OPERATIONSThe 456 sworn line employees in the Operations Division areorganized into 3 platoons (A, B, and C) working 24 hour shiftsthat are structured into a 48 hours on duty followed by a 96hours off (48/96) duty pattern. This is a 56 hour work week.Each day the emergency response resources are organized into4 battalions each supervised by a Battalion Chief.Like other services in the City, the Fire Department is affectedby the economic situation impacting the General Fund. One ofthe cost reduction strategies implemented in March of <strong>2009</strong>was a rolling brown-out of one company. This strategy rotatesthe impact of the unstaffed company through the nine (9) stationsthat house both an Engine and a Truck company. Thecrew of the browned-out company is assigned to other vacancieson the daily Roll Call plan, idling the company. There isan average increase in response time of 1.5 minutes in theaffected station district as a result. Property damage has increasedat a few <strong>fire</strong> calls as well.There is a general 2.7% reduction of total City call volume when comparing <strong>2009</strong> to 2008 incident history. Over the last 2 years <strong>fire</strong>calls are down 25%, medical calls are down 2% and false alarms calls are down 7%. EMS calls are reducing at a lower rate than non-EMS calls. As a result EMS calls as a percentage of the total are steadily increasing and now approaching 70%.Our work force and the community at large were impacted by a strong flu season this year that also involved the H1N1 flu strain.The Fire Department participated in the development of a coordinated Incident Action Plan with a number of key <strong>department</strong>s in theCity and other County health and emergency response agencies. While the impact on the community and our work force was lessthan predicted, it caused a paradigm shift in how we project service.Crews were sent out on 6 wildlandStrike Team deployments during thesummer, answering the mutual aid callfrom the California Emergency ManagementAgency (CalEMA) for localgovernment resources to support othercommunities threatened by wild<strong>fire</strong>.These opportunities are vital to thedevelopment of our incident managementstaff and the growth of our institutionalexperience in these large complicatedincident organizations.Innovation continued in the Roll Callfunction. The Telestaff computer programthat manages the daily staffing wasupgraded with a new cost-saving auctionmodule. The new auction moduleautomated the annual task of senioritybased vacation scheduling and filling bidopenings and is no longer dependant ondedicated personnel using manual techniques.SHIFT OPERATIONSAssistant ChiefBATTALION 1 BATTALION 2 BATTALION 3BATTALION 4Station 1E, MStation 2E, T, B, BCStation 4E, MStation 5E, T, BStation 14EStation 19E, G4, MShift MedicalOfficerEMS 1Station 6E, T, M, BCStation 8E, BStation 10E, T, MStation 56E, M, OES254Station 60E, AStation 3G3, WTStation 15E, G4Station 17E, T, MStation 18E, G3Station 20E, R, MStation 30E, T, M, HM, BCStation 7E, T, M, HMStation 11E, BStation 12E, M, BCStation 13E, AStation 16E, T, G3Station 57E, MKey: A - Air Compressor; B - Boat; BC - Battalion Chief; E - Type 1 Engine; G3 - Type 3 Engine Grass; G4 - Type 4 Engine Grass;HM - Hazardous Materials; M - Medic; R - Rescue; T - Ladder Truck; WT - Water Tender<strong>Sacramento</strong> Fire Department <strong>2009</strong> <strong>Annual</strong> Report ~ Page 10
OPERATIONSCALLS DISPATCHED6,0005,5005,0004,5004,0003,5003,0002,5002,0001,5001,0005000E1M1E2M2T2E3E4M4E5M5T5E6M6T6E7M7T7E8E10Medic Dispatch to Scene Timewithin Eight Minutes ‐ 83% of All 911 CallsM10T10E11M11E12M12E13E14E15M15E16T16E17M17T17E18E19M19E20M20T/R20E30M30T30E56M56E57E60<strong>Sacramento</strong> Fire Department <strong>2009</strong> <strong>Annual</strong> Report ~ Page 11
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