CRA-SOC & STRATEGIC PLAN UPDATE
CRA-SOC &STRATEGICPLAN UPDATEAugust 2020FY 20/21
CRA-SOC & Strategic PlanUpdateFY 20/21CRA-SOC FY 19/20FY 19/20 was a watershed year for Rincon Valley Fire District. In August, the governing board approved theDistrict’s first CRA-SOC. For the first time, a heavier emphasis was placed on all components of the district’stotal response time. A number of response time standards were put in place and all members carefullyworked to develop a better way to track response times. Our biggest success was that of procuring anddeploying an application called NFORS. This application is now giving us real-time response time statistics byeach Geographical Planning Zone (GPZ).FY 19/20 PerformanceRincon Valley incidents for FY 19/20:FY 19/20, All Incident locations were in the following GPZ’s:FY 19/20 Incident by 150.68%GPZ 1-3 are within the Rincon Valley Fire District and represented 67% of all incidents indicating that 33%of all calls were out of the District. This is a reduction from 2018 (34%).Page 1
CRA-SOC & Strategic Plan UpdateThe CRA-SOC identified baseline standards (what we thought occurred during 2018), benchmark standard(what we hope to obtain by 2024), and a 2020 objective. The Strategic Planning Committee (SPC) met inJuly 2020 and discussed the results below.All EmergenciesFY 19/20Baseline(CY2018)FY19/20Objective19/20 ActualComplianceFY 23/24BenchmarkCall Processing117 sec107 sec128 secNo, 2190 secTurnout Time123 sec103 sec124 secNo, 2190 secTravel Time546 sec540 sec636 secNo, 96480 secTotal ResponseTime786 sec(13min, 6 sec)750 sec(12 min, 30 sec)888 sec(14 min, 48sec)No, 138660 sec90th PercentileAnalysisThe above statistics clearly show that we did not achieve our 2020 objectives. The SPC looked at eachcomponent and we offer the following explanations for not meeting the objective. First, the SPC decided thatour baseline times may be suspect and FY19/20 times should really be considered as a baseline here on out.Second, the call processing time may have risen since we made a change in dispatch centers and theaccompanying learning curve drove the increase. Third, the COVID-19 pandemic has required our personnelto don additional PPE prior to responding which increased turnout time. Our review showed that theorganization only started to measure turnout times in late May 2020 and no time reduction efforts wereimplemented. Fourth, the travel time is probably the most disturbing since it represents almost a two-minuteincrease. The likely explanation is the Sonoita Bridge repairs that occurred for ten of the 12 months of theyear.To better understand our increase in travel time, we specifically tracked in district GPZ’s. The chart belowshows that in GPZ 2, where the bridgework occurred, we had an increase of almost 3 minutes from thebaseline. GPZ 3 also had a large increase from the baseline. That GPZ has had extensive constructionprojects along Old Spanish Trail that contributed to the increased travel time.All Emergencies, BaselineTravel Time(CY2018)FY 19/20Objective19/20 ActualComplianceFY 23/24BenchmarkFY 19/2090th PercentileGPZ 17 min, 59 secs8 min8 min, 36 secNo, 366 minGPZ 29 min, 3 sec9 min11 min, 54 secNo, 2 min,54 sec8 minGPZ 310 min, 53 sec10 min, 53 sec12 min, 24 secNo, 2 min,31 sec10 min, 53 secPage 2
Recommendation #1: Use Actual 1920 Performance Standards as RVFD’s new Baseline.To better understand the performance by GPZ and call type, the SPC also looked at the time between fireand EMS. The chart below shows that the fire travel times were significantly longer than EMS travel timeswhich is lowering the overall performance compliance. Unfortunately, we are not able to adequately explainother than the very low number of fire incidents as compared to EMS incidents.Travel TimeFireEMSGPZ 111 min, 18 sec8 min, 42 secGPZ 217 min, 54 sec10 min, 42 secGPZ 318 min, 24 sec11 min, 30 secFY 19/2090th PercentileWe also compared our Total Response Time for Fire and EMS by GPZ from actual to objective. We havesome great news when it comes to EMS performance in GPZ 1 in which we exceeded our objective. This isespecially important since the bulk of in-district calls reside in this GPZ.Total ResponseTime FY19/20Fire ActualFire ObjectiveEMS ActualEMS ObjectiveGPZ 115 min, 50 sec11 min, 55 sec11 min, 18 sec11 min, 25 secGPZ 222 min, 26 sec13 min, 22 sec14 min, 48 sec9 min, 30 secGPZ 322 min, 56 sec14 min, 45 sec14 min, 30 sec14 min, 15 sec90th PercentileRecommendation#2: Track performance on EMS and Fire by GPZ in lieu of combined.FY 20/21 StandardsAs seen above, the SPC decided that our baseline times may be suspect and FY19/20 times should really beconsidered as a baseline here on out. Therefore, we are proposing the following performance objectives forFY 20/21.Page 3
CRA-SOC & Strategic Plan Update90th PercentileNew BaselineFY 20/21ObjectiveFY 23/24BenchmarkCall Processing128 sec105 sec90 secEMS TurnoutTime113 sec100 sec60 secFire TurnoutTime144 sec120 sec80 secRecommendation#3: Establish different turnout times for fire and EMS.The SPC also discussed methods to reduce turnout times. All SPC members are to encourage crews tostreamline their response processes and minimize delays as much as possible. Example efforts include: stagegear effectively, have uniform near you during PT, etc.Overall, the goal in all of these discussions are improved response times / efficiency in responses as we serveour community. We want to provide the best level of service possible to our residents. We are in pursuit of“progress” not “perfection.” A SPC member shared an example of being ready for an anticipated dispatchby being in the truck prior to dispatch. If an engine is on a medical call, consider that the ambulance may bedispatched soon and consider being as ready as possible to minimize delays.Total ResponseTime - EMSBaseline(FY19/20)FY 20/21ObjectiveFY 23/24BenchmarkGPZ 111 min, 18 secs11 min, 15 sec9 min, 30 secGPZ 214 min, 48 sec9 min, 20 secs11 min, 25 secGPZ 314 min, 30 sec14 min, 05 sec13 min, 53 secTotal ResponseTime - FireBaseline(FY19/20)FY 20/21ObjectiveFY 23/24BenchmarkGPZ 115 min, 50 sec11 min, 45 sec11 min, 25 secGPZ 222 min, 26 sec13 min, 12 secs9 min, 30 secGPZ 322 min, 56 sec14 min, 35 sec13 min, 53 sec90th Percentile90th PercentileWith the addition of the USDD Station Alerting System (planned for November 2020), we feel that the callprocessing time and the turnout time will drop in FY 20/21. In addition, the NFORS app will soon bePage 4
deployed in fall of 2020 to all officers. The combination of these two initiatives, along with the termination ofthe road construction projects, the SPC feels that these are valid objectives. If we are not able to have asignificant reduction, additional response units will be needed.Recommendations ProgressThe CRA-SOC provided 11 key findings and made 18 recommendations. The SPC reviewed all of these anddetermined that five of the recommendations have been accomplished in FY 19/20. The SPC will continue totrack to ensure long-term compliance. See Exhibit A showing the tracking form.Recommendation#4: Consider the use of a daytime ALS/BLS ambulance positioned in theCorona de Tucson area. A review of CON response time show that RVFD is closelymeeting the standard and that 69% of all EMS calls occur between 0800 and 2100 hours.Page 5
CRA-SOC & Strategic Plan UpdateSTRATEGIC PLANThe governing board approved the 2020/24 Strategic Plan in early 2020 and all members quickly workedto accomplish a number of strategic objectives. This plan followed the FY 2014/2019 Strategic Plan. As areminder, the plan focuses on growth, workforce development, community outreach, enhanced training, andservice delivery. Champions were assigned for each objectives and Chief Kahle was assigned the lead for allfive strategic goals. Action plans were created for all strategic objectives.FY 19/20 ProgressAlthough, we had less than six months to accomplish some strategic objectives, we were able to complete allfour of the assigned objectives. In addition, we made significant progress in two additional objectives thathave a later completion date. The completed objectives are:1.A Further analyze the call types in the four out-of-district GPZ’s to determine if there areopportunities to reduce the associated call volume. Tucker.100%. The significant outcome of this objective was that we determined that a smaller response could be sentout of district in a safe manner. Additionally, we eliminated all non-emergency calls such as snakes, etc. tonon district residents.1.B Commit resources to accomplish an aggressive, comprehensive annexation plan.Bucklin/Kahle100%. The board allowed us to hire a Community Relations Manager (CMR) in April of 2020 once werealized that all staff was fully committed. The CMR is responsible to accomplish 300 annexations per year.1.C Explore and determine physical and human resources necessary to obtain and manage datato the detail RVFD needs to maintain and improve its service delivery programs. Tucker100%. The District, in conjunction with its dispatch partners was able to purchase NFORS. NFORS allowsevery member to have real-time response statistics access.3.B Identify and evaluate the effectiveness of all current methods of communicating with thepublic. DeYoung100%. The addition of the CMR position allowed us to quickly assess our communication methods. It wasdetermined that Facebook and Twitter provide our best social platform. We will continue to provide amonthly article for the Vail Voice. Additionally, we will research the NextDoor app.5.A Improve call processing times as outlined in the CRA-SOC. Tucker15%. The period of performance for this objective is from January of 2020 until June of 2021. The additionof the NFORS program will allow us to carefully track call-processing time.5.C Evaluate the merit of automatic aid with Tucson Fire Department. Kahle5%. The period of performance for this objective is from January of 2020 until June of 2024. Some recentinitiatives show that automatic aid will be beneficial with Tucson Fire. Recently, a dual response zone wasestablished along the freeway to improve response times for both agencies. We should see additionalprogress over the years.Page 6
FY 20/21 ObjectivesAlthough we had great successes in FY19/20, we will continue to be aggressive in the forward progress ofour District. The SPC has agreed with the original recommendations and have prioritized the following eightobjectives for FY 20/21.Strategic Goal #2 WorkforceKahle2A, Perform an organization-wide job taskanalysis based on current and five-yearneeds. (Cornejo)Cornejo2B, Create a communication plan to continueto improve labor/management relationsStrategic Goal #3, OutreachKahleKahle3C, Identify enhancements to currentexternal communication methods andimplement any additional methods.DeYoung3D, Fund and create a formal communityrelations programDeYoung3E, Evaluate possible District name changeto beter reflect the community it servesStrategic Goal #5, Emergency ServicesDeYoungKahle5A, Improve call processing times asoutlined in the CRA-SOC.Tucker5B, Improve turn out times as outlined in theCRA-SOC.Tucker5C, Evaluate the merit of automatic aid withTucson Fire Department.KahlePage 7
CRA-SOC & Strategic Plan UpdateStrategic Planning Committee Members:Firefighter Alex AnduagaAdministrative Manager Laura BucklinUnion Treasurer Mike CassabaumBoard Chairperson Michelle HarringtonFirefighter Chris HeadyParamedic Chris JaegersFire Chief Jayme KahleEngineer Andy LauberEngineer Jerry MurrayFirefighter Rhett TaylorBC Jim TuckerBC Allen YalenPage 8
Exhibit A, CRA-SOC Key Findings and Recommendations ReconciliationKey Finding1.Yr CompleteSO 1.A19/20Out of district calls represent 34% of RVFD’s call volume.1.1Analyze in a more detailed manner the out -of-districtcall volume to better define how these calls impactservices within the District.1.2Further analyze the call types in the four out -of-districtGPZ’s to determine if there are opportunities to reducethe associated call volume.2.ActionTotal response times exceed the community’s and internal stakeholder’s expectations.2.1Meet regularly with the City of Tucson Public SafetyCommunications Department (PCSD) to ensure there isincremental, statistically significant progress towardimproving call processing times over the next 24months.SO 5.A2.2Develop a turn-out time improvement plan that willenable the District to meet their 2020 performance goalfor turn-out time as listed in Section 5.SO 5.B3.40% of RVFD ambulance transports meet the basic life support classification.Explore opportunities for a more efficient and effectiveBLS transport system in the future.3.14.SO 5.DRVFD has experienced 23% call volume growth in the past three years and isexpected to experience a similar or greater growth pattern in the next five years.This continued growth will result in increased difficulty in maintaining currentperformance levels and even more difficulty in efforts to improve currentperformance.4.1The SOC Team should determine a trigger point formulathat consists of a set of measurable response timerelated factors such as response times, reliability, unithour utilization, etc. to determine when there is a needfor additional staffed units or stationsSO 1.F4.2The SOC Team should review response time performancereports on a quarterly basis to maintain an awarenessof the increase in call volume and its associated impacton response times.StrategicCommittee5.There are significa nt large-scale risks in RVFD.Develop formal risk reduction and emergency responseplans for each of the large -scale risks identified.5.15.2Consider the development of a more comprehensivespecial operations training program and the distributionof qualified personnel throughout the DistrictSO 4.CPage 9
CRA-SOC & Strategic Plan Update6.The critical task analysis process identified that RVFD does not have adequate onduty staffing or additional resources within effective proximity to accomplish all ofthe critical tasks in the required time frame for accomplishing the District’sperformance objective of containing fire to the original area of origin.Explore options for increasing the effective responseforce that will arrive in an acceptable timeframe tomeet the District’s goal of containing fire to area oforigin. This includes exploring options for responding asecond fire officer as a single resou rce on those riskswhere this need was identified.6.1Develop a training program for fire officers that focuseson the current resources available and their capabilitythat aligns with the District’s risk management policy.6.2Enhance and invest in a more aggressive communityrisk reduction program where the District is challengedto provide sufficient personnel in a sufficient timeframe.6.37.8.Cornejo19/20SO 2.A, 2.ERVFD currently only tracks property fire loss value versus fire property fire saves.Begin tracking saves as well as losses to bettercommunicate the value of RVFD to the community.7.1SO 2.A, 2.ESO 3.ACode arrest survival rates with on -scene CPR is 45% versus 10% without on -sceneCPR.Develop a comprehensive plan for a districtwide,hands-only CPR instruction program that includesassociated performance objectives regarding the targetpopulation percentage the District would strive to reach.8.19.9.19.2RVFD lacks the resources needed to process data to the degree that it can be ofmaximum benefit to the District.Explore and determine physical and human resourcesnecessary to obtain and manage data to the detail RVFDneeds to maintain and improve its service deliveryprograms.SO 1.CExplore partnering opportunities with other fire andgovernmental entities to reach RVFD’s goals of dataanalysis and management.NFORS / SAFER C10. Engine and ambulance company functions and expectations at structure fires are inneed of enhancement and formal documentation in the form of minimum companystandards and SOP development.Develop a plan for developing minimum companystandards and SOP’s and the necessary trainingprogram for these elements to be utilized effectively inthe field.10.1MCS, Cornejo11. The community risk assessment discovered many elements of community risk can beminimized through specific risk reduction efforts by the District.11.1Page 10Based on the community risk assessment, develop aformal, comprehensive community risk reduction plan.SO 1.D19/2019/2019/2019/20
CRA-SOC & Strategic Plan Update Page 2 The CRA-SOC identified baseline standards (what we thought occurred during 2018), benchmark standard (what we hope to obtain by 2024), and a 2020 objective. The Strategic Planning Committee (SPC) met in July 2020 and discussed the results below. All Emergencies FY 19/20 90th Percentile Baseline (CY2018 .
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