135: Annual Patient Transports (2019–2023)
99%
1%
88%
12%
86%
14%
80%
20%
72%
28%
In City Auto Aid Area
2019 2020 2021 2022 2023
0 100
200
300
400
500
600
700
2019 2020 2021 2022 2023
Total Linear (Total)
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 185
EMS incidents occur at a frequency similar to the overall response patterns throughout the day. However, there is a noticeable increase in demand for service between 8:00 a.m. and noon. In addition, there is a higher demand for patient transportation in the early morning hours, starting at 1:00 a.m. The following figure shows the percentage of patients transported by hour.
Figure 136: Hourly Transport Percentages (2019–2023)
EMS System and Unit Performance
Travel time to a local hospital can be a concern because SMFD does not have a hospital within the city boundaries. The 90th percentile travel time to the closest facility, USC Arcadia, is approximately 10 minutes. For the other two nearby facilities, the 90th percentile travel time is closer to 20 minutes. The following figure shows the 90th percentile travel time to each receiving facility with a reference line denoting the total number of transports to that facility.
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223
Percent of Transports
Hour of the Day
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 186
Figure 137: Travel Time to Destination (2019–2023)
This time is included in the unit hour utilization component. Typically, the ambulance is in service for the system when it departs the hospital. However, it can take some time for the unit to return to the city.
Another factor in the total unit utilization is the duration an apparatus remains at the hospital before the receiving facility takes possession of the patient. This time is commonly called patient offload or wall time.
Although SMFD does not capture actual patient offload times in its data, it can be inferred as the difference between when the ambulance arrives at the hospital and when it becomes available again. SMFD faces significant facility wait times, often ranging between 1 and 1.5 hours. The following figure shows the median time a unit waits at a hospital, presumably for the staff to receive the patient and for the ambulance to get back into service.
-
500
1,000
1,500
2,000
2,500
3,000
0:00:00
0:05:00
0:10:00
0:15:00
0:20:00
0:25:00
0:30:00
0:35:00
0:40:00
0:45:00
Other Facility San Gabriel
Valley Medical
Center
Huntington
Memorial
Hospital
USC Arcadia
Hospital
Travel Time to Facility
Number of Transports
Destination Travel (90th %) Total Transports
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 187
Figure 138: Median Hospital Wait Time (2019–2023)
These times are excessive by any measure. The County of Los Angeles Department of Health Services adopted an ambulance patient offload time of 30 minutes or faster 90% of the time.49 The 90th percentile for SMFD is 1 hour, 4 minutes. 49 County of Los Angeles Department of Health Services (revised 7/1/2023), Ambulance Patient Offload Time (APOT) Reference Number 505.
-
500
1,000
1,500
2,000
2,500
3,000
0:00:00
0:10:00
0:20:00
0:30:00
0:40:00
0:50:00
1:00:00
1:10:00
1:20:00
1:30:00
1:40:00
Other Facility San Gabriel
Valley Medical
Center
Huntington
Memorial
Hospital
USC Arcadia
Hospital
Number of Transports
Wall Time
Facility Wait Time Total Transports
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 188
POPULATION GROWTH & SERVICE DEMAND PROJECTIONS
Service demand is generally driven by population. However, the relationship between general population, population density, population growth, and demographic distribution is poorly understood. Therefore, this analysis provides information for leadership to determine appropriate resources and distribution.
Population Growth
The population in the City has remained relatively fixed since 2010. As an incorporated city, the California Department of Finance (CDoF) and the US Census track and publish statistics and population information. This analysis uses data from the US Census Annual Community Survey (ACS) and CDoF.
Based on the US Census data, the population in the City grew to 11,179 people in the 2020 census. This is an increase of 262 people over the 2010 census, representing a modest 2% growth over ten years. Both the ACS and CDoF figures place the population near 11,000 in 2024, and this static trend is estimated to continue. The projected population for 2054 ranges between 10,200 and 11,500. The following figure shows the 30-year projection based on the previous 14 years of ACS and CDoF data.
Figure 139: 20-Year Population Forecast with 95% Confidence Bands 10,917
2010
11,179
2020
2024
10,909
2029
10,912
2034
10,898
2039
10,884
2044
10,870
2049
10,856
2054
10,843
9,000
9,500
10,000
10,500
11,000
11,500
12,000
Population Population Forecast
Lower (95% Confidence) Upper (95% Confidence)
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 189
Population Distribution
The City is mostly developed, with much of its housing being single-family residential on small lots. The hillside area features some larger homes on larger lots, and a few multifamily units. Most businesses are located in the downtown area.
The current general population density is 3,100 people per square mile, with the highest density in the southwestern region. Since the city is almost fully developed, significant changes in population distribution are unlikely. The following figure shows the current population distribution based on census blocks.
Figure 140: 2024 ACS Population Distribution
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 190
Service Demand
Standard linear and polynomial projection models were applied to the four years of data provided by SMFD. Each model was evaluated using the R2 methodology for the best data fit. During the initial evaluation, the linear regression analysis provided the best fit. With only five years of data and the unknown impact of the COVID-19 pandemic, a clear picture of the incident demand projection is challenging.
Responses within the city remained relatively steady over the five years of data. However, with more participation by SMFD in the automatic aid areas, volume growth was evident.
The following figure shows the incident responses remained generally consistent from 1,034 in 2019 to 1,109 in 2023 and can be reasonably expected to grow to between 1,500 and 2,000 incidents by 2043, with a 95% confidence level.
Figure 141: Service Demand Projection to 2032
2020
956
2023
1,109
2033
1,466
2043
1,811
-
500
1,000
1,500
2,000
2,500
2019202020212022202320242025202620272028202920302031203220332034203520362037203820392040204120422043 Incidents Incident Forcast
Lower (95% Confidence) Upper (95% Confidence)
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 191
ESTABLISHMENT OF PERFORMANCE OBJECTIVES
SMFD provides fire protection, first responder EMS, EMS transport, and other emergency services to the City. It also responds to the surrounding area through mutual and automatic aid agreements. SMFD has one engine and one ambulance, and it relies heavily on automatic aid agreements for incidents requiring more than these units. Therefore, enough apparatus must be dispatched to complete the critical tasks associated with each type of incident and corresponding risk.
During a fire, the critical tasks that must be performed can be broken down into two key components: life safety and fire-flow.
Life safety tasks are based on the number of building occupants and their location, status, and ability to take self-preservation action. Life safety-related tasks involve the search, rescue, and evacuation of victims.
The fire-flow component involves delivering sufficient water to extinguish the fire and creating an environment within the building that allows firefighters to enter.
The number and types of tasks requiring simultaneous action will dictate the minimum number of firefighters needed to combat various fires. Without adequate personnel to perform these actions, the commanding officer must prioritize the tasks and complete some in chronological order rather than concurrently. These tasks include:
• Command
• Scene safety
• Search and rescue
• Fire attack
• Water supply
• Pump operation
• Ventilation
• Backup/rapid intervention
Critical task analyses also apply to all agency program categories. To effectively control an emergency, numerous simultaneous tasks must be completed. SMFD’s ability to quickly muster the needed numbers of trained personnel is critical to successful incident outcomes.
Risk levels for each response type have been identified throughout this document. They are generally classified into low, moderate, high, and maximum risks. These classifications apply across the five department programs of fire response, EMS, technical rescue, hazardous materials response, and wildland firefighting. Risk levels and classifications are found in the community risk section of this report.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 192
SMFD completed a critical tasking overview as part of this study. Each hazard type was identified, and the expected number of personnel was determined based on critical tasking and operational procedures. The following summarizes the total personnel required by incident type and risk category.
Figure 142: Staffing Determinations Base on Risk
Incident Type Maximum
Risk High Risk Moderate Riske Low Risk
Fire 46 31 17 3
Emergency Medical 73 27 7 2
Wildland/WUI N/A 47 33 5
Technical Rescue 51 21 10 5
Hazardous Materials 49 28 17 5
Establishing resource levels needed for various emergencies is a uniquely local decision.
Factors influencing incident staffing include the type of equipment operated, training levels of responders, operating procedures, geography, traffic, and the nature of buildings and other risks protected.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 193
Critical Tasking
SMFD has developed the Critical Task Analysis in Figure 143 through Figure 147 using risk matrices for various incident types. Critical tasks are those activities that must be conducted promptly by firefighters early in emergency incidents. This intervention is essential to control the situation, stop loss, and perform the necessary tasks required for a medical emergency. SMFD is responsible for ensuring those responding companies can perform all described tasks promptly, efficiently, and safely. The following figures are SMFD’s minimum number of personnel needed by incident type and risk severity by function.
Figure 143: Fire Response Critical Tasking
Function Maximum
Risk
High
Risk
Moderate
Risk
Low
Risk
Command/Support 3 2 1 1
Safety 1 1
Size up (360°) 1 1 1
Driver/Engine or Pump Operator 9 6 3 1
Water Supply * *
Standpipe/Sprinkler Control * *
Fire Attack 7 5 2 1
Search & Rescue 4 2 2
Ventilation/Utilities 8 4 3
Backup Line 2 2 1
Rapid Intervention Team 6 4 2
EMS Unit - ALS 4 2 2
Auxiliary Unit 1 2
Total Effective Response Force 46 31 17 3
* Temporary Assignment
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 194
Figure 144: Emergency Medical Services Critical Tasking Function Maximum
Risk High Risk Moderate Risk
Low
Risk
Command 2 1 1
Operations 1
Triage Group 6 3
Advanced Life Support Treatment 9 3 4 2
Extrication/Hazard Mitigation 9 2
Transport Group 43 20
Staging 3
Total Effective Response Force 73 27 7 2
Figure 145: Wildland/WUI Fire Critical Tasking
Function High Risk Moderate
Risk
Low
Risk
Command 2 1 1
Safety 1 1
Size up (360°) 1
Driver/Engine or Pump Operator 1
Fire Attack 2
Recon Group 3 3
Lookout 1
Driver/Engine or Pump Operator 6 4
Flank Divisions 12 12
Water Supply 4 3
Holding 6
Structure Protection 12 6
Staging 3
Total Effective Response Force 47 33 5
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 195
Figure 146: Technical Rescue Critical Tasking
Function Maximum
Risk
High
Risk
Moderate
Risk
Low
Risk
Command/Support 2 2 1 1
Safety 1 1 1
Size Up (360°) 1
Extrication/Hazard Mitigation 5 2
Operations 1 1
Rescue Teams 18 12
Rescue Support Group 6 3
Advanced Life Support Treatment 20 2 2 2
Staging 1
Auxiliary Unit 2
Total Effective Response Force 51 21 10 5
* Temporary Assignment
Figure 147: HazMat Critical Tasking
Function Maximum
Risk
High
Risk
Moderate
Risk
Low
Risk
Command/Support 2 2 1 1
Safety 1 1 1
Size Up (360°) 1
Pump Operation/Decon 2
HazMat Group Supervisor
Hazard Mitigation 13 3
Operations 1 1
Entry Team Officer and Team 4 4
Backup Entry Team 4 4
HazMat Support Group 6 3
Decon Group 6 3
Medical Group 20 8
ARFF 3
Total Effective Response Force 49 28 17 5
* Temporary Assignment
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 196
Alarm Assignments
As a smaller department, SMFD encounters certain complexities organically built into the system. For example, the department relies on outside agencies for larger and more complex incidents. The following figure shows staffed apparatus and unit levels, including the three closest automatic aid departments.
Figure 148: Aid Units & Staffing Levels
Apparatus Units Staffing Total
Staff
Engine 41 1 3 3
Rescue Ambulance 41 1 2 3
Total SMFD Staff 2 5
Arcadia Engines 3 3 9
Arcadia Trucks 1 3 3
Arcadia Ambulances 2 2 4
Arcadia Battalion Chiefs 1 1 1
Total Arcadia Staff 7 17
Pasadena Engines 8 4 32
Pasadena Trucks 2 4 8
Pasadena Ambulances 5 2 10
Pasadena Battalion Chiefs 1 1 1
Total Pasadena Staff 16 51
Monrovia Engines 2 3 6
Monrovia Trucks 1 3 3
Monrovia Squad 2 2 4
Monrovia Battalion Chiefs 1 1 1
Total Monrovia Staff 6 14
Total Closest Available 31 87
The preceding figure identifies the difficulty of relying on a specific apparatus to fill any alarm assignment. SMFD-staffed units have enough on-duty personnel for low-risk alarm assignments. The robust automatic aid system provides SMFD access to enough resources to handle most of the moderate incidents they are likely to encounter. However, that is only part of the story. Having enough units available is essential but positioning them close enough to intervene effectively is just as important.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 197
The intent is to build a dispatch model that most effectively fulfills the tasking requirement for the various levels of risk. It is essential for both the agency and dispatch center to ensure the necessary staffing levels are met with the initial dispatch. The following compares the agency's reported dispatch complement of units and personnel to the identified staffing requirements for the associated risk levels.
Figure 149: Fire Alarm Assignments by Risk
Dispatched Apparatus SMFD
Units
SMFD
Staff
Aid
Units
Aid
Staff Staffing
Low Risk (ERF staffing = 3)
Engine 1 3 3
Totals: Over/(Under) ERF 1 3 0 0 0
Moderate Risk (ERF staffing = 17)
Engine 1 3 2 6 9
Ladder 2 7 7
Battalion Chief 1 2 1 1 3
EMS 0
Totals: Over/(Under) ERF 2 5 5 14 +2
High Risk (ERF staffing = 31)
Engine 1 3 5 15 18
Truck/Rescue 3 10 10
Battalion Chief 3 3 3
EMS 1 2 2
Totals: Over/(Under) ERF 2 5 11 28 +2
Maximum Risk (ERF staffing = 46)
Engine 1 3 8 24 27
Truck 4 12 12
Battalion Chief 4 4 4
EMS 1 2 1 2 4
Totals: Over/(Under) ERF 2 5 17 42 +1
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 198
Figure 150: Emergency Medical Assignments by Risk
Dispatched Apparatus SMFD
Units
SMFD
Staff
Aid
Units
Aid
Staff Staffing
Low Risk (ERF staffing = 2)
EMS Units 1 2 2
Fire Units 0
Totals: Over/(Under) ERF 1 2 0 0 0
Moderate Risk (ERF staffing = 7)
EMS Units 1 2 1 2 4
Fire Units 1 3 3
Totals: Over/(Under) ERF 2 5 1 2 0
High Risk (ERF staffing = 27)
EMS Units 1 2 8 16 18
Fire Units 1 3 2 6 9
Totals: Over/(Under) ERF 2 5 10 22 0
Maximum Risk (ERF staffing = 73)
EMS Units 1 2 19 38 40
Fire Units 1 3 13 35 38
Totals: Over/(Under) ERF 2 5 32 73 +5
Figure 151: Wildland/WUI Assignments by Risk
Dispatched Apparatus SMFD
Units
SMFD
Staff
Aid
Units
Aid
Staff Staffing
Low Risk (ERF staffing = 5)
Fire Units 1 3 3
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 0 0 0
Moderate Risk (ERF staffing = 33)
Fire Units 1 3 11 29 32
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 11 29 +1
High Risk (ERF staffing = 47)
Fire Units 1 3 18 44 47
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 18 44 +2
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 199
Figure 152: Technical Rescue Assignments by Risk
Dispatched Apparatus SMFD
Units
SMFD
Staff
Aid
Units
Aid
Staff Staffing
Low Risk (ERF staffing = 5)
Fire Units 1 3 3
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 0 0 +0
Moderate Risk (ERF staffing = 10)
Fire Units 1 3 4 12 15
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 4 12 +7
High Risk (ERF staffing = 21)
Fire Units 1 3 3 7 10
EMS Units 1 2 2
Rescue Units 2 12 12
Totals: Over/(Under) ERF 2 5 5 19 +3
Maximum Risk (ERF staffing = 51)
Fire Units 1 3 7 17 20
EMS Units 1 2 9 18 20
Rescue Units 2 12 12
Totals: Over/(Under) ERF 2 5 18 47 +1
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 200
Figure 153: Hazardous Materials Assignments by Risk
Dispatched Apparatus SMFD
Units
SMFD
Staff
Aid
Units
Aid
Staff Staffing
Low Risk (ERF staffing = 5)
Fire Units 1 3 3
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 0 0 +0
Moderate Risk (ERF staffing = 17)
Fire Units 1 3 6 13 16
EMS Units 1 2 2
Totals: Over/(Under) ERF 2 5 6 13 +1
High Risk (ERF staffing = 28)
Fire Units 1 3 7 17 20
EMS Units 1 2 4 8 10
HazMat Units 2 8 8
Totals: Over/(Under) ERF 2 5 13 33 +10
Maximum Risk (ERF staffing = 49)
Fire Units 1 3 10 27 30
EMS Units 1 2 9 18 20
HazMat Units 2 8 8
Totals: Over/(Under) ERF 2 5 21 53 +9
Response Time Performance Objectives
There are two primary goals for establishing an effective response force total based on critical staffing. The first is to align the incident need with available resources, creating an efficient methodology for responding to incidents. As is evident in the previous section, some areas require attention if SMFD is to improve deployment efficiency. The other goal is to assess whether the deployment methodology effectively meets the needs of various incident types.
The deployment analysis based on an effective response force requires two components:
an effective response force, and performance objectives. The most common methodology for a fire department to evaluate itself is through time analysis. At a minimum, the arrival times of the first due unit and the ERF should be analyzed from the customer's perspective. This total time starts when the customer calls for service and includes meeting the benchmarks for first due and ERF arrival.
Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 201
NFPA 1710 can be applied to SMFD; the department indicated this was its benchmark time. This standard is described earlier in the report and does not need to be repeated. In addition, the ambulance service contract may indicate a different level of response.
However, the NFPA standard is likely to be more aggressive and will naturally meet any other standards. The following figure is a recreation of the response time stamps indicated by NFPA for career departments.50
Figure 154: NFPA Response Time Compliance Requirements
Time Segment Compliance
Percentile Benchmark SMFD 5-Year Performance
PSAP Answer 90%
95%
15 Seconds
20 Seconds Unknown
PSAP Transfer 90% 30 Seconds Unknown
VFC Answer 90%
95%
15 Seconds
20 Seconds Unknown
VFC Call Processing (priority
calls) 90% 60 Seconds 2:23
Turnout Time (EMS)
Turnout Time (Other) 90% 60 Seconds80 Seconds
2:07
2:18
Travel Time (First Due)
Travel Time (2nd Due)
Travel Time (ERF – L/M Risk)
Travel Time (ERF – High Risk)
90%
4 Minutes
6 Minutes
8 Minutes
10:10
5:44
6:36
Not enough
Data
The preceding time segments may be helpful for SMFD to adopt. The most significant single improvement for SMFD will be in turnout time, which can be improved through policy enforcement, crew evaluation, and improved station layout and technology. While VFC is not directly within the fire department's management purview, they can influence it using data requests and contractual performance language. The PSAP times will typically originate from the Sierra Madre Police Department communications center. With the cooperation of city leadership, this can be a manageable time segment. Finally, travel time will be predominantly affected by the location of the fire station. 50 National Fire Protection Association (NFPA) 1710 (2020) Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments & NFPA 1225 (2022) Standard for Emergency Services Communication.
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Establishing time-centric response goals is the most common and typically easiest to produce. However, the City culture may be more accepting if SMFD evaluates different metrics, such as outcomes, customer satisfaction, or other less time-driven concepts.
Therefore, it will be incumbent on SMFD to explore appropriate and attainable measures.
While defined goals are necessary, it is common for departments to develop performance zones to match services with demographic densities.
Fire agencies throughout the United States establish risk zones based on risk and population density. Risk or “demand” zones provide a more accurate picture of service delivery performance. This may be especially relevant for fire departments as extensive and diverse as SMFD.
The preceding response discussion is presented as examples in the hope that it provides SMFD with the information necessary to establish response standards and targets. Setting response standards and performance goals should be viewed as a strategic planning tool for community loss control. For SMFD, it should help determine whether the current department performance is satisfactory and what steps may be necessary to improve that performance.
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COMPLIANCE METHODOLOGY OVERVIEW
This Community Risk Assessment: Standards of Cover presents a detailed picture of SMFD's current performance. However, this is just a starting point for the agency to pursue improved performance. SMFD will benefit from an ongoing data analysis system to maximize the information presented. The approach should demonstrate performance in a meaningful and actionable way to leadership and create performance transparency for elected officials and residents.
Designing an analysis system is time-intensive, requiring capital and talent. Leaders must understand and engage in data analytics. SMFD will also need to identify and assign someone with a penchant for data analytics, statistics, databases, and mathematics, regardless of the technology used. The plan, do, check, and act framework presents an analytic system's design and implementation concept. This is called the Deming cycle of continuous improvement and is pictured in the following figure.
Figure 155: Deming Cycle51
51 www.getvetter.com/posts/129-define-continuous-improvement-8-experts-definitions.
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Plan—Research & Codify
Creating a durable analytic system requires a definition and understanding of what the data should present, the impacts of the information, and what constitutes the data stream.
Once the descriptions are understood, they must be adopted as policies and acceptable practices. The following areas are presented for SMFD to consider as they plan for performance improvement.
Adopt Overall Performance Objectives
The first step for SMFD is to decide what key performance metrics they will monitor and manage. SMFD's current performance reports focus primarily on call volume and finance, with very little evaluation of time metrics for performance enhancement or management.
The performance evaluation information in this document is a good starting point for understanding and defining which objectives the agency wishes to evaluate.
SMFD and city leadership must agree on what performance metrics the department will manage. This document should provide some direction and the foundation for these discussions. The time components being managed should correlate to an overall service objective or area. Fortunately, SMFD stated they have adopted NFPA 1710 standards for performance goals. While this is a laudable goal, and they are close to meeting some of the first unit time standards, achieving full compliance with these standards will be challenging given the current resource distribution and reliance on automatic aid.
These standards provide a strong foundation for developing a performance evaluation system. For example, setting a benchmark of the first due unit in an urban area for medical calls at 6 minutes for total response time on a high-priority emergency medical call aligns with NFPA standards. Understanding the total time requirements establishes a base for call segment benchmarks. Recall that this report's 90th percentile total response time on all medical calls is 7 minutes, 36 seconds. Combining the requirement and historical performance for medical calls will mean the benchmark performance in the City is 6 minutes, with a baseline of 7 minutes, 8 seconds.
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Establish Management Segments
As discussed earlier in the performance section, an emergency incident has several identifiable segments. By adopting time objectives based on these segments, an agency can understand how its actions affect an incident's total response time. While much of the analytics available for the fire service is based on time, this is not the only performance that can be measured. Each segment can identify areas where the performance objective may be other than time, such as quality or prevention. However, the most widely available and used metrics center around time.
Once the agency masters time analysis, it should expand into the less traditional performance evaluation methods. The following figure identifies the emergency incident segment, potential metrics, applicable NFPA standards, and other comments.
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Figure 156: Incident Segments
Segment Key Performance Metric Standard Comments
Normal State Community demographics
N/A
This base state
needs to be
defined. Prevention
mainly affects this.
Incident Initiation
Incident Counts
Incident Detection
Notification Action
PSAP Answer NFPA 1225 Prevention and
PSAP Notification Education.
PSAP Interrogation PSAP Transfer & Agency
Answer NFPA 1225 CAD-to-CAD
Agency Notification agreements.
Agency Interrogation
Call Processing
Total
Response
Time
NFPA 1221
& 1710
These segments
should be
evaluated at a
minimum. Each
segment should
have an adopted
performance
standard.
FD Notified
FD Unit Dispatched
> Turnout Time
> Travel Time
FD Unit Responding NFPA 1710
FD 1st Unit Arrives
FD ERF Dispatched
ERF Travel & Total Time NFPA 1710
FD ERF Arrives
EMS To Destination
> Destination Travel
> Wall Time N/A Applicable to EMS
transport agencies. EMS At Destination
EMS Clear Destination
FD Units Clear Incident
From dispatch to clear,
total time translates into
unit utilization.
N/A
Used to evaluate
unit workload and
availability.
Normal State
The outcome of the incident response is the gold standard for service delivery analytics. However, this advanced study is outside the scope of this report and requires unconventional research and analytic methods.
Expanding on the medical incident example, the time segments for the first arriving unit in a medical call will be call processing, turn out, travel, and total response times. However, due to dispatch performance, SMFD could benefit from adding the call answer and PSAP transfer time segments as management components in its formal performance evaluations. This decision will need to be made by City and SMFD leadership.
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For medical incidents, NFPA recommends a total response time of six minutes for the first unit. By evaluating the travel time extent map earlier in this report, it can be estimated that a travel time of four minutes is possible. Therefore, the benchmark for travel time on medical incidents can reasonably be set to four minutes. The relationship between the PSAP, the city police dispatch, and VFCC must also be considered. NFPA recommends a call transfer time of 30 seconds and a call processing time for the secondary PSAP of one minute for high-priority calls.
Additionally, the agency may adopt NFPA turnout time standard of one minute for medical calls as a benchmark. This would mean a total response time benchmark of 6 minutes, 30 seconds. Based on the current EMS total response time and overall baseline performance of 7 minutes, 8 seconds or faster, 90% of the time, a benchmark of 6 minutes, 30 seconds seems plausible and attainable.
Performance Specifics
The next step is defining what meets the analysis's performance requirements. For example, should command officers in a command car have the authority to stop the response clock, or should it be limited to an apparatus designed and equipped to address the incident specifics? Can an ambulance stop the clock on a structure fire, or should it be an apparatus that can begin to address the fire hazard, such as fire attack and water supply? There is no single answer to these questions, and leadership must define these criteria to align with the community's performance expectations.
The apparatus variable may be defined by type or a description of capabilities. If the capabilities of an engine company are well known, then stating a first due apparatus as the engine company may suffice. However, if the engine companies differ in capabilities, a more detailed definition may be necessary. For example, a complete description might state, "the first arriving company capable of providing a minimum of three firefighters, officers, or engineers, and equipped with an AED and EMT-B firefighters." It will be up to the agency to clarify this component. However, CFAI expects clear definitions of the capabilities of the first arriving and effective response forces. For SMFD medical incidents, the leadership could designate the first engine or ambulance as the clock-stopping vehicle. This is what will be used in the example.
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Another variable that should be defined is geographic limitations. For example, an agency may state the travel time for a building within one road mile from the station would be four minutes, while those more than two road miles require 10 minutes. A more common methodology is to evaluate population density. NFPA standards are used as the benchmark level in the EMS example being constructed.
SMFD may add or limit the number of qualifying statements for any incident type. However, the result remains the same: a performance chart based on incident type—possibly including severity—that would include goals, standards, differences, and references. The following figure shows a potential performance statement example based on the abovementioned EMS information.
Figure 157: Performance Chart Example
Key Metric Baseline Benchmark Strategic
Improvement Reference
First-due engine or truck performance for medical incidents in urban areas.
PSAP Transfer Unk 0:30 City Dispatch
Center City Policy
Call Processing 0:50 0:40* VFCC Center Service Contract Turn Out Time 2:04 1:00 Management
initiatives Meets NFPA 1710
Travel Time 5:19** 4:00 Routing and
training Meets NFPA 1710
Total Time 7:24 6:10
Turn out time
focus Exceeds NFPA
* Priority Incidents Only
** In City Only
The preceding figure is an example and does not necessarily meet or follow the overall performance review acceptable by SMFD and the City. However, it does illustrate the process. This process would be repeated for all the service areas SMFD intends to manage with data. For example, as in this risk assessment document, SMFD could continue to group fire, medical, and other incidents.
One concept to remember is that total response times are not an aggregate of call processing, turnout, and travel times. Because the evaluation in this case uses the 90th percentile, the baseline incident time segments do not stack vertically, and the total time is its own statistical analysis. In other words, adding call processing, turnout time, and travel time for all incidents will not necessarily equate to the 90th percentile total response time.
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Develop Evaluation Methodology
With the performance charts defined for each incident segment and type, a methodology should be developed to analyze performance. During this stage, the agency should evaluate who will perform the analysis and what tools they need to complete their tasks.
Reporting periods and management expectations from the reports should also be defined.
It is common for leaders to see a technical report, such as a statistical evaluation of performance, and take little action. The reason for these statistical evaluations is to help leaders decide what to change, add, or maintain to provide the best service to the community. Unfortunately, technical reports that are not well understood or report irrelevant information are often useless. Such reports are received, read, filed away, and forgotten without connecting operations to the statistics.
Statistics are not a magic solution. Statistics were developed to reference complex issues and make them easier to comprehend. However, inaccurate or misleading evaluations can cause damage and other problems. For an excellent example of mathematical systems being inappropriately applied and corrupted by leaders, see the book "The Fires" by Joe Flood. Statistical measures need to be valid, representative, and consistently applied.
At its heart, statistics in emergency services should be designed to add an understanding of historical performance, reported in a way that is consistent and comparable to other similar agencies. To make this work for SMFD, leadership must discuss and agree upon the statistical measures they will use. For example, they may use the mean or median measures for good reasons. However, the NFPA and CFAI have moved to a percentiles for fire department performance analysis, typically the 90th percentile. Therefore, while SMFD has the discretion to choose its statistical measures, it should consider continuing with the 90th percentile measures presented in this document.
When building an evaluation methodology, the final consideration is what data will be used in the analysis. There is significant debate within the fire service regarding what constitutes flawed data or outliers. Again, the decision on what to include and potentially exclude is up to the SMFD leadership. For credibility, these decisions should be well documented.
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Errors in the records system are typically caused by people. For example, information in a record may be added incorrectly or left blank. These errors apply to time fields, code application, narration, and incident specifics an analyst uses to slice the data. Since these errors are usually created when the incident record is built, incorporating a robust quality assurance and training program is the most effective solution.
A quality assurance program involves reviewing each incident for errors and unacceptable performance. Once the incident report is complete, it is placed in a quality check queue.
A reviewer who has knowledge of the call but not necessarily on the incident will then evaluate the report for accuracy. The following list is an example of a minimum quality assurance review.
• Well-written narratives that are legally defendable.
• All dispatched units added the correct information.
• Incident type matches the incident findings in the narrative or what the quality evaluator knows to be true about the incident.
• Incorrect date and time-stamped information is corrected through a verification process.
• Unexpected date and time-stamped information is captured and explained.
Once the records are accurate, there may still be some abnormal data that will skew the results. In this case, an agency may want to disregard these anomalies in its performance analytics. If the agency defines what records they will disallow, those records identified as unexpected can be removed from the analysis. This outlier policy should be well documented and not designed to undermine the agency's credibility. A custom or trigger field can identify the disqualified incident record as an exception and not be included in the analytic.
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Caution should be exercised when removing any record that accurately shows performance. For example, it seems unlikely that any unit would be able to turn out in zero seconds, so often that zero data is removed. However, if a crew is contacted directly and initiates the response, the turnout time would be zero. Therefore, in this example, a zero response indicates the deployment of units for this incident was very effective. Another example is a long drive along a road under bad road conditions. While the time may be extensive, it represents the actual performance. Therefore, it should be evaluated accordingly as a problematic response. Considering and defining all the potential anomalies before any analytics are completed helps make the analysis more transparent and adds trust.
A secondary method to remove incorrect data is to identify statistical outliers. The methodology for detecting these outliers is based on the data shape and variability. For example, identifying statistical outliers by using 1.5 multiples of the standard deviation may identify those statistical outliers for data points evenly distributed along a typical distribution curve. Conversely, data points with a strong left or right tendency have a different shape.
For left or right tendency data, it may be more appropriate to evaluate those data points that are 1.5 multiples of the inner quartile range as a statistical outlier. Either statistical methodology can incorrectly remove accurate anomalous information. However, these methods have a good chance of finding and eliminating incorrect data. Which approach is used becomes a compromise between absolute accuracy and time investment. SMFD may consider consulting with city or local college mathematics and statistics faculty or students to help determine appropriate approaches and methodologies.
Research and Adopt a Technology for Analysis
The initial analysis and development of goals, identification of capabilities and standards, and general service understanding are typically accomplished by one or a few employees. Evaluating the data in large sets, determining rules and answering other questions can be an enjoyable experience for the right temperament, leading to hours of discovery. However, after this initial research, the ongoing reporting and analysis can be tedious and repetitive. Therefore, it will be to the agency's advantage to start researching technological solutions early in the planning stage.
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In the age of Microsoft Excel®, it is easy to believe a spreadsheet program is the ultimate tool for analysis. While Excel is a powerful tool, the agency should research and adopt other methods. Typically, this is a homegrown analytic with standard business analytic software or records management analytical systems. Other options are to look for a thirdparty fire-service-specific service or to hire external consultants to complete the analysis.
Consulting reports can be reliable and are often conducted by professionals. However, these lengthy reports do not always help agencies manage their ongoing operations promptly.
SMFD should investigate other technological solutions available to them. Whatever system SMFD chooses, the solution should have three primary attributes. First, the system should be easy to master. Second, any analytic system should provide consistent results from data sets directly attached to the source. Finally, the system should be highly customizable for the current services SMFD currently provides, and what it might provide in the future.
One possibility is to use a third-party analytic vendor. This report will not name vendors for third-party analytics, as the field is highly competitive and changes constantly. Many vendors offer similar services but specialize in producing reports and analyses based on their expertise. Some of their products are truly exceptional and create complex calculations. The data they use is often directly tied to the CAD data and may miss some of the subtleties of the NFIRS system. However, if SMFD is able to adopt performance objectives from CAD data, the agency may be able to write and manage its performance objectives effectively. One warning is that the codes and mathematical assumptions are also gone if these vendors go out of business or close their operations. In addition, what they produce is not customarily owned by the fire agency. Another typical concern is the high initial and ongoing costs of these systems.
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Another possibility is to use off-the-shelf analytic systems to create a reporting environment that is automated, researchable, verifiable, and valuable to management. Many vendors provide analytical software solutions, each with pros and cons. The current Gartner Magic Quadrant for business analytic software indicates that Microsoft's Power BI and Salesforce's Tableau remain the frontrunners in this field.52 However, many options exist depending on the agency's operating system environment, budget requirements, and other available systems. Additionally, ArcGIS software, an industry leader in geospatial analysis, is generally accessible to fire departments within a city. If the city owns a license, they usually provide a seat license to all departments. This might apply to the county as well. One concern for the homegrown approach is the need for technologically skilled personnel to create, maintain, and present these reports.
One final option would be to utilize the analytics intrinsic or available within the agency RMS. SMFD uses Advanced Problem Solving|Fire system for incident reporting. This relative newcomer to the fire RMS world is currently building out and improving its statistical reporting capabilities.
Adopt Policies, Procedures, and Systems for Analytics (Standardize) Once all the above processes, definitions, and systems are evaluated and recommended, they must be officially adopted. This means capturing policies and procedures in writing. All analyses created will be conducted under the written rules to ensure consistency during the analysis period. These documents can be changed as the improvement process continues. However, the change process needs to be defined as well. In addition, changes should only be made if they can be reconciled with the previous analytics.
Do—Implement the Plan
Initial implementation of new plans can create dramatic organizational changes with minimal effort. This is typical because the changes primarily involve changes in policy and procedure, not for actual operations. However, as the continuous improvement cycle continues, implementing and evaluating change requires more effort and may have a less pronounced impact. Despite this, the most profound changes are usually encountered during these more difficult cycles.
52 www.gartner.com/en/research/magic-quadrant.
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Implementing the planned analysis systems requires communication and training throughout the organization. Most fire service organizations have a training system in place that can be tasked to meet this requirement. However, without adoption by those who create the reports and those who supervise and quality-check the information, the system will not produce accurate results. Engaging these people early and communicating the expectations and outcomes will create the best results.
Communicating expectations to those affected is crucial, not only the requirements but also what their efforts are likely to produce. Explain the methodologies to be used and create an open environment to help. People who do not understand the overall strategy of statistical analysis for improvement may not feel comfortable admitting this. In addition, those whose actions are being evaluated may feel insecure and attack the process. This emotional reaction should be anticipated, and steps should be taken to alleviate it, including an open feedback forum.
Personnel may also require ongoing education and training to complete accurate and representative reports. Additionally, training on new business processes, systems, and technical infrastructure may be required. Efforts should be made to coach staff through the changes and to identify individuals who need training, as well as those individuals who may move into roles requiring proficiency in the new processes.
Check—Perform the Analytics
Now that the agency has defined the metrics and the collection system and adopted the analytic methodology, it should start focusing on reporting. Multiple levels and types of reports should be generated, each tailored to different audiences. Some reports may go to SMFD leadership, some to all department personnel, and still others to city leadership and council. The following is an example of the reports to be produced. It will be up to SMFD and the city leadership to approve the content, distribution, and timing. • Quality assurance information and exceptions.
• Overall time segments analysis by incident type and severity. • Unit time segment reports by shift, station, and apparatus. • First due and ERF Travel time by geographic area.
• Trend analysis by geographic location, unit, and overall.
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The content and timing of these reports will be dictated by the intent of the information. For example, a daily report might be designed to identify data that may be incorrect and requires evaluation and potential correction. A monthly statement for crews and leadership may indicate unit performance with trends to improve crew activity. A quarterly report could identify progress toward improvement goals and initiatives. Finally, annual reports would inform the public and the City leadership about the department's overall performance, improvements, gaps in service delivery, and potential needs.
Act—Improve Operations Based on the Analysis
The agency should undergo this evaluation to understand service delivery and evaluate ways to enhance performance. The first step is identifying areas that could be improved, whether a geographic location or a specific unit at a particular station. Next, leaders and staff should evaluate what initiatives can be attempted and the expected outcomes.
Finally, after the proposal is implemented and a reasonable amount of time has passed, an analysis is reviewed against expectations. This comparative analysis allows management to see if the initiative has made the expected improvements.
These improvements may require a simple policy change, or the enhancements may be as financially prohibitive as new staffing or stations and take years to implement. Regardless of the improvement initiative, having solid analytic proof and definitive performance enhancement goals will improve the overall positioning and service of SMFD.
Continuous Improvement
This process must be frequently repeated, keeping the process and analytics relevant. The intervals will be determined based on findings, initiatives, and systems. Initially, the method may need to be evaluated monthly or quarterly to ensure the information is pertinent and valid. However, after the initial build, the entire process must undergo formal evaluation at a less frequent but more defined interval. Using some performance indicators defined in the CFAI 10th edition of their self-assessment manual may help create a formal review process. The following list shows a review process based on the CFAI documents. • Policies and procedures must be reviewed annually. This is an excellent time to ensure the analytic policies and practices are current with the small changes made within the year.
• Strategic plans should be produced every 3 years. The strategic plan should incorporate performance improvement initiatives. At this time, the types and levels of analysis may need to be redefined and adjusted.
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• This Community Risk Assessment: Standards of Cover must be reviewed and updated every 5 years. The build-up to publishing this document is an excellent opportunity to determine whether the analytics still meet the agency's needs.
Because this process relies heavily on policy and documentation, there is a built-in standardization step each time the cycle starts again. The reason the Deming Cycle is often pictured going up a ramp is that without constant effort, the process can regress, and the organization will return to the beginning. Standardization, including the implementation and training of organization members, acts as a wheel chock. However, it may not be able to stop backward motion. Still, attention to the organization and standardization will help keep the ball rolling.
It does not matter what approach the organization takes to continually evaluate its operations and data. The critical concept is that the organization adopts a formal method that allows a deep understanding of improvement and guidance. The following figure is a review of the plan overview presented above.
Figure 158: Methodology Overview
•Analyze
•Report
•Review
•Compare
•Review
•Initiatives
•Train
•Implement
•Supervise
•Research
•Adopt
Objectives
•Standardize
Plan Do
Act Check
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SECTION IV:
Findings & Recommendations
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FINDINGS & OBSERVATIONS
This section is broken into two parts. The general observations summarize what the team felt was important information but did not necessarily require any action or prompt the team to develop a recommendation. Findings are topics that prompted the team to build a recommendation. Leadership must understand that adopting any recommendations included in this document is optional.
General Observations
• SMFD is an all-hazards response agency but only provides technical rescue and hazardous materials response at the basic awareness level. • SMFD participates fully and relies heavily on the automatic aid of area city fire departments.
• SMFD does not provide annual medical examinations or wellness programs for its operations personnel.
• All front-line apparatus were rated as good or excellent. The reserve engine is in fair condition.
• The VFCC does not utilize priority dispatch or EMD/EFD protocols. • In FY 2023/24, fire services represent 23.5% of the City of Sierra Madre’s General Fund budget.
• The SMFD Fee Schedule is current. A citywide User Fee Study is underway. • The FY 2023/24 budget includes SMFD goals to increase cost recovery opportunities by 25%, expand the paramedic subscription program by 50%, and research/obtain alternate funding sources equal to 5% of the department budget. These are all excellent goals aimed at enhancing long-term financial security. • The long-term financial goals of increasing service fees will positively impact the city and department’s financial position.
• The payor mix for EMS Services is 65% Medicare/Medicaid, 17% Private Insurance or memberships, and 19% direct billing to patients.
• Proposition 172 funds are dedicated to the police department, which negatively affects the appearance of the fire department budget.
• Overall, the City maintains a healthy General Fund Reserve balance. • The VFCC CAD system does not interface with other area CAD systems. This may increase the time required to start and dispatch an incident.
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• Heavy rains and topography may pose a threat to the community. • Extended or periodic drought, topography, and wilderness interface pose an increased risk of wildfire for the community.
• The Sierra Madre population demographics risk factors are not significantly elevated in any category. However, the City has a slightly more significant proportion of its population over 65 compared to California.
• The City’s land use is predominantly residential, with commercial areas primarily in the town center.
• Zoning does not allow for tall buildings within the City. However, according to ISO, at least six buildings were higher than two stories. These buildings pose a special risk for fire and rescue operations.
• The City lies along active fault zones and has a moderate to elevated risk of shaking during an earthquake.
• The areas of the City near the hills are at risk for landslides, mudslides, and debris flows.
• Wildfires, land or mudslides, and earthquakes are the most probable and damaging natural hazards.
• EMS incidents account for 66% of SMFD responses within the City and 73% systemwide. • Incident responses remained relatively steady from 2019–2023, with a slight dip in 2020 and 2021.
• The incident volume has a slight seasonality, with late winter and early spring months showing a slight dip.
• Incident volume increases rapidly after six in the morning and remains relatively consistent until eleven at night.
• Most of the area within the City is within 1. miles of the SMFD station. The City’s east side is within 1.5 miles of the Arcadia Fire Department station 107. • Much of the City does not have a truck unit within 2.5 miles. • Almost 87% of incidents within the city limits are single incidents, and 96% are one or two incidents concurrently.
• Most of the City is within a predicted 4-minute travel time from SMFD Station 41, and the data provided returns a travel time of 5 minutes, 44 seconds or faster, 90% of the time within the city limits.
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• An effective response force of over 16 people can be rallied generally south of Grand View Avenue within 8 minutes of travel time, providing auto-aid responders are in station.
• Total response time for incidents within the City is 7 minutes, 36 seconds or faster, 90% of the time.
• Most of the transported patients are to USC Arcadia Hospital. • Changes in the residents within city limits are expected to be limited. The projected population in 2054 is in the range of 10,200 and 11,500. • Incident volume is expected to grow to between 1,500 and 2,000 by 2043. However, this may be significantly higher based on the automatic aid response area, especially with increases in ambulance responses outside the city limits.
Findings Leading to Recommendations
The following list of findings led to a recommendation. Each finding has the associated recommendations in parentheses.
• The Standard Operational Guidelines have not been consistently reviewed or evaluated recently (Recommendation A-1).
• The Citywide Financial Policies and Procedures are captured in the annual budget, an industry best practice to ensure they are reviewed yearly during budget preparation (Recommendation A-1).
• The training program is not well defined or managed across shifts. In addition, the mandatory training is primarily didactic with limited coordinated hands-on training (Recommendations A-2, B-1, & C-3).
• The wildfire risk for the areas nearest the hills is considered high to extreme (Recommendations A-3 & A-5).
• The SMFD devotes some resources to address the wildfire risk within the city.
However, defensible space inspections are neither routine nor is compliance mandatory. Research indicates that defensible space and home hardening are the most effective mitigation strategies for protecting homes from wildfires (Recommendations A-3, A-5, & B-4).
• SMFD does not have adequate resources or personnel to complete all required functions of a Community Risk Reduction program, including data review, public education, life safety annual inspections, and wildland response planning (Recommendations A-3, A-4, & B-4).
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• SMFD does not have a defined or managed community risk reduction program (Recommendations A-3, A-4, & B-4).
• There are several residential lots with main floor areas exceeding 4,000 square feet.
These buildings pose an elevated risk and operational hazard during structure fire events (Recommendations A-3, A-4, A-10, & B-4).
• Several roads in the northern hillside area are single-access roads. These can pose an elevated risk to the community when the areas are exposed to hazards requiring evacuations or significant operational response (Recommendations A-3, A-4, A-10, & B-4).
• The SMFD has no defined schedule for inspecting all existing commercial occupancies (Recommendations A-6 & B-4).
• Service demand and system analysis for 2020 and 2021 may be driven by the COVID-19 pandemic and associated societal measures taken to prevent its spread.
The research indicated a significant change in the utilization of emergency services.
It is supposed that many people were reluctant to call for medical aid, leave their homes, or travel during the pandemic. As a result, incident volumes for these years may not be what agencies might expect in less restrictive times. For this reason, further evaluation is warranted as non-pandemic data becomes available (Recommendation A-7).
• Incident reporting does not appear to be completed consistently. Not all patient records have an associated RMS report, and 400 CAD records do not have an associated RMS or ePCR report (Recommendation A-8).
• The GIS data provided had missing and inaccurate property types, which impacted the accuracy of overall risk location evaluations. It may also inhibit the ability of the fire department to accurately identify target hazards (Recommendation A-9). • Limited operational resources limit effective initial interventions to more significant incidents within the City and surrounding cities (Recommendation A-11). • Neither of the SMFD units is approaching cautionary usage statistics. However, ambulance usage is steadily increasing, with the most significant growth outside city limits (Recommendation A-11).
• The City or SMFD has not adopted official performance goals or requirements enabling consistent performance management for the city or fire department leadership (Recommendation A-12).
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• SMFD does not have an annual wellness program or require periodic medical examinations for its firefighters (Recommendation A-13). • Succession planning and firefighter retention is a significant issue for SMFD. The lateral firefighter program appears successful but may impact firefighter longevity as lateral firefighters may be closer to retirement (Recommendations B-1 & B-3). • The training program is an ancillary duty of an on-duty operations captain (Recommendation B-1).
• Administrative staffing levels are inadequate for proper oversight, planning, and managing all the required programs of the modern fire service (Recommendation B2). • Except for a casualty or high dollar loss, fire investigations are the responsibility of company officers who receive minimal fire investigation training. SMFD does have a few certified fire investigators, but they are not always available on all shifts (Recommendation B-4).
• The fire station may better serve the City by moving east toward Baldwin Ave.
However, it is strategically located when considering the automatic aid agencies, and it provides a response system consistent with risk and demand (Recommendation C-1).
• The fire station is undersized and poorly designed for modern firefighting operations (Recommendation C-1).
• The fire station does not provide a secure workplace (Recommendation C-1). • Like other city-owned properties, station maintenance is completed on an asreported and priority-based system. There was no indication of a robust preventative maintenance system (Recommendation C-2).
• SMFD does not have a dedicated training facility with drill grounds (Recommendation C-3).
• AP Triton found no evidence of a funded or comprehensive capital improvement or station replacement plan (Recommendation D-1).
• The City’s capital improvement list includes $14 million in unfunded projects (Recommendation D-1).
• The entirety of the SMFD budget is captured as a general fund expenditure. The actual taxpayer financial burden is not as evident without capturing the offsetting revenues (Recommendations D-2 & D-3).
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• Most SMFD revenues are accounted for in the citywide General Fund (10000) (Recommendation D-2).
• Most EMS expenses are allocated to the suppression expenditure line items (61000) rather than being broken out into EMS (64000) (Recommendation D-3). • Given how expenditure allocations are currently reflected, SMFD cannot determine the actual cost per transport for EMS services. Therefore, they cannot evaluate whether or not their fees appropriately capture expenses (Recommendation D-3). • The contractual allowances for EMS billing are below the actual net charges. Actual cost recovery is allowed (Recommendation D-3).
• Based on the citywide FY 2024/25 budget projections, additional revenues will likely be required to maintain current service levels (Recommendation D-4). • According to city financial documents, in FY 25/26, the deficit is anticipated to be approximately $585,000. This amount is expected to grow to over $2.8 million by FY 28/29 (Recommendation D-4).
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RECOMMENDATIONS
The recommendations presented here are based on industry best practices and the subject matter expert’s experience. Each recommendation is related to findings made by the AP Triton team. Adopting these recommendations is optional for the City and department leadership, and they will need to determine completion and funding priorities.
The recommendations are grouped by program and policy, staffing, equipment and resources, and financial and planning.
Group A: Program & Policy Recommendations
Recommendation A-1: Review Policies and Guidelines Annually.
Description: Clear and pertinent policies and guidelines ensure everyone in the organization operates consistently and effectively. These documents must be regularly evaluated using a specific process to maintain relevance. These evaluations should include presentations to ensure everyone is informed and understands any updates or changes. This practice ensures that all personnel are on the same page and can perform their duties efficiently and safely.
Outcomes: Consistently updated and relevant core employment, performance, financial, and standard operating policies. Clearly communicated and effective documentation.
Financial Implication: Staff time. Additional costs may apply if software solutions are purchased.
Recommendation A-2: Improve the Training Program to Include More Hands-On Evolutions and Defined Outcomes.
Description: The training program for SMFD is currently primarily didactic (lecture/video) oriented. The program has some generic requirements, but it is mainly up to each captain to define and create training for the crew. The training program should include a mix of lectures, mastery learning, and drills to be most effective. A genuinely effective training program will also include training opportunities from outside the department, such as inviting outside instructors into the City or sending firefighters out. This keeps the current on industry standards.
Outcomes: Well-trained and motivated firefighters.
Financial Implication: Staff time.
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Recommendation A-3: Enhance Fire and Life Safety Programs and Develop a Departmental Community Risk Reduction (CRR) Plan.
Description: The current fire and life safety programs are primarily available by request, and the overall impact on the community is minimal. A comprehensive plan will include all hazards faced by the community, including wildfire. It will also include strategies to mitigate all community risks, such as clearing fuels and creating defensible space.
Outcomes: An enhanced fire and life safety program is designed to use data from SMFD and other sources to develop specific programs to reduce risks in the community.
Developing a CRR Plan that examines all risks, not just fires, would improve safety and allow SMFD to become more of a community partner. Adding a CRR Coordinator to SMFD would enable the department to integrate the entire organization into the plan. Implementing CRR should involve the SMFD and other City departments.
Financial Implication: Staff time is required to implement a CRR Plan. The cost of hiring a CRR Coordinator is unknown since that salary does not exist within SMFD.
Recommendation A-4: Continue Educational Programs that Target Identified Community Risks.
Description: Current educational programs are based on traditional and generalized fire safety topics and are implemented by staff. While effective in conveying basic safety knowledge, these programs are less effective than programs targeting risks identified by incident data in specific populations and geographic regions. Educational outreach should be based on the CRRP and coordinated for department-wide delivery where applicable.
Outcomes: More effective and efficient delivery of educational outreach.
Financial Implication: Time required for the department to develop programs based on the CRR Plan.
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Recommendation A-5: Consider Using Technology to Implement Community Wildfire Protection Plan Strategies.
Description: SMFD staff is responsible for the wildland-urban interface and defensible space regulations. However, the required staffing and/or expertise is unavailable within the department and has not been identified for outside contract services. There are technological services available that may be helpful. For example, some companies provide Light Detection and Ranging (LIDAR)--based assessments of parcel-based fuels and offer an automated system allowing homeowners to upload photos depicting completed work before and after. The following figure shows an example of a LIDAR depiction of fuels for defensible space inspections.
Another potential solution is joining forces with nearby fire departments and fire-safe councils facing the same issue. Sharing resources by expanding project scopes to include work on adjacent land or creating a shared workforce and technology may be worth exploring.
Outcomes: More efficient service delivery using technology to create parcel maps, dashboards, and user portals for entering compliance data.
Financial Implication: Cost of system, outreach, and training, which can be offset by user fees.
Figure 159: Example of a LIDAR Depiction of Fuels
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Recommendation A-6: Develop a Schedule to Inspect All Commercial Occupancies.
Description: There is no defined schedule to inspect all commercial occupancies in Sierra Madre other than what the California Office of State Fire Marshal requires. Without a schedule, occupancies may have fire code violations that pose a risk to their occupants.
Current department staffing levels and the lack of 40-hour fire prevention staff make it almost impossible for the department to conduct periodic life safety fire inspections in nonstate-mandated required businesses.
Outcomes: Establishing an inspection schedule based on risks will enhance the safety of the building’s occupants and responding SMFD personnel, reducing community fire and life safety risks.
Financial Implication: The costs are staff time to identify all commercial properties in Sierra Madre.
Recommendation A-7: Review Incident Data Annually at a Minimum.
Description: The potentially distorted data during the COVID-19 pandemic years, trends, and predicted demand may be flawed. It is essential to understand the full effect of the pandemic on service delivery, and that will only be possible with continued analysis.
Evaluating demand, service types, and other information annually until the pandemicspecific effects are fully accounted for and understood is critical. Until that effect is fully understood, the analytics created using the pandemic-era data have the potential to be misleading.
Outcomes: Understanding the pandemic era’s effect on service delivery and performance analytics and creating appropriate adjustments. Additionally, understanding the impact of any service delivery changes will only be visible through periodic data review.
Financial Implication: Costs will vary depending on the approach adopted. At a minimum, staff time will be required. Additional costs may include training, increased staff levels, compensation, equipment, or fees paid to outside vendors.
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Recommendation A-8: Increase Emphasis on the Quality Assurance of Fire Records Management Data Inputs.
Description: Accurate documentation of events by the fire department is essential, particularly for those requesting information, such as attorneys, insurance companies, and property owners. Reliable and accurate performance analysis cannot be achieved without stringent quality control measures. Triton recommends implementing a process to review and verify the completeness and accuracy of information. If any discrepancies are found, the document should be returned to the author for corrections.
Tracking unit performance is crucial for creating defensible reports in case of litigation.
Establishing response time objectives that align with industry-standard percentiles ensures that the fire department meets the expected performance benchmarks and maintains accountability in its operations.
Outcomes: The risk of litigation for poorly written records will be reduced. An accurate and defensible analysis of performance can be completed regularly.
Financial Implication: Staff time to review individual documentation for errors and omissions. Staff time to meet with the dispatch center to resolve data errors.
Recommendation A-9: Improve the Accuracy and Usefulness of City Data for Operations and Prevention.
Description: During the study, it was found that some of the geographic information systems data provided by the dispatch center regarding zoning and occupancy were either not up to date or incorrect. An accurate data set will assist the fire department in making decisions about prevention, preparedness, and operations.
Outcomes: A standard and accurate base set of data shared by the City, county, and fire department for planning and operational consideration.
Financial Implication: Costs will only include staff time in evaluating and standardizing GIS and other standard datasets.
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Recommendation A-10: Ensure Fire Prevention, Code Adoption, and Community Risk Reduction Programs Address Specific Hazards within the Sierra Madre Community.
Description: While not unique, certain hazards within the SMFD operations area are specific to the community. This includes risks associated with large square-foot homes and singleroad access to multiple occupancies. These concerns are not unmanageable but require specialized approaches, active prevention, and government interventions. Adopting codes and ordinances that provide the best chance of success during an incident will likely create a positive outcome. Strategies such as improving road and access points, widening limited access roads, and ensuring adequate water supply for larger homes require partnership with the City’s code enforcement bureau.
Outcomes: Infrastructure, policies, and laws that provide the best chance for a positive result in an emergency.
Financial Implication: Costs include staff time for research, presentation, education, and enforcement activities.
Recommendation A-11: Continue to Aggressively Participate and Utilize the Automatic and Mutual Aid Systems within the Immediate Area.
Description: The SMFD can respond and mitigate one, potentially two, simultaneous low-risk events. However, the lack of City firefighters, equipment, and specialized training and equipment makes the department heavily reliant on the surrounding auto and mutual aid agencies. The only way to ensure it is equitable and fair is to offer and respond as often as possible to the other agency’s jurisdictions.
This commitment will require constant monitoring to ensure that outside agencies are not interfering with SMFD’s ability to respond within its borders for most incidents. At the same time, it will require SMFD to ensure it is not taking advantage of other agency’s support to maintain positive relationships.
Outcomes: Continued participation from and to SMFD for incidents, ensuring adequate resources are available for more severe incident types.
Financial Implication: None.
Recommendation A-12: Adopt a Response Time Objective for Each Element.
Description: SMFD did not communicate that they have an adopted response performance policy for each element of response time.
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Outcomes: A policy should be developed after comparing NFPA 1710 and baseline results, which should be adopted by a committee within the fire department and communicated for approval to the AHJ.
Financial Implication: Staff time to develop response time objectives for each time segment in the response continuum.
Recommendation A-13: Implement an Annual Medical Examination and Wellness Program for All Fire Suppression Personnel.
Description: Currently, the department does not provide annual medical examinations for operations personnel. These examinations determine whether an employee has any physical problems that may prevent them from functioning during fire ground operations or other physical activities. Providing annual physicals for all personnel could assist the SMFD in identifying health-related illnesses/injuries that could impact a firefighter’s career.
Outcomes: NFPA 1582, Standard of Comprehensive Occupational Medical Program for Fire Departments, was developed to provide guidance for medical examinations for firefighters. The standard includes information and advice for physicians and other health care providers responsible for fire department occupational medical programs.
The medical requirements are part of an evaluation to ensure that candidates and current members can perform their required duties and reduce the risk of occupational injuries and illnesses.
Financial Implication: Program costs may vary due to the comprehensive nature of the examination. Approximate costs range from $700.00 to $800.00 per employee. However, these costs may be negotiated with the provider depending on the number of personnel enrolled and neighboring/regional fire department provider partnerships.
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Group B: Staffing
Recommendation B-1: Adopt Staffing Levels and Models That Provide Enough Mission Support and Succession Planning Opportunities.
Description: It is evident that SMFD does not have enough people in management and administrative positions to support its mission. This affects daily operations, strategic management, continuous improvement, training, and supervisory consistency. A welldesigned management structure is a vehicle for succession planning for executive positions. SMFD relies on captains (supervisors) to complete chief (management) level work. Training, prevention, and administration programs are negatively affected without enough management capacity. In addition, the contractual Battalion Chief is reliable for incident command. Still, it does not provide adequate policy application if the Fire Chief is incapacitated or absent.
Outcomes: Create enough managerial positions to efficiently and effectively manage fire department business and concurrently develop a succession plan for executive positions.
Financial Implication: Annual costs per position would be somewhere between the compensation of a captain and the fire chief. In 2023, this approximately equals between $181,000 and $260,000 in total annual salary and benefits.
Recommendation B-2: Evaluate Staffing Levels Required for Administrative Support Services.
Description: SMFD should perform a time and motion study to evaluate the current needs related to administrative support of the fire department.
Outcomes: Today’s fire service’s regulatory and statutory requirements have become complex and demanding. Appropriate administrative support frees operational staff to concentrate on maintaining operational readiness and other vital functions.
Financial Implication: The estimated cost relates to the time staff and Human Resources personnel spend performing the studies and evaluating the results for subsequent personnel planning processes.
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Recommendation B-3: Ensure an Adequate Mix of Entry and Lateral Firefighter Recruitment.
Description: The agency has adopted a policy that permits other agency firefighters to move to SMFD laterally. This is an excellent practice and can allow experienced and welltrained firefighters to immediately take on the firefighter role. However, these employees may not work in the SMFD system for as long as new entry-level firefighters since they have already completed some time towards retirement. This can inadvertently create a higher turnover rate and reduce the number of qualified individuals with significant time in the SMFD system to move into supervisory or managerial positions.
Outcomes: A healthy mix of experienced and newer firefighters who may spend more of their career with SMFD. This will also add to the depth of individuals qualified and experienced within the City for managerial and executive roles.
Financial Implication: New firefighters are less expensive annually but require more time to learn the trade. As a result, the financial implications are minimal.
Recommendation B-4: Fill the Community Risk Reduction Manager Role with a Qualified Candidate.
Description: SMFD chief staff does not have enough work capacity to adequately design and implement a comprehensive community risk reduction plan. This position may be parttime or full-time, but the position should be under the control and direction of the fire department and City for the most substantial impact. The industry often combines the CRR manager position with other fire prevention specialties, such as an educator, inspector, or investigator.
Outcomes: A well-defined, effective, and aggressively managed community risk reduction program.
Financial Implication: This will depend on how the position is developed and designed. As it is a management specialty, the low end should be on par with the company officers or a $181,000 fully burdened annual rate in 2023. This can be used as a senior manager position and potentially a succession planning position, and it would then be on the captain and fire chief wage scale.
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Group C: Facilities, Equipment, & Resources
Recommendation C-1: Determine How to Improve or Find an Alternate Site for the Fire Station and Administrative Staff.
Description: Fire Station 41 shares a building with the Sierra Madre police and fire departments. Initially designed for an all-volunteer fire department, the facility is now inadequate for the needs of an all-career modern firefighting team. It lacks genderspecific living quarters and bathrooms, and the upstairs area shows signs of water damage and other critical maintenance issues. The station does not have enough space to accommodate the demands of current firefighting activities, highlighting the urgent need for upgrades and renovations.
Outcomes: Systematically evaluate, repair, and potentially improve the facilities required for ongoing operations.
Financial Implication: This will be determined depending on the option chosen. Recent construction costs for fire stations in California have varied widely. Two recent two-story fire station constructions include Coastside Fire Protection District, which budgeted $1,380 per square foot in 2023, and Sunnyvale, which ended up at $2,058 per square foot in 2024.
Recommendation C-2: Establish a Fire Station Maintenance, Needed Repairs, and Life Safety Inspection Program.
Description: SMFD should establish an annual maintenance, repair, and life safety inspection program for its facilities. Systems that enhance the safety and health of employees are crucial for reducing the number and severity of injuries and health concerns. Essential systems require regular maintenance and evaluation, including HVAC, emergency power, fire sprinklers, plumbing, electrical, and smoke and carbon monoxide detectors. Implementing this program will ensure these systems function correctly and provide a safe working environment for all personnel.
Outcomes: Systematically evaluate, repair, and potentially improve the emergency and life safety systems at the SMFD fire station.
Financial Implication: Initial costs will include staff time developing, adopting, and completing a custom or currently available inspection system. Once created, the address should be added to the mandated annual inspection list. Ongoing costs will include maintenance requirements such as system repair and replacement of consumable goods.
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Recommendation C-3: Establish a Training Area for Hands-On Training.
Description: Hands-on training is essential for firefighter initial and ongoing education.
Training can become stagnant, unrealistic, and less valuable without adequate space and props. An effective training area is more beneficial when it is easily accessible and allows on-duty crews to use it without going out of service. The City should establish a training area and build appropriate space and props for firefighters and potentially police officers.
SMFD may also look for close training facilities from other agencies to rent. One final option would be building training facilities for the new or remodeled fire station.
Outcomes: Establish a training facility.
Financial Implication: This will be determined depending on the option chosen.
Group D: Financial & Planning
Recommendation D-1: Formalize, Adopt, and Fund a Capital Replacement Plan.
Description: The Department does not have a formal capital asset replacement plan.
Outcomes: Fiscal constraints, including financial capacity and an inability to contemplate all capital expenditures that may arise in a budget cycle, introduce uncertainty and a failure to budget and plan for every contingency. GFOA recommends that governments establish capital planning policies that undertake a multi-year planning and budgeting process to accumulate funding for anticipated capital needs. The plan should be specific to SMFD and consider facilities, apparatus, and other major capital projects. Adopting a formal multi-year plan can provide the City and the department with a tool to correctly anticipate and financially prepare for capital needs.
Though maintenance and replacement of capital projects should be funded yearly through the budgeting process, establishing a capital asset replacement plan provides additional flexibility in a strong capital asset management program.
Financial Implication: As the City informally has the elements for a capital improvement/replacement plan, the main upfront cost to implement will be staff time.
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Recommendation D-2: Consider Allocating Fire Department Revenue to a Fire Department Category within the General Fund.
Description: The report notes that SMFD revenue, such as EMS Subscription and EMS Service Fees, are captured in the citywide General Fund revenue (10000). These revenues are reflected in Object Category 47, Charges for Services. The recommendation is to create an Object Category for Fire Department Revenue, accounting for EMS revenue (64000) separately from other Fire service revenue (61000).
Outcomes: Enhanced ability to track actual revenues related to SMFD services. This is especially true for EMS services, where fees should reflect the service’s cost.
Financial Implication: None.
Recommendation D-3: Consider Allocating EMS Personnel Expenses to General Ledger Account 64000.
Description: In FY 19/20, the EMS personnel expenses were charged to EMS (GL 64000).
Since then, most personnel costs have been charged to Suppression (GL 61000). If SMFD staff assignments to the ambulance are variable by shift, consideration would be required to determine how to allocate at least an average cost per shift rather than an exact rate.
Outcomes: The ability to track expenditures related to EMS services. Having such data is critical in evaluating the service fees in relation to actual costs. Without such data, there is no way to determine the percentage of costs the fees per service call are recovering.
Financial Implication: None.
Recommendation D-4: Actively Seek Increased Revenue Sources for the Immediate Future Operational Costs and Upcoming Capital Improvement Needs.
Description: The department faces a potential financial shortfall starting in the 2025/2026 fiscal year and steadily worsening by fiscal year 2028/2029. After determining exactly how much the fire department produces (revenue) versus its expenditures, the City may need to look at other sources of revenue. This may include grant applications, increased fees, or increased taxes.
Outcomes: Fully funding City services.
Financial Implication: Based on the City budget, the next 5 years will have an approximately $6.5 million negative impact.
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SECTION V:
Appendices
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APPENDIX A: RISK CLASSIFICATIONS
The following are the risk classifications determined by incident type.
Fire
Low Risk
These incidents are considered low-risk and minor in scope and intensity. A single fire apparatus and crew is required to manage fires involving passenger vehicles, fences, trash or dumpsters, downed power lines, residential or commercial alarm investigations, or an odor investigation.
Moderate Risk
These incidents are the first-alarm responses needed to manage a moderate fire risk incident. These incidents include smoke in a building, small outside building fires, commercial vehicle fires, a single-family residence, a lightning strike to a building, an automatic fire alarm at a high-risk occupancy, or a hazardous materials pipeline fire.
High Risk
These incidents are a second alarm response needed to manage a high fire-risk incident.
These incidents include smoke in a high-life hazard property (school, skilled nursing, etc.), single-family residences with injured or trapped victims, multifamily residential buildings, or a moderate-sized commercial/industrial occupancy.
Maximum Risk
A third alarm response is needed to manage a maximum fire risk incident. These incidents include a hospital, assisted living facility, fire in an apartment building, high-rise building fire, a large commercial or industrial occupancy, hazardous materials railcar, or storage occupancy. Incident assignments will include additional command staff, recalling off-duty personnel, and mutual aid assistance for other critical tasking needs.
EMS Risks
Low Risk
A single EMS unit can manage a low-risk EMS incident involving an assessment of a single patient with a critical injury or illness, non-life-threatening medical call, lift assist, or standby.
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Moderate Risk
A two-unit response is required to control or mitigate a moderate-risk EMS incident. It involves assessing and treating one or two patients with critical injuries or illnesses, or a motor vehicle crash with 1–2 patients.
High Risk
A multiple-unit response is required to control or mitigate a high-risk EMS incident. It involves 3-8 patients with injuries ranging from minor to critical. Patient care will include triage, BLS, ALS treatment, and a coordinated transport of patients.
Maximum Risk
A multiple-unit response is required to control or mitigate a maximum-risk EMS incident. It involves more than nine patients with injuries ranging from minor to critical. Patient care will include triage, BLS, ALS treatment, and a coordinated transport of patients. If this is an active shooter incident, the response may require a casualty collection area unit to treat patients not in the hot zone.
Technical Rescue
Low Risk
A single fire unit can manage a low-risk technical rescue incident involving minor rescues, such as a child locked in a vehicle, elevator entrapment, or limited mechanical entrapment.
Moderate Risk
A two-unit response is required to control or mitigate a moderate technical rescue risk incident. Support is not usually required from a technical rescue team. This type of incident involves a motor vehicle crash that requires patient extrication, removal of a patient entangled in machinery or other equipment, or a person trapped by downed power lines.
High Risk
A multiple-unit response is required to control or mitigate a high-risk technical rescue incident. This type of incident may involve full-scale technical rescue operations ranging from structural collapse to swift water rescues. It may involve multiple motor vehicles that require extrication, commercial passenger carriers, or a vehicle impacting a building.
Support is usually needed, requiring a technical rescue team. This incident may require multiple alarms.
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Maximum Risk
A multiple-unit response is required to control or mitigate a maximum-risk technical rescue incident. Support is needed from a specialized technical rescue team, which may have multiple operation locations.
This type of incident will involve full-scale technical rescue operations such as victims endangered or trapped by structural collapse, swift water, or earth cave-ins. This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
Hazardous Materials
Low Risk
A single fire unit can manage a low-risk hazardous materials incident involving carbon monoxide alarms and other unknown HazMat investigations without symptomatic victims, less than 20 gallons of fuel, a natural gas meter incident, downed power lines, equipment, or electrical problems, or attempted burning. Automatic alarms that may originate from a hazardous material.
Moderate Risk
A two-unit response is required to control or mitigate a moderate risk hazardous materials incident. Direct support is not usually required from a hazardous materials team. This type of incident involves a carbon monoxide alarm with symptomatic patients, a fuel spill of 20–55 gallons, or a gas or petroleum products pipeline break not threatening any exposures.
High Risk
A multiple-unit response with a HazMat team is required to control or mitigate a high-risk hazardous materials incident. Support is needed for a Level 2 HazMat incident that involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. This response includes a release with 3-8 victims, gas leaks in a structure, HazMat alarm releases with victims, flammable gas or liquid pipeline breaks with exposures, fuel spills greater than 55 gallons, fuel spills in underground drainage or sewer systems, transportation or industrial chemical releases, or radiological incidents. Additional assistance may be required to expand operations past the identified critical tasks.
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Maximum Risk
A multiple-unit response is required to control or mitigate a maximum-risk hazardous materials incident. Support is needed from an on-duty HazMat team and their specialized equipment. This type of incident involves establishing operational zones (hot/warm/cold) and assigning multiple support divisions and groups. Examples include nine or more contaminated or exposed victims, a large storage tank failure, a HazMat railcar failure, or a weapon of mass destruction incident.
This incident will require multiple alarms and may expand beyond the identified critical tasking. Recall of off-duty personnel or assistance from auto or mutual aid may occur during a disaster or when additional alarms and command staff are needed.
Wildland Urban Interface
Low Risk
A single fire unit can manage a low-risk wildland firefighting incident involving a fire minor in scope, structures not threatened, and Red Flag conditions do not exist. These include lowrisk wildland or grass fires, an outside smoke investigation, illegal or controlled burns, or small vegetation fires.
Moderate Risk
Multiple units are needed to manage a moderate-risk wildland firefighting incident involving a significant fire in brush, a brush pile at a chipping site, grass, or cultivated vegetation. Red Flag conditions do not exist, and structures may or may not be threatened.
High Risk
Multiple units or alarms are needed to manage a high-risk wildland firefighting incident. The level is associated with Red Flag warnings with structures that may or may not be threatened. This fire involves a significant wildfire in brush, grasses, and cultivated vegetation. And woodland areas. Additional alarm assignment, command staff, recall of off-duty personnel, and mutual aid assistance may require the operations to extend beyond the identified critical tasks.
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APPENDIX B: STAKEHOLDER INTERVIEWS
Introduction to the Stakeholder Interviews
Triton interviewed various Sierra Madre Fire Department’s internal and external stakeholders. These interviews aimed to better understand issues, concerns, and options regarding the emergency service delivery system, opportunities for shared services, and expectations from community members.
It is important to note that the information solicited and provided during this process was in the form of “people inputs” (stakeholders individually responding to our questions), some of which are perceptions reported by stakeholders. All information was accepted at face value without an in-depth investigation of its origination or reliability. The project team reviewed the information for consistency and frequency of comments to identify specific patterns and/or trends. Multiple sources improved the credibility of the observations, and the information provided was significant enough to be included in this report.
Stakeholders were identified within the following groups: Elected Officials, Department Heads, Business Community Leaders, Citizens, Chief Officers, Labor Leaders, Volunteer Chief Officers, Firefighters, Rank & File, and Administrative Staff. The following answers to the questions are summarized. In addition, duplicate or similar answers are presented here, with the most frequent answers organized from top to bottom.
Elected Officials, City Management, & Department Heads
Triton interviewed fifteen people that fell into this category.
What strengths contribute to the success of the Fire Department? (What do they do well?)
• The chief is doing a good job.
• Engage with the community.
• Children love them.
• Very active community members are older (social media does not work for them). • They know their customers (personally).
• Active in the community, tight-knit community.
• Educating the public is good, but it can always improve; it is good with wildfires. • Proprietary interest by the citizens as a volunteer agency.
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• Small town, collaboration, and face-to-face service with the community. Witnessed that personal touch. That approach seems to go a long way. • More community events are needed; they need to get better at getting out there. • Active on social media and partners well with the community. • Participation in community events including preschool story time, CPR class, infant first aid, volunteer team group, and pumpkin smash.
• Maintain a small-town feel while being in a large county. • The department does a lot with the community and attends many events. • The fire department is an integral part of the community. They have good response, community engagement, and good workers.
• The willingness of fire staff to be at all the community events. Especially off-duty personnel coming in on their off days.
• Good rapport with the citizens and community.
• The amount of goodwill the department has earned.
• Community connections and support from its citizens.
• The chief is a good advocate for other departments within the city. • Good culture with people who want to be here. Supportive council. • Flexibility. Change well with demands.
• Good leadership. First rate chief. Good city manager. A good string of success with leadership.
• Strong leadership. Strategic thinker. Strength is maintaining a strategy. • Leadership is one of the reasons the fire department is succeeding. • The department has great leadership and has hired personnel who want to be in the community.
• Recent improvements in salary have hopefully improved retention and morale. • Small town-personal engagement.
• They know and are known to the community.
• Volunteer outside the paid hours – easter egg hunts, Santa Claus, et cetera. • Tradition of cultural support.
• Manner of response and interaction.
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• Day to day, as well as calls.
• They show enthusiasm, which is infectious.
• Seemed to have kept that volunteer bedside manner, not just another number. • Professional development-outward facing recognized by peer agencies, adequately trained, resources useful for the community and aid areas. • Fulfilling the roles and getting better.
• Hometown touch from the personnel when servicing the community • Good communication with the city staff
• Calls for service
• Response times are phenomenal.
• Automatic aid.
• good responses,
• The ability to access fire resources from outside the city and the opportunity it provides for the firefighters.
• Providing paramedic-level service and transport.
• I have used 911 over the years, and the fire department provides exceptional service.
• The department responds quickly and is very responsive. • They have many paramedics, even when the rescue ambulance is out of the area. • Diverse knowledge – from outside sources.
• Dual training as FF and FF-P.
• The employees are well trained and have quick response time. They are very compassionate to the citizens they encounter.
• The staff is highly trained, and this is thanks to the city’s utility user tax.
What are some areas in which you think the department could make improvements?
• The department is very silo, and the department does not engage in other city employee events, meetings, or other opportunities. They need to interact and engage when opportunities are available.
• The department needs to understand that they must maintain good relationships and partnerships with the community.
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• The department needs more public contact to spread the word. Smoothie with a dispatcher, coffee with a cop?
• The 5 guys are strangers. Strangers getting money is not likely. • Need more outreach by the fire department. Need a relationship. Need to get out. • Customer service, Brunacini.
• Get your face known.
• Public service needs to happen.
• Practicing what they preach.
• Communication with other departments and the community is important, and we all need to work together.
• Teamwork – participate with the other departments/collaboration. • 1991 earthquake.
• Gender diverse, diverse ethnically.
• No experience.
• Underpaid and performing at a high level (no bruised fruit). • Keep up with the rising cost of labor. Fiscal responsibility. • Tight budget.
• The city is not fiscally competitive, relying on loyalty. This has worked in the past. • Pay and benefits (can it be sustained). How to get there. • Having an internal strategic plan for the department in the next three to five years beyond additional staffing, such as a CIP plan.
• Looking at more fire prevention and EMS oversight or leadership. • Manage their own expectations and growth.
• BBQing in the back.
• Inspections – opportunity to meet the public and improve perception. • Fire prevention and WUI and high severity fire area. What resources. • Community outreach.
• Looking at ways to expand fire prevention that are within the cost recovery or fee budget.
• No prevention.
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• Working with the community to reduce the risk in the WUI. Educating the public through fire prevention and mitigation opportunities.
• Over-reliant on loyalty for retention.
• Longevity of staff when pay isn’t comparable to larger departments. • Turnover in the department has hurt the department, and specific knowledge has left the organization.
• The city appears to be a training ground for many positions within the city. It still costs extra money to train new people continuously.
• Improvements to salary and benefits are needed to recruit and retain personnel. • Improving long-term retention
• The department may do better at loyalty.
• Staffing, perhaps as a function of size.
• Manage growth to ensure the impacts are. Be realistic - additional personnel. • No depth of service.
• Hiring personnel who will stay longer may not be the highest on the eligibility list. • Losing one person feels more substantial to a smaller organization. • They don’t know the needs, such as personnel.
• Resources need to be used well.
• Facility infrastructure and budgetary constraints. Citywide effects. • State-of-the-art equipment, but the fire station was never designed to be a fullservice fire station. • There is a need for additional equipment or updated equipment and facilities. • Pandemic stress created a higher turnover rate.
• Captain to the chief is not a career path. They need the ability to train an incoming chief.
• No succession of hierarchy.
• Maybe more training, leadership training, etc…
• The union can be active but, at times, come off offensively.
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What opportunities, in your view, are available to improve the service and capabilities of the fire department?
• Public service, and more public announcements or public communications on what they are doing and what the FD is about. Communication with the citizens about successes.
• My biggest worry is that the department will go away due to complacency. • Senior Commission – work with them to address the seniors’ concerns • Being more valuable to the community in many areas.
• The department does a great job responding to emergency calls. Still, some areas could be explored to enhance community involvement or needs. • There is an excellent opportunity for community outreach, specifically youth programs. Unfortunately, resources are limited to provide these types of programs. • Outreach and education to the community about what they can do. • Consistency in staffing.
• Captain to liaise with CAL FIRE.
• Likes the new cooperation and relationships with Pasadena and Arcadia. • Leveraging what you have to get more services
• We need more funding and a more appropriate building. Add a community tour component to facilitate an updated facility.
• Funding availability is difficult.
• Retirement (20% 65+) Paramedic service.
• Revenue increase (BLS rig).
• Exploring every option.
• Improving cost recovery and ways to provide expanding services within revenue allocation.
• Adding revenue through their operations. Paramedic subscription program growth • Prevention. Site inspection revenue.
• Not alone, financial status – state and federal resources (grants). • Grant funding is unknown.
• The city hired lobbying and grant funding.
• Loss of the old guard and institutional knowledge.
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• Fire prevention, especially in the wildland area.
• Provide specific community risk reduction education, not enforcement to the community.
• Providing inspection and safety to the WUI area. Number 1 concern from a target hazard perspective.
• Bridge the seniority gap and keep the firefighters long-term. • Keep the firefighters here rather than training.
• Building the human capital.
• Different hats and shared duties.
• More programs and education in the WUI environment and responsibilities. • They provide good service.
• Special services for seniors.
• Increasing personnel strategically to meet the department’s needs and provide additional services.
• Succession planning seems to be ok.
• Strong support from the administration, supportive of first responders. FD should continue to take advantage of that.
• To bump over the change to become sustainable. (Staffing – Management). • Invest in education schools and fire service. Reward those who take classes and want to learn.
• Improving wildfire WUI skills.
What do you see as the top three critical issues faced by the fire department today?
• Funding (public safety tax in Nov.)
• Sales tax limited.
• Parcel tax.
• Budget and funding
• Perception of the budget and funding. Making public safety the priority and then funding other items if funds allow.
• Budget constraints.
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• Funding – the department moved from a volunteer agency in 2019, and it has been a hard fight to keep it funded.
• The cost of personnel and maintaining the level of service. • Ballet measures for fire and police.
• Funding for firefighters (Make it more attractive).
• The city has a structural deficit and does not have enough funding to fund all of the good programs.
• Capital needs and the funding available for these purchases • The city is predicting deficits over the next five years. Revenue is not growing as fast as expenses.
• Need more revenue – Critical.
• Communicating with the citizens (the department currently does this well). • Internal communication – within the city and other city public departments • Garnering trust.
• Bolster relationship with firefighters and the community. • Making sure the department is up-to-date and has the right equipment to do its jobs safely and effectively.
• Money – expanded facility (bank of America building for PD). • Long-term funding.
• Zero to 100, maybe at a breaking point, the growth.
• Water supply (system), Sierra Madre water supply. (What is the plan • Managing expectations and growth.
• Time and resources to plan and manage versus just doing things. • Equipment – capital improvement planning, better canyon vehicles. • Wildland Urban Interface.
• If the fire line goes south, how can they complete the required inspections and interface with the community?
• Recruitment and retention.
• Retention.
• Retention of staff.
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• Retainment.
• Retention of existing employees is the most critical issue. • Worry about competing for talent and retaining talent and infrastructure. • Turnover.
• Retaining good employees
• Retention of existing employees
• Appropriate salary and benefits for the current marketplace • Growth in staff size (4 instead of 3). The firehouse is cramped. • Recruitment (fully staffed for the first time ever)
• Better mechanism to relieve absentees.
• Staffing, especially on the administrative side.
• New generation work ethic
• Staffing – retention and potential expansion.
• Staffing challenges and filling vacancies more rapidly • Growth opportunities for employees
• Facility.
• Needs improvements to equipment and facilities.
• The facility itself (dated building) and funds.
• The fire department facility does not meet their current needs. • Capital improvement plan.
• Succession.
• Ensure the department is well trained and provide adequate training for new employees. Making sure the department has well-trained EMS personnel. Also, leadership training is part of succession planning. Developing the future leaders of the organization.
• Wildland fire threats and response.
If you could change one thing in the fire department, what would it be? • Better building.
• Building upgrading (money).
• Provide a better fire station for the crews to live in.
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• One of the main issues is the need for an updated fire station to meet its current size and future needs.
• New firehouse.
• Give them a bigger firehouse (an upgrade gift).
• E-mail communications – needs to be more consistent. Non-emergency e-mail system. Response by e-mail.
• Learn community skills
• Work on the relationship with the citizens.
• More gender diverse.
• Looking for grants or additional funding outside the city’s general fund or utility user tax.
• Educate the city staff about what the fire department is about and the realities of the service.
• Fire employees need to assist, engage, and work with other city departments and employees. They need to be part of the overall city team and have more involvement with the city and, specifically, city employee events. • Management, politics, and the department need to collaborate better about the department’s sustainability needs.
• Managing expectations: understanding current limits and what is reasonable. • They need to show their value to the city and other employees. • Make everyone happy and make a professional level.
• Revisit the regional solution to some of the agency’s forces. • Showing the other opportunities, benefits, and safety of the position instead of comparing only salary.
• Improve stability in funding and personnel. Lots of unknowns for the future. • Retaining good employees. The fire chief is the one keeping it all together. • Training for getting into houses, all members of the department.
How would you describe the level of services provided by the fire department? • The department reaches out to and engages with the community, which results in the support it receives from the community.
• 5 out of 5.
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• Excellent service and only gets better. Response times are better than average.
Leadership and level of service. Programs and policies are great for the community. • Amazing. The community loves a hero. They have the support. • A+ (fast/responsive/professional) out in public, they carry themselves with class. They participate in events and are part of the community.
• The service they provide is great.
• The fire department provides excellent customer service and well-qualified fire personnel. Top-notch level of service and really no complaints. • Excellent.
• The community is lucky to have them, but they need to show their value since we don’t have many fires in the city.
• Excellent.
• The community trusts them.
• Good, show up in a reasonable time, but then they disappear. • Outstanding 9 because anything could be better. They do a great job and really serve the community well.
• Very good, especially with the limited staffing
• 9 – Private conversation (power lines)
• 8 out of 10 because they are doing the best they can with their provided funding.
They provide great service but cannot handle larger emergencies or wildland fires. • 8 only because there is always room for improvement, and the department does have needs. They do an excellent job, and they care about the city and the people they serve.
Labor Leaders, Rank and File, Chief Officers, and Administration Triton interviewed thirteen people that fell into this category.
What strengths contribute to the success of the fire department? (What do you do well?)
• Professionalism (uniform in public would be a nice addition). Customer service is excellent.
• Empathy and good response time.
• Good decisions.
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• Trained for the operations.
• Customer service is high, and the staff rolls out the red carpet for our customers. • Empathetic.
• Staff Professionalism.
• Customer service by going above and beyond for the residents we serve. • The department is progressive and willing to be first regarding new equipment and technology.
• Retention is better.
• High quality of service concerning the fire department. • Good mix of people, good cooperation, work well together • Support from the neighboring departments
• Good working relationships and respect from neighboring departments. • The fire does a lot more than respond to calls. They do a lot of community involvement and help residents with more than just emergency responses. • Community service is their number one priority.
• The department works closely with other city departments and local businesses. • The size of the city enables the department to interact more with the public. • Doing additional responsibilities beyond standard firefighting duties, and we wear multiple hats.
• Performing additional duties outside their job description without additional compensation.
• The department goes above and beyond for community events and the service provided.
• The department does a lot with the community and provides service above what is expected. Personnel really try to help where they can.
• Great support from the community, city council, city management, and labor. • Doing more with less.
• Good equipment.
• Good mix of experience.
• Most of the experience came from other agencies.
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• Universal opinion on what needs to get fixed. Staffing is the strength but new. • Everyone knows everyone else.
• Personalities mesh well.
• The department is staffed with outstanding personnel and has buy-in to the organization’s mission and vision.
• The department is more like a family, with good communication throughout the ranks. One big team, and everyone is willing to help each other out. • The size so you get the message right from the fire chief. • The department’s membership is doing more than expected. • The groundwork for public perception was laid. More empathetic. • The leadership of the department
• Morale is improving, especially now it is fully staffed. • The department has really good paramedics, and the engine is a paramedic assessment engine.
• Really talented and well-trained paramedics. The majority of the department is at the paramedic level.
• Improved payment improved retention.
• The first lateral exam was good but needed some ironing out. • Innovative hiring practices. No probationary period.
What are some areas in which you think the department could make improvements?
• Improvements and upgrades to the living conditions of the firefighters. • Improvements in office space. The department needs its own private administrative space or locations to ensure that some items are protected or not seen until they have been vetted.
• The department needs more storage, specifically a space to control and secure items.
• No designated training area. Lack of training environment reduces motivation. • All areas of infrastructure need improvement.
• Infrastructure.
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• Improvements to the fire station since it was never built for the size of the career department.
• Improvements to the fire station and ongoing maintenance. Station improvements are significant now that the department has a multiple-gender workforce. • The fire station does not have enough storage or overall space. Improvements need to be made to accommodate the size of the department.
• The fire station is not built for 24-hour occupation. • Public works building repair.
• Advanced training equipment and manikins for EMS training. • The department is young and requires training along with experience. • Interagency training with Pasadena and Arcadia is available, but a regional list might be helpful.
• Expanding training opportunities and the ability to do more hands-on training. • Bring in the Regional Training Group (RTG) to set fundamentals within the fire department and the region.
• Uniformity of training (expectations). Administratively and operationally. • Advanced training or certification for paramedics.
• There is a lack of incentive pay for the additional duties performed. • The employee cost for Cal PERS healthcare.
• Benefits and salaries. Meeting area pay has been positive, but more is needed.
Need some consistency in benefits and salary.
• On hot days, limit the hiking trails.
• Administratively, the department needs to be cleaned up, for example, in policies and SOGs.
• More standard operating guidelines are needed for more significant incidents, especially when multiple departments respond.
• Improving recruitment and retention in the current marketplace. • Fourth on the engine. (To improve the absentee)
• Retention and recruitment.
• Need the people.
• Need for additional support staff or chief officers.
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• Mobile terminal times might be an issue – the turnout times should be better. • Better maintenance and cooperation between fleet, facilities, and other city departments.
• Rapid deployment – needs support from the city management with education to understand the FD needs and services.
• ewness, the city doesn’t know what a fire department needs. • Limited (shoestring) budget.
What opportunities, in your view, are available to improve the service and capabilities of the fire department?
• Access up the canyon (random areas).
• Upgrade the fire prevention program (tracking).
• Brush clearance needs to evolve.
• Inspections need to be updated.
• Community risk reduction and education to the public. Need a place to do community training and education.
• Improvements to fire prevention and the ability to serve our customers better. • Training and other programs can be defined. Solid foundation, then work within the area.
• Providing opportunities for department-wide training. • Making every person capable of working in the rank above them. • Offered training courses.
• Uniformity of training.
• Able to go to other agencies’ training. The door is open to do the training. Drilling with other agencies. Formal and informal.
• Wasted man-hours (chasing their tales). Reinventing the wheel. • Look at what we have now and expand.
• Define the box and move from there.
• The ability to respond out of the county is inconsistent. Sometimes, we can respond; other times, we cannot because of staffing.
• Making the medic fire engine (4).
• Building a training facility with a classroom.
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• Split station. The phone is not going over the speakers. • Terrible recordkeeping software
• The ability to automatically renew the paramedic subscription service. • Improvements to payroll and FLSA overtime payment tracking. • Increasing support staff and the need for an additional chief officer. • Improving the ability for customers to pay fees online so they don’t have to come to the city hall complex.
• Money solves all the problems. Recruitment, better pay, and benefits attract more experienced firefighters.
• First time in 4 years, it’s fully staffed.
• They get garage door excuses!?
• Advertising and explaining the paramedic service plan. • Making sure the community still values and appreciates the fire department.
What do you see as the top three critical issues faced by the fire department today?
• Brush – needs prevention program.
• Fire Prevention needs improvement and expansion as WUI inspections come into play.
• WUI interface hazard and the mitigation needs.
• Staffing along with recruitment and retention issues. • The fire engine is not a full paramedic engine. Additional staffing to have four personnel and two paramedics on the fire engine.
• Staffing.
• The station was not built for 24-7 occupancy. No drill yard. No training ground • Infrastructure: The fire station is inadequate.
• Security to the Fire and PD lobby. Maybe secure doors and a video camera. • Living conditions and not meeting industry standards. • Facility (firefighter maintained – older building). It’s not big enough to house additional staff.
• Training (training facility) – outside instruction. Not only maintaining NFPA Standards. • Training.
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• Not providing training and task books for the rank above. • Funding or competing with other departments for critical dollars. The city is just now seeing the actual costs of operating a career fire department. • Funding for adequate protection for the community.
• Money.
• Pay and benefits.
• Benefit package
• Static motion on improvement initiatives, including policies, SOGs, and periodic reviews. The department needs to become proactive instead of reactive. • Funding is needed for the items above, not just the basic services. • Regulations and responsibilities for enforcement with no additional funding. • All the extra work that is required from each rank without appropriate compensation.
• Infrastructure (public works is slow – no feedback on work orders) • Educating people about the fire department (operation and needs) • Increase in administrative and shift staffing, especially with personnel on light duty.
The department has a lot of overtime, and there may be overstaffing each shift to cover for time off and injuries.
• Abuse of the 911 system that now requires ambulance to wait longer at the hospital.
Patient offload times and non-emergency calls.
If you could change one thing in the fire department, what would it be? • Upgrading or building a new fire station. It does not meet the needs of the career department.
• New firehouse.
• Improvements to the fire station and meeting industry best practices. • The ability for personnel to act up and perform these duties comfortably. • Training improvements, including a training plan and location/facilities, will enable the entire shift to train together.
• Funding. Increasing budget.
• Money.
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• Better communications with other departments. Simple things include a shared calendar and information on what is happening with each city department. The departments are very silo.
• No answer (going in the right direction).
• Benefit enhancements.
• Incentive pay and acting.
On a scale of 1-10, how would you rate the level of emergency services provided by the fire department? Please provide a 1 sentence reason for that score. • 9. There is always room for improvement. Everyone cares about the department and its personnel. Our members have a lot of off-duty involvement. They really care about the department.
• 8-9: We have holes in our game (no prevention, no battalion chief, no layers between the cap and the chief). Administrative staff shortages. • 8 – professionalism, training, knowledge, with room for improvement • 8 effective with the department’s limited resources available. • 8 -Paramedics are professionals and have good attitudes. Customer service. Always room for improvement in other parts of the overall service delivery. • 8 doing really well with the resources that are provided. • 7: Young department. Room for improvement.
• 7 - because of the station and the need for quality improvement. • the department does more with less. The fire department’s needs are not always communicated or aligned with city leadership.
• 7; the department is improving with what they have, but more resources are needed for continuous improvement.
Business, Community Groups, Community Members, and Volunteers Triton interviewed eight people that fell into this category.
Can you please describe your expectations of the Fire Department? • Be involved with the community.
• The fire department needs to be part of the community and always be friendly. • Being part of the community
• Very engaged in city events and community outreach.
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• Having the firefighters be part of the community.
• Respond in a timely manner and ensure they respond.
• Rapid response, professionalism, suppression, and prevention. • Respond in a timely manner with well-trained staff and appropriate equipment. • The demeanor must be professional.
• Rapid response, well-trained, and compassionate.
• Be responsive to emergencies and protect the city from any threats under their jurisdiction.
• Be able to handle whatever they called for.
• Having a well-trained and sufficient amount of firefighters. • Public education on ways to mitigate the wildland fire threat. Maybe a video of what a protected home looks like compared to an unprotected home. Using science-based data to make good decisions and expectations. • Provide CPR and community-based risk reduction programs and education. • The fire chief has done a great job ensuring the firefighters are seen in the community.
• Having the firehouse open to the public.
• Helpful
• Be responsive to the needs of the citizens.
• Responsive, friendly, and good experience when they interact with the citizens.
Which of these expectations are not being met to your satisfaction? • Neighborhood watch and get-togethers.
• More exposure to the fire department.
• National night out.
• More public exposure
• Urban interface prevention and mitigation.
• Inspections on existing occupancies
• Connecting and figuring out why the information doesn’t connect • More training and education for the public. Need to keep the citizens informed. • Community events are good. Events like the pancake breakfast have disappeared, Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 260
• Connect with the commissions to organize some community events (similar to volunteer days).
• The department is meeting the community’s expectations. I have never called them, so this is just what I assume.
• The department is still in a transitional phase. Still, it has done an excellent job of being part of the community, even if the firefighters don’t live here. • They have been met.
• Expectations are being met, and maybe more into wildfire prevention and education for the community.
• My expectations are met. However, maybe educate more on what to do with emergency vehicles responding. More public education.
What do you think the Fire Department is doing particularly well? • Calls, response times, team members (one of the best fire department teams), team selection.
• The participant related a story and expressed that the crews were great with familiar faces who were empathetic and cared for the patient with dignity, showing a great bedside manner.
• Good response times, professional, and the paramedics are well trained. • The fire department is “Jonny on the Spot.”
• The department provides a good service, and we feel safe. • Observed in dealing with homeless compassionately.
• Great with working out of the box (relayed a positive contact with the fire department story).
• They did well during the pandemic.
• The department engages well with the community and is involved in most city events.
• Fire Department open house, friendly, and school visits. Overall, the interaction of firefighters with the community is the best.
• The fire department has been really effective in its community engagement. I always see kids in the park wearing plastic red fire helmets.
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• The open house and community participation are especially important since the firefighters are new to the community. The transition is occurring at a really good pace.
• Knowing the community.
• Paramedics are great.
• Paramedic services.
• Brush clearance and senior program (2016).
• The paramedic subscription program is great.
• The paramedic program works well, and everyone likes the fire department. • They have a great relationship with the assisted living occupancies. • The department has good relations with surrounding cities and the ability to get more resources if needed.
• Being friendly and collaborative.
Are there services that you think the department should be providing that they are not providing now?
• None
• I am not familiar with all of the department’s services, but they always seem to go above and beyond.
• Not aware of any. The department provides a great service and is accessible to the community.
• None. Very efficient
• Lucky to have paramedics. Haven’t tried anything else. • Fire prevention services are very limited. In the past, the department had a fire marshal with more hours. It would have been much easier to provide service to the applicants if the fire department provided this service again. • WUI fire prevention and mitigation and abatement of fire hazards. I am not sure how robust this is currently.
• Staffing levels of 4
• Long-term forecasting, community-based medical calls, advanced care opportunities (Nurse practitioner), and innovative approaches for the aging community are also needed.
• Battalion chief, is that something that the community needs.
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• Notifications by social media are not valid. Many people do not have computers or use social media. It is preferred if they send notifications by paper or mail. The department used to put flyers in the water bill, but now that is expensive. Once or twice a year, they should go out to different city sections to hold a public safety event. More neighborhoods watch meetings.
• Community outreach was poor but is improving.
• Zone 0 education for the homeowners and what vegetation is being presented. • Providing more guidance early on for vacant land development or new development. Explain what is required and why.
• More exposure.
Are there services the department is providing that you think should be discontinued or done differently?
• Use the small community feel and unify city services, including the fire department. • More community interface. You can never do enough.
• Is the community engagement piece too much?
• Pedestrian and bicycle safety education
• Changing so that not all community involvement is geared toward kids, but more education is needed to prevent wildfires and reduce insurance costs. • None come to mind
• No, I think they do an excellent job with what they have. • None that I can think of. Community activities are important for community trust. • None except maybe something with school kids after hours. • Prevention could be improved.
• Full-time prevention.
• Interdepartmental (citywide) cooperation and coordination. • Some folks complain that when there is a medical emergency, why the engine.
When you dial 9-1-1 to report an emergency, how long should it take for help to arrive?
• Very quickly, within minutes, since I live near the fire station. • 2 Minutes. It may be slower if you count Verdigo.
• No more than 5 minutes
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• The fire department exceeds its response times. When you have an emergency, it seems like forever for people to arrive, but around 5 minutes. • Minutes flat, 5 minutes, 10 minutes outside. Communication, from 911 on. • 5-6 minutes. Communicate the process.
• 6 minutes because it no longer needs to try.
Do you believe that expectations should change depending on where in the community you are located?
• All the same. Canyon might be slower.
• No, because of the size of the city. It is only 3 square miles. • That is the upper limit.
• I live in a house behind another house. The volunteers knew where my home was; now I know the paid firefighters do, too.
• No, the expectation is rapid response. Rounded number that people can use. They should expect less, but they won’t.
• No – it should be the same.
• It is a small town, and the fire department can reach all points relatively quickly. • The fire department is doing a good job, considering their limited resources.
Do you believe the D ’ arriving response units are staffed and equipped to take appropriate actions given the emergency? • Now they do (since the paramedicine and career).
• Yes, they are staffed appropriately for the emergency. • As far as I know, they do.
• They did when we called 911. They seem well prepared, supplied, and trained well. • Community guy, yes.
• I believe so. They appear to when I see them respond. The vehicles look new and well-equipped.
• The department is well equipped and staffed to handle everyday emergencies, but not large ones.
• Auto and mutual aid really help.
• The department may be understaffed; I believe they have the right equipment, but 3 people may not be sufficient.
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• Understaffed, they need a 4-person engine, more complicated medical calls need more hands.
• Understaffed, ancillary support for the department, 2 million a year. • Prevention needs to be improved - improved public relations.
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APPENDIX C: COMMUNITY SURVEY RESULTS
AP Triton and the Sierra Madre Fire Department (SMFD) conducted a comprehensive community survey over a period of two weeks to gather valuable insights and feedback from residents, business owners, employees, and frequent visitors within the service area.
The survey aimed to understand the community's perception, expectations, and experiences with the fire department's services. The survey received a diverse range of responses, totaling 254 respondents. This survey has a confidence factor of 95% with a margin of error ±6%.
Topics Covered
The survey covered a range of topics crucial for assessing and enhancing the fire department's operations and community engagement. Key topics included:
• Community Relationship: Understanding the relationship of respondents with the fire department's service area.
• Satisfaction Levels: Measuring satisfaction with various fire department services. • Service Improvement: Identifying areas for improvement in fire department services. • Communication Preferences: Collecting information on preferred communication channels for updates and emergencies.
• Community Involvement: Understanding the level of community involvement and willingness to participate in fire department activities.
Description of Question Types
The survey comprised various question types to ensure comprehensive feedback:
• Multiple Choice Questions: These questions allowed respondents to select one or more options that best described their views or experiences. • Rating Scale Questions: Respondents rated their satisfaction or agreement on a scale, providing quantifiable insights into their perceptions. • Open-Ended Questions: These questions gave respondents the opportunity to provide detailed feedback and suggestions in their own words.
The structured approach of the survey ensured that the fire department could gather both quantitative and qualitative data, enabling a thorough analysis of community needs and expectations.
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Survey Results
Q1. Which of the following best describes your relationship with SMFD? Out of the 250 respondents, an overwhelming 93% identified themselves as residents of the SMFD service area. A smaller percentage, 4%, were frequent visitors to the service area, while 1% were business owners or employees within the service area. Additionally, 1% identified as public safety services partners. The remaining 2% of respondents chose the "Other" category, specifying roles such as former firefighter, retired fire chief, and retired volunteer SMFD firefighter/resident.
Resident of SMFD
service area
93%
Business
owner/employee within
the SMFD service area
1%
Frequent visitor to
the service area
4%
Public safety
services partner
1%
Other (please
specify)
2%
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Q2. Please rate the following services provided by SMFD using a scale of critical priority, important priority, or a low priority. If you would like to see a service added, please list it in the comment field.
The survey results regarding the prioritization of services provided by the SMFD reveal a clear hierarchy of what the community considers most critical. Fire suppression emerged as the top priority, with 90% of respondents rating it as a critical service. Similarly, Emergency Medical Services were also highly prioritized, with 86% identifying them as critical. Wildland firefighting was seen as crucial by 73% of respondents, reflecting the community's concern about wildfire risks.
Other services, such as Emergency Management and Hazardous Materials Response, were considered critical by 46% and 30% of respondents, respectively, indicating a significant emphasis on preparedness and hazardous situation management. 5%
6%
19%
9%
13%
20%
24%
28%
30%
46%
73%
86%
90%
44%
51%
35%
60%
54%
53%
56%
54%
48%
46%
21%
12%
8%
51%
43%
46%
31%
33%
26%
19%
18%
22%
8%
6%2% 2%
Community Events
Public Outreach
Water Rescue
Public Education
New Construction Plans Review, Permitting, and
Site Inspections
Community Risk Reduction Services
Maintenance Fire Inspections
Technical Rescue
Hazardous Materials Response
Emergency Management
Wildland Firefighting
Emergency Medical Services
Fire Suppression
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Critical Priority Important Priority Low Priority
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In contrast, services like Public Outreach and Community Events were rated as lower priorities, with a majority of respondents assigning them as either important or low priority.
This suggests that while community engagement is valued, it is less of a concern compared to direct emergency response and preparedness activities.
Summary of Services to Add/Additional Comments:
The "Other" responses provided additional insights into the community's concerns and suggestions for the Sierra Madre Fire Department's services. Some respondents suggested enforcing regulations on homeowners who fail to remove hazardous dead trees and bushes from their properties, highlighting the importance of mitigating wildfire risks. Another recommendation was to close and lock Mount Wilson during the summer to prevent wildfire occurrences.
There were questions and concerns about specific services, such as "Water Rescue," with respondents pointing out the absence of lakes or rivers in the area, making it a low priority.
Similarly, some expressed confusion about what "Technical Rescue" entails, indicating a need for clearer communication about the department's capabilities.
Several comments focused on the role and responsibilities of Emergency Management, with one respondent asserting that it should be a support function managed by the City Manager's office rather than an operational responsibility of the fire department.
Other suggestions included improving communication with residents by supplementing social media efforts with letters for feedback, surveys, and notices, as well as outsourcing some administrative functions to reduce costs. Additionally, a few respondents expressed skepticism about the necessity of certain services, perceiving them as a means to justify growth in City employment, which could potentially burden taxpayers.
These responses reflect a mix of support for certain fire department services and a desire for more transparency and efficiency in other areas.
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Q3. Please rank the following first responder qualities in the order of importance (6 was the highest possible score).
The survey results regarding the importance of various first responder qualities show a clear preference among respondents. The most critical quality identified was highly trained, with 58% of respondents ranking it as the most important and a total score of 5.34. Following closely was prompt in arrival, which was also highly valued, receiving a score of 5.06, with 31% of respondents ranking it as the top priority and 52% placing it second.
Other qualities, such as being friendly, courteous, and professional (3.58), empathetic and compassionate (3.09), and flexible and adaptable (2.54), were seen as important but ranked lower overall compared to training and response time. The least prioritized quality was being involved in the local community, which received the lowest score of 1.4, indicating that while community involvement is valued, it is not as critical as the other operational qualities.
1.4 2.54
3.09 3.58
5.06 5.34
Involved in the local community
Flexible and adaptable
Empathetic and compassionate
Friendly, courteous, and professional
Prompt in arrival
Highly trained
0 1 2 3 4 5 6
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Q4. If you would like to see a first responder quality added, please list it here.
The responses to the prompt asking for additional first responder qualities to be added reflect a variety of community priorities and concerns. Some key themes include the desire for first responders to have multitasking and cross-training abilities, to be better listeners, and to communicate clearly and effectively, particularly in plain English, with a preference for bilingual skills where possible.
Other responses emphasized the importance of mental health training, fair compensation, and intelligence in first responders. There were also calls for first responders to be familiar with the City's culture and residents, as well as to consider each situation's uniqueness when making decisions.
Some comments touched on operational aspects, such as ensuring compliance with NFPA 1710 staffing requirements and recognizing the City's financial limitations by not expecting compensation levels equivalent to larger departments like LAFD.
A few respondents expressed concerns about local governance, with one highlighting the need for the fire department to be independent of the City Council's influence, particularly regarding decisions that could impact fire safety, such as building regulations. Additionally, there was a specific request for first responders to consider residents' pets as equally important to rescue as humans during emergencies.
Overall, these suggestions provide insight into the community's expectations for their first responders, combining operational effectiveness with empathy and cultural awareness.
Q5. What methods would you prefer that the fire department utilize to deliver emergency preparedness, fire safety, and wildfire information to you? The survey results indicate a clear preference among respondents for receiving emergency preparedness, fire safety, and wildfire information via Text Message/Email, with 77% of respondents selecting this option. This suggests that direct and immediate communication methods are highly valued by the community.
Newsletters/Mailers were the second most preferred method, chosen by 54% of respondents, indicating a strong interest in receiving printed materials or regular updates through traditional mail. Following closely, 44% of respondents favored the Department Website as a reliable source of information.
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Public (in-person) meetings, such as educational and training sessions, were preferred by 40% of respondents, highlighting the importance of face-to-face engagement for some community members. Facebook was also a popular choice, selected by 35% of respondents, reflecting the ongoing relevance of social media for community communication.
Other digital platforms like Instagram (24%), NextDoor (16%), and YouTube (10%) were less favored but still notable, suggesting that a multi-platform approach could be beneficial.
Traditional media, such as the Newspaper, was preferred by 22% of respondents, while Twitter and the "Other" category each garnered 6% of the responses, indicating a limited but specific interest in these channels.
Overall, the results suggest a need for a diverse communication strategy that prioritizes direct digital communication while also incorporating traditional and in-person methods to ensure comprehensive outreach to the community.
6%
6%
10%
16%
22%
24%
35%
40%
44%
54%
77%
Twitter
Other (please specify)
YouTube
NextDoor
Newspaper
Instagram
Facebook
Public (in-person) meetings (i.e., educational
and/or training sessions)
Department Website
Newsletters/Mailers
Text Message/Email
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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Q6. Please compare each of the following elements to the others and rank the following planning considerations in the order of importance (5 was the highest possible score).
The survey results regarding the ranking of planning considerations for the Sierra Madre Fire Department reveal the community's priorities. The top priority, with a score of 4.54, is to ensure the technical competence of all personnel. This overwhelming preference highlights the importance the community places on having highly skilled and knowledgeable fire department staff.
Following this, maintaining or improving response times to emergencies was also important, with maintaining existing response times scoring 3.38 and improving response times scoring
2.74. This suggests that while the current response times are satisfactory to many, there is still a significant interest in further improvements.
Equipment and facilities being reliable and well-maintained received a score of 2.86, indicating a moderate level of importance. This suggests that while reliable equipment is necessary, it is slightly less critical compared to the response times and personnel competence.
Lastly, expanding the types of services provided by the fire department was ranked as the least important consideration, with a score of 1.46. This indicates that the community is more focused on enhancing the quality of existing services rather than adding new ones.
1.46 2.74
2.86 3.38
4.54 Expand the types of services provided by the fire
department.
Improve fire department response time to
emergencies.
Equipment and facilities are reliable and wellmaintained.
Maintain existing response time to emergencies.
Ensure the technical competence of all personnel.
0 1 2 3 4 5
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Q7. Have you received any services from the fire
department?
The survey results show that 49% of respondents (125
individuals) indicated that they have received services from the department, while 51% (128 individuals) have not.
Q8. If you responded YES to the previous question, were you satisfied with the service?
The survey results regarding satisfaction with the Sierra Madre Fire Department's services indicate a high level of approval among those who have received services. Seventy-one percent (71%) of respondents (91 individuals) reported being very satisfied with the services they received, and an additional 19% (24 individuals) were satisfied.
A small percentage of respondents
expressed less satisfaction, with 7% (9
individuals) being somewhat satisfied, 3% (4
individuals) being somewhat dissatisfied, and
only 1% (1 individual) reporting that they were
dissatisfied.
These results suggest that the majority of the
community members who have interacted
with the fire department are pleased with the
service they received, reflecting positively on
the department's performance.
YES
49%
NO
51%
Very
satisfied
71%
Satisfied
19%
Somewhat
satisfied
7%
Somewhat
dissatisfied
3% Dissatisfied
1%
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Q9. How long do you think it should take for emergency resources to arrive after you call 911? Please take into consideration call processing times, travel times, time of day, concurrent incidents, etc., in your response.
The survey results regarding the expected response time for emergency resources after calling 911 show that the majority of respondents have high expectations for prompt service. Thirty-nine percent (39%) of respondents believe that emergency resources should arrive within 4–5 minutes of calling 911. Following this, 24% of respondents think that a 5–6- minute response time is acceptable.
A smaller portion of the community is willing to allow slightly longer response times, with 15% considering 6–7 minutes to be reasonable, and 11% accepting 7–8 minutes. Only 4% of respondents are comfortable with a response time of greater than 8 minutes.
The “Other” category, which comprises 8% of responses, likely includes specific conditions or scenarios that respondents believe could justify variations in response times.
Other responses:
The "Other" responses provide additional context and specific expectations regarding emergency response times. Several respondents highlighted the variability depending on the situation, with some specifying times such as 3–4 minutes, 2–3 minutes, or 1–4 minutes.
Others suggested longer times like 10 minutes, but noted that it would depend on the circumstances.
39%
24%
15%
11%
4%
8%
4–5 minutes 5–6 minutes 6–7 minutes 7–8 minutes Greater than 8 minutes
Other (please
specify)
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
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Some respondents emphasized that the response should be as soon as possible, especially for severe emergencies such as medical issues, where immediate assistance is crucial. A few comments mentioned that the severity of the emergency should dictate the urgency, with more critical situations requiring faster response times, while less critical ones could tolerate a longer wait.
One respondent shared a personal experience of living on the same block as the fire station, implying a very quick response time. Another highlighted that in medical emergencies, a 4–5-minute response time is ideal, whereas less urgent situations could justify a longer wait.
Overall, these responses suggest that while many community members have high expectations for rapid emergency response, they also recognize that the appropriate response time may vary depending on the type and severity of the emergency.
Q10. What types of fire and safety education programs would you like to see offered in the community?
The survey responses reveal a wide array of community interests in fire and safety education programs. Some of the most frequently mentioned topics include:
• CPR and First Aid Training: Many respondents emphasized the importance of offering CPR, first aid, and AED training, including free public classes and practice sessions.
• Fire Prevention and Mitigation: Several respondents expressed a desire for programs focused on fire prevention techniques, including brush clearance, defensible space creation, and home fire safety. There were also calls for information on wildfire prevention, landscape safety, and reducing fire hazards in neighborhoods. • Emergency Preparedness: Emergency preparedness programs were highly requested, with suggestions for training on evacuation strategies, disaster plans, and how to prepare for specific emergencies like earthquakes and wildfires. • Wildfire Safety and Response: Respondents highlighted the need for education on wildfire defense, home hardening, and how to leave safely during a wildfire. There was also interest in community-wide disaster plans and collective neighborhood preparedness.
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• Community Engagement and Education: There were suggestions for reaching out to various groups, such as children, seniors, and those with limited mobility, to educate them on fire safety. Some respondents also recommended using community events, workshops, and in-person meetings to increase awareness. • Public Information and Communication: There were calls for more public outreach, including video presentations, newsletters, and online resources. Some respondents emphasized the need for clear and accessible information on how to mitigate fire risks and maintain property safety.
• Specialized Programs: Respondents suggested offering specialized programs, such as active shooter drills in schools, fire safety for the elderly, and safety tips for those living independently.
• Wild Animal Safety: A few respondents mentioned the importance of educating the community about wild animal safety, particularly in relation to bears and other local wildlife.
These responses reflect a broad interest in enhancing fire and safety education within the community, with a strong focus on practical skills, preparedness, and community involvement.
Q11. What are some ways the SMFD could better engage with the community? Based on the responses, here are the ways the SMFD could better engage with the community, ordered by the most mentioned suggestions:
• Continue Current Engagement and Activities: Many respondents feel that the SMFD is already doing a great job with community engagement and should continue hosting events, open house tours, and participating in local activities like the Wistaria Festival, 4th of July parade, and pancake breakfasts.
• Increase Visibility at Community Events: Respondents suggested having a bigger presence at community events, such as concerts in the park, attending school events, and being more visible at public gatherings.
• More Open Houses and Facility Tours: There was a strong interest in having more open house events at the fire station, including facility tours and opportunities for the community to meet and greet the firefighters.
• Participate in More Educational and Youth Events: Several responses recommended more educational events, particularly those focused on fire safety, and more engagement with youth through school visits and special programs.
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• Regular Communication and Updates: Some respondents suggested regular communication through newsletters, email updates, and an active website to keep the community informed about fire department activities and emergency responses.
• Neighborhood Visits and Direct Engagement: There was a call for more neighborhood visits, particularly to address local issues and engage with residents directly, especially those who might not use digital communication platforms. • Enhanced Social Media Presence: Some responses recommended a more active and consistent presence on social media to keep the community engaged and informed.
• Increased Community Clinics and Educational Resources: Respondents mentioned the need for more clinics and educational resources on fire safety topics, beyond the usual events like pancake breakfasts.
• Host Fundraising Events: Suggestions included organizing fundraising events such as races or BBQ/chili cook-offs to raise awareness and funds for the fire department. • Home Property Inspections and Fire Safety Recommendations: A few respondents suggested offering home property inspections and personalized fire safety recommendations to help residents better prepare their homes. • Increased Youth Engagement: There were specific calls for more youth-focused events and programs, such as a Junior Fire Marshal week or school assemblies. • General Support and Positive Feedback: Many responses expressed satisfaction with the current efforts of the SMFD, stating that they believe the department is doing an excellent job and should continue its current approach.
These suggestions reflect a strong desire for continued and enhanced engagement between the SMFD and the community, with a particular emphasis on visibility, education, and communication.
Q12. Please list the expectations you have of your fire department.
Here are the summarized expectations that the community has of the SMFD, ordered by the most common themes:
• Quick and Timely Response: The most frequently mentioned expectation is that the SMFD responds promptly to emergencies, with many specifying a desire for response times within 4 minutes or less.
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• Highly Trained and Competent Personnel: Respondents expect the fire department to have well-trained, knowledgeable, and professional personnel capable of handling a wide range of emergencies, including medical calls and fire suppression. • Fire Suppression and Emergency Services: Many respondents emphasized the importance of the department's role in quickly extinguishing fires and providing effective emergency medical services.
• Professionalism and Courtesy: There is a strong expectation that SMFD personnel should be professional, courteous, and empathetic in their interactions with the community, treating both residents and each other with respect. • Community Engagement and Education: Respondents expect the fire department to be engaged with the community, providing education on fire prevention, emergency preparedness, and participating in local events. • Safety and Prevention: Many community members highlighted the importance of the department's role in fire prevention, including inspections of businesses, homes, and new construction to ensure compliance with fire safety standards. • Continuous Training and Improvement: There is an expectation that SMFD personnel should undergo continuous training to stay updated on the latest techniques and technologies in fire fighting and emergency medical response. • Adequate Staffing and Equipment: Respondents mentioned the need for the department to be adequately staffed and equipped to handle emergencies efficiently, with some specifying the importance of maintaining up-to-date equipment.
• Local Control and Community Focus: Several respondents expressed a desire for the fire department to remain locally controlled, emphasizing the importance of maintaining a department that is closely connected to the community's needs. • Affordability and Efficiency: Some responses reflected concerns about the cost of services and the expectation that the department operates efficiently without imposing excessive financial burdens on the community.
These expectations illustrate the community's desire for a highly responsive, skilled, and community-focused fire department that prioritizes both emergency response and proactive safety measures.
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Q13. What expectations are not being met?
Here is a summary of the expectations that respondents feel are not being met by the SMFD, ordered by the most commonly mentioned issues:
• Communication and Community Engagement: Several respondents mentioned a need for better communication, both in terms of informing residents about fire risks and engaging with the community on fire prevention measures. There is also a call for more public communication and interaction with the community, particularly in enforcing fire safety and vegetation management.
• Fire Prevention and Vegetation Management: Many respondents are concerned about inadequate fire prevention efforts, particularly regarding the inspection and enforcement of brush clearance and vegetation management on private properties and city-owned land. Some also feel that there needs to be a more proactive stance in opposing developments in high-risk fire zones. • Response Time and Emergency Services: There were specific concerns about the SMFD’s response to emergencies, with one respondent mentioning an incident where the fire department left a scene too early, leading to a fire re-igniting.
Additionally, there were mentions of the ambulance service not being fully funded and a general concern about response times in medical emergencies. • Compensation and Retention: Some respondents expressed concerns about the compensation packages for fire department personnel, suggesting that pay should be closer to market rates to aid in retaining well-trained staff. There is also concern about the potential turnover of personnel.
• Costs and Financial Management: A few responses indicated concerns about the escalating costs associated with the fire department, with some residents feeling that the department’s expenses are becoming unsustainable for a small community. • Professionalism and Training: Some respondents feel that there is a need for improved professionalism and training, citing instances where they felt the fire department’s interactions were not handled effectively. There were also mentions of needing better on-scene leadership during complex emergencies. • Infrastructure and Equipment: A few responses highlighted concerns about the adequacy of the department’s infrastructure, including the need for more fire trucks and ensuring that the department is well-equipped to handle emergencies.
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• Wild Animal Control and Public Safety: There were mentions of the need for better control and education around wild animals, particularly bears, as well as concerns about the fire department’s role in public safety related to new construction in highrisk areas. • No Issues: A significant number of respondents stated that they had no unmet expectations and were satisfied with the current performance of the fire department.
These responses reflect a mix of satisfaction with the SMFD’s current services and specific areas where some community members feel improvements could be made, particularly in communication, fire prevention, and ensuring adequate resources and training.
Q14. What is your fire department doing well?
Here is a summary of what respondents feel the SMFD is doing well, ordered by the most common positive feedback:
• Response Times: The most frequently praised aspect is the quick and efficient response times of the SMFD during emergencies. Respondents consistently mentioned that the department arrives promptly and handles emergencies professionally.
• Community Engagement and Visibility: Many respondents appreciate the department's visibility and active engagement with the community, particularly through events, open houses, and public education efforts. The department’s involvement in local events, such as the 4th of July parade, and their presence in the community were highlighted as strong points.
• Professionalism and Courtesy: The professionalism, friendliness, and courteousness of the SMFD staff were highly regarded. Respondents mentioned positive interactions with firefighters during emergencies and public events, noting the department's compassionate and helpful demeanor.
• Fire Suppression and Emergency Services: Respondents expressed satisfaction with the department’s ability to handle fire suppression and emergency medical services effectively. The department’s competence in managing wildfires, brush clearance, and medical emergencies was noted.
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• Public Education and Outreach: The department's efforts in educating the community about fire safety, emergency preparedness, and other related topics received praise. Respondents appreciated the department's proactive approach to community education and the availability of resources for residents. • Maintaining Equipment and Facilities: The department’s equipment and facilities were noted as being well-maintained and instilling confidence in their ability to handle emergencies. Respondents mentioned the department’s visible readiness and the adequacy of their equipment.
• Paramedic Services: The department’s paramedic services were specifically mentioned as being excellent, with several respondents highlighting the efficiency and organization of the senior paramedic program.
• Overall Satisfaction: Many respondents expressed general satisfaction with the department, stating that they believe the SMFD is doing a great job overall. The department’s leadership and the dedication of its personnel were particularly appreciated.
These responses indicate that the community has a high level of confidence in the Sierra Madre Fire Department, particularly in terms of their responsiveness, professionalism, and community engagement.
Q15. Please list any concerns you have regarding your fire department.
Here is a summary of the concerns expressed by the respondents regarding the SMFD, ordered by the most common themes:
• Staffing and Retention: A significant number of respondents expressed concerns about the ability of the department to retain personnel due to turnover, pay, and benefits. There is also worry about the sufficiency of staff to meet the increasing demands, including handling major incidents and maintaining high service levels. • Funding and Sustainability: Many respondents are concerned about the sustainability of funding for the department. This includes concerns about the financial burden on the community, potential tax increases, and whether the department has enough resources to maintain its operations and respond effectively to emergencies.
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• Equipment and Resources: Concerns were raised about the adequacy of equipment, with some respondents noting the importance of having the best equipment available, while others questioned the necessity of rolling out expensive equipment for minor incidents. There were also suggestions to replace large fire engines with more maneuverable ones that can navigate narrow streets more easily.
• Wildfire Preparedness: Several respondents are worried about the department's capacity to deal with large wildfires, particularly in the canyon areas and the impact of new developments in high-risk zones. There is also concern about the department’s role in inspecting properties for fire risks and ensuring adequate brush clearance.
• Maintaining Local Control: A number of respondents expressed a desire to keep the fire department under local control rather than contracting out to the county. They believe that local control ensures better response times and community engagement.
• Communication and Public Engagement: Some respondents feel that communication from the department could be improved, particularly regarding fire safety inspections, building codes, and brush clearance. There is also a concern that the department is becoming politically influenced, and a desire to keep it apolitical. • Training and Leadership: Concerns were noted regarding the adequacy of training for staff, particularly in leadership roles during major incidents. Respondents want assurance that the department is keeping up with the latest training and best practices.
• Volunteer and Reserve Programs: Several respondents mentioned the elimination of the volunteer firefighter program as a mistake and suggested it be reinstated to bolster the department’s roster.
• Miscellaneous: There were various other concerns, including the department’s influence by developers, potential duplication of services, the impact of large developments like the Monastery project, and the desire for better inspection and enforcement of fire safety measures.
These concerns reflect a community that is generally supportive of the SMFD but is also mindful of the challenges facing the department, particularly regarding staffing, funding, and the ability to maintain high service levels in the face of growing demands.
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Q16. We appreciate the time and effort you have invested in completing this survey. If you have any additional comments or opinions, please note them below.
If you would like someone to contact you directly, please list your contact information. Thank you again!
Here is a summary of the additional comments provided by respondents, ordered by the most common themes:
• Support and Appreciation: Many respondents expressed their gratitude and appreciation for the SMFD, acknowledging the hard work and dedication of the department. They noted that they are generally happy with the services provided and are thankful for the department's presence in the community. • Funding and Taxes: Several comments addressed concerns about funding, with a few respondents explicitly stating that they do not support tax increases to fund the fire department. Some suggested that the department should remain small and sustainable without the need for new bonds or taxes.
• Concern About Recent Developments: A few respondents voiced concerns about the potential impact of the recently approved Meadows Project on the department’s resources. They felt misled by earlier assurances that the department was adequately funded to handle the increased demand from new developments, and this has led to questions about the integrity of the department's leadership. • Desire for Local Control and Sustainability: Respondents emphasized the importance of maintaining local control of the fire department and ensuring its long-term sustainability. They expressed concerns about the financial burden on the community and the importance of balancing the department’s needs with other community services.
• Volunteer and Community Involvement: Some respondents mentioned the importance of involving volunteers in the fire department, either through reestablishing a volunteer program or involving them in non-response roles such as public outreach and inspections.
• Request for Continued Excellence: Respondents encouraged the department to continue its high-quality training and maintain its excellent service record, particularly in wildfire prevention and emergency response. • Specific Suggestions: Some respondents made specific suggestions, such as restoring the secondary fire station in the canyon due to rising fire risks and climate change, and ensuring that evacuation decisions are made locally.
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• Concerns About the Transition to a Full-Time Department: There were concerns about the transition from a volunteer to a fully paid department, with some respondents feeling that it has led to increased costs and possibly overlooked the contributions of long-standing members.
This feedback reflects a community that is generally supportive of the SMFD but also mindful of the challenges related to funding, sustainability, and maintaining a strong local presence.
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Top Five Key Trends
• Strong Community Support: The community generally holds the SMFD in high regard, with a majority expressing satisfaction with their services, especially in terms of quick response times, professionalism, and community engagement. • Emphasis on Core Emergency Services: There is a clear preference for prioritizing fire suppression, emergency medical services, and wildfire prevention over other services like public outreach and community events. The community values the technical competence and readiness of the fire department. • Concern About Funding and Sustainability: There is a significant concern among respondents about the financial sustainability of the fire department. Many are wary of tax increases and believe the department should remain small and efficient without burdening the community with excessive costs.
• Desire for Local Control and Transparency: Respondents emphasized the importance of keeping the fire department under local control to ensure responsiveness and community engagement. There is also a call for greater transparency, especially in the context of new developments like the Meadows Project.
• Interest in Fire Prevention and Community Education: While direct emergency response is a priority, there is also a strong interest in fire prevention education, brush clearance enforcement, and community involvement in safety practices. The community wants more proactive measures to prevent fires and ensure safety.
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Top Five Recommendations
• Enhance Fire Prevention and Community Education Programs: Develop and expand fire prevention and safety education programs, particularly focusing on brush clearance, home fire safety, and wildfire defense. Engage the community through public events, workshops, and direct communication to increase awareness and preparedness.
• Maintain and Improve Core Emergency Services: Continue prioritizing fire suppression, emergency medical services, and wildfire response. Ensure that the department remains well-equipped, adequately staffed, and that personnel receive ongoing training to maintain high levels of technical competence. • Increase Transparency and Communication: Improve communication with the community regarding fire department operations, funding needs, and the impact of new developments. Consider regular updates through newsletters, public meetings, and a more active online presence to keep residents informed and engaged. • Focus on Sustainable Funding Solutions: Explore alternative funding mechanisms that do not overly burden the community, such as grants, partnerships, or strategic costsaving measures. Ensure that any proposals for additional funding are transparent and justified with clear benefits to the community.
• Reinstate or Enhance Volunteer and Reserve Programs: Consider re-establishing a volunteer firefighter program or creating roles for community volunteers in nonresponse areas such as public outreach, inspections, and education. This could help bolster the department’s capabilities while fostering a sense of community involvement and reducing costs.
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APPENDIX D: TABLE OF FIGURES
Figure 1: City of Sierra Madre Geographical Location ................................................................3 Figure 2: SMFD Service Area............................................................................................................6 Figure 3: SMFD Organizational Structure (2024) ............................................................................7 Figure 4: SMFD Expenditures/Funding Source Summary ..............................................................9 Figure 5: SMFD Expenditures by Type—Most Recent Five Fiscal Years .....................................10 Figure 6: SMFD's Ambulance Billable Transports..........................................................................11 Figure 7: SMFD's 2023 Ambulance Service Fee Payor Mix..........................................................12 Figure 8: Summary of SMFD Transport Fees..................................................................................13 Figure 9: SMFD Emergency Service Capabilities.........................................................................16 Figure 10: SMFD Primary Automatic Aid Resources ....................................................................17 Figure 11: Administrative Staff Full-Time Equivalent Count.........................................................23 Figure 12: Operations Staff Full-Time Equivalent Count..............................................................24 Figure 13: Station Units and Staffing Levels..................................................................................24 Figure 14: Example of Tasks & Staff Required as Defined in NFPA 1710....................................26 Figure 15: Planning for the Future .................................................................................................32 Figure 16: Criteria Utilized to Determine Fire Station Condition .................................................37 Figure 17: SMFD Station 41 .............................................................................................................38 Figure 18: Example of SMFD Fire Station Damage ......................................................................41 Figure 19: Criteria Used to Determine Apparatus & Vehicle Condition ...................................42 Figure 20: SMFD Frontline Apparatus & Ambulance Inventory (2024)......................................43 Figure 21: SMFD Frontline Command & Other Vehicles.............................................................43 Figure 22: Economic Theory of Vehicle Replacement...............................................................44 Figure 23: SMFD Estimated Costs & Year to Replace Frontline Apparatus (2024)...................46 Figure 24: EMS & Other Call Percentages (2019–2023) ..............................................................47 Figure 25: Breakdown of Call Types in Sierra Madre (2019–2023) .............................................48 Figure 26: Response Determinant Levels......................................................................................54 Figure 27: Life Safety Program Components...............................................................................55 Figure 28: SMFD Code Enforcement Activities ............................................................................56 Figure 29: Occupancy Classifications..........................................................................................58 Figure 30: NFPA Minimum Inspection Frequency........................................................................59 Figure 31: Public Education Programs..........................................................................................60 Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 288
Figure 32: VFCC Organizational Chart.........................................................................................63 Figure 33: Hazardous Materials Response....................................................................................70 Figure 34: Technical Rescue Response ........................................................................................72 Figure 35: General Training Competencies for SMFD.................................................................74 Figure 36: Training Facilities & Resources......................................................................................75 Figure 37: Training Programs & Tracking.......................................................................................75 Figure 38: Annual Training Hours & Training Budget....................................................................76 Figure 39: Community Map...........................................................................................................79 Figure 40: First Town Hall, circa 1895 .............................................................................................80 Figure 41: Annual Average and Maximum Temperatures (2004–2022) ...................................82 Figure 42: Monthly Average Temperatures (2018–2022) ............................................................83 Figure 43: Annual Average Area Precipitation (1939–2016)......................................................84 Figure 44: Wind Rose for Sierra Madre Area (1985–2024)...........................................................85 Figure 45: Sierra Madre Local Geology........................................................................................87 Figure 46: Population Summary (2023 Data) ...............................................................................90 Figure 47: Education and Economic Factors ..............................................................................92 Figure 48: Housing Components...................................................................................................93 Figure 49: At-Risk Profile..................................................................................................................95 Figure 50: Sierra Madre Adopted Zoning Plan (2021).................................................................97 Figure 51: Risk by Zoning Type .......................................................................................................98 Figure 52: High-Risk Occupancy Types by IBC Group ..............................................................100 Figure 53: Assembly Occupancies .............................................................................................101 Figure 54: Educational Occupancies.........................................................................................102 Figure 55: Institutional Occupancies ..........................................................................................103 Figure 56: Multi-Family Residential Structure ..............................................................................104 Figure 57: Large Fire-Flow Commercial Buildings......................................................................105 Figure 58: Large Floor Area Commercial Buildings ...................................................................106 Figure 59: Residential Lots with Large Main Floor Area Homes................................................107 Figure 60: Tall Buildings .................................................................................................................108 Figure 61: Top City Revenue Generation Properties.................................................................109 Figure 62: Sierra Madre Road Network.......................................................................................112 Figure 63: Water Drainage...........................................................................................................114 Figure 64: Fire Hydrant Service Areas .........................................................................................115 Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 289
Figure 65: Government Buildings ................................................................................................116 Figure 66: FEMA Flood Hazard Map............................................................................................120 Figure 67: Earthquake Hazard.....................................................................................................122 Figure 68: Landslide Zones...........................................................................................................123 Figure 69: Wildland Urban Interface (WUI) Zones......................................................................124 Figure 70: Wildfire Risk...................................................................................................................125 Figure 71: Probability and Consequence of Natural Hazards.................................................126 Figure 72: Relative SMFD Risk Classification ...............................................................................128 Figure 73: Three-Axis Risk Classification.......................................................................................131 Figure 74: Probability or Likelihood of Occurrence...................................................................132 Figure 75: Consequence to the Community.............................................................................132 Figure 76: Impact on Operational Forces..................................................................................133 Figure 77: Fire Response Risk Assessment ...................................................................................134 Figure 78: Fire Three-Axis Risk Classifications ..............................................................................134 Figure 79: EMS Response Risk Assessment ..................................................................................135 Figure 80: EMS Three-Axis Risk Classifications.............................................................................135 Figure 81: Technical Rescue Response Risk Assessment...........................................................136 Figure 82: Technical Rescue Three-Axis Risk Classifications......................................................136 Figure 83: Hazardous Materials Response Risk Assessment ......................................................137 Figure 84: Hazardous Materials Three-Axis Risk Classifications.................................................137 Figure 85: Wildland Fires Response Risk Assessment..................................................................138 Figure 86: Wildland Fires 3-Axis Risk Classifications ....................................................................138 Figure 87: Incident Distribution Comparison (2022) ..................................................................140 Figure 88: ISO Earned & Available Credits for the City of Sierra Madre .................................141 Figure 89: ISO Classifications in Nationally and California........................................................142 Figure 90: Data Skew....................................................................................................................145 Figure 91: SMFD Data Skew Example (2019–2023)....................................................................146 Figure 92: Total Incident Count ...................................................................................................148 Figure 93: Incident Density (2019–2023) .....................................................................................149 Figure 94: City of Sierra Madre EMS Density (2019–2023) .........................................................150 Figure 95: City of Sierra Madre Fire Incidents (2019–2023) .......................................................151 Figure 96: Annual Incident Volume for the City (2019–2023)...................................................152 Figure 97: Monthly Incident Volume Percentage (2019–2023)................................................153 Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 290
Figure 98: Day of Week Incident Volume Percentage (2019–2023).......................................153 Figure 99: Month and Weekday Heat Density (2019–2023).....................................................154 Figure 100: Incident Volume Percentage by Hour (2019–2023)..............................................155 Figure 101: Incident Volume Heat by Hour and Weekday (2019–2023).................................156 Figure 102: 1.5-Mile ISO Distance ................................................................................................158 Figure 103: ISO 2.5-Mile Truck Apparatus Distance...................................................................159 Figure 104: Engine & Ambulance Responses by Type (2019–2023) ........................................160 Figure 105: Annual Unit Incident Volume (2019–2023)..............................................................161 Figure 106: Average Minutes Committed by Incident and Apparatus (2019–2023) ............162 Figure 107: Unit Incident Utilization (2019–2023) ........................................................................163 Figure 108: Concurrent City Incidents (2019–2023)...................................................................164 Figure 109: Concurrent Incidents System-Wide (2019–2023) ...................................................164 Figure 110: Multiple Units Working (2019–2023)..........................................................................164 Figure 111: Incident Lifecycle......................................................................................................165 Figure 112: Incident Segment KPIs..............................................................................................166 Figure 113: Call Processing by Year and NFIRS Category (2019–2023)...................................168 Figure 114: Call Processing by Incident Group and Hour (2019–2023)...................................169 Figure 115: Turnout Time by Apparatus (2019–2023).................................................................170 Figure 116: Turnout Time by Unit and Shift (2019–2023) ............................................................170 Figure 117: Annual Turnout Times by Incident Group (2019–2023)..........................................171 Figure 118: Turnout Time by Hour (2019–2023)...........................................................................172 Figure 119: Modeled 4-Minute Travel Time ................................................................................173 Figure 120: Travel Time by Incident Group and Area (2019–2023)..........................................174 Figure 121: Annual Travel Time by Area (2019–2023)................................................................175 Figure 122: Hourly Travel Time and Workload (2019–2023).......................................................175 Figure 123: First Three Units Responses (2019–2023)...................................................................176 Figure 124: Effective Response Force (Concentration)............................................................177 Figure 125: Total Response Times by Incident Groups (2019–2023).........................................178 Figure 126: Annual Total Response Times by Incident Groups (2019–2023) ...........................179 Figure 127: Hourly Total Response Times (2019–2023) ...............................................................179 Figure 128: Percentage of EMS Incident (2019–2023)...............................................................180 Figure 129: Percentage of Time on Incidents (2019–2023).......................................................181 Figure 130: Patient Disposition Percentages (2019–2023) ........................................................181 Fire Department Master Plan, Community Risk Assessment, & Standards of Cover Deployment Analysis 291
Figure 131: Patient Acuity (2019–2023).......................................................................................182 Figure 132: Top 10 Provider Impressions (2019–2023) ................................................................183 Figure 133: Percentage of Destinations (2019–2023)................................................................183 Figure 134: Annual Patients Transported from Location (2019–2023) .....................................184 Figure 135: Annual Patient Transports (2019–2023) ...................................................................184 Figure 136: Hourly Transport Percentages (2019–2023) ............................................................185 Figure 137: Travel Time to Destination (2019–2023)...................................................................186 Figure 138: Median Hospital Wait Time (2019–2023).................................................................187 Figure 139: 20-Year Population Forecast with 95% Confidence Bands ..................................188 Figure 140: 2024 ACS Population Distribution.............................................................................189 Figure 141: Service Demand Projection to 2032 .......................................................................190 Figure 142: Staffing Determinations Base on Risk ......................................................................192 Figure 143: Fire Response Critical Tasking ..................................................................................193 Figure 144: Emergency Medical Services Critical Tasking........................................................194 Figure 145: Wildland/WUI Fire Critical Tasking............................................................................194 Figure 146: Technical Rescue Critical Tasking ...........................................................................195 Figure 147: HazMat Critical Tasking ............................................................................................195 Figure 148: Aid Units & Staffing Levels.........................................................................................196 Figure 149: Fire Alarm Assignments by Risk.................................................................................197 Figure 150: Emergency Medical Assignments by Risk...............................................................198 Figure 151: Wildland/WUI Assignments by Risk ..........................................................................198 Figure 152: Technical Rescue Assignments by Risk ...................................................................199 Figure 153: Hazardous Materials Assignments by Risk...............................................................200 Figure 154: NFPA Response Time Compliance Requirements.................................................201 Figure 155: Deming Cycle............................................................................................................203 Figure 156: Incident Segments ....................................................................................................206 Figure 157: Performance Chart Example...................................................................................208 Figure 158: Methodology Overview ...........................................................................................216 Figure 159: Example of a LIDAR Depiction of Fuels...................................................................226
City of Sierra Madre
Agenda Report
TO: Mayor Kriebs and Members of the City Council
FROM: Laura Aguilar, Deputy City Manager
REVIEWED BY: Jose Reynoso, City Manager
DATE: October 29, 2024
SUBJECT: CONSIDERATION OF RESOLUTION 24-67, ADOPTING THE
SIERRA MADRE POLICE DEPARTMENT ASSESSMENT PLAN
STAFF RECOMMENDATION
It is recommended that the City Council discuss and consider adoption of Resolution 24-67, adopting the Sierra Madre Police Department Assessment Plan
ALTERNATIVES
Council may choose to:
1. Approve Resolution 24-67 adopting the Sierra Madre Police Department Assessment Plan;
2. Not approve Resolution 24-67;
3. Provide alternative direction to City staff.
SUMMARY
A presentation was placed on the City Council’s October 22, 2024 meeting agenda. The City Council unanimously voted to continue the discussion of this item to a Special Meeting on October 29, 2024.
ANALYSIS
The City contracted with Meliora Public Safety Consulting for an Organizational Assessment and Analysis of the Sierra Madre Police Department. Police Chief Barrientos’s and Meliora’s report is attached.
Kelly Kriebs, Mayor
Robert Parkhurst, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kristine Lowe, Council Member
Michael Amerio, City Treasurer
Sierra Madre Police Department
Organizational Assessment
August 27, 2024
Assessment Completed By
www.MelioraPSC.com
2 www.MelioraPSC.com
Sierra Madre Police Department
Organizational Assessment
TABLE OF CONTENTS
Executive Summary .................................................................................................................... 9 MELIORA PUBLIC SAFETY CONSULTING ASSSESSMENT TEAM ........................................................................ 9 Methodology ...................................................................................................................................... 9 Overview and Findings......................................................................................................................10 Six Main Themes:.........................................................................................................................................11 Theme 1: Organizational Structure/Re-structure - Primary.......................................................................11 Theme 2: Roles and Responsibilities - Primary .........................................................................................13 Theme 3: Risk Management and Liability - Primary..................................................................................13 Theme 4: Process Improvement – Primary...............................................................................................14 Theme 5: Organizational Culture and Professional Growth through Excellence – Secondary.....................14 Theme 6: Strategic Foresight - Secondary ................................................................................................15 Summary Recommendations....................................................................................................16 City of Sierra Madre .................................................................................................................22 Demographics...................................................................................................................................22 Sierra Madre Police Department..............................................................................................23 Department Staffing .........................................................................................................................23 TABLE 1: Sierra Madre Police Department Staffing FY 2022-23.................................................................25 TABLE 2: Sierra Madre Police Department Part-time Staffing 2023...........................................................25 TABLE 3: Sierra Madre Police Department Volunteer Staffing 2024..........................................................25 Collateral Duties..........................................................................................................................................26 CHART 1: Race and Gender Demographic City of Sierra Madre.................................................................28 CHART 2: Race and Gender Demographic Sierra Madre Police Department..............................................28 Mission, Vision, Values and Motto ...................................................................................................29 Mission Statement.......................................................................................................................................29 Vision Statement .........................................................................................................................................29 Values Statement.........................................................................................................................................29 Motto..........................................................................................................................................................29 Organizational Structure and Responsibility.....................................................................................29 CHART 3: Proposed Organizational Chart.................................................................................................32 Strategic Plan....................................................................................................................................33 Crime Information ............................................................................................................................33 Reported Crime ...........................................................................................................................................33 TABLE 4: 10-Year Part 1 Reported Crimes, 2013-2022 ..............................................................................34 TABLE 5: Indexed Crimes Rates for City of Sierra Madre, California, Nation, 2013-2022............................35 CHART 4: 10-Year Part 1 Crime Trends, City of Sierra Madre, State and Nation 2013 – 2022.....................35 CHART 5: 10-Year Crime Trends, City of Sierra Madre, 2013-2022............................................................36 TABLE 6: Crimes Rate Comparisons with City of Sierra Madre and Other Local Agencies, 2022 .................37 SIERRA MADRE POLICE DEPARTMENT RECOMMENDATIONS....................................................................37 OPERATIONS.............................................................................................................................38 Patrol................................................................................................................................................39 TABLE 7: Patrol Staffing FY 2022-23 .........................................................................................................39 Patrol Supervision........................................................................................................................................40 3 www.MelioraPSC.com
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Organizational Assessment
Briefing Training ..........................................................................................................................................41 Supervisor Collateral Duties.........................................................................................................................42 TABLE 8: Sergeant Collateral Duties.........................................................................................................43 Crime Scene Management...........................................................................................................................43 Work Schedule and Shifts.............................................................................................................................44 Minimum Staffing ........................................................................................................................................45 Overtime .....................................................................................................................................................47 TABLE 9: General Fund Personnel Services Overtime Expenditures, FY 2019-2024....................................48 Fiscal Impact................................................................................................................................................48 Patrol Areas and Beats.................................................................................................................................49 CHART 6: Sierra Madre Police Department Beat Map...............................................................................49 PATROL RECOMMENDATIONS.................................................................................................................49 Call for Service Data Analysis............................................................................................................50 Workload.....................................................................................................................................................51 TABLE 10: Calls for Service, Category and Source, 2017-2023...................................................................52 CHART 7: Record Category Summary for Community-Initiated Calls, 2017-2022.......................................55 CHART 8: Record Category Summary for Community-Initiated Calls, 2023................................................56 TABLE 11: Events by Month and Initiator, by Year....................................................................................57 PATROL ADMINISTRATIVE WORKLOAD.........................................................................................................58 TABLE 12: Administrative Activity Sample ................................................................................................58 PATROL ADMINISTRATIVE WORKLOAD RECOMMENDATION....................................................................59 Deployment.................................................................................................................................................59 TABLE 13: Assigned Units by Number of Units, by Call Source and Year....................................................60 TABLE 14: Average Assigned Units, by Call Source, and Year – with Averages...........................................60 CHART 9: Community-Initiated Average Assigned Units, by Call Category – with Averages Part I ..............62 CHART 10: Community-Initiated Average Assigned Units, by Call Category – with Averages Part II ...........63 CHART 11: Community-Initiated Unit Total Event Duration, by Call Category, by Year – with Averages Part I ...............................................................................................................................................................64 CHART 12: Community-Initiated Unit Total Event Duration, by Call Category, by Year – with Averages Part II .............................................................................................................................................................65 Response Times...........................................................................................................................................66 TABLE 15: Response Time Record Status and Average Minute, by Record Priority, by Year.......................66 Staffing Analysis ...............................................................................................................................67 RULE OF 60 – PART 1....................................................................................................................................68 RULE OF 60 – PART 2....................................................................................................................................68 TABLE 16: Community-Initiated CAD Unit Total Event Duration and Total Service Time, by Hour, by Year .70 CHART 13: Average Occupied Time for Community-Initiated and Field Initiated Records, 2017-2023........71 RULE OF 60 – PART 3....................................................................................................................................72 TABLE 17: Officer Activity Totals, Per Day, 2023 .......................................................................................72 TRAINING LEAVE..........................................................................................................................................73 Field Training Program......................................................................................................................73 Field Training Officer Selection.....................................................................................................................75 Supervision..................................................................................................................................................76 FTP Outcomes..............................................................................................................................................77 TABLE 18: FTO Program Results, 2019-2023.............................................................................................77 FTP Manual..................................................................................................................................................77 FTO RECOMMENDATIONS.......................................................................................................................78 School Outreach ...............................................................................................................................78 Traffic ...............................................................................................................................................79 Staffing, Schedule and Supervision...............................................................................................................79 4 www.MelioraPSC.com
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TABLE 19: Traffic Staffing, FY 2022-23......................................................................................................79 Selection......................................................................................................................................................80 Traffic Training.............................................................................................................................................80 Traffic Data and Management......................................................................................................................81 TABLE 20: Traffic Statistics by Year, 2019-2023 ........................................................................................81 TABLE 21: Traffic Collision Calls for Service; 2019-2023. ...........................................................................82 TABLE 22: Traffic Collisions by Day of the Week by Year; 2019-2023 ........................................................82 TABLE 23: Top 10 Traffic Collision Locations, 2019-2023 ..........................................................................83 TABLE 24: Top Eleven Traffic Enforcement Locations, 2022 -2023 ............................................................84 TABLE 25: Hit & Run Traffic Collisions, 2018-2023....................................................................................84 TABLE 26: Traffic Citations, 2019-2023.....................................................................................................84 TABLE 27: Traffic Citations (Limited Violation Breakdown), 2019-2023.....................................................85 TABLE 28: Top 10 Primary Collision Factors, 2019-2023 ...........................................................................85 Office of Traffic Safety .................................................................................................................................86 Traffic Complaints........................................................................................................................................86 Equipment...................................................................................................................................................86 TRAFFIC RECOMMENDATIONS.................................................................................................................87 Parking Enforcement ........................................................................................................................87 TABLE 29: Inter-Con Parking Citations Issued, 2021-2023.........................................................................88 Equipment...................................................................................................................................................88 Revenue ......................................................................................................................................................88 TABLE 30: City of Sierra Madre Parking Citation Totals, 2019-2023...........................................................88 PARKING ENFORCMENT RECOMMENDATION..........................................................................................89 Detectives.................................................................................................................................90 Staffing .............................................................................................................................................90 TABLE 31: Detective Staffing, FY 2022-23.................................................................................................90 Duties and Responsibilities...........................................................................................................................90 Schedule......................................................................................................................................................91 Staffing Analysis...........................................................................................................................................92 Selection......................................................................................................................................................92 Training .......................................................................................................................................................92 Investigations..............................................................................................................................................92 Internet Crimes Against Children......................................................................................................93 TABLE 32: ICAC Statistics, 2022-2023.......................................................................................................94 Taskforce for Regional Auto Theft Prevention..................................................................................94 TABLE 33: TRAP Statistics, 2023...............................................................................................................95 Case Management............................................................................................................................95 TABLE 34: Detective Case Status, 2019-2023............................................................................................97 TABLE 35: SMPD Filings (Includes Detectives, Patrol, Traffic), 2021 - 2023................................................97 TABLE 36: Cases, 2021 - 2022 ..................................................................................................................97 DETECTIVES RECOMMENDATIONS...........................................................................................................97 Crime Analysis ..................................................................................................................................98 CRIME ANALYSIS RECOMMENDATION.....................................................................................................98 Carry Concealed Weapons................................................................................................................98 Staffing........................................................................................................................................................98 Schedule......................................................................................................................................................98 CCW Overview and Process..........................................................................................................................99 Applications and Permits ...........................................................................................................................100 5 www.MelioraPSC.com
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Organizational Assessment
TABLE 37: Carry Concealed Weapon Applications, January 2023 – April 2024.........................................100 CARRY CONCEALED WEAPONS (CCW) RECOMMENDATION....................................................................100 Additional Staffing .................................................................................................................101 Part-Time Staff................................................................................................................................101 PART-TIME STAFF RECOMMENDATIONS................................................................................................102 Reserve Officer Program.................................................................................................................102 Reserve Officer Program Overview.............................................................................................................103 TABLE 38: Reserve Officer Program Numbers and Typical Duties............................................................105 Reserve Officer Service Hours....................................................................................................................105 TABLE 39: Reserve Officer Hours, May 2023 – April 2024.......................................................................105 Training and Supervision............................................................................................................................106 RESERVE OFFICER PROGRAM RECOMMENDATIONS...............................................................................106 Regional Partnerships ............................................................................................................106 Foothill Air Support Team...............................................................................................................106 FAST MOU.................................................................................................................................................107 Selection....................................................................................................................................................107 Training .....................................................................................................................................................108 Schedule....................................................................................................................................................108 FOOTHILL AIR SUPPORT TEAM RECOMMENDATION ..............................................................................108 Crisis Response Unit........................................................................................................................108 Foothill Special Enforcement Team ............................................................................................................108 FSET MOU..................................................................................................................................................110 Schedule ...............................................................................................................................................110 Selection...............................................................................................................................................110 Training.................................................................................................................................................111 Team Management...............................................................................................................................112 FSET Deployments.................................................................................................................................112 TABLE 40: SRT Deployments, 2023.........................................................................................................112 FOOTHILL SPECIAL ENFORCEMENT TEAM RECOMMENDATIONS ............................................................112 Crisis Negotiation Team.............................................................................................................................113 Selection...............................................................................................................................................113 Training.................................................................................................................................................113 Tactical Dispatcher................................................................................................................................114 CRISIS NEGOTIATION TEAM RECOMMENDATIONS.................................................................................114 Jail...................................................................................................................................................115 TABLE 41: SMPD Arrests by Year, 2020-2023 .........................................................................................115 JAIL RECOMMENDATION.......................................................................................................................115 ADMINISTRATION ..................................................................................................................116 Finance ...........................................................................................................................................117 Financial Management...............................................................................................................................117 Budget Planning.........................................................................................................................................118 FINANCE RECOMMENDATION...............................................................................................................118 Personnel Management..................................................................................................................119 Performance Evaluations...........................................................................................................................119 Workers Compensation .............................................................................................................................120 Specialty Assignments and Promotions......................................................................................................121 6 www.MelioraPSC.com
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Organizational Assessment
Strategic Foresight.....................................................................................................................................123 Division / Section / Unit Manuals...............................................................................................................124 PERSONNEL MANAGEMENT ..................................................................................................................124 Professional Standards Section.......................................................................................................125 Duties and Responsiblities .........................................................................................................................125 Custodian of Personnel Records.................................................................................................................125 PROFESSIONAL STANDARDS RECOMMENDATION..................................................................................126 Personnel........................................................................................................................................126 Re-Integration Program .............................................................................................................................126 Retention...................................................................................................................................................126 Recruitment and Hiring..............................................................................................................................127 TABLE 42: Sierra Madre Police Department Members Gender Demographics ........................................128 Pre-employment Investigations..................................................................................................................129 PERSONNEL RECOMMENDATIONS.........................................................................................................129 Employee Wellness.........................................................................................................................129 Peer Support..............................................................................................................................................131 Early Intervention Program........................................................................................................................131 TABLE 43: Sample Early Intervention Program Thresholds......................................................................132 EMPLOYEE WELLNESS RECOMMENDATIONS .........................................................................................132 Policy Management........................................................................................................................133 POLICY MANAGEMENT RECOMMENDATIONS........................................................................................134 Internal Affairs................................................................................................................................135 Personnel Complaints................................................................................................................................135 Complaint Information and Data................................................................................................................139 TABLE 44: Complaints by Member of the Public, 2019-2023...................................................................139 TABLE 45: Internal Complaints, 2019-2023 ............................................................................................139 INTERNAL AFFAIRS RECOMMENDATIONS ..............................................................................................140 Use of Force....................................................................................................................................141 Use of Force Policies..................................................................................................................................141 Use of Force Review...................................................................................................................................142 Use of Force Data and Statistics.................................................................................................................143 TABLE 46: Use of Force Incidents, 2019-2023.........................................................................................143 USE OF FORCE RECOMMENDATIONS.....................................................................................................144 Training...........................................................................................................................................144 Training Plan..............................................................................................................................................145 Training Records / POST.............................................................................................................................146 Police Academy .........................................................................................................................................147 Sergeant / Supervisor Training ...................................................................................................................148 Range / Weapon Training...........................................................................................................................149 Less Lethal Training....................................................................................................................................150 TRAINING RECOMMENDATIONS............................................................................................................150 Equipment Management................................................................................................................150 First Aid Kits and Anti-Ballistic Vests...........................................................................................................151 Weapons...................................................................................................................................................151 EQUIPMENT RECOMMENDATIONS........................................................................................................152 Fleet................................................................................................................................................152 TABLE 47: Sierra Madre Police Department Fleet...................................................................................152 7 www.MelioraPSC.com
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Fleet Budget/Management........................................................................................................................153 Fleet Policies..............................................................................................................................................153 Collisions/Damage .....................................................................................................................................154 Vehicle Replacement .................................................................................................................................154 FLEET RECOMMENDATIONS ..................................................................................................................154 Facilities ....................................................................................................................................................155 Cost and Funding Sources..........................................................................................................................156 FACILITIES RECOMMENDATION.............................................................................................................156 Technology .....................................................................................................................................156 TECHNOLOGY RECOMMENDATIONS......................................................................................................159 Unmanned Aerial System Team......................................................................................................159 Staffing......................................................................................................................................................160 Training .....................................................................................................................................................161 UNMANNED AERIAL SYSTEM TEAM RECOMMENDATIONS.....................................................................161 SUPPORT SERVICES.................................................................................................................162 Dispatch..........................................................................................................................................163 Dispatch Staffing........................................................................................................................................163 TABLE 48: Dispatch Staffing, 2024..........................................................................................................163 TABLE 49: Dispatch Schedule, 2024 .......................................................................................................164 Workload Demand/Call Volume.................................................................................................................164 TABLE 50: Telephone Call Load, 2020–2023...........................................................................................164 TABLE 51: Average Hourly Telephone Call Load, 2023............................................................................165 Text To 9-1-1 .............................................................................................................................................165 TABLE 52: Text to 9-1-1 Messages Received, 2021-2023 ........................................................................166 Adequate Staffing Levels............................................................................................................................166 Emergency Call Tracking System ................................................................................................................166 CHART 14: Recommended Dispatch Staffing Forecast............................................................................167 Quality Control Audits................................................................................................................................168 Ancillary Workload Demands.....................................................................................................................168 Computer Aided Dispatch ..........................................................................................................................168 Call Processing/Call Types..........................................................................................................................169 High Priority/Average Response Times.......................................................................................................169 TABLE 53: Response Time Record Status and Average Minute, by Record Priority, by Year.....................170 CHART 15: Response Time Record Status and Average Minute, by Record Priority, by Year....................170 Policies......................................................................................................................................................171 Training .....................................................................................................................................................171 DISPATCH RECOMMENDATIONS............................................................................................................171 Records...........................................................................................................................................172 Records Staffing.........................................................................................................................................172 TABLE 54: Records Staffing, 2024...........................................................................................................172 TABLE 55: Records Schedule, 2024 ........................................................................................................172 Workload Demand.....................................................................................................................................173 TABLE 56: Records Workload, 2021-2023 ..............................................................................................174 Online Reporting........................................................................................................................................175 Public Records Act Requests/Discovery Requests.......................................................................................175 Documenting PRA Requests and Release Information............................................................................175 TABLE 57: PRA & DISCOVERY ACTIVITY, 2021-2023.................................................................................176 Training .....................................................................................................................................................176 Records Policies.........................................................................................................................................176 Records Retention .....................................................................................................................................177 8 www.MelioraPSC.com
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Organizational Assessment
Records Management System....................................................................................................................177 FBI UCR/NIBRS Crime Reporting.................................................................................................................177 Compliance Audits.....................................................................................................................................178 2022 Criminal Justice Information System(CJIS)/National Crime Information (NCIC)...............................178 California Law Enforcement Telecommunications System (CLETS) ..........................................................179 CORI/III Audit........................................................................................................................................179 Payment Options.......................................................................................................................................179 RECORDS RECOMMENDATIONS.............................................................................................................180 Property and Evidence Management..............................................................................................180 Training .....................................................................................................................................................181 Policy.........................................................................................................................................................181 Audits and Inventories...............................................................................................................................181 Property Room Security .............................................................................................................................183 Property Management System...................................................................................................................184 Workload...................................................................................................................................................185 TABLE 58: Property and Evidence Workload, 2020-2023 ........................................................................185 Intake/Processing/Storage.........................................................................................................................186 Storage of Cash..........................................................................................................................................187 Discovery Responsibilities..........................................................................................................................187 Dispositioning/Backlog...............................................................................................................................188 Purging......................................................................................................................................................188 Weapon Destruction..................................................................................................................................188 Property Release........................................................................................................................................188 PROPERTY AND EVIDENCE RECOMMENDATIONS...................................................................................189 Community Services Overview .......................................................................................................189 Community Service Officer.........................................................................................................................190 COMMUNITY SERVICE OFFICER RECOMMENDATION.............................................................................190 Community Relations .....................................................................................................................190 Community Programs................................................................................................................................191 NEIGHBORHOOD WATCH...........................................................................................................................191 BUSINESS WATCH......................................................................................................................................191 NATIONAL NIGHT OUT ...............................................................................................................................192 COMMUNITY POLICE ACADEMY.................................................................................................................192 TOWN HALL MEETINGS/PUBLIC SAFETY MEETINGS....................................................................................193 COMMUNITY RELATIONS RECOMMENDATIONS.....................................................................................194 Volunteer Program .........................................................................................................................195 RECRUITMENT & APPLICATION PROCESS....................................................................................................196 SCREENING................................................................................................................................................196 TRAINING ..................................................................................................................................................197 RECOGNITION EVENTS...............................................................................................................................197 VOLUNTEER PROGRAM RECOMMENDATIONS .......................................................................................197 Media Relations..............................................................................................................................197 MEDIA RELATIONS RECOMMENDATIONS...............................................................................................200 DATA ANALYSIS REPORT..............................................................................................................201 Workload................................................................................................................................207 Assigned Units........................................................................................................................231 Primary Unit Response Times and On Scene Time..................................................................270 9 www.MelioraPSC.com
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Traffic Accidents.....................................................................................................................280 Patrol Scheduled Events.........................................................................................................285
EXECUTIVE SUMMARY
MELIORA PUBLIC SAFETY CONSULTING ASSSESSMENT TEAM
Jackie Gomez-Whiteley, Principal and Founder / Project Manager Lisa Rosales, Senior Associate / Project Lead
Rita Ramirez, Senior Associate
David Makin, PhD, Data Scientist
Methodology
Meliora Public Safety Consulting, LLC (Meliora PSC) was commissioned by Chief Gustavo Barrientos to conduct a comprehensive organizational assessment of the Sierra Madre Police Department (SMPD). In today’s ever-changing public safety environment, police leaders must be adept at leading the organization through change, partnering with the community to include those with varying perspectives, collaborating with intra-department city leaders, addressing opportunities for development, bringing contemporary training and improvement, and being ever-present and willing to adapt to societal issues impacting the industry.
Contemporary police and sheriff agencies across the country are seeking external reviews of their organizations to gain an objective review and insight on how to make good agencies better. This study was designed to evaluate several aspects of the department including but not limited to the department’s organizational structure; staffing levels; supervisory staffing levels; policies and procedures; and operational processes and procedures.
As a result of the in-depth assessment of the Sierra Madre Police Department, Meliora PSC found members of the department to be professional and dedicated to their mission of serving the City of Sierra Madre. Meliora PSC conducted a comprehensive staffing study based on colateral duties, a seven-year data analysis of computer-aided dispatch (CAD) information examining workload, deployment, and response time. Meliora PSC opted for a seven-year trend analysis instead of a five-year trend analysis in order to provide information on workload preand post-COVID. We also examined staffing in other areas of the police department compared to the workload and responsibilities of these key functions. Meliora PSC’s team used different methods to gather information about the department from which to examine, assess and formulate recommendations. Meliora PSC collected data, reviewed policies, documents and reports provided by the SMPD which were used to gauge the workload and operational efficacy of the police department. In addition to collecting and reviewing information related to the agency’s operational and support services functions, we met with personnel at all levels of the 10 www.MelioraPSC.com
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department to gain insight and knowledge about their ability to provide service to the community.
Communities want public safety agencies that are transparent, committed to continual growth, and aligned with best practices. Meliora PSC is pleased to be part of meeting this expectation for the City of Sierra Madre.
The report that follows will highlight areas that demonstrate the department’s positive momentum and opportunities for continued success and improvement. The recommendations will assist SMPD in becoming more aligned with best practices in 21st Century Policing as they relate to the Sierra Madre community’s policing needs and expectations. It is not unusual to have over 100 recommendations with an agency of this size. This is not indicative of an agency in need of significant corrective measures, but rather illustrates the depth and detail of the assessment process.
Recommendations may have various levels of implementation and involve funding and/or collective bargaining agreements that will take several months, and in many cases, years to implement. Other recommendations may take more planning and require multiple phases to complete. In some cases, recommendations can be most readily implemented or achieved.
Next, is an overview and findings which includes key highlights that identify six themes and prominent issues the police department is experiencing. Following the executive summary is a complete list of summary recommendations.
Overview and Findings
This section of the report summarizes the review and findings of the organizational assessment of the SMPD. It constitutes the study and feedback derived from the independent review of internal documents and data, department focus groups, internal stakeholder interviews, examined best practices and concludes with the identification of the most advantageous structure for providing effective and meaningful change. Overall, Meliora PSC found members of the SMPD focused on their public safety mission and committed to continuous improvement and learning. SMPD’s operations and business practices demonstrate positive momentum and opportunities for continued success and improvement. Department members were openly agreeable to the assessment, its process and to Meliora PSC’s objective insight. Further, SMPD’s executive staff embraced the idea that the assessment would assist them in taking measured steps to improve the organizational structure, operating strategies, and their approach to both internal and external customer service.
As a result of a comprehensive review of the SMPD’s organizational structure, processes, controls and practices, a total of six themes emerged: Organizational Structure/Re-Structure, Roles and Responsibilities, Risk Management and Liability, Process and Procedure 11 www.MelioraPSC.com
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Improvement, Organizational Culture and Performance, and Strategic Foresight were identified resulting in the following findings and recommendations. Primary themes and findings are those that aid in managing preventable risks that pose potential exposure to the organization, and secondary themes and findings are important but should not affect immediate or critical department operations. Most importantly, if adopted in its entirety, this comprehensive approach is a strategy that connects every staff member, unit, section, and ultimately the entire police department to the City of Sierra Madre’s legacy of delivering high quality service to the community.
SIX MAIN THEMES:
Theme 1: Organizational Structure/Re-structure - Primary Having an organizational structure that aligns with the department’s and city’s goals and objectives is critical. SMPD would benefit from realigning and restructuring the police department. This reorganization will create a clearer chain of command and internal organization as well as allow staff, units, and functions to focus on their specific goals.
Additionally, it would be advantageous to have detailed position descriptions, manuals, and job reviews to refresh personnel skills and better align tasks. These tools underscore the agency’s commitment to their employees at little to no cost. The SMPD has a functional organizational structure yet needs organizational restructuring and alignment to enhance internal efficiencies.
SMPD should re-examine the department’s main functions as well as its organizational structure and ensure that department-wide operations, documents and policy are in alignment.
Creating an organizational structure suitable for a small city police department to deliver contemporary police services is a priority finding.
The reorganization of the SMPD into three sections: Operations, Administration and Support Services would better represent department-wide operations and more clearly identify the department’s main functions.
There is a need to bridge the gap in the organizational structure for both sworn and professional staff career ladder development. Restructuring is not limited to a reorganization of the department but the addition of personnel staffing. For example:
§ Add one full-time lieutenant to manage the Administration section, which includes Professional Standards, Training, Equipment Management and Technology Services outlined in the new proposed organizational structure.
§ Add one full-time professional staff administrator to manage the Support Services section outlined in the new proposed organizational structure. § Add one sergeant to manage Traffic, Detectives, Part-time officers, Reserve Officers, Regional partnerships, and the Jail outlined in the newly proposed organizational structure.
§ Add two full-time police officers assigned to a “flex” schedule in patrol. A flex schedule for these two officers would allow management the flexibility to use the officers for 12 www.MelioraPSC.com
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patrol coverage to meet minimum staffing needs and provide added patrol coverage during peak times - high call volume time such as peak seasons (e.g., summer) or peak days (e.g. Fridays). Additionally, having designated patrol officers would allow the traffic officer to return to working full-time on traffic management and enforcement versus covering various shifts.
§ Add one full-time dispatcher. According to the Emergency Call Tracking System (ECaTS) report from SMPD the recommended staffing level is two dispatchers for the dispatch center between the hours of 9:00 a.m. and 6:00 p.m. The report indicated that the heaviest call volume in the center is primarily Monday through Friday. § Community Relations Coordinator: Re-assign collateral duties to this position such as media relations, social media and volunteer management. § Full-time Records staff: Re-assign collateral duties to this position such as crime analysis and social media. Crime analysis programs have proven highly effective when implemented as allocation resource and crime prevention strategies. § Utilize the full-time CSO position as a shared position between Property and Evidence and Fleet management. The Property and Evidence component is particularly significant to ensure evidentiary integrity is maintained at all times.
The restructure would continue to have a chain of command structure where the Chief leads the organization, sections are guided by the Captain and managed by a lieutenant or professional staff administrator, and units comprised of line level staff are supervised by a sergeant or professional staff supervisor. This new structure would also better serve the City and its community by aiding in strategic foresight.
SMPD is a smaller organization compared to most, but size does not have to be a differentiator.
The City has invested considerable resources in hiring staff for the SMPD and has an ongoing opportunity to acknowledge and unlock the potential in these individuals. Doing so will help the City retain its investment, provide depth when staff need to assume additional roles and responsibilities, and maintain a solid foundation for in-house promotional candidates to be successful. SMPD benefits from its human capital when they leverage and invest in them.
Additionally, SMPD needs a contemporary facility with more space. Investing in the improvement of facilities for the SMPD is essential to ensure that they have the resources and infrastructure necessary to fulfill their mission effectively. A detailed cost estimation should be conducted to determine the financial requirements for acquiring a new police department location. Examples of what a larger size facility would provide are:
§ Provide the support services supervisor with a designated space/office; to have privacy to manage supervisory and confidential matters.
§ Expand the Property and Evidence Room to accommodate organized storage of property and evidence and ensure the security and integrity of the contents stored within.
§ Enclose the briefing and report writing room to allow for uninterrupted briefings, training sessions, and provide a quiet space for authoring police reports. 13 www.MelioraPSC.com
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Theme 2: Roles and Responsibilities - Primary
The roles and responsibilities should be reviewed to assess workload volume and effectiveness.
Examples of areas to be reviewed:
§ An analysis of the span of responsibility for the Captain and professional staff supervisor; they are higher than usual for these positions. § The workload volume for dispatchers. Add a second dispatcher during high call volume/peak hours.
§ Reorganization of the department would also aid in providing more clarity and continuity in the organizational structure to include personnel roles and responsibilities. § Develop division, section, unit manuals for each area of the department.
Theme 3: Risk Management and Liability - Primary
Risk management is the systematic process of detecting, measuring and mitigating risks or uncertainties that may affect an organization. Developing strategies and putting practices or plans in place help to minimize liability and maximize risk management effectiveness is key.
SMPD is working towards risk management practices; there are areas where they could implement and increase risk management and liability prevention. For example:
§ Property and Evidence be moved to report under the Support Services Section with the following recommendations:
o Add one full-time Property and Evidence employee.
o Immediately conduct a complete and thorough inventory and audit. o Review the security of the Property and Evidence Unit utilizing International Association of Property and Evidence standards.
§ Expand SMPD’s training plan and include a summary of its training philosophy, more detail relative to purpose and objectives of training, and key performance indicators. o Establish a training calendar; it is an effective way to ensure federal, state, regional and local training requirements are met. This is a critical risk management tool.
o Implement a formal supervisory training program for both sworn sergeants/lieutenants and professional staff supervisors/administrators. o Include critical risk management classes in the manager/supervisor training plan. § Continue to use Lexipol, an automated, contracted legal resource which provides law enforcement policies that are perpetually updated in response to new state and federal laws and court decisions. This is an excellent risk management resource for a police organization.
§ Conduct an annual use of force analysis to ensure policy adherence, detect any trends, risk management and liability mitigation, and identify overall training needs. § Implement an electronic personnel management system that allows for documentation of risk management areas such as pursuits, use of force, commendations, forced entries, on-duty traffic collisions, and missed court appearances. This can establish the foundation for an early intervention program.
§ Track and manage all department owned equipment.
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Theme 4: Process Improvement – Primary
There is an opportunity for process improvement. For example:
§ Policies and procedures exist throughout the organization; however, the level of consistency and content varies.
o There are structured practices not in agreement or out of alignment with the verbiage in policies.
o Policies and procedures need to be formally documented to ensure consistency, specificity, and a collective understanding of process or procedure such as inservice training or employee acknowledgement of said policies and procedures. § Implement sound budgeting practices: Creating cost centers for tracking overtime expenditures and implementing monthly or quarterly overtime reports that illustrate spending patterns.
§ Begin completing annual evaluations on all part-time employees, using the same as fulltime employees; this will provide employees and management continuity and the ability to assess and adhere to job performance.
§ The staffing levels policy should state how staffing levels are determined as well as the procedure to do so. Staffing levels should be evaluated annually using the Data Analysis Toolkit provided in this report.
§ Collaborate more closely with the computer aided dispatch/records management system (CAD/RMS) vendor, Executive Information Services (EIS), to correct any issues and inquire as to other modules that may assist with department tracking and calls for service/records management workflow. Explore if existing CAD/RMS functionality is being fully utilized to improve efficiency.
§ Ensure all MOUs are brought up-to-date to reduce potential uncertainty between involved parties.
Theme 5: Organizational Culture and Professional Growth through Excellence – Secondary
It is vital for the quality of public service provided by an organization be reflective of the entire team. The organizational culture of SMPD has positively impacted the overall morale and cohesiveness of the organization. Staff interviews indicate a robust “family” atmosphere from leadership to line level staff across the organization. Having said that there is a need to implement an employee early intervention program (EIP) and provide employees with any job related resources, counseling, training, as needed. An EIP is a resource for supervisory personnel to identify employees who may display symptoms of job stress, performance problems at early stages, or personal matters impacting their job performance and/or conduct.
SMPD fosters an environment for professional growth through excellence. Department members convey and recognize their quality of service is essential and also understand that there is a nexus between their commitment to excellence and the department’s mission.
Internally, they have embraced personal responsibility and a commitment to providing a high 15 www.MelioraPSC.com
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level of customer service, which Meliora PSC observed from service at the front counter to field contacts during ride alongs.
SMPD enjoys a robust community volunteer program and appreciates the many hours of specialized skills its volunteers donate to the community. That said, there are ways that SMPD could more efficiently foster professional personnel growth by having a full or part-time employee complete key responsibilities rather than have a volunteer or reserve officer complete them. An example of this is the processing of Carry Concealed Weapons (CCW) permits. Additionally, SMPD should conduct a job analysis on the use of part-time staff to better define roles and responsibilities of this position to include their appropriateness; including the duties they do and do not perform.
Theme 6: Strategic Foresight - Secondary
Police departments benefit from having a strategic foresight plan designed to prepare the organization for seamless police operations in perpetuity through staff development. There is an opportunity for SMPD to implement strategic foresight to include a succession plan with a long-term plan designed with City and department budget, goals, and philosophy in mind. A long-term plan is important as the average tenure of a patrol officer is 2.8 years and average tenure of a patrol sergeant is 5 years.
SMPD should develop and communicate to department employees a plan driven by a philosophy and mindset rather than a succession plan checklist. This plan would help prepare future leaders of the organization. For example: adding a lieutenant rank and administrator to the structure would enable the department to allow for career development growth gradually (sergeants/supervisors to lieutenant rank/administrator, lieutenant to Captain rank and Captain to Chief rank) vs immediately.
In Conclusion:
After a comprehensive review and evaluation of this report, SMPD is encouraged to prioritize and consolidate, where possible, recommendations considering city and police department objectives, resources, and timing based on their impact, risk predominance, and ease of completion. It would also best serve SMPD to develop a mechanism to illustrate goals and objectives, identify timelines, link funding and/or personnel resources, and track progress, challenges, or adjustments for completion of recommendations. Importantly, unnecessary complexity should be avoided whenever possible, yet a detail-oriented plan should be employed where appropriate. A one-dimensional method to rating risk on a basic scale will ensure agility and desired outcomes are achieved.
The overview and findings from this organizational assessment can assist SMPD in embarking on a sustainable police operation, strategic foresight, ability to make data-driven decisions, and enable them to continue to provide community/customer minded service. 16 www.MelioraPSC.com
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SUMMARY RECOMMENDATIONS
SIERRA MADRE POLICE DEPARTMENT
1. Re-examine the department’s main functions as well as its organizational structure and ensure department wide operations, documents and policy are in alignment. (Page 30)
2. Reorganize and restructure the police department. (Page 31)
3. The organizational chart be updated with the current chain of command structure and/or a revised organization structure/chart and Policy § 200 – Organizational Structure and Responsibilities updated as well. (Page 31) PATROL
4. Continue to ensure patrol corporals serving as watch commanders receive the necessary supervisory training. (Page 41)
5. Retain training records per the training policy and create a briefing training form for documentation to be forwarded to the Training Sergeant. (Page 41)
6. Update the collateral duty list for sergeants and officers to ensure even distribution of assignments and review annually to provide for rotation of assignments. (Page 42)
7. Reserve two spots on the sign up list for each team that can be used for officers with less than two years of experience. (Page 45)
8. Update the staffing level policy to include how staffing levels are determined and review annually to meet workload and quality of life needs of the community. (Page 46)
9. Add two FTO sworn officers to meet minimum staffing needs. (Page 47)
10. Create cost centers for tracking overtime expenditures and produce monthly or quarterly overtime reports and routinely conduct an analysis of overtime use and staffing issues by cost center to determine how staffing patterns affect overtime and adjust when possible. (Page 48)
PATROL ADMINISTRATIVE WORKLOAD
11. Update the EIS CAD/RMS system to log detailed administrative “busy time” for these specific types of daily administrative and personal tasks, and collect details such as type of personal busy time for breaks, gear, equipment, etc., and information of types of administrative activities such as meeting, briefing, report writing, court, etc., for future electronic data analysis. (Page 59)
FIELD TRAINING PROGRAM
12. Consider having trainees spend time in dispatch, records, detectives, and traffic. (Page 74)
13. Update the FTO policy to include a list of FTO qualifications for potential candidates. (Page 75)
14. Include the additional administrative duties and responsibilities in the Field Training Officer Program policy. (Page 76)
15. Seek input and provide monthly FTP meeting agendas to be retained. (Page 77)
16. Review the FTO Manual annually to ensure compliance with statutes and best practices. (Page 77)
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TRAFFIC
17. Assign the traffic officer to attend an advanced traffic accident investigation course. (Page 80)
18. Assign the CSOs to attend training in basic traffic collision investigations. (Page 81)
19. Update Traffic Policy § 501 to include contacting the California Highway Patrol to conduct fatal traffic accident investigations. (Page 81)
20. Collaborate with the CAD/RMS vendor to correct the traffic statistic discrepancy and/or give additional training to staff to ensure calls by officers and dispatchers are being entered consistently. (Page 82)
21. Establish a traffic complaint code in CAD exclusively for citizen traffic complaints tracking and management. (Page 86)
22. Develop a process and tracking log that builds upon the calls and/or emails requesting extra traffic monitoring and enforcement. (Page 86)
PARKING ENFORCEMENT
23. Consideration should be given to bringing the parking enforcement responsibilities inhouse and adding Community Services Officer or Cadet positions to provide this service in addition to possibly assisting with traffic accident investigations and other duties as needed. (Page 89)
DETECTIVES
24. Amend Policy § 200.2.3 to reflect which units, sections, bureaus exist. (Page 90)
25. Combine and rename patrol, traffic, and detectives to Operations Section; this section be managed by a sergeant who would report to the Captain. (Page 90)
26. Create a comprehensive Detective Manual. (Page 92)
CRIME ANALYSIS
27. Add on FTE Records position and assign Crime Analysis as an ancillary duty with proper training. (Page 98)
CCW
28. Assign the CCW responsibility to a full or part-time employee. (Page 98)
PART-TIME STAFFING
29. Further analyze the use of part-time staff. (Page 102)
30. Reconsider assigning part-time patrol sworn staff to perform the same duties as fulltime patrol sworn, including jail transportation, vehicle impounds and taking police reports.(Page 102)
RESERVE PROGRAM
31. Amend the Reserve Policy so that it reflects bifurcating the Reserve Officer volunteer program from the volunteer program. (Page 103)
32. Require the same amount of volunteer hours for all reserve officer levels and ensure reserve requirements are being met by all reserve officers. (Page 105)
33. Retain Reserve meeting agendas and forward to the training manager when training is provided. (Page 106)
FOOTHILL AIR SUPPORT TEAM
34. Ensure all regional partnership MOUs are brought up-to-date to reduce any possibility of uncertainty between the involved parties. (Page 107)
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FOOTHILL SPECIAL ENFORCEMENT TEAM (FSET)
35. Develop a Crisis Response Unit policy and standard operating procedures for CRU and ensure it aligns with the Attorney General’s report and penal code. (Page 109)
36. Outline the FSET operator dimensions in the specialty assignment selection process. (Page 110)
37. Obtain membership for CRU members to join California Association of Tactical Officers and the National Tactical Officers Association. (Page 111)
CRISIS NEGOTIATION TEAM
38. Assign the Crisis Negotiator to attend annual training and POST’s Advanced CNT and domestic violence courses. (Page 113)
39. Obtain membership to California Association of Hostage Negotiators. (Page 114)
40. Develop a process to track all crisis response unit deployments. (Page 114) JAIL
41. Continue booking prisoners at Pasadena Police Department as it is more cost effective. (Page 115)
FINANCE
42. Record and track part-time use cost by classification/use type as well as overtime costs. (Page 117)
PERSONNEL MANAGEMENT
43. Complete annual evaluations on all part-time employees, using the same process as fulltime employees. (Page 120)
44. Conduct an interview and annual evaluation review for all specialty positions. (Page 121)
45. Transition the specialty assignment rotation verbiage out of the MOU and into the department policy and include a mandatory rotation schedule for special assignment positions. (Page 122)
46. Utilize the LEFTA system to electronically track all employees, their assignments, promotions, and other personnel data, with viewing privileges limited to authorized personnel. (Page 122)
47. Develop a strategic foresight plan and communicate the plan and philosophy to department members. (Page 124)
48. Develop manuals for each area of the department. (Page 124)
PROFESSIONAL STANDARDS
49. Assign staff who manage personnel records to attend personnel records and public records act training. (Page 125)
PERSONNEL
50. Share exit interview information gained from HR and the department related to SMPD. (Page 127)
51. Track personnel demographic information. (Page 128)
EMPLOYEE WELLNESS
52. Appoint a trained wellness coordinator or outsource this duty and ensure the coordinator is fulfilling the responsibilities of the position as outlined in the department policy. (Page 130)
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53. Amend the Wellness program policy until such time a wellness coordinator is appointed; temporarily assign a sergeant these duties as an ancillary duty and provide requisite training.(Page 130)
54. Audit the effectiveness of the department's wellness program annually and prepare a report summarizing the findings. (Page 130)
55. Provide all department members with regular training on topics related to wellness and retain training materials, curriculum, and attendance records. (Page 130)
56. Utilize grant funds received and report information related to the California Wellness and Mental Health grant as required by the State of California Board of State and Community Corrections. (Page 131)
57. Remove Policy § 1034.4, Peer Support program, from the wellness policy as no in house peer support program exists. (Page 131)
58. Implement an employee early intervention program. (Page 132) POLICY
59. Add the Lexipol app to department-owned mobile phones, desktops, and laptops, to provide staff instant access to policies and procedures. (Page 134)
60. Transition to utilizing contemporary terminology, professional staff, in the Policy Manual versus using the default verbiage of non-sworn or civilian. (Page 134)
INTERNAL AFFAIRS
61. Develop and implement a formalized complaint process mechanism for employees. (Page 135)
62. Update the personnel complaint policy to require periodic updates with the complainant regarding the status of the investigation. (Page 136)
63. Restore a lieutenant position to conduct investigations and/or oversee an administrative section, including overseeing all complaint investigations. (Page 136)
64. Update the policy to indicate upon acceptance of a complaint, the initial contact with the complainant is recorded. (Page 137)
65. Transcribe all interviews and include transcriptions in the investigative report. (Page 137)
USE OF FORCE
66. Update the use of force policy to include verbiage related to the documentation of a use of force incident. (Page 142)
67. Conduct an annual use of force analysis. (Page 143)
TRAINING
68. Expand the Training Plan to include a summary of its training philosophy, a more detailed purpose and objectives of training, and key performance indicators. (Page 145)
69. Implement a formal supervisory training program for both sworn sergeants and professional staff supervisors. (Page 148)
70. Include critical risk management classes and supervision courses as part of both the professional staff supervisory and sworn supervisor training plan. (Page 149)
71. Consider sending supervisors to the California POST Supervisor Leadership Institute (SLI) training within two years of assuming the position, should their staffing levels increase. (Page 149)
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EQUIPMENT
72. Issue anti-ballistic vests to all field personnel, including professional staff community service officers. (Page 150)
73. Provide each staff member with an individual first aid kit. (Page 151)
74. Continue to track and manage department-owned guns and use the DOJ list to reconcile firearms inventory. (Page151)
FLEET
75. Assign fleet responsibilities to the Community Service Officer. (Page 153)
76. Update the fleet replacement schedule to the California standard of 5 years or 100,000. (Page 154)
77. Standardize the fleet so it can streamline and improve cost effectiveness of the repair and maintenance of all vehicles. (Page 154)
78. Provide a pool car for employees that attend off-site meetings and training courses. (Page 154)
FACILITIES
79. Conduct a detailed cost estimation to determine the financial requirements for acquiring a new location. (Page 156)
TECHNOLOGY
80. Develop an up-to-date list of all police department technology with the respective contract expiration dates. (Page 158)
81. Examine and test the gaps in radio and cellular coverage in the north end of Sierra Madre. (Page 159)
UNMANNED AERIAL SYSTEMS
82. Remove any reference to a Certificate of Authorization in Policy § 609, Unmanned Aerial System. (Page 159)
83. Update the two current field-use UAS and add one mini-drone for indoor or confined area use. (Page 160)
84. Add additional officers and/or professional staff to the UAS team. (Page 160)
85. Increase UAS team training to eight hours once a month. (Page 161)
86. Develop a UAS mutual aid MOU with local agencies. (Page 161)
DISPATCH
87. Consider consolidating three of the five open part-time dispatch positions to one fulltime position. (Page 163)
88. Add the TEXT to 9-1-1 procedure to the policy manual. (Page 166)
89. Retain the Dispatch/Records Supervisor position as a working supervisor that could cover shifts for dispatch and assist the proposed Administrator position with ancillary duties as assigned. (Page 166)
90. Add one FTE dispatcher to staff the dispatch center with a second dispatcher during the identified high call volume peak hours. (Page 166)
91. Conduct random quality control audits on calls handled by dispatch on a regular basis. (Page 168)
92. Send dispatch staff to additional training offered by POST and/or assign staff to participate in POST Webinar courses. (Page 171)
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RECORDS
93. Provide a designated office space for the Support Services Supervisor. (Page 172)
94. Add one FTE Records position. (Page 173)
95. Implement a process to track discovery requests. (Page 176)
96. Develop a Records Training Manual and/or Standard Operating Procedures Manual to include department policy references. (Page 176)
97. Schedule update training with the CAD/RMS vendor for department members. (Page 177)
98. Expediate the allocation a debit/credit card reader for the police department. (Page 179)
PROPERTY AND EVIDENCE
99. Move Property and Evidence to report under Support Services and add one FTE Community Services Officer to assist with workload of both P&E and Fleet. (Page 181) 100. Assign employees associated with property and evidence storage, destruction and management to attend the property and evidence management course and training offered by International Association of Property and Evidence (IAPE) regularly. (Page 181)
101. Join California Association of Property and Evidence and allow the property and evidence employee to attend CAPE’s quarterly meetings and training. (Page 181) 102. Conduct a random audit of 10-15 items at a minimum of twice a year to include a yearend audit of evidence. (Page 182) 103. Update Policy § 802.7 (c) to, “an annual audit of evidence held by the Department shall be conducted by a supervisor or manager (as appointed by the Chief of Police) not routinely or directly connected with evidence control.” (Page 182) 104. Immediately conduct a complete and thorough property and evidence inventory and audit and document and retain the results. (Page 183)
105. Review the security of the P&E unit utilizing IAPE standards, make amendments and/or corrections as necessary and update Policy § 802 to include language regarding security. (Page 184)
106. Update the Property & Evidence Guide. (Page 184)
107. Develop a formal Property and Evidence Manual and update it annually. (Page 184) 108. Purchase a refrigerator/freezer that allows for monitoring of its temperature. (Page 186)
109. Install an alarm and additional camera for the exterior P&E caged area. (Page 186) 110. Prioritize the move to a new building and accommodate a new property and evidence room. (Page 187)
111. Upload a copy of the property release form and a copy of the subject’s identification into the EIS system and attach it to the case report. (Page 189)
COMMUNITY SERVICE OFFICER
112. Utilize the full-time Community Services Officer as a shared position between P&E and Fleet Management. (Page 190)
COMMUNITY RELATIONS
113. Begin to hold quarterly business watch meetings. (Page 192) 22 www.MelioraPSC.com
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114. Update the name of the Citizen Police Academy to Community Police Academy and add additional topics to the Community Police Academy agenda. (Page 192) 115. Create a process to track CPA attendees and assess how many volunteers are acquired from CPA classes. (Page 193)
116. Assign the duty of managing the CPA to a Community Relations Coordinator and conduct a CPA class in 2024. (Page 194)
117. Send the Community Relations Coordinator to the Crime Prevention Through Environmental Design class. (Page 194)
VOLUNTEER PROGRAM
118. Assign the Volunteer program to the Community Relations Coordinator. (Page 195) 119. Conduct bi-monthly or quarterly volunteer meetings. (Page 195) 120. Conduct evaluations of volunteers on an annual basis per policy. (Page 196) 121. Conduct an annual review of the volunteer program. (Page 195) 122. Showcase the volunteer program on the City website with highlights on how the program can benefit the community. (Page 196)
123. Provide mandated biennial training for the volunteers. (Page 197)
MEDIA RELATIONS
124. Assign the Community Relations Coordinator to oversee media relations, the social media team, and social media accounts. (Page 198) 125. Increase the posts on Instagram on a regular basis and work with Instagram to obtain an Instagram verified account. (Page 199)
CITY OF SIERRA MADRE
The City of Sierra Madre is centrally located in Los Angeles County in the foothills of the San Gabriel Valley below the southern edge of the Angeles National Forest. Pasadena and Altadena are to its west, with Arcadia to its south and east. It is accessible by car from the 210 Freeway.
The City has a total land area of 3.3 square miles and is primarily residential with a quaint downtown business district.
Sierra Madre is a general law City run under the “City-Council” form of government. A general law city is one which operates under laws and rules established by the State of California. Sierra Madre was incorporated in February 1907 and has a current population of 10,809 (July 2022 U.S. Census); a 3% a decrease from 11,275 based on the April 2020 U.S. Census data.
Demographics
The City of Sierra Madre’s community race and demographics are comprised of 71.3% White,
16.8% Asian, 14.5% Hispanic or Latino, 4.2% Black or African American, 0.2% American Indian and Alaska native, and 5.7% with two or more races. Age and gender data indicate 54.2% are female, 19.0% are persons 65 years and over, 18.4% are persons under 18 years, and 4.5% are persons under 5 years.
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Sierra Madre Police Department
Organizational Assessment
The owner-occupied housing rate is 57.6% for 2017-2021. Families and living arrangements reflect 4,961 households with 2.27 persons per household. The percent of persons age five years and older language other than English spoken at home accounts for 20.5% for 2017-2021.
Households with a computer are 96.3% and households with a broadband Internet subscription are 92.2%. Persons in poverty are 5.7% of the population.
SIERRA MADRE POLICE DEPARTMENT
SMPD was established in 1928 when Gordon G. McMillan was inaugurated as the first Chief of Police. When Chief MacMillan took office, the police facility was located near City Hall at 55 W.
Sierra Madre Blvd. In 1976, a new Fire and Police facility was built for public safety. The SMPD is currently located at 242 W. Sierra Madre Blvd.
According to the SMPD website, the department is broken into two main functions:
Administration Division and Operations Division. However, in SMPD Policy § 200 the organizational structure indicates three divisions: Administration, Patrol, and Detectives. Refer to the Organizational Structure and Responsibility section later in the report for more information on the department’s structure.
Electronic management systems are beneficial in any business/organization. Systems of this nature can enhance workflow, employee productivity, reduce storage space, allow for remote sharing, and expedite information look-up. Throughout this report, Meliora PSC will further describe areas of opportunity for enhanced workflow through electronic management systems.
Throughout the organizational assessment report, Meliora PSC will further describe areas of opportunity for improvement in the organization to include proper staffing and policy content and management.
Department Staffing
For fiscal year 2022-23, the SMPD is comprised of 23 full-time members: 18 full-time sworn and 5 full-time professional staff members. The department also has 14 part-time positions: 11 sworn and 3 professional staff; and 19 Volunteers: 7 reserve officers and 12 volunteers.
The below information regarding chain of command and personnel duties is being provided to help the reader understand organizational structure, the levels of responsibilities, and information regarding personnel.
Police organizations operate through a chain of command with levels of authority and ranks.
Specific titles and duties can vary depending on the type of agency (e.g., police, sheriff). A typical rank order from line level staff to executive staff for a small agency is as follows:
§ Line level staff (e.g., officers, dispatchers, detectives, jailers, clerks, administrative assistants)
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Sierra Madre Police Department
Organizational Assessment
§ Corporal
§ Sergeant/Supervisor
§ Captain/Commander
§ Chief
Line level staff make up the majority of personnel in any police organization and are considered front-line staff.
§ Officers are on the front-line ensuring quality of life, maintaining a safe community and enforcing local laws. On any given day, a field police officer will perform a wide range of duties from responding to calls for service to include threats and emergencies, traffic enforcement, completing police reports, and community outreach. Detectives complete follow up on police reports and investigate crimes.
§ Professional staff (civilians) play crucial roles in police organizations beyond traditional sworn positions. They have a long history of roles such as dispatcher or clerical positions. Dispatchers are the front-line staff who answer 9-1-1 calls, business calls from the public, internal calls, and monitor field staff activities. Records staff complete and manage critical behind-the-scenes paperwork and document management.
Administrative assistants provide administrative support for the executive and management staff to ensure an organized and efficient organizational operation by way of completing a variety of tasks. They are responsible for confidential and time-sensitive information and documents. Today, professional staff are performing a wide range of positions allowing police officers to focus on sworn and hazardous tasks. Professional staff can also perform non-hazardous patrol duties, crime scene management, victim advocacy, data analysts, and overseeing volunteer programs.
Some police departments have steps in between different ranks such as a corporal between the rank of an officer and a sergeant. A corporal can serve as a critical link between officers and supervisors. They can be responsible for leading patrol teams, serving as detectives, and providing guidance to line level staff.
Sergeants are experienced officers who serve in a supervisor and training capacity. Their main responsibility is to ensure all policies, practices and procedures are followed. They are responsible for reviewing and approving police reports, supervising critical incidents, training, and scheduling.
A Captain serves as an executive command staff overseeing all operations within a police department. They ensure all department policies and practices are carried out and are responsible for managing all personnel within their division or in smaller agencies within the police department. They are responsible for administrative tasks such as performance evaluations, coordinating emergency responses, overseeing strategies, and representing their division in meetings, government activities and community organizations and events.
The Chief of Police is the highest-ranking level in the chain of command. The Chief is responsible for all police operations. Police Chiefs are highly experienced police executives who 25 www.MelioraPSC.com
Sierra Madre Police Department
Organizational Assessment
are appointed to the position by a City Manager or other governmental official depending on the city charter or elected officials. The Police Chief directs the development and implementation of goals, policies, and procedures for the department. They assess and recommend staffing, training and equipment needs as well as organizational changes. The Chief represents the police department in government meetings, coordinates with other city services, and participates in community events. They are also responsible for coordinating with other law enforcement agencies on the state and federal level.
TABLE 1: Sierra Madre Police Department Staffing FY 2022-23
POSITION BUDGETED CURRENT VACANT
SWORN, FULL-TIME
Chief of Police 1 1 0
Captain 1 1 0
Sergeant 4 4 0
Police Corporal 2 2 0
Police Officer 10 10 0
Sworn Total 18 18 0
PROFESSIONAL STAFF, FULL-TIME
Supervisor 1 1 0
Dispatchers 4 4 0
Professional Staff Total 5 5 0
TOTAL FULL-TIME POSITIONS 23 23 0
Source: Sierra Madre Police Department, as of December 2023 TABLE 2: Sierra Madre Police Department Part-time Staffing 2023
POSITION CURRENT
Part-Time Sergeants 2
Part-Time Officers 9
Part-Time Dispatchers 1
Part-Time Records 2
Part-Time Community Services Officer 0
TOTAL PART-TIME POSITIONS 14
Source: Sierra Madre Police Department, as of December 2023 TABLE 3: Sierra Madre Police Department Volunteer Staffing 2024 VOLUNTEERS – NOT PAID CURRENT
Volunteer Reserve Officers 8
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Organizational Assessment
Volunteers 12
TOTAL VOLUNTEERS 20
Source: Sierra Madre Police Department, as of April 2024
COLLATERAL DUTIES
According to the Bureau of Justice Statistics national sources of law enforcement employment data, the United States is made up of about 18,000 federal, state, county, and local agencies.
Roughly 80% of them have fewer than 25 employees. No matter the size of a police department each police agency has the same type of tasks and duties to provide public safety services.
Having said that, personnel in small to mid-size agencies are more likely to have more collateral duties than larger agencies. Personnel become “jack of all trades” and in many agencies the executive staff, such as the Chief and Captain are a “working Chief/Captain,” so they also assist in patrol, calls for service, and daily tasks.
In addition to an assigned position and its respective roles and responsibilities, it is common for personnel to have additional collateral duties. A collateral duty usually means a duty to support the agency that is secondary and supplemental to the primary duty of a position. Typically, these activities relate to functions that are not used daily but are roles required to provide the community with a full complement of services in the event of a major incident, disaster, or critical need.
Examples of collateral duties at the Sierra Madre Police Department include but are not limited to:
§ Training Manager
§ Fleet Manager
§ Range supervisor and range staff
§ Less-than-Lethal team
§ Foothill Special Enforcement Team member
§ Crisis Negotiation Team member
§ Unmanned Aerial System operator
§ Field Training Program staff
§ Media Relations team member
Collateral duties have positive take-a-ways for both the employee and the department, city, and community. For the employee, examples are enhanced professional development, select collateral duties provide compensation, exposure to different facets and added training. For the department/city/community, they have employees that are more well-rounded, better trained, developed for the future, and whose leadership skills are being enhanced. Leadership development is critical to individual performance and an organization’s success and continual development.
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Organizational Assessment
SMPD does not have a system in place to track time spent by personnel on collateral duties. It would be advantageous for the department to develop a computer-aided dispatch (CAD) code for time spent on ancillary duties. Tracking time spent on collateral duties would afford the department a better understanding of personnel’s occupied time and in turn aid in determining appropriate staffing levels and needs. Currently, CAD information from the data report, which is comprised only of community and field-initiated activity, reflects that the department is adequately staffed. However, not capturing all workload paints an incomplete picture. The overall organizational assessment review identified that to effectively meet the community’s needs and department standards there is a need for additional staffing. Additional staffing is outlined throughout this report and in the recommendations section(s) SMPD personnel from line level to sergeant/supervisor are assigned a heavy workload of collateral duties that they are expected to become adept at. Additionally, at times both the Chief and Captain are what was previously referred to as a “working” Police Chief and Captain, this is considered more informally versus formerly. A “working” Police Chief/Captain is needed to do everything someone of their rank is responsible for as well as fill in for line level staff when needed; during staffing shortages and/or during emergency situations.
SMPD’s most recent race and gender demographics from December 2023 are based on 37 full and part-time employees. The data indicates 54.0% Hispanic or Latino, 21.6% White, 10.8% Black or African American, 10.8% Asian, 2.7% American Indian, and 27.0% are female. 28 www.MelioraPSC.com
Sierra Madre Police Department
Organizational Assessment
CHART 1: Race and Gender Demographic City of Sierra Madre CHART 2: Race and Gender Demographic Sierra Madre Police Department As noted in the charts above, the demographics reflected for the City of Sierra Madre and those of the SMPD are similar in races represented, with the variances being 71.3% White population in the City and 21.6% in the police department; 4.2% Black/African American population in the City and 10.8% in the police department; 0.2% American Indian/Alaska Native population in the City and 2.7% in the police department; 16.8% Asian population in the City and 10.8% in the police department; and 14.5% Hispanic population in the City and 54.0% in the police department. There was a notable difference in women with the City having 54.2% women and the police department staff being comprised of 29.4% women. It is important for agencies to analyze applicants and personnel data to assist them in ensuring their department is reflective of the community they serve.
Regarding the gender breakdown of sworn officers, the California Peace Officer Standards and Training (POST) data warehouse1 on police demographics indicates in 2022, the average 1 CA POST Website accessed December 2022, https://post.ca.gov/Law-Enforcement-Demographics
71.3%
4.2%
0%
16.8%
5.7%
14.5%
City of Sierra Madre
White
Black / African American
American Indian / Alaska
Native
21.6%
10.8%
10.8% 2.7%
0%
54.0%
Sierra Madre Police Department
White
Black / African American
American Indian / Alaska
Native
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Sierra Madre Police Department
Organizational Assessment
percent of sworn women officers/deputies was 14.88%. By comparison, 5.5% of officers are women at the SMPD, below the state standard. There is currently a 30x30 Initiative started by a coalition of police leaders, researchers, and professional organizations to advance the representation and experiences of women in policing agencies across the United States with agencies being comprised of 30% sworn officers/deputies by the year 2030. Meliora PSC encourages SMPD to recruit qualified diverse candidates particularly amongst women, Asian and White groups to better align with the community they serve. In addition to recruiting women, it is also important that women are represented in leadership roles throughout the police department. This will also be noted in the Professional Standards portion of this report.
Mission, Vision, Values and Motto
Members of the SMPD are guided by the below Mission, Vision, Values Statements and Motto established in 2009. SMPD’s current administration is in the process of updating these with a goal of having the new statements and motto completed by September 2024.
MISSION STATEMENT
To ensure community safety, and to deliver the highest quality service through dedication, teamwork, and partnerships.
VISION STATEMENT
To become the model for 21st century small town policing.
VALUES STATEMENT
Integrity, Innovation, Dedication, Compassion.
MOTTO
The motto of the Sierra Madre Police Department is Serving Those We Protect.
Organizational Structure and Responsibility
Per SMPD Policy § 200, Organizational Structure and Responsibility, “The organizational structure of this department is designed to create an efficient means to accomplish our mission and goals and to provide for the best possible service to the public.” The SMPD chain of command starts with the Chief of Police leading the department followed by Captain, sergeants/professional staff supervisor, line level staff and volunteers. Per Policy § 30 www.MelioraPSC.com
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Organizational Assessment
200.2, the “Chief of Police is responsible for administering and managing the Sierra Madre Police Department. There are three divisions in the Police Department as follows:
§ Patrol Division
§ Detectives Division
§ Administration Division”
The policy further describes each division, and that each division is commanded by the Captain.
Per Policy § 200.3.1 Succession of Command, “The Chief of Police exercises command over all personnel in the Department. During planned absences, the Chief of Police will designate the Captain or a Lieutenant to serve as the acting Chief of Police. Except when designated as above, the order of command authority in the absence or unavailability of the Chief of Police is as follows: (a) Captain (b) Lieutenant (c) Watch Commander.” As there is only one Captain and no Lieutenant position currently exists, the mention of “Captains” and a “lieutenant” should be removed from this policy and other policies where referenced.
Meliora PSC learned that in 2016, SMPD eliminated one of their two part-time lieutenant positions and in 2017 the remaining part-time lieutenant position was eliminated from their department budget and organizational structure. One lieutenant position was reinstituted in 2019 but was eliminated when the current Chief was selected as the Police Chief. The lieutenant position has been part-time, not full-time, since 2007. In 2018 the full-time Administrative Assistant position was eliminated from the budget and the department organizational structure. With the elimination of these three positions, most of the administrative duties and responsibilities were given to the Captain, some duties to sergeants and some duties to the professional staff supervisor. With the addition of the duties from the eliminated positions, the Captain’s span of control, responsibility and supervision increased, as well as increased for the sergeants and professional staff supervisor.