In December, the Davis City Council voted 3-2 to create a shared management structure between the Davis and UC Davis Fire Departments. Both fire departments would be under one Fire Chief, Nathan Trauernicht who had been the UC Davis Fire Chief.
In addition to the Chief, John Heilmann is the Deputy Fire Chief of Operations, Mike Taylor is the Deputy Fire Chief of Training and Safety, Bruce Fry, Shawn Kinney, and Paul Swanson are the Shift Division Chiefs, and Tim Annis is the Fire Marshal/ Division Chief.
Not only is there a shared management agreement between the new agencies, but we have boundary and fire staffing shifts that have changed the nature of how emergencies are covered in Davis.
On a monthly basis, the chief will be presenting a performance report. This is a key piece of transparency for the community to monitor how these important changes are working. The Vanguard will be publishing this report as well as analyzing pertinent information.
I am pleased to present the first monthly performance report for the Shared Fire Management of the City of Davis (DFD) and UC Davis Fire Departments (UCDFD). Through the collective efforts of talented employees in both organizations, we are able to provide not only data about how we are performing, but also hope to paint the picture of work that is done by these two outstanding fire and emergency services agencies every day.
Just like our communities and our greater society, the fire service is changing. Change doesn’t come easy to many; in fact most people can relate one of the most personally challenging experiences in their life to a significant change. One of my personal goals as the shared Fire Chief is to help both departments, their respective communities and staff, through what are very challenging times in our industry today and into the future.
I see the road blocks that are ahead of us as a glass half full. It’s an opportunity for us to collaborate, innovate, re-imagine, and create a sustainable path for our operations moving forward. We have completed a Standard of Cover document and Strategic Plan for UCDFD, and we will begin work on DFD’s in July to help revitalize the department’s mission, vision, and values along with plotting a course that will help guide our service delivery as the community grows.
These monthly reports are designed to be a high-level overview of key activities and functions of the organizations. They should generate discussion, both draw and answer questions, and provide insight into the operations of modern day fire and emergency services delivery. This data alone should not inform policy decisions, but instead provide the framework to pose policy questions which, provided context and a comprehensive data set, can aid us in developing programs, services, and deployment strategies that best suit the needs of our unique communities.
Your new fire management team is eager to see the Shared Fire Management agreement renew and continue the great work that has been accomplished to date. Simply put, together we can do more!
Nathan J. Trauernicht
City of Davis & UC Davis Fire Departments
For the purpose of this report, response readiness refers to a fire company being in its home station, or home district, and ready for a call. Why is this important? Simply put, if a fire company is out of district (out of position), response times increase to that response area.
When the boundary drop between the city and campus was implemented, the goal was to start sending the closest available unit. This deployment strategy is occurring today based on station locations and in the future will occur based on global positioning systems (GPS) and automatic vehicle locators (AVL) on each fire company which will fully realize closest unit, real-time, response.
As you can see below, the focus of our analysis is on the response district of City of Davis Fire Station 31. Why do we call this out? Because this district has the highest call volume and the highest number of stacked calls (also known as simultaneous calls). So when we show a “reduction” in the 2014 month-to-month comparisons, we are basically showing the amount of responses in which Engine 32 and 33 are now remaining in their home districts, when in the past they would have been out of position and response time to those districts would have been extended.**
In January, the West Valley Regional Fire Training Consortium implemented a training plan to ensure all of its member agencies (UC Davis, Davis, Woodland, West Sacramento, Yolo OES) would be compliant with OSHA and State mandated annual training. All participating departments are provided blocks of training to be completed within a six week time period. All consortium, individual, and outside training, is captured in the new system which provides for ease of accountability and guarantees common cohesive efforts at emergency scenes.
The number of hours that must be obtained in order to receive the maximum credit by ISO is 20 hours per month of structural firefighting training. This does not include continuing education for EMT, hazardous materials, technical rescue, wildland firefighter, personnel rules, etc.
Considering all of the standard training required for all hazard departments such as DFD and UCDFD, the dedication and efforts to meet these standards is commendable, but we are continually striving to improve.