PowerPoint Presentation

Fire Chief Update for City Council
March 14, 2023

Organizational Focus
• SERVICE through SACRIFICE by…
• Keeping the community and their neighbors SAFE
• Keeping the citizens, residents, visitors, and businesses 
SAFE
• Keeping our first responders SAFE
• All our decisions should/shall be grounded in this FOCUS
and supported by DATA

• Purpose
• To make the community safer
through innovative fire, 
medical, and customer services.
• Values
• FAST
• CARING
• INNOVATIVE
• PROFESSIONAL
• Objective
• Return the incident or customer 
to a state of normalcy
• Culture of Excellence
• Be Elite in everything we do
• Be Mindful of our actions and 
behaviors when interacting with 
our internal and external 
customers
Starting Point

• INDUSTRY
• National Fire Protection Association: 
• 415 codes & standards
• 1001, 1002, 1021, 1582, 1710, etc.…
• Center for Public Safety Excellence
• Community Risk Assessment: 
Standards of Cover
• Written procedures that determine 
the distribution and concentration of 
fixed and mobile resources of an 
organization
• Insurance Services Office
• International City Manager 
Association 
• Managing Fire & Emergency Services
• LOCAL and REGIONAL
• City of Glendale
•
Charter
•
Ordinance: Chapter 16
•
Policy, Procedures, General Orders
•
Memo of Understanding
• Metro Phoenix Automatic Aid System IGA
•
Renewed December 2022
•
Premier Partner
• Central Arizona Life Safety Council
•
Metro Region Fire Chiefs
• Regional Operating Consistency Committee
•
Project arm of the CALSC
•
Operations, Training, EMS, Fire Marshal, 
Special Operations, Technology, Resource, 
Strategic Planning
• Volume II
•
Operating Guidelines
Guiding Documents and Principles

Business Approach
• What business/industry are we in?
• Service Industry
• All-Hazards
• Emergency Concierge – “you call, we come”
• Constant Staffing
• What is the size and structure of our department?
• Our place within the organization and region
• Mid to Large Urban Department
• Organizational Chart: Connection and Functions
• Distribution Centers Concept

• All Hazards
• Engines and  Ladders
• Command Units
• West Deputy & Battalion Chief
• Support Units
• Utility, Squad, Haz Mat
• Augment Units
• Low Acuity & Medical Response Unit
Response Assets: Primary Service

Run Destination
City
BC151
BC152
C1559
CR155
E150
E151
E152
E153
E154
E156
E157
E158
E159
E1553
HM157
L152
L155
L157
LA151
LA157
LT152
LT155
LT157
MR153 MR154 MR158 SQ159
U159
WDC
CAV
7
5
DAISY MOUNTAIN
9
1
6
1
2
1
1
GLENDALE
542
317
10
905
3149
3070
3258
2644
1628
1427
2851
2414
2240
12
89
411
150
259
803
759
2602
1748
2787
981
410
731
81
163
457
MARICOPA COUNTY
1
4
5
20
8
1
1
1
2
3
2
5
PHOENIX
537
646
1
7
386
391
239
612
2911
85
157
355
457
131
100
29
31
21
2
193
404
103
158
617
172
146
30
228
SCOTTSDALE
1
91
3
1
4
1
38
1
SURPRISE
110
1
2
1
8
4
1
8
5
6
PHX
1
2
5
AVONDALE
3
4
1
3
3
1
30
BLACK CANYON CITY
3
BUCKEYE
1
29
2
1
7
11
2
4
4
BUCKEYE VALLEY
1
2
1
1
3
CHANDLER
2
3
D
1
EL MIRAGE
5
1
1
3
1
4
4
FOUNTAIN HILLS
1
1
GILBERT
1
GOODYEAR
15
1
5
1
1
2
11
LAVEEN
4
1
1
NCO
5
1
7
1
2
PARADISE VALLEY
1
PE
1
PEORIA
15
181
1
10
7
3
18
336
21
675
167
267
336
45
7
35
20
4
14
130
133
136
48
76
27
58
PH
1
1
SUN CITY
29
2
1
4
3
7
5
4
8
2
4
2
1
5
9
5
SUN CITY WEST
17
1
1
2
3
2
SUN LAKES
1
TEMPE
5
TOLLESON
3
1
1
1
2
12
YOUNGTOWN
5
4
1
1
2
1

First 150 Days
• Relationship Building
• Community, City Council, City Manager Officer, Executive Team, PD
• Observations
• Operations, Budget, Data, Infrastructure
• Evaluations
• Management, Supervisors, Workforce
• Actions
• Deconstruct to Reconstruct to Evolve

Action
• Operations
• Take steps to install methodology to ensure strength of shift in daily staffing while 
maximizing assets provided to department
• **Deploying 17 employees back into 52HR Field Operations**
• Budget
• Intentional programming of overtime funding to org/object line
• **Regression analysis of spending patterns to assign funding to programs**
• Data
• Leverage technology and partnerships to improve accuracy for data driven decisions
• **COG IT partnership: GIS, Power Bi, TeleStaff, ImageTrend
• Infrastructure
• Collaborative planning to maximize funding to ensure holistic approach
• **COG Public Works partnership: reviewing CIP 5-year and Future Years

Balanced Scorecard
• Our Community
• Improve Community Experience
• Our Finances
• Enhance Resource Alignment
• Our Process
• Increase Community Outreach, Improve Internal and External 
Communication, Optimize Processes and Solutions
• Our Organization
• Improve Tools and Technology, Strengthen Training, Enhance 
Department Culture, Optimize Recruitment and Retention

Labor & Management Process
• Memo of Understanding
• Wages, Benefits, Working Conditions
• Organizational Cooperative Process
• Sponsors
• Co-Chairs
• Committee Members at Large
• Idea to Recommendations to Approval to 
Implementation

• Updating Can Act As
• Updating Promotional Process
• Establishing Cadres
• Asset Deployment Evaluation
• Increased TeleStaff Function
• ImageTrend RMS 
Implementation
• Annual Training Plan
• Wildfire Urban Interface (WUI) 
preparation
• Organizational Network 
Analysis
• Standards of Coverage
• Lexipol
• Annual Employee Recognition
• Inside Out Coaching
The Way Forward & On The Horizon

The Plan
• To make the community safer through innovative fire, 
medical, and customer services… 
• (1) deploy human and physical assets based on strength of shift
• (2) be regionally relevant in the Metro Phoenix Fire Service
• (3) be proactive with prevention efforts 
• (4) develop and follow common sense policy 
• (5) develop training and advancement tracks for continual learning 
• (6) bolster the logistics and supply chain function
• (7) practice functional collaboration with City business partners and 
L493 partners
**Always be providing background and rationale; communicate,     
communicate, communicate…**

Call To A.C.T.I.O.N
• Getting to A.C.T.I.O.N
• Accurate Accountability
• Consistent Collaborative Communication
• Transparent Teamwork
• Inclusive Innovation
• Optimize Opportunities
• Necessarily Nimble