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ACT.ACTION.ACCOMPLISH.LOS ANGELES COUNTYFIRE DEPARTMENT2017-2021 STRATEGIC PLAN

MISSIONTABLE OF CONTENTSThe mission of the Los Angeles CountyFire Department is to protect lives, theenvironment, and property by providingprompt, skillful, and cost-effective fireprotection and life safety services.Message from Fire Chief Daryl L. Osby2GOAL 1Emergency Operations 3GOAL 2VISIONThe Los Angeles County Fire Department willbe an exemplary organization acclaimed forour national reputation, our regional strength,and our hometown attentiveness as weprovide fire protection and life safety services.Public Service 5GOAL 3Organizational Effectiveness7I N T E G RI T Y TE A M WO RK CA RI NG COURAGE COMMUNIT Y COMM I TMEN TM A Y 2018

MESSAGE FROM FIRE CHIEF DARYL L. OSBYThe Los Angeles County Fire Department (Fire Department) is responsible forproviding fire protection and life safety services to over four million residents residingin 59 cities and all unincorporated areas of Los Angeles County.Just as the communities we serve grow and diversify, so does the County of LosAngeles. Together with the Board of Supervisors (Board), Chief Executive Office,and 37 County Departments, we continue to partner and collaborate on the manychallenging issues confronting our communities (i.e., homelessness, mental health,youth programs, etc.).In 2011, I unveiled the Fire Department’s Strategic Plan, entitled “EngineeringOur Future,” to serve as our roadmap to ensure transparency, accountability, andcommunicate our goals and the actions needed to achieve them. Four years later, we reflected on our achievementsand identified five new target areas as part of our 2015-2017 Strategic Plan.Through the collective efforts of all 4,700 Fire Department team members, our 2015-2017 Strategic Planaccomplishments demonstrated continued improvement in the areas of service delivery, operational effectiveness,the welfare of our workforce, emergency preparedness, fostering a culture of inclusivity, and fiscal solvency.I am pleased to share with you the Fire Department’s 2017-2021 Strategic Plan, entitled “Act, Action, and Accomplish.”GOAL IGOAL IIEMERGENCY OPERATIONSPUBLIC SERVICEAddress Societal ChallengesThrough Non-TraditionalService DeliveryCatastrophic Preparedness andCommunity InitiativesGOAL IIIORGANIZATIONALEFFECTIVENESSBuilding Tomorrow’s FireDepartmentThe Strategic Plan is the result of a collaborative effort between my Executive Team and over 40 managers fromthroughout the Fire Department. It closely aligns with the 2016-2021 County of Los Angeles Strategic Plan, “CreatingConnections: People, Communities, and Government” and the Board’s priorities. Our Strategic Plan will serve as ourroadmap for the next three years, with a focus on the most important challenges and opportunities before us.The Strategic Plan will be reviewed regularly to ensure our goals and priorities lead to measurable action and results.With renewed energy and confidence, I am proud to move our 2017-2021 Strategic Plan forward – a plan thatprovides clear direction and will lead to visible change and successful outcomes that reaffirm our commitment topublic service and our sustained legacy of excellence in the fire service.Daryl L. OsbyLos Angeles County Fire Chief

GOAL 1 EMERGENCY OPERATIONSAddress Societal Challenges Through Non-Traditional Service DeliveryDevelop and implement a Departmental training planthat integrates Department-identified successionplanning competencies, implicit bias awareness, culturalcompetency, and inclusivity. Identify gaps and solutions in the Lifeguard Division toimprove service delivery in areas with growing beachattendance as well increasing trends in activity levels usingavailable data sources.Implement strategies to improve the mental, physical, andbehavioral health of our personnel.Establish and implement a pilot program, in collaborationwith the City of West Hollywood and Cedars Sinai, toevaluate the potential of incorporating Extra-CorporealMembrane Oxygenation (ECMO) into the pre-hospitalsetting for cardiac arrest patients.I dentify Lifeguard Division locations for the deploymentof Quick Response Vehicles (QRV) in place of traditionalvehicles to improve service delivery and minimize risk.Determine the number of QRVs needed and an on-goingfinancial plan.Develop an education and training plan for emergencyoperations personnel to address the significant increasein mental health and substance abuse incidents amongvulnerable communities.Provide oversight and engage in the development ofpolicies, procedures, and job aides focused on dailyguiding principles and expectations to increase operationalresilience for firefighters, firefighter specialists, firecaptains, battalion chiefs, and assistant fire chiefs. evelop and implement an online Satisfaction SurveyDTool (SST) to provide feedback to assistant fire chiefs andthe appropriate Continuous Quality Improvement (CQI)committees. evelop and implement the Battalion Excellence andDAnalytics Review Council (BEAR Council) to assess servicedelivery in a peer setting and identify analytics on a quarterlyand annual basis using data from multiple sources. evelop and implement an effective and efficientDEmergency Medical Services (EMS) Quality Improvement(QI) committee that meets quarterly for each division.3Lead and support Countywide collaborative initiativesincluding mental health, homelessness, youth mentoringprograms, diversion and re-entry, purposeful agingand senior services, the Antelope Valley pilot of mobileintegrated health units, and rescue youth program forfoster youth. ddress the societal challenges associated with recidivismAby continuing the partnership with the Los Angeles CountyProbation Department for the operation of juvenile Camp17 and further research a Department-led Countywideinitiative to develop a post-incarceration conservation“Camp to Career” program. ssess and review the Department’s EMS serviceAdelivery model and develop recommendations toenhance EMS responses based upon acquired data andmapping resources.

Enhance the lives of County residents by addressing societalchallenges through Countywide initiatives and partnerships.4

GOAL 2 PUBLIC SERVICECatastrophic Preparedness and Community InitiativesDevelop and implement catastrophic preparednessstrategies for the Department and the community.Exercise and adopt the Department’s new Earthquake(EQ) procedures for inclusion into the Department’sManual of Operations. Updated components include:detailed job aides with expectations and reportinglocations for all Department personnel; Public SafetyAnswering Point (PSAP) procedures that integrate withthe enhanced communications capabilities of our lawenforcement agency partners; and fire station EmergencyInformation Files (EIF).Ensure continuity in the Department’s workforceduring and following times of natural disaster and civilunrest by reviewing and revising the Continuity ofOperations Program (COOP) to include short scriptsfor staff to utilize. rovide oversight and direction for the development of aPquarterly battalion-based pilot program to assess responseand turnout times based on analytical data.Identify gaps and solutions in the Lifeguard Division’semergency preparedness and resilience as it relates totsunami and coastal storm incidents. Improvements shallinclude the use of technology and social media.5 ork with the Southern California Gas CompanyW(SoCal Gas) to prepare an Emergency Response Plan(ERP) for all SoCal Gas facilities that store natural gasin Los Angeles County.Develop a Department-wide hazardous materialscompliance plan for all administrative sites whichaddresses the proper use and disposal of hazardousmaterials and waste.Oversee the process of retaining a consultant to evaluatethe mechanical systems (e.g., heating, ventilation, airconditioning, boilers, chillers, swamp coolers, and airhandlers) at all Department facilities to include: acomprehensive preventative maintenance program; arecommended schedule, cost estimate, and estimatedenergy savings for the repair and/or replacement ofobsolete mechanical equipment; and a recommendedschedule for mechanical systems that require replacementwithin the next three and five years.

Support community resilience by implementingenvironmental initiatives, catastrophic preparedness,and public education programs.6

GOAL 3 O RGANIZATIONALEFFECTIVENESSBuilding Tomorrow’s Fire Department ssess the Department’s long-term infrastructure needsArelated to privacy and access, facilities, informationtechnology, and communication systems.Strengthen and improve the capabilities of staff byincreasing the amount of California Incident CommandCertification System (CICCS) qualified Operations andIncident Management Team (IMT) personnel. aintain and improve accountability by tracking injury,Millness and vehicle accidents, and conduct trendsanalysis to determine appropriate mitigations to reduceorganizational risks. trengthen Air Operations’ organizational capabilities bySenhancing aircraft fleet and infrastructure, and ensuringsuperior service to the public.Mentor, train, invest, and create opportunitiesfor employees to pursue their career of choice byreorganizing and reclassifying today’s positions fortomorrow’s Department. utomate exam requests for hiring managers whichAincludes secured access to exam status/work flow. evelop alternative exam processes for fire seriesDexaminations to create a dynamic candidate pool.7 repare the Department’s workforce by ensuring strategiesPare in place to help with succession planning. versee the development of a strategic plan to enhanceOthe Department’s technological infrastructure of networks,software systems and mobile communications byleveraging innovative and interconnected technologies toimprove the delivery of services to our customers. trengthen and enhance the Department’s EmergencySOperations Information Technology (IT) systems toincrease security and performance, control costs, providerobust data analytics and transparency, and improveemergency operations service delivery to our customers. Reviewestablished agreements to set up Just-In-Time(JIT) deliveries as well as identify potential needs foradditional agreements Department-wide. nsure the Department is maximizing its budget throughEcontinued expenditure controls and revenue realignment,as well as exploring existing and upcoming legislation tosecure additional revenue streams. se advancements in technology to support fiscalUsustainability and growth by maximizing revenues throughimproved reporting and revenue collecting practices.

The future of tomorrow’s Fire Department will be built onmaintaining accountability from an efficient organizationof strong and capable staff who utilize advancements intechnology to provide superior services to the public.8