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1A, Lake Johanna Fire Budget, Capital Facilities Need Study
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1A, Lake Johanna Fire Budget, Capital Facilities Need Study
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3/18/2008 12:18:06 PM
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Lake Johanna Fire Budget
General - Type
Agenda Item
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3/17/2008
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<br />Comprehensive Management Study <br />of the Saint Paul Department of Fire and Safety Services Final Report <br /> <br />EXECUTIVE SUMMARY <br /> <br />The City of Saint Paul requested the assistance of an outside firm to provide a <br />comprehensive management study of the fire department. The study was to assess staffing and <br />the deployment of Saint Paul Department of Fire and Safety Service (SPDFSS) resources, <br />including an analysis of station locations and response times. Also evaluated were the efficiency <br />and effectiveness of management as well as the organizational structure. TriData, a division of <br />System Panning COIl'Oriuion located in Arlington, V A, was selected to conduct the study <br />through a competitive bid process with input from the two unions (Local 21 and Local 3939) <br />representing fire personnel. TriData has conducted technical research on fire and EMS related <br />issues for over 25 years_ <br /> <br />Saint Paul's 280,000 residents are served by 16 stations_ The SPDFSS provides EMS and <br />fire suppression services, technical rescue, and hazmat response. Eleven of the fire stations are <br />dual-staffed fire / paramedic companies where the engine and EMS units are staffed using the <br />same personnel. In addition to 16 engines, there are 7 ladder companies, 3 rescue companies, and <br />3 district chiefs. A deputy chief commands each shift. <br /> <br />KEY QUESTIONS AND FINDINGS <br /> <br />The city posed six key questions that were the foundation for most of the study and <br />analysis. They are presented below with a short summary of the response. The report contains <br />full detail. <br /> <br />I _ Is the fire department management function structured appropriately for optimal <br />department peiformance? Are assignments and levels of responsibility appropriate? <br /> <br />The SPDFSS structure is not working as well as it could. There is an extra layer <br />of management that could be eliminated_ There are overlapping responsibilities in some <br />key areas while other important functions such as safety/ health and planning are <br />identified in the current organizational structure but not staffed. <br /> <br />EMS is 80 percent of the fire department's business; however, it is secondary in <br />terms of organizational importance and mission, which is common in many communities. <br />To improve EMS quality and add higher skill levels for paramedics, EMS should become <br />a division under operations, with three EMS shift officers instead of three deputy chiefs_ <br /> <br />L How can fire personnel best be utilized given current and projected demand for <br />services and available resources? <br /> <br />The current approach is to provide fire suppression and EMS using the same staff. <br />Referred to as cross-staffing, the fire department assigns four personnel to its engines, <br /> <br />TriData, a division of <br />System Planning Corporation <br /> <br />3 <br /> <br />March 2007 <br />
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